2017 ANNUAL REPORT 2018 2 INTRODUCTION
CONTENTS
Introduction 4 Greater Bendigo profile 4 Snapshot of Council 5 Demographic profile 6 The year in review 7 Highlights of the year 8 Challenges and future outlook 15 Message from the Mayor and Chief Executive Officer 16 Financial summary 18 Description of operations 20 Our Council 22 Current councillors 22 Our people 24 Organisation structure 25 City staff 26 Equal employment opportunity 27 Other staff matters 28 Our performance 30 Planning and accountability framework 30 Council Plan 31 Performance 31 Goal 1: Lead and govern for all 32 Goal 2: Wellbeing and fairness 39 Goal 3: Strengthening the economy 53 Goal 4: Presentation and managing growth 58 Goal 5: Environmental sustainability 66 Goal 6: Embracing our culture and heritage 70 Governance, management and other information 75 Governance 75 Management 78 Governance and management checklist 79 Statutory Information 82 Glossary 86 Financial and Performance Statements 2017/2018 88
ACKNOWLEDGMENT OF COUNTRY The City of Greater Bendigo is on Dja Dja Wurrung and Taungurung Country. We acknowledge and extend our appreciation for the Dja Dja Wurrung and Taungurung People, the Traditional Owners of the land. We pay our respects to leaders and Elder’s past, present and emerging for they hold the memories, the traditions, the culture and the hopes of all Dja Dja Wurrung and Taungurung Peoples. We express our gratitude in the sharing of this land, our sorrow for the personal, spiritual and cultural costs of that sharing and our hope that we may walk forward together in harmony and in the spirt of healing.
Annual Report 2017/2018 3 WELCOME TO THE REPORT OF OPERATIONS FOR 2017/2018
Council is committed to transparent reporting and accountability to the community and the Report of Operations for 2017/2018 is the primary means of advising the City of Greater Bendigo community about Council’s operations and performance during the financial year.
GREATER BENDIGO PROFILE
The City of Greater Bendigo is located It also includes productive agricultural The local population is continuing to in the centre of Victoria, covering areas and many small towns and grow and is becoming increasingly almost 3,000 square kilometres. villages such as Heathcote, Axedale, culturally, religiously and ethnically Greater Bendigo is a vibrant, creative Huntly, Marong, Elmore, Goornong, diverse. Council is committed to and culturally enriched major Kamarooka, Lockwood, Neilborough, Greater Bendigo being a community regional centre for northern Victoria Sebastian, Woodvale, Raywood, that understands and respects and southern NSW, and has the third Mia Mia and Redesdale, which are cultural and religious differences, largest urban area in Victoria. renowned for their strong sense of supports multiculturalism and community and lifestyle. actively promotes cultural inclusion.
4 INTRODUCTION
SNAPSHOT OF COUNCIL
The City of Greater Bendigo (the City) has nine councillors across three wards.
Lockwood Ward Whipstick Ward Localities include: Big Hill, Golden Localities include: Ascot, Avonmore, Gully, Golden Square, Harcourt Bagshot, Bagshot North, Barnadown, North, Kangaroo Flat, Leichardt, Bendigo, California Gully, Drummartin, Lockwood, Lockwood South, Maiden Eaglehawk, Eaglehawk North, East Gully, Mandurang, Mandurang South, Bendigo, Elmore, Epsom, Fosterville, Marong, Myers Flat, Quarry Hill, Goornong, Hunter, Huntly, Huntly Ravenswood, Sailors Gully, Sedgwick, North, Ironbark, Jackass Flat, Shelbourne, Spring Gully, West Kamarooka, Long Gully, Neilborough, Bendigo, Wilsons Hill. North Bendigo, Raywood, Sebastian, Wellsford, Whipstick, White Hills, Woodvale.
Eppalock Ward
Elmore Localities include: Argyle, Axe Creek, Axedale, Bendigo, Costerfield, Derrinal, WHIPSTICK WARD East Bendigo, Emu Creek, Eppalock, Raywood Flora Hill, Heathcote, Junortoun,
Neilborough Kennington, Kimbolton, Knowsley,
Sebastian Ladys Pass, Longlea, Lyal, Mia Mia, Goornong Mount Camel, Myrtle Creek, Redcastle, Redesdale, Strathdale, Strathfieldsaye,
Huntly Tooleen.
Eaglehawk Bendigo Myers Flat Epsom Marong Maiden Gully
Golden Square Flora Hill Axedale Strathfieldsaye LOCKWOOD WARD Kangaroo Mandurang Lockwood Flat EPPALOCK WARD Costerfield
Ravenswood Heathcote
Mia Mia
Redesdale Annual Report 2017/2018 5 DEMOGRAPHIC PROFILE
• Bendigo has an estimated • The Greater Bendigo SEIFA score of • The median weekly household population of 113,617 people 981 (index of inequalities) is lower income in Greater Bendigo is $1,184 than the Victorian average of 1,010 compared to $1,419 for Victoria • More than 23.9% of the population are aged 60 years and over • 85% of residents live in • Of the 44,996 people who work in (ABS 2016) urban Bendigo the City of Greater Bendigo, 41,241 (91.7%) also live in the area. • About 16,300 people currently live • 47.3% of people have no formal qualifications • 5.9% of the population reported in the City’s rural communities • 26.3% of people live on their own needing assistance with core • 8% of the population were activities due to disability born overseas, compared to the • 23.1% of residents volunteer Victorian average of 28.3% • 19.2% of residents are aged *Information sourced from the Valuer-General under 15 years Victoria (2017) and profile.id which compiles • 26.7% of households rent and presents data from the Australian Bureau their properties • Median house price – $335,000 of Statistics (2016 Census)
6 THE YEAR IN REVIEW
THE YEAR IN REVIEW
15,071 10,119 consultations tonnes of organics provided by collected from Maternal residential and Child properties Health 59,160 nurses rates notices issued
199 95,804 groups benefited calls taken by from the City’s Customer grants programs Service staff 1,125 street trees planted
12,668 710 people attended building inspections a community art completed 870,449 program visits to City of Greater Bendigo libraries
72% 16.2km planning new roads constructed permits issued 1.02M within sheep and lambs statutory sold at the Bendigo timeframe Livestock Exchange
Annual Report 2017/2018 7 HIGHLIGHTS OF THE YEAR
July August • Council votes to develop the • The $4.5M redevelopment works a new pump track, skills loop and Gender Equity Strategy to identify begin at the Soldiers Memorial trailhead shelter, featuring tables initiatives to increase gender equity Institute for construction of a two- and chairs, a drinking fountain, across the whole Greater Bendigo storey extension that will house a basic tools to undertake bike community state-of-the-art exhibition space on repairs and a tyre pump • City launches plans for new the ground floor and storage and • New female and referee change Eaglehawk regional play space. It preparation areas on the second floor rooms open at Spring Gully Soccer will be shaped like a giant eagle • City opens new mountain bike Club pavilion hawk and cater for children of facilities in Spring Gully, including all ages. It will feature custom- designed play equipment inspired by the famous Banjo Paterson poem Mulga Bill’s Bicycle, which starts with the line “T’was Mulga Bill from Eaglehawk”, and a butterfly- themed junior play area called Where Angels Play
8 THE YEAR IN REVIEW
September • An exhibition celebrating the career of Hollywood costume designer Edith Head opens at Bendigo Art Gallery • The Children’s Art in the Conservatory program returns to Rosalind Park Conservatory with The Amazing Maze, designed by artist Sophie Allan • The City, together with Heathcote Community House and Heathcote Health, launch the Casserole Club in Heathcote. It is a two-year pilot program • A new five-lane, multi-purpose cricket net facility opens at North Bendigo Recreation Reserve
Annual Report 2017/2018 9 White Night Bendigo.
Rugby sevens game at Epsom Huntly Recreation Reserve.
October • Restoration works on the 136-year- Deputy Mayor. It is the first time two old Alexandra Fountain are complete women have been elected to lead • It is announced the City of Greater the Council Bendigo will host White Night for • Mayor Cr Margaret O’Rourke re- the first time in September 2018 elected as Mayor, making history • A restored public seat and plaque as the first City of Greater Bendigo out the front of the Bendigo Law • Council adopts the 2017-2021 Mayor to serve back-to-to-back Courts is unveiled, honouring four Greater Bendigo Municipal Public mayoral terms in the one Council young Bendigo lawyers who were Health and Wellbeing Plan term. Cr Jennifer Alden is elected killed in World War I • Council endorses Gurri Wanyarra Wellbeing Centre as the name for the new aquatic facility under construction in Kangaroo Flat • Australia and New Zealand women’s rugby sevens teams play in a showcase at Epsom Huntly Recreation Reserve • Bendigo TAFE is announced as the new naming rights sponsor for the 2018 and 2019 Bendigo Easter Festival
November • Stage one of the $6.175M redevelopment of the Bendigo Tennis Centre officially opens, featuring construction of a new pavilion and four tennis courts updated to International Tennis Federation standards • City welcomes $100,000 in Victorian Government funding towards new lighting for the Elmore Recreation Reserve oval
10 THE YEAR IN REVIEW
Citizen of the Year Andrew Reid and Young Citizen of the Year Jontee Brown.
December • Council renames the Bendigo Aquatic Centre the Faith Leech Aquatic Centre after Bendigo’s only Olympic gold medallist • City announces Australian-first partnership with CityStudio, an innovation hub created in Vancouver, Canada where Council staff, students and community co-create experimental projects. The project will focus on reimagining the Bendigo Creek • Council supports a decontamination plan for the historic Bendigo Gas Works site to pave the way for a future redevelopment • Following an external recruitment process, Council appoints Craig Niemann as Chief Executive Officer for a term of five years
January Family members of Faith Leech at the naming celebration. • Council endorses Plan Greater Bendigo, a first-of-a-kind plan for a regional city that identifies 18 • The Victorian Government the development of the change infrastructure projects with the announces $650,000 for a new rooms. Hockey Central Victoria and capacity to transform Greater hockey pavilion at the Bendigo Sandhurst Football Netball Club Bendigo over a 30-year period. Regional Hockey Centre and also make financial contributions $100,000 for female change rooms • Council adopts the Public Toilet • Andrew Reid is named the City’s at the Queen Elizabeth Oval. The Citizen of the Year and Jontee Strategy to guide investment over City contributes $4.1M to the the next 10 years in the City’s public Brown is named the City’s Young hockey project and $690,000 to Citizen of the Year for 2018 toilet network
Annual Report 2017/2018 11 February • City sends a delegation to Dunedin, New Zealand to learn more about its approach to developing its economy, promoting its creative industries and fostering partnerships with organisations • The City’s Capital Venues and Events unit launches Coming to a Cushion Concert, based on the popular Cushion Concert program at The Capital theatre
March • An exhibition celebrating Finnish textile and fashion company Marimekko opens at Bendigo Art Gallery. Marimekko: Design icon traces the brand’s rise from the 1950s to present, featuring bold screen prints and pop art-style graphics • City signs a Memorandum of Understanding with the Heathcote Tourism Development Board to guide the development of tourism in the Heathcote region • Council adopts a new Community Granting policy to improve the way it distributes funds to the community. Six new categories of funding will be available from July 1, 2018 • The new Explore, Engage, Empower – Young People in Greater Bendigo Youth Strategy 2017-2021 is launched
EXPLORE, ENGAGE, EMPOWER Young people in Greater bendigo
youth strategy 2017-2021
1 Youth Strategy 2017-2021
12 THE YEAR IN REVIEW
April • City opens the $4.6M Garden for the Future at the Bendigo Botanic Gardens White Hills • City commences a four-month organics collection trial with 16 local businesses in the Bendigo CBD to keep organics waste out of landfill • Staff member Seisei Mu Thein leads a pilot program assisting the Karen community • City praises the residents’ recycling efforts following a 50 per cent reduction in the amount of recyclable materials placed in their general waste bins
Annual Report 2017/2018 13 May June • New exhibition Bankrolling • City and Golden Dragon Museum • Council receives its annual Bendigo: building a city opens at appoint Hong Kong dragon maker Community Satisfaction Survey the Post Office Gallery, highlighting Master Hui to make new Imperial results, which are comparable to or the financial systems and Dragon, Dai Gum Loong. Dai Gum exceed the state-wide and regional structures that grew quickly once Loong will replace Sun Loong in the centre averages gold was found in Bendigo Bendigo Easter Festival Gala parade • Council hosts roundtable • Bendigo listed in Australian from 2019 engagement sessions with Traveller magazine’s ‘Top 100 • The 4,000-seat show court members of the Heathcote and awesome places’ May edition expansion at the Bendigo Stadium Eaglehawk communities • City welcomes Victorian Government officially opens. The project • New wet pitch at Bendigo Regional announcement that it will fund includes the delivery of three Hockey Centre is finished multi-purpose indoor courts, taking the development of a GovHub, • City welcomes Australian and considered a new way of doing the total number to 10, and 12 upgraded outdoor netball courts Japanese All-Star baseball teams business that co-locates a range of for the International Women’s government services in one building Baseball Challenge
Golden Dragon Museum General Manager Anita Jack and dragon-maker Master Hui in Hong Kong.
14 THE YEAR IN REVIEW
CHALLENGES AND FUTURE OUTLOOK
Challenges and • Taking on the responsibility for an • Balancing the demand for new increasing number of public assets infrastructure while maintaining or opportunities when they are transferred from upgrading existing assets • Providing high quality services developers • Finding new and better ways to for Greater Bendigo’s growing • Ensuring our services are provide services to our community population responsive and integrated to that are customer focused and • Changes to the global recycling provide the best experience for keep pace with changing needs market, landfill remediation residents and businesses • Working with our partners in health, and the increasing costs of education and government to landfill charges levied by the The future attract and retain investment and Environmental Protection Authority • Sourcing adequate industrial land infrastructure to support a growing • The long-term impacts of financial to support large scale business city and community constraints including rate-capping development and expansion • Advocating for funding for key legislation introduced by the projects such as the Golden Dragon Victorian Government, and • Progressing the development Museum expansion, redevelopment managing the rising cost of utilities of a GovHub for Bendigo and of the Central Deborah Goldmine, for all of the City’s facilities advocating for decentralisation of government services and agencies upgrading the Bendigo Airport • Ensuring Council is able to manage terminal and stage 2 of the Garden additional responsibilities such • Continuing to provide flexible for the Future project as levee banks and management and responsive services to rural of facilities on Crown Land in a communities financially responsible way
Annual Report 2017/2018 15 MESSAGE FROM THE MAYOR AND CHIEF EXECUTIVE OFFICER
Welcome to the City of Greater projects. This type of infrastructure In April 2018 the $4.6M Garden for the Bendigo 2017/2018 Annual Report. development demonstrates the City’s Future opened at the Bendigo Botanic This report reflects on the important role in developing facilities Gardens White Hills and was the achievements of the 2017/2018 for local residents and those in biggest change to occur at the gardens financial year and details how Council neighbouring shires. since they were established in 1857. and the organisation delivered a range The Bendigo Stadium’s new 4,000- Over 4,700m² of turf lawn and 30,000 of services and projects to benefit seat show court opened in May 2018 trees and shrubs have been planted the Greater Bendigo community and with a Bendigo Braves and Lady at the site. The new outreach shelter wider region. Braves double-header and wowed serves as the social hub of the new all who attended. Retractable seats garden and is able to cater for a range This year we progressed and of events, from musical and theatrical celebrated the completion of major can be stored to unveil a further two new courts, taking the performances to moonlight cinemas. stadium’s total number Stage one of the Bendigo Tennis of indoor multi-purpose Centre opened in November 2017, courts to 10. The expansion featuring two function rooms. In project also delivered 12 addition, four tennis courts have been upgraded outdoor netball upgraded to meet International Tennis courts, which is the Federation standards and new LED largest-ever lighting technology has been installed. investment Stage two of the project is currently in netball underway and will deliver a 400-seat facilities in grandstand and five resurfaced courts. Greater Council looked to the language of Bendigo. the Traditional Owners, the Dja Dja
16 THE YEAR IN REVIEW
Wurrung, to name the new Gurri Council adopted the Municipal Public Advocacy to both State and Federal Wanyarra Wellbeing Centre in Health and Wellbeing Plan 2017- governments was a key focus to Kangaroo Flat. ‘Gurri Wanyarra’ means 2021, which outlines current health ensure Greater Bendigo puts its best kangaroo waterhole. Council also statistics and goals and strategies to foot forward for the upcoming state renamed the Bendigo Aquatic Centre help communities achieve maximum and federal elections. the Faith Leech Aquatic Centre after health. The five key goals Council will Internally, the organisation operated Bendigo’s only Olympic gold medallist. focus on over the life of the plan are: under a new structure and the The two-storey extension of Healthy and well; Safe and secure, Able City signed off on a new Enterprise the Soldiers Memorial Institute to participate; Connected to culture Agreement for staff. and community; and Liveability. commenced, which will revitalise one Together we are proud of all that staff of Bendigo’s most iconic buildings Important strategies were also and Council achieved in the 2017/2018 and deliver a new exhibition space endorsed by Council, including the financial year and the way we worked and storage and preparation area. The Explore, Engage, Empower – Young together to deliver for our community new extension meets international People in Greater Bendigo Youth and contribute towards achieving our Passive House standards, the world’s Strategy 2017-2021 and Plan vision for Greater Bendigo to be the leading standard in energy efficient Greater Bendigo. world’s most liveable community. construction, and is believed to be one The State Government announced of the first government buildings in We hope you enjoy reading the funding for the development of a Annual Report. Australia to be built in this way. GovHub, which is a new, centralised Of course, all of this large-scale work way of doing business for government Mayor Cr Margaret O’Rourke has taken place while we continue services that seeks to improve customer Chief Executive Officer Craig Niemann to deliver important daily services service. Council has the opportunity for our residents and visitors to to be involved in the project and will Greater Bendigo. consider this further in the year ahead.
Annual Report 2017/2018 17 FINANCIAL SUMMARY
Financial summary Financial snapshot The City’s position remained sound 2018 ($’000) 2017 ($’000) in 2017/2018. Detailed information relating to the City’s financial Total revenue $206,924 $246,958 performance is included in the Total expenditure $176,258 $196,777 Financial Statements and Performance Statement sections of this report. Surplus $30,666 $50,181 Operating result Total assets $1,570,738 $1,534,494 The City achieved an operating surplus Total liabilities $94,046 $100,971 of $30.7M in 2017/2018. This is more Equity $1,476,692 $1,433,523 than the budget surplus of $22.6M, however is lower than last financial Indebtedness ratio 36.42% 53.61% year’s surplus of $50.2M. This is the accrual accounting result, Income prepared in accordance with Australian Accounting Standards, and is not a The City receives income from a wide range of sources, including rates, user fees, surplus cash result. The operating fines, grants, contributions and other income. The total income for 2017/2018 was result includes non-cash items such $206M. The main source of income for the City comes from rates and charges, which as depreciation. A summary of the represents 54% of the City’s income. City’s cash flows are included in the Statement of Cash Flows. 2% The operating surplus of $30.7M for 2017/2018 is influenced by a number of factors such as: Rates and charges • Payment in advance of the 19% User charges, fees and fines 2018/2019 financial year Financial Assistance Grants of $8.3M plus Contributions additional minor grant funding 54% • Additional grants received for projects 10% Government grants such as the Bendigo Tennis Centre upgrade, the Scott Street Bridge Other revenue works and Electronic Sheep Tagging 15% • Increases in expenditure are primarily due to additional costs associated with running the City’s waste service. In particular the Expenses landfill cover, increased levy to meet EPA requirements at Eaglehawk The City’s total expenditure for 2017/2018, including depreciation, was $203M. landfill ($3.7M), additional costs in The majority of the City’s expenditure relates to delivering services that benefit the maintaining Ulumbarra Theatre community. Other expenditure categories include employee costs, depreciation and ($0.6M), and additional agency and other expenses. consultant costs ($2.6M). 2% • Depreciation also increased over the period as a result of a review of all Council buildings. Individual Employee benefits components are now recorded more accurately. Instead of having one 20% Contract payments, building value being depreciated 35% materials and services over its useful life, building 3% components are depreciated over Plant and equipment different useful lives. This change operating expenses increased depreciation charges in the current year. Depreciation/amortisation • Further details for both income and 40% Other expenses expenditure for the surplus/deficit for the year are discussed in the financial statements at Note 1.1.
18 THE YEAR IN REVIEW
Capital works Financial sustainability The City delivered $70M of capital works throughout the financial year, with the This year the State Government most significant areas of capital expenditure being buildings, land improvements capped rate increases at 2 per cent and sealed roads. and the City elected not to apply for an exemption, focusing instead on innovation and financial restraint. The Land and buildings City continued to review operations 5% Plant, machinery during the year to ensure delivery 7% and equipment of important services and providing 5% the best value for money for the Land improvements community. As we journey deeper into a rate capping environment, it’s 52% Bridges vital that continued efforts identify 19% alternative funding opportunities and Roads reduce our reliance on rate revenue. A key priority of our advocacy program 5% Pathways 6% during 2017/2018 was to obtain 1% Drainage funding from other sources including State and Federal governments. A Public furniture and fittings great deal of research and advocacy goes into each of our successful grant applications, which totalled $39.5M during the 2017/2018 financial year.
Annual Report 2017/2018 19 DESCRIPTION OF OPERATIONS
The City is responsible for a number of services, including family and children’s services, traffic regulation, open space, youth facilities, waste management and community building, and matters concerning business development, planning for appropriate development and ensuring accountability for Council’s budget. This broad range of community services and infrastructure for residents supports the wellbeing and prosperity of our community. Council’s vision, strategic objectives and strategies to further improve services and facilities are described in our Community Plan 2017-2021. Refer to the section on Our Performance for more information about Council services. The delivery of services, facilities, support and advocacy to achieve the strategic objectives is measured by a set of service performance indicators and measures. Council also has a wide range of responsibilities under State and Federal government legislation.
Economic factors Council delivered its second budget under the ‘Fair Go’ rates system, with a state-wide rate cap of 2 per cent for the 2017/2018 year. The 2017/2018 base capital works budget was significantly smaller than the previous year due to the three major projects – the Bendigo Airport redevelopment, the Bendigo Stadium expansion and the Gurri Wanyarra Wellbeing Centre – nearing completion or coming to an end. During the year a Victorian Parliamentary report was released which outlined the sustainability and operational challenges of Victoria’s rural and regional councils. Many of the findings and challenges are applicable to the City of Greater Bendigo’s context, including clarifying responsibilities between levels of government. Also included in this report was a recommendation for the State Government to seek an increase in the Financial Assistance Grant pool to compensate for the freezing of the indexing between 2013/2014 and 2016/2017. This freezing did not impact on the City’s ability to deliver services and renew assets.
20 THE YEAR IN REVIEW
Major capital works • Upgrade of four courts to Major changes International Tennis Federation During the 2017/2018 financial year, Council adopted a new Municipal standards. major capital works included: Public Health and Wellbeing Plan and • Grandstand seating for more than the Victorian Government announced Gurri Wanyarra Wellbeing Centre at 400 people funding for the development of Kangaroo Flat • Upgrade and lighting another a GovHub. Construction on the $31M Gurri seven courts Wanyarra Wellbeing Centre continued • Construction of three junior Hot Major achievements in 2017/2018. When complete, the Shots courts Completion of the Bendigo facility will be accessible year around • Additional BBQ and shelter facilities stadium expansion project has for people of all ages and abilities and been a substantial achievement of will feature; RSL Soldiers Memorial Institute the 2017/2018 year. The $23.65M • 51.5m, eight-lane swimming pool revitalisation redevelopment has delivered an indoor show court (able to be • Indoor splash play area Construction of the $4.5M RSL Soldiers converted into three international sized • Learn to swim pool Memorial Institute commenced in courts) catering for 4,000 spectators, May 2017. • Hydrotherapy pool kiosk/kitchen/bar, change rooms and The project includes: court facilities, retail and administrative • Wellness centre areas, 12 netball courts, improved • Conservation of the iconic building • Spa and sauna public access to amenities, meeting and the development of a new rooms, crèche and car parking. • Gymnasium exhibition gallery with climate Investment in the new netball facilities • Multipurpose rooms and café control features, storage and preparation areas is the biggest ever in Greater Bendigo. The courts meet Netball Victoria Bendigo Tennis Centre upgrade • Restoration works will include a competition standards and six of total roof replacement, new sky The first stage of the $6M Bendigo the outdoor courts are lit, with the lights, external render repairs and a Tennis Centre upgrade was completed capacity to add lighting to the other new exterior wash coat to replicate in November 2017 and work on stage 2 courts in the future. More than 10,000 the original stone coloured finish continued during the year people pass through the stadium to The development includes: • Restumping and installation of new play sport each week. The new facility flooring in the Billiard Room as well was the biggest indoor stadium in • New pavilion with two function as ceiling and plaster repairs regional Victoria. Bendigo Stadium is rooms, kiosk and kitchen, and painting now a one-stop-shop for sport and administration area, accessible events in the region. change rooms and tournament office, and car parking
Annual Report 2017/2018 21 OUR COUNCIL
Greater Bendigo is divided into three wards, each with rural areas, small towns and parts of urban Bendigo. Each ward is represented by three councillors. They have responsibility for setting the strategic direction for the municipality, policy development, identifying service standards and monitoring performance across the organisation.
CURRENT COUNCILLORS
Eppalock Ward
Mayor Cr Margaret O’Rourke Cr George Flack Cr Yvonne Wrigglesworth T 4408 6692 M 0429 061 096 T 4408 6690 M 0429 083 993 T 4408 6694 M 0429 117 600 E [email protected] E [email protected] E [email protected] Date elected: October 22, 2016 Date elected: October 22, 2016 Date elected: October 22, 2016 Cr Margaret O’Rourke is an Cr George Flack was elected to Council Cr Yvonne Wrigglesworth lives in accomplished business woman with in 2016 and is a first-time councillor. Axedale and has more than 15 extensive leadership experience. He is a qualified accountant and years’ experience in health care She is a former manager of Telstra Certified Financial Planner with 45 management. Countrywide and is currently a Deputy years’ experience. Cr Wrigglesworth was inspired to Director at the Bendigo Kangan He is a Life Member of the following run for Council after she participated Institute and Director at Goulburn organisations: Marist Brass Band, in the Loddon Murray Community Murray Water. Athletics Bendigo, Bendigo Athletic Leadership Program and learnt about Cr O’Rourke was elected to Council on Club, Central Victoria District 15 the importance of equipping people the platform of developing a strong Swimming Association, Bendigo Fire with the skills to identify and deliver and prosperous future for Greater Brigade and CFA Victoria. initiatives that build and strengthen Bendigo that encourages industry Cr Flack is passionate about athletics communities. and job development. She also has a and continues to compete actively in She is particularly interested in the strong interest in supporting regional track and cross country events. He is areas of active transport, economic and rural communities. also a junior leader with the Bendigo development and tourism, and Fire Brigade and plays the trombone supporting rural communities. with the Marist Brass Band.
22 OUR COUNCIL
Lockwood Ward
Deputy Mayor Cr Jennifer Alden Cr Rod Fyffe OAM Cr Matt Emond T 4408 6695 M 0499 005 735 T 4408 6688 M 0419 874 015 T 4408 6696 M 0499 007 473 E [email protected] E [email protected] E [email protected] Date elected: October 22, 2016 Date elected: first elected 1996 Date elected: October 22, 2016 Cr Jennifer Alden is a first-time Cr Rod Fyffe has been a councillor Cr Matt Emond was elected to Council councillor who has built a career with the Greater Bendigo City Council in 2016. since 1996, when he was first elected specialising in health, environmental He grew up in Bendigo and trained as and social outcomes. to represent the Fortuna Ward. Prior to amalgamation he was a member of a primary school teacher at La Trobe She has a Doctorate of Public the City of Bendigo Council. University. He then went on to obtain Health and her interests include his Executive Master of Arts. health and wellbeing, food security, He has served four terms as Mayor and in 2013 was awarded an Order In recent years he has guided the diversity, inclusion and inequalities, development of key policies to sustainability and preventing violence of Australia for his services to Local Government. support the growth of Australia’s against women. creative industries. Cr Fyffe currently serves as a Cr Alden is Chair of the Bendigo Council representative on a range of Cr Emond is interested in the areas Regional Food Alliance, on the committees, including the Municipal of economic development, rural Board of The Green Institute, and Association of Victoria, Bendigo communities, community services, the is a member of the Public Health Easter Festival and Goldfields Library environment and the arts. Association of Australia. Corporation.
Whipstick Ward
Cr Andrea Metcalf Cr James Williams Cr Julie Hoskin T 4408 6697 M 0499 009 096 T 4408 6698 M 0427 211 677 T 4408 6689 M 0499 011 432 E [email protected] E [email protected] E [email protected] Date elected: October 22, 2016 Date elected: first elected in 2012 Date elected: October 22, 2016 Cr Andrea Metcalf is excited to Cr James Williams was first elected to Cr Julie Hoskin has lived in Bendigo for represent the Whipstick Ward as a first- Council in 2012. Prior to amalgamation 53 years and is a former business owner time councillor. he was a councillor with the Shire of who has worked in a number of sectors She is a lifelong resident of Bendigo Huntly. including Local Government, hospitality, and has been a long-time observer of He is a retired farmer and has corporate security/major events and as Local Government and its practices completed the Diploma of Local an advocate for residents’ rights. and procedures, which inspired her to Government and is a graduate of the Cr Hoskin is focused on achieving run for Council. Institute of Company Directors. positive and meaningful engagement She is interested in the areas of waste Cr Williams’ areas of interest include with the community to facilitate the management and supporting rural advocating for improved road and rail best outcomes at a Council level for communities to achieve their long- infrastructure and support for rural residents and ratepayers. held goals. communities. Her interests include social justice, politics, building, planning, heritage preservation and more.
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 2017/2018 23 OUR PEOPLE
Council appoints a Chief Executive Officer who is responsible for the day to day management of operations in accordance with the strategic directions of the Community Plan. The CEO and four directors make up the Executive Management Team.
Craig Niemann, Kerryn Ellis, Debbie Wood, CEO Director Corporate Performance* Director Presentation and Assets Bachelor of Business (Local Govt) and Bachelor of Arts, Master of Commerce, Bachelor of Design, Diploma a Master of Business Administration. Graduate Diploma of Public Policy and of Business Craig joined the City of Greater Management Debbie’s career has spanned Bendigo in October 2005 as a Director Kerryn is a passionate Local landscape architecture and a range and was appointed CEO in 2007. Prior Government leader with extensive of leadership roles in the Local to joining the City, Craig was the CEO experience, who understands the Government sector. of the Shire of Loddon (1997-2005). changing environment and external Her previous roles have included He has more than 35 years’ experience pressures currently facing the sector. Senior Landscape Architect and working in the local government Before joining the City, Kerryn was Team Leader Landscape Design and sector. Craig represents the City on the the Governance and Innovation Development at the City of Casey, Loddon Mallee Regional Development Manager at Knox City Council and Manager Parks and Recreation at the Australia board, Loddon Campaspe has previously worked for the City of City of Hobart and Manager Parks Regional Partnership and Bendigo Melbourne and Bayside City Council. and Open Space at the City of Greater Heritage Attractions. *Ceased to work at the City on July 3, 2018 Bendigo. She became the Director Presentation and Assets in March 2018.
