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Council Agenda 25/02/19 City of Boroondara 178 7.3 December 2018 Quarterly Performance Report Abstract The Quarterly Performance Report for December 2018 provides detailed reporting on financial and non-financial performance against both the Budget and Council Plan for the year. Council’s year to date net operating surplus of $111.66 million is $7.41 million above the September Amended Budget surplus of $104.24 million. The favourable year to date variance is attributable to a number of factors which are outlined in Section 3 of Attachment 1. The overall financial position at 31 December 2018 is satisfactory with a working capital ratio of 7.45 to 1 (includes reserve funds of $16.90 million and 0.5% cash contingency for emergency response works). For the September quarter, the 2018-19 Annual Plan commitments indicate 11 of commitments have been completed and further 83% have commenced. Achievements of the Strategic Indicators have been assessed at 72%. Officers' recommendation Council resolves to: 1. Receive and note the Quarterly Performance Report for December 2018 (Attachment 1). 2. Adopt the amendments to the 2018-19 Fees and Charges Schedule - Attachment 2 as attached to the minutes. 3. Receive and note the results of the Local Government Performance Reporting Framework (LGPRF) indicators and measures (Attachment 3). 4. Review and note the evaluation of the Governance and Management Checklist (Attachment 4).
Transcript
Page 1: 7.3 December 2018 Quarterly Performance Report · 2019. 2. 14. · 7.3 December 2018 Quarterly Performance Report Abstract The Quarterly Performance Report for December 2018 provides

Council Agenda 25/02/19

City of Boroondara 178

7.3 December 2018 Quarterly Performance Report

Abstract

The Quarterly Performance Report for December 2018 provides detailed reporting on financial and non-financial performance against both the Budget and Council Plan for the year.

Council’s year to date net operating surplus of $111.66 million is $7.41 million above the September Amended Budget surplus of $104.24 million. The favourable year to date variance is attributable to a number of factors which are outlined in Section 3 of Attachment 1. The overall financial position at 31 December 2018 is satisfactory with a working capital ratio of 7.45 to 1 (includes reserve funds of $16.90 million and 0.5% cash contingency for emergency response works). For the September quarter, the 2018-19 Annual Plan commitments indicate 11 of commitments have been completed and further 83% have commenced. Achievements of the Strategic Indicators have been assessed at 72%.

Officers' recommendation

Council resolves to:

1. Receive and note the Quarterly Performance Report for December 2018 (Attachment 1).

2. Adopt the amendments to the 2018-19 Fees and Charges Schedule - Attachment 2 as attached to the minutes.

3. Receive and note the results of the Local Government Performance Reporting Framework (LGPRF) indicators and measures (Attachment 3).

4. Review and note the evaluation of the Governance and Management Checklist (Attachment 4).

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Responsible director: Carolyn McCleanCommunity Development

___________________________________________________________________

1. Purpose

The purpose of this report is for Council to receive and note the December 2018 Quarterly Performance Report for the period ended 31 December 2018 (refer Attachment 1). This report is designed to provide performance reporting on both the Budget and Council Plan. In addition, this report seeks Council’s adoption of amendments to the 2018-19 Fees and Charges schedule.

2. Policy implications and relevance to community plan and council plan

This report is consistent with the Council Plan 2017-21 and the Boroondara Community Plan. In particular, the Council Plan theme of Civic Leadership & Governance and the strategy “Ensure sound financial management while allocating resources to deliver strategic infrastructure and services that meet community needs”.

3. Background

The December 2018 Quarterly Performance Report provides detailed reporting on financial and non-financial performance against both the Budget and Council Plan for the year.

The full year to date and annual budget figures referred to in this report reflect the September 2018 Amended Budget, approved by Council on 24 September 2018.

Attachment 1: December Quarterly Performance Report 2018(Incorporating Budget commitments, Council Plan performance, financial performance)

Attachment 2: Amendments to the Adopted 2018-19 Fees and Charges

Attachment 3: Results of Local Government Performance Reporting Framework (LGPRF) indicators and measures

Attachment 4: Evaluation of the Governance and Management Checklist

4. Outline of key issues/options

FinancialThe year to date surplus result of $111.66 million as per the budget is due to the striking of full year annual rates in August 2018. The surplus result will reduce over the course of the year as Council delivers services to the community. In addition, the favourable result against year to date budget of $7.41 million or 7% is due to timing differences for income and expenditure across Council which are outlined below.

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Balance Sheet and Cash Flow StatementCash and investment holdings are $115.64 million as at 31 December 2018 which has decreased by $13.28 million from 30 June 2018.The Balance Sheet as at 31 December 2018 indicates a satisfactory result with total current assets of $225.67 million and total current liabilities of $30.27 million.

Please refer to page 37 and 38 of Attachment 1 for further detail.

Non-financialThe 2018-19 Budget contains 53 annual commitments. For the December quarter, 11% of the 2018-19 annual commitments have been completed and a further 83% have been commenced.

The Council Plan 2017-21 contains 48 Strategic Indicators. The achievement of the Strategic Indicators indicates 13 (72%) were completed or above target. Please refer to pages 33 to 34 of Attachment 1 for further detail.

Refer Executive Overview in Attachment 1 for more information.

Local Government Performance Reporting Framework (LGPRF)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.

5. Consultation/communication

The 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.

8. Social and environmental issues

There are no direct impacts resulting from this report.

Manager: Greg Hall, Chief Financial Officer

Report officer: Sapphire Allan, Management and Reporting Accountant

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QUARTERLYPERFORMANCE REPORT

DECEMBER 2018

Attachment 1

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

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

Performance against annual commitments ............................................................ 1

Performance of Strategic Indicators ....................................................................... 2

Key financial highlights and overview..................................................................... 3

Surplus Result ........................................................................................................ 4

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

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

1. Directorate overviews ......................................................................................... 7 2. Non-financial performance ................................................................................ 16

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

2.1 Theme 1: Your Community, Services and Facilities .................................... 17 2.2 Theme 2: Your Parks and Green Spaces ................................................... 22 2.3 Theme 3: The Environment ......................................................................... 24 2.4 Theme 4: Neighbourhood Character and Heritage ..................................... 25 2.5 Theme 5: Getting Around Boroondara ........................................................ 27 2.6 Theme 6: Your Local Shops and Businesses ............................................. 29 2.7 Theme 7: Civic Leadership and Governance .............................................. 31 2.8 Strategic Indicators ..................................................................................... 33

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3. Financial and performance statements ............................................................ 35

3.1 Income statement ........................................................................................ 35

3.2 Income statement by directorate ................................................................. 36

3.3 Balance Sheet ............................................................................................. 37

3.4 Cash Flow Statement .................................................................................. 38

3.5 Overview ..................................................................................................... 39

3.6 Capital Works performance ......................................................................... 43

3.6.1 Capital Works Program summary ................................................................. 43 3.6.2 Capital Works performance versus budget ................................................... 44 3.6.3 Major Projects Capital Works performance .................................................. 46

3.7 Priority Projects performance ...................................................................... 47

3.7.1 Priority Projects performance versus budget ................................................ 47

3.8 Debtors ....................................................................................................... 48

3.8.1 Rate debtors................................................................................................. 48 3.8.2 Sundry debtors ............................................................................................. 48 3.8.3 Infringement debtors .................................................................................... 49

4. Corporate governance ....................................................................................... 50

4.1 Publicly tendered contracts greater than $150,000 (goods and services) and $200,000 or more (works) .................................................................... 50

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

4.3 Citizen decision and process review ........................................................... 56 4.4 Excess annual leave analysis ..................................................................... 56 4.5 Council Advisory Committees ..................................................................... 57

5. Grants progress ................................................................................................. 63

5.0 Grants progress report ................................................................................ 63

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Executive overview and key highlights

1

Executive overview and key highlights

Introduction

The December 2018 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 2018 Amended Budget approved by Council on 24 September 2018 which includes the carry forward funding for final 2017-18 priority projects and capital works forward commitments.

Performance against annual commitments

There are 53 annual commitments. For the quarter ending December 2018, achievement of annual commitments has been reported as per the following chart.

For the quarter ended December 2018, the 2018-19 annual commitments indicate that 11% of commitments have been completed and a further 83% have been commenced.

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Annual commitments to the community include a range of activities that have been undertaken during the quarter.

The four commitments completed are as follows:

The pilot Community Pet Expo, to promote and support responsible pet ownership and provide a social opportunity for pet owners, was successfully conducted in tandem with the Farmers Market on 17 November 2018 with approximately 1,500 attendees.

Ongoing advocacy and discussions have occurred as part of current State Government planning reform of Victorian Planning Schemes.

Ongoing engagement continued with the Department of Environment, Land, Water and Planning (DELWP) as part of current State Government planning reform of Victorian Planning Schemes.

Council completed the implementation of the Christmas in Boroondara program to promote the vitality of the City’s shopping centres and support a festive community spirit.

Refer to Section 2 of this report for more information.

Performance of Strategic Indicators

The Council Plan 2017-21 has 48 Strategic Indicators; 18 indicators reported quarterly and 30 indicators reported annually at 30 June 2019. The status of the 18 Strategic Indicators reported quarterly has been assessed as follows. More detail can be found in Section 2 of this report.

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Executive overview and key highlights

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Key financial highlights and overview

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

Surplus for the year 22,110 111,655 104,242 7,413 7% 18,510 Recurrent income 236,353 209,924 210,279 (355) 0% — 237,126 Recurrent expenditure 197,675 92,793 97,659 4,866 5% 197,812

Capital worksExpenditure * 73,571 19,070 18,700 (370) -2% — 64,142

Priority projectsExpenditure * 16,328 6,952 9,709 2,757 28% 19,577

Closing cash and investments ** 96,058 115,641 110,491 5,150 5% 106,848

YTD ACTUAL

YTDBUDGET

YTD VARIANCE

YTD VARIANCE

ANNUALSEPTEMBER

AMENDEDBUDGET

ANNUAL ORIGINAL BUDGET

Key financial summary STATUSYTD

VARIANCE

* Please refer to pages 44, 45 & 47 for further explanation of variances. ** Refer to pages 37 & 38 for further details and explanation of closing cash and investments. Status legend:

The overall financial position at 31 December 2018 is satisfactory with a working capital ratio of 7.45 to 1 (including 0.5% or $685,000 cash contingency for emergency response works and reserve funds of $16.90 million). Storm Event - November and December 2018 During November and December 2018, the City encountered heavy rainfalls, more than the median for this period, resulting in rectification works across a number of Council locations. Actual expenditure as at 31 December 2018 is $76,000. Considering these events, the cash contingency will be reduced by this amount. Total forecast expenditure is expected to be around $180,000.

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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Surplus Result

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

The year to date surplus result of $111.66 million as per the budget is due to the striking of full year annual rates in August 2018. The surplus result will reduce over the course of the year as Council delivers services to the community. In addition, the favourable result against year to date budget of $7.41 million or 7% is due to timing differences for income and expenditure across Council. Refer to Section 3 Financial Overview for details on Council's financial performance. Please refer to the graphical representation below of Actual surplus result versus the September Amended Budget.

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Capital Works

Council's year to date performance in gross capital works expenditure is $19.07 million which is $370,000 above year to date budget phasing of $18.70 million. Capital works committed expenditure as at 31 December 2018 is $9.70 million (year to date actual and commitments as at 31 December 2018 equates to $28.77 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 $6.95 million which is $2.76 million below year to date budget phasing of $9.71 million. Priority projects committed expenditure as at 31 December 2018 is $2.45 million (year to date actual and commitments as at 31 December 2018 equates to $9.40 million).

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

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1. Directorate overviews

1.1 CEO's Office CEO's Office outcomes for the second quarter of 2018-19 include: Governance Key outcomes Organised a Services Special Committee meeting to be held in the old Council

Chamber at the Hawthorn Arts Centre. Conducted the inaugural Citizenship Ceremony at the Greythorn Community

Hub. Completed one informal Ombudsman enquiry. Organised the Civic Reception to welcome the new Mayor and Chairs for 2018-

19. Assisted one department to investigate and resolve a privacy matter. Responded to four confidential requests from the Australian Honours and Awards

Secretariat regarding nominations to be considered for an award within the Order of Australia.

1.2 City Planning City Planning outcomes for the second quarter of 2018-19 include: Building Services Key outcomes Building Services played a major role in the development of Council's new

Building and Planning interactive website which has now gone live. There has been positive feedback from the community.

Economic Development Key outcomes Implemented a new suite of Christmas decorations in our shopping centres

including new bin guards, tree guards and pedestrian barrier signage, flags and decals, all of which featured an exciting new design developed in consultation with the trader associations. Installations on civic buildings included poinsettia garlands, new lighting displays on the Camberwell Town Hall, Hawthorn Arts Centre and Kew Court House and two large Christmas tree installations at the Camberwell Civic Square area and Beswicke Square in Hawthorn. The program was supported by a trader shop window Christmas display competition.

Organised the Inaugural Annual Trader Association dinner. All eight associations were represented on the night and Councillors were also in attendance. The evening presented a great opportunity for our local traders associations to network in a relaxed dinner setting. Attendees enjoyed a half hour presentation from a retail industry marketing expert. There were also opportunities for each centre to provide updates on their current and future activities.

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Local Laws Key outcomes A review of animal registration and renewal forms was undertaken to offer a more

user friendly outcome. Conducted the Pilot Pet Expo which had approximately 1,500 attendees. Reviewed a number of administrative Standard Operating Procedures. Implemented further system and process enhancements to the ‘Fire Prevention

Program’ to achieve efficiency gains. Release of new website content and process improvements relating to barking

dogs to better inform the community and to improve efficiency in the management of these issues.

Statutory Planning Key outcomes Continued progress on the Statutory Planning Paperless Office Project. Completed Post Implementation Review for Stage 1 of the Statutory Planning

Paperless Office Project. The future state for the Planning Application processes, Amendments and VCAT

were completed and aligned to the Boroondara Customer First (BC1) principles. Contributed to the development and implementation of the online Planning and

Building interactive house, as members of the working group and the project control group.

Various Statutory Planning department staff attended urban design training and conflict management training.

Strategic Planning Key outcomes Canterbury Heritage Gap Study was adopted by Council and submitted to

Minister for approval. Camberwell Heritage Gap Study Panel supported the amendment. Balwyn Heritage Peer Review Panel supported the amendment. Hawthorn, Hawthorn East, Kew and Kew East Heritage Gap Studies were

supported by the Urban Planning Special Committee (UPSC) to progress to public exhibition.

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1.3 Community Development Community Development outcomes for the second quarter of 2018-19 include: Arts and Cultural Services Key outcomes A special community event was held at the Greythorn Community Hub to

commemorate the centenary of Armistice Day. This event, delivered in collaboration with the North Balwyn RSL, was well attended and featured community performances by Boroondara Brass, Camberwell Showtime and Hawthorn Pipe Band.

A number of community and corporate events have been delivered with 222 venue hire bookings at Hawthorn Arts Centre and Kew Court House.

Three Performing Arts programs were delivered at the Hawthorn Arts Centre with 463 people attending.

The Town Hall Gallery presented five exhibitions and 13 programs, with more than 3,000 visitors attending.

Visual Arts Programs included Walk and Talks, Exhibition Tours, Panel Discussion, and Workshops.

Works from the Town Hall Gallery Collection are on display in Hawthorn Arts Centre Foyer and items from the Collection on view across Council sites were renewed in December. There are 62 items on display for community viewing.

The Boroondara Creative Network events continued to have good attendance since inception in August 2018. The networking program has been established to support creative businesses within Boroondara, connecting people and artists.

The Boroondara Arts School Holiday Program (Spring) involved four workshops/activities for children who participated in creative activities.

Community Planning and Development Key outcomes Partnered with the Boroondara Farmers Market to deliver the Emergency

Services Family Fun Day on 20 October 2018 in celebration of Community Safety Month and Children’s Week. Approximately 1,000 people attended the event which featured a range of activities. The community were able to access important safety information and hear from local services about what they do, as well as enjoy the Mobile CPR Lab and interact with emergency services vehicles. The event also showcased a number of interactive displays from Council across Maternal and Child Health, Local Laws, Active Transport and Libraries.

Held the annual Boroondara White Ribbon Day event on 31 October 2018 to raise awareness about violence against women. The event, which was held at the Hawthorn Arts Centre, was presented in partnership with the Boroondara Family Violence Network. Approximately 300 people attended including students and staff from eight local secondary schools. The event included a keynote speech by Tarang Chawla and a panel discussion with Tarang Chawla, Gabrielle Hitch, Eastern Domestic Violence Service, and Inspector Steven Noy, Victoria Police. Eight services provided information and support with stalls and distribution of resources. Attendees also enjoyed a community BBQ with live music following the formal proceedings.

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To mark International Day of People with Disability, Council partnered with the YMCA to hold a come-and-try session at the Boroondara Sports Complex on Friday 7 December 2018. The event provided the opportunity for local students of all abilities to try a range of inclusive activities including goal ball and Wheelchair AFL.

Held the second annual Skilled Volunteer Meet on 23rd October 2018. This networking evening connected 28 community organisations volunteer projects to 80 local professionals looking to contribute and offer their skills.

Family, Youth and Recreation Key outcomes Council secured a major grant of $1,600,000 from the Children's Facilities Capital

Program to assist in funding the Canterbury Community Precinct. The Victorian Government Department of Education and Training grant will support Council to enable the Canterbury Community Precinct to bring together 3 and 4 year old kindergarten, occasional care, a toy library, and maternal and child health. It will provide families with the convenience of accessing a suite of universal services from one location. The result will be an integrated, multidisciplinary approach to supporting families during the early years of a child’s development.

