1 september 2016 quarterly performance report abstract...sep 01, 2016 · performance of strategic...

Council Meeting Agenda 28/11/16

1 September 2016 Quarterly Performance Report

Abstract The Quarterly Performance Report for September provides detailed reporting on financial and non-financial performance against both the Budget and Annual Plan for the year. Council’s year to date net operating surplus of $136.42 million is $1.86 million or 1% above the September Amended Budget surplus of $134.56 million. The favourable 1% variance in the budgeted surplus is primarily due to timing differences and expected for this time of year. Funds will be expended throughout the year as budgeted by Council. Further details can be found in Section 3 of Attachment A. The overall financial position at 30 September 2016 is satisfactory with a working capital ratio of 6.80 to 1 (includes reserve funds of $12.41 million and 0.5% cash contingency for emergency response works). For the September quarter, the 2016-17 Annual Plan commitments indicate that 11% of commitments have been completed and further 89% have been commenced. Achievements of the Strategic Indicators have been assessed at 89%.

Officers' recommendation That Council resolve to: 1. Receive and note the Quarterly Performance Report for September 2016

(Attachment A). 2. Receive and note the results of Local Government Performance Reporting

Framework (LGPRF) indicators and measures (Attachment B).

Document information

City of Boroondara September QPR of 74


Responsible director: Marilyn Kearney

Corporate Services ___________________________________________________________________ 1. Purpose

The purpose of this report is to present to Council the Quarterly Performance Report for the period ended September 2016 (refer Attachment A). This report is designed to provide performance reporting on both Budget and Annual Plan.

2. Policy implications and relevance to council plan

This report is consistent with the Council Plan 2013-17 and the Boroondara Public Health and Wellbeing Plan. In particular, the Council Plan theme of Responsible management and the strategic objective “Sound financial and risk management practices are carried out”.

3. Background

The September 2016 Quarterly Performance Report provides detailed reporting on financial and non-financial performance against both the Budget and Annual Plan for the year. The year to date and annual budget figures referred to in this report reflect the September 2016 Amended Budget, approved by Council on 12 September 2016.

Attachment A: September Quarterly Performance Report 2016

(Incorporating Budget commitments, Council Plan performance, financial performance)

Attachment B: Results of Local Government Performance Reporting

Framework (LGPRF) indicators and measures

4. Outline of key issues/options

Financial The year to date net operating surplus of $136.42 million is $1.86 million or 1% above the September Amended Budget surplus of $134.56 million. The year to date surplus result of $136.42 million is due to the striking of full year annual rates. The favourable 1% variance in the budgeted surplus is primarily due to timing differences. The surplus result will reduce over the course of the year as Council delivers services to the community. Balance Sheet and Cash Flow Statement Cash and investment holdings are $115.39 million as at 30 September 2016 which has increased by $20.68 million from June 2016. The Balance Sheet indicates a satisfactory financial position with total current assets of $237.47 million and total current liabilities of $34.94 million. Refer Section 3 of Attachment A for further detail.



Non-financial Annual Plan performance The Annual Plan 2016-17 contains 56 commitments and 32 Strategic Indicators. For the September quarter, the 2016-17 Annual Plan commitments indicate that 11% of commitments have been completed and a further 89% have been commenced. Refer Executive Overview in Attachment A for more information. Local Government Performance Reporting Framework There are 60 mandatory performance indicators included in the Framework under three thematic areas, 28 of which will be audited and included in Council’s performance statement: Service Performance Indicators Financial Performance Indicators Sustainable Capacity Indicators. Refer to Attachment B for further detail on service performance indicator results.

5. Consultation/communication

Executive Leadership Team has reviewed and approved the report.

6. Financial and resource implications

Council’s current operating and cash flow position is sound.

7. Governance issues

The implications of this report have been assessed in accordance with the requirements of the Victorian Charter of Human Rights and Responsibilities. The officers responsible for this report have no direct or indirect interests requiring disclosure.

8. Social and environmental issues

There are no direct impacts resulting from this report.

Manager: Greg Hall, Chief Financial Officer Report officer: Callista Clarke, Senior Management Accountant


CITY OF BOROONDARA

QUARTERLY

PERFORMANCE REPORT

SEPTEMBER 2016

Attachment A

Council Meeting Agenda 28/11/16______________________________________________________________________________________

______________________________________________________________________________________City of Boroondara September QPR of 74

Contents

Executive overview and key highlights.................................................................. 1

Introduction ................................................................................................................ 1

Performance against Annual Plan commitments........................................................ 2

Performance of Strategic Indicators ........................................................................... 3

Key financial highlights and overview......................................................................... 4

Capital Works............................................................................................................. 5

Priority Projects .......................................................................................................... 6

1. Directorate overviews ......................................................................................... 7

2. Council Plan performance................................................................................. 16

2.0 Summary of commitment status ....................................................................... 16

2.1 Theme 1: Strong and engaged communities ..................................................... 17

2.2 Theme 2: Sustainable environment ................................................................... 25

2.3 Theme 3: Enhanced amenity............................................................................. 27

2.4 Theme 4: Quality facilities and assets ............................................................... 30

2.5 Theme 5: Responsible management ................................................................. 32

2.6 2015-16 Annual Plan Commitments .................................................................. 37

2.7 Strategic Indicators ............................................................................................ 38



3. Financial and performance statements............................................................ 40

3.1 Income statement .............................................................................................. 40

3.2 Income statement by directorate........................................................................ 41

3.3 Balance Sheet ................................................................................................... 42

3.4 Cash Flow Statement ........................................................................................ 43

3.5 Overview............................................................................................................ 44

3.6 Capital Works performance ............................................................................... 47

3.6.1 Capital Works Program summary .................................................................. 47

3.6.2 Capital Works performance versus budget .................................................... 48

3.6.3 Major Projects Capital Works performance .................................................... 49

3.7 Priority Projects performance............................................................................. 50

3.7.1 Priority Projects performance versus budget.................................................. 50

3.8 Debtors .............................................................................................................. 51

3.8.1 Rate debtors .................................................................................................. 51

3.8.2 Sundry debtors .............................................................................................. 51

3.8.3 Infringement debtors ...................................................................................... 52

4. Corporate governance ....................................................................................... 53

4.1 Publicly tendered contracts greater than $150,000 (goods and services) and $200,000 or more (works)........................................................................... 53

4.2 Councillor expenses .......................................................................................... 55

4.3 Citizen decision and process review.................................................................. 56

4.4 Excess annual leave analysis ............................................................................ 56

5. Grants progress ................................................................................................. 57

5.0 Grants progress report....................................................................................... 57



Executive overview and key highlights


Introduction

The September 2016 Quarterly Performance Report provides detailed reporting on performance against both the Budget and Council Plan for the year.

This executive overview will focus on a summary of financial and non-financial issues and key highlights, while Section 1 - Directorate overviews and Section - 3 Financial and Performance Statements will focus in greater detail on variances and key issues and events.

The year to date and annual budget referred to in this report reflects the September 2016 Amended Budget approved by Council on 12 September 2016 which includes the carry forward funding for final 2015-16 priority projects and capital works forward commitments.

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Performance against Annual Plan commitments

There are 56 Annual Plan commitments. For the quarter ending September 2016,achievement of Annual Plan commitments has been reported as per the following chart.

For the September 2016 quarter 11% of 2016-17 Commitments have been completed and a further 89% Commitments have been commenced.

Annual Plan commitments to the community include a range of activities that havebeen undertaken during the quarter.

Implemented the 2016-17 outcomes from the library services opening hours review. Successfully delivered the Sustainable Living Festival in conjunction with the Boroondara Farmers Market. Completed the Camberwell Junction Structure Plan review. Developed and implemented the Infringement Review Framework. Prepared and submitted the 2015-16 Annual Report Statutory Document to the Minister for Local Government.Received a clear audit opinion for the 2015-16 annual Financial Statements.

Refer to Section 2 of this report for more information.

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Performance of Strategic Indicators

The Annual Plan 2016-17 has 32 Strategic Indicators; 18 indicators reported quarterly and 14 indicators report annually at 30 June 2017. The status of the 18Strategic Indicators reported quarterly has been assessed as follows. More detail can be found in Section 2 of this report.

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Key financial highlights and overview

(1) (2) (1) - (2) (1) / (2) (3)$'000 $'000 $'000 $'000 % $'000

Surplus for the year 26,606 136,419 134,564 1,855 1% 21,908

Recurrent income 217,010 181,006 180,661 345 0% 218,654

Recurrent expenditure 179,749 43,238 44,469 1,231 3% 180,354

Capital works

Expenditure * 59,745 5,155 5,394 239 4% 51,793Priority projects

Expenditure * 9,350 1,521 1,770 249 14% 15,422

Closing cash and investments ** 85,618 115,393 107,939 7,454 7% 98,417

YTD ACTUAL

YTDSEPTEMBER

BUDGETYTD

VARIANCEYTD

VARIANCE

ANNUALSEPTEMBER

AMENDEDBUDGET

ANNUAL ORIGINAL BUDGET

Key financial summary STATUSYTD

VARIANCE

* Please refer to pages 47 and 49 for further explanation of variances.** Refer to pages 41 & 42 for further details and explanation of closing cash and investments.

Status legend:

The overall financial position at 30 September 2016 is satisfactory with a working capital ratio of 6.80 to 1 (includes reserve funds of $12.41 million and 0.5% cash contingency for emergency response works).

Year to date actual vs. year to date September Amended Budget

The year to date net operating surplus of $136.42 million is $1.86 million or 1%above the September Amended Budget surplus of $134.56 million. The year to date surplus result of $136.42 million is due to the striking of full year annual rates. The favourable 1% variance in the budgeted surplus is primarily due to timing differences. The surplus result will reduce over the course of the year as Council delivers services to the community.

The favourable year to date variance is attributable to a number of factors which are outlined in Section 3.

Above budgeted revenue or under budgeted expenditure.

— Below budgeted revenue or over budgeted expenditure by <10%.

Below budgeted revenue or over budgeted expenditure by >10%.

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Capital Works

Council's year to date performance in gross Capital Works expenditure is $5.16 million which is $238,000 below year to date budget phasing of $5.39 million (year to date actual and commitments as at 30 September 2016 equates to $23.57 million).

Capital Works committed expenditure as at 30 September 2016 is $18.42 million (year to date actual and commitments equates to $23.57 million).

Please refer to Section 3.6 Capital Works performance for further explanation.

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Priority Projects

Council’s year to date performance in gross priority project expenditure is $1.52 million which is $249,000 below year to date budget phasing of $1.77 million (year to date actual and commitments as at 30 September 2016 equates to $3.07 million).

Priority projects committed expenditure as at 30 September 2016 is $1.55 million (year to date actual and commitments equates to $3.07 million).

Please refer to Section 3.7 Priority Projects performance for further explanation.

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Section 1 - Directorate overviews

1. Directorate overviews

1.1 CEO's Office

CEO's office outcomes for the first quarter of 2016-17 include:

Governance

Key outcomesContinued the Governance ‘Process Improvement’ Program.Liaised with the Executive Leadership Team (ELT) and Councillors to generate motions for the Municipal Association of Victoria’s (MAV) State Council meeting on 9 September 2016.Disseminated the Election Period Policy, Election Period Staff Guidelines and Election Period Councillor Guidelines around the organisation, and attended 16 team or department meetings to promote organisational awareness of the obligations on Council and Staff during the election period.Hosted a ‘MAV Stand for Council’ seminar and a Victorian Electoral Commission ‘Prospective Candidate’ seminar for people interested in standing as a candidate in the Boroondara elections.Reviewed various Council instruments of authorisation and delegation with assistance from colleagues across the organisation.Finalised the review of the Councillor Code of Conduct.Conducted three Citizenship Ceremonies.Responded to two informal Ombudsman requests.Responded to one privacy complaint and assisted one department to respond to a further complaint.Responded to one Human Rights Commission complaint.Responded to a draft report from the Ombudsman on one protected disclosure matter.Assessed two allegations and referred the matters to an appropriate Council dispute resolution process.Coordinated the biennial Ordinary Return Process for Councillors, audit committee members and all Senior and Nominated Officers.Responded to the Local Government Investigations and Compliance Inspectorate’s Compliance Review on the Councillor Code of Conduct; the Victorian Parliament’s Accountability and Oversight Committee Inquiry into education, training and communications initiatives of the Victorian Freedom of Information Commissioner, Victorian Ombudsman and Victorian Inspectorate (Oversight Agencies); the Independent Broad-Based Anti-Corruption Commission’s Draft Directions for Mandatory Notifications. Drafted Council’s submission in response to the directions paper, Act for the future and Directions for a new Local Government Act, which was adopted by Council on 12 September 2016.

