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Council Plan 2013 – 2017Major initiatives and services for 2014/15

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Mayor’s message ...............................................................4

Councillors and wards ........................................................6

Council’s Plan for 2013-2017 .............................................8

Our key directions and values ............................................8

Council’s strategic planning framework .............................9

The Plan at a glance .........................................................10

Direction 1:

Ensuring our City has inviting places and spaces .........12

Direction 2:

Achieving a healthy and active Monash .......................16

Direction 3:

Fostering confident and connected communities ........18

Direction 4:

Taking action for our future ..........................................20

Our Principles:

Progressive governance and strong leadership ............22

Capital Works program items for 2014/15 .......................26

Strategic Resource Plan 2014/15 – 2017/18 ....................27

Financial Statements .......................................................28

Financial Resources ..........................................................29

Comprehensive Income Statement 2014/15 – 2017/18 ..30

Balance Sheet 2014/15 – 2017/18 ..................................31

Statement of Changes in Equity 2014/15 – 2017/18 .......32

Statement of Cash Flows 2014/15 – 2017/18 ..................33

Statement of Capital Works 2014/15 – 2017/18 .............34

Human Resource Statement 2014/15 – 2017/18 ............35

Summary of planned Human Resources

expenditure 2015 - 2018 .................................................36

Contents

Protecting swimmers at the Monash Aquatic and Recreation Centre

Front Cover photo: Local children at the 2014 Oakleigh Music Festival

Mayor’s message

I am pleased to present our Council Plan 2013/2017 update, which outlines some of our major initiatives and services planned for 2014/2015.

“”

Mayor Geoff Lake with several of Council’s Age Friendly Ambassadors

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Council is backing up this plan with funding. For example, one of our goals is to further develop amenities and facilities within our parks and reserves to reflect community preferences. In response, Council has allocated $600,000 in our 2014/15 budget to construct a regionally significant playground at Valley Reserve in Mount Waverley. The plan is to create one of Melbourne’s best playgrounds in a setting where people of all ages can be active and social. This funding will provide for Stage One of the project with further stages planned in coming years.

Another of our goals is to improve walking and cycling trails. In our 2014/15 budget, we have increased funding for bicycle paths by 40% (taking our total spending to $517,000). This builds on previous increases in recent years and responds to an increasing area of priority identified by many in our community.

This plan will also see Council continue to take a strong leadership role on social issues important to our community. It will see us continue to:

• call on the State Government to introduce smoking bans in outdoor dining areas

• campaign for systemic reforms to Victoria’s gaming regulations so we can reduce the harm caused by problem gaming

• advocate for improved mental health services for young people in Monash and

• implement a program aimed at building equal and respectful relationships between men and women so as to prevent violence against women.

The actions outlined in this plan run the full gamut from introducing an education campaign to reduce dog attacks through to developing a plan for making Monash an ‘Age Friendly City’ under the World Health Organisation’s model.

I encourage our community to have a look at the range of activities we plan to take over the next 12 months to achieve our community’s long-term goals.

Geoff LakeMayor

This plan recommits Council to the four key long-term directions that we outlined in our extensive four year plan last year.

Those four directions – developed in response to community feedback – are:

• ensuring our city has inviting places and spaces

• achieving a healthy and active Monash

• fostering confident, connected communities, and

• taking action for our future.

As you will see in the following pages, the actions we plan to take over the next 12 months will cement Monash’s place as one of the premier places in Melbourne to live, raise a family or to do business.

PLEASE ADDRESS ALL CORRESPONDENCE TOPO Box 1, Glen Waverley 3150Councillors’ faxes: 9518 3444

Councillors and wards

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Monash Council wards

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Cr Geoff LakeMayor9518 3509 or 0411 645 [email protected]

Cr Katrina Nolan0406 274 126Katrina.Nolan@ monash.vic.gov.au

Cr Brian Little0407 878 033Brian.Little@ monash.vic.gov.au

Cr Jieh-Yung Lo 0400 235 363Jieh-Yung.Lo@ monash.vic.gov.au

Cr Rebecca Paterson 0437 959 [email protected]

Cr Robert Davies0416 000 777Robert.Davies@ monash.vic.gov.au

Cr Micaela Drieberg0403 034 307Micaela.Drieberg@ monash.vic.gov.au

Cr Paul Klisaris9518 3555Paul.Klisaris@ monash.vic.gov.au

Cr Stephen DimopoulosDeputy Mayor9579 3118Stephen.Dimopoulos@ monash.vic.gov.au

Cr Bill Pontikis0418 355 166Bill.Pontikis@ monash.vic.gov.au

Cr Theo Zographos9530 9793 or0430 316 911Theo.Zographos@ monash.vic.gov.au

Councillors

Major initiatives and services 2014/15For each of our key directions, we have articulated the major initiatives and services planned for the 2014/15 financial year, to show how Council will make a difference over the next 12 months.

Council’s Plan for 2013-2017 In developing our four year Council Plan we have responded strongly to feedback from our community, including priorities expressed in our community surveys.

Key directionsTo create a sense of difference, we are focusing our attention on four key directions:

1. Ensuring our city has inviting places and spaces.

2. Achieving a healthy, ACT!VE Monash community

3. Fostering confident and connected communities; and

4. Taking actions for our future.

These will be driven by a commitment to progressive governance, strong leadership and the five core values listed below. Progressive local governance recognises the importance of a responsive organisation that engages with its community and facilitates the participation and involvement of its citizens.

ValuesAt all levels, our people will be expected to demonstrate the five core values of: responsiveness, impartiality, accountability, respect and integrity.

