making bayside a better place · a better place... bayside city council’s purpose is to work...

Making Bayside a Better Place...BAYSIDE CITY COUNCIL PLAN2013 – 2017 (2016 REVIEW)

2 Bayside City Council COUNCIL PLAN 2013–2017 (2016 REVIEW)

Making Bayside a Better Place...

Bayside Council Plan2013-2017 (2014 REVIEW)

Making Bayside a Better Place 3

Overview of Bayside - Our Community 4

Overview of Bayside - Our Council 5

Councillor Profile 5

Council meetings, special committees and networks 6

Audit Committee 6

Risk Management 6

Code of Conduct 6

Overview of Bayside - Our Planning Framework 7

Community Plan 7

Council Plan 7

Annual Budget 8

The Better Place Approach 8

Annual Department Plans and Staff Performance Plans 8

Structure of Council Plan 8

Goal 1 – An engaged community and Council 9

Goal 2 – A strong supportive community 10

Goal 3 – A liveable city 11

Goal 4 – A sustainable natural environment 12

Goal 5 – A creative and active community 13

Goal 6 – A thriving local economy 14

Goal 7 – A finanically responsible Council with good governance 15

CONTENTS

3Bayside City Council COUNCIL PLAN 2013–2017 (2016 REVIEW)

Making Bayside a Better Place...

Bayside City Council’s purpose is to work together with the community to ‘make Bayside a better place.’

In developing this new Council Plan, Council was guided by the Bayside 2020 Community Plan and our community’s vision for its future. The Council Plan details the strategic objectives that Council will pursue to achieve Bayside’s vision over the next four years. The Council Plan is resourced through the Annual Budget and progress toward achieving strategic objectives will be reported regularly to the community through the corporate reporting cycle including the Annual Report.

The Council Plan will guide decision making, resource allocation, service provision and organisational focus for the next four years.


OVERVIEW OF BAYSIDE

Our CommunityBayside City Council was created on 15 December 1994. It comprises the former Cities of Brighton and Sandringham and parts of the former Cities of Mordialloc and Moorabbin.

The area now known as Bayside was originally inhabited by the Boon wurrung people of the Kulin nation. The coastal land from Brighton to Mordialloc is the traditional country of the Ngaruk Willum clan of the Boon wurrung people.

The City of Bayside covers an area of 37 square kilometres from Melbourne’s central business district. The coastline of Port Phillip Bay forms the western boundary of Bayside, while the Nepean Highway and the Melbourne to Frankston railway line form most of the eastern boundary.

Baysides natural environment, from our 17 kilometre stretch of sparkling coastline to the urban forest of our streets, is an important asset to us all. Preservation and enhancement works are completed each year to help maintain our natural environment and protect it from the impact of development, increasing use and climate change. Council also works with many partners to educate our community and stakeholders through many initiatives and programs.

Bayside is characterised by quality residential areas and a variety of businesses. Residents and visitors alike enjoy Bayside’s numerous parks, reserves, foreshore, local retail centres, sporting and recreational grounds, heritage buildings, art galleries and festivals.

In 2015, the preliminary estimated resident population of the City was 101,321 persons. In the 10 years from 2005 to 2015, the population increased by 12.7% from 89,873 persons in 2005. The Bayside community is largely Australian-born (71 per cent). The main overseas countries of birth are the United Kingdom, New Zealand and South Africa. There are 155 persons in Bayside who identified themselves as indigenous.

Eight out of ten Bayside residents speak English at home (82 per cent). The main non-English languages spoken at home are Greek, Italian and Russian.

A total of 71 per cent of Bayside’s 34,700 households are family households. The dominant household types are couples with children, followed by mostly older couples without children. Lone person households (mostly older and middle-aged people) comprise of 23 per cent of all Bayside households.

Consistent with the common household types in Bayside, the largest age groups in the community are 35 to 49 years and 50 to 59 years. Since 2006, there has been an increase in the number of empty nesters and retirees, primary school age children and older workers and a decrease in the number of young adults aged 25 to 34.

Over the past decade, Bayside has had a growing population of elderly residents aged 85 years and over. With an ageing population, Bayside is expected to have a 27% increase in residents over the age of 70 years by the year 2026.

Bayside is home to 12,646 businesses which are a mix of local, national and international business, including 3 of Australia’s top 200 companies. The most common industry categories are professional, scientific and technical services, rental hiring and real estate services, financial and insurance services, construction, retail trade, health care and social assistance.

Two-thirds (66 per cent) of Bayside’s employed residents travel outside the municipality to work – predominantly to the Cities of Melbourne, Kingston and Port Phillip – while 25 per cent of employed people in Bayside live and work in the area.


OVERVIEW OF BAYSIDE

Our CouncilCouncillor Profile

Bayside residents elected seven councillor over three wards to govern our city.

