City of Greater Bendigo Annual Report 2015-2016

Annual Report 2015-2016 1

INTRODUCTION

CONTENTS

Introduction 4 Welcome to the report of operations 2015-2016 4 Snapshot of Council 5 Highlights of the year 8 Challenges and future outlook 11 The year in review 12 Mayor’s message 12 Chief Executive Officer's message 14 Financial summary 22 Description of operations 23 Our Council 26 Greater Bendigo profile 26 Council offices 28 Councillors 29 Our people 30 Organisational structure 32 Council staff 33 Equal employment opportunity program 35 Other staff matters 38 Our performance 40 Planning and accountability framework 40 Council plan 41 Performance 41 Theme 1: Leadership and Good Governance 42 Theme 2: Planning for Growth 54 Theme 3: Presentation and Vibrancy 62 Theme 4: Productivity 76 Theme 4: Sustainability 81 Governance, management and other information 89 Governance 89 Management 92 Governance and management checklist 93 Statutory information 96 Financial statements 2015-2016 103

ACKNOWLEDGMENT OF COUNTRY The ancestors and descendants of the Dja Dja Wurrung and Taungurung peoples are the traditional owners of this Country. The City of Greater Bendigo acknowledges that they have been custodians for many centuries and continue to perform age old ceremonies of celebration, initiation and renewal. We all acknowledge their living culture and their unique role in the life of this region.

Annual Report 2015-2016 3 WELCOME TO THE REPORT OF OPERATIONS 2015-2016

Council is committed to transparent reporting and accountability to the community and the Report of Operations 2015–2016 is the primary means of advising the City of Greater Bendigo community about Council’s operations and performance during the financial year.

4 INTRODUCTION

SNAPSHOT OF COUNCIL

The City of Greater Bendigo (the City) has nine Councillors across three wards.

Lockwood Ward Localities include: Big Hill, Golden Gully, Golden Square, Harcourt North, Kangaroo Flat, Leichardt, Lockwood, Lockwood South, Maiden Gully, Elmore Mandurang, Mandurang South, Marong, WHIPSTICK WARD Myers Flat, Quarry Hill, Ravenswood, Raywood Sailors Gully, Sedgwick, Shelbourne, Spring Gully, West Bendigo, Wilsons Hill. Neilborough Sebastian Goornong

Whipstick Ward Huntly

Localities include: Ascot, Avonmore, Eaglehawk Bendigo Myers Flat Bagshot, Bagshot North, Barnadown, Epsom Marong Bendigo, California Gully, Drummartin, Maiden Eaglehawk, Eaglehawk North, East Gully Golden Square Flora Hill Bendigo, Elmore, Epsom, Fosterville, Axedale Strathfieldsaye Goornong, Hunter, Huntly, North LOCKWOOD WARD Ironbark, Jackass Flat, Kamarooka, Kangaroo Mandurang Long Gully, Neilborough, North Bendigo, Lockwood Flat EPPALOCK WARD Raywood, Sebastian, Wellsford, Costerfield Whipstick, White Hills, Woodvale. Ravenswood Heathcote

Eppalock Ward Mia Mia Localities include: Argyle, Axe Creek, Axedale, Bendigo, Costerfield, Derrinal, Redesdale East Bendigo, Emu Creek, Eppalock, Flora Hill, Heathcote, Junortoun, Kennington, Kimbolton, Knowsley, Ladys Pass, Longlea, Lyal, Mia Mia, Mount Camel, Myrtle Creek, Redcastle, Redesdale, Strathdale, Strathfieldsaye, Tooleen.

Annual Report 2015-2016 5 DEMOGRAPHIC PROFILE

• Greater Bendigo has an estimated • Greater Bendigo SEIFA score (983) residential population of 112,853 (index of inequalities) is lower than people (as at June 30, 2016) the Victorian average (1,010) • More than 21% of the population are • Percentage of residents living within aged 60 years and over (ABS 2011) urban Bendigo 85% • About 15,000 people currently live in • Percentage of people with no formal the City’s rural communities; about qualifications 47.3% onein seven of the entire residential • Percentage of lone person population households 26% • The population of the rural • Percentage of people in Greater communities and towns is growing Bendigo who volunteer 21.5% at a similar rate to urban Bendigo, • Compared to the regional Victorian 1,427 about 1.7% per year, although with average Greater Bendigo has: Number of babies some rezoning of areas on the urban - A larger percentage of persons aged fringe this is likely to change 20 to 24 (7% compared to 5.5%) born in the 2015-2106 • 7% of the population were born - A smaller percentage of persons year overseas compared to the Victorian aged 65 to 69 (4.5% compared to average of 26.3% 5.2%) • Percentage of households who rent - Percentage of residents aged 26.1% between 0 and 15 years 20.4%

6 INTRODUCTION

• Clear, decisive and consistent planning - In a rapidly growing municipality, Council undertakes to plan effectively for our long-term future • Respect for community priorities and needs - Council will advocate for improved services for community members and will consider their feedback when making decisions $336,324 Median house price FAST FACTS (June 2015)

• 7,507 registered local businesses • 69,947 hours of domestic, personal (June 2015 Remplan) and respite care service were provided • 40,549 local jobs (FTE) (2014-2015 Remplan) • Amount of funds distributed by Council to the community through • Gross Regional Product $5.56B in the two rounds of Community Grants the year ending June 2015, growing funding and Quick Response Grants: 11.1% since the previous year $432,711 (Remplan) • Number of domestic day-trip visitors to Bendigo (2014-2015) 1.4 million PURPOSE (Tourism Research Australia) • Value of agricultural output (2010- 2011 - most recent available data) $133M VISION: • Weight of garbage, recyclables Greater Bendigo - and green organics collected from Working together to kerbside bins 38,196 tonnes be Australia’s most • liveable regional city. 16,995 Active library members Council values Council wants the community to be • The City is responsible for looking proud of it and the work of the City. after:- Council strives to achieve this through: - 304 bridges valued at over $76.6M • Transparency - Information about - 1473 kms of sealed roads valued at Council decisions is readily available over $476.7M and easily understood - 1400 kms of unsealed (gravel) roads • Efficiency and effectiveness - valued at over $46.8M Council provides services based on - 814 kms of footpaths (includes bike evidence of need and demonstrates paths and paths within reserves) continuous improvement in the valued at over $123.6M delivery of services - Over 1,180 public buildings, • Inclusion and consultation - structures and shade sails valued Council uses a range of engagement at over $346.2M strategies to ensure community - Over 80 toilet blocks members can understand and take 25,799 - Over 70 sporting reserves part in discussion that informs the development of new strategies and Number of registered actions animals (dogs and cats)

Annual Report 2015-2016 7 HIGHLIGHTS OF THE YEAR

Theme 1: Leadership and Theme 2: Planning for from the State Government. In recent months, the Government has Good Governance Growth announced the Bendigo Metro Rail • Successful lobbying brought • Council adopted the new Residential Project; more frequent, coordinated additional funds to progress Strategy, which sets out the and direct bus services; a trial of development of the Bendigo Airport blueprint for land-use and housing bike racks on buses and funding to and commence construction of the development for the next 20 years develop a Transport Precinct Master Greater Bendigo Indoor Aquatic • Significant planning activities are Plan for Eaglehawk Station – all Leisure and Wellbeing Centre at underway to set future strategic actions identified in ITLUS Kangaroo Flat directions for growth areas including • Redevelopment of the Bendigo • Council supported a Citizens' Jury Marong and Strathfieldsaye Stadium complex is progressing as process for Greater Bendigo, a • Contracts have been signed for the planned method for a randomly-selected construction of the Greater Bendigo group of community members to Indoor Aquatic and Wellbeing Centre spend considerable time together at Kangaroo Flat discussing key priorities for the future of Greater Bendigo • The project to upgrade Bendigo Airport is progressing as planned • The final report addressing recommendations of the 2013 • An upgrade of the Spring Gully Independent Review of Council was Soccer Pavilion was completed completed • The Greater Bendigo Wellbeing • The Executive Management Team Survey 2015 was undertaken to has developed a program of internal provide further evidence as the basis service reviews, to be implemented for strategic decisions over the next four years to ensure the • The City's Hospital Precinct Structure organisation continues to provide Plan won the Best Planning Ideas – services that meet the needs of Small Project category at this year’s community and its other service- Planning Institute of Australia (PIA) provision and reporting obligations Planning Excellence Awards in the best and most-efficient • Greater Bendigo City Council’s manner transport plan, Connecting Greater • Council resolved not to seek a Bendigo: Integrated Transport and variation to the State Government Land Use Strategy (ITLUS), is being rate cap rolled out thanks to funding support

8 INTRODUCTION

Theme 3: Presentation and Theme 4: Productivity Theme 5: Sustainability vibrancy • A range of in-person and on-line • The Lighting the Regions Project has • Council continued to support strategies were presented to foster been completed in collaboration greater connectivity in cycle and small business success with neighbouring councils and will walking infrastructure across the • The Marilyn Monroe sculpture and significantly reduce energy used and municipality exhibition have been excellent draw associated costs for street lighting • Major works were completed at cards for increased visitation to the • Following a successful trial of Canterbury Gardens Eaglehawk, City, bringing a range of spin-off organics recycling, Council decided Canterbury Park sports facilities, economic benefits to adopt an organics recycling Bendigo Botanic Gardens at White • The Economic Development Unit service across the urban area and Hills and the play space at Barrack won an Economic Development Marong Reserve in Heathcote Australia award for its innovative • The City has released an • The bus commuter hub was ‘Career Horizons’ initiative Environmental Activities Report constructed in Mitchell Street • Greater Bendigo Tourism Manager that provides an overview of all Kathryn Mackenzie won a major the different environmentally- • The Cultural Diversity and Inclusion focused projects, programs and new Plan was launched award for Outstanding Contribution by an Individual at the 2015 RACV initiatives undertaken by the City • The Elmore Community Plan was Victorian Tourism Awards during the 2014-2015 financial year revised and a new community plan • The Bendigo Urban Flood Study was was developed in Kamarooka • The fourth and final stage of a major four year, $3M road project to serve completed • Emergency preparedness included one of the city’s largest industrial a range of community education areas and link the Midland and programs, such as Heatwave Help McIvor Highways is complete designed especially for older residents living alone • A partnership was established between the City and La Trobe • Graffiti prevention activities in University to progress higher the CBD were assisted by a State education in the Arts in regional Government grant Victoria and particularly in Bendigo • The O’Keefe Rail Trail between Bendigo and Heathcote was completed • The project to rejuvenate the High Street Boulevard has commenced • The new Early Years Plan was launched • Construction of the Marist Community Recreation Precinct facilities in Maiden Gully has significantly progressed

Annual Report 2015-2016 9 10 INTRODUCTION

CHALLENGES AND FUTURE OUTLOOK

Challenges The future • Lobbying and advocacy remain • Ensuring sufficient growth and important to ensure we retain our diversity in housing availability, attraction as a regional centre education and employment • There is significant inequality in opportunities, while retaining our health status and access to life liveability and attraction for people opportunities between geographic of all age groups areas across Greater Bendigo • Improving the health and wellbeing • A higher than average proportion of our population over time of young families and an increasing • Achieving effective community number of older residents increases engagement the complexity of service planning • Maintaining the attraction and • Meeting public expectations with quality of open spaces and regards to community engagement streetscapes requires increasing flexibility and resource allocation • Providing good quality, accessible sports and recreational facilities will -  State Government and community continue to attract visitors and will have high expectations support residents to be healthy and with regards to reporting on active performance and audit outcomes • Building and sustaining the diversity • The immediate and long-term of our economy and innovation in impacts of the rate-capping many sectors as major factors in our legislation imposed by the Victorian economic sustainability Government are unclear • Supporting businesses that attract • Additional responsibilities such visitors, residents and workers, as levee banks and management especially in emerging industries of facilities on Crown Land, and and new technologies the State Government imposing greater compliance and reporting • Fostering strong links between requirements, have a significant education sectors and employment financial impact opportunities, especially in relation to young people’s opportunities • Equitable access to fast digital communications technology has • Sustaining our high level fallen below expectations and attractiveness for tourists remains a barrier to business and • Leading responsiveness to climate personal communication for many change residents • Reducing waste to landfill has • The City (and other councils) face become a very important priority challenges related to the age of because of the increasing costs the workforce, skill and talent and environmental obligations shortages in some areas, and associated with waste disposal different generational motivators for attraction and retention • Keeping Council assets and infrastructure in good repair and fit • Regional centres carry a financial for purpose burden, unlike metropolitan counterparts, because they must • Building and maintaining essential provide a full suite of recreational infrastructure - footpaths, open and service facilities, which are relied space, drainage and roads upon by surrounding rural councils • Continuing to value our unique natural and built environmental • Delivering fair and workable assets planning controls for the current and future population and industry • Emergency preparedness and requires detailed planning building community resilience

Annual Report 2015-2016 11 THE YEAR IN REVIEW

MESSAGE FROM THE MAYOR, CR ROD FYFFE

This Annual Report details the City’s to be healthy and fulfilled. The City and its population is growing at a achievement of the 2015-2016 Council has a leadership role in providing rate of 1.7 per cent each year. The Plan strategic objectives and is the services and facilities that enables it to Council is challenged by the growth fourth report in the term of the current meet the Greater Bendigo Liveability that is currently taking place. The Greater Bendigo City Council. Indicators outlined in the Council Plan. need to provide the right services The Council’s adopted Vision of It then partners with the community and facilities in the right way to serve Greater Bendigo – working and other organisations to enhance the community into the future drives together to be Australia’s liveability in areas that are not its core the Council’s strategies, policies and most liveable regional business. decision-making. In an environment of city sets an important The 2016 report on the Liveability budgetary constraint these priorities standard for the Indicators highlighted a number of become even more important. long-term goals areas across the municipality where This year Council provided support and activities that people are more likely to experience for a local Citizens’ Jury process to will guide our future health and social disadvantage due to answer the question ‘What should development. a lack of access to services. Reducing Council spend our money on to shape Liveability is how a this inequality is an important focus for the community’s future?’. The jury will place enables people us all into the future. deliberate for around 30 hours in the to achieve the Greater Bendigo, comprising urban first months of the 2016-2017 financial quality of life Bendigo and surrounding rural areas, year and its recommendations will they desire is home to more than 110,000 people provide valuable advice to the current

12 THE YEAR IN REVIEW

Council and the new Council, when it As Councillors, we are proud of our redevelopment of the Bendigo Airport is elected in October 2016. community and we want to continue and the Soldiers’ Memorial Institute Council receives about half of its to make the best possible decisions redevelopment and expansion. income from rates and the remainder on its behalf. We also believe it is Considerable State Government funding from a range of grants and fees. It is important to have input into decision has also flowed to our region to develop expected the Council will spend this making processes undertaken by transport infrastructure, including income wisely and make decisions other levels of government. This the Bendigo Metro Rail project, and that are in our community’s best year the Council provided detailed a number of sports facilities and interest now and into the future. responses to the extensive review of the upgrades. The introduction of rate capping by Local Government Act and the State The Council is proud of its the Victorian Government requires Government policy direction paper All achievements over the past 12 months financial constraint as this will things considered: Exploring options for that deliver on its vision. I hope you impact on the Council’s capacity to Victoria’s 30 year infrastructure strategy. enjoy reading the 2015-2016 Annual generate revenue to fund services and Engaging and building positive Report. projects. Careful consideration of all relationships with the State and financial decisions will continue to be Federal Governments is important. Thankyou a priority, especially as the Council Our advocacy work has led to the Cr Rod Fyffe endeavours to make improvements Federal Government providing funding Mayor on some of the Liveability Indicator for the new Greater Bendigo Indoor measurements. Aquatic and Wellbeing Centre, the

Annual Report 2015-2016 13 MESSAGE FROM THE CHIEF EXECUTIVE OFFICER, MR CRAIG NIEMANN

Welcome to the City's 2015-2016 Annual Report. This year the City completed a number of key strategic documents that will provide the blueprint to ensure Greater Bendigo continues to be a successful, attractive and welcoming place for the long term. The Connecting Greater Bendigo: Integrated Transport and Land Use Strategy and the Greater Bendigo Residential Strategy will guide future planning decisions to foster positive growth and protect the unique assets and character of Greater Bendigo. Greater Bendigo has a diverse and progressive economy and this has ensured its resilience in recent times of economic challenge. The City provides considerable support to small businesses to increase their skills and promote business sustainability. Staff will continue to support industry, especially to foster innovation and strengthen the links between education and industry providers through a range been completed. The Independent Survey showed there needs to be of strategies designed to increase Review was undertaken in 2013 to see further improvement when it comes to employment opportunities for young what improvements could be made community engagement and Council people. to the City’s operations and included decision making. A high proportion Much of what the City does has a 69 recommendations. It has created a of staff members attended updated regional focus and the organisation had more efficient and responsive, better- customer service training as part of a a key role in the development of the governed organisation equipped to suite of strategies to ‘close the loop’ on Loddon Mallee Regional Strategic Plan engage with and meet the needs of its customer requests and ensure those 2015-2018. As Chief Executive Officer, growing community, and resulted in people that have contact with the City I represented the City as a committee net savings predicted to reach $4.2M by are properly informed of any outcomes member of Regional Cities Victoria and June 30, 2017. from their engagement. Staff have also Regional Development Australia Over the next two years an extensive reviewed the Community Engagement and as the local government review of a broad range of the Strategy and allocated additional representative on the external services provided by the City will resources to building our capacity in advisory board appointed be undertaken. It is anticipated community engagement, including an by the State Government to that the outcomes will enhance extensive staff training program. independently review regional decision-making about Finally, I would like to acknowledge development. service provision and result in the Council, City staff and community In our pursuit of continual greater efficiencies within the members who have contributed improvement, the final organisation. towards achieving the priorities set out report on the The results of the in the Council Plan. implementation annual Local Craig Niemann of the City of Government Greater Bendigo Community Chief Executive Officer Independent Satisfaction Review has

14 THE YEAR IN REVIEW

JULY 2015: A community tree planting day was hosted along the Bendigo Creek in White Hills to celebrate the 20th National Tree Day

THE YEAR IN REVIEW

July 2015 the Town Hall, The Capital Theatre encourage and inspire young female students to get involved in the life of • NAIDOC Week provided an and the Alexandra Fountain their community, which was initiated opportunity to celebrate the • Christopher Kirwan was presented by Cr Lisa Ruffell Aboriginal and Torres Strait Islander with a cheque via the City’s members of our community and Bushcare Incentive Program for his • The City held a citizenship ceremony their rich cultural heritage commitment to protecting bushland at the Bendigo Town Hall to on his Myrtle Creek property in welcome 31 new citizens • Entries opened for the Inventor the Trust for Nature permanent • The unveiling of a special “Faces of Awards with a focus on ideas or conservation program inventions that directly contribute Small Business” outdoor installation at Bendigo Railway Station marked to the challenges the emergency • Marong farmer Don McKinnon the launch of the 2015 Bendigo services sector face in our region won the President’s Award at the Australian Sheep and Wool Show in Small Business Festival • An appeal was launched for public Bendigo contributions towards restoration of • A community tree planting day was the Vahland Drinking Fountain that August hosted along the Bendigo Creek once stood on Pall Mall to service • Two shipping containers of donated in White Hills to celebrate the 20th horses, dogs and people. The project goods, including school materials National Tree Day marks 100 years since the death of and woollen clothing, were packed William Charles Vahland, a prolific • Around 180 female students from for people living in the Maubisse German architect who designed local secondary schools attended region of Timor Leste, an initiative of some of Bendigo’s most iconic the City’s fifth Women Showing the Bendigo Rotary Clubs Way Forum, an initiative that aims to buildings and monuments including

Annual Report 2015-2016 15 • Colleen Hewitt returned to Bendigo • Sydney-based artist Martin Shaw • The City hosted a successful Network to perform at the Ulumbarra Theatre, brought his exhibition Three Well- Forum that aimed to celebrate the 53 years since her first performance Known Australians to Heathcote importance of local community in Bendigo. A portion of proceeds Community Hub Art Gallery groups and promote long term was donated to Violence Free • Residents had the opportunity sustainability by providing them with Families, a Rotary initiative to enjoy free chamber concerts, an opportunity to interact and foster • Bill Barber and the Blackwood community events and ‘pop-up’ mutually supportive relationships Shakedown won the FReeZA performances during The Bendigo • Bendigo hosted a major public Push Start Battle of the Bands Festival by Orchestra Victoria discussion on the best way competition forward for Australian democracy following the release of the Federal • A painted grass mural was September installed in the Library Gardens by Government’s White Paper on the • As part of Men’s Health Week the City environmental artist Anthony Sawrey Reform of the Federation hosted Outside the Locker Room, to mark the start of the 2015 Write on • The Active Travel, Healthy Kids Guide a special presentation designed to the Fringe Festival, which featured was launched to encourage children help local sportsmen understand a full programme of literary fun and to walk, scoot or ride to and from and respond to everyday problems quirky happenings school and personal struggles they may • More than 85 energy efficient and experience away from the sporting • An archaeological exploration at a human powered vehicles battled it arena cottage in central Bendigo dating out in an action-filled 10-hour race back to the gold rush era revealed • Badminton Victoria, Bendigo around the streets of Bendigo interesting building techniques and Eaglehawk Badminton Association household artefacts • Bendigo Writers Festival provided and the City hosted the 2015 a strong and diverse program that Bendigo Open, Graded and Para • School holiday fun was hosted in attracted increased audiences and Badminton Championships at the Hargreaves Mall doubled ticket sales Eaglehawk Bendigo Badminton • Through the Art in the Conservatory • The last of 7,000 streetlights was Stadium Felted Forest installation, Elmore changed over to better and more • In what is believed to be a first for a artist Mary Hoare created a world of energy efficient street lighting local government area in Australia, plants, frogs, bugs and other hand through the Lighting the Regions the City registered a unique municipal felted creations in the Rosalind project tartan with the Scottish Tartan Park Conservatory. It was designed • The City hosted Bendigo Bank’s Authority, a process designed to help to encourage visitors to hunt for Community Banking National promote community events that creatures and explore the different Conference which brought more celebrate Bendigo’s Scottish heritage textures of the display than 1,000 visitors to the region and strengthen links to Scotland

16 THE YEAR IN REVIEW

October • A free 'Detox Your Home' service was hosted to provide residents with an opportunity to safely dispose of unwanted pesticides, cleaning products and weed killer stored around their homes • The Connect/Create Good Mental Health exhibition, featuring the works of more than 50 artists that related to their own or their significant other's mental health, was supported by the Bendigo • Councillors joined community • Twenty thousand people visited Mental Health Week Group and the representatives on a bicycle tour to Bendigo showgrounds for the City explore future options for Bendigo’s Bendigo Swap Meet • Bendigo Seniors Festival was held shared pathways • Bendigo Festival of Tennis, including to encourage seniors to participate • The City hosted a community the WM Loud Bendigo Women’s in a range of activities and events discussion forum featuring well International Pro Tour Challenge, designed to entertain, inform and known television presenter Costa was held at Bendigo Bank Tennis celebrate their role in the community Georgiadis from ABC’s Gardening Complex • The City hosted Ride to Work Day Australia, as part of community • Rugby Sevens came to Bendigo with engagement for the development December the Melbourne Rebels and the City of the City’s fourth Environment • Members of the Bendigo community, hosting the Goldfield Sevens at the Strategy including families, staff and children Epsom Huntly Regional Recreation • Ulumbarra Theatre invited members past and present were invited to take Reserve of the public to explore and enjoy all a tour and reminisce at the Bendigo • McKern Skate Park in Eaglehawk was it has to offer Early Learning Centre Family Fun Day the site for the National Skate Park • Bendigo Regional Tourism launched event before the centre closed League skate competition series a series of new map brochures to • Members of the public came • FITX presented the first Bendigo Fit promote the Bendigo Goldfields together to celebrate the lighting of Weekend, a unique two-day fitness Region and encourage visitors to the Christmas tree event providing residents with an stay longer opportunity to have a go at more • The City welcomed 3,500 riders than 30 different sports led by a • Greater Bendigo residents were in the Great Victorian Bike Ride to team of experts invited to the official opening of Bendigo and surrounding towns new, state-of-the-art sports facilities • Local resident Abhishek Awasthi was at the Canterbury Park Precinct in congratulated on being recognised Eaglehawk for actively supporting cultural • It was announced that the Bendigo- diversity and making a real impact inspired One-in-Five project that on promoting community harmony promotes the benefits of walking, • The ‘Celebrate the Season’ musical riding, scooting or catching public event brought the spirit of Christmas transport as an alternative to cars to Hargreaves Mall by encouraging daily commuters to choose active or public transport for • A $3.2M upgrade and extension of one day in every five, will be rolled the O’Keefe Rail Trail from Axedale out across Victoria and potentially to Heathcote was officially opened. It was an important collaborative across Australia project between the State Government, the City and other November community groups • Winners were announced at the 2015 • A free, family friendly pool party Bendigo Inventor Awards Exhibition at the Bendigo Aquatic Centre and Presentation evening complete with early fireworks • White Ribbon Day activities followed by a spectacular midnight celebrated an international day of fireworks display welcomed the New action in the world’s largest male- Year 2016 led movement to prevent violence against women

Annual Report 2015-2016 17 18 THE YEAR IN REVIEW

January 2016 • The Summer in the Parks program provided a wide range of free events across the municipality during January and February • Entries opened for the COG Art Young Artists program • Australia Day was celebrated across the municipality • Musician Valerie Broad OAM and volunteer Breanna Thomas were named the 2016 Citizen and Young Citizen of the Year • The City congratulated architect Don Goldsworthy OAM on receiving the Medal of the Order of Australia for service to architecture and urban design • Local artists and makers were invited to The Garden Party, a new community arts initiative designed to transform the garden space at the back of Dudley House into their own studio space

February • Scotland’s tourism chief visited Bendigo for the City’s annual Scots Day Out in Rosalind Park. Mike Cantlay was in Australia to celebrate Scotland’s Year of Innovation, • The City and Cricket Victoria • The Bendigo Festival of Cultures Architecture and Design combined to present a MILO featured Stories Told 2 - an exhibition in2CRICKET, which provides both depicting a refugee journey from their • The City’s Economic Development girls and boys with core skills, at homeland to a new life in Bendigo Unit produced and launched a new Barrack Reserve in Heathcote as part • Hours of work by local youth, artists Business Support Directory to help of the Heathcote Community Games and residents from culturally diverse local business owners connect 2016 backgrounds culminated in a unique with networks, organisations, public art project through the streets government departments, agencies • The Bendigo Visitor Centre’s Living of Bendigo called Enlighten as part and other businesses Arts Space hosted a display of unique farm fashion fusion garments of the 2016 Festival of Cultures • Submissions were called for the from the Elmore Field Days’ Ag Art • The Easter long weekend 2016 RAW Arts Awards – an annual Wear 2015 competition commenced with a free music event celebration of the creative talents in Rosalind Park with Perth band of young artists aged 25 and under Tired Lion and supporting local who live in Greater Bendigo featured March bands. This free event, presented Visual Arts, Literature, Performing • The Bendigo Art Gallery and Twentieth by FReeZA youth events team Mic Arts and Digital Media Century Fox present Marilyn Monroe Up Productions and Headspace • Free outdoor cinema was screened exhibition opens. It is one of the Bendigo, was a fully supervised, in various rural locations as part of most comprehensive overviews of drug, alcohol and smoke free event costumes, photographs and personal Summer in the Parks • Free Easter children’s activities items belonging to the Hollywood included Animals 2 U Animal • Clean Up Australia Day was held at a legend ever compiled number of sites in Greater Bendigo, Farm, games with Fusion Australia, • The City celebrated National including Lake Eppalock, Epsom, storytelling with Bendigo Goldfields Playgroup Week with a free Splash Kennington Reservoir, Kangaroo Library, music and movement into Fun with Playgroup Victoria Flat, White Hills, Eaglehawk and session, face painting, helium community event at the Long Gully Bendigo Cemeteries balloons, playdough and a visit from Recreation Reserve Goldie the Wonder Dog

Annual Report 2015-2016 19 April a free Family Fun Night featuring Fosterville was launched. The signs a BBQ dinner and children’s inform visitors about the history of • Residents were encouraged to activities such as face-painting, farm each of the townships and their role plan events to celebrate the animals and games at Eaglehawk’s in the early settlement of the region achievements of architect William Canterbury Gardens Charles Vahland during the 2016 • The Mackay Sundial, first erected National Trust Heritage Festival • The FunLoong play space in in 1930 as a tribute to the then Hargreaves Mall turned three and President of the Red Cross Society, • Young and emerging street artists Bendigo families were invited to was reinstated near the Soldier’s aged between 12 and 25 were help celebrate the occasion with Memorial Hall in Pall Mall after a 26- encouraged to participate in a lots of free activities to keep them year absence unique Graffiti Skills Project that entertained culminated with a new mural on the • The Greater Bendigo Heritage • To mark National Youth Week the side wall of the Morley Emporium Advisory Committee sought final instalment of The Hunger building in Mitchell Lane responses from interested Games series was screened at a free community members to the • Visitors to the Hargreaves Mall had a movie night in Heathcote unique opportunity to recreate the question: What do you love about • The City welcomed the start of a bus famous Marilyn Monroe scene from the heritage of Greater Bendigo? bike rack trial on the Strathfieldsaye- the movie The Seven Year Itch. This People were asked to take a Bendigo bus line as part of a Public photograph of the heritage they love is the same scene replicated by the Transport Victoria trial in four sites and describe in 25 words or less why eight metre high 'Forever Marilyn' across Victoria sculpture temporarily placed at the they love it entrance to Rosalind Park • Bendigo’s iconic Ulumbarra Theatre, which means ‘gather together’ in • The Bendigo Maubisse Friendship the Dja Dja Wurrung language, May Committee sought sponsors to celebrated its first birthday with • Transport interchange specialists continue its highly successful over 117,500 patrons attending SJB Urban worked in Eaglehawk Scholarship Program at the St Inacio over 270 performances, functions, to develop plans for revitalising de Loyola High School in Maubisse conferences and events in the first the Eaglehawk Railway Station and for donations of garden tools to year Precinct and identify how it can assist a new Agricultural School that • The Goornong and District Heritage better connect and serve the local has been set up Trail consisting of three heritage community when increased services • Eaglehawk families were invited to signs at Goornong, Barnadown and begin

20 THE YEAR IN REVIEW

• The Transient Landscape exhibition • The contributions of 580 volunteers • Bendigo hosted the 65th was staged at Bendigo Visitor to the City were celebrated as part Victorian Country Table Tennis Centre’s Living Arts Space featuring of National Volunteer Week with the Championships for the first of three photographic works, ceramics and theme Give Happy, Live Happy years at the Eaglehawk Table Tennis mixed media pieces by three local • The City of Greater Bendigo Heritage and Badminton Stadium artists, Sharon Greenaway, Mari B-Li Advisory Committee commemorated • The Bendigo Regional Food Donni and Lyn Cole who are all past the first anniversary of the death Alliance, made up of local food graduates from La Trobe University of Peter Ellis OAM by assisting the producers, distributors, retailers, Bendigo Bendigo Field Naturalists Club to food recovery groups, local • The Bendigo Regional Tourism plant a native garden in his honour government, educators, health Destination Management Plan at the Golden Square Senior Citizens related organisations and interested designed to build on the Bendigo Centre community members, was launched. region’s growing tourism potential • The 2016 Raw Arts Awards and It is based on the themes ‘Grow, was launched. Bendigo Regional Exhibition at Dudley House Source, Cook, Share’ and has Tourism is the peak industry body showcased the creative talents of evolved from the City’s Healthy for tourism across Bendigo and the Greater Bendigo’s young artists Together Bendigo project, which surrounding region and includes identified the need to improve eating the municipalities of Loddon, Mt • Residents were invited to visit habits in Greater Bendigo the Bendigo Botanic Gardens at Alexander, Central Goldfields and • The architecture of Ulumbarra Greater Bendigo White Hills for the Botanic Gardens Australia and New Zealand Open Day Theatre, the Marist College Bendigo • As part of the City’s ongoing Montagne Centre and Golden Square commitment to micro and small • A free app that showcases the work Primary School was recognised business development, a new of acclaimed architect William at the Association for Learning custom-built, interactive, online Charles Vahland was developed Environments’ 2016 Educational forum called Supporting Local in partnership with digital agency Facilities Australasian Awards Business Bendigo was launched to Isobar. It uses beacon technology to guide users to a selection of • The City hosted winter school provide a site where start up and holiday fun in the Hargreaves Mall small businesses can seek advice locations in central Bendigo where and share experiences via a virtual Vahland’s work can be admired • Representatives of local “self-help” desk governments, health services, community groups and youth • A free come and try street art June agencies from across the region workshop was offered in Bendigo’s • Works to reinstate the Vahland attended the Bright Futures Regional CBD to coincide with the Vibrant Drinking Fountain in Bull Street Forum, a collaboration between the Central Bendigo Street Festival 2016 commenced City and VicHealth, to consider youth Autumn Edition. The workshop was mental health and wellbeing issues organised as part of The Aerosol • Teams from Australia, Cuba, Croatia Control Graffiti Prevention Project, and Columbia competed at the which is supported through a State Bendigo Stadium in the Women’s Government Graffiti Prevention International Volleyball World Grand Grant Prix

Annual Report 2015-2016 21 FINANCIAL 2012-2013 2013-2014 2014-2015 2015-2016 SUMMARY 0.00%

-1.00% Financial summary Council’s financial position continues -2.00% to remain sound. A summary of our performance is outlined below. Detailed -3.00% information relating to Council’s -4.00% financial performance is included within the Financial Statements and -5.00% Performance Statement sections of this Report. -6.00% Adjusted underlying result ratio % ratio underlying result Adjusted Operating Position -7.00% Council achieved a surplus of $41.49M in 2015-2016. This surplus is considerably higher than the prior year surplus of $10.49M. The main reason for 300% the increase is due to the contributions to capital and major works received in the 2015-2016 financial year. 250% As per the Comprehensive Income 200% Statement in the Financial Report, the favourable variance is due mainly to the contributions received for the Greater 150% Bendigo Indoor Aquatic and Wellbeing Centre construction, Bendigo Stadium 100% expansion, finalisation of the Ulumbarra

Theatre, Bendigo Tennis Centre % ratio Working Capital 50% redevelopment and additional Roads to Recovery and Blackspot funding. 0% The adjusted underlying surplus 2012-2013 2013-2014 2014-2015 2015-2016 of Council, after removing non- recurrent capital grants, cash capital contributions and non-monetary capital contributions, is a deficit Liquidity Obligations of $8.20M or -5.40 per cent when compared to adjusted underlying Cash has increased by $8.21M from Council aims to ensure that it is able revenue. This compares unfavourably the prior year, mainly due to the to maintain its infrastructure assets at to the expected target of >0 per timing of receiving additional grant the expected levels, while at the same cent. The underlying result has been funding throughout the year for time continuing to deliver the services impacted by the timing of the receipt future capital works projects that needed by the community. To bridge of the Victorian Grants Commission are to be undertaken in 2016-2017. A the infrastructure gap, Council invested contribution. Fifty per cent of the large percentage of the cash balance $23.24M in renewal works during the 2015-2016 grant was received in at June 30, 2016 has some form of 2015-2016 year. At the end of the 2015- 2014-2015, resulting in revenue being restriction or future allocation applied 2016 year Council’s debt ratio, which is measured by comparing interest less than expected in 2015-2016 and to it. The working capital ratio, which bearing loans and borrowings to rate the adjusted underlying result being assesses Council’s ability to meet revenue was 35.54 per cent. Council’s negative. Sustaining an adjusted current commitments, is calculated asset renewal ratio, which is measured underlying surplus is a critical financial by measuring Council’s current assets by comparing asset renewal expenditure strategy that provides capacity to as a percentage of current liabilities. to depreciation, was 77.09 per cent renew the $1.34B of community assets Council’s result of 252 per cent is an and was in below the expected target under Council’s control. indicator of a satisfactory financial position and within the expected target of 100 per cent. While not meeting this band of more than 150 per cent. target for renewals, Council did spend an additional $10.71M on upgrade and expansion works.

22 THE YEAR IN REVIEW

Stability and efficiency 40.0% Council raises a wide range of revenues 35.0% including rates, user fees, fines, grants 30.0% and contributions. Despite this, Council’s rates concentration, which 25.0% compares rate revenue to adjusted 20.0% underlying revenue, was 66 per cent 15.0% for the 2015-2016 year but within the expected target band of 40-80 per cent. 10.0% Council has focused on broadening its 5.0% revenue base and for the 2015-2016

Loans and borrowing ratio % ratio and borrowing Loans 0.0% year was able to keep its rate increase 2012-2013 2013-2014 2014-2015 2015-2016 to 4.75 per cent. This resulted in an average residential rate per residential assessment of $1,481.

120% Description of operations 100% The City is responsible for a number of services, including family and children’s 80% services, traffic regulation, open space, youth facilities, waste management 60% and community building, and matters 40% concerning business development, planning for appropriate development 20% and ensuring accountability for

Asset Renewal ratio % ratio Renewal Asset Council’s budget. This broad range of 0% community services and infrastructure 2012-2013 2013-2014 2014-2015 2015-2016 for residents supports the wellbeing and prosperity of our community. Council’s vision, strategic objectives and strategies to further improve 70% services and facilities are described in our Council Plan June 2017 and the associated Budget 2016-2017 and 65% reported upon in this document. Refer to the section on Our Performance for more information about Council 60% services. The delivery of services, facilities, 55% support and advocacy to achieve the Strategic Objectives is measured by a

Rates Concentration ratio % ratio Concentration Rates set of service performance indicators 50% and measures. Council also has a wide 2012-2013 2013-2014 2014-2015 2015-2016 range of responsibilities under State and Federal Government legislation.

