City of Greater Annual Report 2015-2016

City of Greater Bendigo
Annual Report 2015-2016

INTRODUCTION
CONTENTS
Introduction
Welcome to the report of operations 2015-2016
Snapshot of Council
Highlights of the year
Challenges and future outlook
4
4
5
8
11
The year in review

Mayors message
Chief Executive Officer's message
Financial summary
Description of operations
12
12
14
22
23
Our Council
26
Greater Bendigo profile
26
Council offices
28
Councillors29
Our people
Organisational structure
Council staff
Equal employment opportunity program
Other staff matters
30
32
33
35
38
Our performance
40
Planning and accountability framework
40
Council plan
41
Performance41
Theme 1: Leadership and Good Governance
42
Theme 2: Planning for Growth
54
Theme 3: Presentation and Vibrancy
62
Theme 4: Productivity
76
Theme 4: Sustainability
81
Governance, management and other information 89
Governance89
Management92
Governance and management checklist
93
Statutory information
96
Financial statements 2015-2016
103
ACKNOWLEDGMENT OF COUNTRY
The ancestors and descendants
of the Dja Dja Wurrung and
Taungurung peoples are the
traditional owners of this Country.
The City of Greater Bendigo
acknowledges that they have been
custodians for many centuries
and continue to perform age old
ceremonies of celebration, initiation
and renewal.
We all acknowledge their living
culture and their unique role in the
life of this region.
WELCOME TO
THE REPORT OF
OPERATIONS
2015-2016
Council is committed to transparent
reporting and accountability to
the community and the Report of
Operations 20152016 is the primary
means of advising the City of Greater
Bendigo community about Councils
operations and performance during
the financial year.
INTRODUCTION
SNAPSHOT
OF COUNCIL
The City of Greater Bendigo (the City)
has nine Councillors across three wards.
Lockwood Ward
Localities include: Big Hill, Golden
Gully, Golden Square, Harcourt North,
Kangaroo Flat, Leichardt, Lockwood,
Lockwood South, Maiden Gully,
Mandurang, Mandurang South, Marong,
Myers Flat, Quarry Hill, Ravenswood,
Sailors Gully, Sedgwick, Shelbourne,
Spring Gully, West Bendigo, Wilsons Hill.
Elmore
WHIPSTICK WARD
Raywood
Neilborough
Sebastian
Goornong
Whipstick Ward
Localities include: Ascot, Avonmore,
Bagshot, Bagshot North, Barnadown,
Bendigo, California Gully, Drummartin,
Eaglehawk, Eaglehawk North, East
Bendigo, Elmore, Epsom, Fosterville,
Goornong, Hunter, Huntly, North
Ironbark, Jackass Flat, Kamarooka,
Long Gully, Neilborough, North Bendigo,
Raywood, Sebastian, Wellsford,
Whipstick, White Hills, Woodvale.
Huntly
Bendigo
Eaglehawk
Myers Flat
Marong
Epsom
Maiden
Gully
Golden Square
LOCKWOOD WARD
Lockwood
Kangaroo
Flat
Flora Hill
Strathfieldsaye
Mandurang
Axedale
EPPALOCK WARD
Costerfield
Ravenswood
Heathcote
Eppalock Ward
Localities include: Argyle, Axe Creek,
Axedale, Bendigo, Costerfield, Derrinal,
East Bendigo, Emu Creek, Eppalock,
Flora Hill, Heathcote, Junortoun,
Kennington, Kimbolton, Knowsley,
Ladys Pass, Longlea, Lyal, Mia Mia,
Mount Camel, Myrtle Creek, Redcastle,
Redesdale, Strathdale, Strathfieldsaye,
Tooleen.
Mia Mia
Redesdale
DEMOGRAPHIC PROFILE
Greater Bendigo has an estimated

residential population of 112,853
people (as at June 30, 2016)
Greater Bendigo SEIFA score (983)

(index of inequalities) is lower than
the Victorian average (1,010)
More than 21% of the population are

aged 60 years and over (ABS 2011)
Percentage of residents living within

urban Bendigo 85%
About 15,000 people currently live in

the Citys rural communities; about
onein seven of the entire residential
population
Percentage of people with no formal

qualifications 47.3%
The population of the rural

communities and towns is growing
at a similar rate to urban Bendigo,
about 1.7% per year, although with
some rezoning of areas on the urban
fringe this is likely to change
Percentage of people in Greater

Bendigo who volunteer 21.5%
Percentage of lone person

households 26%
Compared to the regional Victorian

average Greater Bendigo has:
- A larger percentage of persons aged
20 to 24 (7% compared to 5.5%)
7% of the population were born

overseas compared to the Victorian
average of 26.3%
- A smaller percentage of persons

aged 65 to 69 (4.5% compared to
5.2%)
Percentage of households who rent

26.1%
- Percentage of residents aged

between 0 and 15 years 20.4%
1,427
Number of babies
born in the 2015-2106
year
INTRODUCTION
Clear, decisive and consistent

planning - In a rapidly growing
municipality, Council undertakes
to plan effectively for our long-term
future
Respect for community priorities
and needs - Council will advocate
for improved services for community
members and will consider their
feedback when making decisions
FAST FACTS
7,507 registered local businesses
(June 2015 Remplan)
40,549 local jobs (FTE)

(2014-2015 Remplan)
Gross Regional Product $5.56B in

the year ending June 2015, growing
11.1% since the previous year
(Remplan)
PURPOSE
VISION:
Greater Bendigo Working together to
be Australias most
liveable regional city.
Median house price

(June 2015)
69,947 hours of domestic, personal

and respite care service were
provided
Amount of funds distributed by
Council to the community through
the two rounds of Community Grants
funding and Quick Response Grants:
$432,711
Number of domestic day-trip visitors

to Bendigo (2014-2015) 1.4 million
(Tourism Research Australia)
Value of agricultural output (20102011 - most recent available data)

$133M
Weight of garbage, recyclables
and green organics collected from
kerbside bins 38,196 tonnes

16,995
Active library members
Council values
Council wants the community to be
proud of it and the work of the City.
Council strives to achieve this through:
Transparency - Information about
Council decisions is readily available
and easily understood
Efficiency and effectiveness Council provides services based on
evidence of need and demonstrates
continuous improvement in the
delivery of services
Inclusion and consultation Council uses a range of engagement
strategies to ensure community
members can understand and take
part in discussion that informs the
development of new strategies and
actions
$336,324
25,799
The City is responsible for looking

after:- 304 bridges valued at over $76.6M
- 1473 kms of sealed roads valued at
over $476.7M
- 1400 kms of unsealed (gravel) roads
valued at over $46.8M
- 814 kms of footpaths (includes bike
paths and paths within reserves)
valued at over $123.6M
- Over 1,180 public buildings,
structures and shade sails valued
at over $346.2M
- Over 80 toilet blocks
- Over 70 sporting reserves
Number of registered
animals (dogs and cats)
HIGHLIGHTS OF THE YEAR

Theme 1: Leadership and
Good Governance
Theme 2: Planning for

Growth
Successful lobbying brought

additional funds to progress
development of the Bendigo Airport
and commence construction of the
Greater Bendigo Indoor Aquatic
Leisure and Wellbeing Centre at
Kangaroo Flat
Council adopted the new Residential

Strategy, which sets out the
blueprint for land-use and housing
development for the next 20 years
Council supported a Citizens' Jury

process for Greater Bendigo, a
method for a randomly-selected
group of community members to
spend considerable time together
discussing key priorities for the
future of Greater Bendigo
The final report addressing
recommendations of the 2013
Independent Review of Council was
completed
The Executive Management Team
has developed a program of internal
service reviews, to be implemented
over the next four years to ensure the
organisation continues to provide
services that meet the needs of
community and its other serviceprovision and reporting obligations
in the best and most-efficient
manner
Council resolved not to seek a
variation to the State Government
rate cap
Significant planning activities are

underway to set future strategic
directions for growth areas including
Marong and Strathfieldsaye
Contracts have been signed for the
construction of the Greater Bendigo
Indoor Aquatic and Wellbeing Centre
at Kangaroo Flat
The project to upgrade Bendigo
Airport is progressing as planned
An upgrade of the Spring Gully
Soccer Pavilion was completed
The Greater Bendigo Wellbeing
Survey 2015 was undertaken to
provide further evidence as the basis
for strategic decisions
The City's Hospital Precinct Structure
Plan won the Best Planning Ideas
Small Project category at this years
Planning Institute of Australia (PIA)
Planning Excellence Awards
Greater Bendigo City Councils
transport plan, Connecting Greater
Bendigo: Integrated Transport and
Land Use Strategy (ITLUS), is being
rolled out thanks to funding support
from the State Government. In

recent months, the Government has
announced the Bendigo Metro Rail
Project; more frequent, coordinated
and direct bus services; a trial of
bike racks on buses and funding to
develop a Transport Precinct Master
Plan for Eaglehawk Station all
actions identified in ITLUS
Redevelopment of the Bendigo
Stadium complex is progressing as
planned
INTRODUCTION
Theme 3: Presentation and

vibrancy
Council continued to support
greater connectivity in cycle and
walking infrastructure across the
municipality
Major works were completed at
Canterbury Gardens Eaglehawk,
Canterbury Park sports facilities,
Bendigo Botanic Gardens at White
Hills and the play space at Barrack
Reserve in Heathcote
The bus commuter hub was
constructed in Mitchell Street
The Cultural Diversity and Inclusion
Plan was launched
The Elmore Community Plan was
revised and a new community plan
was developed in Kamarooka
Emergency preparedness included
a range of community education
programs, such as Heatwave Help
designed especially for older
residents living alone
Graffiti prevention activities in
the CBD were assisted by a State
Government grant
Theme 4: Productivity
Theme 5: Sustainability
A range of in-person and on-line

strategies were presented to foster
small business success
The Lighting the Regions Project has

been completed in collaboration
with neighbouring councils and will
significantly reduce energy used and
associated costs for street lighting
The Marilyn Monroe sculpture and

exhibition have been excellent draw
cards for increased visitation to the
City, bringing a range of spin-off
economic benefits
The Economic Development Unit
won an Economic Development
Australia award for its innovative
Career Horizons initiative
Greater Bendigo Tourism Manager
Kathryn Mackenzie won a major
award for Outstanding Contribution
by an Individual at the 2015 RACV
Victorian Tourism Awards
The fourth and final stage of a major
four year, $3M road project to serve
one of the citys largest industrial
areas and link the Midland and
McIvor Highways is complete
Following a successful trial of

organics recycling, Council decided
to adopt an organics recycling
service across the urban area and
Marong
The City has released an
Environmental Activities Report
that provides an overview of all
the different environmentallyfocused projects, programs and new
initiatives undertaken by the City
during the 2014-2015 financial year
The Bendigo Urban Flood Study was
completed
A partnership was established

between the City and La Trobe
University to progress higher
education in the Arts in regional
Victoria and particularly in Bendigo
The OKeefe Rail Trail between

Bendigo and Heathcote was
completed
The project to rejuvenate the High
Street Boulevard has commenced
The new Early Years Plan was
launched
Construction of the Marist
Community Recreation Precinct
facilities in Maiden Gully has
significantly progressed
10
INTRODUCTION
CHALLENGES AND FUTURE OUTLOOK

Challenges
The future
Lobbying and advocacy remain

important to ensure we retain our
attraction as a regional centre
Ensuring sufficient growth and

diversity in housing availability,
education and employment
opportunities, while retaining our
liveability and attraction for people
of all age groups
There is significant inequality in

health status and access to life
opportunities between geographic
areas across Greater Bendigo
A higher than average proportion
of young families and an increasing
number of older residents increases
the complexity of service planning
Meeting public expectations with
regards to community engagement
requires increasing flexibility and
resource allocation
- State Government and community
have high expectations
with regards to reporting on
performance and audit outcomes
The immediate and long-term
impacts of the rate-capping
legislation imposed by the Victorian
Government are unclear
Additional responsibilities such
as levee banks and management
of facilities on Crown Land, and
the State Government imposing
greater compliance and reporting
requirements, have a significant
financial impact
Equitable access to fast digital
communications technology has
fallen below expectations and
remains a barrier to business and
personal communication for many
residents
The City (and other councils) face
challenges related to the age of
the workforce, skill and talent
shortages in some areas, and
different generational motivators for
attraction and retention
Regional centres carry a financial
burden, unlike metropolitan
counterparts, because they must
provide a full suite of recreational
and service facilities, which are relied
upon by surrounding rural councils
Delivering fair and workable
planning controls for the current
and future population and industry
requires detailed planning
Improving the health and wellbeing

of our population over time
Achieving effective community
engagement
Maintaining the attraction and
quality of open spaces and
streetscapes
Providing good quality, accessible
sports and recreational facilities will
continue to attract visitors and will
support residents to be healthy and
active
Building and sustaining the diversity
of our economy and innovation in
many sectors as major factors in our
economic sustainability
Supporting businesses that attract
visitors, residents and workers,
especially in emerging industries
and new technologies
Fostering strong links between
education sectors and employment
opportunities, especially in relation
to young peoples opportunities
Sustaining our high level
attractiveness for tourists
Leading responsiveness to climate
change
Reducing waste to landfill has
become a very important priority
because of the increasing costs
and environmental obligations
associated with waste disposal
Keeping Council assets and
infrastructure in good repair and fit
for purpose
Building and maintaining essential
infrastructure - footpaths, open
space, drainage and roads
Continuing to value our unique
natural and built environmental
assets
Emergency preparedness and
building community resilience
Annual Report 2015-2016 11
THE YEAR IN REVIEW

