Annual Report
2014-15
Valuing the wellbeing of our people and our
place now and into the future
1
September 2015
Acknowledgements
This Annual Report was prepared to meet the operational and financial reporting requirements
within the Local Government Act 1989 and the Local Government (Finance and Reporting)
Regulations 2004. For further information contact Hobsons Bay City Council on 9932 1000
www.hobsonsbay.vic.gov.au
The Council acknowledges all language groups of the Kulin Nations the traditional owners of these
municipal lands. We recognise the first people’s relationship to this land and offer our respect to
their elders past and present.
2
Table of Contents
Welcome to the Annual Report 2014-15 ................................................................................... 4
A Word from the Mayor ............................................................................................................ 5
A Word from the Chief Executive Officer .................................................................................. 7
Performance summary .............................................................................................................. 7
Financial summary ................................................................................................................... 15
City profile ................................................................................................................................ 24
Significant events in the city .................................................................................................... 26
Our Councillors ........................................................................................................................ 28
Vision, mission, values and goals ............................................................................................. 36
Council’s role............................................................................................................................ 37
The Council Plan and Performance .......................................................................................... 38
Goal 1: An inclusive, resilient and healthy community ........................................................... 39
Progress Against Initiatives ...................................................................................................... 41
Performance Indicators ........................................................................................................... 43
Goal 2: A Well Planned, Vibrant and Sustainable Place........................................................... 48
Progress Against Initiatives ...................................................................................................... 50
Performance Indicators ........................................................................................................... 52
Goal 3: Quality Community Infrastructure and Public Open Spaces ....................................... 54
Progress Against Initiatives ...................................................................................................... 57
Performance Indicators ........................................................................................................... 59
Goal 4: An Innovative, Proactive and Leading Organisation.................................................... 62
Progress Against Initiatives ...................................................................................................... 64
Performance Indicators ........................................................................................................... 66
Organisational Structure .......................................................................................................... 70
Staff Profile .............................................................................................................................. 71
Other Employee Matters ......................................................................................................... 75
Corporate Governance............................................................................................................. 78
Statutory Information .............................................................................................................. 90
Service Statements .................................................................................................................. 96
Community Grants ................................................................................................................. 104
Mayoral Program ................................................................................................................... 111
Understanding the Financial Report ...................................................................................... 112
3
Welcome to the Annual Report 2014-15
As the closest level of government to the community, local government has a
legislated responsibility to achieve the best outcomes for its local
community.
Achieving the best outcomes for the Hobsons
Bay community requires Council to be an
effective, capable and transparent
organisation. As a custodian of public funds,
local government is also accountable to the
community in the performance of functions
and the use of resources.
Through its 2014–15 Annual Report, Council
details the activities, achievements,
challenges and financial performance during
the financial year, and informs the community
on how the commitments in the Council Plan
2013–17 and the 2014–15 Annual Budget
were delivered.
Information about Council’s performance is
structured around the four year strategic
directions outlined in the Council Plan:
Where to get a copy
You can view a hard copy of this annual report
at the Hobsons Bay Civic Centre or at any of
Council’s library branches.
Additional copies or a copy of the annual
report in an alternative format are available
by:
Downloading a copy from Council’s website
www.hobsonsbay.vic.gov.au
Requesting a copy by phone on (03) 9932
1000
Requesting a copy by email to
customerservice@hobsonsbay.vic.gov.au
Goal 1: An inclusive, resilient and healthy
community
Goal 2: A well planned, vibrant and
sustainable place
Goal 3: Quality community infrastructure
and public open spaces and places
Goal 4: An innovative, proactive and leading
organisation
The annual report also gives information on
the elected Council, the organisation and
statutory information. Council’s overall
financial position and performance is
reported in the Audited Financial Statements
section of the report.
4
A Word from the Mayor
On behalf of all Councillors I am pleased to present this summary of what Council has
delivered to our community over the course of 2014-15. There have been many notable
achievements driven by the strategic direction set within our Council Plan 2013-2017 in
addition to our day-to-day efforts to deliver more than 100 services to the community of
Hobsons Bay.
The focus of the 2014-15 Budget was to ensure we could provide cost effective, high quality
services and programs for our community while also focusing on maintaining and upgrading
infrastructure to accommodate future growth.
The majority of initiatives identified in the 2014-15 action plan were completed or have
progressed during the 2014-15 financial year. I’d like to thank the Chief Executive Officer
Chris Eddy and all Council officers for their ongoing commitment to serving the community of
Hobsons Bay.
While it has been a year of progress and gains, it’s also been one of great losses. I was
prompted to think of this when reflecting on the year with the tragic passing of two personal
mentors and local political figures from our community, former state representative for
Altona, Lynne Kosky, and former Premier of Victoria and representative for Williamstown,
Joan Kirner. Both of these inspirational women fought for the west, transformed the local
landscape in a way that helped us prepare for future growth and did great things for the
Hobsons Bay community and Victoria more broadly.
Looking to the future, there are some considerable challenges and new pressures ahead for
the local economy. Local employment will certainly be affected by the closure of some of our
longer-term employers over the next few years. To minimise this impending change, Council
has been investing in and applying considerable focus on local economic development.
Already we have seen some impressive inroads made thus far, through the establishment of
our first Economic Development Strategy and our continued work with businesses in
Hobsons Bay.
Hobsons Bay had an estimated resident population of 91,148 people in 2013. By 2031, the
Hobsons Bay population is forecast to increase by 17 per cent. With this future growth in
mind, we have started reviewing our Municipal Strategic Statement – a planning document
that establishes the overall strategic direction for land use planning and development in
Hobsons Bay, refining and revising our strategic directions in response to the changing
needs of the community. This key piece of work will provide a framework for planning that
will guide development for the next decade or more.
A major planning win in 2014-15 was achieved in June, when the Victorian Government
supported our demands for mandatory height controls and developer contributions to
infrastructure for the remainder of the former Port Phillip Woollen Mill site in Williamstown.
These changes have now been introduced into the Hobsons Bay Planning Scheme. Another
welcomed gesture of support from the Victorian Government was their commitment to
reviewing planning controls for Major Hazard Facilities in Victoria and we keenly await their
work on this important issue.
Another achievement worth recognising is our focus on, and continued investment in,
modernising our ageing city infrastructure. Through asset renewal we are able to ensure that
our existing infrastructure is in a position to serve our community long into the future. This is
5
an ongoing focus and I expect asset renewal to take up a considerable part of Council’s
investment for the next decade or more. Our asset renewal focus in 2014-15 saw
considerable investment into Hobsons Bay’s sports fields, footpaths, local roads, parks,
libraries, community buildings and infrastructure.
Jack Madigan Reserve received a huge makeover, transforming the former landfill site into a
large park filled with terraces, rock walls, shared pathways and native grasses.
A number of play spaces have been revitalised with the traditional, equipment-based
playgrounds of the past making way for innovative and engaging play spaces for our young
people to engage in creative, open-ended play. Edwards Reserve in South Kingsville
became our first fully accessible playspace in 2014-15. A number of other parks and play
spaces were revitalised, with McCormack Park in Laverton opening in October 2014,
McLean Reserve in Williamstown opening in January 2015, and AB Shaw Reserve being
completed in August.
We resurfaced and rehabilitated many kilometres of our local roads and planted 1,400 street
trees, 400 park trees and 18,000 plants across our conservation areas and reserves.
The last 12 months also represented a big year for arts, culture and inclusion in Hobsons
Bay and I’d like to particularly mention the success of Woods Street Art Space, and
programs such as Art in Public Places and the RACISM. IT STOPS WITH ME campaign.
From a policy perspective we have made huge inroads in policy development and advocacy
foraffordable housing, integrated transport, youth mental health and problem gambling, just
to name a few. These policies are important as they shape the future services, decision
making processes and advocacy positions of Council.
We have again achieved a responsible financial result. In what economically are challenging
times, this responsible approach to managing our finances will continue to serve us well as
we enter a new era of constrained revenue and rate-capping. During our term, this Council
has done everything we can to ensure we’ll be well placed to deliver our commitments to this
community regardless of whatever future revenue limitations are imposed on us.
Finally I’d like to acknowledge and thank my fellow Councillors for their hard work and
dedication to Hobsons Bay. I’d also like to acknowledge our community for working with us
throughout the year by contributing feedback, volunteering, participating in one of our many
events or using our services.
Cr Colleen Gates
Mayor of Hobsons Bay
6
A Word from the Chief Executive Officer
What a busy year it’s been. I’d like to start by thanking our Councillors for their leadership
and our staff for their hard work over the year.
Many inroads have been made in achieving the deliverables from our annual action plan. It’s
always difficult to highlight everything we’ve done over the course of a year, given that
Council delivers more than 100 services. This includes everything from supporting
community groups through grants, to our libraries, to maintaining sports facilities, to
supporting arts and events, to advocating to the state and federal governments on important
issues in our community to state and federal governments, to name only a few.
The 2014-15 financial year has seen many achievements. We have continued to manage
our finances responsibly and our end of year result is strong for 2014-15. Operationally we
have made it a priority to continue to look for more efficient and innovative ways to deliver
our services resulting in substantial operational savings. These savings haven’t happened
overnight. They have been a continued focus for some time and are a continued
commitment to our 10 year financial plan.
This year has also seen for the first time all Victorian local governments having to report on
key services. These Local Government Performance Reporting Indicators are uploaded
onto a state government website and used to compare councils across the state, and we
have now integrated these indicators into all our current reporting processes.
The closure of Toyota in 2017 and uncertainty over the future of the BAE shipyards has
forced us to rethink our future planning. But it has also focused us on the need to exploit
every opportunity. We are engaging directly with business operators in the area to
understand their concerns, and we provide a number of free business workshops as well as
a LinkedIn business networking group.
The establishment of our first ever Economic Development Strategy in 2014-15 also gives us
a blueprint to drive economic growth in the local economy. Not to forget the inspirational
Business Networking Breakfast in April that brought 150 people together from Hobsons
Bay’s business community and demonstrated the appetite for networking and growing our
local economy.
We also opened nominations for the 2015 Hobsons Bay Business Awards, which are a great
chance to celebrate local businesses that provide excellent and unique services in the
municipality.
An important activity for me this year was participating in the development of a resilience
strategy for Greater Melbourne. The strategy is about anticipating, avoiding, adapting to, and
recovering from the impacts of acute shocks and chronic stresses. Managing our coastal
foreshore in the face of an increasingly changing climate is complex and requires a
multifaceted coordinated response from neighbouring councils, state government
departments, the federal government and other agencies. For us here in Hobsons Bay, this
will undoubtedly continue to be a major area of focus, requiring significant investment in our
more than 20km of beaches and foreshore in the municipality.
7
Making information clear, accessible and timely is a high priority for this Council. We have in
the last year introduced an online community engagement portal called Participate Hobsons
Bay enabling community members to provide online feedback on policies and projects. We
also have a new online portal for people to apply for our annual community grants funding.
My Smart Garden, a sustainability initiative with over 1,200 members, has also launched a
new website featuring a gardeners’ forum, archived workshop notes and case studies.
The Council website became ‘adaptive’ in 2014-15, which means it is now easy to use on all
devices including smart phones. We are also working towards making the website
accessible – this means ensuring a smooth user experience for everyone from people with a
vision impairment to people with English as a second language. Good news came last year
when we received the highest rating in a new national benchmarking report on Council
websites along with two other Victorian councils. The websites were assessed on ten criteria
relating to discoverability of key content, navigation and compliance.
We have a very diverse community here in Hobsons Bay and this bring us great cultural
riches but also present many challenges. The Behind this Smile campaign rolled out this
year was an excellent way to highlight the value of cultural diversity in Hobsons Bay. We
were also shortlisted for a Community HART Award for our Rivers to Recognition
collaboration with six other western councils and Reconciliation Victoria, to share and
celebrate Indigenous culture.
Finally, it was excellent to see Williamstown Library recognised by the International
Federation of Library Associations and Institutions (IFLA) as one of the world’s 1,001
Libraries to see before you die. The library was also included in an exhibition of award
winning projects at Federation Square in October 2014. And congratulations are due to
Altona Library for celebrating its 50th birthday on 5 June 2015.
In closing, I congratulate the Council and our staff for their dedication to making a difference
and providing a high level of service to our diverse community.
Chris Eddy
Chief Executive Officer
8
Performance summary
Below is a snapshot of Council's achievements and performance during 201415. The full performance report can be found in the ‘Our performance’
section.
The Community Health and Wellbeing Plan and Council Plan 2013-17 are structured around four key
goals, which describe how Council will serve the community to deliver on the community’s vision for
Hobsons Bay. Each goal area identifies strategic objectives that we will work towards achieving as an
organisation. The Annual Action Plan 2014-15 identifies the major initiatives and initiatives that will
be delivered to work towards meeting the overall goals and objectives of the Council Plan.
Overall
The Annual Action Plan 2014-15 consisted of 51 initiatives and 27 major initiatives. By 30 June 2015,
56 per cent (15) of the major initiatives and 82 per cent (42) of the other initiatives were completed
and/or were progressing. Overall, 44 per cent (12) of major initiatives and 10 per cent (5) of
initiatives were carried over.
Progress of Major Initiatives
Progress of Initiatives
9
Performance is also measured against the Council Plan and Best Value Indicators. For the first time in
2014-15, it is also measured against the Local Government Performance Reporting Framework.
Details on how Council performed against these indicators can be found in the ‘Our performance’
section.
In addition, the Annual Community Satisfaction Survey 2015 is used to measure Council’s
performance on a range of key indicators. It is undertaken annually through a random
representative sample of 800 Hobsons Bay residents who indicate their level of satisfaction with
Council's performance.
As shown in the graphs below, Council’s overall performance in the community satisfaction survey
has continued to improve with a score of 68 out of 100, which rates as ‘good’.
For the other community satisfaction indicators relating to Council services, Council has improved
on 46 per cent of measures compared to the previous financial year.
Overall Performance - Community
Satisfaction Survey
Performance Community Satisfaction
Survey Measures
10
GOAL 1: An inclusive, resilient and healthy community
Through this goal area, Council is aiming to engage with local communities and stakeholders to plan
for and provide access to the services, cultural and recreational experiences and economic
opportunities that enhance health and wellbeing.
There were 16 initiatives and six major initiatives within this goal area. By 30 June 2015, 83 per cent
(5) of major initiatives and 69 per cent (11) of initiatives were completed and/or were progressing.
Progress of Major Initiatives
Progress of Initiatives
Council will:
2014-15 major initiatives and initiatives results:
1.1 Provide a range of accessible, high quality
services and social supports


1.2 Foster community wellbeing, capacity and
sense of belonging

1.3 Protect and promote public health and
community safety

1.4 Provide a range of opportunities that
support people to engage in healthy and active
lifestyles, the arts, recreation and sport

'Baby Makes 3' programs were conducted in both
Laverton and Newport
Early Years Education and Care Policy 2015-18 was
adopted by Council
the youth counselling service has been extended and
as a result, we can now reach a higher number of
young people
the draft Electronic Gaming Machine Policy Statement
was considered by Council
an Urban Arts Collective arts-based social enterprise
for young people was developed and ran from the
Woods Street Arts Space
1.5 Foster cultural expression and lifelong
learning
1.6 Work in partnership with key stakeholders
to attract and advocate for the services needed
in Hobsons Bay
11
GOAL 2: A well planned, vibrant and sustainable place
Through this goal area, Council is aiming to foster safe, attractive and connected neighbourhoods
that provide social and economic opportunities for all and are resilient to climate change, while
caring for our precious heritage, coast and natural resources for future generations.
There were six initiatives and seven major initiatives within this goal area. As shown in the graphs
below, by 30 June 2015 57 per cent (4) of major initiatives and 83 per cent (5) of initiatives were
completed.
Progress of Major Initiatives
Progress of Initiatives
Council will:
2014-15 major initiatives and initiatives results:
2.1 Contribute to creating an accessible, well
connected city


2.2 Enhance neighbourhood character, while
respecting local heritage and open space
2.3 Contribute to initiatives that encourage
economic opportunities through local employment,
business, industry and tourism



2.4 Plan for a well designed urban environment and
public spaces that enhance safety for all community
members and contribute to the life of the city

2.5 Reduce the Council’s ecological footprint and
ensure our community has the capacity to adapt to
the effects of climate change

2.6 Ensure opportunities for residents to enhance
their health and wellbeing are delivered upon
through strategic integrated planning, social
research, community consultation and evaluation


an Economic Development Strategy was developed
and adopted by Council
the capital works program to improve the
accessibility of the footpath network was
completed
a food waste recovery issues paper was completed
stage two of the Street Light Replacement Program
was completed
a background paper for a new Multicultural Policy
was completed
Disability Discrimination Act (DDA) Audits were
completed for the South Kingsville Community
Centre, Hobsons Bay Community Workshops, and
the Altona and Williamstown Foreshore
Council oversaw and guided the development of
the Western Metropolitan Trails Plan
an Irrigation Management Action Plan was
developed
a Subdivisions Officer was appointed to assess
subdivision planning applications
12
Goal 3: Quality community infrastructure and public open spaces
Through this goal area, Council is aiming to deliver a high standard of well-maintained community
infrastructure including roads, Council-owned buildings, pedestrian and cycle paths, and public open
spaces that are accessible and meet the needs of local communities.
There were five initiatives and 10 major initiatives within this goal area. By 30 June 2015, 40 per cent
(4) of major initiatives and 100 per cent (5) of initiatives were completed and/or were progressing.
Progress of Initiatives
Progress of Major Initiatives
Council will:
2014-15 major initiatives and initiatives results:
3.1 Protect and enhance our coastal
environment, public open space
network and natural areas




3.2 Build and maintain a clean, safe and
beautiful city
3.3 Invest in and maintain Councilowned buildings to ensure they respond
to community needs
3.4 Provide and maintain roads,
drainage and footpath networks that
meet the needs of the community




the capital works program was implemented
the rehabilitation of Jack Madigan Reserve was completed
the expanded Road Resurfacing program was completed
background documents for the development of a Biodiversity
Strategy were developed
a master plan and scope of works for the Williamstown
Mechanics Institute were completed
aesthetic improvements were made to the Hobsons Bay Visitor
Information Centre
the Williamstown Botanic Gardens master plan was updated
a management plan for the Truganina Explosives Reserve was
completed
3.5 Increase the use of integrated
transport across the municipality
13
Goal 4: An innovative, proactive and leading organisation
Through this goal area, Council is aiming to provide strong civic leadership, advocacy and good
governance to promote the wellbeing of people who live, work in and visit Hobsons Bay. This goal
also aims to ensure that Council is an effective, financially strong and capable organisation.
There were 24 initiatives and four major initiatives within this goal area. By 30 June 2015, 50 per
cent (2) of major initiatives and 88 per cent of initiatives (21) were completed and/or were
progressing.
Progress of Major Initiatives
Progress of Initiatives
Council will:
2014-15 major initiatives and initiatives results:
4.1 Undertake responsible
and sustainable decision
making and management


