Council Chamber, Town Hall, Sturt Street, Ballarat AGENDA...9.2. PLP/2017/503 - Use of the Land for a Helicopter Landing Site - Rear of 900 ... good governance." Wurrung People, the

Ordinary Council Meeting

21 February 2018

Council Chamber, Town Hall, Sturt Street, Ballarat

AGENDA

Public Copy

Ordinary Council Meeting Agenda 21 February 2018

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NOTICE IS HEREBY GIVEN THAT A MEETING OF BALLARAT CITY COUNCIL WILL BE HELD IN THE COUNCIL CHAMBER, TOWN HALL, STURT STREET, BALLARAT ON

WEDNESDAY 21 FEBRUARY 2018 AT 7:00PM.

AGENDAORDER OF BUSINESS:

1. Opening Declaration........................................................................................................4

2. Apologies For Absence...................................................................................................4

3. Disclosure Of Interest .....................................................................................................4

4. Confirmation Of Minutes.................................................................................................4

5. Matters Arising From The Minutes.................................................................................4

6. Public Question Time......................................................................................................5

7. Reports From Committees/Councillors.........................................................................6

8. Assemblies Of Councillors .............................................................................................6

8.1. Assemblies of Councillors........................................................................................6

9. Officer Reports...............................................................................................................15

9.1. Grant Policy Review...............................................................................................15

9.2. PLP/2017/503 - Use of the Land for a Helicopter Landing Site - Rear of 900

Humffray Street South, Mount Pleasant ................................................................30

9.3. Quarterly Financial Report .....................................................................................42

9.4. Council Plan Progress Report................................................................................93

9.5. Submissions Regarding Local Government Act Review......................................120

9.6. Cycling Connections Project and CBD Traffic Modification .................................142

9.7. CBD Car Parking Action Plan ..............................................................................155

9.8. Community Flag Pole Policy ................................................................................238

9.9. MADE Feasibility Study .......................................................................................248

9.10. Outstanding Questions ........................................................................................255

10. Notice Of Motion ..........................................................................................................258

11. Urgent Business ..........................................................................................................258


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12. Section 89 (In Camera) ................................................................................................258

13. Close .............................................................................................................................258

The next Ordinary Meeting of the Ballarat City Council will be held on Wednesday 14 March 2018.


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1. OPENING DECLARATION

Councillors: "We, the Councillors of the City of Ballarat, declare that we will carry out our duties in the best interests of the community, and through collective leadership will maintain the highest standards of good governance."

Mayor: "I respectfully acknowledge the Wadawurrung and Dja Dja Wurrung People, the traditional custodians of the land, and I would like to welcome members of the public in the gallery."

2. APOLOGIES FOR ABSENCE

3. DISCLOSURE OF INTEREST

4. CONFIRMATION OF MINUTES

5. MATTERS ARISING FROM THE MINUTES


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6. PUBLIC QUESTION TIME

Note – all public representations will be heard before each item on the agenda.

QUESTION TIME Question Time will be for a period of 30 minutes; Questions submitted must begin with the submitters name and suburb; No person may submit more than two questions at any one meeting; If two questions are submitted, the second question may be deferred until all other

questions have been asked, or may not be asked if the time allotted for public question time has expired.

A question may be disallowed if the chair determines that it: Relates to a matter outside of Councils responsibility; Is defamatory, indecent, abusive, offensive, irrelevant, trivial or objectionable in

language or substance; Deals with a subject matter already answered; Is aimed at embarrassing a Councillor or a member of Council Staff; Relates to personnel matters; Relates to the personal hardship of any resident or rate payer; Relates to industrial matters; Relates to contractual matters; Relates to proposed developments; Relates to legal advice; Relates to matters affecting the security of Council property: and/or Relates to any other matter which Council considers would prejudice Council or

any other person. A Councillor or the Chief Executive Officer may require a question to be put on notice. If a

question is taken on notice, the answer to it must be incorporated in the minutes of Council and a written copy of the answer sent to the person who asked the question: and

A Councillor or the Chief Executive Officer may advise Council that an answer should be given in a meeting closed to members of the public and why.

PUBLIC SUBMISSIONS 1. Representatives must register by 4:30pm on the day of a Council meeting by contacting

the City of Ballarat on (03) 5320 5875. No unregistered public representative will be allowed to speak.

2. The Representative will be given three to five minutes to address the meeting, with extension of time at the discretion of the Chair.

3. Any Councillor can ask questions of the Representative. 4. The Chair may limit the number of representatives on any particular Agenda item. 5. All representations must relate to items on the Agenda and will be heard prior to each

respective Agenda item.


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7. REPORTS FROM COMMITTEES/COUNCILLORS

8. ASSEMBLIES OF COUNCILLORS

8.1. ASSEMBLIES OF COUNCILLORS

Division: Business Services Director: Glenn Kallio Author/Position: Sarah Anstis - Governance Administration Officer

OFFICER RECOMMENDATION Council resolves to approve the report on Assemblies of Councillors as listed:

18 January 2018 North Ballarat Negotiations 24 January 2018 Council Agenda Review Briefing 24 January 2018 Infrastructure and Environment Portfolio Meeting 25 January 2018 Community Development Councillor Meeting 7 February 2018 Council Agenda Review Briefing

EXECUTIVE SUMMARY The purpose of this report is to provide Council with copies of Assembly of Councillor Records as required under section 80A(2) of the Local Government Act 1989. RATIONALE Section 80A(2) of the Local Government Act 1989 requires the record of an Assembly of Councillors to be reported at an Ordinary Council meeting. Assembly of Councillors Records are attached to this report. LEGISLATION, COUNCIL PLAN, STRATEGIES AND POLICY IMPACTS

Charter of Human Rights and Responsibilities Act 2006; Local Government Act 1989; and City of Ballarat Council Plan 2017-2021.


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REPORTING AND COMPLIANCE STATEMENTS

Implications Considered in Report? Implications Identified?Human Rights Yes NoSocial/cultural Yes YesEnvironmental/Sustainability No NoEconomic No NoFinancial/Resources No NoRisk Management Yes YesImplementation and Marketing

No No

Evaluation and Review No No

Human Rights - It is considered that this report does not impact on any human rights identified in the Charter of Human Rights and Responsibilities Act 2006. Social/Cultural - The inclusion of the attached Assembly of Councillor Records in the Council Agenda and the availability to the community increase awareness of the activities of Council and could increase community involvement in decision making at Council level. Risk Management - There are implications with regards to Council’s compliance with the Local Government Act 1989 if Assembly of Councillor Records are not reported to Council.

OFFICERS DECLARATIONS OF INTEREST

Council Officers affirm that no direct or indirect interests need to be declared in relation to the matter of this Report.

REFERENCE DOCUMENTS

Nil

ATTACHMENTS

1. 24 January 2018 Council Agenda Review Briefing [8.1.1]2. 25 January 2018 Community Development Councillor Portfolio Meeting [8.1.2]3. 24 January 2018 Infrastructure and Environment Portfolio Meeting [8.1.3]4. 18 January 2018 North Ballarat Negotiations [8.1.4]5. 7 February 2018 Council Agenda Review Briefing [8.1.5]

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9. OFFICER REPORTS

9.1. GRANT POLICY REVIEW

Division: Innovation and Organisational ImprovementDirector: Cameron GrayAuthor/Position: Cameron Gray – Director Innovation and Organisational

Improvement

OFFICER RECOMMENDATION

That Council:

1. Notes the officer's report; and

2. Adopts the revised City of Ballarat Grants Policy

EXECUTIVE SUMMARY

Council at its ordinary meeting on 12 April 2017 adopted the City of Ballarat Grants Policy 2017.

The Grants Policy was developed to ensure that recipients are able to deliver quality programs, events, products and services which are of great benefit to Ballarat and which bring a wide range of social, environmental and economic returns to the City.

The policy has been in place for over eight months and Council officers have reviewed its effectiveness and application and modifications to the policy are recommended. The details of the policy changes are detailed below.

RATIONALE

The Grants Policy 2017 replaced the various ad hoc sponsorship and funding arrangements of the past and was designed to complement and replicate the successful City of Ballarat Community Impact Grants program.

Comprising 13 funding programs that target specific needs, the policy provides for a consistent approach to administering grants. Each specific program also provides for administrative arrangements relating to that program detailed in the policy and guideline documents to be developed.

In addition to the programs listed within the policy, Council may also provide for specific contributions within its annual budget to groups, organisations and businesses that align with the Council Plan and Council strategies.

The policy has been applied over the past six months and a review has been undertaken by Council officers to consider the effectiveness and impact of the current policy and identify modifications and changes to improve its clarity and application.


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POLICY CHANGES

The following changes to the current policy are recommended:

Funding Programs Reduce the number of funding programs to eleven, by merging the Community

Infrastructure Grants Program and the Community Events and Festivals Grants Program with the Community Impact Grants Program.

Introduce within the merged Community Grants Program, four categories of funding:

o Strengthening infrastructure to support community participation (non-fixed capital equipment and items);

o Encouraging connected communities (websites, online community hubs, community newsletters, publications and documentaries);

o Promoting healthy lifestyles (healthy eating and education programs, active ageing, local community events and festivals);

o Building resilient communities (training workshops, community forums, volunteer development).

Rename the Sport and Recreation Grants Program to Sport and Acting Living Grants Program to align with the title and key values for this Unit.

Application and Assessment

Introduction of detail on the application and assessment process to assist the community in making applications and providing the Council with a more efficient and consistent approach to grants management.

This includes an initial expression of interest from applicants outlining the general purpose, benefits and budgets for proposed projects. This request will then progress to a formal grant application and assessment process.

Clarity is also added to inform the community of the assessment process and expected time lines. Notification of outcome is expected in 12 weeks from the submission of a formal Grant Application and is dependent on the type of funding program and the cycle of Council meetings.

Fundraising Projects and Seed Funding

Clauses have been added to the policy to confirm Council’s position on funding for fundraising events and activities and to make provision for consideration of seed funding for projects based on the level of local distribution of funds raised, economic and community benefits and alignment with the Council Plan.

Equity of Distribution of Grants

Additional detail on the number of applications that can be made under the various funding programs has been provided and this has removed ambiguity of the current policy and results in a more equitable distribution of grants across the community.


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Risk Management

Provision has been made in the policy for the Council to retain up to 20 percent of the recommended funding for a project as security against the delivery of the project and acquittal of funding. This balance will be payable on the applicant’s successful completion of the funded project and the return of a detailed acquittal.

LEGISLATION, COUNCIL PLAN, STRATEGIES AND POLICY IMPACTS

Charter of Human Rights and Responsibilities Act 2006; Local Government Act 1989, S195A; and City of Ballarat Council Plan 2017 – 2021.


Implications Considered in Report? Implications Identified?

Human Rights No NoSocial/Cultural Yes YesEnvironmental/Sustainability No NoEconomic Yes YesFinancial/Resources Yes YesRisk Management No NoImplementation and Marketing Yes YesEvaluation and Review No No

Human Rights – It is considered that this report does not impact on any human rights identified in the Charter of Human Rights and Responsibilities Act 2006.

Social/Cultural – The City of Ballarat Grants Policy will provide a broader access to Council support for projects of benefit to the community than currently available.

Economic – The policy retains funding programs that encourage economic growth, business innovation and development within the municipality.

Financial/Resources – An annual budget allocation will be required to implement the Grants Policy. All applications will be assessed on a case by case basis and will be subject to the availability of budget.

Implementation and Marketing – It is proposed that Council promote the availability of grants and the process through Council publications, website and social media. Council officers will provide two information sessions on Council grants per year.

CONSULTATION

Council officers have received feedback on the initial Grants Policy from a number of sources including applicants, industry groups and Councillors and this has been used to develop the changes recommended in the new policy.


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REFERENCE DOCUMENTS

City of Ballarat Grants Policy (2017 version)

ATTACHMENTS

1. Grants Policy (2018) [9.1.1]

Grants Policy

BALLARAT CITY COUNCIL Town Hall Sturt St

Ballarat VIC 3350 Tel. 5320 5500

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Policy Template

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TABLE OF CONTENTS 1 DOCUMENT CONTROL INFORMATION ...................................................................... 2 2 POLICY STATEMENT ................................................................................................... 3 3 OWNER ......................................................................................................................... 3 4 APPLICABILITY ................................................. ERROR! BOOKMARK NOT DEFINED. 5 DEFINITIONS ...................................................... ERROR! BOOKMARK NOT DEFINED. 6 PROCEDURE AND GUIDANCE NOTES ....................................................................... 3 7 COMPLIANCE RESPONSIBILITIES.............................................................................. 9 8 CHARTER OF HUMAN RIGHTS COMPLIANCE ......................................................... 10 9 REFERENCES AND RELATED POLICIES ................................................................. 10

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Grants Policy

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1 DOCUMENT CONTROL INFORMATION

DOCUMENT CONTROL

Policy Name Grants Policy

Business Unit Innovation and Organisational Improvement

File Location Trim

Document status Review Final

Version 2.00

Version Date January 2018

Next Review date January 2020

DOCUMENT HISTORY

Version Date Author Initial Draft 1.00 22/2/2017 R66/17 Final Draft 1.00 12/4/2017 Cameron Duthie Approved 1.00 12/4/2017 Cameron Duthie Review Draft 1.01 15/11/2017 Brendan Gosstray Review Final 2 30/01/2018 Cameron Gray Approved

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Grants Policy

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2 POLICY STATEMENT Intent: The intent of the Grants Policy is to ensure that recipients are able to deliver quality programs, events, products and services which are of great benefit to Ballarat and which bring a wide range of social, environmental and economic returns to the City. Background: The Grants Policy includes 11 funding programs that target specific need and provides for a consistent approach to administering grants. Each funding program provides for administrative arrangements relating to that program detailed in the policy and guideline documents (refer Clause 7 - “References and Related Policies” below). In addition to the programs listed within this policy, Council may also provide for specific contributions within its annual budget to groups, organisations and businesses that align with the Council Plan, Council strategies and the purposes/principles in this policy. 3 OWNER The owner of this policy is the Chief Executive Officer. All enquiries regarding this policy should be initially directed to the Innovation and Organisational Improvement Directorate. 4 PROCEDURE AND GUIDANCE NOTES

4.1 POLICY The Grants Policy encompass the following programs:

4.1.1 BUSINESS EVENTS AND FESTIVALS GRANTS PROGRAM: Up to $10,000 for events, festivals and awards which advance and encourage the participation of Ballarat-based businesses in the development of a stronger local economy. Applications may be taken from not-for-profit and for-profit organisations and businesses.

4.1.2 TOURISM EVENTS GRANTS PROGRAM: Up to $25,000 for projects, festivals, events or activities which advance and encourage increased visitation, participation and yield and/or contribute to the presentation or marketing of Ballarat as a tourism destination of choice. Applications may be taken from not-for-profit and for-profit organisations and businesses. Specific assessment criteria will apply regarding value for money, increased visitor numbers and increased yield, this may include sporting events.

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Grants Policy

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4.1.3 COMMUNITY IMPACT GRANTS PROGRAM: There are four categories within this funding program, allowing for up to $10k for:

• strengthening infrastructure to support community participation (non-fixed capital equipment and items)

• encouraging connected communities (websites, online community hubs, community newsletters, publications and documentaries)

• promoting healthy lifestyles (healthy eating and education programs, active ageing, local community events and festivals)

• building resilient communities (training workshops, community forums, volunteer development)

Groups are welcome to submit multiple applications to the Community Impact Grants Program and access up to a maximum $10,000 each financial year.

4.1.4 ARTS AND CULTURE GRANTS PROGRAM: Up to $10,000 for projects, events and art-works which advance and encourage appreciation and involvement in a wide range of arts and cultural activities promoting involvement and presentation of a wide and diverse range of arts and cultural experiences in the Ballarat community.

4.1.5 SPORT AND ACTIVE LIVING GRANTS PROGRAM: Up to $10,000 for projects, activities or events which advance and encourage active participation and involvement by members of the Ballarat community in sporting and recreational pursuits. Applications will be taken from not-for-profit organisations or peak bodies. For profit businesses or organisations are not eligible.

4.1.6 YOUTH GRANTS PROGRAM: Up to $10,000 to support youth orientated and organised activities including leadership development. Applications will be taken from not-for-profit organisations or peak bodies. For profit businesses or organisations are not eligible.

4.1.7 ENVIRONMENTAL SUSTAINABILITY GRANTS PROGRAM: Up to $10,000 for activities, projects or events which advance and encourage environmental sustainability within Ballarat. Applications will be taken from not-for- profit organisations, peak bodies and community groups. For profit businesses are not eligible.

4.1.8 HERITAGE GRANTS PROGRAM: Up to $20,000 for activities, projects or events which advance the preservation, restoration or interpretation of Ballarat’s unique heritage. Applications will be taken from not-for-profit organisations, peak bodies, community groups and property owners. Eligible places include those that are privately-owned and protected under a heritage overlay in the City of Ballarat, and must conserve the overall significance of the place and involve works that are visible from a public place.

4.1.9 BUSINESS GRANTS PROGRAM: The grant limit for this category is to be based on an Economic Benefit Test and subject also to the City of Ballarat Business Assistance Scheme to encourage and assist businesses to establish and/or expand in the municipality through offsetting of costs incurred as a result of the

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Grants Policy

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new development or expansion. Funds provided in this program are to be expended as outlined in the funding agreement.

4.1.10 SOCIAL ENTERPRISE GRANTS PROGRAM: The grant limit for this category to be based on an Economic Benefit Test and subject also to the City of Ballarat Business Assistance Scheme to encourage and assist social enterprises to establish and/or expand in the municipality through offsetting of costs incurred as a result of the new development or expansion. Funds in this program are to be expended as outlined in the funding agreement.

4.1.11 STRATEGIC PARTNERSHIPS PROGRAM: A non-competitive process to fund organisations or businesses to deliver Council identified initiatives. These initiatives must align with community needs and Council’s Strategic Objectives, as articulated in the Council Plan and based on the following principles:

• partnerships are with sole providers or identified strategic partners that Council is able to work with collaboratively to deliver community outcomes.

• City of Ballarat has no direct responsibility to deliver these initiatives. Strategic partners are identified to make the most of opportunities to meet the needs of the community and deliver on outcomes identified in the Council Plan

• Strategic partnerships are negotiated by the Administration and approved via the annual budget and planning processes with transparent decisions made in open meetings and published on the Council website.

• Strategic partnerships have consistent reporting and contractual agreements. Recipients are required to enter into a Funding Agreement with Council that outlines quarterly reporting requirements and a mutually agreed evaluation framework that focuses on performance and outcome measures.

• Recommendations on the term of the Funding Agreement for Strategic Partnerships will be made by management, taking into consideration the time required to have an impact on outcomes and the term of the strategic documents to which they align.

• Strategic Partnerships can be either opportunistic and responsive to partnership requests, or deliberate and planned in accordance with Council’s Strategic Objectives.

4.2 EQUITY OF GRANT DISTRIBUTION To ensure an equitable distribution of funding through each funding program and to extend the benefits of Council funding most broadly across the community, the following limits to the number of applications will apply:

• Any eligible organisation can make one application per year in each of the funding programs.

• Multiple applications across funding programs for the same project will not be accepted.

Groups are welcome to submit multiple applications to the Community Impact Grants Program and access up to a maximum $10,000 each financial year.

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Grants Policy

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4.3 FUNDRAISING EVENTS Events that have a primary purpose to raise funds and the majority of profits generated are distributed to third-party organisations, agencies or charities without limited direct benefits to City of Ballarat residents, are not eligible for funding from the Council. Where an annual event includes fundraising as a secondary purpose to a community event or activity with high local and visitor attendance (e.g. tourism event) and the fundraising will directly benefit City of Ballarat residents, align with the Council Plan or are seed funding, it may be considered.

4.4 ONGOING FUNDING The City of Ballarat grants programs is not designed for ongoing funding. Organisations and groups seeking funding through the grants programs should consider the grant as seed funding and events or activities funded should have reasonable potential to be self-sustainable following initial funding support by the Council over a period not exceeding five (5) years. The level of funding and period of support will be determined on the following criteria:

• Level of community benefit.

• Level of economic benefit.

• Extent of alignment with the Council Plan.

• Amount of funding previously provided.

• Potential to be self-sustainable.

Funding provided for an event or activity over multiple years would diminish each year.

4.5 GRANT CONDITIONS: • Funded organisations will be required to sign a funding agreement prior to

commencement of any funded project.

• All funded projects must be based in the City of Ballarat or otherwise provide evidence that the project/event/activity will involve and support a significant amount of people from the municipality

• Council funding must be used in accordance to the project approved by the Council as detailed in the funding agreement.

• All funded projects must include all relevant and required consents, permits or approvals prior to commencement.

• Funded organisations are required to meet all relevant legislative requirements (e.g. Occupational Health & Safety, Risk, Equal Opportunity, Workcover).

• The support of the City of Ballarat for funded projects must be acknowledged as detailed in the funding agreement and the City of Ballarat provided with an opportunity to speak at launces and openings.

• Funded organisations are required to ensure volunteers are registered with the organisation and adequately covered by insurance as detailed in the funding agreement.

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Grants Policy

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• Funded organisations must make a minimum dollar for dollar contribution to the funded project through cash or in-kind support.

• Funds are required to be expended within 12 months of the signing of the funding agreement, unless otherwise provided for within that agreement.

• Funds not expended within the agreed timeframe are to be returned to the City of Ballarat unless a written extension is obtained from Council.

• Funded organisations will be required to provide Council with a tax invoice if they are registered for GST, or an invoice if they have an ABN but not registered for GST, or an invoice and signed ‘statement by supplier’ if they do not have an ABN.

• Funded organisations must submit a signed acquittal report to Council within one month of completion of the funded project as detailed the funding agreement. Organisations who fail to provide an acquittal report will not be eligible to make any further funding applications.

• The schedule of payments for funded projects shall include:

- An initial payment of between 80 to 95 percent of the Council funding amount within one month of the signing of a funding agreement. Actual amount to be determined by the level of complexity and risk of the funded project.

- A final payment of 20 to 5 percent of the of the Council funding amount following confirmation of a satisfactory acquittal of the funded project.

- For projects receiving under $4,000 in Council funding, Council officers may make a single full payment of 100 percent.

4.6 BUDGET AND TIMING: Council budget allocations are made each financial year and each funding program has its own dedicated budget. All funding programs will be open from the first Monday in August each new financial year, however individual funding program applications will be closed when the specific allocation for that funding program is exhausted. The Community Impact Grants Program is conducted over four rounds annually with dates of round opening advertised at least one month in advance.

4.7 APPLICATION PROCESS: There are three (3) phases of the application process for all funding programs except the Community Impact Grants program. Phase 1 - All applicants must complete an express of interest in applying for a Council grant. Phase 2 - Council officers will review the express of interest and determine if the applicant’s proposal is eligible for Council funding and confirm the most suitable grant program. If the proposal is considered to be eligible, the applicant will be invited to make a formal Grant Application via the Council’s online grant system. Phase 3 - On receipt of the application, Council officers will review the details and information, provided and may seek additional information from the applicant. Phase 3 concludes when

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Grants Policy

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Council officers consider that sufficient information has been provided to allow the application to proceed to an assessment process.

4.8 ASSESSMENT PROCESS

4.8.1 BUSINESS EVENTS AND FESTIVALS, TOURISM EVENTS, ARTS AND CULTURE, SPORT AND ACTIVE LIVING YOUTH GRANTS, ENVIRONMENTAL SUSTAINABILITY, HERITAGE GRANTS, BUSINESS GRANTS AND SOCIAL ENTERPRISE GRANTS PROGRAMS

There are three (3) phases of the assessment process for the above funding programs: Phase 1 - The application is assessed by Council Officers in accordance with the criteria relevant to the specific funding program under which a grant is sort. Council officers will then submit a report on this assessment and a full copy of the application to the appropriate Council Portfolio. Phase 2 - The Council Portfolio will review the Officer assessment report and application, and will provide recommendations to the next available ordinary Council meeting on projects to be funded. Phase 3 - Projects recommended for funding by the Portfolio will be considered at the Council meeting and applicants will be advised within two weeks of the outcome. It is the Council’s target to complete the assessment process within 12 weeks of commencement.

4.8.2 COMMUNITY IMPACT GRANTS PROGRAM The Community Impact Grants Program has up to four rounds of application for funding per year. Dates of round opening and closure will be published in advance. Rounds will cease when all allocated funds for the program for the year have been distributed. There are two (2) phases of the assessment process for the Community Impact Grants Program: Phase 1 - The application is forwarded to the Community Impact Committee for assessment in accordance with the criteria relevant to the program. Phase 2 - The Special Committee under Council delegation and within relevant policy and guidelines will determine projects to be funded and the level of funding to be provided for the project. Applicants will be advised of the outcome of their application within two weeks of the determination of the Special Committee. It is expected that the assessment process will be completed within eight weeks of commencement.

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Grants Policy

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4.8.3 STRATEGIC PARTNERSHIPS PROGRAM: There are three (3) phases of the assessment process for the Strategic Partnership Program. Phase 1 - The application is assessed by Council’s Executive Leadership Team in accordance with the criteria relevant to the specific funding program under which a grant is sort. Council officers will then submit a report on this assessment and a full copy of the application to the relevant Council Portfolio. Phase 2 - The relevant Council Portfolio will review the Officer assessment report and application, and will provide recommendations to the next available ordinary Council meeting on projects to be funded. Phase 3 - Projects recommended for funding by the respective Portfolio are considered at the Council meeting and applicants will be advised within two weeks of the outcome. It is expected that the assessment process will be completed within 12 weeks of commencement.

4.9 ENSURING COMMUNITY CAPACITY TO APPLY FOR GRANTS: Council will promote the availability of grants and the process through Council publications, website and social media. All Grant Initiation Requests and Full Grant Applications must be made online. Council support will be available to organisations and individuals who have difficulty in accessing the Council’s website. Council officers will provide two information sessions on Council grants per year. 5 COMPLIANCE RESPONSIBILITIES

5.1 DIRECTOR INNOVATION AND ORGANISATIONAL IMPROVEMENT: • Overall policy development and review

5.2 DIRECTOR INFRASTRUCTURE AND ENVIRONMENT: • Environmental Sustainability Grants Program

5.3 DIRECTOR COMMUNITY DEVELOPMENT: • Community Impact Grants Program • Sport and Active Living Grants Program • Youth Grants Program

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5.4 DIRECTOR DEVELOPMENT AND PLANNING: • Business Events and Festivals Grants Program • Business Grants Program • Social Enterprise Grants Program • Heritage Grants Program • Tourism Events Grants Program • Arts and Culture Grants Program

5.5 DIRECTOR BUSINESS SERVICES: • Strategic Partnerships Program

6 CHARTER OF HUMAN RIGHTS COMPLIANCE It is considered that this policy does not impact on any human rights identified in the Charter of Human Rights Act 2007 7 REFERENCES AND RELATED POLICIES Council Plan 2017 - 2021 Grant Programs Guidelines and Assessment Criteria

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9.2. PLP/2017/503 - USE OF THE LAND FOR A HELICOPTER LANDING SITE - REAR OF 900 HUMFFRAY STREET SOUTH, MOUNT PLEASANT

Division: Development and Planning Director: Angelique Lush Author/Position: Leah Clark - Coordinator Statutory Planning

OFFICER RECOMMENDATION Council resolves to:

Issue a Notice of Decision to Grant Planning Permit for the use of the land as a helicopter-landing site at Rear of 900 Humffray Street South, Mount Pleasant subject to the following conditions:

1. The layout of the use on the endorsed plans must not be altered without the further written consent of the Responsible Authority;

2. Unless with the prior written consent of the Responsible Authority, the use of the land as a helicopter-landing site must be between 7am to 8pm seven days per week;

3. Unless with the prior written consent of the Responsible Authority, no more than 20 helicopter movements (being takeoff and landing) are to occur per month during the permitted operating hours;

4. Unless with the prior written consent of the Responsible Authority the helicopter flight path must be consistent with the endorsed flight corridor as shown on the endorsed plan that forms part of this permit;

5. Unless with the prior written consent of the Responsible Authority, all landscaping works forming part of the approved Landscape Plans, must be completed to the satisfaction of the Responsible Authority prior to the commencement of the use on the site. The landscaping shown on the approved Landscape Plans must be maintained to the satisfaction of the Responsible Authority for 18 months from the practical completion of the landscaping. During this period, any dead, diseased or damaged plants or landscaped areas are to be repaired or replaced during the period of maintenance and must not be deferred until the completion of the maintenance period;

6. The helicopter operator must ensure that the helicopter and its landing site complies with the CASA’s Guidelines for the ‘Establishment and Operation of Onshore Helicopter Landing Sites (CAAP 92-2(2))’;

7. Unless with the prior written consent of the Responsible Authority, the helicopter using the site must not exceed 2 tonnes in total weight;

Corangamite CMA 8. There shall be no filling or raising of ground levels within the lot;

9. The finished surface level of the landing site must be at natural ground level;


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Environment Protection Authority10. A secondary containment system must be provided for liquids which, if split, are

likely to cause pollution or pose an environmental hazard, in accordance with EPA Publication 347 Bunding Guidelines 1992 or as amended; and

11. The permit for the use of the land expires if:a) The use does not start within two years of the date of this permit; orb) The use is discontinued for a period of two years.

The Responsible Authority may extend the periods referred to if a request is made in writing before the permit expires or within six months afterwards.

EXECUTIVE SUMMARY The application proposes to use the land for the purpose of a helicopter-landing site to allow for recreational helicopter flights. The application was advertised and 28 objections were received. A mediation meeting was held on 9 October 2017. The primary issues with the proposal rest with amenity and safety impacts to the wider community. Subject to meeting a number of conditions, it is considered that the use of land will not provide unreasonable impacts. It is recommended that Council issue a Notice of Decision to Grant a Planning Permit subject to conditions.

APPLICATION DETAILS

Applicant: TGM Group Pty LtdOwner: David MoyleDate lodged: 2 August 2017Subject site: Rear of 900 Humffray Street South, Mount PleasantCurrent use: Vacant landZone: Industrial 3 ZoneOverlays: Environmental Significance Overlay, Schedule 5 (affects

western edge of the site only)Permit triggers: A permit is required for the use of the land as a helicopter

landing site under Clause 33.03-1 of the Industrial 3 Zone.A permit is also required for the use of the land as a helicopter landing site under Clause 52.15-1 (Heliport and Helicopter Landing Site).

Ward: CentralNumber of objections: 28 objectionsMediation Meeting: 9 October 2017Council referral trigger: Number of objectionsCovenant or s173 NoCHMP Required: Not required.


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PROPOSAL

The application seeks to use the land as a helicopter-landing site for recreational purposes. Under Clause 74 (Land Use definitions) of the Ballarat Planning Scheme, a helicopter-landing site is defined as:

Land used for the take-off and landing of a helicopter, with or without a permanent landing pad, but without permanent facilities for the assembly and distribution of goods or passengers’.

No development is proposed as part of the application and no infrastructure is required to accommodate the helicopter-landing site. Being for recreational purposes, the landowner would only use the land for private helicopter use and there would be no commercial flights and no cargo would be transported to/from the site.

The landing site is located on a flat and clear section of the site, which is square in shape measuring 8 by 8 metres (64 square metres). The landing site will be ‘marked-out’ so that it is visible from the air.

Take-off and landing (being counted as two movements) is to occur at a maximum of 20 movements per month during the hours of 7am to 8pm. The proposed helicopter-landing site would accommodate a less than 2 tonne helicopter. In terms of flight paths, a helicopter using the landing site would ascend/descend to/from at least 1000 feet in a vertical direction. This is the minimum altitude required before travelling horizontally over a built-up area.

SITE AND SURROUNDS

The land is addressed as ‘Rear 900 Humffray Street, Mount Pleasant’ and is particularly described as Lot 1 on Title Plan No. 864316. The site is behind office and warehouse buildings which front onto Humffray Street South, opposite the Mount Pleasant Reserve. The site is almost rectangular in shape and approximately 2,250 square metres in size. It has a maximum width of 40.23 metres (east boundary) and maximum depth of 62.42 metres (south boundary).

The land is vacant and not used for any particular use or purpose. It is generally flat and contains no vegetation of significance. The land is in the same ownership as 900 Humffray Street South, which is to its east on higher ground. Vehicular and pedestrian access to the subject site is achieved from Humffray Street South through 900 Humffray Street South.

The land is bound to the north and west by an irregular shaped lot which is currently vacant unused land. This lot, together with the subject site, is flood prone given their low-lying nature and proximity to the Yarrowee Creek located further west. Further west within the Yarrowee Creek Reserve (Public Park and Recreation Zone) are a number of trees where the land slopes into the natural creek channel. The site also adjoins a light industrial use to the south (Windscreen Power).

The subject site is located within the Industrial 3 Zone. The zone extends 350 metres north and 170 metres south from the subject site. The broader area comprises a mix of zones, including General Residential, Mixed Use and Public Park and Recreation Zone. Surrounding uses outside of the industrial area are predominantly recreational (public land associated with the creek reserve and Mount Pleasant Reserve) and residential uses within the surrounding residential zone. The nearest residential property to the proposed helicopter-landing site is more than 150 metres away in both a south-easterly (Barkly Street) and south-westerly (Yarrowee Parade) direction.


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The subject site is outlined in yellow in Figure 1 below. The helicopter-landing site is defined by the ‘grey square’ and the red circle delineates a 150 metre buffer zone.

Figure 1

NOTICE OF APPLICATION

The application was required to be advertised pursuant to Section 52 of the Planning and Environment Act 1987. The following forms of advertising were undertaken:

Notices sent to owners and occupiers of adjoining land (includes opposite); An A3 sign was placed on the land.

Council has received 28 objections in response to advertising and the issues are summarised as follows.

Impact on nearby sensitive uses including residential areas, schools and Yarrowee River Conservation Area;

Impacts on the wildlife of the Redan Wetlands and walking trail; The existing airport could be used to reduce localised impacts; Impact on Aboriginal heritage; Control over the future use of the site for larger helicopters or other uses; Safety concerns;


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Loss of privacy; Noise pollution; Possibility of works still being proposed; Inconsistent with character; Decrease in valuation of properties; Dust created on take-off or landing; There should be an Acoustic Report.