Vicky Mason, Bernie O’Sullivan, Director Health and Wellbeing Director Strategy and Growth Master of Public Health, Master Bachelor of Agricultural Science, Master of Business of Public Affairs Vicky has a strong health and Local Bernie has had extensive experience Government background and joined working for the Department of the City from Mount Alexander Shire. Environment, Land, Water and Her previous roles include Community Planning (and its predecessors) leading Development Director at Warrnambool the Department’s state-wide regional City Council, Health Development Unit operations. Prior to working for the Assistant Director at the Department Department, he held senior executive of Health, and Chief Executive Officer roles with the Royal Agricultural Society at the Darebin Community Health of New South Wales, a livestock peak Service and Nillumbik Community industry body in Canberra and the New Health Service. South Wales Farmers’ Association.
24 OUR PEOPLE
ORGANISATION STRUCTURE
Chief Executive Officer Craig Niemann
Communications
Director, Health and Director, Strategy and Director, Presentation Director, Corporate Wellbeing Growth and Assets Performance Vicky Mason Bernie O’Sullivan Debbie Wood Kerryn Ellis
Active and Business Bendigo Art Gallery Engineering Healthy Lifestyles Transformation
Community Business Services Parks and Open Space Financial Strategy Partnerships
Capital Venues Project Management Community Wellbeing Governance and Events Office
Safe and Healthy Information Statutory Planning Property Services Environments Management
Regional Sustainable Resource Recovery and People and Culture Development Education
Tourism and Works Major Events
Annual Report 2017/2018 25 CITY STAFF
A summary of the number of full time equivalent (FTE) staff by organisational structure and employment type
Corporate Health and Presentation Strategy Office of Total Performance Wellbeing and Assets and Growth the CEO
Full Time Female 41.00 56.00 24.00 37.00 7.00 165.00
Male 28.00 30.00 187.00 24.00 2.00 271.00
Part Time Female 13.22 86.28 4.09 16.71 0.60 120.90
Male 2.80 13.83 3.32 2.84 0.00 22.79
Temporary – Full time Female 7.00 16.00 4.70 8.00 0.00 35.70
Male 4.00 6.00 9.00 4.00 1.00 24.00
Temporary – Part time Female 5.59 11.58 0.70 3.83 0.00 21.70
Male 0.60 1.60 0.00 1.40 0.00 3.60
Casual Female 0.0013 0.0050 0.0002 0.0038 0.0000 0.01
Male 0.0008 0.0018 0.0003 0.0028 0.0000 0.01
Total 102.21 221.30 232.81 97.79 10.60 664.71
Number of staff (FTE)
125 Full time (187) Female Male
100 Part time Female Male 75 Temp full time Female Male 50 Temp part time Female Male 25
0 Corporate Health and Presentation Strategy and Office of the CEO Performance Wellbeing and Assets Growth
26 OUR PEOPLE
A summary of the number of full time equivalent (FTE) staff categorised by employment classification below.
Female Male Total Number of staff according to band level Apprentices / Band 1 14.44 4.42 18.86 150 Band 2 24.91 15.86 40.77 Male 140 Female Band 3 32.15 115.76 147.91 120 Band 4 67.93 31.15 99.07 100 Band 5 67.65 40.60 108.25 Band 6 66.15 49.40 115.55 80 Band 7 28.02 23.80 51.82 60 Band 8 14.79 20.60 35.39 40 Registered / 14.28 0.00 14.28 20 Immunisation Nurse SEO/SO Contracts 13.00 19.80 32.80 0
Total 343.31 321.39 664.71 Band 2 Band 3 Band 4 Band 5 Band 6 Band 7 Band 8 Band 1 Registered/ Apprentices/
SEO/SO Contracts
Immunisation Nurse EQUAL EMPLOYMENT OPPORTUNITY
Respecting each other at work intranet. Several Contact Officers have arrangements that accommodate also attended targeted training that different career and life stages The City is an equal opportunity enables a higher level of appropriate (including flexible and part time employer and is committed to support and/or referral to be provided work, job share arrangements, providing a safe and supportive to relevant employees. home-based work and phased work environment that is free from retirement options) discrimination, harassment, victimisation and bullying, and where all individuals Organisation culture • Supporting employees’ cultural associated with the organisation treat The organisation values a diverse and obligations through the inclusion of each other with respect. skilled workforce and is committed employment provisions within our to maintaining an inclusive and Enterprise Agreement The organisation has a number of collaborative workplace culture. policies and processes that outline the • Creating an equitable environment expected standards of behaviour and The City does this by: for employees and their people managers to encourage open, why these standards are important. • Implementing the Reconciliation two-way communication about Employees and people managers Action Plan and Cultural Diversity responsibilities, performance, continue to receive training on and Inclusion Plan that include feedback and career planning acceptable workplace behaviour actions to support reconciliation, and what to do if unacceptable cultural diversity and inclusion In addition to the actions listed above, behaviour occurs. • Reducing barriers to people the City completed a culture survey The organisation also has a network of with a disability obtaining and remeasure in March 2018. There has trained Contact Officers in place who maintaining employment been a positive shift in the City’s are available to provide employees culture since the initial measure in • Maintaining a safe and inclusive with information and impartial 2015. The Organisational Culture Plan working environment through the support regarding concerns about that was developed following the delivery of all staff training and inappropriate workplace behaviour 2015 measure included actions that targeted Working Safely training and equal opportunity. aligned staff values and behaviours, sessions increased focus on customer service The City provides confidential and • Ensuring that recruitment processes and corporate planning and reporting, appropriate support and assistance adhere to equal employment and a range of long term strategies to employees who are victims of opportunity requirements that related to leadership, workforce family violence through the Enterprise • Attracting and retaining talented development and workplace health Agreement. Support and resources and wellbeing. available to employees experiencing people with a broad range of skills family violence has been promoted and experiences throughout the organisation via • Building a flexible organisation by an information brochure and the providing opportunities for work
Annual Report 2017/2018 27 OTHER STAFF MATTERS
Values and behaviours Professional development Reward and recognition The City aspires to be a values-driven The City provides professional The City is committed to recognising organisation, working together to be the development opportunities through and rewarding the work performance best we can be for our community. The the provision of a comprehensive and behaviours of employees that City’s values are: We Lead, We Learn, We corporate learning program, specialist reflect, support or contribute to our Care, We Contribute, We Respond, We conferences, leadership and coaching vision and our values and behaviours Respect. We continue to work towards programs, seminars, specialist training through our reward and recognition integrating our values and behaviours and study support. program. into our day-to-day work, including how this contributes to our preferred • Recognition of Years of Service organisational culture and service Employees are recognised for their provision to the community. service at the City after 10 years of continuous completed service and every five years thereafter. Employees with 20 years of service or more are recognised at an annual function. OUR VALUES AND BEHAVIOURS • Staff Awards Working together to be the best we can for our A recognition program is community conducted annually to recognise 1. We have a clear vision and understand our purpose outstanding performance in the following categories: Go To Person 2. We encourage each other to be the best we can Award, Delivering Quality Service 3. We listen and think things through Award, Lead By Example Award, 4. We work together to make a difference in our community Supporting Diversity and Inclusion Award, Quiet Achiever Award and 1. We talk to each other and share information Supporting Work Health and and knowledge Safety Award. 2. We nurture ideas, creativity and innovation 3. We use feedback to improve our performance • Culture Champion recognition 4. We work together to continuously improve what we do The Culture Champion program provides recognition for an 1. We plan and deliver quality programs, projects and services employee’s performance, 2. We help each other to make informed decisions and contribution, achievements or take action demonstration of the City’s values 3. We make the best use of our resources and behaviours in a less formal 4. We work together as a team way. Employees are presented with a certificate at an event appropriate 1. We support each other to their work unit. 2. We recognise contribution, performance and achievement 3. We take responsibility for our actions 4. We work together to create a safe and healthy workplace
1. We get to know our customers and understand their needs 2. We do what we say we will do 3. We follow our policies and procedures 4. We work together to provide great service
1. We are friendly, professional and treat each other with courtesy 2. We recognise and value diverse backgrounds and perspectives 3. We gain the trust of others by acting fairly and with integrity 4. We work together to create and maintain a positive culture
28 OUR PEOPLE
Annual Report 2017/2018 29 OUR PERFORMANCE
PLANNING AND ACCOUNTABILITY FRAMEWORK
The Planning and Accountability • A strategic resource plan for a planning and reporting documents Framework is found in Part 6 of the period of at least four years and that make up the planning and Local Government Act 1989 (the Act). include this in the Council Plan accountability framework for the The Act requires councils to prepare • A budget for each financial year City. It also shows that there are the following planning and reporting opportunities for community and documents: • An annual report in respect of each stakeholder input and feedback financial year • A Council Plan within six months at each stage of the planning and after each general election or by The following diagram shows the reporting cycle. June 30, whichever is later relationships between the key
Integrated Corporate Planning Framework
Community Adopted strategies, Research and Government policy input policies and plans evidence and regulations
LEGISLATED PLANS
Municipal Public Health Community Plan Municipal Strategic Statement and Wellbeing Plan (Council Plan) (Legal Land Use Framework)
Annual plan and Resource and unit budget planning
Annual Report
30 OUR PERFORMANCE
COUNCIL PLAN The following are the six goals and objectives as detailed in the Community Plan.
1.1 Engage with all communities The Community Plan 2017-2021 Goal 1: includes six goals, to guide Council’s Lead and 1.2 Explain the reason for its decisions govern for all decisions and actions over a four 1.3 Be innovative and financially responsible year period. Each goal has a series of 1.4 Be accountable and efficient in its use of the objectives and strategies for achieving community’s money these in the four-year period. The 1.5 Take a leadership role in regional planning, advocacy strategies have actions that reflect and work in partnership with regional councils budget allocations and new initiatives for the 2017/2018 year. Goal 2: 2.1 Create a much healthier Greater Bendigo Wellbeing and 2.2 Promote positive wellbeing across the Greater PERFORMANCE fairness Bendigo community 2.3 Promote community connection 2.4 Support participation and development for Council’s performance for the residents of all ages and abilities 2017/2018 year has been reported according to each theme in the 2.5 Create safe and resilient communities Community Plan. Performance has been measured as follows: Goal 3: 3.1 Support our local businesses and industry to be • The updated report for the City Strengthening strong, vibrant and to grow and develop of Greater Bendigo Liveability the economy 3.2 Make it easier for people to transition from Indicators (2016). The Liveability education to employment Indicators are also used as the 3.3 Ensure Greater Bendigo is a welcoming place Strategic Indicators. for new businesses and industries and supports • Progress in relation to major creativity and innovation and visitor attraction initiatives identified in the Budget
• Results against the actions in Goal 4: 4.1 Plan for a growing population the Community Plan 2017-2021 Presentation 4.2 Plan to meet future housing needs and managing • Services funded in the budget 4.3 Continue to implement strategies that increase growth and persons or sections of the the capacity of transport networks to better move community who benefit from people and goods and encourages walking, cycling these services and the use of public transport • Results against the prescribed 4.4 Keep Greater Bendigo attractive with good quality service performance indicators public facilities and places and measures (Local Government 4.5 Provide and maintain urban and rural infrastructure Performance Reporting Framework- to support the liveability of our community LGPRF)
Goal 5: 5.1 Drawing on the One Planet Living* framework to Environmental connect the health of the natural environment to sustainability the health and prosperity of our community 5.2 Demonstrate leadership in sustaining the rich biological diversity of the Greater Bendigo region that sustains healthy ecosystems
Goal 6: 6.1 Celebrate our unique heritage Embracing 6.2 Build pride in and shared responsibility for our culture and public spaces heritage 6.3 Offer and support a diverse range of events that attract and connect people 6.4 Embrace diversity 6.5 Advance reconciliation
Annual Report 2017/2018 31 GOAL 1: LEAD AND GOVERN FOR ALL
Strategic indicators The following statement reviews the performance of Council against the strategic indicators (Liveability Indicators).
Strategic indicator/measure 2017/2018 Comments result
Community satisfaction with 53 This result is marginally lower than in 2016/2017. lobbying to other levels of government on behalf of the community.
Increase the proportion of people 38% People are more likely to take the quickest option to have their taking part in a public discussion. say – sign a petition. (Liveability Indicator). Measure: ‘In the last 12 months have you: i. attended a community meeting, public hearing or discussion? ii. Participated in an online discussion about political or local community issues?’
Improved community satisfaction 56 The City’s score is marginally higher (2 points) than 2016/2017 with community consultation and and similar to the other regional centres. engagement.
Maintain or improve community 59 This is an improvement by 3 points and is similar to other satisfaction rating for overall regional centres. performance generally of the Council.
Satisfaction with council decision- 54 This is a marginal improvement on 2016/2017 and slightly making in the interest of the higher than the average for regional centres. community.
Major initiatives The following statement reviews the progress of Council against major initiatives identified in the 2017/2018 Budget.
• Works to further enhance Council’s intranet (net cost $110,000) – in progress • IT system for managing plant, equipment and fleet (net cost $80,000) – in progress • Enhance Council’s telephone systems (net cost $10,000) – completed • Feasibility study – software to support ‘Single view of Customer’ (net cost $20,000) –not started • New credit card management system (net cost $5,000) – in progress • Enhance Tech One financial IT system (net cost $25,000) – in progress • Contribution to the joint external website program for regional tourism (net cost $100,000) – in progress • Implement a central database for volunteers, including a rostering solution (net cost $10,000) – completed
32 OUR PERFORMANCE
Community Plan 2017/2018 actions The following statement reviews Council’s performance against its 2017/2018 actions from the Community Plan.
1.1 Engage with all communities
Council Plan action Progress Comments
1.1.1 Encourage community participation by citizens in the development of new strategies and policies
Investigate and pilot an online community In progress The City is looking at piloting a comprehensive reference committee. online engagement opportunity for the development of a new strategy.
Undertake corporate and consumer marketing In progress The Communications unit has been allocated that is aligned with Council’s annual plan for key funding to increase understanding and projects, initiatives and services, outlining to the knowledge of Council services. community the benefits of Council’s investment.
1.1.2 Meet with community members in their local settings more often
Continue to conduct Councillor and senior Completed Major community engagement events included staff community tours to facilitate meeting with a tour of Lockwood Ward and Community members of all Greater Bendigo communities. Roundtables at Eaglehawk and Heathcote.
Use other meeting models, such as ‘Coffee with a Completed Listening Posts were conducted at Elmore, Flora Councillor’ and ward ‘Listening Posts’ to provide a Hill, Golden Square, Heathcote (2), Kamarooka, (2) variety of options for the exchange of information. Kangaroo Flat, Maiden Gully, Raywood, Redesdale (2) and Strathfieldsaye (2). Councillors also conducted a number of ‘Coffee with a Councillor’ meetings with residents.
Use existing networks and community groups Completed Comprehensive ward-based community as a framework for meeting with community engagement plan developed and implemented members. for 2017/2018.
1.2 Explain the reason for its decisions
Council Plan action Progress Comments
1.2.1 Communication will be community-focussed using plain language
No Council identified action in this year.
1.2.2 Use a broad range of engagement and communication techniques
Seek input from community members and visitors Completed The City receives feedback in a variety of ways and provide feedback using a variety of methods and utilises a variety of platforms to share its to meet the preferences of residents and visitors messages. about being kept informed of Council activity.
Ensure staff members’ community engagement Completed A new Community Engagement Officer has been obligations are informed by the principles set out appointed and will advise staff of their obligations in the Communications Strategy. to appropriately engage with the community.
Annual Report 2017/2018 33 1.3 Be innovative and financially responsible
Council Plan action Progress Comments
1.3.1 Advocate on priority issues including public transport, regional development, planning for liveable communities and population growth
Take advantage of and leverage grant and funding Completed Numerous meetings have been held and opportunities at the local and regional level from continue to be scheduled with State and Federal State and Federal Government as they arise. Government Ministers and advisors to promote City priorities.
1.3.2 Ensure value for investment on behalf of the community
Conduct a review of Council’s annual planning Completed A portfolio of projects has been prepared for and budgeting processes to ensure funding is council consideration for 2018/2019 budget. directed to Council priorities in line with the Community Plan 2017-2021.
Review the contract for the supply of animal Completed The review of the contract for the supply of animal pound services. pound services has concluded with a one year extension of the contract with the RSPCA Victoria.
Continue to build opportunities for regional Completed The City is facilitating procurement information collaboration and shared procurement to deliver sessions for regional councils on an ongoing efficiencies in Council’s contract expenditure. basis.
1.3.3 Actively seek more funding opportunities from Federal, State and private investors
Monitor Federal and State Government policy Completed The City’s prospectus of priority projects for developments and initiatives to create a government and private sector investment has competitive advantage for Bendigo and the been finalised and is assisting with advocacy region. efforts at State and Federal levels.
1.4 Be accountable and efficient in its use of the community’s money
Council Plan action Progress Comments
1.4.1 Allocate resources to meet needs that strengthen communities to improve the quality of people’s lives
Develop the 2018/2019 budget to deliver on key Completed The Budget for 2018/2019 was adopted at the priorities of the community, as outlined in the June 2018 Council meeting, following a detailed Community Plan 2017-2021. review of operating and capital base budgets, business cases and submissions.
Continue to develop Council’s Long Term Completed The Long Term Financial Plan was revised using Financial Plan as a tool for modelling the financial audited account details from 2016/2017, and implications of any proposed change to service or supported the development of the 2018/2019 funding levels, and for supporting good decision budget. making.
Continue to promote sustainable purchasing Completed The Procurement policy has been reviewed within the City’s operations through a review and was adopted by Council at its August 2017 of the Procurement Policy and support with meeting. reviewing contract documentation.
34 OUR PERFORMANCE
Council Plan action Progress Comments
1.4.2 Develop our staff and systems to deliver the best outcomes for our community
Continue to implement priority actions of the IT In progress The rebuild of the intranet has recommenced and Strategy that deliver organisational efficiencies improvements to online payments are scheduled and improved customer experience. Projects to for deployment in October. be delivered in 2017/2018 include redesign and rebuild of the intranet and improved options for customers to make online payments.
Continue to build a high performance Completed The Capability Framework has been completed organisation through delivery of key actions, and will be included in the 2018/2019 including development of a new capability Performance Evaluation System. framework for the City’s leadership team and staff at all levels to guide future investment in learning and development.
Finalise implementation of the new Completed The new organisation structure has been fully organisational structure, including delivering a embedded and a comprehensive management comprehensive leadership induction program to induction program was delivered during July continue to build a high performing leadership 2017. team.
Develop and commence delivery of an In progress The development has commenced including organisational business improvement framework drafting a Business Transformation Program to achieve efficiencies and improve customer and to inform the Organisation Strategy and staff experience. presentations to service units about customer- focused solutions.
Provide a timely response to more than 45,000 Completed Customer service has been delivered effectively customer service requests annually, supporting as demonstrated by improved Community the community with matters including waste, Satisfaction Survey results. animal services and maintenance of Council assets, properties and trees.
Complete development of the organisation’s Completed The organisational culture re-measure was Culture Strategy and commence implementation completed in March 2018 and the results have to build an engaged, skilled and high performing been rolled out to all units. workforce.
Annual Report 2017/2018 35 1.5 Take a leadership role in regional planning, advocacy and work in partnership with regional councils
Council Plan action Progress Comments
1.5.1 Advocate on priority issues that may impact the region
Complete and commence implementation of Completed Plan Greater Bendigo was adopted in January Plan Greater Bendigo. 2018 and the City has been advocating on a range of projects with all levels of government and relevant organisations.
In partnership with Be.Bendigo continue to Completed The City, Coliban Water and Be.Bendigo have support advocacy for a ‘City Deals’ and/or ‘Smart been working closely together and prepared a Cities’ bid. number of Smarter Greater Bendigo Alliance documents to assist with advocacy.
Plan for and support advocacy for the Western Completed VicRoads has received stage one funding to review Bendigo Regional Transport Links project the Calder Highway alignment between Ironbark incorporating the Marong Business Park, western and Monsants Road and a funding application has and northern bypasses of Marong Township and been made to the Victorian Planning Authority. the Bendigo Metro Rail connection to Marong.
Continue advocacy campaigns on issues that Completed The City advocated for a more favourable affect the Greater Bendigo community and outcome for Councils from the state government’s Council, such as rate capping, cost shifting and proposal to centralise and annualise statutory changes to property valuation legislation. valuations, which helped secure improvements for Councils and Council staff.
1.5.2 Use existing networks and other opportunities to maintain strong partnerships with other municipalities
Continue working with the Loddon Campaspe In progress The Loddon Campaspe 2018 Regional Assembly Regional Partnership for mutual advantage. was held in Kyneton in May and showcased some of the partnership’s top priorities: regional economy; health; iconic tracks and trails and early years language and literacy.
36 OUR PERFORMANCE
Services The following statement provides information in relation to the services funded in the 2017/2018 Budget and the persons or sections of the community who are provided the service.
Net cost Actual Service unit Description (less) Budget (equals ) Variance $000
Office of the The Office of the CEO and Communications provides strategic leadership to the (1,621) CEO and organisation and implementation of Council decisions, including the Community (1,809) Communications Plan and other key strategic directions. It provides representation and advocacy 188 on key issues of importance to Greater Bendigo and the region. Communications ensures the community is well informed of City news and information is distributed using various communications channels available. It promotes services and events to the community.
Corporate The Corporate Performance Directorate leads, enables and strengthens our (405) Performance organisation to ensure it has the resources and capability to deliver on the (405) Community Plan. The Directorate does this through developing our people (0) and culture, systems and processes, good governance practices and financial stewardship to ensure the delivery of high quality services and programs. The Directorate leads innovation and business transformation to ensure the City is ready to meet the challenges and opportunities of the future in partnership with the community.
Business The organisation demonstrates continuous improvement in its service and (2,286) Transformation program delivery. City operations are continually transformed and renewed, using (2,283) the opportunities provided by technology, and deliver services that are customer (3) focussed.
Financial Robust long term strategic financial planning ensuring the ongoing financial (3,401) Strategy sustainability of Council’s operations. Delivery of the annual budget and (3,452) financial reporting programs. Ensuring accurate valuations are used to inform 51 the preparation of annual rate notices. Levying and collection of rates and charges. Planning for the ongoing management and renewal of Council and the community’s assets and infrastructure.
Governance Council and the Executive Management Team receive accurate and timely (2,414) advice to support good decision making. Council is compliant with legislative (2,549) responsibilities and good governance practices. Risk is managed effectively. 135 Procurement is undertaken in a considered and responsible way to deliver on Council’s and the community’s objectives. The Mayor and Councillors are supported and developed to operate effectively. Accurate and timely legal advice is sourced and provided to Council and the organisation. Allocation of funding for external and internal audit services provided.
Information Efficient and contemporary corporate systems enable the functions of Council to (3,604) Management be delivered at a high level of service in a cost effective way. Computer networks (3,738) and systems that are reliable and capable of meeting service demands. Continual 134 improvement and innovation to business processes. Effective management of Council’s records in all formats.
People and Recruit, grow and keep the right people. Build our preferred organisational culture (2,673) Culture that is high performing and values-oriented. Develop a continuously improving (2,707) and adaptive organisation. Ensure Council’s services, projects and infrastructure 34 are safe for staff and the community, and a culture of wellbeing is promoted.
Annual Report 2017/2018 37 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 2017 2018
Governance
Transparency The increase from Council decisions made at meetings closed 4.00% 4.69% 3.23% 5.69% seven decisions in to the public 2016/2017 to 12 during the 2017/2018 period [Number of Council resolutions made at ordinary is due to a higher or special meetings of Council, or at meetings of a number of commercial special committee consisting only of Councillors, in confidence closed to the public / Number of Council decisions required resolutions made at ordinary or special meetings during the reporting of Council or at meetings of a special committee period. consisting only of Councillors] x100
Consultation and engagement Satisfaction with community consultation 52 53 54 56 and engagement Community satisfaction rating out of 100 with how Council has performed on community consultation and engagement
Attendance Councillor attendance at council meetings 95.91% 93.21% 95.56% 93.16% [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 Cost of governance $76,118 $43,983 $60,105 $54,562 [Direct cost of the governance service / Number of Councillors elected at the last Council general election]
Satisfaction Satisfaction with Council decisions 51 51 52 54 [Community satisfaction rating out of 100 with how council has performed in making decisions in the interest of the community]
38 OUR PERFORMANCE
GOAL 2: WELLBEING AND FAIRNESS
Strategic indicators The following statement reviews the performance of Council against the strategic indicators (Liveability Indicators).
Strategic indicator/measure 2017/2018 result Comments
Increase proportion of the 49.6% (Community Greater Bendigo scores well with volunteering when population who volunteer for a Indicators Vic) compared with similar municipalities in Victoria. community group or activity more than once per month.
Municipal-wide average SEIFA 981 (ABS, 2016) Greater Bendigo’s score is similar to other Victorian index of disadvantage. rural centres. However, there is considerable variation in scores within the municipality.
Decrease crimes against people Number of crimes against This is slightly higher than last year’s result. including rape, sex, robbery, the person was 1,700 assault and abduction. (crimestatistics.vic.gov.au, year ending March 2018).
Maintain child immunisation 96.55% of children are This is slightly higher than last year. completion rates to be better immunised at 60 months. than the state average. (Bendigo population=93.9%; Indigenous persons=50%)
Reduce obesity. 53.4% of people in Greater Greater Bendigo males (62%) are more likely than Bendigo are overweight or females (45%) to report being overweight or obese. obese (DHHS).
Increase the proportion of people 53.4% do not meet Respondents living in Long Gully, West Bendigo, who meet recommended fruit and either fruit or vegetable Ironbark and Huntly reported the lowest proportions vegetable dietary guidelines. guidelines (VicHealth). meeting recommendations.
Increase social connection. 61.9 % agree they live in This is a slightly different indicator than has been a close knit community used in previous years, in order to provide the most (VicHealth). up to date data.
Annual Report 2017/2018 39 Major initiatives The following statement reviews the progress of Council against major initiatives identified in the 2017/2018 Budget.
• Albert Roy Reserve – pavilion construction (net cost $800,000) – not started • Bendigo Tennis pavilion construction (net cost $85,511) – completed • Strathfieldsaye Early Learning Community Hub construction (net cost $1,070,000) – completed • Marist College – Lighting of senior football oval and tennis/netball courts (net cost $102,200) – in progress • Eaglehawk Regional Play Space construction (net cost $680,000) – in progress • Marist College Bendigo – Joint use community facilities contribution (net cost $500,000) – in progress • Raywood Masterplan detailed design (net cost $125,000) – in progress • Redesdale Community Hub design (net cost $60,000) – in progress • Heathcote Integrated Services Project (net cost $50,000) – in progress • Strathdale Community Centre detailed design (net cost $150,000) – in progress • Garden Gully – Synthetic hockey pitch replacement (net cost $1,285,160) – completed • Lighting at White Hills Oval (net cost $200,000) – in progress • Skate parks – Epsom and Kangaroo Flat (net cost $60,000) – in progress • O’Keefe Rail Trail to install two water stations (net cost $16,000) – in progress • Strathfieldsaye Bowls Club detailed design (net cost $100,000) – not started • Resurfacing of the Flora Hill athletics track (LUBAC) (net cost $900,000) – completed • Art Gallery library shelves upgrade (net costs $5,720) – completed • Stage 2 works of the Bendigo Regional BMX facility redevelopment (net cost $300,000) – in progress • Strathdale park – Lighting of multiple pitches (net cost $270,000) – completed • Bendigo Skate Park – detailed design (net cost $75,000) – not started • QEO – Netball changerooms design (net cost $80,000) – in progress • Ewing Park – Detailed design (net cost $40,000) – not started
Community Plan 2017/2018 actions The following statement reviews Council’s performance against its 2017/2018 actions from the Community Plan.
2.1 Create a much healthier Greater Bendigo
Council Plan action Progress Comments
2.1.1 Implement the Municipal Public Health and Wellbeing Plan
Lead the implementation of year one actions Completed Year one actions are progressing and a well- from the adopted Municipal Public Health and attended Health and Wellbeing Forum focused on Wellbeing Plan 2017-2021 in partnership with equity was held in May 2018. stakeholder organisations.
2.1.2 Contribute to health policy development
Update Council’s Gaming Policy. In progress Work is now progressing on an Economic Impact Assessment and Planning Policy Review as well as consultation with other Victorian councils.
40 OUR PERFORMANCE
Council Plan action Progress Comments
2.1.3 Plan for fairer health outcomes
Complete the annual actions within the Rural In progress The Rural Communities Committee and Farming Communities Strategy, including developing Advisory Committee are meeting on a regular a State of Rural Communities Report and basis and publication of the State of Rural supporting the newly established Rural Communities is in progress. Communities Committee and Farming Advisory Committee.
Explore opportunities to strengthen inclusive In progress Project being led by the Community Partnerships employment. unit in consultation with the People and Culture unit.
Lead the development of a Gender Equity In progress An external Coalition for Gender Equity has Strategy for Greater Bendigo. been formed with representatives from over 20 organisations.
Partner with community organisations to plan Completed A wide range of partners contributed to a strong and deliver the Bendigo White Ribbon Day. White Ribbon Day program, with a number of events leading up to the main activities on November 25.
2.2 Promote positive wellbeing across the Greater Bendigo community
Council Plan action Progress Comments
2.2.1 Prioritise efforts to promote physical and mental wellbeing
Implement priority projects that deliver the Completed About 50 per cent of priority projects are being adopted Connecting Greater Bendigo: Integrated implemented and a Community Consultative Transport and Land Use Strategy. Group was formed in December 2017 to provide advice on community priorities.
Complete the Public Space Strategy and Completed The Public Space Strategy was adopted at commence implementation. the July 2018 Council meeting and work has commenced on the implementation plan.
Construct the Eaglehawk Place Space. In progress Construction nearing completion. Due to open in September 2018.
Complete stage two of the Bendigo Regional BMX In progress Tender complete and preferred contractor track upgrade identified. Construction to commence in August 2018.
Complete the updated Walking and Cycling In progress Issues and opportunities paper has been drafted, Strategy and commence implementation. a community reference group shortlist is under development and communications collateral has been prepared for community engagement.
Support the local implementation of the new Completed The new smoking bans have been implemented state-wide smoking bans. through distribution of fact sheets and signage, social media campaigns, site visits and customer contact.
