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Annual Report 2013-14

Valuing the wellbeing of our people and our place now and into the future

September 2014

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

Council acknowledges the people of Yalukit Wilum of the Boon Wurrung Country that makes up the Greater Kulin Nation as the traditional owners of these municipal lands.

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http://www.hobsonsbay.vic.gov.au/

Table of ContentsWelcome to the Annual Report 2013-14....................................................................................4

A Word from Our Mayor........................................................................................................................5A Word from Our Chief Executive Officer...........................................................................................7Performance Summary.........................................................................................................................9Financial Summary.............................................................................................................................32Hobsons Bay at a Glance...................................................................................................................42Significant Events in the City.............................................................................................................44Council’s Role.....................................................................................................................................45Our Vision, Mission, Values and Goals.............................................................................................46

Our Performance.......................................................................................................................47

The Council Plan and Performance...................................................................................................48GOAL 1: An Inclusive, Resilient and Healthy Community..............................................................51GOAL 2: A Well Planned, Vibrant and Sustainable Place...............................................................59GOAL 3: Quality Community Infrastructure and Public Open Spaces..........................................66GOAL 4: An Innovative, Proactive and Leading Organisation........................................................73

Our Organisation.......................................................................................................................82

Our Council..........................................................................................................................................83Our Staff...............................................................................................................................................87Our Workplace.....................................................................................................................................95Corporate Governance.......................................................................................................................99

Legislative Compliance..........................................................................................................105

Statutory Information........................................................................................................................106

Allocation of Funds.................................................................................................................109

Community Grants............................................................................................................................110Mayoral Program...............................................................................................................................114Ward Funds........................................................................................................................................115

Financials.................................................................................................................................120

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Welcome to the Annual Report 2013-14

Hobsons Bay City Council presents its Annual Report 2013-14 to our community and stakeholders.

Local government plays an important role in the community.

It has the legislated responsibility to achieve the best outcomes for its local community and as a custodian of public funds. Council is also accountable to the community in the performance of its functions, the exercise of powers and the use of resources.

The Annual Report is the primary means by which Council informs its community about its performance, achievements, challenges and future outlook.

It is also an important part of Council’s commitment to provide accountable, transparent, well-informed governance for the benefit of the community.

The Annual Report 2013-14 provides:

an overview of the municipality, our Council and the organisation

an outline of Council's performance against the Council Plan commitments and its strategic indicators

information on the organisation’s corporate governance and legislative compliance

the financial report

How to obtain extra copies

Additional copies or a copy of the report in an alternative format are available through the following means:

Council’s website www.hobsonsbay.vic.gov.au

telephoning Council on (03) 9932 1000

visiting Hobsons Bay Civic Centre or any of Council’s library branches

request a soft or hard copy via email to: [email protected]

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mailto:[email protected]


A Word from Our MayorOn behalf of all Councillors, I am proud to provide an overview of Hobsons Bay City Council’s achievements during the past year.

After the resignation of Councillor Luba Grigorovitch and Councillor Tony Briffa we welcomed two new Councillors to the team. In February, Councillor Carl Marsich was elected to represent Wetlands Ward and Councillor Jason Price was voted in for Cherry Lake Ward in March.

I am pleased to report that 95 per cent of the 73 actions from the 2013-14 action plan have been completed or were progressed during the past 12 months.

The importance of our community’s health and wellbeing is high on our action plan and in this financial year we have increased the number of playgroups across the municipality and opened the Newport Gardens Early Years facility. The centre is co-located with a primary school and provides a comprehensive range of early years services, including maternal and child health, early intervention services for children, kindergarten, 75 childcare places, toy library and playgroups. This was a $5.4 million project which was developed on time and on budget.

Hobsons Bay’s population is diverse with 31 per cent of residents born overseas and just over 29 per cent speaking languages other than English at home. With these numbers in mind Council launched the Hobsons Bay Language Line, which offers recorded information about key Council services in nine of the most common languages in our community. The recorded information covers family, youth and children’s services, aged and disability services, rates, local laws and fines, waste, recycling, town planning and building permits, sport, recreation, and community centres.

Customer service was also front of mind when Council implemented a mobile phone application, Snap Send Solve, as a tool for capturing community issues. The app allows a direct link for a member of the community to take a photo of an issue and send it to our Customer Service officers for action.

Council is committed to working with all levels of government and industry, to identify key issues affecting the city and advocating on its behalf. To enhance that commitment Council launched the Advocacy Strategy. As part of the implementation of the strategy I have met with a number of key business leaders and led delegations to federal and state ministers to discuss the key priorities for Hobsons Bay.

Along with this strategy we developed the Gender Equity Policy Statement supporting Council’s belief in a just, inclusive and fair society for women, men and gender diverse people.

Council has a strong and vibrant arts connection, coming under the umbrella of Arts at Your Doorstep, Art in Public Places, Pixel8 and the growing profile of Woods Street Arts Space in Laverton. It continues to support events and festivals. We have worked in partnership to support and promote destinations such as Scienceworks, The Substation, and Seaworks as key attractions within the city.

Council conducts an annual grants program to support local activities and projects and in this financial year we supported our community needs through the Community Partnerships Networking Grants, the New Equipment Resources Grants, Inclusion Opportunity Grants and the Vibrant Community Project Grants with more than $150,000 going directly to support our community.

Through our Climate Change Adaptation Pan 2013-18 we are able to look in detail at the potential risks associated with the changing climate and the impact that will have on Hobsons Bay’s coastal areas. In addition to identifying these risks, we have partnered with the Australian Government and City West

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Water on three highly innovative storm water projects which will preserve our sporting grounds and save water.

We have achieved an excellent financial result in difficult economic times. The escalating cost pressure placed on Council has seen us working more efficiently for our community.

We are proud of the progress Council has made over the past 12 months and look forward to the achievements in the next financial year, building on what we have put in place this year. Finally, I would like to thank my fellow Councillors for their dedication to our City, and to our community leaders and volunteers for their tireless work in making Hobsons Bay a great place to live, play, visit and work. A very big thank you also to our Chief Executive Officer Chris Eddy and his staff for their commitment to the people of Hobsons Bay.

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A Word from Our Chief Executive OfficerThe 2013-14 financial year began with a new organisational structure aligning with our Council Plan 2013-17. The restructure followed an extensive review involving all staff and was governed by three objectives: to grow our commitment to being a highly customer focused organisation, to grow our opportunities to improve cross organisational cooperation, and to be more streamlined and efficient with available resources.

The 2014-15 budget, adopted in July 2014, has built on this with a targeted focus on efficiency of resources. For the first time, we are moving towards a 10 year financial plan and a long term view of our capital works which will help underpin our activities in the years to come.

It has not been an easy task, given the increasing pressures on rates and external funding sources. We have tightened our belts and contained increases in operational costs, and will be delivering our largest program of capital works. Through the Community Health and Wellbeing Plan, we have consulted and listened to the people and businesses in our community and they will see a strong focus on priority asset renewal tasks, such as road and footpath maintenance and construction, drainage and sporting facilities, as well as the delivery of major capital works projects.

A number of economic challenges are ahead of us including the closure of Toyota’s manufacturing plant in 2017. Long-term planning and collaboration are the key tools in meeting these challenges and we are developing practical strategies to deal with them. We have been instrumental in developing Melbourne’s West Economic Response Taskforce with LeadWest and other western region councils. We established an Economic Development Unit to increase engagement with local businesses to enable us to gain a better understanding of the local economic climate, maximise opportunities for business, and influence our future planning. With the Mayor and Councillors we participated in two western region delegations to Parliament House to seek information and to advocate on measures to assist our community and local workers in adjusting to changes in the manufacturing sector.

Important strategic objectives include integrated transport and advocacy. The Integrated Transport Strategy will address a number of issues including connectivity, affordability and increased universal access. Integrated transport is challenging and requires collaborative action. It forms an important part of our Advocacy Strategy which identifies and builds on shared regional priorities and networks. We have advocated on a number of important issues relevant to our community including affordable housing, major hazard facilities, integrated transport, and youth mental health services.

A high priority for Council is engaging with the community and this requires multiple customer service tools. We launched Live Chat, an online instant messaging application in November which is proving increasingly popular with our residents. Snap Send Solve, a mobile phone application, is also being used as a means for people to report issues or incidents ‘on the spot.’

We have an increased social media use with a 100 per cent growth in Facebook and Twitter followers, a new Lost Pets page, a LinkedIn business networking group, and the preparation of a new online community engagement tool, ‘Participate Hobsons Bay’ containing project information, forums, discussion boards and videos.

Servicing a community where almost a third of residents speak a language other than English at home requires different channels for delivering information. In August 2013 we launched the Hobsons Bay Language Line, a dedicated telephone line for residents, offering interpreter assistance or information in their own language. Our customer satisfaction ratings have achieved positive results for our services to young people, seniors and people with a disability, however there is always room to improve.

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State Government legislation is also impacting on local government. From July 2014 we are required to report on key services, which include governance, statutory planning, economic development, roads, libraries, waste collection, animal management, food safety, and finance. Results from this reporting will be part of an interactive state government website and used to compare councils across the state. I am pleased to say we are well placed to meet these challenges given the recent restructuring of the organisation, the focus on long-term planning, and our commitment to customer service.

Many thanks go to my staff who have worked hard implementing and working within the new structure, and the Councillors, who have been dedicated and committed to bringing a high level of service to the communities they represent.

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Performance SummaryBelow is a snapshot of Council's achievements and performance during 2013-14. The full performance report can be found in the ‘Our Performance’ section of the Annual Report.

The Community Health and Wellbeing Plan 2013-17 and the 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, as an organisation, we will work towards achieving from 2013-17. The Council Plan Annual Action Plan 2013-14 identifies the Key Strategic Activities (KSAs) and additional actions that will be delivered in that period to work towards meeting the overall goals and objectives.

OverallThe Council Plan Annual Action Plan 2013-14 consisted of 73 actions and 21 KSAs. As shown in the graph below, by 30 June 2014, 95 per cent of actions and 95 per cent of KSAs were completed or progressing.

Actions KSAs

All Council departments have responsibility for the delivery of the Council Plan and the Annual Action Plans.

Actions

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Key Strategic Activities

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Three different sets of indicators have been used to measure the various components of Council’s performance during 2013-14. These include Council Plan Strategic Indicators, Best Value Indicators and Community Satisfaction Indicators. Council Plan Strategic Indicators monitor achievement of the strategic objectives. In 2013-14, there were a total of 59 Council Plan strategic indicators. As shown in the graph below, 66 per cent of Council Plan Strategic Indicators were met. Best Value Indicators are based on the Best Value Principles which aim to ensure

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services are accessible, responsive to community needs, meet quality and cost standards and community consultation regarding services achieve continuous improvement. In 2013-14 there were a total of 77 Best Value Indicators. As shown in the graphs below, 44 per cent of the Best Value Indicators were met and 29 per cent were exceeded.

Council Plan Strategic Indicators Best Value Indicators

Community Satisfaction Indicators are from the Annual Community Survey 2014 which is a random representative sample of 800 Hobsons Bay residents that indicate their level of satisfaction with Council's performance.

Council’s overall performance has remained steady at 66 or ‘good’. As shown in the graphs below, in 2013-14, of the 20 key indicators relating to Council services, Council has improved on the majority (85 per cent) of Council functions, compared to the previous financial year.

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NB: In 2013-14 Council changed the format of its Community Satisfaction Survey. As a result, in order to be able to make comparisons back to 2012-13 survey results, the scale used in the 2013-14 survey was adjusted from a 1 to 10 ranking to a percentage rating.

Community Satisfaction Indicators – Performance compared to 2012-13

Council’s Overall Performance

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Community Satisfaction Indicators – Council Functions

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GOAL 1: An Inclusive, Resilient and Healthy CommunityThrough 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 a total of 17 actions and eight KSAs within this goal area. As shown in the graphs below, by 30 June 2014, 94 per cent of actions and 100 per cent of KSAs were completed or progressing.

Actions KSAs

Council will: 2013-14 Actions and KSA Results:

1.1 Provide a range of accessible, high quality services and social supports

1.2 Foster community wellbeing,

an increased number of playgroups across the municipality the opening of a new early years facility. Newport Gardens Early Years facility includes 82 long day

care places a review of two Council policies; the Volunteer Policy and the Electronic Gaming Machine Policy

Statement the establishment of a strategic partnership model with key stakeholders to monitor the

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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

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

implementation of Council's Community Health and Wellbeing Plan full compliance in audits relating to its Community Care services an understanding of the potential implications of the Aged Care Reform agenda on Council's

service provision implementation of social media and smart phone technology as a tool for capturing community

issues and concerns delivery of tailored customer service mobile programs providing Council related information to

diverse communities delivery of various health and wellbeing initiatives including Baby Makes 3, a social media

campaign against gender based violence, and Spring into Life a simplified registration process to make food safety compliance easier to navigate the adoption of a new Animal Management Plan increased experience with the Municipal Emergency Coordination Centre (MECC) by participating

in two regional exercises with key stakeholders delivery of a range of free workshops and cultural programs for people of all ages including

Crashendo, Airtime, Capacity, Woods Street Arts Space, and Mobile Radio sponsorship of a range of cultural events and festivals including the Newport Folk Festival, Eid al

Fitr Festival, Seaworks Maritime Festival, Dog Day in Dog Town, Around the Bay in a Day, Laverton Festival, Australia Day in Altona, Maori Youth Horizons Festival and a Diwali cultural event in Laverton

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IndicatorsIn 2013-14, out of a total of 17 Council Plan Strategic Indicators for this goal area, 71 per cent were met. There were 30 Best Value Indicators for this goal area, 30 per cent of which were met and 37 per cent of which were exceeded.


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Community Satisfaction Indicators – Performance compared to 2012-13The community’s satisfaction with Council’s performance in relation to provision of key services has improved across all the domains shown in the graph, except libraries which has remained steadily high at a rating of 86 out of 100.

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Goal 2: A Well Planned, Vibrant and Sustainable PlaceThrough 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 a total of 25 actions and five KSAs within this goal area. As shown in the graphs below, by 30 June 2014, 96 per cent of actions and 100 per cent of KSAs were completed or progressing.

Actions KSAs

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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

promotion of what the municipality has to offer through the implementation of the Discover Your Own Backyard campaign which included a segment on Channel 9's 'Postcards' program

a better understanding of Council's role in relation to managing biodiversity through the development of a discussion paper which addresses the legislative requirements that apply to Council in this space while identifying the future opportunities and challenges facing Council

installation of 750 metres of footpath in Altona Meadows and Laverton, as well as 400 metres of new footpath on Point Cook Road

installation of 75 new pram crossings completion of accessibility audits and identification of improvement works required for four Council-

owned buildings the establishment of a new advisory committee called the Strategic Advisory Group (SAG) to allow

community input into key strategic land use planning matters improvements to the Visitor Information Centre through the introduction of iPad technology to assist

volunteers in providing information to residents and tourists completion of the Fearon and McLean Reserve Master Plans improvements to the Greenlight Asset Permit Management System improvements to the running and management of Council's Information Technology Assets

resulting in significant savings in costs and power consumption increased usage of recycled and recyclable materials in all road works the delivery of a number of sustainability projects including My Smart Garden workshops, Karen

Community Healthy and Sustainable Living, Ambassadors for Sustainability program and the first Hobsons Bay Sustainability Expo, all aimed at increasing the community's knowledge of sustainability issues and practices

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IndicatorsIn 2013-14, out of a total of 12 Council Plan Strategic Indicators for this goal area, 66 per cent were met or exceeded. There were six Best Value Indicators for this goal area, five of which were met.

NB: In this goal area, ‘No Target Set’ relates to indicators for Council’s mains water consumption and Council’s greenhouse gas emissions. The 2012-13 figures for greenhouse gas emissions and water consumption were reported 12 months in arrears. Council’s annual Environmental Sustainability Report 2013-14 will be released after September 2014 once all data is available from retail companies and verified in Council’s Environmental Reporting System.


