Bayside City Council Annual Report 2014/2015

Introduction Part 1 Part 2 Part 3 Part 4 Part 5 181 245 257 Making Bayside a Better Place Making Bayside Part Four Part Performance Statement and Financial Report Five Part Global Reporting Initiative Glossary 252 Index 254 256 Abbreviations Contact details 18 22 24 25 27 30 171 173 174 135 136 150 156 159 161 163 164 166 176 Statutory reporting Statutory reporting and corporate information Victorian Local Government indicators Victorian Auditor-General’s Financial (VAGO) Office performance indicators Governance and management checklist Efficiency – Financial summary – Financial Efficiency Service – Council services Liveability – The built environment environment Liveability – The natural environment Liveability – The social and recognition People – Awards Corporate governance Audit Committee Internal Audit External Audit Risk management Statutory compliance of information Freedom Information privacy Best value Part Three Part

2 4 8 10 12 14 16 63 35 36 40 48 52 68 88 102 112 120 126

An engaged community and Council A strong supportive A strong community 74 A sustainable natural environment A creative and active community Financial responsibility and good governance

Flag raising ceremony Flag raising Australia’s throughout In commemoration of Indigenous rights and reconciliation of the work that still needs to be done, each year and to raise awareness history, as part of Reconciliation Bayside City Council hosts a flag raising ceremony 23 May 2015 at the was held on Saturday ceremony This year’s Week. in Sandringham. Corporate Centre Bayside City Council acknowledges that the original inhabitants of this land people of the Kulin nation. the Boon Wurrung that we call Bayside were themselves to be part of it. for it and considered They loved this land; they cared the land, and sustain to nurture acknowledge that we have a responsibility We generations. it for future Acknowledgement of traditional owners of traditional Acknowledgement

Goal 1 –  Part Two Part Strategic Planning Framework Overview of Bayside Part One Part Our community Our council Our organisation Our people Goal 2 –  Goal 4 –  Goal 5 –  Goal 6 – A thriving local economy Goal 7 –  Goal 3 – A liveable city Introduction of 2014/15 A summary About the Annual Report purpose Council’s the Mayor A message from the CEO A message from Calendar of events 2014/15 Victorian Local Government Charter Women’s A summary of 2014/15 The purpose of Bayside City Council is to work with our community making Bayside a better place. Our goals: 1 2 3 4 An engaged A strong A liveable A sustainable community supportive city natural and Council community environment Achievements Major community Developed a comprehensive Adoption of a number of Completion of the engagement activities new strategy relating to Bayside Planning Scheme Streetlight Efficiency undertaken throughout Wellbeing for All Ages Amendments relating to Program and monitoring the year, such as Coastal and Abilities. Provided New Residential Zones, the environmental Management Plan, Dendy over $850,000 of Open Space Strategy, performance of the Park Masterplan, Wellbeing community grants to Major Activity Centre Corporate Centre. for All Ages and Abilities. various organisations. Structure Plans. Challenges Engaging the “hard to reach” Deciding on the future of Introducing Planning Scheme Maintaining open space sections of the community Council’s child care centres Amendments relating to and bushlands during and improving our community and the continuation the Housing Strategy. extreme weather conditions. engagement practices. of the service. What Bayside is doing to address challenges Providing training and Development of a 10-year Develop guidelines to make Deliver improvements to resources to improve Playspace Plan to upgrade it easier for applicants the Bayside Community community engagement Council’s playgrounds. meeting the requirements Nursery. Reduce Council’s practices. within the Housing Strategy. fleet fuel consumption. The future Improving Council’s Development of volunteer Construction of the Developing an Environmental website making it easier management systems Green Point Car Park. Sustainable Framework. for our customers. to support volunteers.

SEE SEE SEE SEE PAGE 68 PAGE 74 PAGE 88 PAGE 102 2 Bayside City Council Annual Report 2014/15 5 6 7 A creative A thriving Financial and active local economy responsibility and community good governance

Delivered the Bright ‘n’ Sandy Developed a series of workshops Advocacy on behalf of the community Food and Wine Festival, Bayside through the Bayside Business in relation to Beach Road Corridor Film Festival and the Youth Network to support retirees. Strategy, Dendy Street Beach Ambassador Program. Masterplan, Southland Station and Hampton Station.

Encouraging people to lead Understanding the tourism visitation Ongoing cost shifting from the healthier and active lifestyles, rates throughout Bayside. state and federal governments. and to deliver an Arts and Culture Program for the community.

Development supportive programs Implementation of the Bayside Continually improving business to encourage local artists through Tourism Strategy. systems and processes to identify an Acquisitive Art Prize. efficiency gains.

Commencement of the redevelopment Acquisition and installation of Implementation of a four-year of Hurlingham Park pavilion and Christmas decorations in all Service Review Program. upgrades to sporting grounds. major activity centres.

SEE SEE SEE PAGE 112 PAGE 120 PAGE 126 3 About the Annual Report The report includes issues impacting Purpose of this report the sustainability of Bayside and our Structure of this report Bayside City Council’s Annual Report organisation and provides details of This report is divided into five sections. is an important part of Council’s the elected Council, the organisation, The first section provides an overview commitment to open and accountable and our financial and sustainability of Bayside City Council and the governance. The report informs performance. The report also community we serve (see page 35). our community and stakeholders – includes statutory reporting The second highlights our performance including residents, ratepayers, and legislative information. against the seven goals of the Council businesses, visitors, prospective Plan 2013-2017 (see page 63). The staff, government agencies and The previous Annual Report was third section reports on statutory other interested groups and reflects approved in principle by Council reporting and corporate information Council’s commitment to making in September 2014. (see page 135). The fourth section Bayside a better place. provides detailed financial performance and performance against our key The report documents operational Theme of this report strategic activities (see page 181). activities, including partnership The theme of this report is ‘making The fifth and final section details projects completed in the 2014/15 Bayside a better place’, depicting our performance against global financial year. The report shows the work Council does interacting indicators (see page 245). Council’s highlights and achievements with both residents and visitors to along with the issues and challenges deliver more than 100 services to it faced between July 2014 and our community. Through this theme June 2015. It informs the Bayside we will reflect on Bayside’s Better community of Council’s performance Place Approach and review our against the seven goals of the Council achievements and highlights of Plan 2013–2017 and the Budget the 2014/15 financial year. 2014/15.

4 Bayside City Council Annual Report 2014/15 Local Government Performance Reporting Indicator areas Indicator sets Framework This year, Local Government Victoria Service performance Service performance To provide relevant information about introduced the Local Government 53 quantitive measures the effectiveness and efficiency of Performance Reporting Framework. (1 optional measure) local government services The framework is a mandatory system of performance reporting to ensure that all councils are measuring and Financial performance Financial performance reporting on their performance in a To provide relevant information about 12 quantitive measures consistent way. the effectiveness of financial management in local government services The framework is made up of 66 indicators and a governance and Service performance management checklist of 24 items, Sustainability 6 quantitive measures which together build a comprehensive To provide relevant information about picture of Council’s performance. whether local government has the These indicators are included within our capacity to meet the agreed service and Report on Operations and Performance infrastructure needs of its community Governance and management Statement document within our Annual and absorb forseeable changes and 24 quantitive measures Report. The indicators are categorised unexpected shocks into the future into service performance, financial performance and sustainability. Sustainability reporting Effective performance reporting by The Global Reporting Initiative councils is essential for ensuring (GRI) is an internationally recognised accountability to residents and framework that is a globally used, ratepayers as to how public money comprehensive sustainability reporting is being spent and the quality of framework. The framework is used services delivered. to demonstrate organisational An interactive “Know Your Council” commitment to transparency, website has been developed to sustainable development, compare enable the community, councils and sustainability performance over the government to benchmark and time and to measure performance compare similar councils. The in respect to laws, norms, standards website will go live in November and voluntary initiatives. The GRI sets 2015 containing each council’s out the principles and performance indicators for their Report on measures that report on economic, Operations and Performance environmental and social performance. Statement. Further information This year our GRI report is based can be found within Part 2 and on the new G4 guidelines. This is Part 4 of this report. the fifth year that Bayside has reported against the principles and performance measures of the GRI (see page 245) for the GRI index.

5 How to read this Annual Report The coloured finders located on the right hand side of the page enable easy navigation around the four main sections of the Annual Report:

PART 1 PART 2 PART 3 PART 4 PART 5

PAGE PAGE PAGE PAGE PAGE 34 62 134 180 244 OVERVIEW PERFORMANCE STATUTORY PERFORMANCE GRI INDEX OF BAYSIDE AGAINST REPORTING AND STATEMENT --Our community COUNCIL PLAN CORPORATE AND ANNUAL --Our Council 2013–2017 INFORMATION FINANCIAL --Our organisation Goal 1 – REPORT An engaged community and Council Goal 2 – A strong supportive community How to obtain extra copies Goal 3 – A liveable city of the Annual Report Additional copies of this report Goal 4 – can be obtained by: A sustainable natural environment • logging onto the publications section of Council’s website www.bayside.vic.gov.au Goal 5 – • telephoning Council on (03) 9599 4444 A creative and active community • visiting Council’s Corporate Centre or any one of Council’s libraries Goal 6 – • branch (see back cover for location) A thriving local economy • sending an email to enquiries@ bayside.vic.gov.au Goal 7 – • writing to Bayside City Council at Financial responsibility PO Box 27, Sandringham 3191 and good governance Feedback Bayside City Council welcomes your ideas about this report as feedback received helps us to form report content for the following year. If you would like more information on any matters contained in this report or want to provide feedback on how Council’s reporting can be improved, please telephone Council’s Governance and Performance Reporting Department on (03) 9599 4444 or email [email protected]

6 Bayside City Council Annual Report 2014/15 “Council operates a condition-based renewal program to ensure Bayside’s roads remain in good condition.”

7 Council’s purpose

The adopted purpose of achieving our vision to making Bayside Council Plan 2013–2017 Bayside City Council is making a better place. The Strategic Planning Framework consists of three levels: Victorian Local Government elections Bayside a better place. community planning, Council planning are held every four years at which time the Bayside community elects This statement of purpose was and department planning. At each Councillors to govern the Council. developed by the Council, elected of these levels, Council is guided by The 2012 general elections were in November 2012 and still remains the Bayside Community Engagement conducted on Saturday 27 October current. Framework to ensure we are guided by the priorities of our community 2012 by the Victorian Electoral By setting out its goals and establishing and continue to target services to Commission (VEC) on behalf of what needs to be done to address meet community needs. Council and in accordance with these, Council, together with the the requirements of the Local community, Making Bayside a At the top level of our planning Government Act 1989 and seven Better Place. framework is the Bayside 2020 Councillors were elected (for more Community Plan. This future-focused Our organisation aims to: information see page 40). plan has been developed with our • build and participate in partnerships community and anticipates how One of the first tasks for the new Council was to develop a Council • demonstrate leadership to Bayside will react to a changing Plan to set the strategic direction empower the community to world while valuing the natural, for its four-year term of office. The achieve its aspirations built and community assets that characterise Bayside. Bayside City Council Plan 2013-2017 • adapt to challenges and was formally adopted by Council changes in our internal and Guided by the Community Plan is on 26 June 2013. Guided by the external environments our Council Plan. Developed by community’s vision for the future, • advocate and influence the elected Councillors, this plan the new Council Plan sets out decision makers outlines Council’s four-year goals Council’s purpose, goals, strategic and strategies to realise our vision • strive for organisational objectives and strategies. The plan making Bayside a better place. excellence and professionalism outlines the following seven goals: • respond in a strategic manner Directly aligned to the goals of the Council Plan are our department Goal 1 – An engaged • actively engage people plans. These annual department community and Council • deliver a range of appropriate plans are developed by the 17 The Bayside community will and well-planned services. Council departments and they be well informed and will have We will continue to be accountable, translate strategy into action. opportunities to actively participate strive for continuous improvement and in Council decision making We are committed to engaging with commit to being open and transparent. our community. This means having Goal 2 – A strong real conversations to find out what supportive community Connecting our purpose we are doing well and what needs Bayside will be a healthy, improving. This information underpins connected community to our strategy our planning process, is the foundation Goal 3 – A liveable city Council understands the importance of the Council Plan and guides the Bayside will have a well-preserved of engaging with our community and specific actions of our annual action neighbourhood character and will preparing long-term plans to guide plan, departmental plans and have accessible transport options decision making, resource allocation individual staff performance plans. and service provision. This is why we Our Organisation Excellence Strategy have developed a strategic Corporate guides the delivery of our Council Planning Framework committed to Plan goals.

8 Bayside City Council Annual Report 2014/15 Goal 4 – A sustainable • act impartially natural environment • act with integrity including avoiding conflicts of interest Bayside will be a leader in • accept accountability for results and environmental management and will be a greener, more sustainable city • provide responsive service. Goal 5 – A creative and It is an expectation of the organisation that all Council employees active community act in accordance with these fundamental principles. Bayside and its community will have a strong sense of identity, pride and Shared values and behaviours place through it’s culturally rich arts, Shared values and behaviours give clarity to the workplace culture at Council and recreation and cultural programs support the achievement of Council’s goals. Goal 6 – A thriving local economy Through its Shared values and behaviours, Council outlines what employees can Bayside will be recognised for its expect of the organisation and of colleagues and, in return, what colleagues and thriving shopping and business the organisation can expect from them. They set the expectations for how we work precincts and as a prominent together and how we treat each other. sporting and tourist destination Through extensive consultation with staff, the following shared values and behaviours Goal 7 – Financial responsibility for the organisation have been developed and adopted during the reporting year. and good governance Bayside City Council will continue It is expected that all employees act in accordance with these Council values. to make the best use of available resources to the benefit of all in Values Behaviours a transparent local government environment Respect I value others and their contributions. This Annual Report is the second each other I ask and listen to understand. report against the Council Plan I treat others with fairness, dignity and care. 2013-2017. Own it I take responsibility for my actions. I see it through. Annual review I make it happen. Work We collaborate within and across teams. of the Council Plan together We set each other up for success. It is a legislative requirement of Council We share information generously. to consider annually whether its four-year Find better We are curious about our community’s changing needs. Council Plan requires review. In early ways We encourage breakthrough ideas and new approaches. 2015, Council reviewed the Council We make courageous decisions. Plan and determined that the seven We are open to learning. goals remain the same, however, minor adjustments were made to the strategic objectives and strategies to The staff of Bayside embrace these values and live them daily. reflect current community needs and expectations. The first report against the Council Plan 2013-2017 (2015 Review) Our commitment to excellent customer service will be the Annual Report 2015/16. Bayside City Council is committed to delivering excellent customer service. It is our aim to deliver exceptional customer service so that each time a customer interacts with Council, they experience service that is: Conduct Principles • Easy to deal with – We keep the customer informed of what is for all staff required to resolve their query and when it is likely to be resolved. Section 95 of the Local Government • Empathetic – We are professional and we listen to our customers. Act 1989 sets out Conduct Principles When communicating with our customers we will use language that Council staff must follow in the that our customers understand. course of their employment. The • Effective – Customer service is delivered by skilled staff who manage Conduct Principles require that staff: interactions in a timely way. • Trusted – We are confident to make decisions or know who can. We will be fair and transparent when communicating outcomes and we will follow through.

9 A message from the Mayor

and means and Council is placing to be an early implementer of the increasing scrutiny on the degree Commonwealth Aged Care Reforms. of open and informed engagement In spite of the significant challenges in that the organisation takes to help this area, the transition was achieved inform the decisions that occur in with minimal impact to our community. the Council Chamber. Council continued to provide a number Over the 2014/15 period, Council of popular large-scale events including undertook a number of successful the annual Christmas Carols, Bright community engagement activities ‘n’ Sandy Wine and Food Festival, The 2014/15 financial including initial consultation around and the Pet Expo. In April 2015, to year has proved a busy the redevelopment of the Life Saving commemorate the centenary of the and productive time for pavilion at Dendy Beach as well as landing of ANZAC troops at Gallipoli, through the Bayside Footpath Strategy. Council held a Dawn Service at Green Council as we work Point for the first time. Approximately One project that provided an towards our broader goal 15,000 people attended the moving outstanding example of the impact service. of a better connected, to Council when the community is not financially secure and successfully engaged was the 2014 Goal 3 – A liveable city more liveable Bayside. Christmas street decorations. While One of the most significant impacts this project was undertaken with the that Council has on our community A strong culture of committing to best of intentions, it was not done in is around the built environment and identifying and exploiting cost savings consultation with the community and we have been continuing to strive for among both Councillors and Council the response showed we failed to residential development controls that staff is continuing to ensure that meet expectations. enable some growth but which are still Bayside City Council delivers strong in line with community expectations. financial results for the community The Christmas decorations provided us we serve. with a strong learning opportunity; our The 2014/15 year has provided both community has very high expectations ups and downs for Bayside around All of the work that is undertaken by for presentation of the city. appropriate development in our Council is designed to meet the community. In the lead up to the Goal 2 – A strong objectives and goals of our Council November state elections, pressure supportive community Plan and it is also the framework by from residents and Council saw the In November 2014 Council renewed which we evaluate their success. former government abandon its its commitment to home and support for Amendment C125 which The following provides a taste of some community care services for over would have allowed higher-density of the work we have been doing 3,500 Bayside residents. This move developments in areas along the across our seven goal areas. will ensure that vulnerable older Frankston train line. The abandonment Goal 1 – An engaged residents and those with a disability of this amendment was a win for the community and Council are not put on waiting lists for services whole Bayside community but Throughout 2014/15, Council has that are essential to them. particularly those residents living in the been working to grow its skills in This commitment comes on the back immediately affected areas. Over 83 community engagement and ensuring of a major shift in the provision of per cent of our residential land is now we work actively with our community home and community care services categorised as a Neighbourhood to set the agenda for change is a core with responsibilities for these services Residential Zone, limiting dwellings to objective for us. transitioning from State to Federal two per lot. Community engagement occurs governments. Bayside was selected through a variety of different channels as one of four organisations nationally

10 Bayside City Council Annual Report 2014/15 On the other hand, a number of key our shopping strips are vibrant and Acknowledgements Council decisions were overturned by attractive spaces. In 2014/15 Council’s Bayside is fortunate to have one the Victorian Civil and Administrative largest single capital works project was of highest levels of volunteering in Tribunal (VCAT). Of these, VCAT’s the upgrade to the Martin Street Village, Victoria and this is evidenced through decision to overturn Council and in the northern part of Bayside adjacent the outstanding range of community allow the former Beaumaris RSL to the Gardenvale train station. organisations that work to bring our site to be subdivided into 20 lots municipality to life. Upgrades to our shopping strips are went against the spirit of the Bayside essential to ensure their success over During my Mayoral term, I have had Housing Scheme and continues to the longer term. For the first time, the opportunity to meet so many cause concern in the community. following this work, Council supported wonderful volunteers that make this Goal 4 – A sustainable traders through a marketing campaign City tick, and I am overwhelmed and natural environment announcing the completion of the inspired by the commitment that our Sustainability, both environmental lengthy construction period. The volunteers display and thank them and financial, are key to ensuring campaign was run largely through for their valuable contribution. that Bayside continues to be a great social media with promising results I would like to take this opportunity place to live, now and into the future. and provided valuable insights into how to acknowledge the former Mayor Council might best respond to some By far the largest single project Cr Laurence Evans who played a of the immediate opportunities that undertaken in 2014/15 has been the significant role during the first five arise following major street upgrades. acquisition of LED lighting which will months of this financial year, and my be used to transition all street lights Goal 7 – Financial responsibility fellow Councillors for their input and in Bayside in the 2015/16 financial and good governance cohesion throughout the year. year. Over the long term, this will help Alongside our regular work in managing I would also like to recognise Council’s to reduce Council’s carbon emission budgets and governance more generally Chief Executive Officer, Adrian Robb, by around 38,000 tonnes as well as over 2014/15, Council has been his Executive Team and Council staff offering financial savings of $10 million increasing its emphasis on advocating for their support and contribution in in electricity and maintenance costs for the needs of our community outside making Bayside a better place. We are over 20 years. of the areas in which we have direct fortunate to have so many committed capacity to effect change. Goal 5 – A creative and individuals serving our community for active community Council has continued to advocate in the benefit of the entire municipality. Council continues to be very heavily the Bayside community on a number involved in supporting the Bayside of fronts. A truly exciting success has community to be both creative been securing a formal commitment and active. from the Commonwealth Government that 4 hectares of public open space In May this year, Council awarded will be included as part of the sale of the inaugural Bayside Acquisitive Art Cr Felicity Frederico the former CSIRO site in Highett. This Prize. The $15,000 prize attracted Mayor, Bayside City Council will ensure that any future development a very strong field of candidates and of this type will have access to the type was awarded to Melbourne-based of green open space for which Bayside artist Kevin Chin for his diptych Less is renowned. than white 2015. Throughout the year, Council has Council issued 58 event permits continued to work with neighbouring enabling the Bayside community to councils and individually to lobby the run safe and successful events, such as state government to improve safety “Council continues the very popular Connor’s Run held in for all users along Beach Road. There September 2014 and which raised over is still significant work to be done in to be very heavily $250,000 in funds for research and this area, particularly in relation to the treatment of paediatric brain cancer. $1.5 million committed by a previous involved in Goal 6 – A thriving local economy state government towards essential supporting the Bayside is a largely residential safety upgrades under the Beach municipality and the industries we Road Strategy. Bayside community do have within our area, significantly Work also began on a campaign to our retail and tourism sectors, are lobby state and federal governments to be both creative key areas of interest for Council. to contribute more towards the costs Over the past several years, Bayside of installing appropriate female and active.” has been working to ensure that sporting infrastructure in Bayside.

11 A message from the CEO

The past year has seen Bayside’s Better Place Approach significant improvement takes the lead from the Council Plan’s Purpose Statement that Council exists in our organisation’s to “work with our community making approach to integrated Bayside a better place”. It identifies performance measurement the key ongoing performance areas and management. The against which organisational results will be directed. These are: Liveability; Better Place Approach Service; People; and Efficiency. was launched in late 2014 These Key Result Areas and the and builds upon four Key identification and pursuit of relevant Result Areas identified in improvements are used at the whole-of-organisation level and response to the state for each department in Council. government’s Local Government Performance The benefit of this approach and Reporting Framework. is already evident with our staff survey reporting increased ratings in understanding of how our structure serves our goals, knowledge of how we are performing, and that planning Making Bayside a Better Place in work areas is linked to Council’s plans. The Better Place Approach will continue to be developed and extended in the coming year.

“The Better Place Approach was launched in late 2014 and builds upon four Key Result Areas.”

12 Bayside City Council Annual Report 2014/15 Over the last year we implemented a Cost shifting from state and federal new customer request management governments continues to be a system to improve the management concern for Bayside, particularly and tracking of our requests for with increasing financial pressure Liveability service. A particular benefit of this on Council in the new rate capping Throughout 2014/15 financial year development will be Council’s environment. Over $440,000 in Bayside has focused on providing ability to expand the range of additional costs were placed on high-quality infrastructure for our online transactions available to Bayside this year from state and community by investing $19 million our community, in recognition of federal governments, which means in capital works projects. Ninety per the 100% increase in online requests that Council needs to address the cent of capital works projects were received over the past 12 months. shortfall either by increasing rates delivered within the budget year, or reducing service levels. including major capital works projects such as the $1.5 million improvements The Annual Action Plan for the last to the Martin Street shopping village financial year sets out the activities and $1.8 million in footpath and People Council will deliver to achieve the cycleway improvements. commitments of the four-year Council Our biennial employee opinion Plan. This year we completed 85 Council also funds local not-for-profit survey is undertaken to help better per cent of the planned activities in groups and organisations through our understand employees’ opinions the Council Plan, with the remainder Community Grants Program. In the and satisfaction levels. The survey on track for completion in the latter last financial year, over $538,000 was was completed by 83% of staff, half of the year. This result, together issued in community grants to assist demonstrating a high level of with the delivery of more than groups and individuals to take up engagement. The overall results 100 services to our community, opportunities that will return benefits were very positive with an increase demonstrates Council’s commitment to our community, thus promoting in overall satisfaction and performance. to making Bayside a better place. community development. Scores in all survey categories have improved over the last two surveys, Acknowledgements demonstrating that improvement I wish to thank the Councillors for continues to occur across all their work and dedication over the aspects of our organisation. past 12 months, in particular the Service former Mayor Laurence Evans and This year we also completed a number current Mayor Felicity Frederico for of strategic service reviews, providing their leadership throughout the year. us with an opportunity to examine how I would like to recognise the great we work to improve liveability for our Efficiency contribution of Bayside’s staff and community. Reviews were conducted Council’s financial position continues members of the Executive Team into Home and Community Care, to remain strong, with a number of throughout the year, who strive Youth Services, Statutory Planning efficiency savings being made to improve performance through and Children and Family Services, throughout 2014/15. These efficiency continuous improvement. All share with a number of recommendations savings will be used to help fund a strong commitment to making being presented to Council. capital works project over future Bayside a better place. financial years. The strong budget The purpose of the service reviews I hope that you will find the time to position at the end of the financial year is to ask what we do, why we do read through this comprehensive is primarily due to the $1.36 million it and how we might be able to do document and discover more about net proceeds from the sale of the it better? The reviews form part the activities and financial details of former Hampton Child Care Centre of our commitment to continuous Council during the 2014/15 year. improvement and provide an and the receipt of $1.27 million grants opportunity to ensure we are delivering in advance. Identifying sustainable the right services for our community, efficiency savings is a critical financial in the right way and at the right cost. strategy that provides capacity to renew the $2.56 billion of community Council strives to provide a high assets under Council’s control. Adrian Robb standard of customer service to our Chief Executive Officer community and is committed to being a customer-focused organisation. Our Customer Focus Strategy helps us to work with the community to achieve our purpose of making Bayside a better place.

13 September 2014 Connor’s Run Resonance Music Series – A Marriage of Inconvenience Calendar Resonance Music Series – Spring Rejuvenation The Gallery @ BACC – Jeremy Kibel: Substance Bayside Farmers’ Market FReeZA Open Mic Night Bayside’s Annual Community of events Grants Cheque Presentation Night Bayside Business Network Seminars Bayside Business Network Night Bayside Business Network Breakfast Concourse Car Show 2014 /15 RUOK day Bayside City Council plays host to and supports a variety of events throughout the year. Events are a valuable October 2014 contribution to the health and wellbeing of our community Sandringham Village Fair and showcase the strong connection our residents and Built Environment Awards visitors have with local business, recreation, leisure, arts Ride to Conquer Cancer and culture. Some highlights of events hosted and Bayside Farmers’ Market supported by Council in 2014/15 included: Citizenship Ceremony Halloween Between the Books (FReeZA event with Beaumaris Library) FReeZA Open Mic night July 2014 August 2014 ARTrium – Live Begins @ 80 – Brighton Art Society Bayside Farmers’ Market Sandy Point Half Marathon ARTrium – Heatherland and Water – Anne Forwood Resonance Music Series – Bayside Farmers’ Market The Gallery @ BACC – Grommets, Transfigured Bach Resonance Music Series – Doux Rossignols Grinds & Gnarly Dudes Resonance Music Series – The Gallery @ BACC – Polyester & Bayside Business Network Seminars An Afternoon with Popular Opera Pantyhose: Silhouettes of the Sixties Bayside Business Network Night The Gallery @ BACC – FReeZA Push Start Battle of the Bands Midwinter Masters: Liminal_Narratives Bayside Business Network Women’s Luncheon Bayside Film Festival Citizenship Ceremony Youth Applied Learning Awards Youth film documentary project FReeZA Young People of Bayside Art Exhibition ARTrium – Slow Photography – John Street November 2014 Bayside Business Network Seminars Bayside Business Network Seminars Start to Finish Triathlon Bayside Business Network Night Bayside Business Network Night Anaphylaxis Fun Run Bayside Business Network Citizenship Ceremony Women’s Luncheon Bayside Pet Expo Bayside – “Say No to Bullying” ARTrium – Heatherland and Water – Anne Forwood ARTrium – Colour Me Crazy – Bayley House The Gallery @ BACC – Baskerville and Richardson Skate Jams Bayside Farmers’ Market FReeZA Open Mic Night Pet Expo – Royal Avenue Sandringham Christmas Carols – Black Rock House Bayside Business Network Seminars Bayside Business Network Night Concourse Christmas Carnival

14 Bayside City Council Annual Report 2014/15 “Events are a valuable contribution to the health and wellbeing of our community.”

December 2014 March 2015 May 2015 Sailing National Championship Bright ‘n’ Sandy Food and Wine Festival Farmers’ Market – Bayside and Beaumaris and Stonehaven Cup Bayside Farmers’ Market Annual Sports Club Breakfast Bayside Farmers’ Market Bayside Business Network Breakfast Citizenship Ceremony Bayside Christmas Carols in the Park Bayside Business Network Night Resonance Music Series – Citizenship Ceremony Bayside Business Network Seminars Dancing to Paradise FReeZA Summer Nights dance party Resonance Music Series – Resonance Music Series – When in Rome Skate Jams Bayside Chamber Orchestra ARTrium – Celebrating National Reconciliation Week Bayside Business Network Seminars ARTrium – Baysiders – Brad Payne The Gallery @ BACC – Bayside Business Network Night Bayside Artist in Residence Drawing Club Bayside Acquisitive Art Prize 2015 Bayside Carols in the Park The Gallery @ BACC High Country Gothic Bayside Artist in Residence Drawing Club Youth Services end-of-year client The Gallery @ BACC – Graeme Base Reconciliation Week – and participant celebration Citizenship Ceremony Flag Raising Ceremony Youth Services Summer Pop Ups Bayside Farmers Market Bayside Business Network Night Youth Services Summer Pop Ups Bayside Business Network Seminars January 2015 Volunteer Week Wings for Life World Run Bayside Farmers’ Market April 2015 Pulse – FReeZA DJ competition ARTrium – The Bay – Sandi Salter ANZAC Day Centenary Dawn The Gallery @ BACC – Service, Green Point Garry Bish: The spaces within Farmers’ Market – Bayside and Beaumaris June 2015 Australia Day Ceremony including Bayside Business Network Night Citizenship Ceremony Bayside Business Network Night Bayside Business Network Seminars Youth Services Summer Pop Ups Bayside Business Network Seminars Bayside Business Network Women’s Luncheon Bayside Business Network Breakfast Bayside Artist in Residence Open Resonance Music Series – February 2015 Day and Bayside Design Market Percy Grainger Youth Orchestra, quartet Bayside Farmers’ Market Bayside Artist in Residence Drawing Club Bayside Artist in Residence Drawing Club FReeZA Event – St Kilda Festival ARTrium – Baysiders – David Payne Citizenship Ceremony Beachside Youth Festival ARTrium – Nomad – Ara Dolatian Farmers’ Market – Bayside and Beaumaris ARTrium – Bayside Built Environment and Michele Donegan Awards poster exhibition Resonance Music Series – ARTrium – The Art of Living – Anna Auditore Dame Nellie Melba Opera Trust Bayside Business Network Seminars National Youth Week Bayside Business Network Night Bayside Youth Awards Challenge Melbourne Bayside’s Best SEL skate competition Youth Services Summer Pop Ups Start to Finish Triathlons

15 Victorian Local Government Women’s Charter

In September 2013, Council re-affirmed its commitment Victorian Local Government Women’s Charter

to the Victorian Local Recognising the need for increased Government Women’s women’s participation in the key Statement of commitment Charter to actively decision-making forums in the “We will work towards increasing the representation of women in demonstrate its support community and in democratic governance, we, the local governments local government, both as elected for the Charter and the of Victoria, on behalf of our communities members and as senior managers promotion of gender equity, support the following principles: and professionals. We will undertake diversity and women’s ongoing reviews of policies and practices to remove barriers to participation in active Gender equity women’s participation and to engender citizenship. The Charter That women and men have an equal safe, supportive working and decision- recognises the need right to be representatives in local making environments that encourage for increased women’s government, committees and and value a wide range of views.” decision-making positions. participation in the key Council developed an action plan decision-making forums for the 2014/15 and some of the achievements included: within the community. Diversity The inclusion of different experiences • Scheduling Council and committee Oposite is the Council-adopted and perspectives in local governments meetings as much as possible Victorian Local Government and community decision making to try and avoid clashes with Women’s Charter: strengthens local democratic peak family times and to ensure governance and helps build cohesive child care is available and communities. Council and communities accessible for Councillors encourage and welcome the with parental responsibilities. participation of all women. • Review representation to improve gender equity on Active citizenship Council’s various committees and forums. Local governments will work with the community to increase the numbers • Promotion of the Women’s and participation of women in public charter on Council’s website, life, so that decision making more at the Corporate Centre and clearly represents and reflects the other work premises. interests and demographies of communities. Furthermore, Council also took the next step in supporting the Women’s Charter by endorsing the following statement of commitment.

16 Bayside City Council Annual Report 2014/15 “In May 2015 Council held a special luncheon to promote the role of woman in local government.”

17 Efficiency Financial summary

Council’s financial position continues to remain sound. A summary of our performance is outlined below. Detailed information relating to Council’s financial performance is included within the Financial Statements and Performance Statement sections of this report.

Operating position 16 Council achieved a surplus of $19.68 million in 2014/15. This surplus compares favourably to the 14 14.7% prior year surplus of $15.20 million. As per the Comprehensive Income 12 Statement in the Financial Report, the favourable variance is due mainly to the $1.36 million net proceeds 10 11.1% from the sale of former Hampton 10.2% Child Care Centre and the receipt 8 of $1.27 million grants in advance (50% of the 2015/16 general purpose and local roads funding 6 from Victorian Grants Commission). The adjusted underlying surplus of 4 Council after removing non-recurrent capital grants and cash capital 2

contributions is a surplus of Adjusted underlying result ratio % 2.4% $16.36 million or 14.7% when compared with adjusted underlying 0 revenue. This compares favourably 2011/12 2012/13 2013/14 2014/15 to the budgeted target of 13.0%. Sustaining an adjusted underlying surplus is a critical financial strategy that provides capacity to renew the $2.56 billion of community assets under Council’s control.

18 Bayside City Council Annual Report 2014/15 Lorem ipsum

Liquidity 300 Cash and investments have increased by $15.07 million from the prior 250 year mainly driven by the favourable 259.0% operating and capital results for the year. However, the increase in cash 200 221.4% is offset by the increase in reserves 207.2% by $11.78 million set aside for future 150 185.7% capital works and statutory commitments. The working capital 100 ratio which assesses Council’s ability to meet current commitments is calculated by measuring Council’s 50 Working capital ratio % Working current assets as a percentage of current liabilities. Council’s result of 0 259% is an indicator of a strong 2011/12 2012/13 2013/14 2014/15 financial position.

Obligations Council aims to ensure that it is able to maintain its infrastructure assets at the expected levels, while at the same time continuing to deliver the services needed by the community. To bridge the infrastructure gap, Council invested $11.74 million in renewal works during the 2014/15 year. This was funded from cash from operations. At the end of the 2014/15 year, Council’s debt ratio, which is measured by comparing interest-bearing loans and borrowings to rate revenue, was 14.6% which was within the expected target band of 0%-50%. Council’s asset renewal ratio, which is measured by comparing asset renewal expenditure to depreciation, was 82.7% which was below the expected target band of 90%-110%. This was mainly due to the work in progress delays for a number of large capital projects which are expected to be completed in 2015/16 including the Banksia Reserve’s pavilion redevelopment and Hurlingham Park pavilion redevelopment.

120 25 24.9% 100 20 103.9% 80 20.8% 81.6% 82.7% 15 18.3% 60 89.2% 14.6% 10 40

5 Asset renewal ratio % 20

0

0 Efficiency

Loans and borrowing ratio % 2011/12 2012/13 2013/14 2014/15 2011/12 2012/13 2013/14 2014/15

19 Stability and efficiency Council raises a wide range of revenues 73 including rates, user fees, fines, grants and contributions. Despite this, Council’s rates concentration which 72 72.8% compares rate revenue to adjusted underlying revenue, was 70.8% for 71 the 2014/15 year which is towards the top end of the expected target band 70.8% of 40%-80%. Council has focused on 70 broadening its revenue base and, for 69.9% 69.9% the 2014/15 year, was able to keep 69 its general rate and municipal charge increase to 3.9%. This resulted in an 68 average residential rate per residential assessment of $1,829, which compares equally to similar councils Rates concentration ratio % 0 in the inner-metropolitan area. 2011/12 2012/13 2013/14 2014/15

$1,850

$1,800 $1,829

$1,750 $1,769

$1,700 $1,707 $1,650

$1,600 Revenue level $1,611 $1,550

$1,500

0 2011/12 2012/13 2013/14 2014/15

20 Bayside City Council Annual Report 2014/15 Where does the money come from? Compared with most councils, Bayside is heavily dependent upon rate revenues for its income. Rate revenue during the 2014/15 financial year made up 69 per cent of total income and is due largely to the residential suburban nature of land use in our city. The following chart indicates Council’s revenue streams.

Where does the money go? Rates and charges collected by Council help fund more than 100 community services and programs. For every $100 of expenditure, $ $ Council delivers the following services: 12.57 9.67 Aged and disability Waste management

$16.91 $6.17 $4.89 Roads, footpaths Libraries and culture Family and children 69% and drains Rates and charges

$10.19 $15.02 $1.53 11% Community Operating and Community safety Street lighting capital grants buildings 9% User fees 3% Rental $ $ Efficiency 3% Statutory fees 1.8 0 21.25 and fines 2% Interest Parks, sports grounds Insurance 2% Contributions and foreshores 1% Disposal of assets

21 Service Council services

Members of the community may not always be aware of the services provided by Council and the staff that provide them are often not publicly recognised. Bayside City Council thanks its members of staff for their hard work and dedication in not only providing the services below, but for many other functions and services, both internal and external to the organisation (see staff recognition awards on page 31).

Aged and disability Children and family Parking and traffic • Home, personal and respite care • Vacation, child care • Permits – beach/disabled/residential • Meals on wheels • Maternal and child health • Infringements • Home maintenance • Immunisation • School crossings • Social support • Parent education sessions Interesting fact: Over the last Interesting fact: This year we Interesting fact: This year Bayside 12 months, 132 infringements assisted more than 360 residents immunised more than 5,700 were issued to drivers for parking with approximately 30,000 meals children, ranging from newborns in disabled parking spots without on wheels and transported 2,011 to adolescents, against vaccine- a permit on display. passengers on Council’s preventable diseases. community buses. Parks and gardens Health • Park bookings Animals • Food and personal care • Street and park tree management • Registrations business registrations • Playgrounds • Dog off-leash areas • Food safety programs Interesting fact: This year Bayside’s Interesting fact: Bayside City • Information about pests streets, parks and gardens were Council has approximately 11,847 and pollution enhanced by the planting of dogs registered in 2013/14 and • Tobacco control 1,875 new trees. the most popular name is Charlie Interesting fact: We conducted follow by Bella. 1,792 inspections of food premises Environment during 2014/15. • Friends groups Planning and building • Tree permits • Dispensations Libraries • Environmental initiatives • Safety audits • Membership and loans • Graffiti prevention and removal • Building and planning permits • Children’s storytime sessions • Managing open space Interesting fact: Bayside’s planners • Book clubs • Bayside nursery made 1,395 planning application Interesting fact: Bayside’s 22,090 decisions this year. Interesting fact:There were active library members made 946,985 over 55,000 people engaged loans during 2014/15. in environmental sustainability education programs.

22 Bayside City Council Annual Report 2014/15 Sport and recreation Roads Youth • Sporting clubs • Street lighting and signs • Counselling and youth • Recreation facilities • Pavement and nature strips worker support • Ground allocations • Drains • Support and personal development groups • Coastal trails and walks • Street cleaning • Recreation and skill Interesting fact: In 2014/15, Interesting fact: The City of development programs Bayside sportsgrounds catered for Bayside has 370 km of local roads. • Youth engagement 98,143 hours of allocated usage. activities and events Waste • Youth committees Venues • Garbage Interesting fact: In 2014/15 Bayside • Halls and centres • Recycling held the inaugural “Say No to Bullying” • Historical buildings • Green and hard waste forum attended by approximately 100 Interesting fact: Bayside venues • Waste education grades five and 6 students from across were chosen for 127 weddings 5 Bayside primary schools. Interesting fact: 50.92 per cent in 2014/15, equivalent to over of Bayside household waste was two weddings per week. diverted to recycling during 2014/15. Arts and culture • The Gallery@BCC Customer service • Arts Program • Customer service call centre Interesting fact: Council received • Records management a positive response to the Bayside Interesting fact: Council received Acquisitive Art Prize, exceeding 186,979 customer phone calls through expectations by receiving over our contact centre and received 400 entries for its inaugural year. 72,809 incoming items of written correspondence during 2014/15. Service

*For a breakdown of Council expenditure by service category see page 21. 23 Liveability The built environment

The Bayside Planning From time to time, amendments to Scheme contains the the Planning Scheme are proposed to implement new state, regional or overarching vision for land local strategies and policies or change use and development in land use controls. Over the passed Bayside, supported by year Council proposed or approved guidelines, regulations a number of amendments to the Planning Scheme such as: and policies that control these activities. It is made • draft Amendment C125 - Residential Growth Zones applied up of a State Planning to areas of Highett, Cheltenham, Policy Framework which Hampton East and Brighton East contains the State • Amendments C113, C114 and Government Planning Policy C115 - Mandatory Height Controls and the Local Planning for Sandringham, Bay Street and Church Street major activity centres. Policy Framework that The purpose of these amendments sets out how Bayside is to maintain and enhance the will implement the State neighborhood character of the streets policy at a local level. and suburbs within our municipality. Throughout 2014/15 financial year, The Planning Scheme guides how Bayside has focused on providing land, buildings and structures will high-quality infrastructure for our be developed and used in the local community by investing $19 million Council area. One of its most in capital works projects, including important functions is to achieve improvements to Martin Street a balance between the economic, shopping village and our footpaths environmental and social needs of and cycleways. the local community. Council also holds the Built Environment Awards on an annual basis to showcase the expertise of building designers and encourage high standards of excellence in design within the municipality. The awards raise community awareness of design, landscape and heritage issues and publicly acknowledge architects and designers who have positively contributed to the city’s built environment. More detail on Bayside’s built environment can be found under Goal 3 – A liveable city on page 88.

24 Bayside City Council Annual Report 2014/15

The natural environment

Bayside’s natural environment Encouraging sustainable – from our 17-kilometre building development stretch of sparkling coastline Council uses two planning assessment to the urban forest of our tools to encourage sustainable building development. The Sustainable Design streets – is an important Assessment tool encourages asset to us all. applicants to improve the Climate change research for the environmental performance of their region suggests the City of Bayside buildings. Water-sensitive Urban is significantly exposed to climate Design the olicy and techniques extremes and natural hazards such are used to support applications as storm surges and coastal inundation, to reduce stormwater pollution. reduced rainfall, erosion and extreme Outstanding ecological sustainability temperatures. Climate change is a long- performance in the built form is term change in weather patterns, recognised by Council each year largely brought about by a build-up of through Bayside Built Environment greenhouse gasses. Over time, these Awards. Learn more about the Bayside hazards are expected to increase in Built Environment Awards on page 95. frequency and severity. For Council-owned and operated Council’s key programs for buildings, Council will continue to environmental sustainability implement sustainable building focus on the areas of: upgrades through both routine • efficient use of resources maintenance activities and its Capital such as energy and water Works Program. An energy and water audit, along with real-time monitoring • reducing our greenhouse gas at the Corporate Centre, informs emissions and the impacts actions to improve resource efficiency. of climate change For more information on this project, • management of open see page 102. space and coast • Reducing our greenhouse • reducing waste to landfill. gas emissions and the impacts of climate change Efficient use of resources As part of our commitment to • Reducing energy use reducing greenhouse gas emissions This year, work continued on reducing and mitigating the impacts of climate Bayside’s energy consumption through change, Council participates in a the replacement of existing street lights number of regional projects and with energy-efficient lights. Street lights partnerships to address the impacts contribute to around half of Council’s of climate change, to reduce resource carbon footprint. Council has consumption and to better equip the Liveability implemented three of the four stages community to deal with the impacts of of the energy-efficient street lighting climate change. For more information upgrade, with 3,792 lights replaced. on these projects see page 102. Stage 4 will be completed in the first half of the 2015/2016 financial year.

25 • Management of open • Reducing waste to landfill Residents can save energy, water space and coast In Victoria, waste generation has and reduce waste at home through Bayside’s coastline is highly valued and been gradually increasing over the these simple tips: includes many special places. It is a past decade. Bayside City Council • replace incandescent dynamic natural environment, where has successfully diverted more than light bulbs with compact natural processes are still occurring 50 per cent of all household waste fluorescent globes or LEDs and is a place of environmental and collected from landfill. We have achieved • set thermostats to 18°C conservation significance with major this by recycling and composting to 20°C in winter natural, scenic, heritage and scientific collected materials through our values. It can be a place of competing kerbside collection services. • keep showers to less goals, interests and aspirations and is than four minutes The cost of sending waste to landfill an interface between two significantly • turn off appliances at the increases each year and Victoria’s different environments. This year switch when not in use remaining landfill space is running out. Council released a draft Coastal As a result, it is important to consider • leave the car at home and Management Plan for community how we can avoid and minimise waste walk, ride or take public consultation. The plan will provide in the first place and increase the transport for short trips strategic direction and policy on amount of recycling and green organic • purchase products with coastal use and development at waste we divert from landfill. less packaging the local level, satisfying both the requirements of Council and the This year Council completed an audit • only buy the food you need Coastal Management Act 1995 – of the domestic kerbside waste, to reduce food waste Section 31. recycling and green organics collection • recycle household items services. The results will help identify • switch to green power new education programs, service • buy energy and water-efficient improvements and tools to avoid and whitegoods and appliances minimise waste and increase the recovery of resources in Bayside. For • use energy insulate more information on our Waste Audit ceilings and walls and other waste reduction initiatives, • install a solar hot water system see page 102 in Goal 4. • consider using renewable energy sources such as solar.

26 Bayside City Council Annual Report 2014/15

The social environment

Wellbeing for All Ages and The following are key highlights from the four actions plans, presented in the three goal areas of the WAAA. Abilities Strategy 2013-2017 Encouraging people to Goal 1: An engaged and supportive community lead healthier lives – and An engaged and supportive community is one where people feel valued, building environments that respected and are able to have their basic needs met. At one level, it represents the degree to which individuals feel connected with their help them to do so – is communities; however, more broadly it is the strength and resilience an important challenge within communities and organisations that sustains positive mental for our whole community. health. An engaged and supportive community allows people, from Bayside’s Wellbeing for All all ages and abilities, access to services and resources that enhance their wellbeing and enables them to live a fulfilling life. Ages and Abilities Strategy (WAAA) integrates our Key achievements for 2013/14 included: planning for wellbeing • Council’s Youth Services and Aged and Disabilities Services across all the life stages departments partnered with Firbank Grammar to deliver an for all Bayside residents. iPad learner program to seniors in the community. Firbank students volunteered to develop the program with the support The WAAA was developed in of Council Youth Workers and delivered the program to 75 conjunction with community members, seniors over nine sessions. The program was a great success as well as the organisations that with both young people and seniors benefiting. provide health, care, education, social supports and services to • A mid-term review of the DAP took place in May 2015 where people of all abilities, from early community members were informed about the progress of DAP childhood throughout their youth, actions. Positive feedback was received to indicate that the adult lives and older years. DAP was “on track” or consistent with community needs. • Council delivered a universal parent education program that informs The WAAA outlines community needs and supports parents regarding their children’s development. Over and policy contexts and identifies 630 community members attended, up from 192 in the previous year. three broad goals and 14 objectives for wellbeing. The WAAA is supported • A Family Fun Day event was held at a local public housing estate. by four action plans: Early Years Action An estimated 40 community members attended the event, with a Plan; Disability Action Plan; Healthy significant number of children. Council and other community-based Community Action Plan; and the Youth organisations engaged with the community, provided information Action Plan. These action plans identify and linked individuals with available services. Council received very actions that will be taken by Council positive feedback and is working with Council partners to explore and partners to achieve the goals how we can continue to support this community group. and objectives set out in the WAAA. The WAAA meets the requirements of the Public Health and Wellbeing Act 2008 and Disability Act 2006. In accordance with the Acts, a more Liveability detailed report against the Bayside Disability Action Plan 2013-2017 can be found on page 82.

27 Goal 2: Goal 3: A healthy and active community Safe and sustainable environments Eating well and being physically active is important to A safe environment where people can live, work and play maintaining and protecting the longevity of good health has a direct impact on the community’s physical, social and wellbeing. Barriers to nutritious food choices are rising and emotional wellbeing. Whilst Bayside is one of the and include: increased access to cheap junk food, less safest municipalities in Victoria, issues relating to crime, time to cook and prepare food at home and to gain road safety, family violence, safety in the home and in work-life balance. public places do occur, and can have an impact on individuals, families and the community. By improving the built environment, we can have a major effect on people’s physical activity. Well-designed walking Extreme weather events relating to climate change may paths, bike tracks and parks offer affordable and equitable also impact on the safety of the community, specifically opportunities for people to be active. the more vulnerable groups.

Key achievements for 2014/15 included: Key achievements for 2014/15 included: • Stress management support groups were run by • Bayside’s “Say No to Bullying” was a forum for primary Youth Services at local schools during term three. school students to come together and take a stand The sessions focused on ways for young people to against bullying in their schools. The one-day forum was support themselves through the VCE exam period. attended by 75 students from five local schools, with The group provided a safe and confidential space for one session focusing on online bullying and cyber safety. the members to discuss their personal stories and • A total of 1,903 Family Violence Risk Assessments were ask questions. Feedback from the Student Welfare completed by Maternal and Child Health Services. Coordinators stated that the group members felt more • The implementation of foreshore risk management comfortable during their exams and performed better renewals including slope and path stabilisation, safety than before the support group was established. fencing and stair repairs along the Bayside foreshore. • Retrofitting to create better access to Council buildings was carried out on the Black Rock Activity Centre, the Gordon St Kindergarten, the Brighton and Hampton Senior Citizens’ Centres and the Beaumaris Bowls Club. Improvements included accessible toilets, ramps, walkways and driveway access for improved access. These have improved access for those community members with a disability. • Council partnered with the former Bayside Medicare Local and a range of stakeholders to develop and implement the Child and Youth Directory, an online portal for access to local services and support for families and professionals. • The Bayside Walking Strategy 2015–2025 (adopted June 2015) demonstrates Council’s commitment to increase the number of people who choose to walk more often for short trips within the municipality.

28 Bayside City Council Annual Report 2014/15 “Bayside’s Wellbeing for All Ages and Abilities Strategy integrates planning for wellbeing across all the life stages for Bayside residents.” Liveability

29 People Awards and recognition

Australia Day Awards Recognition of citizenship Over 300 people celebrated Australia Australian Citizenship enables Day 2015 at Council’s Annual Australia people to participate fully in our Day Celebrations at Kamesburgh inclusive society, realise aspirations Gardens, North Road Brighton. The and achieve their full potential celebrations included a flag raising regardless of race, background, “Recognising ceremony and address by Australia gender, religion, language or Day Ambassador, Dr Sally Cockburn. place of birth. members of our This was followed by a Citizenship In the year to 30 June 2015, Bayside Ceremony and the announcement hosted seven major ceremonies and community.” of the 2015 Australia Day Awards. a special ceremony was conducted The 2015 Australia Day Citizen at Kamesburgh Gardens, as part of of the Year was awarded to celebrations to mark Australia Day Liz Dawes who is an outstanding 2015. During the year, Certificates community leader and advocate of Australian Citizenship were for brain tumour matters through presented by the Mayor to more the establishment of the Robert than 600 residents, many of whom Individuals and community Connor Dawes Fund, to provide shared the occasion with the support organisations contribute greater community awareness and of relatives and friends. much needed funds for research. to life in Bayside in many Citizenship ceremonies are coordinated varied ways. Council The 2015 Young Citizen of the and hosted by Council on behalf of formally recognised these Year was awarded to Alexander the Australian Border Force, formerly Walton who is an active contributor known as the Department of contributions with a to the welfare of young people Immigration and Border Protection. number of civic receptions through his commitment and Representatives of the Australian including the Australia dedication to surf rescue at the Electoral Commission were also Day Awards, Carers’ Week Hampton Life Saving Club. present to assist the new citizens with the electoral enrolment process. and Volunteers’ Week. For more information about these awards, please contact Council’s Governance and Performance Department on (03) 9599 4327.