Annual Report 2017/2018 41 Council Plan action Progress Comments
Develop the Hard Court Facilities Strategy. In progress Draft Strategy was released for public exhibition in May and June.
Commence operation of the Greater Bendigo In progress Manager and several staff appointed to the Centre Indoor Aquatic and Wellbeing Centre at Kangaroo through the contractor in preparation for the Flat. October opening. Foundation membership sales have commenced.
Conduct the ‘Cigarette Sales to Minors Test Completed The City has completed three rounds of tobacco Purchasing Program’. sales to minors test purchasing in this financial year.
Promote a pool safety in private homes campaign. Completed The City ran a media campaign to highlight to importance of pool safety.
2.2.2 Design settings and environments that can create better health outcomes
Complete detailed design for the Bendigo Skate In progress Community consultation regarding location is Park. complete and a design brief is being finalised.
Implement projects to facilitate the safe In progress $1M funding has been received from the TAC for movement of people on foot and bicycle around pedestrian safety improvements, with works now the Bendigo city centre and other activity centres. underway.
Complete the Raywood Recreation Reserve In progress Concept plan for Raywood Recreation Reserve Master Plan and undertake resultant design is being finalised following discussions with works. Raywood Recreation Reserve Committee and Raywood Progress Association.
Complete detailed design for the Strathdale In progress Community engagement complete and concept Community Centre redevelopment project. design anticipated by end September 2018.
Complete designs for construction of netball In progress Concept design complete and detailed design in change room facilities at Queen Elizabeth Oval. progress.
Complete designs for upgrades at Ewing Park. In progress Design in progress, which will be done in coordination with skate park design.
Complete the Golden Square Recreation Reserve In progress A project brief has been prepared and Master Plan. engagement with key stakeholders has commenced.
Install additional pedestrian crossings, including In progress $1M funding received from TAC for pedestrian at Bendigo Art Gallery, Hargreaves and Mundy safety improvements and works are underway. Streets and Queen and Edwards Streets intersections.
Install new bus shelters in identified locations in Completed Shelter installation program underway. urban and rural areas.
Complete lighting upgrades at White Hills Football In progress Lights installed, due to be commissioned in early and Netball Club. July.
Complete designs for Epsom and Kangaroo Flat In progress Epsom design is in progress and Kangaroo Flat skate parks. design brief is being finalised.
42 OUR PERFORMANCE
Council Plan action Progress Comments
2.2.3 Build on partnerships and co-ordination of information with health and other agencies
Commence the development of a Community Completed The first stage of the development of the Volunteering Strategy. Community Volunteering Strategy is complete.
Complete the Heathcote Integrated Services In Progress Community engagement has been undertaken Project as a basis for decisions about future and a site feature survey has been completed, developments. and the tender process is underway.
Review the Aquatic Strategy and develop a In Progress Project brief developed. Internal steering group sustainable model for swimming pools. first meeting completed. Scope of strategy includes all of the City’s aquatic facilities.
Actively participate in the GREATER Obesity Completed Following consultation with key external partners, Prevention Initiative the auspice for Healthy GREATER Bendigo will transfer to the City in July 2018.
Relocate Maternal and Child Health Services from Completed Relocation completed. the Annie Galvin Early Learning Centre and The Mews to Bendigo Community Health Services.
Support the Bendigo Maubisse Friendship Completed A Memorandum of Understanding has been Committee to partner with the Ballarat committee developed between Ballarat and Bendigo and implement annual community development friendship groups and a joint annual forum was actions in Ainaro, Timor Leste. held in April to explore future joint projects.
Complete detailed designs for integration of In progress Consultation and design in progress. Meeting to Strathfieldsaye Bowls Club into the existing establish new Committee of Management to take pavilion. place in July.
Install two water stations on the O’Keefe Rail Trail. In progress Meetings have been held with O’Keefe Rail Trail representatives and Coliban Water on priority locations for water stations and project management arrangements commenced.
2.2.4 Support a localised sustainable food system
Explore opportunities to develop a food policy In progress Officers have evaluated eight possible sites for a that coordinates a broad range of themes, potential food hub and now have a shortlist of including healthy eating and the Greater Bendigo four to undertake further due diligence works on. Food Hub.
Annual Report 2017/2018 43 2.3 Promote community connection
Council Plan action Progress Comments
2.3.1 Support the development and implementation of local community plans
Support the completion of revised community Complete The Maiden Gully and Axedale Community Plans plans in Axedale, Heathcote, Maiden Gully and were launched in December and the Heathcote Marong. and Marong Community plans are complete.
Continue to implement the recommendations Complete Both planned and reactive works undertaken at of the Property Service Level Plan to ensure critical community buildings to maintain service critical community buildings are maintained and levels. renewed to an agreed service level and standard.
Implement the Community Grants program and Complete Round 1 and 2 Community Grants have been review the grants policy and annual capacity completed and a review of the grants program building program. has been completed, with the new model commencing 2018/2019.
2.3.2 Partner to encourage opportunities that enable community access and inclusion
Install lighting at the Marist senior football oval In progress Construction to be completed in July. and the tennis/netball courts.
Complete the annual actions of the Reconciliation Completed Ongoing implementation includes Indigenous Plan including supporting NAIDOC Week and Cultural Awareness Training being delivered to Reconciliation Week, cultural awareness training City staff and the recruitment of an Inclusive for employees and developing organisational Communities Officer (Reconciliaton). protocols.
Work closely with the Goldfields Library Completed Successful business case submitted to undertake Corporation to deliver library services to the a Library Strategy for Greater Bendigo in Greater Bendigo community that promote 2018/2019. learning, literacy and engagement at all life stages.
2.3.3 Ensure there are facilities that allow people to come together for social and learning purposes and to have fun
Complete construction of facilities at the Bendigo In progress Bendigo Tennis Centre pavilion construction was Tennis Centre. completed in September 2017 and construction of the grandstand is underway.
Upgrade the Albert Roy Reserve. In progress Construction has commenced, due for completion in March 2019.
Replace the synthetic hockey pitch at Garden Completed Construction complete. Gully Reserve
Resurface the Flora Hill athletics track. Completed Construction complete.
Install lighting for multiple pitches at Strathdale Completed Works completed and handed over to user Park. groups.
Partner with the Redesdale community to In progress An architect has been appointed and community undertake detailed design of their Community engagement has been undertaken. Hub and help advocate for State Government funding for construction.
44 OUR PERFORMANCE
Council Plan action Progress Comments
Construct the Garden of the Future at Bendigo Completed Construction complete. Botanic Gardens.
Install infrastructure for dog parks at Kangaroo Completed Construction of both dog parks is complete. Flat and California Gully.
Undertake ongoing safety and renewal works to In progress Signage has been installed at both poppet heads Council’s poppet head structures. and improved lighting has been completed at Rosalind Park.
Explore opportunities to extend the Goldfields Completed Successful submission for a Library Service Library Agency Model to other communities. Planning and Infrastructure Strategy.
Continue to undertake accessibility audits for Completed All accessibility audits requested of them for the Council’s property assets and program ongoing year have been completed. improvement/upgrade works to improve access for all of the community.
2.4 Support participation and development for residents of all ages and abilities
Council Plan action Progress Comments
2.4.1 Continue to promote a child friendly municipality
Complete construction of the Strathfieldsaye In progress Building contractor appointed for Strathfieldsaye Early Learning Centre and undertake concept Early Learning Centre with anticipated completion planning for the Huntly Early Years Hub. in late July 2018. Concept design of Huntly Early Years Hub completed.
Investigate the feasibility of the City managing Completed Preschool central enrolment is being managed preschool enrolments centrally. effectively by LMPA and no further action is required.
Deliver immunisations for infants and school Completed The immunisation rate for children at 60 months children in accordance with the National is 96.55%. Immunisation Schedule and maintain immunisation rates above 95% in the municipality.
Provide the Maternal and Child Health Universal Completed Participation rate is 100% up to and including the Program and achieve participation rates of the 4 month visit, 91% for the 8 month visit and 86% Key Age and Stage visits for children 12 months at the 12 month visit. and under above 90%.
Extend the Enhanced Maternal and Child Health Completed Enhanced Maternal and Child Health services Program to support families and vulnerable have been provided to eligible vulnerable families children from 0-1 year to 0-3 years. and additional funding will be provided from July 1, 2018 to provide care for 0-2 years.
Provide high quality child care services at Annie Completed Annie Galvin Early Learning Centre is achieving Galvin and Helen Jessen Early Learning Centres 87% and Helen Jessen Early Learning Centre is and achieve utilisation rates above 85%. achieving 90% utilisation rate.
Annual Report 2017/2018 45 Council Plan action Progress Comments
Complete the annual actions of the Municipal Completed The 2017/2018 Municipal Early Years Plan actions Early Years Plan, including reviewing the City’s have been achieved. services.
Complete play space construction at Strathdale In progress Long Gully and Kangaroo Flat playgrounds Park, Derwent Drive Long Gully and Olympic completed and Strathdale Park will be completed Parade Kangaroo Flat. in 2018/2019.
2.4.2 Partner to build connections for young people
Engage with young people and service partners Completed The Youth Strategy officially launched in early to complete the new Youth Strategy and annual 2018 and the FReeZA music program continued actions, including the FReeZA program and a this year, with an application submitted for 2019- graffiti prevention project. 2021 FReeZA funding.
2.4.3 Support positive ageing
Partner with the Positive Ageing Advisory Group to Completed The 2019-2022 Positive Ageing Strategy will be develop a Positive Ageing Strategy. completed in 2018/2019.
Undertake a review of Home Support services. Completed The Home Support Service Review is in progress with reports provided for Council and the Project Control Group.
Deliver Home Support services to eligible people Completed All clients eligible for NDIS services have with disabilities and older people according to successfully transitioned to new providers. Aged their assessed needs. care services are continuing and services are meeting current demand.
Achieve a minimum of 80% compliance with the Completed Accreditation completed – achieved 100% Home Care Standards. compliance with all standards.
2.4.4 Support positive life opportunities for people living with a disability
Implement the annual actions of the Community Completed A new portable, universally accessible toilet Access and Inclusion Action Plan, including (Marveloo) has been delivered and the Inclusive establishing a portable, universally accessible Towns disability-friendly business program toilet and disability-friendly businesses program. is being delivered with Loddon and Mount Alexander Shires.
Review the arrangements for the provision of Completed The provision of disabled parking was reviewed disabled parking. as part of the Parking Service Review and changes to the disabled permit application process have been implemented.
Support eligible younger clients to transfer Completed All Program for Younger People (PYP) clients were from the Home and Community Care Program transitioned to the NDIS by February 2018. for Younger People to the National Disability Inclusion Scheme (NDIS) and assist those people who may be ineligible for the scheme.
46 OUR PERFORMANCE
2.5 Create safe and resilient communities
Council Plan action Progress Comments
2.5.1 Strengthen community safety
Implement the second year actions of the Completed The second year actions for the DAMP have been Domestic Animal Management Plan (DAMP), implemented with a highlight being the opening including promoting animal registration, micro of the two new dog parks. chipping and responsible pet ownership.
Develop an action plan for a consistent approach Completed Transport for Victoria is undertaking a to managing safe parking around schools. strategic review of school area safety and it is anticipated that the City will implement these recommendations to enable a consistent approach to managing safe parking around schools.
Continue street lighting upgrades and new Completed Program of works completed. installations in parks and streets.
Achieve required targets that ensure the quality In progress Food safety assessments currently undertaken on of food available from food businesses in the 89% of premises that require one in the calendar municipality is safe and suitable for consumption. year.
Complete the review of Local Laws number 3, 4, Completed The review has been completed, which has 5 and 10. resulted in the consolidation of Local Law No. 3, 4 and 5 into the new Community Local Law and minor amendments made to Local Law No. 10.
Help protect the community from risks and harm Completed Work is underway to prepare the 2018/2019 fire associated with fire, through the implementation prevention and inspection program and activities, of fire prevention activities. which will start from September.
Support the Safe Community Forum to Completed Installation of CCTV cameras is underway and the implement its strategic plan, including making project has been extended to capture additional improvements to public safety and CCTV. CBD locations, and the Safe Community Forum is supporting the Greater Bendigo Against Family Violence network.
Increase security surveillance and detection to Completed Current review of security patrols and reporting/ critical property infrastructure to help reduce actioning of property damage and vandalism incidents of vandalism. to increase at targeted location and additional cameras have been fitted at various locations.
2.5.2 Strengthen community resilience
Undertake emergency management planning Completed The Integrated Municipal Emergency that builds community resilience, especially with Management Plan (IMEMP) for the City was increasing risk of bushfire, flood and heat events. adopted by the IMEMP committee and endorsed This includes implementing the emergency by Council. management service review and preparing the Summer Preparedness Guide.
Partner with the Community Foundation for Not The Community Foundation for Central Victoria Central Victoria to support The Big Give. proceeding Board requested that The Big Give be placed on hold pending an organisation review, which resulted in the event not continuing.
Annual Report 2017/2018 47 Council Plan action Progress Comments
Foster and support volunteerism. Completed The first stage of the development of the Community Volunteering Strategy is complete.
Support community priorities to reduce risks In progress Work progressed on the preparation of a associated with problem gambling across the Reducing Harm from Gambling Policy for Greater municipality. Bendigo.
2.5.3 Maintain the attractiveness and cleanliness of public and commercial areas
Provide a timely response to applications for Completed The Local Law team has delivered on its objective outdoor dining, street trading and events with an to provide a timely response by processing all effective monitoring program. applications with all resolved to the satisfaction of the applicant and the team.
Continue to work with the community to decrease Completed The City has entered into an agreement with incidents of graffiti damage to City-managed the Office of Corrections to remove all reported properties and action immediately. graffiti on Council property immediately to reduce ongoing incidents.
Develop an improved cleaning and maintenance Completed Property Services is working with other internal standard for the Hargreaves Mall. units to ensure all Mall facilities are maintained to an acceptable standard and to address any damage in a more responsive time frame.
Services The following statement provides information in relation to the services funded in the 2017/2018 Budget and the persons or sections of the community who are provided the service.
Net cost Actual Service unit Description (less) Budget (equals ) Variance $000
Health and The Health and Wellbeing Directorate plans and delivers a broad and diverse range (202) Wellbeing of community services and programs aimed at supporting people to live their (737) Directorate lives fully and be active, safe, engaged and healthy. The focus of the directorate 535 is on developing policy, plans and programs in partnership with the community, delivering services and supporting the delivery of community infrastructure projects.
Active and The Active and Healthy Lifestyles unit delivers integrated policy, planning, (5,856) Healthy programs and infrastructure that support the community to make healthier (5,727) Lifestyles choices easier choices. (129)
Community The Community Partnerships unit works closely with the community to plan and (2,935) Partnerships develop policy and programs that increase community safety, engagement and (3,728) connection, prevent discrimination, and improve access and inclusion for diverse 793 groups across the community. Current target groups include rural residents, culturally and linguistically diverse groups, the indigenous community, children and youth.
48 OUR PERFORMANCE
Community The Community Wellbeing unit delivers a broad range of services to children (567) Wellbeing and families across Greater Bendigo that aim to promote children’s learning and (1,255) development. It also provides community-based services to frail aged residents 688 and people with a disability and their carers that promote independent living and prevent premature admission to long term residential care.
Goldfield The Goldfields Library Corporation provides a public library service from six sites (3,210) Library throughout the municipality, with branches in Bendigo, Kangaroo Flat, Eaglehawk (3,243) Services and Heathcote, along with Library agencies at Axedale and Elmore. The Bendigo 33 Library also includes the Bendigo Regional Archive Centre. This service is delivered under a Funding and Service Agreement in partnership with Loddon, Mount Alexander and Macedon Ranges Shires.
Safe and The Safe and Healthy Environments unit’s purpose is to advocate, enable and (2,153) Healthy mediate with and for the community to promote and protect health, prevent the (2,032) Environments spread of infectious disease, ensure safe development and support the protection 121 of our environments. This is achieved by delivering integrated regulation, policy, planning and programs.
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 2017 2018
Aquatic Facilities
Service standard Due to staffing levels, Health inspections of aquatic facilities 2.23 2.54 2.00 1.69 there were four less health inspections for [Number of authorised officer inspections of the 2017/2018 season. Council aquatic facilities / Number of Council aquatic facilities]
Health and safety There were no Reportable safety incidents at aquatic facilities 0 1 1 0 reportable safety incidents at aquatic [Number of WorkSafe reportable aquatic facility facilities for the safety incidents] 2017/2018 period compared to one in 2016/2017, which results in a 100% variation.
Service cost This facility is leased. Cost of indoor aquatic facilities $0.00 $0.00 $0.00 $0.00 [Direct cost of indoor aquatic facilities less income received / Number of visits to indoor aquatic facilities]
Annual Report 2017/2018 49 Service/indicator/measure Results Material variations 2015 2016 2017 2018
Service cost Increased costs were Cost of outdoor aquatic facilities $6.63 $5.95 $6.90 $8.63 as a result of higher management fees [Direct cost of outdoor aquatic facilities less (Kangaroo Flat and income received / Number of visits to outdoor Heathcote), and aquatic facilities] overall higher water and sewerage costs in the period.
Utilisation Utilisation of aquatic facilities 1.66 1.68 1.72 1.60 [Number of visits to aquatic facilities / Municipal population]
Animal Management
Timeliness Time taken to action animal management 0 1.28 1.23 1.34 requests [Number of days between receipt and first response action for all animal management requests / Number of animal management requests]
Service standard The number of Animals reclaimed 55.00% 52.93% 40.56% 49.98% animals collected remained consistent [Number of animals reclaimed / Number of with previous years, animals collected] x100 however there has been an increase in the number of animals reclaimed by their owners this year.
Service cost Cost of animal management service $42.74 $40.00 $38.83 $40.25 [Direct cost of the animal management service / Number of registered animals]
Health and safety There were Animal management prosecutions 6 5 7 8 seven successful prosecutions for [Number of successful animal management 2016/2017 and eight prosecutions] for 2017/2018, which results in an increase of 14.29%
50 OUR PERFORMANCE
Service/indicator/measure Results Material variations 2015 2016 2017 2018
Food Safety
Timeliness Better stability in staff Time taken to action food complaints 0 2.81 3.16 2.01 numbers allowed for better distribution [Number of days between receipt and first of workloads response action for all food complaints / Number and allocation of of food complaints] complaints in a faster manner.
Service standard The Safe Food safety assessments 82.20% 88.92% 66.30% 84.25% Environments team has applied a new [Number of registered class 1 food premises and risk priority schedule class 2 food premises that receive an annual for undertaking food safety assessment in accordance with the inspections and Food Act 1984 / Number of registered class 1 food assessments of premises and class 2 food premises that require registered premises. an annual food safety assessment in accordance This has shifted the with the Food Act 1984] x100 priority of food safety assessments higher in the priority list and has resulted in more being completed during the year. Staffing levels were also better sustained during this period than the previous year.
Service cost Due to an increase in Cost of food safety service $410.88 $322.22 $239.42 $592.91 labour from previous years. [Direct cost of the food safety service / Number of food premises registered or notified in accordance with the Food Act 1984]
Health and safety A combination of Critical and major non-compliance outcome 100% 93.55% 74.66% 87.12% priority scheduling notifications and more stable staffing levels [Number of critical non-compliance outcome allowed for more notifications and major non-compliance non-compliances notifications about a food premises followed up to be followed up in / Number of critical non-compliance outcome 2017/2018. notifications and major non-compliance notifications about a food premises] x100
Maternal and Child Health (MCH)
Satisfaction Participation in first MCH home visit 98.00% 101.22% 99.15% 101.17% [Number of first MCH home visits / Number of birth notifications received] x100
Annual Report 2017/2018 51 Service/indicator/measure Results Material variations 2015 2016 2017 2018
Service standard Infant enrolments in the MCH service 93.00% 97.49% 100.78% 101.54% [Number of infants enrolled in the MCH service (from birth notifications received) / Number of birth notifications received] x100
Service cost Cost of the MCH service $0.00 $68.84 $78.17 $75.07 [Cost of the MCH service / Hours worked by MCH nurses]
Participation Participation in the MCH service 79.00% 77.40% 76.65% 77.85% [Number of children who attend the MCH service at least once (in the year) / Number of children enrolled in the MCH service] x100
Participation Participation in the MCH service by Aboriginal 76.00% 74.74% 78.56% 80.20% children [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
Libraries
Utilisation There has been a Library collection usage 4.13 4.61 5.57 6.22 decrease of circulating items resulting in an [Number of library collection item loans / Number increase of collection of library collection items] usage.
Resource standard Standard of library collection 65.00% 55.02% 70.30% 75.40% [Number of library collection items purchased in the last 5 years / Number of library collection items] x100
Service cost Cost of library service $4.47 $3.96 $4.05 $4.41 [Direct cost of the library service / Number of visits]
Participation Active library members 17.00% 15.67% 14.82% 14.07% [Number of active library members / Municipal population] x100
*Reporting on Home and Community Care ceased on July 1, 2016
52 OUR PERFORMANCE
GOAL 3: STRENGTHENING THE ECONOMY
Strategic indicators The following statement reviews the performance of Council against the strategic indicators (Liveability Indicators).
Strategic indicator/measure 2017/2018 result Comments
Increase proportion of the 16.3% (ABS, 2016) This is slightly higher than the regional average of workforce who have completed a 14.5%. Bachelor Degree or higher.
Decrease unemployment, The unemployment rate in This is higher than last year’s unemployment figures. especially for young people. March 2018 was 7.5%.
Increase the proportion of 17 year-olds At least 88% of 12-17 year This is an improvement from 2011 levels. still attending education (including olds in Greater Bendigo school and vocational training). are attending education.
Maintain a growth rate of the Greater GRP $7.065B, increase of This is higher than the growth rate for Victoria of Bendigo Economy that is equal to or 20.6% on the previous 8.6%. better than Victoria, as measured by year. Gross Regional Product (GRP).
Major initiatives The following statement reviews the progress of Council against major initiatives identified in the 2017/2018 Budget.
• Progressing the Marong Business Park project (net cost $200,000) – not proceeding
Community Plan 2017/2018 actions The following statement reviews Council’s performance against its 2017/2018 actions from the Community Plan.
3.1 Support our local businesses and industry to be strong, vibrant and to grow and develop
Council Plan action Progress Comments
3.1.1 Supporting local business, including through purchasing programs
Develop and implement a range of strategies Completed Council has participated in the State specifically tailored to meet the needs of and Government’s Better Approvals project for small support for the business sector, including the business and successfully managed the 2017 Small Business Festival. Small Business Festival.
Increase the reach and impact of major events Completed The fortnightly Events Calendar is emailed to for local businesses, especially by increasing their business members and all premium tourism awareness of forthcoming opportunities. members.
Develop a program to recognise and support Completed Sustainable and inclusive business webpage sustainable and ethical businesses and leaders. launched on the City’s website. Planning underway for case studies and promotion via social media and other channels.
Annual Report 2017/2018 53 Council Plan action Progress Comments
3.1.2 Work with small towns, commercial activity areas and community centres to retain their attraction and economic sustainability
Investigate opportunities for situating major Completed The City places Summer in the Parks events into events in rural towns and communities. areas like Heathcote, Redesdale and Elmore annually, and has also placed cycling events, which only require hard bitumen surface, in the rural towns.
Prioritise a response to addressing unauthorised/ Completed The City always prioritises its response to illegal works, with a focus on rural and isolated addressing unauthorised and illegal works with a areas. risk based approach and in accordance with the City’s Compliance Policy.
Review parking arrangements in the Rosalind Completed A review of the CBD Parking Strategy 2008, Park Recreation Reserve precinct and the Bendigo including the Rosalind Park precinct, has Hospital precinct. commenced and changes to time restrictions have been implemented in the hospital precinct, following the opening of the new hospital.
Undertake a pedestrian and traffic movements In progress Consultants have been appointed. Consultation study for Rosalind Park precinct. and collection of background information to be undertaken.
Upgrade the Rosalind Park fence. In progress Works underway.
3.1.3 Implement agreed actions from the Rural Communities Strategy
Implement agreed actions from the Rural Completed The Rural Communities Committee and Farming Communities Strategy. Advisory Committee are both meeting on a regular basis and supporting the progression of priority actions.
3.1.4 Work closely with all sectors, including manufacturing, tourism, retail, education, health, creative industries and agriculture to enhance their success
Refresh the Economic Development Strategy and In progress The Economic Development Strategy review has ensure it encompasses a wider scope and is more commenced, with Council approving the focus inclusive of the range of economic development and governance of the strategy. opportunities in Greater Bendigo and the region.
54 OUR PERFORMANCE
3.2 Make it easier for people to transition from education to employment
Council Plan action Progress Comments
3.2.1 Extend opportunities for stronger links between industry and learning providers
Continue to build on the success of the Career Completed Arrangements made with La Trobe and Horizons program and investigate the potential agreement signed with CityStudio Vancouver, implementation of a ‘City Studio’ model for with the first CityStudio program scheduled for linking students with Council’s strategies. June/July 2018.
Understand the unmet tourist industry skills Completed Industry engagement has shown a critical needs and support strategies that assist industries shortage of chefs and front of house staff in the to meet demand. hospitality sector, so the City is working with Bendigo Tafe and William Angliss Institute to design courses and attract new trainees.
3.3 Ensure Greater Bendigo is a welcoming place for new businesses and industries, and supports creativity and innovation and visitor attraction
Council Plan action Progress Comments
3.3.1 Promote a culture of enterprise
Develop new collaborative strategies that Completed The City worked closely with Bendigo strengthen Greater Bendigo’s manufacturing Manufacturing Group on a new strategy, which sector. was completed in October 2017.
Establish a steering committee/partnership to Completed Partnership and steering group have been formed oversee the implementation of adopted actions and a City Centre Plan is being prepared. relating to the Bendigo city centre retail sector.
Activate public spaces in the Bendigo city centre, Completed Consultants have been engaged and commenced including completing a design and development work on the Mall Design Review. plan for Hargreaves Mall.
Conduct a research project to determine the Completed The Better Approvals Project led to the feasibility and best approach to establishing an introduction of a new streamlined permit organisation innovation program. application process for business operators.
3.3.2 Support collaborative partnerships for tourism growth
Increase tourism visitation to the region. Completed Overnight stays in Bendigo and the region have increased more than 50% over the past decade with over 2.4M people having stayed in the region.
Support the initiative to restore Sun Loong and Completed A dragon maker was appointed in May and commission a new Chinese dragon Dai Gum fundraising through the Sun Loong 750 Loong. Committee is progressing well.
Implement an updated approach to Christmas Completed The 2017 display was bigger and bolder than decorations across the municipality. most recent years, with new decorations in Heathcote, Elmore, Eaglehawk and central Bendigo.
Annual Report 2017/2018 55 Council Plan action Progress Comments
Advocate for funding for improvements at the Completed Advocacy for this project involves meetings Chinese Precinct. with State members of parliament and is part of Council’s election priorities document.
Advocate for funding opportunities at the Completed Substantial funds already provided – ongoing Great Stupa and support future planning and work in terms of planning and development and developments that are in accordance with their feasibility study, with the Great Stupa currently feasibility study. working through its options.
3.3.3 Expand existing manufacturing and emerging industries
Collaborate with industry groups in advocacy for Completed Forms part of the Bendigo Manufacturing Group local initiatives and developments. Strategic Plan, which was completed in October 2017 and is currently being implemented.
Develop the concept of a Bendigo Regional Completed This project has been completed and a bid lodged Employment and Innovation cluster initiative. with the Victorian Planning Authority for the next stage of development and funding.
Implement the Strategic Plan for development Completed Discussions continue with airlines to try to secure of the Business Park at Bendigo Airport and regular passenger flights from Bendigo Airport complete other upgrades that increase the and funding submissions have been lodged to diversity and commercial viability of Airport develop the business park. operations.
Advocate for funding for planning of further Completed Discussions continue to scope requirements for a developments at the Bendigo Showgrounds as masterplan and a funding application has been part of a master planning project. submitted to Regional Development Victoria.
Advocate for funding for the Industry Innovation Completed This action forms part of the Bendigo and Collaboration Program to facilitate Manufacturing Group Strategy, which was an increase in research and development finalised mid October 2017 and the City is undertaken by local businesses. continuing to lobby for this.
3.3.4 Attract and support creative industries
Engage widely and prepare an Arts and Creative In progress Strategy preparation has commenced, including Industries Strategy. extensive community consultation, workshops, survey and a major community engagement event that was held in April.
Work with the Bendigo and regional tourism Completed Meetings held with Heathcote Winegrowers industry to grow the tourism offerings. Association to explore new product offerings in Heathcote wine and a potential new product with Bendigo Heritage Attractions and the Discovery Science and Technology Centre is on the way.
Constantly explore new local and unique Completed The City supported an updated format of Heritage products that maintain our point of difference Uncorked this year; the week-long event was and create opportunities to attract new / different reported as a great success by wine growers with visitor groups. a noticeable increase in visitors from Melbourne.
Continue the program of supporting and Completed The City is organising a forum to assist local encouraging local businesses to bid for Council contractors to improve their tender submissions. contracts where appropriate and relevant.
56 OUR PERFORMANCE
Council Plan action Progress Comments
3.3.5 Take advantage of technology for community benefit
Continue developing supportive networks with Completed The new Procurement team structure will ensure local social enterprises that build their capacity to a staff member is able to focus on this key area. successfully bid for local work.
Attract and support investment in renewable Completed A Pumped Hydro feasibility assessment has been technology. completed and work is ongoing to support the development of wind turbine manufacture in the City and with Bendigo Sustainability Group to establish solar farm facilities.
Investigate the development of a web-based Not Feasibility was discussed as part of the retail portal for the Bendigo city centre retail sector proceeding roundtable and preparation of a City Centre using www.shopbendigo.com.au Activation Plan, however feedback from traders highlighted other higher priority actions at this point in time.
Ensure parking efficiency and accessibility for all Completed The Regional Sustainable Development unit has visitors by introducing contemporary approaches commenced a review of the CBD Parking Strategy to parking and conducting patrols that promote 2008. turn over and reviewing the Bendigo CBD Parking Strategy in 2018/2019
Services The following statement provides information in relation to the services funded in the 2017/2018 Budget and the persons or sections of the community who are provided the service.
Net cost Actual Service unit Description (less) Budget (equals ) Variance $000
Strategy The Strategy and Growth Directorate incorporates responsibility for Bendigo (458) and Growth Art Gallery, Business Services, Capital Venues and Events, Regional Sustainable (750) Directorate Development, Statutory Planning, and Tourism and Major Events. The overarching 292 role of the Strategy and Growth Directorate is to contribute to the economic, cultural and social prosperity of our region by identifying and supporting investment opportunities, employment generation and the integrated planning for the sustainable growth of Greater Bendigo and the region. In doing so, continue to work towards Greater Bendigo being the world’s most liveable community.