$1,600 Economic factors $1,400 Council completed its first budget under the ‘Fair Go Rates’ system, with the $1,200 introduction of a state wide rate cap $1,000 of 2.5 per cent for the 2016-2017 year. $800 Considerable effort was put into the process to review services to ensure the $600 Council could continue to deliver its $400 important services to the community. Rates level ratio % ratio level Rates $200 $- 2012-2013 2013-2014 2014-2015 2015-2016

Annual Report 2015-2016 23 Concept.

Major capital works passengers to be able to utilise the During 2015–2016 some of the other new runway. The redevelopment will • Greater Bendigo Indoor Aquatic significant works projects included: also secure significant employment, and Wellbeing Centre at Kangaroo • The new school crossing on allowing emergency services Flat Reservoir Road, between Aviary to utilise the facilities and also Council has begun works on the Court and Nabilla Crescent, introduce new economic output $31M Greater Bendigo Indoor constructed in response to requests opportunities for the region by using Aquatic and Wellbeing Centre. from community members about the facilities. When complete, the facility will be the safety of students travelling to accessible year around for people These works are part of stage two of both Kennington and St Therese’s of all ages and abilities and will the redevelopment of the facilities. primary schools feature; 51.5m, eight-lane swimming Stage one was completed in 2014, • Replacement of a pedestrian bridge pool, indoor splash play area, learn including 25 new aviation hangar and maintenance repairs on another to swim pool, hydrotherapy pool, sites, three new taxiways, improved bridge at Kennington Reservoir wellness centre, spa and sauna, road access and the installation of Reserve, between Condon and gymnasium, multipurpose rooms critical drainage infrastructure. Stage Cousins Streets, Strathdale and café. This project has only been two is expected to be completed by • Renewal and provision of great able to progress with the support of March 2017. A further stage in the play spaces has continued, with the the State and Federal Government. redevelopment of the facilities is completion of two play spaces in also planned; these works include Magellan Crescent, Kangaroo Flat • Bendigo Airport redevelopment the construction of a contemporary and Landale Drive, Strathdale The $12.49M redevelopment will business park to allow for existing deliver a new 1,600m ‘Class 3C’ • New floodlighting at the North businesses to expand and new Bendigo Recreation Reserve runway and associated taxiway, businesses to be established. lighting, signage and fencing • Footpath works in Mitchell Street infrastructure. These facilities will • Conservation works on the Bendigo allow aircraft carrying up to 70 Town Hall

24 THE YEAR IN REVIEW

• Stage one Spring Gully Soccer • Works to improve safety for cyclists The recommendations are expected to Pavilion, including new frontage to in Williamson Street provide very useful advice to current Spring Gully Road, female change • Replacement of the slide at Cooinda and newly elected councillors, staff rooms and amenities, an umpires Park and members of the public. The first change room, upgraded storage and report from the Jury is expected to be accessible public amenities Major changes presented in September 2016. • Upgrade works at the California During 2015-2016 three Directors Following a successful trial of an Gully Mechanics Institute resigned their positions to accept organics recycling program, Council • Construction of the Community significant management roles in local made a decision to roll out the program Pavilion at Dower Park Kangaroo Flat and state government. This provided to all urban areas and Marong, to • Construction of the Mitchell Street added impetus for the Chief Executive commence in September 2016. bus interchange Officer to review the organisational • Completion of the regional play structure. The new structure is designed Major achievements space at Barrack Reserve in to provide the organisation with The Lighting the Regions project, Heathcote increased opportunity to be responsive collaboration between councils in the to community needs, to be ready to • Upgrade of the play space and new region to change over to energy efficient support the new Council, to be able to landscaping at Strathdale Park, with street lighting, which was funded by the deliver on the Council Plan and Vision, new play opportunities, outdoor Federal Government, was completed to be adaptive to change and to work activities, and play for children of all as planned. The change will deliver as one organisation in our endeavours ages and abilities significant energy use reductions and to be the best we can be for our cost savings to Council. • Upgrade to Kennington Recreation community. Reserve tennis courts Council made a decision to support a • Construction of a new kiosk at Ewing Citizens’ Jury process being conducted Park in Bendigo early in the 2016-2017 year.

Annual Report 2015-2016 25 OUR COUNCIL

GREATER BENDIGO PROFILE

Greater Bendigo is a municipality made up of a range of urban and rural communities. The Bendigo urban area is the largest in Victoria outside Melbourne and Geelong. The rural areas, including the larger towns of Elmore, Heathcote and Marong support 15 per cent of the population dispersed throughout 95 per cent of the geographic area of the municipality. At June 30, 2016 Greater Bendigo had an estimated residential population of 112,853 people.

26 OUR COUNCIL

AGE STRUCTURE - FIVE YEAR AGE GROUPS, 2011

Total persons City of Greater Bendigo Victoria 8%

7%

6%

5%

4%

3% of the population % of

2%

1%

0% 0-4 5-9 10-14 15-19 20-24 25-29 30-34 35-39 40-44 45-49 50-54 55-59 60-64 65-69 70-74 75-79 80-84 85+

Age group (years)

Source: Australian Bureau of Statistics, Census of Population and Housing, 2011 (Usual residence data). Compiled and presented in profile.id by .id, by the population experts.

Compared to the Victorian average, Greater Bendigo has a lower proportion of young people in the workforce (25-34 years) and parents and homebuilders (35-49 years), but compared to the average for regional Victoria, Bendigo has a higher proportion of these young age groups, suggesting Greater Bendigo continues to attract and retain young people who come for tertiary education and employment. Greater Bendigo has a higher proportion of older workers, retirees and seniors than the Victorian average (ABS 2011). Despite the rapid growth in the population of Greater Bendigo the rate of growth of the Melbourne metropolitan area (2.1 per cent in 2014-2015) is faster than that of Bendigo (1.3 per cent in 2014-2015) and other capital cities and regional Victorian centres. Current State Government regional growth and development strategies are seeking to balance the rate of growth more people born overseas throughout the the Karen language throughout the evenly across the state. New data will municipality than the state average. municipality, closely followed by Italian be available when the results from the In 2011, only 7 per cent of people as the most common languages other 2016 census are analysed. were born overseas which is a slight than English. The City aims to increase In Greater Bendigo, 88 per cent of the increase from 2006. From this, 3 per the proportion of people born overseas, population were born in Australia; cent were from non-English speaking as it is a strong indicator of all forms of this reflects a lower proportion of backgrounds. In 2011, 284 people spoke the diversity of the community.

Annual Report 2015-2016 27 Over 94 per cent of the working population are employed throughout Greater Bendigo. The table to the right is the distribution of the types of work people take part in. It is important to note that 21.5 per cent of the population volunteer, with higher levels experienced in the rural areas. Close to 13 per cent of the population provide unpaid assistance with a further 29 per cent providing unpaid childcare. The net median weekly income in Greater Bendigo in 2011 was $991, which is much lower than the Victorian average City of Greater Bendigo of $1,216; however, when it is slightly 2011 higher compared to Regional Victoria. - Total persons (Usual residence) This emphasises the high concentration Occupation Number % Victoria % of higher income earners in metropolitan areas and considerably lower average Managers 5,173 11.3 13.2 incomes for rural and regional residents. Professionals 8,861 19.4 22.3 Throughout Greater Bendigo, the median household incomes range from a low Technicians and Trades Workers 6,856 15.0 13.9 $717 in Heathcote and District to a high $1,622 in Strathfieldsaye. In 2011, 10.8 Community and Personal Service Workers 4,798 10.5 9.3 per cent of the City’s households were Clerical and Administrative Workers 5,993 13.1 14.4 experiencing housing stress compared to 10.6 per cent for Victoria; this means Sales Workers 4,996 10.9 9.7 throughout Greater Bendigo over 4,200 households are paying more than 30 per Machinery Operators and Drivers 2,876 6.3 6.1 cent of their usual gross weekly income Labourers 5,310 11.6 9.0 on housing costs. Inadequately described 890 1.9 2.2 Note: Many of these results and trends will be updated in 2017 when the analysed results of Total employed persons aged 15+ 45,753 100.0 100.0 the 2016 Australian Census become available.

COUNCIL OFFICES

City of Greater Bendigo office locations 48 Mundy Street, Bendigo St. Andrews Avenue, Bendigo and service points: Organisation Support Parking and Animal Services Main Office 41-44 Myers Street, Bendigo Heathcote Service Centre 195-229 Lyttleton Terrace, Bendigo Economic Development, Tourism, Major 125 High Street, Heathcote PO Box 733, Bendigo VIC 3552 Projects and Major Events T: (03) 5433 3211 T: (03) 5434 6000 Adam Street Depot Bendigo Art Gallery F: (03) 5434 6200 64 Adam Street, Golden Square 42 View Street, Bendigo [email protected] Parks and Natural Reserves, Waste T: (03) 5434 6088 www.bendigo.vic.gov.au Services and Works [email protected] Customer Support, Executive W: www.bendigoartgallery.com.au Office, Mayor’s Office, Children and Hopetoun Mill Family Services, Active and Healthy 15 Hopetoun Street, Bendigo Capital Venues and Events 50 View Street, Bendigo Communities, Community Wellbeing, Statutory Planning, Environmental T: (03) 5434 6100 Media and Communications Health and Local Laws, Building and Property Services, Engineering and [email protected] 45 Mundy Street, Bendigo Public Space www.thecapital.com.au Youth Development Jaara Building Bendigo Livestock Exchange 34 Mundy Street, Bendigo Corner Mundy Street and Lyttleton Wallenjoe Road, Huntly Community Services Terrace, Bendigo T: (03) 5448 8111 Strategy, Sustainable Environment [email protected]

28 OUR COUNCIL

COUNCILLORS Cr Rod Campbell - Eppalock Ward Phone: 5434 6203 Mobile: 0427 514 429 On October 27, 2012, community members of the City elected [email protected] this nine-person council for a four-year term. The Council was elected to provide leadership for the good governance of the Date elected: first elected 2008 municipality and the local community. Cr Helen Leach - Eppalock Ward The Council area is divided into three wards, each with rural Phone: 5434 6190 areas, small towns and a section of the Bendigo city. Each ward Mobile: 0419 549 574 is represented by three Councillors. They have responsibility [email protected] for setting the strategic direction for the municipality, policy Date elected: October 27, 2012 development, identifying service standards and monitoring performance across the organisation. Cr Mark Weragoda - Eppalock Ward The next Victorian Local Government Election will be held on Phone: 5434 6192 Saturday October 22, 2016. The Councillors are listed below. Mobile: 0400 363 586 [email protected] Date elected: October 27, 2012

Cr Rod Fyffe - Lockwood Ward Mayor 2015-2016 Cr Lisa Ruffell - Whipstick Ward Phone: 5443 7673 Phone: 5434 6206 Mobile: 0419 874 015 Mobile: 0429 946 171 [email protected] [email protected] Date elected: first elected 1996 Date elected: first elected 2008

Cr Elise Chapman - Lockwood Ward Cr Peter Cox - Whipstick Ward Phone: 5434 6193 Phone: 5434 6189 Mobile: 0418 330 289 Mobile: 0427 318 490 [email protected] [email protected] Date elected: October 27, 2012 Date elected: October 27, 2012

Cr Barry Lyons - Lockwood Ward Cr James Williams - Whipstick Ward Phone: 5434 6215 Phone: 5434 6208 Mobile: 0429 292 084 Mobile: 0427 211 677 [email protected] [email protected] Date elected: first elected 2008 Date elected: October 27, 2012

Councillor emails like other correspondence are the property of the City and may be referred to a staff member for action. As with any correspondence, if you would like emails to be kept private and confidential please place “private and confidential” in the subject line.

Annual Report 2015-2016 29 OUR PEOPLE

Chief Executive Officer The work of Executive Services includes: ORGANISATIONAL Craig Niemann • Support for Chief Executive Officer, STRUCTURE Bachelor of Business (Local Mayor and Councillors Government), Master of Business • Coordination of Council business, including Council meeting agendas Council is the governing body that Administration and minutes appoints a Chief Executive Officer, Craig joined the City in October 2005 • Civic administration who has responsibility for the day to and was appointed Chief Executive day management of operations in Officer in December 2007. • Governance accordance with the strategic directions • Legal services Craig has more than 30 years of the Council Plan. Five Directors and • Communications of experience working in Local the Chief Executive Officer form the Government, including roles at the Executive Management Team and lead former Borough of Eaglehawk and the the organisation. Details of the Chief Shire of Loddon. Prior to joining the City Executive Officer and senior officers , Craig was the Chief Executive Officer at reporting directly to the him are set out the Shire of Loddon from 1997 to 2005. below.

30 OUR PEOPLE

Senior officers reporting directly to the Chief Executive Officer:

Director Organisation Support • Making sure everyone can enjoy Director Presentation and Assets Kerryn Ellis public space and activities by (currently vacant) requiring minimum standards of Bachelor of Arts, Master of Commerce, The Presentation and Assets Directorate civic and neighbourly behaviour Graduate Diploma of Public Policy and includes responsibility for: • Enhancing responsible pet Management • Asset planning and engineering, ownership and control of animals Kerryn has 18 years experience in local urban and landscape design • Regulating parking government. She is a passionate local • Constructing and maintaining government leader who understands • Strategically managing the City’s key infrastructure networks, such the changing environment and property assets as roads, footpaths and drainage external pressures currently facing the • Project planning and managing the systems sector. City's building projects • Development, protection and The Organisation Support Directorate maintenance of parks and the provides the following services to the Director Community Wellbeing natural environment areas under organisation: (currently vacant) Council's jurisdiction • Management of waste and recycling • Financial services including rating The Community Wellbeing Directorate and property valuations collection, landfill sites, transfer supports people to live their lives fully stations and street cleaning • Information Management Systems and be active, creative, engaged and • Management of the Bendigo • People management services and healthy. With responsibility for: Livestock Exchange organisational development • Customer Support • Policy and strategy development • Risk management planning • Community Services - including in the field of environmental • Centralised contract management Maternal and Child Health, sustainability and project coordination Childcare, Home and Community Care and Immunisations At the end of the 2015-2016 year the Chief Executive Officer undertook a • Community Partnerships - including Director Planning and review of the current organisation Access and Inclusion, Community Development structure in consultation with the Development, Community Grants, Prue Mansfield Executive Management Team. Community Recovery and Rural Diploma of Occupational Therapy, Development and Emergency A new structure that allows the City to Graduate Diploma of Organisation Management Planing continue to deliver on its priorities and Behaviour • Active and Healthy Communities strengths by aligning services, limiting duplication of effort and ensuring the Prue has extensive executive – including Sport and Leisure and organisation works better as one has experience in social planning, Healthy Together Bendigo been proposed. The new organisational economic development and land use structure, when finalised, will also planning at both the local and regional Director City Futures allow the organisation to be in the best level. (currently vacant) position to support a new Council, The work of the Planning and The City Futures Directorate establishes work more efficiently in a rate capping Development Directorate includes: environment and ultimately deliver and maintains strong public and private the best outcomes for our City and its • Development of integrated, long relationships to position Bendigo as a residents. Key changes include reducing term strategies to guide the physical, great place to live, work and invest. This social, environmental and cultural the number of directorates from five is achieved by enhancing opportunities development of Greater Bendigo to down to four. in: create a better place for all • Major Projects • Promoting development of a • Economic Development vibrant city by place management of CBD, Strathdale, Eaglehawk and • Tourism, Visitor Services and Kangaroo Flat Destination Marketing • Assessing and approving planning • Art and cultural activities and applications to achieve quality facilities including The Capital - development that maintains the Bendigo's Performing Arts Centre, City's character and attributes Bendigo Art Gallery, Ulumbarra valued by the community Theatre and Bendigo Town Hall • Contributing to public health and • Major Events safety through building controls, • Bendigo Airport food and water testing and animal • Government advocacy management

Annual Report 2015-2016 31 ORGANISATIONAL STRUCTURE

A chart setting out the current organisational structure of the City is shown below.

Chief Executive Officer Craign Niemann

Manager, Executive Services Peter Davies

Acting Director, Acting Director, Director, Planning and Director, Presentation Director, Organisation City Futures Community Wellbeing Development and Assets Support David Lloyd Michael Smyth Prue Mansfield Darren Fuzzard Kerryn Ellis

Acting Manager, Manager, Major Manager, Statutory Manger, Engineering Community Manger, Finance Projects Planning and Public Space Partnerships Travis Harling Rachel Lee Ross Douglas Brett Martini Deb Simpson

Manager, Bendigo Acting Manager, Manager, Building Manger, Sustainable Manger, Rating and Airport Community Services and Property Services Environment Valuation Services Phil Hansen Carolyn Grylls Andy Walker Robyn Major Neal Wrigley

Manager, Acting Manager, Manager, Economic Manager, Customer Manger, Waste Environmental Health Information Development Support Services and Local Laws Management Brian Gould Debbie Thewlis Natasza Purser Susannah Milne David Straw

Acting Manager, Acting Manager, Manager, Active and Direcotr, Bendigo Art Parking and Animal Manger, Works People and Healthy Communities Gallery Control Rachelle Quattrocchi Performance Pat Jess Karen Quinlan Bruce Duncan Steven Abbott

Acting Manager, Manager, Contract Manger, Livestock Capital, Venues and Manager, Strategy and Project Exchange Events Trevor Budge Coordination Kerrie Crowley David Campbell Richard Morrison

Manger, Parks and Manager, Tourism Natural Reserves Kathryn Mackenzie Debbie Wood

Manager, Major Events Terry Karamaloudis

32 OUR PEOPLE

COUNCIL STAFF

A summary of the number of full time equivalent (FTE) City staff by organisational structure, employment type and gender is set out below.

Employment City Futures Community Organisation Planning and Presentation Executive Total type/gender Wellbeing Support Development and Assets Services

Full Time Female 25.00 61.00 25.00 24.00 21.00 6.00 162.00

Male 19.00 13.00 26.00 37.00 178.00 3.00 276.00

Part Time Female 7.65 74.75 11.75 26.29 2.9 123.34

Male 1.22 9.9 9.58 2.63 23.33

Temporary - Full time Female 3.00 9.00 2.00 4.00 5.00 3.00 26.00

Male 5.00 2.00 3.00 9.00 1.00 20.00

Temporary - Part time Female 2.67 11.04 1.89 2.98 1.20 19.78

Male 1.6 1.60

Casual Female 0.004 0.003 0.001 0.001 0.000 0.009

Male 0.003 0.000 0.000 0.001 0.001 0.004

Total 63.55 180.69 66.64 108.45 218.53 14.20 652.06

Annual Report 2015-2016 33 Number of staff (FTE)

180

160

140

120

100

80

60

40

20

0 City Futures Community Organisation Planning and Presentation Executive Wellbeing Support Development and Assets

Full time Part time Temp full time Temp part time Casual Female Female Female Female Female Male Male Male Male Male

34 OUR PEOPLE

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

Number of staff according to band level Female Male Total

Apprentices / Band 1 18.03 4.34 21.37 140 Band 2 29.31 17.56 46.87 Male Band 3 30.24 105.72 135.97 120 Female Band 4 69.64 39.31 108.95 Band 5 55.80 40.40 96.20 100 Band 6 67.29 44.20 111.49 80 Band 7 19.17 23.00 42.17

Band 8 12.89 22.60 35.49 60 Registered / 14.75 0.00 14.75 Immunisation Nurse 40 Band not applicable 14.00 23.80 37.80 Total 331.13 320.93 652.06 20

0

Band 2 Band 3 Band 4 Band 5 Band 6 Band 7 Band 8 Band 1 Band not Registered/ Apprentices/ applicable

Immunisation Nurse

EQUAL EMPLOYMENT OPPORTUNITY PROGRAM

Respecting each other at trained Contact Officers in place who diversity and inclusion within the work are available to provide employees organisation The City is an equal opportunity with information and impartial support • A commitment to continuing to employer and is committed to providing regarding concerns about inappropriate reduce barriers to people with a a safe and supportive work environment workplace behaviour and equal disability obtaining and maintaining that is free from discrimination, opportunity. employment (specific actions are harassment, victimisation and bullying, included the City’s Community and where all individuals associated Workplace diversity Access and Inclusion Plan 2015- with the organisation treat each other The organisation recognises the value 2018) with respect. of a diverse and skilled workforce and is • Maintaining a safe and inclusive The organisation has in place a committed to creating and maintaining working environment that is number of policies and processes an inclusive and collaborative respectful of individual differences that outline the expected standards workplace culture. and attributes, including family of behaviour and why these The City values diversity by recognising responsibilities, through the delivery standards are important, as well as and respecting each individual’s unique of the Workplace Fundamentals and the organisation’s commitment to attributes and manages diversity by Working with Risk range of internal preventing discrimination, harassment, creating and sustaining an environment training sessions victimisation and bullying. Employees where everyone can achieve their • Eliminating barriers to career and people managers continue potential. We aim to do this by progression by providing support to receive training on acceptable encouraging diversity in a number of and flexible work practices through workplace behaviour and what to do ways: inclusion of flexible work options if unacceptable behaviour occurs. The • Actively participating in the and entitlements in the Enterprise Consultative Committee oversees the Agreement organisation’s commitment to equal development of the Reconciliation opportunity in the workplace. Action Plan and Cultural Diversity • Actively promoting employment and Inclusion Plan and committing opportunities and the work of the As part of its continuing commitment, to a range of actions to support City to a broad range of people the organisation has a network of reconciliation and cultural

Annual Report 2015-2016 35 • Ensuring that recruitment processes Specific actions identified in • Disability Awareness training adhere to equal employment relevant plans to support the Equal for Executive Team and People opportunity requirements, which is Employment Opportunity Program Managers on employing someone supported by the City’s partnership and the results for the reporting year with a disability with the National Disability are:  Task complete – Disability Recruitment Coordinator • Developing a long term approach Awareness Training was provided by • Attracting and retaining talented to work experience opportunities the National Disability Recruitment people with a broad range of skills, within the organisation, which Coordinator to the Organisation experiences and capabilities results in more active support Leadership Team in March 2016. • Building a flexible organisation by through increased student providing opportunities for work opportunities being promoted via • Partner with local Disability arrangements that accommodate Career Horizons Employment Services to ensure the diverse needs of individuals at • Increasing the number and job vacancies and opportunities different career and life stages to percentage of total work experience get distributed to people with a balance their work and personal opportunities (students and job disability life (including flexible working seekers) offered in line with the  Task complete – The recruitment hours, part-time work, job share CAIP, every year over the next three team has engaged with a range of arrangements, home-based work years local Disability Employment Services and phased retirement options,  Task complete – The City through an open letter encouraging where operationally feasible) engaged a Project Officer to continue applicants to request support or • Supporting employees’ cultural to support and promote the Career reasonable adjustments and a tip obligations (including cultural and Horizons program. Furthermore, sheet on applying for positions at ceremonial leave) through the the City continues to coordinate the City. The National Disability inclusion of employment provisions a Worlds of Work program that Recruitment Coordinator distributes within our Enterprise Agreement enables local students from a broad relevant, advertised vacant positions to local Disability Employment • Promoting health, wellbeing and range of schools to network with Services on the City’s behalf. work-life balance opportunities staff in the organisation, including to establish healthier behaviours Karen students from a local through our Get Up and Go Program secondary college. • All staff to complete Ethics Training, and options for flexible working which has a Human Rights arrangements • Implementing the component that will reflect on the recommendations of the National importance of access and inclusion • Creating an equitable environment Disability Recruitment Coordinator (Year 1, 2 and 3) for employees and their people included the following: managers to encourage open,  Task complete – Staff two-way communication about - Reviewing recruitment processes attended ethics training as part responsibilities, standards of to ensure they do not disadvantage of the Workplace Responsibilities performance, feedback and career people with a disability workshops during the months planning  Task complete – The Recruitment of August and October 2015. In Team undertook a gap analysis of addition, the City is currently • Recognition of cultural diversity, developing Diversity and Inclusion including celebration of cultural recruitment processes and have implemented a number of changes training that will be delivered in early diversity events, involvement 2017 for all staff. in cultural diversity programs, including: Aboriginal reconciliation and - Inclusion statement on the City international relationships website employment page and in • Undertake unit-specific disability recruitment advertisements awareness training and education - Addition of a link to the National to City staff (Year 1, 2 and 3) Relay Service on employment Task in progress – Training sessions, website page presented by the National Disability - Addition of a contact number Recruitment Coordinator, were to discuss support and/or provided to City employees in March accessibility requirements or to 2016. People and Performance request position description in continue to liaise with Unit Managers other formats on the most appropriate way to roll - Addition of a line in the application out unit-specific disability awareness acknowledgement email training and education. encouraging candidates to ask for any support or reasonable adjustments

36 OUR PEOPLE

Supporting the prevention of Trainees and apprentices These initiatives support the organisation to maintain and build family violence The City is currently supporting upon the results received in the 2015 four new apprentices in the Parks The City is committed to providing a Organisation Culture Survey including: healthy and safe environment where and Natural Reserves Unit who all all employees are treated with mutual commenced with the City in November • Overall employee job satisfaction – respect and where family violence is not 2015. Apprentices have enrolled in measured by Organisation Culture tolerated, condoned or excused, and a variety of qualifications, including Survey victims are supported to overcome the Arboriculture, Parks and Gardens and Target: Above historical average work-related impacts of family violence. Horticulture. It is also expected that the Result: Above historical average Works Unit will look to recruit a new The City provides confidential and apprentice in the next few months. • Respect for members of the appropriate support and assistance Organisation - measured by In addition to the actions listed above, to employees who are victims of Organisation Culture Survey domestic violence. Additionally, the the City continues to build upon the Target: Above historical average City supported training on family Organisation Culture Survey results of Result: Above historical average violence prevention with 330 employees March 2015. In recent times, the City, at a strategic level and in partnership attending a 'Take a Stand' against • Intra-Unit teamwork and with the Council, has made significant training session. cooperation - measured by progress towards aligning a range of Organisation Culture Survey Available support and resources for factors that provide cornerstones for a employees experiencing family violence great culture. These include our values Target: Above historical average has been promoted throughout and behaviours, a common vision, an Result: Above historical average the organisation via an information increased focus on corporate reporting brochure and the intranet. Several and a range of long term strategies Contact Officers have also attended related to leadership, workforce targeted training that enables a higher development, and workplace health level of appropriate support and/ and wellbeing. or referral to be provided to relevant employees.

Annual Report 2015-2016 37 OTHER STAFF Professional development Health and wellbeing The City provides professional Central to the philosophy underpinning MATTERS development opportunities through the City's staff health and wellbeing the provision of study support, a framework and program, is the principle The City aspires to be a values driven comprehensive corporate learning that employees take responsibility for organisation, working together to be program and specialist conferences, their own health and wellbeing. The the best we can be for our community. seminars and training. organisation commits to providing The City’s Values are: We Lead, We In 2015-2016, 12 employees access to opportunities and support to Learn, We Care, We Contribute, We commenced tertiary study and will be assist employees to become more self- Respond, We Respect. The revised supported under the study support aware and adopt healthier behaviours Employee Code of Conduct, and related program. to enhance prevention and protection training incorporating the values and against health risk factors evident in our Throughout the year, 154 sessions behaviours, was launched in mid-2015 workforce. were run under the Corporate Learning and we continue to work towards Program supporting a broad range In addition to providing opportunities integrating our values and behaviours of development needs. Across these for staff to adopt healthier behaviours, into our day-to-day work and service courses 3,056 attendances were the City has also undertaken a project provision to the community. registered. to improve the management of return to work, reduce WorkCover premium costs and improve workforce culture and staff welfare by ensuring robust return to work processes and early intervention strategies are in place. OUR VALUES AND BEHAVIOURS Occupational Health and Working together to be the best we can for our Safety community Compliance with the Victorian 1. We have a clear vision and understand our purpose Occupational Health and Safety 2. We encourage each other to be the best we can Act 2004 is a continuing priority for 3. We listen and think things through the organisation. The organisation 4. We work together to make a difference in our community maintains certification across all its operations to Australian Standard 1. We talk to each other and share information and AS4801 – Occupational Health and knowledge Safety Management Systems. In 2015- 2. We nurture ideas, creativity and innovation 2016 work continued to strengthen 3.  We use feedback to improve our performance our safety culture and enhance the 4. We work together to continuously improve what we do integration of our systems through regular reporting to the Executive 1.  We plan and deliver quality programs, projects and services Management Team on incidents 2. We help each other to make informed decisions and take action involving employees, and progressing 3. We make the best use of our resources work on a system to enhance incident 4. We work together as a team reporting including the development of a standardised incident reporting form. 1. We support each other The City has been successful in 2.  We recognise contribution, performance and achievement maintaining accreditation in the Safety 3. We take responsibility for our actions Management Achievement Program, 4.  We work together to create a safe and healthy workplace AS4801. AS4801 is the Australian Standard for workplace Occupational 1. We get to know our customers and understand their needs Health and Safety, which is an audit 2. We do what we say we will do tool designed to help workplaces 3. We follow our policies and procedures improve their ability to manage 4. We work together to provide great service health and safety and protect people at work. This accreditation confirms 1. We are friendly, professional and treat each other with the Health and Safety Management courtesy System is embedded throughout each 2. We recognise and value diverse backgrounds and perspectives department of the organisation. 3. We gain the trust of others by acting fairly and with integrity 4. We work together to create and maintain a positive culture

38 OUR PEOPLE

Supporting Student of quality services. Employees from all Employees reaching 25 years Pathways Directorates were nominated as part of • Christine Fishley, Community the annual Poppet Head Staff Awards Services The organisation continues to take program. Winners were announced • Clayton Jones, Parks and Natural part in a program that enables local at a presentation night held at the Reserves students to network with staff in the Ulumbarra Theatre on October 30, 2015. • Colleen Hildebrandt, Community organisation in a number of different Partnerships ways. Recognition of long serving • Dennis O’Neil, Works • The City continued to support the and retiring employees • Janette Flack, Community Services Worlds of Work initiative which An annual function is held to recognise • Janette Rosedale, Engineering and involved six staff members and 12 employees who have reached service Public Space students participating in a round milestones in the calendar year. In robin discussion of 10 minutes with • Julie Sowerby, Community Services October 2015, for the first time, the City each staff member. The City hosted • Peter Davies, Executive Services combined the staff awards program students from secondary and TAFE • Tony Gellatly, Works with the recognition of our long education facilities to gain insight serving and retiring employees. This Employees reaching 20 years and knowledge about various areas allowed our long serving employees • Anne Jones, Community Services of the organisation and explore to be recognised. Employees with 20, potential career paths. In 2015- • Brian Gould, Economic Development 25, 30, 35 and 40 years of service and 2016 the City hosted four sessions • Bronwen Davey, Community retiring employees who have served our including one for 14 students who Services community for more than 20 years were had recently migrated to Australia • Carmel Pollock, Parking and Animal acknowledged. Control • Student Workplace Visits involved information sessions and tours Employees reaching 40 years • Chris Pryor, Rating and Valuation of various sites for students to • Jim Benfield – Building and Property Services experience the work environment Services • Diane Thompson, Bendigo Art and have the opportunity to ask our Gallery Employees reaching 35 years staff questions regarding their work • Helen Naughton, Community • Alan McNamara – Waste Services Partnerships • The City supported more than • Gwenda Hicks – Parking and Animal • Jessie James, Works 30 work experience students Control throughout various areas in the • Kerrie Crowley, Works organisation and a number of Employees reaching 30 years • Leigh Connor, Works tertiary students through placement • Anthony Sheean, Sustainable • Lynette Sims, Parking and Animal activities Environment Control • Brian Frawley, Parks and Natural • Margaret Gallagher, Community Reward and recognition Reserves Services • Brian Pattinson, Parking and Animal Employees are recognised through Control our reward and recognition scheme, acknowledging outstanding • Gary Leech, Waste Services performance, contribution and • Jeff Adams, People and Performance achievement, highlighting positive • Leigh White, Parks and Natural values and behaviours, and the Reserves organisation’s commitment to • Lucy Taylor, Customer Support ongoing improvement and provision

Annual Report 2015-2016 39 OUR PERFORMANCE

• A Council Plan within six months up the planning and accountability PLANNING AND after each general election or by framework for the City. It also shows June 30, whichever is later that there are opportunities for ACCOUNTABILITY • A strategic resource plan for a period community and stakeholder input and FRAMEWORK of at least four years and include this feedback at each stage of the planning in the Council Plan and reporting cycle. The Planning and Accountability • A budget for each financial year Framework is found in Part 6 of the • An annual report in respect of each Local Government Act 1989 (the Act). financial year The Act requires councils to prepare The following diagram shows the the following planning and reporting relationships between the key planning documents: and reporting documents that make

City of Greater Bendigo Corporate Planning and Reporting Framework

ENGAGEMENT ACTION PLANNING RESOURCE PLANNING REPORTING

Community Plans – Greater Bendigo 2036 Community – Small Towns and Engagement Neighbourhood Plans Framework

1. Deliberate consultation activities Council Plan Long Term Financial Annual Report to the and Workforce Plan community 2. Communications (Strategic Resource and media Plan)

3. Customer service requests City strategies Report to Councillors and Plans on achievements in 4. Small towns strategies

5. Individual contacts with staff/Councillors Council plans and Council Budget Report to Councillors annual actions including annual on progress against capital expenditure annual actions and Budget

Note: Lighter shades are for 'internal only' documents Council's Planning and Reporting Framework is underpinned Service plans Unit budget Progress report to by Federal, State and regional Director strategic plans, policies and legislation.

Individual work plans Progress report to Supervisor

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COUNCIL PLAN 1. Leadership 1. Council demonstrates leadership in its decisions to and Good meet future needs and challenges The Council Plan 2013-2017 includes five Governance 2. Lobbying and advocacy about agreed priorities place themes, which comprise the main goal Greater Bendigo at the forefront of policy and funding areas for Council. Each theme has a series considerations of Strategic Objectives and Strategies for achieving these in the four-year period. 3. Community members are supported to take an active The Strategies have actions that reflect part in democratic engagement the budget allocations and new initiatives 4. Continuous improvement methods are used to ensure for the 2015-2016 year. the standard of service delivery is excellent The following are the five themes and 5. Long-term planning and staff capacity building help to Strategic Objectives as detailed in the develop a resilient organisation Council Plan. 2. Planning for 1. Greater Bendigo plans for the needs of our growing Growth population through the preparation of long-term PERFORMANCE strategies and the development of 'major new assets' and supporting infrastructure Council’s performance for the 2015-2016 2. Greater Bendigo residents, businesses and year has been reported according to each communities are connected with accessible transport theme in the Council Plan. Performance options has been measured as follows: 3. Planning ensures residents have access to diverse, • The updated report for the City of affordable and sustainable, housing choices Greater Bendigo Liveability Indicators (2016). The Liveability Indicators are 4. Effective telecommunication options connect also used as the Strategic Indicators. businesses and community members Where new data are available, enabling comparison of Bendigo results with 3. Presentation 1. High quality public space infrastructure, programs and those from other localities, the report and Vibrancy services are planned and delivered that support the City against the relevant indicator has to be Australia’s most liveable regional city been updated. Results for a number 2. Diverse sporting, recreational and artistic experiences of other indicators will be updated in are offered for residents and visitors 2017 when the results from the 2016 3. Activities, groups and networks enable people to be Australian Census become available connected and feel welcome through the Australian Bureau of Statistics (ABS). In a number of other 4. Greater Bendigo is a child friendly city where people indicators the local variations in results report improved health and wellbeing and they can feel has been illustrated in detail. The report safe highlights considerable variation in 5. Greater Bendigo is a drawcard for visitors life opportunities and access to some facilities across the municipality 4. Productivity 1. Greater Bendigo has a vibrant and diverse economy • Progress in relation to major initiatives that grows jobs and enables good living standards identified in the Budget 2. Bendigo is a centre for innovation and creativity that • Results against the actions in the helps build economic sustainability 2015-2016 Council Plan and persons or 3. Educational diversity and support for lifelong learning sections of the community who benefit is fostered from these services

• Services funded in the budget and 5. Sustainability 1. The built and natural qualities that make Greater persons or sections of the community Bendigo an attractive and appealing place are valued who benefit from these services and conserved • Results against the prescribed service 2. Council demonstrates leadership in reducing our performance indicators and measures environmental footprint (Local Government Performance Reporting Framework-LGPRF) 3. We help to build community resilience for managing the impacts of climate change • Council’s performance for the 2015- 2016 year has been reported against 4. Council manages its resources, assets and infrastructure each strategic objective to demonstrate for the long term how Council is performing in achieving the 2013-2017 Council Plan

Annual Report 2015-2016 41 THEME 1: LEADERSHIP AND GOOD GOVERNANCE

Strategic indicators The following statement reviews the performance of Council against the Council Plan including results achieved in relation to the strategic indicators included in the Council Plan.

Strategic indicator/measure 2015-2016 Comments result

Community satisfaction with 49 2014-2015 result = 56 lobbying to other levels of 2013-2014 result = 57 government on behalf of the community. The 2015-2016 result is 7 points lower than the previous year. Residents over the age of 65 and Eaglehawk residents were more likely to score overall customer satisfaction lower.

The percentage of agreed major 75% Connecting Greater Bendigo: Integrated Transport and Land Use initiatives completed in agreed Strategy (ITLUS) and Greater Bendigo Residential Strategy were timeframes. (Internal measure aim completed and will provide key strategic direction for the future for >90%) development of Greater Bendigo.

Increase the proportion of Baseline While the proportion of overseas immigrants settling in Bendigo residents born overseas. measure = 7% increased somewhat in the last census period, (this was from a (Liveability indicator) very low base number), the increase was only in line with general population increase and their proportion of the total population remains much lower than the national average (Source ABS 2011).

Increase proportion of the Baseline Source: Community Indicators Victoria 2012. population who volunteer for a measure = The number of volunteers in the community is a measure of community group or activity more 49.6% community engagement and social connectedness. Results about than once per month. (Liveability the level of volunteering from the Greater Bendigo Wellbeing Survey indicator) 2015, with a result of 49.6%, are similar to those from the Victorian Indicators Survey 2012 although the questions are somewhat different. The results indicate that Greater Bendigo scores well with volunteering when compared with similar municipalities in Victoria. Council takes a role in supporting the role of community volunteers, including with skills and capacity building.