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Community Satisfaction Indicators – Performance compared to 2012-13As shown in the graph below, the community’s satisfaction with Council’s performance in relation to provision of key services has improved across all domains except appearance of public areas which has slightly declined.

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Goal 3: Quality Community Infrastructure and Public Open SpacesThrough this goal area, Council is aiming to deliver a high standard of well-maintained community infrastructure including roads, Council-owned buildings, pedestrian and cycle ways, and public open spaces that are accessible and meet the needs of local communities. There were a total of 10 actions and five KSAs within this goal area. As shown in the graphs below, by 30 June 2014, 90 per cent of actions and 80 per cent of KSAs were completed or progressing.

Actions KSAs

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Council will: 2013-14 Actions and KSA 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 Council owned 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

3.5 Increase the use of integrated transport across the municipality

the opening of a new early years facility, Newport Gardens, including childcare places, and Maternal and Child Health services

a greater understanding of the implications for Council in relation to the issue of Integrated Transport, and a clear way forward for undertaking further work in this space

the implementation of the Road Safety Strategy, including monitoring of speeds on three 60 km/h roads (Mason Street, Bladin Street and Victoria Street), the delivery of a Senior Drivers Expo, approval of new children's crossings at Freyer Street, Williamstown North and Millers Road, Seaholme and the implementation of the Safety Around Schools program which includes review of pedestrian facilities and change of speed zones

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IndicatorsIn 2013-14, out of a total of 19 Council Plan Strategic Indicators for this goal area, 79 per cent were met. There were seven Best Value Indicators for this goal area, 29 per cent were met.

NB: In this goal area ‘no target set’ relates to the indicator regarding the measurement of the Road Management Plan. New measures are being developed for this indicator to improve reporting. Due to this it did not allow a target to be set.


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Community Satisfaction Indicators – Performance compared to 2012-13The community’s satisfaction with Council’s performance in relation to provision of key services has improved across all the domains, as shown in the graph below.

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Goal 4: An Innovative, Proactive and Leading OrganisationThrough 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: ensuring that Council is an effective, financially strong and capable organisation. There were a total of 21 actions and three KSAs within this goal area. As shown in the graphs below, by 30 June 2014, 95 per cent of actions and 100 per cent of KSAs were completed or progressing.

Actions KSAs

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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 rollout of reporting software to allow for more efficient reporting and centralised monitoring, tracking and reporting on the progress of Council's key actions

the development of an Advocacy Strategy which identifies key issues affecting the municipality, and demonstrates Council's commitment to work with key stakeholders to lobby and advocate on behalf of the municipality

effective communication of the Finance and Rating Strategy, and other financial and budgetary considerations to Council and the Corporate Management Team

the development of a Gender Equity Policy Statement to guide and support Council in addressing gender equity within the built, natural, social and economic environments, and to articulate Council's belief in a just, inclusive and fair society for women, men and gender diverse people

adoption of the Councillor Code of Conduct, following the last general election the delivery of a range of events and programs targeted at children and young people including the

Monkey Baa children's theatre group, dance and choral events, Pixel8, Colourfest cultural event, Movies By the Bay, sponsorship of Australia Day in Altona and Waitangi Day Maori events, Art in Public Places and the workshops for young people at the Woods Street Arts Space

a partnership with Victoria University which has resulted in the delivery of courses at the Altona Meadows Library and Learning Centre

the rollout of a marketing and communications program to better promote Council's waste and litter services to the community including the hard waste collection service, e-waste, Detox your Home events and Clean Up Australia Day

the rollout of a marketing and communications strategy to better promote environmental issues to the community

the continued rollout of the Hobsons Bay Language Line, a dedicated telephone line which can provide residents with low English proficiency with information in their own language or interpreter assistance

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IndicatorsIn 2013-14, out of a total of 11 Council Plan Strategic Indicators for this goal area, 82 per cent were met. There were 34 Best Value Indicators for this goal area, 53 per cent of which were met and 29 per cent which were exceeded.

NB: In this goal area ‘no target set’ relates to an indicator regarding the Aon Hewitt Best Employer survey which Council decided not to participate in during the year.


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Community Satisfaction Indicators – Performance compared to 2012-13As shown in the graph below, the community’s satisfaction with Council’s performance in relation to provision of key services has improved across all the domains except customer service which has remained steady at a rate of 77 out of 100.

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Significant Events in the CityThese are just some of the many and varied events that Council produced, presented or supported during 2013-14.

July 2013 August 2013 September 2013

Newport Folk Festival Arts at your DoorstepEmily Eyefinger

Melbourne International Tall Ships Festival

NAIDOC Week flag raising Mobil – Night at the Opera Arts at your DoorstepHobsons Voice

Blak Out Day at Woods Street Art Space Eid al Fitr Festival Arts at your Doorstep

Squaring the WheelArts at your Doorstep

I Heart BunningsArts at your Doorstep

National Theatre BalletOctober 2013 November 2013 December 2013

Arts at your DoorstepKeyim Ba and theAfrican Caravan

Eid al Adha Festival Williamstown Christmas Market

The Last Night of the Proms Handel’s Messiah

Carols by CandlelightLaverton, Newport, Altona, Altona

Meadows, Williamstown

The Substation Contemporary Art Prize Maori and Polynesian Horizons Youth Festival Altona

Bupa Around the Bay Big Westona Harrington SquareWilliamstown Chamber of Commerce

Dog Day Williamstown Heritage Beer Festival

Arts at your DoorstepMelbourne Chamber Orchestra Laverton Festival

Macedonian Food Festival Diwali

January 2014 February 2014 March 2014

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

Play Me I’m Yours piano exhibition Hobsons Bay Men’s Shed Classic Car Show

April 2014 May 2014 June 2014

Art In Public Places Arts at your DoorstepThe Chooky Dancers Arts at your Doorstep

Road TripArts at your Doorstep

Controlled FallingWilliamstown Literary Festival

20th Anniversary Citizens Afternoon Tea at Louis Joel

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Financial SummaryThis section provides a brief summary of Council’s financial performance for 2013-14. More detail is available in the Financial Report.

The year in brief Surplus for the year: $8.1 million Income: $115.5 million Expenses: $107.4 million Capital works expenditure: $23.8 million Cash: $27.9 million Net assets: $936 million, providing infrastructure and community facilities Loans: $9.6 million Working capital ratio: 96 per cent.

Surplus for the yearActual surplus: $8.1 millionBudget surplus: $4.2 million

The operational surplus of $8.1 million exceeded the annual budget of $3.9 million. The increased surplus is largely a result of additional income and expenditure savings that have been transferred to reserves as Council is committed to use them for future specific purposes. Surpluses are also required to cover current and future commitments, such as the capital works program proposed within Council’s long term financial plan.

2010-11 2011-12 2012-13 2013-14$0

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$15k

Hobsons Bay City Council's Surplus

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IncomeActual income: $115.5 millionBudget income: $113.2 million

Additional income of $2.3 million was received above the original budget. The main increases were in relation to a fair value adjustment for assets ($1.1 million), rates ($671,000) and open space developer contributions ($955,000) which are included in statutory fees. As the table below indicates, Council is heavily dependent on rates and charges, accounting for over 74 per cent of our income in 2013-14.

Income 2010-11 $,000

2011-12 $,000

2012-13$,000

2013-14$,000

Rates 70,602 76,038 81,641 86,388

Operating grants and

contributions11,237 11,955 11,876 11,446

Capital grants and

contributions4,710 4,300 3,517 1,103

Interest 1,698 1,370 928 1,152

User charges 9,005 8,910 9,072 8,757

Statutory fees 4,130 4,102 5,313 5,020

Contract income 2,089 555 501 531

Initial recognition of assets 0 0 732 0

Net profit on disposal of property, infrastructure, plant and equipment

278 0 42 0

Fair Value Adjustment for investment properties 0 2,039 0 1,081

Total revenues 103,749 109,269 113,622 115,477

ExpensesActual expenses: $107.4 millionBudget expenses: $109.1 million

Council’s operational expenditure was $1.7 million less than budgeted. As the table following indicates employee costs accounted for 46 per cent of operational expenditure and are the most significant cost to Council. Most significantly, the net impact of materials, consumables and external contracts was a decrease of $3.565 million. The savings include hard waste collection costs ($1.162 million) and a reduction in the litter strategy implementation program ($474,000), which have been transferred to a reserve and quarantined for future use.

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Expenditure 2010-11($,000)

2011-12($,000)

2012-13($,000)

2013-14($,000)

Employee costs 44,197 52,239 47,317 49,635

Materials and consumables 20,818 20,371 18,467 17,038

External contracts 16,067 16,683 17,859 18,902

Utilities 2,181 2,117 2,757 3,038

Borrowing costs 111 184 169 329

Depreciation and amortisation 15,675 17,092 17,528 18,252

Other expenses 32 113 233 74

Net loss on disposal of property, infrastructure, plant and equipment

0 453 0 132

Total expenses 99,081 109,253 104,330 107,401

Where do your rates go?Council provides more than 100 services for the Hobsons Bay community. As the figure below indicates for every $100 of expenditure in 2013-14 the majority of funds were spent on capital works, followed by assets, works and maintenance. This is consistent with previous years.

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Services provided per $100 of expenditure

Comprehensive resultThe comprehensive result of $62.4 million is the surplus for the year ($8.1 million) plus the increase in net assets as a result of revaluations ($54.4 million) less the reduction in Council’s investment in the Regional Kitchen ($136,000).

Capital works programActual: $23.8 millionBudget: $21.9 million

Council has a capital works program to renew, upgrade and provide new assets to meet the community’s needs. In 2013-14 Council spent $23.8 million on capital works. This included $6.2 million on renewal works, $11.7 million on upgrades, $4 million on new assets, and $1.9 million on significant operational projects. There was an additional $1.9 million spent on capital works over what was expected and listed in the original budget. This is a result of carryovers from 2012-13 ($1.4 million), additional funded capital expenditure ($249,000), additional unfunded capital expenditure ($2.561 million – including the purchase of land in Epsom Street, Laverton), capital items purchased from the operational budget ($98,000) less carryovers to 2014-15 ($2.5 million).

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 2010-11 and 2011-12. Capital works expenditure was reduced in 2012-13 and 2013-14 to a level more in line with

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previous years. The budget in 2014-15 indicates that Council will again increase its capital works expenditure with a focus on renewal works.

2010-11 2011-12 2012-13 2013-14 $-

$10,000,000

$20,000,000

$30,000,000

$40,000,000

Capital works expenditure

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Cash and cash equivalentsActual cash: $27.9 million Budget: $22.4 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 $8.7 million throughout 2013-14 to a closing cash balance of $27.9 million. The closing balance was higher than the expected $22.4 million closing balance outlined in the budget due to capital works carried over to 2014-15 ($1.6 million), savings in waste services that are transferred to the reserve ($1.6 million) and the better than expected operational result. As the figures below indicate Council’s cash has been increasing since 2011-12.

2010-11 2011-12 2012-13 2013-14$0

$10,000,000

$20,000,000

$30,000,000Hobsons Bay Cash Reserves

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 $936 million at 30 June 2014. Most of Council’s total wealth is property, infrastructure, plant and equipment, equating to $926.7 million. In 2013-14 Council’s net worth increased by $62.4 million due to the operational surplus ($8.1 million) and the revaluations to assets ($54.4 million). As the figure below indicates Council’s financial strength has slowly increased since 2011.

2010-11 2011-12 2012-13 2013-14$0

$200,000,000

$400,000,000

$600,000,000

$800,000,000

$1,000,000,000

Financial Strength

What we ownwhat we oweEquity (net assets)

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LoansCouncil has outstanding loans of $9.6 million at 30 June 2014. Council had previously focused on a debt reduction strategy, which generally resulted in a reduction in debt servicing costs. Council’s most recent borrowings were in 2013-14, 2010-11 and 2004-05, all of these relate to funding the superannuation defined benefit shortfalls.

The budget in 2014-15 indicates Council will borrow a further $7.34 million during the year to fund the increased capital works expenditure mentioned above.

2010-11 2011-12 2012-13 2013-14 $-

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

Loans

Liquidity Actual liquidity: 96 per centBudgeted liquidity: 110 per cent

Liquidity (working capital) indicates Council’s ability to fund its short-term operations. The 2013-14 working capital ratio of 96 per cent indicates that Council has $0.96 worth of current assets for each $1.00 worth of current liabilities. The year end result is slightly lower than the budget (110 per cent), and as the figure below indicates, a decrease compared to the 2012-13 ratio.

Council aims to have a liquidity ratio above 100 per cent. The reduced ratio is caused by all of the loan borrowings being classified as current liabilities. Council intends to transfer $9.2 million of loans to the long term Local Government Funding Vehicle in September. This portion of loan borrowings will then be classified as non-current liabilities and the liquidity ratio will revert to being over 100 per cent.

2010-11 2011-12 2012-13 2013-140%

30%

60%

90%

120%

150%

Liquidity (working capital ratio)

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External fundingActual funding: $12.5 millionBudget funding: $12.8 million

As the figure below indicates, the operational grant funding received ($11.4 million) was $384,000 less than anticipated in the budget. The most significant variation occurred as a result of a change in the payment schedule for grants commission funding, which was paid in advance ($1.2 million). The most significant increases in other operational grant funding related to Community Wellbeing services ($798,000).

The amount of capital grant funding received ($1.1 million) was higher than anticipated in the budget ($149,000), although still less than that received the previous financial year ($3.5 million). The additional ‘unbudgeted’ income funded an increase in capital works expenditure.

2010-11 2011-12 2012-13 2013-14 $-

$2,000,000

$4,000,000

$6,000,000

$8,000,000

$10,000,000

$12,000,000

$14,000,000

$16,000,000

$18,000,000 External Funding

Operating Grants & Contributions Capital Grants & Contributions

Looking aheadCouncil faces a number of financial challenges over the next few years, including: 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 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 unrestricted cash reserves each year maintaining a working capital ratio over 100 per cent

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Hobsons Bay at a GlanceHobsons Bay is located at the north western end of Port Phillip Bay and is in proximity to the CBD. It is home to the suburbs of Altona, Altona Meadows, Altona North, Brooklyn, Laverton, Newport, Seabrook, Seaholme, South Kingsville, Spotswood, Williamstown and Williamstown North.

Our Place

Each neighbourhood area in Hobsons Bay has its own unique character, from the historic seaport of Williamstown (one of the oldest settlements in Victoria) with its range of heritage buildings, to the more recently developed residential areas of Altona Meadows and Seabrook.

Hobsons Bay’s rich natural environment is one of its greatest assets. The area 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.

Open space contributes significantly to the quality of life in Hobsons Bay with park land occupying 24 per cent of the municipality’s land area, well above the metropolitan average of 15 per cent. The 23 kilometres of coastline are linked by a cycling and walking trail so residents and visitors can take advantage of the foreshore location.

A number of sites of significance to the Aboriginal community are located throughout the municipality, particularly along the coastal trail.

Our PeoplePrior to European settlement, the Yalukit Wilum clan occupied the area now known as Hobsons Bay.

Hobsons Bay had an estimated resident population in 2013 of 89,111 people, an increase of 2 per cent since 2006.

The neighbourhood with the highest share of the total population is Altona Meadows, while Brooklyn has the lowest.

The main population trend is that 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 there is some evidence of regeneration with the number of young children and adults in the 25-34years age bracket increasing.

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Hobsons Bay is a municipality with contrasting population groups, particularly in relation to socioeconomic backgrounds. In 2011, the SEIFA Index of Disadvantage for Hobsons Bay ranked the municipality as the ninth most disadvantaged in metropolitan Melbourne, with a score of 1001.7.