Business The Business Services unit operates the Bendigo Airport and Bendigo Livestock (1,058) Services Exchange in line with all regulatory requirements. It also supports other businesses (971) including Bendigo Heritage Attractions, Golden Dragon Museum, Discovery (87) Science and Technology Centre and Bendigo Stadium.
Annual Report 2017/2018 57 GOAL 4: PRESENTATION AND MANAGING GROWTH
Strategic indicators The following statement reviews the performance of Council against the strategic indicators (Liveability Indicators).
Strategic indicator/measure 2017/2018 result Comments
The percentage of agreed major 80% The Garden for the Future and the Bendigo Stadium initiatives completed in agreed were completed this financial year. timeframes. (Internal measure aim for >90%)
Increase the proportion of people 66.3% (2011-2012) Bendigo’s result is higher than the State average who walk or cycle five times a week of 63.9%. for at least 30 minutes.
Increase opportunities for people to 5.7% of people walk, cycle This is despite the 2015 Greater Bendigo Wellbeing use public transport. or take public transport to Survey showing that 49% of respondents lived work (ABS, 2016). within a 10 minute walk of a bus stop.
Increase the diversity of housing. 10.4% of housing in The proportion of townhouses, flats, units and Greater Bendigo is apartments is decreasing despite 50% of Bendigo medium or higher density. households having just one or two people.
Improved community satisfaction N/A Not surveyed in 2017. rating for the appearance of public areas.
Increase community satisfaction N/A Not surveyed in 2017. rating for Council’s general town planning policy.
Major initiatives The following statement reviews the progress of Council against major initiatives identified in the 2017/2018 Budget.
• Completion of Bendigo Stadium major expansion (net cost $2,000,000) – complete • Replacement of public toilets in Heathcote (net cost $300,000) – in progress • New Footpaths Program 2017/2018 (net cost $1,000,000) – complete • Contribution towards the RSL Soldiers Memorial Institute redevelopment (net cost $664,000) – in progress • Completion of Greater Bendigo Indoor Aquatic and Wellbeing Centre (net surplus $2,851,500). Surplus relating to 2017/2018 Budget only is due to timing of receiving grants and contributions and timing of work to be completed – in progress • Garden for the Future – construction (net cost $304,436) – complete • Complete installation of fire sprinklers at Bendigo Stadium (net cost $500,000) – in progress • Construction of Kangaroo Flat Dog Park (net cost $42,000) – complete • Construction of California Gully Dog Park (net cost $32,000) – complete • Sealed road improvements – Elmore/Barnadown Road and Lockington Road (net cost $1,140,000) – complete • Design for Heathcote footbridge (net cost $40,000) – complete
58 OUR PERFORMANCE
Community Plan 2017/2018 actions The following statement reviews Council’s performance against its 2017/2018 actions from the Community Plan.
4.1 Plan for a growing population
Council Plan action Progress Comments
4.1.1 Complete adopted major projects
Complete the Bendigo Stadium major expansion. Completed The Bendigo Stadium opened at the end of May with a three day series of events.
Partner with the RSL to ensure completion of the In progress Project construction well underway and due for Soldiers Memorial Institute upgrade. completion July 2018.
Complete the Greater Bendigo Indoor Aquatic and In progress Main construction is 80% complete. Wellbeing Centre at Kangaroo Flat.
Complete the upgrade and expansion of the Completed Construction of pavilion completed. Barrack Reserve sporting/community pavilion.
4.1.2 Optimise the use of Development Contributions Plan
Investigate a Development Contributions Program In progress Consultants were appointed in October 2017 for major new residential development areas. and in May 2018 they presented the Bendigo Development Contributions Implementation Framework – Recommendations Stage 1 draft report.
4.1.3 Complete agreed structure and township plans
Implement Council’s adopted list of structure Completed The Planning Scheme Amendment work program and township plans and Planning Scheme is a joint program between statutory planning and Amendments. strategic planning staff.
Initiate a coordinated process to progressively Completed Draft brief and background has been prepared implement a neighbourhood revitalisation and consultants appointed to undertake scoping program for Golden Square. project.
Implement agreed planning actions from the Completed The Rural Communities Committee and Farming Rural Communities Strategy. Advisory Committee are both meeting on a regular basis and supporting the progression of priority actions.
Complete the Lake Eppalock Development Plan. In progress The consultant is currently conducting consultation sessions with industry and associated stakeholders in preparation for a Destination Management Plan for the Lake Eppalock Advisory Group.
Complete the design for the former Municipal In progress Design work has commenced. Waiting on further Baths. engineering advice.
Annual Report 2017/2018 59 4.2 Plan to meet future housing needs
Council Plan action Progress Comments
4.2.1 Implement agreed actions in the Greater Bendigo Environment Strategy
Investigate and develop policy options that Completed The Environment Strategy action plan was provide improved native vegetation protection adopted by Council in December 2017 and this and establishment outcomes for City projects. action is scheduled to commence in the second half of 2018, with completion scheduled for the second half of 2019.
4.2.2 Protect our bushland areas and the interface between public and private land
Ensure the updated Public Space Strategy Completed This action has been included in the Public Space addresses the need for protection of the interface Plan, which was adopted by Council at the July areas between public and private land. 2018 meeting.
4.2.3 Advocate for increased access to social and affordable housing
Develop a Social and Affordable Housing and In progress Preliminary work has been undertaken in Living Strategy and commence implementation. preparation for a joint project with the Health and Wellbeing Directorate. The project is scheduled for completion in late 2018.
Develop and implement a strategy to assist the In progress Meetings have been held with DHHS and the delivery of housing projects for Virginia Hill and Director of Housing regarding Virginia Hill and the St Andrew’s Church precinct. Council is represented on the St Andrews Church PCG which is being run by the Uniting Church.
4.2.4 Encourage more environmentally sustainable housing
Consider, trial and recommend ways that Completed Planning Scheme Amendment to incorporate ESD the planning process can support improved into the local planning scheme is proceeding with environmentally sustainable design outcomes. other participating councils.
4.3 Continue to implement strategies that increase the capacity of transport networks to better move people and goods and encourages walking, cycling and the use of public transport
Council Plan action Progress Comments
4.3.1 Use fairness of access as a basis for investments in new walking, cycling and transport infrastructure
Complete design for the new Heathcote In progress Detailed design underway by consultants. footbridge.
4.3.2 Advocate for improved transport connections
Prioritise the strategic and operational Completed Ongoing liaison with VicRoads on intersection opportunities and recommendations from the upgrades. Greater Bendigo Freight Study.
60 OUR PERFORMANCE
Council Plan action Progress Comments
Undertake road maintenance and construction as Ongoing Defect backlogs across most categories continue per adopted priorities. to be reduced significantly, which is due to a combination of better identification and reporting with the Konnect App, better and targeted maintenance practices and in some cases timely renewals.
Review the operation of the bus passenger In progress Proposal to seek interest in commercial operation waiting facility in Hargreaves Mall. of the site.
4.3.3 Build local knowledge about use of sustainable transport options
Support initiatives and local events that promote Completed Six charging points across Bendigo have been the uptake of electric vehicles and develop a plan established. for promoting the availability of electric vehicle charging points within the urban Bendigo area.
Expand Bendigo Cycleport as a flexible bicycle In progress The fleet has been expanded and is being linked sharing scheme and support initiatives to into Council car fleet for management. commence assembly and manufacture in Bendigo.
4.4 Keep Greater Bendigo attractive with good quality public facilities and places
Council Plan action Progress Comments
4.4.1 Maintain and upgrade essential buildings and infrastructure in a sustainable manner
Undertake an internal review of our current In progress Not started to date. This task has been requested leases, licences and other forms of agreements to to be planned through the current audit program. ensure compliance and standardisation.
Begin the implementation of the adopted Public In progress Public Toilet Strategy has been adopted and Toilet Strategy, including replacing the public the Heathcote Public Toilets are at detailed toilets at Heathcote. design stage following two rounds of community consultation.
Upgrade the two heritage picnic shelters at Lake Completed Project completed April 2018. Weeroona.
Complete stage two of a four stage project to In progress Detailed documentation completed, with works upgrade and preserve the external fabric of the to commence August 2018. Bendigo Town Hall.
Provide heating and cooling and internal upgrade In progress Documentation completed and Heritage Victoria works to the Eaglehawk Town Hall. Permit received.
Continue to decant and prepare the former In progress Decanting and cleaning up of material and non- Gas Works site for possible future use and gas works items being undertaken with the BHA development including site decontamination. and other stakeholders.
Continue to undertake ongoing property audit/ Completed Property inspections continue to be undertaken condition inspections to provide critical data for to address urgent and essential works and plan future major works and renewal programs. for the renewal and capital works program.
Annual Report 2017/2018 61 Council Plan action Progress Comments
4.4.2 Ensure open spaces are accessible and fit for purpose
Construct new footpaths and upgrade others Completed Program of works underway with renewed according to the agreed program. footpaths constructed in Forest Street and Retreat Road.
Continue to strategically purchase land and Ongoing A number of properties have been identified for property and dispose of surplus assets. purchase and negations are in place with other properties approved for disposal.
4.4.3 Increase urban shade and provide protection for significant and heritage trees through development and implementation of a Greater Bendigo Tree Strategy
Increase urban shade and protect significant and Completed The tree management policy has been adopted heritage trees. and the development of an Urban Tree Strategy is now underway.
4.5 Provide and maintain urban and rural infrastructure to support the development and liveability of our community
Council Plan action Progress Comments
4.5.1 Develop and adopt best practice asset management principles
Develop and adopt best practice asset In progress The Council confirmed its approach through the management principles to assist Council Asset Management Policy, which was adopted by decisions about existing assets. Council in August 2017.
Commence the Community Buildings Service In progress A draft set of principles, hierarchies and service Review, including the development of a policy to standards has been developed and is being define the City’s service standard for investment refined by the working group prior to being in community buildings. presented to Council.
4.5.2 Develop investment guidelines which will assist Council investment in new and existing assets
Develop and adopt best practice asset investment Completed The Capital Investment Guidelines and relevant principles to assist Council decisions about new weightings were considered and approved by assets. Councillors as part of the 2018/2019 budget process.
62 OUR PERFORMANCE
Services The following statement provides information in relation to the services funded in the 2017/2018 Budget and the persons or sections of the community who are provided the service.
Net cost Actual Service unit Description (less) Budget (equals ) Variance $000
Presentation The Presentation and Assets Directorate provides and maintains high quality assets (24,576) and Assets and services that help make Greater Bendigo a great place to live, while planning and (25,122) Directorate delivering new assets and services to support Bendigo’s ongoing growth. Demonstrating 546 and committing to environmentally responsible thinking and practices and encouraging this throughout the organisation and community is an important focus for the Directorate. Business units include Engineering, Resource Recovery and Education, Works, Parks and Open Space, Property Services and Project Management Office.
Engineering The Engineering unit develops and delivers physical infrastructure to support (1,432) a broad range of services to the community. This includes the development of (3,302) capital works projects to provide renewal and new assets to meet the expanding 1,870 population of Bendigo and increasing community expectations. The unit is also responsible for strategic planning of infrastructure through asset management and development of strategic plans for asset groups. The Unit also provides support services across the organisation in areas of asset management and GIS.
Project The Project Management Office (PMO) is the organisation’s lead unit on project (441) Management management. The PMO works to encourage a positive and holistic project (533) Office management culture across the organisation; defines and maintains organisation- 92 wide standards in project management and assists in the strategic assessment of projects using predefined criteria according to the business goals of the organisation.
Property The Property Services unit’s main purpose is to ensure that community assets (buildings (7,516) Services and properties) are developed, upgraded, maintained and utilised to ensure the greatest (6,271) benefit and lifestyle for the members of the community. The team is committed to ensure (1,245) that Council facilities are safe for public use and comply with relevant codes and standards.
Regional The Regional Sustainable Development unit delivers forward-thinking strategic (3,537) Sustainable advice to Council on the long term planning and development of the City and (4,203) Development region through research, community engagement and an ongoing comprehension 666 of wider regional, state and national policies and directions. Provides direction and guidance for Council to plan, make decisions and implement projects. Develops strategies and plans, provides advice and recommendations.
Statutory The Statutory Planning unit facilitates the delivery of timely and quality planning (1,133) Planning decisions, provides a heritage advisory and heritage architecture service and (2,017) implements Planning Scheme Amendments, including the Bendigo Flood Study. 884 Many of the services delivered by the Statutory Planning unit are in accordance with State Government legislation and local strategies and policies adopted by Council following extensive community consultation.
Works The Works unit is responsible for the construction of new and renewal projects and (12,623) maintenance of civil infrastructure by the City. The construction and maintenance (12,686) teams undertake work on the City’s roads, drains and footpaths. The construction 63 team undertakes the civil works construction of sporting facilities, car parks and other civil projects. It is also responsible for the organisation’s plant and fleet assets, including purchase, maintenance and disposal. The unit also delivers maintenance works in accordance with the Road Management Plan.
Annual Report 2017/2018 63 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 2017 2018
Roads
Satisfaction of use Sealed local road requests 43.75 39.71 48.76 44.67 [Number of sealed local road requests / Kilometres of sealed local roads ] x100
Condition Sealed local roads maintained to condition 99.47% 99.80% 99.66% 99.53% standards [Number of kilometres of sealed local roads below the renewal intervention level set by Council / Kilometres of sealed local roads] x100
Service cost More roads contructed Cost of sealed local road reconstruction $83.55 $99.17 $37.04 $55.55 than previous financial year resulting in higher [Direct cost of sealed local road reconstruction / costs of contract service Square metres of sealed local roads reconstructed] fees and crushed rock.
Service cost More works completed Cost of sealed local road resealing $6.02 $4.46 $5.32 $7.23 this financial year than previous years. [Direct cost of sealed local road resealing / Square metres of sealed local roads resealed]
Satisfaction Satisfaction with sealed local roads 61 56 59 57 [Community satisfaction rating out of 100 with how council has performed on the condition of sealed local roads]
Statutory Planning
Timeliness Time taken to decide planning applications 49.88 52.40 48.10 50.50 [The median number of days between receipt of a planning application and a decision on the application]
Service standard Planning applications decided within required 77.00% 76.60% 72.80% 74.17% time frames [(Number of regular planning application decisions made within 60 days) + (Number of VicSmart planning application decisions made within 10 days) / Number of planning application decisions made] x100
64 OUR PERFORMANCE
Service/indicator/measure Results Material variations 2015 2016 2017 2018
Service cost Cost of statutory planning service $2,026.26 $2,585.78 $2,684.02 $2,660.23 [Direct cost of the statutory planning service / Number of planning applications received]
Decision making Three decisions Council planning decisions upheld at VCAT 76.00% 83.33% 62.50% 71.43% were set aside in the 2016/2017 period [Number of VCAT decisions that did not set compared to two aside council’s decision in relation to a planning for the 2017/2018 application / Number of VCAT decisions in reporting period relation to planning applications] x100 resulting in a 14.29% variation.
Annual Report 2017/2018 65 GOAL 5: ENVIRONMENTAL SUSTAINABILITY
Strategic indicators The following statement reviews the performance of Council against the strategic indicators (Liveability Indicators).
Strategic indicator/measure 2017/2018 result Comments
Decrease greenhouse pollution. 9.1 tonnes of CO₂ per Bendigo’s emissions are comparatively better than occupied private dwelling other cities in Victoria which may be explained by (2007). climatic conditions.
Increase diversion of domestic 47.04% Diversion has increased slightly by 2.72%. waste to resource recovery.
Reduce average volume of waste 502kg This has stabilised over the 2017/2018 year. generated by each household.
Maintain or exceed the current N/A Not surveyed in 2017. community satisfaction level with Council’s waste services, as measured annually on a state wide basis.
Fairer access to parks or open More than 75% of people The 2015 Greater Bendigo Wellbeing Survey showed spaces close to where people live. reported using open spaces that paths, facilities such as toilets and seats, and at least once in the last year. trees are the most important items for open spaces.
Major initiatives The following statement reviews the progress of Council against major initiatives identified in the 2017/2018 Budget.
• Eaglehawk Landfill rehabilitation cells 1,2,3a (cost $4,000,000) – in progress • Eaglehawk Recycle Centre main shed works (cost $20,000) – complete • Landfill rehabilitation – White Hills (cost $500,000) – in progress • Ironbark Gully Trail and Linear Reserve: Design plan for Phase 1 of concept plan (net cost $50,000) – in progress • Landfill rehabilitation – Wolstencroft (net cost $0) –in progress
Community Plan 2017/2018 actions The following statement reviews Council’s performance against its 2017/2018 actions from the Community Plan.
5.1 Drawing on the One Planet Living* framework work to connect the health of the natural environment to the health and prosperity of our community
Council Plan action Progress Comments
5.1.1 Implement prioritised actions contained in the Greater Bendigo Environment Strategy 2016-2021
Prepare and commence a four year action plan Completed Council adopted the Environment Strategy Action to implement the Greater Bendigo Environment Plan in December 2017. Strategy.
66 OUR PERFORMANCE
Council Plan action Progress Comments
Support regional solar projects, including Completed Feasibility studies commenced – continued work conducting a feasibility study for a regional-scale with Bendigo Sustainability Group. solar facility.
Continue to develop a feasibility assessment of a Completed Feasibility study completed. sub surface pumped hydro energy storage system.
Construct connecting cycle/pedestrian paths in Completed Construction works complete. new subdivisions in White Hills and Ascot and on street cycle paths in Eaglehawk, Jackass Flat and Golden Square.
Complete the concept plan for stage one of the Completed Updated plan and report endorsed at January 24 Ironbark Gully Trail and Linear Reserve. Council meeting.
Work with Coliban Water, key partners and Completed Council is extensively involved with the the community to continue to plan for Greater Department of Environment, Land, Water and Bendigo’s long term water security. Planning and Coliban Water’s Integrated Water Management project and the Cooperative Research Centre for Water Sensitive Cities.
Further plan and develop the Bendigo Creek Completed The City is in ongoing discussions with Project. Department of Environment, Land, Water and Planning and the project was included within Plan Greater Bendigo and the election priorities document.
Install updated drainage infrastructure according Completed Major drainage projects at Mundy Street, to the agreed program of priorities. Kennington and Lily Street, Golden Square completed.
Continue monitoring water quality in Bendigo’s Completed In addition to monitoring for blue green algae, the urban lakes and develop projects that respond to City continues to monitor four urban lakes for water the findings to improve water quality. quality indicators; Kennington Reservoir, Lake Tom Thumb, Gateway Park and Strathdale Park.
Implement the Bendigo Urban Flood Study In progress Planning Scheme Amendment based on the and complete the Epsom Ascot Huntly Flood Bendigo Urban Flood Study was adopted by Mitigation project and seek funding for its Council in November 2017 and the Epsom Ascot implementation. Huntly Structural Flood Mitigation Study Advisory Group has worked to shortlist mitigations options.
5.1.2 Implement findings of the City of Greater Bendigo 2017 Waste Review
Continue to implement the Waste and Resource Completed Eaglehawk rehabilitation will commence in 2018/2019 Management Strategy, including Eaglehawk and the City has submitted a funding application Landfill Rehabilitation and increasing waste for the Resource Recovery and Infrastructure diversion from City work sites. Grants to continue with increased diversion.
Thoroughly investigate waste to energy options. In progress Discussions continue to take place and Council is regularly to be informed via briefings as new information is sourced regarding technology.
Implement the key adopted actions of the City’s In progress The Environmental Health team has completed a Domestic Wastewater Management Strategy. total of 13 actions and commenced another 13 of the 29 actions of the Strategy (2017-2020).
Annual Report 2017/2018 67 5.2 Demonstrate leadership in sustaining the rich biological diversity of the Greater Bendigo region that sustains healthy ecosystems
Council Plan action Progress Comments
5.2.1 Work in partnership with other Councils towards achieving zero emissions
Show leadership and partner with the community Completed Incorporated within the implementation of the to develop a transition pathway to 100% Environment Strategy and four-year action plan, renewable energy. which has been adopted by Council.
Increase the number of businesses that take up Completed No businesses have taken up agreements, environmental upgrade agreements. program has been temporarily halted.
Rehabilitate the previous landfill site at White Completed Discussions continue with the Environment Hills. Protection Authority to determine the required standards of rehabilitation.
Rehabilitate the previous landfill site at In progress The Environment Protection Authority issued a Wolstencroft Reserve. Clean Up Notice and Remediation Action Plan to be completed in coming months and works in 2018/2019.
Review and refresh environmental education materials Completed Ongoing role to ensure material is relevant. to ensure that they are relevant and useable.
Encourage and support participation in the Completed Ongoing role for the City to support. Resource Smart Schools Program.
5.2.2 Achieve healthy living spaces that maintain and increase biological diversity through the Greater Bendigo Public Space Plan
Complete the Greater Bendigo Public Space Plan. Completed The Plan was adopted by Council at the July 2018 meeting.
Services The following statement provides information in relation to the services funded in the 2017/2018 Budget and the persons or sections of the community who are provided the service.
Net Cost Actual Service Unit Description (less) Budget (equals ) Variance $000
Parks and The Parks and Open Space unit is responsible for the management and design of a (12,253) Open Space large portfolio of parks, gardens, reserves, sports fields and areas of open space for the (11,600) City. The unit has a range of specialised park, design, horticultural and environmental 653 management techniques and practices. The aim of the unit is to effectively and sustainably manage these assets through the efficient use of available resources and the provision of high levels of customer service whilst meeting both Council and stakeholder needs.
Resource The Resource Recovery and Education unit provides waste management and (13,974) Recovery and resource recovery services to efficiently and effectively meet our customers’ (10,971) Education expectations and in compliance with current legislation. (2,976)
68 OUR PERFORMANCE
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 2017 2018
Waste Collection
Satisfaction Kerbside bin collection requests 166.92 135.31 154.26 146.53 [Number of kerbside garbage and recycling bin collection requests / Number of kerbside bin collection households] x1000
Service standard Kerbside collection bins missed 4.04 3.56 4.64 5.04 [Number of kerbside garbage and recycling collection bins missed / Number of scheduled kerbside garbage and recycling collection bin lifts] x10,000
Service cost Cost of kerbside garbage bin collection service $140.35 $136.31 $135.03 $145.35 [Direct cost of the kerbside garbage bin collection service / Number of kerbside garbage collection bins]
Service cost Increase in recycling Cost of kerbside recyclables collection service $27.30 $27.30 $28.03 $36.53 costs due to recycling industry changes. [Direct cost of the kerbside recyclables bin collection service / Number of kerbside recyclables collection bins]
Waste diversion Kerbside collection waste diverted from landfill 26.00% 28.65% 45.59% 46.83% [Weight of recyclables and green organics collected from kerbside bins / Weight of garbage, recyclables and green organics collected from kerbside bins] x100
Annual Report 2017/2018 69 GOAL 6: EMBRACING OUR CULTURE AND HERITAGE
Strategic indicators The following statement reviews the performance of Council against the strategic indicators (Liveability Indicators).
Strategic indicator/measure 2017/2018 result Comments
Increase the proportion of 8.0% (ABS, 2016) The proportion of Greater Bendigo residents born residents born overseas. overseas remains much lower than the national average of 26%.
Community satisfaction with N/A Not surveyed in 2017. community and cultural activities.
Major initiatives The following statement reviews the progress of Council against major initiatives identified in the 2017/2018 Budget.
• Contribution to replacement of Sun Loong (net cost $100,000) – not started • Christmas decorations (net cost $100,000) – in progress • Replacement of arch at entrance of Chinese Precinct (net cost $280,000) – not started
Community Plan 2017/2018 actions The following statement reviews Council’s performance against its 2017/2018 actions from the Community Plan.
6.1 Celebrate our unique heritage
Council Plan action Progress Comments
6.1.1 Value local area streetscapes and character to increase pride, appearance and function
Ensure that streetscapes form a key element of Completed This has been incorporated into the Public Space the Greater Bendigo Public Space Plan. Plan, which was adopted by Council at the July 2018 meeting.
Develop an action plan in partnership with Completed This is a long term action as part of the City Centre landowners to upgrade building facades in the Activation Plan and Council has agreed on the Bendigo city centre, particularly along Pall Mall. action plan and budgeted for implementation.
6.1.2 Stimulate re-purposing of heritage buildings for contemporary use and increased sustainability
Undertake relevant heritage studies in accordance Completed The City Centre Heritage Study is nearing with Council’s adopted Built Heritage Strategy. completion and once it is finalised it will go to Council for consultation.
Contribute to the ongoing development and In progress The City is working with BHA on various works sustainability of Bendigo Heritage Attractions. at their sites, including Tram Depot, Joss House retaining wall at rear and drainage works.
Undertake renewal works to the exterior of the City’s In progress Heritage Permit Application in progress with Heathcote offices to bring it back to its original condition. procurement of works to follow.
70 OUR PERFORMANCE
Council Plan action Progress Comments
6.1.3 Promote connection with and celebration of our unique places, people, organisations and memories
Work with a regional partnership to implement Completed In conjunction with the Bendigo Tourism Board, the adopted Tourism Destination Management Regional Tourism Board and Victorian Goldfields Plan. Tourism Executive, the City is actively working through the recommendations of the Bendigo Region Destination Management Plan.
Contribute to the development of a collaborative, Completed Following extensive consultation with the region, integrated tourism website for the region. a new site is currently in the development.
6.1.4 Recognise and celebrate our significant national and international heritage
Adopt and commence implementation of the Completed A meeting of key municipalities was held end of Built Heritage Strategy and support the bid for June to determine and agree next steps and an World Heritage listing for the Central Victorian action plan has been prepared. Goldfields Region.
Investigate options for developing an Open House Completed This new event is now confirmed and will take Bendigo initiative to unveil ‘hidden’ parts of place on October 27 and 28, 2018. heritage sites to the public.
Advocate for funding for further development of Completed An application for funding has been lodged with Bendigo Heritage Attractions in accordance with Regional Development Victoria for the expansion their agreed feasibility study. of the Central Deborah site.
6.2 Build pride in and shared responsibility for our public spaces
Council Plan action Progress Comments
6.2.1 Protect our bushland areas and the interface between public and private land
Research approaches to reducing the population Completed The City has been working closely with the RSPCA of former domestic animals that are now feral. to establish the best approach to dealing with this issue, and the impact domestic animals have on our native wildlife.
6.2.2 Protect and advocate to retain the landscapes we value
No Council identified action in this year.
6.3 Offer and support a diverse range of events that attract and connect people
Council Plan action Progress Comments
6.3.1 Ensure that there are accessible and affordable events guided by the Arts and Creative Industries Strategy
Provide a broad range of major events and Completed Diverse and exciting Capital Venues and Events programs through Capital Venues and Events to season program for 2018 was launched in meet diverse preferences and budgets. December 2017.
Annual Report 2017/2018 71 Council Plan action Progress Comments
Present a series of Family Fun Days. Completed A strong program of annual events has been delivered, in two categories: main and neighbourhood events (Family Fun Days).
6.3.2 Build on the success of attractions and profile of the Bendigo Art Gallery
Attract state, national and international Completed The Costume Designer: Edith Head & Hollywood exhibitions and artistic experiences. exhibition opened on September 29 and ran until January 21, 2018 and Marimekko: Design Icon 1951 to 2018 ran from March 3 to June 11, 2018.
6.3.3 Grow and nurture our contemporary music sector
Work with music industry representatives to Completed The City supports many music-related events enable successful events and their ongoing annually, including Groovin the Moo and the viability, including the Blues and Roots Festival. Bendigo Blues and Roots Music Festival.
6.3.4 Attract state, national and internationally recognised arts and cultural experiences in public spaces and buildings
Present national events such as the Queen’s Baton Completed The Queen’s Baton arrived in Bendigo on Relay and widely promote to ensure success. February 14, 2018.
Continue to explore opportunities to host Completed Our international suite of events has grown in the international sporting events that will activate past five years to include World Series Snooker, local world class facilities such as Bendigo international table tennis, Olympic qualifying Stadium. table tennis, hockey test matches, international- level netball and basketball.
Increase the branding of Bendigo as an arts Completed The City has marketed many events in this sector and cultural destination through promoting key including The Costume Designer: Edith Head & events and experiences. Hollywood and Marimekko: Design Icon 1951 to 2018 exhibitions at Bendigo Art Gallery.
Complete a feasibility study for an Outdoor Completed The Outdoor Performing Art Space Feasibility Performing Arts Space. Study project is fully funded and the Project Working Group has appointed consultants to undertake the study.
6.3.5 Support and nurture fair and sustainable access to public spaces and facilities for local community based arts and cultural organisations
No Council identified action in this year.
6.3.6 Encourage community arts and enterprise
No Council identified action in this year.
6.3.7 Implement the Bendigo Regional Tourism Destination Management Plan
Implement agreed actions from the Bendigo Completed Many items have been completed such as vine Regional Tourism Destination Management Plan. plantings at Heathcote, works carried out on the O’Keefe Rail Trail, improved digital content for wine growing regions and supporting Bendigo and Heathcote wine growers with a new event in Melbourne, which lifted the profile of the region significantly.
72 OUR PERFORMANCE
6.4 Embrace diversity
Council Plan action Progress Comments
6.4.1 Implement the Cultural Diversity and Inclusion Plan to promote and support social cohesion
In partnership with stakeholders complete the Completed Key achievements have included sponsoring the annual actions of the Cultural Diversity and Workplace Diversity and Inclusion Award as part Inclusion Plan, including an integrated calendar of the Business Excellence Awards, promoting of events and social inclusion marketing for and participating in a program of events as part workplaces. of Refugee Week and holding a Youth Leadership Forum in partnership with Bendigo Senior Secondary College.
Expand our range of celebrations of cultural Completed The City supports the Loddon Campaspe diversity in public spaces. Multicultural Services annual multicultural event, makes inclusions on the Summer in the Parks program that encourage multiculturalism and is working with Visit Victoria to stage a host of events in 2018 for the Regional Centre for Culture.
6.4.2 Acknowledge publicly significant dates on our calendar that reflect and promote diversity
No Council identified action in this year.
6.5 Advance reconciliation
Council Plan action Progress Comments
6.5.1 Strengthen the relationship between Council and Indigenous communities
Continue to encourage Indigenous groups and In progress The Indigenous Procurement Strategy has enterprises to tender for Council contracts commenced using the Federal Government and through engagement with relevant groups and Melbourne City Council documentation as a basis review of contract documentation where needed. for creation of our own strategy.
Incorporate Indigenous knowledge into native Completed This is part of the Environment Strategy and four vegetation management. year action plan adopted by Council in December 2017.
6.5.2 Implement the adopted Reconciliation Action Plan
Explore opportunities that enable wider Completed As part of the Lake Eppalock Advisory Group understanding of our Indigenous Australian forum, the City will be consulting the Traditional culture. Owners to gain a wider understanding of culture.