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Innovation and Business Transformation

Key outcomesContinued external consultation with community members and customers on the new Council website's content and structure. The outputs from these workshops guide the development of our new website. Completed customer journey activities on a customer's experience of gaining permission to build a front fence in Boroondara. Customer workshops were held with recent customers to find out about their experiences on moving house and having a baby in Boroondara to assist Council to understand customer pain points and improve the process. The 20 Day Pi program has been very successful, working with staff and customers to map and improve processes such as payments, events and understanding life stages.

1.2 City Planning

City Planning outcomes for the first quarter of 2016-17 include:

Building Services

Key outcomesBuilding Services had its first Pi Report Back session on 26 August 2016. Building Services committed to complete outstanding mapping tasks within the specified timelines and to pursue identified quick wins prior to the final feedback session on 10 October 2016 as agreed with the CEO.Implemented Customer Relationship Management System (CRM) in August. All staff are trained and familiar with the workflows and processes.

Local Laws

Key outcomesNew Parking Permit Policy was adopted by Council to provide a structure framework for access to parking permits by residents, traders and tradespersons.CRM was implemented and complemented by a structured support framework provided by Local Laws and the CRM/BC1 Teams.Reviewed traders and temporary parking permits to produce a more standardised format with higher visibility and clarity for all users.Implemented a documented framework for the processing and determination of infringement reviews to deliver a more accountable and robust process.Implemented a new abandoned vehicle program.Established partnership with Swinburne University to facilitate work placement program for students.

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Statutory Planning

Key outcomesCouncil resolved to make a new Tree Protection Local Law on 22 August. Undertook a major review of officer delegations from Council in respect to matters set out in the Planning and Environment Act. Council resolved to make the changes recommended at the Council meeting on 22 August.Reviewed the State Government's draft Better Apartment Design Standards and assisted with the reporting and prepared the Council's submission.Continued to make progress in respect to the Boroondara Customer First Program (BC1) during the quarter. Mapping of all Statutory Planning processes is almost complete. CRM was introduced into Statutory Planning in September and preparations have been made for the introduction of Objective document management system, including transforming from property to application based files.

Strategic Planning

Key outcomesGazetted Amendment C208 (Various heritage properties other than Whitlam house), Amendment C214 (Anomalies) and Amendment C255 (Commercial Corridor Discretionary Controls). Exhibited Amendment C236 (Precinct 24 Heritage) and Amendment C245 (Precinct 74 Res Zone).

1.3 Communications and Customer Experience

Communications and Customer Experience outcomes for the first quarter of 2016-17include:

Key outcomesSupported the rollout of CRM by processing incoming correspondence into CRM. Approximately 1200 emails and letters are input into CRM every week.Created an engagement and marketing approach for the Boroondara Community Plan. Continued production of the 2015-16 Annual Report and companion documentFacilitated consultation on Highfield Reserve on a plan to light the playing surface for training. Over 800 residents were informed about the plan and the responses received were supportive. The project will now proceed to secure funds through internal and external funding sources.

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Community Development

Community Development outcomes for the first quarter of 2016-17 include:

Arts and Cultural Services

Key outcomesThis year Hawthorn Arts Centre and Kew Court House have embarked on some new programs to showcase these venues. In late July, both venues participated in Open House Melbourne for the first time. With more than 140 buildings providing patrons with the opportunity to explore public spaces, both days were well attended with assistance provided from the Hawthorn and Kew Historical Societies to enrich the experience.In September, Hawthorn Arts Centre hosted Melbourne Fringe Festival in The Basement. Over a two week period, events ran during the day for children’s entertainment and each evening for adults, featuring three performances each night. The Louis Kahan: Art, Theatre and Fashion exhibition launch held in the Town Hall Gallery on Saturday 27 August had over 200 attendees. The Walk and Talk program lead by exhibition co-curator Laura Jocic provided insight into the exhibition. This event held just prior to the launch was fully booked and a further session was held during the exhibition period due to demand.Received funding from Victorian Government Multicultural Festivals and Events Program Round Two 2015-16. Awarded a grant of $5K, these funds have assisted Boroondara to showcase the benefits of multiculturalism within our community with three events delivered at Kew Court House in July.

Community Planning and Development

Key outcomesPartnered with Servants Community Housing to hold an exhibition of images and stories of local residents experiencing homelessness to mark Homelessness Prevention Week. The exhibition ran from 1 July to 7 August, in the Camberwell Corridor Gallery. The Boroondara Neighbourhood Watch (NHW) in partnership with Council, hosted an awards and brand re-launch night in August. The event was well attended by 80 local residents to acknowledge and celebrate the volunteers who have dedicated their time to keeping the Boroondara community safe. Council was one of top four state finalists for the Local Government Heart Foundation awards. The Awards recognise and showcase Councils’ work to improve heart health through building a sense of community.In August 2016, Community Planning and Development staff visited 12 of the 18 Registered Rooming Houses (RRH) in Boroondara to strengthen ongoing relationships with the operators to support them in considering the health, wellbeing, safety and inclusion of their tenants now and into the future.

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Family, Youth and Recreation

Key outcomesThe School Focused Youth Services program held their annual conference onFriday 12 August 2016 for primary, secondary school staff and youth, health and community professionals. The conference offered 8 diverse workshops on topics including autism, sleep, parenting and digital communication and was attended by 210 school and agency staff.The annual Early Years Conference was held on 23 July 2016. Delegates participated in a range of professional development opportunities throughout the day. In August, the Kew Traffic School was officially re-opened following extensive renewal works that were undertaken during June and July. The renewal works included installing new roads, paths and pedestrian crossings in a reconfigured layout.

Health, Active Ageing and Disability Services

Key outcomesThe Australian Government Aged Care reforms began on 1 July 2016. As a result, Council is now delivering services under the Commonwealth Home Support Programme and is registered with My Aged Care.Introduced online renewals and online payments for the renewal of business registrations.Held the first Food Safety Support Group session in August. Proprietors were emailed invitations and the response was overwhelmingly positive.Undertaken a number of successful Food Act 1984 and Public Health and Wellbeing Act 2008 prosecutions.

Library Services

Key outcomesParticipated in the Regional Libraries Syndicate Community Survey. The Syndicate included six other Victorian Metro Library Services, four Victorian Regional Library Services and the ACT Library Service. The results were positive with a corresponding mean rating of 8.51 [out of 10] which was slightly higher than the Total Syndicate and Total Metro means. It was positive to see that 71% of respondents were likely to recommend their library to others. Areas for improvement in performance include parking as well as range and quality of downloadable eBooks.Commenced a review in regards to seven key Information Technology areas that are critical to the way Boroondara Library Service operates and the service it delivers to members and visitors. Recommendations for improvement and upgrades to technology will form the basis of budget bids for 2017-18 and beyond.Upgraded all Wi-Fi connections at all library branches upgraded providingimproved Wi-Fi performance, download speed and stability for library members and visitors. Developed conditions of entry to the libraries with posters displayed at all libraries.

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1.5 Corporate Services

Corporate Services outcomes for the first quarter of 2016-17 include:

Commercial and Property Services

Key outcomesPrepared agenda papers and reports for the August Audit Committee Meeting together with a subsequent report to Council.Completed and progressed assessments and a number of Council reports regarding the discontinuance and sale of unused right of ways.Finalised a number of public tenders and progressed to the contract award phase.Progressed matters pertaining to new leases at the Camberwell Fresh Food Market.Commenced delivery of Council's Internal Audit Plan for 2016-17.Completed implementation of the on-line land information certificate application process.

Economic Development

Key outcomesCouncil adopted the new Economic Development and Tourism Strategy 2016-21at the Council meeting on 22 August 2016. The Strategy identifies areas of growth, change and opportunity to provide an ‘economic blueprint’ for the City of the next five years.In support of local shopping centres and businesses, and reflecting a Customer First approach to service delivery, the Economic Development department developed a new training concept to offer practical visual merchandising sessions that can be held within a business in Boroondara at a time of their choice. The on demand format is conducted by a visual merchandising expert and covers tips and tricks of the trade including “hands on” sessions where a number of participants can try making displays. The sessions can cater for up to 10business owners in a precinct at one time. This is the first of a range of on demand workshops the team is trialling.Submission of a Mainstreet Australia Awards 2016 award nomination for “The Boroondara Pocket Book - An Insider’s Guide to Melbourne’s East” highlighting the outstanding partnership between Council and Boroondara trader associations.

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Finance and Corporate Planning

Key outcomesSubmitted the 2015-16 Annual Report to the Minister for Local Government. Updated the Long Term Financial Strategy to reflect changes resulting from the completion of end of financial year accounts and the September Amended Budget.Completed and submitted the Local Government indicators to Local Government Victoria on 23 September. Received a clear audit opinion for the June 2016 Financial Statements.

Information Technology

Key outcomesCompleted a further three releases of the CRM system in the last quarter. This has substantially increased the number of users now using CRM. The Property & Rating System was upgraded and three additional online payment types were made available through the eProperty system. All 25 payment types are now available through this system. Completed the rollout of the SharePoint based wiki functions to Statutory and Strategic Planning departments completing these iThink initiatives. This provides FAQ functionality to these departments in an online environment.

People, Culture and Development

Key outcomesFocused on introducing and embedding new PCD structure and operating model.Deliverables achieved have included launch of e-recruitment system and Employee Engagement Survey Action Plan and commencement of change methodology

Corporate Solicitor

Key outcomesThe Legal Services team has dealt with a number of internal and external matters requiring advice or referrals. All matters were dealt within a timely manner. 27 files were closed this quarter. Council continues to provide support to the Monash University high achievers Law program filling the paralegal position from this program.

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1.6 Environment and Infrastructure

Environment and Infrastructure outcomes for the first quarter of 2016-17 include:

Asset Management

Key outcomesProgressed discussions with IT for self-management of GIS Data.Participated in the Boroondara Sustainability Festival to highlight drainage issues and the benefits of stormwater detention systems and permeable surfaces.

Environment and Sustainable Living

Key outcomesSustainable Living Festival held on Saturday 17 September in conjunction with the Boroondara Farmers Market.Our Low Carbon Future Strategy - Action Plan Update 2017 - 2020 was endorsed by Council on 12 September.Sustainable Council Buildings Policy (2016) was endorsed by Council on 12 September.Coordinated a Council report recommending in principle support for the Resilient Melbourne Strategy.Community consultation on streetscape improvement at Glenferrie Hill, Fordham Village, Peate Avenue and Church St Shopping Centres undertaken as part of the Shopping Centre Improvement Plan. Living for Our Future workshops held on solar PV and water wise gardening.Community consultation undertaken on the Earl Street Community Garden proposal.

Parks and Infrastructure

Key outcomes

Infrastructure ServicesCommenced collection of waste from the Station Street Camberwell carpark compounds by the in-house waste team. Traders are billed for participation in this centralised waste collection scheme. Commenced project to transition Facilities Maintenance to mobile computing to enable real-time entry of and access to data.Amalgamated Parks Assets and Road Related Asset Maintenance Teams to better align the structure of service delivery to the community.

Clayton Landfill performance

30 September 2016 Actual Budget Variance %Variance

Income $116,041 $93,600 $22,441 24%

Expenditure $610,793 $553,246 ($57,547) -10%

Net Loss ($494,752) ($459,646) ($35,106) -8%

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Parks and GardensPlanted 500 street trees as part of the 2016 program of 1,000 trees.Completed community consultation on the Camberwell Sports Ground oval fence and delivered the project during the quarter.Completed sportsground lighting at Myrtle Park East, Willsmere Reserve and Gordon Barnard East.Completed community consultation for sports lighting proposal at Highfield Park north oval.Conducted a sports club forum for forthcoming summer season.

Projects and Strategy

Key outcomes Officially opened the Boroondara Sport Complex extension on 30 July 2016.Awarded contracts for construction of the North East Community Hub and Balwyn Library developments.

Traffic and Transport

Key outcomesProgressed development of the draft Parking Management and Traffic Management policies.Progressed development of the draft Road Safety Strategy.Improved safety around Camberwell Primary School - new path, gate closed at car park, parking changes.