Achieving through Leadership

Direction and purpose aligned to Council's vision and mission

Integrity Communicate

honestly, abiding by applicable laws while

undertaking public and professional duties

Accountability Work professionally,

efficiently and effectively in our roles to achieve

Council directions, polices and objectives

RespectCommunicate and treat people fairly,

objectively and with respect

Impartiality Communicate and

treat people equally in the interests of Council

and community

ResponsivenessCommunicate in an

open and transparent way and continue to improve the way we deliver our high level

of service

9Council’s strategic planning framework

Monash 2021 A Thriving Community

Service Operational Plans

Council Plan

Individual Performance Plans

Health and WellbeingPartnership Plan

Annual Business Plan

Municipal StrategicStatement (MSS)

Annual Budget

The Plan at a glance

An inviting City, diverse and alive with activity, designed for a bright future.

Making a difference through commitment, expertise and leadership.

Key Directions

Ensuring our City has inviting places

and spaces

Achieving a healthy and active

Monash

Fostering confident, connected

communities

Taking action for our future

Community Outcomes

Principles

Enhanced parks, open spaces and trails across Monash

Access and safety needs are attended to

Impacts of the density of residential

developments are monitored and

managed

Activity Centres across Monash remain vibrant

Increased use of our parks, spaces and leisure facilities

Residents inspired to remain physically active and healthy

Strengthened community resilience

to the harm from gambling

Council’s Plan will be driven by a commitment to progressive governance and strong leadership.

Communities across Monash celebrate their creativity and

diversity

Community concerns about personal

safety are positively addressed

Communities and organisations

promote respect and equality and prevent

violence against women

A stronger sense of community is fostered

within local areas

Our natural and built environment is

protected

Our local economy is more resilient

Innovation and adaptability is

cultivated

Investment in our children and young people is continued

Ensuring a responsive organisation

Demonstrating responsible fiscal

management

Modernising our systems

Achieving through leadership

Our Vision of Monash Council’s Mission

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Preparing ‘Meals on Wheels’ for delivery at the Mount Waverley Community Centre

Direction 1: COMMUNITY OUTCOMES

1.1 Enhanced parks, open spaces, walking and cycling trails across the City

Strategies to achieve these outcomes Major initiatives and services 2014/15

1.1.2 Improve walking and cycling trails, including connections between existing public open spaces and links to activity centres across the City.

a Implement funded priorities from the Walking and Cycling Strategy including upgrades to Scotchmans Creek Trail

1.1.3 Further develop amenities and facilities within parks and reserves that reflect preferences expressed by communities

a Implement the following projects inspired by the Intergenerational Active Spaces Feasibility Study (formerly Regional Active Space Study):

MAJOR INITIATIVE: y Further enhance Valley Reserve in Mount Waverley into a

regional destination park by installing environmentally sensitive playspaces, adventure spaces, improved walking trails and amenities for children, teens and adults

y Introduce nature-based playspaces that cater for a wide range of children, teens and people at the following six reserves: Wellington Reserve and Portland Street South Reserve in Mulgrave; Brandon Park Reserve in Glen Waverley; Beverley Grove Reserve in Mount Waverley; Marykirk Drive Reserve in Wheelers Hill; and Jordan Reserve in Chadstone

b Implement funded priorities from the Active Reserves Strategy including:

y New sports lighting at four reserves: Holmesglen Reserve and Gardeners Reserve, Ashwood; Central Reserve North, Glen Waverley; and Tally Ho Tennis Club, Mount Waverley

y Improved cricket net facilities at Essex Heights Reserve, Mount Waverley

y Sportsground upgrades in Glen Waverley at: Larpent Reserve and Capital Reserve

MAJOR INITIATIVE: y Pavilion upgrades at Ashwood Reserve, Ashwood and Capital

Reserve, Glen Waverley

Ensuring our City has inviting places and spaces

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COMMUNITY OUTCOMES

1.2 Access and safety needs of all are attended to


1.2.1 Upgrade footpaths and pedestrian continuity

a Priority areas identified for footpath renewal and upgrade works undertaken in accord with funded priorities

1.2.2 Explore Monash becoming an ‘Age-friendly City’

a Complete development of a new ‘Plan for an Age–friendly Monash’

1.2.3 Implement key aspects of Council’s Domestic Animal Management Plan 2013 - 2017

a Implement an education program about responsible pet ownership and the prevention of dog attacks

1.3 The local impacts reported by residents resulting from the density of residential development are monitored and managed

1.3.1 Gather data and identify better means for understanding the cumulative impacts on streetscapes and local communities

b Coordinate presentation of data and findings to departments to establish a response

1.3.2 Adopt an evidence-based approach to the management and ongoing renewal of our City’s public tree canopy

a Prepare a street tree management program

1.3.3 Utilise our annual planting program to improve the amenity and liveability of local areas associated with increasing residential density

a Complete the planting program of 110,000 new trees, shrubs and ground covers per annum (including a minimum of 1,500 street trees)

1.3.4 Pursue new strategic plans and policies to provide stronger direction about residential developments of increased density

c Progress the review of the Monash Planning Scheme

1.3.5 Build community understanding of development and housing issues

b As part of the review of the Monash Planning Scheme engage with the community to build understanding of new Monash Planning Scheme policies

COMMUNITY OUTCOMES

1.4 Cultural and Activity Centres across Monash remain vibrant and pleasant places to be


1.4.1 Undertake studies on Major Activity Centres across the City, identifying priorities for planned changes. Studies to also include:

• A focus on railway station ‘precincts’ and transport interchange points, giving them a stronger focus and legibility (through urban design treatments, transport planning, pedestrian continuity and signage)

• Analysis of local opportunities, costs and benefits of locating community centres/hubs within each Major Activity Centre

• Consult the Public Art Policy regarding the possible inclusion of public art in our cultural and activity centres

MAJOR INITIATIVE:a Develop an Expression of Interest to test the feasibility of

developing the Council land bounded by Springvale Road, Coleman Parade, Kingsway and Railway Parade North in Glen Waverley

c Progress the Glen Waverley Structure Plan and commence the planning scheme amendment process

