Brimbank City Council Annual Report
2023-2024
Acknowledgement of Country and Council Statement of Commitment to Reconciliation
Acknowledgement of Country
Brimbank City Council respectfully acknowledges and recognises the Wurundjeri and Bunurong peoples as the Traditional Custodians of the land and pays respect to their Elders, past, present and future.
Reconciliation in Brimbank
Council acknowledges the Wurundjeri and Bunurong People as the Traditional Custodians of the lands where our municipality sits. Council recognises the diversity of Aboriginal and Torres Strait Islander peoples who contribute to our community. We pay our respects to the wisdom of Elders past, present, and future.
We recognise their continuing spiritual connection to this land and renew our commitment to respect Aboriginal and Torres Strait Islander beliefs, values and customs.
The Country in which Brimbank is located is under the statutory care of its Traditional Custodians, the Bunurong Land Council Aboriginal Corporation to the south and Wurundjeri Woi-wurrung Cultural Heritage Aboriginal Corporation to the north of the municipality. For the Traditional Custodians, the lands in the City of Brimbank have always been a significant trading and meeting place.
Aboriginal people lived on these lands for over 65,000 years before European settlement. The rich history and continuous culture of our Traditional Custodians are woven throughout Brimbank, in its people, in significant sites and in murals recognising this history. Brimbank has about 440 registered sites of significance. The artefacts found are more than 30,000 years old. Some of these sites are in Brimbank Park, yaluk barring (former Sydenham Park) and Organ Pipes National Park.
2023-2024 highlights of our reconciliation journey
Council:
• Resolved to continue raising awareness of what January 26 means to Aboriginal and Torres Strait Islander people.
• Adopted the second Innovate Reconciliation Action Plan (RAP) 2024-2026, which is the third RAP for Council.
• Continued to convene the Brimbank Aboriginal and Torres Strait Islander Consultative Committee, which provides Council with knowledge and advice on Aboriginal and Torres Strait Islander issues and needs.
• Endorsed moving Brimbank’s Australia Day Citizenship Ceremony to three days before or after 26 January 2024, as provided in the Australian Citizenship Ceremonies Code.
• Acknowledged support of the Uluru Statement of the Heart through the Mayor for the Voice to Parliament Public Statement.
• Launched the ’Together Yes’ campaign supporting the proposed Voice to Parliament.
• Secured State Government Neighbourhood House funding as an auspice of the Cooinda Community Group to support the establishment of the Cooinda Community Centre for the next two years.
• Delivered Aboriginal cultural awareness training for Council staff.
• Renewed Council’s internal Reconciliation Working Group.
• Provided ongoing support to the Brimbank Aboriginal and Torres Strait Islander Consultative Committee, Cooinda Aboriginal and Torres Strait Islander Community Centre, and Aboriginal and Torres Strait Islander led initiatives during National Reconciliation Week and National Aboriginal Islander Day Observance Committee (NAIDOC) Week, i.e. Ask Aunty/Uncle Q&A for staff.
• Continued acknowledgement of Aboriginal and Torres Strait Islander culture and history via flags, plaques and resources in libraries and Neighbourhood Houses.
• Commenced monthly and quarterly meetings with the Traditional Custodians, the Wurundjeri Woi-wurrung Cultural Heritage Aboriginal Corporation and the Bunurong Land Council Aboriginal Corporation.
Contents
Page 6: Welcome
Purpose of the Annual Report CEO’s message
Page 11: Introduction
About the City of Brimbank
Achieving our Community Vision 2040
Page 18: A year in review
Key challenges our city faces Engaging with our community
Elected members of Council
Volunteering in Brimbank
Highlights of the year
FEATURE: yaluk barring park
Advocacy
Awards
2024 We are Brimbank Awards
Financial summary
Capital Works Program 2023-2024
Page 51: Our people
Executive Leadership Team management as of 30 June 2024 Major change
Organisation structure as of 30 June 2024 Workforce profile
Page 63: Our performance
‘Together We are Brimbank’ – Strategic direction and objectives Our Goal: People and Community
Our Goal: Places and Spaces
Our Goal: Opportunity and Prosperity Our Goal: Leadership and Governance
Page 114: Governance, management and transparency
Governance and management
Governance and Management Checklist
Statutory information
Infrastructure and development contributions
Page 141: Performance Statement
Certification of the performance statement
Victorian Auditor-General’s Office audit report
Section 1. Description of municipality
Section 2. Service performance indicators
Section 3. Financial performance indicators
Section 4. Sustainable capacity indicators
Section 5. Notes to the accounts
5.1. Basis of preparation
5.2. Definitions
Page 157: Financial Report
Table of Contents
A Plain English Guide to the Annual Financial Report Certification of the Financial Statements
Victorian Auditor-General’s Office Audit Report
Financial Statements
Page 208: Glossary
Page 211: Acronyms Index
Welcome
Purpose of the Annual Report
The Brimbank City Council Annual Report 2023–2024 examines our strategic, operational and financial performance for the financial year 1 July 2023-30 June 2024. Through this report, Council reviews our performance, achievements and progress made towards strategic objectives and the strategic directions set out in our Council Plan 2021-2025 to remain accountable to our community. We also provide insights into emerging challenges facing the organisation and how we have used public resources to deliver services, programs and infrastructure in the interests of our community.
The Annual Report aligns with the principles set in the Local Government Act 2020 and meets legislative and compliance reporting requirements for local government in Victoria.
To obtain a hard copy of this document, please contact Council’s Customer Service Centre on 9249 4000 or email info@brimbank.vic.gov.au
In this report, you will find the following sections:
Welcome and introduction (page number)
Here you will find a yearly summary from the CEO and a snapshot of our community.
A year in review (page number)
This section lists key challenges and what matters to Brimbank now and into the future, including how Council engaged with the community and our significant highlights and achievements of the year.
Our people (page number)
Outlines Council’s workforce makeup, the people who lead them and our organisational structure.
Our performance (page number)
Details how we deliver our vision for Brimbank through meeting our Council Plan 2021-2025 critical strategic objectives: Wellbeing and Belonging; Pride and Participation; Liveable and Connected; Sustainable and Green; Growing and Transforming; Earning and Learning.
Governance, management and transparency (page number)
Provides information about governance, including council meetings, local laws, committees and audits, as part of our commitment to delivering good governance and ensuring that our operations are open, transparent and accountable.
Performance Statement (page number)
Highlights our Performance Statements and the Victorian Auditor-General’s (VAGO) report on our performance.
Financial Report (page number)
Sets out how we have applied the financial management principles in the Local Government Act 2020, including the audited performance and financial statements that we are required by law to provide.
CEO’s message
As we look back on the past year, I am proud of Brimbank City Council’s commitment to fostering a beautiful, thriving, healthy and connected community.
Our Annual Report outlines our performance, celebrates achievements and calls out challenges facing our organisation.
Financial resilience
In the face of economic uncertainty driven by stringent rate capping and the ongoing impact of government cost shifting, our commitment to delivering high-quality services and enhancing the wellbeing of our residents remains unwavering.
In 2023-2024, the Council ended up with a surplus of $3.04 million, which was less than the expected surplus of $8.04 million. This was driven by increased depreciation expense due to revaluation of assets and the timing of Grants Commission funding. It's important to maintain a surplus to fund community asset renewal and new infrastructure construction.
Although our financial position remains sound, moving forward there is an increasing need to shift our strategic focus to economic resilience through effective resource management and targeted investments. This financial strategy is critical to provide capacity to renew the $2.73 billion of community assets and build new infrastructure, whilst meeting the expectations of our community.
Advocacy
We continue to strongly advocate for fair funding to ensure that government cost shifting does not compromise the quality of our services. Our efforts are focused on advocating for critical infrastructure improvements for our community, like the Melbourne Airport Rail and Calder Freeway. The Australian Government retaining its $5 billion commitment to the Melbourne Airport Rail has been welcomed.
Organisational strategy
Over the past year, Council has accomplished significant milestones in delivering initiatives designed to strengthen our organisational capacity. These accomplishments include an ongoing agenda of systems transformation, focus on occupational health and safety (OHS), and conducting comprehensive reviews of our Aged Care Service and Library Services. This intentional focus on uplifting our organisational efficiency supports our financial sustainability whilst enabling us to achieve positive outcomes for the Brimbank community.
Engagement
Community input is integral to shaping the services and strategic direction of Council. This year we proactively sought feedback through forums, such as deliberative engagement processes and the Brimbank Community Voice panel, to ensure our work aligns with the diverse needs of our residents. An example of this in practice is the valuable feedback we received on Brimbank Libraries' efforts to improve access and remove barriers for individuals with heightened sensory needs. This input has been instrumental in guiding us towards creating inclusive and welcoming environments that cater to all community members, particularly those facing unique challenges in accessing library services.
Efforts to ensure community members have a meaningful voice in decision-making processes is reflected in the significant increase in community consultation and engagement ratings, measured through our Community Satisfaction Survey (CSS). Our score rose from 55 to 74 in 2024.
Overall satisfaction with Council's services and facilities was rated an impressive score of 77 through our CSS. This result demonstrates the community's appreciation and high level of satisfaction with Council’s wide range of services such as libraries, leisure services and facilities.
Climate change
The escalating impacts of climate change demand urgent attention and we have made significant strides in sustainability and resilience planning. In the last 10 years, our corporate greenhouse gas emissions have reduced by 78%. This has been achieved largely by installing rooftop solar panels, energy efficiency upgrades and purchasing 100% renewable electricity via the Victorian Energy Collaboration (VECO).
From promoting green initiatives, like the Grassland Starter Kits, to supporting community-led sustainability efforts, we are committed to mitigating and adapting to climate change impacts. Our ongoing effort to achieve a 30% canopy cover, with an annual $2 million investment in planting new trees, exemplifies our commitment to environmental sustainability.
People and community
We are dedicated to creating a welcoming, safe and supportive environment for all community members. Examples of initiatives delivered this year include cultural diversity week activities and community-led festivals and events designed to promote cultural expression and social connection. Council has also sought to improve access to local mental health services and developed social prescribing programs by collaborating with coHealth and IPC Health.
Our Neighbourhood Houses and Libraries provide programs supporting education, employment and community engagement. From 'Apprenticeship Pathways' for young people to the Brimbank Learning Futures initiative, we are committed to offering opportunities that empower our residents and foster lifelong learning.
Places and spaces
Our focus on sustainability and creating liveable, connected neighbourhoods remains. Investments in development of community infrastructure expand recreational opportunities, improve accessibility and encourage social interaction and participation. This year, Council developed new facilities at Bon Thomas Reserve in Deer Park, supported by a $1.5 million investment, and transformed More Park in Ardeer into a modern recreational hub through an $8.4 million sports pavilion redevelopment designed to cater to the diverse needs of our community. Additionally, installing LED lighting at Keilor Park Reserve Ovals 2 and 4, a project worth $954,148, has set a new standard for local sports facilities, enhancing participation in sports and contributing to a more active and engaged community.
In November, Geographic Naming Victoria officially endorsed and gazetted 'yaluk barring park' as the new name for Sydenham Park in Keilor North. The name, meaning river trail, in the Woi-wurrung language of the Wurundjeri people, recognises the cultural significance and natural beauty of this site. The naming followed the opening of a new $2.4 million shared user path in October. The shared user path, funded by Council and the Victorian Government, provides access to the city's largest green space, featuring amenities such as a lookout, picnic area and walking trails. Investment in yaluk barring park demonstrates Council’s commitment to protect this important natural environment for current and future generations.
Opportunity and prosperity
Providing learning opportunities and supporting employment pathways for community remains in focus. This year saw the development of a technology innovation space at Deer Park Library. This Makers Space is designed to bring people together to share creative interests, learn to use materials and technology, and develop projects. Other examples of projects designed to foster learning are the Makers Market project designed to build the capacity and competence of young people in developing entrepreneurial skills and business ideas and the Brimbank Seniors Digital Literacy Project which taught skills to support access and connection through digital technology to more than 800 older community members.
Maximising community outcomes through infrastructure investments that will transform our city is a priority for Council. Throughout the year, Council has been actively involved in advocating for delivery of the Sunshine Station Masterplan and providing input into the planning for the Albion Quarter Structure Plan, including the rebuild of Albion Station. Moving forward, Council will continue to proactively partner with State Government and other key stakeholders to leverage infrastructure investment for generational change.
As I reflect on significant achievements for the year, I am pleased to report that we have successfully completed 93% of the 109 actions outlined 'Together We Are Brimbank' Council Plan Action Plan 2023-2024
Looking forward, we will transition to a new Council whilst retaining our focus on building a resilient, inclusive, and vibrant Brimbank. We are committed to tackling future challenges with innovation and determination. The progress we have made this year is a testament to the hard work and dedication of our Council staff, as well as the unwavering support of our community.
Thank you
Sincerely,
Fiona Blair
CEO
Brimbank City Council
Introduction
About the City of Brimbank
Community 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 and heritage will be protected and enhanced, and Brimbank’s diverse neighbourhoods and housing will offer something for everyone.
Our city
Located in the heart of Melbourne's west, Brimbank is a thriving and inclusive community that prides itself on its diversity. With an estimated population of 196,046 residents, it is the sixth most populous municipality in Greater Melbourne. Our multicultural identity celebrates the stories and experiences of people from all over the world, making Brimbank a welcoming place for all.
Our community
The Country in which Brimbank is located is under the statutory care of its Traditional Owners, the Bunurong Land Council Aboriginal Corporation to the south and the Wurundjeri Woi-wurrung Cultural Heritage Aboriginal Corporation to the north of the municipality.
For the Traditional Owners, the lands in the City of Brimbank have always been significant trading and meeting place. Aboriginal people lived on these lands for more than 65,000 years before European settlement.
Brimbank is also renowned for being one of Australia's most culturally diverse municipalities, with nearly half its population born outside the country. Following World War II, many migrants from Southern Europe resettled in Brimbank. More recently, we have welcomed Asian and African communities, who contribute to the rich cultural fabric of our community.
Over half of the people in Brimbank speak a language other than English (LOTE) at home, with more than 160 languages represented, including Vietnamese, Filipino/Tagalog, Greek, Punjabi, Arabic, Macedonian, Maltese, Cantonese, Italian and Croatian, among others.
Our place
One-third of the total area of Brimbank is Bunurong Land and two-thirds is Wurundjeri Land. Within these lands are 440 registered Aboriginal archaeological sites that are over 30,000 years old. In addition to numerous stone and bone artefacts, scarred trees and silcrete quarry sites have been found along the Maribyrnong River, Taylors Creek and Steele Creek.
Brimbank is located 11-23 kilometres west and northwest of Melbourne's central business district (CBD) and covers an area of 123 square kilometres. Around 15% of Brimbank's total area is designated as open space, which includes natural wonders such as the Organ Pipes National Park, Mount Derrimut Grasslands, Green Gully Reserve, Brimbank Park and Iramoo Wildflower Grassland Reserve.
Brimbank’s five activity centres of Sunshine, St Albans, Deer Park, Sydenham and Keilor are all thriving communities that make Brimbank a place of choice. Each suburb offers a unique set of attractions and amenities to cater to the needs of its residents.
Sunshine is a bustling urban hub with a multicultural food scene, Victoria University, Sunshine Hospital, VicRoads and other community and commercial services.
St Albans is a centre of activity, home to a Victoria University campus, the St Albans Community Centre, Bowery Theatre, and a thriving restaurant and retail district.
Deer Park is a growing and lively community with great parks and diverse dining and shopping options.
Sydenham continues to thrive as a hub of vibrant activity, with iconic landmarks like Watergardens Town Centre and the Calder Park Motorsport Complex.
Keilor is nestled amidst scenic rolling hills and several national and state parks, offering attractions like Organ Pipes National Park and catering to residents’ needs in several suburbs.
Employment, industry and growth
Brimbank is already a major employment hub in Melbourne’s west, with primary industries including manufacturing, retail, healthcare and social assistance.
Thanks to its strategic location, the area has recently received significant commitments to infrastructure. Council continues to actively advocate for the realisation of key infrastructure development, including the Melbourne Airport Rail, to improve connections across Brimbank and metropolitan Melbourne.
In 2021, the median weekly personal income of Brimbank residents aged 15 years and over was $611, compared to $841 for Greater Melbourne and $803 for Victoria. Compared to the Western Region and Greater Melbourne, Brimbank had the highest proportion of residents in the lowest and medium-lowest income quartile groups, and the lowest proportion of residents in the highest income quartile group. According to the 2021 Census of Population and Housing, 82,979 Brimbank residents were employed. Of the employed residents, over two-thirds (67.2%) were in the 25-54 years age group, 14.5% were aged 15-24 years, 14.7% were aged 55-64 years and 3.5% were in the 65 years and over age group.
According to the property market snapshot, the median house price for Brimbank was $797,000 in June 2024.
Planning to accommodate the growing demands on infrastructure and services will be essential, as Brimbank’s population is forecast to reach 230,795 by 2046. This is an increase of 1,363 residents per annum over the forecast period (2021–2046) with an average annual growth rate of 0.64%.
Achieving our Community Vision 2040
Lens for our work |
Climate emergency
Climate impacts and mitigation strategies are at the forefront of our thinking. Brimbank has excellent rail links and will become a hub city between Melbourne’s CBD and regional Victoria, intersecting with the Melbourne Airport. Our grasslands and watercourses are significant assets, and we retain a proud history of industry with related built heritage to conserve and reference as we progress. Given the degree of climate change already happening, urgent efforts are required to minimise the impacts of climatic disasters on our community.
There is a critical need to engage with local emergency and health services to plan safe responses to extreme weather events such as heat waves and construct early warning systems that are accessible to the community with its diverse communication needs. Brimbank is well placed to be re-envisioned and co-created. Oure Climate Emergency Plan identifies a position statement, principles and five themes for action.
The position statement commits Council to: • Adopt and promote a custodial ethic of Caring for Country. • Acknowledge the 21st century as a period of climate emergency and opportunity for positive social change. • Lead the Brimbank community to net zero emissions in accordance with climate science. • Position the climate emergency as the strategic focus of Council operations. • Advocate for genuine science-based leadership from higher levels of government for decision-making principles to provide the ‘lens’ to implement this position statement. |
Transforming Brimbank
Brimbank and Melbourne’s west is about to see billions of dollars of development and infrastructure being delivered over the coming decade in a way that will transform our city. The majority of investment and transformational change is planned to occur in the Sunshine Precinct, which may have up to 43,000 additional residents and an additional 29,000 jobs created by 2051.
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 includes people and place, and not just projects.
The Transforming Brimbank program is a key opportunity to deliver positive social justice and climate outcomes of a significant scale. |
Social justice Council is committed to being a leader in social justice and strives to create a more just society for everyone.
Working in partnership with community, service providers, businesses and other levels of government, Council aims to build a municipality where community members have equal access to wealth, health, wellbeing, privileges and opportunity.
The Brimbank Social Justice Charter was updated in 2018 (after being developed in 2008) and affirms Council’s commitment to social justice and the principles of access, equity, participation and human rights. The Social Justice Charter is the guiding document that mandates Council to embed these principles in all of our policies, strategies, plans, programs and services.
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Planning and Accountability Framework
‘Together We are Brimbank’
Our Council Plan, ’Together We are Brimbank’, is a responsible roadmap for achieving our community's vision for Brimbank and enhancing health and wellbeing. ‘Together We are Brimbank’ is an integrated plan that brings together the Community Vision 2040, Council Plan 2021-2025, and the Municipal Public Health and Wellbeing Plan.
Integrated planning and reporting
The Local Government Act 2020 mandates that councils take an integrated strategic planning and reporting approach. This joint approach brings together our key strategic documents, including our 10-year Financial Plan, Community Vision, Municipal Public Health and Wellbeing Plan, Council Plan, Revenue and Rating plan, and Annual Budget. We follow an integrated planning, monitoring and performance reporting approach, as outlined in the diagram below. For enquiries about performance reporting, please visit www.brimbank.vic.gov.au.
A year in review
Key challenges our city faces
Housing affordability
The high cost of housing has resulted in a significant proportion of the Brimbank community needing help to access suitable and affordable housing options. According to the 2021 census, over 1,500 individuals are affected by homelessness or living in severely overcrowded dwellings in Brimbank, making it one of the highest numbers in Melbourne's west. This concerning statistic highlights the need for immediate action to address homelessness in the region. According to Anglicare’s Victorian Rental Affordability Snapshot, there were only four properties available in Brimbank, during the weekend of the snapshot, that would be affordable for a person on income support. While more properties are available for those on the minimum wage, these figures represent a significant decline over the past two years. Brimbank City Council, with its unwavering commitment, has recognised these issues and implemented various strategies and programs to address them, such as the Homelessness Implementation Plan, the Position Statement on Social and Affordable Housing, and finalised the new The Brimbank Housing and Neighbourhood Character Strategy and Brimbank Housing and Neighbourhood Character Strategy.
Education and skills gap
According to Australian Bureau of Statistics (ABS) data from 2021, in Brimbank a higher proportion of individuals had left school at an early level (Year 10 or below) compared to Greater Melbourne. Specifically, 28.4% of the population in Brimbank left school at Year 10 or below, while 55.7% completed Year 12 or equivalent. This education gap limits employment prospects and opportunities for many individuals, contributing to high levels of unemployment and underemployment. Addressing this challenge requires targeted initiatives to improve access to quality education and skills training programs within the community. Brimbank City Council is committed to ensuring access, equity and participation in education through initiatives like the Sustainability in Schools program and the Brimbank Lifelong Learning Strategy 2024-2029, which aims to remove barriers and improve education levels, including addressing issues like the gender pay gap.
Mental health and wellbeing
Mental health is a significant concern in Brimbank and neighbouring municipalities, with residents reporting lower subjective wellbeing levels than the Victorian average. Council advocates for early intervention, prevention programs, personal development initiatives and assertive outreach services to address mental health challenges. Mental health services in Brimbank are provided by coHealth, a not-for-profit community health service that operates the Mental Health and Wellbeing Local in Brimbank. This service offers mental health support at no charge to individuals over the age of 26 without needing a Medicare card, referral or appointment.
Financial sustainability
Brimbank City Council faces significant economic challenges, including climate change impacts, cost of living pressures, ageing infrastructure, the State Government rate cap and increased landfill levies. Council's total budget for 2024-25 is $264.9 million, with a proposed expenditure of $58.7 million on capital works projects for essential infrastructure and assets. 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 needs. Our advocacy also extends to support for critical projects, such as the Melbourne Airport Rail, Sunshine Station Masterplan, Albion Station rebuild and climate emergency support infrastructure.
Environmental sustainability and climate emergency
Brimbank City Council is faced with challenges when it comes to environmental sustainability and the climate emergency. Council's Sustainability Framework emphasises the importance of addressing waste management, energy consumption and climate change to ensure the long-term environmental wellbeing of the community. Council is actively working to protect the environment, respond to climate change and promote sustainable living practices through programs like Sustainability in Schools, conservation efforts and the Environmentally Sustainable Design (ESD) policy. However, environmental challenges, such as pollution and conservation of biodiversity, remain ongoing concerns.
Engaging with our community
In 2023-2024, Council prioritised engaging with our community. This commitment is reflected in the results of our Community Satisfaction Survey which increased from 55 in 2023 to 74 in 2024.
Milestones included conducting a comprehensive review and update of our Community Engagement Policy through a meaningful engagement process, allowing our community to voice their preferences regarding community engagement in Brimbank.
The Community Engagement Policy aims to encourage community members to participate in civic decision making. In 2023-2024, we conducted 24 community consultations, receiving an impressive 2,585 contributions from 24,817 visitors. These engagements covered a range of important issues, such as the Annual Council Plan Action Plan and Draft Budget for 2024-2025, our Complaints Policy, our RAP, a review of ageing and disability care in Brimbank, our Sunshine Energy Park Vision Plan and our Sports Facility Development Plan.
Another milestone in 2023-2024 was the launch of Brimbank Community Voice, our community panel. Brimbank Community Voice is an example of Council’s commitment to community engagement and partnering with our community to inform Council decision making. Brimbank Community Voice offers community members the opportunity to engage with Council through workshops, surveys, focus groups and more. Over the year, we conducted six workshops and sent four surveys to Brimbank Community Voice members. As a result, members provided feedback 329 times across nine projects.
Elected Members of Council
Grasslands Ward
Cr Victoria Borg
Date elected: 6 November 2020 (returned, previously elected 22 October 2016)
Cr Sarah Branton
Date elected: 6 November 2020
Cr Thuy Dang
Date elected: 6 November 2020
Harvester Ward
Cr Sam David JP
Date elected: 6 November 2020 (returned, previously elected 22 October 2016) Previous terms: March 1997-September 2009
Cr Thomas O’Reilly
Date elected: 30 January 2022 (Harvester Ward's vacancy was filled by Cr O'Reilly after a countback conducted by the Victorian Electoral Commission (VEC) on 23 January 2023)
Cr Jasmine Nguyen
Date elected: 6 November 2020
Horseshoe Bend Ward
Cr Jae Papalia
Date elected: 6 November 2020
(Deputy Mayor elected 17 November 2023-30 June 2024)
Cr Virginia Tachos
Date elected: 6 November 2020 (returned, previously elected 22 October 2016)
Taylors Ward
Cr Ranka Rasic
Date elected: 6 November 2020
(Deputy Mayor elected 1 July 2023-17 November 2023)
(Mayor elected 17 November 2023-30 June 2024)
Cr Maria Kerr
Date elected: 6 November 2020
Cr Bruce Lancashire
Date elected: 6 November 2020 (returned, previously elected 22 October 2016)
(Mayor elected 1 July 2023-17 November 2023)
Volunteering in Brimbank
In 2023-2024, Brimbank City Council had 225 registered volunteers, a slight decrease from the previous year's total of 252. Council is pleased to see an increase in informal and spontaneous volunteering, with over 1,000 residents participating in episodic activities such as environment and climate change projects, beautification projects, community engagements, consultations and cultural celebrations in the past year.
Acknowledging the trend towards short-term and self-oriented roles, Council is exploring flexible program delivery to ensure fairness, equity and access. Volunteers at Brimbank City Council range from ages 19-87, come from 44 different countries and speak 49 languages. The longest-serving volunteer has been with Council for 27 years.
Volunteer roles with Brimbank City Council include, but are not limited to, the community register, planning department, home library service/library services, social support programs, disability network group, Westvale Men’s Shed, L2P Learner Driver Mentor Program, Neighbourhood House Programs and ‘Friends of’ groups.
Council recognises and appreciates the contributions of its volunteers through years of service awards, annual volunteer celebrations, and ongoing training and support.
Highlights of the year
The Council Plan Action Plan contained 109 actions at the end of 2023-2024. 94% of the actions were fully complete, 5% were in progress and one action was deferred.
Achievements
Strategic Direction – People and Community
• Mental health initiatives and research: Commissioned a research project with coHealth to understand mental health issues in Brimbank. Findings shared with stakeholders will inform the 2025-2029 Municipal Public Health and Wellbeing Plan.
• Men's Health Week activities: Delivered a series of events focused on men's mental health, including Men’s Health Day with guest Majak Daw, a reading list, social media campaign, and various sporting and connection opportunities.
• Youth mental health engagement: Received interest from local sports clubs for Youth Mental Health First Aid Training, facilitated mental health programs in schools, and delivered mindfulness and art programs through the Our Place program.
• Inclusive programs and accessibility: Facilitated various programs supporting seniors, people with disabilities and carers, such as no-charge access to gym and swim, inclusive community programs and job showcases for people with disabilities.
• Cultural and artistic engagement: Hosted diverse art and cultural programs, including youth arts workshops, Aboriginal and Torres Strait Islander arts sessions, and street art projects, promoting community engagement and cultural enrichment.
Strategic Direction – Places and Spaces
• Cycling and walking strategy: Significant progress with completed and ongoing projects, including shared user paths on Green Gully Close, Glengala Road and George Street, contributing to a more accessible and active community.
• Environmentally sustainable design (ESD) initiatives: Implementation of the ESD framework in building projects, aiming for net zero emissions by 2030, with notable projects such as Sunshine West Community Centre and Lloyd Reserve upgrades.
• Brimbank Climate Emergency Plan: Key achievements, such as the complete electrification of the West Sunshine Community Centre and ongoing work on the Victorian Climate Resilient Councils program, demonstrate a strong commitment to sustainability and climate resilience.
• Youth services collaboration: Planning of a 2024 Spring/Summer youth activities program with 10 successful activations, providing safe and inclusive spaces for vulnerable youth and increasing awareness of available support services.
• Conservation and biodiversity efforts: Hosting 13 conservation-themed events, developing a new biodiversity strategy, collaborating with ‘Friends of’ groups, and planting 2528 semi-mature street trees, enhancing local biodiversity and community engagement.
Strategic Direction – Opportunity and Prosperity
• Economic and employment development initiatives: Facilitated the inaugural Chinese Business Migrants Meetup in partnership with the Victorian Government's Skilled and Business Migration Program. Co-designed and facilitated a mentoring program specifically for Chinese and Vietnamese business migrants.
• Community engagement and support: Promoted employment programs like Women in Fire-Fighting Careers and the First Nations Mob Tech program. Coordinated and promoted significant events such as Brimbank Careers Week and the All West Job Expo.
• Sunshine and St Albans Initiatives: Renewed the St Albans Marketing and Business Development Special Rate, which provides important financial support for the delivery of the Lunar Festival. Continued to work with the Sunshine Business Association and local businesses to deliver the Enjoy Local activation program and laneway improvements in Mann Place, Sunshine.
• Digital literacy and library programs: Delivered 812 digital literacy sessions to 2,211 participants aged 8-80+, covering various technology skills from basic computer use to advanced coding and cyber safety.
• Tourism and visitor economy strategy: Undertook extensive activities to prepare a new Brimbank visitor economy strategy, including stakeholder workshops, interviews and surveys. Negotiated with ‘Amazing Co’ to develop self-drive experiences in Melbourne’s west and promoted Brimbank events through Western Melbourne Tourism’s marketing channels.
Strategic Direction – Leadership and Governance
• Advocacy successes: The government announced new and improved bus services in Melbourne's west. Funding for the 'Homes for Families' program was extended and funding for three Brimbank schools was increased. Additionally, the Westside Lodge public residential rehabilitation facility was expanded.
• Community satisfaction and performance reporting: Overall satisfaction with Council's performance increased to 70, up by 8% from 2022-2023, as measured by the Statewide Community Satisfaction Survey (CSS).
• Occupational health and safety (OHS) achievements:
Implemented a waste truck sensor initiative nominated for a WorkSafe Award. Progressed the ‘bWell’ Framework for staff health and wellbeing, and established a Wellbeing Committee and Peer Support Network.
Council Plan actions in progress
By 30 June 2024, six Council Plan annual actions were pending completion. An explanation is provided in the table below.
Action | Action status to date |
Continue to install standard and feature lighting as part of public amenity in activity centres to improve perceptions of safety and add to urban amenity. |
Council has awarded the project to install feature lighting in Princess Lane, St Albans. There is a wait time for the lighting elements, and works are due to be completed by September 2024.
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Continue implementation of the Brimbank Creating Better Parks Policy and Plan 2016: • Renewing Kevin Flint Memorial Reserve Flagship Park • Delivering physical activity facilities across Brimbank in several parks • Delivering path upgrades, new playgrounds, new BBQ and park furniture, and extensive tree planting in Station Waters Reserve, Cairnlea • Upgrading three existing playgrounds in Shearwater Meadow, Cairnlea; Simmie Street, Sunshine West; Bellara Crescent Reserve, Kealba; and Larissa Reserve, St Albans • Constructing a new circuit path at Keilor Downs Recreational Reserve • Constructing a dog off-leash reserve in Delahey
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Completed the following works: • Moorland Park Fitness Stations (Cairnlea) • Shearwater Meadow Playground (Cairnlea) • Station Waters Reserve paths, playgrounds, BBQ, park furniture and tree planting (Cairnlea) • Bellara Crescent Reserve Playground (Kealba) • Keilor Downs Recreational Reserve circuit path (Keilor Downs) • Kings Park Reserve Netball Court (Kings Park) • Simmie Street Playground (Sunshine West)
Delays in the tender process for Kevin Flint Memorial Reserve and permit approvals for the Delahey Enclosed Off-leash Dog Park means the following projects are now budgeted for delivery in 2024-2025: • Kevin Flint Memorial Reserve Flagship Park, Cairnlea - works are awarded and due to commence in August 2024 • Larissa Reserve Neighbourhood Park, St Albans - this project is in the planning approvals phase and will be delivered in 2024-2025 • Delahey Dog Off Leash Reserve, Delahey - currently in planning permit approval phase. Redesign of concept was required due to discovering previously unidentified native vegetation on site. The project will be delivered in 2024.
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Action | Action status to date |
Deliver on the Sydenham Park Master Plan 2020: • Complete staged works to create visitor amenity through wayfinding signage, walking trails, shared paths and park information • Commence restoration works to Robinson’s Homestead
• Undertake a feasibility study to inform restoration of the Sydenham Park shearing shed |
Progressed the following: • Sydenham Park Stage 1 trails and rest area works. Park signage for Stage 1 is expected to be delivered in August 2024, following Wurundjeri approval • Kings Road extension trail design is underway. Works to construct are proposed for 2025-2026 , subject to budget approval • Confluence trail design is underway. Construction of some minor sections of track are complete to address drainage and scouring • Submitted a Heritage Victoria and Planning application to modify Robertson's Homestead. Heritage Victoria have approved modifications (with conditions). Planning approval has been received and a contract for works has been awarded. The building permit is due in July 2024, after which site works commence. • Completed repairs to the Robertson's Homestead shearing shed to protect internal and external elements from the elements • Sydenham Park Stage 1 signage fabrication was paused to allow incorporation of the park’s new name. This has delayed the signage installation to the first quarter of the 2024-2025 financial year
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Develop an annual workforce action plan to support the implementation of the Strategic Workforce Plan. |
A number of activities were completed this quarter to support and inform development of Council’s Strategic Workforce Plan. These included: • Establishment of an inter-Council working group for benchmarking and workforce process comparison • Initial development of a ‘People Metrics’ management dashboard to inform workforce planning
The project has been impacted by a gap between datasets that inform the current workforce profile and reporting of people metrics.
Work to complete the dashboard and final Strategic Workforce Plan is prioritised for 2024-2025.
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Deliver on the actions of the Diversity, Equity and Inclusion (DEI) Strategic Plan and develop an action plan based on a staff survey of inclusivity. |
Development of the DEI Action Plan is due for completion in September 2024.
Staff vacancies and the need to confirm staff accountabilities for different community-based or internal actions impacted the finalisation of the Action Plan. Staff consultation regarding DEI capacity and capability is almost complete.
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Action | Action status to date |
Develop and implement a compliance management framework, including a compliance management system designed to allow the monitoring and reporting of key legal and regulatory obligations and controls to the executive team and to Council’s Audit and Risk Committee. |
The Compliance Management Framework is in place and provides a structured approach to ensuring adherence to relevant regulations and standards.
The procurement process for the compliance management system is in final stages. Once fully implemented, the system will enhance Council's ability to monitor, manage and report on compliance activities to a high standard.
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2024 Community Satisfaction Survey
In the 2023-2024 financial year, Brimbank City Council conducted its annual Community Satisfaction Survey (CSS). This year, face-to-face interviews were conducted by a new provider, replacing the previous telephone interviews. The survey included 600 face-to-face interviews conducted every quarter and compared the results with those of eight other metropolitan councils as well as the Governing Melbourne Survey, which involved 1,000 residents across Melbourne.
The 2023-2024 survey methodology differed significantly from the previous year's 400 telephone surveys. The change aimed to improve participant representation by including diverse ethnicities, age profiles and other characteristics.
The participant demographics included:
Gender: 53% male, 46% female, 1% non-binary
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Age groupings: Deliberate alignment with Brimbank age cohorts, with most participants having resided in Brimbank for over 10 years.
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Language: 51% multi-lingual, 49% English, with Vietnamese, Maltese, Tagalog, Greek and Italian being the top non-English languages.
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Household composition: 52% own their home, 16% with a mortgage, 30% renting and 2% other/not stated.
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Performance area | 2024 score | 2023 score | Change | Comments |
Overall performance | 70 | 62 | +8 | Highest satisfaction score since 2011. |
Governance and leadership | 71 | 57 | +14 | Surpassed Western Region and Melbourne Metro averages. |
Community consultation and engagement | 74 | 55 | +19 | Significant improvement. |
Customer service | 75 | 70 | +5 | Consistently high satisfaction. |
Planning for population growth | 72 | 74 | -2 | Slight decrease, still comparable to regional averages. |
Lobbying and advocacy | 71 | 57 | +14 | Significant increase. |
Value for rates | 67 | 57 | +10 | Improvement in perceived value for rates. |
Trust and confidence* | 71 | - | N/A | Introduced in 2024, indicating high level of trust and confidence in Council. |
Council services and facilities* | 77 | - | N/A | High satisfaction in services like libraries, waste management and leisure facilities. |
This table summarises the key findings.
* Questions not asked in previous years' surveys, therefore there is no comparative data.
In the 2023-2024 CSS, respondents were asked to name the top three issues they believed were most important for people living in Brimbank at the present time. More than half (51%) of the 600 surveyed respondents nominated at least one issue that they felt needed to be addressed.
Top 10 issues to address in Brimbank | |
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1. Safety, policing, crime | 2. Traffic management |
3. Road maintenance and repairs | 4. Parks, gardens and open spaces |
5. Footpath maintenance and repairs | 6. Parking |
7. Provision and maintenance of street trees | 8. Rubbish and waste collection issues |
9. Cleanliness and maintenance of area | 10. Council rates |
Comparisons and observations |
• Higher satisfaction: Young adults (18-34 years), females, multilingual households, newer residents (less than five years), part-time/casual employment and students showed higher than average satisfaction. |
• Lower satisfaction: Middle-aged adults (45-59 years), people who had contacted Council in the last 12 months, households where people identified as having a disability and mortgage holders showed lower than average satisfaction. |
• Perceptions of safety: Participants aged 75+ felt safer, while females and participants from multilingual households felt less safe walking alone at night. |
The 2023-2024 CSS indicates a positive trend in overall community satisfaction with Brimbank City Council. Significant improvements in governance, community engagement, and specific service areas like libraries and public maintenance reflect Council's effective response to community needs. However, gaps in critical areas such as local streets, footpaths and community decisions highlight ongoing challenges that require targeted efforts to enhance service delivery and address community concerns.
Council's continued focus on these areas, along with maintaining transparent communication and engagement with residents, will be crucial for sustaining and further improving community satisfaction.
The full detailed report for the 2023-2024 Brimbank City Council Community Satisfaction can be viewed on Council's website.
FEATURE: yaluk barring park
In 2023, Geographic Naming Victoria endorsed and gazetted yaluk barring park as the new official name for the former Sydenham Park located in Keilor North. The park spans 231 hectares and includes grasslands and river valleys, situated at the meeting point of Jackson Creek, Deep Creek and the Maribyrnong River. It holds cultural significance as it contains numerous Aboriginal archaeological sites.
At the March 2024 Council meeting, Council officially approved the name 'yaluk barring park', which translates to 'river trail' in the Woi-wurrung language of the Wurundjeri people, as the preferred new name for Sydenham Park.
In November 2023, Council sought community input on a new name from a list of three names provided by Wurundjeri. Of the 164 responses received, 64.4% supported the Woi-wurrung name, ‘yaluk barring park’.
The Wurundjeri Woi-wurrung Cultural Heritage Aboriginal Corporation expressed satisfaction with the outcome, recognising Council's active involvement and collaboration in the renaming process, including the consideration of names with cultural importance to the Wurundjeri people.
Advocacy and stakeholder relations
Brimbank City Council focused on advocating for community needs and achieved significant government investments in 2023-2024. Council engaged with decision-makers and community groups through various events and forums, holding formal meetings with Members of Parliament and collaborating with partner organisations.
Advocacy Plan 2023-2025
The Brimbank Advocacy Plan 2023-2025 was adopted at a Council meeting on 19 September 2023. It outlines Council’s key advocacy priorities and seeks partnerships to deliver projects and infrastructure for the community, aligned with Council Plan Strategic Directions.
Advocacy Priorities
Gold | Transforming Brimbank |
Gold | Mental health |
Silver | Road infrastructure |
Silver | Climate emergency |
Bronze | Addressing unemployment |
Bronze | Housing and homelessness |
Maintain Influence | Melbourne Airport third runway |
Maintain Influence | Gambling harm |
Maintain Influence | Major parks |
Maintain Influence | Libraries |
Transforming Brimbank
Melbourne Airport Rail: After intense advocacy efforts, the Australian Government committed to funding the construction of the Melbourne Airport Rail in November 2023. However, a disagreement over the airport station's location caused a four-year delay. Following independent mediation, the airport operator compromised on an above-ground station. Now, Council is advocating for the Victorian Government to reconsider the delay in the project timeline.
Sunshine Superhub: As part of the mediation process, it was recommended that work continue at Sunshine Station to transform it into a major transport hub. Council is advocating for the development of the Sunshine Precinct and the rebuilding of Albion Station as the first stage of the Melbourne Airport Rail project.
Albion Quarter Structure Plan: The Victorian Government released the Albion Quarter Structure Plan discussion paper in May 2024. The plan aims to transition the area around Albion Station from industrial-focused businesses to supporting new jobs, innovation and services. It also includes provisions for new residential dwellings near public and active transport services, acknowledging the industrial heritage of the area.
