Section Three (PDF 2.5MB) - Bass Coast Shire Council

Transcription

Our People
25
Bass Coast Shire Council Annual Report 2010/11
Our People: Organisation chart
Council Planning & Support Manager
Sharon Fowles
CEO
Allan Bawden
- Governance
- CEO Support
- Special Projects
- Council Planning
- Councillor Management
- Civic Functions
CORPORATE SERVICES
DIRECTOR
Danny Luna
Finance Manager
Jim Farr
Budget
Reporting
Creditors
Rates & Property
Procurement Manager
Peter Beaumont
Purchasing
Tendering
Contract Admin
Supplier
Prequalification
Information Services Manager
Brian Olden
Information Technology
Corporate Information
Service Planning
Organisation Development
Manager
John Wynen
Human Resources
Communication
OH &S
Payroll
Customer Service
Risk Management /
Insurance
Property Valuations Manager
Russell Anthony
Property Valuations
Insurance Valuations
Asset Valuations
26 Bass Coast Shire Council Annual Report 2010/11
PLANNING &
ENVIRONMENT DIRECTOR
Hannah Duncan-Jones
Keitha van’t Hof
Environment Manager
Paul Smith
Coastal & Bushland
Management
Landcare / Rural Rate
Rebate
Environment &
Sustainability
Climate Change
Adaption
Crown Land Caravan
Parks
Recreational Boating
Facilities
Development Services
Manager
Martin Gill
Strategic Land Use
Planning
Development
Approvals
Planning Schemes
Building Approvals
Enforcement & Liaison
COMMUNITY & ECONOMIC
DEVELOPMENT DIRECTOR
Steven Piasente
INFRASTRUCTURE
DIRECTOR
Felicity Sist
Tracie Pert
Cindy Pizzol
Tourism Manager
Ken Hore
Tourism
Visitor Information
Services
Economic Development
Manager
Peter Francis
Business Development
Special Events
Community Services
Manager
Antoinette Mitchell
HACC Services &
Assessment
Early Years Facilitation
Maternal & Child
Health
Youth
Disability
Community & Social
Planning
Community Support
Education
Community Safety Manager
Philippa O'Halloran
Local Laws
Environmental Health
Emergency
Management
Immunisations
School Crossings
Arts & Leisure Manager
Jenny Churchill
Arts & Culture
Libraries
Cemeteries
Recreation reserves
Playgrounds
Infrastructure & Property
Manager
Mark Simpson
Infrastructure
Planning & Policy
Capital Works Planning
Fleet
Property Titles & Sales
GIS
Infrastructure
Projects Manager
Derek Peters
Capital Works
Coordination
Civil Construction Design
Special Charge Schemes
Technical Support
Waste Services Manager
David Owen
Waste Collection
Recycling
Landfill/Transfer Stations
Infrastructure
Maintenance Manager
Jamie Sutherland
Road, Footpath &
Drainage
Maintenance
Parks & Gardens
Maintenance
Buildings Maintenance
Steven Piasente, Felicity Sist, Allan Bawden,
Hannah Duncan-Jones, Danny Luna
Our People: Senior Management Team
Allan Bawden
Allan Bawden has served as Chief Executive Officer of
Bass Coast Shire Council since March 1995, following the
creation of the Shire in December 1994. Allan has over 35
years experience working in diverse communities in both
regional Victoria and suburban Melbourne. Allan holds a
Master of Business Administration and qualifications in Local
Government Management.
As Chief Executive Officer, Allan is responsible for
establishing and developing an organisation capable of
providing sound advice to Council, implementing Council
policy and responding to the challenges involved in planning
and providing services for one of the fastest growing
municipalities in Victoria.
Danny Luna
Danny Luna has held a number of management positions
within Bass Coast Shire Council over the past 16 years. He
has more than 30 years of experience in a range of local
government positions including Chief Executive. He holds
degrees in Accounting and Local Government Management.
As Corporate Services Director, Danny is responsible for
providing services that enable the organisation to function
effectively. These include Finance, Revenue Collection,
Information Communication and Technology, Property
Valuations, Communications, Organisation Development,
Procurement, Risk Management and Customer Service.
His role includes the development of strategy and policy for
the organisation as well as high level advice on a range of
organisational matters.
Steven Piasente
Steven has 19 years local government experience at Bass
Coast Shire Council and former local shires. He became
Community and Economic Development Director in
November 2010, after three years as Infrastructure Director.
Steven has a degree in Civil Engineering and graduate
certificate in Business Administration.
27
Steven is responsible for community development; social
planning; arts, recreation and leisure services; family and aged
services; local laws, environmental health and emergency
management. His role includes fostering sustainable
economic development, assisting the growth and retention
of local businesses and attracting new investment to the
Shire. Steven also oversees Council’s Visitor Information
Centres and tourism functions.
Hannah Duncan-Jones
Hannah Duncan-Jones has 17 years experience in State and
Local Government and has been Bass Coast’s Planning and
Environment Director since September 2007.
Hannah’s responsibilities include environmental and coastal
management, planning and building. Planning and environment
issues are increasingly important within Bass Coast given the
rapid growth of the Shire and the need to balance development
with protection of the Shire’s unique environment.
Hannah’s experience in Hospitality Management and the
State Government Office of Housing brings a wealth of
knowledge in developing and delivering Government
policy, program management, working with community and
stakeholders, developing and monitoring substantial budgets
and development of corporate planning frameworks.
Felicity Sist
Felicity has 15 years local government experience at Bass
Coast Shire Council in various positions and directorates. She
came to local government after working in the construction
industry, Telstra and Melbourne Water. Felicity has
qualifications in Civil Engineering and Business Administration.
Felicity acted in the role from November 2010 until June 2011.
She was appointed as Infrastructure Director on 1 July 2011.
Felicity is responsible for the provision and maintenance of
infrastructure, including roads, footpaths, buildings, parks
and recycling and waste collection services. She oversees
the development of long term asset management plans to
protect the community’s major assets for the benefit of
current and future generations.
Our People: Council employees
The Chief Executive Officer is
employed directly by Council to
carry out the functions and manage
the business of Council. The Chief
Executive Officer subsequently
appoints a team of employees to help
with this.
Employees are under the general
direction of a senior management
team. Employment terms are provided
by Council’s Enterprise Bargaining
Agreement.
Employees are employed on a
permanent basis (full time or part time)
where the work is continuous and
ongoing, on a temporary basis where
there is a finite ending to the work or
on a casual basis where the work is of
a relieving or intermittent nature.
Employee numbers are best measured
by the number of Equivalent Full Time
(EFT) positions. At 30 June 2011 there
were 310.8 EFT positions. There were
a total of 420 individual employees
working in those 310.8 positions. This
is an increase of 5.9 (or 2 per cent)
EFT positions from the previous year.
This increase is predominately driven
by population growth (4.6 per cent
for the same period), the shifting
of responsibilities from other levels
of government, projects funded by
government grants and legislative
changes.
28
Staff gender and status
2010
Full Time
Part Time
Temporary
Casual
Total
Female
23%
25%
4%
12%
64%
Male
36%
4%
2%
3%
46%
Staff numbers (equivalent full time)
2010
Full Time
Part Time
Temporary
Casual
Total
CEO
12
0.4
0.0
0.0
12.4
Corporate
Services
51
3.6
.6
1.3
56.5
Planning &
Environment
21
7
6.6
0.2
34.8
Community
& Economic
Development
41
54
5
7.3
107.3
Infrastructure
95
1.1
0.4
3.3
99.8
Total
220
66.1
12.6
12.1
310.8
The following staff received service recognition
awards this year:
30+
Les Swift, Hans Kamphuis, Trevor Luke
25+
Cheryl Russell, Charlie Ware
20+
Glennis Anderson, Paul Cummings
15+
Terry Turner, Bob Street, Terry Corcoran, Felicity Sist, Colleen Walch, Dawn
Lonergan, Chris Wutzke, Jim Farr, Janette Elder
10+
Jenni McMillan, Deborah Millar, Jacqueline Winter, Craig Stevens, Lisa Tonello,
Matthew Hill, Matthew Hull, Grant Curtin, Shane Anderson, Lyn O’Halloran,
Richard Clarkson, Ken Hore, Tony Boreham, Helen Bowes, Alan Wright,
Arthur Turton
CEO Allan Bawden and Mayor, Cr Veronica
Dowman presented 32 service recognition
awards this year and are pictured here with
Les Swift and his manger, Mark Simpson.
Senior officer remuneration and performance
Senior Officers are employed on performance based contracts with fixed terms of
up to five years. Their salaries are reviewed annually based on their performance,
any changes in the Consumer Price Index, salary packages of comparable positions
at other councils and the development of new skills.
Details of senior officers’ remuneration are contained in the Financial Report, Note 38.
Volunteers
Bass Coast has approximately 50 volunteers who assist primarily in our Visitor
Information Centres and the Aged and Disability team. They undertake duties
including driving community buses, helping with Planned Aged Group activities and
providing information and assistance to visitors to our Shire.
OHS
In preparation for new OH&S legislation being introduced in 2012, we carried out
an audit of our OH&S systems. The audit helped prioritise actions for compliance
as well as actions for the review of Council’s OHS Management Plan.
Improvement priorities will focus on a process for reporting serious OHS incidents
(Notifiable Incidents), strengthening communications on the roles of Health and
Safety Representatives and improving issue resolution procedures.
Training and development
Continuous improvement is entrenched in thinking across the organisation. The
training and development of employees is integral to this thinking.
During the year a leadership training program was introduced. All directors and
managers participated in the program which was held over six months. A group of
emerging leaders will undertake a similar program in 2011/12.
A leadership training program was also undertaken by team leaders at our works
depots.
Other development initiatives that featured during the year included training
on OH&S, disability awareness, discrimination, harassment and bullying, conflict
resolution, writing and presentation.
29
Financial Overview
Financial Overview
Council revenue and
expenditure for the year
Revenue (Total $64.3M)