Southern Ward

Cr Laurence Evans

m: 0407 735 993 e: [email protected]

Cr Heather Stewart


Central Ward

Cr Felicity Frederico


Cr James Long BM JP


Cr Bruce Lowe


Northern Ward

Cr Michael Heffernan


Cr Alex del Porto


Bayside ward map

Northern Ward Councillors: 2

Central Ward Councillors: 3

Southern Ward Councillors: 2


Council meetings, special committees and networksThe role of Council Meetings and Special Committee Meetings is to consider and exercise decisions on matters that impact our community and review operational and financial achievements against targets.

Council meetings are held at 7pm on Tuesday evenings at the Council Chamber in Boxhall Street, Brighton and are open to the public. Meeting times and dates are published on Council website.

Under Section 86 of the Local Government Act 1989, Council can create and delegate powers of the Council to Special Committee Meetings. At the Annual Meeting of Council held on 10 November 2015, , Council reaffirmed the establishment of the Planning and Amenity Committee which has full delegated powers and functions of Council to consider all matters relating to statutory planning, tree removal applications and traffic and parking matters.

In support of our thriving economy, Council coordinates the Bayside Tourism Network and the Bayside Business Network. The Bayside Tourism Network provides feedback and ideas on how Council can deliver and leverage the projects outlined in the Business Tourism Strategic Action Plan. The Bayside Business Network is an active group of business professionals who meet regularly to develop excellence in business, innovation and entrepreneurship. The network provides an annual program of events that builds awareness and hosts discussion about current business issues.

Bayside has an active and creative community, and to support this Council has appointed an Arts and Culture Advisory Committee to provide advice to Council on cultural activities and the various forms of the arts.

Audit CommitteeAs part of Council’s duty to fulfil its governance obligations to the community, Council established an Audit Committee in 1996 in accordance with Section 139 of the Local Government Act 1989. The primary role of the Audit Committee is to provide an independent review of Council’s financial and management systems and reporting responsibilities, and to ensure compliance with statutory rules and regulations and oversee an effective and efficient audit process both internally and externally. The committee also provides an effective means of communication between the external auditor, internal audit, management and the Council.

Risk ManagementCouncil’s objective is to fundamentally in grain risk management into the organisational culture through the discipline that every activity or program will be managed in an appropriate way to minimise risk.

Council has a risk management strategy which outlines the risk management process and maximises the benefits from opportunities and speculative risks. Both strategic and operational risks are reviewed by Council’s Audit Committee on a regular basis.

Code of ConductBayside City Council’s Councillor Code of Conduct outlines the role of the Council and gives an overview of Councillors’ responsibilities, in accordance with the Local Government Act 1989.

The Code includes guidelines for rules of conduct, Council decision-making and the use of Bayside resources. It also includes procedures for disclosure of interest and conflicts of interest that go beyond legislative requirements.

Under the Code, Councillors are committed to working together and with the Chief Executive Officer and other officers as a cooperative and constructive team, to ensure the shared vision for the municipality becomes reality.


OVERVIEW OF BAYSIDE

Our Planning FrameworkBayside City Council is guided by an Integrated Planning Framework which aligns strategy, corporate and operational plans.

Community PlanThe Bayside 2020 Community Plan expresses a vision for Bayside for the next ten years. Endorsed by Council in 2009, the plan provides the overarching direction for the Council

Plan 2013-2017 through six future directions:

• Community connection• Lifestage issues• Planning, infrastructure and transport• Our environment• Recreation, leisure, arts and culture• Local economy

Council PlanThe Council Plan 2013-2017 sets out Council’s vision, goals, strategic objectives and strategies for its four year term in office. The goals of the Council Plan are directly aligned with the six key future directions of the Community Plan and

include one additional goal which addresses financial responsibility and good governance. The following goals of the Council Plan will help focus Council’s activities toward achieving the Community Plan’s vision:

Goal 1 - An engaged community and CouncilGoal 2 – A strong supportive communityGoal 3 – A liveable cityGoal 4 – A sustainable natural environmentGoal 5 – A creative and active communityGoal 6 – A thriving local economyGoal 7 – A financially responsible Council

with good governance

Bayside 2020 Community Plan

Council Plan 2013-2017 (2016 Review)

Annual Budget (includes annual Initiatives and Major Initiatives)

Annual Department Plans and Staff Performance Plans

1


Working together to make a better Bayside

1


Working together to make a better Bayside




The delivery of the Council Plan is supported by a number of major strategies including the Municipal Strategic Statement and the Wellbeing for All Ages and Abilities Strategic Framework (incorporating the Municipal Public Health Plan) along with other key supporting plans such as the Bayside Housing Strategy and the Arts and Culture Strategy.

Council policies are linked to longer-term strategic objectives and generally contribute to achieving one or more of the seven goals of the Council Plan. Council polices are public statements formally resolved by Council, which clearly state Council’s requirements in relation to particular matters or issues. A list of current policies is available on Council’s website at www.bayside.vic.gov.au

Progress toward achieving the goals of the Council Plan is monitored through the delivery of initiatives contained within the Annual Budget and through the achievement of a set of strategic indicators.

Annual BudgetEach year Council develops an Annual Budget in accordance with Section 127 of the Local Government Act 1989. The Annual Budget supports the achievement of the Council Plan by presenting how the budget contributes to the achievement of the goals of Council Plan. The Annual Budget also lists the initiatives to be delivered within a given financial year.