Fix the Calder Campaign
In response to the Australian Government’s withdrawal of $50 million for Calder Freeway upgrades, Council escalated the ’Fix the Calder’ campaign. Visibility of this issue was increased through a campaign that directed community members to a web page to email the responsible ministers, calling for action. Brimbank led a joint advocacy initiative on behalf of the nine-member Councils of the Calder Highway Improvement Committee, resulting in the production of an advocacy brochure titled ‘Improving the Calder Highway’. The brochure was launched at a community event in April 2024, attended by several MPs and received significant media coverage.
Melbourne Airport third runway
Council has been meeting with Members of Parliament to discuss concerns about the potential health impacts of Melbourne Airport's third. The Australian Government released its Aviation Green Paper in September 2023 to inform the preparation of the Aviation White Paper (release 2024), sets the policy direction for Australia's aviation sector until 2050. Council endorsed a submission to this Green Paper at a meeting in November 2023, emphasising the need for the government to prioritise the health and wellbeing of communities impacted by aircraft noise.
In February 2024, the aircraft noise impact and mitigation issues were referred to the Australian Parliament's Rural and Regional Affairs and Transport References Committee for inquiry and a report, due by October 8, 2024. The Senate Inquiry into Aircraft Noise will consider the effects of aircraft noise on residents' wellbeing and small businesses, as well as proposals for mitigation and limitation of aircraft noise, barriers to mitigation and other related matters, council also prepared a submission into this enquiry.
Gambling reform
The City of Brimbank experiences the highest levels of electronic gaming machine (EGM) harm of any Victorian municipality, with EGM losses over $157.7 million in 2023-2024. The Victorian Government announced reforms to address this, including increasing the daily closing period of gaming floors, aligning closure times across the state, implementing mandatory pre-commitment limits, reducing the load limit on EGMs and slowing the spin rate of all new EGMs. These reforms address Council's advocacy asks and were the result of extensive efforts from local MPs and advocacy organisations.
LeadWest initiatives
Administered by Brimbank City Council, LeadWest is an advocacy alliance representing Melbourne’s western councils of Brimbank, Hobsons Bay, Maribyrnong, Melton and Wyndham. The organisation represents over 917,000 residents and focuses on strengthening local economies, supporting sustainable population growth, improving transport connectivity and scaling up community services. LeadWest's recent advocacy campaign, ’Better Buses for Melbourne’s West‘, resulted in the Victorian Government's $61.2 million investment into new and improved bus services in the area.
2023-2024 advocacy highlights (infographic)
Advocacy Plan and government engagement • Endorsement of the new Brimbank Advocacy Plan 2023-2025 • Production of two brochures outlining funding priorities ahead of the 2024-2025 State and Federal Budgets • 17 meetings with parliamentarians, including a meeting with the then Deputy Premier Jacinta Allan (now Premier) • Reforms to electronic gaming machine operations in pubs and clubs • Roundtable discussion with Deputy Leader of the State Opposition David Southwick, State Shadow Treasurer Brad Rowswell and MP Trung Luu • Council’s participation in the October 2023 Municipal Association of Victoria (MAV) State Council Meeting • Submission to the Australian Government’s Aviation Green Paper • Escalation of Council's Fix the Calder campaign and launch of the ‘Improving the Calder Highway’ advocacy brochure • Submission of three successful motions at the May 2024 MAV State Council Meeting
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Major investments and funding • The Victorian Government selected Brimbank for funding under the $210 million Safe Local Roads and Streets program • Australian Government’s re-commitment to provide $5 billion for the construction of the Melbourne Airport Rail (MAR) • Victorian Government’s announcement of new bus services and a $61.2 million investment for Melbourne’s west • Australian Government’s decision to provide $73 million to extend funding for equal remuneration supplementation for homelessness services • Brimbank’s increased funding allocation under the ‘Roads to Recovery’ program • Extension of funding for the ‘Homes for Families’ program • More funding for three Brimbank schools • Independent mediator’s recommendation for the State and Federal Governments to progress the development of the Sunshine Precinct
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Infrastructure and development projects • Construction of the (MAR) • Development of the Sunshine Precinct • Fixing the Calder Freeway • Opening of the first stage of Sydenham Park to the public • Release of the Albion Quarter Structure Plan discussion paper. • Expansion of the Westside Lodge public residential rehabilitation facility |
Environmental and health initiatives • Opening of a new mental health and wellbeing centre in Sunshine • Launch of Phase 4 of the ‘More Trees for a Cooler, Greener West’ program • Two successful grant applications for funding to revegetate land to protect Brimbank’s waterways and wildlife • Minister for Climate Change and Energy visit promoting the ‘Solar for Apartments’ program • LeadWest initiative advocating for a better bus network in Melbourne’s west • Initiation of the Jobs Victoria Mentors program targeting over 4,000 residents • Fast-tracking the rollout of mental health social inclusion action groups to all local government associations
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Community and social services • Participation in the October 2023 MAV State Council Meeting advocating for more funding to address homelessness and facilitate affordable housing • Launch of the Jobs Victoria Mentors program • Extension of the ‘Homes for Families’ program • Increased funding for three Brimbank schools
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Awards
Western Rainbow Awards
On Friday 6 October 2023, Brimbank City Council won five awards at the Western Rainbow Awards, recognising dedication to creating an inclusive, safe and empowering space for the LGBTQIA+ community in the Western Metropolitan Region. The awards included recognition for youth-focused initiatives, leading change, outstanding individual contributions and innovative programs supporting LGBTQIA+ students. Congratulations to all involved!
Premier’s Sustainability Awards
Council was awarded at the 2023 Premier’s Sustainability Awards. The Brimbank Aquatic and Wellness Centre (BAWC) won the Community Champion Award for its sustainable initiatives. My Smart Garden, a collaboration between 11 councils, including Brimbank, won in the Thriving Environment category. The Premier’s Sustainability Awards, now in its 21st year, recognises efforts towards a sustainable future in Victoria.
LGPro Awards for Excellence
On Thursday 2 May, the LGPro 2024 Annual Conference Awards Dinner was held at the Melbourne Cricket Ground. The BAWC won the LGPro Award for Excellence in the category of Community Assets & Infrastructure Initiative for their holistic approach and sustainability. The Community Strengthening and Social Planning team also received a high commendation for their work on the Brimbank Disability Action Plan Co-Design.
Victoria Australian Institute of Landscape Architects 2023 Annual Awards
At the annual Victorian AILA awards on Friday 14 July 2023, Council won two Landscape Architecture awards for the Cary Street Nature Escape Pocket Park in Sunshine North and the Creating Streets for People policy. The jury praised the park's thoughtful transformation of urban spaces and the policy's holistic consideration of current issues. It was an exciting night for the Urban Design staff attending the Awards.
Design Award at the National Sports and Physical Activity Convention
Brimbank City Council and Williams Ross Architects received the Sports and Leisure Facility Design Award for the innovative BAWC at the National Sports and Physical Activity Convention. They were also shortlisted for other awards related to social value, marketing and climate change.
Economic Development Australia (EDA) – Awards for Excellence 2023
Brimbank City Council's pilot Brimbank Investment Attraction Plan for Business Migrants with CALD Background won an EDA Award for Excellence in the Economic Development Equity, Diversity & Inclusion Category on August 23 2023. The announcement was made at the National Awards Gala, part of the National Economic Development Conference 2023 (NEDC23) in Karratha, Western Australia. Peter Forbes, Coordinator of Economic Development, and Phillip Phan, Senior Economic Development Officer, accepted the award.
Cities Power Partnership (CPP) Climate Awards
The BAWC won the Energy Efficiency Award at the CPP Climate Awards on Thursday 7 September 2023. The Climate Council’s CPP is Australia’s largest network of local councils leading the way to a thriving, zero emissions future. The partnership is made up of over 165 councils from across the country, representing almost 65% of the Australian population. CPP hosted the Climate Summit for Local Government, bringing together representatives from councils across the country to identify key opportunities, inform practical actions and inspire innovative climate action. As part of the summit, the 5th Annual CPP Climate Awards were held, which recognises outstanding council-led initiatives from around the country. The project will now be showcased in a special edition of the Economic Development Australia Journal. Council officers have also been invited to share details of their award-winning project at a national webinar in 2024.
2023 Parks and Leisure Australia National Awards
At the Joint Parks and Leisure Australia & World Urban Parks International Congress in Adelaide, the BAWC won the Community Facility of the Year and Environmental Stewardship Awards.
Aquatics Recreation Victoria Industry Gala Awards
Brimbank Leisure was nominated for 11 categories at the Aquatics Recreation Victoria (ARV) Industry Gala Awards on 21 June 2024. The awards celebrate achievements and success of the Victorian Aquatics and Recreation Industry in 2023. Brimbank Leisure won awards for Facility Management of the Year (Large) and Health Club Award at the BAWC. Staff member Fitim Bekiri also received the Personal Trainer/Gym Instructor Award. These awards acknowledge the vision of Council and the hard work of all involved.
2024 We Are Brimbank Awards
Citizen of the Year Winner: Aunty Jean
The Citizen of the Year is someone whose exceptional dedication, selflessness and leadership has made a profound impact in Brimbank, embodies the spirit of community, has worked tirelessly to improve the lives of others, uplift our neighbourhoods and foster a sense of unity and belonging.
Aunty Jean’s dedication to enriching the arts scene, preserving Aboriginal cultural heritage and showcasing Brimbank as a vibrant community reflects her exceptional commitment to community service.
Young Citizen of the Year Winner: Alicia Gec
The Young Citizen of the Year is a remarkable young citizen who inspires all with their passion and commitment to creating a brighter future for Brimbank.
As a participant in the Brimbank Youth Council, Western Bulldogs Bark program, recipient of the Duke of Edinburgh International Award and Junior Lord Mayor of Melbourne 2020-2021, Alicia is focused on creating a bright future for other young people in Brimbank.
Arts, Culture or Tourism Award Winner: Ross Morfea
This award category recognises and celebrates the fantastic projects, events, groups or businesses that showcase and develop our communities’ rich cultural fabric.
As Secretary of the St Albans Business Association, Ross has managed the St Albans Lunar Festival on a voluntary basis for 25 years. He is passionate about using the Festival to increase community pride and bring our multicultural community together.
Community Engagement Award Winner: Duke Street Community House
This award category acknowledges and celebrates remarkable projects, events, groups or businesses that have made a significant contribution towards fostering a welcoming, engaging and interconnected community.
For over 50 years, Duke Street Community House has been a place of learning, support and friendship for some of our most disengaged, disadvantaged and vulnerable community members.
Environment or Sustainability Award Winner: Ardeer South Primary School
This award category acknowledges and celebrates remarkable projects, events, groups or businesses that have motivated residents to actively contribute to and preserve our environment for the benefit of future generations.
Ardeer South Primary School has embedded sustainability education in their curriculum and empowered the students to become environmental stewards both within and outside the school grounds.
Sports and Wellbeing Award Winner: Keilor Sports Club
This award celebrates those who have made significant contributions to enhancing physical activity, mental health and overall wellbeing in our community. Whether they’re championing youth sports, organising fitness programs or advocating for inclusive recreational opportunities, we want to recognise their positive impact.
The Keilor Gift is one of many welcoming, safe, supportive and inclusive activities the Keilor Sports Club organises and delivers. These events create opportunities for volunteers and social interactions while encouraging physical activity and community wellbeing.
Community Group of the Year Winner: Vietnamese Families with Special Needs Inc.
This award is for a remarkable community group that has demonstrated outstanding dedication and service, leaving a positive impact on the lives of Brimbank residents. This could be through organising events, providing essential services or championing initiatives that have brought the community together.
This volunteer organisation helps families overcome barriers to accessing services and support and provides social opportunities through meaningful interactions.
Financial summary
The 2023-2024 financial year results reflect Council’s ongoing commitment to financial and infrastructure sustainability as outlined in Council’s Long Term Financial Plan.
Council’s financial position continues to remain sound. Detailed information relating to Council’s financial performance is included within the Financial Statements and Performance Statement sections of this report.
Council manages over $2.73 billion dollars in assets. These comprise land, building and other infrastructure assets such as roads, footpaths and bike paths, and drainage.
Operating position
Council achieved a surplus of $3.04 million in 2023-2024. This surplus compares unfavourably to the budgeted surplus of $8.04 million. The adjusted underlying result of Council, after removing non-recurrent capital grants, cash capital contributions and non- monetary capital contributions, is a deficit of $14.9 million. Sustaining an adjusted underlying surplus is a critical financial strategy that provides capacity to renew the $2.73 billion of community assets under Council’s control and build new infrastructure to meet the expectations of our growing community.
Liquidity
The working capital ratio, which assesses Council’s ability to meet current commitments, is calculated by measuring Council’s current assets as a percentage of current liabilities. Council’s result of 216.10% is an indicator of a satisfactory financial position and is in line with the expected target band of 100-400%.
Obligations
Council aims to ensure that it is able to maintain its infrastructure assets at the expected levels, while at the same time continuing to deliver the services needed by the community.
At the end of the 2023-2024 year, Council’s debt ratio, which is measured by comparing interest bearing loans and borrowings to rate revenue, was 47%. The 2023-2024 result is in line with last year’s result as borrowings have been similar to repayments which was within the expected target band of 0-70%.
Council’s asset renewal and upgrade ratio, which is measured by comparing asset renewal and upgrade expenditure to depreciation, was 56%, which is in the expected target band of 40-130%.
Stability and efficiency
Council raises a wide range of revenues including rates, user fees, fines, grants and contributions. Despite this, Council’s rates concentration, which compares rate revenue to adjusted underlying revenue, was 71% for the 2023-2024 year, which is towards the top end of the expected target band of 30-80%. The average residential rate per residential assessment was $1,777, which compares favourably to similar councils in the outer metropolitan area.
Economic factors
Rate capping The Victorian Government imposed a rate cap on all Victorian councils of 3.5% for the 2023-2024 year.
State Government waste levy The State Government waste levy increased by 4% in 2023-2024.
Labour cost increases Wage inflation rates for the 2023-2024 year were as per the Council Enterprise Bargaining Agreement (EBA 9).
Capital Works Program 2023-2024
There were 189 projects funded by an adopted budget of $72.4 million in the 2023-2024 Capital Works Program.
This financial year, Council completed 143 capital works projects with a total value of
$55.4 million. This represents 77% by value of the total 2023-2024 program.
There continued to be a significant impact on the delivery of projects due to supply chain issues on vehicles, delays in obtaining approvals from external authorities for cycle paths, and protracted delays in securing relevant approvals for native grasses and cultural heritage protections.
The Capital Works Program represents a major investment in providing the Brimbank community with new infrastructure and renewal of existing infrastructure.
Table 1.0 below summarises the total expenditure for each asset class.
Capital works summary
Capital works | $’000s |
Sports facilities | 11,437 |
Community facilities | 2,432 |
Playground, parks & gardens | 5,736 |
Bike paths & shared paths | 1,491 |
Town Centres | 680 |
Land rehabilitation | 102 |
Road works | 22,787 |
Footpaths | 3,417 |
Traffic management | 1,089 |
Stormwater drainage | 917 |
Municipal facilities | 27 |
Plant & equipment | 5,349 |
Total | 55,465 |
Table 1.0 | Actual expenditure as of June 30 2024
Capital Works Highlights
Sports facilities | $’000s |
Rolling sportsground reconstruction program Annual sportsground reconstruction program including drainage, irrigation, players benches, goal posts, on-site storage, fencing and surface works including forward design for following year. 2023-2024 sites: Ardeer Soccer
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1,432 |
Lloyd Reserve, Sunshine - soccer/ cricket pavilion upgrade Soccer/ cricket Pavilion upgrade including car parking |
2,621 |
Female sports facilities upgrades - Robert Bruce Reserve, Deer Park Rolling program to increase equity, access and opportunities for existing and emerging female participants and officials in sport and active recreation. 2023-2024 sites: Keilor Park Oval 2 |
1,791 |
Dempster Park, Sunshine North- tennis pavilion upgrade Tennis pavilion change room and toilets upgrade. |
866 |
Sunshine Leisure Centre, Sunshine - upgrade and renewal works Ongoing annual upgrade and renewal works. Replacement of outdoor pool liner and refurbishment of outdoor pool change rooms - commenced construction |
473 |
Community facilities | $’000s | |||
Community facilities access for all upgrade program Rolling program to upgrade community facilities to ensure that everyone can use them as identified in the Community Services and Infrastructure Plan (CSIP). 2023-2024 sites: Overnewton Gatehouse, Sydenham Kindergarten. |
404 | |||
Various children's service facilities - playground upgrade program Replace non-compliant playground equipment in Council's children’s facilities and bring all playgrounds into compliance with relevant regulations as identified in the Community Services and Infrastructure Plan. 2023- 2024 sites: Orama Street Children's Centre, Remus Way Child Care Centre |
393 | |||
Community Services and Infrastructure Plan Implementation 2023-2024 sites: Orama Street Children's Centre, Deer Park Senior Citi entre, Over newton Gatehouse, South Sunshine Kindergarten, St Albans North Kindergarten |
54 | |||
Playgrounds, parks & gardens | $’000s | |||
Sydenham Park, Keilor North- scenic recreational park Implementation of the Sydenham Park Master Plan |
926 | |||
Neighbourhood Park upgrades Shearwater Meadow, Cairnlea, Simmie Street, Sunshine West, Bellara Crescent, Kealba. |
473 | |||
Suburban park upgrade Station Waters Reserve, Cairnlea | 1,117 | |||
Flagship Park renewal program Delivery of Kevin Flint Memorial Reserve | 433 | |||
Physical activity facilities Construct sports facilities in parks, including basketball courts, football/soccer goals, climbing/ parkour equipment etc., as per ongoing requests by community |
302 | |||
Bike paths & shared paths | $’000s |
Local cycle route connection program – “off-road” Bicycle route (on-road & off-road) along Willis Street, across Victoria University of Technology Land to existing shared user path connecting to McKechnie Street in St Albans |
331 |
Creating Streets for People Implementation Deliver improved walking and cycling outcomes within streetscape projects to ensure streetscape upgrades are in accordance with the Creating Streets for People Policy |
242 |
Taylors Lakes Easement shared user path Construction of circuit path, including installation of a 2.5 metre concrete circuit path and line marking. |
236 |
Simmie Street, Sunshine West New shared user path from Robertson’s Road to Melton Highway |
167 |
Green Gully Reserve - Green Gully Close to Denbigh Court Extension of shared user path from Green Gully Close to Denbigh Court, Green Gully Reserve, Keilor Downs. Concrete circuit path and line marking. |
178 |
Town centres | $’000s |
Town centre lighting strategy Review of lighting levels in the town centres and implementation plan to achieve recommended levels for safety and amenity. |
125 |
West Sunshine 20-minute neighbourhood Improvements to Glengala Road to improve pedestrian and cycling safety and amenity and improve the public realm. |
251 |
Various facilities - public art projects Creation of public art projects at various locations. |
151 |
Our People
Our values
At Brimbank, all our roles impact and support the diverse needs of our community. Our values and behaviours demonstrate what is important to us.
We act with integrity
I take pride in my work and commit to serving our community. | I am honest, transparent and accountable in all that I do.
We find better ways
I am committed to the safety and wellbeing of myself, my co-workers and our community | I strive to achieve the best outcomes for our community. | I am open and curious about new ideas and ways of working.
We are respectful
I value diversity, fairness and equity. | I demonstrate empathy and compassion.
We work together
I support and encourage others. | I find opportunities to connect with others and celebrate wins.
Executive Leadership Team management as of 30 June 2024
Fiona Blair CEO
Fiona was appointed CEO of Brimbank City Council in January 2022. She is a highly regarded leader in local and state government with 18 years’ experience as a senior executive. Her skills and experience span across a range of areas including community, infrastructure, transport, enforcement and operations services.
Fiona is committed to making a difference, developing people and delivering high-quality services and infrastructure to the Brimbank community. She is passionate about building a customer-focused culture that will serve the Brimbank community now and into the future.
Masters of Business Administration. Fiona is an Australian and New Zealand School of Government Executive Fellows program graduate and has completed the Australian Institute of Company Directors course.
Kelvin Walsh
Director, City Futures
Kelvin is an experienced director, who has worked in fields including planning, urban design, business development and place-making in Australia and overseas. He has varied experience in local and state government and the private sector.
Kelvin commenced with Brimbank City Council in May 2018 and his brief is to create a great place where people want to live, raise their families and participate in active community life. Kelvin has a passion for the west, particularly Brimbank and its exciting transformation.
Bachelor of Applied Science (Planning), Bachelor of Architecture (Honours), Master of Metropolis (Architecture and Urban Culture), Executive Master of Public Administration, Graduate of the Australian Institute of Company Directors.
Lynley Dumble
Director, Community Wellbeing
Lynley is an experienced local government professional who has worked in Melbourne’s west for over 20 years. Her areas of focus have included social policy analysis and development, public health research, community engagement, strategic advocacy, community infrastructure planning, family, youth and children services, arts and cultural development, stakeholder management and community capacity building programs.
Lynley commenced with Brimbank City Council in August 2016 and was appointed Director Community Wellbeing in December 2020.
Master of Public Health, Diploma of Applied Science, Graduate Diploma Health Promotion and Education.
Georgie Hill
Director, People Partnerships and Performance
Georgie is passionate about making a difference in communities across Melbourne’s western suburbs. She has extensive leadership experience across local and state governments and not-for-profit sectors. Over the last 20 years, Georgie has worked across a range of portfolios with a focus on policy development and implementation, program delivery, service and infrastructure planning, relationship and stakeholder management, governance and change management.
Georgie is responsible for leading Council’s strategic advocacy, communications and community engagement, governance and risk, customer experience and corporate performance, and the people, culture and wellbeing function.
Georgie commenced at Brimbank City Council in July 2022 as Director Advocacy, Partnership and Community Engagement.
Bachelor of Arts, Graduate Certificate in Policy and Human Services, Australian Institute of Company Directors course.
Chris Leivers
Director, Infrastructure and City Services
Chris brings a wealth of experience in community services, infrastructure and major projects, having held senior leadership roles in local government for many years. Chris has previously served as Interim CEO at Yarra City Council, Director Infrastructure and Environment, and Director Community Wellbeing. He has over 20 years' experience in local government, with the majority of that time in senior leadership roles and understands the vital role councils play in responding to the unique needs of the local community.
Chris joined Brimbank City Council in May 2023, having previously worked at Yarra, Merri-bek and Maribyrnong Councils, amongst others.
Chris is responsible for leading the Infrastructure and City Services Division to provide facilities and services to ensure the safety and amenity of Brimbank, managing an asset portfolio of valued in excess of $2.7 billion, including buildings, streets, footpaths, drains and other civil infrastructure, parks, places, equipment and more.
Bachelor of Arts/Recreation, Post Graduate qualifications in Community Development, Graduate of the Australian Institute of Company Directors, the LGPro Executive Leadership program and the Institute of Public Administration Integrity and Ethical Leadership program. Chris is also a three-term Board Member of Local Government Professionals Victoria and has served on the Executive as Secretary and Treasurer during that time.
Mark Stoermer
Director, Corporate Services
Over his 40-year career, Mark has worked in finance, accounting, IT and local government. He has been a CEO at two shires and recently came to Brimbank from the Wyndham City Council where he held a similar role.
Mark is passionate about local government and the direct impact it has on our community. As a recent addition to the Executive Team and as an internal service provider, he is keen to build a customer focused Corporate Services team that supports the organisation in delivering services to the community.
Bachelor of Arts University of California at Berkeley, Master of Business Administration, Leonard Stern School of Business at New York University.
Major change
Changes in aged care and disability services
Brimbank City Council approved significant changes to its role in providing aged care and disability services during the June Council meeting. This decision is in line with the ongoing reforms in the aged care sector by the Commonwealth Government. The key resolutions include:
• Introduction of new support services: Council now offers community connector and service navigation, sector stewardship, community capacity building, health and wellbeing social connections, and complementary transport services.
• Transition of Commonwealth Home Support Programme (CHSP) and Home and Community Care (HACC) Program for Younger People (PYP): Services such as delivered meals, home/property maintenance and modifications, social support group, individual social support, centre-based respite, domestic assistance, personal care, assessments and community transport will be transitioned to other providers.
These changes allow Council to reallocate resources to services in line with community needs and priorities, supporting residents in living and ageing well in Brimbank. The areas of focus will be seniors programming, carers support programs, transport services, navigation, community connection, sector stewardship, community capacity building, and health and wellbeing social connections. Additionally, a new national single assessment system will streamline access to funded aged care services. Effective from 1 July 2024, Brimbank City Council no longer provides aged care assessments, which will be handled by appointed service providers.
Changes to the Brimbank electoral structure
Brimbank City Council's electoral structure will shift to a single-member ward format, subdividing the municipality into 11 wards, each represented by one councillor, resulting in a total of 11 councillors. This new structure will be established before the October 2024 local government elections.
Organisational realignment
In November 2023, Brimbank City Council undertook an organisational realignment to enhance its operational efficiency. This involved establishing a new Corporate Services Division and adjusting responsibilities and roles within various directorates to position the organisation for future success and improve service delivery to the community.
Municipal monitors
On 13 February 2024, the Minister for Local Government, the Hon Melissa Horne MP, announced that two municipal monitors had been appointed to Brimbank City Council under section 179 of the Local Government Act 2020.
The monitors are working with Council to help us better understand our role, improve our performance and serve the best interests of the community. The monitors have been appointed for a period of 10 months until 31 December 2024.
A terms of reference of the appointment of the municipal monitors and contact information can be found on our website at: www.brimbank.vic.gov.au/about-council/your-council/municipal-monitors
Organisation structure of 30 June 2024
Workforce profile
As of 30 June 2024, Council employed 1,489 people (838 full-time equivalent or FTE), an increase of 11 FTE staff from 2022-2023, or 1.3%.
FTE is made up of 1489 employees. The headcount composition has seen a decrease in part-time employees and a slight increase in full-time employees, with a significant increase in casual employees.
The organisation's age profile has stabilised. For the second year running, 45% of Council’s workforce is over 45. The average age of employees has also remained similar at 42.8. Gender also remains consistent with previous years, with Council employing more women than men at a 55%-45% split.
Brimbank total employment status
Status | 2022-2023 | 2023-2024 |
Casual | 395 | 470 |
Full-time | 649 | 659 |
Part-time | 392 | 360 |
Total | 1436 | 1489 |
Employees by age group
Age group | Female | Male | Total 2024 |
< 21 | 76 | 80 | 156 |
21-25 | 73 | 79 | 152 |
26-30 | 58 | 48 | 106 |
31-35 | 74 | 48 | 122 |
36-40 | 87 | 47 | 134 |
41-45 | 92 | 55 | 147 |
46-50 | 73 | 76 | 149 |
51-55 | 93 | 61 | 154 |
56-60 | 79 | 60 | 139 |
≥ 61 | 100 | 130 | 230 |
Total | 805 | 684 | 1489 |
Employees by division and employment status
Directorate | Status | Female | Male | Total |
CEO Office | Full-time | 2 | 0 | 2 |
Part-time | 1 | 0 | 1
| |
Casual | 0 | 0 | 0 | |
City Futures | Full-time | 55 | 46 | 101 |
Part-time | 43 | 62 | 105 | |
Casual | 9 | 14 | 23 | |
Community Wellbeing | Full-time | 119 | 44 | 163 |
Part-time | 170 | 42 | 212 | |
Casual | 250 | 196 | 446 | |
Infrastructure and City Services | Full-time | 40 | 226 | 266 |
Part-time | 4 | 4 | 8 | |
Casual | 0 | 0 | 0 | |
Corporate Services | Full-time | 31 | 32 | 63 |
Part-time | 1 | 1 | ||
Casual | 0 | 0 | 0 | |
People Partnerships and Performance | Full-time | 56 | 13 | 69 |
Part-time | 24 | 4 | 28 | |
Casual | 0 | 1 | 0 | |
Total | 805 | 684 | 1489 |
FTE employees by directorate, employment type and gender
Directorate | Sex | Full-time | Part-time | Total |
CEO Office | F | 2 | 0.6 | 2.6 |
M | 0 | 0 | 0 | |
City Futures | F | 55 | 11.5 | 66.5 |
M | 46 | 13.2 | 59.2 | |
Community Wellbeing | F | 119 | 100.9 | 219.9 |
M | 44 | 21.92 | 65.92 | |
Infrastructure and City Services | F | 40 | 2.86 | 42.86 |
M | 226 | 2.67 | 228.67 | |
Corporate Services | F | 31 | 0.66 | 31.66 |
M | 32 | 32 | ||
People Partnerships and Performance | F | 55.8 | 17.28 | 73.08 |
M | 13 | 3 | 16 | |
Grand total | 663.8 | 174.59 | 838.39 |
Note: Casuals recorded as 0 FTE
Gender equality and the prevention of violence against women
Council delivered the Year Five Implementation Plan of Brimbank City Council’s Fairness, Equality and Respect: Brimbank Strategy for Gender Equality, Respectful Relationships and Prevention of Family Violence 2019-2023, and the Year Three implementation of the Gender Equality Action Plan (GEAP) 2021-2025.
The Fairness, Equality and Respect Strategy outlines a whole-of-council approach to creating a respectful, gender-equitable and violence-free organisation and municipality in partnership with community organisations and the broader community.
Key achievements included:
• Supported the development of several gender impact assessments on policies, programs and services that directly impact the community. These included Brimbank’s Arts and Culture Strategy, a review of the delivery of Aged and Disability Care, Integrated Transport Strategy, Brimbank Tourism Strategy and the Fit for Work Policy.
• Continued support of the Brimbank Primary Prevention Community Network to strengthen and support work in the municipality on preventing gender-based violence. Organisations involved in the network include MiCare, the Orange Door, GenWest, the Salvation Army, Action on Disability in Ethnic Communities and Good Shepherd.
• Partnering with Watergardens Shopping Centre to host an International Women’s Day afternoon tea with inspirational speakers, including Maria Dimopoulos, Nicky Chung, Gazal Kamali and Madaesya Palavi-Lyons. They were joined by partners representing First Nations, culturally diverse youth, business and sporting communities.
• Implementation of the Daughters of the West and Sons of the West programs with 40 participants attending Sons of the West programs and 40 participants attending Daughters of the West.
The GEAP actions are themed around Council’s obligations under the Gender Equality Act 2020 and aim to promote gender equality, leading to a more diverse, inclusive, equitable and high-performing workplace.
Key achievements included:
• Submission of the three Commission for Gender Equality in the Public Sector templates (an obligation under the Gender Equality Act). The three templates were:
• Workforce data (usually obtained from the payroll system)
• Progress Audit data (status updates on GEAP actions)
• Employee Experience data (obtained from the Gender Equality Employee Experience Survey completed in May-June 2023.
• Delivered of 65 Gender Equality in the Workplace training sessions with GenWest (women’s health service for the West). Over 1,000 employees completed the training between October 2023 and June 2024.
• Partnered with Gender Works Australia, Council conducted a gender balance research project. Over 80 employees across the Library and Parks departments participated in the consultation process, which informed key recommendations to identify what is contributing to gender imbalances and create an action plan that will work towards diversifying these workforces.
• Engaged Whispli as a third-party anonymous reporting platform. The Brimbank Anonymous Reporting Tool (BART) will enable employees to anonymously report sexual harassment and other misconduct relating to the Code of Conduct to the PCW department.
• Delivered an internal 16 Days of Activism Against Gender-Based Violence campaign, which included participation at four tea and talk sessions, an Ops Centre BBQ and a poster display in the foyer of the Civic Centre. Additionally, senior male staff shared a successful email campaign across Council aimed to educate participants on ways to improve their health and wellbeing and include discussion about gender equality.
Learning and development
At Council, we believe developing our employees is essential for achieving high performance and accountability.
Learning and development has been reinvigorated at Brimbank by reintroducing a comprehensive Corporate Training Program (CTP) for 2023-2024.
The CTP is a fundamental tool for developing our workforce and workplace. A planned and evidence-based training program ensures we provide scalable and sustainable learning solutions, demonstrating our commitment to investing in our people.
This year, Council also introduced a new learning management system, which is expected to be fully utilised in the coming months. Orientation has been refreshed to ensure new employees have all the necessary tools and information to succeed.
We coordinated 350 training sessions in 2023- 2024, with 5,953 participants attending programs. Additionally, 1,068 staff members completed 24 online training modules, resulting in 2,856 completions.
Occupational health and safety
Brimbank City Council continued implementing its Occupational Health & Safety (OHS) Strategic Plan for 2022-2026. The Plan aims to enhance health and safety maturity throughout the organisation by prioritising five key action areas.
During 2023-2024, we successfully completed 76% of the identified strategic activities. Of the remaining 24%, the majority had significantly progressed and will be completed during 2024-2025.
Our significant achievements in 2023-2024 included:
• Waste Truck sensor initiative and a nomination for a WorkSafe Award.
• bWell Framework adoption. The framework was launched at the Brimbank Leadership Network Leadership Day in March 2024.
• Establishment of a Wellbeing Committee.
• Establishment of a Peer Support Network.
• Development of approximately 45 Job Task Analyses (JTAs) for our high-medium risk positions.
• Personal protective equipment (PPE) fit testing completed for all employees undertaking work that requires them to wear respiratory protection.
• Implemented Lock Out Tag Out process for plant and equipment.
• Implemented safe work method statements (SWMS), which is a legal requirement for high-risk jobs.
• Updated our traffic management practices to align with new legislation.
The success of our OHS strategy was confirmed via a re-audit of Brimbank City Council’s OHS maturity using the ’Leading the way’ OHS audit tool. Brimbank City Council was first assessed in 2022 as having an overall ‘OHS maturity level of 29%. This score placed Council at Level 2 – Foundation.
The reassessment conducted in June-July 2024, assessed Brimbank City Council as having an overall OHS maturity level of 64%. This score placed Council at Level 3 – Consolidating. At Level 3, Brimbank has demonstrated the transition from Safety Professionals as Safety Champions toward Senior Managers assuming this role. The focus on leadership skills, the development of departmental OHS risk registers, management plans and activity plans has enabled the transition toward integrating safety into operational systems.
Lost time injuries and workers’ compensation
Year | Injuries with lost time | WorkCover claims | Days lost due to workplace injury |
2023-2024 | 19 | 12 | 1261 |
2022-2023 | 27 | 12 | 1045 |
2021-2022 | 19 | 9 | 381 |
2020-2021 | 18 | 24 | 957 |
2019-2020 | 19 | 14 | 779 |
2018-2019 | 12 | 18 | 713 |
2017-2018 | 8 | 13 | 574 |
2016-2017 | 13 | 14 | 1163 |
2015-2016 | 15 | 27 | 1443 |
2014-2015 | 21 | 34 | 986 |
2013-2014 | 24 | 37 | 973 |
2012-2013 | 18 | 30 | 1568 |
2011-2012 | 31 | 46 | 1346 |
2010-2011 | 21 | 34 | 1302 |
2009-2010 | 28 | 53 | 1481 |
2008-2009 | 25 | 36 | 1942 |
Days lost by division*
City Futures | 0 |
Community Wellbeing | 226 |
Infrastructure & City Services | 1035 |
People, Partnerships & Performance | 0 |
Corporates Services | 0 |
Total days lost | 1261 |
Our Performance
‘Together We are Brimbank’ – strategic directions and objectives
‘Together We are Brimbank’ includes strategic directions and objectives that describe what Brimbank City Council is aiming for to achieve the Vision for Brimbank.
Strategic direction | Strategic objective |
People and Community A welcoming, safe and supported community - An inclusive place for all | Wellbeing and Belonging Responsive services that support mental and physical wellbeing
Pride and Participation Community and cultural connections built through social and artistic expression |
Places and Spaces Liveable and connected neighbourhoods that support healthy and sustainable futures – A green place for all | 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 |
Opportunity and Prosperity A future focused, transforming city where all have opportunities to learn and earn – A prosperous place for all | 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 |
Leadership and Governance A high-performing organisation that enacts the vision and decisions of Council through the delivery of quality and innovative services – A fairer place for all | Engaged and Responsive Community insights are valued to enhance connection and engagement with Council
High Performing and Accountable Our workforce strives to enhance services and liveability for the Brimbank community |
Strategic Direction: People & Community
A welcoming, safe and supported community – an inclusive place for all.
Performance
Brimbank City Council’s performance for the 2023-2024 year has been reported against each goal to demonstrate how Council is performing in achieving the Brimbank City Council Plan 2021-2025.
Performance has been measured as follows:
• Results achieved in relation to the strategic indicators in the Council Plan
• Progress in relation to the major initiatives identified in the Budget
• Results against the prescribed service performance indicators and measures
People and Community: Strategic indicators
The following statement reviews the performance of Council against the Council Plan including results achieved in relation to the strategic indicators included in the Brimbank City Council Plan.
Strategy | Indicators | Result | Commentary |
Support improved mental wellbeing* | Percentage of adults with high or very high psychological distress | 25.3% | Just over one quarter of Brimbank residents (25.3%) experienced high or very high psychological distress in 2020. This is slightly higher than corresponding levels for the Western Region (23.4%) and statewide at 23.5%. The Victorian Population Health Survey provides data at the local government area level every three years. The data from the 2023 collection is expected to be released in early 2025. |
Increase healthy eating, active living and physical activity* | Utilisation of aquatic facilities | 79 | Satisfaction with aquatic and leisure centres was 79 out of 100. This result was marginally higher than the metropolitan Melbourne average satisfaction with recreation and/or aquatic centres of 77 out of 10, as recorded in the 2024 Governing Melbourne research. |
Percentage of adults rating their health as ‘Excellent’ or ‘Very Good’ | 29% | Almost one-third of Brimbank residents (29%) rated their health as ‘Excellent’ or ‘Very Good’ in 2020. This is lower than corresponding levels for the western region (38.9%) and statewide ( 40.5%). The Victorian Population Health Survey provides data at the local government area level every three years. The data from the 2023 collection is expected to be released in early 2025 | |
Resident perception of performance in providing recreational facilities | 79 | The 2024 CSS result is 11 points higher than the score in 2023 and two points higher than the Melbourne metro and the Western metro average. | |
Support increased gender equality and reduce gender-based violence* | Number of family violence incidents per 100,000 residents | 1,470.9 | In the year leading up to March 2024, there were 1,470.9 family violence incidents (per 100,000) in Brimbank, an increase of 2.6% from the previous year and higher than the Victorian average of 1,377.4. Crime statistics are updated quarterly, and Council can monitor trends from this data set. |
Provide community health and wellbeing services across the lifespan of residents | Resident perception of Council’s performance in delivering family support services | 79 | This result was somewhat higher than the metropolitan Melbourne average (76) and five points higher than western councils’ satisfaction with services for families and children. |
Resident perception of Council’s | 76 | The 2024 CSS result is 15 points higher than the score in 2023, and it is one point lower than the metro average. |
Strategy | Indicators | Result | Commentary |
performance in delivering elderly support services | |||
Participation in first Maternal Child Health (MCH) home visit | 67.45% | Brimbank City Council is committed to providing high quality MCH)services. The 2023-2024 participation result is lower than the expected range due to the impacts of parental leave and other staff leave and the lack of qualified MCH staff statewide to provide back-fill. Available appointments were prioritised for Aboriginal and Torres Strait Islander clients and clients identified as vulnerable. This result is outside the range expected by Council. More information about the MCH service can be found at www.brimbank.vic.gov.au/living-here/my-family/children/maternal-and-child-health. | |
Infant enrolments in the MCH service | 100.81% | Brimbank City Council has consistently achieved more than 100% infant enrolments in the MCH service, maintaining a high level of community engagement with the service for the past seven years. More information about the MCH service can be found at www.brimbank.vic.gov.au/living-here/my-family/children/maternal-and-child-health. | |
Participation in the MCH service by Aboriginal children | 75.94% | Brimbank City Council is committed to providing high quality MCH services to Brimbank’s Aboriginal and Torres Strait Islander community. This result is within the range set by Council. More information about the MCH service can be found at www.brimbank.vic.gov.au/living-here/my-family/children/maternal-and-child-health. | |
Support safe and inclusive communities | Percentage of adults who feel safe walking alone down their street after dark | N/A | The Victorian Population Health Survey no longer collects data about the percentage of adults who feel safe walking alone down their street after dark. However, one localised indicator can be used for this report. In 2024 through the 2023-2024 Brimbank CSS, the average perception of safety walking alone in the respondents’ street after dark was 6.7 out of 10.