30 Bayside City Council Annual Report 2014/15 Letters under seal 5 years Formal letters of Council were Jessica Cannata Mark Nehls Kam Chao presented to the following individuals: John Celmanski Claire Searle Leanne Dade Letters under seal of Council – Lynette Christopher Susanne Wulf Frank Goodwin Letters of congratulations Vivienne Colmer David Dawes Teneille Mahony • 9 September 2014, Mr John van Antonino Conti Ayumi Dentry Jillian Mulroyan Wisse recognised for his world Lynette Dowie Anthony Knight Sasha Orive-Gorman record-breaking performance in Jennifer Grogan Danuta Lademann Jarrod Slattery the Arch to Arc ultra-triathlon from Reuben Harris Karen Althoff Damien Wust London to Paris in August 2014. Paule Kelly Michelle Fleischer Junko Sasaki • 5 November 2014, Cr Laurence Mary Markowski Claudette Francis Katanya Barlow Evans was recognised for his Mayoral term of office for the Ruby McDonald Matthew Kelleher 2013/2014 Council year. Michael McGrath Francis Walsh • 11 December 2014, Mr John Thomson was recognised for his 10 years ongoing service to Council’s Audit Miranda Jenkins Horacio Correa Trevor Mackay Committee over many years. Elizabeth Joyce Valerie Rutherford Steve Pantazis James Meunier Michelle Conway Marion Sheedy Recognising years Fred Nicholas Robyn Corser Rose Maria Ciampoli of service Vicki O'Connor Lisa Fitzgerald Renae Shuwalow Bayside City Council is proud of the Peter Weerakoon Ludmila Gilberg dedication of staff members and the contribution they make to the health 15 years and wellbeing of our community. Janice Anderson Ursula Faas Con Tsekouras A number of staff members have Michelle Boyle Koula Blyth Joan Crook celebrated significant years of service to the organisation during 2014/15. Valerie Dorber Joanne Summers Staff reaching significant milestones in 2014/15 were: 20 years Alex Lyons John Stokes Elizabeth Thompson Pamela Smyth Theo Tsalkitzakos 25 years Glynis Eagland Jill Watson Carolyn Ikin 30 years People Janet Chalmers Shirley Zaitman Sandra Nebel

31 Recognising staff who go above and beyond This year Council continued to recognise staff through its formal Staff Reward and Recognition Program. The program recognises staff who go above and beyond their work requirements in support of our commitment to the Business Excellence Framework© (see page 171), and Council’s vision to making Bayside a better place. These staff members achieved recognition awards this year:

Staff Recognition Awards – team nominations

Work experience for Berendale students Rose Maria Campioli, Sue Putt, Catherine Saffer

Black Rock Activity Centre Service Dianne Banks, Rose Maria Ciampoli, Carolyn L’Huillier, Ian Mackinnon, Kim Muir, Erdem Ozlu, Gary Prestedge, Sue Putt, Christine Rankine, Jennifer Robinson, Timothy Robinson-Szabo, Liebe Shannon

Charter of Accounts Project Team Chris Cheng, Chris Krug, Peter Liu

Computer Technology Support Team Leony Graham, Lynda Hayton, Trevor Mackay, Norman Mendoza, Ashlee Ttofari, Jill Watson, Phill Webb

Evacuation Team Georgina Coram, Tony Ljaskevic, Anura Seneviratne-Epa, Helen Quinton, Catherine Saffer, Stuart Lang, Imogen Kelly, Jo Long

Event Management Team – Christmas Carols Bill Shanahan, Georgia Starke, Matthew Thornton, and Bright ‘n’ Sandy Food and Wine Festival Damien Van Trier

ANZAC Centenary Dawn Service Terry Callant, Janice Pouw

Organisational Development Team Charlotte Farrugia, Helen Betros, Kate Harding, Matt Hunt, Marg Burge, Georgie Coram

Revenue Services Desley Baldock, Tanya Conn, Glynis Eagland, Michelle Evans, Peter Hatley, Roy Johnstone, Simone Jury, Christine To

Youth Services Emily Buttriss, Adam Carter, Kelly Edwards, Sharon Williams

32 Bayside City Council Annual Report 2014/15 Staff Recognition Awards – individual staff members

Shen Chang Renee Turner Richard White Virginia Howe Jill Watson Liz Casey Helen Lloyd Peter Butterworth Sean Leneghan Sue Phipps Kimberly Lancaster Richard White Janice Pouw Leanne Stray David Neill Zoe Quinn Peter Watson Karen Louden Sara Townsend Borka Radovic Charlotte Farrugia

Carers Our volunteers Without this dedicated army of skilled volunteers, Council would not be able In 2011, 4 per cent of Bayside’s Volunteers make a vital contribution to to deliver a diverse range of programs, population, or 3,635 people, reported Bayside. Council relies on volunteers some of which include: needing day-to-day assistance to help in the delivery of our services, because of disability, long-term health events and environmental initiatives. • monitoring, maintaining and conditions or old age. According to the During 2014/15, Council’s teaching others about our 2011 Australian Census of Population commitment extended to the valuable natural environments and Housing, 8,746 people in Bayside, appointment of a full-time Volunteer • supporting older residents through or 12 per cent of our population, were Planning and Development Officer meal deliveries, transport and carers providing unpaid assistance to who works to ensure the efficient access to social activities a person with a disability, long-term coordination and support of Council • assisting residents with dementia illness or old age. volunteers, as well as working in to improve their wellbeing collaboration with the community to Day in day out, carers improve through the exploration of art facilitate the process of strengthening the lives of those they care for by • home delivery of library items and supporting community providing practical help, comfort for those experiencing difficulties volunteerism. and reassurance. Anyone at any time in accessing services and free can become a carer. Particularly as Bayside has higher-than-state average education sessions about a our population grows, there is an number of residents who choose to range of topics from hand-held increasing chance that you personally volunteer their time and skills across mobile devices to genealogy. are a carer, need a carer or know a broad range of community activities. Council recognised volunteer a carer. These high participation rates are also contributions by hosting three events reflected within Council; with over Carers come from all walks of life, during National Volunteers Week in 400 volunteers currently registered to all cultures and all religions. However, May 2015. The events were attended assist in the delivery of services to the there is one common denominator: by over 200 people who were community, and residents sharing their all carers play a vital role in helping recognised for their achievements expertise as members of our advisory someone to have a better quality of in Community Service, Supporting committees and reference groups. life. In recognition of the contribution our Youth and participating in Together, these volunteers give on that carers make to the lives of so Environmental Sustainability programs. average over 1,200 hours of their many people, a high tea for Bayside time back to Bayside per month. This year, Council reviewed its carers was held at the Hemisphere management practices to better Conference Centre on 16 October support volunteers who assist Council 2014, delivered in partnership with in service delivery. As a result of this Alfred Health Carer Services. The review, improvements have been made event provided an opportunity for in program development, recruitment, carers to come together to support induction, retention and evaluation. one another and share ideas and information. People

33 part 1

page 36 page 40 Our community Our council The Bayside community will be well Establishing the strategic direction informed and will have opportunities of the municipality, advocating for to actively participate in Council the local community and taking decision making into account their diverse needs page 48 page 52 Our organisation Our people Council is committed to making We understand that people are the key Bayside a better place. ensuring to our success. Ensuring staff have the we are delivering the right services skills and knowledge to deliver the for our community highest quality service is our priority

34 Bayside City Council Annual Report 2014/15 “Bayside is characterised Overview by quality residential areas and is also home of Bayside to a variety of businesses.”

The area Bayside’s history The City of Bayside The City of Bayside covers an area of The area now known as Bayside Bayside City Council was 37 square kilometres, with its northern was originally inhabited by the Boon boundary eight kilometres from the Wurrung people of the Kulin nation. created on 14 December Melbourne’s central business district. The coastal land from Brighton to 1994. It comprises the The coastline of Port Phillip Bay forms Mordialloc is the traditional country former cities of Brighton the western boundary of Bayside, of the Ngaruk Willum clan of the and Sandringham and while the Nepean Highway and the Boon Wurrung people. Melbourne to Frankston railway line parts of the former cities of European settlement dates from form most of the eastern boundary. Mordialloc and Moorabbin. 1841 when Henry Dendy purchased The City of Bayside is adjoined to his “special survey” area from the The first election of Bayside City the cities of Port Phillip, Glen Eira and government. This area encompasses Council was held on 15 March 1997. Kingston. Bayside encompasses all modern-day Brighton, Brighton East, Since this time, Council elections have or part of the suburbs of Beaumaris, Bentleigh and McKinnon. The Brighton been held in 2000, 2003, 2005 and in Black Rock, Brighton, Brighton East, area was subdivided and sold in the November 2008. Cheltenham, Hampton, Hampton East, 1850s. From the 1860s growth was Bayside City Council currently consists Highett and Sandringham. prompted by the opening of the railway line. of one three-Councillor ward and two Bayside is characterised by quality wards with two Councillors each. residential areas and is also home Development of areas further south to a variety of businesses. along the coastline followed in the late 1800s, aided by improved access. Residents and visitors alike enjoy Substantial growth took place during Bayside’s numerous parks, reserves, the inter-war and post-war periods, foreshore, local retail centres, excellent with areas furthest from the railway line sporting and recreational grounds and such as Brighton East and Beaumaris buildings, heritage buildings and sites, characterised by post-war housing art galleries and festivals. development. Bayside’s coastline stretches for 17 kilometres from Head Street, Brighton, in the north to Charman Road, Beaumaris, in the south. It features many attractions such as: the Ricketts Point Marine Sanctuary; the Artists’ Walking Trail; the Red Bluff Cliffs; the bathing boxes at Dendy Street beach; and Middle Brighton Sea Baths.

35 Our community

Population Year (ending June 30) Estimated residential population In the past decade, the population of the City of Bayside has steadily 2004 89,394 increased from 89,088 in the year 2005 89,873 2003, to 99,947 persons as at 30 June 2014. 2006 90,807 2007 92,041 According to the Australian Bureau of Statistics’ 2011 Census of Population 2008 93,535 and Housing, the suburbs of Brighton, 2009 94,850 Brighton East and Hampton had the largest populations in Bayside. 2010 95,594 The Bayside community was largely 2011 96,119 Australian-born (71 per cent). Main 2012 96,992 overseas countries of birth were the United Kingdom, New Zealand and 2013 98,295 South Africa. There were 155 persons 2014 99,947 in Bayside who identified themselves as Indigenous Australians. Looking at the age profiles of Bayside A total of 71 per cent of Bayside’s Eight out of 10 Bayside residents compared with Greater Melbourne, 34,700 households were family spoke English at home (82 per cent) there were some key differences households comprising couples and the main non-English languages particularly: or single parents with children, and couple only households. Many spoken at home were Greek, Italian • the proportion of adults in the couple-only households were older and Russian. In the last 10 years, there ‘young workforce’ (7.9 per cent or middle-aged couples. Lone-person has been a substantial increase in the Bayside, 15.5 per cent Melbourne) households (mostly older and middle- proportion of Mandarin and French • the proportion of frail aged speakers and a small but growing aged people) comprised 23 per cent persons (3.6 per cent Bayside, of all Bayside households in 2011. population of Bayside residents 1.8 per cent Melbourne). speaking Hebrew and Hindi. Two-thirds (66 per cent) of Bayside’s Other differences of note in the employed residents travel outside the Over the 2011 to 2014 period, the Bayside age profile were the higher majority of migrants settling in Bayside municipality to work – predominantly proportions of primary schoolers, to the cities of Melbourne, Kingston were from the skilled stream, which older workers and pre-retirees, empty is consistent with the national trend. and Port Phillip – whilst 25 per cent nesters and retirees aged 60 to 69, of employed people in Bayside live The majority of migrants to Bayside seniors aged 70 to 84; and the lower came from the United Kingdom, China, and work in the area. The top eight proportions of young adults aged 18 to occupations of Bayside residents South Africa, the United States of 24 compared with Greater Melbourne. America and India. were: sales assistants; advertising; The high proportion of frail aged public relations; sales managers; persons in Bayside is of crucial accountants; general clerks; chief importance for Council given the executives; and managing directors. resources required for the Home and Community Care Service and the provision of community facilities such as meeting places for seniors.

36 Bayside City Council Annual Report 2014/15 There were about 24,700 people Bayside employed at locations within Bayside Bayside population age profile Greater Melbourne (both Bayside residents and those 20 who live elsewhere). The top five occupations of workers located 16% in Bayside were: sales assistants, 15 16% 15% registered nurses, primary school 15% 14% 13% teachers, retail managers and 13% 12% 12% 12% secondary school teachers. 10 12% 10% 10%

The Australian Bureau of Statistics 9% Percentage

calculates disadvantage scores for 7% 6% all areas in Australia and for Bayside. 5 6%

The high score indicates that the 4% municipality had a relative lack of disadvantage when compared with 0 most other local government areas 0–9 10–19 20–29 30–39 40–49 50–59 60–69 70–79 80+ in Victoria, and to metropolitan Melbourne. Service age group (years) Source: ID Consulting Pty Ltd, 2013, City of Bayside Community Profile (2011 census) However, there are some important differences between the Bayside suburbs and within local neighbourhoods, with some pockets Bayside household types of Bayside having higher levels of Couples/single disadvantage. The index scores 0.88% parents with children <15 show that Hampton East was the 2.24% most disadvantaged suburb in 4.02% Couples/single Bayside ho parents with Bayside and, the more disadvantaged 4.11% children >15 neighbourhoods closely matched 22.35% 5.09% Older lone the locations of Bayside’s larger persons public housing estates. 5.52% Older couples These indices are commonly used Middle-aged couples by government organisations to allocate grants and program funding 7.07% Middle-aged lone persons only using the local government area Couples/single scores, so Council often needs to 17.57% 8.36% parents with mixed advocate regarding the “scattered aged children disadvantage” in the municipality. Young couples 10.88% Young lone 11.91% persons Other households Sour Group households Other families

37 The three levels of government in Australia

There are three levels of Federal government State government government in Australia: The municipality of Bayside is located The state government of Victoria is federal; state or territory; within the Federal seat of Goldstein made up of two houses, the Lower and local. Bayside is which is represented by The Hon. House and the Upper House. represented at each of Andrew Robb AO MP, who is also the Minister for Trade and Investment. Lower House these levels of government: Mr Robb’s electoral office is located Bayside City Council spans across at 368 Centre Road, Bentleigh. three legislative assembly districts of For matters relating to federal the state government: the district of government, Mr Robb can be Brighton; the district of Sandringham; contacted on 03 9557 4644. and the district of Bentleigh.

District of Brighton The district of Brighton is represented by The Hon. Louise Asher MP. Ms Asher’s electoral office is located at 318 New Street, Brighton. For matters relating to state government,3 Ms Asher can be contacted on 03 9592 1900.

District of Sandringham The second legislative assembly district is Sandringham which is represented by Mr Murray Thompson. Mr Thompson’s electoral office is located at 56-60 Bay Road, Sandringham and he can be contacted on 03 9598 2688.

District of Bentleigh The third legislative assembly district is Bentleigh which is represented by Mr Nick Staikos MP. Mr Staikos’s electoral office is located at 523 Centre Road, Bentleigh East, and he can be contacted on 03 9579 7222.

38 Bayside City Council Annual Report 2014/15 Upper House In addition, the municipality is within the electoral boundary of the Legislative Council region of the Southern Metropolitan region. The region is represented by five members who are located at the following electoral offices: Ms Margaret Fitzherbert 306 Bay Street, Port Melbourne 03 9681 9555 The Hon. David Davis Suite 4/976 Riversdale Road, Surrey Hills, 03 9888 6244 Mr Phillip Dalidakis 281 Centre Road, Bentleigh 03 9557 1500 Ms Sue Pennicuik 206 Bay Street, Brighton 03 9530 8399 Ms Georgie Crozier Shop 1&2/667-669 Glenhuntly Rd, Caulfield, 03 9555 4101 Above: Upper House map highlighting the southern metropolitan region

Local government Local government is the third tier Bayside City Council is one of the The municipality of Bayside is of government in Australia and 79 local governments across Victoria represented by seven democratically is often regarded as the closest level operating in accordance with the elected representatives for a term of government to the community. Victorian Local Government Act of four years which expires in Local governments work in partnership 1989. This Act sets out the powers, October 2016. with the federal and state governments duties and functions of Council. and other agencies, and local governments play a pivotal role in providing more than 100 services and programs to the community and advocating to other spheres of government on behalf of residents on a wide range of issues.

Local government – Victoria

Bayside

Above: Bayside City Council is located on the coastline of Port Phillip Bay, Melbourne, Victoria.

39 Our council

Bayside’s Electoral structure In 2008, Bayside underwent an Electoral Representation Review by the Victorian Electoral Commission. As a result of that review, Bayside was restructured into three multi-member wards.

Bayside City Council has two wards, each consisting of two Councillors, and one ward consisting of three Councillors (effective November 2008).

40 Bayside City Council Annual Report 2014/15 Northern Ward The role of Council The role of The Northern Ward of the City The Victorian Constitution Act 1975 of Bayside includes the provides for a “system of local Councillors suburbs of Gardenvale, government consisting of democratically Councillors have a critical role in Brighton North, Brighton, elected councils having the functions ensuring responsible and accountable Middle Brighton and part of and powers the Parliament considers governance. As elected community Brighton East. necessary to ensure the peace, order representatives, our Councillors are and good government of each involved in determining priorities and Northern Ward statistics municipal district”. policies and establishing the strategic direction of the City of Bayside (see Number of voters 21,014 Through the Local Government Act page 131 for more information). Number of properties 13,362* 1989, the legal status, purpose and Square kilometres 9.618 objectives of councils are formalised Councillors are bound by the Code and a range of functions and powers of Conduct under the provisions of Number of Councillors 2 are provided and duties imposed. the Local Government Act 1989. The elected council is responsible for The Code outlines the legislative these functions and powers including requirements and expectations of Central Ward establishing the strategic direction of Councillors when representing The Central Ward includes the the municipality. Council and in their dealings with suburbs of Brighton Beach, the community, Council staff and Council has a number of roles including: Hampton, Sandringham, each other. Hampton East, Cheltenham, • taking into account the diverse To ensure commitment to the code, Highett and parts of Middle needs of the local community all Councillors have signed a Statement Brighton and Brighton East. in decision making of Commitment to the Code of • providing leadership by Conduct for Councillors. Central Ward statistics establishing strategic objectives The Code of Conduct, together with Number of voters 27,468 and monitoring achievements the Local Government Act 1989 • ensuring that resources are Number of properties 18,564* and Council’s Governance Local managed in a responsible Square kilometres 14.747 Law Number 1, are the three most and accountable manner Number of Councillors 3 important documents for Councillors • advocating the interests of to rely on in undertaking their role. the local community to other communities and governments Southern Ward • fostering community cohesion The Southern Ward includes and encouraging active the suburbs of Beaumaris, participation in civic life. Black Rock and part of Sandringham and Cheltenham. Policies and procedures are developed and certain responsibilities are delegated to the Chief Executive Officer who, in Southern Ward statistics turn, may delegate to other Council Number of voters 20,703 Officers to enable the function of Council Number of properties 12,325* to be undertaken in an accountable, Square kilometres 12.595 efficient and effective manner. Number of Councillors 2

*These figures include all property categories. 41 The role of Council Extraordinary the Mayor elections 2012 vacancy Each year at the Annual Meeting Victorian Local Government Elections On 27 November 2013, Central Ward of Council, Council elects a Mayor are held every four years where the Councillor Stephen Hartney resigned for a 12-month term to: Bayside community elects seven as a Councillor of Bayside City Councillors to represent community Council. As a direct result of his • lead, inspire and support interest. The 2012 general elections resignation, an extraordinary vacancy the team of Councillors were conducted on Saturday 27 existed and accordingly, the Victorian • chair Council meetings, October 2012 by the Victorian Electoral Commission was engaged encourage Councillors to Electoral Commission (VEC) on to conduct a countback to fill the participate and work together, behalf of Council and the following extraordinary vacancy. and enhance good governance Councillors were elected: The countback was held at 9.00am • promote civic pride and goodwill on Monday 6 January 2014 at the • support and engage the community Northern Ward Corporate Centre, Royal Avenue • advocate to other levels of Alex del Porto, Michael Heffernan Sandringham and the voting process government on key issues on was open to the public to view. behalf of the community Central Ward As a result of the countback, the successful candidate was Mr Bruce • work with the Chief Executive Felicity Frederico, Lowe. Mr Lowe completed his Officer to ensure Council Stephen Hartney, James Long achieves its objectives. declaration of eligibility and was duly declared elected by the Cr Laurence Evans served as Mayor Southern Ward Returning Officer at 11.30am from 7 November 2013 to 7 November Heather Stewart, Laurence Evans on Monday 3 January 2014. 2014, at which time Cr Felicity Frederico was elected Mayor on A Special Meeting of Council was 7 November 2014. conducted on 14 January 2014 where Cr Bruce Lowe was officially sworn in as a Councillor and undertook the Oath of Office in accordance with Section 61(1) of the Local Government Act 1989. As a result of the extraordinary vacancy filled on 6 January 2104, the Bayside City Councillors consist of:

Northern Ward Alex del Porto, Michael Heffernan

Central Ward Felicity Frederico, Bruce Lowe, James Long

Southern Ward Heather Stewart, Laurence Evans

42 Bayside City Council Annual Report 2014/15 “ Council elects a Mayor for a 12-month term to promote civic pride and goodwill and support and engage the community.”

43 Councillor profiles

Cr Alex del Porto Cr Michael Heffernan (Northern Ward) (Northern Ward) Councillor Alex del Porto was first elected to Council in Councillor Michael Heffernan was first elected to Council 1997 and was Mayor of Bayside City Council in 1998-99, 2000-2003 and was re-elected in October 2012. 2004 and 2010/11. Cr del Porto was elected Chairman Michael has lived in Bayside for more than 27 years, of the Planning and Amenity Committee for 2014/15 and is married to Inge and has two adult children. is also the Chairman of the Bayside Arts and Culture Advisory Committee. Michael has extensive financial experience and is a sharebroker and economist with Phillip Capital Alex has lived in East Brighton for the past 30 years and is Sharebrokers, having previously worked as an economist married with four adult children. He has a Bachelor of Arts with the Commonwealth Government, and also Chief (Hons) and Master of Arts from Melbourne University and Economist/Lawyer with the Australian Stock Exchange. postgraduate qualifications in secondary education from Australian Catholic University. Alex is currently a teacher in Michael was awarded Stock Picker of the year 2013 by the private school sector. the Australian Stockbrokers Foundation. Cr del Porto takes a keen interest in the financial Michael is well respected and a frequently quoted media sustainability with particular emphasis on financial restraint commentator on market and economic events. He is also without having a detrimental effect on the provision of heavily involved with the educational side of the industry as Council services, and investigating other sources of income a part-time lecturer in Kaplan’s (formerly Securities Institute rather than relying on rates. Alex has been instrumental in of Australia, and FINSIA) Graduate Diploma courses, among the construction and sale of additional bathing boxes along other positions. Dendy Street Beach to provide additional revenue for the Michael has a strong commitment to community as a proposed redevelopment of Brighton Life Saving Club and volunteer solicitor for more than 30 years with Bayside the Dendy Street Beach surrounds. Legal Aid, an Honorary Director at Sandybeach Community Alex has also continued his strong passion about Centre, and as a member of the Monash Heart Strategic maintaining Bayside’s heritage and character for Advisory Board and speaker on the share market and future generations. economy to various community groups on a “no-fee” basis. Alex is conscious of the growing demand on community For the financial year 2014/15, Cr Heffernan represented services and continues to take a real interest in delivering Bayside City Council on the following committees: services of the highest quality to our residents. Arts and Culture Advisory Committee For the financial year 2014/15 Cr del Porto represented • Audit Committee Bayside City Council on the following committees: • Chief Executive Officer’s Employment Matters Committee • Arts and Culture Advisory Committee • Bayside Business Network and Economic • Arts and Heritage Collection Committee Development Annual Summit. • Planning and Amenity Committee.

44 Bayside City Council Annual Report 2014/15 Cr Felicity Frederico (Central Ward) Councillor Felicity Frederico was first elected to Council in For the financial year 2014/15, Cr Frederico represented 2008, and was elected Mayor of the City in November 2014. Bayside City Council on the following committees: Cr Frederico is a lifetime resident of Bayside where she lives • Mayor of the City (November 2014 – June 2015) with her young family in Hampton. • Council’s delegate to the Municipal Association of Victoria Felicity is passionate about her community, in particular • Metropolitan Waste Management Forum the inter-relationships and foundations it provides for our delegate (July 2014 – November 2014) community wellbeing. She believes proactive listening and • President of the Association of Bayside Municipalities talking with the community is one of the critical roles as a • member of the MAV Planning Committee Mayor and Councillor. Felicity has an active role in the local and wider community and her current involvement includes: • Co-Chair Bayside Tourism Network • Delegate to the Bayside Business Network • Board member of the South Metro Junior Football League Economic Development Annual Summit • Trust member of the Southern • Communications Committee Metropolitan Cemeteries Trust • Audit Committee • Community Representative on the Perinatal Services Advisory Committee • Bayside Sports and Recreation Network • Vice-President of Firbank Senior • Chief Executive Officer’s Employment School Parents’ Association Matters Advisory Committee • member of the Sandringham Hospital • Inner South Metropolitan Mayors’ Forum Capital Appeal Steering Committee • Treasurer of the Australian Local Government • Co-Chair of the SUPVic Mad Paddle Committee Women’s Association (ALGWA - Victorian Branch) (Stand-up paddle fundraiser for the • Vice-President of the Australian Local Sandringham Hospital) Government Women’s Association (ALGWA • Patron of the 2015 PRG 24-hour Charity Ride - Victorian Branch) Metro Region (24- hour cycle fundraiser for the Sandringham Hospital) • Age Group Manager for Hampton Life Saving Club. Felicity’s interests include stringent financial control; sustainable and efficient practices; healthy and active communities; ensuring communications are timely, relevant and accessible to all residents; and encouraging a positive, connected and engaged community. Felicity has a strong marketing background spanning more than two decades. She has tertiary qualifications in both Tourism and Marketing. Felicity has worked for large multi-national and medium-sized companies specialising in developing and implementing Marketing plans and strategies. Cr Frederico is a keen local tennis player, runner, dog walker and stand-up paddler.

45 Cr Bruce Lowe Cr James Long BM JP (Central Ward) (Central Ward) Councillor Bruce Lowe was elected to Council in January Councillor James Long has represented Bayside as 2014, following the resignation of Councillor Stephen Hartney. a Councillor since 2005 and was Mayor of Bayside in 2008/09 and has served three terms as Deputy Mayor. Bruce is a resident of Brighton and has been married for 28 years with two adult children. James is an East Brighton resident who graduated from Deakin University with a Bachelor of Arts (Multi-discipline). Bruce is a well-respected local community member, having He is also the recipient of The Bravery Medal (Australian had a distinguished career for over 18 years attaining the rank Honours Year 2000) and the Australian Defence Medal (Year of Detective Sergeant for Victoria Police. During his time for 2008). James is also a foundation member of the Australian Victorian Police, Bruce was awarded the National Police Bravery Foundation; Foundation Director of Melbourne City Service Medal and the Ethical Standards’ Medal and has Opera; Past President of the Australian Bravery Association; been awarded several commendations after being involved and Past Assistant District Governor of Rotary District 9800. in a number of major investigations including the 1987 Hoddle Street Massacre, the Mercy Hospital shooting and other For the financial year 2014/15, Cr Long represented Bayside major incidents. City Council on the following committees: Bruce has worked as an investigator for the Building • Deputy Mayor (November 2014 – July 2015) Commission and a number of local councils and brings a • Bayside Built Environment Awards Committee broad-based, practical approach to his role as a Councillor. • Bayside Film Festival Judging Panel He is currently a consultant to the restaurant industry and is a keen golfer and fisherman. • Metropolitan Transport Forum delegate (July 2014 – November 2014) Bruce has been advocating strongly for the control • Chief Executive Officer’s Employment of Indian Myna birds within Victoria. Matters Advisory Committee. For the financial year 2014/15, Cr Lowe represented Bayside City Council on the following committee: • Chief Executive Officer’s Employment Matters Advisory Committee • Audit Committee • Bayside Sports and Recreation Network.

46 Bayside City Council Annual Report 2014/15 Cr Heather Stewart Cr Laurence Evans (Southern Ward) (Southern Ward) Councillor Heather Stewart was elected to Council in Cr Laurence Evans was elected to Council in November October 2012. 2012, and was elected Mayor of the City of Bayside from November 2013 to November 2014. Cr Stewart has lived in the south of Bayside all her life and is a proud Cheltenham resident who enjoys visiting the He was a Councillor with the former City of Sandringham Bayside’s wonderful beaches, parks, libraries and cafes with from 1984 to 1991 and Mayor of the City of Sandringham her husband, and could not think of a more wonderful place from 1990 to 1991. to live, rest and play. Cr Evans has lived in Bayside all his life, as have his parents, Cr Stewart holds a Bachelor of Science (Hons) Degree, grandparents and great grandparents. with botany and ecology majors from Melbourne University, Cr Evans is married to Jenny with three adult children and which has led to her current environmental planning role six grandchildren. at a municipal council in Melbourne’s east. He has a strong passion for the foreshore and the natural Cr Stewart’s goal is to balance the competing needs of local and built environment and a deep commitment to the flora and fauna with the increasing population and demand community of Bayside in all age groups. for additional housing in Bayside. Heather is extremely passionate about maintaining Bayside’s significant leafy His commitment to aged care is evident as Cr Evans is character and strives to ensure Bayside remains a desirable a founding community member of the Sandringham Aged city in which to live. Care Association Inc. (SACA), a committee charged with running Fairway Hostel, a “not-for-profit” 62-bed hostel for Heather has a keen interest in how the new residential planning the aged, which was started when he left Sandringham zones can contribute to protecting local character, and is keen Council in 1991. to explore ways in which the planning system can contribute to enhancing Bayside’s liveability and unique character. As a retired Architect and Councillor he can also have a strong professional input into the planning of the municipality. Heather is extremely supportive of local kindergartens and their long-term viability to support the families of Bayside For the financial year 2014/15, Cr Evans represented and she is passionate about improving local playgrounds Bayside City Council on the following committees: to provide a safe and innovative play space for children in • Communications Committee which they can exercise and enjoy. Heather also has a strong passion for the Bayside Community Plant Nursery • Inner South Metropolitan Mayors’ Forum and can be often seen among the many indigenous tube • Chief Executive Officer’s Employment stocks at the nursery. Matters Advisory Committee For the financial year 2014/15, Cr Stewart represented • Audit Committee Bayside City Council on the following committees: • Merindah Park Advocacy Spokesperson. • Bayside Built Environment Awards Committee • Chief Executive Officer’s Employment Matters Advisory Committee • Metropolitan Waste Forum.

47 Our organisation

Organisation structure Bayside City Council’s These divisions comprise Council’s The Chief Executive Officer manages the staff and resources of Council, organisation structure major operational activities including services to the community and the as determined by the Victorian Local comprises four service- business and governance functions Government Act 1989. In turn, the oriented divisions, which necessary for an effective and publicly Chief Executive Officer is employed report through directors to accountable body. by and reports to the elected Council. the Chief Executive Officer. The Organisational Development Below is the organisation’s structure and Communications and Customer as at 30 June 2015. Service departments report directly There was no formal change to the to the Chief Executive Officer. organisational structure this year.

CEO PA Karen Parkinson

CEO Executive Manager Executive Manager Communications Organisational Development and Customer Service Adrian Robb Marg Burge Paulina Xerri

Director Director Director Director City Strategy Infrastructure Services Corporate Services Community Services Shiran Wickramasinghe Steven White Mick Cummins Kaylene Conrick

Manager Manager Amenity Manager Governance Manager Family and Building Surveying Protection and Performance Cultural Services Vacant Lili James Reporting Mark Patterson Terry Callant Manager Urban Strategy Manager Asset Manager Aged and Matthew Kelleher Management Manager Finance Disability Services Ken Bott Bill Shanahan Joan Andrews Manager Statutory Planning Stuart Caldwell Manager City Works Manager Commercial Manager Youth David Smith Services Recreation, Events Manager Environmental Jason Stubbs Mark Stockton Sustainability and Open Space Manager Information Simon Hill Services Tony Ljaskevic 48 Bayside City Council Annual Report 2014/15 Executive profile The Chief Executive Officer, four Directors and two Executive Managers form the Executive Team that lead Chief Executive Officer the organisation. “ As Bayside’s Adrian Robb Executive Team, The Executive Team Bachelor of Arts, Deakin University meets weekly to Bachelor of Social Work, we will demonstrate oversee and manage University of Melbourne leadership by working the operations of Bayside Graduate Australian Institute of Company Directors City Council. They also collectively and IPPA Board Member offer Council information supporting each and advice for strategic Before taking up the role of Chief Executive Officer at Bayside City and effective decision other. We will do this Council in June 2008, Adrian was making. Chief Executive Officer at Mount by building capacity Alexander Shire Council. Adrian has approximately 30 years’ and creating change experience in local government and the community sector. This includes so that individuals more than two decades in senior and the organisation management roles across a range of metropolitan and regional local can be the best they government authorities. Adrian is driven by his interest in improving can be.” quality of life and opportunities for people in local communities and a – Executive Team Purpose 2012 commitment to building the ability of local governments to serve and represent their communities. The key strategy areas of Communications and Customer Service and Organisational Development report directly tothe Chief Executive Officer. Adrian is a Fellow of Local Government Professionals (LGPro) and a Fellow of the Institute of Public Administration Australia (IPAA - Victorian Division).

49 Director Executive Manager Director City Strategy Organisational Development Infrastructure Services Shiran Marg Burge Steven White Wickramasinghe Diploma in Human Resources Bachelor of Civil Engineering Diploma in Frontline Management Graduate Diploma in Management Bachelor of Applied Science (Planning) Accredited MBTI facilitator Graduate Diploma (Planning) Steven was appointed Director Marg Burge was appointed Executive Infrastructure Services in October Shiran was appointed Director of City Manager of Organisational 2012. Prior to this, he was Manager Strategy in November 2010. Prior to Development in September 2010. Prior Projects and Strategy at Boroondara this, he was Manager of Planning and to her appointment, she was Manager Council. Steven has more than 20 Building at the City of Melbourne. Organisational Development at years’ experience in local government With more than 20 years’ public Melbourne Water. Marg has more and is responsible for the departments sector planning experience, Shiran is than 10 years’ experience in human that manage and maintain Bayside’s responsible for the departments that resources and organisational infrastructure assets and that ensure manage land use, the environment, development. The Organisational amenity is protected through the strategic development and economic Development Department is administration of local laws and other activity within Bayside. responsible for enabling the regulatory services. Services provided by this organisation to be a great place to Services provided by this directorate include: work and is committed to inspiring directorate include: and developing skilled and engaged • statutory and strategic planning staff. The strategies, programs and • asset management • environmental sustainability processes in place enable the building and maintenance and open space of capacity and capability across the • traffic management and • building surveying organisation. integrated transport • economic development and tourism Services provided by this department • capital project management • waste management. include: • amenity protection and local laws. • human resource management and strategy • organisational improvement • occupational health and safety • learning and development.

50 Bayside City Council Annual Report 2014/15 Executive Manager Director Director Communications and Community Services Corporate Services Customer Service Kaylene Conrick Mick Cummins Paulina Xerri Masters in Business Administration Bachelor of Business Bachelor of Business (Public Administration) Graduate Diploma in Management Postgraduate in Management Paulina Xerri was appointed Executive Mick was appointed Director Manager Communication and Customer Graduate Australian Institute of Corporate Services in June 2012. Service in February 2015. With more Company Directors Prior to this appointment, he was than 20 years’ experience in marketing Kaylene Conrick was appointed General Manager Corporate at and communication, Paulina has worked Director of Community Services Frankston City Council. Mick has for some of Australia’s most successful in December 2011. Prior to her extensive local government experience major events including the 2000 appointment she was Chief Executive in the areas of finance, governance, Olympics and 2006 Commonwealth Officer of Hepburn Shire Council. organisational development, customer Games, Australia’s largest NGO, World Kaylene’s local government experience service and community services. Mick Vision Australia and her most recent spans over 20 years. She has worked is responsible for the departments role as Head of Marketing and in rural and regional Victoria across that provide internal support services Communication at Victoria’s the areas of corporate services, to the organisation. environmental regulator, the EPA. governance and community Services provided by this At Bayside City Council, Paulina is development. Kaylene is responsible directorate include: accountable for the Communications for the departments that contribute • governance and and Customer Service Department. to the health and wellbeing of the performance reporting Paulina’s vision is to lead the customer Bayside community. • financial services focus for Bayside ensuring the Services provided by this community is: involved through directorate include: • information services participatory engagement; is informed • commercial services and has access to information; and • Aged and Disability Services • auditing. has a consistent customer experience • Family Services when accessing Council’s services • Youth Services and support. • Recreation Services The services provided by this • Planning and Social Development department include: • Community Facilities • strategic communication • Library Services planning and consultation • Events • media management and • Arts and Culture Programs issues management and Facilities. • engagement planning and capability support • customer Service • digital communications. 51 Our people

Staff profile Staff profile at 30/6/2015 At Bayside, we understand Total staff 672 that people are the key Total FTE 393.91 to our success. Ensuring Turnover (excludes casual and temporary 9.89% Council staff have the skills arrangements and redundancies) and knowledge to deliver Staff commencing in 2014/15 105 the highest-quality service Staff departing in 2014/15 94* to our community is our Staff living in Bayside 230 (34%) priority. Through the delivery Flexible employee arrangements (e.g.: 48/52) 54 (8%) of our People Strategy, *Total terminations for the FY were 94. Additionally, 43 casuals had not worked in the financial year and were removed Council is demonstrating from the system but recorded as departed in previous financial years according to their last date worked. its commitment to The figures in the graph below represent the total number of employees in the recruiting, developing and organisation. The number of Equivalent Full Time (EFT) positions for 2013/14 retaining its skilled staff. was 400 which is a decrease of 6 EFT from 2012/13. Headcount has also The People Strategy is a decreased in 2013/14 to 704 employees from 721 employees in 2012/13. working document that The reduction in numbers is due to the closure of the Hampton Child Care Centre and a reduction in part-time staff numbers. ensures we are focused on the priorities that will best help us continue our Number of staff work towards making 780 Bayside a better place. 740

700 704 672 660 721

Number of staff 676 620 644

600 2010/11 2011/12 2012/13 2013/14 2014/15

52 Bayside City Council Annual Report 2014/15 Staff numbers 2014/15 2013/14 2012/13 2011/12 2010/11

Total staff 672 704 721 676 644 Total FTE 394 400 406 398 391 Staff living in Bayside 224 (33%) 180 (26%) 209 (29%) 244 (36%) 246 (38%)

A breakdown of employment categories is included for the 2014/15 reporting year.

Employment type Female Male Total

Full-time 118 (52%) 107 (48%) 225 Part-time 247 (81%) 57 (19%) 304 Casual 108 (76%) 35 (24%) 143 Total 473 (70%) 199 (30%) 672

As can be seen in the above table, the full-time female/male ratio remains evenly spread. The number of part-time female employees far outweighs the number of male employees.

Band level Female Male Grand total

Band 1 52 53 105 Band 2 93 13 106 Band 3 47 13 60 Band 4 89 18 107 Band 5 44 26 70 Band 6 51 32 83 Band 7 24 11 35 Band 8 14 16 30 Nurse 40 0 40 Senior Officer Contract 6 16 22 Junior 9 1 10 Other 4 0 4 Grand Total 473 199 672

Employment type by gender Female Male 250 247 200

150 118 100 107 108 Number of staff 50 57 35 0 Full-time Part-time Casual

Employment type 53 Age spread Number of staff (%)

Under 25 29 (4%) 25-34 106 (16%) 35-44 142 (21%) 45-54 168 (25%) 55 and over 227 (34%)

Female

Male

Senior officer contract 6 16 Nurse 40 0 8 14 16 7 24 11 6 51 32 5 44 26 4 89 18 3 47 13 2 93 13 Role classification 1 52 53 Junior 9 1 Other 4 0

0 20 40 60 80 100 120 Number of staff

Role classifications are defined according to skill descriptors in the Local Government Industry Award (Victoria) or the Australian Nursing and Midwifery Award. Salaries are classified according to the salary range scale set out in the Bayside Enterprise Agreement. Further details of salary classifications can be found at http://www.bayside.vic.gov.au/ working_in_bayside/jobs_working_at_bayside.htm#salary

Number of employees per division 500

400 353

300 163

200 Number of staff 100 53 64 32 0 CEO Corporate Infrastructure City Community Services Strategy Services Number of Staff

54 Bayside City Council Annual Report 2014/15 “ Through the delivery of our People Strategy, Council is demonstrating its commitment to recruiting, developing and retaining its skilled staff.”

55 Professional Training courses offered throughout 2014/15 development Foundation/ induction Geographic Information Systems Corporate Induction “Bayside offers quality - Introduction Introduction to HR Processes Understanding Governance development opportunities and Practices to its employees across all Records Management TRIM Customer Focus levels of the organisation. Individual contributor This is achieved through Process Mapping Workshop Self-leadership Research, Information, Surveys Presenting to Groups the use of a training matrix and Evaluation which allows for individuals Procurement Planning and IT Training to identify and enroll in Specification Development Managing Contracts in Local Geographic Information Systems - development programs Government Advanced and initiatives that are Manage my Career Lotus Notes Training aligned to their job level Time Management Understanding Project Management and selected areas of Work-life balance Writing for Customer Service knowledge and skill.” Coordinator/ team Leader SIXceed Leadership Development Program At Bayside, learning and development is encouraged across Management the organisation to enable people Alchemy Leadership Development Program to be effective in their roles and to realise their potential to further Other their careers. Youth Mental Health First Aid Mental Health First Aid A learning culture suggests everyone at Bayside should be looking for opportunities to do This year, 11 staff members undertook a variety of further study courses as a part things differently and to continuously of Council’s Study Assistance Program. Through the Study Assistance Program, improve. An important element of staff are offered partial fee reimbursements upon successful completion of course a learning culture is ensuring that units and receive weekly study time. processes are in place for people to access appropriate learning opportunities and that these Further Study Program Participation opportunities provide a quality experience which, in turn, have a Bachelor of Arts (Communications) 1 positive impact on the organisation. Adv. Diploma of Building Surveying 1 Bayside’s Employee Development MBA 2 Guide includes the following development opportunities for staff: Grad. Dip. Of Arts and Cultural Management 1 • corporate training courses Master Counselling and Psychotherapy 2 • targeted development programs Cert IV in Training and Assessment 1 • external training and Masters in Project Management 1 conference support Masters of Environment 1 • study assistance Bachelor of Building Surveying 1 • professional memberships • coaching and team building.

56 Bayside City Council Annual Report 2014/15 Employee Flexibility and family- satisfaction friendly initiatives “ Overall satisfaction Every second year, our staff complete Council prides itself on a collaborative, rating has risen an Employee Opinion Survey so supportive and inclusive work we can better understand employee environment in which staff are from 71 per cent perceptions and satisfaction levels. motivated to contribute and succeed. In June 2015, we completed our Our focus on work-life balance to 73 per cent third Employee Opinion Survey enables our employees to meet family with 83% of our staff providing and personal commitments, and is placing us in the responses. Highlights from the highly valued by staff as evidenced 2015 survey include: by results of the most recent Employee top quartile of Opinion Survey. • Overall performance rating has benchmarked risen from 68.7% to 69.4% Bayside City Council offers a range placing us in the top quartile of flexible work options under its organisations.” of benchmarked organisations. Enterprise Agreement. These range • Overall satisfaction rating has from part-time work and job-share risen from 71% to 73% also arrangements to working from home. placing us in the top quartile of In consultation with their manager, Work experience benchmarked organisations. employees who work additional hours can elect to take accrued time off and opportunities • Scores in all survey categories have can adjust their starting and finishing improved over the last two surveys, times to assist with family for students demonstrating that improvement commitments. Council also offers continues to occur across all a fractional model of employment, with a disability aspects of our organisation. Providing work experience which is popular with employees as opportunities is an important • Bayside has set new performance it enables them to purchase additional community service. Council works benchmarks in four of the 67 annual leave. survey statements in a database closely with Berendale Specialist of approximately 100 organisations. School to create work experience opportunities for students with a • Bayside’s employee engagement disability. Placements were created score is higher than average for Health and wellbeing Bayside offers a range of events, at child care centres, libraries and local governments undertaking programs and benefits as part of its at Council’s Corporate Centre in the the survey of which there are Employee Wellbeing Program including: records management and customer approximately 70 councils. • ergonomic assessments service areas. These placements The survey results are being used to • walking challenges occurred through the support and drive improvement in the way we work commitment of staff at Bayside • healthy eating seminars together at the organisational and Council who ensured that students and demonstrations departmental levels. gained maximum learning • free flu vaccinations The next Employee Opinion Survey will opportunities. be conducted in 2017. • health awareness promotional packs • monthly wellbeing newsletter publication • lunchtime sport activities such as tennis and yoga.

57 Occupational Total number of WorkCover (Standard) claims reported Health and Safety Bayside City Council is committed to a safe and healthy working 15 environment for staff, contractors, 14 visitors and members of the public 10 11 who use our services and facilities. 9 As such, our culture holds safety 5 6 6 as both a priority and a shared 7 responsibility of all staff. At Bayside, 0 we work to ensure a reduction in (Standard) claims Number of WorkCover 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 WorkCover claims through our focus on proactive identification of hazards in the workplace and the implementation of OH&S programs such as our Health Wellbeing Program. Equal Employment Enterprise Council has commenced the process Opportunity Program Agreement and to become AS4801-accredited with In accordance with Section 96 of the a suite of policies and procedures Local Government Act 1989, Council associated policies drafted, to be rolled out across the has developed an Equal Employment organisation in the coming year. Opportunity Program. and procedures The Bayside Enterprise Agreement This year there were six WorkCover The program is overarched by a policy provides for family friendly and flexible claims lodged; however, improvements which clearly sets out Council’s work options for staff. These include in managing return to work processes objectives to maintain a work culture of purchasing leave, part-time work have resulted in a 31% saving on equal employment. The key objectives arrangements, working from home the estimated WorkCover premium of the policy are to provide: options and carer’s leave. calculation. This year Bayside has • equality of access, opportunity made an application for the MAV and treatment is fostered in matters WorkCare Self Insurance Scheme. related to recruitment, promotion This scheme will achieve guaranteed and career development Staff Consultative minimum savings on our premium of 15%. • programs and initiatives are Committee actively promoting diversity To ensure the implementation of the • staff are provided with the Bayside Enterprise Agreement, a Staff information and training required Consultative Committee has been Occupational for them to understand and comply formed and meets on a bi-monthly with their obligations under the basis. The Consultative Committee Health and Safety state and federal legislation that includes union representatives, staff deals with equal employment representatives and management Committee representatives who provide input The role of the Bayside Occupational opportunity and the prevention and discussion relating to policy Health and Safety Committee is to of discrimination, harassment, and cross-organisational issues. assist with OH&S responsibilities in racial or religious vilification accordance with the requirements or victimisation of the Occupational Health and • staff are treated with respect Safety Act (Victoria) 2004, thereby and courtesy at all times Employee strengthening the health and safety of • there is zero tolerance of unlawful staff and contractors. The committee discrimination, harassment, Assistance Program Council understands the importance comprises of three management and racial or religious vilification or of providing effective support services four staff representatives. In addition, victimisation of and/or from its to its staff. The Employee Assistance Council’s OH&S Officer has a staff, contractors and volunteers. permanent non-voting role on the Program is a confidential and committee and acts in an advisory, professional source of support, resource capacity. accessible to all staff. Counselling and coaching sessions are confidential, short term and solution focused.

58 Bayside City Council Annual Report 2014/15 “ Bayside offers a range of events, programs and benefits as part of its Employee Wellbeing Program.”

59 • Bayside City Council A scenario-based exercise was Municipal Emergency • Victoria Police undertaken to test roles, responses and determine areas for improvement • State Emergency Service (SES) Management Plan in Council’s Incident and Crisis Major emergencies can lead to loss • Metropolitan Fire Brigade (MFB) Management approach. The exercises of life, destruction of property and • Department of Human in particular, sought to test the the environment, and impact on the Services (DHS) capability to set up a crisis centre and economic and social sustainability • Ambulance Victoria. highlighted the need for the practice of the community. exercises in the event of a real event • Australian Red Cross with a number of areas for Bayside City Council plays a key role To ensure all stakeholders are improvement raised for incorporation. in ensuring the provision of safety to prepared in the activation of the the community through the activation MEMP, each year Council participates The recovery strategies for Information of the Municipal Emergency in a scenario exercise. Additionally, Technology (IT) have been developed Management Plan (MEMP). Bayside’s MEMP is audited by the and tested separately as the IT Disaster Recovery Plan. The MEMP was developed in State Emergency Services with accordance with the requirements assistance from the Victoria Police and As part of improved business of the Local Government Act 1989, Department of Human Services every continuity planning, an organisational the Emergency Management Act three years. Bayside’s MEMP was review using a Business Impact 1986 and the Emergency Management audited in late 2015 and was assessed Assessment tool was undertaken Manual Victoria. to more than comply with the this year, which assists with the guidelines. prioritisation of recovery should The plan addresses the prevention a critical incident occur. of, response to and recovery from emergencies within the municipality Bayside City Council has in place an and was developed with the Business Emergency Procedures Manual for cooperation of the Municipal the Corporate Centre that includes Emergency Management Committee Continuity Plan evacuation procedures. This forms The objective of the Incident and Crisis (MEMPC), the Victoria State part of the procedures which are to be Management Manual, which Emergency Service (VICSES) followed in the event of an emergency incorporates business continuity and and other key stakeholders. occurring at the Corporate Centre. recovery management, is to provide a Activation of the MEMP is relative readily accessible, usable and The Emergency Procedures Manual to the range and degree of hazards. thorough document that provides an covers all likely hazards arising from This year Council has not activated overarching response framework for personal threats, civil disturbance, fire, the MEMP; however, staff have incidents and crisis. The plan: flood, chemical spillage and a bomb responded to a number of minor threat. A warden system is in place, • integrates internal responses emergencies including storm damage standard fire orders issued, evacuation with that required under to assets, fire damage to buildings plans prepared, drills held twice per State Emergency Response and flooding damage to roads. annum, debriefing and staff training and Recovery Planning conducted. Every six months in May and November, • enables re-establishment and MEMP stakeholders meet to discuss continuity of services during In Council’s public buildings, tenants emergency management developments any major disruption and hirers are issued with emergency and action the items as set out in the procedures and fire orders. The • minimises adverse impacts on Bayside’s three year project plan. responsibility for compliance is placed stakeholders, Council and staff on those occupants. Stakeholders of the Bayside MEMP • minimises disruption to key Council are organisations that contribute to, assets, operations and services The Municipal Emergency Resource may be affected by, or involved in the Officer (MERO) and the Municipal • maintains critical channels planning, response or recovery from Recovery Manager (MRM) would enact of communication an emergency situation including: provisions within the Municipal • identifies and facilitates recovery Emergency Management Plan (MEMP) of any assets or services. and Municipal Emergency Recovery Plan (MERP) should a municipal emergency occur. There are no provisions of the Business Continuity Plan which conflict with the provisions of the Bayside City Council’s MEMP or MERP.