The Better Place ApproachTo assist the organisation in managing performance, a performance measurement framework has been developed to assist the demands for external accountability, to establish clear goals and targets, to foster a

strong sense of internal accountability and to learn to improve performance.

Four Key Result Areas (KRAs) have been developed and orientated towards Making Bayside a Better Place.

These include

• Liveability – The Built, Natural and Social Environments

• Services• Efficiency• People

These are all underpinned by Continuous Improvement and Innovation.

Annual Department Plans and Staff Performance PlansAnnual Department Plans are directly aligned to the Council Plan through the documentation of department commitments for the financial year.

Staff Performance Plans ensure tasks are completed and staff have the skills and support to deliver the commitments of the Department Service Plans.

Bayside City Council has implemented Business Excellence @ Bayside as a tool to promote:

• a strong focus on continuous improvement through service excellence;

• an understanding of community needs; and • an organisational culture which values leadership

and innovation.

The model is based on the Business Excellence Framework, an integrated leadership and management system for achieving innovation, improvement and long-term success.

Structure of Council PlanThe Council Plan 2013-2017 sets out Council’s purpose, goals, strategic objectives and strategies for its four year term in office.

The structure of Council Plan is as follows:

GoalsThe Council Plan goals are directly aligned with the six key priority areas of the Community Plan and include one additional goal which addresses financial responsibility and good governance. The Goals of the Council Plan will guide Bayside forward to achieve the community’s vision for Bayside.

Strategic ObjectivesEach Goal has one or more Strategic Objective which outline the outcomes needed to achieve our goal.

StrategiesSupporting each Strategic Objective are a number of strategies which outline our priorities over the next four years.

Strategic IndicatorsStrategic indicators enable Council to monitor progress towards achieving the Strategic Objectives of the Council Plan. Annual results are reported to the community through the Bayside City Council Annual Report.


Strategic Objective

The outcomes we are seeking to achieve.

Strategies

Our priorities over the next four years.

Strategic Indicators

How we will measure our success.

1.1 Ensuring decisions are informed by community input and clearly communicate what we decided and why.

1.1.1 Providing a range of opportunities for the community to actively engage in Council’s decision making.

1.1.2 Encouraging public participation in the decision making process by facilitating inclusive processes to encourage participation from the following groups: life stage, interest, gender and ability.

1.1.3 Increasing the community’s awareness and understanding of Council decision making, services, programs and facilities.

1.1.4 Increasing opportunities for the community to transact with Council remotely.

• Community Satisfaction with consultation and engagement* (Target 57 index score)

• Number of visits to the Bayside website (Target 800,000 unique hits per year)

• Number of registered users on our ‘Have your Say’ page on the Bayside website (Target 2,500 users)

• Number of community engagement activities with the Bayside community (Target 10 engagement activities and greater than 1,500 engaged people)

• Number of unique views of the public Geographical Information System by the community (Target 45 hits per week)

Goal 1

The Bayside community will be well informed and will have opportunities to actively participate in Council decision making.

An engaged community and Council

* Measured through the Annual Local Government Satisfaction Survey


Strategic Objective


Strategies




2.1 Understanding and responding to the diverse needs of our community.

2.1.1 Developing partnerships to support community participation and to meet the diverse needs of the community.

2.1.2 Ensuring our services and facilities are accessible and inclusive and respond to current and emerging needs.

2.1.3 Supporting, recognising and valuing volunteerism and building community capacity to attract, support and retain volunteers.

2.1.4 Enhancing the public health and wellbeing of the Bayside community.

• Community Satisfaction with Council’s family support services* (Target 67 index score)

• Number of Council buildings with improved disability access (Target 2 facilities annually)

• Percentage of active Council volunteers registered on Councils volunteer management system (Target 95% or greater volunteers registered)

• Percentage of children undertaking the key ages and stages checks (Target 98% of Children attending a KAS visit)

• Number of young people attending Youth Services programs and services (Target 4,000 young people)

• Proportion of class 1 and class 2 food premises that receive an annual food safety assessment (Target 100%)

• Number of sporting facilities with facilities accessible for women (Target 1 pavilion upgrade per financial year)

Goal 2

Bayside will be a healthy connected community.

A strong supportive community



Strategic Objectives


Strategies




3.1 Protecting and enhancing amenity, liveability and neighbourhood character.

3.1.1 Developing planning strategies and policies with our community that enhance Bayside’s liveability along with its natural and built environment.

3.1.2 Engaging with our community to ensure we develop appropriate planning controls for Bayside.

3.1.3 Advocating Council’s planning and urban design objectives.

3.1.4 Developing and implementing public realm projects to beautify Bayside’s neighbourhood character and enrich our urban environment.

