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6.1
Brimbank City Council Annual Report 2023- 2024
6.1
Brimbank City Council Annual Report 2023- 2024
Directorate
People, Partnerships and Performance
Director
Georgie Hill
Manager
Rachel Deans
Attachment(s)
1. Brimbank City Council Draft Annual Report 2023-2024
[
6.1.1
- 215 pages]
Purpose
For Council to consider adopting the Brimbank City Council Annual Report 2023-2024 at
Attachment 1
.
Officer Recommendation
That Council:
a. Adopts the Brimbank City Council Annual Report 2023-2024, at
Attachment 1 to this report.
b. Notes that subject to adoption, a copy of the Annual Report 2023-2024
will be published on Council’s website.
c.
Notes that the recommended decision is not a prohibited decision as set
out in section 69(2) of the
Local Government Act 2020.
Background
Section 98(1) of the
Local Government Act 2020
(
the Act
) requires councils to prepare
an annual report for each financial year, including a Report of Operations, audited
Financial Statements and Performance Statement. The annual report must be presented
to a council meeting (open to the public) by 31 October 2024.
Under
the Act
, councils are no longer required to forward a copy of their Annual Report
to the Minister for Local Government. Brimbank City Council has previously provided the
Minister for Local Government with a copy of its Annual Report, and will forward a copy
of the 2023-2024 Annual Report following adoption.
The Financial Statements 2023-2024 and Performance Statement 2023-2024, required
to be included in the Annual Report, were adopted in principle at the Council Meeting on
15 September 2024.
The Annual Report meets the State Government’s performance reporting framework that
became mandatory on 1 July 2014. All councils are required to report results as part of
their Annual Report. The framework was introduced to ensure all councils consistently
measure and report on their performance. The Annual Report also follows the Local
Government Better Practice Guide Report of Operations 2023-2024, published by the
Department of Jobs, Precincts and Regions.
Matters for Consideration
Options
A. For Council to adopt the Annual Report 2023-2024 at
Attachment 1
.
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Analysis
The Brimbank City Council Annual Report 2023–2024 examines and reports on our
strategic, operational and financial performance for the financial year 1 July 2023 to
30 June 2024. It is an essential document demonstrating to our community how we
performed in delivering our services.
In the report, you will find the following sections:
Welcome and Introduction
Here, you will find a yearly summary from the CEO and a snapshot of our community.
A Year in Review
This area lists key challenges and what matters to Brimbank now and into the future,
elected Councillors, how we engaged with community and Council’s significant highlights
and achievements of the year.
Our People
Outlines our workforce make-up and the people who lead them and our organisation
structure.
Our Performance
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
Provides information about governance, including council meetings, local laws,
committees and audits, as part of our commitment to providing good governance and
ensuring that our operations are open, transparent and accountable.
Performance Statement
Highlights our Performance Statements and the Victorian Auditor General’s (VAGO)
Report on our performance.
Financial Report
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.
Community Engagement
Following adoption, a copy of the Annual Report 2023-2024 will be made available to
community for viewing on the Council’s website.
Resource And Risk Implications
Resource requirements can be met within the Annual Budget 2024/2025.
Regulatory:
legal, legislative or regulatory implications including the rights/obligations
of stakeholders
• Yes – complies with the Local Government Act 2020.
There are no Community, Environmental, Financial or Safety risks identified.
Legislation/Council Plan/Policy Context
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This report supports the Council Plan 2021-2025 strategic direction and objective of:
1. 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
2. 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
3. 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
4. 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 strive to enhance services and
liveability for the Brimbank community.
Council officers contributing to the preparation and approval of this report, have no
conflicts of interests to declare.
1
DRAFT
Brimbank City Council
Annual Report
2023-2024
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Attachment 6.1.1
2
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.
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Attachment 6.1.1
3
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.
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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
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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
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Attachment 6.1.1
Welcome
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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.
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Attachment 6.1.1
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.
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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
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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
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Attachment 6.1.1
Introduction
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Attachment 6.1.1
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.
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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
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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
T o w n
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
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Attachment 6.1.1
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%.
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Attachment 6.1.1
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.
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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.
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.
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A year in review
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Attachment 6.1.1
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.
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Attachment 6.1.1
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.
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Attachment 6.1.1
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.
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Attachment 6.1.1
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)
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Attachment 6.1.1
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.
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Attachment 6.1.1
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
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Attachment 6.1.1
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.
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Attachment 6.1.1
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.
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
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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Attachment 6.1.1
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
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.
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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Attachment 6.1.1
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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Attachment 6.1.1
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
16-100 years old
Age groupings
: Deliberate alignment
with Brimbank age cohorts, with most
participants having resided in Brimbank
for over 10 years.
Language
: 51% multi-lingual, 49% English,
with Vietnamese, Maltese, Tagalog, Greek and
Italian being the top non-English languages.
Household composition
: 52% own
their home, 16% with a mortgage, 30%
renting and 2% other/not stated.
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Attachment 6.1.1
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
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
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Attachment 6.1.1
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.
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Attachment 6.1.1
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.