There was measurable variation in this result observed by respondent profile, as follows: • Senior citizens (75 years and over) – respondents felt measurably safer than others • Gender – female respondents felt notably (4%) less safe walking alone in their street after dark than male respondents • Language spoken at home – respondents from multilingual households felt notably (5%) less safe than respondents from English-speaking households |
Resident perception of Council’s performance in enforcement of local laws | 73 | The 2024 CSS result is 12 points higher than the score in 2023, but it is lower by two points than the metro region average. | |
Support and advocate to reduce risk factors impacting vulnerable communities | Resident perception of Council’s performance in delivering disadvantaged support services | 77 | The 2023 CSS result is two points lower than the metro average (74). |
Number of community grants distributed | 133 | The 2023-2024 Brimbank Community Grants program was designed to continue to assist the community to implement innovative local recovery solutions to respond to ongoing and emerging challenges and to strengthen community resilience. Grants were allocated across the categories: Community Strengthening Grants, Climate Emergency Grants, Establishment Grants, Mental Health and Wellbeing Grants, Young People’s Ideas Grants, Community Festival and Event Grants, Major Festival and Event Grants, and Seniors Operational Grants. | |
Enable social, cultural and artistic expression | Resident perception of Council’s performance in providing art centres and libraries | 7.7 | The 2024 CSS result is six points higher than the score in 2023. However, this result was marginally lower than the metropolitan Melbourne average of 7.9. |
Number of attendees at arts and cultural activities | 321,825 | In 2023-2024, 321,825 individuals attended a range of arts and cultural activities that were delivered in Brimbank. This included online and physical performances at Bowery Theatre, exhibitions, festivals, events and cultural development activities. This figure is higher than the previous year of 210,401. | |
Continue our commitment to respecting and recognising Aboriginal and Torres Strait Islander people and culture | Number of known sites of Aboriginal cultural heritage | 440 | The Brimbank municipality contains 440 registered Aboriginal archaeological sites. |
Deliver a range of initiatives that celebrate diversity and intercultural sharing | Resident satisfaction with community and cultural activities | 77 | The 2024 CSS result is 11 points higher than the score in 2023, lower by two points for the metro region and the same as the west metro average. |
Encourage vibrant community events and activities | Resident satisfaction with community and cultural activities | 77 | The 2024 CSS result is 1 points higher than the score in 2023, lower by two points for the metro region and the same as the west metro average. |
People and Community: Major initiatives
The following statement reviews the progress of Council in relation to major initiatives in 2023-2024.
Objectives | 2023-2024 action
|
Support improved mental wellbeing ^ |
◦ Establishing new local mental health services ◦ Developing social prescribing programs to support people presenting to their services with poor mental health
◦ Adults to support young people aged 12-18 years ◦ Students in years 10-12 and years 7-9 on how to provide mental health first aid to their friends
|
Increase healthy eating, active living and physical activity ^ |
|
Support increased gender equality and reduce gender-based violence ^ |
|
Provide community health and wellbeing services across the lifespan
|
|
Support safe and inclusive communities
|
|
Support and advocate to reduce risk factors impacting vulnerable communities
|
• Promoted opportunities for local businesses to engage in disability awareness education • Supported the participation of people with disability in Council’s employment and work experience programs
|
Enable social, cultural and artistic expression |
|
Continue our commitment to respecting and recognising Aboriginal and Torres Strait Islander peoples and culture |
• Facilitating staff training about cultural heritage and mapping • Ensuring cultural heritage guidelines are maintained on Council’s website • An audit of the implementation program to inform a status review
|
Deliver a range of initiatives that celebrate diversity and intercultural sharing |
|
Encourage vibrant community events and activities |
|
^ Municipal Public Health and Wellbeing Plan priority
People and Community: Services Indicators
The following statement provides information in relation to the services funded in the 2023-2024 Budget and the persons or sections of the community who are provided the service.
Service/description | Net actual cost/(income)
| Budget | Favourable/(unfavourable) $000 | ||
Service Access provides a single point for community care services and information. Sub-services include Maternal & Child Health appointments, Service Outreach programs, Resilience and Emergency Management, and Community Register Regional Assessment Service for the Commonwealth Home Support Programme (CHSP)and the Home and Community Care (HACC) Program for Young People (PYP). | 634
| 702
| 67 | ||
Community Care manages and coordinates all Council’s programs that support older people, people with disabilities and carers to maintain their wellbeing and live at home independently with assistance. | 1,590
| 1,423 | (167) | ||
Food Services (Delivered Meals) aims to support, maintain and enhance clients' physical, social and emotional wellbeing. Delivered meals are prepared and delivered to the clients (home or centre-based). | 805
| 1,152
| 347 | ||
Property Maintenance service provides minor home modifications and repairs to eligible clients of the CHSP) and HACC PYP to maintain a safe, secure, healthy home environment | 370
| 353
| (17) | ||
Social Support provides a range of activities and allows clients to attend and participate in social interactions that are conducted away from the client’s home and in, or from, a fixed base facility or community-based settings and culturally specific programs.
| 3,860
| 3,433
| (427) | ||
Community Transport provides services for people who are disadvantaged and cannot travel on public transport due to age, disability, health, social or geographic isolation or economic circumstances.
| 437
| 472
| 35 | ||
Support for Carers Program is funded by the State Government to support carer health and wellbeing.
| 118
| 18
| (100) | ||
Seniors Support provides support to people with a disability, seniors and carers living in Brimbank through the provision of information, advocacy, advice, activities and events.
| 153
| 77
| (76) | ||
Maternal and Child Health offers consultations, flexible services, group sessions, and support for families with significant risk factors affecting children's wellbeing. | 5,493
| 6,107
| 614 | ||
Early Years Services supports families in their early childhood journey to access early years 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 to school age and their primary carers.
| 1,588
| 1,603
| 15 | ||
Youth Services enhance the wellbeing of young people by providing a range of services that support positive participation in the community. They also advocate, in partnership with young people, to ensure that their ideas and voices are heard around areas of need and concern. | 1,334
| 1,315
| (19) | ||
Art and Culture, operating as Creative Brimbank, aims to build a vibrant and connected community by providing creative opportunities, supporting artists' development and managing various creative spaces. | 2,431
| 2,524 | 93
| ||
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.
| (1,753)
| 1,096
| 2,849 | ||
Sports and Recreation delivers a range of projects, programs and events, and supports sporting and recreation clubs in capacity building, business planning and funding applications.
| 640
| 614
| (26) | ||
Keilor Basketball/Netball Stadium offers a range of recreational and competitive sporting options that allow all members of the Brimbank community to participate in physical activity and a safe place for social interaction.
| (91)
| (56)
| 35 | ||
Keilor Golf Course includes an 18-hole golf course, a 20-bay driving range, a pro shop, club and cart hire, and a kiosk. Golf course management, operations, pro shop, driving range, bookings, coaching and programs will be managed by Leisure and Community Facilities. Maintenance of the course will be managed by the Brimbank Parks Team. | 36
| (50)
| (86) | ||
Leisure and Community Facilities involves operational and strategic units. The Community Facilities Unit manages bookings, supports community groups and oversees tenancy agreements. The strategic unit develops plans and policies for the strategic direction of council facilities and programs.
| (470)
| 963
| 1,433 | ||
Strengthening Communities works 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. The Unit can effectively plan and coordinate evidence-based programs and services through strong partnerships and collaborations.
| 756
| 891
| 135 | ||
Connected Communities focuses on equity, social justice and human rights outcomes for Aboriginal and Torres Strait Islander people and Culturally and Linguistically Diverse (CALD)communities. They work to build community capacity, increase participation, drive reconciliation, deliver community grants, and provide leadership and governance training programs in Brimbank. | 1,469
| 1,566
| 97 | ||
Social Planning and Research enables Council to make strategic decisions and undertake interventions that will achieve social and health equity for our community. | 1,172
| 1,168
| (4) | ||
Building Compliance provides administration and enforcement of key parts of the Building Act and Building Regulations within its municipal district and externally where appointed commercially for ratepayers and customers. | 1,539
| 530
| (1,009) | ||
Environmental Health implements legislated immunisations and food safety programs through education, advice, service provision and enforcement to maintain a safe and high public health standard across Brimbank.
| 506
| 692
| 186 | ||
Strategic Objective: People and Community - Net Total
| 22,620
| 26,591
| 3,971 | ||
People and Community: Service Performance Indicators
The following statement provides the results of the prescribed service performance indicators and measures, including explanation of material variations.
Service indicator
| 2021 result | 2022 result | 2023 result | 2024 result | Commentary
|
Cost of indoor aquatic facilities
| $10.11 | $8.22 | ($0.62) | ($0.99) | The financial performance of BAWC continues to be the primary factor for the continued ‘negative’ unusual cost of aquatic facilities. The second year of operations saw impressive growth in swim school member numbers and solid retention of 10,000 gym members. The direct cost of aquatic facilities sits outside the expected range.
Maintenance costs are anticipated to grow with the two-year defect and liability period ceasing in September 2024. Member numbers and casual visitation are likely to level out, and cost per visit to aquatic centres is not anticipated to persist at this level as a long-term trend. Find out more about our leisure centres at www.brimbank.vic.gov.au/leisure-parks-and-facilities
|
Utilisation of aquatic facilities | 0.81
| 1.48
| 7.60
| 9.73
| The BAWC saw over 1.4 million visitors in total for the year, with increases in swim school and fitness visits. Sunshine Leisure Centre also experienced increased visitation, surpassing 400,000. The aquatic facilities were highly utilised, scoring 9.73 out of 10. For enquiries, visit our leisure centres at www.brimbank.vic.gov.au/leisure-parks-and-facilities
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Health inspections of aquatic facilities | 5 | 3 | 2 | 1 | Brimbank City Council continues to conduct inspections of Council’s aquatic facilities during peak and off-peak periods. This result is within the range expected by Council. Find out more about our leisure centres at www.brimbank.vic.gov.au/leisure-parks-and-facilities
|
Time taken to action food complaints | 1.15 | 1.20 | 1.17 | 1.5 | Brimbank City Council continues to place a strong emphasis on food safety and public health. Reports of food complaints and related requests are promptly responded to, with an improvement in response time from the previous reporting period. This ensures a continued high level of food safety monitoring. The result is within the range expected by Council. Find out more at www.brimbank.vic.gov.au/business/types-businesses/food-premises-and-safety
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Food safety assessments | 101.19% | 103.56% | 101.92% | 100.% | Brimbank City Council places a strong emphasis on food safety and ensures that assessments have been conducted on all premises that are required to have one completed. The current (five years from August 2022) exemption in the requirement for some businesses to have a Food Safety Program in place has led to a significant reduction in the number of Class 2 businesses requiring an assessment. Council has ensured that all food businesses have been either assessed or inspected to ensure compliance with the Food Act 1984. This result is within the range expected by Council. Find out more about food safety at www.brimbank.vic.gov.au/business/types-businesses/food-premises-and-safety.
|
Cost of food safety service | $260.90 | $271.09 | $340.9
| $400.16 | Brimbank City Council continues to place a strong emphasis on the delivery of a cost effective and fully compliant food safety service. An administrative error resulted in an inaccurate cost of food safety service report last year. The actual cost for 2022-2023 was $385.75. This year’s cost has been determined in line with Local Government Performance Reporting Framework (LGPRF) that incorporates a small increase in service cost. Find out more about food safety at www.brimbank.vic.gov.au/business/types-businesses/food-premises-and-safety
|
Food safety samples | New | New | New | 1 | Brimbank City Council places a strong emphasis on ensuring that Statutory Food Samples are collected, with the aim of obtaining meaningful data to aid the education of registered businesses in safe food handling practices. Find out more about food safety at https://www.brimbank.vic.gov.au/business/types-businesses/food-premises-and-safety.
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Critical and major non-compliance outcome notifications | 100% | 100% | 95.97% | 100% | Brimbank City Council continues to prioritise the delivery of a risk-based food safety service. All premises with major or critical non-compliance notifications are routinely followed up. This result is within the range expected by Council. Find out more about food safety at www.brimbank.vic.gov.au/business/types-businesses/food-premises-and-safety
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Library membership | New | New | New | 34.80% | The high number of library members, at 34.8% of the population, reflects a strong engagement and utilisation of library services within the community with many residents benefiting from the resources and opportunities provided by the libraries. The high level of membership demonstrates that Brimbank Libraries are effectively meeting the needs and interests of a large segment of the community. It also underscores the libraries' role as essential community hubs, fostering literacy, learning, social engagement and access to information. Find out more about Brimbank Libraries at www.brimbanklibraries.vic.gov.au
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Loans per head of population | New | New | New | 7.38 | Brimbank City Council libraries can demonstrate a high number of loan items per member, showcasing a strong alignment with community needs and delivery of a quality collection. Through effective resource management tools and active community engagement, library collections are highly utilised and meet the diverse interests of the community. These outcomes are consistent with Council’s expectations and reflect ongoing improvements in resource management, purchasing, and maintenance practices. Find out more about Brimbank Libraries at www.brimbanklibraries.vic.gov.au
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Library visits per head of population | New | New | New | 4.16 | Just over four library visits per head of population demonstrates a high level of engagement and utilisation of library facilities by the community served by Brimbank City Council. This highlights the importance of libraries as a central resource for the community, offering not only books but also various services, programs and resources that cater to diverse needs and interests. It indicates that Brimbank Libraries are effectively meeting public demand and providing valuable opportunities for learning, social interaction, job and employment help, and access to information and services. Find out more about Brimbank Libraries at www.brimbanklibraries.vic.gov.au
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Cost of library service per population | $33.38 | $37.72 | $40.65 | $42.66 | Council places a strong emphasis on delivering services in a cost-efficient manner. Council maintained a stable library service cost across 2023-2024 whilst reopening libraries to pre-pandemic operations. Our libraries continue to support the community by providing learning and leisure resources and opportunities, a social collection, literacy development and English proficiency, job seeking and support to access services. This result is within the result set by Council. Find out more about Brimbank Libraries at www.brimbanklibraries.vic.gov.au
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Participation in first Maternal and Child Health (MCH) home visit | 98.04% | 98.11% | 98.84% | 96.07% | Council recorded an attendance rate of 96.07% for infants at the 4-week Key Age and Stage Visit in the 2023-2024 financial year. This in an increase from the 2022-2023 financial year and sits within the range set by Council. Find out more about the MCH service at www.brimbank.vic.gov.au/living-here/my-family/children/maternal-and-child-health.
|
Infant enrolments in the MCH service | 101.21% | 101.18% | 99.33% | 100.81% | Council has consistently achieved more than 100% infant enrolments in the MCH service, maintaining a high level of community engagement with the service for the past seven years. This result is within the range expected by Council. More information about the MCH service can be found at www.brimbank.vic.gov.au/health-family-and-support/maternal-and-child-health
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Cost of the MCH service | $74.04 | $77.45 | $77.14 | $94.17 | Brimbank City Council places a strong emphasis on delivering services in a cost-efficient manner. The 2023-2024 cost of service is higher than the 2022-2023 cost as staffing deficits, caused by statewide shortages, were covered with agency and casual staff resulting in a higher salary cost. This result highlights Council’s continued commitment to delivering MCH services within budget and other requirements. More information about the MCH service can be found at www.brimbank.vic.gov.au/living-here/my-family/children/maternal-and-child-health
|
Participation in the MCH service | 63.05% | 61.37% | 66.41% | 67.45% | Brimbank City Council is committed to providing high quality MCH services. The 2023-2024 participation result is lower than the expected range due to the impacts of parental leave and other staff leave and the lack of qualified MCH staff statewide to provide back-fill. Available appointments were prioritised for Aboriginal and Torres Strait Islander clients and clients identified as vulnerable. This result is outside the range expected by Council. More information about the MCH service can be found at www.brimbank.vic.gov.au/living-here/my-family/children/maternal-and-child-health
|
Participation in the MCH service by Aboriginal children | 71.72% | 76.76% | 77.54% | 75.94% | Brimbank City Council is committed to providing high-quality MCH services to Brimbank’s Aboriginal and Torres Strait Islander community. This result is within the range set by Council. More information about the MCH service can be found at www.brimbank.vic.gov.au/living-here/my-family/children/maternal-and-child-health |
Strategic Direction: Places and Spaces
Liveable and connected neighbourhoods that support healthy and sustainable futures – a green place for all.
Places and Spaces: Strategic Indicators
The following statement reviews the performance of Brimbank City Council against the Council Plan, including results achieved in relation to the strategic indicators included in the Plan.
Strategy |
Indicators |
Result |
Commentary |
Contribute to the transformation of the transport network to be active, sustainable, connected and equitable | Kilometres of walking and cycling trails | 1,721.25 km | All footpaths, including the off-road bicycle shared paths: 1635.49 km
On-road bicycle network: 85.76 km |
Resident perception of Council’s performance in managing the condition of local streets and footpaths | 73 (for footpaths)
| The 2024 CSS result for local footpaths is 19 points higher than the score in 2023, equal to the Melbourne metro and lower by one point than the western metro average. | |
Percentage of households living within 400 metres of a bus stop or 800 metres of a train station | Percentage of households living within 400 metres of a bus stop: 93.56%
Households living within 800 metres of a train station: 13.69% | These are the baseline estimates for August 2024. Using Council’s property base information, 93.55% of all Brimbank residents (usual place of residence) are households living within 400 metres of a bus stop or 800 metres of a train station. | |
Resident perception of importance and Council’s performance in traffic management | 72 | The 2024 CSS result is three points higher than the score in 2023, the same as the Melbourne metro and lower by two points for the western metro average. | |
Number of sealed local road requests | 80.24 | Brimbank City Council continues to respond to all resident requests for sealed local roads within the approved requirements of the Road Management Plan. The number of road requests remains relatively high due to a number of adverse weather conditions that contributed to the formation of potholes and cracks on roads. However, the result is less than last year and remains in the range expected by Council. | |
Sealed local roads maintained to condition standards | 92.43% | The percentage of sealed local roads maintained to condition standard is similar to the rate for 2022-2023 and remains in the range expected by Council. Council is committed to maintenance of the local road network and continues to deliver road maintenance and rehabilitation works as required. | |
Resident perception of Council’s performance in managing the condition of sealed local roads | 72 | The 2024 CSS result is thirteen points higher than the score in 2023, higher by two points for the Melbourne metro and the same as the western metro average. | |
Showcase and provide quality public spaces and streetscapes where | Resident perception of Council’s performance in managing the appearance of public areas | 74 | The 2024 CSS result is 13 points higher than the score in 2023,the same as the metro Melbourne average and lower by one points than the western average. |
Strategy |
Indicators |
Result |
Commentary |
people can connect and recreate | Percentage of people living within 500 metres of open space | 98.34% | Figure calculated using all registered public open space and public reserves within the City of Brimbank were used to generate 500 lineal metres catchment within the municipality.
Base demographic data from Pitney Bowes software corroborated with the latest ABS census of population and housing data release. |
Provide community facilities that are responsive and adaptable to community needs | Community satisfaction with the performance of Council in maintaining local infrastructure | 71 | Satisfaction with Council’s performance in providing important infrastructure that meets community needs was 71, or a ‘good’ level of satisfaction.
This result was not included in Governing Melbourne so no metropolitan comparisons were available. |
Maximise urban greening through increased tree canopy cover and integrated water management | Percentage of tree canopy cover (public and private trees) in Brimbank | 8.96% | The Brimbank Tree Policy has set a goal to raise the percentage of canopy cover in streets to 30% and in parks and open spaces to 50% by 2046.
Currently, low vegetation (trees 0.5-2 metres) occupy 0.77% of the Council area, and medium-high vegetation (trees over 2 metres) occupy 8.19% of the Council area. |
Take action on climate emergency by working towards a carbon-neutral Brimbank | Resident perception of Council’s performance in environmental sustainability | 73 | Satisfaction with Council’s performance meeting its responsibilities towards the environment increased measurably and significantly (up 11%) from the 2023 result of 6.2. However, it is five points below Melbourne and three below the western metro average.
|
Reduction in greenhouse gas emissions from Council operations - Tonnes of carbon dioxide (CO2) emitted | 5688 tonnes | Council’s greenhouse gas emissions decreased slightly from the previous year due to a decrease in gas usage in our facilities. Greenhouse gas emissions have reduced significantly (approximately 80%) since 2011. A large part of this decrease is due to the installation of rooftop solar panels and the purchase of 100% renewable electricity. | |
Collaborate with community in addressing climate change and its impacts on health^ | Number of participants in Council-led conservation activities | 380 community members, 14 schools | In 2023-2024 we partnered with Friends Groups and other local organisations such as the Maribyrnong River and Waterways Association to hold 10 revegetation events, directly engaging 380 community members, including school students and members of various faith groups, to plant 5,427 native shrubs, grasses and wildflowers on public land. Additionally, 14 Brimbank primary and secondary schools took part in the Wildflowers for Schools program, each receiving 50 native wildflower seedlings to add habitat to their school grounds. |
Increase the extent and condition of natural habitats through restoration and prevention of threats | Reintroduction of grassland species into Council grassland reserves | 7 grassland sites enhanced. | In 2023-2024, seven sites had different grassland assets had species planted in them as part of ongoing restoration programs. A mix of wildflowers and grasses increased species diversity, helped bolster numbers and improved genetics.
Button Wrinklewort was introduced into Isabella Grassland, Geranium sp. 1 to Pioneer Park and Myrniong to Laverton Creek Grasslands. A total of 52,000 native grasses and wildflowers were planted.
impact reliable supply of wildflowers. |
High threat invasive species managed in conservation reserves | 46 conservation assets managed | In 2023-2024, high threat weeds were controlled in all of Council’s 46 conservation assets. Consistent control of high threat weeds at yaluk barring park is showing results, even with continued weed seed blown in from north and west outside our municipality. | |
Reintroduce structural elements to increase habitat values along Kororoit Creek and within conservation reserves | Partnered with internal teams to create hollows. Introduced rocks and logs to three different reserves. | In 2023-2024, the Environment team continued to support the Parks Trees team to retain trees for habitat, with multiple examples of where debris from trees needing removal or pruning have been retained as ground material.
Habitat hollows were inspected and issues rectified at Kororoit Creek. Myuna Drive Reserve, Deer Park Power Easement and Bon Thomas Reserve all had habitat elements such as rocks and logs installed along with new protective fencing.
| |
Invest in circular economy and improve waste management systems to increase recycling and reduce waste to landfill | Resident perception of Council’s performance in waste management | 83 | The 2024 CSS result is 17 points higher than the score in 2023, higher by two points for the metro region and the same as the western average. |
Kerbside bin collection requests | 121.44 | Council continues to deliver an effective, cost- efficient bin collection service for the community. The bin collection service includes the replacement of damaged bins, the repair of broken bins and the collection and disposal of missed bins from residential properties within the municipality. There was a reduction in bin requests in 2023- 2024 from the previous years' rate of 135.97. This result is within the range set by Council. Find out more about waste services at www.brimbank.vic.gov.au/rubbish-recycling-and-waste | |
Kerbside collection bins missed | 11.11 | Brimbank City Council seeks to deliver an effective and efficient kerbside collection service for the community. This result is a slight increase over last year and is within the range expected by Council. Find out more about Waste Services at Brimbank at www.brimbank.vic.gov.au/rubbish-recycling-and-waste | |
Kerbside collection waste diverted from landfill | 40.66% | Brimbank City Council seeks to deliver an effective and efficient waste management and recycling service for the community. The waste diversion rate from landfill decreased slightly when compared to last year’s figure. The result remains at the mid-point of the range expected by Council. Find out more about Waste Services at Brimbank at www.brimbank.vic.gov.au/rubbish-recycling-and-waste
|
^Indicates Municipal Health and Plan Priority
Places and Spaces: Major initiatives
The following statement reviews the progress of Council in relation to major initiatives in 2023-2024.
Objectives | 2023-2024 action
|
Contribute to the transformation of the transport network to be active, sustainable, connected and equitable |
|
Showcase and provide quality public spaces and streetscapes where people can connect and recreate
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• Streetscape and public realm construction and improvements as part of the West Sunshine 20 Minute neighbourhood in Glengala Road Village • Renewal design and construction of St Albans East Esplanade footpaths • A review of Council’s Nature Strip Guidelines, to assist residents in the appropriate development of their nature strips
• Renewing Kevin Flint Memorial Reserve Flagship Park • Delivering physical activity facilities across Brimbank in several parks • Delivering path upgrades, new playgrounds, new BBQ and park furniture, and extensive tree planting in Station Waters Reserve, Cairnlea • Upgrading three existing playgrounds in Shearwater Meadow, Cairnlea, Simmie Street, Sunshine West and Bellara Crescent Reserve, Kealba Larissa Reserve, St Albans • Constructing a new circuit path at Keilor Downs Recreational Reserve • Continuing the construction of a dog off leash reserve in Delahey
• Taylors Lakes, Sydenham, Albanvale, Kings Park/Albanvale precinct, Cairnlea, Derrimut, Deer Park, Albion/Ardeer precinct, St Albans and Sunshine North
• Complete Stage 1 works to create visitor amenity through wayfinding signage, walking trails, shared paths and park information • Commenced restoration works to Robinson’s Homestead • Undertook a feasibility study to inform restoration of the Sydenham Park shearing shed |
Provide community facilities that are responsive and adaptable to community needs
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• Lionheart Reserve New Tennis Pavilion • Lloyd Reserve New Sports Pavilion • Sportsground Reconstruction at Ardeer Reserve • Design J.R. Parsons Reserve Multisport Pavilion • Design J.R. Parsons Reserve Tennis Pavilion • Sports ground lighting upgrades at Sassella Tennis courts 5&6 and Selwyn tennis courts 1-6 • Upgraded cricket nets at Selwyn Reserve • Completed building modifications and upgrades identified in the Brimbank Community Services and Infrastructure Plan (CSIP) 2018, including: ◦ Completed kitchen upgrades at Keilor Park Playgroup, STACC, Keilor Village Kinder and Killeen St Childcare ◦ Upgraded heating/cooling at Glengala Community Centre ◦ Upgraded flooring at Delahey Community Centre ◦ Playground upgrades at Orama Street & Remus Way childcare centres ◦ Facility access upgrades at Overnewton Gatehouse Hall ◦ Toilet upgrades at Sydenham Children's Hub, Delahey Community Centre, Keilor Village Kinder, Deer Park Hall and Orama Street Child Care Centre.
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Maximise urban greening through increased tree canopy cover and integrated water management |
• Working with key partners and authorities on integrated water management • Supporting the community to maximise urban greening in their backyards through My Smart Garden program • Providing opportunities for the community to participate in revegetation projects on public land
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Take action on climate emergency by working towards a carbon neutral Brimbank
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• Electrify Keilor Community Hub and West Sunshine Community Centre • Deliver the Solar PV (panels) on Sports Pavilions Program • Work with Western Alliance for Greenhouse Action (WAGA) Councils on the Victorian Climate Resilient Councils program • Explore options for renewable energy for local business
• Develop a business case for a solar farm at Sunshine Energy Park • Develop a degasification plan for Council facilities • Roll out of the 100% Renewable Brimbank online workshop series. |
Collaborate with community in addressing Climate Change and its impacts on health^ |
• The annual Environmental Events Calendar • Supporting ‘Friends of’ and other environment groups that are helping to address climate change and its impacts on health • Delivering the climate emergency stream of the Brimbank Community Grants program to help the community to respond to climate change • Explored establishing a network of 'cooler spaces' across the municipality using existing Council and community facilities. |
Increase the extent and condition of natural habitats through restoration and prevention of threats |
• Supported landholder participation in sustainable land management through active management for habitat on private land, prioritising reducing pest plants and animals • Commenced rectification and restoration works at Paramount Grassland • Further implemented the Brimbank Urban Forest Strategy 2016-2046: ◦ Planted street trees in Kings Park, Deer Park and St Albans and approximately 20,000 tube stock plant. ◦ Continued the Nature Places program to highlight importance of remnant grasslands at Bon Thomas Reserve • Implemented actions from the Conservation Asset Management Framework: ◦ Conducted fauna surveys in areas identified as requiring investigation ◦ Installed protective fencing at a minimum of three key grassland reserves to prevent illegal access and inappropriate use ◦ Updated or developed Management Plans for five high value grassland reserves
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Invest in circular economy and improve waste management systems to increase recycling and reduce waste to landfill |
• Increased promotion of the food organics and garden organics collection service to increase voluntary uptake to greater than the current 59% • Undertook a mid-term review of the Waste, Recycling and Litter Strategy • Continued to work with the hard waste collection service contractor to maximum reuse of goods by residents and achieve minimum 20% recycling diversion of recyclable metals, plastics and mattresses |
^ Municipal Health and Wellbeing Plan priority
Places and Spaces: Services
The following statement provides information in relation to the services funded in the 2023-2024 Budget and the persons or sections of the community who are provided the service.
Service/description | Net actual cost/ (income) | Budget | Favourable/Unfavourable)
$000 | |||||
Sustainability 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.
| 1,765
| 2,033
| 268 | |||||
Conservation aims to protect and enhance biodiversity across the municipality.
| 2,218
| 2,135
| (83) | |||||
WAGA collaboratively works with member councils 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.
| 97 | 117 | 20 | |||||
Contaminated Land coordinates consultants, contractors and resources to deliver works programs and projects to manage contaminated and Potentially Contaminated Land (PCL) to meet Council's statutory responsibilities.
| 745
| 730 | (15) | |||||
Statutory Planning undertakes Council's statutory role of processing planning and subdivision applications under 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.
| (7,201)
| (2,253) | 4,948 | |||||
Planning Compliance enforces compliance with the Brimbank Planning Scheme and permits, both proactively and reactively. They issue planning infringement notices, provide advice on permit conditions and oversee the implementation of environmental plans for development sites.
| 416
| 549
| 133 | |||||
Animal Management provides education, enforcement and animal welfare services under state and local government legislation.
| 1,443
| 1,213 | (230) | |||||
Local Laws provides enforcement and compliance activities across Brimbank, under state and local government legislation in the areas of local laws.
| (5)
| (137)
| (132) | |||||
Compliance undertakes the provision of local laws 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.
| (939) | (1,442) | (503) | |||||
School Crossing Services provides supervision during morning and afternoon school crossing times to ensure student and pedestrian safety and optimise traffic movement.
| 1,826 | 2,023 | 197 | |||||
Engineering and Infrastructure Services is responsible for planning, design, construction, maintenance and renewal/disposal of local roads, drainage systems and other vital infrastructure.
| 3,654
| 5,234
| 1,580 | |||||
Spatial Information Services (GIS) provides data, analytics and mapping services in the areas of social, economic, spatial, demographic, geographic and environment.
| 394
| 320
| (74) | |||||
Asset Management and Information Services provides enterprise infrastructure asset management services as they relate to local government.
| 672 | 607 | (65) | |||||
Property Services provides 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.
| (646) | (575) | 71 | |||||
Urban Design delivers quality public realm outcomes within streets and activity centres that support community togetherness, active transport and traders. The services work 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.
| 1,867 | 2,422 | 555 | |||||
Public Space delivers 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 the health and wellbeing of the community that addresses climate change impacts and other shocks like pandemics.
| 108 | 656 | 548 | |||||
Rail Projects - Transforming Brimbank facilitates communication between Council and Rail Projects Victoria (RPV).
| 600 | 400 | (200) | |||||
Building Maintenance is responsible for the maintenance and essential service of Council owned buildings, including public toilets, BBQs, security services, fire services and graffiti removal.
| 10,523 | 9,694 | (829)
| |||||
Road Maintenance is responsible for the maintenance of Council's road and drainage network and associated infrastructure as per Council's Road Management Plan.
| 4,694 | 4,869 | 175 | |||||
Cleansing Services work to improve the amenity and liveability of Brimbank by maintaining the overall cleanliness of the municipality.
| 5,334 | 5,280 | (54) | |||||
Park Services is responsible for maintaining the amenity and appearance of parks, open space, reserves, sporting fields, golf course, streetscapes and roadside assets. This assists in creating an urban environment that supports the health and wellbeing of the community.
| 10,047 | 12,661 | 2,614 | |||||
Tree Services provides maintenance and ongoing care for Council's street tree and open space tree assets.
| 3,492 | 3,776 | 284 | |||||
Waste Services is responsible for the development of effective waste and resource management strategies and waste disposal and recycling services across Brimbank.
| 23,058 | 24,468 | 1,410 | |||||
Pedestrian Facilities is responsible for the maintenance, upkeep and safety of the entire footpath network in Brimbank.
| 1,739 | 1,677 | (62) | |||||
Operations Group Management is responsible for the overall coordination, administration, planning and monitoring of all services within the Operations department.
| 810 | 823 | 13 | |||||
Fleet Management (Procurement and Leasing) is responsible for annual maintenance schedule, budget and the capital works program for Council’s passenger and light commercial vehicles and plant and machinery.
| (3,647) | (2,073) | 1,574 | |||||
Fleet Maintenance is responsible for the maintenance and servicing of the entire Council fleet and plant items.
| 3,752 | 2,727 | (1,025) | |||||
Strategic Objective: Places and Spaces - net total
| 66,818 | 77,934 | 11,116 | |||||
Places and Spaces: Service performance indicators
The following statement provides the result of the prescribed service performance indicators and measures including explanation of material variations.
Service indicator | 2021 | 2022 | 2023 | 2024 | Comment |
Time taken to action animal management requests | 1.39 | 2.07 | 2.11 | 1.28 | Brimbank City Council places a strong emphasis on responsible pet ownership and community safety, with the majority of animal requests followed up within 1.5 days from receipt of request. The 2023-2024 figures represent all requests requiring the attendance and action of one of Council’s Animal Management Officers. Recent clarifications on the required data have enabled a more accurate picture of the work carried out by the unit. The result is within the required timeframes and shows a responsive Animal Management service giving prompt attention to the Community. The result is within the range expected by Council. Find out more about animal management at Brimbank at www.brimbank.vic.gov.au/pets-and-animals |
Animals reclaimed | 33.61% | 29.20% | 28.00% | 22.99% | As in previous years, Council collected many homeless animals across Brimbank in 2023-2024. Many residents are continuing to experience financial difficulties and in many cases these pressures have increased. Some residents are unable to pay the costs of animal collection and longer-term animal care. In some situations, animal collection results in an infringement for a breach of the Domestic Animals Act. Reclaiming the animal may expose the resident to these fines. The result is also impacted by a low number of cats reclaimed, and sits outside the range expected by Council. Find out more about animal management at Brimbank at www.brimbank.vic.gov.au/pets-and-animals. |
Animals rehomed | 62.86% | 71.88% | 57.57% | 94.67% | This exceptional result is partly due to a change in data collection methods and assessment, but also testament to the great work done on behalf of Council through the partnership and rehoming efforts of the Lost Dogs Home. Council is supportive of the update to AM5 for 2024 reporting. The percentage of unclaimed (AM2) animals rehomed is a more accurate reflection of the actual work done by our team. This result is above the range expected by Council. Find out more about animal management at Brimbank at www.brimbank.vic.gov.au/pets-and-animals. |
Cost of animal management service per population | $7.88 | $9.08 | $9.86 | $11.42 | Brimbank City Council continues to prioritise the delivery of services in a cost-efficient manner. The 2023-2024 cost of the Animal Management service continues to sit at the lower end of the expected range and within Council expectations. Find out more about animal management at Brimbank at www.brimbank.vic.gov.au/living-here/my-family/animals. |
Animal management prosecutions | 100.00% | 75.00% | 100.00% | 100.00% | Brimbank City Council investigates all issues under the Domestic Animals Act 1994 and, where supportive evidence is available, actively prosecutes these matters. Strong efforts continue in this area to bring persons responsible for breaches of the Act before the courts for determination and appropriate penalty. This result is within the range expected by Council. Find out more about animal management at Brimbank at www.brimbank.vic.gov.au/pets-and-animals. |
Sealed local road requests | 58.56 | 53.48 | 96.69 | 80.24 | Brimbank City Council continues to respond to all resident requests for sealed local roads within the approved requirements of the Road Management Plan. The number of road requests remains relatively high due to a number of adverse weather conditions that contributed to the formation of potholes and cracks on roads. However, the result is less than last year and remains in the range expected by Council. |
Sealed local roads maintained to condition standards | 91.49% | 92.82% | 93.26% | 92.43% | The percentage of sealed local roads maintained to condition standard is similar to the rate for 2022-2023 and remains in the range expected by Council. Council is committed to maintenance of the local road network and continues to deliver road maintenance and rehabilitation works as required. |
Cost of sealed local road reconstruction | $106.32 | $96.87 | $105.01 | $104.90 | With a strong focus on cost-efficiency, Council was able to maintain a similar cost for sealed local road reconstruction in 2023-2024. A rigorous procurement process and close collaboration with contractors has been able to maintain a similar cost level without sacrificing quality. This result remains within the range expected by Council. |
Cost of sealed local road resealing | $25.16 | $23.98 | $30.66 | $33.30 | The cost of sealed local road resealing continued to increase in 2023-2024. Significant shortages of materials, fluctuations of prices, market demand and competition continue to impact the cost and is in line with an overall increase in costs for goods and services. This result is within the revised expected range. |
Satisfaction with sealed local roads | 64% | 62% | 60% | 72% | The community satisfaction rating on Council’s performance in maintaining the condition of sealed local roads is reported from the independent annual Community Satisfaction Survey for 2023-2024. This result is higher than that of 2022-2023. There has been a corresponding reduction in the number of sealed road requests. These results potentially indicate an increased overall satisfaction in the condition of roads in the municipality for this year. Find out more about the Annual Community Satisfaction Survey at |
Time taken to decide planning applications | 91.50 | 99.50 | 89.00 | 66.00 | Brimbank City Council places a strong emphasis on working with applicants and objectors to achieve good outcomes in planning determinations. Council continues to balance time taken to negotiate land use and development issues with the need to ensure efficient processing of applications and has put a lot of work into improving our processes to enable us to be as efficient as possible. There has been a 26% improvement in the median number of days for processing applications in 2023-2024 compared to the previous year. This result is within the range set by Council. Find out more about Brimbank’s Statutory Planning Service at www.brimbank.vic.gov.au/building-and-planning/planning |
Planning applications decided within required time frames | 70.55% | 70.92% | 70.03% | 84.32% | Brimbank City Council is committed to working with applicants and objectors to achieve good outcomes in planning determinations. Council continues to balance time taken to negotiate land use and development issues with the need to ensure efficient processing of applications and has put a lot of work into improving processes to be as efficient as possible. This result is a 20% improvement on the result achieved last year and falls within the range set by Council. Find out more about Brimbank’s Statutory Planning Service at www.brimbank.vic.gov.au/building-and-planning/planning |
Cost of statutory planning service | $2,642.31 | $2,738.14 | $2,927.80 | $3,126.75 | Brimbank City Council places a strong emphasis on delivering services in a cost-efficient manner. This result has seen costs of planning applications increase by 6.8% when compared to the 2022-2023 reporting period, primarily due to the reduction in the number of applications received during this period (798 vs 758 applications), meaning the overall cost is spread out over fewer applications. This result continues to remain within the range set by Council. Find out more about Brimbank’s Statutory Planning Service at www.brimbank.vic.gov.au/building-and-planning/planning |
Council planning decisions upheld at the Victorian Civil and Administrative Tribunal (VCAT) | 60.87% | 50.00% | 85.71% | 71.43% | Brimbank City Council is committed to providing an efficient and effective statutory planning service. The high percentage of Brimbank’s decisions upheld at VCAT demonstrates that our decision making on planning applications is sound. Council has a very low number of VCAT appeals each year due to the work done to resolve issues when assessing applications. In 2023-2024 only 14 planning applications were considered at VCAT, of which seven resulted in consent orders, one was remitted to Council for further consideration, two Council decisions were upheld and four decisions were overturned. This result is within the range expected by Council. Find out more about Brimbank’s Statutory Planning Service at www.brimbank.vic.gov.au/building-and-planning/planning. |
Kerbside collection bins missed | 11.07 | 11.31 | 9.36 | 11.11 | Brimbank City Council seeks to deliver an effective and efficient kerbside collection service for the community. This result is a slight increase on last year and is within the range expected by Council. Find out more about Waste Services at Brimbank at www.brimbank.vic.gov.au/rubbish-recycling-and-waste. |
Cost of kerbside garbage bin collection service | $111.46 | $123.74 | $137.84 | $180.36 | Brimbank City Council aims to deliver an effective and efficient kerbside collection service. An error has been identified in the 2022-2023 result where approximately $1 million in fleet leasing charges were not included in the calculation. The 2022-2023 result (including fleet leasing charges) should have been $170.87. The 2023-2024 result appears to have increased by 31%, whereas the actual difference between 2022-2023 ($170.87) and 2023-2024 ($180.36) is minimal. It is important to note, that kerbside collection operating expenses have increased appreciably over the past two years. Growing expenses include gate fees, landfill levy, fuel costs and vehicle leasing costs. The result sits outside the Local Government Victoria (LGV) expected range. |
Cost of kerbside recyclables collection service | $43.43 | $55.12 | $39.84 | $57.41 | Brimbank City Council aims to deliver an effective and efficient kerbside recyclables collection service. An error has been identified in the 2022-2023 result where approximately $1 million in fleet leasing charges were not included in the calculation. The 2022-2023 result (including fleet leasing charges) should have been $57.64. The 2023-2024 result appears to have increased by 44%, whereas the actual difference between 2022-2023 ($57.64) and 2023-2024 ($57.41) is minimal. The result remains within the range set by Council. Find out more about Waste Services at Brimbank at www.brimbank.vic.gov.au/rubbish-recycling-and-waste. |
Kerbside collection waste diverted from landfill | 40.60% | 41.46% | 42.22% | 40.66% | Brimbank City Council seeks to deliver an effective and efficient waste management and recycling service for the community. the waste diversion rate from landfill decreased slightly when compared to last yryear’s figure. The result remains at the mid-point of the range expected by Council. Find out more about Waste Services at Brimbank at www.brimbank.vic.gov.au/rubbish-recycling-and-waste. |
Expenses per head of municipal population | $986.30 | $1,026.73 | $1,182.54 | $1,286.16 | Brimbank City Council is committed to minimising expenses where possible while ensuring essential services are available. The main contributor to the increase is due to cost of materials and increased depreciation. |
Infrastructure per head of municipal population | $8,071.55 | $8,973.69 | $10,188.95 | $10,051.33 | Brimbank City Council endeavours to deliver efficient and effective financial management. Infrastructure has remained consistent with prior year result. The result is in the range expected by Council. |
Population density per length of road | 230.11 | 225.59 | 212.48 | 213.79 | Brimbank City Council places strong emphasis on maintaining a road network that services the requirements of our community. This result is consistent with previous years and remains in the range expected by Council. |
Own-source revenue per head of municipal population | $863.39 | $921.85 | $1,071.18 | $1,139.15 | Brimbank City Council is committed to high quality revenue management. The increased result in 2023-2024 reflects increase income from the BAWC as well as increased interest on investments. This result remains in the range expected by Council. |
Recurrent grants per head of municipal population | $124.30 | $151.92 | $157.67 | $63.13 | The decrease reflects the early receipt of the 2023-2024 Grants Commission payment in June 2023. The early receipt of this Grant did not continue for 2024-2025. |
Strategic Direction: Opportunity and Prosperity
A future focused, transforming city where all have opportunities to learn and earn – A prosperous place for all
Opportunity and Prosperity: Strategic indicators
The following statement reviews the performance of Brimbank City Council against Council Plan including results achieved in relation to the strategic indicators included in the Plan.