Annual Report 2017/2018 73 Services The following statement provides information in relation to the services funded in the 2017/2018 Budget and the persons or sections of the community who are provided the service.
Net cost Actual Service unit Description (less) Budget (equals ) Variance $000
Capital The Capital Venues and Events unit provides quality performing arts programming (2,870) Venues and and activities to the central Victorian region and provides facilities and (2,062) Events opportunities for participation in the arts. (808)
Bendigo Art The Bendigo Art Gallery develops and delivers exhibitions, public programs (1,943) Gallery and associated events for Bendigo Art Gallery and the Post Office Gallery that (2,326) are educational and appealing to a diverse range of audiences and add to the 383 attraction of Bendigo as a centre for arts and culture.
Tourism and The Tourism and Major Events unit activates Greater Bendigo and the region to (3,813) Major Events achieve the aims for our community as outlined in the 2017-2020 Community (3,595) Plan. The unit actively promotes Greater Bendigo as an attractive destination for (218) business, leisure and tourism to domestic and international visitors. Our role is to deliver key initiatives that have a positive economic and social impact for our region that position Greater Bendigo to be the world’s most liveable community.
74 GOVERNANCE, MANAGEMENT AND OTHER INFORMATION
GOVERNANCE, MANAGEMENT AND OTHER INFORMATION
GOVERNANCE
The Greater Bendigo City Council • Ensuring that resources are priorities. The community has many is constituted under the Local managed in a responsible and opportunities to provide input into Government Act 1989 to provide accountable manner Council’s decision-making processes, leadership for the good governance • Advocating the interests of the local including community consultation, of the municipal district and the local community to other communities public forums such as ward meetings community. and governments and the ability to make submissions on strategies and plans. Council’s Council has a number of roles • Fostering community cohesion and including: formal decision-making processes are encouraging active participation conducted through Council meetings. • Taking into account the diverse in civic life Council delegates the day-to-day needs of the local community in Council is committed to effective operating activities to City staff. decision-making and sustainable forms of democratic These delegations are exercised in • Providing leadership by and corporate governance as the accordance with adopted establishing strategic objectives key to ensuring that Council and its Council policies. and monitoring achievements administration meet the community’s
Annual Report 2017/2018 75 Meetings of Council Councillors Council Special Total Council conducts open public meetings Meeting Council on the third Wednesday of each Meeting month. Members of the community are welcome to attend these meetings Cr Margaret O’Rourke 12 1 13 and observe from the gallery. Council (Mayor 2016-2018) meetings also provide the opportunity for community members to submit a Cr Jennifer Alden 12 1 13 question to the Council. Council held the following meetings: Cr Matt Emond 11 1 12
• 12 ordinary Council meetings Cr George Flack 10 1 11 • 1 special Council meeting Cr Rod Fyffe 11 1 12 The table to the right provides a summary of Councillor attendance at Cr Julie Hoskin 8 1 9 Council meetings and special Council meetings for the financial year July 1, Cr Andrea Metcalf 12 1 13 2017 to June 30, 2018. Cr James Williams 12 1 13 Special committees The Local Government Act 1989 allows Cr Yvonne Wrigglesworth 12 1 13 councils to establish one or more special committees consisting of: • Councillors • City staff • Other persons • Any combination of the above The table below contains a list of special committees established by the council that are in operation and the purpose for which each committee was established.
Special Committee Councillors Officers Other Purpose
Bendigo Maubisse 1 1 14 Facilitate volunteer support from the Friendship Bendigo community to the community of Committee Maubisse, Timor Leste.
Code of conduct necessary amendments to its Councillor to a Council officer or a committee, Code of Conduct within four months of the committee or officer also needs The Local Government Act 1989 an election pursuant to section 76C(2) to act in the public interest. A conflict requires all Victorian municipalities to of the Principal Act. A council must call of interest occurs when a personal or maintain a Councillor Code of Conduct a special meeting solely for the purpose private interest might compromise a as part of good governance. of reviewing the Councillor Code of Councillor’s, officer’s or Committee The Act requires Council to develop and Conduct and at that special meeting member’s ability to act in the public maintain an internal resolution procedure approve any amendments arising interest. A conflict of interest exists for the purposes of addressing an from a review. This most recent special even if no improper act results from alleged contravention of the Councillor meeting was held in February 2017. it. Council has a comprehensive Code of Conduct and for this procedure procedure in place to accommodate to be specified in the Code of Conduct. the disclosure of a conflict of interest. Conflict of interest Declaration of a conflict of interest is a Following the general election on Councillors are elected by the standard agenda item for all Council October 22, 2016, all councillors signed residents and ratepayers to act in and Committee meetings. While the the Code of Conduct as required under the best interests of the community. procedures vary depending on the the Act. This is a position of trust that requires particular role and circumstances, in There is a requirement that every Councillors to act in the public interest. general they involve disclosing the Council must review and make any When a Council delegates its powers relevant interests in a specific way and
76 GOVERNANCE, MANAGEMENT AND OTHER INFORMATION
then stepping aside from the relevant Councillor allowances decision-making process or from the exercise of the public duty. All disclosed Councillors Allowance $ conflicts of interest are recorded. During 2017/2018, six conflicts of interest were 2016/2017 2017/2018 declared at Council meetings. Cr Margaret O’Rourke 103,632 105,704 (Mayor 2016/2017; 2017/2018) Councillor allowances In accordance with Section 74 of the Cr Jennifer Alden 32,443 33,093 Local Government Act 1989, Councillors are entitled to receive an allowance while Cr Matt Emond 32,443 33,093 performing their duty as a Councillor. The Mayor is also entitled to receive a Cr George Flack 29,199* 29,782* higher allowance. The State Government sets the upper and lower limits for all allowances paid to Councillors and Cr Rod Fyffe 32,443 33,093 Mayors. Councils are divided into three categories based on the income and Cr Julie Hoskin 32,443 33,093 population of each Council. In this instance Greater Bendigo City Council is Cr Andrea Metcalf 32,443 33,093 recognised as a category 3 Council. For the period July 1, 2017 to June 30, 2018, Cr James Williams 32,443 33,093 the Councillor annual allowance for a category 3 Council (as defined by the Cr Yvonne Wrigglesworth 32,443 33,093 Local Government Act 1989) was fixed at $32,443 per annum and the allowance *(Cr Flack requested his allowance be reduced by 10% as a cost-cutting initiative) for the Mayor was $103,632 per annum. The Minister for Local Government approved an annual adjustment of 2.5 per cent to take effect as from December Councillor expenses 1, 2017. The annual allowances were adjusted for the period December 1, Councillors TR $ CM $ CC $ IC $ CT $ Total $ 2017 to June 30, 2018 at $33,093 per annum for the Councillor allowance and Cr Margaret O’Rourke 7,511 - - 776 4,825 13,112 $105,704 per annum for the Mayoral (Mayor) allowance. The table (right) contains a summary of the allowances paid to each Cr Jennifer Alden 1,669 2,220 - 583 12,968 17,470 Councillor during the financial year. Cr Matt Emond 1,646 - - 667 3,840 6,153 Councillor expenses In accordance with Section 75 of the Cr George Flack - - - 298 350 648 Local Government Act 1989, Council is required to reimburse a Councillor for Cr Rod Fyffe 1,870 4,640 - 948 1,022 8,480 expenses incurred whilst performing his or her duties as a Councillor. Council is Cr Julie Hoskin 68 822 - 816 1,520 3,226 also required to adopt and maintain a policy in relation to the reimbursement Cr Andrea Metcalf 57 - - 655 1,444 2,156 of expenses for Councillors. The policy provides guidance for the payment of 968 1,576 - 1,807 3,664 8,014 reimbursements of expenses and the Cr James Williams provision of resources, facilities and Cr Yvonne other support to the Mayor and 291 - - 854 3,432 4,577 Councillors to enable them to discharge Wrigglesworth their duties. Council also publishes in its Annual Report the details of the Legend: expenses, including reimbursement TR – Travel, CM – Car Mileage, CC – Child Care, IC – Information and Communication expenses, of expenses for each Councillor and CT – Conferences and Training expenses member of a Council Committee paid by the Council. The details of the expenses for the 2017/2018 year are set out in the table (right).
Annual Report 2017/2018 77 MANAGEMENT
Audit Committee Internal audit External audit The Audit Committee’s role is to report Councils internal audit function Council is externally audited by the to Council and provide appropriate provides independent and objective Victorian Auditor-General. For the advice and recommendations relevant assurance that the appropriate 2017/2018 year, the annual external to its charter. This facilitates good processes and controls are in place audit of Council’s Financial Statements decision making by Council. The across Council. The internal audit and Performance Statement was Audit Committee plays a key role function is outsourced. The Internal conducted by the Victorian Auditor- in oversight for financial reporting, Auditor undertakes a three yearly Generals representative. The external internal control, risk management assessment of significant risks and auditors attended the March and systems, ethical accountability and exposures to establish the priority September Audit Committee meetings the internal audit function. The Audit areas for review. The Internal Audit to present the annual audit plan Committee consists of two councillors Plan is then revised annually and and Independent Audit Report. The and three independent members, approved by the Audit Committee external audit management letter and currently Mr Ken Belfrage (Chair), to ensure audit resources remain responses are also provided to the Mr Graham Bastian and Mr Warren focused on appropriate areas. The Audit Committee. Pollock. Independent members are review process considers Council’s risk appointed for a three year term. A framework, the Community Plan, the Risk management sitting member is able to reapply and impact of any change on operations, be appointed for subsequent terms, systems or the business environment, The City views the effective though all reappointments following prior audit coverage, and outcomes management of risk as key to second terms must be advertised. and management input. Each Audit achieving its strategic and operational The Audit Committee meets at least Committee meeting receives a report objectives and aspires to the principles four times a year with the Internal on the status of the Internal Audit of managing risk outlined in the AS/ Auditor, Chief Executive Officer and Plan and is presented the findings of NZS ISO31000 Risk Management Director Corporate Performance completed reviews. The responsible Guidelines and Principles. In attending Audit Committee meetings. Director and Manager for each area the pursuit of City objectives, it The external auditors attend in May reviewed attend the Audit Committee is important to understand and and September each year to present meeting to respond to questions subsequently manage the risks of the the audit plan and independent audit in relation to the review. Following City to achieve its strategy. report. Minutes of Audit Committee the completion of reviews, any During 2017/2018 the executive meetings are forwarded to councillors, outstanding recommendations are commenced the process of reviewing including a report explaining any assigned to responsible Managers and the strategic risks being managed specific recommendations and key reported quarterly to the Executive the City in line with the 2017-2021 outcomes if relevant. Each year, the Management Team and the Audit Community Plan. In 2018/2019 the Chair reports to Council a summary of Committee. Quality assurance is City will be undertaking a whole the activities and achievements of the measured through the annual Audit of organisation Enterprise Risk Committee during the financial year. Committee performance review and Management framework rollout. completion of the internal audit plan. The Annual Internal Audit Plan for 2017/2018 included the following reviews: • Fraud • Purchasing Card • Essential Safety Measures • Human Resources Management
78 GOVERNANCE, MANAGEMENT AND OTHER INFORMATION
GOVERNANCE AND MANAGEMENT CHECKLIST
The following are the results in the prescribed form of council’s assessment against the prescribed governance and management checklist.
Governance and management items Assessment
1 Community engagement policy Date of operation of current policy: Policy outlining Council’s commitment to engaging with the April 13, 2016 community on matters of public interest
2 Community engagement guidelines Date of adoption: April 13, 2016 Guidelines to assist staff to determine when and how to engage with the community
3 Strategic Resource Plan Date of adoption: June 20, 2018 Plan under section 126 of the Act outlining the financial and non- financial resources required for at least the next four financial years
4 Annual budget Date of adoption: June 20, 2018 Plan under section 130 of the Act setting out the services to be provided and initiatives to be undertaken over the next 12 months and the funding and other resources required
5 Asset management plans Date of operation for all plans: Plans that set out the asset maintenance and renewal needs for key June 28, 2016 infrastructure asset classes for at least the next 10 years
6 Rating strategy Date of operation: June 20, 2018 Strategy setting out the rating structure of Council to levy rates and charges
7 Risk policy Date of operation: March 6, 2013 Policy outlining Council’s commitment and approach to minimising the risks to Council’s operations
8 Fraud policy Date of operation: July 14, 2015 Policy outlining council’s commitment and approach to minimising the risk of fraud
9 Municipal emergency management plan Date of operation: August 15, 2016 Plan under section 20 of the Emergency Management Act 1986 for emergency prevention, response and recovery
10 Procurement policy Date of adoption: August 15, 2018 Policy under section 186A of the Local Government Act 1989 outlining the matters, practices and procedures that will apply to all purchases of goods, services and works
11 Business continuity plan Date of adoption: March 31, 2017 Plan setting out the actions that will be undertaken to ensure that key services continue to operate in the event of a disaster
12 Disaster recovery plan Date of adoption: March 31, 2017 Plan setting out the actions that will be undertaken to recover and restore business capability in the event of a disaster
Annual Report 2017/2018 79 Governance and management items Assessment
13 Risk management framework Date of operation: March 6, 2013 Framework outlining Council’s approach to managing risks to the council’s operations
14 Audit Committee Date of establishment: April 10, 1994 Advisory committee of Council under section 139 of the Act whose role is to oversee the integrity of a council’s financial reporting, processes to manage risks to the council’s operations and for compliance with applicable legal, ethical, and regulatory requirements
15 Internal audit Date of engagement of current Independent accounting professionals engaged by the Council to provider: June 24, 2015 provide analyses and recommendations aimed at improving Council’s governance, risk and management controls
16 Performance reporting framework Date of operation of current A set of indicators measuring financial and non-financial performance, framework: July 1, 2013 including the performance indicators referred to in section 131 of the Act
17 Council Plan reporting Reported to Council on: Report reviewing the performance of the Council against the Council December 13, 2017 Plan, including the results in relation to the strategic indicators, for the March 14, 2018 first six months of the financial year June 20, 2018
18 Financial reporting Reported to Council: Quarterly statements to Council under section 138 of the Act December 13, 2017 comparing budgeted revenue and expenditure with actual revenue March 14, 2018 and expenditure May 16, 2018
19 Risk reporting Reported to Council on: Six-monthly reports of strategic risks to Council’s operations, their December 13, 2017 likelihood and consequences of occurring and risk minimisation March 14, 2018 strategies June 20, 2018
20 Performance reporting End of 2016/2017 reports to Audit Six-monthly reports of indicators measuring the results against Committee on September 13, 2017. financial and non-financial performance, including performance Interim Half Year report to Audit indicators referred to in section 131 of the Act Committee on March 1, 2018.
21 Annual report Date presented: October 18, 2017 Annual report under sections 131, 132 and 133 of the Act to the community containing a report of operations and audited financial and performance statements
22 Councillor Code of Conduct Reviewed February 15, 2017 Code under section 76C of the Act setting out the conduct principles and the dispute resolution processes to be followed by councillors
23 Delegations Updated November 30, 2017 A document setting out the powers, duties and functions of Council and the Chief Executive Officer that have been delegated to members of staff
80 GOVERNANCE, MANAGEMENT AND OTHER INFORMATION
Governance and management items Assessment
24 Meeting procedures Local Law created January 1, 2010 A Local Law governing the conduct of meetings of Council and special committees
I certify that this information presents fairly the status of Council’s governance and management arrangements.
Craig Niemann Cr Margaret O'Rourke Chief Executive Officer Mayor Dated: September 27, 2018 Dated: September 27, 2018
Annual Report 2017/2018 81 STATUTORY INFORMATION
The following information is provided • a register of delegations kept under and indicators set out in the Local in accordance with legislative and sections 87(1) and 98(4) of the Act, Government Performance Reporting other requirements applying including the date on which the last Framework. A hierarchy of plans in the to council. review took place under sections Integrated Planning and Reporting 86(6) and 98(6), respectively, of Framework ensures that services are Documents available for the Act; responsive to community needs which have been identified through service public inspection • a document containing details of all leases involving land which reviews and a variety of community In accordance with Regulation 12 were entered into by the Council as engagement processes such as of the Local Government (General) lessor, including the lessee and the community forums, small township Regulations 2015, the following is a terms and the value of the lease; meetings, questionnaires, meetings, list of the prescribed documents that surveys and customer requests. are available for inspection or copies • a register maintained under section Other actions undertaken this year of the documents can be obtained 224(1A) of the Act of authorised that support Best Value include: for the purposes of section 222 of the officers appointed under that Local Government Act 1989 at 195-229 section; • Continuing program of service Lyttleton Terrace, Bendigo • a list of donations and grants made reviews undertaken by various units within Council • a document containing details of by the Council in the previous 12 overseas or interstate travel (other months, including the names of • Comprehensive consultation than interstate travel by land for persons who, or bodies which, have with the community through the less than 3 days) undertaken in an received a donation or grant and development of the Community official capacity by any Councillor the amount of each donation Plan and Public Health and or member of Council staff in the or grant. Wellbeing Plan previous 12 months, including— • Annual budget process – the name of the Councillor or Best value member of Council staff; and The Local Government Act 1989 Carers recognition – the dates on which the travel identifies six Best Value Principles that In accordance with the Carers began and ended; and every Council in Victoria must comply Recognition Act 2012, Council is with when providing services to the – the destination of the travel; and required to report annually on its community, which are as follows: care measurement obligations – the purpose of the travel; and a) All services provided by a Council under Section 11 of that Act. Council – the total cost to the Council must meet quality and cost has taken all practicable measures of the travel, including standards to comply with its responsibilities accommodation costs; b) All services provided by a Council outlined in the Carers Recognition • the agendas for, and minutes of, must be responsive to the needs of Act 2012. Council has promoted ordinary and special meetings the community the principles of that Act to people held in the previous 12 months in care relationships who receive c) Each service provided by a Council council services, to people in care which are kept under section must be accessible to those 93 of the Act, other than those relationships and to the wider members of the community for community by: agendas and minutes relating whom the service is intended to a part of a meeting which was • Distributing printed material closed to members of the public d) A Council must achieve continuous through relevant Council services under section 89 of the Act and are improvement in its provision of services for its community • Providing information to confidential information within the organisations represented in meaning of section 77(2) of the Act; e) A Council must develop a program Council/community networks of regular consultation with its • the minutes of meetings of special Council has taken all practicable committees established under community in relation to the services it provides measures to ensure staff, Council section 86 of the Act and held in agents and volunteers working for the previous 12 months, other f) A Council must report regularly to its Council are informed about the than those minutes relating to community on its achievements in principles and obligations of the Act a part of a meeting which was relation to the Best Value Principles by including information on the care closed to members of the public The City has a hierarchy of indicators relationship in: under section 89 of the Act and are that monitor performance outcomes. confidential information within the • Council induction and training These are the Strategic Indicators meaning of section 77(2) of the Act; programs for staff working in Home (Liveability Indicators), Council Plan Support Services actions, Budget actuals and variances
82 GOVERNANCE, MANAGEMENT AND OTHER INFORMATION
• Council induction and training • Commenced planning for the Domestic Animal programs for staff working in development of a ‘Changing Place Management Plan frontline positions with the general Facility’ (fully accessible bathroom) community in the Bendigo CBD The Domestic Animal Management Plan 2016-2021 (DAMP) was adopted • Induction and training programs for in July 2016. Some of the key second volunteers working directly with the Human Rights and year actions of the DAMP 2016-2021 community Responsibilities achieved are: Council has taken all practicable All Public Authorities in Victoria • Staff attended the Million Paws measures to review and modify are obliged to comply with the walk promoting responsible pet policies, procedures and supports Victorian Charter of Human Rights and ownership to include recognition of the carer Responsibilities Act 2006. The Greater relationship and has provided the Bendigo Human Rights Charter • Completion of the two new off following additional activities and articulates Council responsibilities leash dog parks in Kangaroo Flat resources to recognise the care under the Act in promotes them in the and California Gully relationship: municipal context. • Patrols and education visits to • Link carers to Carers Support Group Council continued to implement the areas popular for walking and and Advocacy supports Greater Bendigo Cultural Diversity and exercising dogs • Provision of respite services for Inclusion Plan (2016-2019); and the • Inspections of dangerous, care recipient to maintain healthy Greater Bendigo Reconciliation Plan menacing and restricted breed dog relationships with their carer (2016-2019) in consultation with key enclosures stakeholders. • Provision of Social Support Groups • Inspections of domestic animal for clients and their carers Actions completed as part of the businesses Cultural Diversity and Inclusion Plan; • Investigation and resolution of 162 and Reconciliation Plan in 2017/2018 reports of dog attacks and more Contracts include: than 4,800 customer requests During the year Council did not enter • Holding Steering Committee into any contracts valued at $150,000 • A review of the contract with the meetings with community (including GST) or more for services or RSPCA (Vic) for the provision of involvement to guide and goods, or $200,000 (including GST) or animal pound services implement both plans and more for works without engaging in a promote community engagement. • Registration of over 25,000 competitive process. domestic animals • Diversity and Inclusion training; Community Access and Indigenous Cultural Awareness training; and Cultural Safety Self Food Act Ministerial Inclusion Plan 2015-2018 Reflection tools for staff and Directions In accordance with section 38 of the services. In accordance with section 7E of the Disability Act 2006, the City continued • Supporting the Zinda Multicultural Food Act 1984, Council is required to to implement the Community Access Festival and holding a Human publish a summary of any Ministerial and Inclusion Plan (Disability Action Rights Forum. Directions received during the Plan). During 2017/2018 the City financial year in its annual report. • Improving equity in Aboriginal achieved the following progress on No such Ministerial Directions were social procurement; and naming actions in the Plan: received by Council during the the new Aquatic Centre in financial year. • Coordinated the Disability Inclusion Kangaroo Flat the Gurri Wanyarra Reference Committee to advise Wellbeing Centre. Council on matters relating to disability access and inclusion. • Hosting events including: NAIDOC Week Flag Raising Ceremony, 10th • Held Community Forums on Anniversary of Federal Apology accessibility and communications. to the Stolen Generations; and • Continued the Inclusive Towns participation in NAIDOC project to enable businesses to Children’s Day. become more accessible for people • Development of Aboriginal with disabilities. Cultural Protocols and new • Purchased a ‘Marveloo’ (a fully Acknowledgement of Country. accessible mobile bathroom) for use at City and community events.
Annual Report 2017/2018 83 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 Exchange Allows for the management and administration of the Bendigo Livestock 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.
Freedom of Information the application and operation of the Requests for access to information Act. Access to documents may be under the Act should be lodged on In accordance with the Freedom of obtained through written request to the FOI application form and sent to Information Act 1982 (Vic), Council is the Freedom of Information Officer, required to publish certain information the Freedom of Information Officer. as detailed in section 17 of the Act. In in its annual report, or separately, Requests can also be lodged online summary, the request should: concerning its functions and the or by email. categories of information that • be in writing; Access charges may apply once are available. • identify as clearly as possible which documents have been processed and Council has chosen to publish the document is being requested; and a decision on access is made (e.g. information separately. However, it • be accompanied by the photocopying and search and retrieval provides the following summary of appropriate application fee. charges).
Freedom of Information Applications
Total Granted in Granted in Denied Withdrawn No Document Transferred Applications Full Part found or does not exist
2017/2018 25 12 6 6 Nil 1 Nil
2016/2017 26 14 7 3 Nil Nil 2
2015/2016 16 4 9 3 Nil Nil Nil
2014/2015 35 16 12 3 Nil 4 Nil
2013/2014 17 6 8 2 Nil 1 Nil
Further information can be found at www.foi.vic.gov.au and on the City's website: www.bendigo.vic.gov.au
84 GOVERNANCE, MANAGEMENT AND OTHER INFORMATION
Protected disclosure certain information about the number Road Management Act and types of protected disclosures Ministerial Direction procedures complaints investigated during the In accordance with section 69 of financial year. In accordance with section 22 of the Road Management Act 2004, a council the Protected Disclosure Act 2012 a Procedures on how to make a must publish a copy or summary of any council must include in its annual disclosure are publicly available Ministerial direction in its annual report. report information about how to on Council’s website. During the access the procedures established 2017/2018 year no disclosures were No such Ministerial Directions were by the Council under Part 9 of that notified to Council officers appointed received by the City during the Act. It is also required to provide to receive disclosures or to IBAC. 2017/2018 financial year.
Annual Report 2017/2018 85 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 a four year period
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
86 GOVERNANCE, MANAGEMENT AND OTHER INFORMATION
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
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
Annual Report 2017/2018 87 Greater Bendigo City Council Financial Statements For the Year Ended 30 June 2018
88 FINANCIAL STATEMENTS 2017/2018
Greater Bendigo City Council Financial Report Table of Contents
FINANCIAL REPORT Page Certification of the Financial Statements 914 Victorian Auditor-General's Office Report 925
Financial Statements Comprehensive Income Statement 947 Balance Sheet 958 Statement of Changes in Equity 969 Statement of Cash Flows 9710 Statement of Capital Works 9811
Overview 9912
Notes to Financial Statements
Note 1 Performance against budget 10013 1.1 Income and expenditure 10013 1.2 Capital works 10215 Note 2 Funding for the delivery of our services 10417 2.1 Rates and charges 10417 2.2 Statutory fees and fines 10417 2.3 User fees 10518 2.4 Funding from other levels of government 10518 2.5 Contributions 10821 2.6. Other income 10821 2.7 Net gain/(loss) on disposal of property, infrastructure, plant and equipment 10821 Note 3 The cost of delivering services 10922 3.1 Employee costs 10922 3.2 Materials and services 10922 3.3 Depreciation and amortisation 11023 3.4 Other expenses 11023 Note 4 Our financial position 11124 4.1 Financial assets 11124 4.2 Non-financial assets 11326 4.3. Payables 11326 4.4 Interest bearing liabilities 11427 4.5 Provisions 11427 4.6 Financing arrangements 11629 4.7 Commitments 11730
Annual Report 2017/2018 89 Greater Bendigo City Council Financial Report Table of Contents
FINANCIAL REPORT Page
Note 5 Assets we manage 12033 5.1 Property infrastructure plant and equipment 12033 5.2 Investments in associates, joint arrangements and subsidiaries 12841 Note 6 People and relationships 12942 6.1 Council and key management remuneration 12942 6.2 Related party disclosure 13144 Note 7 Managing uncertainties 13245 7.1 Contingent assets and liabilities 13245 7.2 Change in accounting standards 13346 7.3 Financial instruments 13447 7.4 Fair value measurement 13649 7.5 Events occurring after balance date 13750 Note 8 Other matters 13851 8.1 Reserves 13851 8.2 Reconciliation of cash flows from operating activities to surplus/(deficit) 14053 8.3 Superannuation 14053
Performance Statement for 2017/2018 143 Certification of Performance Statement 152 Victorian Auditor-General’s Office Report – Performance Statement 153
90 FINANCIAL STATEMENTS 2017/2018
Annual Report 2017/2018 91 Independent Auditor’s Report IndependentTo the Councillors of Greater Auditor’s Bendigo CityReport Council pinion I have audited the financial report of Greater Bendigo City Council (the council) which To the Councillorscomprises of Greater the: Bendigo City Council
pinion •I have auditedbalance thesheet financial as at 30 report June 2018of Greater Bendigo City Council (the council) which •comprisescomprehensive the: income statement for the year then ended • statementbalance sheet of changes as at 30 inJune equity 2018 for the year then ended • statementcomprehensive of cash income flows statement for the year for then the endedyear then ended • notesstatement to the of financial changes stain equitytements, for including the year thensignificant ended accounting policies • statementcertification of of cash the flows financial for thestatements year then. ended •In my opinionnotes to the the financial financial report statements, presents including fairly, in significant all material ac countingrespects, policiesthe financial •positioncertification of the council of the as atfinancial 30 June statements 2018 and .their financial performance and cash flows for theIn my year opinion then endedthe financial in accordance report presents with the fairly, financial in all reporting material requirementsrespects, the financialof Part 6 of the Local Government Act 1989 position of the council as at and30 June applicable 2018 and Australian their financial Accounting performance Standards. and cash flows for sis or Ithe have year conducted then ended my inaudit accordance in accordance with the with financial the Audit reporting Act 1994 requirements which incorporates of Part 6 the of the pinion AustralianLocal Government Auditing Act Standards. 1989 and I furtherapplicable describe Australian my responsibilities Accounting Standards. under that Act and those standards in the Auditor’s Responsibilities for the Audit of the Financial Report section sis or I have conducted my audit in accordance with the Audit Act 1994 which incorporates the of my report. pinion Australian Auditing Standards. I further describe my responsibilities under that Act and Mythose independence standards in isthe established Auditor’s Responsibilitiesby the Constitution for theAct Audit1975. of My the staff Financial and I are Report section independentof my report. of the council in accordance with the ethical requirements of the Accounting Code of Ethics for Professional ProfessionalMy independence and Ethical is established Standards by Board’s the Constitution APES 110 Act 1975. My staff and I are Accountants (the Code) that are relevant to my audit of the financial report in Victoria. My independent of the council in accordance with the ethical requirements of the Accounting staff and I have also fulfilled our other ethical responsibilities in accordance with the Code. Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional IAccou believentants that (the the auditCode) evidence that are relevantI have obtained to my audit is sufficient of the financial and appr reportopriate in to Victoria provide. My a basisstaff andfor myI have opinion. also fulfilled our other ethical responsibilities in accordance with the Code.
oun i ors’ TheI believe Councillors that the of audit the council evidence are I responsiblehave obtained for is the sufficient preparation and appr and opriatefair presentation to provide of a responsi i ities thebasis financial for my opinion.report in accordance with Australian Accounting Standards and the Local Government Act 1989, and for such internal control as the Councillors determine is oun i ors or t e ’ The Councillors of the council are responsible for the preparation and fair presentation of in n i necessary to enable the preparation and fair presentation of a financial report that is free responsi i ities the financial report in accordance with Australian Accounting Standards and the Local report from material misstatement, whether due to fraud or error. or t e Government Act 1989, and for such internal control as the Councillors determine is in n i necessaryIn preparing to theenable financial the preparation report, the andCouncillors fair presentation are responsible of a financial for assessing report the that council is free’s report fromability material to continue misstatement, as a going concern,whether duedisclosing, to fraud as or applicable, error. matters related to going Inconcern preparing and theusing financial the going report, concern the Councillorsbasis of accounting are responsible unless it for is inappropriateassessing the councilto do so.’s ability to continue as a going concern, disclosing, as applicable, matters related to going concern and using the going concern basis of accounting unless it is inappropriate to do so.