4.2 Understand community
needs, advocate and
partner with others for the
benefit of the municipality,
especially in relation to
children and young people
4.3 Communicate and
engage effectively with the
community and provide
excellent customer service
4.4 Foster a highly skilled,
effective and committed
workforce















the Community Engagement Policy and Toolkit was adopted by Council
Council’s engagement website ‘Participate Hobsons Bay’ was developed
and implemented
the Procurement Policy was reviewed and adopted by Council
a community newsletter was launched in February/March 2015
the Records Management Policy was endorsed
a mobile customer service program targeting culturally and linguistically
diverse communities was implemented
Council developed a new Business Continuity Plan
the Special Committee Process was reviewed
a contract reporting framework was established
the insurance portfolio was assessed
department level financial reports were presented to the corporate
management team on a quarterly basis
recommendations from the internal risk audit were implemented
the Local Government Performance Reporting Framework Finance
Indicators and model budget were implemented
new software for the community grants program was implemented
new organisational branding was implemented
phase one of the Workforce Management Plan was implemented
an Organisation Development Discussion Paper was completed
14
Financial summary
This section provides a brief summary of Council’s financial performance for
2014-15. More detail is available in the Financial Report.
The year in brief








surplus for the year: $11.937 million
income: $121.561 million
expenses: $109.624 million
capital works expenditure: $23.281 million
cash: $44.348 million
net assets: $972.07 million, providing infrastructure and community facilities
loans: $14.2 million
working capital ratio: 145 per cent.
Surplus for the year


actual surplus: $11.937 million
budgeted surplus: $6.637 million
The operational surplus of $11.937 million exceeded the annual budget of $6.637 million. The
increased surplus is largely a result of additional income and reduced expenditure when compared
to budget. Much of the additional income and reduced expenditure has been transferred to reserves
which the Council is committed to using for future specific purposes. There were also a number of
expenditure savings identified throughout the year as Council budgets became subject to significant
internal scrutiny in an attempt to reduce expenditure.
Surpluses are required to cover current and future commitments, such as the capital works program
proposed within Council’s long term financial plan.
Surplus for the year
12,000
$,000
10,000
8,000
6,000
4,000
2,000
$15
2011-12
2012-13
2013-14
2014-15
15
Income


actual income: $121.561 million
budgeted income: $119.536 million
Additional income of $2.025 million was received above the original budget. The main increases
were in relation to:
 grants – operating ($1.512 million), mainly due to the receipt of Victorian Grants Commission
funding for 2015-16 in advance ($1.259 million).
 contributions – monetary ($1.15 million), mainly due to increased contributions for open space
($1.09 million) that has been transferred to a reserve as Council is committed to use them for
future specific purposes.
 other income ($612,000), particularly increased interest on investments ($405,000) due to the
availability of additional funds to invest throughout the year.
The most significant decrease was in relation to the disposal of property, infrastructure, plant and
equipment ($1.402 million), mainly due to the demolition of a number of buildings.
As the table below indicates, Council is heavily dependent on rates and charges, accounting for over
75 per cent of our income in 2014-15.
Income
2011-12
$,000
2012-13
$,000
2013-14
$,000
2014-15
$,000
Rates
76,038
81,641
86,881
91,669
Grants
16,255
15,393
12,525
14,678
Fees and user charges
13,012
14,385
12,770
13,611
3,964
2,203
3,169
1,603
109,269
113,622
115,345
121,561
Other
Total revenues
Expenses


actual expenses: $109.624 million
budgeted expenses: $112.899 million
Council’s operational expenditure was $3.275 million less than budgeted, mainly as a result of
savings in relation to materials and services. Significant reductions were made in relation to:
 waste collection and the litter strategy ($628,000),
 city services ($474,000),
 NRCP program offset by reduced income ($295,000),
 regulatory services ($279,000),
 human resources ($189,000),
 strategic planning Melbourne 2030 project ($146,000),
 economic development and tourism ($123,000),
 active community support ($110,000),
 assets sports and recreation ($85,000) and
 community centres ($81,000).
16
As the table following indicates employee costs accounted for 47 per cent of operational
expenditure and are the most significant cost to Council. Materials and services accounted for 34 per
cent and are the next most significant cost.
Expenditure
2011-12
2012-13
2013-14
2014-15
$,000
$,000
$,000
$,000
Employee costs
52,239
47,317
49,635
51,937
Materials and services
38,232
37,647
37,499
37,647
113
233
74
280
17,092
17,528
18,252
17,832
Borrowing costs
184
169
329
403
Other expenses
1,393
1,436
1,480
1,525
109,253
104,330
107,269
109,624
Bad and doubtful debts
Depreciation
Total expenses
How far does $100 go?
Council provides more than 100 services for the Hobsons Bay community. As the figure below
indicates, for every $100 of expenditure in 2014-15 the majority of funds were spent on capital
works, followed by maintenance for roads, footpaths and buildings. This is consistent with previous
years.
Customer Service &
Administration $10.12
Community Development &
Emergency Management
$2.10
Capital Works $22.63
Local Laws, Health &
Animals $3.96
Building & Planning $5.24
Parks, Gardens &
Environment $7.60
Sports, Recreation & Leisure
Services $1.95
City Cleanup &
Maintenance $4.87
Waste & Recycling Services
$5.80
Tourism, Events &
Economic Development
$1.67
Roads, Foothpaths &
Building Maintenance
$13.21
Arts, Culture & Libraries
$4.53
Family, Youth & Children's
Services $7.03
Aged & Disability Services
$9.29
17
Comprehensive result
The comprehensive result of $36.743 million is the surplus for the year ($11.937 million) and the
increase in net assets as a result of a revaluation of Council’s land assets ($24.806 million).
Capital works program


actual: $23.281 million
budgeted: $28.21 million
Council has a capital works program to renew, upgrade and provide new assets to meet community
needs. In 2014-15 Council spent $23.281 million on capital works. This included $14.873 million on
renewal works, $5.448 million on upgrades and $2.96 million on new assets.
The reduction of $4.929 million in relation to capital works is mainly a result of capital works
budgeted in 2014-15, now expected to be completed in 2015-16.
Over the past few years, Council has maintained a robust capital works program to renew, upgrade
and provide new assets to the community. As the figure below indicates, considerable amounts
were spent on the capital works program in 2011-12. Capital works expenditure was reduced in
2012-13 and 2013-14 to a level in line with previous years, whilst a slight increase occurred in 201415. The budget in 2015-16 indicates that Council will again increase its capital works expenditure
with a focus on renewal works.
Capital Works ($,000)
35,000
30,000
25,000
20,000
15,000
10,000
5,000
2011-12
2012-13
2013-14
2014-15
18
Cash and cash equivalents


actual cash: $44.348 million
budgeted: $27.555 million
A comparison of cash inflows (receipts) and outflows (payments) for the year determines the cash
balance at the end of the financial year. Cash increased by $16.457 million throughout 2014-15 to a
closing cash balance of $44.348 million.
The increased level of cash at year end is largely a result of the improved financial result for 2014-15
(including the advance receipt of Victorian Grants Commission funding for 2015-16), a high level of
payables at year end and capital works of $ 4.952 million to be carried over to 2015-16. It is
important to note that Council’s cash reserves are increasing to cover future loan principal
repayments, waste requirements (which will be funded from reserves) and growing future creditor
and employee leave commitments. Therefore increasing cash reserves should not be seen as an
opportunity to increase spending.
As the figures below indicate, Council’s cash has been increasing since 2011-12.
Cash and cash equivalents ($,000)
50,000
40,000
30,000
20,000
10,000
2011-12
2012-13
2013-14
2014-15
Financial strength
The balance sheet represents the overall wealth of Council. It outlines our assets (what we own) and
our liabilities (what we owe). The difference between the two is Council’s equity (net assets), which
is valued at $972.07 million at 30 June 2015. Most of Council’s total wealth is property,
infrastructure, plant and equipment, equating to $956.082 million. In 2014-15 Council’s net worth
increased by $36.743 million due to the operational surplus ($11.937 million) and the revaluations to
land assets ($24.806 million). As the figure below indicates Council’s financial strength continues to
slowly increase.
19
Financial Strength
1,200
Millions
1,000
800
What we own
600
what we owe
Equity (net assets)
400
200
2011-12
2012-13
2013-14
2014-15
Loans
Council has outstanding loans of $14.2 million at 30 June 2015, after borrowing $5 million during the
year to fund capital works asset renewal expenditure. Council paid $403,000 during 2014-15 in
borrowing costs (interest) to service its loans.
The Borrowing Strategy recognises that loans are a responsible and sustainable option in addressing
infrastructure backlogs. As such, the budget in 2015-16 indicates that Council will borrow a further
$3 million during the year to fund capital works asset renewal expenditure.
Loans
$15,000
$,000
$12,000
$9,000
$6,000
$3,000
$2011-12
2012-13
2013-14
2014-15
20
Liquidity


actual liquidity: 145 per cent
budgeted liquidity: 137 per cent
Liquidity (working capital) indicates Council’s ability to fund its short-term operations. The 2014-15
working capital ratio of 145 per cent indicates that Council has $1.45 worth of current assets for
each $1.00 worth of current liabilities. The year end result is slightly higher than the budget (137 per
cent), and as the figure below indicates, this is a significant increase compared to the 2013-14 ratio.
Council aims to have a liquidity ratio of above 100 per cent.
Liquidity (working capital ratio)
150%
130%
110%
90%
70%
50%
30%
10%
-10%
2011-12
2012-13
2013-14
2014-15
External funding


actual funding: $14.678 million
budgeted funding: $13.107 million
As the figure below indicates, grant funding received ($14.678 million) was $1.571 million greater
than anticipated in the budget.
Operational grant funding of $14.038 million was received in 2014-15, $1.513 million above the
original budget. The most significant variation occurred as a result of a change in the payment
schedule for grants commission funding, whereby $1.259 million in relation to 2015-16 was received
in advance.
Capital grant funding of $640,000 was received in 2014-15 compared to the original budget of
$581,000.
21
External Funding
$18,000
$16,000
$14,000
$'000
$12,000
$10,000
$8,000
$6,000
$4,000
$2,000
$2011-12
2012-13
2013-14
Grants - Operating
Grants - Capital
2014-15
Looking ahead
Council faces a number of financial challenges over the next few years, particularly in light of the
introduction of rate capping, which will commence in 2016-17. The financial challenges include:









the high dependence on rates as a source of income, the continued affordability of rates and
Council’s differential rating structure
the identification of alternative revenue sources
reductions in investment income due to lower interest rates
diminishing state and federal government grants, particularly in relation to capital works and the
‘freezing’ of grants commission funding
cost shifting from other levels of government
increased costs in relation to the environment, building maintenance and ageing infrastructure,
coupled with the need to provide adequate funds to maintain and renew
providing an appropriate range and level of services to the community
repaying the existing and any future defined benefit superannuation shortfalls
ensuring adequate amounts of renewal expenditure within the capital works program
There are a number of financial objectives that Council needs to adhere to in an effort to remain
financially viable during its tenure. These include:



achieving operational surpluses
increasing cash reserves each year to fund future commitments
maintaining a working capital ratio of more than 100 per cent
22
Our Council
23
City profile
Our community loves Hobsons Bay for its beaches, parks and green spaces,
its vibrant atmosphere and sense of community, its proximity to the Central
Business District, its character housing and above all its people. For many it’s
the ideal place to live.
People
Place
Prior to European settlement, the Yalukit
Wilum clan occupied the area now known as
Hobsons Bay. Today, it is home to the suburbs
of Altona, Altona Meadows, Altona North,
Brooklyn, Laverton, Newport, Seabrook,
Seaholme, South Kingsville, Spotswood,
Williamstown and Williamstown North.
Hobsons Bay’s rich natural environment is one
of its greatest assets. Open space contributes
significantly to the quality of life in Hobsons
Bay, occupying 24 per cent of the
municipality’s land area. Hobsons Bay also has
more than 20 kilometres of beaches and
foreshore areas and is home to significant
coastal wetlands, five creek systems, remnant
native grasslands and important flora and
fauna habitats.
Hobsons Bay had an estimated resident
population in 2014 of 91,148 people, an
increase of eight per cent since 2011.
By 2031, the Hobsons Bay population is
forecast to increase by 17 per cent (14,864
people), at an average of 0.83 per cent per
year, which is considered relatively stable
growth.
Hobsons Bay has an ageing population, with
increases in most age groups 50 years and
over. The number of school aged children has
decreased over the past five years, however
regeneration is occurring with the number of
young children and adults in the 25-34 years
age bracket increasing.
Each neighbourhood area in Hobsons Bay has
its own unique character, from the historic
seaport of Williamstown (one of the oldest
settlements in Victoria), to the more recently
developed residential areas of Altona
Meadows and Seabrook.
A number of sites of significance to the
Aboriginal community are located throughout
the municipality, particularly along the coastal
trail.
24
Hobsons Bay quick facts
22% of low income households who are
renting are in housing stress
91,148 estimated resident population
By 2031, the Hobsons Bay population is
forecast to increase by 17 per cent (14,864
people)
56% (51,535) of Hobsons Bay residents are in
the labour force
5.9% unemployment rate for Hobsons Bay,
which is lower than Victoria’s rate of 6.5%
17 per cent (14,825) of Hobsons Bay residents
have a disability
1001.7 on the SEIFA Index of Disadvantage
There are 389 people identifying as being
Aboriginal or Torres Strait Islander living in
Hobsons Bay
There are 35,526 households in Hobsons Bay:
32% couples with children, 23.5% couples
without children, 11% one parent familes,
24% lone person households, other 9.5%
Close to 30 per cent of the Hobsons Bay
population was born overseas with residents
coming from more than 130 different
countries and speaking more than 100
different languages
23 per cent of the Hobsons Bay population
come from non-English speaking countries,
primarily from India, Italy, Vietnam, Malta and
Greece. Approximately 21 per cent of those
born overseas are considered recently
arrived.
Population make up:
15% up to 11 years old
15% 12-24
51% 25 to 59
19% 60+
Area 64km2 20kms of beaches and foreshore,
24% open space
16% of residents use public transport to get to
work
35,247 dwellings, across 12 suburbs
66% of residents either fully own or are
purchasing their home
25
Significant events in the city
These are just some of the many and varied events that Council produced,
presented or supported during 2014-15.
July 2014
Newport Folk Festival
NAIDOC Week flag raising
Altona City Theatre Company
Oliver!
August 2014
Arts at your Doorstep
Hobsons Voice
National Theatre Ballet
Pete the Sheep Musical
Highway of Lost Hearts
Substation Contemporary Art Prize exhibition
Eid al Fitr Festival
October 2014
Williamstown Musical Theatre Company
Disney’s Peter Pan
November 2014
The Last Night of the Proms
Eid al Adha Festival
The Substation Contemporary Art
Prize
Handel’s Messiah
Bupa Around the Bay
Maori and Polynesian Horizons Youth Festival
Altona
Williamstown Chamber of Commerce
Dog Day
Williamstown Heritage Beer Festival
Macedonian Food Festival
Laverton Festival
September 2014
Arts at your Doorstep
Melbourne Chamber Orchestra
Woods Street Pop Up Market
Hobsons Bay Arts Society Spring
Exhibition
December 2014
Williamstown Christmas Market
Carols by Candlelight
Laverton, Newport, Altona, Altona
Meadows, Williamstown
Diwali
Altona City Theatre Company
FAME – The Musical
Children’s Week Picnic
Williamstown Musical Theatre Company
Frankenstein – A New Musical
Rivers to Recognition –
Commonwealth Reserve/ Seaworks
NYE Operations Planning
January 2015
February 2015
March 2015
Mitchelton Bay Cycling Classic
Criterium
Summer Sounds
Harmony Day Colourfest Short Films
Australia Day in Altona
GOWEST as part of Midsumma
Newport Folk & Fiddle Bush Dance
Movies By the Bay
Waitangi Day, Altona
Shakespeare In The Gardens
Home (with Arts Centre) –
Community workshops
150th Anniversary of the Shenandoah
& Maritime Festival
Hobsons Bay Men’s Shed Classic Car
Show
Pier to Plate – Melbourne Food & Wine Festival
Heritage Walking Tours
Altona City Theatre Company
Pinocchio
26
April 2015
Art In Public Places
Woods Street Pop Up Market
Arts at your Doorstep
The Listies Make You LOL!
May 2015
June 2015
20th Anniversary Citizens Afternoon Tea at Louis
Joel
Arts at your Doorstep
Dewayne Everettsmith
Arts at your Doorstep
Drowning in Veronica Lake
Williamstown Literary Festival
Hobsons Bay Art Society Exhibition at
Civic Centre
Williamstown Musical Theatre Company
The Witches of Eastwick - Musical
Buloke Exhibition at Louis Joel
Anzac Commemorations
27
Our Councillors
Hobsons Bay has seven Councillors representing three wards. The current
Council will complete its term in October 2016.
In Victoria, the legal basis for councils is
established under the Local Government Act
1989. It is the primary role of Council to listen
to the community and consider their views
when making decisions. In particular, Council
needs to remain responsive to representing
the immediate and changing needs of its
residents. Council also:



acts as a representative government by
taking into account the diverse needs of
the local community in decision making
provides leadership by establishing
strategic objectives and monitoring their
achievement
maintains the viability of Council by
ensuring that resources are managed in a
responsible and accountable manner