In October The City of Boroondara was announced as winner of the Tennis Victoria ‘Supporting Tennis - Local Government’ award. This award recognises Council for having a high level of engagement and support of tennis in the Boroondara community.

In response to feedback, Maternal and Child Health commenced a culturally specific playgroup in Balwyn North in October 2018. The facilitated Mandarin Supported Playgroup offered at the new Greythorn Community Hub was well received by the Mandarin speaking community of Boroondara, with the group operating at full capacity for the term. An additional facilitated Mandarin Supported Playgroup will be offered in 2019 from the Balwyn North Maternal and Child Health Centre.

Council received a $25,000 grant to enhance the Boroondara Kindergarten Central Enrolment Scheme (BKCES). Enhancements will focus on the BKCES policy and associated processes to link with external allied health services. This work will benefit vulnerable children through better identification and support for children eligible for Early Start Kindergarten.

Finance and Corporate Planning Key outcomes City of Boroondara was a joint winner of the LGPro 2018 Corporate and

Community Planning Award for the new Integrated Planning Framework. Facilitated 2019-20 business planning across all departments of Council and

developed annual commitments and performance measures for Council's consideration.

Launched and provided user training for new systems to capture fees and charges and Budget Bids for the 2019-20 year.

Developed Target Operating Budgets for all departments in Council including labour and fleet costs.

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Engaged with the IT department to obtain a suitable software solution to cater for the upcoming Lease Accounting Standard AASB16.

Commenced a review of capitalisation thresholds in line with audit committee requirements.

Participated in the payment gateway project in conjunction with the Boroondara Customer First program.

Implemented revised credit and debit card surcharges as adopted by Council. Developed a position paper around sponsorship and partnership agreements

benefits and risks on behalf of the relevant Council departments. Health, Active Ageing and Disability Services Key outcomes On 13 December 2018, the City of Boroondara held the annual Leonda

Christmas Lunch for isolated residents in Boroondara. The Centenarian Luncheon was held on the 18 October 2018, for 17

centenarians and their family members, with Pete Smith as MC. To launch the Seniors Festival in 2018 the City of Boroondara hosted an Active

Ageing and Lifestyle Expo and variety concert at the Hawthorn Arts Centre. The day was successful with over 400 people in attendance.

Library Services Key outcomes The library service participated in the Armistice Day Service on 11 November

2018 at the Greythorn Community Hub. The RSL commemorative book was launched on that day. Staff assisted with historical research and coordinating library customers to make poppies to display on the day.

The twentieth annual Boroondara Literary Awards in partnership with the North Balwyn Rotary Club was held on 29 November 2018. The Awards promote an interest in books and writing across our community, particularly for young people. This year we received the largest number of entries ever (over 1,470 entries), including submissions from 46 different local schools. The Literary Festival held earlier this year contributed to the higher number of entries.

The Library Service Radio Frequency Identification (RFID) project is underway with book retagging due for completion in March 2019. The introduction of new RFID technologies (self-serve book returns and returns sorters) in mid 2019, will work with the retagged library collection to make borrowing and retuning books more convenient, and offer an improved customer experience for library members.

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1.4 Customer Experience and Business Transformation Customer Experience and Business Transformation outcomes for the second quarter of 2018-19 include: Business Process Optimisation Key outcomes Continued progress on the development of Service Catalogue. Two hundred staff

across the organisation contributed to the data collection and validation phase. This information will enable Council to design a fit for purpose repository to document all services and their associated attributes.

The development of a Business Case to secure future funding for the Customer First Program is well advanced with all key elements presented to the Executive Leadership team in late November 2018 for review and feedback. The Business Case will contain a schedule of initiatives, different options considered, along with costs and the benefits to be realised to both Council and the Community.

Change Management Key outcomes Progress made in supporting the change associated with the Library Services

Radio-Frequency Identification (RFID) replacement project - including the design and co-facilitation of all staff Roadshows and communication to applicable staff.

Creation, distribution, analysis and reporting back of a Leader survey in relation to leaders' views on the communication and engagement provided by the Boroondara Customer First program.

Development of a communications campaign for the BC1 program - supported and approved by BC1 Governance.

Ongoing development and publication of stories of our people that reflect the themes of embracing change, living our values and improved customer experience.

Ongoing change management support for a variety of projects to ensure the ‘people side of change’ is understood, planned for and supported.

Chief Customer Office Key outcomes The first edition of a digital version of the Boroondara Bulletin was published in

late November. It was sent to 45,360 residents and achieved a 33.5% open rate (% of people that opened the email) and a 5% click-through (% of people that clicked on a link from the email to our website). For comparison the government averages for email communications are 26% for open rate and 3.4% for click-throughs.

Launched an Interactive Building and Planning tool. Council has received very positive feedback from members of the community using this tool for the first time.

Processed and transferred over 500 archive boxes to offsite storage. Reviewed and further streamlined business processes including hard waste and

payments.

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Chief Information Office Key outcomes Completed an unplanned/impromptu Disaster Recovery Test to validate

Information Technology’s ability to mobilise quickly in the event of a disaster event occurring.

Executed a simulated email phishing campaign to test the effectiveness of Information Security awareness and capabilities across Council.

Obtained BC1 Steering Committee Approval for all Enterprise Architecture deliverables.

Corporate Solicitor Key outcomes Received 27 new internal referrals, referred 16 new external referrals and closed

10 files during the quarter. In conjunction with Council's solicitor, held a Delegations, Authorisation and

Privacy and Occupational Health and Safety (OHS) Management training day for Council staff.

Program Management Office Key outcomes Program resources across all projects established until the end of March 2019. Detailed project schedules were finalised for six projects. Reviewed and revised the Risk and Issue Framework. Established a Project Initiation Document review process. Established a Change Request review process. Established new program dashboard reporting. Standardisation of templates for Project Control Group meeting agenda minutes

and Terms of Reference.

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1.5 Environment and Infrastructure Environment and Infrastructure outcomes for the second quarter of 2018-19 include: Asset Management Key outcomes Developed a tree assessment application, allowing quick and easy field recording

of tree assessments. Commercial and Property Services Key outcomes Prepared agenda papers and reports for the November 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. Progressed delivery of Council's Internal Audit Plan for 2018-19.

Environment and Sustainable Living Key outcomes Environmental Sustainability Ongoing advocacy and support to improve community outcomes related to the

proposed North East Link project. Completion of office lighting upgrades at Camberwell Office as part of the Energy

Performance Contract.

Landscape and Design Completion of the Gordon Street playground replacement project.

Parks and Infrastructure Key outcomes Infrastructure Services Introduced new Service Crews for inspecting and cleaning retail shopping strips. Introduced a new mapping solution for waste jobs, saving time and reducing error

rates. Data collection of 840 laneways in the municipality completed. This data will be

used for the re-tendering of the street sweeping service and have a more accurate specification.

Parks and Gardens Completed community consultation and Council endorsement of a revised

concept for Dorothy Laver Reserve.

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Section 1 - Directorate overviews

15

Completed the last of four Green Army projects for 2018-19. Secured the use of two “Flicx pitches” from Cricket Victoria with a pilot planned

for early 2019. “Flicx pitches” are temporary cricket pitches which can be rolled out onto sports fields for concurrent junior’s games thereby increasing the usage capacity of Council’s sportsgrounds.

Clayton Landfill performance

31 December 2018 YTD Actuals YTD Budget Variance % Variance

Income $163,779 $1,758,517 ($1,594,738) -91%

Expenditure $1,458,962 $2,860,500 ($1,401,538) -49%

Net Loss ($1,295,183) ($1,101,983) ($193,200) -18% The income variance primarily relates to the timing of a refund due from the Financial Assurance Levy ($1.60 million) which was received in the prior Financial Year. Expenditure is under budget primarily due to delays in the cell capping works required to remediate the site ($1.95 million). Projects and Strategy Key outcomes Contracts for the Provision of Architectural and Consultancy Services were

awarded for the Kew Recreation Centre and Canterbury Community Precinct projects.

Traffic and Transport Key outcomes Continued involvement and advocacy on the North East Link project including

development of options for Bulleen Park Master Plan. Consultation and finalisation of angle parking issues in the Greythorn Shopping

Centre. Continued the investigation for Wattle Road reconstruction, including

opportunities and constraints. Council resolved the discontinuance of the part of Talbot Avenue for Evergreen

Reserve proposal. 1.6 People, Culture and Development People, Culture and Development outcomes for the second quarter of 2018-19 include: Key outcomes Implemented offsite Leadership Roundtable at Hawthorn Arts Centre. Council‘s Health, Safety and Wellbeing programme was named a finalist in

Worksafe Victoria's 2018 Awards. Launched the 2018 People Survey to Council staff and achieved a 68%

participation rate. Insights from the data to follow in quarter three.

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Completed 100%

In progress76-99% In progress

51-75%In progress

26-50%In progress

1-25% Not started Not Required

Total 6 1 5 31 7 2 1

Theme

2.0 Summary of Commitment status

Status

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Annual Commitments Performance

2.1 Theme 1: Your Community, Services & Facilities

Commitments Status Comment Against Action Plans Responsible Department

Commitment 1.1: Inform the development and renewal of community facilities by analysing population trends with facility use data to prioritise investment in Council’s facilities and meet the needs of the community. (Councillor Action)

In Progress( 50% )

Data collection on Council facilities has been completed. One hundred and fourteen sites have been visited and booking data has been collected and tabulated for 137 bookable spaces. Room information has been collected and tabulated for 177 potentially multipurpose spaces (including leased spaces and new buildings). All sites have been coded for map-based analyses.

A method for combining and presenting the completed data in an interactive manner has been identified and prototyped. Analysis of the data has commenced and relevant departmentsare being consulted as the data is analysed. Work has also commenced on determining the catchment area for the each facility type for the population forecast data.

Community Planning and Development

Commitment 1.2: Commence the delivery of services at the Greythorn Community Hub to increase community access to childcare, maternal child health, library services, and neighbourhood house programs in the north east region of the City.

Completed( 100% )

All services at the Greythorn Community Hub have commenced operations, including childcare, maternal and child health, the library lounge, the neighbourhood house, and community support and wellbeing services. The Hub was officially opened on Saturday 1 September 2018.

Community Planning and Development

Commitment 1.3: Develop the Active Ageing Hub, an online platform for older adults, to increase local health and wellbeing information best suited to them.

Completed( 100% )

The development of the 'Add Life to your years' (the over 55s section of the website) is complete. The site was officially launched at the Seniors Week event on the 9 October at the Hawthorn Arts Centre.

Health, Active Ageing and Disability Services

Commitment 1.4: Construct a new community garden in Earl Street Kew, so that the local community has a place to gather, socialise, learn new skills and grow their own fresh fruit and vegetables.

In Progress( 40% )

Construction documentation has been completed. Implementation scheduled to commence in March 2019.

Environment and Sustainable Living

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Commitments Status Comment Against Action Plans Responsible Department

Commitment 1.5: Hold a series of workshops in partnership with neighbourhood houses aimed at increasing the range of life-long learning opportunitiesfor residents of all ages.

In Progress( 50% )

Planning for workshops, which will be held in April and June, has commenced.

Community Planning and Development

Commitment 1.6: Promote the City’s arts and culture venues as tourist attractions for locals and visitors.

In Progress( 50% )

The 2018 Boroondara Arts program saw 4,751 people engaged through the cultural venues:- 3,322 Visual Arts program attendance - 463 Performing Arts program attendance (HAC)- 930 Community Cultural Development program attendance.

A further 116 events were delivered for community and corporate organisations.

The Boroondara Arts website continues to be refined to include additional information to promote the events and activities held at the Hawthorn Arts Centre and Kew Court House to inform locals and tourists.

Arts and Culture

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2.1 Theme 1: Your Community, Services & Facilities

Commitments Status Comment Against Action Plans Responsible Department

Commitment 1.7: In partnership with the Boroondara Community Safety Advisory Committee and Victoria Police, advocate and respond to community safety issues, through community events, projects and education. (Councillor Action)

In Progress( 75% )

To mark Children’s Week and Community Safety Month, an Emergency Services Family Fun Day was held at the Boroondara Farmers' Market on Saturday 20 October 2018. Approximately 1,000 people attended the event, which was organised by Council in partnership with the Boroondara Farmers Market, the Boroondara Community Safety Advisory Committee and the Municipal Emergency Planning Committee. The event featured a range of activities including: a native animal display, craft and woodworking activities, seedling planting, a gymnastics circuit and a range of toys from the toy libraries. The community were also able to access important safety information and hear from local services about what they do, as well as enjoy the mobile CPR lab and interact with emergency services vehicles. The event also showcased a number of interactive displays from Council across Maternal and Child Health, Local Laws, Active Transport and Libraries.

On Wednesday 31 October Council held its annual BoroondaraWhite Ribbon Day event to raise awareness about violence against women. The event was presented in partnership with the Boroondara Family Violence Network. Approximately 300 people attended including students and staff from eight local secondary schools.

In October Council also held a Community Safety Forum. The forum included presentations by Inspector Steven Noy, Victoria Police, and Dr Michelle Noon, criminologist, psychologist and lecturer, RMIT University. The event was attended by approximately 70 people.

Community Planning and Development

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2.1 Theme 1: Your Community, Services & Facilities

Commitments Status Comment Against Action Plans Responsible Department

Major initiative 1.8: Commence construction of the new Camberwell Community Centre (CCC) at 33-35 Fairholm Grove to provide additional space and underground parking to cater for existing programs and future demand.

In Progress( 50% )

Revised plans for the redeveloped Camberwell Community Centre incorporating an underground car park, improved outlook and sunlight, two courtyards, improved room layouts, and functional spaces for community programs have been finalised and publically advertised.

Community Planning and Development

Commitment 1.9: Respond to the Australian Government strategy for Protecting Crowded Places from Terrorism, in partnership with Victoria Police. (Councillor Action)

In Progress( 50% )

Council continues to ensure that it is appropriately responding to the Australian Government strategy for Protecting Crowded Places from Terrorism, and is awaiting the outcome of its funding application to the Australian Government Safer Communities Fund to support the purchase of portable hostile vehicle bollards.

Health, Active Ageing and Disability Services

Commitment 1.10: Develop the new Balwyn Park Tennis and Community Facility to provide space for broad community use, including the Deepdene U3A as well as additional open space through relocation ofthe existing tennis facilities to the disused former bowls site.

In Progress( 80% )

Construction in progress and programmed to be completed by February 2019.

Projects and Strategy

Commitment 1.11: Work in partnership with the Hawthorn Makers Market to establish their presence at the Hawthorn Arts Centre, by holding monthly evaluation meetings to consider future stallholders and event management to increase the patronage and vibrancy of the market.

In Progress( 50% )

The return to the Hawthorn Arts Centre has seen a growth in both interested stallholders and also market attendees. Between 400-600 patrons have attended each market during 2018.

Monthly evaluation meetings are held with Rotary Club representatives.

The first market of 2019 forms part of the Glenferrie Festival in March.

Arts and Culture

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2.1 Theme 1: Your Community, Services & Facilities

Commitments Status Comment Against Action Plans Responsible Department

Commitment 1.12: Improve casual access to tennis courts via the provision of ‘book a court technology’. (Councillor Action)

In Progress( 50% )

Expressions of interest (EOI) have been submitted by a number of clubs and successful clubs have been notified. Officers are now working with Tennis Australia and Facilities Maintenance to plan the installation of the associated hardwareand software.

Family, Youth and Recreation Services

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2.2 Theme 2: Your Parks & Green Spaces

Commitments Status Comment Against Action Plans Responsible Department

Major initiative 2.1: Upgrade playgrounds at Canterbury Sports Ground, Ferndale Park and Gordon Street Reserve to provide high quality, safe and diverse play opportunities for children and families.

In Progress( 40% )

Gordon Street Reserve Playground replacement works were completed and open to the public in December 2018. The Ferndale park playground contract has been executed, works are scheduled to commence on site in late January 2019. The Canterbury Sports ground playground tender has closed and the evaluation report is being prepared for approval.

Environment and Sustainable Living

Commitment 2.2: Consider opportunities to create green space and provide underground parking as appropriate, in planning for capital projects. (Councillor Action)

In Progress( 50% )

Creating green spaces and underground parking are being considered in the development of all projects. Current considerations include the Kew Recreation Centre, Ashburton Senior Citizens Centre and the Camberwell Community Centre.

Projects and Strategy

Commitment 2.3: Explore opportunities to enter into joint use agreements, particularly with State Government property owners, which provide enhanced community access. (Councillor Action)

In Progress( 50% )

Council officers have been in discussions with a number of schools regarding community access to sporting facilities.

Commercial and Property Services

Commitment 2.4: Provide online information about family friendly playground facilities and infrastructure in Boroondara.

In Progress( 50% )

A scope for the action and communications has been developed. The project is on track to launch with a community engagement activity in April 2019.

Family, Youth and Recreation Services

Commitment 2.5: Implement a pilot community pet expo to promote and support responsible pet ownership and provide a social opportunity for pet owners.

Completed( 100% )

The event was successfully conducted in tandem with the Farmers Market on 17 November 2018 with approximately 1,500 attendees.

Local Laws

Commitment 2.6: Implement year one actions from the Field Sports Strategy to improve Council's assets and facilities to meet the current and future needs of the community.