92 FINANCIAL STATEMENTS 2017/2018
Auditor’s As re ired the Audit Act res onsi ilit is to e ress an o inion on the financial r s o si i iti s re ort ased on the a dit o ecti es for the a dit are to o tain reasona le ass rance or t udit a o t hether the financial re ort as a hole is free fro aterial isstate ent hether o t i i due to fraud or error, and to issue an auditor’s report that includes my opinion. Reasonable r ort ass rance is a hi h le el of ass rance t is not a arantee that an a dit cond cted in accordance ith the A stralian A ditin Standards ill al a s detect a aterial isstate ent hen it e ists isstate ents can arise fro fra d or error and are considered aterial if indi id all or in the a re ate the co ld reasona l e e ected to infl ence the econo ic decisions of sers ta en on the asis of this financial re ort As art of an a dit in accordance ith the A stralian A ditin Standards e ercise rofessional d e ent and aintain rofessional sce ticis thro ho t the a dit also
• identif and assess the ris s of aterial isstate ent of the financial re ort hether d e to fra d or error desi n and erfor a dit roced res res onsi e to those ris s and o tain a dit e idence that is s fficient and a ro riate to ro ide a asis for o inion he ris of not detectin a aterial isstate ent res ltin fro fra d is hi her than for one res ltin fro error as fra d a in ol e coll sion for er intentional o issions isre resentations or the o erride of internal control • o tain an nderstandin of internal control rele ant to the a dit in order to desi n a dit roced res that are a ro riate in the circ stances t not for the r ose of e ressin an o inion on the effecti eness of the co ncil’s internal control • e al ate the a ro riateness of acco ntin olicies sed and the reasona leness of acco ntin esti ates and related disclos res ade the o ncillors • concl de on the a ro riateness of the o ncillors’ se of the oin concern asis of acco ntin and ased on the a dit e idence o tained hether a aterial ncertaint e ists related to e ents or conditions that a cast si nificant do t on the co ncil’s ability to continue as a going concern. If I concl de that a aterial uncertainty exists, I am required to draw attention in my auditor’s report to the related disclos res in the financial re ort or if s ch disclos res are inade ate to odif o inion concl sions are ased on the a dit e idence o tained to the date of my auditor’s report. However, future events or conditions may cause the co ncil to cease to contin e as a oin concern • e al ate the o erall resentation str ct re and content of the financial re ort incl din the disclos res and hether the financial re ort re resents the nderl in transactions and e ents in a anner that achie es fair resentation co nicate ith the o ncillors re ardin a on other atters the lanned sco e and ti in of the a dit and si nificant a dit findin s incl din an si nificant deficiencies in internal control that identif d rin a dit
E B E i o hnan 1 Se te er 01 as dele ate for the Auditor eneral of ictoria
Annual Report 2017/2018 93
Comprehensive Income Statement For the Year Ended 30 June 2018 Greater Bendigo City Council Note 2018 2017 $'000 $'000 Income Rates and charges 2.1 110,485 106,143 Statutory fees and fines 2.2 4,947 4,466 User fees 2.3 25,791 24,650 Grants - operating 2.4 26,322 32,784 Grants - capital 2.4 13,175 14,125 Contributions - monetary 2.5 8,267 19,193 Contributions - non monetary 2.5 13,087 20,342 Found assets 5.1 - 21,782 Interest on investments 1,641 1,722 Other income 2.6 3,185 1,751 Share of profit of associates and joint ventures 5.2 24 - Total income 206,924 246,958
Expenses Employee costs 3.1 60,962 60,496 Materials and services 3.2 70,616 69,389 Depreciation and amortisation 3.3 36,110 31,230 Bad and doubtful debts 171 1,773 Borrowing costs 2,225 731 Net loss on disposal of property, infrastructure, plant and equipment 2.7 5,635 27,225 Share of loss of associates and joint ventures 5.2 - 898 Other expenses 3.4 539 5,035 Total expenses 176,258 196,777
Surplus/(deficit) for the year 30,666 50,181
Other comprehensive income Items that will not be reclassified to surplus or deficit in future periods
Net asset revaluation increment/(decrement) 5.1 12,503 23,500 Total comprehensive result 43,169 73,681
The above comprehensive income statement should be read in conjunction with the accompanying notes.
94 Page 7 FINANCIAL STATEMENTS 2017/2018
Balance Sheet As at 30 June 2018 Greater Bendigo City Council Note 2018 2017 $'000 $'000 Assets Current assets Cash and cash equivalents 4.1 70,923 79,950 Trade and other receivables 4.1 8,720 16,105 Inventories 210 241 Non-current assets classified as held for sale 250 335 Prepayments 1,332 1,050 Accrued revenue 891 903 Total current assets 82,326 98,584 Non-current assets Trade and other receivables 4.1 81 85 Investments in associates, joint arrangements and subsidiaries 5.2 3,246 3,222 Property, infrastructure, plant and equipment 5.1 1,481,829 1,428,320 Forestry plantations 82 63 Intangible assets 4.2 3,174 4,220 Total non-current assets 1,488,412 1,435,910 Total assets 1,570,738 1,534,494
Liabilities Current liabilities Trade and other payables 4.3 15,624 17,147 Trust funds and deposits 4.3 3,441 3,549 Provisions 4.5 17,906 17,273 Interest-bearing liabilities 4.4 3,881 3,705 Total current liabilities 40,852 41,674
Non-current liabilities Provisions 4.5 10,296 12,518 Interest-bearing liabilities 4.4 42,898 46,779 Total non-current liabilities 53,194 59,297 Total liabilities 94,046 100,971
Net assets 1,476,692 1,433,523
Equity Accumulated surplus 691,257 660,206 Reserves 8.1 785,435 773,317 Total Equity 1,476,692 1,433,523
The above balance sheet should be read in conjunction with the accompanying notes.
Page 8 Annual Report 2017/2018 95 Statement of Changes in Equity For the Year Ended 30 June 2018 Greater Bendigo City Council
Accumulated Asset Revaluation Total Surplus Reserve Other Reserves 2018 $'000 $'000 $'000 $'000
Balance at beginning of the financial year 1,433,523 660,206 739,621 33,696 Surplus/(deficit) for the year 30,666 30,666 - - Net asset revaluation increment/(decrement) 12,503 - 12,503 - Transfers to other reserves - (13,549) - 13,549 Transfers from other reserves - 13,934 - (13,934) Balance at end of the financial year 1,476,692 691,257 752,124 33,311
Accumulated Asset Revaluation Total Surplus Reserve Other Reserves 2017 $'000 $'000 $'000 $'000
Balance at beginning of the financial year 1,359,842 603,406 716,121 40,315 Surplus/(deficit) for the year 50,181 50,181 - - Net asset revaluation increment/(decrement) 23,500 - 23,500 - Transfers to other reserves - (13,269) - 13,269 Transfers from other reserves - 19,888 - (19,888) Balance at end of the financial year 1,433,523 660,206 739,621 33,696
The above statement of changes in equity should be read in conjunction with the accompanying notes.
96 Page 9 FINANCIAL STATEMENTS 2017/2018
Statement of Cash Flows For the Year Ended 30 June 2018 Greater Bendigo City Council 2018 2017 Inflows/ Inflows/ (Outflows) (Outflows) Note $'000 $'000 Cash flows from operating activities Rate and charges 110,485 106,143 Statutory fees and fines 5,194 4,913 User charges fees and fines 28,370 26,311 Grants - operating 28,428 34,423 Grants - capital 14,493 18,634 Contributions - monetary 9,094 21,112 Interest received 1,641 1,722 Other receipts 4,531 1,906 Net GST payment (1,445) (661) Employee costs (60,027) (58,671) Materials and services and other payments (74,988) (74,707) Net cash provided by/(used in) operating activities 8.2 65,776 81,125
Cash flows from investing activities Proceeds - sale of property, plant and equipment 1,135 731 Payments - property, plant, equipment and infrastructure (70,047) (80,335) Proceeds from investments - 34 Net cash provided by/(used in) investing activities (68,912) (79,570)
Cash flows from financing activities Loans for heritage loans (55) (48) Loan repayments from heritage loans 42 54 Loans to local organisations - (15) Loan repayments by local organisations 14 69 Trust funds and deposits taken / (repaid) 108 (43) Proceeds from borrowings - 17,000 Other financing activities (69) - Repayment of borrowings (3,705) (1,964) Finance costs (2,225) (1,773) Net cash provided by/(used in) financing activities (5,890) 13,280 Net increase (decrease) in cash and cash equivalents (9,026) 14,835 Cash and cash equivalents at the beginning of the financial year 79,950 65,115 Cash and cash equivalents at the end of the financial year 4.1 70,924 79,950 Financing arrangements 4.6 Restrictions on cash assets 4.1
The above statement of cash flow should be read in conjunction with the accompanying notes.
Page 10 Annual Report 2017/2018 97 Statement of Capital Works For the Year Ended 30 June 2018 Greater Bendigo City Council 2018 2017 $'000 $'000 Property Land 64 446 Buildings 36,436 27,495 Total Property 36,500 27,941
Plant and equipment Plant, machinery and equipment 3,587 4,053 Office equipment, furniture and fittings 219 598 Artwork - - Fountains statues and monuments 337 156 Total plant and equipment 4,143 4,807
Infrastructure Land improvements 3,547 390 Bridges 374 2,846 Sealed roads 10,233 26,118 Unsealed roads 3,195 3,006 Pathways 3,802 2,538 Drainage 4,869 7,040 Public furniture and fittings 3,384 5,649 Total infrastructure 29,404 47,587
Total capital works expenditure 70,047 80,335
Represented by: New asset expenditure 35,239 31,018 Asset renewal expenditure 31,567 29,474 Asset upgrade expenditure 2,920 8,449 Asset expansion expenditure 321 11,394 Total capital works expenditure 70,047 80,335
The above statement of capital works should be read in conjunction with the accompanying notes.
98 Page 11 FINANCIAL STATEMENTS 2017/2018
Notes to the Financial Report for the Year Ended 30 June 2018 Greater Bendigo City Council
Overview
Introduction The Greater Bendigo City Council was established by an Order of the Governor in Council on 10th September 1993 and is a body corporate. The Council's main office is located at 192-229 Lyttleton Terrace, Bendigo, Victoria.
Statement of compliance These financial statements are a general purpose financial report that consists of a Comprehensive Income Statement, Balance Sheet, Statement of Changes in Equity, Statement of Cash Flows, Statement of Capital Works and Notes accompanying these financial statements. The general purpose financial report complies with the Australian Accounting Standards (AAS), other authoritative pronouncements of the Australian Accounting Standards Board, the Local Government Act 1989, and the Local Government (Planning and Reporting) Regulations 2014.
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 5.1) - the fair value of intangible assets being water rights and landfill airspace (refer note 4.2) - the fair value of forestry plantation - the determination of depreciation for buildings, infrastructure, plant and equipment (refer to Note 5.1) - the determination of employee provisions (refer to Note 4.5) - the determination of landfill provisions (refer to Note 4.5) - the determination of doubtful debts provision (refer to Note 4.1)
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.
Page 12 Annual Report 2017/2018 99 Notes to the Financial Report for the Year Ended 30 June 2018 Greater Bendigo City Council
Note 1 Performance against budget The performance against budget notes compare the City's financial plan, expressed through its annual budget, with actual performance. The Local Government (Planning and Reporting) Regulations 2014 requires explanation of material variances. The City has adopted a materiality threshold with explanations provided if the operational expense variance is greater than 10% and is greater than $2,500,000 (capital expenditure greater than 10% and $1,000,000). 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 21st June 2017. The Budget was based on assumptions that were relevant at the time of adoption of the Budget. Council sets guidelines and parameters for income and expense targets in this budget in order to meet Council’s planning and financial performance targets for both the short and long-term. The budget did not reflect any changes to equity resulting from asset revaluations, as their impacts were not considered predictable.
These notes are prepared to meet the requirements of the Local Government Act 1989 and the Local Government (Planning and Reporting) Regulations 2014 . 1.1 Income and expenditure Budget Actual 2018 2018 Variance Variance $'000 $'000 $'000 % Ref Income Rates and charges 110,550 110,485 (65) 0% Statutory fees and fines 4,465 4,947 482 11% User charges, fees and fines 26,481 25,791 (690) -3% Contributions - cash 4,656 8,267 3,611 78% 1 Contributions - non monetary 12,210 13,087 877 7% Grants - operating 16,613 26,322 9,709 58% 2 Grants - capital 9,692 13,175 3,483 36% 3 Interest on investments 1,264 1,641 377 30% Share of profits of associates - 24 24 100% Other income - 3,185 3,185 100% 4 Total income 185,931 206,924 20,993 Expenses Employee costs 61,502 60,962 (540) -1% Contract payments, materials and services 63,664 70,616 6,952 11% 5 Depreciation and amortisation 32,824 36,110 3,286 10% 6 Borrowing costs 2,394 2,225 (169) -7% Bad and doubtful debts 132 171 39 30% Other items of expense - 539 539 100% Net loss on disposal of property, plant, infrastructure and assets held for sale 3,000 5,635 2,635 88% 7 Total expenses 163,516 176,258 12,742 Surplus/(deficit) for the year 22,415 30,666 8,251
100 Page 13 FINANCIAL STATEMENTS 2017/2018
Notes to the Financial Report for the Year Ended 30 June 2018 Greater Bendigo City Council
Note 1 Performance against budget (cont'd)
(i) Explanation of material variations
1. Contributions - Cash The favourable result is primarily due to the timing of contributions received for the Bendigo Stadium redevelopment, being delayed from last financial year into the current financial year. In conjunction with State and Commonwealth support, Bendigo Stadium Limited (BSL) made contributions to costs of the redevelopment.
2. Grants - Operating The favourable result is due primarily to the City receiving in June 2018 an advance of the Federal Assistance Grant ($8.8M). This has been transferred to reserves to be recognised in the management accounts in 2018/2019.
3. Grants - Capital The favourable result is primarily due to additional grants received in the year for projects such as the Bendigo Tennis Pavilion, Scott Street bridge and electronic sheep tagging.
4. Other Income Rental income of $1.532M was budgeted within user charges, fees and fines. During the year a revised estimate to rehabilitate cells already at capacity at the Eaglehawk Landfill site resulted in a reduction in the provision. This provision had initially been recognised as an expense through the Income Statement in prior financial years.
5. Contract Payments, Materials and Services The unfavourable result is primarily due to additional cost associated with running the City’s waste service. In particular the landfill cover, increased levy to meet EPA requirements at Eaglehawk landfill ($3.7M), additional costs in maintaining Ulumbarra Theatre ($600k), additional costs in box office hiring fees ($579k) and additional agency staff and consultant costs ($2.6M).
6. Depreciation & Amortisation As a result of a review on all Council buildings, individual components are now recorded more accurately. Instead of having one building value being depreciated over its useful life, building components are depreciated over different useful lives. Components include structure, roof, and mechanics and fit out. This change has increased depreciation charges in the current year to being higher than budget.
7. Net Loss on Disposal of Property, Plant, Infrastructure and Assets Held for Sale More assets were written off during the financial year than the (nominal) estimate made of $3M. The majority of this is a result from the disposal of infrastructure assets which have been renewed.
Page 14 Annual Report 2017/2018 101 Notes to the Financial Report for the Year Ended 30 June 2018 Greater Bendigo City Council
Note 1 Performance against budget (cont'd)
1.2 Capital works Budget Actual 2018 2018 Variance Variance $'000 $'000 $'000 % Ref Property Land - 64 64 100% Buildings 21,980 36,436 14,456 66% 1 Total Property 21,980 36,500 14,520
Plant and Equipment Plant, machinery and equipment 3,827 3,587 (240) -6% Office equipment, furniture and fittings 958 219 (739) -77% Artwork 100 - (100) -100% Fountains statues and monuments 77 337 260 338% Total Plant and Equipment 4,962 4,143 (819)
Infrastructure Land improvements 9,242 3,547 (5,695) -62% 2 Bridges 390 374 (16) -4% Sealed roads 12,239 10,233 (2,006) -16% 3 Unsealed roads 3,250 3,195 (55) -2% Pathways 2,001 3,802 1,801 90% 4 Drainage 3,354 4,869 1,515 45% 5 Public furniture and fittings 2,628 3,384 756 29% Total Infrastructure 33,104 29,404 (3,700)
Total Capital Works Expenditure 60,046 70,047 10,001
Represented by: New asset expenditure 23,213 35,239 12,026 52% Asset renewal expenditure 34,002 31,567 (2,435) -7% Asset upgrade expenditure 2,731 2,920 189 7% Asset expansion expenditure 100 321 221 221% Total Capital Works Expenditure 60,046 70,047 10,001
102 Page 15 FINANCIAL STATEMENTS 2017/2018
Notes to the Financial Report for the Year Ended 30 June 2018 Greater Bendigo City Council
Note 1 Performance against budget (cont'd)
(i) Explanation of material variations
1. Buildings The Gurri Wanyarra Wellbeing centre has had delays which resulted in a carry forward to the 2017/2018 financial year of approx $15M. There was a budget of $2.5M for the 2017/2018 year however $16.2M was spent which included the carry forward expenditure, the centre is expected to be completed in September 2018.
2. Land Improvements The 2017/2018 budget included $4M of capital expenditure for the rehabilitation of the Eaglehawk Landfill site and $500K for rehabilitation of the former landfill site at White Hills. However a change in design scope and EPA requirements resulted in minimal work being completed. Rehabilitation works are not capital in nature and have been removed from future capital works budget. Underspends in 2017/2018 will be carried forward to 2018/2019 for Dower Park ($600K) and LUBAC running track ($340K).
3. Sealed Roads There were unspent funds for the Blackspot project at Sedgwick ($392K) and Tannery Lane project ($200K) due to the jobs not being completed in the 2017/2018 financial year. These underspends will be carried forward into 2018/2019. A classification difference of $418K is related to Goynes Road being expensed against pathways and drainage. The expenditure budget was also overstated by $550K due to including roads to recovery expenditure in error.
4. Pathways A number of projects were expended during the year that were carry forward projects including: pathways at the Garden for the Future project ($1.013M); pathway works at Strathfieldsaye Road ($175K) and Club Court and Havlin Street ($485K).
5. Drainage The timing of expenditure capitalised for Lily Street Drainage works ($600k variance) related to carry forwards from 2016/2017 (the overall project was on budget). A number of infrastructure jobs had no drainage component separately budgeted, however actual works included drainage components. This includes Garden for the future ($190K), Tannery Lane roadworks ($238K), Gurri Wanyarra Wellbeing Centre ($115K), and Goynes Road roadworks ($180K).
Page 16 Annual Report 2017/2018 103 Notes to the Financial Report for the Year Ended 30 June 2018 Greater Bendigo City Council
Note 2 Funding for the delivery of our services 2.1 Rates and charges
The City 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 its improvements.
The valuation base used to calculate general rates for 2017/2018 was $20,216,627,000 (2016/2017, $19,915,731,000). The 2017/2018 rate in the CIV dollar was 0.0041232 (2016/2017, 0.0040424). 2018 2017 $'000 $'000 General rates 92,493 89,308 Supplementary rates and rate adjustments 1,416 1,331 Garbage charge 9,510 9,267 Recyclable charge 3,399 3,287 Organics charge 3,393 2,702 Interest on rates & charges 274 248 Total rates and charges 110,485 106,143
The date of the latest general revaluation of land for rating purposes within the municipal district was 1 January 2018, and the valuation will be first applied in the rating year commencing 1 July 2018. Annual rates and charges are recognised as revenues when the City issues annual rates notices. Supplementary rates are recognised when a valuation and reassessment is completed and a supplementary rates notice issued.
2.2 Statutory fees and fines
Building & planning 2,001 1,860 Parking 469 268 Regulatory service 233 191 Fines 1,485 1,355 Other fees and charges 759 792 Total statutory fees and fines 4,947 4,466
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.
104 Page 17 FINANCIAL STATEMENTS 2017/2018
Notes to the Financial Report for the Year Ended 30 June 2018 Greater Bendigo City Council
2.3 User fees 2018 2017 $'000 $'000 Aged and health services 936 931 Leisure centre and recreation 416 322 Child care/children's programs 3,425 3,605 Parking 3,384 3,301 Saleyard yarding 1,128 983 Regulatory service 1,147 1,152 Ticket income * 4,537 4,293 Sales income 1,002 714 Waste management services 6,889 6,427 Other fees and charges 2,927 2,922 Total user fees 25,791 24,650
User fees are recognised as revenue when the service has been provided or council has otherwise earned the income. * Ticket income consists of ticket sales through Ulumburra Theatre, the Capital Theatre, Bendigo Art Gallery and the Visitor Information Centre. 2.4 Funding from other levels of government Grants were received in respect of the following : Summary of grants Commonwealth funded grants 31,603 36,327 State funded grants 7,894 10,582 Total grants received 39,497 46,909
(a) Operating Grants Recurrent - Commonwealth Government Financial Assistance Grants - Unallocated 13,122 18,240 Financial Assistance Grants - Local Roads 3,390 4,883 Aged Services 4,076 3,968 Health Services - Immunisation 10 11 Recurrent - State Government Aged 858 1,253 Youth 81 71 Health services - immunisation 94 92 Tourism / events projects 115 81 School crossing supervisors 258 177 Maternal and child health 1,225 776 Family and children 10 446 Rural access initiative 285 63 Arts & culture 467 380 Environment 51 56 Recreation - 35 Community safety 370 230 Emergency management 60 60 Total recurrent operating grants 24,472 30,822
Page 18 Annual Report 2017/2018 105 Notes to the Financial Report for the Year Ended 30 June 2018 Greater Bendigo City Council
2.4 Funding from other levels of government (cont.) 2018 2017 Non-recurrent - Commonwealth Government $'000 $'000 Aged 494 578 Arts and culture - 54 Community resilience 2 181 Heritage 1 - Family and children 1 - Non-recurrent - State Government Aged - 196 Arts & culture 290 100 Community and strategy planning 206 158 Business development 60 8 Cultural diversity - - Tourism / events projects 30 - Transport - 82 Youth 11 153 Environment 172 32 Recreation / healthy communities 201 80 Infrastructure - drainage 10 40 Heritage 10 300 Maternal and child health 82 - Rural access initiative 280 - Total non-recurrent operating grants 1,850 1,962 Total operating grants 26,322 32,784
106 Page 19 FINANCIAL STATEMENTS 2017/2018
Notes to the Financial Report for the Year Ended 30 June 2018 Greater Bendigo City Council
2.4 Funding from other levels of government (cont.) (b) Capital Grants Recurrent - Commonwealth Government Roads to recovery 3,176 3,665 Total recurrent capital grants 3,176 3,665 Non-recurrent - Commonwealth Government Heritage 1,530 - Environment - 60 Airport 200 3,600 Infrastructure - bridges - 452 Open space 50 - Plant, machinery & equipment 75 489 Recreation 5,476 146 Non-recurrent - State Government Recreation 1,000 2,880 Heritage 350 1,000 Waste - 60 Airport - 1,200 Family and children 85 284 Infrastructure - transport 239 (70) Open space 299 144 Plant, equipment & machinery 695 132 Tourism / events - 83 Total non-recurrent capital grants 9,999 10,460 Total capital grants 13,175 14,125
(c) Unspent grants received on condition that they be spent in a specific manner Balance at start of year 13,194 18,975 Received during the financial year and remained unspent at balance date 9,424 11,194 Received in prior years and spent during the financial year 12,845 16,975 Balance at year end 9,773 13,194
Grant income is recognised when the City obtains control of the contribution. Control is normally obtained upon receipt (or acquittal) or upon earlier notification that a grant has been secured.
Page 20 Annual Report 2017/2018 107 Notes to the Financial Report for the Year Ended 30 June 2018 Greater Bendigo City Council 2018 2017 2.5 Contributions $'000 $'000
Monetary 8,267 19,193
Non-monetary - developer contributed assets 12,876 13,783 Non-monetary - donated / gifted assets 211 6,559 Total Non-monetary contributions 13,087 20,342
Total Contributions 21,354 39,535 Contributions of non-monetary assets were received in relation to the following asset classes. Artworks 211 - Land 2,045 2,500 Sealed roads 4,667 11,706 Unsealed roads 18 20 Pathways 2,042 2,159 Bridges 460 124 Drainage 3,644 3,833 Total non-monetary contributions 13,087 20,342
Monetary and non-monetary contributions are recognised as revenue when the City obtains control over the contributed asset.
2.6 Other Income
Rental income 1,532 1,550 Landfill rehabilitation* 1,328 - Sundry income 306 201 Gain on forestry 19 - Total Other Income 3,185 1,751
*During the year the design and scope of the rehabilitation works for the closed cells at the Eaglehawk landfill were re assessed resulting in the estimate being reduced. The initial expense to rehabilitate the closed cells have been recognised in prior years. However, as it is now estimated to cost less than the initial estimate, the movement is recognised through the income statement as income.
2.7 Net gain/(loss) on disposal of property, infrastructure, plant and equipment Proceeds of sale 1,135 731 Written down value of assets disposed (6,770) (14,630) Disposal of artworks on loan - (12,973) Impairment of assets held for sale - (353) Total net gain/(loss) on disposal of property, infrastructure, plant and equipment (5,635) (27,225) The profit or loss on sale of an asset is determined when control of the asset has passed to the buyer. Write-offs in 2017 include $12.97M for artworks that were on loan to the City, which were previously considered to be controlled by the City. A reassessment in 2017 concluded these should not be included in the City's balance sheet.
108 Page 21 FINANCIAL STATEMENTS 2017/2018
Notes to the Financial Report for the Year Ended 30 June 2018 Greater Bendigo City Council
Note 3 The cost of delivering services 2018 2017 3.1 Employee costs $'000 $'000
Wages and salaries 54,894 54,796 WorkCover 787 537 Superannuation 5,057 4,923 Fringe benefits tax 224 240 Total employee costs 60,962 60,496
(a) Superannuation The City made contributions to the following funds:
Defined benefit fund Employer contributions to Local Authorities Superannuation Fund (Vision Super) 509 556 509 556
Accumulation funds Employer contributions to Local Authorities Superannuation Fund (Vision Super) 2,934 2,993 Employer contributions - other funds 1,614 1,372 4,548 4,365 Employer contributions payable at reporting date. - 166 Refer to note 8.3 for further information relating to the City's superannuation obligations.
3.2 Materials and services
Contract payments 33,944 31,040 Administration expenses 8,087 7,898 Utility expenses 5,034 4,739 Materials, concrete products and hardware 6,091 7,593 Maintenance and consumables 8,154 8,107 Plant and equipment operating expenses 5,954 6,568 Contributions and donations 2,331 1,945 Insurance 1,021 1,499 Total materials and services 70,616 69,389
Page 22 Annual Report 2017/2018 109 Notes to the Financial Report for the Year Ended 30 June 2018 Greater Bendigo City Council
2018 2017 3.3 Depreciation and amortisation $'000 $'000
Property 7,222 3,852 Plant and equipment 3,217 3,213 Infrastructure 25,003 23,825 Intangible assets 668 340 Total depreciation and amortisation 36,110 31,230
Refer to note 4.2 and 5.1 for a more detailed breakdown of depreciation and amortisation charges and accounting policy.
3.4 Other expenses
Auditors' remuneration - VAGO - audit of the financial statements, performance statement and grant acquittals 55 54 Auditors' remuneration - internal audit 35 35 Discount rate movement of landfill provision 74 (557) Landfill rehabilitation and aftercare 375 5,503 Total other expenses 539 5,035
110 Page 23 FINANCIAL STATEMENTS 2017/2018
Notes to the Financial Report for the Year Ended 30 June 2018 Greater Bendigo City Council
Note 4 Our financial position 2018 2017 4.1 Financial assets $'000 $'000 (a) Cash and cash equivalents Cash on hand 29 30 Cash at bank 4,858 3,884 Term deposits 66,036 76,036 Total cash and cash equivalents 70,923 79,950 Total financial assets 70,923 79,950 The City's cash and cash equivalents are subject to external restrictions that limit amounts available for discretionary use. These include: 2018 2017 $'000 $'000 - Trust funds and deposits (Note 4.3) 3,441 3,549 Total restricted funds 3,441 3,549 Total unrestricted cash and cash equivalents 67,482 76,401
Intended allocations Although not externally restricted the following amounts have been allocated for specific future purposes by the City: - Other Reserves - excluding unexpended grants & donation reserve 14,891 13,645 - Other Reserves - unexpended grants & donations 10,301 13,760 - Cash held to fund carried forward capital works 15,845 29,831 - Statutory Reserve funds allocated for specific future purposes 8,119 7,040 Total funds subject to intended allocations 49,156 64,276
Cash and cash equivalents include cash on hand, deposits at call, and other highly liquid investments with original maturities of 90 days or less. The City has no outstanding bank overdrafts. Other financial assets are valued at fair value, at balance date. Term deposits are measured at original cost. Any unrealised gains and losses on holdings at balance date are recognised as either a revenue or expense.
Page 24 Annual Report 2017/2018 111 Notes to the Financial Report for the Year Ended 30 June 2018 Greater Bendigo City Council
4.1 Financial assets (cont.) 2018 2017 (b) Trade and other receivables $'000 $'000
Current Statutory receivables Rates debtors 915 1,286 Infringement debtors 2,762 2,124 Provision for doubtful debts - infringements (139) (77) GST Receivable 1,445 1,691 Non statutory receivables Footpath, Kerb and Channel Debtors 268 263 Loans to Community Organisations 14 14 Loans for Heritage Restoration Works 42 40 General Debtors - Grants 2,850 2,833 General Debtors - Other 578 7,946 Allowance for Doubtful Debts - General Debtors (15) (15) Total current trade and other receivables 8,720 16,105 Non-current Non statutory receivables Footpath, Kerb and Channel Debtors 1 1 Loans to Community Organisations 23 37 Loans for Heritage Restoration Works 57 47 Total non-current trade and other receivables 81 85 Total trade and other receivables 8,801 16,190 Short term receivables are carried at invoice amount. A provision for doubtful debts is recognised when there is objective evidence that an impairment has occurred. Long term receivables are carried at amortised cost using the effective interest rate method. (a) Ageing of Receivables The ageing of the Council's trade & other receivables (excluding statutory receivables) that are not impaired was: Current (not yet due) 1,167 8,772 Past due by up to 30 days 1,521 416 Past due between 31 and 180 days 5 264 Past due between 181 and 365 days 567 1,508 Past due by more than 1 year 558 206 Total trade & other receivables 3,818 11,166
(b) Ageing of individually impaired receivables At balance date, other debtors representing financial assets with a nominal value of $154,000 (2017: $91,553) were impaired. The amount of the provision raised against these debtors was $154,000 (2017: $91,553). 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 by more than 1 year 154 92 Total trade & other receivables 154 92
112 Page 25 FINANCIAL STATEMENTS 2017/2018
Notes to the Financial Report for the Year Ended 30 June 2018 Greater Bendigo City Council
4.2 Non-financial assets 2018 2017 (a) Intangible assets $'000 $'000 Landfill air space 2,958 4,004 Water Rights 216 216 Total intangible assets 3,174 4,220
Water Rights Landfill Total $'000 $'000 $'000 Gross carrying amount Balance at 1 July 2017 216 4,683 4,899 Decrease due to change in estimate - (378) (378) Balance at 1 July 2018 216 4,305 4,521
Accumulated amortisation and impairment Balance at 1 July 2017 - (679) (679) Amortisation expense - (668) (668) Balance at 1 July 2018 - (1,347) (1,347)
Net book value at 30 June 2017 216 4,004 4,220 Net book value at 30 June 2018 216 2,958 3,174
Intangible assets with finite lives are amortised as an expense on a systematic basis over the asset's useful life. Amortisation is generally calculated on a straight line basis, at a rate that allocates the asset value, less any estimated residual value over its estimated useful life. Estimates of the remaining useful lives and amortisation method are reviewed at least annually, and adjustments made where appropriate.