advocates for the needs and desires of
the local community to other agencies
and governments
acts as a responsible partner in
government by taking into account the
needs of other communities
fosters community cohesion and
encouraging active participation in civic
life
October2016.
28
Wetlands Ward
Mayor Councillor Colleen Gates
M: 0457 916 615
E: cgates@hobsonsbay.vic.gov.au
Cr Carl Marsich
M: 0429 461 629
E: cmarsich@hobsonsbay.vic.gov.au
Cr Gates is the current Mayor and has
committed her term as a Councillor in the
Wetlands Ward to encouraging others to speak
up and make a difference in their community.
Cr Marsich is a Councillor with more than 14
years experience, serving as Mayor in 2000-2001
and 2005-2006.
Colleen’s key interests include enhancing
neighbourhood amenity, raising awareness
about Council’s services and advocating for
smarter outcomes to improve health and
wellbeing, access and inclusion, transport
connectivity, animal welfare and access to local
infrastructure.
Carl’s focus during his time at Council includes
strongly advocating for the interests of residents
in Wetlands Ward and more broadly Hobsons
Bay, ensuring active community consultation
and engagement with residents and community
groups and seeking improved neighbourhood
amenity, upgrading of facilities and improved
Council services for the area. Carl is also the
Council’s Bully Free Ambassador.
She is an environmental engineer by profession
and a community advocate, with strong interest
in the areas of social and infrastructure related
initiatives, arts/culture, community engagement
and the environment.
He works as an Occupational Health and Safety
Officer for the CPSU representing members in
the Victorian Public Sector.
29
Cherry Lake Ward
Cr Sandra Wilson
M: 0419 287 117
E: swilson@hobsonsbay.vic.gov.au
Cr Wilson is in her third year as a Councillor
having served as Mayor in her second year
(2013-14). She was elected as a Board Member
of the Victorian Local Governance Association, a
peak body for councillors, community leaders
and local government, for a two-year term in
early 2015. She is also Women's Charter
Champion for Hobsons Bay.
Cr Wilson believes in upholding good
governance and working positively with
colleagues and the community to deliver
sensible and sustainable outcomes for our
diverse and vibrant municipality. She cares
about the decisions we make today having the
best impact for the future.
Cr Wilson has worked as a consultant in
workplace diversity, equal opportunity, bullying
and flexible work practices, a manager of
volunteers and a policy officer for the national
peak body on volunteering. With her family, she
enjoys outdoor adventures such as bush
camping, bushwalking and cycling and she is a
keen football lover, supporting the Altona
Vikings and the Western Bulldogs.
Cr Jason Price
M: 0438 871 814
E: jprice@hobsonsbay.vic.gov.au
Cr Price is in his first term as Councillor for
Hobsons Bay.
He has been a long term Altona resident and is a
passionate advocate on issues of importance to
the local community. He has been a volunteer
with the SES Hobsons Bay Unit for most of the
time he has lived in the area. Cr Price is also a
member of the Hobsons Bay Residents’
Association.
Cr Price has been involved with the local
community by advocating on local issues such as
community services, planning, environment and
keeping our community active and healthy.
Cr Price works as a Network Specialist
Technician within Department of Education and
Training and is married with two young children.
30
Strand Ward
Cr Peter Hemphill
M: 0419 762 266
E: phemphill@hobsonsbay.vic.gov.au
Cr Peter Hemphill has been a Hobsons Bay
councillor since March, 1999, serving as Mayor
in 2008-09. He has an Australian Institute of
Company Directors diploma and has served on
the council’s audit committee for more than 12
years.
A Newport resident, Peter holds a Bachelor of
Agricultural Science with Honors and is an award
winning journalist with The Weekly Times.
He is a board member of the not-for-profit
Seaworks Foundation and works to promote
Williamstown’s maritime heritage. He has a
passion for history and preserving local heritage.
Cr Angela Altair
M: 0419 762 267
E: aaltair@hobsonsbay.vic.gov.au
Cr Altair has been a Councillor on Hobsons Bay
City Council since 1999, serving over five terms
of Council and has served as Mayor in 20022003 and 2012-2013.
Angela is Williamstown resident. She has always
pushed for a clean, green, prosperous city where
the arts flourish and the environment is
enriched and protected. Cr Altair is founder and
president of the Williamstown Literary Festival.
Angela is a journalist and public relations
practitioner.
31
Council Meetings and attendance
Council’s formal decision making processes are
conducted at public Council and Special
Committee Meetings.
Council meetings are held twice a month on
Tuesday evenings at 7pm (except over the
Christmas period). Council meetings are
generally held at the Hobsons Bay Civic Centre,
115 Civic Parade, Altona.
Deputy Mayor Councillor Paul
Morgan
M: 0488 828 880
E: pmorgan@hobsonsbay.vic.gov.au
A total of 22 Ordinary Council Meetings were
held during the period July 2014 to June 2015.
The attendance record of Councillors is set out
in the following table.
Councillor
First elected in 2012, Councillor Morgan and his
family have resided within Strand Ward for four
generations and have strong ties to the
community.
Ordinary Council Meetings
attended
Cr Gates
20 out of 22 (91%)
Cr Morgan
19 out of 22 (86%)
Now in his third year as a Councillor, Paul is
currently serving as Deputy Mayor and remains
keen to continue to engage with community
groups, working cooperatively with fellow
Councillors and Council officers to identify key
issues and develop strategies and action plans to
address the needs of the community.
Cr Altair
20 out of 22 (91%)
Cr Hemphill
14 out of 22 (64%)
Cr Marsich
21 out of 22 (95%)
Cr Price
22 out of 22 (100%)
Paul has more than 12 years experience
occupying leadership positions within the
education and technology sectors and has
significant experience as a consultant to
enterprise and government. In addition to his
role as a Councillor, Paul serves on a number of
boards and committees in the community. Paul
is a member of the Australian Institute of
Company Directors and holds a Bachelor of
Business degree in Entrepreneurship from RMIT
University.
Cr Wilson
22 out of 22 (100%)
Delegations
Council’s powers under the Local Government
Act 1989 or any other act may be delegated to a
Council committee, to the CEO or to a Council
officer. The CEO is also able to sub delegate to a
Council officer.
32
Special Committees
In addition to Council meetings, Councillors are also appointed to a range of committees1 as shown
in the table below:
Councillor
Cr Gates
Cr Morgan
Cr Altair
Cr Hemphill
Cr Marsich
Cr Price
Cr Wilson
1
Committee
Audit Committee, Hobsons Bay Community Fund, CEO’s
Performance Review Committee, Disability Advisory Committee,
Gay Lesbian, Bisexual, Intersex and Queer (GLBTIQ) Advisory
Committee, Laverton Community Association, LeadWest, Special
Planning Committee, Strategic Advisory Group
Audit Committee, CEO’s Performance Review Committee, Gay
Lesbian, Bisexual, Intersex and Queer (GLBTIQ) Advisory
Committee, Hobsons Bay Licensees Accord, Metropolitan Waste
and Resource Recovery Group, Special Planning Committee,
Victorian Local Governance Association
CEO’s Performance Review Committee, Association of Bayside
Municipalities, Municipal Association of Victoria, Port Capacity
Community Liaison Group, Special Planning Committee,
Strategic Advisory Group, Sustainable Environment Advisory
Group
Audit Committee, Mobil Altona Refinery Community Liaison
Committee, Newport Youth, Library and Seniors Facility Project
Reference Group, Special Planning Committee
Hobsons Bay Community Fund, CEO’s Performance Review
Committee, Metropolitan Transport Committee, Multicultural
Advisory Committee, Municipal Emergency Management
Planning Committee, Special Planning Committee
Brooklyn Community Representative Group, Multicultural
Advisory Group, Municipal Emergency Management Planning
Committee, Special Planning Committee
Audit Committee, Hobsons Bay Community Fund, Multicultural
Advisory Group, CEO’s Performance Review Committee, Altona
Complex Neighbourhood Consultative Group, Brooklyn
Community Reference Group, Gay Lesbian, Bisexual, Intersex
and Queer (GLBTIQ) Advisory Committee, Police Community
Consultative Committee/Westgate Regional Police Community
Consultative Committee, Roadsafe Westgate Community Road
Safety Council, Special Planning Committee, Truganina
Explosives Reserve Advisory Committee, Victorian Local
Governance Association, Women’s Advisory Committee
Appointments are usually made in December, so there is some overlap between financial years.
33
Councillor Code of Conduct
The Councillor Code of Conduct outlines the
expected standards of conduct and behaviour
for Councillors, as well as their accountability
and responsibilities towards each other, the
organisation and the community.
The code was most recently updated on 22
October 2013. The Code of Conduct is
scheduled for review in 2017.
The protocol on interactions with staff,
complements the Councillor Code of Conduct
and prohibits Councillors from improperly
directing or seeking to influence Council staff.
Consistent with section 75 of the act, in order
to assist Councillors in performing their duties
as elected representatives, Councillors are
provided with administrative support,
resources and facilities and are reimbursed
for certain expenses, as specified in the
Councillor Support and Expenses Policy and
Family Care Policy - Councillors.
The Councillor Support and Expenses Policy is
published on Council’s website, along with a
list of expenses incurred.
Councillor allowances and
expenses
The Mayor and Councillors are entitled to an
annual allowance as set out in Section 74 of
the Local Government Act 1989. The annual
allowances are reviewed and determined by
Council and by the Minister for Local
Government. Effective from 1 December 2014
the annual allowance for the Mayor of
Hobsons Bay is $72,834 and for all other
Councillors is $23,539.
The act also prescribes an additional payment
to the Mayor and Councillors equivalent to a
superannuation guarantee that may be paid
to the Councillor as either an addition to their
allowance or paid into their nominated
superannuation fund (at the discretion of the
Councillor).
34
Our Performance
T
35
Vision, mission, values and goals
Vision for Hobsons Bay
Hobsons Bay’s official vision statement brings
together the aspirations of residents,
Councillors and stakeholders:
Valuing the wellbeing of our people and our
place, now and into the future.
A safe, clean, accessible and connected
municipality, which values diversity, protects
its heritage and environment, fosters a
strong sense of community and provides
opportunities to achieve the best possible
health and wellbeing.
Council’s mission
Working with our community to plan, deliver
and advocate for the services and
infrastructure that will achieve a healthy,
connected and sustainable future in Hobsons
Bay.
Council’s Values
Honesty, Trust, Integrity, Collaboration,
Respect and Accountability
A place that people are proud to call home.
36
Council’s role
In accordance with the objectives provided within the Local Government Act
1989, the primary objective of a Council is to work towards improving the
overall quality of life of people in the local community.
Local government has responsibility for a
range of areas including roads, parks, waste,
land use, local laws, urban planning, personal
and home care, early years services,
recreation, community development, health
protection, emergency management, building
and maintaining assets and advocating for
community needs.
In order to accomplish its responsibilities,
Council’s strategic framework allows the
organisation to identify community needs and
aspirations over the long term (via the
Community Health and Wellbeing Plan),
operationalise the required work in the
medium term (via the Council Plan) and
ensure the required resources are available
via the Strategic Resource Plan and annual
budgets.
The Council Plan describes how Council will
deliver on these responsibilities and how it
will deliver on the community vision.
37
The Council Plan and Performance
The Council Plan is the key document that drives the strategic direction of
Council. It expresses Council’s broad vision for the future of Hobsons Bay.
Progress against the Council Plan 2013–17 is
measured through delivery of a range of
initiatives and major initiatives (as set out in
the Council Plan Annual Action Plan) and a
series of Council Plan indicators. Council
receives quarterly performance reports
against these to track progress over the
financial year.
Performance indicators include:
Community Satisfaction Indicators – these
stem from the Annual Community Survey
which provides Council with a wide range of
information relating to the community’s
satisfaction with Council’s major services and
facilities and with Council overall. The target
or measure in the case of community
satisfaction indicators is to always improve or
maintain the current levels of community
satisfaction.
Category
Very Poor
Poor
Solid
Good
Very Good
Excellent
Scores
less than 55
less than 60
60 to less than 65
65 to less than 72
72 to less than 77
77 and above
The LGPRF measures performance across four
indicator sets: governance and management,
service performance, financial performance
and sustainable capacity. The indicators have
been developed across three themes: service
performance, financial performance and
sustainability.
Best Value and Core Service Delivery
Indicators – a set of indicators that aim to
measure continuous improvement including
quality and cost standards, responsiveness to
community needs and accessibility of services
for those who need them. Each has a target
measure. Further information on the best
value legislation can be found in the good
governance section.
The next sections will provide an overview of
Council’s performance against the four goals
of the Council Plan.
Key
 Completed
2015/16 Carry Over
Local Government Performance Reporting
Framework - the Victorian Government has
introduced a new Local Government
Performance Reporting Framework (LGPRF),
which is mandatory for Councils in this
reporting cycle.
 Progressing
 Deferred
 Not Started
38
Goal 1: An inclusive, resilient and healthy
community
Engaging with local communities and stakeholders to plan for and provide
access to the services, cultural and recreational experiences, and economic
opportunities that enhance health and wellbeing.
While many Hobsons Bay residents
experience good health, just under a quarter
rate their health as fair or poor (higher than
the average for Victoria).
Data shows that diabetes, cancer and asthma
are particular health concerns for Hobsons
Bay residents, along with mental health issues
particularly for young people. In fact, more
young people in Hobsons Bay experience
psychological distress and psychiatric
hospitalisations than anywhere in the
Western Metropolitan Region and Victoria.
In line with these concerns, our community
told us that improving the provision of healthrelated services should be a priority for
Council’s work.
Council contributes directly to protecting and
promoting the health of its community
through a range of services such as
immunisations, food safety, communicable
disease prevention, aged, family, youth and
children’s services, as well as emergency
recovery and response.
In addition, the provision and maintenance of
recreational facilities and infrastructure such
as bike paths, libraries and community
centres, arts and cultural facilities, footpaths,
roads, parks and open space, all foster both
physical and mental wellbeing.
However, Council is not able to do it all,
therefore partnerships are formed with other
organisations and levels of government to
collaboratively work together and advocate
for the needs of the current and future
community.
Strategic Objectives:
39
Service profile
Council provides a range of services to the community. Below is a snapshot of
some of the different types of services and how Council performed on a
range of best value and Council Plan indicators.
Immunisation
Maternal and Child Health
Childhood immunisation rate:
1st year – 93.5%, 2nd year – 90.5%,
4th year – 93.1%
1,301 birth notifications received
11,915 immunisations given out
Library Service
18,826 Maternal and Child Health key ‘ages
and stages’ and additional consultations
provided
128 families/clients assisted via the family
support service
67,231 hours of internet usage provided in
the libraries
Early Years and Family Services
378,574 library customers
310 playgroup sessions provided
667,142 total library loans
118 new referrals received for the preschool
field officer service
230 programs delivered at the libraries with
42,736 participants
159 clients attended the preschool field
officer service/programs
5,644 new borrowers
Community Centres
Youth Services
Provided counselling to 797 young people
3,300 activities and programs delivered at
Laverton Hub
973 hours of one-on-one youth counselling
delivered
1,719 activities and programs delivered at the
Seabrook Community Centre
12,275 young people attended Council
organised youth activities
Services for older residents
NB: Council plan and best value indicators
are shown in blue text
165,934 hours of services provided to older
residents to assist with daily living at home
16,685 hours of respite for carers provided
40
Progress Against Initiatives
The tables below reflect the progress of the six major initiatives and 16
initiatives for this goal area.
Out of the 16 initiatives, seven were completed, four are still progressing, two will be carried over to
next financial year, two have been deferred and one is no longer relevant.
Out of the six major initiatives, five were completed and one will be carried over to the next financial
year.
Initiatives
Status
Provide a range of accessible, high quality services and social supports
Establish and deliver the ‘Baby Makes 3’ program.
Review the Council’s Child Care Public Policy Statement (2005).
Provide greater access to mental health services for young people.



Develop a strategy which provides the Council with direction around Learning
Communities.
2015/16
Pilot the new consortium arrangement governing the delivery of the Home Care
Packages Program.

Extend outreach (within Maternal and Child Health and Early Years services) to
respond to the increasing needs of vulnerable children and their families.

Develop a discussion paper that defines the role of Council in services for 8-11 year
olds.

Explore the feasibility of undertaking an Affordable Housing Implementation Plan.

Foster community wellbeing, capacity and sense of belonging
Implement 'Sons of the West' Men's Health Program funded by Western Bulldogs.

Pilot new model for delivering Planned Activity Groups (PAGs) which is driven by the
needs of clients.

41
Initiatives
Status
Protect and promote public health and community safety
Review and develop Best Practice Emergency Management Plan as assessed by Vic
SES audit process.


Complete the implementation of a software package to improve the management
of public health.

Develop a liquor licensing background paper.

Develop a reviewed Gambling Policy Statement
Develop planning guides and controls for waste management in multi-unit and
mixed use developments.
No longer
relevant
Provide a range of opportunities that support people to engage in health and
active lifestyles, the arts, recreation and sport
Develop an Urban Arts Collective as an arts based social enterprise for young
people.
Develop and implement an Active Community Volunteer Strategy.

2015/16
Foster cultural expression and lifelong learning
Development of an action plan to guide the implementation of Council
commitments identified in the Reconciliation Policy Statement.

Develop a discussion paper on lifelong learning in Hobsons Bay.


Implement a homework help program across the libraries.
Review Hobsons Bay Arts and Culture Plan.
2015/16
Work in partnership with key stakeholders to attract and advocate for the services
needed in Hobsons Bay
Advocate and position for funding to establish a Headspace youth mental health
service in Hobsons Bay.

