annual report - City of Casey

Transcription

ANNUAL REPORT
2009 - 10
Victoria’s Largest and Most Vibrant Municipality
Tel:03 9705 5200
Fax: 03 9704 9544
TIS (Translating and Interpreting Service)
131 450
TTY (Telephone Typewriter Service)
03 9705 5568
Magid Drive
PO Box 1000
Narre Warren VIC 3805
Email: [email protected]
Website: www.casey.vic.gov.au
Narre Warren Customer Service Centre
Main Office and Council Chamber
Magid Drive
Narre Warren VIC 3805
Narre Warren South Customer Service Centre
Amberly Park Shopping Centre
Shop 8, 101 Seebeck Drive
Narre Warren South VIC 3805
Cranbourne Customer Service Centre
Centro Cranbourne
Cranbourne VIC 3977
Contents
Our City
Vision for the Future
4
City of Casey Profile
4
Casey’s Citizens of the Year Award Winners
5
Casey’s Outstanding Volunteers
6
Our Council
Mayor’s Report
8
Casey’s Councillors
12
Casey’s Management Team
13
Valuing Our Staff
14
Council Awards
17
Conference Presentations by Staff
18
Council Services
20
Our Performance
Chief Executive Officer’s Report
22
Council Plan
26
Strategic Objective 1:
Strengthening Casey’s Communities
Achieving an Environmentally-Sustainable
Casey
Planning for Casey
27
41
47
Delivering and Maintaining Casey’s
Infrastructure
51
Growing Casey’s Economy
60
Advocating for Casey
63
Achieving Excellence in Governance in
Casey
69
Service Improvement
(Best Value Victoria) Report
73
The Year Ahead
74
Statutory and Corporate
Information
Information Available for Inspection
78
Freedom of Information
79
Privacy Report
79
Risk Management
80
Audit and Ethics Committee
81
Councillors’ Attendance at Meetings
82
National Competition Policy
Compliance 2009–10
83
Performance Statement
84
Whistleblowers Protection Act 2001
92
Victorian Local Government Indicators
104
Standard Statements
105
Financial Report
117
Casey’s Staff
186
OUR CITY | VISION FOR THE FUTURE | CITY OF CASEY PROFILE
Vision for the Future
Casey – Creating the most Caring, Safe,
Innovative and Sustainable City
City of Casey Profile
Location
• Casey is approximately 400 square
kilometres in area and is located
35km to the south east of the
Melbourne CBD.
• Casey has five distinct geographic
regions stretching from the foothills
of the Dandenong Ranges to the
coastal villages of Western Port.
History
• The City of Casey is on the
traditional land of the Bunerong and
Wurundjeri people.
•
The City of Casey was established
in 1994 through the merging of the
City of Berwick, much of the City of
Cranbourne, and a small part of the
former City of Knox.
• The City of Casey was named
in recognition of the significant
contribution to the region and to
Australia of Lord Richard Gavin
Gardiner Casey and Lady Maie
Casey.
Population
• The City of Casey is Victoria’s
most populous municipality, with a
population of approximately 256,000
people (as at 30 June 2010).
• Victorian Government
projections indicate that
Casey’s population will
reach 375,000 by 2026,
making it bigger than
Canberra is today.
City of Casey Annual Report 2009-10
4
• About 146 people (52 new
households) move in to Casey every
week, equivalent to 7,600 people
(2,700 households) every year.
• 29% of Casey’s population is aged
under 18 years compared to 23% in
metropolitan Melbourne.
• 65,000 Casey residents (30% of the
population) were born overseas. The
top four countries of origin are the
United Kingdom (11,000 or 5%) and
Sri Lanka, India, and New Zealand
(approximately 5,000 or 2% from
each).
• Approximately 23,000 Casey
residents attend primary school and
17,000 attend secondary school.
• 24,500 residents are aged 60
years and over. This is 11% of the
population, compared to 17% in
metropolitan Melbourne.
Business
• Casey is home to almost 15,000
businesses.
OUR CITY | CASEY’S CITIZEN OF THE YEAR AWARD WINNERS
Casey’s Citizens of the Year Award Winners
The City of Casey is committed to recognising outstanding volunteers in
the community through the annual Casey Citizens of the Year awards. The
ongoing dedication of these people help make this great City an even better
place to live, and Council was pleased to recognise the 2010 recipients at a
special ceremony on Australia Day, 26 January 2010.
Citizen of the Year
Judy Owen JP
Judy is a professional, caring and
committed volunteer who has served
the Casey community in a number of
roles over many years. A leader with
the Australian Air League Berwick Girls
Squadron for the past 20 years, Judy
is also a dedicated volunteer at the
Narre Warren Mechanics Institute Hall,
undertaking various leadership roles
including treasurer and booking officer.
community spans more than 25 years.
As co-founder of the Cranbourne U3A
(University of the Third Age) Inc., Judy
has been active on the committee in
a range of roles including treasurer,
secretary, newsletter editor and
computer skills teacher.
Judy’s commitment to the Casey
community is further demonstrated by
her position as a City of Casey Ageing
Positively Champion.
Casey Community Event/Activity of
the Year – 2009
Berwick Highland Gathering – Rotary
Club of Narre Warren Inc.
The 23rd Berwick Highland Gathering
was conducted on Sunday 8 February
2009 at Akoonah Park, Berwick.
Organised by a dedicated team of
volunteers, the event provided an
opportunity to celebrate and embrace
Scottish heritage. The event attracted
approximately 4,000 people who
experienced Scottish culture, including a
pipe band competition, parade, dancing,
dog shows and traditional games.
Her advocacy for young people is
demonstrated by her participation in the
Youth Referral and Independent Person
Program, which involves Judy being
on call to attend local police stations to
assist young people.
Young Citizen of the Year
Beth Cooper
Beth demonstrates strong leadership
skills as evidenced by her positions
as school captain and member of the
Student Representative Council at her
school.
Beth actively engages with a broad
cross-section of the local community,
including volunteering at a local
retirement village, local primary schools
and at community events such as the
launch of the Casey Safety Village and
the RSPCA.
Beth is a positive role model for others,
displaying a willingness to take on
challenges both within her school and
the broader community.
Senior Citizen of the Year
Judy Symons
Judy’s diligent service to the Cranbourne
Judy Owen JP
Citizen of the Year 2010
Judy is an active, passionate and
dedicated volunteer who leads by
example and readily gives her time to a
number of Casey community groups.
Australia Day Study Tour Recipients
The City of Casey Australia Day Study
Tour gives the 10 chosen students the
opportunity to observe federal, state and
local governments in Australia.
Beth Cooper
Young Citizen of the Year 2010
Judy Symons
Senior Citizen of the Year 2010
The 10 2010 Australia Day Study Tour
Award recipients were:
•
•
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Craig Durdin
Sarah Hudson
Manmeet Kahlon
Mariam Khawari
Anthony Nash
Emily Oostveen
Lauren Slevin
John Tuhi
Loughlin Turpin
Skye Wylde
Simon Hall on behalf of
The Berwick Highland Gathering
Community Event of the Year 2009
5
OUR CITY | CASEY’S OUTSTANDING VOLUNTEERS
Sixty-seven nominations were
received for the 2009 Casey
Community Volunteer Awards.
Winners:
Casey Volunteer Group Award 2010 The Warren Opportunity Shop Inc
Jenny Godfrey on behalf of
The Warren Opportunity Shop Inc
Volunteer Group Award
Eric and Cathy Wieckmann on
behalf of Christians Helping in
Primary Schools (CHIPS)
Volunteer Organisation Award
Cara Peake
Young Volunteer Award
Casey Volunteering Pair Award 2010 Ann Houben and Frits Houben
The Warren Opportunity Shop has
been in operation since 1981 and
generously uses funds raised to support
community groups. The beneficiaries of
this generosity are mainly local charities
which often do not receive other financial
assistance. In 2009, in a nine-month
period, the Warren Opportunity Shop
provided over $30,000 in financial
support to community groups and
services in the City of Casey, including
Kalimna, Casey North Community
Information and Support Service and
Dandenong Valley School.
Ann and Frits are members of the
Cranbourne Arthritis Support Group
and play an integral part in the group’s
operation. Ann and Frits each give a
minimum of 12 hours of their time every
week to support various activities. Ann
has been a water exercise leader for
20 years and acted as secretary for
seven years. Frits has been a dedicated
member of the group since 1999,
providing much-needed assistance with
many aspects of the club. Together, Ann
and Frits support community food drives,
Christmas toy runs and make hospital
visits to the sick.
Casey Volunteer Organisation Award
2010 - Christians Helping in Primary
Schools (CHIPS)
There were four individual winners in the
Casey Volunteer Award 2010 category
this year. They are:
CHIPS is a group of approximately 150
caring volunteers who assist more than
72 schools in Casey with “Cross Link
Mentoring”, a school-based mentoring
program. CHIPS “Life Gets Better”
camps are run two or three times each
year for children who have experienced
abuse, neglect or loss. CHIPS “What a
Difference a Day Makes” programs help
children to build their self confidence
and develop team building skills whilst
having fun.
Karen Bundock - for outstanding
service over many years to fire
fighting in Casey
Casey Young Volunteer Award 2010 Cara Peake
Ann and Frits Houben
Volunteering Pair Award
18 years and attending events such as
Casey Little Athletics and the Monster
Trucks Family Spectacular in Cranbourne.
As well as being a bright, energetic and
active student, Cara spends 16 hours
of her week volunteering with the St
John Ambulance Service. For the past
six years, she has been involved in a
variety of duties including delivering first
aid training to young people aged 11 –
6
Karen has volunteered extensively
with the Berwick CFA and the Narre
Warren CFA for 15 years. She has
attended over 2,000 turnouts including
fires, car accidents and other major
incidents which require the services of
the fire brigade. Karen dedicates six to
eight hours each week to volunteering;
however, in summer, this can increase
to 12 hours per day, and, on occasions,
requires her to be away from her home
and family for days at a time.
OUR CITY | CASEY’S OUTSTANDING VOLUNTEERS
Wendy Crisp - for compassion shown
to the terminally ill and their families
Wendy has been a palliative care
volunteer with Southeast Palliative Care
since 2006. She spends more than 20
hours each week sitting with terminally
ill people, providing them and their
families with exceptional support in often
challenging circumstances. She brings
to this work an ability to see the beauty
in people and a calming presence.
Wendy’s volunteering efforts also extend
to Courtenay Gardens Primary School
in Cranbourne and the Royal Children’s
Hospital.
Andrew McMahon - for outstanding
service over many years to the Casey
community
Andrew has been an active member
of the Lions Club of Cranbourne for
23 years, helping with a wide range of
club projects. He has served as club
president, secretary and community
service officer, and is currently the
cabinet secretary for the district. His
commitment to providing practical
assistance and support of fundraising
efforts to the Lions Club and directly to
other organisations in Casey make him
an invaluable asset to the club and the
wider community.
Russell Owen - for outstanding
service over many years to young
people and sport
League. Russell has also participated as
a volunteer at many major national and
international sporting events.
At the awards ceremony, Council also
recognised five volunteer Australia Day
event organising committees:
Rotary Club of Berwick Inc.
Celebrations at Pioneers Park, Berwick
Karen Bundock
For outstanding service over many
years to fire fighting in Casey
Cultural Historical Association of
Rodriguans & Mauritians Victoria
Passport to Casey’s Cultural Heritage
Showcase, Cranbourne
Doveton Eumemmerring
Neighbourhood Renewal
Actively Diverse Day, Doveton
Hampton Park Progress Association
Inc.
Day of the Nations, Hampton Park
Lions Club of Balla Balla
Sunset Cinema, Tooradin
Wendy Crisp
For compassion shown to the
terminally ill and their families
Russell Owen
years to young people and sport
Russell has been involved in a large
number of groups and organisations in
the Casey community over many years,
committing approximately 30 hours of
his time each week to volunteering and
fundraising activities.
Many Casey residents have benefited
from his influence and encouragement,
particularly through his involvement
over 25 years with young people in the
Berwick Squadron of the Australian Air
Andrew McMahon
years to the Casey community
7
OUR COUNCIL | MAYOR’S REPORT
Mayor’s Report
During 2009–10, the City of Casey took
many positive steps towards achieving
our vision of ‘Creating the most caring,
safe, innovative and sustainable city’.
The 11-member Council is now nearly
two years into its term and I am
extremely proud of the team which has
worked together in a productive and
collaborative manner to achieve some
wonderful outcomes for our community.
To put our work in perspective, the
Council is similar to group of navigators
focused on leading the community
towards an exciting and prosperous
future, and our Council Plan is the
roadmap we have created to achieve our
vision.
The Council Plan 2009–2013 is
Council’s strategic planning document.
It determines how Council’s resources
are prioritised and directs the delivery
of services, the preservation of our
assets and our approach to planning.
It also leads our thinking and our
actions concerning the protection of our
environment.
One of Council’s key priorities during
2009–10 was a focus on growing
Casey’s economy by supporting
local businesses, helping to create
job opportunities and attracting new
investment to the City.
Council’s newly-established Economic
Development Department has done
some great work facilitating local
business success, by supporting local
chambers of commerce, and providing
information, networking and training
opportunities to the City’s 15,000-strong
business base to enhance knowledge,
skills and confidence in the sector.
Cr Lorraine Wreford
Mayor
The Small Business Mentoring Service
is a new initiative, offering assistance
with growth plans, while less formal
‘coffee clubs’ engage with home-based
8
and micro businesses (which make
up around 85 percent of all Casey
businesses and provide approximately
40 percent of all Casey-based
employment) and the Casey Business
Forum is a strong partnership with
business and employment groups, the
education sector and business leaders.
Council also strengthened its ties with
the Faculty of Business and Economics
at Monash University’s Berwick Campus
during the year, sharing important
research and resources, ensuring we
are at the forefront of current trends that
we are able, in turn, to share with our
community.
One of the most fundamental roles of
all councils is to advocate on behalf of
their communities for the improvements,
services and funds they need, where
these are the responsibility of the state
and federal governments or other third
parties.
Key Direction 6 of the Council Plan
- Advocating for Casey - focuses on
how the City of Casey will promote and
campaign to outside agencies in order to
secure funding and partnership initiatives
for the benefit of the community.
In 2009–10, the City of Casey’s key
advocacy issue was to seek a $41.9
million financial contribution from the
State Government towards the current
estimated $100 million long-term
remediation costs associated with the
Stevensons Road closed landfill, the site
of the methane gas leak emergency of
2008.
Council made strong representations
throughout the year, including submitting
four business cases to the State
Government. As a result of our lobbying
efforts, on 17 June 2010, Council
received an offer of $14.5 million from
the Government and at 30 June 2010,
was continuing negotiations regarding
Mayor’s Report
the conditions attached to the offer.
Providing facilities and activities
that encourage all members of our
community to be active, physically and
socially, continues to be a high priority
for the City of Casey. The All Abilities
Sports Carnival was a great way to
celebrate International Day of People
with Disability in December 2009. Casey
Fields provided the ideal sporting setting
for this event, catering for age groups
12-18, 18-50 and 50-plus, to participate
in soccer, football, cricket, tennis and
lawn bowls.
Melbourne Football Club is also making
its presence felt in Casey through its
30-year partnership agreement with the
City of Casey and Casey Scorpions.
The community partnership involves
a host of programs that have reached
an estimated 40,000 Casey residents
during the first 12 months. Programs
include the Read/Write Like a Demon
literacy program, which is delivered by
Melbourne Football Club through the
Casey - Cardinia Library Corporation to
encourage children to read and write.
The Don’t Drive Like a Demon program
aims to raise awareness amongst young
people of the risks of dangerous driving
and its affects on individuals and the
community. The Melbourne Football
Club, in conjunction with the Mornington
Peninsula Nepean Football League
(MPNFL), City of Casey, East Link,
RACV, Victoria Police, RoadSafe, Volvo
and Hankook is facilitating this program
which is aimed at players within the
MPNFL.
As part of Council’s commitment to
environmental sustainability, a number
of initiatives were undertaken through
the year. We held the first Casey Green
Living Festival on World Environment
Day, which was a wonderful opportunity
to provide residents with information on
sustainable living, ‘green products’ and
local environmental groups. Casey’s
inaugural World Environment Day civic
reception for environmental volunteers
was also held with a special presentation
made to Val Maher, an exceptional
volunteer who had dedicated more
than 30 years to improving the local
environment.
Casey residents were also encouraged
to help green the municipality with
more than 15,000 trees, shrubs
and groundcovers given away at
Council’s annual plant giveaway. The
giveaway, held at Fountain Gate and
Centro Cranbourne shopping centres,
complemented Council’s Growing a
Green Web program, which revegetates
open space through volunteer
involvement throughout the year. Council
was most appreciative of the volunteers
from friends’ groups, land care groups
and residents who gave their time to
help with the plant giveaway.
The City of Casey hosted some
outstanding arts programs in 2009–10.
For the fifth year in a row, the City of
Casey hosted Kevin Hill’s ‘Top Ten’
Australian Artists Art Show at the Civic
Centre in Narre Warren. Thousands
of people from across Victoria attend
this event, which presents the work
of outstanding Australian artists and
features a variety of traditional, realist
and impressionist style paintings often
representing Australian scenes, wildlife
and subject matter. Most of the artists
attend the event which provides an
opportunity for visitors to meet them and
discuss their work.
Local botanical artist Margaret Holloway
was chosen to join the exhibition as the
Casey guest artist and Ern Trembath,
also a local, joined the exhibition as one
of Kevin Hill’s selected artists. Ern is a
traditional landscape artist and is known
for his soft, misty technique.
A month after this exhibition, arts in
Casey received a boost with $600,000
9
Mayor’s Report
provided through VicHealth to deliver
the Casey Arts Participation Initiative
(CAPI). Through this initiative, Council
will identify the types of arts facilities and
programs required to meet the needs of
Casey’s growing population. The funding
commitment places arts development
and culture at the forefront of community
planning, recognising the importance of
the contribution of the arts to a healthy,
enjoyable and balanced lifestyle. The
CAPI will focus on improving access
to the arts and opportunities for
participation for people throughout the
municipality, including those in more
isolated areas and areas not well-linked
to the City’s central facilities.
In November last year it was fantastic to
see so many people attend the annual
Arts Gathering, in particular, enjoying
the words of keynote speaker Li Cunxin,
former ballet dancer and acclaimed
author of Mao’s Last Dancer. Casey’s
arts community, including artists,
arts groups, community groups and
arts workers from all fields of the arts
attended this special event.
Casey’s older residents attended
some exciting events as part of the
2009 Ageing Positively Festival held in
October 2009. The festival coincided
with Victorian Seniors Week and brought
together older residents to enjoy new
activities, learn about the programs
available to them and access information
about ageing positively in Casey.
Casey’s Ageing Positively Festival
celebrates the valuable contribution older
residents make to the Casey community
and provides an opportunity for them to
stay active and take part in some new
activities.
Many of the services and programs
available to Casey residents are the
result of partnerships between agencies,
governments, and public and private
sector organisations. One example is
the Hampton Park Community Renewal
10
(HPCR) initiative, a project between the
City of Casey, the Victorian Government
Department of Planning and Community
Development and the Hampton Park
community. The initiative has delivered
a number of projects since it began in
2007, including a community transport
initiative, a Youth Foundation and a
fantastic ‘Day of Nations’ Australia Day
breakfast that was attended by more
than 1,500 residents in 2010. The aim
of the initiative is to bring together
residents, business, government
and local organisations to build upon
Hampton Park’s assets and strengthen
opportunities for activity and positive
change. In August last year, Council
was pleased to announce that Hampton
Park will continue to be transformed
into a place of opportunity and activity
thanks to the Victorian Government’s
commitment to fund the initiative for a
further three years.
Casey’s connections with cities around
the world continue to bring us valuable
relationships and opportunities to
connect and learn. Casey is a sister
city with Berwick-upon-Tweed, UK, and
Springfield, Ohio, USA. It also has a
friendship city relationship with Ermera,
East Timor.
Casey’s Global Friendships Advisory
Committee members and volunteers
work with sister cities and the Casey
community to uphold the principles
of goodwill, harmony and tolerance,
friendship and understanding, while
raising cultural awareness and
appreciation, breaking down barriers
and building links, and providing
humanitarian support. The City of Casey
celebrated International Sister Cities Day
by recognising those volunteers with
special awards.
During the year, the City of Casey’s Wall
of Global Friendships at the Balla Balla
Centre in Cranbourne East acquired
some notable additions. New plaques
Mayor’s Report
were added to represent varied ethnic
groups within the municipality, including
the Casey Chinese Seniors Support
Group and Melbourne South Eastern
Region Chinese Friendship Centre,
the Indian Subcontinent Cultural and
Community Welfare Association and the
Victorian Tamil Cultural Association.
The Wall of Global Friendships is a
wonderful concept that celebrates and
acknowledges the many different ethnic
groups that have come together to help
create the Casey of today and carries
a promise of increased cross-cultural
friendship, understanding and tolerance.
Once again, the City of Casey hosted
a variety of cultural events to celebrate
Australia Day. All residents were invited
to attend free activities such as the
Day of the Nations in Hampton Park,
Pioneers Park Celebrations in Berwick,
Actively Diverse Day in Doveton,
Passport to Casey’s Cultural Heritage
Showcase in Cranbourne East and the
Sunset Cinema in Tooradin.
The MRA Cranbourne GP Run was
also once again one of Casey’s largest
and most spectacular events and, in
2009, Beyondblue benefitted from
being named as the 2009 charity for
this event. Through its link with the
event, Beyondblue had the opportunity
to raise community awareness about
depression and anxiety, and reduce the
associated stigma throughout Casey.
The Beyondblue marquee provided
information about these common
illnesses and advice on where to get
help.
During the year, volunteers continued
to be an important and highly valued
source of support to Council and to
many Casey residents. In turn, the City
of Casey supports volunteers through
a range of programs including the
Volunteer Matcher Program on Council’s
website, which allows organisations and
individuals to register their needs and
skills and be matched automatically, and
Casey Connect, a web portal providing
information about community groups
operating in the municipality.
In 2010, the City of Casey’s Australia
Day Study Tour program celebrated its
25-year anniversary. This program gives
10 young people who attend school, live
or work in the City of Casey and who
have an interest in observing the inner
workings of Australian Government, an
opportunity to take part in a study tour.
As part of the program, the students
were guests at the Council Meeting on
16 February 2010 which formed part of
the local government stage of their tour.
The students then spent a full day at
State Parliament and met with a number
of state parliamentarians where they had
the chance to ask a range of questions.
When in Canberra, the students
discussed a range of issues with
Prime Minister Kevin Rudd, including
education, the environment and youth
allowance. They also visited Parliament
House, High Court of Australia, National
Archives of Australia, Federal Police
Training College and the National
Museum of Australia.
I would like to thank my fellow
Councillors and Council staff for their
commitment and their support to me
in my role as Mayor. I also thank the
people of Casey who make this such
a great place to live. It is a privilege to
represent the Council and the people of
Casey.
Cr Lorraine Wreford
Mayor
11
OUR COUNCIL | CASEY’S COUNCILLORS
Casey’s Councillors
The term of office for all City of Casey Councillors expires in November 2012.
Balla Balla Ward
Cr Geoff Ablett
Edrington Ward
Edrington Ward
Four Oaks Ward
Four Oaks Ward
Mayfield Ward
Mayfield Ward
River Gum Ward
River Gum Ward
Springfield Ward
Springfield Ward
Cr Daniel Mulino
Cr Beverley Hastie
Cr Amanda Stapledon
Cr Lynette Keleher
Cr Lorraine Wreford
Mayor
12
Cr Simon Curtis
Cr Shar Balmes
Deputy Mayor
Cr Kevin Bradford
Cr Wayne Smith JP
Cr Sam Aziz
OUR COUNCIL | CASEY’S MANAGEMENT TEAM
Casey’s Management Team
Chief Executive Officer
Mike Tyler
Director
Community
Services
Greg Wood
Director
Community
Development
Sophia Petrov
Director
Corporate
Services
Steve Dalton
Director
Infrastructure
Services
Ray Butler
Director Planning
and Development
Services
Peter Fitchett
Managers
Managers
Managers
Managers
Managers
Children’s
Services
Colette McMahon
(part year)
Community
Safety
Caroline Bell
Administration
Ian Sparrow
Capital Works
Programming
Bruce MacIsaac
Building Services
Ron Walker
(part year)
Engineering
and Asset
Management
David Richardson
Duncan Turner
(acting - part year)
Virginia Lloyd
Community Care
Jo Smale
Youth and Family
Services
Lee McIntosh
(part year)
Community
Strengthening
Janette Green
Customer
Service
Mike Whittaker
Contracts and
Purchasing
Darryn Paspa
Finance
Andrew Davis
Information
Technology
Richard Barrow
Organisational
Strategy
Rob Pedder
Colette McMahon
Property, Rates &
Valuations
Peter Gillieron
Parks and
Reserves
Trevor Griffin
Roads and
Construction
Alex Micheli
(part year)
Michael Apps
Transport
Paul Hamilton
Waste
Management
Michael Jansen
Economic
Development
David Wilkinson
Environment
Nicola Ward
Planning
Duncan Turner
Michael Pollard
Sport and Leisure
Richard Amon
Strategic
Development
Liam Hodgetts
Managers
Communications
Ros Weadman
Human
Resources
Richard Frazer
13
OUR COUNCIL | VALUING OUR STAFF
Valuing Our Staff
The City of Casey is committed
to ensuring that its staff have the
necessary skills and behaviours to
deliver the highest quality service to
the community.
Turnover for the 12 months to 30
June 2010 was 10.5 percent which is
consistent with similar-sized metropolitan
councils and a reflection of the strong
programs designed to recruit staff with
the best possible fit, and retain those
staff for long productive periods.
A comprehensive training and
development program continues to
provide opportunities for staff to broaden
their knowledge and enhance their skills.
Significant Staff Programs in 2009-10
• Reviewed and implemented a new
Employee Assistance Program.
• Established an enhanced police
check system “Fit to Work”.
• Completed negotiations for a new
staff enterprise agreement including
salary increases of 5.3% from March
2010, 4.0% in July 2011 and 4.0% in
July 2012.
• Reviewed prevention of
discrimination, bullying and
harassment policies and introduced
specific training for contact officers
within the HR Department.
• Ran a series of Human Resource
education programs specialising
in the prevention of discrimination,
bullying and harassment in the
workplace.
• Completed Casey Leaders two-day
training for team leader level officers.
• Implemented further accountability
steps into the Corporate Learning
and Development Program including
external learning ratings for training
courses and individual learners.
• In conjunction with neighbouring
secondary colleges, introduced four
year 10 trainee students into the
Casey workplace.
• Continued the roll-out of the peer
14
•
•
•
•
•
assessment program including 100
percent completion by managers
and 95 percent completion for team
leaders.
Supported the Casey Young
Professionals Network to share their
experiences and knowledge, and
gain insight into leading practice.
Contributed to the development and
implementation of a Certificate IV
course in Training and Assessment
for 14 internal officers who deliver
training as part of their role.
Developed a new internal audit
tool for monitoring the completion
rates for Employee Development
Programs.
Supported four staff members who
attended an aspiring leadership
development residential weekend
run by the Rotary Club of Doncaster.
Revised and implemented a new
Staff Achievement Program.
Equal Employment Opportunity
Program
Council’s Equal Employment Opportunity
Program (EEO) is overseen by the
City of Casey Consultative Committee
which has been established under the
auspices of the Casey City Council
Enterprise Agreement. The Consultative
Committee comprises of staff and union
representatives, and deals with a broad
range of staffing issues, including EEO
matters. In 2009-10, the focus of the
program was on educating employees
in best practice strategies designed
to resolve issues in an informal and
effective manner. HR Department staff
were trained as ‘contact officers’ and
training has been provided to over 50%
of staff. The program roll-out will be
completed in the coming year.
Towards a Safer Casey
Casey continued to develop and deliver
initiatives to ensure a safe workplace for
all staff and contractors. During the year,
Casey entered into a partnership with
WorkSafe to undertake the Employer
Valuing Our Staff
Performance Management Program. The
program’s objectives include:
• assessing Casey’s OHS and Injury
•
Management programs against
industry best practice
development of a strategic alliance
between WorkSafe and Casey
to facilitate further improvements
in Casey’s OHS and Injury
management programs.
Casey continued to promote safety as a
key priority throughout the organisation
by providing staff with a range of health
and safety programs including:
• ongoing manual handling
•
•
assessments and training within
high risk service areas in an effort to
reduce musculoskeletal injuries
contractor manager training to
ensure staff have the necessary
skills to effectively manage
contractors’ health and safety
ongoing ergonomic assessments
to reduce the likelihood of overuse
injuries normally associated within
office environments.
• corporate membership to the Casey
ARC
• walking competition
• food allergy awareness sessions
• stress management sessions
•
•
conducted by Council’s WorkCover
insurer
staff massages (paid for by staff)
rehabilitation and return-to-work
programs.
Casey’s Trademark Behaviours
The City of Casey is committed to the
following five trademark behaviours in all
of our dealings with the public and with
each other:
•
•
•
•
•
Show respect
Be positive
Take responsibility
Listen and respond
Think things through
Health Promotion
The City of Casey has a strong
commitment to providing its staff with a
healthy workplace. Programs include:
• employee Assistance Program
• annual Influenza vaccinations
15
Valuing Our Staff
Demographics of City of Casey Staff
Permanent Female
Permanent Male
Casual Female
Casual Male
The following table shows the breakdown of staff by work group:
Permanent
Work Groups
Male
Female
Community Development
88
175
16
28
Community Services
27
375
0
7
Corporate Services
34
52
0
0
6
14
0
0
97
24
0
0
Executive
Infrastructure Services
Planning and Development Services
TOTAL
Casual
16
Male Female
46
54
0
0
298
694
16
35
OUR COUNCIL | COUNCIL AWARDS
Council Awards
Award
Category
Start Right Eat Right
Sound Nutrition Start Right Eat Right
Practice
City of Casey Child
Care Complex
LGPro Aged and
Disability Services
Award for
Outstanding
Program or
Project
Southern Region Active
Service Model Project
Community Care
Department with the
following councils:
Port Phillip, Greater
Dandenong, Kingston,
Frankston, Glen Eira,
Mornington Peninsula
and Bayside
LGPro
Rising Star
Award
Achievement of
“Service Excellence and
Innovation”
Lisa Castle
Community Care
Promoting Peace in
Families
Community Safety
Casey Safety Village
Community Safety
Australian Crime and National
Violence Prevention
Award 2009
LGPRO Award for
Excellence 2010
- Certificate of
Recognition
Special
Delivery
Initiative
Nomination Title
Department /
Service
National Sister Cities Best Publicity
Australia Awards
by Print Media
Connelly Games Sister
Community
City Sporting and Cultural Strengthening
Exchange
2009 Sister Cities
Australia National
Conference
Best
Conference
Display
Display of Casey’s Global Community
Friendships Activities
Strengthening
The Victorian
Education
Association –
Wurreker Award
Local
Government
Employer
*ICACC’s work in the
local community and
advocacy role in securing
better outcomes for
young indigenous people
Community
Strengthening
Leisure Facilities and
Development Plan,
Volume 1 Sports
Facilities Plan and
Volume 2 Sports
Development Plan
Sports and Leisure
Casey Fields
Development Project
Sports and Leisure
*Inter Council Aboriginal Consultative
Committee, of which Casey is one of
eight local government members
Parks and
Leisure Australia
National Award for
Excellence
Planning
Federal Government Infrastructure
Department of
Development
Infrastructure,
Transport, Regional
Development and
Local Government
National Awards for
Local Government
17
OUR COUNCIL | CONFERENCE PRESENTATIONS BY STAFF
Conference
Date
Title of Paper
Presented by
International
Family Day Care
Organisation
July 2009
Family Day Care in
Australia
Wendy Goldsack
Team Leader
Children’s
Services
LG Pro Aged
August 2009
and Disability
Conference Darebin
Arts Centre
Ageing Positively
Champions
Janette Green
Manager
Community
Strengthening
Fourth Annual
Local Government
Sustainable
Development
Conference,
Melbourne
August 2009
City of Casey’s
leading-edge best
practice sustainable
development sporting
venues including
Casey RACE and
Casey Fields
Richard Amon
Manager Sport
and Leisure
Parks and Leisure
Australia National
Conference, Darwin
September 2009
Liquor Licensing of
Sports Clubs
James Rouse
Team Leader
Leisure
Development
Parks and Leisure
Australia National
Conference, Darwin
September 2009
Joint Use Community
Facilities
James Rouse
Team Leader
Leisure
Development
Parks and Leisure
Australia National
Conference, Darwin
September 2009
Sports Facility and
Development Planning
for a Growth Area
Municipality
Andrew
Butterfield
Team Leader
Recreation
Planning
and James
Rouse Team
Leader Leisure
Development
Botanic Gardens
Australia and New
Zealand
BGANZ Victoria
Plant Forum
September 2009
‘Between A Rock And
A Hard Place’ – the
challenges of growing
plants in an ex-quarry.
Lex Nieboer
Wilson Botanic
Park Supervisor
Botanic Gardens
Australia and New
Zealand.
BGANZ Victoria
Plant Forum
September 2009
‘Doryanthes Amongst
The Phormiums’ – use
of native plants in the
local community
Clare Hart
Botanic
Development
Officer
Lean Thinking
Continuous
Improvement
Network
December 2009
Leading and
Managing Change
Vicky Brown
Change
Management
Adviser
18
OUR COUNCIL | CONFERENCE PRESENTATIONS BY STAFF
Conference
Date
Title of Paper
Presented by
LGPro Annual
Conference
February 2010
Silver Lining of Silver
Service
Mike Whittaker
Manager
Customer Service
Growers and Eaters April 2010
Conference
Impact on Agriculture
David Wilkinson
from Urban Expansion Manager
Economic
Development
City of Casey
Early Learning
Conference
May 2010
A Grass Roots Look at Graham Rankin
Working With Dads
Fathers Inclusion
Coordinator
Go for Life Forum
May 2010
‘Planning for Food’
Liam Hodgetts
Manager
Strategic
Development
The Secret Art
of Design Office
Management
June 2010
A Local Government
Perspective On
Design Office
Management
David Richardson
Manager
Engineering
and Asset
Management
Victorian Preschool
Field Officer
Association,
Bendigo Victoria
June 2010
“Video Observations
and laptops. A City
of Casey response
to current PSFO
challenges”
Innovative strategies
using video recording
for observations and
computer laptop
tablets to complete
visit summary reports
Raquel Cordoba
Preschool Field
Officer (PSFO)
Coordinator
19
OUR COUNCIL | COUNCIL SERVICES
Council Services
Communications
Media Relations, Public Relations,
Corporate Identity, Community
Information, Website, Intranet,
Internal Communication, Community
Consultation, Publications, Advocacy.
Human Resources
Recruitment, Occupational Health and
Safety, Training, Industrial Relations,
Equal Employment Opportunity,
Enterprise Bargaining Agreement.
Community Services
Children’s Services
Kindergartens, Best Start, Webb Street
Child Care Centre, Playgroups, Family
Day Care.
Community Care
Home and Community Care Services,
National Respite for Carers Services,
Community Transport.
Youth and Family Services
Youth Services Including Youth
Information Centres, Maternal and
Child Health, Men’s Programs, Family
Resource Centres.
Community Safety
Community Safety Unit (eg Road Safety
Education Centre, Graffiti Management
Program, School Crossings),
Environmental Health (eg Immunisation,
Food Safety Inspections), Local Laws,
Municipal Public Health and Wellbeing
Plan.
Community Strengthening
Community Building, Volunteer Support,
Access and Inclusion, Arts and Events,
Community Awards and Recognition,
Community Grants, Bushfire Community
Development, Ageing Positively, Facility
Planning.
20
Customer Service
Customer Service Centres (Narre
Warren, Narre Warren South,
Cranbourne), Call Centre.
Corporate Services
Administration
Information Management
(correspondence/ filing), Council
Meeting and Planning Committee
Agendas and Minutes, Governance,
Risk Management, Civic Centre Coordination, Freedom of Information,
Privacy.
Contracts and Purchasing
National Competition Policy, Trade
Practices Act, Competitive Neutrality,
Contracts and Quotations, Purchasing.
Finance
Budget, Accounts Payable, Payroll,
Annual Financial Statements.
Information Technology
Computer Installations and Support,
IT Network Infrastructure, Applications
Support, Corporate Information Systems,
Help Desk.
Organisational Strategy
Council Plan, Performance
Measurement and Reporting, Let’s
THINK Casey Excellence Framework,
Freedom of Information Internal
Reviews, Privacy Complaints, Internal
Ombudsman.
Property, Rates and Valuations
Rates, Property Valuations, Sale,
Purchase and Lease of Council’s
Property Assets.
Capital Works Programming
Management of Council’s Capital Works
Program.
OUR COUNCIL | COUNCIL SERVICES
Council Services
Engineering and Asset Management
Design of Roads, Drains and Active
Reserves.
Parks and Reserves
Maintenance of Parks, Gardens and
Recreation Reserves, Landscape Design
and Construction.
Roads and Construction
Construction of Roads, Paths and
Drains.
Transport
Traffic Engineering, Local Traffic
Management Strategy, Road Network
Monitoring, Black and Grey Spot
Monitoring, Traffic Accident Monitoring.
Waste Management and Landfill
Management
Waste Management Contracts,
including Recycling, Waste Collection
and Disposal, and Waste Minimisation
Education Program, Landfill
Management and Restoration.
Economic Development
Economic Development Framework,
Attracting Business Development and
Training, Strategic Alliances.
Environment
Climate Change and Sustainability,
Natural Resource Management,
Energy Conservation, Revegetation,
Greenhouse Gas Projects.
Planning
Planning Permits, Planning Scheme
Amendments and Subdivisions.
Sport and Leisure
Recreation Planning, Support of
Local Sporting Clubs, and Leisure
Development.
Strategic Development
City Strategy, Integrated Planning, Urban
Design and Development Planning.
Planning and Development
Services
Building Services
Construction and Maintenance of
Council-owned Buildings, Maintenance
and Building Surveying Services.
21
OUR PERFORMANCE | CHIEF EXECUTIVE OFFICER’S REPORT
2009-10 was another year of outstanding
achievement for the City of Casey. In
delivering one of the State’s largest
budgets at approximately $200 million,
our staff undertook more than 100
different services to the community
every day of the week and built many
new facilities to cater for Casey’s
256,000-strong population, which
continues to grow by nearly 8,000 people
each year.
Almost a third of the residents in
Casey is aged under 18 years. We
were pleased to launch Casey 360, a
state-of-the-art 14-metre mobile youth
information centre during the year.
Casey 360 gives young people in Casey
a place to receive information and
guidance from qualified Council youth
officers, relax with friends and use the
latest technology in a safe environment.
Casey 360 has five LCD TVs, three
Playstations, a Nintendo Wii, three Apple
iMac computers with full internet access,
DJ mixing equipment with outdoor
speakers, electric guitar and sporting
equipment.
Casey 360 sets the benchmark for
mobile facilities of its kind and will
provide activities, information and
support to young people aged 10 to 25
years across the municipality, including
secondary schools, where our youth
officers provide group programs and
lunchtime recreational activities. The
bus also visits geographically-isolated
communities, new estates, skate parks
and recreation reserves, along with other
community locations and various civic
and community events throughout the
year.
Mike Tyler
Chief Executive
Officer
Sustainability was a key focus area in
2009-10 and that didn’t go unnoticed.
Casey’s leadership in sustainable sports
facilities was highlighted at the Local
Government Sustainable Development
Conference where we showcased
our award-winning sporting venues,
22
including the Casey RACE and Casey
Fields.
Our proactive approach towards
developing sustainable sporting venues
was also formally recognised when
the City of Casey won the Program,
Project, Practice Award for Water
Conservation and Management for
Victoria in the Parks and Leisure Awards
for Excellence, and then went on to be
highly commended in the national award
in the same category.
Casey Fields and Casey RACE are
landmark projects in sustainable
development and Council continues to
receive interest from across Australia for
these facilities which are proving to be
models for other levels of government to
follow.
In October 2009, Council was extremely
proud to receive a national Australian
Crime and Violence Prevention Award
for the innovative Promoting Peace
in Families program. Delivered in
partnership with the Cardinia Casey
Community Health Service and
Casey Pastors Network, this program
reflects a new frontier in family
violence prevention. It brings together
government, faith communities and the
public health sector to raise community
awareness of family violence, support
victims and change violent behaviours.
This partnership project demonstrates
a sustainable best-practice violence
prevention model that can be replicated
in other local government organisations
throughout Australia. As part of the
award win, Council and the other project
partners received $10,000 to aid in the
sustainability of the program.
Another Council service area at the
forefront of its industry is Casey’s
Family Day Care scheme, which was
described by validators from the National
Childcare Accreditation Council (NCAC)
as ‘exemplary’. Our scheme, the largest
of its type in Australia, continues to
provide high quality care for our children
and families. There are more than 250
care providers in the City of Casey with
more than 2,000 children being cared for
through the scheme.
Over a six-day period, the NCAC
validators visited the City of Casey
Family Day Care scheme unannounced.
They checked practices within the Coordination Unit office, attended a Family
Day Care playgroup and visited 15
randomly-selected care providers.