3.2.1 Ensuring community assets and infrastructure meet current and expected needs.

3.2.2 Planning, advocating, implementing and promoting integrated transport options in Bayside.

• Community Satisfaction rating for local streets and footpaths* (Target 66 index score)

• Community Satisfaction rating for traffic management* (Target 60 index score)

• Community Satisfaction rating for parking facilities* (Target 52 index score)

• Community Satisfaction rating for appearance of public areas* (Target 74 index score)

• Community Satisfaction rating for the enforcement of local laws* (Target 65 index score)

• Percentage of planning permit applications determined within the statutory timeframes (Target 60%)

• Percentage of the annual Capital Works Program completed at the conclusion of the financial year (Target 90% of projects completed)

3.2 Providing infrastructure and promote transport options that meet current and expected needs of the Bayside community

Goal 3

Bayside will have a well preserved neighbourhood character and will have accessible transport options.

A liveable city



Strategic Objective


Strategies




4.1 Achieving positive environmental outcomes.

4.1.1 Working with the community and our partners to achieve positive environmental outcomes for the Bayside community through education and sharing information.

4.1.2 Protecting and enhancing Bayside’s biodiversity, foreshore, natural reserves and open spaces for the enjoyment of all our community.

4.1.3 Minimising the environmental impacts of Council operations by reducing waste and improving water and energy efficiencies.

4.1.4 Protecting and enhancing vegetation (increase indigenous plant usage) on private and public land.

4.1.5 Responding to climate change and mitigating its effects.

• Number of people engaged or attending an event where Council’s sustainability initiative are actively promoted (Target 10,300 participants)

• Diversion of waste from landfill to recycling (kerbside collection) (Target 50%)

• Greenhouse gas (GHG) emissions in tonnes of C02e (Target 5% annual reduction)

• Number of trees planted in streets, parks, foreshore and bushland reserves. (Target 2,000 trees)

• Percentage of new trees planted on nature strips within the VPO3 that are indigenous varieties (Target 80%)

• Consumption of potable water for irrigation within open space (Target less than 220,000 kilolitres)

• Number of completed, funded, open space improvements as identified within the Capital Works Program (Target 90% projects completed)

• Number of indigenous plants available for Council use and private sale from the Bayside Community Plant Nursery (Target 100,000 plants)

Goal 4

Bayside will be a leader in environmental management and will be a greener, more sustainable city.

A sustainable natural environment


Strategic Objective


Strategies




5.1 Providing recreation and cultural opportunities that create a sense of identity, pride and place.

5.1.1 Supporting and building on Bayside arts, culture and recreation activities to encourage greater participation.

5.1.2 Encouraging and supporting our diverse culture by providing places to gather and connect.

5.1.3 Facilitating lifelong learning and programs that inspire and stimulate imagination both through our own provision and support for community organisations.

• Number of visitors to the Gallery @BACC (Target greater than 6,400 visitors annually)

• Number on online visitors to the Gallery @BACC (Target greater than 3,000 visitors annually)

• Number of art and cultural activities programs offered to the community annually (Target 10 programs)

• Number of physical visitors to Bayside Library service at each branch (Target Brighton Branch – 292,000 physical visitors Beaumaris Branch – 140,000 physical visitors Hampton Branch – 52,000 physical visitors Sandringham Branch – 168,000 physical visitors)

• Number of loans of library materials per annum (Target 960,000 items annually)

• Number of web visitors to Bayside Library Service (Target 40,000 web site visitors

• Percentage of population that are active library members (Target 25% of population)

• Number of library lifelong learning and social inclusion programs offered (Target 20 programs)

• Estimated attendance at Councils major events (Target greater than 18,000 Carols in the Park and greater than 5,000 Bright n Sandy Festival)

Goal 5

Bayside and its community will have a strong sense of identity, pride and place through its culturally rich arts, recreation and cultural programs.

A creative and active community


Strategic Objective


Strategies




6.1 Supporting the creation of a strong, creative and innovative local economy.

6.1.1 Strengthening Bayside as a tourism destination through working with the Bayside Tourism Network and local tourism operators.

6.1.2 Working with our business community to provide opportunities for growth and prosperity.

6.1.3 Promoting our shopping areas, strong business precincts and local tourism features.

• Community Satisfaction rating for business and community development and tourism* (Target 61 index score)

• Community Satisfaction rating for Tourism Development (Target 54 index score)

• Satisfaction rating from Bayside Business Network event attendees (Target 85% or greater)

• Number of Bayside Business Network members for the 2016 calendar year program (Target 450 members)

• Number of events sponsored by Council through the Shopping Centre Events and Celebration program in conjunction with local trader associations (Target 4 events annually)

Goal 6

Bayside will be recognised for its thriving shopping and business precincts and as a prominent sporting and tourist destination.

A thriving local economy



Strategic Objectives


Strategies




7.1 Creating community value through effective management of resources and finances.

7.1.1 Developing alternative income sources to respond to implications of rate capping and improve long-term financial viability.