Major Initiatives are highlighted
42
Performance Indicators
The tables below reflect how the Council performed on a range of
performance indicators.
Community Satisfaction Indicators
Initiatives
Services for children from birth to 5 years of age
Services for seniors
Services for young people
Services for people with a disability
Arts, events and cultural activities
Enforcement of local laws
Sports ovals and other local sporting facilities
Local library
Control and regulation of pets and domestic animals
2012/13
71
69
N/A
N/A
70
62
71
86
N/A
2013/14
78
75
75
78
75
69
77
86
70
2014/15
80
74
73
70
76
68
77
84
70
Council Plan performance indicators are highlighted
Snapshot on services for children
Council’s nine supported playgroups provide opportunities for
parents and children to meet and enjoy fun activities in a
supportive environment. Led by experienced early years
facilitators, positive interactions between children and adults
are encouraged, with a focus on developing skills, confidence,
and friendship groups for both parents and children. Research
shows that children who attend supported playgroups are
more prepared and developmentally ready for their
kindergarten year.
43
Local Government Performance Reporting Framework
Service Performance Indicators
Service/Indicator/measure
Result
Material
Variations
Home and Community Care (HACC)
Timeliness
Time taken to commence the HACC service
(N/A transitional measure
applicable from 1 July 2015)
[Number of days between the referral of a new client and commencement of
HACC service / Number of new clients who have received a HACC service]
Service Standard
Compliance with Community Care Common Standards
72%
[Number of Community Care Common Standards expected outcomes met /
Number of expected outcomes under the Community Care Common
Standards]
No comparative
data has been
compiled to
consider
variations
Service Cost
Cost of domestic care service
[Direct cost of domestic care service / Hours of domestic care service delivered]
Cost of personal care service
(N/A transitional measure
applicable from 1 July 2015)
[Direct cost of personal care service / Hours of personal care service delivered]
Cost of respite care service
[Direct cost of respite care service / Hours of respite care service delivered]
Participation
Participation in HACC service
17%
[Number of people that received a HACC service / Municipal target population
for HACC services]
Participation in HACC services by Culturally and Linguistically Diverse
(CALD) people
12%
No comparative
data has been
compiled to
consider
variations
[Number of CALD people who receive a HACC service / Municipal target
population in relation to CALD people for HACC services]
Council Plan performance indicators are highlighted
44
Service/Indicator/measure
Result
Material
Variations
Maternal and Child Health (MCH)
Satisfaction
Participation in first MCH home visit
104%
No comparative
data has been
compiled to
consider
variations
100%
No comparative
data has been
compiled to
consider
variations
[Number of first MCH home visits / Number of birth notifications received]
Service Standard
Infant enrolments in MCH service
[Number of infants enrolled in the MCH service (from birth notifications
received) / Number of birth notifications received]
Service Cost
Cost of MCH service
(N/A transitional measure
applicable from 1 July 2015)
[Cost to Council of the MCH service / Hours worked by MCH nurses]
Participation
Participation in the MCH service
76%
[Number of children who attend the MCH service at least once (in the year) /
Number of children enrolled in the MCH service]
Participation in MCH service by Aboriginal children
[Number of Aboriginal children who attend the MCH service at least once (in
the year) / Number of Aboriginal children enrolled in the MCH service]
Libraries
Utilisation
Library collection usage
77%
4 items
No comparative
data has been
compiled to
consider
variations
88%
No comparative
data has been
compiled to
consider
variations
$11.79
No comparative
data has been
compiled to
consider
variations
No comparative
data has been
compiled to
consider
variations
[Number of library collection item loans / Number of library collection items]
Resource Standard
Standard of library collection
[Number of library collection items purchased in the last 5 years / Number of
library collection items]
Service Cost
Cost of library service
[Direct cost to Council of the library service / Number of visits]
Participation
Active library members
[Number of active library members / Municipal population]
Participation in
key ages and
stages reduces
significantly for
the 2 year and 3.5
year visit
23%
Council Plan performance indicators are highlighted
45
Service/Indicator/measure
Animal Management
Timeliness
Time taken to action animal management requests
[Number of days between receipt and first response action for all animal
management requests / Number of animal management requests]
Service Standard
Animals reclaimed
Result
(N/A transitional measure
applicable from 1 July 2015)
42%
[Number of animals reclaimed / Number of animals collected]
Service Cost
Cost of animal management service
$46.77
[Direct cost of animal management service / Number of registered animals]
Health and Safety
Animal management prosecutions
0
[Number of successful animal management prosecutions]
Food Safety
Timeliness
Time taken to action food complaints
[Number of days between receipt and first response action for all food
complaints / Number of food complaints]
Service Standard
Food safety assessments
100%
As directed, the
reporting period
for this measure
is the 2014
calendar year
$668.54
No comparative
data has been
compiled to
consider
variations
75%
No comparative
data has been
compiled to
consider
variations
[Direct cost of the food safety service / Number of food premises registered or
notified in accordance with the Food Act 1984]
Health and Safety
Critical and major non-compliance notifications
[Number of critical non-compliance notifications and major non-compliance
notifications about a food premises followed up / Number of critical non –
compliance notifications and major non-compliance notifications about food
premises]
No comparative
data has been
compiled to
consider
variations
No comparative
data has been
compiled to
consider
variations
No animal
management
prosecutions
were taken to
court during the
period
(N/A transitional measure
applicable from 1 July 2015)
[Number of registered class 1 food premises and class 2 food premises that
receive an annual food safety assessment in accordance with the Food Act
1984 / Number of registered class 1 food premises and class 2 food premises
that require an annual food safety assessment in accordance with the Food Act
1984]
Service Cost
Cost of food safety service
Material
Variations
46
Service/Indicator/measure
Result
Material
Variations
73
No comparative
data has been
compiled to
consider
variations
4
inspections
No comparative
data has been
compiled to
consider
variations
0
No reportable
incidents
occurred during
the period
-$0.15
No comparative
data has been
compiled to
consider
variations
Aquatic Facilities
Satisfaction
User satisfaction with aquatic facilities
[Community satisfaction rating out of 100 with how council has performed on
how council has performed on provision of aquatic facilities]
Service Standard
Health inspections of aquatic facilities
[Number of authorised officer inspections of Council aquatic facilities / Number
of aquatic facilities]
Reportable safety incidents at aquatic facilities
[Total number of WorkSafe reportable aquatic facility safety incidents]
Service Cost
Cost of indoor aquatic facilities
[Direct cost of indoor aquatic facilities less income received / Number of visits
to indoor aquatic facilities]
Cost of outdoor aquatic facilities
[Direct cost of outdoor aquatic facilities less income received / Number of visits
to outdoor aquatic facilities]
Utilisation
Utilisation of aquatic facilities
[Number of visits to aquatic facilities / Municipal population]
N/A
4 visits
There are no
outdoor aquatic
facilities within
the municipality
No comparative
data has been
compiled to
consider
variations
Council Plan performance indicators are highlighted
47
Goal 2: A Well Planned, Vibrant and
Sustainable Place
Fostering safe, attractive and connected neighbourhoods that provide social
and economic opportunities for all and are resilient to climate change; while
caring for our precious heritage, coast and natural resources for future
generations.
Hobsons Bay residents identify strongly with
their neighbourhood and Hobsons Bay as a
special place with many recognising the
municipality as close to their ideal place to
live.
Above all else, the community values the
coastal location of the municipality, along
with its many parks and quality open spaces
and wants the Council to continue to protect
these community and environmentally
significant areas for future generations to
enjoy.
This includes consideration of the impacts of
climate change which presents many
challenges for Hobsons Bay. Higher average
temperatures, reduced rainfall, extreme
weather events and sea level rise will have an
impact on our local environment.
Council has a role in planning healthy
communities, not only through its land use
and social planning functions, but also
through the provision of infrastructure
including walking and cycling connections for
physical activity and active transport.
Council also has a role in planning to
accommodate the changing nature of our
population and in ensuring development is
appropriate and accessible for all.
Tourism and cultural industries provide
identity as well as visitor attraction and
community benefits, as do a number of retail
precincts. Local job creation is important now
and into the future.
Strategic Objectives:
48
Service Profile
Council provides a range of services to the community. Below is a snapshot of
some of the different types of services.
Environmental Sustainability
Tourism and Events
2013-14 figures. Council’s annual Environmental
Sustainability Report is released in September each
year once all data is made available by retail
companies, entered and verified in the Council’s
Environmental Reporting System
42,617 total number of visitors to Hobsons
Bay Visitor Information Centre
48 events 41 exhibitions and 7 festivals
assisted or delivered
4,530 tonnes greenhouse gas emissions (3%
less than 2012-13)
Economic Development
273.3ML total water consumption (2.7% more
than 2012-13)
86% council drinking water used
7% storm water used
The Local Government Performance Reporting
Framework, Economic Development Service
Performance Indicators were revoked by the State
Government. As such, Council is unable to report
on these council plan measures as municipal level
data is no longer available to Council.
52 friends group events
32 community conservation events
61 business development activities delivered
with 796 businesses participating
Waste Management
422kg waste generated per person
Town Planning
92% waste service management requests
attended to within business rule timeframes
963 new planning applications received
1318 planning decisions made (including
amendments to permits)
49
Progress Against Initiatives
The tables below reflect the progress of the seven major initiatives and six
initiatives for this goal area.
Out of the six initiatives, five were completed, and one will be carried over to next financial year.
Out of the seven major initiatives, four were completed and three will be carried over to the next
financial year.
Initiatives
Status
Contribute to creating an accessible, well connected city
Undertake three Disability Discrimination Act (DDA) Audits in line with compliance
requirements and implement recommendations from audits already conducted.

Develop a program for improved accessibility of the footpath network.

Enhance neighbourhood character, while respecting local heritage and open space
Review the Council’s processes for assessing subdivision applications.

Contribute to initiatives that encourage economic opportunities through local
employment, business, industry and tourism
Review and update the Tourism Strategy.
Develop an Economic Development Strategy.
2015/16

Plan for a well designed urban environment and public spaces that enhance safety
for all community members and contribute to the life of the city
Auspice the development of the Western Metropolitan Regional Trails Plan.
Progress the implementation of the New Residential Zones.
Develop the Hobsons Bay Public Art Strategy.
Develop a food waste recovery issues paper.

2015/16
2015/16

50
Initiatives
Complete a draft Stage Two Municipal Strategic Statement rewrite for public
exhibition.
Status
2015/16
Reduce the Council’s ecological footprint and ensure our community has the
capacity to adapt to the effects of climate change
Develop an Irrigation Management Action Plan.
Implement Stage Two of the Street Light Replacement Program (1500 lights).


Ensure opportunities for residents to enhance their health and wellbeing are
delivered upon through strategic integrated planning, social research, community
consultation and evaluation
Develop Background Paper for review of the Multicultural Policy.

Major Initiatives highlighted
51
Performance Indicators
The tables below reflect how the Council performed on a range of
performance indicators.
Community Satisfaction Indicators
Initiatives
Activities promoting local business
Activities promoting local tourism
Design of public spaces
Protection of local heritage
Community programs, events or activities to encourage
environmental sustainability
Satisfaction with appearance and quality of new
developments
Satisfaction that planning decisions retain the community
feel of neighbourhoods
Opportunities provided by Council to participate in
strategic planning projects
Effectiveness of communication during the planning
process
The scale/density of buildings overshadowing, overlooking
and setback distances
2012/13
61
61
52
52
64
2013/14
63
63
69
67
72
2014/15
66
65
68
68
70
N/A
65
64
N/A
65
63
N/A
58
62
N/A
61
66
N/A
61
61
Council Plan performance indicators are highlighted
Snapshot on activities promoting local business
A healthy economy means a healthy
community, and Council has an
important role to play in assisting the
local economy and in supporting and
promoting Hobsons Bay as a place to
invest and do business. To achieve
these objectives, Council established
an Economic Development unit,
dedicated to delivering increased
economic and social benefit to the
city. Council recently endorsed the
Hobsons Bay Economic Development
Strategy, which sets out a vision and
guides the work of Council’s
Economic Development unit over the
next five years.
52
Local Government Performance Reporting Framework
Service Performance Indicators
Service/Indicator/measure
Result
Material
Variations
111 days
No comparative
data has been
compiled to
consider
variations
45%
No comparative
data has been
compiled to
consider
variations
$3519.49
No comparative
data has been
compiled to
consider
variations
62%
No comparative
data has been
compiled to
consider
variations
Statutory Planning
Timeliness
Time taken to decide planning applications
[The median number of days between receipt of a planning application and a
decision on the application]
Service Standard
Planning applications decided within 60 days
[Number of planning application decisions made within 60 days / Number of
planning application decisions made]
Service Cost
Cost of statutory planning service
[Direct cost of statutory planning service / Number of planning applications
received]
Decision Making
Council planning decisions upheld at VCAT
[Number of VCAT decisions that did not set aside council’s decision in relation
to a planning application / Number of VCAT decisions in relation to planning
applications]
53
Goal 3: Quality Community Infrastructure
and Public Open Spaces
Delivering a high standard of well-maintained community infrastructure
including roads, Council owned buildings, pedestrian and cycle paths, and
public open spaces that are accessible and meet the needs of local
communities.
The Hobsons Bay community is concerned
about the effects that population growth will
have on the municipality’s infrastructure.
They told us that they want Council to
prioritise the maintenance of open spaces and
parks (particularly in neighbourhood areas
including Altona North, Laverton and Altona
Meadows), and to improve roads, streets and
shared bike/footpaths.
Council has various roles in relation to
community infrastructure including
advocating for, planning, building, operating
and maintaining. Community infrastructure
provided and maintained by Council includes
kindergartens, maternal and child health
centres, childcare centres, community
meeting spaces / halls, community centres
and seniors centres; as well as other
infrastructure including roads, footpaths,
bicycle tracks and walking trails.
Their effective management is crucial to the
sustainable delivery of these services to meet
community needs and aspirations.
The municipality’s parks and open spaces are
among residents’ most valued aspects of
Hobsons Bay and allow the community to
enjoy the municipality while facilitating
activities such as walking and cycling, which
promote good health and wellbeing. As such,
Council understands the importance of
ensuring it protects and enhances all the
natural open space areas of the municipality.
Maintaining the cleanliness of the
municipality is one of the major roles of
Council. Through managing waste collection,
recycling services, street and beach cleaning
and litter prevention programs, Council can
maintain the municipality in a clean and
sanitary condition.
Strategic Objectives:
54
Service Profile
Council provides a range of services to the community. Below is a snapshot of
some of the different types of services and how the Council performed on a
range of best value and Council Plan indicators.
City Maintenance
99% completion of customer service requests regarding street trees in accordance with contract
specifications
97% service management requests were attended to within the timeframes set by the business rules
Safety and local laws
1,139 local law and other infringement notices issued
20,149 parking infringement notices issued
8,633 parking permits issues (1,753 disabled parking permits issued)
2,936 local laws matters investigated (625 litter complaints investigated, 61 vehicles impounded)
99% eligible school crossings supervised
98% local laws service management requests were attended to within business rule timeframes
Key capital works projects
Major Projects
Williamstown Town Hall Restoration $1.1M*
Newport Youth/Library/Senior Centre $2.0M*
Madigan Reserve $1.0M
Pier Street (Stage 3) $400,000*
Greenhouse Action Plan (Street-lighting)
$610,000
Sporting Facilities
Sporting Ground Floodlighting $230,000
Newport Athletic Pavilion Extension $690,000
Comben Reserve Pavilion Extension $240,000
* These projects go over multiple years. The
amounts shown here are only part
expenditures.
Roads, Footpaths and Drainage
Environmental Initiatives
Footpath upgrades and renewals $440,000
Greenhouse Action Plan (Buildings) $380,000
Road Resurfacing Program $1.3Million
Road Rehabilitation Program $4.5Million
55
Drainage Upgrades $540,000
Buildings
Parks and Open Space
Building renewals and upgrades $1.4Million
Shared Trail development $620,000
Public toilet upgrades $300,000
Car park upgrades $1.0Million
Sports ground/Reserve upgrades $1.5Million
Tree management and planting $320,000
NB: Council plan and best value indicators are shown in green text
56
Progress Against Initiatives
The tables below reflect the progress of the 10 major initiatives and five
initiatives for this goal area.
Out of the five initiatives, four were completed and one is still progressing.
Out of the 10 major initiatives, four were completed and six will be carried over to the next financial
year.
Initiatives
Status
Protect and enhance our coastal environment, public open space network and
natural areas
Establish a five year foreshore revetment and access program.
Update the Williamstown Botanic Gardens Master Plan.
Develop a Management Plan for Truganina Explosives Reserve.
Undertake a feasibility study into one water harvesting project.
Develop the Open Space Strategy.
Complete the rehabilitation of Jack Madigan Reserve.
Development background documents for the Biodiversity Strategy.
2015/16


2015/16
2015/16


Build and maintain a clean, safe and beautiful city
Facilitate STEP Asset Management Process.

Implement Capital Works Program.

Invest in and maintain Council-owned buildings to ensure they respond to
community needs
Complete the Newport Youth, Library and Seniors Facility.
Update the Asset Management Policy and Strategy.
Complete Master Plan and Scope of works for Williamstown Mechanics Institute.
Review and improve the Hobsons Bay Visitor Information Centre.
2015/16
2015/16


57
Initiatives
Status
Provide and maintain roads, drainage and footpath networks that meet the needs
of the community
Implement the expanded Road Resurfacing Program.

Increase the use of integrated transport across the municipality
Develop Draft Integrated Transport Strategy.
2015/16
Major Initiatives are highlighted
58
Performance Indicators
The tables below reflect how the Council performed on a range of
performance indicators.
Community Satisfaction Indicators
Initiatives
Traffic management
Parking facilities
Regular recycling
Provision and maintenance of parks, gardens and
open spaces
Provision and enhancement of the foreshore
Weekly garbage collection
Graffiti removal
Footpath maintenance and repairs
Drains maintenance and repairs
Bike paths
Road maintenance and repairs
Satisfaction with maintenance and cleaning of public
areas
Provision and maintenance of street trees
Green waste service
Hard rubbish service
2012/13
53
55
N/A
71
2013/14
63
62
85
75
2014/15
63
63
84
74
71
76
N/A
53
53
N/A
53
N/A
75
87
66
60
66
76
63
69
72
86
67
61
67
73
64
69
N/A
N/A
N/A
75
84
80
66
85
80
Council Plan performance indicators are highlighted
Snapshot on weekly garbage collection
In the local government waste
and resource recovery industry,
Council’s weekly collection of
garbage and fortnightly recycling
collection is considered an ideal
service model. Over the last few
years Council has implemented a
new garbage, recycling and green
waste contract with a new fleet
of collection vehicles. Council has
improved the hard waste
collection service to increase
reuse and recycling.
59
Local Government Performance Reporting Framework
Service Performance Indicators
Service/Indicator/measure
Result
Material
Variations
152
requests
No comparative
data has been
compiled to
consider
variations
5 bins
No comparative
data has been
compiled to
consider
variations
$85.09
No comparative
data has been
compiled to
consider
variations
Waste Collection
Satisfaction
Kerbside bin collection requests
[Number of kerbside garbage and recycling bin collection requests / Number of
kerbside bin collection households] X 1000
Service Standard
Kerbside collection bins missed
[Number of kerbside garbage and recycling collection bins missed / Number of
scheduled kerbside garbage and recycling collection bin lifts] X 10,000
Service Cost
Cost of kerbside garbage bin collection service
[Direct cost of the kerbside garbage bin collection service / Number of kerbside
garbage collection bins]
Cost of kerbside recyclables bin collection service
$23.02
[Direct cost of the kerbside recyclables bin collection service / Number of
kerbside recyclables collection bins]
Waste Diversion
Kerbside collection waste diverted from landfill
[Weight of recyclables and green organics collected from kerbside bins /
Weight of garbage, recyclables and green organics collected from kerbside
bins]
47%
No comparative
data has been
compiled to
consider
variations
Council Plan performance indicators are highlighted
60
Service/Indicator/measure
Result
Material
Variations
122
No comparative
data has been
compiled to
consider
variations
98%
No comparative
data has been
compiled to
consider
variations
[Direct cost of sealed local road reconstruction / Square metres of sealed local
roads reconstructed]
$43.86
Cost of sealed local road resealing
$12.17
No comparative
data has been
compiled to
consider
variations
Roads
Satisfaction
Sealed local road requests
[Number of sealed local road requests / Kilometres of sealed local roads] x 100
Condition
Sealed local roads below intervention level
[Number of kilometres of sealed local roads below the renewal intervention
level set by Council / Kilometres of sealed local roads]
Service Cost
Cost of sealed local road reconstruction
[Direct cost of sealed local road resealing / Square metres of sealed local roads
resealed]
Satisfaction
Satisfaction with sealed local roads
[Community satisfaction rating out of 100 with how council has performed on
the condition of sealed local roads]
64
No comparative
data has been
compiled to
consider
variations
Council Plan performance indicators are highlighted
61
Goal 4: An Innovative, Proactive and
Leading Organisation
Providing strong civic leadership, advocacy and good governance to promote
the wellbeing of people who live, work in and visit Hobsons Bay: ensuring
that the Council is an effective, financially strong and capable organisation.
The role of local government is one of
leadership and involves a range of functions
including strategic planning, advocacy, and
facilitation of community participation.
However, Council must serve its community,
so understanding community requirements is
vital to effectively plan for the future of our
community.
Despite its many functions and
responsibilities, Council cannot legislatively do
everything. However, a commitment to
integrated council planning will help ensure
strong working collaborations and
partnerships are developed with key
organisations, business and community
groups and also internally between Council
business areas.
All this is underpinned by a highly skilled
workforce and it is critical for Council to have
a focus on attracting and retaining the best
workforce possible that will help it deliver the
outcomes it needs.
Achieving the best outcomes for Hobsons Bay
requires Council to be an effective, capable,
transparent and well-resourced organisation
which manages risks and maximises
opportunities wherever possible. This requires
excellence in governance and organisational
practices
Strategic Objectives:
62
Service Profile
Below is a snapshot of some of Council’s different operational functions and how it
performed on a range of best value and Council Plan indicators.
Human Resources
6% Workforce turnover figure
76% of new starters completed all required
compulsory training
Information Technology and Records
Management
543 users supported and 5,919 help desk requests
received
17,025 corporate documents registered
Customer Service
48% employees had an annual review
108,820 calls received
175 training courses were delivered for staff with
591 participants
34,488 customer requests received in person or by
phone
Occupational Health and Safety
92 workplace injuries and 15 work cover claims
25,629 online requests received by email (93%) or
web chat (7%)
410 days lost due to work-related injuries
56 seconds wait period for a call to be answered
Risk Management
61 per cent of calls to the Council’s 9932 1000
number resolved at first point of contact
100% of scheduled safety walks conducted
85% of customer requests were attended to within
business rule timeframes
Communications
Governance
Council website meets government accessibility
guidelines
100% freedom of information requests responded
to within statutory timeframes
1,277 Twitter followers
737 LinkedIn followers
100% register of interest returns completed and
returned to governance within the legislative
timeline
2,814 Facebook page ‘likes’
28,800 interactions across all social media
accounts
Rates
$91,151,174 total rate income
3.97% outstanding rates (less hardship) as a
percentage of total rates
One annual review of the Instruments of
Delegation to staff members undertaken
NB: Council plan and best value indicators are
shown in green text
63
Progress Against Initiatives
The tables below reflect the progress of the four major initiatives and 24 initiatives
for this goal area.
Out of the 24 initiatives, 18 were completed, three are still progressing, two will be carried over to next
financial year, and one was deferred.
Out of the four major initiatives, one was completed, one is still progressing and two will be carried over to
the next financial year.
Initiatives
Status
Undertake responsible and sustainable decision making and management
Review the Community Local Law.

Review the Special Planning Committee Process.