Some other quick facts about the Hobsons Bay population include:

an estimated 17 per cent (14,825) of Hobsons Bay residents have a disability

there are 389 people identifying as being Aboriginal or Torres Strait Islander living in Hobsons Bay, which is about 0.5 per cent of the total Hobsons Bay population

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 (2.8 per cent), Italy (2 per cent), Vietnam (1.6 per cent), Malta (1.6 per cent) and Greece (1.4 per cent). Approximately 21 per cent of those born overseas are considered recently arrived

household size has stayed fairly constant since 2006 at 2.53 people per dwelling

Hobsons Bay has a lower proportion of couple families with children (31.7 per cent) when compared to metropolitan Melbourne (33.6 per cent) and a higher proportion of one-parent families (11.1 per cent compared to 10.4 per cent for metropolitan Melbourne)

there are higher proportions of lone person households (24.3 per cent) in Hobsons Bay compared to metropolitan Melbourne (22.3 per cent) and a similar proportion of couples without children (23.5 per cent)

Our Population Projections 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, therefore remaining relatively stable

while the population of Altona Meadows is, and will continue to be, the largest of all the neighbourhoods in Hobsons Bay, its population and that of nearby Seabrook’s are forecast to decrease slightly between 2014 and 2022. There will also be a slight change in demographics in Altona Meadows and Seabrook with an increase in the older population

the areas which are forecast to experience the main population growth are Altona North, Spotswood and South Kingsville with regeneration of neighbourhoods and key strategic redevelopment areas. These neighbourhoods will see an increase in young families

A suite of research summaries which provide an overview of the key health and wellbeing issues affecting the Hobsons Bay population are available at www.hobsonsbay.vic.gov.au

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Governing the CityHobsons Bay City Council comprises a Mayor, Deputy Mayor and five Councillors

As set out in the Local Government Act 1989, the primary objective of Council is to work to achieve the best outcomes for the local community, having regard to the long-term and cumulative effects of decisions.

Key responsibilities of Council include setting the strategic direction of the organisation by developing a Council Plan, approving an annual budget, making decisions on key issues, advocating on behalf of the community, monitoring organisational performance and appointing the Chief Executive Officer (CEO) to be responsible for the day-to-day management of the organisation.

Council TermsThe current Council was elected for a four year term in October 2012. During 2013-14, those elected Councillors who ceased to hold office as a result of resignation included:

- Cr Luba Grigorovitch, Wetlands Ward, resigned from office on 14 February 2014- Cr Tony Briffa, Cherry Lake Ward, resigned from office on 14 March 2014

This saw the election of:- Cr Carl Marsich, Wetlands Ward February 2014- Cr Jason Price, Cherry Lake Ward March 2014

Council will complete its term in October 2016.

Further information about local government elections is available from the Victorian Electoral Commission at www.vec.vic.gov.au.

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http://www.vec.vic.gov.au/

Our Councillors

Cherry Lake Ward

Mayor Councillor Sandra WilsonElected October 2012

Cr Wilson has worked as a consultant in workplace diversity issues including equal opportunity, bullying and flexible work practices, a manager of volunteers and a policy officer on volunteering issues. With her family, she enjoys outdoor adventures such as bush camping, bushwalking, cycling and she is a keen football lover, supporting the Altona Vikings and the Western Bulldogs. 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.

Councillor Jason PriceElected March 2014

Cr Price works as a Network Specialist Technician within Department of Education and Early Childhood Development (DEECD) and is married with two young children. 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 SES Hobsons Bay Unit and is also a member of the Hobsons Bay Residents’ Association. Cr Price has been involved in the local community advocating on local issues such as environment, planning and community services. Cr Price is also a one-eyed Richmond Tigers supporter.

Wetlands Ward

Deputy Mayor Councillor Colleen GatesElected October 2012

A community advocate within Hobsons Bay and across the west for more than 14 years, Cr Gates has particular interest in building community capacity, philanthropy, volunteering and tackling issues associated with equality and social disadvantage. Cr Gates’ focus in representing the interests of the community includes enhancing neighbourhood amenity, raising awareness and access to Council’s services and facilities, and advocating for smarter strategic outcomes to improve health and wellbeing, transport connectivity and local infrastructure. Cr Gates is a member of the Australian Institute of Company Directors, is a member of the board of LeadWest and holds a Bachelor degree in Chemical Engineering.

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Councillor Carl MarsichElected 1996, 1999, 2002, 2004, 2008Re-elected February 2014Mayor 2000-01 and 2005-06

Cr Carl Marsich served on Hobsons Bay City Council from 1996-2008 and served as Mayor in 2000-01 and 2005-06. Cr Marsich is a long term resident of Altona Meadows. Cr Marsich's focus during his time at Council includes strongly advocating for the interests of residents in the 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. He is committed to working in collaboration with fellow Councillors to provide good governance and effective leadership across Hobsons Bay. Cr Marsich works as an Occupational Health and Safety Officer for the Community and Public Sector Union – State Public Services Federation (CPSU – SPSF) Victorian Group representing members in the Victorian State Public Sector. He has a Graduate Diploma in Occupational Hazard Management. Cr Marsich is also a member of the Altona ALP Branch.

Strand Ward

Councillor Angela AltairElected 1999, 2002, 2004, 2008, 2012Mayor: 2012-13, 2002-03 Deputy Mayor: 2007-08, 2008-09

Cr Altair is a journalist and public relations practitioner. Now in her fifth term as a Councillor, she has always pushed for a clean, green, prosperous city where the arts flourish and the environment is enriched and protected. Cr Altair has held portfolios across most areas of local government including Audit and Governance, Arts and Culture and Urban Planning. She is Council's founding Chair of the Sustainable Environment Advisory Group (SEAG) and the newly created Strategic Advisory Group. Externally she represents Hobsons Bay on the Association of Bayside Municipalities. She also represents the six Western Metropolitan Councils as Delegate on the Board of the Municipal Association of Victoria where she is Chair of the Environment Committee. Cr Altair is also on the Ministerial Advisory Panel for the Victorian Adaptation and Sustainability Partnership. She holds degrees in Journalism and Environment and Planning. Cr Altair is founder and president of the Williamstown Literary Festival and Patron of the Williamstown Musical Theatre Company. She is a founding member of the Hobsons Bay Running Club.

Councillor Peter HemphillElected 1999, 2002, 2004, 2008, 2012Mayor 2008-09

A Newport resident, Cr Hemphill is an award-winning journalist with The Weekly Times newspaper. He holds a Bachelor of Agricultural Science with Honours degree and an Australian Institute of Company Directors diploma. He is in his fifth term as a Hobsons Bay City Council elected member and sits on Council's Audit Committee. He

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chairs the committee looking at the redevelopment of the Newport youth, senior citizens, library and community centre and through his young family, keeps a keen interest in a number of sporting clubs at the eastern end of the municipality. Cr Hemphill is passionate about history and local heritage. Privately, he was the inaugural president of the Williamstown Maritime Association (WMS) and now sits on the board of the Seaworks Foundation (SF) in Williamstown. The WMS and SF were set up to preserve a significant maritime site on Williamstown's waterfront for future generations. With others, he has put together a number of exhibitions relating to maritime heritage on the site including last year's Seaworks Maritime Festival.

Councillor Paul MorganElected 2012

First elected in 2012, Cr Morgan is honoured to represent the area in which he was born and grew up. Cr Morgan and his family have resided within Strand Ward for four generations and have strong ties to the community. As a first time Councillor, Cr Morgan is eager 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 Morgan 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 Councillor, Cr Morgan serves on a number of boards and committees in the community. Cr Morgan is a member of the Australian Institute of Company Directors and holds a Bachelor of Business degree in Entrepreneurship from RMIT University.

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Council Strategic Plans and Policies

Includes, but not limited to:Disability Access and Inclusion StrategyWater Action PlanAffordable Housing Policy StatementPublic Art Strategy

Ageing Well Strategy Arts and Culture PlanClimate Change Policy and Adaptation Plan Hobsons Bay Planning Scheme

Corporate Greenhouse Strategy Multicultural PolicyMunicipal Emergency Management PlanPlay Space Strategy

Community Environmental Engagement StrategyAsset Management Plan Rating Strategy Reconciliation Policy Statement

Risk Management Strategy Waste and Litter Management PlanEnvironment and Climate Change

Community Health and Wellbeing Plan 2013-17A vision set in consultation with the community

Overarching Goals and Objectives

Municipal Strategic StatementThe vision, objectives and strategies for managing land use change and development

Annual Budget and Annual Action Plan Key Strategic Activities, indicators and allocation of resources

Council Plan 2013-17A four year organisational plan for working towards a long term vision

Staff development and work plans

Service and Department Business Plans

Council’s RoleAs per the Local Government Act S.3C(1), the primary objective of a council is to endeavor to achieve the best outcomes for the local community, having regard to the long term and cumulative effects of decisions.

As the closest level of government to the community, local government is best placed to know about local and diverse community needs and concerns.

As such, the role of local government is one of leadership and involves a range of functions including:

ensuring resources are managed responsibly and efficiently

planning for and providing services and facilities for the local community

regularly consulting with the community in relation to service provision

building and maintaining assets advocating for important issues on behalf of

the 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 the Municipal Strategic Statement) and ensure the required resources are available via the Annual Budget.

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Our Vision, Mission, Values and GoalsVision for Hobsons BayBringing together the aspirations of residents, Councillors, and stakeholders, for what Hobsons Bay should be like now and into the future:

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.

A place that people are proud to call home.

The 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.

The Council’s Principles

Councillors and staff will strive to underpin all work with the following principles:

uphold human rights and social justice provide equitable access to services, infrastructure and economic opportunities enhance the environmental sustainability of the city provide accountable, transparent, well-informed governance for the benefit of the community inform, listen to and engage with communities be an organisation that is innovative, proactive, financially sound and strives to improve work in partnership with service providers and other levels of government to advocate for, and

meet, community needs

The Council’s Values

Honesty, Trust, Integrity, Collaboration, Respect and Accountability

The Council’s Goals

The Council Plan 2013-17 includes four goals that will guide Council’s work towards its vision and mission.

GOAL 1: An Inclusive, Resilient and Healthy CommunityGOAL 2: A Well Planned, Vibrant and Sustainable PlaceGOAL 3: Quality Community Infrastructure and Public Open SpacesGOAL 4: An Innovative, Proactive and Leading Organisation

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Our Performance

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The Council Plan and PerformanceThe Council Plan 2013-17 articulates our strategic direction. It is prepared in accordance with legislative requirements set out in the Local Government Act 1989 and is based on a planning framework that aligns the community’s vision, as set out in the Community Health and Wellbeing Plan 2013-17, and to our strategies, actions and financial resources.

The Council Plan 2013-17The following section details Council’s performance outcomes during the 2013-14 financial year against the Council Plan Annual Action Plan.

The Council Plan details:

four key goals, which describe how Council will serve the community to deliver on the community’s vision for Hobsons Bay, as stipulated in the Community Health and Wellbeing Plan 2013-17

the objectives Council will pursue to achieve the goals set out for a four year period

the strategies and plans we have in place to support delivery of the goals

key strategic activities to be undertaken in the coming year to implement the goals and objectives of the plan

how we will monitor our progress against a set of indicators, targets and measures

the financial and non-financial resources that will underpin delivery of the Council Plan

Key Strategic Activities (KSAs) - will play a leading role in delivering the Council Plan in 2013-14. They are projects that are undertaken over and above normal service delivery and intended to attain important outcomes for Council and the community.

The KSAs are also highlighted within Council’s Annual Budget 2013-14, where they are

required to be listed in accordance with requirements of the Local Government Act 1989. The progress of these activities is also independently audited.

Actions - The Council Plan 2013-17 is supported by Annual Action Plans. These plans list a range of actions that the various Council departments commit to undertaking during the financial year.

When reading the following performance sections, the below key will be applied to show the extent to which the actions have been completed.

Completed Not Started Progressing

No Longer Relevant Deferred

IndicatorsProgress against the Council Plan is measured using indicators. This financial year it includes:

Council Plan Strategic Indicators – Developed as part of the Council Plan and aim to monitor achievement of organisational strategic objectives. Each has a target measure.

Best Value Indicators – A set of indicators which aim to measure continuous improvement including, quality and cost standards, responsiveness to community need and accessibility of services to those who need them. Each has a target measure.

Community Satisfaction Indicators – Stem from the Annual Community Survey which

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provides Council with a wide range of information relating to the community’s satisfaction with Council’s major services and facilities, and 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.

Satisfaction results are categorised as follows:

Category ScoresVery Poor less than 55Poor less than 60Solid 60 to less than 65Good 65 to less than 72Very Good 72 to less than 77Excellent 77 and above

In 2013-14 Council changed the format of its Community Satisfaction Survey. As a result, in order to be able to make comparisons back to the 2012-13 survey results, the scale used in the 2013-14 survey was adjusted from a 1 to 10 ranking to a percentage rating.

Measuring PerformanceWhen reading the following performance sections, the below key will be applied to show the extent to which the indicators have been met.

Target met Target not met

Target exceeded

For more information on why these goal areas are a priority for Hobsons Bay, please refer to the Community Health and Wellbeing Plan 2013-17. Available at www.hobsonsbay.vic.gov.au

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GOAL 1:

An Inclusive, Resilient and Healthy CommunityEngaging 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 health-related 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 immunisation, 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 and events, 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

Council will:


1.2 Foster community wellbeing, capacity and a sense of belonging





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Performance and Achievements against Our Council Plan CommitmentsThe following indicators were identified as a means to measure the performance of each of the strategic objectives.

Out of a total of 17 Council Plan Strategic Indicators for this goal area, 71 per cent were met. There were 30 Best Value Indicators for this goal area, 30 per cent of which were met and 37 per cent of which were exceeded, with 47 per cent of the Best Value Indicators improved.


Council Plan Strategic Indicator Result≥95% babies born are enrolled at the Maternal and Child Health service 100%≥85% of children in their first year are participating in the Maternal and Child Health Service 92%≤ 9 weeks waiting list for the youth counselling service 4-6 weeks≥95% of urgent referrals into the Community Care service are responded to within five working days 95% within five working days

Community Satisfaction Indicator ResultCommunity ServicesServices for children from birth to 5 years of age 78 ExcellentServices for seniors 75 Very GoodServices for young people 75 Very GoodServices for people with a disability 78 Excellent

Best Value Indicator Result 2012-13

Result 2013-14 Change

Community Care≥ 90% of clients surveyed rate In Home Support services 'satisfactory' or better 86% N/A

Survey to be conducted in 2014-15

−

≥ 90% of clients surveyed rate the Delivered Meals services as 'satisfactory' or better 92% 92% −≥ 90% of clients surveyed rate the Planned Activity Group service as 'satisfactory' or better 95% 100% ↑≥ 90% of clients surveyed rate the Seniors Transport service as 'satisfactory' or better 90% N/A

Survey to be conducted in 2014-15

−

≥ 85% of urgent referrals into the community care service are contacted within two working days for assessment and review

85% 100% ↑

Non urgent referrals into the community care service are contacted within 10 days for assessment and review 12 8 ↓Family Youth and Children’s ServicesAchieve 95% of Occasional Child Care Program places utilised by the community 91.5% 81% ↓

≥ 95% of clients satisfied with the Family Day Care service 100% 98% ↓52



≥ 125 effective full time places in Family Day Care 145 places 170 places ↑≥ 86 babies receive services through the Enhanced Maternal and Child Health service 88 babies 101 babies ↑≥ 95% of babies under one month old are enrolled at the Maternal and Child Health service from the birth notification

96.5% 100% ↑

≥ 95 children receive services through the Pre-School Field Officer program 143 children 134 children ↑≥ 70% of Youth Services programs are targeted towards identified disadvantage groups 84% 85% ↑

1.2 Foster community wellbeing, capacity and sense of belonging

Council Plan Strategic Indicator Result≥ 80% of annual actions achieved in the Social Policies Action Plans 89% completed or progressing≥ 5% increase in the number of eligible applications to Council’s Community Grants program 23%Each ward represented in the diversity and location of events and cultural programs delivered Events and cultural programs have

taken place around the city in all wards

Community Satisfaction Indicator ResultCommunity and cultural activities 75 Very Good



Community Development≥ 200 local residents and volunteers trained through the community training program 210 265 ↑ ≥ 5% increase in the number of local residents and volunteers trained through the community training program 75% 26% ↑