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Completed 100%

In progress 26-50%

In progress 1-25%

Strong and engaged communities 1 2 16Sustainable environment 1 1 2Enhanced amenity 1 0 12Quality facilities and assets 0 2 4Responsible management 3 2 9Total 6 7 43

Theme

2.0 Summary of Commitment status

The Annual Plan 2016-17 contains 56 Commitments and 32 Strategic Indicators. The table below depicts the progress of Annual Plan Commitments during the quarter. Achievements of Commitments and Strategic Indicators are detailed in the following pages.

Status

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Council Plan Performance

2.1 Theme 1: Strong and engaged communities

01 Communications and engagement

Commitments Status Comment Against Action Plans Responsible Department

Commitment 1.2 Deliver on community expectations for community and engagement by implementing year one actions identified in the Communications Channel Strategy. (Leader Communications Strategy and Performance)

In Progress( 25% )

Communications Channel strategy will be presented to ELT in October and then to the new Council following induction. Implementation of actions will commence following the approval of the strategy.

Communications and Customer Experience

Commitment 1.3 Deliver high quality, effective engagement and customer responsiveness in an increasingly digital world by developing a communications and customer responsiveness service model and three year workforce plan.

In Progress( 25% )

Project scoped. Communications and Customer Experience

Major Initiative 1.1 Improve Council's capacity to better meet community needs by engaging the community to help determine capital works priorities for unallocated funds for capital projects, through a participatory budget program.

In Progress( 25% )

This initiative has been incorporated into the Boroondara Community Plan (BCP). Community priorities articulated through the BCP process will inform planning for unallocated funds for capital projects.


Section 2 Council Plan Performance

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02 Community inclusion


Commitment 2.2 Investigate short term volunteering opportunities in the City of Boroondara, and develop a pilot project, to increase opportunities for residents to contribute to community life.

In Progress( 10% )

Initial research with volunteer-involving organisations at the September Network Meeting highlighted the value of utilising online platforms to initiate recruitment and induction processes.Boroondara Volunteer Resource Centre (BVRC) has developed new online forms and digital content to streamline the request pathway for organisations seeking volunteers. This new pathway will enable development of a series of more flexible opportunities, as part of the pilot project.


Major initiative 2.1 Plan for the health and wellbeing needs of the community by undertaking the public consultation for the development of the draft Boroondara Public Health and Wellbeing Plan 2017-21.

In Progress( 35% )

A number of key milestones have been achieved for the public consultation for the redevelopment of the Boroondara Public Health and Wellbeing Plan (BPHWP): - A Draft Foundation Paper has been developed to fulfill Council's legislative obligations to the Department of Health and Human Services. - The research method, which underpins the consultation for the plan has been developed. - A Draft Communications and Engagement plan for the consultation has been developed. This will guide how we consult the community.

A report will be presented to the new Council on the 14 November detailing an overview of the proposed new framework, research methodology, communication and engagement and marketing plans for discussion and endorsement.



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03 Local business


Commitment 3.1 Encourage community support of local businesses by continuing to enhance the Buy Local campaign for Boroondara, through participation in the Destination Melbourne Partnership Program, mixed media promotions and championing www.boroondara.life.com.au.

In Progress( 25% )

Council prepared and submitted material for inclusion in the Spring edition of the Destination Melbourne publication titled 'Melbourne's Official Visitors Guide' - Spring edition.

Council continues to promote a range of local businesses and community events on www.boroondaralife.com.au .


Commitment 3.2 Improve the vitality of the City's shopping centres and support a festive community spirit by implementing the fourth year actions of the Christmas in Boroondara Program.

In Progress( 25% )

Council held a community information session in August 2016 regarding the Christmas in Boroondara program. The purpose of the session was to give the community the opportunity to understand what Council is proposing and seek the community's feedback on what is proposed. Plans are well underway for implementation of the Christmas in Boroondara program with installation of decorations due to commence in early November 2016.


04 Families and young people


Commitment 4.1 Establish a database of physical activity opportunities for older adults and promote to the community through a range of channels tailored to the communication preferences of older adults.

In Progress( 10% )

Early discussions with Health Active Ageing and Disability Services and Communication and Engagement have taken place to consider an approach to deliver this action.



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04 Families and young people


Commitment 4.2 Increase the accessibility of facilities for families and young people by investigating an appropriate location to develop a skate and BMX facility in the northern part of the City.

In Progress( 20% )

Initial scoping exercise underway to inform the future selection of an appropriate location.


Commitment 4.3 Strengthen a coordinated service system for young people by facilitating a Youth Providers Conference.

In Progress( 25% )

Benchmarking undertaken with service providers to determine times, days and topics of interest for professional development.


Commitment 4.4 Identify program, forum and partnership opportunities for children, young people and their families which promote health and wellbeing.

In Progress( 50% )

Information sessions for parents of young people have been scheduled. These include 'Play it Safe' and 'Tuning into Teens' which will be offered in Quarter 2. A range of forums for parents have also been planned.



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05 Health, ageing and disability


Commitment 5.1 Advocate for the needs of people with a disability in Boroondara by implementing the year three actions in the Metro Access Community Building Plan.

In Progress( 25% )

Council has completed the following year 3 actions in the Metro Access Community Building Plan 2014-16:• Transition to the National Disability Insurance Scheme (NDIS) information session held on Wednesday 7 September attended by 60+ people.• 'Imagine Better - Understanding the NDIS process' workshop held for carers. This workshop was attended by 30 carers from local community who received practical tools, advice and techniques in the NDIS planning phase.• The enabling women mentoring program undertaken in partnership with Women with Disabilities Victoria and key stakeholders is a 5 week Leadership program for women with disabilities in the Eastern Region. • The Building Inclusive Communities program supports and partners with Guide Dogs Victoria delivered a program which includes Live Safe, Travel Smart program for people with vision impairment on safe commuting, personal safety, and self-defence, independent mobility and access to the built environment.



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05 Health, ageing and disability


Commitment 5.2 Create stronger communities and foster intergenerational contact by implementing the year three actions of the Creating an Age-friendly Boroondara Strategy to promote active ageing of older residents.

In Progress( 25% )

Council has become a partner in the Swinburne University 'My Future Self Living Lab'. The Living Lab brings together academics, business people, entrepreneurs and residents to develop innovative solutions for the issues and aspirations of older people.

In accordance with the University of the Third Age (U3A) and Seniors Groups Plan, Council has completed the renewal of the home base of U3A Hawthorn and redeveloped part of a facility for the Boroondara Stroke Support Group to run its program.

Research and planning is underway to identify 2017 actions for the Creating an Age-friendly Boroondara Strategy 2014-19.


06 Library services


Commitment 6.2 Continue to provide quality library services for the community through the provision of temporary Branch Library Services during the redevelopment works at the Balwyn Library.

In Progress( 25% )

Plans for the temporary Branch Library Services have been finalised. Preparation for the move to the temporary location is well underway. A recent Occupational Health and Safety (OHS) audit of Balwyn Library has been undertaken to ensure staff and resident health, safety and wellbeing.

Library Services

Major initiative 6.1 Address the changing needs of the community by implementing the agreed 2016-17 outcomes from the library services opening hours review.

Completed( 100% )

All libraries are now open 1pm to 5pm on Sundays.Camberwell Library is now open until 6pm, Tuesday to Friday.Community feedback received to date has been very positive.

Library Services


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07 Arts and culture


Commitment 7.1 Enhance arts and cultural program delivery through the installation of acoustic treatment in the Community Arts Space at the Hawthorn Arts Centre to minimise noise transference during events.

In Progress( 25% )

With the assistance of Projects and Strategy, planning for this rectification works has commenced. Proposed solutions have been sourced and request for quotations is well advanced.


Commitment 7.2 Strengthen relationships with local school communities to increase the reach of arts and cultural experiences, foster long term appreciation and ongoing involvement in young people.

In Progress( 25% )

Opportunities to strengthen the relationships that exist with our school community continue to be explored. Initiatives being considered include support for the secondary school visual art students.

In partnership with Swinburne University a successful evening of star gazing was held in conjunction with the Town Hall Gallery exhibition 'Imagined Worlds' on Wednesday 20 July.The Town Hall Gallery team partnered with three PhD students who came along with telescopes and equipment to view stars and planets from the balcony of the Hawthorn Arts Centre. All participants were well informed of the visual display.


Commitment 7.3 Respond to community arts and cultural needs identified through the Boroondara Arts Plan by delivering the year two actions.

In Progress( 25% )

Implementation of the Boroondara Arts Plan actions is underway. The main area of focus this quarter has been the delivery of the 2016 events in our three cultural venues, Hawthorn Arts Centre, Kew Court House and Town Hall Gallery; and the planning and programming of the Boroondara Arts 2017 program. This will see annual programming in both performing and visual arts for the first time.



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07 Arts and culture


Commitment 7.4 Promote community awareness of Arts and Culture services, programs and facilities through the preparation of a strategic marketing plan to support the delivery of the Boroondara Arts Plan objectives.

In Progress( 25% )

Preparations for the development of a strategic marketing plan to support Boroondara Arts initiatives have commenced. The plan will include the holistic marketing of all participatory and passive activities and events delivered by Arts and Culture within the Hawthorn Arts Centre, Kew Court House and Town Hall Gallery, and throughout the municipality. Key focus areas will be on the development of a new Arts website integrated within the City of Boroondara website, as well as brand development, and appropriate event marketing campaigns.



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2.2 Theme 2: Sustainable environment

08 Living sustainably


Commitment 8.1 Celebrate and promote the many benefits of sustainable living by delivering the 2016 Sustainable Living Festival in conjunction with the Boroondara Farmers Market.

Completed( 100% )

The 2016 Sustainable Living Festival was successfully delivered on Saturday 17 September in conjunction with the Boroondara Farmers Market. The day was a success with many families and individuals engaging with the festival and providing positive feedback on the activities, advice, incentives and entertainment on offer. A post event evaluation report is being prepared.


Major initiative 8.2 Continue to provide and further enhance effective and efficient waste services through developing the Waste Minimisation and Recycling Strategy.

In Progress( 15% )

Commenced the review of the existing Strategy and completed an issues paper. Initial community consultation has taken placevia an online survey. A brief has been prepared for external assistance in developing the strategy, with an appointment to be made shortly.

Infrastructure Services

Major initiative 8.3 Establish an Energy Performance Contract (EPC) to reduce greenhouse gas emissions from Council's large buildings through investment in cost effective low emissions technologies and energy efficiency upgrades/retrofits.

In Progress( 20% )

An Expression of Interest (the initial stage of the contract procurement process) was published on 17 September 2016, with submissions due in October.



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2.2 Theme 2: Sustainable environment

09 Parks, gardens and natural environment


Commitment 9.1 Maintain and enhance Boroondara's significant biodiversity assets by implementing the 2016-17 actions of the Boroondara Asset Management Plan (BAMP).

In Progress( 30% )

The 2016-17 BAMP action is to create an additional 10,000m² of biodiversity sites, and to continue the renewal of existing sites.Action undertaken include: - 12 new zones identified, and renewal planning for 17 sites completed. - 29,800 tube stock ordered. - Site preparation works commenced.

Parks and Gardens


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2.3 Theme 3: Enhanced amenity

10 Land use, planning and building


Commitment 10.1 Encourage the provision of greater housing diversity whilst enhancing and protecting our community's liveability and environment through the monitoring and review of the application of the residential zones, with an emphasis on protecting neighbourhood character.

In Progress( 25% )

Review of Res Zones based on adopted 2017 work program has commenced.

Strategic Planning

Commitment 10.2 Enhance the functionality, amenity and economic viability of the City through the Camberwell Junction Structure Plan review.

Completed( 100% )

Strategic Planning

Commitment 10.3 Inform and educate the community on the regulations that apply to the construction of boundary fences and Council's jurisdiction when asked to intervene in disputes between neighbours.

In Progress( 25% )

A first draft of the brochure has been developed and circulated to relevant staff for comments.

Building Services

Commitment 10.5 Investigate and implement proactive measures to limit amenity impacts on the community arising from major constructions sites.

In Progress( 10% )

Trial ed a report which identifies the issue of building permits associated with planning permits. This will allow Planning Investigation Officers to contact Building Surveyors prior to commencement of demolition or construction to discuss particular matters addressed by planning permits.

Statutory Planning

Major initiative 10.4 Protect the City's heritage by undertaking the 2016-17 actions of a City-wide heritage assessment of all areas not currently subject to a heritage overlay in the Boroondara Planning Scheme.

In Progress( 25% )

Heritage gap study of Canterbury and Camberwell is being prepared for community consultation in 2017.