In Progress( 30% )

Year one actions include fences at a number of locations to address risk issues. Canterbury sportsground safety fence completed end of December 2018. HA Smith Fence, Rathmines Risk Fence, Watson Risk Fence will commence March - April 2019 leading into the winter season.

Parks and Infrastructure

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2.2 Theme 2: Your Parks & Green Spaces

Commitments Status Comment Against Action Plans Responsible Department

Commitment 2.7: Implement additional shade measures at District Playgrounds located at Ferndale Park and Canterbury Sports Ground, as outlined in the recently adopted Shade Policy.

In Progress( 20% )

Contract for shade installation at Summerhill Park, Ferndale Park and Canterbury Sportsground has been executed. Works expected to commence in February at Summerhill Park. Proposed shade program to be coordinated with delivery of playground replacements at Ferndale Park in March and Canterbury Sports Ground from April.

Environment and Sustainable Living

Commitment 2.8: Manage and maintain our tree assets into the future, by implementing the 2018-19 actions from the Tree Strategy Action Plan. (Councillor Action)

In Progress( 50% )

The identification of streets across the City for complete street tree renewal and replacement due to aging and poor performing tree specimens is underway. Educational material is being developed. Designs and consultation underway for Trent Street, Glen Iris’ pilot street tree removal and replacement program.

Parks and Infrastructure

Commitment 2.9: Commence construction of a synthetic surface to increase participation in active sport. (Councillor Action)

Not Required On 10 December 2018 Council resolved that the action to “commence construction of a synthetic surface to increase participation in active sport” is not required, noting Council will proceed with an amended concept that does not include a synthetic surface.

Parks and Infrastructure

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2.3 Theme 3: The Environment

Commitments Status Comment Against Action Plans Responsible Department

Commitment 3.1: Deliver Council's award winning Living for our Future program, focusing on healthy and sustainable themes such as saving water and energy, and enhancing the natural environment.

In Progress( 50% )

Living for our Future program for the 2018-19 financial year is underway. Four workshops have been delivered during the quarter with 174 participants.

Environment and Sustainable Living

Commitment 3.2: Complete a review of Council’s Significant Tree register, to assist in maintaining and protecting significant trees within the municipality. (Councillor Action)

In Progress( 60% )

Approximately 200 nominations for inclusion on the Significant Tree Register have been received. Approximately 150 of these had been assessed by the end of the quarter.

Statutory Planning

Major initiative 3.3: Reduce greenhouse gas emissions and energy costs at Council buildings by implementing low emission technologies and energy efficiency upgrades identified in Council's Energy Performance Contract. (Councillor Action)

In Progress( 75% )

Capital works elements of the project are being undertaken over two financial years 2017-18 and 2018-19. Camberwell Office lighting upgrade has been undertaken during the quarter. Works are on track for completion before June 2019.

Environment and Sustainable Living

Commitment 3.4: Design and construct the remaining priority stormwater harvesting and reuse projects (rain gardens and wetlands), so that we reduce pollution to the Yarra River, create wildlife habitat and improve local amenity.

In Progress( 25% )

Design of the rain garden at Gordon Barnard Reserve is underway, along with community consultation.

Environment and Sustainable Living

Commitment 3.5: Reduce heatwave associated risks within the City to assist, educate and alert vulnerable community members of a declared heatwave to enhance their resilience to such an event.

In Progress( 50% )

Council continues to monitor heat alert notifications and support vulnerable people to prepare for heat alert days as required.

Health, Active Ageing and Disability Services

Commitment 3.6: Commence the process of introducing a Special Building Overlay (SBO) to identify properties at risk of flooding during a 1 in 100 year storm event.

In Progress( 30% )

Consultation was held with individual residents who had questions regarding the flood mapping study either before, after or during the Services Special Committee Meeting. Site meetings were held with over 30 individuals. Report will be prepared for Council in the first half of 2019.

A Melbourne Water (MW) project to refine the interface between proposed Council and MW SBO boundaries is nearing completion.

Asset Management

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2.4 Theme 4: Neighbourhood Character & Heritage

Commitments Status Comment Against Action Plans Responsible Department

Commitment 4.1: Review Boroondara's Neighbourhood Character Precinct Statements in response to the introduction of the Reformed Residential Zones. (Councillor Action)

In Progress( 70% )

Review of the Neighbourhood Character Precinct Statements has commenced, involving desktop analysis, site inspections, permit activity reports, infrastructure capacity analysis, housing capacity analysis and preferred built form scenarios.

Strategic Planning

Commitment 4.2: Advocate to the State Government to gain greater control over planning decisions to protect Boroondara’s character and amenity.

Completed( 100% )

Ongoing advocacy and discussions have occurred as part of current State Government planning reform of Victorian Planning Schemes.

Strategic Planning

Major initiative 4.3: Protect the City's heritage by continuing a municipal wide heritage assessment of all properties not currently subject to a heritage overlay in the Boroondara Planning Scheme.

In Progress( 75% )

The Municipal Wide Heritage Gap Study is progressing with planning scheme amendments prepared for the suburbs of Canterbury, Camberwell, Hawthorn, Hawthorn East, Kew, Kew East and Mont Albert. The suburbs of Glen Iris and Ashburton will be commenced in early 2019. The introduction of Heritage Overlays for each suburb are at different stages and on schedule.

Strategic Planning

Commitment 4.4: Review the Camberwell Junction Structure Plan and introduce planning controls to ensure appropriate development in the centre.

In Progress( 25% )

A community survey of stakeholders has been completed, and a review of the Camberwell Structure Plan has commenced and will be presented to Councillors in the first half of 2019.

Strategic Planning

Commitment 4.5: Investigate the introduction of an Environmentally Sustainable Design (ESD) Policy to the Boroondara Planning Scheme to facilitate sustainable development.

In Progress( 20% )

This project has been identified in the Boroondara Community Plan. A more detailed investigation into the need for an ESD policy is scheduled for 2020-21. Initial scoping into the benefits of an ESD policy in statutory planning decision-making has occurred.

Strategic Planning

Commitment 4.6: Provide education to owners and developers about heritage overlays to increase a culture of custodianship. (Councillor Action)

In Progress( 50% )

Ongoing education and information regarding the benefits of Heritage Overlays occurs as part of the consultation processes associated with the suburb assessments of the Municipal Wide Heritage Gap Study. Each consultation process provides learnings which assists messaging to affected property owners and neighbours and appropriate media.

Strategic Planning

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2.4 Theme 4: Neighbourhood Character & Heritage

Commitments Status Comment Against Action Plans Responsible Department

Commitment 4.7: Engage in the reform of the Victoria Planning Provisions with an emphasis on retaining and enhancing local planning policies and controls which protect the City’s heritage, character and amenity.

Completed( 100% )

Ongoing engagement continued with the Department of Environment, Land, Water and Planning (DELWP) as part of current State Government planning reform of Victorian Planning Schemes.

Strategic Planning

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2.5 Theme 5: Getting Around Boroondara

Commitments Status Comment Against Action Plans Responsible Department

Commitment 5.1: Improve specified Council managed pedestrian signals and traffic management treatments to ensure they meet current standards.

In Progress( 50% )

Work undertaken during the quarter includes: - Manningtree Road/Thomas Street kerb realignment - King Street / Bellett Street realignment- Highgate Grove car park footpath works.

Traffic and Transport

Commitment 5.2: Advocate for new public transport services and improvements to service frequencies and enhance community transport options. (Councillor Action)

In Progress( 50% )

Input provided on bus way for North East Link project.Advocacy has included design of bus corridor to preserve option for Doncaster Rail.

Traffic and Transport

Commitment 5.3: Provide paths and infrastructure on Council managed land and advocate for walking and cycling initiatives on arterial roads to increase active and environmentally sustainable travel options for the community. (Councillor Action)

In Progress( 50% )

Constructed a walking trail between Hawthorn Velodrome and HA Smith Reserve.

Proposal for Fritsch Holzer Reserve currently being finalised with construction planned early in 2019.

Traffic and Transport

Commitment 5.4: Progressively implement recommendations from the school crossing infrastructure audit to provide safe and accessible crossings for the school community.

In Progress( 50% )

Locations identified and Yellow 'WalkSafe' pavement at a number of school crossings to be upgraded by first quarter of 2019.

Traffic and Transport

Commitment 5.5: Undertake a safety audit on the Gardiners Creek Trail to maintain and improve the amenity for pedestrians and cyclists.

In Progress( 25% )

Brief being finalised and consultant to be appointed by mid February 2019.

Traffic and Transport

Commitment 5.6: Implement actions from the Integrated Transport Strategy, Road Safety Strategy, Walkability Studies and Access Plans to improve community safety and accessibility.

In Progress( 50% )

Evergreen Reserve discontinuance of road finalised. Works programmed for March/April 2019.

Speed trailer in regular use.

Kew Junction Car Parking Guidance Scheme Tender awarded. On-Site works to commence in mid January 2019.

Traffic and Transport

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2.5 Theme 5: Getting Around Boroondara

Commitments Status Comment Against Action Plans Responsible Department

Major initiative 5.7: Advocate for Option C (direct connection from the M80 to EastLink) and provide technical input to the North East Link project to help minimise the impacts on the Boroondara community.

In Progress( 50% )

Advocacy on North East Link has continued. Council officers are also providing input as part of the project's technical reference group in seeking the best outcome possible for the Boroondara community.

Council officers have developed preferred design options for inclusion in the Bulleen Park land use planning project initiated by the North East Link Project (NELP). Significant advocacy work has been completed to inform the designs and to have them considered by NELP.

Traffic and Transport

Commitment 5.8: Conduct the review of the Boroondara Bicycle Strategy to ensure appropriate opportunities for on and off road cycling and improvement of Boroondara’s bicycle network.

In Progress( 15% )

Review commenced and will be progressed during the year.

Consultation planned for early 2019.

Traffic and Transport

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2.6 Theme 6: Your Local Shops & Businesses

Commitments Status Comment Against Action Plans Responsible Department

Commitment 6.1: Implement streetscape improvements works at Cookson Street Camberwell, to improve the vitality of our local strip shopping centres for local traders and the community.

In Progress( 15% )

Currently confirming ownership and maintenance responsibilities for infrastructure in Cookson Street before proceeding with the works.

Environment and Sustainable Living

Commitment 6.2: Support home based and micro businesses by developing programs that encourage innovative practices.

In Progress( 50% )

Council continues to deliver the Business Boroondara training and support program, including the Experience Collective Program, the Co-Lab Intergenerational Co-Working Space, the free business mentoring service and the on-demand workshop series. There were several SuperNetworking Nights and specialist workshops during the quarter including:- 'Getting the best from technology in your business and personal life'-' Instagram Marketing for Business'- 'Working with the Australian Chinese Domestic Market' - 'Tax aspects of international small business - traps and opportunities'- 'The ‘F ’word in business - Feminine'.

These initiatives act as an enabler to the home-based and micro business sector of our local economy through encouraging innovative practices.

Economic Development

Commitment 6.3: Encourage Neighbourhood Shopping Centres to undertake consumer research tohelp understand customer needs, including requirements for delivery services and opening hours.

Not Started( 0% )

To commence during January/February 2019. Economic Development

Commitment 6.4: Implement the Christmas in Boroondara program to promote the vitality of the City’s shopping centres and support a festive community spirit. (Councillor Action)

Completed( 100% )

Council continues to implement the Christmas in Boroondara program. Installation of decorations commenced on 12 November 2018 and took 3 days to complete. A total of 1,035 decorations were installed across all 53 shopping centres.New customised major Christmas tree installations and lighting displays were developed and installed, along with a refreshed suite of street decorations for the City's shopping centres.

Economic Development

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2.6 Theme 6: Your Local Shops & Businesses

Commitments Status Comment Against Action Plans Responsible Department

Commitment 6.5: Facilitate pop-up business hubs which offer training, access to technology and tools to support start-up and emerging businesses in the City of Boroondara. (Councillor Action)

In Progress( 50% )

Council continues to deliver the Experience Collective and Co-Lab Intergenerational Co-Working Space programs.

Experience Collective is a free monthly initiative offering attendees the opportunity to meet up and learn about technology and share stories with like-minded people who are starting new businesses or looking to self-employment as a way to continue to earn an income.

The Co-Lab program is another free initiative conducted on a weekly basis offering a ‘hot desk’ environment for emerging and established businesses to work alongside each other and network.

Economic Development

Commitment 6.6: Support local businesses to advance their use of technology to strengthen their business model and viability.

In Progress( 50% )

Council supports local businesses to understand the importance of technology through a combination of initiatives. These include free business mentoring, networking and associated information exchange between businesses and through the Experience Collective and Co-Lab programs.

Economic Development

Major initiative 6.7: Implement the Laneway Strategy by revitalising Glenferrie Place, Hawthorn, to improve pedestrian accessibility and provide greater opportunities for people to stop, rest and socialise.

Not Started( 0% )

Implementation at Glenferrie Place on hold due to advice from the Australian Gas Infrastructure Group that significant gas works affecting the laneway are scheduled for later in 2019.In its place, officers propose bringing forward laneway improvements at Stanley Place in Camberwell, that were previously placed on hold due to a private development within the laneway. This development is now complete.

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2.7 Theme 7: Civic Leadership & Governance

Commitments Status Comment Against Action Plans Responsible Department

Commitment 7.1: Collaborate with Regional Development Australia-Melbourne East and other relevant state and federal agencies on a regular basisto gain support for and help to deliver the Economic Development and Tourism Strategy within Boroondara.

In Progress( 50% )

Council officers regularly attend meetings of the Melbourne East Regional Economic Development Group and other relevant regional economic development groups. Council also participated in the Destination Melbourne Partnership Program.

Economic Development

Commitment 7.2: Host the Pop Up Council at ongoing festivals and farmers markets to ensure the community has opportunities to interact with Council and have input to Council decision making. (Councillor Action)

In Progress( 50% )

Pop Up Council featured at City of Boroondara’s Emergency Services Day and Pet Expo.

Chief Customer Office

Major initiative 7.3: During facility renewal process, identify opportunities to support increased community group usage at sporting pavilions. Council’s Assets Leasing and Licensing Policy will prompt multi-use of sporting facilities. (Councillor Action)

In Progress( 50% )

Consideration is given to supporting multi-use as pavilions are redeveloped. This will be supported by Council's Assets Leasing and Licensing Policy. Most recently the Camberwell Hockey Club pavilion renewal has been built to accommodate use by the Canterbury Neighbourhood Centre.

Family, Youth and Recreation Services

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2.7 Theme 7: Civic Leadership & Governance

Commitments Status Comment Against Action Plans Responsible Department

Commitment 7.4: Ensure Council operates within a financially sustainable framework through preparation of the Annual Budget 2019-20 and the Strategic Resource Plan in-line with statutory requirements, and submit for consideration by Council by 30 June 2019.

In Progress( 40% )

In accordance with the endorsed timetable the following have been completed: - 2019-20 draft fees and charges and Draft Council Plan commitments and business plan actions have been obtained from all departments for presentation to Councilors at the February evening workshop.- Target 2019-20 operating budgets including salaries and fleet costs have been produced for review prior to the operating budget meetings scheduled for February. - The new LGSS budget bid system has been populated with budget bids and provided to the relevant managers for their review prior to the strategic business planning Board meetings scheduled for February.- The draft Long Term Financial Strategy (LTFS) for 2019-20 has been prepared and is ready to accept data arising from budget bids and operating budget noted above. - A review of escalation costs for future year planned capital works based on building industry current and forecast cost data has been conducted. Revised budget allocations for all planned capital projects have been calculated.

Finance and Corporate Planning

Section 2 Annual Commitments

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Non-Financial Performance

2.8 Strategic Indicators Themes with quarterly performance measures appear in the following table. Strategic Indicators that have not achieved forecast 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 forecast has been achieved.

Strategic Indicators YTD ANNUAL

Actual Forecast Forecast

Your Community, Services and Facilities

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

2,940,956 3,000,000 6,000,000

Comment: Although slightly below the year to date target, there has been an increase in overall participation in library services since the same time last year. Therefore, it is anticipated that the target will be met by year end.

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

100% 95% 95%

Percentage of graffiti removed from Council owned assets within one business day of notification.

93.45% 95% 95%

Comment: The lower than forecasted result in quarter two is mainly due to the increase in graffiti reported during the quarter. This is combined with promoting Snap, Send Solve and an increase in activity in December for school holidays. In addition, there have been significant storm days reducing contact time for removal. The annual result is expected to meet the forecast.

Number of arts and cultural community events delivered by Council 84 70 140

Number of young people attending Youth Services programs or services 2,393 2,100 4,200

The Environment

Kerbside collection waste diverted from landfill (percentage of garbage, recyclables and green organics collected from kerbside bins that is diverted from landfill)

49% 48% 48%

Neighbourhood Character and Heritage

Number of complaints regarding Neighbourhood Character and Heritage (excluding objections to planning permit applications and submissions to strategic planning projects)

0 25 50

Percentage of 'Demolition Consents' under Section 29A of the Building Act by Building Services checked within 15 business days

100% 100% 100%

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Strategic Indicators YTD ANNUAL

Actual Forecast Forecast

Getting Around Boroondara

Sealed local roads maintained to condition standards (percentage of sealed local roads that are below the renewal intervention level set by Council and not requiring renewal)

98% 98% 98%

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

100% 99% 99%

Percentage of footpath defects remediated within the timeframes specified in the Road Management Plan

98% 95% 95%

Number of traffic counts and surveys 78 75 150

Your Local Shops and Businesses

Number of proactive strip shopping centre maintenance inspections completed

198 115 230

Comment: Higher than expected forecast due to the introduction of a Service Crew team.