60 Bayside City Council Annual Report 2014/15 61 part 2

Goal 1 Goal 2 Goal 3 PAGE PAGE PAGE 68 74 88 Goal 4 Goal 5 Goal 6 Goal 7 PAGE PAGE PAGE PAGE 102 112 120 126 62 Bayside City Council Annual Report 2014/15 Strategic Planning Framework Performance Timeframe Plans & strategies Resources against the • Bayside 2020 Community Plan • Council Strategies Council Plan and Plans Long-term Long term • Asset Management The following pages detail Plans Financial Plan the performance, highlights • Long-Term and challenges of Council Financial Plan during 2014/15 under each of our goals and briefly outline our future directions. Progress against Council Plan 2013-2017 is measured through the delivery of 60 activities set out in the • Capital Works Annual Action Plan 2014/15. Activity Program Strategic Medium term progress is monitored through • Council Plan Resource Plan Council’s online Planning System, Interplan© and is reported to Council on a quarterly basis. This year we completed 85 per cent of planned activities with the remainder on track for completion in the latter half of 2015. • Annual Action Plan The report also includes the Local • Annual Department Government Performance Framework Plans indicators which highlight the results of the prescribed service performance Annual • Organisational Annual Budget indicators and measures including Improvement Plan supportive commentary, where • Staff Performance appropriate. In addition, information Plans has also been included in relation to the services funded in the 2014/15 Budget and the persons or sections The diagram above illustrates Bayside’s approach to strategic planning. of the community who receive The Strategic Planning Framework that forms the basis of the Council Plan, the service. Annual Budget, Annual Action Plan and department plans has been founded upon the Bayside 2020 Community Plan. The framework recognises the lifespan and interaction of various plans and the timeframe and structure of reporting progress against commitments set out within these plans.

63 GOAL GOAL GOAL How we report on our plans Bayside City Council is committed to transparent reporting and accountability to the community, including regular reporting through our quarterly reports to Council and our annual reports. These track the progress of our performance against Council Plan 2013-2017, or more specifically, the activities set out in our annual An engaged community A strong supportive A liveable city action plans. and Council community Bayside also has a strong emphasis 1 2 3 on improving organisational capability with a strategy focused on the current and future requirements of the GOAL GOAL GOAL organisation’s structure, capability, succession and talent management. To ensure these needs are being met, staff report quarterly to the Executive Team against the Organisation Business Plan. Annual department plans and individual performance plans are also reviewed regularly. Through regular review and reporting A sustainable natural A creative and A thriving on our progress, we are able to adapt environment active community local economy to changing community needs and 4 5 6 other internal and external factors GOAL Reporting on Council Plan 2013-2017 This section is structured around the seven goals outlined in Council Plan 2013-2017. These goals were developed by Council in response to key issues for the Bayside community:

Financial responsibility and7 good governance

64 Bayside City Council Annual Report 2014/15 “ Through regular review and reporting on our progress, we are able to adapt to changing community needs and other internal and external factors.”

65 Through this goal, our priorities over the next three years are:

GOAL • providing a range of opportunities for the community to actively engage in Council’s decision making • encouraging public participation in the decision-making process by facilitating inclusive processes to encourage participation from the following groups: life stage, “The Bayside community interest, gender and ability • increasing the community’s will be well informed and awareness and understanding of Council decision making, will have opportunities services, programs and facilities. to actively participate in 1Council decision making.”

STRATEGIC OBJECTIVE: Ensuring decisions are informed This goal’s by community input and clearly progress communicate what we decided and why. towards % the target is: 100 66 Bayside City Council Annual Report 2014/15 An engaged community and Council

Performance against Goal 1 Our progress towards achieving our annual targets aligned to this goal is 100% Strategic objective: Ensuring decisions are informed by community input and clearly communicate what we decided and why

Activity Target Result Status

Strategy: Working with the community and our partners to achieve positive environmental outcomes for the Bayside community Provide training and resources to Undertake Substantial training for key departments improve community engagement staff training was completed in 2014/15. practices in community A new training plan will be developed and engagement by implemented to support the organisation 30 June 2015 with its engagement capability in 2015-16. Strategy: Encouraging public participation in the decision-making process by facilitating inclusive processes from the following groups: life stage and interest group, gender and ability Support youth representatives Involvement The Bayside Youth Ambassadors Group met in to participate in community of youth May 2015 and provided feedback to the planned engagement activities around representatives design of the Dendy Street Beach pavilion and the development of recreation in community also gave feedback into issues surrounding the facilities engagement management of the Donald MacDonald Skate Park in Beaumaris.

Strategy: Increasing the community’s awareness and understanding of Council decision making, services, programs and facilities Establish an in-house graphic Service Processes established and working well. design service to save on established Accounts set up to track expenditure on graphic costs incurred by using design. Savings in the order of $115,000 external agencies achieved. Further savings being achieved through efficiencies in paper selection and direct brokering of print services. Improvements in brand being achieved through consistency that comes from using predominantly one designer, and that designer providing templates to guide outsourced work. Webcasting of Council meetings Implement Webcasting of Council and committee meetings to increase accessibility of the webcasting has been completed and in operation since decision-making process on meetings October 2014.

Target achieved Progressing to achieve target Not achieved

67 Performance against Goal 1 Key strategic activity

Activity Target Result Status

Strategy: Increasing the community’s awareness and understanding of Council decision making, services, programs and facilities Improve Council’s website Development Work planned in 2014/15 has been completed. making it easier for our of a Digital This included the development of a Digital customers to access our Governance Plan Governance Plan and the commencement of products and services online a new website. The internal consultation for the development of the “information architect” has completed and sign-off is on track for 31 July 2015. Next stage of the website development includes the tender briefs for the design and content management system.

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

Indicator Target Result Status

Percentage of annual initiatives achieved (as set out within the annual budget) 100% 100%

Community satisfaction with consultation and engagement* 53% 52%

Increase the number of users on the “Have your Say” N/A 954 page on the Bayside website (Base Year) Number of visits to the Bayside website N/A 1,770,212 (Base Year) Increase in the number of community engagement activities >24 9 with the Bayside community * 2015 Department of Environment, Land, Water and Planning Annual Local Government Community Satisfaction Survey results (indexed mean score)

The following provides information in relation to the services funded in the 2014/15 Budget and the persons or sections of the community who provided the service.

Service Description Net cost actual budget Variance $’000

Customer Service This service acts as the main customer interface for Council and provides 994 excellence in customer service to the Bayside community. 865 (129) Communications This service is responsible for the management and provision of advice on 1,242 and Community internal and external communications and to ensure that Council effectively 1,174 Engagement communicates and engages the Bayside community and stakeholders. (68)

Target achieved Progressing to achieve target Not achieved

68 Bayside City Council Annual Report 2014/15 The following statement provides the results of the prescribed service performance indicators and measures including supportive commentary, where appropriate.

Service performance indicators Results Commentary Service/indicator/measure 2015 (where appropriate) Governance Transparency 3.99% Council is focused on providing an open and transparent process in relation to Council decision making. Council decisions made at meetings closed to the public [Number of Council resolutions made at ordinary or special meetings of Council, or at meetings of a special committee consisting only of Councillors, closed to the public / Number of Council resolutions made at ordinary or special meetings of Council or at meetings of a special committee consisting only of Councillors ] x100 Consultation and engagement 52.00 Satisfaction with community consultation and engagement Community satisfaction rating out of 100 with how Council has performed on community consultation and engagement Attendance 92.86% This figure is impacted by one Councillor having a period of unpaid absence for three months during 2014/15. Councillor attendance at Council meetings [The sum of the number of Councillors who attended each ordinary and special Council meeting / (Number of ordinary and special Council meetings) × (Number of Councillors elected at the last Council general election)] x100 Service cost $41,188.43 Cost of governance [Direct cost of the governance service / Number of Councillors elected at the last Council general election] Satisfaction 56.00 Satisfaction with Council decisions [Community satisfaction rating out of 100 with how council has performed in making decisions in the interest of the community]

69 Reflecting on our highlights Bayside’s community engagement Low-impact, simple, local issues such • Sandringham Village activities are guided by our Community as installing a seat or replacing a Masterplan – and Stakeholder Engagement Policy. footpath require basic communication. Sandringham Village is a key The policy continues to improve the Lower impact projects typically involve destination for local residents way Council engages with its providing information locally through and visitors alike, it is well serviced stakeholders by considering: letterbox drops and providing by public transport and offers • the impact of Council’s decisions information on Council’s website. a diverse range of shopping High-impact, city-wide and complex and entertainment experiences. • who is being affected proposals, such as the Bayside Development of the Masterplan • the level of involvement those Housing Strategy, require considerable will guide the future development impacted have on related decisions. community engagement. Clear of the public areas, including Our stakeholders are defined in relation guidelines benefit both Council and footpaths, streetscape and to each proposal involving community the community by ensuring that people areas for public entertainment. engagement. The community and can have a say on important issues Consultation for the Masterplan stakeholders we engage with include, and that Council uses its resources will continue early into 2016. This but are not limited to: appropriately. first phase asked the community consider ways to improve this • our local community – residents, experience and in particular how ratepayers, businesses Engaging our community to make it easier and safer to and community groups Major community engagement access Sandringham Village. activities undertaken throughout • visitors and tourists to Bayside • Feasibility Study to create a 2014/15 included: • local government authorities, other Marine, Education and Science levels of government and utilities • Courthouse Café Activation Centre at Ricketts Point – • business and industry groups Strategy – Marine Education Science • service providers – including activation of the Brighton and Community Centre Inc health care, education Courthouse is recognised by (MESAC) is a new organisation and social/community Council and the wider community with representatives from the as a key initiative in activating the Beaumaris Yacht Club, Marine Care • community groups and wider Brighton Cultural Precinct. Ricketts Point, RMIT University, clubs – including arts and The community provided feedback Parks Victoria and Department of cultural groups, sports and on the type of experiences, Environment and Primary Industries recreation clubs, volunteers activities and facilities they would to consider this proposal as part and special interest groups like to see or believe would • Amendment C139 – Bayside • neighboring communities encourage visitation and enjoyment Drainage Development Contribution • internal stakeholders – including of the precinct. Feedback from Plan – Increased development in Councillors, management the consultation will be used to the area is resulting in the need and departments. develop the expressions of interest to upgrade Bayside’s municipal for the establishment of the café. The policy aligns community drainage network. To assist with engagement approaches to the • Footpath Connectivity this upgrade, Council developed impact and complexity of the Strategy – a Contribution Plan that would proposal. The greater the impact Footpaths are recognised as a key require developers to pay a levy and the more people affected, asset to deliver Council’s Integrated to contribute towards the cost the greater the level of community Transport Strategy. Footpaths of upgrading Bayside’s drainage engagement. provide the community with an network. Submissions were alternative method to access the invited from the community municipality and enable people to further understand the with a mobility issue or disability opportunities and impacts of to access essential services and the Plan and its implementation. facilities. This Strategy will guide This project is currently under the prioritisation of new footpaths review by an independent and provide insight into how best Planning Panel, appointed by to provide access while balancing the Minister of Planning. the community’s concern that some footpaths detract from the character of the local area or vegetation.

70 Bayside City Council Annual Report 2014/15 • Hampton East: review of dog On overall performance, Bayside City off-leash areas – Community Council’s rating has slipped two points Hampton East was identified satisfaction survey to 63, which is significantly below the through Council’s Domestic Animal Each year, Local Government Victoria metropolitan average rating of 67. Management Plan as an area coordinates a State-wide Local Slight drops were recorded across where residents and their canine Government Community Satisfaction all demographic groups, but no group companions lacked access to Survey throughout Victorian local recorded a drop of more than two off-leash exercise areas. Widdop government areas. The objective points, with 35-49 year olds continuing Reserve in Hampton East was of the survey is to assess the to rate overall performance the lowest, recognised as a site that was large performance of councils across a at an index of 60. enough and potentially suitable range of measures and to seek insight Bayside City Council’s rating on the as an off leash exercise area. into ways to provide improved or more key measure of Sealed Local Roads Consultation was used to test this effective service delivery. The survey remained on par with 2014, location and to understand the also provides Council with a means significantly above the statewide concerns from other users and dog to fulfill some of our statutory reporting average, although two points lower owners of this potential change. requirements. The 2015 survey of than the metropolitan average. In all cases, community engagement Bayside residents was conducted in The steady rating on community plans were developed to identify the period of 1 February to 30 March consultation (index of 52, down one stakeholders and suitable engagement 2014 and involved a randomly point on 2014) covers a significant tools, including demographically selected sample of our community increase among 65+ year olds (up specific options such as face-to-face who were surveyed via a telephone seven points to 58, significantly higher information sessions, online interview. discussions and the use of Facebook than the Council average), and slightly Bayside City Council’s performance and Twitter. lower ratings amongw all other age ratings were reasonably steady in groups, with 35-59 year olds rating 2015, albeit with no improvements, a lowly 49 points. with a rather slight but not significant Engaging all levels Positively, there have been significant one to three point falls on the core Councillors participate in a number improvements since 2014 in perceived measures of Overall Performance, of internal and external committees performance of waste management Community Consultation, Advocacy, throughout the year. These committee (up four points to 77) and business Making Community Decisions, meetings or Advisory Meetings provide and community development (up three Customer Service and Overall a valuable opportunity for points to 61), with waste management Council Direction. communicating with residents, other also continuing to rate as the most councils and agencies and other levels The greatest drop relative to 2014 important Council service. of government. Advisory committees, was a three point drop in relation Performance in relation to recreational networks and forums include: to Customer Service, which is now facilities has, however, dropped significantly below the metropolitan • Bayside Arts and Culture significantly relative to 2014 average. There have been widespread Advisory Committee (down four points to 71). declines on customer service, with • Bayside Business Network a significant drop of two points Of note, almost one in five and Economic Development statewide. Bayside residents cite inappropriate Annual Summit development as the key area for Residents aged 18 to 34 years are • Bayside Tourism Network improvement for Council. Other least satisfied with Council’s Customer • Bayside Film Festival Youth areas mentioned for improvement Service, and recorded a six-point Documentary Judging Panel include parking availability, decrease from 2014 to an index communication, community • Built Environment Awards score of 60 in 2015. Judging Panel consultation, traffic management The percentage of residents having and environmental issues. • Communications Committee contact with Council has dropped • Bayside Sport and significantly to 68%, down seven Recreation Network points relative to 2014, returning • Merindah Park Advocacy to 2012 levels. Spokesperson. Further information on Councillor representation on these forums can be found on page 140.

71 Reflecting on our highlights A complete list of results against the Community Satisfaction Survey is provided below:

Service area performance summary 2015 2014 2013 2012

Recreation facilities 77 72 69 70 Appearance of public areas 76 75 76 78 Art centres and libraries 74 75 72 73 Waste management 71 75 72 72 Elderly support services 68 69 68 64 Sealed roads 67 65 66 67 Family support services 67 67 n/a n/a Community and cultural 66 64 66 68 Enforcement of local laws 65 63 63 64 Local streets and footpaths 65 65 65 64 Environmental sustainability 61 63 63 63 Informing the community 61 58 n/a n/a Traffic management 60 62 56 61 Business and community dev. 59 55 56 59 Community decisions 57 58 58 58 Bus/community dev./tourism 56 57 n/a n/a Tourism development 55 55 n/a n/a Town Planning Policy 53 54 53 54 Consultation and engagement 52 53 54 53 Lobbying 52 53 54 51 Parking facilities 50 53 57 52 Planning permits 47 49 50 51

0% 20% 40% 60% 80% 100%

Overall performance measures results Performance measures Bayside Bayside Bayside Bayside Inner Statewide 2012 2013 2014 2015 Melbourne 2014 Metro 2014

Overall performance 65 62 65 63 67 60

Community consultation 53 54 53 52 58 56 (Community consultation and engagement) Advocacy 51 54 53 52 58 55 (Lobbying on behalf of the community) Making community n/a n/a 56 59 55 decisions (Decisions made in the interest of the community) Sealed local roads n/a n/a 67 69 55 (Condition of sealed local roads) Customer service 71 67 71 68 73 70

Overall 48 53 51 50 56 53 Council direction

72 Bayside City Council Annual Report 2014/15 Challenges for 2014/15 • Engaging the “hard to reach” sections of our community. This year Council continued to work to address this challenge through the implementation of the Community and Stakeholder Engagement Policy • Bringing digital into the forefront of customer service to improve overall customer experience at Bayside • Working to achieve better collaboration with the media to drive stories to allow community to be part of the solution and not the problem and to educate community about what Council does, what we can control and what we can advocate for

Future direction for 2015/16 Major initiatives • Development of the 2030 Community Plan and Public Value Project

Initiatives • Improvements to Council’s website and e-services • Online lodgement of Planning Applications

73 Through this goal, our priorities over the next three years are:

GOAL • developing partnerships to support community participation and to meet the diverse needs of the community • ensuring our services and facilities are accessible and inclusive and respond to current and emerging needs across life stages “Bayside will be a healthy • supporting volunteerism and building community connected community.” capacity to attract, support and retain volunteers • enhancing the public health and wellbeing of 2 the Bayside community

STRATEGIC OBJECTIVE: Understanding and responding to This goal’s the diverse needs of our community. progress % towards the target is: 87.5 74 Bayside City Council Annual Report 2014/15 A strong supportive community

Performance against Goal 2 Our progress towards achieving our annual targets aligned to this goal is 87.5% Strategic objective: Understanding and responding to the diverse needs of our community. Activity Target Result Status

Strategy: Developing partnerships to support community participation and to meet the diverse needs of the community Deliver a range of health Delivery of Bayside is participating in the Southern promotion initiatives, in initiatives Melbourne Primary Care Partnership Health partnership with member Promotion Steering Committee. The Physical agencies of the Joint Primary Activity Working Group completed mapping of Care Partnership inclusive and affordable physical activity options in the area to assist referrals from service providers. A Mental Health Working Group has now been completed – this has a focus on events which promote positive mental health and health literacy. Review volunteer programs Conduct review The Volunteer Impact database which is installed and continue to implement across Council allows volunteer details and their opportunities for volunteerism activities/programs to be held in one place. The in the libraries library has completed inputting the necessary data for volunteers to be able to access the relevant information, which is the next step in the process. The Device Advice Program at Beaumaris and Sandringham have been a great success from both the clients and volunteers. Five new volunteers appointed for the device advice program and the home library service. A pilot project underway with one home library service client to maximise use of technology in the service. Two new home library service clients have been added to the trial to maximise the use of technology. Strategy: Ensuring our services and facilities are accessible and inclusive and respond to current and emerging needs across life stages All footpath trading sites Completion of 900 footpath trading sites inspected for audited for compliance with compliance audit compliance with footpath trading local laws Commonwealth and state and compliance with disability legislation. disability legislation and policy

Target achieved Progressing to achieve target Not achieved

75 Activity Target Result Status

Strategy: Support volunteerism and building community capacity to attract, support and retain volunteers Development of a volunteer Delivery of system The Better Impact Volunteer Management management system to effectively system has been procured to manage Council's support Council’s volunteers volunteer details. The system records volunteers' personal details, induction information, volunteer hours and areas of volunteer service for example, library volunteer. The majority of volunteers have been registered with the system and the staged implementation of training is occurring with volunteer managers from a number of Council departments. Determine Council's approach Approach Following an open expression of interest process to the coordination of community determined the Bayside Project Volunteer Reference Group ACTIVITY TO BE volunteerism in Bayside has been established. The Group has meet on COMPLETED IN three occasions to provide feedback and input 2015/16 relating to Council's future role with community volunteerism. The Group is actively supporting the development of a Background and Discussion Paper, which is expected to be completed in September/October. Strategy: Support volunteerism and building community capacity to attract, support and retain volunteers Develop and present the revised Policy developed Policy reviewed and decision made not to Food Safety Policy for update this document. State legislation governs endorsement by Council food safety and public health and wellbeing. Council's Environmental Health Officers administer this legislation. Implementation of Council Delivery of Implementation of the Wellbeing for All Ages activities from the Wellbeing for planned activities and Abilities Strategy and action plans is on All Ages and Abilities Strategy track with all relevant activities complete.

Key strategic activity Activity Target Result Status

Strategy: Ensuring our services and facilities are accessible and inclusive and respond to current and emerging needs across life stages Develop a Playground Action Plan Development A draft Playground Improvement Plan has been that prioritises the renewal of of Action Plan prepared and is scheduled for presentation for Council's playground facilities discussion with Councillors in August 2015. and identifies opportunities to This Plan recommends a future approach and create play and activity spaces budgetary consideration with the provision that encourage inter-generational of play space facilities within Bayside. connectivity across the Bayside

Target achieved Progressing to achieve target Not achieved

76 Bayside City Council Annual Report 2014/15 “ Working to ensure our services and facilities are accessible and inclusive.”

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

Indicator Target Result Status

Percentage of annual initiatives achieved (as set out within the annual budget) 100% 87.5%

Improved community satisfaction with Council's family support services* 66% 67%

Number of Council buildings with improved disability access N/A (Base 10 buildings Year) have had accessibility improvements in the last year Number of Wellbeing for all Ages and Abilities (WAAA) annual >88% 82% activities delivered (that are the responsibility of Council) Percentage of active Council volunteers registered on Council’s 100% 100% volunteer management system Percentage of children undertaking the key ages and stages check N/A (Base 82% Year)

* 2015 Department of Environment, Land, Water and Planning Annual Local Government Community Satisfaction Survey results (indexed mean score)

The following provides information in relation to the services funded in the 2014/15 Budget and the persons or sections of the community who provided the service.

Service Description Net cost actual budget Variance $’000

Aged and This service provides a range of home and community care services for 2,439 Disability Services frail older residents, residents with disabilities and their carers to support 2,559 them to remain independent and safe at home. The service also works 120 with individual older people and with seniors’ groups to increase socialisation opportunities and to identify and action areas of importance to older people and their carers. Family Services This service provides early years buildings, maternal and child health, 2,769 immunisation, early years planning, vacation care programs, kindergarten 2,564 central enrolment, counselling and support, youth services, parent education, (205) advocacy and support to early years services.

Policy Planning This service analyses demographic and social data and prepares policies, 353 Services plans and strategies that promote community health and wellbeing. It 391 provides research and information about community needs to all Council 38 departments and to the community and works in partnership with Health and Social Services Plan and coordinates health promotion activities.

Target achieved Progressing to achieve target Not achieved

78 Bayside City Council Annual Report 2014/15 The following statement provides the results of the prescribed service performance indicators and measures including supportive commentary, where appropriate.

Service performance indicators Results Commentary Service/indicator/measure 2015 (where appropriate) Animal Management Timeliness 1.31 Council’s procedures provide for routine referral of requests to field officers to enable early resolution. Time taken to action animal management requests [Number of days between receipt and first response action for all animal management requests / Number of animal management requests] Service standard 90.85% Council actively works to make contact with pet owners to collect their pets and provides a day stay facility for lost Animals reclaimed pets, which reduces the number of animals sent to the [Number of animals reclaimed / pound. This has increased the percentage of registered Number of animals collected] x100 animals and lost pets reunited with their owners. Service cost $41.12 Council invests significant resources in community education and holds pet events every year (Pet Expo and microchipping Cost of animal management service events) to promote responsible pet ownership and improve pet [Direct cost of the animal management registration rates. service / Number of registered animals] Health and safety 7.00 Animal management prosecutions [Number of successful animal management prosecutions]

Food Safety Timeliness 2.11 Council’s procedures provide for routine referral of complaints to environmental health officers for early investigation. Time taken to action food complaints [Number of days between receipt and first response action for all food complaints / Number of food complaints] Service standard 100.00% Council completed food safety assessments for all food premises that were scheduled to have an assessment. Food safety assessments [Number of registered class 1 food premises and class 2 food premises that receive an annual food safety assessment in accordance with the Food Act 1984 / Number of registered class 1 food premises and class 2 food premises that require an annual food safety assessment in accordance with the Food Act 1984] x100 Service cost $640.23 Council actively supports business owners to comply with food related legislation and standards through food safety Cost of food safety service promotion and compliance activities. [Direct cost of the food safety service / Number of food premises registered or notified in accordance with the Food Act 1984]

79 Service performance indicators Results Commentary Service/indicator/measure 2015 (where appropriate)

Health and safety 100.00% All critical and major non-compliance outcome notifications are actioned. Critical and major non-compliance outcome notifications [Number of critical non-compliance outcome notifications and major non-compliance notifications about a food premises followed up / Number of critical non-compliance outcome notifications and major non-compliance notifications about a food premises] x100 Home and Community Care (HACC) Timeliness 0.00 No result reported as this measure is only applicable from 1 July 2015. Time taken to commence the HACC service [Number of days between the referral of a new client and the commencement of HACC service / Number of new clients who have received an HACC service] Service standard 94.44% All Councils are assessed against Community Care Common Standards once every three years to ensure quality in community Compliance with Community Care care services. Bayside’s Aged and Disability Services continues Common Standards to provide all clients with accessible high-quality care. [Number of Community Care Common Standards expected outcomes met / Number of expected outcomes under the Community Care Common Standards] x100 Service cost $0.00 No result reported as this measure is only applicable from 1 July 2015. Cost of domestic care service [Cost of the domestic care service / Hours of domestic care service provided] Service cost $0.00 No result reported as this measure is only applicable from 1 July 2015. Cost of personal care service [Cost of the personal care service / Hours of personal care service provided] Service cost $0.00 No result reported as this measure is only applicable from 1 July 2015. Cost of respite care service [Cost of the respite care service / Hours of respite care service provided] Participation 44.46% Bayside City Council has an aging demographic and a high participation rate in the HACC service. Participation in HACC service [Number of people that received an HACC service / Municipal target population for HACC services] x100

80 Bayside City Council Annual Report 2014/15 Service performance indicators Results Commentary Service/indicator/measure 2015 (where appropriate)

Participation 37.89% Participation in HACC service by culturally and linguistically diverse (CALD) people [Number of CALD people who receive an HACC service / Municipal target population in relation to CALD people for HACC services] x100 Maternal and Child Health (MCH) Satisfaction 105.39% Council maternal and child health nurses visit all families after the birth of their baby, within one week of being formally notified Participation in first MCH home visit of the child’s birth. This visit helps to support the health and [Number of first MCH home visits / wellbeing of mother and baby at this important early stage. Number of birth notifications received] x100 Service standard 100.00% Council arranges regular visits for all families with babies in the first year of life to ensure good health, wellbeing and Infant enrolments in the MCH service development for both the child and their family. [Number of infants enrolled in the MCH service (from birth notifications received) / Number of birth notifications received] x100 Service Cost $0.00 No result reported as this measure is only applicable from 1 July 2015. Cost of the MCH service [Cost of the MCH service / Hours worked by MCH nurses] Participation 81.50% Participation in the MCH service [Number of children who attend the MCH service at least once (in the year) / Number of children enrolled in the MCH service] x100 Participation 89.19% Participation in the MCH service by Aboriginal Australian [Number of Aboriginal Australian who attend the MCH service at least once (in the year) / Number of Aboriginal Australian enrolled in the MCH service] x100

81 Reflecting on our highlights Disability Action Plan Wellbeing for All Ages Council Grants Program Bayside City Council funds local 2013-2017 and Abilities Strategy not-for-profit groups and organisations In accordance with the Disability The Wellbeing for all Ages and Abilities through our Community Grants Amendment Act 2012, Council must Strategy 2013-2017 was developed in Program. report on the implementation of the the last financial year to promote The objectives of the program are: Disability Action Plan within its annual wellbeing for people of all ages and report. Of the activities planned for abilities, so that people can live better • to assist community organisations completion during 2014/15, activities lives in Bayside. The strategy meets to establish, extend and improve completed included: the requirements of the Public Health programs and services that and Wellbeing Act 2008 whilst address local needs, and are • a mid-term review of the Disability streamlining Bayside’s community not provided by any tier of Action Plan with the community services planning for health and government or the private sector • installation of 14 accessible bus wellbeing from early childhood, (this does not preclude grants for shelters throughout Bayside through to youth, adult lives and older organisations such as kindergartens • retrofitting of Council buildings years. The strategy, together with its where the grant is for projects to create better access to Black supporting action plans, will enable that will not attract federal or Rock Activity Centre, Gordon not only Council but all relevant state government funding) organisations and individuals to plan St Kindergarten, Brighton and • to encourage voluntary activity, and advocate for the infrastructure, Hampton Senior Citizens’ Centre community participation and the services and programs and supports and Beaumaris Bowls Club. contribution of local groups and that will help our community to enjoy Improvements included accessible organisations to community life toilets, ramps, walkways and the best standard of health and • to promote community driveway access for improved wellbeing that we can achieve. Further development and build social capital access. These have improved details on activities delivered this year access for those community can be found within the Wellbeing for • to encourage innovative approaches members with a disability. All Ages and Abilities Strategy Report to emerging issues and needs on page 27. • to invest in community capacity to A copy of the Bayside Disability operate multi-purpose community Action Plan 2013-2017 can be centres that are accessible to found on Council’s website at Pet Expo residents throughout Bayside www.bayside.vic.gov.au Did you know that the most popular • to assist groups and individuals breed of dog in Bayside is a Labrador? in taking up opportunities In November 2014, many local that will return benefits to residents attended the Bayside the Bayside community Pet Expo at Royal Avenue Park, • to respond to community and Sandringham along with their pets. individual needs in times of crisis. This annual community event Three main streams of recognises the significant contribution funding provided are: that pets make to the lives of our community. Whilst pets participated • Community Centre and in activities such as obstacle course Information and Support events and microchipping, pet owners Centre Investment Grants participated in activities such as animal • Annual Community Project Grants displays and obedience information • Contingency Grants. sessions. The event was also attended by Council’s Animal Management Total amount allocated to each funding Team who provided advice on stream is determined annually in the regulations and responsible pet Council budget. ownership.

82 Bayside City Council Annual Report 2014/15 Funding for the program was provided in the 2014/15 Budget as detailed below:

Community grants Total funds

Community Centre and Information and Support Centre $387,170 investment grants Annual community grants $127,175 Contingency grants (including Metro Access) $24,145 Total $538,490

Community Centre and Information and Support Centre investment grants The following community organisations received grants through our Community Centre and Information and Support Centre investment grants stream:

Organisation Total funds

Castlefield Community Centre (auspiced by BayCISS) $55,791 Brighton Recreation Centre $55,791 Hampton Community Centre $55,791 Highett Neighbourhood Community House $55,791 Sandybeach Centre $55,791 Bayside Community Information and Support Services $108,215 (BayCISS) Total $387,170

83 Annual community grants The following annual community grants were allocated for community projects:

Organisations Project Total funds

3186 Beach Patrol 3186 Beach Patrol $ 3,500

Arthritis and Osteoporosis Victoria Nordic Walking Leader Training $ 2,000 and Community Classes Bayside Church – Bayside Community Care Community Christmas Lunch $ 4,000

Bayside Climate Change Action Group (BCCAG) Soft Plastic Recycling Program Trial $ 5,000

Bayside Netball Club Bayside Netball Club Under 13s $ 650 Development Program Bayside Playhouse and Occasional Care Essential New Equipment for Bayside Playhouse $ 2,500

Bayside U3A Incorporated Mobile Hearing Assistance $ 5,000

Beaumaris Life Saving Club Inc Empowering Our Community Program $ 2,680

Blind Sports and Recreation Victoria Walking with Willpower in Bayside $ 2,950

Brighton Croquet Club Shading for Spectators and Players $ 4,000

Brighton Greek Senior Citizens’ Club Keeping Seniors Active, Healthy and Informed $ 1,600

Brighton Hebrew Congregation Inc. Our Youth, Our Future Education Program $ 2,000

Brighton Historical Society Appointment of Consultant to Interpret Indigenous $ 4,000 Artefact Collection Brighton Playroom Association Exploring Our Big World, Connecting $ 1,700 with Our Neighbours Brighton Seniors Citizens Club Brighton Get Abouts $ 1,000

Brighton South Playhouse Outdoor Area Upgrade Program $ 5,000 (formerly Cross Street Playgroup) Cheltenham Community Centre Bridging the Years – Intergenerational $ 2,500 Program for pre-schoolers and seniors Combined Probus Club of Beaumaris Bay Inc. KnowledgeTech $ 1,000

Country Women's Association of Victoria Inc Cwa Grocery/Pamper Packs For People In Need $ 500

Ethnic Discussion Club Organise And Conduct Seminars And Publish $ 1,200 Informative Bulletins Grange Road Kindergarten Dirty Kids Garden Project $ 2,500

Hampton Community Kindergarten Children's Edible Garden, $ 1,850 Worm Farm and Chicken Coop Hampton Junior Soccer Club Hampton Junior Soccer Club – $ 3,000 Junior Referee Program Helen Paul Kindergarten Recreating our pond garden $ 1,520

Highett Bowls Club Inc Highett Bowls Club Compost Project $ 780

Highett Neighbourhood Community House Blokes in the Kitchen $ 2,300

Holy Trinity Anglican Kindergarten The Holy Trinity Kindergarten (HTK) $ 2,250 Hampton Incorporated Imagination Platform Project

84 Bayside City Council Annual Report 2014/15 Organisations Project Total funds

Hope Connection Inc Japanese Community Strengthening $ 500

Janet Mundy Kindergarten Janet Mundy Kindergarten Sensory Garden Initiative $ 5,000

Japanese Welfare Association of Victoria Inc Improving Membership And Participation At Our Club $ 1,100

Kids Like Us Australia Limited How to identify and support educationally and $ 800 emotionally at-risk children and young people: a professional development program for youth services professionals. Kids Like Us Australia Limited Code Club $ 3,000

Marine Care Ricketts Point (MCRP) Inc Marine Care Ricketts Point - 3193 Beach Patrol $ 4,500

Multicultural Nature Guides Victoria Inc Environmental Sustainability and Active Senior $ 2,500 Citizens Olympic Avenue Kindergarten Let's Be Sun Safe $ 3,750

PRObus Club of Sandy Bay Combined Inc To provide Coach transport for elderly members $ 1,000 of ProBus unable to drive to places of interest Raw-Resilient Aspiring Women Community Culture Cuisine $ 5,000

Russian Cultural and TV Association Sputnik Production of 104 new TV programs on C31 per $ 3,000 year and DVDs supply for local Bayside libraries Sandringham and District Historical Society Inc. Database Tools For The Future $ 3,800

Sandringham Senior Citizens Club Sandringham Community For Seniors $ 1,500 and Other Groups South Eastern Multiple Birth Association Inc SEMBA New Multiple Parents Lunch $ 650 and Family Fun Day South Oakleigh Wildlife shelter Wildlife Rescue, rehabilitation, release and education $ 3,500

St John Ambulance Bayside Division Essential Radio Communication Equipment for $ 4,170 St John Ambulance Bayside Division Volunteers St John the Baptist (Sandringham) Interactive Whiteboard Connecting Students $ 1,500 Kindergarten Incorporated With Their Learning and Community St Mary's Preschool Being Water Wise At St Mary's Preschool $ 2,300

St Peter’s Kindergarten Inc St Peter’s Healthy Kids Program $ 2,000

St Peter’s Kindergarten Inc You Can Do It Program - 4 YO St Peter’s $ 425

The Leading Dramatic Society Theatre Inc Some Enchanted Evening – Musical For The Aged $ 1,000

The Senior Citizen Russian Club “Friendship” Helping Russian Senior Citizens Of Bayside $ 2,000 Bayside Inc Navigate The Complexities Of Life In Australia The Trustee for the National Council Caring Mums $ 3,000 Jewish Women (Vic) Social Support Trust Twilight Performing Art Association Bayside Chinese Senior Club $ 2,200

Wilson Street Kindergarten A Sustainable Garden $ 2,500

Youth Connect Inc Dare2B Youth Conference 2015 $ 3,000

85 Contingency grants Throughout the year applications are received to the contingency grants stream to respond to funding requests from individuals and community organisations in accordance with the Community Grants Policy. During 2014/15, funds were allocated to following the community activities, outstanding leadership and sporting participants.

Category Organisation Amount

Community Bayside Community Information And Support Service Inc $1,600 initiatives Marine Care Ricketts Point Inc $1,500 Donations Sandringham Hospital $500 Family Life $3,000 Events Ovarian Cancer Australia $500 Beaumaris Christmas Eve Community Carols Committee $500 Bayside Toy Library $500 Brighton Art Society Inc $300 Sandringham Foreshore Association $500 Highett Bowls Club Inc $500 Rotary Club of Hampton $500 Reclink Australia $500 Hardship Individuals and families in financial hardship $495

Category Organisation Amount

Arts Incubarte International Art Festival $500 Athletics Australian Junior Athletics Championships $200 Baseball National Junior League Baseball Championship $300 Cricket Australian Indoor Junior Cricket Tournament $300 Cross Country National Cross Country Championships 2014 $300 Dance Classical Ballet - Sydney Eisteddfod McDonald's Scholarship $200 International Dance and Dancesport Championship $500 Hockey National U18 Men's Hockey Championships $200 Gymnastics Association of National Aerobic Championships $500 Lifesaving Australian Life Saving Championships $300 Netball Junior National Indoor Netball Championships $200 Softball School Sports Australia Softball Championships $300 Swimming 2015 Georgina Hope Foundation Australian Age Swimming Championships $200 2015 Australian Swimming Championships (World Championship Trials) $200 Tennis Tennis Queen's Cup $500 Triathlon School Sport Australia Triathlon Championships $200 Youth Leadership World Environmental Education Congress $500 United Nations Youth Australia National Event Competition $200 National Model United Nations Conference $500

86 Bayside City Council Annual Report 2014/15 Metro Access Program funding The Department of Human Services provides funding to enhance the capacity of organisations to provide for increased access and inclusion for people with a disability within the Bayside community through the Metro Access Program. Bayside City Council coordinates the allocation of funding through this program and within 2014/15, the following funds were allocated:

Funding partner Project

Hampton Dolphins Soccer Club $ 700 Sandringham Bowls Club Inc. $ 650 Arthritis and Osteoporosis Victoria $ 3,000 Action for More Independence and Dignity in Accommodation (AMIDA) $ 2,000 Total $ 6,350

Challenges for 2014/15 • As part of the Commonwealth Aged Care Reforms, transitioning services for people aged over 65 from state government responsibility to Commonwealth Government responsibility, whilst endeavouring to maintain the benefits of the current Victorian service delivery model.

Future direction for 2015/16 Major initiative • Establishment of the Bayside Volunteer Reference Group

Initiatives • Kitchen renewal upgrade to the Brighton Town Hall to benefit the community • Transition of the HACC Program from state government to Commonwealth Government responsibility • Billilla Studio renewal Artists in Residence • Black Rock House stables refurbishment

87 Through this goal, our priorities over the next three years are:

GOAL • developing planning strategies and policies with our community that enhance Bayside’s liveability along with its natural and built environment • engaging with our community to ensure we develop appropriate planning controls for Bayside • advocating Council’s planning “Bayside will have a well- and urban design objectives • developing and implementing preserved neighbourhood public realm projects to beautify Bayside’s neighbourhood character and enrich our character and will have urban environment • ensuring community assets accessible transport and infrastructure meet current and expected needs • planning, advocating, options.” implementing and promoting 3 integrated transport options in Bayside.

STRATEGIC OBJECTIVE: Protecting and enhancing amenity, This goal’s liveability and neighbourhood character. progress % towards the target is: 82.4 88 Bayside City Council Annual Report 2014/15 A liveable city

Performance against Goal 3 Our progress towards achieving our annual targets aligned to this goal is 82.4% Strategic objective: Protecting and enhancing amenity, liveability and neighbourhood character Activity Target Result Status

Strategy: Developing planning strategies and policies with our community that enhance Bayside’s liveability along with its natural and built environment Develop a template and Develop guidelines New Draft Landscape Plan Guidelines have been guidelines to make it easier developed. These will be used by arborists and for applicants to meet planners to assess landscape plans and will also requirements for landscaping be provided to landscape architects, developers and residents to help them to determine what needs to be included in their planning permit applications. The Guidelines will be released for public consultation and presented to Council next quarter. Proactive control of Proactive activities Two foreshore sites have been targeted for active feral animals undertaken fox dens. Fumigation of dens has taken place. Community-based Indian Myna Action Group has been implemented and the trial is underway. Development of the Bayside Develop strategy The Walking Strategy was adopted by Council Pedestrian Strategy to identify on 23 June 2015. opportunities to improve the safety of pedestrians Consult the community on its Review planning The draft Bayside Planning Scheme Review views of the planning scheme Scheme 2015 has been prepared and scheduled to be ACTIVITY TO BE and opportunities to improve reported to Council for adoption 23 June 2015. COMPLETED IN controls as part of the Bayside A final phase of consultation will be undertaken 2015/16 Planning Scheme Review prior to presenting the final report to Council for adoption in September 2015 (15/16 FY). Input phase consultation was undertaken over quarter three to inform the draft report, aligned and delivered in parallel with the Statutory Planning Service Review consultation process. This included an extensive community and planning scheme user survey (292 responses) and a series of drop-in sessions. The Minister has approved an extension for the final report to be lodged by end of September 2015.

Target achieved Progressing to achieve target Not achieved

89 Activity Target Result Status

Establish a charge on new Development The Drainage Development Contributions Plan development to improve and of the Drainage (DDCP) was adopted by Council in December ACTIVITY TO BE upgrade the drainage network Contributions Plan 2014. The amendment was authorised by the COMPLETED IN Minister in March (lodged early Jan 2015) and 2015/16 public exhibition commenced in May 2015 (quarter four). The exhibition is scheduled to conclude in early July 2015. Strategy: Engaging with our community to ensure we develop appropriate planning controls for Bayside Finalise Amendment C125, Presentation of Draft Amendment C125 was presented to the which applies the Residential amendment to Residential Zones Standing Advisory Committee Growth Zone (RGZ), through Residential Zones (RZSAC) in October 2014 for Hearing and the the Minister's Residential Standing Advisory process has now concluded. The Minister for Zones Standing Advisory Committee Planning released the RZSAC report in April, Committee (RZSAC) and with the Advisory Committee recommending seek Ministerial approval. that the amendment not be prepared, adopted and approved. The Minister for Planning has confirmed he will not progress the amendment. Prepare an Amendment (C126) Presentation of Work is underway to finalise the amendment to the Bayside Planning Scheme, amendment for documents before authorisation is sought. ACTIVITY TO BE and receive Ministerial Council adoption There were some changes required to the COMPLETED IN Authorisation, to implement Strategy and Amendment presented to the 2015/16 the Small Neighbourhood Ordinary Meeting of Council in April 2015. Activity Centre Strategy. The authorisation request will be lodged with the Minister for Planning in quarter four. Strategy: Advocating for Council’s planning and urban design objectives Advocate for improved Advocacy work An assessment of all bus stops in Bayside has seating/shelter at bus stops completed been completed and a recommended program of priority locations for shelters was submitted to Public Transport Victoria (PTV) in February 2015. PTV funded 14 new shelters in Bayside in 2014/15. Advocacy regarding the impact of bus route changes was successful with the state government abandoning a proposal to reduce bus services in Bayside. Set new height limits in Hampton The Planning Panel report relating to Street, Bay Street, Church Street Amendments C113 (Sandringham Village), and Sandringham Village C114 (Bay Street) and C115 (Church Street) was received in January 2015. The Panel recommended that all three of the Amendments be abandoned. Council has considered the Panel Report and has resolved to defer a final decision and will advocate its preferred position for mandatory height controls in these locations with the Minister for Planning. A meeting was held with the Minister for Planning in May 2015 to advocate the approval of the amendments and the Mayor has since written to the Minister seeking his support. The Minister has forwarded the letter to the Executive Director in the Department for response. Officers are actively monitoring timing of response with Department staff.

Target achieved Progressing to achieve target Not achieved

90 Bayside City Council Annual Report 2014/15 Activity Target Result Status

Strategy: Advocating for Council’s planning and urban design objectives Advocate for the Minister for Advocacy work Amendment C121 was approved by the Minister the Minister for Planning to completed for Planning on 25 September 2014. The make the Water Urban Design amendment removed the date-based expiry of Policy (Clause 22.08) a permanent the policy. The policy will now only expire in the provision (Amendment C121) event that the state government introduces a statewide policy position on Water Sensitive Urban Design (WSUD) requirements through either the planning or building systems. As this policy directive is not on the state government’s horizon, it is highly unlikely there will be implications for Council’s policy expiry in the medium to long term. Strategy: Developing and implementing public realm projects to beautify Bayside’s neighbourhood character and enrich our urban environment Publication of a technical manual Publication The final version of the Place Design Manual to guide the decision of future of manual has been completed and is available on streetscape improvements Council's website.

Delivery of Traffic Management Completion of Emily Street intersection works and Well Street Capital Works 2014/15 Program, Traffic Management pedestrian crossing works are complete. Design including Emily Street, Beaumaris, Capital Works and construction of shared path improvement Well Street, Brighton Pedestrian Program 2014/15 works has been held up due to objections to the Crossing, Shared Path Emergency planning permit. The project to reduce speed Works, Activity Centre Speed limits in activity centres is complete. Traffic Reduction and Traffic Management Priority Works (emergent works Management Priority Works from current investigations) are complete. (emergent works from current investigations)

Strategic objective: Providing infrastructure and transport options that meet current and expected needs of the Bayside community

Strategy: Ensuring the community’s assets and infrastructure meet current and expected needs Implement improvements Streetscape Improvement works completed. at the Martin Street Activity improvements Centre, Brighton complete

Develop a Drainage Strategy The draft drainage upgrade was completed Upgrade Strategy developed and released for public exhibition in June 2015. The final Strategy is to be presented to Council in July 2015. Strategy: Planning, advocating and promoting integrated transport options in Bayside Increase parking Increase parking Additional parking enforcement staff have enforcement services enforcement been employed since September 2014.

Target achieved Progressing to achieve target Not achieved

91 Activity Target Result Status

Implementation of the Activities Implementation of the second-year actions of the second-year activities from completed Integrated Transport Strategy progressed well. the Integrated Transport Strategy • Walking Strategy adopted by Council on 23 June 2015 • Active Transport Facility Improvement Program to upgrade pram ramps at locations across the municipality successfully delivered • Municipal Strategic Statement updated to reflect ITS principles • Structure Plans for Major Activity Centres finalised • Neighbourhood Activity Centres for Hampton East/Moorabbin and Martin Street progressing • Delay to Elster Creek Trail upgrade at Little Brighton Reserve, due to objections to planning permit application. Project carried forward to 2015/16.

Key strategic activity

Activity Target Result Status

Strategy: Ensuring the communities assets and infrastructure meet current and expected needs Construction of the Green Car park Car Park reconstruction works completed. Point Car Park (B4), Brighton reconstruction complete Council Plan strategic indicators The following statement reviews the performance of Council against the Council Plan including results achieved in relation to the strategic indicators included in the Council Plan.

Indicator Target Result Status

Percentage of annual initiatives achieved (as set out within the annual budget) 100% 82.4%

Community satisfaction for local streets and footpaths* 63% 65%

Community satisfaction rating for Traffic management* 58% 57%

Community satisfaction rating for parking facilities* 53% 50%

Community satisfaction rating for appearance of public areas* 75% 74%

Community satisfaction rating for the enforcement of local laws* 64% 66%

Percentage of planning permit applications determined within >40.1% 44.2% the statutory timeframes

* 2015 Department of Environment, Land, Water and Planning Annual Local Government Community Satisfaction Survey results (indexed mean score)

The following provides information in relation to the services funded in the 2014/15 Budget and the persons or sections of the community who provided the service.

Target achieved Progressing to achieve target Not achieved

92 Bayside City Council Annual Report 2014/15 Service Description Net cost actual budget Variance $’000

Infrastructure This service ensures the long-term, sustainable management of Council's 2,070 Assets infrastructure-based services, a safe and efficient roads network, quality 2,201 urban places and protection and advocacy of public assets. 131 Capital Works This service delivers maintenance work and improvements to Council’s 9,490 infrastructure and assets. The service also undertakes design, tendering, 10,008 contract management and supervision of various works within Council’s 518 Capital Works Program. Strategic Land This service prepares policies and strategies relating to land use planning 1,465 Use Planning and development issues. The service monitors the Bayside Planning Scheme 1,449 as well as preparing major policy documents shaping the future of Bayside. (16) It also prepares and processes amendments to the Bayside Planning Scheme and carries out research on demographic, urban development, economic, environmental and social issues affecting Council. Statutory The statutory planning service processes all planning permit applications, (556) Planning provides advice and makes decisions about development proposals which 540 require a planning permit, as well as representing Council at the Victorian 1,096 Civil and Administrative Tribunal where necessary. Building This service provides statutory building services to the Council and 321 community including processing of building permits, emergency management 323 responsibilities, fire safety inspections, audits of swimming pool barriers and 2 investigations of complaints and illegal works. Amenity This service protects the safety and amenity of our community through (657) Protection the provision of animal management services, food safety services, the (659) administration of relevant laws and regulations and community education (2) for those who live, work and visit Bayside.

The following statement provides the results of the prescribed service performance indicators and measures including supportive commentary, where appropriate.

