Hobsons Bay City Council by CS91lK

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									Hobsons Bay City Council
Annual Report Summary
2008-09
Working towards a sustainable future
This document is a condensed version of the full Annual Report, which is
available on the Council’s website www.hobsonsbay.vic.gov.au
Introduction
Purpose of This Brochure
This brochure summarises the Council’s performance in the 2008-09
financial year against the strategies and targets in the Council Plan. The
Council Plan sets out the Council’s vision, values, strategic objectives,
strategies, performance indicators and targets. Accessible performance
reporting supports the Council’s commitment to transparency and
accountability to the community.

Environmental Impact
This summary brochure is printed with vegetable inks on recycled, non-
chemically bleached paper. The Annual Report has been produced in
electronic format in order to reduce its environmental impact.

Copies
The Annual Report and this summary brochure are available from the
Council’s website www.hobsonsbay.vic.gov.au Printed copies may be
requested by telephoning 9932 1000.

Feedback
We are committed to continuous improvement and welcome your
feedback. Please email feedback to
customerservice@hobsonsbay.vic.gov.au or write to Annual Report
Feedback, PO Box 21 Altona 3018.

Alternative Formats
The Annual Report and this summary brochure are available in a large
font format from the Council’s website www.hobsonsbay.vic.gov.au To
request an alternative format, please telephone 9932 1000.
Council Vision
Working together to achieve a vibrant and sustainable community that
celebrates its diversity and provides opportunities for all.

Council Values
 Passion about our people, city, services and environment
 Respect for each other
 Integrity
 Diversity in our people and environment
 Excellence in all we do.

Hobsons Bay at a Glance
 Named after William Hobson, Commander of HMAS Rattlesnake,
  who surveyed Port Phillip and Hobsons Bays
 66 square kilometres in size
 Over 20 kilometres of bay frontage
 86,100 residents
 30 per cent of residents born overseas
 29,600 jobs within the municipality, 31 per cent of which are filled by
  local residents.
Councillors as at 30th June 2009
A new Council was elected in November 2008.

Williamstown North Ward
Cr Peter Hemphill
Mayor 2008-09
0419 762 266
phemphill@hobsonsbay.vic.gov.au

Williamstown Ward
Cr Angela Altair
Deputy Mayor 2008-09
0419 762 267
aaltair@hobsonsbay.vic.gov.au

Altona Ward
Cr Tony Briffa JP
0428 549 642
tbriffa@hobsonsbay.vic.gov.au

Altona Meadows Ward
Cr Luba Grigorovitch
0427 553 494
lgrigorovitch@hobsonsbay.vic.gov.au

Altona North Ward
Cr Michael Raffoul
0428 127 376
mraffoul@hobsonsbay.vic.gov.au

Seabrook Ward
Cr John Hogg
0427 855 172
jhogg@hobsonsbay.vic.gov.au

Spotswood Ward
Cr Bill Tehan
0429 013 199
btehan@hobsonsbay.vic.gov.au
Hobsons Bay - Victoria’s Sustainable City
Hobsons Bay City Council was named Victorian 2009 Sustainable City at
the Keep Australia Beautiful Victoria Sustainable Cities awards on 2nd
June 2009. The award acknowledges the efforts of the Council and the
community in ensuring that Hobsons Bay is a leader in the sustainability
field.

Sustainable Cities Awards
 Lloyd Knight Winner, Young Leaders award
 Seaworks Winner, Heritage and Culture award
 The Substation Winner, Community Pride award
 Hobsons Bay Civic Centre Energy Efficiency Program Finalist,
  Energy Conservation Award
 Summer Litter Blitz Finalist, Zero Waste Award

Clean Beaches Awards
 Kororoit Creek Catchment Coordination Project Finalist,
   Protection of the Environment Award
 Dogs’ Breakfast Finalist, Community Government Partnership Award

Major Highlights 2008-09
The Council:
 Opened the $11.55 million BayFit Leisure Centre
 Opened the $3.7 million Altona Sports Centre redevelopment
 Designed and commenced construction of the Altona North
  Community Library
 Was named Victorian 2009 Sustainable City at the Keep Australia
  Beautiful Victoria Sustainable Cities awards
 Launched a tourism website www.visithobsonsbay.com.au
 Collaborated with community groups to restore and open The
  Substation, Newport
 Continued the Laverton community renewal project, receiving a
  further three years funding
 Adopted the Greenhouse Action Plan 2008-2013
 Adopted the Water Plan 2009-2014
 Completed a water diversion project at Spotswood Pavilion
 Received 89 per cent in the Civic Mutual Plus public liability insurance
  audit, with a positive impact on insurance premiums
 Contained the average residential rate increase to 4.3 per cent.
Financial Highlights
   The Council is in a sound financial position as at 30th June 2009
   $10.7 million operating surplus
   $96.722 revenue
   $87.765 million expenses
   $20.04 million spent on capital works
   $626.07 million in net assets (an increase of $14.99 million)
   $18.14 million cash balance
   164 per cent working capital ratio.