Number of members of the Boroondara Business Network 1,160 1,200 1,200

Comment: The number of members (subscribers) of the Boroondara Business Network (BBN) is lower than the annual target due to the launch of Council's new website and associated consolidation of the BBN website and database into the new Council website. The consolidation process has provided an opportunity to cleanse the BBN membership database to ensure it is current (ie. removing obsolete business information and removing duplication). A membership/subscription campaign is underway to promote the BBN and increase in membership/subscriptions.

Number of participants in Council's business training activities 657 750 1,500

Comment: The lower than expected attendance numbers mainly reflect a reduced number of attendees for the Co-Lab sessions and also the free business mentoring sessions during quarter one. Council officers are continuing to review our approach to promoting attendance at these sessions. Through an enhanced marketing campaign that specifically promotes these sessions and also the broader Business Boroondara Network suite of workshops, events and activities, it is anticipated that the overall target of 1,500 attendees at Council’s business training activities, will be met by the end of the financial year 2018-19.

Civic Leadership and Governance

Percentage of Freedom of Information Requests responded to within prescribed timeframes

100% 100% 100%

Average time callers wait before their call is answered 49 seconds =< 45 seconds

=< 45 seconds

Comment: The increase in the average wait time is an outcome of higher than expected community response to planning consultation that required a redirection of resources through December. We do not expect this to adversely affect our full year result.

Number of cyber security incidents that have a Risk Consequence Rating

0 0 0

Notes: 1. There are an additional 27 Strategic Indicators which will be reported annually at 30 June 2019. 2. Theme 2: Your Parks and Green Spaces consist of annual measures only and have not been included in the above table.

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3. Financial and performance statements

3.1 Income statement

ANNUAL ORIGINAL BUDGET

YTD ACTUAL

YTDBUDGET

YTD VARIANCE

YTD VARIANCE

ANNUALSEPTEMBER

AMENDEDBUDGET

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

Recurrent incomeRates and charges 180,050 179,666 179,824 (158) 0% 179,974 Statutory fees and fines 16,133 8,451 8,417 34 0% 16,755 User fees 13,891 6,713 6,915 (202) -3% 14,097 Grants - operating 12,491 8,266 8,022 244 3% 12,152 Contributions - cash 6,363 2,847 3,014 (167) -6% 6,363 Contributions - non-monetary - 13 - 13 100% - Rental income 2,763 1,040 1,362 (322) -24% 2,723 Other income 2,562 1,379 1,324 55 4% 2,562 Interest 2,100 1,549 1,401 148 11% 2,500 Total recurrent income 236,353 209,924 210,279 (355) 0% 237,126

Recurrent expenditureEmployee costs 87,051 41,036 42,233 1,197 3% 86,606 Materials and services 61,810 28,469 31,374 2,905 9% 62,991 Bad and doubtful debts 1,056 606 540 (66) -12% 1,056 Depreciation and amortisation 34,640 16,922 16,922 - 0% 33,857 Finance costs 1,652 915 915 - 0% 1,652 Other expenses 11,466 4,845 5,675 830 15% 11,650 Total recurrent expenditure 197,675 92,793 97,659 4,866 5% 197,812

Net recurrent operating surplus 38,678 117,131 112,620 4,511 4% 39,314

Non-recurrent incomePriority projects income 260 191 213 (22) -10% 343 Capital works income 2,500 1,765 1,618 147 9% 2,430 Total non-recurrent income 2,760 1,956 1,831 125 7% 2,773

Non-recurrent expenditurePriority projects expenditure 16,328 6,952 9,709 2,757 28% 19,577 Total non-recurrent expenditure 16,328 6,952 9,709 2,757 28% 19,577

Net non recurrent operating surplus (deficit) (13,568) (4,996) (7,878) 2,882 -37% (16,804)

Net gain (loss) on disposal of property, infrastructure, plant and equipment (3,000) (480) (500) 20 -4% (4,000)

Surplus for the year 22,110 111,655 104,242 7,413 7% 18,510 Note: All numbers are rounded to the nearest thousand. Refer to Section 3.5 Overview for details on Council's financial performance.

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3.2 Income statement by directorate

ANNUAL ORIGINAL BUDGET

YTD ACTUAL

YTDBUDGET

YTD VARIANCE

YTD VARIANCE

ANNUALSEPTEMBER

AMENDEDBUDGET

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

IncomeRates and waste charges * 178,651 178,150 178,301 (151) 0% 178,451 Environment and Infrastructure 8,699 4,321 4,565 (244) -5% 8,909 Community Development 15,875 9,494 9,768 (274) -3% 15,427 City Planning 22,356 12,318 12,240 78 1% 23,256 CEO's Office 25 15 15 - 0% 25 People Culture & Development - 1 - 1 100% - Total income 225,606 204,298 204,889 (591) 0% 226,068

ExpenditureEnvironment and Infrastructure 70,587 33,612 35,308 1,696 5% 71,159 Community Development 38,885 18,015 19,159 1,144 6% 38,814 City Planning 22,240 10,633 10,960 327 3% 22,662 Customer Experience and Business Transform 19,042 8,742 9,919 1,177 12% 19,123 CEO's Office 2,641 1,289 1,339 50 4% 2,652 People, Culture & Development 3,315 1,382 1,632 250 15% 3,315 Depreciation and amortisation 34,640 16,922 16,922 - 0% 33,857 Total expenditure 191,350 90,595 95,239 4,644 5% 191,582

Net non departmental ** 4,422 3,428 2,970 (458) -15% 4,828 Net loss on disposal of property, infrastructure, plant and equipment

(3,000) (480) (500) (20) 4% (4,000)

Capital income 2,500 1,765 1,618 147 9% 2,430 Net priority projects (16,068) (6,761) (9,496) 2,779 -29% (19,234)Surplus for the year 22,110 111,655 104,242 7,413 7% 18,510

* Rate income includes interest on rates but excludes special rates which are included under the City Planning Directorate.** Non departmental includes - Victoria Grants Commission funding, finance costs, interest on investments, open space developers contributions. Note: All numbers are rounded to the nearest thousand.

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3.3 Balance Sheet

31 Dec 2018 30 Jun 2018 31 Dec 2017$'000 $'000 $'000

Current assetsCash and cash equivalents 1 115,641 14,416 119,306 Other financial assets 1 - 114,500 - Trade and other receivables 109,870 16,648 102,930 Prepayments 155 1,138 451 Total current assets 225,666 146,702 222,687

Non-current assetsTrade and other receivables - - 12 Financial assets 4 4 4 Property, plant and equipment, infrastructure 3,805,315 3,804,700 3,545,315 Intangible assets 1,355 1,297 1,940 Investment property 9,164 9,164 9,289 Total non-current assets 3,815,838 3,815,165 3,556,560 Total assets 4,041,504 3,961,867 3,779,247

Current liabilitiesTrade and other payables 8,499 24,105 5,283 Interest-bearing loans and borrowings 721 18,432 2,146 Provisions 17,109 16,428 16,476 Trust funds and deposits 3,862 3,245 6,912 Prepaid income 83 82 104 Total current liabilities 30,274 62,292 30,921

Non-current liabilitiesProvisions 1,695 1,695 1,791 Interest-bearing loans and borrowings 26,280 26,280 44,713 Investments in associates 2,253 2,253 1,382 Total non-current liabilities 30,228 30,228 47,886 Total liabilities 60,502 92,520 78,807

Net assets 3,981,002 3,869,347 3,700,440

EquityAccumulated surplus 1,008,213 898,046 969,168 Asset revaluation reserve 2,955,886 2,956,198 2,715,886 Reserves 2 16,903 15,103 15,386 Total equity 3,981,002 3,869,347 3,700,440

Working capital ratio 7.45

Note: All numbers are rounded to the nearest thousand. 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 ($10.47 million) and Defined Benefits Superannuation future call up reserve ($6.00 million).

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3.4 Cash Flow Statement

ANNUAL ORIGINAL BUDGET

YTDACTUAL

YTD SEPTEMBER

AMENDED BUDGET

YTD VARIANCE

(unfav)

ANNUALSEPTEMBER

AMENDEDBUDGET

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

Cash flows from operating activitiesRates and waste charges 1 179,950 83,886 84,587 (701) 180,251 Statutory fees and fines 14,927 7,552 7,889 (337) 14,879 User charges and other fines 15,280 7,629 7,606 23 15,507 Grants - operating 13,797 8,732 8,946 (214) 13,519 Grants - capital 1,970 1,774 1,488 286 1,900 Contributions - monetary 6,893 3,050 3,416 (366) 6,893 Interest received 2 2,100 1,869 1,248 621 2,500 Other receipts 3 5,858 2,510 2,975 (465) 5,814 Net GST refund 12,316 6,138 5,127 1,011 11,940 Trust funds and deposits taken 4 100 617 - 617 100 Employee costs 5 (91,478) (44,986) (47,506) 2,520 (93,988) Materials and services 6 (83,337) (41,357) (44,438) 3,081 (85,214) Other payments 7 (12,561) (5,378) (6,209) 831 (12,751) Net cash provided by operating activities 65,815 32,036 25,129 6,907 61,350

Cash flows from investing activitiesPayments for property, infrastructure, plant and equipment 8 (73,571) (26,659) (25,702) (957) (64,142) Proceeds from sale of property, plant and equipment - 1 - 1 - Payments of loans and advances - 8 - 8 - Net cash used in investing activities (73,571) (26,650) (25,702) (948) (64,142)

Cash flows from financing activitiesFinance costs (1,652) (950) (950) - (1,652) Repayment of borrowings (18,433) (17,711) (17,711) - (18,433) Net cash provided by (used in) financing activities (20,085) (18,661) (18,661) - (20,085)

Net increase (decrease) in cash and cash equivalents (27,841) (13,275) (19,234) 5,959 (22,877) Cash and cash equivalents at beginning of year 123,899 128,916 129,725 (809) 129,725 Cash and cash equivalents at end of year 96,058 115,641 110,491 5,150 106,848

YEAR TO DATE

Note: All numbers are rounded to the nearest thousand.

1. Rates and waste charges are ($701,000) lower than budget due to timing. 2. Interest received $620,000 higher than budget due to higher cash holdings at 30 June 2018. 3. Other receipts are lower than budget ($465,000) due to timing of receipts. 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 lower than budgeted primarily due to staff vacancies across the organisation. 6. Materials and services are lower than budget due to timing of cash outflows $3.08 million. 7. Payments of $831,000 lower than anticipated due to the timing of cash outflows across the organisation. 8. Payments for property, plant and equipment differs from that presented in the capital works statement due to

settlement of the 30 June 2018 creditors. Works delivered in the 2017-18 financial year have previously been brought to account and accrued against the 2017-18 capital works statement.

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3.5 Overview This section details Council's financial performance for the period ended 31 December 2018. The annual budget referred to in this report reflects the September Amended Budget approved by Council on 24 September 2018. Operating budget The year to date surplus result of $111.66 million as per the budget is due to the striking of full year annual rates in August 2018. The surplus result will reduce over the course of the year as Council delivers services to the community. In addition, the favourable result against year to date budget of $7.41 million or 7% is due to timing differences for income and expenditure across Council which are outlined below. Year to date total recurrent and non-recurrent income is below budget by ($230,000) comprising recurrent income of ($355,000) and non-recurrent income of $125,000, while year to date total recurrent and non-recurrent expenditure is $7.63 million ($4.87 million + $2.76 million) below budget. The following table 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 (including waste) ($158,000)

T

Lower than budgeted income: ($157,000) - rates and charges primarily due to

supplementary income.

User Fees ($202,000)

T

Lower than budgeted income: ($164,000) - service fees and charges across a

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

Contributions - cash ($167,000)

T

Lower than budgeted income: $235,000 - local contributions relating to Community

Grants is behind planned budget phasing, this will self-correct in January.

Interest $148,000

T

Higher than budgeted income: $148,000 - interest on investments.

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Income

Income line Expected variance

(P)ermanent (T)iming

Explanation Year to date actual vs year to date budget variations

Grants - Operating $244,000

T

Higher than budgeted income: Health, Ageing and Disability Services including:

$79,000 - Assessment - ahead of year to date planned budget phasing due to the timing of the grant payment. This will self-correct in January 2019.

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

Rental income ($322,000)

T

Lower than budgeted income: ($213,000) - due to timing of seasonal Sportsground

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

Expenditure

Expense line

Expected variance

(P)ermanent (T)iming

Explanation Year to date actual vs year to date budget variations

Employee costs $1.20 million

T

Lower than budgeted expenditure: $3.27 million - salaries and associated costs primarily

due to staff vacancies across the organisation. Partially offset by higher expenditure: ($1.22 million) - temporary staff filling vacancies across

the organisation. ($953,000) - overtime, casuals and relievers filling

vacancies across the organisation.

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Expenditure

Expense line

Expected variance

(P)ermanent (T)iming

Explanation Year to date actual vs year to date budget variations

Materials and services $2.91 million

T

Lower than budgeted expenditure: $474,000 - trade services, primarily in rejuvenation road

works ($335,000) and ($95,000) street tree planting program due to timing of planned budget phasing.

$453,000 - specialist tree work and block tree pruning in Parks and Gardens.

$422,000 - professional services and advice. $301,000 - electricity expense. $184,000 - capital works in progress (items expensed

due to not meeting the asset capitalisation criteria - this is a non-cash accounting entry).

$178,000 - waste/recycling disposal. $168,000 - postage expense. $143,000 - tipping fees expense, including non-landfill. $128,000 - water supply expense. $88,000 - legal fees expense. $83,000 - telephone/internet/data sim cards expense. $83,000 - landscape contractor expense. $78,000 - graffiti removal.

Offset by higher than budgeted expenditure: ($247,000) - footpaths and reinstatements - concrete

and asphalt. Note: Only variances greater than $75,000 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.

Other expenses $830,000

T

Lower than budgeted expenditure: $270,000 - leased assets (operating) primarily in waste

collections. $215,000 - grants and subsidies behind year to date

planned budget phasing - primarily in Community Planning & Development.

$113,000 - timing of special rates expenditure. Note: Only variances greater than $75,000 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.

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Balance Sheet and Cash Flow Statement Cash and investment holdings are $115.64 million as at 31 December 2018 which has decreased by $13.28 million from 30 June 2018. Total cash and investment holdings are $5.15 million higher than year to date budget primarily due to:

Materials and services are lower than budget due to timing outflows $3.08 million. Payments of $831,000 lower than anticipated due to timing of cash outflows across

the organisation. Interest received $620,000 higher than budget due to higher cash holdings at 30

June 2018. Employee costs are lower than budgeted primarily due to staff vacancies across the

organisation. Partially offset by:

Higher payments for property, infrastructure, plant and equipment of ($957,000) due to timing of cash outflows relating to the capital works program.

Lower than budgeted rates and charges of ($701,000) due to timing. Other receipts are lower than budget ($465,000) due to timing of receipts.

The Balance Sheet as at 31 December 2018 indicates a satisfactory result with total current assets of $225.67 million and total current liabilities of $30.27 million. The working capital ratio of 7.45 to 1 (includes a 0.5% or $685,000 cash contingency for emergency response works and reserve funds of $16.90 million) reflects the increase in current debtors resulting from the striking of the rates which will reduce by 30 June 2019 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.

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3.6 Capital Works performance 3.6.1 Capital Works Program summary

ANNUAL ORIGINAL BUDGET

YTD ACTUAL

YTDBUDGET

YTD VARIANCE

YTD VARIANCE COMMIT

ANNUALSEPTEMBER

AMENDEDBUDGET

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

InfrastructureBridges 1,910 - 10 10 100% - 80 Drainage 5,001 1,478 1,396 (82) -6% 116 5,053 Footpaths and cycleways 3,721 854 1,101 247 22% 555 3,838 Off street carparks 629 215 330 115 35% - 629 Parks, open space and streetscapes 7,927 1,225 1,339 114 9% 499 8,040 Recreational, leisure & com facilities 5,239 557 444 (113) -25% 517 3,761 Roads 11,138 3,970 3,050 (920) -30% 76 10,888 Total Infrastructure 35,565 8,299 7,670 (629) -8% 1,763 32,289

Plant and EquipmentComputers and telecommunications 2,401 276 888 612 69% 439 2,394 Fixtures, fittings and furniture 1,070 127 596 469 79% 779 1,100 Library books 985 553 391 (162) -41% 117 985 Plant machinery and equipment 1,615 925 891 (34) -4% 643 1,925 Total Plant and Equipment 6,071 1,881 2,766 885 32% 1,978 6,404

PropertyBuilding 29,945 8,517 7,827 (690) -9% 5,777 23,979 Building improvements 1,990 373 437 64 15% 182 1,470 Total Property 31,935 8,890 8,264 (626) -8% 5,959 25,449

Total capital works expenditure 73,571 19,070 18,700 (370) -2% 9,700 64,142

Represented by:Asset renewal expenditure 43,637 16,590 15,067 (1,523) -10% 7,547 44,887 Asset upgrade expenditure 6,788 590 629 39 6% 356 3,094 New asset expenditure 20,045 1,870 3,004 1,134 38% 1,751 15,367 Asset expansion expenditure 3,101 20 - (20) 100% 46 794

Total capital works expenditure 73,571 19,070 18,700 (370) -2% 9,700 64,142 Note: All numbers are rounded to the nearest thousand.

