Council Plan 2013-17
An Action Plan for Year 2 of the City of Whittlesea’s
Council Plan 2013-2017 ‘Shaping Our Future’
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Table of Contents
A message from the Mayor ......................................................................... 3
Our City - Update ........................................................................................ 3
Reporting and Accountability ...................................................................... 4
Reviewed actions for 2014/15 .................................................................... 5
Strategic Objectives .................................................................................... 7
Strategic Resource Plan ............................................................................ 38
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A message from the Mayor
The first year of the 2013-2017 Council Plan ‘Shaping Our Future’ has seen Council
deliver many exciting and rewarding projects, initiatives and partnerships for the
benefit of our community. And we still have much more to deliver over the life of this
plan.
Our priorities for the upcoming year are to support the creation of more local jobs, plan
for new community buildings, and help to keep fire affected communities safe. And as
this is an election year for the State Government, we are lobbying for much-needed
funding to build the O’Herns Road/Hume Freeway interchange and extend the train
line to Mernda. City of Whittlesea residents are being denied access to important
infrastructure and services, which is why we have developed the Access Denied
advocacy campaign in partnership with local community groups (register your support
for this campaign at www.accessdenied.net.au).
In reviewing the actions for the remaining years of this Council Plan, Council is
conscious of the need to continue to deliver high quality services in all of our service
delivery areas whilst also building infrastructure to support our fast growing
municipality. We look forward with excitement to bringing you a high quality program
over the next three years.
Cr Mary Lalios
Mayor
Our City - Update
The City of Whittlesea is one of the fastest growing municipalities in Australia. Over the
first year of this Council Plan, our population has already changed. Following are some
updated statistics about our municipality.
The population is expected to reach almost 300,000 by 2030, with growth
concentrated in areas of Mernda, Doreen, Epping North and Wollert.
In 2014, the City’s population is approximately 186,400. The population is expected to
increase by 19% over the four years of this Council Plan (2013-2017).
3
Reporting and Accountability
The City of Whittlesea operates within a legal framework established by the Victorian
Parliament through the Local Government Act 1989. The Local Government Act 1989
reflects the recognition given to local government in the Victorian Constitution as well
as the insertion of a “Local Government Charter”. This Council Plan is prepared under
Section 125 of the Local Government Act.
The Municipal Public Health and Wellbeing Plan was incorporated into the Council Plan
for the first time in 2013. Section 27 of the Public Health and Wellbeing Act allows
Councils to include and integrate public health and wellbeing matters into the Council
plan.
This first review of the Plan incorporates the annual performance plan on the 2013-14
actions. This report provides a status of the indicators against each Council Goal,
together with a commentary about work completed. Results of the annual
performance plan are informing future budget and corporate planning direction. This
annual performance report has informed the annual review. Not only does the report
allow the success of the plan’s implementation to be monitored, but it provides an
opportunity to assess timelines, resources and funding of the 2014/15 actions. The
following pages list the updated actions for 2014/15 that will contribute towards
achievement of the community’s Strategic Objectives as defined in the Community Plan
2030. This annual review has also assessed the plan against the Charter of Human
Rights and Responsibilities Act 2006.
While there has been some rescheduling of projects, and the addition of some other
projects, there has not been significant change in the overall list of actions for the
upcoming financial year. For this reason, the entire Council Plan has not been reprinted
this year. Please read this addendum in conjunction with the original plan, taking the
2014/15 reviewed actions from this document as the version to replace those listed for
that year in the original Plan.
The review process has been conducted in three stages:
Performance
Report
Community
Consultation
Finalisation and
Adoption
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Performance Report
The first step of this project was to prepare an annual performance report, outlining
Council’s performance to date on the 2013/14 actions identified in the Council Plan.
Community Consultation
In order to ensure that the plan remains relevant to the needs of the community,
consultation will be undertaken in a range of ways, from online discussion in our
Community Voice forum, via workshops and public exhibition between 8 may 2014 and
5 June 2014
Finalisation and Adoption
A councillor sub-committee will consider any submissions made during the public
exhibition period and analyse them for inclusion in the final review, which is scheduled
to be presented to Council on 24 June 2014.
Reviewed actions for 2014/15
This section outlines the actions Council will take under each Future Direction over the
next four years to help achieve the community’s aspirations and meet the needs of the
Municipal Public Health and Wellbeing Plan.
The Theme encompasses the feedback from the community consultation, and enables
a range of community concerns to be grouped together. You will see the same themes
in the Community Plan.
The Strategic Objective is the vision the Community has for the municipality in 2030.
These were defined by the community and prioritised by the community. In most
Future Directions, there are a number of Strategic Objectives per Theme. Although the
legislation requires them to be called a Strategic Objective, they do reflect the vision
and aspirations of the community.
The Council Goal is what Council can do over the four years to contribute towards the
achievement of the community’s vision (ie. the Strategic Vision) by 2030. Although
these goals are specific to the 2014/15 year, it is expected they are contributing to the
long term vision.
The Indicators are what Council will use to measure progress towards achieving that
vision. The specific measurements will be applied to the activities undertaken each year
under each goal, but the Indicators will be able to track Council’s progress over the four
years in contributing to the long term vision.
5
The Council Role indicates Council’s contribution to the achievement of this goal.
Council can be a provider and directly undertake work to support a strategic objective.
Council can advocate for works on behalf of its community. Council can support the
work of others in the role of facilitator.
The
indicates the goal was specifically developed for the purposes of the
Municipal Public Health and Wellbeing Plan.
For each year of this plan, there will be specific actions that can be undertaken that will
also contribute to the achievement of the goal, and ultimately, the 2030 vision. These
actions will be listed under the year for which they have been scheduled. In that year,
those actions will be expanded to form the Major Initiatives part of the Annual Budget,
and will have specific performance measures in order to report on them. This is also a
statutory requirement.
The CP indicates the action has been prioritised as a Corporate Plan Action for the
2014/15 year and was prioritised in the budget process.
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Strategic Objectives
Future Direction 1: Inclusive & Engaged Community
Our City is diverse and that is its strength. People from many countries with different languages, faiths, and customs have made it their home. There are
also urban and rural communities. When we are together we learn and grow through each other's experiences. We build skills and capacity so everyone
can fully engage and participate in community life. All voices are heard and decision making takes account of all views. Our inclusive, engaged
community is resilient and strong.
Theme
Community Spirit
Participation &
Decision Making
Diversity
Strategic Objective
We encourage the development of community spirit
We have access to arts and cultural programs
There are festivals that bring us together
People are involved in issues that affect them
Community decision making is inclusive
We share an open expression of cultural heritage
We provide support to new and emerging communities
There are programs to promote cultural diversity and address race-based discrimination
Municipal Public Health and Wellbeing goal
Corporate Plan Action
Strategic Objective
Council Goal
Indicators
Council Role
2014-2015 Reviewed Action
We encourage the
development of
community spirit
1.1 Council will work to build a
stronger sense of community within
neighbourhoods and across the
municipality, and create new
opportunities for social networks
and civic engagement
Levels of community
engagement (from
VicHealth indicators
/Annual Household
Survey)
Provider
Support and review the Community
Leadership Network
Facilitator
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Strategic Objective
Council Goal
Indicators
Council Role
We encourage the
development of
community spirit
1.1 Work to build a stronger
sense of community within
neighbourhoods and across the
municipality, and create new
opportunities for social networks
and civic engagement
Increased levels of
participation in
community groups
Provider
Numbers of staff and
partners trained in civic
participatory methods
Provider
Increased perception that
there is a strong sense of
community
Provider
Increased opportunity to
have a say on issues
Provider
Facilitator
Work across Council to develop a
common cross-council agreed
geography to define
neighbourhoods and communities
to inform planning, community
strengthening, service delivery and
infrastructure
1.2 Council will co-ordinate and
review arts and cultural programs to
bring people together
Increased participation in
arts and cultural events
Facilitator
Implementation of an Arts
Development Strategy
1.3 Council will take a strategic
approach to planning for the future
needs of art across the municipality
Audit undertaken of
current art values
Develop a guide for future
works in public art
Facilitator
Provider
No action in 14/15. Actions to be
scheduled for future years
We have access to
arts and cultural
programs
Facilitator
2014-2015 Reviewed Action
Develop a community building
strategy
Facilitator
Facilitator
Develop a comprehensive suite of
community health and wellbeing
indicators and determinants to
inform planning and monitoring for
children, young people and their
families
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Strategic Objective
Council Goal
Indicators
Council Role
2014-2015 Reviewed Action
Increase in satisfaction of
attendees at all festivals
and events
Provider
Scope the development of a training
program in festival delivery
Level of participation in
community arts and
events (VicHealth
Indicators)
Provider
People are involved in 1.5 Council will support local
the issues that affect volunteer groups to act as advocates
them
to State and Federal governments
with a stronger voice
Community has access to
data
Advocate
Develop strategy to build the
capacity of local volunteer
groups through an identified
number of training sessions
1.6 Council will align planning,
policy and practices to the
circumstances and aspirations of the
community, as expressed by the
community
Council planning activities
are informed by
community engagement
processes
Provider
Implement Year 2 priority actions of
the Disability Action Plan
1.7 Council will facilitate an
effective community engagement
process by providing information to
the community about all relevant
factor for consideration
Consultation and
Engagement Framework
methodology is applied to
all community
engagement processes
Provider
Develop Multicultural Engagement
Tool
There are festivals
1.4 Council will co-ordinate and
that bring us together review the range of festivals
provided to bring people together
Community decision
making is inclusive
Facilitator
Facilitator
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Strategic Objective
Council Goal
Indicators
Council Role
2014-2015 Reviewed Action
Participation and
decision making
1.8 Council will facilitate
partnerships and continuous
dialogue with children, young
people, parents and the community
Staff and partners are
trained in consultation
approaches
Advocate
Consulting with children training, to
continue with staff and partners
Facilitator
Provider
Actions are informed by
local consultation data
Advocate
Provider
Facilitator
Consultations with children, young
people, families and services to
inform the development of the
Municipal Children, Young People
and Family Physical Infrastructure
Plan and Social Capital and Service
System Plan
1.9 Council supports and endorses
communities to develop their
community emergency plan
Plan endorsed by
Municipal Emergency
Management Planning
Committee (MEMPC)
Facilitator
Emergency exercise developed to
test community emergency plan
We share an open
expression of cultural
heritage
1.10 Council will provide
opportunities for the sharing of
cultural heritage
Culture is celebrated
within the community
Provider
Implement heritage overlay on
locally significant heritage places
We provide support
to new and emerging
communities
1.11 Council actively advocates for
services and infrastructure in our
growth areas
Community Satisfaction
Survey
Advocate
Policy shifts at State and
Federal Government
Facilitator
Advocate to State and Federal
Governments for funding to
improve community infrastructure
for connectedness within the
community
10
Strategic Objective
Council Goal
Indicators
Council Role
2014-2015 Reviewed Action
We provide support
to new and emerging
communities
1.12 Council will provide
opportunities for people to connect
Families in growth areas
connect with service and
support networks
Facilitator
Family Strengthening Pilot in Epping
North
1.13 Council will provide programs
to engage diverse community and
address race based discrimination
Increase number of
participants in programs
Provider
Continued implementation of
Localities Embracing and Accepting
Diversity (LEAD) Program
1.14 Council will partner with
Aboriginal communities to achieve
the best possible opportunities and
outcomes
Number of instances
Aboriginal Engagement
Protocols used
Provider
Continued partnership with Bubup
Wilam for Early Learning and
supporting Planned Activity Groups
for elders
Facilitator
Develop Strategy for club
engagement and seek partner/
sponsors
There are programs
to promote cultural
diversity and address
race-based
discrimination
Aboriginal Cultural
Heritage Study completed
1.15 Council will develop a
welcoming, inclusive and healthy
sporting environment program
based on the VicHealth Everyone
Wins & Healthy Sporting
Environment approach
Number of codes/clubs
engaged meeting criteria
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Future Direction 2: Accessibility in, out and around our City
Access in, out and around our community happens in many ways, and for many reasons. Public transport, roads for vehicles, walking and bike paths,
communications and digital networks allow us to connect with the services we need. The local services that are provided must match our community
need, and services that cannot be provided locally are easily accessible. The design and construction of our built infrastructure enables access for all.