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Attachment 6.1.1
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.
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Attachment 6.1.1
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.
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Attachment 6.1.1
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
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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Attachment 6.1.1
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
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
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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Attachment 6.1.1
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.
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Attachment 6.1.1
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.
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Attachment 6.1.1
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.
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Attachment 6.1.1
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.
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Attachment 6.1.1
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.
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Attachment 6.1.1
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.
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Attachment 6.1.1
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.
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Attachment 6.1.1
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%.
4,626
4,872
16,375
11,713
-20,000
-14,885
-15,000
-10,000
-5,000
-
5,000
10,000
15,000
20,000
2019-20
2020-21
2021-22
2022-23
2023-24
Adjusted underlying surplus (Deficit) $'000
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Attachment 6.1.1
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%.
182.94
174.23
175.65
206.14
216.10
-
50.00
100.00
150.00
200.00
250.00
2019-20
2020-21
2021-22
2022-23
2023-24
Working capital ratio
40%
55%
55%
51%
47%
0%
10%
20%
30%
40%
50%
60%
2019-20
2020-21
2021-22
2022-23
2023-24
Debt ratio
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Attachment 6.1.1
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).
103
107
112
72
56
0
20
40
60
80
100
120
2019-20
2020-21
2021-22
2022-23
2023-24
Asset renewal upgrade (%)
76%
78%
74%
72%
71%
68%
70%
72%
74%
76%
78%
2019-20
2020-21
2021-22
2022-23
2023-24
Rate concentration
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Attachment 6.1.1
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
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Attachment 6.1.1
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
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
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Attachment 6.1.1
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
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Attachment 6.1.1
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
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Attachment 6.1.1
51
Our People
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Attachment 6.1.1
52
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.
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Attachment 6.1.1
53
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.
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Attachment 6.1.1
54
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.
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Attachment 6.1.1
55
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
.
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Attachment 6.1.1
56
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
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Attachment 6.1.1
57
Organisation structure of
30 June 2024
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Attachment 6.1.1
58
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
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Attachment 6.1.1
59
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
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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
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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:
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• 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
I n j u r i e s w i t h
l o s t t im e
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
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Our Performance
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‘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
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Strategic Direction: People
& Community
A welcoming, safe and supported community – an inclusive place for all.
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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.
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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).
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Strategy
Indicators
Result Commentary
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.
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.
Enable social,
cultural and
artistic expression
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.
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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
Completed
In-progress No longer viable
Support improved
mental wellbeing ^
Continued to collaborate with coHealth and IPC Health in:
o
Establishing new local mental health services
o
Developing social prescribing programs to support people presenting to
their services with poor mental health
Worked with partners to implement actions from the Mental Wellbeing Plan, with a
focus on primary prevention.
Delivered youth mental health first aid training to:
o
Adults to support young people aged 12-18 years
o
Students in years 10-12 and years 7-9 on how to provide mental health
first aid to their friends
Developed the Our Place program at the Hunt Club Arts and Community Centre and
West Sunshine Community Centre, as multi-use, outdoor spaces for social connection and
community-led group activities.
Worked with Westvale Men’s Shed users to identify additional programming options for
other men using currently underutilised outdoor spaces. Created partnerships and
intergenerational skill-share and mentoring models.
Increase healthy eating,
active living and
physical activity ^
Scoped and delivered ‘Better Together @ BAWC’ supporting residents with chronic
health needs from low socio-economic backgrounds to access the Brimbank Aquatic and
Wellness Centre (BAWC).
Created opportunities to support new communities to engage in physical activity via
the In2Sport program.
Further developed and delivered the ’Be Active Brimbank’ physical activity
programs and events.
Continued to deliver a range of programs and services from Brimbank
Leisure Centres that meet the needs of the Brimbank community.
Finalised planning and commence upgrade and renewal works process to the Sunshine
Leisure Centre (SLC) outdoor pool liner and outdoor change rooms.
Adopted and implemented the updated Sports Facility Development Plan (SFDP).
Finalised the Sports Feasibility Study for Sydenham Park.
Support increased
gender equality and
reduce gender-based
violence ^
Completed female sports facilities upgrades at Robert Bruce Pavilion sports change
rooms to increase equity, access and opportunities for existing and emerging female
participants and officials in sport and active recreation.
Delivered Brimbank’s Gender Equality Action Plan (GEAP).
Co-designed a project targeting employment outcomes for women aged 45+. The
project will include access to a specialist family violence support worker for support,
advice and referrals.
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Attachment 6.1.1
70
Objectives
2023-2024 action
Completed
In-progress No longer viable
Provide community
health and wellbeing
services across the
lifespan
Based on the Child Safe Standards, built knowledge, understanding and cultural
competency among Brimbank City Council staff and service providers to ensure Council
and community services meet the needs of all families.
Supported young people to engage with school and access health and wellbeing
supports.
Support safe and
inclusive communities
Finalised the Brimbank LGBTQIA+ Action Plan 2023-2027 and commenced
implementation of year-one actions.