Service performance indicators Results Commentary Service/indicator/measure 2015 (where appropriate) Roads Satisfaction of use 84.82 Council’s routine inspection and maintenance process and condition-based renewal program work to ensure Sealed local road requests roads remain in good condition and minimise the need [Number of sealed local road requests / for community members to request road-related works. Kilometres of sealed local roads ] x100 Condition 97.02% Council’s asset management planning, condition-based renewal program and routine maintenance works ensure Sealed local roads below Bayside’s roads remain in good condition. the intervention level [Number of kilometres of sealed local roads below the renewal intervention level set by Council / Kilometres of sealed local roads] x100

93 Service performance indicators Results Commentary Service/indicator/measure 2015 (where appropriate)

Service cost $128.97 Council uses a pavement management system to optimise prioritisation for intervention and reconstruction works. This Cost of sealed local road reconstruction enables works to be completed in a timely manner and prior [Direct cost of sealed local road to the significant breakdown of roads which, in turn, helps to reconstruction / Square metres of minimise reconstruction costs. sealed local roads reconstructed] Service cost $25.49 Council uses asphalt overlays on roads to provide a high-quality urban road surface as part of its periodic Resealing Program. Cost of sealed local road resealing [Direct cost of sealed local road resealing / Square metres of sealed local roads resealed] Satisfaction 67.00 Satisfaction with sealed local roads [Community satisfaction rating out of 100 with how Council has performed on the condition of sealed local roads]

Service performance indicators Results Commentary Service/indicator/measure 2015 (where appropriate) Statutory Planning Timeliness 115.00 As a result of significant increases in the number of applications lodged in 2013-2014 (primarily June 2014) Council’s decision- Time taken to decide planning making timeframes were impacted in 2014/15. In 2015 a full applications strategic service review of Statutory Planning was completed [The median number of days between and actions are now underway to improve the timeliness and receipt of a planning application and efficiency of the service. (Data for reporting has been derived a decision on the application] from Council’s enterprise system due to PPAR’s upload issue) Service standard 44.16% As a result of significant increases in the number of applications lodged in 2013-2014 (primarily June 2014) Council’s decision Planning applications decided making timeframes were impacted in 2014/15. In 2015 a full within 60 days strategic service review of Statutory Planning was completed [Number of planning application and actions are now underway to improve the timeliness and decisions made within 60 days / efficiency of the service. (Data for reporting has been derived Number of planning application from Council’s enterprise system due to PPAR’s upload issue) decisions made] x100 Service cost $2,438.40 As a result of significant increases in the number of applications lodged in 2013-2014 (primarily June 2014) Council’s decision- Cost of statutory planning service making timeframes were impacted in 2014/15. In 2015 a full [Direct cost of the statutory planning strategic service review of Statutory Planning was completed service / Number of planning and actions are now underway to improve the timeliness applications received] and efficiency of the service. It is expected that process improvements will reduce the cost per planning application in 2015-2016. (Data for reporting has been derived from Council’s enterprise system due to PPAR’s upload issue)

94 Bayside City Council Annual Report 2014/15 Service performance indicators Results Commentary Service/indicator/measure 2015 (where appropriate)

Decision making 40.91% Council planning decisions upheld at VCAT [Number of VCAT decisions that did not set aside Council’s decision in relation to a planning application / Number of VCAT decisions in relation to planning applications] x100

Reflecting on our highlights

Awarding excellence in our built environment Showcasing the expertise of building designers and encouraging high standards of excellence in design is central to managing our built environment. In recognition of design excellence, Bayside City Council’s Built Environment Awards were held in October 2014. The awards raise community awareness of design, landscape, sustainability and heritage values and recognise architects and designers who have contributed positively to our built environment. Winners of the 2014 awards were:

Award Architect Property Address

Most Creative Design Recognises buildings that exhibit distinctive design and landmark qualities, generated by new ideas and innovative use of form, materials, colours and technology. Winner SAAJ Design 8A Iluka Street, Black Rock Highly Commended Clarke Hopkins Clarke Architects The Urwin Centre for Learning, Brighton Grammar Best New Building Recognises the best overall contribution to the local environment across a diverse range of design criteria including architectural excellence, reflection of community aspirations, positive integration into the local context, affordability, durability, creativity, environmental sensitivity and innovative use of technology. Winner JFK Design 24 Nicol Street, Highett Highly Commended SAAJ Design 8A Iluka Street, Black Rock

Best New Building – Non-residential Recognises the best overall contribution to the local environment across a diverse range of design criteria including architectural excellence, reflection of community aspirations, positive integration into the local context, affordability, durability, creativity, environmental sensitivity and innovative use of technology. Winner Clarke Hopkins Clarke Architects The Urwin Centre for Learning, Brighton Grammar Highly Commended Moull Murray Architects 284 Bay Road, Cheltenham

Best Medium Density Housing Recognises outstanding achievement in the provision of medium density housing that integrates harmoniously into its setting, achieves a high level of domestic amenity and contributes positively to the local urban character. Highly Commended Dale Cohen Architects 19 Holzer Street, Sandringham

95 Award Architect Property Address Best Renovation / Extension Acknowledges the careful design required to successfully add new elements to an existing building in a manner which is complementary, respectful or challenging, yet enriches both the host building and the local urban setting. Winner Murley Design 2 Hunter Avenue, Black Rock

Best Heritage Renovation or Restoration Celebrates the design that underpins the creative and respectful renovation, extension and creative adaptation of heritage places to extend their useful lives and enable new uses while retaining essential heritage integrity. Winner Clarke Hopkins Clarke Architects The Urwin Centre for Learning, Brighton Grammar Highly Commended Graphos Architects 71 North Road, Brighton

Best Ecologically Sustainable Design Recognises outstanding responsiveness to the growing need for energy efficiency and the emerging ecological challenges of our time, setting a standard for others to follow, while remaining respectful of established neighbourhood character. Highly Commended Mike McGrath Architect 2/44 Third Street, Black Rock Highly Commended Dale Cohen Architects 19 Holzer Street, Sandringham

Best of the Best Most Outstanding Contribution to the Bayside Built Environment Winner SAAJ Design 8A Iluka Street, Black Rock

96 Bayside City Council Annual Report 2014/15 Reflecting on our highlights Bayside Planning Scheme Managing Growth in Bayside Drainage The Bayside Planning Scheme sets Neighbourhood Residential Development Contributions out policies and controls for the use, development and protection of Zones (Amendment C140) Plan (Amendment C139) Amendment C140 applies to the Amendment C139 to the Bayside land in Bayside. From time to time, Neighbourhood Residential Zone, Planning Scheme proposes to amendments to the scheme are which applies to 80 per cent of implement the Bayside Drainage proposed to implement new state, Bayside’s established suburbs. Development Contributions Plan regional or local strategies and (DCP). The Plan requires developers policies or change land use controls It proposes: to pay a levy contributing towards Amendments proposed or approved • a minimum lot size for subdivisions the cost of upgrading Bayside’s by Council and the Minister for • increasing the required amount municipal drainage network to Planning this year included: of private open space cater for increased development. • increasing the distance a new The amendment, prepared by Mandatory Height Controls for dwelling should be set back Bayside City Council, applies to Sandringham, Bay Street and from the rear boundary all land within the municipality of Church Street Major Activity • increasing the amount of Bayside. Centres (Amendments C113, area set aside for non-hard surfaces such as grass, garden Mandatory height controls C114 and C115) beds and porous paving. Council proposed to amend the in Hampton Street Activity Bayside Planning Scheme to restrict The amendment is the next step in Centre and Willis Street Urban the maximum height of development the implementation of the Bayside Design Framework (Amendment in three of its major shopping strips. Housing Strategy (2012). It will ensure new dwellings in these areas maintain C116 and C130) • Sandringham Village the existing neighbourhood character Council is proposing to amend the (Amendment C113) of Bayside’s suburbs and limit impacts Bayside Planning Scheme to restrict • Bay Street (Amendment C114) on neighbouring houses. the maximum height of development in the Hampton Street shopping strip • Church Street (Amendment C115). and to implement the In the Sandringham Village residential Heritage Overlay at 9 recommendations of the Willis Street area known as precinct E2, Council is Boxshall Street, Brighton Urban Design Framework (UDF). An also seeking to reduce the maximum (Amendment C137) action from the UDF is the realignment height. The changes will achieve Amendment C137 was approved by of Koolkuna Lane to carry two-way mandatory height controls in the the Minister for Planning on 23 April traffic and to be realigned to meet business precincts of the major 2015. Amendment C137 applies Willis Street. Consultation on shopping strips and are intended to heritage protection to 9 Boxshall realignment options has occurred help protect the amenity and character Street, Brighton (also known as with affected residents and interested of these centres whilst providing the “the Lindsay House”) by amending parties, and a decision on the community with greater certainty the Bayside Planning Scheme to preferred option is yet to be made. regarding future developments. include this property within the Amendment C116 seeks the In the Sandringham Activity Centre, Heritage Overlay (HO771). This implementation of mandatory controls the reduction of maximum height in means that a planning permit is in the Hampton Street shopping the E2 precinct from five storeys to required for most building works strip. Amendments C113, C114 three storeys is being proposed to to the existing house, including and C115 seek a similar outcome to employ the same controls as demolition; to remove or lop the that proposed by Amendment C116. surrounding residential areas. lemon-scented gum in the front Amendments C113, C114 and C115 have been considered by Planning The proposal was considered by yard or to change the external Panels Victoria. The Panel report Planning Panels Victoria. The Panel colour of the dwelling. recommended that the amendments report recommended that the be abandoned. Council is lobbying amendments be abandoned. Council the Minister for Planning to seek is lobbying the Minister for Planning support on the matter. to seek support on the matter.

97 Reflecting on our highlights Residential Growth Zones applied to areas of Highett, Cheltenham, Hampton East and Brighton East (Draft Amendment C125) - Abandoned Council received confirmation from the Minister for Planning, the Hon. Richard Wynne, that this amendment has been abandoned. Bayside City Council welcomed the Minister for Planning’s decision not to proceed with Draft Amendment C125 that would see Residential Growth Zones applied to areas of Highett, Cheltenham, Hampton East and Brighton East. The abandonment of the draft amendment is the outcome residents and Council were seeking. The proposal to apply Residential Growth Zone in areas around train stations along the Frankston line was only undertaken at the direction of the office for the former Minister for Planning. The abandonment of draft Amendment C125 means that the General Residential Zone will be retained in the areas of Highett, Cheltenham and Hampton East in line with similar locations in Brighton, Hampton and Sandringham.

The following pages list some of our major capital works projects undertaken Major capital projects in 2014/15. This year Council delivered 90 per cent of planned capital works Bayside’s commitment to projects. Information on capital works projects planned for 2015/16 in the making Bayside a better place 2015/16 Annual Budget at www.bayside.vic.gov.au is demonstrated through our annual capital works program. This year, Council invested $19 million in Capital Works Projects aimed at 2.2% providing high-quality infrastructure 3.8% for our community. The following are two examples of projects 6.6% delivered this year: • Martin Street streetscape 8.4% 30.9% upgrade - Council completed $1.5 million in improvements to Martin Street to make the shopping village a more attractive place 10.8% for shoppers and commuters and safer for pedestrians and cyclists. Key improvements included new footpaths, raised pedestrian crossings to improve 14.5% safety, widended bike lanes, more 22.8% bike parking installed and new street trees planted. The works also included reconstructing parts of the road and installing new drainage infrastructure. Road infrastructure $ 5,863,183 • Green Point Cenotaph flag poles and lighting - Following a petition Parks, open space and streetscape $ 4,320,200 received requesting improvement Council buildings $ 2,740,561 works to be undertaken at the Green Point Brighton Cenotaph, Foreshore and conservation $ 2,046,725 Council undertook works including Drainage infrastructure $ 1,582,297 the installation of three new flag Off-street car parks $ 1,242,891 poles with illumination. These works were undertaken prior to the IT systems, network, servers, $ 716,100 special commemorative Centenary and communication Dawn Service on Anzac Day. Library assets $ 421,687

98 Bayside City Council Annual Report 2014/15 • Minor Building Renewals Roads infrastructure management ($ 542,540) Drainage infrastructure The total spent on roads infrastructure The total spent on drainage management was $5.8 million • Sustainability and ESD infrastructure management was including some of the following works: Initiatives ($192,725) $1.5 million. This includes some • Jetty Road Sandringham of the following: • Footpaths and Cycleways Kiosk ($168,791). Program ($1,801,641) • Unscheduled Priority Drain • Annual Road Reseal and Re- Works ($168,607) sheet Program ($1,810,659) Parks, open space • New Street Drain, • Bicycle facilities Improvement and streetscape Brighton ($36,925) Program ($51,290) The total spent on parks, open space • St Ninians Road and Shandford and streetscape was $4.3 million. • Road Reconstruction Avenue Brighton Drainage Some of these works included: Program ($750,246) ($55,472) • Kerb and Channel Replacement • Martin Street Activity Centre • Beach Road Sandringham Program ($650,007) Streetscaping ($1,122,622) (Bayview Crescent) Drain ($30,348) • Traffic Signals at Well Street • Church Street Activity Centre Pedestrian Crossing ($102,750) Streetscaping ($300,211) • Haldane Street Drain Beaumaris ($494,982) • Traffic Management Unscheduled • Dendy Street Village Streetscape Priority Works ($197,321) Improvements ($37,015) • Hampton St Drain - Ferguson Street to Little Union Street • Footpath Connectivity • Hampton Street Sense of ($146,034) Program ($44,836). Place Works ($47,498) • Sandringham Village • Grant Street Brighton East (Mayflower) Drain ($94,222) Council buildings Masterplan ($44,682) • Unscheduled Drainage The total spent on Council buildings • Moorabbin West Reserve Capital Works ($90,224) and improvements in 2014/15 was Sportsground Lighting ($138,757) $2.7 million. This includes the • Merindah Park Sandringham • Drainage Preliminary Design following major projects: ($134,747) and Investigation ($87,209). • Banksia Reserve Beaumaris • Banksia Reserve pavilion Redevelopment ($236,293) Lighting ($126,758) Foreshore and conservation areas The total spent on new and upgraded • Hurlingham Park pavilion • Castlefield Reserve foreshore and conservation areas was Redevelopment ($129,716) Sportsground ($520,017) $2 million including: • Basketball and Netball Stadium • Cheltenham Recreation Reserve Design and Feasibility ($92,932) Sportsground ($68,766) • Half Moon Bay Boat Ramp Reconstruction ($97,241) • Bayside Community Nursery • Chisholm Reserve Sandringham Revitalisation ($61,402) Cricket Nets ($151,627) • North Road Jetty Storm Damage Reconstruction ($198,959) • Dendy Street Beach Masterplan • Risk Mitigation Work Implementation ($155,058) (Sportsgrounds) ($75,211) • Beaumaris Foreshore Rehabilitation Works ($199,267) • Hydraulic Equipment Unscheduled • Brighton Beach Reserve Replacements ($168,417) Sportsground Improvements • Green Point Brighton Car ($841,074) park B4 FS8 ($603,765) • Asbestos Removal Program ($288,165) • Shipston Reserve Sportsground • Green Point Cenotaph Flagpoles Lighting ($198,142) and Lighting ($81,469) • Public Amenities Buildings (Minor Renewals) ($63,113) • Hurlingham Park Masterplan • Half Moon Bay Catwalk and Implementation Stage 1 ($182,536) Car park Storm Damage • Building Accessibility Recon ($369,643) Compliance Program ($92,074) • Outdoor Basketball Court Construction ($71,584) • Black Rock Promenade Footpath • Electrical Compliance and Storm Damage Recon ($96,591) Renewal Program ($57,459) • Drinking Fountains for Humans and Dogs ($18,869) • Middle Brighton Baths Storm • Swipe Card Key Upgrade Damage Repair ($82,786) Program ($185,709)

99 Off-street car parks The total spent on off-street car Challenges Future direction parks was $1.2 million. This includes some of the following works: for 2014/15 for 2015/16 • Responding to the demands of • Cheltenham Park the former Minister for Planning Major initiatives Carpark ($498,742) regarding the application • Redevelopment of the • Beaumaris Reserve Car of the Residential Growth Hurlingham Park pavilion Park ($18,526) Zone and working with the community in response to their • Council Car Park Renewal Initiatives concerns with the Zone. Program ($623,994) • Implementation of the Hampton • Lack of Planning Panel support for • Major Parks Car Park East (Moorabbin) Structure Plan the introduction of mandatory height Upgrades ($101,958). • Implementation of the Martin controls in the commercial precincts Street Structure Plan of Bayside’s major activity centres. • Implementation of car IT systems, network, servers, • Continued high level of planning parking precinct plans and Communication referrals for drainage and The total spent on information traffic assessments requiring • Beach Road Black Rock (clock systems was $716,100 including: additional temporary contractor tower) outfall drain renewal to resource to meet statutory replace an existing drain that is in • Customer Request Management assessment timeframes. poor condition so that the drainage System (CRMS) Software ($78,429) system operates effectively to • Continuation of a high demand • CARMS Agenda Management minimise the potential for flooding on the assessment and approval Software ($63,329) of asset protection, hoarding, • Replacement of existing drain in • Chart of Accounts ($63,157) legal point of discharge, driveway Kinane Street which is in poor • Upgrade to MS Outlook ($22,658) crossover and crane permit condition and to mitigate flooding • Recruitment System ($53,683) applications, also requiring • Installation of traffic signals at Weatherall Road and Reserve • e-Services Online ($70,870) assistance from additional temporary resource to meet Road Cheltenham to improve • Human Resource System ($25,875) customer timeframe expectations. road safety, reduce accidents • Immunisation System ($15,688) and improve traffic flow. • Chambers Web Casting ($27,586) • C140 – Implementation of • Library RFID Hardware Housing Strategy including Replacement ($87,438). Planning Scheme Policy and Neighbourhood Zone Changes. Library assets The total spent on library books and material resources was $$421,687.

Arts and Culture The total invested in artwork was $28,256.

100 Bayside City Council Annual Report 2014/15 “Protecting and enhancing amenity, liveability and neighbourhood character.”

101 Through this goal, our priorities over the next three years are:

GOAL • working with the community and our partners to achieve positive environmental outcomes for the Bayside community through education and sharing information • protecting and enhancing foreshore, natural reserves and open spaces for the “Bayside will be a leader in enjoyment of all our community • minimising the environmental environmental management impacts of Council operations by reducing waste, and improving water and energy efficiencies and will be a greener, more • protecting and enhancing vegetation (increase indigenous plant usage) on sustainable city.” private and public land • responding to climate change 4 and mitigating its effects.

STRATEGIC OBJECTIVE: Achieving positive environmental outcomes. This goal’s progress % towards the target is: 75 102 Bayside City Council Annual Report 2014/15 A sustainable natural environment

Performance against Goal 4 Our progress towards achieving our annual targets aligned to this goal is 75% Strategic objective: Achieving positive environmental outcomes. Activity Target Result Status

Strategy: Working with the community and our partners to achieve positive environmental outcomes for the Bayside community Identify land contamination risks Project A draft policy has been prepared and was on Council-owned and private completed reviewed by the Executive Team, to be presented ACTIVITY TO BE land and establish mechanisms to July Council meeting. The assessment of COMPLETED IN for the ongoing monitoring and contaminated and/or potentially contaminated 2015/16 management of risks land parcels is completed with the data being incorporated into the geographical information system for review by various user groups. Key focus is on Council property; however, private land with existing notices or risky past use has also been mapped as part of the project. Some funding in Urban Strategy to undertake further investigation of historic sites to determine if an environmental audit overlay is required. Anticipated completion of project end August 2015 pending policy sign off by Council in July. Strategy: Protecting and enhancing foreshore, natural reserves and open spaces for the enjoyment of all our community Deliver improvements to the Improvements Detailed documentation for redevelopment of the Bayside Community Nursery delivered Bayside Community Nursery site is complete in ACTIVITY TO BE inclusive of a new webpage preparation for tender July/August 2015. COMPLETED IN and a resource to coordinate Content for webpage in development to align 2015/16 volunteers and increase sales with new Council website. Friends of Bayside Support Officer commenced 25 May 2015. Strategy: Minimising the environmental impacts of Council operations by reducing waste and improving water and energy efficiencies Reduce fleet fuel consumption, Eco Driver Program The final implementation of the Eco Driver greenhouse gas emissions and rolled out program has commenced. Nine sessions vehicle wear and tear are to be rolled out over the next four months with a refresher course included for previously trained drivers. Results will be shared on how the organisation is tracking. South East Councils Climate Change Alliance will also be reviewing the booking process and eco driver tools.

Target achieved Progressing to achieve target Not achieved

103 Activity Target Result Status

Strategy: Protecting and enhancing tree canopy cover (increase indigenous plant usage) on private and public land Develop and implement new tree Development New draft Local Law Tree Permit (tree replacement and landscaping of guidelines replacement) Policy and draft Landscaping guidelines. The guidelines will be Guidelines have been developed. These will used by arborists and planners to be presented to Council, after a period of improve operational effectiveness community consultation. and ultimately customer service. Develop and implement an Development and Data and image content is currently being interactive web-based platform implementation collated for the web-based platform. As part to showcase Bayside's of web-based of the promotion of Bayside’s indigenous flora indigenous flora platform and nursery upgrade, a Plant Bayside booklet has been produced showcasing indigenous plants of the Bayside region. Strategy: Responding to climate change and mitigating its affects Development and implementation Development of The development of a Waste Strategy will of the Waste Strategy to the strategy form part of the Environmental Sustainability implement actions set out in (ESF) Framework to be completed by December the Environmental Sustainability 2015 with high-level strategies and targets Framework included. A Waste Action Plan will then be developed with detailed actions and timeframes. Development of the Environmental Development of The development of a scoping outline, project Sustainability Framework to clearly the framework plan and discussion paper have been completed establish Council’s role and and the community engagement is about to responsibilities in the sustainable commence in conjunction with the Community management of Bayside’s Plan. It is considered appropriate to align environment engagement of both the ESF and Community Plan to avoid duplication and align engagement activity. The ESF is expected to be completed by December 2015.

Key strategic activity Activity Target Result Status

Strategy: Working with the community and our partners to achieve positive environmental outcomes for the Bayside community Implementation of Stage 4 of Implementation In November 2014 Council resolved to complete the Energy Efficient Streetlight of Stage 4 by Stage 4 of the Energy Efficient Street Light Program to upgrade our 30 June 2015 Program using LED lighting technology instead streetlights to more efficient of T5 technology that was installed in Stage 2 lighting and Stage 3 of the Program. This decision resulted in Stage 4 being implemented in two parts: • 2014/15 – Purchase of LED Street Lights – Complete • 2015/16 – Install Street Lights.

Target achieved Progressing to achieve target Not achieved

104 Bayside City Council Annual Report 2014/15 Council Plan strategic indicators The following statement reviews the performance of Council against the Council Plan including results achieved in relation to the strategic indicators included in the Council Plan.

Indicator Target Result Status

Percentage of annual initiatives achieved (as set out within the annual budget) 100% 75%

Number of people engaged in environmental sustainability education >48,193 55,892

Delivery of annual foreshore and conservation projects 100% 85%

Maintain 50 per cent recovery rate by weight of solid waste for recycling 50% 51% in line with Sustainability Victoria’s Metro Waste and Resource Plan Reduction in Council’s greenhouse gas emissions <7.23 7.09 tonnes tonnes / / FTE FTE Reduction in Council’s portable water use 220,000 kL 155,000 kL

80 per cent of new trees planted on nature strips (within the Vegetation 80% 91% Protection Overlay Area) are indigenous varieties Number of trees planted within streets, parks, foreshore 2,000 2,943 and bushland reserves

* 2015 Department of Environment, Land, Water and Planning Annual Local Government Community Satisfaction Survey results (indexed mean score)

The following provides information in relation to the services funded in the 2014/15 Budget and the persons or sections of the community who provided the service.

Service Description Net cost actual budget Variance $’000

Environmental This service develops environmental policy and provides quality services in 15,563 Sustainability open space management, tree management, waste collection and foreshore 15,888 and Open Space cleansing and sustainability initiatives. 325 Services

105 The following statement provides the results of the prescribed service performance indicators and measures including supportive commentary, where appropriate.

Service performance indicators Results Commentary Service/indicator/measure 2015 (where appropriate) Waste Collection Satisfaction 125.96 Kerbside bin collection requests [Number of kerbside garbage and recycling bin collection requests / Number of kerbside bin collection households] x1,000 Service standard 7.69 Kerbside collection bins missed [Number of kerbside garbage and recycling collection bins missed / Number of scheduled kerbside garbage and recycling collection bin lifts] x10,000 Service cost $93.90 Bayside provides a larger 140-litre garbage bin compared to the 120-litre bin provided by many councils. This allows more Cost of kerbside garbage bin collection garbage to be disposed of per bin. While Council also offers an service 80-litre garbage bin option, the uptake rate for these smaller bins [Direct cost of the kerbside garbage bin has been low to date. Approximately half of the cost relating to collection service / Number of kerbside the garbage bin is the bin collection and half is related to the garbage collection bins] waste disposal. Council competitively tenders both the collection and disposal services and uses regional contracts when those contracts provide a cost advantage. Service cost $4.81 Council has secured a recyclable disposal contract that provides an income stream to offset costs associated with the collection Cost of kerbside recyclables of the recyclables bin. Council competitively tenders both the collection service collection and disposal services and uses regional contracts [Direct cost of the kerbside recyclables when those contracts provide a cost advantage. bin collection service / Number of kerbside recyclables collection bins]

Waste diversion 50.92% Kerbside collection waste diverted from landfill [Weight of recyclables and green organics collected from kerbside bins / Weight of garbage, recyclables and green organics collected from kerbside bins] x100

106 Bayside City Council Annual Report 2014/15 Reflecting on our highlights Streetlight Efficiency Energy actions and use of more sustainable Program materials and products Work has continued this year Each year Council undertakes a series of planned capital works and on reducing Bayside’s energy maintenance abatement actions aimed at reducing our energy and consumption through the replacement water use. This year, Council completed the following actions: of street lights with more energy- efficient lights. The fourth and final Energy abatement action Council building stage of the street light upgrade is planned for the second half of 2015. Installation of reverse cycle air Various childrens’ services buildings, This program involves replacement conditioning Brighton Senior Citizens Centre, Nagle of 80W Mercury Vapour Lamps with Kindergarten LED lamps. This lighting upgrade Window film Brighton Senior Citizens Centre, program is expected to reduce Beaumaris Senior Citizens Centre emissions by more than 38,000 Window furnishings Brighton Senior Citizens Centre and tonnes over a 20-year period, which Beaumaris Centre is equivalent to 9,000 fewer cars on Reroof – light roof Brighton Senior Citizens Centre the road and a $10 million saving in electricity. In addition, the new lights Renewable energy Brighton Senior Citizens Centre, perform better and last longer (which Beaumaris Senior Citizens Centre reduces maintenance costs) than the Light paint (to improve natural Brighton Senior Citizens Centre, existing lights. lighting) Beaumaris Senior Citizens Centre Draft sealing Beaumaris and Brighton Seniors

Window sealing Brighton Senior Citizens Centre

Installation of energy-efficient Corporate Centre, Brighton Senior lighting Citizens and Beaumaris Senior Citizens Centre Installation of shading (such as Corporate Centre, Sandringham, verandah and/or blinds) Black Rock Kindergarten Sustainable materials Council building

Floors - carpet Brighton Senior Citizens Centre, Beaumaris Senior Citizens Centre Floors - laminate Brighton Senior Citizens Centre

Modwood decks Black Rock Kinder, Gordon St Kindergarten Pergola Roofing that provides ventilation – Black Rock Kindergarten

107 Reflecting on our highlights Energy consumption Total energy use by source Natural gas The adjacent graph shows Coucnil Electricity (Victorian grid) operations energy use by source Fuel 1400 from 2009 to 2015. Council’s gas consumption 1200 has decreased, while electricity 13,244 consumption has increased. Fleet 12,142 12,169 12,223 12,101 11,853 11,853 11,739

energy use has slightly decreased 1000 11,454 compared to the last two years. 10,585 10,525 10,130 9,892 Note: some data (for example, 800 streetlight) is estimated and will

be updated when available. 7,037 600 6085 6,091 6,346 6,111 5,867 Greenhouse gas emissions 400 The adjacent graph shows greenhouse gas emissions generated from Energy consumption(GJ) 200 operations at Council-owned facilities from 2009/2010 to 2014/15. 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 This does not include emissions from streetlights. The graph shows an increase in emissions, mainly Total annual greenhouse gas emissions due to increased electricity use. 6,000 ) 2 Water consumption 5,000 5,785 5,526 The adjacent graph shows annual 5,144 5,331 water consumption from Council 4,000 4,651 operations (buildings and open 4,336 space) from 2008/2009 to the 3,000 end of June 2015. Increased watering is also required 2,000 to maximise use of the playing

surfaces and therefore support CO Emmisions (Tonnes increased use and participation for 1,000 our local community to encourage 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 a healthy lifestyle. To ensure that Council is using water efficiently it is developing, via a grant from Total annual water consumption Melbourne Water, an Integrated 250,000 Water Management Strategy which should be completed in late 2015. 234,480 242,112 200,000 190.563 150,000 165,639 142,500 100,000 117,339

50,000 Water consumption (kL) Water 0 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15

108 Bayside City Council Annual Report 2014/15 In addition to the new dashboard, Monitoring the this year Council made the following sustainable infrastructure environmental performance improvements at the Corporate of Bayside’s Corporate Centre: Centre • installation of a new solar This year, Bayside City Council panel generation display trialled the use of a new sustainability • installation of a new community performance monitoring software waste station “Green Collect” system, GreenSense. The system • completion of an assessment uses real-time data in the form of of our irrigation system to ensure a dashboard, to demonstrate appropriate use of water. sustainability performance of Council’s Corporate Centre. The Corporate Centre is one of Council’s five largest buildings, The rich and engaging dashboard which are responsible for around provides Council with real-time 75 to 80 per cent of Council’s monitoring for the following greenhouse gas emissions. measuring points: • electricity Waste and recycling • gas The following graph shows the total waste and recycling rates for Bayside from • water 2009 to 2015.

• waste Domestic waste

• paper Total waste and recycling rates Recycling

• fuel. Green waste 25,000 The dashboard enables Council to instantly act on issues and 20,000 opportunities to improve sustainability

performance, whilst providing historical 20,147 19,963 19,884 19,722 17,722 records of the raw and calculated data 15,000 19,285 required for Council’s quarterly

performance environmental reporting. 14,156 Tonnes 10,000 13,339 12,488 12,488 12,516

Council have the opportunity with the 11,644 9,914 9,421 9,778 9,421 sustainability performance monitoring 9,408

5,000 8,021 and engagement software at the Corporate Centre to showcase environmental leadership through 0 real-time monitoring, project 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 implementation and evaluation.

The Corporate Centre is one of Source: Organisational Waste Reports Council’s five largest buildings, which cumulatively are responsible for around Considering our gradual increase in population, domestic waste figures have 75 to 80% of Council’s greenhouse remained steady over the past six years with 50.92 per cent of total waste gas emissions. The incorporation of diverted to recycling. the software at the Corporate Centre will provide the greatest opportunity for Financial year Domestic waste Recycling Green waste reducing resource consumption and minimising environmental impacts, with 2009/10 19,285 13,339 8,021 the opportunity to extend this initiative 2010/11 19,884 14,165 9,914 across Council’s other five major sites. 2011/12 19,963 12,516 9,778 2012/13 19,722 12,488 9,421 2013/14 20,147 11,644 9,408 2014/15 19,722 12,488 9,421

109 • Financial Risk Adaptation Regional projects Planning Project – This project Street and park tree Council participates in a number aims to assist councils to better of regional projects and partnerships management understand the financial impacts of Trees are unique public assets and the to address the impacts of climate climate change on Council activities change, to reduce resource largest and most conspicuous living and integrate climate change element in urban areas. Trees also consumption and to better equip the risk into its financial planning. community to deal with the impacts contribute significantly to modifying • Eco Driver Program - The Eco of climate change. Bayside, along with the impacts of living in an urban Driver Program recognises that The Mornington Peninsula Shire and environment, including reducing run-off in addition to vehicle size and City of Kingston, is currently involved in into drains, reducing air temperatures, fuel type, driver behaviour has a project called “Are you Ready?” This capturing dust particles and pollutants a key influence in fuel use and project aims to develop an interactive in the canopy, increasing property emissions. The program includes tool for local communities to prepare values, contributing to psychological the development of the training for the likely impacts of climate change wellbeing, and providing habitat for resources and the employment in their local environment. Planning local fauna. Council’s Street and Park of a training officer to deliver commenced this year and the tool is Tree Management Policy outlines training to Council staff. Training expected to be made available to the Council’s policy, providing guidance resources include a training video community in the next financial year. regarding tree services, the selection and handbook. SECCCA has and planting of new trees, and the Bayside City Council is also a employed an eco-driver training management of existing stock. As member of South East Councils officer to coordinate the production outlined within the policy, a minimum Climate Change Alliance Inc. (SECCCA of these resources and to deliver of 80% of trees planted in streets Inc.); a consortium of eight local the training to nominated Council and parks within Bayside’s Vegetation governments to the south-east of staff. To date, over 50 staff Protection Overlay 3 (VPO3) are to Melbourne. SECCCA councils work members have received training. be of indigenous variety. Within the collaboratively to reduce greenhouse • Save it For the Game Project – 2014/15 year, we achieved an gas emissions and to conduct Bayside is working with SECCCA to indigenous replanting rate of 91%. adaptation responses. Its projects continue the Save it For the Game This outcome has occurred because and programs involve a broad range Project at more Bayside sports the Bayside Streetscape Assessment of council activities, including energy clubs. The project involves club Manual 1997 requires some streets and water management, coastal members and users in developing within the VPO3 area to maintain the planning, recreation support and greater understanding of energy existing theme species, for example, community services. Current efficiencies to improve club as infill in existing avenues, which may SECCCA projects include: operations, to reduce energy costs not necessarily be of an indigenous and greenhouse gas emissions. variety. Furthermore, Council carries out extensive indigenous tree planting in our foreshore and bushland reserves.

110 Bayside City Council Annual Report 2014/15 The following table provides information on tree planting and removal throughout delayed and is expected to be the 2014/15 year: completed by March 2016. This will ensure alignment of Total community engagement with that of the Community Plan. Tree planting – park trees • Ensuring environmentally, socially Number of native park trees planted within Bayside’s Vegetation 1 and financially responsible Protection Overlay 3 alternatives for landfill disposal. Number of indigenous park trees planted within Bayside’s 55 Council has continued to work Vegetation Protection Overlay 3 with the Metropolitan Waste Number of park trees planted outside Bayside’s Vegetation 153 Management Group and the Protection Overlay 3 waste management industry to determine viable disposal options. Tree planting – streets trees • Reducing unrecovered recyclables Number of native street trees planted within Bayside’s 53 (15.06%) from the existing kerbside Vegetation Protection Overlay 3 collection systems to improve Number of indigenous street trees planted within Bayside’s 509 recovery rates ensuring any Vegetation Protection Overlay 3 separation of food organics from Number of street trees planted outside Bayside’s Vegetation 892 the waste stream is sustainable. Protection Overlay 3 Council has been working with the Tree planting – foreshore and bushland reserves Metropolitan Waste Management Group and the waste management Number of indigenous trees in foreshore and bushland reserves 1,280 industry to discuss viable options. Trees planting – total for all open space in Bayside Total number of trees planted in Bayside’s streets, parks, 2,943 foreshore and bushland reserves Future direction Tree removal – street and park trees Number of street and park trees removed 2126 for 2015/16 Tree removal – private properties Major initiatives Number of tree removal permits* issued within Bayside’s 107 • Implementation of Stage 4 of Vegetation Protection Overlay 3 the Energy Efficient Streetlight Number of tree removal permits* issued outside Bayside’s 332 Program to upgrade our streetlights Vegetation Protection Overlay 3 to more efficient lighting.

* Permits include the removal of both indigenous and non-indigenous varieties Initiatives • Ensuring reliable data collection • undergrounding of low voltage Challenges and environmental reporting, with power lines between New Street a focus on better understanding and South Road to ensure energy use in buildings, in particular retention of 10 Norfolk Pines for 2015/2016 the Corporate Centre. Council has • Maintaining open space and • Bayside Community continued to work on improving bushlands during extreme Nursery Revitalisation weather conditions. In addressing our data collection capabilities this • Beach Access Path upgrade – this challenge, Council has year through initiatives such as Dendy Street Beach to improve reconstructed a number of trialling the GreenSense software beach access and maintain the reserves this year including system for the Corporate Centre. sensitive dune environment the Trevor Barker Oval and • Ensuring the safety of people Cheltenham Recreation Reserve. accessing coastal areas near • implementation of the Green Point Masterplan • Managing and conserving the cliff faces and eroding areas. ecological value of our bushland Council has continued to work • implementation of the Dendy reserves. In responding to this on this challenge this year Park East Masterplan challenge, Council has reviewed through representation with • development of a Street Tree Root various policies this year including other levels of government and Management Policy and procedure. the Significant Tree Management local environmental groups. Policy and has further developed • The development of the strategies and plans such as the Environmental Sustainability Coastal Management Plan. Framework (ESF) has been

111 Through this goal, our priorities over the next three years are:

GOAL • supporting and building on Bayside arts, culture and recreation activities to encourage greater participation • encouraging and supporting our diverse culture by providing places to gather and connect “Bayside and its community • facilitating lifelong learning and programs that inspire will have a strong sense and stimulate imagination both through our own provision and support for of identity, pride and place community organisations. through its culturally rich arts, recreation 5and cultural programs.”

STRATEGIC OBJECTIVE: Providing recreation and cultural opportunities This goal’s that create a sense of identity, pride and place. progress % towards the target is: 100 112 Bayside City Council Annual Report 2014/15 A creative and active community

Performance against Goal 5 Our progress towards achieving our annual targets aligned to this goal is 100%. Strategic objective: Providing recreation and cultural opportunities that create a sense of identity, pride and place. Activity Target Result Status

Strategy: Supporting and building on Bayside’s arts, culture and recreation activities to encourage greater participation Sportsground improvement Delivery Works completed. Project is now in the works at Brighton Beach Reserve of program maintenance period. Sportsground, Brighton Sportsground upgrade works at Delivery Construction works have been completed at Castlefield Reserve, Hampton of program Castlefield reserve and it is currently in the maintenance period. Delivery of the Bayside Acquisitive Delivery The inaugural Bayside Acquisitive Art Prize has Art Prize to promote and support of program been awarded. The opening event on 7 May local artists and build Council’s art 2015 was very well attended and the exhibition collection was very successful. Over 400 entries were received, with a significant proportion from local residents or those with a connection to Bayside. Commence the redevelopment Delivery Concept plan has been completed and signed of the Hurlingham Park pavilion, of program off by key stakeholders including football and Brighton East cricket clubs. Positive feedback has also been received from residents surrounding Hurlingham Park. The tender for construction is anticipated to occur in July 2015 with construction following in October 2015. Progress Dendy Street Beach Delivery Council is working with the appointed architect pavilion redevelopment in of program and community stakeholders to complete the accordance with the adopted design development process. There are a program number of complex issues requiring detailed investigation for example, geomorphological impact, vegetation consideration, traffic management and historical considerations. The design process is expected to be completed before 31 December 2015. Concurrently, Council is also seeking external funding support for the planned improvements to Dendy Street Beach from federal and state governments.

Target achieved Progressing to achieve target Not achieved

113 Activity Target Result Status

Strategy: Encouraging and supporting our diverse culture by providing places to gather and connect Develop and deliver a community Delivery Over 500 young people attended the Bayside festival for young people to of program Beach festival held at Green Point on Saturday connect with and celebrate 14 February 2015. The Festival was organised living in Bayside by young people who designed a site layout including music bands, information stands, activities and food vendors.

Key strategic activity

Activity Target Result Status

Strategy: Supporting and building on Bayside’s arts, culture and recreation activities to encourage greater participation Commence the redevelopment Commencement The Banksia Sports Club and separate user of Banksia Reserve Beaumaris of project groups have signed off on a revised plan pavilion estimated at a cost of $5million. Council has considered and endorsed providing additional funding towards the project (a total contribution of ($2.6million). Council awaits further confirmation of funding from the Banksia Sports Club prior to the commencement of construction works. Council Plan strategic indicators The following statement reviews the performance of Council against the Council Plan including results achieved in relation to the strategic indicators included in the Council Plan.

Indicator Target Result Status

Percentage of annual initiatives achieved (as set out within the annual budget) 100% 100%

Maintain or increase the number of participants in Councils arts, recreation Maintain or 779 and culture programs increase: 993 Increased participation rates in the Arts and Culture Program >25,703 32,540

Number of visitors to Bayside Arts and Cultural centre >6,662 7,722

Number of library members N/A 43,205 (Base Year) Number of visitors to Bayside Library Services N/A 325,659 (Base Year) Number of loans of library materials N/A 458,434 (Base Year) Estimated attendance at Council’s major events Maintain or 27,500 increase: (Carols in 27,000 the Park and Bright ‘n’ Sandy Festival) Number of hours of structured recreation and cultural activity N/A 98,143 use of open space (Base Year)

* 2015 Department of Environment, Land, Water and Planning Annual Local Government Community Satisfaction Survey results (indexed mean score)

114 Bayside City Council Annual Report 2014/15 The following provides information in relation to the services funded in the 2014/15 Budget and the persons or sections of the community who provided the service.

Service Description Net cost actual budget Variance $’000

Libraries This service ensures the long-term, sustainable management of Council's 3,008 infrastructure-based services, a safe and efficient roads network, quality 3,002 urban places and protection and advocacy of public assets. (6) Arts & Culture This service provides a range of arts and cultural programs and participation 794 opportunities to preserve and promote our heritage and culture and aims to 826 inspire and stimulate the imagination. 32 Recreation This service supports community celebration and works in partnership with 1,591 and Events community groups and sporting clubs to provide spaces and opportunities 1,711 to encourage and support active, healthy and inclusive communities including 120 local swimming pool facilities.

The following statement provides the results of the prescribed service performance indicators and measures including supportive commentary, where appropriate.

Service performance indicators Results Commentary Service/indicator/measure 2015 (where appropriate) Libraries Utilisation 5.65 Bayside’s libraries actively manage and promote their print and digital collections to maximise the utilisation of each item. Library collection usage This ensures the best possible value to the community from [Number of library collection item loans / the purchase of the collections. Number of library collection items] Resource standard 68.65% Council’s libraries regularly update their print and digital collections to ensure they continue to meet the needs, Standard of library collection preferences, and interests of borrowers. [Number of library collection items purchased in the last five years / Number of library collection items] x100 Service cost $5.24 Council’s libraries manage their operations as efficiently as possible to maximise value to the community from its Cost of library service investment in the library service. [Direct cost of the library service / Number of visits] Participation 22.10% Active library members [Number of active library members / Municipal population] x100

115 Reflecting on our highlights Bayside Acquisitive Art Prize ANZAC Day Dawn Service The Gallery @ BACC was proud to To commemorate the centenary of introduce the Bayside Acquisitive Art the ANZAC landings at Gallipoli, Prize (BAAP) and exhibition. BAAP is Council held a Day Dawn Service at an annual prize and exhibition that Greenpoint War Memorial in Brighton. aims to increase opportunities for The service was conducted in participation in Bayside’s Arts and conjunction with Hampton RSL with an Cultural Program, foster a sense of estimated 15,000 people attendance. identity, pride and place in Bayside There were beautiful performances through a community event, and from St Leonard’s College Choir and enable the acquisition of suitable Band, creating a fitting tribute to all the artworks for the Bayside City men and women who have served - Council Art and Heritage collection. and continue to serve - our country. In its inaugural year, entries were to be executed primarily in a paint medium on a 2D support, and in subsequent years Bright ‘n’ Sandy this may change to works on paper, Food and Wine Festival photography, ceramics, small sculpture Now in its’ eleventh year, the Bright or new media. The winner of the ‘n’ Sandy Food and Wine Festival inaugural Bayside Acquisitive Art Prize was held in March 2015. Visitors of the was Kevin Chin with his snow-covered festival enjoyed learning new culinary landscape Less than white 2015 while techniques from a variety of celebrity Stieg Persson took out the Local Art chefs including Spencer Clements, Prize with his witty observational work Ollie Gould, Andi Lew and Jodie Blight. Brighton Singerie 2015. Forty-three exhibitors provided gourmet food and wine and Master of Ceremonies, Gold FM’s Craig Carols in the park ‘Huggy’ Huggins, hosted a line-up Australia’s largest Christmas of entertainment on the main stage. celebrations were enjoyed by 22,000 Over 5,500 people enjoyed local, people at Dendy Park in Brighton with regional and international food, wine Council’s annual Christmas Carols in and beer set among the idyllic gardens the Park. Some of Melbourne’s best at Green Point, Brighton Beach. performers including Offspring’s Chelsea Plumley, West End musical star Alex Rathgeyber and local young performer Beau Woodbridge enthralled Major events Bayside City Council hosts a number of major events each year. the massive crowd with traditional and Attendance rates at major events this year were: modern classic carols. Supported by a 50-member concert band and a 150 strong choir this spectacular Event Projected attendance Number of musical event, led by celebrity MC numbers people attending Mike Larkan featured a high flying Bright ‘n’ Sandy Festival 11,000 5,500 visit from Santa and culminated in a 10-minute fireworks extravaganza. Carols in the Park 20,000 22,000

Film Festival 1,000 980

Artist in Residence 200 560

ARTrium 25,000 31,000

ANZAC Day 5,000 15,000 Dawn Service

116 Bayside City Council Annual Report 2014/15 Library Services – events for children Library Services held events for children, including:

Event Number of Number of Number of people sessions sessions attending planned held

Baby Rhyme Time 35 35 1,248

Children’s Storytime 247 247 7,857

School holiday programs 60 60 1,353

Library Services – events for adults Library Services held events for adults, including:

Event Number of Number of people events held attending

Bibliotherapy sessions 73 711

IT classes 85 471

Elsternwick Housing Estate 25 390 library visits Book chats 39 276

Literary festivals events 28 1,749

Youth Services – events for young people Youth Services held events for young people, aged between 10 and 25, including:

Event Month Number of people attending

Young People of Bayside Art Exhibition July 14 140

FReeZA Battle of the Bands August 14 150

FReeZA Open Mic Nights September 14 60

Halloween Between the Books October 14 30

Summer Nights Block Party December 14 180

St Kilda Festival Push Stage February 15 1,500

Beachside Youth Festival February 15 500

Summer Pop Ups February 15 22

Summer Pop Ups March 15 12

South East Leagues Skate Comp April 15 250

Pulse DJ Comp May 15 115

117 Community facility bookings The following bookings were made at community facilities across Bayside:

Facility Number of Number of Number of casual bookings regular bookings Council bookings

Beaumaris community centre halls 29 733 101 Black Rock civic centre halls 14 428 1 Brighton Town Hall 43 0 56

Challenges Future direction for 2014/15 for 2015/16 • securing funding from state gov to maintain young person’s Major initiatives accessibility to Council’s Xtreme • commence the redevelopment Teen School Holiday Program of Dendy Street Beach pavilion • determining the implications precinct project to construct a for Bayside with the future roll new pavilion, renew the car park, out of the National Disability beach access and drainage near Insurance Scheme the existing Life Saving Club. • staying on top of the ever- changing eBook environment Initiatives with new products, platform • delivery of the Bayside changes, constant upgrades Acquisitive Art Prize to promote and changing functionality. and support local artists and build council’s art collection • sportsground reconstruction works at Shipston Reserve • Playground Renewal Program.

118 Bayside City Council Annual Report 2014/15 “Carols in the Park was enjoyed by 22,000 people at Dendy Park, Brighton.”

119 Through this goal, our priorities over the next four years are:

GOAL • enhancing and improving our foreshore, open spaces and infrastructure to strengthen tourism through the attraction of major sporting and recreation events • working with our business community to provide opportunities for growth “Bayside will be recognised and prosperity • promoting our shopping areas, as a leading business hub strong business precincts and a prominent coastal and local tourism features. 6tourist destination.”

STRATEGIC OBJECTIVE: Supporting the creation of a strong, This goal’s creative and innovative local economy. progress % towards the target is: 66.7 120 Bayside City Council Annual Report 2014/15 A thriving local economy

Performance against Goal 6 Our progress towards achieving our annual targets aligned to this goal is 66.7%. Strategic objective: Supporting the creation of a strong, creative and innovative local economy.

Activity Target Result Status

Strategy: Enhancing and improving our foreshore, open spaces and infrastructure to strengthen tourism through the attraction of major sporting and recreation events Implementation of the Annual actions The Bayside Tourism Network have worked Bayside Tourism Strategy implemented on the following projects: • Bayside Tourism Branding • capitalising on the Visiting Friends and Relations Market Sector • community partnerships. Members have self-selected into working groups and are focusing on the projects. The wedding guide has been revamped to be a high quality publication and includes paid advertising. The Destination Melbourne Contract has been reviewed and Council has withdrawn from advertising in the official visitor guide. The partnership will continue with sustained engagement in the “discover your own back yard” campaigns and in the tourism exchange. Strategy: Working with our business community to provide opportunities for growth and prosperity Develop a Business Plan Business Plan As was undertaken a briefing report to Council for Hampton Street Traders delivered was completed together with associated Association (HTSA) marketing material to commence the public release of the HSTA’s business plan. However, the rates office has advised that with the introduction of rate capping it is uncertain as to how the introduction of a special rate will be considered i.e. if it will be included or excluded from the Cap. A decision / direction is expected from the state gov in September 2015. Subject to a position being resolved by the State Government, the direction for Council will need to be determined.

Target achieved Progressing to achieve target Not achieved

121 Activity Target Result Status

Strategy: Working with our business community to provide opportunities for growth and prosperity Implementation of the Bayside Annual actions Substantial work was done to promote the Economic Development Strategy implemented completion of works in Martin Street that required close liaison with the traders and internally with Council’s Communications and Infrastructure departments. The Bayside Business Network’s (BBN) April women’s luncheon and June breakfast were successful with strong attendance and high levels of satisfaction. A review of the Shopping Centre Events and Celebration Program was completed with a view to a relaunch in July 2015. Preparation of a Retail, Strategy The procurement process to commence the Commercial and Employment delivered development of the Retail, Commercial and ACTIVITY TO BE Strategy - including Bayside Employment Strategy is commencing at the COMPLETED IN Business Employment Area start of quarter four. All necessary quotation 2015/16 Review documentation was completed in the current quarter. It is expected the project will continue with a draft strategy prepared by September 2015. The reprioritisation of other strategic planning initiatives, such as the Residential Zones Standing Advisory Committee and resourcing constraints have delayed the commencement of the project. The final strategy will be presented to Council for adoption in quarter four (2015-2016). Councillors will be briefed throughout the process and consultation and engagement activities will occur at key milestones. Strategy: Promoting our shopping areas, strong business precincts and local tourism features Assist the Bayside Traders Delivery An Expression of Interest for a suitable provider Associations to develop of program of social media training has been completed ACTIVITY TO BE websites to market and and a contractor appointed. The program COMPLETED IN promote their local shopping guidelines have been finalised and an extensive 2015/16 precincts program for suitable business participants will commence in July, with completion expected in December 2015.

Key strategic activity

Activity Target Result Status

Strategy: Working with our business community to provide opportunities for growth and prosperity Acquisition and installation Delivery A review was completed and a new tender of Christmas decorations of program prepared for 2015. The contractor for 2014 n four major and five large has been contacted and an inspection of neighbourhood activity stock arranged. centres in Bayside

Target achieved Progressing to achieve target Not achieved

122 Bayside City Council Annual Report 2014/15 Council Plan strategic indicators The following statement reviews the performance of Council against the Council Plan including results achieved in relation to the strategic indicators included in the Council Plan.

Indicator Target Result Status

Percentage of annual initiatives achieved (as set out within the annual budget) 100% 66.7%

Improved community satisfaction rating for business and community 5 61 development and tourism* Percentage of annual actions from the Economic Development Strategy 100% 76.9% implemented Percentage of annual actions from the Tourism Strategy implemented 100% 60%

Increased number of downloads of web-based Bayside Tourism applications N/A (Base 304 Year) Increased number of Bayside Business Network members 480 458

Achieve a satisfaction rating of 85% or greater from Bayside Business 85% 98% Network event attendees

* 2015 Department of Environment, Land, Water and Planning Annual Local Government Community Satisfaction Survey results (indexed mean score)

The following provides information in relation to the services funded in the 2014/15 Budget and the persons or sections of the community who provided the service.

Service Description Net cost actual budget Variance $’000

Economic This Economic Development Service assists the organisation to facilitate an 626 Development environment that is conducive to a sustainable and growing local business 616 sector and provides opportunities for local residents to improve their skill (10) levels and access to employment.

Target achieved Progressing to achieve target Not achieved

123 Reflecting on our highlights The annual Activity Centres’ Discover Your Own Challenges Events and Celebrations Backyard Program Council participated in a ‘Discover for 2014/15 Support Program Your Own Backyard’ tourism • Assessing the diverse expectations The Activity Centres’ Events and marketing campaign over spring and community dissatisfaction Celebrations Support Program aims to 2014. The program, developed regarding the quality, impact and assist trader associations to implement by Destination Melbourne was an spread of Christmas decorations celebration programs to create a more Instagram competition which received as part of the 2014 program. enjoyable and engaging experience for over 200 Bayside-focused entries over the local community. By holding local two months with weekly winners being celebrations, shopping centres can chosen and becoming finalists for the Future direction reinforce their role as the centres for major draw. The entries showcased community activity and potentially the tourism offerings within Bayside, for 2015/16 attract new customers. helping create awareness within the Major initiatives The following activity centre events community who are ambassadors for • Acquisition and installation of were held this year: their visiting friends and relatives. Christmas decorations in four • Sandringham Village Fair – major and five large neighbourhood over 20,000 attendees Bayside Business Network activity centres in Bayside • Beaumaris Festival – highly Facilitated by Bayside City Council successful event with positive and supported by local sponsors, Initiatives the Bayside Business Network brings feedback from both traders • implementation of the together business professionals who and the community with Bayside Tourism Strategy over 5,000 attendees meet regularly to build meaningful business relationships and develop • implementation of the Bayside • Dad’s Super Saturday (Hampton excellence in business, innovation Economic Development Strategy Street) – over 6,000 attendees and entrepreneurship. at the Father’s Day event with • preparation of a Retail, Commercial positive feedback received The Network not only provides and Employment Strategy from all participating business to business networking • implementation of the Business residents and traders. but also information on the latest Plan for the Hampton Street developments in topics ranging from Traders Association self-managed superannuation to search engine optimisation. • implementation of the Activity Centre’s Events and In 2014/15, the Network had one of its Celebrations Funding Program best years with 3,182 people attending various events. One such event held this year was the March 2015 Business Breakfast held at the International of Brighton. Guest speaker Mr Earl de Blonville presented “Anyone can hold the Helm....when the Sea is Calm”, where he spoke about extraordinary expeditions, leadership, business and tenacity. It was a sell out!

124 Bayside City Council Annual Report 2014/15 Through this goal, our priorities over the next four years are:

GOAL • developing alternative income sources to take pressure off rate increases and improve long-term financial viability • advocating to state and federal governments for funding “Bayside City Council will and avoidance of cost shifting • maximising community utilisation of Council assets to improve continue to make the financial and/or social return • ensuring that Council is delivering the most effective mix of services best use of available in the most efficient way possible • demonstrating high standards resources to the benefit of customer service, good governance, risk management and leadership of all in a transparent local • reporting regularly to our community on 7government environment.” Council’s performance.

STRATEGIC OBJECTIVES: Creating community value through effective This goal’s management of resources and finances. progress % towards Ensuring open and transparent decision making the target is: and strong accountability to the community. 88.9 126 Bayside City Council Annual Report 2014/15 Financial responsibility and good governance

Performance against Goal 7 Our progress towards achieving our annual targets aligned to this goal is 88.9%. Strategic objective: Creating community value through effective management of resources and finances.