Strategy |
Indicators |
Result |
Commentary | |
Grow and diversify industry, and support existing and new businesses | Number of GST registered businesses in Brimbank | 4,810 | As of the latest data, there are approximately 20,000 GST registered businesses in Brimbank. The largest industry by number of registered businesses is transport, postal, and warehousing, with around businesses. | |
Enhance community opportunities as a result of major development and infrastructure investment | Percentage of jobs located in Brimbank | 82,976 | As of the latest data, there are approximately 82,976 jobs in Brimbank. This includes both full-time and part-time positions, reflecting the diverse employment opportunities available in the area. profile.id.com.au/brimbank/employment-status
| |
Promote Brimbank as a destination to build the visitor economy and tourism | The ‘Increase in the number of visitors coming to Brimbank’ indicator is not available this year. Under the advice of Economic I.D. consulting, Council will report on the value of tourism as an indicator. | $1.255 billion, with a total value added of $551.1 million. This includes both direct and indirect contributions from tourism-related activities. | In Brimbank, the tourism sector is a significant contributor to the local economy. For the financial year 2022-2023, the total tourism sales amounted to $1.255 billion, with a total value added of $551.1 million. This includes both direct and indirect contributions from tourism related activities.
Tourism in Brimbank encompasses various sectors, including accommodation, food services, retail and transport, which collectively support local employment and business growth. Tourism & hospitality value | Brimbank | economy.id
| |
Number of heritage places and objects of State heritage significance | 48 | The Heritage Council of Victoria notes that the Brimbank municipality contains 48 heritage places and objects of State heritage significance. | ||
Facilitate housing diversity, population growth and development through planning and assessment processes | Percentage of separate housing, medium density and high-density dwelling types | In Brimbank, the distribution of dwelling types is as follows:
Separate houses: Approximately 70.1% of the dwelling stock1. Medium density dwellings: Around 17.3%2. High-density dwellings: About 11.0%2. | These figures reflect the broader trends in housing preferences and urban development in the area.
Dwelling type | Australia | Community profile (id.com.au) www.abs.gov.au/census/about-census/census-statistical-independent-assurance-panel-report/36-dwellings | |
Tenure of occupied private dwellings | In Brimbank, the tenure of occupied private dwellings is distributed as follows: Owned outright: Approximately 28.1% Owned with a mortgage: Around 34.5% Other tenure types (including rent-free and life tenure schemes): Around 3.2%
| These figures provide a snapshot of housing stability and financial commitments among residents in Brimbank. www.abs.gov.au/census/find-census-data/quickstats/2021/21301 | ||
Housing costs that represent 30% or more of household gross income | 30.5% | Approximately 30.5% of households spend 30% or more of their gross income on housing costs. This indicates a significant portion of residents are experiencing housing stress, where a substantial part of their income is dedicated to housing expenses. atlas.id.com.au/BRIMBANK/housing-costs | ||
Support economic and social inclusion^ | Percentage of residents aged 15 years and over who are employed | 56% | In the City of Brimbank, about 56% of the population aged 15 and over were part of the labour force as of the 2021 Census. This includes both full-time and part-time employment. | |
Support community access to education and jobs | Percentage of adult population attending university or TAFE | 4.7% attend university 2.5% attend TAFE | These 2021 Census data figures reflect the engagement of the adult population in higher education and vocational training. | |
Promote the importance of education and encourage lifelong learning across generations | Number of attendees participating in learning and skills programs offered by Community Learning and Participation | 63,122 | This figure comprises 2,192 people attended programs across the Brimbank Neighbourhood Houses. 60,280 people attended 3,570 programs across the Libraries and Learning teams. Brimbank Learning Futures had approximately 650 participants across the programs, activities and events that had a focus on learning, education and employment. | |
Resident perception of Council’s performance in providing art centres and libraries |
N/A
| While specific data on resident perceptions of Council's performance in delivering art centres and libraries is not provided in the 2023-2024 CSS results, we can draw reasonable inferences from other indicators and overall trends in community satisfaction.
Overall satisfaction with Council services and facilities was 77, a strong score that reflects general contentment with the range of services provided by Council. Libraries and art centres are likely included under this broader category, suggesting positive community sentiment. | ||
Library collection usage | 4.16 | The Brimbank City Council's libraries have a high level of engagement, with over four visits per person. This demonstrates the libraries' effectiveness in meeting public demand and providing valuable opportunities for learning, social interaction, job assistance, and access to information and services. Visit /www.brimbanklibraries.vic.gov.au for enquiries about Brimbank Libraries. | ||
Active library members | 34.80% | The high number of library members, at 34.8% of the population, reflects a strong engagement and utilisation of library services within the community with many residents benefiting from the resources and opportunities provided by the libraries.
The high level of membership demonstrates that Brimbank Libraries are effectively meeting the needs and interests of a large segment of the community. It also underscores the libraries' role as essential community hubs, fostering literacy, learning, social engagement, and access to information. Find out more about Brimbank Libraries at www.brimbanklibraries.vic.gov.au | ||
Percentage of children enrolled in kindergarten | 86% | Kindergarten is an important step for young children. Research shows that kindergarten improves children's health and wellbeing, helps them to develop strong social skills and encourages a love of learning. In 2021 census data, 86% of all eligible children in Brimbank were enrolled in kindergarten. This is less than the Victorian average of 92%.
Note: The actual size of the four-year-old population is considerably lower than the population forecast on which the participation rate is calculated. This leads to an underestimation of the participation rate in Brimbank and differences in the rate (compared with the rest of Victoria) for the current year. | ||
Percentage of people who hold a qualification (Bachelor degree or higher, diploma, vocational) | 19.8% | In 2021 census data, 19.8% (31,853) of people in Brimbank aged 15 years or over, had a Bachelor or higher degree qualification, compared to 32.8% in Greater Melbourne. This is an increase of 3.8% from 2016 census data. | ||
Work towards improving digital access and inclusion | Number of people who attended digital access and inclusion sessions provided by Council. This is a new metric this year and replaces ‘Percentage of dwellings with an Internet connection’ (this data is no longer collected by the ABS for the Census). | 2,678 | With a focus on digital literacy and inclusion, 806 digital inclusion sessions were held by Council with 2,678 participants. | |
^Indicates Municipal Health and Plan Priority
Opportunity and Prosperity: Major initiatives
The following statement reviews the progress of Council in relation to major initiatives in 2023-2024.
Objectives | 2023-2024 action Completed
|
Grow and diversify industry, and support existing and new businesses
|
• Business communication and networking activities • Industry and business development • Establishment of an Economic and Employment Committee
• A suite of investment information on Council’s website • Implementing Council’s Investment Facilitation Guidelines • Working with State Government and other key organisations to facilitate investment attraction and investment
• Delivery of centre management, communications and marketing initiatives • Commencing a review of the Action Plan • Supporting the Sunshine Business Association to prepare a five-year Sunshine Town Centre Marketing and Business Development Plan • Continuing to administer the Sunshine Marketing and Business Development Special Rate and ensuring the appropriate distribution of activities across the Sunshine Town Centre • Continuing to deliver Enjoy Local across the Sunshine Town Centre, including the southern side of the Town Centre
• Delivery of centre management, communications, marketing and activation initiatives, including Enjoy Local • Commencing a review of the Action Plan • Continuing to administer the St Albans Marketing and Business Development Special Rate and commencing the reintroduction of a new Special Rate, subject to Council approval
• Local Activation Centre program • Enjoy Local program • Continue to support and promote the operation of iHarvest Co-working Sunshine to provide a vibrant and affordable co-working location for start-ups, entrepreneurs, freelancers and business
• Progressing an amendment for the inclusion of the Industrial Design Guidelines into the Brimbank Planning Scheme, subject to Council support • An audit of the implementation program to inform a status review |
Enhance community opportunities as a result of major development and infrastructure investment |
|
Promote Brimbank as a destination to build the visitor economy and tourism |
|
Facilitate housing diversity, population growth and development through planning and assessment processes |
• Strategic work to strengthen heritage provisions in the Brimbank Planning Scheme • An audit of the implementation program to inform a status review |
Support economic and social inclusion ^ |
|
Support community access to education and jobs
|
• Co-designing responses to improve training, learning and vocational outcomes • Increased connections with local schools • Outreach and pop-up programs • Implementing Year Three actions in the Local Jobs for Local People Program, including work to: ◦ Strengthen employment networks ◦ Support education and training networks with industry ◦ Promote local procurement |
Promote the importance of education and encourage life-long learning across generations |
• Working with the State Government and local services to deliver on the Building Blocks Partnership Agreement, Kindergarten on School sites program and the Best Start, Best Life Reforms • Improving kindergarten registration to support families and parents to make informed choices about early education
• Early years access to local programs and services • Family learning programs that are creative and engaging • Active engagement of young people to increase participation and positive interactions • Making space for older people to learn and engage with their community
• Increase library customer self-service options • Continue to build and promote culturally safe collections and services in consultation with local Aboriginal and Torres Strait Islanders • Support opportunities for the community to learn and connect with new, emerging and creative technologies to improve employment, skill development and social connection outcomes |
Work towards improving digital access and inclusion
|
• Older people • Women aged 45+ • People with a disability • Asylum seekers • People with low English proficiency
|
^ Municipal Health and Wellbeing Plan priority
Opportunity and Prosperity: Services
The following statement provides information in relation to the services funded in the 2023-2024 Budget and the persons or sections of the community who are provided the service.
Service/description | Net actual cost/(income)
| Budget | Favourable/ (unfavourable) $000 |
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.
| 8,195
| 8,149 | (46) |
Neighbourhood Houses - Council’s six Neighbourhood Houses/Community Centres 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 to their local community.
| 2,434
| 2,125 | 309 |
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.
| 327
| 221
| (106) |
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.
| 1,045
| 1,280
| 235 |
Place Management delivers a program to coordinate revitalization and place management of the St Albans and Sunshine Town Centres.
| 469
| 463
| (6) |
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.
| 1,951
| 1,699
| (252) |
Transforming Brimbank - 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.
| 159
| 676
| 517 |
Building Program department is responsible for the delivery of Council building facilities including community facilities and sporting facilities. | 991
| 221
| (770) |
Strategic Objective: Opportunity and Prosperity - net total
| 15,262
| 15,142
| (120)
|
Opportunity and Prosperity: Service performance indicators
The following statement provides the result of the prescribed service performance indicators and measures including explanation of material variations.
Service indicator | 2021 result | 2022 result | 2023 result | 2024 result | Commentary |
Recently purchased library collection | 78.54% | 79.42% | 82.63% | 73.91% | Brimbank City Council maintains a library collection that reflects community needs and demands and, continuous improvement in resource management, purchasing and maintenance practices. Although lower than the previous year, the percentage of library items purchased in the past five years remains at the upper level of the expected range. Find out more about Brimbank Libraries at www.brimbanklibraries.vic.gov.au
|
Cost of library service per population | $33.38 | $37.72 | $40.65 | $42.66 | Brimbank City Council is committed to delivering cost-efficient library services which enhance social connection and community wellbeing through accessible and impactful library services. The libraries play a pivotal role in supporting the community by offering a diverse range of resources and opportunities. These include learning materials, leisure resources, a language other than English (LOTE) collection, literacy development programs, support for English proficiency, job seeking resources and assistance in accessing services. An increased usage of library facilities, programs, and resources underscores their effectiveness in meeting community needs. This outcome aligns and meets the expectations set by Council, demonstrating the successful implementation of service delivery goals. Find out more about Brimbank Libraries at www.brimbanklibraries.vic.gov.au
|
Loans per head of population | New | New | New | 7.38 | Brimbank City Council libraries can demonstrate a high number of loan items per member, showcasing a strong alignment with community needs and delivery of a quality collection. Through effective resource management tools and active community engagement, library collections are highly utilised and meet the diverse interests of the community. These outcomes are consistent with Council’s expectations and reflect ongoing improvements in resource management, purchasing and maintenance practices. Find out more about Brimbank Libraries at www.brimbanklibraries.vic.gov.au
|
Library membership | New | New | New | 34.80% | The high number of library members, at 34.8% of the population, reflects a strong engagement and utilisation of library services within the community with many residents benefiting from the resources and opportunities provided by the libraries. The high level of membership demonstrates that Brimbank Libraries are effectively meeting the needs and interests of a large segment of the community. It also underscores the libraries' role as essential community hubs, fostering literacy, learning, social engagement and access to information. Find out more about Brimbank Libraries at www.brimbanklibraries.vic.gov.au
|
Library visits per head of population | New | New | New | 4.16 | Just over four library visits per head of population demonstrates a high level of engagement and utilisation of library facilities by the community served by Brimbank City Council. This highlights the importance of libraries as a central resource for the community, offering not only books but also various services, programs and resources that cater to diverse needs and interests. It indicates that Brimbank Libraries are effectively meeting public demand and providing valuable opportunities for learning, social interaction, job and employment help, and access to information and services. the libraries' role in promoting literacy, lifelong learning and community cohesion. Find out more about Brimbank Libraries at www.brimbanklibraries.vic.gov.au
|
Strategic Direction: Leadership and Governance
A high performing organisation that enacts the vision and decisions of Council through the delivery of quality and innovative services – a fairer place for all
Leadership and Governance: Strategic indicators
The following statement reviews the performance of Brimbank City Council against Council Plan including results achieved in relation to the strategic indicators included in the Plan.
Strategy |
Indicators |
Result |
Commentary | |
Value community input through deliberative engagement and co-design | Your Say Brimbank online engagement platform analytics | 2,337 | Throughout 2023-2024 a total of 2,337 community responses were received across 21 different Council projects on Your Say. | |
Support community resilience and continue emergency management planning to be prepared for any future incidents or shocks | Resident perception of Council’s performance on ‘Emergency and Disaster Management’ | 74 | The 2024 CSS result is 11 points higher than the score in 2023, the same for the metro region and two points lower than the western region. | |
Partner across multiple sectors for equal access and social & environmental justice | Resident perception of Council’s performance in lobbying on behalf of the community | 71 | The 2024 CSS result is 14 points higher than the score in 2023 and higher by two points for the metro region and the same point as the western average. | |
Support the Brimbank Community to engage in transparent democratic processes | Resident perception of Council’s overall performance | 70 | The 2024 CSS result is four points higher than the score in 2023, the same as the metro and lower by one point than the western average. | |
Resident perception of Council’s overall direction (satisfaction with governance and leadership) | 71 | The 2024 CSS result is 14 points higher than the score in 2023, higher by two points than the metro region and the same as the western average. (Council notes that the exact set of core governance and leadership aspects included in the Survey has changed somewhat over time, so these time series results for average satisfaction with governance and leadership should be interpreted as indicative only.) | ||
Resident perception of Council’s performance regarding decisions made in the interest of the community | 70 | The 2024 CSS result is 13 points higher than the score in 2023, higher by one point than the metro region and lower by one point than western region. | ||
Council decisions made at meetings closed to the public | 4.25% | Brimbank City Council made 203 out of its 212 resolutions at meetings that were open to the public, which represented a 23% decrease from the previous year. Only a small number of Council's resolutions were made at closed meetings, as required by Section 3(1) of the Local Government Act 2020. These closed meetings were used for decisions relating to Council business information, personal information and private commercial information. This outcome falls within the range established by Council. | ||
Councillor attendance at council meetings | 80.11%
| The attendance rate of Councillors at Council meetings reflects a moderate yet improved level of participation. Several factors influenced this rate, primarily instances where Councillors had to take personal leave due to health or family commitments, contributing to a reduction in the attendance rate for some Council meetings. This result is within the range expected by Council.
| ||
Cost of elected representation | $65,955.09 | The cost of governance per Councillor for 2023-2024 is comparable with last year. The period saw an increase in governance related training sessions, and a slight decrease in Councillors' attendance at external professional development events. The result remains within the range expected by Council. | ||
Reward a culture of high performance that demonstrates commitment to community | Resignations and terminations compared to average staff (turnover) | 11.75% | The turnover rate was 11.75% in 2023-2024, with consistent numbers throughout the year. An updated Exit survey in 2024 showed that employees felt inspired, listened to and cared for by Council. This aligns with the positive engagement seen in the 2023 pulse survey. | |
Continue to model a safe, healthy, diverse and equitable organisation | Level of workforce diversity | See comment | Cultural identity: 42% were Australian, 30% did not identify and 24% were outside Australia. Less than 1% identify as Aboriginal or Torres Strait Islander.
Sex: Male 46%, female 54% | |
Number of women in the Brimbank City Council Leadership Team | 50% identify as female | Leadership, including the Executive and Senior Leadership teams, consists of 28 people, with 50% identifying as female. | ||
Enhance organisational performance management and reporting | Resident perception of Council’s performance in customer service | 75 | The 2024 CSS result is five points higher than the score in 2023, higher by four points for the metro region and higher by three points than the western average.
| |
Continue to manage our assets and finances sustainably and responsibly | Average residential rate per residential property assessment | $1,776.54 | Brimbank City Council continues to provide an efficient property assessment service. The minimal rate increase is within the Victorian Government rate cap and the range expected by Council.
| |
Expenses per property assessment | $3,111.77 | Brimbank City Council continues to provide an efficient property assessment service. The result has increased in 2023-2024 due to increased costs. However, it remains in line with previous years and the range expected by Council.
| ||
Continue to manage our assets and finances sustainably and responsibly | Current assets compared to current liabilities | 216.10% | Brimbank City Council places high value on the effective management of Council’s assets and liabilities. The current assets and working capital ratio are slightly higher than the previous years, mainly due to the increase in receivables the decrease in payables at year end compared to previous years. These figures can fluctuate from year to year, and it is anticipated the result will move towards previous years' results in the future. The result is in the range expected by Council.
|
Unrestricted cash compared to current liabilities | 81.68% | Brimbank City Council places high value on effective management of Council assets and liabilities. The 2023-2024 unrestricted cash balance has increased since the last financial year. This is due to the reduction in trade payables balances at year end. The result is in the range expected by Council.
| |
Non-current liabilities compared to own source revenue | 40.84% | Brimbank City Council places strong emphasis on efficient and effective financial management. There was a decrease in this measure in 2023-2024, the improved result in 2023-2024 reflects increased income due to the BAWC as well as increased interest on investments. This result is within the range expected by Council.
| |
Adjusted underlying surplus (or deficit) | -1.57%
| This indicator has declined due to increases in employee and materials costs which have been greater than the increases in income over the past year. It is projected this result may decrease further as forecast figures see further increases in employee and materials costs. The result is in the range expected by Council.
| |
Embrace technology and innovation to deliver continuous improvement opportunities | Increase in the number of community members who report satisfaction with accessing Council’s online services | 74 | The community satisfaction rating on Council’s performance in community consultation and engagement is reported from the independent annual CSS for 2023-2024. This result is markedly higher than that of 2022-2023. This is likely due to a combination of factors. A new survey methodology saw face-to-face interviews conducted by a new external provider. The provider notes this approach tends to result in higher satisfaction reporting (though not to the extent seen here). Over the past few years, Council has delivered a new Community Engagement Policy and a Community Voice Panel of representative Brimbank residents. Council has also conducted a number of extensive community consultations, both online and across Brimbank. Find out more about the annual CSS at brimbank.vic.gov.au/about-council/how-we-work/our-performance/community-satisfaction-survey.
|
Leadership and Governance: Major initiatives
The following statement reviews the progress of Brimbank City Council in relation to major initiatives in 2023-2024.
Objectives | 2023-2024 action
|
Value community input through models of deliberative engagement and co-design |
|
Support community resilience and continue emergency management planning to be prepared for any future incidents or shocks. |
|
Partner across multiple sectors to advocate for equal access towards social and environmental justice |
|
Support the Brimbank community to engage in transparent democratic processes |
|
Reward a culture of high performance that demonstrates commitment to community |
|
Continue to model a safe, healthy, diverse and equitable organisation |
|
Enhance organisational performance management and reporting |
|
Continue to manage our assets and finances sustainably and responsibly |
|
Embrace technology and innovation to deliver continuous improvement opportunities |
• Implementing collaboration tools as part of the Microsoft 365 rollout • Commencing the ‘corporate systems uplift’ in response to the system optimisation review
|
Leadership and Governance: Services
The following statement provides information in relation to the services funded in the 2023-2024 Budget and the persons or sections of the community who are provided the service.
Service/description | Net actual cost/ (income) $000 | Budget | Favourable/ (unfavourable) | |
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 organisation's operation.
| 1,146
| 786
| (360)
| |
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.
| 2,879
| 2,704 | (175) | |
Organisational Development includes orientation and induction of new staff, capability frameworks, performance and development plans, engagement survey initiatives, professional development programs and resources, organisation-wide training, succession planning, leadership capability, recognition and values initiatives, and diversity, equity and inclusion (DEI) initiatives. | 221
| 162 | (59) | |
Organisational Strategy and Change is responsible for developing and implementing organisational strategy, managing enterprise change and improving internal communications to enhance staff engagement and performance. | 530
| 1,317
| 787 | |
Information Communication and Technology (ICT) provides support and services to all council departments for efficient service delivery. This includes solution designing, planning, implementing specialist systems/applications, and managing hardware, infrastructure and cyber security. | 12,088
| 13,333
| 1,245 | |
Information Management encompasses the registration, management, storage, retrieval and destruction of all information received by Council under legislative requirements. | 1,145
| 1,032
| (113) | |
Financial Accounting involves accurately reporting financial transactions, managing the organisation's banking relationship, investment funds and asset accountability, and ensuring compliance with external financial reporting and taxation requirements.
| 1,113
| 1,071
| (42)
| |
Risk and Compliance manages all risk management (strategic and operational) and insurance items for Council, Audit and Risk Committee and Internal Audit functions.
| 2,856
| 2,417
| (439) | |
Revenue services manage rates and charges under legislative requirements, Council's Revenue and Rating Plan, and Council's Annual Budget. They are also responsible for accounts receivable, daily banking and receipts.
| 1,077
| 1,334 | 257 | |
Management Accounting provides finance partnering and performance reporting for the organisation. It is responsible for preparing the annual budget, long-term financial plan and quarterly financial report for Council.
| 470
| 494
| 24 | |
Systems Accounting is responsible for managing and maintaining Council's financial and reporting systems.
| 314
| 329
| 15 | |
Procurement and Contract manages and coordinates the delivery of Council's procurement activities under the Procurement Policy to support the strategic goals of Council.
| 874
| 359
| (515) | |
Strategic Advocacy is responsible for managing the processes that determine Council's advocacy priorities, 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.
| 569
| 586
| 17 | |
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.
| 3,014
| 3,141
| 127 | |
Enterprise Performance is responsible for developing, implementing and monitoring Council and Action Plans, as well as meeting legislated reporting requirements such as local government planning and reporting, the CSS and the Annual Report. | 634
| 637 | 3 | |
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.
| 2,317
| 2,655
| 338 | |
Councillor Support - 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.
| 725
| 876 | 151 | |
Communication and Community Engagement leads Council's communication through various methods including media, newsletters, website and social media to enable community involvement in decision-making processes. | 2,931
| 3,210 | 279 | |
Civic Events deliver a range of projects/events that engage the community in civic and public life.
| 326
| 366
| 40 | |
Strategic theme: Leadership and Governance - net total
| 35,230
| 36,807
| 1,577 | |
Leadership and Governance: Service performance indicators
The following statement provides the result of the prescribed service performance indicators and measures including explanation of material variations.
Service indicator | 2021 result
| 2022 result | 2023 result | 2024 result | Commentary | |
Expenses per property assessment | $2,599.91 | $2,621.14 | $2,840.83 | $3,111.77 | Brimbank City Council continues to provide an efficient property assessment service. The result has increased in 2023-2024 due to increased costs. However, it remains in line with previous years and the range expected by Council.
| |
Average rate per property assessment | $1,668.52 | $1,703.13 | $1,717.81 | $1,776.54 | Brimbank City Council continues to provide an efficient property assessment service. The minimal rate increase is within the Victorian Government rate cap and the range expected by Council.
| |
Current assets compared to current liabilities | 174.23% | 175.65% | 206.14% | 216.10% | Brimbank City Council places high value on the effective management of Council’s assets and liabilities. The current assets and working capital ratio are slightly higher than the previous years, mainly due to the increase in receivables the decrease in payables at year end compared to previous years. These figures can fluctuate from year to year, and it is anticipated the result will move towards previous years' results in the future. The result is in the range expected by Council.
| |
Unrestricted cash compared to current liabilities | 67.27% | 37.63% | 73.75% | 81.68% | Brimbank City Council places high value on effective management of Council assets and liabilities. The 2023-2024 unrestricted cash balance has increased since the last financial year. This is due to the reduction in trade payables balances at year end. The result is in the range expected by Council.
| |
Loans and borrowings compared to rates | 54.25% | 54.52% | 50.81% | 47.35% | Brimbank City Council places strong emphasis on efficient and effective financial management, including management of loans and borrowings. The 2023-2024 result is lower than last year as borrowings repayments are higher than new loans. The result is in the range expected by Council.
| |
Loans and borrowings repayments compared to rates | 4.93% | 6.59% | 6.96% | 6.04% | Brimbank City Council places strong emphasis on efficient and effective financial management, including management loans and borrowings. The repayments figure decreased in 2023-2024, reflecting a decrease in the overall balance of loans. This result remains in the range set by Council.
| |
Non-current liabilities compared to own source revenue | 52.11% | 50.93% | 44.97% | 40.84% | Brimbank City Council places strong emphasis on efficient and effective financial management. There was a decrease in this measure in 2023-2024. The improved result in 2023-2024 reflects increased income due to the BAWC as well as increased interest on investments. This result is within the range expected by Council.
| |
Asset renewal and upgrade compared to depreciation | 106.99% | 112.50% | 72.24% | 67.26% | Brimbank City Council places strong emphasis on the ongoing renewal and upgrade of assets and has obtained resourcing for a number of asset renewal projects over the past few years. The decrease in the 2023-2024 result reflects an increase in depreciation due to increased infrastructure costs resulting in valuations increases, this has resulted in Council not meeting its target.
| |
Adjusted underlying surplus (or deficit) | 2.84% | 8.49% | 4.88% | -1.57% | This indicator has declined due to increases in employee and materials costs which have been greater than the increases in income over the past year. It is projected this result may decrease further as forecast figures see further increases in employee and materials costs. The result is in the range expected by Council.
| |
Rates compared to adjusted underlying revenue | 78.38% | 73.80% | 72.35% | 72.93% | Brimbank City Council endeavours to manage revenue and rates efficiently. The 2023-2024 financial year saw a slight increase in rates compared to revenue, reflecting decreases in grants as a result of Grants Commission early payment of the 2023-2024 payment in 2022-2023. The result is in the range expected by Council.
| |
Rates compared to property values | 0.33% | 0.32% | 0.30% | 0.29% | Brimbank City Council continues to ensure rating levels are based on the community’s capacity to pay and within the State Government rate cap limits. Rates, as a whole, includes general rates and municipal and environmental charges. This result remains in the range set by Council.
| |
Council decisions made at meetings closed to the public | 2.23% | 2.45% | 5.53% | 4.25% | Brimbank City Council made 203 of its 212 resolutions at meetings open to the public which was a 23% decrease since last year. A very small proportion of Council's resolutions were made at meetings closed to the public in accordance with the requirements of Section 3(1) of the Local Government Act 2020. These decisions related to Council business information, personal information and private commercial information. This result is within the range set by Council. | |
Satisfaction with community consultation and engagement | 59 | 59 | 55 | 74 | The community satisfaction rating on Council’s performance in community consultation and engagement is reported from the independent annual CSS for 2023-2024. This result is markedly higher than that of 2022-2023. This is likely due to a combination of factors. A new survey methodology saw face-to-face interviews conducted by a new external provider. The provider notes this approach tends to result in higher satisfaction reporting (though not to the extent seen here). Over the past few years, Council has delivered a new Community Engagement Policy and a Community Voice Panel of representative Brimbank residents. Council has also conducted a number of extensive community consultations, both online and across Brimbank. Find out more about the Annual CSS at brimbank.vic.gov.au/about-council/how-we-work/our-performance/community-satisfaction-survey. | |
Cost of elected representation | $68,049.96 | $57,655.55 | $69,511.27 | $65,955.09 | The cost of governance per Councillor for 2023-2024 is comparable with last year. The period saw an increase in governance related training sessions, and a slight decrease in Councillors' attendance at external professional development events. The result remains within the range expected by Council. | |
Councillor attendance at council meetings | 100.00% | 92.61% | 69.32% | 80.11% | The attendance rate of Councillors at Council meetings reflects a moderate yet improved level of participation. Several factors influenced this rate, primarily instances where Councillors had to take personal leave due to health or family commitments, contributing to a reduction in the attendance rate for some Council meetings. This result is within the range expected by Council. | |
Satisfaction with council decisions
| 61.00 | 59.00 | 57.00 | 70.00 | The community satisfaction rating on Council’s performance in making decisions in the interest of the community is reported from the independent annual CSS for 2023-2024. This result is markedly higher than that of 2022-2023. A new survey methodology saw face-to-face interviews conducted by a new external provider. The provider notes this approach tends to result in higher satisfaction reporting (though not to the extent seen here). Council is committed to delivering timely community engagement and ensuring transparency in decision making. The past few years has seen Council conducting several extensive community consultations and the introduction of a new digital platforms and Community Panel to support opportunities for community feedback. Specific advisory committees also ensure that diverse perspectives are considered in Council decisions. Find out more about the Annual CSS at brimbank.vic.gov.au/about-council/how-we-work/our-performance/community-satisfaction-survey. | |
Governance, management and transparency
Report of operations for the year ended 30 June 2024
Governance and Management
Representative governance
Following a municipal general election held on 24 October 2020, 11 Councillors were sworn in on 10 November 2020 to form the new Brimbank City Council. In January 2023, Cr Trung Luu ceased to be a Councillor when he was elected to the Victorian Parliament. There was a countback and Thomas O’Reilly was sworn in at a Council meeting on 30 January 2023.
In February 2024, the Minister for Local Government, the Hon Melissa Horne MP, appointed two Municipal Monitors to Brimbank City Council under section 179 of the Local Government Act 2020 for a period of 10 months until 31 December 2024. The Monitors have worked with Brimbank Councillors to help Council better understand its role, improve its governance performance and serve the best interests of the community.
Governance framework
Brimbank City Council derives its power, role, purpose and functions from the Local Government Act 1989 (the 1989 Act) and the Local Government Act 2020 (the Act).
Governance at Brimbank is defined as the process of decision making, and the process by which decisions are implemented. This translates into how Council operates as a decision-making body, and its relationship with the organisation (that provides advice to Council and implements its decisions).
Council meetings
Council makes its decisions at meetings open to the public.
At Council meetings, Council considered a range of matters and aimed to make decisions in relation to Council’s responsibilities in the best interests of the community.
On 19 September 2023, Council adopted its Schedule for Council Meetings for 2024, comprising monthly meetings. The meetings were generally held on the third Tuesday of the month.
Additional Council meetings are convened for a specific purpose. Only matters advertised and listed on the agenda for the meeting may be dealt with (except via resolution).
Council conducted four additional Council meetings in 2023-2024:
1. To elect the Mayor and Deputy Mayor
2. To consider two confidential matters
3. To consider one confidential matters
4. To consider a submission for the electoral structure review for Brimbank City Council
Council agendas
The business to be considered by Council is set out in Council meeting agenda. The agenda is available on Council’s website four days prior to a council meeting.
Council minutes
Council records the decisions made at each meeting. Minutes of all meetings held during the current calendar year (and preceding 12-month period) are available on Council's website.
Questions to Council
Community members had the opportunity to raise questions in writing before a scheduled Council meeting, which were then answered at the meeting or taken on notice with a written response sent to the questioner.
Members of the public were also able to petition Council, in accordance with the Governance Rules 2020.
In 2023-2024, nine petitions were presented to Council for receipt and response, and 223 public questions were put to Council and answered at the meeting and/or responded to in writing.
Councillors’ allowances and expenses
In representing and serving the community, the Mayor and Councillors make a significant time commitment, often after normal business hours, in attending meetings, functions and responding to community members. They are also responsible for considering diverse and complex policies and strategies, and social and advocacy issues in Brimbank, and determining a significant annual budget and capital works program. Workloads continue to increase in line with the city’s growth and the provision of suitable allowances enables those committed to civic leadership to better inform their choices about public service, their careers and financial future whilst balancing family and public life.
Section 39 of the Act provides for payment of annual allowances to mayors, deputy mayors and councillors in accordance with a Determination of the Victorian Independent Remuneration Tribunal under the Victorian Independent Remuneration Tribunal and Improving Parliamentary Standards Act 2019.
On 7 March 2022, the Tribunal made the Allowance Payable to Mayors, Deputy Mayors and Councillors (Victoria) Determination No. 01/2022
This Determination increases Mayor and Councillor allowances, to be phased in over five years (for mayors and deputy mayors) and three years (for councillors).
A separate allowance has been established for deputy mayors.
The new allowances apply retrospectively from 18 December 2021, and councils must pay their council members in accordance with the Tribunal’s Determination.
For 2023-2024, the values of the base allowances for 1 July 2023-17 December 2023 for Brimbank City Council as a Category 3 council is:
• $124,469 per annum for the Mayoral allowance
• $62,235 per annum for the Deputy Mayoral allowance
• $37,565 per annum for Councillor allowance
The values of the base allowances for 18 December 2023-30 June 2024 for Brimbank City Council as a Category 3 council is:
• $130,390 per annum for the Mayoral allowance
• $65,195 per annum for the Deputy Mayoral allowance
• $39,390 per annum for Councillor allowance
The values of the new allowances include any Superannuation Guarantee Contribution amount or equivalent that may be payable.
Expenses incurred by Councillors in undertaking their duties for Brimbank are reported quarterly in a governance report presented at a Council meeting, in accordance with Councillor Support Major Policy 2020. The total expenses reported for travel, communications and other support expenses for 2023-2024 was $28,846.99.
Councillor Expense Report 2023-2024 | |
Total | |
Cr Bruce Lancashire | $2,666.40 |
Information and Communication Technology | $531.80 |
Travel | $562.82 |
Conferences, Seminars and Training (incl. accommodation and meals) | $1,027.27 |
Events / Administrative Expenses | $544.51 |
Cr Jae Papalia | $1,001.25 |
Information and Communication Technology | $531.80 |
Travel | $294.45 |
Events / Administrative Expenses | $175.00 |
Cr Jasmine Nguyen | $1,177.85 |
Information and Communication Technology | $531.80 |
Travel | $181.50 |
Conferences, Seminars and Training (incl. accommodation and meals) | $100.00 |
Events / Administrative Expenses | $364.55 |
Cr Maria Kerr | $1,313.76 |
Information and Communication Technology | $531.80 |
Travel | $436.46 |
Conferences, Seminars and Training (incl. accommodation and meals) | $154.55 |
Events / Administrative Expenses | $190.95 |
Cr Ranka Rasic | $3,131.25 |
Information and Communication Technology | $531.80 |
Travel | $1,111.27 |
Conferences, Seminars and Training incl. accommodation and meals) | $1,318.18 |
Events / Administrative Expenses | $170.00 |
Cr Sam David | $3,066.29 |
Information and Communication Technology | $531.80 |
Travel | $1,052.67 |
Conferences, Seminars and Training (incl. accommodation and meals) | $1,218.18 |
Events / Administrative Expenses | $263.64 |
Cr Sarah Branton | $531.80 |
Information and Communication Technology | $531.80 |
Cr Thomas O'Reilly | $7,024.75 |
Information and Communication Technology | $531.80 |
Travel | $1,473.08 |
Conferences, Seminars and Training (incl. accommodation and meals) | $4,755.00 |
Events / Administrative Expenses | $264.87 |
Cr Thuy Dang | $3,148.00 |
Information and Communication Technology | $531.80 |
Travel | $1,187.44 |
Conferences, Seminars and Training (incl. accommodation and meals) | $1,218.18 |
Events / Administrative Expenses | $210.58 |
Cr Victoria Borg | $1,465.40 |
Information and Communication Technology | $572.71 |
Travel | $317.97 |
Conferences, Seminars and Training incl. accommodation and meals) | $259.09 |
Events / Administrative Expenses | $315.63 |
Cr Virginia Tachos | $4,320.26 |
Information and Communication Technology | $531.80 |
Travel | $2,878.56 |
Conferences, Seminars and Training (incl. accommodation and meals) | $214.99 |
Events / Administrative Expenses | $694.92 |
Total | $28,846.99 |
Councillor Code of Conduct
Councillors are entrusted to represent and make decisions in the best interests of the entire Brimbank community. A Councillor Code of Conduct is a commitment by Councillors on how they agree to work together and conduct themselves in all aspects of their duties. The purpose of the Code of Conduct is to set out the principles, values, standards and behaviours that will guide Council collectively and Councillors individually in undertaking their duties and obligations as set out in the Act and all other applicable legislation. The Councillor Code of Conduct is intended to set a high standard of conduct in order to ensure good governance and maintain public trust in Council. As custodians of a major metropolitan city, the Mayor, Deputy Mayor and Councillors hold important leadership roles.
The Local Government (Governance and Integrity) Regulations 2020 sets out standards of conduct for Councillors. Section 139 of the Act requires a council to have a code of conduct for councillors. The Act also requires a Councillor to make a written declaration, witnessed by the chief executive officer, that they will abide by Councillor Code of Conduct.
Each Councillor was required to sign Councillor Code of Conduct adopted by Brimbank City Council on 21 April 2020. Councillors reviewed the Code of Conduct and adopted a new Code of Conduct by resolution on 16 February 2021. This Code was developed in accordance with Section 139 of the Local Government Act 2020. Our Councillors have signed the Code of Conduct, are committed to working together to govern Brimbank effectively, and adhere to the principles of good governance.
Local laws
Brimbank has two local laws: the General Local Law 2018, which came into effect on 1 January 2018, and the Governance (Major Policy Consultation) Local Law No. 3, which came into effect on 18 July 2014.
Local laws apply within the area of the City of Brimbank and act as subordinate legislation to state and federal laws.
General Local Law 2018
Brimbank’s General Local Law 2018 (Local Law) was made on 21 November 2017 and became operational on 1 January 2018. The objectives of the Local Law are to provide for the:
• Administration of Council’s powers and functions
• Protection, fair use and enjoyment of Council property
• Safe and fair use of streets, roads and footpaths
Protection, maintenance and enhancement of the amenity of the municipality to a standard that meets the general reasonable expectations of the community
• Keeping and control of animals on private land and on Council property
• Uniform and fair administration and enforcement of the Local Law The Local Law is available for viewing on Council’s website.
Governance (Major Policy Consultation) Local Law No. 3 2014
Brimbank’s Governance (Major Policy Consultation) Local Law No. 3 was gazetted on 17 July 2014 and became operational on 18 July 2014. It enables Council to determine whether a policy is or is not a major policy and prescribes a public consultation process to be followed when Council proposes to make, amend, modify or revoke a major policy. The purpose of this local law is to:
• Provide for some policies of Council to be designated as major policies
• Prescribe the procedure to be followed before making, amending, modifying or revoking a major policy
• Promote transparency of decision making
• Promote best practice in governance processes
• Provide for the peace, order and good government of the municipal district
The Governance (Major Policy Consultation) Local Law No. 3 2014 is available for viewing on Council’s website.
Attendance at 17 Council meetings in 2023-2324 by Councillors
1 July 2023-30 June 2024 | |
Name | Council meetings |
Cr Victoria Borg | 12 |
Cr Sarah Branton | 11 |
Cr Thuy Dang | 12 |
Cr Sam David | 17 |
Cr Maria Kerr | 12 |
Cr Bruce Lancashire | 12 |
Cr Thomas O’Reilly | 11 |
Cr Jasmine Nguyen | 16 |
Cr Jae Papalia | 15 |
Cr Ranka Rasic | 13 |
Cr Virginia Tachos | 10 |
Total Meetings | 17 |
Non-attendance at Council meetings included formal leaves of absence and/or apologies.
The above table includes two meetings that did not go ahead due to lack of quorum.
Councillor Portfolio System
In 2018, Council established a Portfolio System to complement and support Council’s governance structure and formal decision-making processes. Portfolio presentations were delivered in addition to briefings. Originally a one-year pilot project, at the Ordinary Council Meeting on 19 February 2019, Council resolved to continue with the Portfolio model.
The Portfolio System comprises 11 portfolios that are aligned to the strategic objectives of Council Plan 2021-2025. Elected Councillors were appointed to portfolio positions for a two-year term in February 2023.