As part of the final year of the Safe and Inclusive Brimbank Strategy 2020-2024,
adopted a coordinated service approach to improve wellbeing outcomes and perceptions
of safety across the community.
Continued to install standard and feature lighting as part of public amenity in activity
centres to improve perceptions of safety and add to urban amenity.
Support and advocate to
reduce risk factors
impacting vulnerable
communities
Aimed to reduce social exclusion and isolation and improve wellbeing through
innovative Neighbourhood Houses programming that engages and works alongside local
community members.
As part of the Brimbank Disability Action Plan 2022-2026:
- 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
Finalised and completed the co-design process for the carer space at the Keilor Downs
Community Centre.
Embedded Brimbank’s Homelessness Protocol, providing training and collaborating
across Council, service providers and local businesses.
Engaged with registered housing associations (community housing providers) to
identify opportunities to increase the supply of social and affordable housing.
Undertook a review of library services to maximise the service and program reach to
the Brimbank community.
Enable social, cultural
and artistic expression
Provided and promoted a broad range of opportunities for the community to engage
with diverse art forms.
Improved processes for street art access including extending online self-guided public
art trails across the municipality.
Continue our
commitment to
respecting and
recognising Aboriginal
and Torres Strait
Islander peoples and
culture
Implemented Year Five actions of the Brimbank Cultural Heritage Strategy including:
- 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
Consulted with key community partners and internal stakeholders to evaluate Council’s
cultural diversity program delivery and develop a plan for future work that reflects local
situation and need.
Encourage vibrant
community events and
activities
Encouraged vibrant community events and activities.
^ Municipal Public Health and Wellbeing Plan priority
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Attachment 6.1.1
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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/(inco
me)
Budget Favoura
ble/(unf
avourab
le)
$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
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Attachment 6.1.1
72
Service/description
Net actual
cost/(inco
me)
Budget Favoura
ble/(unf
avourab
le)
$000
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)
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Attachment 6.1.1
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Service/description
Net actual
cost/(inco
me)
Budget Favoura
ble/(unf
avourab
le)
$000
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
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
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Attachment 6.1.1
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Service
indicator
2021
result
2022
result
2023
result
2024
result
Commentary
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
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.
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
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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Attachment 6.1.1
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Service
indicator
2021
result
2022
result
2023
result
2024
result
Commentary
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
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
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
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
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
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Attachment 6.1.1
76
Service
indicator
2021
result
2022
result
2023
result
2024
result
Commentary
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
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Attachment 6.1.1
77
Strategic Direction: Places
and Spaces
Liveable and connected neighbourhoods that support healthy and sustainable futures
– a green place for all.
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Attachment 6.1.1
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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
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.
Contribute to
the
transformation
of the transport
network to be
active,
sustainable,
connected and
equitable
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 t w o 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.
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Attachment 6.1.1
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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.
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Attachment 6.1.1
80
Strategy
Indicators
Result
Commentary
High threat
invasive species
managed in
conservation
reserves
46
conservatio
n 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.
Resident perception
of Council’s
performance in
waste management
83
The 2024 CSS result is 1 7 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
Invest in
circular
economy and
improve
waste
management
systems to
increase
recycling and
reduce waste
to landfill
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
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Attachment 6.1.1
81
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
Completed In-progress No longer viable
Contribute to the
transformation of the
transport network to be
active, sustainable, connected
and equitable
Implemented the Road Rehabilitation and Surfacing program as part
of Council’s 2023-2024 Capital Works Program.
Completed traffic surveys in the Albion area to determine traffic
volumes and speeds.
Showcase and provide quality
public spaces and streetscapes
where people can connect and
recreate
Commenced delivery of:
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
Continued implementation of the Brimbank Creating Better Parks Policy
and Plan 2016, including:
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
Investigated opportunities to fully enclose playgrounds in the following
suburbs/ precincts:
Taylors Lakes, Sydenham, Albanvale, Kings Park/Albanvale
precinct, Cairnlea, Derrimut, Deer Park, Albion/Ardeer precinct, St
Albans and Sunshine North
Delivered on the Sydenham Park Master Plan 2020:
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
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Attachment 6.1.1
82
Objectives
2023-2024 action
Completed In-progress No longer viable
Provide community facilities
that are responsive and
adaptable to community needs
As part of the Public Toilet Strategy 2018-2030, designed the new toilet
at Sunshine Reserve, Sunshine West.
Continued activating informal Youth ‘Pop up’ spaces that meet the
health and wellbeing needs of young people.
Addressed the current and future indoor court needs of the Brimbank
community through the implementation of the Keilor Basketball Netball
Stadium Business Plan.
Implemented the Brimbank Sports Facility Development Plan (2018)
facility improvements, including:
• 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:
o
Completed kitchen upgrades at Keilor Park
Playgroup, STACC, Keilor Village Kinder and Killeen
St Childcare
o
Upgraded heating/cooling at Glengala Community
Centre
o
Upgraded flooring at Delahey Community Centre
o
Playground upgrades at Orama Street & Remus Way
childcare centres
o
Facility access upgrades at Overnewton Gatehouse
Hall
o
Toilet upgrades at Sydenham Children's Hub,
Delahey Community Centre, Keilor Village Kinder,
Deer Park Hall and Orama Street Child Care Centre.