MEDIATION MEETING

A mediation meeting was undertaken on 9 October 2017 and was attended by three Councillors, 14 objector parties and Council officers. At the meeting no resolutions were reached, however the applicant has committed to address a number of the issues (through providing a flight path and landscaping the site and adjacent site). All other raised issues are responded to below in this report.

REFERRAL OF APPLICATION

The application was referred to the following authorities in accordance with Section 52 of the Planning and Environment Act 1987.

Corangamite Catchment Management AuthorityThe subject site is within the mapped 1% AEP flood extent of the Yarrowee River. Flood depths at the site of the proposed landing area are likely to reach 2 metres during a 1% AEP flood event. Flooding to this depth is considered to be highly hazardous. Whilst the site is considered to be at risk from significant flooding, the Authority recognizes that the use is likely to be intermittent and any helicopter at this location could be moved prior to a flood occurring. In light of this assessment and pursuant to Section 56 of the Planning and Environment Act 1987, the Authority does not object to the granting of a permit and recommends the following conditions:1. There shall be no filling or raising of ground levels within the lot.2. The finished surface level of the landing site shall be at natural ground level.

Environment Protection AuthorityEPA does not object to Council issuing a planning permit for the above application however offers the following points for Council’s consideration in assessment of the proposal:

EPA Publication 1411 Noise from Industry in Regional Victoria does not apply to noise from aircraft and accordingly EPA does not have any regulatory control over aircraft noise however EPA Publication 1254 Noise Control Guidelines (October 2008) sets out the following noise level criteria for helicopters that can be used to assess the proposed heliport, and should be satisfied to the nearest affected buildings. These are:

The measured L Aeq T (measured over the entire daily operating time of the helipad) shall not exceed 55 dB(A) for a residence.

The measured maximum noise level LA max shall not exceed 82 dB(A) at the nearest residential premises.

The guideline notes that these levels will generally be met by a separation between the landing site and a residential premises of 150m for helicopters of less than two tonnes all-up-weight, and 250m for helicopters of less than 15 tonnes all-up-weight.


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In this instance the helicopter proposed is less than two tonnes (1500kg), and the closest sensitive use (dwellings) are more than 150m west and east of the proposed heliport site. Given this, it appears that the proposal may meet the intent of the guideline. The Noise Control Guidelines also recommend that operation outside the hours between 7am and 10pm should not be permitted except for emergency flights. EPA recommends Council include a condition to this effect in any permit issued, as well as the following condition: A secondary containment system must be provided for liquids which, if split are likely to

cause pollution or pose an environmental hazard, in accordance with EPA Publication 347 Bunding Guidelines 1992 or as amended.

ASSESSMENT

Consideration of the application rests with the State and Local Planning Policy Framework, the purpose of the Industrial 3 Zone, the guidance provided under Planning Practice Note 75, the purpose and decision guidelines of Clause 52.15 (Heliport and Helicopter Landing Sites) and EPA Noise Control Guidelines. The following demonstrates how the development provides a response to these provisions together with a response to the issues identified by objectors.

Planning Practice Note 75 – Planning requirements for heliports and helicopter landing sitesThe State Government has provided advice on planning permit applications for this specific use through Planning Practice Note 75 (PPN75). The Note explains that land accommodating helicopter activity is considered to be ‘used’ as a helicopter landing site when the activity is carried out on a regular, intermittent or occasional basis (ie more than an isolated landing or take off), such as proposed for the subject site.

PPN75 states that it is the responsibility of the Responsible Authority to ultimately decide whether the impact of the helicopter-landing site on the surrounding community’s amenity is acceptable. The impact on amenity is assessed using the specified distances in application requirements (Clause 52.15-2). The planning system can only regulate helicopter activity on land so planning consideration does not generally extend to a helicopter flying overhead. As stated in PPN75, ‘Once a helicopter is in the air, it is beyond planning control’.

There are two independent statutory authorities, the Civil Aviation Safety Authority (CASA) and Air Services Australia, who are responsible for administering federal legislation and regulations for airspace management, including helicopters in flight. It is the responsibility of the helicopter operator to ensure that a proposed helicopter-landing site complies with CASA’s Guidelines for the establishment and operation of onshore helicopter landing sites (CAAP 92-2(2)). However, safety may also be a planning consideration for the Responsible Authority, particularly if there is an obvious or suspected safety issue or obstacle within the immediate vicinity of the helicopter-landing site.

Helicopter flight pathsThe PPN75 describes helicopters as a unique form of aircraft that are characterised by flexibility in flight and near vertical ascent and descent, which allows them to land virtually anywhere and often requires variable flight paths. While flight paths may be a planning consideration when they are close to airports, it is not always necessary or appropriate to consider flight paths for helicopter landing sites due to the flexible nature of the aircraft. For helicopter landing sites that are not in the vicinity of controlled airspace, there are no designated flight paths but the helicopter operator must adhere to Visual Flight Rules and Civil Aviation Regulations 1988. These stipulate that a helicopter pilot must not fly over a city, town or populous area at a height of lower than 1,000 feet (305 metres).


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Objectors raised the issue of flight paths and despite the guidance provided in PPN75, the applicants have agreed to abide by a flight path as shown in the submitted plan (Figure 2 below). The path occurs in a north-south direction and generally follows the alignment of the Yarrowee River reserve and away from surrounding sensitive areas. This flight path will be secured through a condition of the permit.

Figure 2

Buildings and worksThere are no proposed buildings or works associated with the proposed land use and no infrastructure is required to support it. PPN75 states that, a helicopter landing site may range from a permanent and constructed landing pad to an unprepared site with no new buildings and works’. As explained in the VCAT decision of Mornington Peninsula SC v Inchalla Nominees P/L (Red Dot) [2008] VCAT 399 (26 February 2008), ‘land does not need to be developed as a helipad in order to be used for the landing and taking off of helicopters, even on a regular basis. It is in the nature of helicopters that they are able to take off and land from all sorts of terrain. They are not confined to a prepared pad or dependent on other facilities such as navigational aids or safety markings. Any sufficiently cleared area will suffice’.

A helicopter-landing site is different to a ‘heliport’, which comes under the definition of ‘transport terminal’. A transport terminal is defined at Clause 74 as ‘land used to assemble and distribute goods or passengers. The proposal involves none of the infrastructure or commercial components associated with a heliport. A heliport is not the intention of the landowner who wants only recreational and use of a private helicopter at the site.


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Log books with details of every flight made are required through law to be maintained by helicopter pilots under the Civil Aviation Regulations 1988. To determine whether the helicopter landing site is operating in accordance with the proposed number of movements and operating hours, the Responsible Authority may request to view the log book or register of flight movements from the permit applicant. Similar to the flight movements, the weight of the helicopter, is enforceable by aviation law which requires the operators log book to record the details.

Industrial 3 ZoneThe purpose of the zone includes, where relevant:

To provide for industries and associated uses in specific areas where special consideration of the nature and impacts of industrial uses is required or to avoid inter-industry conflict;

To ensure that uses do not affect the safety and amenity of adjacent, more sensitive land uses.

Whilst not an industrial use, the proposal would provide a use that is commensurate, in terms of amenity impacts, with the sorts of industries which are provided for in the zone and can be compatible with nearby uses. The land will remain vacant when helicopter landing or take off is not taking place. No works approvals are required however aviation law would be primarily used to govern the practices that would take place. Noise levels are considered acceptable when assessed against relevant EPA criteria as discussed in this report.

There are no sensitive uses located within 150 metres of the proposed helicopter-landing site, which is the suitable separation distance at Clause 52.12 (Heliport and Helicopter Landing Site) of less than 2 tonnes all-up weight. The proposed use would not affect or be affected by any nearby uses nor would there be any effects on drainage, services, traffic or the parts of the land not required for the proposed use.

Environmental Significance Overlay, Schedule 5The proposed 8 metre by 8 metre site is not within the Environmental Significance Overlay and is therefore not subject to its application requirements or decision guidelines. Furthermore, there is no development or tree removal to be undertaken on the site. These are the works that trigger the ESO5 requirements and guidelines on the land subject to the overlay. As discussed below, the applicant has submitted a landscape plan which will improve the environmental outcomes of the area contained within the Overlay.

Clause 52.15 – Heliport and Helicopter Landing SiteThe purpose of this Clause is:

To ensure the amenity impacts of a heliport and a helicopter landing site on surrounding areas is considered.

Before deciding on an application to use the land, the Responsible Authority must consider, as appropriate:

Whether the proposal achieves a suitable separation distance from a nearby sensitive use, having regard to the Noise Control Guidelines (Environment Protection Authority, 2008).

The effect of the proposal on nearby sensitive uses in terms of the proposed frequency of flight movements and hours of operation.

As shown in figure 1 of this report, the helicopter-landing site, which would accommodate a less than 2-tonne helicopter, would be located 150 metres from sensitive uses. An acoustic report is not required as a suitable separation distance is achieved in accordance with the EPA Noise Control Guidelines (see discussion below).


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Whilst noise will be evident to the nearby community, given the compliance with EPA regulations, the low frequency of flight movements and the proposed hours of operation, the use of the land is considered to be an acceptable impact.

EPA Noise Control GuidelinesThe noise level criteria specified by the EPA comprise three separate components, each of which should be satisfied at the nearest affected building as follows:

The measured L Aeq T level over the entire daily operating time of the helipad shall not exceed 55 dB(A) for a residence;

The measured maximum noise level shall not exceed 82 dB (A) at the nearest residential premises;

Operation outside the hours of 7am to 10pm shall not be permitted except for emergency flights;

These levels will generally be met by a separation between the landing site and the residential premises of 150 metres for helicopters of less than two tonnes all-up-weight, and 250 metres for helicopters of less than 15 tonnes all-up-weight.

The noise criteria specified by the EPA for helicopters can be met as the separation distance between the landing site and a residential building is more than 150 metres and the helicopter would be less than two tonnes all-up-weight. The large industrial buildings to the east and the large trees in the Yarrowee Creek reserve to the west and the general topography of the land will soften the noise impacts when the helicopter is on the ground.

The application was referred to the EPA for consideration who were satisfied that the proposal meets the intent of the guidelines. The Noise Control Guidelines also recommend that operation outside the hours of 7am to 10pm should not be permitted except for emergency flights. The EPA recommend Council include a condition to this effect in any permit issued as well as the following condition:

A secondary containment system must be provided for liquids which if spilt are likely to cause pollution or pose an environmental hazard, in accordance with EPA Publication 347 Bunding Guidelines 1992 or as amended.

Area of Aboriginal Cultural Heritage SensitivityWhilst the site is within an Area of Aboriginal Cultural Heritage Sensitivity, a Cultural Heritage Management Plan is not required. This is due to the use of the land not being considered a high impact activity in line with the Aboriginal Cultural Heritage Regulations 2007.

FloodingThe subject site is within the mapped 1% AEP flood extent of the Yarrowee River. Flood depths at the site of the proposed landing area are likely to reach 2 metres during the 1% AEP flood event. Flooding to this depth is considered to be highly hazardous and thus the application was referred to the Corangamite CMA. The Authority recognises that the use is likely to be intermittent and any helicopter at this location could be moved prior to a flood occurring. The Authority does not object to the proposal subject to a number of conditions (see recommendation).

Response to objectionsWhere matters have not been discussed above, a response to the outstanding issues follows:


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Flight PlanThe applicants have committed to adhere to a flight plan path to prevent flights over the surrounding sensitive residential area and educational institutes as an additional safeguard to ensure the maintenance of the surrounding amenity. The plan is discussed above and shown in Figure 2.

Yarrowee River EnvironsIn response to the matters raised regarding the potential impact on the flora and fauna values of the Yarrowee Creek Reserve, an assessment prepared by Brett Lane and Associates accompanied the application. The assessment concludes that there will be no significant long or short-term negative impacts on the adjacent environmental reserve, noting the existing noise levels and disturbance in the vicinity of the site. The reserve is also noted as having limited flora and fauna values. To enhance the environmental values of the site, the applicant has also submitted a landscaping plan that shows planting at the rear of the site and into the creek corridor. The plan provides for 15 native trees, 371 lower to middle height shrubs and 1580 flax and grass varieties. This will provide additional native habitat as well as further buffer noise from the helicopter. To ensure appropriate landscaping is achieved, a condition of any permit issued can require all landscaping works to be completed prior to the commencement of the use.

DustIt is intended to leave the landing site in its current grassed state and given the proposed limited use, this vegetation layer will not be disturbed, thus there will be no impact caused by dust.

Existing AirportIn response to why the applicant can’t use the existing airport, it was confirmed by the applicant that the subject site offers convenience to conduct his business. Currently, the applicant utilises Lethbridge Airport which is located 45 minutes from the site and offers limited convenience. In response to control over the future use of the site, additional uses and flights would require additional planning approval.

Property DevaluationIt is a well-established planning principle that depreciation of land or property values resulting from development is not a relevant planning consideration. As stated in Skunca v Mornington Peninsula SC [2004] “If adjoining land is devalued because of detriment to its amenity, it is the detriment to the amenity that is considered in relation to town planning, not the resulting devaluation”. Therefore, property value is not, in itself, a planning consideration. Amenity impacts are relevant and the potential amenity impacts have been addressed earlier in this report.

Safety ConcernsThe CASA sets out Guidelines for safety matters which the operator must adhere to. This is not a Council planning consideration.

ConclusionThe use of the land for a helicopter landing site is appropriate as follows:

Once in the air, a helicopter is governed by aviation law and planning has no jurisdiction. However, the use of the site can be monitored for planning purposes by checking the mandatory logbook which pilots must keep by law;

The subject site is flat, undeveloped and in excess of 150 metres from any sensitive use. The site is sheltered by large trees to the west and industrial buildings on higher ground to the east;


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Given the nature of the proposed use, the surrounding area will have some amenity impacts mainly through noise. The proposal however complies with the relevant EPA Guidelines on noise control;

A helicopter using the site would reach at least 1,000 feet above the site before travelling over any built-up area in accordance with aviation law. This will assist in reducing noise impacts;

The proposed use has consistency with the purpose of the Industrial 3 Zone and does not impact on the Environmental Significance Overlay affecting the western portion of the site; and

The proposal responds favourably to the decision guidelines of Clause 52.15 (Heliport and Helicopter Landing Site).




Implications Considered in Report? Implications Identified?Human Rights Yes NoSocial/cultural No NoEnvironmental/Sustainability Yes YesEconomic No NoFinancial/Resources No NoRisk Management Yes YesImplementation and Marketing No NoEvaluation and Review No No

Human Rights - It is considered that this Report does not impact on any human rights identified in the Charter of Human Rights and Responsibilities Act 2006.

Environmental/Sustainability – the use of the land will have no impact on the environmental values of the site. Risk Management - It is the responsibility of the helicopter operator to ensure that a proposed helicopter-landing site complies with CASA’s Guidelines for the establishment and operation of onshore helicopter landing sites (CAAP 92-2(2)).



REFERENCE DOCUMENTS Planning Practice Note No. 75 – Planning requirements for heliports and helicopter landing

sites (June 2015).


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ATTACHMENT

Nil


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9.3. QUARTERLY FINANCIAL REPORT

Division: Business ServicesDirector: Glenn KallioAuthor/Position: Glenn Kallio - Director Business Services


Council resolves to:

1. Receive the 2nd Quarter Financial Report for the 2017/18 financial year and note the financial issues contained within the report.

EXECUTIVE SUMMARY

This report sets out the 2nd Quarter financial results for the 2017/18 financial year of the Ballarat City Council. The report highlights the major financial issues for the quarter.

RATIONALE

Pursuant to Section 138(1) of the Local Government Act 1989, at least every three months, the Chief Executive Officer must ensure that a statement comparing the budgeted revenue and expenditure for the financial year with the actual revenue and expenditure to date is presented to the Council at a Council meeting which is open to the public.

The quarterly financial report provides the financial statements as prescribed by the appropriate accounting standards and regulations. Accompanying explanation for the significant issues contained within the financial statements is provided. This report also provides a listing of the major financial issues currently being dealt with by management.

1. Overview

The tables below provide a summary of financial results for the period ending 31 December 2017. The first table provides details of the year to date actual results for the period and the second table sets out the predicted results as at year end.

The forecast results have been subject to a detailed review, and as such, the forecasts will be recalculated during January and February. By the end of the March quarter the forecast results will be finalised to form the starting position for the 2018/19 budget.

To date there are no significant financial issues to be noted. It is expected that Council will complete the financial year within the parameters of Council’s Long Term Financial Strategy.

As part of the forecasting process Council has been advised that as at 31 December 2017 no call for funds in relation to the defined benefits superannuation scheme would be required. A call of funds would be made if the Vested Benefit Index (VBI) was less than 100%. For this period the VBI was estimated at 106.4%.


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Year to Date:

Budget Actual Variance2017 2017 2017$'000 $'000 $'000

Comprehensive Income Statement 53,109 64,926 11,817Net Capital Works 33,650 39,194 (5,544)

Cash and Investments 51,532 72,514 20,982Net cash provided by (used in) operating activities 6,958 20,733 13,775Net cash provided by (used in) investing activities (29,113) (21,939) 7,174Net cash provided by (used in) financing activities (3,343) (3,310) 33

Debt Levels 45,948 45,925 23Rate Receivables 71,130 69,699 1,431Working Capital 99,033 129,138 30,105Working Capital % 385% 481% 97%

Year to Date

Financial Year (forecast):

Budget Forecast Variance2017 2017 2017$'000 $'000 $'000

Comprehensive Income Statement 24,831 46,085 21,254Net Capital Works 79,126 81,013 (1,887)

Cash and Investments 28,269 28,170 (99)Net cash provided by (used in) operating activities 36,392 57,296 20,904Net cash provided by (used in) investing activities (81,125) (102,128) (21,003)Net cash provided by (used in) financing activities (4,028) (4,028) 0

Debt Levels 46,460 46,460 0Rate Receivables 4,012 4,012 0Working Capital 12,370 12,271 (99)Working Capital % 140% 140% 0%

Full Year


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2. Income Statement

The income statement result provides a summary of the financial impact of providing the general services to the community.

Trend:The trend for the operating result of the organisation is to record a significant surplus in the first two months of the financial year, this surplus will then be reduced over the remainder of the financial year. The surplus occurs when general rates are raised. The full amount of the rates is recognised as revenue raised immediately, even though the cash will not be collected immediately. The surplus is then reduced as expenditure is committed during the financial year in the delivery of general services of the organisation. The following graph illustrates the forecast trend during the financial year.


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Result:

Year to date resulted in a favourable result of $11.817 million compared to budget. Forecast position to record a favourable result of $21.254 million.

Year to Date:1. Increase in revenue recorded of $9.970 million, being made up of:

a. $7.498 million in capital grantsi. These grants are offset by additional capital expenditure

b. $2.163 million in operating grantsi. Timing issue in the receipt of the Victorian Grants Commission grant.

2. Savings in expenditure recorded of $1.847 million, being made up of:a. $1.527 million in employee costs

i. Savings represents additional time spent on capital projects

b. $0.352 million in depreciation costs

Forecast:1. Positive result for the year is predicted to be $21.254 million better than budget due to:

a. $16.272 million in capital grantsb. $1.447 million in additional operating grantsc. $2.574 million in other income


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3. Capital Works

This indicator provides the level of expenditure on capital programs at a point in time.

Trend:The trend for the expenditure of capital works is for a steady increase in expenditure for the first eleven (11) months of the year with a final push in the month of June. There is a fine balance with capital expenditure in ensuring works are completed and remain within the timing parameters of the budget. The budgeted trend for the expenditure for capital works is illustrated below:

It should be noted that an unfavourable year to date result is not necessarily a negative result for Council. Over expenditure year to date can represent additional works completed ahead of schedule. This can be positive provide the Council has sufficient cashflow to accommodate this additional expenditure.


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Result:

Year to date the City of Ballarat has recorded total capital commitments of $28.432 million compared to the budgeted position of $12.494 million. The additional commitments are a result of higher levels of orders written year to date compared to the budgeted levels. This does not result in any financial issues for Council.

Capital Budget Summary

No. Budgeted Projects 62No. Unbudgeted Projects 25

Total Projects 87

Budgeted Projects Commenced 48 77%

Unbudgeted Projects Commenced 22 88%

Total Projects 70 80%

The following is a list of those budget projects which have not been commenced as at 31 December 2017.


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ProjectAnnual Budget

June Forecast

80377. Subdividers Contribution 14,000,000 14,000,00082244. Home carers - Hand Held PDA 50,000 50,00083365. Street Irrigation 102,000 87,00083366. Public Place Recycling 11,032 11,03283376. School Crossing Supervisor Shelters 22,065 083461. Public Art Program 295,964 295,96483581. Monument Renewal Program 250,374 150,37483591. Aquatic Play Space & 50m Heated 310,000 310,00083604. Median Strip Landscaping 104,040 89,04083632. DCP Construction WIK 11,930,904 11,930,90483633. DCP Land WIK 1,096,647 1,096,64783677. Railway Precinct 100,000 100,00083706. DCP Construction 5,707,440 5,707,44083721. Minor Capital Works 5,000,000 5,000,000

As shown in the table of projects that have not commenced it is expected that all projects will be committed this financial year except for project 83376. School Crossing Supervisor Shelters. The money for this project has been reallocated to the purchase of parking meters.

Result:

Year to date resulted in additional committed expenditure for the period of $12.845 million. (Net position $5.544 million)

Forecast position to record a favourable result of $21.254 million. (Net position $1.887 million)

Both year to date and the forecast position is offset by additional capital grants. The net overrun on capital expenditure is primarily due to overruns on the Link road,

which has been approved by Council.


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4. Debt Levels

This indicator shows the level of debt owed by the City of Ballarat.

Trend:The trend for the level of debt owed by the City of Ballarat will see a gradual decline in debt, (more than the budget) until May where the refinancing of the debt will occur.

Result:

To date the City of Ballarat has been able to maintain the strategy of repaying the total amount of the instalments as they become due with the view of only refinancing the minimum amount required to allow the total debt to be reduced by $1.634 million as per Council’s resolution relating to carryovers. The strong cash position has enabled this strategy to continue.


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5. Rate Receivables

This indicator shows the level of money owed to the organisation from rates.

Trend:The biggest influence on the trend for the collection of outstanding monies owed to the organisation is the payment of general rates. As the main payment date for general rates is not until February, the reduction of the outstanding debt is slow over the first seven (7) months of the financial year. During the month of February there is a dramatic reduction in the outstanding balance as this month is the due date for general rates.


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Result:

The City of Ballarat continues to collect outstanding debts ahead of budgeted levels. For the period ending 31 December 2017, an additional amount of $1.431 million has been collected compared to the budgeted amount.


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6. Sundry Debtors

This indicator shows the level of money owed to the organisation from fees and charges raised for service delivery and the reimbursement of funds for projects subject to Government grants.

Trend:The trend for the collection of outstanding monies owed to the organisation is generally an even collection rate throughout the year. Traditionally the level of sundry debtors has not been significant, however, over the last few years with the awarding of major capital projects funded by Government, at year end the level of outstanding Government grants have increased. These Government grants are expected to be repaid in the first half of the year, the remaining outstanding debts from fees and charges remain relatively constant.


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Cash and Investments

This indicator shows the level of cash held by the organisation at a point in time compared to the budget.

Trend:The trend for cash levels over the first seven (7) months of the financial year is a negative cash flow. This occurs due to the delay in receiving payments of general rates. This is the reason why it is essential to maintain a strong cash balance at the end of June each year which will enable the organisation the ability to deliver projects and services without the need to utilise an overdraft facility.

During the months of January and February there is a positive cashflow due to the payment of the general rates, until the receipt of most of cash from rates, it is expected that there will be a reduction in cash for the period July to January of $31.176 million. The cashflow trend for the financial year is illustrated below:


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Result:

Year to date resulted in an improved result of $20.982 milliono Favourable position due to:

Increase in capital grants received to date; Though capital commitments are ahead of schedule, payments are less

than expected.

Forecast position to record a unfavourable result of $0.099 million, this result is within the parameters in Council’s Long Term Financial Strategy.


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Charter of Human Rights and Responsibilities Act 2006 City of Ballarat Council Plan 2017 – 2021



Human Rights Yes NoSocial/Cultural No NoEnvironmental/Sustainability No NoEconomic No NoFinancial/Resources Yes YesRisk Management No NoImplementation and Marketing No NoEvaluation and Review No No


Financial/Resources – All issues regarding financial resources have been covered in the attached report.


Under section 80C of the Local Government Act 1989 officers providing advice to Council must disclose any interests, including the type of interest.

Director Business Services – Glenn KallioIn providing this advice as the Director of Business Services and Author, I have no disclosable interests in this report.

REFERENCE DOCUMENTS

City of Ballarat Council Budget 2017 - 2018

ATTACHMENTS

1. Final Financial Report [9.3.1]

Quarterly Financial ReportPeriod Ending 31 December 2017

Financial Statements & Performance Statements

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Table of Contents

Notes to Financial Statements

Comprehensive Income Statement 1Balance Sheet 2Cash Flow Statement 3

Net Capital Report - Expenditure 5Net Capital Report - Revenue 8Net Capital Report - Net Position 11Statement of Capital Works 14

Service Performance Inidcators 16Sustainable Capacity Indicators 27Financial Performance Indicators 28Governance and Management Checklist 33Workforce Date 34

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Period Ending 31 December 2017

($'000's) ($'000's) ($'000's) ($'000's) ($'000's) ($'000's)Budget Forecast Var Budget Actual Var

IncomeRates and charges 109,602 109,602 0 109,435 109,885 450Statutory fees and fines 3,639 3,639 0 1,520 1,616 96User Fees 24,703 25,182 479 12,214 10,851 (1,363)Grants Operating 15,943 17,390 1,447 8,794 10,957 2,163Grants Capital 2,000 18,272 16,272 574 8,072 7,498Contributions Monetary 2,277 2,414 137 1,176 1,620 444Contributions Non Monetary 27,028 27,028 0 916 0 (916)Net Gain/(Loss) on disposal ofproperty 0 350 350 0 83 83

Other Income 2,598 5,172 2,574 1,384 2,899 1,515

Total income 187,790 209,049 21,259 136,013 145,983 9,970

ExpensesEmployee Costs 61,687 61,379 309 31,451 29,924 1,527Materials and services 63,769 64,081 (313) 32,759 32,616 143Bad and doubtful debts 460 461 (1) 230 539 (309)Depreciation and amortisation 32,649 32,649 0 16,324 15,972 352Borrowing Costs 2,394 2,394 0 1,197 1,141 56Other expenses 2,000 2,000 0 943 865 78

Total expenses 162,959 162,964 (5) 82,904 81,057 1,847

Comprehensive result 24,831 46,085 21,254 53,109 64,926 11,817

OS Totals 24,831 46,085 53,109 64,926

Comprehensive Income Statement

Full Year Year to Date

159

Balance SheetAs at 31 December 2017


AssetsCurrent assetsCash and cash equivalents 28,269 28,170 (99) 51,532 72,514 20,982Rates Receivables 4,012 4,012 0 71,130 69,699 (1,431)Trade and other receivables 9,711 9,711 0 9,711 12,880 3,169Fire Services Levy 345 345 0 345 7,173 6,828Inventories 275 275 0 275 291 16Other assets 820 820 0 820 450 (370)

Total current assets 43,432 43,333 (99) 133,813 163,007 29,194

Non-current assetsTrade and other receivables 28 28 0 28 20 (8)Property, infrastructure, plant and equipment 1,542,988 1,564,341 21,353 1,481,187 1,473,598 (7,589)Intangible Assets 194 194 0 194 138 (56)Investment property 0 0 0 0 0 0

Total non-current assets 1,543,210 1,564,563 21,353 1,481,409 1,473,756 (7,653)

Total assets 1,586,642 1,607,896 21,254 1,615,222 1,636,763 21,541

LiabilitiesCurrent liabilitiesTrade and other payables 7,823 7,823 0 13,687 5,486 8,201Trust funds and deposits 4,058 4,058 0 4,058 3,908 150Provisions 13,750 13,750 0 13,750 13,780 (30)Interest-bearing loans and borrowings 4,394 4,394 0 2,248 2,225 23Fire Services Levy 1,037 1,037 0 1,037 8,470 (7,433)

Total current liabilities 31,062 31,062 0 34,780 33,869 911

Non-current liabilitiesProvisions 5,402 5,402 0 5,402 5,402 0Interest-bearing loans and borrowings 42,066 42,066 0 43,700 43,700 0

Total non-current liabilities 47,468 47,468 0 49,102 49,102 0

Total liabilities 78,530 78,530 0 83,882 82,971 911

Net Assets 1,508,112 1,529,366 21,254 1,531,340 1,553,792 22,452

EquityAccumulated surplus 1,029,263 1,050,517 21,254 1,052,491 1,074,943 22,452Reserves 478,849 478,849 0 478,849 478,849 0

Total Equity 1,508,112 1,529,366 21,254 1,531,340 1,553,792 22,452


260

Cash Flow StatementPeriod Ending 31 December 2017


Cash flows from operating activitiesRates 109,035 109,035 0 41,750 43,631 1,881Statutory fees and fines 3,639 3,639 0 1,520 1,616 96User Fees 24,703 25,182 479 11,984 10,682 (1,302)Grants Operating 15,943 17,390 1,447 8,794 10,957 2,163Grants Capital 14,165 30,437 16,272 12,739 17,068 4,329Contributions Monetary 2,277 2,414 137 1,176 1,620 444Interest received 1,250 1,250 0 625 421 (204)Other receipts 1,348 3,922 2,574 759 2,462 1,703Trust funds 0 0 0 0 (150) (150)Fire Services Levy 0 0 0 0 605 605Payments to suppliers (71,821) (72,133) (313) (39,995) (37,420) 2,575Payments to employees (61,687) (61,379) 309 (31,451) (29,894) 1,557Other payments (2,460) (2,461) (1) (943) (865) 78

Net cash provided by (used in) operating activities 36,392 57,296 20,904 6,958 20,733 13,775

Cash flows from investing activitiesPayments for property, infrastructure, plant and equipment (81,125) (102,478) (21,353) (29,113) (22,052) 7,061Proceeds from sale of property, infrastructure, plant and equipment 0 350 350 0 105 105Loans and advances to community organisations 0 0 0 0 0 0Repayment of loans and advances from community organisations 0 0 0 0 8 8

Net cash provided by (used in) investing activities (81,125) (102,128) (21,003) (29,113) (21,939) 7,174

Inflows/(OutflowsFull Year Year to Date

Inflows/(Outflows

361

Cash Flow StatementPeriod Ending 31 December 2017


Inflows/(OutflowsFull Year Year to Date

Inflows/(Outflows

Cash flows from financing activities Finance costs (2,394) (2,394) 0 (1,197) (1,141) 56Proceeds from interest bearing loans and borrowings 2,737 2,737 0 0 0 0Repayment of interest bearing loans and borrowings (4,371) (4,371) 0 (2,146) (2,169) (23)

Net cash provided by (used in) financing activities (4,028) (4,028) 0 (3,343) (3,310) 33

Net increase/(decrease) in cash and cash equivalents (48,761) (48,860) (99) (25,498) (4,516) 20,982Cash and cash equivalents at the beginning of the financial year 77,030 77,030 0 77,030 77,030 0

Cash and cash equivalents at the end of the financial year 28,269 28,170 (99) 51,532 72,514 20,982

462


Annual Budget June Forecast

Forecast Variance YTD Budgets YTD Actuals Commitment

YTD Total Committed Variance

80152. Equipment 0 0 0 0 12,461 0 12,461 (12,461)80154. Library Books 371,315 371,315 0 188,315 125,464 1,900 127,364 60,95180294. Furniture 0 0 0 0 18,095 0 18,095 (18,095)80377. Subdividers Contribution 14,000,000 14,000,000 0 0 0 0 0 080560. Art Aquisitions For AGB 0 4,227 (4,227) 0 4,227 0 4,227 (4,227)82004. Parking Meter Replacement Program 80,000 106,280 (26,280) 80,000 106,280 0 106,280 (26,280)82070. Plant Replacement Program 2,845,102 2,845,102 0 1,900,000 727,043 443,101 1,170,144 729,85682075. BALC Assets & Equipment 307,888 307,888 0 100,002 57,282 94,200 151,482 (51,480)82076. Outdoor Swimming Pool Upgrade 582,059 582,059 0 574,155 152,470 177,160 329,630 244,52582197. Parks Development Program 286,840 256,840 30,000 215,130 45,705 32,847 78,552 136,57882201. Land Development Council Contribut. 102,000 102,000 0 20,000 7,411 889 8,300 11,70082243. IT Infrastructure Strategy 1,485,711 1,485,711 0 259,848 10,909 8,445 19,355 240,49382244. Home carers - Hand Held PDA 50,000 50,000 0 0 0 0 0 082246. Desktop Replacement Program 1,091,725 1,091,725 0 238,278 93,972 90,381 184,353 53,92582312. Landfill Upgrade 3,089,235 3,089,235 0 1,747,854 868,079 398,675 1,266,754 481,10082333. City Entrances 268,968 197,908 71,060 125,232 12,000 0 12,000 113,23283170. Playground Improvement Program 60,000 60,000 0 50,000 10,635 3,740 14,375 35,62583355. Street and Park Furniture Renewal 165,400 165,400 0 41,950 19,277 21,775 41,052 89883357. Ballarat Botanical Gardens - Asset 60,000 67,417 (7,417) 30,000 43,973 22,885 66,858 (36,858)83365. Street Irrigation 102,000 87,000 15,000 102,000 0 0 0 102,00083366. Public Place Recycling 11,032 11,032 0 5,516 0 0 0 5,51683367. Civic Hall Redevelopment Project 6,201,768 6,201,768 0 710,000 419,703 473,087 892,790 (182,790)83376. School Crossing Supervisor Shelters 22,065 0 22,065 22,065 0 0 0 22,06583382. Playspace Upgrades 275,808 275,808 0 265,808 0 19,065 19,065 246,74383399. Art Gallery Ballarat 42,405 42,405 0 42,405 1,770 0 1,770 40,63583404. Facilities Upgrade 2,602,000 2,277,200 324,800 715,000 714,404 300,736 1,015,140 (300,140)83452. Bicycle Strategy Projects 348,056 348,056 0 88,056 274,382 0 274,382 (186,326)83453. Federal Blackspot Funding 1,000,000 797,792 202,208 500,000 797,792 0 797,792 (297,792)83454. Major New Capital Road Projects 510,000 510,000 0 0 16,947 0 16,947 (16,947)83455. Major Infrastructure Renewal Projec 8,037,298 9,654,801 (1,617,503) 6,026,117 2,051,879 4,773,901 6,825,780 (799,663)83457. Federal Roads to Recovery Funding 1,000,000 1,025,880 (25,880) 500,000 210,568 397,011 607,579 (107,579)83461. Public Art Program 295,964 295,964 0 60,323 0 0 0 60,32383581. Monument Renewal Program 250,374 150,374 100,000 125,187 0 0 0 125,18783585. Ballarat Western Link Road 1,200,000 14,680,187 (13,480,187) 1,200,000 5,870,536 8,891,441 14,761,977 (13,561,977)83587. Ball West Employment Zone Stage 2 4,267,385 4,267,385 0 0 0 13,637 13,637 (13,637)