Council also received outstanding
results in a national Corporate Services
Benchmarking Review, undertaken
in 2009, which considered a range of
services delivered by 23 councils in
Victoria, NSW and South Australia in
2008-09. Service comparisons included
various governance activities, financial
management, corporate planning,
corporate purchasing and rates
collection, to name a few.
Of the 23 councils that participated in
the review, the City of Casey received
some of the most notable achievements
including:
• the lowest total corporate costs per
head of population
• the least number of employees per
head of population
• the lowest rates collection cost per
rateable property
• the second lowest governance cost
•
compared to total Council operating
expense
the second lowest accounting
services expenditure compared to
total Council operating expense
While these outstanding results indicate
that Casey ratepayers are receiving an
extremely high level of value for their
rates, it is also worthy of mention that
Casey ratepayers also continue to pay
one of the lowest rates of metropolitan
councils. In fact, in 2009-10, Casey
had the third lowest rates per capita of
Melbourne’s 31 metropolitan councils
and the lowest rates per capita of
Melbourne’s 13 outer growth councils.
Responding to priorities set by the
newly-elected Council, saw the
establishment of the new Economic
Development Department and
Environment Department during the
year. These key service delivery areas
are clearly focussed on achieving
a number of strategic priorities in
the Council Plan 2009-13 including
growing Casey’s economy and working
to promote and enhance the natural
environment for future generations.
Many of the services and programs we
value are the result of solid partnerships
with other government and nongovernment organisations.
The Casey Safety Village is a good
example of how partnerships can
achieve excellent results. Since it
opened in 2006, the Casey Road
Safety Education Centre has gradually
expanded is program offerings. When
the CFA Learning Centre was relocated
to the site in May 2009, it doubled
capacity of the centre, substantially
reducing costs to participating schools,
and allowing Council to provide a facility
that is capable of delivering a broad suite
of safety education programs.
Council and the CFA have worked
together to develop an integrated
program and Council is extremely
pleased to have a new partner in
community safety education. As a
result of this partnership, the facility
was renamed the Casey Safety Village
in October 2009. The official renaming
was attended by Emergency Services
Commissioner, Bruce Esplin; Victorian
Minister for Police and Emergency
Services and Minister for Corrections,
23
The Hon. Bob Cameron; and CFA Board
Member, David Gibbs.
Since February this year, fire and safety
education has been delivered to more
than 6,000 students.
During the year, the City of Casey
was also accredited as a World Health
Organisation Safe Community, giving
Casey international recognition as a safe
city. Only 14 other cities across Australia
have achieved this accreditation.
A growing city requires investment in
a range of infrastructure and facilities.
Casey Fields has been a fantastic story
for the people of Melbourne’s south
east and work continues to enhance
this facility and create an asset that is
available to all residents.
Stage 1 of the Casey Fields Regional
Playground was officially launched
in November 2009. Stage 1 of the
playground features a Liberty Swing,
generously donated by the Variety Club
of Victoria, which provides an exciting
play option for people using wheelchairs.
In recognition of Council’s outstanding
application, the Federal Government
provided funding assistance of
$8.945 million from its regional Local
Community Infrastructure Program
– Strategic Projects to undertake the
Casey Fields Development Project. This
project comprises Stage 2 works of the
regional playground and construction
of a regional athletics centre along with
associated works including shade sails
and road works.
The regional athletics centre will include
an international standard track, night
competition lighting, multi-purpose
community pavilion and undercover
spectator seating for 1,000 people.
These magnificent additions to Casey
Fields further consolidate its reputation
24
as a first-class sport and leisure
facility serving thousands of people in
Melbourne’s south east.
In April 2010, the $2.1 million VFL
pavilion extension at Casey Fields was
officially opened ahead of the first round
match between the Casey Scorpions
and Geelong. Funded through a
partnership between the City of Casey,
the AFL, Melbourne Football Club and
the State Government through Sport
and Recreation Victoria, this project
represents an investment in the future
of our rapidly-growing city, aimed at
realising the vision for Casey Fields to
cater for every level of sport, from junior
to elite.
The development provides improved
player facilities including an indoor space
for an AFL standard gym, physiotherapy
area, warm-up room, change rooms and
recovery space, including a state-ofthe-art refrigerated spa. It also includes
significant administration areas for both
clubs.
In providing facilities for the community,
the City of Casey takes care to consider
and minimise environmental impacts.
In 2009–10, Council continued to convert
sports grounds to warm season grasses
and installed more rainwater tanks for
irrigation, to ensure we play our part in
conserving water. With more than 100
sports fields used by over 200 clubs in
Casey, Council has adopted a number
of sustainable approaches to ensure the
grounds remain playable for the summer
season and beyond. Eight sports
grounds were resurfaced to a warm
season turf. With the assistance of South
East Water, Council has exemptions
for these grounds to help establish
the grass under the current water
restrictions. Once established, these
grasses use up to 60 per cent less water
than the traditional cool season grasses.
The City of Casey also installed 23
rainwater tanks at a number of existing
sports facilities as part of Council’s minor
capital works program.
An exciting new resource for Casey’s
community groups was launched during
the year – the new-look Casey Connect
web portal (www.caseyconnect.net.
au). Casey Connect allows community
groups to set up their own website free
of charge. Groups and clubs can share
information, recruit members and find
new and exciting ways to get involved in
Casey. It includes easy-to-use publishing
tools, an events calendar, photo galleries
and members only section to publish
group documents. Residents can also
use Casey Connect to find a group that
shares their interests.
The year 2009-10 has seen continued
growth in our city. I am proud of the
efforts of the City of Casey’s dedicated
staff in meeting the needs of our diverse
population. Once again our teams have
delivered a high standard of service to
the community.
Mike Tyler
Casey residents can also receive
news and information about Council
services, events and programs over
the airwaves, thanks to the introduction
of two new Council radio shows. The
City of Casey has teamed up with
community radio station Casey Radio
97.7FM to broadcast two shows a
week; one covering a variety of Council
information and one covering businessrelated topics. The dedicated business
hour targets Casey’s small and homebased businesses, providing valuable
information and inspiration to succeed.
25
OUR PERFORMANCE | COUNCIL PLAN
Council Plan
A focus on assisting local residents to
enhance the quality of their lives, and
that of their community, through the
delivery of a range of services.
Achieving an Environmentally
Sustainable Casey
A focus on protecting and enhancing
the natural environment for future
generations.
Planning for Casey
A focus on planning for the current and
future growth of our community, whilst
preserving our local heritage.
The Council Plan 2009 - 2013 focuses
on delivering outcomes in seven key
areas (see next column) and includes
strategic indicators for each.
This section of the Annual Report
is divided into these seven key
areas. Each begins with Council’s
achievement of its key priorities
for the year, followed by activity
summaries for key Council services,
and ends with comments on the
strategic indicators.
Infrastructure
A focus on building and maintaining
structures such as roads, community
facilities, parks and sports grounds.
A focus on attracting and supporting a
wide range of businesses and to grow
jobs.
A focus on how the Council will promote
and campaign to outside agencies such
as State and Federal Governments in
order to secure funding and partnership
initiatives for the benefit of the
community.
Achieving Excellence in Governance
at Casey
A focus on leadership, accountability and
prudent use of resources.
26
OUR PERFORMANCE | STRENGTHENING CASEY’S COMMUNITIES
Strategic Objective 1
A focus on assisting local residents to enhance the quality of their lives, and
that of their community, through the delivery of a range of services.
1.1
Promote a sense of community by creating opportunities for people to
meet and enjoy shared experiences
Achievements
The New Estates Community Development Program (NECDP) aims to build a strong
sense of community, encourage active citizenship, assist in the development of
strong local networks, welcome new residents and introduce them to local services
and programs.
Key activities of the NECDP in 2009–10:
• People in Parks events were held at Lynbrook, Hampton Park, Botanic Ridge
and Cranbourne.
• Twenty-seven Casey Neighbourhood BBQs were held across the municipality,
including in Narre Warren, Narre Warren South, Narre Warren North,
Cranbourne, Cranbourne South, Berwick, Eumemmerring, Hampton Park,
Lynbrook, Lyndhurst and Endeavour Hills.
A focus on
assisting local
residents to
enhance the
quality of their
lives, and
that of their
community,
through the
delivery of
a range of
services.
• National Neighbour Day was celebrated on 28 March 2010 and a ‘Get to Know
Your Neighbour’ kit was developed to support residents in running their own
activities.
• Following resident feedback at the New Estate Information Evenings held
for Park Avenues and Carlisle Park estates in 2009, a residents’ group was
established. With initial support from Council officers, the group now meets
regularly to address local issues and priorities.
1.2
Support new community groups and continue to assist established
groups
Achievements
• As part of the 2009-10 Budget, $1.8 million was provided in grants and
contributions to assist community groups to deliver services to the community.
• After its initial launch in 2008, the City of Casey re-developed and launched the
‘new look’ Casey Connect website in 2009-10 to help residents, local community
groups and clubs share information, recruit new members and find new and
exciting ways to get involved in Casey.
Casey Connect was developed to let community groups within the City of Casey
create a free website for themselves. Anyone can create a website for their
group and include events calendars, photo galleries and members only sections.
Creating a group on Casey Connect is free, with training and support provided
27
by the City of Casey. There are approximately 200 community groups that have
a presence on Casey Connect.
1.3
Support other agencies in the provision of services to the community
Achievements
• A Community Sector Organisation (CSO) Engagement Strategy was undertaken
to investigate ways to support existing community sector service providers and
attract new providers. The investigation will result in a report that identifies gaps
and issues for community sector organisations and areas for Council action and
support.
• A CSO Engagement Strategy was developed for the Cranbourne area. Council
consulted with service providers to understand current and future needs and
developed a report that outlines the policy, demographic and service delivery
context within Cranbourne and provides an evidence base for decision-making
around service needs and facilities.
• The Aboriginal Best Start project was established to ensure that local Aboriginal
communities and organisations are given opportunities to influence outcomes
for children and families. Aboriginal Best Start continues to focus on providing
culturally-sensitive services to the Indigenous community.
• Accessibility of Council facilities for community groups was improved to ensure
that they are fully utilised and meet community needs.
• Direct funding assistance was provided to community sector and welfare
organisations to support Casey residents. These organisations include
information and support services, legal centres, emergency relief, counselling
and support, and services targeting specific population groups such as children,
youth, women, migrants and families.
• Council continued to support Casey’s 12 neighbourhood houses, which provide
residents with access to local learning. This year’s development grant theme
was ‘financial fitness’, which produced innovative programs to help residents
address personal financial issues during the Global Financial Crisis.
• Council supported the growth of the Cranbourne Community Information and
Support Service by facilitating access to additional space next door to the
current premises.
1.4
Foster partnership, co-operation and communication within the
community
Achievements
• Council’s Grants program was reviewed during 2009-10 and a new Grants and
Contributions Policy was adopted by Council in December 2009.
28
New grants programs developed for community groups in 2010-11 will make
applications simpler and clearer and consist of two rounds - Community Grants
and an Operational/Minor Equipment Grant.
Community Grants are now available up to a maximum of $3,000 with a
minimum allocation of $1,000 to ensure successful groups receive a more
substantial level of funding.
• Casey’s Community Grants Officers presented a comprehensive overview of
the new Community Grant Program at community information sessions in early
2010.
1.5
Promote and respect social and cultural diversity
Achievements
• The Casey Wall of Global Friendships, an outdoor community space that
promotes friendship and goodwill between Casey’s diverse ethnic groups,
was officially opened on 5 July 2009 at the Balla Balla Community Centre at
Cranbourne East. In December, plaques were presented from the Chinese,
Indian subcontinent and Tamil communities at a special event attended by more
than 100 people.
• The Ageing Positively in Casey Plan 2005–2010 was reviewed. Consultation
included a community survey and forums with community groups and
organisations and relevant Council departments. The outcomes of this
consultation will inform priorities for future strategies for Casey residents as they
age.
• A review of the actions in the Disability Action Plan for 2009–10 commenced.
Implementation of the Disability Action Plan aims to increase accessibility and
inclusiveness for people with disability in Council services and programs.
1.6
Strengthen the safety, security and health of the community
Achievements
• Council adopted the 2009-2013 Municipal Health and Wellbeing Plan which
identifies the most significant health and wellbeing issues affecting the Casey
community and outlines actions to address these priorities over the next four
years. The Plan will focus on improvements in the seven key priority areas of
Community Safety, the Environment, Income Security, Housing, Transport,
Education and Connectedness.
• On 1 February 2010, Council’s new Community Local Law 2/2010 came into
effect following a comprehensive review and development process. The Local
Law aims to promote a physical and social environment free from hazards to
health. This will be achieved by regulating activities that may be dangerous,
29
unsafe or detrimental to the quality of life of other people, and providing
standards and conditions for specific activities to protect the safety and welfare
of people and the environment.
• In support of the Casey communities affected by the devastating fires of Black
Saturday and using a range of funding provided by the Victorian Bushfire
Reconstruction and Recovery Authority and the Department of Planning and
Community Development, two community reference groups were established
– in Casey North (supporting the communities of Narre Warren North and
Harkaway) and Casey South (supporting the communities of Narre Warren
South, Lynbrook and Cranbourne North) – to support community activities to
assist in recovering from the impact of these fires.
• With funding from VicRoads, the City of Casey established the L2P Learner
Driver Mentor Program to assist disadvantaged young people achieve the 120
hours of driver training required to apply for their probationary licence. Using
a vehicle donated by Berwick Mazda and following up to seven professional
driving lessons with a local driving instructor from April’s Driving Advantage,
young learner drivers are matched to a dedicated volunteer mentor driver to
undertake their supervised driving.
• The Promoting Peace in Families project, a joint initiative of the City of Casey,
Casey Partners Network and Cardinia-Casey Community Health Service, was
awarded an Australian Crime and Violence Prevention National Award. The
initiative involved educating more than 120 local senior ministry leaders to
identify, respond to and prevent family violence. The $10,000 Award money will
be used to support sustainability activities in family violence prevention.
1.7
Strive for excellence in service delivery
Achievements
• A comprehensive review of the Community Care service commenced (the
Community Care service provides assistance to the frail elderly and people with
a disability to remain living in their homes independently). The review will include
consultation with current and future clients, Community Care staff and other
Council departments; benchmarking with other councils and service providers;
and a review of current research, the active service model and demographic
data. This will inform the vision for the service and the future structure, functions
and staffing of the department. An action plan will guide work to move towards
the vision. Clear milestones and evaluation processes will be developed to
assess effectiveness and progress.
• A review of the Maternal and Child Health (MCH) service commenced, with a
focus on improving conditions and standards for staff and the community.
• The Community Services Division undertook a strategic planning exercise
to guide future service delivery. A Statement of Purpose and priorities have
been developed for the next 12 months. Other work to be undertaken
includes development of a Youth Strategy, Municipal Early Years Plan and
30
the Community Care Service Review, a Community Services Workforce Plan,
Community Services Marketing and Promotion Strategy, Community Services
Community Consultation Strategy and Stakeholder Framework, and audit of
Community Services’ resources. Another important element of this divisional
strategic planning is the development of service standards.
1.8
Enhance arts and leisure opportunities
Achievements
Key arts activities in 2009–10:
• ‘Caseymade’, a large-scale visual arts showcase was held on 4–5 July 2009 at
The Factory Rehearsal Centre for the Arts in Cranbourne East. This was the first
time Council had presented a community visual arts exhibition that was open to
any artist living or working in Casey. As Council’s community arts component of
the 2009 Winter Arts Program, ‘Caseymade’ displayed more than 50 artists’ work
in a variety of media including painting, printmaking, photography, drawing and
sculpture. The exhibition revealed the breadth of artistic talent in the municipality
and provided a valuable opportunity for artists to meet and share ideas, network
and find out about other arts opportunities. More than 200 people visited the
exhibition.
• The annual Arts Gathering, a free community event where representatives of
Casey’s arts groups, community groups, individual artists, arts workers and
interested members of the community came together to listen to an address by
a keynote speaker. In 2009, Li Cunxin, former ballet dancer and author of the
acclaimed novel Mao’s Last Dancer, was guest speaker. Attendance figures for
the event were up by more than 300 percent.
• Casey’s newest landmark ‘Iron Landscape’ by Anderson Hunt, situated outside
of Casey RACE was opened. This popular, interactive piece celebrates the
Cranbourne Meteorites. Other additions to Council’s Public Art collection include:
- ‘Pride and Passion’, an innovative stainless steel wall relief using state-of
the art design techniques which was created for the Narre Warren
Recreation Reserve in consultation with the local sporting clubs
- a sculptural ‘Forest Seat’ at Bridgewater Children’s Service Centre
- a creative tile mosaic at Gwendoline Children’s Service Centre
- a community mural on a new hitting wall at the reserve in Elizabeth St,
Cranbourne, which was developed by local artists and school students.
Key leisure activities in 2009-10:
Funding Applications
• Grant application submitted for Federal Government Regional and Local
Community Infrastructure Program (Round 2 Strategic Projects) ($17,019,000)
for Casey Fields Soccer Centre of Excellence. (Application unsuccessful).
• Grant application submitted for Parks Victoria Metropolitan Trail Network 2010City of Casey Annual Report 2009-10
31
2011 Program ($46,405) for planning and design to connect the trail through
Sweeney Reserve to Berwick Railway Station, Activity Centre and Monash
University. (Application successful).
• Grant application submitted for Sport and Recreation Victoria’s 2010-2011
Community Facilities Funding Program (Major Facilities) ($500,000) for the
design and construction of the $1.6 million double pavilion to cater for the Grices
Road Soccer and Cricket pavilion. (Application successful).
• Grant application submitted for Sport and Recreation Victoria’s 2010-2011
Community Facilities Funding Program (Minor Facilities) ($80,000) for various
sporting club projects to increase participation. (Application successful).
Construction projects
• An extension of the VFL Pavilion at Casey Fields was completed. This was a
$2.1 million project resulting from a funding partnership involving the City of
Casey, the AFL, Melbourne Football Club and the State Government through
Sport and Recreation Victoria.
• The Narre Warren South Tennis Club was officially opened on Friday 5 February.
The new facility offers six synthetic clay tennis courts supported by a purposebuilt pavilion. The new facility development was supported by State Government
with a contribution of $347,000 to this project through Sport and Recreation
Victoria’s Community Facility Funding Program and $1 million contributed by the
City of Casey.
• Casey Fields Development Project commenced involving construction of a
regional athletics centre, regional playground, spectator shelters and car parking
at Casey Fields.
• As part of the Metropolitan Trail Network, the shared paths from Shrives Road
to Narre Warren-Cranbourne Road (1.725 km) was completed. The project
significantly improves connectivity along the Hallam main drain environs with
bridge crossing infrastructure being provided to keep the shared path off road.
Strategies Completed
• Casey Fields Soccer Centre of Excellence Plan completed January 2010.
• Casey Playground Strategy adopted June 2010.
• Design completed and tenders awarded for The Shed regional skate facility
upgrade detailed design.
• Completion of designs for Metropolitan Trail Network shared path design project
for Hallam Valley Trail (~ 2 km), between Hallam South and Menindee Terrace.
Partnerships
• As part of Council’s partnership with the Melbourne Football Club, a broad range
32
of programs were delivered with over 40,000 Casey residents involved.
• Led the City of Casey A-League Committee seeking the establishment of a
home for the Melbourne Heart A-League soccer team in the City of Casey.
Facility Management
• Following its opening on 13 June 2009, the Casey RACE exceeded all targets
set, including financial, memberships, attendances and community outreach
programs. The City of Casey now provides the local community with two of
Victoria’s premium aquatic and leisure facilities in the Casey RACE (618,140
attendees per annum) and Casey ARC (949,047).
Sports Development Programs
• Casey sporting clubs had the opportunity to attend seven sports clubs
development workshops and one sports forum. Topics for the workshops were
decided based on sporting club volunteer feedback.
• The annual Casey Tennis Week provided opportunities for people who usually
don’t participate in tennis, to get involved and try a new sport. Twenty-six tennis
activities were delivered across 13 tennis clubs in Casey.
33
Activity Summary
Service
Users
Workload Measure
Level of
Activity
Home Care
People who
are frail aged
and people with
disabilities
Targeted hours delivered
54,655
Meals on Wheels
People who
are frail aged
and people with
disabilities
Meals delivered
67,242
Personal Care
People who
are frail aged
and people with
disabilities
36,351
Social Support
(core)
People who
are frail aged
and people with
disabilities
20,221
Social Support
(high)
People who
are frail aged
and people with
disabilities
1,533
Home
Maintenance
People who
are frail aged
and people with
disabilities
4,350
Respite
Carers of people
who are frail aged
or have a disability
19,317
National Respite
Carers of people
for Carers Program who are frail aged
or have a disability
4,462
Community Care
Assessment /
HACC services
Residents who
are frail aged and
young people with
a disability and
carers
Assessment hours
completed
Community Care
requests for
HACC services
from Council
Residents who
are frail aged and
young people with
a disability and
carers
Number of requests to
intake for assistance
Community Care
34
20,045
5,004
Activity Summary
Service
Users
Workload Measure
Level of
Activity
Community
Transport
Disadvantaged
residents and
people who are
frail aged, people
with a disability
and carers
Number of passengers
assisted
Community
Transport
Disadvantaged
residents and
people who are
frail aged, people
with a disability
and carers
Number of bus trips
1,569
Community Care
One Point of Entry
Residents
Number of incoming
phone calls received
43,794
Residents
Number of property
inspections undertaken
Number of fire prevention
notices issued
Number of ‘move-ins’ to
reduce fire risk
16,239
Community Safety
Fire prevention
School crossings
Children
Number of school
crossing supervisors
Number of school
crossings (two unstaffed)
4,360
432
2
206
150
Graffiti
management
Residents
Graffiti removed
(square metres)
Calls to Graffiti Hotline
21,814
1,290
Road safety
Residents
Calls to HOON Hotline
1,277
Casey Safety
Village
Parents, Carers
and Children
Education program
sessions conducted
Students attending
education program
school holiday program
attendances
179
4,119
2,335
35
Activity Summary
Service
Users
Workload Measure
Level of
Activity
New Estates
Development
Program
Residents of new
estates
Events and evenings
held
Community Grants
Program
Community
groups, individuals
Grants funded
Ageing Positively
Festival
Residents
Number of activities held
15
Arts and Events
activities and
programs
Community
groups, residents
Number of activities and
programs held
223
Community
Training
Community
groups, residents
Number of sessions held
16
Community
Planning activities
and programs
Community
groups, residents
Number of activities and
programs held
31
The Factory
Rehearsal Centre
for the Arts
Community groups
Hours of hire
4,746
Dads’ activity
groups
Dads and children
up to 6 years old
Number of attendees
5,282
Central booking
number
Families booking
into Maternal
and Child
Health or Family
Development
Services groups
Number of incoming
calls received
33,477
Family
Development
Services facilities
Casey community
Number of group
bookings
42
235
Family Services
36
6,147
Activity Summary
Service
Users
Workload Measure
Level of
Activity
Environmental Health
Food safety
Immunisations
Health Act
Septic tanks
Sharps disposal
Residents
Children
Residents
Residents
Residents
Number of food premises
visitations
Number of temporary food
premises events registered
on-site assessments
completed
prosecutions
Number of food complaints
Number of food seizures/
recalls
Number of food samples
purchased for analysis
Number of vaccine doses
administered (infants)
Number of vaccine doses
administered (schools)
Number of school entry
immunisation certificates
issued
Number of requests for
immunisation history
Number of Health Act
visitations
Number of DHS Infectious
Disease referrals
investigated
Number of DHS referred
outbreaks
Number of prescribed
accommodation premises
registered (eg motels)
Number of septic permits to
install
Number of septic permits
to use
Number of septic tank
installation inspections
Number of sharps removed
from public places
Number of sharps
containers supplied to
residents
2,491
337
1,088
2
141
15
837
17,055
7,751
68
210
440
25
11
9
27
22
104
282
1,338
37
Activity Summary
Service
Users
Workload Measure
Public swimming
pool sampling
Residents
Number of tests of public
pool water quality
Tobacco Act
Residents
Number of tobacco
educational visits
Number of test purchases
Number of tobacco
complaints
Number of tobacco
infringements
Environment
Protection Act
Residents
Number of water quality
complaints
Number of odour
complaints
Number of septic
complaints
Number of other nuisances
investigated
Number of noise
complaints
Number of vermin/pest
complaints investigated
Number of smoke
complaints
Level of
Activity
81
44
80
2
1
1
111
13
35
421
215
45
Local Laws
Local Laws
Animal
management
Animal
Management
38
Residents
Residents
Residents
Number of requests received
relating to amenity protection
Number of Infringements
issued
Number of prosecutions
3,399
7,142
75
Number of requests
received relating to animal
management
7,270
Number of pets registered
- Total
- Dogs
- Cats
32,457
24,989
7,468
Number of dogs and cats at
large collected
Number of dogs and cats
returned to owner
Number of dogs and cats
impounded
2,841
303
2,538
Activity Summary
Service
Users
Parking
Residents
Building sites
Residents
Workload Measure
Patrols of schools/ commercial
properties
Number of requests received
relating to parking offences in
residential areas
Number of building sites
visited
Level of
Activity
354
1,592
618
Maternal and Child Health (MCH) Service
MCH Service
MCH clients
Birth notifications
2009-10
MCH clients
Number of MCH clients
who transferred into the
City of Casey
971
Enhanced MCH
clients
Number of families
accessing service
528
Enhancing
Vacation Care
Program
Residents
Number of school
holiday program
activities held
Number of participants
115
57
Recreation Access
Project
Residents
Active Recreation
Reserves
Casey community,
committees of
management,
sports clubs
4,290
Sport and Leisure
Leisure Facilities
Casey community
Number of participants
Hours of respite care
received
Number of active
recreation reserves
managed
Number of active
recreation reserves
allocated usage by
Council
Number of attendance:
Berwick Leisure Centre
Casey ARC
Casey RACE
Endeavour Hills Leisure
Centre
Myuna Farm
Old Cheese Factory
Pool in the Park
Total
3,014
16,000
44
98
90,718
949,047
618,140
275,612
116,486
107,600
23,822
100,366
2,281,791
39
Activity Summary
Service
Users
Workload Measure
Level of
Activity
FReeZA drug,
alcohol and smoke
free events
Young people
Number of young people
attending events
Referral,
information and
advice
Young people
aged 10-25 years,
parents and
families of young
people
Number of contacts
44,270
Mobile Youth
Information Centre
– The Seasonal
Vibe
Young people
Number of contacts
12,161
Casey Creations
visual art
Young people aged Number of entries
10-25
Youth Services
1,608
342
Strategic Indicators
• Survey result for participation in Council events (via annual Department of
Planning and Community Development Survey):
35% of respondents reported attending an event run or sponsored by Council in
the last 12 months.
• Survey result for community connectedness (via annual Department of Planning
and Community Development Survey):
59% of respondents reported having a strong feeling of belonging to the Casey
community.
40
OUR PERFORMANCE | AN ENVIRONMENTALLY-SUSTAINABLE CASEY
Casey
A focus on protecting and enhancing the natural environment for future
generations.
2.1
Develop and implement the Sustainability Plan incorporating
strategies to reduce greenhouse gas emissions
Achievements
• Finalised the Sustainability Plan and developed an annual Action Statement.
The Sustainability Plan includes eight themes that direct Council’s actions to
reduce its environmental impact.
• Council officers worked with energy providers to obtain better data on utilities
A focus on
protecting and
enhancing
the natural
environment
for future
generations.
use to identify opportunities for savings and reducing greenhouse gas
emissions.
• Council began auditing the facilities that use the most energy to identify
opportunities to reduce greenhouse gas emissions.
• Continued investment in smaller cars for Council’s fleet, including gas-powered
vehicles, to reduce fleet emissions.
2.2
Protect and enhance the natural environment
Achievements
• Provided funding support to private landholders to protect important vegetation
on their land.
• Linked Council into the Western Port Woodlands Project run by Port Phillip
and Westernport Catchment Management Authority. The project protected
approximately 80 hectares of woodland in the City of Casey during 2009-10
with many areas of important remnant vegetation fenced off and under land
management agreements.
• Undertook an ecological burn on important roadside vegetation to enhance the
quality of the habitat.
• Investigated incidents of illegal clearing with successful prosecutions in court.
41
Casey
2.3
Preserve our indigenous flora and fauna
Achievements
• Acquired a salt marsh property near Cannons Creek and began to develop a
management plan for the property.
• Developed a partnership weed program with the Department of Sustainability
and Environment, Melbourne Water and Parks Victoria to help preserve the
biodiversity of waterways in the north of the city.
• Supported the Mornington Peninsula and Western Port Biosphere Reserve
Foundation’s fox control program to protect the Southern Brown Bandicoot.
• Lobbied the State Government through the Growth Areas Authority (GAA) to
better account for the impacts on biodiversity as part of the development of
Precinct Structure Plans.
2.4
Develop awareness and encourage involvement of the community in
the preservation and improvement of the natural environment
Achievements
• In 2009, Council held the first Casey Green Living Festival on World
Environment Day, providing residents with information about sustainable living,
‘green’ products and local environmental groups. Casey’s inaugural World
Environment Day civic reception for environmental volunteers was also held with
a special presentation made to Val Maher, an exceptional volunteer.
• Under the Growing a Green Web program, Council provided trees to community
groups, schools and residents to help improve their natural environments.
• Supported schools through the Waterwatch program.
• Held a community planting day in Narre Warren North.
• Involved schools in tree planting activities throughout the year.
• Conducted Council’s annual plant giveaway at Westfield Fountain Gate and
Centro Cranbourne Shopping Centres during Arbor Week. The 15,000 trees,
shrubs and groundcovers distributed during the week will contribute to greening
local communities.
42
Casey
2.5
Support other agencies to manage catchments and enhance
waterways and the coastline, with an emphasis on climate change
impacts
Achievements
• Worked with Melbourne Water, South East Water and other stakeholders to
develop an Integrated Water Strategy to better manage the region’s water
resources.
• Participated in the Living Links and Spirit of the Bunyip projects facilitated by
the Port Phillip and Westernport Catchment Management Authority to identify
opportunities to create links in catchments for environmental and recreational
benefit.
• Provided submissions and advice to the Department of Sustainability and
Environment’s Future Coasts team and the Minister for Planning’s Coastal
Climate Change Advisory Committee on Casey’s concerns with the impact
of sea level rise. The City of Casey’s Manager Environment was invited to sit
on the project reference groups for the development of the Victorian Coastal
Climate Change Hazard Guidelines.
2.6
Lead by example in the conservation of resources through the
encouragement of water wise gardens, use of water tanks and solar
panels and the use of environmentally-sustainable building practices
Achievements
• Worked with other councils in the region under the auspices of the South East
Councils Climate Change Alliance (SECCCA) to identify ways for residents
to reduce greenhouse gas emissions and improve sustainability. SECCCA
obtained funding from Sustainability Victoria for its Eco Living project which
will help Casey residents with household audits on older residences and
provide information on building sustainability into new homes. Council, through
SECCCA, offset 80 per cent of its vehicle fleet carbon emissions through the
regional carbon sink.
• Audited Council facilities that are large users of water.
• Implemented a program of changing playing fields to drought-tolerant grasses.
• Investigated stormwater harvesting projects for Council’s reserves.
• Secured funding through a partnership with Victoria University to help homebased businesses improve their sustainability.
43
Casey
2.7
Minimise and manage waste
Achievements
• Awarded the post closure management contract for Stevensons Road Closed
Landfill. This provides for the management, monitoring and maintenance of
landfill gas and leachate extraction systems at the site for the next three years.
• Installed cigarette butt disposal receptacles in Cranbourne’s High Street to
address this litter source and improve amenity in the commercial precinct.
• Delivered the Cloth Nappy Expo in October 2009 to highlight the environmental
impact of disposable nappies and encourage use of reusable nappies and
nappies made from environmentally-friendly materials. The expo promoted
Council’s Cloth Nappy Rebate Draw, which gives residents the chance to win up
to $300 to reimburse half of the cost of cloth nappies.
• Delivered the inaugural Green Living Expo in June 2010, which provided a
showcase for green groups and providers of environmentally-responsible
products including food, cleaning products, heating and cooling, and luxury soap
made from olive oil.
• Awarded the new Litter Bin Collection Contract, which has increased the amount
of recyclables recovered from recreation reserves.
• In partnership with Sustainability Victoria and Consolidated Waste, installed
a Detox Facility at the Cemetery Road Transfer Station to allow residents to
responsibly dispose of hazardous household materials. This complements
the introduction of the battery drop-off system at Council’s Customer Service
Centres.
44
Casey
Activity Summary
Service
Users
Workload Measure
Level of
Activity
Primary Schools
Environment Expo
School children
Attendance
Growing a Green
Web tree planting
program
School children,
staff and residents
Number of plants
Number of volunteers
Volunteer hours
Number of tree planting
events
25,700
1,447
1,884
Plant giveaway
Residents
Number of plants
15,000
Water watch
schools
Schools and the
community
Number of activities
sponsored by Council
- Schools
- Community groups
- Events
5
1
2
Green House
program ResourceSmart
(in partnership
with Sustainability
Victoria)
Residents
Number of household
assessments
415
Support for
Landcare and
Friends groups
Environmental
volunteers
Number of network
meetings and activities
supported by Council
Support for private
landholders
protecting the
environment
Residents
Number of Biodiversity
Incentive Scheme grants
22
Support for Casey
organisations
undertaking
environmental
improvements
Community groups
and schools
Number of Conservation
Initiative grants
17
Environment
3,000
31
5
45
OUR PERFORMANCE | AN ENVIRONMENTALLY SUSTAINABLE CASEY
Casey
Activity Summary
Service
Users
Workload Measure
Level of
Activity
Weekly garbage
collection
Residents and
some businesses
Tenements (properties)
served weekly
89,647
Weekly garbage
collection
Residents and
some businesses
Tonnes collected
46,330
Fortnightly comingled recycling
collection
Residents and
some businesses
Tonnes collected
26,298
Fortnightly comingled recycling
collection
Residents and
some businesses
served fortnightly
92,893
Annual hard waste
collection
Residents
Tonnes collected
- Waste
- Metal
- Green waste
Garden waste
collection
Residents
served fortnightly
77,291
Garden waste
collection
Residents
Tonnes collected
28,207
Transfer station
and recycling
depot
General
community
Paid customer visits
(estimate per year)
28,000
Waste Management
6,723
639
395
• Percentage Recycling Rate = 53.7%
• Council’s Greenhouse Gas emissions per capita:
Greenhouse Gas emissions for Council operations was 30kg per resident per
day. (This result is indicative for the period to March 2010 and includes energy,
street lighting, fleet, and waste data).
46
OUR PERFORMANCE | PLANNING FOR CASEY
Planning for Casey
A focus on planning for the current and future growth of our community, whilst
preserving our local heritage.
3.1
Provide responsible and innovative planning
Achievements
• In February 2010, the State Government approved the Cranbourne West
Precinct Structure Plan. The planning and design of Cranbourne West will lead
the way in best practice sustainable development, combining employment land
integrated within the nearby residential community to provide more than 14,000
jobs. The employment land will provide a diversity of building types and sizes
to accommodate the varied needs of local and regional businesses, ensuring
employment opportunities for Casey residents.
A focus on
planning for
the current and
future growth of
our community,
whilst
preserving our
local heritage.
• The State Government’s Growth Areas Authority (GAA) has planning authority
over Casey’s growth areas. As an estimated 35,000 residents are expected
to move to Casey over the next 15 years, the City of Casey is working with
the GAA to ensure that new communities get the best possible planning and
infrastructure they need for the future. Casey represented its views on how
the new areas of Cranbourne East and Clyde North should be planned at
independent government planning advisory panels.
• Casey continued to advocate for a reduced expansion of the urban growth
boundary concentrated around Berwick South and Clyde North. Council aimed
to preserve the high quality soils in the south to ensure sustainable growth into
the future and to link to key employment areas to the west in Dandenong and
the east in Cardinia and Pakenham.
3.2
Address environmental, social and economic issues
Achievements
• Council worked with the Growth Areas Authority to identify and protect important
environmental values in the growth areas. Efforts focused on providing for
biolinks or ecological corridors in the Botanic Ridge stages 2 and 3 development
to ensure the Royal Botanic Gardens in Cranbourne does not become isolated
from important remnant native vegetation in the area, and to support the
movement of the Southern Brown Bandicoot, which is a threatened species.
• Council worked to protect the important environmental values of the Cardinia
Creek corridor as part of negotiations regarding Precinct Structure Plans.
47
Planning for Casey
3.3
Provide simple and efficient planning practices to ensure timely
outcomes
Achievements
• Casey’s performance in the timely processing of statutory planning applications
continued to be consistent with the industry average and that of adjoining
municipalities, despite significant development growth.
• Council participated in the Growth Areas Planning Process Improvement Project
2010. It advocated for improvement to state planning laws through the Planning
and Environment Act Review submission and VCAT review; encouraged staff
development and consulted with system users on their experiences and ideas
for improvement (through a developer forum, newsletter and an annual users
survey).
3.4
Strategically plan for future growth areas
Achievements
• Council continued its involvement with the future planning of its growth areas to
ensure that new communities are established with the infrastructure and facilities
required for a modern urban community. Council has a land acquisition program
that ensures it has the land available to provide for a wide range of community
infrastructure and programs, including roads and parks. Council is an acquiring
authority under the Land Acquisition and Compensation Act 1986.
• Casey continued to outperform most growth areas in Melbourne as the most
desirable city to build a new home. As a result of this popularity, demand for
land in Casey was outstripping supply, putting pressure on housing affordability.
To counter this, two important Strategic Growth Plans were completed by the
City of Casey with assistance from the Growth Areas Authority. The Cranbourne
West plan increased residential land supply by providing for an additional 14,000
residents and created employment land with the potential to provide for 20,000
new jobs in the city. The Cranbourne East plan created residential land for a
further 20,000 residents and employment land for 1,000 new jobs.
• Work was undertaken to establish the Cranbourne East Sustainable Living Hub
(the Hub). This project is a partnership between the City of Casey, Stockland
Developers and South Eastern Councils Climate Change Alliance (SECCCA).
The hub will be located in the display village of Stockland’s ‘Selandra Rise’
estate in Cranbourne East. The facility will provide a space for a range of
community uses until permanent community facilities are built in the estate. It will
also serve as a climate change adaption and education centre to demonstrate
sustainable building design and sustainable living to home-buyers and local
residents. It will also have a strong focus on fostering and supporting homebased businesses.
The hub concept has been invited to become a component of a project run by
48
Planning for Casey
the State Government’s Growths Areas Authority and the Minister for Planning,
that seeks to demonstrate the best practice in new community design and
development. This project is the first of its kind in Victoria. The construction of
the hub is scheduled to commence in 2011.
3.5
Protect and enhance Casey’s heritage
Achievements
• Formalised the Heritage Advisory Service to allow expedient responses to
heritage enquiries and heritage planning applications.
• Officers and community members of the Conservation Advisory Committee
continued to work closely in administering the grant applications for heritage
places under the Casey Heritage Restoration Fund. Twenty-four grants were
issued totalling $20,000 to preserve Casey’s unique heritage places.
• Casey completed a project to place all of Casey’s heritage places and
descriptions of their significance online in the Victorian Heritage Database.
• Council introduced a significant landscape overlay in March 2010 to ensure
the protection of significant trees in the township of Berwick. This overlay
complements Council’s earlier decision to apply Planning Scheme controls over
the lopping or removal of significant private trees in the area in response to
residents’ concerns regarding removal of vegetation and general loss of garden
space and sense of openness on blocks in Berwick.
The overlay requires that a planning permit must be obtained:
- to remove, destroy or lop any tree if its trunk circumference is greater than 0.5m at one metre above ground level.
- if buildings or works are within five metres of the drip line of such tree.
Council is also currently undertaking a municipal-wide significant tree study
which will result in further planning controls over tree removal or lopping.
49
Planning for Casey
Activity Summary
Service
Users
Workload Measure
Level of
Activity
Planning permit
applications
Applicants
Applications received
Permits approved
907
581
Subdivision
certification
applications
Land surveyors
Applications received
Lots approved
296
2,258
Subdivision works
approved
Land surveyors
Value of works
$47m
Subdivisions
released
Land surveyors
Plans released
Lots released
232
2,635
Planning Scheme
Amendments
Applicants
Applications processed
Planning
16
• Survey result for satisfaction with Council’s Planning services:
80% of respondents reported being satisfied with Council’s Planning services
(This result is based on neutral, satisfied and very satisfied responses for the
following four areas: clarity and efficiency of the planning application process,
knowledge and advice provided by planning officer, timeliness of the Planning
Department’s response, and the professionalism of the service provided.)
• Percentage of planning appeals where the decision is consistent with Council’s
decision:
Applicant appeals = 54.7%
Objector appeals = 75%
• Average time for processing planning application per category:
Additions/alterations to dwelling = 60.5 days
Multi-dwellings = 83.3 days
One or more new buildings = 76.6 days
Subdivisions = 64.8 days
50
OUR PERFORMANCE | DELIVERING AND MAINTAINING CASEY’S INFRASTRUCTURE
Infrastructure
A focus on building and maintaining structures such as roads, community facilities,
parks and sports grounds.