1.4.2 Develop design guidelines for future developments in and around Activity Centres through the preparation of urban design frameworks, structure plans and other appropriate planning tools

1.4.3 Improve the maintenance and viability of Activity Centres across Monash

a Implement actions from the Monash Economic Development Strategy and Action Plan, including:

y Creating a marketing campaign with trader associations to encourage businesses within Activity Centres to decorate their windows during the festive season

y Promoting further investment in the Monash Technology Precinct

b y Continue to support trader associations to be active and effectively focus on promotional and operational issues for their respective activity centres

MAJOR INITIATIVE: y Install Activity Centre signage

d Progress with implementation of Council’s Graffiti Removal Strategy and Policy

1.4.4 Continue to develop our library service and the Monash Gallery of Art

c Complete the Year Three actions of strategic plans for the Monash Public Library Service and Monash Gallery of Art

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Enjoying a dog-friendly area in Federal Reserve, Mount Waverley


2.1 Increased use of our parks, open spaces and leisure facilities


Achieving a healthy and active Monash

2.1.1 Build on the Active Monash initiative and campaigns

a Increased use of Council’s aquatic and leisure facilities and increased attendances in Active Monash community programs such as Active People Active Parks, Let’s All Play and Active Monash Month

c Analyse the impact of the ‘Active Citizenship through Sport’ pilot program and consider expanding the program to include all Monash sports clubs

d Expand the existing ‘Active People Parks Program’ to target areas that have been identified to have low physical activity levels

e Establish a community-led Bicycle User Group to increase the use of Monash’s walking and cycling networks

f Expand sporting and recreation opportunities for newly arrived and culturally diverse youth, through tailored programs such as ‘Let’s All Play’

g Build a stronger local connection between communities and nature through park-based community activities such as holding community events to open new playspaces, community-led nature walks, educational forums and tree planting days

MAJOR INITIATIVE:h Introduce a synthetic playing surface at Jack Edwards Reserve,

Oakleigh

2.1.2 Work with local sporting clubs and community groups to maximise the use of parks, open spaces and Council’s leisure facilities

The Monash Croquet Club gets down to business at Electra Reserve, Ashwood

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2.3 Strengthened community resilience to the harm from gambling

2.3.1 Consider the recommendations of the 2012-2013 Gambling Research Project

a y Involvement in health promotion activities, awareness campaigns (number of activities annually)

y Implement ‘Redressing the Burden’ campaign on electronic gaming machine applications and system reforms

c Seek funding and new partnership opportunities to implement the new Action Plan with its health promotion focus

d Introduce the proposed Gaming Policy into the Monash Planning Scheme

2.3.2 Strengthen the focus and work of the Monash Responsible Gambling Taskforce

COMMUNITY OUTCOMES

2.2 Residents are inspired to remain physically active and healthy


2.2.1 Identify key health issues for the Monash population and the priorities for attention over the next four years for promoting an ‘Active and Healthy Monash’

a Key actions/funded priorities implemented from Monash Health and Wellbeing Partnership Plan

b Number of initiatives in 2014/15, specifically aimed at residents being physically active and healthy, resulting from these plans (listed in 2.2.2) for specific target groups

c Review and monitor improvement in the physical capacity of clients who are older or who have a disability, both before and after their participation in the ‘Active Community Program’ - in order to determine the efficiency/benefits of the program

2.2.2 Implement the relevant actions from each of the following Council strategies:

• Physical Activity Plan

• Action Plans within the Monash Access and Equity Framework 2013-2017

2.2.3 Encourage independence of residents aged 65+ through the Department of Human Services ‘Active Service Model’

This model applies to Home and Community Care (HACC) programs delivered by Council and aimed at supporting people to remain living at home and connected with their community, to optimize their independence and quality of life

a Number of residents of specific age groups (aged 65 years or older) and number of residents with a disability participating in these initiatives

c Review and monitor outcomes of this model, through analysis of results of the Annual HACC Client survey, using multiple surveys to ensure all service areas are covered

2.2.4 Review and update the strategies for promoting active ageing in Monash

a Strategies for positive and active ageing, within the new ‘Plan for an Age-friendly Monash’, are implemented and promoted

2.2.5 Support a ban on smoking in alfresco dining areas across Monash

a Number of advocacy activities conducted on this matter to State Government, for legislative change


3.1 Celebrating the creativity and diversity of communities within Monash


3.1.1 Promote Monash as a diverse and harmonious City

a Implement the second year actions/funded priorities identified in the Access & Equity Framework 2013-2017

b Annual total number of cultural, library and Monash Gallery of Art events and number of participants

c Annual total number of cultural events which celebrate and are inclusive of cultural diversity and number of attendees

d Annual total number of community grants awarded and total $ amount, for arts and cultural initiatives

e Work with local RSL clubs on a project to commemorate the 100th Anniversary of ANZAC Day

3.1.2 Encourage participation in arts and cultural activities, including support to community organisations or individuals involved in arts and cultural activities

3.1.3 Promote the presentation of art and culture within Monash

3.2 Community perceptions and concerns about levels of personal safety in Monash are positively addressed

3.2.1 Gather comprehensive data on the levels of safety (perceived and actual) and promote facts about the level of personal safety in Monash relative to other areas in Melbourne

a A Safety Report on Monash is prepared

b Promote the findings of the above Safety Report through a campaign utilising Council’s key communication channels, including online channels

3.2.2 Advocate to State Government our community’s concerns about the safety of railway station precincts, particularly at night, and the expressed need to take action to improve lighting in all parking areas adjacent to and servicing railway stations in Monash

b Use feedback from the ‘Monash in Four’ community consultations:

y To inform development of a Council position on public transport priorities/planning

y For use by peak bodies (such as the Eastern Transport Coalition and public transport user-groups) to strengthen lobbying for improvements to State Government public transport services and infrastructure in Monash and this region

c Conduct a review of parking around railways stations across Monash

3.2.4 Review and strengthen Council’s Local Law No.3

a Continue to consult with the community, particularly key stakeholders, to improve the effectiveness of Council’s Local Law No.3 and identify community impacts of key proposals for change

