Acknowledgement of Country

Brimbank City Council respectfully acknowledges and recognises the Wurundjeri and Bunurong Peoples as the 

Traditional Custodians of this land and pays respect to their Elders, past, present and future. 

Contents

      Mayor’s Introduction

2

Budget Reports

      Budget influences

3

1.   Link to the Council Plan

6

2.   Services and service performance indicators

8

3.   Financial statements

23

4.   Notes to the financial statements

32

5.   Financial Performance Indicators

51

6    Fees and charges schedule

53

Appendices

A    Capital works details

76

B    Road Rehabilitation Program

80

•

Deliver capacity building programs to support youth mental health, such as youth mental health first aid training and 

partnerships with other services and various programs.

•

Provide community education sessions with kindergartens, playgroups and other community groups about identification and 

early intervention for families and individuals  who may be facing family violence.

•

Deliver environmental programs with community such as My Smart Garden program and community planting events.

•

Provide tailored services, forge partnerships and role model opportunities to support Brimbank residents to access jobs and 

skills, including for young job seekers and young entrepreneurs.

Mayor’s Introduction

Brimbank Mayor

Our 2024-2025 budget delivers the commitments made in our Council Plan, Together We are Brimbank 2021-2025, whilst 

sustainably balancing the very core responsibilities of council including more funding for services and better infrastructure.  It 

represents our collective progress towards realising our community aspirations and vision for ‘a transformed Brimbank that is 

beautiful, thriving, healthy and connected’ to help build a better Brimbank for us all.

Financial sustainability is at the forefront of our planning, particularly as we face ever increasing uncertainty through external 

challenges such as climate emergency, an increasing cost of living, ageing infrastructure and landfill levies. The State 

government rate cap poses significant challenges to Council as it is set at 2.75%, well below CPI.

Brimbank City Council will continue to advocate to the State and Federal Governments for increased funding support to ensure 

we can continue to provide the infrastructure and services our community need.

We are committed to listening and responding to our community. This Annual Budget and Council Plan Action Plan have been 

informed by a deliberative community engagement process undertaken in November/December 2023 through online and in

person workshops and in April/May 2024  through pop-ups and the Councils YourSay page. Through this process, 210 

individuals provided insights about the community priorities of:

•      Mental Health and Wellbeing

•      Families, Women and Children

•      People with additional needs/ and or who are at risk

•      Leisure and Sport infrastructure

•      Public Realm

•      Roads and Footpaths

•      Parks and Gardens

•      Greening and Beautification

•      Climate and Conservation

•      Employment and Education

And they told us that these priorities are still very much relevant to our community. Community Voice Panel members confirmed 

that Public Realm, Roads and Footpaths are of upmost importance to them, whilst Climate and Conservation were highest 

priorities for young people.

In 2024/2025 Council will invest $263.3 million into operations. Our operational budget funds 76 diverse services ranging from 

arts and culture and maternal and child health, to statutory planning and urban design. Next year we will spend $25.5 million on 

waste services, $14.8 million on parks services and $8.6 million on libraries. As we look to the future we continue to seek 

operational efficiencies to deliver best value and service outcomes for our community.

The Annual Budget and Council Plan Action Plan includes key initiatives that respond to community priorities, strengthen 

community connections, support health and wellbeing and contribute to the overall liveability of our city. Examples of key 

initiatives to be delivered through our operational budget and in line with priorities identified by our community include: 

An investment of $58.7 million will be made into the capital works program in 2024/2025. Highlights include:

•      $27.9 million on roads and drainage upgrades 

•      $5.2 million for playgrounds, parks and gardens 

•      $2.1 million on walking and cycling paths to connect our city 

•      $18.8 million on improvements to community facilities including sports and early learning facilities

•      $0.9 million on assets including $825,000 for library books; and  

•      $3.8 million for the cyclical replacement of plant and vehicle fleet.

Our budget strives to focus spending in the right areas, whilst delivering on our plans to support well-being, improve our city, and 

collaborate with all levels of government to build a better future for the Brimbank community.

On behalf of my fellow Councillors and the organisation, I commend the 2024/2025 Annual Budget to the community.

Cr Ranka Rasic

Page 2

Snapshot of Brimbank City Council

Population

Transforming Brimbank

Climate Change

Social Justice

The Transforming Brimbank program aims to leverage this investment to deliver meaningful and generational change for 

our community. Brimbank aims to do this by working closely with key stakeholders as well as the community, to ensure that 

all investment will direct towards people and places and not just projects. 

Climate change is an immediate, real, and all-encompassing threat. 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.

Brimbank’s social, economic and cultural diversity means it needs to prioritise the needs of many different cultures and 

lifestyles in the community.

Council recognises the need to work towards addressing the many complex issues that arise from systemic disadvantage 

and has formed many multi-agency partnerships to support our work.

There is a strong acceptance of cultural diversity by Brimbank’s residents. Faith and religion factor strongly in the lives of 

many, with seven out of 10 residents indicating a religious affiliation. The changing migration patterns have led to increases 

in residents who affiliate with non-Christian religions.

The population of Melbourne’s Western Metropolitan Region is growing rapidly, with Brimbank positioned to be at the very 

heart of its future expansion. While the Western Metropolitan Region currently has a population of approximately 964,000, 

by 2051 this is projected to rise to 1.75 million most of which will occur in the growth areas directly to the west and north of 

Brimbank.

The challenges of shifting demographics, government policy and service model reforms, 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.

Brimbank and Melbourne’s West is about to see billions of dollars of development and infrastructure being delivered over 

the coming decades in a way that will transform our city. The majority of investment and transformational change is planned 

to occur on the Sunshine Precinct, which may have up to 43,000 additional residents and an additional 29,000 jobs created 

by 2051.

Budget influences

The Budget is influenced by a range of factors, including the following:

•     demographic profile, population needs and trends

•     use and development of land

•     the state of the local economy

•     climate change

•     federal and state policy and legislative requirements

Brimbank is a vibrant, growing community in the heart of Melbourne’s west, that borders the Hobsons Bay, Maribyrnong, 

Melton, Moonee Valley and Wyndham municipalities. Located between 12 and 23 kilometres west and north-west of the 

Melbourne CBD and covers an area of 123 square kilometres.

The land that Brimbank now occupies has a human history that began with Aboriginal traditional custodians, the Kulin 

Nation, including the Wurundjeri, Bunurong and Boon Wurrung peoples, more than 40,000 years before European 

settlement. The area was originally occupied by the KurungJang-Balluk and Marin-Balluk clans of the native Wurundjeri 

people. For the Traditional Owners, the lands in the City of Brimbank have always been a significant trading and meeting 

place. We recognise the Aboriginal and Torres Strait Islander communities continuing spiritual connection to the land and 

renew our commitment to respect Indigenous beliefs, values and customs, as together we build a cohesive future.

Page 3

Mental Health and Wellbeing

Cultural Diversity

•

• •

•

•

•

•

•

•

•

Due to the global supply chain issues for materials, equipment, and labour that the construction industry relies heavily 

on, capital works costs have increased from 5% to 15% over baseline (FY2024 to FY 2034 budget). This has increased 

the average annual spending from $3 million (5% uplift) to $8.8 million (15% uplift).

Impact of Climate Emergency is contributing to increased costs for many Council services. One example is the Parks 

Service, where prolonged Spring seasons result in greater vegetation growth and more frequent and severe storm 

events increase maintenance costs.

Borrowing Rates:

The cost of borrowings are forecast to be significantly impacted by future interest rate movements. The current loan 

balance as at 30 June 2023 is $88.3m, where the majority of the balance is locked in at historically low rates of less than 

2%. The projected 10 year Treasury Corporation of Victoria Bond Rate is expected to reach 4.55%.

Community Expectation:

The increase in community expectations relating to the use of technology and access to Council services online.

Brimbank prides itself on its cultural diversity, embracing more than 160 nationalities from around the globe.

Diversity is central to our identity – we are proudly multicultural, embracing people from around the world and weaving their 

stories into our own.

Shifting demographics, changes to Government policy, service model reforms, and ensuring social equity and access in a 

constrained financial environment, are creating pressure on the way services and infrastructure are funded and delivered.

External influences

Some population groups are at higher risk of poor mental health and mental illness because of greater vulnerability to 

unfavourable social, economic and environmental circumstances, including social isolation and loneliness. COVID-19 has 

detrimentally impacted residents' mental health and wellbeing, particularly those affected by unemployment or with limited 

access to income support.

Many Council services, community facilities and programs contribute in some way to help improve mental wellbeing.  

Council will continue to develop ways to evaluate the collective impact on positive mental wellbeing.

Global influences:

Climate Change:

Legislative changes have and will continue to have an impact on the operating costs for many Council services, such as 

Parks Services increased compliance relating to traffic management planning accreditation and provision having a 

$250,000 per annum impact on service cost.

As funding from the Federal and State Governments either lessens or remains the same, the 'gap' between the true cost 

of running Council services and the level of subsidy continues to grow. Recurrent Grant revenue as a proportion of total 

revenue is budgeted to decrease from 10.38% in 2023/2024 to 9.99% in 2024/2025.

Cost Shifting:

The Fire Services Property Levy is a State Government levy, which is collected by Council on behalf of the State 

Government.

The preparation of the Annual Budget 2024/2025 has been influenced by the following external factors:

Rate Base:

The Victorian State Government introduced a cap on rate increases from 2016/17. The cap for 2024/25 has been set at 

2.75%. This rate cap poses significant challenges to Council as it is set below CPI.

The landfill levy payable to the State Government upon disposal of waste into landfill has increased from $6.59 million in 

FY 2023/2024 to $7.61 million in FY 2024/2025, and is included in Council's waste management budget.

The Federal Budget delivered in 2021 announced increases in the Superannuation guarantee percentage for the 

2021/22 financial year, moving the rate from 9.5% to 10.0%, and a further 0.5% increase, each financial year, until the 

rate reaches 12.0% in the 2025/26 financial year. These Superannuation guarantee percentage increases have been 

factored into the future budget projections.

State Government:

Legislative Changes:

Page 4

• • •

• • •

• •

• • •

Improving community access to Council.

Budget Considerations

Budget guidelines were set and prepared based on internal influences and budget principles. These include:

Ongoing objective to gain operational efficiencies and to achieve long term financial sustainability

Internal influences

As well as external influences, there are also a number of internal influences which are expected to have a significant 

impact on the preparation of the Annual Budget 2024/25. These matters have arisen from events occurring in the 2023/24 

year resulting in variances between the actual and budgeted results for that year and matters expected to arise in the 

2024/25 year. These matters and their financial impact are set out below:

Grants were based on anticipated funding levels

Council is committed to continually reviewing services and programs to ensure they meet the needs of our community.  

This includes a planned program of service reviews.

New revenue sources were identified where possible

Employee costs include; on-costs such as superannuation, long service leave, annual leave and work cover, enterprise 

agreement and performance increments

The effect of rate capping on growth in council rates, in place since financial year 2016/17, has a material impact on 

council’s ability to raise revenue and has had a significant cumulative impact on its rates base – estimated at $126m for 

the 2024/25 financial year. This rate capped environment has meant Council has had to look for efficiencies to enable us 

to continue delivery of services during this time. As identifying efficiencies becomes more difficult, Council then needs to 

consider the type and method of services delivered, into the future

An indication of future year’s capital works program for the next 10 years based on Council strategic objectives

With improvements to systems already creating efficiencies, further improvements are being considered by implementing 

contemporary systems as an enabler for enhancing productivity and customer service 

Operating expenditure such as administration/program, printing and stationery, materials etc. budgets used a principle of 

targets based on prior year budget plus indexation, whereby each department's operational expenditure is reviewed 

comprehensively and material variances from the target budget had to be justified rather than assume automatic 

increases

An increasing demand from the community to address ageing infrastructure, improve the appearance of town centres 

and enhance parks, playgrounds and sporting facilities

Page 5

1. Linkage to the Council Plan

1.1 Legislative planning and accountability framework

1.1.1 Key planning considerations

Service level planning

Community consultation needs to be in line with a councils adopted Community Engagement Policy and Public Transparency Policy.

This section describes how the Budget links to the achievement of the Community Vision and Council Plan within an overall integrated strategic 

planning and reporting framework; as prescribed in the 

Local Government Act 2020 (The Act)

. This framework guides the Council in identifying 

community needs and aspirations over the long term (Community Vision and Financial Plan), medium term (Council Plan, Workforce Plan, and 

Revenue and Rating Plan) and short term (Budget) and then holding itself accountable (Annual Report).  

The Budget is a rolling four-year plan that outlines the financial and non-financial resources that Council requires to achieve the strategic 

objectives described in the Council Plan. The diagram below depicts the integrated strategic planning and reporting framework that applies to 

local government in Victoria. At each stage of the integrated strategic planning and reporting framework there are opportunities for community 

and stakeholder input. This is important to ensure transparency and accountability to both residents and ratepayers. 

Source: Department of Jobs, Precincts and Regions

The timing of each component of the integrated strategic planning and reporting framework is critical to the successful achievement of the 

planned outcomes.