Expense

Net Capital Report

563





Expense

Net Capital Report

83591. Aquatic Play Space & 50m Heated 310,000 310,000 0 200,000 0 0 0 200,00083599. Recreation Capital Improvement 5,077,484 5,077,484 0 3,697,803 1,546,947 2,228,049 3,774,995 (77,192)83600. Replacement Bin Program 633,566 333,566 300,000 330,544 51,106 97,490 148,595 181,94983603. IT System Development 2,124,302 2,124,302 0 408,000 184,713 329,230 513,943 (105,943)83604. Median Strip Landscaping 104,040 89,040 15,000 104,040 0 0 0 104,04083605. Major Rural Roads Infrastructure Wo 1,235,187 1,235,187 0 980,000 27,361 921,745 949,106 30,89483608. ICT Mobility 0 0 0 0 14,864 0 14,864 (14,864)83609. Yarrowee River Restoration 0 0 0 0 0 0 0 083627. Miners Rest Community Park Upgarde 0 26,000 (26,000) 0 5,163 4,500 9,663 (9,663)83628. Eureka Stadium Upgrade 0 1,003,431 (1,003,431) 0 936,823 66,607 1,003,431 (1,003,431)83629. CE Brown Reserve Change Rooms 108,271 108,271 0 108,271 56,048 0 56,048 52,22383630. Wendouree Sports & Events Centre 9,293,432 9,293,432 0 330,000 286,656 197,621 484,277 (154,277)83632. DCP Construction WIK 11,930,904 11,930,904 0 540,984 0 0 0 540,98483633. DCP Land WIK 1,096,647 1,096,647 0 374,913 0 0 0 374,91383638. Sebastopol Library 2,800,000 2,800,000 0 500,000 8,892 2,118,901 2,127,793 (1,627,793)83671. Mining Exchange 150,000 150,000 0 100,000 3,600 0 3,600 96,40083673. Fernery 1,259,774 1,259,774 0 0 13,162 10,500 23,662 (23,662)83674. Regional Motorsport Facility 0 0 0 0 0 0 0 083676. Lucas Community Hub 2,425,659 2,425,659 0 2,140,543 2,034,844 384,423 2,419,267 (278,724)83677. Railway Precinct 100,000 100,000 0 0 0 0 0 083686. Little Bridge St Pocket Park 103,240 320,000 (216,760) 0 2,374 152,964 155,338 (155,338)83690. Bonshaw Early Years Centre 0 1,616,885 (1,616,885) 0 1,126,699 207,978 1,334,678 (1,334,678)83691. Iris Ramsey Kinder 0 61,816 (61,816) 0 67,137 0 67,137 (67,137)83697. Ballarat Road Strategy Action Plan 0 38,000 (38,000) 0 28,820 0 28,820 (28,820)83698. Bicycle Paths 360,000 210,000 150,000 160,000 55,387 61,693 117,080 42,92083699. Bridge Rehabilitation 210,000 160,000 50,000 0 2,800 360 3,160 (3,160)83700. Bus Shelter repair and replacement 160,000 120,000 40,000 60,000 7,296 23,700 30,996 29,00483701. Drainage Projects 1,346,587 1,008,587 338,000 500,000 419,264 236,874 656,138 (156,138)83702. Lake Wendouree Infrastructure Works 200,000 200,665 (665) 100,000 0 665 665 99,33583703. Kerb and channelling 644,873 240,000 404,873 244,873 57,135 7,107 64,242 180,63183704. Footpath Works 540,000 460,000 80,000 460,000 364,654 84,258 448,912 11,08883705. Minor Road improvements /upgrades 1,153,000 1,175,712 (22,712) 1,153,000 75,712 1,100,000 1,175,712 (22,712)83706. DCP Construction 5,707,440 5,707,440 0 2,853,720 0 0 0 2,853,72083707. DCPConstruction - Cherry Flat Road 967,742 945,030 22,712 967,742 819,760 118,137 937,898 29,84483709. Cardigan Village Comm Centre Refurb 0 34,260 (34,260) 0 9,061 0 9,061 (9,061)

664





Expense

Net Capital Report

83711. DCP Land Purchase 0 2,363 (2,363) 0 2,363 0 2,363 (2,363)83712. Mt Pleasant Kindergarten 0 728,496 (728,496) 0 73,890 604,400 678,290 (678,290)83713. Girrabanya Upgrade 0 1,238,121 (1,238,121) 0 84,175 6,800 90,975 (90,975)83715. Wendouree West Rec Reserve 105,630 105,630 0 105,630 39,325 0 39,325 66,30583716. Gardens House Relocation 0 165,089 (165,089) 0 61,535 103,685 165,220 (165,220)83717. HMT Conservation Works 993,000 993,000 0 90,000 47,320 102,367 149,687 (59,687)83718. Flood Repairs Sept 16 0 1,776,700 (1,776,700) 0 0 26,700 26,700 (26,700)83719. Lucas Comm Hub Car Park 0 304,873 (304,873) 0 277,419 30,997 308,416 (308,416)83720. Social Infrastructure Capital Impro 1,000,000 1,000,000 0 196,000 78,122 92,987 171,109 24,89183721. Minor Capital Works 5,000,000 5,000,000 0 2,500,000 0 0 0 2,500,00083722. Ballarat Animal Shelter Equipment 0 172,160 (172,160) 0 168,661 3,500 172,161 (172,161)83723. Turf Green BMSC 0 101,500 (101,500) 0 101,500 0 101,500 (101,500)83724. Wendouree CC Shed 0 11,723 (11,723) 0 0 8,983 8,983 (8,983)83725. Eureka Stadium Resurface 0 90,761 (90,761) 0 90,761 0 90,761 (90,761)83726. SSRIP Safer Cyclists & Pedestrian F 0 347,039 (347,039) 0 63,467 298,872 362,339 (362,339)83727. Former Drop Site Rehabilitation 0 300,000 (300,000) 0 84,653 134,634 219,286 (219,286)83729. Town Hall - Living Heritage 0 97,500 (97,500) 0 0 0 0 0

Grand Total 108,153,176 129,505,806 (21,352,630) 35,139,304 22,052,732 25,931,604 47,984,336 (12,845,032)

765


80152. Equipment80154. Library Books80294. Furniture80377. Subdividers Contribution80560. Art Aquisitions For AGB82004. Parking Meter Replacement Program82070. Plant Replacement Program82075. BALC Assets & Equipment82076. Outdoor Swimming Pool Upgrade82197. Parks Development Program82201. Land Development Council Contribut.82243. IT Infrastructure Strategy82244. Home carers - Hand Held PDA82246. Desktop Replacement Program82312. Landfill Upgrade82333. City Entrances83170. Playground Improvement Program83355. Street and Park Furniture Renewal83357. Ballarat Botanical Gardens - Asset83365. Street Irrigation83366. Public Place Recycling83367. Civic Hall Redevelopment Project83376. School Crossing Supervisor Shelters83382. Playspace Upgrades83399. Art Gallery Ballarat83404. Facilities Upgrade83452. Bicycle Strategy Projects83453. Federal Blackspot Funding83454. Major New Capital Road Projects83455. Major Infrastructure Renewal Projec83457. Federal Roads to Recovery Funding83461. Public Art Program83581. Monument Renewal Program83585. Ballarat Western Link Road83587. Ball West Employment Zone Stage 2

Net Capital Report




0 0 0 0 0 0 0 00 0 0 0 0 0 0 00 0 0 0 0 0 0 0

(14,000,000) (14,000,000) 0 0 0 0 0 00 (4,000) 4,000 0 (4,000) 0 (4,000) 4,0000 0 0 0 0 0 0 00 (350,000) 350,000 0 (105,359) 0 (105,359) 105,3590 0 0 0 0 0 0 00 0 0 0 0 0 0 00 0 0 0 0 0 0 00 0 0 0 0 0 0 00 0 0 0 0 0 0 00 0 0 0 0 0 0 00 0 0 0 0 0 0 00 0 0 0 0 0 0 00 0 0 0 0 0 0 00 0 0 0 0 0 0 00 0 0 0 0 0 0 00 0 0 0 0 0 0 00 0 0 0 0 0 0 00 0 0 0 0 0 0 00 0 0 0 0 0 0 00 0 0 0 0 0 0 00 0 0 0 0 0 0 00 0 0 0 0 0 0 00 (100,000) 100,000 0 (100,000) 0 (100,000) 100,0000 0 0 0 0 0 0 0

(1,000,000) (797,792) (202,208) (573,875) (314,227) 0 (314,227) (259,648)0 0 0 0 0 0 0 00 (1,617,503) 1,617,503 0 (325,992) 0 (325,992) 325,992

(1,000,000) (1,025,880) 25,880 0 (0) 0 (0) 00 0 0 0 0 0 0 00 0 0 0 0 0 0 00 (10,644,803) 10,644,803 0 (5,570,430) 0 (5,570,430) 5,570,4300 0 0 0 0 0 0 0

Revenue

866

Period Ending 31 December 2017Net Capital Report

83591. Aquatic Play Space & 50m Heated83599. Recreation Capital Improvement83600. Replacement Bin Program83603. IT System Development83604. Median Strip Landscaping83605. Major Rural Roads Infrastructure Wo83608. ICT Mobility83609. Yarrowee River Restoration83627. Miners Rest Community Park Upgarde83628. Eureka Stadium Upgrade83629. CE Brown Reserve Change Rooms83630. Wendouree Sports & Events Centre83632. DCP Construction WIK83633. DCP Land WIK83638. Sebastopol Library83671. Mining Exchange83673. Fernery83674. Regional Motorsport Facility83676. Lucas Community Hub83677. Railway Precinct83686. Little Bridge St Pocket Park83690. Bonshaw Early Years Centre83691. Iris Ramsey Kinder83697. Ballarat Road Strategy Action Plan83698. Bicycle Paths83699. Bridge Rehabilitation83700. Bus Shelter repair and replacement83701. Drainage Projects83702. Lake Wendouree Infrastructure Works83703. Kerb and channelling83704. Footpath Works83705. Minor Road improvements /upgrades83706. DCP Construction83707. DCPConstruction - Cherry Flat Road83709. Cardigan Village Comm Centre Refurb




Revenue

0 0 0 0 0 0 0 00 (221,326) 221,326 0 (221,326) 0 (221,326) 221,3260 0 0 0 0 0 0 00 0 0 0 0 0 0 00 0 0 0 0 0 0 00 0 0 0 (3,822) 0 (3,822) 3,8220 0 0 0 (14,864) 0 (14,864) 14,8640 (35,000) 35,000 0 0 0 0 00 (26,000) 26,000 0 (26,000) 0 (26,000) 26,0000 0 0 0 0 0 0 00 0 0 0 0 0 0 00 0 0 0 0 0 0 0

(13,027,551) (13,027,551) 0 (915,896) 0 0 0 (915,896)0 0 0 0 0 0 0 00 0 0 0 0 0 0 00 0 0 0 0 0 0 00 0 0 0 0 0 0 00 (5,000) 5,000 0 (5,000) 0 (5,000) 5,0000 (55,000) 55,000 0 (55,000) 0 (55,000) 55,0000 0 0 0 0 0 0 00 0 0 0 0 0 0 00 (1,600,000) 1,600,000 0 (800,000) 0 (800,000) 800,0000 (235,006) 235,006 0 (235,006) 0 (235,006) 235,0060 0 0 0 0 0 0 00 0 0 0 0 0 0 00 (360,621) 360,621 0 (360,621) 0 (360,621) 360,6210 0 0 0 0 0 0 00 (22,625) 22,625 0 (24,125) 0 (24,125) 24,1250 0 0 0 0 0 0 00 0 0 0 0 0 0 00 0 0 0 0 0 0 00 0 0 0 0 0 0 00 0 0 0 0 0 0 00 0 0 0 0 0 0 00 0 0 0 0 0 0 0

967


83711. DCP Land Purchase83712. Mt Pleasant Kindergarten83713. Girrabanya Upgrade83715. Wendouree West Rec Reserve83716. Gardens House Relocation83717. HMT Conservation Works83718. Flood Repairs Sept 1683719. Lucas Comm Hub Car Park83720. Social Infrastructure Capital Impro83721. Minor Capital Works83722. Ballarat Animal Shelter Equipment83723. Turf Green BMSC83724. Wendouree CC Shed83725. Eureka Stadium Resurface83726. SSRIP Safer Cyclists & Pedestrian F83727. Former Drop Site Rehabilitation83729. Town Hall - Living Heritage

Grand Total




Revenue

0 0 0 0 0 0 0 00 (750,000) 750,000 0 0 0 0 (0)0 (1,250,000) 1,250,000 0 (0) 0 (0) 00 0 0 0 (9,730) 0 (9,730) 9,7300 (17,273) 17,273 0 (17,273) 0 (17,273) 17,2730 0 0 0 0 0 0 00 (1,750,000) 1,750,000 0 (0) 0 (0) 00 0 0 0 0 0 0 00 0 0 0 0 0 0 00 0 0 0 0 0 0 00 0 0 0 0 0 0 00 (161,400) 161,400 0 (161,400) 0 (161,400) 161,4000 (8,983) 8,983 0 (8,983) 0 (8,983) 8,9830 0 0 0 0 0 0 00 (329,484) 329,484 0 (329,484) 0 (329,484) 329,4840 0 0 0 0 0 0 00 (97,500) 97,500 0 (97,500) 0 (97,500) 97,500

(29,027,551) (48,492,747) 19,465,196 (1,489,771) (8,790,142) 0 (8,790,142) 7,300,371

1068


80152. Equipment80154. Library Books80294. Furniture80377. Subdividers Contribution80560. Art Aquisitions For AGB82004. Parking Meter Replacement Program82070. Plant Replacement Program82075. BALC Assets & Equipment82076. Outdoor Swimming Pool Upgrade82197. Parks Development Program82201. Land Development Council Contribut.82243. IT Infrastructure Strategy82244. Home carers - Hand Held PDA82246. Desktop Replacement Program82312. Landfill Upgrade82333. City Entrances83170. Playground Improvement Program83355. Street and Park Furniture Renewal83357. Ballarat Botanical Gardens - Asset83365. Street Irrigation83366. Public Place Recycling83367. Civic Hall Redevelopment Project83376. School Crossing Supervisor Shelters83382. Playspace Upgrades83399. Art Gallery Ballarat83404. Facilities Upgrade83452. Bicycle Strategy Projects83453. Federal Blackspot Funding83454. Major New Capital Road Projects83455. Major Infrastructure Renewal Projec83457. Federal Roads to Recovery Funding83461. Public Art Program83581. Monument Renewal Program83585. Ballarat Western Link Road83587. Ball West Employment Zone Stage 2

Net Capital Report


Forecast Variance YTD Budgets YTD Actuals Commitments


0 0 0 0 12,461 0 12,461 (12,461)371,315 371,315 0 188,315 125,464 1,900 127,364 60,951

0 0 0 0 18,095 0 18,095 (18,095)0 0 0 0 0 0 0 00 227 (227) 0 227 0 227 (227)

80,000 106,280 (26,280) 80,000 106,280 0 106,280 (26,280)2,845,102 2,495,102 350,000 1,900,000 621,684 443,101 1,064,785 835,215

307,888 307,888 0 100,002 57,282 94,200 151,482 (51,480)582,059 582,059 0 574,155 152,470 177,160 329,630 244,525286,840 256,840 30,000 215,130 45,705 32,847 78,552 136,578102,000 102,000 0 20,000 7,411 889 8,300 11,700

1,485,711 1,485,711 0 259,848 10,909 8,445 19,355 240,49350,000 50,000 0 0 0 0 0 0

1,091,725 1,091,725 0 238,278 93,972 90,381 184,353 53,9253,089,235 3,089,235 0 1,747,854 868,079 398,675 1,266,754 481,100

268,968 197,908 71,060 125,232 12,000 0 12,000 113,23260,000 60,000 0 50,000 10,635 3,740 14,375 35,625

165,400 165,400 0 41,950 19,277 21,775 41,052 89860,000 67,417 (7,417) 30,000 43,973 22,885 66,858 (36,858)

102,000 87,000 15,000 102,000 0 0 0 102,00011,032 11,032 0 5,516 0 0 0 5,516

6,201,768 6,201,768 0 710,000 419,703 473,087 892,790 (182,790)22,065 0 22,065 22,065 0 0 0 22,065

275,808 275,808 0 265,808 0 19,065 19,065 246,74342,405 42,405 0 42,405 1,770 0 1,770 40,635

2,602,000 2,177,200 424,800 715,000 614,404 300,736 915,140 (200,140)348,056 348,056 0 88,056 274,382 0 274,382 (186,326)

0 0 0 (73,875) 483,565 0 483,565 (557,440)510,000 510,000 0 0 16,947 0 16,947 (16,947)

8,037,298 8,037,298 0 6,026,117 1,725,887 4,773,901 6,499,788 (473,671)0 0 0 500,000 210,568 397,011 607,579 (107,579)

295,964 295,964 0 60,323 0 0 0 60,323250,374 150,374 100,000 125,187 0 0 0 125,187

1,200,000 4,035,384 (2,835,384) 1,200,000 300,105 8,891,441 9,191,546 (7,991,546)4,267,385 4,267,385 0 0 0 13,637 13,637 (13,637)

Net Position

1169


83591. Aquatic Play Space & 50m Heated83599. Recreation Capital Improvement83600. Replacement Bin Program83603. IT System Development83604. Median Strip Landscaping83605. Major Rural Roads Infrastructure Wo83608. ICT Mobility83609. Yarrowee River Restoration83627. Miners Rest Community Park Upgarde83628. Eureka Stadium Upgrade83629. CE Brown Reserve Change Rooms83630. Wendouree Sports & Events Centre83632. DCP Construction WIK83633. DCP Land WIK83638. Sebastopol Library83671. Mining Exchange83673. Fernery83674. Regional Motorsport Facility83676. Lucas Community Hub83677. Railway Precinct83686. Little Bridge St Pocket Park83690. Bonshaw Early Years Centre83691. Iris Ramsey Kinder83697. Ballarat Road Strategy Action Plan83698. Bicycle Paths83699. Bridge Rehabilitation83700. Bus Shelter repair and replacement83701. Drainage Projects83702. Lake Wendouree Infrastructure Works83703. Kerb and channelling83704. Footpath Works83705. Minor Road improvements /upgrades83706. DCP Construction83707. DCPConstruction - Cherry Flat Road83709. Cardigan Village Comm Centre Refurb




Net Position

310,000 310,000 0 200,000 0 0 0 200,0005,077,484 4,856,158 221,326 3,697,803 1,325,621 2,228,049 3,553,669 144,134

633,566 333,566 300,000 330,544 51,106 97,490 148,595 181,9492,124,302 2,124,302 0 408,000 184,713 329,230 513,943 (105,943)

104,040 89,040 15,000 104,040 0 0 0 104,0401,235,187 1,235,187 0 980,000 23,539 921,745 945,284 34,716

0 0 0 0 0 0 0 00 (35,000) 35,000 0 0 0 0 00 0 0 0 (20,837) 4,500 (16,337) 16,3370 1,003,431 (1,003,431) 0 936,823 66,607 1,003,431 (1,003,431)

108,271 108,271 0 108,271 56,048 0 56,048 52,2239,293,432 9,293,432 0 330,000 286,656 197,621 484,277 (154,277)

(1,096,647) (1,096,647) 0 (374,912) 0 0 0 (374,912)1,096,647 1,096,647 0 374,913 0 0 0 374,9132,800,000 2,800,000 0 500,000 8,892 2,118,901 2,127,793 (1,627,793)

150,000 150,000 0 100,000 3,600 0 3,600 96,4001,259,774 1,259,774 0 0 13,162 10,500 23,662 (23,662)

0 (5,000) 5,000 0 (5,000) 0 (5,000) 5,0002,425,659 2,370,659 55,000 2,140,543 1,979,844 384,423 2,364,267 (223,724)

100,000 100,000 0 0 0 0 0 0103,240 320,000 (216,760) 0 2,374 152,964 155,338 (155,338)

0 16,885 (16,885) 0 326,699 207,978 534,678 (534,678)0 (173,190) 173,190 0 (167,869) 0 (167,869) 167,8690 38,000 (38,000) 0 28,820 0 28,820 (28,820)

360,000 210,000 150,000 160,000 55,387 61,693 117,080 42,920210,000 (200,621) 410,621 0 (357,822) 360 (357,462) 357,462160,000 120,000 40,000 60,000 7,296 23,700 30,996 29,004

1,346,587 985,962 360,625 500,000 395,139 236,874 632,013 (132,013)200,000 200,665 (665) 100,000 0 665 665 99,335644,873 240,000 404,873 244,873 57,135 7,107 64,242 180,631540,000 460,000 80,000 460,000 364,654 84,258 448,912 11,088

1,153,000 1,175,712 (22,712) 1,153,000 75,712 1,100,000 1,175,712 (22,712)5,707,440 5,707,440 0 2,853,720 0 0 0 2,853,720

967,742 945,030 22,712 967,742 819,760 118,137 937,898 29,8440 34,260 (34,260) 0 9,061 0 9,061 (9,061)

1270


83711. DCP Land Purchase83712. Mt Pleasant Kindergarten83713. Girrabanya Upgrade83715. Wendouree West Rec Reserve83716. Gardens House Relocation83717. HMT Conservation Works83718. Flood Repairs Sept 1683719. Lucas Comm Hub Car Park83720. Social Infrastructure Capital Impro83721. Minor Capital Works83722. Ballarat Animal Shelter Equipment83723. Turf Green BMSC83724. Wendouree CC Shed83725. Eureka Stadium Resurface83726. SSRIP Safer Cyclists & Pedestrian F83727. Former Drop Site Rehabilitation83729. Town Hall - Living Heritage

Grand Total




Net Position

0 2,363 (2,363) 0 2,363 0 2,363 (2,363)0 (21,504) 21,504 0 73,890 604,400 678,290 (678,290)0 (11,879) 11,879 0 84,175 6,800 90,975 (90,975)

105,630 105,630 0 105,630 29,595 0 29,595 76,0350 147,816 (147,816) 0 44,262 103,685 147,947 (147,947)

993,000 993,000 0 90,000 47,320 102,367 149,687 (59,687)0 26,700 (26,700) 0 0 26,700 26,700 (26,700)0 304,873 (304,873) 0 277,419 30,997 308,416 (308,416)

1,000,000 1,000,000 0 196,000 78,122 92,987 171,109 24,8915,000,000 5,000,000 0 2,500,000 0 0 0 2,500,000

0 172,160 (172,160) 0 168,661 3,500 172,161 (172,161)0 (59,900) 59,900 0 (59,900) 0 (59,900) 59,9000 2,740 (2,740) 0 (8,983) 8,983 0 00 90,761 (90,761) 0 90,761 0 90,761 (90,761)0 17,555 (17,555) 0 (266,017) 298,872 32,855 (32,855)0 300,000 (300,000) 0 84,653 134,634 219,286 (219,286)0 0 0 0 (97,500) 0 (97,500) 97,500

79,125,625 81,013,059 (1,887,434) 33,649,533 13,262,590 25,931,604 39,194,194 (5,544,661)

1371

Statement of Capital WorksPeriod Ending 31 December 2017


PropertyLand 0 2 (2) 0 2 (2)Land improvements 0 0 0 0 0 0Total land 0 2 (2) 0 2 (2)BuildingsHeritage buildings 6,202 6,202 0 710 893 (183)Building improvements 18,306 21,964 (3,658) 3,918 8,710 (4,792)Leasehold improvements 0 0 0 0 0 0Total buildings 24,508 28,166 (3,658) 4,628 9,603 (4,975)Total property 24,508 28,168 (3,660) 4,628 9,605 (4,977)Plant and equipmentHeritage plant and equipment 0 0 0 0 0 0Plant, machinery and equipment 2,925 2,951 (26) 1,980 1,289 691Fixtures, fittings and furniture 0 4 (4) 0 22 (22)Computers and telecommunications 5,385 5,085 300 1,237 866 371Library books 371 371 0 188 127 61Total plant and equipment 8,681 8,411 270 3,405 2,304 1,101InfrastructureRoads 14,485 29,467 (14,982) 10,446 25,439 (14,993)Bridges 210 160 50 0 3 (3)Footpaths and cycleways 900 670 230 620 566 54Drainage 1,347 2,785 (1,438) 500 683 (183)

Recreational, leisure and community facilities 6,706 8,261(1,555)

4,630 5,663(1,033)

Waste management 3,100 3,100 0 1,753 1,267 486Parks, open space and streetscapes 2,767 2,886 (119) 1,151 676 475Aerodromes 0 0 0 0 0 0Off street car parks 0 305 (305) 0 308 (308)Other infrastructure 18,422 17,833 589 7,090 1,227 5,863Total infrastructure 47,937 65,467 (17,530) 26,190 35,832 (9,642)Total capital works expenditure 81,126 102,046 (20,920) 34,223 47,741 (13,518)

Represented by:New asset expenditure 24,118 39,235 (15,117) 6,695 19,447 (12,752)Asset renewal expenditure 51,026 55,522 (4,496) 23,326 23,273 53Asset expansion expenditure 3,089 3,089 0 1,748 1,267 481Asset upgrade expenditure 2,893 4,200 (1,307) 2,454 3,754 (1,300)Total capital works expenditure 81,126 102,046 (20,920) 34,223 47,741 (13,518)


1472

City of Ballarat

Performance Statement ReportFor the Period Ended 31 December 2017

1573

Results Results Results

2016 2017 2018 Comments

Timeliness

AM1 Time taken to action animal management requests 2.53 6.46 4.07

As a part of a data cleansing activity we found that there were a few requests that

had been actioned but not actioned in the system from prior years. These were

noticed and actioned in the system in the 2017FY, leading to larger days of first

response for those requests, hence the higher figure.

[Number of days between receipt and first response action for all animal management

requests / Number of animal management requests]

Service standard

AM2 Animals reclaimed 34.54% 40.17% 34.94%

As of September 2017, The City of Ballarat reclaimed management of the

Ballarat Animal Shelter, This has led to some considerable changes such as

longer opening hours which will affect the figures going into the future. We would

hope to see this figure increase before end of financial year

[Number of animals reclaimed / Number of animals collected] x100

Service cost

AM3 Cost of animal management service $19.52 $25.12 $49.09

As of September 2017, The City of Ballarat reclaimed management of the

Ballarat Animal Shelter, This has led to us providing all services at a better

standard, with longer opening hours.

[Direct cost of the animal management service / Number of registered animals]

Health and safety

AM4 Animal management prosecutions 2.00 6.00 3.00

[Number of successful animal management prosecutions]

SERVICE PERFORMANCE INDICATORS - ANIMAL MANAGEMENT

Service Performance Indicators

0.001.002.003.004.005.006.007.00

2016 2017 2018


AM1 2.53 6.46 4.07

Time Taken to Action Animal Management Requests

31.00%32.00%33.00%34.00%35.00%36.00%37.00%38.00%39.00%40.00%41.00%

2016 2017 2018


AM2 34.54% 40.17% 34.94%

Animals Reclaimed

$0.00

$10.00

$20.00

$30.00

$40.00

$50.00

2016 2017 2018


AM3 $19.52 $25.12 $49.09

Cost of Animal Management Service

0.00

1.00

2.00

3.00

4.00

5.00

6.00

2016 2017 2018


AM4 2.00 6.00 3.00

Animal Management Prosecutions

1674


2016 2017 2018 Comments

Satisfaction

AF1 User satisfaction with aquatic facilities (optional) 0.00% 93.27% 0.00% There has been no satisfaction surveys completed in the 2018FY

[User satisfaction with how council has performed on provision of aquatic facilities]

Service standard

AF2 Health inspections of aquatic facilities 2.43 1.50 1.38

[Number of authorised officer inspections of Council aquatic facilities / Number of Council

aquatic facilities]

Health and Safety

AF3 Reportable safety incidents at aquatic facilities 0.00 0.00 0.00

[Number of WorkSafe reportable aquatic facility safety incidents]

Service cost

AF4 Cost of indoor aquatic facilities $0.67 $1.55 $0.69

In the 2018FY, the was a price increase in fees which had not occurred for a

number of years at the Ballarat Aquatic Centre. In addition, there has been

numerous cost efficiencies found across a number of programs. This is a positive

result considering the number of visits has decreased due to the discontinuation

of some programs at the BALC.

[Direct cost of indoor aquatic facilities less income received / Number of visits to indoor

aquatic facilities]

Service Cost

AF5 Cost of outdoor aquatic facilities $10.02 $25.40 $25.45

The Outdoor pool season had a delayed start due to Eureka pool not opening

until the end of December due to maintenance works. However, Black Hill pool

was opened a couple of weeks early then planned to try offset the delay for the

Eureka Pool.

[Direct cost of outdoor aquatic facilities less income received / Number of visits to outdoor

aquatic facilities]

Utilisation

AF6 Utilisation of aquatic facilities 3.25 3.10 2.72

The Outdoor pool season had a delayed start due to Eureka pool not opening

until the end of December due to maintenance works. However, Black Hill pool

was opened a couple of weeks early then planned to try offset the delay for the

Eureka Pool. In addition, there was a decrease in visits at the BALC due to the

discontinuation of certain programs at the BALC.

[Number of visits to aquatic facilities / Municipal population]


SERVICE PERFORMANCE INDICATORS - AQUATIC FACILITIES

0.00%

20.00%

40.00%

60.00%

80.00%

100.00%

2016 2017 2018


AF1 0.00% 93.27% 0.00%

User Satisfaction with Aquatic Facilities

0.00

0.50

1.00

1.50

2.00

2.50

2016 2017 2018


AF2 2.43 1.50 1.38

Health Inspections of Aquatic Facilities

0.00

0.20

0.40

0.60

0.80

1.00

2016 2017 2018


AF3 0.00 0.00 0.00

Reportable Safety Incidents at Aquatic Facilities

$0.00

$0.20

$0.40

$0.60

$0.80

$1.00

$1.20

$1.40

$1.60

2016 2017 2018


AF4 $0.67 $1.55 $0.69

Cost of Indoor Aquatic Facilities

$0.00

$5.00

$10.00

$15.00

$20.00

$25.00

$30.00

2016 2017 2018


AF5 $10.02 $25.40 $25.45

Cost of Outdoor Aquatic Facilities

2.402.502.602.702.802.903.003.103.203.30

2016 2017 2018


AF6 3.25 3.10 2.72

Utilisation of Aquatic Facilities

1775


2016 2017 2018 Comments

Timeliness

FS1 Time taken to action food complaints 3.15 7.70 2.31

From 1 July 2016, 'Time taken to action food complaints' will be reported by

calendar year. Previously this indicator was reported by financial year. This has

been implemented to better align reporting with the Department of Health and

Human Services. This may result in some variances year on year. In the 2017FY,

there has been training on how data is entered to ensure that we get greater

accuracy on reporting for this indicator, as delays in data entry was skewing the

original data.

[Number of days between receipt and first response action for all food complaints / Number

of food complaints]

Service standard

FS2 Food safety assessments 94.63% 98.13% 99.04%

[Number of registered class 1 food premises and class 2 food premises that receive an

annual food safety assessment in accordance with the Food Act 1984 / Number of registered

class 1 food premises and class 2 food premises that require an annual food safety

assessment in accordance with the Food Act 1984] x100

Service cost

FS3 Cost of food safety service $184.61 $246.72 $246.62

[Direct cost of the food safety service / Number of food premises registered or notified in

accordance with the Food Act 1984]

Health and safety

FS4 Critical and major non-compliance outcome notifications 78.63% 91.21% 93.67%

From 1 July 2016, 'Critical and major non-compliance outcome notifications' will

be reported by calendar year. Previously this indicator was reported by financial

year. This has been implemented to better align reporting with the Department of

Health and Human Services. This may result in some variances year on year.