3.3 Communities and organisations promote respect and equality and prevent violence against women

3.3.1 Implement the Generating Equality and Respect Project which aims to build equal and respectful relationships between men and women and prevent violence against women

a Reports prepared on continued progress with the Gender Equality and Respect Project (Clayton demonstration site) - in accord with agreed action plans and evaluation framework

Fostering confident and connected communities

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COMMUNITY OUTCOMES

3.4 A stronger sense of community is fostered within local areas


3.4.1 Encourage community gatherings, events and resident meetings to be held at the local level (and providing opportunities for residents to get to know each other) by maximising the use of Council’s local facilities and public open spaces for these community gatherings

a The number of Council facilitated gatherings/events held in Council facilities and reserves is recorded and shows an increase over four years: 2013-2017

MAJOR INITIATIVE:b Engage a Place Manager to work with community members, local

agencies and traders to strengthen the community and build community capacity in each of the following localities:

y Oakleigh and Glen Waverley

y Ashwood/Chadstone

3.4.2 Conduct meetings of Councillors and the community at the local level

a Continue to hold Councillor meet and greets, listening and information sessions - at more local levels

3.4.3 Develop a local area Community Engagement Model aimed at harnessing strengths and stakeholders (local services, businesses, community and sporting clubs as well as individual members) of that local community

a A preferred community engagement model is identified, costed and reported to Council - with local areas defined

3.4.4 Redesign Council’s grants program to strengthen civic participation and community connections (including communities of interest and geographic communities)

b Total Council $ granted annually to promote community capacity-building


4.1 Our natural and built environments are protected


4.1.1 Focus on our ‘Environmental Sustainability Roadmap’ and strengthening our ecological sustainability

b Implement the funded actions from the Council’s ‘Environmental Sustainability Roadmap’ and report annual achievements

4.1.2 Continue work on Water Sensitive Urban Design as a step towards becoming a ‘water sensitive’ City

a Install a stormwater harvesting system at Tally Ho Reserve, Mount Waverley

4.1.3 Work towards transitioning our street lighting to more energy-efficient technology

MAJOR INITIATIVE: a Manage the changeover of Council’s current 80WMV (mercury

vapour) streetlights to more sustainable street lighting

4.1.4 Develop long-term options for waste management, including options of reducing waste to landfill

a Review long-term waste management options in conjunction with the Metropolitan Waste Management Group Strategic Plan

4.2 Our local economy is more resilient

4.2.1 Actively promote commercial and industrial land opportunities for Monash, as an investment in securing more employment opportunities and diversity for our local and regional economies

a Pursue priority directions from the Industrial Land Use Strategy, through the Municipal Planning Scheme review

4.2.2 Provide information and services to businesses to encourage further growth and development in the sector

b Implement actions within the Monash Economic Development Strategy and Action Plan for ‘Supporting Local Businesses’ including:

y Enhancing Council’s online Business Directory

y Updating the “Business Kit” resource for start-up businesses

4.2.3 Implement a Buy Local campaign a Develop a ‘Buy Local’ campaign in partnership with local trader associations

4.2.4 Support the work of the Monash Enterprise Centre - a self-sustaining business incubator, assisting individuals seeking to re/locate their businesses to an “office environment”

a Deliver a minimum of six promotional/support activities for the Centre.

MAJOR INITIATIVE: b Complete Stage Three of the Monash Enterprise Centre by

constructing the Eastern Innovation Business Centre.

4.3 Innovation and adaptability are cultivated

4.3.1 With the Monash Leadership group, develop a program to improve the organisational culture including specific strategies to support and drive innovation

a Support innovation through the Employee Recognition Program and the ‘bounce@monash’ initiative

Taking action for our future

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COMMUNITY OUTCOMES

4.4 Investment in our children and young people is continued


4.4.1 Implement the strategic approach to service delivery and planning contained in Council’s Access and Equity Framework-Monash Early Years Plan, 2013- 2017

b Implement the Year Two actions of the ‘Monash Early Years Plan’ (MEYP) including development of a comprehensive plan which details priorities for the refurbishment, or replacement, of Council’s early childhood facilities. This Plan should be able to be incorporated within a broader Strategic Plan for Council buildings

c Utilise the ‘Early Years Planning Reference Group’ to guide implementation of the Year Two actions in the MEYP and to contribute to development of the 2015/16 Action Plan

4.4.2 Work to ensure young people in Monash are valued, respected, healthy and engaged

a Implement the Year Two actions identified in the ‘Monash Youth Plan 2013-2016’ including:

y Supporting the young people living in the ‘Holmesglen Youth Foyer’

y Advocating for improved mental health services in Monash for young people

y Implementing a mental health first aid program targeting Monash secondary students

Volunteers take part in annual Clean Up Australia activities around Clayton train station

Our Principles:5.1 Ensuring a responsive organisation

Strategies Major initiatives and services 2014/15

5.1.1 Implement reforms in our approach to customer service and responsiveness

a Demonstrate improved customer service through our progress in reaching the following target, identified in our Customer Service Strategy: “80% of enquiries resolved at first contact through a dedicated customer service function”

b y Report on Council’s achievements in meeting our responsiveness measures in our Customer Service Guarantee

y Promote awareness and understanding by all staff of the Customer Service Guarantee

