Best value report 2011 to 2012

39

continuousim

provement

responsivenessaccessibility

comm

unity

reportingqualitycity plan

performance

profileCouncil

comm

itteescorporate governance

public participation

developmentresources

community

grants

of information

freedom

equal opportunity

local laws

ward funding

events

people

planet

place

prosperity

planning

consultation

participation

strategic indicators

reporting

standard statementsdiversity

rates

rates

strategy

city plan

manage

service

people

council

action plan

A Summary of

Our Best Value Performance

39

40 BANYULE CITY COUNCIL ANNUAL REPORT 2011-2012

Introduction

This part of our Annual Report provides a summary of performance against Banyule’s City Plan 2009-2013 (Year 3). This section also constitutes Council’s Best Value Victoria Annual Report 2011-2012 to our community on the application of the Best Value Principles.

The summary outlines the significant achievements and progress made in relation to the objectives and key directions in our City Plan. It highlights the range of initiatives and processes being implemented across Council to meet the needs of our community, meet the Best Value Principles, and promote a culture of continuous improvement.

The Best Value legislation, introduced by the State Government in 1999, is based on consideration of the following six principles in providing services to the community: 1. All services provided by a council must meet quality and cost standards set

by Council (having regard to community expectations, affordability, accessibility, value for money and best practice).

2. All services provided by a council must be responsive to the needs of its community.

3. All services provided by a council must be accessible to those members of the community for whom they are intended.

4. A council must achieve continuous improvement in provision of services for its community.

5. A council must develop a program of regular consultation with its community in relation to the services it provides.

6. A council must report regularly to its community on its achievements in relation to the first five principles.

Further information on our Best Value response is available on our website in the Best Value section (www.banyule.vic.gov.au/bestvalue). The following information for each of Council’s services is also available:

• Key Performance Indicator (KPI) results

• Key Highlights for 2011-2012

• Future Challenges for 2012-2013.

The diagram on the following page gives an overview of Council’s strategic framework, showing the objectives, key directions and strategic indicators*:

(Note: * Progress against Banyule’s strategic indicators is then provided in the next section of our Annual Report.)

Banyule City CouncilA Summary of Our Best Value Performance

41

Strategic indicators:

CSI rating for Overall Performance

CSI rating for Customer Contact

% of projects in year 1 of 10 year Capital Works Program completed on time

Achievement of the budgeted result or better.

Maintain full certification for all services to the most recent National/ International standards in Quality, Occupational Health & Safety, and Environmental Management.

% of core IT systems availability

% of official Council and Committee meetings attended by Councillors where a quorum was achieved

WorkCover Premium as a % of payroll

CMP risk management state-wide audit ranking

Support and encourage appropriate business development and local economic growth

Improve access to affordable housing, employment, health and community services

Encourage appropriate investment in our activity centres

Build community capital

% of people who feel safe in Banyule

% of people who feel they ‘belong’ in Banyule

CSI rating for Health & Human Services

CSI rating for Recreational Facilities

# of tree plantings

# of local native (indigenous) plants planted

CSI rating for Sustainability and the Environment

% of waste diverted from landfill

CSI rating for Waste Management

Reduction in Council’s greenhouse gas emissions

Performance against State of Environment Report

Condition-based renewal gap for road assets

# of street trees planted

Attendances at Council provided aquatic centres

Community rating for local development and neighbourhood character within Banyule

CSI rating for Appearance of Public Areas

CSI rating for Local Roads and Footpaths

CSI rating for Town Planning Policy and Approvals

CSI rating for Health & Human Services

CSI rating for Sustainability and the Environment

$ building approvals

Employment rate

CSI rating for Economic Development

CSI rating for Overall Performance

CSI rating for Customer Contact

CSI rating for Community Engagement

CSI rating for Advocacy

Stra

tegi

c In

dica

tors

Key

Dire

ctio

nsOb

ject

ives

(5Ps

)People ProsperityPlace ParticipationPlanet

Promote and support good health

Develop a connected & involved community

Provide services and support to, and advocate for, people at important life stages

Promote community safety

Celebrate and promote Banyule’s cultural heritage

Protect and improve public health and wellbeing

Protect and enhance our natural environment

Conserve water and improve stormwater quality

Deliver action on climate change

Avoid waste generation

Encourage environmental stewardship

Support the character of neighbourhoods and guide growth to accessible places

Support strengthening of local centres of activity

Protect and develop publicly used assets

Enhance public spaces

Support sustainable transport

Plan and engage with our community

Encourage participation in community life

Advocate on behalf of the community

Community Strengthening & Support

Environmental Sustainability

Sustainable Amenity & Built Environment

Prosperous & Sustainable Local Economy

Community Involvement in Community Life

What success looks like to us…

NB CSI denotes Community Satisfaction Index

Strategic Resource Plan: Use our resources wisely

Key directions:

Provide excellence in customer service and communications

Develop our staff and organisational culture

Manage our valuable corporate information and knowledge

Deliver innovative information technology solutions

Conduct effective and integrated forward planning

Deliver quality and value for money services

Apply sound risk management principles and practices

Provide effective support to enable good governance and accountable leadership

Plan and manage Banyule’s physical assets

Manage our financial resources in a sustainable manner


Objective:

People Community strengthening and supportSupport and strengthen the health and wellbeing of the Banyule community

‘People’ is about our desire for our community to have optimal health, for better living conditions and improved quality of life. Wellbeing is fundamental to quality of life, quality of human relationships and the capacity to participate in education, work, recreation and the community.

Outcomes for our key directions:

Promote and support good health

Health and Fitness membership attendances at both Olympic Leisure Centre (OLC) and Ivanhoe Aquatic and Fitness Centre (IAFC) continue to grow. OLC has averaged a membership base of 500 members and IAFC has averaged 2000 members. The aquatic programs at both centres are continuing to grow and each Centre is at record numbers for enrolments for the Learn to Swim Program.

The Olympic Leisure Centre had its Open Day in October 2011 with over 300 visitors trying out a number of free activities. The Ivanhoe Aquatic and Fitness Centre held its Open Day in March 2012 which resulted in 262 new members and 264 members renewing their membership.

An equity grants program was introduced by Council’s leisure services to assist those with financial difficulties to participate. Local service providers such as NEAMI (a non-government mental health organisation), Banyule Community Health, Children’s Protection Society and Austin Hospital nominate clients that they feel could benefit from the use of the centres to assist with health and wellbeing outcomes.

The feasibility and master plan design was completed for the Ivanhoe Aquatic and Fitness Centre. The master plan outlines a four stage redevelopment over a number of years. Funding for detailed design and construction of Stage 1 of the master plan has been provided in Council’s Budget 2012/13.