4.1
Plan and deliver the 5-year Capital Works Program in a manner which
addresses social, economic and environmental issues, including
climate change
Achievements
• The Five Year Capital Works Program was adopted by Council on 6 April
2010 after a rigorous review and appraisal process. This process included the
participation of a broad number of community stakeholders and was ultimately
approved by the Council as part of the annual budget process. This process
allows projects to be selected on their merits in a competitive manner. This
ensures Council’s capital works funding can be used effectively to achieve the
Council’s broader strategic objectives to deliver services to the community.
A focus on
building and
maintaining
structures
such as roads,
community
facilities, parks
and sports
grounds.
• In 2009-10, Council budgeted for $56.54 million worth of capital projects and
delivered $56.88 million of projects. These capital projects support Council
services such as roads, drainage, traffic control, recreation reserves, parks,
ovals, pavilions, bicycle paths, footpaths and playground equipment, and
community buildings such as kindergartens, community centres, and maternal
and health care services.
4.2
Develop and implement Asset Management Plans, including
maintenance, whilst ensuring that they address social, economic and
environmental issues, including climate change
Achievements
• Council has three adopted asset management plans covering:
-
-
-
Building infrastructure – all Council buildings, including major swimming
pools, sporting pavilions and public toilets.
Open space – all Council reserves including football fields, soccer pitches,
playgrounds.
Civil infrastructure – includes roads, footpaths and drainage.
These plans have been implemented and used as a basis for understanding the
longer-term demand on assets and investment needs into the asset groups.
• Council commenced a review of the civil infrastructure asset management
plan. The plan is being broken into service areas to enable service levels to be
established to address social, economic and environmental issues, including
climate change. A community survey was undertaken on roads, parking, paths
and stormwater to understand community views.
51
Infrastructure: Activity Summary
Service
Users
Workload Measure
Level of
Activity
Building permits
issued
Residents
Number of permits
issued
7,848
Building
inspections
undertaken
Residents
Number of inspections
undertaken
1,762
Solicitors’ enquiries Residents
Number of enquiries
received
1,825
Property
information
enquiries
Residents
Number of enquires
received
3,168
Maintenance
requests on
Council buildings
General
Community
Number of maintenance
requests on Council
buildings
3,778
3,100
Building Services
Parks and Reserves
Street tree
replacement
Residents
Trees replaced
Rural roadside
grass cutting
Residents
Kilometres of road
maintained
421
Ovals maintained
Sporting clubs
Playing surfaces
maintained
(weekly cut)
104
Parks maintained
Residents
Parks, walkway and
reserves maintained
Rubbish removed
from parks
Residents
Cubic metres
Community areas
maintained
Retailers, residents Shopping areas, major
parks and civic buildings
maintained (fortnightly
maintenance)
1,203
320
146
Bushland reserves
Residents
Hectares of bushland
maintained
123
Playgrounds
Residents
Number of playgrounds
maintained
258
Kilometres of roads
maintained
206
Maintenance
and grading of
unsealed roads
52
General
community
Service
Users
Workload Measure
Level of
Activity
Treating of
unsealed
roads with dust
suppressant
General
community
Kilometres of roads
treated
175
Maintaining and
patching of sealed
roads
General
community
Kilometres of roads
maintained
1,183
Replacement or
repair of traffic
signs
General
community
Number of traffic signs
replaced
878
Inspection of
bridges
General
community
Number of bridge assets
114
Six-weekly cycle
sweeping of
residential streets
and kerbing
General
community
Kilometres of streets
swept
Cleaning of public
toilets
General
community
Number of blocks
cleaned daily
33
Collection of litter
from streets
General
community
Tonnes collected
907
Clearing and
checking drainage
pits
General
community
Number of pits
Transport-related
community
requests
Community
Number of requests
received (including
internal referrals)
2,415
Transport-related
community
requests
Community
Number of requests
completed (including
internal referrals)
2,405
2,155
36,461
Transport
53
Major Capital Works Projects: Actual Expenditure 2009-10
Bicycle/Footpaths/Horse Trails
Brisbane St
$36,402
Brookland Greens Construct
Bridge
$76,543
Cranbourne Community
House - Auto Doors
$50,525
$8,666
Casey Fields Cycle Track
$301,393
Cranbourne Town Centre
$205,087
Cranbourne East Hunt Club
Children’s Services Centre
Hallam Main Drain Shrives to
N/Cranbourne Rd
$313,411
Cranbourne Nth Children’s
Centre Spring Hill Drive
$50,000
Heatherton Rd
$392,246
Narre Warren Cranbourne Rd
$117,607
Endeavour Hills Branch
Library - Yr 2
$72,253
Narre Warren Cranbourne Rd
-Centre Rd
$86,753
New Holland Dr
$65,909
Pound Rd
Rec Shared Paths Hallam
Main Drain
General - Vibe Bus
$21,176
Hallam Community Centre Redevelopment
$77,714
$983,500
Hampton Park Bowls - New
Bowling Green
$217,251
Hampton Park Community
Renewal Projects
$133,000
Shrives Rd
$123,055
Various Horse Trail
Development
$721,661
$16,205
$27,000
Various Construction of
Footpath Segments
$2,150,000
Gwendoline Dr Kindergarten
- Public Art
Rutland Rd
South Gippsland Hwy
$27,282
$861,006
$22,543
Hampton Park Library
Extension & Youth
Information Centre
$1,262,000
Merinda Park Childcare
Room
$17,589
$12,004
Various Recreational Path
Development
$450,051
Narre Warren Bowls Club New Building
Viewside Way Conc. res to
Ormond Road
$115,165
Narre Warren Community
Education Training project
$1,477,624
Narre Warren South Tennis
Facility
$1,069,878
Narre Warren South Tennis
Facility Public Art
$13,500
Winters Lane
$11,064
Community Facilities
Agonis St Community
Facilities
$34,603
Casey ARC - Plant
Replacement
$48,440
Casey ARC - Replacement
Pool Concourse
Casey Indoor Leisure
Complex Rd Infrastructure
Development
Casey RACE
Codrington St Toilet Block
Casey Indoor Leisure
Complex - The Factory
Performing Arts Rehearsal
Complex
54
$304,950
Rowan Park House
Development
$600,000
The Shed - Building
Alterations
$31,356
The Shed Skate Facility
Upgrade
Various Tennis Courts
Conversion
$1,100,000
$169,793
$50,000
$602,074
Minor Capital Works
$58,245
Aged Services Centres
$22,294
Casey ARC
$109,940
Eumemmerring Creek Signs & Seating
$8,250
$11,401
Eumemmerring Creek
Parklands Landscape &
Development Work
$99,984
Balla Balla Community
Centre
Casey RACE
$126,843
Child Care Centres
$16,958
Community Centres
$28,099
Council Offices & Depot
$18,950
Doveton Swimming Pool
$37,543
Foreshores
$67,340
Junior Traffic School
$10,965
Kindergartens
$84,850
Leisure Centres
$34,732
Libraries
$29,884
Maternal & Child Health
$16,271
Myuna Farm
$57,366
Old Cheese Factory
The Factory Rehearsal
Centre for Arts
Various Community Facilities
Frog Hollow Reserve
Landscape & Development
Stage 1
$286,520
River Gum Reserve Landscape & Development
Works Stage 1
$100,000
Rowan Park - Landscape &
Carpark Works Stage 1
$132,148
Royal Botanic Gardens Vol
Master Gardner
$165,000
Various Local Park
Landscape Improvements
$241,860
$11,840
Various Park Furniture
Renewals
$152,705
$12,502
Various Park Structures
Renewals
$71,502
$831,630
Wilson Botanic Park
$25,520
Playgrounds
Parks and Recreation Reserves
Brookland Greens Upgrade
Playground
Parks and Gardens
Casey Fields Regional
Playground
Berwick Springs Park - 1
Netball Court
$60,000
$1,533,802
$60,000
Frog Hollow Reserve Park &
Playground
$94,423
Berwick Springs Park
Landscape
$70,418
Henry Joseph Moran Park Playground
$57,170
Landscape Development
$50,000
Pavilion Ext-Design
$60,000
Brookland Greens Install
Fitness Equipment
$40,000
Brookland Greens Shelter,
BBQ & Seat Area
$81,000
Buchanan Park - Skate park
$196,248
Casey Central Town Park Play space
$400,000
Casey Central Town Park
Landscape St 3
$151,710
Connecting Doveton, Power
Rd & Linden Pl
$59,053
Elizabeth Street Park
Rebound Wall
$55,175
Upgrading of playgrounds
$114,576
Various Refurbishment of
Playgrounds
$241,198
Reserves
Berwick Springs Sports
Ground
$523,275
Cairns Road Recreation
Reserve Redevelopment
$250,000
Casey Fields Bench Seating
$29,994
Casey Fields Convert Sign to
Digital
$55,000
Casey Fields VFL Car Park
sealing
Casey Fields VFL Pavilion
Extension
$109,727
$2,083,732
55
Casey Fields Athletics Project
$108,846
Casey Fields Melbourne
Water SW Pipeline
$626,675
Casey Fields Pavilion for
Oval 2 & 3 Extension
$625,000
Casey Fields Public Art
Casey Fields Road Network
Improvements
Casey Fields Shade
Structures
Casey Fields Upgrade
Lighting Oval 2 & 3
$70,000
$1,139,819
$600,000
$64,743
Casey Fields Upgrade Ovals
4&5
$188,808
Edwin Flack Reserve Netball/
Athletic Pavilion
$158,465
Endeavour Hills Leisure
Centre - Concept design
$29,290
Frog Hollow Rugby Complex
Upgrade
$74,587
Grices Rd Reserve Sports
Field & Pavilion
Jack Thomas Reserve Training Lights
$500,000
$54,592
Sweeney Reserve
Landscaping works - St 2
$232,102
Sweeney Reserve Public
Toilets
$52,709
Sydney Pargeter Reserve
Gridiron Floodlights
$19,524
Timbarra Primary School
Stadium Development
Various Small Reserves - ID
Signs
$3,500,000
$23,680
Various Tree Replantings
$240,830
Waratah Reserve Soccer
Pitch 2&3 Renewal
$219,185
Sustainable Water Initiatives
Betula Reserve
$31,069
Edwin Flack Reserve
$43,350
Frog Hollow Reserve
$16,106
Kalora Park
$23,608
KM Reedy Reserve
$112,860
Lynbrook Oval
$54,940
Max Pawsey Reserve
$10,820
Pioneers Park
$12,921
Waratah Reserve
$34,352
Junction Village Reserve
Toilet Block Development
$150,000
Lawson Poole Reserve
Relocation of Cricket Nets
$50,510
Narre Warren North Reserve
- Public Art
$20,717
Centre Rd, Narre Warren
Narre Warren North Reserve
- Second Oval
$23,182
Churchill Dr/Power Rd
Roundabout, Endeavour Hills
Roads
New and Improved
$90,000
$778,349
Ernst Wanke/Jackson
Roundabout, Narre Warren
$469,325
Evans Rd, Lynbrook
$120,852
Frawley Rd Stage 1, Hallam
$230,507
Frawley Rd Stage 2, Hallam
$415,456
$87,910
Linsell Bvd Construction
(Hunt Club), Cranbourne
East
$849,074
Replace Outdated Synthetic
Cricket Wickets
$30,239
Road Duplication Kangan
Drive, Berwick
$105,010
Sweeney Reserve Landscaping Works Stage 3
$170,000
Various Rd Construction,
Cranbourne East
$883,399
Sweeney Reserve - Netball
Pavilion Extension
$180,000
Oatlands Park & Car Park
Development
Pearcedale Netball Pav/Court
Upgrade
Prospect Hill Oatlands
Soccer Pavilion
Prospect Hill Retarding Basin
- Soccer
$3,823,426
Casey Fields Infrastructure
56
$147,709
$225,808
$1,450,000
Rehabilitation
Alberta Way, Berwick
$69,774
Apple Ct, Doveton
$46,640
Ashwood Ct, Narre Warren
$27,165
Brisbane St, Berwick
$438,894
Camms Road Car Park,
Cranbourne
$37,068
Charnwood Ct, Narre Warren
$30,448
David Ave, Cranbourne
$171,396
Fountain Drive, Narre Warren
$498,790
Fritzlaff Ct, Berwick
$72,170
Grand Arch Way, Berwick
$45,527
Greenridge Ave, Narre
Warren
$183,423
Kathryn St, Doveton
$138,149
Lacebark St, Doveton
$196,696
Larkrise Ct, Narre Warren
$34,897
Louis St, Doveton
$306,712
Manuka Rd, Berwick
$172,585
Cormorant Close, Endeavour
Hills
$13,992
Craig Rd, Junction Village
$93,710
Currawong Gr, Cannons
Creek
$100,119
Delacombe Dr, Hampton
Park
$14,014
Delos Ct, Endeavour Hills
$6,507
Dingle Ct, Berwick
$9,810
Ernst Wanke Rd, Narre
Warren
$62,662
Fordholm Rd, Hampton Park
$70,960
Garnet Ct, Endeavour Hills
$18,945
Golf Links Rd Part 2, Narre
Warren
$37,236
Golf Links Rd Part 1, Berwick
$41,159
Harkaway Rd Part 1, Narre
Warren North
$75,334
Harkaway Rd Part 2, Narre
Warren North
$221,440
Mimosa St, Doveton
$47,125
Pin Oak Ct, Narre Warren
$36,788
Pinelands Ct, Narre Warren
$33,130
Heatherdew Ct, Endeavour
Hills
$13,136
$508,216
Heatherton Rd Service Rd,
Endeavour Hills
$24,810
Ibis Way, Cannons Creek
$14,375
Jenner Ct, Hampton Park
$11,375
Princes Hwy Service Rd,
Narre Warren
Rain Ct, Doveton
$41,340
Ranch Court, Narre Warren
$47,868
Rebecca St, Doveton
$461,607
Sandra St, Doveton
$53,925
Uplands Ct, Narre Warren
$30,076
Warrington Close, Narre
Warren
$24,466
Resealing
Karol Ct, Hampton Park
Kinsale View, Berwick
Kurt Pl, Cranbourne
Lachlan Dr, Endeavour Hills
$5,961
$24,552
$5,738
$9,073
Mary St, Hampton Park
$17,563
Monteith Cr, Endeavour Hills
$13,950
A'Beckett Rd Service Rd,
Narre Warren North
Nadia Ct, Endeavour Hills
$11,423
$29,602
Piedmont Ct, Endeavour Hills
$11,939
Albatros Ct, Cannons Creek
$19,063
Pivato Ct, Canons Creek
$20,017
Anne Ct, Cranbourne
$10,271
Plover Ct, Endeavour Hills
Bittern Dr, Endeavour Hills
$43,726
Bronze Wing Ct, Cannons
Creek
Princes Hwy Service Rd,
Berwick
$35,793
$15,773
Puffin Ct, Endeavour Hills
$9,380
Castlecrag Ct, Endeavour
Hills
$15,429
Road Resealing Program,
Various
$17,816
Robjant St, Hampton Park
$57,253
Rohan Ct, Hampton Park
$8,866
Sandy Ct, Cannons Creek
$6,422
Centre Rd, Narre Warren
South
Clangula Court, Endeavour
Hills
$119,625
$15,431
$6,589
57
Scanlan St, Berwick
$62,128
Scotsburn Way, Endeavour
Hills
$35,002
Works - Stone Ct
Susan Ct, Cranbourne
$9,185
Traffic Management Works
Tadstan Dr, Hampton Park
$9,597
Black Spot - Centre Rd
Tom Jones Rd, Narre Warren
North
Tyabb Tooradin Rd,
Pearcedale
$52,096
$328,743
Valepark Cr, Cranbourne
$56,482
Valerie Dr, Cranbourne
$21,165
Wallace Dr, Cranbourne
$5,753
Williamson St, Berwick
$13,601
Willis Ct, Hampton Park
$10,771
Construction of Unsealed Roads
Browns Rd Stage 2,
Pearcedale
$83,324
North Rd Stage 1 - Sweet
Wattle Dr to Craig Rd,
Cranbourne South
$41,238
North Rd Stage 2 - Craig
Rd to Fisheries Rd, Devon
Meadows
O'Grady Road, Hampton
Park
Pearcedale Rd, Cranbourne
South
Robinsons Rd Stage 2,
Pearcedale
Rutherford & Kallara,
Warneet
$10,000
$181,353
$62,561
$726,663
$50,000
Traffic Management
Bridges
Bryn Mawr Boulevard Bridge
$164,653
Drainage
Works - Lyne St Tooradin
$163,044
$69,495
$75,000
Black Spot - Fisheries Rd
$242,420
Black Spot - Greaves Rd
$365,320
Black Spot - Harkaway Rd
$192,218
Black Spot - Lyall Rd
$212,782
Black Spot - Power Rd
$165,965
Black Spot - Warneet Rd
$481,423
Greyspot - Centre Rd
Greyspot - Ernst Wanke/
Maramba Roundabout
$11,203
$324,740
Greyspot - Frawley Rd
$17,547
Greyspot - Greaves Rd
$25,218
Greyspot - Harkaway Rd
$43,266
Greyspot - Lynn St
$35,418
Greyspot - Manks Rd
$22,755
Greyspot - Market La
$34,841
Greyspot - Soldiers Rd
$23,994
Greyspot - Tyabb Tooradin
Rd-Culvt BR156-Guardrail
$47,385
Greyspot - Vesper Dv
$40,889
Minor Traffic Control Devices,
Various
$121,676
Traffic Management Devices
- Central Rd
$106,000
- Churchill Park Dr
$439,734
- Duff St
$89,644
- Tinks Rd
$132,234
- Tinks Road
$178,848
- Tristania St
$30,740
Pedestrian Crossings
Study - Doveton &
Eumemmerring
$49,800
Camms Rd
$20,099
Study - Tooradin
$27,140
Greaves Rd
$6,183
58
Hawthorn Rd
$88,784
Shrives Rd
$135,476
Signals South Gippsland
Hwy, Cranbourne
$135,823
Other
Autumn Place Precinct and
Safety Project
Other
Land Purchases
Land Purchase - Various
$9,934,203
Other
$37,149
Replace Damaged/
Vandalised Litter Bins
$34,950
Avenues of Honour etc Signage
$25,000
Staff Accommodation
Facilities 08/09
$277,163
Bryn Mawr Bvd - Left Turn
Slip Lane
$28,060
Staff Accommodation
Facilities 09/10
$300,000
Bus Stop Upgrading for DDA
Compliance
$751,527
Casey Annual Banner
Replacement Program
$54,000
Corporate Signage - Casey
Identification
$10,863
Elgin Street Water Sensitive
Design
$109,265
Street Tree Planting Program
Thompsons Rd
$260,000
Various Bus Stop
Infrastructure
$32,351
Various New Traffic Sign
Installation
$74,051
Various Street Lighting
Replacement Program
$138,494
• Percentage of Capital Works Program (new and renewal) delivered:
On time = 66.8% (137 discrete capital projects out of 205 scheduled for
completion by 20 June 2010 were completed)
On budget = 79.6% (109 of the 137 capital projects completed by 30 June 2010
were completed within budget)
• Capital outlay as a percentage of total expenditure:
22.1% of Council’s total expenditure was directed towards capital works
59
OUR PERFORMANCE | GROWING CASEY’S ECONOMY
A focus on
attracting and
supporting a
wide range of
businesses and
to grow jobs.
A focus on attracting and supporting a wide range of businesses and to grow jobs.
5.1
Actively encourage opportunities for further small and large business
development in Casey, both private and public sector
Achievements
• The City of Casey worked with the developers of the Cranbourne West industrial
and commercial park to promote it as a location for new business. This is part
of a general marketing approach that the City of Casey is taking to attract new
business to the municipality.
• Council established the inaugural Casey Business Awards to celebrate and
promote the success of local business.
5.2
Provide high quality information to business and industry to
strengthen existing businesses and develop stronger business
networks
Achievements
• The City of Casey implemented a comprehensive communication program
to inform and educate local businesses on a range of relevant matters. The
quarterly magazine InBusiness provided information relevant to business,
company profiles and details of events. Council also distributed a regular
‘e-newsletter’ to more than 4,000 businesses, providing information on seminars,
workshops and business events.
• Council’s comprehensive training and development program for business
included a range of training events and opportunities, from seminars and
workshops to online training courses.
5.3
Determine Casey’s competitive advantages and promote these to
maximise economic growth
Achievements
• The new City of Casey Economic Development Strategy 2010–2015 was
completed, which provides the blueprint for Council’s role in economic
development and demonstrates a commitment to the local business sector. The
document includes an action plan that sets out proposals to articulate Casey’s
competitive advantages and maximise economic growth opportunities in the
municipality.
5.4
Maintain comprehensive and up to date information on the state of the
local economy, including trends
Achievements
• Council commissioned an economic profile and economic bulletin update and
provided this information on Council’s website and in the InBusiness magazine.
60
5.5
Investigate opportunities for partnerships with the private and not
for profit sectors to improve the delivery of services and facilities
Achievements
• Worked with a consortium of community sector organisations to develop a
community hub that will house several service providers, improving access for
residents. Council has committed land in Web Street, Narre Warren, for this
project and has supported funding applications to the State and Commonwealth
Governments.
• Partnered with property development group Stockland to facilitate the early
delivery of services to a new community. Stockland is providing a site and
building for a ‘Sustainability Hub’ from which early services will be delivered in
Cranbourne East.
• Through the Community Sector Organisation Engagement Strategy, investigated
ways to support existing service providers and attract new service providers.
The investigation report will identify gaps and issues for community sector
organisations and areas for Council action and support.
• The Hampton Park Library was extended and a new Youth Information Centre
added to the facility. The project was a funding partnership between the City
of Casey, the State Government through the Living Libraries and Community
Renewal Program, and SITA.
• Worked with the Department of Education and Early Childhood Development
and the Coleman Foundation to establish a new educational facility for children
as part of the Doveton Regeneration project. The facility, located on the site
of the former Doveton Heights Primary School, will include a P-9 school,
kindergarten, maternal and child health service, playgroup space and other
community facilities. The first stage is scheduled to open in 2012.
• Casey’s Family and Children’s Services partnership continued to encourage
partnerships with local service providers and agencies to improve the health,
development, learning and wellbeing of children in Casey through the provision
of services from pregnancy through to the beginning of secondary school.
• Council has worked in collaboration with the Cardinia Casey Community Health
Service, using a collaborative Active Service Model approach with an emphasis
on client-centred, restorative goals for personal care. This partnership has
resulted in increased client participation in decision-making about the service
they receive as well as improved health outcomes, reduced waiting times and
increased frequency and quality of communications between the two agencies.
• Established a new Casey Economic Development Partnership, comprising
representatives from the business community, State Government, not-forprofit businesses and the education sector. The partnership will advocate on
behalf of business in Casey, ensure the timely delivery of actions in Council’s
new Economic Development Strategy, and assist in the development of new
61
policies to grow businesses in Casey and attract new business investment. The
partnership meets quarterly and will report to Council on progress and assist in
guiding the Council in relation to economic development policy.
Activity Summary
Service
Users
Workload Measure
Level of
Activity
Business
Local businesses
Mentoring Scheme
Number of businesses
involved in the scheme
Training and
events program
Local business
operators and
employees
Number of events
Number of attendees
Satisfaction rating
18
491
87%
InBusiness
Magazine
Local business and Number of editions
general community Distribution (approx.)
4
20,000
New contacts with
businesses
Local business
Number of new contacts
community and
created (businesses)
businesses outside
Casey
Casey Business
Forum Breakfasts
Number of breakfasts
Local business
Attendance
community and
businesses outside
Casey
38
4,000
4
356
• Rate of growth in new businesses (both large and small):
The rate of growth in new businesses was 9.1%.
• Quality of support to strengthen current businesses, including satisfaction rating
for forums/network opportunities and number of businesses participating in
Council’s Business Mentoring Scheme:
87% of businesses participating in forums/network opportunities were satisfied
or very satisfied with the quality of support provided.
31 businesses participated in Council’s Business Mentoring Scheme.
62
OUR PERFORMANCE | ADVOCATING FOR CASEY
A focus on how the Council will promote and campaign to outside agencies such as
State and Federal government in order to secure funding and partnership initiatives
for the benefit of the community.
6.1
Develop a list of needs, projects and critical infrastructure
requirements where another level of government has responsibility
including lobbying to meet these requirements
Achievements
In 2009-10, the City of Casey focused its advocacy efforts on 12 key projects that,
if successful, would make a significant difference to the quality of life of all Casey
residents.
These projects included:
• Seeking Victorian Government funding of $41.9 million to assist with the
•
•
•
•
•
•
•
•
•
•
•
estimated $100 million long-term remediation costs associated with the
Stevensons Road closed landfill
Arterial road improvements
Broadband infrastructure
Extended and enhanced bus services
Establishment of the Casey Community Resource Centre, a one-stop-shop for
the municipality’s not-for-profit community services
Construction of the Cranbourne East Railway Station
Extension of the recycled water network into Casey’s agricultural land and
beyond
Construction of the Cranbourne Bypass
Railway station parking
Planning for the implications of the Port of Hastings
Streetlight replacement program
Protection of Western Port’s Ramsar wetlands.
A focus on how
the Council
will promote
and campaign
to outside
agencies
such as State
and Federal
government in
order to secure
funding and
partnership
initiatives for
the benefit of
the community.
The advocacy program was promoted via the media, in Citynews, Council’s
newsletter for residents, and a new newsletter for Casey’s key community leaders.
As at 30 June 2010, key outcomes of the program included:
• Following a comprehensive media and community information program and
Council’s strong representations over an 18-month period, including submitting
four business cases to the Government, the City of Casey was in discussion with
the State Government regarding an offer of $14.5 million towards remediation
costs of the Stevensons Road Closed Landfill.
• As part of its 2010–11 Budget commitments, the State Government announced
funding for the City of Casey’s top two main road upgrade priorities including the
upgrade of Clyde Road, Berwick (between Kangan Drive and High Street) and
Hallam Road (between Pound Road and Ormond Road).
• Council promoted the issues of broadband coverage and the need for the Casey
63
Community Resource Centre as part of the National Growth Areas Alliance’s
national election campaign on behalf of all growth councils. This resulted in a
series of articles in the local media.
6.2
Identify and document opportunities for joint initiatives and
cooperative ventures, where Casey can work with other levels of
government to derive a benefit for the community
Achievements
• The Royal Botanic Gardens Cranbourne agreed to, in cooperation with the City
of Casey, collaborate and provide input into the Cranbourne East Sustainable
Living Hub project, assist with a review of the Botanic Ridge Stage 1 siting and
design controls and with Wilson Botanic Park future directions and strategic
planning.
• Continued participation in the mutual insurance scheme which operates under
the auspices of the Municipal Association of Victoria. This ongoing relationship
benefits Council and the community by ensuring that Council can obtain
public liability and professional indemnity insurance on reasonable terms and
conditions.
• $1.2 million was received from the Department of Education and Early
Childhood Development towards the design and construction of the new
Children’s Centre in the Hunt Club, Cranbourne East. The project has delivered
a double kindergarten, community space and licensed space for the delivery of
additional kindergarten, occasional care and other programs. The project also
includes maternal and child health space and consulting space for other service
providers.
• Council worked collaboratively with the Casey-Cardinia Library Corporation to
co-locate the Hampton Park Youth Information Centre with the library, which has
enabled full integration for the community.
• Council worked with the Casey-Cardinia Library Corporation to facilitate the
Dads Matter programs that provide support to dads, step-dads, grandfathers and
other men who play an important role in a child’s life.
• Launched the new Casey 360 Mobile Youth Information Centre, which provides
activities, information and support to young people across the City of Casey,
including local secondary schools, where it provides group programs and
lunchtime recreation activities.
• The City of Casey joined the Community Chef meals on wheels program, with
19 other Victorian councils, to provide high quality, affordable meals that better
meet the complex dietary and cultural needs of meals on wheels recipients.
Meals will be available by the end of 2010.
• The Department of Planning and Community Development funded Collaborative
Procurement Program (CPP) identifies that increased council collaboration
and adoption of improved procurement practices across the sector has the
64
potential to yield significant savings for communities. Council participated in two
collaborative projects funded under this program:
-
-
The Victorian Local Government Procurement Information e-Hub is
designed to deliver online resources to support Council procurement
practices, including best practice documentation and applications,
e-tendering and collaborative procurement opportunities. The e-Hub
will offer businesses a single access point for council procurement
information and provide a capability to electronically lodge tender
documents.
A project to develop and implement a set of best practice sourcing
forms as standardised procurement templates accepted by councils
and contractors. Standardised documentation will increase
understanding and familiarity for contractors, requiring less
administrative and technical response time to complete tenders, with
cost savings expected to be delivered in the form of lower tender
prices.
• Council worked to deliver the Timbarra Indoor Court Stadium, in cooperation
with the Timbarra Primary School, Department of Planning and Community
Development and Sport and Recreation Victoria.
• Council worked in collaboration with Hampton Park Secondary College and the
Department of Planning and Community Development to prepare the Cairns
Road Recreation Reserve Master Plan.
• Council worked with Cardinia Shire, Mornington Peninsula Shire, South East
Water, Southern Rural Water and Melbourne Water in the Bunyip Foodbelt
project, which aims to deliver recycled water to major agricultural areas to
increase productivity, provide opportunities for new investment, provide water
security and food security and create more jobs.
6.3
Strengthen relationships between Councillors and State/Federal
parliamentarians and ensure that the Mayor communicates
Council’s corporate planning and other major decisions to local
parliamentarians
Achievements
• A new quarterly newsletter was published and forwarded to nearly 800
community leaders, including Members of Parliament, highlighting Council’s key
advocacy projects and issues.
65
6.4
Strengthen working relationships between officers and State/Federal
agencies
Achievements
• Hampton Park Community Renewal hosted a visit from the Secretary of the
Department of Planning and Community Development to highlight the successes
of the project.
• Through a partnership between the City of Casey and property developer
Stockland, a demonstration project commenced to create a multi-purpose
community building that will also demonstrate sustainable and affordable living
choices in growth areas. The building commences construction early next year
and will be a benchmark for new community creation across Australia.
• A strong working relationship with the Department of Human Services has
resulted in a grant to refurbish Rowan Park House in Doveton. Council has
matched the grant to develop this facility for the local community and as a
potential site for a community-based social enterprise.
• Casey worked with the Department of Health to undertake strategic planning
to ensure strategies are in place for the expected expansion of home
and community care (HACC) services over the next 3–5 years. Work has
commenced on service and system reviews and partnerships will be developed
with community organisations to provide additional services.
• The City of Casey has developed a network with the Department of Education
and Early Childhood Development regarding bushfire Code Red Days and the
management of services and facilities within the municipality.
• The City of Casey participated in implementation of the Victorian Local
Government Procurement Strategy (2008). A Procurement Excellence Program
(PEP) is being introduced to:
-
-
-
-
-
-
-
support individuals and councils in developing their professional
procurement capability
raise the profile and influence of council procurement
create a consistent, efficient and effective approach to council
procurement practices
establish robust contract management practices
support further sector-wide collaboration
build a framework for sustainable change
generate a common understanding of the regulatory framework.
• The City of Casey participated in the new Technical Advisory Group designed
to bring together procurement expertise across government, industry and peak
bodies to develop various elements of the PEP framework and support the
strategic direction of the program.
• Council officers assisted the Essential Services Commission in developing a
Local Government Services Report.
66
• Council worked with peak bodies, government agencies and the affordable
housing industry on affordable housing issues. The Casey Affordable Housing
Taskforce was established to identify the key governance and policy gaps
that restrict affordable housing in Casey, in particular, affordable and diverse
rental accommodation. Officers from the taskforce presented their findings at
several housing summits and formed strong partnerships with the industry to
ensure greater understanding and improved facilitation of affordable housing
developments in the city.
• Casey provided input into the Growth Areas Authority Infrastructure Working
Group, an executive group of State Government decision makers. This has
given Casey another forum to advocate for improved and early infrastructure
provision in our growth areas.
• Council participated in the Bunyip Food Belt project in collaboration with South
East Water, Southern Rural Water, the Shire of Cardinia, and Mornington
Peninsula Shire Council. Casey has played a role in co-ordinating and funding
strategic planning that help realise the vision of this group which aims to see the
south east of Melbourne become an intensive agricultural area serviced by a
world class recycled water network.
• The City of Casey, being a member of the MSE (Melbourne South East) group
of councils, regularly met with State Government and Federal Government
representatives to promote business and economic development opportunities
in Melbourne’s south east. The MSE recently completed a regional economic
development strategy, with significant input from state and federal governments.
• As a member of the Wired Consortium of growth area councils advocating to the
Federal Government for the roll out of the National Broadband Network in the
growth areas, council met regularly with members of the consortium and officials
from the Federal Government.
• Casey worked closely with the Port Phillip and Westernport Catchment
Management Authority on the Westernport Woodlands, Living Links and Spirit of
the Bunyip projects.
• Through its strong relationship with Melbourne Water, Casey secured funding
to improve the management of creek corridors in the municipality. Council
worked closely with Parks Victoria and the Department of Sustainability and
Environment to develop regional parks and open space in the west of the city.
• Council also worked closely with Sustainability Victoria, particularly through the
South East Councils Climate Change Alliance, and secured funding for a range
of projects.
• Council strengthened its relationship with the Commonwealth Department of
Environment and Heritage to ensure cooperation on major issues under the
Commonwealth Environment Protection and Biodiversity Conservation Act 1999
such as planning for Botanic Ridge and illegal clearing of vegetation near the
coast.
67
• The City of Casey participated on Department of Sustainability and Environment
committees to develop guidelines on coastal hazard vulnerability assessments,
and to provide advice on biodiversity issues in the growth areas.
• Council continued to be an active member of the National Growth Areas Alliance,
which advocates at a national level for improved planning, infrastructure and
service delivery outcomes for growth area municipalities.
Activity Summary
Service
Users
Workload Measure
Level of
Activity
Advocacy
2009-10 Advocacy
Program
Residents,
Number of advocacy
Members of
issues promoted
Parliament,
Community leaders
12
• Expenditure directed to Casey’s infrastructure and services by State and Federal
governments:
The State and Federal governments contributed $51.8 million towards Casey’s
infrastructure and services.
68
OUR PERFORMANCE | ACHIEVING EXCELLENCE IN GOVERNANCE AT CASEY
at Casey
A focus on
leadership,
accountability
and prudent
use of
resources.
A focus on leadership, accountability and prudent use of resources.
7.1
Councillors will operate as an effective leadership team, acting with
integrity and adopting a professional and innovative approach
Achievements
• Council adopted its Code of Conduct, including a section on its trademark
behaviours.
7.2
Ensure that Council complies with relevant legislation and best
practice guidelines on governance
Achievements
• Council has a continuous program of internal audit and an active Audit
and Ethics Committee. All legislative requirements were met in relation to
Annual Report/Financial Statements, Budget Development, Council Plan and
Strategic Resource Plan.
• Council is a Rating Authority under the Valuation of Land Act 1960, which
requires all Victorian councils to undertake General Valuation of all rateable
properties within its municipality every two years. Council completed the 2010
General Valuation based on levels of value as at 1 January 2010.
• Extensive research, analysis and consultation was undertaken with
prospective suppliers and user groups as part of Council’s plans to purchase a
new Land Information System and Customer Document Management System.
• In accordance with the requirements of the Local Government Act 1989, the
City of Casey adopted a new procurement policy. The policy is available on
Council’s website and details the principles and processes that apply to all
purchases of goods, services and works by the Council.
7.3
Provide a range of internal support services to enhance good
governance and the delivery of services, facilities and programs to the
community
Achievements
• Council implemented a range of programs to ensure good governance, risk
management, information management and civic centre support to Councillors,
the organisation and the community.
• As part of Council’s commitment to the community, quarterly performance
measurement and reporting quarterly reports were provided to the community,
monthly reports on key corporate health indicators were provided to Executive
management, and departmental monthly reports were prepared. This
measurement and reporting promotes accountability and provides a key driver
for continuous improvement.
• To provide greater efficiency to Council’s internal online operations, such as
69
at Casey
the processing of external planning applications, Council enhanced its internet
connectivity.
• To enhance Council’s management of land and property information, Council
successfully tendered for and progressed the evaluation of a new Land
Information System.
• Council completed a detailed functional specification and tendered for a new
Content Management System to improve its records management.
7.4
Consult with residents and community organisations during decision
making on relevant matters
Achievements
• Ninety proposed community consultation projects were included in the 2009–10
Community Consultation Program. These consultation projects covered a variety
of service areas and issues including planning, sport and leisure, community
development, youth and family services, capital works programming, children’s
services, community care, community safety, strategic development, customer
service, community, environment, waste management, parks and reserves,
engineering, economic development and communications.
Of the 90 projects identified in the program, 31 were completed, 21 were
underway at the conclusion of the financial year and 27 projects were deferred
until the next financial year.
Activity Summary
Service
Users
Workload Measure
Level of
Activity
Citizenship
ceremonies
New citizens
Number of new citizens
Number of ceremonies
Council agendas
and minutes
Residents,
businesses and
community groups
Number of meetings
31
Committee
agendas and
minutes
Residents,
businesses and
community groups
Number of meetings
22
Information
management
Council officers
Number of new documents
(hard copy)
Number of new files created
(hard copy and virtual)
Number of new electronic
documents registered
Administration
Correspondence
70
Residents,
business and
community groups
Number of items received
and flowed for action
1,693
20
471
7,900
137,005
24,692
at Casey: Activity Summary
Citizenship
ceremonies
New citizens
Number of new citizens
Number of ceremonies
Council agendas
and minutes
Residents,
businesses and
community groups
Number of meetings
31
Committee
agendas and
minutes
Residents,
businesses and
community groups
Number of meetings
22
Information
management
Council officers
Number of new
documents (hardcopy)
Number of new files
created (hardcopy and
virtual)
Number of new
electronic documents
registered
137,005
Number of items
received and flowed for
action
24,692
Correspondence
Residents,
business and
community groups
1,693
20
471
7,900
Community Consultation
2009-10
Community
Consultation
Program
Residents,
Businesses and
Community groups
Number of projects identified
Number of completed
projects
Number of projects
underway at conclusion of
2009-10 financial year
Number of cancelled
projects
Number of projects deferred
until next financial year
90
31
21
11
27
Contracts awarded Contractors
for goods / services
/ works over $150K
Number of contracts
awarded
45
Customer Service
Call Centre
Residents,
businesses and
other customers
Number of calls received
Average wait time (seconds)
Abandonment rate
Enquiries handled to
completion by Customer
Service staff
Narre Warren
Customer Service
Centre
Residents,
businesses and
other customers
Number of customers
(payments and enquiries)
Service staff
259,299
58
5.30%
217,367
71,595
69,210
71
at Casey: Activity Summary
Service
Users
Workload Measure
Cranbourne
Customer Service
Centre
Residents,
businesses and
other customers
Number of customers
Service staff
Narre Warren
South
Residents,
businesses and
other customers
Number of customers
Service staff
Level of
Activity
42,709
42,585
13,829
13,829
Annual Business
Planning
Internal
departments
Number of departmental
business plans
Departmental
Reporting by each
Department
Internal
departments
Number of monthly reports
Executive monthly
scorecard
Management
Number of executive monthly
scorecards produced
Quarterly report to
the community
Community,
including staff
Number of quarterly reports
to the community produced
Online manual of
Council policies
and strategies
Community,
including staff
Number of policy documents
maintained online (approx)
24
288
12
4
220
• Operating budget (within 0 to -2% variance):
1.17% under budget (excluding one-off expenditure relating to Stevensons Road
Closed Landfill)
• Community satisfaction with Council (Department of Planning and Community
Development survey result):
64
• Rates per capita:
$454 collected per head of population
• Operating expenditure per assessment:
$1,896
72
OUR PERFORMANCE | SERVICE IMPROVEMENT (BEST VALUE VICTORIA) REPORT
Service Improvement (Best Value Victoria)
Report
Let’s THINK: A Framework for Achieving Sustainable Change – Delivering Best Value at Casey
The City of Casey is committed to continuously
improving the wide range of services it provides to its
community.
This commitment is in line with the Best Value
initiatives which the State Government introduced in
December 1999 to guide the provision of services by
local government in Victoria.
Casey’s implementation of Best Value is guided
by “Let’s THINK: A Framework for Achieving
Sustainable Change”.
“Let’s THINK” promotes a collaborative approach
to continuous improvement and managing change
across the organisation.
The Framework is illustrated by the following
diagram:
Let’s
THINK: A Framework for achieving Sustainable Change
Let’s THINK: A Framework for Achieving Sustainable Change
Leadership
People & Culture
Systems & Processes
“Let’s THINK” is based on the reality that Casey’s
sole reason for existing is to deliver Customer
Focussed Outcomes (the green box in the diagram
above).
To achieve Customer Focussed Outcomes, Casey
needs to excel at the blue boxes, i.e.
• THinking and Planning (being absolutely clear
about what it is we are doing and why),
• Implementing services, facilities and programs
(delivering what we have planned) and
• Reviewing the Numbers (results) and developing
Knowledge for continuous improvement (being
clear about the outcomes and answer the vital
question – “how can we do it better?”
However, there are three other things we must
do well to support our THinking, Implementation,
and review of the Numbers and development of
Knowledge for continuous improvement.
Of prime importance is Leadership (the orange
box). Without leaders championing the Vision and
ensuring that everyone is ‘on the same page’ it is
impossible for the organisation to achieve its full
potential.