Council Plan Indicator Result≥ 90% childhood immunisation rates achieved for each cohort 1 year – 91.85%

2 year – 94.46%4 year – 95.08%

100% of registered food premises receiving at least one onsite compliance assessment per registration period 95% Most recent audit of the Municipal Emergency Management Plan achieves a ‘Complies more than adequately with best practice guidelines’ rating

100% rating received

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Health and Regulatory ServicesSubmit no less that the number of food samples required by the state government Statutory

targets metStatutory

targets met−

All eligible school crossings supervised 100% 99% ↓≥ 80% of public health service management requests attended to within business rule timeframes 79% 88% ↑≥ 80% of local laws service management requests attended to within business rule timeframes 90% 92.5% ↑


Council Plan Strategic Indicator ResultIncreased use of public open space Total decrease of 21%

(from 89% in 2010 to 68% in 2013)≥ 80% of annual actions achieved in the Arts and Culture Plan 42/49 actions

85% actions completedMaintain or improve participation in events, arts and cultural programs Participation maintained

Community Satisfaction Indicator ResultRecreational FacilitiesSports ovals and other local sporting facilities 77 Very GoodBike paths 76 Very GoodRecreation and/or Aquatic Centre 74 Very Good



Arts Events Tourism≥ 1 cultural activity provided per Council cultural venue Two or more

events hosted per Council

venue

Two or more events hosted

per Council venue

−

Recreation≥ 80% of service management requests attended to within business rule timeframes 57% 77% ↑

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Council Plan Strategic Indicator Result≥ 80% of annual actions achieved in the Multicultural Policy 71% either completed or progressingMaintain the number of library members who are active users 1.3% increase ≥ 750 people trained by the Libraries in technology and media applications 699 people trained

Community Satisfaction Indicator ResultLibraries 86 Excellent



Libraries100% of purchased reserved items are placed on library shelf within 14 days 100% 100% −100% of purchased non-reserved items are placed on library shelf within 28 days 100% 100% −70% of the library collection is five years or younger (excluding local history items) 68% 63.5% ↓≥ 80% of ebooks loaned 90% 57.8% ↓≥ 5% increase in internet usage hours within the libraries (including Wi-Fi) 1.30% 27% ↑≥5% increase in attendance at Lifelong Learning programs (including training) delivered to the community by the library

-3% -6% ↓


Council Plan Strategic Indicator Result 2013-14Effectiveness of the Community Health and Wellbeing Plan Partnership model, as assessed by members The first meeting was held in May. The

partnership will be monitored and reviewed after its first term.

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Key Strategic Activities (KSAs)

Out of a total of eight KSAs for this goal area, Council completed five (62 per cent). In doing so it achieved:

an increased number of playgroups across the municipality the opening of a new early years facility, Newport Gardens Early Years, which includes 82 long day care places a review of two Council policies; the Volunteer Policy and the Electronic Gaming Machine Policy Statement the establishment of a strategic partnership model with key stakeholders to monitor the implementation of Council's Community Health and

Wellbeing Plan 2013-17More detail in relation to the KSAs can be found within the Financial Section of this Annual Report.

Annual Actions

Out of a total of 17 annual actions for this goal area, Council completed nine (53 per cent). In doing so it achieved:

full compliance in audits relating to its Community Care services an understanding of the potential implications of the Aged Care Reform agenda on Council's service provision implementation of social media and smart phone technology as a tool for capturing community issues and concerns delivery of tailored customer service mobile programs providing Council related information to diverse communities delivery of various health and wellbeing initiatives including Baby Makes 3, a social media campaign against gender based violence, and Spring

into Life a simplified registration process to make food safety compliance easier to navigate the adoption of a new Domestic Animal Management Plan increased experience with the Municipal Emergency Coordination Centre (MECC) by participating in two regional exercises with key stakeholders delivery of a range of free workshops and programs for people of all ages including Crashendo, Airtime, Capacity, Woods Street Arts Space, and

Mobile Radio sponsorship of a range of cultural events and festivals including the Newport Folk Festival, Eid al Fitr Festival, Seaworks Maritime Festival, Dog

Day in Dog Town, Around the Bay in a Day at Altona, Laverton Festival, Maori Youth Horizons Festival and a Diwali cultural event in Laverton

The remaining actions are progressing (7, 41 per cent) and deferred (1, 6 per cent) as shown in the table below.

Annual Action Responsible Result

Deliver four specific mobile programs providing Council-related information to diverse communities Customer Service and Councillor Support Completed

Implement social media and smart phone technology to raise community awareness of key issues Customer Service and Councillor Support Completed

Align structures, systems and processes to ensure high level compliance with Community Care Standards Community Care CompletedImplement Phase 1 of Consumer Directed Care (CDC) projects for Council's Packaged Care Programs Community Care Progressing

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Annual Action Responsible ResultDevelop a discussion paper detailing the implications of the Aged Care Reform agenda Community Care Completed

Conduct a Local Laws Policy Review Governance and Local Laws Progressing

Develop the Children and Young People's Plan 2013-17 Strategy and Advocacy ProgressingImplement four health promotion initiatives addressing key community issues Learning Communities CompletedImplement the Reconciliation Policy Statement and Action Plan Learning Communities Progressing

Prepare a discussion paper which outlines the barriers to food safety compliance Planning, Building and Health Completed

Implement the suite of opt-in services in the event of a heat health alert Planning, Building and Health Progressing

Prepare a discussion paper outlining Council's role in public environmental health issues Planning, Building and Health Deferred

Adopt the Domestic Animal Management Plan and implement first year actions Governance and Local Laws Completed

Exercise operation of Municipal Emergency Coordination Centre (MECC) City Maintenance and Cleansing Completed

Develop the Sport and Recreation Strategic Plan Recreation and Community Facilities Progressing

Produce and support an annual calendar of accessible cultural programs, events and workshops Cultural and Economic Development Completed

Review Lifelong Learning Strategy Learning Communities Progressing

Other achievements included:

improvements to JK, Fearon, Fells, HD Graham, Bruce Combden and Kim reserves completion of the Fearon, D McLean, Lohse Street reserve master plans to guide the future development of these reserves design and redevelopment of Laverton Park upgrades to McCormack Park, Laverton and Edwards Reserve, South Kingsville improvements to G. Den Dulk reserve including installation of fence to improve safety improvements to Altona Tennis Club, resulting in 11 courts having floodlights improvements to the Williamstown Swimming and Lifesaving club

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GOAL 2:

A Well Planned, Vibrant and Sustainable PlaceFostering 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 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 would like Council to continue to protect these community and environmentally significant areas for future generations to enjoy.

This includes ensuring the impacts of climate change are considered. Climate change presents many challenges for Hobsons Bay including higher average temperatures, reduced rainfall, extreme weather events and sea level rise.

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 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 ObjectivesCouncil will:




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


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Performance and Achievements against Our Council Plan CommitmentsThe following indicators were identified as a means to measure the performance of each of these goal area’s objectives.

Out of a total of 12 Council Plan Strategic Indicators for this goal area, 58 per cent were met. There were six Best Value Indicators for this goal area, 83 per cent of which were met, with 33 per cent of Best Value Indicators improved.


Council Plan Strategic Indicator Result≥ 2 Council buildings and facilities audited against the Australian Standard for access and mobility Six buildings audited

Community Satisfaction Indicator ResultTraffic management 63 SolidParking facilities 62 Solid


Council Plan Strategic Indicator ResultImplementation of the Vibrant Villages program Vernon Street, South Kingsville detailed

design completed with works to commence in September 2014 with

completion by December 2014.

Community Satisfaction Indicator ResultTown Planning Policy and Planning and Building PermitsDesign of public spaces 69 GoodProtection of local heritage 67 GoodRetain the community feel of neighbourhoods 65 GoodAppearance and quality of new developments in your area 65 GoodEffectiveness of communication during the planning process 61 SolidScale and density of buildings, overshadowing, overlooking and setback distances 61 SolidOpportunities to participate 58 Poor

Best Value Indicator Result 2012-13 Result 2013-14 Change

Urban Planning and Development≥ 90% of building permit details recorded on Council's computer system within five days of receipt 100% 100% −

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Best Value Indicator Result 2012-13 Result 2013-14 Change

≥ 90% of building complaints responded to within 10 days of receiving written notification 100% 100% −≥ 90% of dispensation applications where assessment commences within seven days of receipt 100% 100% −≤ 5 appeals against failure to determine a planning permit application within the prescribed time Four appeals One appeal ↓≥ 90% of requests for further information to be sent out within 28 days of receipt of planning permit application 95% 99% ↑


Council Plan Strategic Indicator ResultVisitation at the Hobsons Bay Visitor Information Centre ≥ 50,000 people 47,521 people≥ 5% to membership of trader groups funded by Council 17%Participation in business events and programs supported by Council ≥ 70% capacity filled per event 70%Implementation of tourism events and marketing campaigns across ≥ 4 precincts Seven precincts

Community Satisfaction Indicator ResultBusiness and community development and tourismCouncil activities promoting local businesses 63 SolidCouncil activities promoting local tourism 63 Solid

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

Council Plan Strategic Indicator Result≥ 80% of the Gateways program implemented Program under review

Community Satisfaction Indicator ResultAppearance, maintenance and cleaning of public areas 69 Good


Council Plan Strategic Indicator Result

Council greenhouse gas emissions 4,992.14 tonnes CO2-e (carbon dioxide equivalent)*

Council mains water consumption 309.2 ML (megalitres)*Strategy currently being reviewed

≥ 45% of recycling and green waste as a percentage of total municipal kerbside waste 48%

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Climate change risks and responses incorporated into the Risk Register 80% of climate change risks have been incorporated into the Risk Register

* 2012-13 figures. Greenhouse gas emissions and water consumption are reported 12 months in arrears. Council’s annual Environmental Sustainability Report 2013-14 will be released in September 2014 once all data is made available by retail companies and verified in Council’s Environmental Reporting System.

Community Satisfaction Indicator ResultEnvironmental sustainabilityRegular recycling 85 ExcellentGreen waste service 84 ExcellentCommunity programs, events or activities to encourage environmental sustainability 72 Very Good


Council Plan Strategic Indicator ResultIntegrated planning and community consultation initiatives Community consultation was

completed for the development of the Gender Equity policy statement,

Children and Young People’s Plan, a number of Planning Scheme

Amendments, Plans for Open Space and the Integrated Water Management

Plan.


Out of a total of five KSAs for this goal area, Council completed two (40 per cent). In doing so it achieved:

promotion of what the municipality has to offer through the implementation of the Discover Your Own Backyard campaign which included a segment on Channel 9's 'Postcards' program

a better understanding of Council's role in relation to managing biodiversity through the development of a discussion paper which addresses the legislative requirements that apply to Council in this space while identifying the future opportunities and challenges facing Council

More detail in relation to the KSAs can be found within the Financial Section of this Annual Report.

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Annual Actions

Out of a total of 25 annual actions for this goal area, Council completed 11 (44 per cent). In doing so it achieved:

installation of 750 metres of footpath in Altona Meadows and Laverton, as well as 400 metres of new footpath on Point Cook Road installation of 75 new pram crossings completion of accessibility audits and identification of improvement works required for four Council-owned buildings the establishment of a new advisory committee called the Strategic Advisory Group (SAG) to allow community input into key strategic land use

planning matters improvements to the Visitor Information Centre through the introduction of iPad technology to assist volunteers to provide information to residents

and tourists completion of the Fearon Reserve master plan and the D McLean Reserve master plan improvements to the Greenlight Asset Permit Management System improvements to the running and management of Council's Information Technology Assets resulting in significant savings in costs and power

consumption increased usage of recycled and recyclable materials in all road works the delivery of a number of sustainability projects including My Smart Garden workshops, Karen Community Healthy and Sustainable Living,

Ambassadors for Sustainability program and the first Hobsons Bay Sustainability Expo, all aimed at increasing the community's knowledge of sustainability issues and practices

The remaining actions are progressing (13, 52 per cent) and deferred (1, 4 per cent) as shown in the table below.


Install new footpaths in Altona Meadows, Laverton, Seabrook and Altona Capital Works and Assets Completed

Implement Pram Crossing Installation Program Capital Works and Assets Completed

Prepare a discussion paper on foreshore accessibility Strategy and Advocacy Progressing

Develop an Access to Places and Spaces Map for key activity areas, including an app for mobile devices Strategy and Advocacy Progressing

Conduct access audits of at least four Council facilities City Maintenance and Cleansing Completed

Develop a draft Neighbourhood Character Study for public consultation Strategy and Advocacy Progressing

Review the form and function of the Urban Planning and Development Advisory Group (UPDAG) Strategy and Advocacy Completed

Develop an Urban Design Strategic Framework Recreation and Progressing

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Annual Action Responsible ResultCommunity Facilities

Commence development of Economic Development Strategy Cultural and Economic

Development

Progressing

Review the Tourism Strategy Cultural and Economic

Development

Progressing

Investigate technological opportunities for the Visitor Information Centre Cultural and Economic

Development

Completed

Develop a precinct-based model for the delivery of all cultural, business and heritage programs Cultural and Economic

Development

Progressing

Develop master plans for Fearon Reserve, McLean Reserve and Bladin Street Reserve Recreation and Community Facilities Completed

Implement Greenlight Improvement Program Planning, Building and Health Completed

Review the form and function of the Special Planning Committee to improve its decision making process and framework

Planning, Building and Health Progressing

Develop a Street Tree Planting Strategy for the entire municipality Parks ProgressingDevelop a Management Plan for Truganina Park Parks ProgressingImplement Phase 2 of the Server Virtualisation Project Information Services CompletedImplement PC power management solution Information Services Completed

Increase usage of recycled and recyclable materials in all road works Capital Works and Assets Completed

Implement sustainability projects within the community to increase awareness of sustainability practices Strategy and Advocacy Completed

Develop an Integrated Water Management Plan Strategy and Advocacy Progressing

Develop a community waste avoidance, reduction and recycling program Strategy and Advocacy Deferred

Implement mobile electronic client file system Community Care Progressing

Develop a draft Housing Strategy for community consultation Strategy and Advocacy Progressing


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hosting the Bupa Around the Bay bike ride and the Melbourne International Tall Ship Festival delivery of a stormwater harvesting project at Laverton park which involves collecting stormwater from drainage systems, filtering it and using it to

irrigate local sportsgrounds consultation on the future of Williamstown Ladies Bowls Club at Dennis Reserve consultation on improvements works to the South Kingsville shopping strip consultation on placement of new play space at AB Shaw reserve consultation with traders regarding works along Pier Street, Altona

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GOAL 3:

Quality Community Infrastructure and Public Open SpacesDelivering a high standard of well-maintained community infrastructure including roads, Council-owned buildings, pedestrian and cycle ways, and public open spaces that are accessible and meet the needs of local communities.

Hobsons Bay’s 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 city 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.




3.3 Invest in and maintain Council-owned buildings to ensure they respond to community needs


3.5 Increase the use of integrated transport across the municipality

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In 2013-14, out of a total of 19 Council Plan Strategic Indicators for this goal area, 58 per cent were met. There were seven Best Value Indicators for this goal area, 29 per cent of which were met, with 57 per cent of best value indicators improved.



Implementation of foreshore protection and maintenance projects

Dredging of the Altona Safe Harbour (including disposal of spoil that increased

sand beach at the Altona Dog Beach).Protection of the eroded

foreshore/shared trail using geo fabric bags at Queen Street/Esplanade

Seaholme.Cyril Curtain foreshore revetment

established

Implementation of master plans for open space and natural areas

Sports ground master plans and 19 reserve master plans have been

endorsed and a program of works has been included in the 10 year capital

works program≥ 10,000 indigenous plants planted in conservation reserves 13,761≥ 1,200 hours of participation in tree planting and conservation activities 1,622

Community Satisfaction Indicator ResultSatisfaction with public open spaceProvision and maintenance of parks, gardens and open spaces 75 Very GoodProvision and enhancement of the foreshore 75 Very Good



Parks≥ 80% of service management requests attended to within business rule timeframes 87% 91% ↑≥ 80% of completion of customer service requests regarding street trees in accordance with contract specification 90% 89% ↓

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>80% graffiti removal requests actioned within timeframes 90% actions within timeframes

Net gain in the number of street trees

1,286 street trees planted 379 street trees removed

net gain of 907 street trees throughout the municipality.