2008-2009 Expenditure: for every $100, the Council spent...

Capital Works                                           $24.21
City Maintenance and Cleansing                          $17.18
Customer Service and Governance                         $13.03
Disability Services and Aged Care                       $12.02
Parks and Recreation                                     $7.55
Family, Youth and Childrens Services                     $5.21
Health and Regulatory Services                           $3.94
Asset, Works and Maintenance                             $3.34
City Strategy                                            $3.08
Community Development                                    $2.81
Library Services                                         $2.77
Urban Planning and Development                           $2.53
Arts Events and Tourism                                  $2.33
                                                       $100.00
Objective 1: Infrastructure and Transport
Goal: To properly plan, build and maintain sustainable
infrastructure

Highlights
 Completed the road rehabilitation program on time and within budget
 Adopted and implemented the Road Safety Strategy 2008-2010,
  including reviewing parking restrictions and traffic controls and
  developing programs and educational materials
 Completed traffic management and control projects such as line
  marking and roundabout Installation
 Continued to implement the Local Area Traffic Management Program,
  including installation of speed cushions, pedestrian refuges, footpaths
  and traffic islands
 Developed a pocket-sized TravelSmart map
 Conducted a sustainable public transport program in Laverton.

Performance against Strategic Indicators and Targets

Key Strategic         Performance Measure             Target     Result
Activity
Capital Works         % completion of the annual       95%        93%
Program               Capital Works Program
Local Roads and       Community satisfaction            ≥55        57
Footpaths             rating
Local roads and       Condition rating based on      Improve Improved
footpaths             four yearly roads and
                      footpaths audit
Traffic Management    Community satisfaction            ≥59        59
and Parking           rating
Facilities
Objective 2: Civic Pride, Economic Development
and Tourism
Goal: To deliver on tourism potential by promoting the city’s icons
and open space, foster community pride and stimulate employment
and investment opportunities

Highlights
 Won a state award in the national Australian Business Arts
  Foundation Awards for the Art in Public Places program
 Launched a tourism website www.visithobsonsbay.com.au
 Established a partnership with Volunteer West to increase
  volunteering opportunities in Hobsons Bay
 Improved visual amenity and streetscapes through works such as
  powerline relocation in Altona and Laverton
 Implemented an extensive calendar of events to complement the
  Sustainable Tourism Strategy
 Conducted programs for small business owners, unemployed
  residents, and other community members, including delivering an
  accredited retail course
 Collaborated with community groups to restore and open The
  Substation, Newport
 Approved the former EPA building in Altona for use by community
  groups such as the Men’s Shed.

Performance against Strategic Indicators and Targets

Key Strategic    Performance            Target           Result
Activity         Measure
Economic         Community               ≥64               62
Development      satisfaction
                 rating
Appearance of    Community               ≥69               65
Public Areas     satisfaction
                 rating
Objective 3: Community Wellbeing
Goal: To foster wellbeing through the provision of high quality
services and amenity

Highlights
 Opened the $11.55 million BayFit Leisure Centre and the $3.7 million
  Altona Sports Centre redevelopment
 Designed and commenced construction of the Altona North
  Community Library
 Continued the Laverton community renewal project, receiving a
  further three years funding
 Conducted the Food Safety Awards, presenting certificates to 69 local
  food businesses
 Supported community wellbeing through measures including youth
  programs, outreach
 services for new and emerging communities, and implementing the
  Ageing Well Strategy
 Released the Laverton Neighbourhood Profile
 Launched the Disability Action Plan 2008-2012
 Undertook over 25 upgrade projects to community facilities
 Finalist in the state government’s Early Years Awards for the
  Playgroup Leaders Workshop program
 Launched YourTutor, a free online tutoring service for primary and
  secondary school students
 Adopted the Domestic Animal Management Plan 2008-2011.

Performance against Strategic Indicators and Targets

Key Strategic    Performance            Target Result
Activity         Measure
Health and       Community              ≥75      75
Human            satisfaction rating
Services
Library visits   Percentage increase    5%       24.1% (from 176,884 visits
                 in Internet visits              to 219,529 visits)
                 Percentage increase    5%       2.9% (from 648,487 visits
                 in visits in person             to 667,935 visits)
Recreational     Community              ≥71      75
facilities       satisfaction rating
Objective 4: Environment
Goal: To maintain and enhance the natural and built environment
for today and future generations

Highlights
 Named Victorian 2009 Sustainable City at the Keep Australia
  Beautiful Victoria Sustainable Cities awards
 Adopted the Greenhouse Action Plan 2008-2013
 Adopted the Water Plan 2009-2014
 Completed a water diversion project at Spotswood Pavilion
 Signed a Memorandum of Understanding with City West Water for the
  supply of recycled water from the Altona Treatment Plant to the
  playing fields at Altona Green
 Won a RESPECT (Recognition of Excellent Sustainable Practices in
  Early Childhood Teaching) Award for Altona North Childcare Centre
 Performed energy efficient lighting upgrades, including halving
  greenhouse gas emissions from lighting at Commonwealth Reserve,
  Williamstown.