Finally, we must also focus on the yellow boxes. We
need excellent:
• People and Culture, including skilled employees
with a commitment to serving customers, and
• Systems and Processes, including financial
and risk management, community consultation,
performance reporting, etc.
In many organisations, continuous improvement and
change management initiatives fail because people
forget about one of more of these vital areas.
Sometimes the problem is too much attention being
devoted to THinking and Planning, followed by a
clear commitment to Implementation, but not enough
focus on reviewing the Numbers and developing
Knowledge for continuous improvement. This leads
to opportunities for improvement being missed.
Other times too much attention is devoted to People
and Culture without sufficient attention on the
supporting Systems and Processes. The best
people in the world can’t achieve their potential if
they don’t have the right tools at their disposal.
Having the simple “Let’s THINK” framework ensures
that we don’t make these and other similar mistakes,
thereby promoting the success of our change
management and continuous improvement activities.
Further information is available by contacting
Council’s Organisational Strategy Department on
9705 5200.
73
THE YEAR AHEAD | 2010 - 11
The Year Ahead
Administration
• Evaluate tenders for Council’s
proposed new content management
system, which will enable Council
to more effectively manage physical
and electronic documents.
• Review Councillor representation
and voting through an Electoral
Representation Review conducted
by the Victorian Electoral
Commission. Due to continued
growth in the municipality, the review
is likely to result in changes to ward
boundaries prior to the 2012 Council
election.
Building Services
• Complete construction of the $2.5
million Regional Athletics Stadium at
Casey Fields.
• Construct a $1.4 million Regional
Rugby Pavilion at Casey Fields.
• Construct Endeavour Hills Soccer
Pavilions at Chalcot Lodge Reserve,
Reema Reserve and James Cook
Reserve.
• Construct a $2.5 million Children’s
Centre at Carlisle Park, Cranbourne
North.
• Prepare tender for Building
Project Management and Building
Maintenance services.
• Implement 12 hours of kindergarten
as part of staged implementation
of universal access to 15 hours of
kindergarten per week in the year
prior to children commencing school.
• Support implementation of the Early
Years Reform Agenda, a national
approach to provide high quality
programs to preschool children,
promote positive transition to school
and address workforce issues.
• Implement regulations to Family Day
Care services.
• Implement Leaping Lizards Program
to assist children to develop selfregulation and social skills to
74
manage their own behaviour.
• Construct Carlise Park Family and
Children’s Centre
Community Care
• Establish service standards and
monitoring mechanisms for each
service area.
• Implement the Community Chef
contract for the meals service and
assess customer satisfaction.
• Procure a new client data
management system.
• Identify and undertake the
requirements necessary to achieve
HACC accreditation.
• Embed the Active Service Model to
ensure client-centred practice and
goal-orientated service provision.
• As part of a continuous improvement
process, conduct a comprehensive
review of the Community Care
service.
Community Safety
• Review the Community Safety
Strategy 2006–2011 and Road
Safety Strategy 2006–2011 and
develop the Community Safety
Strategy 2011–2016 incorporating
both community and road safety.
• Develop and implement a
community education and
engagement program to promote
Council’s community safety
programs, services and activities,
and support the community to
identify and address new and
emerging safety and security issues.
• Oversee implementation of
Council’s Municipal Public Health
and Wellbeing Plan Year 1 critical
projects, focusing on food security,
alcohol harm minimisation, family
violence prevention and the health
impacts of climate change.
• Develop and adopt the City of Casey
Municipal Council Neighbourhood
Safer Places Plan and designate
Neighbourhood Safer Places in
The Year Ahead
•
•
areas of wildfire risk across the
municipality.
Following significant amendment,
introduce and implement the three
phases of the Food Act 1984,
working closely with local business
to support these changes and
undertake increased regulatory
enforcement.
Undertake a tender process to
contract the provision of Council’s
Domestic Animal Pound Service.
performing staff.
• Review and make
•
• Implement the new Community
Grants and Contributions Program.
• Deliver Year 1 of the Casey Arts
Participation Initiative.
• Deliver the 2010–2011 New
•
Estates Community Development
Program.
Deliver the Community Awards
2010–2011 Program.
• Provide a coordinated approach to
•
•
service planning and tendering of
major service contracts due during
2010–2011.
Implement a new integrated
contracts management system
to enable best practice contract
management processes and
provide a central repository for
all relevant contract-related
information.
Participate in a joint project with
13 other councils to implement
the online Local Government
Procurement Information e-Hub
and e-Tendering Portal.
Customer Service
• Develop a customer focussed
•
strategy to enable the City of
Casey to be a leader in customerfocused service delivery.
Develop a staff resourcing plan
to effectively manage Customer
Service resources, plan for
growth, and attract and retain high
•
recommendations to improve
monitoring and reporting on key
performance indicators within the
Customer Service Department.
Develop a structured customer
service induction and training
program that instils attitudes and
behaviours that support the longterm success of the organisation
through a commitment to customer
service excellence, positive/
supportive working relationships,
progressive leadership, and
continuous learning and
improvement.
Implement a continuous
improvement program to increase
customer satisfaction.
• Implement the second year of
the Small Business Mentoring
Scheme.
• Deliver the Casey Business
Awards 2010.
• Continue to develop the Casey
Business Forum and regular
business breakfast series.
• Review the Tell Us Your Skills
program to better connect
businesses and potential
employees.
• Continue the Casey Economic
Development Partnership.
• Set up a new network of ‘coffee
clubs’ to support home-based
businesses.
• Develop marketing and promotion
projects to highlight the
attractiveness of Casey as a place
to locate and expand business.
Engineering and Asset Management
• Design and tender the civil
infrastructure works in the annual
capital works program, including
car parks, underground drainage
improvements, new playing fields,
traffic calming works, street and
75
The Year Ahead
road and path construction.
• Implement the annual asset
management program, including
review of Council’s asset
management practices against
new national guidelines, review
and update the Civil Infrastructure
Asset Management Plan, and review
and tender contracts to inspect the
condition of roads and footpaths.
Environment
• Develop and implement
management plans for Council’s
bush reserves to enable a strategic
approach to fire management
and other activities to protect and
improve the environmental values of
the reserves.
• Enhance the Casey Vegetation
Offset Program to provide native
vegetation offsets for developers,
including identifying land acquisition
priorities to support Casey’s
Revegetation Strategy.
• Oversee delivery of the 2010–11
Action Statement under the
Sustainability Plan.
• Develop an Emissions Management
Plan to guide Council action to
reduce greenhouse gas emissions.
• Develop resources to help
Casey residents and businesses
understand and adapt to the impacts
of climate change and extreme
weather events.
• Identify ways to better support
environmental volunteers in the City
of Casey such as support for Friends
and Landcare groups.
Information Technology
• Identify and implement a new land
information system to improve land
and property management and the
delivery and provision of information
to residents on a range of Council
services.
• Identify and implement a new
Community Care IT administration
system to assist in improving
76
Council’s provision of Community
Care services to residents.
• Implement a revised Policy Making
and Review Framework, including
supporting guidelines and resources.
• Implement continuous improvement
initiatives.
• Develop and implement
enhancements to Council’s
performance measurement and
reporting.
Planning
• Conduct staff training in
environmental sustainable design
(ESD) for buildings.
• Implement a planning investigation
response procedure.
• Manage the statutory processing of
subdivision approvals in the growth
areas of Cranbourne West, East and
North.
• Review the community event
signage procedure on Council land.
Property, Rates and Valuations
• Commence the 2012 General
Valuation.
• Deliver the Road Rehabilitation
and Resealing Program to upgrade
existing kerb, channel, footpath and
road surfaces.
• Deliver the Dust Suppression
Program on unsealed gravel roads in
the municipality.
• Provide street sweeping services,
including roads and kerbing in urban,
rural, residential, commercial and
industrial areas throughout the City
of Casey.
Sport and Leisure
• Open the new Casey Fields
Regional Athletics Centre, including
the new senior athletics club.
• Implement the new management
structure for active recreation
The Year Ahead
reserves.
• Complete the Casey Open Space
Strategy.
Waste Management
• Prepare and award the tender
• Complete the Casey Paths and Trail
Strategy.
• Open the upgraded regional indoor
•
skate facility (The Shed) and
implement new management and
operational structures.
Complete a feasibility study for the
upgrade of the Doveton Pool in the
Park.
• Adopt the Casey Indoor Leisure
Complex Masterplan to set a longterm strategic vision for this land to
become a world class civic asset for
leisure, recreation and mixed use
activity.
• Adopt the Casey Activity Centres
Strategy to direct and clarify how
existing town centres will grow and
prosper and, where new centres will
take shape.
• Support implementation of the
Cranbourne West and Cranbourne
East Precinct structure plans to
ensure development proceeds in a
responsible and timely manner.
• Adopt the Casey Housing Strategy
to guide and inform the shape and
nature of Casey’s future housing
stock.
•
•
•
•
•
for new hard waste, garbage,
recycling and green waste collection
contracts.
Prepare and award a new garbage
disposal contract.
Prepare and award green waste and
recycling receipt contracts.
Develop a Customer Service Charter
for waste management.
Implement the Waste Management
Strategy.
Finalise Stevensons Road Closed
Landfill – Landfill Management Plan.
Youth and Family Services
• Officially open the Hampton Park
Youth Information Centre.
• Establish operations at Springhill
Drive Children’s Centre.
• Implement the two-year lactation
project to increase the number of
babies within the City of Casey
who are exclusively breastfed to six
months of age and then breastfed in
combination with an educational diet
to 12 months of age.
• Open Hunt Club Family and
Children’s Centre
• Implement new Age & Stage
appointment process for Maternal
and Child Health.
Transport
• Ensure the long-term transport
infrastructure requirements are
considered in Precinct Structure
Plans.
• Advocate to the State and
Federal Governments for funding
for transport infrastructure
improvements.
77
STATUTORY AND CORPORATE INFORMATION
Statutory and Corporate Information
Information Available for Inspection
The following information is available for
inspection and initial enquiries should be
forwarded to Council’s Organisational Strategy
Department, which will advise from which
department access is available:
• Allowances fixed for the Mayor and
Councillors.
• Current and former senior officers’ salaries
for the current and previous financial years.
• Details of overseas and interstate travel
(with the exception of interstate travel by
land for less than three days) undertaken
in an official capacity by Councillors or any
member of Council staff in the previous 12
months.
• Names of Council staff required to submit
a return of interest during the financial year
and the dates the returns were submitted.
• Names of Councillors who submitted returns
of interest during the financial year and the
dates returns were submitted.
• Agendas for, and minutes of, ordinary and
special meetings of Council held in the
previous 12 months, except if the minutes
relate to parts of meetings which have been
closed to the public.
• A list of all special committees established
by Council and the purpose for which each
committee was established.
• A list of all special committees which were
abolished or ceased to exist during the
financial year.
• Minutes of meetings of special committees
held in the previous 12 months except if the
minutes relate to parts of meetings which
have been closed to members of the public.
• Delegations to special committees and
members of Council staff.
• Submissions received under section 223 of
the Local Government Act 1989 during the
previous 12 months.
78
• Agreements to establish regional libraries
under section 196 of the Local Government
Act 1989.
• Details of property, finance and operating
leases involving land, buildings, plant,
computer equipment or vehicles entered
into by the Council as a lessor or lessee,
including the name of the other party to the
lease and the terms and value of the lease.
• A register of authorised officers appointed
under section 224 of the Local Government
Act 1989.
• A list of donations and grants made by the
Council during the financial year, including
the names of persons or bodies which have
received a donation or grant and the amount
of each donation or grant.
• A list of the names of the organisations
to which Council was a member during
the financial year and the details of all
membership fees and other amounts and
services provided during that year to each
organisation by the Council.
• A list of contracts valued at:
a) $150,000 for contracts for the purchase of
goods and services; and
b) 200,000 for contracts for the carrying out
of works
(or a higher amount fixed by an order in
Council) or more which the Council entered
into during the financial year without first
engaging in a competitive process and
which are not contracts referred to in section
186(5) of the Local Government Act 1989.
Freedom of Information
Privacy Report
The Freedom of Information Act 1982
provides members of the community with a
legally enforceable right of access to documents
held by Council, unless exemptions apply.
Council is committed to protecting people’s
right to privacy and the responsible and fair
handling of personal information, consistent
with the Information Privacy Act 2000 and
the Health Records Act 2001. These Acts
outline several privacy principles the Council
must adhere to when undertaking its statutory
functions and activities, so the privacy of
individuals can be protected.
Common exemptions include documents
containing material obtained in confidence
(such as the details of complaints about
neighbourhood nuisances such as barking
dogs), personal information where release
would be unreasonable (including the details of
an individual’s health or financial position) and
material of a commercially sensitive nature.
Reasons are provided if requests are refused
and the applicant is advised of the appeal rights
that apply.
Requests under the Freedom of Information Act
1982 should be directed to:
Freedom of Information Officer
City of Casey
PO Box 1000
Narre Warren 3805
All requests must be in writing giving sufficient
information to enable Council to identify the
document sought.
An application form is available from the
Freedom of Information Officer who can also
provide advice on the wording of the request, or
downloaded from Council’s website.
A fee of $23.40 is payable at the time of
submitting the request. Further charges for
search time ($20.00 per hour), photocopying
(20 cents per A4 page) and supervised viewing
$5.00 per quarter hour) also apply.
The Privacy Charter is available from all Council
offices and can be viewed on Council’s website
at www.casey.vic.gov.au.
Council has established a process for receiving,
logging, actioning and management reporting of
“Requests for Information” to ensure it meets the
requirements of the Information Privacy Act 2000
or other legislation.
The Request for Information document can
also be found and downloaded from Council’s
website at www.casey.vic.gov.au.
Further queries regarding privacy matters and
the handling of personal information should be
directed to:
Privacy Officer
City of Casey
PO Box 1000
Narre Warren 3805
Tel: 9705 5200
Should the estimated charges exceed $50.00,
the applicant will be contacted and asked to
confirm that they wish to continue with the
request.
For more information contact the Freedom of
Information Officer. Pursuant to Section 65AA
of the Freedom of Information Act 1982, a
statement on the City of Casey’s administration
of the Act is available from the Freedom of
Information Officer.
The City of Casey received 38 Freedom of
Information requests in 2009-10.
79
Risk Management
Council achieved a score of 96% out of a
possible 100% in the recent Civic Mutual Plus
Risk Management audit. This is a fantastic
achievement reflecting well on the whole of
Council approach to risk management. Not only
does the score mean that the City of Casey has
achieved a ranking of second in the state, but
it also means that Council has robust systems
in place to manage risk and defend itself in any
potential liability claims.
Effective risk management, as a corner stone
of good corporate governance, results in
better service delivery, more efficient use of
resources, and better project management.
Risk management continues to be an integral
part of annual business planning and day to
day operations at the City of Casey. Following
the implementation of the risk management
framework, Council has now invested in a risk
software package which records, reports and
monitors all risks. This ensures that Council
captures and tracks all key high-level risks and
opportunities.
The Business Continuity Plan, completed in mid
2008, was invoked following a major storm event
in November 2009. The recovery of key services
and minimisation of disruption to stakeholders
was achieved very quickly considering the
extent of the storm damage to the Civic Centre.
This was largely due to the Business Continuity
plan which covers all processes and resources
required in the delivery of Council’s critical
business services.
80
Audit and Ethics Committee
Members of the Committee for 2009- 2010
Mr Homi Burjorjee
Chairperson (2009-2010)
Mr Rob Ward
Mr John Chu
Until 15 December 2009
Mr Richard Jones
From 15 December 2009
Cr Karen Baxter
Until 30 November 2009
Cr Daniel Mulino
Until 30 November 2009
Mayor Cr Lorraine Wreford
From 30 November 2009
Cr Simon Curtis
From 30 November 2009
Homi Burjorjee was the Chairperson of the Audit and Ethics Committee during 2009-2010.
The Committee continue to provide a valuable and independent oversight of Council’s financial and
risk management performance.
Matters considered by the Committee during 2009 - 2010 included:
• Internal Audit Reports:
- Asset Management Review
- Human Resources Review
- Trade Practices Act Review
- Grants to the Community Review
- Events Review
- Building Maintenance Review
- Home and Community Care Services Review
- Budgeting Process Review
- Policies Review
- Asset Registers Review
- Purchasing and Accounts Payable Review
- Workcover and OHS Review of Early Intervention Physical Injury
• Internal Review of Residential Property Management
• Review of Casey’s Annual Financial Statements
• Draft 2008-2009 Performance Statement
• Chairperson’s Annual Report
• Victorian Auditor-General’s Office – Interim Financial Audit 2008-2009
• Value for Money in Valuation Shift
• Review of Investment Policy
• Management Response to External Auditor’s Report
• Review the Committee’s Effectiveness and Performance
• Presentation of Audit Strategy for 2009-10 Financial Statements
• Review Audit and Ethics Committee Charter
• Annual Review of Ethical and Strategy Compliance and Fraud Related Issues
• A Guide to Good Practice for Local Government Review
Members attended meetings as follows: Members
Meetings held during term of
appointment for 2009/10
Meetings attended
Mr Homi Burjorjee
5
5
Mr Rob Ward
5
5
Mr John Chu
3
0
Mr Richard Jones
2
2
Cr Karen Baxter
2
2
Cr Daniel Mulino
2
0
Mayor Cr Lorraine Wreford
3
3
Cr Simon Curtis
3
2
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Councillors’ Attendance at Meetings
During 2009-10, 30 Ordinary and Special Meetings of Council, 11 meetings of the Planning
Committee and 10 meetings of the General Purposes Committee were held. Councillors attended
meetings as follows:
Councillor
Ordinary/Special
Council Meetings
Planning Committee
Meetings
General Purposes
Committee Meetings
Eligible to
attend
Attended
Eligible to
attend
Attended
Eligible to
attend
Attended
Geoff Ablett
30
24
11
5
10
8
Sam Aziz
30
29
11
11
10
6
Shar Balmes
30
26
11
11
10
8
Karen Baxter
18
16
6
4
5
5
Kevin Bradford
30
25
11
7
10
6
Simon Curtis
30
28
11
10
10
9
9
9
4
3
4
2
Lynette Keleher
30
26
11
9
10
9
Daniel Mulino
30
24
11
5
10
3
Wayne Smith
30
28
11
8
10
9
Amanda Stapledon
30
27
11
9
10
8
Lorraine Wreford
30
30
11
10
10
10
Bev Hastie
82
National Competition Policy Compliance 2009-10
Certification by Chief Executive Officer
I certify that:
Casey City Council has complied with the
requirements of the National Competition Policy
(NCP) for the period 1 July 2009 to 30 June
2010, in accordance with the requirements
outlined in National Competition Policy and Local
Government – A Revised Statement of Victorian
Government Policy, December 2008 (2008
Statement); as set out below:
a) this statement has been prepared in
accordance with the 2009-10 National
Competition Policy reporting guidelines,
which is pursuant to the 2008 Statement;
and
A.
Trade Practices Compliance
State whether the Council is compliant or
non-compliant. If non-compliant, justify or cite
actions to redress.
Casey City Council is compliant
B.
Local Laws Compliance
State whether the Council is compliant or noncompliant. List all local laws made or remade
during 2008-09 which impose a restriction on
competition.
b) this statement presents fairly the Council’s
implementation of the National Competition
Policy.
Signed:
Steve Dalton
Acting Chief Executive Officer
Date: 27 September 2010
For each local law listed, state whether the
competition test was undertaken and documented as required by Schedule 8 of the Local
Government Act 1989. If a competition test
was not undertaken, please justify or cite actions to redress.
C.
Competitive Neutrality Compliance
State whether the Council is compliant or
non-compliant for all significant businesses.
List any significant businesses that are noncompliant.
For each non-compliant significant business
listed, please justify or cite actions to redress.
83
Council is required under section 132 of the Local Government Act 1989 to prepare a Performance Statement which
includes key strategic activities, performance measures and targets included in the 2009-10 Budget, results, and an
explanation where there has been a substantial failure to achieve a target.
One Key Strategic Activity (KSA) is included for each of the seven Council Plan Strategic Objectives. Each KSA is broken
down into time, cost, quantity, and quality measures as appropriate and practicable.
The following performance statement is prepared pursuant to these requirements.
Strategic Objective One: Strengthening Casey’s Communities
Key Strategic Activity: Promote and respect social and cultural diversity
Activity Measured: Grant
Target
recipient celebration of outcomes
from grant schemes which
promote social and cultural
diversity in the community
Result
Explanation (where Council has
failed to substantially achieve the
target)
Time
Event to celebrate the
outcomes resulting from
grant funding
30 June 2010
Outcomes showcased
at the Volunteer
Awards Ceremony
held 14 May 2010
(target achieved).
-
Cost
Grant fund expenditure
0 to -2% variance
to the allocated
budget
3.13% variance (target The Community Grants and
not achieved)
Ageing Positively Grants were
undersubscribed and the forecast
budget was adjusted to reflect this.
A number of groups did not submit
invoices for sponsorship approved
by Council prior to the end of the
financial year.
Quantity Number of grant
applications received
400
347 (target not
achieved)
See comment above in relation to
“Grant fund expenditure”.
Quality
90% of grant
recipients
77% (target not
achieved)
Due to the timing of the release of
grant payments, some acquittals
are not due until later in the 20102011 financial year.
Submission of
evaluation report
by each successful
applicant
Strategic Objective Two: Achieving an Environmentally Sustainable Casey
Key Strategic Activity: Develop and implement the Sustainability Plan incorporating strategies to reduce
greenhouse gas emissions
Activity Measured: Adoption of
the Sustainability Plan
Target
Result
target)
Time
31 March 2010
Adoption delayed
to early 2010-2011
(target not achieved)
An earlier draft of the Plan was
the subject of extensive revision
following the creation of the
Environment Department in late
2009. Council subsequently
deferred the adoption of the Plan at
its 15 June 2010 meeting.
Adoption of the
Sustainability Plan
including finalisation of
the Sustainability Action
Plans
84
Quantity
Number of workshops
held during the
development of the Plan
90% of planned
workshops
100% (target
achieved)
-
Strategic Objective Three: Planning for Casey
Key Strategic Activity: Provide simple and efficient planning practices to ensure timely outcomes
Activity Measured: The efficiency Target
and effectiveness of the planning
application approvals process
Result
target)
Time
Percentage
achievement within
statutory timeframes
> or = 61% (i.e.
55% (target not
equal to or better
achieved)
that the most
recently calculated
State average)
Cost
Planning Department
expenditure
0 to -2% variance
to the allocated
budget
-15.40% (target not
achieved)
Quantity Percentage of planning
applications reported to
Council for a decision,
i.e. not dealt with under
delegation
Reduce to less
than 10% of total
applications (the
most recently
calculated figure,
in 2007-2008, was
13%)
4.5% (target achieved) -
Quality
> or = to 52% for
applicant appeals
54.7% (target
achieved)
> or = to 91% of
objector appeals
75% (target not
achieved)
Percentage of planning
appeals to VCAT
where the decision is
consistent with Council
decision
(in the case of
both applicant
appeals and
objector appeals
the target was set
at better than or
equal to the most
recently calculated
State average)
The target proved to be overly
ambitious given workload issues.
Legal costs significantly exceeded
Budget, including high profile VCAT
cases and a Council decision to
pursue a VCAT decision relating to
a residential sub-division adjacent
to a landfill to the Supreme Court.
Based on low numbers (four
appeals only), the percentage result
is unrepresentatively skewed by
one outcome inconsistent with the
Council decision.
85
Strategic Objective Four: Delivering and Maintaining Casey’s Infrastructure
Key Strategic Activity: Develop and implement Asset Management Plans, including maintenance, whilst
ensuring that they address social, economic and environmental issues, including climate change
Activity Measured: 2009-2010
implementation of the Asset
Management Plan
Target
Result
target)
Time
Asset Management
Plans reviewed
and used for the
development of the
Budgets for renewal
and new Capital Works
Projects
30 April 2010
5-year detailed
renewal programs
consistent with the
Asset Management
Plans were submitted
as part of the
development of the
5-year Capital Works
Program in March
2010 (target achieved)
-
Cost
Allocation of sufficient
Expenditure
expenditure as per Asset allocated as
Management Plans
per Asset
Management
Plans
Budget allocations are
consistent with Asset
Management Plans
(target achieved)
-
Quantity Number of asset classes 4 (Drains, Roads, 4 (Drains, Roads,
addressed by the Asset Buildings, and
Buildings, and Parks
Management Plans
Parks & Reserves) & Reserves) (target
achieved)
-
Quality
Target proved to be overly
ambitious given available
resources.
Casey Asset
Management target as
defined in the updated
Asset Management
Strategy (based on the
MAV STEP program)
Score as defined
in the Strategy 69
67.6 (target not
achieved)
Strategic Objective Five: Growing Casey’s Economy
Key Strategic Activity: Actively encourage opportunities for further small and large business development in
Casey, both public and private
Activity Measured: The
establishment and impact of
an Economic Development
Partnership in Casey
Target
Result
target)
Time
31 October 2009
Partnership formally
established via
resolution of Council
on 15 June 2010
(target not achieved)
The Partnership is linked to the
Economic Development Strategy
2010-2015 and its establishment
was delayed pending the adoption
of the Strategy by Council on 15
June 2010.
Establish the Casey
Partnership
86
Quantity Number of businesses
not currently operating
in the municipality which
Council has engaged
with in an attempt to
attract them to Casey
Quality
150
-
Number of businesses
participating in Council’s
Business Mentoring
Program
25
-
Survey result for
business satisfaction
with the Casey
Partnership
60% satisfied or
very satisfied
Survey not conducted
(result not measured)
See explanation relating to
“Establish the Casey Economic
Development Partnership” above.
Strategic Objective Six: Advocating for Casey
Key Strategic Activity: Strengthen relationships and improve lobbying practices involving State and Federal
parliamentarians and ensure that the Mayor communicates Council’s corporate planning and other major
decisions to local parliamentarians
Activity Measured: Council’s
Target
success in its role as community
advocate in lobbying other levels
of government
Result
target)
Time
Completed by 30
September 2009
(target achieved)
-
100% (target
achieved)
-
Develop an annual
program to strengthen
relationship with local
parliamentarians to
enhance lobbying
outcomes
30 September
2009
Quantity Percentage achievement 90%
of the number of
contacts targeted in
the annual program to
strengthen relationship
with local politicians and
to enhance lobbying
outcomes
87
Strategic Objective Seven: Achieving Excellence in Governance at Casey
Key Strategic Activity: Consult with residents and community organisations during decision making on
relevant matters
Activity Measured: Delivery of an
annual program of community
consultation and engagement
Target
Result
target)
Time
Develop an annual
program on community
consultation and
engagement
31 August 2009
Completed by 31
August 2009 (target
achieved)
-
Quantity Delivery of the planned
consultations
90% of
consultations
identified in the
annual program
59% completed or
in-progress as at 30
June 2010 (target not
achieved)
The 41% of planned consultations
not completed or in-progress
as at 30 June 2010 were either
cancelled (9%) or deferred (32%)
due to operational and other
issues impacting on a range of
Departments responsible for the
delivery of individual consultations.
These issues were not envisaged at
the time the program was created.
Quality
An improvement
on the 2008-2009
score (59)
58 (target not
achieved)
A communications program,
via Council’s website, media
advertising and residents’
newsletter, was implemented
in 2009-10 to increase the
community’s awareness of
consultation opportunities. This
program was in its early stages
in 2009-2010 and the projected
improvement in community
perceptions of engagement is yet to
become evident. The program will
be strengthened in 2010-11.
2010 Local Government
Community Satisfaction
Survey Score for
community engagement
88
Council Approval of the Performance Statement for the Year Ended 30 June 2010
In our opinion, the accompanying performance statement of the Casey City Council in respect of the 2009-10 financial
year is presented fairly and in accordance with the Local Government Act 1989.
This statement outlines the key strategic activities, performance measures and targets included in the 2009-10 Budget
and describes the extent to which the key strategic activities were achieved, having regard to the measures and targets.
At the time of signing, we are not aware of any circumstances which would render any particular in the statement to be
misleading or inaccurate.
Cr Lorraine Wreford
Mayor
Dated: 7 September 2010
Cr Shar Balmes
Deputy Mayor
Dated: 7 September 2010
89
90
91
The following information is provided to
meet the requirements of Section 105 of the
Whistleblowers Protection Act 2001.
a) The current procedures established by
Council under Part 6 of the Whistleblowers
Protection Act 2001:
Procedure for handling disclosures made under
the Whistleblowers Protection Act 2001:
1.
Statement of support for
Whistleblowers
The City of Casey is committed to the aims and
objectives of the Whistleblowers Protection Act
2001 (the Act). It does not tolerate improper
conduct by its employees, officers or members,
nor the taking of reprisals against those who
come forward to disclose such conduct.
The City of Casey recognises the value
of transparency and accountability in its
administrative and management practices, and
supports the making of disclosures that reveal
corrupt conduct, conduct involving a substantial
mismanagement of public resources, or conduct
involving a substantial risk to public health and
safety or the environment.
The City of Casey will take all reasonable steps
to protect people who make such disclosures
from any detrimental action in reprisal for making
the disclosure. It will also afford natural justice to
the person who is the subject of the disclosure.
2.
Purpose of these procedures
These procedures establish a system for
reporting disclosures of improper conduct
or detrimental action by the City of Casey
or its employees. The system enables such
disclosures to be made to one of the nominated
Protected Disclosure Officers or to the Protected
Disclosure Coordinator. Disclosures may be
made by employees or by members of the
public.
These procedures are designed to complement
normal communication channels between
supervisors and employees. Employees are
encouraged to continue to raise appropriate
matters at any time with their supervisors. As an
alternative, employees may make a disclosure of
92
improper conduct or detrimental action under the
Act in accordance with these procedures.
Objects of the Act
3.
The Whistleblowers Protection Act 2001
commenced operation on 1 January 2002. The
purpose of the Act is to encourage and facilitate
the making of disclosures of improper conduct
by public officers and public bodies. The Act
provides protection to Whistleblowers who make
disclosures in accordance with the Act, and
establishes a system for the matters disclosed to
be investigated and rectifying action to be taken.
Definitions of key terms
4.
Three key concepts in the reporting system
are improper conduct, corrupt conduct and
detrimental action. Definitions of these terms are
set out below.
4.1
Improper conduct
A disclosure may be made about improper
conduct by a public body or public official.
Improper conduct means conduct that is
corrupt, a substantial mismanagement of public
resources, or conduct involving substantial risk
to public health or safety or to the environment.
The conduct must be serious enough to
constitute, if proved, a criminal offence or
reasonable grounds for dismissal.
Examples
To avoid closure of a town’s only industry, an
Environmental Health Officer ignores or conceals
evidence of illegal dumping of waste.
An Agricultural Officer delays or declines
imposing quarantine to allow a financially
distressed farmer to sell diseased stock.
A Building Inspector tolerates poor practices and
structural defects in the work of a leading local
builder.
See 4.2 below for specific examples of corrupt
conduct.
4.2
Corrupt conduct
Corrupt conduct means:
• Conduct of any person (whether or not a
A person threatens, abuses or carries out other
forms of harassment directly or indirectly against
the Whistleblower, his or her family or friends.
•
A public body discriminates against the
Whistleblower or his or her family and
associates in subsequent applications for jobs,
permits or tenders.
•
•
•
public official) that adversely affects the
honest performance of a public officer’s or
public body’s functions;
The performance of a public officer’s
functions dishonestly or with inappropriate
partiality;
Conduct of a public officer, former public
officer or a public body that amounts to a
breach of public trust;
Conduct by a public officer, former public
officer or a public body that amounts to the
misuse of information or material acquired in
the course of the performance of their official
functions; or
A conspiracy or attempt to engage in the
above conduct.
Examples
A public officer takes a bribe or receives a
payment other than his or her wages or salary in
exchange for the discharge of a public duty.
A public officer favours unmeritorious
applications for jobs or permits by friends and
relatives.
A public officer sells confidential information.
4.3
Detrimental action
The Act makes it an offence for a person to take
detrimental action against a person in reprisal
for a protected disclosure. Detrimental action
includes:
• Action causing injury, loss or damage;
• Intimidation or harassment; and
• Discrimination, disadvantage or adverse
treatment in relation to a person’s
employment, career, profession, trade or
business, including the taking of disciplinary
action.
Examples
A public body refuses a deserved promotion of a
person who makes a disclosure.
A public body demotes, transfers, isolates
in the workplace or changes the duties of a
Whistleblower due to the making of a disclosure.
5.
5.1
The reporting system
Contact persons within the City of
Casey
Disclosures of improper conduct or detrimental
action by the City of Casey or its employees,
may be made to the following officers:
• A Protected Disclosure Officer
Rob Pedder
Manager Organisational Strategy
City of Casey
Magid Drive
NARRE WARREN 3805
Ph: 03 9705 5399
Mob: 0407 856 940
Steve Dalton
Director Corporate Services
City of Casey
Magid Drive
NARRE WARREN 3805
Ph:
03 9705 5335
Richard Frazer
Manager Human Resources
City of Casey
Magid Drive
NARRE WARREN 3805
03 9705 5219
Ph:
• The Protected Disclosure Coordinator
Rob Pedder
Manager Organisational Strategy
City of Casey
Magid Drive
NARRE WARREN 3805
Ph:
03 9705 5399
Mob: 0407 856 940
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All correspondence, phone calls and emails from
internal or external Whistleblowers which are
not addressed to a specific Protected Disclosure
Officer will be referred to the Protected
Disclosure Coordinator.
Where a person is contemplating making a
disclosure and is concerned about approaching
the Protected Disclosure Coordinator or a
Protected Disclosure Officer in the workplace, he
or she can call the relevant officer and request
a meeting in a discreet location away from the
workplace. Where a meeting is requested in a
discrete location away from the workplace, two
Protected Disclosure Officers will always be in
attendance.
5.2
Alternative contact persons
A disclosure about improper conduct or
detrimental action by City of Casey or its
employees, may also be made directly to the
Ombudsman:
The Ombudsman Victoria
Level 22, 459 Collins Street
Melbourne Victoria 3000
(DX 210174)
Internet: www.ombudsman.vic.gov.au
Tel:
Toll Free:
9613 6222
1800 806 314
The following table sets out where disclosures
about persons other than employees of City of
Casey should be made.
Person who is
the subject of the
disclosure
Person/body to whom
the disclosure must be
made
Employee of a public
body
That public body or the
Ombudsman
Member of Parliament
(Legislative Assembly)
Speaker of the Legislative
Assembly
Member of Parliament
(Legislative Council)
President of the
Legislative Council
Councillor
The Ombudsman
Chief Commissioner of
Police
The Ombudsman or
Director, Police Integrity
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Member of the Police
Force
6.
6.1
The Ombudsman, the
Director, Police Integrity
or Chief Commissioner of
Police
Roles and responsibilities
Employees
Employees are encouraged to report known
or suspected incidences of improper conduct
or detrimental action in accordance with these
procedures.
All employees of the City of Casey have an
important role to play in supporting those who
have made a legitimate disclosure. They must
refrain from any activity that is, or could be
perceived to be, victimisation or harassment of
a person who makes a disclosure. Furthermore,
they should protect and maintain the
confidentiality of a person they know or suspect
to have made a disclosure.
6.2
Protected Disclosure Officers
Protected Disclosure Officers will:
• Be a contact point for general advice about
the operation of the Act for any person
wishing to make a disclosure about improper
conduct or detrimental action;
• Make arrangements for a disclosure to
be made privately and discreetly and, if
necessary, away from the workplace;
• Receive any disclosure made orally or
in writing (from internal and external
Whistleblowers);
• Commit to writing any disclosure made
orally;
• Impartially assess the allegation and
determine whether it is a disclosure made in
accordance with Part 2 of the Act (that is, ‘a
protected disclosure’);
• Take all necessary steps to ensure the
identity of the Whistleblower and the identity
of the person who is the subject of the
disclosure are kept confidential; and
• Forward all disclosures and supporting
evidence to the Protected Disclosure
Coordinator.
6.3
Protected Disclosure Coordinator
The Protected Disclosure Coordinator has
a central ‘clearinghouse’ role in the internal
reporting system. He or she will
• Receive all disclosures forwarded from the
Protected Disclosure Officers;
• Receive all phone calls, emails and letters
from members of the public or employees
seeking to make a disclosure;
• Impartially assess each disclosure to
determine whether it is a public interest
disclosure;
• Refer all public interest disclosures to the
Ombudsman;
• Be responsible for carrying out, or
appointing an investigator to carry out, an
investigation referred to the public body by
the Ombudsman;
• Be responsible for overseeing and
coordinating an investigation where an
investigator has been appointed;
• Appoint a Welfare Manager to support the
Whistleblower and to protect him or her from
any reprisals;
• Advise the Whistleblower of the progress of
an investigation into the disclosed matter;
• Establish and manage a confidential filing
system;
• Collate and publish statistics on disclosures
made;
• Take all necessary steps to ensure the
identity of the Whistleblower and the identity
of the person who is the subject of the
disclosure are kept confidential; and
• Liaise with the Chief Executive Officer of the
public body.
6.4
Investigator
The investigator will be responsible for carrying
out an internal investigation into a disclosure
where the Ombudsman has referred a matter to
the public body. An Investigator may be a person
from within an organisation or a consultant
engaged for that purpose.
6.5
Welfare Manager
The Welfare Manager is responsible for looking
after the general welfare of the Whistleblower.
The Welfare Manager will:
• Examine the immediate welfare and
•
•
•
7.
protection needs of a Whistleblower who
has made a disclosure and seek to foster a
supportive work environment;
Advise the Whistleblower of the legislative
and administrative protections available to
him or her;
Listen and respond to any concerns of
harassment, intimidation or victimisation in
reprisal for making disclosure; and
Ensure the expectations of the
Whistleblower are realistic.
Confidentiality
The City of Casey will take all reasonable steps
to protect the identity of the Whistleblower.
Maintaining confidentiality is crucial in ensuring
reprisals are not made against a Whistleblower.
The Act requires any person who receives
information due to the handling or investigation
of a protected disclosure, not to disclose
that information except in certain limited
circumstances. Disclosure of information in
breach of section 22 constitutes an offence that
is punishable by a maximum fine of 60 penalty
units ($7,092, increasing to $7,167 from 1 July
2010) or six months imprisonment or both.
The circumstances in which a person may
disclose information obtained about a protected
disclosure include:
• Where exercising the functions of the public
body under the Act;
• When making a report or recommendation
under the Act;
• When publishing statistics in the annual
report of a public body; and
• In criminal proceedings for certain offences
in the Act.
However, the Act prohibits the inclusion of
particulars in any report or recommendation
that is likely to lead to the identification of
the Whistleblower. The Act also prohibits the
identification of the person who is the subject of
the disclosure in any particulars included in an
annual report.
The City of Casey will ensure all files, whether
paper or electronic, are kept in a secure area
and can only be accessed by the Protected
95
Disclosure Coordinator, Protected Disclosure
Officer, the Investigator or Welfare Manager (in
relation to welfare matters). All printed material
will be kept in files that are clearly marked as
a Whistleblower Protection Act matter, and
warn of the criminal penalties that apply to any
unauthorised divulging of information concerning
a protected disclosure. All electronic files will be
produced and stored on a stand-alone computer
and be given password protection. Backup
files will be kept on appropriate external media.
All materials relevant to an investigation, such
as tapes from interviews, will also be stored
securely with the whistleblower files.
The City of Casey will not email documents
relevant to a whistleblower matter and will
ensure all phone calls and meetings are
conducted in private.
8.
Collating and publishing statistics
The Protected Disclosure Coordinator will
establish a secure register to record the
information required to be published in the
annual report, and to generally keep account
of the status of whistleblower disclosures.
The register will be confidential and will not
record any information that may identify the
Whistleblower.
The register will contain the following
information:
• The number and types of disclosures made
to public bodies during the year;
• The number of disclosures referred to the
Ombudsman for determination as to whether
they are public interest disclosures;
• The number and types of disclosed
matters referred to the public body by the
Ombudsman for investigation;
• The number and types of disclosures
referred by the public body to the
Ombudsman for investigation;
• The number and types of investigations
taken over from the public body by the
Ombudsman;
• The number of requests made by a
Whistleblower to the Ombudsman to take
over an investigation by the public body;
• The number and types of disclosed matters
that the public body has declined to
96
investigate;
• The number and types of disclosed matters
•
that were substantiated upon investigation
and the action taken on completion of the
investigation; and
Any recommendations made by the
Ombudsman that relate to the public body.
9.
Receiving and assessing disclosures
9.1
Has the disclosure been made in
accordance with Part 2 of the Act?
Where a disclosure has been received by
the Protected Disclosure Officer or by the
Protected Disclosure Coordinator, he or she will
assess whether the disclosure has been made
in accordance with Part 2 of the Act and is,
therefore, a protected disclosure.
9.1.1
Has the disclosure been made to the
appropriate person?
For the disclosure to be responded to by the
City of Casey, it must concern an employee,
member or officer of the City of Casey. If the
disclosure concerns an employee, officer or
member of another public body, the person who
has made the disclosure must be advised of the
correct person or body to whom the disclosure
should be directed (See the table in 5.2). If
the disclosure has been made anonymously, it
should be referred to the Ombudsman.
9.1.2
Does the disclosure contain the
essential elements of a protected
disclosure?
To be a protected disclosure, a disclosure must
satisfy the following criteria:
• Did a natural person (that is, an individual
person rather than a corporation) make the
disclosure?