Theme
Access to Services
Transport
Access to
Information
Strategic Outcome
We can access hospitals
We can access health services
We can access expanded library services
We can access mental health services
We can access community meeting spaces
We can access childcare, kindergartens and playgroups
We can access council services
We can access affordable housing
We can access youth services
We can access community transport
Our road network provides adequate access to the municipality and beyond
We have walking paths
We can cycle safely
We can access public transport
We can access broadband
We can access online services
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Municipal Public Health and Wellbeing goal
Corporate Plan Action
Strategic Objective
Council Goal
Indicators
Council Role
2014-2015 Reviewed Action
We can access
hospitals
2.1 Council works with
partners/stakeholders to ensure
hospital based medical services are
provided to our community
Funding submissions
made
Facilitator
Advocate for funding for existing
and new hospitals to service the
existing and future northern region
of Melbourne and the outlying rural
areas
Establishment of
stakeholder group
Facilitator
We can access health
services
2.2 Council will work with
partners/stakeholders to ensure
health, dental and community
services are provided to our
community
Advocate
Advocate
Facilitator
Provider
Advocate
Facilitator
Identified number of
health services
Provider
Advocate
Promote the findings of the Human
Services Needs Analysis, internally
within Council and to service
providers
Scope the development of the
Whittlesea Community Futures
Action Plan
Facilitator
Provider
Advocate
Advocate for local respite
services targeting 24-65 year
olds
13
Strategic Objective
Council Goal
Indicators
Council Role
2014-2015 Reviewed Action
We can access
expanded library
services
2.3 Council will plan to provide for
expanded library services
Reduction in number of
library users travelling
more than 20km to access
library services
Provider
Develop a Municipal Library
Strategy to inform future
planning
We can access mental 2.4 Council will work with
health services
partners/stakeholders to ensure
mental services are provided to our
community, with an initial priority
for youth mental health services
Increase in number of new Advocate
mental health services
located in municipality
Develop and implement advocacy
resources and strategy following
the findings from the Youth Mental
Health Mapping and Audit Project
conducted in 2013/2014
We can access
community meeting
spaces
2.5 Council will deliver capital works
construction of new spaces
Projects delivered on time
and on budget
Provider
Delivery of 2014 - 2015 New Works
program
We can access
childcare,
kindergarten and
playgroups
2.6 Council will assist children in the
early years to access high quality
early childhood education and care,
especially in growth area new
facilities
Participation in high
quality early childhood
education and care
Provider
Advocate
Implement People, Services and
Places Strategy
2.7 Council will facilitate access to
community and supported
playgroups to enable social
connections, child development
activities and social support
Number and location of
playgroups
Facilitator
Advocate
Promotion of available facilities
including new Community Activity
Centres to young parents as
possible locations for new
playgroups
2.8 Deliver high quality services and
supports for children, young people
and families
Development of social
capital system plan
Provider
Implementation of social
capital and service system
plans
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Strategic Objective
Council Goal
Indicators
Council Role
2014-2015 Reviewed Action
We can access
childcare,
kindergarten and
playgroups
2.8 Deliver high quality services and
supports for children, young people
and families
right@home program
implemented
Provider
Implementation of the right@home
Sustained Nurse Home Visiting
Program (antenatal - 2 years of age)
We can access
Council services
2.9 Council will provide services in a
timely, accessible and effective
manner
Customer Satisfaction
Survey rates Council
services higher than
previous year
Provider
Review service levels of Council
provided services
We can access
affordable housing
2.10 Work with other levels of
Government, developers and
stakeholders to explore options for
low cost housing are available to our
community
Regional Affordable
Housing Group
established
Facilitator
Advocate
Establish Housing Advisory Group
We can access youth
services
2.11 Council will provide
opportunities for young people in
the municipality to be engaged and
supported
Number of young people
supported
Provider
Implementation of Middle Years
strategy
We can access
community transport
2.12 Council will develop a
community transport framework to
ensure a service is provided to
residents
Increased access to
community transport
Advocate
Facilitator
Pursue resources and scope the
Community Transport Framework
Facilitator
Develop Council's community
transport policy in the context of
the agreed municipal community
transport framework
15
Strategic Objective
Council Goal
Indicators
Council Role
2014-2015 Reviewed Action
Our road network
provides adequate
access to the
municipality and
beyond
2.13 Council will develop a
construction strategy to support
future Council road upgrades
Construction strategy
completed
Provider
Consider development of future
road construction strategies
2.14 Council will ensure our road
network integrates with other
transport elements
Integrated Transport
Strategy completed and
actions from relevant
years completed
Provider
Develop implementation plan
for Integrated Transport
Strategy
2.15 Council will advocate to the
State Government for improvements
to major roads within the
municipality
Relevant information
provided to other levels of
government prior to
Budget deliberations
Advocate
Advocate for transport
improvements as per the Top
10 Advocacy Priorities
2.16 Council will maintain our local
road network with capital funding
for rehabilitation of roads, footpaths
and roadside infrastructure
Works completed on time
and on budget
Provider
Construction of shared path along
Darebin Creek and in Edgars Road
2.17 Council will deliver capital
works design and construction
programs for extra carriageways,
extension, duplications on identified
Council roads
Works completed on time
and on budget
Provider
No action in 14/15. Actions to be
scheduled for future years
2.18 Council will work towards
better connectivity of safe walking
paths
User perception of safety,
walkability and
connectivity are
mentioned
Provider
Develop Active Whittlesea
Framework
We have walking
paths
16
Strategic Objective
We can cycle safely
We can access public
transport
We can access
broadband
Council Goal
2.19 Council will work towards
delivering safer cycling options to
the community with State
Government and other stakeholders
2.20 Council will advocate to the
State Government for
improved public transport servicing
this municipality
2.21 Council will work with partners
and stakeholders to address access
and promote use of the NBN
Indicators
Council Role
2014-2015 Reviewed Action
Improvement to existing
Provider
walking network identified
and prioritised
Implemented recommendations
from the Walking Strategy review
Increased kilometres of
bicycle paths and lanes
Provider
Facilitator
Adopt Bicycle Plan
Road injury statistics
Provider
Facilitator
Less connections via roads
with new path
connections
Provider
Facilitator
Relevant information
provided to other levels of
government prior to
Budget deliberations
Advocate
Advocate to improve connectivity
of walking and cycling paths to
public transport consistent with
Integrated Transport Strategy
Advocate
Advocate for more public transport
and expansion in growth areas
Number of programs to
promote NBN
Facilitator
Advocate
Number of queries
answered/vs. successful
outcomes
Facilitator
Advocate
Participate in the implementation
of Regional Digital Economy
Strategy and Local Intelligent
Community Strategy
Undertake improvement to bicycle
network
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Strategic Objective
Council Goal
We can access online
services
2.22 Council will ensure a whole of
Council strategy guides our online
community engagement
Indicators
Council Role
2014-2015 Reviewed Action
Provider
Expand the number of online
consultation opportunities through
online consultation portal
'Community Voice'
Provider
Continue Seniors Virtual Village
Project
Increased participation
online
18
Future Direction 3: Growing our Economy
A diverse economy offers varied career opportunities so people can live and work in Whittlesea. Business attraction requires infrastructure and
transport planning, affordable housing, skill development and a supportive regulatory environment. We need to work on supporting and developing
opportunities for local business like growing the food we need locally. Education facilities offer everyone
career
and skill development options.
Theme
Employment
Economic
Development
Skill Development
Strategic Outcome
There are a diverse range of local employment opportunities
We have strategies that encourage new business investment
Local Businesses are supported
Our rural land provides sustainable economic development
There are opportunities for life-long learning
Families are supported through all of life’s stages
Municipal Public Health and Wellbeing goal
Corporate Plan Action
Strategic Objective
Council Goal
Indicators
Council Role
There are a diverse
range of local
employment
opportunities
3.1 Council will facilitate the
delivery of more local jobs for all
with a focus on groups who
experience social and health
inequities, together with an
organisational commitment to
employing locally
Increase in the number of Facilitator
placements undertaken by Provider
local students
Develop a work experience and
student placement strategy within
Council to maximise employment
pathways for local students.
Increase in number of
residents working in the
municipality
Review Council's Recruitment
Strategy to include an increased
focus on employment of local
residents
Provider
2014-2015 Reviewed Action
Implementation of the Aboriginal
Employment Strategy
19
Strategic Objective
Council Goal
Indicators
Council Role
2014-2015 Reviewed Action
There are a diverse
range of local
employment
opportunities
3.1 Council will facilitate the
delivery of more local jobs for all
with a focus on groups who
experience social and health
inequities, together with an
organisational commitment to
employing locally
Increase in the number of
jobs on offer across the
municipality
Facilitator
Provider
Finalise Economic Development
Directions Paper and utilise this
to develop an Economic Development
Strategy Brief
3.2 Council will facilitate the
development of industry to support
local employment
Increase in the types of
industries on offer across
the municipality
Provider
Facilitator
No action in 14/15. Actions to be
scheduled for future years.
3.3 Council will build internal
capacity and provide local positive
social outcomes with Social
Procurement (SP) partners
Number of tender and
contracts with SP
provisions and social
benefit deliverables
Provider
Continually review the SP and local
employment initiatives in the
Procurement Strategy
Employment outcomes
Advocate
Increased opportunities
for local businesses
Facilitator
Advocate
3.4 Council will develop
partnerships with relevant
stakeholders to facilitate further
employment opportunities
Partnership with RMIT to provide
research and student placements to
local businesses (especially food
manufacturing)
Investigate (with TAFE and
Universities) alternative methods in
local skill shortage areas
20
Strategic Objective
Council Goal
Indicators
There are a diverse
range of local
employment
opportunities
3.4 Council will develop partnerships Increased opportunities
with relevant stakeholders to
for local businesses
facilitate further employment
opportunities
We have strategies
that encourage new
business investment
3.5 Council will promote the
municipality to business as a
destination for investment
Council Role
2014-2015 Reviewed Action
Facilitator
Advocate
Seek the support of stakeholders to
advocate to Government for key
infrastructure improvements which
have economic development benefits
Increase in the number of Provider
queries regarding business
investment
Investment prospectus prepared for
Wholesale Market Precinct (subject to
Government funding)
Promote the Epping Central
Development Prospectus to potential
investors
Local businesses are
supported
3.6 Council will ensure there is
adequately zoned industrial land
Number of available
industrial zoned parcels of
land
Provider
No action in 14/15. Actions to be
scheduled for future years.