5.1.2 Develop means by which Council can evaluate its own cultural competency and measure improvements in this competency over time

a Undertake the following actions, based on the ‘Localities Embracing & Accepting Diversity’ (LEAD) Project:

y A Workplace Diversity and Anti-Discrimination Audit To assess the organisation’s current policies and practices across a range of organisational functions. The aim is to strengthen workplace diversity and anti-discrimination efforts

y A Council Setting Survey on staff experiences To understand staff attitudes and experiences of race-based discrimination within Council settings

These actions will contribute to the development of an Anti-Racism Strategy – a shared priority within Council’s Multicultural Action Plan 2013-2017 and the Monash Health & Wellbeing Partnership Plan 2013-2017

5.1.3 Continue investment in activities for community consultation and engagement

a Confirm an approach to training and/or the support of consultation champions across the organisation

b Number of local area consultation events shows increases over time from 2014 and demonstrates inclusion of all parts of our City

d Provide findings of the Local Government Community Satisfaction Survey 2014 to all managers to discuss how service delivery can be improved

5.1.4 Empower our people (Council employees) to “be the difference”, by an investment in better understanding the culture within our organisation, building on our strengths and actively committing to continuous improvement

a Action Planning based on 2014 survey is progressed and reviewed - across organisation and within each branch/unit

b Implement Year Two actions from the Monash People Plan (“Be the difference”) with a focus on Performance Development Review

5.1.5 Produce and issue the Monash Bulletin on a regular basis

a Distribute 11 editions of the Monash Bulletin to local households per year, ensuring the community is informed about Council services, community events and opportunities to provide feedback.

5.2 Demonstrating responsible fiscal management

5.2.1 Complete Service Operational Plans and Best Value Reviews for all Council service areas

a MAJOR INITIATIVE:

y Complete Best Value reviews

y Develop plans to ensure implementation of agreed priorities for improvement from the Best Value Report outcomes

b Service Operational Plans completed for each Council Service

Progressive governance and strong leadership

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5.2 Demonstrating responsible fiscal management (continued)


5.2.2 Restore the Council funds - used to pay the last Defined Benefits Superannuation shortfall of $11.9M - over the next three financial years

a Progress on reaching our target for returning the Working Capital Ratio to a positive position by July 2016

5.2.3 Deliver Council’s Capital Works programs MAJOR INITIATIVE:

a Minimum 90% of agreed Capital Works delivered annually

5.2.4 Ensure compliance with legislation and standards

a Ensure Council compliance with all statutory financial reporting requirements of the Local Government Act 1989 and the Australian Accounting Standards

b Undertake preliminary work to ensure Council’s compliance with the new Local Government Amendment (Performance Reporting and Accountability) Act 2014, including performance indicators, Council’s budget and annual reporting

5.3 Modernising our systems

5.3.1 Review the Information Technology Strategy

a Support the implementation of the Year Two funded priorities in the IT Strategy:

MAJOR INITIATIVE: Conduct a tender for an Electronic Document Management System

5.3.2 Implement across organisation electronic systems for tendering and purchasing

a Continue to support the consistent implementation of the new ‘i-procurement’ system across the organisation, including revision of procurement processes and updating the Council intranet to ensure clear, user-friendly resource documents are available

b Actively participate in the Eastern Region Procurement Network to share information and seek opportunities for collaboration

c Implement the use of E-Tendering within Contract 6 for calling and closing of tenders electronically

5.3.3 Introduce new corporate performance reporting system

a Commence implementation of a new corporate performance reporting system

5.3.4 Ongoing development of and enhancement of Council’s online media

a Go live with the newly developed Council website

5.4 Achieving our directions through leadership


5.4.1 Build capability and strengths of our leadership group (senior staff and coordinators) including their ability to identify opportunities for improvement, respond positively to challenges and drive strategies within the Council Plan

a Leadership training provided for new and existing leaders, with a focus in 2014/15 on performance coaching skills

5.4.2 Mindful demonstration of the values of our organisation (page 8)

a The values and behaviours discussed internally at:

y Forums for Managers and Coordinators

y Departmental Meetings

b Ensuring that values and associated expected behaviours are included within the Monash induction program and all new Position Descriptions

5.4.3 Seek partnerships with our community and more collaborative planning and service delivery with agencies and key stakeholders

a Development of a sponsorship policy for Monash events and services

c Number of local partnerships or joint ventures secured annually that enabled implementation of local services or projects, including outcomes for this Council Plan

5.4.4 Extend our advocacy on our community’s priorities and Council’s key directions to 2017

a Number of advocacy activities undertaken, by issue:

y To promote the findings of our community research including priorities identified within the Monash in Four community consultation (both internally and externally)

y To State and Commonwealth Government/Authorities, and others

y To advance directions in the Council Plan 2013-2017

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Council’s horticultural staff keep parks and reserves neat and tidy

Capital Works program proposed for 2014/15

CW1 Implement works identified in Council’s Walking and Cycling Strategy with a focus on:Scotchmans Creek Trail, Oakleigh (west of Huntingdale Road)

CW2 Undertake improvements to playgrounds identified for 2014/15

CW3 Upgrade community halls in line with budget provisions for 2014/15

CW4 Maintain and refurbish footpaths as per the 2014/15 program

CW5Implement drainage improvement works within budget constraints:• Strategic Drainage Works at Phoenix Drive, Wheelers Hill (Calderwood Avenue stage)• Local drainage works in Hillside Road, Mount Waverley

CW6 Construct retaining walls, with the priority being Highbury Road, Mount Waverley

CW7 Conduct the road resurfacing, kerb and channel replacement program for 2014/15

CW8 Implement local road reconstruction works for 2014/15 with a focus on Atherton Road, Oakleigh (Dandenong Road to Clyde Street)

CW9 Use ‘Roads to Recovery 2’ Federal Government funding to complete works in Atherton Road, Oakleigh (Dandenong Road to Clyde Street)

CW10 Implement the traffic management program for 2014/15 with a focus on mini roundabouts in Prospect Street, Mount Waverley

CW11 Implement car park improvement works for 2014/15 with a focus on Gardiners Creek Reserve, Burwood (off Sixth Avenue)

CW12 Replace fleet, plant and equipment as per the 2014/15 program

CW13 Implement Monash Aquatic and Recreation Centre ceiling and air conditioning works

CW14 Implement lighting and car park sealing in Freeway Reserve, Mulgrave

Capital Works program items for 2014/15

27Strategic Resource Plan 2014/15 – 2017/2018

Council has prepared a Strategic Resource Plan (SRP) for the four years 2014/15 to 2017/18 as part of its ongoing financial planning to assist in adopting a budget within a longer term framework. The SRP takes the strategic objectives and strategies as specified in the Council Plan and expresses them in financial terms for the next four years.