Financial overview
Bass Coast Shire Council is the fastest growing municipality in regional Victoria.
A major challenge for 2010/11 has been to continue to meet the growing
demand for works and services from our community and the large number
of visitors to our Shire. This growth is expected to continue and Council is
investing in business planning in order to ensure that it has the capacity and
capability to respond to these needs.
As part of this, Council is preparing a 10 year financial plan that will guide the
organisation in meeting the community’s needs in a realistic and affordable
manner. This plan is designed to:
»»Ensure that rates and charges levels are affordable for our ratepayers
»»Ensure that we can provide the services required by our community
Other revenue $0.8m 1%
Interest $0.9m 1%
Rates (incl garbage) $34.6m 54%
Statutory fees and fines $1.8m 3%
User fees & charges $2.8m 4%
Grants - operating $7.8m 12%
Gain on asset disposals $0.4m 1%
Grants - capital $5.1m 8%
Contributions and
reimbursements $10.1m 16%
»»Achieve consistent operating surpluses
»»Achieve strong working capital and liquidity positions
»»Ensure that debt levels are managed responsibly
»»Ensure that our assets are maintained in an appropriate manner
»»Ensure that we can fund any upgrade or creation of new assets required by
the community
Financial snapshot
»»$12.573 million operating surplus which provides funding for capital works
Expenditure (Total $51.7M)
»»$64.230 million in revenue with $34.569 million or 53.8% coming from rates
and charges
»»Net assets $449.053 million
»»$15.691 million total capital works program
»»Borrowings $7.797 million
»»Cash holdings $21.676 million
Net
Finance costs $0.5m 1%
Loss on asset disposals 0%
Employee expenses $20.4m 39%
Materials and services $19.7m 38%
Depreciation $9.5m 18%
Other expenses $1.6m 3%
31
Sustaining a surplus operating result is a critical financial strategy that provides
capacity to renew community assets under Council’s control. The surplus
occurs because Council generates more operating revenue (which includes
capital related grants and contributions) than operating expenditure in order to
fund these capital works.
Council’s $12.573 million surplus compares favourably to the original budget
surplus of $12.562 million. The favourable budget surplus variance of $0.011
million is made up of a net increase in revenue of $0.637 million offset by a net
increase in expenditure of $0.626 million.
Surplus results for the past 5yrs
»»Additional funds from the Victorian Grants Commission Grant - $0.571 million
$ Millions
16.3
12.0
12.6
7.6
07/08 08/09 09/10
»»Additional interest received on investments - $0.352 million
»»Land contributed and infrastructure built by private developers (mainly
relating to subdivisions) - $6.114 million
»»Net gain on disposal of assets - $0.444 million
4.8
06/07
Major variances in revenue include:
10/11
Financial Years
»»Contribution to works from the Desalination project deferred to 2011/12 $2.095 million (unfavourable)
»»Special charge scheme levies deferred to 2011/12 - $5.950 million (unfavourable)
Major variances in expenditure include:
»»Savings on budget for employee costs - $0.424 million
»»Savings on budget for materials, services & supplies - $1.711 million
»»Additional depreciation of $2.713 million (unfavourable)
Climatic impact on infrastructure assets during 2010/11
During the year, Council experienced considerable road and drainage
infrastructure damage from significant storm events, excessive rainfall and
resultant flooding. In particular, a serious storm event caused major flooding of
the Bunyip River (which is north of this Shire) causing flooding to other rivers
within the Shire in early 2011.
Excessive rainfall caused a loss of material across nearly all of the rural unsealed
roads particularly over the Bass Hills and through the Powlett River floodplain. The
sealed road network was also severely impacted requiring major patching works.
There was also additional demand for drainage maintenance activities on many
open drains and some piped drains.
In addition, there were serious landslips to two rural roads that are school bus
routes - Edden Road and the Dalyston Glen Forbes Road (temporary detours
established). Council has instigated an investigation by a qualified geotechnical
company to make an assessment of the risks and to recommend possible
solutions to the road reinstatement works.
It has been estimated that approximately $600,000 has been incurred by Council
on some of these works in 2010/11. Preliminary estimates on the outstanding
works for 2011/12 and beyond (resheeting, major patching, drainage maintenance
and landslips) amount to approximately $3.55 million (including $1.5 million on the
two road landslips).
The full financial impact of these works on Council is not yet clear as the costs
mentioned above are only preliminary estimates. Further investigations and
assessments are required. Also, Council will be applying for grants to help fund
these works. Accordingly, no impairment loss or contingent asset in respect of
future flood/storm related grants has been recognised in the financial statements.
32
Financial Overview continued
Financial position
Net Assets for past 5 yrs
$ Millions
414.6
449.
344.4
283.0
06/07
292.5
»»Increased current assets $5.9 million. Cash funds have grown by $7.2 million refer to commentary on cash position below.
07/08 08/09 09/10
10/11
Financial Years
Capital Expenditure for past 5 yrs
17.4
$ Millions
The Balance Sheet represents the overall wealth of Council. In 2010/11, Council’s
net assets increased by $34.5 million to $449.0 million. This growth in net assets
has mainly resulted from:
14.4
15.6
10.4
5.9
»»Increase in non-current assets $32.5 million. Property, infrastructure and plant
and equipment assets have grown by $32.4 million mainly as a result of capital
works undertaken during the year, asset revaluation and assets contributed by
subdivision developers.
»»Increase in total liabilities $3.9 million (unfavourable). This mainly resulted
from increased loan liability of $2.2 million (refer commentary below on
debt levels), liability for future payments on a contract to purchase land $0.8
million, and growth in provisions $0.6 million (mainly in respect of staff annual
leave and long service leave entitlements).
Capital works
Council aims to ensure that it is able to provide and maintain a range of
infrastructure and other assets while at the same time continuing to deliver the
services needed by our community. During 2010/11, Council spent a total of $15.6
million on capital works across the Shire as follows: »»Roads, footpaths etc $7.6 million
»»Drains $0.4 million
06/07
07/08 08/09 09/10
10/11
Financial Years
»»Land $1.7 million
»»Land improvement & open space $0.8 million
»»Buildings $3.1 million
»»Plant and equipment $1.5 million
»»Other $0.5 million
Loan Liability past 5 yrs
$ Millions
7.8
4.6
06/07
5.1
5.3
Previously Council’s focus had been on reducing overall debt; however, in order
to keep rates at affordable levels and to spread the financial burden of major
infrastructure projects across future as well as current ratepayers, Council has
projected to increase borrowings. These projected borrowing levels are still
modest and well within Council’s capacity to manage.
5.6
07/08 08/09 09/10
10/11
Financial Years
33
Debt levels
In the 2010/11 financial year, Council borrowed an additional $2 million over
and above its normal annual borrowings of $1 million in order to finance the
construction of the Phillip Island Children’s Hub. This has resulted in debt
levels of $7.8 million for 2011 and 2012. After that, debt levels are projected to
decrease marginally to approximately $6.7 million over the next three years.
The 2011/12 capital works program includes $4.130 million relating to projects
carried forward from the 2010/11 year. The carried forward component is fully
funded from the 2010/11 budget. It includes $2.3 million held for finalisation of
roadworks associated with the Victorian Desalination Project which is behind
schedule. The balance of the carried forward projects are due to delays caused
by the recent wet weather conditions.
Cash position
Cash Position for past 5 yrs
$ Millions
21.7
12.2
06/07
11.9
12.2
»»Net cash inflow from operating activities (general revenue inflows less general
expenditure outflows) - $18.453 million
14.5
07/08 08/09 09/10
In 2010/11, Council’s cash position (cash at bank and on investment), improved by
$7.181 million to $21.676 million. This growth in cash assets has resulted from:
»»Net cash outflow from investing activities (capital expenditure outflows less
asset sales inflows) - $13.553 million
10/11
Financial Years
»»Net cash inflows from financing activities (proceeds from new loans less loan
repayments) - $2.281 million
The growth in cash funds was mainly facilitated by the following favourable
variances to Council’s rates determination budget of $6.124 million including:
»»Increased operating program revenue - $1.90 million
»»Reduced operating program expenditure - $2.87 million
»»Reduced net capital expenditure (net of capital related revenue) - $0.66
million
»»Increased proceeds from sale of assets - $0.80 million
The other major impact relates to favourable net cash movements in accounts
receivable and accounts payable at the end of the financial year.
The full impact of these variances will be taken into account in Council’s 2011/12
budget review process. Savings and additional revenue will have a favourable
impact on future budget determinations. Any deferred program, capital
expenditure or projects for which income has been received in advance will also
be included in future budget reviews.
34
Key:
complete 
ongoing 
deferred
We will use a strong voice and accurate information to
advocate for the best quality lifestyle for our community
Cowes Primary School Principal, Sue
Becker and Community Strengthening
Manager, Antoinette Mitchell, on the
site of the Phillip Island Children’s Hub
Strategic Objective 1: Advocacy
Progress against Council Plan
• Represent the interests of our community by forming alliances with other key
decision makers across Bass Coast
Indicators
Community satisfaction rating for customer
contact
68
70
73
74
73
06/07
07/08
08/09
09/10
10/11
Community satisfaction rating with advocacy
and engagement on key local issues
53
56
60
55
06/07
07/08
08/09
09/10
Delivering the strategy
What this means
Participate in Gippsland
Regional Asset Management
Forums
Completed National Asset Management Assessment
with all other participating municipalities. Attended
meetings to develop a regional action plan