Stage 1 includes: expansion of existing gym floor by 450sqm; new entry and reception for the facility improving customer flow and accessibility; improved staff administration hub; inclusion of a café facility with associated seating; addition of lift and stairwell to help movement around the Centre; refurbishment of existing change areas and pool hall, with the addition of a change village and additional car parking. The Ivanhoe Aquatic and Fitness Centre is a key recreation facility in Banyule, attracting over 400,000 visits every year.

With the closure of Banksia College and the loss of the two court stadium for community use, negotiations were held with Charles La Trobe College to gain access to the one court stadium at the site for community use. All users affected by the closure of the courts have now been relocated to OLC, Charles La Trobe, and Olympic Village Primary School. Council is advocating for these facilities to be reopened to the community for community use.


43


Develop a connected and involved community

Council has continued to consult with and support, residents and groups from Banyule’s culturally and linguistically diverse communities.

The ‘Our Voice Our Community’ project funded by the Federal Government completed its first 12 months of an 18 month period. The project has developed a number of community engagement activities including: Summer in the Village; makers market; pop up art installations at the Olympic Village shops; children’s art activities at Tarakan Housing Estate; Graffiti Expo and Safety Expo.

Buna Reserves’ community garden has been opened in West Heidelberg. The garden is a joint initiative between Heidelberg West, Neighbourhood Renewal, the Banyule Community Health Centre and Banyule City Council. The community garden aims to encourage people to learn about gardening, to grow their own fruit and vegetables and to also create a friendly supportive environment where residents from a range of cultural and religious backgrounds can mix and develop friendship and social connections.

An Inclusive Arts forum brought together key arts and disability services to create new partnerships and build capacity for the inclusion of people with a disability in the arts. In partnership with Yarra Plenty Regional Library (YPRL), an inclusive theatre performance was delivered with the Grimstones company. This project brought together over 200 community members and celebrated the Deaf community and the language of Auslan.

Mini grants were distributed to four community organisations to host events that celebrated International Day of People with Disability 2011.

MetroAccess has formed partnerships with local community and disability services which have resulted in opportunities for people with a disability, including: • Yarra Plenty Regional Library working to increase access for the deaf community

through staff training, increased programming and capacity building • Banyule Community Health working with local families to establish and support an

Auslan playgroup • disability services have established links with local Neighbourhood Houses to create

inclusive programs and opportunities.

Provide services and support to, and advocate for, people at important life stages

The Home and Community Care (HACC) service unit completed an internal staffing review and restructure enabling the establishment of a fourth HACC delivery team, the appointment of a dedicated service assessment office and a senior administration officer. As a result there has been an improvement in customer service delivery, particularly to new client referrals, as well an increase in efficiency and effectiveness.

HACC services have worked with local GPs to improve networking for client care planning, established an introduction to the Social Support program for prospective clients and developed a partnership with Banyule Community Health to deliver occupational therapy.

Jets Studios is a creative arts hub for young people. It has continued its significant growth over the past 12 months and partnerships have been sustained and strengthened. The number of young people taking part has increased 23% from the previous year. Of the 742 young people engaged throughout the year, 55% were male and 45% were female, with 22% of the total being people with a disability and 4% young people from indigenous and or CALD backgrounds.

Jets secured recurrent funding from State Government to deliver additional disability respite services for young people and their families. This meets an identified service need for after school programs for 13-17 year old young people, and after hours activities for 18-25 year old young people.

A Youth Strategic Plan has been developed and provides strategic direction, key objectives and priorities for the next 3 years. Council’s Youth Service undertook extensive consultation with young people and the service sector, along with benchmarking of youth services in a number of local government areas.

Partnerships have been a priority in the area known as postcode 3081, as the Youth Services team focuses on delivering capacity enhancing activities using a community development model. Relationships have been strengthened between the Somali Council of Victoria and Council, with a joint youth leadership and volunteering project delivered to Somali young people. In addition, the service developed the “Build a Bike/Scooter” program, delivered in partnership with Open House at the Malahang Bike Hut.

Council successfully completed the Youth Foundations 3081 pilot as the auspice body after nearly four years. The initiative was successfully transitioned to a community based model auspiced by the Banyule Community Health Service.

Stage 1 of the development of a new Municipal Early Years Plan was commenced, with the data and information from 950 surveys of parents and guardians, providing valuable feedback to Council.



45


Provide services and support to, and advocate for, people at important life stages (cont)

Planning for the Universal Access of Early Childhood Education continued, through the capacity assessment and change management process with kindergartens and long day care centres across the city. The Early Years Planning Officer supported 17 services with their development of models for 15 hours of kindergarten programs. Department of Education and Early Childhood Development funded a further $20,000 to assist with planning around the Universal Access to Early Childhood Services (15 hours Kindergarten by 2013).

The introduction of increased hours of kindergarten and longer day sessions at Olympic Village Kindergarten has received a significant amount of positive feedback from the community and early years sector.

Whilst the closure of the Family Day Care program was challenging, it was an achievement to manage the closure of the service with minimal impact to families and children.

Council’s Maternal and Child Health (MCH) service has been working together with Banyule Community Health Partnership to offer an enhanced service one day per week to families with complex issues. Recent evidence suggests that women value the opportunity to see the same midwife and MCH nurse for most of their key ages and stages visits. Families are making contact before a situation has turned into a crisis, enabling early intervention and referral. The location at Banyule Community Health allows for easy referral and access to other services such as GP’s, dental, legal service, counselling along with a choice of playgroups and parenting groups.

The enhanced MCH home visiting program is provided for families with significant early parenting difficulties which are best dealt with within the family’s own environment - the MCH team managed 112 cases over the past 12 months, with 26 cases open at the end of the financial year. The number of visits attended was 450. The major categories of clients: unsupported young mothers, women in domestic violence situations, families with child protection involvement and women with mental health issues.

The vision for the Olympic Village Learning Hub (OVLH) revolves around life-long learning and pathways to education and employment, with planning for integration across the site ongoing for several years now. In May 2012, the project was successful in securing $1.34m capital infrastructure funding from the Victorian Government. This funding, together with Council contribution, will deliver stage one of the OVLH development - the Child and Family Centre.

The finalisation and design of the Citizenship Framework document was completed with the official launch of the document to occur in August. The Citizenship Framework continues to be embedded in the daily tasks undertaken by the Early Childhood Services (ECS) and MCH teams. It complements the National and Victorian Early Learning Frameworks, National Quality Framework and MCH Program Standards and Framework.


Promote community safety

The Community Safety Plan was developed and adopted by Council. It provides Banyule with clear direction and priorities for the next four years. Key goals focus on coordination, advocacy, education and primary prevention.

White Ribbon Day (25 November 2011) events were held across the community and within Council, jointly supported by Council’s White Ribbon Action Team and the Banyule-Darebin Community Group. Events included an all-staff White Ribbon BBQ at Rosanna Parklands, participation in the Northern Region Leaders’ Lunch and a forum for the Northern Region White Ribbon Ambassadors. A two year strategy focused on primary Prevention of Violence Against Women was developed by Council’s White Ribbon Action Team.