Establish Contract Reporting Framework.
Review and improve operational space at the Depot.
Review Under Excess Claims Management.
Review FOI procedures and the use of external providers.
Assess Insurance portfolio to ensure adequate insurance and accuracy of register.
Develop an ICT End User Strategy (including an ICT end user survey).




2015/16
Review the Council’s Procurement Policy, ensuring that it is published on the
Council’s website and available at the Council office.
Ensure department level financial reports are presented to the Corporate
Management Team (CMT) on a quarterly basis.
Endorse the Records Management Policy.



Implement Pay by Phone parking technology.

Develop a new Business Continuity Plan (BCP).




Implement recommendations from internal risk audit.
Implement finance indicators and model budget from the Local Government
Performance Reporting Framework.
Develop a procedure to review organisational policies.
64
Initiatives
Status
Understand community needs, advocate and partner with others for the benefit
of the municipality, especially in relation to children and young people
Implement new software for the Community Grants program.

Communicate and engage effectively with the community and provide excellent
customer service
Develop a new Customer Service Strategy.
Develop a Community Engagement Policy and toolkit.
Develop and implement the Council engagement website.
Deliver Mobile Program aimed at culturally and linguistically diverse communities.
Implement new organisational branding.
Complete adaptive and accessibility project for the Council website.
Develop Council newsletter for the community.
2015/16






Foster a highly skilled, effective and committed workforce
Implement the E-Recruit Program.
Conduct organisational skills audit.
Implement phase one of Workforce Management Plan.
Develop an Organisation Development Discussion Paper.
2015/16
2015/16


Major Initiatives are in bold
65
Performance Indicators
The tables below reflect how the Council performed on a range of performance
indicators.
Community Satisfaction Indicators
Initiatives
Council’s overall performance
Representation lobbying and advocacy
Keeping the community informed
Providing opportunities for voice to be heard on issues
of importance
Care and attention paid to customer service enquiries
Responsiveness to community needs
Council advertising in local newspapers
Council website
Maintaining the trust and confidence of the local
community
General reception
Provision of information on the Council and its services
Speed of service
Courtesy of service
Access to relevant officer / area
Staff understand language needs
2012/13
64
56
59
55
2013/14
66
62
67
67
2014/15
68
65
68
69
77
N/A
N/A
N/A
N/A
77
64
67
69
64
73
67
68
70
65
N/A
N/A
N/A
N/A
N/A
N/A
78
74
72
78
75
87
79
73
70
77
73
80
Council Plan performance indicators are in bold
Snapshot on consultation and engagement
In June 2015, Council
adopted a Community
Engagement Framework
which defines Council’s
commitment to the
community and outlines the
principles that drive our
engagement practices. The
framework aims to make it
easier for community to
connect with Council.
66
Local Government Performance Reporting Framework
Service Performance Indicators
Service/Indicator/measure
Result
Material
Variations
1%
No comparative
data has been
compiled to
consider
variations
64
No comparative
data has been
compiled to
consider
variations
90%
No comparative
data has been
compiled to
consider
variations
$40,558.71
No comparative
data has been
compiled to
consider
variations
65
No comparative
data has been
compiled to
consider
variations
Governance
Transparency
Council resolutions made at meetings closed to the public
[Number of council resolutions made at ordinary or special meetings of council
or at meetings of a special committee consisting only of councillors closed to
the public / number of council resolutions made at ordinary or special meetings
of council or at meetings of a special committee consisting only of councillors]
Consultation and Engagement
Community satisfaction with the Council’s community consultation and
engagement effort
[Community satisfaction rating out of 100 with how council has performed in
making decisions in the interest of the community]
Attendance
Councillor attendance at Council meetings
[The sum of the number of councillors who attended each ordinary and special
council meeting / (Number of ordinary and special council meetings) x (Number
of councillors elected at the last council general election)]
Service Cost
Cost of governance
[Direct cost of governance service / Number of councillors elected at the last
council general election]
Satisfaction
Satisfaction with council decisions
[Community satisfaction rating out of 100 with how council has performed in
making decisions in the interest of the community]
Council Plan performance indicators are in bold
67
Our Organisation
68
Our Directorates
The current structure includes four directorates headed up by the CEO who is
employed by and reports to the elected Council.
It is the responsibility of the CEO and directors
to manage operations and ensure Council
receives the strategic information it needs to
make decisions for the municipality.
Chris Eddy
Chief Executive Officer
The Chief Executive Officer has overall responsibility
for the implementation of the Council Plan and
providing advice to Council on the performance of
the organisation.
Director Corporate Services
Responsible for Customer Service and Councillor
Support, Finance, Information Services, and
Governance and Local Laws.
Peter Hunt
Responsible for Learning Communities, Community
Care, and Family, Youth and Children’s Services.
David Anderson
Director Community Services
Natalie Walker
Director Strategic Development
Sherry Clarke
Director Infrastructure and City Services
Responsible for Planning, Building and Health
Services, Cultural and Economic Development, and
Strategy and Advocacy.
Responsible for City Maintenance and Cleansing,
Parks, Capital Works and Assets, and Recreation and
Community Facilities.
69
Organisational Structure
Please note: Joanne
Smith was Acting
Manager Libraries
during the period.
70
Staff Profile
Council aims to build and maintain a staffing profile that demonstrates a
commitment to excellence, ensures an appropriate workforce mix in relation
to gender, age and diversity, and is developed through proactive recruitment
and retention strategies to meet current and future employment needs
Total Employees
843 - Total number of Council employees (560 female – 283 male)
25 & under
26 - 34
35 - 44
45 - 49
50 - 54
55 - 59
60+
Total
Workforce
female
21
88
127
72
107
70
75
male
14
53
61
30
25
31
69
total
35
141
188
102
132
101
144
560
283
843
71
Total employees by employment classification and gender
Please note that this does not include employees on maternity leave or temporary staff hired
during the period.
72
Length of service
We have 64 employees or eight per cent of our workforce who have worked
at Council for over 10 years
10yrs
15yrs
20yrs
25yrs
30yrs
35yrs
40yrs
45yrs
Total
female
18
12
11
5
1
0
0
0
47
male
11
4
0
1
0
1
0
0
17
total
29
16
11
6
1
1
0
0
64
73
Workforce by Directorate
Nearly half of Council’s workforce work within the community wellbeing
directorate which includes aged care services, children’s services, community
development and libraries.
74
Other Employee Matters
A number of initiatives are in place to promote a positive corporate culture.
Employee Health and Wellbeing

A broad range of support services and
initiatives are available for all staff, including
an Employee Assistance Program (EAP), early
intervention program and flexible working
arrangements.
The corporate health and wellbeing program
continued to provide a wide range of events
and activities to support employees in
achieving personal health and lifestyle goals.
total days lost for work-related injuries
410, (compared to 206 last financial year).
This is primarily due to a high number of
surgical procedures that were undertaken
to resolve ongoing Work Cover claimed
injuries. Time lost following surgery varied
from four to eight weeks and was usually
followed by a period of return to work on
reduced hours
Employee Development and
Training
During the 2014-15 period, there were 260
staff wellbeing activities, attended by 877
participants.
Council aims to foster a highly skilled,
effective and committed workforce by
investing in the development of all
employees.
Occupational Health and Safety
During the 2014-15 period, Council ran 175
Council is committed to the safety, health and
wellbeing of its employees and continual
improvement in workplace health and safety
performance. Through its Occupational Health
and Safety (OHS) function, Council conducted
various programs designed to reduce illness
and injury rates. Council has achieved external
accreditation for its OHS management system
with SafetyMAP (Safety Management
Achievement Program).
internal training courses, totaling 5253
hours of professional development for
our staff.
Other achievements included:


40 employees were supported to
undertake study towards a relevant
qualification
64 employees attended training on
identifying and supporting staff
experiencing family violence
During, the 2014-15 period, Council received:


15 Work Cover claims. This is a reduction
of 16.5 per cent on the number of claims
lodged last financial year (19 claims)
92 workplace injuries were reported for
the 2014-2015 financial year (compared
to 126 last financial year)
Equal Opportunity
Council’s Equal Employment Opportunity and
Bullying and Harassment Policy supports a
commitment to the principles of equal
employment opportunity and to providing a
75
safe and productive work environment free of
harassment.
It is compulsory for all employees to attend
training to ensure everyone is aware of the
policy and their obligations.

work towards supporting opportunities to
strengthen gender equity within
traditional dominant gender roles such as
Maternal and Child Health (MCH) and
Engineering.
Council also has a Contact Officer program, to
provide confidential assistance and advice to
employees who feel they may be subject to
discrimination, bullying or harassment.
In addition, the Council’s Gender Equity Policy
Statement aims to create a gender equitable
workplace, to be a leading organisation that is
innovative, proactive and strives for
continuous improvement. The Council aims to
do this by:
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providing opportunities and setting
measureable targets for the number of
women in management and senior
management levels
continuing the commitment to flexible
workforce arrangements, including
flexible parental leave and support for
working from home, along with places to
cater for breastfeeding, children’s space,
and the provision of baby change tables in
unisex toilets.
supporting people across the organisation
to champion and role model gender
equity e.g. men taking parental leave and
having access to children’s spaces.
ensuring position descriptions articulate
how the role includes/links with
considerations of gender equity.
delivering internal staff training, to ensure
staff understand gender equity, why it is
important, and what it means within their
role.
continuing to ensure that pay equity is
achieved between women, men and
gender diverse individuals
reviewing roles within the organisations
to understand gender balances
76
Good Governance
77
Corporate governance
Corporate governance aims to ensure that the manner in which decisions are
made and implemented is open, honest, transparent, and accountable. The
following information provides further detail on the controls and processes
in place to promote good corporate governance.
Managing conflicts of interest
Audit Committee
A conflict of interest occurs when a personal
or private interest might compromise the
ability to act in the public interest.
In line with good governance practices and in
accordance with section 139 of the Local
Government Act 1989, Council has operated
an Audit Committee since 2001.
Under the Local Government Act 1989, an
interest must be declared if a Councillor
would receive, or could be reasonably
perceived as receiving, a direct or indirect
financial or non-financial benefit or detriment
from the decision (other than as a voter,
resident or ratepayer).
At a Council or committee meeting,
Councillors must disclose a conflict of interest
immediately before the matter is considered
or discussed. The declaration of the conflict of
interest must be recorded in the minutes.
A Councillor may also make a conflict of
interest disclosure by advising the CEO in
writing of the details of the interest before a
Council or committee meeting. Such written
disclosures are kept in a register for three
years after the date the Councillor who made
the disclosure ceases to be a Councillor.
The Act also requires Council staff to disclose
conflicts of interest by advising the CEO in
writing of the nature of the interest. If the
CEO has a conflict of interest, he must
disclose the type and nature of the interest in
writing to the Mayor and Council at the next
Ordinary Council Meeting.
The Audit Committee is an advisory
committee that provides independent advice
to Council. Its role is to assist Council in the
effective conduct of its responsibility for
financial reporting, management of risk,
maintaining a reliable system of internal
control and facilitating the organisation’s
ethical development.
The Audit Committee operates under a
charter and focuses on monitoring Council’s
risk management, control framework,
external accountability, legislative
compliance, internal audit and external audit.
The Audit Committee consists of:


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
three Councillors: Cr Peter Hemphill, Cr
Paul Morgan and Cr Sandra Wilson
three suitably qualified, independent
members
Mayor Cr Colleen Gates (non-voting), and
CEO (non-voting)
The Chairperson is appointed by Council and
is one of the independent members. In the
event of a tied vote, the Chairperson has the
casting vote.
The independent members are as follows:
A register of conflict of interest disclosures
made by staff is maintained by Council.
78
Mr David Ashmore – FCA, GAICD, F Fin, CIA
(Chair)

Mr Ashmore is a chartered accountant with
more than 40 years of public practice
experience initially with Ernst and Young and
then with Grant Thornton. His key roles have
been as an audit and assurance services
partner, including external and internal audit
services and the related and extensive
finance, risk and governance advisory roles.

Mr Rodney Page – Dip Bus (Acc), MBA
(Vicmelb), FCA
Mr Page is a partner of Page Tantau, a
chartered accounting practice. He has
experience in auditing and in business
services. Mr Page has been a State Councillor
for The Institute of Chartered Accountants in
Australia, is currently a member of the
Victorian Civil and Administrative Tribunal’s
Legal Practice List and Guardianship List, a
board member of the Seaworks Foundation,
and is a past President of the Williamstown
Summer Festival Ltd.
Mr David Gibbs – B.Comm, FCA, CTA, FAICD
Mr Gibbs is a Principal of The Bennett Group
Pty Ltd, a chartered accounting practice. He is
a business strategist and adviser with 35 years
experience in financial matters. Mr Gibbs has
seen the effects of many business cycles and
the succession of management with a wide
range of business operations. This experience
has sharpened his passion for excellent
corporate governance and the identification
and management of risk.
The Audit Committee met on four occasions
during 2013-14. It has provided constructive
advice to Council and its management team
on a broad range of issues, including:

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Council’s Annual Financial Statements,
the external audit strategy, report and
management letters
Victorian-Auditor General’s Office –
Report on results of 2013-14 Audits
Audit Committee charter and self
assessment
outstanding audit recommendations
internal audit program and reports
audit assurance mapping
local government performance reporting
framework
risk management and the continued
implementation of the risk register
fraud risk management procedures
investment policy
quarterly financial and Council Plan
Annual Action Plan reports
Council’s cash and investments
Internal Audit Committee
The internal Audit Committee assists the
organisation in maintaining strong corporate
governance, risk management and internal
controls. The Council’s internal audit service is
provided by Crowe Horwath.
The following Internal Audit Reports were
presented to the Audit Committee for
consideration and comment:





Accounts Payable/Payroll – Procedural
and Computer Assisted Audit Techniques
(CAATs) transactional based
Cancelled cashiering transactions
Contract Management procedural review
Health services
Privacy Act compliance
79
External audit
Best value
All local government entities in Victoria are
required to be audited by the Victoria
Auditor-General’s Office (VAGO).
The Best Value principles are set out in
Victoria’s Local Government Act 1989 as
follows:
The external auditor’s primary role is to
provide an assurance that the financial
statements fairly present the financial
performance for the financial year and the
financial position at the end of the year.



Risk management
Risk management is a continuous, proactive
and systematic process used to understand,
manage and communicate risk from a
corporate-wide perspective
Council is committed to the effective
management of risk through its risk register,
which is aligned with the organisational
objectives, and is overseen by the Audit
Committee at regular intervals.
Fraud risk management
Council’s Fraud Risk Management Policy
outlines employees’ expected behaviour, how
to report a suspected fraud, the role of
various bodies within Council and Council’s
commitment to increasing employee
awareness, training and recording of possible
fraud.
A copy of the Policy can be found on Council’s
website.


all services provided by Council must
meet quality and cost standards
each service provided by Council must be
accessible to those members of the
community to whom the service is
intended
all services provided by Council must be
responsive to the needs of the community
Council must provide continual
improvement in the provision of services
to its community
Council must develop a program of
regular consultation with its community,
and report back regularly on its
achievements, in relation to the
principles.
The Best Value framework is largely based on
the principles of continuous improvement,
and presents a method by which local
government can systematically improve
performance and service delivery.
These principles must be applied to all
services and activities and reported annually
to the community.
Council has established a set of Best Value
indicators which it will use to assess its
performance.
Council’s achievement against its Best Value
principles are set out in the ‘Our Performance’
Section of this annual report.
80
Community Engagement
Framework
Newly Adopted Policies and
Strategies
In June 2015, Council acknowledged the
importance of Community Engagement and
adopted a Community Engagement
Framework. The framework defines Council’s
commitment to the community and outlines
the principles that drive our engagement
practices. The framework aims to make it
easier for community to connect with Council,
in a variety of ways.
Council advertises the development and
exhibition of new policies to allow the
community to provide their feedback and
ideas.
During the 2014-15 period, Council adopted a
number of significant policies, strategies and
plans including:

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
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



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


Business Continuity Policy
CCTV in Public Places Policy Statement
Early Childhood Education and Care Public
Policy 2015-18
Economic Development Strategy
Filming Policy
Integrated Water Management Plan
Gifts, Benefits and Hospitality Staff and
Councillors
Community Engagement Framework
Occupational Health & Safety Policy
Planning Enforcement Policy
Procurement Policy
Risk Management Policy
Rating Strategy 2015-16
Borrowing Strategy 2015-16
Children and Young People’s Plan
Strategic Resource Plan 2015-16 to 201819
Truganina Explosives Reserve Master Plan
Sport and Recreation Strategy
81
Implementing Council’s Social
Policies
Council’s social policies aim to enhance and
sustain the wellbeing of a range of
populations including older people, people
with disabilities, people from Culturally and
Linguistically Diverse (CALD) backgrounds,
children and young people. Council’s
understanding of the needs of the local
community helps shape the way it works to
promote equity of access and enhanced
quality of life of all residents.
Implementation of the Council’s social policies
including the Ageing Well Strategy, Disability
Access and Inclusion Strategy, Multicultural
Policy and Children and Young People’s plan
are guided by annual action plans which set
out Councils’ commitments towards achieving
the goals and objectives of these social
policies.
Senior management representing all
departments across Council meet regularly to
oversee the implementation of these social
policies in line with a six monthly reporting
cycle.
The following section provides a summarised
analysis of the work undertaken within the
above mentioned social policy areas during
the 2014-15 period. Full reports of the
progress of each policy are made available on
Council’s website.
50 per cent (8) of actions are progressing
towards completion, and six per cent (1)
action has been deferred.
Some key achievements included:

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

Disability Access and Inclusion Strategy
2013-2017
a partnership between Council and the
National Disability Recruitment
Coordinator has been established to help
promote awareness of Council
employment opportunities to people with
disabilities
training sessions for staff have been
delivered to ensure written
communication is accessible to all
launching the Access to Places and Spaces
app, which provides information on
accessible venues and places across
Hobsons Bay
the ‘Communication For All' workshop
was delivered by ISIS Primary Care for
members of the Men’s Shed to raise
awareness about disability, particularly in
relation to being inclusive of people who
have difficulty understanding or
communicating
celebrated International Day of People
With Disabilities in November 2014 with
activities at the Laverton Hub, Altona
Library, Williamstown Library and Civic
Centre
delivered a supported program in
partnership with Mind Australia which
introduced people with disabilities to
pottery classes held at Woods Street Arts
Space in Laverton
supported holiday programs for young
people with disabilities delivered from the
South Kingsville Community Centre
In 2014-15, Council made progress towards
the Plan’s vision of an accessible and inclusive
city.
Of the 16 annual actions committed to, 44 per
cent (7) of the actions have been completed,
82
Ageing Well Strategy 2007-2017
The Ageing Well Strategy continues to be an
acknowledgement of the Council’s
commitment to understanding, respecting
and valuing older residents.
Of the 48 actions committed to, 69 per cent
(33) have been completed, 25 per cent (12)
are progressing towards completion, four per
cent (2) were deferred, and two percent (1)
were not started.
Some key achievements included:
Of the 18 annual actions committed to, 50 per
cent (9) of the actions were completed, 44 per
cent (8) are progressing towards completion,
and six per cent (1) of actions have been
deferred.
Some key achievements included:

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


targeted community grant project
development to groups led by residents
over 55 years of age
partnered with neighbourhood houses to
deliver the annual ‘Spring into Life’
program of events which encourages
residents to get out and about with a
focus on health and wellbeing for older
residents
delivered guided heritage walking tours
and a screen printing workshop with the
Aboriginal Care Connect Planning Activity
Group
supported Seniors Week through a range
of activities
continued to work on developing
universal design guidelines to improve
access to buildings, spaces and
infrastructure within the municipality for
people with limited mobility