Strategic Planning


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11 Parking, traffic and transport


Commitment 11.1 Enhance community transport options by advocating for improvements to train, tram and bus service frequency and operating hours.

In Progress( 25% )

Undertaken advocacy on several issues. As part of the Chandler Highway Upgrade Project, officers have been involved in discussions with the VicRoads Project Team to seek public transport improvements along the corridor in line with Council resolution.


Commitment 11.2 Ensure appropriate responses to traffic conditions by completing the review of the Traffic Management Policy

In Progress( 25% )

Review underway and draft policy is being prepared to be presented to Council for approval to commence consultation.


Commitment 11.3 Maximise the efficiency of the community's parking facilities by completing the review of the Parking Management Policy.

In Progress( 25% )

Review underway and draft policy is being prepared to be presented to Council for approval to commence consultation.


12 Safety and amenity


Commitment 12.1 Develop recommendations to improve the level of safety for pedestrians and cyclists, using the Gardiners Creek Trail, by undertaking a safety audit.

In Progress( 25% )

Planning has taken place and the audit is scheduled to be undertaken in December 2016.


Commitment 12.3 Improve the vitality of our local strip shopping centres by delivering streetscape improvements works at Willsmere Village, Hartwell and South Camberwell Shopping Centres.

In Progress( 5% )

Design documentation complete. Implementation is planned for early in 2017.



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12 Safety and amenity


Commitment 12.4 Protect the amenity of the City by undertaking a review of the Amenity Local Law to clarify and improve its operation.

In Progress( 20% )

Research and consultation undertaken on Amenity Local Law. Local Laws

Commitment 12.5 Enhance the on-road bicycle network through infrastructure improvements, advocacy and seeking relevant funding opportunities.

In Progress( 25% )

A proposal for second generation on-road bicycle lanes for the remaining section of Glenferrie Road is underway.


Major initiative 12.2 Enhance our laneways to become vibrant places that contribute to the amenity and public realm of the City’s shopping centres by completing the 2016-17 planned works of the Camberwell Junction Laneway Pilot project.

In Progress( 5% )

Design documentation of Commerce Lane and Stanley Place is complete, with implementation planned for early in 2017.Design documentation of improvements to the remaining three laneways which are due to be implemented in 2018-19 is underway.



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2.4 Theme 4: Quality facilities and assets

13 Managing assets


Commitment 13.4 Improve the management of flooding hazards by completing flood mapping of catchment areas, which will inform future inclusion of flood affected areas in a Special Building Overlay (SBO).

In Progress( 50% )

The flood mapping is well progressed and is scheduled to be completed early in 2017.


Commitment 13.5 Implement strategies for the development and ongoing renewal of Council's assets through the update and development of asset management plans for drainage and buildings.

In Progress( 15% )

Work commenced and in progress. Asset Management

Major initiative 13.1 Create a new public space for the community by starting construction of the North East Community Hub.

In Progress( 25% )

In September 2016, the Services Special Committee on awarded the construction contract for the North East Community Hub. Construction work is scheduled to be completed in May 2018.


Major initiative 13.2 Ensure the local community has access to a contemporary library with attractive and appealing spaces to meet, read and study by starting construction for the renewal and extension of Balwyn Library.

In Progress( 25% )


Major initiative 13.3 Preserve, maintain and renew Boroondara's significant tree assets by completing the development of the Boroondara Tree Strategy.

In Progress( 10% )

Currently engaging expert assistance to help undertake consultation and strategy development. Program on track for draft strategy to be reported to Council in June 2017 for endorsement for public consultation.

Parks and Gardens


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2.4 Theme 4: Quality facilities and assets

14 Leisure and sporting facilities


Commitment 14.1 Provide high quality sporting facilities for local residents by renewing/upgrading sporting pavilions, including Camberwell United Tennis Club and Hawthorn Bowls Club.

In Progress( 30% )

Both projects under construction and will be completed before 30 June 2017.



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2.5 Theme 5: Responsible management

15 Governance


Commitment 15.2 Develop and implement a procedural framework for infringement reviews which reflects consistency with relevant legislation and offers effective guidance on process and decision making.

Completed( 100% )

The Infringement Review Framework has been developed and implemented.

Local Laws

Commitment 15.3 Following the 2016 General Election, review all Councillor specific policies to ensure currency, accuracy and relevance to the new Council.

In Progress( 25% )

A scoping exercise has commenced to identify relevant policies and potential improvements.

Governance

Major initiative 15.1 Conduct the 2016 Council Election including the development and implementation of the Councillor induction program to familiarise the newly elected Council with their roles and responsibilities, and the key issues, tasks and decisions before Council at the outset of their term.

In Progress( 40% )

An electoral service agreement was executed with the Victorian Electoral Commission (VEC) as the statutory election services provider. The voters roll was prepared during the quarter and finalised in September 2016 in accordance with the requirements of the Victorian Electoral Registrar.

The Governance Department continues to liaise closely with the VEC and the Boroondara Returning Officer regarding the conduct of the election.

Development of a transition program and the Councillor Induction Program commenced during the quarter and will be rolled out following the Declaration of the Poll on 31 October 2016.

Governance


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16 Business support


Commitment 16.1 Further enhance Council's online service delivery through the continued implementation of the Customer Relationship Management System (CRM) (Phase2) including access through mobile devices.

In Progress( 25% )

A Project Initiation Document has been developed and will be presented to Boroondara Customer First (BC1) Steering committee for endorsement on 19 October 2016. Project resourcing (Project Managers and developers) have been engaged and planning is underway for the next Customer Relationship Management (CRM) system releases to support the BC1 program including online services.


Commitment 16.2 Provide an accurate and transparent record of Council’s performance to the community through preparing the Annual Report 2015-16 and submitting to the Minister for Local Government by 30 September 2016.

Completed( 100% )

The 2015-16 Annual Report Statutory Document was prepared and submitted to the Minister for Local Government.


Commitment 16.3 Prepare the Council Plan 2017-21 in line with community priorities and statutory requirements and submit to Council for consideration by 30 June 2017.

In Progress( 10% )

The Council Plan 2017-21 development is strongly linked to the development of the Boroondara Community Plan 2017-27. A foundation paper and 'magazine' councillor resource are currently being developed to provide to Councillors at induction to enable the development of a Council Plan.


17 Customer responsiveness


Commitment 17.1 Enhance delivery of services to the community by implementing year two actions of the Customer Experience Improvement Strategy.

In Progress( 25% )

The Year 2 actions from the Customer Experience Improvement Strategy are on track and on budget. The 20 Day Pi program has been very successful. This included working with staff and customers to map and improve processes such as payments, events and understanding life stages.



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17 Customer responsiveness


Commitment 17.3 Delivery of a Pop Up Council program at community festivals and prominent community activities/locations, as voted by the community as the preferred innovation project at the 2015 Community Innovation Tournament.

In Progress( 50% )

The project has been scoped and Request for Quotation (RFQ)prepared. Responses to the RFQ are being assessed and a contract will be awarded to a consultant who will work with Council to deliver the program.


Major initiative 17.2 Re-develop the City of Boroondara website with users to deliver an improvedonline experience that is easily navigable and customer focused.

In Progress( 25% )

The tender for the re-development of the website was awarded by Council on 12 September 2016. This work will start in early October 2016 with the first stage of the new website available from end of May 2017 with the second stage being delivered at the end of 2017.External consultation with community members and customers on the new Council website's content and structure is continuing. The outputs from these workshops guide the development of the new website. The internal work on developing requirements for the suite of digital services that will be offered online has commenced; this will include external consultation with customers towards the end of 2016.



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18 People support and development


Commitment 18.1 Enhance staff members' service capabilities by investigating future leadership development and corporate learning opportunities in line with the Boroondara Customer First program and other organisational priorities.

In Progress( 20% )

Needs analysis and research into potential providers underway.

People Culture and Development

19 Financial management


Commitment 19.1 Ensure Council operates within a financially sustainable framework through preparation of the Annual Budget 2017-18 and Strategic Resource Plan in line with statutory requirements and submit for consideration by Council by 30 June 2017.

In Progress( 20% )

The Long Term Financial Strategy is currently being rolled forward to the 2017-18 year in preparation for Budget development.


Commitment 19.2 Maintain sound financial practices by completion of the Annual Financial Statements for the year ended 30 June 2016 and receive audit clearance by the legislative time frame of 30 September each year.

Completed( 100% )

A clear audit opinion was received for the June 2016 Financial Statements.



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20 Risk management


Commitment 20.1 Develop appropriate responses to risks facing Council by delivering the 2016-17 actions identified in the Occupational Health and Safety Strategy.

In Progress( 15% )

Actions underway as per plan. People Culture and Development

Commitment 20.2 Prepare a three year Strategic Internal Audit Plan for consideration by the Audit Committee and adoption by Council, giving consideration to identified strategic risks, good corporate governance and sound financial management.

In Progress( 5% )

To be presented to Audit Committee in May 2017. Commercial and Property Services


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2.6 2015-16 Annual Plan Commitments

2015-16 Annual Plan Commitments


2015-16 Commitment 12.1 Improve public safety and access at the Camberwell Sportsground by undertaking works to improve lighting, seating and disability access.

Completed( 100% )

Implementation of works completed. Environment and Sustainable Living

2015-16 Commitment 18.1 Continue to build capabilities of staff by furthering the implementation of the Human Resources Information System with a focus on performance management and electronic learning.

In Progress( 30% )

Project planning for 2017 implementation underway People Culture and Development

2015-16 Major initiative 16.3 Enhance responsiveness to residents by implementation of the Customer Relationship Management System and replacing the Electronic Records Management System

In Progress( 70% )

The production build of the Objective Document Management System has commenced and is scheduled for implementation in October 2016.

Development of new CRM workflows for the CRM roll out to Commercial and Property Services, Local Laws, Strategic Planning, Health Active Ageing and Disability Services and Asset Management and Infrastructure Services has commenced. Consultations with Environment and Sustainable Living, Local Laws, Building, Planning and Corporate Services are continuing. Individual department schedules for analysis and development work have been developed with the Senior Leadership Team.



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Council Plan Performance

2.7 Strategic Indicatorshemes with quarterly performance measures appear in the following table. Strategic Indicators that have not hieved target or generated a large positive variance are listed with an explanation of the performance.

Please note a "Tick ( )" is used to highlight where the year to date target has been achieved.

Strategic Indicators YTD ANNUAL

Actual Target Target

Strong and engaged communities

Development of all Council policies, strategies and plans are informed by the assessment of community needs.

100% 100% 100%

Number of members of the Boroondara Business Network. 2,201 475 1,900

Number of community events programmed by Arts and Culture. 26 22 85

Number of young people attending Youth Services programs or services. 917 875 3,500

Overall participation in library services (includes loans, returns, visits, program attendances, e-books and audio loans, enquiries, reservations, wi-fi and virtual visits).

1,627,131 1,125,000 4.250,000

Percentage of Boroondara residents who are active borrowers. 30% 28% 28%

Percentage of users satisfied with training and support initiatives for local business.

80% 80% 80%

Percentage of clients satisfied with Home and Community Care (HACC) services.

94% 92% 92%

Percentage satisfaction of hire facilities for events at the Kew Court House.

90% 92% 92%

Comment: The result is slightly below target due to delayed access for one hirer of the venue. All events have received strong feedback.

Enhanced amenity

Percentage of planning applications processed within 60 days. 84% 75% 75%

Percentage of building permits approved within 30 days. 100% 95% 95%

Percentage of graffiti removed from Council owned assets within 48 hours of notification.

95% 95% 95%

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Strategic Indicators YTD ANNUAL

Actual Target Target

Quality facilities and assets

Number of proactive strip shopping centre maintenance inspections completed.

65 38 150

Percentage completion of six-monthly defect inspections on Council roads and footpaths in higher risk locations.

100% 99% 99%

Responsible management

Average time callers wait before their call is answered. 55 seconds <45 Seconds <45 Seconds

Comment: Multiple Customer Relationship Management (CRM) releases during the quarter contributed to longer call lengths while staff needed to adjust to the changes.

Percentage of Freedom of Information Requests responded to within prescribed timeframes.

100% 100% 100%

Percentage completion of Audit Committee annual plan. 29% 25% 100%

Percentage of electronic document management action requests completed within Service Charter timeframes.

92% 92% 92%

Note: There are an additional 14 Strategic Indicators which will be reported annually at 30 June 2017.