The innovative StreetArt program continued to attract an average attendance rate of 30 high risk young men per week as part of a graffiti diversion program. StreetArt aims to provide participants with new skills, opportunities for new employment/education pathways and significant psycho-social support. During the past 12 months, five legal murals were completed involving a total of 69 young people.

Council’s ‘Adopt Your Space’ distributed 111 graffiti removal kits to residents, community groups and traders. Promotion of the kits has been through a targeted media campaign, attendance at the Banyule Festival, networking with the local branches of the Victoria Police, Neighbourhood Watch and promotion of the program at a Graffiti Expo at Olympic Village, and a Safety Expo at Malahang Reserve.

Council was successful in securing VicRoads approval to continue the Traffic Graffix initiative, where traffic signal boxes in identified graffiti hotspot areas are painted by community artists.

The ongoing partnership with the Department of Justice - Community Corrections Work Team has continued to be successful. It has resulted in removal of approximately 10,289m2 of graffiti and over 60 bags of rubbish from sites across Banyule. Council now has over 40 sites which are visited by the work team on a regular basis.


47

Celebrate and promote Banyule’s cultural heritage

The Cultural Vault Reference Group has worked very closely with Council over the past 12 months to write a Business Plan for the Cultural Vault. Funding has now been secured for the Stage 1 development of converting the Banyule Arts Space to the Cultural Vault.

Council continues to work in partnership with the Heidelberg School Art Foundation and Parks Victoria on the development of Council’s first purpose built art gallery to celebrate the Heidelberg School of Artists and Impressionism. Consultation with the community will continue as Council moves forward on the proposed development.

Council, in partnership with the Banyule Community Health Service, has facilitated a new home for the Dulin Baba Women’s and the Narangetta Men’s Indigenous Cultural Education Programs. The two groups are now located at the Fred Howe Annex, a facility at Olympic Park Heidelberg. The groups focus on connecting local Indigenous people and their families to country, story and contemporary expressions of culture through visual art, storytelling and meeting. The development of this space into a local gathering place for the Koorie community has raised the profile of the groups’ significant achievements in the area and strengthened Council’s relationship with the Indigenous community towards reconciliation and cultural development.

Banyule Festival continues to be very well attended and enjoyed by the Banyule community. Twilight Sounds attracted over 2,000 with a great line up of Australian acts.

The Kids Artyfarty Fest attracted well over 8,000 people throughout the day. The annual Grand Street Parade had a near record number of participants with over 800 people singing, dancing and marching down Burgundy Street.

Council adopted the new Art Collection Policy in August 2011. This sets the direction for new acquisitions for the Collection for the next five years. A range of new works were purchased to add to the significant Banyule Art Collection, which will be exhibited in 2013.



Protect and improve public health and wellbeing

During the 2011 calendar year, 53 new food businesses opened in the municipality (resulting in a total of 693 premises registered under the Food Act 1984 as at 29 June 2012). Council’s Environmental Health Officers obtained 186 food samples for the purpose of analysis, which met the sampling requirements in the set period of March 2011 to February 2012. Council also conducted 1,191 statutory inspections of food premises in the year ending 31 December 2011.

Council has introduced a new procedure for renewal of registrations. The procedure includes infringement notices for failure to apply for renewal of registration, eliminating the need for use of legal services.

In addition, 19 new Public Health and Wellbeing premises were opened in the 2011 calendar year, (resulting in a total of 221 Public Health and Wellbeing Act premises as at 30 June 2012). A total of 252 statutory inspections of Public Health and Wellbeing Act premises were conducted during the 2011 calendar year.

Council’s Immunisation Service has been awarded the Department of Health ‘Excellence in Immunisation’ for the development of an easy English document to better support clients. Council’s immunisation schedule runs on a calendar year. During 2011, a total of 12,429 vaccinations were provided at public sessions, 5,901 vaccinations at school sessions and 1,160 at commercial sessions. Council has Maintained an average 92% immunisation coverage over three age cohorts (12 -75 months) equal or better than the State average.

After further community consultation, Council’s Alcohol in Public Places Order was expanded to include three additional activity precincts in Banyule and the expansion of one existing area, giving police greater flexibility to deal with anti-social behaviour.

Public consultation has been conducted in regards to smoke free outdoor areas in preparation for a report and recommendations to Council.

Council undertook its annual review of the Domestic Animal Plan in November 2011. The plan contains actions which support and facilitate the benefits of animal ownership and companionship and contribute to the health and wellbeing of residents. It also aims to educate residents about the accepted standards of animal welfare including the care, feeding and physical wellbeing of domestic pets. Banyule Council was the first council in Victoria to have a declaration of a restricted breed dog (under the new Victorian legislation) upheld by VCAT.


49

Objective:

Planet Environmental sustainabilityConduct Council activities in a sustainable manner, and practice sound stewardship of the natural environment to ensure its diversity, protection and enhancement.

‘Planet’ is about the natural and formed environment and the ecosystems that sustain the community. Our community is an integral part of the environment and together we are the custodians of our shared home.


Protect and enhance our natural environment

Significant progress has been made in the development of Council’s Planet (Environmental Sustainability) Policy and Strategy. This will set the framework for achieving environmental sustainability in Banyule.

Council has continued its work to protect rare and threatened species at key locations throughout bush land reserves and enhance the functioning of ecosystems across our municipality. This includes protecting the Eltham Copper Butterfly colony at Andrew Yandell Reserve and orchid/wildflowers species at St Helena Flora Reserve. Council’s Bushland Team has worked with over eight ‘friends groups’, facilitating and preparing worksites for community working bees throughout the year.

Banyule has continued its focus on increasing the number of trees and other vegetation on private land through planning conditions. Interim vegetation controls enabling the protection and enhancement of trees within Banyule have been extended. Through the introduction of tree planting guidelines, applicants are required to design for the provision of significant trees as part of a development as well as the replacement of any trees proposed to be removed. Landscape plans are routinely requested as part of planning permission and require trees to be planted in private property development sites.

Council’s Parks and Gardens team planted a total of 1,975 trees in streets and parks in 2011-2012. It has also co-ordinated the planting of a total 16,103 local native (indigenous) plants in parks and bushland reserves for 2011-2012. This program included 65 community working bees, and over 70 volunteers participated on National Tree Day, planting 2,200 plants.

Council has continued to manage the use of our active and open space assets to preserve their integrity and maximise effective use. Initiatives have included the development, adoption and implementation of a new Sports User Guide and Policy, introduction and implementation of an Outdoor Personal Group Training Policy, and development and adoption of an Active Reserve Strategy.