Although councils have a legal obligation to provide some services— such as animal management, local roads, food safety and statutory 

planning—most  council services are not legally mandated, including some services closely  associated with councils, such as libraries, building 

permits and sporting facilities.  Further, over time, the needs and expectations of communities can change. Therefore councils need to have 

robust  processes for service planning and review to ensure all services continue to provide value for money and are in line with community 

expectations. In doing so, councils should engage with communities to determine how to prioritise resources and balance service provision 

against other responsibilities such as asset maintenance and capital works. 

Page 6

1.2 Our purpose

Our vision

Our purpose

Our values

• • • •

• • • • • •

Fund and Resource

1.3 Strategic Directions

1.

People and 

Community

•

•

Wellbeing and Belonging - Responsive services that support mental and

physical wellbeing

Pride and Participation - Community and cultural connections built through

social and artistic expression

2.

Place and Spaces

•

•

Liveable and Connected - Inviting and liveable spaces and facilities,

connected so people can get around

Sustainable and Green - Protect natural environments for current

and future generations

3.

Opportunity and 

Prosperity

•

•

Growing

and

Transforming

-

Optimise

community

opportunities

through

infrastructure

innovation and investment

Earning

and

Learning

-

Everyone

has

access

to

education,

training

and

lifelong

learning

to

support their aspirations

4.

Leadership and 

Governance

•

•

Engaged and Responsive - Community insights are valued to enhance

connection and engagement with Council

High Performing and Accountable - Our workforce strive to enhance services and

liveability for the Brimbank community

The Council Plan 2021-2025 sets out four goals or Strategic Directions that will enable the Vision to be delivered. Strategic objectives are 

identified for each of the Strategic Directions that determine what Council is aiming for. Annual actions are determined in accordance with the 

Annual Budget.

Strategic Directions

Strategic Objectives

We find 

BETTER WAYS

We are 

RESPECTFUL

Our 

Roles

 and 

Functions

Lead and Represent

Partner and Advocate

Provide Services

Build and Maintain

Plan and Regulate

The organisation’s values guide our behaviour and underpin everything we do. Our values help us achieve the organisation’s vision and improve 

the quality of the services we offer to our community. Our values are:

Council's vision  - 

"By 2040, the Brimbank community will be healthy and safe and we will be united through a sense of belonging and pride. Our

city will be inclusive, resilient, innovative and vibrant and our people will share equally in the City's prosperity and opportunity. The environment

will be protected and enhanced and Brimbank’s diverse neighbourhoods and housing will offer something for everyone."

Council's purpose  - 

"A transformed Brimbank that is beautiful, thriving, healthy and connected."

We act with

INTEGRITY

We work 

TOGETHER

Page 7

2. Services and service performance indicators

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

 

• •

2022/23

2023/24 2024/25

Service area

Actual

Forecast

Budget

($'000)

($'000)

($'000)

Service Access

 

Expenditure

787

642

686

 

 (Revenue)

                  

-

-                      

-

             

Net Cost

787

642

686

Community Care

 

Expenditure

              

1,550

1,773                  

1,378

         

 

 (Revenue)

                  

(17)

(27)                      

(20)

             

Net Cost

1,533

1,746

1,358

Food Services

 

Expenditure

                 

1,095

854                  

1,502

         

 

 (Revenue)

                

(251)

(249)                    

(329)

           

Net Cost

844

605

1,172

Community Care manages and coordinates all Council’s programs that support older people, people with disability and carers to 

maintain their wellbeing and live at home independently with assistance.     

The Food Services (Delivered Meals) aims to support, maintain and enhance the physical, social and emotional well-being of 

clients. Delivered meals are prepared and delivered to the clients (home or centre-based). Council volunteers deliver the meals. 

This section provides a description of the services and initiatives to be funded in the Budget for the 2024/25 year and how these will 

contribute to achieving the strategic objectives outlined in the Council Plan. It also describes several initiatives and service 

performance outcome indicators for key areas of Council’s operations. Council is required by legislation to identify major initiatives, 

initiatives and service performance outcome indicators in the Budget and report against them in their Annual Report to support 

transparency and accountability. The relationship between these accountability requirements in the Council Plan, the Budget and the 

Annual Report is shown below.

Source: Department of Jobs, Precincts and Regions

2.1 Strategic Objective: People and Community

Wellbeing and Belonging - Responsive services that support mental and physical wellbeing

Pride and Participation - Community and cultural connections built through social and artistic expression

Description of services provided

Service Access provides a single and centralised service access and assessment point for community care services and service 

information to the community.

Sub-services include Maternal & Child Health appointment bookings / Service Outreach and Navigation programs / Resilience and 

Emergency Management / Community Register Regional Assessment Service for Commonwealth Home Support Programme 

(CHSP) and Home and Community Care for Young People (HACC PYP).

Page 8

2022/23

2023/24 2024/25

Service area

Actual

Forecast

Budget

($'000)

($'000)

($'000)

Property Maintenance

 

Expenditure

                 

531

445                     

392

            

 

 (Revenue)

                  

(102)

(87)                    

(92)

             

Net Cost

429

358

299

Social Support

Expenditure

              

3,705

3,672                  

2,925

         

 

 (Revenue)

                  

(134)

(46)                    

(122)

           

Net Cost

3,571

3,626

2,803

Community Transport

 

Expenditure

                 

440

333                     

692

            

 

 (Revenue)

                  

-

-                      

-

             

Net Cost

440

333

692

Support for Carers Program

 

Expenditure

                   

59

63                       

391

            

 

 (Revenue)

                

(85)

(133)                      

-

             

Net Cost

(26)

(70)

391

Seniors Support

 

Expenditure

                   

130

15                     

77

              

 

 (Revenue)

                  

-

-                      

-

             

Net Cost

130

15

77

Maternal and Child Health

 

Expenditure

              

5,351

5,059                  

6,466

         

 

 (Revenue)

                  

(31)

-                      

(16)

             

Net Cost

5,320

5,058

6,450

Early Years Services

 

Expenditure

              

1,569

1,177                  

1,676

         

 

 (Revenue)

                  

-

-                      

-

             

Net Cost

1,569

1,177

1,676

Youth Services

 

Expenditure

              

1,295

1,232                  

1,386

         

 

 (Revenue)

                  

(1)

(11)                        

(3)

               

Net Cost

1,294

1,221

1,383

Description of services provided

The Property Maintenance service provides minor home modifications and repairs to eligible clients of the Commonwealth Home 

Support Programme (CHSP) and Home and Community Care (HACC) Program for Young people (PYP) to maintain a safe, secure, 

healthy home environment.

The Support for Carers program is funded by the State Government to provide support for carer health and wellbeing.

To provide support to people with a disability, seniors and carers living in Brimbank through the provision of information, advocacy, 

advice, activities and events.

Social Support Groups provide a range of activities and provides an opportunity for clients to attend and participate in social 

interactions which are conducted away from the client’s home and in, or from, a fixed base facility or community based settings and 

culturally specific programs.

Council provides a community transport service for people who are transport disadvantaged and are unable to travel on public 

transport due to age, disability, health, social or geographic isolation or economic circumstances. The majority of clients using the 

service are older people and people with disabilities. The service is individually tailored and provided as a door-to-door transport 

service on a group or individual basis.

The Universal M&CH Service provides Key Age and Stage (KAS) consultations, flexible services, group sessions, other community 

strengthening activities and telephone consultations.

The Enhanced Maternal and Child Health (EMCH) Service supports families who are experiencing significant risk issues and/or 

present with multiple risk factors with potential for a significant impact upon the health and wellbeing of children within these 

families.

Early Years Community Programs supports families in their early childhood journey to access early year’s programs through service 

delivery, sector co-ordination and community partnerships. We provide a range of community-based early education and support 

programs for children aged 0 - school age and their primary carers.   

Youth Services work to enhance the wellbeing of young people by providing a range of primary prevention to early intervention 

services, using a youth and community development lens, to support positive participation in the community. Youth Services also 

advocates, in partnership with young people, to ensure young people’s ideas and voices are heard around priority areas of need 

and concern.

Page 9

2022/23

2023/24 2024/25

Service area

Actual

Forecast Budget

($'000)

($'000)

($'000)

Arts and Culture

 

Expenditure

              

2,726

2,546                  

2,644

         

 

 (Revenue)

                

(220)

(258)                    

(172)

           

Net Cost

2,506

2,288

2,472

Leisure Centres

 

Expenditure

            

13,491

11,154                

14,937

       

 

 (Revenue)

           

(15,254)

(12,126)               

(14,358)

      

Net Cost

(1,764)

(972)

579

Sport and Recreation

 

Expenditure

              

926

1,075                     

960

            

 

 (Revenue)

                

(314)

(296)                    

(324)

           

Net Cost

611

779

636

 

 

 

 

 

Expenditure

                 

442

332                     

494

            

 

 (Revenue)

                

(517)

(527)                    

(543)

           

Net Cost

(75)

(195)

(50)

 

 

 

 

 

Keilor Golf Course

 

Expenditure

              

2,055

1,076                  

1,767

         

 

 (Revenue)

                

(1,930)

(414)                 

(2,050)

        

Net Cost

125

662

(283)

Expenditure

1,111

1,183

1,198

 

 (Revenue)

                

(2,069)

(387)                 

(259)

           

Net Cost

724

(886)

939

Strengthening Communities

 

Expenditure

936

863

942

 

 (Revenue)

                  

-

-                      

-

             

Net Cost

936

863

942

Sport and Recreation delivers a range of projects, programs and events and supports sporting and recreation clubs in capacity 

building, business planning and funding applications.

Council manages the Keilor Basketball and Netball Stadium. The facility offers a range of recreational and competitive sporting 

options which offer all members of the Brimbank community the opportunity for participation in physical activity and a safe place for 

social interaction. 

Keilor Public Golf Course facilities include 18-hole golf course, a 20-bay driving range, pro shop, club and cart hire, and a kiosk.

In the past Keilor Public Golf Course has been maintained by Council but managed by an external management company 

(Belgravia Leisure). In September 2022, Council decided that it would operate both the management and maintenance in house 

from 1 June 2023.

Golf Course Management, Operations, Pro Shop, Driving Range, Bookings, Coaching and Programs will be managed by Leisure 

and Community Facilities. The maintenance of the Course will continue to be managed by the Brimbank Parks Team.

Description of services provided

Brimbank Leisure Centres provide a range of health and fitness programs and services to improve the health and wellbeing of 

community members across Brimbank. Programs and services include gymnasiums and group fitness classes for exercise, learn to 

swim classes, recreational swimming and aquatic exercise.

Leisure and Community Facilities Planning has both operational and strategic units. Community Facilities manages bookings at 

Council’s halls and meeting rooms, supports and develops community groups and manages tenancy agreements for community 

facilities leases and licences. The strategic unit develops plans, policies and strategies that set the strategic direction for the 

development and use of council facilities and programs.

The Arts and Culture Unit working under the identifier of Creative Brimbank aims to build a vibrant, connected and creative 

community, bringing together a wide range of creative opportunities for the community and artists of the west.  The Unit supports 

artists’ development, connects the community and artists in creative programs and activities, and manages spaces in which creative 

activity takes place including the St Albans Community Centre (STACC) and Bowery Theatre plus the Council's various galleries 

and exhibition spaces.

Working through a human rights lens, the Strengthening Communities Unit works to influence, engage, inform and create inclusion 

and access opportunities across key life stages, situations and abilities. Through strong partnerships and collaborations the Unit is 

able to effectively plan and coordinate evidence based programs and services.

Keilor Basketball/Netball Stadium

Leisure and Community Facilities

Page 10

2022/23

2023/24 2024/25

Service area

Actual

Forecast

Budget

($'000)

($'000) ($'000)

Connected Communities

 

Expenditure

1,588

1,619

1,697

         

 

 (Revenue)

                  

(8)

(10)                        

-

             

Net Cost

1,578

1,611

1,697

Social Policy and Research

 

Expenditure

1,111

1,153

1,167

         

 

 (Revenue)

                  

-

(41)                      

-

             

Net Cost

1,070

1,153

1,167

Building Compliance

 

Expenditure

1,562

2,185

1,761

         

 

 (Revenue)

                

(777)

(762)                    

(819)

           

Net Cost

800

1,408

942

 

 

 

 

 

Environmental Health

 

Expenditure

2,074

2,267

2,267

         

 

 (Revenue)

             

(1,633)

(1,479)                 

(1,526)

        

Net Cost

596

633

741

Strategic Objective: People and Community - Net Total

23,120

26,768

26,768

 

 

 

 

• Provide community grants that enable community members to lead initiatives that celebrate diversity and cultural learning.  

• Implement Year Two actions in the Disability Action Plan including promoting opportunities for local businesses to engage in 

disability awareness education 

• Continue to support the establishment of Cooinda - the first dedicated Aboriginal and Torres Strait Islander Community Centre in 

Brimbank.  