Updated the Brimbank CSIP.
Continued to meet the performance requirements of the Brimbank
Environmentally Sustainable Design Framework in development and
implementation of new Council facilities and refurbishments.
Maximise urban greening
through increased tree canopy
cover and integrated water
management
Updated Brimbank’s Sustainable Water Management Strategy, and
continue:
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
Deferred the stormwater harvesting system at Green Gully Reserve,
Keilor Downs, which was scheduled for 2023-2024. This action is no longer
feasible and was removed from the Action Plan.
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Attachment 6.1.1
83
Objectives
2023-2024 action
Completed In-progress No longer viable
Take action on climate
emergency by working
towards a carbon neutral
Brimbank
Further implemented the Brimbank Climate Emergency Plan 2020-2025
to:
• 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
Developed a background paper on opportunities and options for
providing electric vehicle charging to the community.
Further implemented the Revised Brimbank Greenhouse Reduction
Strategy 2013-2023 to:
• 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^
Facilitated community capacity building initiatives including:
• 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
Continued conservation land management actions of weed control,
biomass reduction, pest animal control and planting/direct seeding on
conservation assets.
Reviewed and updated the Brimbank Biodiversity Strategy.
Supported environment groups and ‘Friends of’ groups to deliver
revegetation or restoration projects within the municipality.
Finalised implementation of the Brimbank Habitat Connectivity Plan
2018-2023:
• 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:
o
Planted street trees in Kings Park, Deer Park and St
Albans and approximately 20,000 tube stock plant.
o
Continued the Nature Places program to highlight
importance of remnant grasslands at Bon Thomas
Reserve
• Implemented actions from the Conservation Asset Management
Framework:
o
Conducted fauna surveys in areas identified as requiring
investigation
o
Installed protective fencing at a minimum of three key
grassland reserves to prevent illegal access and
inappropriate use
o
Updated or developed Management Plans for five high
value grassland reserves
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Attachment 6.1.1
84
Objectives
2023-2024 action
Completed In-progress No longer viable
Continued to deliver initiatives that protect and enhance the
environment from the impact of feral cats. This includes community
awareness campaigns and a subsidised cat de-sexing program.
Invest in circular economy and
improve waste management
systems to increase recycling
and reduce waste to landfill
Monitored the performance and benefits on the use of crushed recycled
glass on road pavements in collaboration with the Australian Road
Research Board (ARRB), Department of Transport (DoT) and Sustainability
Victoria (SV).
Worked with the Environmental Protection Authority (EPA) and police to
develop and implement compliance initiatives that respond to illegal waste
dumping. This includes increased and improved surveillance mechanisms.
Continued to monitor the implementation of Recycling Victoria - A New
Economy Policy and in particular the Household Recycling Program (4-Bin
System).
Implemented actions from the Brimbank Waste, Recycling and Litter
Strategy (2018-2028):
• 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 Favourabl
e/Unfavou
rable)
$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
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Attachment 6.1.1
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Service/description
Net
actual
cost/
(income)
Budget Favourabl
e/Unfavou
rable)
$000
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
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Attachment 6.1.1
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Service/description
Net
actual
cost/
(income)
Budget Favourabl
e/Unfavou
rable)
$000
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
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Attachment 6.1.1
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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.
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Attachment 6.1.1
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Service
indicator
2021
2022
2023
2024
Comment
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.
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Attachment 6.1.1
89
Service
indicator
2021
2022
2023
2024
Comment
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
www.brimbank.vic.gov.au/council/about
brimbank-council-and
community/brimbank-community-profile.
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
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Attachment 6.1.1
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Service
indicator
2021
2022
2023
2024
Comment
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.
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Attachment 6.1.1
91
Service
indicator
2021
2022
2023
2024
Comment
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.
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Attachment 6.1.1
92
Strategic Direction:
Opportunity and
Prosperity
A future focused, transforming city where all have opportunities to learn and earn – A
prosperous place for all
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Attachment 6.1.1
93
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.
www.economy.id.com.au
www.abr.business.gov.au
Enhance
community
opportunitie
s as a result
of major
development
and
infrastructur
e
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
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
Promote
Brimbank as
a
destination
to build the
visitor
economy
and tourism
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.
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
Facilitate
housing
diversity,
population
growth and
development
through
planning and
assessment
processes
Tenure of occupied
private dwellings
In Brimbank, the
tenure of occupied
private dwellings
is distributed as
follows:
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
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Attachment 6.1.1
94
Owned outright:
Approximately 28.
1%
Owned with a
mortgage:
Around 34.5%
Rented:
About 34.2%
Other tenure
types (including
rent-free and life
tenure schemes):
Around 3.2%
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.
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.