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Section 3 - Financial and performance statements

3. Financial and performance statements

3.1 Income statement


YTD ACTUAL

YTDSEPTEMBER

BUDGETYTD

VARIANCEYTD

VARIANCE

ANNUALSEPTEMBER

AMENDEDBUDGET

(1) (2) (1) - (2) (3)$'000s $'000s $'000s $'000s % $'000s

Recurrent incomeRates and charges 166,223 166,091 166,222 (131) 0% 166,621Statutory fees and fines 13,086 3,797 3,471 326 9% 13,146User fees 14,285 2,869 3,066 (197) -6% 14,329Grants - operating 13,803 4,381 4,308 73 2% 13,836Contributions - cash 2,260 1,956 1,939 17 1% 3,460Rental income 2,869 476 583 (107) -18% 2,676Other income 2,154 780 555 225 41% 2,216Interest 2,330 656 517 139 27% 2,370Total recurrent income 217,010 181,006 180,661 345 0% 218,654

Recurrent expenditureEmployee costs 79,513 18,899 19,682 783 4% 80,230Materials and services 53,002 12,697 13,182 485 4% 53,029Bad and doubtful debts 1,119 7 11 4 36% 1,119Depreciation and amortisation 32,391 8,042 8,042 - 0% 32,182Finance costs 2,534 653 653 - 0% 2,534Other expenses 11,190 2,940 2,899 (41) -1% 11,260Total recurrent expenditure 179,749 43,238 44,469 1,231 3% 180,354

Net recurrent operating surplus 37,261 137,768 136,192 1,576 1% 38,300

Non-recurrent incomePriority projects income 150 113 126 (13) -10% 494Capital works income 1,545 56 16 40 250% 1,536Total non-recurrent income 1,695 169 142 27 19% 2,030

Non-recurrent expenditurePriority projects expenditure 9,350 1,521 1,770 249 14% 15,422Total non-recurrent expenditure 9,350 1,521 1,770 249 14% 15,422

Net non recurrent operating surplus (deficit) (7,655) (1,352) (1,628) 276 -17% (13,392)

Net gain (loss) on disposal of property, infrastructure, plant and equipment (3,000) 3 - 3 100% (3,000)

Surplus for the year 1 26,606 136,419 134,564 1,855 1% 21,908

Note: All numbers are rounded to the nearest thousand.

1. The year to date surplus result of $136.42 million is due to the striking of full year annual rates. The favourable 1% variance in the budgeted surplus is primarily due to timing differences. The surplus result will reduce over the course of the year as Council delivers services to the community.

Refer to Section 3.5 Overview for details on Council's financial performance.

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3.2 Income statement by directorate


YTD ACTUAL

YTDSEPTEMBER

BUDGETYTD

VARIANCEYTD

VARIANCE

ANNUALSEPTEMBER

AMENDEDBUDGET

(1) (2) (1) - (2)$'000s $'000s $'000s $'000s % $'000s

IncomeRates and waste charges * 165,191 164,749 164,831 (82) 0% 165,531Environment and Infrastructure 5,465 1,261 1,205 56 5% 5,493Community Development 15,871 4,609 4,613 (4) 0% 15,770City Planning 17,493 4,534 4,240 294 7% 17,569Corporate Services 4,420 2,078 2,121 (43) -2% 4,427CEO's Office 21 2 5 (3) -60% 21Communications & Customer Experience - - - - 0% -

Total income 208,461 177,233 177,015 218 0% 208,811

ExpenditureEnvironment and Infrastructure 56,619 12,491 13,156 665 5% 56,716Community Development 34,339 8,153 8,304 151 2% 34,453City Planning 19,027 4,291 4,543 252 6% 19,027Corporate Services 23,033 7,350 7,282 (68) -1% 22,972CEO's Office 3,828 977 1,107 130 12% 3,861Communications & Customer Experience 4,409 1,118 1,174 56 5% 4,604Depreciation and amortisation 32,391 8,042 8,042 - 0% 32,182

Total expenditure 173,646 42,422 43,608 1,186 3% 173,815

Net non departmental ** 2,446 2,957 2,785 (172) -6% 3,304Net loss on disposal of property, infrastructure, plant and equipment

(3,000) 3 - (3) 100% (3,000)

Capital income 1,545 56 16 40 250% 1,536Net priority projects (9,200) (1,408) (1,644) 262 -16% (14,928)

Surplus for the year 26,606 136,419 134,564 1,855 1% 21,908

* Rate income includes interest on rates but excludes special rates which are included under the Corporate Services Directorate.** Non departmental includes - Victoria Grants Commission funding, finance costs, interest on investments, open space developers contributions.


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3.3 Balance Sheet

30 Sep 2016 30 Jun 2016 30 Sep 2015

$'000 $'000 $'000

Current assets

Cash and cash equivalents 1 115,393 38,211 91,420

Other financial assets 1 - 56,500 -Trade and other receivables 121,346 11,201 121,282Prepayments 731 1,293 548Total current assets 237,470 107,205 213,250

Non-current assetsTrade and other receivables 27 27 60Financial assets 4 4 4Property, plant and equipment, infrastructure 3,300,603 3,303,521 2,719,905Intangible assets 739 739 269Investment property 8,713 8,713 9,278Total non-current assets 3,310,086 3,313,004 2,729,516Total assets 3,547,556 3,420,209 2,942,766

Current liabilitiesTrade and other payables 7,462 21,381 10,326Interest-bearing loans and borrowings 3,357 4,049 3,068Provisions 15,292 15,274 15,109Trust funds and deposits 8,757 3,204 6,111Prepaid income 71 103 56Total current liabilities 34,939 44,011 34,670

Non-current liabilitiesProvisions 1,986 1,986 2,003Interest-bearing loans and borrowings 48,948 48,948 52,997Investments in associates 739 739 1,264Total non-current liabilities 51,673 51,673 56,264Total liabilities 86,612 95,684 90,934

Net assets 3,460,944 3,324,525 2,851,832

EquityAccumulated surplus 977,300 844,634 935,166Asset revaluation reserve 2,471,233 2,471,233 1,908,058

Reserves 2 12,411 8,658 8,608Total equity 3,460,944 3,324,525 2,851,832

Working capital ratio 6.80


1 Cash reflects balances in the general ledger not actual bank account balances.

2 Reserve funds comprise of Strategic Acquisition Fund ($434,000), Open Space Development Fund ($7.69 million), Defined Benefits Superannuation future call up reserve ($4.00 million) and Drainage reserve ($283,000).

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3.4 Cash Flow Statement


YTDACTUAL

YTDANNUAL

ORIGINAL BUDGET

YTDVARIANCE

(unfav)

ANNUAL SEPTEMBER

AMENDEDBUDGET

(1) (2) (1) - (2)$'000 $'000 $'000 $'000 $'000

Cash flows from operating activities

Rates and waste charges 1 166,123 56,254 54,984 1,270 166,521Statutory fees and fines 11,917 3,357 3,459 (102) 12,077

User charges and other fines 2 15,879 2,723 3,373 (650) 15,927

Grants - operating 3 14,755 4,282 4,731 (449) 14,957Grants - capital 1,545 10 16 (6) 1,506Contributions - monetary 2,260 2,036 1,939 97 3,490Interest received 2,330 671 516 155 2,370Other receipts 5,525 1,255 1,289 (34) 5,591Net GST refund 9,740 3,348 2,265 1,083 9,785

Trust funds and deposits taken 4 99 5,553 - 5,553 85

Employee costs 5 (81,563) (20,940) (21,705) 765 (82,094)Materials and services (68,311) (19,747) (20,054) 307 (75,879)Other payments (12,189) (3,202) (3,152) (50) (12,254)Net cash provided by operating activities 68,110 35,599 27,661 7,938 62,082

Cash flows from investing activities

Payments for property, infrastructure, plant and equipment 6 (59,745) (13,892) (13,393) (499) (51,793)Proceeds from sale of property, plant and equipment - 3 - 3 -Payments of loans and advances - 4 - 4 -Net cash used in investing activities (59,745) (13,885) (13,393) (492) (51,793)

Cash flows from financing activitiesFinance costs (2,534) (340) (348) 8 (2,534)Repayment of borrowings (4,049) (692) (692) - (4,049)Net cash provided by (used in) financing activities (6,583) (1,032) (1,040) 8 (6,583)

Net increase (decrease) in cash and cash equivalents 1,782 20,682 13,228 7,454 3,706Cash and cash equivalents at beginning of year 83,836 94,711 94,711 - 94,711Cash and cash equivalents at end of year 85,618 115,393 107,939 7,454 98,417

YEAR TO DATE


1. Rates and waste charges are higher than budget due to timing and a higher collection rate (33.61%) than anticipated (33%).

2. Lower than budgeted user charges and other receipts from customers of ($650,000) due to the timing and settlement of debtors.

3. Lower than budgeted operating grants received ($449,000) due to timing being ahead of planned budget phasing.

4. Trust funds and deposits includes the fire services property levy received which relates to the timing of fire services property levy and levy interest amounts received and subsequently remitted to the State Revenue Office (SRO) which are to be made in four payments in accordance with Section 41(1) of the FSPL Act. An instalment is due and payable to the Commissioner of State Revenue 28 days after the due date of rates instalments. Levy monies are to be remitted to the SRO by the following dates each financial year - 28 October; 28 December; 28 March; and 28 June.

5. Employee costs are $765,000 lower than budgeted primarily due to department restructures and staff vacancies across the organisation.

6. Payments for property, plant and equipment differs from that presented in the capital works statement due to settlement of the 30 June 2016 creditors. Works delivered in the 2015-16 financial year have previously been brought to account and accrued against the 2015-16 capital works statement.

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44

3.5 Overview

Council's financial performance for the period ended 30 September 2016.

The annual budget referred to in this report reflects the September Amended Budget approved by Council on 12 September 2016.

Operating budget The year to date net operating surplus of $136.42 million is $1.86 million or 1% above the September Amended Budget surplus of $134.56 million. The favourable 1% variance in the budgeted surplus is primarily due to timing differences and expected for this time of year. Funds will be expended throughout the year as budgeted by Council.

Year to date total recurrent and non-recurrent income is $372,000 ($345,000 + $27,000) above budget while year to date total recurrent and non-recurrent expenditure is $1.48 million ($1.23 million + $249,000) below budget.

The following table only includes explanations on major income and expenditure line variances over $75K against the year to date budget.

Year to date actual vs. year to date budget variations

Income

Income line Expected variance

(P)ermanent (T)iming

Explanation Year to date actual vs year to date budget

variations

Rates and charges(includingwaste)($131,000)

TLower than budgeted income:

($131,000) - general rates and charges.

Statutory fees and fines$326,000

T

T

Higher than budgeted income: $131,000 - parking management - primarily in fines income.$81,000 - Perin court charges - infringement income.

User Fees ($197,000) T

Lower than budgeted income: ($78,000) - service fees and charges - primarily in Health, Active Ageing and Disability.

Note: Only variances greater than $75,000 have been explained. In addition to the above, the higher than budgeted variance includes other minor favourable variances across a number of line items.

Rentalincome($107,000)

TLower than budgeted income:

($107,000) - lease income - primarily in Hawthorn Arts Centre, Camberwell Fresh Food Market and Leasing.




Income

Income lineExpected variance

(P)ermanent(T)iming

ExplanationYear to date actual vs year to date budget

variations

Other income$225,000

TT

Higher than budgeted income:$72,000 - traffic road closure income.$77,000 - right of ways income.

Interest$139,000 T

Higher than budgeted income:$98,000 - interest on investments.

Expenditure

Expense line

Expected variance

(P)ermanent(T)iming

ExplanationYear to date actual vs year to date budget

variations

Employee costs$783,000

T

T

T

Lower than budgeted expenditure:$1.44 million - salaries and associated costs primarily due to staff vacancies across the organisation.

Partially offset by higher expenditure:($268,000) - overtime, casuals and relievers filling vacancies across the organisation.($450,000) - temporary staff filling vacancies across the organisation.

Materials andservices$485,000

TTT

T

T

T

T

Lower than budgeted expenditure: $105,000 - legal fees.$68,000 - plumbing services.$67,000 - telephone/fax/internet, primarily in Information Technology.$61,000 - electricity expense.

Offset by higher than budgeted expenditure:($91,000) - on-line subscriptions ahead of planned budget phasing, primarily in Library Services.($71,000) - computer hardware maintenance contracts.($68,000) - green waste collection expense.

Note: Only significant variances have been explained. In addition to the above, the lower than budgeted variance includes other minor favourable variances across a number of account line items primarily due to timing.