Activity Target Result Status

Strategy: Developing alternative income sources to take pressure off rate increases and improve long-term financial viability Implement the Property Annual actions The Property Strategy was adopted at the Strategy year-one actions implemented October 2014 Council meeting. Work on a number of actions in the strategy has commenced, including review of data and effectiveness of communication, planning for Leasing Policy review and construction and sale of bathing boxes. Review of properties in activity centres complete. Leasing data integrated into Asset Management module for improved assessment of condition and lease maintenance requirements. Overall year-one actions are substantially completed, with key outstanding actions related to consultation and finalisation of Leasing Policy, which is now scheduled for completion by December 2015 once the Sporting Club Contribution Policy completed. Strategy: Advocating to state and federal governments for funding and avoidance of cost shifting Advise Council annually on Cost shifting Financial impact of cost shifting reported cost shifting through the Bayside reported to in the 2013/14 Annual Report. City Council Annual Report Council Strategy: Maximising community utilisation of Council assets to improve financial and/or social return Commence collection and Data collection This activity is behind schedule due to staff analysis of property usage and review movements and prioritisation of other property ACTIVITY TO BE data to identify potentially completed projects. It is anticipated the collection of usage COMPLETED IN under-utilised buildings data to be undertaken for completion by end of 2015/16 January 2016.

Target achieved Progressing to achieve target Not achieved

127 Strategic objective: Providing infrastructure and transport options that meet current and expected needs of the Bayside community Strategy: Demonstrating high standards of good governance, risk management and leadership

Activity Target Result Status

Conduct the annual review Review A review of the risk register has been completed. of Council’s strategic and completed It has been presented to the Executive Team operational risk register and Audit Committee and is due for further presentation to the Audit Committee in July. Full reporting will occur in the June report to the Executive Team and will be monthly thereafter. This will form the new baseline for annual review of risks. Explore alternative responses Review A new operational response has been for dealing with the suspected completed implemented to investigate tree root claims damage by tree roots to private regarding private infrastructure, which involves infrastructure excavation on public land to determine tree root presence. Where appropriate, root pruning is undertaken and if required, rescheduled for re-inspection in two years’ time. The process has included documentation through process mapping. Further policy and procedures will be developed this year through the Street and Park Tree Policy review. Implementation of a public web Implementation Prototype built by GIS vendor. Delays version of the new geographic completed experienced due to new requirement to build information (mapping) system a mobile friendly version. The mobile version (GIS) to improve information has added additional time/effort. The new available to the community public GIS with the mobile version is due to about local services go live in mid-August 2015. Strategy: To report regularly to our community on Council’s performance Completion of the 2014/15 Audit Plan The 2014/15 Internal Audit Plan has Internal Audit Plan completed been completed. Six audits completed. Enhance quarterly reporting to Improvments Significant improvements have been made to Council to incorporate measures completed the performance reporting software to enhance that demonstrate performance reporting on the organisation’s results. and achievements.

Key strategic activity

Activity Target Result Status

Strategy: Ensuring that Council is delivering the most effective mix of services in the most efficient way possible Implementation of a four-year Review program Three service reviews have been completed Service Review Program to completed (HACC, Youth Services and Statutory guide service delivery, asset Planning). One service review is 95% management and financial complete (Children services). planning

Target achieved Progressing to achieve target Not achieved

128 Bayside City Council Annual Report 2014/15 Council Plan strategic indicators The following statement reviews the performance of Council against the Council Plan including results achieved in relation to the strategic indicators included in the Council Plan.

Indicator Target Result Status

Percentage of annual initiatives achieved (as set out within the annual budget) 100% 88.9%

Improved community satisfaction rating with Customer Service* 71% 68%

Improved community satisfaction rating for advocating on 53% 52% behalf of the community* Improved community satisfaction rating with overall performance of Council* 65% 63%

Average operating expenditure per assessment $2,242 $2,219

Average capital expenditure per assessment $537 $445

Percentage of customer service requests actioned within target timeframes 98% 97%

Rates and charges as a percentage of total income 71.1% 69.2%

Number of service reviews undertaken 4 3 complete and 1 review is 95% complete

* 2015 Department of Environment, Land, Water and Planning Annual Local Government Community Satisfaction Survey results (indexed mean score)

The following statement provides the results of the prescribed service performance indicators and measures including supportive commentary, where appropriate.

Service Description Net cost actual budget Variance $’000

Chief Executive This area includes the Chief Executive Officer, Directorates and 2,565 and Executive associated support which cannot be easily attributed to the direct 2,560 Team service provision areas. (5) Financial Services This service predominantly provides financial-based services to both internal 2,547) and external customers including the management of Council’s finances, 613 payment of salaries and wages to Council employees, raising and collection 3,16(0 of rates and charges and valuation of properties throughout the municipality. Information This service provides, supports and maintains reliable and cost-effective 3,344 Services communications, computing and records information systems, and manages 3,321 information technology infrastructure for Council staff enabling them to deliver (23) services in a smart, productive and efficient way. Organisation This service provides Council with strategic and operational organisation 1,247 Development development support. The service develops and implements strategies, 1,203 policies and procedures through the provision of human resources and (44) industrial relations services. The service also assists managers to determine and progress towards future structures, capability and cultures in their service units.

Target achieved Progressing to achieve target Not achieved

129 Governance This service includes the Mayor and Councillors and provides support in the 1,266 and Corporate areas of policy, corporate planning, performance measurement and reporting. 1,235 Performance The service also ensures that through good policy process the Council and (31) Councillors meet all of their individual and collective statutory obligations with transparency and integrity, and that the Councillors are properly supported in their role. Commercial This service facilitates property leasing, property sales, acquisitions and (1,257) Services insurance claims for Council. (1,332) (75)

Reflecting on our highlights Over the next 12 months Council will Council has also been actively Improvements in technology be continuing to expand its mobile engaging with local sporting clubs As part of the ICT (Information and capability. Council will aim to provision and groups and advocating with all Communication Technology) Strategic all 120+ care workers with mobile levels of government to increase Plan, one of Council’s key strategic devices, which will allow them to greater awareness of the inequity priorities is to improve business access information about who they of sporting infrastructure for females. processes, in-turn creating efficiencies are visiting and caring for in real time Our campaign “Give our girls a and improving customer service. An whilst also reducing paperwork and sporting chance” has gained a great example of such an initiative included other inefficiencies. deal of traction and we look forward to delivering a newly upgraded maternal continue this advocacy into 2015/16. Council will also be making other and child health system which makes improvements to our information Council has also been advocating it easier for nurses to get access to systems to improve the efficiency to the state gov to provide funding health and immunisation information in and effectiveness of service delivery. towards the redevelopment of the the field. This new system is also part Projects contributing to this outcome Brighton Life Saving Club pavilion. of a plan to allow families to make this year includes: We are all very aware that the Dendy online bookings for maternal and child Street Bathing Baths are a great health appointments. Online bookings • delivering online booking facility tourist attraction in Melbourne and it will be available to the community in for recreation and events is important that our infrastructure can late 2015. • improving the lodgement sustain large numbers of tourists and Council meetings are now broadcast process for planning and local residents. live on the internet for all members of building applications Council was successful in its advocacy the community to freely access. The • delivering simpler payment options to the state gov on the government’s community can also access an archive for various Council services proposal to reduce bus services within of all Council meetings and view these • reducing the cost of landline Bayside. As a result of the advocacy at any time. This helps the community phones by introducing IP telephony the state government’s proposal was to engage in and better understand in all of Council’s buildings. abandoned. local government decision-making processes. Council also successfully advocated to PTV for upgrades to 19 bus stops Identifying and implementing cost- Advocacy on behalf of the across the municipality during saving measures to ensure that the 2014/15. The upgraded bus stops information services delivered by community During the year Council has been are now fully accessible and provide Council are providing good value for actively advocating on a range of passengers with shelter and seating money has been a major focus over strategic matters; in particular, provision. the last 12 months. Measures included Council successfully secured a switching to Optus for mobile devices formal commitment of four hectares Through the MAV State Council and moving to TPG for internet of public open space from the Meeting, Bayside advocated on behalf services, which will save Council in Commonwealth Government as part of the local government sector for: excess of $450,000 over the next of its sale of the CSIRO site in Highett. • the implementation of the VAGO three years, , at the same time greatly This commitment enables Council recommendations in relation improving access to the internet. By to explore opportunities to meet to the Corporate Governance late 2015, Council staff and members the needs of Highett residents by Review of the MAV of the community using the libraries’ providing open space and play areas. public Wi-Fi will be able to benefit from • raised concerns about the proposed a much faster internet connection. changes and to the VCAT Act

130 Bayside City Council Annual Report 2014/15 • expressed concern over the discontinuation of the DTPLI What is the impact on Bayside? Chief Executive Officers In 2014/15, cost shifting has continued to increase financial pressure on Bayside Remuneration Survey City Council. This means Council needs to address the shortfall by increasing rates or reducing service levels. An estimated cost shift of $442,634 is equivalent • raised the importance of maintaining to a rate increase of 0.66 per cent for every Bayside resident. This may not sound the frequency of the ABS Census like a substantial amount, however with cost shifting occurring over the past • improving connectively around few decades, the impact of cost shifting over time is gradually undermining railway stations including alignment the financial position of all councils across Victoria. of bus and train timetables and commuter parking The major cost shifts in 2014/15 were as follows: • seeking funding to assist with Cost shifts Estimated amount pedestrian improvement programs. of cost shift In addition, Council made representation at the Australia Local Government Inadequate indexation of state grants for recurrent $182,292 Association and advocated on two programs (including funding for Libraries and Home and issues relating to the following: Community Care) Inadequate indexation of the Victorian Grants $79,899 • national control program Commission allocation for the Myna Birds Increase in the Victorian Landfill Levy on waste disposals $107,158 • continuation of the current frequency of the ABS Census. Restrictions on fee increase in planning permits, land $73,284 information certifications and other fees and charges Cost shifting from state and Total (equating to 0.66% of rate revenue) $442,634 federal governments. Policy development and review What is cost shifting? Council policies are public statements formally resolved by Council, which Cost shifting from state and federal clearly state Council’s requirements in relation to particular matters or issues. governments continues be a major Council policies are linked to longer-term strategic objectives and generally problem for local government in contribute to achieving one or more of the seven goals of our Council Plan. Victoria. The following policies were reviewed or developed in 2014/15: Cost shifting occurs when other levels of government: Policy Endorsed by Council • fail to increase the recurrent grants to local government Open Space Lighting Policy July 2014 to match the increasing cost Bayside Nature Strip Planting Policy November 2014 of providing services, thereby eroding the grants real value Procurement Policy Review 2015 January 2015 • introduce new taxes, levies Risk Management Policy February 2015 or charges on services councils provide • shift responsibility for services to local government without providing the funding needed to discharge that responsibility • introduce new laws or regulations that require councils to spend money on compliance • restrict the increase in fees and charges for various services provided by councils to a level less than the increase in the cost of providing those services.

131 Strategy and Masterplan development and review The following strategies and masterplans were reviewed or developed in 2014/15:

Strategy/Masterplan Endorsed by Council

Bayside Integrated Transport Strategy: August 2014 Implementation Progress Martin Street Brighton Structure Plan September 2014 Wellbeing for All Ages and Abilities Strategy September 2014 - Early Years Action Plan - Health Action Plan - Youth Action Plan - Disability Action Plan Dendy Street Beach Masterplan October 2014 Bayside Property Strategy October 2014 Strategic Service Review Framework October 2014 Bayside Coastal Management Plan November 2014 Housing Strategy Implementation Update – November 2014 Neighbourhood Residential Zone (NRZ) Schedule Controls and Local Planning Policy Framework Bayside Drainage Development Contributions Plan December 2014 Bayside Small Activity Centres’ Strategy April 2015 Bayside Walking Strategy June 2015 Rating Strategy 2015/16 June 2015

Challenges Future direction for 2015/16 for 2015/16 • determining the future of land on Willis Street occupied by the Major initiatives Scout Hall and subject to Hampton • Implementation of Year Two of Urban Design Framework the Service Review Program • management of legislative to guide service delivery, asset compliance obligations under management and financial planning the multitude of Victorian and Australian legislative requirements. Initiatives Regulations and standards • completion of the 2015/16 continued to be a challenge Internal Audit Plan • continually improving business • appointment of tenderer for systems and processes to the Provision of Electoral identify efficiency gains Services for 2016-20 • where possible, maintaining • implementation of payroll budgets at current levels system upgrade • long-term financial planning • electronic rostering for to ensure we address the Care Workers historical under-expenditure • construction and sale in maintaining Council assets. of two bathing boxes at Dendy Street Beach.

132 Bayside City Council Annual Report 2014/15 133 part

page 136 Corporate governance Ensuring Council operates in an open, honest, communicative and accountable manner

page 150 page 163 Audit Committee Statutory compliance An independent review of Council’s Council’s compliance with financial and management systems statutory legislation and statutory compliance

134 Bayside City Council Annual Report 2014/15 Statutory reporting and corporate information Corporate Council and committee meetings The role of Council and committee commitment to governing Bayside governance meetings is to consider and exercise in an open, accountable and decisions on matters that impact our participative manner. Corporate governance is community and review operational and The Mayor and Councillors of Bayside about ensuring that Council financial achievements against targets. welcome and encourage members Councillors sitting formally as Council operates in an open, of the public to attend meetings. or a properly constituted committee honest, communicative Meeting agendas are placed on Council either make or are accountable Council’s website four days prior and accountable manner. for all decisions that are to be taken at to each meeting. Copies of agendas Our sound governance Council meetings. Decisions are made are also provided at Council’s branch through the formal Council meeting practices guide the way we libraries and the Corporate Centre, cycle or through the formal delegation consult and communicate providing an opportunity for the of powers to committees or officers. with our community and community to acquaint themselves The Council can only make decisions with the business of Council. how Council represents the when it is sitting as Council. Outside community on important of the Council meeting, individual advocacy issues. Corporate Councillors have no decision-making governance is also about authority. our risks and financial Council meetings are generally management practices, scheduled on a three-week cycle and held on Tuesday evenings at our adherence to legislation, 7pm. They are open to the public. the operations of Council, Members of the public are given an the development of opportunity to speak directly to any policies and procedures, item on meeting agendas. Also, before the Council meeting each and our continuous month, members of the public can improvement approach. ask questions on any matter with the responses read out at the meeting if the questioner is present at the meeting. This reinforces our

135 Corporate governance

As from October 2014 Council introduced webcasting of Ordinary Meetings of Council, Planning and Amenity Committee Meetings and Special Meetings of Council.

Since October 2014 the take-up of webcasting in the community has increased both through live streaming and also accessing archived recordings. The results from October 2014 are as follows:

Month Live stream viewing Archive file viewing

October 2014 36 75 November 2014 44 138 December 2014 51 121 January 2015 16 46 February 2015 67 125 March 2015 54 121 April 2015 91 85 May 2015 62 102 June 2015 65 70

To assist the community to gain a better understanding of the decision-making process and opportunities for the public to participate in Council and committee meetings, a guide to Council and committee meetings held by Bayside City Council titled Council and Committee Meetings – An explanation has been developed and is on Council’s website or copies available at the Corporate Centre and Council Chamber. During 2014/15 there were 12 Ordinary Meetings of Council, one Annual Meeting of Council, three Special Meetings of Council, 12 Planning Committee Meetings and five Section 223 Special Committees of Council. A total of 33 meetings were held for the year. During the 2014/15, Council conducted its committee and Council meetings at the Council Chambers, Boxshall Street, Brighton. The Council/committee Meeting structure in place consists of a Planning and Amenity Committee with full delegated authority of Council to finally determine upon all statutory and urban planning matters and Ordinary Meetings of Council. Both meetings consist of all Councillors.

136 Bayside City Council Annual Report 2014/15 Council meeting schedule 2014/15 Month Council Planning Special Council Section 223 Special meeting Committee Meetings Committee Meetings

July 2014 Tuesday 22 Tuesday 15 August 2014 Tuesday 19 Tuesday 12 Wednesday 26 September 2014 Tuesday 16 Tuesday 9 Tuesday 9 October 2014 Tuesday 21 Tuesday 14 Tuesday 28 November 2014 Thursday 5 – Tuesday 18 Tuesday 18 Annual Meeting Tuesday 25 December 2014 Tuesday 16 Monday 8 Wednesday 4 two separate mtgs January 2015 Tuesday 27 Tuesday 20 February 2015 Tuesday 24 Tuesday 10 March 2015 Tuesday 24 Tuesday 10 April 2015 Tuesday 28 Tuesday 14 May 2015 Tuesday 26 Tuesday 12 June 2015 Tuesday 23 Tuesday 9 Wednesday 4 two separate mtgs

Special Meetings of Council Date Purpose Special Meeting of Council are called 9 September 2014 Letter of Congratulations – Mr John van Wisse by the Mayor of the Day when there 28 October 2014 2013/2014 Annual Report is an urgent item requiring a Council resolution which cannot wait until the 18 November 2014 Application of new Residential Zones in Bayside next scheduled Ordinary Meeting of Council. The dates of Special Meetings of Council are advertised in The Age newspaper's Public Notice and on Council’s website under Public Notices. Agendas for Special Meetings of Council are also available via Council’s website and at the Corporate Centre. During 2014/15, three Special Meetings of Council were called in accordance with Section 84 of the Local Government Act 1989. Details of these meetings are shown opposite:

137 Corporate governance

Council and Committee meetings Special Committees of committee agendas (Section 86 of the Council (established The business to be considered by Council or a committee is set out in an Local Government Act in accordance with agenda. These agendas are available 1989 Committees) Section 223 of the Local to the public, from the Thursday before Under Section 86 of the Local the meeting, at the Corporate Centre, Government Act 1989, Council can Government Act 1989) 76 Royal Avenue, Sandringham. create and delegate powers of the The following Special Committees Copies are also available to view at Council to Special Committees. In of Council were established in Bayside libraries and on Council’s November 2014 Council re-affirmed accordance with the provisions website at www.bayside.vic.gov.au/ the establishment of the Planning of Section 223 of the Local councilmeetings and Amenity Committee which has Government Act 1989 for the purpose of hearing submissions in Copies of agendas are available based full delegated powers and functions relation to the following matters: on one per resident. Multiple copies of Council to consider the following will not be provided to an individual. matters: • all of the powers, discretions and functions conferred by or under the Minutes of Meetings Planning and Environment Act 1987 Council records the resolutions of each Ordinary and Special Council Meeting • the power to determine upon and Planning and Amenity Committee any tree removal applications and the minutes of these meetings • the power to determine can be viewed on Council’s website. upon any specific local traffic and parking matters • the power to consider all matters relating to statutory urban planning and associated matters.

Special Committees of Council Date Purpose No. of No. of submissions submitters received heard

26 August 2014 Proposed Neighbourhood Amenity Local Law No. 2 – 6 2 feed birds on private property 4 December 2014 Proposed lease of Beaumaris Sports Club 2 2 4 December 2014 Proposed sale of land to Southern Metropolitan Cemeteries Trust 1 1 4 June 2015 Draft Council Plan 2013-2017 (2015 Review) 3 3 and Strategic Resource Plan 4 June 2015 Proposed Budget 2015/2016 and Long Term Financial Plan 8 4

138 Bayside City Council Annual Report 2014/15 Councillor information sessions 2014/15 2013/14 2012/13 No. of items/ No. of items/ No. of items / No. of meetings No. of meetings No. of meetings

Councillor briefings 138/14 106/11 126/15 Strategic issues discussion 17/6 25/5 12/15 Other assemblies 17/17 21/21 15/15

These notes provide details of those Assemblies of Councillors Councillor Councillors and Officers in attendance, In addition to the formal meetings of the name of the items discussed and Council, a number of Assembly of information sessions In addition to the regular Council any conflicts of interest declared by Councillors meetings were held during Councillors. This record of meeting 2014/15. An assembly of Councillors and committee meetings, Councillor Briefings and Strategic Issues is submitted to the next available is a meeting of an advisory committee Council Meeting for noting. Copies of Council if a least one Councillor is Discussions are held to provide advice to Councillors on items of a complex of the record of the meeting are present, or a planned or scheduled available on Council’s website. meeting of at least half of the nature or of significant community Councillors and one member of impact. The Councillor Briefings During 2014/15, 14 Councillor Council staff, which considers matters enable open discussion between the Briefings were held and 138 items that are intended or likely to be: organisation and Councillors and assist were discussed. Six Strategic both Council staff and Councillors to Issues Discussions were held a) the subject of a decision develop better understanding of the which considered 17 matters for of the Council; or matter for consideration. discussion.The table above provides b) subject to the exercise of a Strategic Issues Discussions are very a comparison between three years. function, duty or power of the similar to Councillor Briefings but also Council that has been delegated provide greater opportunity to develop Other Councillor committee to a person or committee; ideas and discuss options on a range but does not include a meeting of of matters. / advisory meetings / other the Council, a Special Committee The Councillor Briefings and Strategic organisations of Council, an Audit Committee Issues Discussions are not a decision- Councillors participate in a number established under Section 139 making forum. These gatherings are of internal and external committees of the Local Government Act 1989. not open to the public and are held throughout the year. These committee Councillor Briefings and Strategic in the administrative headquarters at meetings or advisory meetings Issues Discussions are examples the Corporate Centre, Royal Avenue provide a valuable opportunity for of an Assembly of Councillors. Sandringham. Operation protocols communicating with residents, other During the 2014/15 year, 37 and arrangements have been councils and agencies and other levels Assemblies of Councillors were held. developed for these gatherings and of government. For further information Each record of the assemblies was are available on Council’s website. on Councillor representation of presented to Council and posted on Whilst the gatherings are not open Committee, advisory meetings and Council’s website in accordance with to the public, a record of the meeting other organisations refer to page 140. the Local Government Act 1989. is kept and known as an Assembly of Councillors.

139 Corporate governance

Councillor attendance The Councillor attendance at Council and committee meetings for the period 1 July 2014 to 30 June 2015 was as follows:

Ordinary Special Special Section 223 Annual Total number Meetings Meetings Committee Special Meeting of meetings Meetings Committee Meetings

Total number of meetings 12 3 12 5 1 33 Cr Alex del Porto 8/12 2/3 8/12 4/5 1/1 23/33 Cr Laurence Evans 11/12 3/3 12/12 5/5 1/1 32/33 Cr Felicity Frederico 11/12 3/3 12/12 5/5 1/1 32/33 Cr Michael Heffernan 11/12 3/3 12/12 5/5 1/1 32/33 Cr James Long BM JP 12/12 3/3 12/12 5/5 1/1 33/33 Cr Heather Stewart 12/12 3/3 12/12 5/5 1/1 33/33 Cr Bruce Lowe 11/12 3/3 11/12 2/5 1/1 28/33

Councillor representation for 2014/15 Legislative committees Legislative Committees of Council are established in accordance with the Local Government Act 1989. Section 86 Committees are known as Special Committees of Council. The Planning and Amenity Committee is a Special Committee of Council, and the Chief Executive Officer’s Employment Matters Committee is also a Special Committee of Council, while the Audit Committee was established under Section 139 of the Act as an Advisory Committee.

Special Committees Councillor representation 1 July 2014 to 5 November 2014 5 November 2014 to 30 June 2015

Planning and Amenity Committee All Councillors All Councillors Audit Committee Crs Frederico and Heffernan Cr Lowe and Evans Chief Executive Officer’s Employment Cr Evans, Frederico, Long Crs Frederico, Stewart, Heffernan Matters Committee and Stewart and Long External Chairperson Ms Paula Giles External Chairperson Ms Paula Giles

140 Bayside City Council Annual Report 2014/15 Councillor representation on various committees Councillors are usually appointed as Council representatives on a range of special interest committees and networks annually at the Annual Meeting of Council held on 5 November 2014. The various groups generally comprise of Councillors, staff and community members who are appointed by Council throughout the year.

Special Committees Councillor representation 1 July 2014 to 5 November 2014 5 November 2014 to 30 June 2015

Bayside Arts and Culture Advisory Cr del Porto Cr del Porto Committee

Bayside Business Network and Cr Heffernan Cr Heffernan and Frederico Economic Development Annual Summit Bayside Tourism Network Cr Frederico Cr Heffernan and Frederico Bayside Film Festival Youth Documentary Cr Long Cr Long Judging Panel Built Environment Awards Judging Panel Crs Long and Stewart Crs Long and Stewart Communications Committee The Mayor of the Day Abolished and Cr Frederico Bayside Sport and Recreation Network Crs Lowe and Frederico Crs Lowe and Frederico Merindah Park Advocacy Spokesperson Cr Evans Cr Evans

Appointment to external organisations A number of external organisations invite Council to represent the Bayside community. The following table details the Councillor appointments to external organisations. Council appoints its delegates to these organisations at the Annual Meeting of Council.

Special Committees Councillor representation 1 July 2014 to 5 November 2014 5 November 2014 to 30 June 2015

Association of Bayside Municipalities Cr Frederico Cr Frederico Inner South Metropolitan Mayors’ Forum The Mayor of the Day The Mayor of the Day Metropolitan Transport Forum Cr Long Director Infrastructure Services Metropolitan Waste Management Forum Cr Frederico Cr Stewart Metropolitan Waste and Resource Director City Strategy and Manager Director City Strategy and Manager Recovery Group Environmental Sustainability and Environmental Sustainability and Open Space or nominee Open Space or nominee Municipal Association of Victoria (MAV) Cr Frederico Cr Frederico MAV Environment Committee Director City Strategy or his delegate Director City Strategy or his delegate Victorian Local Governance Association Governance Manager Withdrew membership

141 Corporate governance

Business of Council transacted at meetings During the period 1 July 2014 to 30 June 2015, the number of business items considered by the various Council and committee meetings were as follows:

No. of items considered Trend over five years 2014/15 2013/14 2012/13 2011/12 2010/11

Planning and Amenity Committee 113 99 86 105 163 Ordinary Meeting of Council 222 214 231 259 247 Special Council Meetings 3 11 18 8 4 Special Committee Meetings 5 5 5 10 4

At times, Council is required to discuss and consider matters of a confidential Number of confidential reports nature. Section 89(2) of the Local Government Act 1989, stipulates 50 that councils can close meetings to members of the public to discuss issues such as staffing, industrial 40 48 relations, contractual and financial 43 matters, legal advice, proposed 30 developments, and matters affecting 33 the security of council property. 30 If confidential reports are to be 20 discussed by Council, the public is

asked to leave the meeting during Number of reports 10 these discussions. Bayside City 15 Council seeks to limit the number of matters that are discussed in 0 confidential sessions. 2010/11 2011/12 2012/13 2013/14 2014/15 During 2014/15, 15 confidential reports were considered. There has been a significant decrease in the matters considered in camera as shown in the graph opposite over a five-year period.

142 Bayside City Council Annual Report 2014/15 The table below summarises the number of confidential matters considered within each category of Section 89(2) of the Act:

Section 89(2) LGA 1989 – Category Number of reports Number of reports to Ordinary Meetings to Special Meetings

(a) Personnel matters 2 Nil (b) Personal hardship of any resident or ratepayers Nil Nil (c) Industrial matters Nil Nil (d) Contractual matters 9 Nil (e) Proposed developments Nil Nil (f) Legal advice 1 Nil (g) Matters affecting the security of Council property Nil Nil (h) Any other matter which the Council or Special Committee considers 3 Nil would prejudice the Council or any person

In addition to the reports specifically considered by a Special Committee or Council, the Council also deliberated on notices of motion, petitions, public question time and general business items. The following table summarises those activities for the year of reporting and provides a trend over a further five years:

No. of items Trend over five years considered 2014/15 2013/14 2012/13 2011/12 2010/11

Notices of motion 4 10 7 8 11 Petitions 18 20 11 16 36 Urgent business items 7 8 6 5 11 Councillor reports 39 28 16 22 34 Presentations at meetings Nil Nil Nil Nil Nil

143 Corporate governance

Public question time Number of public questions In accordance with Council’s Governance Local Law No. 1, members of the public can each direct two questions to the Council at an 200 Ordinary Meeting by completing a public question time form. The forms, 189 160 available at the Corporate Centre or on Council’s website at www.bayside. vic.gov.au/councilmeetings, must 120 be submitted to Council by 11am on the day prior to the meeting to be 80 considered. The person asking the 92 84 question must be present in the

Chamber at the time the question is of questions NUmber 40 60 due to be read for the answer to be 50 audibly provided. Where a questioner 0 is not present in the Chamber the 2010/11 2011/12 2012/13 2013/14 2014/15 question and response will not be read at the meeting and will not be recorded in the minutes of the meeting. A written response will be forwarded to the questioner. A total of 60 public questions were put to Council in 2014/15.

During the period of reporting, Requests to be heard Council and committees heard a total of 293 speakers. The following at a committee meeting table summarises the number of Council’s Governance Local Law speakers for each type of meeting. No. 1 provides an opportunity for residents or ratepayers and applicants to be able to have their say before Number of speakers heard the formal decision-making process is undertaken. Accordingly, residents Planning and Amenity Committee 194 or ratepayers and applicants are Special Committee of Council 12 granted three minutes each to Ordinary Meeting of Council 87 speak to the issue being considered by the committee.

144 Bayside City Council Annual Report 2014/15 A summary of Council meeting activity and community participation over a five-year period is provided below:

2010/2011 2011/2012 2012/2013 2013/2014 2014/15

Total number of meetings per annum 35 42 40 38 33 Number of items considered at meetings 414 382 340 329 343 Number of items considered in confidential 33 48 43 30 15 Number of notice of motions submitted 11 8 7 10 4 Number of petitions 36 16 11 20 18 Number of public questions answered 50 189 92 84 60 Number of urgent business items 11 5 5 8 7 Number of Councillor reports presented 34 22 6 28 39 Number of requests to be heard at meetings 475 366 316 335 293 Number of Section 223 submissions 12 33 23 22 20 Number of Section 223 speakers 12 14 18 9 12

Councillor allowances In accordance with Section 74 of the Local Government Act 1989, Councillors are entitled to receive an allowance while performing their duty as a Councillor. The Mayor is also entitled to receive a higher allowance. The state government sets the upper and lower limits for all allowances paid to Councillors and Mayors. Councils are divided into three categories based on the income and population of each Council. In this instance Bayside is recognised as a category 2 Council. For the period 1 July 2014 to 30 November 2014 the Councillor annual allowance for a category 2 Council (as defined by the Local Government Act 1989) was fixed at $22,965 per annum and the allowance for the Mayor was $71,058 per annum. The Minister for Local Government approved an annual adjustment of 2.5% to take effect as from 1 December 2014. The annual allowances were adjusted for the period 1 December 2014 to 30 June 2015 at $23,539 per annum for the Councillor allowance and $72,834 per annum for the Mayoral allowance. These allowances are paid in recognition of the time spent by Bayside’s Councillors in performing their role as representatives of the community.

145 Corporate governance

A summary of allowances and out-of-pocket expenses payable to each Councillor for the period 1 July 2014 to 30 June 2015 is shown below: Cr del Porto Cr Heffernan Cr Long Cr Frederico Cr Lowe (sworn in on 14 January 2014) Cr Evans Cr Stewart

Allowances $16,469 $23,309 $23,309 $56,092 $23,309 $39,340 $23,309 Mobile phone $617 $172 $652 $1,069 Nil $325 $430 Internet connection $385 $192 $385 $205 $498 $250 $385 Car mileage Nil Nil Nil Nil $735 Nil Nil Childcare Nil Nil Nil Nil Nil Nil Nil Out-of-pocket expenses Nil Nil Nil Nil Nil $419 Nil Conferences Nil Nil $1,829 $3,224 $1,759 Nil Nil Travel Nil Nil Nil $1,260 $404 Nil Nil

The policy provides guidance for The expenses are broken down into Reimbursement of the payment of allowances and the following specific categories: reimbursements of expenses and • councillor and mayoral allowances expenses of Councillors provides clear expectations in relation In accordance with Section 75 of to the provision of resources and • mobile phone the Local Government Act 1989, facilities to the Mayor and Councillors. • landline / fax Council is required to reimburse • internet connection a Councillor for expenses incurred The policy also requires the payment whilst performing his or her duties of Councillor expenses and allowances • car mileage reimbursement as a Councillor. to be published in the Annual Report • childcare reimbursement and audited from time to time. Council is also required to adopt • out-of-pocket expenses and maintain a policy in relation to reimbursement the reimbursement of expenses for • conferences Councillors. Council adopted the • travel expenses. Councillor Support, Resources, Reimbursement and Accountability Policy in August 2012 and it will be reviewed in February 2016. A copy of the policy can be found on Council’s website.

146 Bayside City Council Annual Report 2014/15 In 2008 the Victorian Government interest is disclosed, the Councillor Open and accountable amended the Local Government Act must vacate the meeting prior to decision making 1989 to rewrite the conflict of interest the issue being discussed, debated The responsibility for making decisions provisions. The new provisions provide and voted on. After the vote has rests with Councillors through a vote direction about what is and what is been taken, the Councillor must at formal Council meetings. Council a not a conflict of interest. return to the meeting. officers do not vote on decisions but Councillors are required to disclose A register is maintained to record provide independent advice to elected any direct or indirect conflict of interest all disclosed conflict of interests. representatives to assist and inform that may impact on their impartiality. During the 2014/15 financial them in decision making and policy At the commencement of a Council or year, 24 conflicts of interest were formation. committee meeting, Councillors must declared by Councillors as per disclose any direct conflict or indirect the Local Government Act 1989. conflict of interest. If a direct or indirect Cr del Porto Cr Heffernan Cr Long Cr Frederico Cr Lowe Cr Evans Cr Stewart

Direct interest (Section 77B) 2 Nil Nil Nil 1 Nil 4 Indirect interest by close association Nil Nil Nil 5 Nil Nil 1 (Section 78) Indirect financial interest (Section 78A) Nil Nil Nil Nil Nil Nil Nil Indirect interest because of conflicting duties Nil 2 Nil 2 Nil Nil 1 (Section 78B) Indirect interest due to receipt of a gift, Nil Nil Nil Nil Nil Nil Nil being of $500 value or more (Section 78C) Indirect interest as a consequence of Nil 1 Nil Nil 1 Nil Nil becoming an interested party (Section 78D) Conflicting personal interest (Section79B) Nil Nil Nil Nil Nil Nil Nil Indirect interest – residential amenity 2 Nil Nil Nil 1 Nil 1 (Section 78E) Personal interest Nil Nil Nil Nil Nil Nil Nil

147 Corporate governance

Register of Interests Chief Executive Officer and delegations Councillors and Senior Officers are Bayside City Council’s Chief Executive Officer, Adrian Robb is the only member also required under Section 81 (5) of staff directly appointed by and responsible to Council. The Chief Executive of the Local Government Act 1989 implements Council decisions, ensures Council achieves its Council Plan to complete a Register of Interests objectives and manages the day-to-day operations of the organisation. Ordinary Return every six months. The Chief Executive Officer has limited delegated powers which includes These returns disclose property and the awarding of contracts up to the value of $300,000. investment interests that could be The Chief Executive Officer’s performance is reviewed annually by the Council. perceived as influencing their actions, The Council has established a Chief Executive Officer Employment Matters advice or decisions. The public can Committee consisting of the Mayor of the Day, three Councillors and a suitably view the Ordinary Returns by Council qualified Chairperson. The purpose of this Advisory Committee is to make by completing an Application to recommendations to Council on contractual matters relating to the Chief Inspect Register of Interests. Executive Officer and to conduct performance reviews of the Chief Executive Officer. A Charter for this Advisory Committee has developed and is accessible Seniors Officer’s Register on Council’s website. Senior Officers are employed under contracts up to a maximum of five years. Performance Plans are reviewed Organisational memberships annually by the Chief Executive Officer Bayside City Council maintained membership of a number of organisations in accordance with Section 97A(2) during 2014/15. A list of these memberships is provided below: of the Local Governance Act 1989. In accordance with Section 11 Membership Annual fee of the Local Government (General) Arboriculture Australia $750 Regulations 2004, remuneration Association of Bayside Municipalities $8,629 of all Senior Officers is available for public inspection. As of 30 June 2014 Australian Library and Information Association $1,125 Bayside City Council had 21 Senior ECO Buy $2,750 Officers. A Senior Officer is defined Friends of the Elms $100 as the Chief Executive Officer or International Society of Arboriculture (Australia) $750 an officer of Council who has management responsibilities and Keep Australia Beautiful Vic (KABV) $1,000 reports directly to the Chief Executive Local Government Manager $2,255 or any other member of Council Municipal Association of Victoria $37,655 staff whose total annual remuneration Parks and Leisure Australia $1,271 exceeds $133,000. South East Councils Climate Change Alliance (SECCCA) $7,700 Vicsport $300 Victorian Employers Chamber of Commerce(VECCI) $3,300 Victorian Local Governance Association $23,650 Volunteering Victoria $330 Youth Affairs Council of Victoria $225

148 Bayside City Council Annual Report 2014/15 Local laws The following list details the local laws that were current at the end of the 2014/15 financial year:

Local Subject Date of adoption / law last amendment

1 Governance Local Law 28 November 2013 The purpose of this local law is to • provide for the election of Mayor • regulate the use of the common seal • provide for the procedures governing the conduct of Council Meetings and other meetings • sets the rules of behaviour for those participating in or present at various meetings of Council. 2 Neighbourhood Amenity Local Law No. 2 20 April 2012 The purpose of this local law is to: • secure community safety • protect public assets • enhance neighbourhood amenity • embrace best practice local law making principles of accessibility, accountability, compliance, consistency, currency, efficiency, enforceability, necessity and transparency • be consistent with the Council’s overall objectives and policies, in particular (a) to maintain neighbourhood character (b) to preserve our built and natural heritage (c) to provide equitable access to services and facilities (d) to provide equity in access to our open space and foreshore (e) to maintain suitable infrastructure (f) to provide a sense of community in our villages and activity centres. 2 Amendment to Local Law No. 2 September 2014 Neighbourhood Amenity – Feeding of Birds on Private Property

149 Audit Committee

Role of the Membership Audit Committee The Audit Committee consists of five As part of the Council’s Audit Committee members, three independent members The primary role for the Audit duty to fulfil its and two Councillors. The Councillors Committee is to provide an governance obligations are appointed for a two-year period independent review of Council’s with one Councillor retiring annually. to the community, financial and management systems Independent members are appointed Council established an and reporting responsibilities, and for a three-year term and are eligible to ensure compliance with statutory Audit Committee as an to be reappointed after the expiry of rules and regulations and oversee their term. The Chairperson of the independent Advisory effective and efficient internal and Committee is appointed on an Committee to Council in External Audit functions. The Audit annual basis from the independent 1996 in accordance with Committee also provides an effective membership of the Committee by means of communication between all members of the Audit Committee. Section 139 of the Local the External Auditor, Internal Auditor, Government Act 1989. management and the Council. The Chief Executive Officer, Director Corporate Services, Manager Finance, The Audit Committee Manager Governance and Internal operates in accordance Auditors attend all meetings by invitation, to assist the Committee, with the best practice and do not have voting rights. The guidelines for Audit External Auditor attends specific committees prepared by Committee meetings to present Local Government Victoria. the External Audit Plan and the presentation of the Audited Financial, Standard and Performance Statements. An opportunity is provided for the Audit Committee to meet with the auditors without management at each meeting. The Internal Auditor also attend all meetings by invitation and present reports proposed by the Internal Auditor. An opportunity is also provided to the Internal Auditor to meet with the Committee members only to raise any concerns.

150 Bayside City Council Annual Report 2014/15 During the 2014/15 financial year the Audit Committee membership consisted of: Independent members

Mr John Thomson B.Com., Mr Michael Said CPA, RCA Dr AJ (John) Purcell FCPA ACA, Grad Dip IT, MAICD 1 July 2014 to 30 June 2015. 1 July 2014 to 30 June 2015 1 July 2014 to 31 December 2014 Retired 31 December 2014 as Mr Thomson had served two terms. Chairman from: 1 July 2011 to 31 December 2014

Given the retirement of Mr Thomson on 31 December 2014, Council at its meeting on 16 December 2014 resolved to appoint Mr Brian Keane Mr Brian Keane B.Ec., FCPA to the Audit Committee from 1 January 1 January 2015 to 30 June 2015 2015 to 30 September 2016 following (Appointed January 2015) a public appointment process. (Appointed Chairman 14 May 2015)

151 Audit Committee

Councillor members During the 2014/15 financial year the Audit Committee membership consisted of:

Cr Felicity Frederico Cr Michael Heffernan 1 July 2014 to 7 November 2014 1 July 2014 to 7 November 2014 (Appointed November 2012) (Appointed November 2012) (Retired November 2014) (Retired November 2014)

Cr Laurence Evans Cr Bruce Lowe 7 November 2014 to 30 June 2015 7 November 2014 to 30 June 2015 (Appointed November 2014) (Appointed November 2014)

152 Bayside City Council Annual Report 2014/15 Schedule of meetings Attendance of Audit Committee members at meetings Name Role Period Attendance During the 2014/15 year the Audit Committee Mr John Independent July 2014 – 3 of 3 meetings met on five occasions Thomson member - Chair December 2014 to consider business Mr Michael Independent July 2014 – 5 of 5 meetings Said member June 2015 on the agenda. Dr A.J (John) Independent July 2014 – 5 of 5 meetings Purcell member June 2015 • 14 August 2014 Mr Brian Independent January 2015 – 2 of 2 meetings General Meeting Keane member - Chair June 2015 Cr Felicity Councillor July 2014 – 2 of 2 meetings • 4 September 2014 Frederico member November 2014 Financial and Cr Michael Councillor July 2014 – 2 of 2 meetings Performance Heffernan member November 2014 Statements Cr Laurence Councillor November 2014 – 3 of 3 meetings Evans member June 2015 • 15 December 2014 Cr Bruce Councillor November 2014 – 1 of 3 meetings General Meeting Lowe member June 2015

• 12 February 2015 Minutes of the Audit Committee are presented to Council at the next Ordinary General Meeting Meeting of Council following the Audit Committee for consideration and adoption as a confidential attachment to a précis of the activities of the Audit Committee • 14 May 2015 meeting. The précis is considered in the public forum of the Ordinary Meeting General Meeting of Council.

Remuneration for external members External members receive a meeting fee in accordance with the Local Government Act 1989. From July 2014 to November 2014 the meeting fee was set at $1,407 per meeting and the Chairperson fee was set at $1,785 per meeting. At the Annual Meeting of Council held on 5 November 2014 Council resolved to increase the meeting fee by CPI to $1,442 per meeting fee and the Chairperson fee be increased to $1,830 per meeting. These fees reflect the time, commitment and responsibility involved in serving as an independent member of the Audit Committee. It is noted that Councillor-appointed members do not receive remuneration for attending Audit Committee meetings.

153 Audit Committee

A summary of the remuneration fees to external members is shown below.

Total remuneration meeting fees for 2014/15

External members Member meeting fee Chairman meeting fee Total

July 2014 to November 2014 July 2014 to November 2014 November 2014 to June 2015 November 2014 to June 2015 $1,407 per mtg $1,442 per mtg $1,785 per mtg $1,830 per mtg

Dr AJ (John ) Purcell $2,814 $4,326 $7,140 Mr Michael Said $2,814 $2,884 - $1,830 $7,528 Mr John Thomson - $5,355* $1,830 $7,185 Mr Brian Keane $1,443 $1,830 $3,273 Council members Councillor-appointed members to the Audit Committee do not receive a meeting fee Cr Felicity Frederico Cr Michael Heffernan Cr Laurence Evans Cr Bruce Lowe

Note: *Additional meeting fee was provided to the Chairman Mr John Thomson for his participation in the evaluation and selection process of the appointment of the external independent member vacancy.

Council at its Annual Meeting held Council undertook a competitive In November 2014 Council was on 5 November 2014 re-affirmed tendering process for the provision notified that the Victorian Auditor- the appointments of the external of Internal Audit Services and Council General would be conducting the independent members as follows: at its meeting on 20 May 2014 financial audit for 2014/15 and resolved to appoint Crowe Horwath accordingly, representatives from • Mr John Thomson for a term Melbourne for a period of three years the Victorian Auditor’s General’s expiring on 31 December 2014. from 1 July 2014 for the provision of Office attended the 12 February • Mr Michael Said for a term Internal Audit services. 2015 meeting to discuss the audit expiring on 30 September 2015. strategy for the year 2014/15. During the 2014/15 financial year • Mr AJ John Purcell for a term Council’s Internal Auditor, Crowe expiring on 30 September 2017 Horwath attended each Audit • (Noting a new appointment for a Committee meeting over the period. term expiring 30 September 2016). Council’s External Auditor, UHY Haines Council at its meeting on December Norton representing the Victorian 2015 appointed Mr Brian Keane for a Auditor-General’s Office attended term expiring on 30 September 2016. the 4 September 2014 meeting to present the Financial, Standard and Performance Statements for the year ended 30 June 2014.

154 Bayside City Council Annual Report 2014/15 Key activities of the Audit Number of matters considered by the Audit Committee Committee for 2014/15 100 The key activities of the Audit Committee during the reporting year 80 were as follows: 89 76 External Audit 60 63 • consideration of the 2013/14 60 56 40 54 Annual Statements consisting of Management Letter: 2013/14 Financial Audit; Financial Number of matters 20 Statements; Performance Statement; Standard Statements; 0 and Auditor's Closing Report 2009/10 2010/11 2011/12 2012/13 2013/14 2014/15 • reviewed the 2014/15 External Audit Strategy • reviewed the 2014/15 Interim Ethical and • received quarterly updates Management Letter from VAGO statutory compliance on risk management • reviewed the organisation’s 17 • considered the 2014/15 • considered and discussed the strategic risks bi-annually and Annual Accounts Timetable. legislative changes emanating recommended to Council that the from the Local Government strategic risks be noted in accordance Internal Audit Amendment (Performance with Section 12, Schedule1 of the Reporting and Accountability) Act • approved the Three-Year Internal Local Government (Planning and Audit Plan 2013/2014 to 2015/2016 • received a status report of the Reporting) Regulations 2014 Local Government Performance • adopted a revised Second Year • received a report on contaminated Framework Indicators. Internal Audit Plan for 2015/16 and potentially contaminated land • considered the final Internal Audit Internal controls • reviewed key policies relating to Report relating to risk identification fraud prevention and procurement and assessment procedures • considered a status • received insurance updates • considered the final Internal report on Council’s Asset • reviewed the 2014 Risk Audit Report relating to Building Management Program Register update. Asset Management and • considered the effectiveness of General Maintenance Review internal control environment Other responsibilities • considered the final Internal • reviewed audit reports from the Audit Report relating to Victorian Auditor-General’s Office • reviewed and approved Occupational Health and Safety and the Ombudsman Victoria the 2014/15 Work Plan for the Audit Committee • considered the final Internal and reviewed the findings of Audit Report on Maternal self-assessments against the • reviewed the 2013/2014 Annual and Child Health audit findings in relation to: Report of the Audit Committee • reviewed the implementation - VAGO Report – Local Government • reviewed the Staff Code of Conduct of recommendations and Results of the 2013/14 Audits; • reviewed Council’s Long Term completion dates. - VAGO Report – Effectiveness of Financial Strategy, Draft Budget support for local government; and Revised Council Plan and Financial reporting - Ombudsman Victoria – Councils Strategic Resource Plan • considered five management and complaints – a report on • reviewed the Audit financial reports throughout the year: current practice and issues Committee Charter. - 11 months to 31 May 2014 - IBAC Report – Review of integrity The Audit Committee developed a Work Plan based on the Charter of - 3 months to 30 September 2014 framework in six Victorian councils. the Committee in order to program - 6 months to 31 December 2014 Risk management the workload of the Committee for - 9 months to 31 March 2015 each meeting to ensure each role and • received briefings from Council on - 12 months financial results responsibility of the Audit Committee is major potential litigation issues as at 30 June 2014. discharged through the consideration of a report on the agenda.

155 Internal Audit

The Internal Audit function Council’s Internal Audit function is provided by Crowe Horwath governed by an Internal Audit Plan, Key activities which is endorsed by Council’s Audit An annual Internal Audit Plan provides an independent Committee. The Internal Audit Program was developed based on Council’s review of the effectiveness that the Committee has overseen is strategic and operational risks. The and efficiency of selected in place to assist both Council and Audit Plan is reviewed by the Audit Committee and approved by Council. internal control processes management to achieve sound control over all Council activities. The Internal and forms a vital component Auditor is not involved in the day-to- of the organisation's day internal transaction checking but Achievements In accordance with the Council- provides an independent and objective governance and Risk adopted Audit Plan, Crowe assurance that the appropriate Management Framework. Horwath undertook the following processes are in place. Internal Audit reviews: The Audit Committee formally reviews • Risk Identification and the performance of the Internal Auditor Assessment Procedures each year through confidential conversations with management. • Building Asset Management and General Maintenance Review Before accepting each Audit Report • Occupational Health and Safety submitted by the Internal Auditor, the Committee examines the • Maternal and Child Health recommendations made in each r • Payroll* eport and management’s comments • Customer Service*. thereon. These reviews give the Audit *Note: The Internal Auditor has completed the Internal Committee and Council a level of Audit Review; however, due to timing both these assurance on the systems, processes reports will be presented to the August Audit Committee Meeting 2015. and procedures employed by Council in the governance and control of its day-to-day operations. To enable the Committee to closely monitor the implementation of management’s agreed actions to address the recommendations contained in the Internal Audit reports, a progress report from management is provided to each meeting. It is particularly pleasing to note that during the year a large number of actions, including some very longstanding ones, have been completed by management. Management’s ongoing focus on them is acknowledged and appreciated.

156 Bayside City Council Annual Report 2014/15 As a result of the Internal Audit Program the following summary provides a breakdown of the number of findings relating to each audit and the rating level:

Internal Audit No. of findings Level of control rating

High Moderate Low

Risk Identification and Assessment Procedures 8 0 5 3

Building Asset Management and General Maintenance Review 10 0 6 4

Occupational Health and Safety 13 0 8 5

Maternal and Child Health 10 0 8 2

Payroll 8 0 2 3

Customer Service 11 0 8 3

The monitoring and reporting of audit recommendations implementation Number of audits undertaken has been enhanced over time. Status reports are provided by responsible Managers and reviewed by Internal 10 Audit. Progress reports are reviewed quarterly by the Audit Committee as 8 part of the Business Bought Forward Report. The quarterly update to the Audit Committee has raised the profile 6 of Internal Audit issues and promoted 6 6 6 6 timely implementation of 4 5 recommendations. Number of audits Following each internal audit from 2 Crowe Horwath, a feedback survey from the relevant department is completed and forwarded to the 0 Internal Auditor for observation and 2010/11 2011/12 2012/13 2013/14 2014/15 comment which is then considered by the Audit Committee to provide an assessment of the Internal Auditor and consider audit improvement opportunities.