[Number of critical non-compliance outcome notifications and major non-compliance

notifications about a food premises followed up / Number of critical non-compliance outcome

notifications and major non-compliance notifications about a food premises] x100

SERVICE PERFORMANCE INDICATORS - FOOD SAFETY


0.00

1.00

2.00

3.00

4.00

5.00

6.00

7.00

8.00

2016 2017 2018


FS1 3.15 7.70 2.31

Time taken to action food complaints

92.00%

93.00%

94.00%

95.00%

96.00%

97.00%

98.00%

99.00%

100.00%

2016 2017 2018


FS2 94.63% 98.13% 99.04%

Food safety assessments

$0.00

$50.00

$100.00

$150.00

$200.00

$250.00

2016 2017 2018


FS3 $184.61 $246.72 $246.62

Cost of food safety service

70.00%

75.00%

80.00%

85.00%

90.00%

95.00%

2016 2017 2018


FS4 78.63% 91.21% 93.67%

Critical and major non-compliance outcome notifications

1876


2016 2017 2018 Comments

Transparency

G1 Council decisions made at meetings closed to the public 13.78% 20.63% 19.25%

[Number of Council resolutions made at ordinary or special meetings of Council, or at

meetings of a special committee consisting only of Councillors, closed to the public / Number

of Council resolutions made at ordinary or special meetings of Council or at meetings of a

special committee consisting only of Councillors ] x100

Consultation and engagement

G2 Satisfaction with community consultation and engagement 53.80 58.00 0.00

The community satisfaction survey is only completed once every financial year

and at the time of reporting the satisfaction survey has not been completed for

the 2018FY

Community satisfaction rating out of 100 with how Council has performed on community

consultation and engagement

Attendance

G3 Councillor attendance at council meetings 92.31% 92.22% 94.02%

[The sum of the number of Councillors who attended each ordinary and special Council

meeting / (Number of ordinary and special Council meetings) × (Number of Councillors

elected at the last Council general election)] x100

Service cost

G4 Cost of governance $20,572.17 $17,766.33 $23,472.13

In 2017, there was an increase in councillor and mayor payments,. In addition, a

large invoice relating to enforcement of compulsory voting for the 2016/17FY

Election was only received and paid in the 2018FY

[Direct cost of the governance service / Number of Councillors elected at the last Council

general election]

Satisfaction

G5 Satisfaction with council decisions 51.00 56.50 0.00



the 2018FY

[Community satisfaction rating out of 100 with how council has performed in making

decisions in the interest of the community]

SERVICE PERFORMANCE INDICATORS - GOVERNANCE


0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

2016 2017 2018


G1 13.78% 20.63% 19.25%

Council decisions made at meetings closed to the public

0.00

10.00

20.00

30.00

40.00

50.00

60.00

2016 2017 2018


G2 53.80 58.00 0.00

Satisfaction with community consultation and engagement

91.00%

91.50%

92.00%

92.50%

93.00%

93.50%

94.00%

94.50%

2016 2017 2018


G3 92.31% 92.22% 94.02%

Councillor attendance at council meetings

$0.00

$5,000.00

$10,000.00

$15,000.00

$20,000.00

$25,000.00

2016 2017 2018


G4 $20,572.17 $17,766.33 $23,472.13

Cost of governance

0.00

10.00

20.00

30.00

40.00

50.00

60.00

2016 2017 2018


G5 51.00 56.50 0.00

Satisfaction with council decisions

1977


2016 2017 2018 Comments

Utilisation

LB1 Library collection usage 2.56 2.47 2.64

[Number of library collection item loans / Number of library collection items]

Resource standard

LB2 Standard of library collection 62.38% 63.71% 63.99%

Ballarat library has 18,566 items in its local history collection, whose significant

size and age reduces the % purchased in the past 5 years. These figures do not

include e-books as the current systems cannot capture this data.

[Number of library collection items purchased in the last 5 years / Number of library

collection items] x100

Service cost

LB3 Cost of library service $8.11 $8.47 $7.67

In the 2018FY, the City of Ballarat has had an increase in visitations due to more

programs running and to the introduction of a high demand browsing collection

with a 1 week loan period, which encourages borrowers to visit more frequently.

In addition, the Sebastopol Library has shut down from December 2018 to

undergo renovation works. This may see a slight decrease in visits however, they

are able to visit any of our other library facilities during this time.

[Direct cost of the library service / Number of visits]

Participation

LB4 Active library members 19.69% 9.89% 9.41%

In the 2017FY, there was a decrease in members, which is in line with state-wide

trends. From the 2017FY, the SIRSI Dynix system has upgraded its analytics

system which has provided greater accuracy on the data in regards to active

members. The older platform listed all members that have had any activity in the

financial year. Whereas, from the 2016FY it allows us to narrow the list down to

members who have borrowed a book in each financial year.

[Number of active library members / Municipal population] x100

SERVICE PERFORMANCE INDICATORS - LIBRARIES


2.35

2.40

2.45

2.50

2.55

2.60

2.65

2016 2017 2018


LB1 2.56 2.47 2.64

Library collection usage

61.50%

62.00%

62.50%

63.00%

63.50%

64.00%

2016 2017 2018


LB2 62.38% 63.71% 63.99%

Standard of library collection

$7.20

$7.40

$7.60

$7.80

$8.00

$8.20

$8.40

$8.60

2016 2017 2018


LB3 $8.11 $8.47 $7.67

Cost of library service

0.00%

5.00%

10.00%

15.00%

20.00%

2016 2017 2018


LB4 19.69% 9.89% 9.41%

Active library members

2078


2016 2017 2018 Comments

Satisfaction

MC1 Participation in first MCH home visit 111.76% 106.19% 100.47%

[Number of first MCH home visits / Number of birth notifications received] x100

Service standard

MC2 Infant enrolments in the MCH service 99.83% 100.00% 101.42%

[Number of infants enrolled in the MCH service (from birth notifications received) / Number of

birth notifications received] x100

Service cost

MC3 Cost of the MCH service $76.52 $88.06 $88.91

[Cost of the MCH service / Hours worked by MCH nurses]

Participation

MC4 Participation in the MCH service 66.78% 65.84% 43.71%

In May 2017, the City of Ballarat has transitioned to a new state-wide Child

Development Information System (CDIS). The new system is experiencing a

number of issues and as such Council is unable to verify the accuracy of the

data. Council is currently working with the Municipal Association of Victoria to

verify this data and rectify these issues.

[Number of children who attend the MCH service at least once (in the year) / Number of

children enrolled in the MCH service] x100

Participation

MC5 Participation in the MCH service by Aboriginal children 49.02% 41.61% 25.43%

In May 2017, the City of Ballarat has transitioned to a new state-wide Child

Development Information System (CDIS). The new system is experiencing a

number of issues and as such Council is unable to verify the accuracy of the

data. Council is currently working with the Municipal Association of Victoria to

verify this data and rectify these issues. In addition, There continues to be a

decrease in the participation of Aboriginal children in the MCH service. The Local

aboriginal co-operative runs a similar MCH service. They can access both

services or choose either one of these services. We still by law receive every

birth notification however, we have a lower intake of the MCH program due to

some people choosing the local aboriginal co-operative MCH program.

[Number of Aboriginal children who attend the MCH service at least once (in the year) /

Number of Aboriginal children enrolled in the MCH service] x100

SERVICE PERFORMANCE INDICATORS - MATERNAL & CHILD HEALTH (MCH)


94.00%96.00%98.00%

100.00%102.00%104.00%106.00%108.00%110.00%112.00%

2016 2017 2018


MC1 111.76% 106.19% 100.47%

Participation in first MCH home visit

99.00%

99.50%

100.00%

100.50%

101.00%

101.50%

2016 2017 2018


MC2 99.83% 100.00% 101.42%

Infant enrolments in the MCH service

$70.00

$75.00

$80.00

$85.00

$90.00

2016 2017 2018


MC3 $76.52 $88.06 $88.91

Cost of the MCH service

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

70.00%

2016 2017 2018


MC4 66.78% 65.84% 43.71%

Participation in the MCH service

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

2016 2017 2018


MC5 49.02% 41.61% 25.43%

Participation in the MCH service by Aboriginal children

2179


2016 2017 2018 Comments

Satisfaction of use

R1 Sealed local road requests 22.45 37.61 30.90Due to the wet start of the 2017FY, it has created more potholes and therefore

we have seen more requests in the 2017FY.

[Number of sealed local road requests / Kilometres of sealed local roads ] x100

Condition

R2 Sealed local roads maintained to condition standards 96.54% 99.67% 99.77%

[Number of kilometres of sealed local roads below the renewal intervention level set by

Council / Kilometres of sealed local roads] x100

Service cost

R3 Cost of sealed local road reconstruction $115.63 $204.71 $65.57

In the 2018FY, we have realised that the cost being used in prior years was

inflated as it was including extra tasks such as tree planting, drainage, footpath,

kerb & channel reconstruction not associated with the sealed road reconstruction.

We are currently in the process of reworking prior years. However, due to the

timing of completed projects look for this indicator to get closer to prior years by

the end of the financial year.

[Direct cost of sealed local road reconstruction / Square metres of sealed local roads

reconstructed]

Service Cost

R4 Cost of sealed local road resealing $81.90 $36.17 $67.78Due to the timing of completed projects look for this indicator to decrease and get

closer to prior years by the end of the financial year.

[Direct cost of sealed local road resealing / Square metres of sealed local roads resealed]

Satisfaction

R5 Satisfaction with sealed local roads 56.00 58.90 0.00



the 2018FY

[Community satisfaction rating out of 100 with how council has performed on the condition of

sealed local roads]

SERVICE PERFORMANCE INDICATORS - ROADS


0.00

5.00

10.00

15.00

20.00

25.00

30.00

35.00

40.00

2016 2017 2018


R1 22.45 37.61 30.90

Sealed local road requests

94.00%

95.00%

96.00%

97.00%

98.00%

99.00%

100.00%

2016 2017 2018


R2 96.54% 99.67% 99.77%

Sealed local roads maintained to condition standards

$0.00

$50.00

$100.00

$150.00

$200.00

$250.00

2016 2017 2018


R3 $115.63 $204.71 $65.57

Cost of sealed local road reconstruction

$0.00$10.00$20.00$30.00$40.00$50.00$60.00$70.00$80.00$90.00

2016 2017 2018


R4 $81.90 $36.17 $67.78

Cost of sealed local road resealing

0.00

10.00

20.00

30.00

40.00

50.00

60.00

2016 2017 2018


R5 56.00 58.90 0.00

Satisfaction with sealed local roads

2280


2016 2017 2018 Comments

Timeliness

SP1 Time taken to decide planning applications 60.00 57.00 58.00At the time of reporting, the PPARS website had not released December's figures

therefore these figures are taken from November's report for the 2018FY

[The median number of days between receipt of a planning application and a decision on the

application]

Service standard

SP2 Planning applications decided within required time frames 72.00% 77.00% 79.09%At the time of reporting, the PPARS website had not released December's figures

therefore these figures are taken from November's report for the 2018FY

[(Number of regular planning application decisions made within 60 days) + (Number of

VicSmart planning application decisions made within 10 days) / Number of planning

application decisions made] x100

Service cost

SP3 Cost of statutory planning service $1,639.80 $1,671.16 $2,093.01

At the time of reporting, the PPARS website had not released December's figures

therefore these figures are taken from November's report for the 2018FY,

However the $ used in this report are including the December figures

[Direct cost of the statutory planning service / Number of planning applications received]

Decision making

SP4 Council planning decisions upheld at VCAT 66.67% 100.00% 55.56%

This indicator varies greatly due to the very small amount of cases taken to VCAT

in the first quarter of each FY. There was 3 cases in 2016FY, 3 cases in 2017FY

& 9 cases in 2018FY.

[Number of VCAT decisions that did not set aside council's decision in relation to a planning

application / Number of VCAT decisions in relation to planning applications] x100

SERVICE PERFORMANCE INDICATORS - STATUTORY PLANNING


55.5056.0056.5057.0057.5058.0058.5059.0059.5060.00

2016 2017 2018


SP1 60.00 57.00 58.00

Time taken to decide planning applications

68.00%

70.00%

72.00%

74.00%

76.00%

78.00%

80.00%

2016 2017 2018


SP2 72.00% 77.00% 79.09%

Planning applications decided within required time frames

$0.00

$500.00

$1,000.00

$1,500.00

$2,000.00

$2,500.00

2016 2017 2018


SP3 $1,639.80 $1,671.16 $2,093.01

Cost of statutory planning service

0.00%

20.00%

40.00%

60.00%

80.00%

100.00%

2016 2017 2018


SP4 66.67% 100.00% 55.56%

Council planning decisions upheld at VCAT

2381


2016 2017 2018 Comments

Satisfaction

WC1 Kerbside bin collection requests 88.11 75.30 80.17

[Number of kerbside garbage and recycling bin collection requests / Number of kerbside bin

collection households] x1000

Service standard

WC2 Kerbside collection bins missed 8.20 6.63 8.62

[Number of kerbside garbage and recycling collection bins missed / Number of scheduled

kerbside garbage and recycling collection bin lifts] x10,000

Service cost

WC3 Cost of kerbside garbage bin collection service $54.51 $49.93 $55.26

[Direct cost of the kerbside garbage bin collection service / Number of kerbside garbage

collection bins]

Service cost

WC4 Cost of kerbside recyclables collection service $17.74 $14.95 $15.63

[Direct cost of the kerbside recyclables bin collection service / Number of kerbside

recyclables collection bins]

Waste diversion

WC5 Kerbside collection waste diverted from landfill 47.14% 52.27% 49.47%

From the 2017FY, we have introduced our own green waste service, this has

increased the amount of tonnages being diverted from landfill, due to green

waste not been included in the prior financial year's figures.

[Weight of recyclables and green organics collected from kerbside bins / Weight of garbage,

recyclables and green organics collected from kerbside bins] x100

SERVICE PERFORMANCE INDICATORS - WASTE COLLECTION


65.00

70.00

75.00

80.00

85.00

90.00

2016 2017 2018


WC1 88.11 75.30 80.17

Kerbside bin collection requests

0.001.002.003.004.005.006.007.008.009.00

2016 2017 2018


WC2 8.20 6.63 8.62

Kerbside collection bins missed

$47.00$48.00$49.00$50.00$51.00$52.00$53.00$54.00$55.00$56.00

2016 2017 2018


WC3 $54.51 $49.93 $55.26

Cost of kerbside garbage bin collection service

$13.50$14.00$14.50$15.00$15.50$16.00$16.50$17.00$17.50$18.00

2016 2017 2018


WC4 $17.74 $14.95 $15.63

Cost of kerbside recyclables collection service

44.00%45.00%46.00%47.00%48.00%49.00%50.00%51.00%52.00%53.00%

2016 2017 2018


WC5 47.14% 52.27% 49.47%

Kerbside collection waste diverted from landfill

2482


2016 2017 2018 Comments

Satisfaction

I1 User satisfaction with immunisation service 0.00 0.00 0.00

[User satisfaction with how council has performed on provision of children immunisation

service]

Service standard

I2 Vaccination of children by council 51.00% 49.89% 0.00%

The Government department in charge of the NIC5B Report which gives us the

result for this indicator stopped producing the NIC5B report. It is expected that

the government department will restart this report for the December 2017 quarter

onwards. At the time of producing the performance statement this report was not

available.

[Percentage of children fully vaccinated by council]

Service standard

I3 Return of consent cards by secondary school children 85.58% 88.13% 88.77%

[Number of secondary school consent cards returned / Total number of secondary school

children] x100

Service cost

I4 Cost of immunisation service $21.56 $22.03 $21.50

[Direct cost of immunisation service / Total number of vaccinations]

Participation

I5 Vaccination of children 94.02% 94.47% 95.91%

The Government department in charge of the ACIR coverage Report which gives

us the result for this indicator had not published the Report for the December

quarter. The figure for the 2018FY is as at 30/09/2017

[Percentage of children who are fully vaccinated in each age group]

Participation

I6 Vaccination of secondary school children 75.16% 60.48% 83.26%

In both the 2016FY & 2018FY there were immunisations required for Year 11 &

12 students, This increased the number of catch-up vaccinations required which

there was a majority uptake. This led to increased immunisation figures by

council.

[Number of secondary school children fully vaccinated by council / Total number of

secondary school children] x100

SERVICE PERFORMANCE INDICATORS - IMMUNISATIONS


0.00

0.20

0.40

0.60

0.80

1.00

2016 2017 2018


I1 0.00 0.00 0.00

User satisfaction with immunisation service

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

2016 2017 2018


I2 51.00% 49.89% 0.00%

Vaccination of children by council

83.00%

84.00%

85.00%

86.00%

87.00%

88.00%

89.00%

2016 2017 2018


I3 85.58% 88.13% 88.77%

Return of consent cards by secondary school children

$21.20$21.30$21.40$21.50$21.60$21.70$21.80$21.90$22.00$22.10

2016 2017 2018


I4 $21.56 $22.03 $21.50

Cost of immunisation service

93.00%

93.50%

94.00%

94.50%

95.00%

95.50%

96.00%

2016 2017 2018


I5 94.02% 94.47% 95.91%

Vaccination of children

0.00%10.00%20.00%30.00%40.00%50.00%60.00%70.00%80.00%90.00%

2016 2017 2018


I6 75.16% 60.48% 83.26%

Vaccination of secondary school children

2583


2016 2017 2018 Comments

Utilisation

SG1 Structured activities on sports fields 21.42 33.47 51.76A new reporting system was introduced in January 2016 which allows the

tracking of trainings and not only matches.

[Number of structured activities / Total number of sports fields]

Condition

SG2 Condition of sports fields 0.00 0.35 0.00

Due to the wet start to the 2017FY, some grounds were closed due to being

under water and were unavailable for all structured activities. There were no

grounds closed in the 2016FY & 2018FY

[Number of days sports fields are unavailable for structured activities due to condition

excluding maintenance and reconstruction/redevelopment / Total number of sports fields]

Service cost

SG3 Cost of sports grounds $8,898.60 $9,173.68 $9,365.94

[Direct cost of sports grounds / Total number of sports fields]

Availability

SG4 Population per sports field 1078.31 1092.24 1106.00

[Municipal population / Total number of sports fields]

SERVICE PERFORMANCE INDICATORS - SPORTS GROUNDS


0.00

10.00

20.00

30.00

40.00

50.00

60.00

2016 2017 2018


SG1 21.42 33.47 51.76

Structured activities on sports fields

0.00

0.05

0.10

0.15

0.20

0.25

0.30

0.35

0.40

2016 2017 2018


SG2 0.00 0.35 0.00

Condition of sports fields

$8,600.00

$8,700.00

$8,800.00

$8,900.00

$9,000.00

$9,100.00

$9,200.00

$9,300.00

$9,400.00

2016 2017 2018


SG3 $8,898.60 $9,173.68 $9,365.94

Cost of sports grounds

1060.001065.001070.001075.001080.001085.001090.001095.001100.001105.001110.00

2016 2017 2018


SG4 1078.31 1092.24 1106.00

Population per sports field

2684


2016 2017 2018

Population

C1 Expenses per head of municipal population $731.46 $789.71 $779.66

[Total expenses / Municipal population]

Population

C2 Infrastructure per head of municipal population $12,867.68 $12,155.24 $11,462.37

[Value of infrastructure / Municipal population]

Population

C3 Population density per length of road 72.25 72.38 73.57

[Municipal population / Kilometres of local roads]

Own-source revenue

C4 Own-source revenue per head of municipal population $1,121.33 $1,191.88 $1,205.55

[Own-source revenue / Municipal population]

Recurrent grants

C5 Recurrent grants per head of municipal population $147.79 $240.99 $183.03

[Recurrent grants / Municipal population]

Disadvantage

C6 Relative Socio-Economic Disadvantage 4.00 4.00 4.00

[Index of Relative Socio-Economic Disadvantage by decile]

SUSTAINABLE CAPACITY INDICATORS

Sustainable Capacity Indicators

Comments

The variance occurs due to timing differences of receiving the

Victorian Grants Commission in advance.

$700.00$710.00$720.00$730.00$740.00$750.00$760.00$770.00$780.00$790.00

2016 2017 2018


C1 $731.46 $789.71 $779.66

Expenses per head of municipal population

$10,500.00

$11,000.00

$11,500.00

$12,000.00

$12,500.00

$13,000.00

2016 2017 2018


C2 $12,867.68 $12,155.24 $11,462.37

Infrastructure per head of municipal population

71.50

72.00

72.50

73.00

73.50

74.00

2016 2017 2018


C3 72.25 72.38 73.57

Population density per length of road

$1,060.00$1,080.00$1,100.00$1,120.00$1,140.00$1,160.00$1,180.00$1,200.00$1,220.00

2016 2017 2018


C4 $1,121.33 $1,191.88 $1,205.55

Own-source revenue per head of municipal population

$0.00

$50.00

$100.00

$150.00

$200.00

$250.00

2016 2017 2018


C5 $147.79 $240.99 $183.03

Recurrent grants per head of municipal population

0.00

0.50

1.00

1.50

2.00

2.50

3.00

3.50

4.00

2016 2017 2018


C6 4.00 4.00 4.00

Relative Socio-Economic Disadvantage

2785

2016 2017 2018 2019 2020 2021 Comments

Revenue level

E1 Average residential rate per residential property assessment $1,537.74 $1,597.12 $1,647.19 $1,611.02 $1,626.48 $1,642.75

[Residential rate revenue / Number of residential property

assessments]

Expenditure level

E2 Expenses per property assessment $1,438.29 $1,568.27 $1,559.42 $3,097.80 $3,126.71 $3,107.14

[Total expenses / Number of property assessments]

Workforce turnover

E3 Resignations and terminations compared to average staff 6.00% 7.77% 5.81% 6.04% 6.10% 6.03%

[Number of permanent staff resignations and terminations /

Average number of permanent staff for the financial year] x100

FINANCIAL PERFORMANCE INDICATORS - EFFICIENCY

Financial Performance Indicators ForecastsResults

$1,480.00$1,500.00$1,520.00$1,540.00$1,560.00$1,580.00$1,600.00$1,620.00$1,640.00$1,660.00

2016 2017 2018 2019 2020 2021

Results Forecasts

E1 $1,537.74 $1,597.12 $1,647.19 $1,611.02 $1,626.48 $1,642.75

Average residential rate per residential property assessment

$0.00

$500.00

$1,000.00

$1,500.00

$2,000.00

$2,500.00

$3,000.00

$3,500.00

2016 2017 2018 2019 2020 2021

Results Forecasts

E2 $1,438.29 $1,568.27 $1,559.42 $3,097.80 $3,126.71 $3,107.14

Expenses per property assessment

0.00%1.00%2.00%3.00%4.00%5.00%6.00%7.00%8.00%

2016 2017 2018 2019 2020 2021

Results Forecasts

E3 6.00% 7.77% 5.81% 6.04% 6.10% 6.03%

Resignations and terminations compared to average staff

2886

2016 2017 2018 2019 2020 2021 Comments

Working capital

L1 Current assets compared to current liabilities 493.62% 465.78% 481.29% 103.58% 102.37% 102.83%

[Current assets / Current liabilities] x100

Unrestricted cash

L2 Unrestricted cash compared to current liabilities 197.56% 181.82% 202.56% 34.60% 32.90% 32.88%

[Unrestricted cash / Current liabilities] x100

FINANCIAL PERFORMANCE INDICATORS - LIQUIDITY

Financial Performance Indicators Results Forecasts

0.00%50.00%

100.00%150.00%200.00%250.00%300.00%350.00%400.00%450.00%500.00%

2016 2017 2018 2019 2020 2021

Results Forecasts

L1 493.62% 465.78% 481.29% 103.58% 102.37% 102.83%

Current assets compared to current liabilities

0.00%

50.00%

100.00%

150.00%

200.00%

250.00%

2016 2017 2018 2019 2020 2021

Results Forecasts

L2 197.56% 181.82% 202.56% 34.60% 32.90% 32.88%

Unrestricted cash compared to current liabilities

2987

2016 2017 2018 2019 2020 2021 Comments

Asset renewal

O1 Asset renewal compared to depreciation 91.13% 94.75% 145.71% 69.52% 68.26% 67.02%

[Asset renewal expense / Asset depreciation] x100

Loans and borrowings

O2 Loans and borrowings compared to rates 51.51% 44.00% 41.79% 47.87% 51.37% 53.75%

[Interest bearing loans and borrowings / Rate revenue] x100

Loans and borrowings

O3 Loans and borrowings repayments compared to rates 6.98% 2.98% 3.01% 5.89% 5.85% 6.55%

[Interest and principal repayments on interest bearing loans and

borrowings / Rate revenue] x100

Indebtedness

O4 Non-current liabilities compared to own source revenue 45.60% 40.79% 39.18% 38.17% 40.59% 42.16%

[Non-current liabilities / Own source revenue] x100

FINANCIAL PERFORMANCE INDICATORS - OBLIGATIONS


0.00%

20.00%

40.00%

60.00%

80.00%

100.00%

120.00%

140.00%

160.00%

2016 2017 2018 2019 2020 2021

Results Forecasts

O1 91.13% 94.75% 145.71% 69.52% 68.26% 67.02%

Asset renewal compared to depreciation

0.00%

10.00%

20.00%

30.00%

40.00%

50.00%

60.00%

2016 2017 2018 2019 2020 2021

Results Forecasts

O2 51.51% 44.00% 41.79% 47.87% 51.37% 53.75%

Loans and borrowings compared to rates

0.00%

1.00%

2.00%

3.00%

4.00%

5.00%

6.00%

7.00%

2016 2017 2018 2019 2020 2021

Results Forecasts

O3 6.98% 2.98% 3.01% 5.89% 5.85% 6.55%

Loans and borrowings repayments compared to rates

34.00%

36.00%

38.00%

40.00%

42.00%

44.00%

46.00%

2016 2017 2018 2019 2020 2021

Results Forecasts

O4 45.60% 40.79% 39.18% 38.17% 40.59% 42.16%

Non-current liabilities compared to own source revenue

3088

2016 2017 2018 2019 2020 2021 Comments

Adjusted underlying result

OP1 Adjusted underlying surplus (or deficit) 42.36% 44.89% 43.85% 0.94% 1.11% 1.12%

[Adjusted underlying surplus (deficit)/ Adjusted underlying

revenue] x100

FINANCIAL PERFORMANCE INDICATORS - OPERATING POSITION


0.00%

5.00%

10.00%

15.00%

20.00%

25.00%

30.00%

35.00%

40.00%

45.00%

2016 2017 2018 2019 2020 2021

Results Forecasts

OP1 42.36% 44.89% 43.85% 0.94% 1.11% 1.12%

Adjusted underlying surplus (or deficit)

3189

2016 2017 2018 2019 2020 2021 Comments

Rates concentration

S1 Rates compared to adjusted underlying revenue 76.80% 72.19% 76.12% 66.99% 67.33% 67.67%

[Rate revenue / Adjusted underlying revenue] x100

Rates effort

S2 Rates compared to property values 0.59% 0.60% 0.61% 0.59% 0.61% 0.59%

[Rate revenue / Capital improved value of rateable properties in

the municipality] x100

FINANCIAL PERFORMANCE INDICATORS - STABILITY


62.00%

64.00%

66.00%

68.00%

70.00%

72.00%

74.00%

76.00%

78.00%

2016 2017 2018 2019 2020 2021

Results Forecasts

S1 76.80% 72.19% 76.12% 66.99% 67.33% 67.67%

Rates compared to adjusted underlying revenue

0.58%

0.59%

0.59%

0.60%

0.60%

0.61%

0.61%

2016 2017 2018 2019 2020 2021

Results Forecasts

S2 0.59% 0.60% 0.61% 0.59% 0.61% 0.59%

Rates compared to property values

3290

YES Date if YES Dates if YES

NO (single item/date) (multiple items/dates)

GC1Community engagement policy (policy outlining Council's commitment to

engaging with the community on matters of public interest) YES 13/04/2016

GC2Community engagement guidelines (guidelines to assist staff to determine

when and how to engage with the community) YES 31/07/2016

GC3

Strategic Resource Plan (plan under section 126 of the Act outlining the

financial and non-financial resources required for at least the next 4

financial years)

YES 28/06/2017

GC4

Annual budget (plan under section 130 of the Act setting out the services

to be provided and initiatives to be undertaken over the next 12 months

and the funding and other resources required)

YES 28/06/2017

GC5

Asset management plans (plans that set out the asset maintenance and

renewal needs for key infrastructure asset classes for at least the next 10

years)

NO

Council is currently undertaking a review of the asset

management plans which will form the basis of the

new plans. The expected completion date is in early-

mid 2018.

GC6Rating strategy (strategy setting out the rating structure of Council to levy

rates and charges)YES 28/06/2017

GC7Risk policy ( policy outlining Council's commitment and approach to

minimising the risks to Council's operations)YES 30/07/2013

This policy is currently in a draft format awaiting ELT

adoption by 31 Jan 2018.

GC8Fraud policy (policy outlining Council's commitment and approach to

minimising the risk of fraud) YES 25/08/2014

This policy is currently in a draft format awaiting ELT

adoption by 31 Jan 2018

GC9

Municipal emergency management plan (plan under section 20 of the

Emergency Management Act 1986 for emergency prevention, response

and recovery)

YES 22/06/2016

GC10

Procurement policy (policy under section 186A of the Local Government

Act 1989 outlining the matters, practices and procedures that will apply to

all purchases of goods, services and works)

YES 14/06/2017

GC11Business continuity plan (plan setting out the actions that will be taken to

ensure that key services continue to operate in the event of a disaster) YES 1/12/2013

Council is currently undertaking a business services

review that will capture current business risks

associated with delivery of services. This will be used

as the basis for prioritising the BCP plans. The

expected completion date will be in February 2018

GC12Disaster recovery plan (plan setting out the actions that will be undertaken

to recover and restore business capability in the event of a disaster)YES

ICT Disaster Recovery Plan

28/11/2014

Crisis Risk Management

12/11/2012

This plan is to go under review with testing to be

conducted in January 2018

GC13Risk management framework (framework outlining Council's approach to

managing risks to the Council's operations)YES 28/02/2011

This framework is currently in draft format awaiting

Council adoption on 31 Jan 2018.

GC14

Audit Committee (advisory committee of Council under section 139 of the

Act whose role is to oversee the integrity of a Council's financial reporting,

processes to manage risks to the Council's operations and for compliance

with applicable legal, ethical, and regulatory requirements)

YES 27/08/2008

GC15

Internal audit (independent accounting professionals engaged by the

Council to provide analyses and recommendations aimed at improving

Council's governance, risk and management controls)

YES 1/07/2016

GC16

Performance reporting framework (a set of indicators measuring financial

and non-financial performance, including the performance indicators

referred to in section 131 of the Act)

YES 22/05/2017

GC17

Council Plan reporting (report reviewing the performance of the Council

against the Council Plan, including the results in relation to the strategic

indicators, for the first six months of the financial year)

NO

A formal plan and framework of key indicators from

the Council plan has been developed and assigned to

key responsible officers. Whereby, reporting on

indicators have been identified for monthly,

quartlerly, 6 monthly, annual and for plan period

milestones. This has been created electronically in a

single source program.

GC18

Financial reporting (quarterly statements to Council under section 138 of

the Act comparing budgeted revenue and expenditure with actual revenue

and expenditure)

YES

2016-2017FY Financial statements as part

of the annual report presented on the

13/09/17, 1st Qtrly Report on the

08/11/2017

GC19

Risk reporting (six-monthly reports of strategic risks to Council's

operations, their likelihood and consequences of occurring and risk

minimisation strategies)

YES

Taken to Audit Committee on the following

dates 7/09/16, 7/12/16, 8/3/17, 26/4/17 &

21/6/17

GC20

Performance reporting (six-monthly reports of indicators measuring the

results against financial and non-financial performance, including

performance indicators referred to in section 131 of the Act)

YES

2016-2017FY Performance statements as

part of the annual report presented on the

13/09/17, 1st Qtrly Report on the

08/11/2017

GC21

Annual report (annual report under sections 131, 132 and 133 of the Act to

the community containing a report of operations and audited financial

performance statements)

YES 13/09/2017

GC22

Councillor Code of Conduct (Code under section 76C of the Act setting out

the conduct principles and the dispute resolution processes to be followed

by Councillors)

YES 25/01/2017

GC23

Delegations (a document setting out the powers, duties and functions of

Council and the Chief Executive Officer that have been delegated to

members of staff)

YES

S6 Delegation - Councillors to Council Staff

27/09/2017 and S7 Delegation - CEO to

Council Staff 4/10/2017

GC24Meeting procedures (a local law governing the conduct of meetings of

Council and special committees) YES 22/08/2012

This meeting procedure local law is currently in draft

format undertaking consultation with Council,

awating approval to proceed to community

consultation in Jan 2018.

GOVERNANCE AND MANAGEMENT CHECKLISTGovernance and Management Item Reason(s) if answer is NO

3391

Structure Band 1 Band 2 Band 3 Band 4 Band 5 Band 6 Band 7 Band 8 All other Total

Classification FTE FTE FTE FTE FTE FTE FTE FTE FTE FTE

Permanent Full Time - Female 2.0 2.0 12.0 35.0 40.0 38.0 12.0 10.0 11.0 162.0

Permanent Full Time - Male 2.0 32.0 97.0 23.0 46.0 30.0 25.0 11.0 18.0 284.0

Permanent Part Time - Female 6.6 31.7 21.4 35.7 22.4 15.2 21.6 0.9 0.0 155.5

Permanent Part Time - Male 1.4 5.4 9.9 3.1 5.9 1.4 0.6 0.0 0.0 27.7

Casual - Female 0.1 4.7 6.9 6.8 2.0 0.0 0.3 0.0 0.0 20.8

Casual - Male 0.5 3.7 3.6 1.2 0.2 0.0 0.0 0.0 0.0 9.2

TOTAL 12.6 79.5 150.8 104.8 116.5 84.6 59.5 21.9 29.0 659.2

WORKFORCE DATA - FTE & BAND CLASSIFICATION

3492


93

9.4. COUNCIL PLAN PROGRESS REPORT

Division: Innovation and Organisational Improvement Director: Cameron Gray Author/Position: Cameron Gray - Director Innovation and Organisational Improvement

OFFICER RECOMMENDATION That Council note the progress report for the Council Plan 2017-2021.

EXECUTIVE SUMMARY The purpose of this Report is to present the first progress update of Council’s performance against the Council Plan 2017-2021. The period reported is from July 2017 to December 2017.

The six-month performance report, provided as an attachment, offers a summary of the progress against the four Council Plan goals; liveability, prosperity, sustainability and accountability.

The intent of this report is to give Councillors and the Community the confidence that Council is on track to meet its published commitments. RATIONALE In accordance with Section 125 of the Local Government Act 1989, Council developed and adopted a four-year Council Plan on 28 June 2017.