≥ 300 dead, dying or dangerous street and park trees removed

379 street trees and 107 park trees removed

Total 486 street and park trees removed

Community Satisfaction Indicator ResultWaste ManagementWaste Management – weekly garbage collection 87 ExcellentHard rubbish collection 80 ExcellentGraffiti removal 66 GoodEnforcement of Local LawsEnforcement of local laws 69 GoodControl and regulation of pets and domestic animals 70 Good



City Maintenance and Cleansing≥ 95% compliance with requests for building and facilities maintenance 99% 72% ↓≥ 99% of requests to fix potholes responded to within three working days 85% 89% ↑≥ 99% of footpath maintenance requests responded to within three working days 85% 90% ↑≥ 97% of complaints or requests for municipal cleansing resolved within five working days 92% 93% ↑≥ 80% of waste service management requests attended to within business rule timeframes 95% 95% −

3.3 Invest in and maintain Council-owned buildings to ensure they respond to community needs68

Council Plan Indicator Result>80% building maintenance requests actioned within timeframes 72%90% to 110% comparison of the rate of spending on renewal of existing assets with depreciation (Renewal gap) 96%*≤ 5% Capital works budget carried forward at year end, as adjusted by resolution of Council 10.58%

* 2012-13 figures


Result 2013-14

Capital Works and AssetsCarry forward at year end ≤ 5% of the annual capital works budget as adjusted by resolution of Council 5% 10.58%


Council Plan Strategic Indicator ResultComparison of the rate of spending on renewal of existing assets with depreciation (Renewal gap) - roads, drains, footpaths - 90% to 110%

96%

≤ 5% Capital works budget carried forward at year end, as adjusted by resolution of Council (roads, drains, footpaths) 0%Most recent audit score for compliance with the Road Management Plan N/A New measures being developed5% of road network resurfaced 1.2%99% of footpath maintenance requests responded to on time 90%99% of requests to fix potholes responded to on time 89%

Community Satisfaction Indicator ResultLocal Streets and FootpathsFootpath maintenance and repairs 60 SolidRoad maintenance and repairs 63 SolidProvision and maintenance of street trees 64 SolidDrains and maintenance repairs 66 Good

3.5 Increase the use of integrated transport across the municipality.

Council Plan Strategic Indicator ResultLength of shared trails created or renewed 245 meters - Maddox Road

300 meters - Central Avenue to Seabrook Boulevard

63 meters - under Merton Street bridge830 meters Eucalypt Avenue to Victoria

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Council Plan Strategic Indicator ResultStreet

Total of 1438 meters of shared trail

Implementation of the Bicycle PlanProgressing. Draft Hobsons Bay City

Bicycle Plan to be presented to Council by December 2014

Implementation of the Western Region Metropolitan Regional Trails Strategy Progressing. Consultant appointed. Draft Plan due June 2015


Out of a total of five KSAs for this goal area, Council completed two (40 per cent). In doing so it achieved:

the opening of a new early years facility, Newport Gardens, including childcare places, and Maternal and Child Health services a greater understanding of the implications for Council in relation to the issue of Integrated Transport, and a clear way forward for undertaking

further work in this space


Key Capital Works Projects

Major ProjectsNewport Gardens Early Years Centre $2.3 millionWilliamstown Town Hall Restoration $955,000Newport Youth/Library/Senior Centre $420,000

Environmental InitiativesGreenhouse Action Plan $300,000Stormwater Harvesting $3.5 Million

Sporting FacilitiesAltona Sports Precinct $820,000Sporting Ground Floodlighting $125,000Tennis Facilities Upgrade $150,000

Roads, Footpaths and DrainageFootpath upgrades and renewals $400,000Road Resurfacing Program $1.2 millionRoad Rehabilitation Program $1.7 millionDrainage Upgrades $225,000Traffic Management $177,000

Urban Design and City ImageUrban design and city image projects $146,000

Buildings Building renewals and upgrades $1.7 millionPublic toilet upgrades $550,000

Parks and Open SpaceShared Trail development $460,000Car park upgrades $660,000Sports ground upgrades $400,000Reserve upgrades $300,000Tree management and planting $290,000

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Annual Actions


the implementation of the Road Safety Strategy, including monitoring of speeds on three 60 km/h roads (Mason Street, Bladin Street and Victoria Street), the delivery of a Senior Drivers Expo which received excellent reviews from participants, approval of new children's crossings at Freyer Street, Williamstown North and Millers Road, Seaholme and the implementation of the Safety Around Schools program which includes review of pedestrian facilities, change of speed zones

The remaining actions are progressing as shown in the table below.


Review the public place recycling program /policy Strategy and Advocacy Progressing

Develop a Property Management Strategic Plan to guide the management of Council's property portfolio Recreation and Community Facilities Progressing

Complete implementation of the Road Safety Strategy 2011-13 and develop the Road Safety Strategy 2014-17

Capital Works and Assets Completed

Prepare a discussion paper on the health impact of industry on Brooklyn Planning, Building and Health Progressing

Develop the Community Services and Infrastructure Plan (CSIP) including arts and cultural venues and recreational facilities

Recreation and Community Facilities Progressing

Undertake Design Development for Newport Youth Library and Seniors Facility (Newport Hub) Recreation and Community Facilities Progressing

Commence the development of a governance model for the Newport Youth Library and Seniors Facility (Newport Hub)

Family Youth and Children's Services Progressing

Develop and deliver the Capital Works Program, including recreation facilities Capital Works and Assets Progressing

Commission drainage investigations to identify flooding issues in Williamstown Capital Works and Assets Progressing

Develop Asset Management Plans for the major asset classes to guide the planning of programmed works over the medium to long term

Capital Works and Assets Progressing


improvements to Apex Park and Doug Grant Reserve

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adoption of the Altona and Seaholme Foreshore Community Vision which will guide the future use and development of the foreshore and will support works including improving foreshore access, continual upgrade of Apex Park, further beach renourishment, enhancement of Altona Boat Ramp and public lighting

building of new environmentally sustainable public amenities at the Esplanade, Williamstown Beach detailed design of the Newport, Youth, Library and Seniors centre. Once complete this facility will provide space for critically needed youth

services, such as mental health, training and development. It will also provide a new, integrated library and community spaces that will cater to the needs of all age groups

civil works, including installation of a reserve irrigation system to the Cyril Curtain wetlands installation of new underground drains and replacement kerbs in Bruce Street, Newport completion of the missing link of the Laverton Creek Shared Trail between Victoria Street and Eucalypt Street resulting in the popular bike path

being continuous from Queen Street to Merton Street constructing a bluestone kerb and channel, asphalt footpath and underground drainage at Giffard Street and Roger Lane Williamstown improvements to parking zoning at Laverton Railway Station to ease commuter parking issues for local residents improvements to Pier Street, Altona

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GOAL 4: An Innovative, Proactive and Leading OrganisationProviding 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.

Council exists to serve the needs of its community, so understanding community needs is vital to effectively planning for and responding to our community.

Despite its many functions and responsibilities, Council is not always legislatively able to do everything. However, a commitment to integrated Council planning will help ensure strong working collaborations and partnerships are developed not only with key organisations, business and community groups but also internally between Council business areas.

All this is underpinned by a highly skilled workforce and as such 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.






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In 2013-14, out of a total of 11 Council Plan Strategic Indicators for this goal area, 82 per cent were met. There were 34 Best Value Indicators for this goal area, 53 per cent of which were met and 29 per cent which were exceeded, with 24 per cent of Best Value Indicators improved.



Financial reporting completed with unqualified audit opinion Financial reporting completed with unqualified audit opinion

100% Working capital ratio 96%*

>80% Council policies overdue for review30% due to organisational restructure all policies are under review. A list has been developed and a timeline agreed

*The ratio has dropped to 96 per cent as at 30 June 2014 due to the MAV short term borrowings forming part of current liabilities. After the ratio is adjusted to remove the MAV short term borrowings from current liabilities, the ratio is 128 per cent.

Community Satisfaction Indicator ResultCouncil’s overall direction – Council’s overall performance 66 Good



Finance≤ 4% outstanding rates (less hardship) as a percentage of the rates income 4.8% 4.4% ↓≥ 100% Working Capital Ratio 122% 96% ↓≥ $2 million value of green purchases made by the organisation $4,059,754 $2,001,228 ↓Certification of financial statements by Auditor General Certified with

an unqualified audit opinion

Certified with an unqualified

audit opinion

−

Governance100% of scheduled safety walks conducted 100% 100% −100% of Freedom of Information requests responded to within statutory timeframes 100% 100% −100% of register of interest returns completed and returned to Governance within the legislated timeline 100% 100% −≥ 1 annual reviews undertaken of the Delegation to staff members 1 1 −100% of Council meeting agendas posted on Council's website by 6pm on the Friday before a Council meeting 100% 100% −≥ 80% of Council policies are current (not scheduled for review) 71% 71% −Timely production and publication of Council's Annual Report Deadlines Met Deadlines Met −

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A Bronze Award or higher achieved for annual reporting in the Australasian Reporting Awards Silver N/A Council decided not to enter awards

Quarterly performance reports presented to Council regarding the annual Operations Plan Quarterly reports

presented

Quarterly reports

presented

−



>3 Initiatives conducted to attract and advocate for youth mental health services

Four initiatives conducted including, appointment of locum youth counsellor, partnership development, advocacy and

design of new council buildings to include mental health service outreach where

possible≥ 5 Number of Council advisory groups Seven

Community Satisfaction Indicator ResultLobbying on behalf of the community (Advocacy) - representation, lobbying and advocacy 62 Solid


Council Plan Strategic Indicator Result>75% calls to Council's main telephone number resolved at the first point of contact 77%>80% calls to Council's main telephone number answered in 30 seconds or less 80%≥ 80% of service management requests are attended to within the timeframes set by the business rules 93%

Community Satisfaction Indicator ResultKeeping/Informing the community 67 GoodConsultation and engagement – providing opportunities for voice to be heard 67 GoodCustomer service 77 Excellent

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Customer Service≥ 75% of calls to Council's 9932 1000 number resolved at first point of contact 83% 77% ↓≥ 80% of service management requests are attended to within the timeframes set by the business rules 88% 93% ↑≤ 30 second wait period for a call to be answered 24 seconds 26 seconds ↑≥ Four mobile customer service programs conducted Nine Seven ↓Communications≥ 50 advertorials produced to communicate Council information to the community 50 100 ↑≥ 40 communication plans developed to support communication of Council activities 40 100 ↑≥ 10% or greater growth in Twitter followers 78% 100% ↑≥ 10% or greater growth in Facebook followers 100% 100% −Introduce four or more methods by which the community can request services and communicate with the organisation through social media and mobile devices

Four achieved(Twitter, Facebook, website, snap send

solve)

Four achieved(lost pets, facebook

page, Linkedin business networking

group, Bang the table)

−


Council Plan Strategic Indicator ResultAon Hewitt Best Employer survey score - Overall engagement Decision made to not conduct Employer

Survey in 2013/14Aon Hewitt Best Employer survey score - Learning and developmentStaff turnover ≤ 11% 7.41%Time lost due to work-related injuries ≤ 380hrs 192.3 days

Best Value Indicator Result 2012-13 Result 2013-14 ChangeHuman Resources≥ 75% of employees who had annual reviews conducted in the previous year 77% 71% ↓≥ 40 course topics offered in the Corporate Training Program 71 72 ↑≥ 800 employee attendance at training offered in the Corporate Training Program 1250 1836 ↑≤ 150 injuries in the workplace 119 126 ↑≤ 100 days lost due to work related injuries 192 days 192 days −Information Services≥ 75% of normal priority incidents resolved within 16 hours (two business days) 93% 92% ↓≥ 75% of high priority incidents resolved within 8 hours 89% 77% ↓Network server downtime ≤ 5% during normal business hours 0.80% 0.40% ↓Achieve an internal customers user survey satisfaction rating ≥ 80% 97% 95% ↓

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Best Value Indicator Result 2012-13 Result 2013-14 ChangeNo written privacy complaints received Two privacy

inquiries received

11 privacy inquiries received

↑

≥ 99% of requested files retrieved from secondary storage within 48 hours 99% 99% −≥ 85% of daily correspondence processed and uploaded into the Electronic Documentation Management System on day of receipt

99% 99% −


Out of a total of three KSAs for this goal area, Council completed two (66 per cent). In doing so it achieved:

the rollout of reporting software to allow for more efficient reporting and centralised monitoring, tracking and reporting on the progress of Council's key actions

the development of an Advocacy Strategy which identifies key issues affecting the municipality, and demonstrates Council's commitment to work with key stakeholders to lobby and advocate on behalf of the municipality


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Annual Actions


effective communication of the Finance and Rating Strategy, and other financial and budgetary considerations to Council and the Corporate Management Team

the development of a Gender Equity Policy Statement to guide and support Council in addressing gender equity and to articulate Council's belief in a just, inclusive and fair society for women, men and gender diverse people

adoption of the Councillor Code of Conduct, following the last general election the delivery of a range of events and programs targeted at children and young people including, the Monkey Baa children's theatre group, dance

and choral events, Pixel8, Colourfest cultural event, Movies By the Bay, sponsorship of Australia Day in Altona and Waitangi Day Maori events, Art in Public Places and the workshops for young people at the Woods Street Arts Space, among others

a partnership with Victoria University which has resulted in the delivery of courses at the Altona Meadows Library and Learning Centre the rollout of a marketing and communications program to better promote Council's waste and litter services to the community including the hard

waste collection service, e-waste, Detox your home events and Clean Up Australia Day the rollout of a marketing and communications strategy to better promote environmental issues to the community the continued rollout of the Hobsons Bay Language Line, a dedicated telephone line which can provide residents with low English proficiency with

information in their own language or interpreter assistance

The remaining actions are progressing (10, 48 per cent) and no longer relevant (1, 4 per cent) as shown in the table below.


Prepare a discussion paper on a Governance Strategy for CMT endorsement Governance and Local Laws No Longer Relevant

Review Council's Finance Strategy Finance CompletedReview Council's Rating Strategy and the effects of the property revaluations occurring in January 2014 Finance CompletedImplement department level financial reporting to the Corporate Management Team Finance CompletedUpgrade network infrastructure for improved Information Communications and Technology (ICT) operations and internet services Information Services Progressing

Prepare a discussion paper on BPEM relating to landfill gas issues and Council's role Strategy and Advocacy Progressing

Prepare a discussion paper outlining Council's role in mental health Strategy and Advocacy Progressing

Develop universal design guidelines Strategy and Advocacy Progressing

Develop a Gender Equity Policy Statement Strategy and Advocacy Completed

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Adopt Councillor Code of Conduct Governance and Local Laws Completed

Produce events to encourage participation of children and young peopleCultural and Economic

DevelopmentCompleted

Partner with Victoria University to develop a community integrated learning centre at Altona Meadows Library Learning Communities Completed

Develop and deliver a new Customer Service Strategy Customer Service and Councillor Support Progressing

Develop a marketing and communications program for waste and litter services, programs and policy initiatives

Strategy and Advocacy Completed

Develop an Environmental Marketing and Communications Strategy Strategy and Advocacy Completed

Adopt Community Engagement FrameworkStrategic

Communications and Community Relations

Progressing

Develop the Communications Strategy 2014-17Strategic

Communications and Community Relations

Progressing

Establish and promote Hobsons Bay Language Line to improve communication with CALD communities Learning Communities Completed

Implement stage 1 and 2 of the Workforce Management Action Plan Organisational Development Progressing

Review the Human Resources Strategy Organisational Development Progressing

Review the Learning and Development Strategy Organisational Development Progressing

Other achievements included

hosting the Community Bus Forum, which identified local issues relating to public transport and the need to advocate to the Transport Minister on behalf of residents

submission to the Department of Education and Early Childhood Development Surplus Land Rezoning Project Standing Advisory Committee regarding the rezoning of land no longer required for school purposes, primarily Altona Gate, Altona West and Eastona Park Primary school sites

celebrated the 50th anniversary of the Junior Council program, with all 22 primary schools participating in this year’s program.