3.7 Council will provide and assist
with the development of training
and networking opportunities for
small and medium businesses
Number of events held
per annum
Provider
No action in 14/15. Actions to be
scheduled for future years.
3.8 Council will advocate for better
government benefits for our
business community
Number of visits to State
and Federal Governments
Advocate
Amount of State and
Federal Government
funding for Growing our
Economy Initiatives
Advocate
Facilitator
No action in 14/15. Actions to be
scheduled for future years.
21
Strategic Objective
Council Goal
Indicators
Council Role
2014-2015 Reviewed Action
Our rural land
provides sustainable
economic
development
3.9 Council will investigate options
for using rural land for agricultural
production
Identification of viable
options for agricultural
production
Facilitator
Continue delivery of rural incentive
programs
There are
opportunities for lifelong learning
3.10 Council will work with partners
to facilitate more learning
opportunities
Greater number of
opportunities
Facilitator
Strengthen relationships with
community-based non-profit
education and training providers,
agencies and networks
Implement Stage One of the Lifelong
Learning Strategy
Families are
supported through all
of life’s stages
3.11 Council will provide tools and
support for families to be strong
Family strengthening plan
in place
Facilitator
Develop a Family Strengthening
Plan
22
Future Direction 4: Places and Spaces to connect people
Places, spaces and events bring people together to socialise and access services and also help build our community and an understanding and
appreciation of our diversity. Our community hubs provide a central place to meet, shop and have a haircut, go to the doctor, post a letter, do banking,
have coffee, visit the library and be entertained. They bring people together. Urban design develops a sense of place built on heritage. Parks and
recreation facilities improve community wellbeing and can be used for events and celebrations. There are many
pathways to bring people together in all the communities that together make our City.
Theme
Open Space
Community Hubs
Planning our space
Leisure & Recreation
Strategic Outcome
We have open spaces that are welcoming and safe for public gathering
We have areas that bring people together around services and entertainment
experiences
Our Urban Design helps build connection to place and the community
Our recreation facilities and open spaces are accessible and respond to local need
Municipal Public Health and Wellbeing goal
Corporate Plan Actions
Strategic Objective
Council Goal
Indicators
Council Role
2014-2015 Reviewed Action
We have open spaces
that are welcoming
and safe for public
gathering
4.1 Council will continue to provide
a range of open spaces for use by
the community
Increased perception of
safety in public open
space
Provider
Implement the Playspace Strategy
Increased use of open
space
Provider
Develop action plan to
implement the Open Space
Strategy
We have areas that
bring people together
around services and
entertainment
experiences
4.2 Council will develop improved
governance models for community
facilities
New governance model
Provider
adopted and implemented Facilitator
Refine community facilities
governance model for Aurora
Community Activity Centre and
Renaissance Rise Family and
Children's Centre operations
23
Strategic Objective
Council Goal
Indicators
Council Role
2014-2015 Reviewed Action
We have areas that
bring people together
around services and
entertainment
experiences
4.2 Council will develop improved
governance models for community
facilities
New governance model
adopted and implemented
Provider
Facilitator
Conduct a feasibility study for the
long term plan for Plenty Ranges
Arts and Convention Centre
(PRACC)
4.3 Council will ensure a wide range
of community meeting spaces are
available
Community satisfaction
with availability of
meeting spaces
Provider
Implement Halls and Meeting
Spaces Strategy
Provider
Develop an Urban Design
framework
Advocate
Ensure Urban Design plays a lead
role in the Precinct Structure
Planning process
Develop a business case for the Mill
Park Leisure & Service Centre
Our urban design
helps build
connection to place
and the community
4.4 Council will work towards
strengthening and implementing
Council planning tools to build
better connections
Our recreation
facilities and open
spaces are accessible
and respond to local
need
4.5 Council will develop and
implement a strategic plan for future
leisure centres and aquatic facilities
that meet local requirements
Implementation of first
four year actions from 20
years Major Leisure &
Aquatic facility strategy
Provider
Our recreation
facilities and open
spaces are accessible
and respond to local
need
4.6 Council will continue to provide
a high quality network of local parks
and recreational facilities across the
urban and rural areas which are
managed for community and
environmental benefits
Community Satisfaction
Survey demonstrates
increase in satisfaction
with park and facility
accessibility
Provider
Using Open Space Strategy criteria,
assess requirements for suitable
future park sites
4.7 Council will implement the
Recreation Strategy
Number of implemented
actions from Recreation
Strategy
Provider
Development of a Cycling strategy
Continual review of
Municipal Strategic
Statement incorporates
new policy and framework
Implement Major Leisure &
Aquatic Facility Strategy
24
Strategic Objective
Council Goal
4.8 Council will assist with access
for everyone to play spaces that are
suitable for all ages and abilities
Indicators
Increased number of
suitable play spaces
Council Role
2014-2015 Reviewed Action
Advocate
Provider
Continued advocacy for the All
Abilities Playspace
Advocate
Provider
Undertake review of existing shade
policy
25
Future Direction 5: Health and Wellbeing
A healthy community that supports people through all of life's stages and cares about life-long learning has a sense of wellbeing and belonging. Health
services are available locally and easily accessed in community hubs. Support is available for young people, families, seniors and those who are isolated
and disadvantaged. Communities are safe places where harm from violence, alcohol and drugs is removed. Access to education, training and
information enables lifelong learning for everyone.
Theme
Safety
Schools
Healthy Community
Strategic Outcome
We have a police presence that deters crime and violence
We have family violence prevention programs
There are crime reduction programs
We have disaster community safety and resilience programs
Our built form incorporates safety design
The number of placement of schools are adequate for our population
The quality of schools is high
We take a prevention approach to health issues and health policy
Municipal Public Health and Wellbeing goal
Corporate Plan Actions
Strategic Objective
Council Goal
Indicators
We have a police
presence that deters
crime and violence
5.1 Council advocates to Victoria
Relevant information
Police and the State Government for a provided to other levels of
police station in Mernda
government prior to
annual budget
deliberations
Council Role
2014-2015 Reviewed Action
Advocate
Dependant on outcome of 2014/2015
State Government budget, continue to
advocate for the inclusion of a Mernda
police Station as part of State
2015/2016 budget preparations
26
Strategic Objective
Council Goal
Indicators
Council Role
2014-2015 Reviewed Action
We have family
violence prevention
programs
5.2 Council will support action to
prevent family violence and sexual
assault by addressing the underlying
causes of gender- based violence and
promoting equal and respectful
relationships in the community
Key partners engaged in
planning to address family
violence
Provider
Facilitator
Identify actions and partnerships to
address identified cause of and
contributing factors to family violence
in the local context
Strategic framework
adopted
Provider
Facilitator
Advocate
Advocate
Training reaches identified
key staff
Provider
Facilitator
Implement Strategic Framework
for prevention of violence
against women
Implement gender analysis training for
relevant key staff
Advocate
Gender equity integrated
into business plans across
departments
Provider
Facilitator
Actions to address family
violence integrated into
business plans across
departments
Provider
Facilitator
Budget initiative/s
internal/external funding
sourced
Provider
Facilitator
Advocate
Explore internal and external funding
options for actions to prevent family
violence and sexual assault
Prevalence of family
violence and sexual
assault monitored
Provider
Facilitator
Monitor implementation of whole of
Council Family Violence Strategy
Advocate
Advocate
Embed gender equity and primary
prevention strategies into
departmental business plans
Define Council's role through the
development of Council Family
Violence Strategy
Advocate
27
Strategic Objective
Council Goal
Indicators
Council Role
2014-2015 Reviewed Action
There are crime
reduction programs
5.3 Council will support action to
increase community safety, enhance
perceptions of community safety and
prevent crime across municipality
Perceptions of community
safety
Facilitator
Monitor crime (against
person and property)
Facilitator
Advocate
Prioritise opportunities in Local
Area Community Safety plan
with a focus on social prevention and
Crime Prevention Through
Environmental Design (CPTED) in
Partnership with the Department of
Justice
Regional standard
operating guidelines and
accompanying training
developed and delivered
Facilitator
Provider
Advocate
Regional exercise held
annually
Facilitator
Provider
Advocate
Common procedures and
protocols established
Facilitator
Provider
Advocate
We have disaster,
community safety
and resilience
programs
5.4 Council leads regional
collaboration to develop regional
capacity to respond to all emergency
events
5.5 Council will incorporate
community resilience into our
emergency management planning to
build community capacity
Advocate
Post-impact assessment tool
developed and adopted
Increased levels of
Facilitator
community involvement in Provider
Council's emergency
planning process
Community recovery training
developed and delivered
Community based training
and planning delivered
Emergency exercise developed and
delivered in partnership with
Whittlesea Community Resilience
Committee
Facilitator
Provider
28
Strategic Objective
Council Goal
Indicators
Council Role
Our built form
incorporates safety
design
5.6 Council will integrate Crime
Prevention Through Environmental
Design (CPTED) principles into policy,
strategies, design guidelines and
capital works to enhance community
safety and address crime prevention
Safer Design Guidelines
Facilitator
reflecting CPTED principles Provider
included in audit
Advocate
Safer Design Guidelines reflecting
CPTED principles included in audit
process of Council’s planning policies,
documents and processes
The number and
placement of schools
are adequate for our
population
5.7 Council will work with State
Government on a staged plan for the
delivery of education facilities in
Whittlesea's growth areas
Increase in number of
schools in growth areas
Inform Department of Education and
Early Childhood Development of City
of Whittlesea's strategic facility
planning needs, to ensure alignment
Advocate
2014-2015 Reviewed Action
Manage joint City of Whittlesea
and Department of Education
and Early Childhood Development,
Education Infrastructure Forums
The quality of schools
is high
5.8 Council will work with the
Department of Education to ensure
that new schools in Whittlesea’s
growth areas meet the requirements
of the local population
Local community groups
and school committees
are connected
Advocate
No action in 14/15. Actions to be
scheduled for future years.
We take a prevention
approach to health
issues and health
policy
5.9 Council will consider health
and wellbeing outcomes and health
inequities perspective in planning
Health in All Policies
(HiAP) principles
developed
Facilitator
Provider
Advocate
Develop best practice principles for
the inclusion of HiAP
Number of departments
using the HiAP tool
Facilitator
Provider
Advocate
Number of plans reflecting Facilitator
the HiAP principles
Provider
Advocate
29
Strategic Objective
Council Goal
Indicators
Council Role
2014-2015 Reviewed Action
We take a prevention
approach to health
issues and health
policy
5.10 Council will plan for growth
by supporting the creation of liveable
socially connected communities
Growth Areas Social
Planning Tool (GASPT)
informs planning of all
new developments across
the municipality
Facilitator
Growth Areas Social Planning
Tool (GASPT) process adopted
and used at the City of Whittlesea
Provider
Advocate
Plans identify social
recourses needed, when,
how and by whom they
should be delivered
5.11 Council will support the
creation of healthy active liveable
connected communities via parks and
open space planning, transport
planning and urban planning
‘Healthy by Design’
principles applied within
Council's planning
practices.