45




Balance Sheet and Cash Flow Statement

Cash and investment holdings are $115.39 million as at 30 September 2016 which has increased by $20.68 million from June 2016.

Total cash and investment holdings are $7.45 million higher than year to date budget primarily due to:

Higher than budgeted rates and charges of $1.27 million due to timing and higher collection rate (33.61%) than anticipated (33%).Fire services property levies received of $5.94 million. Council collects the fireservice property levy on behalf of the State Government and remits the levies to the State Revenue Office in four payments in accordance with Section 41(1) of Fire Services Property Levy Act (FSPL). This item is not provided for in the Annual Budget as all monies received during the financial year are forwarded on to the State Revenue Office. The accounting treatment is in accordance with that approved by the Victorian Auditor-General’s Office.Employee costs are $765,000 lower than budgeted primarily due to department restructures and staff vacancies across the organisation.

Partially offset by:Lower than budgeted user charges and other receipts from customers of ($650,000) due to the timing and settlement of debtors.Operating grants are lower than budgeted ($449,000) due to timing being ahead of planned budget phasing.Higher payments for property, infrastructure, plant and equipment of ($499,000) due to timing of cash outflows relating to the capital works program.

The Balance Sheet as at 30 September 2016 indicates a satisfactory result with total current assets of $237.47 million and total current liabilities of $34.94 million (working capital of 6.80 to 1) depicts a satisfactory financial position.

The working capital ratio of 6.80 to 1 (includes $715,000 cash contingency for emergency response works and reserve funds of $12.41 million) reflects the increase in current debtors resulting from the striking of the rates which will diminish over the course of the year as Council funds its operating programs and capital works. The rate debt will be repaid over the remainder of the financial year in accordance with the payment options chosen by ratepayers.

46




3.6 Capital Works performance

3.6.1 Capital Works Program summary


YTD ACTUAL

YTDSEPTEMBER

BUDGETYTD

VARIANCEYTD

VARIANCE COMMIT

ANNUALSEPTEMBER

AMENDEDBUDGET

(1) (2) (1) - (2) (4)$'000s $'000s $'000s $'000s % $'000s $'000s

InfrastructureBridges 56 - - - 0% - 56Drainage 4,646 245 35 (210) -600% 339 4,660Footpaths and cycleways 1,885 36 152 116 76% 28 2,045Off street carparks 1,291 26 55 29 53% 17 1,371Parks, open space and streetscapes 4,053 214 298 84 28% 283 3,834Recreational, leisure & com facilities 1,861 82 103 21 20% 90 1,882Roads 10,007 1,092 1,277 185 14% 432 10,007Total Infrastructure 23,799 1,695 1,920 225 12% 1,189 23,855

Plant and EquipmentComputers and telecommunications 2,379 214 293 79 27% 713 2,934Fixtures, fittings and furniture 163 91 67 (24) -36% 1 193Library books 1,080 210 335 125 37% 38 985Plant machinery and equipment 1,409 311 237 (74) -31% 111 1,462Total Plant and Equipment 5,031 826 932 106 11% 863 5,574

PropertyBuilding 29,992 2,324 2,255 (69) -3% 16,257 21,673Building improvements 715 309 287 (22) -8% 32 691Land improvements 208 1 - (1) 100% 76 -Total Property 30,915 2,634 2,542 (92) -4% 16,365 22,364

Total capital works expenditure 59,745 5,155 5,394 239 4% 18,417 51,793

Represented by:Asset renewal expenditure 42,540 4,357 4,542 185 4% 5,487 38,357Asset upgrade expenditure 1,777 178 203 25 12% 114 1,509New asset expenditure 14,336 567 649 82 13% 11,916 10,835Asset expansion expenditure 1,092 53 - (53) 100% 900 1,092

Total capital works expenditure 59,745 5,155 5,394 239 4% 18,417 51,793


47




3.6.2 Capital Works performance versus budget

Commentary (by exception)

There are no significant variances to date.


Council's year to date performance in gross Capital Works expenditure is $5.16 million which is $238,000 below year to date budget phasing of $5.39 million (year to date actual and commitments as at 30 September 2016 equates to $23.57 million).

Capital Works committed expenditure as at 30 September 2016 is $18.42 million (year to date actual and commitments equates to $23.57 million).

48




3.6.3 Major Projects Capital Works performance

ANNUAL

ACTUAL

SEPTEMBERAMENDEDBUDGET VARIANCE

SEPTEMBERAMENDEDBUDGET

Library redevelopment Kew 1 0 0 0 48,222

Boroondara Sports Complex 2 118,306 60,000 (58,306) 250,000

Library redevelopment Balwyn 3 55,740 0 (55,740) 4,163,579

North East Community Hub 4 65,067 51,981 (13,086) 5,501,693

Balwyn Community Centre 5 10,150 44,690 34,540 327,490

Total 249,263 156,671 (92,592) 10,290,984

All projects overseen by Project Control Groups.

1. Library Redevelopment Kew

2. Boroondara Sports Complex (BSC)

3. Library redevelopment Balwyn

4. North East Community Hub

5. Balwyn Community Centre

The design and documentation phase has been completed. Construction is scheduled to commence in early 2017 with completion in early 2018.

The design and documentation phase has been completed. The Services Special Committee on 12 September 2016 awarded the construction contract and is scheduled to commence in early 2017 with completion in May 2018.

Design for the redevelopment of the current site of the Balwyn Community Centre is scheduled for 2016-17 and construction is scheduled for 2017-18 and 2018-19. The service needs for this facility is currently being reviewed while at the same time the viability of using the existing buildings to provide services from is being considered. A contract for architectural services has been awarded to prepare a site context plan.

Major Projects - Progress Update Expenditure

For the period ending 30 September 2016YEAR TO DATE

Project Number

Pre-planning is scheduled for 2016-17 with detailed planning in 2017-18 and construction thereafter. Structural integrity of the building is being assessed while a detailed service needs analysis is also undertaken to determine how the service needs can be delivered from this site.

This project has now been completed and is currently under the defects liability period. Minor works to the existing building, which was not included in the original scope of works and is funded from overall savings, will be completed by October 2016.

49




3.7 Priority Projects performance

3.7.1 Priority Projects performance versus budget

Commentary (by exception)

There are no significant variances to date.


Council’s year to date performance in gross priority project expenditure is $1.52 million which is $249,000 below year to date budget phasing of $1.77 million (year to date actual and commitments as at 30 September 2016 equates to $3.07 million).

Priority projects committed expenditure as at 30 September 2016 is $1.55 million (year to date actual and commitments equates to $3.07 million).

50




3.8 Debtors

3.8.1 Rate debtors

3.8.2 Sundry debtors

The sundry debtors balance at the end of September 2016 is $1.06 million and is $167,000 higher than the prior year. Balances will vary from year to year depending on individual transactions processed.

51




3.8.3 Infringement debtors

The outstanding ‘infringement debtors’ balance of $6.35 million is $603,000 higher than the corresponding prior year period.

In accordance with Victorian Government legislation, the majority of these fines are now in the hands of the Infringements Court and the Sheriff's Office for collection.

52



Section 4 - Corporate governance

4. Corporate governance

4.1 Publicly tendered contracts greater than $150,000 (goods and services) and $200,000 or more (works)

Contracts Valued at $150,000 or more (Goods and Services) and $200,000 or more (Works)

The following table lists contracts for the provision of goods/services valued at $150,000 or more, and contracts for the provision of works valued at $200,000 or more that were awarded in the first quarter of 2016-17 (July 2016 - September 2016). The table summarises key information relating to the associated tender or expression of interest process. Section 186 of the Local Government Act requires that all contracts valued at the above-mentioned amounts are awarded through a public tender or expression of interest process, or have a section 186 exemption.

Contract No.

Contract Name Description Contract Type Award Date Awarded By

Contractor Contractor History

Contract Term

Contract Value(ex GST)

2016/123 Supply of Scanning Software

Scanning software to be used on MFD’s including Corporate Information Desktop scanners. Includes ongoing support and maintenance.

Tender through Procurement Australia Contract No. 1805/0835Provision of Multi Functional Devices and Related Products and Services

5 August 2016 Director Fuji Xerox Australia Pty Ltd

FXA are the current providers of MFDs throughout Council and have been a supplier for over 10 years

Five years Approx. $320,000

2016/134 Right-of-Way and Reserves Consultancy and Discontinuance Services

Right-of-Way and Reserves Consultancy and Discontinuance Services

Public Tender 29 July 2016 Director Macquarie Local Government Lawyers

Previously provided similar services to Council.

Initial term three years with options for two further extensions of one year each

Approx. $449,000 over five year maximum term

2017/1 Heritage Advisory Services - Statutory Planning -Consultancy Services

Consultancy Services for the provision of a Heritage Advisor for Statutory Planning Department

Public Tender 12 September 2016

Council Trethowan Architecture Pty Ltd


Initial term three years with option for a further extension of two years to maximum of five years


53




Contract No.

Contract Name Description Contract Type Award Date Awarded By

Contractor Contractor History

Contract Term

Contract Value(ex GST)

2016/140 Property Maintenance Services

Property Maintenance Services for home maintenance services


Director Panel Contract:

Impakt Constructions Pty Ltd;

Rails and Ramps Pty Ltd;

Total Trade Property Services Pty Ltd

Impakt Constructions Pty Ltd and Rails and Ramps Pty Ltd have previously provided similar services to Council.

Total Trade Property Services Pty Ltd is a new contractor.

Initial term one year with options for two further extensions of one year each up to maximum of three years

Approx. $464,000 over three year maximum term

2016/148 North East Precinct Hub Development Works

Building construction works for the new North East Precinct Hub

Public EOI/Tender

12 September 2016

Council Ireland Brown Constructions Pty Ltd

Previously provided similar services to Council

Project Approx. $11.27 million

2016/184 Municipal Wide Heritage Gap Study (City of Boroondara)

Preparation of a municipal wide heritage gap study for the City of Boroondara and general heritage consultancy services.

Public Tender 25 July 2016 Council Context Pty Ltd Previously provided similar services to Council.

Initial term two years with options for three further extensions of one year each up to a maximum contract term of five years


2016/190 Website Design, Build, Redevelopment, Release, and Managed Services

Website Design, Build, Redevelopment, Release, and Managed Services


Council Deloitte Touche Tohmatsu

Major IT company.New contractor to Council.

Project:3+2+2yrs

Phase 1 $2.30 millionPhase 2 $3.00 millionMg Svc $3.30 millionTotal $8.70 million over seven year maximum term

2016/202 Provision of Solution Architect Services -Consultancy Services

Consultancy Services for Solutions Architect for Information Technology Department.

Public Tender 13 July 2016 Director CRM Partners Pty Ltd


One year Approx. $290,000

* Contracts awarded by Directors is by delegation

54




4.2 Councillor expenses

As required by the Councillor Support and Resources Policy, the following costs or expenses were paid for, or reimbursed to Councillors in the year to date as at 30 September 2016 are reported below:

WardTOTAL FOR

WARD

55526 - Telephone/ fax/ internet

55642 - Fares/

cabcharge/ taxis/ parking

55728 - Mobile telephones

59010 - Councillor

allowances 59011 - Other

expenses

59012 - Travel/vehicle/accomm

59014 - Prof Dev

Councillor - Bellevue Ward (Mayor) $26,725 $182 $979 $273 $25,276 $16 $0 $0Councillor - Cotham Ward $8,999 $163 $25 $273 $7,913 $318 $306 $0Councillor - Gardiner Ward $8,639 $163 $28 $335 $7,913 $45 $153 $0Councillor - Glenferrie Ward $9,744 $163 $164 $318 $7,913 $1,185 $0 $0Councillor - Junction Ward $8,481 $254 $0 $314 $7,913 $0 $0 $0Councillor - Lynden Ward $8,525 $163 $0 $232 $7,913 $216 $0 $0Councillor - Maling Ward $8,472 $163 $0 $273 $7,913 $0 $122 $0Councillor - Maranoa Ward $8,734 $191 $69 $273 $7,913 $0 $288 $0Councillor - Solway Ward $8,323 $163 $38 $209 $7,913 $0 $0 $0Councillor - Studley Ward $8,236 $0 $43 $280 $7,913 $0 $0 $0

Year to date total $104,878 $1,607 $1,346 $2,779 $96,496 $1,781 $869 $0

YT

D S

EP

TE

MB

ER

All information is produced directly from the financial ledger. The amounts claimed by Councillors vary for each Councillor. Not all Councillors claim motor vehicle or other expenses, and not all claims are made in time to be included in the relevant accounting period.