4.3 Payables 2018 2017 (a) Trade and other payables $'000 $'000 Trade payables 7,562 6,829 Sundry creditors 4,250 6,197 Accrued expenses 3,812 4,121 Total trade and other payables 15,624 17,147
(b) Trust funds and deposits Refundable security holding deposits 1,962 2,164 Pre sold ticket income 839 760 Fire service levy (held for the state revenue office) 439 437 Other 201 188 Total trust funds and deposits 3,441 3,549 Amounts received as deposits and retention amounts controlled by the City are recognised as trust funds until they are returned; transferred in accordance with the purpose of the receipt; or forfeited. Trust funds that are forfeited, resulting in council gaining Control of the funds, are recognised as revenue at the time of forfeit.
Purpose and nature of items Refundable security holding deposits - deposits are taken by the City as a form of surety in a number of circumstances, including in relation to building works, tender deposits, contract deposits and the use of civic facilities. Pre sold ticket income - sales for upcoming performances, predominantly at the Capital and Ulumburra theatres, are held as a deposit and only recognised as income once the performance has occurred. Fire Service Levy - payments receipted by Council before the end of financial year are held in trust until the payment is made to the State Revenue Office on due dates.
Annual Report 2017/2018 113 Page 26 Notes to the Financial Report for the Year Ended 30 June 2018 Greater Bendigo City Council
4.4 Interest-bearing liabilities 2018 2017 Current $'000 $'000 Borrowings - secured 3,881 3,705 3,881 3,705 Non-current Borrowings - secured 42,898 46,779 42,898 46,779 Total 46,779 50,484 Interest bearing loans and borrowings are secured against a charge over Council's rate revenue. (a) The maturity profile for Council's borrowings is: Not later than one year 3,881 3,705 Later than one year and not later than five years 26,696 26,392 Later than five years 16,202 20,387 46,779 50,484 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 City 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 City determines the classification of its interest bearing liabilities at initial recognition.
Employee Landfill Total 4.5 Provisions restoration 2018 $ '000 $ '000 $ '000 Balance at beginning of the financial year 14,777 15,014 29,791 Additional provisions 5,335 375 5,710 Amounts used (5,595) - (5,595) Change in provision estimate - (1,707) (1,707) Change in the discounted amount arising because of time and the effect of any change in the discount rate (71) 74 3 Balance at the end of the financial year 14,446 13,756 28,202
2017 Balance at beginning of the financial year 15,086 8,102 23,188 Additional provisions 5,513 7,469 12,982 Amounts used (5,431) - (5,431) Change in the discounted amount arising because of time and the effect of any change in the discount rate (391) (557) (948) Balance at the end of the financial year 14,777 15,014 29,791
114 Page 27 FINANCIAL STATEMENTS 2017/2018
Notes to the Financial Report for the Year Ended 30 June 2018 Greater Bendigo City Council
4.5 Provisions (cont.) 2018 2017 (a) Employee provisions $'000 $'000 Current provisions expected to be wholly settled within 12 months Annual leave 3,568 3,563 Long service leave 1,488 1,408 Sick leave 19 35 5,075 5,006 Current provisions expected to be wholly settled after 12 months Annual leave 983 1,119 Long service leave 6,674 6,669 Sick leave 212 371 7,869 8,159 Total current employee provisions 12,944 13,165 Non-current Long service leave 1,502 1,612 Total non-current employee provisions 1,502 1,612
Aggregate carrying amount of employee provisions: Current 12,944 13,165 Non-current 1,502 1,612 Total aggregate carrying amount of employee provisions 14,446 14,777
The calculation of employee costs and benefits includes all relevant on-costs and are calculated as follows at reporting date.
Annual Leave Liabilities for annual leave expected to be wholly settled within 12 months of the reporting date is 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 the present value of the amounts expected to be paid when the liabilities are settled using the remuneration rate expected to apply at the time of settlement.
Annual Report 2017/2018 115 Page 28 Notes to the Financial Report for the Year Ended 30 June 2018 Greater Bendigo City Council
4.5 Provisions (cont.) Long service leave, Sick Leave (contracted employees) Liability for long service leave (LSL), sick leave for contracted employees and service recognition is recognised in the provision for employee benefits. LSL is measured at present value. Unconditional LSL is disclosed as a 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. Effective 6 May 1996, the Sick Leave Gratuity Scheme (former City of Bendigo) arrangements and payments ceased to operate. However a number of staff who are entitled to this scheme remain employed by the City. It shall be adjusted annually within one (1) month of the publication of the Consumer Price Index.
Effective 1 April 1998, the Accumulated Sick Leave Scheme arrangements and payments cease to operate. However a number of staff who are entitled to this scheme remain employed by Greater Bendigo City Council. This balance is adjusted based on the individuals applicable pay rate.
Key assumptions: - discount rate 2.65% - inflation rate 3.88%
2018 2017 $'000 $'000 (b) Landfill restoration Current 4,962 4,108 Non-current 8,794 10,906 13,756 15,014
The City is obligated to restore the active Eaglehawk landfill site and also the closed sites at White Hills and Flora Hill (Wolstencroft site). 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 sites 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. Key assumptions: - discount rate 2.65% 2.61% - inflation rate 2.00% 2.00% - estimated cost to rehabilitate $14,149,987 $15,484,944
4.6 Financing arrangements
The City has the following funding arrangements in place as at 30th June 2018.
Bank overdraft 3,500 3,500 Credit card facilities 400 400 Total facilities 3,900 3,900
Used facilities 78 64 Unused facilities 3,822 3,836 Total facilities 3,900 3,900
116 Page 29 FINANCIAL STATEMENTS 2017/2018
Notes to the Financial Report for the Year Ended 30 June 2018 Greater Bendigo City Council
4.7 Commitments The City has entered into the following commitments. Commitments are not recognised in the Balance Sheet. Commitments are disclosed at their nominal value and presented inclusive of the GST payable.
Later than 1 Later than 2 year and not years and not Not later than later than 2 later than 5 Later than 5 2018 1 year years years years Total $'000 $'000 $'000 $'000 $'000 Operating Aquatic & leisure facilities 1,131 812 - - 1,943 Animal pound services 280 - - - 280 Building essential services 208 204 146 - 558 Car parking 64 64 66 66 260 Children and family services 126 66 90 - 282 Cleaning contracts 512 388 58 - 958 Cleaning public bins 103 106 334 - 543 Communications 158 122 244 - 524 Community events 207 25 3 - 235 Contract management 1,055 1,000 - - 2,055 Feasibility studies 98 - - - 98 Internal audit 21 11 11 - 43 IT / Telecommunications 242 141 - - 383 Landfill rehabilitation 176 - - - 176 Organics collection 778 797 2,514 - 4,089 Processing organic waste 1,459 1,496 3,240 - 6,195 Recyclable garbage collection 272 279 879 - 1,430 Sanitary services 24 24 4 - 52 Security services 135 135 135 - 405 Theatre costs 200 - - - 200 Total 7,249 5,670 7,724 66 20,709
Capital Communications 8 8 16 - 32 Construction works 9,045 - - - 9,045 Total 9,053 8 16 - 9,077
Page 30 Annual Report 2017/2018 117 Notes to the Financial Report for the Year Ended 30 June 2018 Greater Bendigo City Council
4.7 Commitments (cont.) Later than 1 Later than 2 year and not years and not Not later than later than 2 later than 5 Later than 5 2017 1 year years years years Total $'000 $'000 $'000 $'000 $'000 Operating Animal pound services 252 261 - - 513 Building essential services 254 254 399 - 907 Children and family services 167 35 - 108 310 Cleaning contracts 1,038 335 1,006 - 2,379 Cleaning public bins 113 147 295 - 555 Communications 131 - - - 131 Contract management 20 20 - - 40 Garbage collection - transfer stations 121 - - - 121 Internal audit 39 - - - 39 IT / Telecommunications 219 - 171 - 390 Organics collection 891 1,248 2,496 - 4,635 Processing organic waste 1,155 1,699 2,548 - 5,402 Recyclable garbage collection 1,683 1,326 1,326 - 4,335 Sanitary services 25 25 26 - 76 Security services 147 147 148 - 442 Septic systems 33 3 - - 36 Theatre costs 164 - - - 164 Transportation of waste from Eaglehawk Landfill 2,200 2,889 - - 5,089 Total 8,652 8,389 8,415 108 25,564 Capital Communications 8 - - - 8 Construction works 38,968 2,000 - - 40,968 Total 38,976 2,000 - - 40,976
118 Page 31 FINANCIAL STATEMENTS 2017/2018
Notes to the Financial Report for the Year Ended 30 June 2018 Greater Bendigo City Council
4.7 Commitments (cont.) 2018 2017 Operating lease commitments $'000 $'000
At the reporting date, the City had the following obligations under non-cancellable operating leases for the lease of equipment and land and buildings for use within the City's activities (these obligations are not recognised as liabilities):
Not later than one year 93 148 Later than one year and not later than five - 93 Later than five years - - 93 241
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.
Page 32 Annual Report 2017/2018 119 888,847 At Fair Value 30 June 2018
- (719) (5,517) 83,677 509,305
1,481,829 - (163) (1,005) (1,168)
(4,798)
27 59,955 16,631 76,613 (25,002) (35,443)
- - (315) (7,364) 12,503 12,503 (34,181) Page 33
(3,218) (7,223)
- 211 (382) (658) 2,045 (1,040) 10,831 13,087
(26,502)
4,143 36,435 29,406 66,178 36,498 29,406 70,047
5 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 31,266 14,385 45,656 83,546 478,867 865,907 1,428,320 Opening WIP Additions Write-off Transfers Closing WIP At Fair Value 30 June 2017 Additions Contributions Revaluation Depreciation Disposal Write-off
337
Notes to the Financial Report for Year Ended 30 June 2018 Greater Bendigo City Council Summary of Work in Progress Plant and equipment *Movement totals include movements in the Work In Progress accounts for each category Property Summary of property, infrastructure, plant and equipment Plant and equipment* Infrastructure Total Property* Infrastructure* Note 5 Assets we manage 5.1 Property, infrastructure, plant and equipment
120 FINANCIAL STATEMENTS 2017/2018 useful life which onent level and 2 Page 34 $'000 n/a 0 n/a 0 8 years 0 100 years100 years 10 5-20 8-25 years 2-5 6-10 years 0 1-20 years Period Threshold Limit 20-80 years 5 2-100 years 5-20 25-50 years 5 1-20 years 2 20-125 years 10-20 80-100 years 5 15-100 years 5-10 Depreciation Notes to the Financial Report for Year Ended 30 June 2018 Greater Bendigo City Council *During the 2016/17 revaluation process City of Greater Bendigo began recording buildings within asset register at comp assigned a different useful life for each building component. This has caused some components to be shorter has resulted in an increase to the annual depreciation for this asset class. This change is outlined at item 6 of note 1.1. Asset recognition thresholds and depreciation periods landfill Intangibles Property land buildings* office equipment, furniture and fittings artwork fountains, statues and monuments unsealed roads public furniture and fittings land improvements landfill airspace Plant and Equipment plant and equipment Infrastructure sealed roads pathways bridges drainage 5.1 Property, infrastructure, plant and equipment (cont.)
Annual Report 2017/2018 121 - Total Property
------(6,578) - - 31,266 59,955 59,955 31,266 Work In Progress (7,223) - 645 (163) - - 2,045 - 36,498 (142,660) (1,364) (136,082) 614,949 509,305 651,965 37,016 478,867
- - - 645 Total Buildings 36,435 - - (7,364) -
(382)
28,689
- - - 6,382 - - (191) (191) (191) (6,578) 8,032 7,841 8,032 8,032 non ecialised p s - (982)
-
-
7,364 - Buildings - (142,660) (7,223) (136,082) 369,459 233,181 375,841 233,377 specialised
------
- Buildings -
------6,382 (2,079) 75,010 77,089 (47,593) (49,672) 124,682 Heritage buildings - - (982) - - - - 645 7,364 - (88,489) (92,797) 236,745 (4,953) 150,330 243,127 148,256 (4,308) - - - - - (2,079) - - $'000 $'000 $'000 $'000 $'000 $'000 $'000 214,224 Total Land
- -
124,682
- Page 35 1,945 6,922 7,598 7,598 6,922 roads 2,045 (163) 63 - -
-
216,169 216,169
214,224 Land under - - - - 676 - 10,273 10,273 10,273 10,273 specialised Land - non ------676 - -
-
------63 - - (163) $'000 $'000 1,369 1,269 198,298 198,298 197,029 197,029 Land -
- - - - - specialised -
- -
- -
lt resu ng ti opera n d i se i recogn osses t l f rmen i t fair value 1 July 2017 ccumulated depreciation at 1 July 2017 dditions ccumulated depreciation of disposals t fair value 30 June 2018 ccumulated depreciation at 30 June 2018 mpa Notes to the Financial Report for Year Ended 30 June 2018 Disposal Movements in fair value Transfers Revaluation Transfers Contributions Movements in accumulated depreciation Depreciation and amortisation Impairment losses recognised in operating result - Greater Bendigo City Council (a) Property A A A I A A A Write-of 5.1 Property, infrastructure, plant and equipment (cont.)
122 FINANCIAL STATEMENTS 2017/2018 ------211 $'000 1,620 4,143 1,729 (1,598) (2,625) (3,218) 83,677 83,546 (23,932) (22,334) 107,609 equipment Total plant and
5 5 27 27 22 ------337 (315) $'000 Works in Progress
105,880
------315 315 (113) (113) $'000 7,286 7,084 (3,881) (3,768) 11,167 10,852 & Monuments
Fountains Statues ------211 211 $'000 56,557 56,346 56,557 56,346 Artworks
34 ------219 183 (395) (185) (578) $'000 2,339 2,700 8,810 8,776 (6,471) (6,076) Page 36 Fittings Furniture &
Office Equipment, ------$'000 1,147 3,587 1,437 (1,090) (2,440) (2,527) 17,468 17,411 31,048 29,901 (13,580) (12,490) Plant & Equipment
Notes to the Financial Report for Year Ended 30 June 2018 Greater Bendigo City Council Property, infrastructure, plant and equipment (cont.) (b) Plant and Equipment Transfers At fair value 30 June 2018 Accumulated depreciation at 30 June 2018 Accumulated depreciation at 1 July 2017 Movements in fair value Additions Contributions Revaluation Disposal Write-off Transfers Impairment losses recognised in operating result Movements in accumulated depreciation Depreciation and amortisation Accumulated depreciation of disposals Impairment losses recognised in operating result At fair value 1 July 2017 5.1
Annual Report 2017/2018 123 (9) - - - - 8,726 (5,706) e 29,406 10,840 18,209 (13,524) (25,002) Total
Infrastructur ------(658) 29,406 (26,502) Work In Progress
1,303,890 1,348,821 865,907 888,847 (437,983) (459,974) 44,931
(21,991) ------(601) (601) 4,807 4,807 3,605 3,004 (1,202) (1,803) Landfill
14,385 16,631 14,385 16,631
2,246
- (916) (937) (1,330) 35,123 34,207 22,206 19,960 (12,917) (14,247) Public Fittings Furniture &
1 - - - - - 8,390 7,185 2,291 (1,079) (2,090) 60,613 69,003 31,363 38,674 (29,250) (30,329) Land - - - (1,612) (1,191) 1,473 (1,541) - 1,562
Improvements (9) - - - - (516) 3,652 2,917 (3,904) (2,818) (1,226) (75,906) (79,810) 295,438 306,121
1,010 (1,086)
96 86 - - - - - (138) 4,720 2,720 85,821 86,464 (43,979) (48,056) Page 37
4,630 149
219,532 226,311
10,683
- - - - - 196 614 (743) (898) 2,230 2,471 74,058 76,288 43,760 45,442 (30,298) (30,846) Bridges Pathways Drainage
(3,148)
2,042 (1,015) 129,800 134,520
(4,077) 18 - - - - - 202 746 2,979 2,626 3,197 1,371 (1,915) (2,862) 48,271 51,250 33,496 36,677 (14,775) (14,573) Roads Unsealed
461 (419)
(548) - - - - - 4,667 4,413 (5,825) (2,602) 14,599 11,344 (10,654) (12,075) 641,395 655,994 411,739 415,684 (229,656) (240,310) $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 Roads Sealed
f t fair value 1 July 2017 dditions ccumulated depreciation of disposals 4,023 t fair value 30 June 2018 ccumulated depreciation at 30 June 2018 Notes to the Financial Report for Year Ended 30 June 2018 Greater Bendigo City Council A Accumulated depreciation at 1 July 2017 Movements in fair value A Contributions Revaluation Disposal Write-of Transfers Impairment losses recognised in operating result Movements in accumulated depreciation Depreciation and amortisation Contributions Revaluation A Transfers A A (c) Infrastructure 5.1 Property, infrastructure, plant and equipment (cont.)
124 FINANCIAL STATEMENTS 2017/2018
Notes to the Financial Report for the Year Ended 30 June 2018 Greater Bendigo City Council
5.1 Property, infrastructure, plant and equipment (cont.) Acquisition The purchase method of accounting is used for all acquisitions of assets, being the fair value of assets provided as consideration at the date of acquisition plus any incidental costs attributable to the acquisition. Fair value is the price that would be received to sell an asset (or paid to transfer a liability) in an orderly transaction between market participants at the measurement date.
Where assets are constructed by the City costs includes all materials used in construction, direct labour, borrowing costs incurred during construction, and an appropriate share of directly attributable variable and fixed overheads. In accordance with Council's policy, the threshold limits have applied when recognising assets within an applicable asset class and unless otherwise stated are consistent with the prior year. Land under roads The City recognises land under roads acquired after July 1 2008 using the fair value method. Depreciation and amortisation Buildings, land improvements, plant and equipment, infrastructure, and other assets having limited useful lives are systematically depreciated over their useful lives to the City in a manner which reflects consumption of the service potential embodied in those assets. Estimates of remaining useful lives and residual values are made on a regular basis with major asset classes reassessed annually. Depreciation rates and methods are reviewed annually.
Where assets have separate identifiable components that are subject to regular replacement, these components are assigned distinct useful lives and residual values and a separate depreciation rate is determined for each component. 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. Repairs and maintenance Where the repair relates to the replacement of a component of an asset and the cost exceeds the capitalisation threshold the cost is capitalised and depreciated. The carrying value of the replaced asset is expensed.
Valuation of Land, 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 2017 with the next valuation to be completed at 30 June 2019. The valuation of land and buildings is at fair value, being market value based on highest and best use permitted by relevant land planning provisions. Where land use is restricted through existing planning provisions the valuation is reduced to reflect this limitation. This adjustment is an unobservable input in the valuation. The adjustment has no impact on the comprehensive income statement. The next valuation for specialised land is valued at fair value using site values adjusted for englobe (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.
Page 38 Annual Report 2017/2018 125 Notes to the Financial Report for the Year Ended 30 June 2018 Greater Bendigo City Council
5.1 Property, infrastructure, plant and equipment (cont.) The date of the current valuation is detailed in the following table. Details of the City's land and buildings and information about the fair value hierarchy as at 30 June 2018 are as follows: Level 1 Level 2 Level 3 Date of $000 $000 $000 Valuation Land - 10,273 - Jun-17 Specialised land - - 198,298 Jun-17 Land under Roads - - 7,598 Jun-18 Buildings - 7,841 - Jun-17 Buildings - specialised - - 150,330 Jun-17 Buildings - heritage - - 75,010 Jun-17 Total - 18,114 431,236
Valuation of infrastructure and Specialised Buildings Valuation of infrastructure assets and specialised buildings has been determined in accordance with an independent valuation undertaken by Mr Brett Martini, Certified Practicing Engineer. The valuation process for sealed roads, unsealed roads, pathways, bridges and drainage is performed annually whilst public furniture and fittings and land Improvements are completed on a three year cycle.
The date of the current valuation is detailed in the following table. 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 2018 are as follows:
Level 1 Level 2 Level 3 Date of $000 $000 $000 Valuation Sealed roads - - 415,684 Jun-18 Unsealed roads - - 36,677 Jun-18 Pathways - - 86,464 Jun-18 Bridges - - 45,442 Jun-18 Drainage - - 226,311 Jun-18 Public furniture and fittings - - 19,960 Jun-18 Land improvements - - 38,674 Jun-18 Landfill - - 3,004 n/a - - 872,216
126 Page 39 FINANCIAL STATEMENTS 2017/2018
Notes to the Financial Report for the Year Ended 30 June 2018 Greater Bendigo City Council
5.1 Property, infrastructure, plant and equipment (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 costs 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 125 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. 2018 2017 Reconciliation of specialised land $'000 $'000 Land under roads 7,598 6,922 Land 198,298 197,029 Total specialised land 205,896 203,951
Page 40 Annual Report 2017/2018 127 Notes to the Financial Report for the Year Ended 30 June 2018 Greater Bendigo City Council
5.2 Investments in associates, joint arrangements and subsidiaries (a) Investments in associates Investments in associates accounted for by the equity method are: North Central Goldfields Regional Library Corporation (NCGRLC) The City is a member of the North Central Goldfields Regional Library Corporation. The Council has a 61.23% share of the net assets (61.29% 2017). At 30 June 2018 the City's equity in the corporation was $3,245,434 (30 June 2017 $3,221,516). 2018 2017 $'000 $'000 Fair value of the City's investment in NCGRL 3,246 3,222
The City's share of accumulated surplus/(deficit) Council's share of accumulated surplus at start of year 2,470 3,394 Share of equity adjustment (1) (1) Reported surplus(deficit) for year 27 (896) Transfers (to) from reserves 6 (27) Council's share of accumulated surplus at end of year 2,502 2,470 The City's share of reserves Council's share of reserves at start of year 698 726 Share of equity adjustment (2) (1) Transfers (to) from reserves (7) (27) Council's share of reserves at end of year 689 698 Movement in carrying value of specific investment Carrying value of investment at start of year 3,222 4,120 Share of surplus(deficit) for year 27 (896) Share of equity adjustment (3) (2) Carrying value of investment at end of year 3,246 3,222 The City's share of expenditure commitments Operating commitments 203 233 Council's share of expenditure commitments 203 233 Associates are all entities over which the City 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. 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. For joint operations, the City recognises its direct right to, and its share of jointly held assets, liabilities, revenues and expenses of joint operations. 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 the City's share of the post-acquisition profits or losses and movements in other comprehensive income in profit or loss and other comprehensive income respectively.
128 Page 41 FINANCIAL STATEMENTS 2017/2018
Notes to the Financial Report for the Year Ended 30 June 2018 Greater Bendigo City Council
Note 6 People and relationships 6.1 Council and key management remuneration (a) Related Parties Parent entity Greater Bendigo City Council is the parent entity. Subsidiaries and Associates Interests in associates are detailed in Note 5.2. (b) Key Management Personnel Details of persons holding the position of Councillor or other members of key management personnel at any time during the year are: 2018 2017 No. No. Councillors Margaret O'Rourke - Mayor Rod Fyffe James Williams Jennifer Alden Matt Emond George Flack Julie Hoskin Andrea Metcalf Yvonne Wrigglesworth Total Number of Councillors 9 16 Chief Executive Officer and other Key Management Personnel* 6 9 Total Key Management Personnel 15 25
* Other Key Management personnel during the period were: Chief Executive Officer Craig Niemann; Directors Bernie O'Sullivan, Vicky Mason, Kerryn Ellis, Debbie Wood (16/12/2017 - 30/06/2018), and Craig Lloyd (01/07/2017-15/12/2017).
Page 42 Annual Report 2017/2018 129 Notes to the Financial Report for the Year Ended 30 June 2018 Greater Bendigo City Council
6.1 Council and key management remuneration (cont.) (c) Remuneration of Key Management Personnel Total remuneration of key management personnel was as follows: $'000 $'000 Short-term benefits 1,523 1,394 Long-term benefits - 19 Post-employment benefits 158 284 Termination benefits 6 181 Total 1,687 1,878 The numbers of key management personnel whose total remuneration 2018 2017 from Council and any related entities, fall within the following bands: No. No. $10,000 - $19,999 - 8 $20,000 - $29,999 1 6 $30,000 - $39,999 7 1 $50,000 - $59,999 - 1 $60,000 - $69,999 - 2 $100,000 - $109,999 1 1 $110,000 - $119,999 - 1 $120,000 - $129,999 1 - $130,000 - $139,999 1 - $160,000 - $169,999 - 2 $220,000 - $229,999 1 - $230,000 - $239,999 1 1 $240,000 - $249,999 1 - $310,000 - $319,999 - 1 $330,000 - $339,999 - 1 $340,000 - $349,999 1 - 15 25 (d) Senior Officer Remuneration
A Senior Officer is an officer of Council, other than Key Management Personnel, who: a) has management responsibilities and reports directly to the Chief Executive; or b) whose total annual remuneration exceeds $145,000 (2017, $142,000)
The number of senior officers are shown below in their relevant income bands:
2018 2017 Income Range: No. No. < $140,000 1 - $140,000 - $149,999 2 10 $150,000 - $159,999 10 3 $160,000 - $169,999 4 6 $170,000 - $179,999 2 - 19 19
2018 2017 $'000 $'000 Total remuneration for the reporting year for senior officers included above, amounted to 2,826 2,919
130 Page 43 FINANCIAL STATEMENTS 2017/2018
Notes to the Financial Report for the Year Ended 30 June 2018 Greater Bendigo City Council
6.2 Related party disclosure (a) Transactions with related parties
During the period Council entered into the following transactions with related parties. 2018 2017 Income $'000 $'000 Financial services provided to NCGRLC 76 76 Rent and outgoings received from NCGRLC for the Bendigo Library headquarters 33 28 Recruitment Costs 6 - 115 104 Expenses Contribution to NCGRLC 2,996 2,815 Reimbursement for running the Bendigo Regional Archive Centre (BRAC), paid to NCGRLC 84 91 Room Hire / Other Expenses, paid to NCGRLC 32 18 3,112 2,924 (b) Outstanding balances with related parties There was no material balances outstanding at the end of the reporting period in relation to transactions with related parties.
(c) Loans to/from related parties There are no loans in existence at balance date which have been made, guaranteed or secured by the City to a related party.
(d) Commitments to/from related parties The aggregate amount of commitments in existence at balance date that have been made, guaranteed or secured by the City to a related party are as follows:
(a) The City has an agreement with the North Central Goldfields Regional Library Corporation to provide accounting and financial services to 30 June 2018 for which a fee is paid. The City also has a 10 year lease agreement for buildings with the Corporation which commenced on 1 July 2015, for which rental is charged.
Page 44 Annual Report 2017/2018 131 Notes to the Financial Report for the Year Ended 30 June 2018 Greater Bendigo City Council
Note 7 Managing uncertainties 7.1 Contingent assets and liabilities
Contingent assets and contingent liabilities are not recognised in the Balance Sheet, but are disclosed and if quantifiable, are measured at nominal value. (a) Contingent assets Construction of infrastructure assets by developers in the course of creating new subdivisions results in the infrastructure assets being vested in the City when the City 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 the City contingent upon the City issuing a statement of compliance.
Operating lease receivables The City has entered into commercial property leases on some of it's properties, consisting of surplus freehold office complexes and residential properties bordering council owned land used for recreation purposes. These properties held under operating leases have remaining non-cancellable lease terms of between 1 and 10 years. All leases include a CPI based revision of the rental charge annually.
Future minimum rentals receivable under non-cancellable operating leases are as follows:
2018 2017 $'000 $'000 Not later than one year 1,109 1,072 Later than one year and not later than five years 1,226 1,323 Later than five years 939 1,092 3,274 3,487
(b) Contingent liabilities (i) The City 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 8.3. As a result of the volatility in financial markets the likelihood of making such contributions in future periods exists.
(ii) The City 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 the City will be required to contribute to any future rehabilitation costs upon the completion of the assessment program.
(iii) The City has confirmed the presence of ten past and one current landfill sites that may require some form of rehabilitation or remediation works. The Eaglehawk, White Hills and Wolstencroft sites have had a rehabilitation plan developed. This has allowed the City to include an accurate provision within the financial statements for each of the three sites at the 30 June 2018. The remainder of the former landfill sites that have been identified are considered a low risk and are unlikely to require any further rehabilitation.
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Notes to the Financial Report for the Year Ended 30 June 2018 Greater Bendigo City Council
7.1 Contingent assets and liabilities (cont.) (c) Guarantees for loans to other entities
The amount disclosed for financial guarantee in this note is the nominal amount of the underlying loan that is guaranteed by the City, not the fair value of the financial guarantee. The City maintains representation on Bendigo Stadium Ltd board and finance committee as part of arrangements related to the loan guarantee provided.
Name of Organisation Council Current Loan Financial Date Approved Guarantee Guarantee Guarantee Institution by Council Expires Amount Exposure Bendigo Stadium Ltd $13,819,898 $11,213,826 Bendigo Bank 4/05/2016 1/05/2027 7.2 Change in accounting standards The following new AAS's have been issued that are not mandatory for the 30 June 2018 reporting period. The City has assessed these pending standards and has identified the following potential impacts will flow from the application of these standards in future reporting periods.
Financial Instruments - Disclosures (AASB 7) (applies 2018/2019) This Standard requires entities to provide disclosures in their financial statements that enable users to evaluate: (a) the significance of financial instruments for the entity’s financial position and performance; and (b) the nature and extent of risks arising from financial instruments to which the entity is exposed.
Financial Instruments (AASB 9) (applies 2018/2019) The key changes include the simplified requirements for the classification and measurement of financial assets, a new hedging accounting model and a revised impairment loss model to recognise impairment losses earlier, as opposed to the current approach that recognises impairment only when incurred.
Revenue from contracts with customers (AASB 15) (applies 2019/2020) The standard shifts the focus from the transaction-level to a contract-based approach. Recognition is determined based on what the customer expects to be entitled to (rights and obligations), while measurement encompasses estimation by the entity of the amount expected to be entitled for performing under the contract. The full impact of this standard is not known however it is most likely to impact where contracts extend over time, where there are rights and obligations that may vary the timing or amount of the consideration, or where there are multiple performance elements. This has the potential to impact on the recognition of certain grant income.