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



Children and Young People’s Plan 20132017
The plan provides a holistic approach to
planning for children and young people, from
birth to 25 years, including their families. It
acknowledges the common needs of children
and young people, while focusing on the
specific issues particular to each life stage

establishing supported playgroups in
Laverton to promote greater interaction
between children and families from
diverse cultural backgrounds
a program of activities aimed at young
people including ‘hip hop’ and drumming
is being delivered at the Woods Street
Arts Space in Laverton
delivering the ‘Take Back Cherry Lake’ to
raise community awareness of the 16
Days of Activism Against Gender Violence
Campaign
delivered eight wellbeing programs aimed
at enhancing the health and wellbeing of
young people including Life Fit, Young
Women’s and a leadership Camp,
Respectful Relationships, Be the Hero,
and Young Women’s High Tea
a program of activities aimed at young
people was delivered from the Seabrook
Community Centre including ‘Tween to
Teen’s Self Esteem Program for young
girls, Type 2 diabetes awareness session,
financial literacy, and continued to
support the Mandarin Speaking Mother’s
Group
a program of activities aimed at families
and children was delivered from the
Laverton Community Hub including
nutrition, Karen Family Day, End of Year
celebrations, and cultural dance programs
three skate events, Minecraft meets, Kool
Skools, 20 afterschool drop in programs
and 10 school holiday programs were held
for young people throughout the
municipality
83
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delivering the Laverton Family Shed
program with key stakeholders
delivering 45 information sessions as part
of the ‘Schools conservation program’
which teaches young people and children
about environmental issues
the four Council operated Children and
Early Years programs included a number
of sustainable practices introducing
children to recycling, gardening and
tending to pets
created new programs to enhance
children’s learning outcomes in long day
child care settings and reviewed Quality
Improvement Plans as part of the
continued implementation of the early
years National Quality Framework
a VCAL program was introduced across
Council with two students from local
schools undertaking work experience
within the Council, Council’s long day
child care centres supported seven
student placements and Laverton
community hub supported three student
placements
delivery of a range of youth participation
programs aimed at strengthening young
people’s leadership skills and providing
opportunities for civic participation
delivery of a range of mental health
programs within local schools in
partnership with School focused Youth
Services
delivered 16 information sessions to 325
students, 16 teachers and 15 parents in
order to build the capacity of the
community to access appropriate services
for young people
partnership with Wynbay Bulldogs
delivered 40 training sessions and the
Young Men’s Mentoring Program to
disengaged young people to improve
social connections, training and
employment opportunities
Multicultural Policy 2012-2015
The overall vision of the Multicultural Policy
2012-15 is ‘understanding, respecting and
celebrating diversity’ and it guides the
Council’s work in service provision, planning,
advocacy and community development for its
culturally diverse community which makes up
close to 30 per cent of the Hobsons Bay
population.
Of the 27 actions committed to, 48 per cent
(13) were completed, 33 per cent (9) are
progressing towards completion, seven per
cent (2) were not started, seven per cent (2)
were deferred, and one action was reported
as no longer relevant.
Some key achievements included:

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


delivery of a workshop series on healthy
eating and sustainable living to culturally
and linguistically diverse communities
adoption of a Community Engagement
Framework which promotes clear and
inclusive communication by the Council
with its residents. Training was provided
to provide staff on the skills to
communicate in plain English
a series of workshops to increase cultural
competence of Council staff
the Behind this Smile community art
project was delivered to challenge
cultural stereotypes and to promote
cultural diversity across the municipality.
It included the participation of 12 local
residents from diverse backgrounds who
shared their stories and experiences. The
inspiring artwork was displayed across the
municipality including on Council Flags at
gateways, at libraries and postcards
participation in the Racism It Stops with
Me Campaign. Council undertook a
workplace diversity and anti
discrimination assessment which
identified areas of strength and
84
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improvement for the organisation,
resulting in an action plan to guide future
improvements in the area
in partnership with Life Saving Victoria,
delivery of the cultural swim program to
improve the ability of newly arrived
residents to swim. This included five
beach programs which will continue to be
delivered into the future, and learn to
swim programs at Laverton and Bayfit
swim centres
improving the communication between
Council and registered food business
owners
providing a map of key cultural and
religious centres in the municipality used
to inform multicultural groups about
planning scheme amendments.
the Hobsons Bay Language Line is
promoted on all council publications to
improve promotion of information to
cultural groups
translating ‘Welcome to Libraries’
brochures into relevant community
languages
invited ethnic media contacts to distribute
Council information and media releases
permanently at the Hobsons Bay Civic Centre
and Williamstown Town Hall. Council also
undertakes an annual NAIDOC week flag
raising ceremony at the Civic Centre with
guest speakers and elders.
During the 2014-15 period, Council also:




hosted the launch of the western regional
councils initiative Rivers to Recognition
(R2R) at a concert at Seaworks in
December 2014. This is an ongoing
collaboration between the western region
Councils to raise awareness about the
recognition of Aboriginal and Torres Strait
Islander Peoples as the First Australians
held a community forum in March 2015 to
engage residents in discussion about the
proposed Constitutional referendum
held indigenous storytelling events at the
libraries
provided support to Koori Kids primary
school engagement program
Council is also a member of the Western
Region Local Government Reconciliation
Network and has a sister city relationship with
Yarrabah in Queensland.
Reconciliation
Council acknowledges that Reconciliation is
an ongoing practical process that requires
trust, mutual respect and a commitment to
build understanding and recognition.
Council’s Reconciliation Policy acts as a
framework for future and ongoing activities to
be delivered by Council to support
reconciliation initiatives and objectives.
In fulfilling its commitments, Council
acknowledges the first people, elders, past
and present at the commencement of all
speeches and flies the Aboriginal Flag
85
Governance Management Checklist
The following are the results in the prescribed
form of Council’s assessment against the
prescribed governance and management
checklist.
Column 1
Governance and Management Items
1
Column 2
Assessment
Community engagement policy
(policy outlining Council’s
commitment to engaging with the
community on matters of public
interest)
Community Engagement Framework
2 Community engagement guidelines
(guidelines to assist staff to determine
when and how to engage with the
community)
Community Engagement Framework
3
Strategic Resource Plan (plan under
section 126 of the Act outlining the
financial and non-financial resources
required for at least the next 4
financial years)
Adopted in accordance with section 126
of the Act
Annual budget (plan under section
130 of the Act setting out the services
to be provided and initiatives to be
undertaken over the next 12 months
and the funding and other resources
required)
Adopted in accordance with section 130
of the Act
Asset management plans (plans that
set out the asset maintenance and
renewal needs for key infrastructure
asset classes for at least the next
10 years)
No Plans
Rating strategy (strategy setting out
the rating structure of Council to levy
rates and charges
Strategy
4
5
6

Community Engagement Policy 2015
Date of operation: 23 June 2015

Guidelines and Toolkit
Date of operation: 23June 2015

Date of adoption: 24 June 2014

Date of adoption: 8 July 2014

Significant asset management planning
is underway for roads, drains,
footpaths, buildings and sportsgrounds.

Date of operation of current strategy:
14 April 2015
86
Column 1
Governance and Management Items
7
Column 2
Assessment
Risk policy (policy outlining Council’s
commitment and approach to
minimising the risks to Council’s
operations)
Risk Management Policy 2015-2018
Fraud policy (policy outlining
Council’s commitment and approach
to minimising the risk of fraud)
Fraud Risk Management Procedures
Municipal emergency management
plan (plan under section 20 of the
Emergency Management Act 1986 for
emergency prevention, response and
recovery)
Endorsed by the Municipal Emergency
Management Plan Committee on 12
December 2013 and adopted by
Council on 11 March 2014.
10 Procurement policy (policy under
section 186A of the Local Government
Act 1989 outlining the matters,
practices and procedures that will
apply to all purchases of goods,
services and works)
Prepared and approved in accordance
with section 186A of the Local
Government Act 1989
11 Business continuity plan (plan setting
out the actions that will be
undertaken to ensure that key
services continue to operate in the
event of a disaster)
Business Continuity Policy
8
9

Date of operation: 10 February 2015

Date of operation of current
procedures: 11 March 2015

Council received a 100 per cent Best
Practice Compliance result for the
Audit undertaken by the State
Emergency Service.

Date of approval: 8 July 2014

Business Continuity Plans have been
developed across all business
functions and are recorded in
Council’s Business Continuity Module
of the Corporate Risk Register
Software.
Date of operation: 11 February 2014
12 Disaster recovery plan (plan setting
out the actions that will be
undertaken to recover and restore
business capability in the event of a
disaster)
Council is currently preparing an
Information and Communications
Technology Recovery Plan.

87
Column 1
Governance and Management Items
Column 2
Assessment
13 Risk management framework
(framework outlining council’s
approach to managing risks to
Council’s operations)
Risk Management Strategy 2015-2018
Date of operation: 2 June 2015

14 Audit Committee (advisory
committee of council under section
139 of the Act whose role is to
oversee the integrity of a council’s
financial reporting, processes to
manage risks to the council’s
operations and for compliance with
applicable legal, ethical, and
regulatory requirements)
Established in accordance with section
139 of the Act

15 Internal audit (independent
accounting professionals engaged by
Council to provide analyses and
recommendations aimed at improving
Council’s governance, risk and
management controls)
Crowe Horwath
16 Performance reporting framework (a
set of indicators measuring financial
and non-financial performance,
including the performance indicators
referred to in section 131 of the Act)
Best Value Indicators 2014
17 Council Plan reporting (report
reviewing the performance of the
council against the Council Plan,
including the results in relation to the
strategic indicators, for the first six
months of the financial year)
18 Financial reporting (quarterly
statements to Council under section
138 of the Act comparing budgeted
revenue and expenditure with actual
revenue and expenditure)
Date of establishment:
24 November 2010

Date of engagement of current
provider: January 2014

Date of operation: 24 June 2014
Reports considered at the following
Ordinary Meetings of Council
Quarter 1 – 18 November 2014
Quarter 2 (including six month strategic
indicators report) – 24 February 2015
Quarter 3 – 26 May 2015
Quarter 4 (Annual Report) – October
2015

Statements presented to council in
accordance with section 138(1) of the
Act
Date statements presented:
18 November 2014
24 February 2015
12 May 2015
25 August 2015

88
Column 1
Governance and Management Items
Column 2
Assessment

19 Risk reporting (six-monthly reports of
strategic risks to Council’s operations,
their likelihood and consequences of
occurring and risk minimisation
strategies)
Strategic Risk Reports are provided to
the Audit Committee for their
quarterly meetings
20 Performance reporting (six-monthly
reports of indicators measuring the
results against financial and nonfinancial performance, including
performance indicators referred to in
section 131 of the Act)
Report considered at the 24 February
2015 Ordinary Council Meeting

21 Annual report (annual report under
sections 131, 132 and 133 of the Act
to the community containing a report
of operations and audited financial
and performance statements)
Considered at a meeting of council in
accordance with section 134 of the
Act

22 Councillor Code of Conduct (Code
under section 76C of the Act setting
out the conduct principles and the
dispute resolution processes to be
followed by Councillors)
Reviewed in accordance with section
76C of the Act
23 Delegations (a document setting out
the powers, duties and functions of
council and the Chief Executive
Officer that have been delegated to
members of staff)
Reviewed in accordance with section
98(6) of the Act
Date of review: 28 October 2014

24 Meeting procedures (a local law
governing the conduct of meetings of
council and special committees)
Meeting procedures local law made in
accordance with section 91(1) of the Act
Date local law made: 9 June 2015

Date of reports: 27 August 2014, 28
October 2014, 11 February 2015,
6 May 2015
Date statements presented: 14
October 2014

Date reviewed: 22 October 2013
I certify that this information presents fairly the status of Council’s governance and management
arrangements.
____________________________
Chris Eddy
Chief Executive Officer
Dated: 22 September 2015
____________________________
Cr Colleen Gates
Mayor
Dated: 22 September 2015
89
Statutory Information
The following information is provided in accordance with legislative and
other requirements applying to Council.
Documents Available For
Inspection
Section 222 of the Local Government Act 1989
and Part 5 of the Local Government (General)
Regulations 2004 require Council to keep
certain statutory registers and documents,
which can be viewed on request, or in certain
cases, on application.
The following information can be inspected at
the Hobsons Bay Civic Centre, 115 Civic
Parade, Altona, during office hours:
a) details of current allowances fixed for
the Mayor, and Councillors under
section 74 or 74A of the Local
Government Act
b) the total annual remuneration for all
senior officers in respect of the
current financial year and the
previous financial year, set out in a list
that states ranges of remuneration of
senior officers, where the difference
between the lower amount and the
higher amount in each range must not
exceed $10,000, and the number of
senior officers whose total annual
remuneration falls within that range
c) details of overseas or interstate travel
(with the exception of interstate
travel by land for less than three days)
undertaken in an official capacity by
Councillors or any member of Council
staff in the previous 12 months,
including the names of the Councillors
or members of Council staff and the
date, destination, purpose and total
d)
e)
f)
g)
h)
i)
j)
cost of the overseas or interstate
travel, including accommodation
costs
names of Council officers who were
required to submit a return of interest
during the financial year and the
dates the returns were submitted
names of Councillors who submitted
returns of interest during the financial
year and the dates the returns were
submitted
agendas for and minutes of ordinary
and special meetings held in the
previous 12 months kept under
section 93 of the Act, except if the
minutes relate to parts of meetings
which have been closed to members
of the public under section 89 of the
Act
a list of all special committees
established by Council and the
purpose for which each committee
was established
a list of all special committees
established by Council which were
abolished or ceased to function
during the financial year
minutes of meetings of special
committees established under section
86 of the Act and held in the previous
12 months except if the minutes
relate to parts of meetings which
have been closed to members of the
public under section 89 of the Act
a register of delegations kept under
sections 87 and 98 of the Act,
including the dates on which the last
review under section 86(6) and 98(6)
of the Act took place
90
k) submissions received in accordance
with section 223 of the Act during the
previous 12 months
l) agreements to establish regional
libraries under section 196 of the Act
m) details of all property, finance and
operating leases involving land,
buildings, plant, computer equipment
or vehicles entered into by Council as
lessor or lessee, including the name of
the other party to the lease and the
terms and the value of the lease
n) a register of authorised officers
appointed under section 224 of the
Act
o) a list of donations and grants made by
Council during the financial year,
including the names of persons or
bodies which have received a
donation or grant and the amount of
each donation or grant
p) a list of the names of the
organisations of which Council was a
member during the financial year and
details of all membership fees and
other amounts and services provided
during that year to each organisation
by Council
q) a list of contracts valued at $150,000
for contracts for the purchase of
goods and services and $200,000 for
the carrying out of works (or such
higher amount as is fixed from time to
time under section 186(1) of the Act)
or more which Council entered into
during the financial year without first
engaging in a competitive process,
and which are not contracts referred
to in section 186(5) or (5A) of the Act
Domestic Animal Management
Plan
In accordance with Section 68A(3)(c) of the
Domestic Animals Act 1994, Council is
required to prepare a Domestic Animal
Management Plan every four years and
evaluate its implementation in the annual
report.
Council’s Domestic Animal Management Plan
2013-2017 aims to improve the control of
animals in the municipality. Highlights and
achievements in relation to the
implementation of this Plan during 2014-15
are as follows:
Animal Management Officer training and
development:


both Animal Management Officers have
completed Certificates IV in Local
Government (Statutory Compliance and
Animal Management) as well as attending
seminars, workshops and conferences
an additional Parking, Local Laws and
Animal Management Officer has been
employed, increasing the staff resources
available for animal management
responsibilities
Encouraging responsible pet ownership –
community education:



a micro-chipping day was held in
conjunction with the Williamstown
Chamber of Commerce’s Dog Day in Dog
Town event
responsible pet ownership issues were
promoted through Council’s Pelican Post
advertorial
animal management information and
educational materials were maintained
and updated on Council’s website and in
the Customer Service Centre
91




participation in the subsidised desexing
program continued
80 per cent of impounded dogs were
returned to owners
six per cent of impounded dogs were
euthanised
14 per cent of impounded dogs were sold
and re-homed
Identification and registration:




annual registration renewal notices were
issued in March
registration renewal reminder notices
were issued in June
10,639 dogs and 3,605 cats were
registered in 2014-15
the Facebook page that was introduced in
2013/14 to assist in owners being
reunited with missing pets is considered
to be a successful initiative
Compliance and enforcement – local laws and
orders:




routine activities continued, including
investigation of dog attacks, barking
complaints, off-lead offences, dogs at
large and nuisance and feral cats
the cat trap loan service continued and
was expanded with the purchase of
additional traps to reduce waiting times
provision and stocking of dog litter bag
dispensers continued
Council considered the introduction of a
cat curfew but resolved not to go ahead
Domestic animal businesses:

annual inspections of registered Domestic
Animal Businesses were conducted to
ensure compliance with relevant codes of
practice
Declared dogs:





annual inspections occurred to ensure
compliance with “declared dog”
requirements of the Domestic Animals Act
1994
12 Restricted Breed Dogs are currently
registered
three declared dangerous dogs are
currently registered
six guard dogs are currently registered
12 declared menacing dogs are currently
registered
Carers Recognition Act
The Carers Recognition Act 2012 formally
recognises and values the role of carers and
the importance of care relationships in the
Victorian community.
Under the Act, councils funded by the
government to provide programs or services
to people in care relationships need report
annually on all practicable measures to:



ensure staff are aware of and understand
the principles in the Act
ensure staff promote the principles of the
act to people in care relationships
reflect the care relationship principles in
developing, providing or evaluating
supports and programs for those in care
relationships
During 2014-15, the Council took all
practicable measures to comply with its
responsibilities under the Act including:



implementation of an Ageing Well
Strategy 2007-17 and Disability Access
and Inclusion Strategy 2013-17
affiliation with the Victorian Carer Card
program
provision of carer’s leave for Council staff
92