MESSAGE FROM THE MAYOR, CR ROD FYFFE
This Annual Report details the Citys
achievement of the 2015-2016 Council
Plan strategic objectives and is the
fourth report in the term of the current
Greater Bendigo City Council.
The Councils adopted Vision of
Greater Bendigo working
together to be Australias
most liveable regional
city sets an important
standard for the
long-term goals
and activities that
will guide our future
development.
Liveability is how a
place enables people
to achieve the
quality of life
they desire
12
to be healthy and fulfilled. The City

has a leadership role in providing
services and facilities that enables it to
meet the Greater Bendigo Liveability
Indicators outlined in the Council Plan.
It then partners with the community
and other organisations to enhance
liveability in areas that are not its core
business.
The 2016 report on the Liveability
Indicators highlighted a number of
areas across the municipality where
people are more likely to experience
health and social disadvantage due to
a lack of access to services. Reducing
this inequality is an important focus for
us all into the future.
Greater Bendigo, comprising urban
Bendigo and surrounding rural areas,
is home to more than 110,000 people
and its population is growing at a

rate of 1.7 per cent each year. The
Council is challenged by the growth
that is currently taking place. The
need to provide the right services
and facilities in the right way to serve
the community into the future drives
the Councils strategies, policies and
decision-making. In an environment of
budgetary constraint these priorities
become even more important.
This year Council provided support
for a local Citizens Jury process to
answer the question What should
Council spend our money on to shape
the communitys future?. The jury will
deliberate for around 30 hours in the
first months of the 2016-2017 financial
year and its recommendations will
provide valuable advice to the current
THE YEAR IN REVIEW
Council and the new Council, when it

is elected in October 2016.
Council receives about half of its
income from rates and the remainder
from a range of grants and fees. It is
expected the Council will spend this
income wisely and make decisions
that are in our communitys best
interest now and into the future.
The introduction of rate capping by
the Victorian Government requires
financial constraint as this will
impact on the Councils capacity to
generate revenue to fund services and
projects. Careful consideration of all
financial decisions will continue to be
a priority, especially as the Council
endeavours to make improvements
on some of the Liveability Indicator
measurements.
As Councillors, we are proud of our

community and we want to continue
to make the best possible decisions
on its behalf. We also believe it is
important to have input into decision
making processes undertaken by
other levels of government. This
year the Council provided detailed
responses to the extensive review of the
Local Government Act and the State
Government policy direction paper All
things considered: Exploring options for
Victorias 30 year infrastructure strategy.
Engaging and building positive
relationships with the State and
Federal Governments is important.
Our advocacy work has led to the
Federal Government providing funding
for the new Greater Bendigo Indoor
Aquatic and Wellbeing Centre, the
redevelopment of the Bendigo Airport

and the Soldiers Memorial Institute
redevelopment and expansion.
Considerable State Government funding
has also flowed to our region to develop
transport infrastructure, including
the Bendigo Metro Rail project, and
a number of sports facilities and
upgrades.
The Council is proud of its
achievements over the past 12 months
that deliver on its vision. I hope you
enjoy reading the 2015-2016 Annual
Report.
Thankyou
Cr Rod Fyffe
Mayor
MESSAGE FROM
THE CHIEF
EXECUTIVE
OFFICER, MR
CRAIG NIEMANN
Welcome to the City's 2015-2016 Annual
Report.
This year the City completed a number
of key strategic documents that will
provide the blueprint to ensure Greater
Bendigo continues to be a successful,
attractive and welcoming place for
the long term. The Connecting Greater
Bendigo: Integrated Transport and Land
Use Strategy and the Greater Bendigo
Residential Strategy will guide future
planning decisions to foster positive
growth and protect the unique assets
and character of Greater Bendigo.
Greater Bendigo has a diverse and
progressive economy and this has
ensured its resilience in recent times
of economic challenge. The City
provides considerable support to small
businesses to increase their skills and
promote business sustainability. Staff
will continue to support industry,
especially to foster innovation and
strengthen the links between education
and industry providers through a range
of strategies designed to increase
employment opportunities for young
people.
Much of what the City does has a
regional focus and the organisation had
a key role in the development of the
Loddon Mallee Regional Strategic Plan
2015-2018. As Chief Executive Officer,
I represented the City as a committee
member of Regional Cities Victoria and
Regional Development Australia
and as the local government
representative on the external
advisory board appointed
by the State Government to
independently review regional
development.
In our pursuit of continual
improvement, the final
report on the
implementation
of the City of
Greater Bendigo
Independent
Review has
14
been completed. The Independent

Review was undertaken in 2013 to see
what improvements could be made
to the Citys operations and included
69 recommendations. It has created a
more efficient and responsive, bettergoverned organisation equipped to
engage with and meet the needs of its
growing community, and resulted in
net savings predicted to reach $4.2M by
June 30, 2017.
Over the next two years an extensive
review of a broad range of the
services provided by the City will
be undertaken. It is anticipated
that the outcomes will enhance
decision-making about
service provision and result in
greater efficiencies within the
organisation.
The results of the
annual Local
Government
Community
Satisfaction
Survey showed there needs to be

further improvement when it comes to
community engagement and Council
decision making. A high proportion
of staff members attended updated
customer service training as part of a
suite of strategies to close the loop on
customer requests and ensure those
people that have contact with the City
are properly informed of any outcomes
from their engagement. Staff have also
reviewed the Community Engagement
Strategy and allocated additional
resources to building our capacity in
community engagement, including an
extensive staff training program.
Finally, I would like to acknowledge
the Council, City staff and community
members who have contributed
towards achieving the priorities set out
in the Council Plan.
Craig Niemann
Chief Executive Officer
THE YEAR IN REVIEW
JULY 2015: A community

tree planting day was
hosted along the Bendigo
Creek in White Hills
to celebrate the 20th
National Tree Day
THE YEAR IN REVIEW

July 2015
NAIDOC Week provided an
opportunity to celebrate the
Aboriginal and Torres Strait Islander
members of our community and
their rich cultural heritage
Entries opened for the Inventor
Awards with a focus on ideas or
inventions that directly contribute
to the challenges the emergency
services sector face in our region
An appeal was launched for public
contributions towards restoration of
the Vahland Drinking Fountain that
once stood on Pall Mall to service
horses, dogs and people. The project
marks 100 years since the death of
William Charles Vahland, a prolific
German architect who designed
some of Bendigos most iconic
buildings and monuments including
the Town Hall, The Capital Theatre

and the Alexandra Fountain
Christopher Kirwan was presented
with a cheque via the Citys
Bushcare Incentive Program for his
commitment to protecting bushland
on his Myrtle Creek property in
the Trust for Nature permanent
conservation program
Marong farmer Don McKinnon
won the Presidents Award at the
Australian Sheep and Wool Show in
Bendigo
A community tree planting day was
hosted along the Bendigo Creek
in White Hills to celebrate the 20th
National Tree Day
Around 180 female students from
local secondary schools attended
the Citys fifth Women Showing the
Way Forum, an initiative that aims to
encourage and inspire young female

students to get involved in the life of
their community, which was initiated
by Cr Lisa Ruffell
The City held a citizenship ceremony
at the Bendigo Town Hall to
welcome 31 new citizens
The unveiling of a special Faces of
Small Business outdoor installation
at Bendigo Railway Station marked
the launch of the 2015 Bendigo
Small Business Festival
August
Two shipping containers of donated
goods, including school materials
and woollen clothing, were packed
for people living in the Maubisse
region of Timor Leste, an initiative of
Bendigo Rotary Clubs
Colleen Hewitt returned to Bendigo

to perform at the Ulumbarra Theatre,
53 years since her first performance
in Bendigo. A portion of proceeds
was donated to Violence Free
Families, a Rotary initiative
Bill Barber and the Blackwood
Shakedown won the FReeZA
Push Start Battle of the Bands
competition
A painted grass mural was
installed in the Library Gardens by
environmental artist Anthony Sawrey
to mark the start of the 2015 Write on
the Fringe Festival, which featured
a full programme of literary fun and
quirky happenings
More than 85 energy efficient and
human powered vehicles battled it
out in an action-filled 10-hour race
around the streets of Bendigo
Bendigo Writers Festival provided
a strong and diverse program that
attracted increased audiences and
doubled ticket sales
The last of 7,000 streetlights was
changed over to better and more
energy efficient street lighting
through the Lighting the Regions
project
The City hosted Bendigo Banks
Community Banking National
Conference which brought more
than 1,000 visitors to the region
16
Sydney-based artist Martin Shaw

brought his exhibition Three WellKnown Australians to Heathcote
Community Hub Art Gallery
Residents had the opportunity
to enjoy free chamber concerts,
community events and pop-up
performances during The Bendigo
Festival by Orchestra Victoria
September
As part of Mens Health Week the City
hosted Outside the Locker Room,
a special presentation designed to
help local sportsmen understand
and respond to everyday problems
and personal struggles they may
experience away from the sporting
arena
Badminton Victoria, Bendigo
Eaglehawk Badminton Association
and the City hosted the 2015
Bendigo Open, Graded and Para
Badminton Championships at the
Eaglehawk Bendigo Badminton
Stadium
In what is believed to be a first for a
local government area in Australia,
the City registered a unique municipal
tartan with the Scottish Tartan
Authority, a process designed to help
promote community events that
celebrate Bendigos Scottish heritage
and strengthen links to Scotland
The City hosted a successful Network

Forum that aimed to celebrate the
importance of local community
groups and promote long term
sustainability by providing them with
an opportunity to interact and foster
mutually supportive relationships
Bendigo hosted a major public
discussion on the best way
forward for Australian democracy
following the release of the Federal
Governments White Paper on the
Reform of the Federation
The Active Travel, Healthy Kids Guide
was launched to encourage children
to walk, scoot or ride to and from
school
An archaeological exploration at a
cottage in central Bendigo dating
back to the gold rush era revealed
interesting building techniques and
household artefacts
School holiday fun was hosted in
Hargreaves Mall
Through the Art in the Conservatory
Felted Forest installation, Elmore
artist Mary Hoare created a world of
plants, frogs, bugs and other hand
felted creations in the Rosalind
Park Conservatory. It was designed
to encourage visitors to hunt for
creatures and explore the different
textures of the display
THE YEAR IN REVIEW
October
A free 'Detox Your Home' service was
hosted to provide residents with
an opportunity to safely dispose
of unwanted pesticides, cleaning
products and weed killer stored
around their homes
The Connect/Create Good Mental
Health exhibition, featuring the
works of more than 50 artists
that related to their own or their
significant other's mental health,
was supported by the Bendigo
Mental Health Week Group and the
City
Bendigo Seniors Festival was held
to encourage seniors to participate
in a range of activities and events
designed to entertain, inform and
celebrate their role in the community
The City hosted Ride to Work Day
Rugby Sevens came to Bendigo with
the Melbourne Rebels and the City
hosting the Goldfield Sevens at the
Epsom Huntly Regional Recreation
Reserve
McKern Skate Park in Eaglehawk was
the site for the National Skate Park
League skate competition series
FITX presented the first Bendigo Fit
Weekend, a unique two-day fitness
event providing residents with an
opportunity to have a go at more
than 30 different sports led by a
team of experts
Councillors joined community

representatives on a bicycle tour to
explore future options for Bendigos
shared pathways
The City hosted a community
discussion forum featuring well
known television presenter Costa
Georgiadis from ABCs Gardening
Australia, as part of community
engagement for the development
of the Citys fourth Environment
Strategy
Ulumbarra Theatre invited members
of the public to explore and enjoy all
it has to offer
Bendigo Regional Tourism launched
a series of new map brochures to
promote the Bendigo Goldfields
Region and encourage visitors to
stay longer
Greater Bendigo residents were
invited to the official opening of
new, state-of-the-art sports facilities
at the Canterbury Park Precinct in
Eaglehawk
It was announced that the Bendigoinspired One-in-Five project that
promotes the benefits of walking,
riding, scooting or catching public
transport as an alternative to cars
by encouraging daily commuters to
choose active or public transport for
one day in every five, will be rolled
out across Victoria and potentially
across Australia
November
Winners were announced at the 2015
Bendigo Inventor Awards Exhibition
and Presentation evening
White Ribbon Day activities
celebrated an international day of
action in the worlds largest maleled movement to prevent violence
against women
Twenty thousand people visited