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3.6.2 Capital Works performance versus budget Commentary (by exception) Year to date actual vs. year to date September Amended Budget Council's year to date performance in gross Capital Works expenditure is $19.07 million which is $370,000 above year to date budget phasing of $18.70 million. The most significant variances being: 72424 & 72482 - Balwyn Tennis and former Park Bowls Pavilion ($657,000)

This project is due to be completed by the end of February 2019. Delivery is ahead of the anticipated schedule.

71636 & 71637 - Roads Resheeting and Full Road Reconstruction & Kerb

replacements ($642,000) Road reconstruction works are ahead of schedule. The value of individual projects undertaken will not exceed the available annual budget for these projects.

72411 - Greythorn Community Hub ($240,000)

Building works were completed in June 2018 and the Hub was formally opened on 1 September 2018. The defects liability period expires in June 2019. Post completion additional works has resulted in higher than budgeted expenditure and potential savings will be identified as part of the March forecast review.

72695 - Vicroads Camberwell Junction Safe System Infrastructure Program

($236,000) Council received a grant from VicRoads of $630,000 for the construction of threshold treatments. Three intersections on Riversdale Road have been completed and five additional sites have been identified and issued for construction on Camberwell Road and Burke Road. Two additional sites are yet to be issued for construction.

Offset by the following underspends in Capital Works: 72665 - Library IT Hardware Renewal $486,000

Tagging of library book stock is well underway in preparation for the changeover to the new library technology including self-serve kiosks, sorters and security gates.

72669 - Cookson Street, Camberwell Precinct rejuvenation $297,000

Determining the maintenance responsibility of light wells to basements of adjacent buildings located on the footpath is delaying the delivery of this project.

71794 - Future Information Technology Expenditure $241,000

Further time has been allocated to validate requirements and incorporate new network design to improve the availability and security of the network. This work will conclude in early 2019 with the purchase and deployment of new technologies to be completed by June 2019.

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71866 - Park Playground Replacement Program Implementation $180,000 This project is behind schedule but will be completed before the end of the financial year.

72611 - North Kew Maternal Child Health Centre and Kindergarten $163,000 A construction contract was awarded on 8 October 2018 and work is scheduled to be completed by March 2019.

Capital Works committed expenditure as at 31 December 2018 is $9.70 million (year to date actual and commitments as at 31 December 2018 equates to $28.77 million).

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3.6.3 Major Projects Capital Works performance

ACTUAL

SEPTEMBERAMENDEDBUDGET VARIANCE

SEPTEMBERAMENDEDBUDGET

Library redevelopment Balwyn 1 40,630 127,395 86,765 370,000Greythorn Community Hub 2 413,309 173,203 (240,106) 173,203Balwyn Community Centre 3 280,103 200,168 (79,935) 4,148,950Kew Recreation Centre 4 85,339 57,322 (28,017) 356,834Canterbury Community Precinct 5 3,709 10,000 6,291 416,000Food Organics/Waste & Recycling Centre Masterplan 6 0 0 0 50,000Ashburton Seniors Centre 7 258,429 246,420 (12,009) 2,050,000Camberwell Community House 8 195,224 230,000 34,776 900,000Total 1,276,744 1,044,508 (232,236) 8,464,987

All projects overseen by Project Control Groups.

1. Library Redevelopment Balwyn

2. Greythorn Community Hub

3. Balwyn Community Centre

4. Kew Recreation Centre

5. Canterbury Community Precinct

6. Food Organics/Waste & Recycling Centre Masterplan

7. Ashburton Seniors Centre

8. Camberwell Community House

Project is not scheduled to commence until January 2019.

Detail design is being finalised with tenders for construction closing on 26 January 2019. Construction is programmed to commence in April 2019 and scheduled for completion in mid 2020.

A planning permit application for this project was advertised in December 2019 and the application will be considered by Council in early 2019.

Stakeholder requirements are being compiled to inform a concept design that will integrate the services involved. Once this has been completed, community input will be sought. A contract for Architectural and Consultancy Services was awarded on 10 December 2018.

This project was completed in March 2018 and the library was reopened on 4 April 2018. The book sorter for Balwyn library is scheduled to be installed by March 2019.

Building works were completed in June 2018 and the Hub was formally opened on 1 September 2018. The defects liability period expires in June 2019. Post completion additional works has resulted in higher than budgeted expenditure and potential savings will be identified as part of the March forecast review.

Council on 26 March 2018 endorsed the concept plan for the Balwyn Community Centre. A construction contract was awarded on 22 October 2019 and work is programmed for completion in early 2020.

A detailed service needs analysis was undertaken in 2017-18 including an initial consultation to establish the future services to be delivered from this site. The outcome of this study informed the scope of the project which is allowed for in the long term financial strategy. Community engagement is currently underway. A contract for Architectural and Consultancy Services was awarded on 26 November 2018 and work is programmed for completion by mid 2022.

Major Projects - Progress Update Expenditure

For the period ending 31 December 2018YEAR TO DATE ANNUAL

Project Number

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3.7 Priority Projects performance 3.7.1 Priority Projects performance versus budget Commentary (by exception) Year to date vs. year to date September Amended Budget Council’s year to date performance in gross priority project expenditure is $6.95 million which is $2.76 million below year to date budget phasing primarily due to expenditure delays, the most significant being: 80972 - Business System Integration Project ($319,000)

Following a competitive tender process, a new provider was selected which resulted in overall savings for the project and will be reflected in the March forecast.

80968 - Boroondara Customer First administration and project support

($273,000) Project activity is on schedule with some pieces of work re-phased to occur at a later time than originally projected. It is expected that this will self-correct and align with the planned budget phasing by the close of 2018-19.

80969 - Improving Community Information Access to Services ($226,000)

Project activity remains on schedule however an approved variation in scope has reduced costs associated with the contracted external service provider. This is likely to lead to an ongoing favourable variance for the remainder of 2018-19.

80970 - Customer Relationship Management - CRM 1.1 ($149,000)

Project activity is currently on schedule, however delays in recruitment of remaining project resources has contributed to the favourable variance within this project. All resources have now commenced employment.

80947 - Mobile Community Information ($147,000)

Project to create community information that is mobile and reusable will be designed and developed in early 2019 for use at future community events. There has been a delay in commencement of the project due to a delay in recruitment of resources.

80974 - Data Governance (Information Management Project) ($125,000)

Project activity is currently on schedule, however delays in recruitment of remaining project resources has contributed to the favourable variance within this project. All resources have now commenced employment.

80924 - Statutory Planning - Paperless Office Resources ($123,000)

This is a multi-year project with delivery in two stages. Stage 1 was completed in September 2018, Stage 2 of the project has been extended and expected to be fully concluded by December 2019.

Priority projects committed expenditure as at 31 December 2018 is $2.45 million (year to date actual and commitments as at 31 December 2018 equates to $9.40 million).

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3.8 Debtors

3.8.1 Rate debtors

3.8.2 Sundry debtors

The sundry debtors balance at the end of December 2018 is $798,000 and is $798,000 lower than the prior year. Balances will vary from year to year depending on individual transactions processed.

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3.8.3 Infringement debtors

The outstanding ‘infringement debtors’ balance of $8.19 million is $1.28 million higher than the corresponding prior year period. This is primarily due to Parking Infringements debtors. 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.

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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 second quarter of 2018-19 (October - December 2018). 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 Contract Name Description Contract Type Award Date Awarded

By ** Contractor Contractor

History Contract Term Contract

Value (ex GST)

2018/31

Supply and Lease of Fifteen Side Loading Compactor Vehicles

Supply and Lease of Fifteen Side Loading Compactor Vehicles - Riversdale Depot: Batch 1 - 6 vehicles Batch 2 - 7 vehicles Batch 3 - 2 vehicles

RFQ via MAV : panel contracts, [NPN 04-13 Supply of New Trucks, NPN 1.15 Supply of Specialised Trucks & Bodies]

22/10/2018 Council Toyota Finance Australia Limited (Truck supplier - Adtrans Truck Centre Pty Ltd)

Council has existing leases with Toyota Finance Australia Limited

Non maintained operating leases: Batch 1 - 5 years Batch 2 - 5 years Batch 3 - 6 years

Batch 1 - 6 x $6,529.30 per month each x 60 months = $2,350,548 Batch 2 - 7x $6,466.74 per month each x 60 months = $2,716,031 Batch 3 - 2 x $5,627.49 per month each x 72 months = $810,359 Total value $5,876,938

2018/132 Accident Repair Services

Panel of repairers for motor vehicle damages

Expression of Interest/Tender

16 November 2018

Director Panel of Providers:

Acclaim Services

Sheen Panel Service

Both companies have provided repair services to Council in the past.

Initial period of 3 years, with a possible further extension of up to 2 increments of 1 year each, to a maximum Contract term of 5 years.

$426,125

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Contract Contract Name Description Contract Type Award Date Awarded By **

Contractor Contractor History

Contract Term Contract Value

(ex GST) 2018/174 General Drainage

Repairs and Small Construction Works - Annual Supply

Panel of Providers for General Drainage Repairs and Small Construction Works on an “as needed” basis throughout the City of Boroondara

Public Tender 8 October 2018

Council Panel of Providers:

Primary: Plumbtrax Pty Ltd

Secondary: M. Tucker & Sons Pty Ltd

Both companies have provided similar services to Council in the past.

Initial period of 3 years, with a possible further extension of up to 2 increments of 1 year each, to a maximum Contract term of 5 years.

$2,693,733

2018/175 Canterbury Community Precinct - Architectural and Consultancy Services

Architectural and consultancy services for the Canterbury Community Hub redevelopment works project

Selective Tender - Construction Supplier Register (Consultants)

10 December 2018

Council Perkins Architects Pty Ltd

New Consultant, no previous history in providing services to Council.

Project - 3 Years $446,501

2018/177 Kew Recreation Centre Redevelopment - Architectural and Consultancy Services

Architectural and consultancy services for the Kew Recreation Centre redevelopment works project

Selective Tender - Construction Supplier Register (Consultants)

26 November 2018

Council Williams Ross Architects Pty Ltd

Consultant has provided architectural and consultancy services to Council in the past.

Project - 4.5 Years $2,671,750

2018/178 Balwyn Community Centre Redevelopment Works

Construction contract for the redevelopment of the Balwyn Community Centre

Selective Tender - Construction Supplier Register

22 October 2018

Council Commercial Industrial Construction Group Pty Ltd

New Contractor, no recent history in undertaking Works for Council.

Project - 1 year + 12 months Defects Liability Period

$6,367,280

*2018/181 Camberwell Community Centre Redevelopment - Architectural and Consultancy Services

Architectural and consultancy services for the Camberwell Community Centre Redevelopment works project

Selective Tender - Construction Supplier Register (Consultants)

5 July 2018 Director Daryl Jackson Pty Ltd

Consultant has provided architectural and consultancy services to Council in the past.

Project - 2 years $388,725

2018/195 Revegetation Site Maintenance Services

Panel of service providers to undertake revegetation site maintenance services on 44 wetlands and biodiversity sites.

Public Tender 10 December 2018

Council Panel of Providers:

Acacia Environmental Management Pty Ltd

Indigenous Design Environmental Services Pty Ltd

Nature Links Landscape Management Pty Ltd

All companies have provided similar services to Council in the past.

Initial period of 3 years, with a possible further extension of up to 2 increments of 1 year each, to a maximum Contract term of 5 years.

$2,099,274

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Contract Contract Name Description Contract Type Award Date Awarded By **

Contractor Contractor History

Contract Term Contract Value

(ex GST) 2018/179A and 179B

Managed Operating Environment - Hardware Replacement

Provision of office based desktop (PC) and laptop computers, plus non-ruggedised field workforce computers through financial leasing arrangements and direct purchase of ruggedised field workforce computer devices

Selective Tender - Victorian Government Purchasing Board State Purchasing Contracts - End User Computing Equipment Panel.

10 December 2018

Council Contract No. 2018/179A - Office based desktop PCs and laptop computers - Hewlett Packard PPS Australia (HP) Contract No. 2018/179B - ruggedised and non-ruggedised field workforce computers - Dell Australia Pty Limited

Pre-qualified State Government contractors

Operating lease - 4 years for office based desktop (PC) and laptop computers, plus non-ruggedised field workforce computers. Outright purchase of ruggedised field workforce computer devices

Contract No. 2018/179A - $1,387,961 over 48 months Contract No. 2018/179B (non ruggedised field workforce computer devices) - $237,254 over 48 months Contract No. 2018/179B (ruggedised field workforce computer devices) - Outright purchase - $118,610 Total value - $1,743,825

2018/196 Indigenous Plant Supply

Supply of Indigenous Plants

Public Tender 26 November 2018

Director Panel of Providers:

Australian Ecosystems Pty Ltd

Conservation Collective Pty Ltd

Greenlink Box Hill Inc.

Victorian Indigenous Nurseries Cooperative

Conservation Collective is a new supplier to Council. All other panel members have previously provided similar goods to Council in the past.

Initial period of 3 years, with a possible further extension of 2 years, to a maximum Contract term of 5 years.

$450,000

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Contract Contract Name Description Contract Type Award Date Awarded By **

Contractor Contractor History

Contract Term Contract Value

(ex GST) 2019/5A and 5B

Enterprise Service Bus (ESB) Software

Supply ESB product that can connect Council’s business applications and processes 2019/5A - ESB Software Product and Hosting Services 2019/5B - Professional Services and Managed Services.

Public Tender 22 October 2018

Council Contract No. 2019/5A - ESB Software Product and Hosting Services:

Dell Boomi

Contract No. 2019/5B - Professional Services and Managed Services:

RXP Services Ltd

New contractors Initial period of 3 years, with possible further extensions of up to 3 increments of 1 year each, to a maximum Contract term of 6 years.

2019/5A (Dell/Boomi) = $800,514 2019/5B (RXP) = $3,269,725

2019/17 Boroondara Sports Ground Lighting - Supply Panel

Installation and Supply of Lights onto Sportsfields

EOI - Public Tender 10 December 2018

Council Panel of Providers: Commlec

Services Pty Ltd

IPower t/as Power Street Electrics

Sonec Services Pty Ltd

Wallgates Pty Ltd

All panel providers have previously supplied similar services to Council in the past.

Initial period of 3 years, with a possible further extension of 2 years, to a maximum Contract term of 5 years.

$1,541,080

2019/28 North Kew Kindergarten - Refurbishment and Alteration Works

Construction contract for the North Kew Kindergarten refurbishment

Selective Tender - Construction Supplier Register

8 October 2018

Council Bowden Corporation Pty Ltd

Company has undertaken similar works for Council previously.

Project - 4 months + 12 months Defects Liability Period

$511,115

*2019/38 Telecommunications - Mobile Voice & Data Services

Provision of Corporate Mobile Voice and Data services

Select tender process through MAV Contract TC4322-2013 Telecommunications

20 July 2018 Director Telstra Corporation Limited

Company has provided similar services to Council previously.

2 years $270,633

2019/39 Former Kew Occasional Care Centre - Redevelopment Works

Construction contract for the former Kew Occasional Care Centre redevelopment project

Selective Tender - Construction Supplier Register

14 November 2018

Director Bay Building Services Pty Ltd

Contractor has recently been appointed to the Minor Building Works Panel.

Project - 4 months + 12 months Defects Liability Period

$421,331

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Contract Contract Name Description Contract Type Award Date Awarded By **

Contractor Contractor History

Contract Term Contract Value

(ex GST) 2019/66 Hawthorn Arts Centre

Alteration Works -Stage 2

Construction contract for the Stage 2 Works to the Hawthorn Arts Centre

Selective Tender - Construction Supplier Register

12 November 2018

Council Harris HMC Interiors (Vic) Pty Ltd

Contractor performed Stage 1 Works for the Hawthorn Arts Centre.

Project - 7 months + 12 months Defects Liability Period

$997,611

2019/74 Structural Drain Reline

Creation of a panel of providers to provide design solutions and repair drains by the installation of a structural liner inside the existing drain brickwork.

Expression of Interest 10 December 2018

Council Panel of Providers:

Insituform Interflow M Tucker & Sons

Pipe Lining Veolia

All panel providers have previously supplied similar services to Council in the past.

Initial period of 3 years, with a possible further extension of 2 years, to a maximum Contract term of 5 years.

$10,000,000

2019/102 Collection of Tree Data in Parks and Council Managed Land- Consultancy Services

Consultancy service to provide advice on the number and health of trees within the municipality.