GLGN & SEM
Lobbied on region-wide issues in the lead up to
the Victoria State election

completed, and we will be using the information to
update our policy and refine some of our processes.
Status
Grants Commission
The Commonwealth Government allocates funding
to local government through the Grants Commission.
The grants are determined by a formula that includes a
number of factors. We lobbied the Grants Commission
to make changes to the formula to recognise the
efforts of Council to provide services to the large
number of visitors we received. This has resulted in a
significant increase to this grant.
• Develop a deep understanding and knowledge of communities across the Shire
What this means
Develop policy for
appointment of
Section 86 committees
Developing policy to delegate authority to
committees to act on behalf of council. These
are generally hall and reserve committees
Community Planning
Program rolled out to the communities of Inverloch,
Kilcunda, Bass, Cape Paterson, South Coast Phillip
Island and Dalyston and five have completed plans.
Initially funded by the Victorian State Government’s
Community Support Fund, Council is considering
how to resource as an ongoing program
56
10/11
Status

Bass Coast Cultural Precinct
In June, Council was invited to submit a business plan
for a cultural precinct, after extensive discussions with
the State Government. The concept was first explored
in our EES submission for the Victoria Desalination
Project and has also been raised in separate
submissions, to provide some kind of tangible and
lasting benefit to the community, offsetting the impact
of the desalination project.

• Demonstrate strong leadership and effectively use our resources to achieve
the best possible outcome for our community
Snapshot:
Number of GLGN meetings
attended
12 (6 CEOs
6 for mayors)
What this means
Internal Audit of
Community Grants
Council’s internal auditor recommended that the
Community Grant program should be revised. A
new policy is under development and planned
for adoption 2011/12
Update Waste Management
Strategy to reflect current
government waste policy
framework
Review of the key functions of waste
management – kerbside, landfill, recycling,
transfer stations and how we might manage
these in future. The impact of carbon tax on this
service in the future will also be assessed. It is
planned that Council adopt the new strategy in
February 2012

New internal auditors appointed after undergoing a
tendering process which has delivered an excellent
value-for-money outcome

Number of grants applied for: 47
Number of grants received:
32
Tender process for internal
audit services
The proposed precinct would be on the current site of
the Wonthaggi Secondary College Senior Campus. The
land’s central location and proximity to Wonthaggi’s
business district makes it an ideal space for public use
if the Secondary College relocates to the Education
Precinct.
Status