Bendigo showgrounds for the
Bendigo Swap Meet
Bendigo Festival of Tennis, including
the WM Loud Bendigo Womens
International Pro Tour Challenge,
was held at Bendigo Bank Tennis
Complex
December
Members of the Bendigo community,
including families, staff and children
past and present were invited to take
a tour and reminisce at the Bendigo
Early Learning Centre Family Fun Day
event before the centre closed
Members of the public came
together to celebrate the lighting of
the Christmas tree
The City welcomed 3,500 riders
in the Great Victorian Bike Ride to
Bendigo and surrounding towns
Local resident Abhishek Awasthi was
congratulated on being recognised
for actively supporting cultural
diversity and making a real impact
on promoting community harmony
The Celebrate the Season musical
event brought the spirit of Christmas
to Hargreaves Mall
A $3.2M upgrade and extension of
the OKeefe Rail Trail from Axedale
to Heathcote was officially opened.
It was an important collaborative
project between the State
Government, the City and other
community groups
A free, family friendly pool party
at the Bendigo Aquatic Centre
complete with early fireworks
followed by a spectacular midnight
fireworks display welcomed the New
Year 2016
18
THE YEAR IN REVIEW
January 2016
The Summer in the Parks program
provided a wide range of free events
across the municipality during
January and February
Entries opened for the COG Art
Young Artists program
Australia Day was celebrated across
the municipality
Musician Valerie Broad OAM and
volunteer Breanna Thomas were
named the 2016 Citizen and Young
Citizen of the Year
The City congratulated architect Don
Goldsworthy OAM on receiving the
Medal of the Order of Australia for
service to architecture and urban
design
Local artists and makers were
invited to The Garden Party, a new
community arts initiative designed
to transform the garden space at the
back of Dudley House into their own
studio space
February
Scotlands tourism chief visited
Bendigo for the Citys annual Scots
Day Out in Rosalind Park. Mike
Cantlay was in Australia to celebrate
Scotlands Year of Innovation,
Architecture and Design
The Citys Economic Development
Unit produced and launched a new
Business Support Directory to help
local business owners connect
with networks, organisations,
government departments, agencies
and other businesses
Submissions were called for the
2016 RAW Arts Awards an annual
celebration of the creative talents
of young artists aged 25 and under
who live in Greater Bendigo featured
Visual Arts, Literature, Performing
Arts and Digital Media
Free outdoor cinema was screened
in various rural locations as part of
Summer in the Parks
Clean Up Australia Day was held at a
number of sites in Greater Bendigo,
including Lake Eppalock, Epsom,
Kennington Reservoir, Kangaroo
Flat, White Hills, Eaglehawk and
Bendigo Cemeteries
The City and Cricket Victoria

combined to present a MILO
in2CRICKET, which provides both
girls and boys with core skills, at
Barrack Reserve in Heathcote as part
of the Heathcote Community Games
2016
The Bendigo Visitor Centres Living
Arts Space hosted a display of
unique farm fashion fusion garments
from the Elmore Field Days Ag Art
Wear 2015 competition
March
The Bendigo Art Gallery and Twentieth
Century Fox present Marilyn Monroe
exhibition opens. It is one of the
most comprehensive overviews of
costumes, photographs and personal
items belonging to the Hollywood
legend ever compiled
The City celebrated National
Playgroup Week with a free Splash
into Fun with Playgroup Victoria
community event at the Long Gully
Recreation Reserve
The Bendigo Festival of Cultures

featured Stories Told 2 - an exhibition
depicting a refugee journey from their
homeland to a new life in Bendigo
Hours of work by local youth, artists
and residents from culturally diverse
backgrounds culminated in a unique
public art project through the streets
of Bendigo called Enlighten as part
of the 2016 Festival of Cultures
The Easter long weekend
commenced with a free music event
in Rosalind Park with Perth band
Tired Lion and supporting local
bands. This free event, presented
by FReeZA youth events team Mic
Up Productions and Headspace
Bendigo, was a fully supervised,
drug, alcohol and smoke free event
Free Easter childrens activities
included Animals 2 U Animal
Farm, games with Fusion Australia,
storytelling with Bendigo Goldfields
Library, music and movement
session, face painting, helium
balloons, playdough and a visit from
Goldie the Wonder Dog
April
Residents were encouraged to
plan events to celebrate the
achievements of architect William
Charles Vahland during the 2016
National Trust Heritage Festival
Young and emerging street artists
aged between 12 and 25 were
encouraged to participate in a
unique Graffiti Skills Project that
culminated with a new mural on the
side wall of the Morley Emporium
building in Mitchell Lane
Visitors to the Hargreaves Mall had a
unique opportunity to recreate the
famous Marilyn Monroe scene from
the movie The Seven Year Itch. This
is the same scene replicated by the
eight metre high 'Forever Marilyn'
sculpture temporarily placed at the
entrance to Rosalind Park
The Bendigo Maubisse Friendship
Committee sought sponsors to
continue its highly successful
Scholarship Program at the St Inacio
de Loyola High School in Maubisse
and for donations of garden tools to
assist a new Agricultural School that
has been set up
Eaglehawk families were invited to
20
a free Family Fun Night featuring

a BBQ dinner and childrens
activities such as face-painting, farm
animals and games at Eaglehawks
Canterbury Gardens
The FunLoong play space in
Hargreaves Mall turned three and
Bendigo families were invited to
help celebrate the occasion with
lots of free activities to keep them
entertained
To mark National Youth Week the
final instalment of The Hunger
Games series was screened at a free
movie night in Heathcote
The City welcomed the start of a bus
bike rack trial on the StrathfieldsayeBendigo bus line as part of a Public
Transport Victoria trial in four sites
across Victoria
Bendigos iconic Ulumbarra Theatre,
which means gather together in
the Dja Dja Wurrung language,
celebrated its first birthday with
over 117,500 patrons attending
over 270 performances, functions,
conferences and events in the first
year
The Goornong and District Heritage
Trail consisting of three heritage
signs at Goornong, Barnadown and
Fosterville was launched. The signs

inform visitors about the history of
each of the townships and their role
in the early settlement of the region
The Mackay Sundial, first erected
in 1930 as a tribute to the then
President of the Red Cross Society,
was reinstated near the Soldiers
Memorial Hall in Pall Mall after a 26year absence
The Greater Bendigo Heritage
Advisory Committee sought
responses from interested
community members to the
question: What do you love about
the heritage of Greater Bendigo?
People were asked to take a
photograph of the heritage they love
and describe in 25 words or less why
they love it
May
Transport interchange specialists
SJB Urban worked in Eaglehawk
to develop plans for revitalising
the Eaglehawk Railway Station
Precinct and identify how it can
better connect and serve the local
community when increased services
begin
THE YEAR IN REVIEW
The Transient Landscape exhibition

was staged at Bendigo Visitor
Centres Living Arts Space featuring
photographic works, ceramics and
mixed media pieces by three local
artists, Sharon Greenaway, Mari B-Li
Donni and Lyn Cole who are all past
graduates from La Trobe University
Bendigo
The Bendigo Regional Tourism
Destination Management Plan
designed to build on the Bendigo
regions growing tourism potential
was launched. Bendigo Regional
Tourism is the peak industry body
for tourism across Bendigo and the
surrounding region and includes
the municipalities of Loddon, Mt
Alexander, Central Goldfields and
Greater Bendigo
As part of the Citys ongoing
commitment to micro and small
business development, a new
custom-built, interactive, online
forum called Supporting Local
Business Bendigo was launched to
provide a site where start up and
small businesses can seek advice
and share experiences via a virtual
self-help desk
A free come and try street art
workshop was offered in Bendigos
CBD to coincide with the Vibrant
Central Bendigo Street Festival 2016
Autumn Edition. The workshop was
organised as part of The Aerosol
Control Graffiti Prevention Project,
which is supported through a State
Government Graffiti Prevention
Grant
The contributions of 580 volunteers

to the City were celebrated as part
of National Volunteer Week with the
theme Give Happy, Live Happy
The City of Greater Bendigo Heritage
Advisory Committee commemorated
the first anniversary of the death
of Peter Ellis OAM by assisting the
Bendigo Field Naturalists Club to
plant a native garden in his honour
at the Golden Square Senior Citizens
Centre
The 2016 Raw Arts Awards and
Exhibition at Dudley House
showcased the creative talents of
Greater Bendigos young artists
Residents were invited to visit
the Bendigo Botanic Gardens at
White Hills for the Botanic Gardens
Australia and New Zealand Open Day
A free app that showcases the work
of acclaimed architect William
Charles Vahland was developed
in partnership with digital agency
Isobar. It uses beacon technology
to guide users to a selection of
locations in central Bendigo where
Vahlands work can be admired
June
Works to reinstate the Vahland
Drinking Fountain in Bull Street
commenced
Teams from Australia, Cuba, Croatia
and Columbia competed at the
Bendigo Stadium in the Womens
International Volleyball World Grand
Prix
Bendigo hosted the 65th

Victorian Country Table Tennis
Championships for the first of three
years at the Eaglehawk Table Tennis
and Badminton Stadium
The Bendigo Regional Food
Alliance, made up of local food
producers, distributors, retailers,
food recovery groups, local
government, educators, health
related organisations and interested
community members, was launched.
It is based on the themes Grow,
Source, Cook, Share and has
evolved from the Citys Healthy
Together Bendigo project, which
identified the need to improve eating
habits in Greater Bendigo
The architecture of Ulumbarra
Theatre, the Marist College Bendigo
Montagne Centre and Golden Square
Primary School was recognised
at the Association for Learning
Environments 2016 Educational
Facilities Australasian Awards
The City hosted winter school
holiday fun in the Hargreaves Mall
Representatives of local
governments, health services,
community groups and youth
agencies from across the region
attended the Bright Futures Regional
Forum, a collaboration between the
City and VicHealth, to consider youth
mental health and wellbeing issues
FINANCIAL
SUMMARY
Councils financial position continues
to remain sound. A summary of our
performance is outlined below. Detailed
information relating to Councils
financial performance is included
within the Financial Statements and
Performance Statement sections of this
Report.
Adjusted underlying result ratio %
Financial summary
Operating Position
The adjusted underlying surplus

of Council, after removing nonrecurrent capital grants, cash capital
contributions and non-monetary
capital contributions, is a deficit
of $8.20M or -5.40 per cent when
compared to adjusted underlying
revenue. This compares unfavourably
to the expected target of >0 per
cent. The underlying result has been
impacted by the timing of the receipt
of the Victorian Grants Commission
contribution. Fifty per cent of the
2015-2016 grant was received in
2014-2015, resulting in revenue being
less than expected in 2015-2016 and
the adjusted underlying result being
negative. Sustaining an adjusted
underlying surplus is a critical financial
strategy that provides capacity to
renew the $1.34B of community assets
under Councils control.
22
2013-2014
2014-2015
2015-2016
2012-2013
2013-2014
2014-2015
2015-2016
-1.00%
-2.00%
-3.00%
-4.00%
-5.00%
-6.00%
-7.00%
Council achieved a surplus of

$41.49M in 2015-2016. This surplus is
considerably higher than the prior year
surplus of $10.49M. The main reason for
the increase is due to the contributions
to capital and major works received in
the 2015-2016 financial year.
300%
250%
Working Capital ratio %
As per the Comprehensive Income