The plan is a strategic document outlining what the City of Ballarat will do to help achieve Council’s and the community’s vision of Ballarat as a proud city that is bold, vibrant and thriving.

The plan describes Council’s priorities and outcomes for its four-year term and how these will be resourced. It will also help reinforce Ballarat’s position as the capital of Western Victoria over coming decades.

The plan has been divided into four goals:

Liveability: Improve the quality of life for our community Prosperity: Advance our economic position as the capital of Western Victoria Sustainability: Protect, maintain and enhance our built and natural assets Accountability: Provide strong and decisive leadership, and transparent governance

This report provides the first update in relation to the actions taken and progress made to achieve these goals and strategic objectives.

Regular reporting to Councillors and the community is a key principle of transparency and good governance. This report will be provided to Council on a quarterly basis and published online for the community to access.


94




Implications Considered in Report? Implications Identified?Human Rights Yes NoSocial/cultural Yes YesEnvironmental/Sustainability No NoEconomic No NoFinancial/Resources Yes YesRisk Management Yes YesImplementation and Marketing

No No

Evaluation and Review No No

Human Rights - It is considered that this Report does not impact on any human rights identified in the Charter of Human Rights and Responsibilities Act 2006. Social/Cultural – The report is provided and made available to the community to increase awareness of the activities of Council, provide a mechanism for transparency and could increase community involvement in decision making at Council level. Risk Management – Council is required to be compliant with the Local Government Act 1989 in regards to the Council Plan and annual reporting. This quarterly report supports that compliance.

Financial/Resources - This report contains no financial implications, however many of the initiatives contained within the Council Plan requires Council to allocate funds in its 2017/18 budget to implement the Council Plan.



REFERENCE DOCUMENTS

Nil

ATTACHMENTS

1. Council Plan - Draft Progress Report January 2018 [9.4.1]

1

CITY OF BALLARAT

COUNCIL PLANDraft Progress Report, January 2018

95

2

WHAT IS THE COUNCIL PLAN?The Council Plan is a strategic document outlining what the City of Ballarat will do to achieve Council’s and the community’s vision of Ballarat as a proud city that is bold, vibrant and thriving. The 2017-2021 plan describes Council’s priorities and outcomes for its four-year term and how these will be resourced.

The Council Plan is underpinned by the Ballarat Strategy, which is a plan for our city until 2040 that outlines the community’s vision of a greener, more vibrant and connected Ballarat. The Council Plan is an important document that drives everything the City of Ballarat does over a four-year period.

It sets the vision, priorities and outcomes for Council’s term and lists how progress will be measured. The plan guides Council’s annual budget, which determines the projects, services, events and other initiatives that will be funded and delivered in the next fi nancial year. Each year, the community has opportunities to have its say on Council’s proposed funding.

Council is held accountable for its progress on the Council Plan’s outcomes through the City of Ballarat’s Annual Report. Council’s delivery of the Council Plan ultimately contributes to the community’s vision, highlighted in the Ballarat Strategy.

HOW WE WILL TRACK AND MEASURE OUR PROGRESSEach of the Council Plan goals has a number of measures that will track Council’s progress. Council will also report on its progress in completing the four-year priorities.

96

3

WHAT WE PLAN TO ACHIEVE GOAL:LIVEABILITYImprove Our Community’s Quality of LifeWe will provide inclusive and accessible public spaces; quality services; and opportunities for our community to participate, feel safe and be active and healthy.

How we are tracking:

0 0

0% 0%

0%

0%

0

10

20

30

40

0

0

600 600

50% 50%

50%

50%

600

600

200 200

200

200

2011 2011

2013

2013

2014 2014

2014

2014

2017

800 800

800

800

400 400

400

400

1000 1000

100% 100%

Adults Obese adults

Adults

Children Overweight adults

Children

Young people Young people overweight or obese - Victoria

Young people100%

100%

50

1000

1000

YEAR YEAR

YEAR YEAR

YEAR

YEAR

YEAR

YEAR

YEAR

The Index of Relative Socio-Economic Disadvantage (IRSD) Ballarat - Decile 4

The Index of Economic Resources (IER) Ballarat - Decile 2

Proportion of adults, children and adolescents who consume sugar sweetened beverages daily

Number of local organisations registered for the Achievement Program and working towards physical activity benchmarks

Proportion of the adult, child and adolescent population consuming suffi cient vegetables (serves per day)

Proportion of adults, children and adolescents who are overweight or obese (self-report)

Proportion of the adult, child and adolescent population consuming suffi cient fruit (serves per day)

The Index of Relative Socio-Economic Advantage and Disadvantage (IRSAD) Ballarat - Decile 4

The Index of Education and Occupation (IEO) Ballarat - Decile 6

6%26%

78%

36%

47

8.6%

35%

51%

1.9%

27%

58%

981 962

969

985

INDE

X

INDE

XPR

OPO

RTIO

N

PRO

PORT

ION

PRO

PORT

ION

PRO

PORT

ION

NU

MBE

R

INDE

XIN

DEX

Adults

2011

2011

97

4

GOAL:LIVEABILITYHow we are tracking:

0 0

0K0

0

0

0K0

60% 60%

60%

60%

500

5K60%

20% 20%

20%

20%20%

2015 2012

2014

2016

2016

2014 2018

2014

2014

2017

20162014

80% 80%

6K

4K

2K

80%

80%80%

40% 40%

40%

40%40%

100% 100%

8K100%

100%

1000

10K100%

YEAR YEAR

YEARYEAR

YEAR

YEAR

YEARYEAR

Proportion of people participating in organised sport

Participation rate for the Walk to School program

Number of people participating in Active April

Proportion of adult population sitting for more than eight hours per day on an average weekday

Proportion of adults who walked for transport for trips longer than 10 minutes during the preceding week

Annual bike count

Number of people accessing emergency food relief

Proportion of adult population sitting for more than eight hours per day on an average weekend

31%25%

37% 38%26% 29%

22%

32%

1139

5.8K 6K5.6K

6.8K

12.4K

10%

PRO

PORT

ION

RATE

RATE

PRO

PORT

ION

PRO

PORT

ION

CO

UN

TN

UM

BER

PRO

PORT

ION

0%

50%

2013 2014

100%

Adults Children Young people

YEAR

Proportion of adults, children and adolescents who are suffi ciently physically active

63%

40%

24%

PRO

PORT

ION

98

5


0

0

0%

0%

0%0%

60%

60%

50%

50%

50%50%

20%

20%

2014

2013 2014

2014

2014

20142014

80%

80%

40%

40%

100%

100%

100%

100%

100%100%

YEAR

YEAR

YEAR

YEAR

YEARYEAR

Proportion of adults who cycled for transport for trips longer than 10 minutes during the preceding week

Proportion of children and young people who use electronic media more than two hours per day

Proportion of adults who are able to get help from neighbours if needed

Average extent that adults report that their life is worthwhile

Proportion of adults who volunteer Proportion of adults who feel valued by society

4%

23%

62%

49%

39%

28%

48%

25%

42%

15%

PRO

PORT

ION

PRO

PORT

ION

PRO

PORT

ION

NU

MBE

R

NU

MBE

R

PRO

PORT

ION

0%

50%

2014

100%

OtherSchool

ProfessionalSports

Religious

YEAR

Proportion of adults who belong to an organised community group

22%23%29%

19%

32%PRO

PORT

ION

Defi nitely

high - Grampians region

Defi nitely

Sometimes

very high - Grampians region

Sometimes

0%

0%

50%

50%

2014

2014

100%

100%

YEAR

YEAR

Proportion of adults who think multiculturalism defi nitely made life in their area better

Experiences of racism

46%

4%

PRO

PORT

ION

EXPE

RIEN

CES

99

6


0 0

0

0

0

60% 60%

60%

60%

60%

20% 20%

20%

20%

20%

2014 2016

2014

2014

2014

80% 80%

80%

80%

80%

40% 40%

40%

40%

40%

100% 100%

100%

100%

100%

YEAR YEAR

YEAR

YEAR

YEAR

Proportion of adults who feel there are opportunities to have a real say on important matters

Proportion of adolescents with a high level of resilience

Proportion of young people who report having a trusted adult in their lives

Proportion of young people who are satisfi ed with the quality of their life

Proportion of adults with high or very high levels of social isolation

39%

69%

75%

78%

18%

PRO

PORT

ION

PRO

PORT

ION

PRO

PORT

ION

PRO

PORT

ION

PRO

PORT

ION

0%

50%

2014

100%

Adults showing high or very high levels of psychological distress

Young people showing high levels of distress

YEAR

Proportion of adults and young people with psychological distress

12%18%

PRO

PORT

ION

0

60%

20%

2011

80%

40%

100%

YEAR

Proportion of adults who attend or participate in a cultural or arts event

66%

PRO

PORT

ION

0

30

10

2017

40

20

50

YEAR

Number of local schools and workplaces registered for the Achievement Program and working towards benchmarks for improved mental health

47

NU

MBE

R

0

500

2012 2014 2016 2018

1500

1000

2000

YEAR

Rates of crime against the person

RATE

1652 15841777

14761610

100

7


0

60%

20%

2015

80%

40%

100%

YEAR

Low gender equality in relationship scores

35%PRO

PORT

ION

0

0

500 20

2012

2012

2014 2016

2014

2018

1500 60

40

30

20

10

1000 40

2000 80

50

YEAR

YEAR

Rates of family violence

Rates of alcohol related family violence incidents

RATE

PER

100

,000

RATE

PER

10,

000

1547

48

1597

37

184017431675

46

1684

43

0

10

5

2010 2015

20

15

25

YEAR

Assaults that occur in high alcohol hours

ASSA

ULT

S PE

R 10

,000 20 20 20

1513

0

60%

20%

2010 2015

80%

40%

100%

YEAR

Proportion of adults who feel safe walking alone in their local area after dark

52% 53%42%IN

DEX

0

500

JAN 08

1000

YEAR

Access statistics for the My Aged Care system

1075

ACC

ESS

SCO

RE

02017

2017

YEAR

YEAR

Number of local organisations which are members of CoRE

N umber of attendees at aquatic facilities in the calendar year

70

0.61M

NU

MBE

RN

UM

BER

0.0M

0.2M

0.6M

0.4M

0K

2K

2012 2014 2016 2018

6K

4K

8K

YEAR

Rate of property and deception off ences

RATE

PER

100

,000

6.4K6.1K

6.4K 7.0K 6.8K

101

8


0

60%

20%

JAN 08

80%

40%

100%

YEAR

Attendance by children in consultation events or programs

10%

INDE

X

JAN 08

JAN 08

JAN 08YEAR

YEAR

YEAR

Survey of self confi dence and independence of residents with complex needs (such as dementia) and their carers

Supported social connections programs developed

External older person program providers partnered

3

3

2

SCO

RE

SCO

RE

SCO

RE

0

0

0

1

1

1

3

3

3

2

2

2

0

60%

20%

JAN 08

80%

40%

100%

YEAR

R esult of survey asking about accessibility to support for older people

30%

INDE

X

102

9

WHAT HAVE WE DONEFOUR YEAR PRIORITY MEASURE PROGRESS COMMENTARYStrengthen our city by making Ballarat a people and all age friendly city via improved access, participation, inclusion and respect-based projects and programs

Improved access, participation, inclusion and respect-based projects and programs conducted

In progress The Community Inclusion team continues to facilitate and deliver projects and programs to improve access, inclusion and participation across our city

Programs, projects and initiatives include Council’s Disability Advisory Committee, Council representation on the Ballarat Dementia Alliance, strategic support to Ballarat’s seven Senior Citizens Clubs and various other seniors’ interest groups

Council hosts the Ballarat Senior of the Year awards and coordinates the Ballarat Seniors Festival, events in association with the International Day for People with Disability and Victorian Human Rights Week. Council has supported community-led programs to raise awareness of people living with dementia including the Love and Dementia Symposium, Bigger Hearts program, Circle of Love and 100 Stories fi lm projects

The continued improvement of the Victoria Park Inclusive Play-space, support to increase the accessibility of adult changing facilities, including a mobile changing facility at Mars Stadium

103

10

FOUR YEAR PRIORITY MEASURE PROGRESS COMMENTARYIncrease community participation through the implementation of the Social Infrastructure Program including projects at:• Ballarat North Community Hub• Brown Hill Community Hall• Sebastopol Community Hub• Miners Rest Community and

Sports Facility• Lucas Community Hub• Girrabanya Integrated Community

Hub

Ballarat North Community Hub project complete

In progress Plans for the Ballarat North Community Hub have been fi nalised and tendered out in January. The project design was developed by Peter Thompson Architects through community consultation with the Ballarat North Community Centre Committee and user groups

Brown Hill Community Hall project complete

In progress Plans for the Brown Hill Hall Upgrade have been fi nalised and tendered out in January. Works proposed at the Humffray Street South location include a new access ramp and foyer, as well as, upgraded toilet facilities at the rear of the building

The design for this project was developed by Content Studio Architecture and Design in close consultation with the Brown Hill Hall Committee and user groups

Sebastopol Community Hub project complete

In progress The Sebastopol Community Hub project commenced construction in November. Completion of the project is expected by July/August 2017

Miners Rest Community and Sports Facility project complete

In planning Documentation was prepared and exhibited as part of a delegation to Spring Street in November 2017

Lucas Community Hub project complete

Complete Lucas Community Hub is now open to the community providing Library, Maternal and Child Health and kindergarten services. Community rooms can be booked by community groups. An offi cial opening will occur in coming months

Girrabanya Integrated Community Hub projects complete

In progress Construction commenced January 2018. Completion expected December 2018

Use community partnerships to create healthy and safe community places, and open spaces for passive recreation including:

• A district level park and inclusive play space at MR Power Park in Sebastopol

• An open space physical activity hub at Mount Pleasant Reserve

• A health and wellbeing precinct at the Wendouree Recreation Reserve

A district level park and inclusive play space at MR Power Park in Sebastopol project complete

In progress We continue to pursue funding opportunities with State and Federal Governments Stage 1 Grant Street works complete

An open space physical activity hub at Mount Pleasant Reserve project complete

In progress Community engagement and master plan process complete. Works have commenced

A health and wellbeing precinct at the Wendouree Recreation Reserve project complete

In progress Community engagement and master planning process completed. Public Safety Infrastructure Works have commenced

104

11

FOUR YEAR PRIORITY MEASURE PROGRESS COMMENTARYDevelop the social capacity of our senior residents by: • Building the self-confi dence

and independence of residents with complex needs (such as dementia) and their carers

• Developing supported social connections programs which encourage residents to be involved

• Partnering with external Older Person Program providers to ensure a pathway to sustained access for our senior residents

• Working with internal and external partners to ensure infrastructure accessibility at all places and spaces. Providing civic leadership to support senior residents to take advantage of opportunities

• Services to meet their needs via the My Aged Care system

Survey of the self-confi dence and independence of residents with complex needs (such as dementia) and their carers

In planning Stage 1 planning completed, development of methodology underway

Supported social connections programs developed

In progress Planning completed, roll out commences March 2018

External Older Person Program providers partnered

In progress Stage 1 completed, stage 2 partnership networks commencing including internal and new external partnerships

Infrastructure accessibility at all places and spaces

In progress Stage 1 completed, stage 2 partnership networks commencing including internal and new external partnerships

Survey on the civic leadership provided by City of Ballarat to support senior residents to take advantage of opportunities

In planning A feedback survey is being conducted and will inform the next stages

Access statistics for the My Aged Care system

In progress Ongoing-using a range of methodologies to access community

105

12

FOUR YEAR PRIORITY MEASURE PROGRESS COMMENTARY

Develop a learning city by delivering targeted programs and projects including:• Construction of the Sebastopol

Library and Community Hub • Development of the Library

Community Hub of the future in the Ballarat CBD

• Preparation of a feasibility study for the Wendouree Library and Community Hub

• Participation in the Intercultural Cities program

• Bridging the digital divide • Youth entrepreneur programs

Sebastopol Community Hub complete and operational

In progress The future Sebastopol Library and Community Hub will offer a range of lifelong learning programs for the Sebastopol community and surrounds, a calendar of programs will be released prior to opening

Development of a vision and feasibility study for Library Community Hub of the Future in the Ballarat CBD complete

In planning A feasibility study will be carried out to determine space and redevelopment requirements of the current Ballarat CBD library

Feasibility study for the Wendouree Library and Community Hub complete

In planning A feasibility study will be carried out to determine a suitable future location for the Wendouree Library and Community Hub

Direct participation in the Intercultural Cities program through learning programs and targeted projects

In progress Progress will be reviewed by the successful delivery of various programs as stipulated in the yearly Performance Plan of the Intercultural City Strategic Plan including the Reconciliation Action Plan. Review will be substantiated based on 10 Intercultural City Indicators: Welcoming, Intercultural Lens, Media, International Outlook, Commitment, Language, Intelligence and Competence

Attendance in digital competency classes across the City of Ballarat libraries

In progress A program that assists in building digital literacy skills has been developed for the City of Ballarat libraries’ digital hub services and is available free of charge for members of the public

Youth entrepreneur programs developed and delivered

In progress Youth entrepreneur ‘Boot Camp’ delivered in August/September 2017. Planning commenced to deliver 2018 ‘Inspiration Day’, ‘Boot Camp’ and strengthen mentor program

Improve community safety through initiatives such as urban design, public awareness and CCTV

Completion and evaluation of community safety projects

In progress Public Project Progress Report 6PSIF15 to DOJR 15/01/2017. Project Progress Report 12PSIF16 due to DOJR 31/03/2018

106

13


Create a new Municipal Health and Wellbeing Plan and implement key actions including: • Develop a regional health charter

in partnership with other local LGAs

• Create a Social Policy Framework that articulates Council’s position on key social issues (alcohol, gaming and affordable housing)

• Implement a Council Food Policy

Regional health charter developed

Not started A number of regional partnerships in the area of preventative health are currently being progressed, and staff are monitoring the purpose of these partnerships prior to implementation of this action to ensure there is not duplication

Social Policy Framework created

In planning Background research to review other examples of social policy frameworks and development of project plan and timelines has commenced

Council Food Policy implemented

In planning Engagement of project partners and background research to inform the development of the policy has commenced

Increase participation across all genders and sporting codes by continuing investment in the city’s recreational assets such as: • Completion and programming of

Eureka Stadium• City Oval redevelopment• Eastern Oval Stage 2

redevelopment• Ballarat Sports and Events Centre

completion• White Flat Recreation Reserve

Master Plan and developing the reserve as Ballarat’s home of women’s football

• Wendouree West Recreation Reserve Master Plan including Forest Rangers Soccer Club soccer pitch and lighting upgrade

Mars Stadium project complete

Complete Mars Stadium has hosted its fi rst AFL match. The venue also hosted several community level events in 2017 and will host 3 major AFL games in 2018. The fi rst AFLW practice match will also be played in 2018. Future planning for Mars Stadium stage 2 is continuing in conjunction with State Government

City Oval redeveloped

In progress New and realigned ground surface, drainage and irrigation has been completed. New lighting will also be erected, the venue will be available for the 2018 football season - Redan FC. Works Program is on schedule

Eastern Oval Stage 2 redeveloped

In progress In conjunction with the State Government the following improvements will be completed the end of the current fi nancial year - ground re-surfacing, new turf practice wickets, new female friendly change facilities. Works Program is on schedule

Ballarat Sports and Events Centre complete

In progress Building will commence in February 2018. The WCC cricket nets have been re-located as the fi rst part of the works. Tender has been awarded to Nicholsons. Works Program is on schedule

White Flat Recreation Reserve Change Rooms and Lighting Upgrade

In progress The design of the change rooms is currently underway and the lighting upgrade is currently under construction, due for completion in April 2018

Wendouree West Recreation Reserve Master Plan including Forest Rangers Soccer Club soccer pitch and lighting upgrade project complete

In planning Signifi cant advocacy leading into the 2018 State election to seek funding for community facility and upgrade to soccer pitches and lighting, Ongoing advocacy work through to election

107

14


Plan for future growth including: Delivering sport and active living outcomes in Ballarat West

Delivering a sport and active living plan for Ballarat’s growth in the West

In planning Developing Masterplans for the identifi ed provision of public and active open space in the Ballarat West Growth Zone

Plan for sport participation over coming decades by reviewing the following strategies: • Ballarat Recreation and Active

Living Strategy• Active Women’s and Girls Strategy• Play Space Strategy• Ballarat Regional Tennis Strategy• Ballarat Criterion Cycling Project

Ballarat Active Living Strategy reviewed

Not started In accordance with the new State Government Active Victoria strategy City of Ballarat will review and update its Sport and Recreation Strategy to be renamed Active Ballarat. Budget has been allocated for 2018-19

Active Women’s and Girls Strategy reviewed

In progress Draft strategy completed. To be considered by council for formal adoption April 2018. Final consultation 20th January 2018 during AFLW match

Play Space Strategy staged implementation program reviewed

In progress Several projects identifi ed and prioritised for completion in 2018. Annual budget and works programming scheduled

Ballarat Regional Tennis Strategy reviewed

In planning City of Ballarat will be working with Tennis Victoria to develop a plan for tennis in Ballarat that includes detailed planning for an upgrade to the BRT Centre

Ballarat Criterion Cycling Project reviewed

In progress City of Ballarat continues to work closely with Sebastopol Cycling Club to ensure provision of quality criterium facilities at Victoria Park. Council has invested considerably in upgrading current track. Ongoing consultation

Provide positive leadership to promote Ballarat as a Child Friendly City:• Through our commitment to seek

input from children in the decisions that will impact them in the future

• By providing high quality information to assist families to access services and support in their local community

Opportunities created for children to participate in decision making

In progress Continue to promote across council the importance of children’s voices in decision making

Information provided to assist families to access services and support in their local community

In planning Development of communication plan providing clear messages of services to support families access

Follow a primary prevention approach to prevent violence against women and children as outlined in the Communities of Respect and Equality 2016-2020 plan, of which Council is a signatory

Primary prevention approach to prevent violence against women and children followed

In progress Gender Equity Committee formed and Act@Work program underway for staff gender awareness training

108

15

FOUR YEAR PRIORITY MEASURE PROGRESS COMMENTARYDevelop the capacity of our youth through a Positive Youth Development model by providing: • Learning and development

approaches that are effective in achieving successful outcomes for young people.

• An inclusive ethos where leadership and decision making practices engage young people and are valued, respected and used to contribute to building a better Ballarat.

• Volunteering opportunities to engage young people to learn and contribute to our community

• Partnerships and social networks that connect youth to community planning, programs and initiatives.

• Ethical promotion of youth through positive images, role models and stories about young people to the community

Learning and development programs delivered

In progress Numerous Learning and development programs delivered. In addition to volunteer programs other examples include workshops on photography, various arts programs, change making, First Aid training etc

Leadership and decision making practices developed

In progress Programs youth informed and led. Examples include Youth Awards, Harmony Fest youth led ‘Rock the Block’ event, National Youth Week funding application and event delivery. Involvement of young people in Regional Assembly

Youth volunteering opportunities created

In progress Youth Council and Freeza volunteer programs delivered annually to approximately 40 young people. Recruitment of 2018 volunteers almost complete with induction occurring early February

Youth Volunteer programs involved in consultation opportunities including Regional Assembly and Council strategic plans, Municipal Public Health and Wellbeing Plan and Harmony Fest event. Planning of individual volunteer programs, Youth Council and Freeza is being youth led and will occur at start of 2018. Planning for 2018 community and council planning opportunities has commenced

Partnerships and social networks established

In progress Youth Awards recognition event delivered in October 2017. Youth Council to commence 2018 planning of Youth Awards. Nomination of Youth Council in Victorian Young Achiever Awards. Regular promotion through media releases and myBallarat of youth programs eg. wildlife rescue bags, youth homelessness initiatives, National Youth Week

109

16

0 0% 0%

60 60% 60%

20 20% 20%

2016 2017 20172017

80 80% 80%

40 40% 40%

100 100% 100%

YEAR YEAR YEAR

Community survey - Service performance overall

Days to decision on planning permit % of programmed major and community events delivered

68 78%

100%

65

INDE

X

INDE

X

INDE

X

GOAL: PROSPERITY

Advance our economic position as the capital of Western VictoriaWe will deliver activities and projects that are worthy of our position as the capital of Western Victoria; we will capitalise on this leadership to drive jobs and investment across the region.


110

17

WHAT HAVE WE DONEFOUR YEAR PRIORITY MEASURE PROGRESS COMMENTARYComplete Civic Hall Hub Precinct redevelopment

Civic Hall Hub Precinct redevelopment complete

In progress Tender has been awarded for internal renovation of Civic Hall and works are complete on public plaza

Market the unique character and identity of Ballarat to drive investment

Ballarat marketing activities conducted

In progress Ballarat investment publications prepared for prospective investors. Planning initiated and coordination with other organisations commenced for a targeted marketing program

Implement the Ballarat Economic Program to facilitate investment and Ballarat jobs

Ballarat Economic Program implemented

In progress The Economic Development Team is focused on CBD activation, innovation and building capacity

Generate CBD jobs by: • Advocating for 1000 jobs at the

Civic Hall Precinct• Developing and implementing

a Bakery Hill Master Plan and renewing key sites

• Advocating for the Ballarat Railway Station Precinct development and Lydiard Street bus interchange

• Developing and implementing an Arts Precinct Master Plan

Securing 1000 jobs at the Civic Hall Precinct

Complete State Government committed to the development of GovHub in Ballarat bringing 1000 jobs to the CBD. Planning underway and works to begin in September 2018

Bakery Hill Master Plan and renewal of key sites implemented

In progress Project scoping and stakeholder engagement have commenced

Advocacy for the Ballarat Station Precinct development and Lydiard Street bus interchange undertaken

Complete Council continues to advocate on behalf of the community for the development of Ballarat Station Precinct and the bus interchange. Council is on the project control group (PCG)

Arts Precinct Master Plan implemented (Ballarat Creative City Strategy)

In progress Scoping and planning initiated in August 2017. SGS Economics and Planning was awarded the tender to undertake the work in December 2017. PCG established and meeting regularly. Due for completion in late 2018

Develop and implement an Events, Arts and Culture Strategy (including fi lm) and facilitate new regional and state signifi cant events and festivals

Events, Arts and Culture Strategy implemented

In progress Planning initiated in August 2017. Integrated project involving a number of consultants being led by SGS Economics and Planning. PCG established and meeting regularly. Due for completion in late 2018

Implement headline actions from the Ballarat Strategy including: • Urban Forest Strategy• Growth Front Plan• 10 Minute City (Cycling Action

Plan)• Lake Wendouree Master Plan

including lighting around the lake

Urban Forest Strategy implemented

In progress The draft Urban Forest Action Plan is currently being prepared. Community consultation will be undertaken in the middle of the 2018 and the Action Plan complete by the end of 2018

Complete Ballarat Long Term Growth Options Investigation Plan

In progress Ballarat Long Term Growth Options Investigation Plan in progress. Stakeholder and community consultation is planned to be completed by mid 2018

10 Minute City (Cycling Action Plan) implemented

In progress Commitment of $9.3 million funding by the State Government secured November 2017. Planning and community consultation on the Cycle Action Plan is underway

Lake Wendouree Master Plan implemented

In progress The Lake Wendouree Master Plan was adopted by Council on 22 November 2017 following 18 months of community consultation and development. Offi cers will now establish an implementation PCG to ensure all recommendations are progressively and appropriately implemented

111

18

FOUR YEAR PRIORITY MEASURE PROGRESS COMMENTARYComplete township plans for Miners Rest, Buninyong and Warrenheip

Township plans for Miners Rest complete

In progress Community consultation on the Issues and Opportunities Paper is complete. Consultation on the draft Township Plan is planned for early 2018. Miners Rest Township Plan Issues and Options Paper has been completed. The draft Township Plan is currently being prepared for community consultation

Township plans for Buninyong complete

In progress Preliminary discussions have been held with community members to help plan the consultation process. Community consultation will be undertaken throughout development of the Township Plan in 2018. Background research is underway, including a heritage and landscape character assessment of Buninyong. The Township Plan will be developed and completed in 2018

Township plans for Warrenheip complete

In progress Community consultation will be undertaken during development of the Township Plan in 2019/2020. Warrenheip Township Plan is planned to be undertaken in the 2019/20 fi nancial year

112

19


Advance major projects including: • Ballarat West Employment Zone

future stages• Ballarat Freight Hub• Ballarat Innovation Centre• Waste to Energy Facility• Ballarat Aviation Emergency

Service Hub• Latrobe Street renewal (current

Ballarat Saleyards site)• Her Majesty’s Theatre

redevelopment• Ballarat Fernery redevelopment• Victoria Park Masterplan

Ballarat West Employment Zone future stages advanced

In progress Lobbying for future stages with State and Federal Governments continues. Participation in the Project Control Group continues

Ballarat Freight Hub advanced

In progress Currently working with Regional Development Victoria (RDV) and Development Victoria on grant applications to attract funding to deliver an intermodal hub

Ballarat Innovation Centre advanced

In progress VTT currently working on developing a roadmap for successful development

Waste to Energy Facility advanced

In planning Background studies and lobbying occurring

Ballarat Aviation Emergency Service Hub advanced

In planning Lobbying of the State and Federal Governments, continue to work on planning with Emergency Management Victoria (EMV)

Latrobe Street renewal (current Ballarat Saleyards site) advanced

In progress Stage 1 Planning currently underway, project to be scoped by March 2018

Her Majesty’s Theatre redevelopment advanced

In progress Heritage Architect appointed and detailed design underway

Ballarat Fernery redevelopment advanced

In planning Lobbying for additional funding continues

Victoria Park Masterplan advanced

In progress Vic Park Masterplan Implementation PCG will be established by March 2018 to implement priorities and to secure funding

Strengthen global partnerships and cultural relationships to create investment and job opportunities

Global partnerships in place

In progress Policy to guide international attraction adopted by Council. Offi cers are engaged in hosting international delegations and advancing an international engagement action plan

Adopt and deliver the Heritage Plan using the Historic Urban Landscape (HUL) approach including verandah restoration, A-Hall restoration and upper level reuse projects

Heritage Plan delivered

Complete Heritage Plan adopted by Council in December 2017. Heritage Committee terms of reference updated January 2018. Offi cers are now working to implement the plan

Apply for an integrated funding model through the Federal Government’s City Deals and Smart Cities programs

City Deals and Smart Cities applications submitted

In progress Council submitted an application in round one in the Federal Government Smart Cities and Suburbs Program but was unsuccessful. Preparation and lobbying for a City Deal for Ballarat continues

Develop Ballarat as a leader in adaptive businesses capability, innovative manufacturing, arts and tourism

Number of industry stakeholder Regional and Economic Development Groups Council has representation with

In planning New measure. No data currently available

Develop Ballarat as a leader in digital transformation and ICT

Progress of Digital Strategy

In progress Council’s Digital Services Strategy is currently being reviewed and an action plan being created

113

20

GOAL: SUSTAINABILITYProtect, maintain and enhance our built and natural assets We will plan for growth to ensure our community’s infrastructure and natural environment are protected and improved, and our city’s connectivity is sustainably enhanced.


0 0

0%

0%

0%

60% 60

60%

60%

60%

20% 20

20%

20%

20%

2016 20162017 2017

2017

2015

2015

80% 80

80%

80%

80%

40% 40

40%

40%

40%

100% 100

100%

100%

100%

YEAR YEAR

YEAR

YEAR

YEAR

Diversion rate of household kerbside waste from landfi ll


% of annual Infrastructure and Environment Capital Delivery Program completed

Perceptions of neighbourhood - people are willing to help each other

Perceptions of neighbourhood - this is a close knit neighbourhood

32%

68

49%

65

92%

72.4%

58.6%

PERC

ENTA

GE

PRO

PORT

ION

PERC

ENTA

GE

PERC

ENTA

GE

PERC

ENTA

GE

114

21

WHAT WE HAVE DONEFOUR YEAR PRIORITY MEASURE PROGRESS COMMENTARYComplete and deliver the Ballarat Integrated Transport Action Plan

Ballarat Integrated Transport Action Plan delivered

In progress Work has commenced on the Integrated Transport Action Plan. Draft expected by June 2018

Complete the Ballarat Link Road to the Glenelg Highway

Ballarat Link Road to the Glenelg Highway delivered

In progress Stage 1A & 1B (Western Freeway to Remembrance Drive) to be completed by April 2018. Stage 2 Planning Scheme Amendment to reserve land and preliminary business case to seek funding completed

Deliver enhanced fl ood protection for Ballarat

Flood protection for Ballarat enhanced

In progress Hydrological fl ood studies for various catchments are completed and progressing. Flood mitigation measures are being investigated and some have reached preliminary design stage

Deliver headline actions from the Ballarat Strategy including integrated waste management

Integrated waste management delivered

In planning A draft waste strategy was delivered to Council in December 2017, further public consultation will be undertaken in February 2018 forget and reported back to the Clean Ballarat committee. A Council report will follow with recommendations toward adoption of the strategy

A Building Better Regions Funding Submission was completed in January 2018. Council is awaiting the outcome

Deliver headline actions from the Ballarat Strategy including: • Waste to energy project• Ballarat Integrated Water

Management Plan• Renewable Energy Action Plan

initiatives• Beautifi cation of entrances and

boulevards

Waste to energy project delivered

In planning Background studies and lobbying occurring

Ballarat Integrated Water Management Plan delivered (IWM)

In progress IWM Plan released for public comment by CHW in December 2017 We are working with CHW to address comments received during consultation and prepare fi nal draft IWM Plan

Renewable Energy Action Plan initiatives delivered

In progress New Energy Futures position paper launch in October 2018 together with project partners and facilitated project and investment discussions. Commenced the development of the Ballarat Energy Plan

Beautifi cation of entrances and boulevards complete

In planning Tree planting to be undertaken in Creswick Road median strip, installation of irrigation and grass for the Victoria Street Median Strip. Planning in progress. Works to commence in the fi rst quarter of 2018

Deliver a sustainable approach to environmental management for Ballarat by working with community stakeholders: • Central Victorian Greenhouse

Alliance Action Group• Catchment management and

landcare groups• Clean Ballarat• Regional Sustainability Alliance

Ballarat

Central Victorian Greenhouse Alliance (CVGA) Action Group partnership established

In progress Working with CVGA in identifying heat spots within the City of Ballarat to determine future tree planting towards Councils objective of 40 percent tree canopy cover. Submission for funding have been submitted

Catchment management and Landcare groups partnerships established

In progress Council works with various Friends and Landcare groups including the three catchment management authorities on weed control, litter removal and revegetation work

Clean Ballarat partnership established

In progress Clean Ballarat committee is meeting regularly to work through Council’s draft Waste Strategy and Waste to Energy potential at Ballarat West Employment Zone

Regional Sustainability Alliance Ballarat partnership established

In planning The City of Ballarat in partnership with CVGA currently undertaking a study to map urban heat areas, to enhance tree canopy cover planning for future tree planting works

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22

FOUR YEAR PRIORITY MEASURE PROGRESS COMMENTARYDevelop and implement climate change adaptation initiatives with targets for emissions reductions

Climate change adaptation initiatives implemented

In planning Draft Waste strategy provided to Council in December 2017 and will go to public for consultation in February/March 2018. This will assist the direction toward lowering carbon emissions. Public consultation for draft Waste Strategy to be implemented

Develop a state-of-the-art animal pound for Ballarat and the region

State-of-the-art animal pound developed

In progress We continue to pursue funding opportunities with State and Federal Governments.