• Does the disclosure relate to conduct of a
public body or public officer acting in their
official capacity?
• Is the alleged conduct either improper
conduct or detrimental action taken against
a person in reprisal for making a protected
disclosure?
• Does the person making a disclosure have
reasonable grounds for believing the alleged
conduct has occurred?
Where a disclosure is assessed to be a
protected disclosure, it is referred to the
Protected Disclosure Coordinator. The Protected
Disclosure Coordinator will determine whether
the disclosure is a public interest disclosure.
Where a disclosure is assessed not to be a
protected disclosure, the matter does not need
to be dealt with under the Act. The Protected
Disclosure Officer will decide how the matter
should be responded to in consultation with the
Protected Disclosure Coordinator.
9.1.3
Is the disclosure a public interest
disclosure?
Where the Protected Disclosure Officer or
Coordinator has received a disclosure that has
been assessed to be a protected disclosure,
the Protected Disclosure Coordinator will
determine whether the disclosure amounts to
a public interest disclosure. This assessment
will be made within 45 days of the receipt of the
disclosure.
In reaching a conclusion as to whether a
protected disclosure is a public interest
disclosure, the Protected Disclosure Coordinator
will consider whether the disclosure shows, or
tends to show, that the public officer to whom the
disclosure relates:
• Has engaged, is engaging or proposes to
engage in improper conduct in his or her
capacity as a public officer; or
• Has taken, is taking or proposes to take
detrimental action in reprisal for the making
of the protected disclosure.
Where the Protected Disclosure Coordinator
concludes that the disclosure amounts to a
public interest disclosure, he or she will:
1 Notify the person who made the disclosure
of that conclusion; and
2 Refer the disclosure to the Ombudsman
for formal determination as to whether it is
indeed a public interest disclosure.
Where the Protected Disclosure Coordinator
concludes that the disclosure is not a public
interest disclosure, he or she will:
1 Notify the person who made the disclosure
of that conclusion; and
2 Advise that person that he or she may
request the public body to refer the
disclosure to the Ombudsman for a formal
determination as to whether the disclosure
is a public interest disclosure, and that this
request must be made within 28 days of the
notification.
In either case, the Protected Disclosure
Coordinator will make the notification and the
referral within 14 days of the conclusion being
reached by the public body. Notification to
the Whistleblower is not necessary where the
disclosure has been made anonymously.
10.
Investigations
10.1
Introduction
Where the Ombudsman refers a protected
disclosure to the City of Casey for investigation,
the Protected Disclosure Coordinator will appoint
an Investigator to carry out the investigation.
The objectives of an investigation will be:
• To collate information relating to the
allegation as quickly as possible. This may
involve taking steps to protect or preserve
documents, materials and equipment;
• To consider the information collected and to
draw conclusions objectively and impartially
• To maintain procedural fairness in the
treatment of witnesses and the person who
is the subject of the disclosure; and
• To make recommendations arising from the
conclusions drawn concerning remedial or
other appropriate action.
10.2
Terms of reference
Before commencing an investigation, the
Protected Disclosure Coordinator will draw up
terms of reference and obtain authorisation
for those terms by the Chief Executive Officer.
The terms of reference will set a date by which
the investigation report is to be concluded,
and will describe the resources available to
the investigator to complete the investigation
within the time set. The Protected Disclosure
Coordinator may approve, if reasonable, an
extension of time requested by the Investigator.
97
The terms of reference will require the
Investigator to make regular reports to the
Protected Disclosure Coordinator who, in turn,
is to keep the Ombudsman informed of general
progress.
10.3
Investigation plan
The Investigator will prepare an investigation
plan for approval by the Protected Disclosure
Coordinator. The plan will list the issues to be
substantiated and describe the avenue of inquiry.
It will address the following issues:
• What is being alleged?
• What are the possible findings or offences?
• What are the facts in issue?
• How is the inquiry to be conducted?
• What resources are required?
At the commencement of the investigation, the
Whistleblower should be:
• Notified by the Investigator that he or
she has been appointed to conduct the
investigation;
• Asked to clarify any matters; and
• Provide any additional material he or she
might have.
The Investigator will be sensitive to the
Whistleblower’s possible fear of reprisals and will
be aware of the statutory protections provided to
the Whistleblower.
10.4
investigation has commenced);
• If the Investigator is contemplating making a
Natural justice
The principles of natural justice will be followed
in any investigation of a public interest
disclosure. The principles of natural justice
concern procedural fairness and ensure a fair
decision is reached by an objective decision
maker. Maintaining procedural fairness protects
the rights of individuals and enhances public
confidence in the process.
The City of Casey will have regard to the
following issues in ensuring procedural fairness:
• The person who is the subject of the
disclosure is entitled to know the allegations
made against him or her and must be given
the right to respond. (This does not mean
the person must be advised of the allegation
as soon as the disclosure is received or the
98
•
•
•
•
•
report adverse to the interests of any person,
that person should be given the opportunity
to put forward further material that may
influence the outcome of the report and that
person’s defence should be fairly set out in
the report;
All relevant parties to a matter should
be heard and all submissions should be
considered;
A decision should not be made until all
reasonable inquiries have been made;
The Investigator or any decision maker
should not have a personal or direct interest
in the matter being investigated;
All proceedings must be carried out fairly
and without bias. Care should be taken to
exclude perceived bias from the process;
and
The Investigator must be impartial
in assessing the credibility of the
Whistleblowers and any witnesses. Where
appropriate, conclusions as to credibility
should be included in the investigation
report.
10.5
Conduct of the investigation
The Investigator will make contemporaneous
notes of all discussions and phone calls, and
all interviews with witnesses will be taped. All
information gathered in an investigation will be
stored securely. Interviews will be conducted
in private and the Investigator will take all
reasonable steps to protect the identity of the
Whistleblower. Where disclosure of the identity
of the Whistleblower cannot be avoided, due to
the nature of the allegations, the Investigator will
warn the Whistleblower and his or her Welfare
Manager of this probability.
It is at the discretion of the Investigator to allow
any witness to have legal or other representation
or support during an interview. If a witness has a
special need for legal representation or support,
permission should be granted.
10.6
Referral of an investigation to the
Ombudsman
make a decision regarding the referral of an
investigation to the Ombudsman where, on the
advice of the Investigator:
• The investigation is being obstructed by,
for example, the non-cooperation of key
witnesses; or
• The investigation has revealed conduct that
may constitute a criminal offence.
10.7
Reporting requirements
ensure the Whistleblower is kept regularly
informed concerning the handling of a protected
disclosure and an investigation.
The Protected Disclosure Coordinator will report
to the Ombudsman about the progress of an
investigation.
Where the Ombudsman or the Whistleblower
requests information about the progress of an
investigation, that information will be provided
within 28 days of the date of the request.
11.
Action taken after an investigation
11.1
Investigator’s final report
At the conclusion of the investigation, the
Investigator will submit a written report of his
or her findings to the Protected Disclosure
Coordinator. The report will contain:
• The allegation/s;
• An account of all relevant information
received and, if the Investigator has rejected
evidence as being unreliable, the reasons
for this opinion being formed;
• The conclusions reached and the basis for
them; and
• Any recommendations arising from the
conclusions.
Where the Investigator has found that the
conduct disclosed by the Whistleblower has
occurred, recommendations made by the
Investigator will include:
• The steps that need to be taken by the
City of Casey to prevent the conduct from
continuing or occurring in the future; and
• Any action that should be taken by the City
of Casey to remedy any harm or loss arising
from the conduct. This action may include
bringing disciplinary proceedings against
the person responsible for the conduct,
and referring the matter to an appropriate
authority for further consideration.
The report will be accompanied by:
• The transcript or other record of any oral
•
evidence taken, including tape recordings;
and
All documents, statements or other exhibits
received by the officer and accepted
as evidence during the course of the
investigation.
Where the Investigator’s report is to include
an adverse comment against any person, that
person will be given the opportunity to respond
and his or her defence will be fairly included in
the report.
The report will not disclose particulars likely to
lead to the identification of the Whistleblower.
11.2
Action to be taken
If the Protected Disclosure Coordinator is
satisfied that the investigation has found that the
disclosed conduct has occurred, he or she will
recommend to the Chief Executive Officer the
action that must be taken to prevent the conduct
from continuing or occurring in the future. The
Protected Disclosure Coordinator may also
recommend that action be taken to remedy any
harm or loss arising from the conduct.
provide a written report to the Chief Executive
Officer, the Ombudsman and the Whistleblower
setting out the findings of the investigation and
any remedial steps taken.
Where the investigation concludes that the
disclosed conduct did not occur, the Protected
Disclosure Coordinator will report these findings
to the Ombudsman and to the Whistleblower.
12.
Managing the welfare of the
Whistleblower
12.1
Commitment to protecting
Whistleblowers
99
The City of Casey is committed to the protection
of genuine Whistleblowers against detrimental
action taken in reprisal for the making of
protected disclosures. The Protected Disclosure
Coordinator is responsible for ensuring
Whistleblowers are protected from direct and
indirect detrimental action, and that the culture
of the workplace is supportive of protected
disclosures being made.
appoint a Welfare Manager to all Whistleblowers
who have made a protected disclosure. The
Welfare Manager will:
• Examine the immediate welfare and
protection needs of a Whistleblower who
has made a disclosure and, where the
Whistleblower is an employee, seek to foster
a supportive work environment;
• Advise the Whistleblower of the legislative
and administrative protections available to
him or her;
• Listen and respond to any concerns of
harassment, intimidation or victimisation in
reprisal for making disclosure;
• Keep a contemporaneous record of all
aspects of the case management of the
Whistleblower including all contact and
follow-up action; and
• Ensure the expectations of the
Whistleblower are realistic.
All employees will be advised that it is an offence
for a person to take detrimental action in reprisal
for a protected disclosure. The maximum penalty
is a fine of 240 penalty units ($28,036.80,
increasing to $28,668 from 1 July 2010) or
two years imprisonment or both. The taking of
detrimental action in breach of this provision can
also be grounds for making a disclosure under
the Act and can result in an investigation.
Detrimental action includes:
• Causing injury, loss or damage;
• Intimidation or harassment; and
• Discrimination, disadvantage or adverse
treatment in relation to a person’s
employment, career, profession, trade or
business (including the taking of disciplinary
action).
100
12.2 Keeping the Whistleblower informed
The Protected Disclosure Coordinator will ensure
the Whistleblower is kept informed of action
taken in relation to his or her disclosure, and the
time frames that apply. The Whistleblower will be
informed of the objectives of an investigation, the
findings of an investigation, and the steps taken
by the City of Casey to address any improper
conduct that has been found to have occurred.
The Whistleblower will be given reasons for
decisions made by the City of Casey in relation
to a protected disclosure. All communication with
the Whistleblower will be in plain English.
12.3
Occurrence of detrimental action
If a Whistleblower reports an incident of
harassment, discrimination or adverse treatment
that would amount to detrimental action taken
in reprisal for the making of the disclosure, the
Welfare Manager will:
• Record details of the incident;
• Advise the Whistleblower of his or her rights
under the Act; and
• Advise the Protected Disclosure Coordinator
or Chief Executive Officer of the detrimental
action.
The taking of detrimental action in reprisal for the
making of a disclosure can be an offence against
the Act as well as grounds for making a further
disclosure. Where such detrimental action is
reported, the Protected Disclosure Coordinator
will assess the report as a new disclosure
under the Act. Where the Protected Disclosure
Coordinator is satisfied that the disclosure
is a public interest disclosure, he or she will
refer it to the Ombudsman. If the Ombudsman
subsequently determines the matter to be a
public interest disclosure, the Ombudsman may
investigate the matter or refer it to another body
for investigation as outlined in the Act.
12.4
Whistleblowers implicated in
improper conduct
Where a person who makes a disclosure is
implicated in misconduct, the City of Casey
will handle the disclosure and protect the
Whistleblower from reprisals in accordance with
the Act, the Ombudsman’s guidelines and these
procedures. The City of Casey acknowledges
that the act of whistleblowing should not
shield Whistleblowers from the reasonable
consequences flowing from any involvement
in improper conduct. Section 17 of the Act
specifically provides that a person’s liability
for his or her own conduct is not affected by
the person’s disclosure of that conduct under
the Act. However, in some circumstances, an
admission may be a mitigating factor when
considering disciplinary or other action.
The Chief Executive Officer will make the
final decision on the advice of the Protected
Disclosure Coordinator as to whether
disciplinary or other action will be taken against
a Whistleblower. Where disciplinary or other
action relates to conduct that is the subject of
the Whistleblower’s disclosure, the disciplinary
or other action will only be taken after the
disclosed matter has been appropriately dealt
with.
In all cases where disciplinary or other action
is being contemplated, the Chief Executive
Officer must be satisfied that it has been clearly
demonstrated that:
• The intention to proceed with disciplinary
action is not causally connected to the
making of the disclosure (as opposed to the
content of the disclosure or other available
information);
• There are good and sufficient grounds that
would fully justify action against any nonWhistleblower in the same circumstances;
and
• There are good and sufficient grounds that
justify exercising any discretion to institute
disciplinary or other action.
thoroughly document the process including
recording the reasons why the disciplinary or
other action is being taken, and the reasons
why the action is not in retribution for the making
of the disclosure. The Protected Disclosure
Coordinator will clearly advise the Whistleblower
of the proposed action to be taken, and of any
mitigating factors that have been taken into
account.
13.
Management of the person against
whom a disclosure has been made
The City of Casey recognises that employees
and members of Special Committees
who are not Councillors or Council staff
against whom disclosures are made must
also be supported during the handling and
investigation of disclosures. The City of Casey
will take all reasonable steps to ensure the
confidentiality of the person who is the subject
of the disclosure during the assessment and
investigation process. Where investigations do
not substantiate disclosures, the fact that the
investigation has been carried out, the results of
the investigation, and the identity of the person
who is the subject of the disclosure will remain
confidential.
ensure the person who is the subject of any
disclosure investigated by or on behalf of a
public body is:
• Informed as to the substance of the
allegations;
• Given the opportunity to answer the
allegations before a final decision is made;
• Informed as to the substance of any adverse
comment that may be included in any report
arising from the investigation; and has
• His or her defence set out fairly in any
report.
Where the allegations in a disclosure have been
investigated, and the person who is the subject
of the disclosure is aware of the allegations
or the fact of the investigation, the Protected
Disclosure Coordinator will formally advise the
person who is the subject of the disclosure of the
outcome of the investigation.
The City of Casey will give its full support to a
person who is the subject of a disclosure where
the allegations contained in a disclosure are
clearly wrong or unsubstantiated. Such support
will include considering and responding to any
specific request for reimbursement or assistance
on a case by case basis. If the matter has been
publicly disclosed, the Chief Executive Officer
of the City of Casey will consider any request
by that person to issue a statement of support
setting out that the allegations were clearly
wrong or unsubstantiated.
101
14.
Criminal offences
The City of Casey will ensure officers appointed
to handle protected disclosures and all other
employees are aware of the following offences
created by the Act:
1 It is an offence for a person to take
detrimental action against a person in
reprisal for a protected disclosure being
made. The Act provides a maximum penalty
of a fine of 240 penalty units ($28036.80,
increasing to $28668 from 1 July 2010) or
two years imprisonment or both.
2 It is an offence for a person to divulge
information obtained as a result of the
handling or investigation of a protected
disclosure without legislative authority.
The Act provides a maximum penalty of
60 penalty units ($7092, increasing to
$7167 from 1 July 2010) or six months
imprisonment or both.
3 It is an offence for a person to obstruct
the Ombudsman in performing his
responsibilities under the Act. The Act
provides a maximum penalty of 240 penalty
units ($28036.80, increasing to $28668 from
1 July 2010) or two years imprisonment or
both.
4 It is an offence for a person to knowingly
provide false information under the Act
with the intention that it be acted on as
a disclosed matter. The Act provides a
maximum penalty of 240 penalty units
($28036.80, increasing to $28668 from 1
July 2010) or two years imprisonment or
both.
15.
Review
These procedures will be reviewed annually to
ensure they meet the objectives of the Act and
accord with the Ombudsman’s guidelines.
b) The number and types of disclosures made to
Council under the Whistleblowers Protection Act
2001 during 2009-2010:
None
c) The number of disclosures referred during
2009-2010 by Council to the Ombudsman for
determination as to whether they are public
interest disclosures:
None
d) The number and types of disclosed matters
referred to Council during 2009-2010 by the
Ombudsman:
None
e) The number and types of disclosed matters
referred during 2009-2010 by Council to the
Ombudsman to investigate:
None
f) The number and types of investigations of
disclosed matters taken over by the Ombudsman
from Council during 2009-2010:
None
g) The number of requests made under section
74 of the Whistleblowers Protection Act 2001
to the Ombudsman to investigate disclosed
matters:
None
h) The number and types of disclosed matters
that the Council has declined to investigate
during the year:
None
i) The number and types of disclosed matters
that were substantiated on investigation and the
action taken on completion of the investigation:
None.
j) Any recommendations of the Ombudsman
under the Whistleblowers Protection Act 2001
102
that relate to the Council.
In his March 2010 report titled “Investigation
into the disclosure of information by a councillor
of the City of Casey”, the Ombudsman
recommended as follows in relation to Council:
• Recommendation 2: Casey review its
procurement processes and amend them
where necessary to preclude councillor from
membership of assessment panels.
• Recommendation 3: Casey clarify the role
of the MRA GP Run Organising Committee
and ensure the participation of councillors
and non elected persons is consistent with
the provisions of the Local Government Act
1989.
103
Victorian Local Government Indicators
The following Victorian Local Government indicators (VLGIs) are included in the 2009-10 Annual
Report as required by the Department for Planning and Community Development.
Category
Indicator
2009-10 Result
Overall Performance
Community satisfaction rating for overall performance
generally of the Council
64
Advocacy
Community satisfaction rating for Council’s advocacy
and community representation on key local issues
60
Engagement
Community satisfaction rating for Council’s engagement
in decision making on key local issues
58
All Rates
Average rates and charges per assessment
$1,220
Residential Rates
Average residential rates and charges per assessment
$1,129
Operating Costs
Average operating expenditure per assessment
Capital Expenditure
Average capital expenditure per assessment
$730
Infrastructure
Renewal
48%
Infrastructure
Renewal & Maintenance
60%
Debts
Average liabilities per assessment
Operating Result
Operating result per assessment
$ 1,896 #
$ 798
$ 3,042*
# items excluded
Landfill restoration provision increase
Infrastructure Assets Disposed
Share if net profits/(losses) of Associates and joint ventures accounted for by
equity method
$114,402,000
$11,705,000
$92,000
*Major factors that contributed to the result
Income
Donated Assets
$39,197,000
Revaluation – Fair value adjustment for investment property
Developer contributions
Capital Grants
$127,000
$9,171,000
$15,829,000
Share of net profits from associates
$235,474,000
Total
$299,798,000
Expenditure
Loss on Disposal of Assets
$11,705,000
Landfill restoration provision increase
$14,402,000
Share of net loss from Associates
Total
Adjusted Surplus
The result adjusted for these factors is
$92,000
$26,199,000
104
$6,344,000
$69
STANDARD STATEMENTS
Standard Statements
Basis of Preparation of Standard Statements
Council is required to prepare and include audited Standard Statements within its Annual Report.
The following four statements and explanatory notes form a special purpose financial report
prepared to meet the requirements of the Local Government Act 1989 and Local Government
(Finance and Reporting) Regulations 2004.
The Standard Statements have been prepared on an accounting basis consistent with those used
for the General Purpose Financial Report and the Budget. The results reported in these statements
are consistent with those reported in the General Purpose Financial Report. The Standard
Statements are not a substitute for the General Purpose Financial Report. They have not been
prepared in accordance with all Australian Accounting Standards or other authoritative professional
pronouncements.
The Standard Statements compare Council’s financial plan, expressed through its Annual Budget,
with actual performance. The Local Government Act 1989 requires explanation of any material
variances. The Council has adopted a materiality threshold of 10%. Explanations have not been
provided for variations below the materiality threshold unless the variance is considered to be
material because of its nature.
The budget figures included in the Standard Statements are those adopted by Council on 23 June
2009. The budget was based on assumptions that were relevant at the time of adoption of the
budget. The Council set guidelines and parameters for revenue and expense targets in this budget in
order to meet Council’s business plan and financial performance targets for both the short and long
term. The budget did not reflect any changes to equity resulting from assets revaluations, as their
impacts were not considered predictable.
Detailed information on the actual financial results are contained in the General Purpose Financial
Statements Report. The detailed budget can be obtained by contacting Council or through the
Council’s website. The Standard Statements must be read with reference to these documents.
105
STANDARD STATEMENTS
Standard Statements
Standard Statement of Financial Performance
For the year ended 30 June 2010
Budget
2009-2010
Actual
$'000
$'000
$'000
%
112,304
112,095
(209)
-0
Variance
Ref
Revenue from operating activities
Rates
Operating Grants and Contributions
33,428
36,877
3,449
10
1
Capital Grants and Contributions
58,363
66,258
7,895
14
2
Interest
4,138
2,720
(1,418)
(34)
3
User Charges
9,844
21,436
11,592
118
4
Statutory Fees
3,754
3,792
38
1
Fines
740
1,431
691
93
5
1,145
1,562
417
36
6
223,716
246,171
22,455
Employee Costs
52,437
52,290
147
0
Materials and Services
39,152
53,981
(14,829)
(38)
7
External Contracts
34,965
38,119
(3,154)
(9)
8
3,457
3,711
(254)
(7)
9
237
232
5
2
23,600
26,177
(2,577)
(11)
10
-
14,402
(14,402)
(100)
11
12
Asset Sales
Total Revenue
Expenses from Ordinary Activities
Utilities
Borrowing Costs
Depreciation
Increase in Provision of Landfill
Rehabilitation
WDV of Asset disposed
1,150
12,825
(11,675)
(1,015)
Other Expenditure
-
92
(92)
(100)
Total Expenditure
154,998
201,829
(46,831)
-
235,601
235,601
68,718
279,943
211,225
Net (Increase)/decrease in reserves
-
7,317
7,317
Total movements recognised as
equity
-
7,317
7,317
287,260
218,542
Other Income
Net Surplus (deficit) from
operations
Total Changes in Equity for the
year
106
68,718
100
13
14
STANDARD STATEMENTS
Standard Statements
Standard Statement of Financial Position
Budget
2009-2010
Actual
$'000
$'000
$'000
%
Ref
Cash Assets
71,262
46,107
(25,155)
(35)
15
Receivables
13,371
26,824
13,453
101
16
889
214
(675)
(76)
17
-
591
591
100
85,522
73,736
(11,786)
Variance
Current Assets
Other
Investments- Land held for Sale
Total Current Assets
Non-Current Assets
Cash Assets
2,000
-
(2,000)
100
Investments - Equities
4,778
4,788
10
0
18
Property, Plant and Equipment
1,206,085
1,635,671
429,586
36
19
Total Non-Current Assets
1,212,863
1,640,459
427,596
Total Assets
1,298,385
1,714,195
415,810
Payables
9,211
20,621
11,410
124
20
Trusts
4,077
4,178
101
2
21
Interest bearing liabilities
1,315
1,314
(1)
(0)
Employee Entitlements
5,011
9,745
4,734
94
22
Provision for rehabilitation
1,583
4,253
2,670
100
23
Total Current Liabilities
21,197
40,111
18,914
Interest bearing liabilities
1,740
1,740
-
-
Employee Entitlements
1,853
1,554
(299)
(16)
Provision for rehabilitation
21,500
34,217
12,717
59
23
Total Non-Current Liabilities
25,093
37,511
12,418
Total Liabilities
46,290
77,622
31,332
1,252,095
1,636,573
384,478
Accumulated surplus
871,017
1,140,599
269,582
31
24
Asset Revaluation Reserve
313,402
454,608
141,206
45
25
67,676
41,366
(26,310)
(39)
26
1,252,095
1,636,573
384,478
Current Liabilities
Non-Current Liabilities
Net Assets
Equity
Other Reserves
Total Equity
107
STANDARD STATEMENTS
Standard Statements
Standard Statement of Cash Flows
Budget
2009-2010
Actual
$'000
$'000
$'000
%
135,927
138,996
3,069
2
(141,446)
(171,847)
(30,401)
21
27
(5,519)
(32,851)
(27,332)
3,375
2,674
(701)
(21)
28
Government Receipts
52,034
67,312
15,278
29
29
Net cash inflow (outflow) from
operating activities
49,890
37,135
(12,755)
(40,214)
(47,175)
(6,961)
17
30
-
2,000
2,000
100
31
1,125
1,562
437
39
32
(39,089)
(43,613)
(4,524)
(1,428)
(1,428)
-
-
300
1,021
721
100
(1,128)
(407)
721
Net Increase /(Decrease) in Cash
Held
9,673
(6,885)
(16,558)
Cash at the beginning of the year
61,589
52,992
(8,597)
Cash at the end of the year
71,262
46,107
(25,155)
Variance
Ref
Cash flows from operating
activities
Receipts from customers
Payments to suppliers & employees
Net Cash inflow (outflow) from
customers/suppliers
Interest received
Cash flows from Investing
Activities
Payments for Property, Plant,
Equipment and Infrastructure
Proceeds from other Financial
Assets
Proceeds from Sales of Property,
Plant and Equipment
Net Cash inflow(outflow) from
Investing Activities
Cash flows from financing
activities
Repayment of Interest-bearing
Liabilities
Increase/(Decrease) in Trust
Deposits
Net Cash inflow/(outflow) from
financing activities
108
33
STANDARD STATEMENTS
Standard Statements
Standard Statement of Capital Works
Original Amended
Annual
Annual
Budget
Budget
$'000
$’000
Actual
$'000
Variance
Ref
$'000
%
Note 34
Capital Works - Consolidated
Buildings
13,309
13,309
10,497
(2,812)
(21)
35
Open Space
4,853
4,853
10,744
5,891
121
36
Plant & Equipment
6,658
6,658
5,706
(952)
(14)
37
Recreation Reserves
16,259
16,259
11,869
(4,390)
(27)
38
Roads & Drainage
15,468
15,468
18,072
2,605
17
39
Total Capital Works
Consolidated
56,546
56,546
56,888
342
1
31,043
31,570
31,623
53
0
9,544
8,302
8,423
121
1
Types of Capital Works
New Assets
Upgrade
Expansion
2,706
3,347
3,738
391
12
11,727
12,517
12,130
(387)
(3)
1,466
751
975
224
30
60
60
-
(60)
(100)
56,546
56,546
56,888
342
1
10,883
10,883
6,546
(4,338)
(40)
Open Space
1,801
1,801
7,934
6,133
341
Plant & Equipment
5,572
5,572
5,033
(538)
(10)
Recreation Reserves
13,315
13,315
8,798
(4,517)
(34)
Roads & Drainage
12,963
12,963
15,785
2,822
22
Total Capital Works
2009/2010
44,533
44,533
44,096
(437)
(1)
23,352
23,879
24,239
887
4
7,352
6,110
6,609
(743)
(12)
Renewal
Minor Capital Works
Other
Total Types of Capital Works
Consolidated
Capital Works - 2009/2010
Buildings
New Assets
Upgrade
Expansion
Renewal
Minor Capital Works
Other
Total Types of Capital
Works 2009/2010
879
1,519
255
(624)
(41)
11,424
12,214
12,072
648
5
1,466
751
921
(545)
(73)
60
60
-
(60)
(100)
44,533
44,533
44,096
(437)
(1)
109
STANDARD STATEMENTS
Standard Statements
Standard Statement of Capital Works Continued
Original Amended
Annual
Annual
Budget
Budget
Actual
Variance
Ref
$'000
$’000
$'000
$'000
%
Buildings
2,425
2,425
3,951
1,526
63
Open Space
3,052
3,052
2,810
(242)
(8)
Plant & Equipment
1,087
1,087
673
(414)
(38)
Recreation Reserves
2,944
2,944
3,071
127
4
Roads & Drainage
2,505
2,505
2,288
(217)
(9)
12,013
12,013
12,792
779
6
New Assets
7,691
7,691
7,384
(307)
(4)
Upgrade
2,192
2,192
1,814
(378)
(17)
Expansion
1,827
1,827
3,483
1,655
91
303
303
58
(245)
(81)
Minor Capital Works
-
-
54
54
100
Other
-
-
-
-
100
12,013
12,013
12,792
779
6
Capital Works Carry Forward
Total Capital Works
Carry Forward
Renewal
Total Types of Capital Works
Carry Forward
110
STANDARD STATEMENTS
Standard Statements
Notes to the Standard Statements
1
Operating Grants and Contributions
These items are above budget due to some
service growth payments being higher than
budgeted ($1.569m), that are offset by higher
suppliers and employee costs, changes in
income type from fees to grants for some child
care benefit receipts ($0.388m), a number of
one-off grants above expected budget ($0.615m)
and some new programs introduced after the
2009/10 budget was adopted ($0.928m).
2
Capital Grants and Contributions
These items are above budget, due to
the receipt of a higher level of developer
contributions than expected ($3.896m), which
are transferred to Reserves for future use.
Council has also received grants for additional
Capital Works projects as part of the Federal
Government’s stimulus package and additional
works that have been administered on behalf
of the State Government. The remaining grant
funding (Federal and State) for the Athletics
track and pavilion at Casey Fields ($3.62m)
has also been received earlier than anticipated,
which will be utilised to complete these projects
in the 2010/11 financial year.
3
Interest
Due to the negative impact on the level of funds
available for investment caused by the additional
expenditure by Council on Stevensons Road
Closed Landfill (SRCL) activities, investment
returns were lower than budgeted.
4
User Charges
User charges are above budget due to higher
than expected re-imbursements and recoveries
from other organisations, for expenses that have
been incurred or paid by Council.
5
Fines
Fines are above budget due to the receipt
of payments from the Victorian Electoral
Commission in relation to election fines from
the municipal elections held in November 2008.
Some Local Laws fines for parking, building and
animal management are also above budget, and
Council has received some Court ordered fines
as a result of successful Health Act prosecutions.
6
Asset Sales
Assets Sales are above budget, due to the
timing of plant sales being earlier than planned,
and better than expected results from the sale
of plant, which has resulted in a higher profit on
sale that budgeted.
7
Material and Services
This negative variation is due to the increased
agency staff costs of $1.33m (offset by the
positive variance in employee costs and
additional grant funds), additional SRCL
expenditure that is above budget by $6.45m,
higher FDC provider payments $0.47m (offset
by additional government grants), additional
expenditure of $0.67m on Environmental
Programs as a result of additional external
funding that has been received. Another
contributor to the variance are expensed
amounts from the Capital Works Program
(CWP), that are above budget ($1.81m) and
payments from CWP projects that will not result
in a Council controlled asset ($4.41m), that will
be subject to joint-use agreements for the benefit
of the community.
8
External Contracts
This negative variation is primarily due to
additional expenditure on SRCL related activities
($2.73m), as well as some increased waste
management contract costs – as a result of
new contracts being negotiated and increased
volumes during 2009/10.
9
Utilities
This negative variation is primarily due to
additional costs for street lighting, as a result of
tariff increases and additional streetlights that
have become the responsibility of Council.
111
STANDARD STATEMENTS
Standard Statements
Notes to the Standard Statements Continued
10
Depreciation
Depreciation is higher than budgeted due to
the impact of the Revaluation of Council’s
Building assets that occurred as at 30 June
2009, after the 2009/10 Budget was prepared,
that increased the value of the Building assets
and resulted in a higher ongoing depreciation
expense. Additionally, Council reviewed the
useful lives of plant and equipment, computers
and playground equipment during the 2008/09
financial year, all of which were decreased,
which has resulted in additional depreciation
expense being incurred for these asset classes.
11
Increase in Provision for Landfill
Restoration
The variance relates to the recognition of the
cost of increasing the level of the provision that
has been calculated for the future works and
ongoing management of the Stevensons Road
Closed Landfill (SRCL) site. The increased
provision as at 30 June 2010 is predominantly
a result of the expected future site management
costs now being higher than was forecast as at
30 June 2009.
12 Written Down Value of Disposal of
Assets
This line item is slightly above budget, due to
the timing of some plant sales being earlier than
planned, as some have been expected to occur
in the next financial period.
13 Other Income
The earthworks and formation below the subbase of Council’s roads was recognised for the
first time during 2009/10 ($219.9m). This is a
result of updates to the Australian Infrastructure
Financial Management Guidelines, issued
by the Institute of Public Works Engineering
Australia, that recommend that this component
be recognised as an infrastructure asset.
Council has also recognised $15.6m of landfill
rehabilitation assets, that had been expensed
as a provision (liability) in past financial periods,
however, which meet the criteria for recognition
as a non-current asset.
112
14 Transfer from Reserves
There has been a net transfer from reserves
during the 2009/10 financial year, this is partly
due to some strategic land purchases that will
provide for future community assets that were
funded from reserves, as well as use of reserve
funds for some of the additional costs that were
incurred to respond to the escalation at the
SRCL site.
15
Current Assets – Cash Assets
Cash Assets are lower than budgeted due to the
additional expenditure that Council has incurred
undertaking the remediation works in response
to the escalation at the SRCL site, as well as the
good progress of the Capital Works Program.
16
Current Assets – Receivables
Receivables are above expected budget, due to
the above budget position for capital grants and
user fees, with not all of the invoices that have
been raised for this revenue having been paid to
Council.
17 Current Assets – Other
There has been a change in the timing of some
insurance premiums payments, that were not
paid prior to the end of the financial year, as has
occurred in previous years and was reflected in
the budgeted position for this item.
18
Non Current Assets – Cash Assets
The investment that represented this item was
redeemed during the 2009/10 financial year,
and managed as part of Council’s short term
investments.
19
Non Current Assets – Property, Plant &
Equipment
Property, plant and equipment is higher than
budgeted due to the impact of recognising
Land Under Roads ($54m) in accordance
with Accounting Standard AASB 116, and the
outcome of the revaluation of Council’s Land and
Buildings ($77m) which increased the values of
these asset classes .Both of these transactions
occurred in the 2008/09 financial statements,
STANDARD STATEMENTS
Standard Statements
that were prepared after the 2009/10 budget was
adopted.
The variance here is also impacted by the initial
recognition of Road Earthworks ($219m) in
accordance with the most recent edition of the
Australian Infrastructure Financial Management
Guidelines, and the outcome of the revaluation
of Council’s Land Under Roads ($20m)
Infrastructure Assets ($76m), all of which have
occurred during the 2009/10 financial year,
with only the latter item being allowed for when
preparing the 2009/10 budget.
20 Payables
Payables are higher than budgeted due to high
levels of activity in capital and operating in the
final months of the financial year, with not all
invoices having being received in time to be paid
within Council’s normal trading terms prior to the
end of the financial year.
21 Trusts
Council has received a higher proportion of
Trust deposits as cash (rather than as bank
guarantees) for Sub-divisions than was
anticipated when preparing the budgeted
Standard Statements. These deposits are
refundable once the applicable conditions are
met.
22 Current Liabilities – Employee
Entitlements
Based on the analysis used to prepare the
2008/09 financial statements, a lower proportion
of employee entitlements was allocated to noncurrent, rather than current, than assumed when
the budget was prepared in May 2009. The
overall level of employee entitlements is higher
than budgeted, although this can be subject
to seasonal variation, particularly in relation to
the timing of school holiday periods. The level
of employee entitlements is consistent with the
balances as at 30 June 2009, allowing for usual
indexation levels and leave trends.
23 Current & Non Current Liabilities –
Other Provisions
Since the budget was prepared in May 2009,
there has been a need to increase the provision
for the expected future costs of the Stevenson’s
Road Closed Landfill (SRCL), with an increase
of $19.2m in the Casey share of the provision,
which was included in Council financial
statements for the year ended 30 June 2009.
Although much of the up-front infrastructure
allowed for in the 30 June 2009 was constructed
during 2009/10, the overall provision has
increased slightly to the revised estimates of
future site management costs.
24 Equity – Accumulated Surplus
Accumulated surplus is higher than budgeted
as a result of the impact of the initial recognition
of Land Under Roads ($54m) in the 2008/09
financial statements, offset by a lower than
expected operating result ($16m) in 2008/09.
During 2009/10, the initial recognition of assets
($235m) is the mainly contributor to the variance
from budget.
25
Equity – Asset Revaluation Reserve
The asset revaluation reserve is higher than
budgeted due to the impact of the revaluation
of Council’s Land and Buildings ($77m), as at
30 June 2009 which increased the balance of
the asset revaluation reserve for these asset
classes. These transactions occurred in the
2008/09 financial statements, that were prepared
after the 2009/10 budget was adopted. During
the 2009/10 financial year, the revaluation of
Land Under Roads ($20m) and Infrastructure
Assets ($76m) has been higher than was
allowed for revaluation movements when the
2009/10 budget was prepared.
26
Equity – Other Reserves
Reserves are lower than budgeted due to some
strategic land purchases that were funded from
reserves, the use of reserve funds for some
of the additional costs that were incurred to
respond to the escalation at the SRCL site, offset
by the higher level of Capital Works Projects
carried forward into 2010/11 (compared to
2009/10).
113
STANDARD STATEMENTS
Standard Statements
27 Cash Flow from Operating Activities –
Payments to Suppliers & Employees
Payments to Suppliers & Employees have been
higher than budgeted due to increased levels of
suppliers expense during the financial year, most
of which has been driven by additional external
expenditure on SRCL related activities, as well
as the payment to suppliers of the high level of
invoices that were received, but unpaid at the
end of the previous financial year.
Interest Received
Interest received is lower than budgeted due
to the impact of the increased expenditure on
SRCL activities, that has reduced the level of
funds Council has available for investment, thus
reducing the level of investment income that
Council has been able to earn and receive.
Government Receipts
Government receipts are currently higher than
budgeted due to higher than expected Grants
Receivables balances at the end of the previous
financial that were paid to Council in first few
months of the current financial year, higher
than planned GST Recoveries due to increased
suppliers and capital works payments and the
higher than budgeted levels of government
grants as contributions towards capital works
projects and operating related grants funding.
30 Cash Flow from Investing Activities –
Payments for Property Plant & Equip
Payments for Property Plant and Equipment are
above planned cashflow expenditure, due to
the good progress of the 2009/10 Capital Works
Program, and payment of invoices received late
in the 2008/09 financial year.
Financial Assets
The investment that represented this item was
redeemed during the 2009/10 financial year,
and managed as part of Council’s short term
investments.
114
Proceeds from Sales of Property Plant
& Equip
Proceeds from Sales of Property Plant and
Equipment are above budget, due to the timing
of plant sales being earlier than planned, and
better than expected results from the sale of
plant, which has resulted in a higher profit on
sale that budgeted .
33 Cash Flow from Financing Activities –
Trust Deposit movements
The variance from budget is due to increases
in Trust Deposits, that relate to performance
guarantees for sub-divisions ($0.490m) that
are being developed, and security deposits for
contracts ($0.182m) that have been awarded by
Council.
34 Capital Works – Change from
“Original” to “Amended” Asset Class
Budgets
Since the Budget was prepared in May 2009,
the process of loading the approved projects
for 2009-10 into the system has seen some
changes to the totals of the individual categories
for “Investment Type”, although the Total
remain the same. In summary there has been
the following changes between Investment
Type, with New Assets increasing by $0.529m,
Upgrades decreasing by $1.242m, Expansion
decreasing by $0.640m, Renewal increasing by
$0.790m and Minor Capital Works decreasing
by $0.715m. For the 2009-10 Financial Year
Standard Statements, the Capital Works
program will be reported against the amended
Investment Type budget allocations.
35
Capital Works – Buildings
There have been some delays on a small
number of projects, which has contributed to the
under-expenditure for building projects during
2009/10. The delays to the projects have been
due to extended consultation periods, review of
scope, delays to complete tender assessments
and finalisation of the construction contracts,
programming issues for sport seasons and
there is a project that has had delays with the
receipt of external approvals that are required
STANDARD STATEMENTS
Standard Statements
for the transfer of land to Council. The projects
that have experienced delays in 2009/10 will be
carried forward into 2010/11.
36
Capital Works – Open Space
Open Space projects are primarily above budget
due to higher than planned Land Purchases.
The additional land purchases were due to
parcels of land that Council had identified for
future use, or incorporated in development
agreements, being available for purchase earlier
than expected, and were funded from Council
reserves set aside for this purpose.
37
Capital Works – Plant & Equipment
Plant and Equipment projects are below their
budget due to some delays with the supporting
infrastructure for the recently completed mobile
Youth bus, later than anticipated vehicle
replacements and some IT System replacement
programs being behind their planned phasing.
The projects that have experienced delays in
2009/10 will be carried forward into 2010/11.
38
Capital Works – Recreation Reserves
Recreation Reserves projects are under budget
due to a combination of some projects that have
experienced delays, offset by some projects that
have exceeded their budgets. The delays to the
projects have been due to later than expected
finalisation of designs which has resulted in
delays with the commencement of construction,
wet weather delays to construction, delays with
user group approvals, access constraints during
sport season and there is a project that has had
delays with the receipt of the external approvals
that it required to commence. The projects that
have experienced delays in 2009/10 will be
carried forward into 2010/11.