Statement in the Financial Report, the
favourable variance is due mainly to the
contributions received for the Greater
Bendigo Indoor Aquatic and Wellbeing
Centre construction, Bendigo Stadium
expansion, finalisation of the Ulumbarra
Theatre, Bendigo Tennis Centre
redevelopment and additional Roads to
Recovery and Blackspot funding.
2012-2013
0.00%
200%
150%
100%
50%
0%
Liquidity
Obligations
Cash has increased by $8.21M from

the prior year, mainly due to the
timing of receiving additional grant
funding throughout the year for
future capital works projects that
are to be undertaken in 2016-2017. A
large percentage of the cash balance
at June 30, 2016 has some form of
restriction or future allocation applied
to it. The working capital ratio, which
assesses Councils ability to meet
current commitments, is calculated
by measuring Councils current assets
as a percentage of current liabilities.
Councils result of 252 per cent is an
indicator of a satisfactory financial
position and within the expected target
band of more than 150 per cent.
Council aims to ensure that it is able

to maintain its infrastructure assets at
the expected levels, while at the same
time continuing to deliver the services
needed by the community. To bridge
the infrastructure gap, Council invested
$23.24M in renewal works during the
2015-2016 year. At the end of the 20152016 year Councils debt ratio, which
is measured by comparing interest
bearing loans and borrowings to rate
revenue was 35.54 per cent. Councils
asset renewal ratio, which is measured
by comparing asset renewal expenditure
to depreciation, was 77.09 per cent
and was in below the expected target
of 100 per cent. While not meeting this
target for renewals, Council did spend
an additional $10.71M on upgrade and
expansion works.
THE YEAR IN REVIEW
Stability and efficiency
Asset Renewal ratio %
Loans and borrowing ratio %
40.0%
35.0%
30.0%
25.0%
20.0%
15.0%
10.0%
5.0%
0.0%
2012-2013
2013-2014
2014-2015
2015-2016
120%
Description of operations
100%
The City is responsible for a number of

services, including family and childrens
services, traffic regulation, open space,
youth facilities, waste management
and community building, and matters
concerning business development,
planning for appropriate development
and ensuring accountability for
Councils budget. This broad range of
community services and infrastructure
for residents supports the wellbeing
and prosperity of our community.
Councils vision, strategic objectives
and strategies to further improve
services and facilities are described
in our Council Plan June 2017 and
the associated Budget 2016-2017 and
reported upon in this document. Refer
to the section on Our Performance
for more information about Council
services.
80%
60%
40%
20%
0%
2012-2013
2013-2014
2014-2015
2015-2016
Rates Concentration ratio %
70%
65%
60%
55%
50%
2012-2013
2013-2014
2014-2015
2015-2016
The delivery of services, facilities,

support and advocacy to achieve the
Strategic Objectives is measured by a
set of service performance indicators
and measures. Council also has a wide
range of responsibilities under State
and Federal Government legislation.
Economic factors
$1,600
Council completed its first budget under

the Fair Go Rates system, with the
introduction of a state wide rate cap
of 2.5 per cent for the 2016-2017 year.
Considerable effort was put into the
process to review services to ensure the
Council could continue to deliver its
important services to the community.
$1,400
Rates level ratio %
Council raises a wide range of revenues

including rates, user fees, fines, grants
and contributions. Despite this,
Councils rates concentration, which
compares rate revenue to adjusted
underlying revenue, was 66 per cent
for the 2015-2016 year but within the
expected target band of 40-80 per cent.
Council has focused on broadening its
revenue base and for the 2015-2016
year was able to keep its rate increase
to 4.75 per cent. This resulted in an
average residential rate per residential
assessment of $1,481.
$1,200
$1,000
$800
$600
$400
$200
$2012-2013
2013-2014
2014-2015
2015-2016
Concept.
Major capital works

Greater Bendigo Indoor Aquatic
and Wellbeing Centre at Kangaroo
Flat
Council has begun works on the
$31M Greater Bendigo Indoor
Aquatic and Wellbeing Centre.
When complete, the facility will be
accessible year around for people
of all ages and abilities and will
feature; 51.5m, eight-lane swimming
pool, indoor splash play area, learn
to swim pool, hydrotherapy pool,
wellness centre, spa and sauna,
gymnasium, multipurpose rooms
and caf. This project has only been
able to progress with the support of
the State and Federal Government.
Bendigo Airport redevelopment
The $12.49M redevelopment will
deliver a new 1,600m Class 3C
runway and associated taxiway,
lighting, signage and fencing
infrastructure. These facilities will
allow aircraft carrying up to 70
24
passengers to be able to utilise the

new runway. The redevelopment will
also secure significant employment,
allowing emergency services
to utilise the facilities and also
introduce new economic output
opportunities for the region by using
the facilities.
These works are part of stage two of
the redevelopment of the facilities.
Stage one was completed in 2014,
including 25 new aviation hangar
sites, three new taxiways, improved
road access and the installation of
critical drainage infrastructure. Stage
two is expected to be completed by
March 2017. A further stage in the
redevelopment of the facilities is
also planned; these works include
the construction of a contemporary
business park to allow for existing
businesses to expand and new
businesses to be established.
During 20152016 some of the other

significant works projects included:
The new school crossing on
Reservoir Road, between Aviary
Court and Nabilla Crescent,
constructed in response to requests
from community members about
the safety of students travelling to
both Kennington and St Thereses
primary schools
Replacement of a pedestrian bridge
and maintenance repairs on another
bridge at Kennington Reservoir
Reserve, between Condon and
Cousins Streets, Strathdale
Renewal and provision of great
play spaces has continued, with the
completion of two play spaces in
Magellan Crescent, Kangaroo Flat
and Landale Drive, Strathdale
New floodlighting at the North
Bendigo Recreation Reserve
Footpath works in Mitchell Street
Conservation works on the Bendigo
Town Hall
THE YEAR IN REVIEW
Stage one Spring Gully Soccer

Pavilion, including new frontage to
Spring Gully Road, female change
rooms and amenities, an umpires
change room, upgraded storage and
accessible public amenities
Upgrade works at the California
Gully Mechanics Institute
Construction of the Community
Pavilion at Dower Park Kangaroo Flat
Construction of the Mitchell Street
bus interchange
Completion of the regional play
space at Barrack Reserve in
Heathcote
Upgrade of the play space and new
landscaping at Strathdale Park, with
new play opportunities, outdoor
activities, and play for children of all
ages and abilities
Upgrade to Kennington Recreation
Reserve tennis courts
Construction of a new kiosk at Ewing
Park
Works to improve safety for cyclists

in Williamson Street
Replacement of the slide at Cooinda
Park
Major changes
During 2015-2016 three Directors
resigned their positions to accept
significant management roles in local
and state government. This provided
added impetus for the Chief Executive
Officer to review the organisational
structure. The new structure is designed
to provide the organisation with
increased opportunity to be responsive
to community needs, to be ready to
support the new Council, to be able to
deliver on the Council Plan and Vision,
to be adaptive to change and to work
as one organisation in our endeavours
to be the best we can be for our
community.
The recommendations are expected to

provide very useful advice to current
and newly elected councillors, staff
and members of the public. The first
report from the Jury is expected to be
presented in September 2016.
Following a successful trial of an
organics recycling program, Council
made a decision to roll out the program
to all urban areas and Marong, to
commence in September 2016.
Major achievements
The Lighting the Regions project,
collaboration between councils in the
region to change over to energy efficient
street lighting, which was funded by the
Federal Government, was completed
as planned. The change will deliver
significant energy use reductions and
cost savings to Council.
Council made a decision to support a

Citizens Jury process being conducted
in Bendigo early in the 2016-2017 year.
OUR COUNCIL
GREATER
BENDIGO PROFILE
Greater Bendigo is a municipality
made up of a range of urban and rural
communities. The Bendigo urban
area is the largest in Victoria outside
Melbourne and Geelong. The rural
areas, including the larger towns
of Elmore, Heathcote and Marong
support 15 per cent of the population
dispersed throughout 95 per cent of the
geographic area of the municipality.
At June 30, 2016 Greater Bendigo had
an estimated residential population of
112,853 people.
26
OUR COUNCIL
AGE STRUCTURE - FIVE YEAR AGE GROUPS, 2011

Total persons
Victoria
8%
% of the population
7%
6%
5%
4%
3%
2%
1%
0%
0-4
5-9
10-14
15-19
20-24
25-29
30-34
35-39
40-44
45-49
50-54
55-59
60-64
65-69
70-74
75-79
80-84
85+
Age group (years)

Source: Australian Bureau of Statistics, Census of Population and Housing, 2011 (Usual residence data).
Compiled and presented in profile.id by .id, by the population experts.
Compared to the Victorian average,

Greater Bendigo has a lower proportion
of young people in the workforce (25-34
years) and parents and homebuilders
(35-49 years), but compared to the
average for regional Victoria, Bendigo
has a higher proportion of these young
age groups, suggesting Greater Bendigo
continues to attract and retain young
people who come for tertiary education
and employment. Greater Bendigo
has a higher proportion of older
workers, retirees and seniors than the
Victorian average (ABS 2011). Despite
the rapid growth in the population of
Greater Bendigo the rate of growth
of the Melbourne metropolitan area
(2.1 per cent in 2014-2015) is faster
than that of Bendigo (1.3 per cent in
2014-2015) and other capital cities
and regional Victorian centres. Current
State Government regional growth and
development strategies are seeking
to balance the rate of growth more
evenly across the state. New data will
be available when the results from the
2016 census are analysed.
In Greater Bendigo, 88 per cent of the
population were born in Australia;
this reflects a lower proportion of
people born overseas throughout the

municipality than the state average.
In 2011, only 7 per cent of people
were born overseas which is a slight
increase from 2006. From this, 3 per
cent were from non-English speaking
backgrounds. In 2011, 284 people spoke
the Karen language throughout the

municipality, closely followed by Italian
as the most common languages other
than English. The City aims to increase
the proportion of people born overseas,
as it is a strong indicator of all forms of
the diversity of the community.
Over 94 per cent of the working

population are employed throughout
Greater Bendigo. The table to the right
is the distribution of the types of work
people take part in. It is important to
note that 21.5 per cent of the population
volunteer, with higher levels experienced
in the rural areas. Close to 13 per cent
of the population provide unpaid
assistance with a further 29 per cent
providing unpaid childcare.
The net median weekly income in
Greater Bendigo in 2011 was $991, which
is much lower than the Victorian average
of $1,216; however, when it is slightly
higher compared to Regional Victoria.
This emphasises the high concentration
of higher income earners in metropolitan
areas and considerably lower average
incomes for rural and regional residents.
Throughout Greater Bendigo, the median
household incomes range from a low
$717 in Heathcote and District to a high
$1,622 in Strathfieldsaye. In 2011, 10.8
per cent of the Citys households were
experiencing housing stress compared
to 10.6 per cent for Victoria; this means
throughout Greater Bendigo over 4,200
households are paying more than 30 per
cent of their usual gross weekly income
on housing costs.
Note: Many of these results and trends will be
updated in 2017 when the analysed results of
the 2016 Australian Census become available.

- Total persons (Usual residence)
Occupation
2011
Number
Victoria %
Managers
5,173
11.3
13.2
Professionals
8,861
19.4
22.3
Technicians and Trades Workers
6,856
15.0
13.9
Community and Personal Service Workers
4,798
10.5
9.3
Clerical and Administrative Workers
5,993
13.1
14.4
Sales Workers
4,996
10.9
9.7
Machinery Operators and Drivers
2,876
6.3
6.1
Labourers
5,310
11.6
9.0
890
1.9
2.2
45,753
100.0
100.0
Inadequately described
Total employed persons aged 15+
COUNCIL OFFICES
City of Greater Bendigo office locations
and service points:
48 Mundy Street, Bendigo

Organisation Support
St. Andrews Avenue, Bendigo

Parking and Animal Services
Main Office
195-229 Lyttleton Terrace, Bendigo
PO Box 733, Bendigo VIC 3552
T: (03) 5434 6000
F: (03) 5434 6200
requests@bendigo.vic.gov.au
www.bendigo.vic.gov.au
41-44 Myers Street, Bendigo

Economic Development, Tourism, Major
Projects and Major Events
Heathcote Service Centre

125 High Street, Heathcote
T: (03) 5433 3211
Adam Street Depot

64 Adam Street, Golden Square
Parks and Natural Reserves, Waste
Services and Works
Bendigo Art Gallery

42 View Street, Bendigo
T: (03) 5434 6088
bendigoartgallery@bendigo.vic.gov.au
W: www.bendigoartgallery.com.au
Customer Support, Executive

Office, Mayors Office, Children and
Family Services, Active and Healthy
Communities, Community Wellbeing,
Media and Communications
Youth Development
Community Services
28
Hopetoun Mill
15 Hopetoun Street, Bendigo
Statutory Planning, Environmental
Health and Local Laws, Building and
Property Services, Engineering and
Public Space
Jaara Building
Corner Mundy Street and Lyttleton
Terrace, Bendigo
Strategy, Sustainable Environment
Capital Venues and Events

50 View Street, Bendigo
T: (03) 5434 6100
thecapital@bendigo.vic.gov.au
www.thecapital.com.au
Bendigo Livestock Exchange
Wallenjoe Road, Huntly
T: (03) 5448 8111
livestockexchange@bendigo.vic.gov.au
OUR COUNCIL
COUNCILLORS
On October 27, 2012, community members of the City elected
this nine-person council for a four-year term. The Council was
elected to provide leadership for the good governance of the
municipality and the local community.
The Council area is divided into three wards, each with rural
areas, small towns and a section of the Bendigo city. Each ward
is represented by three Councillors. They have responsibility
for setting the strategic direction for the municipality, policy
development, identifying service standards and monitoring
performance across the organisation.
The next Victorian Local Government Election will be held on
Saturday October 22, 2016. The Councillors are listed below.
Cr Rod Fyffe - Lockwood Ward
Cr Rod Campbell - Eppalock Ward