The four-year financial plan for 2014/15 – 2017/18 is

based on the following key strategies aimed at ensuring

the long-term viability and amenity of the City:

• Rate increases over the period of the Financial Plan of 6% in each of the four years

• Revenue from fees and charges generally increase by 4% or in line with either cost increases or market levels as appropriate. This also recognises that other levels of Government set a considerable portion of statutory fees, fines and charges

• The other key areas of savings are found in Council’s operating budget and in a decision not to carry forward 2013/14 unspent capital funding.

• It is Council strategy to maintain the Working Capital Ratio in a positive position and above 150%. The Working Capital Ratio measures the ability to pay existing liabilities in the next 12 months

• Maintaining staff levels (EFTs) at current levels with additions only related to budget approved staffing initiatives which must be compensated for by intra year EFT savings

• The maintenance or enhancement of existing service levels and increased maintenance and asset management of Council facilities and infrastructure

• The funding of both operating expenditure and base capital works - that is the maintenance of absolute and relative infrastructure standards - from recurrent revenue sources, capital subsidies and cash reserves

• Reduction of $15M of debt (starting in 2013/14) over 4 years

• An asset sales program over the life of the plan consisting of trade - ins for plant and equipment to supplement the plant and equipment budget. In addition the proposed construction of the Atkinson Street, Oakleigh car park will be part funded from asset land sales

• Maintenance of a level of cash investment to meet non-discretionary funding commitments

• A base capital works program averaging $29.2M over the life of the plan

• A continued commitment of $27M to renew and upgrade the City’s infrastructure in the Base Capital Works program.

Under the Local

Government Act 1989 (‘the

Act’), Council is required

to prepare and adopt a

Council Plan, a four year

Strategic Resource Plan

(SRP) and an Annual

Budget. The achievement

of the Council Plan is

conditional on the Council’s

effective management of

its resources as outlined in

the SRP, the achievement of

its strategic objectives and

the sustainability of service

delivery. The Act requires a

Strategic Resource Plan to

be prepared covering both

financial and non-financial

resources, and including

key financial indicators

for at least the next four

financial years to support

the Council Plan.

Financial StatementsA standardised set of Financial Statements must be included in both the Strategic

Resource Plan (SRP) and the Annual Budget and must be prepared according to

Approved Australian Accounting Standards. The SRP covers the period 2014/15 -

2017/18 with the 2014/15 Annual Budget representing the first year of the SRP. This

ensures consistency and comparability of the key planning and reporting documents.

The statements include:

• Comprehensive Income Statement • Statement of Cash Flows

• Balance Sheet, and • Statement of Capital Works.

Risk Assessment The Council and Strategic Resource plans are developed giving consideration to the risks associated with continued service delivery, to the long term financial viability of the Council and to ensure Council’s compliance requirements with regulation, legislation and policy. This assessment is included in the development of business cases for Council’s consideration for new initiatives, enhancement to service provision and the development of the capital works program.

Comprehensive Income Statement details Council’s operating performance after allowance for depreciation of assets and the book value of any assets sold. The difference between the value of annual depreciation and the amount of base capital expenditure as identified in the Financial Plan is not considered material and Council is confident that its base capital expenditure is significant enough to maintain capital assets given their current age and condition.

Statement of Cash Flows provides detail on Council’s cash position at the end of each financial year. Council has a policy of maintaining a minimum cash investment level $2 million above its identified non-discretionary funding commitments. This level is maintained over the four years of the Plan.

Balance Sheet provides detail on Council’s Balance Sheet over the four years of the SRP.

Statement of Capital Works details by category Council’s planned capital expenditure in accordance with accounting definitions. This has necessitated the transfer of several projects to operating expenditure, classified in engineering terms as capital but which do not meet a strict accounting definition. These have been classified as “Operating Capital expenditure” and transferred from the Statement of Capital Projects to the Income Statement, but remain in Base Capital expenditure in the Financial Plan.

Human Resource Statement The Human Resource Statement reflects the identified staffing levels and mix funded in the first year of the SRP and anticipates that, over the next four years, staffing levels and composition will remain relatively stable.

Summary The SRP provides a high-level, medium-term view of how Council intends to utilise its resources to achieve best value for the Monash community. The SRP is soundly based and built around the need for Council to be fiscally prudent in managing the competing pressures of community demand and ensuring the long-term financial sustainability of the City.

29Financial ResourcesThe following table summarises the key financial results for the next four years as

set out in the Strategic Resource Plan for years 2014/15 to 2017/18.

Forecast Actual

Budget Strategic Resource Plan Projections Trend

Indicator 2013/14 2014/15 2015/16 2016/17 2017/18 +/o/-

Surplus/(deficit) for the year 17,631 8,655 9,116 13,290 18,124 +Underlying result 17,519 2,914 9,038 13,168 18,036 +Cash and investments balance 48,503 51,332 51,813 49,874 60,395 +Cash flow from operations 29,761 36,048 36,980 41,671 46,482 +Capital works expenditure 24,352 32,795 32,454 34,403 32,136 0

Key to Forecast Trend:+ Forecasts improvement in Council's financial performance/financial position indicatoro Forecasts that Council's financial performance/financial position indicator will be steady - Forecasts deterioration in Council's financial performance/financial position indicator

The following graph shows the general financial indicators over the four year period.