Increase the level of government funding for maintaining core assets such as roads, bridges and drainage

Government funding for maintaining core assets increased

In progress Council continues to pursue funding opportunities with State and Federal Governments and has been successful in obtaining funds for the Franklin Bridge in Scotchman’s Lead and Pickford’s Road Bridge through the Federal Government Bridge Renewal Program.

Facilitate a sustainable outcome for the relocation of the Ballarat Agricultural and Pastoral Society

Ballarat Agricultural and Pastoral Society relocated

In progress Support provided to assist in the relocation of the Ballarat Agricultural and Pastoral Society.

Develop a waterway enhancement program in conjunction with catchment management and water authorities

Waterway enhancement program developed

In planning Various ‘Friends’, Landcare and catchment management groups consulted toward enhancing waterways through tree planting and weed removal. Need to develop an overall water enhancement plan with actions.

Advocate for improvements and investment in sustainable transport including rail and electric vehicles

Advocacy for improvements and investment in sustainable transport undertaken

In progress Advocacy undertaken for the Warrenheip Parkway, Ballarat Train Station Upgrade, master planning for the Wendouree Train Station and planning for the BWEZ Freight Hub. Infrastructure needs of electric vehicles to be incorporated into the Ballarat Energy Plan. Discussion with electric vehicle suppliers has taken place.

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23

GOAL: ACCOUNTABILITY

Provide strong and decisive leadership, and transparent governance We will provide open and transparent decision making, and lobby and improve our relationships with all levels of government to enhance our ability to deliver key projects and initiatives.


0%

0

0

60%

60

15

20%

20

5

2015

2015

2012

2016 2016

APRIL 2018

2017 2017

JULY 20182016

2016

20142017

2017

2016

80%

80

20

40%

40

10

100%

100

25

YEAR

YEAR

YEAR

Percentage of Council decisions made in camera

Community survey - Customer service

Grants received

5%

49

4

68

68

22

70

18

13%

54

2

3

65

58

1

2

16%

PERC

ENTA

GE

INDE

X

INDE

X

0

0

0

40

3

60

2

40

1

2020

60

4

80

YEAR

YEAR

YEAR

Community survey - Community consultation and engagement

Council’s fi nanical sustainability ranking compared to regional city councils in Victoria


INDE

X

INDE

XIN

DEX

117

24

WHAT WE HAVE DONEFOUR YEAR PRIORITY MEASURE PROGRESS COMMENTARYAdvocate for Ballarat’s priorities and enhance the city’s reputation as the capital of Western Victoria

Advocacy for Ballarat’s priorities undertaken

In progress Council continues to advocate for Council priorities and projects. In September 2017 all Councillors lobbied State Government politicians at Victorian Parliament House. Planning is underway for a lobbying delegation to Canberra in 2018.

In December 2017 the Mayor of Ballarat was elected chair of Central Highlands Councils Victoria (CHVC) which will assist Council’s advocacy priorities.

Provide strong regional leadership and membership of peak bodies and organisations to maintain Ballarat’s standing as a leading regional city

Membership of peak bodies and organisations

In progress City of Ballarat is a member of various industry bodies, State and Federal Government groups, regional groups and the private sector. This includes the Municipal Association of Victoria (MAV), Committee for Ballarat, Australian Local Government Association and Central Highlands Councils Victoria.

Reduce unnecessary regulations and advocate for the removal of regulatory burdens from other tiers of government

Advocacy for the removal of regulatory burdens from other tiers of government undertaken

In progress Council continues to advocate for a reduction in red tape for customers, businesses and local government. In December 2017 the Victoria Government released the exposure draft of the Local Government Act which supports the reduction of red tape for Councils.

Continue to roll-out the Engaging Communities Program

Engaging Communities Program rolled out

Complete

Implement the Digital Strategy, better use innovative online engagement tools and make our information and data accessible to our community and stakeholders

Digital Strategy implemented

In progress An action plan is being created for Council’s Digital Services Strategy

Investigate and deliver shared local government services within the region

Shared local government services delivered

In planning Council continues to pursue shared services opportunities and has commenced a review of CHCV as a potential vehicle for shared services in the Central Highlands Region.

Review business operations to drive fi nancial and service improvements

Financial and service improvements

In planning Council has commenced service profi ling and reviews.

Address gender equity and inclusion in all Council plans and strategies

Establishing a gender equity strategy

In progress City of Ballarat has signed up to Women’s Health Grampians Act@Work program and commenced staff training in Gender Equity. Work has also commenced on a Gender Equity Strategy with a draft expected March 2018.118

25

ballarat.vic.gov.au

@BallaratCityCouncil @cityofballarat cityofballarat119


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9.5. SUBMISSIONS REGARDING LOCAL GOVERNMENT ACT REVIEW

Division: Innovation and Organisational Improvement Director: Cameron GrayAuthor/Position: Cameron Gray – Director Innovation and Organisational

Improvement



Make a submission on the Exposure Draft of the Local Government Bill proposed to repeal and replace the Local Government Act 1989 in line with the draft submission paper as attached.

EXECUTIVE SUMMARY

The Victorian Government, in 2015 announced the first comprehensive review of local government in a quarter of a century. The review responds to calls from the local government sector and the community for reform of the Local Government Act 1989, which has seen over 90 amending acts resulting in hundreds of individual changes over the past 25 years.

In 2015 Councils and the community were asked to respond and submit to the Local Government Act Review discussion paper to begin a discussion on the role of local government and what the future looks like for local government in Victoria. Then, in 2016 Councils and the community were invited to respond to a Directions Paper.

In December the State Government released the the Exposure Draft of the Local Government Bill 2018 which aims to be a modern, principle based legislative framework for the establishment and administration of a system of local government in Victoria.

Councils, peak bodies and all other interested stakeholders are encouraged to make a submission on the Exposure Draft Bill and these submissions will inform the final drafting of the Bill. Once finalised, it is intended that the new Local Government Bill will be introduced to Parliament in early 2018 with a view to a new Local Government Act commencing from mid-2018.

It is proposed that Council make a submission on the Exposure Draft Bill.

RATIONALE

The Local Government Act Review is one of the most significant reviews to be undertaken by the Victorian Government that directly impacts on the way that councils undertake their activities and roles into the future. The review has already looked at the objectives, roles and functions of councils; the powers required of councils to achieve these objectives and perform their roles and functions; and the extent these should be regulated under the Act.

186 submissions were made responding to the Directions Paper, including a submission from the City of Ballarat.


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The main concerns of Council’s submission to the Directions Paper have been addressed in the Draft Exposure Bill and generally Officers are supportive of the proposed Bill but a number of specific concerns have been raised in our submission.

In summary they include:

Our continued concern regarding the Fair Go Rate Cap system that greatly inhibits our ability to complete long term financial planning, which is being expected in the Bill;

The implementation timeframe of the Community Vision, Council Plan, Financial Plan, Asset Plan and 4 Year Budget all required to be delivered after a Council election prior to 30 June 2021;

The increased role of the Mayor in their ability to appoint a chair to a delegated committee;

That the office of Mayor can be declared vacant by the Council; The requirements regarding the level of engagement on the Council Plan and Budget

and the overall sense that the Government will expect deliberative engagement on these documents;

The missed opportunity to provide a form of privilege to Councillors during Council Meetings, like that enjoyed by State and Commonwealth elected representatives;

Transitional uncertainties in a number of clauses; The number of clauses that provide for direction from subordinate legislation like

regulations and guidelines which has not been provided; and Various other minor issues or concerns.

Our submission also acknowledges the inappropriateness of the process for Councillors setting and approving their allowances and increases. This has been addressed in the Exposure Bill and we have supported this change in our submission. We continue to advocate for Councillor allowances to be in line with other representative positions and these allowances and annual increases be set independently of Council either by the Minister or an appropriate body, in effect removing Councillors from the process of deciding their remuneration.

The submission on the Draft Exposure Bill is due by 16 March 2018.

If passed by Parliament, the provisions of the Local Government Bill 2018 will come into operation over four stages, with the final stage being implemented in line with the 2020 general council elections.

This means that Council will continue to apply the previous Local Government Act 1989 and the corresponding regulations until specific provisions of the new Act commence. Where the new Act requires a new policy, plan or function, Council will have six months after the commencement date to comply with the statutory obligation.

The indicative timeline for implementation have been provided by the State Government in their information document A New Local Government Act for Victoria.


Local Government Act 1989 Exposure Draft Local Government Bill 2018 Charter of Human Rights and Responsibilities Act 2006


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Human Rights Yes NoSocial/Cultural No NoEnvironmental/Sustainability No NoEconomic No NoFinancial/Resources Yes YesRisk Management No NoImplementation and Marketing No NoEvaluation and Review No No

Human Rights - It is considered that this Report does not impact on any human rights identified in the Charter of Human Rights and Responsibilities Act 2006.

Financial/Resources – Any proposal to change the structure of rating or revenue raising ability for local government to be generated as part of the review of the Local Government Act 1989 will continue to have an impact on the City of Ballarat finances and financial planning.

CONSULTATION

As this is a Victorian Government process the City of Ballarat is a contributor to the state government’s consultation process as part of its advocacy role.



REFERENCE DOCUMENTS

Local Government Bill 2018 Exposure Draft A New Local Government Act for Victoria – State Government Document Draft statement of compatibility - human rights implications

ATTACHMENTS

1. Submission Local Government Bill 2017 [9.5.1]

Submission Template

Local Government Bill – Exposure Draft

Name Justine Linley If you work in an organisation or council, please provide the following information:

Organisation or council name City of Ballarat Position Chief Executive Officer Are you providing this submission on behalf of the organisation or council?

Organisation

Key information about making a submission What feedback should I provide on the exposure draft bill? Following an extensive consultation process that considered the policy issues that underpin the Local Government Act, we are now seeking feedback on the Local Government Exposure Draft Bill to inform the final draft legislation before the Government reviews it to present to the Victorian Parliament. We strongly encourage you to read the explanatory document (A New Local Government Act for Victoria) to assist you to navigate the draft legislation. What is the closing date for submissions? The closing date for submissions is 5:00 pm, Friday 23 February 2018. Given that the draft bill is subject to parliamentary timeframes, submissions received after this date will be considered at the Government’s discretion. How do I make a submission? Submissions can be made in three ways:

• Online by uploading your submission to the www.yourcouncilyourcommunity.vic.gov.au website • Emailing your submission to [email protected] • Posting your submission to:

Local Government Act Review Secretariat C/o Local Government Victoria, PO Box 500, Melbourne VIC 3002

How do I complete this template? To complete this template:

(1) Locate the part of the Draft Bill you wish to comment on. (2) Insert the clause number, your level of support for the clause, the proposed change and any other

comments into the table. Can I provide a submission in another format? It is strongly preferred for submissions to be made by completing this template. However, if another format suits your needs or the requirements of your organisation you are welcome to use another format. Will submissions be made publicly available? Written submissions and the name of the author will be published on the www.yourcouncilyourcommunity.vic.gov.au website unless confidentiality is requested and the Executive Director of Local Government Victoria grants it, or if it is determined your submission should remain confidential. Submissions that are defamatory or offensive will not be published. Please contact the Local Government Act Review Secretariat if you have any questions on (03) 9948 8518 or [email protected]

123

http://www.yourcouncilyourcommunity.vic.gov.au/

mailto:[email protected]

http://www.yourcouncilyourcommunity.vic.gov.au/


Covering Letter

Local Government Act Review Secretariat C/O Local Government Victoria, PO Box 500 Melbourne VIC 3002

Dear Secretariat,

Consultation on the review of the Local Government Act has reached the stage where an Exposure Draft has been presented for consultation. This remains the most significant review undertaken by the Victorian Government that effects Councils since amalgamations in in the early 1990s.

In response to the Exposure Draft I enclose the City of Ballarat’s submission that was endorsed by Council at its ordinary meeting on 21 February 2017. The attached submission provides comments on the proposed Bill.

Generally, Council is supportive of the proposed Bill but a number of specific concerns have been raised in our submission and we implore the Government to consider these concerns and amend the Bill to reduce the impact of these proposed clauses on the City of Ballarat and its community.

We welcome the opportunity to discuss these concerns further with the Minister or Local Government Victoria.

Yours sincerely

Justine Linley

Chief Executive Officer

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Part 1: Preliminary

Clause (No.) Support / Do Not Support / Neutral

What changes do you propose and why? Are there any other comments you would like to make on this clause?

3 (Definitions) Support Addition of “Confidential Information … of another organisation, entity or body”

Generally, Council supports the new definitions provided in the Bill. Particularly Council is supportive of the consistency with FOI legislation in terms of confidential information but would like information considered by Council that is confidential information of another organisation also be covered by this definition.

12(3) Do Not Support We are not able to support this clause as we have not had the benefit of reviewing the regulations

Council supports proportional representation of Councillors as defined by the VEC in reference to ABS population data.

Do you have any overall comments on Part 1 of the Exposure Draft Bill?

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Part 2: Councils



8 Support Refer to shared services. Council generally supports the overarching governance principles and suggests that the Government also consider an opportunity to reference shared services in these principles or elsewhere in the Bill.

15(7) and 16(60 Do No Support That Council not be required to pay for the costs associated with an Electoral Structure Review or Ward Boundary Review when these are initiated by the Minister or VEC.

Albeit small these two clauses continue to demonstrate cost shifting by State Government onto Local Government. Should the Minister make a decision to conduct such reviews the costs incurred for these reviews should be borne by the Government.

17(h) Do Not Support That the Mayor not be involved in the setting the agenda for a Council Meeting and the current arrangements in the 1989 Act remain.

The Mayor need not provide advice to the CEO on setting the agenda of Council. The administration of the Council including the setting of the agenda, its content and recommendations should remain the sole domain of the CEO as a clearly defined operational activity

18 (1)(a) and (2) Do Not Support That the Mayor not have the power to appoint a chair to a delegated committee.

This greater power of the role of the Mayor opens the appointment of a chairperson to an unreasonable risk of politicisation and destabilisation. Especially concerning is the ability of the Mayor to override an appointment of a chairperson made by the Council.

20 Do Not Support That the office of Mayor cannot be declared vacant by the Council.

This power of the Council opens this process up to an unreasonable risk of politicisation. This power also has the potential to be destabilising for the Mayor. This proposition was not raised in the Discussion Paper or in the Directions Paper and therefore no consultation on this change has occurred.

22 Do Not Support That if the power to declare the office of Mayor remain that the Council also have the power to declare the office of Deputy Mayor vacant.

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23 Support That the members of the LG Mayoral Advisory Panel must have a balance of genders

25 Support That the Council be provided an option to either have the CEO chair the meeting to elect the Mayor or another Councillor.

This would provide Councils more flexibility and less prescription on how these meetings would be chaired

26 Support Nil Council supports the flexibility provided in the Bill with regard to Mayoral terms as raised in our response to the Directions paper.

30(1) Does Not Support We are not able to support this clause as we have not had the benefit of reviewing the regulations

38 Supports Nil Council supports the introduction of the option for the Mayor, Deputy Mayor or Councillor to elect to receive an allowance (in full or part) or not to receive an allowance. Council supports the position that there is no requirement for the council to deal with these matters by resolution.

40 (2)(b) Does Not Support We are not able to support this clause as we have not had the benefit of reviewing the regulations

43 (6) Does Not Support We are not able to support this clause as we have not had the benefit of reviewing the regulations

44(2)(a) Does Not Support Remove the requirement for Council to obtain independent professional advice.

Ballarat City Council has expertise in-house that can assist the Council to deal with matters under the CEO Employment and Remuneration Policy. This clause will have further cost implications for Council.

44(3) Does Not Support That the Council not need to ensure that the CEO Employment and Remuneration Policy be consistent with the Governments Policy on Executive Remuneration in Public Entities.

The applicability of this policy to local government is unnecessary. Councils should have their own ability to set a policy that is suitable for their organisation and the appointment of their CEO. The VPS Policy also provides for bonuses which are inconsistent with current practise for local government CEO remuneration.

127

45(2)(d) Does Not Support That this subclause be removed The Mayor need not provide advice to the CEO on setting the agenda of Council. The administration of the Council including the setting of the agenda, its content and recommendations should remain the sole domain of the CEO as the head of operational activity.

45(4)(a)(ii) Does Not Support That this subclause be removed or modified. Staffing requirements of a Council are fluid in nature and align to the operational requirements to implement the Council Plan and the will of the Council. Requiring a four-year projection of staffing numbers is an unnecessary prescription on the CEO’s Workforce Plan. The subclause could deal with this matter by requiring the “CEO have regard for the staffing requirements over the next four-years”.

45(5) Does Not Support That this subclause be removed. We are not able to support clause as we have not had the benefit of reviewing the regulations and these regulations could bring about gender equity targets which Council does not support.

52 Neutral That this clause provides guidance on the meeting procedure of the Audit and Risk Committee including the election of the chair.

We suggest that this could be provided in the Governance Rules.

Do you have any overall comments on Part 2 of the Exposure Draft Bill? Councillor Allowances Council continues to acknowledge that the role of Councillor in the modern setting requires significant investment of time and it is the view of Council that a Mayoral, Deputy Mayoral or Councillor allowance should be in line with other representative positions and these allowances and annual increases be set by independently of Council either by the Minister or an appropriate body, in effect removing Councillors from the process of deciding their remuneration. Senior Officers The draft Bill provides no detail on the status of senior officer (SO) maximum term contracts currently in place and a number of questions and concerns arise from this lack of detail. Council requests that the Government provide information on the status of existing contracts, the need for annual performance reviews and remuneration reviews. Ballarat City Council’s Enterprise Agreement specifically excludes SOs from many provisions and this issue needs to be addressed in transitional provisions. Implementation of Delegation Powers It is proposed that the Role and Powers of Councils be implemented as part of Stage 1. Council requests that Clause 10 (Power of delegation) is not included as part of this implementation stage until Council has adopted the Governance Rules and Community Engagement Policy and had an appropriate opportunity to review the current advisory committees, special committees of council and delegations.

128

Part 3: Council decision making



54(2)(e) Does Not Support We are not able to support this clause as we have not had the benefit of reviewing the regulations

54(3) Does Not Support That the specific mention of “collaboration” be removed and that the clause read “must involve the municipal community”

Council agrees with the principles provided in the Bill with regard to community engagement but is still concerned that the prescription that Council must collaborate with the community on the annual budget and Council Plan. This is similar to what was proposed (and objected to) in the directions paper with regard to deliberative engagement and aligns instead with the IAP2 spectrum. In Councils view this level of prescription is not required especially in light of the principles provided in clause 55.

58 Support The addition of guidance on the procedure for the Audit and Risk Committee including the election of the Chair.

See note above with regard to clause 52.

58 Support The addition of safeguards to prevent opportunistic changes to governance rules

58(g) Does Not Support We are not able to support this clause as we have not had the benefit of reviewing the regulations

60 Support Further clarity provided on matters of the processes for determining a joint meeting (does this require a resolution of Council to be party to a joint meeting?) (clause 60(1), quorum of a joint meeting (clause 60(3)), the event of a tied vote at a joint meeting (clause 60(4)) and which Councils governance rules would prevail in regards to other matters of procedure.

Council is generally supportive of Joint Meetings. However Joint Meetings were not proposed in the discussion or directions paper and require significantly more consultation with Councils to provide clarity on areas of uncertainty. This is particularly important before any regulations are proposed.

129

60(5) Does Not Support We are not able to support this clause as we have not had the benefit of reviewing the regulations

61(2)(b) Does Not Support As per above the chair of a delegated committee should be appointed by the Council, not “or the Mayor”.

For reasons stated above.

70(4)(b) Does Not Support We are not able to support this clause as we have not had the benefit of reviewing the regulations

70(7) Does Not Support This clause will have further cost implications on Council.

Div 3 Support That provisions allow for the preservation of current Local Laws (save a meeting procedure local law which would be replaced by the Governance Rules) made under the 1989 Act remain in force under the proposed Bill until repealed.

74 Does Not Support That a local law may prescribe a penalty not exceeding 50 penalty units

Keeping the amount of penalty units, a Council can prescribe in a Local Law to the current level of 20 units limits the Council’s ability to use penalties as an adequate deterrent for more serious matters dealt with in a Local Law.

82 Support That the Minister be required to consult Councils on the development of Good Practice Guidelines

Do you have any overall comments on Part 3 of the Exposure Draft Bill? Public Transparency Policy We support the need for Councils to have a Public Transparency Policy and the principles underlying it. However, Council is concerned with regard to the implementation timeline to have all (but confidential or contrary to public interest) information available. This would require Council to review and audit all information (including documents) of Council to determine if they are confidential or contrary to public interest and then facilitate the availability of this information. We suggest a 12 month implementation timeline on the development of such policy and availability of information to the community. Privilege To support the freedom of speech and debate in the Council Chamber the Government should consider providing a form of privilege to Councillors during Council Meetings. This privilege could be similar to that provided by a committee of Parliament where by the proceedings of a Council Meeting does not rise to a cause of action in law or must not be the subject of, or in any way be called into question in, a proceeding before a court.

130

Part 4: Planning and financial management



83 Support That the scope of the Community Vision have regard for 10 years and be for a period of at least 5 financial years.

A community visioning exercise requires extensive and thorough consultation with a community. For the vision to be effective it also needs to be realistic in timing and not be for a far-fetched length of time. The clause proposed in the Bill does not achieve this balance. We propose that the vision be for at least the next 5 financial years and when created it have regard for the next 10 years. Meaning that every five years Council would review the vision. This could also be achieved by having regard for the next 20 years and be for a period of at least 10 years, but a 20-year vision could also be an intangible length. The wording of this clause also implies that the community vision is a rolling (like that of the Financial Plan or Asset Plan whereby a Council is always at least 10 years in front) which in our view is not appropriate for a community vision.

84(1) Support That “other strategic plans” be defined

Further clarity is required as to what “other strategic plans” means.

85(f) Does Not Support We are not able to support this clause as we have not had the benefit of reviewing the regulations

86, 88 and 89 Does Not Support That whilst Councils are subjected to a Rate Cap that they are not required to prepare long term financial strategies or budgets when a cap is placed on their revenue and that is only provided with 6 months to prepare an annual budget.

Under the current Fair Go Rate Cap System it is inherently conflicting to expect Councils to consider their financial resources, revenue and expenses over an extended period (10 to 4 years) when Councils are required to meet a rate cap set by a such a variable measure like CPI and a possible efficiency factor.

131

Fundamentally a long term financial plan can not be developed when we have no basis on being able to budget our income in the future. Without a long-term indicative rate cap, it isn’t feasible to conduct the level of long term financial planning required in the Bill Councils remain the only tier of Government or Authority expected to operate in an environment whereby their expected revenue is set 6 months prior to the requirement to adopt a budget. Should the Government expect Councils to plan for the long-time in this way, a serious and rigorous review of the Fair Go Rate Cap System and its impact on Councils and their communities is required. The imposition of Government dictating control over Council’s revenue capacity significantly constrains our ability to set a fully integrated strategic planning framework. The Community Vision and Council Plan that the community may agree with may not be able to be financed due to the government’s control on our income and the high bar set to receive dispensation from the cap creates a too higher burden to achieve this with limited resources.

86(d) and 87(3)(b)

Does Not Support We are not able to support this clause as we have not had the benefit of reviewing the regulations

92(2)(c) Does Not Support We are not able to support clause as we have not had the benefit of reviewing the regulations

92(3) Does Not Support That the clause be removed. The Bill provides clearly the circumstances that require a revised budget to be prepared. This clause is unnecessary bureaucracy and administration on the second quarterly report.

93(2)(f), 93(3)(e) and 93(4)

Supports We are supportive of this clause should the regulations already provided in the Local Government (Planning and Reporting) Regulations 2014 remain and that any further changes to the regulations impacted by the implementation of the proposed Bill be done in consultation with Council.

132

97 (2) Does Not Support We are not able to support this clause as we have not had the benefit of reviewing the regulations

Do you have any overall comments on Part 4 of the Exposure Draft Bill? Implementation Council remains concerned with the implementation timeframe of the Community Vision, Council Plan, Financial Plan, Asset Plan and 4 Year Budget all required to be delivered after a Council election prior to 30 June 2021. These documents will require extensive resourcing and community engagement. Under the circumstance where there could be a significant changeover in councillors following an election and whilst the Rate Cap remains the Government must consider a more realistic timeframe to deliver these major strategic planning outputs. Council requests that after the next general election we are provided 24 months to produce a Community Vision with our community and that this vision is used to produce a 10-year Financial Plan and Asset Plan. Council requests that a Council Plan for 2021-2025 and our first four-year budget be produced by 30 June 2021 (as per current requirements) and that these are reviewed when the Community Vision, Financial Plan and Asset Plan is adopted to achieve the Strategic Planning Principles and framework proposed in the Bill.

133

Part 5: Rates and charges



Division 6 Do Not Support Council remains opposed to any form of Rate Cap and calls on the Government to commence an immediate review of the Fair Go Rates System and the impact it has on Councils to deliver essential services and infrastructure. We welcome the introduction of clause 114 in the proposed Bill but call on the Minister to complete a review prior to the schedule review of 31 December 2021.

The current Fair Go Rates System is in direct conflict with the notion of giving councils greater agency to determine how Councils are to achieve the outcomes for the community required in the Local Government Bill. Ballarat City Council remains opposed to any form of Rate Cap and is of the view that the rate cap and the requirements in the Bill for improved strategic and financial planning and integrated planning are in direct conflict. Council is also opposed to the onerous process involved in applying for a variation to the rate cap and the Essential Service Commission’s intention to introduce an efficiency factor. As per the Minister’s narrative on the proposed Bill “Modern councils play a vital and extensive role in delivering for Victoria’s diverse communities. They fund and deliver critical community services .. [and] facilities”. Under a rate capping regime Council is forced to consider how and most importantly if we can continue to deliver these services. The greater focus on engagement and community participation in decision making will raise the expectation of the community to continue to receive these services at levels previously provided and a simple reality of the rate cap is that reducing the amount that ratepayers pay only reduces the services and facilities they receive. The narrative on the proposed Bill highlights that the enterprise of Council is easy to underestimate, it is equally easy to underestimate the impact a Rate Cap has on the

134

ability of a Council to deliver public infrastructure and services. Councils remain the only tier of Government or Authority subjected to such an arbitrary limit on our ability to raise revenue. We note that in 2016-2017 the State taxation revenue was estimated to increase by $2.5 billion or 13.5 per cent and that land transfer duty and land tax was budgeted to increase by 14.7 per cent.

134 Does Not Support We generally support the current Environmental Upgrade Agreement regime remaining in place. We are not able to support the clause in its current form as we have not had the benefit of reviewing the guidelines that will be produced by the Minister.

The matter of Environment Upgrade charges was not raised in the Directions paper and without reviewing the guidelines are of the view that the current arrangements should remain.


135

Part 6: Council operations



145 Support Nil

Council generally supports the Service Performance Principles and the removal of the Best Value Principles. However as noted above the financial constraints on which we face due to rate capping services will be reviewed and some services made be reduced or removed.

147(3)(c) Does Not Support We are not able to support this clause as we have not had the benefit of reviewing the regulations

150(2) Does Not Support That a council must include a list of all the beneficial enterprises it is part of in its annual report.

As a member or shareholder of a beneficial enterprise Council would have limited control as to when a report on the enterprises operations and performance would be available. The clause is also unclear as to what details and to what extent this report would need to be. Rather than requiring Councils to undertake this administration we suggest that the onus be on the beneficial enterprise to report to Council on its operations and performance.

153(2)(ii) Does Not Support We are not able to support this clause as we have not had the benefit of reviewing the regulations

Do you have any overall comments on Part 6 of the Exposure Draft Bill? Council notes that there is no reference in Part 6 Div 7 with regard to notices in relation to disposition of land but notes that they are referenced in the definitions.

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Part 7: Council integrity



Div 2 Support Nil

Council supports the Conflict of Interest clauses proposed in Division 2.

176 Support That Council review and update (if needed) the Councillor Gift Policy within 6 months after a general election.

179(4) Does Not Support That Council review the Councillor Code of Conduct within 6 months after a general election

Again this is overly prescriptive and Councillors are still required to sign the code upon taking the oath.

181(3)(a) Does Not Support We are not able to support this clause as we have not had the benefit of reviewing the regulations


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Part 8: Ministerial oversight



243 and 245 Support The inclusion of appropriate procedural fairness provisions, including the right to make a submission, appeal or review, in relation to the suspension.

214, Div 4 and Div 5

Support The inclusion of appropriate procedural fairness provisions that require a Municipal Monitor, Chief Municipal Inspector or Commission of Inquiry to investigate and deal with a matter in a timely way.


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Part 9: Electoral provisions



276 Support That the Minister have regard for the voting system which will gain the greatest level of participation in the election.

Council supports the consistency of voting system across the State and the occurrence of a general election occurring on the same day. We are concerned at the number of voters that fail to vote each year and urge the Minister to consider the voting system which will gain the greatest level of participation in the election.


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Part 10: General provisions



326 Support That provisions allow for the preservation of current authorisations under the 1989 Act remain in force under the proposed Bill.


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Part 11: Consequential amendments and repeals




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9.6. CYCLING CONNECTIONS PROJECT AND CBD TRAFFIC MODIFICATION

Division: Infrastructure and EnvironmentDirector: Terry DemeoAuthor/Position: Terry Demeo – Director Infrastructure and Environment



1. Support the implementation of the Ballarat Connections Project subject to:a. The Council acting in the delivery partner role to ensure the

implementation of the project across the Ballarat CBD and other connections is undertaken in the most appropriate manner.

b. Decision-making in respect to the design and delivery of each element of the project to be undertaken by a project control group with joint and equal representation from VicRoads and the City of Ballarat.

c. Decisions of the project control group to be undertaken in accordance with the decision framework diagram detailed within the body of the report.

d. The priority for each element of the project delivery to be generally in accordance with the project plan as detailed in Appendix 1 to this report.

2. Enter into a funding agreement with VicRoads for the delivery of $8.17M of infrastructure with all project expenditure to be limited to this defined budget unless otherwise explicitly approved by Council to ensure Council is not exposed to any financial project risk.

EXECUTIVE SUMMARY

Council developed the Ballarat Cycling Action Plan in 2017 for the period to 2025 which defined 12 key goals including working with the State Government to deliver key cycling routes. Having developed this strategy, a funding bid to the Transport Accident Commission (TAC) by VicRoads and Council has yielded a funding commitment of $8.17M for the physical delivery of cycle and pedestrian infrastructure across Central Ballarat and other key linkages. There has been significant consultation as part of VicRoads initial engagement with the community on the project which has been positively received for the most part. Having regard to the overall benefits delivered by the proposed project and the project implementation model proposed, it is recommended that Council endorse the project and commit to act in the delivery partner role with VicRoads.

The recommended approach for the prioritisation of elements of the project is detailed in Appendix 1 of this report with more complex initiatives in the project programmed later in the delivery to provide for additional consultation.

The recommended approach for management of the project is a project control group with joint and equal representation from VicRoads and the City of Ballarat in accordance a decision-making framework as detailed in the body of the report.


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The funding agreement to be entered into will minimise Council’s project financial risks.

RATIONALE

The Ballarat Cycling Action Plan 2017-2025 was published in March 2017. It identified 12 goals to prioritise investment, effort and encouragement in cycling as follows:

1. Define and establish a cohesive network of cycling routes between destinations targeted at novice and everyday riders known as the Ballarat Bicycle Network (BBN);

2. Partner with VicRoads and the State Government to deliver key cycling routes within the BBN as premier quality connections (Strategic Cycling Connections);

3. Continue to improve the entire road network for cyclists;4. Improve the network of recreational off-road trails;5. Provide enjoyable, educational and safe cycling circuits linking key tourist sites and

visitor destinations with key locations such as the Ballarat Station and the Ballarat CBD;

6. Provide for bike riding at origins and destinations;7. Improve integration across sustainable transport modes;8. Educate the community around bike riding;9. Ensure bike riders have adequate information;10. Advocate and collaborate with key stakeholders for bike riding improvements;11. Improve guidance for scoping and prioritising cycling projects. Promote and raise the

profile of bike riding; and12. Improve the monitoring and reporting of bike riding numbers in Ballarat.

The BBN has been developed in consultation with cyclists and other road user groups specifically identifying connections to and through the Ballarat CBD with links along Sturt Street, a corridor between Wendouree and Ballarat Stations, and links from the Canadian and Yarrowee trails connecting to M.A.D.E. via the Bunny Trail, and Warrenheip.