Phone: 5434 6203
Mobile: 0427 514 429
r.campbell@bendigocouncillors.org.au
Date elected: first elected 2008
Cr Helen Leach - Eppalock Ward
Phone: 5434 6190
Mobile: 0419 549 574
h.leach@bendigocouncillors.org.au
Date elected: October 27, 2012
Cr Mark Weragoda - Eppalock Ward
Phone: 5434 6192
Mobile: 0400 363 586
m.weragoda@bendigocouncillors.org.au
Mayor 2015-2016
Phone: 5443 7673
Mobile: 0419 874 015
r.fyffe@bendigocouncillors.org.au
Cr Lisa Ruffell - Whipstick Ward
Cr Elise Chapman - Lockwood Ward
Cr Peter Cox - Whipstick Ward
Phone: 5434 6193

Mobile: 0418 330 289
e.chapman@bendigocouncillors.org.au
Phone: 5434 6189

Mobile: 0427 318 490
p.cox@bendigocouncillors.org.au
Cr Barry Lyons - Lockwood Ward
Cr James Williams - Whipstick Ward
Phone: 5434 6215

Mobile: 0429 292 084
b.lyons@bendigocouncillors.org.au
Phone: 5434 6208

Mobile: 0427 211 677
j.williams@bendigocouncillors.org.au
Phone: 5434 6206

Mobile: 0429 946 171
l.ruffell@bendigocouncillors.org.au
Councillor emails like other correspondence are the property of the City and may be referred to a staff member for action. As with any correspondence, if
you would like emails to be kept private and confidential please place private and confidential in the subject line.
OUR PEOPLE
ORGANISATIONAL
STRUCTURE
Council is the governing body that
appoints a Chief Executive Officer,
who has responsibility for the day to
day management of operations in
accordance with the strategic directions
of the Council Plan. Five Directors and
the Chief Executive Officer form the
Executive Management Team and lead
the organisation. Details of the Chief
Executive Officer and senior officers
reporting directly to the him are set out
below.
30

Craig Niemann
Bachelor of Business (Local
Government), Master of Business
Administration
Craig joined the City in October 2005
and was appointed Chief Executive
Officer in December 2007.
Craig has more than 30 years
of experience working in Local
Government, including roles at the
former Borough of Eaglehawk and the
Shire of Loddon. Prior to joining the
City, Craig was the Chief Executive
Officer at the Shire of Loddon from 1997
to 2005.
The work of Executive Services includes:

Support for Chief Executive Officer,
Mayor and Councillors
Coordination of Council business,
including Council meeting agendas
and minutes
Civic administration
Governance
Legal services
Communications
OUR PEOPLE
Senior officers reporting directly to the Chief Executive Officer:
Director Organisation Support

Kerryn Ellis
Bachelor of Arts, Master of Commerce,
Graduate Diploma of Public Policy and
Management
Kerryn has 18 years experience in local
government. She is a passionate local
government leader who understands
the changing environment and
external pressures currently facing the
sector.
The Organisation Support Directorate
provides the following services to the
organisation:
Financial services including rating
and property valuations
Information Management Systems
People management services and
organisational development
Risk management planning
Centralised contract management
and project coordination
Director Planning and

Development
Prue Mansfield
Diploma of Occupational Therapy,
Graduate Diploma of Organisation
Behaviour
Prue has extensive executive
experience in social planning,
economic development and land use
planning at both the local and regional
level.
The work of the Planning and
Development Directorate includes:
Development of integrated, long
term strategies to guide the physical,
social, environmental and cultural
development of Greater Bendigo to
create a better place for all
Promoting development of a
vibrant city by place management
of CBD, Strathdale, Eaglehawk and
Kangaroo Flat
Assessing and approving planning
applications to achieve quality
development that maintains the
City's character and attributes
valued by the community
Contributing to public health and
safety through building controls,
food and water testing and animal
management
Making sure everyone can enjoy

public space and activities by
requiring minimum standards of
civic and neighbourly behaviour
Enhancing responsible pet
ownership and control of animals
Regulating parking
Strategically managing the Citys
property assets
Project planning and managing the
City's building projects
Director Community Wellbeing

(currently vacant)
The Community Wellbeing Directorate
supports people to live their lives fully
and be active, creative, engaged and
healthy. With responsibility for:
Customer Support
Community Services - including
Maternal and Child Health,
Childcare, Home and Community
Care and Immunisations
Community Partnerships - including
Access and Inclusion, Community
Development, Community Grants,
Community Recovery and Rural
Development and Emergency
Management Planing
Active and Healthy Communities
including Sport and Leisure and
Healthy Together Bendigo
Director City Futures

(currently vacant)
The City Futures Directorate establishes
and maintains strong public and private
relationships to position Bendigo as a
great place to live, work and invest. This
is achieved by enhancing opportunities
in:
Major Projects
Economic Development
Tourism, Visitor Services and
Destination Marketing
Art and cultural activities and
facilities including The Capital Bendigo's Performing Arts Centre,
Bendigo Art Gallery, Ulumbarra
Theatre and Bendigo Town Hall
Major Events
Bendigo Airport
Government advocacy
Director Presentation and Assets

(currently vacant)
The Presentation and Assets Directorate
includes responsibility for:
Asset planning and engineering,
urban and landscape design
Constructing and maintaining
key infrastructure networks, such
as roads, footpaths and drainage
systems
Development, protection and
maintenance of parks and the
natural environment areas under
Council's jurisdiction
Management of waste and recycling
collection, landfill sites, transfer
stations and street cleaning
Management of the Bendigo
Livestock Exchange
Policy and strategy development
in the field of environmental
sustainability
At the end of the 2015-2016 year the
Chief Executive Officer undertook a
review of the current organisation
structure in consultation with the
Executive Management Team.
A new structure that allows the City to
continue to deliver on its priorities and
strengths by aligning services, limiting
duplication of effort and ensuring the
organisation works better as one has
been proposed. The new organisational
structure, when finalised, will also
allow the organisation to be in the best
position to support a new Council,
work more efficiently in a rate capping
environment and ultimately deliver
the best outcomes for our City and its
residents. Key changes include reducing
the number of directorates from five
down to four.
ORGANISATIONAL STRUCTURE
A chart setting out the current organisational structure of the City is shown below.

Craig Niemann
Manager, Executive
Services
Peter Davies
Acting Director,
City Futures
David Lloyd
Director, Planning and

Development
Prue Mansfield
Director, Presentation
and Assets
Darren Fuzzard
Director, Organisation
Support
Kerryn Ellis
Manager, Major
Projects
Rachel Lee
Acting Manager,
Community
Partnerships
Deb Simpson
Manager, Statutory
Planning
Ross Douglas
Manger, Engineering
and Public Space
Brett Martini
Manger, Finance
Travis Harling
Manager, Bendigo
Airport
Phil Hansen
Acting Manager,
Community Services
Carolyn Grylls
Manager, Building
and Property Services
Andy Walker
Manger, Sustainable
Environment
Robyn Major
Manger, Rating and

Valuation Services
Neal Wrigley
Manager, Economic
Development
Brian Gould
Manager, Customer
Support
Debbie Thewlis
Manager,
Environmental Health
and Local Laws
Susannah Milne
Manger, Waste
Services
Natasza Purser
Acting Manager,
Information
Management
David Straw
Direcotr, Bendigo Art

Gallery
Karen Quinlan
Manager, Active and

Healthy Communities
Pat Jess
Acting Manager,
Parking and Animal
Control
Bruce Duncan
Manger, Works
Rachelle Quattrocchi
Acting Manager,
People and
Performance
Steven Abbott
Manager, Strategy
Trevor Budge
Manger, Livestock
Exchange
Kerrie Crowley
Manager, Contract
and Project
Coordination
Richard Morrison
Acting Manager,
Capital, Venues and
Events
David Campbell
Manager, Tourism
Kathryn Mackenzie
Manager, Major
Events
Terry Karamaloudis
32
Acting Director,
Community Wellbeing
Michael Smyth
Manger, Parks and

Natural Reserves
Debbie Wood
OUR PEOPLE
COUNCIL STAFF
A summary of the number of full time equivalent (FTE) City staff by organisational structure, employment type and gender is set out
below.
Employment
type/gender
City Futures
Community
Wellbeing
Organisation
Support
Planning and
Development
Presentation
and Assets
Executive
Services
Total
Full Time
Female
25.00
61.00
25.00
24.00
21.00
6.00
162.00
Male
19.00
13.00
26.00
37.00
178.00
3.00
276.00
Female
7.65
74.75
11.75
26.29
2.9
123.34
Male
1.22
9.9
9.58
2.63
23.33
Female
3.00
9.00
4.00
5.00
3.00
26.00
Male
5.00
2.00
3.00
9.00
1.00
20.00
2.67
11.04
1.20
19.78
Part Time
Temporary - Full time

2.00
Temporary - Part time

Female
1.89
Male
2.98
1.6
1.60
Casual
Female
0.004
0.003
0.001
0.001
0.000
0.009
Male
0.003
0.000
0.000
0.001
0.001
0.004
Total
63.55
180.69
66.64
108.45
218.53
14.20
652.06
Number of staff (FTE)
180
160
140
120
100
80
60
40
20
City Futures
Full time
34
Community
Wellbeing
Part time
Organisation
Support
Temp full time
Temp part time
Planning and
Development
Casual
Female
Female
Female
Female
Female
Male
Male
Male
Male
Male
Presentation
and Assets
Executive
OUR PEOPLE
A summary of the number of full time equivalent (FTE) staff categorised by employment classification and gender is set out below.
Female
Male
Total
Apprentices / Band 1
18.03
4.34
21.37
Band 2
29.31
17.56
46.87
Band 3
30.24
105.72
135.97
Band 4
69.64
39.31
108.95
Band 5
55.80
40.40
96.20
Band 6
67.29
44.20
111.49
Band 7
19.17
23.00
42.17
Band 8
12.89
22.60
35.49
Registered /
Immunisation Nurse
14.75
0.00
14.75
Band not applicable
14.00
23.80
37.80
331.13
320.93
652.06
Total
Number of staff according to band level

140
Male
120
Female
100
80
60
40
20
nd
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Ba
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Ba
nd
Ba
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2
EQUAL EMPLOYMENT OPPORTUNITY PROGRAM

Respecting each other at
work
The City is an equal opportunity
employer and is committed to providing
a safe and supportive work environment
that is free from discrimination,
harassment, victimisation and bullying,
and where all individuals associated
with the organisation treat each other
with respect.
The organisation has in place a
number of policies and processes
that outline the expected standards
of behaviour and why these
standards are important, as well as
the organisations commitment to
preventing discrimination, harassment,
victimisation and bullying. Employees
and people managers continue
to receive training on acceptable
workplace behaviour and what to do
if unacceptable behaviour occurs. The
Consultative Committee oversees the
organisations commitment to equal
opportunity in the workplace.
As part of its continuing commitment,
the organisation has a network of
trained Contact Officers in place who

are available to provide employees
with information and impartial support
regarding concerns about inappropriate
workplace behaviour and equal
opportunity.
Workplace diversity
The organisation recognises the value
of a diverse and skilled workforce and is
committed to creating and maintaining
an inclusive and collaborative
workplace culture.
The City values diversity by recognising
and respecting each individuals unique
attributes and manages diversity by
creating and sustaining an environment
where everyone can achieve their
potential. We aim to do this by
encouraging diversity in a number of
ways:
Actively participating in the
development of the Reconciliation
Action Plan and Cultural Diversity
and Inclusion Plan and committing
to a range of actions to support
reconciliation and cultural
diversity and inclusion within the

organisation
A commitment to continuing to
reduce barriers to people with a
disability obtaining and maintaining
employment (specific actions are
included the Citys Community
Access and Inclusion Plan 20152018)
Maintaining a safe and inclusive
working environment that is
respectful of individual differences
and attributes, including family
responsibilities, through the delivery
of the Workplace Fundamentals and
Working with Risk range of internal
training sessions
Eliminating barriers to career
progression by providing support
and flexible work practices through
inclusion of flexible work options
and entitlements in the Enterprise
Agreement
Actively promoting employment
opportunities and the work of the
City to a broad range of people
Ensuring that recruitment processes

adhere to equal employment
opportunity requirements, which is
supported by the Citys partnership
with the National Disability
Recruitment Coordinator
Attracting and retaining talented
people with a broad range of skills,
experiences and capabilities
Building a flexible organisation by
providing opportunities for work
arrangements that accommodate
the diverse needs of individuals at
different career and life stages to
balance their work and personal
life (including flexible working
hours, part-time work, job share
arrangements, home-based work
and phased retirement options,
where operationally feasible)
Supporting employees cultural
obligations (including cultural and
ceremonial leave) through the
inclusion of employment provisions
within our Enterprise Agreement
Promoting health, wellbeing and
work-life balance opportunities
to establish healthier behaviours
through our Get Up and Go Program
and options for flexible working
arrangements
Creating an equitable environment
for employees and their people
managers to encourage open,
two-way communication about
responsibilities, standards of
performance, feedback and career
planning
Recognition of cultural diversity,
including celebration of cultural
diversity events, involvement
in cultural diversity programs,
Aboriginal reconciliation and
international relationships
36
Specific actions identified in

relevant plans to support the Equal
Employment Opportunity Program
and the results for the reporting year
are:
Developing a long term approach
to work experience opportunities
within the organisation, which
results in more active support
through increased student
opportunities being promoted via
Career Horizons
Increasing the number and
percentage of total work experience
opportunities (students and job
seekers) offered in line with the
CAIP, every year over the next three
years
Task complete The City
engaged a Project Officer to continue

to support and promote the Career
Horizons program. Furthermore,
the City continues to coordinate
a Worlds of Work program that
enables local students from a broad
range of schools to network with
staff in the organisation, including
Karen students from a local
secondary college.
Implementing the
recommendations of the National
Disability Recruitment Coordinator
included the following:
- Reviewing recruitment processes
to ensure they do not disadvantage
people with a disability
Task complete The Recruitment