Protect and enhance our natural environment (cont)

Works have continued throughout designated sites within Bushland reserves and Wildlife Corridors, including weed control works, vermin control (rabbits, foxes), and bush regeneration and revegetation projects in conjunction with the local friends and community groups.

Council has continued to implement its works program that protects and enhances our waterways, and wetlands. Improvements have been gained around Reedy Billabong with ongoing weed control and planting projects with the Friends of Wilson Reserve and local schools. Work continues on weed control programs and vegetation maintenance, rubbish collection, vegetation maintenance around pathways, within the nominated revegetation/ regeneration sites for the Plenty River corridor, Yarra frontage and the Darebin Creek Waterways. Specific funding has been secured for projects on the Plenty River and Banyule creek.

A Revised Electrical Line Clearance Management Plan was submitted to Energy Safe Victoria. The plan will be implemented during 2012-13.

A number of key reserve master-plans have been progressed and are at various stages of finalisation or implementation. These include Telfer Reserve master-plan which has been adopted, and Simms Reserve master-plan which is presently being developed.

Conserve water and improve stormwater quality

Development of the Banyule Stormwater Harvesting Project across three sites in Greensborough, Ivanhoe and Rosanna is continuing. The project will build innovative water conservation and stormwater quality improvement systems to capture, treat and store up to 138 million litres of stormwater underground for use on a range of Council’s sports grounds and open space. It will prevent hundreds of tonnes of pollution from reaching waterways and improve habitat for local wildlife. The project is supported by funding from the Australian Government, Ivanhoe Grammar School, the Victorian Government, Melbourne Water and Banyule City Council.

The WaterMarc facility in Greensborough will incorporate a range of water conservation measures including: water efficient toilets, showers and other fixtures, a 200,000 litre rainwater harvesting system for swimming pool top-up, and re-use of pool backwash water for toilet flushing.

Deliver action on climate change

WaterMarc has incorporated a range of energy efficient measures including double glazed windows, efficient lighting and controls, solar hot water, efficient HVAC (heating, ventilation and air conditioning) and insulation including for the main swimming pool shell. Energy efficient cogeneration for heating and electricity is also being considered.


51

Deliver action on climate change (cont)

Council partnered with Darebin Council and sought government funding for energy efficient streetlights through the Federal Government’s $200 million Community Energy Efficiency Program and the State Government’s $20 million Green Light Plan. Unfortunately, the State Government decided not to go ahead with the Green Light Plan funding and the Federal Government did not award a funding grant to Banyule and Darebin despite a strong proposal.

Avoid waste generation

Council continues to provide best practice waste management services to the community, whilst encouraging waste minimisation. Education programs are being reviewed to place emphasis on waste avoidance, so as to minimise the impact of rising waste costs through landfill levies and Environment Protection Authority (EPA) restrictions on processors.

Council continues to work with 10 municipal Councils in the northern and western suburbs to enter into a contract for the long-term processing of green organic waste collected within Banyule. The process used by the North West Councils and the Metropolitan Waste Management Group has been used as a template for all new metro regional waste contracts.

Over 5,200 visitors came to the Rethink Centre which brings the total attendance to more than 51,000 since its opening in 2000.

Encourage environmental stewardship

Banyule and Darebin Councils have joined forces, with the funding support of the State Government, to provide a three year ‘Sustainable Homes and Communities’ education program for residents, households and community groups. The Program involves workshops and presentations to provide the community with practical information for saving money by reducing energy, water and food bills, producing less waste and creating a more sustainable home and community.

Banyule’s Wildlife Corridor Program continued to deliver biodiversity education to schools and community groups with over 2,000 residents involved across 26 events. Spring Outdoors continued to engage residents in our natural environment through well attended events such as Breakfast with the Birds, Weedbusters at the Rosanna Parklands and Catch a Carp Day at Kalparrin Lake.

The Healthy Waterways Waterwatch education program continued in Banyule and included over 2,000 participants and long term volunteers monitoring waterway health. Monthly monitoring was conducted by a number of groups (including school groups) for 19 sites on the Darebin, Donaldsons and Karringal Creeks, Kalparrin Lake, the Plenty River and the Yarra River and floodplain.



Objective:

Place Sustainable amenity and built environmentEnable Banyule’s buildings, places and spaces to be more sustainable and encourage communities to live, work, shop, move and play locally.

‘Place’ is about ensuring that the buildings, infrastructure, places and spaces in which we live, shop work and play enhance our sense of wellbeing and belonging.


Support the character of neighbourhoods and guide growth to accessible places

A new Neighbourhood Character Strategy has been drafted and Council will proceed with a planning scheme amendment to replace temporary controls that end on 31 March 2013.

Council has completed a planning scheme amendment that rezoned Council land in Turnham Avenue and Douglas Street in Rosanna in preparation for its sale and the move of Rosanna-based Council staff to Greensborough.

Public exhibition for a planning scheme amendment to protect 65 additional heritage properties throughout Banyule and add a cultural heritage conservation policy to the scheme has also been completed.

Asset management plans for the city’s roads, pathways, bridges, drainage, playgrounds, open space and buildings have been either updated or completed.

Council completed the planning and subdivision process for two hectares of land in Ryans Road, Eltham North, with nearly half set aside for a conservation reserve.

In the 2011/2012 financial year, Council’s Development Planning Team completed assessments of 1,239 applications for development, subdivision or tree removal. A total of 1,179 applications were received for development, subdivision or tree removal and this suggests a productive 12 months for the department with 60 more applications being completed than received. A total of 346 minor applications (including 227 amendments to plans and permits) were received and the department completed the assessment of 382 minor applications within the financial year.

Banyule Building Permits and Inspections (BPi) staff continued to deliver a high quality service to the the community and external clients over the year. A total of 1,583 building permits were issued for the year with a value of $220,622,000. Of this total, some 440 building permits were issued for development within Banyule, with a value of $42,234,000. A total of 7,426 building inspections were conducted throughout the year. BPi continued to identify illegal works and dangerous buildings within the municipality and where appropriate enforce the Building Code. The outstanding and active complaints have been reduced from 239 to 104.


53

Support strengthening of local centres of activity

Funding has been secured for the Children’s Services Hub in Olympic Village as part of the implementation of the Heidelberg West Neighbourhood Framework.

Council has continued to maintain activity centre green spaces and the construction of significant regional play spaces contributes to this. Warringal Playspace provides an activity node close to a major shopping precinct.

A range of funding opportunities have been explored and secured from Federal, State and other sources for investment in community assets. This has included water harvesting, sporting facilities, streetscapes and the Watermarc facility.

Protect and develop publicly used assets

A master plan and recovery plan for Price Park has been adopted by Council. The plan recommends strategies to bring the park back to pristine condition, including erosion and drainage control, planting of native vegetation, upgrading of paths, improved playground and picnic facilities and substantial tree works.