Increase in municipal-wide average 983 ABS 2011 The SEIFA score is a relative score. With a higher score there are SEIFA index of disadvantage. fewer disadvantages. The ABS defines relative socio-economic (Liveability indicator) advantage and disadvantage in terms of people's access to material and social resources, and their ability to participate in society. Overall, Greater Bendigo's score is similar to other Victorian regional centres. However, there is considerable variation in scores within the municipality, such as a 25% difference between the relative score for Long Gully-West Bendigo-Ironbark and the score for Epsom-Ascot (Source: ABS and http://atlas.id.com.au/bendigo).

42 OUR PERFORMANCE

Increase the proportion of people 38% An important indicator of the wellbeing of community members is taking part in a public discussion. them taking part in opportunities to have a say on important issues (Liveability Indicator). and having a sense of choice or control over their lives. Greater Measure: ‘In the last 12 months Bendigo residents score well on Australian Bureau of Statistics have you: i. attended a community Citizen Engagement measures when compared to other Victorian meeting, public hearing or cities (Vic average = 50.5%). The analysis by age-groups in the discussion? Bendigo Wellbeing Survey indicates that older people are more likely to be active in each area of engagement that requires face-to- ii. Participated in an online face communication, compared with younger people. discussion about political or local community issues?’ Of the people who responded to the 2015 Wellbeing Survey regarding their history of attending a local meeting about local issues and participating in an online discussion about local issues, 62% stated they had not attended a community meeting and 63% had not participated in an online discussion. Many people express dissatisfaction with Council’s decision-making processes and feel their capacity to make a difference is limited, but opportunities that are presented to them are not being taken advantage of.

Improved community satisfaction 53 Greater Bendigo-CSS 2014-2015 result = 52 with community consultation and Greater Bendigo-CSS 2013-2014 result = 57 engagement. The index score fell significantly from 2014 to 2015, but the 2016 result has risen slightly. The performance rating for the City is slightly higher than the average for regional centres and slightly lower than the statewide average 2015-2016 result of 54.

Maintain or improve community 52 Greater Bendigo CSS 2014-2015 result = 60 satisfaction rating for overall Greater Bendigo CSS 2013-2014 result = 63 performance generally of the Council. The Overall Performance index score of 52 represents an eight point decline on the 2015 results (60). Greater Bendigo lags behind the average for other regional centres by three points (55) and the state- wide average by seven points (59). Declines over the past year were significant among all age groups with the exception of residents aged 35 to 49.

Satisfaction with council decision- 51 Greater Bendigo CSS 2014-2015 result = 51 making in the interest of the Greater Bendigo CSS 2013-2014 result = 59 community. The index score of 51 is the same as for the previous year. In many instances, adults under the age of 50 rate Council highest on core measures, while men, residents over the age of 65 and Eaglehawk residents rate Council lowest.

Annual Report 2015-2016 43 Major initiatives The following statement reviews the progress of Council in relation to major initiatives identified in the 2015-2016 budget for the year.

Major Initiatives Progress

The 2016 Loddon Mallee Investment Prospectus has been finalised and released. It provides details Completed on 26 projects across the Loddon Mallee area and is being used to lobby for Commonwealth funds

The Long Term Financial Plan was updated to take account of rate capping and major capital Completed expenditure decisions

The review of the Community Engagement Strategy has been completed and strategies to increase Completed staff members’ capacity in the area have been planned

The following statement provides information in relation to the Council Plan actions for 2015-2016 and the persons or sections of the community who are provided the service.

Strategic Objectives 1. Council demonstrates leadership in its decisions to meet future needs and challenges 2. Lobbying and advocacy about agreed priorities place Greater Bendigo at the forefront of policy and funding considerations 3. Community members are supported to take an active part in democratic engagement 4. Continuous improvement methods are used to ensure the standard of service delivery is excellent 5. Long-term planning and staff capacity building help to develop a resilient organisation

Strategy 1.1 Council demonstrates leadership in its decisions and uses good governance principles to guide decision-making.

Council Plan Description of 2015-2016 actions Report on progress reference

1.1.1 An updated Long Term Financial Plan (LTFP) was presented to Council during the Completed 2016-2017 budget process to ensure the implications of rate capping and delivering a number of large capital works projects were understood. The LTFP will be reviewed and updated early in the 2016-2017 financial year.

1.1.2 The final report, documenting completion of all 69 recommendations from the Completed Independent Review of the City (2013) has been presented to Council. The report will be made available to the public using various media in August 2016.

1.1.3 Councillors are supported in their role using Good Governance principles in order to Completed continue to meet Local Government legislative requirements. There have been amendments to the Local Government Act in the last quarter of the year and Council has responded to the changes in a timely manner.

1.1.4 Preparations for the 2016 Council Elections are underway. Council has conducted Completed awareness sessions and hosted pre-election training for candidates. There is on-going dialogue with the VEC in preparation for the 2016 election. Planning for induction and training of Councillors following the 2016 election is at an advanced stage but cannot be fully completed until new Councillors are elected.

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Strategy 1.2 Maintain strong and positive relationships with the Federal and State Governments and relevant departments and agencies and advocate to ensure that the required infrastructure, key projects, policies and services are in place as our community grows.

Council Plan Description of 2015-2016 actions Report on progress reference

1.2.1 Strategic directions within the Regional Strategic Plan continue to be reviewed Completed by the Loddon Mallee Regional Development Australia Committee. The 2015- 2016 business plan was endorsed by the Committee and provided to the Commonwealth Government. The 2016 Loddon Mallee Investment Prospectus has been finalised and released. It provides details on 26 projects across the Loddon Mallee area and was used to lobby for Commonwealth funds in the lead up to the Federal election and for other advocacy activities. During the budget year, $389,700 of funding was received for projects contained in the Investment Prospectus for the benefit of the region. The first meeting of the next year will be a strategic planning workshop to identify the focus of the Committee for 2016-2017.

1.2.2 Senior City staff and Councillors met regularly with relevant Members of Parliament Completed to advocate for improved outcomes for our community, including: • Advising the Essential Services Commission of the City's concern about the longer term implications of limiting future rate rises, particularly the impact that will be experienced on the delivery of services and infrastructure • A presentation to Councillors relating to the National Disability Insurance Scheme implementation and its introduction • Participation in the round table session of the Legislative Council's Standing Committee on Environment and Planning on the enquiry into the State Government's rate capping policy. This was an excellent opportunity for the City and representatives from surrounding municipalities to provide feedback on the effect that rate capping will have on our organisations • As part of the State Government's Connecting Regional Victoria Plan, $1.8M was allocated towards the redevelopment of the Bendigo and Eaglehawk stations and the draft Master Plan for the Eaglehawk Station was released for public comment. Minister Allan launched Bendigo Metro Rail and announced additional services at Epsom and Eaglehawk to support the roll out of the first stage of the project • As part of the Budget, it was pleasing to note that the Federal Government announced its commitment to unfreeze indexation of the Financial Assistance Grants, extended the Roads to Recovery program and recommitted to the bridges renewal program

1.2.3 Advocacy to other levels of government for funding for required infrastructure is Completed ongoing, including providing briefings about the two projects the City is seeking funding for through the next round of the National Stronger Regions Fund; rejuvenation of the Soldiers' Memorial Hall in Pall Mall and the redevelopment of the Bendigo Tennis Centre. The projects have the full support of local members. The booklet 'Supporting a Growing Regional City' was produced, which provided detailed information on the City's priority projects. This was to assist promotion of key projects to members of the Federal Government in the lead up to the Federal election but it has also been widely distributed to State Government members.

Annual Report 2015-2016 45 Strategy 1.3 Contribute to policy and strategy development being led by government and other agencies.

Council Plan Description of 2015-2016 actions Report on progress reference

1.3.1 The City's Chief Executive Officer provided leadership in contributing to policy and Completed strategy development being led by government and other agencies, including being invited to participate in the Local Government Performance Reporting Steering Committee that oversees an annual program of review and continuous improvement to the Local Government Performance Reporting Framework; making a submission to the Review of the Local Government Act; and facilitating discussions with Public Transport Victoria regarding the Bendigo Metro Rail Project. The final meeting of the Loddon Mallee Regional Managers' Forum has been held. This Forum will be replaced with the regional partnerships program Infrastructure Victoria 30 Year Strategy Local Government Reference Group. The role of this group is to provide local government perspective for the development of this strategy which will look at addressing Victoria's infrastructure needs over the next 30 years. Work will continue on development of the strategy.

Strategy 1.4 Community engagement strategies and methods are adapted and updated to improve how the community can receive information in an accessible form and provide feedback to Council.

Council Plan Description of 2015-2016 actions Report on reference progress

1.4.1 The review of the Community Engagement Strategy has been completed. The Toolkit Completed has been adopted by Council and staff training has been organised as part of the commitment to use the framework and toolkit to guide engagement opportunities, timetables and efforts to increase community feedback throughout strategy and policy development.

1.4.2 Efforts to increase public awareness about Council activities using various media Completed platforms has included further development of the e-newsletter as a means of communicating with residents and promoting community engagement opportunities. Facebook advertising is used to promote the e-newsletter and promote specific community engagement opportunities. Radio and TV advertisements and a suite of communications tools, including the City's website, Bendigo Advertiser page, GB Magazine and My Community Connect are used to promote community engagement opportunities and local events.

Strategy 1.5 Greater Bendigo residents receive responsive, accessible and inclusive customer service.

Council Plan Description of 2015-2016 actions Report on progress reference

1.5.1 Development of an Information Technology Digital Strategy suitable to meet service 95% requirements has included a number of workshops with staff across the organisation where a range of issues and opportunities were identified. The draft Strategy was circulated for comment and the final document will be presented to the Executive Management Team in the near future.

46 OUR PERFORMANCE

1.5.2 Implementation of the Customer Service Charter designed to improve satisfaction Completed with customer service and responsiveness has included an all-of-staff training program with the aim that staff will take a customer service mindset to their role and see the organisation as one team. Customer Service training was delivered to 740 (72.62%) City staff and 114 volunteers.

Community capacity building The following events and activities Economic Development Unit to play hive for the Strathdale Park were sponsored by the City to build update one of the City’s key business Regional Play Space in Crook Street the knowledge and capacity of resources • An opportunity for people to community members: • The Youth Summit provided an respond to the Greater Bendigo • Two rounds of free grant-writing opportunity for local young people Food Hub feasibility study, which will workshops for not-for profit aged 12 to 25 years throughout address food relief, education and organisations Greater Bendigo to discuss what is production • ‘Webchat’, a new way for Customer important in their lives and how to • A disability carers forum to provide Support officers to engage with the improve their community for the carers of people with a disability community via instant messaging future with the opportunity to discuss the challenges they face • Local businesses forum on how to • The 2016 Exhibition and get involved in forthcoming local Performance Subsidy Programs, • Residents were encouraged to major development projects which provide free access to Dudley register local mobile black spot House, The Capital’s Bendigo Bank locations through the Federal • Formation of a multicultural Theatre and The Engine Room (Old Government’s Mobile Black Spot Reference Group to guide Fire Station), aim to encourage Programme webpage development of the Cultural local artists and performers to Diversity and Inclusion Plan present innovative exhibitions and • Residents were invited to join the Epsom, Ascot, Huntly Flood • Formation of a Governance Group performances Mitigation Advisory Committee to guide development of the • Discount cat de-sexing vouchers to help resolve the ongoing flood Reconciliation Action Plan made available as part of an ongoing threats that Bendigo Creek, Back • The City's Partnership Grants campaign between the City, RSPCA Creek and Racecourse Creek Program that will allocate more than and participating vet clinics to pose and identify potential flood $1M to 38 non-profit groups over promote responsible pet ownership mitigation options three years • A series of community meetings for • Residents from culturally, ethnically • Workshops to help retailers to grow residents and business owners to or religiously diverse backgrounds their business in a dynamic and learn more about how to contribute were encouraged to help develop changing retail landscape to and benefit from the 2015 RACV the municipality’s first ever Cultural Great Victorian Bike Ride • An opportunity for community Diversity and Inclusion Plan members to have their say on the • An opportunity for rural residents • Free information sessions provided development of three important to dispose of empty chemical information about the grants that regional draft strategies: Greater containers with drumMUSTER, a are available to members of the arts Bendigo Rural Communities national program for the collection community Discussion Paper, the North Central and recycling of empty, cleaned, • Residents and visitors were Regional Climate Change Adaptation non-returnable crop protection and encouraged to upload stories about and Mitigation Plan, and the North animal health chemical containers their neighbourhoods to the new Central Regional Sustainable • Film making workshops for local ‘My Local Neighbourhood’ feature Agriculture Strategy young people presented by on Community Compass, which • An opportunity to find out more Cornerstore Media Productions is an online mapping service that about renewable energy including • Opportunities for community appears on the home page of the solar, battery, storage, wind power members to join the assessment City’s website allowing people to and community-owned solar at the panels for Community Grants update the map with information Discovery Science and Technology about local groups, places and Centre • A mentorship between senior volunteers and local young people events that are important to them • An opportunity for students from at the Salvation Army’s Men’s Shed or their community using the icons La Trobe University Bendigo to gain at Gravel Hill to build a unique new ‘Get active’, ‘Get creative’ and ‘Get experience working with the City’s involved’

Annual Report 2015-2016 47 • Community members were invited • Prospective Council candidates mentoring sessions by experienced to join the Rosalind Park Advisory and the broader community had business and retail coaches Committee to provide strategic a chance to hear first-hand what • Eight community members, four advice to the Council to assist with it’s like to make decisions for a disability agency members and the development of the Rosalind population of 110,000 people in five representatives from the City, Park Precinct a series of information sessions including one Councillor, came • Workshops were provided for a that included a panel of current together to form the Disability broad range of local businesses, Councillors Inclusion Reference Committee including retailers, tradespeople and • Women with disabilities were to provide advice to Council and micro business operators to provide encouraged to participate in the help make the City more inclusive valuable information on financing ‘Enabling Women’ Leadership and accessible for people with a and business expansion Program disability • An opportunity for artists to capture • Consultation with the Heathcote • A Bendigo Regional Energy Forum the spirit of the Bendigo Easter community was undertaken to for commercial/industrial business Festival was provided in partnership support planning for future services property owners and business with Arthouse Direct, Bendigo as part and community infrastructure in operators was convened to provide of the Easter Paint Out Heathcote important information on the • Free breakfast workshops were • The Economic Development Unit planned changes to demand based provided by the Economic launched a new Business Health electricity tariffs, in partnership with Development Unit to support local Check self-assessment tool as part Bendigo Manufacturing Group businesses to make informed of its ongoing commitment to assist • A variety of skill development decisions on the commercial retail local micro and small businesses workshops were held during school and hospitality opportunities within and help them to thrive holidays for young people aged 12 to the new Bendigo Hospital Project, • A unique training program called 25 years, including screen-printing, which is set to open in early 2017 The Fine Art of Retail was brought film-making for young women and • Free Manga and Stop Motion to local retailers in the Greater assistance for young people wanting Animation workshops were offered Bendigo, Loddon, Mount Alexander to enter the workforce during the school holidays at the and Central Goldfields Shires to help COG, 45 Mundy Street for young them attract and retain customers. people aged between 12 and 25 It features four specifically tailored years of age workshops along with individual

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Strategy 1.6 Programs, projects and services are guided by best practice principles and delivered to respond to community needs.

Council Plan Description of 2015-2016 actions Report on progress reference

1.6.1 The Project Management system is live and is continuing to be embedded into daily Completed operations. The 2016-2017 new capital works budget process has been undertaken using this system.

1.6.2 Quality Assurance Projects undertaken in 2015-2016 included improved Completed implementation of the Local Government Performance Reporting Framework (LGPRF), including process mapping, implementation of the Performance Evaluation System (PES), improved Early Injury Intervention and Management and Service Reviews. These projects developed quality assurance, evaluation and best practice guidelines. LGPRF reports on the performance of Council's services, PES reviews work practices and performance on an annual basis at an individual level, Early Injury Intervention will equip people managers with the skills to recognise early signs of employee injury and/or illness and the ongoing service review program will ensure that Council invests in the right services, at the right standard, in the most efficient and effective way to ensure best value.

1.6.3 The works program was completed for 2015- 2016. Major projects completed Completed included full road reconstruction of Moran Street, North Bendigo; a major drainage upgrade in Strathdale Crescent, Strathdale; East Bendigo Link road; Mitchell Street redevelopment works and other road construction and drainage works. Furness Street works will be carried forward due to the overrun in works to East Bendigo Link and increase in the scope of project at the direction of VicRoads. Options to fast-track these works are being considered.

Strategy 1.7 The organisation has the right people who succeed in delivering the best outcomes.

Council Plan Description of 2015-2016 actions Report on progress reference

1.7.1 The development of a People and Performance Strategy was not progressed further 50% this financial year as the implementation of service reviews is the priority for the organisation.

1.7.2 Key elements of the Safety Culture Review are being implemented. These have been Completed transferred to the Health and Safety Committee and will be implemented as part of the Safety Strategy, in order to strengthen the organisation’s commitment to staff safety.

Annual Report 2015-2016 49 Services The following statement provides information in relation to the services funded in the 2015-2016 budget and the persons or sections of the community who are provided the service.

Net Cost Actual Service Description Budget Variance $000

Executive The Executive Services Unit provides strategic leadership to the organisation, timely and (3,332) Services effective support to the Chief Executive Officer, Mayor and Councillors; ensures timely (3,252) and compliant Council meetings; responsive implementation of the Independent Review; (80) authoritative advice on civic administration, governance and legislative compliance and comprehensive monitoring and implementation of Council resolutions. High-level internal and external communication, high quality online, verbal, printed, radio, television and web-based communication is also provided by the Unit.

Organisation The Organisation Support Directorate advises Council on matters relating to the (440) Support Directorate, contributes to the executive management of the City and contributes to the (388) good governance of the Goldfields Library Corporation, the Bendigo Regional Archives (52) Centre Inc. and the Bendigo Stadium Finance Committee by representing the City on these bodies.

Library The Goldfields Library Corporation, of which the City is one of the four member (2,891) Services municipalities, provides a public library service at four sites throughout the municipality (3,067) in Bendigo, Kangaroo Flat, Eaglehawk and Heathcote, along with the mobile library and 176 operates the Bendigo Regional Archive Centre. Library Services provide print and digital-based resources to the community in a variety of formats including collection services, e-services, research tools and interactive learning programs. The goal is to provide free, accessible and well used print and digital based resources.

Rating and The Rating and Valuation Services Unit provides statutory valuations for rating purposes, (3,304) Valuation provides asset and insurance valuations and maintains the integrity and updates the (3,208) Services land information database. The Unit also annually levies and collects rates and charges, (96) maintains the corporate property database, maintains the central name register of ratepayers and prepares voters rolls.

People and The Information Management Unit is responsible for providing, developing and (1,423) Performance maintaining corporate Information and Communications Technology systems and (1,759) continually improving business processes. The Unit also manages records and the record 336 archive, Ombudsman requests and privacy matters.

Information The Information Management Unit is responsible for providing, developing and (146) Management maintaining corporate Information and Communications Technology systems and (496) continually improving business processes. The Unit also manages records and the record 350 archive, Ombudsman requests and privacy matters.

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Contract The Contract and Project Coordination Unit provides the organisation with centralised (716) and Project tendering and contracts processes. It also provides a Centre of Excellence in project (712) Coordination management to provide tools, techniques and training to build the organisation’s project (4) management capability and capacity. Functions include: • Full tender process management • Contract management • Assistance with business case development • Annual Capital Works program development • Maintenance and promotion of the Council Project Management Manual and procedures • Supporting and enabling Unit and Project Managers to deliver projects and services in their area of responsibility

Customer The Customer Support Unit provides an effective and efficient Call Centre as the first (913) Support point of contact for our customers. The Unit also manages events and activities in the (982) CBD on behalf of the City and delivers information and cashiering services at service 69 centres at Lyttleton Terrace, Bendigo and High Street, Heathcote.

*Cost allocated across other units

Annual Report 2015-2016 51 Service performance indicators The following statement provides the results of the prescribed service performance indicators and measures including explanation of material variations.

Service/Indicator/measure Results Material Variations 2015 2016

Governance

Transparency 3.90% 4.69% The increase of 17.33% is due to the Council decisions made at meetings closed to the public decrease in the total number of decisions made from 308 in 2014-2015 to 277 in [Number of Council resolutions made at ordinary or 2015-2016 and an increase from 12 to special meetings of Council, or at meetings of a special 13 for the number of decisions made at committee consisting only of Councillors, closed to the meetings closed to the public. public / Number of Council resolutions made at ordinary or special meetings of Council or at meetings of a special committee consisting only of Councillors] x100

Consultation and engagement 52 53 Greater Bendigo CSS Satisfaction with community consultation and 2013-2014 result = 57 engagement The index score of 53 is one point higher Community satisfaction rating out of 100 with how than the previous year of 52, which was Council has performed on community consultation and significantly lower compared with 2014 engagement and makes the performance rating for the City one point lower than the Statewide average.

Attendance 95.91% 93.21% Councillor attendance at council meetings [The sum of the number of Councillors who attended each ordinary and special Council meeting / (Number of ordinary and special Council meetings) × (Number of Councillors elected at the last Council general election)] x100

Service cost $76,118 $43,983 The cost of governance has reduced Cost of governance significantly due to 2014-2015 including expense items that were not identified [Direct cost of the governance service / Number of for inclusion under the definition of the Councillors elected at the last Council general election] ratio. 2014-2015 expenses were inflated and 2015-2016 are more in line with the definition of the ratio.

Satisfaction 51 51 Greater Bendigo CSS Satisfaction with Council decisions 2013-2014 result = 59 [Community satisfaction rating out of 100 with how The index score of 51 is the same as the Council has performed in making decisions in the previous year but significantly lower than interest of the community] the 2014 score and it is also lower (by three points) compared with the state- wide average.

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Service/Indicator/measure Results Material Variations 2015 2016

Libraries

Utilisation 4.13 4.61 Library collection usage [Number of library collection item loans / Number of library collection items]

Resource standard 64.78% 55.02% Standard of library collection [Number of library collection items purchased in the last 5 years / Number of library collection items] x100

Service cost $4.47 $3.96 Cost of library service [Direct cost of the library service / Number of visits]

Participation 16.69% 15.67% Active library members [Number of active library members / Municipal population] x100

Annual Report 2015-2016 53 THEME 2 – PLANNING FOR GROWTH

Strategic indicators The following statement reviews the performance of Council against the Council Plan including results achieved in relation to the strategic indicators included in the Council Plan.

2015-2016 Strategic Indicator/Measure Comments Result

Increase the proportion of 2011-2012 VPHA 2008= 55.8% males 56.6% females people who walk or cycle (most recent) The percentage of people who undertook sufficient physical activity to five times a week for at least 66.3% confer a health benefit in the previous week, reported at the regional level 30 minutes. (Liveability in the Victorian Population Heath Survey (VPHS 2008). This measure is indicator) calculated as the proportion of people that meet the benchmark criteria of at least five sessions per week with an accrued minimum of 150 minutes of moderate and/or vigorous activity per week. In 2008, VPHS data were collected for all Victorian Local Government Areas for the first time. The score for Bendigo was the lowest of the regional centres in Victoria and the more recent result demonstrated improvement with Bendigo result now higher than the State average of 63.9%.

Increase opportunities 5.3% The score for the number of people who use public transport to get to for people to use public work in 2011 was lower than 2006 (6%) (ABS). According to the results transport. (Liveability from the 2015, Greater Bendigo Wellbeing Survey 49% of respondents indicator) reported that they lived within a 10 minute walk of a bus stop. When the bus routes were mapped across residential areas it illustrated that most well-established neighbourhoods are also well supplied with bus services along the main transport routes but the new residential areas of Kangaroo Flat and Golden Square are poorly serviced. The results cannot be compared with earlier Wellbeing Survey results because the question was changed.

Increase medium-density 11.54% The proportion of townhouses, flats, units and apartments is decreasing housing. (Liveability despite 50% of Bendigo households having one or two people. indicator) Comparison with other regional centres in Australia indicates there is demand for a higher proportion of medium density housing options and the proportion of these in Bendigo is low (ABS 2011).

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Major initiatives The following statement reviews the progress of council in relation to major initiatives identified in the 2015-2016 budget that continue long-term land-use and capital works planning, and the design and construction of major projects.

Major Initiatives Progress

The Residential Strategy was adopted by Council in October 2014 and the amendment C215 to implement In progress the recommendations of the strategy (2014) into the Greater Bendigo Planning Scheme is being processed. Among the changes proposed by the amendment are alterations to the Municipal Strategic Statement, including a new clause – Compact Bendigo, strengthening of the Urban Growth Boundary, minor changes to the Urban-Forest Interface Policy and to include the Greater Bendigo Residential Strategy (2014) as a reference document within the planning scheme. A number of zoning and overlay changes are also proposed.

Planning Scheme Amendment C221 proposes to implement the findings of the Bendigo Urban Flood Study Completed (2013), which was commissioned by the North Central Catchment Management Authority (NCCMA) and the Council. The amendment will apply flooding controls to properties that are located in active flow paths to ensure that flooding is considered in development proposals. It will exempt planning permit requirements when certain conditions are met and introduce guidelines for various forms of development within flood prone areas. The process is progressing as planned, with public exhibition of the proposed amendment closing on June 30, 2016 and submissions currently being considered.

The processes to incorporate the Greater Bendigo Residential Strategy, Integrated Transport and Land Use In progress Strategy, Commercial Land Use and Activity Centres Strategy, and Hospital Precinct Structure Plan into the Planning Scheme through Amendments is ongoing.

The redevelopment of Bendigo Stadium is progressing as planned. Each week approximately 10,000 people Completed visit the Bendigo Stadium. The completed redevelopment will set a benchmark for high quality indoor and outdoor sporting and events facilities, including: • An indoor show court (able to be converted into three international sized courts) catering for 4,000 spectators (approx.) • Kiosk/kitchen/bar • Change rooms and court facilities • Retail and administrative areas • Twelve netball courts • Improved public access to amenities • Meeting room • Crèche • Car parking

Annual Report 2015-2016 55 The following statement provides information in relation to the Council Plan actions for 2015-2016 and the persons or sections of the community who are provided the service.

Strategic objectives

1. Greater Bendigo plans for the needs of our growing population through the preparation of long-term strategies and the development of 'major new assets' and supporting infrastructure 2. Greater Bendigo residents, businesses and communities are connected with accessible transport options 3. Planning ensures residents have access to diverse, affordable and sustainable housing choices 4. Effective telecommunication options connect businesses and community members

Strategy 2.1

To maintain the unique character of Greater Bendigo, Council delivers major projects that accommodate the growing population and diversifies the economy.

Council Plan Report on Description of 2015-2016 actions reference progress

2.1.1 The Planning Scheme Amendment to progress the development of the Marong Business Completed Park has been adopted by Council.

2.1.2 Tender assessment for the head contractor for the Greater Bendigo Indoor Aquatic Leisure Completed and Wellbeing Centre in Kangaroo Flat is underway. Early works have been completed.

2.1.3 Contract documentation for the Garden for the Future project at Bendigo Botanic Gardens, Completed White Hills is finalised. The construction package was advertised in June. The contract for construction will be awarded in August 2016.

2.1.4 Expansion and upgrade of the Bendigo Airport is progressing with all early works completed, Completed the tender awarded for construction of main runway and works underway.

2.1.5 The main contract for expansion and redevelopment of the Bendigo Stadium was awarded Completed in June 2016.

2.1.6 In partnership with the Bendigo Tennis Association, detailed designs for redevelopment of Completed the Bendigo Tennis Centre are complete. The project is currently at tender for construction.

2.1.7 Works have been completed on the fourth and final stage East Bendigo Link road. Completed

2.1.8 In partnership with Marist College Bendigo, development of a range of facilities to be shared Completed by the school and local community are progressing as planned, including: • The junior oval, car parking and three outdoor multipurpose courts are complete • Detailed designs for the senior oval, stadium and change rooms are complete • Tendering for construction of senior oval and multi- purpose pavilion is complete and the contractor has been appointed • Building construction is underway with rammed earth walls being constructed. Steel to be installed in coming weeks for the stadium and pavilion. The project is on schedule for completion of construction December 2016

2.1.9 The plan to commence implementation of the Rosalind Recreation Reserve Precinct Park Not Master Plan, including investigating the old Municipal Baths, was not funded in 2015-2016. proceeding The project will be re-submitted for consideration as part of the 2016-2017 budget process.

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2.1.10 Implementation of the Barrack Reserve Master Plan has been progressed with completion Completed of the detailed design. Tenders for construction of the Barrack Reserve Stadium and Community Facility will be considered by Council in August. Works are expected to commence in September 2016.

2.1.11 Implementation of the Eaglehawk Open Space Precinct Master Plan has been progressed Completed by completion of the detailed design for the Canterbury Park, Eaglehawk Social Club Rooms and awarding of tenders for construction. Old buildings have been demolished in readiness and site preparation undertaken. The program of works is significantly progressed, with all ground works completed and work is expected to be completed in January 2017 with landscape works to follow. The entire project is expected to be completed by April 2017.

Strategy 2.2

Council manages the planning and development of the City through the preparation of major strategies and effective amendments to the planning scheme.

Council Plan Report on Description of 2015-2016 actions reference progress

2.2.1 A number of major strategies have been completed and are being implemented through In progress planning scheme amendments, including: 75% • Greater Bendigo Residential Strategy has been adopted by Council, the Planning Scheme Amendment completed and forwarded to the Minister for Planning for approval • Integrated Transport and Land Use Strategy was adopted by Council. The Planning Scheme Amendment will be exhibited in late July or early August 2016 • Hospital Precinct Structure Plan was exhibited, adopted by Council and the Planning Scheme Amendment approved by the Minister for Planning • Maiden Gully Precinct Structure Plan is complete. The Development Contributions Plan is near finalisation and is awaiting sign off with VicRoads • Commercial Land and Activity Centres Strategy is complete and has been adopted by Council. The Planning Scheme Amendment will be exhibited August/September 2016

2.2.2 The project to review and improve planning systems and procedures is proceeding. The Completed delegated panel process was reported to Council and is a success story, creating many efficiencies for the City and the community.

2.2.3 The Strathfieldsaye commercial centre Urban Design Framework project is progressing. 50% Initial workshops have been held and a Community Reference Group formed. Workshops to discuss the draft design with community members have been successful. The project is expected to be completed by the end of 2016. The Maiden Gully commercial centre Urban Design Framework project was deferred and will be undertaken in 2017.

Annual Report 2015-2016 57 Strategy 2.3

Sustainable transport options are supported in the Connecting Greater Bendigo Integrated - Transport and Land Use Strategy (ITLUS).

Council Plan Report on Description of 2015-2016 actions reference progress

2.3.1 Almost half of the 154 actions from the ITLUS have been commenced with a program of Completed community engagement, targeted infrastructure and recommended developments. There is particular focus on healthy active travel and travel behaviour change, with schools and major employers the primary target audiences. This is the first year of a five to 10 year implementation program.

2.3.2 Increased resources have allowed for additional construction of new footpaths, shared Completed paths and added connectivity of pedestrian and cycle paths, including: • Construction of the Back Creek Shared Path was completed, which included $100,000 additional funding sourced from the TAC for the McIvor Highway underpass • New footpaths were constructed at Myrtle Road, Ascot; Waratah Road, Huntly; Station Street, Epsom; Specimen Hill Road, Golden Square; Arnold Street, Bendigo; Midland Highway, Huntly; Olympic Parade, Kangaroo Flat • Footpaths have been reconstructed at Sternberg Street, Kennington; Condon Street, Strathdale; Wellington Street, Strathfieldsaye; Laurel Street, Golden Square; Lucan Street, Bendigo and Calder Highway, Kangaroo Flat

2.3.3 Tablets have been issued to staff in the maintenance area to update the Conquest system Completed electronically to allow for proper reporting to meet Road Management Plan requirements. The backlog of maintenance works on footpaths through grinding and slab replacement has been reduced significantly due to the availability of additional maintenance funding.

2.3.4 Work to construct the final link from the Heathcote head of the O’Keefe Rail Trail to the 20% Heathcote Visitor Information Centre via Heathcote Health is awaiting finalisation of the land-use agreement with Heathcote Health.

2.3.5 In partnership with relevant user groups, advocacy with the State Government to develop Completed the ‘Bendigo Metro Rail’ strategy has been successful, with the Minister announcing the first stage of the project has been funded.

2.3.6 Council is working in partnership with VicRoads to ensure the outcome of improvements Completed to Napier Street, White Hills are consistent with the ITLUS. Joint meetings and community consultations activities have been undertaken and initial designs have been prepared. VicRoads provided Councillors with a briefing.

Strategy 2.4

Increase access to IT communications options for residents and visitors.

Council Plan Report on Description of 2015-2016 actions reference progress

2.4.1 The VicFreeWiFi network was successfully launched in central Bendigo in December 2015. Completed

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Strategy 2.5

Housing options provide broader choice in order to meet current and future community expectations and needs.

Council Plan Report on Description of 2015-2016 actions reference progress

2.5.1 The draft of the Greater Bendigo Housing Strategy and Audit has been finalised in In progress readiness for internal review and Council consideration. Consultation was held with the 80% land development industry as a major input to finalising the audit, which will be used as a baseline for future planning.

Services

The following statement provides information in relation to the services funded in the 2015-2016 budget and the persons or sections of the community who are provided the service.

Net Cost Actual Service Description Budget Variance $000

Planning and The Planning and Development Directorate advises Council on matters relating to the (427) Development Directorate and contributes to the executive management of the City. (389) (38)

Statutory The Statutory Planning Unit facilitates planning and delivery of timely and quality planning (2,555) Planning decisions, provides a heritage advisory and heritage architecture service and implements (2,694) Planning Scheme Amendments, including the Bendigo Flood Study and the Marong 139 Business Park. Many of the services delivered by the Statutory Planning Unit are in accordance with State Government legislation.

Strategy The Strategy Unit facilitates, coordinates and develops strategies, plans and advice that (1,752) provide direction and guidance for Council to make decisions and implement projects, (1,848) planning scheme provisions, land use change, social and community development, health 96 and wellbeing, integrated transport and the heritage management for the municipality.

Major Projects The Major Projects Unit focusses on major projects that involve significant funding from (677) external sources, requiring significant stakeholder engagement and require detailed (667) planning, design and delivery. (10) The Unit contributes to the economic, cultural and social prosperity of our region by effectively delivering identified major projects, successfully cooperating with partner organisations and proactively developing new initiatives including the Greater Bendigo Indoor Aquatic and Wellbeing Centre, the Bendigo Stadium expansion and the Bendigo Airport and, in doing so, continues to raise the municipality’s profile as an exceptional place in which to live, work, invest and visit.

Annual Report 2015-2016 59 Service performance indicators The following statement provides the results of the prescribed service performance indicators and measures including explanation of material variations.

Service/Indicator/measure Results Material Variations 2015 2016

Aquatic Facilities

Service standard 2.23 2.54 Health inspections of aquatic facilities [Number of authorised officer inspections of Council aquatic facilities / Number of Council aquatic facilities]

Health and Safety 0 1 2014-2015 had no reportable incidents Reportable safety incidents at aquatic facilities and 1 reported for 2015-2016 therefore the percentage is 100% variation. [Number of WorkSafe reportable aquatic facility safety incidents]

Service cost $0.04 $0.03 This facility is leased. Council does not Cost of indoor aquatic facilities have operational control. [Direct cost of indoor aquatic facilities less income received / Number of visits to indoor aquatic facilities]

Service cost $6.63 $4.44 Cost of outdoor aquatic facilities [Direct cost of outdoor aquatic facilities less income received / Number of visits to outdoor aquatic facilities]

Utilisation 5.60 4.83 Utilisation of aquatic facilities [Number of visits to aquatic facilities / Municipal population]

Roads

Satisfaction of use 43.75 39.71 Sealed local road requests [Number of sealed local road requests / Kilometres of sealed local roads ] x100

Condition 0.53% 99.80% NB: There was a mistake with Sealed local roads below the intervention level presentation of the results for the 2014- 2015 year. The results can be compared [Number of kilometres of sealed local roads below the by subtracting the 2014-2015 result from renewal intervention level set by Council / Kilometres of 100 = 99.47% sealed local roads] x100

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Service cost $83.55 $99.17 The increase in 2015-2016 is due to more Cost of sealed local road reconstruction complex reconstruction works being undertaken. Types of works vary from [Direct cost of sealed local road reconstruction / Square year to year depending on the project metres of sealed local roads reconstructed] type being undertaken.

Service Cost $6.02 $4.46 This category is made up of several seal Cost of sealed local road resealing types with various costs to deliver. During 2014-2015 council undertook a higher [Direct cost of sealed local road resealing / Square volume of asphalt seals, which is one metres of sealed local roads resealed] of the more expensive seals per square meter.

Satisfaction 61 56 The result has declined significantly Satisfaction with sealed local roads in the year. The result is slightly better than the state average (54). The groups [Community satisfaction rating out of 100 with how reporting the largest fall in satisfaction council has performed on the condition of sealed local were men, Eaglehawk residents, and roads] residents aged 65+ years.

Statutory Planning

Timeliness 49.88 52.40 Time taken to decide planning applications days days [The median number of days between receipt of a planning application and a decision on the application]

Service standard 76.88% 68.80% Planning applications decided within 60 days [Number of planning application decisions made within 60 days / Number of planning application decisions made] x100

Service cost $2,026 $2,586 The cost of statutory planning service has Cost of statutory planning service increased per assessment received due to the number of planning applications [Direct cost of the statutory planning service / Number of received reducing by 25% in 2015-2016 planning applications received] in comparison to 2014-2015. Expenses remained constant over the last two years.

Decision making 76.47% 83.33% Council planning decisions upheld at VCAT [Number of VCAT decisions that did not set aside council's decision in relation to a planning application / Number of VCAT decisions in relation to planning applications] x100

Annual Report 2015-2016 61 THEME 3: PRESENTATION AND VIBRANCY

Strategic indicators The following statement reviews the performance of Council against the Council Plan including results achieved in relation to the strategic indicators included in the Council Plan.