Team undertook a gap analysis of
recruitment processes and have
implemented a number of changes
including:
- Inclusion statement on the City
website employment page and in
recruitment advertisements
- Addition of a link to the National
Relay Service on employment
website page
- Addition of a contact number
to discuss support and/or
accessibility requirements or to
request position description in
other formats
- Addition of a line in the application
acknowledgement email
encouraging candidates to ask
for any support or reasonable
adjustments
Disability Awareness training

for Executive Team and People
Managers on employing someone
with a disability
Task complete Disability
Awareness Training was provided by

the National Disability Recruitment
Coordinator to the Organisation
Leadership Team in March 2016.
Partner with local Disability

Employment Services to ensure
job vacancies and opportunities
get distributed to people with a
disability
Task complete The recruitment
team has engaged with a range of

local Disability Employment Services
through an open letter encouraging
applicants to request support or
reasonable adjustments and a tip
sheet on applying for positions at
the City. The National Disability
Recruitment Coordinator distributes
relevant, advertised vacant positions
to local Disability Employment
Services on the Citys behalf.
All staff to complete Ethics Training,

which has a Human Rights
component that will reflect on the
importance of access and inclusion
(Year 1, 2 and 3)
Task complete Staff
attended ethics training as part

of the Workplace Responsibilities
workshops during the months
of August and October 2015. In
addition, the City is currently
developing Diversity and Inclusion
training that will be delivered in early
2017 for all staff.
Undertake unit-specific disability

awareness training and education
to City staff (Year 1, 2 and 3)
Task in progress Training sessions,
presented by the National Disability
Recruitment Coordinator, were
provided to City employees in March
2016. People and Performance
continue to liaise with Unit Managers
on the most appropriate way to roll
out unit-specific disability awareness
training and education.
OUR PEOPLE
Supporting the prevention of

family violence
The City is committed to providing a
healthy and safe environment where
all employees are treated with mutual
respect and where family violence is not
tolerated, condoned or excused, and
victims are supported to overcome the
work-related impacts of family violence.
The City provides confidential and
appropriate support and assistance
to employees who are victims of
domestic violence. Additionally, the
City supported training on family
violence prevention with 330 employees
attending a 'Take a Stand' against
training session.
Available support and resources for
employees experiencing family violence
has been promoted throughout
the organisation via an information
brochure and the intranet. Several
Contact Officers have also attended
targeted training that enables a higher
level of appropriate support and/
or referral to be provided to relevant
employees.
Trainees and apprentices

The City is currently supporting
four new apprentices in the Parks
and Natural Reserves Unit who all
commenced with the City in November
2015. Apprentices have enrolled in
a variety of qualifications, including
Arboriculture, Parks and Gardens and
Horticulture. It is also expected that the
Works Unit will look to recruit a new
apprentice in the next few months.
In addition to the actions listed above,
the City continues to build upon the
Organisation Culture Survey results of
March 2015. In recent times, the City,
at a strategic level and in partnership
with the Council, has made significant
progress towards aligning a range of
factors that provide cornerstones for a
great culture. These include our values
and behaviours, a common vision, an
increased focus on corporate reporting
and a range of long term strategies
related to leadership, workforce
development, and workplace health
and wellbeing.
These initiatives support the

organisation to maintain and build
upon the results received in the 2015
Organisation Culture Survey including:
Overall employee job satisfaction
measured by Organisation Culture
Survey
Target: Above historical average
Result: Above historical average
Respect for members of the
Organisation - measured by
Organisation Culture Survey
Intra-Unit teamwork and
cooperation - measured by
Organisation Culture Survey
OTHER STAFF
MATTERS
The City aspires to be a values driven
organisation, working together to be
the best we can be for our community.
The Citys Values are: We Lead, We
Learn, We Care, We Contribute, We
Respond, We Respect. The revised
Employee Code of Conduct, and related
training incorporating the values and
behaviours, was launched in mid-2015
and we continue to work towards
integrating our values and behaviours
into our day-to-day work and service
provision to the community.
Professional development
Health and wellbeing
The City provides professional

development opportunities through
the provision of study support, a
comprehensive corporate learning
program and specialist conferences,
seminars and training.
Central to the philosophy underpinning

the City's staff health and wellbeing
framework and program, is the principle
that employees take responsibility for
their own health and wellbeing. The
organisation commits to providing
access to opportunities and support to
assist employees to become more selfaware and adopt healthier behaviours
to enhance prevention and protection
against health risk factors evident in our
workforce.
In 2015-2016, 12 employees
commenced tertiary study and will be
supported under the study support
program.
Throughout the year, 154 sessions
were run under the Corporate Learning
Program supporting a broad range
of development needs. Across these
courses 3,056 attendances were
registered.
OUR VALUES AND BEHAVIOURS

Working together to be the best we can for our
community
1. We have a clear vision and understand our purpose
2. We encourage each other to be the best we can
3. We listen and think things through
4. We work together to make a difference in our community
1. We talk to each other and share information and
knowledge
2. We nurture ideas, creativity and innovation
3. We use feedback to improve our performance
4. We work together to continuously improve what we do
1. We plan and deliver quality programs, projects and services
2. We help each other to make informed decisions and take
action
3. We make the best use of our resources
4. We work together as a team
1. We support each other
2. We recognise contribution, performance and achievement
3. We take responsibility for our actions
4. We work together to create a safe and healthy workplace
1. W
e get to know our customers and understand their needs
2. We do what we say we will do
3. We follow our policies and procedures
4. W
e work together to provide great service
1. We are friendly, professional and treat each other with
courtesy
2. We recognise and value diverse backgrounds and
perspectives
3. We gain the trust of others by acting fairly and with integrity
4. We work together to create and maintain a positive culture
38
In addition to providing opportunities

for staff to adopt healthier behaviours,
the City has also undertaken a project
to improve the management of return
to work, reduce WorkCover premium
costs and improve workforce culture
and staff welfare by ensuring robust
return to work processes and early
intervention strategies are in place.
Occupational Health and

Safety
Compliance with the Victorian
Occupational Health and Safety
Act 2004 is a continuing priority for
the organisation. The organisation
maintains certification across all its
operations to Australian Standard
AS4801 Occupational Health and
Safety Management Systems. In 20152016 work continued to strengthen
our safety culture and enhance the
integration of our systems through
regular reporting to the Executive
Management Team on incidents
involving employees, and progressing
work on a system to enhance incident
reporting including the development of
a standardised incident reporting form.
The City has been successful in
maintaining accreditation in the Safety
Management Achievement Program,
AS4801. AS4801 is the Australian
Standard for workplace Occupational
Health and Safety, which is an audit
tool designed to help workplaces
improve their ability to manage
health and safety and protect people
at work. This accreditation confirms
the Health and Safety Management
System is embedded throughout each
department of the organisation.
OUR PEOPLE
Supporting Student
Pathways
The organisation continues to take
part in a program that enables local
students to network with staff in the
organisation in a number of different
ways.
The City continued to support the
Worlds of Work initiative which
involved six staff members and 12
students participating in a round
robin discussion of 10 minutes with
each staff member. The City hosted
students from secondary and TAFE
education facilities to gain insight
and knowledge about various areas
of the organisation and explore
potential career paths. In 20152016 the City hosted four sessions
including one for 14 students who
had recently migrated to Australia
Student Workplace Visits involved
information sessions and tours
of various sites for students to
experience the work environment
and have the opportunity to ask our
staff questions regarding their work
The City supported more than
30 work experience students
throughout various areas in the
organisation and a number of
tertiary students through placement
activities
Reward and recognition

Employees are recognised through
our reward and recognition scheme,
acknowledging outstanding
performance, contribution and
achievement, highlighting positive
values and behaviours, and the
organisations commitment to
ongoing improvement and provision
of quality services. Employees from all

Directorates were nominated as part of
the annual Poppet Head Staff Awards
program. Winners were announced
at a presentation night held at the
Ulumbarra Theatre on October 30, 2015.
Recognition of long serving

and retiring employees
An annual function is held to recognise
employees who have reached service
milestones in the calendar year. In
October 2015, for the first time, the City
combined the staff awards program
with the recognition of our long
serving and retiring employees. This
allowed our long serving employees
to be recognised. Employees with 20,
25, 30, 35 and 40 years of service and
retiring employees who have served our
community for more than 20 years were
acknowledged.
Employees reaching 40 years
Jim Benfield Building and Property
Services
Alan McNamara Waste Services
Gwenda Hicks Parking and Animal
Control
Anthony Sheean, Sustainable
Environment
Brian Frawley, Parks and Natural
Reserves
Brian Pattinson, Parking and Animal
Control
Gary Leech, Waste Services
Jeff Adams, People and Performance
Leigh White, Parks and Natural
Reserves
Lucy Taylor, Customer Support

Christine Fishley, Community
Services
Clayton Jones, Parks and Natural
Reserves
Colleen Hildebrandt, Community
Partnerships
Dennis ONeil, Works
Janette Flack, Community Services
Janette Rosedale, Engineering and
Public Space
Julie Sowerby, Community Services
Peter Davies, Executive Services
Tony Gellatly, Works
Anne Jones, Community Services
Brian Gould, Economic Development
Bronwen Davey, Community
Services
Carmel Pollock, Parking and Animal
Control
Chris Pryor, Rating and Valuation
Services
Diane Thompson, Bendigo Art
Gallery
Helen Naughton, Community
Partnerships
Jessie James, Works
Kerrie Crowley, Works
Leigh Connor, Works
Lynette Sims, Parking and Animal
Control
Margaret Gallagher, Community
Services
OUR PERFORMANCE
PLANNING AND
ACCOUNTABILITY
FRAMEWORK
The Planning and Accountability
Framework is found in Part 6 of the
Local Government Act 1989 (the Act).
The Act requires councils to prepare
the following planning and reporting
documents:
A Council Plan within six months

after each general election or by
June 30, whichever is later
A strategic resource plan for a period
of at least four years and include this
in the Council Plan
A budget for each financial year
An annual report in respect of each
financial year
up the planning and accountability

framework for the City. It also shows
that there are opportunities for
community and stakeholder input and
feedback at each stage of the planning
and reporting cycle.
The following diagram shows the

relationships between the key planning
and reporting documents that make
City of Greater Bendigo Corporate Planning and Reporting Framework

ENGAGEMENT
Community
Engagement
Framework
1. Deliberate
consultation activities
ACTION PLANNING
Council Plan
Long Term Financial

and Workforce Plan
(Strategic Resource
Plan)
City strategies
and Plans
Annual Report to the

community
Report to Councillors
on achievements in
strategies
4. Small towns
5. Individual contacts
with staff/Councillors
REPORTING
Community Plans
Greater Bendigo 2036
Small Towns and
Neighbourhood Plans
2. Communications
and media
3. Customer service
requests
RESOURCE PLANNING
Council plans and

annual actions
Council Budget
including annual
capital expenditure
Report to Councillors
on progress against
annual actions and
Budget
Service plans
Unit budget
Progress report to
Director
Note: Lighter shades are for