advocating for and partnering with
relevant organisations to ensure disability
supports are responsive to individual
needs
information and referral to other services
direct services through in-home support:
domestic assistance, personal care;
respite to give carers a break; and home
maintenance
planned activity groups providing social
activities for eligible residents, which also
provides respite for their carers
group respite activities
retreats and trips away for residents,
which also provides respite for their
carers
day respite care at Bateman House under
the National Respite for Carers Program
food services – delivered meals, cafe
meals, cooking programs and assistance,
centre based meals
Road Management Act Ministerial
Direction
In accordance with section 22 of the Road
Management Act 2004, Council must publish
a copy or summary of any ministerial
direction in its annual report.
During the 2014-15 period no Ministerial
directions were received.
Food Act Ministerial Direction
In accordance with section 7E of the Food Act
1984, Council is required to publish a
summary of any ministerial directions
received during the financial year in its annual
report.
During the 2014-15 period, no Ministerial
directions were received.
Protected Disclosures Act 2012
The purpose of the Protected Disclosure Act
2012, is to promote openness and
accountability in government by encouraging
and facilitating disclosures and investigations
of improper conduct.
Further information, including Council’s policy
and guidelines, is available on Council’s
website.
During the 2014-15 period, no disclosures
were notified to the Independent Broadbased Anti-corruption Commission.
Privacy and Data Protection Act
2014 and Health Records Act 2001
Council is committed to full compliance with
its obligations under the Privacy and Data
Protection Act 2014 and Health Records Act
2001. Council’s Privacy Policy outlines how
Council officers will handle information to
maintain privacy. The policy also details how
any complaints will be addressed.
The Privacy Officer within Council’s
Knowledge and Records Management unit is
available to help staff and members of the
public with privacy-related queries or issues.
During the 2014-15 period, two privacy
complaints were received from members of
the public.
Freedom of Information
The Freedom of Information Act 1982 gives
the community the ability to access certain
Council documents.
There is an application procedure, and rights
of access are limited by exemptions detailed
in the legislation. Applications must be
accompanied with the appropriate application
93
fee and specific details of the information
requested.
During the 2014-15 period, Council received
12 Freedom of Information requests.
Further information on making a Freedom of
Information request is available from
Council’s website or from the Freedom of
Information Officer on (03) 9932 1000.
Charter of Human Rights and
Responsibilities
The Charter of Human Rights and
Responsibilities Act 2006 is designed to
protect the fundamental rights and freedoms
of citizens. The Charter gives legal protection
to 20 fundamental human rights under four
key values that include freedom, respect,
equality and dignity.
Council acknowledges the legal responsibility
to comply with the Charter of Human Rights
and Responsibilities Act 2006 and the Equal
Opportunity Act 2010.
94
Allocation of Funds
95
Service Statements
The following statements provide information in relation to the services
funded during the 2014-15 period, and the persons or sections of the
community who the service is provided for.
Strategic Objective 1: An Inclusive, Resilient and Healthy Community
Business area
Description of services provided
Community
Care
Community Care Management, Active Community Support, Care and
Assessment Management, Planned Activity Groups (PAGs), Client
Assessment, Food Services - Hobsons Bay, Service Delivery
Management, Home and Community Care (HACC), Community Aged
Care Packages (CACPS - General and Housing Link), National Respite
for Carers Program (NRCP – Aged), Private Business, Senior Citizens,
Community Transport
Net Cost
Actual
Budget
Variance
$000
3,179
(3,266)
(87)
This service provides a range of home and community care services
for older people and people with a disability including domestic
assistance, personal care, respite care, home maintenance,
delivered meals, planned activity groups and senior citizen centres.
Family, Youth
and Children's
Services
Family, Youth and Children Management, Youth Services, Children's
Services, Family Day Care, Early Years, MCH, Immunisation
Learning
Communities
Library Management, Libraries (all five branches), Library - Digital,
Learning Communities Administration, Community Development
Projects, Community Centres
This service provides family oriented support services including
maternal and child health, long day care, family day care, occasional
care, pre-school field officer program, playgroups, youth services
(including counselling and support), and immunisation.
3,862
(3,819)
43
5,122
(5,190)
(68)
This service provides public library services at five locations, and a
virtual branch via the library website. It also coordinates two
community centres, and supports and generates key community
development projects to achieve a healthy and vibrant community
.
96
Business area
Description of services provided
Arts, Events,
Tourism, and
Cultural
Development
Arts, Events
Development
Environmental
Health and
Building
Control
Environmental Health, Building Control
Local Laws
Emergency
Management
and Resident
Response
and
Tourism
Management,
Events,
Cultural
This service provides a varied ongoing program of arts, cultural
events, and community events, engaging with our community to
promote participation in the arts.
The Environmental Health service protects the community’s health
and wellbeing by coordinating food safety surveillance, single
incidence and disease outbreak investigations, tobacco control, heat
health, influenza pandemic and public health emergency
management. The service also works to rectify any public health
concerns relating to unreasonable noise emissions, housing
standards and pest control.
This service provides statutory building services to the community
including processing of building permits, emergency management
responsibilities, fire safety inspections, audits of swimming pool
barriers and investigations of complaints and illegal works.
Regulatory Services, Animal Control, School Crossing
This service provides staff at school crossings throughout the
municipality to ensure that all pedestrians, but mainly school aged
children, are able to cross the road safely. It maintains and improves
the health and safety of people, animals and the environment by
providing animal management services. It also provides education,
regulation and enforcement of the Community Local Law and
relevant State legislation.
Emergency Management, Resident Response
This service manages the emergency management functions of the
Council and ensures Council buildings and facilities are suitably
equipped for use as emergency co-ordination and relief recovery
centres.
Net Cost
Actual
Budget
Variance
$000
1,461
(1,315)
146
746
(790)
(44)
(724)
813
90
698
(687)
11
97
Strategic Objective 2: A Well Planned, Vibrant and Sustainable Place
Business area
Description of services provided
Strategic Planning
(Social, Land Use,
Waste, Environment)
Strategy and Advocacy Administration, Environmental
Sustainability, Strategic Planning, Social Planning and
Development, Waste and Environmental Management
Net Cost
Actual
Budget
Variance
$000
3,540
(4,246)
(706)
This service provides strategic land use planning,
developing policies and strategies that respond to
community needs now and into the future. This service
also has the responsibility to ensure that social issues
are brought to the forefront of the Council’s decision
making process in order to create equity and inclusion
in Hobsons Bay. This service also develops waste and
environmental policy, coordinates and implements
environmental projects to facilitate reduced negative
environmental impacts. Reducing waste, water
consumption and greenhouse gas emissions within
Council operations and the community are a key
priority.
Economic
Development and
Tourism
Economic Development and Tourism
Statutory Planning
Planning Services, UP&D Admin
The economic development service assists the
organisation to facilitate an environment that is
conducive to a sustainable and growing local business
sector.
This statutory planning service processes all planning
applications, provides advice and makes decisions
about development proposals which require a planning
permit, as well as representing the Council at the
Victorian Civil and Administrative Tribunal, where
necessary.
705
(843)
(139)
1,921
(2,001)
(80)
98
Strategic Objective 3: Quality Community Infrastructure and Public Open
Spaces and Places
Business area
Description of services provided
Waste collection
Waste collection
This service provides waste collection including
kerbside rubbish collections of garbage, recycling, hard
waste and green waste from all households and some
commercial properties in Council.
Facilities
Management
Facilities Management & Bookings
Cleansing, Utilities,
Roads, Drains, and
Building Maintenance
Community Maintenance and Cleansing Business Unit
Support, Cleansing Business Unit, Utilities Services,
Roads and Drains, Building Maintenance
This service manages venues and facilities to support
opportunities for local residents and visitors to
participate in and experience the cultural realm of the
city.
Net Cost
Actual
Budget
Variance
$000
5,414
(5,996)
(581)
341
(424)
(83)
12,848
(13,440)
(592)
This service provides for the ongoing maintenance of
the Council’s roads, drains, footpaths, and buildings. It
also provides street cleaning, leaf collection, weed
removal, drainage pit cleaning and street litter bins
throughout Council.
Parks
Parks Administration, Parks & Gardens, Trees, Sporting
Grounds, Parks Conservation, Parks – Additional
Works.
8,326
(8,718)
(391)
This service plans and manages the delivery of
horticultural maintenance and development for our
parks, gardens, sporting grounds and conservation
areas.
99
Business area
Description of services provided
Recreation &
Community Facilities
Property Services, Open & Urban Space, Community
Facilities, Recreation Administration, Boat Ramps,
Recreation Facilities
Net Cost
Actual
Budget
Variance
$000
834
(869)
(35)
This service plans, provides and manages recreational
facilities and foreshore land, prepares policies and
strategies relating to the planning, design,
coordination and delivery of public open space as well
as oversees the occupancy of community buildings and
whether they are meeting present and future
community needs.
This service also includes a leisure centre. This centre
is not managed by the Council. It provides the
community with a range of recreational facilities
including swimming pool facilities a fully equipped
gymnasium, cafe and crèche.
Capital Works &
Assets
Capital Works & Assets Administration, Asset
Management, Building & Parks Project Management,
Design & Project Management, Traffic Engineering,
7,011
(7,083)
(72)
This service facilitates the smooth flow of traffic and
parking throughout the municipality through the
provision of line marking, signage, traffic signals,
crossings, bicycle facilities and road safety education.
This service also undertakes design, tendering,
contract management and supervision of various
major civil and building works within the Council’s
capital works program as well as managing the
corporate asset management system and Geographical
Information System (GIS).
100
Strategic Objective 4: An Innovative, Proactive and Leading Organisation
Business areas
Description of services provided
Strategic Directorate
Support
Corporate Services Support, Planning and Environment
Directorate, Divisional Support (Community Services),
Divisional Support (Infrastructure and City Services),
Corporate Management
Organisation
Development
This service consists of the Executive Management
Team’s support which cannot be easily attributed to
the direct service provision areas.
Human Resources, Health & Wellbeing, Corporate
Training
This service provides support and advice to all levels of
management and on all employment, training and
Workcover matters. The department operates as an
internal consulting service for the organisation. The
service develops and implements strategies, policies
and procedures through the provision of human
resources and industrial relations services.
Communications
Strategic
Communications and
This service provides communication support and
Community Relations
advice to the Council including media relations,
strategic
communications
planning,
online
communications management, speech writing, event
coordination, graphic design services, brand
management and management of the new online
engagement tool.
Net Cost
Actual
Budget
Variance
$000
2,082
(2,097)
(15)
1,257
(1,473)
(216)
784
(843)
(59)
101
Business areas
Description of services provided
Governance
(Governance,
Corporate
Management, Risk
Management)
Governance,
Management
Corporate
Management,
Risk
This area of governance is responsible for ensuring the
Council meets its statutory obligations under the Local
Government Act 1989 and other relevant legislation,
including managing the Council meeting processes,
Citizenship ceremonies, Freedom of Information
requests delegations and Junior Council program.
Net Cost
Actual
Budget
Variance
$000
995
(987)
8
This service is also responsible for occupational health
and safety, business continuity and risk management,
leading an organisational commitment to industry best
practice in risk management.
Customer Service &
Councillor Support
Executive Management, Customer Service, Casual Pool
/ Backfill, Mobile Customer Service, Corporate Centre
– Meeting Rooms
2,124
(2,166)
(43)
This service provides a range of customer service and
councillor support services and acts as the main
customer interface with the community. Services
include a customer service mobile program, meeting
room management, administration of the customer
complaints system (CHARM), administrative support
across the organisation and executive support to the
Mayor and Councillors.
Finance
Finance, Rates & Valuations, Payroll, Procurement
This service predominantly provides financial based
services to both internal and external customers
including the management of the Council’s finances,
payment of salaries and wages to Council employees,
procurement and contracting of services, raising and
collection of rates and charges, and valuation of
properties throughout the municipality.
2,084
(2,021)
62
102
Business areas
Description of services provided
Information Services
KARM, Information Services & Support
This service provides, supports and maintains reliable
and cost effective communications and computing
systems, facilities and infrastructure to the Council
staff enabling them to deliver services in a smart,
productive and efficient way. This service also
provides
efficient
knowledge
and
records
management services and the management of privacy
related issues.
Net Cost
Actual
Budget
Variance
$000
2,733
(2,740)
(7)
103
Community Grants
Council conducts an annual grants program to support local activities and
projects that meet community needs.
Council in 2014-15 discontinued Ward Fund allocations, and encouraged eligible recipients of funds
to apply for funding through the Council’s Community Grant program.
The Community Grants program gives community groups and organisations opportunities to
continue provision of important services and programs.
During 2014-15, a total of 146 grants totalling $270,067 were provided via five categories to a
wide range of organisations for a variety of projects, as shown below. A total of 40 new applicants
applied for grants in this financial year.
Partnership Grant
Funding is available for two years to develop a partnership or support an existing partnership that
delivers a project or activities that will have a significant impact on the local community.
Organisation
Project Description
Funds
Altona Film Festival
2,500
Altona Hockey Club
2015-2016 Altona Beach Film Festival Start-up
Seasons
Board Leadership Training Program
Altona Yacht Club Inc
CALD Tackers Program
5,000
Australian Arabic Womens Group
Violence Against Women - AAWG Says No
2,000
Heart Start Foundation
Defibrillators in Schools Project
5,000
Hobsons Bay Toy Library Newport
Yooralla Special Needs Children Project
Louis Joel Arts & Community
Centre
The Development of Arts Partnerships
5,000
New Hope Foundation Inc
Laverton Homework Group
5,000
The School Volunteer Program
Inc/Timehelp
Hobsons Bay Connecting Generations
4,000
WESTANDPROUD Reference
Group
WestandProud Phase Two
5,000
Williamstown Community and
Education Centre Inc
Hobsons Bay Community Centre Needs Analysis
5,000
5,000
1,500
TOTAL
45,000
104
Partnership projects (year 2) from the 2014 Community Grants Program
funded in 2014/15.
Organisation
Project Description
Altona Yacht Club Inc
Kai Opua Outrigger Canoes - Making A Difference to
Altona
Funds
3,000
Latitude:Directions for Young
People
Urban Water Performance
Wynbay Power Leadership Team
2,450
Melbourne Waterways Project
5,000
Williamstown Community and
Education Centre Inc
Building Community Wellbeing Through Sustainability
5,000
TOTAL
15,450
Toyota Equipment and/or Resources Grant
Funding assists with the purchase of equipment and/or resources that will be essential to the
success of a project or organisation/group.
Organisation
Project Description
Altona Civic Obedience Dog Club
Inc
Altona Cricket Club
Healthy People and Active Pups - Rally O
Funds
800
Safe Little Heads
700
Altona Kindergarten Inc
A Leg To Stand On
650
Altona Lacrosse Club
General Equipment Replacement
700
Altona Life Saving Club
Expansion of Youth Education/Nipper Program
810
Altona Meadows Community
Centre Inc
Equipment Purchase Tables
1,000
Altona Meadows Kindergarten Inc
Enhancing Learning Environments
1,000
Altona Meadows Primary School
Bush Garden Grows
1,000
Altona Mens Shed Inc
Bytes for the Community
500
Altona Pirates Basketball Club Inc
Purchase of Basketballs
700
Around Laverton Community
Newspaper Inc
Equip, Enable & empower
950
Conversation for the Curious
Friday Conservations
900
Friends of Lower Kororoit Creek
Inc
Shelter for Land Carers
Highland and National Dancer's
Association of Victoria Inc
Teaching & Learning
500
Hobsons Bay Bicycle User Group
Ride for Your Life
500
Laverton Community Children's
Centre
The Dance, Movement and Music Project
Laverton P-12 College
Personal Flotation Devices
1,000
1,000
956
105
Organisation
Project Description
Funds
Laverton Park Tennis Club Inc
Racquets & Prizes for Hotshots Program
Newport Power Junior Football &
Netball Club
Upgrade Equipment
Seabrook Cricket Club
Junior Player equipment and uniforms
Seabrook Kindergarten
Association Inc
Visual Communication
Seabrook Primary School
Equipment for a school garden
Seaholme Kindergarten
Let's Play (Recycled & Sustainable Play)
1,000
Seaholme Primary School
Safety equipment for the sports ground
1,000
Somers Parade Kindergarten
Outdoor kitchen
1,000
Williamstown Camera Club
A portrait is worth a thousand words
1,000
Williamstown Garden Club Inc
Technological age
1,000
700
1,000
700
1,000
780
TOTAL
22,846
Social Inclusion Small Grants
Funding assists with running costs of organisations that primarily meet for social interaction.
Organisation
Project Description
2nd Laverton Scout Group
Operating Costs
Funds
590
'Abuelas' Craft Circle
(COHEALTH)
National African Community in
Victoria (NACV) Inc
Alhuda Youth Association
Art Work for 2015 Seniors Week
590
Public Liability Insurance
590
Operating Costs
590
Altona Civic Obedience Dog Club
Inc
Altona Cricket Club
Operating Costs
590
Bus Hire for All Abilities cricket team
590
Altona Ladies Probus Club Inc
Operating Costs
590
Altona North Senior Citizens
Group
Eliminate some of the burden to members
590
Altona Senior Citizen's Centre Inc
Operating Costs
590
Anxiety Disorders Association of
Victoria Inc
Printing info resources and handouts and free tea and
coffee
590
Australian Arabic Womens Group
Operating costs
590
BayWest Bicycle Users Group
Public Liability Insurance
590
Chin Women's Group
Venue Hire costs
590
Croatian Senior Citizens Club of
Altona Inc
Subsidise operating costs
590
Greek Elderly Citizens Club of
Newport Inc
Transport, luncheons etc.
590
106
Organisation
Project Description
Funds
Greek Orthodox Community
School of Hobsons Bay
Stationery
590
Greek Senior Citizen's Club
Altona & Region Inc
Operating costs
590
Greek Senior Citizen's Club Hobsons Bay Inc
Greek Senior Women's Club
Hobsons Bay (Hobsons Bay
Greek Womens Seniors Club Inc)
Operating costs
590
Operating costs
590
Greek Seniors 60 Walker Close
Inc
Greek Women's Association of the
Western Suburbs
Lunches
590
Operating costs
590
Hellenic Hobsons Bay Womens
Club Inc
Legal Requirements
590
Highland and National Dancer's
Association of Victoria Inc
Operating costs
590
Hindu Swayamsevak Sangh
Operating costs
590
Hobsons Bay Arts Society Inc
Operating costs
590
Hobsons Bay Bicycle User Group
Internet & telephone costs
590
Hobsons Bay Toy Library Newport
Insurance Costs
590
Humanitarian Women's Welfare
Group 'UTEHA' Inc
Public liability insurance
590
Italian Book Club
Various activities
590
Italian Pensioner Club of Altona
Inc
Operating costs
590
Italian Social Club Altona Inc
Operating costs
590
Karen Youth Activity Group
Venue Hire costs
590
Laverton Community Garden
Healthy Lifestyle
590
Laverton Community Youth Gym
Operating costs
590
Laverton Park Tennis Club Inc
Tea/Coffee/resource material/phone/postages
590
Macedonian Pensioner Club of
Altona
Public liability insurance
590
Macedonian Senior Citizens
Group Altona North Inc
Meeting Costs, activities and celebrations
590
Macedonian Senior Citizens
Group of Hobsons Bay Inc
Running costs for the group
590
Macedonian Womens Senior
Citizens Group Altona North and
District
Operating costs
590
Macedonian Womens Senior
Citizens Group of Altona
Meadows, Laverton and Point
Cook
Costs for outings
590
107
Organisation
Project Description
Funds
Macedonian Womens Senior
Citizens Group of Hobsons Bay
Running costs for the group
590
Maltese Association Hobsons Bay
Inc
Insurance and running costs
590
Maltese Bocci Social Recreation
Culture Club Inc
Operating costs
590
Migrante Melbourne Inc (West
Chapter)
Operating costs
590
Newport Power Junior Football &
Netball Club
Coaching courses
590
ParkinSong Victoria
Printing of brochure
590
Philanthropic Society and Klinon
Florinis - AGIA TRIAS Inc
Operating costs
590
Polish Senior Citizens Club Altona
Subsidise operating costs
590
Seaholme Probus Club Inc
Affiliation and insurance costs
590
Sjajna Zvezda Inc
Public liability insurance
590
Spotswood Multicultural Older
Group Inc
Fund special events
590
Tarxien Social Club Inc
Help to pay for expenses
590
The Finnish Friendly Visiting
Service Inc
Produce a yearly calendar
The Finnish Society of Melbourne
Inc
Insurance/newsletter/stationery
590
Timeball Day Club
Subsidise a day outing
590
Tripoli Social Club Inc
Tea/coffee/biscuits/utility bills
590
Western Happy Families
Public Liability Insurance
590
Westgate Support Group Inc
Operating costs
590
Williamstown & Districts Greek
Eldery Club Inc
Legal requirements costs
590
Williamstown Garden Club Inc
Venue hire costs
590
590
TOTAL
35,400
108
Vibrant Community Project Grant
Funding is specifically for small, one off projects or activities that support people to engage in
healthy and active lifestyles, the arts, recreation and sport.
Organisation
Project Description
'Abuelas' Craft Circle
(COHEALTH)
National African Community in
Victoria (NACV) Inc
Altona Hockey Club
Abuelas craft circle
Funds
5,000.00
African community in Victoria
5,000.00
Junior development & recruitment
5,000.00
Altona Kindergarten Inc
The Children's Garden
3,800.00
Anxiety Disorders Association of
Victoria Inc
In My Backyard: Accessing Mental Health Resources
in Hobsons Bay
4,855.00
Around Laverton Community
Newspaper Inc
Expanding and exploring horizons of Laverton
Australian Arabic Womens Group
Womens Rights in Islam and social contribution
1,000.00
Chin Women's Group
Chin Healthy families program
4,470.00
Conversation for the Curious
Loom Room at the corner
4,400.00
HEtA (Health and Environment
thru Arts)
Film Making Workshops at Wood Street Art
4,000.00
Hobsons Bay Arts Society Inc
5x7Art Prize
3,000.00
Hobsons Bay Men's Shed
Network
Future Creation workshop program
4,800.00
Hobsons Bay Toy Library Laverton Branch
Interior shelving for inclusive toys
1,000.00
Household Relief Fund Inc
Supporting the courageous
5,000.00
Humanitarian Women's Welfare
Group 'UTEHA' Inc
Empowering women through singing
1,000.00
Karen Youth Activity Group
Karen youth empowerment project
5,000.00
Kidsafe Victoria
Community outreach program - Hobsons Bay
2,000.00
Laverton Community Integrated
Services
Victorious volunteers
5,000.00
Laverton P-12 College
Wind Chasing Scoundrels
4,600.00
Louis Joel Arts & Community
Centre
Exhibition - Refugee Week - June 2015
3,000.00
Macedonian Community Welfare
Association
The 30 Day "Community Challenge"
5,000.00
Macedonian Senior Citizens
Group of Hobsons Bay Inc
Mens Health & Wellbeing
1,000.00
Macedonian Womens Senior
Citizens Group of Hobsons Bay
Better Health
1,780.00
Migrante Melbourne Inc (West
Chapter)
Families and community learning together
5,000.00
500.00
109
Organisation
Project Description
Funds
Mokopuna Maori Culture
Gatherings
TIHEI MAURI
2,280.00
New Hope Foundation Inc
Enhancing social, recreational and community
engagement for young recently arrived people
5,000.00
Newport Fiddle and Folk Club
Classical meets folk
5,000.00
Out of the Woods
Inclusive performing art program 2015
5,000.00
Parkrun Australia
Altona beach parkrun
5,000.00
Philanthropic Society and Klinon
Florinis - AGIA TRIAS Inc
Nightly meals and activities for members
5,000.00
Queen of Peace Parish Primary
School
Seabrook Kindergarten
Association Inc
Children's garden
2,513.00
Mosaic rainbow serpent
2,000.00
Western Happy Families
Eritrean family strengthening camp
5,000.00
Westgate Multiple Birth
Association
Williamstown Camera Club
Swim for life
2,000.00
The photo and The photographer
1,040.00
Williamstown Community and
Education Centre Inc
English language classes for refugees, asylum seekers
5,000.00
Williamstown Musical Theatre
Company
WMTC theatre workshop community hub development
5,000.00
Wyndham Community &
Education Centre
Laverton communities of Burma women's groups
5,000.00
TOTAL
140,038
Environmental Grant
Funding is specifically for projects that have an element of community engagement and education
relating to environmental sustainability that is in line with Council’s key environmental targets.
Organisation
Project Description
Altona Meadows Kindergarten Inc
Water exploration experience
Funds
2,000
Altona Meadows Primary School
Bush garden grows
2,000
Friends of Iramoo Incorporated
Seeds from the streets of Hobsons Bay
2,000
Gellibrand Support Services
Meaningful Activities in Partnership (MAP) gardening
program
1,933
Laverton Community Integrated
Services
Green thumb
2,000
The Finnish Friendly Visiting
Service Inc
It's easy being green
1400
TOTAL
11,333
110
Mayoral Program
The Mayoral Program provides the opportunity for the Mayor of the day to
implement key strategic activities in response to the needs of the Hobsons
Bay community.
During the 2014-15 period, Councillor Sandra
Wilson was Mayor from 1 July 2014 to 7
November 2014.