With a focus on equity, social justice and human rights outcomes for Aboriginal and Torres Strait Islander people, and Culturally 

and Linguistically Diverse communities (CALD), the Connected Communities Unit works to build community capacity, increase 

participation and drive reconciliation across Brimbank and in our organisation. To support this work, the unit delivers Council's 

community grants program and leadership and governance training programs for the Brimbank community.

Through social research and evidence-based planning, policy and partnerships, the Social Policy and Research Unit enables 

Council to make strategic decisions and undertake interventions that will achieve social and health equity for our community. Driven 

by the Municipal Health and Wellbeing Plan (part of Together We Are Brimbank) and Brimbank's Social Justice Charter, the unit 

oversees whole of organisation approaches to community health and wellbeing.

Description of services provided

Building Compliance provides administration and enforcement of key parts of the Building Act and Building Regulations within its 

municipal district and externally where appointed on a commercial basis for ratepayers and customers.

• Deliver a Community Events program, which includes ‘We Are Brimbank Awards’ (Brimbank Citizen of the Year and Young 

Brimbank Citizen of the Year)

Environmental Health implements legislated immunisations and food safety programs through education, advice, service provision 

and enforcement to ensure a safe and high standard of public health is maintained across Brimbank.

Initiatives

• Deliver capacity building programs to support youth mental health, such as youth mental health first aid training and partnerships 

with other services and various programs.

• Provide community education sessions with kindergartens, playgroups and other community groups about identification and early 

intervention for families and individuals who may be facing family violence.

• Boost life-long health, food security and wellbeing for diverse communities and age groups through a wide range of programs 

provided by Neighbourhood Houses, community centres and libraries.

• Design streetscapes and public realm that provides safe and inviting spaces for the community using Crime Prevention through 

Urban Design Principles. 

Page 11

Service Performance Outcome Indicators

The following indicators outlines how we intend to measure achievement of service themes.

 

 

Indicator

 

 

Utilisation

Health and safety  

Indicator

Health and safety 

• •

2022/23

2023/24 2024/25

Service area

Actual

Forecast Budget

($'000)

($'000)

($'000)

Sustainability

Expenditure

1,373

2,023

2,126

 (Revenue)

                   (3)                     (16)             (50)

Net Cost

1,370

2,007

2,076

Conservation

 

Expenditure

              

2,378

1,927                  

2,474

         

 (Revenue)

                 (24)                   (146)             (68)

Net Cost

1,903

2,232

2,406

 

 

 

 

 

Food Safety

Critical and major non

compliance notifications

(percentage of critical and major 

non-compliance outcome 

notifications that are followed up 

by Council)

[Number of critical non

compliance notifications and 

major non-compliance 

notifications about a food 

premises followed up / Number 

of critical non-compliance 

notifications and major non

compliance notifications about 

food premises] x 100

2.2 Strategic Objective: Places and Spaces

Liveable and Connected - Inviting and liveable spaces and facilities, connected so people can get around

Sustainable and Green - Protect natural environments for current and future generations

Description of services provided

Performance Measure

Computation

Services

Performance Measure

Computation

The Sustainability Service Unit develops and coordinates Council's policies, strategies, programs and projects with a key focus on 

climate change mitigation and adaptation, integrated water management, water sensitive urban design, the circular economy and 

sustainability education.

[Number of children who 

attend the MCH service at 

least once (in the year) / 

Number of children enrolled in 

the MCH service] x 100

Participation in the MCH service

by Aboriginal children

(percentage of Aboriginal children 

enrolled who participate in the 

MCH service)

[Number of Aboriginal children 

who attend the MCH service at 

least once (in the year) / 

Number of Aboriginal children 

enrolled in the MCH service] x 

100

Aquatic Facilities

Utilisation of aquatic facilities

(number of visits to aquatic 

facilities per head of municipal 

population)

Number of visits to aquatic 

facilities / Municipal population

Animal Management

Animal management

prosecutions

(number of 

successful animal management  

prosecutions)

Number of successful animal 

management prosecutions

Services

The primary role of the Conservation unit is to protect and enhance biodiversity across the municipality.

Maternal and Child Health

Participation

Participation in the MCH service

(percentage of children enrolled 

who participate in the MCH 

service)

Page 12

2022/23

2023/24 2024/25

Service area

Actual

Forecast

Budget

($'000)

($'000) ($'000)

Expenditure

                 

475

351                     

332

            

 

 (Revenue)

                

(454)

(125)                    

(334)

           

Net Cost

21

226

(2)

Contaminated Land

 

Expenditure

                 

730

628                     

732

            

 

 (Revenue)

                  

-

-                      

-

             

Net Cost

730

628

732

Statutory Planning

 

Expenditure

              

3,115

3,122                  

3,416

         

 

 (Revenue)

             

(9,812)

(6,130)                 

(6,712)

        

Net Cost

(6,697)

(3,008)

(3,296)

Planning Compliance

Expenditure

                 

642

467                     

673

            

 

 (Revenue)

                

(213)

(182)                    

(126)

           

Net Cost

430

285

546

Animal Management

Expenditure

              

2,458

2,201                  

2,562

         

 (Revenue)

               (750)                   (795)           (760)

Net Cost

1,451

1,662 1,802

Local Laws

 

Expenditure

                 

997

590                     

697

            

 (Revenue)

               (656)                   (845)           (690)

Net Cost

(66)

152

7

Compliance

 

Expenditure

              

3,459

3,125                  

3,328

         

 

 (Revenue)

             

(4,196)

(3,944)                 

(4,450)

        

Net Cost

(737)

(818)

(1,122)

Western Alliance for Greenhouse Action (WAGA)

Statutory Planning undertakes Council's statutory role of processing planning and subdivision applications in accordance with the 

requirements of the Planning and Environment Act 1987 and the Subdivision Act 1988 and providing advice and guidance on these 

matters.  This involves a wide range of applications including multi-unit developments, heritage, liquor licenses, native vegetation 

removal, industrial and commercial land use and development, reduction of car parking requirements, signage, flood-prone land, 

contaminated land and subdivision.

The Contaminated Land service coordinates consultants, contractors and resources to deliver works programs and projects to 

manage contaminated and Potentially Contaminated Land (PCL) owned, or managed, by Council to fulfill statutory responsibilities 

and obligations.

Description of services provided

Western Alliance Greenhouse Action (WAGA) councils work collaboratively to respond to climate change across the region and 

encourage their communities – residents and businesses – to make a transition to a low carbon society. WAGA’s plans and projects 

focus on both mitigation of greenhouse gas emissions and adaptation to the impacts of climate change.

Planning Compliance is responsible for enforcing compliance with the Brimbank Planning Scheme and planning permits. The team 

work both proactively and reactively to bring land use and development into compliance. This may involve issuing Planning 

Infringement Notices (PINs) or undertaking legal proceedings against offenders through VCAT or the Magistrates Court. The team 

also provides advice to the Statutory Planners on appropriate and enforceable conditions for planning permits and oversees the 

implementation of Construction Environmental Management Plans for development sites.

Animal Management Services provide education, enforcement and animal welfare services under state and local government 

legislation.

Local Laws provides enforcement and compliance activities across Brimbank, under state and Local Government Legislation in the 

areas of Local Laws.

Compliance undertakes the provision of Local Law including Parking, Litter, Permits for Public Events and other activities subject to 

event guidelines under the relevant codes of practice and legislation, including permits to film within the municipality.

Page 13

 

 

 

2022/23

2023/24

2024/25

Service area

Actual

Forecast

Budget

($'000)

($'000)

($'000)

School Crossings

 

Expenditure

              

1,914

1,800                  

2,290

         

 

 (Revenue)

                  

(16)

(40)                      

-

             

Net Cost

1,899

1,761

2,290

Expenditure

              

5,424

4,574                  

4,059

         

 

 (Revenue)

                

(605)

(776)                    

(735)

           

Net Cost

4,819

3,797

3,324

Expenditure

                 

678

617                     

729

            

 

 (Revenue)

                

(261)

(177)                    

(270)

           

Net Cost

417

440

458

 

 

 

 

 

Expenditure

                 

701

745                     

1,250

         

 (Revenue)

                  

-

-                      

-

             

Net Cost

701

745

1,250

Property Services

 

Expenditure

                 

834

453                     

2,838

         

 

 (Revenue)

             

(1,181)

(1,250)                 

(1,043)

        

Net Cost

(348)

(797)

1,795

 

 

 

 

 

Urban design

 

Expenditure

              

2,514

2,842                  

2,612

         

 

 (Revenue)

                    

(281)

(3)                    

(104)

           

Net Cost

2,233

2,838

2,509

Public Space

 

Expenditure

                 

567

688                     

466

            

 

 (Revenue)

                

(37)

(100)                      

-

             

Net Cost

530

588

466

Rail Projects

 

Expenditure

                 

340

570                     

420

            

 

 (Revenue)

                

(144)

(192)                    

-

             

Net Cost

196

378

420

The Public Space team deliver quality public realm outcomes within parks and reserves that support community togetherness and 

foster an active community while creating a green, resilient urban environment that supports inclusion, participation, health and 

wellbeing of the community that addresses climate change impacts.

Spatial Information Services (GIS)

Engineering and Infrastructure Services

Provision of School Crossing Services during morning and afternoon school crossing times to ensure student and pedestrian safety 

and also optimise traffic movement.

Engineering and Infrastructure Services is responsible for planning, design, construction, maintenance and renewal/disposal of 

local roads, drainage systems and other vital infrastructure.

Asset Management Services provides enterprise infrastructure asset management services as they relate to local government.

Description of services provided

Property Services provide enterprise support and management of property related matters including management of leases, 

licenses, tenant partners / tenants, asset sales, property acquisitions, boundary disputes, illegal encroachments and public lighting.

Spatial Information Services provides data, analytics, and mapping services in the areas of social, economic, spatial, demographic, 

geographic, and environment.

Transforming Brimbank facilitates communication between Council and Rail Projects Victoria (RPV).

Urban Design delivers quality public realm outcomes within streets and activity centres that support community togetherness, active 

transport and traders. The services works to create a green, resilient urban environment that supports the health and wellbeing of 

the community while addressing climate change impacts and other shocks like pandemics.

Asset Management and Information Servicess

(AMIS)

Page 14

 

 

 

2022/23

2023/24

2024/25

Service area

Actual

Forecast

Budget

($'000)

($'000)

($'000)

Building Maintenance

 

Expenditure

              

10,514

9,456                

9,686

         

 

 (Revenue)

                  

-

-                      

-

             

Net Cost

10,514

9,456

9,686

Road Maintenance

 

Expenditure

              

5,163

4,622                  

5,048

         

 

 (Revenue)

                

(268)

(102)                    

-

             

Net Cost

4,896

4,520

5,048

Cleansing Services

 

Expenditure

              

5,534

5,321                  

5,593

         

 

 (Revenue)

                  

(72)

(91)                      

-

             

Net Cost

5,462

5,231

5,593

Parks Services

 

Expenditure

            

14,701

10,361                

14,964

       

 

 (Revenue)

                

(202)

(264)                    

(146)

           

Net Cost

14,499

10,097

14,817

Tree Services

 

Expenditure

              

3,064

3,506                  

2,584

         

 

 (Revenue)

                  

(30)

(69)                      

-

             

Net Cost

3,034

3,437

2,584

Waste Services

 

Expenditure

            

24,345

21,933                

25,585

       

 

 (Revenue)

                  

(105)

(70)                    

(54)

             

Net Cost

24,240

21,863

25,531

Pedestrian Facilities

Expenditure

              

1,787

1,590                  

1,715

         

 

 (Revenue)

                  

(69)

(23)                      

(41)

             

Net Cost

1,718

1,567

1,674

Expenditure

                 

825

834                     

848

            

 

 (Revenue)

                  

-

(12)                      

-

             

Net Cost

825

822

848

Expenditure

              

4,459

4,503                  

4,794

         

 

 (Revenue)

             

(8,222)

(7,220)                 

(7,738)

        

Net Cost

(3,763)

(2,716)

(2,944)

Parks Services is responsible for maintaining the amenity and appearance of parks, open space, reserves, sporting fields, golf 

course, streetscapes and road side assets. This assists in creating an urban environment that supports the health and wellbeing of 

the community.

Cleansing Services work to improve the amenity and livability of Brimbank by maintaining the overall cleanliness of the municipality.

Description of services provided

Building Maintenance is responsible for the maintenance and essential service of Council owned buildings, including public toilets, 

BBQ's, security services, fire services and graffiti removal.

Road Maintenance is responsible for the maintenance of Council's Road and Drainage Network and associated infrastructure as 

per Council's Road Management Plan.

Waste Services is responsible for the development of effective waste and resource management strategies and waste disposal and 

recycling services across Brimbank.

Operations Group Management

Fleet Management (Procurement and Leasing)

Fleet Management is responsible for annual maintenance schedule, budget and capital works program for Council’s passenger and 

light commercial vehicles and plant and machinery.

Tree Services provides maintenance and ongoing care for Council's street tree and open space tree assets.