7.1.2 Advocating to State and Federal government for funding and avoidance of cost shifting.

7.1.3 Maximising community utilisation of Council assets to improve financial and/or social return.

7.1.4 Ensuring that Council is delivering the most effective mix of services in the most efficient way possible.

7.2.1 Demonstrating high standards of customer service, good governance, risk management and leadership.

7.2.2 Reporting regularly to our community on Councils’ performance.

• Community Satisfaction rating with customer service* (Target 71 index score)

• Community Satisfaction rating for lobbying on behalf of the community* (Target 53 index score)

• Community Satisfaction rating with overall performance of Council* (Target 65 index score)

• Percentage of customer service requests actioned within target timeframes (Target 95% of requests within timeframes)

• Average time callers wait before their call is answered excluding welcome and hold message (Target 30 seconds per call)

• Number of service reviews undertaken in accordance with the service review framework each year (Target 4 service reviews annually)

• Successfully obtain funding or tangible responses as a result of strategic advocacy (Target 3 specific funding grants annually and 3 significant and successful outcomes from advocacy per annum)

• The percentage of Council decisions made at meetings closed to the public. (Target less than 6%)

• Staff Turnover rate (Target less than 11%)

• Lost time injury frequency rate (Target less than 10)

• Employee satisfaction through the Employee Opinion Survey (Target greater than 71%)

• Rates and charges as a percentage of total income (Target greater than 70%)

• Underlying Operating Result (Target $13.2 million)

• Liquidity – ability to pay existing liabilities in the next 2 months (Target greater than 1:1.5)

• Indebtedness – measures total borrowings as a percentage of rates and charges revenue (Target Less than 40%)

• Renewal Gap – comparison of the rate of spending on existing assets through renewing, storing and replacing existing assets with depreciation (Target greater than 1.0)

7.2 Ensuring open and transparent decision making and strong accountability to the community.

Goal 7

Bayside City Council will continue to make the best use of available resources to the benefit of all in a transparent local government environment.

Financially responsible with good governance



Bayside City Council76 Royal Avenue Sandringham VIC 3191Tel (03) 9599 4444 Fax (03) 9598 4474Email [email protected] www.bayside.vic.gov.au

0520

Bayside City Council

Strategic Resoure Plan

2017 - 2020

Comprehensive Income StatementFor the four years ended 30 June 2020

2017 2018 2019 2020$'000 $'000 $'000 $'000

IncomeRates and charges 85,285 89,484 92,580 96,378Statutory fees and fines 4,388 4,361 4,434 4,508User fees 7,996 8,272 8,590 8,916Grants - Operating 10,209 10,434 10,695 10,962Grants - Capital 3,609 2,593 1,202 1,202Contributions - monetary 4,504 2,325 1,101 5,628Contributions - non-monetary 0 0 0 0Net gain/(loss) on disposal of property, infrastructure, plant and equipment 0 0 0 2,000Rental income 4,054 4,155 4,259 4,365Interest income 1,775 1,528 1,503 1,547Other income 1,608 1,637 1,231 1,261Total income 123,428 124,789 125,595 136,767

ExpensesEmployee costs 40,192 42,124 43,501 44,921Materials and services 43,435 44,826 46,097 47,267Bad and doubtful debts 172 176 180 185Depreciation and amortisation 16,471 17,879 19,117 20,265Borrowing costs 440 106 0 0Other expenses 426 437 448 459Total expenses 101,136 105,548 109,343 113,097Surplus/(deficit) for the year 22,292 19,241 16,252 23,670

Other comprehensive incomeItems that will not be reclassified to surplus or deficit in future periods

Net asset revaluation increment/(decrement) 0 0 0 0Share of other comprehensive income of associates and joint operations 0 0 0 0Items that may be reclassified to surplus or deficit in future periods 0 0 0 0Total comprehensive result 22,292 19,241 16,252 23,670

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

Bayside City CouncilSTRATEGIC RESOURCE PLAN

Page 1

Balance SheetFor the four years ended 30 June 2020

2017 2018 2019 2020 $'000 $'000 $'000 $'000

AssetsCurrent assetsCash and cash equivalents 3,176 4,079 5,260 6,174Trade and other receivables 6,482 6,666 6,863 7,110Other financial assets 45,000 43,000 43,000 43,000Inventories 130 133 136 139Non-current assets classified as held for sale 0 0 0 0Other assets 1,476 1,500 1,479 1,509Total current assets 56,264 55,378 56,738 57,932

Non-current assetsTrade and other receivables 239 251 260 271Other financial assets 230 230 230 230Property, infrastructure, plant and equipment 2,602,130 2,621,285 2,637,549 2,661,104Investment property 0 0 0 0Intangible assets 2,104 1,985 1,675 1,661Total non-current assets 2,604,703 2,623,751 2,639,714 2,663,266Total assets 2,660,967 2,679,129 2,696,452 2,721,198

LiabilitiesCurrent liabilitiesTrade and other payables 7,520 7,738 7,958 8,165Trust funds and deposits 3,760 3,901 4,042 4,183Provisions 8,697 9,179 9,671 10,175Interest-bearing loans and borrowings 2,132 0 0 0Total current liabilities 22,109 20,818 21,671 22,523

Non-current liabilitiesProvisions 1,322 1,534 1,752 1,976Interest-bearing loans and borrowings 0 0 0 0Total non-current liabilities 1,322 1,534 1,752 1,976Total liabilities 23,431 22,352 23,423 24,499