Facilitator
Advocate
Audit of current planning processes
and documents to assess gaps in the
application of Healthy by Design
principles
5.12 Council will support and
encourage health promoting settings
to reduce risk factors for preventable
chronic disease via the Health
Together Whittlesea federally funded
program
Reduced smoking
Provider
Implement health champions program
Provider
Facilitator
Advocate
Reducing harmful alcohol
consumption
Provider
Deliver social marketing campaign
Facilitator
Advocate
Increased fruit and
vegetable consumption
Provider
Increased physical activity
Advocate
Facilitator
Promote and support the
implementation of the Achievement
Program in workplaces, schools and
early childhood services
30
Strategic Objective
Council Goal
We take a prevention
approach to health
issues and health
policy
5.13 Council will develop healthy Number of codes/clubs
sporting environment programs based engaged meeting criteria
on the VicHealth Healthy Sporting
Environment approach
5.14 Council will increase access
and availability of healthy, affordable
food including fresh fruit and
vegetables in areas of identified need
5.15 Council will develop policy to
support and encourage health
promoting community settings to
reduce risk factors for preventable
chronic disease
Indicators
Council Role
2014-2015 Reviewed Action
Facilitator
Explore partner and funding
options/sponsors for healthy sporting
environment programs
Facilitator
Develop guidelines for sporting and
community club engagement
Access to fruit and
vegetables across
municipality
Facilitator
Investigate and coordinate a range of
projects and strategic opportunities
which will increase access to fresh fruit
and vegetables within the municipality
Food security and
emergency food relief
data
Facilitator
Access to fruit and
vegetables across
municipality
Facilitator
Reduced harmful alcohol
consumption amongst
young people
Provider
Provider
Provider
Provider
Facilitator
Advocate
Establish and coordinate a food
system advisory group
Explore opportunities to collaborate
with the wholesale fruit and vegetable
market to address food insecurity
through redistribution of fruit and
vegetables
Develop an Alcohol management
policy and amendments to the
Planning Scheme to support
implementation of the Policy
Location and density of
alcohol outlets
Community support for
smoking ban in outdoor
public places
Reduced smoking
Provider
Facilitator
Advocate
Consider findings of Tobacco Strategy
Review
31
Strategic Objective
Council Goal
Indicators
Council Role
2014-2015 Reviewed Action
We take a prevention
approach to health
issues and health
policy
5.16 Council will work in
partnership with community and
service providers to reduce and
minimise the negative social,
economic and health impacts of
gambling
Ballarat University Survey
Facilitator
Continue to work with other councils
across Victoria to advocate for
responsible gambling through the
Victorian Local Government
Associations' Local Government
Working Group on Gambling
Advocate
Monitor influence on local
communities through Victorian Commission for
gambling and liquor
Regulation (VCGLR)
electronic gaming
machine expenditure data
5.17 Older residents have access to a
range of supports which improve their
wellbeing and capacity to age
positively
Facilitator
Advocate
Older residents have
Provider
access to a range of
Facilitator
supports which improve
Advocate
their wellbeing and
capacity to age positively
(as measured by indicators
of health and wellbeing in
HACC growth projects
data analysis)
Implement the Responsible
Gambling Strategy Year One
actions in partnership with key
stakeholders. Actions will be
determined by June 2014 upon Council
Adoption of the strategy
Develop and adopt Positive
Ageing Strategy
32
Future Direction 6: Living Sustainably
Living Sustainably in our community means managing the impacts of our environmental, economic, and social activities so that we remain healthy over
the long term. Our natural environment is a resource for all to enjoy and we need to protect it for future
generations. This means our carbon footprint, water, waste, energy use, flora (particularly the majestic River Red
Gums) and our fauna need to be cared for. Strong population growth, strong housing demand, economic growth,
climate change, alternative energies and transport all provide challenges for our environment, future planning and
how we live. Our daily routines have changed; we plan for tomorrow and use innovation to become more
sustainable. Everyone does their bit to help.
Theme
Environmental
Sustainability
Strategic Outcome
We have environmental education and conservation programs
We are an environmentally sustainable city
Rural land is managed appropriately
Municipal Public Health and Wellbeing goal
Corporate Plan Actions
Strategic Objective
We have
environmental
education and
conservation
programs
Council Goal
6.1 Council will continue to develop
and deliver community education
and conservation programs
Indicators
Increase in participation
rates at education and
conservation events
Council Role
Provider
2014-2015 Reviewed Action
Deliver programs to assist the
community to reduce their
environmental impact, through the
Sustainability Outreach Whittlesea
program & other Hands On
Sustainability events
We are an
environmentally
sustainable City
6.2 Council will continue to work on
strategies and plans that are shaping
the City of Whittlesea to be
environmentally sustainable
Environmental
Sustainability Strategy is
used as a reference for
other council planning
practices
Facilitator
Investigate options for the removal of
environmentally problematic materials
from the domestic waste stream
33
Strategic Objective
We are an
environmentally
sustainable City
Council Goal
6.2 Council will continue to work on
strategies and plans that are
shaping the City of Whittlesea to be
environmentally sustainable
Indicators
Community satisfaction
with waste management
Council Role
Facilitator
6.3 Council will implement the
Green Wedge Management Plan
Strategic land use planning
factors in preservation of
green wedge for flora and
fauna
Provider
6.4 Implement actions detailed
within Council's Environmental
Sustainability Strategy (ESS)
6.5 Council will continue to address
the threats posed by urban
stormwater runoff to the City’s
waterways
Rural land is managed 6.6 Council will continue delivery of
appropriately
rural incentive programs including
the rate rebate and environmental
works program
Provider
Implementation plan details Provider
priority and timing of
actions
Provider
Community satisfaction
with drainage and water
management
Provider
Increased participation in
rural incentive programs
Facilitator
% compliance with pest
plant local law program
Facilitator
2014-2015 Reviewed Action
Investigate the cost implications and
environmental benefit of extending
recycling services to commercial
premises and implement selected
services as required
Review the River Red Gum Protection
Policy
Complete Sustainable Water Use Plan
Implement Native Vegetation Strategic
Offset Plan
Implement Year 1
Implementation Plan priorities in
ESS
No action in 14/15. Actions to be
scheduled for future years.
Implementation of the new
Sustainable Land Rate Rebate Scheme
34
Future Direction 7: Good Corporate Governance
Providing good governance means that the decision making processes for managing public resources are accessible, transparent and appropriate.
Council must take into consideration principles of social justice and human rights in the delivery of democratic government.
Theme
Customer Centric
Operations
Growth and Change
Strategic Outcome
Council provides an efficient and effective service to residents
Resource
management
Council is financially sustainable for the long term
Council does not provide services that should be delivered by other tiers of
government and agencies
Council adopts best practice models of operation
Continuous
Improvement
Services and infrastructure keep pace with population growth
Municipal Public Health and Wellbeing goal
Corporate Plan Actions
Strategic Objective
Council Goal
Indicators
Council Role
Council provides an
efficient and effective
service to residents
7.1 Council will develop and
implement a Customer Service
improvement program
Customer Satisfaction
Survey of 80% or above
Provider
Services and
infrastructure keep
pace with population
growth
7.2 Council will develop and
Council's service delivery is
implement plan for population growth provided to new areas of
the municipality in line with
new residential
development
Provider
Advocate
2014-2015 Reviewed Action
Implement centralised Customer
Service Centre
Commence construction of animal
pound at Cooper Street site
Deliver scenario planning project
35
Strategic Objective
Council Goal
Indicators
Council Role
2014-2015 Reviewed Action
Services and
infrastructure keep
pace with population
growth
7.2 Council will develop and
implement plan for population growth
Council's service delivery is
provided to new areas of
the municipality in line with
new residential
development
Provider
Review Whittlesea Planning Scheme
and update MSS and Local Planning
Policies
Advocate
Develop the Civic Precinct
Masterplan
Council is financially
sustainable for the
long term
7.3 Council will develop and
implement a financial sustainability
program
Balanced budget is
achieved
Provider
Advocate
Provider
Advocate
Provider
Advocate
Council does not
provide services that
should be delivered
by other tiers of
government and
agencies
7.4 Council will continue to develop a
partnership approach for working
with agencies to ensure service
delivery meets community need
Number of services does
not increase year on year
Advocate
Services are aligned to
community plan priorities
Provider
Council adopts best
practice models of
operation
7.5 Council services embrace new
technology
All council strategies
consider benefits of new
technology
Provider
Develop growth model for Long Term
Financial Plan (LTFP)
LTFP is used to guide future decision
making
Develop Asset Management
Policy
Continue to work with and key
partnerships such as Whittlesea
Community Futures and the cluster
groups
Review Information
Management Strategy
Develop IT Strategy
36
Strategic Objective
Council Goal
Indicators
Council Role
2014-2015 Reviewed Action
Council adopts best
practice models of
operation
7.5 Council services embrace new
technology
All council strategies
consider benefits of new
technology
Provider
Implementation of Asset
Management System
7.6 Council will build and maintain a
competent workforce and leadership
capability in order to deliver efficient
and effective services to the
community
System capable of
managing a large
workforce, with self-service
and on-line capability
Provider
Undertake scoping of user
requirements for a new Human
Resource Information System
Learning & Development
Strategy aligned to
organisational need
Provider
Conduct workforce and service plan
reviews to ensure service delivery is
keeping pace with changing demands
Develop an Integrated HR
Strategy
7.7 Council will integrate planning for
services to ensure alignment to
community need
All new and/or reviewed
plans and strategies are
aligned to the Community
Plan
Provider
Implement best value approach to
service delivery
Review Council’s Green Purchasing
Policy/EcoBuy
Ensure triggers for community
strengthening activities, service
delivery and infrastructure delivery
endorsed by Council are incorporated
into planning for population growth
Develop and implement Continuous
Improvement Framework
Implementation of draft Service Level
Agreements with regular reporting
37
Strategic Resource Plan
1. INTRODUCTION
Council is required by the Local Government Act 1989 (Act), to prepare and approve a Council
Plan within the period of 6 months after the general election or by the next 30 June, whichever
is later. The Council Plan must include a Strategic Resource Plan (SRP) containing the matters
specified in Section 126 of the Act. The Strategic Resource Plan is prepared in conjunction with
the Council Plan to reflect the financial and non-financial resources required to achieve the
strategic objectives included in the Council Plan.
Developing council financial strategies is often a difficult process.
 Is sufficient revenue being generated to provide the services and level of service
required by its community?
 Is the condition of existing assets providing an acceptable level of service to the
community?
 What level of funding is required to upgrade existing assets or construct new assets?
 When should debt be used to fund capital projects?
 What is an acceptable rate and charge increase?
Purpose of SRP
Council is required to prepare a SRP under Section 126 of the Local Government Act (1989).
The purpose of the Strategic Resource Plan is to:
 Establish a framework to manage the resources required to achieve the strategic
objectives as expressed in the Council Plan;
 Provide an assessment of the resources required to achieve the strategic objectives of
the Council Plan;
 Plan for the long-term financial sustainability of the Council;
 Establish a basis to measure Council’s adherence to the principles of the Strategic
Resource Plan; and
 Assist Council to comply with sound financial management principles in accordance
with the Act.
A number of strategic challenges remain for Whittlesea Council including continuing to provide
an appropriate range and level of services to a growing community, renewing existing assets,
maintaining a sound financial position and addressing the need for capital expansion. This
Strategic Resource Plan provides the basis of how Council will meet these challenges.