Performance against Strategic Indicators and Targets

    Key          Performance      Target             Result
 Strategic         Measure
 Activity
Street trees   Loss in street     No net     Achieved. Removed 500
               trees across the    loss      street trees and planted
               municipality due                        1,400
               to removal
Waste      Community                ≥78                76
management satisfaction rating
Storm water    Usage for          Increase    Increased. A 1.5 mega
               watering sports     usage      litre storage pond was
               grounds, parks                   created to water the
               and reserves                  Bayview Street Reserve,
                                                    Williamstown
Objective 5: Civic Leadership
Goal: To provide high-level representation, leadership and
advocacy on behalf of our community

Highlights
 Conducted Council elections in November 2008
 Adopted the Council Plan 2009-2013
 Received a commendation at the National Awards for Local
  Government for the New and Emerging Communities Youth
  Leadership Program
 Received 89 per cent in the Civic Mutual Plus public liability insurance
  audit, which has a positive impact on calculation of insurance
  premiums
 Implemented programs to attract and retain quality staff, including an
  extensive corporate training calendar and a comprehensive health
  and wellbeing program
 Maintained SafetyMap accreditation of the occupational health and
  safety system
 Improved the Council’s customer service delivery through
  enhancements to the Hobsons Bay Civic Centre.

Performance against Strategic Indicators and Targets
Key Strategic Activity           Performance            Target           Result
                                 Measure
Council interaction and          Community               ≥74               75
responsiveness                   satisfaction rating
Community engagement             Community               ≥61               61
                                 satisfaction rating
Overall performance              Community               ≥66               67
                                 satisfaction rating
Local government regulations     Community               ≥66               64
and                              satisfaction rating
by-laws enforcement
Reporting on cross-directorate   Quarterly reports     Quarterly   Quarterly reporting
strategic teams                  to the Council        reporting   was discontinued in
                                                                          2009
Voting at Council elections      Voter turnout at       ≥78%        Average turnout
                                 2008 election                            73 %
Objective 6: Planning and Development
Our Goal: To protect existing neighbourhood character and ensure
appropriate future development

Highlights
 Introduced Amendment C33, Industrial Land Management Strategy
  into the Hobsons Bay Planning Scheme
 Completed stage one of the review of the Municipal Strategic
  Statement
 Completed a draft parking strategy for Williamstown
 Commenced restoration and repair works at Williamstown Town Hall.

Performance against Strategic Indicators and Targets

 Key Strategic    Performance          Target           Result
   Activity         Measure
Town planning    Community              ≥60               57
policy and       satisfaction
approvals        rating
Objective 7: Financial Sustainability
Goal: To continue to manage the municipality in a financially
responsible and sustainable manner

Highlights
 Maintained a strong financial position throughout the year, continuing
  to reduce loan liability
 Contained the average residential rate increase to 4.3 per cent
 Implemented 93 per cent of the capital works program
 Provided financial services to support the establishment of the
  Regional Kitchen Group joint venture
 Improved financial reporting systems.

Performance against Strategic Indicators and Targets

Key Strategic Performance Targe                       Result
   Activity          Measure         t
Civic Mutual     Maintain our      Top The Council received 89 per
Plus risk rating rating within the 25 % cent for the Civic Mutual Plus
                 top 25th               liability audit and is within the
                 percentile of          top 25th percentile of audited
                 the state              Councils; however the official
                                        state ranking will not be
                                        confirmed for another year
                                        because the audit is now
                                        biennial. Half of Victoria’s
                                        Councils were audited in
                                        2008-2009 and the remainder
                                        will be audited in 2009-2010.
Debt servicing Reduce debt         ≤ 2% 0.18%. The Council
                 servicing as a         continues to reduce its debt
                 percentage of          servicing ratio in line with its
                 total revenue          ‘no new loans’ policy.
Hobsons Bay City Council
115 Civic Parade Altona 3018
PO Box 21 Altona 3018
Telephone 03 9932 1000
After hours 03 9236 0550
TTY 03 9398 8504
Fax 03 9932 1039
Email customerservice@hobsonsbay.vic.gov.au
Website www.hobsonsbay.vic.gov.au

Hobsons Bay City Council is committed to protecting and enhancing our
environment.This publication, when printed, is printed with vegetable
inks on recycled, non-chemically bleached stock.

If you need the assistance of an interpreter, please ring TIS on 131 450.

								
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