Promote the
importance
of education
and
encourage
lifelong
learning
across
generations
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
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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
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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 In-progress No longer viable
Grow and diversify industry,
and support existing and new
businesses
Implemented Year Two actions of the Brimbank Economic Development
Strategy 2022-2027, including:
• Business communication and networking activities
• Industry and business development
• Establishment of an Economic and Employment Committee
Continued to promote Brimbank as a business location and facilitate
development to deliver investment and economic uplift, including:
• 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
Implemented Year Five actions from the Sunshine Rising Action Plan
2019-2024, including:
• 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
Implemented Year Five actions of the Go St Albans Action Plan 2019–
2024, including:
• 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
Progressed the update of the Brimbank Activity Centre Strategy and
continuing to deliver programs to facilitate ongoing development of local
activity centres (LAC) across Brimbank, including the delivery of the:
• 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
Co-ordinated implementation of the Brimbank Industrial Land Strategy
(BILS), including:
• 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
Continued to monitor and respond to the proposed growth and
development of Melbourne Airport, including the proposed third runway
development.
Continued to work with the Victorian Department of Transport and
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Objectives
2023-2024 action
Completed In-progress No longer viable
Planning to finalise the design and further develop the Sunshine Station
Masterplan.
Continued to promote, partner and advocate for outcomes described in
the Sunshine Priority Precinct 2050 Vision.
Continued to work with the Department of Transport and Planning to
develop the Albion Quarter Structure Plan.
Finalised the Sunshine Energy Park Vision Plan and begin developing
business cases for the first stages.
Promote Brimbank as a
destination to build the visitor
economy and tourism
Updated Council’s Experience Brimbank Visitor Strategy to identify
priorities, actions and resources for the next five years to promote
Brimbank as a destination and promote growth of the visitor economy and
tourism.
Facilitate housing diversity,
population growth and
development through
planning and assessment
processes
Finalised the preparation of the Neighbourhood Character Study,
Residential Development Framework and Housing Strategy for Brimbank to
inform future potential changes to the Brimbank Planning Scheme, subject
to Council approval.
Implemented Year Five actions of the Brimbank Heritage Strategy 2018-
2023, including:
• 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 ^
Offered practical workplace experience to young people through a
structured Placement Program, including opportunities for entry level
employment in Neighbourhood Houses and introductions to local business
and employer networks.
As part of the Makers Market project, built the capacity and competence
of young people in planning, developing, testing and promoting their
entrepreneurial skills and business ideas.
Support community access to
education and jobs
In collaboration with partners, delivered programs and services at
Brimbank Learning Futures that support re-engagement with education,
training and employment. This included:
• 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:
o
Strengthen employment networks
o
Support education and training networks with industry
o
Promote local procurement
Promote the importance of
education and encourage life
long learning across
generations
Supported the development of new kindergartens and early learning
centres in Brimbank by:
• 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
Supported families to strengthen and improve life chances (health and
education), through access to affordable, inclusive learning opportunities
including:
• Early years access to local programs and services
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Objectives
2023-2024 action
Completed In-progress No longer viable
• 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
Updated Council’s Lifelong Learning Baseline Measures to monitor
outcomes and support advocacy.
Further implemented the Brimbank Library Strategy 2020-2025 and
Strategic Framework for Library Collections 2020-2025 to:
• 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
Delivered digital literacy programs and services to support digital
inclusion for vulnerable groups and individuals, targeting:
• Older people
• Women aged 45+
• People with a disability
• Asylum seekers
• People with low English proficiency
Delivered a training program for community volunteers to improve
digital skills and enhance wellbeing for older adults.
Worked towards developing a technology innovation space at Deer Park
Library.
Continued to facilitate opportunities to increase the accessibility of
Council’s digital communications and services to a wider audience.
^ Municipal Health and Wellbeing Plan priority
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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)
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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
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Service
indicator
2021
result
2022
result
2023
result
2024
result
Commentary
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
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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
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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.
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104
Strategy
Indicators
Result
Commentary
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
comm
ent
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 w e s t e r n average.
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.
Continue to manage
our assets and finances
sustainably and
responsibly
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.
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105
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.
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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
Completed In-progress No longer viable
Value community
input through models
of deliberative
engagement and co
design
Undertook a process of deliberative engagement to inform a full review and update
of Brimbank
’
s Community Engagement Policy.
Utilised the newly established Community Panel to help inform community
consultation on Council plans, strategies and projects.
Continued to administer the H.V. McKay Memorial Gardens Strategic Management Group
meetings to provide direction for the management and development of the Gardens.
Support
community
resilience and
continue
emergency
management
planning to be
prepared for any
future incidents or
shocks.
Maintained Emergency Management Planning Reform at the Municipal level.
Continued to implement recommendations from a review of emergency management and
resilience planning completed in 2022.
Partner across
multiple sectors
to advocate for
equal access
towards social
and
environmental
justice
Designed and delivered a refreshed Advocacy Plan 2023-2025 to guide advocacy
initiatives and actions.
Reviewed the Social Justice Charter to ensure the principles and framework are still
relevant and provide a platform for social equity and inclusion across Council.
Support the Brimbank
community to engage
in transparent
democratic processes
Partnered with the Victorian Electoral Commission (VEC) in respect to the transition to
single member wards for the 2024 local government elections in compliance with the
Local
Government Act 2020
.