SRP Objectives
The SRP is intended to achieve the following objectives:
 Maintain the existing range and level of service provision and develop the capacity to
grow and add new services;
 Maintain a strong cash position, ensuring Council remains financially sustainable in the
long-term;
38




Achieve operating statement surpluses with the exclusion of all non-operational items
such as gifted assets and capital income;
Maintain debt levels at or below prudential guidelines;
Continue to pursue recurrent grant funding and strategic capital funding aligned with
Council Plan objectives ; and
Ensure critical asset renewal is funded annually over the timeframe of the SRP
39
2.
PLANNING
FRAMEWORK
AND
ACCOUNTABILITY
The Planning and Accountability Framework is found in part 6 of the Act and in the Local
Government (Planning and Reporting) Regulations 2014 (the regulations). The legislation
requires councils to prepare the following documents:
 a council plan within the period of six months after each general election or by 30 June,
whichever is later
 a strategic resource plan for a period of at least four years and include this in the
council plan
 a budget for each financial year
 an annual report in respect of each financial year.
The following diagram shows the relationships between the key planning and reporting
documents that make up the planning and accountability framework for local government. It
also shows that there are opportunities for community and stakeholder input and feedback at
each stage of the planning and reporting cycle.
Figure 1 - Planning and Accountability Framework
Time horizon
Medium
Term
Medium-term
Planning
Council plan
 Strategic objectives
 Strategies
 Strategic indicators
Reporting
Stakeholder
and
community
engagement
Strategic resource plan
 Financial statements
 Statement of non-financial
resources
Budget
 Services and initiatives
 Service outcome
indicators
 Major initiatives
 Financial statements
Short term
Annual report
 Report of operations
 Financial statements
 Performance
statement
40
The planning framework provides for the Council Plan strategies to be linked to Business Plan actions
that are funded and resourced through the Annual Budget.
The organisation then measures and monitors performance and reports to internal and
external stakeholders as required.
41
3.
STRATEGIC RESOURCE PLAN (OVERVIEW)
Statutory requirements
“Section 125(1) of the Act requires councils to prepare a strategic resource plan and include
this in the council plan”
Section 126 of the Act states that:
 the strategic resource plan is a plan of the resources required to achieve the council
plan strategic objectives
 the strategic resource plan must include the financial statements describing the
financial resources in respect of at least the next four financial years
 the strategic resource plan must include statements describing the non-financial
resources including human resources in respect of at least the next four financial years
 the strategic resource plan must take into account services and initiatives contained in
any plan adopted by council and if the council proposes to adopt a plan to provide
services or take initiatives, the resources required must be consistent with the strategic
resource plan
 council must review their strategic resource plan during the preparation of the council
plan
 council must adopt the strategic resource plan not later than 30 June each year and a
copy must be available for public inspection at the council office and internet website.
In preparing the strategic resource plan, councils should comply with the principles of sound
financial management as prescribed in the Act being to:
 prudently manage financial risks relating to debt, assets and liabilities
 provide reasonable stability in the level of rate burden
 consider the financial effects of council decisions on future generations
 provide full, accurate and timely disclosure of financial information.
In addition to section 126 of the Act, part 2 of the regulations also prescribes further details in
relation to the preparation of a strategic resource plan. These further details include:
(a)
a statement of human resources;
(b)
a summary of planned expenditure in relation to the human resources referred to in the
statement of human resources, categorised according to the organisational structure of the
Council and classified separately as—
(i) permanent full time; and
(ii) permanent part time;
(c)
a summary of the planned number of full time equivalent Council staff referred to in the
statement of human resources, categorised according to the organisational structure of the
Council and classified separately as (i) permanent full time; and
42
(ii) permanent part time.
The Strategic Resource Plan is a rolling plan that summarises the medium-term financial
projections of Council. Medium-term planning is important for ensuring that Council remains
financially sustainable into the future.
The Strategic Resource Plan also shows how the annual budget for the forthcoming year fits
within the medium-term planning framework and demonstrates the linkage with the Council
Plan strategic objectives and desired outcomes.
The annual budget should reflect year one of the Strategic Resource Plan and should take into
account the activities and initiatives which contribute to achieving the strategic objectives
specified in the Council Plan. In developing the Strategic Resource Plan, the Council will be able
to determine its ability to meet its current and future obligations, as they fall due. The
organisation then measures and monitors performance and reports to internal and external
stakeholders as required.
Throughout this plan Council has identified objectives and strategies which the Council is
committed to achieving and which will be monitored to ensure the success of the plan. The
following table highlights the key objectives and/or strategies of this SRP.
Financial
Sustainability
Financial objectives
Seek to achieve and maintain an annual underlying
operating surplus over the life of this Strategic Resource
Plan.
Compliance with principles of Sound Financial Management
as contained in the Act
Long Term
Borrowings
Adherence to prudential guidelines
Future borrowings to be for capital projects that provide
intergenerational equity
Rating Information
Valuation base is NAV
Farm Rate discount
Sustainable Land Management Rebate
Melbourne Wholesale Markets Rebate
Asset management
Balance service levels with the expectations of communities
and stakeholders
Capital works
Budget for a net capital expenditure program of
approximately $20.0 million per annum for 2014/15
increasing by $2.0 million per annum over the term of this
SRP
Service delivery
Maintain existing service levels
Achieve an underlying breakeven operating result within the
short term
43
4.
OBJECTIVES
Financial Sustainability
The key objective, which underlines the development of the SRP, is financial sustainability in
the medium to long term, while still achieving Council’s strategic objectives as specified in the
Council Plan. The key financial objectives, which underpin the SRP, are:




Maintain existing service levels
Achieve a breakeven operating result in the short term
Achieve a net capital expenditure program of approximately $20.0 million per
annum for 2014/15 increasing by $2.0 million per annum over the term of this SRP
Achieve a balanced budget on a cash basis.
In preparing the SRP, Council has also been mindful of the need to comply with the following
Principles of Sound Financial Management as contained in the Act:




Prudently manage financial risks relating to debt, assets and liabilities
Provide reasonable stability in the level of rate burden
Consider the financial effects of Council decisions on future generations
Provide full, accurate and timely disclosure of financial information
The Victoria Auditor General’s Office (VAGO) presents an annual report to parliament on Local
Government based on their year-end financial audits of the local government sector comprising
79 councils. This report also includes an assessment of the financial sustainability of councils.
VAGO’s overall assessment of Council’s financial sustainability was low risk based on their
financial audit for the year ending 30 June 2013. When assessing the financial sustainability of
Council’s VAGO takes into consideration the following financial indicators:






Underlying result - councils generate enough revenue to cover operating costs
(including the cost of replacing assets reflected in depreciation expense)
Liquidity - councils have sufficient working capital to meet short-term commitments
Indebtedness - councils are not overly reliant on debt to fund capital programs
Self-financing - councils generate sufficient operating cash flows to invest in asset
renewal and repay any debt that may have been incurred in the past
Investment Gap - councils have been replacing assets at a rate consistent with their
consumption
Renewal Gap - councils have been maintaining existing assets at a consistent rate.
44
The following table summarises the key financial results for the four years 2014/15 to 2017/18.
2014/15
$’000
Indicator
Surplus/(deficit) for the year
Adjusted underlying result
Cash and investments
Cash flow from operations
Capital works expenditure
2015/16
$’000
143,988
(1,261)
101,775
46,370
53,053
146,374
294
88,742
48,718
67,133
2016/17
$’000
2017/18
$’000
Trend
+/o/-
149,847
2,117
87,646
50,048
63,456
156,779
4,778
95,920
52,574
50,607
+
+
+
+
+
Key to Forecast Trend: + Forecasts improvement in Council's financial performance/financial position indicator
o Forecasts that Council's financial performance/financial position indicator will be steady
- Forecasts deterioration in Council's financial performance/financial position indicator
The following graph shows the general financial indicators over the four year period
Financial Indicators
180,000
160,000
140,000
120,000
100,000
80,000
60,000
40,000
20,000
-20,000
2013/14
2014/15
2015/16
Operating result
Underlying operating result
Cash flow from operations
Capital works
2016/17
2017/18
Cash and investment
The key outcomes of the SRP are as follows:

Financial sustainability – Cash and cash equivalents combined with financial assets
(investments) is forecast to decrease over the four year period from $106.47 million (at the
beginning of 2014/15) to $95.92 million (at the end of 2017/18), which indicates prudent
financial management whilst maintaining a strong commitment to Council’s capital works
program by using a relatively minor portion of Council’s cash reserves.

Rating levels – Modest rate increases are forecast for 2014/15 at 3.95% and the following 3
years at an average of 4.5%, well below that expected of comparable (Outer Metro)
councils
45

Service delivery strategy – Service levels have been maintained throughout the four year
period. Despite this, operating surpluses are forecast in all years of the SRP as a result of
the receipt of significant gifted assets and developer contributions. Significant development
activity within the municipality and capital grant revenue received to fund the annual
capital works program is expected to continue. However, excluding the effects of capital
items such as capital grants and contributions, the adjusted underlying result shows a
deficit in 2014/15 with a return to surplus for 2015/16, 2016/17 and 2017/18. The adjusted
underlying result is a measure of financial sustainability and is an important measure as
once-off capital items can often mask the operating result

Borrowing strategy – Borrowings are forecast to increase from $31.7 million (at 30 June
2014) to $70.5 million (at 30 June 2018) in order to fund significant capital projects, and
represents a movement in the prudential ratio from 28.4% (at 30 June 2014) to 46.6% (at 30
June 2018).

Infrastructure strategy - Capital expenditure over the four year period will total $234.25
million at an average of $58.56 million.
46
The following table highlights Council’s current and projected performance across a range of key
financial performance indicators. These indicators provide a useful analysis of Council’s financial
position and performance and should be used in the context of the organisation’s objectives.
Measure
Budget
Notes
Indicator
Operating Position
Adjusted
Adjusted Underlying
Underlying
Surplus (Deficit)/
Result
Adjusted underlying
revenue
Liquidity
Working Capital Current Assets/
Current Liabilities
Unrestricted
Cash
Obligations
Loans and
Borrowings
Unrestricted cash /
Current liabilities
Loans and
Borrowings
Interest and principal
repayments/rate
revenue
Non-current liabilities/
Own source revenue
Indebtedness
Asset Renewal
Stability
Rates
concentration
Rates effort
Efficiency
Expenditure
level
Revenue level
Workforce
turnover
Interest bearing loans
and borrowings/rate
revenue
Asset renewal
expenditure /
depreciation
Rate revenue/adjusted
underlying revenue
Rate revenue/property
values (CIV)
Total expenditure/
number of
assessments
Residential rate
revenue / number of
residential
assessments
Number of
resignations and
terminations /
average number of
staff
Strategic Resource Plan
Projections
Trend
+/o/-
2014/15
2015/16
2016/17
2017/18
1
(.08%)
0.3%
1.2%
2.4%
+
2
313.2%
269.6%
251.1%
255.0%
+
180.9%
185.0%
182.7%
189.5%
+
26.9%
41.0%
52.5%
46.4%
-
3.5%
4.5%
5.7%
5.9%
-
23.0%
31.1%
40.6%
42.1%
-
4
22.5
35.1
58.2
50.9
+
5
68.2%
68.2%
69.4%
70.3%
+
0.4%
0.4%
0.4%
0.5%
+
$2,546
$3,465
$3,581
$3,543
+
$1,312
$1,371
$1,433
$1,497
+
6%
6%
6%
6%
-
3
Key to Forecast Trend:
+ Forecasts improvement in Council's financial performance/financial position indicator
o Forecasts that Council's financial performance/financial position indicator will be steady
- Forecasts deterioration in Council's financial performance/financial position indicator
47
Notes to indicators
1 Adjusted underlying result – The adjusted underlying operating result excludes the impact of nonrecurrent capital grants, non-monetary asset contributions and other contributions to fund capital
expenditure. It is an indicator of the sustainable operating result required to enable Council to continue
to provide core services and meet its objectives. Improvement in financial performance is expected
over the period.