The Mayor always holds the Resilient Brimbank Portfolio (high-level advocacy). If the mayor changes during the two-year portfolio term, the incoming and outgoing mayors swap portfolios. The Policy and Terms of Reference set the governance structure and parameters of portfolios.
Council officers are invited to present to the portfolios on various topics, including Council Plan action plan items, strategies, policies and frameworks, and other relevant items.
Portfolios enable Councillors to become more engaged with and develop an in-depth understanding of the issues related to their specific portfolios.
Portfolios provide a forum to align Councillors’ areas of community interest and expertise and give them a more focused role as representatives during their term.
Current portfolios | Number of Councillors | Allocated Councillors 1 July 2023-30 June 2024 2023 | Areas covered by Portfolio |
Resilient Brimbank | 1 | (Mayor)
2022-2023 Cr Lancashire
2023-2024 Cr Rasic | • High Level Advocacy
The current mayor always holds this portfolio and incoming and outgoing mayors swap portfolio positions as per the Program Terms of Reference. |
Vibrant Brimbank | 1 | 2022-2023 Cr Rasic
2023-2024 Cr Lancashire | • Arts • Culture • Cultural heritage • Event and festivals • Aboriginal and multicultural affairs |
Prosperous Brimbank | 1 | Cr Papalia | • Strategic planning • Economic development • Investment • Job attraction • Build heritage |
Sustainable Brimbank | 1 | Cr O’Reilly | • Environment and waste |
Brimbank People | 1 | Cr Borg | • Life stage planning • Lifelong learning • Job readiness • Ageing and inclusion |
Liveable Brimbank | 1 | Cr Kerr | • Urban amenity • Recreation • Local laws • Urban design • Facilities |
Brimbank Innovation | 1 | Cr Nguyen | • Custodianship • Innovation • Assets • Financial sustainability |
Brimbank Proud | 1 | Cr Dang | • Branding • Tourism and visitor economy • Marketing • Communications • Community engagement • Positioning, showcasing and engaging Brimbank |
Healthy Brimbank | 1 | Cr Branton | • Mental health • Sport • Recreation • Physical activity • Meeting places • Disability |
Connecting Brimbank | 1 | Cr David | • *Melbourne Airport Rail • *Sunshine Super Hub • Public transport • Car parking • Bike paths • Footpaths • Freight • Roads
*May also sit in Resilient Brimbank for the Mayor’s high-level advocacy |
Brimbank Tourism | 1 | Cr Tachos | • Visitor attraction • Creating jobs • Strengthening the local economy • Showcasing the natural environment and cultural assets and traditions of Brimbank |
Joint delegated committees, advisory committees and external committees Councillors were appointed to represent Council on a range of Council-formed joint delegated committees and advisory committees, as well as external committees formed by other organisations.
In 2023-2024, the representatives/delegates to Council committees were:
Joint delegated committee | Role of committee | Councillor delegate (July 2023–February 2024) | Councillor delegate (February 2024-June 2024) |
LeadWest Committee | Representing Councils of Brimbank, Hobsons Bay, Maribyrnong, Melton and Wyndham, to support sustainable growth and regional development in Melbourne’s west. | Cr Lancashire (del) Cr Tachos (proxy) | Cr Papalia (del) Cr Tachos (proxy) |
Council advisory committees | Role of committee | Councillor representative (July 2023–February 2024) | Councillor representative (February 2024– June 2024) |
Audit and Risk Committee | Advisory committee to Council established in accordance with Section 139 of the Local Government Act 1989 to provide oversight of internal and external audit and strategic risk activities. | Cr Lancashire (rep) Cr O’Reilly (rep) Cr David (sub) (all Councillors ex- officio) | Cr Lancashire (rep) Cr Sam David (rep) Cr Ranka Rasic (sub) Cr Maria Kerr (sub) (all Councillors ex- officio)
|
Brimbank Aboriginal & Torres Strait Islander Reconciliation Action Plan (RAP) Consultative Committee | To provide Council with advice on Aboriginal and Torres Strait Islander issues and the ongoing implementation of the RAP.
| Cr Rasic (co-Chair) Cr Papalia (co-Chair) | Cr Rasic (co-Chair) Cr Papalia (co-Chair) |
Brimbank Arts Advisory Committee | To bring arts sector advice to creative decisions made by Council, thereby assisting Council in its development and governance of creative projects in accordance with the Cultural Strategy 2018-2022. | Cr Dang Chair) Cr Tachos (rep) Cr Borg (rep) | Cr Dang (Chair) Cr Nguyen (rep) Cr Borg (rep) |
Brimbank Disability Advisory Committee | To oversee and guide the implementation, monitoring and review of the Brimbank Disability Action Plan, and advise Council on a range of matters affecting people with disability, their families and carers. | Cr Kerr (co-Chair) Cr Borg (rep) Cr O’Reilly (rep) | Cr Borg (co-Chair) Cr Kerr (rep) Cr O’Reilly (rep) |
Brimbank Youth Council | To establish and maintain a formal communication channel between Brimbank City Council and a representative group of young people aged 12-25 who live, work, study or socialise in the Brimbank municipality.
socialise in the Brimbank municipality socialise in the Brimbank municipality. | Cr O’Reilly (co-Chair) Cr Borg (rep) | Cr O’Reilly (co-Chair) Cr Nguyen (rep) |
Council advisory committees | Role of committee | Councillor representative (July 2022–February 2023) | Councillor representative (February 2023–June 2024) |
Brooklyn Industrial Precinct Strategy Committee | To provide advice and recommendations to Council on implementation of the Brooklyn Evolution Strategy in Brooklyn. | Cr David (Chair) | Cr David (Chair) |
Chief Executive Officer Employment Matters Committee | To provide guidance on the role of the CEO, performance and purpose of the CEO performance review. | Cr Rasic Cr Borg Cr Borg | Cr Rasic Cr Dang Cr David Cr Papalia Cr Lancashire
|
Heritage Advisory Committee | To provide a forum for Council to work with the local community to promote the retention, protection and enhancement of Brimbank’s heritage. | Cr Lancashire (Chair) | Cr Lancashire (Chair) |
Safety Wellbeing Partnership | To bring together key stakeholders to build and maintain a safe and inclusive community and support health and wellbeing initiatives. | Cr Kerr (co-Chair) Cr O’Reilly (rep) | Cr Kerr (co-Chair) Cr O’Reilly (rep) |
Social Justice Coalition – Strategic Implementation Group | Brings together Council and a broad cross section of community agencies and groups in a collaborative, strategic partnership to plan, lead and advocate on priority social justice issues in Brimbank. | Cr Borg (Chair) Cr O’Reilly (rep) | Cr O’Reilly Chair) Cr Borg (Rep)
|
St Albans Town Centre Partnership Group | To establish and maintain a successful partnership with the public and private sectors to improve the vitality and commercial viability of the St Albans Town Centre through regular dialogue between Council, government departments and agencies, property owners, business operators and the community. | Cr Dang (rep) Cr Papalia (rep) | Cr Dang (rep) Cr Papalia (rep) |
Sunshine Town Centre Partnership Group | To assist in the implementation of the Sunshine Rising program. To assist Council in realising the vision for Sunshine Town Centre. | Cr Nguyen (rep) | Cr David (rep) |
Sydenham Park Consultative Committee | To provide a direct engagement channel for Council to receive feedback from members during the implementation of the Sydenham Park Master Plan. This Committee is intended to act as a community engagement activity as part of a wider Community Engagement Plan in respect of the Sydenham Park Master Plan. | Cr Lancashire (rep) Cr Tachos (rep) | Cr Lancashire Cr Rasic |
External committees (Council delegates) | Role of committee | Councillor representative (July 2023–February 2024) | Councillor representative (February 2024– June 2024) |
Brimbank Community Fund Advisory Committee | To provide guidance of the administration of the Brimbank Charitable Fund. | Cr Nguyen (del) Cr O’Reilly (sub) | Cr O’Reilly (del) Cr Borg (sub) |
Brooklyn Community Representative Group | To foster collaboration between community, industry and government to ensure ongoing environmental management in the Brooklyn area. External group, independently facilitated with support from the Environment Protection Authority and Brimbank, Hobsons Bay and Maribyrnong City Councils. | Cr David (del) Cr Nguyen (del) | Cr O’Reilly (del) Cr David (del) Cr Nguyen (del) |
Calder Highway Improvement Committee | A regional local government committee whose objective is to ensure the continued upgrading of the Calder Highway. | Cr Rasic (del) Cr Lancashire (sub) | Cr Rasic (del) Cr Lancashire (sub) |
Cleanaway Community Benefit Fund – Review Panel | The Fund is intended to support local sustainability projects, which will benefit the community or local environment. The Fund will be available to not-for-profit organisations, charity groups, schools, volunteers and environmental groups in Caroline Springs, Deer Park and surrounding areas. | Cr Papalia (as delegate of Melbourne Regional Landfill Community Reference Group) | |
Local Government Working Group on Gambling | To support the local government sector to fulfil its various roles in relation to public health and wellbeing. | Cr Tachos (del) | Cr Tachos (del) |
Melbourne Regional Landfill Community Reference Group | External group convened by Cleanaway Waste Management. Aims to foster community understanding in the operation of landfill and compliance with license conditions through the provision of information, monitoring data, presentations and site tours. Also aims to develop broad understanding of Cleanaway’s current and future priorities regarding the ongoing operation of the site. | Cr Papalia (del) | Cr Lancashire (del) |
Metropolitan Transport Forum | Advocacy group for promotion of effective, efficient and equitable transport in metropolitan Melbourne. | Cr Lancashire (del) | Cr Lancashire (del) |
External committees (Council delegates) | Role of committee | Councillor representative (July 2023–February 2024) | Councillor representative (February 2024– June 2024) |
Municipal Association of Victoria (MAV) State Council | Victorian local government peak body, comprised of council representatives whose role is to advocate on behalf of the industry and support its development and represent the interests of their council by presenting their position on issues at State Council. | Cr Lancashire (del) Cr Tachos (1st sub del) Cr Nguyen (2nd sub del) | Cr Rasic (del) Cr Papalia (1st sub del) |
Western Melbourne Tourism | A representative group of western regional councils (except Maribyrnong), the tourism industry and LeadWest. The group's role is to advocate, coordinate and promote events and industry development for tourism in the western metropolitan region. | Cr Tachos (del) | Cr Tachos (del) Cr Dang (sub rep) |
Role of the Audit and Risk Committee
The Audit and Risk Committee (ARC) is an independent Council committee. Its purpose is to support and advise Council in fulfilling its responsibilities related to external financial and performance reporting, maintenance of strong and effective governance and control frameworks, management of key risks and Council’s compliance with legislation and regulation. The ARC has a prime responsibility in overseeing and monitoring Council’s various audit processes.
The ARC reports to Council on the outcomes of its work program and provides advice and recommendations on matters relevant to its Charter. The ARC may also endorse key reports for consideration by Council.
The ARC Chair will review the minutes of each ARC meeting and provide them to Council as soon as possible. Additionally, the Chair will prepare an audit and risk report that outlines the ARC's activities, findings, and recommendations. The report will then be presented at the next Ordinary Council Meeting.
Internal audit
Council’s internal audit function ensures that the appropriate processes and controls are in place by providing independent and objective assurance. A Strategic Internal Audit Plan (SIAP), revised annually, is risk-based and covers three years to ensure that audit resources remain focused on the appropriate areas. The review process considers Council's risk framework, Council Plan, the impact of any change on operations, systems, or the business environment, prior audit coverage and outcomes, and management input. The ARC reviews and approves the SIAP annually.
After each review, internal audit reports are provided, which contain audit findings, recommendations for control improvements and management responses. They are presented to the Committee for consideration at each meeting. The internal audit service provider has completed reviews on:
• Fraud awareness
• Procurement
• Climate change
These reviews were tabled in ARC meetings during the reporting period.
The ARC monitors the implementation of internal audit recommendations by the agreed due dates. These recommendations are prioritised, and the ARC monitors those with the most immediate needs at every meeting. The ARC is pleased with Council's performance regarding completing internal audit recommendations.
External audit
Council is externally audited by the Victorian Auditor-General. For the 2022-2023 year, the annual external audit of Council’s Financial Statements and Performance Statement was conducted by the Victorian Auditor-General’s representative, Nick Walker of HLB Mann Judd. The external auditors attend the May and September ARC meetings to present the annual
The audit plan and Independent Audit Report are also provided to the ARC, along with the external audit management letter and responses.
Risk management
During the meetings, the ARC discussed different risk management matters and placed particular emphasis on evaluating strategic risks, developing appropriate treatment plans, and assessing the efficiency of the risk management framework. The ARC also scrutinised the risk management policy during the reporting period. Additionally, the ARC gave significant attention to business continuity planning, and a review and testing of the Business Continuity Plan (BCP) occurred in November 2023.
Other key risk matters on which the ARC was briefed included the following:
1) Potentially Contaminated Land (PCL) program update
2) ICT Biannual Security Report, including the results of cybersecurity penetration testing
3) Review of strategic risks
4) Fraud Awareness program
5) Risk Awareness program
6) Insurance program renewal and management of insurance claims
The ARC believes that Council has remained committed to managing strategic and operational risks throughout the reporting period and has performed well regarding risk mitigation actions.
Governance and management checklist
Governance and Management Checklist - 2023-2024 Local Government Planning and Reporting Regulations 2020 (made under the Local Government Act 2020) | |||
Governance and management Item | Date
| Related document | |
Community engagement policy
|
| 21/05/2024 | The Community Engagement Policy 2021 was originally adopted at the Brimbank City Council Meeting no. 584 on 16 February 2021 (in accordance with Section 55 of the Local Government Act). A full review was carried out in 2023, informed by a deliberative community engagement process. This was endorsed at the Brimbank City Council Meeting no.633 on 21 May 2024. |
Community engagement guidelines |
| 21/05/2024 | The Community Engagement Policy 2021 was adopted at the Brimbank City Council Meeting no. 584 on 16 February 2021 (in accordance with Section 55 of the Local Government Act). A full review was carried out in 2023, and this was endorsed at the Brimbank City Council Meeting no. 633 on 21 May 2024. The policy includes Best Practice Guiding Principles and Council’s deliberate engagement approach. |
Financial Plan
|
| 15/06/2021 | The Long-term Financial Plan 2024-2034 was adopted at the Brimbank City Council Meeting no. 634 on 18 June 2024 (in accordance with Section 91(3) (a) of the Local Government Act 2020 and to comply with the financial management principles as detailed under Section 101). |
Asset Plan
|
| 23/06/2022 | The Asset Plan 2022-2032 was adopted at the Brimbank City Council Meeting no. 605 on 23 June 2022 (in accordance with Section 92 of the Local Government Act 2020) |
Revenue and Rating Plan |
| 15/06/2021 | The Revenue and Rating Plan 2021-2022 – 2025-2026 was adopted at the Brimbank City Council Meeting no. 590 on 15 June 2021 (in accordance with Section 93 of the Local Government Act 2020) |
Annual Budget |
| 18/06/2024 | The 2024-2025 Annual Budget was adopted at the Brimbank City Council Meeting no. 634 on 18 June 2024 (in accordance with Sections 94 and 96 of the Local Government Act 2020). |
Risk policy
|
| 15/06/2021 | The Risk Management Policy was adopted at the Brimbank City Council Meeting no. 590 on 15 June 2021. The Policy is enacted in Council’s Risk Management Framework (RMF) and is consistent with AS ISO 31000:2018 Risk Management – Guidelines (Australian Standard). |
Fraud policy |
| 23/06/2022 | A Fraud Prevention Policy was adopted at the Brimbank City Council Meeting no. 605 on 23 June 2022. The Policy describes Council’s commitment to managing fraud and corruption risk and to meeting its legislative obligations under the Local Government Act 2020. Related documentation includes Council’s Fraud and Corruption Control Framework (FCCF), Fraud Reporting and Investigation Procedure (FRIP), Public Interest Disclosures (PID) Policy and PID Procedure. |
Municipal emergency management planning
|
| 20/03/2024 | The final Municipal Emergency Management Plan (MEMP) 2023-2026 was approved at the Municipal Emergency Management Planning Committee (MEMPC) meeting on 20 March 2024. Meetings of the Committee were held on the following dates: 25/07/2023 25/10/2023 14/12/2023 20/03/2024 |
Procurement policy
|
| 31/08/2021 | The Procurement Policy was approved at the Brimbank City Council Meeting no. 574 on 23 June 2020. Amendments were made to the Procurement Policy on 31 August 2021 to reflect components of the Local Government Act 2020. |
Business continuity plan
|
| 21/05/2024 | The Main Business Continuity Plan (BCP) 2021-2022 was noted by Council’s Audit and Risk Committee on 3 September 2021. Council has a main BCP supported by five individual Directorate BCPs that prioritise the key services that require immediate attention in the event of a disruption. The latest update of the Business Continuity Framework and Policy was noted by Council’s Audit and Risk Committee Meeting no. 139 held on 21 May 2024. |
Disaster recovery plan
|
| 21/05/2024 | The Brimbank Disaster Recovery Plan was approved by ICT Governance on 1 July 2018. An update of Council’s main BCP, which includes disaster recovery planning, was completed in May 2024. |
Complaint policy |
| 12/12/2023 | The Complaint Policy 2023 was adopted at the Brimbank City Council Meeting no. 628 on 12 December 2023 (in accordance with Section 107 of the Local Government Act). |
Workforce plan |
| 10/10/2021 | The Workforce Plan 2021-2025 was finalised in October 2021. A new Strategic Workforce Plan is slated for development over the 2024-2025 financial year. |
Payment of rates and charges hardship policy |
| 21/02/2023 | The Financial Hardship Policy was developed to establish the guidelines for the assessment of hardship applications based on the principles of fairness, integrity, confidentiality and compliance with statutory requirements. This policy was last reviewed and approved the Brimbank City Council Meeting no. 615 on 21 February 2023. |
Risk Management Framework |
| 24/11/2023 | The Risk Management Framework was endorsed by the Audit and Risk Committee at Meeting no. 139 on 24 November 2023 and was adopted at the Brimbank City Council Meeting no. 629 on 20 February 2024. |
Audit and Risk Committee
|
| 19/09/2023 | The Audit and Risk Committee is established in accordance with section 53 of the Local Government Act 2020. The Audit and Risk Committee Charter has been developed in accordance with section 53 of the Act. The reviewed Charter was adopted at the Brimbank City Council Meeting no. 623 on 19 September 2023. |
Internal audit |
| 15/02/2021 | Council’s internal audit service provider is Crowe Australasia. They were appointed on 15 February 2021 with a three-year contract that had a two year extension clause that has been accepted and implemented. |
Performance Reporting Framework |
| 19/10/2021
| ‘Together We are Brimbank’, the Brimbank City Council Plan (2021-2025) was adopted at the Brimbank City Council Meeting no. 595 on 19 October 2021. The Council Plan includes Brimbank’s Performance Reporting Framework. |
Council Plan Report |
| 22/11/2023
| ‘Together We are Brimbank’, the Brimbank City Council Plan (2021-2025) was adopted at the Brimbank City Council Meeting no. 595 on 19 October 2021. Year Three (2023-2024) Annual Action Plan Progress Reports were noted by Council at Council Meeting no. 627 on 22 November 2023 (Year 3 Quarter 1), at Council Meeting no. 629 on 20 February 2024 (Year 3 Quarter 2) and at Council Meeting no. 633 on 21 May 2024 (Year 3 Quarter 3). The final quarterly report (Year 3, Quarter 4) will be presented for noting at the Council Meeting no. 636 on 20 August 2024. |
Quarterly budget reports
|
| 22/11/2023
| Quarterly budget reports were noted by Council at Council Meeting no. 627 on 22 November 2023 (for the period ending 30 September 2023), Council Meeting no. 629 on 20 February 2024 (for the period ending 31 December 2023) and at Council Meeting no. 633 on 21 May 2024 (for the period ending 31 March 2024). |
Risk reports
|
| 07/05/2024 | The Strategic Risk Report was reported on at Council’s Audit and Risk Committee Meeting no. 139 on 7 May 2024. This is normally done in February and September meetings however, due to an external review, this was done in May. |
Performance reports |
| 01/09/2023
| Performance Reporting indicator results (LGPRF) were reported to Council’s Audit and Risk Committee Meeting no. 136 on 1 September 2023. |
Annual Report |
| 17/10/2023 | The Annual Report 2022-2023 was adopted at the Brimbank City Council Meeting no. 624 on 17 October 2023 (in accordance with Section 90 of the Local Government Act 2020). This can be viewed at: |
Councillor Code of Conduct |
| 16/02/2021 | The Councillor Code of Conduct 2021 was adopted at the Brimbank City Council Meeting no. 584 on 16 February 2021 (in accordance with Section 139 of the Local Government Act 2020). |
Delegations |
| 23/04/2024 | Brimbank City Council’s Instruments of Delegations and Financial Authority Limits demonstrate Council’s delegations of authority. The seven instruments were updated between June 2023 and April 2024. These can be viewed at: |
Meeting Procedures |
| 19/09/2023 | Brimbank’s current Governance Rules were adopted by Council at the Council Meeting on 19 September 2023, in accordance with Section 60 of the Local Government Act 2020. These can be viewed at: Governance Rules | Brimbank The Brimbank Governance Rules 2023 reflect the introduction of the Regulatory Legislation Amendment (Reform) Act 2022. Council has also reviewed the Conduct During Election Period Policy and updated it in line with the changes to the Local Government Act 2020 and the Municipal Association of Victoria (MAV) candidature of councillors in state or federal elections 2021 Guidelines. The draft Governance Rules were available on yoursay.brimbank.vic.gov.au with feedback invited until 14 July 2023. |
Statutory information
As local government is accountable to its community, its operations must be open and transparent. The proper process with sound corporate governance is an essential part of this.
Documents available for public inspection
In accordance with Regulation 12 of the Local Government (General) Regulations 2015, the following are prescribed documents that are available for public inspection. Copies of the documents can be obtained for the purposes of Section 222 of the Act at 301 Hampshire Road, Sunshine.
▪ A document containing details of overseas or interstate travel (other than interstate travel by land for less than three days) undertaken in an official capacity by councillor or any member of council staff in the previous 12 months
▪ Minutes of ordinary and special meetings held in the previous 12 months which are kept under section 93 of the Act, other than those agendas and minutes relating to a part of a meeting which was closed to members of the public under section 89 of the Act and are confidential information within the meaning of section 77(2) of the Act
▪ The minutes of meetings of special committees established under section 86 of the Act and held in the previous 12 months, other than those minutes relating to a part of a meeting that was closed to members of the public under section 89 of the Act and are confidential information within the meaning of section 77(2) of the Act
▪ A register of delegations kept under sections 87(1) and 98(4) of the Act, including the date on which the last review took place under sections 86(6) and 98(6), respectively, of the Act
▪ A document containing details of all leases involving land which were entered into by Council as lessor, including the lessee and the terms and the value of the lease
▪ A register maintained under section 224(1A) of the Act of authorised officers appointed under that section
▪ A list of donations and grants made by Council in the previous 12 months, including the names of persons who, or bodies which, have received a donation or grant and the amount of each donation or grant.
Carers Recognition Act 2012
Council has taken all practicable measures to comply with its responsibilities outlined in the Carers Recognition Act 2012. Council has promoted the principles of the Act to people in care relationships, including those who receive Council services, and to the wider community by distributing information through relevant Council services.
Council ensures its employees are aware of the principles and responsibilities outlined in the
Carers Recognition Act 2012 through training programs and policy updates.
Procurement
Procurement is bound by the Local Government Act 2020, Sections 108 and 109, and Council’s Procurement Policy. The Policy was adopted by Council in November 2021. The revised public tender thresholds are:
• >$250,000 goods/services (GST inclusive)
• >$350,000 works (GST inclusive)
Exemption from public tender is now approved by the relevant financial delegated officer.
Contracts
Council awards contracts to contractors after completing the tender process. These contracts go through a thorough evaluation and are assessed based on several factors. For the year 2023-2024, Council issued 54 tenders for amounts exceeding $250,000 (for goods and services) and $350,000(for works) in various service categories.
• Capital and infrastructure works
• Community services
• Consultancy and other work
• Operational services
• Plant and equipment
• Technology
The following suppliers were appointed without engaging in a public tender process for services above $250,000 (GST inclusive).
• Abel Concepts
• All Traffic Management Services
• Australia Post
• IT Today
• Zogg Australia
Disability Action Plan
The Disability Action Plan 2022-2026 was adopted by Council in November 2022. Following a robust community consultation, the plan’s actions were successfully co-designed and leveraged the insights of people with lived/living experiences of disability.
Disability Advisory Committee
In the 2023-2024 period, three Councillors and eleven community members were appointed to the Brimbank Disability Advisory Committee. During this period, one member passed away, and another resigned. Hence, the committee needs to recruit two community members for the remainder of the Disability Action Plan.
During this time, meetings were conducted both online and in person. The committee's key functions included:
• Overseeing the implementation and monitoring of the Disability Action Plan, which included receiving reports on its successes and challenges via an annual community report card
• Promoting, integrating and raising awareness of disability access and inclusion within core Council business while advising on disability-related matters
• Improving access and inclusion by identifying barriers to participation for people with disabilities, their families and carers
• Sharing information and building relationships to foster a deeper understanding of disability issues
• Providing feedback to Council on strategies and policies when required
Domestic Animal Management Plan
In accordance with the Domestic Animals Act 1994 Section 68a, Council is required to prepare a Domestic Animal Management Plan at four-yearly intervals and evaluate its implementation in the annual report.
Brimbank's plan was adopted in 2022 and will be reviewed in 2026. To date, the plan has guided Council's programs and services for managing dogs and cats, balancing the needs of pet owners, the community and domestic animals. Council offers limited subsidised desexing for cats to reduce unwanted litters.
Food Act Ministerial Directions
Per Section 7E of the Food Act 1984, Council must publish a summary of any Ministerial Directions received during the financial year in its annual report. No such Ministerial Directions were received by Council during the financial year.
Road Management Act Ministerial Direction
In accordance with Section 22 of the Road Management Act 2004, Council must publish a copy or summary of any Ministerial Direction in its Annual Report. No such Ministerial Directions were received by Council during the financial year.
Freedom of Information Act 1982
You may be able to access document(s) under the Freedom of Information Act 1982 (Cth) if the document is not publicly available:
• On Council’s website or by public inspection; or
• By payment of a fee under another Act.
To find out more about freedom of information (FOI), visit Council’s website.
How to make an FOI request
To submit an FOI request, it must be in writing and include the non-refundable application fee. Exemption from the application fee based on hardship may be obtained with supporting evidence, such as a current concession card. You can submit an FOI request online on Council’s website, by email, post or apply in person. To avoid delays, be specific about the documents you're seeking. Council’s Freedom of Information Officer can assist you in making an application.
FOI applications annual report
Council received 52 FOI requests during 2023-2024.
FOI request outcomes | 2023- 2024 |
Access granted in full | 20 |
Access granted in part | 6 |
Access denied in full | 2 |
Other: | |
No documents | 6 |
Request withdrawn or not proceeded with by the applicant | 7 |
Requests not yet finalised as of 30 June 2024 | 3 |
Released informally outside of the FOI Act | 8 |
Total number of requests | 52 |
Reviews, complaints and appeals | 0 |
Number of decision reviews or complaints referred to the Office of Information Commissioner | 0 |
Number of appeals to VCAT | 0 |
Privacy and Data Protection Act 2014
The Privacy and Data Protection Act 2014 (PDP Act) contains information privacy principles that relate to the responsible collection, use, and disclosure of personal information. Council’s Privacy and Health Information Policy provides information on how Council complies with the requirements of the PDP Act.
The Policy also provides guidance on how to access and amend personal information. It can be downloaded from Council’s website.
Information privacy incident notifications
Council received 16 privacy incident notifications in 2023-2024.
Out of the privacy notifications that were received, half were reported by members of the public and half were reported by Council staff or a contracted service provider. Even though Council is not obligated under the PDP Act to report privacy incidents to the Office of the Victorian Information Commissioner (OVIC), Council voluntarily reports to OVIC on a case-by-case basis in the interest of transparency, good governance, and public trust.
Five of the privacy incidents reported following the Privacy Officer's investigation were determined to not be privacy breaches. Of the privacy incidents that occurred, a small number of individuals were affected (less than 20 individuals).
Health Records Act 2001
The Heath Records Act 2001 (HR Act) seeks to protect the privacy of an individual’s health information and provides individuals with a right to access their health information. The HR Act also establishes a mechanism for dispute resolution and a framework for making a complaint. Council did not receive any privacy complaints relating to health records in 2023-2024.
Road Management Act Ministerial Direction
In accordance with Section 22 of the Road Management Act 2004, a council must publish a copy or summary of any Ministerial Direction in its annual report. No such Ministerial Directions were received by Council during the financial year.
Infrastructure and development contributions
For the 2023-2024 year, the following information about infrastructure and development contributions is disclosed.
Table 1 – Total Development Contribution Plan (DCP) levies received in 2023-2024 financial year | |
DCP name and year approved | Levies received in 2023-2024 financial year ($) |
Sunshine Town Centre DCP (2015) | $180,448.00 |
Brimbank DCP (2018) | $741,917.00 |
Total | $922,365.00 |
Table 2 – DCP land financial year | , works, services | or facilities accep | ted as works-in-ki | nd in 2023-2024 |
DCP name and year approved | Project ID | Project description | Item purpose | Project value ($) |
Total | $0.00 |
Table 3 – Total DCP contributions received and expended to date (for DCPs approved after 1 June 2016) | ||||
DCP name and year approved | Total levies received ($) | Total levies expended ($) | Total works- in-kind accepted ($) | Total DCP contributions received (levies and works-in-kind) ($) |
Brimbank DCP (2018) |
$4,430,331.00 |
$18,800.00 |
$0.00 |
$4,430,331.00 |
Total | $4,430,331.00 | $18,800.00 | $0.00 | $4,430,331.00 |
Table 4 – Land, works, services or facilities delivered in 2023-2024 financial year from DCP levies collected | ||||||||
Project description | Project ID | DCP name and year approved | DCP fund expended ($) | Works-in- kind accepted ($) | Council's contribution ($) | Other contributions ($) | Total project expenditure ($) | Percentage of item delivered |
Total | $0.00 | $0.00 | $0.00 | $0.00 | $0.00 | |||
Performance Statement
For the year ended 30 June 2024
Table of Contents | |
Certification of the performance statement | 1 |
Victorian Auditor-General’s Office audit report | 2 |
Section 1. Description of municipality | 3 |
Section 2. Service performance indicators | 4 |
Section 3. Financial performance indicators | 8 |
Section 4. Sustainable capacity indicators | 11 |
Section 5. Notes to the accounts | 12 |
5.1. Basis of preparation | 12 |
5.2. Definitions | 13 |
Section 1. Description of municipality
The City of Brimbank was established in 1994, uniting the former Keilor and Sunshine councils. It was named after Brimbank Park in Keilor, which gained its name from the practice of farmers driving livestock ‘around the brim of the bank’ of the Maribyrnong River.
Located in the western and north-western suburbs of Melbourne, Brimbank is between 12 and 23 kilometres west and north-west of the Melbourne CBD. It is bound by Hume City Council in the north, Maribyrnong and Moonee Valley City Councils in the east, Hobsons Bay and Wyndham City Councils in the south and Melton City Council in the west.
Brimbank is a vibrant, growing community in the heart of Melbourne’s west. Diversity is central to our identity – we are proudly multicultural, embracing people from around the world and weaving their stories into our own. Brimbank’s estimated resident population of 193,146 makes it one of the most populous municipality in Greater Melbourne.
Section 2. Service Performance Indicators
For the year ended 30 June 2024
Results
2021 | 2022 | 2023 | 2024 | Comment | ||
Service / Indicator / Measure [Formula] |
Actual |
Actual |
Actual | Target as per budget |
Actual | |
Aquatic Facilities | ||||||
Utilisation | ||||||
Utilisation of aquatic facilities | 0.81 | 1.48 | 7.60 | N/A | 9.73 | Brimbank Aquatic and Wellness Centre increased visitation to over 1.4 million in total for the year. Although casual visitation slightly declined, the venue experienced increases in swim school visitation and fitness visits remained strong throughout. The swim school at Sunshine Leisure Centre also saw visitation increases, exceeding 400,000. The swim school achieved more than 6,000 students across both venues, well exceeding all targets. It is worth also noting the increase in unique visitors to the venue due to the commencement of Allied Health services and the continued growth of tenant partner clients at BAWC. The utilisation of aquatic facilities for 23/24 sits at the higher end of the result range with 9.73. Find out more about our leisure centres at https://www.brimbank.vic.gov.au/leisure-parks-and- facilities. |
[Number of visits to aquatic facilities / Municipal population] | ||||||
Animal Management | ||||||
Health and safety | ||||||
Animal management prosecutions | 100% | 75% | 100% | N/A | 100% | Brimbank City Council investigates all issues under the Domestic Animals Act (1994) and, where supportive evidence is available, actively prosecutes these matters. Strong efforts continue in this area to bring persons responsible for breaches of the Act before the Courts for determination and appropriate penalty. This result is within the range expected by Council. Find out more about animal management at Brimbank www.brimbank.vic.gov.au/pets-and-animals. |
[Number of successful animal management prosecutions / Number of animal management prosecutions] x 100 | ||||||
AF6
AM7
Food Safety | ||||||
Health and safety | ||||||
Critical and major non-compliance outcome notifications | 100.00% | 100.00% | 95.97% | N/A | 100.00% | Brimbank City Council continues to prioritise the delivery of a risk-based food safety service. All premises with major or critical non-compliance notifications are routinely followed up. This result is within the range expected by Council. Find out more about food safety at https://www.brimbank.vic.gov.au/business/types- businesses/food-premises-and-safety. |
[Number of critical non-compliance outcome notifications and major non-compliance notifications about a food premises followed up / Number of critical non-compliance outcome notifications and major non- compliance notifications about a food premises] x100 | ||||||
Governance | ||||||
Consultation and engagement | ||||||
Satisfaction with community consultation and engagement | 59 | 59 | 55 | 59 | 74 | The community satisfaction rating on Council’s performance in community consultation and engagement is reported from the independent annual Community Satisfaction Survey for 2023-2024. This result is markedly higher than that of 2022-2023. This is likely due to a combination of factors. A new survey methodology saw face-to-face interviews conducted by a new external provider. The provider notes this approach tends to result in higher satisfaction reporting (though not to the extent seen here). Over the past few years, Council has delivered a new Community Engagement Policy and a Community Voice Panel of representative Brimbank residents. Council has also conducted a number of extensive community consultations, both on-line and across Brimbank. Find out more about the Annual Community Satisfaction Survey at https://brimbank.vic.gov.au/about-council/how-we- |
[Community satisfaction rating out of 100 with how Council has performed on community consultation and engagement ] | ||||||
Libraries | ||||||
Participation | ||||||
Library membership | #N/A | #N/A | #N/A | N/A | 34.80% | The high number of library members, at 34.8% of the population, reflects a strong engagement and utilisation of library services within the community with many residents benefiting from the resources and opportunities provided by the libraries. The high level of membership demonstrates that Brimbank Libraries are effectively meeting the needs and interests of a large segment of the community. It also underscores the libraries' role as essential community hubs, fostering literacy, learning, social engagement, and access to information. Find out more about Brimbank Libraries at http://www.brimbanklibraries.vic.gov.au. |
[Number of registered library members / Population] x100 |
FS4
G2
LB7
Maternal and Child Health (MCH) | |||||||||
Participation | |||||||||
Participation in the MCH service | 63.05% | 61.37% | 66.41% | N/A | 67.45% | Brimbank City Council is committed to providing high quality Maternal and Child Health (MCH) services. The 2023/2024 participation result is lower than the expected range due to the impacts of parental leave and other staff leave and the lack of qualified MCH staff state-wide to provide back-fill. Available appointments were prioritised for Aboriginal and Torres Strait Islander clients and clients identified as vulnerable. This result is outside the range expected by Council. More information about the Maternal and Child Health Service can be found at https://www.brimbank.vic.gov.au/living-here/my- family/children/maternal-and-child-health. | |||
[Number of children who attend the MCH service at least once (in the year) / Number of children enrolled in the MCH service] x100 | |||||||||
Participation in the MCH service by Aboriginal children | 71.72% | 76.76% | 77.54% | N/A | 75.94% | Brimbank City Council is committed to providing high quality Maternal and Child Health (MCH) services to Brimbank’s Aboriginal and Torres Strait Islander community. This result is within the range set by Council. More information about the Maternal and Child Health Service can be found at https://www.brimbank.vic.gov.au/living-here/my- family/children/maternal-and-child-health. | |||
[Number of Aboriginal children who attend the MCH service at least once (in the year) / Number of Aboriginal children enrolled in the MCH service] x100 | |||||||||
Roads | |||||||||
Condition | |||||||||
Sealed local roads maintained to condition standards | 91.49% | 92.82% | 93.26% | 90.00% | 92.43% | The percentage of sealed local roads maintained to condition standard is similar to the rate for 2022-2023 and remains in the range expected by Council. Council is committed to maintenance of the local road network and continues to deliver road maintenance and rehabilitation works as required. | |||
[Number of kilometres of sealed local roads below the renewal intervention level set by Council / Kilometres of sealed local roads] x100 | |||||||||
Statutory Planning | |||||||||
Service standard | |||||||||
Planning applications decided within required time frames | 70.55% | 70.92% | 70.03% | 70.00% | 84.32% | Brimbank City Council is committed to working with applicants and objectors to achieve good outcomes in planning determinations. Council continues to balance time taken to negotiate land use and development issues with the need to ensure efficient processing of applications and has put a lot of work into improving processes to be as efficient as possible. This result is a 20% improvement on the result achieved last year and falls within the range set by Council. Find out more about Brimbank’s Statutory Planning Service at https://www.brimbank.vic.gov.au/building-and- planning/planning. | |||
[(Number of regular planning application decisions made within 60 days) + (Number of VicSmart planning application decisions made within 10 days) / Number of planning application decisions made] x100 | |||||||||
MC4
MC5
R2
SP2
Waste Management | ||||||
Waste diversion | ||||||
Kerbside collection waste diverted from landfill | 40.60% | 41.46% | 42.22% | 42.00% | 40.66% | Brimbank City Council seeks to deliver an effective and efficient waste management and recycling service for the community. the waste diversion rate from landfill decreased slightly when compared to last year’s figure. The result remains at the mid-point of the range expected by Council. Find out more about Waste Services at Brimbank: https://www.brimbank.vic.gov.au/rubbish- recycling-and-waste. |
[Weight of recyclables and green organics collected from kerbside bins / Weight of garbage, recyclables and green organics collected from kerbside bins] x100 |
WC5
Section 3. Financial Performance Indicators
For the year ended 30 June 2024
Results Forecasts
2021 | 2022 | 2023 | 2024 | 2025 | 2026 | 2027 | 2028 | Material Variations and Comments | ||
Dimension / Indicator / Measure [Formula] |
Actual |
Actual |
Actual | Target as per budget |
Actual |
Forecasts |
Forecasts |
Forecasts |
Forecasts | |
Efficiency | ||||||||||
Expenditure level | ||||||||||
Expenses per property assessment | $2,599.91 | $2,621.14 | $2,840.83 | $3,032.46 | $3,111.77 | $3,220.01 | $3,339.42 | $3,384.27 | $3,446.67 | Brimbank City Council continues to provide an efficient property assessment service. The result has increased in 2023/2024 due to increased costs, however it remains in line with previous years and the range expected by Council. |
[Total expenses / Number of property assessments] | ||||||||||
Revenue level | ||||||||||
Average rate per property assessment | $1,668.52 | $1,703.13 | $1,717.81 | N/A | $1,776.54 | $1,819.68 | $1,859.82 | $1,900.89 | $1,943.04 | Brimbank City Council continues to provide an efficient property assessment service. The minimal rate increase is within the Victorian Government Rate Cap and the range expected by Council. |
[Sum of all general rates and municipal charges / Number of property assessments] | ||||||||||
Liquidity | ||||||||||
Working capital | ||||||||||
Current assets compared to current liabilities | 174.23% | 175.65% | 206.14% | 146.53% | 216.10% | 179.30% | 106.46% | 133.23% | 130.68% | Brimbank City Council places high value on the effective management of Council’s assets and liabilities. The current assets and working capital ratio are slightly higher than the previous years mainly due to the increase in receivables the decrease in payables at year end compared to previous years. These figures can fluctuate from year to year and is anticipated the result will will move towards previous years results in the future. The result is in the range expected by Council. |
[Current assets / Current liabilities] x100 | ||||||||||
Unrestricted cash | ||||||||||
Unrestricted cash compared to current liabilities | 67.27% | 37.63% | 73.75% | N/A | 81.68% | 122.27% | 69.59% | 86.28% | 84.83% | Brimbank City Council places high value on effective management of Council assets and liabilities. The 2023/2024 unrestricted cash balance has increased since the last financial year. This is due to the reduction in trade payables balances at year end. The result is in the range expected by Council. |
[Unrestricted cash / Current liabilities] x100 | ||||||||||
E2
E4
L1
L2
Obligations | ||||||||||
Loans and borrowings | ||||||||||
Loans and borrowings compared to rates | 54.25% | 54.52% | 50.81% | N/A | 47.35% | 48.23% | 36.20% | 35.21% | 36.23% | Brimbank City Council places strong emphasis on efficient and effective financial management, including management of loans and borrowings. The 2023/2024 result is lower than last year as borrowings repayments are higher than new loans. The result is in the range expected by Council. |
[Interest bearing loans and borrowings / Rate revenue] x100 | ||||||||||
Loans and borrowings repayments compared to rates | 4.93% | 6.59% | 6.96% | N/A | 6.04% | 6.11% | 18.22% | 7.43% | 7.95% | Brimbank City Council places strong emphasis on efficient and effective financial management, including management loans and borrowings. The repayments figure decreased in 2023/2024, reflecting a decrease in the overall balance of loans. This result remains in the range set by Council. |
[Interest and principal repayments on interest bearing loans and borrowings / Rate revenue] x100 | ||||||||||
Indebtedness | ||||||||||
Non-current liabilities compared to own source revenue | 52.11% | 50.93% | 44.97% | N/A | 40.84% | 41.51% | 21.12% | 28.46% | 30.74% | Brimbank City Council places strong emphasis on efficient and effective financial management. There was a decrease in this measure in 2023/2024, the improved result in 2023/2024 reflects increased income due to the Brimbank Aquatic and Wellness Centre (BAWC) as well as increased interest on investments. This result is within the range expected by Council. |
[Non-current liabilities / Own source revenue] x100 | ||||||||||
Asset renewal and upgrade | ||||||||||
Asset renewal and upgrade compared to depreciation | 106.99% | 112.50% | 72.24% | 124.32% | 67.26% | 93.22% | 75.69% | 81.06% | 81.35% | Brimbank City Council places strong emphasis on the ongoing renewal and upgrade of assets and has obtained resourcing for a number asset renewal projects over the past few years. The decrease in the 2023/2024 result reflects an increase in depreciation due to increased infrastructure costs resulting in valuations increases, this has resulted in Council not meeting its target. |
[Asset renewal and asset upgrade expense / Asset depreciation] x100 | ||||||||||
Operating position | ||||||||||
Adjusted underlying result | ||||||||||
Adjusted underlying surplus (or deficit) | 2.84% | 8.49% | 4.88% | N/A | -1.57% | -0.49% | -2.48% | -1.87% | -2.17% | This indicator has declined due to increases in employee and materials costs which have been greater than the increases in income over the past year. It is projected this result may decrease further as forecast figures see further increases in employee and materials costs. The result is in the range expected by Council. |
[Adjusted underlying surplus (deficit)/ Adjusted underlying revenue] x100 |
O2
O3
O4
O5
OP1
Stability | ||||||||||
Rates concentration | ||||||||||
Rates compared to adjusted underlying revenue | 78.38% | 73.80% | 72.35% | 74.09% | 72.93% | 71.63% | 72.01% | 72.22% | 72.71% | Brimbank City Council endeavours to manage revenue and rates efficiently. The 2023/2024 financial year saw a slight increase in rates compared to revenue, reflecting decreases in grants as a result of Grants Commission early payment of the 2023/24 payment in 2022/23. The result is in the range expected by Council. |
[Rate revenue / Adjusted underlying revenue] x100 | ||||||||||
Rates effort | ||||||||||
Rates compared to property values | 0.33% | 0.32% | 0.30% | N/A | 0.29% | 0.30% | 0.30% | 0.31% | 0.31% | Brimbank City Council continues to ensure rating levels are based on the community’s capacity to pay and within the State Government rate cap limits. Rates, as a whole, includes general rates and municipal and environmental charges. This result remains in the range set by Council. |
[Rate revenue / Capital improved value of rateable properties in the municipality] x100 |
S1
S2
Section 4. Sustainable Capacity Indicators
For the year ended 30 June 2024
Results
2021 | 2022 | 2023 | 2024 | Comment | |
Indicator / Measure [Formula] |
Actual |
Actual |
Actual |
Actual | |
Population | |||||
Expenses per head of municipal population | $986.30 | $1,026.73 | $1,182.54 | $1,286.16 | Brimbank City Council is committed to minimising expenses where possible while ensuring essential services are available. The main contributor to the increase is due to cost of materials and increased depreciation. |
[Total expenses / Municipal population] | |||||
Infrastructure per head of municipal population | $8,071.55 | $8,973.69 | $10,188.95 | $10,051.33 | Brimbank City Council endeavours to deliver efficient and effective financial management. Infrastructure has remained consistent with prior year result. The result is in the range expected by Council. |
[Value of infrastructure / Municipal population] | |||||
Population density per length of road | 230.11 | 225.59 | 212.48 | 213.79 | Brimbank City Council places strong emphasis on maintaining a road network that services the requirements of our community. This result is consistent with previous years and remains in the range expected by Council. |
[Municipal population / Kilometres of local roads] | |||||
Own-source revenue | |||||
Own-source revenue per head of municipal population | $863.39 | $921.85 | $1,071.18 | $1,139.15 | Brimbank City Council is committed to high quality revenue management. The increased result in 2023/2024 reflects increase income from the Brimbank Aquatic and Wellness Centre (BAWC) as well as increased interest on investments. This result remains in the range expected by Council. |
[Own-source revenue / Municipal population] | |||||
Recurrent grants | |||||
Recurrent grants per head of municipal population | $124.30 | $151.92 | $157.67 | $63.13 | The decrease reflects the early receipt of the 2023/24 Grants Commission payment in June 2023. The early receipt of this Grant did not continue for 2024/25. |
[Recurrent grants / Municipal population] | |||||
Disadvantage | |||||
Relative Socio-Economic Disadvantage | 1.00 | 1.00 | 1.00 | 1.00 | Brimbank remains the second most disadvantaged municipality in Greater Melbourne and the third most disadvantaged in Victoria. These results have remained consistent over the past five years. |
[Index of Relative Socio-Economic Disadvantage by decile] | |||||
Workforce turnover | |||||
Percentage of staff turnover | 12.9% | 13.8% | 10.9% | 11.9% | Brimbank City Council saw a small increase in staff turnover during the 2023-2024 financial year. The result is in the range expected by Council. |
[Number of permanent staff resignations and terminations / Average number of permanent staff for the financial year] x100 |
C1
C2
C3
C4
C5
C6
C7
Section 5. Notes to the accounts
• 5.1. Basis of preparation
• Council is required to prepare and include a performance statement within its annual report. The performance statement includes the results of the prescribed, service performance, financial performance and sustainable capacity indicators and measures together with a description of the municipal district, an explanation of material variations in the results and notes to the accounts. This statement has been prepared to meet the requirements of the Local Government Act 2020 and Local Government (Planning and Reporting) Regulations 2020.