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

2013/14 2014/15 2015/16 2016/17 2017/18

$'00

0

Surplus/(deficit) for the year

Underlying result

Cash and investments balance

Cash flow from operations

Capital works expenditure

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

2013/14 2014/15 2015/16 2016/17 2017/18

$'00

0

Surplus/(deficit) for the year

Underlying result

Cash and investments balance

Cash flow from operations

Capital works expenditure

The key outcomes of the Strategic Resource Plan are as follows:• Financial sustainability: Cash and investments

is forecast to increase marginally over the four year period from $51M to $60.4M, which indicates a balanced budget on a cash position in each year

• Rating levels: Rate increases are forecast over the four years at 6% per year

• Service delivery: Service levels have been maintained throughout the four year period. Excluding the effects of capital items such as capital grants and contributions, the adjusted underlying result is a surplus of 2% in 2014/15 increasing to an underlying surplus of 10% in 2017/18. The

adjusted underlying result is a measure of financial sustainability and is an important measure as once-off capital items can often mask the operating result

• Borrowing strategy: Borrowings are forecast to reduce from $15M as at 1 July 2013 to $1.9M by 2017/18. This includes new borrowings of $3.5M in 2014/15 to fund the environment initiative to retrofit street lights with low energy replacements

• Infrastructure strategy: Capital expenditure (including new projects) over the four year period will total $132M million at an average of $32.9M.

Budget Strategic Resource Plan Projections2014/15 2015/16 2016/17 2017/18

$ '000 $ '000 $ '000 $ '000

Operating IncomeRates & Charges 100,796 107,644 114,950 122,746Statutory Fees & Fines 5,746 5,976 6,215 6,463User Fees 21,841 22,706 23,606 24,542Contributions - cash 2,401 2,696 2,806 2,421Grants - Operating (recurrent) 17,996 18,446 19,326 19,799Grants - Capital (recurrent) 1,659 1,686 1,714 1,744Grants - Capital (non-recurrent) 5,475 0 0 0Interest Revenue 1,510 1,904 1,884 2,028Other Revenue 1,521 1,559 1,598 1,763Net Profit from Sale of Assets 0 0 0 0Total Income 158,945 162,617 172,100 181,506

Operating ExpenditureEmployee Costs 64,699 67,112 69,655 72,294Materials Services & Contracts 60,186 60,647 63,071 64,658Interest 1,014 1,014 1,014 1,014Depreciation 24,392 24,729 25,070 25,416Total Expenditure 150,291 153,502 158,809 163,382

Net Surplus from Operations 8,655 9,116 13,290 18,124

The above comprehensive income statement should be read in conjunction with the accompanying other information.

Comprehensive Income Statement 2014/15 – 2017/18For the four years ending 30 June 2018

31

Balance Sheet 2014/15 – 2017/18 For the four years ending 30 June 2018


$ '000 $ '000 $ '000 $ '000

ASSETSCurrent AssetsCash & Investments 51,332 51,813 49,874 60,395Other 3,495 5,331 7,163 7,187Total Current Assets 54,827 57,144 57,037 67,582

Non-Current AssetsProperty, Plant & Equipment 2,073,804 2,078,551 2,084,872 2,090,376Other 2,540 2,540 2,540 2,540Total Non-Current Assets 2,076,344 2,081,091 2,087,412 2,092,916Total Assets 2,131,171 2,138,235 2,144,449 2,160,498

LIABILITIESCurrent LiabilitiesCreditors & Provisions & Refundable Deposits 31,192 31,221 31,248 31,297Interest Bearing Liabilities 1,700 1,700 1,700 1,700Total Current Liabilities 32,892 32,921 32,948 32,997

Non-Current LiabilitiesProvisions 1,285 1,285 1,285 1,285Interest Bearing Liabilities 11,537 9,455 2,353 229Total Non-Current Liabilities 12,822 10,740 3,638 1,514Total Liabilities 45,714 43,661 36,586 34,511

Net Assets 2,085,458 2,094,574 2,107,864 2,125,988

EQUITYAccumulated Surplus 915,018 925,483 945,100 964,328Reserves 1,170,440 1,169,090 1,162,764 1,161,660

Total Equity 2,085,458 2,094,574 2,107,864 2,125,988

The above balance sheet should be read in conjunction with the accompanying other information.

Statement of Changes in Equity 2014/15 – 2017/18 For the four years ending 30 June 2018

Total Accumulated Surplus

Revaluation Reserve

Other Reserves

$’000 $’000 $’000 $’0002014/2015Balance at beginning of the financial year 2,076,803 904,992 1,146,824 24,987Adjustment on change in accounting policy - - - -Comprehensive result 8,655 8,655 - -Net asset revaluation increment(decrement) - - - -Impairment losses on revalued assets - - - -Reversal of impairment losses on revalued assets - - - -Transfer to reserves - (2,135) - 2,135Transfer from reserves - 3,506 - (3,506)Balance at end of the financial year 2,085,458 915,018 1,146,824 23,616

2015/2016Balance at beginning of the financial year 2,085,458 915,018 1,146,824 23,616Adjustment on change in accounting policy - - - -Comprehensive result 9,116 9,116 - -Net asset revaluation increment(decrement) - - - -Impairment losses on revalued assets - - - -Reversal of impairment losses on revalued assets - - - -Transfer to reserves - (2,618) - 2,618Transfer from reserves - 3,968 - (3,968)Balance at end of the financial year 2,094,574 925,483 1,146,824 22,266



The above statement of changes in equity should be read in conjunction with the accompanying other information.