The vision for the precinct includes a public gathering
space, as well as a multi function centre, principal
library for the Shire, regional art gallery, performing arts
centre, convention centre and cinemas. Consultants
Artistic Merit are working with Council and the
community to prepare the business case, which will be
presented to the State Government by the end of 2011.
Gippsland Regional Plan
Key achievements
The Gippsland Regional Plan (GRP) is a long-term
strategic plan that aims to manage the emerging
challenges in our region to shape a successful future.
The GRP analyses the region’s economic, social and
environmental challenges and trends, and sets a
strategic vision for Gippsland with priority areas for
action.
Gippsland Regional Assets Management Plan
Council worked with the Municipal Association of Victoria and other
Gippsland Councils to share information to advance asset management
practices within the region and across Victoria. This work resulted in the
Gippsland Asset Management Plan, which contains policy and processes
that can be utilised by all Gippsland Councils. Work on this project has been
35
36
The development of the GRP has drawn on the expertise of
our people, and involved tremendous work by communities,
industries, businesses and local councils over many years.
Together we have planned for a changing environment so
that we can improve the quality of life, sustainability and
productivity of our region.
Gippsland’s prosperity, liveability and sustainability depend on
two strategic drivers: an economy based on natural resources
and strong population growth. This is a cohesive plan to adapt
to changing times, build resilience in our communities and
economy, and to grow in a sustainable way.
The Regional Managers Forum, which includes the six
Gippsland councils, developed the Plan. The Gippsland Local
Government Network adopted it in November 2010.
Phillip Island Children’s Hub
In order to deliver one of Council’s largest ever building
projects, we successfully secured $1 million from Department
of Education and Early Childhood Development for the
delivery of this innovative community project.
The Phillip Island Children’s Hub will include the relocation of
the Cowes Kindergarten and sale of the current kindergarten
site. The funds from the sale will be used to offset part of
the cost of delivering the Hub project. Council will also
borrow $1 million for the project.
The Children’s Hub will include kindergarten, long day care,
maternal and child health services along with meeting rooms.
Work on the project should be completed in 2012.
Bass Coast Education and Learning Precinct
Planning work continues for the Bass Coast Education and
Learning Precinct project. The steering committee has
developed a mission, vision and values for the project.
A governance model has been drafted and the State
Government has been fully briefed on the project.
The important steps of securing the land and relocating the
senior campus of the Wonthaggi Secondary College are
both progressing well. Council continues to advocate for
State Government support for this unique project. To date,
a number of members of the State Government has been
briefed on the project and they have indicated preliminary
support.
Don Paproth (DEECD), Patti Wenn (Community & Economic
Development Director) and David Lane (Education Centre
Gippsland) at the signing of the partnership agreement
for the Bass Coast Education and Learning Precinct
Strategic Objective 1: continued
The year ahead
Challenges and disappointments
Lobby for appropriate funding
assistance and support by the
State and Federal Government:
Develop an issues paper outlining
our challenges and the needs of our
community to present to Ministers at
both levels of government. We will
also raise these through the Regional
Managers Forum and through the
Gippsland Regional Plan.
Desalination – road maintenance
Bass Coast Cultural Precinct: Finalise
the business case and present to the
State Government before December
2011. The business plan will include
details about the economic benefit;
define capital and operating costs and
the social benefit to the community.
Seek a government commitment
to retain the Wonthaggi Secondary
College Senior Campus site for public
use if the Secondary College relocates
to the Education Precinct.
Bass Coast Education and Learning
Precinct: Continue to advocate for
the development of the Precinct
in Wonthaggi. The first phase plan
includes the relocation of the Senior
Campus of the Wonthaggi Secondary
College. Council continues to work
with the steering committee and the
State Government to achieve this
visionary project.
West Gippsland Regional Library
Corporation: Support the Corporation
throughout the State Government
review of funding of library services.
Over recent years the cost of library
services has increased significantly.
There have been limited increases in
funding from the State Government.
The contribution from the State is now
below 20 per cent and it has been as
high as 50 per cent some 30 years ago.
37
Extreme wet weather and delays to the construction of the Victorian
Desalination Plant created serious issues with some local roads. The company
building the pipeline for the plant (Thiess Degremont Nacap – Pipeline Joint
Venture) is responsible for maintaining the roads used as haulage routes. Our
local roads were not built to deal with the volume of trucks involved in the
construction and many roads have been severely damaged. Council has an
independent consultant who carries out regular inspections of these roads.
In consultation with us, any roads identified as needing work are prioritised
and scheduled for repair. The repair work is done by the Joint Venture’s road
maintenance crews.
There has been a fair amount of community concern and complaints around
the timeliness of road maintenance. These are raised at the regular Community
Liaison Group meetings attended by the Mayor. Weather permitting, all affected
roads should be back under Council control by February 2012.
Improvements to state infrastructure
Roads: Council continued to advocate on a number of projects through our
regular meetings with VicRoads. These include the Bass Highway duplication and
the impact of desalination traffic on the highway.
Health Services: Council continues to advocate for upgrades to services at
the Wonthaggi Hospital to a sub regional standard. Council has also asked the
government to release the South Coast Health Plan which would provide greater
certainty to the community in relation to the future of health services in Bass
Coast, particularly on Phillip Island.
Natural Gas extension: Council is seeking an expansion of the natural gas
network to Phillip Island, San Remo and the northern communities of the Shire.
The State Government has announced a new program to provide gas networks
to regional towns. Council is working with our local member to advocate for
expansion of the natural gas network within Bass Coast.
National Broadband Network: Connecting broadband to the home in local
communities is a project Council is seeking to be rolled out early in the ten year
program of the national broadband network. Two main broadband lines have
been provided to Bass Coast, one linking to Melbourne and the other linking
to Gippsland. Council has advocated for the connection of these two main
backbone lines and made submissions to the Federal Government to have Bass
Coast and South Gippsland as an early trial site for the rollout of the network in
regional areas.
Wonthaggi Secondary College Senior Campus Relocation: Council has
advocated for the relocation of the Senior Campus of the Wonthaggi Secondary
College to the Wonthaggi Education and Learning Precinct. The existing facility is
at capacity and has extremely limited recreational infrastructure on site or within
close proximity. Council has continued to work with the school and education
department to see that this project is delivered in the near future.
Key:
We will manage our resources effectively, keep the
community engaged, listen to our communities’ concerns
to create positive outcomes
complete 
ongoing 
deferred
The 2010 Bass Coast Audit committee
Cr Smith, Cr Paul, Brian Rudzki,
Rob Goddard, David Schultz and Cr Barlow
Strategic Objective 2: Good Governance
Indicators
Strategies for the year
Community Satisfaction rating
• Fair and equitable decision making based on sound information
How we delivered on
this strategy
– Overall rating
– Satisfaction with customer contact
Councillor Workshop
56
68
58
06/070
70
63
7/08
73
59
08/09
74
09/10
60
Turnover rate as percentage of total staff
15
9
06/070
7/08
11
8
11
08/09
09/10
10/11
73
Info-Council upgrade
10/11
Policy workshops review
Fleet Replacement Program
Average length of service (years)
Plant replacement program
4.5
5.1
7.7
2009/10
2010/11
Geodatabase hierarachy
Number of Council decision deferred
at a Council meeting
14
13
6
2008/09
2009/10
2010/11
Drainage audit of Cowes
Urban Catchment
GIS improvements (valuers,
drainage plans)
38
Councillors attended a one day workshop on
good governance practices, working together and
the future directions of Council in March. The
session highlighted the need for good debate and
being able to articulate the reason for decisions in
the Council chamber
An upgrade to the software that prepares the
Council Meeting agenda means councillors now
received the agenda a week before the meeting.
This allows them time to read, study and
conduct any necessary research
The schedule has been changed to one full day
each month to allow time for officers to gain
councillor input into strategies and policies.
Councillors receive approximately eight briefing
items at each session
Status

How we delivered on
this strategy
Status
Special Charge Scheme
(SCS) consultation process
developed
The consultation for the South Dudley scheme
lead to development of a new consultation
process, which will be used on all our upcoming
schemes. This process allowed for one on one
sessions designed to give landowners specific
and relevant information and the opportunity to
give Council feedback

Community Question time
Community members are able to raise issues to
be addressed at the Council meeting, through
community question time. Questions are able
to be lodged up until the start of the meeting
although it is preferable to give 24 hours notice.
Details are promoted through our website and
Coastell newsletter

Four days of workshops to enable community
feedback as part of developing a business plan
for this project



What this means
Bass Coast Cultural Precinct
• Manage our assets and risk well to provide affordable and accessible services
How we delivered on
this strategy
2008/09
What this means
• Provide access to and create opportunities to participate in the democratic process
What this means
Replaced approximately 20 vehicles with LPG or
diesel vehicles and moved our fleet from six to
four cylinder vehicles
Status

• Understand the needs of our citizens and deliver a range of value for money
services that meet their needs
How we delivered on
this strategy
Develop a Good
Governance Framework
The program replaces plant and equipment
at the optimum time to get maximum resale
value and before it gets too old and we incur
large breakdown and maintenance costs. We
purchased a new Elevated Work Platform for tree
maintenance works, six utes, three light trucks,
three slashers and one mower. The budget for the
program, including trade-ins, was $895,000

The geodatabase hierarchy refers to the unique
asset identifiers for all asset sub classes stored in
GIS/Asset databases. Draft Hierarchy has been
completed

The field audit of all drainage assets including the
location and assessment of all pits, Pipes, Open
Drains, Water Sensitive Urban Design Drainage
features such as sales, rain gardens, and retarding
basins, gross pollutant traps and outfalls, was
completed

The recent improvements to Council’s GIS
will provide “best-of-breed” GIS functionality
together with full integration with all council
applications

What this means
Status
Key achievements
Risk Management
A Risk Register is an integral part of the
Risk Management Framework being
developed for the organisation. During
the year the components of the register
were designed and tools such as a Risk
Rating Matrix and recording templates
were developed to help us to understand
the risks that exist, how serious they are,
how to register them and how can we
overcome them.
Staff representing all functions of the
organisation became familiar with
identifying, evaluating and treating
risks using the tools adopted by the
organisation. This work is captured in a
Risk Register that is continually updated
and then reported on to management and
the Audit Committee. These will form a
Risk Management Plan to be adopted in
2011/12.
Sea level rise scenarios
Provides a full outline of all the documents,
processes and timelines that we have to meet
under the Local Government Act. This will form
part of councillor induction kits and help staff
meet legislative obligations

Continuous improvement
reports
A report goes to Council meetings each month,
which includes cost savings from across the
organisation

Councillor Ward funds
$12,000 is available to each councillor to allocate
for Community projects in their wards. Full list of
funding is available in Corporate Governance on
Pages 68-69