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Challenges During the 2013-14 period, the following challenges affected Council’s ability to meet its commitment:

a continued reduction in funding available for local governments from state and federal government

attracting and retaining quality staff as the workforce continues to age managing organisational activities following the election and corporate restructure as a result of

the appointment of a new CEO growth in the ageing population, the associated chronic health conditions and the rising cost of

treatment lack of health services and preventative health initiatives, particularly for mental health among

young people climate change challenges and its impacts on the local community, businesses, industry and

Council functions and service delivery, particularly in relation to Council’s ability to reduce Carbon emissions within industry and businesses

the introduction of new residential zones and changes to planning policies difficulty in achieving affordable housing within the municipality due to a lack of state government

policy and direction changing nature of the industrial and manufacturing section and the long term impacts on local

employment opportunities within Hobsons Bay the need to ensure access to appropriate education facilities for life-long learning and re-skilling

the local workforce ageing community infrastructure and facilities which are unable to meet the changing community

needs limited access to frequent, reliable public transport particularly for young people and people with a

disability

Looking AheadThe major initiatives included within the Annual Action Plan 2014-15 for Council are as follows:

establish and deliver the Baby Makes 3 program review Council’s Child Care Public Policy Statement (2005) provide greater access to mental health services for young people develop a strategy which provides Council with direction around Learning Communities develop a reviewed Gambling Policy Statement develop an Urban Arts Collective as an arts based social enterprise for young people undertake three DDA Audits in line with compliance requirements and implement

recommendations from audits already conducted review and update the Tourism Strategy develop an Economic Development Strategy 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 an Irrigation Management Action Plan 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

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progress the Newport Youth, Library and Seniors Facility update the Asset Management Policy and Strategy implement the expanded Road Resurfacing Program develop the Draft Integrated Transport Strategy review the Community Local Law develop a new Customer Service Strategy develop a Community Engagement Policy and toolkit implement the E-Recruit Program

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Our Organisation

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Our StaffCouncil aims to foster a culture where employees feel valued and are able to contribute to the direction of Council’s operations. The aim is for employees to have a positive experience during their working life at Council, with a high level of job satisfaction.

Hobsons Bay City Council is based at 115 Civic Parade, Altona, from which it operates a range of services and administrative functions. While most of Council’s staff works within the Civic Centre, many other staff members operate from sites across the municipality.

Organisational structureThe operations of Council are led by the Chief Executive Officer, appointed by Council and are currently divided into four directorates as follows:

Chief Executive OfficerChris EddyResponsible for the day-to-day management of the organisation in accordance with the Council Plan 2013-17 and the Community Health and Wellbeing Plan 2013-17, ensuring Council decisions are implemented promptly, and providing timely advice to Council. In addition the CEO oversees the Organisational Development and Strategic Communications and Community Relations functions of Council.

Director Corporate Services David AndersonResponsible for Customer Service and Councillor Support, Finance, Information Services, and Governance and Local Laws.

Director Community ServicesPeter HuntResponsible for Learning Communities, Community Care, and Family, Youth and Children’s Services.

Director Strategic DevelopmentNatalie WalkerResponsible for Planning, Building and Health Services, Cultural and Economic Development, and Strategy and Advocacy.

Director Infrastructure and City ServicesSherry ClarkeResponsible for City Maintenance and Cleansing, Parks, Capital Works and Assets, and Recreation and Community Facilities.

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Organisational structure as of 30 June 2014

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Staff profileCouncil 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

In 2013-14, Council employed 826 people. As shown in the graph below, the majority of these employees were full time permanent or part time permanent staff (39 per cent and 34 per cent respectively).

Full time per-manent

31939%

Part time permanent28434%

Full time temporary243%

Part time tem-porary

192%

Casual18022%

Total Employees - by Employment Status

When breaking this down further into gender, there are more females (68 per cent) than males (32 per cent) within the Hobsons Bay workforce. When looking at the employment status of females, the majority are working in part-time permanent roles. There are also a high number of females working on a casual basis. In comparison, the majority of male employees are employed on a full time permanent basis.

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female68%

male32%

Total Employees - by Gender

Full time permanent Part time permanent Full time temporary Part time temporary Casual0%

10%

20%

30%

40%

50%

60%

70%

80%

90%

100%Total Employees - by Gender and Employment Status

female male

When looking at the age of our employees, Council has a large proportion of employees aged over 50 years (43 per cent). In comparison there are very few under 25 years old (4 per cent). The largest age cohort within Council is 35-44 year olds (23 per cent).

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25 & under, 35, 4%

26 - 34, 137, 17%

35 - 44, 187, 23%

45 - 49, 107, 13%

50 - 54, 126, 15%

55 - 59, 100, 12%

60+, 134, 16%

Total Employees - by Age

25 & under 26 - 34 35 - 44 45 - 49 50 - 54 55 - 59 60+0

20

40

60

80

100

120

140

Total Employees - by Age and Gender

female male

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When looking at where Council staff work, half of Council’s workforce is employed within the Community Services directorate. This directorate includes Community Care (aged care services), Family Youth and Children’s Services and Learning Communities (community development and libraries).

CEO, 14, 2%

Corporate Services, 152, 18%

Community Services, 410, 50%

Strategic Development, 98, 12%

Infrastructure and City Services, 152, 18%

Council Workforce - By Directorate

When looking at departments, the Community Care, Customer Service, and Family Youth and Children’s departments employed the most females, conversely, the Capital Works, City Maintenance, and Parks departments employed the most males.

In terms of employee classifications, the majority of employees are either Band 1 to 3 (42 per cent) or Band 4 to 6 (43 per cent).

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Capita

l Works

& Asse

ts

City M

ainten

ance

& Cleansin

g

Community Care

Cultural

& Economic D

evelo

pment

Customer

Servi

ce & Councill

or Support

Family

Youth &

Child Se

rvices

Finan

ce

Governan

ce & Lo

cal La

ws

Informati

on Servi

ces

Learn

ing Communities

Organisa

tion Develo

pment

Parks

Planning,

Building &

Health

Servi

ces

Recreati

on & Community Fa

cilities

Strate

gic Communica

tion & Community Rela

tions

Strate

gy & Advo

cacy

0%

20%

40%

60%

80%

100%

120%

Council Workforce - by Department and Genderfemale % male %

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Staff retention is important for organisational stability. Staff currently have an average length of service of 8.03 years. There are currently 57 employees who have worked at Council for longer than 10 years.

10yrs 15yrs 20yrs 25yrs 30yrs0

2

4

6

8

10

12

14

16

18

20

Council Workforce - By Length of Service and Genderfemale male

As the graph indicates in 2013-14 Council had more than 25 staff reach their 10th year of service, with a number of others reaching their 15th, 20th and 25th year.

Turnover can be attributed to a number of factors including retirement and career progression. The industry average for staff turnover is 9.2 per cent. Council’s turnover figure in 2013-14 was 7.41 per cent. This is below the industry average and below Council’s corporate target of 11 per cent or lower.

VolunteersAccording to the 2011 Census, it is estimated that there are approximately 10,000 volunteers in Hobsons Bay.

Volunteers make an invaluable contribution to the community and in supporting the work of Council.

Council volunteers serve in a range of areas including the Friends of the Library, Meals on Wheels, Planned Activity Groups, community transport, senior citizen groups, the Hobsons Bay Visitor Information Centre, parks and conservation activities.

In May 2014, Council adopted a Volunteers Policy which applies to volunteers involved in the delivery of Council services. This policy is based on the National Standards for Volunteering.

Council also celebrated volunteering with the ‘Unsung Heroes’ exhibition which featured the stories and photographs of 23 volunteers involved in a variety of activities in Hobsons Bay. The exhibition celebrated the power of volunteering and the generosity of the human spirit.

Council would like to acknowledge the work of all volunteers and thank each volunteer for their contribution to the local community and to making Hobsons Bay the wonderful place that it is.

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Our WorkplaceA number of initiatives are in place to promote a positive corporate culture, including flexible working policies and practices, detailed learning and development programs, and active health and wellbeing programs.

Health and Wellbeing Staff Support ProgramsA broad range of support services and initiatives are available for all staff, including an employee assistance program, 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.

There were 265 staff wellbeing activities held this period, with 613 participants.

Occupational Health and Safety and Work Cover ClaimsCouncil has been striving to develop and implement policies, procedures and systems that sustain a safe and healthy work environment. Early return to work continued to be a key focus for Council, along with injury prevention and early intervention in injury management.

In 2013-14, Council received 18 Work Cover claims. This is a reduction of 18 per cent on the number of claims lodged last year (22 claims).

This continued reduction in claims can be attributed to the effectiveness of our early intervention in injury management, as well as the work on injury prevention that has been implemented over the last few years.

This can be clearly seen in the fact that there has been a slight increase in the number of injuries reported in this financial year, but the total days lost for work-related injuries, in 2013-14, irrespective of the date of injury, was 192.3, reflecting an over 50 per cent reduction in lost time over the previous year.

Council’s Occupational Health and Safety Management System is externally audited and certified as SafetyMAP compliant.

Staff Training and DevelopmentCouncil aims to foster a highly skilled, effective and committed workforce by investing in the development of all employees.

The Learning and Development Strategy 2012-14 aims to ensure that Council employees have the necessary skills to perform core functions and deliver quality services.

During 2013-14, the Learning and Development Strategy continued to reinforce and strengthen a workplace culture that delivers on our goal to be an innovative, proactive and leading organisation. The focus in this financial year has been on workplace safety.

This has been supported by the delivery of training in Occupational Health and Safety (OHS) to all managers and supervisors, OHS briefings for all new employees and customised training in dealing with occupational violence for specific teams including local laws, environmental health and youth services.

As part of the ‘RACISM. It Stops With Me’ campaign, the Victorian Equal Opportunity and Human Rights Commission delivered a series of workshops for Council staff that explored the obvious and hidden forms that race-based discrimination can take as well as exploring practical steps to embracing diversity, at individual, organisational and community levels.

These workshops were part of a series of organisational training and actions aimed at increasing understanding and building skills to ensure Council delivers fair and equitable outcomes for staff and residents.

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In addition, 34 staff members were supported to complete qualifications which were relevant to their current role or future career development. Council is also providing 16 employees with the opportunity to complete a combined Certificate IV in Frontline Management plus Certificate IV in Government.

Equal OpportunityCouncil’s Equal Employment Opportunity and Bullying and Harassment Policy supports a commitment to the principles of equal employment opportunity and to providing a safe and productive work environment free of harassment.

This commitment extends to achieving equal opportunity for all employees as a means of increasing organisational effectiveness and recognising the true potential of all employees. It is compulsory for all employees to attend training to ensure everyone is aware of the policy and their obligations. This training must be renewed every three years.

Council has an established Equal Employment Opportunity Consultative Committee. The Committee is made up of both management and employee representatives. The goals of the committee are to promote a culture of fairness, respect and awareness of rights and responsibilities and to prevent discrimination and harassment in the workplace.

Council also has a Contact Officer program, training employees to provide confidential assistance and advice to employees who feel they may be subject to discrimination, bullying or harassment.

Community EngagementThe community engagement process is used by Council to inform Council decision making. It involves consultation and the active participation of the community on issues that may be of interest, or that impact the community directly including but not limited to the following circumstances:

where the community could be impacted by a Council project or decision

to help identify community needs in response to expressions of community interest

when required by law, policy or by agreement

to improve services and programs

Through community engagement Council can gather data, keep people informed, hear a range of opinions, generate creative ideas and solutions, understand and respond to concerns, address competing priorities, build relationships and bring people together to work towards a common goal.

In 2013-14 Council sought community input on many projects and issues including:

Sustainable Homes Expo Vernon Street Shopping Centre one-way

traffic trial Altona and Seaholme Foreshore Community

Vision Hobsons Bay Public Toilet Strategy Williamstown Botanic Gardens Master Plan

Review Road Management Plan Amendments Hobsons Bay Strategic Bicycle Plan 2013-

17 Community Greenhouse Strategy 2013-18 Council Publications survey Hobsons Bay Flood Management Plan Children and Young People's Plan 2014-18 Citizen of the Year Awards Proposed budget 2014-15 Newport Library consultations Hobsons Bay Festivals and Events Strategy Power Street Play Space Draft Concept

Plan Gender Equity Policy Statement 2014 Inspirational Women Awards 2014 Integrated Water Management Plan Art in Public Places 2014 community

feedback A B Shaw Reserve playspace Proposed Council Plan 2013-17 review Open Space Strategy

In addition Council consulted with 800 residents through the Annual Community Survey. This survey was implemented through face to face household interviews and asked a range of questions to understand residents’ satisfaction with Council services as well as current and future issues within Hobsons Bay.Council understands that a range of community engagement methods are needed to ensure

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everyone can be involved. Current engagement methods include:

delivering and receiving information via social media, mail, local paper, websites, information sessions

consulting with the community on the development of strategies, policies and plans via surveys, workshops, focus groups, listening posts

providing a range of avenues to contact Council via email, phone, meetings with staff and or Councillors, and services

Council Advisory Committees Council Meetings provide a language line to support people

from Culturally and Linguistically Diverse backgrounds

Adopted Policies and StrategiesAll of Council’s adopted policies and strategies are guided by consultations and are subject to review to ensure they remain relevant.

Council advertises the development and exhibition of new policies to allow the community to provide their feedback and ideas.

Policies and strategies adopted by Council during the 2013-14 period include:

Advocacy Strategy 2014-18 Climate Change Policy 2014 Councillor Support and Expenses Policy Council Volunteers Policy 2014 Councillors’ Code of Conduct Domestic Animal Management Plan Gender Equity Policy Statement 2014 Graffiti Management Policy and Strategy Hobsons Bay Flood Management Plan Municipal Emergency Management Plan Right of Way Unmade Laneways Policy Road Management Plan

Best ValueThe Best Value principles are set out in Victoria’s Local Government Act. They must be applied to all services and activities and reported annually to the community.

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.

Council has established a set of Best Value indicators which it will use to assess its performance. Council’s achievement against its Best Value and Community Satisfaction Indicators are set out in the ‘Our Performance’ Section of this annual report.

ReconciliationIn line with its Reconciliation Policy Statement, Council is committed to the reconciliationprocess between Aboriginal and Torres Strait Islanders and non-Aboriginal and Torres Strait Islander communities.

The Reconciliation Policy Statement provides a basis for strategies and actions 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 permanently at the Altona 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. This period it was attended by Dean Stewart for the Boon Wurrung Foundation and representatives from Gathering Place and community.

During 2013-14, Council also:

presented Blak Out Day, a series of monthly free Indigenous arts and cultural workshops held at Woods Street Arts Space in Laverton, which also included, a regular Saturday drop-in session using song, story, dance and talking to bring culture into the local neighbourhood, and a weaving exhibition of the works created by Vic Morphy and Uncle Larry Walsh

delivered the performing arts program Arts At Your Doorstep presented Djuki

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Mala (Chooky Dancers) from Elcho Island in a sold out show at the Williamstown Town Hall. The multimedia production also highlighted issues affecting young people

sponsored The Substation’s partnership exhibition with Blakdot Gallery in May and June 2014 as part of its Reconciliation Week support. The exhibition titled Beyond The Blak – Tik’n all Boxes spoke to challenging ideas around art, identity and indigeneity through a group show

organised a smoking ceremony and welcome to country to welcome the international crews, passengers and guests of the Melbourne International Tall Ships Festival in September 2013

sponsored a and supported a number of events with guest speakers, including Tony Birch as part of the Williamstown Literary Festival

Council is also a member of the Western Region Local Government Reconciliation Network and has a sister city relationship with Yarrabah in Queensland.