The Warringal Park regional play space has been completed with a range of exciting features including climbing, spinning, sliding and swinging equipment, a puzzle maze, cubbies, a double flying fox, picnic and barbeque facilities.

Banyule’s first outdoor gym has been completed at Binnak Park in Watsonia North. The equipment has separate fitness stations for stretching and flexibility, cardio and strength.

In addition the pedestrian bridge in Binnak Park has been completed. The bridge is constructed from treated pine deck and hardwood bearers and handrails, and has been coated with a non-slip epoxy protective coating. The bridge links asphalt paths at both ends, and spans over a man-made dam. Residents can enjoy spotting wildlife from the viewing deck in the middle of the bridge.

Banyule Flats sporting oval (south) has been converted to warm season grass and the irrigation system has been renewed. Playgrounds at Banyule Native Gardens, Briar Valley Reserve, Winsor Reserve, Olympic Village Green and Donaldson’s Reserve have been replaced.

A new 2.5 metre wide shared bicycle and pedestrian trail has been constructed through Sparks Reserve in Ivanhoe and under Heidelberg Road to connect the existing completed section of Darebin Creek Shared Trail with The Boulevard. This will eventually connect with the Main Yarra Trail. This stage of the project has been jointly funded by Council and Parks Victoria.

Street Sweeping and Cleansing services have continued to be delivered to the agreed standards. New requirements for Greensborough, WaterMarc and Town Square have been identified and resources are being sourced for July/August 2012 implementation.



Enhance public spaces

In partnership with the Salvation Army and Victoria Police, Council has successfully implemented a trial project to tackle illegal dumping of rubbish at the Watsonia Salvation Army Store. The project has resulted in a 75% reduction in rubbish dumping, the prosecution of offenders and a huge cost saving to the Salvation Army to remove the rubbish.

Every year, thousands of Australians help clean up their environment on Clean-Up Australia Day in March. Council encourages volunteers to join together in a clean-up at a number of sites around the municipality. This year 190 Banyule volunteers collected 1.7 tonnes of litter and rubbish from six sites across the city.

Council’s Parks and Gardens crews planted over 1,625 street trees, and pruned and inspected approximately 35,000 street trees.

Support sustainable transport

Council has adopted the Activity Centre Car Parking Policy and Strategy. The Residential Parking Permit scheme has been implemented and recommendations from the Greensborough Activity Centre Car Parking Strategy are being implemented. Development of the Heidelberg Parking Strategy has commenced with the preparation of a database for a future parking plan review.

Bicycle lanes have been installed throughout the municipality to improve links to the existing bicycle network in line with Council Bicycle Strategy.

Council continues to work with the Department of Transport and the Minister for Transport to improve:• service frequencies and accessibility to our activity centres• access and facilities at railway stations.


55

Objective:

Prosperity Prosperous and sustainable local economySupport economic development opportunities in a sustainable manner for a thriving Banyule economy.

‘Prosperity’ is about fostering economic conditions so that people in the community can achieve financial independence and a sustainable quality of life.


Support and encourage appropriate business development and local economic growth

The Prosperity Strategy and Policy has been drafted and incorporates the Economic Development and Employment Policy and Strategy. This document encourages local employment opportunities and access to jobs.

Council has continued to regularly update Banyule businesses through e-bulletins and quarterly newsletters about new initiatives, opportunities and key changes to legislation that may impact their business

More than 600 people attended economic development events including networking events, training and development sessions, business advisory service meetings and a State Government funded group delivery program. These included:• ‘Banyule and Darebin Business Breakfast Series’ – two business breakfasts held in

collaboration with Darebin Council • ‘Women in Business Lunch’ – held in October 2011 • Small Business Workshops and Seminars – seminars delivered in collaboration with

small business Victoria on a range of topics including ‘starting your own business’, ‘winning government business’, ‘commercialising your new idea’, ‘getting your business organised’, ‘getting the right staff ’ and ‘budgeting and forecasting’

• Small Business Advisory Service – nine sessions held (6 bookings available at each session). These are confidential one-on-one sessions where current and prospective businesses can obtain free advice from an experienced advisor from the Box Hill Business Enterprise Centre

• group delivery program – Council received a $15,000 state government grant to run a group marketing program with 10 local businesses.

In addition to the above (and not included in our figures) are the Northern Business Achievement Award breakfasts that we support. There are four of these per year with at least 200 in attendance per session.



Improve access to affordable housing, employment, health and community services

Council has continued its commitment to improve the viability of retail centres by expanding its matched special rate and charge funding for shopping centres in Greensborough, Montmorency, Eaglemont, Watsonia and Macleod.

Council has continued to deliver structure plans to activity centres to provide opportunities for mixed use development, increasing housing choice, and increasing employment choice for Ivanhoe and The Mall. A master-plan was prepared for Bell Street Mall and the development of a new draft Ivanhoe Structure Plan has commenced.

Encourage appropriate investment in our activity centres

A new draft Ivanhoe Structure Plan is being developed, with extended public consultation taking place involving about 1,200 stakeholders, including expanded resident membership on the Ivanhoe Community Consultative Committee.

Council has been successful in securing additional funds for streetscape works in Greensborough, towards the completion of Greensborough Walk and an upgrade of Main Street including a new pedestrian crossing.

Banyule has continued to work with Trader Associations to maximise the marketing of key activity centres.


57

Build community capital

Council continues to advocate to the State Government and Places Victoria for the development of the two former school sites in West Heidelberg and Bellfield. The advocacy has been aimed at ensuring the appropriate redevelopment of the sites and the inclusion, replacement and enhancement of appropriate community infrastructure and meeting places.

Banyule has continued to work closely with its community to deliver successful events as part of its events calendar. These have included: Banyule Festival, Malahang Festival, Winter In Banyule, and Carols and Boulevard Lights

In addition, the planning, coordination and implementation of informal leisure programs as a tool for community engagement has been very successful in delivering a range of free community events including: Games Night with movie screening at Watsonia Library (twice), Community BBQ in Parks for Playground, Launches, Bike Rides and bike repairs workshops, Local Nature Walks, Exercise Programs in Parks, and Preserve Making Workshops.

Council has continued to partner with agencies to support community activities such as emergency management coordination. Government and non-government agencies are represented on the Municipal Emergency Management Planning Committee as required, which meets quarterly. The new Fire Management Sub-Committee with appropriate agency representation was convened formally in May 2012 with the final adoption of the new Fire Management Plan and transfer to the new sub-committee in August 2012.

The ‘Planning for Good Governance Project’ for the Olympic Village Learning Hub was conducted in partnership with other government departments and community stakeholders. The project was completed in December 2011, with presentation of two final reports “OVLH Governance and Financial Model” and “Engagement Strategy.” This project was overseen by the collective OVLH Partnership group in consultation with relevant stakeholders at appropriate stages of the process.