2 Working Capital – The proportion of current liabilities represented by current assets. Working capital
is forecast to increase marginally in 2014/15 year but decrease over the following years due to increased
borrowings which will fund some large capital projects.
3 Debt compared to rates - Trend indicates Council's increasing use of debt to fund significant capital
projects
4 Asset renewal - This percentage indicates the extent of Council's renewals against its depreciation
charge (an indication of the decline in value of its existing capital assets). A percentage greater than 100
indicates Council is maintaining its existing assets, while a percentage less than 100 means its assets are
deteriorating faster than they are being renewed and future capital expenditure will be required to
renew assets.
5 Rates concentration - Reflects the extent of reliance on rate revenues to fund all of Council's on-going
services. Trend indicates Council will become increasingly reliant on rate revenue compared to all other
revenue sources despite efforts to identify other income streams.
Non-financial resources
In addition to the financial resources to be utilised over the planning period, Council will also utilise nonfinancial resources, in particular human resources. A summary of Council’s anticipated human
resources requirements for the 2014/15 year is shown below. A statement of Human Resources is
included in the SRP Model (Section 5)
Indicator
Employee costs ($'000)
- Operating
- Capital
Total
Employee numbers (EFT)
2014/15
$’000
2015/16
$’000
2016/17
$’000
2017/18
$’000
76,242
0
76,242
832
81,466
0
81,466
838
86,798
0
86,798
848
92,936
0
92,936
863
48
OTHER STRATEGIES
Long Term Borrowings
In developing this Strategic Resource Plan, borrowings was identified as an important funding source for
capital works programs. In the past, Council has borrowed moderately to finance large infrastructure
projects and since then has been in a phase of debt reduction. This has resulted in a reduction in debt
servicing costs, but has meant that cash and investment reserves have been used as an alternate
funding source to maintain robust capital works programs. With Council discretionary reserves now
forecast to be $38.8 million at 30 June 2014 and a significant capital works program to be completed
over the coming years, it has been necessary to reconsider the issue of borrowings.
Council regularly monitors its debt levels against prudential guidelines and has instituted a program of
debt reduction over the past few years to enable Council to invest in intergenerational capital projects
which will be required in the near term.
For the 2014/15 year, Council has decided to take out new borrowings to fund the capital works
program and therefore, after making loan repayments of $2.03 million, will increase its total borrowings
to $32.62 million as at 30 June 2015. In future years, borrowings will be required to fund further
infrastructure initiatives. The following table sets out future proposed borrowings, based on a) the
forecast financial position of Council as at 30 June 2014 and b) existing capital works projections.
Year
2013/14
2014/15
2015/16
2016/17
2017/18
New
Borrowings
$’000
0
2,901
16,730
21,680
8,822
Principal
Paid
$’000
1,667
2,033
2,497
3,175
3,678
Interest
Paid
$’000
2,289
2,174
3,437
4,902
5,314
Balance 30 June
$’000
31,750
32,618
46,851
65,356
70,500
Council’s approach to borrowings is to ensure that:
 Total borrowings remain below the State Government prudential guideline of 60% of total rate
revenue
 Debt commitment costs (principal and interest repayments for each financial year) remain
below the prudential guideline of 10 cents in every rate dollar
 Based on compliance with the prudential financial guidelines the purpose of borrowing will be
to fund capital projects that provide intergenerational equity.
Borrowings may also be required in the future as a means of securing a fixed rate of payment for other
liabilities Council may face, for example, should there be a future requirement to contribute additional
amounts to the Local Government defined benefit superannuation fund.
It is Council’s intention to participate in the MAV Loan Funding Vehicle which is expected to provide
interest savings of approximately 1% dependant on the loan terms.
All future borrowings will be considered carefully in accordance with principles of sound financial
management and the ability of Council to meet the relevant prudential requirements for borrowing set
49
out by State Government. The State Government prudential requirements for borrowing are set out
below, together with Council’s budgeted position at 30 June 2015:
Prudential
ratio
Calculation
Rationale
State Gov’t
Limit
Whittlesea
2014/2015
Budget
Comparison to
State
Government
Limit
Liquidity
(working
capital)
Current Assets
: Current
Liabilities
> 1.1 : 1
3.1 : 1
Greater
than
State
Government limit
Debt
commitment
Total loans as
a percentage
of rate
revenue
Total interest
costs as a
percentage of
total revenue
Reflects ability
to repay
current
commitments
from cash or
near cash
assets
Reflects total
loan levels
relative to
Council rates
Reflects the
proportion of
total revenue
that is used to
service loan
interest
Reflects the
proportion of
total revenue
that is used to
service loan
interest and
principal
repayments
<60%
27.0%
Below
State
Government limit
<5%
1.8%
Below
State
Government limit
<10%
3.5%
Below
State
Government limit
Debt servicing
Debt
Commitment
Costs
Total interest
plus principal
as a
percentage of
total revenue
As can be seen in the table above, Whittlesea’s position with respect to borrowings is well within the
State Government prudential limits in both the 2013/14 forecast and 2014/15 Budget years.
Rating Information
In developing this Strategic Resource Plan, rates and charges were identified as an important source of
revenue, accounting for approximately 66% of the total revenue (excluding non-cash contributions)
received by Council annually. Planning for future rate increases has therefore been an important
component of the Strategic Resource Planning process. The level of required rates and charges has
been considered in this context, with reference to Council's other sources of income and the planned
expenditure on services and works to be undertaken for the Whittlesea community.
However, it has also been necessary to balance the importance of rate revenue as a funding source with
community sensitivity to increases, particularly recent changes in property valuations and subsequently
rates for some properties in the municipality.
50
The following table shows a comparison of the last five years and the average rates per capita for the
2013/14 year.
Year
Whittlesea
City
Council
2009/10
2010/11
2011/12
2012/13
2013/14
Average increase
Average per capita 2013/14
3.95%
4.00%
4.98%
5.00%
4.75%
4.54%
$590
It is predicted that the 2014/15 operating position will be significantly influenced by increases in labour
resources and reductions in government funding in real terms. It will therefore be necessary to achieve
future revenue growth while containing costs in order to achieve an underlying breakeven operating
position by 2015/16 as set out in the Strategic Resource Plan.
In order to achieve these objectives while maintaining service levels and a strong capital expenditure
program, the general rate will increase by a modest 3.95%. This will raise total rate and charges for
2014/15 of $120.6 million, including $2.9 million generated from supplementary rates.
A challenge for the organisation is to grow the funding available to deliver the significant pipeline of
capital projects into the future.
The determination of Fees and Charges is also an important component of Council’s Annual Budget.
Council is about to commence an extensive review of fees and charges in an effort to ensure that price
settings are appropriate and contribute an equitable share of income to the Budget.
The following table sets out future proposed increases in rates and charges and the total rates to be
raised, based on the forecast financial position of Council as at 30 June 2014.
Year
General Rate
Increase
%
Farm Rate
Increase
%
Total Rates
Raised
$’000
2013/14
4.75%
-1.07%
112,177,664
2014/15 (proposed)
3.95%
3.95%
120,646,350
2015/16 (indicative)
4.5%
4.5%
130,502,661
2016/17 (indicative)
4.5%
4.5%
140,477,521
2017/18 (indicative)
4.5%
4.5%
150,978,875
Council uses the NAV (Net Annual Value) method of valuation and calculates a rate in the dollar on
property valuations to determine the total rate revenue required from the annual budget process.
The existing rating structure comprises two rating categories (general rate and farm rate). These rates
are structured in accordance with the requirements of section 155 of the Local Government Act 1989.
The City of Whittlesea has offered a Farm Rate since at least the early 1980s to assist those with genuine
farming properties within the municipality. In 2013/14 the discount was increased by 5% to 15% on the
51
general rate and currently is provided to and assists 197 properties on the farm rate. The discount will
remain at 15% for 2014/15.
Council also offers a rate rebate for sustainable land management and this will continue in 2014/15.
Eligible rural landowners may be provided with a rate rebate to encourage responsible land
management, through Council’s Sustainable Land Management Rebate Scheme.
The Sustainable Land Management Rebate is to be granted to:
 Assist in the proper and sustainable development of the municipal district
 Support and encourage the application of sustainable land management practices
 Preserve places within the municipal district which are of environmental interest
 Preserve, restore and maintain places of environmental importance and value within the
municipal district
 Improve the productive capacity of rural land; and
 Promote the objectives described in the Sustainable Land Management Rebate Scheme
Application Guidelines
Melbourne Wholesale Market Rebate
 Council will grant a rebate to each owner (or, where applicable, occupier) of land comprising any
part of the Melbourne Wholesale Markets.
 The rebate will become operative upon the commencement of trading at the Markets, and be in
an amount equal to the rates which would otherwise have been payable in respect of the land;
and
 The rebate is to be granted to assist the proper development of the municipal district
Under the NAV rating system there is no opportunity for differential rates other than a Farm Rate and
Urban Farm Rate.
Council has a formal Rating Strategy that contains expanded information on Council's rating structure
and the reasons behind its choices in applying the rating mechanisms it has used.
The following table summarises the rates to be determined for the 2014/15 year.
Rate type
How applied
2013/14
2014/15
Residential Rates
Farm Rates
Cents in $ of NAV
Cents in $ of NAV
.06290264
.05346724
.06397101
.05437536
Change
1.7%
1.7%
52
Asset Management
Asset Management is the combination of management, financial, economic, engineering and other
practices applied to physical assets with the objective of providing the required level of service in the
most cost effective manner. It includes the management of the whole life cycle (design, construction,
commissioning, operating, maintaining, repairing, modifying, replacing and decommissioning/disposal)
of physical and infrastructure assets.
Providing and maintaining infrastructure asset for service delivery is a function of Council under the
Local Government Act 1989.
Council’s Asset Management Policy is currently being updated. The revised policy, together with soon
to be developed service plans, endeavour to balance the service levels with the expectations of
communities and stakeholders, having due regard to available resources and affordability.
Council is also developing nine Asset Management Plans, and investing in an Asset Management System
to assist with the planning for the maintenance and renewal needs of infrastructure assets.
As a growth municipality with a significant number of new assets constructed each year, it is critically
important that future maintenance and renewal of these assets is planned for now, to ensure future
generations have access to the same service levels currently delivered
A key objective of the Budget is to allocate funding for the maintenance and renewal of existing
infrastructure assets used for providing services.