Public Tender 20 December 2018

Director Pinnacle ArborPro Pty Ltd

New contractor 1 year $206,864

*Contract No. 2018/181 and 2019/38 were both omitted from 2018/19 QPR Quarter 1 report. ** Contracts awarded by Directors is by delegation

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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 31 December 2018 are reported below:

WardTOTAL FOR

WARDInformation and Communication

Fares/Cabcharge/Parking

Other Expenses

Travel/Vehicle/Accomm

Professional Development

Councillor Allowances

Councillor - Bellevue Ward (Mayor)* $51,837 $431 $217 $158 $0 $8,871 $42,160Councillor - Cotham Ward $19,406 $336 $99 $2,369 $0 $0 $16,602Councillor - Gardiner Ward $18,460 $597 $54 $0 $253 $953 $16,602Councillor - Glenferrie Ward $21,159 $540 $0 $3,929 $88 $0 $16,602Councillor - Junction Ward $16,939 $336 $0 $0 $0 $0 $16,602Councillor - Lynden Ward $19,514 $1,233 $84 $981 $45 $568 $16,602Councillor - Maling Ward (Mayor)* $28,051 $431 $0 $0 $308 $0 $27,312Councillor - Maranoa Ward $17,728 $336 $59 $0 $441 $289 $16,602Councillor - Solway Ward $16,966 $336 $0 $0 $0 $27 $16,602Councillor - Studley Ward $17,091 $397 $57 $0 $0 $35 $16,602Year to date total $227,151 $4,974 $569 $7,436 $1,137 $10,745 $202,290

YTD

DECE

MBE

R 20

18

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 expenses Other expenses include levies and charges, membership fees, minor equipment purchases, general administration and childcare expenses. Fleet charges and fuel The 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 Councillor Jim Parke is $5,599 and Mayor Jane Addis is $0. Please Note * Councillor for Bellevue Ward - Mayor up to 07 November 2018 * Councillor for Maling Ward - Mayor from 08 November 2018 (current)

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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 decision and 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 2017-18 Results 2018-19 YTD Results

Employees with more than 40 days annual leave

Total number 16 13

Percentage 1.71% 1.34%

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4.5 Council Advisory Committees

This section provides an update on work undertaken by Council's Advisory Committees.

Council Advisory Committee Purpose of Committee Comments Arts and Culture Boroondara Eisteddfod Advisory Committee

To provide support to Council in presenting the Boroondara Eisteddfod.

The Boroondara Eisteddfod Advisory Committee met four times during the period. Topics discussed include finalisation of the 2019 schedule, fees and charges schedule, marketing strategy, collaboration with Victorian Bands League and review of General Rules. Registrations open for the 2019 Boroondara Eisteddfod on 25 February 2019. The next meeting is scheduled for 15 February 2019.

Town Hall Gallery Collection Advisory Committee

To provide feedback to Council in the management of the City's art and heritage collection.

The Town Hall Gallery Collection Advisory Committee met on 23 October 2018.

On 17 December, Council endorsed two new Committee members and revised Terms of Reference.

The next meeting is scheduled for 19 February 2019.

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Council Advisory Committee Purpose of Committee Comments Community Planning and Development

Boroondara Community Safety Advisory Committee (BCSAC)

To foster a partnership approach to enhance safer communities by responding, and providing feedback and information on community safety issues of concern to the community.

The Boroondara Community Safety Advisory Committee met on Wednesday 29 August 2018 and on 22 November 2018. At the August meeting the following items were discussed: - An update on planning for the 2018 Emergency Services Family Fun Day event - An update on Council’s recent activities related to graffiti management - An overview of upcoming projects that will be funded by Vic Health and the VicRoads Community Road Safety Grants - An update from Boroondara Police about current crime and safety issues in Boroondara - An update on the outcome of grants lodged by the City of Boroondara to the Public Safety Infrastructure Fund and the Community Safety Fund - A summary of Council’s upcoming White Ribbon Day Event and work related to cyber safety.

At the November meeting, members heard about the recently established Family Violence Investigation Unit from guest presenter Detective Sergeant Shaun Allen, Victoria Police. The following items were also discussed: - An update on Council’s recent activities related to graffiti management - An update from Boroondara Police about current crime and safety issues in Boroondara - A summary of Council’s activities in Community Safety Month - An update on planning for the 2019 Safe Plate Day. - Information updates were also provided by members.

Boroondara Community Strengthening Grants Assessment Panel

To assess applications received through the Annual Community Strengthening Grants and Boroondara Triennial Operational Grants categories and to recommend funding allocations to Council.

The Community Strengthening Grants Assessment Panel met in July 2018 and reviewed the applications for annual grants. A report with recommendations will be presented to Council for endorsement on 22 October 2018.

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Council Advisory Committee Purpose of Committee Comments Boroondara Family Violence Network (BFVN)

To provide a forum for planning and development of community awareness strategies addressing family violence.

The Boroondara Family Violence Network met on 14 August 2018 and on 11 December 2018. At the August meeting, the following items were discussed: - Victoria Police Family Violence Investigation Unit delivered a presentation about its service now based at Box Hill. - Information was provided about the Unite for Safety and Respect Project, which is a collaborative project amongst the Councils of Monash, Whitehorse, Manningham and Boroondara working with the relevant Interfaith Networks to prevent violence against women. - Progress update on the planning for the 2018 White Ribbon Day Event. - Update on member activities. At the December meeting the following items were discussed: - Training on the Multi-Agency Risk Assessment and Management framework and information sharing of protocols and processes between agencies working in the family violence sector. - The evaluation report for the 2018 White Ribbon Day Event on 31 October and suggestions for a 2019 event. - Healthy Communities Say No to Porn event and grassroots campaign around this issue. - Terms of Reference and meeting dates for 2019 - Update on member activities.

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Council Advisory Committee Purpose of Committee Comments Boroondara Public Health and Wellbeing Plan Advisory Committee

To provide feedback on current and emerging health and wellbeing issues and trends for all life stages. To provide advice on external stakeholder health and wellbeing projects, and opportunities for advocacy.

The Boroondara Public Health and Wellbeing Advisory Committee met on 5 September 2018 and on 28 November 2018. The September meeting focused on the topics of ‘men’s health and social needs’, and ‘reducing harmful alcohol use’. Advisory Committee members provided their insight on the current health context in Boroondara, and shared relevant data sources and information for Council to use to explore these issues and inform future work. The November meeting focused on Boroondara Community Plan health priority ‘preventing injury and violence’, including a presentation on the background and development of Council’s “Walk Well” pedestrian safety project, and a presentation on the contribution of Women’s Health East toward the Socially Inclusive Clubs project. Members were invited to reflect on their contribution towards all health priorities over the first 12 months of the Boroondara Community Plan, and further feedback from members will be invited via a survey to shape agenda topics for the coming year.

Community Disability Advisory Committee

To advise Council on strategies for identifying and addressing disability access and inclusion issues within the City of Boroondara.

The Community Disability Advisory Committee met on 5 September 2018 and on 29 November 2018. The September meeting included the following agenda items: - Presentation from the I CAN Network, which is an organization that empowers people on the Autism Spectrum. - Feedback on the Draft City of Boroondara Disability Action Plan 2018-22. - Feedback on the redevelopment of the Kew Recreation Centre. - Discussion about an event to mark International Day of People with Disability in the municipality. - An update on the transition to the National Disability Insurance Scheme in Boroondara. The November meeting included the following agenda items: - Update on the Boroondara Disability Action Plan (BDAP) 2018-22 and monitoring implementation of the Plan. - Discussion about project focused on improving volunteering opportunities for people with a disability. - Discussion about trialling an award for accessible businesses. - Information Sharing.

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Council Advisory Committee Purpose of Committee Comments Economic Development

Marketplace Development Fund To determine on expenditure to promote Camberwell on Sundays and associated infrastructure with funds raised by Rotary.

The Marketplace Development Fund is administered in consultation with the Marketplace Development Fund Committee. The Committee is an Advisory Committee of Council and meets on a quarterly basis. The Fund is established as per the License Agreement between Council and the Rotary Club of Balwyn Sunday Market Pty Ltd. The funds are used to implement a range of infrastructure improvements and marketing initiatives that benefit the Camberwell Junction Shopping precinct (more specifically the Station Street car park area and immediate surrounds). There was ongoing and regular social media activity to promote the market. The Committee met to discuss implementation of the 12 month marketing plan for implementation in 2018-19.

Family, Youth and Recreation Services

Boroondara Early Years Advisory Committee

To provide information and feedback for consideration by Council on issues relating to the provision of coordinated and responsive quality early year services for families and children living, working or studying in Boroondara.

The Early Years Advisory Committee (EYAC) met on 9 August 2018 and on 25 October 2018. At the August meeting, Recreation officers provided information to the committee on the proposed redevelopment of the Kew Recreation Centre which will be transformed into a state-of-the-art facility suitable for all stages of life, catering to a wide range of health and wellbeing needs. The October EYAC meeting was held on 25 October 2018 at the Greythorn Community Hub. A walk-through of the newly opened facility afforded Committee members the opportunity to observe all operational services at the Hub and to be provided with further information regarding service delivery in 2019.

Boroondara Young People's Advisory Committee

To provide information and advice on issues relating to young people and their families living, working, studying or recreating in Boroondara.

The final Boroondara Young People's Advisory Committee meeting for 2018 was held on 14 December 2018. Members shared highlights of working with young people and identified opportunities for the advisory committee to support young people and their families in 2019. At the first meeting in 2019 Council Officers will update the Advisory Committee with current statistics and information regarding young people in Boroondara and identify areas member organisations can work together to improve outcomes for young people.

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Council Advisory Committee Purpose of Committee Comments Junction Skate & BMX Park Advisory Group

To act in an advisory capacity on the management of the JSBP and support the ongoing provision of both residential amenity and recreation opportunities for young people.

The last meeting was held on 22 November 2018, with the next meeting due in March 2019.

Governance Boroondara - Swinburne University of Technology Collaborative Panel

Swinburne University of Technology Collaborative Panel - To foster a partnership of a strong and cooperative relationship for the benefit of the Boroondara community through innovation within and around the Swinburne University of Technology campuses.

The Manager Governance and the Senior Manager, Collaboration and Partnerships, from Swinburne University met on a monthly basis to discuss potential collaborative opportunities. A meeting of the Collaborative Panel is scheduled for the first half of 2019.

Citizen & Young Citizen of the Year Advisory Group

To assist and provide feedback to Officers in determining the Boroondara Citizen & Young Citizen of the Year

Nominations for the Citizen & Young Citizen of the Year awards opened on 14 September 2018 and closed on 9 November 2018. The Advisory Group met in December 2018 to determine the award recipients. The Boroondara Citizen & Young Citizen of the Year for 2019 will be announced at the Citizenship Ceremony on 26 January 2019.

Health, Active Ageing and Disability Services Creating an Age Friendly Boroondara Reference Group

To provide feedback to Council about a range of issues that may influence policy, service and program development as it affects older people.

The Creating an Age Friendly Boroondara (CAFB) Reference Group participated in a workshop in October 2018 reviewing/finalising the final year strategies planned for 2019 and mapping strategies for the creation of the New CAFB due to be presented to Council in late 2019. The workshop was successful, with positive feedback received from participants.

Library Services Library Services Advisory Committee To provide input into, feedback on and

representation of community views on policy, planning and projects relating to Boroondara Library Service and advise Council of current and emerging issues and trends related to library services.

The Library Services Advisory Committee meets on a quarterly basis. At the August 2018 meeting, the committee discussed ideas for the library service's collections and reviewed what other library services are offering. At the October 2018 meeting, the committee discussed the ‘Libraries Work’ report, reviewed the year against the terms of reference and planned topics for discussion in 2019.

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5. Grants progress report: 1 October - 31 December 2018

Grant applications completed/pending

Funding Body & Grant Program Council Department Council Project

or Purpose

Closing Date

or Date Submitted

Amount Requested Status

Sport and Recreation Victoria Community Sports Infrastructure Fund (Minor Facilities)

Family, Youth and Recreation/ Parks and Infrastructure

1. Hawthorn Tennis Club LED Court Lighting

2. Frog Hollow Reserve Lighting and Pitch Upgrade

25 June 2018

$26,925 $250,000

Successful Unsuccessful

Department of Premier and Cabinet Pick My Project

Parks and Infrastructure (1-3)

Environment and Sustainable Living (4)

1. Unisex Change Room Upgrade

(Stradbroke Park) 2. Unisex Facility Upgrade Project

(Victoria Park) 3. Hawthorn Velodrome Flood

Lighting 4. Solar Panels for Boroondara

Community Buildings

8 July 2018

1. $86,752

2. $200,000 3. $182,664 4. $54,000

Unsuccessful Unsuccessful Unsuccessful Unsuccessful

Sport and Recreation Victoria Female Friendly Facilities Fund

Family, Youth and Recreation Parks and Infrastructure

1. Hawthorn Malvern Hockey Club Female Friendly Facilities

2. Camberwell Sportsground Female Friendly Facilities

23 July 2018 1. $250,000 2. $250,000

Unsuccessful Unsuccessful

Department of Education and Training Children’s Facilities Capital Program - Major Grants Round

Family, Youth and Recreation

Canterbury Hub - Integrated Children's Facility 31 July 2018 $1.6 million Successful

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Funding Body & Grant Program Council Department Council Project

or Purpose

Closing Date

or Date Submitted

Amount Requested Status

Community Crime Prevention Victoria/ Department of Justice Public Safety Infrastructure Fund

Traffic and Transport Yarra Boulevard Lighting and CCTV Project 20 July 2018 $181,000

Grant application withdrawn due to further clarity on the capital and significant ongoing operating costs that Council would need to fund. Officers have requested Department of Justice to provide the funding directly to VicRoads and Victoria Police as the responsible agencies. Even though this asset belongs to VicRoads they have refused to provide funding or undertake works to rectify the issue but expect Council to do so.

Department of Education and Training Children’s Week Grants

Family, Youth and Recreation

Children's Week and Emergency Services Management Day at Boroondara Farmers Market

7 September 2018 $700

Successful

Transport Accident Commission Local Government Grants

Traffic and Transport Road Safety Analysis of top cyclist crash locations in Boroondara

7 September 2018 $30,000 Successful

Sustainability Victoria E-waste Infrastructure Fund

Parks and Infrastructure City of Boroondara Transfer Station E-Waste Upgrade

14 September 2018

$83,614

Successful ($63,900 granted)

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Funding Body & Grant Program Council Department Council Project

or Purpose

Closing Date

or Date Submitted

Amount Requested Status

Department of Industry, Innovation and Science Safer Communities Fund Round 3 - Infrastructure Grants

Traffic and Transport HAADS/ Parks and Infrastructure

1. Installation of Energy Absorbing

Bollards at bus stop – Tooronga Road

2. Public Event Safety Project 3. Gardiners Creek Shared Path

Lighting Safety Project

25 September 2018

1. $10,135 2. $124,737 3. $393,127

Pending Pending Pending

Melbourne Water Living Rivers

Environment and Sustainable Living

Macleay Park Stormwater Harvesting and Raingarden

3 October 2018

$47,500 Successful

Melbourne Water Corridors of Green Funding

Parks and Infrastructure Chandler Park Stage 10 Revegetation

30 October 2018 $9,921 Pending

Good Things Foundation Be Connected: Building Digital Skills grant

Library Services Ready Tech Go 30 November 2018 $10,000 Successful

Sustainability Victoria E-Waste Campaign Implementation Support Grants

Parks and Infrastructure Boroondara E-waste Education Campaign

21 December 2018 $9,950 Pending

Statistics for 1 October 2018 - 31 December 2018 Number of grant applications submitted - 4 Number of successful grants - 7 Number of unsuccessful grants - 7 Number of grants pending - 5 Number of grant applications withdrawn - 1

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Grant programs not pursued

Funding Body Council Department & Officer

Closing Date Grant Amount Reason Not Pursued

Transport Accident Commission Community Road Safety Grants

Traffic and Transport 01/10/2018 $0 to $30,000 No relevant project identified

Australia Council for the Arts Career Development Grants for Individuals and Groups

Arts and Cultural Services

02/10/2018 $5,000 to $25,000 No relevant project

identified

Australia Council for the Arts Arts Projects - Organisations

Arts and Cultural Services 02/10/2018 $10,000 to $100,000 No relevant project identified

Move it Australia The Better Ageing Grant Program

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

3/10/2018 Up to $2M over two year period

No relevant project identified

Copyright Agency Limited Cultural Fund: Grants for Organisations

Arts and Cultural Services

05/10/2018

Undisclosed No relevant project identified

Department of Social Services Redress Support Services

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

05/10/2018

Undisclosed

No relevant project identified

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Funding Body Council Department & Officer

Closing Date Grant Amount Reason Not Pursued

The Channel’s Courageous Advocacy Grants

Community Planning and Development, Family, Youth and Recreation 26/10/2018 $20,000 No relevant project

identified

The Deafness Foundation Grants to support the deaf and hard of hearing

Community Planning and Development, Health Active Ageing and Disability Services

31/10/2018 Undisclosed No relevant project identified

Gertrude Gertrude Studio Program

Arts and Cultural Services

06/11/2018 Undisclosed No relevant project identified

Creativity Australia One Voice Community Choir Start-Up Grants

Arts and Cultural Services

09/11/2018 $10,000 No relevant project identified

Department of Home Affairs Fostering Migrant Integration Grants

Community Planning and Development 09/11/2018 $10,000 to $50,000 No relevant project identified

Victorian Government Volunteering digital literacy and technology readiness program

Community Planning and Development 11/11/2018 $15,000 to $50,000 No relevant project identified

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Funding Body Council Department & Officer

Closing Date Grant Amount Reason Not Pursued

Equity Trustee and William Buckland Foundation Vulnerable Victorians Large Grants

Community Planning and Development, Health Active Ageing and Disability Services

15/11/2018 $50,000 to $150,000 No relevant project identified

Eastweb Eastweb grants

Community Planning and Development 24/11/2018 $2,500 to $5,000 No relevant project identified

Tennis Australia National Court Rebate Scheme

Family, Youth and Recreation 30/11/2018 Up to $150,000 No relevant project identified

National Health and Medical Research Council NHMRC Partnership Projects

Health, Active Ageing and Disability Services 5/12/2018 Up to $1,500,000 No relevant project

identified

Film Victoria Assigned Production Investment Program

Arts and Cultural Services

13/12/2018 Up to $500,000 No relevant project identified

Public Record Office Victoria Local History Grants

Arts and Cultural Services, Library Services

18/12/2018 Undisclosed No relevant project identified

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Funding Body Council Department & Officer