• Where applicable the results in the performance statement have been prepared on accounting bases consistent with those reported in the Financial Statements. The other results are based on information drawn from council information systems or from third parties (e.g., Australian Bureau of Statistics or the Council’s satisfaction survey provider).
•
• The performance statement presents the actual results for the current year and the previous three years, along with the current year's target, if mandated by the Local Government (Planning and Reporting) Regulations 2020. Additionally, for the prescribed financial performance indicators and measures, the performance statement includes the target budget for the current year and the results forecast for the period 2024-25 to 2027-28 by the council's financial plan.
•
• The Local Government (Planning and Reporting) Regulations 2020 requires explanation of any material variations in the results contained in the performance statement. Council has adopted materiality thresholds relevant to each indicator and measure and explanations have not been provided for variations below the materiality thresholds unless the variance is considered to be material because of its nature.
5.2. Definitions
Key term | Definition |
Aboriginal children | means a child who is an Aboriginal person |
Aboriginal person | has the same meaning as in the Aboriginal Heritage Act 2006 |
adjusted underlying revenue | means total income other than: • non-recurrent grants used to fund capital expenditure; and • non-monetary asset contributions; and • contributions to fund capital expenditure from sources other than those referred to above |
adjusted underlying surplus (or deficit) | means adjusted underlying revenue less total expenditure |
annual report | means an annual report prepared by a council under section 98 of the Act |
asset renewal expenditure | means expenditure on an existing asset or on replacing an existing asset that returns the service capability of the asset to its original capability |
asset upgrade expenditure | means expenditure that— (a) enhances an existing asset to provide a higher level of service; or (b) extends the life of the asset beyond its original life |
critical non-compliance outcome notification | means a notification received by council under section 19N(3) or (4) of the Food Act 1984 , or advice given to council by an authorized officer under that Act, of a deficiency that poses an immediate serious threat to public health |
current assets | has the same meaning as in the Australian Accounting Standards |
current liabilities | has the same meaning as in the Australian Accounting Standards |
food premises | has the same meaning as in the Food Act 1984 |
intervention level | means the level set for the condition of a road beyond which a council will not allow the road to deteriorate and will need to intervene |
local road | means a sealed or unsealed road for which the council is the responsible road authority under the Road Management Act 2004 |
major non-compliance outcome notification | means a notification received by a council under section 19N(3) or (4) of the Food Act 1984 , or advice given to council by an authorized officer under that Act, of a deficiency that does not pose an immediate serious threat to public health but may do so if no remedial action is taken |
MCH | means the Maternal and Child Health Service provided by a council to support the health and development of children within the municipality from birth until school age |
non-current liabilities | means all liabilities other than current liabilities |
own-source revenue | means adjusted underlying revenue other than revenue that is not under the control of council (including government grants) |
population | means the resident population estimated by council |
rate revenue | means revenue from general rates, municipal charges, service rates and service charges |
relative socio-economic disadvantage | in relation to a municipal district, means the relative socio-economic disadvantage, expressed as a decile for the relevant financial year, of the area in which the municipal district is located according to the Index of Relative Socio-Economic Disadvantage of SEIFA |
restricted cash | means cash, cash equivalents and financial assets, within the meaning of the Australian Accounting Standards, not available for use other than for a purpose for which it is restricted, and includes cash to be used to fund capital works expenditure from the previous financial year |
SEIFA | means the Socio-Economic Indexes for Areas published from time to time by the Australian Bureau of Statistics on its Internet site |
unrestricted cash | means all cash and cash equivalents other than restricted cash |
•
Annual Financial Report
For the year ended 30 June 2024
Image
Table of Contents
FINANCIAL REPORT Page
A Plain English Guide to the Annual Financial Report 1
Certification of the Financial Statements 1
Victorian Auditor - General's Office Audit Report 2
Financial Statements
Comprehensive Income Statement 4
Balance Sheet 5
Statement of Changes in Equity 6
Statement of Cash Flows 7
Statement of Capital Works 8
Notes to the Financial Statements
Note 1 Overview 9
Note 2 Analysis of our results 10
2.1 Performance against budget 10
2.1.1 Income and expenditure 10
2.1.2 Capital works 12
2.2 Analysis of council results by program 14
Note 3 Funding for the delivery of our services 15
3.1 Rates and charges 15
3.2 Statutory fees and fines 15
3.3 User fees 15
3.4 Funding from other levels of government 16
3.5 Contributions 18
3.6 Net gain/(loss) on disposal of property, infrastructure, plant and equipment 18
3.7 Other income 18
Note 4 The cost of delivering services 19
4.1 Employee costs 19
4.2 Materials and services 19
4.3 Depreciation 19
4.4 Depreciation - right of use assets 19
4.5 Allowance for impairment losses 20
4.6 Borrowing costs 20
4.7 Finance costs - leases 20
4.8 Other expenses 20
Note 5 Investing in and financing our operations 21
5.1 Financial assets 21
5.2 Non-financial assets 22
5.3 Payables, trust funds and deposits and contract and other liabilities 23
5.4 Interest-bearing liabilities 23
5.5 Provisions 24
5.6 Financing arrangements 26
5.7 Commitments 26
5.8 Leases 27
Note 6 Assets we manage 29
6.1 Property, infrastructure, plant and equipment 29
Note 7 People and relationships 36
7.1 Council and key management remuneration 36
7.2 Related party disclosure 38
Note 8 Managing uncertainties 39
8.1 Contingent assets and liabilities 39
8.2 Change in accounting standards 39
8.3 Financial instruments 40
8.4 Fair value measurement 41
8.5 Events occurring after balance date 41
Note 9 Other matters 42
9.1 Reserves 42
9.2 Reconciliation of cash flows from operating activities to surplus/(deficit) 44
9.3 Superannuation 44
Note 10 Change in accounting policy 46
A Plain English Guide to the Annual Financial Report
Understanding the Financial Report
Introduction
The Financial Report is a key report produced by Brimbank City Council. It shows how Council performed financially during the 2023-2024 financial year and the overall position at the end of the financial year (30 June 2024).
Council prepares the Financial Report in accordance with the Australian Accounting Standards, other authoritative pronouncements of the Australian Accounting Standards Board, the Local Government Act 2020 and the Local Government (Planning and Reporting) Regulations 2020.
Council is committed to accountability. It is in this context that the Plain English Guide has been developed to assist readers’ understanding and analysing of the Financial Report. Particular terms required by the Standards may not be familiar to some readers. Further, Council is a ‘not-for-profit’ organisation and some of the generally recognised terms used in private sector company reports are not appropriate for local government.
What is contained in the Annual Financial Report?
Council’s financial report comprises of general-purpose financial statements.
The general-purpose financial statements have two main sections– statements and notes.
Five statements are included in the first few pages of the report. They are:
1. Comprehensive Income Statement
2. Balance Sheet
3. Statement of Changes in Equity
4. Statement of Cash Flows
5. Statement of Capital Works
The notes section details Council’s accounting policies and the makeup of values contained in the statements. The notes should be read in conjunction with the five main statements. These statements are prepared by Council’s staff, audited by the Victorian Auditor-General, approved in principle by Council’s Audit Committee and presented to Council for adoption.
1. Comprehensive Income Statement
The Comprehensive Income Statement measures Council’s performance over the year and shows if a surplus or deficit has resulted from delivering Council services.
The Statement shows:
• The sources of Council’s revenue under various income headings, including non-monetary contributions.
• The expenses incurred in running the Council during the year. The expenses relate only to ‘operations’ and do not include the costs associated with the purchase or the construction of the assets. While asset purchase costs are not included in the expenses, there is an item for ‘depreciation’ which represents the value of the assets used during the year.
• Other comprehensive income which shows the movement in the value of Council’s net assets as a result of asset revaluations and fair value adjustments for investment properties as of 30 June 2024.
The Statement is prepared on an ‘accrual’ basis. This means that all income and costs for the year are recognised even though the income may not yet be received (such as interest on investments) or expenses not yet paid (invoices not yet received for goods or services already used).
The key figure to observe is the surplus (or deficit) for the year which is the equivalent to Council’s profit (or loss) for the year.
A surplus means that the revenue was greater than the expenses.
2. Balance Sheet
The Balance Sheet is a one-page snapshot of the financial situation as of 30 June.
It shows what Council owns as assets and what it owes as liabilities. The bottom line of this statement is equity (net assets), which is Council’s net worth that has been built up over many years.
The assets and liabilities are separated into current and non-current. Current means those assets or liabilities that can be realised or will become due in the next 12 months.
The components of the Balance Sheet are described here:
Current and non-current assets
• Cash and cash equivalents: Include cash and investments, i.e., cash held in the bank, cash held in petty cash and the market value of Council’s investments.
• Trade and other receivables: Monies owed to Council by ratepayers and others as of 30 June.
• Inventories: Comprise of various stock items held by Council.
• Other assets: Include prepayments which are expenses that Council has paid in advance of a service delivery and accrued income which is income earned but yet to be received.
• Property, infrastructure, plant and equipment: The largest component of Council’s worth and represents the value of all the land, buildings, roads, vehicles, equipment, etc. which has been built up by Council over many years.
Current and non-current liabilities
• Trade and other payables: Those to whom Council owes money as of 30 June.
• Trust funds and deposits: Represent monies held in trust by Council.
• Provisions: Include accrued employee benefits such as long service leave, sick leave and annual leave owed to employees.
• Interest-bearing loans and borrowings: The outstanding balance Council owes on bank loans.
Net assets
This term is used to describe the difference between the value of total assets and the value of total liabilities. It represents the net worth of Council as of 30 June.
Total equity
This always equals net assets. It is made up of the following components:
• Accumulated surplus: The reflection of the growth in assets, the continued improvement in the net worth of Council and the surplus achieved.
• Reserves: Include:
• Asset revaluation reserve: Difference in value between the previously recorded value of assets and their current valuations.
• Other reserves: Developer contributions fund and discretionary loan repayment.
3. Statement of Changes in Equity
During the course of the year, the value of total equity as set out in the balance sheet changes. This statement shows the values of such changes and how these changes arose.
The main reasons for a change in equity stem from:
• The ‘surplus or deficit’ for the period, reported in the Comprehensive Income Statement for the year.
• The revaluation of assets, which takes place on a regular basis. It also occurs when existing assets are taken up in the books for the first time.
4. Statement of Cash Flows
The Cash Flow Statement summarises what has happened during the year in terms of cash payments and cash receipts and the level of cash at the end of the financial year.
The values may differ from those shown in the Comprehensive Income Statement because the Comprehensive Income Statement is prepared on an accrual accounting basis.
Cash in this Statement refers to bank deposits and other forms of highly liquid investments that can readily be converted to cash.
Council’s cash arises from, and is used in, three distinct areas:
1. Cash flows from operating activities:
◦ Receipts: All cash receipts arising from the general operation of Council, including rates, general trading sales and debtors, grants and interest earnings. Receipts do not include cash from the sale of assets or loan funds.
◦ Payments: All cash paid by Council from our bank account to employees, suppliers and other persons. It does not include costs associated with the creation of assets.
2. Cash flows from investing activities:
◦ This section shows the cash invested in the creation or purchase of property, infrastructure, plant and equipment assets, and the cash received from the sale of these assets.
3. Cash flows from financing activities:
◦ This is where the receipt and repayment of borrowed funds (interest–bearing loans and liabilities) are recorded.
The bottom line of the Cash Flow Statement is the cash at the end of financial year. This shows the capacity of Council to meet our cash debts and other liabilities.
5. Statement of Capital Works
The Statement of Capital Works has been included in accordance with the Local Government Regulations. This Statement states all the capital expenditure in relation to the non-current assets of the year.
It categorises capital works expenditure into renewal of assets, upgrading of assets and creating new assets. Each of these categories has a different impact on Council’s future costs.
Notes to Financial Statements
The notes to the accounts are a very important and informative section of the Report. While the Australian Accounting Standards are not prescriptive about the provision of details of Council’s accounting policies, the notes assist in describing them and also provide details behind many of the summary figures contained in the Statements.
It provides the opportunity for Council to disclose additional information that cannot be incorporated into the Statements and enables the reader to understand the basis on which the values shown in the Statements are established.
Note numbers are shown beside the relevant items in the Comprehensive Income Statement, Balance Sheet and the Statement of Cash Flows, and, to get a clear picture of the accounts, should be read at the same time as, and together with, the other parts of the Financial Statements.
The notes include:
• Performance against budget (Note 2)
• Analysis of Council results by program (Note 2)
• Funding for the delivery of services (Note 3)
• Cost of delivering services (Note 4)
• Investing In and Financing Our Operations (Note 5)
• Assets we manage (Note 6)
• People and relationships (Note 7)
• Managing uncertainties (Note 8)
• Other matters (Note 9)
• Change in accounting policy (Note 10)
Certification pages
The Financial Statements require certification under the Local Government Act 2020. The certification is made by a combination of the Principal Accounting Officer, Brimbank Mayor, Brimbank Councillor and Chief Executive Officer on behalf of Council, as a written undertaking that the Statements are correct and not misleading.
Auditor General’s Report
The Independent Auditor’s Report provides the reader with an external and independent opinion about the Financial Statements. It confirms that the Financial Statements have been repared in accordance with relevant legislation and professional standards and that they represent a fair picture of Council’s financial affairs.
Comprehensive Income Statement for the Year Ended 30 June 2024
Note | 2024 | 2023 | |
$'000 | $'000 | ||
Income / Revenue
Rates and charges |
3.1 |
181,041 |
171,823 |
Statutory fees and fines | 3.2 | 8,744 | 8,353 |
User fees | 3.3 | 20,860 | 15,230 |
Grant - operating | 3.4 | 12,628 | 32,263 |
Grant - capital | 3.4 | 4,360 | 11,344 |
Contributions - monetary | 3.5 | 10,987 | 5,060 |
Contributions - non-monetary | 3.5 | 3,884 | 4,532 |
Net gain on disposal of property, infrastructure, plant and equipment | 3.6 | 334 | 392 |
Other income | 3.7 | 12,347 | 11,097 |
Total income / revenue | 255,185 | 260,094 | |
Expenses
Employee costs |
4.1 |
107,940 |
98,188 |
Materials and services | 4.2 | 79,023 | 73,111 |
Depreciation | 4.3 | 55,325 | 47,321 |
Depreciation - right of use assets | 4.4 | 1,928 | 1,773 |
Allowance for impairment losses | 4.5 | 1,453 | 1,622 |
Borrowing costs | 4.6 | 2,384 | 2,336 |
Finance costs - leases | 4.7 | 321 | 291 |
Other expenses | 4.8 | 3,773 | 3,761 |
Total expenses | 252,147 | 228,403 | |
Surplus/(deficit) for the year | 3,038 | 31,691 | |
Other comprehensive income Items that will not be reclassified to surplus or deficit in future periods Net asset revaluation gain/(loss) |
6.1 |
- |
63,499 |
Total other comprehensive income | - | 63,499 | |
Total comprehensive result | 3,038 | 95,190 | |
The above comprehensive income statement should be read in conjunction with the accompanying notes.
Balance Sheet as at 30 June 2024
Note | 2024 | 2023 | |
$'000 | $'000 | ||
Assets Current assets Cash and cash equivalents |
5.1 |
77,965 |
93,713 |
Trade and other receivables | 5.1 | 45,483 | 40,820 |
Inventories | 5.2 | 83 | 119 |
Prepayments | 5.2 | 1,401 | 808 |
Other assets | 5.2 | 776 | 625 |
Total current assets | 125,708 | 136,085 | |
Non-current assets Trade and other receivables |
5.1 |
52 |
70 |
Right-of-use assets | 5.8 | 5,338 | 4,575 |
Property, infrastructure, plant and equipment | 6.1 | 2,733,932 | 2,730,944 |
Total non-current assets | 2,739,322 | 2,735,589 | |
Total assets | 2,865,030 | 2,871,674 | |
Liabilities Current liabilities Trade and other payables |
5.3 |
16,925 |
25,366 |
Trust funds and deposits | 5.3 | 3,068 | 2,899 |
Contract and other liabilities | 5.3 | 2,972 | 4,143 |
Provisions | 5.5 | 24,411 | 23,642 |
Interest-bearing liabilities | 5.4 | 9,097 | 8,551 |
Lease liabilities | 5.8 | 1,697 | 1,415 |
Total current liabilities | 58,170 | 66,016 | |
Non-current liabilities Trust funds and deposits |
5.3 |
7,475 |
7,480 |
Provisions | 5.5 | 3,165 | 2,567 |
Interest-bearing liabilities | 5.4 | 76,617 | 79,713 |
Lease liabilities | 5.8 | 3,943 | 3,276 |
Total non-current liabilities | 91,200 | 93,036 | |
Total liabilities | 149,370 | 159,052 | |
Net assets | 2,715,660 | 2,712,622 | |
Equity Accumulated surplus |
1,112,661 |
1,119,533 | |
Reserves | 9.1 | 1,602,999 | 1,593,089 |
Total equity | 2,715,660 | 2,712,622 | |
The above balance sheet should be read in conjunction with the accompanying notes.
Statement of Changes in Equity for the Year Ended 30 June 2024
Note |
Total $'000 | Accumulated Surplus $'000 | Revaluation Reserve $'000 | Other Reserves $'000 | |
2024
Balance at beginning of the financial year |
2,712,622 |
1,119,533 |
1,555,555 |
37,534 | |
Surplus/(deficit) for the year | 3,038 | 3,038 | - | - | |
Net asset revaluation gain/(loss) | 9.1 | - | - | - | - |
Transfers to other reserves | 9.1 | - | (9,910) | - | 9,910 |
Balance at end of the financial year | 2,715,660 | 1,112,661 | 1,555,555 | 47,444 | |
Note |
Total $'000 | Accumulated Surplus $'000 | Revaluation Reserve $'000 | Other Reserves $'000 | |
2023
Balance at beginning of the financial year |
2,617,432 |
1,093,453 |
1,492,056 |
31,923 | |
Surplus/(deficit) for the year | 31,691 | 31,691 | - | - | |
Net asset revaluation gain/(loss) | 9.1 | 63,499 | - | 63,499 | - |
Transfer to other reserves | 9.1 | - | (5,611) | - | 5,611 |
Balance at end of the financial year | 2,712,622 | 1,119,533 | 1,555,555 | 37,534 | |
The above statement of changes in equity should be read in conjunction with the accompanying notes.
Statement of Cash Flows for the Year Ended 30 June 2024
Note | 2024 Inflows/ (Outflows) $'000 | 2023 Inflows/ (Outflows) $'000 | |
Cash flows from operating activities Rates and charges |
176,341 |
167,347 | |
Statutory fees and fines | 6,935 | 6,923 | |
User fees | 21,639 | 14,825 | |
Grants - operating | 12,948 | 31,998 | |
Grants - capital | 3,003 | 4,380 | |
Contributions - monetary | 11,682 | 6,014 | |
Interest received | 5,943 | 4,681 | |
Trust funds and deposits taken | 1,584 | 1,180 | |
Other receipts | 7,040 | 7,386 | |
Net GST refund/(payment) | 6,480 | 6,203 | |
Employee costs | (106,405) | (97,317) | |
Materials and services | (97,142) | (75,083) | |
Trust funds and deposits repaid | (1,362) | (1,163) | |
Other payments | (3,851) | (3,722) | |
Net cash provided by/(used in) operating activities | 9.2 | 44,835 | 73,652 |
Cash flows from investing activities Payments for property, infrastructure, plant and equipment |
6.1 |
(54,960) |
(60,241) |
Proceeds from sale of property, infrastructure, plant and equipment | 1,370 | 1,063 | |
Net cash provided by/(used in) investing activities | (53,590) | (59,178) | |
Cash flows from financing activities Finance costs |
(2,379) |
(2,303) | |
Proceeds from borrowings | 6,000 | 7,000 | |
Repayment of borrowings | (8,550) | (9,784) | |
Interest paid - lease liability | (322) | (291) | |
Repayment of lease liabilities | (1,742) | (1,821) | |
Net cash provided by/(used in) financing activities | (6,993) | (7,199) | |
Net increase/(decrease) in cash and cash equivalents |
(15,748) |
7,275 | |
Cash and cash equivalents at the beginning of the financial year | 93,713 | 86,438 | |
Cash and cash equivalents at the end of the financial year | 77,965 | 93,713 | |
Financing arrangements 5.6
The above statement of cash flows should be read in conjunction with the accompanying notes.
Statement of Capital Works for the Year Ended 30 June 2024 | |
2024 $'000 | 2023 $'000 | |
Property Land |
- |
1,350 |
Total land | - | 1,350 |
Buildings | 8,896 | 10,458 |
Total buildings | 8,896 | 10,458 |
Total property | 8,896 | 11,808 |
Plant and equipment Plant, machinery and equipment |
5,149 |
2,644 |
Computers and telecommunications | 54 | 414 |
Library books | 821 | 832 |
Artworks | 152 | 105 |
Total plant and equipment | 6,176 | 3,995 |
Infrastructure Roads |
22,298 |
19,516 |
Footpaths and cycleways | 4,489 | 3,279 |
Drainage | 1,304 | 1,143 |
Parks, open space and streetscapes | 5,310 | 9,002 |
Recreational, leisure and community facilities | 6,992 | 11,498 |
Total infrastructure | 40,393 | 44,438 |
Total capital works expenditure | 55,465 | 60,241 |
Represented by: New asset expenditure |
18,253 |
26,054 |
Asset renewal expenditure | 26,090 | 25,882 |
Asset upgrade expenditure | 11,122 | 8,305 |
Total capital works expenditure | 55,465 | 60,241 |
The above statement of capital works should be read in conjunction with the accompanying notes.
Notes to the Financial Report for the Year Ended 30 June 2024
Note 1 Overview
Introduction
The Brimbank City Council was established by an Order of the Governor in Council on 14 December 1994 and is a body corporate.
The council's main office is located at 301 Hampshire Road, Sunshine, Victoria, 3020.
Statement of compliance
These financial statements are a general purpose financial report that consists of a Comprehensive Income Statement, Balance Sheet, Statement of Changes in Equity, Statement of Cash Flows, Statement of Capital Works and Notes accompanying these financial statements. The general purpose financial report complies with Australian Accounting Standards (AAS), other authoritative pronouncements of the Australian Accounting Standards Board, the Local Government Act 2020 , and the Local Government (Planning and Reporting) Regulations 2020.
The council is a not-for-profit entity and therefore applies the additional AUS paragraphs applicable to a not-for-profit entity under the Australian Accounting Standards.
Accounting policy information
1.1 Basis of accounting
Accounting policies are selected and applied in a manner which ensures that the resulting financial information satisfies the concepts of relevance and reliability, thereby ensuring that the substance of the underlying transactions or other events is reported. Specific accounting policies applied are disclosed in sections where the related balance or financial statement matter is disclosed.
The accrual basis of accounting has been used in the preparation of these financial statements, except for the cash flow information, whereby assets, liabilities, equity, income and expenses are recognised in the reporting period to which they relate, regardless of when cash is received or paid.
The financial statements are based on the historical cost convention unless a different measurement basis is specifically disclosed in the notes to the financial statements.
The financial statements have been prepared on a going concern basis. The financial statements are in Australian dollars. The amounts presented in the financial statements have been rounded to the nearest thousand dollars unless otherwise specified. Minor discrepancies in tables between totals and the sum of components are due to rounding.
Judgements, estimates and assumptions are required to be made about the carrying values of assets and liabilities that are not readily apparent from other sources. The estimates and associated judgements are based on professional judgement derived from historical experience and various other factors that are believed to be reasonable under the circumstances. Actual results may differ from these estimates.
Revisions to accounting estimates are recognised in the period in which the estimate is revised and also in future periods that are affected by the revision. Judgements and assumptions made by management in the application of AAS's that have significant effects on the financial statements and estimates relate to:
• the fair value of land, buildings, infrastructure, plant and equipment (refer to Note 6.1)
• the determination of depreciation for buildings, infrastructure, plant and equipment (refer to Note 6.1)
• the determination of employee provisions (refer to Note 5.5)
• the determination of whether performance obligations are sufficiently specific so as to determine whether an arrangement is within the scope of AASB 15 Revenue from Contracts with Customers or AASB 1058 Income of Not-for-Profit Entities (refer to Note 3)
• the determination, in accordance with AASB 16 Leases , of the lease term, the estimation of the discount rate when not implicit in the lease and whether an arrangement is in substance short-term or low value (refer to Note 5.8)
• whether or not AASB 1059 Service Concession Arrangements: Grantors is applicable
• other areas requiring judgements
Unless otherwise stated, all accounting policies are consistent with those applied in the prior year. Where appropriate, comparative figures have been amended to accord with current presentation, and disclosure has been made of any material changes to comparatives.
Good and Services Tax (GST)
Income and expenses are recognised net of the amount of associated GST. Receivables and payables are stated inclusive of the amount of GST receivable or payable. The net amount of GST recoverable from, or payable to, the taxation authority is included with other receivables or payables in the balance sheet.
1.2 Impact of Covid-19
The COVID-19 pandemic has no significant impact on council's financial operations.
Notes to the Financial Report for the Year Ended 30 June 2024
Note 2 Analysis of our results
2.1 Performance against budget
The performance against budget notes compare council's financial plan, expressed through its annual budget, with actual performance. The Local Government (Planning and Reporting) Regulations 2020 requires explanation of any material variances. Council has adopted a materiality threshold of the lower of ten percent or $5 million where further explanation is warranted.
Explanations have not been provided for variations below the materiality threshold unless the variance is considered to be material because of its nature.
The 2024 budget figures detailed below are those adopted by council on 20 June 2023. The budget was based on assumptions that were relevant at the time of adoption of the budget. Council sets guidelines and parameters for income and expense targets in this budget in order to meet council's planning and financial performance targets for both the short and long-term. The budget did not reflect any changes to equity resulting from asset revaluations, as their impacts were not considered predictable.
These notes are prepared to meet the requirements of the Local Government Act 2020 and the Local Government (Planning and Reporting) Regulations 2020 .
2.1.1 Income / Revenue and expenditure
Budget 2024 | Actuals 2024 | Variance | Variance | ||
$'000 | $'000 | $'000 | % | Ref | |
Income / Revenue | |||||
Rates and charges | 180,957 | 181,041 | 84 | 0% | |
Statutory fees and fines | 9,153 | 8,744 | (409) | -4% | |
User fees | 16,845 | 20,860 | 4,015 | 24% | 1 |
Grant - operating | 25,698 | 12,628 | (13,070) | -51% | 2 |
Grant - capital | 1,181 | 4,360 | 3,179 | 269% | 3 |
Contributions - monetary | 4,434 | 10,987 | 6,553 | 148% | 4 |
Contributions - non-monetary | 3,300 | 3,884 | 584 | 18% | 5 |
Net gain/(loss) on disposal of property, infrastructure, plant and equipment | 513 | 334 | (179) | -35% | 6 |
Other income | 9,894 | 12,347 | 2,453 | 25% | 7 |
Total income / revenue | 251,975 | 255,185 | 3,210 | 1% | |
Expenses | |||||
Employee costs | 107,690 | 107,940 | (250) | 0% | |
Materials and services | 78,160 | 79,023 | (863) | -1% | |
Depreciation | 48,529 | 55,325 | (6,796) | -14% | 8 |
Depreciation - right of use assets | 1,775 | 1,928 | (153) | -9% | |
Allowance for impairment losses | 1,100 | 1,453 | (353) | -32% | 9 |
Borrowing costs | 2,383 | 2,384 | (1) | 0% | |
Finance costs - leases | 273 | 321 | (48) | -18% | 10 |
Other expenses | 4,029 | 3,773 | 256 | 6% | |
Total expenses | 243,939 | 252,147 | (8,208) | -3% | |
Surplus/(deficit) for the year | 8,036 | 3,038 | (4,998) | -62% |
2.1.1 Income / Revenue and expenditure (continued)
(i) Explanations of material variations
Variance Ref | Item | Explanation |
1 | User fees | User fees were favourable to budget predominately due to Brimbank Aquatic and Wellness Centre (BAWC) and Keilor Golf Course. • BAWC revenue was up $3.25 million due to better than expected performance for memberships, swim school program numbers and casual visitation in the second year of full operation. • Keilor Golf Course revenue was up $0.63 million compared to budget due to better than expected greens fees (rounds of golf) and driving range fees, as well as better than expected secondary spend with golf carts and food and beverage sales. |
Notes to the Financial Report for the Year Ended 30 June 2024
Variance Ref | Item | Explanation |
2 | Grant - operating | Operating grants ended the year at $13.07 million unfavourable to budget. This is mainly due to the early receipt of the Victoria Grants Commission funding of $15.55 million in 2022-2023 which was received and recognised earlier than budgeted for. In addition to this, unbudgeted grants of $1.27 million carried forward from prior financial year 2022-2023 (due to unfulfilled obligations) has partly offset a portion of the variance. |
3 | Grant - capital | The favourable variance is mainly due to a combination of unbudgeted grants received and prior year grants being carried over into the current year. The grants related to recreational, leisure and community facilities projects within the municipality. |
4 | Contributions - monetary | Contributions were higher than budget due to a number of large subdivisions that occurred during the year, along with an increase in the valuation of land. An amount of $1.20 million from Australian Renewable Energy Agency (Milestone 2 funding for construction of Brimbank Aquatic and Wellness Centre) was received that had not been budgeted for. |
5 | Contributions - non-monetary | Non–monetary contributions is favourable to the budget by $0.58 million. This relates to assets that arise out of new subdivisions within the municipality and are later vested to council in a future year. |
6 | Net gain/(loss) on disposal of property, infrastructure, plant and equipment | Net gain/(loss) on disposal of property, infrastructure, plant and equipment is $180k unfavourable to the budget. This comprises the total proceeds received from the disposal of property, infrastructure, plant and equipment less the written down value (WDV) of property, infrastructure, plant and equipment. The unfavourable variance is mainly due to higher than budgeted written down value of items disposed. |
7 | Other income | Other income was favourable to budget by $2.45 million due to: • Higher than budgeted interest on investments $0.94 million; • Unbudgeted Work Cover recovery costs $0.54 million; • Higher interest from bank $320k; • Rental Lease $0.67 million (Western Rail Plan & Sunshine $0.62 million). |
8 | Depreciation | Depreciation is unfavourable to budget due to the revaluation infrastructure assets in the prior year. Higher costs have led to increased asset valuations which has increased the depreciation. |
9 | Allowance for impairment losses | Bad and doubtful debts are debts which are determined to be uncollectable. Bad and doubtful debts ended the year $350k unfavourable against budget primarily due to an increase in infringement debts and related collectability issues. |
10 | Finance costs - leases | Finance costs - leases are for the interest component of lease payments. The interest component included in lease payments compensates the leasing company for tying up its capital during the lease term. The unfavourable variance is due to extension leases during the financial year that had not been budgeted for. |
Notes to the Financial Report for the Year Ended 30 June 2024
Budget 2024 $'000 | Actuals 2024 $'000 | Variance
$'000 | Variance
% |
Ref | ||||||
Property Land improvements |
1,222 |
- |
1,222 |
100% |
11 | |||||
Total land | 1,222 | - | 1,222 | 100% | ||||||
Buildings | 8,149 | 8,896 | (747) | -9% | ||||||
Total buildings | 8,149 | 8,896 | (747) | -9% | ||||||
Total property | 9,371 | 8,896 | 475 | 5% | ||||||
Plant and equipment | ||||||||||
Plant, machinery and equipment | 6,469 | 5,149 | 1,320 | 20% | 12 | |||||
Computers and telecommunications | - | 54 | (54) | -100% | 13 | |||||
Library books | - | 821 | (821) | -100% | 14 | |||||
Artworks | - | 152 | (152) | -100% | 15 | |||||
Total plant and equipment | 6,469 | 6,176 | 293 | 5% | ||||||
Infrastructure Roads |
28,749 |
22,298 |
6,451 |
22% |
16 | |||||
Footpaths and cycleways | 3,601 | 4,489 | (888) | -25% | 17 | |||||
Drainage | 1,150 | 1,304 | (154) | -13% | 18 | |||||
Parks, open space and streetscapes | 8,786 | 5,310 | 3,476 | 40% | 19 | |||||
Recreational, leisure and community facilities | 14,273 | 6,992 | 7,281 | 51% | 20 | |||||
Total infrastructure | 56,559 | 40,393 | 16,166 | 29% | ||||||
Total capital works expenditure | 72,399 | 55,465 | 16,934 | 23% | ||||||
Represented by: | ||||||||||
New asset expenditure | 32,790 | 18,253 | 14,537 | 44% | ||||||
Asset renewal expenditure | 27,543 | 26,090 | 1,453 | 5% | ||||||
Asset upgrade expenditure | 12,066 | 11,122 | 944 | 8% | ||||||
Total capital works expenditure | 72,399 | 55,465 | 16,934 | 23% | ||||||
(i) |
Explanations of material variations | |||||||||
Variance Ref | Item | Explanation | ||||||||
11 | Land improvements | Expenditure on land improvements ended the year $1.22 million below budget mainly due to works that will be carried into next year for the below projects: • Sunshine Energy Park, Albion and Carrington Drive Reserve, Albion $0.67 million; • Green Gully Reserve Landfill Rehabilitation $450K. | ||||||||
12 | Plant, machinery and equipment | The expenditure variance in plant, machinery and equipment ended the year $1.32 million. Reallocations of the actuals for computers, library books and artworks of $1.027m have been made. The overall variance for plant and equipment resulted in a $293k variance. | ||||||||
13 | Computers and telecommunications | Expenditure on computer and telecommunication is over budget by $54k mainly due to IT projects budget included under plant, machinery and equipment. | ||||||||
14 | Library books | Expenditure on library books is over budget by $0.82 million due to library book budget included under plant, machinery and equipment. | ||||||||
15 | Artworks | Expenditure on artwork is over budget by $152k mainly due to artwork budget included under plant, machinery and equipment. | ||||||||
16 | Roads | Expenditure on roads ended the year $6.45 million less than the budget, mainly due to reallocation of the $4.72 million actuals to Footpaths and Drains for financial reporting purposes. A number of road projects still in work in progress and carry forward to next financial year: • Devonshire Road, Sunshine $0.67 million; • Moondani Avenue $0.58 million; • Denton Avenue, St Albans $376k. | ||||||||
2.1.2 Capital works (continued)
(i) Explanations of material variations
Variance Ref | Item | Explanation |
17 | Footpaths and cycleways | Expenditure on footpaths is higher than the budget by $0.89 million mainly due to works performed at: • Sydenham Rail Corridoor Bicycle Track $488k; • Taylors Lakes Easement Shared User Path $383k. |
18 | Drainage | Expenditure on drainage is over budget by $154k mainly due to: • Urban Design Water Sensitive Rectification and Renewal works $129k; • Bon Thomas Reserve drainage works $14k. |
19 | Parks, open space and streetscapes | Expenditure on parks, open space and streetscapes is under budget by $3.47 million mainly due to the following projects not yet completed and carried forward: • Sydenham Park, Keilor North - Shared User Trail $1.61 million; • Local Route Cycle Connection program $369k; • Rolling sports ground reconstruction program $242k; • Isabella Williams Memorial Reserve, Deer Park $55k; • Flagship Park Renewal program $52k. |
20 | Recreational, leisure and community facilities | Expenditure on recreational, leisure and community facilities ended up lower than the budget by $7.28 million due to reallocation $2.8 million of actuals to Buildings for Financial Reporting purposes. Projects not yet completed and carried forward: • Female Sports Facilities Upgrades $1.15 million favourable; • Bon Thomas Reserve $417k unfavourable. New Sportsground Development program at Green Gully Reserve $3.35 million favourable following Council resolution to not proceed. |
Notes to the Financial Report for the Year Ended 30 June 2024
2.2 Analysis of council results by program
Council delivers its functions and activities through the following programs
2.2.1 CEO & Executive Services
CEO & Executive Services is responsible for the overarching management of the operations of the council.