Operations Group Management is responsible for the overall coordination, administration, planning and monitoring of all services 

within the Operations department. 

Pedestrian Facilities is responsible for the maintenance, upkeep and safety of the entire footpath network in Brimbank.

Page 15

 

 

 

2022/23

2023/24

2024/25

Service area

Actual

Forecast

Budget

($'000)

($'000)

($'000)

Fleet Maintenance

 

Expenditure

              

3,576

3,101                  

2,904

         

 

 (Revenue)

                  

-

(23)                      

-

             

Net Cost

3,576

3,079

2,904

Strategic Objective: Places and Spaces - Net Total

69,075

75,244

81,403

 

 

 

 

Service Performance Outcome Indicators

The following indicators outlines how we intend to measure achievement of service themes.

Indicator

Statutory Planning

Decision making

Council planning decisions

upheld at VCAT

(percentage of 

planning application decisions 

subject to review by VCAT and 

that were not set aside)

[Number of VCAT decisions 

that did not set aside Council's 

decision in relation to a 

planning application / Number 

of VCAT decisions in relation 

to planning applications] x 100

Waste Collection

Description of services provided

Waste diversion

Kerbside collection waste

diverted from landfill (percentage 

of garbage, recyclables and green 

organics collected from kerbside 

bins that is diverted from landfill)

[Weight of recyclables and 

green organics collected from 

kerbside bins / Weight of 

garbage, recyclables and 

green organics collected from 

kerbside bins] x 100

o    Delivering an annual Environmental Events Calendar with programs such as ‘Healthy food for a healthy planet’ and ‘Reducing 

food waste at home’

o    Supporting local businesses to access renewable energy and improve energy efficiency.

Roads

Satisfaction

Satisfaction with 

sealed local

roads

(community satisfaction 

rating out of 100 with how Council 

has performed on the condition of 

sealed local roads)

Community satisfaction rating 

out of 100 with how Council 

has performed on the condition 

of sealed local roads

Fleet Maintenance is responsible for the maintenance and servicing of the entire Council fleet and plant items.

Initiatives

• Investigate, develop and promote opportunities for public art and street art that contribute to vibrant and engaging places across 

Brimbank.

• Undertake preliminary work to inform the development of an Open Space Strategy.

• Commence design work on the Dempster Park Children’s Centre.

• Finalise and implement Brimbank's new Integrated Water Management Strategy.

• Deliver environmental programs with community such as My Smart Garden program and community planting events.

Services

Performance Measure

Computation

• Facilitate community capacity building initiatives, including: 

o    Supporting the community to stay safe during heatwaves 

• Support environment groups and ‘Friends of’ groups to deliver revegetation or restoration projects within the municipality. 

Page 16

• •

2022/23

2023/24 2024/25

Service area

Actual

Forecast

Budget

($'000)

($'000)

($'000)

Libraries

Expenditure

7,851

7,974

8,697

 

 (Revenue)

                

(153)

(130)                    

(136)

           

Net Cost

7,821

7,721

8,561

Neighbourhood Houses

Expenditure

              

2,507

2,263                  

2,687

         

 

 (Revenue)

                

(266)

(316)                    

(345)

           

Net Cost

2,241

1,947

2,342

Expenditure

                 

413

705                     

487

            

 

 (Revenue)

                  

(94)

(79)                      

(100)

           

Net Cost

319

626

387

Economic Development

Expenditure

              

1,479

1,430                  

1,718

         

 

 (Revenue)

                

(378)

(320)                    

(414)

           

Net Cost

1,101

1,110

1,304

Place Management

 

Expenditure

                 

505

465                     

479

            

 

 (Revenue)

                  

-

-                      

-

             

Net Cost

505

465

479

Strategic Planning

Expenditure

              

1,826

1,427                  

1,919

         

 

 (Revenue)

                  

-

-                      

-

             

Net Cost

1,826

1,427

1,919

Transforming Brimbank

Expenditure

                 

727

479                     

1,068

         

 

 (Revenue)

                  

(608)

(23)                    

(45)

             

Net Cost

119

456

1,023

Building Program

Expenditure

                  

1,134

(55)                  

599

            

 

 (Revenue)

                

(147)

(142)                    

(135)

           

Net Cost

988

(198)

464

Strategic Objective: Opportunity and Prosperity - Net Total

13,555

14,920 16,478

Learning and Employment Pathways as well as Libraries and Neighbourhood houses work with individuals and groups in the 

community to co-design initiatives that contribute towards better education, employment and social outcomes while encouraging 

lifelong learning. 

Learning and Employment Pathways

Brimbank Libraries provide a universal and inclusive service open to all community members at no charge. Libraries support the 

learning needs and interests of the local community, residents, visitors, workers and students across all life stages.

Description of services provided

Council’s six Neighbourhood Houses (NH/CC) provide community strengthening activities and programs that meet the needs and 

aspirations of local communities with a focus on learning and belonging. They bring people together to connect, learn, create and 

contribute in their local community. 

The key purpose of Transforming Brimbank is to leverage new investment in Brimbank to deliver meaningful and generational 

change for the community. The program works to promote, partner and advocate for outcomes described in the Sunshine Priority 

Precinct 2050 Vision.

Economic Development promotes sustainable economic development and employment outcomes that benefit Brimbank through 

building business capacity, establishing relationships and partnerships, and attracting and facilitating investment.

Delivery of a program to coordinate revitalisation and place management of the St Albans and Sunshine Town Centres.

Strategic Planning undertakes planning and prepares strategies to guide sustainable land use and development that 

accommodates current and future community needs, while appropriately protecting the environment, heritage and a range of other 

assets.

Building Program department is responsible for the delivery of Council building facilities including community facilities and sporting 

facilities.

2.3 Strategic Objective: Opportunity and Prosperity

Growing and Transforming - Optimise community opportunities through infrastructure innovation and investment 

Earning and Learning - Everyone has access to education, training and lifelong learning to support their aspirations

Page 17

 

 

 

 

 

 

 

Service Performance Outcome Indicators

The following indicators outlines how we intend to measure achievement of service themes.

Indicator

Participation

• •

2022/23

2023/24 2024/25

Service area

Actual

Forecast

Budget

($'000)

($'000)

($'000)

Occupational Health and Safety

Expenditure

              

1,305

1,290                  

961

            

 (Revenue)

               (209)                   (209)             -

Net Cost

1,080

1,096 961

Employee Services

 

Expenditure

              

2,814

3,133                  

2,247

         

 (Revenue)

                 -                     -             -

Net Cost

3,133

2,814 2,247

Initiatives

• Continue to work with the Department of Transport and Planning to finalise the design and further develop the Sunshine Station 

Masterplan and to develop the Albion Quarter Structure Plan.

• Implement Year Three actions of the Brimbank Economic Development Strategy 2022-2027, including a range of industry and 

business development activities.

• Progress the implementation of the Housing and Neighbourhood Character Policy to advance a long-term plan to manage housing 

growth and change across Brimbank.

• Provide tailored services, forge partnerships and role model opportunities to support Brimbank residents to access jobs and skills, 

including for young job seekers and young entrepreneurs.

• Encourage local employment of people with disability by:

The Occupational Health and Safety (OHS) service is a strategic partner and change facilitator that provides systems and technical 

expertise on health, safety and wellbeing matters that impact the operation of the organisation.

The OHS service works closely with business leaders and line managers to achieve shared organisational goals via the 

implementation of the OHS Strategic Plan (in accordance with the People Strategy 2019-2022) in order to comply with the OHS Act 

2004 and any other relevant legislation and codes.

Employee Services support the organisation and staff by providing end-to-end employment and industrial relations services, 

business partnering (human resources advice), human resources administration, and payroll and workers compensation 

management.

• Develop and run a range of programs and spaces that teach, encourage and support community members to use digital and other 

technology, regardless of the barriers they face.

oPromoting opportunities for local businesses to build capacity through engagement with disability awareness and education 

activities

2.4 Strategic Objective: Leadership and Governance

Engaged and Responsive - Community insights are valued to enhance connection and engagement with Council

High Performing and Accountable - Our workforce strive to enhance services and liveability for the Brimbank community

Description of services provided

oExploring local partnerships that enable pathways and opportunities for people with disability volunteering in Brimbank.

Services

Performance Measure

Computation

Library Services

Active library members

(percentage of the municipal 

population that are active library 

members)

Library collection item loans 

Number of library collection items 

purchased in the last 5 years 

Number of visits to the library 

[Number of active library 

members / Municipal 

population] x 100

Number of items loaned during 

the reporting period                                   

Number of library items 

purchased in the last 5 years. 

Number of visits during the 

reporting period.     

Page 18

2022/23

2023/24 2024/25

Service area

Actual

Forecast

Budget

($'000)

($'000)

($'000)

Organisational Development

 

Expenditure

                   

332

76                     

1,774

         

 (Revenue)

                 -                     -             -

Net Cost

76

332 1,774

Organisational Strategy and Change

Expenditure

                 

664

738                     

45

              

 (Revenue)

                 -                     -             -

Net Cost

738

664

45

Expenditure

              

12,307

8,475                

16,522

       

 (Revenue)

                

(1)

(102)                        

-

             

Net Cost

8,373

12,306 16,522

Information Management

 

Expenditure

                 

1,132

942                  

1,093

         

 

 (Revenue)

                  

-

-                      

-

             

Net Cost

942

1,132 1,093

 

 

 

 

 

Financial Accounting

Expenditure

              

1,116

1,017                  

1,083

         

 

 (Revenue)

                  

-

-                      

-

             

Net Cost

1,017

1,116 1,083

Revenue

Expenditure

              

1,318

2,187                  

1,713

         

 

 (Revenue)

                

(213)

(251)                    

(354)

           

Net Cost

1,936

1,105 1,358

Management Accounting

 

Expenditure

                 

470

598                     

537

            

 

 (Revenue)

                  

-

-                      

-

             

Net Cost

598

470 537

Description of services provided

Organisational Strategy and Change leads the development and implementation of organisational strategy, enterprise change and 

internal communications to strengthen staff engagement, alignment and performance. This includes raising awareness and 

understanding of the organisational vision and strategic priorities and supporting business areas to ensure enterprise wide change 

is effectively and proactively managed. 

Information Communications and Technology (ICT) provides a consistent level of support and service to all council departments to 

ensure continuity and efficiency in service delivery. ICT offers solution designing, planning and supporting with implementing 

existing and new specialist System/Applications. ICT team manages hardware and infrastructure including cyber security across 

council.

Information Management encompasses the registration, management, storage, retrieval and destruction of all information received 

by Council in accordance with Legislative requirements. All service processes are designed around optimal use of digital practices. 

Information Management also provides internal support for users of the corporate database.

Organisational Development delivers on the People Strategy Action Plan – which includes orientation and induction of new staff, 

capability frameworks, Performance and Development Plans (PDPs), Engagement Survey initiative, professional development 

programs and resources, organisation-wide training, succession planning, leadership capability, recognition and values initiatives, 

Inclusion, Equity and Diversity (IED) initiatives.

Financial Accounting provides accounting support to the organisation through the accurate reporting of financial transactions and 

the day to day management of Council's banking relationship, investment funds and asset accountability. The team also provides 

compliance with various external financial reporting and taxation requirements of both State and Federal government.

Revenue Services manage rates and charges in accordance with legislative requirements, Council's Revenue and Rating Plan and 

Council's Annual Budget. They are also responsible for accounts receivable, daily banking and receipts. 

Information Communications and

Technology (ICT)

Management Accounting provides Finance Partnering and Performance Reporting for the organisation. It is responsible for the 

preparation of the Annual Budget, long term financial plan and quarterly financial reporting to Council.

Page 19

2022/23

2023/24 2024/25

Service area

Actual

Forecast Budget

($'000)

($'000)

($'000)

Systems Accounting

 

Expenditure

                 

314

398                     

358

            

 

 (Revenue)

                  

-

-                      

-

             

Net Cost

398

314 358

Procurement and Contracts

Expenditure

                 

394

733                     

868

            

 

 (Revenue)

                  

-

-                      

-

             

Net Cost

733

394 868

Strategic Advocacy

 

Expenditure

                 

564

436                     

639

            

 

 (Revenue)

                  

-

-                      

-

             

Net Cost

436

564 639

Customer Service

 

Expenditure

              

3,036

2,642                  

3,245

         

 

 (Revenue)

                     

0

0                         

-

             

 

 

Net Cost

2,642

3,036 3,245

 

 

 

 

 

Enterprise Performance

 

Expenditure

                 

643

369                     

838

            

 

 (Revenue)

                  

-

-                      

-

             

Net Cost

369

643 838

Governance and Legal

 

Expenditure

              

2,021

1,782                  

3,815

         

 

 (Revenue)

                  

(73)

(19)                      

(41)

             

Net Cost

1,763

1,948 3,774

Risk and Compliance

 

Expenditure

              

2,821

2,415                  

2,889

         

 

 (Revenue)

                  

(52)

(21)                      

(52)

             

Net Cost

2,394

2,769 2,837

Councillor Support

 

Expenditure

                 

776

765                     

856

            

 

 (Revenue)

                  

-

-                      

-

             

Net Cost

765

776 856

Supports Councillors in the performance of their roles by providing a high level of administrative support and engagement activities 

and operating as a liaison point for Council Officers who require Councillor attendance or input at community or external events and 

meetings.