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Corporate GovernanceThe following information provides further detail on the controls and processes in place to promote good corporate governance. Corporate governance aims to ensure that the manner in which decisions are made and implemented is open, honest, transparent, communicative and accountable. It is about putting robust controls in place to manage policy development, legal compliance, risk and finances.

Council MeetingsCouncil makes formal decisions at Council meetings by a majority of votes of the Councillors present. Council meetings are held twice a month, on Tuesday evenings at 7.00pm (except over the Christmas period). Council meetings are generally held at the Hobsons Bay Civic Centre, 115 Civic Parade, Altona. However as part of the 2013 Mayoral Program to promote accessibility and understanding of issues in different wards, Council meetings were held at the Williamstown Town Hall, Brooklyn Community Centre, South Kingsville Community Centre and the Laverton Community Hub.

Members of the public are encouraged to attend Council meetings. There is a question-time session where members of the gallery can raise Council-related queries for a response. The meeting agenda is made available on Council’s website on the Friday evening before a Council meeting. Copies of the agenda are also available at the meeting.

Some matters considered by Council are confidential in nature. In accordance with section 89(2) of the Local Government Act, Council may close the meeting to members of the public if the meeting is discussing issues including personnel matters, contractual matters, proposed developments, legal advice or any other matter which Council considers would prejudice Council or any person.

Members of the public will be asked to leave the meeting during the discussion of confidential matters. Four confidential items were considered during 2013-14. The confidential status of items is reviewed after a two year period.

Council Meeting AttendanceA total of 22 Ordinary Council meetings were held during the period July 2013 to June 2014. The attendance record of Councillors is set out in the following table.

CouncillorOrdinary Council

Meetings Attended

Cr Altair 20 out of 22

Cr Grigorovitch 11 out of 13

Cr Briffa 9 out of 15

Cr Gates 20 out of 22

Cr Hemphill 19 out of 22

Cr Morgan 22 out of 22

Cr Wilson 21 out of 22

Cr Price 7 out of 7

Cr Marsich 9 out of 9

Delegations to Officers and Special CommitteesDecision making powers, duties and functions may be delegated by Council to special committees and to nominated members of Council staff in order to effectively facilitate Council business.

The delegations reflect a model where Council makes a comprehensive delegation to the CEO, who then makes sub-delegations to relevant

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staff. However, as some legislation does not provide for sub-delegation, it is necessary for Council to delegate directly to officers by resolution, as set out in a formal Instrument of Delegation.

Section 98 of the Local Government Act requires Council to review all officer delegations within 12 months after a general election, as well as providing Council with the power to review its delegations from time to time. The officer delegations are reviewed at least once annually.

The delegation to the CEO was reviewed and updated on 13 August 2013. Delegations from Council to members of Council staff were reviewed and updated on 27 August 2013. Further sub-delegations from the CEO to members of Council staff were reviewed and updated on 1 January 2014.

In 2013-14 there was one Special Committee with delegated powers, the Special Planning Committee, which determines planning permit applications.

The Special Planning Committee was established primarily to determine planning permit applications that had attracted significant third party objections, or which raised major policy issues, and which fell outside the powers of officers to determine under delegation.

The Committee’s role has evolved into an integral part of the consultative process, which forms the basis of Council’s approach to dealing with planning issues. The Committee provides an opportunity for applicants and objectors to present their views in a dedicated forum.

Council CommitteesIn addition to Council meetings, Councillors are also appointed to a range of committees1 as shown in the table below:

Councillor Council CommitteeCr Altair Association of Bayside Municipalities

Audit Committee (ex-officio) CEO’s Performance Review Committee Hobsons Bay Community Fund Multicultural Advisory Group Municipal Association of Victoria Port Capacity Community Liaison Group Special Planning Committee Strategic Advisory Group

Councillor Council Committee Sustainable Environment Advisory Group Williamstown Library Community Advisory

GroupCr Grigorovitch (resigned February 2014)

Hobsons Bay Community Fund Metropolitan Transport Forum Multicultural Advisory Group Special Planning Committee Victorian Local Governance Association Women’s Advisory Committee

Cr Briffa (resigned March 2014)

Disability Advisory Committee Gay, Lesbian, Bisexual, Transgender,

Intersex and Queer (GLBTIQ) Advisory Committee

Special Planning Committee Truganina Explosives Reserve Advisory

CommitteeCr Gates Audit Committee

Altona Treatment Plant Community Liaison Committee

CEO’s Performance Review Committee Disability Advisory Committee Gay, Lesbian, Bisexual, Transgender,


Hobsons Bay Community Fund Laverton Community Association LeadWest Metropolitan Transport Forum Special Planning Committee

Cr Hemphill Audit Committee Mobil Altona Refinery Community Liaison

Committee Newport Youth, Library and Seniors

Facility Project Reference Group Special Planning Committee

Cr Morgan Audit Committee CEO’s Performance Review Committee Hobsons Bay Licensees Accord Metropolitan Waste Management Group

(Local Government Forum) Special Planning Committee Victorian Local Governance Association

Cr Wilson Altona Complex Neighbourhood Consultative Group

Audit Committee (ex officio) Brooklyn Community Reference Group

(Industry Reference Group) CEO’s Performance Review Committee Gay, Lesbian, Bisexual, Transgender,


Hobsons Bay Community Fund Multicultural Advisory Group Police Community Consultative

Committee/Westgate Regional Police Community Consultative Committee

Roadsafe Westgate Community Road Safety Council

Special Planning Committee Sport and Recreation Strategy 2011-16

Project Reference Group Truganina Explosives Reserve Advisory

Committee

1 Appointments are usually made in December, so there is some overlap between financial years.97

Councillor Council Committee Women’s Advisory Committee

Cr Price Special Planning CommitteeCr Marsich Metropolitan Transport Forum

Municipal Emergency Management Planning Committee

Managing Conflicts of Interest Councillors are elected to act in the public interest. It is therefore necessary to ensure Councillors are transparent about any personal or private interests that may be seen to conflict with their public duty.

Under the Local Government Act, 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 Local Government Act also requires Council staff to disclose conflicts of interest when exercising delegations, as a member of a relevant committee and when providing advice to Council. A Council staff member who has a conflict of interest in a matter must advise the CEO in writing of the nature of the interest and must not exercise the relevant power, duty or function.

If the CEO has a conflict of interest in a matter, he must disclose the type and nature of the interest in writing to the Mayor and disclose the conflict of interest to Council at the next Ordinary Council meeting.

A register of conflict of interest disclosures made by staff is maintained by Council.

Councillor Code of ConductSection 76C of the Local Government Act requires Council to prepare and approve a Code of Conduct within 12 months after each general election. The Code of Conduct sets out a range of Councillor conduct principles as required by legislation, as well as values and principles of behaviour to be observed in their conduct with 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.

Protocol on Interaction with StaffCouncillors are prohibited by section 76E of the Local Government Act from improperly directing or seeking to influence Council staff. The protocol sets clear accountabilities and lines of communication to support high standards of governance and service delivery. The protocol complements the Councillor Code of Conduct and supports compliance with the Conduct and Interests provisions in Part 4 of the Local Government Act.

Councillor Support and ExpensesConsistent with section 75 of the Local Government 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.

The Councillor Support and Expenses Policy is published on the Council’s website, along with a list of expenses incurred.

Audit CommitteeIn 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.

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.

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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:

three Councillors: Cr Peter Hemphill, Cr Paul Morgan and Cr Colleen Gates

three suitably qualified, independent members

Mayor Cr Sandra Wilson (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:

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) FCAMr 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:

Council’s Annual Financial Statements, the external audit strategy, report and management letters

Victorian-Auditor General’s Office – Report on results of 2012-13 Audits

Audit Committee charter and best practice outstanding audit recommendations internal audit program and reports selection of Council’s new internal audit

contractor information technology open ports and patch

management Council discretionary funds risk management and the continued

implementation of the risk register quarterly financial and Council Plan Annual

Action Plan reports Council’s cash and investments

Internal Audit Internal audit is a significant component of Council’s corporate governance, risk management and internal control framework.

It provides management with information concerning the adequacy and effectiveness of internal controls governing the operation, quality, standard, efficiency and effectiveness of Council’s financial management and operational systems. The following internal audits were conducted by Council’s internal auditors during the year:

Contract Management procedural review Accounts Payable/Payroll – Procedural and

Computer Assisted Audit Techniques (CAATs) transactional based

risk identification and assessment

Council is continuing to improve its processes to ensure that the internal audit program addresses

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those areas of higher risk to Council’s ongoing operations.

External AuditAll local government entities in Victoria are required to be audited by the Victoria Auditor-General’s Office (VAGO).

The external auditors primary role is to provide an assurance that the financial statements present fairly the financial performance for the financial year and the financial position at the end of the year.

During 2013-14 the Audit Committee considered Council’s Annual Financial Statements, the external audit strategy, report and management letters in relation to the 2012-13 external end of year audit. It is the normal process for the Audit Committee to recommend Council to:

approve in principle the ‘draft’ annual financial report

make any immaterial changes recommended or agreed to by the Auditor-General

nominate two Councillors to sign the annual financial report in its final form

Integrated Risk Management Integrated risk management is a continuous, proactive and systematic process used to understand, manage and communicate risk from a corporate-wide perspective. It relies on making strategic decisions that contribute to achieving corporate objectives.

A Risk Management Cross Directorate Team is responsible for the development, implementation and monitoring of the Risk Management Strategy and Action Plan.

The risk register has undergone a robust review process, with relevant business department managers responsible for managing risks at both strategic and operational levels, which includes identifying and documenting risks and setting control measures to mitigate those risks. The risk register, which is aligned to the organisational objectives, is overseen by the Audit Committee at regular intervals.

Information Available for Public Inspection The Local Government Act and 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:

details of current allowances fixed for the Mayor, and Councillors under section 74 or 74A of the Local Government Act

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

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 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

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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

submissions received in accordance with section 223 of the Act during the previous 12 months

agreements to establish regional libraries under section 196 of the Act

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

a register of authorised officers appointed under section 224 of the Act

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

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

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

Fraud Risk Management Council adopted a Fraud Risk Management policy on 7 June 2011. The policy is published on the Council's website.

The 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.

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LegislativeCompliance

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Statutory InformationThis section contains information Council is required to disclose for compliance purposes, which has not been previously covered in this report.

Domestic Animal Management Plan Council’s Domestic Animal Management Plan aims to improve the control of animals in the municipality. The Annual Report is required by section 68A(3)(c) of the Domestic Animals Act 1994 to evaluate the implementation of the plan.

Highlights and achievements in relation to this Plan included the following:

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

participation in the subsidised desexing program continued

78 per cent of impounded dogs were returned to owners

12 per cent of impounded dogs were euthanised

10 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 10,028 dogs and 3,471 cats were registered in

2013-14 a Facebook page was implemented to place

photos of dogs and cats impounded by the Animal Management Officers, to assist in owners being reunited with missing pets

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 provision and stocking of dog litter bag

dispensers continued

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

11 Restricted Breed Dogs are currently registered

six declared dangerous dogs are currently registered

five guard dogs are currently registered

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eight declared menacing dogs are currently registered

Recognition of carers Council has taken all practicable measures to comply with the responsibilities outlined in the Carers Recognition Act 2012 by:

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 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 and overnight 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

support to Seniors Groups and centres

Road management During 2013-14 no Ministerial directions were received under section 22 of the Road Management Act 2004 by Council in its capacity as a road authority.

National Competition PolicyThe reporting requirements for compliance with National Competition Policy no longer require a compliance certificate to be included in this annual report. Council has an ongoing commitment to competitive neutrality as a matter of good business and transparency and remains obliged to adhere to competitive neutrality principles.

Protected Disclosure Act 2012 The Whistleblowers Protection Act 2001 was introduced in January 2001 and repealed on 10 February 2013. It was replaced by the Protected Disclosure Act 2012, which came into effect on 10 February 2013.

The Protected Disclosure Act aims to encourage and facilitate disclosure of improper conduct by Councillors and Council staff and to protect those who make disclosures from reprisals. The protection extends not only to the person making the disclosure, but also to witnesses and persons subject to an investigation.

Council has developed guidelines and procedures to manage compliance with the Protected Disclosure Act. The guidelines are consistent with the guidelines published by Independent Broad-based Anti-corruption Commission (IBAC).

Further information, including Council’s policy and guidelines, is available on Council’s website.

Complaints about the improper conduct of anyHobsons Bay City Council officer can be made confidentially under the Protected Disclosure Act 2012 (Vic), to the IBAC.

During 2013-14 no disclosures were notified to the IBAC.

Information Privacy Act 2000 and Health Records Act 2001Council is committed to full compliance with its obligations under Victoria’s Information Privacy Act 2000 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 our Knowledge and Records Management unit is available to help staff and members of the public with privacy-related queries or issues.

Two privacy complaints were received from members of the public during 2013-14 period.

Freedom of information

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The Freedom of Information Act 1982 gives any individual or organisation the right to access information held by Council unless that information is deemed exempt under the Act.

Freedom of Information requests must be in writing, be specific enough to enable relevant documents to be identified, and be accompanied by the prescribed application fee.

During 2013-14, Council received 16 Freedom of Information requests.

There were no applications for review to the Freedom of Information Commissioner or appeals to the Victorian Civil and Administrative Tribunal.

An application form and further information on making a Freedom of Information request is available from Council’s website or from the Freedom of Information Officer on 9932 1000.

Charter of Human Rights and ResponsibilitiesThe 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.

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Allocation of Funds

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Community GrantsCouncil conducts an annual grants program to support local activities and projects that meet community needs.The Community Grants program gives community groups and organisations opportunities to continue provision of important services and programs.

During 2013-14, a total of $180,000 was provided via four categories to a wide range of organisations for a variety of projects, as shown below.

Community Partnerships and Networking GrantThis is a two-year funding opportunity to support continuing collaboration of existing partnerships and networks or develop new ones. Projects will deliver well resourced and planned activities that can reach a broad cross section of the Hobsons Bay community.

Organisation Project Description Funds

Altona Yacht Club Inc

KAI OPUA OUTRIGGER CANOES - MAKING A DIFFERENCE TO ALTONA

$3,000.00

Association of New Elderly Inc.

OUTING WITH DO CARE CLIENTS AND CARERS

$1,000.00

Latitude: Directions for Young People

WYNBAY POWER LEADERSHIP TEAM $2,100.00

Louis Joel Arts and Community Centre

INCLUSIVE COMMUNITIES FASHION PARADE

$2,000.00

Urban Water Performance Group

MELBOURNE WATERWAYS PROJECT

$5,000.00

Williamstown Community and Education Centre Inc.

BUILDING COMMUNITY WELLBEING THROUGH SUSTAINABILITY

$5,000.00

TOTAL $18,100.00

New Equipment and/or Resources GrantThe funding for this category was provided by Toyota Australia for local organisations to purchase new equipment and/or resources that were essential to the success of a project or to the running of an organisation.

Organisation Project Description Funds2nd Laverton Scout Group BETTER CAMPING $ 500.00

Altona Kindergarten

LITTLE GREENTHUMBS HEALTHY EATING PROGRAM

$ 667.00

Altona Meadows SINGLET $ 605.00

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Organisation Project Description FundsSharks Basketball Club

REPLENISHMENT PROGRAM

Altona Meadows/Laverton Uniting Church

PLAYGROUND SAFETY UPGRADE & SAFETY MAT INDOORS

$ 683.00

Altona P-9 CollegeSEED SAVERS AND BEYOND SCHOOL GARDEN

$1,000.00

Altona Senior Citizen's Centre Inc

SOUND SYSTEM & TV $ 800.00

Altona U3A Inc PA SYSTEM $ 800.00 Around Laverton Community Newspaper Inc.

REPLACEMENT OF TWO COMPUTER BOXES

$ 800.00

Australian Arabic Women Community Group

LAPTOP $ 800.00

Friends of Lower Kororoit Creek Inc

FOLK RISK OF INJURY REDUCTION $ 495.00

Friends of Williamstown Botanic Gardens Inc.