157 Internal Audit

Summary of previous Internal Audits Internal Audit title Y/E June 2009 Internal Audit title Y/E June 2013

Service Planning August 2008 Organisation Development / September 2012 Risk Management August 2008 Human Resources Open Space Sourcing Process November 2008 IT Disaster Recovery August 2012 Fraud and Corruption Control February 2009 Lease Revenue Management October 2012 Asset Management June 2009 Accounts Payable and Accounts March 2013 Payable Master File Procurement and March 2013 Internal Audit title Y/E June 2010 Contract Management IT Environment October 2009 Asset Management May 2013 Risk Assessment Workshops December 2009 and Maintenance Governance February 2010 Termination Payment February 2010 Internal Audit title Y/E June 2014

Performance Reporting April 2010 Follow-up Prior Internal Audit August 2013 Accounts Payable and June 2010 Recommendations Accounts Payable Master File Rates Database Data Integrity September 2013 Follow-up Prior Internal Audit June 2010 Fraud Framework September 2013 Recommendations IT Controls February 2014 Contract Management March 2014 Internal Audit title Y/E June 2011 Website Application Penetration Test April 2014 Ticket Machine Revenue Collection August 2010 Councillor and Employee Expenses November 2010 Internal Audit title Y/E June 2015 Long Term Capital Works December 2010 Risk Identification and October 2014 Business Continuity Plan April 2011 Assessment Procedures Procurement and March 2011 Building Asset Management and August 2014 Contract Management General Maintenance Review Occupational Health and Safety December 2014 Internal Audit title Y/E June 2012 Maternal and Child Health February 2015 Payroll Controls August 2011 Payroll May 2015 Risk Management Framework October 2011 Customer Service June 2015 Procurement Framework Update December 2011 Follow-up Prior Internal Audit March 2012 Recommendations Event Management April 2012 Service Driven Asset Management April 2012

158 Bayside City Council Annual Report 2014/15 External Audit

Council’s External Auditor the Victorian Auditor-General’s Office appointed UHY Haines Norton as its agent in 2009 to assist in the conduct of the annual financial audit. UHY Haines Norton was responsible for providing a recommendation to Ethics Other matters the Auditor-General that the Annual There were no conflicts of interest by Financial Statements of Council Fraud Audit Committee members declared Council’s Fraud Prevention Policy aims present a true and fair view of the during the 2014/15 year. to minimise risks related to fraud and financial affairs of Bayside City corruption and the associated risks An investigation was undertaken Council in accordance with applicable of significant fines or non-monitory by a third party in relation to contract Accounting Standards and legislation. sanctions for non-compliance with management associated with the It should be noted that once again laws and regulations. Christmas decorations. Bayside City Council received an During 2014/15 the Audit Committee unqualified audit report for the year reviewed the Fraud Prevention Policy ended 30 June 2014. This is the Looking forward 2015/16 and considered a Fraud Control ninth year Bayside has received an At the Audit Committee held on Plan developed by Council. Fraud unqualified audit. May 2015 the Committee agreed awareness training has been to a proposed Internal Audit Plan for During the 2014/15 year the Audit completed by all staff in leadership 2015/16. The Internal Plan consists of Committee considered the 2014 positions and forms part of Council’s the following proposed audit reviews: Annual Financial Statements, Closing staff induction training. Training is also Report, arrangement letter and 2015 provided on fraud prevention through • grants – incoming and outgoing Audit Strategy by the External Auditor. the Governance Training Program • sundry revenue / sundry debtors The External Auditor met with the Audit across the organisation which is • Privacy Act compliance Committee on 2 September 2014 to conducted bi-monthly. • Food Act management discuss the Financial Statements in During the 2014/15 year there were detail in accordance with the Audit • statutory planning no incidents of fraud or corruption, Committee Charter. • building maintenance – Essential or staff disciplinary action arising Safety Measures including In February 2015 Bayside City Council from breaches of the Fraud contract management. was advised that the External Audit Prevention Policy. would be undertaken by the Victorian In addition, the Audit Committee Council’s Fraud Prevention Policy is Auditor-General’s Office (VAGO) direct, will be provided with the opportunity published on Council’s website and without an agent acting on their behalf. to review quarterly performance intranet. The policy aims to minimise indicators in accordance with the Accordingly, VAGO representatives risk related to fraud and corruption. Local Government Performance met with the Audit Committee to in Reporting Regulations. February 2015 discuss the 2015 Audit Strategy. It is also normal practice for the External Auditor to review the Internal Audit Program to better understand the internal control framework that exists at Council.

159 External Audit

Acknowledgements Audit Committee members Organisation I would like to acknowledge the I also wish to record my appreciation Former Chairman – professionalism and participation of the work undertaken by Council John Thomson of all the members of the Audit staff in supporting the work of the As a recently appointed External Committee. The level of discussion Committee, including the commitment member of the Audit Committee on matters brought before the and involvement of Mr Adrian Robb, and recently appointed Chairman Committee has been of a very high Chief Executive Officer. I would also of the Audit Committee, I would standard, which I believe has resulted like to record my appreciation of like to acknowledge the significant in tangible benefits to the community, the support provided to the Audit contribution of retiring External the Council and Council officers. The Committee by Mr Mick Cummins, member Mr John Thomson. Mr Committee has also greatly benefited Director Corporate Services, Thomson expressed a great deal from the contributions of the Councillor Mr Bill Shanahan, Manager of professionalism and commitment Committee members who bring Finance and Mr Terry Callant, to this important role during his seven significant local knowledge and local Manager Governance. years of service. He also showed community experience to the table. Mr Brian Keane great enthusiasm in his role as Chairman – Audit Committee Chairman for three years and 10 months which provided a great deal stability for the Committee. The Audit This Annual Report of the Committee expresses its best wishes Audit Committee for the to Mr John Thomson for the future. year ending 30 June 2015 was presented to the Audit Committee for endorsement at its meeting held on 13 August 2015.

160 Bayside City Council Annual Report 2014/15 Risk management

Risks are everyday occurrences that have the potential to impact on Bayside City Council’s ability to meet its objectives. While many risks cannot be eliminated, they can be identified, controlled and managed.

Council has developed a Risk Management Framework to provide a policy platform and guide the management of risk across the organisation. Based on the ISO 31000:2009 Risk Management Standards, the framework is supported by risk management software, policies and procedures. Each year, Council reviews components of the framework to ensure it continues to provide strong direction for risk management and remains consistent with the ISO 31000:2009. As part of the ongoing review of the framework, this year Council completed a further review of the strategic and operational risk register. This review involved key staff with knowledge and understanding of risk exposure and was supported by Council’s Risk Management Coordinator. In reviewing the risk register, risks associated with adopted plans and strategies (such as the new Council Plan) were identified. These risks were then assessed and prioritised in Council’s risk register. The review further revised Council’s strategic risks which are reported to Council bi-annually. Council manages and reports on its risks through the Risk Module of the Interplan© Management System. This module enables the integration of risk reporting with other organisational performance reporting, and provides system users with the ability to proactively review and improve their approach to the management of risk. Council’s Audit Committee reviews quarterly status reports against Council’s strategic risks. In addition, the Executive Team undertakes a monthly risk management meeting to review trends, achievements and areas where greater controls may be required. Internal audits focus on critical operational areas to determine weaknesses or opportunities for improvement. As part of the annual business planning cycle, departments are required to review operational risks to ensure the adequacy of controls.

161 Risk management

JMAPP assessment results 100

80 90 88 78 80 60 73 65 40

20 Assessment Result (%)

0 2006/07 2007/08 2008/09 2010/11 2013/14 2014/15

Public liability insurance protects claims. An external claims manager particularly in removal or partial Council against financial risk is employed to lead investigations scores which increase the difficulty associated with public claims. and recommend settlement or of achieving high scores. The result in Council’s public liability insurer otherwise. Over time, Bayside 2014/15 was a significant improvement conducted assessment audits on has received a steady increase on the previous year with improved a bi-annual basis until 2011/12. In in the number of claims it receives results from site inspections. 2014/15, Council’s insurer MAV each year, which is similar to many Council has progressed its approach Insurance undertook a further specific other Victorian local governments. to incident reporting and management. risk assessment and review process In relation to property insurance and The approach was reviewed with key aimed at identifying risk factors rather risk, JMAPP undertakes a bi-annual stakeholders to support enhanced than undertaking generic audits. audit on the alternative year to the understanding and continuous Two assessments undertaken at MAV Insurance assessment. Prior improvement. This approach Bayside were related to footpath to 2008 the JMAPP audit was ensures incidents are investigated and tree claims. These independent undertaken annually. The following to determine root causes and assessments provided opportunities table shows JMAPP assessment introduce improvements to reduce for continuous improvement of our risk results since 2006. Over the previous the chance of a similar incident management systems in these areas. six years, there has been a steady occurring in the future. Claims management is a significant decline in our assessment rating component of managing risk and which is a direct result of changes Council thoroughly investigates all to the methodology of the audit,

162 Bayside City Council Annual Report 2014/15 Statutory compliance

Information available for public inspection In accordance with the Local • agendas and Minutes for Ordinary • register of authorised officers and Special Meetings held in the appointed under Section 224 of Government Act 1989 and previous 12 months kept under the Local Government Act 1989 Section 11 of the Local Section 93 of the Act, except • a list of donations and grants Government (General) where such minutes relate to parts made by the Council during the Regulations 2004, the of meetings which have been financial year, including the names closed to members of the public following information is or persona or bodies which have under Section 89 of the Act received a donation or grant and the made available for public • a list of all Special Committees amount of each donation or grant inspection on request at the established by Council and • a list of the names of the Corporate Centre, 76 Royal the purpose for which each organisations of which the Council Avenue Sandringham, during committee was established was a member during the financial normal office hours from • a list of all Special Committees year and details of all membership established by the Council, which fees and other amounts and 8.30am to 5pm, weekdays. were abolished or ceased to services provided during that year function during the financial year to each organisation by the Council • details of current allowances fixed • minutes of meetings of Special • a list of contracts valued at for the Mayor and Councillors Committees established $100,000 or more that Bayside under Section 74 of the Local under Section 86 of the Local City Council entered into during Government Act 1989 Government Act 1989 and the financial year and which the • details of Senior Officers’ total salary held in the previous 12 months, Council entered into without packages for the current financial except where such minutes relate first engaging in a competitive year and the previous financial year to meetings which have been process and are not contracts • details of overseas or interstate closed to members of the public referred to in Section 186(5) of travel undertaken in an official under Section 89 of the Act the Local Government Act 1989 capacity by Councillors or • register of delegations kept • copies of election campaign any member of Council staff under Section 87 and 98 of the donations returns that are in the previous 12 months Local Government Act 1989 given under Section 62 of the • names of Council officers • submissions received under Local Government Act 1989. who were required to submit Section 223 of the Local A summary of the election a return of interest during the Government Act 1989 during campaign donations is also financial year and the dates the previous 12 months available on Council’s website the returns were submitted • agreements to establish regional • Councillor Support and • names of Councillors who libraries under Section 196 of the Reimbursement of Expenses submitted returns of interest during Local Government Act 1989 Policy as prescribed by Section the financial year and the dates 75B of the Local Government • details of all property, finance the returns were submitted Act 1989. A copy is also and operating leases involving available on Council’s website. land, buildings, plant, computer equipment and vehicles entered Inspection of these documents can into by Council as lessor or lease be arranged by contacting Council’s Governance and Performance Reporting Department on 9599 4444.

163 Freedom of information

The Freedom of Information application fee and specific details • monitor compliance by Amendment (Freedom of of the information requested. The agencies with prescribed application form can be accessed professional standards Information Commissioner) via www.bayside.vic.gov.au/freedom_ • provide advice, education and Act 2012 provides the of_information guidance to the public on the opportunity for public The Act now provides for the Freedom role of the Commissioner. access to Council of Information Commissioner to The Freedom of Information documents. The Act undertake a review of a decision Commissioner can deal with establishes a legally made by Council in relation to complaints regarding the performance access to information. The Freedom of the agency’s functions and enforceable right for the of Information Commissioner is obligations under the Act. Further community to access responsible for the following functions: information pertaining to the Freedom of Information can be accessed via information in document • conduct reviews of decisions www.foicommissioner.vic.gov.au form held by Council. made by agencies The following table outlines the number There is an application procedure, • receive and handle complaints of requests during 2014/15 and trend and rights of access are limited about agencies data over a five-year period: by exemptions prescribed in the • provide advice, education and legislation. Applications must be guidance to agencies of the Act accompanied with the appropriate

2014/15 2013/14 2012/13 2011/12 2010/11

Total number of new applications 49 36 64 68 92 received for the period Number requests where access was 25 27 60 55 80 granted in full Number of requests where access was 4 1 3 3 4 granted in part Number of requests where access was 0 0 1 0 0 denied in full Number of requests where information 11 3 0 0 2 was unable to be provided Number of requests not yet finalised 5 2 0 6 6 Number of requests not processed 4 1 – – –

164 Bayside City Council Annual Report 2014/15 The Freedom of Information Commissioner has Categories Publicly available undertaken a review of documents documents A range of documents and of Council’s decision Bayside holds information relating publications may be downloaded to the management and delivery in relation to one request from Council’s website www.bayside. of a wide range of services to the vic.gov.au. These documents include during the 2014/15 year. community including: newsletters, policies, strategies and In accordance with Part 2 of the • strategic planning and monitoring plans. If there are other documents Freedom of Information Act 1982, performance targets currently not available via Council’s certain documents or parts of • investigations, correspondence, website that members of the public documents kept by Council are complaints and consultations with would like to inspect, they should exempt from disclosure under communities or groups, businesses contact Customer Services on Part IV of the FOI Act when they and other government agencies 9599 4444. For a full list of documents fit into one of the following that are available for public inspection exemption categories: • adherence to policy, legislation and industry standards can be found on page 163. • some internal working documents • internal administrative and • Law enforcement documents operational documents • documents considered by the • internal policy and Council at a closed meeting procedural documents including any deliberations or • financial records decisions (Section 38a) • personnel documents. • documents covered by legal professional privilege, Certain documents, depending on such as legal advice their content, are regularly destroyed • documents containing personal or transferred to the Public Records information about other people Office of Victoria in accordance with the Public Records Act 1973. • documents containing information provided to an agency in confidence • documents containing information provided to an agency by a business where disclosure would cause unreasonable disadvantage • documents covered by secrecy provisions in other legislation.

165 Information privacy

Council’s Information Privacy Policy is based on the principles outlined in the Information Privacy Act 2000 and Health Records Act 2001 and governs Council’s approach to managing personal information. Both Acts include privacy principles that relate to the collection, use and disclosure of information. Relevant Council forms and information systems include a privacy statement that advises the community why the personal information is being collected, how it will be used and how it can be accessed by the person providing it. Bayside staff undertake information privacy training annually. During 2014/15, there were no complaints regarding breaches of customer privacy. For further information on Council’s Privacy Policy, please contact Council’s Privacy Officer, Bayside City Council, PO Box 27, Sandringham 3191.

166 Bayside City Council Annual Report 2014/15 The reform includes the creation Bayside acknowledges the value Report against the of the Independent Broad-based of transparent and accountable Anti-corruption Commission (IBAC), administration and management Protected Disclosure a body established to promote practices and support disclosures integrity and accountability across that reveal corruption, mismanagement Act 2012 the Victorian public sector, the or conduct involving a substantial risk Victorian Inspectorate, whose role to public health and safety or the The Protected Disclosure is to oversee both the IBAC and environment. Such inappropriate Act 2012, forming part of the Ombudsman, and the new conduct should be reported to the new statutory regime for Accountability and Oversight Council’s Protected Disclosure Victoria’s integrity reforms Parliamentary Committee which Coordinator on (03) 9599 4444 has oversight over the Ombudsman. or by email to protecteddisclosure@ commenced operation on bayside.vic.gov.au 10 February 2013, replaced The Protected Disclosures Act 2012 is designed to encourage and facilitate Alternatively, disclosures may be the former Whistleblowers the disclosure of information about made direct to IBAC on 1300 735 135. Protection Act 2001 and improper conduct by Council Officers Under this Act, all disclosures about amended the Ombudsman or Councillors. The legislation protects Councillors should be directed to Act 1973. those who disclose information and the IBAC. provides a framework for investigating In accordance with Section 105 of the and rectifying action. Council has Act, reports by councils concerning implemented Protected Disclosure disclosures relating to officers and Procedures to establish a system to employees of councils, the following facilitate the making of disclosures information is supplied for the period of improper conduct or detrimental 1 July 2014 to 30 June 2015. action by Council or its employees. For further information on the procedures for making disclosures and the handling of disclosures, please view the Bayside Protected Disclosures Guidelines at www. bayside.vic.gov.au/other_documents

Requirement of the Report Protected Disclosures Act 2012 (1 July 2014 to 30 June 2015)

Procedures established by Council Procedures are available on Council’s website www.bayside. vic.gov.au and available at the Corporate Centre during normal business hours. The number and types of protected disclosures made to the Council Nil during the year. The number and types of protected disclosures notified to the Independent Nil Broad-based Anti-corruption (IBAC) during the year by the Council. The number and types of protected disclosure complaints investigated Nil by an investigating entity. The number and types of protected disclosure complaints dismissed Nil by the investigating entity. The number of applications for an injunction made by the investigating entity. Nil

167 Information privacy

• provide for the construction, Report against the inspection, maintenance and Report against repair of public roads Road Management • set out the road management the Food Act functions of road authorities Act 2004 • set out the road management 984 7E(6) The intent of the Road Management functionsof infrastructure managers As per Section 7E(6) of the Food Act Act 2004 is to: and works managers in providing 1984, Council is required to publish a summary of any Ministerial directions • establish a new statutory infrastructure or conducting works received within the respective financial framework for the management • provide for issues relating year. Within the 2014/15 financial year, of the road network which to civil liability arising out Bayside received no Ministerial facilitates the coordination of the of road management directions associated with the Act. various uses of road reserves for • provide for mechanisms to roadways, pathways, infrastructure enforce and administer and similar purposes provisions of the Act Report against the • set out certain rights and • make related amendments to duties of road users the Transport Act 1983, the Domestic Animal • establish the general principles Road Safety Act 1986, the which apply to road management Local Government Act 1989 Management Plan • provide for the role, functions and certain other Act. The Domestic Animals Act 1994 and powers of a road authority The Bayside Road Management Plan requires all Victorian councils to have a four-year plan in place for • provide for the making of sets out Council’s methodology for the management of dogs and cats Codes of Practice to provide inspection, maintenance and repair within their municipality. practical guidance in relation of its roads and road-related assets. to road management Furthermore, the Road Management The Bayside Domestic Animal Plan forms the basis of Council’s policy • facilitate the making of road Management Plan (2012-2016) caters position with regard to its road and management plans as part for the needs of companion animals road-related assets in accordance with of the management system and their owners and addresses the the Road Management Act 2004. In to be implemented by a road concerns of the general public. Input accordance with the Act, the current authority in the performance of into the plan was from a wide audience version of Bayside Road Management road management functions involving pet interest groups, residents, Plan (Version 4.0) was reviewed and vets and other industry professionals. • enable the declaration and adopted by Council in June 2013. The plan contains a wide-ranging set discontinuance of roads As per Section 22 of the Road of recommendations to help Council • provide a new process for the Management Act 2004, Council is to assist residents in the ongoing declaration and classification required to publish a summary of any management of domestic pets within of roads and the reallocation of Ministerial directions received within Bayside and also aims to promote management responsibility for roads the respective financial year. Within responsible pet ownership within • provide for a road authority to the 2014/15 financial year, Bayside the community. As per the Domestic keep a register of public roads in received no Ministerial directions Animals Act 1994, Council is required respect of which the road authority associated with the Act. to review the plan annually and report is the coordinating road authority to the community on achievements.

168 Bayside City Council Annual Report 2014/15 Key achievements included: Council has taken all practicable rights in the provision of, and access measures to ensure staff, Council to, Council services and facilities. • SMS reminders implemented agents and volunteers working for We also recognise that, at times, for annual pet registrations Council are informed about the such rights may be limited, insofar • online application and payment principles and obligations of the Act as to strike a balance between process implemented for by including information on the care individual rights and the protection new pet registrations relationship in: of public interest. • reviewed dog off leash areas • Council induction and training The Charter also complements other in Hampton East, Highett programs for staff working in laws such as Equal Opportunity and Castlefield Reserve Aged and Disability Services legislation and protects basic rights • new dog off-leash area • Council induction and training such as freedom of speech, freedom approved at Wishart programs for staff working from forced work and freedom from Reserve, Hampton East in front-line positions with regarding treatment which previously • Pet Expo held in November the general community had no legal protection. was attended by more • induction and training programs Some initiatives in relation to the than 2,000 pet owners for volunteers working directly Charter of Human Rights implemented • pet microchipping and with the community. in 2014/15 included: registration event held on Council has taken all practicable a weekend in March 2015 • provision of an online learning measure to review and modify policies, module to train educate • reviewed the Pound service procedures and supports to include and staff in regards to Equal contract to improve adoption recognition of the carer relationship Opportunity and Human Rights; and return rates of pets and has provided the following • provision of the school/ • updated the dog off leash brochure. additional activities and resources work experience program to recognise the care relationship: with Berendale School and Report against the • recognising carers during National Yesodie Hatorah College; Carers' Week in October 2014 at a • funding for four community Carers Recognition ceremony held at the Hemisphere organisations to continue Conference Centre provision of their inclusion programs; respite services for carers. Act 2012 • provision of 12 bus shelters to Within the Carers Recognition Act provide greater accessibility 2012, Council is required to report to public transport. annually on its care measurement Charter of During 2014/15, no Charter-related obligations under Section 11 of the complaints were made to Bayside. Act. Council has taken all practicable Human Rights The Victorian Charter of Human Rights measures to comply with its Annually, the Victorian Equal and Responsibilities Act 2006 (Charter) responsibilities outlined in the Opportunity and Human Rights came into force in 2008 and is law that Carers Recognition Act 2012. Commission produce a report on protects the fundamental human rights the Charter of Human Rights and Council has promoted the principles of of all people in Victoria. Responsibilities and local government. the Act to people in care relationships The Charter contains 20 rights that The report details how local councils who receive Council services; to reflect the four basic principles of are meeting their human rights people in care relationships, and freedom, respect, equality and dignity. obligations and provides examples to the wider community by: of good human rights outcomes in The Charter requires all public • distributing printed material our local communities. authorities and their employees to through relevant Council services act compatibly with human rights This report can be viewed via • providing information to in the delivery of services and when www.humanrightscommission.vic.gov.au organisations represented in making decisions. Council/community networks. Bayside City Council recognises and respects that everyone has the same human rights entitlement to allow them to participate in, and contribute to, society and our community. We recognise that all persons have equal

169 Information privacy

• Freedom of Information Act 1982 Legislation that • Geographical Place Names National Competition Act 1998 impacts on Council • Health (Immunisation) Policy compliance Regulations 1999 The National Competition Policy Council undertakes a broad (NCP) was introduced in 1995, and • Health (Prescribed Accommodation) range of activities and the objective of the NCP is to promote Regulations 2010 services and conducts its more efficient public resource • Health Records Act 2001 activities under a highly allocation decisions by all levels • Heritage Act 1995 of government. regulated environment. • Information Privacy Act 2000 • The NCP requires compliance Many Acts and regulations including • Land Acquisition and in three areas namely: those listed below have a direct impact Compensation Act 1986 – Trade Practices (Competition on Council and require significant • Local Government Act 1989 Code, Competition Policy compliance, contain specific provisions Reform) Act 1995 relevant to Council, have some form • Local Government (General) of indirect influence or require specific Regulations 2004 – local laws knowledge by staff carrying out • Local Government (Electoral) – competitive neutrality. their duties. Regulations 2005 Bayside continues to acknowledge its • Aged Care Act 1997 • Local Government (Planning and obligations to comply with the Trade (Commonwealth) Reporting) Regulations 2014 Practices Act Part IV. During 2014/15 • Australian Accounting Standards • Occupational Health and there were no complaints regarding Safety Act 2004 trade practices matters. • Building Act 1993 • Planning and Environment Act 1987 • Building Regulations 2006 Bayside is also required to review • Protected Disclosures Act 2012 its local laws to ensure they do not • Carers Recognition Act 2012 • Public Health and restrict competition. During 2014/15 • Children, Youth and Wellbeing Act 2008 the Amenity Protection Local Law Families Act 2005 No. 2 was reviewed which does not • Public Health and Wellbeing • Children’s Services Act 1996 impact upon competition. Regulations 2009 • Crown Land (Reserves) Act 1978 • Public Records Act 1973 Bayside continues to recognise its • Cultural and Recreational obligations towards competitive • Road Management Act 2004 Lands Act 1963 neutrality in accordance with the • Road Safety (Road Rules) • Disability Act 2006 requirements of the statement of Regulations 1999 Victorian Government Policy, • Domestic Animals Act 1994 • Road Safety Act 1986 National Competition Policy and • Drugs, Poisons and Controlled • Tobacco Act 1987 local government. Substances Act 1981 In summary, Bayside city Council has • Education and Care Services complied with the requirements of the National Law Act 2010 National Competition Policy for the • Education and Care Services period 1 July 2014 to 30 June 2015. National Regulations 2011 • Emergency Management Act 1986 • Environment Protection Act 1970 • Food Act 1984

170 Bayside City Council Annual Report 2014/15 Best value

During the 2014/15 financial year, Bayside City Council complied with Best value overview the Local Government (Best Value Best value at Bayside Principles) Act 1999 (Vic) by ensuring that each of Council’s departments Quality and Cost Standards Accessible Services continued to review its services Responsive to Community Needs Continuous Improvement through consultation, benchmarking Report Regularly to the Community Community Consultation and performance monitoring, in addition to the program of strategic service reviews. The opportunities identified for service improvement were implemented through the annual departmental planning process.

Best value principle Description

Quality and cost This principle refers to the extent to which services are achieving or exceeding relevant key standards performance indicators of service quality and the service can demonstrate value for money. Bayside City Council measures the standard of service through a range of quality and cost measures including industry standards, the strategic indicators of our Council Plan and indicators within department plans. Responsive to This principle refers to the extent to which the community feels that we not only understand what community needs it is seeking from our services but also the extent that current services reflect that understanding. Community needs are established through the analysis of customer requests, community feedback and survey results. During 2013/14, Bayside City Council sought feedback on its performance from resident and business groups. Survey results help the organisation set targets for continuous improvement in service delivery and provide data to support Best value principles in our planning, decision making and actions. Accessible This principle refers to the extent to which services are able to be readily accessed by those for services whom the services are intended. Annual service plans are developed for each department of the organisation and barriers to accessibility are addressed through these plans. Continuous This principle refers to the extent to which our work is continuously improved. Bayside City improvement Council has implemented the Business Excellence Framework© as a model to promote continuous improvement within our organisation and this year introduced the BuMP It process improvement program. Community Community engagement is any process that involves the public in problem solving or decision consultation making and uses public input to make decisions. Our Community Engagement Framework 2009 is built on the IAP2 core values and spectrum for public participation. Report regularly Bayside City Council reports regularly to the community through advisory committees, publications to the community such as Let’s Talk Bayside, our website, Facebook, Twitter, newsletters and fact sheets and the Annual Report.

171 Best value

from knowing what is important and • enhancing the Risk Management Strategic Service Reviews how to achieve it. Ongoing success Framework including the Risk Bayside has identified a program of also comes from continuous review Register and risk reporting strategic service reviews to ensure and improvement. to understand risk appetite services are relevant to the community and inform decisions needs, are financially sustainable Since 2009, Bayside City Council has • redefining our organisational and are being delivered efficiently, implemented Business Excellence values and the introduction of effectively to provide public value. at Bayside as a model to promote strong internal focus on continuous team-level values which have This year we completed four strategic improvement through service been integrated into performance service reviews, providing us with improvement, which responds to appraisals, reward and recognition an opportunity to examine how we community needs, organisational and performance management work to improve liveability for our leadership and innovation. This to provide a consistent standard community. Reviews were conducted program is based on the Business and language to enable into Home and Community Care, Excellence Framework©. employees to be at their best Youth Services, Statutory Planning • continuing to work to understand The seven categories of the Business and Children and Family Services, changing stakeholder requirements Excellence Framework© are: with a number of recommendations to ensure the organisation’s being presented to Council. • leadership capacity to be relevant to its The purpose of the service reviews • strategy and planning stakeholders in the future through Strategic Service Reviews. is to ask what we do, why we do it • information and knowledge and how we might be able to do it • people We are committed to working on the better? The reviews form part of improvement opportunities identified • customers and other stakeholders our commitment to continuous in the assessment to ensure that the improvement and they are an • process management, organisation can continue to focus on opportunity to ensure we are delivering improvement and innovation the factors that will make a difference the right services for our community, • results and sustainable to our performance enabling us to in the right way and at the right cost. performance. work together to Making Bayside The recommendations falling from the Following our Organisational a Better Place. service reviews will be implemented Assessment in 2014 which assessed throughout 2015/16 financial year, our performance against the seven and have been built into departmental categories of the Business Excellence plans to monitor progress and report Framework©, our improvement back to Council on a quarterly basis. opportunities have been integrated into our organisational improvement approach. Improvements have included: Business excellence • enhancing performance at Bayside reporting to better measure The Business Excellence Framework© service performance and identify focuses on the common features of opportunities for improvement successful organisations across the • developing systems views at private, for-profit, not-for-profit and the department level to further public sectors. It demonstrates that understand interrelationships, ongoing sustainable performance and processes, measures and targets success is not an accident: it comes which improve service performance

172 Bayside City Council Annual Report 2014/15 Victorian Local Government indicators

Indicator Calculation 2014/15 2013/14

1. Average rates and charges Total rates and charges receivable at $1,834 $1,766 per assessment beginning of year/Number of assessments in the adopted budget 2. Average residential Rates and charges declared for residential $1,829 $1,776 rates and charges assessments receivable at beginning of year/ per assessment Number of assessments in the adopted budget 3. Average liabilities Total liabilities/Number of assessments $791 $822 per assessment in the adopted budget 4. Operating result per Net surplus/Number of assessments $462 $362 assessment (Note 1) in the adopted budget 5. Average operating Operating expenditure/Number of $2,232 $2,220 expenditure per assessments in the adopted budget assessment 6. Community satisfaction Result from the Annual Local Government 63 65 rating for overall Community Satisfaction Survey performance generally of Council 7. Average capital Capital expenditure/Number of $448 $449 expenditure per assessments in the adopted budget assessment 8. Renewal gap Capital renewal /Average annual 83% 82% asset consumption 9. Renewal and Capital renewal and maintenance/ 87% 85% maintenance gap Average annual asset consumption plus planned maintenance 10. Community satisfaction Result from the Annual Local Government 52 53 rating for Council’s Community Satisfaction Survey advocacy and community representation on key local issues 11. Community satisfaction Result from the Annual Local Government 52 53 rating for Council’s Community Satisfaction Survey engagement in decision making on key local issues

Note 1: The 2014/15 operating result per assessment of $462 includes capital grants and contributions received $1.015 million ($0.718 million in 2013/14) and developer contributions received $2.551 million ($3.284 million in 2012/13), net gain from sale of former Hampton Child Care $1.360 million, and 50% of 2015/16 grants received in advance $1.272 million (-$1.269 million in 2013/14). Excluding these factors, the 2014/15 operating result per assessment would be $317 ($297 in 2013/14).

173 Victorian Auditor-General’s Office (VAGO) Financial performance indicators The Victorian Auditor-General’s Office assesses the financial sustainability of councils from an analysis of four core indicators and two sector-specific indicators. To be financially sustainable, councils should have the capacity to meet current and future expenditure as it falls due. They should also be able to absorb foreseeable changes and risks materialising, without significantly change their revenue and expenditure policies. The indicators reflect the sustainability of local government funding and expenditure policies, and the way in which we manage debt and maintain assets to sustain current service levels.

Indicator Description VAGO Calculations 2014/15 2013/14 target

Underlying A positive result indicates a surplus Greater Underlying 19,677 16.9% 14% result and the larger percentage the than zero surplus/deficit stronger the result. Underlying 116,681 A negative result indicates a deficit. revenue Operating deficits cannot be sustainable in the long term. Net result and total underlying revenue is obtained from the comprehensive operating statement and is adjusted to take into account large one-off (non-recurring) transactions.

Liquidity This measures Council’s ability to pay Greater Current assets 65,951 2.59 to 1 2.2 to 1 existing liabilities in the next 12 months. than 1:1.5 Current 25,461 A ratio of one or more means that liabilities there are more cash and liquid assets than short-term liabilities. Current liabilities have been adjusted to exclude those liabilities not expected to be settled within the next 12 months including employee provisions.

Indebtedness Comparison of non-current liabilities Less than Non-Current 8,240 8.3% 12.4% (mainly comprised of borrowings) to 40.0 liabilities own-source revenue. The higher the Own-sourced 99,559 percentage, the less able councils are revenue to cover non-current liabilities from the revenues they generate themselves. Own-source revenue is used (rather than total revenue) because it does not include capital grants, which are usually tied to specific projects.

174 Bayside City Council Annual Report 2014/15 Indicator Description VAGO Calculations 2014/15 2013/14 target

Self-financing Measures the ability to replace assets Greater Net operating 34,680 29.7% 29.1% using cash generated by operations. than 20.0 cash flow The higher the percentage the more Underlying 116,681 effectively this can be done. revenue Net operating cash flows are obtained from the Statement of Cash Flows.

Capital Comparison of the rate of spending Greater Capital spend 19,075 1.34 1.53 replacement on infrastructure, property, plant than 1.5 Depreciation 14,187 and equipment and intangibles with depreciation. This is a long-term indicator, as capital expenditure can be deferred in the short term if there are insufficient funds available from operations, and borrowing is not an option. Cash outflows for property, plant, equipment, infrastructure and intangibles are taken from the Statement of Cash Flows. Depreciation and amortisation is taken from the comprehensive operating statement.

Renewal gap Comparison of the rate of spending Greater Renewal and 16,591 1.17 1.11 on existing infrastructure, property, than 1.0 upgrade plant and equipment through Depreciation 14,187 renewing, restoring and replacing existing assets with depreciation. Ratios higher than 1:1 indicate that spending on existing assets is greater than the depreciation rate. Similar to capital replacement, this is a long-term indicator, as capital expenditure can be deferred in the short term if there are insufficient funds available from operations, and borrowing is not an option.

Note: Underlying Result

VAGO underlying result ratio excludes contributions of non-monetary assets and written-down value of assets disposed.

LGPRF underlying result ratio excludes non-recurring capital grants, capital contributions, and contributions of non-monetary assets

175 Governance and management checklist For the year ended 30 June 2015

In accordance with the Local Government Performance Reporting Framework, Bayside undertook a governance and management during 2014/15 on the key fundamental documents, plans and policies that assist in delivering good, sound and transparent governance practices within the organisation. The purpose of the health check was to ensure that Council has in place the required documents and review the currency of documents. The health check included the following documents:

Governance and management items Assessment

1 Community Engagement Policy Policy (policy outlining Council’s commitment to engaging Date of operation of current policy: with the community on matters of public interest) 20 May 2014 2 Community engagement guidelines Internal guidelines (guidelines to assist staff to determine when and Date of operation: how to engage with the community) 15 May 2015 3 Strategic Resource Plan Adopted in accordance with Section 126 of the Act (plan under Section 126 of the Local Government Act 1989 Date of adoption: outlining the financial and non-financial resources required 24 June 2015 for at least the next four financial years) 4 Annual budget Adopted in accordance with Section 130 of the Act (plan under Section 130 of the Local Government Act 1989 Date of adoption: setting out the services to be provided and initiatives to be 24 June 2015 undertaken over the next 12 months and the funding and other resources required) 5 Asset management plans Plans (plans that set out the asset maintenance and renewal Date of operation of current plans: needs for key infrastructure asset classes for at least Drainage Asset Management Plan – 11 October 2011 the next 10 years) Road Asset Management Plan – 11 October 2011 Building Asset Management Plan – 11 October 2011 Recreation and Open Space Asset Management Plan – 25 June 2013 6 Rating strategy Strategy (strategy setting out the rating structure of Council Date of operation of current strategy: to levy rates and charges) 24 June 2015 7 Risk Policy Policy (policy outlining Council’s commitment and approach Date of operation of current policy: to minimising the risks to Council’s operations) 24 February 2015 8 Fraud Policy Policy (policy outlining Council’s commitment and approach Date of operation of current policy: to minimising the risk of fraud) 24 June 2014

176 Bayside City Council Annual Report 2014/15 Governance and management items Assessment

9 Municipal Emergency Management Plan Prepared and maintained in accordance with (plan under Section 20 of the Emergency Management Act Section 20 of the Emergency Management Act 1986 1986 for emergency prevention, response and recovery) Date of preparation: 27 November 2014 10 Procurement Policy Prepared and approved in accordance with (policy under Section 186A of theLocal Government Act Section 186A of the Local Government Act 1989 1989 outlining the matters, practices and procedures that Date of approval: will apply to all purchases of goods, services and works) 27 January 2015 11 Business Continuity Plan Plan (plan setting out the actions that will be undertaken Date of operation of current plan: to ensure that key services continue to operate in the 7 May 2013 event of a disaster) 12 Disaster Recovery Plan Plan (plan setting out the actions that will be undertaken to Date of operation of current plan: recover and restore business capability in the event of 7 May 2013 a disaster) 13 Risk Management Framework Framework (framework outlining Council’s approach to managing Date of operation of current framework: risks to the Council’s operations) 28 January 2012 14 Audit Committee Established in accordance (advisory committee of Council under Section 139 of with Section 139 of the Act the Local Government Act 1989 whose role is to oversee Date of establishment: the integrity of a council’s financial reporting, processes to 13 September 2011 manage risks to the council’s operations and for compliance with applicable legal, ethical, and regulatory requirements) 15 Internal Audit Engaged (independent accounting professionals engaged by Date of Report: the Council to provide analyses and recommendations 24 June 2014 aimed at improving Council’s governance, risk and management controls) 16 Performance Reporting Framework Framework (a set of indicators measuring financial and non-financial Date of operation of current framework: performance, including the performance indicators 10 February 2014 referred to in section 131 of the Act) 17 Council Plan reporting Report (report reviewing the performance of the Council Date of report: against the Council Plan, including the results in 24 June 2014 relation to the strategic indicators, for the first six months of the financial year)

177 Governance and management checklist For the year ended 30 June 2015

Governance and management items Assessment

18 Financial reporting Statements presented to Council in accordance (quarterly statements to Council under Section 138 of with Section 138(1) of the Act the Local Government Act 1989 comparing budgeted Date statements presented: revenue and expenditure with actual revenue and 16 September 2014, 24 March 2015 and 26 May 2015 expenditure) Comments: As a result of staff changes at the end of quarter 1, the 2014/15 quarter 1 and 2 reports were combined and presented as a Mid Year Performance Report 19 Risk reporting Reports (six-monthly reports of strategic risks to Council’s Date of reports: operations, their likelihood and consequences of 27 January 2015 and 26 May 2015 occurring and risk minimisation strategies) 20 Performance reporting Reports (six-monthly reports of indicators measuring the Date of reports: results against financial and non-financial performance, 16 September 2014 and 24 June 2015 including performance indicators referred to in section Comments: The reports were the Annual Report 131 of the Act) on Operations 2013/14 and the Council Plan Review 2015 21 Annual Report Considered at a meeting of Council in accordance (Annual Report under sections 131, 132 and 133 of the with Section 134 of the Act Act to the community containing a report of operations Date statements presented: and audited financial and performance statements) 16 September 2014 22 Councillor Code of Conduct Reviewed in accordance with Section 76C of the Act (Code under Section 76C of the Act setting out the Date reviewed: conduct principles and the dispute resolution processes 30 April 2013 to be followed by Councillors) 23 Delegations Reviewed in accordance with Section 98(6) of the Act (a document setting out the powers, duties and functions Date of review: of Council and the Chief Executive Officer that have been 29 March 2014 delegated to members of staff) 24 Meeting procedures Meeting procedures local law made in accordance (a local law governing the conduct of meetings with Section 91(1) of the Act Date local law made: of Council and special committees) 28 November 2013

178 Bayside City Council Annual Report 2014/15 I certify that this information presents fairly the status of Council’s governance and management arrangements.

Adrian Robb Cr Felicity Federico Chief Executive Officer Mayor Dated: 22 September 2015 Dated: 22 September 2015

179 part

page 182 Performance Statement Ensuring Council operates in an open, honest, communicative and accountable manner

page 194 page 201 Financial statements Notes to financial An independent review of Council’s financial and management systems statements and statutory compliance Council’s compliance with statutory legislation

180 Bayside City Council Annual Report 2014/15 Performance Statement and Financial Report

Contents Performance Statement Performance Statement 182 Note 16. Borrowing costs 217 Council approval of the Performance Statement 191 Note 17. Other expenses 217 Auditor-General’s report on Performance Statement 192 Note 18. Cash and cash equivalents 218 Note 19. Trade and other receivables 218 Guide to the Financial Report Note 20. Other financial assets 218 Comprehensive income statement 194 Note 21. Inventories 219 Balance sheet 197 Note 22. Non-current assets classified Statement of changes in equity 198 as held for sale 219 Statement of cash flows 199 Note 23. Other assets 219 Statement of capital works 200 Note 24. Property, infrastructure plant and equipment 220 Introduction 201 Note 25. Intangible assets 225 Note 1. Significant accounting policies 201 Note 26. Trade and other payables 225 Note 2. Budget comparison 209 Note 27. Trust funds and deposits 225 Note 3. Rates and charges 213 Note 28. Provisions 226 Note 4. Statutory fees and fines 213 Note 29. Interest-bearing loans and borrowings 227 Note 5. User fees 213 Note 30. Income in advance 228 Note 6. Grants 214 Note 31. Reserves 230 Note 7. Contributions – Monetary 215 Note 32. Reconciliation of cash flows from operating activities to surplus/(deficit) 231 Note 8. Net gain/(loss) on disposal of property, infrastructure, plant and equipment 215 Note 33. Restricted assets 231 Note 9. Rental income 215 Note 34. Commitments 232 Note 10. Interest income 216 Note 35. Operating leases 233 Note 11. Other income 216 Note 36. Contingent liabilities and contingent assets 233 Note 12. Employee costs 216 Note 37. Financial instruments 237 Note 12b. Superannuation 216 Note 38. Related party transactions 239 Note 13. Materials and services 217 Note 39. Events occurring after balance date 240 Note 14. Bad and doubtful debts 217 Certification of the financial statements 241 Note 15. Depreciation and amortisation 217 Auditor general’s report 242

181 Performance Statement For the year ended 30 June 2015

Description of municipality Bayside City Council (the Council) is situated on the coastline of Port Phillip Bay and has an estimated residential population of 99,947, which has been steadily increasing for over a decade. The City of Bayside covers an area of 37 square kilometres, with its northern boundary eight kilometres from Melbourne’s central business district. The coastline of Port Phillip forms the western boundary of Bayside, while the Nepean Highway and the Melbourne to Frankston railway line form most of the eastern boundary. The City of Bayside is adjoined by the cities of Port Phillip, Glen Eira and Kingston. Bayside encompasses all or part of the suburbs of Beaumaris, Black Rock, Brighton, Brighton East, Cheltenham, Hampton, Hampton East, Highett and Sandringham. Bayside is characterised by quality residential areas and is also home to a variety of businesses. Residents and visitors alike enjoy Bayside’s numerous parks, reserves, foreshore, local retail centres, excellent sporting and recreational grounds and buildings, heritage buildings and sites, art galleries and festivals. Bayside’s coastline stretches for 17 kilometres from Head Street, Brighton, in the north to Charman Road, Beaumaris, in the south. It features many attractions such as Ricketts Point Marine Sanctuary, the Artists’ Walking Trail, Red Bluff Cliffs, the bathing boxes at Dendy Street beach and Middle Brighton Sea Baths.

182 Bayside City Council Annual Report 2014/15 Sustainable capacity indicators For the year ended 30 June 2015

Indicator/measure 2015 Commentary (as appropriate) Population $950.82 Expenses per head of municipal population [Total expenses / Municipal population] Infrastructure per head of municipal population $4,166.50 [Value of infrastructure / Municipal population] Population density per length of road 270.13 [Municipal population / Kilometres of local roads] Own-source revenue $996.12 Own-source revenue per head of municipal population [Own-source revenue / Municipal population] Recurrent grants $114.09 Recurrent grants per head of population [Recurrent grants / Municipal population] Disadvantage 10 Relative socio-economic disadvantage [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 in paragraphs (a) and (b) “infrastructure” means non-current property, plant and equipment excluding land “local road” means a sealed or unsealed road for which the Council is the responsible road authority under the Road Management Act 2004 “population” means the resident population estimated by Council “own-source revenue” means adjusted underlying revenue other than revenue that is not under the control of Council (including government grants) “relative socio-economic disadvantage”, in relation to a municipality, means the relative socio-economic disadvantage, expressed as a decile for the relevant financial year, of the area in which the municipality is located according to the Index of Relative Socio-Economic Disadvantage (Catalogue Number 2033.0.55.001) of SEIFA “SEIFA” means the Socio-Economic Indexes for Areas published from time to time by the Australian Bureau of Statistics on its website “unrestricted cash” means all cash and cash equivalents other than restricted cash.

183 Service performance indicators For the year ended 30 June 2015

Service/indicator/measure 2015 Commentary (as appropriate) Aquatic facilities 0 Council is not responsible for the operation or management of the Utilisation Sandringham Family Leisure Aquatic Utilisation of aquatic facilities Centre and Middle Brighton Sea Baths [Number of visits to aquatic facilities / Municipal population] is not defined as an aquatic facility Animal management 7 Health and safety Animal management prosecutions [Number of successful animal management prosecutions] Food safety 100% All critical and major non-compliance notifications are actioned Health and safety Critical and major non-compliance notifications [Number of critical non-compliance notifications and major non- compliance notifications about a food premises followed up / Number of critical non-compliance notifications and major non- compliance notifications about food premises] x100 Governance 56 Satisfaction Satisfaction with Council decisions [Community satisfaction rating out of 100 with how Council has performed in making decisions in the interest of the community] Home and Community Care (HACC) 44.46% Bayside City Council has an aging demographic and a high participation Participation rate in the HACC Service Participation in HACC service [Number of people that received an HACC service / Municipal target population for HACC services] x100 Participation 37.89% Participation in HACC service by CALD people [Number of CALD people who receive an HACC service / Municipal target population in relation to CALD people for HACC services] x100 Libraries 22.10% Participation Active library members [Number of active library members / Municipal population] x100

184 Bayside City Council Annual Report 2014/15 Service performance indicators For the year ended 30 June 2015

Service/indicator/measure 2015 Commentary (as appropriate) Maternal and Child Health (MCH) 81.50% Participation Participation in the MCH service [Number of children who attend the MCH service at least once (in the year) / Number of children enrolled in the MCH service] x100 Participation 89.19% Participation in the MCH service by Aboriginal Australian [Number of Aboriginal Australian who attend the MCH service at least once (in the year) / Number of Aboriginal Australian enrolled in the MCH service] x100 Roads 67 Satisfaction Satisfaction with sealed local roads [Community satisfaction rating out of 100 with how Council has performed on the condition of sealed local roads] Statutory Planning 40.91% Decision making Council planning decisions upheld at VCAT [Number of VCAT decisions that did not set aside Council’s decision in relation to a planning application / Number of VCAT decisions in relation to planning applications] x100 Waste collection 50.92% Waste diversion Kerbside collection waste diverted from landfill [Weight of recyclables and green organics collected from kerbside bins / Weight of garbage, recyclables and green organics collected from kerbside bins] x100 Definitions “Aboriginal child” means a child who is an Aboriginal person “Aboriginal person” has the same meaning as in the Aboriginal Heritage Act 2006 “active library member” means a member of a library who has borrowed a book from the library “annual report” means an annual report prepared by a council under sections 131, 132 and 133 of the Act “class 1 food premises” means food premises, within the meaning of the Food Act 1984, that have been declared as class 1 food premises under Section 19C of that Act “class 2 food premises” means food premises, within the meaning of the Food Act 1984 , that have been declared as class 2 food premises under Section 19C of that Act “Community Care Common Standards “means the Community Care Common Standards for the delivery of HACC services, published from time to time by the Commonwealth “critical non-compliance outcome notification” means a notification received by Council under Section 19N(3) or (4) of the Food Act 1984 , or advice given to council by an authorised officer under that Act, of a deficiency that poses an immediate serious threat to public health “food premises” has the same meaning as in the Food Act 1984 “HACC Program” means the Home and Community Care Program established under the Agreement entered into for the purpose of the Home and Community Care Act 1985 of the Commonwealth “HACC service” means home help, personal care or community respite provided under the HACC Program “local road” means a sealed or unsealed road for which the Council is the responsible road authority under the Road Management Act 2004 “major non-compliance outcome notification” means a notification received by a council under Section 19N(3) or (4) of the Food Act 1984, or advice given to Council by an authorised officer under that Act, of a deficiency that does not pose an immediate serious threat to public health but may do so if no remedial action is taken “MCH” means the Maternal and Child Health Service provided by a council to support the health and development of children within the municipality from birth until school age “population” means the resident population estimated by Council “target population” has the same meaning as in the Agreement entered into for the purposes of the Home and Community Care Act 1985 of the Commonwealth “WorkSafe reportable aquatic facility safety incident” means an incident relating to a council aquatic facility that is required to be notified to the Victorian WorkCover Authority under Part 5 of the Occupational Health and Safety Act 2004.

185 Financial performance indicators For the year ended 30 June 2015 Commentary (as appropriate) To maintain a sound financial position, To investment in the Council will increase asset to ensure capital program met and continue targets are renewal of debt, whilst repayment to increase maintaining service levels expected achieve this, To by the community. a general rates and municipal charge by a modest expected to increase are 3.8% in 2015/16. by 5.9% in charge will increase Waste 2015/16 to achieve full cost recovery of waste service, which includes the of the organic recycling introduction contract in April 2016 and increase of landfill levy imposed by the Authority Protection Environmental by 10%. Council is expected to continue investment in the capital increase which will increase program expense. Excluding depreciation expense, Council’s depreciation assessment expenses per property modestly expected to increase are and be impacted by Consumer Price Index on materials and services on Enterprise Bargaining Agreement employee costs. 2019 $2,162.36 $2,569.05 2018 $2,076.00 $2,472.58 2017 $1,993.06 $2,380.12 2016 $1,905.41 $2,286.19 Forecasts Results $1,829.36 $2,190.54 2015 Efficiency Revenue level Dimension/indicator/measure residential rate per property Average assessment / Number of residential [Residential rate revenue assessments] property Expenditure level Expenses per property assessment assessments] expenses / Number of property [Total

186 Bayside City Council Annual Report 2014/15 Financial performance indicators For the year ended 30 June 2015 Commentary (as appropriate) The workforce turnover figure is turnover figure The workforce of the impacted by the closure Centre Sandringham Child Care during 2014/15. of investment The expected increase in the will result in the capital program resulting of cash therefore reduction in a declining trend. of investment The expected increase in the will result in the capital program resulting of cash therefore reduction in a declining trend. cash excludes Note: Unrestricted by Council resolution. cash restricted maintained and assets are ensure To meet community expectations, Council investment is expected to increase than greater in the capital program over the next four years. depreciation The accelerated debt reduction strategy to be applied over the next four years will see debt reduce significantly by $5.6 million. The accelerated debt reduction strategy to be applied over the next four years will see debt reduce significantly by $5.6 million. 2019 10.50% 209.70% 122.81% 117.35% 3.38% 1.13% 2018 10.50% 218.47% 130.75% 118.83% 4.46% 3.04% 2017 10.50% 224.30% 142.32% 117.13% 7.41% 6.89% 2016 10.50% 215.41% 142.11% 122.56% 10.71% 5.95% Forecasts Results 12.05% 259.03% 158.24% 84.25% 14.58% 3.92% 2015 Workforce turnover Workforce Dimension/indicator/measure Resignations and terminations compared to average staff and resignations [Number of permanent staff number of permanent terminations / Average for the financial year] x100 staff Liquidity capital Working Current assets compared to current liabilities liabilities] x100 assets / Current [Current Unrestricted cash Unrestricted cash compared to current liabilities liabilities] x100 cash / Current [Unrestricted Obligations Asset renewal Asset renewal compared to depreciation x100 expenses / Asset depreciation] [Asset renewal Loans and borrowings Loans and borrowings compared to rates loans and borrowings [Interest-bearing x100 / Rate revenuew] Loans and borrowings repayments compared to rates on interest- and principal repayments [Interest x100 / Rate revenue] bearing loans and borrowings

187 188 For theyearended30June2015 Financial performanceindicators Bayside CityCouncilAnnual Report2014/15 Results Forecasts

Dimension/indicator/measure 2015 2016 2017 2018 2019 Commentary (as appropriate)

Indebtedness 8.28% 4.38% 4.97% 4.21% 3.46% This declining trend is due to the Non-current liabilities compared to own-source significant reduction of debt over revenue the next four years by $5.6 million. [Non-current liabilities / Own-source revenue] x100 Operating position 14.69% 12.07% 11.75% 11.41% 11.14% Underlying surpluses are expected to remain steady. Adjusted underlying result Adjusted underlying surplus (or deficit) [Adjusted underlying surplus (deficit) / Adjusted underlying revenue] x100 Stability 70.82% 73.32% 73.90% 74.35% 74.73% The shifting of costs from federal and state governments by way of freezing Rates concentration operational grants and low or nil Rates compared to adjusted underlying revenue increase in statutory fees means [Rate revenue / Adjusted underlying revenue] x100 Council will continue to rely heavily on rate income to fund operational services and capital works.