Other expensesOther expenses include levies and charges, membership fees, minor equipment purchases and general administration.

Fleet charges and fuelThe Councillor Support and Resources Policy provides that a fully maintained vehicle shall be available to the Mayor and relevant fleet and fuel expenses are attributed to the Mayor of the day. Total fleet charges and fuel costs for Mayor Jim Parke is $4,868.

55




4.3 Citizen decision and process review

There were no formal requests received from the community during this quarter for a review of decisions via the Council decisionand review process.

4.4 Excess annual leave analysis

The following table shows the number of staff with more than 40 days annual leave accrued.

Key performance indicator 2015-16 Results 2016-17 YTD Result

Employees with more than 40 days annual leave

Total number 14 14

Percentage 1.8% 1.8%

56



Section 5 - Grants progress

5. Grants progress report: 1 July - 30 September 2016

Grant applications completed/pending

Funding Body & Grant Program Council DepartmentCouncil Project

or Purpose

ClosingDate

or Date Submitted

Amount Requested

Status

VG - VicRoads Traffic & Transport Main Yarra Trail Shared Use Path -Alternative Alignment

18-Nov-13 Between $1.37 - $2.62 million

Pending

VG - VicRoads Traffic & Transport Walmer Street Bridge 24-Jan-14 $1.52 million Pending

VG - VicRoads

Nation Building Blackspot Program

Traffic & Transport Reduced Speed Limit

1. Burwood Village Shopping Centre

2. Auburn Village Shopping Centre

3. Deepdene Shopping Centre

Road Safety Intersection Improvements

1. Willsmere Road & Walpole StreetKew

2. Ariel Avenue & Florizel Street Glen iris

1-Apr-14

New round just opened 10/15

1. $139,300

2. $113,000

3. $90,000

1. $35,400

2. $19,168

1. Pending

2. Pending

3. Pending

1. Pending

2. Pending

DIIRD - National Stronger Regions Fund

Community Planningand Development

North East Community Hub 15 Mar 16 $3,200,000 Pending*

*Subsequently advised successful in October 2016.

57




Funding Body & Grant Program Council DepartmentCouncil Project

or Purpose

ClosingDate

or Date Submitted

Amount Requested

Status

Department of Health and Human Services

Strengthening Men’s Shed Program

Community Planningand Development

North Balwyn Men’s Shed 27 May $60,000 Pending

Department of Education and Training

Children's Facilities Capital Program


North East Community Hub -Integrated Children’s Centre

11 August $1.6 million Pending

Department of Education and Training

Children’s Week


Children’s week activities in City of Boroondara

31 August $500 Successful

Sports and Recreation Victoria

Community Sports Infrastructure Fund

Family Youth and Recreation

1. Highfield Park North Oval Reconstruction

2. Kew croquet club lighting project (minor facilities)

3. Swinburne Senior Secondary College Highball Stadium Feasibility Project

31 August

31 August

31 August

$100,000

$14,860

$30,000

Pending

Pending

Pending

Statistics for 1 July 2016 - 30 September 2016Number of grant applications submitted - 5Number of successful grants - 1Number of unsuccessful grants - 0Number of grants pending - 13

58




Grant programs not pursued

Funding Body Council Department & Officer

ClosingDate

Grant Amount Reason Not Pursued

Municipal Association of Victoria

Local Government Preventing Violence Against Women Grants Program


29/07/2016 $20,000 to $100,000No relevant Council project identified

VicHealth

Bright Futures for Young Victorians Challenge grants

Community Planning and Development, Health Ageing and Disability Services &Family, Youth and Recreation

11/08/2016funding at two tiers: up to $15,000 and up to $50,000

No relevant Council project identified

Transport Accident Commission

Local Government Grants for Small-Scale Infrastructure

Traffic and Transport 26/08/2016

Issue analysis activities, to a maximum cost of $25,000.

Projects entailing the implementation of infrastructure solutions to a maximum of $100,000

No relevant Council project identified

Department of Premier and Cabinet (Vic)

Restoring Community War Memorials and Avenues of Honour Grants Program

Parks and Gardens 29/08/2016 Up to $20,000No relevant Council project identified

Department of Premier and Cabinet (Vic)

Victoria Remembers Grants Program

Library Services, Community Planning and Development, Arts and Cultural Services

29/08/2016 $20,000 to $80,000 (excl GST)No relevant Council project identified

59




Funding Body Council Department & Officer

ClosingDate

Grant Amount Reason Not Pursued

Victorian Government - Department of Health and Human Services

Empower Youth Program

Family, Youth and Recreation & Community Planning and Development

2/09/2016 Up to $570,000No relevant Council project identified

VicHealth

VicHealth Alcohol Culture Change Grants

Health, Active Ageing and Disability Services, Community Planning and Development & Family, Youth and Recreation


(SRV)Sport and Recreation Victoria

Better Indoor Stadiums

Parks and Infrastructure & Family Youth and Recreation

20/09/2016 Up to $3 millionNo relevant Council project identified

Department of Health and Human Services (VIC)

Community Shade Grants Program

Parks and Gardens, Family, Youth and Recreation, Community Planning and Development & Environment and Sustainable Living


Sustainability Victoria

Victorian Litter Plan - Litter Innovation Fund

Parks and Infrastructure & Environment and Sustainability


60



Attachment B

LGPRF Performance Indicators

For the quarter ending September 2016

Service Performance Indicators

MeasuresAnnual 2015-16

Q1 YTD2015-16

Q1 YTD2016-17

Q1 YTD Difference

Aquatic facilities

AF1: User satisfaction with aquatic facilities (optional)(Defined as the satisfaction of users with the aquatic facility)

91 N/A N/A N/A

Comment: Annual Measure. AF2: Health inspections of aquatic facilities (number of inspections by an authorised officer within the meaning of the Public Health and Wellbeing Act 2008 carried out per Council aquatic facility)

2.00 0.75 - -0.75

AF2.1 SUB KPI: Number of authorised officer inspections of Council aquatic facilities. 8 3 -

AF2.2 SUB KPI: Number of Council aquatic facilities. 4 4 4

AF3: Reportable safety incidents at aquatic facilities (number of Worksafe reportable aquatic safety incidents)

2 - 1 1

AF4: Cost of indoor aquatic facilities (direct cost to Council less any income received for providing indoor aquatic facilities per visit)

($0.81) ($0.86) ($1.05) ($0.20)

AF4.1 SUB KPI: Direct cost of indoor aquatic facilities less income received. ($1,853,192) ($463,298) ($644,826)AF4.2 SUB KPI: Number of visits to indoor aquatic facilities. 2,288,616 540,708 611,598

AF5: Cost of outdoor aquatic facilities (direct cost to Council less any income received for providing outdoor aquatic facilities per visit)

N/A N/A N/A N/A

AF5.1 SUB KPI: Direct cost of outdoor aquatic facilities less income received. N/A N/A N/AAF5.2 SUB KPI: Number of visits to outdoor aquatic facilities. N/A N/A N/A Comment: Not applicable to Boroondara. As per the LGV definition, Boroondara has no outdoor aquatic facilities.Performance statement - EXTERNALLY AUDITED

AF6: Utilisation of aquatic facilities (number of visits to aquatic facilities per head of municipal population)

13.09 3.09 3.50 0.41

AF6.1 SUB KPI: Number of visits to aquatic facilities. 2,288,616 540,708 611,598 AF6.2 SUB KPI: Municipal population 174,787 174,787 174,787

Animal management

AM1: Time taken to action animal requests (applicable from 1 July 2015)(average no. days it has taken for Council to action animal management related requests).

3.53 4.65 N/A N/A

AM1.1 SUB KPI: Number of days between receipt and first response action for all animal management requests.

21,731 5,821 -

AM1.2 SUB KPI: Number of animal management requests. 6,148 1,253 -Comment: Data not available due to CRM system implementation delays. AM2: Animals reclaimed (percentage of collected registrable animals under the Domestic Animals Act 1994 reclaimed)

42.86% 41.76% 65.67% 23.91%

AM2.1 SUB KPI: Number of animals reclaimed. 120 38 44 AM2.2 SUB KPI: Number of animals collected. 280 91 67

AM3: Cost of animal management service (cost to Council of the animal management service per registered animal under the Domestic Animals Act 1994)

$ 59.43 $ 14.52 $ 17.95 $3.43

AM3.1 SUB KPI: Direct cost of the animal management service. $1,150,869 $ 283,014 $ 348,304 AM3.2 SUB KPI: Number of registered animals. 19,364 19,490 19,408 Comment: Higher result in 2016-17 is due to the timing of payments and higher pound costs to the RSPCA.

Comment: No checks were undertaken this quarter. There is no statutory requirement under the Public Health and Wellbeing Act 2008 for this to occur regularly.

Comment: Animals collected by Councils officers and returned to the owners directly are included in the calculation this year. Therefore the result in 2016-17 is higher than last year.

Comment: One incident at Kew Recreation Centre relating to a dislocated hip in water aerobic class. Patron attended hospital and stayed overnight.

Page 1 of 8



Attachment B





Q1 YTD2015-16

Q1 YTD2016-17

Q1 YTD Difference

Performance statement - EXTERNALLY AUDITED AM4: Animal management prosecutions (number of successful animal management prosecutions)

14 3 - -3.00

Comment: There were no successful prosecutions this quarter. Food safety

FS1: Time taken to action food complaints (applicable from 1 July 2015)(average no. days taken for Council to action food complaints received from members of the public about the safety or handling of food for sale).

1.70 1.50 1.50 0.00

FS1.1 SUB KPI: Number of days between receipt and first response action for all food complaints.

136 30 12

FS1.2 SUB KPI: Number of food complaints. 80 20 8

FS2: Food safety assessments (percentage of registered class 1 food premises and class 2 food premises that receive an annual food safety assessment).

100% 100% 100% 0%

FS2.1 SUB KPI: Number of registered class 1 food premises and class 2 food premises that receive an annual food safety assessment in accordance with the Food Act 1984.

908 908 963

FS2.2 SUB KPI: Number of registered class 1 food premises and class 2 food premises that require an annual food safety assessment in accordance with the Food Act 1984.

908 908 963

FS3: Cost of food safety service (direct cost to Council of the food safety service per food premises registered by Council, or for which Council has received notification during the year).

$ 403 $ 157 $ 163 $6

FS3.1 SUB KPI: Direct cost of food safety service. $ 779,319 $ 200,844 $ 215,528 FS3.2 SUB KPI: Number of food premises registered or notified in accordance with the Food Act 1984.

1,932 1,279 1,325

Performance statement - EXTERNALLY AUDITEDFS4: Critical and major non-compliance notifications (percentage of critical and major non-compliance outcome notifications that are followed up by Council)

99% 95% 100% 5%

FS4.1 SUB KPI: Number of critical non-compliance notifications and major non-compliance notifications about a food premises followed up.

437 139 217

FS4.2 SUB KPI: Number of critical non-compliance notifications and major non-compliance notifications about food premises.

442 146 217

Governance

G1: Council resolutions made at meetings closed to the public (percentage of Council resolutions made at an ordinary or special meeting of Council, or at a meeting of a special committee consisting only of Councillors, closed to the public under section 89(2) of the Act).

7.07% 17.76% 5.10% -13%

G1.1 SUB KPI: Number of Council resolutions made at ordinary or special meetings of Council, or at meetings of a special committee consisting only of Councillors, closed to the public.

27 19 5

G1.2 SUB KPI: Number of Council resolutions made at ordinary or special meetings of Council or at meetings of a special committee consisting only of Councillors.

382 107 98

Comment: Fewer matters were required to be discussed at closed meetings. G2: Satisfaction with community consultation and engagement (Defined as the community satisfaction rating out of 100 with the consultation and engagement efforts of the council. This includes consulting and engaging directly with the community on key local issues requiring decisions by council)

63 N/A N/A N/A

Comment: Annual Measure.

Page 2 of 8



Attachment B





Q1 YTD2015-16

Q1 YTD2016-17

Q1 YTD Difference

G3: Councillor attendance at Council meetings (percentage of attendance at ordinary and special Council meetings by Councillors).

88.67% 96.67% 95.00% -2%

G:3.1 SUB KPI: The sum of the number of Councillors who attended each ordinary and special Council meeting.