Description of services provided

Risk and Compliance manages all risk Management (Strategic and Operation) and Insurance items for Council, Audit and Risk 

Committee and Internal Audit functions.

Customer Service is Council’s front-line point of contact with the community.  Providing professional services over the phone, 

through live chat, face-to-face and through written communications, the team also monitors and analyses customer feedback to 

better understand the customer experience and to drive service delivery improvement programs. 

The Enterprise Performance Team is responsible for the development, implementation and monitoring of Council Plan and Annual 

Action Plans.  It is also responsible for legislated reporting requirements including Local Government Performance Reporting 

Framework (LGPRF), Community Satisfaction Survey (CSS) and the Annual Report.  The team provides internal executive headline 

reports to support monitoring and performance, as well as implements the organisation-wide Service Planning and Review 

Framework.  

Governance and Legal support Council to provide good governance for the municipal district, by facilitating good decision making 

and municipal elections.  The service also tracks and measures compliance with Council's legal and regulatory obligations and co

ordinate regulatory activity and the provision of internal legal advice.

Systems Accounting are responsible for the management and maintenance of Council's financial and reporting systems.

Strategic Advocacy is responsible for managing the processes that determine Council's advocacy priorities as well as conceiving 

the advocacy strategy and managing the implementation of this strategy. The Department also plays an important role in engaging 

with stakeholders and developing partnerships that help achieve Council's desired outcomes.

Procurement and Contracts manage and coordinate the delivery of Council's procurement activities in accordance with the 

Procurement Policy to support strategic goals of council.

Page 20

2022/23

2023/24 2024/25

Service area

Actual

Forecast Budget

($'000)

($'000)

($'000)

Expenditure

              

3,169

2,973                  

3,231

         

 

 (Revenue)

                    

-

(1)                      

-

             

Net Cost

2,972

3,169 3,231

Civic Events

 

Expenditure

                 

352

330                     

359

            

 

 (Revenue)

                  

-

-                      

-

             

Net Cost

330

352 359

 

 

 

 

 

Strategic theme: Leadership and Governance - Net Total

30,696

35,000

42,627

o Transforming Brimbank 

o Mental health 

o Road infrastructure 

o Climate emergency 

o Addressing unemployment 

o Housing and homelessness 

o Melbourne Airport Third Runway 

o Gambling harm 

o Major parks 

o Libraries.

Service Performance Outcome Indicators

The following indicators outlines how we intend to measure achievement of service themes.

 

 

 

 

 

 

 

 

Indicator

Governance

Satisfaction

Satisfaction with Council

decisions

Community satisfaction rating 

out of 100 with the 

performance of Council in 

making decisions in the 

interest of the community.

2.5 Performance Statement

Civic Events deliver a range of projects/events that engage the community in civic and public life.

Communications and Community Engagement leads Council’s communication with the community through a variety of methods 

and channels including mainstream and local media, community newsletters and other publications (print and electronic), design 

and promotion, website and social media, advertising, strategic advice, consultation and speeches. The team supports genuine and 

best practice community engagement to enable meaningful and inclusive opportunities for community to be involved and inform 

decision making processes.

Initiatives

• Deliver the Advocacy Plan 2023-2025 that sets out Brimbank’s key advocacy priorities, which include:

Service

Performance Measure

Computation

Communications and Community Engagement

• Expand and leverage Brimbank’s Community Voice Panel for enhanced participation and consultation.  

• Commence the business case for the Connected Brimbank initiative. This will consider Council’s long term information system needs 

in supporting community engagement, information security and operational excellence and compliance obligations.

• Report on the outcomes of the annual Local Government Community Satisfaction Survey (CSS) and the Local Government 

Performance Reporting Framework (LGPRF) through the Brimbank Annual Report 2024 -2025.

The service performance indicators detailed in the preceding pages will be reported on within the Performance Statement which is 

prepared at the end of the year as required by Section 98 of 

the Act

 and will be included in the Annual Report.

The Performance Statement will also include reporting on prescribed indicators of financial performance and sustainable capacity, 

which are not included in this Budget report. The full set of prescribed performance indicators are audited each year by the Victorian 

Auditor General who issues an audit opinion on the Performance Statement. The major initiatives detailed in the preceding pages will 

be reported in the Annual Report in the form of a statement of progress in the report of operations.

Description of services provided

Page 21

Net Cost Expenditure (Revenue)

2024/25

2024/25

2024/25

($'000)

($'000)

($'000)

Strategic Objective: People and Community

            

47,402

26,768                

(20,635)

      

Strategic Objective: Place and Spaces

 

            

104,724

81,403              

(23,321)

      

Strategic Objective: Opportunity and Prosperity

            

17,653

16,478                

(1,174)

        

Strategic Objective: Leadership and Governance

            

43,074

42,627                

(447)

           

Total services and initiatives

167,276

212,853 (45,577)

Added in:

Depreciation

            56,125

Borrowing costs

              2,515

Finance costs - leases

                 220

Other non-attributable*

          (11,470)

Deficit before funding sources

214,666

Funding sources:

Rates and charges

        (187,664)

Operating grants

          (26,212)

Capital grants

            (2,564)

Total funding sources

(216,440)

Surplus for the year

(1,774)

2.6 Reconciliation with budgeted operating result

*Other non-attributable is the net of corporate operations income and expenses that includes interest income, vested assets, net gain 

on disposal of assets and bad and doubtful debts.

Page 22

Statement of Human Resources

Comprehensive Income Statement

For the four years ending 30 June 2028

2023/24

2024/25

2025/26

2026/27

2027/28

Notes

($'000)

($'000)

($'000)

($'000)

($'000)

Income / Revenue

Rates and charges

4.1.1

181,083

187,664

193,472

199,461

205,637

Statutory fees and fines

4.1.2

8,859

8,946

9,169

9,399

9,634

User fees

4.1.3

20,084

18,905

19,740

20,423

21,220

Grants - Operating

4.1.4

12,420

26,212

26,765

27,434

28,119

Grants - Capital

4.1.4

4,465

2,564

2,652

3,010

1,160

Contributions - monetary

4.1.5

10,986

5,395

5,530

5,668

5,810

Contributions - non-monetary

4.1.5

3,300

3,057

3,133

3,212

3,292

Net gain/(loss) on disposal of property, 

infrastructure, plant and equipment

4.1.6

305

495

45

46

47

Other income

4.1.7

11,718

11,820

11,293

10,759

11,181

Total income / revenue

253,220

265,058

271,800

279,411

286,101

Expenses

Employee costs

4.1.8

106,799

112,339

115,346

119,714

124,342

Materials and services

4.1.9

83,662

85,303

92,845

94,464

94,965

Allowance for impairment losses

4.1.10

1,100

1,100

1,100

1,100

1,100

Depreciation

4.1.11

55,485

56,126

57,529

58,967

60,441

Depreciation - right of use assets

4.1.12

1,910

1,861

1,476

859

1,390

Borrowing costs

4.1.13

2,383

2,515

2,965

2,149

2,269

Finance costs - leases

4.1.14

293

220

158

101

310

Other expenses

4.1.15

4,197

3,820

3,916

4,014

4,114

Total expenses

255,828

263,284

275,335

281,369

288,930

Surplus/(deficit) for the year

(2,608)

1,774

(3,535)

(1,958)

(2,829)

Total comprehensive result

(2,608)

1,774

(3,535)

(1,958)

(2,829)

3. Financial Statements

Forecast

Statement of Cash Flows

Statement of Capital Works

Budget

This

section

presents

information

in

regard

to

the

Financial

Statements

and

Statement

of

Human

Resources.

The

budget

information

for

the

year

2024/25

has

been supplemented with projections to 2027/28.

This

section

includes

the

following

financial

statements

prepared

in

accordance

with

the

Act

and

the

Local

Government

(Planning

and

Reporting)

Regulations

2020

: Comprehensive Income Statement

Balance Sheet

Statement of Changes in Equity

Projections

Page 23

Balance Sheet

For the four years ending 30 June 2028

2023/24

2024/25

2025/26

2026/27

2027/28

Notes

($'000)

($'000)

($'000)

($'000)

($'000)

Assets

Current assets

Cash and cash equivalents

78,946

80,290

64,129

63,548

65,105

Trade and other receivables

36,278

35,894

32,434

33,027

33,639

Inventories

119

119

119

119

119

Prepayments

808

808

808

808

808

Other assets

625

625

625

625

625

Total current assets

4.2.1

116,776

117,736

98,116

98,127

100,296

Non-current assets

Trade and other receivables

70

70

70

70

70

Property, infrastructure, plant & equipment

2,745,049

2,752,229

2,750,682

2,749,403

2,751,033

Right-of-use assets

3,428

2,001

910

667

4,959

Total non-current assets

4.2.1

2,748,547 2,754,300

2,751,662

2,750,140

2,756,062

Total assets

2,865,323 2,872,036

2,849,778

2,848,267

2,856,359

Liabilities

Current liabilities

Trade and other payables

25,501

26,171

28,581

29,218

29,540

Trust funds and deposits

4,073

4,373

4,673

4,973

5,273

Provisions

23,642

24,310

24,981

25,671

26,381

Interest-bearing liabilities

4.2.3

8,630

9,114

32,480

12,812

14,224

Lease liabilities

1,646

1,697

1,444

977

1,331

Total current liabilities

4.2.2

63,492

65,665

92,159

73,652

76,749

Non-current liabilities

Trust funds and deposits

6,605

6,605

6,605

6,605

6,605

Provisions

2,568

2,629

2,703

2,778

2,856

Interest-bearing liabilities

4.2.3

77,004

81,405

37,559

57,415

60,279

Lease liabilities

5,640

3,943

2,499

1,522

6,403

Total non-current liabilities

4.2.2

91,818

94,583

49,366

68,320

76,143

Total liabilities

155,310

160,248

141,525

141,973

152,893

Net assets

2,710,014 2,711,788

2,708,253

2,706,295

2,703,466

Equity

Accumulated surplus

1,115,630

1,120,967

1,135,901

1,133,939

1,131,106

Reserves

1,594,384

1,590,821

1,572,352

1,572,356

1,572,360

Total equity

2,710,014 2,711,788

2,708,253

2,706,295

2,703,466

Forecast

Budget

Projections

Page 24

Statement of Changes in Equity

For the four years ending 30 June 2028

Total

Accumulated

Surplus

Revaluation

Reserve

Other Reserves

Notes

($'000)

($'000)

($'000)

($'000)

2024 Forecast

Balance at beginning of the financial year

2,712,622

1,119,533

1,555,555

37,534

Surplus/(deficit) for the year

(2,608)

(2,608)                         -                                 -

Net asset revaluation gain/loss

                  -                         -                         -                                 -

Transfers to / from other reserves

                  -

(1,295)                         -

1,295

Balance at end of the financial year

2,710,014

1,115,630

1,555,555

38,829

2025 Budget

Balance at beginning of the financial year

2,710,014

1,115,630

1,555,555

38,829

Surplus/(deficit) for the year

1,774

1,774                         -                                 -

Net asset revaluation gain/loss

                  -                         -                         -                                 -

Transfers to / from other reserves

4.3.1                   -

3,563                         -

(3,563)

Balance at end of the financial year

4.3.2

2,711,788

1,120,967

1,555,555

35,266

2026

Balance at beginning of the financial year

2,711,788

1,120,967

1,555,555

35,266

Surplus/(deficit) for the year

(3,535)

(3,535)                         -                                 -

Net asset revaluation gain/loss

                  -                         -                         -                                 -

Transfers to / from other reserves

                  -

18,470                         -

(18,470)

2,708,253

1,135,901

1,555,555

16,797

2027

Balance at beginning of the financial year

2,708,253

1,135,901

1,555,555

16,797

Surplus/(deficit) for the year

(1,958)

(1,958)                         -                                 -

Net asset revaluation gain/loss

                  -                         -                         -                                 -

Transfers to / from other reserves

                  -

(4)                         -

4

2,706,295

1,133,939

1,555,555

16,801

2028

Balance at beginning of the financial year

2,706,295

1,133,939

1,555,555

16,801

Surplus/(deficit) for the year

(2,829)

(2,829)                         -                                 -

Net asset revaluation gain/loss

                  -                         -                         -                                 -

Transfers to / from other reserves

                  -

(4)                         -                             4,326

2,703,466

1,131,106

1,555,555

16,805

Balance at end of the financial year

Balance at end of the financial year

Balance at end of the financial year

Page 25

Statement of Cash Flows

For the four years ending 30 June 2028

2023/24

2024/25

2025/26

2026/27

2027/28

Notes

($'000)

($'000)

($'000)

($'000)

($'000)

Inflows

Inflows

Inflows

Inflows

Inflows

(Outflows)