provided support for the social history
project Sons of Williamstown with
funding from the Department of Veterans
Affairs to document and deepen our
understanding of the significant
photographic honour board at the
Williamstown Town Hall, and to help
create similar opportunities as the
centenary year period progresses around
the families who grew up at the Old
Laverton School in Altona Meadows

initiated development of a new resident
and ratepayer welcome to Hobsons Bay
kit
Councillor Wilson’s program as Mayor
included a $9,920 contribution to a Shorebirds
lookout, signage on the Doug Grant Reserve,
and $1,225 towards the cost of the Victorian
Certificate of Applied Learning program that
gives local students practical work-related
experience in a field of interest to them.
Councillor Colleen Gates was elected Mayor
on 7 November 2014 and her program
highlights (until 30 June 2015) were:

hosted the Victorian Local Governance
Association Women centenary
celebration of Women in Local
Government at The Substation

provided support for the annual Buloke
and Hobsons Bay Bowls Tournament held
in Altona, that reflects the friendship
agreement between the Councils;

hosted a Western Region Housing Forum
in April 2015 to gain commitment from
Western Region councils and housing
providers to advocate for affordable
housing solutions to the State
Government
Total Mayoral fund expenditure was
$13,072.
111
Understanding the financial report
The financial report reviews Council’s performance against the budget and
shows the financial position of Council as at 30 June 2015.
The financial report is audited by the Victorian
Auditor-General to ensure it fairly represents
the financial performance and position of
Council and is presented in accordance with
Australian accounting standards and the Local
Government Act.
Comprehensive income statement
The financial report includes the financial
statements and the performance statement.
The financial report is required to be in the
format prescribed in the Local Government
Better Practice Guide 2014-15: Model
financial report released by the Department
of Environment, Land, Water and Planning.
The performance statement is required to be
in the format prescribed in the Local
Government Better Practice Guide 2014-15:
Performance reporting template, also
released by the Department.
All income sources of Council are listed,
including rates and charges, statutory fees
and fines, user charges and grant funding.
Operational expenses such as employee costs,
materials and services, depreciation and
borrowing costs are also listed. It is important
to note that capital purchases (ie assets) are
not included, as these are not regarded as
‘operational’.
The comprehensive income statement is
generally divided into income and expenses to
show the financial performance of Council for
the year ended 30 June 2015.
For the year ended 30 June 2015
The financial statements
The financial statements compare the current
financial year with the previous year. They
comprise of the following five statements:
1.
2.
3.
4.
5.
comprehensive income statement
balance sheet
statement of changes in equity
statement of cash flows
statement of capital works
The difference between income and expenses
determines the surplus (if revenue is greater
than expenses) or the loss (if revenue is less
than expenses) for the year. It is extremely
important that Council continues to maintain
operational surpluses to cover current and
future capital works.
‘Other comprehensive income’ is also
included in the income statement and when
added to the surplus, forms the
comprehensive result. This section includes
increases and decreases to Council’s balance
sheet that are not regarded as income (or
expenditure), including asset revaluations.
112
Balance sheet
The balance sheet shows the financial
position of Council at a point in time, being 30
June 2015. It outlines Council’s assets (what
we own) and liabilities (what we owe), the
difference being the net assets of Council. The
balance sheet confirms that Council was in a
sound financial position at 30 June 2015, with
no immediate financial concerns.
Council’s assets and liabilities are broken
down into current and non-current sections.
Current means assets and/or liabilities that
will fall within the next 12 months. Net assets
describe the difference between the value of
assets and liabilities and will always equal
total equity. Council’s equity is broken down
between accumulated surpluses and reserves.
Statement of changes in equity
The statement of changes in equity shows the
movements in Council’s equity from the
beginning to the end of the financial year. It
shows changes to:



accumulated surplus, which changes
according to the surplus or loss for the
year
asset revaluation reserves, showing any
revaluation adjustments made to assets
other reserves, showing transfers to and
from Council’s reserves such as funding
set aside for waste projects, recreation
reserves, developer contributions, plant
replacement and future infrastructure
works
Statement of cash flows
The statement of cash flows summarises all of
the cash received and paid throughout the
year. It differs from the income statement,
which is based on the accrual accounting
basis.
The statement shows the cash balance at the
start of the financial year, then adds cash
inflows (receipts) and deducts outflows
(payments) for the year to determine the cash
balance at the end of the financial year. This
figure reconciles to the cash figure outlined in
the balance sheet.
Cash flows are generated and used in the
following three main areas:
1. operating activities refers to the cash
generated or used in the normal service
delivery functions of Council
2. investing activities refers to cash
generated or used in the enhancement or
creation of infrastructure and other
assets, including the acquisition and sale
of assets such as property, plant and
equipment
3. financing activities refers to cash
generated or used in the financing of
Council functions and includes borrowings
from financial institutions and the
repayment of principal and interest for
the year
Statement of capital works
The statement of capital works shows the
financial result of Council’s capital works
program for the year ended 30 June 2015.
The statement of capital works is important as
these capital (asset) purchases are not
included in the comprehensive income
statement as they are not regarded as
‘operational’. The benefit from expenditure
on capital works will be received over many
years and it is an example of why an
operational surplus will not necessarily always
lead to an increase in cash.
Capital works are classified as property, plant
and equipment or infrastructure. They are
also represented as new assets, asset renewal
or asset upgrade expenditure.
113
Notes to the financial report
Details of Council’s accounting policies are
contained in Note 1. This provides an outline
of many of the accounting policies, consistent
with other entities that follow the Australian
Accounting Standards. It also provides
information on the assumptions and
accounting decisions made by Council that
can affect the financial figures. These include
asset recognition limits, revaluation schedules
and depreciation rates.
Note 2 compares the actual financial results
against the initial budget set at the beginning
of the financial year in relation to the surplus
for the year and the statement of capital
works.
The next section of notes provides further
detail as to how the figures in the five
financial statements are derived. The
statements contain references to the relevant
notes that provide greater detail on each of
the summarised figures in the statements.
Further notes disclose additional information
to the reader that cannot be incorporated
into the five main statements, but can be
used to further determine the financial
performance and position of Council.
Performance statement
The performance statement compares the
financial and non-financial audited results
that Council achieved against its performance
targets set as part of the 2014-15 budget
process. These targets are directly linked to
Council’s objectives set out in the Council Plan
2013-17.
114
Performance Statement
115
Performance Statement
For the year ended 30 June 2015
Description of municipality
Hobsons Bay is situated on Port Phillip Bay around 10 kilometres west of central Melbourne. It
covers an area of approximately 66 square kilometres. It has over 20 kilometres of bay frontage,
quality residential areas, a huge expanse of environmentally significant open space and a range of
major industrial complexes, which contribute significantly to the economy of Victoria.
Hobsons Bay is home to Victoria's chemical and petroleum industries and contains some of the
state's largest industrial enterprises. The local economy includes manufacturing, transport and
goods distribution companies and a large number of light industries and service industries.
Hobsons Bay is an established municipality with limited undeveloped land suitable for residential use
with strategic redevelopment sites for future residential development. Its population is expected to
grow to 107,243 over the next 20 years.
These features contribute to the City's culture, which is strongly linked to its maritime heritage,
environment, industry and lifestyle.
46
Sustainable Capacity Indicators
For the year ended 30 June 2015
Results
Indicator / measure
2015
Own - source revenue
Own-source revenue per head of municipal population
[Own-source revenue / Municipal population]
$1,150.53
No comparative
data has been
compiled to
consider variations
$155.40
No comparative
data has been
compiled to
consider variations
$1,202.71
No comparative
data has been
compiled to
consider variations
Recurrent grants
Recurrent grants per head of municipal population
[Recurrent grants / Municipal population]
Population
Expenses per head of municipal population
[Total expenses / Municipal population]
Infrastructure per head of municipal population
[Value of infrastructure / Municipal population]
Population density per length of road
[Municipal population / Kilometres of local roads]
$6,033.88
210.99
Disadvantage
Index of Relative Socio- economic Disadvantage by decile]
Material Variations
7
No comparative
data has been
compiled to
consider variations
No comparative
data has been
compiled to
consider variations
No comparative
data has been
compiled to
consider variations
47
Service Performance Indicators
For the year ended 30 June 2015
Results
Service / indicator / measure
2015
Material Variations
65.5
No comparative data
has been compiled
to consider
variations
Governance
Satisfaction
Satisfaction with council decisions
[Community satisfaction rating out of 100 with how council has
performed in making decisions in the interest of the community]
Statutory Planning
Decision Making
Council planning decisions upheld at VCAT
61.70%
[Number of VCAT decisions that did not set aside council’s decision
in relation to a planning application / Number of VCAT decisions in
relation to planning applications]
No comparative data
has been compiled
to consider
variations
Roads
Satisfaction
Satisfaction with sealed local roads
64
[Community satisfaction rating out of 100 with how council has
performed on the condition of sealed local roads]
No comparative data
has been compiled
to consider
variations
Libraries
Participation
Active library members
[Number of active library members / Municipal population]
22.85%
No comparative data
has been compiled
to consider
variations
Waste Collection
Waste Diversion
Kerbside collection waste diverted from landfill
[Weight of recyclables and green organics collected from kerbside
bins / Weight of garbage, recyclables and green organics collected
from kerbside bins]
47.19%
No comparative data
has been compiled
to consider
variations
48
Results
Service / indicator / measure
2015
Material Variations
Aquatic Facilities
Utilisation
Utilisation of aquatic facilities
4.22
[Number of visits to aquatic facilities / Municipal population]
Animal Management
Health and Safety
0
Animal management prosecutions
[Number of successful animal management prosecutions]
No comparative data
has been compiled
to consider
variations
No animal
management
prosecutions were
taken to court during
the period
Food Safety
Health and Safety
75.36%
Critical and major non-compliance notifications
[Number of critical non-compliance notifications and major noncompliance notifications about a food premises followed up /
Number of critical non – compliance notifications and major noncompliance notifications about food premises]
No comparative data
has been compiled
to consider
variations
Home and Community Care (HACC)
Participation
Participation in HACC service
16.86%
[Number of people that received a HACC service / Municipal target
population for HACC services]
Participation in HACC services by Culturally and Linguistically
Diverse (CALD) people
12.48%
No comparative data
has been compiled
to consider
variations
[Number of CALD people who receive a HACC service / Municipal
target population in relation to CALD people for HACC services]
Maternal and Child Health (MCH)
Participation
Participation in the MCH service
75.76%
[Number of children who attend the MCH service at least once (in
the year) / Number of children enrolled in the MCH service]
Participation in MCH service by Aboriginal children
[Number of Aboriginal children who attend the MCH service at
least once (in the year) / Number of Aboriginal children enrolled in
the MCH service]
77.22%
Participation in key
ages and stages
reduces significantly
for the 2 year and
3.5 year visit
49
50
Financial Performance Indicators
For the year ended 30 June 2015
Results
Dimension / indicator / measure
Forecasts
2015
2016
2017
2018
2019
Material Variations
9.53%
6.22%
9.07%
9.53%
9.96%
No material
variations
Working capital
Current assets compared to current liabilities
[Current assets / Current liabilities] x 100
144.97%
165.53%
194.88%
211.08%
223.04%
Unrestricted cash
Unrestricted cash compared to current liabilities
[Unrestricted cash / Current liabilities] x 100
81.39%
113.64%
137.76%
154.65%
167.29%
Loans and borrowings
Loans and borrowings compared to rates
[Interest bearing loans and borrowings / Rate revenue] x 100
15.49%
17.93%
17.21%
16.51%
15.83%
No material
variations.
Loans and borrowings repayments compared to rates
[Interest and principal repayments on interest bearing loans and borrowings /
Rate revenue] x 100
10.90%
5.88%
3.77%
0.74%
0.71%
Variations occur as a
result of short term
loan settlements.
Operating Position
Adjusted underlying result
Adjusted underlying surplus (or deficit)
[Adjusted underlying surplus (or deficit) / Adjusted underlying revenue] x 100
Liquidity
Variations occur as a
result of increases to
unrestricted cash set
aside for future
Council
commitments.
Obligations
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Results
Dimension / indicator / measure
Indebtedness
Non-current liabilities compared to own source revenue
[Non-current liabilities / Own source revenue] x 100
Asset renewal
Asset renewal compared to depreciation
[Asset renewal expenses / Asset depreciation] x 100
Forecasts
2015
2016
2017
2018
2019
Material Variations
9.65%
13.84%
16.07%
15.46%
14.87%
No material
variations
83.41%
115.97%
124.89%
125.21%
129.28%
Rates concentration
Rates compared to adjusted underlying revenue
[Rate revenue / Adjusted underlying revenue] x 100
75.65%
78.81%
79.09%
79.30%
79.41%
Rates Effort
Rates compared to property values
[Rate revenue / Capital improve value of rateable properties in the
municipality] x 100
0.38%
0.40%
0.41%
0.43%
0.45%
$2,722.70
$2,840.79
$2,859.61
$2,958.78
$3,065.47
The Council has a
focus on asset
renewal in its
forthcoming capital
expenditure budgets
Stability
No material
variations
Efficiency
Expenditure level
Expenses per property assessment
[Total expenses / Number of property assessments]
$1,621.68
$1,685.51
$1,746.21
$1,809.33
$1,874.98
No material
variations
Revenue level
Average Residential rate revenue per residential property assessment
[Residential rate revenue / Number of residential property assessments]
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Results
Dimension / indicator / measure
Workforce turnover
Resignations and terminations compared to average staff
[Number of permanent staff resignations and terminations / Average number
of permanent staff for the financial year] x 100
2015
5.42%
Forecasts
2016
10.49%
2017
5.22%
2018
5.22%
2019
5.22%
Material Variations
Increased
terminations in
2015-16 due to
Council decision to
outsource long day
child care
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Other Information
For the year ended 30 June 2015
Council is required to prepare and include a performance statement within its annual report. The performance
statement includes the results of the prescribed sustainable capacity, service performance and financial performance
indicators and measures together with a description of the municipal district and an explanation of material variations in
the results. This statement has been prepared to meet the requirements of the Local Government Act 1989 and Local
Government (Planning and Reporting) Regulations 2014.
Where applicable the results in the performance statement have been prepared on accounting bases consistent with
those reported in the Financial Statements. The other results are based on information drawn from Council information
systems or from third parties (e.g. Australian Bureau of Statistics).
The performance statement presents the actual results for the current year and for the prescribed financial performance
indicators and measures, the results forecast by the Council’s strategic resource plan. The Local Government (Planning
and Reporting) Regulations 2014 requires explanation of any material variations in the results contained in the
performance statement. Council has adopted materiality thresholds relevant to each indicator and measure and
explanations have not been provided for variations below the materiality thresholds unless the variance is considered to
be material because of its nature.
The forecast figures included in the performance statement are those adopted by Council in its strategic resource plan
on 23 June 2015 and which forms part of the council plan. The strategic resource plan includes estimates based on key
assumptions about the future that were relevant at the time of adoption and aimed at achieving sustainability over the
long term. Detailed information on the actual financial results is contained in the General Purpose Financial Statements.
The strategic resource plan can be obtained by contacting Council.
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