Reward a culture of
high performance that
demonstrates
commitment to
community
Developed and implemented an Organisational Development Framework to attract,
develop and retain highly skilled, capable and engaged people and develop leadership
capability.
The annual workforce action plan to support the implementation of the Strategic
Workforce remains in progress.
Continue to model a
safe, healthy, diverse
and equitable
organisation
Finalisation of the Diversity, Equity and Inclusion Strategic Plan and Action Plan was
impacted by staff vacancies and the need to confirm staff accountabilities for different
actions, either community-based or internal. Staff consultation regarding diversity, equity
and inclusion capacity and capability is almost complete.
Implemented current-year actions of Council’s OHS Strategic Plan.
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107
Objectives
2023-2024 action
Completed In-progress No longer viable
Enhance
organisational
performance
management and
reporting
Reported on the outcomes of the annual Local Government CSS and the Local
Government Performance Reporting Framework (LGPRF)
Work to develop and implement a Compliance Management Framework continues,
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 final stage of the project is the Management system, which is
anticipated to be in place by late 2024.
Continue to manage
our assets and
finances sustainably
and responsibly
Worked towards achieving an Asset Sustainability Ratio between 0.95 and 1.05, on
average, over time. Achieving this target will ensure that public infrastructure is kept safe,
clean and well-maintained for our community to use and enjoy in the long term.
Embrace technology
and innovation to
deliver continuous
improvement
opportunities
Continued investigations into the use of smart sensor devices as a way to improve the
serviceability and performance of public infrastructure assets. This includes smart litter bins,
outdoor air quality monitoring and parking overstay detection system (PODS).
Continue to deliver ICT Strategy work packages including:
• Implementing collaboration tools as part of the Microsoft 365 rollout
• Commencing the ‘corporate systems uplift’ in response to the system optimisation
review
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108
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 Favourabl
e/
(unfavour
able)
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
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Attachment 6.1.1
109
Service/description
Net actual
cost/
(income)
$000
Budget Favourabl
e/
(unfavour
able)
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
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Attachment 6.1.1
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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.
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Attachment 6.1.1
111
Service
indicator
2021
result
2022
result
2023
result
2024
result
Commentary
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.
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Attachment 6.1.1
112
Service
indicator
2021
result
2022
result
2023
result
2024
result
Commentary
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.
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Attachment 6.1.1
113
Service
indicator
2021
result
2022
result
2023
result
2024
result
Commentary
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.
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Attachment 6.1.1
114
Governance, management
and transparency
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Attachment 6.1.1
115
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.
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Attachment 6.1.1
116
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
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Attachment 6.1.1
117
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
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Attachment 6.1.1
118
Councillor Expense Report 2023-2024
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
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Attachment 6.1.1
119
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
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Attachment 6.1.1
120
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
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Attachment 6.1.1
121
Current
portfolios
Number of
Councillors
Allocated
Councillors 1
July 2023-30
June 2024
2023
Areas covered by
Portfolio
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
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Attachment 6.1.1
122
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–
Audit and
June 2024)
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)
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Attachment 6.1.1
123
Council
advisory
committees
Role of committee
Councillor
representative
(July 2023–February
2024)
Councillor
representative
(February
2024–
Brimbank
June 2024)
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)
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Attachment 6.1.1
124
Council
advisory
committees
Role of committee
Councillor
representative
(July 2023–February
2024)
Councillor
representative
(February
2024–
Social Justice Coalition
June 2024)
– 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
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Attachment 6.1.1
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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)
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Attachment 6.1.1
126
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 (1
st
sub del)
Cr Nguyen (2
nd
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)
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Attachment 6.1.1
127
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
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Attachment 6.1.1
128
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.
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Attachment 6.1.1
129
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.
Council Meetings 2024 | Brimbank
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.
Council Meetings 2024 | Brimbank
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).
Council Meetings 2024 | Brimbank
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
)
Council Meetings 2022 | Brimbank
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
)
Council Meetings 2021 | Brimbank
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Attachment 6.1.1
130
Governance and Management Checklist - 2023-2024
Local Government Planning and Reporting Regulations 2020
(made under 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
).
Council Meetings 2024 | Brimbank
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).
Council Meetings 2021 | Brimbank
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.
Council Meetings 2022 | Brimbank
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
.
Council Meetings 2023 | Brimbank
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
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Attachment 6.1.1
131
Governance and Management Checklist - 2023-2024
Local Government Planning and Reporting Regulations 2020
(made under the
Local Government Act 2020
)
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
).
Council Meetings 2023 | Brimbank
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.
Council Meetings 2023 | Brimbank
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.
Council Meetings 2024 | Brimbank
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.
Council Meetings 2023 | Brimbank
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 Meetings 2021 | Brimbank
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Attachment 6.1.1
132
Governance and Management Checklist - 2023-2024
Local Government Planning and Reporting Regulations 2020
(made under the
Local Government Act 2020
)
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.
Council Meetings 2023 | Brimbank
Council Meetings 2024 | Brimbank
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).