Strategic Indicator/ Result Comments Measure

Increase access to parks >75% reported using The Active Living Census (ALC) was sent to all residents of Bendigo in or open spaces close open spaces at least 2014, 17,437 individual responses were received and indicated 32.9% of to where people live. once in the last year residents reported walking for exercise each week. (Liveability indicator) (ALC 2014) An overlay map, which shows the distribution of parks and open spaces across the municipality and their proximity to residential areas, illustrates a number of residential areas that are poorly serviced. Respondents to the 2015 Greater Bendigo Wellbeing Survey reported that paths, facilities, including toilets and seats, and trees are the most important characteristics for open spaces.

Decrease crimes against 8,257 The rate, per 100,000 of population, for total crime is higher than the people including (April 2015 to March previous score (7,513) and higher than the Victorian score (Victoria rape, sex, robbery, 2016) Police 2016). Property crime is the biggest component of the score. All assault and abduction. forms of crime have increased. (Liveability indicator) Bendigo ranks 15th in Victoria when compared to other municipalities for incidents of family violence. http://www.greaterdandenong.com/document/18464/statistical-data- for-victorian-communities There is some evidence that increased awareness across society about violence against women and changing community values about its unacceptability has resulted in higher rates of reporting.

Maintain child 94.45% Victorian average score in January 2016 = 93.2% immunisation (Jan 2016) (Australian Childhood Immunisation Register). completion rates to be The significant improvement over recent years has resulted from better than the state targeted local interventions. Stronger compliance requirements, average. (Bendigo including ‘No-Jab-No Play’ for pre-school children and linking ‘No-Jab- population=93.9%; No Pay’ to payment of the Family Tax Benefit for children aged 10-20 Indigenous years, will bring further improvements. persons=50%)

Reduce obesity. 56.9% The score for Bendigo is somewhat worse than all of the other regional (Liveability indicator) (ABS 2011) centres, and the state as a whole (48.6%). The suburban comparison from the 2015 Greater Bendigo Wellbeing Survey, based on self- reporting, illustrates considerable variation between localities.

Increase the proportion 45.6% Bendigo is somewhat worse than most other regional centres and the of people who meet (ABS 2011) state as a whole (51.8%). recommended fruit 9.5% of Bendigo adults meet vegetable dietary guidelines, with rates for and vegetable dietary males lower than the rate for females (ALC 2014). Results from the 2015 guidelines. (Liveability Greater Bendigo Wellbeing Survey show variations between localities in indicator) those meeting the fruit and vegetable consumption recommendations. Respondents living in the suburbs of Long Gully, West Bendigo, Ironbark and Huntly reported the lowest proportions meeting both fruit and vegetable consumption recommendations in the municipality.

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Increase social 74.9 Victorian average score = 72.3%. The question compared levels of connection. (VicHealth Indicator 'Satisfaction' with 'Feeling Part of the Community'. Community strength (Liveability indicator) Survey 2011) is found in the human relations that people draw upon for identity, interaction and support. A strong community is one where people understand and work towards sustainability and is inclusive of the most disadvantaged groups. To do this people need to be involved, feel capable of working through issues and feel supported by their fellow citizens.

Improved community Not surveyed Greater Bendigo CSS 2014-2015 result = 74 satisfaction rating for Greater Bendigo CSS 2013-2014 result = 77 the appearance of public areas.

Community satisfaction Not surveyed Greater Bendigo CSS 2013-2014 result = 70 with community and Greater Bendigo CSS 2013-2014 result =75 cultural activities.

Major initiatives Major initiatives of Council for the 2015-2016 financial year relate to the continuation of planning, design and construction of open space, social and recreation facilities that provide opportunities for people to be healthy, connected and active. These projects are:

Major Initiatives Progress

The operations of Ulumbarra Theatre are fully functional, a wide range of programs is offered and patronage Completed is high.

Coordination and streamlining of bookings for City's open space facilities has improved efficiency and Completed customer experience.

Increased capacity in Maternal and Child Health Services, especially for vulnerable community groups has Completed ensured service requirements have been met.

Annual Report 2015-2016 63 The following statement provides information in relation to the Council Plan actions for 2015-2016 and the persons or sections of the community who are provided the service.

Strategic objectives

1. High quality public space infrastructure, programs and services are planned and delivered that support the City to be Australia’s most liveable regional city 2. Diverse sporting, recreational and artistic experiences are offered for residents and visitors 3. Activities, groups and networks enable people to be connected and feel welcome 4. Greater Bendigo is a child friendly city where people report improved health and wellbeing and they can feel safe 5. Greater Bendigo is a drawcard for visitors

Strategy 3.1

Greater Bendigo has attractive and accessible parks, public places and streetscapes that are widely used, and enable people to be healthy and active.

Council Plan Report on Description of 2015-2016 actions reference progress

3.1.1 Ticket sales activity and corporate use statistics indicate the Ulumbarra Theatre profile is Completed well known. A diverse range of performances suitable for all age groups is being offered, with some events now being staged that were previously not possible in Bendigo because of limited stage size.

3.1.2 Community strategies, policies and projects that support active healthy living have been Completed implemented, including preparation of the Commercial Fitness Operators Policy to be presented to Council for adoption. The Active and Healthy Framework has been updated. The Fees and Charges and Hierarchy of Facilities Policies are nearing completion and the Capital Contributions Policy is nearing completion.

3.1.3 The Parks and Natural Reserves Unit has delivered high quality services to maintain parks Completed and natural reserves to agreed standards.

3.1.4 Works on irrigation upgrades have been completed with Irrinet installed at Marist College Completed Bendigo ovals and Crusoe College in 2015-2016.

3.1.5 Preparation of the Public Space Plan has commenced with consultation and inventory work In progress undertaken, a Reference Group formed and Steering Committee established. 90% An Issues Paper has been completed and made available for feedback. The project is scheduled for completion in mid-2017.

3.1.6 A number of activities to invigorate the Central Business District (CBD) and bring people Completed together for pleasure and leisure have been conducted to augment the Marilyn Monroe exhibition at Bendigo Art Gallery. Seven Moonlight Markets brought large numbers of people into the CBD on Saturday evenings from spring to autumn, with many choosing to spend time at the market and then stay in town to patronise local pubs, bars and restaurants. Children’s activities in Hargreaves Mall have included FunLoong’s third birthday party and school holiday 'fun days'. Other activities included Vibrant Central Bendigo’s Street Festival, St John Mobile CPR Training and the Small Business Bus. There were a total of 111 activities during the 2015-2016 year. An expression of interest process inviting new ideas and encouraging entrepreneurs and community groups to consider the CBD when next planning an event is complete.

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Strategy 3.2

Residents and visitors are able to access good quality sports and recreational leisure facilities that are fit for purpose and enable them to celebrate their active artistic, cultural, sporting and social lives.

Council Plan Report on Description of 2015-2016 actions reference progress

3.2.1 The Arts and Cultural Development Team provides an annual program of art-based events Completed and activities in partnership with a range of arts organisations through the delivery of the Capital Community Connect program. The team is currently working with Bendigo Library, Crib Makers Market and Make A Change Australia to achieve this. Dja Dja Wurrung Clans Aboriginal Corporation participated in the Ulumbarra – Gather Together Festival. Carnival Electro Live (CEL) #1 Phobia, a youth engagement and arts project developed by Punctum will be utilising the Old Fire Station for specific periods across the next few months. A collaboration with Bendigo Writers Festival has been undertaken to develop a broad program for 2016. In partnership with the Rotary Club of Bendigo South a major event, featuring Marina Prior and the Welsh Choir was staged, as well as Bendigo Senior Secondary College Musician of the Year. A total of $20,000 was raised.

3.2.2 High quality services and upgrades were provided to parks, natural reserves and Completed streetscapes to ensure they meet liveability and legislative benchmarking. Work includes implementing Council’s Tree Management Strategy and upgrading sports fields, play spaces and furniture, including undertaking prescribed inspections of assets and reviews to ensure service delivery meets both customer and organisational requirements and service standards.

3.2.3 In order to ensure high quality presentation and cleanliness of streets and public spaces the Ongoing CBD area of central Bendigo is cleaned daily and the roads, bike paths and major footpaths in other areas of urban Greater Bendigo are cleaned on a rotational basis with a minimum target of five cleans per year.

Strategy 3.3

Greater Bendigo is a community that values its heritage, arts facilities and major events, and supports arts and cultural experiences.

Council Plan Report on Description of 2015-2016 actions reference progress

3.3.1 Community arts events and arts in public spaces are supported through the activities of Completed Capital Venues and Events. Resident groups of all ages are engaged in a range of cultural experiences through the delivery of the annual Capital Community Connect events program. Expert advice and support is provided to community arts groups to assist them to meet their goals, including assisting Elmore Progress Association and Elmore Memorial Hall Committee to develop a participatory arts based project for their community.

Annual Report 2015-2016 65 3.3.2 In 2015-2016 the Major Events Unit successfully attracted, retained and assisted a diverse Completed range of major events across Greater Bendigo. New events have included: Global Chaplains Conference, Basketball Victoria Country Championships, Bendigo International Squash Tournament, Australian Country Classic Bodybuilding, Australian Clubs Gymnastics Championships, National Clubs Soccer Championships, AAA Basketball tournament. Continuing events that were supported included the Australian Sheep and Wool Show and Bendigo Fashion Festival.

3.3.3 The major international Marilyn Monroe exhibition and sculpture have been drawcards to Completed Bendigo in 2016. This exhibition continued until July 10, 2016. A full report will be prepared. Early results are that 143,500 people visited the exhibition in 128 days and more than 7,000 volunteer hours were given.

3.3.4 The Capital Venues and Events program team ensures the diversity of programming is Completed maintained, offering regular performing arts and entertainment events for all audience groups and ensuring the profile of options available remains high. Ulumbarra Theatre gives the programming team further opportunity to broaden the mix of performing arts product in a multi-purpose and versatile space. The Engine Room Presents toured Reception The Musical to Heathcote, Elmore and Pyramid Hill. The Bendigo Writers Festival also presented Gideon Haigh at Dunolly Historic Court House.

3.3.5 Council has been collaborating with Bendigo Heritage Attractions (BHA) to ensure that it's Completed business plan supports its long term future and direction. A dedicated City resource has been allocated to work with BHA management and board; communication processes have been streamlined and the new strategic directions for BHA have been presented to Council.

Strategy 3.4

The reputation, profile and attraction of Greater Bendigo and the region are further enhanced through effective promotion.

Council Plan Report on Description of 2015-2016 actions reference progress

3.4.1 The Tourism Unit has reviewed its digital presence regarding the current website and found Ongoing it is not keeping pace with the technology and changes in consumer preferences. 60% Staff have worked with the surrounding shires (Mount Alexander, Loddon and Central Goldfields) and they have agreed to adopt the same digital technology and will share one tourism site. This means that the consumer only needs to go into one website for information about the entire region. A project plan has been developed but as this is a bigger project than first envisaged (with the regional shires involved), it will not be completed until the second half of 2016. In the interim, bendigotourism.com is being made mobile responsive to meet consumer trends.

3.4.2 Bendigo Tourism has executed a major marketing plan that has attracted significant Completed visitation to the Marilyn Monroe exhibition from Melbourne, regional Victoria, interstate and internationally. The ‘other things to do’ strategy has been promoted across the region to complement the ‘Marilyn’ campaign. Accommodation, restaurants, cafes and retail experienced strong patronage. The Visitor Guide (50,000 copies), Dining and Shopping Guide (50,000 copies) and the Marilyn Monroe Pocket Guide were circulated in key visitor markets.

66 OUR PERFORMANCE

Strategy 3.5

People are supported to learn about and make decisions that enable them to be safe and the healthiest they can be.

Council Plan Report on Description of 2015-2016 actions reference progress

3.5.1 Local Government Authorities were encouraged to develop Cluster Emergency Management Completed Plans (CEMPs) in anticipation this approach would be supported within the Emergency Management Act (EM ACT) review. The local CEMP process was nearing completion when the City received advice that CEMPs were no longer likely to be supported within the proposed EM Act. This meant the City had to review its Municipal Emergency Management Plan in preparation for a July audit process. The City will continue to collaborate with neighbouring municipalities to promote emergency management knowledge, skill and resource sharing (which was a strength of the CEMP model).

3.5.2 As part of the strategy to assist and encourage vulnerable people and their families to Completed prepare a plan for extreme weather periods and emergencies, HACC assessment staff: • Provided Red Cross Rediplans to prompt clients to develop their own emergency plan • Provided a Heatwave Information Kit in November 2015 to all clients ahead of the predicted extreme summer conditions and included information on planning for emergencies and managing in extreme heat; ie. how to stay cool, the importance of fluid intake, a thermometer and hand fan • Ensured that vulnerable people are on the Vulnerable People Register in case of an emergency • Sent a newsletter to HACC clients, which included a reminder on preparing for extreme weather periods

3.5.3 Environmental Health Services has provided education about public health protection Completed standards and implemented a range of strategies that assure community safety. The following activities have been conducted: • Education visits to tobacco retailers, workplaces, eating establishments and outdoor areas/playgrounds in line with the Municipal Association of Victoria funding agreement • Provision of advice, education and information to community members regarding the requirements of smoke free environments around certain government buildings, schools, child care centres and playgrounds • Presentation of safe food handing and hand washing education to a group of school aged children • Presentation to TAFE students on roles and responsibilities under the Food Act • Participation in a number of meetings with the community and Parks and Natural Reserves around land management fire safety • Establishment of a joint/shared planning meeting with the City, the Department of Environment, Land, Water and Planning, and Parks Victoria staff around fire management • Facilitation of a changed approach to Municipal Fire Management Planning meetings to focus on strategic risk management • Attending regional fire brigade meetings and ward meetings to build relationships and encourage the community to plan around fire management • Conducting multiple education visits with aged care facilities on methods to maintain infection control during outbreaks From the period of July 1, 2015 to June 30, 2016 staff conducted: • 760 food premises assessments and conducted 215 non-compliance inspections • 262 health premise inspections • 130 food sampling visits • Monitored the urban lakes for blue green algae and public swimming pools for microbiological testing

Annual Report 2015-2016 67 3.5.4 The third year actions of 2012-2016 Domestic Animal Management Plan have been Completed implemented. The new draft 2016-2021 plan has been adopted by Council and public comments are currently being received for consideration.

3.5.5 Ensuring building codes and standards are met is an important aspect of protecting public Completed safety. The Municipal Building Surveyor and Building Inspectors will respond to requests, complaints and notification of any illegal or unauthorised building works or activities. Notices and orders are issued according to our building policy.

3.5.6 Funding for the Healthy Together Victoria initiative has ceased. Activities will continue to Completed be delivered within existing budgets until June 2016, at which point the City will reassess its role and capacity in this space. Some of the key initiatives delivered this financial year include: • Active Living Census: 13 presentations have been provided to various groups, including internal and external organisations such as Parks Victoria and community members at ward meetings and information sessions. Application submitted for a VicHealth Award for this project • Children’s Active Travel initiatives: 26 Primary Schools have registered (57%) for the Walk to School program. Highest registration rate since Healthy Together Bendigo first implemented the program in 2013. Active Travel, Healthy Kids Guide successfully launched on 10 September 2015 at Huntly Primary School. The guide is designed to assist local schools to increase the levels of walking and cycling in their community • Supermarket Research Project: IGA / Deakin University / City of Greater Bendigo project. Preliminary analysis has shown first of three interventions (health promoting changes to end of aisle and island bin displays) has led to positive changes for customers and the retailer. The second intervention operated for six weeks, followed by a third intervention in early 2016. An EOI has been submitted for a National Health and Medical Research Council partnership grant to further progress this work beyond the initial funded period. • Healthy Food Connect: the Bendigo Regional Food Alliance has 18 steering group members and 24 network members. The steering group meets monthly and has developed a 2015-2017 action plan, logo and branding. Urban Agriculture Working Group established. • A ‘Healthy Choices’ category has been introduced into the Bendigo Dining and Shopping Guide, allowing food businesses to promote healthy choices available for purchase at their outlet (to be shown using a ‘H’ icon). Food outlets that meet a set of nutrition criteria will be awarded with ‘H’ icon. Completed projects: • Bendigo Regional Food Alliance • Food Information Portal • Bendigo Stadium Healthy Choices Accreditation Healthy Together Bendigo has been incorporated into City policies and plans such as ITLUS, the Residential Strategy and the draft Public Space Plan.

68 OUR PERFORMANCE

Strategy 3.6

Greater Bendigo has inclusive and equitable communities where people feel welcome and connected to others.

Council Plan Report on Description of 2015-2016 actions reference progress

3.6.1 The Home and Community Care Services Review has been completed and Completed recommendations are being implemented. The Early Childhood Services Review has been completed and actions have been incorporated into the Draft Municipal Early Years Plan. The Bendigo Early Learning Centre was closed as planned in December 2015.

3.6.2 Activities designed to ensure that services are appropriate to meet the needs of children and Completed young people have included: • Council adopting the new Municipal Early Years Plan implementation of priority actions is progressing • Development of a new Youth Strategy has commenced • The City continues to collaborate on service integration opportunities plus service gaps with other key stakeholders through The First Quarter (0-25 years) Leadership Group.

3.6.3 Activities designed to promote equitable and inclusive communities have included: 90% • The City's Human Rights Charter continues to be promoted throughout the organisation and several staff awareness / training sessions have been delivered • The Reconciliation Action Plan was adopted by Council at the June 29 Council meeting • The draft Cultural Diversity and Inclusion Plan will be presented to Council for endorsement in July and then to be released for public comment

3.6.4 The commitment to continuing to improve the accessibility of Greater Bendigo public Ongoing places and buildings has been reinforced through implementation of actions in the revised 75% Community Access and Inclusion Plan (2015). Progress is being monitored. The program to upgrade accessibility of public buildings and public spaces has continued as funding has allowed. This is a progressive roll out over a series of years and initiatives.

3.6.5 Agreed actions that build and improve the physical and emotional wellbeing of children Completed within Greater Bendigo are guided by the Municipal Early Years Plan that reflects a whole- of-community approach, including key partnerships with service agencies, the State Government, children and families. The plan ensures City will continue to provide: • Public and school immunisation sessions for infants and younger children to prevent infectious diseases • Maternal and Enhanced Child Health Services, Early Childhood Centres, playgroups and the Off To An Early Start (OTAES) program to support at-risk and vulnerable families • Infrastructure planning in new growth areas, including upgrades and new pre-school facilities • Participation in The First Quarter Leadership Group, a cross-agency forum • Participation in the regional Children and Youth Area Partnership, run by the State Government • Involvement in the Education Council/City Leadership Group • Participation in the national ‘Kids in Community Study’ – research into how community level factors impact children’s development outcomes • Contribution to the ‘State of Bendigo’s Children Report’ • Delivery of a number of children participation events, such as FunLoong Fun Day and National Play Group week activities • Improvements to the built environment, including active travel infrastructure, play spaces and parkland • The Communities for Children (C4C) program • Strathfieldsaye Community Hub schematic plans are currently being developed including a Maternal and Child Health Centre.

Annual Report 2015-2016 69 Strategy 3.7

Structured community engagement, community planning and community development programs support our residents and communities, particularly those who may experience isolation.

Council Plan Report on Description of 2015-2016 actions reference progress

3.7.1 This year Elmore and Kamarooka have completed their community plans. Elmore Progress Completed Association recently launched their new website. Three meetings have been held with the combined communities of Raywood, Neilborough, Sebastian and Woodvale. These are designed to facilitate closer links between the communities for mutual benefit and information exchange. Combined communities social activities are being planned. Eaglehawk Business and Community Network are being assisted to review their Community Plan (3556 Community Plan), as are the Woodvale and Sebastian communities and a first draft has been discussed within each of these communities, with a view to finalisation in the near future. The undertaking to review community planning processes across the municipality will be completed as part of the service review program.

3.7.2 Council is enabled to support implementation of actions that build community resilience Ongoing and self-reliance by having good quality evidence to use as the basis for recommendations. 90% The Greater Bendigo Wellbeing Survey 2015 was undertaken and following analysis of results, the completed report was prepared for Council consideration. The draft Rural Communities Strategy has been presented to Council and a community engagement process is being undertaken and seeking feedback. Mapping work undertaken for the updated report against the Greater Bendigo Liveability Indicators 2016 has illustrated disparities between localities in the urban and rural areas.

3.7.3 A structured approach to community engagement and development has been established Completed for all new projects. This approach is most closely aligned to the International Association of Public Participation's IAP2 Spectrum. Some staff have received IAP2 accreditation and a refinement of the City's policy and framework has been completed (as part of the Independent Review implementation). The refinements enable easier consideration and implementation of engagement processes. Recruitment of a dedicated community engagement coordinator will commence shortly.

Services

The aim is to ensure there are choices in activities, education and housing. Entertainment, sporting facilities and open spaces must be well maintained. Criteria applied when considering new initiatives include ensuring they are developed on the basis of equity to meet gaps in existing services or provide better access to existing services for members of the public. Outcomes that specifically encourage physical activity and those that promote mental and physical wellbeing are valued. At the same time preservation and/ or promotion of the municipality's physical and cultural heritage remain important criteria. The following statements provide information in relation to the services funded in the 2015-2016 budget and the persons or sections of the community who are provided the service.

70 OUR PERFORMANCE

Net Cost Actual Service Description Budget Variance $000

Capital Venues The Capital Venues and Events Unit provides quality performing arts programming and (2,416) and Events activities to the central Victorian region and provides facilities and opportunities for (2,145) participation in the arts. (271)

Bendigo Art The Bendigo Art Gallery develops and delivers exhibitions, public programs and associated (622) Gallery events that are appealing to a range of audiences. The Gallery also encourages philanthropy (2,305) and supports the Bendigo Art Gallery Foundation. Marketing opportunities are developed 1,683 for the Gallery that are linked specifically to the exhibition program and that continue to consolidate the Gallery as a national leader within the cultural sector.

Community The Community Wellbeing Directorate advises Council on matters relating to the Directorate (512) Wellbeing and contributes to the executive management of the City. (499) (13)

Active and The Active and Healthy Communities Unit is a multi-disciplinary team for the planning, design, (4,341) Healthy management, maintenance and creation of public access to sport and leisure opportunities (4,423) for the residents of and visitors to Greater Bendigo. The Unit improves the health and Communities 82 wellbeing of residents in the Greater Bendigo region by encouraging and supporting healthy lifestyles in order to increase physical activity, fruit and vegetable consumption, and decrease smoking and harmful alcohol use. The Unit connects with early years centres, primary and secondary schools, and medium to large scale businesses to assist in achieving and promoting healthy environments.

Community The Community Services Unit delivers a broad range of services for the early childhood (2,032) Services target group and their families, including health promotion, prevention, care, education and (2,981) advocacy. It provides support to frail older people, people with disabilities and their carers, 949 whose capacity for independent living is at risk or who are at risk of premature admission to long term residential care.

Community The Community Partnerships Unit prepares and implements social policy and community (3,150) Partnerships development programs for the City. It works directly with a wide range of individuals (3,339) and groups to deliver on Council’s commitment to social inclusiveness, resilience, 189 connectedness and capacity. Through collaborative decision making, it undertakes work focussed on cultural diversity, disability inclusion, positive ageing, international relations, early years planning, youth development, emergency response and recovery, crime prevention (particularly family violence), and small town and rural development. The Unit also delivers a series of community grants programs and works closely with organisations to build their capacity, achieve common goals and enhance community wellbeing.

Environmental The Environmental Health Unit supports people to learn about and make decisions that (905) Health and enable them to be connected, safe and the healthiest they can be. (1,173) Local Laws The aims are: 268 • A community that is free from communicable disease • Safe business practices at registered premises, including food and health premises • A community where tobacco is not sold to minors • The capability and capacity of the City to meet its obligations in the management of emergencies is enhanced • A community that is informed and prepared to respond to fire risks Local laws developed by Council deal with important community safety, and peace and order issues such as public health, management of council property, environment and amenity. Local laws often apply to noise, fire hazards, abandoned vehicles, parking permits, street stalls, disabled parking, furniture on footpaths, graffiti, burning off, animals in public spaces and nuisance pets.

Annual Report 2015-2016 71 Engineering The Engineering and Public Space Unit provides a network of road and footpath (2,371) and Public infrastructure to service the mobility requirements of the municipality. (2,798) Space The functions of the Unit include: 427 • Investigation and development of capital works projects/program for civil infrastructure and public spaces • Development of capital works program for civil infrastructure • Development of strategic planning documents relating to civil infrastructure and landscape • Overseeing civil and open space infrastructure development within new residential subdivision developments • Concept and detailed designs of civil infrastructure, open space, urban design and recreation projects • Asset management for civil infrastructure and open space assets • Development and maintenance of Geographic Information System (GIS mapping) for use across the organisation • Managing the City’s asset management system including the management of asset conditions, valuation and depreciation information • Implementing the Urban Stormwater Management Plan and ensuring the drainage infrastructure is able to respond to heavy rainfall events • Project management of the construction of capital works projects via both internal and external resources • Provision of expert advice in the development of strategic planning documents developed by the City • Management of the traffic network on local roads • Provision of planning advice and supervision of works in relation to civil infrastructure and public space • Collection of feature survey information for various departments • Data collection on condition and utilisation of infrastructure assets The Unit is responsible for implementation of the Bendigo Botanic Gardens Masterplan and ITLUS actions.

Parks and The Parks and Natural Reserves Unit provides a safe network of open space that meets the (10,869) Natural needs of users to participate in a variety of recreational activities, including sports fields. The (10,163) Reserves Unit also protects and enhances the natural environment through the implementation of (706) management strategies and practices.

Works The Works Unit ensures essential infrastructure is constructed, maintained and renewed to (11,313) meet the needs of current and future residents, including: (11,588) • Provision of a network of sealed local roads under the control of the municipal council to 275 all road users that is safe and efficient • Other civil construction projects such as roads, bridges, drains, footpaths, kerb and channel, carparks, and recreation and sporting facilities • Providing vehicle and pedestrian traffic management for major events in the City • Responding to emergencies and natural disasters • The Works Unit also manages the plant and equipment renewal and capital works programs for the Depot operation areas of Parks and Natural Reserves, Waste Services and the Works area

Bendigo The Bendigo Livestock Exchange is a National Saleyard Quality Assurance (NSQA) and (267) Livestock European Union (EU) accredited sheep, cattle and pig selling complex, which conforms to (159) Exchange the Occupational Health and Safety Management System for saleyards. (108) The Bendigo Livestock Exchange provides operation and management of: • Weekly prime lamb/sheep/prime cattle sales • Number of special store sales conducted throughout the year • Maintenance on all the yards • Effluent treatment plant • Truck wash down facility • Canteen

72 OUR PERFORMANCE

Service performance indicators

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

Service/Indicator/measure Results Material Variations 2015 2016

Food Safety

Timeliness 0 2.81 Time taken to action food complaints [Number of days between receipt and first response action for all food complaints / Number of food complaints]

Service standard 82.22% 88.92% Food safety assessments [Number of registered class 1 food premises and class 2 food premises that receive an annual food safety assessment in accordance with the Food Act 1984 / Number of registered class 1 food premises and class 2 food premises that require an annual food safety assessment in accordance with the Food Act 1984] x100

Service cost $410.88 $322.22 The Food services area operated the Cost of food safety service 2015-2016 period with less resources throughout the major part of the year, [Direct cost of the food safety service / Number of food this vacancy resulted in costs being lower premises registered or notified in accordance with the in 2015-2016. Food Act 1984]

Health and safety 100% 93.55% Critical and major non-compliance outcome notifications [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

Home and Community Care (HACC)

Timeliness 0 8.60 Time taken to commence the HACC service [Number of days between the referral of a new client and the commencement of HACC service / Number of new clients who have received a HACC service]

Service standard 77.78% 88.89%. The figure reported for 2014-2015 was Compliance with Community Care Common Standards incorrect. It should have been 88.89%. [Number of Community Care Common Standards The last Audit of Community Care Common expected outcomes met / Number of expected Standards was March 28, 2013. The next outcomes under the Community Care Common Audit was postponed until 2017 due to the Standards] x100 HACC transition from State Government to Federal Government.

Annual Report 2015-2016 73 Service/Indicator/measure Results Material Variations 2015 2016

Service cost $0.00 $46.40 The figure reported for 2014-2015 was Cost of domestic care service incorrect. It should have been 88.89%. [Cost of the domestic care service / Hours of domestic care service provided]

Service cost $0.00 $52.97 Cost of personal care service [Cost of the personal care service / Hours of personal care service provided]

Service cost $0.00 $74.04 Cost of respite care service [Cost of the respite care service / Hours of respite care service provided]

Participation 19.64% 18.29% Participation in HACC service [Number of people that received a HACC service / Municipal target population for HACC services] x100

Participation 11.58% 12.04% Participation in HACC service by CALD people [Number of CALD people who receive a HACC service / Municipal target population in relation to CALD people for HACC services] x100

Maternal and Child Health (MCH)

Satisfaction 97.78% 0.00% In 2016 there was an initiative to Participation in first MCH home visit transition the majority of Victorian councils offering MCH service to a new [Number of first MCH home visits / Number of birth database. The database is not expected notifications received] x100 to provide reliable information until the end of September 2016. Therefore, Council is unable to report this data for the 2015-2016 financial year.

Service standard 92.83% 0.00% Council is unable to report this data for Infant enrolments in the MCH service the 2015-2016 financial year (as above). [Number of infants enrolled in the MCH service (from birth notifications received) / Number of birth notifications received] x100

Service cost $0.00 $68.84 Cost of the MCH service [Cost of the MCH service / Hours worked by MCH nurses]

74 OUR PERFORMANCE

Participation 79.33% 0.00% Council is unable to report this data for Participation in the MCH service the 2015-2016 financial year (as above). [Number of children who attend the MCH service at least once (in the year) / Number of children enrolled in the MCH service] x100

Participation 75.56% 0.00% Council is unable to report this data for Participation in the MCH service by Aboriginal children the 2015-2016 financial year (as above). [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

Animal Management

Timeliness 0.00 1.28 Time taken to action animal management requests [Number of days between receipt and first response action for all animal management requests / Number of animal management requests]

Service standard 80.49% 52.93% The figure for 2014-2015 included animals Animals reclaimed that were re-homed to new owners. After clarification from Local Government [Number of animals reclaimed / Numberof animals Victoria, these are not included in the collected] x100 2015-2016 figures. The percentage of re- homed animals for this reporting period is 31.4%.

Service cost $42.74 $40.00 Cost of animal management service [Direct cost of animal management service / number of registered animals]

Health and safety 6 5 Animal management prosecutions [Number of successful animal management prosecutions]

Annual Report 2015-2016 75 THEME 4: PRODUCTIVITY

Strategic indicators

Productivity is about encouraging innovation and diversity in education, commerce and industry. It is about responding to new economic opportunities, including making sure our local workforce is appropriately skilled. Council’s role involves supporting infrastructure projects that promote and enable investment, business opportunity and business security, and educational diversity and access within the municipality. It is establishing the environment for investment and making sure the infrastructure is in place to support economic activity. It involves creating the opportunity for all people to be actively employed and to be appropriately skilled to meet available employment opportunities. The focus is on the potential additional economic activity generated in the community, not a direct return on investment to the City. The following statement reviews the performance of Council against the Council Plan, including results achieved in relation to the strategic indicators included in the Council Plan.

Strategic Indicator/ Result Comments Measure

Increase proportion of 12.51% Victorian average 13%. A skilled and qualified workforce generally has the workforce who have (ABS 2011) a higher average income and is better equipped to withstand labour- completed a Bachelor market uncertainties (ABS 2011). There is considerable variation in Degree or higher. the levels of educational achievement between the Greater Bendigo (Liveability indicator) suburbs and neighbourhoods.

Decrease 2015-2016 four quarter Regional unemployment rate June 2015 = 6.14% (up .54% from 2014); unemployment, average = 7.21% Victoria rate June 2015 = 6.1 (up .5% from 2014). especially for young Bendigo June 2014 = 6.9%, June 2013 =7.6%, June 2012 = 5.2%. In people. (Liveability comparisons between employment rates in Bendigo over time and a indicator) range of other locations, Bendigo generally has fared a little better than mid-range but the local rate has had a sustained increase over the last two years to remain higher than the Victorian and regional averages.

Increase the proportion 76% Australian average of major cities is 69% (approximate measure because of 17 year-olds still (ABS 2011) a high percentage did not answer). In Bendigo there are likely to be >300 attending education 17 year-olds who are not in schooling, training or the workforce (ABS (including school and 2011). vocational training). (Liveability indicator)

Maintain a growth rate 1.8% per capita Victorian average annual growth 1.09%. Local GRP gives the value of the Greater Bendigo of economic activity, which accrues to the local area after taxes and Economy that is equal dividends are paid outside the area (Source: Remplan). to or better than Victoria, as measured by Gross Regional Product (GRP).

76 OUR PERFORMANCE

Major initiatives

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

Major Initiatives Progress

Increased funding for the Bendigo Heritage Attractions Completed

Hosting the Great Victorian Bike Ride 2015 for two nights in Bendigo (including rest day) and one night in Completed Heathcote

Hosting a delegation from Haimen, China, including a civic reception Completed

Continue the Goldfields Career Horizons program, an online work experience hub listing employers and Ongoing opportunities

Implementing the Economic Development Strategy for small business Ongoing (see details below)

Strategic objectives

1. Greater Bendigo has a vibrant and diverse economy that grows jobs and enables good living standards 2. Bendigo is a centre for innovation and creativity that helps build economic sustainability 3. Educational diversity and support for lifelong learning is fostered

Strategy 4.1

Council fosters business and industry growth.

Council Plan Report on Description of 2015-2016 actions reference progress

4.1.1 The 2015-2016 financial year saw the development of a range of initiatives to support all Completed businesses with particular attention paid to the small business sector. • Practical assistance was reaffirmed via the updated Business Support Directory, which informs new and existing operators of the extensive network of support services provided by public and private sectors, plus marketing unique offerings available within the municipality • The small business mentoring program was expanded to link small and micro business owners to free or low cost mentoring services designed to take their business to the next level • A new service dedicated to small and micro businesses that provides a ‘check up’ on their business health using a tool designed in Bendigo and has a proven track record of improving business performance (including job growth and/or profitability) • The Supporting Local Business Bendigo forum was launched for online businesses to foster the growth of small and micro businesses across the region • The successful partnership between the City, State Government and local businesses enabled seven small and medium-sized manufacturing companies to develop and execute business accreditation management systems (ISO 9001, ISO 14001 and AS 4801) to demonstrate proven capacity, which has been independently validated to global or Australian standards and thus create new business opportunities

Annual Report 2015-2016 77 4.1.1 • The Passions and Pathways program aimed at inspiring Year 6 students from the (continued) most disadvantaged primary schools to believe that they can participate in the future workforce • Career Horizons program informs current secondary school students on local job possibilities through a range of activities including work experience, industry tours, school-based apprenticeships, as well as connecting them with universities that offer Work Integrated Learning with business. State Government funding in 2015-2016 resulted in a fulltime position being attached to the City to deliver the program to Bendigo and the municipalities of Central Goldfields and Mount Alexander • Bendigo’s Small Business Festival (held in August 2015) was a partnership with the State Government to provide a broad range of workshops and events to inspire, advise and train business operators on key issues that support their growth prospects. Nearly 1,000 people attended the 2015 Festival and the City will again partner with the State Government to present over two dozen events in August 2016 • The Human Resources Group, initiated by the Economic Development Unit held 45 events to support practitioners in Human Resources to attract and/or retain staff, and to provide advice on current workforce issues using a combination of external experts and local business leaders who were willing to share their knowledge and experiences • Specific Doing Business with 'Tier 1' events were conducted over the past year around opportunities for local companies to participate in the tender and/or supply chain options for projects that included the Hawkei Protected Vehicle ($1.3B), submarine build ($50B), Defence Procurement (including Land 400 $20B), State Government’s Metro Rail ($350M), Downer Industry ($800M) and Energy Forum new pricing structure, and the Environmental Upgrade Agreement initiative of the City • Collaboration with the Goldfields Local Learning and Employment Network to annually provide training to Young Industry Ambassadors to then undertake school presentations, industry tours, career nights and the like to promote local job prospects

Strategy 4.2

Effective partnerships build and support increased workforce skills for young people in particular.

Council Plan Report on Description of 2015-2016 actions reference progress

4.2.1 Support for local businesses and industries to maximise the benefits associated with the Completed building of the Bendigo Hospital included: • Joint marketing of opportunities for tenants at the new hospital with ICN • A workshop to give specific advice on tenancy arrangements and legal (general) information on the tenancy agreement under these retail/commercial precincts when construction finishes • A workshop on new tenant opportunities at the hospital around retail and professional offices

4.2.2 Activities to foster new agricultural industry business initiatives are being built on current Ongoing events, including the annual Sheep and Wool Show, the White Suffolk Show, Poll Dorset event, Alpaca Colourbration Show and the Victoria Potato Industry Conference.

78 OUR PERFORMANCE

Strategy 4.3

Invention and innovation is fostered through a series of targeted activities and partnerships.

Council Plan Report on Description of 2015-2016 actions reference progress

4.3.1 Bendigo Inventor Awards has transitioned to be auspiced by the Bendigo Business Council Completed following endorsement by Council (4 May 2016). Preliminary meetings between the partners have been undertaken regarding future direction, marketing and sponsorship, together with a program for the balance of 2016.

Strategy 4.4

Stronger and wider links between students, education and employers are built through structured programs, marketing, skills development and the promotion of work placements.

Council Plan Report on Description of 2015-2016 actions reference progress

4.4.1 The City is endeavouring to build stronger and wider links between students, education and Completed employers. Support for secondary and tertiary education providers to expand their offerings in identified local priority employment areas is being provided by the City through its membership of the advisory committee to establish a Bendigo Technical School. This $100M State Government initiative over 10 locations in Victoria will provide new opportunities for secondary school students to meet the needs of employers in the coming decades. An announcement on the outcome of Bendigo's application to access a share of this funding is expected in the near future.