Closing Date Grant Amount Reason Not Pursued

Australia Research Council Linkage Projects Scheme

City of Boroondara Senior Leadership Team 20/12/2018 $50,000 to $300,000 No relevant project

identified

Department of Social Services Disabled Peoples and Families Organisations - ILC Readiness Grant Round 2018-19

Health, Active Ageing and Disability Services, Community Planning 21/12/2018 Up to $118,000 No relevant project

identified

Sports and Recreation Victoria Significant Sporting Events Program

Family, Youth and Recreation, Parks and Infrastructure 31/12/2018 Undisclosed No relevant project

identified

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Attachment 2

Fee and charges to be changed

Statutory

Fee UNIT

PROPOSEDGST inclusive

2018-19 fee$

ADOPTEDGST inclusive

2018-19 fee$

Fee increase

$

Fee increase

%

GST applied at 10%

Policy / Strategy Act /

Regulation

Pricing Policy

Category

Tradesperson permits (in commercial shopping areas) N Per vehicle per bay per day

$ - $ 46.80 46.80-$ -100% N Pricing Policy Market Pricing

Anderson Park Community Centre Meeting Room 1 - Commercial Groups

N Per hour $ 12.80 $ - 12.80$ 0% Y Pricing Policy Accessible Pricing

Anderson Park Community Centre Meeting Room 1 - Community Groups

N Per hour $ 3.60 $ - 3.60$ 0% Y Pricing Policy Accessible Pricing

Audience entry fee (section per day) - concession N Per person $ 9.00 $ 5.50 3.50$ 64% Y Pricing Policy Accessible Pricing

Daily audience entry fee - family (2 adults/2children) N Per family $ - $ 20.00 20.00-$ -100% Y Pricing Policy Accessible Pricing

Daily audience entry fee - group booking (5+ tickets) N Per ticket $ 9.00 $ - 9.00$ 0% Y Pricing Policy Accessible Pricing

Audience entrance fee – season pass (excludes Piano concerto event)

N Per ticket $ - $ 32.00 32.00-$ -100% Y Pricing Policy Accessible Pricing

Audience entrance fee – Piano concerto event N Per ticket $ 20.00 $ 10.00 10.00$ 100% Y Pricing Policy Accessible Pricing

Eisteddfod Registration fee - Ensemble categories N Per entry $ 39.95 $ 34.00 5.95$ 18% Y Pricing Policy Accessible Pricing

Section entry fee - Choral groups N Per entry $ - $ 56.00 56.00-$ -100% Y Pricing Policy Accessible Pricing

Late entry fee N Per entry $ - $ 10.50 10.50-$ -100% Y Pricing Policy Accessible Pricing

Performance accompanist N Per performance

$ 10.00 $ 2.00 8.00$ 400% Y Pricing Policy Accessible Pricing

2018-19 FEES AND CHARGES SCHEDULE

Community Development - Arts & Culture

Eisteddfod

Commentary for fees: Revised fee structure for the 2019 Eisteddfod Program as agreed by the Eisteddfod Advisory Committee.

City Planning - Local Laws

Commentary for fees: To be deleted due to the proposed amendment to Council’s Parking Permit Policy in January 2019.

Community Development - Family, Youth & Recreation

Commentary for fees: A room has been vacated in the building that was not previously available for groups to hire. This will be accessible for both Commercial and Community groups.

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Attachment 2

Fee and charges to be changed

Statutory

Fee UNIT

PROPOSEDGST inclusive

2018-19 fee$

ADOPTEDGST inclusive

2018-19 fee$

Fee increase

$

Fee increase

%

GST applied at 10%

Policy / Strategy Act /

Regulation

Pricing Policy

Category

2018-19 FEES AND CHARGES SCHEDULE

Monday to Thursday - Standard rate N Per hourminimum 3

hours

$ 65.50 $ - 65.50$ 0% Y Pricing Policy Market Pricing

Friday to Sunday - Standard rate N Per hourminimum 3

hours

$ 81.00 $ - 81.00$ 0% Y Pricing Policy Market Pricing

Monday to Thursday - Subsidised rate N Per hourminimum 3

hours

$ 32.75 $ - 32.75$ 0% Y Pricing Policy Accessible Pricing

Friday to Sunday - Subsidised rate N Per hourminimum 3

hours

$ 40.50 $ - 40.50$ 0% Y Pricing Policy Accessible Pricing

Commission on consignment stock at The Emporium @ Town Hall Gallery

N Per item 35% commission on sale price

-$ 0% N Pricing Policy Market Pricing

Commission on sales of artwork at the Community Gallery

N Per item 15% commission on sale price

-$ 0% N Pricing Policy Market Pricing

Laptop hire - full day N Per unit $ 60.00 $ - 60.00$ 0% Y Pricing Policy Market Pricing

Laptop hire - half day N Per unit $ 30.00 $ - 30.00$ 0% Y Pricing Policy Market Pricing

Projector hire - full day N Per unit $ 120.00 $ - 120.00$ 0% Y Pricing Policy Market Pricing

Projector hire - half day N Per unit $ 60.00 $ - 60.00$ 0% Y Pricing Policy Market Pricing

Lectern (including microphone) N Per unit $ 40.00 $ - 40.00$ 0% Y Pricing Policy Market Pricing

Whiteboard N Per unit $ 26.00 $ - 26.00$ 0% Y Pricing Policy Market Pricing

Electric keyboard hire N Per unit $ 50.00 $ - 50.00$ 0% Y Pricing Policy Market Pricing

Town Hall Gallery Exhibition Catalogue N Per copy Up to a maximum of $50

$ - -$ 0% Y Pricing Policy Market Pricing

Chandelier colour lighting package N Per event $ 180.00 $ - -$ 0% Y Pricing Policy Market Pricing

Commentary for fees: Outside of café hours, the space will be used as a function venue.

Other Fees and Charges

Commentary for fees: New fees required that do not have GST applicable for artists that are not GST registered.

Cultural Venue Equipment

Commentary for fees: New fees for equipment after benchmarking with other Council operated venues.

Meeting or Facility Room Hire

Second Empire Café

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Attachment 3

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LGPRF Performance Indicators - Service Performance IndicatorsFor the quarter ending December 2018All measures

Measures - based on Financial year Annual 2014-15

Annual 2015-16

Annual 2016-17

Annual 2017-18

Q2 YTD2017-18

Q2 YTD2018-19

Q2 YTD Difference

Aquatic facilities

AF1: User satisfaction with aquatic facilities (optional)(Defined as the satisfaction of users with the aquatic facility). 87 91 87 87 N/A N/A N/A

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).

0.25 2.00 2.00 1.75 1.25 2.00 0.75

AF2.1 SUB KPI: Number of authorised officer inspections of Council aquatic facilities. 1 8 8 7 5 8

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

AF3: Reportable safety incidents at aquatic facilities (number of Worksafe reportable aquatic safety incidents). 3 2 5 4 2 1 - 1

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

($0.57) ($0.81) ($1.01) ($0.82) ($0.83) ($0.89) ($0.06)

AF4.1 SUB KPI: Direct cost of indoor aquatic facilities less income received. ($1,502,536) ($1,853,192) ($2,579,304) ($2,095,776) ($1,047,888) ($1,150,828)AF4.2 SUB KPI: Number of visits to indoor aquatic facilities. 2,651,007 2,288,616 2,558,359 2,566,545 1,266,422 1,292,848

Performance statement - EXTERNALLY AUDITEDAF6: Utilisation of aquatic facilities (number of visits to aquatic facilities per head of municipal population). 15.4 13.1 14.5 14.3 7.2 7.2 0.0

AF6.1 SUB KPI: Number of visits to aquatic facilities. 2,651,007 2,288,616 2,558,359 2,566,545 1,266,422 1,292,848 AF6.2 SUB KPI: Municipal population. 172,612 174,787 176,732 179,446 176,732 179,640

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LGPRF Performance Indicators - Service Performance IndicatorsFor the quarter ending December 2018All measures

Measures - based on Financial year Annual 2014-15

Annual 2015-16

Annual 2016-17

Annual 2017-18

Q2 YTD2017-18

Q2 YTD2018-19

Q2 YTD Difference

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).

2.97 3.53 3.86 2.43 1.94 1.46 - 0.48

AM1.1 SUB KPI: Number of days between receipt and first response action for all animal management requests. 17,156 21,731 26,797 20,747 6,909 4,759

AM1.2 SUB KPI: Number of animal management requests. 5,778 6,148 6,943 8,540 3,554 3,253

AM2: Animals reclaimed (percentage of collected registrable animals under the Domestic Animals Act 1994 reclaimed).

71.40% 42.86% 64.42% 44.35% 55.03% 53.33% -1.70%

AM2.1 SUB KPI: Number of animals reclaimed. 347 120 172 161 93 96 AM2.2 SUB KPI: Number of animals collected. 486 280 267 363 169 180

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

$ 52.86 $ 59.43 $ 62.43 $ 63.55 $ 29.26 $ 31.95 $ 2.69

AM3.1 SUB KPI: Direct cost of the animal management service. $ 1,024,393 $ 1,150,869 $ 1,212,056 $ 1,234,354 $ 582,064 $ 624,551 AM3.2 SUB KPI: Number of registered animals. 19,380 19,364 19,414 19,423 19,891 19,546

Performance statement - EXTERNALLY AUDITEDAM4: Animal management prosecutions (number of successful animal management prosecutions). 23 14 3 17 6 4 - 2

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LGPRF Performance Indicators - Service Performance IndicatorsFor the quarter ending December 2018All measures

Measures - based on Financial year Annual 2014-15

Annual 2015-16

Annual 2016-17

Annual 2017-18

Q2 YTD2017-18

Q2 YTD2018-19

Q2 YTD Difference

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).

6.58% 7.07% 3.32% 1.13% 0.00% 3.85% 3.85%

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.

26 27 9 3 - 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. 395 382 271 266 142 130

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).

62 63 60 62 N/A N/A N/A

G3: Councillor attendance at Council meetings (percentage of attendance at ordinary and special Council meetings by Councillors). 96.3% 94.7% 99.4% 97.5% 96.7% 97.1% 0.5%

G:3.1 SUB KPI: The sum of the number of Councillors who attended each ordinary and special Council meeting. 154 142 169 156 87 68

G:3.2 SUB KPI: Number of ordinary and special Council meetings. 16 15 17 16 9 7 G:4.2 SUB KPI: Number of Councillors elected at the last Council general election. 10 10 10 10 10 10

G4: Cost of governance (direct cost of delivering Council's governance service per Councillor). $ 50,949 $ 51,755 $ 53,607 $ 57,642 $ 27,017 $ 27,139 $ 121

G4.1 SUB KPI: Direct cost of the governance service. $ 509,492 $ 517,552 $ 536,068 $ 576,423 $ 270,173 $ 271,388 G4.2 SUB KPI: Number of Councillors elected at the last Council general election. 10 10 10 10 10 10

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).

62 61 60 60 N/A N/A N/A

Comment: Fewer matters were required to be discussed at closed meetings in 2017-18.

Comment: Annual measure.

Comment: Annual measure.

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LGPRF Performance Indicators - Service Performance IndicatorsFor the quarter ending December 2018All measures

Measures - based on Financial year Annual 2014-15

Annual 2015-16

Annual 2016-17

Annual 2017-18

Q2 YTD2017-18

Q2 YTD2018-19

Q2 YTD Difference

Libraries

LB1: Library collection usage (number of library collection item loans per library collection item). 4.82 4.78 4.77 4.92 2.46 2.52 0.07

LB1.1 SUB KPI: Number of library collection item loans. 2,414,142 2,362,179 2,301,293 2,298,552 1,134,761 1,187,108 LB1.2 SUB KPI: Number of library collection items. 500,619 493,742 482,457 466,828 461,933 470,281

LB2: Standard of library collection (percentage of the library collection that has been purchased in the last 5 years). 48.47% 51.55% 49.29% 50.93% 50.77% 49.39% -1.38%

LB2.1 SUB KPI: Number of library collection items purchased in the last 5 years. 242,646 254,507 237,787 237,735 234,501 232,255 LB2.2 SUB KPI: Number of library collection items. 500,619 493,742 482,457 466,828 461,933 470,281

LB3: Cost of library service (direct cost to Council of the library service per visit). $ 6.59 $ 6.63 $ 7.20 $ 7.65 $ 7.61 $ 7.93 $ 0.32

LB3.1 SUB KPI: Direct cost to Council of the library Service. $ 6,807,797 $ 7,218,494 $ 7,869,032 $ 8,263,016 $ 4,121,067 $ 4,611,547 LB3.2 SUB KPI: Number of visits. 1,032,406 1,088,491 1,092,225 1,079,771 541,560 581,328

Performance statement - EXTERNALLY AUDITEDLB4: Active library members (percentage of the municipal population that are active library members). 23.1% 23.7% 26.1% 24.7% 18.2% 20.0% 1.8%

LB4.1 SUB KPI: Number of active library members. 39,890 41,498 46,170 44,354 32,132 35,968 LB4.2 SUB KPI: Municipal population. 172,612 174,787 176,732 179,446 176,732 179,640

Comment: Library collection usage is higher than last year.

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LGPRF Performance Indicators - Service Performance IndicatorsFor the quarter ending December 2018All measures

Measures - based on Financial year Annual 2014-15

Annual 2015-16

Annual 2016-17

Annual 2017-18

Q2 YTD2017-18

Q2 YTD2018-19

Q2 YTD Difference

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). 104% 104% 100% 99% 100% 102% 2%

MC1.1 SUB KPI: Number of first MCH home visits. 1,551 1,639 1,485 1,401 719 684 MC1.2 SUB KPI: Number of birth notifications received. 1,494 1,573 1,485 1,414 718 670

MC2: Infant enrolments in the MCH service (percentage of infants enrolled in the MCH). 100% 97% 102% 101% 101% 108% 7%

MC2.1 SUB KPI: Number of infants enrolled in the MCH service 1,494 1,524 1,509 1,434 726 726

MC2.2 SUB KPI: Number of birth notifications received. 1,494 1,573 1,485 1,414 718 670

MC3: Cost of the MCH service (cost to Council of the MCH service per hour of service delivered). N/A $ 70.14 $ 71.32 $ 72.34 $ 68.15 $ 70.89 $ 2.74

LGPRF (MC3.1) SUB KPI: Cost to Council of the MCH service. N/A $ 1,894,684 $ 1,926,437 $ 1,953,928 $ 920,396 $ 1,062,523 LGPRF (MC3.2) SUB KPI: Hours worked by MCH nurses. N/A 27,012 27,012 27,012 13,506 14,988

Performance statement - EXTERNALLY AUDITEDMC4: Participation in the MCH service(percentage of children enrolled who participate in the MCH service). 83% 80% 79% 80% 69% 72% 3%

MC4.1 SUB KPI: Number of children who attend the MCH service at least once (in the year). 5,406 5,140 5,058 4,849 3,709 3,722

MC4.2 SUB KPI: Number of children enrolled in the MCH service. 6,535 6,460 6,427 6,063 5,399 5,162

MC5: Participation in MCH service by aboriginal children(percentage of Aboriginal children enrolled who participate in the MCH service). 87% 75% 100% 96% 93% 74% -19%

MC5.1 SUB KPI: Number of aboriginal children who attend the MCH service at least once (in the year). 6.5 13.5 15.5 24.5 19.5 7.0

MC5.2 SUB KPI: Number of aboriginal children enrolled in the MCH service. 7.5 18.0 15.5 25.5 21.0 9.5

Comment: Service engagement remains high.

Comment: Includes first home visits to infants born outside of Victoria, who live in Boroondara.

Comment: Some aboriginal children have relocated to other municipalities. Not all children enrolled are due for a MCH visit within the quarter.

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LGPRF Performance Indicators - Service Performance IndicatorsFor the quarter ending December 2018All measures

Measures - based on Financial year Annual 2014-15

Annual 2015-16

Annual 2016-17

Annual 2017-18

Q2 YTD2017-18

Q2 YTD2018-19

Q2 YTD Difference

Roads

R1: Sealed local road requests (Number of sealed local road requests per 100 kilometres of sealed local road). 55.42 69.70 91.80 90.54 41.53 38.43 - 3.10

R1.1 SUB KPI: Number of sealed local road requests. 322 391 515 509 233 216 R1.2 SUB KPI: Kilometres of sealed local roads. 581 561 561 562 561 562

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).

99% 98% 98% 97% 97% 98% 0%

R2.1 SUB KPI: Number of kilometres of sealed local roads below the renewal intervention level set by Council. 576 550 550 548 546 548

R2.2 SUB KPI: Kilometres of sealed local roads. 581 561 561 562 561 562

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

$ 89.39 $ 85.08 $ 86.16 $ 93.46 $ 89.03 $ 96.06 $ 7.03

R3.1 SUB KPI: Direct cost of sealed local road reconstruction. $ 5,009,988 $ 6,328,633 $ 5,188,844 $ 5,180,737 $ 3,178,349 $ 3,430,391 R3.2 SUB KPI: Square metres of sealed local roads reconstructed. 56,045 74,384 60,226 55,434 35,699 35,711

R4: Cost of sealed local road resealing (direct resealing cost to Council per square metre of sealed local roads resealed). $ 20.97 $ 15.60 $ 19.73 $ 24.18 $ 31.37 $ 26.32 -$ 5.05

R4.1 SUB KPI: Direct cost of sealed local road resealing. $ 3,151,423 $ 2,367,940 $ 5,707,563 $ 2,115,506 $ 280,952 $ 841,653 R4.2 SUB KPI: Square metres of sealed local roads resealed. 150,314 151,818 289,319 87,507 8,956 31,977

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).