People, Partnerships & Performance
People, partnerships and performance provides effective governance oversight of the organisation. Service areas include governance, customer experience, people, culture and wellbeing, strategic advocacy and community engagement. People and engagement provides support to the organisation and ensures councils focus includes communication and community engagement processes. People and organisation development provides efficient and effective services to meet the growing needs of the community where customer experience is dedicated to the health, safety and amenity of the community. This is underpinned by both customer commitments and customer service strategies.
Corporate Services
Corporate services is responsible for providing a range of strategic and operational services to departments and to the council as a whole. The division provides efficient, effective and proactive support services across council to enable the delivery of policy commitments, council vision and mission. The provision of these services includes: finance services, procurement, digital information and technology, project management and innovation.
Infrastructure and City Services
Infrastructure and city services is responsible for strategic asset management, planning for, constructing new infrastructure and maintaining existing infrastructure across a diverse range of assets that underpin the wellbeing of the community. These assets include capital works, engineering services, environment and waste, parks and gardens, emergency management and municipal resources. This includes the provision, management and maintenance of fleet, plant and equipment. The Directorate also performs a strategic role in terms of planning, policy and as a referral body to ensure public infrastructure is designed, delivered and maintained in a way that enhances safety, functionality, amenity and wellbeing.
City Futures
City futures is responsible for protecting, developing and enhancing council's social and physical environment. The broad objective will be achieved primarily through planning, coordination and delivery of a diverse range of high quality and
cost-efficient community and environmental services which are responsive to the needs of residents and other service users. The city futures area includes the assessment of economic development, city strategy, city planning, building services, environmental health and city compliance, environment and urban growth.
Community Wellbeing
Community wellbeing provides high quality community focused programs, service delivery and communication to residents. Community wellbeing provides services to the community across all the life stages; including children, preschools, youth, family services, community care, community programs, home care services, libraries, leisure and recreational services, community facilities, neighbourhood houses and arts & cultural services. It supports local festivals and events and advocates on behalf of the community for major events, tourism and cultural opportunities.
2.2.2 Summary of income / revenue, expenses, assets and capital expenses by program
Income / Revenue |
Expenses |
Surplus/ (Deficit) | Grants included in income / revenue |
Total assets | |
2024 | $'000 | $'000 | $'000 | $'000 | $'000 |
CEO & Executive Services | - | 778 | (778) | - | - |
People, Partnerships & Performance | 506 | 18,854 | (18,348) | 104 | - |
Corporate Services | 198,631 | 77,327 | 121,304 | 5,044 | 126,551 |
Infrastructure and City Services | 3,628 | 76,192 | (72,564) | 185 | 2,669,198 |
City Futures | 21,583 | 26,329 | (4,746) | 1,289 | - |
Community Wellbeing | 30,837 | 52,667 | (21,830) | 10,366 | 69,281 |
255,185 | 252,147 | 3,038 | 16,988 | 2,865,030 | |
Grants | |||||
included | |||||
Income / | Surplus/ | in income / | Total | ||
Revenue | Expenses | (Deficit) | revenue | assets | |
2023 | $'000 | $'000 | $'000 | $'000 | $'000 |
CEO & Executive Services | - | 771 | (771) | - | - |
People, Partnerships & Performance | 20 | 9,551 | (9,531) | - | - |
Corporate Services | 214,275 | 74,301 | 139,974 | 30,725 | 137,360 |
Infrastructure and City Services | 4,197 | 73,925 | (69,728) | 682 | 2,728,892 |
City Futures | 16,554 | 23,021 | (6,467) | 2,118 | - |
Community Wellbeing | 25,048 | 46,834 | (21,786) | 10,082 | 5,422 |
260,094 | 228,403 | 31,691 | 43,607 | 2,871,674 |
Notes to the Financial Report for the Year Ended 30 June 2024
Note 3 Funding for the delivery of our services
3.1 Rates and charges
2024 2023
$'000 $'000
Council uses Capital Improved Value (CIV) as the basis of valuation of all properties within the municipal district. The CIV of a property is its market value of the land and improvements.
The valuation base used to calculate general rates for 2023/24 was $61.037 billion (2022/23 $58.160 billion).
General rates | 136,437 | 130,829 |
Supplementary rates and rate adjustments | 940 | 983 |
Municipal charge | 6,576 | 6,300 |
Waste management charge | 37,088 | 33,711 |
Total rates and charges | 181,041 | 171,823 |
The date of the general revaluation of land for rating purposes within the municipal district was 1 January 2023, and the valuation was first applied in the rating year that commenced 1 July 2023.
Annual rates and charges are recognised as income when council issues annual rates notices. Supplementary rates are recognised when a valuation and reassessment is completed and a supplementary rates notice issued.
3.2 Statutory fees and fines
Infringements and costs | 3,902 | 3,802 |
Court recoveries | 103 | 56 |
Town planning fees | 1,327 | 1,316 |
Permits | 500 | 565 |
Land information certificates | 133 | 123 |
Registration | 1,963 | 1,848 |
Other | 816 | 643 |
Total statutory fees and fines | 8,744 | 8,353 |
Statutory fees and fines (including parking fees and fines) are recognised as income when the service has been provided, the payment is received, or when the penalty has been applied, whichever first occurs.
3.3 User fees
Aged and health services | 517 | 509 |
Leisure centre and recreation | 18,382 | 13,008 |
Statutory planning | 402 | 449 |
Building services | 224 | 192 |
Waste management services | 4 | 4 |
Valuation/supplementary | 46 | 35 |
Non voter infringements | 98 | 17 |
Land clearance | 237 | 119 |
Local laws | 355 | 259 |
Other | 595 | 638 |
Total user fees | 20,860 | 15,230 |
User fees by timing of revenue recognition User fees recognised at a point in time |
20,860 |
15,230 |
Total user fees | 20,860 | 15,230 |
User fees are recognised as revenue at a point in time, or over time, when (or as) the performance obligation is satisfied. Recognition is based on the underlying contractual terms.
Notes to the Financial Report for the Year Ended 30 June 2024
2024 $'000 | 2023 $'000 | |||
3.4 Funding from other levels of government Grants were received in respect of the following : Summary of grants Commonwealth funded grants |
4,545 |
26,569 | ||
State funded grants | 12,443 | 17,038 | ||
Total grants received | 16,988 | 43,607 | ||
(a) Operating grants Recurrent - Commonwealth Government Financial assistance grants |
683 |
19,365 | ||
General home care | 267 | 229 | ||
Other | 1,266 | 1,163 | ||
Recurrent - State Government Community health |
58 |
89 | ||
School crossing supervisors | 753 | 768 | ||
Maternal and child health | 2,801 | 3,080 | ||
Aged care | 1,550 | 1,257 | ||
Family and children | 1,329 | 1,319 | ||
General home care | 311 | 107 | ||
Libraries and learning | 1,391 | 1,395 | ||
Recreation | 645 | 696 | ||
Other | 15 | 27 | ||
Total recurrent operating grants | 11,069 | 29,495 | ||
Non-recurrent - Commonwealth Government Other |
- |
10 | ||
Non-recurrent - State Government Libraries and learning |
153 |
439 | ||
Recreation | 123 | 79 | ||
Environment | 563 | 1,786 | ||
Family and children | 496 | 319 | ||
Planning and development | - | 87 | ||
Other | 224 | 48 | ||
Total non-recurrent operating grants | 1,559 | 2,768 | ||
Total operating grants | 12,628 | 32,263 | ||
(b) | Capital grants Recurrent - Commonwealth Government Roads to recovery |
1,308 |
958 | |
Total recurrent capital grants | 1,308 | 958 | ||
Non-recurrent - Commonwealth Government Roads |
1,021 |
3,482 | ||
Recreational, leisure and community facilities | - | 1,232 | ||
Other | - | 130 | ||
Non-recurrent - State Government Buildings |
1,462 |
26 | ||
Parks, open space and streetscapes | 113 | 3,673 | ||
Recreational, leisure and community facilities | 431 | 1,817 | ||
Other | 25 | 26 | ||
Total non-recurrent capital grants | 3,052 | 10,386 | ||
Total capital grants | 4,360 | 11,344 | ||
Notes to the Financial Report for the Year Ended 30 June 2024
(c) Recognition of grant income
Before recognising funding from government grants as revenue the council assesses whether there is a contract that is enforceable and has sufficiently specific performance obligations in accordance with AASB 15 Revenue from Contracts with Customers . When both these conditions are satisfied, the council:
• identifies each performance obligation relating to revenue under the contract/agreement
• determines the transaction price
• recognises a contract liability for its obligations under the agreement
• recognises revenue as it satisfies its performance obligations, at the time or over time when services are rendered. Where the contract is not enforceable and/or does not have sufficiently specific performance obligations, the council applies AASB 1058 Income of Not-for-Profit Entities .
Grant revenue with sufficiently specific performance obligations is recognised over time as the performance obligations specified in the underlying agreement are met. Where performance obligations are not sufficiently specific, grants are recognised on the earlier of receipt or when an unconditional right to receipt has been established. Grants relating to capital projects are generally recognised progressively as the capital project is completed. The following table provides a summary of the accounting framework under which grants are recognised.
2024 $'000 | 2023 $'000 | |
Income recognised under AASB 1058 Income of Not-for-Profit Entities General purpose |
683 |
19,365 |
Specific purpose grants to acquire non-financial assets | - | - |
Other specific purpose grants | 4,360 | 11,344 |
Revenue recognised under AASB 15 Revenue from Contracts with Customers Specific purpose grants |
11,945 |
12,898 |
16,988 | 43,607 | |
Unspent grants received on condition that they be spent in a specific manner Operating Balance at start of year |
1,574 |
2,219 |
Received during the financial year and remained unspent at balance date | 1,835 | 1,574 |
Received in prior years and spent during the financial year | (12,898) | (2,219) |
Balance at year end | (9,489) | 1,574 |
Capital Balance at start of year |
11,344 |
9,324 |
Received during the financial year and remained unspent at balance date | 1,137 | 11,344 |
Received in prior years and spent during the financial year | (11,344) | (9,324) |
Balance at year end | 1,137 | 11,344 |
(d)
Unspent grants are determined and disclosed on a cash basis.
• Notes to the Financial Report for the Year Ended 30 June 2024
2024 $'000 | 2023 $'000 | ||
3.5 Contributions Monetary |
10,987 |
5,060 | |
Non-monetary | 3,884 | 4,532 | |
Total contributions | 14,871 | 9,592 | |
Contributions of non-monetary assets were received in relation to the following asset classes:
Land | 418 | 1,852 |
Infrastructure | 3,466 | 2,680 |
Total non-monetary contributions | 3,884 | 4,532 |
Monetary and non-monetary contributions are recognised as income at their fair value when council obtains control over the contributed asset.
3.6 Net gain/(loss) on disposal of property, infrastructure, plant and equipment
Proceeds of sale | 1,370 | 1,063 |
Written down value of assets disposed | (1,036) | (671) |
Total net gain/(loss) on disposal of property, infrastructure, plant and equipment | 334 | 392 |
The profit or loss on sale of an asset is determined when control of the asset has passed to the buyer.
3.7 Other income
Compensation recovery | 535 | 592 |
Insurance recovery | - | 35 |
Subdivisional fees | 138 | 282 |
Asset protection enforcement | 43 | 39 |
Interest | 5,943 | 4,681 |
Rent | 2,847 | 2,203 |
Recovery | 967 | 854 |
Rebates | 165 | 59 |
Merchandise | 337 | 321 |
Other | 1,372 | 2,031 |
Total other income | 12,347 | 11,097 |
Interest is recognised as it is earned.
Other income is measured at the fair value of the consideration received or receivable and is recognised when council gains control over the right to receive the income.
•
• Notes to the Financial Report for the Year Ended 30 June 2024
2024 $'000 | 2023 $'000 | ||
Note 4 The cost of delivering services
4.1 (a) Employee costs Wages and salaries |
94,380 |
87,326 | |
Workcover | 3,510 | 1,946 | |
Superannuation contributions (refer below) | 9,863 | 8,715 | |
Fringe benefits tax | 187 | 201 | |
Total employee costs | 107,940 | 98,188 | |
(b) Superannuation contributions
Council made contributions to the following funds: Defined benefit fund Employer contributions to Local Authorities Superannuation Fund (Vision Super) |
538 |
567 | |
538 | 567 | ||
Accumulation funds Employer contributions to Local Authorities Superannuation Fund (Vision Super) |
4,728 |
4,373 | |
Employer contributions - other funds | 4,597 | 3,775 | |
9,325 | 8,148 | ||
Contributions made exclude amounts accrued at balance date. Refer to Note 9.3 for further information relating to council's superannuation obligations.
4.2 Materials and services
Contract payments | 36,203 | 35,112 |
General maintenance | 7,294 | 6,373 |
Materials and services | 16,049 | 15,306 |
Consultants | 3,567 | 2,856 |
Information technology | 4,421 | 3,147 |
Insurance | 2,821 | 2,606 |
Utilities | 6,180 | 6,127 |
Other | 2,488 | 1,584 |
Total materials and services | 79,023 | 73,111 |
Expenses are recognised as they are incurred and reported in the financial year to which they relate.
4.3 Depreciation
Property | 5,875 | 3,885 |
Plant and equipment | 3,886 | 3,815 |
Infrastructure | 45,564 | 39,621 |
Total depreciation | 55,325 | 47,321 |
Refer to Note 5.8 and 6.1 for a more detailed breakdown of depreciation charges and accounting policy.
4.4 Depreciation - right of use assets
Vehicles | 1,928 | 1,773 |
Total depreciation - right of use assets | 1,928 | 1,773 |
Refer to Note 5.8 for a more detailed breakdown of depreciation - right of use asset charges.
•
Notes to the Financial Report for the Year Ended 30 June 2024
2024 $'000 | 2023 $'000 | ||
4.5 Allowance for impairment losses Parking fine debtors |
939 |
727 | |
Other debtors | 514 | 895 | |
Total allowance for impairment losses | 1,453 | 1,622 | |
Movement in allowance for impairment losses in respect of debtors Parking infringements Balance at the beginning of the year |
2,985 |
2,619 | |
New allowances recognised during the year | 512 | 366 | |
Other debtors Balance at the beginning of the year |
1,413 |
1,179 | |
New allowances recognised during the year | 193 | 238 | |
Amounts already allowed for and written off as uncollectible | - | (4) | |
Balance at end of year | 5,103 | 4,398 | |
An allowance for impairment losses in respect of debtors is recognised based on an expected credit loss model. This model considers both historic and forward looking information in determining the level of impairment.
4.6 Borrowing costs
Interest - borrowings | 2,384 | 2,336 |
Total borrowing costs | 2,384 | 2,336 |
Borrowing costs are recognised as an expense in the period in which they are incurred, except where they are capitalised as part of a qualifying asset constructed by council.
4.7 Finance costs - leases
Interest - lease liabilities | 321 | 291 |
Total finance costs | 321 | 291 |
Other Expenses Auditors' remuneration - VAGO - audit of the financial statements, performance statement and grant acquittals |
69 |
67 |
Auditors' remuneration - internal audit | 82 | 63 |
Councillors' allowance | 539 | 501 |
Bank fees and charges | 768 | 630 |
Pensioner rebate | 381 | 375 |
Environmental protection | 716 | 610 |
Community grants | 726 | 784 |
Assets written off / impaired | - | 147 |
Other | 492 | 584 |
Total other expenses | 3,773 | 3,761 |
4.8
Notes to the Financial Report for the Year Ended 30 June 2024
2024 $'000 | 2023 $'000 | ||
Note 5 Investing in and financing our operations 5.1 Financial assets (a) Cash and cash equivalents Cash on hand |
17 |
19 | |
Cash at bank | 3,189 | 1,435 | |
Cash at call | 15,759 | 25,259 | |
Term deposits | 59,000 | 67,000 | |
Total cash and cash equivalents | 77,965 | 93,713 | |
Cash and cash equivalents include cash on hand, deposits at call, and other highly liquid investments with original maturities of three months or less, net of outstanding bank overdrafts.
(b) Trade and other receivables
Current
Statutory receivables
Rates debtors | 32,022 | 27,539 |
Special rate assessment | 2,329 | 2,583 |
Infringement debtors | 7,531 | 6,519 |
Allowance for expected credit loss - infringements | (3,496) | (2,984) |
Net GST receivable | 2,197 | 2,362 |
Non statutory receivables Other debtors |
6,507 |
6,215 |
Allowance for expected credit loss - other debtors | (1,607) | (1,414) |
Total current trade and other receivables | 45,483 | 40,820 |
Non-current Non statutory receivables Other debtors |
52 |
70 |
Total non-current trade and other receivables | 52 | 70 |
Total trade and other receivables | 45,535 | 40,890 |
Short term receivables are carried at invoice amount. An allowance for expected credit losses is recognised based on past experience and other objective evidence of expected losses. Long term receivables are carried at amortised cost using the effective interest rate method.
(c) Ageing of receivables
The ageing of the council's trade and other receivables (excluding statutory receivables) that are not impaired was:
Current (not yet due) | 1,322 | 1,201 |
Past due by up to 30 days | 257 | 141 |
Past due between 31 and 180 days | 582 | 298 |
Past due between 181 and 365 days | 457 | 571 |
Past due by more than 1 year | 2,334 | 2,660 |
Total trade and other receivables | 4,952 | 4,871 |
(d) Ageing of individually impaired receivables
At balance date, other debtors representing financial assets with a nominal value of $1,607,000 (2023: $1,414,000) were impaired. The amount of the allowance raised against these debtors was $1,607,000 (2023: $1,414,000). They individually have been impaired as a result of their doubtful collection. Many of the long outstanding past due amounts have been lodged with council's debt collectors or are on payment arrangements.
The ageing of receivables that have been individually determined as impaired at reporting date was:
Current (not yet due) | 7 | - |
Past due by up to 30 days | 9 | 33 |
Past due between 31 and 180 days | 29 | - |
Past due between 181 and 365 days | 25 | 52 |
Past due by more than 1 year | 1,537 | 1,329 |
Total trade and other receivables | 1,607 | 1,414 |
Notes to the Financial Report for the Year Ended 30 June 2024
2024 $'000 | 2023 $'000 | ||
5.2 Non-financial assets (a) Inventories Inventories held for distribution |
83 |
119 | |
Total inventories | 83 | 119 | |
Inventories held for distribution are measured at cost, adjusted when applicable for any loss of service potential. All other inventories, including land held for sale, are measured at the lower of cost and net realisable value. Where inventories are acquired for no cost or nominal consideration, they are measured at current replacement cost at the date of acquisition.
(b) Other assets
Prepayments | 1,401 | 808 |
Accrued income | 771 | 609 |
Other | 5 | 16 |
Total other assets | 2,177 | 1,433 |
Notes to the Financial Report for the Year Ended 30 June 2024
2024 $'000 | 2023 $'000 | ||
5.3 Payables, trust funds and deposits and contract and other liabilities (a) Trade and other payables Current Trade payables |
13,094 |
16,604 | |
Accrued expenses | 3,831 | 8,762 | |
Total current trade and other payables | 16,925 | 25,366 | |
(b) Trust funds and deposits Current Refundable deposits |
1,448 |
1,308 | |
Fire services levy | 1,045 | 1,099 | |
Other refundable deposits | 575 | 492 | |
Total current trust funds and deposits | 3,068 | 2,899 | |
Non-current Refundable deposits |
7,475 |
7,480 | |
Total non-current trust funds and deposits | 7,475 | 7,480 | |
Aggregate amount of trust funds and deposits: Current |
3,068 |
2,899 | |
Non-current | 7,475 | 7,480 | |
Total trust funds and deposits | 10,543 | 10,379 | |
(c) Contract and other liabilities Contract liabilities Current Grants received in advance - operating |
1,835 |
1,574 | |
Grants received in advance - capital | 1,137 | 2,569 | |
Total contract liabilities | 2,972 | 4,143 | |
Other liabilities Current Deferred capital grants |
- |
- | |
Total other liabilities | - | - | |
Total contract and other liabilities | 2,972 | 4,143 | |
Trust funds and deposits
Amounts received as deposits and retention amounts controlled by council are recognised as trust funds until they are returned, transferred in accordance with the purpose of the receipt, or forfeited. Trust funds that are forfeited, resulting in council gaining control of the funds, are to be recognised as income at the time of forfeit.
Contract liabilities
Contract liabilities reflect consideration received in advance from customers in respect of maternal and child health, family and children, environment and parks, openspace and streetscapes. Contract liabilities are derecognised and recorded as income when promised goods and services are transferred to the customer. Refer to Note 3.
Purpose and nature of items
Refundable deposits - Deposits are taken by council as a form of surety in a number of circumstances, including in relation to building works, tender deposits, contract deposits and the use of civic facilities.
Fire Service Levy - Council is the collection agent for fire services levy on behalf of the State Government. Council remits amounts received on a quarterly basis. Amounts disclosed here will be remitted to the state government in line with that process.
Retention amounts - Council has a contractual right to retain certain amounts until a contractor has met certain requirements or a related warrant or defect period has elapsed. Subject to the satisfactory completion of the contractual obligations, or the elapsing of time, these amounts will be paid to the relevant contractor in line with council's contractual obligations.
Notes to the Financial Report for the Year Ended 30 June 2024
2024 | 2023 | |||||
|
|
|
| $'000 | $'000 |
5.4 Interest-bearing liabilities Current
•
Other borrowings - secured | 7,119 | 7,103 |
Treasury Corporation of Victoria borrowings - secured | 1,978 | 1,448 |
9,097 | 8,551 | |
Non-current Other borrowings - secured |
57,880 |
64,998 |
Treasury Corporation of Victoria borrowings - secured | 18,737 | 14,715 |
76,617 | 79,713 | |
Total interest-bearing liabilities | 85,714 | 88,264 |
•
Borrowings are secured by a deed of charge over councils rate revenue.
(a) The maturity profile for council's borrowings is:
Not later than one year | 9,097 | 8,551 |
Later than one year and not later than five years | 57,494 | 55,524 |
Later than five years | 19,123 | 24,189 |
85,714 | 88,264 |
Borrowings are initially measured at fair value, being the cost of the interest-bearing liabilities, net of transaction costs. The measurement basis subsequent to initial recognition depends on whether the council has categorised its interest-bearing liabilities as either financial liabilities designated at fair value through the profit and loss, or financial liabilities at amortised cost. Any difference between the initial recognised amount and the redemption value is recognised in net result over the period of the borrowing using the effective interest method.
The classification depends on the nature and purpose of the interest-bearing liabilities. The council determines the classification of its interest-bearing liabilities based on contractual repayment terms at every balance date.
5.5 Provisions
Annual leave | Sick leave (vesting) | Long service leave |
Total | |
$'000 | $'000 | $'000 | $'000 | |
2024 Balance at beginning of the financial year |
10,359 |
331 |
15,519 |
26,209 |
Additional provisions | 6,111 | 7 | 2,893 | 9,011 |
Amounts used | (6,513) | (94) | (2,133) | (8,740) |
Change in the discounted amount arising because of time and the effect of any change in the discount rate |
760 |
- |
336 |
1,096 |
Balance at the end of the financial year | 10,717 | 244 | 16,615 | 27,576 |
Provisions - current |
10,717 |
244 |
13,450 |
24,411 |
Provisions - non-current | - | - | 3,165 | 3,165 |
2023 Balance at beginning of the financial year |
9,731 |
329 |
15,061 |
25,121 |
Additional provisions | 5,740 | 12 | 2,451 | 8,203 |
Amounts used | (5,773) | (10) | (2,366) | (8,149) |
Change in the discounted amount arising because of time and the effect of any change in the discount rate |
661 |
- |
373 |
1,034 |
Balance at the end of the financial year | 10,359 | 331 | 15,519 | 26,209 |
Provisions - current | 10,359 | 331 | 12,952 | 23,642 |
Provisions - non-current | - | - | 2,567 | 2,567 |
Notes to the Financial Report for the Year Ended 30 June 2024
5.5 Provisions (continued)
2024 $'000 | 2023 $'000 | |
(a) Employee provisions Current provisions expected to be wholly settled within 12 months Annual leave |
7,014 |
6,709 |
Sick leave | 244 | 331 |
Long service leave | 574 | 526 |
7,832 | 7,566 | |
Current provisions expected to be wholly settled after 12 months Annual leave |
3,703 |
3,650 |
Long service leave | 12,876 | 12,426 |
16,579 | 16,076 | |
Total current employee provisions | 24,411 | 23,642 |
Non-current Long service leave |
3,165 |
2,567 |
Total non-current employee provisions | 3,165 | 2,567 |
Aggregate carrying amount of employee provisions: Current |
24,411 |
23,642 |
Non-current | 3,165 | 2,567 |
Total aggregate carrying amount of employee provisions | 27,576 | 26,209 |
The calculation of employee costs and benefits includes all relevant on-costs and are calculated as follows at reporting date:
Annual leave
A liability for annual leave is recognised in the provision for employee benefits as a current liability because the council does not have an unconditional right to defer settlement of the liability. Liabilities for annual leave are measured at:
• nominal value if the council expects to wholly settle the liability within 12 months
• present value if the council does not expect to wholly settle within 12 months.
Liabilities that are not expected to be wholly settled within 12 months of the reporting date are recognised in the provision for employee benefits as current liabilities, measured at the present value of the amounts expected to be paid when the liabilities are settled using the remuneration rate expected to apply at the time of settlement.
Long service leave
Liability for long service leave (LSL) is recognised in the provision for employee benefits. Unconditional LSL is disclosed as a current liability as the council does not have an unconditional right to defer settlement.
Unconditional LSL is measured at nominal value if expected to be settled within 12 months or at present value if not expected to be settled within 12 months. Conditional LSL that has been accrued, where an employee is yet to reach a qualifying term of employment, is disclosed as a non-current liability and measured at present value.
2024 % | 2023 % | |
Key assumptions: - discount rate |
4.217% |
4.057% |
- index rate | 4.450% | 4.350% |
Notes to the Financial Report for the Year Ended 30 June 2024
2024 $'000 | 2023 $'000 | ||
5.6 Financing arrangements The council has the following funding arrangements in place as at 30 June 2024:
Credit card facilities |
500 |
500 | |
Treasury Corporation of Victoria facilities | 20,715 | 16,163 | |
Other facilities | 64,999 | 72,101 | |
Total facilities | 86,214 | 88,764 | |
Used facilities | (85,886) | (88,423) | |
Unused facilities | 328 | 341 | |
5.7 Commitments
The Council has entered into the following commitments. Commitments are not recognised in the Balance Sheet. Commitments are disclosed at their nominal value and presented inclusive of GST payable.
Commitments for expenditure
2024 |
Not later than 1 year $'000 | Later than 1 year and not later than 2 years $'000 | Later than 2 years and not later than 5 years $'000 |
Later than 5 years $'000 |
Total $'000 |
Operating Information systems and technology |
2,009 |
- |
93 |
2,212 |
4,314 |
Environmental services | 502 | 210 | 192 | 302 | 1,206 |
Internal audit services | 44 | 30 | - | - | 74 |
Community health | 2,794 | - | - | 2,794 | |
Security services | 454 | 38 | - | 492 | |
Leisure services | 162 | 266 | 221 | - | 649 |
Cleaning council facilities and built assets | 1,400 | 189 | - | - | 1,589 |
Insurance | 3,753 | - | - | - | 3,753 |
Lease | 430 | - | - | - | 430 |
Plant and equipment | 1,973 | 90 | 107 | - | 2,170 |
Consultancy | 241 | 187 | 108 | - | 536 |
Total | 13,762 | 1,010 | 721 | 2,514 | 18,007 |
Capital Roads |
1,656 |
302 |
75 |
- |
2,033 |
Drainage | 415 | - | - | - | 415 |
Open space | 946 | 31 | 23 | - | 1,000 |
Buildings | 7,240 | 550 | 166 | - | 7,956 |
Total | 10,257 | 883 | 264 | - | 11,404 |
2023 |
Not later than 1 year $'000 | Later than 1 year and not later than 2 years $'000 | Later than 2 years and not later than 5 years $'000 |
Later than 5 years $'000 |
Total $'000 |
Operating Information systems and technology |
3,313 |
1,549 |
1,048 |
4,000 |
9,910 |
Meals for delivery | 1,316 | 439 | - | - | 1,755 |
Environmental services | 515 | 30 | 89 | 307 | 941 |
Organic refuse collection | 386 | 386 | 289 | - | 1,061 |
Hard waste collection | 442 | - | - | - | 442 |
Internal audit services | 95 | - | - | - | 95 |
Community health | 2,349 | 2,349 | - | - | 4,698 |
Security services | 148 | 52 | 4 | - | 204 |
Leisure services | 342 | 143 | 81 | 32 | 598 |
Cleaning council facilities and built assets | 1,607 | 733 | - | - | 2,340 |
Insurance | 14 | - | - | - | 14 |
Lease | 3,613 | 3,613 | 4,902 | 1,750 | 13,878 |
Plant and equipment | 493 | 95 | 87 | - | 675 |
Total | 14,633 | 9,389 | 6,500 | 6,089 | 36,611 |
Capital Roads |
7,761 |
- |
- |
- |
7,761 |
Drainage | 213 | - | - | - | 213 |
Open space | 4,554 | 2,243 | 2,790 | - | 9,587 |
Buildings | 1,225 | 202 | 321 | - | 1,748 |
Total | 13,753 | 2,445 | 3,111 | - | 19,309 |
Notes to the Financial Report for the Year Ended 30 June 2024
5.8 Leases
At inception of a contract, council assesses whether a contract is, or contains, a lease. A contract is, or contains, a lease if the contract conveys the right to control the use of an identified asset for a period of time in exchange for consideration. To identify whether a contract conveys the right to control the use of an identified asset, it is necessary to assess whether:
• The contract involves the use of an identified asset;
• Council has the right to obtain substantially all of the economic benefits from use of the asset throughout the period of use; and
• Council has the right to direct the use of the asset.
This policy is applied to contracts entered into, or changed, on or after 1 July 2019.
As a lessee, council recognises a right-of-use asset and a lease liability at the lease commencement date. The right-of- use asset is initially measured at cost which comprises the initial amount of the lease liability adjusted for:
• any lease payments made at or before the commencement date less any lease incentives received; plus
• any initial direct costs incurred; and
• an estimate of costs to dismantle and remove the underlying asset or to restore the underlying asset or the site on which it is located.
The right-of-use asset is subsequently depreciated using the straight-line method from the commencement date to the earlier of the end of the useful life of the right-of-use asset or the end of the lease term. The estimated useful lives of right-of-use assets are determined on the same basis as those of property, plant and equipment. In addition, the right-of- use asset is periodically reduced by impairment losses, if any, and adjusted for certain measurements of the lease liability.
The lease liability is initially measured at the present value of the lease payments that are not paid at the commencement date, discounted using the interest rate implicit in the lease or, if that rate cannot be readily determined, an appropriate incremental borrowing rate. Generally, council uses an appropriate incremental borrowing rate as the discount rate.
Lease payments included in the measurement of the lease liability comprise the following:
• Fixed payments;
• Variable lease payments that depend on an index or a rate, initially measured using the index or rate as at the commencement date;
• Amounts expected to be payable under a residual value guarantee; and
• The exercise price under a purchase option that council is reasonably certain to exercise, lease payments in an optional renewal period if Council is reasonably certain to exercise an extension option, and penalties for early termination of a lease unless Council is reasonably certain not to terminate early.
When the lease liability is remeasured in this way, a corresponding adjustment is made to the carrying amount of the right-of-use asset, or is recorded in profit or loss if the carrying amount of the right-of-use asset has been reduced to zero.
Under AASB 16 Leases, Council as a not-for-profit entity has elected not to measure right-of-use assets at initial recognition at fair value in respect of leases that have significantly below-market terms.
Notes to the Financial Report for the Year Ended 30 June 2024
5.8 Leases (continued)
Plant & Equipment | Vehicles | Total | |||
$'000 | $'000 | $'000 | |||
Right-of-use assets |
| ||||
| |||||
Balance at 1 July 2023 | 169 | 4,406 | 4,575 | ||
Additions |
|
| 610 | 2,081 | 2,691 |
Depreciation charge |
|
| (189) | (1,739) | (1,928) |
Balance at 30 June 2024 |
|
| 590 | 4,748 | 5,338 |
•
Lease liabilities Maturity analysis - contractual undiscounted cash flows: Less than one year | 2024 $'000 | 2023 $'000 |
1,923 |
167 | |
One to five years | 3,779 | 4,614 |
More than five years | 550 | 76 |
Total undiscounted lease liabilities as at 30 June: | 6,252 | 4,857 |
Lease liabilities included in the balance sheet at 30 June: Current |
1,697 |
1,415 |
Non-current | 3,943 | 3,276 |
Total lease liabilities | 5,640 | 4,691 |
Short-term and low value leases
Council has elected not to recognise right-of-use assets and lease liabilities for short-term leases of machinery that have a lease term of 12 months or less and leases of low-value assets (individual assets worth less than existing capitalisation thresholds for a like asset up to a maximum of AUD$10,000), including IT equipment. Council recognises the lease payments associated with these leases as an expense on a straight-line basis over the lease term.
Expenses relating to: Short-term leases | 2024 $'000 | 2023 $'000 |
43 |
38 | |
Total | 43 | 38 |
Non-cancellable lease commitments - short-term and low-value leases Commitments for minimum lease payments for short-term and low-value leases are payable as follows: Payable: Within one year |
43 |
38 |
Total lease commitments | 43 | 38 |
•
Notes to the Financial Report for the Year Ended 30 June 2024
6.1 Property, infrastructure, plant and equipment | ||||||||||||
Carrying amount | Additions | Contributions | Revaluation | Depreciation | Disposal | Impairment | Transfers | Carrying amount | ||||
30 June 2023 | 30 June 2024 | |||||||||||
|
| $'000 | $'000 | $'000 | $'000 | $'000 | $'000 | $'000 | $'000 |
| $'000 | |
Summary of property, infrastructure, plant and equipment |
| |||||||||||
| ||||||||||||
Property | 1,036,205 | 8,799 | 418 | - | (5,875) | - | - | 480 | 1,040,027 | |||
Plant and equipment | 21,913 | 6,176 | - | - | (3,886) | (1,036) | - | - |
| 23,167 | ||
Infrastructure | 1,669,155 | 34,811 | 3,466 | - | (45,564) | - | - | 3,191 |
| 1,665,059 | ||
Work in progress | 3,671 | 5,679 | - | - | - | - | - | (3,671) |
| 5,679 | ||
|
| 2,730,944 | 55,465 | 3,884 | - | (55,325) | (1,036) | - | - |
| 2,733,932 | |
| ||||||||||||
Opening WIP | Additions | Write-offs | Transfers | Closing WIP | ||||||||
|
| $'000 | $'000 | $'000 | $'000 | $'000 | ||||||
Summary of Work in Progress |
| |||||||||||
| ||||||||||||
Property | 480 | 97 | - | (480) | 97 | |||||||
Plant and equipment | - | - | - | - | - | |||||||
Infrastructure | 3,191 | 5,582 | - | (3,191) | 5,582 | |||||||
Total | 3,671 | 5,679 | - | (3,671) | 5,679 | |||||||
Notes to the Financial Report for the Year Ended 30 June 2024
6.1 Property, infrastructure, plant and equipment (continued)
(a) Property
Land - specialised $'000 | Land - non specialised $'000 | Total land $'000 | Buildings - specialised $'000 | Leasehold improvements $'000 | Heritage buildings $'000 | Total buildings $'000 | Work in progress $'000 | Total property $'000 | |
At fair value 1 July 2023 |
8,247 |
754,743 |
762,990 |
302,977 |
4,678 |
315 |
307,970 |
480 |
1,071,440 |
Accumulated depreciation at 1 July 2023 | - | - | - | (33,949) | (762) | (44) | (34,755) | - | (34,755) |
8,247 | 754,743 | 762,990 | 269,028 | 3,916 | 271 | 273,215 | 480 | 1,036,685 | |
Movements in fair value Additions |
- |
- |
- |
8,799 |
- |
- |
8,799 |
97 |
8,896 |
Contributions | 418 | - | 418 | - | - | - | - | - | 418 |
Revaluation | - | - | - | - | - | - | - | - | - |
Disposal | - | - | - | - | - | - | - | - | - |
Write-off | - | - | - | - | - | - | - | - | - |
Transfers | - | - | - | 480 | - | - | 480 | (480) | - |
Impairment losses recognised in operating result | - | - | - | - | - | - | - | - | - |
418 | - | 418 | 9,279 | - | - | 9,279 | (383) | 9,314 | |
Movements in accumulated depreciation Depreciation and amortisation |
- |
- |
- |
(5,802) |
(65) |
(8) |
(5,875) |
- |
(5,875) |
Accumulated depreciation of disposals | - | - | - | - | - | - | - | - | - |
Impairment losses recognised in operating result | - | - | - | - | - | - | - | - | - |
Transfers | - | - | - | - | - | - | - | - | - |
- | - | - | (5,802) | (65) | (8) | (5,875) | - | (5,875) | |
At fair value 30 June 2024 |
8,665 |
754,743 |
763,408 |
312,256 |
4,678 |
315 |
317,249 |
97 |
1,080,754 |
Accumulated depreciation at 30 June 2024 | - | - | - | (39,751) | (827) | (52) | (40,630) | - | (40,630) |
Carrying amount | 8,665 | 754,743 | 763,408 | 272,505 | 3,851 | 263 | 276,619 | 97 | 1,040,124 |
Notes to the Financial Report for the Year Ended 30 June 2024
Plant, machinery and equipment $'000 | Computers and telecoms $'000 | Fixtures, fittings and furniture $'000 |
Library books $'000 |
Artworks $'000 |
Work in progress $'000 | Total plant and equipment $'000 | |
At fair value 1 July 2023 |
44,441 |
5,931 |
3,832 |
13,788 |
1,369 |
- |
69,361 |
Accumulated depreciation at 1 July 2023 | (29,701) | (4,606) | (2,663) | (10,478) | - | - | (47,448) |
14,740 | 1,325 | 1,169 | 3,310 | 1,369 | - | 21,913 | |
Movements in fair value Additions |
5,149 |
- |
54 |
821 |
152 |
- |
6,176 |
Contributions | - | - | - | - | - | - | - |
Revaluation | - | - | - | - | - | - | - |
Disposal | (3,071) | (1,435) | (465) | (3,263) | - | - | (8,234) |
Write-off | - | - | - | - | - | - | - |
Transfers | - | - | - | - | - | - | - |
Impairment losses recognised in operating result | - | - | - | - | - | - | - |
2,078 | (1,435) | (411) | (2,442) | 152 | - | (2,058) | |
Movements in accumulated depreciation Depreciation and amortisation |
(2,343) |
(451) |
(271) |
(821) |
- |
- |
(3,886) |
Accumulated depreciation of disposals | 2,035 | 1,435 | 465 | 3,263 | - | - | 7,198 |
Impairment losses recognised in operating result | - | - | - | - | - | - | - |
Transfers | - | - | - | - | - | - | - |
(308) | 984 | 194 | 2,442 | - | - | 3,312 | |
At fair value 30 June 2024 |
46,519 |
4,496 |
3,421 |
11,346 |
1,521 |
- |
67,303 |
Accumulated depreciation at 30 June 2024 | (30,009) | (3,622) | (2,469) | (8,036) | - | - | (44,136) |
Carrying amount | 16,510 | 874 | 952 | 3,310 | 1,521 | - | 23,167 |
Notes to the Financial Report for the Year Ended 30 June 2024
6.1 Property, infrastructure, plant and equipment (continued)
(a) Infrastructure
Roads $'000 |
Bridges $'000 | Footpath and cycleways $'000 |
Drainage $'000 | Recreational, leisure and community $'000 | Parks, open space and streetscapes $'000 |
Work in progress $'000 |
Total infrastructure $'000 | |
At fair value 1 July 2023 |
1,234,631 |
14,798 |
186,302 |
363,255 |
92,382 |
93,541 |
3,191 |
1,988,100 |
Accumulated depreciation at 1 July 2023 | (174,977) | (3,441) | (35,006) | (48,621) | (28,666) | (25,043) | - | (315,754) |
1,059,654 | 11,357 | 151,296 | 314,634 | 63,716 | 68,498 | 3,191 | 1,672,346 | |
Movements in fair value Additions |
22,298 |
138 |
4,489 |
1,304 |
4,201 |
2,381 |
5,582 |
40,393 |
Contributions | 1,904 | - | 216 | 1,343 | - | 3 | - | 3,466 |
Revaluation | - | - | - | - | - | - | - | - |
Disposal | - | - | - | - | - | - | - | - |
Write-off | - | - | - | - | - | - | - | - |
Transfers | 2,474 | 22 | 230 | 184 | 142 | 139 | (3,191) | - |
Impairment losses recognised in operating result | - | - | - | - | - | - | - | - |
26,676 | 160 | 4,935 | 2,831 | 4,343 | 2,523 | 2,391 | 43,859 | |
Movements in accumulated depreciation Depreciation and amortisation |
(25,229) |
(159) |
(4,959) |
(6,859) |
(3,706) |
(4,652) |
- |
(45,564) |
Accumulated depreciation of disposals | - | - | - | - | - | - | - | - |
Impairment losses recognised in operating result | - | - | - | - | - | - | - | - |
Transfers | - | - | - | - | - | - | - | - |
(25,229) | (159) | (4,959) | (6,859) | (3,706) | (4,652) | - | (45,564) | |
At fair value 30 June 2024 |
1,261,307 |
14,958 |
191,237 |
366,086 |
96,725 |
96,064 |
5,582 |
2,031,959 |
Accumulated depreciation at 30 June 2024 | (200,206) | (3,600) | (39,965) | (55,480) | (32,372) | (29,695) | - | (361,318) |
Carrying amount | 1,061,101 | 11,358 | 151,272 | 310,606 | 64,353 | 66,369 | 5,582 | 1,670,641 |
Notes to the Financial Report for the Year Ended 30 June 2024
6.1 Property, infrastructure, plant and equipment (continued)
Acquisition
The purchase method of accounting is used for all acquisitions of assets, being the fair value of assets provided as consideration at the date of acquisition plus any incidental costs attributable to the acquisition. Fair value is the price that would be received to sell an asset (or paid to transfer a liability) in an orderly transaction between market participants at the measurement date. Refer also to Note 8.4 for further disclosure regarding fair value measurement.