Objective:

Participation Community involvement in community lifeGovern effectively by appropriately engaging the community in issues that affect them, and advocate for the broader interest of the community.

‘Participation’ is central to good governance.


Plan and engage with our community

Council has adopted the Banyule Indigenous Australians Commitment Plan, 2012-16, and 2012-13 Action Plan, which was launched at this year’s Welcome to Country & Indigenous Australian Flag Raising Ceremony.

Banyule has continued to support the Community’s implementation of The Banyule Community Plan.

Preparation and Planning for the General Election in October 2012 are underway, including tendering for services for the Conduct of the Election, Stand for Council Campaign and General Advertising Plan for the elections. This includes website information on the elections, how to enrol to vote and becoming a Councillor.

In accordance with best practice and advice from Local Government Victoria, an Election Caretaker Period Guideline was developed to cover the period leading up the Elections being held on 27th October 2012. These guidelines cover the period that Council goes into ‘caretaker mode’ and no major decisions are to be made. Governance Practice notes were developed to assist both Councillors and staff adhere to these guidelines during this period.

An Induction Presentation/Program was developed to assist staff in understanding the key legislative requirements of the Governance area, specifically in relation to key Ombudsman’s’ reports on Conflicts of Interest, Receiving of Gifts, and Privacy.

A Local Government Inspectorate Audit was conducted for Banyule and this identified that a high level of compliance was being achieved. Particular mention was made of the Public Information Register and the manner it was maintained.


59

Encourage participation in community life

Over 400 Banyule residents became Australian citizens over the past 12 months. Council held four citizenship ceremonies during the year including an Australia Day event.

The Banyule Community Volunteers Awards were held in May during National Volunteers Week with 480 guests in attendance. A total of 50 nominations were received and a total of 16 residents and groups were recognised including two Lifetime Achievements, five individuals, two young people, five groups and two Good Neighbours.

Advocate on behalf of the community

One of Council’s key governance functions is to advocate on behalf of its community on issues of importance. By representing the interests of the community in a range of forums, we have the ability to attract additional resources to the municipality and resolve issues that affect how we live.

Over the past twelve months Council has advocated on various cost shifting issues. A submission was sent to the Federal Government supporting the proposed financial recognition of Local Government in the Constitution in order to secure direct Commonwealth funding for local communities.

The Mayor wrote to the MAV and various State and Federal Ministers advocating for continued “Take-a-break” funding for Occasional Care Centres.

Banyule forms part of seven councils in the northern region of Melbourne that travelled to Canberra in November 2011and March 2012. Mayors and CEOs from all seven Councils attended Parliament and presented to relevant Ministers, showcasing the benefits of the region including social, economic, recreational and business opportunities. Banyule presented specifically on the Olympic Village Learning Hub and the Ivanhoe Aquatic Centre.

Council took part in the ‘Rail Corridor Management’ workshop with representatives from the VLGA, Metro Trains, V/Line, VicTrack and the Public Transport Ombudsman and other Councils. This workshop enabled participants to communicate issues raised by the public through to the relevant body that looks after the rail corridors.

Council officers met with Minister for Planning, The Hon. Matthew Guy, Minister for Environment and Climate Change, The Hon Ryan Smith, and the Premier and Minister for the Arts, The Hon Ted Ballieu, Parks Victoria, and Melbourne Water, to advocate for support on the development of the Impressionist Lab Gallery.

Council wrote to the Department of Education and Early Childhood Development (DEECD) to make a formal submission for Council to manage and operate the stadium and theatre facilities at Banksia Secondary College, whilst the Department undertakes its site disposal process. The aim was to ensure valued community access to these facilities.



Advocate on behalf of the community (cont)

Council has continued to advocate on behalf of the community in relation to funding and cost shifting issues associated with Aged and Disability Services.

A letter was sent from Eastern Group of Councils to the Minister for Environment and Climate Change regarding dumped rubbish.

Council’s Strategic Planning area has been advocating for better tree protection by approaching the State Government for better vegetation protection when land is residentially developed. They are also advocating for better Environmental Sustainable Development guidelines in the Planning Scheme, to enable more efficient use of resources when new buildings are constructed.

Council has advocated for better State Government investment in Heidelberg West. This has been explored through discussions with Places Victoria to prompt their interest to lead public sector investment in the area. This advocacy focused on public investment for the Bell Street Mall’s future as an even better retail hub, with commercial and residential development. The outcome of this advocacy has led to Places Victoria showing interest in former school sites. Council is now advocating for good community facility outcomes for these locations, whilst continuing to work with landowners and traders for the Bell Street Mall’s future.

The Strategic Planning area has been advocating for the secured future of Warringal Parklands and Banyule Flats. The State Government previously started work to plan for the ‘missing link’ between the Eastern Freeway and Ring Road. Sensitive environments have the potential to be affected if this link is built in the future. Advocacy is being conducted to raise the importance of Warringal Parklands and Banyule Flats.

Advocacy has also been undertaken for better recognition of heritage so that future land development within Banyule can be better informed by local heritage interests. This has been conducted by commissioning heritage consultants and collecting community nominations, and resulted in 66 additional heritage places being added to Banyule’s Heritage Register in 2012.

Council continues to:• advocate with VicRoads on transport issues including: road safety issues; road use

hierarchy; Bolton Street care and management; funding for intersection upgrades; and Greensborough Principal Bicycle Network and other issues such as maintenance of roadside vegetation

• liaise with the Department of Transport regarding issues associated with the Hurstbridge rail line upgrade including Stephens Street Station upgrade

• urge Victoria Police to undertake turn bans and speed enforcement at various locations within Banyule.


61

Objective:

Strategic Resource Plan: Use our resources wiselyManage the non-financial and financial resources required for the next four years to achieve Council’s strategic objectives.


Provide excellence in customer service and communications

Council has started implementation of its Corporate Communications Plan, focusing on branding and promotion, digital media and community engagement. A major element of the plan is the redevelopment of Banyule’s website and the introduction of social media. Stage1of the redevelopment has commenced and will be live in early December 2012.

A number of marketing and branding campaigns have been undertaken across Council, including 2011 Seniors Festival, 2012 Twilight Sounds, Kids Arty Farty Fest, Youth Fest and Carols by Candlelight, Ivanhoe Structure Plan, and the Storm Water Harvesting Project.

During 2011-12 we developed and launched the name and branding, identity, marketing strategy and collateral for the Greensborough Project. WaterMarc is the name of Council’s new regional aquatic and leisure centre in Greensborough.

In the State Government’s Annual Community Satisfaction Survey 2012, Banyule’s result of 74 for ‘Customer Service’ was above the average for the Inner Melbourne Metropolitan Group and above the State-wide average. In addition, we have undertaken a mystery shopping program with Customer Service Benchmarking Australia which provided us with independent reporting on our service levels and style.