Our GIS team has done some very
innovative work modelling sea level rise
scenarios and the effect on more flood
prone areas, which is a serious issue
for a coastal community like ours. In
collaboration with West Gippsland Water
Catchment Management Authority, the
GIS team approached Monash University
and RMIT and worked in partnership
with them to map drainage catchments
and overland flow paths in Inverloch and
Wonthaggi.
As a result of this work, our GIS team has
been invited to be part of a pilot study
to help identify council assets vulnerable
to climate change and what the impact
on these assets might be. The project is
a partnership between local government
39
Our GIS team has been invited to be part
of a national pilot study into the impact
of climate change on council assets.
25 staff took part in a six month course of leadership training.
The year ahead
»»Develop an Information
Communication Technology
Strategic Plan
associations, the University of South Australia, the Institute of Public Works
and Engineers Australia and is primarily funded by the National Climate Change
Adaptation Research Facility.
Audit committee report
»»Develop a Risk Management
Framework
This year, for the first time, the Audit Committee presented a report to Council
outlining the year’s achievements that included:
»»Develop Workforce Planning team
profiles
»»Revision of the Committee’s Charter
»»Develop statutory compliance
reporting system for key legislation
»»Oversight of several internal audit programs
»»Finalise phase one of the
introduction of a new Business
Planning Process
»»Revision of the Committee’s self-assessment processes
»»Review of the Internal Audit arrangements
»»Review of Council’s risk management framework
During the 2010/11 financial year the Committee met formally on five occasions.
In addition to the formal meetings workshops were held on the following
topics:
»»Budget and planning processes
»»Infrastructure management and planning
»»Financial sustainability
Snapshot:
Record, distribute and respond to over
90,000 items of correspondence
Answer 80,000 telephone calls
Number reports considered
by Council (reports requiring
decision)
131
Number of policies adopted
or reviewed
8
Number of Section 223
submission Processes held
15
Number of Council Briefings
120
The independent members of the Committee also participated in the planning
day for the Community and Economic Development Directorate in February
and made a site visit to the Desalination Plant in March.
Leadership focus
A major focus for the year has been on leadership, including a restructure of
the management team. This group now meets on a monthly basis and works
on leadership issues for the organisation. Twenty five members of the group,
including the CEO and Directors completed a six month leadership training
course (The Australia Applied Management Colloquium) which has had an
extremely positive impact on the organisation, with the management team
working closer together, improving their unity and accountability.
Ongoing financial sustainability
Every directorate across Council is involved in a process to assess the ongoing
relevance and financial sustainability of all our services. This will continue through
until the end of 2011.
Officers are looking at individual services to ensure they remain relevant to
our community and are delivered in a cost effective manner. This is part of our
continuous improvement process and is a big undertaking for staff, in addition to
their normal functions.
To date, Community and Economic Development are the only directorate to
have completed this first phase. The outcomes of the review will be presented to
Council late 2011.
Challenges
Compliance
The implementation of a Governance Framework has clearly outlined Council’s
obligations under the Local Government Act 1989 and the level of compliance
required. Systems and processes are now in place to ensure that Council complies
with the various aspects of the Act. Non-compliance means any incident that has,
or may have, a catastrophic or major consequence. A compliance report has been
developed and is presented to the Audit Committee. During 2010/11 no items of
non-compliance were reported.
Communicating with our community
We continue to grapple with our communication, particularly as half our ratepayers
are not residents of the Shire. In addition, over summer we have to try and
communicate with the influx of 30,000+ holiday makers.
We have consolidated our new website and are now able to track visits to the site,
including individual pages and downloads, to help us better target our information.
This year, we created a twitter account which now has over 400 followers. We have
used this successfully to tweet emergency updates during traffic incidents and
floods, as well as our regular media releases.
The key elements of learning included Authenticity, Leadership and
Management, Team Dynamics, Driving Performance, Communication, Presence
and Influence, Innovation and Change, Strategic and Operational Improvement,
Empowering You and Your Team: Driving a Continuous Learning Environment.
Staff members shared their knowledge with their teams and brought the skills
they have learned back into the workplace.
The success of the training resulted in 27 emerging leaders being offered the
opportunity to complete the course in the next financial year.
40
41
Key:
Ensure the natural assets of Bass Coast are promoted and
managed in a sustainable manner so they can be enjoyed
now and by future generations
complete 
ongoing 
deferred
Foreshore planting in Coronet
Bay (www.gregnoakes.com)
Strategic Objective 3: Environmental Sustainability
Indicators
Amount of kerbside recyclables (tonnes)
• Plan for the sustainable future of the natural environment
2810
3001
3196
3902
4106
06/07
07/08
08/09
09/10
10/11
Community satisfaction rating on
waste management
70
71
68
66
65
06/07
07/08
08/09
09/10
10/11
How we delivered on
this strategy
What this means
Review the Municipal
Strategic Statement
A consultant has been appointed and a six stage
process has been outlined
Review Cape Paterson
Reviewed the actions in the Plan. Focussed on
Foreshore Management Plan major weed removal and revegetation at the Bay
Beach and improving beach access and providing
open space at First Surf Beach
Review Inverloch
Masterplan – St Kilda St. to
Ayr Creek
Reviewed Master Plan actions and completed
the high priority actions including weed
control, revegetation, improving beach access,
completing the linear pathway link to the Glade
and constructing a lookout at Rotary Park
Develop Kilcunda Foreshore
Management Plan
Commenced the development of the Plan
including preparing a process plan, stakeholder
list, communication plan and sourcing additional
funds to prepare specialist data. It is expected
that this Plan will be finalised in 2012
Quantity of waste into landfill (tonnes)
22,800
23,497
22,606
24,231
27,158
06/07
07/08
08/09
09/10
10/11
Trees planted on Council managed natural
and coastal reserves
4490
5200
7950
12,222
06/07
07/08
08/09
09/10
10/11
Participation in rural rebate scheme
42
700
726
813
780
07/08
08/09
09/10
10/11
• Provide and assist best practice environmental and resources management services
Status

How we delivered on
this strategy

AgFuture workshops
What this means
Status
Energy audits were conducted on our top four
energy using buildings. These identified a range
of changes – both easy and immediate and
larger changes requiring significant investment
or work. A priority action plan was put together.
See “Sustaining Bass Coast” on page 20 for more
details
Rehabilitation of former
landfill at Wonthaggi
Transfer Station
Environmental Audit conducted as a result of
adjoining subdivision proposal to the Northern
boundary. Improvements made to access road.
Ongoing works required to meet best practice.

Rehabilitation of Grantville
Landfill
Began construction of Landfill Cell 6 and
leachate pond improvements. Once this
is completed will cap cells to meet EPA
requirements


Develop Water Resources
Plan
A grant from Melbourne Water has now been
received. This project will be included in the
overall Integrated Water Plan to be prepared in
2012
Access/egress study for San
Remo
Part of the implementation of the San Remo,
Newhaven and Cape Woolamai Structure
Plan. Will commence in second half of 2011 as
it is necessary for VicRoads to complete the
Network Operating Plans for the Shire first
• Encourage sustainable environmental practices for business, industry,
farming and community sectors
How we delivered on
this strategy
What this means
Reduce greenhouse
emissions in all Council
operations

Develop Cowes Main Beach This project was not funded due to the area
Foreshore Management Plan being considered for the ferry terminal. The
project will be considered for funding in future
budgets
Minimise impact of
pollution on waterways and
beaches in Bass Coast
5000
Rhyll Transfer Station rehabilitation

Status
Continued the roll out of the Butt Bin
program in “hot spots” in coastal areas and
the community education program with the
message of “enjoy it don’t spoil”

Three AgFutures workshops were held in June
in Inverloch in collaboration with DPI, South
Gippsland and Agribusiness Gippsland. The
workshops looked at weather and climate,
land suitability and marketing and agritourism.
Sustainable environmental practices were a key
feature of the workshops