FRIENDS OF WILLIAMSTOWN BOTANIC GARDENS READING CORNER

$ 550.00

Hobsons Bay Arts Society Inc.

ARTISTS DEMONSTRATION PROJECTOR

$ 800.00

Hobsons Bay Toy Library - Laverton Branch

INCLUSIVE TOYS - PROMOTING PLAY FOR CHILDREN WITH A DISABILITY

$1,000.00

Laverton Community Association

EQUIPMENT FOR LAVERTON COMMUNITY ASSOCIATION TO HELP CONNECT TO COMMUNITY

$ 800.00

Laverton Community Children's Centre

BOARD MAKER $1,000.00

Laverton Youth Boxing Gym

BOXING GYM EQUIPMENT $ 800.00

Outlets Co-Operative Neighbourhood House Ltd

DEFIBRALATOR FOR 'OUTLETS' NCEC AND NEWPORT TRADING MASON STREET

$ 1,000.00

Seabrook Cricket Club Inc

JUNIOR DEVELOPMENT PROGRAM FOR TALENTED YOUTH

$ 400.00

Seabrook Kindergarten Association Inc.

SHARING IS CARING - BEAUTIFUL BOOKS $1,000.00

Seabrook Primary School

MATHS AND SCIENCE FOR SUCCESS AND CHESS FOR CHILDREN

$ 800.00

Somers Parade Kindergarten

EARLY CHILDHOOD DEVELOPMENT USING SOUNDS AND RHYTHM

$ 900.00

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Organisation Project Description FundsSpotswood Cricket Club Inc NEW DEFIBRILLATOR $1,000.00

The Scout Association of Australia Victoria Branch

NEW EQUIPMENT PURCHASES $ 500.00

The Village Williamstown (The Craft Group)

CRAFT GROUP ACTIVITY FOR SICK AND UNDER-PRIVILEGED CHILDREN

$ 500.00

Walker Close Community Centre

EQUIPMENT PURCHASE $ 800.00

Wintringham Specialist Aged Care

QUIRKY CUP $1,000.00

TOTAL $20,000.00

Social Inclusion Opportunities GrantsThe funding provided through this category aims to support the specific needs of community groups and organisations who meet on a regular basis to promote active community involvement and reduce isolation in the community.

Organisation Project Description FundsAlhuda Youth Association PUBLIC LIABILITIES $600.00

Altona Ladies Probus Club Inc

25TH BIRTHDAY OF CLUB - FEBRUARY 2014

$600.00

Altona North Senior Citizens Centre Inc.

SOCIAL INCLUSION $600.00


ALTONA YC HALL HIRE FOR GROUP OR ORGANISATION

$600.00



Greek Elderly Citizens Club of Newport Inc


Greek Senior Citizens Club Altona & Region Inc

GREEK SENIORS WEEKLY GET TOGETHER

$600.00

Greek Senior Citizens Club Hobsons Bay Inc

SOCIAL INCLUSION FOR SENIOR GREEK MEN

$500.00

Greek Seniors 60 Walker Close Inc


Greek Womens Association of Western Suburbs Inc

SOCIAL INCLUSION OPPORTUNITIES $600.00

Hobsons Bay Arts Society Inc.

SOCIAL ACTIVITY NIGHTS $600.00

Hobsons Bay Creek Womens

GREEK SENIOR WOMENS SOCIAL

$600.00

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Organisation Project Description FundsSeniors Club Inc INCLUSION PROJECTHobsons Bay Parents of Children with Special Needs Support Group

BLACKWOOD FAMILY INCLUSION CAMP $600.00

Italian Social Club Altona Inc SOCIAL INCLUSION $600.00

Macedonian Senior Citizens Group North Altona Inc.

MACEDONIAN NATIONAL DAY $600.00

Macedonian Senior Citizens Group of Altona Meadows, Laverton and Point Cook

WEEKLY GATHERINGS $600.00

Macedonian Senior Citizens Group of Hobsons Bay


Macedonian Women's Senior Citizen's Group of Altona North and District

INTERNATIONAL WOMEN’S DAY CELEBRATION

$600.00

Macedonian Women's Senior Citizens Group of Hobsons Bay Inc


Maltese Bocce Social & Recreation Club

ASSISTANCE OF BILLS $600.00

Newport Senior Citizens

ENJOY LIFE WITH A SENIOR GROUP $600.00

ParkinSong Victoria

PARKINSONG VICTORIA $600.00

Polish Senior Citizens Club Altona Inc

FATHER'S DAY CELEBRATION $600.00

Spotswood Multicultural Older Group Inc.


Williams Defence Community House Inc.

FAMILY FUN DAY AT SEABROOK COMMUNITY CENTRE

$600.00

TOTAL $14,900.00

Vibrant Community Project GrantThis funding is for one-off projects or activities that stimulate community activity. Recipients are listed below.

Organisation Project Description FundsAlhuda Youth Association

GIRLS GET ACTIVE (SKI TRIP) $3,000.00

Altona Bay Basketball

EDUCATION OF VOLUNTEER AS

$1,000.00

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Organisation Project Description FundsAssociation Inc. COACHESAltona Cricket Club

ALL ABILITY CRICKET CARNIVAL $2,000.00

Altona CWA Evening Branch

AUSTRALIA DAY 'MEET ALTONA'S CWA' $2,500.00

Altona Kindergarten

A NEW WELCOMING AND COMMUNITY INSPIRED FACADE TO ALTONA KINDERGARTEN

$3,500.00

Altona Netball Association Inc NET-SET-GO $1,000.00

Altona North Early Childhood Centre

HEALTHY EATING AND BREAKFAST PROGRAM

$2,500.00

Altona North Senior Citizens Centre Inc.

AROUND THE BAY EXCURSION $3,800.00

Altona P-9 College

SEED SAVERS AND BEYOND SCHOOL GARDEN

$3,500.00

Altona U3A Inc

VIBRANT COMMUNITY PROJECT - 3 X COACH TRIPS OR RIVER CRUISES

$3,000.00

Altona West Kindergarten

DON'T JUDGE A BOOK BY ITS COVER $3,700.00


ALTONA YC CALD & GLBTIQ FREE SAILING DAYS

$2,000.00


PRE-RAMADAN CONFERENCE - RAISING CHILDREN PARENTING SKILLS

$2,000.00

City West Falcons Inc

ALTONA NETBALL TRAINING CENTRE $1,000.00

Enterprize Ship Trust

WILLIAMSTOWN 1835 SAILING EXPERIENCE $4,500.00

Friends of Williamstown Botanic Gardens Inc.

RECOLLECTIONS OF THE WILLIAMSTOWN BOTANIC GARDENS - ORAL HISTORY PROJECT

$3,500.00

Hobsons Bay Toy Library - Laverton Branch

INCLUSIVE TOYS-PROMOTING PLAY FOR CHILDREN WITH A DISABILITY

$2,000.00

Household Relief Fund Inc.

SUPPORTING THE COURAGEOUS $3,000.00

Italian Social Club Altona Inc.

MULTICULTURAL FESTIVAL $700.00

Joseph's Corner Inc

VOLUNTEERS 'THANK YOU' LUNCHEON $1,000.00

Latitude: directions for young people

FUN RUN FOR YOUTH HOMELESSNESS $3,500.00

Laverton Community Integrated Services Inc.

VITAL VOLUNTEERS $5,000.00

Louis Joel Arts and Community

AIDS QUILT WEEKEND $2,000.00

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Organisation Project Description FundsCentreMacedonian Pensioner Club of Altona

MACEDONIAN NATIONAL DAY $700.00

Macedonian Senior Citizens Group of Altona Meadows, Laverton and Point Cook

PROLONG LIFE $1,000.00

Macedonian Senior Citizens Group of Hobsons Bay Inc.

MEMORIES OF THE PAST $ 600.00

Macedonian Women's Senior Citizens Group of Hobson's Bay Inc

INFORMATION SESSIONS $ 700.00

Maltese Association Hobson's Bay Inc

"NEVER TOO LATE: JOIN US & LIVE LONGER"

$ 700.00

Maltese Association Hobsons Bay Inc (Ladies Auxiliary)

"YOU ARE NOT ALONE JOIN US & HAVE FUN" $ 700.00

Maltese Bocce Social & Recreation Club

MALTESE INDEPENDENCE DAY $ 700.00

Multicultural Sudanese Centre Inc

MENTAL ILLNESS AND AWARENESS PROGRAM

$3,000.00

Newport Islamic Society

HOBSONS BAY GIRLS CAMP $5,000.00

Polish Senior Citizens Club Altona North

POLISH SENIOR DAY IN ALBION $ 600.00

Pwo karen Baptist Fellowship Melbourne (PKBFM)

PWO KAREN COMMUNITY CHURCH RETREAT CAMP

$5,000.00

Royal Yacht Club of Victoria Inc

PIRATE'S APPRENTICES $3,500.00

Seabrook Primary School

A SCHOOL GARDEN AT SEABROOK PRIMARY SCHOOL

$3,000.00

The Salvation Army Adult Services - Community Outreach Services

HALF MOON CARAVAN PARK (HMCP) BBQ AND LUNCH PROGRAM

$5,000.00

Transition Hobsons Bay ONE MILLION STEPS $4,000.00

Williamstown Community and Education Centre

THE CORNER HUB (an extension of "Conversation for the Curious")

$5,000.00

Williamstown NIPPERS FOR ALL $2,500.00

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Organisation Project Description FundsSwimming and Life Saving Club PROGRAM

Wintringham Specialist Aged Care

"LIONSVILLE COMMUNITY GARDEN" $2,000.00

TOTAL $103,400.00

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Mayoral ProgramThe 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 this period, Councillor Angela Altair was Mayor from 1 July 2013 to 8 November 2013. Councillor Altair’s program as Mayor included a $10,000 contribution to the Hobsons Bay Community Fund and the acquisition of two historic watercolours by notable Williamstown artist RW Sturgess. These works now form part of the permanent cultural collection of Hobsons Bay. Total expenditure on the Mayoral program during Cr Altair’s term as Mayor was $38,372.

Councillor Sandra Wilson was elected Mayor on 8 November 2013. Mayor Sandra Wilson’s program highlights are as follows:

development of a social enterprise with young people around Urban Arts Collective at Woods Street Arts Space, Laverton. This project is providing opportunities through the arts, promoting creative and technical skills, mentoring, training and extending into identifying ongoing business opportunities

construction and installation of interpretive signage on the importance and diversity of unique local and migratory shorebirds

support for the annual Buloke and Hobsons Bay Bowls Tournament to be held in Wycheproof, that reflects the friendship agreement between the councils

a governance program for secondary students with biannual meetings designed to promote local government to the city’s older students

Expenditure on these totalled $31,050.

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Ward FundsThroughout the year, Council makes ward fund allocations, via Council resolutions. The allocation of ward funds recognises that community needs for funding can arise after the adoption of the annual municipal budget.During 2013-14, ward fund allocations totalled $45,700. A list of allocations is provided below:

Recipient Name Amount

Altona Bay Basketball Association Inc on behalf Altona Gators $300

Altona Boating and Angling Club $500

Altona City Soccer Club $1,000

Altona Cricket Club $345

Altona Football Club $500

Altona Hockey Club $500

Altona Lacrosse Club $1,000

Altona Meadows Primary School $500

Altona Primary School $1,000

Altona Roosters Cricket Club (Men's Team) $500

Altona Roosters Cricket Club (Women's team) $500

Around Laverton Community Newspaper $500

Australian Arabic Women's Community Group $1,000

Australian Cross Country Championship $600

Barnstoneworth United Junior Football Club $1,000

Bayside P-12 College Altona North Campus $700

Ben Newman $300

Caleb Walmsley $200

Carers Links Men's Group $500

Conversations for the Curious, C/o Williamstown Community and Education Centre Inc. $1,000

Doug Heywood $1,000

Folk and Fiddle Club $1,000

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Football Integration Development Assoc. $500

Friends of Laverton Creek $400

Greek Elderly Citizens Club of Newport $500

HeartStart Foundation $1,000

Hobsons Bay Chess Club $350

Hobsons Bay Churches $500

Hobsons Bay Laverton Toy Library $500

Hobsons Bay Men's Shed $1,000

Hobsons Bay Pirates Softball Club $1,150

Hobsons Bay Powerhouse Juniors Rugby Club $500

Hobsons Bay Refugee Network $250

Hobsons Bay Running Club $600

Hobsons Bay Salvation Army $500

Immaculate Conception Social Club $250

Italian Pensioners Club of Altona Inc. $700

Italian Social Club of Altona Inc. $1,005

Jamie McBryde $500

Karen Baptist Community of Victoria $300

Laverton Bowling Club $400

Laverton Carols By Candelight $1,000

Laverton Community Choir $400

Laverton Community Integrated Services $1,000

Laverton Hobsons Bay Churches $500

Laverton Magpies Football Club $500

Laverton Park Soccer Club $500

Laverton Park Tennis Club $500

Macedonian Women's Senior Citizens Group of Altona Meadows/Laverton/Point Cook $500

Maltese Association of Hobsons Bay Inc. $1,000

Maltese Bocce Club $700

Maltese Community Council of Victoria $500

Newport Ladies Lacrosse Club $1,000

Outlets Co-operative and Neighbourhood House Inc. $1,000

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Rotary Club of Altona City Inc. $250

Seaholme Kindergarten $500

Seaholme Sustainability Street Group $100

SingWest Community Choir Group $1,500

Tarxien Social Club $400

The Italian Book Club $800

Timeball Day Club $500

Tom O'Shanter Scottish Group $900

Tommy Kenna $200

Transition Hobsons Bay $400

Vic SES Altona Unit $500

Williamstown and Newport Anglers' Club $300

Williamstown Chamber of Commerce $500

Williamstown CYMS Football Club $1,000

Williamstown High School Ex-Students and Staff Association $1,000

Williamstown Literary Festival Committee $1,000

Williamstown Primary School $400

Williamstown Soccer Club $1,000Total $45,700

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Financials

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Understanding the Financial ReportThe financial report reviews Council’s performance against the budget and shows the financial position of Council as at 30 June 2014.

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.

The audited financial report is divided into three sections: the financial statements, the standard statements and the performance statement.

The Financial StatementsThe financial statements compare the current financial year with the previous year. It comprises of the following four statements:

1. comprehensive income statement2. balance sheet3. statement of changes in equity4. cash flow statement

Comprehensive Income StatementThe comprehensive income statement is generally divided into income and expenses to show the financial performance of the Council for the year ended 30 June 2014.

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 finance costs are also listed. It is important to note that capital purchases (i.e. assets) are not included, as these are not regarded as ‘operational’.

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.

Balance SheetThe balance sheet shows the financial position of Council at a point in time, being 30 June 2014. 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 is in a sound financial position at 30 June 2014, 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.

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Statement of Changes in EquityThe 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

Cash Flow StatementThe cash flow statement 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

Notes to the Financial ReportDetails 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 the Council that can affect the financial figures. These include asset recognition limits, revaluation schedules and depreciation rates.

The next section of notes provides further detail as to how the figures in the four financial statements are derived. The four main 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 four main statements, but can be used to further determine the financial performance and position of the Council.

Standard StatementsThe standard statements compare the actual financial results against the initial budget set at the beginning of the financial year for three of the four financial statements, being the standard comprehensive income statement, standard balance sheet and standard statement of cash flows.

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An additional standard statement of capital works is presented here, comparing Council’s actual capital expenditure throughout the year against the initial capital budget. Again, it is worth noting that these items are not included as expenses in the income statement (standard comprehensive income statement), as the benefit from expenditure on capital works will be received over many years. This is an example of why an operational surplus will not necessarily always lead to an increase in cash.

Performance StatementThe performance statement compares the (mostly non-financial) audited results that Council achieved against its performance targets set as part of the 2013-14 budget process. These targets are directly linked to Council’s objectives set out in the Council Plan 2013–17.

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