Council’s Customer Service Charter and our internal customer service standards has been reviewed and will be relaunched towards the end of 2012.

One of the biggest challenges Customer Service has faced this year has been the introduction of the Voice over Internet Protocol (VoIP) phone system and Geomant call centre system.

The Banyule Household Survey was conducted in 2011, and provides valuable information to assist with forward planning and identifying improvement opportunities for service delivery.

Council continues to deliver our ‘Out & About’ program to foster better links and information flows with the community. Under this program, members of the customer service team (supported by service unit staff) attend community centres and events to promote Council and community programs and services, as well as educate the community on how to best access the services and opportunities available to them. This very successful program has a particular focus on groups who have difficulty in accessing Council information or services, for example senior citizens groups.



Develop our staff and organisational culture

During the last financial year, Banyule has continued to implement its Workforce Strategy and Action Plan, including:• adopted and implemented its Flexible Work Options guidelines• continued implementation of a Workforce Wellbeing Program for the prevention of

injuries and to maintain overall wellbeing• learning and development focus groups were conducted to identify learning needs

across the organisation• introduced e-learning modules• conducted a series of workshops for the Banyule Leadership Network and for

supervisors, including leadership skills and emotional intelligence workshops• the Employee Value Proposition was finalised and implemented in the recruitment

processes. These clear attributes are available for our local community to see in all our recruitment efforts

• Council has successfully concluded a negotiated outcome for the three year Enterprise Agreement No. 5.

Council is committed to developing and implementing innovative human resource strategies that promote staff development, achievement and wellbeing. To achieve this, Banyule has continued to implement a range of key initiatives and programs including:• the ‘Working Together Working Better’ program which provides a values framework for

staff to: respect each other, have clear purpose, take ownership, seek opportunity and involve others

• an Organisational Cultural Program to support the growth and development of our organisational culture through development strategies that focus on achieving agreed and accepted values and behaviours.

During 2011-2012, the Senior Management Team has continued its work to strengthen the direction and effectiveness of workforce planning and organisational cultural aspects.



63

Manage our valuable corporate information and knowledge

Council has established an Information Management Working Group. The following tasks have been undertaken in readiness for the implementation of a new Electronic Document and Records Management System (EDMRS):• appointment of a Project Manager• appointment of a consultant to assist with the development of a tender specification,

change management plan and implementation strategy• extensive tender evaluation process, including site reference checks, vendor

demonstrations and implementation workshops• facilitation of Information Management (IM) Steering Committee to capture IM

decisions• establishment of ‘Bills Buddies’ to be champions of the new EDMRS and assist with

cultural change pre and post implementation• developed a Business Classification Scheme to provide a better structure for the

capture and management of Records.

Deliver innovative information technology solutions

Over the last financial year, the IT Team has delivered a range of foundation technologies as identified in the ‘Technology Vision 2020 and Delivery Plan,’ with the aim to best position Council in meeting the future technological challenges. Some of the key achievements in this area are as follows:• implemented the Unified Communication Solution using Voice over Internet Protocol

(VoIP) to replace outdated PABX Telephony systems• upgraded the wireless WAN (Wide Area Network) link between Ivanhoe - Austin -

Rosanna to Greensborough to provide improved connectivity to the business• improved VoIP services and its reliability by replacing VMware (virtual) servers, and

deployment of new 2008r2 AD (server for active directory) at Nets, Olympic and Ivanhoe BLFM sites, and also implemented Ivanhoe Aquatic ‘Club 2.0’ software to support the Technogym Wellness system

• completed the technology platform in readiness for Windows 7 and Office 2010 rollout by undertaking a series of upgrades, modifications and systems assessments.

The IT Team has established and is implementing the technology platform to deliver effective, efficient and reliable IT services for WaterMarc in Greensborough.



Conduct effective and integrated forward planning

During 2011-2012 we have continued with our significant work to strengthen the corporate planning process. The planning process commenced early (in October 2011) to enable timely and better integration with the budget process. In the development of Banyule’s City Plan 2009-2013 (Year 4) there was a particular focus on further clarifying the intent of the City Plan key directions and identifying clear focus areas. The set of strategic indicators used to monitor progress against our City Plan objectives has also been strengthened. These aspects of corporate planning contribute greatly to Council delivering services in a more strategic, coordinated and responsive way to meet the needs of the community.

Our strategic indicators were reviewed to ensure best representation of our performance, to provide good quality information, and to respond to the findings in a recent report ‘Business Planning for Major Capital Works and Recurrent Services in Local Government (September 2011),’ by the Victoria Auditor-General’s Office (VAGO). The indicators chosen represent broad measures of success in areas that are within our control or of significant interest to Council. They help us to assess our efficiency and indicate effectiveness and the quality of the services we provide. They aim to monitor progress against Council’s priority areas within each objective.

Council has continued the development and implementation of its key policy and strategy framework in relation to its City Plan objectives, and the 10 year Strategic Asset Plan. This ongoing work will inform the major City Plan review at the end of 2012.

In addition to the Corporate Planning Program (City Plan and Organisational Annual Business Plan), all service units have conducted an annual review process to report on their performance in the previous year and plan their service for the following year. This includes:• reviewing Service Objectives and Quality & Cost Standards• completing an end of year report (action plan, summary of performance/ key highlights

and KPIs)• conducting service unit/directorate planning for the next year• reviewing performance against last year’s action plan and relevant KPIs, and taking into

account community feedback from ongoing consultation• determining priorities and key challenges• developing an updated action plan.

Council has an integrated database that facilitates the management of actions for service units and the organisation. During 2011-2012, Banyule completed its transition to its new system, ‘Interplan’ (which replaced the former Corporate Information Database (CID). Interplan is used to report on key plans, including service unit plans.

Council’s performance against the City Plan and Budget is reported in Banyule’s Annual Report.


65

Conduct effective and integrated forward planning (cont)

As a further level of sophistication in performance improvement, the organisation has developed a better understanding of four determined core capabilities:• Engagement - engage community – understand and represent our community and its

interests (eg. Communications Plan, Inclusion Policy and plans)• Resources - allocation decisions – balance competing demands and allocate resources

optimally (eg. a 10 Year Capital Works Plan, and the Strategic Property Group to focus our commercial opportunities)

• Services - deliver effective services – provide the right service, right time, right level (eg. Communications Plan, the Electronic Document Records Management System (EDRMS) project, and the Voice over Internet Protocol (VoIP) replacement telephony system)

• Visioning - future visioning – envisage the future and plan for it (eg. continuation of policy framework around the ‘5P’s’ – People, Planet, Place, Prosperity and Participation).