4.4.2 Sponsorship of and partnership with Bendigo Blues and Roots Festival included a Schools Ongoing Bands Showcase in the Ulumbarra Theatre courtyard and outdoor performance space. Monthly Cushion Concerts are held at The Capital that are aimed at pre-school aged children.

Annual Report 2015-2016 79 Services

The following statement provides information in relation to the services funded in the 2015-2016 budget and the persons or sections of the community who are provided the service.

Net Cost Actual Service Description Budget Variance $000

City Futures The City Futures Directorate advises Council on matters relating to the Directorate, (1,322) contributes to the executive management of City and represents Greater Bendigo on a (1,374) number of key organisations and industry boards. The Directorate undertakes government 52 advocacy relationships and provides funding support to Bendigo Heritage Attractions.

Tourism The Tourism Unit continues to develop Greater Bendigo as a major regional visitor (2,141) destination by building the economic benefits from tourism through a year-round event and (2,192) activity calendar. 51 The Unit delivers quality visitor experiences through a team of staff and volunteers and develops and markets Bendigo Tourism’s experiences digitally across a number of platforms. The Unit delivers a range and depth of market-ready experiences and develops greater capacity across the tourism business landscape to deliver enriched tourism experiences.

Major Events The Major Events Unit attracts and retains major events that: (1,963) • Deliver a positive economic impact (1,921) • Promote the liveability of the city (42) • Provide local, national and international media exposure • Help foster good relations with State and Federal Government The Unit also attracts new and nurtures existing events in sport and leisure, arts and culture, conferences, shows and expos, food and wine, agricultural shows, business events and car club displays to continue to drive positive economic impact for Bendigo and the region. The Unit organises, manages and presents the annual Bendigo Easter Festival and delivers civic events, including Citizenship Ceremonies.

Economic The Economic Development Unit fosters business, manufacturing, industry growth and new (1,228) Development investment in parallel with facilitating the development of a skilled workforce. (1,244) The Unit provides support and advice to businesses and industry including lobbying, 16 partnership opportunities, networking and training programs in order to stimulate local economic activity. It has a role in supporting Bendigo to ensure local businesses can best capitalise on innovation including the increased capability delivered from the rollout of the National Broadband Network and collaboration with academia and research institutes. Coordination of the Bendigo Manufacturing Group helps local manufacturers adapt to changing business conditions, identifying collaborative opportunities to improve productivity and identifying opportunities for local expansion.

80 OUR PERFORMANCE

THEME 5: SUSTAINABILITY

Strategic indicators

The following statement reviews the performance of council against the Council Plan including results achieved in relation to the strategic indicators included in the Council Plan.

Strategic Indicator/ Result Comments Measure

Decrease greenhouse 9.1 tonnes Total emissions in CO₂ in tonnes per occupied private dwelling. Victorian pollution (Liveability (2007) average = 9.9 tonnes. (DSE 2014). The results for Bendigo carbon dioxide indicator) emissions are comparatively better than other cities in Victoria and this may largely be explained by climatic conditions.

Increase diversion of 27.8% Aim to improve kerbside diversion rate from 26% to 60% (weight) domestic waste to by 2019. (City of Greater Bendigo Waste and Resource Management resource recovery. Strategy 2014-2019) (Internal data updated 2013-2014= 26.4% annually) 2014-2015 = 23.8% The figure has increased in line with higher community awareness and changing patterns of behaviour. The introduction of kerbside organics recycling across the urban areas in 2016-2017 is expected to improve diversion significantly.

Increase community Not surveyed 2016 Greater Bendigo 2014-2015 CSS result =56 satisfaction rating for Greater Bendigo 2013-2014 CSS result= 56 Council’s general town planning policy

Reduce average volume 596kg Aim to reduce average volume of waste generated by each household of waste generated of material in waste bin from 642kg in 2011 to 320kg. (City of Greater by each household. Bendigo Waste and Resource Management Strategy 2014-2019) (Internal data updated 2013-2014 result = 578kg/household annually) 2014-2015 result= 584kg/household This has again increased slightly, indicating the need for ongoing community education to reduce the amount of waste generated.

Maintain or exceed the Not surveyed 2016 Greater Bendigo 2014-2015 CSS result =71 current community Greater Bendigo 2013-2014 CSS result =71 satisfaction level with Council’s waste services, as measured annually on a state- wide basis

Annual Report 2015-2016 81 Major initiatives

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

Major Initiatives Progress

A broad trial of a Kerbside organic waste collection service was undertaken. Extensive evaluation of the trial Completed indicated positive results for the service and was the basis for the Council’s decision to introduce a full roll- out of the service across urban areas and Marong.

Development of the new Environment Strategy, which encompasses carbon management and sustainable Ongoing water use, to guide environmental and sustainability action over the next five years is progressing as planned.

Strategic objectives

1. The built and natural qualities that make Greater Bendigo an attractive and appealing place are valued and conserved 2. Council demonstrates leadership in reducing our environmental footprint 3. We help to build community resilience for managing the impacts of climate change 4. Council manages its resources, assets and infrastructure for the long term

Strategy 5.1

Protect and conserve Greater Bendigo's natural environment and settings for the future.

Council Plan Report on Description of 2015-2016 actions reference progress

5.1.1 The City continued to support the following agreed environmental initiatives and programs: Completed • In partnership with Bendigo Sustainability Group (BSG) a forum presenting different issues relating to energy management and new technology • Assistance to BSG to deliver a Sustainable Homes Day and the Environment Awards event • Support for the Caring for Country program where 40,000 trees were planted across Sedgewick/Axe Creek/Pilchers Bridge • Assistance to BSG to implement a pilot community funding project to install solar panels on the Bendigo Library rooftop • Partnership with BSG to present the Sustainability Awards • Facilitating the annual Clean Up Australia Day event • Partnering to present the Sustainability Festival held by BSG • Partnering with BSG to support a solar and battery community bulk buy program run by Castlemaine Community Hub foundation to provide the promotion and education components of the campaign The Sustainable Environment Advisory Committee continues to progress the development of the revised Environment Strategy.

5.1.2 The draft City of Greater Bendigo Environment Strategy 2016-2036 has been presented to In progress Council and is now available for a period of community consultation. Additional comments 90% are being sought from specific groups, including the traditional owners.

82 OUR PERFORMANCE

Council Plan Report on Description of 2015-2016 actions reference progress

5.2.1 The Heritage Advisory Service and heritage approval timeframes has been improved with Completed the appointment of a new heritage adviser.

5.2.2 The draft Heritage Strategy has been prepared and is being workshopped with key sections In progress of Council prior to discussion with Heritage Advisory Committee and presentation to 75% Council.

Council Plan Report on Description of 2015-2016 actions reference progress

5.3.1 The inventory of all Council owned and managed buildings has been completed, entries Completed recorded on the software management system and initial inspections completed.

5.3.2 The Building and Property team has collaborated across the organisation and the Completed community to scope and deliver approved Council projects as planned.

5.3.3 Council has continued to plan and prioritise renewal and upgrade works for Council owned Completed and managed buildings to ensure better community use, universal access and safety and to maintain properties to a sound condition that meets agreed service level requirements and statutory regulations.

5.3.4 The Bendigo Flood Study process has been implemented by commencing the associated Completed planning scheme amendment, which is currently being exhibited.

5.3.5 The program to develop Asset Management Strategies for paths, roads, bridges and Completed drainage systems has progressed as follows: • General, Sealed Roads, Unsealed Roads, Bridges and Pathways Asset Management Plans are complete • Buildings, Stormwater Drainage and Play Spaces Asset Management Plans are complete • Draft Parks and Reserves and Plant and Equipment Asset Management Plans are progressing

5.3.6 Implementing the Surplus Property Disposal Plan involves: Completed • Continuing to work with the community to better utilise and access current community building assets • More clearly identifying user/owner responsibilities • Continuing to identify a number of possible surplus assets, both land and buildings, and preparing them for possible public sale A thorough community consultation process is undertaken before a recommendation is made or submitted for council approval.

Annual Report 2015-2016 83 Council Plan Report on Description of 2015-2016 actions reference progress

5.4.1 The City is collaborating with the Department of Environment, Land, Water and Planning Ongoing (DELWP) in a project addressing integrated water cycle management planning. The project involves conducting a water inventory to identify and map all the City's water consumption, access points, source and security of supply. Data has been collected and analysis has commenced. This work will contribute to future engagement with water authorities and DELWP regarding local solutions. A response was submitted to the Water for Victoria discussion paper.

5.4.2 The Domestic Wastewater Management Strategy is being implemented as planned. Completed Actions completed include: • Policy adjustment reserve areas • Preparation of Edis model policy impact assessment • Summary document preparation (Adoption Condition) • City of greater Bendigo Landscape Capability Mapping and Assessment Tool (LCM&AT) • Implementation of open trench inspection program • Service contract termination notification form • Consulting with relevant authorities on their needs for catchment protection in the onsite wastewater domain • Planning scheme amendment • Promoting officer competency • Addition of groundwater to mapping system • Training package to assist officer competency in interpreting LCM&AT document • Conduct audits at Lakeside Boulevard A further eight actions have been commenced and most are on track to be completed on time. The remaining seven actions yet to commence are also on track to be completed within the proposed time frames, which vary from two to five years.

Council Plan Report on Description of 2015-2016 actions reference progress

5.5.1 The Waste Management Strategy is being implemented, including the decision to rollout Completed kerbside organics collection and processing, to commence September 1, 2016.

5.5.2 A Master Plan for redevelopment of the Eaglehawk Landfill is currently being prepared that In progress will progress the development of a resource recovery and transfer facility to replace the 75% Landfill. A submission has been made under the market sounding process to the Loddon Mallee Waste and Recovery Group (LMWRRG), as part of the preparation of a draft Regional Waste and Resource Recovery Plan. If the proposal is included within this plan, then regional and State Government support will be forthcoming with respect to progressing the proposal. The draft LMWRRG Implementation Plan is currently out for public comment (there was a delay to this process due to the change in Minister).

84 OUR PERFORMANCE

Council Plan Report on Description of 2015-2016 actions reference progress

5.6.1 Gap analysis designed to improve sustainable procurement across the organisation has Completed been completed. The draft sustainable procurement tender schedules have been developed and are being reviewed by the Sustainability Unit.

5.6.2 The Lighting the Regions project has been successfully completed and the Federal Completed Government grant acquitted. Due to the success of the project the partnership group are now looking to identify the next opportunity to collaborate on a large project. The City has taken advantage of Victorian Energy Efficiency Target rebates to change lights in the Jaara building and 11 Council facilities to low energy globes.

Council Plan Report on Description of 2015-2016 actions reference progress

5.7.1 The impact of rate capping on the City’s long term financial sustainability and community Completed aspirations for services and facilities was reviewed during the budget process. This enabled better understanding of the impact on the Long Term Financial Plan with the Strategic Resource Plan, including a rate rise of 2.5% for the next three years. The 2016-2017 budget was adopted based on the rate cap of 2.5% announced by the Minister.

5.7.2 Ongoing efforts have been made to attract funds for priority Council projects and activities, Completed including through Government funds and philanthropic organisations. Meetings have been held with Federal and State Government representatives to provide them with a copy of the City's priority project document ‘Supporting a Growing Regional City’.

5.7.3 Any delivery of new services or take-over of responsibility for assets will continue to be Completed carefully considered as part of Council’s undertaking to thoroughly evaluate the potential long term impacts of any shift of responsibility or reduction in funding from the State Government, before agreeing to continue to fund service delivery, new services or take over responsibility for assets.

5.7.4 Advocacy has continued that maintains the long term local government position that Completed the management of groundwater and levee banks are a State Government responsibility. An announcement by the Minister for Water, Lisa Neville, is expected soon regarding a transitional solution to uncontrolled discharges of groundwater in Bendigo.

Annual Report 2015-2016 85 Services

The following statement provides information in relation to the services funded in the 2015-2016 budget and the persons or sections of the community who are provided the service.

Net Cost Actual Service Description Budget Variance $000

Parking and The Parking and Animal Control Unit manages the City's parking control, animal 2,054 Animal Control management, school crossing supervision, aerodrome safety maintenance, and compliance 1,986 and CCTV surveillance in the CBD to promote public safety and residential amenity. 68

Building and The Building and Property Unit develops, upgrades and maintains community assets to (5,426) Property meet current needs, standards and uses. (5,003) The Unit is responsible for maintaining the unique character of Greater Bendigo's buildings (423) and property. They provide professional building advice and support to the public and promote compliance with building codes and standards to ensure public safety. Building assets and infrastructure managed and maintained by the City include: • Libraries • Sporting facilities • Community halls • Child care/Maternal Child Health facilities • Swimming pools • Public toilets • Carparks • Storage sheds • Restaurants • Retail shops • BBQ structures • Senior citizens facilities • Art galleries • Museums • Office buildings • Theatres • Aerodrome structures • Depot facilities • Livestock Exchange facilities The Unit also plans and delivers new projects to address the growing future needs of the City. The Unit ensures City owned and other facilities comply with relevant building codes and standards. The Unit provides an effective and responsive building advice and support service.

Presentation The Presentation and Assets Directorate advises Council on matters relating to the (22,554) and Assets Directorate and contributes to the executive management of the City. The Directorate (23,279) maintains relationships with and lobbies State and Federal Governments and their 725 departments.

86 OUR PERFORMANCE

Waste Services The Waste Services Unit provides the following services: (9,666) • Domestic waste collection services to approximately 47,000 residential properties (9,019) (including almost 500 farming properties) (647) • Operation of landfills at Eaglehawk and Heathcote • Operation of Transfer Stations at Goornong and Strathfieldsaye • Management of contracts for kerbside collections, sorting, and waste cartage • Street cleaning, drain and pit cleaning • Development and implementation of initiatives focussed on: - reducing waste to landfill - increasing recycling - organics recycling - litter reduction • Operation of the workshop, which provides servicing to the entire Depot-based fleet and for the City’s car fleet

Sustainable The Sustainable Environment Unit provides a coordinated approach to the development (854) Environment of environmental policies, strategies, programs and processes, including climate change (1,011) mitigation, adaptation and carbon management. The Unit delivered the Lighting the 157 Regions project and coordinates energy efficient installations in City buildings. The Unit provides advice on native vegetation and biodiversity matters, provides technical advice and recommendations relating to vegetation assessments, and engages and supports the community to value and protect native landscapes.

Finance The Finance Unit is responsible for the sound and professional stewardship of Council (141) finances. (246) The Unit ensures financial accountability and integrity of the financial data and assists 105 managers in demonstrating probity, accountability, compliance with the legislative framework and transparency to key stakeholders. Finance operations include : • Adhering to all legislative and departmental reporting and financial control requirements • Developing financial strategies, which provide for sound debt and cash flow management • Ensuring the financial accountability of the payment of Developer Levies • Preparation of informative, accurate and timely financial reports including audited annual accounts • Preparation and adoption of Council’s annual budget and the functions of accounts payable, accounts receivable, fleet management and purchasing • The development of a 10 year Long Term Financial Plan, which incorporates the ongoing changes to Victorian Legislation, Council priorities and, more recently, rate capping • Treasury operations oversees the borrowing and investing of Council funds and focuses on maximising return on investments and managing loan borrowings in accordance with budget, legislative requirements and policies

*Cost allocated across other units

Annual Report 2015-2016 87 Service performance indicators

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

Service/Indicator/measure Results Material Variations 2015 2016

Waste Collection

Satisfaction 31.60 135.31 The results for 2014-2015 were calculated Kerbside bin collection requests incorrectly. The correct figure should have been 166.92 [Number of kerbside garbage and recycling bin collection requests / Number of kerbside bin collection households] x1000

Service standard 3.11 3.56 The results for 2014-2015 were calculated Kerbside collection bins missed incorrectly. The correct figure should have been 4.04 [Number of kerbside garbage and recycling collection bins missed / Number of scheduled kerbside garbage and recycling collection bin lifts] x10,000

Service cost $140.35 $136.31 Cost of kerbside garbage bin collection service [Direct cost of the kerbside garbage bin collection service / Number of kerbside garbage collection bins]

Service cost $27.30 $27.30 Cost of kerbside recyclables collection service [Direct cost of the kerbside recyclables bin collection service / Number of kerbside recyclables collection bins]

Waste diversion 26.03% 28.65% Kerbside collection waste diverted from landfill [Weight of recyclables and green organics collected from kerbside bins / Weight of garbage, recyclables and green organics collected from kerbside bins] x100

88 GOVERNANCE, MANAGEMENT AND OTHEROUR PERFORMANCE INFORMATION

GOVERNANCE, MANAGEMENT AND OTHER INFORMATION

GOVERNANCE Councillors Council Special Council Total Meeting Meeting The Greater Bendigo City Council is constituted under the Local Cr Peter Cox 17 2 19 Government Act 1989 to provide (Mayor 2014-2015) leadership for the good governance of the municipal district and the local Cr Rod Campbell 16 2 18 community. Council has a number of roles including: Cr Elise Chapman 13 2 15 • Taking into account the diverse needs of the local community in Cr Rod Fyffe 17 2 19 decision-making (Mayor 2015-2016) • Providing leadership by establishing strategic objectives and monitoring Cr Helen Leach 16 2 18 achievements • Ensuring that resources are Cr Barry Lyons 16 2 18 managed in a responsible and accountable manner Cr Lisa Ruffell 16 2 18 • Advocating the interests of the local community to other communities Cr Mark Weragoda 15 1 16 and governments • Fostering community cohesion and Cr James Williams 17 2 19 encouraging active participation in civic life Council is committed to effective and sustainable forms of democratic Meetings of Council Special committees and corporate governance as the Council conducts open public meetings The Act allows councils to establish one key to ensuring that Council and its every third Wednesday. Members of or more special committees consisting administration meet the community’s the community are welcome to attend of: priorities. The community has many these meetings and observe from • Councillors opportunities to provide input into the gallery. Council meetings also • City staff Council’s decision-making processes, provide the opportunity for community • Other persons including community consultation, members to submit a question to the • Any combination of the above. public forums such as ward meetings Council. For the 2015-2016 year Council and the ability to make submissions on held the following meetings: The table below contains a list of strategies and plans. special committees established by the • 17 ordinary Council meetings council that are in operation and the Council’s formal decision-making • Two special Council meetings processes are conducted through purpose for which each committee was Council meetings. Council delegates the The table above provides a summary established. day-to-day operating activities to City of Councillor attendance at Council staff. These delegations are exercised meetings and special Council meetings in accordance with adopted Council for the 2015–2016 financial year. policies.

Special Committee Councillors Officers Other Purpose

Bendigo Maubisse 1 2 12 Facilitate volunteer support from the Bendigo Friendship community to the community of Maubisse, Committee Timor Leste

Annual Report 2015-2016 89 Code of conduct meeting, approve any amendments Councillor allowances it may determine to be necessary The Local Government Amendment In accordance with Section 74 of the following its review of the Councillor (Improved Governance) Act 2015 Local Government Act 1989, Councillors Code of Conduct: s.76C(2). (“amending Act”) came fully into are entitled to receive an allowance operation on March 1, 2016. while performing their duty as a Conflict of interest The amending Act makes changes Councillor. The Mayor is also entitled to to the Local Government Act 1989, Councillors are elected by the receive a higher allowance. particularly in relation to Councillor residents and ratepayers to act in The State Government sets the upper conduct processes and consequential the best interests of the community. and lower limits for all allowances paid amendments to the Councillor Code of This is a position of trust that requires to Councillors and Mayors. Councils Conduct. These changes are intended Councillors to act in the public interest. are divided into three categories based to improve the accountability of When a Council delegates its powers on the income and population of Councillors. In particular, the changes to a Council officer or a committee, the each Council. In this instance Greater seek to encourage improved standards committee or officer also needs to act in Bendigo City Council is recognised as a of behaviour in order to strengthen the public interest. category 3 Council. Council governance. A conflict of interest occurs when a For the period July 1, 2015 to June 30, These reforms were considered too personal or private interest might 2016, the Councillor annual allowance important to wait for the overarching compromise the ability to act in the for a category 3 Council (as defined by review of the Principal Act, which is public interest. A conflict of interest the Local Government Act 1989) was currently underway. exists even if no improper act results fixed at $30,880 per annum and the from it. Council has a comprehensive allowance for the Mayor was $98,581 The requirement for the Council to procedure in place to accommodate develop and maintain an internal per annum. The Minister for Local the disclosure of a conflict of interest. Government approved an annual resolution procedure, for the purposes Declaration of a conflict of interest is of addressing an alleged contravention adjustment of 2.5 percent to take effect a standard agenda item for all Council as from 1 December 2015. The annual of the Councillor Code of Conduct and and Committee meetings. for this procedure to be specified in the allowances were adjusted for the period Code of Conduct itself is an example of While the procedures vary December 1, 2015 to June 30, 2016 at the latter. depending on the particular role and $31,652 per annum for the Councillor circumstances, in general they involve allowance and $101,104 per annum for The Code includes the new Council disclosing the relevant interests in a the Mayoral allowance. internal resolution procedure which specific way and then stepping aside The following table contains a summary was inserted into the existing Code of from the relevant decision-making Conduct and acknowledged by the of the allowances paid to each process or from the exercise of the Councillor during the financial year. Council at its ordinary meeting on public duty. All disclosed conflict March 23, 2016 in accordance with of interests are recorded. During section 81AA(1) and (2) of the Principal 2015–2016, 14 conflicts of interest were Act. declared at Council meetings. A notable inclusion is the role of an independent arbiter to consider applications alleging a contravention Councillors Allowance $ of the Councillor Code of Conduct. For administrative efficiency, establishing Cr Peter Cox (Mayor 2014-2015) 55,610 a panel of suitably qualified people to serve as an arbiter has been implemented. Cr Rod Campbell 31,652 This updated Code will be in place after Cr Elise Chapman 31,652 the forthcoming general election on October 22, 2016 and consequently, Cr Rod Fyffe (Mayor 2015-2016) 75,797 will be the Code of Conduct the new incoming councillors will each be required to declare they will abide by Cr Helen Leach 31,652 and sign before they can commence office. Cr Barry Lyons 31,652 The Principal Act requires the incoming Cr Lisa Ruffell 31,652 Council, within the period of four months after the general election, to 31,652 call a special meeting solely for the Cr Mark Weragoda purpose of reviewing the Councillor Code of Conduct and, at that special Cr James Williams 31,652

90 Councillor expenses Councillors TR $ CM $ CC $ IC $ CT $ Total $ In accordance with Section 75 of the Local Government Act 1989, Council is Cr Peter Cox 1,067 1,034 0 1,947 1,477 5,525 required to reimburse a Councillor for (Mayor 2014-2015) expenses incurred whilst performing his or her duties as a Councillor. Council is Cr Rod Campbell 1,705 0 1,265 458 3,428 also required to adopt and maintain a policy in relation to the reimbursement 0 7,674 3,181 3,265 372 14,492 of expenses for Councillors. The policy Cr Elise Chapman provides guidance for the payment 3,14 4,093 0 2,261 504 10,772 of reimbursements of expenses and Cr Rod Fyffe the provision of resources, facilities (Mayor 2015-2016) and other support to the Mayor and 60 1,728 0 1,892 171 3,851 Councillors to enable them to discharge Cr Helen Leach their duties. Council also publishes in its Annual Report the details of the Cr Barry Lyons 807 10,822 0 1,557 552 13,738 expenses, including reimbursement of expenses for each Councillor and Cr Lisa Ruffell 0 0 0 2,908 0 2,908 member of a Council Committee paid by the Council. The details of the Cr Mark Weragoda 378 1,286 0 2,250 522 4,436 expenses for the 2015-2016 year are set out in the following table. Cr James Williams 377 490 0 1,499 464 2,831

Legend: TR - Travel, CM - Car Mileage, CC - Child Care, IC - Information and Communication expenses, CT - Conferences and Training expenses * During the financial year three Councillors: Crs Chapman, Weragoda and Williams continued with their study associated with the Diploma of Local Government and all successfully graduated, and Cr Campbell was a successful graduate of the Company Director’s Course.

Annual Report 2015-2016 91 specific recommendations and • Prioritisation of Civil Infrastructure MANAGEMENT key outcomes if relevant. Prior to Construction Projects September 30 each year, the Chair • Fee waivers, write offs and discounts Council has implemented a number reports to Council a summary of the • Customer service systems capability of statutory and better practice activities and achievements of the items to strengthen its management • Management of staff Committee during the financial year. accommodation framework. Having strong governance The Chair reports to Council any other • Portable and attractive asset and management framework leads matter the Committee believes needs to management to better decision making by Council. be reported to Council. The Act requires Council to undertake an assessment against the prescribed External audit governance and management Internal audit Council is externally audited by the checklist and include this in its report Council’s internal audit function Victorian Auditor-General. For the 2015– of operations. Council’s Governance provides independent and objective 2016 year the annual external audit and Management Checklist results assurance that the appropriate of Council’s Financial Statements and are set out in the section below. The processes and controls are in place Performance Statement was conducted following items have been highlighted across Council and is resourced by an by the Victorian Auditor-General’s as important components of the external provider. The Internal Auditor representative. The external auditors management framework. undertakes a three yearly assessment attended the May and September Audit of significant risks and exposures to Committee meetings to present the establish the priorities for Internal Audit Committee annual audit plan and Independent Audit and recommendations to Council Audit Report. The external audit The Audit Committee's role is to report for improvement. The Internal Audit management letter and responses are to Council and provide appropriate Plan is revised annually to ensure the also provided to the Audit Committee. advice and recommendations relevant audit resources remain focused on the to its charter in order to facilitate appropriate areas. The review process decision making by Council in relation considers Council’s risk framework, the Risk management to the discharge of its responsibilities. Council Plan, the impact of any change The City's risk management framework The Audit Committee plays a key role in on operations, systems or the business (which is aligned to risk management assisting Council to fulfil its governance environment, prior audit coverage, and ISO 31000) supports the achievement and oversight responsibilities in relation outcomes and management input. of corporate objectives by providing to financial reporting, internal control, The Internal Audit Plan is reviewed a clear and consistent approach to risk management system, ethical and approved by the Audit Committee review, manage and report on risks. accountability and the internal audit annually. function. The approach is supported by a cross The Internal Auditor attends each Audit organisation software tool (CAMMS) The Audit Committee consists of three Committee meeting to report on the which specifies actions from the Council independent members, Mr Ken Belfrage status of the Internal Audit Plan and to Plan in the InterPlan Module and the (Chair), Mr Graham Bastian and Mrs present findings of completed reviews. Project Management Module – both of Kate Scarce and two Councillors. The responsible Director and Manager which contain embedded processes Independent members are appointed for each area reviewed attend the Audit linked to the Risk Management Module. for a three year term. A sitting member Committee meeting to respond to Quarterly reporting generated from is able to reapply and be appointed for questions in relation to the review. subsequent terms. All reappointments these integrated modules provides following each independent member's All audit issues identified are risk rated. assurance to the Executive Management second term must be publicly Recommendations are assigned to Team (acting as the Risk Management advertised. The chair is elected from the the responsible Manager and tracked Committee) and the City of Greater independent members. in Council’s management system. Bendigo Audit Committee. Managers provide quarterly status The Audit Committee meets at updates that are reported to the least four times a year. The Internal Executive Management Team and the Auditor, Chief Executive Officer and Audit Committee. The Internal Auditor Director Organisation Support attend reviews the implementation of audit Audit Committee meetings. Other recommendations and provides an management representatives attend annual update to the Audit Committee. as required to present reports. The Quality assurance is measured external auditors attend in May and through the annual Audit Committee September each year to present the performance review and completion of audit plan and independent audit the internal audit plan. report. The Annual Internal Audit Plan for The minutes of Audit Committee 2015–2016 was completed with the meetings are forwarded to Councillors, following reviews conducted: including a report explaining any

92 GOVERNANCE, MANAGEMENT AND OTHER INFORMATION

GOVERNANCE AND MANAGEMENT CHECKLIST (DETAILS FOR 2015-2016)

The following are the results in the prescribed form of council’s assessment against the prescribed governance and management checklist.

Column 1 Column 2 Governance and management items Assessment

1  Community engagement policy Policy  (policy outlining Council’s commitment to engaging with the Date of operation of current policy: April 13, 2016 community on matters of public interest)

2 Community engagement guidelines Guidelines  (guidelines to assist staff to determine when and how to Date of adoption: April 13, 2016 engage with the community)

3 Strategic Resource Plan Adopted in accordance with section 126 of the Act  (plan under section 126 of the Act outlining the financial and Date of adoption: June 29, 2016 non-financial resources required for at least the next four financial years)

4 Annual budget Adopted in accordance with section 130 of the Act  (plan under section 130 of the Act setting out the services to Date of adoption: June 29, 2016 be provided and initiatives to be undertaken over the next 12 months and the funding and other resources required)

5  Asset management plans All plans were completed in 2015-2016.  (plans that set out the asset maintenance and renewal needs Date of operation of current plans: June 28, 2016 for key infrastructure asset classes for at least the next 10 years)

6  Rating strategy Strategy  (strategy setting out the rating structure of Council to levy rates Date of operation of current strategy: and charges June 29, 2016. Adopted yearly with budget

7  Risk policy Policy  (policy outlining council’s commitment and approach to Date of operation of current policy: March 6, 2013 minimising the risks to Council’s operations) Review to be incorporated into Service Review program.

8  Fraud policy Policy  (policy outlining council’s commitment and approach to Date of operation of current policy: July 14, 2015 minimising the risk of fraud)

9  Municipal emergency management plan Prepared and maintained in accordance with  (plan under section 20 of the Emergency Management Act 1986 section 20 of the Emergency Management Act for emergency prevention, response and recovery) 1986 Municipal Emergency Management Committee - 05/06/2016 Noted by Council - 08/06/2016 Due for audit by SES on behalf of Victorian Government in August 2016

Annual Report 2015-2016 93 10  Procurement policy Prepared and approved in accordance with  (policy under section 186A of the Local Government Act 1989 section 186A of the Local Government Act 1989 outlining the matters, practices and procedures that will apply Date of approval: June 15, 2016 to all purchases of goods, services and works)

11  Business continuity plan Plan  (plan setting out the actions that will be undertaken to Date of operation: ensure that key services continue to operate in the event of a January 1, 2010 disaster) Review to be incorporated into Service Review program.

12  Disaster recovery plan Plan  (plan setting out the actions that will be undertaken to Date of operation: recover and restore business capability in the event of a January 1, 2010 disaster) Review to be incorporated into Service Review program.

13  Risk management framework Framework  (framework outlining council’s approach to managing risks to Date of operation of current framework: the council’s operations) March 6, 2013 Comprehensive, standards based criteria established and incorporated into an audit tool (xls), Continuous improvement reporting to EMT against the standard quarterly.

14  Audit Committee Established in accordance with section 139 of the  (advisory committee of council under section 139 of the Act Act whose role is to oversee the integrity of a council’s financial Date of establishment: April 10, 1994 reporting, processes to manage risks to the council’s operations and for compliance with applicable legal, ethical, and regulatory requirements)

15  Internal audit Engaged  (independent accounting professionals engaged by the Date of engagement of current provider: Council to provide analyses and recommendations aimed June 24, 2015 at improving Council’s governance, risk and management controls)

16 Performance reporting framework Framework  (a set of indicators measuring financial and non-financial Date of operation of current framework: performance, including the performance indicators referred to July 1, 2013 in section 131 of the Act)

17 Council Plan reporting Report  (report reviewing the performance of the Council against the Reported to Council on: Council Plan, including the results in relation to the strategic November 25, 2016 indicators, for the first six months of the financial year) March 2, 2016 May 25, 2016

18 Financial reporting Statements presented to Council in accordance  (quarterly statements to Council under section 138 of the Act with section 138(1) of the Act comparing budgeted revenue and expenditure with actual Date statements presented: revenue and expenditure) October 7, 2015 November 25, 2015 March 2, 2016 May 25, 2016

94 GOVERNANCE, MANAGEMENT AND OTHER INFORMATION

19 Risk reporting Reports  (six-monthly reports of strategic risks to Council’s operations, Quarterly reporting to Executive Management their likelihood and consequences of occurring and risk Team and Audit Committee minimisation strategies) Audit Committee dates: September 2, 2015 (EOY14/15), November 19, 2015, February 18, 2016, September 19, 2016 (EOY 15/16)

20 Performance reporting Reports  (six-monthly reports of indicators measuring the results Date of reports: against financial and non-financial performance, including September 2, 2015 (Audit Committee) performance indicators referred to in section 131 of the Act) October 14, 2015 (Council) February 24, 2016 (Council) May 19, 2016 (Audit Committee)

21 Annual report Considered at a meeting of Council in accordance  (annual report under sections 131, 132 and 133 of the Act to with section 134 of the Act the community containing a report of operations and audited Date statements presented: financial and performance statements) November 4, 2015 (for 2014-2015)

22 Councillor Code of Conduct Reviewed in accordance with section 76C of the  (Code under section 76C of the Act setting out the conduct Act principles and the dispute resolution processes to be followed Date reviewed: by Councillors) June 15, 2016

23 Delegations Reviewed in accordance with section 98(6) of the  (a document setting out the powers, duties and functions Act of Council and the Chief Executive Officer that have been Date of review: delegated to members of staff) September 23, 2014

24 Meeting procedures Meeting procedures local law made in accordance  (a local law governing the conduct of meetings of Council and with section 91(1) of the Act special committees) Date local law made: January 1, 2010

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

Craig Niemann Cr Rod Fyffe Chief Executive Officer Mayor Dated: September 21, 2016 Dated: September 21, 2016

Annual Report 2015-2016 95 STATUTORY • A register of delegations community in relation to the services • Submissions received in accordance it provides INFORMATION with Section 223 of the Act during f) A Council must report regularly to its the previous 12 months community on its achievements in The following information is provided • Agreements to establish regional relation to the Best Value Principles libraries in accordance with legislative and other In applying the Best Value Principles, requirements applying to council. • Details of all property, finance a Council may take into account (in and operating leases involving accordance with 208C), among other Documents Available for land, buildings, plant, computer factors: equipment or vehicles entered into Public Inspection by the Council as lessor or lessee, a) The need to review services against In accordance with Part 5 of the Local including the name of the other the best on offer in both the public Government (General) Regulations 2004 party to the lease and the terms and and private sectors the following is a list of the prescribed the value of the lease b) An assessment of value for money in documents that are available for • A register of authorised officers service delivery inspection or copies of the documents • A list of donations and grants made c) Community expectations and values can be obtained for the purposes of by the Council during the financial section 222 of the Local Government year d) The balance of affordability and accessibility of services to the Act 1989 at 195-229 Lyttleton Terrace, • A list of the names of organisations community Bendigo the Council was a member of • Details of current allowances fixed during the financial year, details e) Opportunities for local employment for the Mayor and Councillors of all membership fees, and other growth or retention • Details of senior officers’ total salary amounts and services provided f) The value of potential partnerships packages for the current financial during that year to each organisation with other Councils and State and the year and the previous year by the Council Commonwealth governments • Details of overseas or interstate • A list of contracts valued at $150,000 g) Potential environmental advantages travel (with the exception of or more that the Council entered for the Council’s municipal district interstate travel by land for less into during the financial year without than three days) undertaken in an first engaging in a competitive official capacity by Councillors or process Best Value at the City any member of staff in the previous The City has continued to strengthen 12 months Best value its approach to business planning and • Names of staff who were required reporting. to submit a return of interest during In December 1999, the Victorian This has resulted in the adoption and the financial year and the dates the Government passed the Local implementation of a new framework returns were submitted Government (Best Value Victoria) Act. This legislation identified six Best Value that incorporates the requirements of • Names of Councillors who submitted Principles that every Council in Victoria the Local Government Act to achieve returns of interest during the must comply with when providing Best Value in the delivery of Council financial year and the dates the services to the community. services. The framework is set out in returns were submitted the “Integrated Business Planning The Best Value Principles are set out in • Agendas for and minutes of ordinary and Reporting” section of the Annual section 208B of the Local Government and special meetings held in the Report. In addition, in 2015-2016 the Act as follows: previous 12 months, except if the City started using new individual minutes relate to parts of meetings a) All services provided by a Council performance and development plan that have been closed to members must meet quality and cost software. Installation of this software of the public standards responds to Independent Review • A list of all special committees b) All services provided by a Council Recommendation 10 and has: established by Council and the must be responsive to the needs of • Enabled more efficient reporting on purpose for which each committee the community actions in the Council Plan was established c) Each service provided by a Council • Provided increased levels of • A list of all special committees transparency established by the Council that were must be accessible to those • Increased capacity to track and abolished or ceased to function members of the community for monitor organisation and individual during the financial year whom the service is intended performance • Minutes of meetings of special d) A Council must achieve continuous committees held in the previous 12 improvement in its provision of months, except if the minutes relate services for its community to parts of meetings that have been e) A Council must develop a program closed to members of the public of regular consultation with its