Council Meetings 2023 | Brimbank
Council Meetings 2024 | Brimbank
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:
Council Meetings 2023 | Brimbank
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
).
Council Meetings 2021 | Brimbank
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:
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Attachment 6.1.1
133
Governance and Management Checklist - 2023-2024
Local Government Planning and Reporting Regulations 2020
(made under the
Local Government Act 2020
)
Authorisation & Delegation | Brimbank Intranet
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.
Council Meetings 2023 | Brimbank
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Attachment 6.1.1
134
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:
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Attachment 6.1.1
135
>$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
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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.
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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
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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.
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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
$922,365.00
Table 2 – DCP land
financial year
, works, services or facilities accepted as works-in-kind in 2023-2024
DCP name and
year approved
Project ID
Project
description
Item purpose Project value ($)
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 $4,430,331.00
Table 4 – Land, works, services or facilities delivered in 2023-2024 financial year from DCP levies
collected
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Project
description
Project
ID
DCP name
and year
approved
DCP fund
expended
($)
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
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Performance Statement
For the year ended 30 June 2024
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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
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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.
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Section 2. Service Performance Indicators
For the year ended 30 June 2024
Results
AF6
AM7
2021
2022 2023
2024
Comment
Service / Indicator / Measure
[Formula]
Actual
Actual
Actual
Target as per
budget
Actual
AquaticFacilities
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
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FS4
G2
LB7
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
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MC4
MC5
R2
SP2
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
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WC5
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
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Section 3. Financial Performance Indicators
For the year ended 30 June 2024
Results
Forecasts
E2
E4
L1
L2
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
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O2
O3
O4
O5
OP1
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
Assetrenewal 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 underlyingresult
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
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S1
S2
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
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Section 4. Sustainable Capacity Indicators
For the year ended 30 June 2024
Results
C1
C2
C3
C4
C5
C6
C7
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
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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.
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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
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Annual Financial Report
For the year ended 30 June 2024
Image
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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 Changesin Equity
6
Statement of Cash Flows
7
Statement of Capital Works
8
Notesto 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
Otherexpenses
20
Note 5 Investing in and financing our operations
21
5.1
Financial assets
21
5.2
Non-financialassets
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
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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.
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• 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:
o
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.
o
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:
o
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:
o
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.
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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.
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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 assetrevaluation 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.
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Balance Sheet as at 30 June 2024
Note 2024 2023
$'000 $'000
Assets
Currentassets
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.
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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.
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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.
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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
Computersandtelecommunications
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
Assetrenewal 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.
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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 islocated 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
financialstatements. The general purpose financialreport 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 ensuresthat 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
TheCOVID-19 pandemic has no significant impact on council'sfinancial operations.
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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%
Totalexpenses
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
Brimbank Council Meeting No. 638 - 15 October 2024
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Attachment 6.1.1
172
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.
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Attachment 6.1.1
173
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 ofthe actualsfor 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.
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Attachment 6.1.1
174
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 millionmainly 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.
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Attachment 6.1.1
175
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 andwellbeing.
CityFutures
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
CityFutures
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
CityFutures
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
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Attachment 6.1.1
176
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
Totalrates 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 asincome when the service has
been provided, the payment isreceived, or when the penalty has been applied, whicheverfirst 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 feesrecognised 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.
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Attachment 6.1.1
177
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 grantsreceived
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
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
(b)
Total capital grants
4,360 11,344
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Attachment 6.1.1
178
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 appliesAASB
1058IncomeofNot-for-ProfitEntities.
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 notsufficiently 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.
(d)
Unspent grants are determined and disclosed on a cash basis.
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
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Attachment 6.1.1
179
•
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
Otherincome
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.
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Attachment 6.1.1
180
•
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 contributionsto the following funds:
Defined benefit fund
Employer contributionsto Local Authorities Superannuation Fund (Vision Super)
538
567
538
567
Accumulation funds
Employer contributionsto 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
Generalmaintenance
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 asthey 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.
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Attachment 6.1.1
181
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
4.8
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
Environmentalprotection
716
610
Community grants
726
784
Assets written off / impaired
-
147
Other
492
584
Totalother expenses
3,773
3,761
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Attachment 6.1.1
182
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
Brimbank Council Meeting No. 638 - 15 October 2024
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Attachment 6.1.1
183
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
Brimbank Council Meeting No. 638 - 15 October 2024
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Attachment 6.1.1
184
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
Accruedexpenses
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 trustfunds 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.
Brimbank Council Meeting No. 638 - 15 October 2024
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Attachment 6.1.1
185
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
Notes to the Financial Report for the Year Ended 30 June 2024
2024 2023
$'000
$'000
5.4 Interest-bearing liabilities Current
•
•
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
Brimbank Council Meeting No. 638 - 15 October 2024
188 of 218
Attachment 6.1.1
186
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 forlong service leave (LSL)isrecognised in the provision for employee benefits. UnconditionalLSLis 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%
Brimbank Council Meeting No. 638 - 15 October 2024
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Attachment 6.1.1
187
Notes to the Financial Report for the Year Ended 30 June 2024
2024
$'000
2023
$'000
5.6 Financing arrangements
The council hasthe following funding arrangementsin 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
Environmentalservices
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
Environmentalservices
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
Brimbank Council Meeting No. 638 - 15 October 2024
190 of 218
Attachment 6.1.1
188
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.