These are four key interrelated capabilities that are vital to achieving our City Plan objectives and contributing to community satisfaction with Council’s services.

Deliver quality and value for money services

Council remains committed to a Best Value process in its service delivery and service support.

The annual planning process for each service unit has incorporated the development of a comprehensive action plan for continuous improvement and ongoing service provision. The Best Value action plans developed through the service review process address the key issues and opportunities for improvement resulting from community consultation and benchmarking programs, and the review of the Quality and Cost Standards and current work practices.

Quality and Cost Standards are reviewed and updated annually. The documents also incorporate links to the City Plan and other key Council plans, and a brief service profile.

Banyule City Council holds externally audited certification in the areas of quality, the environment and safety. This certification program and associated integrated management system form the foundation of our continuous improvement and best value system. Council successfully maintained certification following an annual surveillance audit held in August 2011 with Council’s current certification body, Global-Mark Pty Ltd.

Banyule’s continuous improvement program aims to:• continue to effectively apply the Best Value principles and meet the Best Value

Legislation • maintain certification to quality, environmental, and occupational health and safety

standards, and provide strong and sustainable continuous improvement to ensure future success

• continue to meet the changing needs of the community.

Organisational systems relating to Best Value (Banyule Management System) have been reviewed. This included providing support to the Steering Committee and Working Group, facilitating the Internal Audit Program, maintaining system documentation and communication, facilitating training to relevant staff members, liaising with external auditors and assisting with the close-out of audit findings.



Deliver quality and value for money services (cont)

Banyule’s service units have continued to participate in service unit regional networks, which share information and explore alternative ways of solving common problems or issues.

In addition to service-specific benchmarking projects undertaken as part of Best Value service reviews, Banyule also utilises the State Government’s Annual Community Satisfaction Survey. The survey provides a reliable and valid measure to compare and contrast performance in a range of key service areas (categories), and in relation to other metropolitan councils. The surveys measure how well Banyule is performing in the delivery of services (e.g. waste management) and key overall governance aspects such as advocacy, customer service,community engagement and overall performance. They enable councils to monitor performance and also provide valuable information about opportunities for improvement.

One of the more recent industry benchmarking projects involved the development of a new Victorian Local Government Community Satisfaction Survey (CSS) for 2012, which was co-ordinated by the Department of Planning and Community Development (DPCD). Due to the significant changes to the methodology and content of the CSS in 2012, comparisons could not be made with the CSS results for surveys conducted in 2011 or before. The 2012 survey results provide a benchmark which will enable Banyule to track comparisons with results in future years. The survey also enables Banyule to compare its results with Councils in the same group (ie. the Inner Melbourne Metropolitan Group) and with the State-wide average results for all participating Councils.

Although the 2012 survey methodology has changed, Banyule Council has continued to achieve strong results. Banyule’s performance was relatively high in most of the measured service areas, and in comparison with the Inner Group and State-wide results.

The survey results this year, and the consistently high results over previous years of the survey, demonstrate Banyule’s ongoing commitment to continuous improvement and meeting the needs of our community.

Further information on Banyule’s Community Satisfaction Survey results is provided in the Performance Statement section of this Annual Report (Banyule’s Key Strategic Activities for the Year Ending 30 June 2012).

In addition to specific community consultation projects undertaken as part of individual Best Value service reviews, Banyule also conducts community consultation and stakeholder forums prior to developing or revising corporate policies and strategic plans. We also draw on other current community consultation data sources such as:• key Council plans and strategies (e.g. City Plan, People: Health and Wellbeing Policy

and Strategy, State of the Environment Report, Municipal Strategic Statement, Cultural Strategy and the Recreation Strategy)

• demographic information on residents and businesses• a comprehensive Household Survey conducted in 2011, which has added to our

knowledge of our Community.

Further consultation details are provided in the Corporate Governance section of the Annual Report.


67

Deliver quality and value for money services (cont)

This Best Value Victoria Annual Report is included as part of Banyule’s Annual Report document and is also available on Banyule’s website in the comprehensive Best Value section (www.banyule.vic.gov.au/bestvalue).

Council also regularly utilises our community newsletter The Banner to report back to the community on our achievements, including Best Value service improvements.

Apply sound risk management principles and practices

Our Risk Management Policy was revised and adopted in May 2012. Banyule has also commenced development of an Interplan Integrated Risk Manager (IRM) module to manage the revised Corporate Risk Register and link risk management actions, tracking and reporting to the Annual Business Plan.

In addition, Banyule has continued to enhance occupational health and safety policies and practices. Task-related manual handling training videos have been implemented for our Parks and Gardens team, for teams based at our Operations depot, and for our Community Programs areas.

A Safety Leadership program was developed and conducted with City Services and Community Programs team leaders and supervisors.

Council’s Business Continuity Plan (BCP) has been revised and prepared for formal adoption (and subsequent testing in 2012/13).

Provide effective support to enable good governance and accountable leadership

A new reporting process on the outcomes of Council meeting resolutions was introduced earlier in the year. Monthly reports are provided to Senior Management providing information on the status of a Council resolution and the actions undertaken n relation to the resolution. This helps Senior Management monitor the actions undertaken and the actions that still require follow-up, and keeps Councillors and members of the public informed on progress of key items.

A new process has been introduced at Council meetings to capture questions arising from the Council Meeting Public forum (the informal question time before the meeting). This enables questions and queries that cannot be answered at the meeting to be documented. Such questions are passed on the relevant department the day after the Council meeting and a response is then provided to the enquirer. Once a month Councillors are updated on the progress of such questions that were taken on notice from the Council meeting.



Plan and manage Banyule’s physical assets

Asset management plans for the city’s roads, pathways, bridges, drainage, playgrounds, open space and buildings have been updated or completed.

Council’s commitments to direct development towards appropriate locations, encourage good design, and maximise the value of Council’s existing assets, continue to be implemented.

Fleet Management services continue to be delivered to agreed standards with operating and vehicle capital replacement budgets coming under budget in 2011/12. A survey of fleet users into the satisfaction with workshop, fleet management and vehicle changeover and breakdown services has been undertaken with actions developed to address any issues identified. Fleet size and composition has also been reviewed to minimise environmental impacts based on vehicle size and efficiency.

Manage our financial resources in a sustainable manner

Council continued to refine and develop the information and system used to determine Council’s long-term strategic financial planning estimates. This information has been utilised by management to compile the operating budget for future years.

The Power Budget reporting structure has been updated to streamline the production of the notes within our end of year accounts.

The Procurement team has continued to provide education and support for procurement activities and contract management for service units. Monitoring of adherence to the Procurement Policy and the Procurement and Contract Guidelines has continued and been reported to management as required. The Local Government Inspectorate Audit conducted for Banyule included procurement and identified a high level of compliance.


Documents

Best value report 2011 to 2012