The Current ProjectIn collaboration with VicRoads, a successful approach was made to the Victorian Government through the Transport Accident Commission (TAC) to the $100M for the Safer Cyclist and Pedestrian Fund which is part of a $1B Safer System Roads Infrastructure Program (SSRIP). Ballarat was allocated $8.17M to implement bicycle and pedestrian links along the Wendouree to Ballarat corridor, Sturt Street greenway and connections linking the Ballarat CBD, Yarrowee River trail and Canadian Creek trail.

VicRoads with the support of the City of Ballarat has undertaken an engagement program with a dedicated website containing detailed plans of the potential works and a pop-up shop in Sturt Street which attracted significant visitation. The webpage had over 1,700 visits and the online consultation hub had 82% support for the project. There has also been a number of meetings with individual building owners and operators, with over 200 people attending the community information sessions and over 500 comments received on the VicRoads Facebook page.

The City of Ballarat has been invited to be the delivery partner for this project which would see the implementation of the works via a common funding agreement with VicRoads. The agreement will set out the requirements for both VicRoads and the City of Ballarat and will contain clauses that limit Council’s risk via the total project spend being limited to available funds. Additionally, there will be mechanisms for Council to partner in decision-making with a project control group to have equal representation from VicRoads and the City of Ballarat to


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achieve Council’s goals for cycling, pedestrian and traffic safety whilst retaining important heritage, recreational and open space criteria.

The Components of Proposed WorksA major component of the project will be pedestrian and cycling links along Sturt Street. As well as these links, the works will significantly improve traffic safety along Sturt Street. The modification of six cross roads between Dawson Street and Pleasant Street will eliminate 6 of the 20 worst traffic casualty black spots in Western Victoria. This was a major consideration in the successful allocation of the largest proportion of funding from the TAC program to Ballarat.

As well, Council is able to activate blackspot funding to improve intersections between Dawson Street and Grenville Street. The works proposed for Sturt Street are in three main sections as follows.

1. Between Gillies Street and Pleasant Street, a new concrete path will be constructed beside Victoria Park to formalise the existing worn natural surface track, the asphalt footpath between Russell Street and Wanliss Road will be widened and reconstructed and the existing path between Wanliss Road and Pleasant Street past the schools will be line marked for safety. Flat tops at Alfred Street, Wanliss road and Durham Street will be constructed to give bicycle and pedestrian priority in this high school traffic area.

2. Between Pleasant Street and Dawson Street, which is under VicRoads control, it is proposed to widen the median park areas by grassing the two existing paths on the side and creating a new quality path down the centre. No statues or trees will be affected by these works and the green space will increase by approximately 25% overall.

a. The road crossings at the median at Talbot, Windemere, Lyons and Errard Streets will be closed and turned into new parkland. Access from these roads to Sturt Street will be maintained.

b. The road crossings at the median at Raglan, Ascot will be modified into double “U” turns creating a safer traffic environment.

c. Existing cross streets at Ripon, Dawson and Drummond Streets will be improved whilst increasing the open space within the intersection.

3. It is proposed for a pedestrian path along the median area in Sturt Street between Dawson and Grenville Street, which is under Council control. Further, a bike path is proposed either along the kerbside on both sides of Sturt Street or in conjunction with the pedestrian path. Detailed investigations into impacts on heritage, trees, safety, drainage, maintenance and costs are still being undertaken with this detail to be resolved through the project control group initially and ultimately with further update reports provided to Council.

The corridor between Wendouree Station and Ballarat Station will provide access to the stations and CBD as well as connections to trails in the west such as the Ballarat to Skipton Rail Trail. The original proposal for this corridor was along the rail corridor but railway authority concerns are still being investigated. An alternative alignment along Gregory Street, proposed in the Ballarat Bicycle Strategy, is also being considered. There are five distinct components of this corridor.

1. Between Gillies Street and Creswick Road the trail is proposed along the narrow rail corridor or alternatively along Gregory Street as a separated bike path.


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2. Between Creswick Road and Little Clyde Street it is proposed to reconstruct a path along the cemetery and along Macarthur Street.

3. Between Macarthur Street and Doveton Street North it is proposed to construct a path and bridge over the Gnarr Creek in a former Council tennis court and railway corridor or alternatively along Little Clyde Street as an on-road path.

4. Between Doveton Street North and Ballarat Railway Station it is proposed to improve existing paths and crossings along the road reserve with installation of pedestrian lights at Doveton Street North.

5. Between Ballarat Station and Humffray Street it is proposed to construct a new path along the ‘highline” on top of the railway embankment subject to railways agreement or alternatively to improve the existing paths, crossings and bridges along Scott Parade and Nolan Street. Access through the new Station development is still being investigated.

The links along Grenville Street and the Yarrowee River and Canadian Creek trails will provide the final connections for many trails into central Ballarat. These works are also in four parts.

1. Grenville Street will have a new Copenhagen style bike path utilising one lane of traffic. Until the Mair Street intersection is resolved, the alignment will be along a modified Shepperd Street. Four sets of traffic signals are proposed at Curtis Street, Sturt Street, Little Bridge Street and new full traffic signals at Eastwood Street which will also improve access to the shopping centres.

2. The Yarrowee trail will be improved along Peel Street and steps removed along the creek reserve.

3. The Canadian Creek trail will be improved along Steinfeld Street with new signals at Barkly Street.

4. Improved access to the station along Coffee Palace Lane will be created.

The project will effectively deliver a generation of funding to the Ballarat cycle network if it were left to the current commitment under Council’s Capital program. The benefits are to complete the cycle network and deliver the full advantage of the investment into what is an already extensive network across Ballarat significantly enhancing the cycling access to key destinations across the Ballarat CBD and effectively further activating the CBD.

The safety enhancements of the overall project addressing the key black spots in Sturt Street will eliminate significant casualty accidents which are occurring on very regular basis in Central Ballarat. The proposed works are considered to reduce the current issue experienced with hoon behaviour.

Project ImplementationThe project firstly does require Council’s endorsement given the impact on Council controlled road networks and the Council controlled Sturt Street gardens. It is recommended that Council support the project based on the benefits as articulated above.

In relation to the implementation of the project, given the extent of the works, there will be a substantive engineering design component inclusive of further consultation as part of the physical implementation. The project risk associated with this will be addressed via a project control group with equal representation from VicRoads and the City of Ballarat to manage the works and budget in a manner where works are prioritised and delivered with the ultimate


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budget restricted to the State funding such that there is no financial burden to Council. Further, the specifics of design components and implementation regimes will be managed by the project management group with Council’s position considered in every instance.

The implementation of the project will be via a project control group with joint and equal representation from VicRoads and the City of Ballarat with the framework for the operation of this project control group detailed below.

Further, the project plan for the delivery of the multiple initiatives under this program of works has been detailed to provide for the more complex elements of the project to be scheduled later in the delivery timetable, such that there will be additional time for consultation and engagement around these more complex initiatives (project plan attached as Appendix 1).

On the basis of the benefits to be delivered by the overall project and the management regime proposed to limit the risks to Council, it is recommended that Council both endorse the project proper and resolve to act as project delivery partner.


Charter of Human Rights and Responsibilities Act 2006 City of Ballarat Council Plan 2017-2021


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Human Rights Yes YesSocial/Cultural Yes YesEnvironmental/Sustainability Yes YesEconomic Yes YesFinancial/Resources Yes YesRisk Management Yes YesImplementation and Marketing Yes YesEvaluation and Review Yes Yes


Social/Cultural – The benefits of proposed cycle network project and broader traffic program will, it is considered, deliver substantive social and cultural benefits for the entire Ballarat community, and visitors to the city, given the accessibility improvements and connectiveness generally.

Environmental/Sustainability – This project will deliver a significant component of the Ballarat Cycle Network Strategy and meets all the objectives of Council’s broader position across the environmental/sustainability fields which are well-articulated in the Ballarat Strategy.

Economic – The economic benefits of the project are significant across the construction phase and further once operable given the improved accessibility, activation of the Ballarat CBD and surrounds, and the mitigation of the adverse economic impacts of casualty accidents.

Financial/Resources – As indicated within the body of the report, the project implementation proposed will mitigate the potential financial risks with Council playing an active role in the overall management of the project from the outset.

The project budget as detailed of $8.17M is the total project funding available for survey, design and construction with ultimate delivery of elements within the project to be restricted to this total project budget. In short, when the budget is expended, there will be no requirement for Council to undertake further works as part of the delivery partner role.

Risk Management – Each component of the delivery of the project will be subject to risk analysis. The project itself is a major risk mitigation exercise addressing the safety of road users, pedestrians and cyclists across the entire network.

The risks associated with this project which are significant will be mitigated via the project control group consisting of joint management from VicRoads and the City of Ballarat. Further, the more controversial / complex elements of the project are proposed to be undertaken later in the delivery phase to allow further engagement / communication to further mitigate risk associated with the project.

Implementation and Marketing – The implementation of this project will be conducted over a long period of time and there will be extensive marketing and engagement ongoing throughout the implementation of the project.


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Evaluation and Review – As is the case with all Council’s major projects, the evaluation and review will be undertaken regularly throughout the entire process.

CONSULTATION

There has been a degree of consultation to date and this will continue throughout the life of the project with specific design detail subject to detailed consultation with stakeholders as the project progresses.



REFERENCE DOCUMENTS

Ballarat Strategy Ballarat Cycling Action Plan 2017-2025

ATTACHMENTS

1. Ballarat Connections GANTT February 2018 [9.6.1]

ID Task

Mode

Task Name Duration Start Finish Resource Names

1

2 Sturt Street Gillies to Pleasant 161 days Tue 23/01/18 Tue 4/09/18

3 Detail Design 15 days Tue 23/01/18 Mon 12/02/18 Karen Matthews

4 Approval of design 0 days Tue 20/02/18 Tue 20/02/18 Design Group

5 Tender 30 days Tue 20/02/18 Mon 2/04/18 Trevor Harris

6 PCG Approval 5 days Tue 3/04/18 Mon 9/04/18 PCG

7 Council approval 0 days Wed 2/05/18 Wed 2/05/18 Council

8 Construction 90 days Wed 2/05/18 Tue 4/09/18 Contractor

9 Grenville St Eastwood to Mair St 20 days Wed 24/01/18Tue 20/02/18

10 Detail Design 15 days Wed 24/01/18 Tue 13/02/18 Malcolm Wilson

11 Approval of design 5 days Wed 14/02/18 Tue 20/02/18 Design Group

12 Sturt Street Dawson to Grenville 190 days Wed 21/02/18Tue 13/11/18



15 Tender 30 days Wed 21/03/18 Tue 1/05/18 Trevor Harris

16 PCG Approval 5 days Wed 2/05/18 Tue 8/05/18 PCG



19 Railway Corridor Doveton St to Lydiard St 118 days Fri 9/02/18 Tue 24/07/18

20 Survey 15 days Fri 9/02/18 Thu 1/03/18 TGM

21 Detail Design 5 days Fri 2/03/18 Thu 8/03/18 Geoff Rickard

22 Approval of design 5 days Fri 9/03/18 Thu 15/03/18 Design Group

23 Quotes 10 days Fri 16/03/18 Thu 29/03/18 Peter Bate

24 PCG Approval 10 days Fri 30/03/18 Thu 12/04/18 PCG



27 Yarrowee Crossing at Peel St 118 days Fri 9/02/18 Tue 24/07/18

28 Survey 15 days Fri 9/02/18 Thu 1/03/18 Beveridge Williams







35 Canadian Connection Eastwood to Main Rd 172 days Mon 29/01/18 Tue 25/09/18

36 Detail Design 15 days Mon 29/01/18 Fri 16/02/18 Karen Matthews






42 Shepperd Davies Coffee Palace Connection 205 days Tue 27/02/18 Mon 10/12/18

43 Engage Structural consultant 30 days Tue 27/02/18 Mon 9/04/18

44 Detail Design 30 days Tue 10/04/18 Mon 21/05/18 Structural Consultant

45 Approval of design 5 days Tue 22/05/18 Mon 28/05/18 Design Group




49 Construction 90 days Tue 7/08/18 Mon 10/12/18 Contractor

50 Sturt St Dawson to Pleasant Stage 1 Windemere177 days Mon 24/09/18 Tue 28/05/19

51 Detail Design 30 days Mon 24/09/18 Fri 2/11/18 Malcolm Wilson

Karen Matthews

20/02

Trevor Harris

PCG

2/05

Contractor

Malcolm Wilson

Design Group

Malcolm Wilson

Design Group

Trevor Harris

PCG

23/05

Contractor

TGM

Geoff Rickard

Design Group

Peter Bate

PCG

2/05

Contractor

Beveridge Williams

Geoff Rickard

Design Group

Peter Bate

PCG

2/05

Contractor

Karen Matthews

13/03

Trevor Harris

PCG

23/05

Contractor

Structural Consultant

Design Group

Trevor Harris

PCG

1/08

Contractor

Malcolm Wilson

D J F M A M J J A S O N D J F M A M J J A S O N

Half 1, 2018 Half 2, 2018 Half 1, 2019 Half 2, 2019

Page 1149

ID Task

Mode


52 Approval of design 5 days Mon 5/11/18 Fri 9/11/18 Design Group

53 Tender 30 days Mon 12/11/18 Fri 21/12/18 Trevor Harris

54 PCG Approval 5 days Mon 7/01/19 Fri 11/01/19 PCG



57 Railway Corridor Lexton St to Doveton St North 280 days Mon 26/02/18 Fri 22/03/19

58 Survey 15 days Mon 26/02/18 Fri 16/03/18 TGM

59 Engage Bridge and Path consultant 30 days Mon 19/03/18 Fri 27/04/18 Peter Bate

60 Detail Design 30 days Mon 30/04/18 Fri 8/06/18 Bridge Consultant





65 Construction 150 days Mon 27/08/18 Fri 22/03/19 Contractor

66 Railway Corridor Ballarat Station to Humffray St 241 days Tue 27/02/18 Tue 29/01/19

67 Survey 15 days Tue 27/02/18 Mon 19/03/18 Beveridge Williams

68 Detail Design 20 days Tue 20/03/18 Mon 16/04/18 TBA






74 Wendouree Corridor Gillies St to Creswick Rd 312 days Mon 26/02/18 Tue 7/05/19


76 Detail Design 30 days Mon 26/03/18 Fri 4/05/18 TBA






82 Sturt St Dawson St to Pleasant other sections 195 days Mon 12/11/18 Fri 9/08/19







89 Drummond St Sturt to Mair 195 days Mon 17/12/18 Fri 13/09/19







96 Doveton St Sturt to Mair 195 days Mon 17/12/18 Fri 13/09/19







Design Group

Trevor Harris

PCG

23/01

Contractor

TGM

Peter Bate

Bridge Consultant

Design Group

Trevor Harris

PCG

22/08

Contractor

Beveridge Williams

TBA

Design Group

Trevor Harris

PCG

4/07

Contractor

TGM

TBA

Design Group

Trevor Harris

PCG

1/08

Contractor

Malcolm Wilson

Design Group

Trevor Harris

PCG

20/02

Contractor

TBA

Design Group

Trevor Harris

PCG

13/03

Contractor

TBA

Design Group

Trevor Harris

PCG

13/03

Contractor



Page 2150

ID Task

Mode


1



















































Karen Matthews

20/02

Trevor Harris

PCG

2/05

Contractor

Malcolm Wilson

Design Group

Malcolm Wilson

Design Group

Trevor Harris

PCG

23/05

Contractor

TGM

Geoff Rickard

Design Group

Peter Bate

PCG

2/05

Contractor

Beveridge Williams

Geoff Rickard

Design Group

Peter Bate

PCG

2/05

Contractor

Karen Matthews

13/03

Trevor Harris

PCG

23/05

Contractor


Design Group

Trevor Harris

PCG

1/08

Contractor

Malcolm Wilson



Page 1151

ID Task

Mode





















































Design Group

Trevor Harris

PCG

23/01

Contractor

TGM

Peter Bate

Bridge Consultant

Design Group

Trevor Harris

PCG

22/08

Contractor

Beveridge Williams

TBA

Design Group

Trevor Harris

PCG

4/07

Contractor

TGM

TBA

Design Group

Trevor Harris

PCG

1/08

Contractor

Malcolm Wilson

Design Group

Trevor Harris

PCG

20/02

Contractor

TBA

Design Group

Trevor Harris

PCG

13/03

Contractor

TBA

Design Group

Trevor Harris

PCG

13/03

Contractor



Page 2152

ID Task

Mode


1



















































Karen Matthews

20/02

Trevor Harris

PCG

2/05

Contractor

Malcolm Wilson

Design Group

Malcolm Wilson

Design Group

Trevor Harris

PCG

23/05

Contractor

TGM

Geoff Rickard

Design Group

Peter Bate

PCG

2/05

Contractor

Beveridge Williams

Geoff Rickard

Design Group

Peter Bate

PCG

2/05

Contractor

Karen Matthews

13/03

Trevor Harris

PCG

23/05

Contractor


Design Group

Trevor Harris

PCG

1/08

Contractor

Malcolm Wilson



Page 1153

ID Task

Mode





















































Design Group

Trevor Harris

PCG

23/01

Contractor

TGM

Peter Bate

Bridge Consultant

Design Group

Trevor Harris

PCG

22/08

Contractor

Beveridge Williams

TBA

Design Group

Trevor Harris

PCG

4/07

Contractor

TGM

TBA

Design Group

Trevor Harris

PCG

1/08

Contractor

Malcolm Wilson

Design Group

Trevor Harris

PCG

20/02

Contractor

TBA

Design Group

Trevor Harris

PCG

13/03

Contractor

TBA

Design Group

Trevor Harris

PCG

13/03

Contractor



Page 2154


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9.7. CBD CAR PARKING ACTION PLAN

Division: Infrastructure and EnvironmentDirector: Terry DemeoAuthor/Position: Natalie Robertson – Acting Executive Manager Regulatory Services



1. Adopt the proposed precinct changes recommended as a result of the findingsof the review phase as identified within this report and attached schedule.

EXECUTIVE SUMMARY

Council has resolved previously in 2015 to commit to a CBD Car Parking Action Plan, which was adopted in 2016 following an extensive public consultation phase with approximately 1,200 respondents to a survey on the matter. With the adoption of the CBD Car Parking Action Plan, Council has progressed the initial stage of this Plan with the rationalisation of parking restrictions across the CBD and hospital precincts inclusive of the 110 individual city blocks which were assessed as part of the CBD Car Parking Action Plan. This work was completed in June/July 2017 with Council committing to a review period over the latter half of 2017 with a report to be brought back to the December 2017 Council meeting and subsequently the February 2018 Council meeting.

The review has highlighted the desirability for further modifications to the signage regime to give effect to legitimate concerns which have been raised with the modified signage / restriction program. It is recommended that Council adopt the modifications as detailed in the attached schedule to address the concerns raised through the review period.

RATIONALE

Council’s support is sought to confirm finalisation of this stage of the CBD Car Parking Action Plan and for focus of the car parking changes to now turn to greater detailed design, including a strategy for formalising the parking bays which respect the heritage streetscapes, sealing road shoulders, where possible, protection of our high value trees, improved accessibility for pedestrians, cyclists and people with limited mobility and new streetscape works to improve the amenity and safety of the area/s. With the overall goal to achieve these measures within 5 years.

BackgroundCity of Ballarat’s population is expected to grow another third over the next 15 years from approximately 110,000 to 140,000 people. The city also services a wider region of 400,000 people and Ballarat’s medical and university areas (“Health and Knowledge precinct”) and the Central Business District (“CBD”) are also growing through development and services, which is increasing traffic in these areas.

Within the City of Ballarat, car parking within the CBD and Health and Knowledge precinct has been the subject of many reports and recommendations to Council over the last decade. Both the Making Ballarat Central (2010) and the Ballarat Central Business District Parking Strategy (2011) made recommendations regarding car parking including the preparation of an action


156

plan, exploration of private investment in car parking and supporting the activation of the CBD for more events, tourism, shopping and entertainment.

Similarly, work continues to be undertaken to identify key issues and opportunities within what is known as the Ballarat Health and Knowledge precinct. Increased growth in the allied health sector and redevelopment at the hospitals and Australian Catholic University has given rise to traffic concerns (namely parking) and the impact to the traditional high amenity, predominantly heritage residential areas these facilities reside amongst.

Council resolved in December 2015 to undertake a CBD Car Parking Action Plan. This was progressed in 2016 with detailed consultation in accord with the following resolution:Council resolved to:

1. Undertake consultation on the implementation plan of the Ballarat Central BusinessDistrict Parking Strategy (2011), particularly in relation to on street proposed initiatives;

2. Undertake consultation on proposed commercial options for the provision of off- streetmulti-deck car parking;

3. Prepare a draft expression of interest document to ascertain private sector interests inthe delivery of major off-street parking assets in partnership with Council;

4. Prepare an asset realisation program to ascertain funding to contribute to an off-streetCentral Business District parking solution;

5. Receive further reports in relation to each of these initiatives.

The action plan was developed following extensive consultation.This included:

• A car parking survey, which prompted more than 1,200 people to respond;• An extensive audit of car parking across the CBD; and• An investigation of different approaches to managing car parking in other cities as

well as new phone apps and other technologies applied to parking managementaround the world.

The action plan was developed by dividing the CBD into 110 individual precincts with 110 individual action plans. Each precinct was reviewed against its current conditions and recommendations were made for changes that took in to account the precinct and the broader precinct requirements.

The actions vary but generally include:• Formalisation of 4,367 car parking space within the Ballarat CBD;• No increase in ticketed or metered parking spaces will be added to around 4,000

existing ticketed or metered car spaces currently in the city;• Parking restrictions will be changed to provide more 2-hour parking zones near key

retail zones and the growing hospital precinct;• Tree guards to protect the city’s trees, and pedestrian and disability access to

parking will be improved;• Increased signage in some areas;• Improved accessibility for pedestrians, cyclists and people with limited mobility; and• New streetscape works to improve the amenity and safety of the area/s.

In September 2016 after community consultation, expert reports, traffic data and consideration of various strategic Council documents the CBD Car Parking Action Plan was presented to Council and Council resolved to:

1. Adopt the work undertaken to date in preparing the CBD Parking “Action Plan” andadditional measures as outlined in this report;

2. Support the next steps in informing the community of the results of the survey and theresultant “action plans” and additional measures;


157

3. Support the EOI process to identify potential private sector investment for developingcar parks within the CBD; and

4. Support the EOI process for parking technology to compliment the Action Plan.

In addition to the ‘action plan’, a number of other measures are being considered as a way of improving how people move within the CBD and hospital and knowledge precinct. This includes exploring the opportunity to:

• Deliver transferrable tickets across some city locations as well as free parking forpeople with disability permits to be implemented in February/March 2018;

• Test parking technologies such as phone app payment options to be implemented inFebruary/March 2018;

• Provide residential parking permits within the CBD to be implemented in the thirdquarter 2017/18;

• Seek Expressions of Interest from private car parking operators as well as parkingtechnology providers, which is ongoing, with a view for implementation to occur fromFebruary 2018;

• Encourage alternative transport options integrated with bike networks, public transportand safe walking routes.

From May through July of last year Council’s Traffic Amenity staff oversaw the implementation of the revised car parking restrictions as recommended for each of the 110 precincts within the CBD Car Parking Action Plan. Upon completion, City of Ballarat undertook to monitor and review the impact of these changes and to consider submissions from the community before presenting its findings and any recommendations for changes.

A copy of the impact data is attached to this report. The first data report (Car Parking Data) represents significant streets within the 110 precincts, the streets car parking capacity and the traffic counts throughout the day on particular days. This data formed the basis for determining the proposed reconfiguration of Webster Street, particularly through analysis of surrounding street data. The second data report (Car Parking Data – Webster Street) represents sections of Webster Street, parked vehicles and time of day.

During this review period, seventy-three submissions were received with a summary (attached). This summary table details the location where submissions were received, notes the changes which were originally implemented earlier this year, details the submissions received during the implementation phase, and provides Officers’ comments along with a recommendation in relation to any further changes.

The changes overall proposed as part of the implementation and review of the CBD Car Parking Action Plan are reasonably minor in nature across the precincts, except the Webster Street precinct. Officers considered the changes now proposed for Webster to be significant. The changes are likely to return some traffic and non-resident parking to Webster Street. However, it is anticipated that the combinations of parking restrictions across this sub-precinct will encourage vehicle movement within the street and contribute to a better outcome overall across the surrounding precincts. This precinct along with areas further north which have seen additional parking due to the change in restrictions implemented has seen the most significant submissions from residents during the course of the implementation phase.


158


Charter of Human Rights and Responsibilities Act 2006 City of Ballarat Council Plan 2017-2021 CBD Car Parking Action Plan



Human Rights Yes NoSocial/Cultural Yes YesEnvironmental/Sustainability Yes NoEconomic Yes YesFinancial/Resources Yes NoRisk Management Yes NoImplementation and Marketing Yes YesEvaluation and Review Yes Yes


Social/Cultural - The proposed changes will impact on how people move within and around the CBD and as such will influence their choices in determining where to park to access city services. It is considered that the recommendations provide an appropriate balance with competing priorities in this area.

Environmental/Sustainability – The CBD Car Parking Action Plan will deliver an enhanced outcome from an environmental perspective and will provide for protection of key street trees as a key environmental feature of central Ballarat.

Economic – The action plans are aligned with the Ballarat Strategy to increase activation within the CBD, improve our streetscapes and make a positive contribution to the lives of the community.

Financial/Resources – The Action Plan will require an associated budget which will be considered Council Plan process in ensuing years. Council has attracted a $2M commitment from the State Government as part of the GovHub development to undertake initial stages of the CBD Car Parking Action Plan.

Risk Management – This is considered within the recommendations to improve accessibility which will in turn reduce Council’s public liability risk.

Implementation/Marketing – Community engagement will be undertaken through the implementation of the CBD Car Parking Action Plan with ongoing liaison with effected parties to inform our actions accordingly.

Evaluation and Review – It is proposed that the CBD Car Parking Action Plan will be reviewed at 6 monthly intervals throughout its implementation life.


159

CONSULTATION

Council has undertaken extensive consultation which included two online surveys, letters sent to all CBD businesses and two public drop-in sessions together with submissions from those affected by the first stage implementation.



REFERENCE DOCUMENTS

Making Ballarat Central, CBD Strategy; Ballarat Strategy; Traffix Group Mair Street and Sturt Street report; and Ballarat Health and Knowledge Precinct Traffic and Parking Study. Ballarat Parking Survey VicRoads – Mair Street Survey CBD Car Parking Strategy

ATTACHMENTS

1. CBD Car Parking Review Submittors [9.7.1]2. Webster Street Changes [9.7.2]3. Car Parking Data [9.7.3]4. Car Parking Data - Webster Street [9.7.4]

First name Surname

160

Creswick Road

161

162

Address 1 Address 2 Contact Email

Property m 'Area (

Victoria Avenue LAKE WENDOUREE 3350Victoria Avneue LAKE WENDOUREE 3350Victoria Avneue LAKE WENDOUREE 3350Victoria Avenue LAKE WENDOUREE 3350Victoria Avenue LAKE WENDOUREE 3350Victoria Avenue LAKE WENDOUREE 3350Victora Avenue LAKE WENDOUREE 3350Victoria Avneue LAKE WENDOUREE 3350Victoria Avene LAKE WENDOUREE 3350Victoria Avenue LAKE WENDOUREE 3350Victoria Avenue LAKE WENDOUREE 3350Victoria Avenue LAKE WENDOUREE 3350Victoria Avenue LAKE WENDOUREE 3350Victoria Avenue LAKE WENDOUREE 3350Victora Avenue LAKE WENDOUREE 3350Victoria Avenue LAKE WENDOUREE 3350Victoria Avenue LAKE WENDOUREE 3350Victoria Avenue LAKE WENDOUREE 3350Victoria Avenue LAKE WENDOUREE 3350Victoria Avenue LAKE WENDOUREE 3350Victoria Avenue LAKE WENDOUREE 3350Victoria Avenue LAKE WENDOUREE 3350Victoria Avenue LAKE WENDOUREE 3350Victoria Avenue LAKE WENDOUREE 3350Brittain Street MOUNT PLEASANT 3350Mill Street LAKE WENDOUREE 3350Mill Street LAKE WENDOUREE 3350

Mill Street LAKE WENDOUREE 3350

163

Mill Street LAKE WENDOUREE 3350Mill Street LAKE WENDOUREE 3350Mill Street LAKE WENDOUREE 3350Mill Street LAKE WENDOUREE 3350Windermere Street BALLARAT CENTRAL 3350

Ripon Street BALLARAT 3350

Drummond Street North BALLARAT 3350Wendouree Industrial Park BALLARAT 3355

Scott Parade BALLARAT 3350Mill Street LAKE WENDOUREE 3350

Ripon Street North BALLARAT 3350

Neil Street SOLDIERS HILL 3350

Drummond Street North BALLARAT 3350Lyons Street North BALLARAT CENTRAL 3350Drummond Street North BALLARAT 3350Lyons Street South BALLARAT 3350Lyons Street South BALLARAT 3350

BALLARAT 3350Lyons Street North BALLARAT 3350Lyons Street North BALLARAT 3350Corbett Street BALLARAT 3350Yuille Street BALLARAT 3350Johnson Street BALLARAT 3350Lyons Street North BALLARAT 3350Dana Street BALLARAT 3350Sturt Street BALLARAT 3350Raglan Street South BALLARAT 3350Lyons Street North BALLARAT 3350Lyons Street North BALLARAT 3350Dorrington WARRENHEIP 3352Loch Avenue BALLARAT 3350Loch Avenue BALLARAT 3350Windermere Street BALLARAT 3350Sussex Street BALLARAT 3350Lydiard Street North BALLARAT 3350Windermere Street BALLARAT 3350Loch Avenue BALLARAT 3350

109-117 Creswick Road

164

Errard Street South BALLARAT 3350Ripon Street North BALLARAT 3350Raglan Street South BALLARAT 3350Duncan Street BALLARAT 3350Loch Avenue BALLARAT 3350Lyons Street North BALLARAT 3350Windermere Street BALLARAT 3350Drummond Street South BALLARAT 3350

Eyre Street BALLARAT 3350Webster Street LAKE WENDOUREE 3350Webster Street BALLARAT CENTRAL 3350Webster Street BALLARAT CENTRAL 3350Webster Street LAKE WENDOUREE 3350Webster Street LAKE WENDOUREE 3350Webster Street LAKE WENDOUREE 3350Webster Street BALLARAT CENTRAL 3350Webster Street LAKE WENDOUREE 3350Webster Street BALLARAT CENTRAL 3350Webster Street BALLARAT CENTRAL 3350Johnston Street BALLARAT CENTRAL 3350

165

166

167

168

169

170

171

172

173

174

175

176

177

178

179

180

181

182

183

184

185

186

187

188

189

190

191

192

193

194

The capacity for parking in this area is 7.

CoB is proposing this area stay as 2P parking.

Data collected has indicated that this area is being used well by both customers and staff to the area. This area is a great example of the parking restrictions working well.

0

1

2

3

4

5

6

7

7:30 8:24 9:28 10:10 11:28 11:30 11:34 13:00 13:54 14:15 14:25 14:36 14:57 15:00 15:34 16:00

Webster St 1 to 3

Cars

195




0123456789

1011121314151617

7:31 8:23 9:10 10:10 11:08 11:29 11:34 13:07 13:54 14:05 14:25 14:38 14:56 15:04 15:34 16:00

Webster St 2 to 10

Cars

196


CoB is proposing this area become All day parking again, so hopefully it will be utilised by workers in the area.

Data collected shows this area would be better utilised as All day parking. This change would have minimal effect on the direct residents.

This change could help to alleviate the volume of workers impacting on the nearby streets.

0

0.5

1

1.5

2

2.5

3

3.5

4

7:27 8:23 9:27 10:10 11:08 11:30 11:34 13:00 13:53 14:12 14:25 14:36 14:56 15:05 15:35 16:03

Webster St outside 5

Cars

197




0123456789

101112

7:30 8:23 9:26 10:10 11:08 11:30 11:34 13:00 13:53 14:12 14:25 14:36 14:56 15:05 15:35 16:03

Webster St 7 to 11

Cars

198

199



Data collected has indicated that this area is being used well by both residents and customers in the area. This area is a great example of the parking restrictions working well.

0123456789

1011121314

7:31 8:23 9:26 10:10 11:09 11:30 11:34 13:06 13:54 14:05 14:25 14:37 14:56 15:05 15:35 16:00

Webster St 12 to 16

Cars

200


CoB is proposing this area become 4P parking, to be better utilised by residents, visitors and workers in the area. Residents would be entitled to parking permits.

Data collected has indicated that this area isn’t being used for most of the day, all days of the week.


0

2

4

6

8

10

12

14

16

7:30 8:22 9:26 10:10 11:28 11:30 11:34 13:00 13:52 14:11 14:25 14:36 14:55 15:08 15:35 16:04

Webster St 17A to 31

Cars

201

202



Data collected has indicated that this area is being used well by both residents and workers in the area. This area is a great example of the parking restrictions working well.

0123456789

101112131415

7:30 8:23 9:26 10:10 11:28 11:30 11:44 13:05 13:52 14:06 14:25 14:37 14:55 15:06 15:35 16:04

Webster St 18 to 22

Cars

203



Data collected has indicated that this area is underutilised for most of the day, all days of the week.

0

1

2

3

4

7:29 8:20 9:25 10:10 11:07 11:33 11:40 13:02 13:50 14:06 14:30 14:36 14:53 15:10 15:37 16:05


Cars

204


CoB is proposing this area become All day parking, hopefully to be better utilised.

Data collected since the parking project roll out has indicated that this area isn’t being utilised to its full potential.

This change would hopefully alleviate the volume of workers impacting on the nearby streets.