Brimbank Council Meeting No. 638 - 15 October 2024
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Attachment 6.1.1
189
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
•
2024
$'000
2023
$'000
Lease liabilities
Maturity analysis - contractual undiscounted cash flows:
Less than one year
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.
2024
$'000
2023
$'000
Expenses relating to:
Short-termleases
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
asfollows:
Payable:
Within one year
43
38
Total lease commitments
43
38
Brimbank Council Meeting No. 638 - 15 October 2024
192 of 218
Attachment 6.1.1
190
Notes to the Financial Report for the Year Ended 30 June 2024
6.1 Property, infrastructure, plant
and equipment
Carrying
amount
Addition
s
Contribu
tions
Revaluati
on
Depreciat
ion Disposal
Impairm
ent 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
Addition
s
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
Brimbank Council Meeting No. 638 - 15 October 2024
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Attachment 6.1.1
191
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
Movementsin 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)
Carryingamount
8,665 754,743 763,408 272,505
3,851
263 276,619
97
1,040,124
Brimbank Council Meeting No. 638 - 15 October 2024
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Attachment 6.1.1
192
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)
Movementsin 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)
Carryingamount
16,510
874
952
3,310
1,521
-
23,167
Brimbank Council Meeting No. 638 - 15 October 2024
195 of 218
Attachment 6.1.1
193
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
Movementsin 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)
Carryingamount
1,061,101
11,358 151,272 310,606
64,353
66,369
5,582 1,670,641
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Attachment 6.1.1
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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.
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Attachment 6.1.1
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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
arenotdepreciated.
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.
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Attachment 6.1.1
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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
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Attachment 6.1.1
197
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 andAssociates
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:
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 benefitsinclude 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
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
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Attachment 6.1.1
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Notes to the Financial Report for the Year Ended 30 June 2024
7.1
Council and keymanagement remuneration (continued)
(c)
Remuneration of KeyManagement 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.
IncomeRange:
$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
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Attachment 6.1.1
199
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).
Annualsubscription toVLGA $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 asfollows:
Nil (2023: Nil)
(d)
Commitmentsto/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)
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Attachment 6.1.1
200
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 ofthe 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
contributionsto the scheme, mattersrelating to this potential obligation are outlined in Note 9.3. As a result of the volatility in
financialmarketsthe likelihood of making such contributionsin 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
requirementsofAASB13.
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.
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Attachment 6.1.1
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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 policiesinclude
identification and analysis of the risk exposure to council and appropriate procedures, controls and risk minimisation.
(b)
Marketrisk
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:
•
councilhave a policy for establishing credit limitsforthe entities council dealwith;
•
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)
Liquidityrisk
Liquidity risk includesthe risk that, as a result of council's operational liquidity requirementsit will not have sufficientfundsto 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 maximumexposure to liquidity risk isthe 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 instrumentsreflect 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 believesthe 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'sfinancial assets and liabilities, nor will they have a
material impact on the results of Council's operations.
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Attachment 6.1.1
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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 techniquesfor which the lowest level input that issignificant 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 councilreviewed 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.
As et Clas
Revaluation
frequency
Land
3 years
Buildings
3 years
Roads
3 years
Bridges
3 years
Footpaths and cycleways
3 years
Drainage
3 years
Recreational, leisure and community facilities
3 years
Parks, open space and stre tscapes
3 years
Other infrastructure
3 years
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Attachment 6.1.1
203
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
Offstreet car parks
1,792
-
1,792
888,539
-
888,539
Total assetrevaluation 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
Offstreet car parks
1,792
-
1,792
761,854
126,685
888,539
Total assetrevaluation 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.
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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
Totalotherreserves
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
Totalotherreserves
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.
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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)incontractandotherliabilities
(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 2023VBI were:
Netinvestmentreturns
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.
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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.
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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 ofthe DefinedBenefit category was 105.4% as at 30 June 2024. The financial assumptions used to calculate
the 30 June 2024VBI 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.
2020
Trien ial
investigation
2023
Trien ial
investigation
Net investment returns
5.6% pa 5.7% pa
Salary inflation
2.5% pa for the first wo
years and 2.75%pa
thereafter
3.5% pa
Price inflation (CPI)
2.0% pa 2.8% pa
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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
performancestatement
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
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209
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
Governanceand
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
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Attachment 6.1.1
PerformanceStatement
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
Sustainablecapacity
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
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Brimbank City Council Annual Report
211
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
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212
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 Financialsummary
– 00
G
Governance – 00
Governance and Management Checklist – 00
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213
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
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Brimbank City Council Annual Report
214
Vision – 00
W
Waste – 00
Wurundjeri and Bunurong people – 00
Y
Youth – 00
Youth services – 00
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Brimbank City Council Annual Report
215
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Attachment 6.1.1