96 GOVERNANCE, MANAGEMENT AND OTHER INFORMATION

Meeting Principle (a): (d) assists the City to respond to is expended in a fiscally responsible Quality and cost standards accessibility from a social perspective, manner that leads to both the and the preparation of a number of achievement of strategic objectives A Council must develop quality and strategies such as the Health and and the financial sustainability of cost standards for the provision of any Wellbeing Strategy and the Community the City. In 2015-2016, responding to service it provides for its community. Access and Inclusion Plan also help recommendations in the Independent However, a Council may develop to ensure that Council services are Review continued to be a significant different quality and cost standards accessible to those members of the focus of the continuous improvement for different classes of services. The community for whom the service is program at the City. standards must set out the performance intended. The framework was updated outcomes determined by the Council in in 2015-2016. relation to each service; and take into Integrated business planning and reporting account the factors listed in sections Meeting Principle (d): 208C(a), (b), (c), (d) and (e). In 2015-2016 the City continued to Consultation The City has a hierarchy of indicators implement the Integrated Planning that monitor performance outcomes. The Best Value requirement of and Reporting Framework, which was They are: consultation is just one component developed in 2010-2011 to improve of the engagement element in the the integration of a range of decision- • Strategic Indicators in the Council framework, which is central to planning, making and reporting processes and Plan and Annual Report delivery and reporting. Council has are designed to ensure the long term • Budget Actuals and Variances adopted a Community Engagement sustainability of the municipality. This • Indicators set out in the Local Framework that aims to establish work was supplemented by the use Government Performance Reporting effective and relevant community of the individual performance and Framework engagement to improve decision development plan software. • Key Performance Indicators in making processes through inclusive, business plans that monitor the accessible and responsive community Carers recognition quality (%) and cost ($) of Council’s participation. services In accordance with the Carers Recognition Act 2012, Council is In addition, Council conducts a number Meeting Principle (e): required to report annually on its of annual internal audits which consider Reporting care measurement obligations under the quality and cost of the services Section 11 of that Act. Council has taken provided by various units. Council reports regularly to its community on its achievements in all practicable measures to comply relation to the Best Value Principles with its responsibilities outlined in the Meeting Principle (b): through the Annual Report. Carers Recognition Act 2012. Council Responsiveness has promoted the principles of that Act to people in care relationships who A hierarchy of plans in the Integrated Continuous improvement receive council services, to people in Planning and Reporting Framework Section 208B(d) of the Act states that care relationships and to the wider ensures that services are responsive a Council must achieve continuous community by: to community needs which have been improvement in its provision of services identified through service reviews and • Distributing printed material through for its community. This is done through a variety of community engagement relevant Council services both formal processes that can be processes such as community • Providing information to assessed and measured, such as audits, forums, small township meetings, organisations represented in and informal initiatives that improve the questionnaires, meetings, surveys and Council/community networks way we do things such as incorporating customer requests. ideas from staff and residents into Council has taken all practicable our practices. Local government is measures to ensure staff, Council agents Meeting Principle (c): continually being asked to do more with and volunteers working for Council Accessibility the same or less resources. In order to are informed about the principles and maintain services at a quality and cost obligations of the Act by including Accessibility of services is ensured that is responsive to the needs of the information on the care relationship in: by the preparation of businesses community and accessible financially • Council induction and training cases (in accordance with the City’s and physically to those members of programs for staff working in Home budget principles) to justify financial the community for whom the service is Support Services support for new positions or services. intended, organisational improvements • Council induction and training In addition, a rating strategy helps to are an essential part of “business as programs for staff working in front- ensure that services are accessible usual”. line positions with the general financially to members of our community community. Each unit at the City strives to deliver services in the most efficient and • Induction and training programs for The Community Engagement effective way to ensure that revenue volunteers working directly with the Framework mentioned in Principle community

Annual Report 2015-2016 97 Council has taken all practicable with a disability and their families/ Human Rights and measures to review and modify policies, carers Responsibilities procedures and supports to include • Completed steps one and two of All Public Authorities in Victoria recognition of the carer relationship and the 10 step process for gaining the are obliged to comply with the has provided the following additional Communication Access Symbol Victorian Charter of Human Rights activities and resources to recognise the • Improved accessibility of and Responsibilities Act 2006. The care relationship: information and services through development of the Bendigo Human • Link carers to Carers Support Group wider promotion and improvements Rights Charter 2014 articulated Council and Advocacy supports of the suite of accessibility tools and responsibilities and strengthened the • Provision of respite services for functionality that is already available commitment to Human Rights. care recipient to maintain healthy to our customers; reviewing signage The Charter acted as the foundation relationships with their carer and written information to ensure for the development of the Greater • Provision of Social Support Groups it is easy to read; and staff training Bendigo Cultural Diversity and Inclusion for clients and their carers and development to improve Plan and the Reconciliation Action communication skills Plan. Of particular relevance is the right Contracts • Easy English training offered to to freedom of thought, conscience, relevant staff religion and belief and the distinct During the year Council did not enter • Social procurement schedule cultural rights of Aboriginal people. into any contracts valued at $150,000 created and utilised in new Council’s responsibilities under existing or more for services or $200,000 or tenders for City service contracts, laws can be grouped in three areas of: more for works without engaging in a with tenderers encouraged and competitive process. Compliance supported to focus on social benefits The City is required to comply with for people with a disability in Commonwealth and State legislation Community Access and addressing the social procurement relating to human rights and social Inclusion Plan schedule justice. The Victorian Charter outlines (Disability Action Plan) • Recommendations from the 20 human rights protected by law. partnership with the National These rights must be considered when The City acknowledges that people Disability Recruitment Coordinator Council is making decisions, creating living with disability are valuable laws, setting priorities and providing were implemented, which includes: members of the community who have services. This has included providing a gap analysis of the City’s the same fundamental rights and training to Committees of Management, recruitment processes to ensure they responsibilities as all citizens. some City staff members and other do not disadvantage people with stakeholders regarding the human In accordance with section 38 of the a disability; Disability Awareness rights responsibilities. Disability Act 2006, the City in 2015 training on employing someone

prepared a Community Access and with a disability provided to the Culture To facilitate the development of a Inclusion Plan (Disability Action Plan) Organisational Leadership Team; human rights and social justice culture which has a three year life span. The job vacancies distributed to local Plan identifies action areas for the City that is embraced by Councillors and Disability Employment Services to staff and to increase awareness of how to facilitate a truly inclusive community ensure people with a disability are the legislation is to be applied to the in relation to: given opportunities for employment activities of Council. • Accessibility of Council buildings and • All staff attended compulsory infrastructure Advocacy Workplace Responsibilities training Council is well placed to act as an • Inclusion and civic participation that included understanding the advocate on behalf of human rights • Access to employment opportunities City’s responsibilities with regard to issues in the local community and at a • Accessibility of events ethics and human rights, and the State and Commonwealth Government • Accessibility of communication and importance of access and inclusion level. Council will continue its support information • Disability Awareness training of forums, events and community • Attitudes and perceptions that and education, including deaf instigated gatherings that promote human rights and social justice such as discriminate awareness, was offered to all staff • The City’s Community Engagement NAIDOC Week, Refugee Week, and White During 2015-2016 the City achieved the Ribbon Day. Policy and Framework was reviewed following progress on actions in the and adopted with changes to ensure The complete Victorian Charter and Plan: that voices of people with a disability Act can be found on the website of the • Development of a Disability are heard and considered in all City Victorian Equal Opportunity and Human Inclusion Reference Committee to engagement processes Rights Commission at: provide advice, advocate for and www.humanrightscommission.vic.gov.au undertake initiatives that support greater social inclusion of people

98 GOVERNANCE, MANAGEMENT AND OTHER INFORMATION

Domestic Animal in relation to cat confinement and the • Address over-population and high Management Plan establishment of additional designated euthanasia rates for dogs and cats dog exercise areas received the most • Minimise the potential for dogs and In accordance with the Domestic comment. cats to create a nuisance Animals Act 1994, Council has reviewed The matter of cat confinement received • Identify dangerous, menacing and the Domestic Animal Management Plan mixed responses with some residents restricted breed dogs and ensure 2012 – 2016 and prepared a new Plan. expressing their views on the merits of these dogs are kept in compliance The Domestic Animal Management Plan implementing a 24/7 curfew. The sunset with the Domestic Animals Acts 1994 2016 – 2021 (DAMP) has been developed to sunrise curfew will be maintained for The DAMP 2016 – 2021 outlines the following extensive consultation the life of the DAMP 2016 – 2021. evaluations for the strategies and with the community and internal The creation of additional designated actions identified. and external stakeholders during the dog exercise areas in Kangaroo Flat and previous 12 months. California Gully will be considered for Food Act Ministerial future funding bids within the life of the Existing orders made under the Directions Domestic Animals Act 1994 and the DAMP 2016 – 2021. Animal Keeping Local Law have also Some of the key strategies and actions In accordance with section 7E of the been reviewed during this period and a the DAMP 2016 – 2021 identifies are to: Food Act 1984, Council is required to publish a summary of any Ministerial new Local Law developed. • Ensure officers are adequately Directions received during the financial Over 600 people participated in trained to administer and enforce year in its annual report. the consultation process in the the Domestic Animals Act 1994 (DAA) development of the DAMP 2016 – 2021 • Promote and encourage responsible No such Ministerial Directions were and review of the Animal Keeping Local pet ownership received by Council during the financial Law. Introducing additional controls • Minimise the risk of dog attacks year.

Local Laws in Force in Greater Bendigo

Local Law Description Function

Number 1 Revocation Revoking previous Local Laws so that they do not run concurrently with new laws adopted as of January 1 2000.

Number 2 Keeping of Animals To regulate and control activities associated with the keeping of animals so as to provide for the welfare of animals and to protect the general amenity.

Number 3 Environment Regulates and controls activities to protect and conserve the environment such as domestic/trade waste; open air burning and incinerators; European wasps and unsightly land.

Number 4 Streets and Roads The objective is to control certain secondary uses of streets and roads including street parties, processions and the display of advertising signs. The Local Law also requires that properties display their property number, regulates the construction of vehicle crossings and prevents the sale of vehicles on roadways.

Number 5 Municipal Places Regulates and controls activities in public places, such as consumption of liquor; cigarette vending machines; activities in trading areas, outdoor eating areas and camping to ensure peace, order and good governance.

Number 8 Process of Municipal Municipal Government processes. Government

Number 9 Bendigo Livestock Allows for the management and administration of the Bendigo Livestock Exchange Exchange.

Number 10 Administration Sets out the procedures for administering local laws.

Number 11 Protection of Public Assets Protecting public assets vested in Council and setting standards for the and Control of Building Sites management of building sites.

These local laws aim to protect community safety and the environment by regulating or prohibiting activities that may adversely affect the general amenity of the municipality.

Annual Report 2015-2016 99 Freedom of Information Requests for access to information The Protected Disclosure Act 2012 aims under the Freedom of Information Act to ensure openness and accountability In accordance with section 7(4AA) should be lodged on the FOI application in government by encouraging people (a) and 7(4AA)(b) of the Freedom form and sent to the Freedom of to disclose improper conduct within the of Information Act 1982, Council is Information Officer, City of Greater public sector and provide protection required to publish certain statements Bendigo, PO Box 733, Bendigo Vic 3552. for people who make disclosures. in their annual report or separately Requests can also be lodged online or Procedures on how to make a such as on its website, concerning its by email. disclosure are publicly available on functions and information available. Council’s website. Council has chosen to publish the Access charges may also apply once statements separately however documents have been processed and During the 2015-2016 year no provides the following summary of a decision on access is made (e.g. disclosures were notified to Council the application and operation of the photocopying and search and retrieval officers appointed to receive disclosures Freedom of Information Act 1982. charges). or to IBAC. Access to documents may be obtained through written request to the Freedom Protected disclosure Road Management Act of Information Officer, as detailed procedures Ministerial Direction in section 17 of the Freedom of Information Act 1982 and in summary In accordance with section 69 of the In accordance with section 22 of the as follows: Protected Disclosure Act 2012 a council Road Management Act 2004, a council • It should be in writing must include in its annual report must publish a copy or summary of any information about how to access the • It should identify as clearly as Ministerial direction in its annual report. procedures established by the Council possible which document is being No such Ministerial Directions were under Part 9 of that Act. It is also requested received by the City during the 2015- required to provide certain information 2016 financial year. • It should be accompanied by about the number and types of the appropriate application fee protected disclosures complaints (the fee may be waived in certain investigated during the financial year. circumstances)

Freedom of Information Applications

Total Granted in Granted in Denied Withdrawn No Document Applications Full Part found or does not exist

2015-2016 16 4 9 3 Nil Nil

2014-2015 35 16 12 3 Nil 4

2013-2014 17 6 8 2 Nil 1

2012-2013 16 4 7 Nil 2 Nil

2011-2012 40 11 17 6 6 Nil

Further information regarding FOI can be found at www.foi.vic.gov.au and on the City's website: www.bendigo.vic.gov.au

100 GOVERNANCE, MANAGEMENT AND OTHER INFORMATION

GLOSSARY

Act means the Local Government Act 1989

Annual report means a report of the Council’s operations of the previous financial year and contains a report of operations, audited financial statements and an audited performance statement

Appropriateness means 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 means 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 the Council Plan

Council Plan means 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 year

Financial performance indicators means 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 statements means 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 means the period of 12 months ending on June 30 each year

Governance and management checklist means 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 means what will be measured to assess performance

Initiatives means actions that are one-off in nature and/or lead to improvements in service

Major initiative means 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 means how an indicator will be measured and takes the form of a computation, typically including a numerator and denominator

Minister means the Minister for Local Government

Performance statement means 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

Planning and accountability framework means 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

Regulations means the Local Government (Planning and Reporting) Regulations 2014

Relevance means 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 means a report containing a description of the operations of the Council during the financial year and included in the annual report

Services means assistance, support, advice and other actions undertaken by a council for the benefit of the local community

Annual Report 2015-2016 101 Service outcome indicators means 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 means a prescribed set of indicators measuring the effectiveness and efficiency of Council services covering appropriateness, quality, cost and service outcomes

Strategic objectives means the outcomes a Council is seeking to achieve over the next four years and included in the Council Plan

Strategic resource plan means a plan of the financial and non-financial resources for at least the next four years required to achieve the strategic objectives in the Council Plan. It is also referred to as a long term financial plan

Strategies means high level actions directed at achieving the strategic objectives in the council plan

Sustainable capacity indicators means 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 covering financial performance, capacity and governance and management

REFERENCES

Department of Environment, Land, Water and Planning (2016), Local Government Performance Reporting Framework Indicator Workbook 2015-16, State of Victoria , http://www.dtpli.vic.gov.au/local-government/publications-and-research/planning-and- reporting

Department of Environment, Land, Water and Planning (2016), Local Government Better Practice Guide 2014-15, Performance Statement, State of Victoria, http://www.dtpli.vic.gov.au/local-government/publications-and-research/planning-and-reporting

Department of Environment, Land, Water and Planning (2016), Local Government Better Practice Guide 2015-16, Model Financial Report, State of Victoria, http://www.dtpli.vic.gov.au/local-government/publications-and-research/planning-and-reporting

102 FINANCIAL STATEMENTS 2015-2016

Greater Bendigo City Council Financial Statements For the Year Ended 30 June 2016

Financial Statements 2015-2016 103 Financial Statements 2015/2016 Greater Bendigo City Council Contents Page Comprehensive Income Statement 1 Balance Sheet 2 Statement of Changes in Equity 3 Statement of Cash Flows 4 Statement of Capital Works 5 Notes to the Financial Statements Note 1 Significant Accounting Policies 6 Note 2 Budget Comparisons 15 Note 3 Rates and Charges 19 Note 4 Statutory Fees and Fines 19 Note 5 User Fees and Charges 20 Note 6 Contributions 20 Note 7 Net Gain/ (Loss) on Disposal of Property, Infrastructure, Plant and Equipment 20 Note 8 Grants 21 Note 9 Other Income 22 Note 10 Employee Costs 22 Note 11 Contract Payments, Materials and Services 23 Note 12 Depreciation 24 Note 13 Other Items of Expense 24 Note 14 Investments in Associates 25 Note 15 Cash and Cash Equivalents 26 Note 16 Trade and Other Receivables 26 Note 17 Other Financial Assets 27 Note 18 Other Assets 27 Note 19 Property, Infrastructure and Plant Equipment 28 Note 20 Forestry Plantations 34 Note 21 Intangible Assets 34 Note 22 Trade and Other Payables 34 Note 23 Trust Funds and Deposits 35 Note 24 Provisions 35 Note 25 Interest Bearing Loans and Borrowings 37 Note 26 Reserves 38 Note 27 Notes to Cash Flow Statement 40 Note 28 Commitments for Expenditure 41 Note 29 Restricted Assets 42 Note 30 Operating Lease Commitments 42 Note 31 Superannuation 43 Note 32 Contingent Liabilities 45 Note 33 Contingent Assets 46 Note 34 Financial Instruments 47 Note 35 Related Party Transactions 49 Note 36 Events Occurring after Balance Date 50

Certification of Financial Statements 51 Auditor General's Report - Financial Statements 52 Performance Statement for 2015/2016 54 Certification of Performance Statement 64 Auditor General's Report - Performance Statement 65

104 FINANCIAL STATEMENTS 2015-2016

Comprehensive Income Statement For the Year Ended 30 June 2016 Greater Bendigo City Council 2016 2015 Note $'000 $'000 INCOME Rates and Charges 3 99,744 93,611 Statutory Fees and Fines 4 3,818 3,884 User Charges, Fees and Fines 5 25,519 22,127 Contributions - Cash 6 7,523 9,550 Contributions - Non Monetary 6 18,786 15,958 Grants - Operating 8 19,342 41,790 Grants - Capital 8 32,130 3,529 Interest on Investments 1,872 1,883 Other Income 9 1,735 1,871 Net Loss on Disposal of Property, Plant, 7 (8,981) (11,928) Infrastructure and Assets Held for Sale Share of Net Profits / (Losses) of Associates 14 90 91 Total Income 201,578 182,366 EXPENSES Employee Costs 10(a) 56,910 55,108 Contract Payments, Materials and Services 11 68,408 86,111 Depreciation 12 30,149 28,504 Borrowing Costs 1,716 1,639 Bad and Doubtful Debts 293 194 Other Items of Expense 13 2,610 312 Total Expenses 160,086 171,868

Surplus for the year 41,492 10,498

Other Comprehensive Income Items that will not be reclassified to surplus or deficit: Net Asset Revaluation Increments 26(a) 14,042 35,601

Surplus for the year 55,534 46,099

The above comprehensive income statement should be read with the accompanying notes.

Financial Statements 2015-2016Page 1 1 Balance Sheet As at 30 June 2016 Greater Bendigo City Council 2016 2015 Note $'000 $'000 ASSETS Current Assets Cash and Cash Equivalents 15 65,115 56,907 Trade and Other Receivables 16 19,727 9,476 Other Financial Assets 17 34 6,000 Inventories 175 169 Other Assets 18 2,274 1,438 Total Current Assets 87,325 73,990

Non-Current Assets Investments in Associates 14 4,120 4,030 Trade and Other Receivables 16 84 150 Property, Infrastructure, Plant and Equipment 19 1,343,920 1,307,357 Forestry Plantations 20 57 56 Intangible Assets 21 205 173 Total Non-Current Assets 1,348,386 1,311,766 TOTAL ASSETS 1,435,711 1,385,756

Current Liabilities Trade and Other Payables 22 14,082 26,188 Trust Funds and Deposits 23 3,151 2,807 Provisions 24(a) 15,499 13,881 Interest Bearing Loans and Borrowings 25 1,964 1,402 Total Current Liabilities 34,696 44,278

Non-Current Liabilities Provisions 24(a) 7,689 6,722 Interest Bearing Loans and Borrowings 25 33,484 30,448 Total Non-Current Liabilities 41,173 37,170 TOTAL LIABILITIES 75,869 81,448

NET ASSETS 1,359,842 1,304,308

Equity Accumulated Surplus 603,406 575,373 Reserves 26 756,436 728,935 TOTAL EQUITY 1,359,842 1,304,308

The above balance sheet should be read in conjunction with the accompanying notes.

2 Page 2 FINANCIAL STATEMENTS 2015-2016

Statement of Changes in Equity For the Year Ended 30 June 2016 Greater Bendigo City Council

Total Accum Surplus Asset Statutory Discretionary Revaluation Reserve Reserves Reserve

Note $'000 $'000 $'000 $'000 $'000 Balance at 1 July 2015 1,304,308 575,373 702,079 5,207 21,649 Surplus for the Year 41,492 41,492 - - - Net Assets Revaluation Increment 26(a) 14,042 - 14,042 - - Transfer to Other Reserves 26(b) - (23,985) - 2,045 21,940 Transfer from Other Reserves 26(b) - 10,526 - (873) (9,653)

Balance at 30 June 2016 1,359,842 603,406 716,121 6,379 33,936

Total Accum Surplus Asset Statutory Discretionary Revaluation Reserve Reserves Reserve

Note $'000 $'000 $'000 $'000 $'000 Balance at 1 July 2014 1,258,209 566,096 666,478 4,748 20,887 Surplus for the Year 10,498 10,498 - - - Net Assets Revaluation Increment 26(a) 35,601 - 35,601 - - Transfer to Other Reserves 26(b) - (21,715) - 1,624 20,091 Transfer from Other Reserves 26(b) - 20,494 - (1,165) (19,329)

Balance at 30 June 2015 1,304,308 575,373 702,079 5,207 21,649

The above statement of changes in equity should be read in conjunction with the accompanying notes.

Financial Statements 2015-2016Page 3 3 Statement of Cash Flows For the Year Ended 30 June 2016 Greater Bendigo City Council Inflows / (Outflows) Actual Actual 2016 2015 Note $'000 $'000 Cash Flows from Operating Activities Rate and Charges 99,803 93,611 Statutory Fees and Fines 4,200 3,884 User Charges Fees and Fines 27,303 26,380 Grants - Operating 20,309 41,790 Grants - Capital 23,575 3,529 Contributions - Monetary 8,275 9,550 Interest Received 1,872 1,883 Other Receipts 1,872 439 Net GST Refund 1,503 6,304 Employee Costs (57,485) (53,789) Materials and Services (88,102) (81,370) Trust Monies Repaid - (5) Net Cash Provided by / (Used in) Operating Activities 27(b) 43,125 52,206

Cash Flows from Investing Activities Proceeds - Sale of Property, Plant and Equipment and Infrastructure 7 1,103 2,774 Payments - Property, Plant, Equipment and Infrastructure (43,969) (41,143) Payments for Investments - (6,000) Proceeds from Investments 5,966 - Net Cash Provided by / (Used in) Investing Activities (36,900) (44,369)

Cash Flows from Financing Activities Loans for Heritage Loans (15) (43) Loan Repayments from Heritage Loans 65 92 Loans to Local Organisations (46) - Loan Repayments by Local Organisations 60 69 Proceeds from Borrowings 5,000 11,000 Repayment of Borrowings (1,402) (8,541) Finance Costs (1,679) (1,658) Net Cash Provided by / (Used In) by Financing Activities 1,983 919 Net Increase / (Decrease) in Cash and Cash Equivalents 8,208 8,756

Cash and Cash Equivalents at beginning of Financial Year 56,907 48,151

Cash and Cash Equivalents at the end of Financial Year 27(a) 65,115 56,907

Financing Arrangements 27(c) 3,900 3,900

Restrictions on Cash Assets 29 43,466 29,663

The above cash flow statement should be read in conjunction with the accompanying notes.

4 Page 4 FINANCIAL STATEMENTS 2015-2016

Statement of Capital Works For the Year Ended 30 June 2016 Greater Bendigo City Council 2016 2015 Capital Works Areas Note $'000 $'000

Property Land 19 - 305 Buildings 8,482 4,473 Total Property 8,482 4,778

Plant and Equipment Plant, Machinery and Equipment 19 3,850 3,545 Office Equipment, Furniture and Fittings 19 511 902 Total Plant & Equipment 4,361 4,447

Infrastructure Land Improvements 4,047 7,785 Artwork 76 315 Fountains Statues and Monuments 61 19 Bridges 1,163 747 Sealed Roads 13,012 10,980 Unsealed Roads 2,051 2,015 Pathways 2,861 2,849 Drainage 4,796 4,352 Public Furniture and Fittings 3,131 3,182 Total Capital Infrastructure 19 31,198 32,244

Total Capital Works Expenditure 44,041 41,469

Represented by: New Assets 10,091 7,731 Renewal 23,241 18,488 Upgrade 2,017 14,916 Expansion 8,692 334 Total Capital Works Expenditure 44,041 41,469

Financial Statements 2015-2016Page 5 5 Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Introduction

The City of Greater Bendigo was established by an order of the Governor in Council on 10 September 1993 and is a body corporate. The Council's main office is located at 192-229 Lyttleton Terrace.

Statement of Compliance These financial statements are a general purpose financial report that consists of an Comprehensive Income Statement, Balance Sheet, Statement of Changes in Equity, Statement of Cash Flows, Statement of Capital Works and notes accompanying these financial statements. The general purpose financial report complies with applicable Australian Accounting Standards, other authoritative pronouncements of the Australian Accounting Standards Board, the Local Government Act 1989, and the Local Government (Planning and Reporting) Regulations 2014.

Note 1 Significant Accounting Policies (a) Basis of Accounting The accrual basis of accounting has been used in the preparation of these financial statements, 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.

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 1 (m) ) - the determination of depreciation for buildings, infrastructure, plant and equipment (refer to Note 1 (n) ) - the determination of employee provisions (refer to Note 1 (t) )

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.

(b) Change in Accounting Policies

There have been no changes in accounting policies from the previous period.

(c) Principles of Consolidation Council has considered the principles of AASB 10 Consolidated Financial Statements and have determined that there are no entities controlled by Council. Subsidiaries are all entities over which Council has control. Council controls an entity when it is exposed to, or has rights to, variable returns from its involvement with the entity and has the ability to affect those returns through its power to direct the activities of the entity. Subsidiaries are fully consolidated from the date on which control is transferred to the Council. They are deconsolidated from the date that control ceases.

Where dissimilar accounting policies are adopted by entities and their effect is considered material, adjustments are made to ensure consistent policies are adopted in these financial statements.

6 Page 6 FINANCIAL STATEMENTS 2015-2016

Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 1 Significant Accounting Policies (cont.)

(d) Committees of Management Council has one Committee of Management. The Council asset it controls is included in the accounts of the Council. The revenues and expenses of the Committee is not significant, and has not been included in these financial statements.

(e) Accounting for Investments in Associates and Joint Arrangements Associates Associates are all entities over which Council has significant influence but not control or joint control. Investments in associates are accounted for using the equity method of accounting, after initially being recognised at cost.

Joint Arrangements Investments in joint arrangements are classified as either joint operations or joint ventures depending on the contractual rights and obligations each investor has, rather than the legal structure of the joint arrangement.

(i) Joint Operations Council recognises its direct right to the, and its share of jointly held assets, liabilities, revenues and expenses of joint operations. These have been incorporated in the financial statements under the appropriate headings.

(ii) Joint Ventures Interests in joint ventures are accounted for using the equity method. Under this method, the interests are initially recognised in the consolidated balance sheet at cost and adjusted thereafter to recognise Council’s share of the post-acquisition profits or losses and movements in other comprehensive income in profit or loss and other comprehensive income respectively.

(f) Revenue Recognition

Income is recognised when the Council obtains control of the contribution or the right to receive the contribution, it is probable that the economic benefits comprising the contribution will flow to the Council and the amount of the contribution can be measured reliably.

Rates and Charges Annual rates and charges are recognised as revenues when Council issues annual rates notices. Supplementary rates are recognised when a valuation and reassessment is completed and a supplementary rates notice issued.

Statutory Fees and Fines Statutory fees and fines (including parking fees and fines) are recognised as revenue when the service has been provided, the payment is received, or when the penalty has been applied, whichever first occurs.

User Fees User fees are recognised as revenue when the service has been provided or the payment is received, whichever first occurs.

Financial Statements 2015-2016Page 7 7 Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 1 Significant Accounting Policies (cont.)

Grants Grant income is recognised when Council obtains control of the contribution. This is normally obtained upon their receipt (or acquittal) or upon earlier notification that a grant has been secured, and are valued at their fair value at the date of transfer. Where grants or contributions recognised as revenues during the financial year were obtained on condition that they be expended in a particular manner or used over a particular period and those conditions were undischarged at balance date, the unused grant or contribution is disclosed in Note 9. The note also discloses the amount of unused grant or contribution from prior years that was expended on Council’s operations during the current year.

Contributions Monetary and non monetary contributions are recognised as revenue when Council obtains control over the contributed asset.

Sale of property, infrastructure, plant and equipment The profit or loss on sale of an asset is determined when control of the asset has irrevocably passed to the buyer.

Interest Interest is recognised as it is earned.

Dividends Dividend revenue is recognised when the Council's right to receive payment is established.

Other Income 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.

(g) Fair Value Measurement 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.

AASB 13 defines fair value as 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. Fair value under AASB 13 is an exit price regardless of whether that price is directly observable or estimated using another valuation technique.

All assets and liabilities for which fair value is measured or disclosed in the financial statements are categorised within a fair value hierarchy, described as follows, based on the lowest level input that is significant to the fair value measurement as a whole:

Level 1 — Quoted (unadjusted) market prices in active markets for identical assets or liabilities Level 2 — Valuation techniques for which the lowest level input that is significant to the fair value measurement is directly or indirectly observable; and Level 3 — Valuation techniques for which the lowest level input that is significant to the fair value measurement is unobservable.

For the purpose of fair value disclosures, Council has determined classes of assets and liabilities on the basis of the nature, characteristics and risks of the asset or liability and the level of the fair value hierarchy as explained above.

8 Page 8 FINANCIAL STATEMENTS 2015-2016

Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 1 Significant Accounting Policies (cont.)

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.

(h) Cash and Cash Equivalents Cash and cash equivalents include cash on hand, deposits at call, and other highly liquid investments with original maturities of 90 days or less, net of outstanding bank overdrafts.

(i) Trade and Other Receivables Receivables are carried at amortised cost using the effective interest rate method. A provision for doubtful debts is recognised when there is objective evidence that an impairment has occurred.

(j) Other Financial Assets Other financial assets are valued at fair value, being market value, at balance date. Term deposits are measured at amortised cost. Any unrealised gains and losses on holdings at balance date are recognised as either a revenue or expense. (k) Inventories Inventories held for distribution are measured at cost adjusted when applicable for any loss of service potential. Inventories are measured at the lower of cost and net realisable value.

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.

(l) Non-current Assets Classified as Held for Sale A non-current asset classified as held for sale (including disposal groups) is measured at the lower of its carrying amount and fair value less costs to sell, and are not subject to depreciation. Non-current assets, disposal groups and related liabilities and assets are treated as current and classified as held for sale if their carrying amount will be recovered through a sale transaction rather than through continuing use. This condition is regarded as met only when the sale is highly probable and the asset's sale (or disposal group sale) is expected to be completed within 12 months from the date of classification.

(m) Recognition and Measurement of Property, Plant and Equipment, Infrastructure, Intangibles 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 amount for which the asset could be exchanged between knowledgeable willing parties in an arm's length transaction. 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 detailed in Note 1(n) have applied when recognising assets within an applicable asset class and unless otherwise stated are consistent with the prior year.

Financial Statements 2015-2016Page 9 9 Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 1 Significant Accounting Policies (cont.)

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 amount for which the assets could be exchanged between 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. At balance date, the Council reviewed the carrying value of the individual classes of assets measured at fair value to ensure that each asset materially approximated its fair value. Where the carrying value materially differed from the fair value at balance date, the class of asset was revalued.

Fair value valuations are determined in accordance with a valuation hierarchy. Changes to the valuation hierarchy will only occur if an external change in the restrictions or limitations of use on an asset result in changes to the permissible or practical highest and best use of the asset. Further details regarding the fair value hierarchy are disclosed at Note 19, Property, Infrastructure, Plant and Equipment. In addition, Council undertakes a formal revaluation of land, buildings, and infrastructure assets on a regular basis ranging from 1 to 5 years. The valuation is performed either by experienced council officers or independent experts.

Where the assets are revalued, the revaluation increments are credited directly to the asset revaluation reserve except to the extent that an increment reverses a prior year decrement for that class of asset that had been recognised as an expense in which case the increment is recognised as revenue up to the amount of the expense. Revaluation decrements are recognised as an expense except where prior increments are included in the asset revaluation reserve for that class of asset in which case the decrement is taken to the reserve to the extent of the remaining increments. Within the same class of assets, revaluation increments and decrements within the year are offset.

Land Under Roads Land under Roads acquired after 30 June 2008 is brought to account using the fair value basis. Council does not recognise land under roads that it controlled prior to that period in it's financial statements. Council recognises land under roads at fair value.

(n) Depreciation and Amortisation of Property, Infrastructure, Plant and Equipment and Intangibles Buildings, land improvements, 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 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. Road earthworks are not depreciated on the basis that they are assessed as not having a limited useful life. Straight line depreciation is charged based on the residual useful life as determined each year. Depreciation periods used are listed below and are consistent with the prior year unless otherwise stated.

10 Page 10 FINANCIAL STATEMENTS 2015-2016

Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 1 Significant Accounting Policies (cont.)

Deprecation Threshold Asset Recognition Thresholds and Deprecation Periods Period Limit $000 Property land n/a $0 land improvements 10-80 years $5 Buildings heritage buildings 80-125 years $10-$20 buildings 80-125 years $10-$20 Plant and Equipment plant and equipment 1-20 years $1 office equipment, furniture and fittings 1-20 years $1 Infrastructure sealed roads 2-100 years $5-$20 unsealed roads 15-100 years $5-$10 pathways 25-50 years $5 bridges 100 years $10-$20 drainage 100 years $5-$20 public furniture and fittings 8-25 years $2-$5 fountains, statues and monuments 80-100 years $5

(o) Repairs and Maintenance Routine maintenance, repair costs, and minor renewal costs are expensed as incurred. 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.

(p) Investment Property Investment property may be held to generate long-term rental yields. Investment property is measured initially at cost, including transaction costs. Costs incurred subsequent to initial acquisition are capitalised when it is probable that future economic benefit in excess of the originally assessed performance of the asset will flow to the Council. Subsequent to initial recognition at cost, investment property is carried at fair value, determined annually by independent valuers. Changes to fair value are recorded in the comprehensive income statement in the period that they arise. Rental income from the leasing of investment properties is recognised in the comprehensive income statement on a straight line basis over the lease term.

(q) 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 to sell 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.

Financial Statements 2015-2016Page 11 11 Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 1 Significant Accounting Policies (cont.)

(r) 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 (refer to Note 23).

(s) Borrowings 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 at initial recognition.

Borrowing Costs 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. Except where specific borrowings are obtained for the purpose of specific asset acquisition, the weighted average interest rate applicable to borrowings at balance date, excluding borrowings associated with superannuation, is used to determine the borrowing costs to be capitalised.

Borrowing costs include interest on bank overdrafts, interest on borrowings, and finance lease charges.

(t) Employee Costs and Benefits The calculation of employee costs and benefits includes all relevant on-costs and are calculated as follows at reporting date.

Wages and Salaries and Annual Leave Liabilities for wages and salaries, including non-monetary benefits, annual leave and accumulated sick leave expected to be wholly settled within 12 months of the reporting date are recognised in the provision for employee benefits in respect of employee services up to the reporting date, classified as current liabilities and measured at their nominal values.

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 present value of the amounts expected to be paid when the liabilities are settled using the remuneration rate expected to apply at the time of settlement.

Long Service Leave Liability for long service leave (LSL) is recognised in the provision for employee benefits. Current Liability - unconditional LSL is disclosed as a current liability even when the council does not expect to settle the liability within 12 months because it will not have the unconditional right to defer settlement of the entitlement should an employee take leave within 12 months. The components of this current liability are measured at : - present value - component that is not expected to be wholly settled within 12 months. - nominal value - component that is expected to be wholly settled within 12 months.

12 Page 12 FINANCIAL STATEMENTS 2015-2016

Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 1 Significant Accounting Policies (cont.)

Classification of Employee Costs Non-current liability - 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. There is an unconditional right to defer settlement of the entitlement until the employee has completed the requisite years of service. This non-current LSL liability is measured at present value.

Termination Benefits Termination benefits are payable when employment is terminated before the normal retirement date, or when an employee accepts voluntary redundancy in exchange for these benefits. The Council recognises termination benefits when it is demonstratably committed to either terminating the employment of current employees according to a detailed formal plan without possibility of withdrawal or providing termination benefits as a result of an offer made to encourage voluntary redundancy. Benefits falling due more than 12 months after balance date are discounted to present value.

Employee Benefits On-Costs Employee benefits on-costs (payroll tax, workers compensation, superannuation, annual leave and long service leave accrued while on LSL taken in service) are recognised separately from provision for employee benefits.

Superannuation The amount charged to the Comprehensive Income Statement in respect of superannuation represents contributions made or due by the Corporation to the relevant superannuation plans in respect to the services of the Corporation’s staff (both past and present). Superannuation contributions are made to the plans based on the relevant rules of each plan and any relevant compulsory superannuation requirements that the Corporation is required to comply with.

Sick Leave / Service Recognition Some employees benefit from a service recognition scheme which enables payment of a proportion of unused sick leave upon termination. The payment commences after 5 years of service with the percentage payment ranging from 10% of unused sick leave to 40% after 20 years of service.

The dollar value of the Service Recognition entitlements has been frozen as at 4 January 1996. Adjustments will be made annually in accordance with the Consumer Price Index for the preceding 12 months and paid to each relevant employee on termination.

Provision is also made for some employees entitled to payment of a portion of unused sick leave, pursuant to some employment contracts, on leaving the Council's employ.

At balance date, the liability is measured at the present value of estimated future cash flows to be made for the entitlement. All sick leave/service recognition liability is disclosed as current.

(u) Landfill Rehabilitation Provision Council is obligated to restore the Eaglehawk Landfill site to a particular standard. The forecast life of the site is based on current estimates of remaining capacity and the forecast rate of infill. The provision for landfill restoration has been calculated based on the present value of the expected cost of works to be undertaken. The expected cost of works has been estimated based on current understanding of work required to reinstate the site to a suitable standard. Accordingly, the estimation of the provision required is dependent on the accuracy of the forecast timing of the work, work required and related costs.

Financial Statements 2015-2016Page 13 13 Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 1 Significant Accounting Policies (cont.)

(v) Leases Operating Leases Lease payments for operating leases are required by the accounting standard to be recognised on a straight line basis, rather than expensed in the years in which they are incurred.

(w) Goods and Services Tax (GST) Revenues, expenses and assets are recognised net of the amount of GST, except where the amount of GST incurred is not recoverable from the Australian Tax Office. In these circumstances the GST is recognised as part of the cost of acquisition of the asset or as part of an item of the expense. Receivables and payables in the balance sheet are shown inclusive of GST. Cash flows are presented in the Statement of Cash flows on a gross basis, except for the GST component of investing and financing activities, which are disclosed as operating cash flows.