133 29 38

G:3.2 SUB KPI: Number of ordinary and special Council meetings. 15 3 4G:4.2 SUB KPI: Number of Councillors elected at the last Council general election. 10 10 10

G4: Cost of governance (direct cost of delivering Council's governance service per Councillor)

$ 51,755 $ 16,872 $ 13,357 -$3,515

G4.1 SUB KPI: Direct cost of the governance service. $ 517,552 $ 168,716 $ 133,570 G4.2 SUB KPI: Number of Councillors elected at the last Council general election. 10 10 10 Comment: 2015-16 result was higher due to the timing of payments. Performance statement - EXTERNALLY AUDITEDG5: Satisfaction with Council decisions (Defined as the community satisfaction rating out of 100 with how Council has performed in making decisions in the interests of the community)

61 N/A N/A N/A

Comment: Annual Measure.

Page 3 of 8



Attachment B





Q1 YTD2015-16

Q1 YTD2016-17

Q1 YTD Difference

Libraries

LB1: Library collection usage (number of library collection item loans per library collection item)

4.78 1.19 1.25 0.06

LB1.1 SUB KPI: Number of library collection item loans. 2,362,179 615,306 609,163 LB1.2 SUB KPI: Number of library collection items. 493,742 518,870 488,355

LB2: Standard of library collection (percentage of the library collection that has been purchased in the last 5 years)

51.55% 50.22% 51.67% 1%

LB2.1 SUB KPI: Number of library collection items purchased in the last 5 years. 254,507 260,584 252,309 LB2.2 SUB KPI: Number of library collection items. 493,742 518,870 488,355

LB3: Cost of library service (direct cost to Council of the library service per visit)

$ 6.63 $ 7.42 $ 6.85 -$0.56

LB3.1 SUB KPI: Direct cost to Council of the library Service. $7,218,494 $1,806,448 $2,067,706 LB3.2 SUB KPI: Number of visits. 1,088,491 243,548 301,715

Performance statement - EXTERNALLY AUDITED

LB4: Active library members (percentage of the municipal population that are active library members)

23.74% 15.61% 15.43% -0.2%

LB4.1 SUB KPI: Number of active library members. 41,498 27,285 26,974 LB4.2 SUB KPI: Municipal population. 174,787 174,787 174,787

Maternal and Child Health

MC1: Participation in first MCH home visit (percentage of infants enrolled in the MCH service who receive the first home visit)

N/A N/A N/A N/A

MC1.1 SUB KPI: Number of first MCH home visits. - - -

MC1.2 SUB KPI: Number of birth notifications received. - - -

MC2: Infant enrolments in the MCH service (percentage of infants enrolled in the MCH).

N/A N/A N/A N/A

MC2.1 SUB KPI: Number of infants enrolled in the MCH service (from birth notifications received).

- - -

MC2.2 SUB KPI: Number of birth notifications received. - - -

MC3: Cost of the MCH service (cost to Council of the MCH service per hour of service delivered)

$ 70.14 $ 62.73 $ 68.30 $ 5.57

LGPRF (MC3.1) SUB KPI: Cost to Council of the MCH service. $1,894,684 $ 423,612 $ 461,199 LGPRF (MC3.2) SUB KPI: Hours worked by MCH nurses. 27,012 6,753 6,753

Performance statement - EXTERNALLY AUDITED

MC4: Participation in the MCH service(percentage of children enrolled who participate in the MCH service)

N/A N/A N/A N/A

MC4.1 SUB KPI: Number of children who attend the MCH service at least once (in the year).

- - -

MC4.2 SUB KPI: Number of children enrolled in the MCH service. - - -

Comment: There has been a decrease in the cost of the library service due to an increase in the number of visits when compared to the same time last year. The library service is more cost effective because more customers are being served in the libraries.

Comment: Data not available due to a delay in MAV's Child Development Information System implementation which is being developed in conjunction with 45 Victorian councils.



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Attachment B





Q1 YTD2015-16

Q1 YTD2016-17

Q1 YTD Difference

MC5: Participation in MCH service by aboriginal children(percentage of Aboriginal children enrolled who participate in the MCH service)

78% 38% % %

MC5.1 SUB KPI: Number of aboriginal children who attend the MCH service at least once (in the year)

13 6 10

MC5.2 SUB KPI: Number of aboriginal children enrolled in the MCH service 16 16 1Comment: Higher attendance in 2016-17.Roads

R1: Sealed local road requests (Number of sealed local road requests per 100 kilometres of sealed local road).

69.70 16.22 28.34 12.12

R1.1 SUB KPI: Number of sealed local road requests. 391 91 159 R1.2 SUB KPI: Kilometres of sealed local roads. 561 561 561

R2: Sealed local roads below the intervention level (percentage of sealed local roads that are below the renewal intervention level set by Council and not requiring renewal)

98% 98% 98% 0%

R2.1 SUB KPI: Number of kilometres of sealed local roads below the renewal intervention level set by Council.

550 550 550

R2.2 SUB KPI: Kilometres of sealed local roads. 561 561 561

R3: Cost of sealed local road reconstruction (direct reconstruction cost to Council per square metre of sealed local roads reconstructed)

$ 85.08 $ 89.72 $ 83.92 -$6

R3.1 SUB KPI: Direct cost of sealed local road reconstruction. $6,328,633 $2,116,946 $ 613,109 R3.2 SUB KPI: Square metres of sealed local roads reconstructed. 74,384 23,594 7,306

R4: Cost of sealed local road resealing (direct resealing cost to Council per square metre of sealed local roads resealed)

$ 15.60 $ 22.47 $ 23.35 $0.88

R4.1 SUB KPI: Direct cost of sealed local road resealing. $2,367,940 $ 730,368 $1,632,354 R4.2 SUB KPI: Square metres of sealed local roads resealed. 151,818 32,506 69,907

Performance statement - EXTERNALLY AUDITEDR5 Satisfaction with sealed local roads (defined as the community satisfaction rating out of 100 with how Council has performed on the condition of sealed local roads)

73 N/A N/A N/A

Comment: Annual Measure. Statutory Planning

SP1: Time taken to decide planning applications (median number of days between receipt of a planning application and a decision on the application).

78 64 83 19

SP2: Planning applications decided within 60 days (percentage of planning application decisions made within 60 days).

70.32% 73.37% 70.50% -2.9%

SP2.1 SUB KPI: Number of planning application decisions made within 60 days. 1,173 361 313 SP2.2 SUB KPI: Number of planning application decisions made. 1,668 492 444

SP3: Cost of statutory planning service (direct cost to Council of the statutory planning service per planning application).

$ 2,846 $ 2,525 $ 2,863 $339

SP3.1 SUB KPI: Direct cost of the statutory planning service. $4,272,313 $1,045,337 $1,125,354 SP3.2 SUB KPI: Number of planning applications received. 1,501 414 393

Comment: Sealed road requests is a measure of both proactive and reactive road management by Council. The total will vary because a number of factors are beyond Council control such as adverse weather, the volume of public authority works, the quality of reinstatement work completed by private contractors, the number of water mains failures and issues associated with private development works damaging road infrastructure.

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Attachment B





Q1 YTD2015-16

Q1 YTD2016-17

Q1 YTD Difference

Performance statement - EXTERNALLY AUDITEDSP4: Council planning decisions upheld at VCAT (percentage of planning application decisions subject to review by VCAT and that were not set aside)

60.92% 62.50% 69.23% 7%

SP4.1 SUB KPI: Number of VCAT decisions that did not set aside Council's decision in relation to a planning application.

53 20 9

SP4.2 SUB KPI: Number of VCAT decisions in relation to planning applications. 87 32 13

Waste collection

WC1: Kerbside bin collection requests (number of kerbside bin collection requests per 1,000 kerbside bin collection households)

179.64 42.06 40.95 -1.11

WC1.1 SUB KPI: Number of kerbside garbage and recycling bin collection requests. 11,845 2,771 2,702WC1.2 SUB KPI: Number of kerbside bin collection households. 65,938 65,877 65,981

WC2: Kerbside collection bins missed (number of kerbside collection bins missed per 10,000 scheduled kerbside collection bin lifts)

5.3 4.1 3.4 -0.78

WC2.1 SUB KPI: Number of kerbside garbage and recycling collection bins missed. 3,342 655 547 WC2.2 SUB KPI: Number of scheduled kerbside garbage and recycling collection bin lifts.

6,332,196 1,582,386 1,627,106

WC3: Cost of kerbside garbage collection service (direct cost of the kerbside garbage bin collection service per kerbside garbage collection bin).

$ 119.28 $ 27.91 $ 24.61 -$3.30

WC3.1 SUB KPI: Direct cost of the kerbside garbage bin collection service. $7,630,085 $1,784,455 $1,574,636 WC3.2 SUB KPI: Number of kerbside garbage collection bins. 63,966 63,936 63,988

WC4: Cost of kerbside recyclables bin collection service (direct cost of the kerbside recyclables collection service per kerbside recyclables collection bin)

$ 33.66 $ 8.68 $ 8.20 -$0.48

WC4.1 SUB KPI: Direct cost of the kerbside recyclables bin collection service. $2,058,506 $ 529,894 $ 501,504 WC4.2 SUB KPI: Number of kerbside recyclables collection bins. 61,158 61,080 61,174

Performance statement - EXTERNALLY AUDITEDWC5: Kerbside collection waste diverted from landfill (percentage of garbage, recyclables and green organics collected from kerbside bins that is diverted from landfill)

47.77% 46.45% 46.12% -0.33%

WC5.1 SUB KPI: Weight of recyclables and green organics collected from kerbside bins.

33,941 7,941 7,852

WC5.2 SUB KPI: Weight of garbage, recyclables and green organics collected from kerbside bins.

71,053 17,095 17,027

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Attachment B

Full Year Results Q1 YTD Q1 YTD

Indicator/measure 2015-16 2015-16 2016-17

Sustainable Capacity IndicatorsPopulationExpenses per head of municipal population $1,038 $237 $256 $20

[Total expenses / Municipal population]

Infrastructure per head of municipal population $4,790 $4,542 $4,768 $226

[Value of infrastructure / Municipal population]

Population density per length of road 311.04 311.04 311.04 -

[Municipal population / Kilometres of local roads]Own-source revenue Own-source revenue per head of municipal population $1,134 $970 $1,000 $30

[Own-source revenue / Municipal population]Recurrent grants Recurrent grants per head of municipal population $74 $20 $25 $5

[Recurrent grants / Municipal population]Disadvantage Relative Socio-Economic Disadvantage 10.00 10.00 10.00 - [Index of Relative Socio-Economic Disadvantage by decile]

Financial Performance IndicatorsEfficiencyRevenue level *Average residential rate per residential property assessment $2,153 $2,157 $2,227 $71[Residential rate revenue / Number of residential property assessments]Expenditure level *Expenses per property assessment $2,362 $560 $597 $37

[Total expenses / Number of property assessments] Workforce turnover Resignations and terminations compared to average staff 13% 2.06% 2.27% 0.21%

[Number of permanent staff resignations and terminations / Average number of permanent staff for the financial year] x100LiquidityWorking capital Current assets compared to current liabilities 244% 613% 680% 67%

[Current assets / Current liabilities] x100Unrestricted cashUnrestricted cash compared to current liabilities 182% 223% 282% 59%

[Unrestricted cash / Current liabilities] x100

Q1 YTD Difference

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Attachment B

Full Year Results Q1 YTD Q1 YTD

Indicator/measure 2015-16 2015-16 2016-17Q1 YTD

Difference

ObligationsAsset renewal *Asset renewal compared to depreciation 137% 76% 54% -22%

[Asset renewal expense / Asset depreciation] x100Loans and borrowings Loans and borrowings compared to rates 33% 35% 32% -3%

[Interest bearing loans and borrowings / Rate revenue] x100

Loans and borrowings repayments compared to rates 4% 1% 1% 0%

[Interest and principal repayments on interest bearing loans and borrowings / Rate revenue] x100Indebtedness Non-current liabilities compared to own source revenue 27% 33% 30% -4%

[Non-current liabilities / Own source revenue] x100Operating positionAdjusted underlying result *Adjusted underlying surplus (or deficit) 14% 76% 75% -1%[Adjusted underlying surplus (deficit)/ Adjusted underlying revenue] x100StabilityRates concentration *Rates compared to adjusted underlying revenue 77% 92% 92% -0.44%

[Rate revenue / Adjusted underlying revenue] x100Rates effort Rates compared to property values 0.15% 0.20% 0.16% -0.04%

[Rate revenue / Capital improved value of rateable properties in the municipality] x100

* Timing of revenue and expenditure can vary throughout the year.

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1 september 2016 quarterly performance report abstract...sep 01, 2016 · performance of strategic...

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