'internal only' documents
Council's Planning and Reporting
Framework is underpinned
by Federal, State and regional
strategic plans, policies and
legislation.
Individual work plans
40
Progress report to
Supervisor
OUR PERFORMANCE
COUNCIL PLAN
The Council Plan 2013-2017 includes five
themes, which comprise the main goal
areas for Council. Each theme has a series
of Strategic Objectives and Strategies for
achieving these in the four-year period.
The Strategies have actions that reflect
the budget allocations and new initiatives
for the 2015-2016 year.
1. Leadership
and Good
Governance
4. Continuous improvement methods are used to ensure

the standard of service delivery is excellent
5. Long-term planning and staff capacity building help to
develop a resilient organisation
2. Planning for
Growth
Councils performance for the 2015-2016

year has been reported according to each
theme in the Council Plan. Performance
has been measured as follows:
The updated report for the City of
Greater Bendigo Liveability Indicators
(2016). The Liveability Indicators are
also used as the Strategic Indicators.
Where new data are available, enabling
comparison of Bendigo results with
those from other localities, the report
against the relevant indicator has
been updated. Results for a number
of other indicators will be updated in
2017 when the results from the 2016
Australian Census become available
through the Australian Bureau of
Statistics (ABS). In a number of other
indicators the local variations in results
has been illustrated in detail. The report
highlights considerable variation in
life opportunities and access to some
facilities across the municipality
Progress in relation to major initiatives
identified in the Budget
Results against the prescribed service

performance indicators and measures
(Local Government Performance
Reporting Framework-LGPRF)
Councils performance for the 20152016 year has been reported against
each strategic objective to demonstrate
how Council is performing in achieving
the 2013-2017 Council Plan
1. Greater Bendigo plans for the needs of our growing

population through the preparation of long-term
strategies and the development of 'major new assets'
and supporting infrastructure
2. Greater Bendigo residents, businesses and
communities are connected with accessible transport
options
3. Planning ensures residents have access to diverse,
affordable and sustainable, housing choices
4. Effective telecommunication options connect
businesses and community members
3. Presentation
and Vibrancy
1. High quality public space infrastructure, programs and

services are planned and delivered that support the City
to be Australias most liveable regional city
2. Diverse sporting, recreational and artistic experiences
are offered for residents and visitors
3. Activities, groups and networks enable people to be
connected and feel welcome
4. Greater Bendigo is a child friendly city where people
report improved health and wellbeing and they can feel
safe
5. Greater Bendigo is a drawcard for visitors
4. Productivity
1. Greater Bendigo has a vibrant and diverse economy

that grows jobs and enables good living standards
2. Bendigo is a centre for innovation and creativity that
helps build economic sustainability
Results against the actions in the

2015-2016 Council Plan and persons or
sections of the community who benefit
from these services
Services funded in the budget and
persons or sections of the community
who benefit from these services
2. Lobbying and advocacy about agreed priorities place

Greater Bendigo at the forefront of policy and funding
considerations
3. Community members are supported to take an active
part in democratic engagement
The following are the five themes and

Strategic Objectives as detailed in the
Council Plan.
PERFORMANCE
1. Council demonstrates leadership in its decisions to

meet future needs and challenges
3. Educational diversity and support for lifelong learning

is fostered
5. Sustainability
1. The built and natural qualities that make Greater

Bendigo an attractive and appealing place are valued
and conserved
2. Council demonstrates leadership in reducing our
environmental footprint
3. We help to build community resilience for managing the
impacts of climate change
4. Council manages its resources, assets and infrastructure
for the long term
THEME 1: LEADERSHIP AND GOOD GOVERNANCE

Strategic indicators
The following statement reviews the performance of Council against the Council Plan including results achieved in relation to the
strategic indicators included in the Council Plan.
42
Strategic indicator/measure
2015-2016
result
Comments
Community satisfaction with

lobbying to other levels of
government on behalf of the
community.
49
2014-2015 result = 56
The percentage of agreed major

initiatives completed in agreed
timeframes. (Internal measure aim
for >90%)
75%
Connecting Greater Bendigo: Integrated Transport and Land Use

Strategy (ITLUS) and Greater Bendigo Residential Strategy were
completed and will provide key strategic direction for the future
development of Greater Bendigo.
Increase the proportion of

residents born overseas.
(Liveability indicator)
Baseline
measure = 7%
While the proportion of overseas immigrants settling in Bendigo

increased somewhat in the last census period, (this was from a
very low base number), the increase was only in line with general
population increase and their proportion of the total population
remains much lower than the national average (Source ABS 2011).
Increase proportion of the

population who volunteer for a
community group or activity more
than once per month. (Liveability
indicator)
Baseline
measure =
49.6%
Source: Community Indicators Victoria 2012.
Increase in municipal-wide average

SEIFA index of disadvantage.
983 ABS 2011
The SEIFA score is a relative score. With a higher score there are
fewer disadvantages. The ABS defines relative socio-economic
advantage and disadvantage in terms of people's access to material
and social resources, and their ability to participate in society.
Overall, Greater Bendigo's score is similar to other Victorian regional
centres. However, there is considerable variation in scores within
the municipality, such as a 25% difference between the relative
score for Long Gully-West Bendigo-Ironbark and the score for
Epsom-Ascot (Source: ABS and http://atlas.id.com.au/bendigo).
2013-2014 result = 57
The 2015-2016 result is 7 points lower than the previous year.
Residents over the age of 65 and Eaglehawk residents were more
likely to score overall customer satisfaction lower.
The number of volunteers in the community is a measure of

community engagement and social connectedness. Results about
the level of volunteering from the Greater Bendigo Wellbeing Survey
2015, with a result of 49.6%, are similar to those from the Victorian
Indicators Survey 2012 although the questions are somewhat
different. The results indicate that Greater Bendigo scores well with
volunteering when compared with similar municipalities in Victoria.
Council takes a role in supporting the role of community volunteers,
including with skills and capacity building.
OUR PERFORMANCE
Increase the proportion of people

taking part in a public discussion.
(Liveability Indicator).
38%
Measure: In the last 12 months

have you: i. attended a community
meeting, public hearing or
discussion?
ii. Participated in an online
discussion about political or local
community issues?
An important indicator of the wellbeing of community members is

them taking part in opportunities to have a say on important issues
and having a sense of choice or control over their lives. Greater
Bendigo residents score well on Australian Bureau of Statistics
Citizen Engagement measures when compared to other Victorian
cities (Vic average = 50.5%). The analysis by age-groups in the
Bendigo Wellbeing Survey indicates that older people are more
likely to be active in each area of engagement that requires face-toface communication, compared with younger people.
Of the people who responded to the 2015 Wellbeing Survey
regarding their history of attending a local meeting about local
issues and participating in an online discussion about local issues,
62% stated they had not attended a community meeting and 63%
had not participated in an online discussion. Many people express
dissatisfaction with Councils decision-making processes and feel
their capacity to make a difference is limited, but opportunities that
are presented to them are not being taken advantage of.
Improved community satisfaction

with community consultation and
engagement.
53
Maintain or improve community

satisfaction rating for overall
performance generally of the
Council.
52
Satisfaction with council decisionmaking in the interest of the

community.
51
Greater Bendigo-CSS 2014-2015 result = 52

Greater Bendigo-CSS 2013-2014 result = 57
The index score fell significantly from 2014 to 2015, but the 2016
result has risen slightly. The performance rating for the City is
slightly higher than the average for regional centres and slightly
lower than the statewide average 2015-2016 result of 54.
Greater Bendigo CSS 2014-2015 result = 60
The Overall Performance index score of 52 represents an eight point
decline on the 2015 results (60). Greater Bendigo lags behind the
average for other regional centres by three points (55) and the statewide average by seven points (59). Declines over the past year were
significant among all age groups with the exception of residents
aged 35 to 49.
The index score of 51 is the same as for the previous year. In many
instances, adults under the age of 50 rate Council highest on core
measures, while men, residents over the age of 65 and Eaglehawk
residents rate Council lowest.
Major initiatives
The following statement reviews the progress of Council in relation to major initiatives identified in the 2015-2016 budget for the year.
Major Initiatives
Progress
The 2016 Loddon Mallee Investment Prospectus has been finalised and released. It provides details
on 26 projects across the Loddon Mallee area and is being used to lobby for Commonwealth funds
Completed
The Long Term Financial Plan was updated to take account of rate capping and major capital
expenditure decisions
Completed
The review of the Community Engagement Strategy has been completed and strategies to increase
staff members capacity in the area have been planned
Completed
The following statement provides information in relation to the Council Plan actions for 2015-2016 and the persons or sections of the
community who are provided the service.
Strategic Objectives
1.
2.
3.
4.
5.
Council demonstrates leadership in its decisions to meet future needs and challenges
Lobbying and advocacy about agreed priorities place Greater Bendigo at the forefront of policy and funding considerations
Community members are supported to take an active part in democratic engagement
Continuous improvement methods are used to ensure the standard of service delivery is excellent
Long-term planning and staff capacity building help to develop a resilient organisation
Strategy 1.1
Council demonstrates leadership in its decisions and uses good governance principles to guide decision-making.
Council Plan
reference
Description of 2015-2016 actions
Report on progress
1.1.1
An updated Long Term Financial Plan (LTFP) was presented to Council during the
2016-2017 budget process to ensure the implications of rate capping and delivering
a number of large capital works projects were understood. The LTFP will be reviewed
and updated early in the 2016-2017 financial year.
Completed
1.1.2
The final report, documenting completion of all 69 recommendations from the

Independent Review of the City (2013) has been presented to Council. The report will
be made available to the public using various media in August 2016.
Completed
1.1.3
Councillors are supported in their role using Good Governance principles in order to
continue to meet Local Government legislative requirements.
Completed
There have been amendments to the Local Government Act in the last quarter of the
year and Council has responded to the changes in a timely manner.
1.1.4
44
Preparations for the 2016 Council Elections are underway. Council has conducted
awareness sessions and hosted pre-election training for candidates. There is
on-going dialogue with the VEC in preparation for the 2016 election. Planning for
induction and training of Councillors following the 2016 election is at an advanced
stage but cannot be fully completed until new Councillors are elected.
Completed
OUR PERFORMANCE
Strategy 1.2
Maintain strong and positive relationships with the Federal and State Governments and relevant departments and agencies
and advocate to ensure that the required infrastructure, key projects, policies and services are in place as our community
grows.
Council Plan
reference
Report on progress
1.2.1
Strategic directions within the Regional Strategic Plan continue to be reviewed

by the Loddon Mallee Regional Development Australia Committee. The 20152016 business plan was endorsed by the Committee and provided to the
Commonwealth Government. The 2016 Loddon Mallee Investment Prospectus has
been finalised and released. It provides details on 26 projects across the Loddon
Mallee area and was used to lobby for Commonwealth funds in the lead up to the
Federal election and for other advocacy activities. During the budget year, $389,700
of funding was received for projects contained in the Investment Prospectus for the
benefit of the region. The first meeting of the next year will be a strategic planning
workshop to identify the focus of the Committee for 2016-2017.
Completed
1.2.2
Senior City staff and Councillors met regularly with relevant Members of Parliament
to advocate for improved outcomes for our community, including:

Advising the Essential Services Commission of the City's concern about the
longer term implications of limiting future rate rises, particularly the impact
that will be experienced on the delivery of services and infrastructure

A presentation to Councillors relating to the National Disability Insurance
Scheme implementation and its introduction

Participation in the round table session of the Legislative Council's Standing
Committee on Environment and Planning on the enquiry into the State
Government's rate capping policy. This was an excellent opportunity for the
City and representatives from surrounding municipalities to provide feedback
on the effect that rate capping will have on our organisations

As part of the State Government's Connecting Regional Victoria Plan, $1.8M
was allocated towards the redevelopment of the Bendigo and Eaglehawk
stations and the draft Master Plan for the Eaglehawk Station was released for
public comment. Minister Allan launched Bendigo Metro Rail and announced
additional services at Epsom and Eaglehawk to support the roll out of the first
stage of the project

As part of the Budget, it was pleasing to note that the Federal Government
announced its commitment to unfreeze indexation of the Financial Assistance
Grants, extended the Roads to Recovery program and recommitted to the
bridges renewal program
Completed
1.2.3
Advocacy to other levels of government for funding for required infrastructure is

ongoing, including providing briefings about the two projects the City is seeking
funding for through the next round of the National Stronger Regions Fund;
rejuvenation of the Soldiers' Memorial Hall in Pall Mall and the redevelopment of
the Bendigo Tennis Centre. The projects have the full support of local members.
Completed
The booklet 'Supporting a Growing Regional City' was produced, which provided
detailed information on the City's priority projects. This was to assist promotion of
key projects to members of the Federal Government in the lead up to the Federal
election but it has also been widely distributed to State Government members.
Strategy 1.3
Contribute to policy and strategy development being led by government and other agencies.
Council Plan
reference
Report on progress
1.3.1
The City's Chief Executive Officer provided leadership in contributing to policy and
strategy development being led by government and other agencies, including
being invited to participate in the Local Government Performance Reporting
Steering Committee that oversees an annual program of review and continuous
improvement to the Local Government Performance Reporting Framework; making
a submission to the Review of the Local Government Act; and facilitating discussions
with Public Transport Victoria regarding the Bendigo Metro Rail Project.
Completed
The final meeting of the Loddon Mallee Regional Managers' Forum has been held.
This Forum will be replaced with the regional partnerships program Infrastructure
Victoria 30 Year Strategy Local Government Reference Group. The role of this group
is to provide local government perspective for the development of this strategy
which will look at addressing Victoria's infrastructure needs over the next 30 years.
Work will continue on development of the strategy.
Strategy 1.4
Community engagement strategies and methods are adapted and updated to improve how the community can receive
information in an accessible form and provide feedback to Council.
Council Plan
reference
Report on
progress
1.4.1
The review of the Community Engagement Strategy has been completed. The Toolkit
has been adopted by Council and staff training has been organised as part of the
commitment to use the framework and toolkit to guide engagement opportunities,
timetables and efforts to increase community feedback throughout strategy and
policy development.
Completed
1.4.2
Efforts to increase public awareness about Council activities using various media
platforms has included further development of the e-newsletter as a means
of communicating with residents and promoting community engagement
opportunities. Facebook advertising is used to promote the e-newsletter and
promote specific community engagement opportunities.
Completed
Radio and TV advertisements and a suite of communications tools, including the