Rates effort 0.17% 0.18% 0.18% 0.19% 0.19% Council has achieved operational savings to keep rate increases at Rates compared to property values a modest level. [Rate revenue / Capital improved value of rateable properties in the municipality ] x100 Financial performance indicators For the year ended 30 June 2015

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 in paragraphs (a) and (b) “adjusted underlying surplus (or deficit)” means adjusted underlying revenue less total expenditure “asset renewal expenditure” means expenditure on an existing asset or on replacing an existing asset that returns the service capability of the asset to its original capability “current assets” has the same meaning as in the AAS “current liabilities” has the same meaning as in the AAS “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’s Strategic Resource Plan “own-source revenue” means adjusted underlying revenue other than revenue that is not under the control of Council (including government grants “population “means the resident population estimated by Council “rate revenue” means revenue from general rates, municipal charges, service rates and service charges “recurrent grant “means a grant other than a non-recurrent grant “residential rates” means revenue from general rates, municipal charges, service rates and service charges levied on residential properties “restricted cash” means cash and cash equivalents, within the meaning of the AAS, 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 works expenditure from the previous financial year “unrestricted cash” means all cash and cash equivalents other than restricted cash.

189 Other information For the year ended 30 June 2015 Basis of preparation Council is required to prepare and include a Performance Statement within its Annual Report. The Performance Statement includes the results of the prescribed sustainable capacity, service performance and financial performance indicators and measures together with a description of the municipal district and an explanation of material variations in the results. This statement has been prepared to meet the requirements of the Local Government Act 1989 and Local Government (Planning and Reporting) Regulations 2014. Where applicable, the results in the Performance Statement have been prepared on accounting bases consistent with those reported in the Financial Statements. The other results are based on information drawn from Council information systems or from third parties (e.g. for example, Australian Bureau of Statistics). The Performance Statement presents the actual results for the current year and for the prescribed financial performance indicators and measures, the results forecast by the Council’s Strategic Resource Plan. The Local Government (Planning and Reporting) Regulations 2014 requires explanation of any material variations in the results contained in the Performance Statement. Council has adopted materiality thresholds relevant to each indicator and measure and explanations have not been provided for variations below the materiality thresholds unless the variance is considered to be material because of its nature. The forecast figures included in the Performance Statement are those adopted by Council in its Strategic Resource Plan on 24 June 2015 and which forms part of the Council Plan. The Strategic Resource Plan includes estimates based on key assumptions about the future that were relevant at the time of adoption and aimed at achieving sustainability over the long term. Detailed information on the actual financial results is contained in the General Purpose Financial Statements. The Strategic Resource Plan can be obtained by contacting Council.

190 Bayside City Council Annual Report 2014/15 Certification of the Performance Statement For the year ended 30 June 2015

In my opinion, the accompanying Performance Statement has been prepared in accordance with the Local Government Act 1989 and the Local Government (Planning and Reporting) Regulations 2014.

Bill Shanahan CPA Principal Accounting Officer Dated: 22 September 2015

In our opinion, the accompanying Performance Statement of Bayside City Council for the year ended 30 June 2015 presents fairly the results of Council’s performance in accordance with the Local Government Act 1989 and the Local Government (Planning and Reporting) Regulations 2014. The Performance Statement contains the relevant performance indicators, measures and results in relation to service performance, financial performance and sustainable capacity. At the date of signing, we are not aware of any circumstances that would render any particulars in the Performance Statement to be misleading or inaccurate. We have been authorised by the Council and by the Local Government (Planning and Reporting) Regulations 2014 to certify this Performance Statement in its final form.

Laurence Evans Councillor Dated: 22 September 2015

Bruce Lowe Councillor Dated: 22 September 2015

Adrian Robb Chief Executive Officer Dated: 22 September 2015

191 Auditor-General’s report

192 Bayside City Council Annual Report 2014/15 Auditor-General’s report

193 Guide to the Financial Report Financial Statements The Financial Statements include the Comprehensive Income Statement, Balance Sheet, Statement of Changes in Equity, Statement of Cash Flows and Notes to the Accounts.

Comprehensive income statement This report provides a summary of Council’s overall performance by identifying the major line items of income and expenses. The expenses only relate to the operations and do not include costs associated with capital works or the purchase or construction of major assets. While capital items are not included there is a line item for depreciation being the value of capital assets “used up” during the financial year. The Comprehensive Income Statement consists of the total of income less expenses to calculate the surplus or deficit. Inclusion of other comprehensive income then produces the comprehensive result.

Balance sheet This report provides a snapshot of what Council owns as assets and what it owes as liabilities. The difference between what it owns and owes is the net assets or equity. Council’s net worth or equity is built up over the course of a number of years. Assets are split between current and non-current. Current assets include assets that can be converted to cash within 12 months and include: – cash and cash equivalents (investments) – trade and other receivables being monies owed to Council – other assets include prepayments of next year’s expenses and monies owed to Council. Non-current assets usually include Council assets such as property, equipment and infrastructure including buildings, roads and drains. Liabilities are also split between current and non-current. Current liabilities include monies that Council owes and is required to be repaid within 12 months. They include: – trade and other payables being the value to whom Council owes money as at 30 June – interest-bearing loans and borrowings being loan repayments due within the next 12 months – provisions including salary and leave entitlements – trust funds and deposits being monies held in trust by Council to be repaid to third parties. Net assets is used to describe the difference between total assets and total liabilities. It equals total equity or the net worth of Council. Total equity consists of the following components: – Accumulated surplus – this is the value of the Council that is accumulated over time being the surplus (or deficit) from the Income Statement. – Reserves – this includes the value of the asset revaluation reserve and other statutory reserves. The asset revaluation reserve is the value by which the purchase cost of assets has changed over time arising from the revaluation of Council’s non-current assets. The other statutory reserves represent the value of unspent monies held for a specific purpose.

194 Bayside City Council Annual Report 2014/15 Statement of changes in equity Equity is measured by the net worth of Council or assets less liabilities. This statement shows the value of changes in equity during the course of the year. Changes are generally due to: – the surplus for the year being the amount that income exceeds expenses as reported in the Income Statement – transfer of monies to and from the reserves – monies placed into the reserves or withdrawn to be used during the year – change in the value of assets (non-current assets) due to a revaluation. The equity statement reports the incremental change due to a revaluation.

Statement of cash flows This statement provides a summary of Council’s cash receipts (inflows) and cash payments (outflows) during the year. The values usually differ to those reported in the Income Statement since the Income Statement is prepared according to accrual accounting while the cash flow statement is based on the receipt and payments. Cash refers to cash on hand and bank deposits, as well as highly liquid investments, such as cash investments, that can readily be converted to cash. The Statement of Cash Flows includes cash to and from the following three sources: Cash flows from operating activities – receipts and cash from ratepayers, proceeds from user charges, fees and fines, receipts from operating grants as well as earnings from interest on investments – cash payments to staff, suppliers and contractors. Cash flows from investing activities – cash payments for the creation and acquisition of property, infrastructure and equipment. This is the cash applied to fund capital project assets. Also included to this section is cash received from the sale of these assets. Cash flows from financing activities – records the receipt and payment of loan borrowings and finance costs – net increase in cash and cash equivalents – identifies the net movement for the year being the total of cash flow from operations, cash flow from investing activities and cash flow from financing activities.

Notes to the accounts The notes provide further detail and explanation of the abovementioned statements. Note numbers are shown beside relevant line items in the Comprehensive Income Statement, Balance Sheet and Statement of Cash Flows. In addition, the notes also identify: – Council’s accounting policies – Note 1. – The income and expenses of Council’s main functional areas. – Transactions with persons related to Council. – Contingent liabilities – items that may result in a liability if a particular event was to occur (the potential liability is contingent on the occurrence of a particular event). – Financial performance indicators.

195 Bayside City Council 2014/2015 Financial Report Comprehensive incomeComprehensive statement Income Statement For the year ended 30 JuneFor 2015 the Year Ended of 30 June 2015

Note 2015 2014 $'000 $'000 Income Rates and charges 3 78,896 74,839 Statutory fees and fines 4 4,003 3,858 User fees 5 8,240 8,634 Grants - operating 6 11,463 9,127 Grants - capital 6 854 570 Contributions - monetary 7 2,833 3,594 Net gain/(loss) on disposal of property, infrastructure, plant and equipment 8 588 (925) Rental Income 9 3,876 3,697 Interest Income 10 2,133 1,697 Other income 11 1,823 1,457 Total income 114,709 106,548

Expenses Employee costs 12 (37,787) (37,122) Materials and services 13 (41,425) (40,081) Bad and doubtful debts 14 (333) (138) Depreciation and amortisation 15 (14,187) (12,596) Borrowing costs 16 (910) (1,004) Other expenses 17 (390) (403) Total expenses (95,032) (91,344)

Surplus for the year 19,677 15,204

Other comprehensive income Items that will not be reclassified to surplus or deficit in future periods Net asset revaluation increment/(decrement) 31(a) 279,852 (92,515) Impairment loss 31(a) - (28) Total comprehensive result 299,529 (77,339)

The above income statement should be read in conjunction with the accompanying notes. 196 Bayside City Council Annual Report 2014/15 3 Bayside City Council 2014/2015 Financial Report

Balance Sheet Balance sheet As at 30 June 2015 As at 30 June 2015

Note 2015 2014 $'000 $'000 Assets Current assets Cash and cash equivalents 18 3,746 3,675 Trade and other receivables 19 5,822 5,192 Other financial assets 20 53,000 38,000 Inventories 21 124 73 Non-current assets classified as held for sale 22 2,194 1,200 Other assets 23 1,065 859 Total current assets 65,951 48,999

Non-current assets Trade and other receivables 19 184 162 Other financial assets 20 230 230 Property, infrastructure, plant and equipment 24 2,560,913 2,276,986 Intangible assets 25 1,358 1,081 Other assets 23 69 69 Total non-current assets 2,562,754 2,278,528 Total assets 2,628,705 2,327,527

Liabilities Current liabilities Trade and other payables 26 9,572 8,182 Trust funds and deposits 27 3,517 3,089 Provisions 28 7,751 8,150 Interest-bearing loans and borrowings 29 4,183 2,174 Income in advance 30 438 541 Total current liabilities 25,461 22,136

Non-current liabilities Provisions 28 920 842 Interest-bearing loans and borrowings 29 7,320 11,503 Total non-current liabilities 8,240 12,345 Total liabilities 33,701 34,481

Net assets 2,595,004 2,293,046

Equity Accumulated surplus 814,359 804,029 Asset Revaluation Reserve 31 1,757,485 1,477,633 Reserves 31 23,160 11,384 Total Equity 2,595,004 2,293,046

The above balance sheet should be read in conjuction with the accompanying notes. 4 197 Bayside City Council 2014/2015 Financial Report

Statement of Changes in Equity Statement of changesFor inthe equityYear Ended of 30 June 2015 For the year ended 30 June 2015

Accumulated Revaluation Other Note Total Surplus Reserve Reserves 2015 $'000 $'000 $'000 $'000

Balance at beginning of the financial year 2,293,046 804,029 1,477,633 11,384 Recognition of found assets 1(u) 2,430 2,430 - - Surplus for the year 19,677 19,677 - - Net asset revaluation increment 31(a) 279,852 - 279,852 - Transfers to other reserves 31(b) - (14,598) - 14,598 Transfers from other reserves 31(b) - 2,822 - (2,822) Balance at end of the financial year 2,595,004 814,359 1,757,485 23,160

Accumulated Revaluation Other Total Surplus Reserve Reserves 2014 $'000 $'000 $'000 $'000

Balance at beginning of the financial year 2,370,385 794,127 1,570,176 6,082 Surplus for the year 15,204 15,204 - - Impairment loss (28) - (28) - Net asset revaluation decrement 31(a) (92,515) - (92,515) - Transfers to other reserves 31(b) - (6,906) - 6,906 Transfers from other reserves 31(b) - 1,604 - (1,604) Balance at end of the financial year 2,293,046 804,029 1,477,633 11,384

The above statement of changes in equity should be read in conjuction with the accompanying notes. 198 Bayside City Council Annual Report 2014/15 5 Bayside City Council 2014/2015 Financial Report Statement of cash Statementflows of Cash Flows For the year ended 30For June the 2015Year Ended 30 June 2015

2015 2014 Inflows/ Inflows/ (Outflows) (Outflows) Note $'000 $'000 Cash flows from operating activities

Rates and charges 79,011 74,676 Statutory fees and fines 4,384 4,076 User fees 8,289 9,385 Rental income 3,876 3,697 Grants - operating 11,534 9,221 Grants - capital 854 570 Contributions - monetary 2,833 3,594 Interest received 1,968 1,458 Trust funds and deposits taken 1,733 1,478 Other receipts 1,714 1,589 Net GST refund/payment 5,367 4,703 Employee costs (37,945) (35,764) Materials and services (47,243) (45,002) Trust funds and deposits repaid (1,305) (1,352) Other payments (390) (403) Net cash provided by operating activities 32 34,680 31,926

Cash flows from investing activities

Payments for property, infrastructure, plant and equipment 24 (19,075) (19,483) Proceeds from sale of property, infrastructure, plant and equipment 2,560 899 Payments for investments (15,000) (29,430) Net cash used in investing activities (31,515) (48,014)

Cash flows from financing activities

Finance costs (920) (1,020) Repayment of borrowings (2,174) (1,166) Net cash used in financing activities (3,094) (2,186)

Net increase (decrease) in cash and cash equivalents 71 (18,274) Cash and cash equivalents at the beginning of the financial year 3,675 21,949

Cash and cash equivalents at the end of the financial year 33 3,746 3,675

Restrictions on cash assets 33

The above statement of cash flows should be read in conjuction with the accompanying notes. 199 6 Bayside City Council 2014/2015Statement Financial Report of capital works For the year ended 30 June 2015Statement of Capital Works For the Year Ended 30 June 2015 Note 2015 2014 $'000 $'000 Property Buildings 846 1,311 Heritage Buildings 8 257 Building improvements 1,884 2,774 Total buildings 2,738 4,342 Total property 2,738 4,342

Plant and equipment Arts and Culture Collection 28 27 Fixtures, fittings and furniture 122 44 Computers and telecommunications 716 707 Library books 422 428 Total plant and equipment 1,288 1,206

Infrastructure Roads 3,347 2,907 Footpaths and cycleways 1,802 2,142 Drainage 1,582 1,768 Parks, open space and streetscapes 4,313 4,619 Foreshore and Conservation 2,047 963 Off street car parks 1,243 290 Road management, traffic signals and street furniture 715 582 Total infrastructure 15,049 13,271

Total capital works expenditure 19,075 18,819

Represented by: New asset expenditure 2,484 4,855 Asset renewal expenditure 11,735 10,277 Asset expansion/upgrade expenditure 4,856 3,687 Total capital works expenditure 19,075 18,819

200 Bayside City Council Annual Report 2014/15 The above statement of capital works should be read in conjuction with the accompanying notes. 7 Bayside City Council 2014/2015 Financial Report Notes to the financial reportNotes to the Financial Report For the year ended 30 June 2015 For the Year Ended 30 June 2015

Introduction The Bayside City Council was established by an Order of the Governor in Council on 15 December 1994 and is a body corporate. The Council's main office is located at 76 Royal Avenue Sandringham 3191.

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

Note 1 Significant accounting policies (a) Basis of accounting The accrual basis of accounting has been used in the preparation of these financial statements, whereby assets, liabilities, equity, income and expenses are recognised in the reporting period to which they relate, regardless of when cash is received or paid. Judgements, estimates and assumptions are required to be made about the carrying values of assets and liabilities that are not readily apparent from other sources. The estimates and associated judgements are based on professional judgement derived from historical experience and various other factors that are believed to be reasonable under the circumstances. Actual results may differ from these estimates. Revisions to accounting estimates are recognised in the period in which the estimate is revised and also in future periods that are affected by the revision. Judgements and assumptions made by management in the application of AAS's that have significant effects on the financial statements and estimates relate to: - the fair value of land, buildings, infrastructure, plant and equipment (refer to note 1 (j) ) - the determination of depreciation for buildings, infrastructure, plant and equipment (refer to note 1 (k) ) - the determination of employee provisions (refer to note 1 (p) ) Unless otherwise stated, all accounting policies are consistent with those applied in the prior year. Where appropriate, comparative figures have been amended to accord with current presentation, and disclosure has been made of any material changes to comparatives.

(b) Changes in accounting policies AASB 10 Consolidated Financial Statements Council has applied AASB 10 for the first time in the current year. AASB 10 forms the basis for determining which entities should be consolidated into an entity's financial statements. The standard defines 'control' as requiring exposure or rights to variable returns and the ability to affect those returns through power over investee, which may broaden the concept of control for public sector entities. Based on the definition and guideline of AASB 10. there are no entities that need to be consolidated into Bayside City Council's financial statements.

201

8 Bayside City Council 2014/2015 Financial Report Notes to the financial reportNotes to the Financial Report For the year ended 30 June 2015 For the Year Ended 30 June 2015

Note 1 Significant accounting policies (cont.) (c) Revenue recognition Income is recognised when Council obtains control of the contribution or the right to receive the contribution, it is probable that the economic benefits comprising the contribution will flow to Council and the amount of the contribution can be measured reliably.

Rates and Charges Annual rates and charges are recognised as revenues when Council issues annual rates notices. Supplementary rates are recognised when a valuation and reassessment is completed and a supplementary rates notice issued. A provision for doubtful debts on rates has not been established as unpaid rates represents a charge against the rateable property that will be recovered when the property is next sold.

Statutory fees and fines Statutory fees and fines (including parking fees and fines) are recognised as revenue when the service has been provided, the payment is received, or when the penalty has been applied, whichever first occurs. A provision for doubtful debts is recognised when collection in full is no longer probable.

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

Grants Grant income is recognised when Council obtains control of the contribution. This is normally obtained upon their receipt (or acquittal) or upon earlier notification that a grant has been secured, and are valued at their fair value at the date of transfer. Where grants recognised as revenue during the financial year were obtained on condition that they be expended in a particular manner or used over a particular period and those conditions were undischarged at balance date, the unused grant is disclosed in note 6. The note also discloses the amount of unused grant from prior years that was expended on Council’s operations during the current year. Operating grants are funding for various programmes' day to day running expenses. Capital grants are funding for various capital projects to build infrastructures and purchase plant and equipment.

Contributions Monetary and non monetary contributions are recognised as revenue when Council obtains control over the contributed asset. Operating contributions are funding for various programmes' day to day running expenses. Capital contributions are funding for various capital projects to build infrastructures and purchase plant and equipment.

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

Rental Rents are recognised as revenue when the payment is due or the payment is received, whichever first occurs. Rental payments received in advance are recognised as a prepayment until they are due.

Interest Interest is recognised as it is earned.

Other Income Other income is measured at the fair value of the consideration received or receivable and is recognised when Council gains control over the right to receive the income.

202 Bayside City Council Annual Report 2014/15

9 Bayside City Council 2014/2015 Financial Report Notes to the financial reportNotes to the Financial Report For the year ended 30 June 2015 For the Year Ended 30 June 2015

Note 1 Significant accounting policies (cont.) (d) Fair value measurement Council measures certain assets and liabilities at fair value where required or permitted by Australian Accounting Standards AASB 13 Fair value measurement, aims to improve consistency and reduce complexity by providing a definition of fair value and a single source of fair value measurement and disclosure requirements for use across Australian Accounting Standards. AASB 13 defines fair value as the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the measurement date. Fair value under AASB 13 is an exit price regardless of whether that price is directly observable or estimated using another valuation technique. All assets and liabilities for which fair value is measured or disclosed in the financial statements are categorised within a fair value hierarchy, described as follows, based on the lowest level input that is significant to the fair value measurement as a whole: Level 1 — Quoted (unadjusted) market prices in active markets for identical assets or liabilities; Level 2 — Valuation techniques for which the lowest level input that is significant to the fair value measurement is directly or indirectly observable; and Level 3 — Valuation techniques for which the lowest level input that is significant to the fair value measurement is unobservable. For the purpose of fair value disclosures, Council has determined classes of assets and liabilities on the basis of the nature, characteristics and risks of the asset or liability and the level of the fair value hierarchy as explained above. In addition, Council determines whether transfers have occurred between levels in the hierarchy by re-assessing categorisation (based on the lowest level input that is significant to the fair value measurement as a whole) at the end of each reporting period.

(e) Cash and cash equivalents Cash and cash equivalents include cash on hand, deposits at call, and other highly liquid investments with original maturities of 90 days or less.

(f) Trade and other receivables Receivables are carried at nominal amounts less any provision for doubtful debts. A provision for doubtful debts is recognised when collection of the full nominal amount is no longer probable.

(g) Other financial assets Other financial assets are valued at fair value, being market value, at balance date. Term deposits are measured at amortised cost. Any unrealised gains and losses on holdings at balance date are recognised as either a revenue or expense.

(h) Inventories Inventories held for distribution are measured at cost adjusted when applicable for any loss of service potential. Inventories are measured at the lower of cost and net realisable value.

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

203

10 Bayside City Council 2014/2015 Financial Report Notes to the financial reportNotes to the Financial Report For the year ended 30 June 2015 For the Year Ended 30 June 2015

Note 1 Significant accounting policies (cont.) (j) Recognition and measurement of property, plant and equipment, infrastructure, intangibles Acquisition The purchase method of accounting is used for all acquisitions of assets, being the fair value of assets provided as consideration at the date of acquisition plus any incidental costs attributable to the acquisition. Fair value is the amount for which the asset could be exchanged between knowledgeable willing parties in an arm's length transaction. Where assets are constructed by Council, cost includes all materials used in construction, direct labour, borrowing costs incurred during construction, and an appropriate share of directly attributable variable and fixed overheads. In accordance with Council's policy, the threshold limits detailed in Note 1(k) have applied when recognising assets within an applicable asset class and unless otherwise stated are consistent with the prior year.

Revaluation Subsequent to the initial recognition of assets, non-current physical assets, other than plant and equipment, furniture and fittings, library books and intangible assets are measured at their fair value, being the price that would be received to sell an asset or paid to transfer a liability in an orderly transaction between market participants at the measurement date. At balance date, the Council reviewed the carrying value of the individual classes of assets measured at fair value to ensure that each asset materially approximated its fair value. Where the carrying value materially differed from the fair value at balance date the class of asset was revalued.

Fair value valuations are determined in accordance with a valuation hierarchy. Changes to the valuation hierarchy will only occur if an external change in the restrictions or limitations of use on an asset result in changes to the permissible or practical highest and best use of the asset. Further details regarding the fair value hierarchy are disclosed at Note 24, Property, plant and equipment, and infrastructure.

In addition, Council undertakes a formal revaluation of land, buildings, and infrastructure assets on a regular basis ranging from 3 to 5 years. The valuation is performed either by experienced council officers or independent experts. Where the assets are revalued, the revaluation increments are credited directly to the asset revaluation reserve except to the extent that an increment reverses a prior year decrement for that class of asset that had been recognised as an expense in which case the increment is recognised as revenue up to the amount of the expense. Revaluation decrements are recognised as an expense except where prior increments are included in the asset revaluation reserve for that class of asset in which case the decrement is taken to the reserve to the extent of the remaining increments. Within the same class of assets, revaluation increments and decrements within the year are offset.

Land under roads Council recognises land under roads it controls at fair value.

(k) Depreciation and amortisation of property, infrastructure, plant and equipment and intangibles All property, plant and equipment, and infrastructure, with the exception of land, road earthworks, heritage and cultural assets and works in progress, are systematically depreciated over their useful lives to Council in a manner, which reflects the consumption of the service potential embodied in those assets. Estimates of remaining useful lives are made on a regular basis with major asset classes reassessed annually. Depreciation rates are reviewed annually. Land, road earthworks and heritage and cultural assets are considered not to depreciate. Works in progress are depreciated from the date the asset is first put into use or held ready for use. 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.

204 Bayside City Council Annual Report 2014/15

11 Bayside City Council 2014/2015 Financial Report Notes to the financial reportNotes to the Financial Report For the year ended 30 June 2015 For the Year Ended 30 June 2015

Note 1 Significant accounting policies (cont.) (k) Depreciation and amortisation of property, infrastructure plant and equipment and intangibles (cont.)

Asset recognition thresholds and depreciation periods Depreciation Threshold Period Limit $'000 Property building improvements 25-100 years 10 heritage building 50-250 years Nil Plant and Equipment plant, machinery and equipment 7-10 years 2 arts and culture collection Nil Nil fixtures, fittings and furniture 3-9 years 2 computers and telecommunications 3-5 years 2 library books 6 years Nil Infrastructure roads pavement 125-255 years 25 surfacing 25-60 years 25 footpaths and cycleways 25-55 years 20 drainage 75-100 years 10 parks, open space and streetscapes 15-40 years 10 foreshore and conservation 15-30 years 10 bridges 100 years 20 off street car parks 10-50 years 10 road management, traffic signals and street furniture 10-35 years 2 Intangible assets intangible assets 3-5 years 5

(l) Repairs and maintenance Routine maintenance, repair costs, and minor renewal costs are expensed as incurred. Where the repair relates to the replacement of a component of an asset and the cost exceeds the capitalisation threshold the cost is capitalised and depreciated. The carrying value of the replaced asset is expensed.

(m) Impairment of assets At each reporting date, the Council reviews the carrying value of its assets to determine whether there is any indication that these assets have been impaired. If such an indication exists, the recoverable amount of the asset, being the higher of the asset's fair value less costs to sell and value in use, is compared to the assets carrying value. Any excess of the assets carrying value over its recoverable amount is expensed to the comprehensive income statement, unless the asset is carried at the revalued amount in which case, the impairment loss is recognised directly against the revaluation surplus in respect of the same class of asset to the extent that the impairment loss does not exceed the amount in the revaluation surplus for that same class of asset.

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12 Bayside City Council 2014/2015 Financial Report Notes to the financial reportNotes to the Financial Report For the year ended 30 June 2015 For the Year Ended 30 June 2015

Note 1 Significant accounting policies (cont.) (n) Trust funds and deposits Amounts received as tender deposits and retention amounts controlled by Council are recognised as Trust funds until they are returned or forfeited (refer to Note 27).

(o) Borrowings Borrowings Borrowings are initially measured at fair value, being the cost of the interest bearing liabilities, net of transaction costs. The measurement basis subsequent to initial recognition depends on whether the Council has categorised its interest-bearing liabilities as either financial liabilities designated at fair value through the profit and loss, or financial liabilities at amortised cost. Any difference between the initial recognised amount and the redemption value is recognised in net result over the period of the borrowing using the effective interest method. The classification depends on the nature and purpose of the interest bearing liabilities. Council determines the classification of its interest bearing liabilities at initial recognition.

Borrowing costs Borrowing costs are recognised as an expense in the period in which they are incurred and include interest on borrowings.

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

Wages and salaries and annual leave Liabilities for wages and salaries, including non-monetary benefits, annual leave and accumulated sick leave expected to be wholly settled within 12 months of the reporting date are recognised in the provision for employee benefits in respect of employee services up to the reporting date, classified as current liabilities and measured at their nominal values. Liabilities that are not expected to be wholly settled within 12 months of the reporting date are recognised in the provision for employee benefits as current liabilities, measured at present value of the amounts expected to be paid when the liabilities are settled using the remuneration rate expected to apply at the time of settlement.

Long service leave Liability for long service leave (LSL) is recognised in the provision for employee benefits. Current Liability - unconditional LSL representing 7 years is disclosed as a current liability even when the council does not expect to settle the liability within 12 months because it will not have the unconditional right to defer settlement of the entitlement should an employee take leave within 12 months. The components of this current liability are measured at : - present value - component that is not expected to be wholly settled within 12 months. - nominal value - component that is expected to be wholly settled within 12 months.

Classification of employee costs Non-current liability - conditional LSL representing less than 7 years is disclosed as a non-current liability. There is an unconditional right to defer settlement of the entitlement until the employee has completed the requisite years of service. This non-current LSL liability expected to be paid later than one year has been measured at the present value of the estimated future cash outflows to be made for these accrued entitlements. Commonwealth bond rates are used for discounting future cash flows.

206 Bayside City Council Annual Report 2014/15

13 Bayside City Council 2014/2015 Financial Report Notes to the financial reportNotes to the Financial Report For the year ended 30 June 2015 For the Year Ended 30 June 2015

Note 1 Significant accounting policies (cont.) (p) Employee costs and benefits (cont.) Retirement Gratuities The staff gratuity scheme entitlement of $26,402 (2013/14 - $26,088) is recognised at 31 January 1996 values (frozen in accordance with the Bayside Enterprise Bargaining Agreement) and is adjusted by Consumer Price index less any leave taken.

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

Superannuation The amount charged to the comprehensive income statement in respect of superannuation represents contributions made or due by Bayside City Council to the relevant superannuation plans in respect to the services of Bayside City Council's staff (both past and present). Superannuation contributions are made to the plans based on the relevant rules of each plan and any relevant compulsory superannuation requirements that Bayside City Council is required to comply with. In addition Council may, periodically be required to contribute to the defined benefits schemes for current and former employees. Details of these arrangements are recorded in note 36.

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

Finance leases Council does not have any finance leases.

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

(s) Financial guarantees Financial guarantee contracts are not recognised as a liability in the balance sheet unless the lender has exercised their right to call on the guarantee or Council has other reasons to believe that it is probably that that right will be exercised. Details of guarantees that Council has provided, that are not recognised in the balance sheet are disclosed at Note 36 Contingent Liabilities and Contingent Assets.

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

207

14 Bayside City Council 2014/2015 Financial Report Notes to the financial reportNotes to the Financial Report For the year ended 30 June 2015 For the Year Ended 30 June 2015

Note 1 Significant accounting policies (cont.) (u) Found Assets (see note 24 and Statement of Equity) Council performed a conditional assessment audit on Council's building assets in 2014/15. As a result, 19 building assets were found which included sheds, public toilets, rotundas and other various buildings. The total value of asset found was $2.43M. Each of these buildings have been inserted as additional line items into the Financial Asset Register and have been valued with a replacement cost and depreciated to 2014 level (in line with all other buildings). Adjustments have been made by reporting the found buildings in the Balance Sheet under property, infrastructure, plant and equipment of $2.43M and increasing retained earnings by $2.43M. See note 24 and Statement of Equity.

(v) Pending accounting standards Certain new AAS's have been issued that are not mandatory for the 30 June 2015 reporting period. Council has assessed these pending standards and has identified that no material impact will flow from the application of these standards in future reporting periods.

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

(x) Category reclassification Commencing in the financial year ended 30 June 2015, Council must comply with the Local Government (Planning and Reporting) Regulations 2014 which prescribes the Annual Financial Report format Bayside City Council must adhere to. For consistency and comparative purposes, Council has reclassified reporting categories in the following financial statements for the 2013-14 financial year - Comprehensive Income Statement, Balance Sheet, Statement of Cash Flows and Notes to accounts. The category reclassification has nil impact to the net financial result.

208 Bayside City Council Annual Report 2014/15

15 Bayside City Council 2014/2015 Financial Repor Notes to the financialNotes report to the Financial Report For the year ended 30 JuneFor 2015 the Year Ended 30 June 2015

Note 2 Budget comparison

The budget comparison notes compare Council’s financial plan, expressed through its annual budget, with actual performance. The Local Government (Planning and Reporting) Regulations 2014 requires explanation of any material variances. Council has adopted a materiality threshold of the lower of 5 percent or $1m where further explanation is warranted. Explanations have not been provided for variations below the materiality threshold unless the variance is considered to be material because of its nature.

The budget figures detailed below are those adopted by Council on 1 July 2014. The Budget was based on assumptions that were relevant at the time of adoption of the Budget. Council sets guidelines and parameters for revenue and expense targets in this budget in order to meet Council’s planning and financial performance targets for both the short and long-term. The budget did not reflect any changes to equity resulting from asset revaluations, as their impacts were not considered predictable.

For consistency and comparative purposes Council has reclassified the 2014/15 Adopted Budget into the categories as prescribed by the Local Government (Planning and Reporting) Regulations 2014.

These notes are prepared to meet the requirements of the Local Government Act 1989 and the Local Government (Planning and Reporting) Regulations 2014 . a) Income and Expenditure Budget Actual Variance Var 2015 2015 2015 $'000 $'000 $'000 % Ref

Income Rates and charges 78,339 78,896 557 1% Statutory fees and fines 3,924 4,003 79 2% User fees 8,044 8,240 196 2% Grants - operating 9,862 11,463 1,601 16% 1 Grants - capital 1,628 854 (774) (48%) 2 Contributions - monetary 3,125 2,833 (292) (9%) 3 Net gain/(loss) on disposal of property, infrastructure, plant and equipment - 588 588 - 4 Rental income 3,947 3,876 (71) (2%) Interest income 1,425 2,133 708 50% 5 Other income 1,454 1,823 369 25% 6 Total income 111,748 114,709 2,961 3%

Expenses Employee costs (37,414) (37,787) (373) 1% Materials and services (41,784) (41,425) 359 (1%) Bad and doubtful debts (172) (333) (161) 94% 7 Depreciation and amortisation (13,382) (14,187) (805) 6% 8 Borrowing costs (921) (910) 11 (1%) Other expenses (416) (390) 26 (6%) Total expenses (94,089) (95,032) (943) 1%

Surplus/(deficit) for the year 17,659 19,677 2,018 11%

209

16 Bayside City Council 2014/2015 Financial Repor Notes to the financialNotes report to the Financial Report For the year ended 30 JuneFor 2015 the Year Ended 30 June 2015 Note 2 Budget comparison (cont.) Explanation of material variations

Ref Item Explanation

1 Grants - operating Favourable to budget mainly due to: The Victorian Grants Commission paid 50% of the 2015/16 funding allocation to Bayside City Council of $1.27M on 30 June 2015. These funds are non reciprical and therefore have been recognised in the 2014/15 year in accordance Australian Accounting Standards.

2 Grants - capital Unfavourable to budget mainly due to: The grant funding for the Banksia Reserve Beaumaris Pavilion Redevelopment will now be received in 2015/16 in line with the expected timing of capital works.

3 Contributions - Unfavourable to budget mainly due to: monetary • Banksia Reserve Beaumaris Pavilion Redevelopment club contribution will be received in 2015/16 in line with the expected timing of capital works. • Greater amount of Resort and Recreation Levy from property developments than budgeted which has been quarantined in reserves for future open space enhancements.

4 Net gain/(loss) on Favourable to budget mainly due to: disposal of PP&E • Net proceeds for the sale of the former Hampton Child Care centre which was not budgeted. All proceeds will be quarantined in reserves for early childhood facilities enhancements. • Non cash accounting entry for asset write-offs as a result of capital works completed during the year for roads, footpaths and drainage.

5 Interest income Favourable to budget mainly due to: • Council earned interest income during the financial year from cash collected on behalf of State Revenue Office for the Fire Services Property Levy. Cash is payable to the State Revenue Office on a quarterly basis. • Favourable operating cash balances invested in term deposits during the year. • Achieved higher investment returns by investing in fixed term deposits with longer terms.

6 Other income Favourable to budget mainly due to: • Sale of three bathing boxes, one more than budgeted, which have been quarantined in reserves for future Dendy St Beach Precinct improvement works.

7 Bad and doubtful Unfavourable to budget mainly due to: debts • Doubtful debt provided for outstanding debtors over 90 days.

8 Depreciation and Unfavourable to budget mainly due to: amortisation •A fair value assessment of infrastructure assets was conducted as at June 2014 which resulted in a $57M increase in the value of Roads and Drains. As a result the annual depreciation charge has increased reflecting the increase in fair value.

210 Bayside City Council Annual Report 2014/15

17 Bayside City Council 2014/2015 Financial Report Notes to the financial reportNotes to the Financial Report For the year ended 30 June 2015For the Year Ended 30 June 2015

Note 2 Budget comparison (cont.) b) Capital Works Budget Actual Variance Var 2015 2015 2015 $'000 $'000 $'000 % Ref Property Buildings 6,301 846 (5,455) (87%) 1 Heritage buildings - 8 8 - Building improvements 2,371 1,884 (487) (21%) 2 Total Buildings 8,672 2,738 (5,934) (68%) Total Property 8,672 2,738 (5,934) (68%)

Plant and Equipment Arts and Culture Collection 26 28 2 8% Fixtures, fittings and furniture 117 122 5 4% Computers and telecommunications 660 716 56 8% 3 Library books 385 422 37 10% 4 Total Plant and Equipment 1,188 1,288 100 8%

Infrastructure Roads 3,174 3,347 173 5% 5 Footpaths and cycleways 2,201 1,802 (399) (18%) 6 Drainage 1,637 1,582 (55) (3%) Parks, open space and streetscapes 5,622 4,313 (1,309) (23%) 7 Foreshore and Conservation 2,080 2,047 (33) (2%) Off street car parks 1,130 1,243 113 10% 8 Road management, traffic signals and street furniture 1,088 715 (373) (34%) 9 Total Infrastructure 16,932 15,049 (1,883) (11%)

Total Capital Works Expenditure 26,792 19,075 (7,717) (29%)

Represented by: New asset expenditure 2,698 2,484 (214) (8%) Asset renewal expenditure 15,429 11,735 (3,694) (24%) Asset expansion/upgrade expenditure 8,665 4,856 (3,809) (44%) Total Capital Works Expenditure 26,792 19,075 (7,717) (29%)

211

18 Bayside City Council 2014/2015 Financial Report NotesExplanation to of material the variationsfinancial report For the year ended 30 June 2015

Ref Item Explanation

1 Buildings The $5.5M favourable variance is mainly due to project delay for a number of large building projects including: Banksia Reserve Beaumaris Pavilion Redevelopment, Hurlingham Park Pavilion Redevelopment, Dendy Park Brighton East New Public Toilet, and Hampton Community Infrastructure Feasibility. A total budget of $4.5M to be carried forward to 2015/16.

2 Building improvements The favourable variance is mainly due to favourable tender results including the following projects: Jetty Road Sandringham Kiosk, Asbestos Removal Program, Minor Building Renewals, and Environmental Sustainability Initiatives.

3 Computers and Minor unfavourable variance mainly due to additional training required for the Customer Request telecommunications Management System Software implementation.

4 Library books The unfavourable variance due to unpredictability of standing orders and publication dates of titles.

5 Roads Martin Street work was brought forward to coincide with the Martin Street Activity Centre Works.

6 Footpaths and cycleways The favourable variance is driven by the savings including the Footpath Connectivity Programme and Shared Paths Emergency Works and $160K to be carried forward to 2015/16.

7 Parks, open space and The $1.3M favourable variance is mainly due to the delay in three projects, Hampton Street Sense of streetscapes Place Works, Dendy Park Ground Stabilisation Works and Playground Renewal Projects. $730K budget for these projects will be carried forward to 2015/16. The favourable variance is also due to Corporate Signage and Cheltenham Park Masterplan Implementation project savings. The Banksia Reserve Cricket Nets Construction is not going ahead influencing the favourable variance.

8 Off street car parks The unfavourable variance is mainly due to Cheltenham Park Car park unfavourable tender results. The project unfavourable variance is offset with the favourable variance for the Major Parks Car Park Upgrades.

9 Road management, traffic The favourable variance is mainly due to the Activity Centre Speed Reduction infrastructure and New signals and street furniture Street Corridor On-Road Cycle Lane projects savings.

212 Bayside City Council Annual Report 2014/15

19 Bayside City Council 2014/2015 Financial Report Notes to the financial reportNotes to the Financial Report For the year ended 30 June 2015For the Year Ended 30 June 2015

2015 2014 Note 3 Rates and charges $'000 $'000

Council uses Capital Improved Value (C.I.V.) as the basis of valuation of all properties within the municipal district. The C.I.V. of a property is the market value of land and improvements.

The valuation base used to calculate general rates for 2014/15 was $46,898 million (2013/14 $45,831 million). The 2014/15 rate in the C.I.V. dollar was 0.00139710 cents (2013/14, 0.00136092 cents).

General Rates 63,499 60,407 Municipal charge 5,795 5,495 Waste management charge 8,407 7,862 Supplementary rates and rate adjustments 893 767 Cultural and recreational 302 308 Revenue in lieu of rates - - Total rates and charges 78,896 74,839

The date of the latest general revaluation of land for rating purposes within the municipal district was 01/01/2014, and the valuation was first applied in the rating year commencing 01/07/2014.

Note 4 Statutory fees and fines

Infringements and costs - Parking 2,009 1,808 - Animal Management 54 96 - Compulsory Voting Enforcement - 54 - Other 63 43 Court recoveries 536 478 Town planning fees 760 806 Land information certificates 92 94 Building Permits 451 447 Other 38 32 Total statutory fees and fines 4,003 3,858

Note 5 User fees

Aged and health services 1,292 1,241 Open Space and Recreation 801 591 Planning and Infrastructure 872 680 Children's Services 519 1,408 Parking 1,194 1,188 Animal Registration Permits 1,032 1,013 Amenity Protection 1,089 1,068 Waste management services 924 1,100 Other fees and charges 517 345 Total user fees 8,240 8,634

213

20 Bayside City Council 2014/2015 Financial Report Notes to the financial reportNotes to the Financial Report For the year ended 30 June 2015For the Year Ended 30 June 2015

2015 2014 Note 6 Grants $'000 $'000 Grants were received in respect of the following : Summary of grants Commonwealth funded grants 4,546 1,984 State funded grants 7,736 7,681 Other 35 46 Total grants 12,317 9,711

Operating Grants Recurrent - Commonwealth Government Victoria Grants Commission 3,825 1,254 General home care 389 371 Other 43 86 Recurrent - State Government Aged care 5,195 5,163 School crossing supervisors 173 190 Child Care services 17 199 Libraries 573 576 Maternal and child health 563 468 Recreation 194 195 Community safety 143 180 Other - 11 Recurrent - Other Environmental Health 21 21 Youth Services Planning & Development 14 15 Total recurrent operating grants 11,150 8,729

Non-recurrent - Commonwealth Government Environmental planning 37 26 Non-recurrent - State Government Aged and Disability Services 168 216 Library 46 45 Other 62 101 Non-recurrent - Other Policy and Planning - 10 Total non-recurrent operating grants 313 398 Total operating grants 11,463 9,127

Capital Grants Recurrent - Commonwealth Government Roads to recovery 253 247 Total recurrent capital grants 253 247 Non-recurrent - State Government Buildings 601 323 Total non-recurrent capital grants 601 323 Total capital grants 854 570 Total operating and capital grants 12,317 9,697

214 Bayside City Council Annual Report 2014/15

21 Bayside City Council 2014/2015 Financial Report Notes to the financial reportNotes to the Financial Report For the year ended 30 June 2015For the Year Ended 30 June 2015

2015 2014 Note 6 Grants (cont.) $'000 $'000 Conditions on grants Grants recognised as revenue during the year that were obtained on condition that they be 345 514 expended in a specified manner that had not occurred at balance date were: Grants which were recognised as revenue in prior years and were expended during the 514 208 current year in the manner specified by the grantor were: Net increase/(decrease) in restricted assets resulting from grant revenues for the year: (169) 306

Note 7 Contributions - Monetary Contributions - Monetary - Operating Fire Services Property Levy Administration 60 93 VicRoads Road Maintenance 51 50 Other 10 19 Total Contributions - Monetary - Operating 121 162

Contributions - Monetary - Capital Open Space Contributions 2,551 3,284 Building 5 23 Parks 105 100 Roads 51 25 Total Contributions - Monetary - Capital 2,712 3,432

Total contributions -Monetary 2,833 3,594

Note 8 Net gain/(loss) on disposal of property, infrastructure, plant and equipment

Asset Held for Sale Proceeds of sale 2,560 899 Written down value of assets disposed (1,200) (845) Net gain from disposal of asset held for sale 1,360 54

Written down value of asset disposed Roads (758) (504) Drains (14) (27) Total loss on disposal of assets (772) (531)

Impairment loss Land Improvements - (448) - (448) Total net gain/(loss) on disposal of property, infrastructure, plant and equipment 588 (925)

Note 9 Rental Income Golf Courses 1,166 1,123 Other recreation facilities 1,184 1,169 Mobile phone facilities 717 584 Food premises 576 543 Other rentals 233 278 Total rental income 3,876 3,697

215

22 Bayside City Council 2014/2015 Financial Report Notes to the financial reportNotes to the Financial Report For the year ended 30 June 2015For the Year Ended 30 June 2015

2015 2014 $'000 $'000 Note 10 Interest income Interest - Cash and cash equivalents 1,807 1,423 Interest - Rates late payment 326 274 Total Interest Income 2,133 1,697

Note 11 Other income Cost recovery 754 728 Sale of roads and laneways - 133 Sales of bathing boxes 664 200 Employee contributions 326 318 Other 79 78 Total other income 1,823 1,457

Note 12 Employee costs Wages and salaries 31,548 31,286 WorkCover 515 534 Casual staff 265 325 Superannuation 2,856 2,695 Fringe benefits tax 396 373 Agency Staff 2,207 1,909 Total employee costs 37,787 37,122

Note 12 (b) Superannuation Bayside City Council makes the majority of its employer superannuation contributions in respect of its employees to the Local Authorities Superannuation Fund (the Fund). This Fund has two categories of membership, accumulation and defined benefit, each of which is funded differently. Obligations for contributions to the Fund are recognised as an expense in Comprehensive Operating Statement when they are made or due.

Accumulation The Fund's accumulation categories, Vision MySuper/Vision Super Saver, receives both employer and employee contributions on a progressive basis. Employer contributions are normally based on a fixed percentage of employee earnings (for the year ended 30 June 2015, this was 9.5% required under Superannuation Guarantee legislation (for 2013/14, this was 9.25%)).

Defined Benefit Bayside City Council does not use defined benefit accounting for its defined benefit obligations under the Fund's Defined Benefit category. This is because the Fund's Defined Benefit category is a pooled multi-employer sponsored plan.

There is no proportional split of the defined benefit liabilities, assets or costs between the participating employers as the defined benefit obligation is a floating obligation between the participating employers and the only time that the aggregate obligation is allocated to specific employers is when a call is made. As a result, the level of participation of Bayside City Council in the Fund cannot be measured as a percentage compared with other participating employers. Therefore, the Actuary is unable to allocate benefit liabilities, assets and costs between employers for the purposes of AASB 119.

216 Bayside City Council Annual Report 2014/15

23 Bayside City Council 2014/2015 Financial Report Notes to the financial reportNotes to the Financial Report For the year ended 30 June 2015For the Year Ended 30 June 2015

2015 2014 $'000 $'000 Note 13 Materials and services Materials and services 7,146 6,850 Motor vehicle costs 1,087 1,096 Rental/Leases 788 729 Office administration 712 725 Insurance 1,139 880 Community grants and sponsorship 729 652 Utilities & taxes 2,180 2,338 Contracts - Environmental sustainability & open space services 15,880 15,288 - City Works services 3,009 3,409 - Other services 2,154 1,897 - General Maintenance 4,102 3,829 - Building maintenance 1,927 1,835 Other 572 553 Total materials and services 41,425 40,081

Note 14 Bad and doubtful debts Parking fine debtors 101 113 Rates debtors - 9 Other debtors 232 16 Total bad and doubtful debts 333 138

Note 15 Depreciation and amortisation Buildings 3,800 3,540 Plant and equipment 816 702 Infrastructure 9,312 8,179 Intangible assets 259 175 Total depreciation and amortisation 14,187 12,596 Refer to note 24 for a more detailed breakdown of depreciation and amortisation charges

Note 16 Borrowing costs Interest - Borrowings 910 1,004 Less capitalised borrowing costs on qualifying assets - - Total borrowing costs 910 1,004

Note 17 Other expenses Auditors' remuneration - VAGO - audit of the financial statements, performance statement 55 54 and grant acquittals Auditors' remuneration - Internal audit 100 137 Councillors' allowances 235 212 Total other expenses 390 403

217

24 Bayside City Council 2014/2015 Financial Report Notes to the financial reportNotes to the Financial Report For the year ended 30 June 2015For the Year Ended 30 June 2015

2015 2014 $'000 $'000 Note 18 Cash and cash equivalents Cash at bank 2,746 3,675 Term deposits (90 days or less) 1,000 - 3,746 3,675

Note 19 Trade and other receivables Current Rates debtors 1,782 1,919 Parking infringement debtors 1,716 1,555 Provision for doubtful debts - parking infringements (871) (800) Aged & Disability 142 174 Other infringemnet debtors 285 263 Provision for doubtful debts - other infringements (146) (135) Domestic Waste 513 389 Rental debtors 154 163 Net GST receivables 1,302 837 Other debtors 1,233 897 Provision for doubtful debts - other debtors (288) (70) Total current trade and other receivables 5,822 5,192 Non-current Rates debtors 184 162 Total non-current trade and other receivables 184 162 Total trade and other receivables 6,006 5,354

a) Ageing of Receivables At balance date other debtors representing financial assets were past due but not impaired. These amounts relate to a number of independent customers for whom there is no recent history of default. The ageing of the Council's trade & other receivables (excluding statutory receivables) was: Current (not yet over due) 973 1,352 Past due by up to 30 days 427 663 Past due between 31 and 60 days 139 78 Past due between 61 and 90 days 75 144 Past due by more than 90 days 425 255 Total trade & other receivables 2,039 2,492 b) Movement in provisions for doubtful debts Balance at the beginning of the year 1,005 1,052 New Provisions recognised during the year 333 67 Amounts already provided for and written off as uncollectible (33) (114) Balance at end of year 1,305 1,005

Note 20 Other financial assets Current Term deposits (greater than 90 days) 53,000 38,000 53,000 38,000 Non-Current - available for sale Unlisted shares at cost - Regional Kitchen Pty Ltd 230 230 230 230 Total financial assets 53,230 38,230

218 Bayside City Council Annual Report 2014/15

25 Bayside City Council 2014/2015 Financial Report Notes to the financial reportNotes to the Financial Report For the year ended 30 June 2015For the Year Ended 30 June 2015

2015 2014 $'000 $'000 Note 21 Inventories Inventories held for sale 124 73 Total inventories 124 73

Note 22 Non current assets classified as held for sale Asset held for sale - Property 2,194 1,200 Total non current assets classifed as held for resale 2,194 1,200

Note 23 Other assets Current Prepayments 447 399 Accrued income 618 460 1,065 859 Non-Current Deposits held by Suppliers - refundable 69 69 69 69 Total other assets 1,134 928

219

26 Bayside City Council 2014/2015 Financial Report

220 Notes to the Financial Report For the Year Ended 30 June 2015 For theyearended30June2015 Notes tothefinancialreport Bayside CityCouncilAnnual Report2014/15 Note 24 Property, infrastructure plant and equipment

Building Building Land - Land - non Land under Heritage Total Work In Total Land Improvements - Improvements - Total Property specialised specialised roads Building Buildings Progress Land and Buildings Note specialised non specialised At fair value 1 July 2014 1,213,709 214,557 439,414 1,867,680 208,583 4,345 26,030 238,958 252 2,106,890 Accumulated depreciation at 1 July 2014 - - - - (92,200) (1,161) (5,880) (99,241) - (99,241) Fair Value as at 1 July 2014 1,213,709 214,557 439,414 1,867,680 116,383 3,184 20,150 139,717 252 2,007,649

Movements in fair value Acquisition of assets at fair value - - - - 1,939 - 8 1,947 669 2,616 Cost of found assets - - - - 4,350 - - 4,350 - 4,350 Revaluation increments/decrements 182,473 31,467 65,912 279,852 - - - - - 279,852 Fair value of assets disposed ------Impairment losses recognised in operating result ------Transfer to assets held for sale - (1,690) - (1,690) (720) - - (720) - (2,410) Transfers 27,737 (27,737) - - 3,042 (2,858) - 184 (102) 82 210,210 2,040 65,912 278,162 8,611 (2,858) 8 5,761 567 284,490 Movements in accumulated depreciation Depreciation and amortisation - - - - (3,644) - (156) (3,800) - (3,800) Accumulated depreciation of found assets - - - - (1,920) - - (1,920) - (1,920) Accumulated depreciation of disposals ------Impairment losses recognised in operating result ------Transfer to assets held for sale - - - - 216 - - 216 - 216 Transfers - - - - (1,161) 1,161 ------(6,509) 1,161 (156) (5,504) - (5,504)

At fair value 30 June 2015 1,423,919 216,597 505,326 2,145,842 217,194 1,487 26,038 244,719 819 2,391,380 Accumulated depreciation at 30 June 2015 - - - - (98,709) - (6,036) (104,745) - (104,745) Fair Value as at 30 June 2015 1,423,919 216,597 505,326 2,145,842 118,485 1,487 20,002 139,974 819 2,286,635

27 Bayside City Council Notes2014/2015 Financialto the Report financial report For the year ended 30 June 2015 Notes to the Financial Report For the Year Ended 30 June 2015

Note 24 Property, infrastructure plant and equipment (cont.) Total plant Plant machinery Fixtures fittings Art and Culture Work In Library books and and equipment and furniture Assets Progress Plant and Equipment Note equipment At fair value 1 July 2014 1,704 2,038 4,199 4,787 107 12,835 Accumulated depreciation at 1 July 2014 (701) (1,367) (2,718) - - (4,786) Fair Value as at 1 July 2014 1,003 671 1,481 4,787 107 8,049

Movements in fair value Acquisition of assets at fair value 196 485 422 28 - 1,131 Cost of found assets ------Revaluation increments/decrements ------Fair value of assets disposed ------Impairment losses recognised in operating result ------Transfer to assets held for sale ------Transfers - - - - (107) (107) 196 485 422 28 (107) 1,024 Movements in accumulated depreciation Depreciation and amortisation (139) (189) (488) - - (816) Accumulated depreciation of found assets ------Accumulated depreciation of disposals ------Impairment lossess recognised in operating result ------Transfers ------(139) (189) (488) - - (816)

At fair value 30 June 2015 1,900 2,523 4,621 4,815 - 13,859 Accumulated depreciation at 30 June 2015 (840) (1,556) (3,206) - - (5,602) Fair Value as at 30 June 2015 1,060 967 1,415 4,815 - 8,257

28

221 Notes to the financial report For the year ended 30 June 2015 Total - - - - plant and equipment and plant 2,674,803 2,276,986 2,972,456 2,560,913 297,653 279,852 18,539 1,906 4,350 216 216 (397,817) (411,543) Property,infrastructure (13,726) (13,928) (2,678) (2,410) (1,920) Total ------555,078 261,288 567,217 266,021 14,792 12,139 1,906 25 (2,678) (7,406) (9,312) Infrastructure (293,790) (301,196) Work In Progress ------2,624 2,131 1,258 1,258 3,389 3,389 (493) ------Road Mgmt, 11,041 11,368 5,108 5,118 327 327 Traffic Signals & Street Furnitures (5,933) (6,250) (317) (317) parks ------Off street car 1,936 2,078 2,913 2,201 4,991 4,117 142 142 (162) (712) (162) (874) ------Conservation 10,064 9,581 6,523 6,364 391 391 483 483 92 (3,058) (3,700) (642) (642) Foreshore and ------Parks open spaces and streetscapes 40,563 25,742 43,458 26,301 2,740 2,895 155 155 (2,336) (2,336) 29 (14,821) (17,157) cycleways ------Footpaths and 139,623 140,956 52,778 52,780 2,511 1,035 1,333 25 (86,845) (88,176) (1,203) (1,331) (2,366) Notes to the Financial Report For the Year Ended 30 June 2015 Bridges ------5,837 2,859 5,837 2,801 (2,978) (3,036) (58) (58) Drainage ------151,361 153,128 48,727 48,735 1,702 1,767 104 104 25 (1,759) (1,784) (39) (102,634) (104,393) Roads ------192,901 116,092 194,026 116,416 2,561 1,125 846 (76,809) (77,610) (1,436) (1,647) (801) Note Infrastructure Property, infrastructure plant and equipment (cont.) equipment and plant infrastructure Property, Bayside City Council City Bayside Report Financial 2014/2015 Note 24 At fair value 1 July 2014 Accumulated depreciation at July 1 2014 Fair Value at 1 July as 2014 value fair in Movements Acquisition of assets at fair value assets found of Cost Revaluation increments/decrements Fair value of assets disposed Impairment losses recognised in operating result Transfer to assets held for sale Transfers depreciation accumulated in Movements Depreciation amortisation and Accumulated depreciation of found assets Accumulated depreciation of disposals Impairment lossess recognised in operating result Transfer to assets held for sale Transfers At fair value 30 June 2015 Accumulated depreciation at June 30 2015 Fair Value June at 30 as 2015

222 Bayside City Council Annual Report 2014/15 Bayside City Council 2014/2015 Financial Report Notes to the financial reportNotes to the Financial Report For the year ended 30 June 2015For the Year Ended 30 June 2015

Note 24 Property, infrastructure, plant and equipment (cont.)