39 Capital Works – Roads & Drainage
The variation for Roads and Drainage projects is
predominantly due to payments that Council has
made for Linsell Boulevard related works, that
have been funded from previously received DCP
funds (held in Reserves) that were set aside for
this purpose, as well as some additional projects
that have been funded by additional funding that
has been allocated by the Federal Government
as part of its economic stimulus package.
115
STANDARD STATEMENTS
Standard Statements
Certification of the Standard Statements
In my opinion the accompanying standard statements have been prepared on accounting bases
consistent with the financial statements and in accordance with the Local Government Act 1989 and
the Local Government (Finance and Reporting) Regulations 2004.
Andrew Davis
B.Bus (Accounting)
Principal Accounting Officer
Date : 7 September 2010
Narre Warren
In our opinion the accompanying standard statements have been prepared on accounting bases
consistent with the financial statements and in accordance with the Local Government Act 1989 and
the Local Government (Finance and Reporting) Regulations 2004.
As at the date of signing, we are not aware of any circumstances which would render any particulars
in the standard statements to be misleading or inaccurate.
We were authorised by the Council on 7 September 2010 to certify the standard statements in their
final form.
Councillor Lorraine Wreford
Mayor
Narre Warren
Councillor Shar Balmes
Deputy Mayor
Narre Warren
Mike Tyler
Narre Warren
116
FINANCIAL REPORT | CONTENTS
Financial Report
Contents
Financial Statements
Note 19
Investment property
Comprehensive Income Statement
Note 20
Trade and other payables
Balance Sheet
Note 21
Trust funds and deposits
Statement of Changes in Equity
Note 22
Provisions
Cash Flow Statement
Note 23
Interest bearing loans and borrowings
Note 24
Reserves
Notes to Financial Statements
Note 25
Reconciliation of cash flows from operating
activities to surplus/(deficit)
Note 1
Significant accounting policies
Note 26
Reconciliation of cash and cash equivalents
Note 2
Rates and charges
Note 27
Financing arrangements
Note 3
Statutory fees and fines
Note 28
Restricted Assets
Note 4
User fees
Note 29
Superannuation
Note 5
Grants
Note 30
Commitments
Note 6
Contributions
Note 31
Operating lease
Note 7
Employee benefits
Note 32
Contingent liabilities and contingent assets
Note 8
Materials and services
Note 33
Restoration of landfill
Note 9
Depreciation and amortisation
Note 34
Financial instruments
Note 10
Finance costs
Note 35
Auditors' remuneration
Note 11
Disposal of Assets
Note 36
Events occurring after balance date
Note 12
Investments in associates and joint
ventures
Note 37
Related party transactions
Note 13
Other Income and other expenses
Note 38
Income, expenses, and assets by
functions/activities
Note 14
Cash and cash equivalents
Note 39
Financial ratios (Performance indicators)
Note 15
Trade and other receivables
Note 16
Other assets
Note 17
Other financial assets
Note 18
Property, infrastructure, plant and
equipment
Certification of the Financial
Report
117
FINANCIAL REPORT | INCOME STATEMENT
Financial Report
Comprehensive Income Statement
For the Year Ended 30 June 2010
Note
2010
$’000
2009
$’000
Rates and charges
2
112,095
102,031
Statutory fees and fines
3
5,224
3,906
User fees
4
21,435
13,873
Grants – Recurrent
5
36,820
37,635
Grants – Non-recurrent
5
15,007
16,054
Contributions – Cash
6(a)
12,112
8,467
Contributions – Non monetary
6(b)
39,197
41,580
2,720
4,348
Income
Interest
Share of net profits/(losses) of associates and joint
ventures accounted for by the equity method
12
-
102
Net gain/(loss) on disposal of property, plant and
equipment
11
442
53
Fair Value adjustments for investment property
13
127
668
245,179
228,717
Total Income
Expenses
Employee benefits
7
52,290
48,878
8
95,811
82,194
9
26,178
23,538
Finance costs
10
232
332
Loss on disposal of Infrastructure and other assets
11
11,705
4,605
Share of net profits/(losses) of associates and joint
12
92
-
Increase in Provision of Landfill Rehabilitation Cost
22,33
14,402
23,796
200,710
183,343
Total expenses
Recognition of assets
13
Surplus/(deficit) for the year
235,474
-
279,943
45,374
94,757
77,327
374,700
122,701
Other comprehensive income
Net asset revaluation increment/ decrement reversals
Comprehensive result
This statement should be read in conjunction with the accompanying notes.
118
FINANCIAL REPORT | BALANCE SHEET
Financial Report
Balance Sheet
As at 30 June 2010
Note
2010
$’000
2009
$’000
14
46,107
52,992
15
26,824
14,307
Other Assets
16
214
219
591
-
73,736
67,518
Assets
Current assets
Investments - Land held for Sale
Total current assets
Non-current assets
17
-
2,000
Investments in associates and joint ventures
accounted for using the equity method
12
4,788
4,880
Property, infrastructure, plant and equipment
18
1,626,546
1,249,283
Investment property
19
9,125
9,251
Total non-current assets
1,640,459
1,265,414
Total assets
1,714,195
1,332,932
Liabilities
Current liabilities
20
20,621
14,781
Trust funds & deposits
21
4,178
3,158
Provisions
22
13,998
23,370
Interest-bearing loans and borrowings
23
1,314
1,428
40,111
42,737
35,771
25,267
Total current liabilities
Non-current liabilities
Provisions
22
23
1,740
3,055
Total non-current liabilities
37,511
28,322
Total liabilities
77,622
71,059
1,636,573
1,261,873
1,140,599
853,339
Net Assets
Equity
Accumulated surplus
Reserves
Total Equity
24
495,974
408,534
1,636,573
1,261,873
119
FINANCIAL REPORT | STATEMENT OF CHANGES IN EQUITY
Financial Report
Statement of Changes in Equity
Note
2010
Total
Accumulated
Asset
Other
Surplus Revaluation Reserves
Reserves
$'000
$'000
$'000
$'000
Balance at beginning of the
financial year
1,261,873
853,339
359,851
48,683
279,943
279,943
Net asset revaluation increment/
(decrement)
24(a)
Transfers from other reserves
24(b)
47,271
(47,271)
Transfers to other reserves
24 (b)
(39,954)
39,954
Balance at end of the financial
year
2009
financial year
94,757
94,757
1,636,573
1,140,599
454,608
41,366
$'000
$'000
$'000
$'000
282,524
59,168
1,084,440
742,748
Adjustment to opening balance of
accumulated surplus on change
in accounting policy - recognition
of Land Under Roads
54,732
54,732
45,374
45,374
Net asset revaluation increment/
(decrement)
24(a)
Transfers from other reserves
24(b)
38,471
(38,471)
Transfers to other reserves
24(b)
(27,986)
27,986
Balance at end of the financial
year
77,327
1,261,873
77,327
853,339
120
359,851
48,683
FINANCIAL REPORT | CASH FLOW STATEMENT
Financial Report
Cash Flow Statement
Note
2010
$’000
2009
$’000
111,961
101,912
Charges, fees and fines (inclusive of GST)
14,853
18,466
Grants (inclusive of GST)
54,253
54,599
Contributions (inclusive of GST)
12,182
8,522
2,674
4,665
13,059
12,326
(120,428)
(98,732)
(51,183)
(49,150)
37,371
52,608
(47,175)
(65,114)
Proceeds from sale of property, infrastructure, plant
and equipment
1,562
1,351
Proceeds from sale of other financial assets
2,000
-
Net cash provided by (used in) investing
activities
(43,613)
(63,763)
1,021
524
Finance Costs
(236)
(333)
(1,428)
(1,779)
(643)
(1,588)
(6,885)
(12,743)
52,992
65,735
Cash flows from operating activities
Rates
Interest
Net GST refund
Payments to suppliers (inclusive of GST)
Payments to employees (including redundancies)
Net cash provided by (used in) operating
activities
25
Cash flows from investing activities
Payments for property, infrastructure, plant and
equipment
Cash flows from financing activities
Repayment of interest bearing loans
Net cash provided by (used in) financing
activities
Net increase (decrease) in cash and cash
equivalents
Cash and cash equivalents at the beginning of the
financial year
Cash and cash equivalents at the end of the
financial year
26
46,107
52,992
27
580
580
Restrictions on cash assets
28
121
FINANCIAL REPORT | NOTES TO FINANCIAL REPORT
Financial Report
Notes to Financial Report
Note 1
Significant accounting policies
The City of Casey was established by an Order
of the Governor in Council on 14 December
1994 and is a body corporate. The Council’s
main office is located at Magid Drive, Narre
Warren.
The purpose of the Council is to:
• provide for the peace, order, and good
government of its municipal district;
Income Statement, Balance Sheet, Statement
of Changes in Equity, Cash Flow Statement,
and notes accompanying these financial
statements. The general purpose financial
report complies with Australian Accounting
Standards, other authoritative pronouncements
of the Australian Accounting Standards Board,
the Local Government Act 1989, and the
Local Government (Finance and Reporting)
Regulations 2004.
• promote the social, economic and
environmental viability and sustainability of
the municipal district;
• ensure that resources are used efficiently
and effectively and services are provided in
accordance with the Best Value Principles to
best meet the needs of the local community;
• improve the overall quality of life of people in
the local community;
• promote appropriate business and
employment opportunities;
• ensure that services and facilities provided
by the Council are accessible and equitable;
• ensure the equitable imposition of rates and
charges; and
• ensure transparency and accountability in
Council decision making.
External Auditor - Auditor-General of Victoria
Internal Auditor - PFK Chartered Accountants &
Business Advisors
Bankers - Commonwealth Bank of Australia
Solicitors - Panel of legal services providers
Website Address - www.casey.vic.gov.au
This financial report is a general purpose
financial report that consists of a Comprehensive
122
(a)
Basis of accounting
This financial report has been prepared on the
accrual and going concern bases.
This financial report has been prepared under
the historical cost convention, except where
specifically stated in notes 1(g), 1(i) and 1(k).
Items included in the financial statements of
the Council are measured using the currency of
the primary economic environment in which the
Council operates (‘the functional currency’). The
financial statements are presented in Australian
dollars, which is the Council’s functional and
presentation currency.
Council’s policy is to seek all Committees
of Management to incorporate pursuant to
the Associations Incorporation Act 1981.
The adopted incorporated Committee of
Management structure provides committees with
the power and autonomy to effectively manage
and plan for the long term future of the facility
they utilise.
The operations of the Committees of
Management are not material to the overall
operations of the Council and their revenues
and expenses are excluded from this Financial
report. However, all land and buildings managed
by Committees of Management are owned by
Council and have been brought to account as
assets of Council.
Financial Report
Note 1
(b)
Significant accounting policies continued
Change in accounting policies
The accounting policies adopted are consistent
with those of the previous financial year except
as follows:
Accounting Standards Not Previously Applied
The Council has adopted the following new
and revised Australian Accounting Standards
issued by the AASB which are mandatory to
the current reporting period from 1 July 2009.
Disclosures required by these Standards that
are deemed material have been included in this
financial report on the basis that they represent
a significant change in information from that
previously made available.
AASB 7 Financial Instruments: Disclosures
The amended Standard requires additional
disclosures about their fair value measurement
and liquidity risk. Fair value measurements
related to all financial instruments recognised
and measured at fair value are to be disclosed
by source of inputs using a three level fair value
hierarchy, by class. In addition, a reconciliation
between the beginning and ending balance for
level 3 fair value measurements is now required,
as well as significant transfers between levels
in the fair value hierarchy. The amendments
also clarify the requirements for liquidity
risk disclosures with respect to derivative
transactions and assets used for liquidity
management. The fair value measurement
disclosures are presented in Note 34(d). The
liquidity risk disclosures are not significantly
impacted by the amendments and are presented
in Note 34(f).
AASB 101 Presentation of Financial Statements
The revised Standard separates owner and
non owner changes in equity. The Statement
of Changes in Equity includes only details
of transactions with owners, with non owner
changes in equity presented in a reconciliation
of each component of equity and included in the
new Comprehensive Income Statement. The
Comprehensive Income Statement presents
all items of recognised income and expense,
either in one single statement, or in two linked
statements. The Council has elected to adopt
the one statement approach.
AASB 2008 5 Amendments to Australian
Accounting Standards arising from the Annual
Improvements Project effective 1 January 2009
In May 2008 and April 2009 the AASB issued
omnibus of amendments to its Standards
as part of the Annual Improvements Project,
primarily with a view to removing inconsistencies
and clarifying wording. There are separate
transitional provisions and application dates for
each amendment. The adoption of the following
amendments resulted in changes to accounting
policies but did not have any impact on the
financial position or performance of the Council.
-
AASB 101 Presentation of Financial
Statements: assets and liabilities classified
as held for trading in accordance with AASB
139 Financial Instruments: Recognition
and Measurement are not automatically
classified as current in the Balance Sheet.
The Council amended its accounting
policy accordingly and analysed whether
management’s expectation of the period of
realisation of financial assets and liabilities
is in accordance with AASB 101. This did
not result in any re classification of financial
instruments between current and non current
in the Balance Sheet.
-
AASB 116 Property, Plant and Equipment:
replace the term “net selling price” with
“fair value less costs to sell”. The Council
amended its accounting policy accordingly,
which did not result in any change in the
financial position.
-
AASB 136 Impairment of Assets: when
discounted cash flows are used to estimate
“fair value less cost to sell” additional
disclosure is required about the discount
rate, consistent with disclosures required
when the discounted cash flows are used to
estimate “value in use”.
The adoption of these amendments to the
123
Financial Report
Note 1
specified accounting standards has resulted in
some disclosure and presentation changes for
the 2009/10 financial report, however, did not
have any financial effect.
During the 2009/10 financial year, there was an
organisational restructure from four divisions to
five divisions. The financial report notes have
been amended as required, with notes 3, 4, 5, 6,
7, 8, and 38 have had prior year comparatives
updated to reflect the new organisational
structure that took effect during the 2009/10
financial year.
Where grants or contributions recognised
as revenues during the financial year were
obtained on condition that they be expended
in a particular manner or used over a particular
period and those conditions were undischarged
at balance date, the unused grant or contribution
is disclosed in notes 5 and 6. The note also
discloses the amount of unused grant or
contribution from prior years that was expended
on Council’s operations during the current year.
A liability is recognised in respect of revenue
that is reciprocal in nature to the extent that
the requisite service has not been provided at
balance date.
User fees and fines
(c)
Revenue recognition
Rates, grants, and contributions
Rates, grants, and contributions (including
developer contributions) are recognised as
revenues when the Council obtains control over
the assets comprising these receipts.
Control over assets acquired from rates is
obtained at the commencement of the rating
year as it is an enforceable debt linked to the
rateable property or, where earlier, upon receipt
of the rates.
A provision for doubtful debts on rates has not
been established as unpaid rates represent a
charge against the rateable property that will be
recovered when the property is next sold.
Control over granted assets is normally obtained
upon their receipt (or acquittal) or upon earlier
notification that a grant has been secured,
and are valued at their fair value at the date of
transfer.
Income is recognised when the Council obtains
control of the contribution or the right to receive
the contribution, it is probable that the economic
benefits comprising the contribution will flow to
the Council, and the amount of the contribution
can be measured reliably.
124
User fees and fines (including parking fees
and fines) are recognised as revenue when
the service has been provided, the payment is
received, or when the penalty has been applied,
whichever first occurs.
A provision for doubtful debts is recognised
when collection in full is no longer probable.
Sale of property, infrastructure, plant and
equipment
The profit or loss on sale of an asset is
determined when control of the asset has
irrevocably passed to the buyer.
Receivables are carried at amortised cost using
the effective interest rate method. A provision
for doubtful debts is recognised when there is
objective evidence that an impairment loss has
occurred.
Interest and rents
Interest and rents are recognised as revenue
on a proportional basis when the payment is
due, the value of the payment is notified, or the
payment is received, whichever first occurs.
Financial Report
Note 1
Dividends
Dividends are recognised when the Council’s
right to receive payment is established.
Plant and equipment
Plant and equipment
2-10 years
Equipment
(d)
of non-current assets
Buildings, land improvements, plant and
equipment, infrastructure, and other assets
having limited useful lives are systematically
depreciated over their useful lives to the
Council in a manner which reflects consumption
of the service potential embodied in those
assets. Estimates of remaining useful lives and
residual values are made on a regular basis
with major asset classes reassessed annually.
Depreciation rates and methods are reviewed
annually.
Where infrastructure assets have separate
identifiable components that are subject to
regular replacement, these components are
assigned distinct useful lives and residual values
and a separate depreciation rate is determined
for each component.
Road earthworks are not depreciated.
Artworks and collections are not depreciated.
Straight line depreciation is charged based on
the residual useful life as determined each year.
Major depreciation periods used are listed below
and are consistent with the prior year unless
otherwise stated:
Period
Property
Land improvements
Buildings and building
improvements
20 years
30-100 years
Furniture, equipment and
computers
2-10 years
Parks & gardens furniture &
equipment
2-10 years
Playground equipment
2-15 years
Infrastructure assets
Road pavement/base
10-80 years
Road seal
7-30 years
Bridges
50-100 years
Footpaths and bicycle paths
10-50 years
Kerb and channel
40-60 years
Drains and pits
Other
(e)
50-100 years
10-60 years
Repairs and maintenance
Routine maintenance, repair costs, and minor
renewal costs are expensed as incurred. Where
the repair relates to the replacement of a
component of an asset and the cost exceeds the
capitalisation threshold the cost is capitalised
and depreciated. The carrying value of the
replaced asset is expensed.
(f)
Finance costs
Finance costs and interest on loans are
recognised as an expense in the period in which
they are incurred.
Finance costs include interest on bank
overdrafts, and interest on borrowings.
(g)
Recognition and measurement of
assets
125
Financial Report
Note 1
Acquisition
The purchase method of accounting is used for
all acquisitions of assets, being the fair value of
assets provided as consideration at the date of
acquisition plus any incidental costs attributable
to the acquisition. Fair value is the amount for
which the asset could be exchanged between
knowledgeable willing parties in an arm’s length
transaction.
Where assets are constructed by Council, cost
includes all materials used in construction, direct
labour, and an appropriate share of directly
attributable variable and fixed overheads.
The following classes of assets have been
recognised in note 18. In accordance with
Council’s policy, the threshold limits detailed
below have applied when recognising assets
within an applicable asset class and unless
otherwise stated are consistent with the prior
year:
Land
Nil
Landfill Sites
Nil
Land Improvements
5
Buildings and Improvements
5
Plant and Equipment
2
Parks & Gardens Furniture &
Equipment
2
Playground Equipment
2
Road Pavement/Substructure
10
Road Seal
10
5
Footpaths and Bicycle Paths
Kerb and Channel
5
10
Drains and Pits
5
Other Infrastructure Assets
5
Work in Progress
Nil
126
The earthworks and formation below the subbase of Council’s roads has been recognised for
the first time during 2009/10. This is a result of
updates to the Australian Infrastructure Financial
Management Guidelines, issued by the Institute
of Public Works Engineering Australia, that
recommend that this component of the road
structure be recognised as an infrastructure
asset. The effect of this initial recognition, is an
increase of total income of $219,844,000 in the
comprehensive income statement (Note 13), and
a corresponding increase in the road earthworks
asset class in property, infrastructure, plant and
equipment (Note 18).
Revaluation
Threshold
Limit
$’000
Bridges
Included in the Plant and Equipment asset class
are computer assets, which despite some of the
individual assets being below the recognition
threshold of $2,000, are recognised as assets
as they form part of Council’s Information
Technology (IT) network.
Subsequent to the initial recognition of assets,
non-current physical assets, other than plant
and equipment, are measured at their fair value,
being the amount for which the assets could
be exchanged between knowledgeable willing
parties in an arms length transaction. At balance
date, the Council reviewed the carrying value
of the individual classes of assets measured at
fair value to ensure that each asset materially
approximated its fair value. Where the carrying
value materially differed from the fair value at
balance date the class of asset was revalued.
In addition, Council undertakes a formal
revaluation of land, buildings and infrastructure
assets on a regular basis every two years. The
valuation is performed either by experienced
council officers or independent experts.
Where the assets are revalued, the revaluation
increments are credited directly to the asset
revaluation reserve except to the extent that an
increment reverses a prior year decrement for
that class of asset that had been recognised
as an expense in which case the increment
Financial Report
Note 1
is recognised as revenue up to the amount
of the expense. Revaluation decrements are
recognised as an expense except where prior
increments are included in the asset revaluation
reserve for that class of asset in which case the
decrement is taken to the reserve to the extent
of the remaining increments. Within the same
class of assets, revaluation increments and
decrements within the year are offset.
Land under roads
Council recognised the value of land under
roads it controlled as at 30 June 2008 at fair
value. Land under roads acquired after 30 June
2008 is brought to account at fair value.
(h)
For the purposes of the cash flow statement,
cash and cash equivalents include cash on
hand, deposits at call, and other highly liquid
investments with original maturities of three
months or less, net of outstanding bank
overdrafts.
(i)
Floating note rates are valued at fair value, being
market value, at balance date. Any unrealised
gains and losses on holdings at balance date
are recognised as either a revenue or expense.
Distributions are recorded as interest revenue.
(j)
Investments
Investments, other than investments in
associates, are measured at cost.
(k)
Accounting for investments in
associates and joint ventures
Council’s investment in associates and joint
ventures is accounted for by the equity method
as the Council has the ability to influence rather
than control the operations of the entities. The
investment is initially recorded at the cost of
acquisition and adjusted thereafter for postacquisition changes in the Council’s share of the
net assets of the entities. The Council’s share of
the financial result of the entities is recognised in
the comprehensive income statement.
(l)
Amounts received as tender deposits and
retention amounts controlled by Council are
recognised as trust funds and deposits until they
are returned or forfeited (refer to note 21).
(m)
Employee benefits
Wages and salaries
Liabilities for wages and salaries and rostered
days off are recognised and measured as
the amount unpaid at balance date and
include appropriate oncosts such as workers
compensation and payroll costs.
Annual leave
Annual leave entitlements are accrued on a pro
rata basis in respect of services provided by
employees up to balance date.
Annual leave expected to be paid within 12
months is measured at nominal value based
on the amount, including appropriate oncosts
expected to be paid when settled.
Annual leave expected to be paid later than one
year has been measured at the present value of
the estimated future cash outflows to be made
for these accrued entitlements. Commonwealth
bond rates, as advised by the Department of
Treasury and Finance, are used for discounting
future cash flows.
127
Financial Report
Note 1
Long service leave
Long service leave entitlements payable are
assessed at balance date having regard to
expected employee remuneration rates on
settlement, employment related oncosts, and
other factors including accumulated years of
employment on settlement, and experience of
employee departure per year of service.
Long service leave expected to be paid within 12
months is measured at nominal value based on
the amount expected to be paid when settled.
Long service leave expected to be paid later
than one year has been measured at the present
value of the estimated future cash outflows
to be made for these accrued entitlements.
Commonwealth bond rates, as advised by the
Department of Treasury and Finance are used
for discounting future cash flows.
together with any movements (favourable/
unfavourable) in the position of any defined
benefits schemes. Details of these arrangements
are recorded in note 29.
Retirement gratuities
Retirement gratuities were provided to certain
employees who joined the Council prior to April
1996. The schemes were frozen in 1996 with
annual adjustments for CPI. At balance date,
the liability is measured at the present value of
estimated future cash flows to be made for this
entitlement.
Bonuses
At balance date an amount for managers’
performance bonus entitlements for the 2009/10
financial year is included in accrued expenses.
Classification of employee benefits
An employee benefit liability is classified as a
current liability if the Council does not have an
unconditional right to defer settlement of the
liability for at least 12 months after the end of the
period. This would include all annual leave and
unconditional long service leave entitlements.
Superannuation
A liability is recognised in respect of Council’s
present obligation to meet the unfunded
obligations of defined benefit superannuation
schemes to which its employees are members.
The liability is defined as the Council’s share
of the scheme’s unfunded position, being
the difference between the present value
of employees’ accrued benefits and the net
market value of the scheme’s assets at balance
date. The liability also includes applicable
contributions tax of 15%.
The superannuation expense for the reporting
year is the amount of the statutory contribution
the Council makes to the superannuation
plan which provides benefits to its employees
128
(n)
Leases
Operating leases
Lease payments for operating leases are
recognised as an expense in the years in which
they are incurred as this reflects the pattern of
benefits derived by the Council.
(o)
Allocation between current and
non-current
In the determination of whether an asset or
liability is current or non-current, consideration
is given to the time when each asset or liability
is expected to be settled. The asset or liability
is classified as current if it is expected to be
settled within the next twelve months, being the
Council’s operational cycle, or if the Council
does not have an unconditional right to defer
settlement of the liability for at least 12 months
after the reporting date.
Financial Report
Note 1
(p)
Agreements equally
proportionately unperformed
The Council does not recognise assets
and liabilities arising from agreements that
are equally proportionately unperformed in
the balance sheet. Such agreements are
recognised on an ‘as incurred’ basis.
(q)
Web site costs
Costs in relation to websites are charged as an
expense in the period in which they are incurred.
(r)
Goods and Services Tax (GST)
Revenues, expenses, and assets are recognised
net of the amount of GST, except where the
amount of GST incurred is not recoverable from
the Australian Tax Office. In these circumstances
the GST is recognised as part of the cost of
acquisition of the asset or as part of an item of
the expense. Receivables and payables in the
balance sheet are shown inclusive
of GST.
Cash flows are presented in the cash flow
statement on a gross basis, except for the GST
component of investing and financing activities,
which are disclosed as operating cash flows.
(s)
directly against the revaluation surplus in respect
of the same class of asset to the extent that the
impairment loss does not exceed the amount
in the revaluation surplus for that same class of
asset.
(t)
Land held for sale
Land held for sale is measured at fair value less
costs to sell.
(u)
Provisions
Provisions are liabilities of uncertain timing or
amount. These have been recognised where
material.
(v)
Investment property
Investment property generates long-term rental
yields. All tenant leases are on an arms length
basis. Investment property is initially measured
at cost, including transaction cost. After initial
recognition, investment property is carried at
fair value, determined annually by independent
valuers. Changes to fair value are recorded in
the comprehensive income statement in the
period that they arise. Rental income from the
leasing of investment properties is recognised
in the comprehensive income statement on a
straight line basis over the lease term.
Impairment of assets
At each reporting date, the Council reviews the
carrying value of its assets to determine whether
there is any indication that these assets have
been impaired. If such an indication exists, the
recoverable amount of the asset, being the
higher of the asset’s fair value less costs to sell
and value in use, is compared to the asset’s
carrying value. Any excess of the assets carrying
value over its recoverable amount is expensed
to the comprehensive income statement, unless
the asset is carried at the revalued amount in
which case, the impairment loss is recognised
(w)
Contingent assets, contingent
liabilities and commitments
Contingent assets and contingent liabilities are
not recognised in the Balance Sheet, but are
disclosed by way of a note and, if quantifiable,
are measured at nominal value. Contingent
assets and liabilities are presented inclusive of
GST receivable or payable respectively.
Commitments are not recognised in the Balance
Sheet. Commitments are disclosed at their
129
Financial Report
Note 1
nominal value and inclusive of the GST payable.
(x)
Remediation Provision
A provision is made for restoration costs on
landfill sites and is measured at present value
of the expected future cash flows. Assumptions
have been made on calculating the cash flow
for a period of 19 years on the anticipated
remediation cost with average CPI of 3.5% and
the application of Department of Treasury and
Finance discount rates. The provision will be
reviewed each year with the progress of the
restoration.
(y)
Borrowings
Borrowings are recognised at fair value.
Borrowings are classified as current liabilities
where the settlement of liabilities is within 12
months after the balance date. Any liability due
beyond 12 months of the current balance date is
considered non current.
(z)
Rounding
Unless otherwise stated, amounts in the financial
report have been rounded to the nearest
thousand dollars.
130
Financial Report
Note 1
(aa)
Pending Accounting Standards
The following Australian Accounting Standards have been issued or amended and are applicable to
the Council but are not yet effective.
They have not been adopted in preparation of the financial statements at reporting date.
Standard /
Interpretation
Summary
Applicable for
Impact on Local
annual reporting
Government financial
periods beginning statements
or ending on
AASB 2009-5 Further
Amendments to
Australian Accounting
Standards arising
from the Annual
Improvements Project.
[AASB 5, 8, 101, 107,
117, 118, 136 & 139]
Some amendments
Beginning 1 Jan
will result in
2010
accounting changes
for presentation,
recognition or
measurement
purposes, while other
amendments will relate
to terminology and
editorial changes.
Terminology and
editorial changes.
Impact minor.
AASB 2009-8
The amendments
clarify the scope of
Amendments to
AASB 2.
Standards – Group
Cash-settled Sharebased Payment
Transactions. [AASB 2]
Beginning 1 Jan
2010
No impact. AASB
2 does not apply to
Local Government;
consequently this
Standard does not
apply.
AASB 2009-9
Amendments to
Standards – Additional
Exemptions for Firsttime Adopters [AASB
1]
Applies to entities
adopting Australian
Accounting Standards
for the first time, to
ensure entities will not
face undue cost or
effort in the transition
process in particular
situations.
Beginning 1 Jan
2010
No impact .Relates
only to first time
adopters of Australian
Accounting Standards.
AASB 2009-10
Amendments to
Standards –
Classification of Rights
Issues [AASB 132]
The Standard makes
amendments to AASB
132, stating that rights
issues must now be
classed as equity
rather than derivative
liabilities.
Beginning 1 Feb
2010
No impact. Local
Government do
not issue rights,
warrants and options,
consequently the
amendment does
not impact on the
statements.
131
Financial Report
Note 1
Standard /
Interpretation
Summary
AASB 9 Financial
Instruments
This standard
Beginning 1 Jan
simplifies requirements 2013
for the classification
and measurement
of financial assets
resulting from Phase
1 of the IASB’s project
to replace IAS 39
Financial Instruments:
Recognition and
Measurement
(AASB 139 Financial
Instruments:
Recognition and
Measurement).
Detail of impact is still
being assessed.
AASB 2009-11
Amendments to
Standards arising from
AASB 9 [AASB 1, 3,
4, 5, 7, 101, 102, 108,
112, 118, 121, 127,
128, 131, 132, 136,
139, 1023 & 1038 and
Interpretations 10 &
12]
This gives effect to
Beginning 1 Jan
consequential changes 2013
arising from the
issuance of AASB 9.
Detail of impact is still
being assessed.
AASB 2009-12
Amendments to
Standards [AASBs
5, 8, 108, 110, 112,
119, 133, 137, 139,
1023 & 1031 and
Interpretations 2, 4, 16,
1039 & 1052]
This Standard
amends AASB 8 to
require an entity to
exercise judgement
in assessing whether
a government and
entities know to be
under the control of
that government are
considered a single
customer for purposes
of certain operating
segment disclosures
.This Standard also
makes numerous
editorial amendments
to other AASs.
AASB 8 does not apply
to Local Government
therefore no impact
expected. Otherwise,
only editorial
changes arising from
amendments to other
standards, no major
impact. Impacts of
editorial amendments
are not expected to be
significant.
132
Applicable for
annual reporting
periods beginning
or ending on
Beginning 1 Jan
2011
Impact on Local
statements
Financial Report
Note 1
Standard /
Interpretation
Summary
AASB 2009-13
Amendments to
Standards arising
from Interpretation 19.
[AASB 1]
Consequential
Beginning 1 Jul
amendment to AASB 1 2010
arising from publication
of Interpretation 19
Local Governments do
not extinguish financial
liabilities with equity
instruments, therefore
requirements of
Interpretation 17 and
related amendments
have no impact
AASB 2009-14
Amendments
to Australian
Interpretation –
Prepayments of a
Minimum Funding
Requirement [AASB
Interpretation 14]
Amendment to
Interpretation
14 arising from
the issuance of
Prepayments of a
Minimum Funding
Requirement
Expected to have no
significant impact
(ab)
Applicable for
annual reporting
periods beginning
or ending on
Beginning 1 Jan
2011
Impact on Local
statements
Significant Accounting Judgments, Estimates and Assumptions
The preparation of the financial statements requires management to make judgements, estimates
and assumptions that affect the reported amounts in the financial statements. Management
continually evaluates its judgements and estimates in relation to assets, liabilities, contingent
liabilities, revenue and expenses. Management bases its judgements and estimates on historical
experience and on other various factors it believes to be reasonable under the circumstances, the
result of which form the basis of the carrying values of assets and liabilities that are not readily
apparent from other sources.
Management has identified the following critical accounting policies for which significant judgements,
estimates and assumptions are made. Actual results may differ from these estimates under different
assumptions and conditions and may materially affect financial results or the financial position
reported in future periods.
Further details of the nature of these assumptions and conditions may be found in the relevant notes
to the financial statements.
(i) Significant accounting judgements
Impairment of non financial assets
The Council assesses impairment of all assets at each reporting date by evaluating conditions
specific to the Council and to the particular asset that may lead to impairment. These include product
performance, technology, economic and political environments and future product expectations. If
an impairment trigger exists, the recoverable amount of the asset is determined. Despite the current
uncertain economic environment management considered that the indicators of impairment were not
significant enough and as such these assets have not been tested for impairment in this financial
period.
133
Financial Report
Note 1
(ii) Significant accounting estimates and assumptions
Estimation of useful lives of assets
The estimation of the useful lives of assets has been based on historical experience as well as
manufacturers’ warranties (for plant and equipment), lease terms (for leased equipment) and
turnover policies (for motor vehicles). In addition, the condition of the assets is assessed at least
once per year and considered against the remaining useful life. Adjustments to useful lives are made
when considered necessary.
134
Financial Report
Note 2
2010
2009
$’000
$’000
Rates and Charges
Council uses Capital Improved Value (CIV) as the basis of valuation of all properties within the
municipal district. The CIV of a property is the total value of the land plus buildings and other
improvements.
The valuation base used to calculate general rates for 2009/2010 was $30.108 billion (2008/2009
$29.349 billion) based on a revaluation as at 1 January 2008 and adjusted by supplementary
property valuations and applied from 1 July 2008. The 2009/2010 general rate in the CIV dollar was
$0.00313986 (2008/2009, $0.00299878).
Residential
81,076
67,718
Commercial
7,231
15,679
Industrial
4,413
3,107
Farm/Rural
1,675
1,458
Supplementary rates and rate adjustments
2,171
1,732
Rate Waiver – Brookland Green properties
-
(988)
15,529
13,325
112,095
102,031
Garbage charge
Total rates and charges
During the current year a general revaluation was carried out in the municipal district as of 1 January
2010, and the valuation will be applied in the rating year commencing 1 July 2010.
Note 3
Statutory Fees and Fines
Infringements and costs
1,432
811
Town Planning Fees
517
487
Building Fees
145
129
Land Information certificates
172
184
1,641
1,260
Animal registration fees
923
889
Health registration fees
394
146
5,224
3,906
1,352
1,264
Client fees - family day care
381
320
Client fees - community care
693
729
13,241
6,151
Sub-division fees
Total statutory fees and fines
Note 4
User Fees
Kindergarten Fees
Reimbursements
135
Financial Report
Note 4
2010
2009
$’000
$’000
User Fees continued
Leisure facilities
1,189
808
Child Care fees
536
518
1,587
1,513
Building Fees
303
281
Hire fees - Council Facilites
156
168
Pound release fees
137
119
Re-instatement/road opening fees
252
130
Recoveries
429
818
1,179
1,054
21,435
13,873
Rent/property leases
Other
Total user fees
Note 5
Grants
Summary of Grants
State funded grants
36,317
37,202
Commonwealth grants
15,510
16,487
Total
51,827
53,689
Victoria Grants Commission – unallocated *
13,225
16,108
Victoria Grants Commission - local roads *
1,760
2,102
11,386
9,967
6,164
5,641
Community Safety
785
942
580
264
13
-
8
-
423
339
-
15
12
5
Recurrent
Community Care
Planning
Sport & Leisure
Infrastructure & Capital Projects
Youth & Family Services
2,464
2,252
36,820
37,635
51
19
Community Care
116
60
Community Safety
229
87
Total recurrent
Non-recurrent
136
Financial Report
2010
2009
$’000
$’000
414
380
Environment
113
284
14,069
15,074
15
143
Note 5
Grants
Non-recurrent continued
Sport & Leisure
Total non-recurrent
-
7
15,007
16,054
* Note – At the direction of the Commonwealth Government, the Victoria Grants Commission grants
have been paid in advance near the end of the 2008/2009 and 2009/2010 financial years. This has
resulted in the first quarter grants scheduled for the subsequent financial year being received in
late June of the current financial period, resulting in an extra quarterly instalment being received by
Council in the 2008/2009 financial year.
Conditions on Grants
Grants recognised as revenue during the year that were obtained on condition that they be
expended in a specified manner that had not occurred at balance date were:
340
323
Community Care
381
146
81
28
329
135
Community Safety
Environment
55
31
1,190
4,841
73
111
-
35
Victorian Grants Commission – unallocated *
3,466
3,254
Victorian Grants Commission - local roads *
461
433
Sport & Leisure
Total
-
170
6,376
9,507
* Note At the direction of the Commonwealth Government, the Victoria Grants Commission grants
have been paid in advance near the end of the 2008/2009 and 2009/2010 financial years. This has
resulted in the first quarter grants scheduled for the subsequent financial year being received in
late June of the current financial period, resulting in an extra quarterly instalment being received by
Council in the 2008/2009 financial year.
137
Financial Report
Note 5
2010
2009
$’000
$’000
Grants
Conditions on Grants continued
Grants which were recognised as revenue in prior years and were expended during the current year
in the manner specified by the grantor were:
638
543
Community Care
293
32
22
153
121
192
Environment
168
221
Community Safety
4,838
1,169
Sport & Leisure
64
89
35
-
3,254
-
433
-
Victorian Grants Commission – unallocated
Victorian Grants Commission - local roads
124
162
9,990
2,561
(3,614)
6,946
Development contributions
9,171
7,149
Local contributions to capital works
2,041
583
Total
Net increase/(decrease) in unexpended grants
held in other reserves resulting from grant
revenues for the year
Note 6
Contributions
(a) Cash
Other
900
735
Total
12,112
8,467
Land Under Roads
1,068
1,867
Roads
8,619
16,471
Drainage
9,790
10,836
(b) Non- monetary assets
Footpaths
2,196
3,862
16,769
6,836
Other
755
1,708
Total
39,197
41,580
Total contributions
51,309
50,047
Parks & open spaces
New subdivisions were constructed by developers during the reporting year. The infrastructure
assets within those subdivisions are contributed to Council when completed.
138
Financial Report
2010
2009
$’000
$’000
Executive
2,187
1,967
Corporate Services
5,973
5,401
18,770
17,521
8,504
8,215
9,477
8,286
7,379
7,488
52,290
48,878
45,138
42,277
636
644
Superannuation (Accumulation)
3,245
3,012
Work cover
1,164
952
Other employee on costs
2,107
1,993
52,290
48,878
Executive
1,254
1,666
Corporate Services
6,790
6,971
10,008
9,147
6,603
6,174
60,330
47,795
10,230
9,908
Councillors Allowance
349
298
Operating lease costs
197
186
50
49
95,811
82,194
Buildings and land improvements
9,028
6,698
Plant and equipment
3,492
3,240
Road seal
4,098
4,214
Kerb and channel
2,237
2,180
Road pavement/substructures
1,272
1,257
Note 7
Employee benefits
By program
Community Services
Total
By expense type
Wages and salaries
Superannuation (Defined Benefit)
Total
Note 8
Community Services
Audit fees
Total materials and services
Note 9
139
Financial Report
2010
2009
$’000
$’000
163
217
1,520
1,455
Drainage
3,805
3,720
563
557
26,178
23,538
232
332
Note 9
Depreciation and amortisation continued
Bridges
Other infrastructure assets
Total depreciation and amortisation
Note 10
Finance costs
Interest - Borrowings
Note 11
Disposal of assets
Included within the comprehensive income statement are the following significant items.
Loss on disposal of Infrastructure assets
Infrastructure revaluation exceeding reserve funds
written off
Infrastructure assets disposed during the year
-
-
(11,705)
(4,605)
(11,705)
(4,605)
Gain and loss on disposal of Plant
& Equipment
Proceeds from asset sales
Carrying amount of assets sold
Note 12
1,562
1,351
(1,120)
(1,298)
442
53
Investment in associate and joint ventures
Casey Cardinia Library Corporation
Background
The Casey Cardinia Library Corporation (‘the Corporation’) is owned by the City of Casey and
Cardinia Shire Council. City of Casey owns the properties where the Corporation operates the
libraries and is entitled to 76.28% (2008/2009: 75.57%) of its net financial result.
Movement in carrying value of specific
investment
Carrying value of investment at start of year
140
4,880
4,778
Financial Report
2010
2009
$’000
$’000
(92)
102
Share of asset revaluation
-
-
Distributions received
-
-
4,788
4,880
104
128
Note 12
Investment in associate and joint ventures continued
Share of profit (loss) for year
Carrying value of investment at end of year
Council's share of expenditure commitments
Operating commitments
-
-
104
128
Fair value adjustment of investment property
(Note 19)
(126)
668
Fair value adjustment of land held for resale
253
-
Total fair value adjustment for investment
property
127
668
219,844
-
15,630
-
235,474
-
27
24
Capital commitments
Note 13
Other income and other expenditure
Initial recognition of road earth works
Recognition of other assets – landfill rehabilitation
Total recognition of assets
Note 14
Cash on hand
Cash at bank
1,908
2,926
Money market call account
16,066
6,734
Term deposits and bank bills
28,106
43,302
-
6
46,107
52,992
Managed funds (note 1(i))
Total cash and cash equivalents
Managed funds are held with major financial institutions.