0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

5

7:27 8:19 9:20 10:10 11:07 11:33 11:40 13:00 13:52 14:08 14:30 14:37 14:54 15:10 15:36 16:05

Webster St 24 to 26

Cars

205





0

1

2

3

4

5

6

7:29 8:20 9:25 10:10 11:07 11:33 11:40 13:02 13:50 14:06 14:30 14:36 14:53 15:10 15:37 16:05

Webster St 26 to 28

Cars

206

207





0123456789

10111213

7:29 8:20 9:25 10:10 11:07 11:33 11:40 13:02 13:50 14:06 14:30 14:34 14:53 15:10 15:37 16:05

Webster St 30 to 38

Cars

208


CoB is proposing this area become All day parking, so hopefully it will be better utilised by workers in the area.



0

1

2

3

4

5

6

7

8

7:27 8:20 9:20 10:10 11:07 11:33 11:43 13:02 13:50 14:10 14:30 14:40 14:54 15:10 15:38 16:06

Webster St 33 to 37

Cars

209

210



Data collected has indicated that this area isn’t being used for most of the day, all days of the week.


0

0.5

1

1.5

2

2.5

3

3.5

4

4.5

5

7:27 8:21 9:24 10:10 11:07 11:32 11:43 13:00 13:52 14:10 14:26 14:36 14:55 15:10 15:36 16:05

Webster St 37 to 39

Cars

211


CoB is proposing this area become All day parking, so hopefully it will be better utilised by workers in the area.



0

1

2

3

4

5

6

7

7:27 8:20 9:20 10:10 11:07 11:33 11:43 13:02 13:50 14:10 14:30 14:40 14:54 15:10 15:38 16:06

Webster St 39 to 41

Cars

212



Data collected has indicated that this area is being used well by both customers and residents in the area. This area is a great example of the parking restrictions working well.

0

2

4

6

8

10

12

7:28 8:19 9:19 10:10 11:07 11:30 11:40 13:01 13:52 14:07 14:30 14:34 14:52 15:10 15:38 16:05

Webster St 40 to 46

Cars

213

214





0

1

2

3

4

5

6

7

7:30 8:20 9:23 10:10 11:07 11:33 11:43 13:02 13:50 14:10 14:26 14:38 14:54 15:10 15:38 16:08

Webster St 41 to 47

Cars

215


CoB is proposing this area become All day parking, so hopefully it will be better utilised.



0

1

2

3

4

5

6

7

8

9

7:27 8:20 9:20 10:10 11:07 11:35 11:42 13:00 13:50 14:10 14:30 14:40 14:53 15:10 15:38 16:06

Webster St 47 to 49A

Cars

216




0

0.5

1

1.5

2

2.5

3

3.5

4

7:27 8:19 9:19 10:10 11:07 11:34 11:40 13:00 13:52 14:07 14:30 14:34 14:51 15:10 15:38 16:05

Webster St 48 to 50

Cars

217


CoB is proposing this area become All day parking again, hopefully to be better utilised by patients and workers in the area.


This change would hopefully alleviate the volume of workers impacting on the nearby streets.

0

1

2

3

4

5

6

7

8

7:27 8:19 9:20 10:10 11:06 11:34 11:40 13:00 13:52 14:08 14:30 14:41 14:50 15:10 15:38 16:06

Webster St 50 to 52

Cars

218




0123456789

101112131415161718192021

7:29 8:20 9:22 10:10 11:07 11:35 11:41 13:00 13:50 14:09 14:30 14:40 14:52 15:10 15:38 16:06

Webster St 51 to 61

Cars

219

220



Data collected has indicated that this area is being used well by patients, visitors and residents in the area. This area is a great example of the parking restrictions working well.

0

1

2

3

4

5

6

7

8

9

10

11

7:27 8:19 9:20 10:10 11:06 11:34 11:40 13:00 13:52 14:08 14:30 14:41 14:50 15:10 15:38 16:06

Webster St 52 to 58

Cars

221

222




0123456789

10111213

7:27 8:15 9:22 10:00 11:07 11:34 11:40 13:00 13:50 14:08 14:30 14:41 14:50 15:10 15:38 16:07

Webster St 63 to 71

Cars

223


CoB is proposing this area become All day parking again, hopefully to be better utilised by patients and workers in the area.


This would hopefully alleviate the volume of workers impacting on the nearby streets.

0

1

2

3

4

5

6

7

8

9

7:27 8:15 9:20 10:10 11:06 11:34 11:46 13:00 13:51 14:07 14:20 14:30 14:50 15:10 15:38 16:08

Webster St 73 to Drummond St

Cars

224



Data collected has indicated that this area is being used well by both patients and visitors to the hospital. This area is a great example of the parking restrictions working well.

0123456789

10111213141516171819

7:23 8:12 9:17 10:10 11:25 11:33 11:38 12:58 13:40 13:48 13:49 14:18 14:30 14:45 15:10 15:40 16:08

Webster St 101 to 109

Cars

225



Data collected has indicated that this area is being used well by both patients and visitors to the hospital. This area is a great example of the parking restrictions working well.

0

5

10

15

20

25

30

35

40

45

50

55

7:25 8:16 9:18 10:00 11:25 11:38 11:55 12:58 13:39 13:58 14:00 14:18 14:30 14:50 15:18 15:44 16:13


Cars

226

227


CoB is proposing this area become All day parking again, to be better utilised by visitors and hospital workers.

Data collected shows this area is being used by workers and visitors at the hospital. Due to the position and lack of impact it would have on the residents, CoB would like to change this back to all day parking.

This would hopefully alleviate the volume of workers spreading to the nearby streets.

0

2

4

6

8

10

12

14

16

18

7:23 8:12 9:17 10:00 11:25 11:33 11:38 13:00 13:40 13:48 13:50 14:18 14:30 14:45 15:10 15:40 16:08


Cars

228

229


CoB is proposing this area become 4P parking, to be better utilised by residents, visitors and Hospital workers. Residents would be entitled to parking permits.

Data collected has indicated that this large area isn’t being used for most of the day, all days of the week.


0

5

10

15

20

25

30

35

40

45

50

55

7:25 8:13 9:19 10:00 11:23 11:34 11:37 12:55 13:40 13:46 13:53 14:16 14:30 14:46 15:14 15:41 16:09


Cars

230



Data collected has indicated this area is being underutilised. Due to the position and minimal impact it would have on the residents, CoB would like to change this back to all day parking.


0

1

2

3

4

5

6

7

8

9

10

11

7:25 8:15 9:17 10:00 11:23 11:37 11:40 12:57 13:18 13:38 13:50 14:17 14:30 14:50 15:18 15:44 16:12


Cars

231


CoB is proposing this area become 4P parking, to be better utilised by residents, visitors and Hospital workers. Residents would be entitled to parking permits.

Data collected has indicated that this large area isn’t being used for most of the day, all days of the week.


02468

10121416182022242628

7:25 8:15 9:19 10:00 11:23 11:36 11:40 12:56 13:19 13:38 13:46 14:17 14:30 14:49 15:17 15:43 16:11


Cars

232

233


CoB is proposing this area become All day parking again, hopefully to be better utilised by students and hospital workers.


0123456789

101112131415

7:25 8:13 9:20 10:00 11:22 11:35 11:37 12:53 13:41 13:46 13:52 14:15 14:30 14:47 15:15 15:41 16:10


Cars

234

235



Data collected has indicated this area is being underutilised. Due to the position and minimal impact it would have on the residents, CoB would like to change this back to all day parking.


0123456789

101112131415

7:25 8:15 9:20 10:00 11:23 11:35 11:40 12:54 13:20 13:38 13:46 14:16 14:30 14:48 15:16 15:42 16:11

Webster St 132 to 138A

Cars

236



Data collected has indicated that this area is being used well by both customers and visitors to the area. This area is a great example of the parking restrictions working well.

0123456789

10111213141516171819

7:25 8:14 9:20 10:10 11:22 11:35 11:38 12:54 13:25 13:38 13:46 14:15 14:30 14:48 15:16 15:41 16:10


Cars

237


238

9.8. COMMUNITY FLAG POLE POLICY

Division: Community DevelopmentDirector: Neville IveyAuthor/Position: Helen McIntosh - Executive Assistant, Director Community

Development



1. Adopt the attached Draft Community Flag Policy.

EXECUTIVE SUMMARY

The purpose of this report is to implement a Community Flag Pole policy that will provide consistent guidelines for the flying of flags at Council's community flag pole situated at Queen Victoria Square, Sturt Street, Ballarat.

From time to time Council receives requests for flags to be flown at its community flag pole. This policy seeks to provide a framework and criteria to ensure consistency with Council values.

RATIONALE

The City of Ballarat, in recognising the diversity of communities within the municipality, have a community flag pole to allow for these communities to express and symbolise identity, pride and belonging which are celebrated at different and significant cultural and/or community days and events.

This policy provides for specific criteria for the provision of flags by community groups so that community flags can be flown on the community flag pole.

Where community, Council, State or Federal sensitivities are identified during an application assessment, approval may be referred to Council for resolution.


Charter of Human Rights and Responsibilities Act 2006 City of Ballarat Council Plan 2017-2021 The Australia Flags Act 1953 (Commonwealth) Office of the Premier and Cabinet – Protocol and Special Events Branch


239



Human Rights Yes NoSocial/Cultural Yes YesEnvironmental/Sustainability No NoEconomic Yes YesFinancial/Resources No NoRisk Management No NoImplementation and Marketing Yes YesEvaluation and Review Yes Yes

Human Rights – It is considered that the report does not impact on any human rights identified in the Charter of Human Rights and Responsibilities Act 2006.

Social/Cultural – The flying of community flags will promote a sense of inclusion and feeling valued for cultural and community groups in Ballarat.

Economic – Flags to be raised on the community flag pole will be provided by the community group at no cost to Council.

Implementation and Marketing – The Council's Innovation and Organisational Improvements Unit will be responsible for the implementation of the Community Flag Pole Policy.

Evaluation and Review – The Community Flag Pole Policy will be reviewed by Council in 2022 or as required as identified by Staff and/or Councillors.

CONSULTATION

Council officers consulted with other Victoria Council's in relation to their community flag pole policies.



REFERENCE DOCUMENTS

Nil

ATTACHMENTS

1. Community Flag Pole Policy [9.8.1]

Community Flag Pole Policy

BALLARAT CITY COUNCIL The Phoenix Building25 Armstrong Street

Ballarat VIC 3350Tel. 5320 5500

240

Community Flag Flying Policy

Page 2 of 8Community Flag Pole Policy ©Ballarat City Council 1994. All Rights Reserved.

TABLE OF CONTENTS

1 DOCUMENT CONTROL INFORMATION.............................................................................................22 POLICY STATEMENT .............................................................................................................................33 OWNER......................................................................................................................................................34 APPLICABILITY ........................................................................................................................................35 DEFINITIONS............................................................................................................................................46 PROCEDURE AND GUIDANCE NOTES .............................................................................................57 COMPLIANCE RESPONSIBILITIES .....................................................................................................88 CHARTER OF HUMAN RIGHTS COMPLIANCE ................................................................................99 REFERENCES AND RELATED POLICIES .........................................................................................910 ENQUIRIES OR COMPLAINTS CONCERNING INFORMATION PRIVACY ..................................9

241

Community Flag Flying Policy


1 DOCUMENT CONTROL INFORMATION

DOCUMENT CONTROLPolicy Name Community Flag Pole Policy

Business Unit Innovation and Organisational Improvement

File Location TRIM

Document status Draft

Version 1.00

Version Date January 2018

Next Review date

DOCUMENT HISTORY

Version Date AuthorInitial Draft 1 29/01/2018 Neville IveyFinal DraftApprovedReview DraftReview FinalApproved

242



2 POLICY STATEMENT

2.1 INTENT

The purpose of this policy is to provide consistent guidelines for the flying of flags at Council’s community flag pole situated at Queen Victoria Square, Sturt Street, Ballarat

2.2 STATEMENT

This policy provides for specific criteria for the provision of flags by community groups and members of Council so that community flags can be flown on the community flag pole.

2.3 OBJECTIVES

The City of Ballarat, in recognising the diversity of communities within the municipality, have a community flag pole to allow for these communities to express and symbolise identity, pride and belonging which are celebrated at different and significant cultural and/or community or days and events.

3 OWNER

The owner of this policy is the Director Innovation and Organisational Improvement.

4 APPLICABILITY

This Policy applies to all community groups and residents of Ballarat who wish to use the community flag pole located in Queen Victoria Square, Sturt Street, Ballarat

5 DEFINITIONS

Nil

243



6 PROCEDURE AND GUIDANCE NOTES

From time to time, Council receives requests for flags to be flown at its community flag pole.

On days where specific community flags are not flown at the community flagpole, Council will fly other flags at the flagpole at its discretion. Council will also take priority at this site if it is holding a community event.

7 COMPLIANCE RESPONSIBILITIES

Community flag flying requests will be forwarded and assessed by the Innovation and Organisational Improvement Division and considered on a case by case basis. Only applications in writing from locally based communities for events or internationally recognised days and activities will be eligible to be considered. Where community, Council, State or Federal sensitivities are identified during an application assessment, approval may be referred to Council for resolution. Groups applying to have a community flag flown will be required to provide the flag that is to be flown. All requirements and guidelines for an application to be made in writing are provide for in Appendix 1 to this policy.

The following criteria will be considered when a request to fly a community flag at its community flag pole during days of cultural or other significant is received by Council.

The flying of the community flag:

Promotes respect for all Is part of an event or ceremony Is consistent with Council’s values and policies Embraces a sense of belonging and enhanced community life and Is not connected to individual advancement, political or cultural sensitivities nor exposure to

adverse criticism of Council or the community as a whole.

Council’s Innovation and Organisational Improvement Division is responsible for coordinating the maintenance of the community flag pole site and the monitoring of the flags condition while they are being displayed. If a flag suffers damage and is rendered unsuitable for display the Innovation and Organisational Improvement Division is responsible for coordinating immediate replacement and disposal of the damaged flag.

8 CHARTER OF HUMAN RIGHTS COMPLIANCE

It is considered that this policy is compatible with the relevant human rights identified in theCharter of Human Rights and Responsibilities Act 2006 (Vic).

244



9 REFERENCES AND RELATED POLICIES

The Australia Flags Act 1953 (Commonwealth)Office of the Premier and Cabinet – Protocol and Special Events Branch

245



Application to fly a community flat at Community Flag Pole SiteName of application/ community group/ organisation

Name of Community GroupPostal AddressSuburb PostcodeContact Number 1 Contact Number 2Email Address

Description of Community Flag/s (add attachment if that assists you)

Reason for Displaying Flag Community Event Day of Significance

National Event Other

Describe How This Meets Council Criteria

Dates the Flag Needs to be Flown

First Date ________________________ Last Date ______________________

Return Completed form to the City of Ballarat

Post

Director Innovation and Organisational ImprovementCity of BallaratPO Box 655BALLARAT VIC 3354

Email : [email protected]

Or deliver in person to Customer Service Centre25 Armstrong Street SouthBallarat

APPENDIX 1

246




Guidelines to Fly a Community FlagEligibility

Only applications in writing on this application form from locally based communities for events or internationally recognised days and activities will be eligible to be considered. Community flag flying requests must be forwarded to and assessed by Council’s Innovation and Organisational Improvements Unit and will be considered on a case by case basis on a first come, first serve basis. Applications should be forwarded at least six (6) weeks prior to the date when the community flag is intended to be flown.

Criteria Considered in Applications

The following criteria will be considered when a request to fly a community flag at its community flagpole site during days of cultural or other significance is received by Council.

The flying of the community flag must: Promote respect for all Be part of an event or ceremony Be consistent with Council’s value and policies Embrace a sense of belonging an enhanced community life and Not be connected to individual advancement, political or cultural sensitivities nor exposure to

adverse criticism of Council or the community as a whole.

Other Considerations

Permission may be given to fly a community flag for a minimum of one (1) day to a maximum of seven (7) days.

If more than one community group or organisation wishes to utilise the community flag pole on the same day, priority will be given to the application that was received first. If more than one community group or organisation wishes to utilise the community flag pole during the same week, then Council will use its best endeavours to accommodate all requests during that week.

Where community, Council, State or Federal sensitivities are identified during an application assessment, approval may be referred to Council for resolution.

A response to an application indicating approval or otherwise will be provided in writing signed by the Director or Council officer indicating approval or otherwise.

Where an application is approved, the applicant will be required to provide the community flag that is to be flown. The flag must be new and 1800mm wide by 900mm high. The flag must be provided to Council’s Innovation and Organisation Improvement division at least one (1) week prior to the date it is intended to be flown. The flag will be kept by the Innovation and Organisation Improvement division for the next time it is required unless it is picked up by the applicant or representative.

Council Event Priority

On days where specific community flags are not flown at the community flagpole, Council will fly other flags at the flagpole at its discretion. Council will also take priority at this site if it is holding a community event.

If you have any queries in relation to the Community Flagpole Policy, please contact ……………

247


248

9.9. MADE FEASIBILITY STUDY

Division: Development and PlanningDirector: Angelique LushAuthor/Position: Jeff Johnson – Executive Manager Events and Arts



1. Note the findings of the MADE Feasibility Study.

2. Acknowledge the effort and hard work of the MADE staff and Board in establishing and running the facility.

3. Direct the CEO to progress an agreed option, to be determined by the Council.

EXECUTIVE SUMMARY

In February 2017, a review of Councils arts, culture and tourism services commenced. One of the services reviewed was the Museum of Australian Democracy at Eureka (MADE). The review of MADE identified that, although there had been some improvement in performance, the Museum received low visitation rates and was unlikely to ever be financially independent of significant Council funding.

At present, Council funds the MADE’s operating deficit, valued at approximately $1,000,000 per annum and may be required to do so for its foreseeable future. In addition the business is not in a position to save any funds for equipment/infrastructure or exhibit refurbishment; critical for it to remain relevant and attractive to visitors and users. Therefore, within several years, the MADE experience will become overly mature, subsequently lose greater visitation leader to an increasing deficit.

In response to these findings and at the completion of the three-year General Service Agreement (GSA) on 1 July 2017, Council (resolution R117/17), resolved to enter a new one-year GSA with the MADE Board to allow time to conduct a feasibility study.

The discussion in this report is based specifically on the findings of that feasibility study with additional information provided by officers.

RATIONALE

The Museum of Australian Democracy at Eureka (MADE) is located at the original site of the Eureka Stockade. The strategic plan for MADE outlines a vision for the Museum to be a recognised state, national and international cultural organisation, and for the Museum to be recognised as having a key role in Australia's cultural heritage, representing the history and impact of the Eureka Stockade, and its birthplace in Victoria, where Australia’s democracy began.

The MADE constitution sets up the organisation as a not for profit company, limited by guarantee. It was established for charitable purposes that can, as part of its Constitutional purpose, borrow money, raise funds and receive gifts, purchase, take on lease, hire, sell or


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dispose of property, with the exception of the Eureka Flag. The organisation is managed by a Board of eight directors and a chief executive officer. Council is the sole member of the MADE and there is no requirement for Council to hold a position on the Board. The MADE is now in its fifth year of operation and its obligations to Council are articulated in the current GSA.

The Museum was originally developed through significant joint funding investment from all levels of government. The ambition at the time was for the revamp to portray the 'Eureka Story' in the broader context of the development of Australian democracy, provide more interactive and engaging displays, and offer a new 'wow factor’ that would position the Eureka Centre on the must-see list of Victorian attractions. The centre piece of the Museum is the Eureka Flag, although the Museum has a broader remit to educate and promote people’s understanding of democracy.

Art and Culture Service Review Findings (February 2017)The Art and Culture Service Review conducted by SMA Tourism, identified that, although there had been improvement in visitation and financial performance, the business was not sustainable. The review believed that without significant changes to the visitor experience, the MADE could not attract the 100,000 or more paying visitors per annum that are critical to meeting its original business plan, and would continue to require around $1 million per annum from the City of Ballarat, for its foreseeable future.

The 2011 Business Plan for MADE (supporting the last major refurbishment) forecast 125,320 paying visitors annually, and a subsequent economic impact of $2.9M. However, annual visitation is sitting at approximately 60,000, with just over half of these visitors coming from the local area. Consequently, the economic impact from MADE for Ballarat and Victoria is less than half that predicted. The 2011 Business Plan for MADE forecast the need for an annual subsidy from the City of Ballarat of approximately $254,000.

Upon receiving the findings of the Art and Culture Service Review and at its Ordinary Council Meeting of 12 April 2017, Council resolved (R117/17) to enter a new one-year GSA with the MADE Board to allow time to conduct a feasibility study into the best use of the allocated Council funding.

MADE Feasibility Study Findings (February 2018)In the preliminary phase of the MADE feasibility study, 15 options were considered, including the Base Case, which saw no meaningful change to the current operating and funding model. Also incorporated within the study were a suite of ideas developed by the Board of MADE for improving operational efficiencies and to foster greater visitation.

From this starting point, analysis of the identified options provided the final six options* for further development and assessment of their feasibility:

1. Reform: More focussed business (operational and marketing reforms).2. Reform & invest: More focussed business (operational and marketing reforms) and

invest in a new Eureka Stockade exhibit that forms part of the entry fee, to increase visitation and its revenue.

3. Discontinue funding of MADE, maintain flag in situ and adapt majority of space to CoB library services.

4. Discontinue funding of MADE, maintain flag in situ and adapt majority of space to CoB library and exhibition services.

5. Discontinue funding of MADE, maintain flag in situ and jointly manage between CoB library services and a volunteer organisation (e.g. Ballarat Historical Society).

6. Discontinue funding of MADE, relocate Eureka Flag and Eureka displays to a room in the Art Gallery and repurpose the MADE site for commercial education sector or office use, for CoB or tenant to adapt.


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*Base case, or business as usual, does not require investigation and therefore is not listed.

The study provided clarification that MADE, like most public museums and art galleries, is not a profitable or commercial business. Accordingly, if MADE is to continue to operate, it will require ongoing subsidisation from rates revenue. Therefore, key questions for Council are:

1. What level of subsidy is warranted and can be sustained in order for MADE to continue to fulfil its vision to educate the Australian public about the history of the Eureka Stockade and democracy?

2. Are the economic and social benefits provided by MADE sufficient to justify the level of ongoing operational subsidy?

3. Is there an appetite to invest additional capital to refresh the product offering and strengthen the nexus to the Eureka Stockade story in order to lift future visitation and hopefully reduce the level of operating subsidy required?

Feasibility Study Options:Choosing a preferred option depends on the specific objectives of Council. It is quite possible to choose different options, depending on whether Council and the community values financial, economic or social outcomes most.

Choosing from a financial perspective: From a CoB financial perspective, none of the options are particularly attractive. The conclusions made from the analysis, are that:1. The Base Case (continued operation of the MADE under the current operating

arrangements) should not continue beyond the current financial year. It is financially unsustainable (with operating deficits forecast to increase over time), and does not appear (on face value) to generate a reasonable economic benefit for Ballarat.

2. Option 1 – Reform, goes some way to addressing the financial decline, but is insufficient to overcome the ongoing operating deficit. Under this option, a significant ongoing annual financial commitment would be required from Council (or an alternate sponsor) to subsidise MADE’s operations into the future.

3. Option 5 - Discontinue funding of MADE, flag in situ and jointly manage between CoB library services and a volunteer organisation. This offers a much lower cost option, through the provision of volunteers for day to day operations. However, there are risks associated with this option related to availability and continuity and there are other local government examples where the local Council has ended up resuming operation at significant cost.

4. From a purely financial perspective, only the closure of MADE and leasing out of the premises for commercial use offers the opportunity to achieve a small positive financial return in the longer term. However, this option is not without risk, because of soft demand for commercial use of the MADE property. In addition, there is an opportunity cost borne by the Art Gallery to take on the exhibition of the Eureka Flag, when it already has limited exhibition space.


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Choosing from an economic perspective: Option 2 – Reform and Invest, is the only option to present a reasonable attempt at improving the economic benefits to Ballarat, introducing a new attraction and running night performances, which could in turn help drive growth in overnight visitors, generating benefits to Ballarat’s visitor economy. However, this option carries a high degree of risk, including:

It requires a significant additional up-front capital injection (upwards of $5.4M) to refresh the offering and boost visitation;

There is no certainty that the capital can be sourced and Council does not have provision for significant capital investment in this site using its own resources;

There is no certainty what funding would be required from the CoB versus external sources; and

Without the above being assured, there is no certainty that forecast visitation and subsequent financial performance would be sustained into the future.

Choosing from a social perspective: Stakeholders most interested in a social outcome first, would find Options 3 and 4 strongest, because they:

1. Keep the Eureka Flag and the interpretation of the Eureka story in situ, where Eureka is believed to have occurred.

2. Use Council’s financial resources, collected from ratepayers, to provide benefits predominantly back to ratepayers. Specifically, this option would mean that Council would discontinue funding the Museum of Australian Democracy at Eureka at the conclusion of the current 12-month General Service Agreement on 30 June 2018. Repurpose the Museum of Australian Democracy at Eureka building to provide residents of Ballarat East with a central community hub where the identity of that community could be interpreted, and residents could come together for events and social connectivity. Whilst on loan from the Art Gallery of Ballarat, maintain the location of the Eureka Flag at the MADE building in Ballarat East to ensure free and ongoing access.

Alternative City of Ballarat Management Option (New Option 7)

While the process to identify and test the feasibility of all the above mentioned options has resulted in no clear answer, there may be a further option available to Council for investigation. This option is similar to option 3 or 4 and is based on achieving a social outcome as a priority with a modest economic benefit. This option includes;

1. Council would discontinue funding the Museum of Australian Democracy at Eureka at the conclusion of the current 12-month General Service Agreement on 30 June 2018, disband the Board and current governance arrangements and wind-up the company

2. Council would assume responsibility for the staffing and operation of the centre as part of the Development and Planning Directorate (which includes the portfolio areas of arts, culture, tourism, heritage and placemaking) retaining the primary focus as a centre dedicated to telling the Eureka story and its enduring link to the identity of Ballarat.

3. Council will establish an advisory group that would assist to create a Eureka Story Development Plan. This group may reconvene every 12 months to review the progress of the plan.

4. Office space would be used by existing City of Ballarat work teams5. Retain flexibility as a centre for community engagement and in the longer term delivery

of services for the City of Ballarat.


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6. The café would be leased. 7. The name would be changed to include the word Eureka to take advantage of existing

brand equity. Potential names include Eureka Centre, Eureka Hub, Eureka Precinct.

Benefits:

Use Council’s financial resources, collected from ratepayers, to provide benefits predominantly back to ratepayers.

The centre may become a central community hub where the identity of that community could be celebrated, and residents could come together for events and social connectivity.

Continued use of the building for community and visitor purposes. Operational efficiencies by using existing Council resources and systems e.g. IT, HR,

Communications and Marketing, venue booking, insurance and cleaning contracts. Ability to engage the community in the development of the centre and the interpretation

of the Eureka Story.

Issues:

There may be industrial relations issues as a result of transmission of business. There may only be limited cost savings for Council. Asset and FF&E renewal will still be required. Further work is required to ensure that Council is no worse off financially with this

option. However, preliminary estimates suggest it attracts similar costs while delivering strong social benefit.

Alternative MADE Eureka First Roadmap ( Option 8)

The MADE CEO presented a Roadmap for the future operation of MADE. This document is available for review by Councillors in the Confidential meeting papers.

Options1. More focussed business (operational and marketing reforms).2. More focussed business (operational and marketing reforms) and invest in a new

Eureka Stockade exhibit that forms part of the entry fee, to increase visitation and its revenue.

3. Discontinue funding of MADE, maintain flag in situ and adapt majority of space to CoB library services.

4. Discontinue funding of MADE, maintain flag in situ and adapt majority of space to CoB library and exhibition services.

5. Discontinue funding of MADE, maintain flag in situ and jointly manage between CoB library services and a volunteer organisation (e.g. Ballarat Historical Society).

6. Discontinue funding of MADE, relocate Eureka Flag and Eureka displays to a room in the Art Gallery and repurpose the MADE site for commercial education sector or office use, for CoB or tenant to adapt.

7. Discontinue funding of MADE, maintain flag in situ and adapt majority of space to community uses and exhibition space with interpretation of the Eureka story.

8. Revised MADE Eureka First Roadmap model


Charter of Human Rights and Responsibilities Act 2006 City of Ballarat Council Plan 2017-2021


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Human Rights Yes YesSocial/Cultural Yes YesEnvironmental/Sustainability No NoEconomic Yes YesFinancial/Resources Yes YesRisk Management Yes YesImplementation and Marketing No NoEvaluation and Review No No


Social/Cultural - The Feasibility Study identified that a greater social benefit can be gained by repurposing the facility for community use.

Financial/Resources – The MADE Feasibility Study provides detailed financial analysis of the options before Council.

It should be noted that the repurposing of MADE for Library Services should not be seen as an alternative to funding upgrades to existing library services.

Risk Management – At present, Council funds MADE’s operating deficit, valued at approximately $1,000,000 per annum and will be required to do so for its foreseeable future. Compounding this situation, is that the business is not saving any funds for refurbishment; critical for it to remain competitive. Therefore, within several years, the MADE experience will become overly mature, subsequently lose greater visitation, and increase its requirement for Council funding.

It is not possible to determine the full scope of future costs to Council to maintain, repair and upgrade plant, equipment, and other assets, but the significant exposure to financial risk for Council is evident.

CONSULTATION

Council Officers and the consultants employed to develop the feasibility study have liaised closely with MADE senior staff and its Board. As a result, input into the study’s outcomes has included significant input from the MADE organisation.

Imagine Ballarat East: Local Area Plan preliminary community consultation findingsThroughout community consultation activities undertaken in the process of developing the Imagine Ballarat East: Local Area Plan, the Ballarat East community have said that they highly value Ballarat East’s many and varied facilities, services and open spaces including MADE, which make them feel supported and help them to stay active and connected with one another. Retaining these facilities and improving them as the city continues to grow is considered a priority.

However, despite highly valuing existing facilities, residents of the area have identified that Ballarat East and the surrounding suburbs lack a central ‘civic’ area. The absence of a community ‘heart’ is felt particularly keenly in the east of Ballarat due to ongoing feelings of


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loss for the former Ballarat East Town Hall, a key historical site for community gathering and civic activity. The loss of the former Town Hall has not since been redressed by the creation of a new civic ‘heart’ or centre in this eastern part of the City.

Through consultation, the community have expressed a strong desire for a community hub where the identity of Ballarat East could be interpreted, and residents could come together for events and generally feel more connected. The creation of more places for young people to meet, socialise and be entertained and active in Ballarat East was also noted as desirable.

In this context, the Eureka Precinct, already a significant location for social and recreational activity, was identified as a specific opportunity for enhancement, particularly as the site is also one imbued with meaning as the location of the Eureka Rebellion, which holds strong symbolic qualities that define and have become a reference point for local community identity.

Economic – The 2011 Business Plan for MADE (justifying the last major refurbishment) forecast 125,320 paying visitors annually, and a subsequent economic impact of $2.9M. However, current annual visitation is just over 60,000, with over half of these visitors coming from either the local area (non-paying) or Victoria. Consequently, the economic impact from MADE for Ballarat is less than half that predicted. Furthermore, the 2011 Business Plan for MADE forecast the need for an annual subsidy from the City of Ballarat of approximately $254,000. Currently, the MADE business requires over $1,000,000 each year to offset significant operating losses.



REFERENCE DOCUMENTS

Nil

ATTACHMENTS

Nil


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9.10. OUTSTANDING QUESTIONS Division: Business Services Director: Glenn Kallio Author/Position: Sarah Anstis -Governance Administration Officer

RECOMMENDATION That Council endorses the Outstanding Question Time report.

EXECUTIVE SUMMARY This report provides Council with an update of response to questions taken on notice and outstanding unanswered questions from Council Question Time.

RATIONALE The City of Ballarat Local Law No. 18 – Meeting Procedure calls for a standard agenda item at each Council Meeting that reflects unanswered questions from Public Question Time.

LEGISLATION, COUNCIL PLAN, STRATEGY AND POLICY IMPLICATIONS

City of Ballarat Local Law No. 18 – Meeting Procedure. OFFICERS DECLARATION OF INTERESTS Council Officers affirm that no direct or indirect interests need to be declared in relation to the matter of this report.

ATTACHMENTS

1. QT2472/17 - Mr John Barnes [9.10.1]2. Outstanding Question Time Items [9.10.2]

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Meeting Status Requested Question Officer Responsible Response

13/12/2017QT272/17 Closed Mr John Barnes

Brown Hill

My second question relates to item 9.11 and the deletion of recommendation 2, and inclusion within recommendation 1 a public consultation on the Smythesdale Regional Landfill Masterplan.

Terry DemeoDirector Infrastructure and Environment

Mr Terry Demeo provided a written response to Mr Barnes (see attached)

31/01/2018QT01/18 Open Mr Robert Scott

Newington

There was no mention on the City of Ballarat website of the Ballarat Citizen of the Year Awards. I called staff at the City of Ballarat and was told that this was a private event, but the staff member that I spoke to wasn't able to tell me why it was private. I am disappointed that I was not able to attend. Peter Caligari was a worthy winner and I would like to know why this was a closed event?

Cameron GrayDirector Innovation and Organisational Improvement

Taken on notice

31/01/2018QT05/18 Open Mr Don Boak

Mount Clear

There was a blackwood tree in front of our property which has been taken out. I rang and spoke to the arborist and questioned why the tree was taken out, and asked to see the report into why this was completed? Is this correct procedure and why can't I see this report?

Terry DemeoDirector Infrastructure and Environment

Taken on notice

Outstanding Question Time Items

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10. NOTICE OF MOTION

Nil

11. URGENT BUSINESS

12. SECTION 89 (IN CAMERA)

12.1 MADE FEASIBILITY STUDY

Division: Development and PlanningDirector: Angelique LushAuthor/Position: Jeff Johnson – Executive Manager Events and Arts

13. CLOSE

Council Chamber, Town Hall, Sturt Street, Ballarat AGENDA...9.2. PLP/2017/503 - Use of the Land for a Helicopter Landing Site - Rear of 900 ... good governance." Wurrung People, the

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