Key achievements
Public Place recycling
This project was funded by an $87,000 grant from the National Packaging
Covenant and the Victorian Government with matching in-kind input from
Council. Over the year, 70 new bins were rolled out to eight locations – Cape
Paterson, Cape Woolamai, Cowes, Grantville, Inverloch, Newhaven, San
Remo and Wonthaggi. The first roll out was timed to coincide with our busy
Christmas visitor period. The new bins mean items like cans and bottles are
now separated from general rubbish. We estimate that the new public recycling
bins will divert 250 tons of recyclable material from landfill every year.
43
Our lease agreement with Phillip Island
Nature Parks has been extended to June
2013. As part of this agreement, Council
began work to replace the existing fence
with a vermin proof fence. This involved
some trimming and removal of existing
vegetation. An area of 2,000 m2 will be
revegetated with Melaleuca ericifolia
(Swamp Paperbark), which is native to the
area.
Under the terms of our lease, all
revegetation work has to be with native
indigenous plants complementary to the
adjoining wetlands/salt marsh.
Bass Coast Rural Strategy
Council is always looking for ways to
improve our processes, particularly in
how we engage with our community.
Understanding that land use in rural areas
has many facets, Council undertook
an engagement process to gain greater
understanding of these.
We have established contact with over
100 community members who provided
valuable information that will inform the
next stage of the project. The results of
the consultation have been provided to
all participants so they can see where the
consistencies are.
Importantly, the data collected confirms
that our Community Vision (Guiding
Bass Coast towards 2030) continues to
reflect the aspirations of our community.
The feedback detailed strong support
for the protection of our natural assets,
landscapes and agricultural land. The
strategy will be drafted in 2011/12 and is
not expected to be adopted until 2012/13.
Volunteers and staff from our Landcare
and Environment teams helped plant
trees on the Kilcunda foreshore
Solar panels installed at our depots will
help reduce our greenhouse emissions
The year ahead
Commence phase two of the Rural
Strategy
Develop the Access and Egress Plan
for San Remo. The importance of
this project was recognised during
the development of the San Remo
Structure Plan.
It is expected to be a year of action
with a focus on “projects on the
ground”. This will include solar panels
on the depot buildings, retrofitting
Council offices to reduce energy
consumption, completing the Carbon
Account, Integrated Water Plan and
the Framework for Action.
Implementing the new Land
Management Rebate scheme.
Snapshot:
Manage and maintain over 42km of
coastline
Work with 10 Landcare and 13 Coastal
Action Groups
Collect an average of 137 tonnes of waste
per week and 196 tonnes of recycling each
fortnight
Foreshore encroachment process
Challenges and disappointments
Future Management of our waste collection and recycling
At the June meeting, Council voted to adopt the Foreshore Encroachment
process, which takes action on private landowners who have taken over part
of foreshore or bushland reserves. This includes an ongoing works program
addressing encroachment.
Climate Change
Increased regulatory requirements and EPA conditions, as
well as increasing costs have presented a large challenge
for Council this year. The new best practice Environmental
Management has more rigorous compliance requirements,
as do the Environment Performance conditions for
defunct landfills. The EPA levies are impacting on the cost
of delivering the service and in the future, the proposed
carbon tax will also affect costs. In addition, subdivision
developments next to transfer stations has resulted in costs
from impact studies and remedial work.
Encroachment into a reserve includes extending lawns, unauthorised planting,
creating informal access tracks, erecting buildings or storing items in public
reserves. This is an issue in some Council managed foreshore and bushland
reserves in areas of Cowes, Silverleaves, Ventnor, Grantville and Coronet Bay.
Council is committed to protecting our unique environment, conserving
indigenous vegetation and reclaiming public land for the community.
Review of the Land Management Biodiversity Incentive Scheme
The Land Management Biodiversity Incentive Scheme which included the
Rural Rate Rebate was set up in 2002 to improve rural land management
practices in the Shire. The Scheme offers incentives and rewards landholders
that adopt good land management principles that improve sustainable
agriculture and protect and enrich the natural environment.
There has been a full review of the Land Management Biodiversity Incentive.
The review identified the only component of the scheme that needs
changing is the Rural Rate Rebate Scheme. The review identified that the
rebate scheme needs to be fair and equitable, target high priority agricultural
and environment issues and align with land productivity. It also needs to be
monitored and be cost effective to administer.
Council were presented with a number of options to continue the provision
of an incentive rebate to landholders and adopted the Amount per Hectare
method as the preferred option. The revised Land Management Rebate
Scheme will be implemented in 2012 for the 2012/2013 rating year.
Council and its regional partners have successfully attracted
grant funds from State and Federal Governments to gather
detailed data on sea level rises and storm surge and the
potential impacts on areas identified at risk. This includes
the preparation of a “set of tools” to enable Council to make
informed decisions relating to the potential impacts. The
funds will also allow a program of community engagement
for the residents in the areas at risk
We have also started work on the Climate Change
Impacts and Adaptations Framework for Action. By using
the information gathered we are preparing a Framework
for Action for Council operations which will include
documenting policy direction and identifying urgent works,
skill requirements, resource requirements and priorities
for both the short and long term. This Framework will be
completed in 2012.
Public use V environmentally sensitive aspects of
our coastline
Council staff had to address the significant issue of damage
to beach areas due to storms. In the past twelve months,
the combination of strong winds and high tides resulted in
large quantities of sand being moved from the foreshores.
In Inverloch alone, this affected 20 access points. In some
areas, this exposed the footings of beach access stairways
and lookouts and several access points were closed while
remedial work was undertaken. In Cowes, we investigated
how to address the impact of wave erosion and storm surges
on the eastern foreshore.
Our approach has been to try and not compete with
nature, manage the impacts with as little intrusion on the
natural environment as possible and still make it easy for the
community to access the beaches. We continue to look at
locating and creating access points that are sympathetic to
the natural environment.
44
45
The Waste Management Plan, which is currently in
development, will look at strategies to reduce waste to
landfill. The EPA levy and carbon tax is payable on waste.
Key:
We will create an economic environment that increases
wellbeing and prosperity in the Shire
complete 
ongoing 
deferred
Local businesses can attend forums organised
by our Economic Development team
Strategic Objective 4: Business Prosperity
Indicators
Progress against Council Plan
Community satisfaction rating on
economic development
• Aid business development and investment in the region
How we delivered on
this strategy
Business forums
62
59
64
61
63
06/07
07/08
08/09
09/10
10/11
Agribusiness survey
Community satisfaction with town planning
Wonthaggi land release
42
46
50
49
06/07
07/08
08/09
09/10
49
10/11
Broadband implementation
Plan for Bass Coast
Snapshot:
Job ads in Bass Coast
↑ 25%
Job ads in Victoria
↓ 1.3%
Bass Coast unemployment
rate
5.1%
Natural Gas roll out
Visitor Information Centres:
»»Assisted 256,000 visitors (↑ 4.65%)
»»Ticket sales of $1.61 million (↑ 11.28%)
»»$1.04 million in accommodation
bookings (↑ 42.66%)
»»$194,201 of merchandise (↑ 7.21%)
Business forums conducted in collaboration with
Business & Tourism Partnerships and Bass Coast/
South Gippsland Business Alliance, to ensure
business are up to date with current trends and
provide networking opportunities
Council provided in kind support and office
accommodation to four post graduate students.
Survey established link between higher
education and higher earnings for farmers.
Survey results are publically available for
education and agricultural agencies
Council released industrial and business land
in Wonthaggi to continue to grow the area
into a regional centre. The release of this land
will provide for ongoing business and industry
investment
Status



Broadband Implementation Plan prepared and
presented to Council in May 2011. The plan aims
to support the local community with the roll out
of the National Broadband Network. One of the
key objectives is to attract the rollout in Bass
Coast early in the life of this national project

Following the successful delivery of natural gas
to Wonthaggi and Inverloch, Council continues
to advocate for the provision of natural gas
to Phillip Island, San Remo and the coastal
communities in Bass Coast

What this means
Develop Community and
Economic Development
Plan
A draft plan was prepared in September 2010,
however the plan has been put on hold. Council
is currently undertaking a review of all its
services and after the completion of the review
Council will consider completing the plan
Planning for and assessment
of options for Principal
Library
Council is working a business case for the
development of the Bass Coast Cultural Precinct.
The precinct will include a principal library for
Bass Coast. Further work will be undertaken on
the business case and associated plans in 2011/12
How we delivered on
this strategy
Value of events
Tour of Gippsland
Bike Races – Bridge to Bass
Hills. Bass Hills Breathtaker,
Chase the Casey Lee
What this means
A study was conducted by Urban Enterprise
into the social and economic value of events
in Bass Coast. The study provides Council with
information about the total value of events to
the local economy along with the impacts of
individual events within the Shire
Status

How we delivered on
this strategy

Growing interest in cycling has seen these events
consolidated this year and attracted additional
visitors to the area, as well as strong local
participation

Develop a Good
Governance Framework
What this means
Status
Provides a full outline of all the documents,
processes and timelines that we have to meet
under the Local Government Act. This will form
part of councillor induction kits and help staff
meet legislative obligations

Continuous improvement
reports
A report goes to Council meetings each month,
which includes cost savings from across the
organisation

Councillor Ward funds
$12,000 is available to each councillor to allocate
for Community projects in their wards. Full list
of funding is available in Corporate Governance
on Page 68