Users of the financial report should refer to Note 28 for details of restrictions on cash assets
and Note 30 for details of existing Council commitments.
141
Financial Report
Note 15
2010
2009
$’000
$’000
Current
Rates debtors
4,829
4,646
Private schemes
490
540
Interest receivable
315
270
73
75
Community groups
115
173
Rentals
180
107
Children services
162
43
Other/recoverable
75
78
17,539
5,356
Debtors infringements
1,184
921
GST Receivable
2,292
2,264
Aged services
General debtors
Provision for doubtful debts - other debtors
(movement given below)
(430)
(166)
26,824
14,307
Balance at the beginning of year
(166)
(156)
New Provision recognised during the year
(282)
(35)
18
25
Total current trade and other receivables
Movement in Provision of Doubtful Debts
Debtors infringements written off as uncollectable
Amounts provided for but recovered during
the year
-
Previous impaired losses reversed
-
Balance at the end of the year
Note 16
(166)
214
219
-
2,000
Other Assets
Current prepayments
Note 17
(430)
Non-current
Bank floating rate notes
142
Financial Report
Note 18
2010
2009
$’000
$’000
Property, infrastructure, plant and equipment
Summary
at cost
127,177
98,949
less accumulated depreciation
(11,916)
(9,765)
115,261
89,184
at Council valuation as at 30 June 2008
-
870,221
-
(227,260)
-
642,961
689,299
673,121
(163,930)
(155,983)
525,369
517,138
1,210,704
-
(224,788)
-
985,916
-
1,626,546
1,249,283
298,451
282,273
7,690
-
306,141
282,273
-
60,379
80,781
-
Total Land under roads
80,781
60,379
5,481
-
(184)
-
Total Land improvements
5,297
-
Total
Property
Land
at cost
Total Land
Land under roads
Land improvements
at cost
143
Financial Report
2010
2009
$’000
$’000
390,848
390,848
51,081
42,477
(164,883)
(156,039)
Total Buildings and building improvements
277,046
277,286
Total Property
669,265
619,938
Note 18
Property, infrastructure, plant and equipment continued
Buildings and building improvements
At Cost
Valuation statement – Land and Buildings
All land and buildings have been revalued as at 30 June 2009 at ‘fair value’.
The valuations were undertaken by Pauline Lawson - AAPI Certified Practising Valuer and have
been assessed in accordance with Australian Accounting Standard Board 116 “Property, Plant and
Equipment” (AASB 116) and the Australian and New Zealand Valuation & Property Standard IVA 3.
Fair value is defined in AASB 116 as “the amount for which an asset could be exchanged between
knowledgeable, willing parties in an arm’s length transaction.”
Fair value has been determined by:
1 Market Value – highest and best use in an active and liquid market.
2 Current Market price of a similar asset.
3 Price of the most recent transaction for similar asset.
4 Observable market evidence.
5 Current depreciated replacement/ reproduction cost of the remaining future economic benefits.
Where no liquid or active market exists for land which is restricted by community service obligations,
fair value has been determined by considering sales evidence of comparable surrounding properties
and applying discount factors for the restriction in use of that type of land.
Valuation statement – Land Under Roads
In accordance with Accounting Standard AASB 116, the valuation of ‘Land under roads’ has been
assessed at fair value. The valuations were undertaken by Pauline Lawson - AAPI Certified
Practising Valuer.
Fair value is defined as the market value of the land as at 1 July 2010. The fair value has been
calculated by making appropriate adjustments to the average site value rate for the City of Casey.
An artificial market exists for determining the land value of roads because:
• The land cannot generally be disposed of, and consequently there is usually no readily available
market and/or identifiable acquisition cost;
• There is no income attributable to the road; and
144
Financial Report
• The land is usually encumbered by other entities, and the general public who retain rights of
access over the land.
Due to a lack of market evidence, the fair value of land under the roads was determined by applying
appropriate discounts to the average site value rate for the Municipality. The average site value rate
is determined by dividing the total rateable Site Value for the City of Casey by the total land area of
all rateable land.
The statutory site value, generally represents land in its fully developed and ‘subdivided’ state,
unencumbered by rights of access and private interests and other infrastructure assets. Land
under roads generally comprises of land in its undeveloped and un serviced state, land which is
encumbered by rights of access to adjoining owners and public rights of carriageway and, land which
is encumbered by a mixture of infrastructure easements for water, sewerage, drainage, electricity,
telecommunications and gas.
In order to assess the fair value of land under roads it is considered necessary to adjust the statutory
site value and make adjustments to reduce the land value back to englobo status and make
allowances for access rights and private interests and other infrastructure assets within roadways.
Ten subdivisions within the City of Casey were analysed on a before and after basis of comparing
the broad hectare englobo rate with the subdivided land rate and the median discount equated to a
65% adjustment for the englobo nature of the land under the roads.
Council’s valuer has made a professional judgement of an appropriate allowance of 15% as an
allowance for rights off access & carriageway rights as an encumbrance over the roads and a 15%
allowance as a measure of the effect of the blight on title due to infrastructure assets under the
roadway.
2010
2009
$’000
$’000
26,427
24,072
Plant and equipment
at cost
(10,779)
(9,500)
Total Plant and equipment
15,648
14,572
Total Plant and equipment
15,648
14,572
219,844
-
Total Road Earthworks
219,844
-
-
213,019
237,299
Infrastructure Assets
Road Earthworks
Road pavement
at cost
-
1,775
(34,303)
(27,765)
Total Road pavement
202,996
187,029
145
Financial Report
2010
2009
$’000
$’000
-
113,918
131,889
-
-
3,497
(67,535)
(58,794)
64,354
58,621
-
13,378
33,025
-
-
168
(7,774)
(3,740)
Total Bridges
25,251
9,806
-
73,173
77,971
-
Note 18
Road seal
at cost
Total Road seal
Bridges
at cost
at cost
-
3,181
(24,155)
(26,469)
53,816
49,885
-
109,975
107,876
-
-
3,889
(31,630)
(38,466)
76,246
75,398
-
259,538
290,390
-
-
226
(51,347)
(64,522)
Total drains and pits
239,043
195,242
Total Footpaths and bicycle paths
Kerb and channel
at cost
Total Kerb and channel
Drains and pits
at cost
146
Financial Report
2010
2009
$’000
$’000
-
26,841
31,629
-
-
5,147
(8,044)
(7,713)
Total Other
23,585
24,275
905,135
600,256
Note 18
Other
at cost
Total Infrastructure
The valuation of infrastructure asset categories was carried out under the direction of the Team
Leader Asset Management, Eric Van Toor, whose professional qualifications are BE, MIPENZ,
CPEng, Int PE.
The revaluation determined the fair value of the assets as at 30 June 2010 based on:
• unit rates derived from subdivisions and contracts constructed during 2009/10 excluding
demolition and preparation costs;
• straight line depreciation calculated for each asset component; and
• expected lives of asset components determined from consideration of asset condition.
Works in progress at cost
Land
234
162
30,631
13,561
3,881
385
45
-
738
70
81
-
-
88
Paths
92
193
Plant
20
10
Land improvements
Buildings
Artwork
Road works
Bridge
Drainage
Other Infrastructure
Total Works in progress
Total Property, Infrastructure, Plant and
Equipment
776
48
36,498
14,517
1,626,546
1,249,283
147
Financial Report
(Note (9))
WDV of disposals and transfers
to non current assets
Recognition of losses of
LUR taken up at valuation
and impairment
Transfers from WIP
Balance at end of
financial year
$'000
$'000
$'000
$'000
$'000
$’000
$'000
$'000
$'000
Land
282,273 24,444
-
-
(338)
-
-
(252)
15
306,141
Land under roads
1,068 19,082
-
-
-
-
252
-
80,781
Land improvements
$'000
60,379
Transfers between
Asset Classes
Revaluation increments
(decrements) (Note 24)
2010
First time recognition of
non current assets
Acquisition of assets
Balance at beginning of
financial year
Note 18
-
4,461
-
(184)
-
-
-
-
1,021
5,298
Buildings
and building
improvements
277,286
8,113
-
(8,844)
-
-
-
-
490
277,045
Total Property
619,938 38,086 19,082
(9,028)
(338)
-
-
-
1,526
669,265
Plant and equipment
14,572
5,675
-
(3,492)
(1,117)
-
-
-
10
15,648
Total Plant and
Equipment
14,572
5,675
-
(3,492)
(1,117)
-
-
-
10
15,648
-
-
-
-
-
- 219,844
-
-
219,844
5,070 14,985
(1,272)
(2,816)
-
-
-
-
202,996
7,732
2,337
(4,098)
(286)
-
-
-
48
64,354
665 14,927
(163)
-
(253)
-
-
269
25,251
Road Earthworks
Road pavement
Road seal
Bridges
187,029
58,621
9,806
Footpaths & bicycle
paths
49,885
4,722
814
(1,520)
(85)
-
-
-
-
53,816
Kerb and channel
75,398
4,123
(832)
(2,237)
(206)
-
-
-
-
76,246
195,242
9,969 45,490
(3,805)
(7,852)
-
-
-
-
239,044
24,275
2,094 (2,046)
(563)
(209)
-
-
-
33
23,584
600,256 34,375 75,675 (13,658)
(11,454)
(253) 219,844
-
350
905,135
Drains and pits
Other
Assets
Works in progress
14,517
8,263
-
-
-
-
15,630
- (1,912)
36,498
Total Works in
Progress
14,517
8,263
-
-
-
-
15,630
- (1,912)
36,498
1,249,283 86,399 94,757 (26,178)
(12,909)
Total Property,
Infrastructure,
Plant and
Equipment
148
(253) 235,474
-
(26) 1,626,546
Financial Report
$'000
$’000
$'000
$'000
$'000
Land
235,399
10,424 30,137
-
(13)
-
-
6,326
-
282,273
54,732
3,779
-
60,379
285
-
-
1,910
-
-
-
(42)
10,004
2,823
-
(391)
-
-
- (12,721)
Balance at end of
financial year
Transfers from WIP
Recognition of losses of
LUR taken up at valuation
and impairment
$'000
Transfers between
Asset Classes
WDV of disposals and transfers
to non current assets
$'000
$'000
First time recognition of
non current assets
(Note (9))
$'000
Land improvements
$'000
Acquisition of assets
2009
Land under roads
Revaluation increments
(decrements) (Note 24)
Balance at beginning of
financial year
Note 18
Buildings
and building
improvements
193,926
23,666 47,190
(6,307)
-
-
-
-
18,811
277,286
Total Property
439,329
38,823 77,327
(6,698)
(13)
(42)
54,732
(2,616)
19,096
619,938
Plant and equipment
13,621
5,504
-
(3,240)
(1,319)
-
-
-
6
14,572
Total Plant and
Equipment
13,621
5,504
-
(3,240)
(1,319)
-
-
-
6
14,572
-
-
-
-
-
-
-
-
-
-
179,800
9,146
-
(1,257)
(660)
-
-
-
-
187,029
Road seal
54,691
8,228
-
(4,214)
(132)
-
-
-
48
58,621
Road Earthworks
Road pavement
Bridges
12,980
168
-
(217)
(3,125)
-
-
-
-
9,806
Footpaths & bicycle
paths
44,372
7,043
-
(1,455)
(75)
-
-
-
-
49,885
Kerb and channel
69,599
8,210
-
(2,180)
(231)
-
-
-
-
75,398
188,233
11,062
-
(3,720)
(333)
-
-
-
-
195,242
18,090
4,100
(557)
26
-
-
2,616
-
24,275
567,765
47,957
- (13,600)
(4,530)
-
-
2,616
48
600,256
Works in progress
19,257
14,416
-
-
-
-
-
- (19,156)
14,517
Total Works in
Progress
19,257
14,416
-
-
-
-
-
- (19,156)
14,517
Total Property,
Infrastructure,
Plant and
Equipment
1,039,972
106,700 77,327 (23,538)
(5,862)
(42)
54,732
Drains and pits
Other
Assets
-
(6) 1,249,283
149
Financial Report
Note 19
2010
2009
$’000
$’000
9,251
8,583
Investment property
Balance at beginning of financial year
Fair value adjustments
(126)
668
Balance at end of financial year
9,125
9,251
(a) Amounts recognised in the comprehensive income statement for investment property
Rental income from investment property
(note 31(b))
547
564
Total
547
564
(b) Valuation basis
The basis of the valuation of investment properties is fair value being the amounts for which the
properties could be exchanged between willing parties in an arm’s length transaction, based on
current prices in an active market for similar properties in the same location and condition subject
to similar leases. The 2010 valuation was conducted by Pauline Lawson – AAPI Certified Practising Valuer at 30 June 2010.
(c) Leasing arrangements on investment properties
Within one year
549
546
Later than 1 year and not later than 5 years
2,060
2,094
Later than 5 years
9,048
9,687
11,657
12,327
15,245
13,491
5,376
1,290
20,621
14,781
3,571
2,890
90
65
Contractors
358
77
Other
159
126
4,178
3,158
Total
Note 20
Accrued expenses
Total trade and other payables
Note 21
Refundable deposits
Subdivision deposits and bonds
Building and land leases
Total trust funds and deposits
Subdivisional deposits are held for conditional time periods as security for the practical completion
and provision of maintenance during the development of subdivisions. Some amounts of the
bonds are released in stages, as conditions are met, with the remainder held until such time as the
maintenance guarantee period lapses.
150
Financial Report
2010
2009
$’000
$’000
Provision for employee benefits (a)(i)
9,745
9,147
Provision for landfill rehabilitation costs (b)
4,253
14,223
13,998
23,370
1,554
1,199
Provision for landfill rehabilitation costs (b)
34,217
24,068
Total non-current provisions
35,771
25,267
Total provisions
49,769
48,637
Annual leave*
3,795
3,768
Long service leave**
5,703
5,140
247
239
9,745
9,147
Long service leave
1,401
1,043
Retirement gratuity
153
156
1,554
1,199
Current
9,745
9,147
Non-current
1,554
1,199
11,299
10,346
Note 22
Provisions
Current
Total current provisions
Non-current
Provision for employee benefits (a)(ii)
(a) Provision for employee benefits
Current (i)
Retirement gratuity
Total
Non-current (ii)
Total
Aggregate carrying amount of employee benefits:
Total
The following assumptions were adopted in measuring the present value of employee benefits:
Weighted average increase in employee costs
4.00%
4.26%
Weighted average discount rates
4.68%
4.45%
10
10
Weighted average settlement period (years)
151
Financial Report
Note 22
2010
2009
$’000
$’000
Provisions continued
(i) Current
All annual leave and long service leave entitlements representing 10 or more years.
- Short-term employee benefits, that are not
expected to be paid within 12 months after the end
of the period measured at nominal value
4,020
3,267
- Other long-term employee benefits that are not
expected to be paid within 12 months after the end
of the period measure at present value
5,725
5,880
Total
9,745
9,147
1,401
1,043
153
156
1,554
1,199
4,253
14,223
Non Current
34,217
24,068
Total
38,470
38,291
(ii) Non-current
Long service leave representing less than 10
years of continuous service measured as present
value
Retirement gratuity for which eligibility conditions
will not be met within 12 months after the end of
the period measure at present value
Total
(b) Provision for landfill rehabilitation costs
Provision on Rehabilitation Cost of Stevenson’s Road Landfill Site.
Current
The provision made for the rehabilitation of the Stevenson Road Closed Landfill site in the prior
year has been reviewed and a new estimate of future costs has been established.
The following assumptions were adopted in measuring the present value of rehabilitation costs:
Weighted average increase in costs
3.32%
2.50%
Weighted average discount rates
4.68%
5.11%
19
20
Weighted average settlement period (years)
152
Financial Report
Note 22
Provisions continued
2010
Landfill Annual leave Long Service
Rehabilitation
Leave
Costs
Retirement
Gratuity
Total
$’000
$’000
$’000
$’000
$’000
financial year
38,291
3,768
6,183
395
48,637
Additional provisions
12,559
540
1,492
41
14,632
(14,223)
(286)
(508)
Increase in the discounted
amount arising because of
time and the effect of any
change in the discount rate
Amounts used
1,843
(227)
(63)
(15)
1,538
Balance at the end of the
financial year
38,470
3,795
7,104
400
49,769
Landfill Annual leave Long Service
Rehabilitation
Leave
Costs
Retirement
Gratuity
Total
2009
financial year
(21) (15,038)
$’000
$’000
$’000
$’000
$’000
19,117
3,429
5,803
432
28,781
Additional provisions
23,453
584
940
13
24,990
Amounts used
(4,622)
(246)
(668)
(36)
(5,572)
Increase in the discounted
amount arising because of
time and the effect of any
change in the discount rate
343
1
108
(14)
438
Balance at the end of the
financial year
38,291
3,768
6,183
395
48,637
153
Financial Report
2010
2009
$’000
$’000
1,314
1,428
Borrowings – secured*
1,740
3,055
Total
3,054
4,483
Not later than one year
1,314
1,428
Later than one year and not later than five years
1,540
2,435
200
620
3,054
4,483
Note 23
Current
Borrowings – secured*
Non-current
*Borrowings secured over the rates of the Council
The maturity profile for Council's borrowings is:
Later than five years
Total
Note 24
Reserves
Asset revaluation reserves
Note 24(a)
454,608
359,851
Other reserves
Note 24(b)
41,366
48,683
495,974
408,534
Total
(a)
Asset revaluation reserves
Balance at
beginning of
reporting year
2010
Increment Impairment losses
(decrement)
Balance at end of
reporting year
$'000
$'000
$'000
$'000
Land
103,221
19,082
-
122,303
Buildings
145,158
-
-
145,158
Total
248,379
19,082
-
267,461
Road pavement
41,718
14,985
-
56,703
Road seal
20,870
2,338
-
23,208
3,252
14,926
-
18,178
Footpaths and
bicycle paths
-
813
-
813
Drains and pits
30,832
45,490
-
76,322
Property
Infrastructure
Bridges
154
Financial Report
Note 24
(a)
Reserves continued
Asset revaluation reserves continued
Balance at beginning
of reporting year
Kerb and channel
Other
infrastructure
assets
Total Asset
revaluation
reserves
Balance at end of
reporting year
$'000
$'000
$'000
$'000
12,420
(831)
-
11,589
2,380
(2,046)
-
334
111,472
75,675
359,851
94,757
of reporting year
2009
(decrement)
187,147
-
454,608
(decrement)
Balance at end of
reporting year
$'000
$'000
$'000
$'000
73,083
30,138
-
103,221
Property
Land
Buildings
97,969
47,189
-
145,158
171,052
77,327
-
248,379
Road pavement
41,718
-
-
41,718
Road seal
20,870
-
-
20,870
3,252
-
-
3,252
Footpaths and
bicycle paths
-
-
-
-
Drains and pits
30,832
-
-
30,832
Kerb and channel
12,420
-
-
12,420
2,380
-
-
2,380
111,472
-
-
111,472
282,524
77,327
-
359,851
Infrastructure
Bridges
Other
infrastructure
assets
Total Asset
revaluation
reserves
The asset revaluation reserve arises from the recognition of net revaluation increments for an
individual asset class of property, infrastructure, plant and equipment. Any future revaluation
decrements for an asset class are required to be written back against the balance in the asset
revaluation reserve, with any excess revaluation reduction written off to the comprehensive income
statement.
155
Financial Report
Note 24
(b)
Reserves continued
Other reserves
of reporting year
Transfer to
accumulated
surplus
Transfer from
accumulated
surplus
Balance at end of
reporting year
2010
$'000
$'000
$'000
$'000
Asset reserve
5,655
(27,337)
19,063
(2,619)
Developers
reserve
29,256
(9,342)
13,780
33,694
General reserve
13,772
(10,592)
7,111
10,291
Total Other
reserves
48,683
(47,271)
39,954
41,366
of reporting year
Transfer to
accumulated
surplus
Transfer from
accumulated
surplus
Balance at end of
reporting year
$'000
$'000
$'000
$'000
Asset reserve
24,508
(24,944)
6,091
5,655
Developers
reserve
29,012
(11,030)
11,274
29,256
5,648
(2,497)
10,621
13,772
59,168
(38,471)
27,986
48,683
2009
General reserve
Total Other
reserves
Asset reserve is held to replace major plant items and for the funding of property acquisition.
Developers reserve is contributions from developers to fund public open space, infrastructure,
and community facilities as detailed in the approved development contribution plans.
General reserve is retained for projects that are identified to be completed in a future period.
156
Financial Report
Note 25
2010
2009
$’000
$’000
Reconciliation of cash flows from operating activities to surplus/(deficit)
Depreciation/amortisation
Contributions – non monetary
Initial recognition of road earth works
Recognition of other assets – landfill rehabilitation
Loss on disposal of infrastructure and other assets
Finance Costs
Net (gain)/loss on disposal of property, plant and
equipment
Share of net (profits)/losses of associates and joint
Fair value adjustments for investment property
279,943
45,374
26,178
23,538
(39,197)
(41,580)
(219,843)
-
(15,630)
-
11,705
4,605
232
333
(442)
(53)
92
(102)
(127)
(668)
(12,516)
(503)
Change in assets and liabilities:
(Increase)/decrease in trade and other receivables
(Increase)/decrease in other assets
5
724
5,840
1,084
(Decrease)/increase in employee benefits
952
682
(Decrease)/increase in provisions
179
19,174
37,371
52,608
Cash and cash equivalents (see note 14)
46,107
52,992
Total reconciliation of cash and cash equivalents
46,107
52,992
500
500
(Decrease)/increase in trade and other payables
Net cash provided by/(used in) operating
activities
Note 26
Note 27
Reconciliation of cash and cash equivalents
Bank overdraft
Credit card facilities
Unused facilities
80
80
580
580
157
Financial Report
Note 28
Restricted assets
Council has cash and cash equivalents (note 14) that are subject to restrictions. As at the reporting
date, Council had legislative restrictions in relation to employee entitlements (Long Service Leave)
and reserve funds (Public Open Space Contributions). Restricted asset for long service leave is
based on the Local Government (Long Service Leave) Regulations 2002 and does not necessarily
equate to the long service leave liability disclosed in note 22 due to a different basis of calculation
prescribed by the regulation.
Long service leave (note 22)
6,157
5,416
Reserve funds (note 24 Developers Reserve)
10,278
12,020
Total restricted assets
16,435
17,436
Note 29
Superannuation
Council makes employer superannuation contributions in respect of its employees to the Local
Authorities Superannuation Fund (the Fund). Obligations for contributions are recognised as
an expense in profit or loss when they are due. The Fund has two categories of membership,
accumulation and defined benefit, each of which is funded differently. In addition, Council makes
employer contributions to HESTA and Health Super for some employees.
The Fund’s accumulation category, Vision Super Saver, receives both employer and employee
contributions on a progressive basis. Council contributions are normally based on a fixed percentage
of employee earnings (9% required under Superannuation Guarantee Legislation). No further
liability accrues to the employer as the superannuation benefits accruing to employees are
represented by their share of the net assets of the Fund.
Defined Benefit Plan
The Fund’s Defined Benefit Plan is a multi-employer sponsored plan. As the Plan’s assets and
liabilities are pooled and are not allocated by employer, the Actuary is unable to reliably allocate
benefit liabilities, assets and costs between employers. As provided under Paragraph 32(b) of AASB
119, Council does not use defined benefit accounting for these conditions.
Council makes employer contributions to the defined benefits category of the Fund at rates
determined by the Trustee on the advice of the Fund’s Actuary. On the basis of the results of the
most recent full actuarial investigation conducted by the Fund’s Actuary as at 31 December 2008,
Council makes the following contributions:
• 9.25% of members’ salaries (same as previous year); and
• the difference between resignation and retrenchment benefits paid to its retrenched employees,
plus contributions tax (same as previous year).
Fund surplus or deficit (ie the difference between fund assets and liabilities) is calculated differently
for funding purposes (ie calculating required contributions) and for the calculation of accrued benefits
as required in AAS 25 to provide the values needed for the AASB 119 disclosure in the Council’s
financial statements. AAS 25 requires that the present value of the benefit liability to be calculated
based on benefits that have accrued in respect of membership of the plan up to the measurement
date, with no allowance for future benefits that might accrue. The actuarial investigation concluded
that although the Net Market Value of the Assets was in excess of Accrued Benefits at 31 December
158
Financial Report
Note 29
Superannuation continued
2008, based on the assumptions adopted, there was a shortfall of $71 million when the funding of
future benefits was also considered. However, Council was advised that no additional contributions
are required for 30 June 2010. The Actuary has commenced undertaking the next actuarial
investigation to ascertain if additional contributions are required. The Actuarial review will be as at
30 June 2010
The result of the actuarial review is expected to be finalised during October 2010. Should the review
identify a funding shortfall requiring additional contributions, the Council will be notified of any
amount payable by November 2010 for payment on 1 July 2011. A further actuarial review will be
undertaken as at 30 June 2011. Based on the result of this further review, a detailed funding plan
will be developed and implemented to achieve the target of fully funding the Fund by 31 December
2013.
Accounting Standard Disclosure
The Fund’s liability for accrued benefits was determined by the Actuary at 31 December 2008
pursuant to the requirements of Australian Accounting Standard AAS 25 follows:
31 Dec 08
$’000
Net Market Value of Assets
3,630,432
Accrued Benefits (per accounting standards)
3,616,422
Difference between Assets and Accrued Benefits
Vested Benefits
14,010
3,561,588
The Financial assumptions used to calculate the Accrued Benefits for the defined benefit category
of the Fund were:
Net Investment Return
8.50% pa
Salary Inflation
4.25% pa
Price Inflation
2.75% pa
Details of contributions to superannuation funds during the year and contributions payable at 30
June are as follows:
159
Financial Report
Note 29 Superannuation continued
Fund
Defined Benefits Fund
Employer contributions to Local Authorities
Superannuation Fund (Vision Super)
Employer Contributions to Other Funds
Employer contributions payable to Local
Authorities Superannuation Fund (Vision
Super) at reporting date
2010
$’000
2009
$’000
636
650
-
-
636
650
-
-
-
-
-
-
2010
$’000
2009
$’000
3,252
2,873
Accumulation Funds
Employer contributions to Local Authorities
Superannuation Fund (Vision Super)
Employer contributions payable to Local
Authorities Superannuation Fund (Vision
Super) at reporting date
Employer Contributions payable to Other
Funds
167
164
3,419
3,037
405
231
21
12
426
243
Contingent Liability
Due to fluctuations in the value of assets underlying the fund and movements in the liabilities of the
fund Council may be required to make an additional contribution to the fund. At this point in time the
amount, and the likelihood of payment is not certain. Further detail of this matter is disclosed at note
32 – Contingent liabilities and contingent assets.
160
Financial Report
Note 30
Commitments
Not later than
1 year
2010
Later than 1
Later than Later than 5
year and not
2 years and
years
later than 2 not later than
years
5 years
$'000
$'000
Total
$'000
$'000
$'000
Auditing services
91
99
-
-
190
Building cleansing
541
11
-
-
552
Electricity supply
2,985
-
-
-
2,985
Environmental health
services
1,438
1,489
-
-
2,927
14,621
1,891
875
-
17,387
233
260
-
-
493
Home care services
290
340
509
-
1,139
Leisure centre management
495
-
-
-
495
80
-
-
-
80
6,361
3,323
2,010
-
11,694
Street cleansing
184
-
-
-
184
Property valuation
369
440
-
-
809
Asset management
332
-
-
-
332
2,167
1,903
1,991
-
6,061
660
-
-
-
660
30,847
9,756
5,385
-
45,988
10,698
-
-
-
10,698
2,206
-
-
-
2,206
12,904
-
-
-
12,904
Operating
Garbage collection
Graffiti removal
Facilities management
Open space management
Landfill
Telecommunications
Total
Capital
Capital works
Land purchases
Total
161
Financial Report
Note 30
Commitments continued
Not later than
1 year
2009
Later than 1
Later than Later than 5
year and not
2 years and
years
later than 2 not later than
years
5 years
Total
$'000
$'000
$'000
$'000
$'000
99
-
-
-
99
Operating
Auditing services
Building cleansing
540
372
11
-
923
Electricity supply
2,725
-
-
-
2,725
Environmental health
services
1,383
-
-
-
1,383
15,155
14,357
1,921
-
31,433
111
-
-
-
111
Garbage collection
Graffiti removal
55
-
-
-
55
Leisure centre management
Home care services
456
471
-
-
927
Facilities management
192
-
-
-
192
6,945
561
-
-
7,506
Street cleansing
666
170
-
-
836
Property valuation
330
363
363
-
1,056
Open space management
Asset management
515
110
-
-
625
7,535
-
-
-
7,535
647
-
-
-
647
37,354
16,404
2,295
-
56,053
Capital works
4,764
-
-
-
4,764
Land purchases
1,912
-
-
-
1,912
Total
6.676
-
-
-
6,676
Landfill
Telecommunications
Total
Capital
162
Financial Report
Note 31
Operating lease
(a) Operating Lease Commitments
At the reporting date, the Council had the following obligations under non-cancellable operating
leases for the lease of equipment and land and buildings for use within Council’s activities (these
obligations are not recognised as liabilities).
2010
$’000
2009
$’000
207
209
Later than one year and not later than five
years
217
260
-
-
424
469
133
170
Later than one year and not later than five
years
168
368
7
7
308
545
Equipment
Property
b) Operating Lease Receivables
The Council has entered into property leases consisting of investment properties and other Council
properties and facilities that are leased to a range of community and commercial organisations.
These properties are held under operating leases, that have remaining non-cancellable lease
terms of between 1 and 10 years. All leases include a CPI based revision of rental charge annually.
Future minimum rentals receivable under non-cancellable operating leases are as follows:
2010
$’000
2009
$’000
1,699
1,592
Later than one year and not later than five years
4,255
4,621
11,969
12,726
17,923
18,939
163
Financial Report
Note 32
Contingent liabilities and contingent assets
Contingent liabilities
The Council is presently involved in several confidential legal matters, as well as the Class
Action from Brookland Green property owners, which are being conducted through the Council’s
solicitors.
As these matters are yet to be finalised, and the financial outcomes are unable to be reliably
estimated, no allowance for contingencies from these matters has been made in the financial
report.
Council has obligations under a defined superannuation scheme that may result in the need to
make additional contributions to the scheme to ensure that the liabilities of the fund are covered
by the assets of the fund. As of the increased volatility in financial markets the likelihood of making
such contributions in future periods has increased. At this point in time it is not known if additional
contributions will be required, their timing or potential amount.
Guarantees for loans to other entities:
2010
$’000
The City of Casey has guaranteed the loans of
$140,000 for the Berwick Bowling Club
2009
$’000
104
114
104
114
Contingent assets
Land and infrastructure assets to be transferred to Council in respect of subdivisions under
development have an estimated value of $13,844,854 (2009 $7,616,565), and amount receivable in
cash $12,910 (2009 $ Nil)
Note 33
Restoration of Landfills
The City of Casey currently has responsibility for 3 former landfill sites.
• Stevenson’s Road Landfill
The City of Casey and City of Frankston share liability for the Stevenson’s Road Closed Landfill
(SRCL) site on a 72%:28% basis, in accordance with the provisions of the Waste Disposal
Agreement that governed the management of this site. The total estimated present value of the
remaining cost of rehabilitation is over $58.7 million dollars, inclusive of ongoing operational
costs of up to $4.5million dollars per annum over 19 years. This reflects an increase of over
$14 million dollars from the estimated total remaining costs as at 30 June 2009, after allowing
for the works undertaken during 2009/10 that were allowed for in the existing provision. This
increase has mainly resulted from an increase in the estimated ongoing operating costs for the
site management, operation and maintenance of the gas and leachate extraction systems, deep
barrier wall and expanded leachate treatment pond that have been constructed and installed on
the SRCL site. A provision of $38.470 million is provided, based on Council’s 72% share of the
present value basis of the estimated remaining of cost of $53.431 million, inclusive of remaining
164
Financial Report
Note 33
Restoration of Landfills
capital expenditure, project management and site management costs in year 1 and $52.024
million of ongoing site management costs over 19 years.
• Cemetery Road Landfill
Rehabilitation is complete. The council has an ongoing monitoring and minor maintenance
expense.
• Narre Warren Landfill
The landfill rehabilitation is complete and the site has been handed back Council for ongoing
management as a reserve. The Council also manages ongoing monitoring of ground water
on behalf of the Narre Warren Users Group (NWUG). These expenses are reimbursed to the
Council via a fund managed by the City of Whitehorse.
Note 34
(a)
Financial Instruments
Accounting Policy, terms and conditions
Recognised financial
instruments
Note
Accounting Policy
Terms and Conditions
14
Cash on hand and at bank and
money market call account are
valued at face value.
On call deposits returned
a floating interest rate of
between 2.90% and 4.40%
(2.90% and 7.15% in
2008/2009). The interest rate
at balance date was 4.40%
(2.90% in 2008/2009).
Financial assets
Cash and cash
equivalents
Term Deposits and bills are
valued at cost.
Investments are held to maximise
interest returns of surplus cash.
Interest revenues are recognised
as they accrue.
Other debtors
15
Receivables are carried at
amortised cost using the effective
interest method. A provision
for doubtful debts is recognised
when there is objective evidence
that an impairment loss has
occurred. Collectability of
overdue accounts is assessed on
an ongoing basis.
General debtors are
unsecured and interest free.
Credit terms are based on 60
days.
165
Financial Report
Note 34
Financial Instruments continued
Recognised financial
instruments
Note
Accounting Policy
Terms and Conditions
17
Investments are held to maximise Investments returned a fixed
interest returns of surplus cash.
margin above the 90 day
bank bill swap rate (BBSW)
of between 0.19% and
1.36% (0.35% and 0.47%
2008/2009).
Other Financial Assets
Financial Assets
Interest revenues are recognised
as they accrue.
Financial Liabilities
Trade and other
payables
20
Liabilities are recognised for
amounts to be paid in the future
for goods and services provided
to Council as at balance date
whether or not invoices have
been received.
General Creditors are
unsecured, not subject to
interest charges and are
normally settled within 30
days of invoice receipt.
Interest-bearing loans
and borrowings
23
Loans are carried at the
amounts outstanding. Bank
loans are subject to borrowing
limits imposed by the State
Government under Loan Council
approval arrangements. Interest
is charged as an expense as it
accrues.
Borrowings are secured by
way of mortgages over the
general rates of the Council.
The interest rate for individual
bank loans is fixed for the
period of the loan. Bank
loans are repayable in equal
instalments comprising
principal and interest. Interest
is payable in arrears.
Interest rates for borrowings
are in the range of 5.10% and
10.70% (5.10% to 10.70% in
2008/2009).
Bank overdraft
27
Overdrafts are recognised at
the principal amount. Interest
is charged as an expense as it
accrues.
The overdraft is subject to
annual review.
It is secured by a mortgage
over Council’s general rates
and is repayable on demand.
Interest rates on applicable
overdraft were between
8.99% and 10.49% during
2009/2010 (8.99% and
11.77% in 2008/2009).
The interest rate as at
balance date was 10.49%
(8.99% in 2008/2009).
166
Financial Report
Note 34
Trusts
21
Trusts and refundable deposits
are valued at cost.
Trusts and refundable
deposits are unsecured and
are not subject to interest
charges. They are refunded
when conditions are satisfied
and the deposits are no
longer required.
(b) Categorisation of Financial Instruments
Notes
2010
Cash Contractual
Contractual
and cash
financial financial liabilities
equivalents
assets – at amortised cost
loans and
receivables
$’000
Total
$’000
$’000
$’000
-
- 46,107
-
Contractual financial assets
14
46,107
17
-
-
15
-
19,212
- 19,212
46,107
19,212
- 65,319
20,621 20,621
Total contractual financial assets
-
Contractual financial liabilities
20
-
-
21
-
-
4,178
4,178
Interest-bearing loans and
borrowings
23
-
-
3,054
3,054
-
-
27,853 27,853
- 52,992
Total contractual financial
liabilities
2009
Contractual financial assets
14
52,992
-
17
-
2,000
-
2,000
15
6,857
Total contractual financial assets
-
6,857
-
52,992
8,857
- 61,849
14,781 14,781
Contractual financial liabilities
20
-
-
21
-
-
3,158
3,158
borrowings
23
-
-
4,483
4,483
-
-
Total contractual financial
liabilities
22,422 22,422
167
Financial Report
Note 34
(c) Interest Rate Risk
The exposure to interest rate risk and the effective interest rates of financial assets and financial
liabilities, both recognised and unrecognised, at balance date are as follows:
2010
Fixed interest maturing in:
Floating
interest rate
1 year Over 1 to 5
or less
years
More than 5 Non-interest
years
bearing
Total
$'000
$'000
$'000
$'000
$'000
$'000
46,080
-
-
-
27
46,107
-
-
-
-
-
-
Trade and other
receivables
-
-
-
-
19,212
19,212
Total financial assets
46,080
-
-
-
19,239
65,319
Weighted average
interest rate
4.30%
Financial assets
Cash and cash
equivalents
Financial liabilities
Trade and other
payables
-
-
-
-
20,621
20,621
Trust funds and
deposits
-
-
-
-
4,178
4,178
and borrowings
-
1,315
1,540
200
-
3,055
Total financial
liabilities
-
1,315
1,540
200
24,799
27,854
5.06%
5.84%
8.03%
46,080 (1,315)
(1,540)
(200)
(5,560)
37,465
Weighted average
interest rate
Net financial assets
(liabilities)
168
Financial Report
Note 34
2009
Fixed interest maturing in:
Floating
interest rate
1 year Over 1 to 5
or less
years
More than 5 Non-interest
years
bearing
Total
$'000
$'000
$'000
$'000
$'000
$'000
52,968
-
-
-
24
52,992
-
-
2,000
-
-
2,000
Trade and other
receivables
-
-
-
-
6,857
6,857
52,968
-
2,000
-
6,881
61,849
Weighted average
interest rate
4.48%
Financial assets
Cash and cash
equivalents
6.23%
Financial liabilities
Trade and other
payables
-
-
-
-
14,781
14,781
Trust funds and
deposits
-
-
-
-
3,158
3,158
-
1,428
2,435
620
-
4,483
Total financial
liabilities
-
1,428
2,435
620
17,939
22,422
5.26%
5.53%
6.57%
52,968 (1,428)
(435)
(620)
(11,058)
39,427
Weighted average
interest rate
Net financial assets
(liabilities)
169
Financial Report
Note 34
(d)
Net Fair Values
The aggregate net fair values of financial assets and financial liabilities, both recognised and
unrecognised, at balance date are as follows:
Financial Instruments
Total carrying amount as per
Balance Sheet
Aggregate net fair value
2010
$’000
2009
$’000
2010
$’000
2009
$’000
46,107
52,992
46,107
52,992
(1) Financial assets
-
2,000
-
2,000
19,212
6,857
19,212
6,857
65,319
61,849
65,319
61,849
20,621
14,781
20,621
14,781
4,178
3,158
4,178
3,158
(2) Financial liabilities
Total Financial liabilities
3,054
4,483
3,054
4,483
27,853
22,422
27,853
22,422
A number of methods are available when estimating the fair value of a financial instrument. The
methods comprise:
Level 1 – the fair value is calculated using quoted prices in active markets.
Level 2 – the fair value is estimated using inputs other than quoted prices included in Level 1 that are
observable for the asset or liability, either directly (as prices) or indirectly (derived from prices).
Level 3 – the fair value is estimated using inputs for the asset or liability that are not based on
observable market data.
Carrying amounts of assets and liabilities approximate fair value. Fair value estimates recognised in
respect of financial instruments in the Balance Sheet are all estimated and categorised as Level 1.
No financial assets and financial liabilities are readily traded on organised markets in standardized
form. The aggregate of fair values and carrying amounts of financial assets and liabilities are
disclosed in the Balance Sheet and in the notes to the financial statements.
(e)
Credit Risk
The maximum exposure to credit risk at balance date in relation to each class of recognised financial
asset is represented by the carrying amount of those assets as indicated in the Balance Sheet.
170
Financial Report
Note 34
(f)
Risk and Mitigation
The risks associated with our main financial instruments and our policies for minimising these risks
are detailed below.
Market risk
Market risk is the risk that the fair value or future cash flows of our financial instruments will fluctuate
because of changes in market prices. The Council’s exposure to market risk are primarily through
interest rate risk with only insignificant exposure to other price risks and no exposure to foreign
currency risk. Components of market risk to which we are exposed are discussed below.
Interest rate risk
Interest rate risk refers to the risk that the value of a financial instrument or cash flows associated
with the instrument will fluctuate due to changes in market interest rate. Interest rate risk arises from
interest bearing financial assets and liabilities that we use. Non derivative interest bearing assets
are predominantly short term liquid assets. Our interest rate liability risk arises primarily from long
term loans and borrowings at fixed rates which exposes us to fair value interest rate risk.
Our loan borrowings are sourced from major Australian banks by a tender process. Finance
leases are sourced from major Australian financial institutions. Overdrafts are arranged with major
Australian banks. We manage interest rate risk on our net debt portfolio by:
- ensuring access to diverse sources of funding;
- reducing risk of refinancing by managing in accordance with target maturity profiles; and
- setting prudential limits on interest repayments as a percentage of rate revenue
We manage the interest rate exposure on our net debt portfolio by appropriate budgeting strategies
and obtaining approval for borrowings from Department of Planning and Community Development
each year.