Net assets 2,637,536 2,656,777 2,673,029 2,696,699

EquityAccumulated surplus 858,678 877,735 894,474 919,690Reserves 1,778,858 1,779,042 1,778,555 1,777,009Total Equity 2,637,536 2,656,777 2,673,029 2,696,699

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


Page 2

Statement of Changes in EquityFor the four years ended 30 June 2020

Accumulated Revaluation OtherTotal Surplus Reserve Reserves

2017 $'000 $'000 $'000 $'000

Balance at beginning of the financial year 2,615,244 831,408 1,757,485 26,351Surplus/(deficit) for the year 22,292 22,292 0 0Net asset revaluation increment/(decrement) 0 0 0 0Transfers to other reserves 0 (3,500) 0 3,500Transfers from other reserves 0 8,478 0 (8,478)Balance at end of the financial year 2,637,536 858,678 1,757,485 21,373


2018 $'000 $'000 $'000 $'000



2019 $'000 $'000 $'000 $'000



2020 $'000 $'000 $'000 $'000


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


Page 3

Bayside City Council

Statement of Cash FlowsFor the four years ended 30 June 2020

2017 2018 2019 2020Inflows/ Inflows/ Inflows/ Inflows/

(Outflows) (Outflows) (Outflows) (Outflows)$'000 $'000 $'000 $'000

Cash flows from operating activitiesRates and charges 85,206 89,357 92,487 96,264Statutory fees and fines 4,491 4,415 4,471 4,543User fees 8,364 8,587 8,893 9,227Grants - operating 10,296 10,535 10,799 11,069Grants - capital 3,910 2,838 1,326 1,310Contributions - monetary 4,549 2,348 1,112 5,684Rental Receipts 4,463 4,575 4,691 4,806Interest received 1,693 1,536 1,504 1,545Trust funds and deposits taken 1,470 1,544 1,621 1,702Other receipts 1,825 1,790 1,395 1,378Net GST refund 6,398 6,007 6,101 7,053

Employee costs (39,646) (41,546) (42,916) (44,320)Materials and services (51,131) (52,027) (53,263) (55,479)Trust funds and deposits repaid (1,347) (1,403) (1,480) (1,561)Other payments (465) (477) (489) (501)Net cash provided by/(used in) operating activities 40,076 38,079 36,252 42,720

Cash flows from investing activitiesPayments for property, infrastructure, plant and equipment (43,566) (36,915) (35,071) (45,306)Proceeds from sale of property, infrastructure, plant and equipment 0 0 0 3,500Payments for investments 0 0 0 0Proceeds from sale of investments 9,000 2,000 0 0Loans and advances made 0 0 0 0Payments of loans and advances 0 0 0 0Net cash provided by/(used in) investing activities (34,566) (34,915) (35,071) (41,806)

Cash flows from financing activitiesFinance costs (425) (129) 0 0Proceeds from borrowings 0 0 0 0Repayment of borrowings (5,190) (2,132) 0 0Net cash provided by/(used in) financing activities (5,615) (2,261) 0 0

Net increase (decrease) in cash and cash equivalents (105) 903 1,181 914Cash and cash equivalents at the beginning of the financial year 3,281 3,176 4,079 5,260Cash and cash equivalents at the end of the financial year 3,176 4,079 5,260 6,174

STRATEGIC RESOURCE PLAN

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

Page 4

Statement of Capital WorksFor the four years ended 30 June 2020

2017 2018 2019 2020$'000 $'000 $'000 $'000

PropertyLand 0 0 0 0Land improvements 0 0 0 0Total land 0 0 0 0Buildings 16,921 8,213 11,118 19,268Heritage Buildings 28 585 0 0Building improvements 1,614 2,168 2,116 2,162Total buildings 18,563 10,966 13,234 21,430Total property 18,563 10,966 13,234 21,430

Plant and equipmentFixtures, fittings and furniture 83 80 80 80Arts and Culture 90 30 30 30Computers and telecommunications 1,152 918 842 819Library books 420 430 440 450Total plant and equipment 1,745 1,458 1,392 1,379

InfrastructureRoads 3,835 3,209 3,928 3,451Footpaths and cycle ways 2,543 2,097 2,066 2,148Drainage 3,114 4,487 2,641 2,445Parks, open space and streetscapes 11,903 12,789 9,481 12,047Foreshore and Conservation 586 672 1,128 1,165Off street car parks 431 433 450 468Other infrastructure 846 804 751 773Total infrastructure 23,258 24,491 20,445 22,497Total capital works expenditure 43,566 36,915 35,071 45,306

Represented by:New asset expenditure 3,408 5,518 1,837 2,304Asset renewal expenditure 23,643 19,564 18,508 22,226Asset expansion expenditure 4,141 2,175 4,468 5,619Asset upgrade expenditure 12,374 9,658 10,258 15,157Total capital works expenditure 43,566 36,915 35,071 45,306

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


Page 5

For the four years ended 30 June 20202017 2018 2019 2020$'000 $'000 $'000 $'000

Employee costs - Operating 40,192 42,124 43,501 44,921Employee costs - Capital 1,146 1,186 1,216 1,246Total staff expenditure 41,338 43,310 44,717 46,167

Staff numbersEmployees 400.8 401.1 400.1 400.1Total Staff numbers 400.8 401.1 400.1 400.1


The above statement of human resources should be read with the accompanying other information.