33

Statement of Cash Flows 2014/15 – 2017/18 For the four years ending 30 June 2018


$ ‘000 $ ‘000 $ ‘000 $ ‘000Cash Flow from Operating ActivitiesReceiptsRates & Charges 100,796 107,644 114,950 122,746Statutory Fees & Fines 5,746 5,976 6,215 6,463User Fees 23,370 24,296 25,259 26,260Contributions - cash 2,401 2,696 2,806 2,421Grants - Operating 17,996 18,446 19,326 19,799Grants - Capital 7,134 1,686 1,714 1,744Interest Revenue 1,510 1,904 1,884 2,028Other Revenue 1,571 1,609 1,648 1,813GST Reimbursement 8,368 8,544 8,937 8,711

168,893 172,801 182,740 191,985PaymentsEmployee Costs (64,699) (67,112) (69,655) (72,294)Materials, Services & Contracts (65,603) (66,105) (68,747) (70,477)GST Paid to Government (1,529) (1,589) (1,652) (1,718)Interest (1,014) (1,014) (1,014) (1,014)

(132,844) (135,821) (141,068) (145,503)Net Cash provided by Operating Activities 36,048 36,980 41,671 46,482

Cash from Investing ActivitiesPayment for Property, Plant & Equipment (35,747) (37,371) (39,495) (35,028)Proceeds from Sale of Property, Plant & Equipment 1,090 2,954 2,987 1,191

Net Cash used in Investing Activities (34,657) (34,417) (36,508) (33,837)

Cash Flows from Financing ActivitiesRepayment of Current Borrowings/Leases (2,063) (2,082) (7,102) (2,124)Receipt from Redraw/New Borrowings 3,500 0 0 0Net Cash used in Financing Activities 1,437 (2,082) (7,102) (2,124)

Change in Cash Held 2,828 481 (1,939) 10,521Cash at the beginning of Period 48,503 51,332 51,813 49,874Cash at the end of Period 51,332 51,813 49,874 60,395

The above statement of cash flows should be read in conjunction with the accompanying other information.

Statement of Capital Works 2014/15 – 2017/18 For the four years ending 30 June 2018


$ '000 $ '000 $ '000 $ '000

Buildings 10,129 3,912 5,401 6,649Drainage 1,870 2,294 2,588 2,818Reserves 4,340 2,662 2,752 3,177Roads/footpaths/kerb and channel 6,421 7,437 8,153 8,641Retail strips/District centres 1,025 6,363 6,444 1,513Other works 2,008 2,144 2,252 2,403Asset Rationalisation 25 25 25 25Plant & Equipment 6,977 7,617 6,788 6,910Total 32,795 32,454 34,403 32,136

2014/15 2015/16 2016/17 2017/18$ '000 $ '000 $ '000 $ '000

Represented by:

Renewal Expenditure 16,267 16,098 17,064 15,940Upgrade Expenditure 10,448 10,339 10,960 10,238New Expenditure 6,080 6,017 6,378 5,958Total Budget Expenditure 32,795 32,454 34,403 32,136

The above statement of capital works should be read in conjunction with the accompanying other information.

Other informationFor the four years ending 30 June 20181. Summary of planned capital works expenditure (this requirement comes into operation from 1 July 2015)

35


$ '000 $ '000 $ '000 $ '000

Staff ExpenditureEmployee Costs - Operating 63,160 65,527 68,116 70,755Employee Costs - Capital 1,539 1,585 1,539 1,539Total Staff Expenditure 64,699 67,112 69,655 72,294

EFT EFT EFT EFT

Staff NumbersEmployees 772 772 772 772Total Staff Numbers 772 772 772 772

The above statement of human resources should be read in conjunction with the accompanying notes.

Human Resource Statement 2014/15 – 2017/18 For the four years ending 30 June 2018

2015 2016 2017 2018$'000 $'000 $'000 $'000

Chief Executive

Permanent full time 2,676 2,776 2,881 2,990Permanent part time 991 1,028 1,067 1,107Casual 99 103 107 111Total 3,766 3,907 4,055 4,208

Corporate Services

Permanent full time 5,021 5,208 5,406 5,610Permanent part time 855 887 920 955Total 5,876 6,095 6,326 6,565

Community Development & Services

Permanent full time 11,620 12,053 12,510 12,985Permanent part time 10,294 10,678 11,083 11,502Casual 8,189 8,494 8,816 9,150Total 30,103 31,225 32,409 33,637

City Development

Permanent full time 6,220 6,452 6,696 6,951Permanent part time 1,373 1,424 1,478 1,534Casual 915 949 985 1,022Total 8,508 8,825 9,159 9,507

Infrastructure

Permanent full time 15,295 15,866 16,467 17,091Permanent part time 493 511 531 551Casual 658 683 708 735Total 16,446 17,060 17,706 18,377Total Staff expenditure 64,699 67,112 69,655 72,294

Summary of planned Human Resources expenditure 2015 - 2018

37

Summary of planned Human Resources expenditure 2015 - 2018 (continued)

2015 2016 2017 2018$'000 $'000 $'000 $'000

FTE FTE FTE FTEChief Executive

Permanent full time 27 27 27 27Permanent part time 10 10 10 10Casual 1 1 1 1Total 38 38 38 38

Corporate Services

Permanent full time 47 47 47 47Permanent part time 8 8 8 8Total 55 55 55 55

Community Development & Services


City Development


Infrastructure

Permanent full time 186 186 186 186Permanent part time 6 6 6 6Casual 8 8 8 8Total 200 200 200 200Total Staff numbers 772 772 772 772

Monash Civic Centre293 Springvale RoadGlen Waverley, 3150Hours: 8.30am to 5pm

Monday to Friday

Oakleigh Service Centre3 Atherton RoadOakleigh, 3166Hours: 8.45am to 5pm

Monday to Friday

Telephone Facsimile

9518 3555 9518 3444

National Relay Service 1800 555 [email protected]

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