Status
Key achievements
Bass Coast Business Awards

We had our best response ever for the “People’s Choice” section, with over 80
businesses nominated by the public. In addition, businesses were able to selfnominate in the 13 categories of the Business Awards section. Eleven sponsors
from business and government supported the awards and SuperPages were the
major sponsor.
47
120 members of the local business
community attended the Gala Awards
night at Silverwater Resort in San Remo.
Eighteen awards were presented, with
local attraction, Amaze N’ Things named
the SuperPages Bass Coast Business of the
Year. The People’s Choice Awards went
to Hillie’s Meats of San Remo and the
Wonthaggi Workman’s Club.
National Broadband Network
An additional day was negotiated for Bass Coast
for the 2011 Tour of Gippsland. Two successful
criterions were held in Wonthaggi and San Remo
as well as open road race
• Development of business partnerships
• Support and encourage infrastructure, land use planning, events and services
that support economic development and lifestyle opportunities
How we delivered on
this strategy
46
What this means
• Achieve a spread of visitor numbers across the whole year, improve visitor
satisfaction and increase the economic benefits to the area
Having high speed internet available to
our community will help us attract global
knowledge workers and is a key step in
attaining our community vision (Guiding
Bass Coast Towards 2030) to be a village in
a technology world.
As part of the Australian Government’s
Regional Backhaul Blackspots Program, new
fibre optic cable has been laid from Sale
to Wonthaggi. The desalination project
has also provided a broadband connection
between Melbourne and Wonthaggi.
These backbone projects provide the main
broadband connections needed to ensure
our community will have appropriate
access to broadband in the future when
the rollout to each home is completed.
Council officers from IT and Economic
Development attended a national
Broadband Conference in Sydney to
gather information and push Bass Coast’s
case with key decision makers. A Bass
Coast Broadband Implementation Plan has
been developed outlining the work that is
needed. Council continues to work with
key stakeholders such as NBN Co to build
the business case for early access to high
speed broadband in Bass Coast.
Construction of the desalination plant has had
a significant impact on the local community
The year ahead
Challenges
Improve Visitor Information
Centre Services: Enhancing visitors’
experiences leads to retaining
visitors in the area for longer and
therefore provides an improved
economic outcome for the
community.
Cowes to Stony Point vehicular ferry
Review of the Events Policy for
Bass Coast Shire: Use the study
of the Social and Economic Value
of Events in Bass Coast to assist
the review its events policy and
provide recommendations on how
to maximise the value of events in
the future.
Lobby for early connection to
National Broadband Network: Use
our Broadband Implementation Plan
and Broadband Implementation
Team to take advantage of
opportunities arising from the
Federal Government’s roll out of
high speed broadband.
Managing the departure of the
Desalination Plant workforce:
The majority of the construction
of the desalination plant should
be completed by June 2012, leaving
a limited onsite workforce of
approximately 50 staff.
48
At the July Council meeting, Council voted not to move to the planning stage
of Amendment C115, better known as the Stony Point – Cowes Vehicular Ferry.
Council also voted to reject the ferry project at the Cowes Jetty. Council
established an exclusion zone in response to overwhelming community
opposition to establishing a ferry terminal at the Cowes Jetty Triangle site.
The feasibility of reinstating the vehicle ferry between Stony Point and Phillip
Island was first studied in 1995 and again in 2003.
In 2009, working alongside Mornington Peninsula Shire Council, Tourism
Victoria, Regional Development Victoria, Parks Victoria, the Department of
Sustainability and the Department of Planning and Community Development,
Council examined the concept plans to determine if they met social,
environmental and economic opportunities and challenges. Our community
consultation revealed a high level of in principle support for the project.
Desalination
The construction of the desalination project continues to have a major impact
on the community and Council. Direct impacts on Council include dealing
with community enquiries, managing road inspections over the length of the
pipeline works and advocating for funding to address road impacts.
The impact of a significant workforce has been felt by the community
particularly related to traffic congestion and busier than normal supermarkets
and accommodation.
Council continues to assist with the housing accord to limit the impact of
rental price increases on the community. The majority of the workforce who
reside locally are living in the coastal communities thereby limiting the impacts
on rental prices in Wonthaggi.
The ongoing challenge for the community will be the impact of the sudden
withdrawal of the large workforce.
Key:
We will improve lifestyle opportunities and options
by managing the built environment and encouraging
cohesive communities
complete 
ongoing 
deferred
Carols by the Bay in Cowes, December 2010
Strategic Objective 5: Cohesive Communities
Indicators
Community Satisfaction
– Recreational facilities
– Appearance of public areas
• Maximise opportunities for participation in a range of lifestyle and
learning activities
How we delivered on
this strategy
66
62
06/07
64
65
64
07/08
67
63
08/09
67
63
09/10
69
– Enforcement of local laws
– Health & human services
62
73
06/07
60
70
63
07/08
74
57
08/09
73
63
09/10
72
Status
Production of Sun, Surf &
Sand publication
Council developed and oversaw the production
of the Sun Surf and Sand booklet, which
provides information on lifestyle activities over
the summer

Bass Coast Cultural
precinct
Workshops were held over four days to get
community input into a business plan being
prepared by consultants, Artistic Merit. The
plan will be presented to the State Government
before the end of 2012. For more details on the
Cultural Precinct, see page 35

New synthetic green installed, costing $136,000.
Project jointly funded by the Club, Council and
Sport and Recreation Victoria

10/11
What this means
Construction of
Corinella Bowling Club
10/11
– Local roads & footpaths
– Traffic management
• Facilitate balanced and integrated support services necessary for the health,
safety and well-being of the community
How we delivered on
this strategy
54
50
06/07
53
50
07/08
52
51
53
08/09
50
52
09/10
51
10/11
Assets renewal funding gap (% - funding/demand)
39
2007/08
45
42
40
2008/09
2009/10
2010/11
Develop Strategic direction
for Youth Services
What this means
Council has adopted the Youth Action Plan 20112015 which provides directions for the provision
of services for the next five years
Business case and
masterplan for Bass Coast
Education Precinct
Partnership agreement with education providers
signed in July 2010. An Education Picture, Business
Plan and Masterplan have all been completed for
the Education Precinct
Strategy to ensure three
year olds can access at
least one early childhood
program session per week
A capacity assessment report has been
completed, identifying the availability of
sessions for three year olds
How we delivered on
this strategy

00
49
07/08
47
14
90
08/09
09/10
10/11
Phillip Island Children’s Hub
Status
Wonthaggi Dalyston
Structure plan
Planning Minister approved Amendment C113 to
rezone 19 ha to residential in October 2010. This
will accommodate up to 1,700 dwellings
Access/egress study for San
Remo
Part of the implementation of the San Remo,
Newhaven and Cape Woolamai Structure Plan.
Will commence in second half of 2011 as it is
necessary for VicRoads to complete the Network
Operating Plans for the Shire first
Establish and implement
an engagement framework
for Planning & Environment
Directorate
The Framework will provide guidance and
procedures for effective engagement with the
community about land use and environment
issues. The draft has been completed

Implement action plan for
San Remo, Newhaven and
Cape Woolamai Structure
Plan
Amendment C103 and Amendment C105 are in
progress. These planning scheme amendment
implement the recommendations of the
Structure Plan regarding residential growth in San
Remo. Amendment C122 has commenced and
will address growth for Newhaven

Design Plan for Event Area –
The Glade, Inverloch
A master plan for the enhancement of the
Glade was developed in 2010. Consultation was
undertaken in August with user groups, Council
staff and the community.
Status

What this means

Projects in the plan will be implemented in the
coming year
Review Inverloch Design
Framework
Provides direction for land use planning in
Inverloch. Project completed and adopted by
Council May 2011

Capital Works program
reporting
Completed 88 per cent of the capital works
program. Program delayed by wet weather