Amendments to Australian Accounting Standards – Deferral of AASB 15 for Not-for-Profit Entities (AASB 2016-7) (applies 2019/20) This Standard defers the mandatory effective date of AASB 15 for not-for-profit entities from 1 January 2018 to 1 January 2019.
Leases (AASB 16) (applies 2019/2020) The classification of leases as either finance leases or operating leases is eliminated for lessees. Leases will be recognised in the Balance Sheet by capitalising the present value of the minimum lease payments and showing a ‘right-of-use’ asset, while future lease payments will be recognised as a financial liability. The nature of the expense recognised in the profit or loss will change. Rather than being shown as rent, or as leasing costs, it will be recognised as depreciation on the ‘right-of-use’ asset, and an interest charge on the lease liability. The interest charge will be calculated using the effective interest method, which will result in a gradual reduction of interest expense over the lease term.
Income of Not-for-Profit Entities (AASB 1058) (applies 2019/2020) This standard replaces AASB 1004 Contributions and establishes revenue recognition principles for transactions where the consideration to acquire an asset is significantly less than fair value to enable to not-for-profit entity to further its objectives.
Page 46 Annual Report 2017/2018 133 Notes to the Financial Report for the Year Ended 30 June 2018 Greater Bendigo City Council 7.3 Financial instruments (a) Objectives and policies The City'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 are disclosed in the Notes to these financial statements. Risk management is carried out by senior management under policies approved by the City. These policies (e.g. Borrowings and Investment policies) include identification and analysis of the risk exposure to the City and appropriate procedures, controls and risk minimisation.
(b) Market risk Market risk is the risk that the fair value or future cash flows of the City financial instruments will fluctuate because of changes in market prices. The City's exposure to market risk is primarily through interest rate risk with only insignificant exposure to other price risks and no exposure to foreign currency risk.
Interest rate risk Interest rate risk refers to the risk that the value of a financial instrument or cash flows associated with the instrument will fluctuate due to changes in market interest rates. The City's interest rate liability risk arises primarily from long term loans and borrowings at fixed rates which exposes the City to fair value interest rate risk. The City does not hold any interest bearing financial instruments that are measured at fair value, and therefore has no exposure 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. The City has minimal exposure to cash flow interest rate risk through its cash and deposits that are at floating rates.
Investment of surplus funds is made with approved financial institutions under the Local Government Act 1989 . The City manages interest rate risk by adopting an investment policy that ensures: - diversification of investment product; - monitoring of return on investment; and - benchmarking of returns and comparison with budget.
There has been no significant change in the City'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 City's year end result.
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Notes to the Financial Report for the Year Ended 30 June 2018 Greater Bendigo City Council
7.3 Financial instruments (cont.)
(c) Credit risk Credit risk is the risk that a contracting entity will not complete its obligations under a financial instrument and cause the City to make a financial loss. The City has exposure to credit risk on some financial assets included in the balance sheet. To help manage this risk:
- the City has a policy for establishing credit limits for the entities the City deals with; - the City may require collateral where appropriate; and - the City only invest surplus funds with financial institutions which have a recognised credit rating specified in the City's investment policy. Receivables consist of a large number of customers, spread across the ratepayer, business and government sectors. Credit risk associated with the City's financial assets is minimal because the main debtor is secured by a charge over the rateable property.
There are no material financial assets which are individually determined to be impaired. The City may also be subject to credit risk for transactions which are not included in the balance sheet, such as when the City provide a guarantee for another party. Details of contingent liabilities are disclosed in Note 7.1(b).
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. The City does not hold any collateral.
(d) Liquidity risk Liquidity risk includes the risk that, as a result of the City's operational liquidity requirements it will not have sufficient funds to settle a transaction when required or will be forced to sell a financial asset at below value or may be unable to settle or recover a financial asset. To help reduce these risks the City: - adheres to budget principles which target 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 City's maximum exposure to liquidity risk is the carrying amounts of financial liabilities as disclosed on the face of the balance sheet and the amounts related to financial guarantees disclosed in Note 7.1(c), and is deemed insignificant based on prior periods' data and current assessment of risk.
There has been no significant change in the City'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 4.4. Unless otherwise stated, the carrying amounts of financial instruments reflect their fair value.
Page 48 Annual Report 2017/2018 135 Notes to the Financial Report for the Year Ended 30 June 2018 Greater Bendigo City Council
7.3 Financial instruments (cont.)
(e) Sensitivity disclosure analysis Taking into account past performance, future expectations, economic forecasts, and management's knowledge and experience of the financial markets, the City believes the following movements are 'reasonably possible' over the next 12 months: - A parallel shift of + 1% and -1% in market interest rates (AUD) from year-end rates of 2.75%. These movements will not have a material impact on the valuation of the City's financial assets and liabilities, nor will they have a material impact on the results of the City's operations.
7.4 Fair value measurement Fair value hierarchy The City's financial assets and liabilities are not valued in accordance with the fair value hierarchy. The City's financial assets and liabilities are measured at amortised cost.
The City 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 Levelhl 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 Level 3 — Valuation techniques for which the lowest level input that is significant to the fair value measurement is For the purpose of fair value disclosures, the City has determined classes of assets and liabilities on the basis of the nature, characteristics and risks of the asset or liability and the level of the fair value hierarchy as explained above. In addition, the City 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.
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Notes to the Financial Report for the Year Ended 30 June 2018 Greater Bendigo City Council
7.4 Fair value measurement (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 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 City reviewed the carrying value of the individual classes of assets measured at fair value to ensure that each asset materially approximated its fair value. Where the carrying value materially differed from the fair value at balance date, the class of asset was revalued.
Fair value valuations are determined in accordance with a valuation hierarchy. Changes to the valuation hierarchy will only occur if an external change in the restrictions or limitations of use of an asset result in changes to the permissible or practical highest and best use of the asset. In addition, the City 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 the City 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.
Impairment of assets At each reporting date, the City reviews the carrying value of its assets to determine whether there is any indication that these assets have been impaired. If such an indication exists, the recoverable amount of the asset, being the higher of the asset's fair value less costs of disposal and value in use, is compared to the assets carrying value. Any excess of the assets carrying value over its recoverable amount is expensed to the comprehensive income statement, unless the asset is carried at the revalued amount in which case, the impairment loss is recognised directly against the revaluation surplus in respect of the same class of asset to the extent that the impairment loss does not exceed the amount in the revaluation surplus for that same class of asset.
7.5 Events occurring after balance date No matters have occurred after balance date that require disclosure in the financial report.
Page 50 Annual Report 2017/2018 137 Notes to the Financial Report for the Year Ended 30 June 2018 Greater Bendigo City Council
Note 8 Other matters Balance at beginning of Increment Balance at end of 8.1 Reserves reporting period (decrement) reporting period (a) Asset revaluation reserves $'000 $'000 $'000
2018 Property Land 136,226 - 136,226 Buildings 109,537 - 109,537 Plant & Equipment 1,541 - 1,541 Library Resources 820 - 820 Artwork 47,307 - 47,307 295,431 - 295,431 Infrastructure Roads, Bridges & Pathways 362,822 4,042 366,864 Drainage 58,844 3,404 62,248 Public Furniture & Fittings, Statues and Monuments 11,521 (2,129) 9,392 Land Improvements 11,003 7,186 18,189 444,190 12,503 456,693 Total asset revaluation reserves 739,621 12,503 752,124
2017 Property Land 130,546 5,680 136,226 Buildings 99,251 10,286 109,537 Plant & Equipment 1,541 - 1,541 Library Resources 820 - 820 Artwork 42,331 4,976 47,307 274,489 20,942 295,431 Infrastructure Roads, Bridges & Pathways 359,939 2,883 362,822 Drainage 60,214 (1,370) 58,844 Public Furniture & Fittings, Statues and Monuments 10,476 1,045 11,521 Land Improvements 11,003 - 11,003 441,632 2,558 444,190 Total asset revaluation reserves 716,121 23,500 739,621
The asset revaluation reserve is used to record the increased (net) value of Council's assets over time.
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Notes to the Financial Report for the Year Ended 30 June 2018 Greater Bendigo City Council Balance at Transfer from Transfer to beginning of accumulated accumulated Balance at end of reporting period surplus surplus reporting period $'000 $'000 $'000 $'000 (b) Other reserves 2018 Open Space 3,140 813 (163) 3,790 Development 3,900 620 (191) 4,329 Waste Facility 5,364 1,330 (732) 5,962 Land & Buildings 1,124 213 (165) 1,172 Carpark 661 - - 661 Defined Benefits 2,600 400 - 3,000 Long Service Leave 3,896 200 - 4,096 Unexpended Grants & Donations 13,011 9,973 (12,683) 10,301 Total Other reserves 33,696 13,549 (13,934) 33,311
2017 Open Space 2,620 776 (256) 3,140 Development 3,759 595 (454) 3,900 Waste Facility 6,885 251 (1,772) 5,364 Land & Buildings 1,519 36 (431) 1,124 Carpark 661 - - 661 Defined Benefits 2,200 400 - 2,600 Long Service Leave 3,696 200 - 3,896 Unexpended Grants & Donations 18,975 11,011 (16,975) 13,011 Total Other reserves 40,315 13,269 (19,888) 33,696
Open Space - Statutory developer contribution funds to be used for future recreation facility additions or improvements. Development Reserve - Statutory developer contribution funds for future drainage, road, fencing and tree planting. Waste Facility Reserve - This reserve has been established to make some provision for a replacement waste treatment facility when the Eaglehawk Landfill is exhausted. Car Park Reserve - This reserve has been established for the provision of an additional car parking 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. Long Service Leave - This reserve has been established after changes to the Local Government (Long Service Leave) Regulations 2002 came into effect, removing requirement to maintain a separate investment. Council agreed to create a reserve to acknowledge the liability and ensure funds are available when required. Unexpended Grants & Donations - This reserve is used to set aside grant and donation monies in relation to specific projects received in one financial year that will not be expended until a later financial year. Funds in this account are predominantly not discretionary.
Page 52 Annual Report 2017/2018 139 Notes to the Financial Report for the Year Ended 30 June 2018 Greater Bendigo City Council 2018 2017 8.2 Reconciliation of cash flows from operating activities to surplus/(deficit) $'000 $'000
Surplus/(deficit) for the year 30,666 50,181 Depreciation / Amortisation 36,110 31,230 (Profit) / Loss on disposal of Property, Infrastructure, Plant and Equipment 6,770 27,225 Contributions - Non Monetary Assets (13,087) (20,342) Found Assets - (21,782) Share of Net (Profits) / Losses of Associates Accounted for Using the Equity Method (24) 898 Financing Costs (Other) 171 1,773
Change in assets and liabilities: (Increase) / Decrease in Trade and Other Receivables 7,389 3,561 (Increase) / Decrease in Other Assets (185) 321 (Increase) / Decrease in Intangible Assets 1,046 (1,983) (Increase) / Decrease in Inventory 31 (66) Increase / (Decrease) in Trade and Other Payables (1,523) 3,502 Increase / (Decrease) in Provisions (1,589) 6,603 Net cash provided by/(used in) operating activities 65,775 81,121 8.3 Superannuation
The City makes 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 2018, this was 9.5% as required under Superannuation Guarantee legislation).
Defined Benefit The City 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 the City 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.
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Notes to the Financial Report for the Year Ended 30 June 2018 Greater Bendigo City Council
8.3 Superannuation (cont.) Funding arrangements The City 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 2017, a full triennial actuarial investigation was completed. The vested benefit index (VBI) of the Defined Benefit category of which the City is a contributing employer was 103.1%. To determine the VBI, the Fund Actuary used the following long-term assumptions:
Net investment returns 6.5% pa Salary information 3.5% pa Price inflation (CPI) 2.5% pa.
Vision Super has advised that the estimated VBI at June 2018 was 106%. The VBI is to be used as the primary funding indicator. Because the VBI was above 100%, the 30 June 2017 actuarial investigation determined the Defined Benefit category was in a satisfactory financial position and that no change was necessary to the Defined Benefit category’s funding arrangements from prior years. The annual actuarial investigation as at 30 June 2018 is currently in progress for the sub-plan. This investigation is being undertaken as the sub-plan provides life-time pensions to eligible members. As a result, the VBI shortfall limit is 100% until the investigation is completed. At this stage, we anticipate that the investigation will be completed in October 2018.
Employer contributions Regular contributions On the basis of the results of the 2017 triennial actuarial investigation conducted by the Fund Actuary, the City makes employer contributions to the Fund’s Defined Benefit category at rates determined by the Fund’s Trustee. For the year ended 30 June 2018, this rate was 9.5% of members' salaries (9.5% in 2016/2017). This rate will increase in line with any increases in the SG contribution rate. In addition, the City reimburses the Fund to cover the excess of the benefits paid as a consequence of retrenchment above the funded resignation or retirement benefit.
Page 54 Annual Report 2017/2018 141 Notes to the Financial Report for the Year Ended 30 June 2018 Greater Bendigo City Council
8.3 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 the City) 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.
2017 triennial actuarial investigation surplus amounts The Fund’s triennial investigation as at 30 June 2017 identified the following in the defined benefit category of which the City is a contributing employer:
A VBI surplus of $69.8M. A total service liability surplus of $193.5M. A discounted accrued benefits surplus of $228.8M.
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 2017. The City was notified of the 30 June 2018 VBI during August 2018.
2018 interim actuarial investigation An interim actuarial investigation will be conducted for the Fund’s position as at 30 June 2018. It is anticipated that this actuarial investigation will be completed in December 2018.
142 Page 55 FINANCIAL STATEMENTS 2017/2018
Greater Bendigo City Council Performance Statement For the Year Ended 30 June 2018
Annual Report 2017/2018 143 Greater Bendigo City Council PERFORMANCE STATEMENT Description of Municipality
The City of Greater Bendigo is located in the geographic centre of Victoria about 90 minute drive north of Melbourne. Greater Bendigo has an estimated population of almost 115,000 at 30 June 2018 and covers approximately 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 30 June 2017 is estimated at 113,617, which represents an average annual growth rate of 1.6% or 1,834 people. 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. At the 2016 Census the age structure shows that overall 19.2% of the population was aged between 0 and 15 and 17.8% of residents were over the age of 65. Compared to regional victoria, Greater Bendigo has a higher proportion of people in the younger age groups and lower proportion of those 65 and over (18.2% and 20.4% respectively).
Additional demographic information is contained earlier in the annual report.
144 Page 2 FINANCIAL STATEMENTS 2017/2018
Greater Bendigo City Council PERFORMANCE STATEMENT Sustainable Capacity Indicators Results Results Results Results Indicator /measure 2015 2016 2017 2018 Material Variations Population Expenses per head of municipal population $1,607 $1,559 $1,509 $1,551 [Total expenses / Municipal population] Infrastructure per head of municipal population $10,327 $10,488 $10,862 $11,140 [Value of infrastructure / Municipal population] Population density per length of road 34.62 34.99 35.89 36.46 [Municipal population / Kilometres of local roads] Own-source revenue $1,043 $1,224 $989 $1,286 In 2017/2018 Council's Rates, Fees and Own-source revenue per head of municipal population Charges revenue grew by 4.2%, alongside [Own-source revenue / Municipal population] a 1.6% increase in the municipal population. In 2016/2017, the revenue mix for "total" own-source revenue was impacted by a large loss on disposal of Artwork - hence the larger variance year on year. Since 2016, the own-source revenue per head of population has increased 2.5% per annum.
Recurrent grants The variance is due to receiving additional Recurrent grants per head of municipal population $319 $178 $309 $243 (timing only) Financial Assistance Grant [Recurrent grants / Municipal population] funds during 2016/2017 - significantly inflating the comparative 2016/2017 results.
Disadvantage Relative Socio-Economic Disadvantage 4 4 4 4 [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 "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
Annual Report 2017/2018 145 Page 3 Greater Bendigo City Council PERFORMANCE STATEMENT Service Performance Indicators Results Results Results Results Service/indicator /measure 2015 2016 2017 2018 Material Variations Aquatic Facilities Utilisation Utilisation of aquatic facilities
um er of isits to aquatic facilities unicipal population
Animal Management ere ere successful prosecutions for Health and safety and for ic results in an increase of Animal management prosecutions um er of successful animal management prosecutions
Food Safety com ination of priority sc eduling and Health and safety more sta le staffing le els allo ed for more non-compliances to e follo ed up in Critical and major non-compliance outcome notifications
um er of critical non-compliance outcome notifications and ma or non-compliance notifications a out a food premises follo ed up um er of critical non-compliance outcome notifications and ma or non-compliance notifications a out a food premises x Governance Satisfaction Satisfaction with council decisions ommunity satisfaction rating out of it o council as performed in ma ing decisions in t e interest of t e community Libraries Participation Active library members um er of acti e li rary mem ers unicipal population x
Page 4 146 FINANCIAL STATEMENTS 2017/2018
Greater Bendigo City Council PERFORMANCE STATEMENT Service Performance Indicators (cont.) Results Results Results Results Service/indicator /measure 2015 2016 2017 2018 Material Variations Maternal and Child Health (MCH) Participation Participation in the MCH service um er of c ildren o attend t e ser ice at least once in t e year um er of c ildren enrolled in t e ser ice x Participation Participation in the MCH service by Aboriginal children
um er of original c ildren o attend t e ser ice at least once in t e year um er of original c ildren enrolled in t e ser ice x Roads Satisfaction Satisfaction with sealed local roads ommunity satisfaction rating out of it o council as performed on t e condition of sealed local roads Statutory Planning ree decisions ere set aside in t e Decision making period compared to t o for t e Council planning decisions upheld at VCAT reporting period resulting in a ariation um er of decisions t at did not set aside council s decision in relation to a planning application um er of decisions in relation to planning applications x Waste Collection Waste diversion Kerbside collection waste diverted from landfill eig t of recycla les and green organics collected from er side ins eig t of gar age, recycla les and green organics collected from er side ins x
Definitions acti e li rary mem er means a mem er of a li rary o as orro ed from t e li rary annual report means an annual report prepared y a council under sections , and of t e ct “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 of t at ct “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 of t at ct critical non-compliance outcome notification means a notification recei ed y council under section or of t e ood ct , or ad ice gi en to council y an aut ori ed officer under t at ct, of a deficiency t at poses an immediate serious t reat to pu lic ealt local road means a sealed or unsealed road for ic t e council is t e responsi le road aut ority under t e oad anagement ct ma or non-compliance outcome notification means a notification recei ed y a council under section or of t e ood ct , or ad ice gi en to council y an aut ori ed officer under t at ct, of a deficiency t at does not pose an immediate serious t reat to pu lic ealt ut may do so if no remedial action is ta en means t e aternal and ild ealt er ice pro ided y a council to support t e ealt and de elopment of c ildren it in t e municipality from irt until sc ool age population means t e resident population estimated y council
Page 5 Annual Report 2017/2018 147 Material Variations At the end of 2 1 2 18 the cash balance was 9 9 was balance cash the 2 1 2 18 end of the At e penditure capital due to 2 1 2 1 than lower pro ectscompleted ver future earscash held is and forwards carr with line in reduce to forecast borrowings and grants pro ects forward carried of balance A lower 2 1 2 1 to end compared ear to close received have increased the balance unrestrictedof ver cash future ears, unrestricted cash is forecast to remain relativel stable 2022 9 1, 9 ,1 1 8 2 1 8 2 2021 9 22 1, 9 ,1 4 12 Forecasts 2020 8 9 1, 44 , 2 8 8 14 11 2019 8 94 1, 4 ,1 128 2 Page 6 Page 2018 8 8 1, 8 , 9 81 1 Results 2 1 2 2017 8 9 1, 2,9 8 4 24 Results 2 2016 1,4 9 2,8 9 84 91 Results 2 1 9 2015 9 ,1 1,28 98 4 Results 1 1 measure / indicator Dimension/ GreaterCity Council Bendigo PERFORMANCE STATEMENT PerformanceFinancial Indicators Efficiency level Revenue property residential per rate residential Average assessment propert residential of umber revenue rate esidential assessments level Expenditure assessment property per Expenses otal e penses umber of propert assessments Workforce turnover staff average to compared and terminations Resignations and terminations resignations staff permanent of umber ear financial the for staff permanent of number Average 1 Liquidity capitalWorking liabilities current to compared assets Current [Current Current/ assets liabilities] x100 cash Unrestricted Unrestricted cash compared to current liabilities nrestricted cash urrent liabilities 1
148 FINANCIAL STATEMENTS 2017/2018 Material Variations n 2 1 2 18 a change in the method of calculating calculating of method the in a change 2 1 2 18 n n e pense depreciation the increased depreciation the reduced have constraints funding 2 18 2 19 renewals for allocation drawn was loan a large 2 1 2 1 period prior the n down with the to assist completion of the capital e penditure program ver future earsthis is forecast to steadil decrease borrowed, was 1 an additional 2 1 2 1 n 2 1 2 18 during annual repa ments increasing 2 1 2 18 n 1 borrowed ouncil 2 1 2 1 n non current liabilitiesdecreased with repa ment of debt principal and a reduction in landfill provisions here wasa change in the basisof calculation of own source propert of on disposal loss net 2 1 2 18 in revenue the improved also which for been accounted not has 2 1 2 1 to comparative result for surplus underl ing ad usted the in An improvement including results 2 1 2 1 the due to is 2 1 2 18 additional landfill provision and costs larger asset write ver revenue underl ing within 2 m appro offs to pro ected is surplus underl ing the ears, future progressivel improve,with reduced growth in direct materials, services and emplo ee costs 2022 14 49 94 42 2 99 24 49 2021 8 9 1 9 94 2 2 Forecasts 2020 2 9 91 4 1 8 2019 2 4 1 8 41 19 Page 7 Page 2018 9 8 42 42 4 42 Results 2017 2 94 4 1 Results 12 44 2016 9 4 9 4 2 Results 2015 4 8 4 2 1 9 2 Results measure / indicator Dimension/ GreaterCity Council Bendigo PERFORMANCE STATEMENT PerformanceFinancial Indicators (cont.) Obligations renewal Asset depreciation to compared renewal Asset 1 depreciation Asset e pense renewal Asset Loans and borrowings rates to compared and borrowings Loans revenue ate and borrowings loans bearing nterest 1 rates to compared repayments and borrowings Loans loans bearing on interest repa ments and principal nterest 1 revenue ate and borrowings Indebtedness Non-current liabilitiescompared to own source revenue on current liabilities wn source revenue 1 Operating position result Adjusted underlying Adjusted underlying surplus(or deficit) Ad usted underl ing surplus deficit Ad usted underl ing revenue 1
Annual Report 2017/2018 149 Material Variations he 2 1 rates concentration measure was higher due higher was measure concentration 2 1 rates he revenue underl ing Ad usted lower an abnormall to his wasdue the to following itemswhich reduced 2 1 in revenue underl ing Ad usted plant infrastructure, propert , of on disposal loss et larger to related predominantl was his e uipment and 2 appro write offs asset on associates losses net of hare will revenue underl ing Ad usted that anticipated is t progressivel improve 2022 4 2021 4 2 Forecasts 2020 4 2 2019 4 Page 8 Page 2018 4 2 9 Results 2017 2 Results 2016 4 Results 2015 1 92 Results measure / indicator Dimension/ GreaterCity Council Bendigo PERFORMANCE STATEMENT PerformanceFinancial Indicators (cont.) Stability Rates concentration revenue underlying adjusted to compared Rates 1 revenue underl ing Ad usted revenue ate Rates effort values property to compared Rates rateable of value improved apital revenue ate propertiesin the municipalit 1 Definitions ad usted underl ing revenue means total income other than a non recurrent grants used to fund capital e penditure and b non monetar asset contributions and c contributions to fund capital e penditure fromsources other than those referred to above ad usted underl ing surplus or deficit means ad usted underl ing revenue less total e penditure asset renewal e penditure means e penditure on an e isting asset or on replacing an e isting asset that returns the service capabilit of the asset to its original capabilit “current assets” has the same meaning as in the AAS current liabilities has the same meaning as in the AA “non-current assets” means all assets other than current assets non current liabilities means all liabilities other than current liabilities “non-recurrent grant” means a grant obtained on the condition that it be expended in a specified manner and is not expected to be received again during the period covered by a council'sStrategic Resource Plan own source revenue means ad usted underl ing revenue other than revenue that is not under the control of council including government grants “rate revenue” means revenue fromgeneral rates, municipal charges, service rates and service charges recurrent grant means a grant other than a non recurrent grant residential rates means revenue fromgeneral rates, municipal charges, service rates and service charges levied on residential properties restricted cash means cash and cash e uivalents, within the meaning of the AA , that are not available for use other than for a purpose for which it is restricted, and includes cash to be used to fund capital wor s e penditure fromthe previous financial ear unrestricted cash means all cash and cash e uivalents other than restricted cash
150 FINANCIAL STATEMENTS 2017/2018
Greater Bendigo City Council PERFORMANCE STATEMENT Other Information
1. Basis of Preparation
ouncil is re uired to prepare and include a performance statement ithin its annual report he performance statement includes the results of the prescribed sustainable capacity, service performance and financial performance indicators and measures together ith a description of the municipal district and an explanation of material variations in the results his statement has been prepared to meet the re uirements of the Local Government Act 1989 and ocal overnment Planning and Reporting Regulations
here applicable the results in the performance statement have been prepared on an accounting basis consistent ith those reported in the inancial Statements he other results are based on information dra n from council information systems or from third parties e g Australian ureau of Statistics
he performance statement presents the actual results for the current year or the prescribed financial performance indicators and measures, the results are as forecast by the council’s strategic resource plan. The Local Government Planning and Reporting Regulations re uires explanation of any material variations in the results contained in the performance statement ouncil has adopted materiality thresholds relevant to each indicator and measure and explanations have not been provided for variations belo the materiality thresholds unless the variance is considered to be material because of its nature
he forecast figures included in the performance statement are those adopted on une , by council in its strategic resource plan, hich forms part of the council plan t should be noted that the exact method of calculation for certain ratios e g ad usted underlying result is different ithin the strategic resource plan he strategic resource plan includes estimates based on ey assumptions about the future that ere relevant at the time of adoption and aimed at achieving sustainability over the long term etailed information on the actual financial results is contained in the eneral Purpose inancial Statements he strategic resource plan can be obtained by contacting council
Annual Report 2017/2018 151 Page 9 152 FINANCIAL STATEMENTS 2017/2018
Independent Auditor’s Report To the Councillors of Greater Bendigo City Council
pinion I have audited the accompanying performance statement of Greater Bendigo City Council (the council) which comprises the:
• description of municipality for the year ended 30 June 2018 • sustainable capacity indicators for the year ended 30 June 2018 • service performance indicators for the year ended 30 June 2018 • financial performance indicators for the year ended 30 June 2018 • other information and • the certification of the performance statement. In my opinion, the performance statement of Greater Bendigo City Council in respect of the year ended 30 June 2018 presents fairly, in all material respects, in accordance with the performance reporting requirements of Part 6 of the Local Government Act 1989.
sis or pinion I have conducted my audit in accordance with the Audit Act 1994 which incorporates the Australian Standards on Assurance Engagements. I further describe my responsibilities under that Act and those standards in the Auditor’s Responsibilities for the Audit of the performance statement section of my report. My independence is established by the Constitution Act 1975. I and my staff are independent of the council in accordance with the ethical requirements of the Accounting Professional and Ethical Standards Board’s APES 110 Code of Ethics for Professional Accountants (the Code) that are relevant to my audit of the performance statement in Victoria and have also fulfilled our other ethical responsibilities in accordance with the Code. I believe that the audit evidence I have obtained is sufficient and appropriate to provide a basis for my opinion.
oun i ors The Councillors are responsible for the preparation and fair presentation of responsi i ities or t e the performance statement in accordance with the performance reporting per or n e requirements of the Local Government Act 1989 and for such internal control st te ent as the Councillors determines is necessary to enable the preparation and fair presentation of the statement of performance that is free from material misstatement, whether due to fraud or error.
Auditor’s As required by the Audit Act 1994, my responsibility is to express an opinion responsi i ities or t e on the performance statement based on the audit. My objectives for the audit udit o t e are to obtain reasonable assurance about whether the performance per or n e statement as a whole is free from material misstatement, whether due to st te ent fraud or error, and to issue an auditor’s report that includes my opinion. Reasonable assurance is a high level of assurance, but is not a guarantee that an audit conducted in accordance with the Australian Standards on Assurance Engagements will always detect a material misstatement when it exists.
Annual Report 2017/2018 153 isstatements can arise from fraud or error and are considered material if, indi idually or in the aggregate, they could reasona ly e e pected to influence the decisions of users ta en on the asis of this performance statement. As part of an audit in accordance ith the Australian Standards on Assurance Engagements, e ercise professional udgement and maintain professional scepticism throughout the audit. also
• identify and assess the ris s of material misstatement of performance statement, hether due to fraud or error, design and perform audit procedures responsi e to those ris s, and o tain audit e idence that is sufficient and appropriate to pro ide a asis for my opinion. he ris of not detecting a material misstatement resulting from fraud is higher than for one resulting from error, as fraud may in ol e collusion, forgery, intentional omissions, misrepresentations, or the o erride of internal control. • o tain an understanding of internal control rele ant to the audit in order to design audit procedures that are appropriate in the circumstances, ut not for the purpose of e pressing an opinion on the effecti eness of the council’s internal control • e aluate the o erall presentation, structure and content of the performance statement, including the disclosures, and hether performance statement represents the underlying e ents and results in a manner that achie es fair presentation. communicate ith the ouncillors regarding, among other matters, the planned scope and timing of the audit and significant audit findings, including any significant deficiencies in internal control that identify during my audit.
E B E im oughnan 1 Septem er 01 as delegate for the Auditor eneral of ictoria
154 COUNCIL OFFICES
City of Greater Bendigo office locations Adam Street Depot Bendigo Art Gallery and service points: 64 Adam Street, Golden Square 42 View Street, Bendigo T: (03) 5434 6088 Main Office Planning, Building, Engineering and E: [email protected] 195-229 Lyttleton Terrace, Bendigo Environmental Health Reception W: www.bendigoartgallery.com.au T: (03) 5434 6000 15 Hopetoun Street, Bendigo Capital Venues and Events F: (03) 5434 6200 Jaara Building 50 View Street, Bendigo E: [email protected] Corner Mundy Street and Lyttleton T: (03) 5434 6100 W: www.bendigo.vic.gov.au Terrace, Bendigo E: [email protected] 45 Mundy Street, Bendigo Parking and Animals Reception W: www.thecapital.com.au St Andrews Avenue, Bendigo 34 Mundy Street, Bendigo Bendigo Livestock Exchange Heathcote Service Centre Wallenjoe Road, Huntly 48 Mundy Street, Bendigo 125 High Street, Heathcote T: (03) 5448 8111 41-44 Mundy Street, Bendigo T: (03) 5433 3211 E: [email protected] 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
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