Statement of Human Resources

Staff expenditure

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Other InformationFor the four years ended 30 June 2020

1. Summary of planned capital works expenditure

Total New Renewal Expansion Upgrade Total Grants Contributions Council Cash Borrowings2017 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000PropertyLand 0 0 0 0 0 0 0 0 0 0Land improvements 0 0 0 0 0 0 0 0 0 0Total land 0 0 0 0 0 0 0 0 0 0Buildings 16,921 501 8,445 2,674 5,301 16,921 925 1,780 14,216 0Heritage Buildings 28 22 0 0 6 28 0 0 28 0Building improvements 1,614 0 1,230 25 359 1,614 0 0 1,614 0Total buildings 18,563 523 9,675 2,699 5,666 18,563 925 1,780 15,858 0Total property 18,563 523 9,675 2,699 5,666 18,563 925 1,780 15,858 0

Plant and equipmentFixtures, fittings and furniture 83 0 83 0 0 83 0 0 83 0Arts and Culture 90 45 15 30 0 90 0 0 90 0Computers and telecommunications 1,152 148 198 78 728 1,152 0 0 1,152 0Library books 420 0 420 0 0 420 0 0 420 0Total plant and equipment 1,745 193 716 108 728 1,745 0 0 1,745 0

InfrastructureRoads 3,835 0 3,784 0 51 3,835 834 0 3,001 0Footpaths and cycle ways 2,543 503 1,740 62 238 2,543 0 0 2,543 0Drainage 3,114 601 1,344 50 1,119 3,114 0 0 3,114 0Parks, open space and streetscapes 11,903 1,386 4,925 1,214 4,378 11,903 1,850 600 9,453 0Foreshore and Conservation 586 19 503 8 56 586 0 0 586 0Off street car parks 431 0 431 0 0 431 0 0 431 0Other infrastructure 846 183 525 0 138 846 0 0 846 0Total infrastructure 23,258 2,692 13,252 1,334 5,980 23,258 2,684 600 19,974 0Total capital works expenditure 43,566 3,408 23,643 4,141 12,374 43,566 3,609 2,380 37,577 0

Asset Expenditure Types Funding Sources


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Total New Renewal Expansion Upgrade Total Grants Contributions Council Cash Borrowings2018 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000PropertyLand 0 0 0 0 0 0 0 0 0 0Land improvements 0 0 0 0 0 0 0 0 0 0Total land 0 0 0 0 0 0 0 0 0 0Buildings 8,213 587 4,245 599 2,782 8,213 200 0 8,013 0Heritage Buildings 585 0 175 0 410 585 0 0 585 0Building improvements 2,168 0 1,862 0 306 2,168 0 0 2,168 0Total buildings 10,966 587 6,282 599 3,498 10,966 200 0 10,766 0Total property 10,966 587 6,282 599 3,498 10,966 200 0 10,766 0

Plant and equipmentFixtures, fittings and furniture 80 0 80 0 0 80 0 0 80 0Arts and Culture 30 0 0 30 0 30 0 0 30 0Computers and telecommunications 918 71 353 11 483 918 0 0 918 0Library books 430 0 430 0 0 430 0 0 430 0Total plant and equipment 1,458 71 863 41 483 1,458 0 0 1,458 0

InfrastructureRoads 3,209 0 3,209 0 0 3,209 253 0 2,956 0Footpaths and cycle ways 2,097 217 1,773 22 85 2,097 0 0 2,097 0Drainage 4,487 2,205 1,353 245 684 4,487 0 300 4,187 0Parks, open space and streetscapes 12,789 2,262 4,704 1,268 4,555 12,789 2,140 950 9,699 0Foreshore and Conservation 672 62 430 0 180 672 0 0 672 0Off street car parks 433 0 433 0 0 433 0 0 433 0Other infrastructure 804 114 517 0 173 804 0 0 804 0Total infrastructure 24,491 4,860 12,419 1,535 5,677 24,491 2,393 1,250 20,848 0Total capital works expenditure 36,915 5,518 19,564 2,175 9,658 36,915 2,593 1,250 33,072 0


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Total New Renewal Expansion Upgrade Total Grants Contributions Council Cash Borrowings2019 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000PropertyLand 0 0 0 0 0 0 0 0 0 0Land improvements 0 0 0 0 0 0 0 0 0 0Total land 0 0 0 0 0 0 0 0 0 0Buildings 11,118 522 4,118 2,050 4,428 11,118 100 0 11,018 0Heritage Buildings 0 0 0 0 0 0 0 0 0 0Building improvements 2,116 0 1,905 0 211 2,116 0 0 2,116 0Total buildings 13,234 522 6,023 2,050 4,639 13,234 100 0 13,134 0Total property 13,234 522 6,023 2,050 4,639 13,234 100 0 13,134 0