(x) Financial Guarantees Financial guarantee contracts are not recognised as a liability in the balance sheet unless the lender has exercised their right to call on the guarantee or Council has other reasons to believe that it is probably that that right will be exercised. Details of guarantees that Council has provided, that are not recognised in the balance sheet are disclosed at Note 32 Contingent Liabilities.

(y) Contingent Assets and Contingent Liabilities and Commitments Contingent assets and contingent liabilities are not recognised in the Balance Sheet, but are disclosed by way of a note and, if quantifiable, are measured at nominal value. Contingent assets and liabilities are presented inclusive of GST receivable or payable respectively. Commitments are not recognised in the Balance Sheet. Commitments are disclosed at their nominal value by way of note and presented inclusive of the GST payable.

(z) Pending Accounting Standards Certain new AAS's have been issued that are not mandatory for the 30 June 2016 reporting period. Council has assessed these pending standards and has identified that no material impact will flow from the application of these standards in future reporting periods.

(aa) Rounding Unless otherwise stated, amounts in the financial report have been rounded to the nearest thousand dollars. Figures in the financial statement may not equate due to rounding.

(ab) Water Rights Water Rights are recorded at fair value. These are tradeable rights which were initially issued by the Local Water Authority, and can be traded to and from third parties. Australian Accounting Standards allow for these rights to be valued at market value.

14 Page 14 FINANCIAL STATEMENTS 2015-2016

Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 2 Budget Comparisons

The budget comparison notes compare Council’s financial plan, expressed through its annual budget, with actual performance. The Local Government (Planning and Reporting) Regulations 2014 requires explanation of any material variances. Council has adopted a materiality threshold. Explanations are provided if the variance is greater than 10 percent and a minimum of $500,000 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 budget figures detailed below are those adopted by Council on 24th June 2015. The Budget was based on assumptions that were relevant at the time of adoption of the Budget. Council sets guidelines and parameters for revenue 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 1989 and the Local Government (Planning and Reporting) Regulations 2014.

(a) Income and Expenditure Budget Actual 2016 2016 Variance % Ref $'000 $'000 Income Rates and Charges 99,421 99,744 323 0% Statutory Fees and Fines 3,888 3,818 (70) -2% User Charges, Fees and Fines 22,963 25,519 2,556 11% 1 Contributions - Cash 7,336 7,523 187 3% Contributions - Non Monetary 11,391 18,786 7,395 65% 2 Government Grants - Operating 25,255 19,342 (5,913) -23% 3 Government Grants - Capital 14,171 32,130 17,959 127% 4 Interest on Investments 1,534 1,872 338 22% Other Income 1,349 1,735 386 29% Net Gain / (Loss) on Disposal of Property, Plant and Equipment, Infrastructure (3,000) (8,981) (5,981) 199% 5 Share of Net Profits / (Losses) of Associates (113) 90 203 -100%

Total Income 184,195 201,578 17,383 9%

Expenses Employee Costs 56,938 56,910 (28) 0% Contract Payments, Materials and Services 65,309 68,408 3,099 5% Borrowing Costs 1,735 1,716 (19) -1% Depreciation and Amortisation 29,743 30,149 406 1% Bad and Doubtful Debts 130 293 163 125% Other Expenses - 2,610 2,610 100% 6

Total Expenses 153,855 160,086 6,231 4%

Surplus for the Year 30,340 41,492 11,152 37%

Financial Statements 2015-2016Page 15 15 Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 2 Budget Comparisons (cont.) (a) Income and Expenditure (cont.) (i) Explanation of Material Variations 1. User Charges, Fees and Fines Council experienced higher levels of activity at Ulumbarra Theatre and the Bendigo Art Gallery during the year. The Art Gallery experienced higher than expected ticket sales for the Marilyn Monroe exhibition, $2.75M. The Ulumbarra Theatre experienced higher than budgeted, hire fees/ticket sales through venue events during the year $1M.

2. Contributions - Non-Monetary Council's Non-Monetary assets budget is based on an assessment of the prior year actual contributions received. Council received higher than budgeted Contributed Non-Monetary Assets. Council was gifted $9M of road/footpaths/bridge assets and $4M of drainage assets from subdivision developments. Council also identified a further $1.4M of assets, including $962K of carpark assets as a a result of an internal review of this sub class of asset. 3. Government Grants - Operating The variance of actual to budget is due to the Victorian Grants Commission paying $5.8M of the 2015/16 grant, late in the 2014/15 financial year. The payment was made after the 2015/16 budget was adopted. The actual amount received balances to budget when combining the two financial years. 4. Government Grants - Capital Capital Grants is higher than budget by $17.9M. This is due to the timing of funding provided by State Government departments. Unbudgeted grant payments were received for projects that are to be undertaken in the 2016/17 financial year. Unbudgeted amounts received included $9M for the Indoor Aquatic and Wellbeing Centre, $2M for the Bendigo Stadium expansion, $1.5M Airport runway project, $2M Roads to Recovery funding and $2.9M for Road and Bridge works. The Council also received an unbudgeted amount for $2.5M the finalisation of the Ulumbarra Theatre project. 5. Net Gain / (Loss) on Disposal of Property, Plant and Equipment, Infrastructure Asset writes off/disposals are over budget mostly due to $2.4M of buildings disposed of, including $1.4M for the Indoor Aquatic and Wellbeing Centre, Bridges $1M as Weeroona Avenue was taken over by VicRoads, $3M for roads to replace with new roads and $1M for the disposal of old landfill assets at capacity.

6. Other Expenses Other expenses is represented by an expense relating to the accounting treatment of the provision recognised for the Eaglehawk Landfill. The unbudgeted expense of $2.6M is an expense to recognise future rehabilitation and aftercare costs. This amount was not known when the budget was prepared.

16 Page 16 FINANCIAL STATEMENTS 2015-2016

Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 2 Budget Comparisons (cont.) (b) Capital Works Budget Actual 2016 2016 Variance % Ref $'000 $'000

Property Buildings 15,659 8,482 (7,177) -46% 7 Total Property 15,659 8,482 (7,177) -46%

Plant and Equipment Plant, Machinery and Equipment 3,998 3,850 (148) -4% Office Equipment, Furniture and Fittings 618 511 (107) -17% Total Plant & Equipment 4,616 4,361 (255) -6%

Infrastructure Artwork - 76 76 100% Fountains Statues and Monuments - 61 61 100% Bridges 1,145 1,163 18 2% Sealed Roads 18,135 13,012 (5,123) -28% 8 Land Improvements 4,186 4,047 (139) -3% 9 Unsealed Roads 2,500 2,051 (449) -18% Pathways 2,395 2,861 466 19% Drainage 3,363 4,796 1,433 43% 10 Public Furniture and Fittings 3,740 3,131 (609) -16% 11 Total Capital Infrastructure 35,464 31,198 (4,266) -12%

Total Capital Works Expenditure 55,739 44,041 (11,698) -21%

Represented by: New Assets 20,509 10,091 (10,418) -51% 12 Renewal 22,878 23,241 363 2% 12 Upgrade 4,077 2,017 (2,060) -51% 12 Expansion 8,275 8,692 417 100% 12 Total Capital Works Expenditure 55,739 44,041 (11,698) -21%

Financial Statements 2015-2016Page 17 17 Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 2 Budget Comparisons (cont.) (b) Capital Works (cont.) (i) Explanation of Material Variations 7. Buildings Underspend on Buildings is due to the commencement of works being delayed on a number of large construction projects budgeted for during the 2015/16 financial year. Only $1M of the budgeted $3M was spent for the first phase of the new Indoor Aquatic and Wellbeing Centre. The expansion to the Bendigo Stadium has also been delayed with only $3.25M of the $5.75M budget being spent. The balance of these projects will be carried forward into the 2016/17 financial year to finalise the projects. A number of other projects that were not completed during the year will require expenditure carried forward into the 2016/17 financial year. Projects include Canterbury Park Pavilion $1.22M, Barrack Reserve upgrade $600K, Spring Gully Soccer Pavilion $350K and the Harry Trott Oval Club Rooms $90K. 8. Sealed Roads The Sealed Roads budget included the redevelopment of the Bendigo Airport Runway project $6.85M. The actual expenditure for the project is allocated to Land Improvements. After adjusting the Sealed Road budget for the misallocation, the variance between actual and budget would be a $1.7M over spend in Sealed Roads. This over spend is largely due to $1.8M being spent on black spot funding projects which were unknown at the time the budget was set.

9. Land Improvements Although Land Improvements has a favourable variance of 3%, an explanation is required after considering the commentary provided at Ref. 8, above. If the misallocation of the budget was reallocated from Sealed Roads for the Bendigo Airport Runway project totalling $6.85M, the variance would then be unfavourable by 63%. Actual expenditure for the Bendigo Airport Runway project totalled $3.4M this is a $3.45M underspend compared to budget. The favourable variance will be required to be carried forward to 2016/17 to complete the project. Other projects contributing to the underspend include The Botanical Gardens Masterplan which had an overall budget of $1.45M of which only $260K was spent due to the commencement of this project being delayed. Other projects that were not fully expended include the Landfill Rehabilitation project $325K, resurfacing of Elmore and Strathdale courts $270K and the design phase of a new Waste Transfer Station $150K. There were also several projects that were budgeted for in the Land Improvements asset class however they have been costed to the WIP accounts of other asset classes. Projects include the Bendigo Airport water treatment of $700K and $257K for the Kennington Netball/Tennis Courts resurfacing.

10. Drainage Council completed a number of drainage construction projects during the year for new development areas at a cost of $800K. This expenditure was not budgeted for due to the costs being unforeseeable at the time the budget was set. These projects are fully funded through the Drainage Reserve. There was also a number of other projects contributing to the unfavourable variance including Osborne St Drainage $197K, Ulumbarra Streetscape Works $161K, Canterbury Park Development $206K, Darling St Eaglehawk $222K, Havilah Road $77K, Strathdale Crescent $61K and Olympic Parade $60K. This overspend was offset by drainage works not completed at Retreat Road which requires $320K to be carried forward to the 2016/17 financial to be completed.

11. Public Furniture and Fittings The underspend is due to the delay in the purchase of bins for the new organic waste collection service to begin in September 2016. Of the $1.77M budget only $880K was spent. The remaining balance will be spent if the first quarter of the 2016/17 financial year.

12. Renewal/New/Asset Expansion Upgrade The variance between budget and actual for both New Assets and Expansion/Upgrade is a result from the variances in both the Buildings and Sealed Road asset classes as detailed above. Projects with an underspend and their % split between New and Upgrade are; The Bendigo Stadium (50% new, 50% upgrade/expansion), Indoor Aquatic and Wellbeing Centre (100% new), Canterbury Park Pavilion (50% new, 50% upgrade/expansion), Barrack Reserve Upgrade (100% upgrade/expansion) and the Bendigo Airport Runway (100% new).

18 Page 18 FINANCIAL STATEMENTS 2015-2016

Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 3 Rates and Charges 2016 2015 $'000 $'000 The Council declares rates on the Capital Improved Value (CIV) of all rateable property within the municipal district. The CIV is the value of the land and all it's improvements.

The valuation base used to calculate general rates for 2015/16 was $18,594,370,000 (2014/15 $18,187,822,000). The 2015/16 rate in the CIV dollar was 0.004113 (2014/15, 0.003927).

General Rates 85,034 79,271 Supplementary Rates and Rate Adjustments 1,779 1,979 Garbage Charge 9,789 9,433 Recyclable Garbage Charge 3,142 2,928 Total Rates and Charges 99,744 93,611

The date of the last general valuation of land for rating purposes was 1 January 2014 and the valuation first applied to the rating period commencing 1 July 2014.

The date of the next general valuation of land for rating purposes within the municipal district is 1 January 2016 and the valuation will be first applied in the rating year commencing 1 July 2016.

Note 4 Statutory Fees and Fines 2016 2015 $'000 $'000 Building and Planning 1,433 1,569 Parking 226 272 Regulatory Service 95 120 Fines 1,318 1,251 Other Fees and Charges 746 672 Total Statutory Fees and Fines 3,818 3,884

Financial Statements 2015-2016Page 19 19 Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 5 User Fees and Charges 2016 2015 $'000 $'000 Fees and Charges: Children's Services 3,856 4,041 Parking 3,268 3,105 Aged Services 679 759 Waste Disposal 6,000 5,715 Saleyard Yarding 1,106 1,193 Regulatory Service 1,074 1,085 Recreation 357 279 Ticket Income 5,238 2,593 Sales Income 960 777 Other Fees and Charges 2,981 2,580 Total User Fees and Charges 25,519 22,127

Note 6 Contributions 2016 2015 $'000 $'000 Contributions Cash 7,523 9,550

Non-Monetary - Developer Assets 17,019 11,971 Non-Monetary - Found Assets 1,691 3,672 Non Monetary - Donated Assets 76 315 Total Non-Monetary Contributions 18,786 15,958 Total Contributions 26,309 25,508 Contributions of non monetary assets were received and brought to account in relation to the following asset classes. Artworks 76 315 Land 3,902 2,172 Land Improvements - 378 Public Furniture & Fittings - 281 Sealed Roads 7,896 4,813 Unsealed Roads 57 13 Pathways 2,504 1,535 Bridges 73 297 Buildings - 2,203 Drainage 4,278 3,951 Total Non-Monetary Contibrutions 18,786 15,958

Note 7 Net Gain/(Loss) on Disposal of Property, Infrastructure, Plant and Equipment 2016 2015 $'000 $'000 Proceeds of Sale 1,103 2,774 Written Down Value of Assets Disposed (10,084) (14,702) Total Net Gain/(Loss) on Disposal of Property, Infrastructure, Plant and Equipment (8,981) (11,928)

20 Page 20 FINANCIAL STATEMENTS 2015-2016

Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 8 Grants 2016 2015 $'000 $'000 Grants were received in respect of the following:

Summary of Grants Commonwealth Funded Grants 16,225 33,555 State Funded Grants 35,247 11,764 Total 51,472 45,319

Operating Grants Recurrent - Commonwealth Government Victorian Grants Commission - Unallocated 5,878 17,657 Victorian Grants Commission - Local Roads 1,602 4,867 Aged Services - 263 Health Services - Immunisation 21 13 Recurrent - State Government Aged 6,003 6,207 Youth 73 73 Health Services - Immunisation 97 79 Tourism / Events Projects 231 128 School Crossing Supervisors 174 182 Maternal and Child Health 693 691 Family and Children 430 543 Rural Access Initiative 240 251 Healthy Communities - 1,001 Arts & Culture 239 355 Environment 56 50 Recreation - 25 Community Safety - 10 Emergency Management 96 96 Total Recurrent Operating Grants 15,833 32,491

Non Recurrent - Commonwealth Government Arts and Culture 1,280 6,363 Infrastructure - Housing - 437 Street lighting 1,300 2,035 Community Resilience 7 - Non Recurrent - State Government Aged 90 15 Arts & Culture 456 90 Community and Strategy Planning - 29 Business Development 88 290 Cultural Diversity 25 40 Tourism / Events Projects 20 - Transport 30 - Youth 213 - Total Non Recurrent Operating Grants 3,509 9,299

Total Operating Grants 19,342 41,790

Capital Grants Recurrent - Commonwealth Government Roads to Recovery 4,535 1,587 Total Recurrent Capital Grants 4,535 1,587

Financial Statements 2015-2016Page 21 21 Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 8 Grants (cont.) 2016 2015 $'000 $'000 Non Recurrent - Commonwealth Government Heritage 76 90 Environment 36 130 Airport 1,200 - Infrastructure - Bridges 290 - Non Recurrent - State Government Arts & Culture 1,300 215 Street lighting (124) 750 Recreation 19,207 50 Infrastructure - Cycling - 380 Heritage 17 92 Waste 440 59 Environment 227 160 Other - 16 Airport 4,297 - Family and Children 129 - Infrastructure - Transport 500 - Total Non Recurrent Capital Grants 27,595 1,942

Total Capital Grants 32,130 3,529

Total Grants 51,472 45,319

Unspent Grants received on condition that they be spent in a specific matter Balance at start of year 8,740 10,033 Received during the financial year and remained unspent at balance date 18,975 8,740 Received in prior years and spent during the financial year (8,740) (10,033) Balance at year end 18,975 8,740

Note 9 Other Income 2016 2015 Note $'000 $'000 Net Increase in Net Market Value of Forestry Plantation 20 1 - Net Increase in Net Market Value of Water Rights 21 32 3 Property Rental 1,520 1,429 Reimbursements 182 439 Total Other Revenue 1,735 1,871

Note 10 (a) Employee Costs 2016 2015 $'000 $'000 Wages and Salaries 45,154 43,507 Annual, Sick and Long Service Leave 7,446 7,584 Superannuation 4,717 4,704 WorkCover 1,718 1,684 Fringe Benefit Tax 255 232 59,290 57,711 Less Amounts Capitalised 2,380 2,603

Total Employee Costs 56,910 55,108

22 Page 22 FINANCIAL STATEMENTS 2015-2016

Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 10 (b) Superannuation 2016 2015 $'000 $'000 Council made contributions to the following funds:

Defined Benefit Fund Employer contributions to Local Authorities Superannuation Fund (Vision Super) 534 607 534 607

Employer contributions payable at reporting date. 132 134

Accumulation Funds Employer contributions to Local Authorities Superannuation Fund (Vision Super) 2,765 2,865 Employer contributions - other funds 1,242 1,232 4,007 4,097

Employer contributions payable at reporting date. 332 154

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 due. Refer to Note 31 for further information relating to Council's superannuation obligations.

Note 11 Contract Payments, Materials and Services 2016 2015 $'000 $'000 Contract Payments 30,413 50,326 Administration Expenses 9,382 7,405 Utility Expenses 5,246 5,057 Materials, Concrete Products and Hardware 9,406 9,029 Maintenance and Consumables 8,738 9,406 Plant and Equipment Operating Expenses 7,465 5,742 Contributions and Donations 2,080 2,326 Insurance 1,536 1,698 74,266 90,989 Less Amounts Capitalised 5,858 4,878

Total Contract Payments, Materials and Services 68,408 86,111

Financial Statements 2015-2016Page 23 23 Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 12 Depreciation 2016 2015 $'000 $'000 Land Improvements 2,067 1,983 Buildings 3,890 3,790 Plant and Equipment 2,384 2,149 Office Equipment, Furniture and Fittings 672 641 Sealed Roads 10,865 10,633 Unsealed Roads 1,865 2,089 Pathways 2,884 2,345 Bridges 775 749 Drainage 2,492 2,343 Public Furniture and Fittings 1,215 1,583 Fountains, Statues and Monuments 100 99 Landfill 940 100 Total Depreciation 30,149 28,504 Refer to Note 19 for a more detailed breakdown of depreciation charges.

Note 13 Other Item of Expense 2016 2015 Note $'000 $'000 Discount Rate Movement of Landfill Provision 24 498 312 Landfill Rehabilitation Aftercare 24 2,112 - Total Other Expenses 2,610 312

24 Page 24 FINANCIAL STATEMENTS 2015-2016

Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 14 Investments in Associates 2016 2015 $'000 $'000 Investments in Associates accounted for under the equity method are: North Central Goldfields Regional Library Corporation (refer note 1 (e))

The Council is a member of the North Central Goldfields Regional Library Corporation. The Council has a 61.32% share of the net assets (61.48% 2015). At 30 June 2016 Council's equity in the corporation was $4,119,759 (30 June 2015 $4,030,131).

Council’s Share of Accumulated Surplus/(Deficit) and Contributed Capital

Council’s share at the beginning of the year 3,401 3,561 % share of equity adjustment (8) (4) Share of reported surplus / (deficit) 100 99 Transfers to (from) reserves (99) (255) Council’s share at end of the year 3,394 3,401

Council’s Share of Reserves

Council’s share at the beginning of the year 629 378 % share of equity adjustment (2) (4) Transfers to (from) reserves 99 255 Council’s share at end of the year 726 629

Movement in Carrying Value

Carrying value at beginning of the year 4,030 3,939 % share of equity adjustment (10) (8) Share of reported surplus / (deficit) 100 99 Carrying value at end of the year 4,120 4,030

Council’s Share of Commitments

Operating commitments 313 18 Capital commitments - -

Financial Statements 2015-2016Page 25 25 Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 15 Cash and Cash Equivalents 2016 2015 Note $'000 $'000 Current Cash on Hand 30 27 Cash at Bank 10,584 14,313 Term Deposits 54,501 42,567 Total Cash and Cash Equivalents 27 65,115 56,907

Restricted Funds Councils cash and cash equivalents are subject to a number of external restrictions that limit amounts available for discretionary or future use. These include: - Statutory Reserve funds allocated for specific future purposes 6,379 5,207 - Trust funds 23 3,151 2,807 - Discretionary Reserve funds allocated for specific future purposes 18,975 8,740 Total Restricted Funds 29 28,505 16,754

Total Unrestricted Cash and Cash Equivalents 36,610 40,153

Intended Allocations Although not externally restricted the following amounts have been allocated for specific future purposes by Council - Discretionary Reserves excluding Unexpended Grant Reserve 14,962 11,909 - Cash held to fund carried forward capital works 7,800 3,976 - Future Capital Projects where unspent funding has been received 650 650 Total Funds Subject to Intended Allocations 23,412 16,535 Refer also to Note 17 for details of other financial assets held by Council.

Note 16 Trade and Other Receivables 2016 2015 $'000 $'000 Current Rates Debtors 1,274 1,333 Footpath, Kerb and Channel Debtors 2 3 Loans to Community Organisations 69 60 Loans for Heritage Restoration Works 46 53 GST Receivable 1,226 1,665 General Debtors - Grants 12,525 941 General Debtors - Other 2,126 3,044 Allowance for Doubtful Debts - General Debtors (15) (54) Infringement Debtors 2,569 2,526 Allowance for Doubtful Debts - Infringements (95) (95) Total Current 19,727 9,476

Non-Current Footpath, Kerb and Channel Debtors 1 1 Loans for Heritage Restoration Works 46 89 Loans to Community Organisations 37 60 Total Non-Current 84 150

Total Trade and Other Receivables 19,811 9,626

26 Page 26 FINANCIAL STATEMENTS 2015-2016

Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 16 Trade and Other Receivables (cont.) 2016 2015 a) Ageing of Receivables $'000 $'000 At balance date other debtors representing financial assets were past due but not impaired. These amounts relate to a number of independent customers for whom there is no recent history of default. The ageing of the Council's trade & other receivables (excluding statutory receivables) was: Current (not yet due) 11,945 2,178 Past due by up to 30 days 2,112 867 Past due between 31 and 180 days 348 263 Past due between 181 and 365 days 72 538 Past due by more than 1 year 360 150 Total Trade & Other Receivables 14,837 3,996 b) Movement in Provisions for Doubtful Debts Balance at the beginning of the year 149 274 New Provisions recognised during the year - 25 Amounts already provided for and written off as uncollectible (39) (150) Amounts provided for but recovered during the year - - Balance at End of Year 110 149 c) Ageing of Individually Impaired Receivables At balance date, other debtors representing financial assets with a nominal value of $110,000 (2015: $149,000) were impaired. The amount of the provision raised against these debtors was $110,000 (2015: $149,000). 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: Past due between 181 and 365 days - 10 Past due by more than 1 year 110 139 Total Trade & Other Receivables 110 149

Note 17 Other Financial Assets 2016 2015 $'000 $'000 Term Deposits 34 6,000 Total Other Financial Assets 34 6,000

Note 18 Other Assets 2016 2015 $'000 $'000 Current Accrued Income 1,141 392 Prepayments 1,133 1,046 Total Other Assets 2,274 1,438

Financial Statements 2015-2016Page 27 27 Page 28 88,149 766,997 225,936 $'000 WDV 1,307,357

30 June 2015 - - 23,569 - 202,706 - (19,535) $'000 (520,927) (382,989) (118,403) Depreciation

Accumulated 78 9,565 23,569 107,684 344,339 202,706 $'000 $'000 1,828,284 1,149,986 t Fair Value

A 30 June 2015 - - (37) (37) $'000 18,566 28,209 - (3,500) 88,145 (31,430) (34,930) 796,544 224,412 $'000 $'000 WDV 1,343,920

30 June 2016 61 - - 28,209 - 206,610 - 9,385 30,161 39,607 (20,470) $'000 $'000 (542,151) (401,659) (120,022) Depreciation

Accumulated 17 3,680 28,209 19,872 23,569 108,615 344,434 206,610 $'000 $'000 1,886,071 1,198,203

At Fair Value Opening WIP Additions Transfers Write Offs Closing WIP 30 June 2016 Notes to the Financial Report for Year Ended 30 June 2016 Note 19 Property, Infrastructure, Plant and Equipment Work in Progress Plant and Equipment Infrastructure Summary of Work in Progress Buildings Greater Bendigo City Council Summary of Property, Infrastructure, Plant and Equipment Land Buildings Plant and Equipment Infrastructure Total

28 FINANCIAL STATEMENTS 2015-2016 - - - - - Page 29 (476) 1,819 2,747 9,884 9,385 3,904 $'000 432,322 440,587 550,725 560,609 Total Property

------(1,619) - (118,403) - - - (120,022) - - - (5,224) - (3,890) - 3,680 3,680 9,565 3,680 3,680 9,565 (3,500) $'000 Work in Progress

95 - 9,385 - 9,385 ------(476) 5,319 2,747 (1,619) (5,224) (3,890) 225,936 224,412 344,339 344,434 $'000 Total Buildings

5,885 5,885 96 (52) ------(52) (90) - (90) (148) 8,915 8,773 8,915 8,825 $'000 Specialised (118,403) (120,022)

Buildings - Non ------(572) (587) (639) 4,495 2,747 (2,762) (78,962) (79,549) $'000 134,061 132,835 213,023 212,384 Buildings - Specialised

- - - - (5,134) ------824 824 (980) (980) 82,960 82,804 (40,421) 122,401 123,225 $'000 Heritage Buildings

- - (39,441) ------3,904 3,904 3,904 3,904 $'000 Total Land ------1,125 1,125 5,007 6,132 5,007 6,132 $'000 Roads Land Under

202,706 202,706 206,610 202,706 202,706 206,610 ------10,852 10,852 10,852 10,852 $'000 Land - Non Specialised

------2,779 2,779 186,847 189,626 186,847 189,626 $'000 Land - Specialised

Notes to the Financial Report for Year Ended 30 June 2016 Note 19 Property, Infrastructure, Plant and Equipment (cont.) Greater Bendigo City Council Land and Buildings At fair value 1 July 2015 Accumulated depreciation at 1 July 2015 Movements in fair value Acquisition of assets at fair value Contributed Assets Revaluation increments/decrements Fair value of assets disposed Impairment losses recognised in operating result Transfers Movements in accumulated depreciation Depreciation and amortisation Contributed Assets Revaluation increments.decrements Accumulated depreciation of disposals Impairment losses recognised in operating result Transfers At fair value 30 June 2016 Accumulated depreciation at 30 June 2016

Financial Statements 2015-2016 29 Page 30 7 6 - - - - - $'000 Total 17 78 17 78 61 61 ------$'000 88,166 88,166 88,223 (3,156) (3,156) (19,535) (19,535) (20,470) (935) (935) 107,701 107,701 108,693 (3,506) (3,506)

4,422 4,422 2,221

992 ------(100) (100) 6,018 5,918 9,716 9,716 (3,698) (3,798) $'000 Monuments Work in Progress Statues and

76 76 ------62,707 62,783 62,707 62,783 $'000

(3) (4) 19 - - - - 511 531 (534) (672) (144) 8,325 8,321 2,912 2,764 (5,413) (5,557) $'000 Office Fittings Artworks Furniture & Equipment,

3 - - - (19) - 859 (691) 3,850 1,690 (2,972) (2,384) 26,936 27,795 16,512 16,680 (10,424) (11,115) $'000 Plant and Equipment

Notes to the Financial Report for Year Ended 30 June 2016 Note 19 Property, Infrastructure, Plant and Equipment (cont.) Greater Bendigo City Council Plant and Equipment At fair value 1 July 2015 Accumulated depreciation at 1 July 2015 Movements in fair value Acquisition of assets at fair value Revaluation increments/decrements Donated Assets Fair value of assets disposed Impairment losses recognised in operating result Transfers Movements in accumulated depreciation Depreciation and amortisation Accumulated depreciation of disposals Impairment losses recognised in operating result Transfers At fair value 30 June 2016 Accumulated depreciation at 30 June 2016

30 FINANCIAL STATEMENTS 2015-2016 Page 31 - (10) - 476 (862) 2,554 6,922 (2,093) (1,819) 16,135 46,910 13,127 30,160 (13,247) (18,670) (23,103) 786,870 815,110 $'000 Total 1,169,859 1,216,769 Infrastructure ------(36) - (1,306) 19,872 19,872 18,566 19,872 19,872 18,566 $'000 Work in Progress

(382,989) (401,659)

------337 (603) (940) (337) (940) 8,579 6,585 8,916 7,525 (1,391) (1,391) $'000

(31,430)

30,160 30,160 94 ------476 811 671 (140) (645) (1,215) 16,766 16,792 27,916 28,587 (11,150) (11,795) $'000 & Fittings Landfill

Public Furniture ------300 (350) 2,774 2,424 (1,767) (2,067) 30,879 31,536 58,560 60,984 (27,681) (29,448) $'000 Land

Improvements - - (10) - - (64) 274 183 (690) (453) (560) 6,523 9,625 4,078 (2,836) (2,492) (57,812) (60,648) 188,742 195,531 246,554 256,179 $'000

------(32) 216 216 235 235 (404) 1,565 1,565 7,033 7,033 77,141 77,141 83,058 $'000 (39,459) (40,575) 116,600 116,600 123,633

73 ------837 325 898 (943) (750) (775) (1,985) (1,066) 45,990 44,297 77,383 76,633 (31,393) (32,336) $'000 Major culverts Pathways Drainage Bridges &

(1,116)

1,070 3,831

(2,884)

2,320 2,320

(9) 37 29 - - - - - 3,485 1,503 1,004 2,615 1,467 2,011 (2,041) (1,865) 27,551 31,669 45,331 46,834 (17,780) (15,165) $'000 Roads Unsealed

- - - - - (757) 1,954 6,700 3,871 (6,210) (5,624) 29,101 13,321 13,336 (13,375) (10,865) 371,350 387,076 $'000 568,727 597,828 (197,377) (210,752) Roads Sealed

Notes to the Financial Report for Year Ended 30 June 2016 Note 19 Property, Infrastructure, Plant and Equipment (cont.) Greater Bendigo City Council Infrastructure At fair value 1 July 2015 Accumulated depreciation at 1 July 2015 Movements in fair value Acquisition of assets at fair value Found Assets Contributed Assets Revaluation increments/decrements Fair value of assets disposed Impairment losses recognised in operating result Transfers Movements in accumulated depreciation Depreciation and amortisation Found Assets Contributed Assets Revaluation increments/decrements Accumulated depreciation of disposals Impairment losses recognised in operating result Transfers At fair value 30 June 2016 Accumulated depreciation at 30 June 2016

Financial Statements 2015-2016 31 Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 19 Property, Plant, Equipment and Infrastructure (cont.)

Valuation of Land, Heritage and Non Specialised Buildings Valuation of land, heritage and non specialised buildings were undertaken by Mr James Collins, AAPI Certified Practicing Valuer, Senior Valuer at the City of Greater Bendigo at 30 June 2015. The valuation of these asset classes 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.

Any significant movements in the unobservable inputs for land and land under roads will have a significant impact on the fair value of these assets.

Details of the Council’s land and buildings and information about the fair value hierarchy as at 30 June 2016 are as follows:

Level 1 Level 2 Level 3 $'000 $'000 $'000 Land - Non Specialised - 10,852 - Land - Specialised - - 189,626 Land Under Roads - - 6,132 Buildings - Non Specialised - 8,773 - Buildings - Specialised - - 215,639 - - 19,625 411,397

Valuation of Infrastructure and Specialised Buildings Valuation of Council's infrastructure assets and specialised buildings has been determined in accordance with an independent valuation undertaken by Mr Brett Martini, Certified Practicing Engineer. The valuation is at fair value based on replacement cost less accumulated depreciation as at the date of valuation. Details of the Council’s infrastructure and information about the fair value hierarchy as at 30 June 2016 are as follows:

Level 1 Level 2 Level 3 $'000 $'000 $'000 Sealed Roads - - 387,076 Unsealed Roads - - 31,669 Pathways - - 83,058 Bridges and Major Culverts - - 44,297 Drainage - - 195,531 Land Improvements - - 31,536 Public Furniture and Fittings - - 16,792 Landfill - - 6,585 - - - 796,544

32 Page 32 FINANCIAL STATEMENTS 2015-2016

Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 19 Property, Plant, Equipment and Infrastructure (cont.)

Description of Significant Unobservable Inputs into Level 3 Valuations

Specialised land and land under roads is valued using a market based direct comparison technique. Significant unobservable inputs include the extent and impact of restriction of use and the market cost of land per square metre. The extent and impact of restrictions on use varies and results in a reduction to surrounding land values between 10% and 95%. The market value of land varies significantly depending on the location of the land and the current market conditions. Currently land values range between $1 and $800 per square metre.

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 cost is calculated on a square metre basis and ranges from $125 to $21,000 per square metre. The remaining useful lives of buildings are determined on the basis of the current condition of buildings and vary from 2 years to 120 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 years to 100 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.

Reconciliation of Specialised Land 2016 2015 $'000 $'000 Land Under Roads 6,132 5,007 Land 189,626 186,847 Total Specialised land 195,758 191,854

Financial Statements 2015-2016Page33 33 Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 20 Forestry Plantations 2016 2015 $'000 $'000 Tree Plantation Forestry Plantations - at Valuation 57 56 Total Forestry Plantations 57 56

Net Increase / (Decrease) in Net Market Value of Forestry Plantation 1 - Disclosed as Other Income or (Other Item of Expense)

Information pertaining to Forestry Plantations: Plantation Area Two separate sites covering an area of 206 Hectares (ha).

Type of Trees The Plantations consist of approximately 200,000 trees aging from 12 years to 16 years. The trees comprise of: - Eucalyptus Cladocalyx 83 ha - Eucalyptus Tricarpa 111 ha - Eucalyptus Occidentalis 4 ha - Casuarina Cunninghamiana 8 ha

Valuation and Assumptions The trees have been valued at net market value as at 30 June 2016 by Council's Senior Valuer Mr. James Collins, AAPI, Grad Dip Ag.Econ.

Significant assumptions made in determining the net market value of the trees are:

i) Trees are valued on up to a 18 - 39 year rotation basis (expected harvesting). ii) Only trees with an expected market value have been included in the valuation. iii) The prices have not been indexed and all cash flow items are nominal. iv) The value of the Land has not been included in the above valuation of trees.

Note 21 Intangible Assets 2016 2015 $'000 $'000 Water Rights - at Valuation 205 173 Total Intangible Assets 205 173

Net Increase / (Decrease) in Net Market Value of Intangible Assets 32 3 Disclosed as Other Income or (Other Item of Expense)

Information Pertaining to Water Rights Council Valuation as at 30 June 2016. The 30 June 2016 valuation of water rights (369 Megalitres) has been at current market value and was determined by Council's Senior Valuer, Mr. James Collins, AAPI, Accredited Specialist Water Valuer.

Note 22 Trade and Other Payables 2016 2015 $'000 $'000 Trade Payables 5,514 8,457 Sundry Creditors 6,552 16,014 Accrued Expenses 2,016 1,717 Total Trade and Other Payables 14,082 26,188

34 Page 34 FINANCIAL STATEMENTS 2015-2016

Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 23 Trust Funds and Deposits 2016 2015 $'000 $'000 Contract Retention Amounts 50 50 Refundable Key Deposits 60 55 Ticket Trust Fund 811 482 Refundable Security Holding Deposits 1,908 2,029 Steam Train Asset Trust 34 33 Bendigo Art Gallery Board Trust 7 6 Tourism Bookings Trust 190 76 Facilities Hire Bond 15 13 Sundry 76 63 Total Trust Funds 3,151 2,807

Purpose and nature of items Contract 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. Refundable Key Deposits / Security Holding Deposits / Facilities Hire Bond - Deposits are taken by Council as a form of surety in a number of circumstances, including in relation to subdivison works and the use of civic facilities. Ticket Trust Fund / Tourism Bookings Trust - Council sells tickets for a number of events, these amounts are transferred to the relevant parties at the completion of the event.