(Outflows)

(Outflows)

(Outflows)

(Outflows)

Rates and charges

181,083

188,048

196,932

198,868

205,025

Statutory fees and fines 

8,859

8,946

9,169

9,399

9,634

User fees

20,084

18,905

19,740

20,423

21,220

Grants

12,420

26,212

26,765

27,434

28,119

Grants - capital

4,465

2,564

2,652

3,010

1,160

Contributions - monetary

10,986

5,395

5,530

5,668

5,810

Trust funds and deposits taken

300

300

300

300

300

Other receipts

11,718

11,820

11,293

10,759

11,181

Employee costs

(106,774) (111,585)

(114,578)

(118,924)

(123,530)

Materials and services

(83,714)

(84,827)

(90,658)

(93,995)

(94,820)

Other payments

(5,297)

(4,920)

(5,016)

(5,114)

(5,214)

Net cash provided by/(used in) operating

activities

4.4.1

54,129

60,857

62,129

57,828

58,886

(63,349)

(61,357)

(53,487)

(55,560)

(57,895)

Proceeds from sale of property, infrastructure, 

plant and equipment 

1,242

1,221

45

46

47

Net cash provided by/ (used in) investing

activities

4.4.2

(62,106)

(60,136)

(53,442)

(55,513)

(57,848)

Finance costs 

(2,221)

(2,346)

(2,766)

(2,005)

(2,116)

Proceeds from borrowings 

6,000

14,000

12,000

13,000

18,500

Repayment of borrowings 

(8,630)

(9,114)

(32,480)

(12,812)

(14,224)

Interest paid - lease liability

(293)

(220)

(158)

(101)

(310)

Repayment of lease liabilities

(1,646)

(1,697)

(1,444)

(977)

(1,331)

Net cash provided by/(used in) financing

activities

4.4.3

(6,790)

622

(24,848)

(2,896)

519

Net increase/(decrease) in cash & cash

equivalents

(14,767)

1,344

(16,160)

(582)

1,557

93,713

78,946

80,290

64,129

63,548

78,946

80,290

64,129

63,548

65,105

Projections

Cash flows from financing activities

Cash and cash equivalents at the end of the financial

year

Cash flows from operating activities

Cash flows from investing activities

Forecast

Budget

Cash and cash equivalents at the beginning of the 

financial year 

Payments for property, infrastructure, plant and 

equipment 

Page 26

Statement of Capital Works

For the four years ending 30 June 2028

2023/24

2024/25

2025/26

2026/27

2027/28

NOTES

($'000)

($'000)

($'000)

($'000)

($'000)

Property

Land

50

0

0

0

0

Land improvements

0

0

0

0

0

Total land

50

0

0

0

0

Buildings

10,055

15,571

11,713

12,852

9,487

Total buildings

10,055

15,571

11,713

12,852

9,487

Total property

10,105

15,571

11,713

12,852

9,487

Plant and equipment

5,099

3,957

3,130

3,790

4,302

0

80

70

85

85

Library books

802

825

825

825

825

Total plant and equipment

5,902

4,862

4,025

4,700

5,212

Infrastructure

Roads

29,039

26,470

26,733

27,897

28,081

1,886

2,325

1,624

2,541

1,825

1,759

1,620

900

1,525

1,050

4,144

3,885

3,435

1,500

6,330

10,514

6,240

5,056

4,545

5,910

Total infrastructure

47,343

40,540

37,749

38,008

43,196

Total capital works expenditure

4.5.1

63,349

60,973

53,487

55,560

57,895

Represented by:

New asset expenditure

9,131

9,035

9,942

7,763

8,723

Asset renewal expenditure

43,221

41,687

36,604

38,480

42,363

Asset upgrade expenditure

10,997

10,635

6,940

9,316

6,808

Total capital works expenditure

4.5.1

63,349

61,357

53,487

55,560

57,895

Grants

4,465

2,551

2,652

3,010

1,160

Contributions

0

0

0

0

0

Council cash

58,883

58,806

50,834

52,550

56,735

Total capital works expenditure

4.5.1

63,349

61,357

53,487

55,560

57,895

Recreational, leisure and community facilities

Projections

Plant, Machinery and Equipment

Computers and Telecommunications

Forecast

Budget

Parks, open space and streetscapes

Funding sources represented by:

Footpaths and cycle-ways

Drainage

Page 27

Statement of Human Resources

For the four years ending 30 June 2028

2023/24

2024/25

2025/26

2026/27

2027/28

($'000)

($'000)

($'000)

($'000)

($'000)

Staff expenditure

Employee costs - operating

106,799

112,339

115,346

119,714

124,342

Employee costs - capital

                        -   

-

                           -                               -                                       -   

(FTE)

(FTE)

(FTE)

(FTE)

(FTE)

Staff numbers

Employees

964.2

982.2 

992.0

1001.9

1012.0

Total staff numbers

964.2

982.2

992.0

1,001.9

1,012.0

Budget

Casual

Temporary

2024/25 Full Time

Part time

($'000)

($'000)

($'000)

($'000)

($'000)

CEO & Exec. Services

527

0

85

0

442

Corporate Services

5,391

4,439

124

0

829

People, Partnerships & Performance

12,357

7,618

2,369

33

2,336

Infrastructure and City Services

34,049

29,726

1,234

0

3,089

City Futures

17,114

9,816

2,517

466

4,315

Community Wellbeing

42,902

16,567

14,740

6,484

5,111

Total staff expenditure

112,339

68,166

21,068

6,983

16,123

Other expenditure

0

0

0

0

0

Capitalised labour costs

0

0

0

0

0

Total expenditure

112,339

0

0

0

0

Budget

Casual

Temporary

2024/25

Full Time

Part time

(FTE)

(FTE)

(FTE)

(FTE)

(FTE)

CEO & Exec. Services

1.6

0.0

0.6

0.0

1.0

Corporate Services

75.6

67.0

1.7

0.0

7.0

People, Partnerships & Performance

94.4

60.0

20.0

0.2

14.2

Infrastructure and City Services

293.1

263.7

10.6

0.0

18.8

City Futures

140.5

80.9

28.9

5.3

25.6

Community Wellbeing

377.0

135.3

142.5

61.1

38.1

Total staff FTE

982.2

606.7

204.3

66.5

104.7

Other

0.0

Capitalised labour 

0.0

Total staff

982.2

A summary of the number of full time equivalent (FTE) Council staff in relation to the above expenditure is included below:

A summary of human resources expenditure categorised according to the organisational structure of Council is included below:

Department

Comprises

Permanent

Comprises

Department

Permanent

Forecast

Projections

Budget

Page 28

3.1 Summary of Planned Human Resources Expenditure

For the four years ending 30 June 2028

2024/25 2025/26 2026/27 2027/28

($'000)

($'000)

($'000)

$'000

Employee Expenses

Consolidated

Permanent - Full time

68,165

69,990

72,640

75,449

Female

28,544

29,308

30,418

31,594

Male

35,659

36,613

38,000

39,469

Vacant

3,962

4,068

4,222

4,386

Permanent - Part time

21,068

21,632

22,451

23,319

Female

14,205

14,585

15,137

15,722

Male

3,890

3,995

4,146

4,306

Vacant

3,010

3,091

3,208

3,332

Casuals, temporary and other expenditure

23,106

23,724

24,623

25,575

Total Brimbank City Council

112,339 115,346 119,714 124,342

Office of the Chief Executive Officer

Permanent - Full time

0

0

0

0

Female

0

0

0

0

Male

0

0

0

0

Vacant

0

0

0

0

Permanent - Part time

85

87

91

94

Female

85

87

91

94

Male

0

0

0

0

Vacant

0

0

0

0

Casuals, temporary and other expenditure

442

453

471

489

Total Office of the Chief Executive Officer

527

541

561

583

Corporate Services

Permanent - Full time

4,439

4,558

4,730

4,913

Female

1,790

1,838

1,908

1,981

Male

1,525

1,566

1,625

1,688

Vacant

1,124

1,154

1,198

1,244

Permanent - Part time

124

127

132

137

Female

110

113

118

122

Male

0

0

0

0

Vacant

13

14

14

15

Casuals, temporary and other expenditure

829

851

883

917

Total Corporate Services

5,391

5,536

5,745

5,967

City Futures Division

Permanent - Full time

9,816

10,079

10,460

10,865

Female

5,342

5,485

5,693

5,913

Male

4,474

4,594

4,768

4,952

Vacant

0

0

0

0

Permanent - Part time

2,517

2,584

2,682

2,786

Female

1,365

1,401

1,454

1,511

Male

1,064

1,092

1,134

1,178

Vacant

88

90

94

97

Casuals, temporary and other expenditure

4,781

4,909

5,095

5,292

Total City Futures Division

17,114

17,572

18,237

18,942

Community Wellbeing Division

Permanent - Full time

16,567

17,010

17,654

18,337

Female

12,000

12,322

12,788

13,283

Male

4,041

4,149

4,306

4,473

Vacant

525

539

560

581

Permanent - Part time

14,740

15,134

15,707

16,315

Female

9,968

10,235

10,623

11,033

Male

2,309

2,371

2,461

2,556

Vacant

2,500

2,566

2,664

2,767

Casuals, temporary and other expenditure

11,595

11,906

12,357

12,834

Total Community Wellbeing Division

42,902

44,050

45,718

47,486

Page 29

People, Partnerships & Performance

Permanent - Full time

7,618

7,822

8,118

8,432

Female

6,142

6,307

6,546

6,799

Male

1,254

1,287

1,336

1,387

Vacant

222

228

236

246

Permanent - Part time

2,369

2,432

2,524

2,622

Female

2,070

2,125

2,206

2,291

Male

208

213

221

230

Vacant

91

94

97

101

Casuals, temporary and other expenditure

2,370

2,433

2,526

2,623

Total People, Partnerships & Performance

12,357

12,687

13,168

13,677

Infrastructure and City Services

Permanent - Full time

29,726

30,522

31,678

32,902

Female

3,269

3,357

3,484

3,619

Male

24,365

25,017

25,965

26,969

Vacant

2,091

2,147

2,229

2,315

Permanent - Part time

1,234

1,267

1,315

1,366

Female

607

623

646

671

Male

310

318

330

343

Vacant

318

326

339

352

Casuals, temporary and other expenditure

3,089

3,172

3,292

3,419

Total Infrastructure and City Services

34,049

34,961

36,284

37,687

Total employee expenses

112,339 115,346 119,714 124,342 .

2024/25 2025/26 2026/27 2027/28

(FTE)

(FTE)

(FTE)

FTE

Staff FTE Numbers

Consolidated

Permanent - Full time

607.5

613.61

619.74

625.94

Female

247.0

249.47

251.96

254.48

Male

319.0

322.16

325.38

328.64

Vacant

41.6

41.98

42.40

42.82

Permanent - Part time

203.5

205.50

207.56

209.64

Female

136.1

137.5

138.85

140.23

Male

38.9

39.3

39.66

40.06

Vacant

28.8

29.1

29.42

29.71

Casuals, temporary and other expenditure

171.2

172.91

174.64

176.39

Total Consolidated

982.2

992.0 1,001.9 1,012.0

Office of the Chief Executive Officer

Permanent - Full time

0.0

0.0

0.0

0.0

Female

0.0

0.0

0.0

0.0

Male

0.0

0.0

0.0

0.0

Vacant

0.0

0.0

0.0

0.0

Permanent - Part time

0.6

0.6

0.6

0.6

Female

0.6

0.6

0.6

0.6

Male

0.0

0.0

0.0

0.0

Vacant

0.0

0.0

0.0

0.0

Casuals, temporary and other expenditure

1.0

1.0

1.0

1.0

Total Office of the Chief Executive Officer

1.6

1.6

1.6

1.7

Corporate Services

Permanent - Full time

67.0

67.6

68.3

69.0

Female

27.0

27.27

27.5

27.8

Male

23.0

23.23

23.5

23.7

Vacant

17.0

17.12

17.3

17.5

Permanent - Part time

1.7

1.69

1.7

1.7

Female

1.5

1.50

1.5

1.5

Male

0.0

0.00

0.0

0.0

Vacant

0.2

0.18

0.2

0.2

Casuals, temporary and other expenditure

7.0

7.07

7.1

7.2

Total Corporate Services

75.6

76.4

77.1

77.9

Page 30

City Futures Division

Permanent - Full time

80.9

81.7

82.5

83.3

Female

44.0

44.4

44.9

45.3

Male

36.9

37.2

37.6

38.0

Vacant

0.0

0.0

0.0

0.0

Permanent - Part time

28.9

29.2

29.4

29.7

Female

15.7

15.8

16.0

16.1

Male

12.2

12.3

12.5

12.6

Vacant

1.0

1.0

1.0

1.0

Casuals, temporary and other expenditure

30.8

31.1

31.4

31.7

Total City Futures Division

140.5

141.9

143.3

144.8

Community Wellbeing Division

Permanent - Full time

135.3

136.6

138.0

139.4

Female

98.0

99.0

100.0

101.0

Male

33.0

33.3

33.7

34.0

Vacant

4.3

4.3

4.4

4.4

Permanent - Part time

142.5

144.0

145.4

146.9

Female

96.4

97.4

98.3

99.3

Male

22.3

22.6

22.8

23.0

Vacant

24.2

24.4

24.7

24.9

Casuals, temporary and other expenditure

99.2

100.1

101.1

102.2

Total Community Wellbeing Division

377.0

380.7

384.6

388.4

People, Partnerships & Performance

Permanent - Full time

60.8

61.4

62.0

62.6

Female

49.0

49.5

50.0

50.5

Male

10.0

10.1

10.2

10.3

Vacant

1.8

1.8

1.8

1.8

Permanent - Part time

19.2

19.4

19.6

19.8

Female

16.8

16.9

17.1

17.3

Male

1.7

1.7

1.7

1.7

Vacant

0.7

0.8

0.8

0.8

Casuals, temporary and other expenditure

14.4

14.6

14.7

14.9

Total People, Partnerships & Performance

94.4

95.3

96.3

97.2

Infrastructure and City Services

Permanent - Full time

263.7

266.3

269.0

271.7

Female

29.0

29.3

29.6

29.9

Male

216.1

218.3

220.5

222.7

Vacant

18.6

18.7

18.9

19.1

Permanent - Part time

10.6

10.8

10.9

11.0

Female

5.2

5.3

5.3

5.4

Male

2.7

2.7

2.7

2.8

Vacant

2.7

2.8

2.8

2.8

Casuals, temporary and other expenditure

18.8

19.0

19.2

19.4

Total Infrastructure and City Services

293.1

296.1

299.0

302.0

Total staff FTE numbers

982.2

992.0 1,001.9 1,012.0

Page 31

4.1 Comprehensive Income Statement

4.1.1 Rates and charges

Forecast

Budget

2023/24

2024/25

($'000)