74 73 71 73 N/A N/A N/A

Comment: Annual measure.

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LGPRF Performance Indicators - Service Performance IndicatorsFor the quarter ending December 2018All measures

Measures - based on Financial year Annual 2014-15

Annual 2015-16

Annual 2016-17

Annual 2017-18

Q2 YTD2017-18

Q2 YTD2018-19

Q2 YTD Difference

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).

86 78 89 105 103 120 17

SP2: Planning applications decided within required timeframes(percentage of planning application decisions made within required timeframes). 69.4% 70.3% 64.04% 59.66% 58.5% 64.19% 5.69%

SP2.1 SUB KPI: Number of planning application decisions made within required timeframes. 1,266 1,173 1,138 911 552 541

SP2.2 SUB KPI: Number of planning application decisions made. 1,824 1,668 1,777 1,527 943 843

SP3: Cost of statutory planning service (direct cost to Council of the statutory planning service per planning application). $ 3,388 $ 2,846 $ 3,247 $ 3,472 $ 3,041 $ 3,460 $ 419

SP3.1 SUB KPI: Direct cost of the statutory planning service. $ 4,686,084 $ 4,272,313 $ 4,643,144 $ 4,864,095 $ 2,298,888 $ 2,384,107 SP3.2 SUB KPI: Number of planning applications received. 1,383 1,501 1,430 1,401 756 689

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).

58.33% 60.92% 52.24% 51.95% 53.06% 41.30% -11.76%

SP4.1 SUB KPI: Number of VCAT decisions that did not set aside Council's decision in relation to a planning application. 56 53 35 40 26 19

SP4.2 SUB KPI: Number of VCAT decisions in relation to planning applications. 96 87 67 77 49 46

Comment: The overall cost of the planning application can be attributed to the high quality decision making that aligns with our community expectations. There are substantially more applications that have been subject to notice which allows for public participation in planning applications. Consequently, more applications have received objections than the metro average which results in more matters to be addressed in reports, negotiation between conflicting parties and VCAT involvement.

Comment: Changes to processes at the Victorian Civil and Administrative Tribunal have seen greater emphasis being placed on mediation. The majority of Boroondara planning appeals are now subject to Compulsory Conferences. Council has had significant success in negotiating changes to proposals, in many cases, addressing Council and community concerns. When these are added to the percentage of decisions not set aside, Council’s success rate at VCAT was 73% for the quarter.

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LGPRF Performance Indicators - Service Performance IndicatorsFor the quarter ending December 2018All measures

Measures - based on Financial year Annual 2014-15

Annual 2015-16

Annual 2016-17

Annual 2017-18

Q2 YTD2017-18

Q2 YTD2018-19

Q2 YTD Difference

Waste collectionWC1: Kerbside bin collection requests (number of kerbside bin collection requests per 1,000 kerbside bin collection households).

186.80 179.64 168.32 197.09 86.51 108.26 21.75

WC1.1 SUB KPI: Number of kerbside garbage and recycling bin collection requests. 12,279 11,845 11,132 13,066 5,727 7,150 WC1.2 SUB KPI: Number of kerbside bin collection households. 65,734 65,938 66,136 66,296 66,199 66,045

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

5.2 5.3 4.1 6.5 4.6 6.4 1.8

WC2.1 SUB KPI: Number of kerbside garbage and recycling collection bins missed. 3,410 3,342 2,680 4,301 1,507 2,099

WC2.2 SUB KPI: Number of scheduled kerbside garbage and recycling collection bin lifts. 6,578,832 6,332,196 6,551,259 6,577,077 3,278,938 3,297,892

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

$ 115.81 $ 119.28 $ 119.83 $ 121.79 $ 58.92 $ 63.22 $ 4.29

WC3.1 SUB KPI: Direct cost of the kerbside garbage bin collection service. $ 7,392,733 $ 7,630,085 $ 7,683,231 $ 7,810,061 $ 3,775,719 $ 4,047,023 WC3.2 SUB KPI: Number of kerbside garbage collection bins. 63,837 63,966 64,116 64,127 64,077 64,019

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

$ 27.18 $ 33.66 $ 33.19 $ 46.99 $ 16.43 $ 36.73 $ 20.30

WC4.1 SUB KPI: Direct cost of the kerbside recyclables bin collection service. $ 1,641,949 $ 2,058,506 $ 2,035,384 $ 2,948,367 $ 1,029,524 $ 2,307,047 WC4.2 SUB KPI: Number of kerbside recyclables collection bins. 60,410 61,158 61,324 62,745 62,650 62,814

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).

47.09% 47.77% 48.81% 48.70% 48.84% 48.91% 0.07%

WC5.1 SUB KPI: Weight of recyclables and green organics collected from kerbside bins. 35,723 33,941 34,939 33,874 17,270 16,995

WC5.2 SUB KPI: Weight of garbage, recyclables and green organics collected from kerbside bins. 75,867 71,053 71,580 69,559 35,358 34,747

Comment: Recycling collection costs have increased following contract adjustments associated with the China recycling issues.

Comment: The primary contributors to this increase are that the service has experienced an additional bin repair and replacement requests and missed recycling bin requests than same quarter last year. The increased missed recycling bin collections is being addressed with Council’s contractor.

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LGPRF Performance Indicators - Service Performance IndicatorsFor the quarter ending December 2018All measures

Measures - based on Financial year Annual 2014-15

Annual 2015-16

Annual 2016-17

Annual 2017-18

Q2 YTD2017-18

Q2 YTD2018-19

Q2 YTD Difference

Food safety

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).

$ 601 $ 403 $ 444 $ 398 $ 199 $ 155 -$ 44

FS3.1 SUB KPI: Direct cost of food safety service. $ 749,349 $ 779,319 $ 929,800 $ 868,113 $ 430,890 $ 380,715 FS3.2 SUB KPI: Number of food premises registered or notified in accordance with the Food Act 1984. 1,247 1,932 2,094 2,182 2,167 2,456

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LGPRF Performance Indicators - Service Performance IndicatorsFor the quarter ending December 2018

All measures

Measures - based on Calendar year Annual 2016

Annual 2017

Annual 2018

Q4 YTD2017

Q4 YTD2018

Annualdifference

2017 vs 2018

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).

1.50 1.70 1.61 1.70 1.61 - 0.09

FS1.1 SUB KPI: Number of days between receipt and first response action for all food complaints. 120 241 244 241 244

FS1.2 SUB KPI: Number of food complaints. 80 142 152 142 152

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% 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.

956 962 968 962 968

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.

956 962 968 962 968

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% 99% 99% 99% 99% 0%

FS4.1 SUB KPI: Number of critical non-compliance notifications and major non-compliance notifications about a food premises followed up. 490 451 545 451 545

FS4.2 SUB KPI: Number of critical non-compliance notifications and major non-compliance notifications about food premises. 493 454 548 454 548

Comment: Council officers ensured that 100% of critical and major non-compliance was followed up. Compared with the State average of 93.8%.

Comment: This figure is consistent with the previous quarter and better than the State average of 1.76 days.

Comment: This is a year to date figure. 100% of food premises received an assessment in 2018.

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Annual Annual Annual Annual Q2 YTD Q2 YTD Q2 YTDIndicator/measure 2014-15 2015-16 2016-17 2017-18 2017-18 2018-19 Difference

Sustainable Capacity IndicatorsPopulationExpenses per head of municipal population $985 $1,038 $1,120 $1,109 $514 $558 $44 [Total expenses / Municipal population]Infrastructure per head of municipal population $4,609 $4,790 $4,776 $4,720 $4,712 $4,717 $5 [Value of infrastructure / Municipal population]Population density per length of road 296.58 311.04 314.50 318.59 318.59 318.93 0.34 [Municipal population / Kilometres of local roads]Own-source revenue Own-source revenue per head of municipal population $1,020 $1,134 $1,161 $1,180 $1,064 $1,107 $42 [Own-source revenue / Municipal population]Recurrent grants Recurrent grants per head of municipal population $95 $74 $99 $86 $46 $48 $3 [Recurrent grants / Municipal population]Disadvantage Relative Socio-Economic Disadvantage 10.00 10.00 10.00 10.00 10.00 10.00 0.00 [Index of Relative Socio-Economic Disadvantage by decile]

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Annual Annual Annual Annual Q2 YTD Q2 YTD Q2 YTDIndicator/measure 2014-15 2015-16 2016-17 2017-18 2017-18 2018-19 Difference

Financial Performance IndicatorsEfficiencyRevenue level *Average residential rate per residential property assessment $2,061 $2,153 $2,200 $2,234 $2,223 $2,311 $88[Residential rate revenue / Number of residential property assessments]Expenditure level *Expenses per property assessment $2,300 $2,422 $2,601 $2,578 $1,190 $1,290 $100 [Total expenses / Number of property assessments] Workforce turnover **Resignations and terminations compared to average staff 8.4% 12.6% 12.1% 11.4% 6.9% 3.6% -3.3%

[Number of permanent staff resignations and terminations / Average number of permanent staff for the financial year] x100LiquidityWorking capital Current assets compared to current liabilities 191.4% 243.6% 284.2% 235.5% 725.6% 745.4% 19.8%[Current assets / Current liabilities] x100Unrestricted cashUnrestricted cash compared to current liabilities 0.9% 53.5% 31.5% -7.4% 345.1% 337.4% -7.7%[Unrestricted cash / Current liabilities] x100

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Annual Annual Annual Annual Q2 YTD Q2 YTD Q2 YTDIndicator/measure 2014-15 2015-16 2016-17 2017-18 2017-18 2018-19 Difference

ObligationsAsset renewal *Asset renewal compared to depreciation 144.8% 137.2% 117.6% 137.7% 99.1% 98.0% -1.0%[Asset renewal expense / Asset depreciation] x100Loans and borrowings Loans and borrowings compared to rates 37.7% 33.1% 29.6% 26.2% 27.5% 15.2% -12.4%[Interest bearing loans and borrowings / Rate revenue] x100

Loans and borrowings repayments compared to rates 1 18.3% 4.1% 4.0% 3.9% 1.9% 10.5% 8.5%

[Interest and principal repayments on interest bearing loans and borrowings / Rate revenue] x100Indebtedness Non-current liabilities compared to own source revenue 32.0% 26.1% 23.3% 14.3% 25.1% 15.2% -9.9%[Non-current liabilities / Own source revenue] x100Operating positionAdjusted underlying result *Adjusted underlying surplus (or deficit) 11.7% 14.2% 11.2% 12.7% 53.7% 51.7% -2.0%

[Adjusted underlying surplus (deficit)/ Adjusted underlying revenue] x100

StabilityRates concentration *Rates compared to adjusted underlying revenue 78.3% 75.8% 74.2% 74.9% 85.5% 85.8% 0.3%[Rate revenue / Adjusted underlying revenue] x100Rates effort Rates compared to property values 0.2% 0.2% 0.2% 0.2% 0.2% 0.1% 0.0%[Rate revenue / Capital improved value of rateable properties in the municipality] x100* This is an annual indicator. Timing of revenue and expenditure can vary throughout the year, distorting quarterly results.** Data not available1. Loans and Borrowings compared to rates: This is higher than previous due to the repayment in full of the outstanding balance of an existing loan, as planned by Council when the loan was taken out in 2014.

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1

Governance and Management Checklist (as at 30 December 2018) Governance and Management Items

Assessment Outcome

1 Community engagement policy (policy outlining Council’s commitment to engaging with the community on matters of public interest)

Policy

Date of operation of current policy

YES

10/12/2015

2 Community engagement guidelines (guidelines to assist staff to determine when and how to engage with the community)

Guidelines

Date of operation of current guidelines

YES

10/12/2015

3 Strategic Resource Plan (plan under section 126 of the Act outlining the financial and non-financial resources required for at least the next 4 financial years)

Adopted in accordance with section 126 of the Act

Date of adoption

YES

25/06/2018

4 Annual budget (plan under section 130 of the Act setting out the services to be provided and initiatives to be undertaken over the next 12 months and the funding and other resources required)

Adopted in accordance with section 130 of the Act

Date of adoption

YES

25/06/2018

5 Asset management plans (plans that set out the asset maintenance and renewal needs for key infrastructure asset classes for at least the next 10 years)

Plans

Date of operation of current plans

Roads Asset Management Plan

Buildings Asset Management Plan

Paths Asset Management Plan

Drainage Asset Management Plan

Open Space Asset Management Plan

YES

February 2016

December 2017

September 2016

September 2017

June 2016

6 Rating strategy (strategy setting out the rating structure of council to levy rates and charges)

Strategy

Date of operation of current strategy

YES

26/06/2017

7 Risk policy (policy outlining Council’s commitment and approach to minimising the risks to Council’s operations)

Policy

Date of operation of current policy

YES

28/11/2018

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Governance and Management Items

Assessment Outcome

8 Fraud policy (policy outlining Council’s commitment and approach to minimising the risk of fraud)

Policy

Date of operation of current policy

YES

25/06/2018

9 Municipal emergency management plan (plan under section 20 of the Emergency Management Act 1986 for emergency prevention, response and recovery)

Prepared and maintained in accordance with section 20 of the Emergency Management Act 1986

Date of preparation

YES

04/04/2017

10 Procurement policy (policy under section 186A the Act outlining the matters, practices and procedures that will apply to all purchases of goods, services and works)

Prepared and approved in accordance with Section 186A of the Act

Date of approval

YES

25/06/2018

11 Business continuity plan (plan setting out the actions that will be undertaken to ensure that key services continue to operate in the event of a disaster)

Plan Date of operation of current plan Building Services Commercial and Property Services Communications and Engagement Family, Youth and Recreation Payroll Governance Health, Active Ageing and Disability Services Information Technology Infrastructure Services Local Laws Parks and Gardens People, Culture and Development Statutory Planning

Yes 04/09/2018 29/08/2018 24/09/2018 05/09/2018 06/09/2018 04/09/2018 05/09/2018 03/09/2018 25/09/2018 06/09/2018 25/09/2018 03/09/2018 09/01/2018

12 Disaster recovery plan (plan setting out the actions that will be undertaken to recover and restore business capability in the event of a disaster)

Plan

Date of operation of current plan

YES

15/11/2018

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Governance and Management Items

Assessment Outcome

13 Risk management framework (framework outlining Council’s approach to managing risks to the Council’s operations)

Framework

Date of operation of current framework

YES

28/11/2018

14 Audit committee (Advisory committee of Council under section 139 of the Act whose role is to oversee the integrity of Council’s financial reporting, processes to manage risks to the Council’s operations and for compliance with applicable legal, ethical and regulatory requirements)

Established in accordance with section 139 of the Act

Date of establishment Note: Boroondara has had an Audit Committee from the date of its establishment. The Audit Committee Charter is reviewed annually. Councillor Committee members are nominated by Council on an annual basis. The current Audit Committee Charter was adopted by Council on 23 April 2018.

YES

25/07/2011

15 Internal audit (independent accounting professionals engaged by the Council to provide analyses and recommendations aimed at improving Council’s governance, risk and management controls)

Engaged

Date of engagement of current provider

YES

01/10/2017

16 Performance reporting framework (a set of indicators measuring financial and non-financial performance including the performance indicators referred to in section 131 of the act)

Framework

Date of operation of current framework

YES

23/06/2015

17 Council plan reporting (report reviewing the performance of the Council against the Council Plan including the results in relation to the strategic indicators, for the first six months of the financial year)

Report

Date of operation of current report

To be presented to Council on 25/02/2019

18 Financial reporting (quarterly statements to Council under section 138 of the Act comparing budgeted revenue and expenditure with actual revenue and expenditure)

Statements presented to Council in accordance with section 138(1) of the Act

Date statements presented

YES

26/02/2018

28/05/2018

27/08/2018

26/11/2018

19 Risk reporting (six-monthly reports of strategic risks to Council’s operations, their likelihood and consequences of occurring and risk minimisation strategies)

Reports

Date of reports

YES

28/03/2018

28/11/2018

20 Performance reporting (six-monthly reports of indicators measuring the results against financial and non-financial performance, including the performance indicators referred to in section 131 of the Act)

Reports

Date of reports

YES

26/02/2018

28/05/2018

27/08/2018

26/11/2018

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Governance and Management Items

Assessment Outcome

21 Annual report (annual report under sections 131, 132 and 133 of the Act to the community containing a report of operations and audited financial and performance statements)

Considered at a meeting of Council in accordance with section 134 of the Act

Date of consideration

YES

22/10/2018

22 Councillor Code of Conduct (Code under section 76C of the Act setting out the conduct principles and the dispute resolution process to be followed by all councillors)

Reviewed in accordance with section 76C of the Act

Date reviewed

YES

13/02/2017

23 Delegations (a document setting out the powers, duties and functions of Council and the Chief Executive Officer that have been delegated to members of staff)

Reviewed in accordance with section 98(6) of the Act

Date reviewed

Council to CEO

Council to Staff

Council to Committees

YES

27/08/2018

27/08/2018

27/02/2017

24 Meeting procedures (a local law governing the conduct of meetings of Council and special committees)

Meeting procedures local law made in accordance with section 91(1) of the Act

Date local law made

YES

27/03/2017

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