Note 24 Provisions Annual Long Sick Leave Service Landfill Total Leave Service Contracted Recognition Restoration Leave Employees

$'000 $'000 $'000 $'000 $'000 $'000 2016 Balance at beginning of the 4,629 9,989 325 169 5,491 20,603 financial year Additional provisions 3,626 900 1 3 - 2,113 6,652 Amounts used (3,571) (1,184) (35) - - (4,790) Increase in the discounted (5) 253 (15) (8) 498 723 amount arising because of time and the effect of any change in the discount rate Balance at End of the Financial Year 4,679 9,958 288 161 8,102 23,188

2015 Balance at beginning of the 4,280 8,995 316 203 5,224 19,018 financial year Additional provisions 3,855 1,546 29 5 - 5,435 Amounts used (3,519) (829) (26) (31) (45) (4,450) Increase in the discounted 13 277 6 (8) 312 600 amount arising because of time and the effect of any change in the discount rate Balance at End of the Financial Year 4,629 9,989 325 169 5,491 20,603

Financial Statements 2015-2016Page 35 35 Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 24 Provisions (cont.) 2016 2015 $'000 $'000 (a) Total Provisions Current 15,499 13,881 Non-Current 7,689 6,722 Total Provisions 23,188 20,603

(b) Employee Provisions Current Provisions Expected to be Settled Within 12 Months Annual Leave 3,555 3,488 Long Service Leave 641 891 Sick Leave - Contracted Employees 24 32 Service Recognition 14 13 4,234 4,424 Current Provisions Expected to be Settled After 12 Months Annual Leave 1,124 1,141 Long Service Leave 7,632 7,355 Sick Leave - Contracted Employees 264 293 Service Recognition 147 156 9,167 8,945 Total Current 13,401 13,369

Non-Current Long Service Leave 1,685 1,743 Total Non-Current 1,685 1,743 Total Employee Provisions 15,086 15,112

The following assumptions were adopted in measuring the present value of employee benefits: - Weighted average increase in employee costs 4.13% 4.44% - Weighted average discount rates 1.99% 3.03% - Weighted average settlement period (Years) 17 18

(c) Land fill Restoration Current 2,098 512 Non-Current 6,004 4,979 Total Landfill Restoration 8,102 5,491

The following assumptions were adopted in measuring the present value of the landfill restoration: - Weighted average increase in landfill restoration costs 1.99% 1.50% - Weighted average discount rates 2.30% 3.03% - Weighted average settlement period (Years) 30 30

Under the current EPA Environmental Licence the Council is obligated to restore the Eaglehawk landfill site to a particular standard. Current engineering projections indicate that the Eaglehawk landfill site will cease operation in 2024 and restoration work is expected to commence shortly thereafter. The forecast life of the Eaglehawk landfill site is based on current estimates of remaining capacity and the forecast rate of infill. The provision for landfill restoration has been calculated based on the present value of the expected cost of works to be undertaken. The expected cost of works has been estimated based on current understanding of work required to reinstate the site to a suitable standard and budgeted costs for that work. Accordingly, the estimation of the provision required is dependent on the accuracy of the forecast timing of the work, work required and related costs.

36 Page 36 FINANCIAL STATEMENTS 2015-2016

Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 25 Interest Bearing Loans and Borrowings Amount Borrowed Rate 2016 2015 Lender $'000 % Period $'000 $'000 Current Bendigo Bank * 2,770 6.39 2009/2019 319 300 National Australia Bank * 10,700 5.84 2012/2027 581 549 National Australia Bank * 11,300 5.66 2013/2028 584 553 National Australia Bank * 5,000 3.54 2016/2025 480 - 1,964 1,402

Non-Current Bendigo Bank * 2,770 6.39 2009/2019 703 1,023 National Australia Bank * 10,700 5.84 2012/2027 8,109 8,689 National Australia Bank * 11,300 5.66 2013/2028 9,152 9,736 National Australia Trustees Limited (as Trustee 11,000 4.65 2015/2021 11,000 11,000 for the LGFV Program Trust) * National Australia Bank * 5,000 3.54 2016/2025 4,520 - Total Non-Current 33,484 30,448

Total Interest Bearing Loans and Borrowings 35,448 31,850

* Interest Bearing Loans and Borrowings are secured against a charge over Council's Rate Revenue.

The maturity profile for Council's Borrowings is: Not later than one year 1,964 1,402 Later than one year and not later than five years 8,186 6,103 Later than five years 25,298 24,345 Total Interest Bearing Loans and Borrowings 35,448 31,850

Financial Statements 2015-2016Page 37 37 Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 26 Reserves Balance at beginning of Increment Balance at end of reporting period (decrement) reporting period

$'000 $'000 $'000

(a) Asset Revaluation Reserves 2016 Property * Land & Buildings 229,797 - 229,797 Plant & Equipment 1,541 - 1,541 Library Resources 820 - 820 Artwork 42,331 - 42,331 274,489 - 274,489 Infrastructure Roads, Bridges & Pathways 344,883 15,056 359,939 Drainage 61,228 (1,014) 60,214 Public Furniture & Fittings, Statues and Monuments 10,476 - 10,476 Land Improvements 11,003 - 11,003 427,590 14,042 441,632 Total Asset Revaluation Reserves 702,079 14,042 716,121

2015 Property Land & Buildings 222,833 6,964 229,797 Plant & Equipment 1,541 - 1,541 Library Resources 820 - 820 Artwork 42,331 - 42,331 267,525 6,964 274,489 Infrastructure Roads, Bridges & Pathways 330,382 14,501 344,883 Drainage 57,956 3,272 61,228 Public Furniture & Fittings, Statues and Monuments 7,452 3,024 10,476 Land Improvements 3,163 7,840 11,003 398,953 28,637 427,590 Total Asset Revaluation Reserves 666,478 35,601 702,079

The asset revaluation reserve is used to record the increased (net) value of Council's assets over time.

* A revaluation of Councils Land & Buildings assets was not scheduled for completion in the 2015/16 financial year. Management have assessed the market along with a sample of Land and Buildings assets and have determined that the fair value of Councils property assets are materially correct.

38 Page 38 FINANCIAL STATEMENTS 2015-2016

Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 26 Reserves (cont.) Balance at beginning of Transfer from Transfer to reporting accumulated accumulated Balance at end of period surplus surplus reporting period $'000 $'000 $'000 $'000 (b) Other Reserves 2016 Open Space ** 1,878 1,061 (319) 2,620 Development ** 3,329 984 (554) 3,759 Waste Facility 5,289 2,234 (638) 6,885 Land & Buildings 1,794 - (275) 1,519 Carpark 630 31 - 661 Defined Benefits 1,800 400 - 2,200 Unexpended Grants 8,740 18,975 (8,740) 18,975 Long Service Leave 3,396 300 - 3,696 Total Other Reserves 26,856 23,985 (10,526) 40,315

2015 Open Space ** 1,831 848 (801) 1,878 Development ** 2,917 776 (364) 3,329 Waste Facility 4,374 2,445 (1,530) 5,289 Land & Buildings 1,854 - (60) 1,794 Carpark 1,130 - (500) 630 Defined Benefits 800 1,000 - 1,800 Unexpended Grants 10,033 15,946 (17,239) 8,740 Long Service Leave 2,696 700 - 3,396 Total Other Reserves 25,635 21,715 (20,494) 26,856

Statutory Reserves ** Open Space Statutory developer contribution funds to be used for future recreation facility additions or improvements. Development Reserve Statutory developer contribution funds to be used for future drainage, road, fencing and tree planting.

Discretionary Reserves Waste Facility Reserve This reserve has been established to make some provision for a replacement waste treatment facility when the Eaglehawk Landfill is exhausted. Land & Building Reserve This reserve has been established for future expansion of Community Land & Buildings. Car Park Reserve This reserve has been established for the provision of an additional carparking facility in the Central Business District of Bendigo. Defined Benefits This reserve is used to assist with the funding of any call that may be made on Council as a result of shortfall in the Local Authorities Superannuation Fund Defined Benefits Plan. Unexpended Grants This reserve is used to set aside grant monies in relation to specific projects, received in one financial year that will not be expended until a later financial year. Long Service Leave This reserve has been established after the changes to the Local Government (Long Service Leave) Regulations 2002 came into affect and Councils were no longer required to maintain a separate investment for Long Service Leave balances. Council agreed to create a reserve to acknowledge the liability and ensure funds are available for payment when required.

Financial Statements 2015-2016Page 39 39 Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 27 Notes to Cash Flow Statement 2016 2015 (a) Reconciliation of Cash and Cash Equivalents Note $'000 $'000 Cash on Hand 30 27 Cash at Bank 10,584 14,313 Term Deposits 54,501 42,567 Cash at end of Financial Year as per Cash Flow Statement 15 65,115 56,907

(b) Reconciliation of Cash Flows from Operating 2016 2015 Activities to Surplus / (Deficit) Note $'000 $'000 Surplus/(Deficit) for the Year 41,492 10,498

Items not Involving Cash Depreciation 12 30,149 28,504 (Profit)/Loss on disposal of Property, Infrastructure, Plant and Equipment 7 8,981 11,928 Contributions - Non Monetary Assets 6 (18,786) (15,958) Share of Net (Profits)/ Losses of Associates Accounted 14 (90) (91) for Using the Equity Method Financing Costs 1,679 1,653

Change in Operating Assets and Liabilities Movement in: (Increase) / Decrease in Trade and Other Receivables 16 (10,249) 9 (Increase) / Decrease in Other Assets 18 (836) 1,103 (Increase) / Decrease in Intangible Assets 21 (32) (3) (Increase) / Decrease in Inventory (6) 33 Increase / (Decrease) in Trade and Other Payables 22 (12,106) 12,945 Increase / (Decrease) in Trust funds and deposits 23 344 - Increase / (Decrease) in Provisions 24(a) 2,585 1,585 Net Cash Provided By / (Used In) Operating Activities 43,125 52,206

(c) Financing Arrangements $'000 $'000 Bank Overdraft 3,500 3,500 Credit Card Facility 400 400 Total Facilities 3,900 3,900

Used Facilities 47 47 Unused Facilities 3,853 3,853 Total Facilities 3,900 3,900

40 Page 40 FINANCIAL STATEMENTS 2015-2016

Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 28 Commitments for Expenditure The Council has entered into the following commitments.

Later than 1 year and not Not later later than 5 Later than 5 2016 than 1 year years years Total $'000 $'000 $'000 $'000 Operating Cleaning Contracts 765 467 - 1,232 Building Essential Services 187 741 - 928 Security Services 99 334 - 433 Sanitary Services 20 56 - 76 Children and Family Services 89 106 - 195 Contract Management 20 48 - 68 IT / Telecommunications 211 332 - 543 Internal Audit 39 39 - 78 Recyclable Garbage Collection 1,548 2,349 - 3,897 Garbage Collection - Transfer Stations 122 127 - 249 Transportation of Waste from Eaglehawk Landfill 2,910 3,355 - 6,265 Processing Organic Waste 1,012 5,474 270 6,756 Organics Collection 759 4,153 2,629 7,541 Cleaning Public Bins 110 442 - 552 Animal Pound Services 244 252 - 496 Aged Care Services 49 7 - 56 Septic Systems 41 78 - 119 Community Chef 180 - - 180 Strategy - Consulting Services 65 - - 65 Infrastructure - Consulting Services 171 - - 171 Community Development Services 104 88 - 192 Communications 83 - - 83 Electoral Services 467 - - 467

Capital Supply of Bins 726 165 - 891 Construction Works 51,199 12,741 - 63,940 TOTAL 61,220 31,354 2,899 95,473

Later than 1 year and not Not later later than 5 Later than 5 2015 than 1 year years years Total $'000 $'000 $'000 $'000 Operating Cleaning Contracts 401 158 - 559 Building Essential Services 1,422 1,503 - 2,925 Children and Family Services 130 134 - 264 Contract Management 6 - - 6 IT / Telecommunications 225 533 - 758 Internal Audit 105 110 - 215 Recyclable Garbage Collection 1,368 3,618 - 4,986 Garbage Collection - Transfer Stations 120 251 - 371 Transportation of Waste from Eaglehawk Landfill 3,568 901 - 4,469 Animal Pound Services 214 932 - 1,146 Aged Care Services 325 72 - 397 Management of Waste Disposal 90 90 - 180 Septic Systems 25 150 - 175

Capital Supply of Bins 1,517 286 - 1,803 TOTAL 9,516 8,739 - 18,255

Financial Statements 2015-2016Page 41 41 Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 29 Restricted Assets Note 2016 2015 $'000 $'000 The Council has cash assets that are subject to restrictions Council has cash and cash equivalents (Note 15) that are subject to restrictions. As at the reporting date, Council had legislative restrictions and reserve funds.

The following restrictions have been imposed by regulations or other externally imposed requirements:

Funds Held in Trust 23 3,151 2,807 Developer Levies 26(b) 6,379 5,207 Unexpended Grants Reserve 18,975 8,740 28,505 16,754 The following allocations have been imposed by Council:

Long Service Leave Reserve 3,696 3,396 Carpark Reserve 661 630 Land & Buildings Reserve 1,519 1,794 Defined Benefits Reserve 2,200 1,800 Waste Facility Reserve 6,885 5,289 14,961 12,909 Total Restricted Assets 43,466 29,663

Note 30 Operating Lease Commitments 2016 2015 $'000 $'000 At the reporting date, the Council had the following obligations under non- cancellable operating leases for equipment and land and buildings.

These obligations are not recognised in the financial statements as liabilities:

Not later than one year 493 526 Later than one year and not later than five years 242 759 Total Operating Lease Commitments 735 1,285

42 Page 42 FINANCIAL STATEMENTS 2015-2016

Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 31 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 categories, Vision MySuper/Vision Super Saver, receive 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 2016, this was 9.5% as required under Superannuation Guarantee legislation).

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.

As at 30 June 2015, an interim acturial investigation was held as the Fund provides lifetime pensions in the Defined Benefit category. The vested benefit index (VBI) of the Defined Benefit category of which Council is a contributing employer was 105.8%. To determine the VBI, the fund Actuary used the following long-term assumptions:

Net investment returns 7.0% pa Salary information 4.25% pa Price inflation (CPI) 2.5% pa.

Vision Super has advised that the estimated VBI at 30 June 2016 was 102.0%. The VBI is to be used as the primary funding indicator. Because the VBI was above 100%, the 2015 interim acturial 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.

Employer Contributions

Regular Contributions On the basis of the results of the 2015 interim 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 2016, this rate was 9.5% of members' salaries (9.5% in 2014/2015). This rate will increase in line with any increase to the contribution rate. 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.

Financial Statements 2015-2016Page 43 43 Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 31 Superannuation (cont) 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 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.

2015 Interim actuarial investigation surplus amounts

The Fund’s interim actuarial investigation as at 30 June 2015 identified the following in the defined benefit category of which Council is a contributing employer:

A VBI surplus of $130.8 million; and A total service liability surplus of $239

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 2015. 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. Council was notified of the 30 June 2015 VBI during August 2015.

Future superannuation contributions

The expected contributions to be paid to the Defined Benefit category of Vision Super for the year ending 30 June 2017 is $483,024.

44 Page 44 FINANCIAL STATEMENTS 2015-2016

Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 32 Contingent Liabilities (a) Loan Guarantees As at 30 June 2016, the Council had contingent liabilities in respect of loan guarantees given on behalf of the following organisations.

Council Current Loan Guarantee Guarantee Financial Date Approved Guarantee Name of Organisation Amount Exposure Institution by Council Expires $$

Bendigo Stadium Ltd. - Loan 1 1,008,791 688,058 Bendigo Bank 31/10/2002 Sep 2025

Bendigo Stadium Ltd. - Loan 2 1,811,107 705,259 Bendigo Bank 31/10/2002 Sep 2025

Kangaroo Flat Bowling Club 300,000 14,696 Bendigo Bank 14/11/2002 Nov 2017

Bendigo Properties Pty Ltd 1,600,000 1,600,000 Bendigo Bank 29/02/2008 Dec 2017

Total Amount 3,008,013

Council resolved on the 4th May 2016 to guarantee a loan for the Bendigo Stadium Limited totalling $11,000,000. The loan will make up part of the Bendigo Stadium Limited’s contribution towards the new Bendigo Stadium expansion. The loan has not yet been drawn down by the Bendigo Stadium Limited, it is expected this loan will be drawn down by the Bendigo Stadium Limited during the last quarter of the 2016 calendar year. At the point of the drawdown the loan will become an active contingent liability for the Council.

(b) Performance Guarantees As at 30 June 2016 the Council had contingent liabilities in respect of contracts entered into which require performance standards to be maintained. Financial Date Name of Organisation Description Amount Institution Entered Department of Natural Gravel Pit Commonwealth Resources and $ 20,000 25/08/1998 Rehabilitation Bank Environment Remedial Action EPA Victoria $ 1,952,877 Bendigo Bank 17/05/2005 Landfill Site

(c) Other Contingent Liabilities

(i) Council is currently negotiating with a State Government Department in regards to the rehabilitation of a contaminated site within the municipality. The Department has commenced an assessment program at the site with Phase 1 and Phase 2 of an Environmental Site Assessment being completed. It is not known if Council will be required to contribute to any future rehabilitation costs upon the completion of the assessment program.

(ii) Council has confirmed the presence of nine past and two current landfills that will require some form of rehabilitation or remediation works. A further nine former landfills have been identified which are considered as low risk and are unlikely to require any further rehabilitation. To date, discussions with the Environmental Protection Authority (EPA) have been centred on the possible works required at the White Hills, Wolstencroft and Eaglehawk landfills. During 2015/16 Council undertook work to obtain a Rehabilitation Management Plan, which also included a Capping Feasibility Assessment. This work has allowed for a more accurate calculation of the future liability associated with the rehabilitation of the site. Investigations are ongoing at the former White Hills and Wolstencroft landfills and rehabilitation plans are expected to be finalised in 2016/17.

(iii) Council has obligations under a defined benefit superannuation scheme that may result in the need to make additional contributions to the scheme, matters relating to this potential obligation are outlined in Note 31. As a result of the volatility in financial markets the likelihood of making such contributions in future periods exists. At this point in time it is not known if additional contributions will be required, their timing or potential amount.

Financial Statements 2015-2016Page 45 45 Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 33 Contingent Assets Contributed Assets Construction of infrastructure assets by developers in the course of creating new subdivisions results in the infrastructure assets being vested in Council when Council issues a Statement of Compliance. These assets are bought to account as revenue and capitalised.

At reporting date, developers had commenced construction of assets that will eventually be transferred to Council contingent upon Council issuing a Statement of Compliance.

Due to the nature of the arrangements in place and the assets involved, a contingent asset amount cannot be reliably measured prior to completion.

46 Page 46 FINANCIAL STATEMENTS 2015-2016

Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 34 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 borrowings. 'Details of the significant accounting policies 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 Note 1 of the financial statements. 'Risk management is carried out by senior management under policies approved by the Council. These policies include identification and analysis of the risk exposure to Council and appropriate procedures, controls and risk minimisation.

(b) Market Risk Market risk is the risk that the fair value or future cash flows of our financial instruments will fluctuate because of changes in market prices. The Council's exposures 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. Our interest rate liability risk arises primarily from long term loans and borrowings at fixed rates which exposes us 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 rate.

Investment of surplus funds is made with approved financial institutions under the Local Government Act 1989. - diversification of investment product, - monitoring of return on investment, - benchmarking of returns and comparison with budget.

There has been no significant change 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 us to make a financial loss. We have exposure to credit risk on some financial assets included in our balance sheet. To help manage this risk: - we have a policy for establishing credit limits for the entities we deal with; - we may require collateral where appropriate; and - we only invest surplus funds with financial institutions which have a recognised credit rating specified in our 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 overf the rateable property.

There are no material financial assets which are individually determined to be impaired.

We may also be subject to credit risk for transactions which are not included in the balance sheet, such as when we provide a guarantee for another party. Details of our contingent liabilities are disclosed in Note 32.

The maximum exposure to credit risk at the reporting date to recognised financial assets is the carrying amount, net of any provisions for impairment of those assets, as disclosed in the balance sheet and notes to the financial statements. Council does not hold any collateral.

Financial Statements 2015-2016Page 47 47 Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 34 Financial Instruments (cont) (d) Liquidity Risk Liquidity risk includes the risk that, as a result of our operational liquidity requirements or we will not have sufficient funds to settle a transaction when required, we 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 a liquidity portfolio structure that requires surplus funds to be invested within various bands of liquid instruments; - monitor budget to actual performance on a regular basis; and - set limits on borrowings relating to the percentage of loans to rate revenue and percentage of loan principal repayments to rate revenue. The Council's maximum exposure to liquidity risk is the carrying amounts of financial liabilities as disclosed in the face of the balance sheet and the amounts related to financial guarantees disclosed in Note 33, and is deemed insignificant based on prior periods' data and current assessment of risk.

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 25. Unless otherwise stated, the carrying amounts of financial instruments reflect their fair value.

e) Fair Value Unless otherwise stated, the carrying amount of financial instruments reflect their fair value.

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.

(f) Sensitivity Disclosure Analysis Taking into account past performance, future expectations, economic forecasts, and management's knowledge and experience of the financial markets, Council believes the following movements are 'reasonably possible' over the next 12 months: - A parallel shift of + +1% and -0.5% in market interest rates (AUD) from year-end rates.

These movements will not have a material impact on the valuation of Council's financial assets and liabilities, nor will they have a material impact on the results of Council's operations.

48 Page 48 FINANCIAL STATEMENTS 2015-2016

Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 35 Related Party Transactions 2016 2015 (i) Responsible Persons Names of persons holding the position of a Responsible Person at the Greater Bendigo City Council at any time during the year are: Councillors Rod Fyffe Mayor (11/11/15 - 30/06/16) Barry Lyons Peter Cox Mayor (01/07/15 - 10/11/15) Lisa Ruffell Rod Campbell Elise Chapman Helen Leach James Williams Mark Weragoda Chief Executive Officer Craig Niemann (ii) Remuneration of Responsible Persons. The numbers of Responsible Persons whose total remuneration from Council and any related entities, excluding retirement benefits, fall within the following bands:

Number Number $30,000 - $39,999 77 $50,000 - $59,999 -1 $70,000 - $79,999 2- $90,000 - $99,999 -1 $320,000 - $329,999 - 1 $330,000 - $339,999 1 - TOTAL 10 10 $'000 $'000 Total Remuneration for the reporting year for Responsible Persons included above, amounted to: 703 690 (iii) No Retirement benefits have been made to a Responsible Person during the reporting year. - - (iv) No loans have been made, guaranteed or secured by the Council to a Responsible Person during the reporting year. - - (v) Peter Cox was the CEO of Future Employment Opportunities Inc (FEO), a non- profit incorporated association, for which he receives a salary. In October 2009 Cr Cox stepped down as the CEO and took up a role as Project Manager. FEO operated the Recovery Centre at the Eaglehawk Landfill site up until 15 March 2016. Peter Cox is the Secretary of the Eaglehawk Recycle Shop Inc. who operates the Recovery Centre at the Eaglehawk Landfill site from 15 March 2016. The Landfill site is operated by CoGB and no fees are paid by the operators of the Recovery Centre.

Lisa Ruffell is Director of Ruffell Pty Ltd, a local jewellery business. Ruffell jewellers undertook some work on an item for the mayoral ball. Mark Weragoda is the owner of Mark Weragoda Signs Aust Pty Ltd, a local sign writing business. Mark Weragoda Signs undertook several sign writing jobs during the year.

Financial Statements 2015-2016Page 49 49 Notes to the Financial Report for the Year Ended 30 June 2016 Greater Bendigo City Council Note 35 Related Party Transactions (cont.) 2016 2015 $'000 $'000 (v) Other Transactions (cont). Operational Payments made to: - Future Employment Opportunities 248 278 - Eaglehawk Recycle Shop 1- - Ruffell Jewellers 11 - Mark Weragoda Signs 13 17

Other related party transactions have been considered and there are no matters to report.

The Council entered into the above transactions with Responsible Persons related parties within normal customer or employee relationships on terms and conditions no more favourable than those available in similar arm's length dealings.

(vi) Aggregate amounts of revenue or expense for the reporting period that resulted from transactions with Responsible Persons of the Council or their Responsible Person related parties. 966 986

(vii) Senior Officers Remuneration. A Senior Officer other than a Responsible Person, is an officer of Council who has management responsibilities and reports directly to the Chief Executive Officer or whose total annual remuneration exceeds $139,000.

The number of Senior Officers other than the Responsible Persons, are shown below in their relevant income bands. Number Number Income Range < $139,000 35 $140,000 - $149,999 5 8 $150,000 - $159,999 6 2 $160,000 - $169,999 4 1 $170,000 - $179,999 2 2 $210,000 - $219,999 2 2 $220,000 - $229,999 1 3 23 23

$'000 $'000 Total remuneration for the reporting year for senior officers included above, amounted to: 3,656 3,767

Note 36 Events Occurring after Balance Date No matter has occurred since reporting date that require disclosure in the financial statements.

50 Page 50 FINANCIAL STATEMENTS 2015-2016

Financial Statements 2015-2016 51 52 FINANCIAL STATEMENTS 2015-2016

Financial Statements 2015-2016 53 Greater Bendigo City Council Performance Statement For the Year Ended 30 June 2016

54 Page 54 FINANCIAL STATEMENTS 2015-2016

Greater Bendigo City Council PERFORMANCE STATEMENT Description of Municipality

The City of Greater Bendigo is located in the geographic centre of Victoria about 90 minutes’ drive north of Melbourne. Greater Bendigo has an estimated population of over 110,000 at June 30 2016 and covers almost 3,000 square kilometres of the central Victorian landscape, including smaller towns and villages such as Heathcote, Axedale, Huntly, Marong, Elmore, Goornong, Neilborough, Sebastian, Woodvale, Raywood, Mia Mia and Redesdale.

The resident population of Greater Bendigo at the 2011 ABS census of population and housing was 100,611, this was a growth of 7.89% from a population of 93,253 at the 2006 Census, which represents an average annual growth rate of 1.54 per cent.

The 2015 official population of Greater Bendigo is the ABS estimated resident population. As at 30 June 2015 it was 108,437, which was an increase of 1.3% (or 1,386 persons) from the previous 12 months.

The service age structure of Greater Bendigo shows different populations at their different life stages. Looking at age structure this way can better inform the level of demand on specific age based services as well as specific housing needs.

The age structure of Greater Bendigo at the 2011 Census shows that overall 20.4% of the population was aged between 0 and 15 and 14.9% of residents were over the age of 65. Compared to Regional Victoria, Greater Bendigo has a similar proportion of people in the younger age groups and smaller proportion of those 65 and over (the Regional Victorian average in 16.3%).

Financial Statements 2015-2016 55 Page 55 Greater Bendigo City Council PERFORMANCE STATEMENT Sustainable Capacity Indicators Results Results Indicator /measure 2015 2016 Material Variations Population Expenses per head of municipal population $1,606.68 $1,559.13 [Total expenses / Municipal population] Infrastructure per head of municipal population $10,326.64 $10,488.21 [Value of infrastructure / Municipal population] Population density per length of road 34.62 34.99 [Municipal population / Kilometres of local roads] Own-source revenue Own-source revenue per head of municipal population $1,042.70 $1,224.47 In 2015/16 Council's own source revenue [Own-source revenue / Municipal population] increased largely due to Ulumbarra Theatre opening for operation and the successful Marilyn Monroe exhibition at the Bendigo Art Gallery. These two items increased own source revenue by $3.75 million in 2015/16. Recurrent grants Recurrent grants per head of municipal population $318.57 $178.30 The 2014/15 result was high due to receiving [Recurrent grants / Municipal population] $7.4M of the 2015/16 grants commission grants. Disadvantage Relative Socio-Economic Disadvantage 4.00 4.00 [Index of Relative Socio-Economic Disadvantage by decile]

Definitions "adjusted underlying revenue" means total income other than: (a) non-recurrent grants used to fund capital expenditure; and (b) non-monetary asset contributions; and (c) contributions to fund capital expenditure from sources other than those referred to above “infrastructure” means non-current property, plant and equipment excluding land "local road" means a sealed or unsealed road for which the council is the responsible road authority under the Road Management Act 2004 "population" means the resident population estimated by council "own-source revenue" means adjusted underlying revenue other than revenue that is not under the control of council (including government grants) "relative socio-economic disadvantage", in relation to a municipality, means the relative socio-economic disadvantage, expressed as a decile for the relevant financial year, of the area in which the municipality is located according to the Index of Relative Socio- Economic Disadvantage (Catalogue Number 2033.0.55.001) of SEIFA "SEIFA" means the Socio-Economic Indexes for Areas published from time to time by the Australian Bureau of Statistics on its Internet website "unrestricted cash" means all cash and cash equivalents other than restricted cash.

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Greater Bendigo City Council PERFORMANCE STATEMENT Service Performance Indicators Results Results Service/indicator /measure 2015 2016 Material Variations Aquatic Facilities Utilisation Utilisation of aquatic facilities 5.60 4.83 The decrease was due to Aquatic visitations reducing by 12.5%, this was partly offset by [Number of visits to aquatic facilities / Municipal population] population growth of 1.37%. Animal Management Health and safety Animal management prosecutions 6.00 5.00 Decrease is by one actual succesful prosecution. [Number of successful animal management prosecutions]

Food Safety Health and safety Critical and major non-compliance outcome notifications 100.00% 93.55% [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 Satisfaction Satisfaction with council decisions 51.00 51.00 [Community satisfaction rating out of 100 with how council has performed in making decisions in the interest of the community] Home and Community Care (HACC) Participation Participation in HACC service 20.00% 18.29% [Number of people that received a HACC service / Municipal target population for HACC services] x100 Participation Participation in HACC service by CALD people 12.00% 12.04% [Number of CALD people who receive a HACC service / Municipal target population in relation to CALD people for HACC services] x100 Libraries Participation Active library members 17.00% 15.67% [Number of active library members / Municipal population] x100

Financial Statements 2015-2016 57 Page 57 Greater Bendigo City Council PERFORMANCE STATEMENT Service Performance Indicators (cont.) Maternal and Child Health (MCH) Participation Participation in the MCH service In 2016 there was an initiative to transition the [Number of children who attend the MCH service at least majority of Victorian Councils offering Maternal once (in the year) / Number of children enrolled in the MCH 79.00% N/A and Child Health services to a new database. service] x100 The database is not expected to provide Participation realiable information until the end of September 2016. Therefore, Council is unable to report this Participation in the MCH service by Aboriginal children 76.00% N/A data for the 2015-2016 financial year. [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 Satisfaction Satisfaction with sealed local roads 61.00 56.00 [Community satisfaction rating out of 100 with how council has performed on the condition of sealed local roads]

Statutory Planning Decision making Council planning decisions upheld at VCAT 76.00% 83.33% [Number of VCAT decisions that did not set aside council's decision in relation to a planning application / Number of VCAT decisions in relation to planning applications] x100

Waste Collection Waste diversion Kerbside collection waste diverted from landfill 26.00% 28.65% Council experienced an increase in Waste [Weight of recyclables and green organics collected from diversion from Landfill. This is due to an kerbside bins / Weight of garbage, recyclables and green increase in recycling material and a trial of a organics collected from kerbside bins] x100 proposed organics service.

Definitions "Aboriginal child" means a child who is an Aboriginal person "Aboriginal person" has the same meaning as in the Aboriginal Heritage Act 2006 "active library member" means a member of a library who has borrowed a book from the library "annual report" means an annual report prepared by a council under sections 131, 132 and 133 of the Act “CALD” means culturally and linguistically diverse and refers to persons born outside Australia in a country whose national language is not English “class 1 food premises” means food premises, within the meaning of the Food Act 1984, that have been declared as class 1 food premises under section 19C of that Act “class 2 food premises” means food premises, within the meaning of the Food Act 1984 , that have been declared as class 2 food premises under section 19C of that Act "Community Care Common Standards "means the Community Care Common Standards for the delivery of HACC services, published from time to time by the Commonwealth "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 "food premises" has the same meaning as in the Food Act 1984 "HACC program" means the Home and Community Care program established under the Agreement entered into for the purpose of the Home and Community Care Act 1985 of the Commonwealth "HACC service" means home help, personal care or community respite provided under the HACC program "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

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Greater Bendigo City Council PERFORMANCE STATEMENT Service Performance Indicators (cont.) Definitions (cont.) "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"population" means the resident population estimated by council "target population" has the same meaning as in the Agreement entered into for the purposes of the Home and Community Care Act 1985 of the Commonwealth "WorkSafe reportable aquatic facility safety incident" means an incident relating to a council aquatic facility that is required to be notified to the Victorian WorkCover Authority under Part 5 of the Occupational Health and Safety Act 2004.

Financial Statements 2015-2016 59 Page 59 Page 60 Material Variations The increase of 14% in 2015/16 was due to the calculation used in 2014/15 being understated, it did not include the garbage charge. Expenses are down in 2015/16 due to a number of large major projects being delivered in 2014/15. These projects include Ulumbarra Theatre and the Lighting the Regions Project. These are one off projects that were not capitalised because they are not Council owned assets. Council experienced a higher level of resignations and terminations compared to average staff employed. This may fluctuate from year to without any specific reason. Working Capital is high at 30 June 2016 due to a large number of Capital Grant funds being in the receivables balance and also holding cash for carry forward capital works programs. Unrestricted cash decreases in 2017 due to the large capital works program. Unrestricted cash increases over the coming years to meet principal payment for the loan drawn down in 2015 which is due in 2022. 2020 Forecasts 2017 2018 2019 2015 2016 6.97% 7.67% 7.43% 7.30% 7.37% 7.45% 98.64% 84.91% 69.69% 93.41% 96.56% 96.28% Results Results 167.10% 251.69% 150.12% 154.48% 157.36% 156.36% $3,164.57 $2,808.53 $2,645.41 $2,724.08 $2,737.48 $2,798.55 $1,284.74 $1,468.94 $1,538.10 $1,550.48 $1,563.71 $1,577.79 measure / indicator / Dimension y y Efficienc Greater Bendigo City Council PERFORMANCE STATEMENT Financial Performance Indicators Revenue level Average residential rate per property assessment [Residential rate revenue / Number of residential property assessments] Expenditure level Expenses per property assessment [Total expenses / Number of property assessments] Workforce turnover Resignations and terminations compared to average staff [Number of permanent staff resignations and terminations / Average number of permanent staff for the financial year] x100 Liquidit Working capital Current assets compared to current liabilities [Current assets / Current liabilities] x100 Unrestricted cash Unrestricted cash compared to current liabilities [Unrestricted cash / Current liabilities] x100

60 FINANCIAL STATEMENTS 2015-2016 Page 61 Material Variations A loan was finalised in 2015 therefore reducing future repayments. The drawn down of the new loan in 2015 is interest only reducing the required annual cash requirement to fund loan repayments. The variance is due to major works undertaken in 2014/2015, as expenditure of a Capital nature which contributed to non-Council assets were accounted for as operational expenditure. The projects concerned were the construction of the Ulumbara Theatre and funding of Lighting the Regions Project. 2020 Forecasts 2017 2018 2019 2015 2016 -6.35% -5.40% 9.30% 3.83% 3.12% 2.19% 64.86% 77.09% 89.89%34.02% 100.00% 35.54% 100.00% 100.00% 47.25%10.90% 45.57% 3.09% 43.60% 41.62% 3.72% 5.27%33.32% 5.42% 33.26% 5.28% 42.60% 40.80% 39.10% 37.18% Results Results measure / indicator / Dimension Obligations Asset renewal Asset renewal compared to depreciation Greater Bendigo City Council PERFORMANCE STATEMENT Financial Performance Indicators (cont.) [Asset renewal expense / Asset depreciation] x100 Loans and borrowings Loans and borrowings compared to rates [Interest bearing loans and borrowings / Rate revenue] x100 Loans and borrowings repayments compared to rates [Interest and principal repayments on interest bearing loans and borrowings / Rate revenue] x100 Indebtedness Non-current liabilities compared to own source revenue [Non-current liabilities / Own source revenue] x100 Operating position Adjusted underlying result Adjusted underlying surplus (or deficit) [Adjusted underlying surplus (deficit)/ Adjusted revenue] x100

Financial Statements 2015-2016 61 Page 62 grants Ratio positive increase is due to an in rate revenue in 2015/16 compared to 2014/15 and a decrease of expenditure in the corresponding periods, impacting a favourable movement in the underlying result. The higher expenditure levels was due to several large major projects that Council delivered. government (including council of control the under not is that revenue than 0.51% 0.54% 0.55% 0.55% 0.55% 0.55% 57.92% 65.67% 63.02% 65.62% 65.45% 65.42% other revenue underlying adjusted means revenue" y source - Greater Bendigo City Council PERFORMANCE STATEMENT Financial Performance Indicators (cont.) Stabilit Rates concentration Rates compared to adjusted underlying revenue [Rate revenue / Adjusted underlying revenue] x100 Rates effort Rates compared to property values [Rate revenue / Capital improved value of rateable properties in the municipality] x100 Definitions "adjusted underlying revenue" means total income other than: (a) non-recurrent grants used to fund capital expenditure; and (b) non-monetary asset contributions; and (c) contributions to fund capital expenditure from sources other than those referred above "adjusted underlying surplus (or deficit)" means adjusted revenue less total expenditure "asset renewal expenditure" means expenditure on an existing asset or replacing that returns the service capability of the asset to its original capability “current assets” has the same meaning as in AAS "current liabilities" has the same meaning as in AAS “non-current assets” means all assets other than current "non-current liabilities" means all liabilities other than current “non-recurrent grant” means a grant obtained on the condition that it be expended in specified manner and is not expected to be received again during the period covered by a council's Strategic Resource Plan "own "population "means the resident population estimated by council “rate revenue” means revenue from general rates, municipal charges, service rates and charges "recurrent grant "means a other than non-recurrent "residential rates" means revenue from general rates, municipal charges, service rates and charges levied on residential properties "restricted cash" means cash and equivalents, within the meaning of AAS, that are not available for use other than a purpose for which it is restricted, and includes cash to be used fund capital works expenditure from the previous financial year "unrestricted cash" means all cash and equivalents other than restricted cash.

62 FINANCIAL STATEMENTS 2015-2016

Greater Bendigo City Council PERFORMANCE STATEMENT Other Information

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 sustainable capacity, service performance and financial performance indicators and measures together with a description of the municipal district and an explanation of material variations in the results. This statement has been prepared to meet the requirements of the Local Government Act 1989 and Local Government (Planning and Reporting) Regulations 2014.

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).

The performance statement presents the actual results for the current year and for the prescribed financial performance indicators and measures, the results forecast by the council’s strategic resource plan. The Local Government (Planning and Reporting) Regulations 2014 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.

The forecast figures included in the performance statement are those adopted by council in its strategic resource plan on 29 June 2016 and which forms part of the council plan. The strategic resource plan includes estimates based on key assumptions about the future that were relevant at the time of adoption and aimed at achieving sustainability over the long term. Detailed information on the actual financial results is contained in the General Purpose Financial Statements. The strategic resource plan can be obtained by contacting council.

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Financial Statements 2015-2016 65 66

Address: 195-229 Lyttleton Terrace, Bendigo Postal Address: PO Box 733 Bendigo VIC 3552 T: (03) 5434 6000 National Relay Service: 133 677 then quote 03 5434 6000 F: (03) 5434 6200 E: [email protected] W: www.bendigo.vic.gov.au