($'000)

$’000

%

General rates*

            136,396 

141,129

4,733

3.47

Municipal charge*

               6,613 

6,807

194

2.93

Public Amenities Cleansing levy

               6,941 

7,416

475

6.84

Waste management charge

              30,310 

31,463

1,153

3.80

Supplementary rates and rate adjustments

                  823 

850

27

3.26

Total rates and charges

181,083

187,665

6,582

3.63

Interest on rates and charges

               1,200 

1,600

400

33.33

Total rates and charges (incl. interest)

182,283

189,265

6,982

3.83

Forecast

Budget

2023/24

2024/25

cents/$CIV cents/$CIV

%

General rate for rateable residential properties

            0.17387 

0.17465

0.45

General rate for rateable residential flats/units properties             0.17387 

0.17465

0.45

General rate for rateable commercial/industrial properties             0.36707 

0.36870

0.44

General rate for rateable vacant land properties

            0.36261 

0.36422

0.44

General

rate

for

rateable

commercial/industrial

vacant

land

properties

            0.59444 

0.59708

0.44

General rate for rateable retirement village properties

            0.16198 

0.16270

0.44

General rate for rateable farm properties

            0.14861 

0.14927

0.44

General rate for rateable cultural and recreational land             0.18353 

0.18435

0.45

*These items are subject to the rate cap established under the FGRS

Type or class of land

Change

4.1.1(b)  The rate in the dollar to be levied as general rates under section 158 of 

the Local government Act 1989

 for each type or 

class of land compared with the previous financial year:

Change

4. Notes to the financial statements

This section presents detailed information on material components of the financial statements. Council needs to assess which 

components are material, considering the dollar amounts and nature of these components.

Rates and charges are required by the Act and the Regulations to be disclosed in Council’s budget.

As per the Local Government Act 2020, Council is required to have a Revenue and Rating Plan which is a four year plan for how 

Council will generate income to deliver the Council Plan, program and services and capital works commitments over a four-year 

period.  

In developing the Budget, rates and charges were identified as an important source of revenue. Planning for future rate increases 

has therefore been an important component of the financial planning process. The Fair Go Rates System (FGRS) sets out the 

maximum amount councils may increase rates in a year. For 2024/25 the FGRS cap has been set at 2.75%. The cap applies to 

both general rates and municipal charges and is calculated on the basis of council’s average rates and charges.  

The level of required rates and charges has been considered in this context, with reference to Council's other sources of income 

and the planned expenditure on services and works to be undertaken for the community.

To achieve these objectives while maintaining service levels and a strong capital expenditure program, the average general rate 

and the municipal charge will increase by 2.75% in line with the rate cap. 

This will raise total rates and charges for 2024/25 to $187.67 million, including $0.85 million generated from supplementary rates.

4.1.1(a) The reconciliation of the total rates and charges to the Comprehensive Income Statement is as follows:

Page 32

Forecast

Budget

2023/24

2024/25

($'000)

($'000) $’000

%

Residential 

              67,333 

67,002

(331)

(0.49)

Residential Flats/Units

              12,856 

13,253

397

3.09

Commercial/Industrial

              47,266 

52,022

4,756

10.06

Vacant Land

               3,247 

3,160

(87)

(2.68)

Commercial/Industrial Vacant Land

               5,332 

5,272

(60)

(1.13)

Retirement Village

                  279 

295

16

5.73

Farm

                    64 

63

(1)

(1.56)

Cultural and Recreational Land

                    60 

62

2

3.33

Total amount to be raised by general rates

            136,437 

141,129

4,692

3.44

2023/24

2024/25

Number

Number $’000

%

Residential

              55,393 

55,376

(17)

(0.03)

Residential flats/Units

              15,939 

16,470

531

3.33

Commercial/Industrial

               6,638 

6,851

213

3.21

Vacant Land

               1,317 

1,220

(97)

(7.37)

Commercial/Industrial Vacant Land

                  599 

556

(43)

(7.18)

Retirement Village

                  532 

532

0

0.00

Farm

                    22 

22

0

0.00

Cultural and Recreational Land

                      3 

3

0

0.00

Total number of assessments

              80,443 

81,030

                   587 

(8.03)

Forecast

Budget

2023/24

2024/25

($'000)

($'000) $’000

%

Residential 

       38,740,020 

38,363,593

(376,427)

(0.97)

Residential flats/Units

         7,672,485 

7,588,493

(83,992)

(1.09)

Commercial/Industrial

       13,143,012 

14,109,506

966,494

7.35

Vacant Land

            850,868 

867,627

16,759

1.97

Commercial/Industrial Vacant Land

            828,281 

882,852

54,571

6.59

Retirement Village

            172,479 

181,438

8,959

5.19

Farm

              43,260 

42,385

(875)

(2.02)

Cultural and Recreational Land

              32,750 

33,825

1,075

3.28

Total value of land

       61,483,155 

62,069,719

586,564

0.95

Per Rateable

Property

Per Rateable

Property

Forecast

Budget

2023/24

2024/25

$

$

$

%

Municipal 

               81.75 

84.00

2

2.75

Forecast

Budget

2023/24

2024/25

($'000)

($'000)

$’000

%

Municipal 

               6,613 

6,807

194

2.93

4.1.1(c) The estimated total amount to be raised by general rates in relation to each type or class of land, and the estimated total 

amount to be raised by general rates, compared with the previous financial year:

Type of Charge

Change

Type or class of land

4.1.1(d) The number of assessments in relation to each type or class of land, and the total number of assessments, compared 

with the previous financial year:

Type or class of land

4.1.1(f) The estimated total value of each type or class of land, and the estimated total value of land, compared with the previous 

financial year:

Type or class of land

4.1.1(g) The municipal charge under Section 159 of 

the Local government Act 1989

compared with the previous financial year:

Change

Change

4.1.1(e) The basis of valuation to be used is the Capital Improved Value (CIV).

Change

4.1.1(h) The estimated total amount to be raised by municipal charges compared with the previous financial year:

Type of Charge

Change

Page 33

Per Rateable

Property

Per Rateable

Property

Forecast

Budget

2023/24

2024/25

$

$

$

%

80ltr Environmental Charge

              220.48 

231.54

11

5.02

140ltr Environmental Charge

              361.03 

379.14

18

5.02

240ltr Environmental Charge

              643.55 

675.83

32

5.02

140ltr Green Waste Charge

               98.34 

99.26

1

0.94

240ltr Green Waste Charge

              109.95 

110.97

1

0.93

Public Amenities Cleansing levy

               85.80 

91.75

6

6.93

Total

           1,519.15 

1,588.49

69

4.56

Forecast

Budget

2023/24

2024/25

($'000)

($'000) $’000

%

80ltr Environmental Charge

                  785 

832

47

6.04

140ltr Environmental Charge

              23,914 

24,918

1,004

4.20

240ltr Environmental Charge

                  974 

1,020

46

4.70

140ltr Green Waste Charge

               1,191 

1,208

17

1.44

240ltr Green Waste Charge

               3,446 

3,484

38

1.10

Public Amenities Cleansing levy

               6,941 

7,416

475

6.84

Total

              37,251 

38,879

1,628

4.37

Forecast

Budget

2023/24

2024/25

($'000)

($'000) $’000

%

Rates

            136,396 

141,129

4,733

3.47

Municipal charge

               6,613 

6,807

194

2.93

Service rates and charges

              37,251 

38,879

1,628

4.37

Supplementary rates

                  823 

850

27

3.26

Total Rates and charges

            181,083 

187,665

6,582

3.63

4.1.1(l) FGRS Compliance

Forecast

Budget

2023/24

2024/25

      138,195,911 

$ 143,978,418

               80,443 

81,030

                 1,718 

$ 1,777

3.50%

2.75%

                 1,778 

$ 1,826

      143,032,768 

$ 147,937,281

      143,008,658 

$ 147,935,660

Budgeted Supplementary Rates

             823,000 

$ 850,000

      143,831,658 

$ 148,785,660

Base Average Rate

Maximum Rate Increase (set by the State Government)

Capped Average Rate

Maximum General Rates and Municipal Charges Revenue

Budgeted General Rates and Municipal Charges Revenue

Budgeted Total Rates and Municipal Charges Revenue

•      The variation of returned levels of value (e.g. valuation appeals)

•      Changes of use of land such that rateable land becomes non-rateable land and vice versa

•      Changes of use of land such that residential land becomes business land and vice versa.

4.1.1(k) The estimated total amount to be raised by all rates and charges compared with the previous financial year:

Change

Brimbank City Council is required to comply with the State Government’s FGRS. The table below details the Annual Budget 

assumptions consistent with the requirements of the FGRS.

Total Rates

Number of rateable properties

•      The making of supplementary valuations (2024/25: estimated $850,000 and 2023/24: $823,000)

4.1.1(j)  The estimated total amount to be raised by each type of service rate or charge, and the estimated total amount to be 

raised by service rates and charges, compared with the previous financial year:

Type of Charge

4.1.1(i) The rate or unit amount to be levied for each type of service rate or charge under Section 162 of 

the Local government

Act 1989

compared with the previous financial year:

Change

4.1.1(m) Any significant changes that may affect the estimated amounts to be raised by rates and charges.

There are no known significant changes which may affect the estimated amounts to be raised by rates and charges. However, the 

total amount to be raised by rates and charges may be affected by:

Type of Charge

Change

Page 34

The rate reflects the level of service provided and ensures that reasonable rate relativity is maintained between retirement village 

property and other classes of property.

Council considers that each differential rate will contribute to the equitable and efficient carrying out of council functions.  Details 

of the objectives of each differential rate, the types of classes of land, which are subject to each differential rate and the uses of 

each differential rate, are set out below.

Residential property is any property, which is used for private residential purposes, including but not limited to houses and 

dwellings together with vacant unoccupied houses or dwellings and includes vacant land which is located within the Solomon 

Heights Estate in North Sunshine which is bounded on the east by the Melbourne to Sydney freight line and is north of Munro 

Avenue, east of Vermont Avenue and south of Baldwin Avenue. It excludes motels, caravan parks, supported accommodation, 

accommodation houses, boarding houses and the like.

The geographical location of the land within this differential rate is wherever located within the municipal district, without reference 

to ward boundaries.

The money raised by the differential rate will be applied to the items of expenditure described in the Annual Budget by Council. 

The level of the rate for this category is considered to provide for an appropriate contribution to Council’s budgeted expenditure, 

having regards to the characteristics of the land.

The rate and amount of rates payable in relation to land in each category of differential are:

•   A general rate of 0.17465% (0.17465 cents in the dollar of CIV) for all rateable residential properties;

•   A general rate of 0.36870% (0.36870 cents in the dollar of CIV) for all rateable commercial or industrial properties;

•   A general rate of 0.36422% (0.36422 cents in the dollar of CIV) for all rateable vacant land properties;

•   A general rate of 0.59708% (0.59708 cents in the dollar of CIV) for all rateable commercial/industrial vacant land 

    properties;

•   A general rate of 0.14927% (0.14927 cents in the dollar of CIV) for all rateable farm properties; and

Residential Property

Retirement village property is any property, which is defined as a Retirement Village under the 

Retirement Villages Act 1986

. 