Investment of surplus funds is made with approved financial institutions under the Local Government
Act 1989. We manage interest rate risk by adopting an investment policy that ensures:
- conformity with State and Federal regulations and standards;
- capital protection;
- appropriate liquidity;
- diversification by credit rating, financial institution and investment product;
- monitoring of return on investment; and
- benchmarking of returns and comparison with budget.
Maturity will be staggered to provide for interest rate variations and to minimise interest rate risk.
Credit risk
Credit risk is the risk that a contracting entity will not complete its obligations under a financial
instrument and cause us to make a financial loss. We have exposure to credit risk on some financial
assets included in our balance sheet. To help manage this risk:
-
-
-
we have a policy for establishing credit limits for the entities we deal with;
we may require collateral where appropriate; and
we only invest surplus funds with financial institutions which have a recognised credit rating
specified in our investment policy.
Trade and other receivables consist of a large number of customers, spread across the consumer,
business and government sectors. Credit risk associated with the Council’s financial assets is
minimal because the main debtors are the Victorian Government and Frankston City Council.
171
Financial Report
Note 34
(f)
Risk and Mitigation continued
Apart from the Victorian Government and Frankston City Council we do not have any significant
credit risk exposure to a single customer or groups of customers. Ongoing credit evaluation is
performed on the financial condition of our customers and, where appropriate, an allowance for
doubtful debts is raised
We may also be subject to credit risk for transactions which are not included in the balance sheet,
such as when we provide a guarantee for another party. Details of our contingent liabilities are
disclosed in note 32.
Movement of provision of doubtful debts
2010
2009
$'000
$'000
Balance at the beginning of the year
166
156
New Provisions recognised during the year
282
35
Amounts already provided for and written off as uncollectible
(18)
(25)
-
-
430
166
Amounts provided for but recovered during the year
Balance at the end of year
Ageing of Trade and Other Receivables
At balance date other debtors representing financial assets were past due but not impaired. These
amounts relate to a number of independent customers for whom there is no recent history of default.
The ageing of the Council’s Trade and Other Receivables was
2010
2009
$'000
$'000
8,339
4,302
Past due by up to 30 days
45
149
Past due between 31 and 180 days
48
74
7,881
1,555
Past due by more than 1 year
2,001
22
18,314
6,102
Current (not yet due)
Total Trade and Other Receivables
Ageing of individually impaired Trade and Other Receivables
At balance date, other debtors representing financial assets with nominal value of $17,973 (2009
$56,511) were impaired. The amount of the provision raised against these debtors was $ Nil (2009 $
Nil). The individually impaired debtors relate to general and sundry debtors and have been impaired
as a result of their doubtful collection. Many of the long outstanding past due amounts have been
lodged with the Council’s debt collectors or are on payment arrangements.
172
Financial Report
Note 34
(f)
The ageing of Trade and Other Receivables that have been individually determined as impaired at
reporting date was:
2010
2009
$'000
$'000
Current (not yet due)
-
-
Past due by up to 30 days
-
-
-
1
3
2
Past due by more than 1 year
15
54
Total Trade and Other Receivables
18
57
Liquidity risk
Liquidity risk includes the risk that, as a result of our operational liquidity requirements;
- we will not have the sufficient funds to settle a transaction on the due date;
- we will be forced to sell financial assets at a value which is less than what they are worth; or
- we may be unable to settle or recover financial assets at all.
To help reduce these risks we:
- have a liquidity policy which targets a minimum and average level of cash and cash equivalents
to be maintained;
- have readily accessible standby facilities and other funding arrangements in place;
- has a liquidity portfolio structure that requires surplus funds to be invested with various bands of
liquid instruments;
- monitor budget to actual performance on a regular basis; and
- set limits on borrowings relating to the percentage of loans to rate revenue and percentage of
loan principal repayments.
The Council’s exposure to liquidity risk is deemed insignificant based on prior periods’ data and
current assessment of risk.
The Table below lists the contractual maturities for Financial Liabilities.
These amounts represent undisclosed gross payments including both principal and interest amounts.
2010
<6
6-12 1-2 Yrs
Months Months
$’000
Trade and other Payables
$’000
$’000
2-5 Yrs
$’000
>5 Contracted
Years Cash flow
Carrying
Amount
$’000
$’000
$’000
20,621
-
-
-
-
20,621
20,621
244
3,934
-
-
-
4,178
4,178
Interest - bearing loans
and borrowings
735
734
455
1,364
232
3,520
3,520
21,600
4,668
455
1,364
232
28,319
28,319
Total Liabilities
173
Financial Report
Note 34
(f)
2009
<6
6-12 1-2 Yrs
Months Months
$’000
Trade and other Payables
$’000
$’000
2-5 Yrs
$’000
>5 Contracted
Years Cash flow
Carrying
Amount
$’000
$’000
$’000
14,781
-
-
-
-
14,781
14,781
191
2,967
-
-
-
3,158
3,158
Interest - bearing loans
and borrowings
832
832
1,469
1,364
686
5,183
5,183
15,804
3,799
1,469
1,364
686
23,122
23,122
Total Liabilities
Sensitivity disclosure analysis
(g)
Taking into account past performance, future expectations, economic forecasts, and management’s
knowledge and experience of the financial markets, the Council believes the following movements
are reasonably possible over the next 12 months (Base rates are sourced from the Reserve Bank of
Australia).
-
A parallel shift of -1.0% and +2.0% in market interest rates (AUD) from year-end rates of 4.40%.
The table below discloses the impact on net operating result and equity for each category of financial
instruments held by the Council at year-end, if the above movements were to occur.
2010
Interest rate risk
Carrying amount
subject to interest
-1%
100 basis points
2%
200 basis points
Profit
Equity
Profit
Equity
$'000
$'000
$'000
$'000
$'000
46,107
(461)
(461)
922
922
-
-
-
-
-
5,319
(53)
(53)
106
106
-
-
-
-
-
-
-
-
-
-
and borrowings
3,054
31
31
(61)
(61)
Financial assets
-
In comparison, for the financial year ended 30 June 2009, taking into account past performance,
future expectations, economic forecasts, and management’s knowledge and experience of the
financial markets, the Council believes the following movements are reasonably possible over
the next 12 months (Base rates are sourced from the Reserve Bank of Australia).
-
A parallel shift of -1% and +2% in market interest rates (AUD) from prior year-end rates of
2.90%.
174
Financial Report
Note 34
The table below discloses the impact on net operating result and equity for each category of financial
instruments held by the Council at prior year-end, if the above movements were to occur.
2009
Interest rate risk
Carrying amount
subject to interest
-1%
100 basis points
2%
200 basis points
Profit
Equity
Profit
Equity
$'000
$'000
$'000
$'000
$'000
52,968
(530)
(530)
1,059
1,059
2,000
(20)
(20)
40
40
5,186
(52)
(52)
102
102
-
-
-
-
-
-
-
-
-
-
4,483
45
45
(90)
(90)
2010
2009
$'000
$'000
Audit fee to conduct external audit - Victorian Auditor-General
50
49
Internal audit fees – PKF
77
82
5
-
132
131
Financial assets:
borrowings
Note 35
Auditors’ remuneration
Fees for other services provided by auditor
Note 36
Events occurring after balance date
Council adopted its 2010/11 Budget on 20 July 2010, which was predicated on a contribution
of $17.5 million dollars (Casey’s 72% share is $12.6 million dollars) from the State Government
towards the above budget costs incurred by Council on the escalated rehabilitation activities at
the Stevensons Road Closed Landfill site (SRCL). The 2010/11 Budget also proposed new loan
borrowings of $19.4m to fund the remaining above budget costs for SRCL incurred by Council in the
2008/09 and 2009/10 financial years.
Council is not aware of any other matters or events subsequent to balance date that require
adjustment to the financial statements.
175
Financial Report
Note 37
Related party transactions
(a) Responsible Persons
Names of persons holding the position of a Responsible Person at the Council at any time during the
year are:
Councillors
Cr Geoff Ablett
(Mayor to 30 November 2009)
Cr Sam Aziz
Cr Shar Balmes
Cr Karen Baxter
(Cr to 16 February 2010)
Cr Kevin Bradford
Cr Simon Curtis
Cr Beverley Hastie
(Cr from 16 March 2010)
Cr Lynette Keleher
Cr Daniel Mulino
Cr Wayne Smith J.P
Cr Amanda Stapleton
Cr Lorraine Wreford
(Mayor from 1 December 2009)
Mr Mike Tyler
(b) Remuneration of Responsible Persons
The numbers of Responsible Officers, whose total remuneration from Council and any related
entities fall within the following bands:
2010
2009
No.
No.
$1
-
$ 9,999
1
7
$10,000
-
$19,999
1
7
$20,000
-
$29,999
8
4
$40,000
-
$49,999
-
1
$50,000
-
$59,999
1
-
$60,000
-
$69,999
1
-
$320,000 -
$329,999
1
-
$350,000 -
$359,999
-
1
13
20
$'000
$'000
674
654
Total Remuneration for the reporting year for Responsible Persons
included above amounted to:
176
Financial Report
Note 37
Related party transactions continued
(c) Retirement Benefits
No retirement benefits have been made by the Council to a Responsible Person (2008/09, Nil).
(d) Loans
No loans have been made, guaranteed or secured by the Council to a Responsible Person during
the reporting year (2008/09, Nil).
(e) Other Transactions
No transactions other than remuneration payments or the reimbursement of approved expenses
were entered into by Council with Responsible Persons, or Related Parties of such Responsible
Persons during the reporting year (2008/09, Nil).
(f) Senior Officers Remuneration
A Senior Officer, other than a Responsible Person, is an officer of the Council who has management
responsibilities and reports directly to the Chief Executive Officer or whose total annual remuneration
exceeds $100,000.
The number of Senior Officers other than the Responsible Persons, are shown below in their
relevant income bands:
2010
2009
No.
No.
<$100,000
2
1
$100,000 - $109,999
1
4
$110,000 - $119,999
5
2
$120,000 - $129,999
2
8
$130,000 - $139,999
5
9
$140,000 - $149,999
9
2
$150,000 - $159,999
5
1
$160,000 - $169,999
1
1
$190,000 - $199,999
1
2
$200,000 - $209,999
-
1
$210,000 - $219,999
2
-
$220,000 - $219,999
1
-
$230,000 - $239,999
1
-
$260,000 - $269,999
-
1
35
32
$'000
$'000
5,075
4,429
Income Range:
Total Remuneration for the reporting year for Senior
Officers included above, amounted to
177
Financial Report
Note 37
Related party transactions continued
(f) Senior Officers Remuneration continued
As at 30 June 2010, there are 31 ongoing positions (2009: 28) that would be reported for Senior
Officer Remuneration. During the 2009-10 financial year, there was a staff member who retired, whose
remuneration exceeded $120,000 due to the payment of their accrued employee entitlements, despite their
normal employee arrangements being below the reporting threshold. There had also been three officers
who have undertaken extended periods of higher duties as Acting Manager, which has resulted in their total
remuneration being reported for 2009/10.
Note 38 (a) Income, expenses, and assets by function/activities
Executive Corporate Community
Community Infrastructure
Planning &
Services Services
Services Development
Services
Total
2010
$’000
$’000
$’000
$’000
$’000
$’000
$’000
Grants
-
13,225
20,180
2,009
15,841
572
51,827
Other
7
118,202
3,890
3,013
288,391
15,323
428.826
Total
7
131,427
24,070
5,022
304,232
15,895
480,653
3,723
14,812
35,409
14,964
109,163
22,639
200,710
Surplus
(Deficit) for
the Year
(3,716)
116,615
(11,339)
(9,942)
195,069
(6,744)
279,943
Assets
Attributed
to functions
and
activities *
-
55,618
99,250
-
1,313,444
Income
Expenses
178
245,883 1,714,195
Financial Report
Note 38 (a) Income, expenses, and assets by function/activities continued
Executive Corporate Community
Community Infrastructure
Planning &
Services Services
Services
Total
2009
$’000
$’000
$’000
$’000
$’000
$’000
$’000
-
16,109
17,938
1,672
17,181
789
53,689
Other
37
110,268
3,127
2,374
46,954
12,268
175,028
Total
37
126,377
21,065
4,046
64,135
13,057
228,717
3,865
14,023
29,171
14,293
100,762
21,229
183,343
Surplus
(Deficit) for
the Year
(3,828)
112,354
(8,106)
(10,247)
(36,627)
(8,172)
45,374
Assets
Attributed
to functions
and
activities *
-
60,901
100,262
-
943,952
Income
Grants
Expenses
227,817 1,332,932
*Assets have been attributed to functions/activities based on the control and/or custodianship of specific
assets.
Note 38 (b) The activities relating to council’s components reported in Note 38 (a)
Revenue and expenses by functions are:
Executive Services
Executive City Management, Human Resources Management, Communications
Corporate Services
Administration, Governance, Information Management, Information Systems and Risk Management,
Contracts and Purchasing, Finance, Information Technology and Organisational Strategy, Property, Rates
and Valuations.
Community Services
Family Day Care, Kindergarten Services, Playgroup Coordination and General Children’s Services
Aged and Disability Services, Health Promotion, Community Development, New Estates, Grants Program,
Positive Ageing, Volunteer Participation, Neighbourhood Houses, Maternal and Child Health Services,
Family Development Services, Youth Services,Family Resource Centres.
179
Financial Report
Note 38 (b) The activities relating to council’s components reported in Note 38 (a) continued
Community Safety, Graffiti Management, Environmental Health, Health Promotion, Local
Laws Enforcement, Domestic Animal Regulation, Fire Prevention, Traffic Control, Community
Strengthening, New Estates, Grants Program, Positive Ageing, Volunteer Participation,
Neighbourhood Houses, Community Activities, Arts and Events, Customer Services Centres in Narre
Warren, Narre Warren South, Cranbourne and Call Centres.
Construction and Maintenance of Roads, Parks and Recreation Areas, Bridges, Bicycle Paths, Car
Parks and Street Lighting, Engineering and Environmental Services, Domestic Waste Management,
Environmental Planning Programs,Recycling, Engineering Design, Traffic Management Covering
Safety, Speed, Volume and Parking, Strategic Planning for Delivery of Road Transport Infrastructure.
Building Services: Capital Works, Council Building Maintenance and Statutory Building Control
Matters.
Economic Development: Business Support and Development, Business Attraction, Mentoring,
Training Programmes, InBusiness Magazine, Annual Business Awards, Casey Economic
Development Partnership, BID’s Programme, Advocacy on behalf of business and the Casey
Business Forum.
Environment: Sustainability Initiatives, Conservation Advisory Committee, Native Vegetation
Management, Bushland Reserve Management, Climate Change Adaption, Energy and Water
Efficiency, Pest Plant and Animal Management.
Planning: Statutory Planning (including liquor licensing and gaming applications), Planning
Permits, Planning Scheme Amendments and Planning Enforcement, together with assessment of
subdivisions and subdivisions engineering.
Strategic Development: Strategic Land Use Policy, Town Centre Planning, Urban Design and
Growth Area Planning.
Sport and Leisure: Leisure Facilities, Leisure Development (including Active Recreation Reserves
Management, Sports Development and Recreation for All Abilities), Recreational Planning (including
strategies and open space for growth area planning) and skate/play projects, funding applications for
sport/leisure.
180
Financial Report
Note 39
Financial ratios (Performance indicators)
2010
(a)
2009
2008
Debt servicing ratio (to identify the capacity of Council to service its outstanding debt)
Debt servicing costs
Total revenue
0.09%
0.15%
0.23%
Debt servicing costs refer to the payment of interest on loan borrowings, finance lease, and bank
overdraft.
The ratio expresses the amount of interest paid as a percentage of Council’s total revenue.
(b)
Debt commitment ratio (to identify Council’s debt redemption strategy)
Debt servicing &
redemption costs
1.48%
2.07%
2.46%
Rate revenue
The strategy involves the payment of loan principal and interest, finance lease principal and interest.
The ratio expresses the percentage of rate revenue utilised to pay interest and redeem debt principal.
(c)
Revenue ratio (to identify Council’s dependence on non-rate income)
Rate revenue
45.72%
44.64%
48.45%
Total revenue
The level of Council’s reliance on rate revenue is determined by assessing rate revenue as a
proportion of the total revenue of Council.
(d)
Debt Exposure Ratio (to identify Council’s exposure to debt)
Total indebtedness
Total realisable assets
8.89%
9.02%
8.62%
For the purposes of the calculation of financial ratios, realisable assets are those assets which can be
sold and which are not subject to any restriction on realisation or use.
Any liability represented by a restricted asset (note 28) is excluded from total indebtedness.
The following assets are excluded from total assets when calculating Council's realisable assets:
Land and buildings on Crown land; restricted assets; heritage assets; total infrastructure assets; and
Council's investment in associate.
This ratio enables assessment of Council's solvency and exposure to debt. Total indebtedness refers
to the total liabilities of Council. Total liabilities are compared to total realisable assets which are all
Council assets not subject to any restriction and are able to be realised. The ratio expresses the
percentage of total liabilities for each dollar of realisable assets.
(e) Working Capital Ratio (to assess Council’s ability to meet current commitments)
Current assets
Current liabilities
183.83%
157.98%
285.61%
The ratio expresses the level of current assets the Council has available to meet its current liabilities.
181
Financial Report
Note 39
Financial ratios (Performance indicators) continued
(f) Adjusted working Capital Ratio (to assess Council’s ability to meet current commitments)
Current assets
189.19%
Current liabilities
247.85%
298.83%
The ratio expresses the level of current assets the Council has available to meet its current liabilities.
Current liabilities have been reduced to reflect the long service leave that is shown as a current
liability because the Council does not have an unconditional right to defer settlement of the liability for
at least twelve months after reporting date, but is not likely to fall due within 12 months after the end
of the period.
182
FINANCIAL REPORT | CERTIFICATION OF THE FINANCIAL REPORT
Financial Report
Certification of the Financial Report
In my opinion the accompanying financial statements have been prepared in accordance with the
Local Government Act 1989, the Local Government (Finance and Reporting) Regulations 2004,
Australian Accounting Standards and other mandatory professional reporting requirements.
Andrew Davis
B.Bus (Accounting)
Principal Accounting Officer
Narre Warren
In our opinion the accompanying financial statements present fairly the financial transactions of the
City of Casey for the year ended 30 June 2010 and the financial position of the Council as at that
date.
As at the date of signing, we are not aware of any circumstances which would render any particulars
in the financial statements to be misleading or inaccurate.
We were authorised by the Council on 7 September 2010 to certify the financial statements in their
final form.
Councillor Lorraine Wreford
Mayor
Narre Warren
Councillor Shar Balmes
Deputy Mayor
Narre Warren
Mike Tyler
Narre Warren
183
184
185
CASEY’S STAFF
Casey’s Staff
Casey’s full-time and part-time staff employed as at 30 June 2010
Eddy Abouassi
Roy Aboukarroum
Lyn Ackers
Nicole Adams
Alison Adams
Julie Adams
Ann Addinsall
Kojo Adjei
Anitha Ajay
Alam Alam
Geraldine Albrecht
Mustar Ali
Abdullah Alifi
Joan Allan
Leslie Allcock
Gavin Allcock
Paula Allen
Arle Ally
Charmaine Almack
Richard Amon
Fay Anastassiou
Allen Anderson
Grace Andrade
Rebecca Angus
Christine Antipas
Talia Antoni
Nick Antoniou
Michael Apps
Travis Armstrong
Cathie Arndt
Susanne Arnold
Heather Arnott
Sean Arnott
Cindy Artner
Natalie Ashton
Sati Aslan
Glen Atkin
Martha Atkins
Tracey Bailey
Eveline Bains
Cameron Baird
Pamela Baker
Karen Balcombe
Pierre Balisson
Sean Balme
186
Glenn Banks-Smith
John Barbaressos
Richard Barrow
Lorraine Bartlett
Valerie Bass
Dominique Bastin
Matthew Batch
Molly Battista
Kay Batty
Margaret Beadel
Amanda Beardshaw
Margaret Beattie
Kirsty Beattie
Gillian Beaumont
Robert Beer
Dorothy Beer
Gayle Beever
Mark Bekerman
Jem Belcher
John Bell
Caroline Bell
Elizabeth Bell
Mike Bell
Paul Belli
Jean Bender
Sharon Benedetti
Julie Berkec
Victoria Berry
John Berry
Bronwyn Berry
Kim Best
Sandra Bettink-Sandell
Rod Bezanovic
Mark Biggs
Yoge Biju
Maria Bingham
Linda Bird
John Bird
Jo Bird
Jo Birkett
Peri Biviano
Janet Black
John Blair
Robert Blaker
Pamela Blaker
Andrea Blansjaar
Pamela Blencowe
Veronica Blundell
Sharon Blyth
Beatrice Blyth
Tracey Blythe
Deidre Board
Sandra Boersch
Martin Bogunovic
Priscilla Boissezon
Rachel Bollen
Rebecca Bolt
Anne Booth
Tina Boothman
Robyn Borley
Karen Bould
Sharon Bowler
Kellie Boyle
Elizabeth Bradbury
Damien Bradford
Kerry Braithwaite
Samantha Bray
Jessica Bray
Carmel Brennan
Kiralee Bright
Heather Brown
Annette Brown
Kerry-Maree Brown
Jennifer Brown
Christie Brown
Allison Brown
Gary Brown
Vicky Brown
Deborah Brown
Tim Brown
Trevor Brownrigg
Jan Bruce
Allan Bryan
Stan Brzezowski
Wanfeng Bu
Kerry Buckley
Paul Bucys
Sally Budge
Reiner Buensch
Robyn Buensch
Pamela Bulka
Winston Bulner
Marie Bulner
Michelle Bunning
Lauren Bunyan
Suzanne Burby
Wendy Burns
Tamar Burns
Jan Burton
David Bushell
Ann Butcher
Ray Butler
Sam Butler
Andrew Butterfield
Maureen Byrne
Jackie Byrne
Eileen Bywater
Kylie Caddell
Johanna Cahill
Donald Callander
Alfred Calleja
Rachelle Callery
Nicole Cannon
Bianca Card
Alfia Cardillo
Caroline Carnell
Amanda Caro
Rhonda Carrick
Christine Cartwright
Cheryl Casey
Adam Cassidy
Lisa Castle
Margaret
Castrogiovanni
Christopher Cay
Vasken Chabdjian
Kesey Chandru
Irene Chanoff
Yolaine Chaperon
Joanna Charles
Fiona Cherry
Ron Chidgey
Blythe Chidgey
Marilyn Chong
Mal Christie
CASEY’S STAFF
Casey’s Staff
Megan Christie
Robyn Churchill
Gina Ciconte
Annette Clarke
Michael Cleland
Christine Clydesdale
Simona Coad
Chris Cogger
Vincent Coleman
Mary Coleman
Michelle Collier
Richard Collings
Donald Collins
Margarita Collins
Katrina Collins
Diane Collins
Sarah Collurage
Jenny Conn
Lisa Connell
Michael Conroy
Lynette Cooke
Marie Coralie
Cornel Corb
Raquel Cordoba
Maureen Cormican
Trish Cove
Jillian Cox
Jane Cox
Alan Cox
Kristin Coxon
Rohan Coxon
Leoni Cramer
Susan Crawford
Josie Crea
Marjorie Crompton
Katie Cross
Barbara Crout
Pamela Cruickshank
Harry Cullen
Maree Cullinan
Isobel Cumming
Beverley Curmi
Toni Curtis
Michael Cutrona
John Daire
Binny Dalgleish
Steve Dalton
Annette Dann
Jennie Dascoli
Jessica Dascoli
Brian Davey
Victoria Davidson
Andrea Davies
Graham Davies
Andrew Davis
Lotte Dawes
Sherrell Day
Lorna D’Cruz
Chris De Kleyn
Sophie De Silva
Carly Deakins
Ray Dean
Sarah Dean
Rocco Del Balso
Ian Dethick
Christine Devers
Mal Dias
Kerry Dibbin
David Dickeson
Caroline Dickson
Anky Dijkman
Lalani Dissanayaka
Deb Divers
Angela Dixon
Douglas Dixon
Tina Dodd
Hayley Dodd
Frederick Dodd-Storey
Deb Doherty
Bob Dolan
Janelle Domrow
Jane Donaldson
Sharon Donnellan
Sharon Dooley
Lorena Dore
Mary Dorey
Patricia Doyle
Jennifer Drew
Bruce Drummond
Jacqueline D’Sylva
Tanya Duketis
Don Duncanson
Julie Dundon
Kelly Dundon
Rachel Dunn
Sonya Durdin
Max Duric
Gary Dusting
Janelle Dymock
Daniel Dyson
Craig Edgar
Saj Edirisuriya
Danny Edmunds
Margaret Edwards
Tamara Ekanayake
Ilona Ellerton
Sally Elliott
Sam Ellison
Shaimaa Elmasri
Ahmed Elmohandis
Kerri Elso
Jo Elvish
Erni
Linda Evans
Cassie Evans
Lynne Fairbrother
Anabel Falkenstrom
Susan Farmer
Katie Farquharson
Lesley Farrell
Carolina Fazaa
Myrene Ferguson
Vincent Fernando
Peter Fernando
Bill Feubel
Leanne Field
George Filip
Alex Findlay
Maureen Fishwick
Peter Fitchett
Carmel Fleming
Nicole Fletcher
Gaye Flockhart
Natasha Florance
Richard Florentine
Shirley Floyd
Marni Ford
Helen Francis
Richard Frazer
Philip Freebairn
Jenny Freestone
Carol Friday
Alex Friday
Sheena Frost
Peter Fung
Mark Gallagher
Mike Garoni
Ann Gaunt
Jenny Gay
Wilma Gee
Digby Gell
Lesley Gell
Jenny Gellatly
Peter Gillieron
Allison Gillies
Joanne Glass
Karen Godfrey
Wendy Goldsack
Alson Gomes
Barbara Goodier
Leagan Gowing
David Goy
Judith Grant
Elena Grdovic
David Green
Helen Green
Janette Green
Dennis Green
Sarah Green
Alison Greenwood
Trevor Griffin
Yvonne Griffiths
Jackie Groppo
Sonja Grothaus
Sara Guardado
Carl Gubbels
Shaluka Gunasekera
Judith Guppy
Clare Hagioglou
Alfinur Halim
187
CASEY’S STAFF
Casey’s Staff
Maree Hall
Sue Hall
Melanie Hall
Catherine Hall
Helena Hallam
Pauline Hambrook
Rachael Hamilton
Paul Hamilton
Scott Hamilton
Santina Hamilton
Wayne Hancock
Tereza Hanley
Maria Hanssen
Michelle Harmer
Rebekah Harper
Deanne Harrington
Troy Harrington
Lisa Harris
Deb Harrison
Clare Hart
David Harvie
May Hassan
Beryl Hassett
Sarah Hateley
Molly Hayes
Mark Hayward
Teresa Hazendonk
James Hedrick
Helen Heley
Rosslyn Henderson
Amanda Hendriks
Ivan Heng
Lynn Hennequin
Cheryl Henry
David Henson
Tom Herter
Belinda Hester
Julie Heyden
Jim Hick
Steve Hicks
Damien Higgins
Rhonda Hikisz
Laura Hill
Steve Hill
Rosemary Hillier
188
Linda Hilton
Ash Hind
Helen Hine
Peter Hobbs
Liam Hodgetts
Donald Hodgson
Jane Holder
Linda Holdsworth
Colleen Holland
Gayle Holland
Suzanne Holmes
Pamela Homan
Kerrie-Anne Honeysett
Dale Hood
Marie Hoodman
Mary Hoogwerf
Frazer Hooke
William Hooper
Liz Horne
Jacqui Houguet Egan
Steve Hudspeth
Elizabeth Hughes
Phillip Hughes
Jan Hughes
Libby Hughes
Jacqui Hughes
Greg Hull
Cheryl Hume
Tarryn Humphrey
Elizabeth Hunt
Jennifer Hunt
Marie Hunter
Sam Hutchins
Tram Huynh
Diane Inifer
Lisa Innes
Savka Ivanovski
Mervyn Jackson
Jantje Jackson
Helen James
Darlene James
Judith James
Michael Jansen
Alida Jansen
Brian Jansz
Gerard Jayasuriya
Jonathon Jefferson
Christine Jeffery
David Jeffreys
Luke Jenkins
Karen Jennings
Rebecca Jerram
Rajah Jesurajah
Marnie Job
Joan Johns
Alison Johnson
Ryan Johnson
Fiona Johnston
Michelle Joiner
Alec Jones
Savroula Jordanou
Jenelle Kamande
Paula Kaoud
Romesh Kapukotuwa
Aza Katar
Pavneet Kaur
Cath Kay
Joanne Kelly
Kelly Kelly
Rebecca Kenney
Helen Kent
Bettony
Keppich-Arnold
Owen Kerlin
Linda Kerr
Jihad Khartabil
Gary Kieselbach
Heidi Kilpatrick
Shelley King
Simon King
Maxwell King
Sarah King
Gerda Kirk
Peter Kirkham
Warna Kitulgoda
Chris Kleverlaan
Lorraine Knight
Rhonda Knol
Jack Koopman
Emma Koopman
Ely Kramp
Susan Krol
Angelique Kugli
Melita Kulak
Nalika Kulasekera
Gnanam Kumaresan
Pamela Kunziak
Barry Kuriata
Frank Kwong
Christine La Rive
Peter Lafrank
Lai Lai Cheong
Ally Lamb
Pamela Lambert
Jo Lanciault
Stacey Landers
Carmen Lane
Vernon Lane
Abbie Lane
Brendan Lange
Julie Langley
Claire Latham
Paul Laughton
Eve Lavelle
Maureen Lawlor
Dreena
Lawrence-Gray
Pauline Lawson
Alberto Lazo
Agatha Lazzarotto
John Lee
Vincent Legarda
Sandra Legg
Allen Lehman
Dianne Lehmann
Carole Lehmann
Frieda Leigh
Ruthe Leitch
Monica Letelier
Graeme Leticq
Maree Lewis
Sarah Liarakos
Jennifer Lillie
Ivy Lim
Hugh Lim
CASEY’S STAFF
Casey’s Staff
Donna Lindsey
Mikhail Lipengold
Virginia Lloyd
Annmarie Lochery
Theo Loizou
Maria Lopez
Kim Lousada
Heather Lowe
Monica Lubin
Ann Luck
Miranda Luck
Nat Luckeraft
Ana Luis
Chris Luro
Kate Luxford
Ann Lynch
Marilyn Lynch
Olivia Lyon
Bruce MacIsaac
Wayne Mack
Catherine MacKinnon
Debra Madden
Donna Maddison
Anna Makedonskaya
Darren Male
Tania Malishev
Phillip Mammides
Raelene Marie
Lynelle Marke
Christine Marotta
Vern Marriott
Louise Marsh
Geoff Marten
Rachael Maskell
Bert Mason
Janet Massey
Barb Mast
Cliff Matthews
Adele Matthews
Rhys Matulis
Jennifer Maunder
Elissa Maunder
Peter Maxwell
Danielle Maxwell
Isabell May
Kathleen McAleer
Clare McAleer
Kathryn McClounan
Shirley McCoombe
Geoff McDonald
Rae McDonald
Roy McDonald
Liesel McDonald
Chris McEwan
Kim McFarland
Elizabeth McFarlane
Sandra McGeagh
Susan McGowan
Melinda McGrath
Paul McGrath
Tanya McGuckian
Amity McGuinness
Brenda McGuire
Kate McHugh
Susan McLeod
Allison McLeod
Chelsea McLeod
Paula McMahon
Colette McMahon
Megan McMahon
Glenda McMillan
Geraldine McNamara
Maree McRae
Stella McRoberts
Beryl Medcraft
John Michas
Valma Michau
Kerry Middleton
Kenneth Millen
Maureen Miller
Kayla Miller
Clare Miller
Bev Mills
Debbie Mills
June Mills
Michele Mircev
Carol Mislicki
Therese Mitchell
Kate Mitchell
Stacey Mitchell
Rahimullah
Momandwall
Roslyn Monahan
Cheryl Monk
Lee Moody
Linda Moore
Colin Moore
Nick Moore
Anna Moore
Leola Moore-Coulson
Sean Morcom
Graham Morey
Bridgette Morgan
Karen Morland
Fredrick Morland
Jean Moroney
Phillip Morris
Paul Morris
Maureen Morris
Vincent Morris
Barb Morrison
Nancy Morse
Claire Mowbray
Vicky Mudrinic
Dennis Mullarvey
Mandy Munro
Dianne Murcott
Mary Murphy
Nick Murphy
Ann Murray
Deilia Murray
Sue Murray
Sian Murray
Anne Murray
Emily Murrian
Tammy Nash
Dianne Naughton
Sandra Negri
Travis Nelson
Maisie Nelson
Ricky Nelson
Debra Neville
Tracey New
Keri New
Margaret Newman
Mei Ng
Tanya Nguyen
Tony Nicolosi
Trish Nicolosi
Lex Nieboer
Cara Nightingale
Sandra Nisbet
Janine Nolan
Lauren Norman
Martin North
Frederick North
Doris North
Linda Notman
Peter Oates
Darren O’Brien
Nino Occhietti
Kay Oliver
Tracey Orford
George Orphanos
John O’Shea
Elizabeth Ovcar
Anthony Overlunde
Russell Owen
Gabriele Pannacci
Helen Pantsis
Marja Park
Donna Parkinson
Maree Pascoe
Louis Pasnin
Wendy Pasnin
Darryn Paspa
Wright Paterson
Susan Patrick
Mary Pattison
Julie Pawlik
Carolyn Payne
Rob Pedder
Michaella Pedro
Myra Peeler
Mary Pekin
Gary Pendlebury
Darren Penrose
Joan Pepi
Angie Peresso
Beverley Perry
189
CASEY’S STAFF
Casey’s Staff
Paul Perry
Racheal Persico
Barbel Petersen
Sophia Petrov
Heidi Phythian
Gerry Pierce
Sonia Pineda
Yvonne Pinkster
Sarah Plain
Robert Player
Bruce Pointon
Michael Pollard
Phil Polson
Alice Poon
Nancy Pope
Maria Portillo
Samantha Posavec
Bob Potter
Bradley Potter
Marion Potter
Lisa Pouwels
Rob Power
Rohan Pragnasekera
Ashley Pratt
Jennifer Pratt
Beverleigh Preece
Deshika Premaratna
Ellen Prendergast
Kelvin Preston
Mark Price
Cameron Price
Lorna Proctor
Ronny Pronk
Corinda Prossor
Tina Przeczek
Joeseph Psaila
Tracy Pugh
Margaret Quinn
Anna Quirk
Marie Rabot
Margaret Radzaj
Megan Rainey
Nick Raja
PJ Ralph
Vandana Rama
190
Parvatha Ramesh
Graham Rankin
Asok Rao
Tony Raouzeos
Sonia Rappell
Dzintra Rasins
Gurbaksh Rayat
Lesley Raymond
Blair Rayner
Frank Rea
Marlee Read
Leslie Reader
Jim Rees
Jan Rees
Daryl Reeves
Gail Reid
Glenn Reincastle
Charlie Rennie
Kelly Reynolds
Kim Reynolds
Linda Reynolds
Steve Rhoads
Joy Richards
David Richardson
Trevor Riches
Katie Rickerby
Cheryl Riddell
Deanne Ridge
Amaulika Ringe
Cathie Rix
Geoff Robbins
Marina Roberts
Cheryl Roberts
Nicole Robertson
Kerry Robilliard
Bernie Robinson
Noel Robinson
Kirstie Robinson
Frances Rochford
Nicole Rode
Jennifer Rollason
Lisa Romanin
Lydia Ropiha
Tracy Roscoe
Brian Rose
Kasandra Ross
Sarah Rosse
Pam Rothwell
James Rouse
Paul Roussety
Richard Rowland
Ildiko Runic
Ranjith Rupasinghe
Bianca Russell
Leanne Russell
Michelle Russell
Viorica Rusu
Kathryn Ryan
Maria Saheli
Wayne Saltmarsh
Tanya Samson
Mary Sanfilippo
Theresa Santamaria
Alan Saultry
Scott Saunders
Robyn Saunders
Dannielle Sayers
Dolores Scally
Wendy Scalzo
Michele Scarlett
Dinuki Scharenguivel
Jade Schmedemann
Rita Schrank
Di Schumann
Tracy Schumann
Russell Scott
Malcom Scott
Rebecca Scullion
Maureen Scully
Shelley Seagrim
Kathryn Seirlis
Hyacinth Senn
Russel Senn
Debbie Sesso
Alyson Sharban
Sangeeta Sharma
Tracey Sheahan
Karen Shields
Maureen Shortt
Helen Sieker
Sylvia Siemensma
Mohammad Sikder
Gail Sillekens
Christine Simmons
Delia Sims
Tracy Sinclair
Simone Singleton
Kaylie Sinnbeck
John Skerman
Ivan Sleeman
Jo Smale
John Smedley
Glenane Smith
Christine Smith
Jennifer Smith
Patricia Smith
Liz Smith
Andrew Smith
Carol Smith
Diane Smith
Andrea Smith
Warren Smith
Kathleen Smith
Karen Smith
Deborah Smith
Delani Smith
Jorja Smith
Simone Smith
Amy Smith
Felicity Smith
Kerri Sommerfield
Jodie Soutter
Selena Sparkes
Ian Sparrow
Lisa Speirs
Judy Spencer
Debbie Spencer
Belinda Sprake
Deborah Sprenger
Scott Stanley
Carolyn Stanley
Janet Stanley
Ken Stanton
Daniel Stanton
Caitlin Staples
CASEY’S STAFF
Casey’s Staff
Phil Start
Lisa Starvaggi-Herbert
Carol Stephens
Effie Stephens
Julianne Stephenson
Michael Sterne
Carol Stewart
Jodie Stewart
Gordon Stewart
Val Stoll
Gordo Stone
Wieslawa Stosik
Fay Stow
Tanya Stow
Zoya Strainic
Andy Stringer
Jenny Strom
Sandra Sudiwa
Nikita Summers
Sally Surgey
Steve Sutton
Suzanne Sutton
Narelle Swalling
Kristin Sweeney
Lucy Swiatek
Helen Swinkels
Kym Sykes
Jane Syme
Geraldine Symon
Leanne Tait
Rhonda Tampaline
Pennelopy Tan
Sudy Tandy
Christine Tanner
Jess Tantram
Craig Tate
Tracey Taylor
Leah Taylor
Margaret Taylor
Mary Tchia
Brooke Templeton
Rick Terrington
Leanne Terrington
Zerom Tesfamichael
Tanya Thomas
Althea Thomas
Vida Thompson
Sarah Thompson
Viv Thompson
William Thomson
Sandra Tiberi
Sharyn Tilley
Kim Timmins
Romy Timmins
Carol Timms
Melanie Timney
Maxene Tinsley
Brendan Titford
Tom Tomic
Suzanne Tomlin
Christine Tompkins
Linda Tonta
Ian Tough
Danisa Tregaskis
Sarah Trembath
Leanne Trewin
Joy Triffle
Dianne Troman
Deborah Truscott
Marie-Therese Tuck
Andrea Tuck
Pam Turnbull
Brett Turner
Fran Turner
Duncan Turner
Mike Tyler
Anita Tyrrell
Joanne Tyson
Karen Upston
Ben Upston
Marlene
Usher-Sambell
Evertje Ussher
Doreen
Van Ameringen
Daniel Van Der Horst
Leah Van Donzelaar
Melanie Van Dyk
Andrew Van Oirschot
Steven Van Oirschot
Peter Van Rensburg
Eric Van Toor
Damien Van Trier
Heather Van Wel
Sussy
Vasquez-Lozano
Katie Vassiliou
Belinda Vaughan
Marcelle Vella
Craig Venville
Adrian Verkerk
Theodora Verschaeren
Patricia Villegas
Heather Visser
Pete Vlasiou
Mia Voltan
Kate Vukovic
Stefanie Wabnik
Jenny Wake
Trevor Wakefield
Nicole Waldron
Wendy Walker
Debra Walker
Jennifer Walker
Tracy
Wallens-Newcombe
Mike Walsh
Naomer Walters
Nicola Ward
Jane Warming
Karen Warrington
Mark Watson
Colin Way
Ros Weadman
Leanne Webb
Robyn Weitering
James Welsh
Marie Wemyss
David Westlake
Phillip White
Michelle White
Jane Whitehead
Nigel Whiteman
Mike Whittaker
Lynda Wilkins
Jeffrey Wilkinson
David Wilkinson
Emma Wilkinson
Kym Williams
Rhonda Williams
Walter Williams
Sue Wills
Kylie Wilmot
Heather Wilson
Don Wilson
Gavin Wilson
Glenn Wilson
Kristy Wilson
Amy Wilson
Nicola Wilson
Kim Wilson
Sara Wilson
Michelle Winchester
Amanda Wohlt
Kathy Wong
Sue Wood
Debbie Wood
Greg Wood
Andrea Woodward
Debra Wright
Elizabeth Yeung
Joy Young
Joanne Young
Chris Young
Patricia Zahra
Bill Zombor
Tom Zsolt
191
© September 2010

annual report - City of Casey

Transcription

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