InfrastructureRoads 3,928 0 3,418 0 510 3,928 252 0 3,676 0Footpaths and cycle ways 2,066 203 1,809 0 54 2,066 0 0 2,066 0Drainage 2,641 0 1,746 0 895 2,641 0 0 2,641 0Parks, open space and streetscapes 9,481 758 3,022 2,377 3,324 9,481 850 0 8,631 0Foreshore and Conservation 1,128 127 623 0 378 1,128 0 0 1,128 0Off street car parks 450 0 450 0 0 450 0 0 450 0Other infrastructure 751 118 531 0 102 751 0 0 751 0Total infrastructure 20,445 1,206 11,599 2,377 5,263 20,445 1,102 0 19,343 0Total capital works expenditure 35,071 1,837 18,508 4,468 10,258 35,071 1,202 0 33,869 0


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Total New Renewal Expansion Upgrade Total Grants Contributions Council Cash Borrowings2020 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000PropertyLand 0 0 0 0 0 0 0 0 0 0Land improvements 0 0 0 0 0 0 0 0 0 0Total land 0 0 0 0 0 0 0 0 0 0Buildings 19,268 636 7,808 2,250 8,574 19,268 200 4,500 14,568 0Heritage Buildings 0 0 0 0 0 0 0 0 0 0Building improvements 2,162 0 1,950 0 212 2,162 0 0 2,162 0Total buildings 21,430 636 9,758 2,250 8,786 21,430 200 4,500 16,730 0Total property 21,430 636 9,758 2,250 8,786 21,430 200 4,500 16,730 0


InfrastructureRoads 3,451 0 3,451 0 0 3,451 253 0 3,198 0Footpaths and cycle ways 2,148 211 1,881 0 56 2,148 0 0 2,148 0Drainage 2,445 0 1,027 0 1,418 2,445 0 0 2,445 0Parks, open space and streetscapes 12,047 1,127 3,562 3,328 4,030 12,047 750 0 11,297 0Foreshore and Conservation 1,165 132 642 0 391 1,165 0 0 1,165 0Off street car parks 468 0 468 0 0 468 0 0 468 0Other infrastructure 773 122 545 0 106 773 0 0 773 0Total infrastructure 22,497 1,592 11,576 3,328 6,001 22,497 1,003 0 21,494 0Total capital works expenditure 45,306 2,304 22,226 5,619 15,157 45,306 1,203 4,500 39,603 0


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2. Summary of planned human resources expenditure2017 2018 2019 2020$'000 $'000 $'000 $'000

ExecutivePermanent - Full time 2,908 3,033 3,133 3,236Permanent - Part time 237 247 255 263Total Executive 3,145 3,280 3,388 3,499

Corporate ServicesPermanent - Full time 4,503 4,717 4,765 4,922Permanent - Part time 734 766 791 817Total Corporate Services 5,237 5,483 5,556 5,739

Environment and InfrastructurePermanent - Full time 4,574 4,771 4,928 5,091Permanent - Part time 0 0 0 0Total Environment and Infrastructure 4,574 4,771 4,928 5,091

City Planning and AmenityPermanent - Full time 7,214 7,524 7,772 8,028Permanent - Part time 1,382 1,441 1,489 1,538Total City Planning and Amenity 8,596 8,965 9,261 9,566

Community ServicesPermanent - Full time 7,855 8,193 8,463 8,742Permanent - Part time 7,466 7,787 8,044 8,309Total Community Services 15,321 15,980 16,507 17,051Casuals and other expenditure 3,319 3,645 3,861 3,975Capitalised labour costs 1,146 1,186 1,216 1,246Total staff expenditure 41,338 43,310 44,717 46,167

FTE FTE FTE FTEExecutivePermanent - Full time 24.0 24.0 24.0 24.0Permanent - Part time 3.3 3.3 3.3 3.3Total Executive 27.3 27.3 27.3 27.3

Corporate ServicesPermanent - Full time 41.0 41.3 40.3 40.3Permanent - Part time 7.9 7.9 7.9 7.9Total Corporate Services 48.9 49.2 48.2 48.2

Environment and InfrastructurePermanent - Full time 43.0 43.0 43.0 43.0Permanent - Part time 0.0 0.0 0.0 0.0Total Environment and Infrastructure 43.0 43.0 43.0 43.0

City Planning and AmenityPermanent - Full time 75.0 75.0 75.0 75.0Permanent - Part time 18.2 18.2 18.2 18.2Total City Planning and Amenity 93.2 93.2 93.2 93.2

Community ServicesPermanent - Full time 77.5 77.5 77.5 77.5Permanent - Part time 94.8 94.8 94.8 94.8Total Community Services 172.3 172.3 172.3 172.3Casuals and other expenditure 6.3 6.3 6.3 6.3Capitalised labour costs 9.8 9.8 9.8 9.8Total staff numbers 400.8 401.1 400.1 400.1


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