In developing the Budget, the following guiding principles were considered – (a) give priority to the
timely interventions which optimise the useful lives of assets so that expensive repairs and premature
renewal can be avoided; and (b) comply with regulatory obligations. The process includes:
 identification of capital projects that would maintain or renew Council’s existing assets at desired
condition levels; and
 prioritisation of capital projects.
Capital Works
Council also recognises the need to provide significant funding sources for additional assets needed to
provide for increased service demands. Asset Service Plans will inform this, and feed into identified
capital projects which are then prioritised in a New Works Program for the period of the Strategic
Resource Plan.
In the development of the New Works Program, Council assesses other options before committing to
the development of new assets.
In addition to the guiding principles stated above in this section, the following principles are also
considered – (a) take a strategic approach that forecasts the service delivery needs and the capacity to
meet them in a short, medium and long-term basis, and (b) provide and maintain assets fit for service
delivery.
53
The following table summarises Council's forward outlook on capital expenditure including funding
sources for the next four years.
Year
Total Capital
Program
$’000
2013/14
2014/15
2015/16
2016/17
2017/18
43,344
53,053
67,133
63,456
50,607
Grants
$’000
8,142
6,004
2,693
100
100
Summary of funding sources
Contributions Council Cash
$’000
$’000
1,053
1,863
353
431
643
Borrowings
$’000
34,149
42,284
47,357
41,245
41,043
0
2,902
16,730
21,680
8,822
In addition to using cash generated from its annual operations, borrowings and external contributions
such as government grants, Council has significant cash or investment reserves that are also used to
fund a variety of capital projects. These reserves are either ‘statutory’ or ’discretionary’ cash reserves.
Statutory reserves relate to cash and investments held by Council that must be expended on a specific
purpose as directed by legislation or a funding body, and include contributions to community facilities,
drainage and recreational open space. Discretionary cash reserves relate to those cash and investment
balances that have been set aside by Council and can be used at Council’s discretion, even though they
may be earmarked for a specific purpose.
Service delivery
The key objectives in this Strategic Resource Plan which directly impact the future service delivery
strategy are to maintain existing service levels and to achieve an underlying breakeven operating result
within the short term. The Rating Information also refers to modest rate increases into the future. With
these key objectives as a basis, a number of internal and external influences have been identified
through discussions with management which will have a significant impact on the scope and level of
services to be provided over the next four years.
The service delivery outcomes measured in financial terms are shown in the following table.
Year
2013/14
2014/15
2015/16
2016/17
2017/18
Surplus
(Deficit) for
the year
$’000
Adjusted
Underlying
Surplus
(Deficit)
$’000
Net Service
(Cost)
85,700
143,988
146,374
149,847
156,778
(5,987)
(1,261)
294
2,117
4,778
(98,756)
(105,854)
(109,924)
(115,555)
(121,089)
Service levels have been maintained throughout the four year period with operating surpluses forecast
in all years from 2014/15 through to 2017/18 as a result of significant cash and non-cash contributions
from developers and capital grant revenue being received to fund the annual capital works program.
54
The adjusted underlying operating result excludes the impact of non-recurrent capital grants, nonmonetary asset contributions and other contributions to fund capital expenditure
The net cost of the services (i.e. the total cost less revenue earned) provided to the community
increases from $105.9 million to $121.1 million over the four year period.
KEY ASSUMPTIONS
A range of assumptions has been used in the development of this SRP and applied to both revenue and
expenditure. The general operating assumptions are set out in the following table.
Indicator
Consumer Price Index
Rate increases
Property growth
Government funding
Statutory fees
Investment return
2014/15
%
2.5
3.95
4.5
2.0
2.5
3.5
2015/16
%
2.5
4.5
4.2
2.0
2.5
4.0
2016/17
%
2.5
4.5
4.0
2.0
2.5
4.5
2017/18
%
2.5
4.5
3.8
2.0
2.5
4.5
Consumer price index (CPI)
In developing the SRP, CPI has been set at 2.5% p.a. over the four year period and has been applied to
non-discretionary expenditure (e.g. contract services). An increment of “half-CPI” has been applied to
non-contract/discretionary services such as postage, telephone etc. as many of these items do not
increase annually or in-line with CPI. Revenue items other than those specifically identified in the table
above have also been incremented annually by CPI.
Rates growth
Increases of 4.5% have been included in each of the future years of the SRP. These figures may change
and are dependent on many factors that may or may not be known currently.
Property growth
The City of Whittlesea is one of the fastest growth municipalities in Australia and this growth influences
service delivery, a number of revenue items such as subdivision related services and property
information searches, and the demand for new assets.
Government funding
Operating grants and subsidies received from State and Federal governments for the purposes of
funding the delivery of services to ratepayers have been incremented (in general) by 2%. Indications
from the Federal Government suggest a freeze in the total allocation of Federal Assistance Grants for
the next 3 years.
Statutory fees
Statutory fees have been incremented by CPI across the four years of the SRP.
Investment return
In the current economic climate, investment rates are one of the most “uncertain” predictions.
Economic forecasts range from 3% to 5% across the period of the SRP. For 2014/15 investment returns
have been set at 3.5% increasing to 4.0% in 2015/16 and increasing again to 4.5% in 2016/17 and
2017/18.
Specific assumptions in the SRP
55
During development of the Strategic Resource Plan, Council officers were consulted and contributed
information about future trends including any significant issues that might impact on the net cost of
delivering services over the period of the SRP. Any significant changes that were identified as being
outside the parameters of the general assumptions used for expenditures and revenues in the SRP were
also included in the model. One such example is the implementation of a centralised Customer Service
model designed to improve the customer experience.
Due to significant growth within the municipality services such as Waste Management, Parks & Open
Space maintenance, Maternal and Child Health Services and School Crossing supervision have also been
incremented at annual rates higher than CPI.
56
STRATEGIC RESOURCE PLAN (MODEL)
This section includes the following information covering the period of this SRP:






Comprehensive Income Statement
Balance Sheet
Statement of Changes in Equity
Statement of Cash Flows
Statement of Capital Works
Statement of Human Resources
Other Information:
 Summary of Planned Human Resources Expenditure
57
Comprehensive Income Statement
For the four years ended 30 June 2018
2014/2015
$’000
Income
Rates and charges
User fees and fines
Contributions - cash
Contributions - cash (developer contributions)
Contributions - Non-monetary assets
Grants - Operating (recurrent)
Grants - Operating (non-recurrent)
Grants - Capital (recurrent)
Grants - Capital (non-recurrent)
Net gain (loss) on disposal of property,
infrastructure, plant and equipment
Other income
Share of net profits/(losses) of associates and
joint ventures accounted for by the equity
method
Total income
Expenses
Employee costs
Materials and services
Bad and doubtful debts
Depreciation and amortisation
Finance costs
Other expenses
Total expenses
Surplus (deficit)
Share of comprehensive income of associates
and joint ventures accounted for by the equity
method
Total comprehensive result
120,646
17,464
2,118
9,102
130,000
25,205
444
534
5,470
2015/2016
$’000
130,503
18,041
1,454
9,324
134,000
24,058
491
693
2,000
2016/2017
$’000
140,478
18,767
1,815
9,552
138,000
24,698
504
100
-
2017/2018
$’000
150,980
19,377
1,410
9,785
142,000
25,618
523
100
-
144
63
77
115
6,898
6,801
6,885
6,970
318,025
327,428
340,876
356,878
76,242
58,164
360
22,200
2,174
14,897
81,466
56,984
606
22,800
3,437
15,761
86,798
57,607
612
23,400
4,902
17,710
92,936
57,917
618
24,000
5,314
19,314
174,037
143,988
181,054
146,374
191,029
149,847
200,099
156,779
143,988
146,374
149,847
156,779
58
Balance Sheet
For the four years ended 30 June 2018
2014/2015
$’000
Current assets
Cash and cash equivalents
Financial assets
Trade and other receivables
Inventories
Other assets
Total current assets
2015/2016
$’000
2016/2017
$’000
2017/2018
$’000
45,799
55,976
8,499
79
5,631
115,984
39,934
48,808
8,721
81
5,598
103,142
39,441
48,205
9,232
83
5,618
102,579
43,164
52,756
9,724
86
5,599
111,329
Non-current assets
Other financial assets
Investments in associates
Infrastructure, property, plant and equipment
Total non-current assets
22
1,844
2,794,035
2,795,901
22
1,844
2,971,251
2,973,117
22
1,844
3,144,789
3,146,655
22
1,844
3,303,021
3,304,887
Total assets
2,911,885
3,076,259
3,249,234
3,416,216
Current liabilities
Trade and other payables
Trust funds and deposits
Provisions
Interest bearing loans and borrowings
Total current liabilities
12,214
6,170
16,599
2,497
37,480
11,967
6,170
18,442
3,175
39,754
12,097
6,170
20,534
3,678
42,479
12,163
6,170
22,884
4,038
45,255
Non-current liabilities
Provisions
Interest bearing loans and borrowings
Total non-current liabilities
5,786
30,121
35,907
7,956
43,676
51,632
10,359
61,677
72,036
13,002
66,462
79,464
Total liabilities
73,387
91,386
114,515
124,719
Net assets
2,838,498
2,984,873
3,134,719
3,291,497
Equity
Accumulated surplus
Reserves
Total equity
2,204,919
633,579
2,838,498
2,352,810
632,063
2,984,873
2,498,380
636,339
3,134,719
2,651,227
640,270
3,291,497
59
Statement of Changes in Equity
For the four years ended 30 June 2018
Total
$’000
2015
Balance at beginning of the financial year
Adjustment on change in accounting policy
Comprehensive result
Net asset revaluation increment(decrement)
Impairment losses on revalued assets
Reversal of impairment losses on revalued assets
Transfer to reserves
Transfer from reserves
Balance at end of the financial year
2016
Balance at beginning of the financial year
Adjustment on change in accounting policy
Comprehensive result
Net asset revaluation increment(decrement)
Impairment losses on revalued assets
Reversal of impairment losses on revalued assets
Transfer to reserves
Transfer from reserves
Balance at end of the financial year
2017
Balance at beginning of the financial year
Adjustment on change in accounting policy
Comprehensive result
Net asset revaluation increment(decrement)
Impairment losses on revalued assets
Reversal of impairment losses on revalued assets
Transfer to reserves
Transfer from reserves
Balance at end of the financial year
2018
Balance at beginning of the financial year
Adjustment on change in accounting policy
Comprehensive result
Net asset revaluation increment(decrement)
Impairment losses on revalued assets
Reversal of impairment losses on revalued assets
Transfer to reserves
Transfer from reserves
Balance at end of the financial year
Accumulated
Surplus
$’000
2,694,510
2,052,878
143,988
143,988
Asset
Revaluation
Reserve
$’000
Other
Reserves
$’000
552,241
89,391
2,838,498
(15,997)
24,050
2,204,919
552,241
15,997
(24,050)
81,338
2,838,498
2,204,919
552,241
81,338