HACC waiting list numbers
06/07
Key achievements and projects
• Manage development and growth in line with community needs and
statutory requirements
50
The Phillip Island Children’s Hub is the most
ambitious building project undertaken by
Council in recent years. The $3.2 million
construction is being funded by a $2
million commitment from Council and a
grant of $1 million from the Department
of Education and Early Childhood
Development’s 2010/11 Children’s Capital
Program.
The first phase began in February 2011, with
construction of a road to provide access
to the site.
The services to be delivered from the Hub
include long day care, maternal and child
health services, three and four year old
kindergarten and maternal and child health
services. The Hub, will be located at the
Cowes Primary School site and will be a
magnificent community asset for years to
come.
Cowes Cultural Centre Redevelopment –
town square landscape work
Council adopted preliminary plans for
redevelopment of the Cowes Cultural
Centre town square project in November
2010. The working group liaised with Phillip
Island Arts and Cultural Committee and
the Public Art Reference Group to get
community input into the design. Detailed
designs have been drawn up and Council is
ready to seek quotes for the work in order
to commence construction.
The Aquatic Feasibility Study looked at options
for providing aquatic services across the Shire
Cr Veronica Dowman turning the sod at the Phillip Island
Children’s Hub with council officers, Cowes Primary School
Principal, Sue Becker and Brad Hewton from ADA Constructions
The year ahead
Cape Paterson First Surf Open
Space: Council will develop a plan
to improve facilities at the First Surf
Beach including improved access to
the beach. Once the plan has been
approved then Council will look at
funding options.
Review of our Local Law: The current
local law has been in place since
2005 and needs to be updated to
ensure it is meeting the needs of the
community. The State Government
has introduced a new best practice
guideline for local laws which will
assist with the development of the
new law.
Review of domestic Animal
Management Plan
Develop a Youth Plan: To guide
services over the next five years.
Improve early year’s facilities in
Bass Coast: Council will continue its
planning for the delivery of improved
early years facilities in and will also
assist kindergartens in Bass Coast with
planning for 15 hours of kindergarten
for all four year olds.
The Bass Coast Education and
Learning Precinct: Develop a
governance model to define how
the precinct will be developed and
managed.
How we delivered on
this strategy
Stormwater irrigation
system at Dalyston
Recreation Reserve
Construction of new
clubrooms at Inverloch Surf
Lifesaving Club
What this means
Status
Through a Sustainable Sports Fields Grant
Council assisted the Dalyston Recreation Reserve
Committee to instal an irrigation system on
the oval. This system will allow the ground to
be watered from the on-site dam providing an
improved playing surface without using any
potable water
As part of our Playground Plan 2010-15, playground renewals
and upgrades are taking place across the Shire. In January
2011, the new playground was installed at the Kernot Hall
and Reserve. The total cost for the project was over $22,000
which was shared between Council and the Kernot Hall and
Reserve Committee.
Carer’s Retreat program
The new clubhouse includes training room,
first aid facilities, kitchen, accommodation,
kiosk, patrol room and an equipment storage
room. Construction funded by Council, State
Government, Inverloch & District Community
Bank, Surf Life Saving Victoria, Bass Coast
Community Foundation, Inverloch Jazz Festival,
Thiess Degrémont, LJ Hooker Real Estate, local
Lions and Rotary Clubs and the Club itself. It was
official opened on 26 January 2011

Finalise Seaview Estate
(The Gurdies) inappropriate
subdivision buy-back process
Acquisitions have been completed. Land will
transferred to the Crown for use as a nature
reserve

Flood protection Ayr Creek
Design Complete. Works to be completed in
2011/12

Relocation of Exeloo –
Chapel St., Cowes
A $90,000 grant from the Federal Government
RLCIP program was used to relocate the toilet
after Council decided to sell the land at 70 Chapel
Street (previous location). Toilet needed to be
located close to existing public transport facilities

San Remo preschool
renovations
Detailed design completed and contract awarded.
Works to be completed by November 2011

Phillip Island Leisure Centre
floor replacement
Council replaced the playing surface of the
Phillip Island Leisure Centre stadium floor. The
new floor meets the current standards and will
allow more use of the Centre by the community

Inverloch Kindergarten
upgrade
Council undertook the upgrade to provide an
additional kindergarten room. The kindergarten
will now be able to support the Federal
Government’s requirements to provide 15 hours
of kindergarten for four year olds by 2012

Accessible parking upgraded to meet current
standards in Wonthaggi and Inverloch

Accessible parking – retrofit
4 on road sites
51
Playground renewal
• Provide infrastructure and facilities that are needed by the community
Our Aged and Disability team put together a successful
submission for a pilot program run by the Department of
Health. The program was aimed at people who care for
someone with dementia or chronic health problems. The
success of the pilot program has resulted in ongoing funding.
To date, we have run three retreats with another four on
offer.
The retreats cater for the carers and the person they care for
and are designed to give carers the opportunity to have a
break and meet people facing similar challenges. The program
has also offered real development opportunities for Aged
and Disability staff, who designed the program and staffed
the retreat.
For more information on this program, see Sustaining Bass
Coast on page 21.
Community Planning
Five communities have now developed community plans
as part of a three year project facilitated by Council and
funded by the Department of Planning and Community
Development. Kilcunda, Bass, Inverloch, Cape Paterson, and
Phillip Island South Coast community planning groups have
presented their plans to Council and are all now working on
implementing priority projects identified in their plans.
Amendment C93 – Coastal framework/town boundaries
In January 2011, Council approved Amendment C93 which
incorporates the coastal strategy and growth for 10 coastal
communities in the Shire. This was the conclusion of an eight
year process, which involved extensive community consultation.
The amendment includes plans for each town, showing town
boundaries and land uses allowed within these boundaries.
It will also rezone parcels of land to allow for new residential
development. The amendment helps protect the coastline and
ensures we can continue to live sustainably along the coast.
52
Amendment C93 applies to the land in and around Bass, Cape
Paterson, Corinella, Coronet Bay, Grantville, Harmers Haven,
Jam Jerrup, Kilcunda, Pioneer Bay, The Gurdies and Tenby Point.
The Amendment is with the Planning Minister awaiting approval.
Aquatic Feasibility Study
In March 2011, Council voted to put the Bass Coast Aquatic
Feasibility Study on public exhibition for two months.
The Feasibility study set out options for improving and
redeveloping the aquatic and leisure centre located in
Wonthaggi and included the results of consultation with
users, residents, schools and local sporting groups.
The centre was built in 1979, is at capacity and no longer
meets the needs of the community. The Study set out
options for improving and redeveloping the Centre. We
received 620 feedback forms and 42 submissions as a result of
the consultation. Overwhelmingly, the feedback supported
the recommendations of the study: more lanes and water
space; warm water space; upgraded change rooms, expanded
gym, additional facilities.
The biggest concern for the community was the lack of
aquatic facilities on Phillip Island and that any upgrade would
be at the expense of support for an additional facility.
Recommendations about aquatic services for the Shire were
presented to Council in July 2011.
Wonthaggi Centennial Centre
Work began in February 2011 on construction of the $1.5
million Centre. The project is funded through a $1 million
Federal Government grant, with the remaining funding
contributed by the State Government, Council and the
Wonthaggi Rotary Club.
The building design is environmentally friendly and remains
true to a design by Caroline McPhee, who won the
architectural competition for the design of the building
in 2008. It will house a new accredited Visitor Information
Centre and a multi-purpose room for meetings, training,
exhibitions and functions. The new Centre will be operational
in time for the 2011 summer holiday season.
Work began in February on construction of
the $1.5 million Wonthaggi Centennial Centre
Snapshot:
Care for over 2,500 frail aged or disabled
clients through our HACC program
Maintain nearly 500km of sealed roads,
over 400km of unsealed roads and over
150km of footpaths
Maintain 46 playgrounds, 90 parks and
reserves and 4 major sporting facilities
Process over 7,033 pet registrations and
provide pound care for 388 lost animals
Respond to approximately 4,000 roads and
park maintenance requests
Challenges
Kindergarten Cluster Management
Community Strengthening staff worked with kindergarten committees
of management, investigating the options for cluster management of
kindergartens in Inverloch, San Remo and Wonthaggi.
The kindergarten committees preferred option was for Council to take on the
cluster management of the kindergartens. In June 2011, Council voted not to
take on that role. There were a number of factors behind the decision. The
biggest concern was Council’s lack of expertise in this area, as we currently
have no hands-on involvement in children’s services. There were also concerns
over the amount of time it would take to get an appropriate system in place to
provide an assured level of service to the kindergarten committees. In addition,
taking over the management would be a substantial and ongoing financial
commitment that Council would not be able to sustain.
Council committed to helping the kindergartens find a suitable cluster
management arrangement.
Cape Paterson Eco Village
In May 2011, the Minister for Planning approved an Eco-Village development for
Cape Paterson. Council had refused the development early in the year, because
it sat outside the town boundaries established in the Coastal Framework, and
did not adhere to the State Government Coastal Strategy. The project was
referred to the Minister, to assess whether the land in question was suitable for
a zero-carbon type of development.
Community debate around the project was heated. Council’s concern centres
on the ability of the conditions of the permit to actually deliver a zero carbon
development.
53

Section Three (PDF 2.5MB) - Bass Coast Shire Council

Transcription

Similar documents

PDF - The Kandinsky Effect

Soundpad Mini V2

Xotic Bass Brochure Downlaod

striped bass - Quebec Sporting

BTA8100

How to Use the Ext In on the Bass Station II

Full Metal Jacket

MESHELL NDEGEOCELLO

String Magazine, Dragonetti Review - Chi

February 2008 - Martin Letendre