Where assets are constructed by council, cost includes all materials used in construction, direct labour, borrowing costs incurred during construction, and an appropriate share of directly attributable variable and fixed overheads.
In accordance with council's policy, the threshold limits have applied when recognising assets within an applicable asset class and unless otherwise stated are consistent with the prior year.
Land under Roads
Council recognises land under roads it controls at cost acquired on or after 1 July 2008. Council does not recognise land under roads acquired prior to 1 July 2008.
Depreciation and amortisation
Buildings, plant and equipment, infrastructure, and other assets having limited useful lives are systematically depreciated over their useful lives to the council in a manner which reflects consumption of the service potential embodied in those assets. Estimates of remaining useful lives and residual values are made on a regular basis with major asset classes reassessed annually. Depreciation rates and methods are reviewed annually.
Where assets have separate identifiable components that are subject to regular replacement, these components are assigned distinct useful lives and residual values and a separate depreciation rate is determined for each component.
Notes to the Financial Report for the Year Ended 30 June 2024
6.1 Property, infrastructure, plant and equipment (continued)
Road earthworks are not depreciated on the basis that they are assessed as not having a limited useful life. Artworks are not depreciated.
Straight line depreciation is charged based on the residual useful life as determined each year.
Depreciation periods used are listed above and are consistent with the prior year unless otherwise stated.
Repairs and maintenance
Where the repair relates to the replacement of a component of an asset and the cost exceeds the capitalisation threshold the cost is capitalised and depreciated. The carrying value of the replaced asset is expensed.
Valuation of land and buildings
Valuation of land and buildings were undertaken by a qualified independent Certified Practising Valuer - Opteon Solutions (API No: 63379). The valuation of land and buildings is at fair value, being market value based on highest and best use permitted by relevant land planning provisions. Where land use is restricted through existing planning provisions the valuation is reduced to reflect this limitation. This adjustment is an unobservable input in the valuation. The adjustment has no impact on the comprehensive income statement.
Specialised land is valued at fair value using site values adjusted for englobo (undeveloped and/or unserviced) characteristics, access rights and private interests of other parties and entitlements of infrastructure assets and services. This adjustment is an unobservable input in the valuation. The adjustment has no impact on the comprehensive income statement.
The date and type of the current valuation is detailed in the following table. A full revaluation of these assets will be conducted in 2025/26.
Details of the council's land and buildings and information about the fair value hierarchy as at 30 June 2024 are as follows:
Level 1 $'000 | Level 2 $'000 | Level 3 $'000 | Date of Valuation | Type of Valuation | |
Land | - | 754,743 | - | 06/2023 | full |
Specialised land | - | - | 8,665 | 06/2016 | full |
Buildings | - | - | 272,768 | 06/2023 | full |
Total | - | 754,743 | 281,433 | ||
Valuation of infrastructure
Valuation of infrastructure assets has been determined in accordance with an independent valuation undertaken by qualified council engineers (Tommy Yeung, Bachelor of Civil Engineering) based on independent condition audits.
The date and type of the current valuation is detailed in the following table. An index based revaluation was conducted in the prior year, this valuation was based on Rawlinsons Australian Construction handbook 2023 and internal source data, a full revaluation of these assets will be conducted in 2024/25.
The valuation is at fair value based on replacement cost less accumulated depreciation as at the date of valuation.
Notes to the Financial Report for the Year Ended 30 June 2024
6.1 Property, infrastructure, plant and equipment (continued)
Details of the council's infrastructure and information about the fair value hierarchy as at 30 June 2024 are as follows:
Level 1 $'000 | Level 2 $'000 | Level 3 $'000 | Date of Valuation | Type of Valuation | |
Roads | - | - | 1,061,101 | 06/2023 | index |
Bridges | - | - | 11,358 | 06/2023 | index |
Footpath and cycleways | - | - | 151,272 | 06/2023 | index |
Drainage | - | - | 310,606 | 06/2023 | index |
Recreational, leisure and community | - | - | 64,353 | 06/2023 | index |
Parks, open space and streetscapes | - | - | 66,369 | 06/2023 | index |
Total | - | - | 1,665,059 | ||
Description of significant unobservable inputs into level 3 valuations
Specialised buildings are valued using a depreciated replacement cost technique. Significant unobservable inputs include the current replacement cost and remaining useful lives of buildings. Current replacement costs is calculated on a square metre basis and ranges from $1,200 to $2,250 per square metre. The remaining useful lives of buildings are determined on the basis of the current condition of buildings and vary from 2 year to 94 years. Replacement cost is sensitive to changes in market conditions, with any increase or decrease in cost flowing through to the valuation. Useful lives of buildings are sensitive to changes in expectations or requirements that could either shorten or extend the useful lives of buildings.
Infrastructure assets are valued based on the depreciated replacement cost. Significant unobservable inputs include the current replacement cost and remaining useful lives of infrastructure. The remaining useful lives of infrastructure assets are determined on the basis of the current condition of the asset and vary from 2 year to 92 years. Replacement cost is sensitive to changes in market conditions, with any increase or decrease in cost flowing through to the valuation. Useful lives of infrastructure are sensitive to changes in use, expectations or requirements that could either shorten or extend the useful lives of infrastructure assets.
2024 $'000 | 2023 $'000 | |
Reconciliation of specialised land: Land under roads |
8,665 |
8,247 |
Total specialised land | 8,665 | 8,247 |
Notes to the Financial Report for the Year Ended 30 June 2024
• Note 7 People and relationships
•
• Council and key management remuneration
(a) Related parties
Parent entity
Brimbank City Council is the parent entity.
Subsidiaries and Associates
No interests in subsidiaries and associates.
(b) Key Management Personnel
Key Management Personnel (KMP) are those people with the authority and responsibility for planning, directing and controlling the activities of Brimbank City Council. The Councillors, Chief Executive Officer and Directors are deemed KMP.
Details of KMP at any time during the year are:
Councillor Ranka Rasic (Deputy Mayor from 17/11/22 to 16/11/23, Mayor from 17/11/23)
Councillor Jae Papalia (Deputy Mayor from 17/11/23)
Councillor Victoria Borg
Councillor Sarah Branton
Councillor Thuy Dang
Councillor Sam David
Councillor Maria Kerr
Councillor Bruce Lancashire (Mayor from 17/11/22 to 16/11/23)
Councillor Jasmine Nguyen
Councillor Thomas O'Reilly
Councillor Virginia Tachos
Councillors
Chief Executive Officer and other KMP Chief Executive Officer
Director Advocacy Partnerships & Community Engagement Director City Futures
Director Community Wellbeing Director Corporate Services
Director Infrastructure and City Services
2024 No. | 2023 No. | |
Total number of Councillors | 11 | 12 |
Total Chief Executive Officer and other Key Management Personnel | 7 | 7 |
Total number of Key Management Personnel | 18 | 19 |
(c) Remuneration of Key Management Personnel
Remuneration comprises employee benefits including all forms of consideration paid, payable or provided by council, or on behalf of the council, in exchange for services rendered. Remuneration of Key Management Personnel and Other senior staff is disclosed in the following categories.
Short-term employee benefits include amounts such as wages, salaries, annual leave or sick leave that are usually paid or payable on a regular basis, as well as non-monetary benefits such as allowances and free or subsidised goods or services.
Other long-term employee benefits include long service leave, other long service benefits or deferred compensation.
Post-employment benefits include pensions, and other retirement benefits paid or payable on a discrete basis when employment has ceased.
Termination benefits include termination of employment payments, such as severance packages.
2024 $'000 | 2023 $'000 | |
Total remuneration of Key Management Personnel was as follows: Short-term employee benefits |
2,223 |
1,904 |
Other long-term employee benefits | 47 | 39 |
Post-employment benefits | 238 | 185 |
Termination benefits | 92 | 2 |
Total | 2,600 | 2,130 |
Notes to the Financial Report for the Year Ended 30 June 2024
7.1 Council and key management remuneration (continued)
(c) Remuneration of Key Management Personnel (continued)
The numbers of Key Management Personnel whose total remuneration from Council and any related entities, fall within the following bands:
2024 No. | 2023 No. | |
$10,000 - $19,999 | - | 2 |
$30,000 - $39,999 | 8 | 6 |
$40,000 - $49,999 | - | 2 |
$50,000 - $59,999 | 1 | 1 |
$60,000 - $69,999 | 1 | - |
$70,000 - $79,999 | - | 1 |
$80,000 - $89,999 | - | 1 |
$100,000 - $109,999 | 1 | - |
$140,000 - $149,999 | 1 | 1 |
$220,000 - $229,999 | - | 1 |
$230,000 - $239,999 | 1 | - |
$240,000 - $249,999 | - | 1 |
$270,000 - $279,999 | - | 1 |
$280,000 - $289,999 | - | 1 |
$290,000 - $299,999 | 1 | - |
$310,000 - $319,999 | 2 | - |
$330,000 - $339,999 | 1 | - |
$410,000 - $419,999 | 1 | 1 |
18 | 19 |
(d) Remuneration of other senior staff
Other senior staff are officers of Council, other than Key Management Personnel, whose total remuneration exceeds $170,000 and who report directly to a member of the KMP.
2024 $'000 | 2023 $'000 | |
Total remuneration of other senior staff was as follows: Short-term employee benefits |
3,898 |
3,531 |
Other long-term employee benefits | 115 | 91 |
Post-employment benefits | 429 | 387 |
Termination benefits | 205 | 173 |
Total | 4,647 | 4,182 |
The number of other senior staff are shown below in their relevant income bands:
2024 No. | 2023 No. | |
Income Range: $170,000 - $179,999 |
14 |
18 |
$180,000 - $189,999 | 6 | 5 |
$190,000 - $199,999 | 2 | 1 |
$200,000 - $209,999 | 3 | 2 |
$210,000 - $219,999 | 1 | 1 |
$220,000 - $229,999 | 1 | - |
$230,000 - $239,999 | 1 | - |
$240,000 - $249,999 | 2 | - |
$260,000 - $269,999 | - | 1 |
30 | 28 |
2024 $'000 | 2023 $'000 | |
Total remuneration for the reporting year for other senior staff included above, amounted to: | 4,647 | 4,182 |
7.1 Related party disclosure
(a) Transactions with related parties
During the period council entered into the following transactions with related parties:
Director People Partnerships & Performance - associate is a board member of the Victorian Local Governance Association (VLGA). Annual subscription to VLGA $50,810 (2023: $102,899)
(b) Outstanding balances with related parties
The following balances are outstanding at the end of the reporting period in relation to transactions with related parties: Nil (2023: Nil)
(c) Loans to/from related parties
The aggregate amount of loans in existence at balance date that have been made, guaranteed or secured by the council to a related party are as follows:
Nil (2023: Nil)
(d) Commitments to/from related parties
The aggregate amount of commitments in existence at balance date that have been made, guaranteed or secured by the council to a related party are as follows:
Nil (2023: Nil)
Notes to the Financial Report for the Year Ended 30 June 2024
Note 8 Managing uncertainties
8.1 Contingent assets and liabilities
Contingent assets and contingent liabilities are not recognised in the Balance Sheet, but are disclosed and if quantifiable, are measured at nominal value. Contingent assets and liabilities are presented inclusive of GST receivable or payable, respectively.
(a) Contingent assets
Contingent assets are possible assets that arise from past events, whose existence will be confirmed only by the occurrence or non-occurrence of one or more uncertain future events not wholly within the control of the Council.
At balance date the council are not aware of any contingent assets.
(b) Contingent liabilities
Contingent liabilities are:
• possible obligations that arise from past events, whose existence will be confirmed only by the occurrence or non- occurrence of one or more uncertain future events not wholly within the control of the council; or
• present obligations that arise from past events but are not recognised because:
• it is not probable that an outflow of resources embodying economic benefits will be required to settle the obligation; or
• the amount of the obligation cannot be measured with sufficient reliability.
Superannuation
Council has obligations under a defined benefit superannuation scheme that may result in the need to make additional contributions to the scheme, matters relating to this potential obligation are outlined in Note 9.3. As a result of the volatility in financial markets the likelihood of making such contributions in future periods exists.
Legal matters
The council is presently involved in one significant legal matter regarding the closed Sunshine Landfill and private land surrounding it. The council will continue to follow the recommended legal strategy in consultation with its insurer. The financial outcome is unable to be reliably estimated and no allowance for this contingency has been made in the financial report. This
is not expected to occur within the next 12 months.
Liability Mutual Insurance
Council is a participant of the MAV Liability Mutual Insurance (LMI) Scheme. The LMI scheme provides public liability and professional indemnity insurance cover. The LMI scheme states that each participant will remain liable to make further contributions to the scheme in respect of any insurance year in which it was a participant to the extent of its participant’s share of any shortfall in the provision set aside in respect of that insurance year, and such liability will continue whether or not the participant remains a participant in future insurance years.
8.2 Change in accounting standards
Certain new Australian Accounting Standards and interpretations have been published that are not mandatory for the 30 June 2024 reporting period. Council assesses the impact of these new standards.
In December 2022 the Australian Accounting Standards Board (AASB) issued AASB 2022-10 Amendments to Australian Accounting Standards - Fair Value Measurement of Non-Financial Assets of Not-for-Profit Public Sector Entities to modify AASB 13 Fair Value Measurement. AASB 2022-10 amends AASB 13 Fair Value Measurement for fair value measurements of non-financial assets of not-for-profit public sector entities not held primarily for their ability to generate net cash inflows. The AASB 13 modifications:
• are applicable only to not-for-profit public sector entities;
• are limited to fair value measurements of non-financial assets not held primarily for their ability to generate net cash inflows;
• are to be applied prospectively for annual periods beginning on or after 1 January 2024;
• would not necessarily change practice for some not-for-profit public sector entities; and
-do not indicate that entities changing practice in how they measure relevant assets made an error in applying the existing requirements of AASB 13.
Council will assess any impact of the modifications to AASB 13 ahead of the 2024-25 reporting period.
In December 2022 the Australian Accounting Standards Board (AASB) issued AASB 2022-6 Amendments to Australian Accounting Standards - Non-current Liabilities with Covenants. AASB 2022-6 amends AASB 101 Presentation of Financial Statements to improve the information an entity provides in its financial statements about long‑term liabilities with covenants where the entity’s right to defer settlement of those liabilities for at least twelve months after the reporting period is subject to the entity complying with conditions specified in the loan arrangement. The amendments in AASB 2022-6 are effective for annual periods beginning on or after 1 January 2024. Council will assess any impact of the modifications to AASB 101 ahead of the 2024-25 reporting period.
Notes to the Financial Report for the Year Ended 30 June 2024
8.3 Financial instruments
(a) Objectives and policies
The Council's principal financial instruments comprise cash assets, term deposits, receivables (excluding statutory receivables), payables (excluding statutory payables) and bank and TCV borrowings. Details of the material accounting policy information and methods adopted, including the criteria for recognition, the basis of measurement and the basis on which income and expenses are recognised, in respect of each class of financial asset, financial liability and equity instrument is disclosed in the notes of the financial statements. Risk management is carried out by senior management under policies approved by the council. These policies include identification and analysis of the risk exposure to council and appropriate procedures, controls and risk minimisation.
(b) Market risk
Market risk is the risk that the fair value or future cash flows of council financial instruments will fluctuate because of changes in market prices. The Council's exposure to market risk is primarily through interest rate risk with only insignificant exposure to other price risks and no exposure to foreign currency risk.
Interest rate risk
Interest rate risk refers to the risk that the value of a financial instrument or cash flows associated with the instrument will fluctuate due to changes in market interest rates. Council's interest rate liability risk arises primarily from long term loans and borrowings at fixed rates which exposes council to fair value interest rate risk. Cash flow interest rate risk is the risk that the future cash flows of a financial instrument will fluctuate because of changes in market interest rates. Council has minimal exposure to cash flow interest rate risk through its cash and deposits that are at floating rates.
Investment of surplus funds is made with approved financial institutions under the Local Government Act 2020 . Council manages interest rate risk by adopting an investment policy that ensures:
• diversification of investment product,
• monitoring of return on investment, and
• benchmarking of returns and comparison with budget.
There has been no significant changes in the council's exposure, or its objectives, policies and processes for managing interest rate risk or the methods used to measure this risk from the previous reporting period.
Interest rate movements have not been sufficiently significant during the year to have an impact on the council's year end result.
(c) Credit risk
Credit risk is the risk that a contracting entity will not complete its obligations under a financial instrument and cause council to make a financial loss. Council have exposure to credit risk on some financial assets included in the balance sheet.
Particularly significant areas of credit risk exist in relation to outstanding fees and fines as well as loans and receivables from sporting clubs and associations. To help manage this risk:
• council have a policy for establishing credit limits for the entities council deal with;
• council may require collateral where appropriate; and
• council only invest surplus funds with financial institutions which have a recognised credit rating specified in council's investment policy.
Receivables consist of a large number of customers, spread across the ratepayer, business and government sectors. Credit risk associated with the council's financial assets is minimal because the main debtor is secured by a charge over the rateable property.
There are no material financial assets which are individually determined to be impaired.
Council may also be subject to credit risk for transactions which are not included in the balance sheet, such as when council provide a guarantee for another party. Details of our contingent liabilities are disclosed in Note 8.1(b).
The maximum exposure to credit risk at the reporting date to recognised financial assets is the carrying amount, net of any allowance for impairment of those assets, as disclosed in the balance sheet and notes to the financial statements. Council does not hold any collateral.
(d) Liquidity risk
Liquidity risk includes the risk that, as a result of council's operational liquidity requirements it will not have sufficient funds to settle a transaction when required or will be forced to sell a financial asset at below value or may be unable to settle or recover a financial asset.
To help reduce these risks council:
• have a liquidity policy which targets a minimum and average level of cash and cash equivalents to be maintained;
• have readily accessible standby facilities and other funding arrangements in place;
• have liquidity portfolio structure that requires surplus funds to be invested within various bands of liquid instruments;
• monitor budget to actual performance on a regular basis; and
• set limits on borrowings relating to the percentage of loans to rate revenue and percentage of loan principal repayments to rate revenue.
The council's maximum exposure to liquidity risk is the carrying amounts of financial liabilities as disclosed on the face of the balance sheet.
There has been no significant change in council's exposure, or its objectives, policies and processes for managing liquidity risk or the methods used to measure this risk from the previous reporting period.
With the exception of borrowings, all financial liabilities are expected to be settled within normal terms of trade. Details of the maturity profile for borrowings are disclosed at Note 5.4.
Unless otherwise stated, the carrying amounts of financial instruments reflect their fair value.
(e) Sensitivity disclosure analysis
Taking into account past performance, future expectations, economic forecasts, and management's knowledge and experience of the financial markets, Council believes the following movements are 'reasonably possible' over the next 12 months:
• A parallel shift of +1% and 0% in market interest rates (AUD) from year-end rates of 3.5%.
These movements will not have a material impact on the valuation of Council's financial assets and liabilities, nor will they have a material impact on the results of Council's operations.
Notes to the Financial Report for the Year Ended 30 June 2024
•
8.4 Fair value measurement
Fair value hierarchy
Council's financial assets and liabilities are not valued in accordance with the fair value hierarchy, Council's financial assets and liabilities are measured at amortised cost.
Council measures certain assets and liabilities at fair value where required or permitted by Australian Accounting Standards. AASB 13 Fair value measurement, aims to improve consistency and reduce complexity by providing a definition of fair value and a single source of fair value measurement and disclosure requirements for use across Australian Accounting Standards.
All assets and liabilities for which fair value is measured or disclosed in the financial statements are categorised within a fair value hierarchy, described as follows, based on the lowest level input that is significant to the fair value measurement as a whole:
Level 1 - Quoted (unadjusted) market prices in active markets for identical assets or liabilities;
Level 2 - Valuation techniques for which the lowest level input that is significant to the fair value measurement is directly or indirectly observable; and
Level 3 - Valuation techniques for which the lowest level input that is significant to the fair value measurement is unobservable.
For the purpose of fair value disclosures, council has determined classes of assets and liabilities on the basis of the nature, characteristics and risks of the asset or liability and the level of the fair value hierarchy as explained above.
In addition, council determines whether transfers have occurred between levels in the hierarchy by re-assessing categorisation (based on the lowest level input that is significant to the fair value measurement as a whole) at the end of each reporting period.
Revaluation
Subsequent to the initial recognition of assets, non-current physical assets, other than plant and equipment, are measured at their fair value, being the price that would be received to sell an asset (or paid to transfer a liability) in an orderly transaction between market participants at the measurement date. (For plant and equipment carrying amount is considered to approximate fair value given short useful lives). At balance date, the council reviewed the carrying value of the individual classes of assets measured at fair value to ensure that each asset materially approximated its fair value. Where the carrying value materially differed from the fair value at balance date, the class of asset was revalued.
Fair value valuations are determined in accordance with a valuation hierarchy. Changes to the valuation hierarchy will only occur if an external change in the restrictions or limitations of use of an asset result in changes to the permissible or practical highest and best use of the asset. In addition, Council undertakes a formal revaluation of land, buildings and infrastructure assets on a regular basis ranging from 3 to 5 years. The valuation is performed either by experienced council officers or independent experts. The following table sets out the frequency of revaluations by asset class.
• 
Where the assets are revalued, the revaluation increases are credited directly to the asset revaluation reserve except to the extent that an increase reverses a prior year decrease for that class of asset that had been recognised as an expense in which case the increase is recognised as revenue up to the amount of the expense. Revaluation decreases are recognised
as an expense except where prior increases are included in the asset revaluation reserve for that class of asset in which case the decrease is taken to the reserve to the extent of the remaining increases. Within the same class of assets, revaluation increases and decreases within the year are offset.
Impairment of assets
At each reporting date, the Council reviews the carrying value of its assets to determine whether there is any indication that these assets have been impaired. If such an indication exists, the recoverable amount of the asset, being the higher of the asset's fair value less costs of disposal and value in use, is compared to the assets carrying value. Any excess of the assets carrying value over its recoverable amount is expensed to the comprehensive income statement, unless the asset is carried at the revalued amount in which case, the impairment loss is recognised directly against the revaluation surplus in respect of the same class of asset to the extent that the impairment loss does not exceed the amount in the revaluation surplus for that same class of asset.
8.4 Events occurring after balance date
No matters have occurred after balance date that require disclosure in the financial report.
Notes to the Financial Report for the Year Ended 30 June 2024
•
9.1 Reserves
(a) Asset revaluation reserves |
Balance at beginning of reporting period $'000 |
Increase (decrease) $'000 |
Balance at end of reporting period $'000 |
2024 Property Land and land improvements |
615,606 |
- |
615,606 |
Buildings | 51,156 | - | 51,156 |
666,762 | - | 666,762 | |
Plant and equipment Art works |
254 |
- |
254 |
254 | - | 254 | |
Infrastructure Roads |
542,658 |
- |
542,658 |
Bridges | 4,689 | - | 4,689 |
Footpath and cycleways | 107,650 | - | 107,650 |
Drainage | 170,462 | - | 170,462 |
Recreational, leisure and community | 32,556 | - | 32,556 |
Parks, open space and streetscapes | 28,732 | - | 28,732 |
Off street car parks | 1,792 | - | 1,792 |
888,539 | - | 888,539 | |
Total asset revaluation reserves | 1,555,555 | - | 1,555,555 |
2023 Property Land and land improvements |
696,815 |
(81,209) |
615,606 |
Buildings | 33,181 | 17,975 | 51,156 |
729,996 | (63,234) | 666,762 | |
Plant and equipment Art works |
206 |
48 |
254 |
206 | 48 | 254 | |
Infrastructure Roads |
483,875 |
58,783 |
542,658 |
Bridges | 3,946 | 743 | 4,689 |
Footpath and cycleways | 92,657 | 14,993 | 107,650 |
Drainage | 135,827 | 34,635 | 170,462 |
Recreational, leisure and community | 19,870 | 12,686 | 32,556 |
Parks, open space and streetscapes | 23,887 | 4,845 | 28,732 |
Off street car parks | 1,792 | - | 1,792 |
761,854 | 126,685 | 888,539 | |
Total asset revaluation reserves | 1,492,056 | 63,499 | 1,555,555 |
The asset revaluation reserve is used to record the increased (net) value of Councils assets over time.
Notes to the Financial Report for the Year Ended 30 June 2024
9.1 Reserves (continued)
(b) Other reserves | Balance at beginning of reporting period $'000 | Transfer from accumulated surplus $'000 | Transfer to accumulated surplus $'000 | Balance at end of reporting period $'000 |
2024 Other reserves Developer contribution - open space |
12,610 |
7,688 |
- |
20,298 |
Developer contribution plan - Brimbank and Sunshine |
4,277 |
922 |
- |
5,199 |
Discretionary loan repayment | 11,100 | 1,300 | - | 12,400 |
Major capital works projects | 9,547 | - | - | 9,547 |
Total other reserves | 37,534 | 9,910 | - | 47,444 |
2023 Other reserves Developer contribution - open space |
8,848 |
3,762 |
- |
12,610 |
Developer contribution plan - Brimbank and Sunshine |
3,728 |
549 |
- |
4,277 |
Discretionary loan repayment | 9,800 | 1,300 | - | 11,100 |
Major capital works projects | 9,547 | - | - | 9,547 |
Total other reserves | 31,923 | 5,611 | - | 37,534 |
Developer contribution - open space fund reserve:
This reserve services funds from developer contributions collected through council's planning scheme. The funds held in the reserve will be utilised through infrastructure works for the identified purpose.
Developer contribution plan - Brimbank and Sunshine
This reserve is set up to cater for contributions from developers within the municipality.
Discretionary loan repayment reserve:
At the Ordinary Council Meeting on 27 May 2014, council resolved to participate in the Municipal Association of Victoria (MAV) Debt Procurement Project for interest only debt. In order to repay the principal at maturity date council has established a loan repayment reserve for interest only debt and associated cash investment. There will be allocations of set amount of funds each year to this reserve.
Major capital works projects
This reserve has been opened to provide a source of funding for major capital works projects.
Notes to the Financial Report for the Year Ended 30 June 2024
2024 $'000 | 2023 $'000 | ||
9.2 Reconciliation of cash flows from operating activities to surplus/(deficit) Surplus/(deficit) for the year |
3,038 |
31,691 | |
Non-cash adjustments: Profit/(loss) on disposal of property, infrastructure, plant and equipment |
(334) |
(392) | |
Depreciation | 57,253 | 49,094 | |
Contributions - non-monetary assets | (3,884) | (4,532) | |
Finance costs | 2,701 | 2,594 | |
Asset written off / impaired | - | 147 | |
Other | (505) | - | |
Change in assets and liabilities: (Increase)/decrease in trade and other receivables |
(4,645) |
685 | |
(Increase)/decrease in prepayments | (593) | (24) | |
(Increase)/decrease in accrued income | (162) | (188) | |
(Increase)/decrease in other assets | 11 | (16) | |
(Increase)/decrease in inventories | 36 | 20 | |
Increase/(decrease) in trade and other payables | (8,441) | 5,187 | |
Increase/(decrease) in trust funds and deposits | 164 | (4,302) | |
Increase/(decrease) in contract and other liabilities | (1,171) | (7,400) | |
Increase/(decrease) in provisions | 1,367 | 1,088 | |
Net cash provided by/(used in) operating activities | 44,835 | 73,652 | |
9.3 Superannuation
Council makes the majority of its employer superannuation contributions in respect of its employees to the Local Authorities Superannuation Fund (the Fund). This Fund has two categories of membership, accumulation and defined benefit, each of which is funded differently. Obligations for contributions to the Fund are recognised as an expense in the Comprehensive Income Statement when they are made or due.
Accumulation
The Fund's accumulation category, Vision MySuper/Vision Super Saver, receives both employer and employee contributions on a progressive basis. Employer contributions are normally based on a fixed percentage of employee earnings (for the year ended 30 June 2024, this was 11.0% as required under Superannuation Guarantee (SG) legislation (2023: 10.5%)).
Defined benefit
Council does not use defined benefit accounting for its defined benefit obligations under the Fund's Defined Benefit category. This is because the Fund's Defined Benefit category is a pooled multi-employer sponsored plan.
There is no proportional split of the defined benefit liabilities, assets or costs between the participating employers as the defined benefit obligation is a floating obligation between the participating employers and the only time that the aggregate obligation is allocated to specific employers is when a call is made. As a result, the level of participation of Council in the Fund cannot be measured as a percentage compared with other participating employers. Therefore, the Fund Actuary is unable to allocate benefit liabilities, assets and costs between employers for the purposes of AASB 119.
Funding arrangements
Council makes employer contributions to the Defined Benefit category of the Fund at rates determined by the Trustee on the advice of the Fund Actuary.
A triennial actuarial investigation for the Defined Benefit category as at 30 June 2023 was conducted and completed by 31 December 2023. The vested benefit index (VBI) of the Defined Benefit category as at 30 June 2023 was 104.1%. Council was notified of the 30 June 2023 VBI during August 2023.
The financial assumptions used to calculate the 30 June 2023 VBI were:
Net investment returns 5.7% pa
Salary information 3.5% pa
Price inflation (CPI) 2.8% pa
The VBI is used as the primary funding indicator. Because the VBI was above 100%, the 30 June 2023 actuarial investigation determined the Defined Benefit category was in a satisfactory financial position and that no change was necessary to the Defined Benefit category’s funding arrangements from prior years.
•
Notes to the Financial Report for the Year Ended 30 June 2024
9.3 Superannuation (continued)
Employer contributions
(A) Regular contributions
On the basis of the results of the 2023 triennial actuarial investigation conducted by the Fund Actuary, council makes employer contributions to the Fund’s Defined Benefit category at rates determined by the Fund’s Trustee. For the year ended 30 June 2024, this rate was 11.0% of members' salaries (10.5% in 2022/23). This rate is expected to increase in line with any increases in the SG contribution rate and was reviewed as part of the 30 June 2023 triennial valuation.
In addition, Council reimburses the Fund to cover the excess of the benefits paid as a consequence of retrenchment above the funded resignation or retirement benefit.
(B) Funding calls
If the Defined Benefit category is in an unsatisfactory financial position at an actuarial investigation or the Defined Benefit category‘s VBI is below its shortfall limit at any time other than the date of the actuarial investigation, the Defined Benefit category has a shortfall for the purposes of SPS 160 and the Fund is required to put a plan in place so that the shortfall is fully funded within three years of the shortfall occurring. The Fund monitors its VBI on a quarterly basis and the Fund has set its shortfall limit at 98% from 26 July 2024 (previously 97%).
In the event that the Fund Actuary determines that there is a shortfall based on the above requirement, the Fund’s participating employers (including Council) are required to make an employer contribution to cover the shortfall.
Using the agreed methodology, the shortfall amount is apportioned between the participating employers based on
the pre-1 July 1993 and post-30 June 1993 service liabilities of the Fund’s Defined Benefit category, together with the employer’s payroll at 30 June 1993 and at the date the shortfall has been calculated.
Due to the nature of the contractual obligations between the participating employers and the Fund, and that the Fund includes lifetime pensioners and their reversionary beneficiaries, it is unlikely that the Fund will be wound up.
If there is a surplus in the Fund, the surplus cannot be returned to the participating employers.
In the event that a participating employer is wound-up, the defined benefit obligations of that employer will be transferred to that employer’s successor.
The 2023 triennial actuarial investigation surplus amounts
An actuarial investigation is conducted annually for the Defined Benefit category of which Council is a contributing employer. Generally, a full actuarial investigation is conducted every three years and interim actuarial investigations are conducted for each intervening year. A full investigation was conducted as at 30 June 2023.
The Fund’s actuarial investigations identified the following for the Defined Benefit category of which Council is a contributing employer:
The VBI surplus means that the market value of the fund’s assets supporting the defined benefit obligations exceed the vested benefits that the defined benefit members would have been entitled to if they had all exited on 30 June 2023.
The total service liability surplus means that the current value of the assets in the Fund's Defined Benefit category plus expected future contributions exceeds the value of expected future benefits and expenses as at 30 June 2023.
The discounted accrued benefit surplus means that the current value of the assets in the Fund's Defined Benefit category exceeds the value of benefits payable in the future but accrued in respect of service to 30 June 2023.
Notes to the Financial Report for the Year Ended 30 June 2024
•
9.3 Superannuation (continued)
The 2024 interim actuarial investigation
An interim actuarial investigation is being conducted for the Fund's position as at 30 June 2024 as the Fund provides lifetime pensions in the Defined Benefit category. It is anticipated that this actuarial investigation will be completed by October 2024.
The VBI of the Defined Benefit category was 105.4% as at 30 June 2024. The financial assumptions used to calculate the 30 June 2024 VBI were:
Net investment returns 5.6% pa
Salary information 3.5% pa
Price inflation (CPI) 2.7% pa
Council was notified of the 30 June 2024 VBI during August 2024.
Because the VBI was above 100%, the Defined Benefit category was in a satisfactory financial position at 30 June 2024 and it is expected that the actuarial investigation will recommend that no change will be necessary to the Defined Benefit category’s funding arrangements from prior years.
The 2020 triennial investigation
The last triennial actuarial investigation conducted prior to 30 June 2023 was at 30 June 2020. This actuarial investigation was completed by 31 December 2020. The financial assumptions for the purposes of that investigation was:
Superannuation contributions
Contributions by Council (excluding any unfunded liability payments) to the above superannuation plans for the financial year ended 30 June 2024 are detailed below:
Scheme | Type of | Rate | 2024 | 2023 |
Scheme | $'000 | $'000 | ||
Vision Super | Defined benefits | 11.0% (2023: 10.5%) | 538 | 567 |
Vision Super | Accumulation | 11.0% (2023: 10.5%) | 4,728 | 4,373 |
Other funds | Various | 11.0% (2023: 10.5%) | 4,597 | 3,775 |
The expected contributions to be paid to the Defined Benefit category of Vision Super for the year ending 30 June 2025 is $510,000.
Note 10 Change in accounting policy
There have been no changes to accounting policies in the 2023-24 year.
Glossary
The Act The Local Government Act 2020
Annual Report A report of Council’s operations of the previous financial year. Contains a
report of operations, audited financial statements and an audited performance statement
Appropriateness Indicators or measures that provide users with sufficient information to
assess the extent to which an entity has achieved a pre-determined target, goal or outcome
Budget A plan setting out the services and initiatives to be funded for the financial
year and how they will contribute to achieving the strategic objectives specified in Council Plan
Council Plan A plan setting out the medium-term strategic objectives, strategies, strategic
indicators and resources reflecting vision and aspirations of the community for the next four years
Financial performance
indicators
A prescribed set of indicators and measures that assess the effectiveness of
financial management in a council covering operating position, liquidity, obligations, stability and efficiency
Financial plan A plan of the financial and non-financial resources for at least the next 10
years required to achieve the strategic objectives in Council Plan. It is also referred to as a long-term financial plan
Financial Statements The financial statements and notes prepared in accordance with the Local
Government Model Financial Report, Australian Accounting Standards and other applicable standards as they apply to the general-purpose financial reports and a statement of capital works and included in the Annual Report
Financial year The period of 12 months ending on 30 June each year
Governance and
Management Checklist
A prescribed checklist of policies, plans and documents that councils must
report the status of in the report of operations, covering engagement, planning, monitoring, reporting and decision making
Indicator What will be measured to assess performance
Initiatives Actions that are one-off in nature and/or lead to improvements in a service
Integrated Strategic
Planning and Reporting Framework
The key statutory planning and reporting documents that are required to be
prepared by councils to ensure accountability to local communities in the performance of functions and exercise of powers under the Act
Major initiative Significant initiatives that will directly contribute to the achievement of the
Council Plan during the current year and have a major focus in the Budget
Measure How an indicator will be measured and takes the form of a computation,
typically including a numerator and denominator
Performance Statement | A statement including the results of the prescribed service outcome indicators, financial performance indicators and sustainable capacity indicators for the financial year and included in the Annual Report |
Regulations | The Local Government (Planning and Reporting) Regulations 2020 |
Relevance | Indicators or measures that have a logical and consistent relationship to an entity's objectives and are linked to the outcomes to be achieved |
Report of Operations | A report containing a description of Council’s operations during the financial year and included in the Annual Report |
Service outcome indicators |
The prescribed service performance indicators to be included in the Performance Statement which measure whether the stated service objective has been achieved |
Service performance indicators |
A prescribed set of indicators measuring the effectiveness and efficiency of Council services covering appropriateness, quality, cost and service outcomes |
Services | Assistance, support, advice and other actions undertaken by a council for the benefit of the local community |
Strategic objectives | The outcomes a council is seeking to achieve over the next four years and included in Council Plan |
Strategies | High-level actions directed at achieving the strategic objectives in Council Plan |
Sustainable capacity indicators | A prescribed set of indicators measuring whether councils have the capacity to meet the agreed service and infrastructure needs of the local community and absorb foreseeable changes and unexpected shocks into the future. Covers financial performance, capacity, and governance and management |
Acronyms
ABS – The Australian Bureau of Statistics
ALGA – Australian Local Government Association ARC – Audit and Risk Committee
BAWC – Brimbank Aquatic and Wellness Centre BCMS – Business Continuity Management Systems BCP – Business Continuity Plan
BYEP – Brimbank Youth Employment Project CALD – Culturally and Linguistically Diverse CBD – Central Business District
CEO – Chief Executive Officer
CERA – Community Emergency Risk Assessment CFO – Chief Financial Officer
CO2 – Carbon Dioxide
CSS – Community Satisfaction Survey DCP – Development Contribution Plan EBA – Enterprise Bargaining Agreement FOGO – Food Organic and Green Organic FOI – Freedom of Information
FTE – full-time equivalent GST – Goods and Services Tax HR – Health Records
ICT – Information Communication Technology JP – Justice of the Peace
LED – Light Emitting Diode
MAV – Municipal Association of Victoria MCH – Maternal and Child Health
MEMP – Municipal Emergency Management Plan
MEMPC – Municipal Emergency Management Planning Committee NAIDOC – National Aboriginal Islander Day Observance Committee NDIS – National Disability Insurance Scheme
OHS – Occupational Health and Safety PDP – Privacy and Data Protection PID – Public Interest Disclosure
RAP – Reconciliation Action Plan SIAP – Strategic Internal Audit Plan
VAGO – Victorian Auditor General’s Office
VCAT – Victorian Civil and Administrative Tribunal VECO – Victorian Energy Collaboration
Index
A
Aboriginal and Torres Strait Islanders – 00 Advocacy – 00
Ageing and inclusion – 00 Arts and culture – 00 Asset management – 00 Awards – 00
B
Brimbank Aquatic and Wellness Centre – 00
Budget – 00
C
Capital Works – 00 CEO – 00
Children, youth and family services – 00 Climate change – 00
Climate emergency – 00 Code of Conduct – 00 Committees – 00 Community centres – 00 Community grants – 00
Community Satisfaction Survey – 00 Consultation – 00
Council meetings – 00 Council minutes – 00 Council Plan – 00 Councillors – 00
COVID-19 – 00
E
Economic development – 00 Election – 00
Emergency management – 00 Engagement – 00
Environment – 00 Environmental health – 00 External Audit – 00
F
Financial Report – 00 Financial summary – 00
G
Governance – 00
Governance and Management Checklist – 00
H
Health and wellbeing – 00 Human rights – 00
Internal Audit – 00
L
LGBTQIA+ – 00
Libraries – 00 Local Law – 00
M
Mayor – 00
Meeting minutes – 00 Meeting procedure – 00
O
Occupational health and safety – 00 Operations – 00
Organisation structure – 00
P
Parks – 00
Performance Statement – 00 Population – 00
R
Recycling – 00
Risk management – 00
S
Safety – 00
Social justice – 00 Staff – 00
Sustainability – 00
T
‘Together We are Brimbank’ – 00
V
Volunteering – 00
Vision – 00
W
Waste – 00
Wurundjeri and Bunurong people – 00
Y
Youth – 00
Youth services – 00
16-100 years old
Completed 
In-progress
No longer viable 