Valuation of land and buildings Valuation of land and buildings were undertaken by a qualified independent valuer Matheson Stephen Valuer Registration number 62718. The valuation of land and buildings is at fair value, being market value based on highest and best use permitted by relevant land planning provisions. Where land use is restricted through existing planning provisions the valuation is reduced to reflect this limitation. This adjustment is an unobservable input in the valuation. The adjustment has no impact on the comprehensive income statement.

Specialised land is valued at fair value using site values adjusted for englobo (undeveloped and/or unserviced) characteristics, access rights and private interests of other parties and entitlements of infrastructure assets and services. This adjustment is an unobservable input in the valuation. The adjustment has no impact on the comprehensive income statement.

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

Details of the Council’s land and buildings and information about the fair value hierarchy as at 30 June 2015 are as follows: Level 1 Level 2 Level 3 Land specialised - - 1,423,919 Land non specialised - 216,597 - Land under roads - - 505,326 Heritage Buildings - 7,073 12,929 Building specialised - - 118,485 Building non specialised - 1,487 - Total - 225,157 2,060,659

Valuation of infrastructure Valuation of infrastructure assets has been determined in accordance with a valuation undertaken by Mr. K Bott Manager Infrastructure Assets B.Eng. (Env. Eng). 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 2015 are as follows:

Level 1 Level 2 Level 3 Roads - - 116,416 Bridges - - 2,801 Footpaths and cycleways - - 52,780 Drainage - - 48,735 Parks, open space and streetscapes - - 26,301 Foreshore and conservation - - 6,364 Off street car parks - - 4,117 Road Management, Traffic signals, Street furniture - - 5,118 Total - - 262,632

223

30 Bayside City Council 2014/2015Notes Financial to the Report financial report For the year ended 30 June 2015 Notes to the Financial Report For the Year Ended 30 June 2015 Note 24 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 5% 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 $360 and $1,140 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 $500 to $8,000 per square metre. The remaining useful lives of buildings are determined on the basis of the current condition of buildings and vary from 5 years to 52 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 5 years to 150 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.

2015 2014 $'000 $'000 Reconciliation of specialised land Land under roads 505,326 439,414 Parks and reserves 1,423,919 1,213,709 Total specialised land 1,929,245 1,653,123

224 Bayside City Council Annual Report 2014/15

31 Bayside City Council 2014/2015Notes Financial to the Report financial report For the year ended 30 June 2015 Notes to the Financial Report For the Year Ended 30 June 2015 2015 2014 $'000 $'000 Note 25 Intangible assets Software 1,358 1,081 Total intangible assets 1,358 1,081

Software $'000 Gross carrying amount Balance at 1 July 2013 2,096 Additions - other 540 Work in progress 196 Balance at 1 July 2014 2,832 Additions - other 513 Work in progress 23 Balance at 30 June 2015 3,368 Accumulated amortisation and impairment Balance at 1 July 2013 (1,576) Amortisation expense (175) Balance at 1 July 2014 (1,751) Amortisation expense (259) Balance at 30 June 2015 (2,010)

Net book value at 30 June 2014 1,081 Net book value at 30 June 2015 1,358

2015 2014 $'000 $'000 Note 26 Trade and other payables Trade payables 6,011 3,769 Accrued expenses - Capital 1,329 2,009 - Materials and service 1,189 1,514 - Employee cost 1,023 860 - Loan interest 20 30 Total trade and other payables 9,572 8,182

Note 27 Trust funds and deposits Building and Infrastructure work bonds and refundable deposits 2,469 2,213 Fire services levy 329 277 Retention amounts 76 106 Other refundable deposits 643 493 Total trust funds and deposits 3,517 3,089

Purpose and nature of items Building and Infrastructure work bonds and refundable deposits - Deposits are taken by council as a form of surety in relation to building and infrastructure works. Amount will be refunded if council's assets are maintained in their original condition. Fire Service Levy - Council is the collection agent for the fire services levy on behalf of the State Government. Council remits amounts received on a quarterly basis. Amounts disclosed here will be remitted to the state government in line with that process. Retention Amounts - Council has a contractual right to retain certain amounts until a contractor has met certain requirements or a related warrant or defect period has elapsed. Subject to the satisfactory completion of the contractual obligations, or the elapsing of time, these amounts will be paid to the relevant contractor in line with Council's contractual obligations. 225

32 Bayside City Council Notes2014/2015 Financial to the Report financial report Notes to the Financial Report For the year ended 30 June 2015For the Year Ended 30 June 2015

Note 28 Provisions Annual leave Long service Staff gratuity Staff Total leave scheme Redundancies

2015 $ '000 $ '000 $ '000 $ '000 $ '000 Balance at beginning of the financial year 2,816 5,654 26 496 8,992 Additional provisions 2,493 720 - - 3,213 Amounts used (2,478) (628) - (496) (3,602) Increase in the discounted amount arising because of time and the effect of any change in the discount rate - 68 - - 68 Balance at the end of the financial year 2,831 5,814 26 - 8,671 2014 Balance at beginning of the financial year 2,390 5,438 25 - 7,853 Additional provisions 2,940 673 1 496 4,110 Amounts used (2,514) (472) - - (2,986) Increase in the discounted amount arising because of time and the effect of any change in the discount rate - 15 - - 15 Balance at the end of the financial year 2,816 5,654 26 496 8,992

2015 2014 $'000 $'000 (a) Employee provisions Current provisions expected to be wholly settled within 12 months Annual leave 1,882 1,874 Long service leave 648 570 Staff gratuity scheme 26 26 Staff redundancies - 496 2,556 2,966 Current provisions expected to be wholly settled after 12 months Annual leave 949 942 Long service leave 4,246 4,242 5,195 5,184 Total current provisions 7,751 8,150

Non-current Long service leave 920 842 Total non-current provisions 920 842 Aggregate carrying amount of employee provisions: Current 7,751 8,150 Non-current 920 842 Total aggregate carrying amount of employee provisions 8,671 8,992

The following assumptions were adopted in measuring the present value of employee benefits: Weighted average increase in employee costs 3.50% 3.50% Weighted average discount rates 2.42% 3.02% Weighted average settlement period 12 mths 12 mths

226 Bayside City Council Annual Report 2014/15

33 Bayside City Council 2014/2015 Financial Report Notes to the financial reportNotes to the Financial Report For the year ended 30 June 2015For the Year Ended 30 June 2015

2015 2014 $'000 $'000 Note 29 Interest-bearing loans and borrowings Current Loans - secured* 4,183 2,174 4,183 2,174 Non-current Loans - secured* 7,320 11,503 7,320 11,503 Total 11,503 13,677 * All loans are secured against council's rates and charges

a) The maturity profile for Council's borrowings is: Not later than one year 4,183 2,174 Later than one year and not later than five years 7,320 11,503 Later than five years - - 11,503 13,677 b) Aggregate carrying amount of interest-bearing loans and borrowings: Current 4,183 2,174 Non-current 7,320 11,503 11,503 13,677

Note 30 Income in advance Income Received in Advance 438 541 438 541

227 34 Bayside City Council 2014/2015 Financial Report Notes to the financialNotes to report the Financial Report For the year ended 30 ForJune the 2015Year Ended 30 June 2015

Note 31 Reserves

Balance at beginning of Increment Balance at end of reporting period (decrement) Impairment loss reporting period

(a) Asset revaluation reserves $'000 $'000 $'000 $'000 2015 Property Land 1,231,340 213,940 - 1,445,280 Land under roads - 65,912 - 65,912 Buildings 83,516 - - 83,516 1,314,856 279,852 - 1,594,708 Infrastructure Roads 134,890 - - 134,890 Drainage 25,518 - - 25,518 160,408 - - 160,408 Plant and equipment Heritage and culture 2,369 - - 2,369 2,369 - - 2,369

Total asset revaluation reserves 1,477,633 279,852 - 1,757,485

2014 Property Land 1,381,457 (150,117) - 1,231,340 Buildings 83,720 (176) (28) 83,516 1,465,177 (150,293) (28) 1,314,856 Infrastructure Roads 88,218 46,672 - 134,890 Drainage 14,412 11,106 - 25,518 102,630 57,778 - 160,408 Plant and equipment Heritage and culture 2,369 - - 2,369 2,369 - - 2,369

Total asset revaluation reserves 1,570,176 (92,515) (28) 1,477,633 The asset revaluation reserve is used to record the increased (net) value of Council's assets over time.

228 Bayside City Council Annual Report 2014/15

35 Bayside City Council 2014/2015 Financial Report Notes to the financialNotes to report the Financial Report For the year ended 30For June the Year2015 Ended 30 June 2015

Note 31 Reserves (cont.)

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 2015

Statutory reserves Car parking reserve 377 4 - 381 Recreational land reserve 6,311 2,615 - 8,926 Total statutory reserves 6,688 2,619 - 9,307

Discretionary reserves Infrastructure reserve 1,601 4,647 (1,258) 4,990 Dendy Street Beach improvement reserve 132 632 - 764 Community facilities enhancement reserve 899 9 - 908 Defined superannuation shortfall 500 500 - 1,000 Unspent conditional grants reserve 514 345 (514) 345 Capital works carried forward reserve 1,050 3,286 (1,050) 3,286 Early Childhood Facilities Reserve - 2,560 - 2,560 Total discretionary reserves 4,696 11,979 (2,822) 13,853 Total Other reserves 11,384 14,598 (2,822) 23,160

2014

Statutory reserves Car parking reserve 366 11 - 377 Recreational land reserve 3,766 3,389 (844) 6,311 Total statutory reserves 4,132 3,400 (844) 6,688

Discretionary reserves Infrastructure reserve 1,950 411 (760) 1,601 Dendy Street Beach improvement reserve - 132 - 132 Community facilities enhancement reserve - 899 - 899 Defined superannuation shortfall - 500 - 500 Unspent conditional grants reserve - 514 - 514 Capital works carried forward reserve - 1,050 - 1,050 Total discretionary reserves 1,950 3,506 (760) 4,696 Total other reserves 6,082 6,906 (1,604) 11,384

The car parking reserve is a statutory reserve designed to hold funds for allocation to car park projects works. The recreational land reserve is a statutory reserve that contributions received as public open space levies and is used to fund furure recreational land facilities. The infrastructure reserve is to quarantine identified savings from the operating budget to fund replacement infrastructure or held as a contingency to finance projects deemed as "unavoidable” or to be allocated against the repayment of interest only loans that are to be refinanced. The Dendy Street beach improvement reserve receives the net proceeds from the sale of bathing boxes and is used to fund future works in the Dendy Street beach precinct.

Early Childhood Facilities Reserve holds the proceeds from the sale of former childcare centres to fund the redevelopment of early childhood facilities.

229 36 Bayside City Council 2014/2015 Financial Report Notes to the financialNotes to report the Financial Report For the year ended 30For June the Year2015 Ended 30 June 2015

Note 31 Reserves (cont.) The community facilities enhancement reserve holds the proceeds from the sale of the independent living units to fund new or improvements to community facilities that provide direct benefit to the Bayside community.

The defined superannuation shortfall reserve is to quarantine $0.50 million annually to ensure Council sets aside sufficient cash to cover for future defined benefit superannuation shortfall calls, which are one-off and material in nature.

The unspent conditional grants reserve is to quarantine grants received during the financial year which are not fully spent at 30 June 15. Council is obligated to expedite the funded programs in the next financial year.

The capital works carried forward reserve is to quarantine budgeted capital projects which are in progress at 30 June 15 and will require the funds in order to complete the projects.

230 Bayside City Council Annual Report 2014/15 37 Bayside City Council 2014/2015 Financial Report Notes to the Financial Report For the Year Ended 30 June 2015

Notes to the financial report 2015 2014 For the year ended 30 June 2015 $'000 $'000

Note 32 Reconciliation of cash flows from operating activities to surplus/(deficit) Surplus/(deficit) for the year 19,677 15,204 Depreciation/amortisation 14,187 12,596 Finance costs 910 1,004 Loss on disposal of property, infrastructure, plant and equipment (588) 925 Work in progress transferred to Comprehensive Income 9 231 Change in assets and liabilities: (Increase)/decrease in trade and other receivables (652) 435 Decrease/(increase) in prepayments (48) 171 Increase/(decrease) in accrued income (158) (349) Increase/(decrease) in trade and other payables 1,390 311 (Decrease)/increase in income in advance (103) 139 (Increase)/decrease in inventories (51) (6) Increase/(decrease) in provisions (321) 1,139 Increase/(decrease) in trusts and deposits 428 126 Net Cash provided by operating activities 34,680 31,926

Note 33 Restricted assets Cash and Cash Equivalents and Term Deposits Cash and cash equivalents (see note 18) 2,746 3,675 Term deposits less than 90 days (see note 18) 1,000 - Term deposits greater than 90 days (see note 20) 53,000 38,000 Total Cash and Cash Equivalents and Term Deposits restricted by: 56,746 41,675 Total statutory reserves (note 31) 9,307 6,688 Total discretionary reserves (note 31) 13,853 4,696 Trust funds and deposits (note 27) 3,517 3,089 Total other reserves 26,677 14,473 Unrestricted cash 30,069 27,202

38 231 Bayside City Council 2014/2015 Financial Report Notes to the financial reportNotes to the Financial Report For the year ended 30 June 2015For the Year Ended 30 June 2015

Note 34 Commitments The Council has entered into the following commitments Later than 1 year Later than 2 Not later than 1 and not later than years and not Later than 5 2015 year 2 years later than 5 years years Total $'000 $'000 $'000 $'000 $'000 Operating Waste collection and disposal 7,232 6,243 9,345 - 22,820 Cleaning 1,352 860 - - 2,212 Parks and Gardens 6,874 7,045 14,624 - 28,543 Building Maintenance 928 952 975 - 2,855 City Works 4,057 3,098 - - 7,155 Other 1,147 524 - - 1,671 Total 21,590 18,722 24,944 - 65,256

Capital City works 6,236 262 - - 6,498 Total 6,236 262 - - 6,498

Later than 1 year Later than 2 Not later than 1 and not later than years and not Later than 5 2014 year 2 years later than 5 years years Total $'000 $'000 $'000 $'000 $'000 Operating Waste collection and disposal 6,037 5,768 14,424 - 26,229 Cleaning 1,675 1,239 960 - 3,874 Parks and Gardens 8,141 8,141 24,423 - 40,705 Building Maintenance 2,526 - - - 2,526 City Works 3,586 3,495 3,599 - 10,680 Other 1,717 1,569 1,598 - 4,884 Total 23,682 20,212 45,004 - 88,898

Capital City Works 7,442 8,982 - - 16,424 Total 7,442 8,982 - - 16,424

232 Bayside City Council Annual Report 2014/15 39 Bayside City Council 2014/2015 Financial Report Notes to the Financial Report Notes to the financial Forreport the Year Ended 30 June 2015 For the year ended 30 June 2015 2015 2014 $'000 $'000 Note 35 Operating leases (a) Operating lease commitments

At the reporting date, the Council had the following obligations under non-cancellable operating leases for the lease of equipment and land and buildings for use within Council's activities (these obligations are not recognised as liabilities):

Not later than one year 792 1,119 Later than one year and not later than five years 461 641 Later than five years - - 1,253 1,760

(b) Operating lease receivables

The Council has entered into commercial property leases on its property. These properties held under operating leases have remaining non-cancellable lease terms of between 1 and 20 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:

Not later than one year 3,178 3,171 Later than one year and not later than five years 10,578 10,035 Later than five years 6,857 8,347 20,613 21,553

Note 36 Contingent liabilities and contingent assets Contingent liabilities (a) Contingent liabilities arising from public liability As a local authority with ownership of numerous parks, reserves, roads (including footpaths) and other land holdings, the Council is regularly met with claims and demands allegedly arising from incidents which occur on land belonging to Council. At reporting date there were 99 outstanding claims against Council in this regard. Council carries $400 million of public liability insurance and had an excess of $20,000 on this policy in 2014/15. Therefore, the maximum liability of Council in any single claim is the extent of its excess. The primary insurer is MAV Insurance. There are no claims of which Council is aware which would fall outside the terms of Council’s policy.

(b) Contingent liability arising from professional indemnity As a local authority with statutory regulatory responsibilities, including the responsibility of issuing permits and approvals, Council is met with claims and demands for damages allegedly arising from actions of Council or its officers. At reporting date there were no outstanding claims against Council in this regard. Council carries $300 million of professional indemnity insurance and has an excess of $20,000 on this policy in 2014/15. Therefore, the maximum liability of Council in any single claim is the extent of its excess. The primary insurer is MAV Insurance.

There are no instances or claims of which Council is aware which would fall outside the terms of Council’s policy.

233 40 Bayside City Council 2014/2015Notes Financial to the Report financial report Notes to the Financial Report For the year ended 30 June 2015For the Year Ended 30 June 2015

Note 36 Contingent liabilities and contingent assets (cont.) (c) Guarantees for loans to other entities (i) $50,000 made by the Bendigo Bank to the Sandringham City Junior Soccer Club for the upgrading of the Destructor pavilion at Tjilatjirrin Reserve, Tulip Street. Loan balance as at 30 June 2015 is $11,285 (30 June 2014 - $17,381) (ii) $45,000 made by the Bendigo Bank to the Beaumaris Yacht Club towards repairs to the club’s building. Loan balance as at 30 June 2015 is $18,827 (30 June 2014 - $24,195) (iii) $100,000 made by the Bendigo Bank to the Sandringham Football Club towards refurbishment of the club’s social club building. Loan balance as at 30 June 2015 is $57,319 (30 June 2014 - $67,937) (iv) $20,000 made by the Bendigo Bank to the Beaumaris Theatre Inc. towards the provision of rack seating. Loan balance as at 30 June 2015 is $0 (30 June 2014 - $13,584) This facility was finalised on 29 September 2014 (v) $150,000 made by the Bendigo Bank to the Highett Youth Club Inc. to assist with its commitment to the Highett Recreation Centre Community Hub. Loan balance as at 30 June 2015 is $124,317 (30 June 2014 - $138,120)

The amount disclosed for financial guarantee in this note is the nominal amount of the underlying loan that is guaranteed by the Council, not the fair value of the financial guarantee

(d) Contingent liability – Contaminated sites The Bayside Planning scheme review (2011) has identified a number of Council sites that require further investigation to determine if they are at risk of contamination based on their prior use. Phase 1 of the investigation is complete and identified 5 sites with a historic zoning which require further investigation. At balance date Council is unable to accurately assess the financial implications of any such works.

234 Bayside City Council Annual Report 2014/15

41 Bayside City Council Notes2014/2015 Financial to the Report financial report Notes to the Financial Report For the year ended 30 June For2015 the Year Ended 30 June 2015

Note 36 Contingent liabilities and contingent assets (cont.) (e) Superannuation Council has obligations under a defined benefit superannuation scheme that may result in the need to make additional contributions to the scheme to ensure that the liabilities of the fund are covered by the assets of the fund. As a result of the volatility in financial markets the likelihood of making such contributions in future periods exists. At this point in time it is not known if additional contributions will be required, their timing or potential amount.

Funding arrangement Bayside City Council makes employer contributions to the defined benefit category of the Fund at rates determined by the Trustee on the advice of the Fund's Actuary.

The Fund’s latest actuarial investigation was held as at 30 June 2014 and it was determined that the vested benefit index (VBI) of the defined benefit category of which Bayside City Council is a contributing employer was 103.4%.To determine the VBI, the fund Actuary used the following long-term assumptions:

Net investment returns 7.0% pa Salary information 4.25% pa Price inflation (CPI) 2.75% pa.

Vision Super has advised that the VBI as at 30 June 2015 was 105.8%.

The VBI is to be used as the primary funding indicator. Because the VBI was above 100%, the 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.

Employer contributions Regular contribution On the basis of the results of the most recent full actuarial investigation conducted by the Fund's Actuary as at 30 June 2014, Bayside City Council makes employer contributions to the Fund’s Defined Benefit category at rates determined by the Fund’s Trustee, on the advice of the Fund's Actuary. For the year ended 30 June 2015, this rate was 9.5% of members' salaries. This rate will increase in line with any increase to the Superannuation Guarantee (SG) contribution rate.

In addition, Bayside City Council reimburses the Fund to cover the excess of the benefits paid as a consequence of retrenchment above the funded resignation or retirement benefit.

Funding calls If the defined benefit category is in an unsatisfactory financial position at 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 Bayside City Council) are required to make an employer contribution to cover the shortfall.

Using the agreed methodology, the shortfall amount is apportioned between the participating employers based on the pre-1 July 1993 and post-30 June 1993 service liabilities of the Fund’s defined benefit category, together with the employer’s payroll at 30 June 1993 and at the date the shortfall has been calculated.

Due to the nature of the contractual obligations between the participating employers and the Fund, and that the Fund includes lifetime pensioners and their reversionary beneficiaries, it is unlikely that the Fund will be wound up.

235

42 Bayside City Council 2014/2015Notes Financial to the Report financial report For the year ended 30 June 2015Notes to the Financial Report For the Year Ended 30 June 2015

Note 36 Contingent liabilities and contingent assets (cont.) (e) Superannuation Employer contributions Funding calls 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.

Latest actuarial investigation surplus amounts The Fund's latest actuarial investigation as at 30 June 2014 identified the following in the defined benefit category of which Bayside City Council is a contributing employer:

• A VBI surplus of $77.1 million; and • A total service liability surplus of $236 million.

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 2014.

The total service liability surplus means that the current value of the assets in the Fund's defined benefit category plus expected future contribution exceeds the value expected future benefits and expenses.

Bayside City Council was notified of the results of the actuarial investigation during January 2015.

Superannuation contributions Contributions by Bayside City Council (excluding any unfunded liability payments) to the above superannuation plans for the financial year ended 30 June 2015 are detailed below:

Scheme Type of scheme Rate 2015 2014 $'000 $'000 Vision Super Defined benefits 9.5% $264 $285

Vision Super Accumulation 9.5% $1,575 $1,507

Other funds Accumulation 9.5% $1,017 $903

In addition to the above contributions, Bayside City Council has not paid unfunded liability payments to Vision Super in 2014/15. (2013/14 $nil).

There were no contributions outstanding and no loans issued from or to the above schemes as at 30 June 2015.

The expected contributions to be paid to the defined benefit category of Vision Super for the year ending 30 June 2016 is $292,000.

236 Bayside City Council Annual Report 2014/15

43 Bayside City Council Notes2014/2015 Financial to the Report financial report Notes to the Financial Report For the year ended 30 June For2015 the Year Ended 30 June 2015

Note 37 Financial Instruments (a) Objectives and policies The Council's principal financial instruments comprise cash assets, term deposits, receivables (excluding statutory receivables), payables (excluding statutory payables) and bank borrowings. Details of the significant accounting policies and methods adopted, including the criteria for recognition, the basis of measurement and the basis on which income and expenses are recognised, in respect of each class of financial asset, financial liability and equity instrument is disclosed in Note 1 of the financial statements. Risk management is carried out by senior management under policies approved by the Council. These policies include identification and analysis of the risk exposure to Council and appropriate procedures, controls and risk minimisation.

(b) Market risk Market risk is the risk that the fair value or future cash flows of our financial instruments will fluctuate because of changes in market prices. Council's exposures to market risk is primarily through interest rate risk with only insignificant exposure to other price risks and no exposure to foreign currency risk.

(c) Interest rate risk Interest rate risk refers to the risk that the value of a financial instrument or cash flows associated with the instrument will fluctuate due to changes in market interest rates. Our interest rate liability risk arises primarily from long term loans and borrowings at fixed rates which exposes us to fair value interest rate risk. Cash flow interest rate risk is the risk that the future cash flows of a financial instrument will fluctuate because of changes in market interest rates. Council has minimal exposure to cash flow interest rate risk through its cash and deposits that are at floating rate.

Investment of surplus funds is made with approved financial institutions under the Local Government Act 1989 . We manage interest rate risk by adopting an investment guideline that ensures: - diversification of investment product, - monitoring of return on investment, - benchmarking of returns and comparison with budget. There has been no significant change in Council's exposure, or its objectives, policies and processes for managing interest rate risk or the methods used to measure this risk from the previous reporting period. Interest rate movements have not been sufficiently significant during the year to have an impact on the Council's year end result.

(d) Credit risk Credit risk is the risk that a contracting entity will not complete its obligations under a financial instrument and cause us to make a financial loss. We have exposure to credit risk on some financial assets included in our balance sheet. To help manage this risk: - we have a policy for establishing credit limits for the entities we deal with; - we may require collateral where appropriate; and - we only invest surplus funds with financial institutions which have a recognised credit rating specified in our investment policy. Receivables consist of a large number of customers, spread across the ratepayer, business and government sectors. Credit risk associated with the Council's financial assets is minimal because the main debtor is secured by a charge over the rateable property. There are no material financial assets which are individually determined to be impaired. We may also be subject to credit risk for transactions which are not included in the balance sheet, such as when we provide a guarantee for another party. Details of our contingent liabilities are disclosed in note 36. The maximum exposure to credit risk at the reporting date to recognised financial assets is the carrying amount, net of any provisions for impairment of those assets, as disclosed in the balance sheet and notes to the financial statements. Council does not hold any collateral.

237

44 Bayside City Council 2014/2015Notes Financial to the Report financial report Notes to the Financial Report For the year ended 30 June For2015 the Year Ended 30 June 2015

Note 37 Financial Instruments (cont.) (e) Liquidity risk Liquidity risk includes the risk that, as a result of our operational liquidity requirements or we will not have sufficient funds to settle a transaction when required, we will be forced to sell a financial asset at below value or may be unable to settle or recover a financial asset. To help reduce these risks Council: - have a liquidity policy which targets a minimum and average level of cash and cash equivalents to be maintained; - have readily accessible standby facilities and other funding arrangements in place; - have a liquidity portfolio structure that requires surplus funds to be invested within various bands of liquid instruments; - monitor budget to actual performance on a regular basis; and - set limits on borrowings relating to the percentage of loans to rate revenue and percentage of loan principal repayments to rate revenue. The Council's maximum exposure to liquidity risk is the carrying amounts of financial liabilities as disclosed in the face of the balance sheet and the amounts related to financial guarantees disclosed in Note 36, and is deemed insignificant based on prior periods' data and current assessment of risk. There has been no significant change in Council's exposure, or its objectives, policies and processes for managing liquidity risk or the methods used to measure this risk from the previous reporting period. With the exception of borrowings, all financial liabilities are expected to be settled within normal terms of trade. Details of the maturity profile for borrowings are disclosed at Note 29.

(f) Fair value Unless otherwise stated, the carrying amount of financial instruments reflect their fair value. Fair value hierarchy Council's financial assets and liabilities are not valued in accordance with the fair value hierarchy, Council's financial assets and liabilities are measured at amortised cost.

(g) Sensitivity disclosure analysis Taking into account past performance, future expectations, economic forecasts, and management's knowledge and experience of the financial markets, Council believes the following movements are 'reasonably possible' over the next 12 months: - A parallel shift of +1% and -1% in market interest rates (AUD) from year-end rates of 3.00%. These movements will not have a material impact on the valuation of Council's financial assets and liabilities, nor will they have a material impact on the results of Council's operations.

238 Bayside City Council Annual Report 2014/15

45 Bayside City Council Notes2014/2015 Financial to the Report financial report Notes to the Financial Report For the year ended 30 JuneFor 2015 the Year Ended 30 June 2015

Note 38 Related party transactions (i) Responsible Persons Names of persons holding the position of a Responsible Person at the Council at any time during the year are: Councillors Felicity Frederico - (Mayor 5 November 2014 to 30 June 2015) Laurence Evans - (Mayor 1 July 2014 to 4 November 2014) Bruce Lowe Heather Stewart James Long Alex del Porto Michael Heffernan

Chief Executive Officer Adrian Robb

(ii) Remuneration of Responsible Persons The numbers of Responsible Persons whose total remuneration from Council and any related entities, excluding retirement benefits, fall within the following bands: 2015 2014 No. No. $10,000 - $19,999 - 1 $20,000 - $29,999 5 5 $40,000 - $49,999 1 1 $70,000 - $79,999 1 1 $360,000 -$369,999 1 1 8 9

Total Remuneration for the reporting year for Responsible Persons included above amounted to: $ 609,398 $ 538,758

(iii) Senior Officers Remuneration A Senior Officer other than a Responsible Person, is an officer of Council who: a) has management responsibilities and reports directly to the Chief Executive; or b) whose total annual remuneration exceeds $136,000 (2014 $133,000)

The number of Senior Officers other than the Responsible Persons, are shown below in their relevant income bands: 2015 2014 Income Range: No. No. <$136,000 2 1 $136,001 - $139,999 - 1 $140,000 - $149,999 4 4 $150,000 - $159,999 5 7 $160,000 - $169,999 5 - $170,000 - $179,999 1 1 $210,000 - $219,999 1 2 $220,000 - $229,999 1 1 $230,000 - $239,999 1 1 $240,000 - $249,999 1 - 21 18

Total Remuneration for the reporting year for Senior Officers included above, amounted to $ 3,427,476 $ 3,001,786

239

46 Bayside City Council 2014/2015Notes Financial to the Report financial report Notes to the Financial Report For the year ended 30 JuneFor 2015 the Year Ended 30 June 2015

Note 38 Related party transactions (cont.) (iv) Responsible persons retirement benefits No retirement benefits have been made by the Council to a Responsible Person. (2013/14: nil)

(v) Loans to responsible persons No loans have been made, guaranteed or secured by the Council to a Responsible Person during the reporting year. (2013/14: nil)

(vi) Transactions with responsible persons No transactions other than remuneration payments or the reimbursement of approved expenses were entered into by Council with Responsible Persons, or Related Parties of such Responsible Persons during the reporting year. (2013/14: nil)

Note 39 Events occurring after balance date No matters have occurred after balance date that require disclosure in the financial report.

240 Bayside City Council Annual Report 2014/15

47 Certification of the financial statements For the year ended 30 June 2015

In my opinion, the accompanying financial statements have been prepared in accordance with the Local Government Act 1989 and the Local Government (Planning and Reporting) Regulations 2014, Australian Accounting Standards and other mandatory professional reporting requirements.

Bill Shanahan CPA Principal Accounting Officer Dated: 22 September 2015 Sandringham

In our opinion, the accompanying financial statements present fairly the financial transactions of the Bayside City Council for the year ended 30 June 2015 and the financial position of the Council as at that date.

At the date of signing, we are not aware of any circumstances which would render any particulars in the financial statements to be misleading or inaccurate.

We have been authorised by the Council and by the Local Government (Planning and Reporting) Regulations 2014 to certify the financial statements in their final form.

Laurence Evans Councillor Dated: 22 September 2015 Sandringham

Bruce Lowe Councillor Dated: 22 September 2015 Sandringham

Adrian Robb Chief Executive Officer Dated: 22 September 2015 Sandringham

241 Auditor-General’s report

242 Bayside City Council Annual Report 2014/15 Auditor-General’s report

243 part

page 246 page 252 GRI content table Glossary Lorem Ipsum Lorem Ipsum

244 Bayside City Council Annual Report 2014/15 Global Reporting Initiative Reading this index The Global Reporting Some GRI indicators are not relevant Initiative (GRI) appears to our organisation and we are still developing data collection systems in this Annual Report as for others. To comply with GRI a list of indicators that reporting, these indicators have not demonstrate Bayside been included within this index. City Council’s sustainable To see how we performed against practices. Indicators are the indicators, turn to the page numbers listed. listed in the following index with a page reference This is the fifth year Bayside City Council has reported against the or comment. GRI indicators. The G4 guidelines are reflective of recent changes in sustainability reporting, setting out 27 new disclosures, a more accessible structure to the guidelines and a greater focus on materiality. This has enabled us to shift the focus of reporting onto issues that matter most to Council and are aligned with the strategic direction set out in the Council Plan 2013-2017.

245 GRI content

tableProfile disclosure Reported Page reference Strategy and analysis G4-1: Provide a statement from the most senior decision maker of the Fully organisation (such as CEO, chair, or equivalent senior position) about the relevance of sustainability to the organisation and the organisation’s strategy for addressing sustainability G4-2: Provide a description of key impacts, risks, and opportunities Fully Organisational profile G4-3: Report the name of the organisation Fully G4-4: Report the primary brands, products, and services Fully G4-5: Report the location of the organisation’s headquarters Fully G4-6: Report the number of countries where the organisation operates Fully G4-7: Report the nature of ownership and legal form Fully G4-8: Report the markets served (including geographic breakdown, Fully sectors served, and types of customers and beneficiaries) G4-9: Report the scale of the organisation Fully G4-10: Workforce composition Fully G4-11: Report the percentage of total employees covered by collective Fully bargaining agreements G4-13: Report any significant changes during the reporting period Fully regarding the organisation’s size, structure, ownership, or its supply chain

Commitments to external initiatives G4-14: Report whether and how the precautionary approach or principle Fully is addressed by the organisation G4-15: List externally developed economic, environmental and social Fully charters, principles, or other initiatives to which the organisation subscribes or which it endorses G4-16: List memberships of associations and national or international Fully advocacy organisations Identified material aspects and boundaries G4-17: Entities: a) List all entities included in the organisation’s Fully consolidated financial statements or equivalent documents; and b) Report whether any entity included in the organisation’s consolidated financial statements or equivalent documents is not covered by the report G4-18: Process for defining report content and Aspect Boundaries, Fully and how the organisation has implemented the Reporting Principles for Defining Report Content G4-19: List all the material Aspects identified in the process for defining Fully report content

246 Bayside City Council Annual Report 2014/15 Profile disclosure Reported Page reference

G4-20: For each material Aspect, report the Aspect Boundary for the Fully organisation G4-21: For each material Aspect, report the Aspect Boundary outside Partial the organisation G4-23: Report significant changes from previous reporting periods in Partial the Scope and Aspect Boundaries Stakeholder engagement G4-24: Provide a list of stakeholder groups engaged by the organisation Fully G4-25: Report the basis for identification and selection of stakeholders Fully with whom to engage G4-26: Report the organisation’s approach to stakeholder engagement, Fully including frequency of engagement by type and by stakeholder group, and an indication of whether any of the engagement was undertaken specifically as part of the report preparation process G4-27: Report key topics and concerns that have been raised through Partial stakeholder engagement, and how the organisation has responded to those key topics and concerns, including through its reporting. Report the stakeholder groups that raised each of the key topics and concerns. Report profile G4-28: Reporting period for information provide Fully G4-29: Date of most recent previous report Fully G4-30: Reporting cycle Fully G4-31: Provide the contact point for questions regarding the report Fully or its contents GRI Content Index G4-32: Report the “In accordance” option; report the GRI Content Fully Index for the chosen option; and report the reference to the External Assurance Report, if the report has been externally assured G4-33: Assurance: report the organisation’s policy and current Partial practice with regard to seeking external assurance for the report Governance structure and composition G4-34: Report the governance structure of the organisation, including Fully committees of the highest governance body. Identify any committees responsible for decision making on economic, environmental and social impacts G4-35: Report the process for delegating authority for economic, Fully environmental and social topics from the highest governance body to senior executives and other employees G4-36: Report whether the organisation has appointed an executive-level Fully position or positions with responsibility for economic, environmental and social topics, and whether post holders report directly to the highest governance body G4-37: Report processes for consultation between stakeholders and Fully the highest governance body on economic, environmental and social topics. If consultation is delegated, describe to whom and any feedback processes to the highest governance body G4-38: Report the composition of the highest governance body Fully and committees (for example, by role, gender, competencies etc

247 Profile disclosure Reported Page reference

G4-39: Report whether the Chair of the highest governance body is also Fully an executive officer (and, if so, his or her function within the organisation’s management and the reasons for this arrangement) G4-40: Report the nomination and selection processes for the highest Fully governance body and its committees, and the criteria used for nominating and selecting highest governance body members G4-41: Report processes for the highest governance body to ensure Fully conflicts of interest are avoided and managed. Report whether conflicts of interest are disclosed Highest governance body’s role in setting purpose, values, and strategy G4-42: Report the highest governance body’s and senior executives’ Fully roles in the development, approval, and updating of the organisation’s purpose, value or mission statements, strategies, policies, and goals related to economic, environmental and social impacts Highest governance body’s competencies and performance evaluation G4-44: Report the processes for evaluation of the highest governance Fully body’s performance with respect to governance of economic, environmental, and social topics Highest governance body’s role in risk management G4-45: Report the highest governance body’s role in the identification Fully and management of economic, environmental, and social impacts, risks and opportunities G4-46: Report the highest governance body’s role in reviewing the Fully effectiveness of the organisation’s risk management processes for economic, environmental and social topics G4-47: Report the frequency of the highest governance body’s review Fully of economic, environmental, and social impacts, risks and opportunities

Highest governance body’s role in sustainability reporting G4-48: Report the highest committee or position that formally reviews Fully and approves the organisation’s sustainability report and ensures that all material Aspects are covered Highest governance body’s role in evaluating economic, environmental and social performance G4-49: Report the process for communicating critical concerns to the Fully highest governance body

G4-50: Report the nature and total number of critical concerns that were Partial communicated to the highest governance body and the mechanism(s) used to address and resolve them Remuneration and incentives G4-51: Report the remuneration policies for the highest governance Fully body and senior executives G4-52: Report the processes for determining remuneration Fully G4-53: Report how stakeholders’ views are sought and taken into Partial account regarding remuneration, including the results of votes on remuneration policies and proposals, if applicable Ethics and integrity G4-56: Describe the organisation’s values, principles, standards and Fully norms of behaviour such as codes of conduct and codes of ethics

248 Bayside City Council Annual Report 2014/15 Profile disclosure Reported Page reference

G4-58: Report the internal and external mechanisms for reporting Fully concerns about unethical or unlawful behaviour, and matters related to organisational integrity Disclosure on management approach G4-DMA: Through a. Report why the Aspect is material. Report the impacts that report make this Aspect material. b. Report how the organisation manages the material Aspect or its impacts. c. Report the evaluation of the management approach, including: --The mechanisms for evaluating the effectiveness of the management approach; --The results of the evaluation of the management approach; and --Any related adjustments to the management approach. Economic G4-EC1: Direct economic value generated and distributed Fully G4-EC2: Financial implications and other risks and opportunities Partial for the organisation’s activities due to climate change G4-EC3: Coverage of the organisation’s defined benefit plan obligations Fully G4-EC4: Financial assistance received from government Fully Indirect economic impacts G4-EC7: Development and impact of infrastructure investments Fully and services supported Environmental – Energy G4-EN3: Energy consumption within the organisation Fully G4-EN6: Reduction of energy consumption Fully Environmental – Water G4-EN8: Total water withdrawal by source Fully G4-EN10: Percentage and total volume of water recycled and reused Fully Environmental – Emissions G4-EN15: Direct greenhouse gas (GHG) emissions (Scope 1) Partial G4-EN16: Energy indirect greenhouse gas (GHG) emissions (Scope 2) Partial G4-EN19: Reduction of greenhouse gas (GHG) emissions Partial Environmental – Affluent and waste G4-EN23: Total weight of waste by type and disposal method Fully Disclosure on management approach G4-DMA: Through a. Report why the Aspect is material. Report the impacts that report make this Aspect material. b. Report how the organisation manages the material Aspect or its impacts. c. Report the evaluation of the management approach, including: --The mechanisms for evaluating the effectiveness of the management approach; --The results of the evaluation of the management approach; and --Any related adjustments to the management approach.

249 Profile disclosure Reported Page reference

Economic G4-EC1: Direct economic value generated and distributed Fully G4-EC2: Financial implications and other risks and opportunities Partial for the organisation’s activities due to climate change G4-EC3: Coverage of the organisation’s defined benefit plan obligations Fully G4-EC4: Financial assistance received from government Fully Indirect economic impacts G4-EC7: Development and impact of infrastructure investments Fully and services supported Environmental – Energy G4-EN3: Energy consumption within the organisation Fully G4-EN6: Reduction of energy consumption Fully Environmental – Water G4-EN8: Total water withdrawal by source Fully G4-EN10: Percentage and total volume of water recycled and reused Fully Environmental – Emissions G4-EN15: Direct greenhouse gas (GHG) emissions (Scope 1) Partial G4-EN16: Energy indirect greenhouse gas (GHG) emissions (Scope 2) Partial G4-EN19: Reduction of greenhouse gas (GHG) emissions Partial Environmental – Affluent and waste G4-EN23: Total weight of waste by type and disposal method Fully

Social - Labour practices and decent work – Employment G4-LA1: Total number and rates of new employee hires and employee Fully turnover by age group, gender and region

G4-LA3: Return to work and retention rates after parental leave, by gender Partial Social - labour practices and decent work – Occupational health and safety G4-LA5: Percentage of total workforce represented in formal joint Partial management–worker health and safety committees that help monitor and advise on occupational health and safety programs G4-LA6: Types of injury and rates of injury, occupational diseases, Fully lost days, and absenteeism, and number of work-related fatalities, by region and by gender Social - labour practices and decent work – Training and education G4-LA9: Average hours of training per year per employee by gender, Partial and by employee category G4-LA10: Programs for skills management and lifelong learning that Fully support the continued employability of employees and assist them in managing career endings

250 Bayside City Council Annual Report 2014/15 Profile disclosure Reported Page reference

G4-LA11: Percentage of employees receiving regular performance and Partial career development reviews, by gender and by employee category Social - labour practices and decent work – Diversity and equal opportunity G4-LA12: Composition of governance bodies and breakdown of Fully employees per employee category according to gender, age group, minority group membership, and other indicators of diversity Social - Labour practices and decent work – Equal remuneration for women and men G4-LA13: Ratio of basic salary and remuneration of women to men Fully by employee category, by significant locations of operation

Social – Human rights – Non-discrimination G4 – HR3: Total number of incidents of discrimination and Fully corrective actions taken

Social – Human rights – Freedom of association and collective bargaining G4-HR4: Operations and suppliers identified in which the right to Fully exercise freedom of association and collective bargaining may be violated or at significant risk, and measures taken to support these rights Social – Human rights – Human rights grievance mechanisms G4-HR12: Number of grievances about human rights impacts filed, Fully addressed, and resolved through formal grievance mechanisms

Social – Society – Local communities G4-SO1: Percentage of operations with implemented local community Partial engagement, impact assessments, and development programs Social – Society – Anti-corruption G4-SO3: Total number and percentage of operations assessed Fully for risks related to corruption and the significant risks identified

G4-SO4: Communication and training on anti-corruption policies Fully and procedures

G4-SO5: Confirmed incidents of corruption and actions taken Fully

Social – Product responsibility – Product and service labelling G4-PR5: Results of surveys measuring customer satisfaction Fully

Social – Product responsibility – Customer privacy G4-PR8: Total number of substantiated complaints regarding Fully breaches of customer privacy and losses of customer data

251 Glossary

Actual 2014/15 Financial Statements Internal Audit Actual performance achieved where Incorporates the Income Statement, An independent appraisal function this measure was used in the 2014/15 Balance Sheet, Statement of Changes which examines and evaluates financial year. in Equity, Statement of Cash Flows Bayside’s financial, management plus the Notes to and forming part and internal control systems. of the Accounts that support these Balance Sheet statements. Reports all assets owned by Council Land (including amounts owed to Council) All land owned or controlled and all liabilities owed by Council. FTE by Council. Full Time Equivalent (FTE) – 1 FTE is equivalent to one person working Best value 38 hours per week. Land improvements The continuous review of all services Includes all capital improvements, provided by Council to ensure they other than buildings, to any land meet the required cost standards Furniture and fittings owned or controlled by Council. and needs of the community to Assets and capital acquisitions deliver value for money. relating to computer equipment, electronic equipment, appliances, MSS The Municipal Strategic Statement furniture, fixtures and fittings. Buildings and improvements (MSS) is Council’s long-range plan Includes all capital building to guide the development of the improvements to any land Goal city and its urban form. It forms part owned or controlled by Council. Goals represent the key issues of the Bayside Planning Scheme. for the Bayside community as Statement of Cash Flows identified by Council. Performance measures Reports all cash movements during Mechanisms such as unit costs or the financial year. Cash movements Heritage assets response times which can be used consist of cash inflows (receipts/ Includes antiques, artifacts, artworks, to measure Council’s performance proceeds) less cash outflows photographs, mayoral chains, and over time. (payments). heritage buildings owned by Council. Plant and equipment Council Plan Income statement Assets owned by Council including Council Plan 2013-2017 guides the Identifies all revenues earned ticket machines, garbage bins, development and strategic priorities and expenses incurred during caravans and trailers. for the City of Bayside and Council the financial year. over a four-year period. This plan is reviewed annually. Roads Indicators Includes road pavements, footpaths, Indicators define what will be kerb and channel, traffic signals and Financial year measured to show we are speed restriction devices. This document reports on the financial meeting our objectives. year of 1 July 2014 to 30 June 2015.

252 Bayside City Council Annual Report 2014/15 Statement of Strategic objectives Values Establish where we want to be for Values are beliefs that underpin Changes in Equity each of the Council Plan’s goals. behaviours and processes. The Identifies Council’s overall movement values of an organisation guide in equity consisting of the accumulated its culture. surplus, asset revaluation and statutory Strategies reserves. Equity is also represented by Define how Council will endeavour total assets less total liabilities. to achieve the strategic objectives. Ward Defined electoral area to which a Statement of Strategy representative is elected as Councillor. A document that outlines an Financial Position initiative, program or project Reports all assets owned by Council that will contribute to achieving (including amounts owed to Council) a longer-term goal or outcome. and all liabilities owed by Council.

253 Abbreviations

AAS Australian Accounting Standards GRI Global Reporting Initiative AASB Australian Accounting Standards Board GST Goods and Services Tax ALGWA Australian Local Government Women’s LGPRF Local Government Victoria Performance Association Reporting Framework ARA Australasian Reporting Awards LGPro Local government professionals AUD Australian Dollars MAICD Member of the Australian Institute of BBBA Brighton Bathing Box Association Company Directors BBN Bayside Business Network MAV Municipal Association of Victoria BEYCEC Bayside Early Years Community Education MEMPC Municipal Emergency Management and Care Committee BPSR Bayside Planning Scheme Review MEMP Municipal Emergency Management Plan CEO Chief Executive Officer MERP Municipal Emergency Recovery Plan MERO Municipal Emergency Resource Officer CO2-e Carbon Dioxide Equivalent CPA Certified Practising Accountants MESAC Marine Environment Science and Community Centre CR Councillor MFB Metropolitan Fire Brigade CRMS Customer Request Management System MNGV Multicultural Nature Guides Victoria DHS Department of Human Services MRM Municipal Recovery Manager DMA Disclosure on Management Approach MSS Municipal Strategic Statement FTE Full Time Equivalent OH&S Occupational Health and Safety FCPA Fellow of the Society of Certified Practising Accountants RCA Registered Company Auditor FINSIA Financial Services Institute of Australasia SACA Sandringham Aged Care Association GIS Geographic Information System SECCCA South East Councils Climate Change Alliance Inc. GJ Gigajoule SES State Emergency Service Grad Dip Graduate Diploma SFA Sandringham Foreshore Association HACC Home and Community Care SUP Stand Up Paddle IAP2 International Association for Public Participation VAGO Victorian Auditor-General’s Office IBAC Independent Broad-based Anti-corruption VCAT Victorian Civil and Administrative Tribunal Commission VEC Victorian Electoral Commission ICT Information and Communication VICSES Victoria State Emergency Service Technology VPO Vegetation Protection Overlay IPAA Institute of Public Administration Australia WAAA Wellbeing for All Ages and Abilities Strategy IT Information Technology JMAPP JLT Municipal Asset Protection Plan KLU Kids Like US KL Kilolitre Km Kilometre

256 Bayside City Council Annual Report 2014/15 Contact Council

Bayside City Council 76 Royal Avenue Sandringham VIC 3191 Tel (03) 9599 4444 Fax (03) 9598 4474 [email protected] www.bayside.vic.gov.au

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