Rateable assessments under the retirement village classification will be charged at a rate of 109% of the lowest rate.

Rates to be levied:

Residential Flat/Unit Property

Residential Flat/Unit property is any property which is used for private residential purposes, including but not limited to flats, units, 

dual occupancy dwellings together with vacant flats, units, dual occupancy dwellings. It excludes motels, caravan parks, 

supported accommodation, accommodation houses, boarding houses and the like.

•   A general rate of 0.17465% (0.17465 cents in the dollar of CIV) for all rateable residential flats and units properties;

•   A general rate of 0.16270% (0.16270 cents in the dollar of CIV) for all rateable retirement village properties;

•   A general rate of 0.18435% (0.18435 cents in the dollar of CIV) for all rateable cultural and recreational properties.

Each differential rate will be determined by multiplying the CIV of each rateable land (categorised by the characteristics described 

below) by the relevant percentages indicated above.

4.1.1(n) Differential rates

The money raised by the differential rate will be applied to the items of expenditure described in the Annual Budget by Council. 

The level of the rate for this category is considered to provide for an appropriate contribution to Council’s budgeted expenditure, 

having regards to the characteristics of the land.

The geographical location of the land within this differential rate is wherever located within the municipal district, without reference 

to ward boundaries.

The rate reflects the level of service provided and ensures that reasonable rate relativity is maintained between residential flat/unit 

property and other classes of property.

Retirement Village Property

The money raised by the differential rate will be applied to the items of expenditure described in the Annual Budget by Council. 

The level of the rate for this category is considered to provide for an appropriate contribution to Council’s budgeted expenditure, 

having regards to the characteristics of the land.

The geographical location of the land within this differential rate is wherever located within the municipal district, without reference 

to ward boundaries. The rate reflects the level of service provided and ensures that reasonable rate relativity is maintained 

between residential property and other classes of property.

Page 35

•  Showrooms, e.g. display of goods;

•  Commercial storage, e.g. mini storage units, wholesale distributors;

•  The sale or hire of goods by retail sales, e.g. shops, auction rooms, hardware stores;

•  The manufacture of goods where the goods are sold on the property;

•  The provision of entertainment, e.g. theatres, cinemas, amusement parlours, nightclubs;

•  The provision of accommodation other than private residential, e.g. motels, caravan parks, camping grounds, camps, 

    supported accommodation, accommodation houses, hostels, boarding houses;

•  Tourist and leisure industry, e.g. flora and fauna parks, gymnasiums, golf courses, indoor sport stadiums, gaming 

    establishments;

Commercial/Industrial Developed Property

Commercial/Industrial developed land is any land on which a building designed or adapted for occupation is erected to be used 

for business and/or administrative purposes, which are used primarily for manufacturing processes, including, but not limited to 

properties used for:

•  The provision of hospitality, e.g. hotels, bottle shops, restaurants, cafés, takeaway food establishments, tearooms;

•  Brothels;

•  Media broadcasting/communication establishments, e.g. television stations, newspaper offices, radio stations, 

   and associated facilities;

Vacant land is any land, which is:

•  which does not have the characteristics of:

•  Mixed businesses/milk bars (those operating in a residential type zone under the Brimbank  Planning Scheme and 

   nonconforming residential/milk bar properties within industrial zones under the Brimbank Planning Scheme with 

   attached residences, occupied as the principal place of residence of the person(s) operating the mixed business/

   milk bar component of the rateable property, will have the residential portion rated as residential);

The geographical location of the land within this differential rate is wherever located within the municipal district, without reference 

to ward boundaries.

•  Halls for commercial hire;

•  The manufacture of goods, equipment, plant, machinery, food or beverage which are generally not sold or consumed 

   on site;

The rate is set higher than base rate to recognise that there is generally a higher capacity to pay due to the income capacity of the 

property.

•  Properties used as offices.

The geographical location of the land within this differential rate is wherever located within the municipal district, without reference 

to ward boundaries.

The money raised by the differential rate will be applied to the items of expenditure described in the Annual Budget by Council. 

The level of the rate for this category is considered to provide for an appropriate contribution to Council’s budgeted expenditure, 

having regards to the characteristics of the land.

Vacant Land

   - Farm Property,

   - Commercial/Industrial Vacant Land; or

but does not include land which is located within the Solomon Heights Estate in North Sunshine which is bounded on the east by 

the Melbourne to Sydney freight line and is north of Munro Avenue, east of Vermont Avenue and south of Baldwin Avenue.

•  unimproved land; and

•  Warehouse/bulk storage of goods;

•  The treatment and storage of industrial waste materials;

•  Properties used for the provision of health services, hospitals, nursing homes, rehabilitation, medical practices and 

   dental practices; and

This rate is set higher to encourage development of vacant land sites and ensure that vacant land property owners make a fair 

and reasonable contribution for current and future infrastructure development.

The money raised by the differential rate will be applied to the items of expenditure described in the Annual Budget by Council. 

The level of the rate for this category is considered to provide for an appropriate contribution to Council’s budgeted expenditure, 

having regards to the characteristics of the land.

The rate reflects the level of service provided and ensures that reasonable rate relativity is maintained between vacant land and 

other classes of land.

Page 36

Under the Cultural and Recreational Land Act 1963, provision is made for a Council to grant a rating concession to any 

“recreational lands” which meet the test of being “rateable land” under the Local Government Act 1989.

The rate reflects the level of service provided and ensures that reasonable rate relativity is maintained between vacant land and 

other classes of land.

Farm Property

Farm property is any land, which is:

•   Not less than 2 hectares in area;

•   Used for the carrying of a business of primary production as determined by the Australian Taxation Office; and

•   Used primarily for grazing, dairying, pig farming, poultry farming, fish farming, tree farming, bee keeping, viticulture,

    horticulture, fruit growing, or the growing of crops of any kind or for any combination of these activities.

Commercial/Industrial Vacant land is any land on which no building designed or adapted for occupation is erected and is located 

within:

•   Industrial 1, 2 or 3 Zone;

•   an Activity Centre Zone with an approved precinct plan for commercial or industrial use;

•   a Mixed Used Zone;

•   a Special Use Zone.

This rate is set higher to encourage development of Commercial/Industrial vacant land sites and ensure that 

Commercial/Industrial vacant land property owners make a fair and reasonable contribution for current and future infrastructure 

development.

The money raised by the differential rate will be applied to the items of expenditure described in the Annual Budget by Council. 

The level of the rate for this category is considered to provide for an appropriate contribution to Council’s budgeted expenditure, 

having regards to the characteristics of the land.

The geographical location of the land within this differential rate is wherever located within the municipal district, without reference 

to ward boundaries.

The money raised by the differential rate will be applied to the items of expenditure described in the Annual Budget by Council. 

The level of the rate for this category is considered to provide for an appropriate contribution to Council’s budgeted expenditure, 

having regards to the characteristics of the land.

•   Commercial 1, 2 or 3 Zone;

The rate reflects the level of service provided and ensures that reasonable rate relativity is maintained between recreational land 

and other classes of land.

The farm rate is lower than for other classes of land due to farming operations involving large properties which tend to have 

significant value and which are often operated as family concerns.  Agricultural producers are unable to pass on increases in 

costs like other businesses.  Farm profitability is affected by the fluctuations of weather and international markets.  In this sense, 

farms are seen to be more susceptible or fragile than other commercial and industrial operations.

The money raised by the differential rate will be applied to the items of expenditure described in the Annual Budget by Council. 

The level of the rate for this category is considered to provide for an appropriate contribution to Council’s budgeted expenditure, 

having regards to the characteristics of the land.

The geographical location of the land within this differential rate is wherever located within the municipal district, without reference 

to ward boundaries.

Rateable assessments that receive a Cultural & Recreational Land rate will be classified as Commercial/Industrial and will be 

charged at 50% of the Commercial/Industrial rate in the dollar.

but does not include land which is located within the Solomon Heights Estate in North Sunshine which is bounded on the east by 

the Melbourne to Sydney freight line and is north of Munro Avenue, east of Vermont Avenue and south of Baldwin Avenue.

The geographical location of the land within this differential rate is wherever located within the municipal district, without reference 

to ward boundaries.

Commercial/Industrial Vacant Land

•   a Comprehensive Development Zone with an approved Concept Plan for commercial use; or

Cultural and Recreational Land

Page 37

4.1.2 Statutory fees and Fines

Forecast

Budget

2023/24

2024/25

($'000)

($'000)

($'000)

%

Infringements and costs

4,918

4,915

(3)

(0.06)

Court recoveries

58

16

(41)

(71.66)

Town planning fees

1,425

1,534

109

7.65

Permits

311

357

46

14.80

Land information certificates

125

130

5

3.99

Registrations

1,957

1,918

(39)

(1.99)

Other

65

76

10

16.00

Total statutory fees and fines

8,859

8,946

87

0.98

4.1.3 User fees

Forecast

Budget

2023/24

2024/25

($'000)

($'000)

($'000)

%

Aged services

553

563

10

1.84

Leisure centre, art and recreation

17,239

16,196

(1,043)

(6.05)

Child care / children's program

12

10

(2)

(15.60)

Planning and compliance

915

959

45

4.88

Building services

235

328

93

39.68

Waste management services

4

0

(4) (100.00)

Non voter infringements

76

40

(36)

(47.54)

Land clearance

1

0

(1) (100.00)

Local laws

647

541

(106)

(16.35)

Other

403

267

(136)

(33.82)

Total user fees

20,084

18,905

(1,179) (5.87)

Change

•   They are not charged more than actual expenditure

•   They are in compliance with the National Competition Policy

Statutory fees and fines are projected to increase by $0.09 million or 0.98% compared to 2023/24.

Statutory fees relate mainly to fees and fines levied in accordance with legislation and include animal registrations, health 

registrations, planning and building fees and parking fines. Statutory fees are set in accordance with legislative requirements.

A detailed listing of statutory fees and non-statutory fees is included in Section 6.

User charges relate mainly to the recovery of service delivery costs through the charging of fees to users of Council’s services. 

These include use of leisure facilities, community facilities and the provision of community wellbeing such as family day care and 

home help services.

User fees are projected to decrease by ($1.18 million) or 5.87% compared to the 2023/24 forecast. This is predominately due to 

lower income from the Brimbank Aquatic & Wellness Centre (BAWC) as the first full year of operation has held gym memberships 

higher than expected. In 2024/25, it is anticipated that this trend will not continue, and eventually, health and fitness memberships 

will decline compared to the initial years of operation. Aquatic member revenue is projected to increase, with aquatic membership 

retention performing better than fitness.

Change

In setting the Annual Budget, the key principle for determining the level of user fees has been to ensure:

•   Increases are kept to a minimum or in line with market levels

•   They are in accordance with the Brimbank Social Justice Charter

A detailed listing of fees and charges is included in Section 6.

Page 38

4.1.4 Grants

Forecast

Budget

2023/24

2024/25

($'000)

($'000)

($'000)

%

Grants are budgeted to be received in respect of the

following:

Summary of grants

Commonwealth funded grants

3,750

17,045

13,295

354.49

State funded grants

13,135

11,731

(1,404)

(10.69)

Total grants

16,885

28,776

11,891

70.42

(a) Operating Grants

Recurrent - Commonwealth government

Financial assistance grants

683

15,672

14,989 2,195.51

Arts and cultural development

41

39

(2)

(5.05)

Other

131

204

73

55.55

Recurrent - State government

Community Health

1,022

1,059

36

3.56

School crossing supervisors

753

768

15

1.99

Maternal and child health

2,674

2,737

64

2.38

Aged care

3,305

2,803

(501)

(15.16)

Family and children

20

25

5

25.00

Libraries and learning

1,421

1,420

(1)

(0.06)

Recreation

497

594

98

19.71

Total recurrent operating grants

10,546

25,322

14,776

140.11

Non-recurrent - Commonwealth Government

Non-recurrent - State government

Recreation - State (NR)

114

26

(88)

(76.90)

Family and children

81

0

(81) (100.00)

Planning and development

257

131

(126)

(49.17)

Other

664

362

(302)

(45.52)

Community health and safety

557

321

(236)

(42.33)

Maternal and child health

201

50

(151)

(75.08)

Total non-recurrent operating grants

1,874

890

(984)

(52.52)

Total operating grants

12,420

26,212

13,792

111.05

(b) Capital Grants

Recurrent - Commonwealth government

Roads to recovery

1,308

1,130

(178)

(13.58)

Recurrent - State Government

Libraries and learning

0

29

29

100.00

Total recurrent capital grants

1,308

1,159

(149)

(11.36)

Non recurrent - Commonwealth government

Roads

1,588

0

(1,588) (100.00)

Non-recurrent - State government

Buildings

0

1,405

1,405

100.00

Parks, open space and streetscapes

114

0

(114) (100.00)

Recreational, leisure and community facilities

1,456

0

(1,456) (100.00)

Total non-recurrent capital grants

3,158

1,405

(1,753)

(55.51)

Total capital grants

4,465