146,374
146,374
2,984,872
(16,138)
17,655
2,352,810
552,241
16,138
(17,655)
79,821
2,984,872
2,352,810
552,241
79,821
149,847
149,847
3,134,719
(16,541)
12,264
2,498,380
552,241
16,541
(12,264)
84,097
3,134,719
2,498,380
552,241
84,097
156,779
156,779
3,291,497
(16,960)
13,030
2,651,229
552,241
16,960
(13,030)
88,027
60
Statement of Cash Flows
For the four years ended 30 June 2018
2014/2015
$’000
Cash flows from operating activities
Rates
User fees and fines
Developer contributions
Grants (inclusive of GST)
Other receipts and charges (inclusive of GST)
Interest received
Net GST refund
Payments to employees
Payments to suppliers (inclusive of GST)
Net cash provided by (used in) operating
activities
Cash flows from investing activities
Proceeds from disposal of non-current assets
Payments for infrastructure, property, plant
and equipment (inclusive of GST)
Redemptions/(Payments) for investments
(maturing later than 90 days)
Net cash provided by (used in) investing
activities
Cash flows from financing activities
Repayment of borrowings
Finance costs
Proceeds from borrowings
Net cash provided by (used in) financing
activities
Net increase (decrease) in cash and cash
equivalents
Cash and cash equivalents at the beginning of
the year
Cash and cash equivalents at the end of the
year
2015/2016
$’000
2016/2017
$’000
2017/2018
$’000
120,389
17,343
9,102
34,818
5,116
4,371
8,187
(72,721)
(80,235)
130,207
17,868
9,324
29,966
4,390
4,299
10,807
(77,453)
(80,690)
140,178
18,549
9,552
27,833
4,785
4,329
10,500
(82,305)
(83,373)
150,665
19,194
9,785
28,865
4,442
4,360
8,762
(87,940)
(85,559)
46,370
48,718
50,048
52,574
876
389
475
707
(50,636)
(72,936)
(65,222)
(44,837)
2,582
7,168
603
(4,551)
(47,178)
(65,379)
(64,144)
(48,681)
(2,033)
(2,174)
2,902
(2,497)
(3,437)
16,730
(3,175)
(4,902)
21,680
(3,678)
(5,314)
8,822
(1,305)
10,796
13,603
(170)
(2,113)
(5,865)
(493)
3,723
47,912
45,799
39,934
39,441
45,799
39,934
39,441
43,164
61
Statement of Capital Works
For the four years ended 30 June 2018
2014/2015
$’000
Property
Land
Buildings
Building Improvements
Total Land and Buildings
2015/2016
$’000
2016/2017
$’000
2017/2018
$’000
1,997
22,732
2,163
26,892
280
20,225
6,050
26,555
11,545
6,200
17,745
950
2,500
3,450
2,551
110
793
3,454
1,398
80
897
2,375
1,861
80
406
2,347
2,044
80
548
2,672
Infrastructure
Roads
Bridges
Footpaths
Drainage
Recreational
Off Street Car Parks
Other
Total Infrastructure
Total capital works expenditure
6,125
5,245
50
9,802
145
1,340
22,707
53,053
20,919
2,585
740
11,731
295
1,933
38,203
67,133
20,515
2,812
450
18,300
300
987
43,364
63,456
21,495
3,511
400
17,952
150
977
44,485
50,607
Represented by:
New assets
Asset renewal
Upgrade/expansion
Non Infrastructure
Total capital works
34,943
5,006
12,132
972
53,053
26,487
8,004
31,396
1,246
67,133
18,112
13,613
30,938
793
63,456
12,303
12,208
25,302
794
50,607
Plant and Equipment
Plant
Fixtures
Computers and telecommunications
Total Plant and Equipment
62
Statement of Human Resources
For the four years ended 30 June 2018
2014/2015
$’000
Staff expenditure
Employee costs - operating
Employee costs - capital
Total staff expenditure
Staff numbers
Employees
Total staff numbers
2015/2016
$’000
2016/2017
$’000
2017/2018
$’000
76,242
76,242
81,466
81,466
86,798
86,798
92,936
92,936
EFT
EFT
EFT
EFT
832.1
832.1
838.5
838.5
848.8
848.8
864.1
864.1
63
Other information
1.
Summary of planned human resources expenditure
2014/2015
$’000
2015/2016
$’000
2016/2017
$’000
2017/2018
$’000
161
753
913
680
680
713
713
748
748
755
5,609
6,364
782
9,033
9,814
809
10,759
11,568
837
12,809
13,646
1,249
10,574
11,823
1,293
10,825
12,118
1,338
11,230
12,568
1,385
11,795
13,180
838
18,438
19,276
867
19,096
19,963
898
20,071
20,969
929
21,128
22,057
14,927
9,862
24,789
15,449
9,708
25,157
15,990
10,529
26,518
16,549
11,599
28,148
351
1,678
2,029
363
1,732
2,095
376
1,821
2,197
389
1,916
2,305
3,178
7,309
10,488
560
76,242
3,290
7,772
11,062
577
81,466
3,405
8,255
11,660
605
86,798
3,524
8,694
12,218
634
92,936
FTE
FTE
FTE
FTE
0.8
4.0
4.8
3.0
3.0
3.0
3.0
3.0
3.0
10.4
55.0
65.4
10.4
55.0
65.4
10.4
55.0
65.4
10.4
55.0
65.4
Total Planning & Major Projects
13.8
88.0
101.7
13.8
88.0
101.7
13.8
88.0
101.7
13.8
89.0
102.7
Infrastructure & Technology
- Permanent Part Time
- Permanent Full Time
Total Infrastructure & Technology
11.1
252.0
263.1
11.1
255.0
266.1
11.1
257.0
268.1
11.1
263.0
274.1
Executive Services
- Permanent Part Time
- Permanent Full Time
Total Executive Services
Finance & Organisation Improvement
- Permanent Part Time
- Permanent Full Time
Total Finance & Organisation Improvement
Planning & Major Projects
- Permanent Part Time
- Permanent Full Time
Total Planning & Major Projects
Infrastructure & Technology
- Permanent Part Time
- Permanent Full Time
Total Infrastructure & Technology
Community Services
- Permanent Part Time
- Permanent Full Time
Total Community Services
Advocacy & Communications
- Permanent Part Time
- Permanent Full Time
Total Advocacy & Communications
Governance & Economic Development
- Permanent Part Time
- Permanent Full Time
Total Governance & Economic Development
Casual
Total
Executive Services
- Permanent Part Time
- Permanent Full Time
Total Executive Services
Finance & Organisation Improvement
- Permanent Part Time
- Permanent Full Time
Total Finance & Organisation Improvement
Planning & Major Projects
- Permanent Part Time
- Permanent Full Time
64
(cont’d)
Community Services
- Permanent Part Time
- Permanent Full Time
Total Community Services
Advocacy & Communications
- Permanent Part Time
- Permanent Full Time
Total Advocacy & Communications
Governance & Economic Development
- Permanent Part Time
- Permanent Full Time
Total Governance & Economic Development
Casual
Total
FTE
FTE
FTE
FTE
142.2
113.0
255.2
144.3
114.0
258.3
146.3
116.0
262.3
148.3
118.0
266.3
4.3
14.0
18.3
4.3
14.0
18.3
4.5
14.0
18.4
4.5
14.0
18.4
47.4
68.0
115.4
8.1
832.1
48.3
69.0
117.3
8.1
838.2
50.3
71.0
121.3
8.1
848.5
52.3
73.0
125.3
8.1
863.4
65
GLOSSARY
Act
Adjusted Underlying
(Operating) Result
Annual report
Asset expansion expenditure
Asset expenditure type
Asset renewal expenditure
Asset upgrade expenditure
Australian Accounting
Standards (AASB)
Budget
Capital works expenditure
Council plan
Financial resources
Financial statements
Financial year
Human resources
 means the Local Government Act 1989
 means the result obtained by adding back to the Total Comprehensive result the
following items: non-recurrent capital grants, non-monetary asset contributions
and other contributions to fund capital expenditure
 means a report of the activities of the previous financial year and contains a
report of operations, audited financial statements and an audited performance
statement
 means expenditure that extends the capacity of an existing asset to provide
benefits to new users at the same standard as is provided to existing
beneficiaries
 means the following types of asset expenditure:
(a) asset renewal expenditure;
(b) new asset expenditure;
(c) asset upgrade expenditure;
(d) asset expansion 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
 means expenditure that:
(a) enhances an existing asset to provide a higher level of service; or
(b) increases the life of the asset beyond its original life
 means the accounting standards published by the Australian Accounting
Standards Board
 means a plan setting out the services and initiatives to be funded for the
financial year and how they will contribute to achieving the strategic objectives
specified in the council plan
 means expenditure on non-current assets and includes new assets, asset
renewal, asset expansion and asset upgrade
 means a plan setting out the medium-term strategic objectives, strategies,
strategic indicators and resources reflecting vision and aspirations of the
community for the next four year
 means income, expenditure, assets, liabilities, equity, cash and capital works
required to deliver the services and initiatives in the budget
 means the financial statements and notes prepared in accordance with the
Australian Accounting Standards as they apply to the general purpose financial
reports of local governments and a statement of capital works and included in
the annual report
 means the period of 12 months ending on 30 June each year
 means the staff employed by a council
Indicator
 means what will be measured to assess performance
Initiatives
 means actions that are one-off in nature and/or lead to improvements in service
Major initiatives
 means significant initiatives that will directly contribute to the achievement of
the council plan during the current year and have a major focus in the budget
66
Minister
Model budget
New asset expenditure
Non-financial resources
Non-infrastructure capital
works
Non-recurrent grant
Planning and accountability
framework
Performance statement
Recurrent grant
Regulations (LGR)
Report of operations
Services
Statement of capital works
Strategic objectives
Strategic resource plan
Strategies
Statement of human
resources
Statements of non-financial
resources
Summary of planned capital
works expenditure
Summary of planned human
resources expenditure
 means the Minister for Local Government
 means the Victorian City Council Model Budget prepared annually by the
Institute of Chartered Accountants in Australia
 means expenditure that creates a new asset that provides a service that does
not currently exist
 means the resources other than financial resources required to deliver the
services and initiatives in the budget
 means projects Included in the annual capital works program that are
considered to be maintenance rather than capital expenditure for accounting
purposes. These include tree planting, feasibility studies and computer software
and hardware implementations.
 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
 means the key statutory planning and reporting documents that are required to
be prepared by councils to ensure accountability to local communities in the
performance of functions and exercise of powers under the Act
 means a statement including the results of the prescribed service outcome
indicators, financial performance indicators and sustainable capacity indicators
for the financial year and included in the annual report
 means a grant other than a non-recurrent grant
 means the Local Government (Planning and Reporting) Regulations 2014
 means a report containing a description of the operations of the council during
the financial year and included in the annual report
 means assistance, support, advice and other actions undertaken by a council for
the benefit of the local community
 means a statement which shows all capital expenditure of a council in relation
to non-current assets and asset expenditure type prepared accordance to the
model statement of capital works in the Local Government Financial Report
 means the outcomes a council is seeking to achieve over the next four years and
included in the council plan
 means a plan of the financial and non-financial resources for at least the next
four years required to achieve the strategic objectives in the council plan
 means high level actions directed at achieving the strategic objectives in the
council plan
 means a statement which shows all council staff expenditure and numbers of
full time equivalent council staff
 means a statement which describes the non-financial resources including
human resources
 means a summary of capital works expenditure in relation to non-current assets
classified according to the model statement of capital works in the Local
Government Financial Report, by asset expenditure type and funding source
 means a summary of permanent council staff expenditure and numbers of full
time equivalent council staff categorised according to the organisational
structure of the council
67