City's website, Bendigo Advertiser page, GB Magazine and My Community Connect
are used to promote community engagement opportunities and local events.
Strategy 1.5
Greater Bendigo residents receive responsive, accessible and inclusive customer service.
46
Council Plan
reference
Report on progress
1.5.1
Development of an Information Technology Digital Strategy suitable to meet service

requirements has included a number of workshops with staff across the organisation
where a range of issues and opportunities were identified. The draft Strategy was
circulated for comment and the final document will be presented to the Executive
Management Team in the near future.
95%
OUR PERFORMANCE
1.5.2
Implementation of the Customer Service Charter designed to improve satisfaction

with customer service and responsiveness has included an all-of-staff training
program with the aim that staff will take a customer service mindset to their role and
see the organisation as one team. Customer Service training was delivered to 740
(72.62%) City staff and 114 volunteers.
Completed
Community capacity building

The following events and activities
were sponsored by the City to build
the knowledge and capacity of
community members:
Two rounds of free grant-writing
workshops for not-for profit
organisations
Webchat, a new way for Customer
Support officers to engage with the
community via instant messaging
Local businesses forum on how to
get involved in forthcoming local
major development projects
Formation of a multicultural
Reference Group to guide
development of the Cultural
Diversity and Inclusion Plan
Formation of a Governance Group
to guide development of the
Reconciliation Action Plan
The City's Partnership Grants
Program that will allocate more than
$1M to 38 non-profit groups over
three years
Workshops to help retailers to grow
their business in a dynamic and
changing retail landscape
An opportunity for community
members to have their say on the
development of three important
regional draft strategies: Greater
Bendigo Rural Communities
Discussion Paper, the North Central
Regional Climate Change Adaptation
and Mitigation Plan, and the North
Central Regional Sustainable
Agriculture Strategy
An opportunity to find out more
about renewable energy including
solar, battery, storage, wind power
and community-owned solar at the
Discovery Science and Technology
Centre
An opportunity for students from
La Trobe University Bendigo to gain
experience working with the Citys
Economic Development Unit to

update one of the Citys key business
resources
The Youth Summit provided an
opportunity for local young people
aged 12 to 25 years throughout
Greater Bendigo to discuss what is
important in their lives and how to
improve their community for the
future
The 2016 Exhibition and
Performance Subsidy Programs,
which provide free access to Dudley
House, The Capitals Bendigo Bank
Theatre and The Engine Room (Old
Fire Station), aim to encourage
local artists and performers to
present innovative exhibitions and
performances
play hive for the Strathdale Park

Regional Play Space in Crook Street
An opportunity for people to
respond to the Greater Bendigo
Food Hub feasibility study, which will
address food relief, education and
production
A disability carers forum to provide
carers of people with a disability
with the opportunity to discuss the
challenges they face
Residents were encouraged to
register local mobile black spot
locations through the Federal
Governments Mobile Black Spot
Programme webpage
Discount cat de-sexing vouchers

made available as part of an ongoing
campaign between the City, RSPCA
and participating vet clinics to
promote responsible pet ownership
Residents were invited to join

the Epsom, Ascot, Huntly Flood
Mitigation Advisory Committee
to help resolve the ongoing flood
threats that Bendigo Creek, Back
Creek and Racecourse Creek
pose and identify potential flood
mitigation options
A series of community meetings for

residents and business owners to
learn more about how to contribute
to and benefit from the 2015 RACV
Great Victorian Bike Ride
Residents from culturally, ethnically

or religiously diverse backgrounds
were encouraged to help develop
the municipalitys first ever Cultural
Diversity and Inclusion Plan
An opportunity for rural residents

to dispose of empty chemical
containers with drumMUSTER, a
national program for the collection
and recycling of empty, cleaned,
non-returnable crop protection and
animal health chemical containers
Free information sessions provided

information about the grants that
are available to members of the arts
community
Film making workshops for local

young people presented by
Cornerstore Media Productions
Opportunities for community
members to join the assessment
panels for Community Grants
A mentorship between senior
volunteers and local young people
at the Salvation Armys Mens Shed
at Gravel Hill to build a unique new
Residents and visitors were

encouraged to upload stories about
their neighbourhoods to the new
My Local Neighbourhood feature
on Community Compass, which
is an online mapping service that
appears on the home page of the
Citys website allowing people to
update the map with information
about local groups, places and
events that are important to them
or their community using the icons
Get active, Get creative and Get
involved
Community members were invited

to join the Rosalind Park Advisory
Committee to provide strategic
advice to the Council to assist with
the development of the Rosalind
Park Precinct
Workshops were provided for a
broad range of local businesses,
including retailers, tradespeople and
micro business operators to provide
valuable information on financing
and business expansion
Women with disabilities were

encouraged to participate in the
Enabling Women Leadership
Program
An opportunity for artists to capture

the spirit of the Bendigo Easter
Festival was provided in partnership
with Arthouse Direct, Bendigo as part
of the Easter Paint Out
Consultation with the Heathcote

community was undertaken to
support planning for future services
and community infrastructure in
Heathcote
Free breakfast workshops were

provided by the Economic
Development Unit to support local
businesses to make informed
decisions on the commercial retail
and hospitality opportunities within
the new Bendigo Hospital Project,
which is set to open in early 2017
The Economic Development Unit

launched a new Business Health
Check self-assessment tool as part
of its ongoing commitment to assist
local micro and small businesses
and help them to thrive
Free Manga and Stop Motion

Animation workshops were offered
during the school holidays at the
COG, 45 Mundy Street for young
people aged between 12 and 25
years of age
48
Prospective Council candidates

and the broader community had
a chance to hear first-hand what
its like to make decisions for a
population of 110,000 people in
a series of information sessions
that included a panel of current
Councillors
A unique training program called

The Fine Art of Retail was brought
to local retailers in the Greater
Bendigo, Loddon, Mount Alexander
and Central Goldfields Shires to help
them attract and retain customers.
It features four specifically tailored
workshops along with individual
mentoring sessions by experienced

business and retail coaches
Eight community members, four
disability agency members and
five representatives from the City,
including one Councillor, came
together to form the Disability
Inclusion Reference Committee
to provide advice to Council and
help make the City more inclusive
and accessible for people with a
disability
A Bendigo Regional Energy Forum
for commercial/industrial business
property owners and business
operators was convened to provide
important information on the
planned changes to demand based
electricity tariffs, in partnership with
Bendigo Manufacturing Group
A variety of skill development
workshops were held during school
holidays for young people aged 12 to
25 years, including screen-printing,
film-making for young women and
assistance for young people wanting
to enter the workforce
OUR PERFORMANCE
Strategy 1.6
Programs, projects and services are guided by best practice principles and delivered to respond to community needs.
Council Plan
reference
Report on progress
1.6.1
The Project Management system is live and is continuing to be embedded into daily
operations. The 2016-2017 new capital works budget process has been undertaken
using this system.
Completed
1.6.2
Quality Assurance Projects undertaken in 2015-2016 included improved

implementation of the Local Government Performance Reporting Framework
(LGPRF), including process mapping, implementation of the Performance
Evaluation System (PES), improved Early Injury Intervention and Management and
Service Reviews. These projects developed quality assurance, evaluation and best
practice guidelines. LGPRF reports on the performance of Council's services, PES
reviews work practices and performance on an annual basis at an individual level,
Early Injury Intervention will equip people managers with the skills to recognise
early signs of employee injury and/or illness and the ongoing service review
program will ensure that Council invests in the right services, at the right standard,
in the most efficient and effective way to ensure best value.
Completed
1.6.3
The works program was completed for 2015- 2016. Major projects completed
included full road reconstruction of Moran Street, North Bendigo; a major drainage
upgrade in Strathdale Crescent, Strathdale; East Bendigo Link road; Mitchell Street
redevelopment works and other road construction and drainage works. Furness
Street works will be carried forward due to the overrun in works to East Bendigo
Link and increase in the scope of project at the direction of VicRoads. Options to
fast-track these works are being considered.
Completed
Strategy 1.7
The organisation has the right people who succeed in delivering the best outcomes.
Council Plan
reference
Report on progress
1.7.1
The development of a People and Performance Strategy was not progressed further
this financial year as the implementation of service reviews is the priority for the
organisation.
50%
1.7.2
Key elements of the Safety Culture Review are being implemented. These have been
transferred to the Health and Safety Committee and will be implemented as part of
the Safety Strategy, in order to strengthen the organisations commitment to staff
safety.
Completed
Services
The following statement provides information in relation to the services funded in the 2015-2016 budget and the persons or sections
of the community who are provided the service.
Service
Description
Executive
Services
The Executive Services Unit provides strategic leadership to the organisation, timely and
effective support to the Chief Executive Officer, Mayor and Councillors; ensures timely
and compliant Council meetings; responsive implementation of the Independent Review;
authoritative advice on civic administration, governance and legislative compliance and
comprehensive monitoring and implementation of Council resolutions.
Net Cost
Actual
Budget
Variance
$000
(3,332)
(3,252)
(80)
High-level internal and external communication, high quality online, verbal, printed,
radio, television and web-based communication is also provided by the Unit.
Organisation
Support
The Organisation Support Directorate advises Council on matters relating to the

Directorate, contributes to the executive management of the City and contributes to the
good governance of the Goldfields Library Corporation, the Bendigo Regional Archives
Centre Inc. and the Bendigo Stadium Finance Committee by representing the City on
these bodies.
(440)
(388)
(52)
Library
Services
The Goldfields Library Corporation, of which the City is one of the four member
municipalities, provides a public library service at four sites throughout the municipality
in Bendigo, Kangaroo Flat, Eaglehawk and Heathcote, along with the mobile library and
operates the Bendigo Regional Archive Centre.
(2,891)
(3,067)
176
Library Services provide print and digital-based resources to the community in a variety
of formats including collection services, e-services, research tools and interactive learning
programs.
The goal is to provide free, accessible and well used print and digital based resources.
50
Rating and
Valuation
Services
The Rating and Valuation Services Unit provides statutory valuations for rating purposes,
provides asset and insurance valuations and maintains the integrity and updates the
land information database. The Unit also annually levies and collects rates and charges,
maintains the corporate property database, maintains the central name register of
ratepayers and prepares voters rolls.
(3,304)
(3,208)
(96)
People and
Performance
The Information Management Unit is responsible for providing, developing and

maintaining corporate Information and Communications Technology systems and
continually improving business processes. The Unit also manages records and the record
archive, Ombudsman requests and privacy matters.
(1,423)
(1,759)
336
Information
Management
The Information Management Unit is responsible for providing, developing and

maintaining corporate Information and Communications Technology systems and
continually improving business processes. The Unit also manages records and the record
archive, Ombudsman requests and privacy matters.
(146)
(496)
350
OUR PERFORMANCE
Contract
and Project
Coordination
The Contract and Project Coordination Unit provides the organisation with centralised
tendering and contracts processes. It also provides a Centre of Excellence in project
management to provide tools, techniques and training to build the organisations project
management capability and capacity. Functions include:
(716)
(712)
(4)
Full tender process management

Contract management
Assistance with business case development
Annual Capital Works program development
Maintenance and promotion of the Council Project Management Manual and
procedures
Supporting and enabling Unit and Project Managers to deliver projects and services in
their area of responsibility
Customer
Support
The Customer Support Unit provides an effective and efficient Call Centre as the first
point of contact for our customers. The Unit also manages events and activities in the
CBD on behalf of the City and delivers information and cashiering services at service
centres at Lyttleton Terrace, Bendigo and High Street, Heathcote.
(913)
(982)
69
*Cost allocated across other units
Service performance indicators

The following statement provides the results of the prescribed service performance indicators and measures including explanation of
material variations.
Service/Indicator/measure
Results
Material Variations
2015
2016
3.90%
4.69%
52
53
Governance
Transparency
Council decisions made at meetings closed to the public
[Number of Council resolutions made at ordinary or
special meetings of Council, or at meetings of a special
committee consisting only of Councillors, closed to the
public / Number of Council resolutions made at ordinary
or special meetings of Council or at meetings of a special
committee consisting only of Councillors] x100
Consultation and engagement
Greater Bendigo CSS

2013-2014 result = 57
Satisfaction with community consultation and

engagement
The index score of 53 is one point higher

than the previous year of 52, which was
significantly lower compared with 2014
and makes the performance rating for the
City one point lower than the Statewide
average.
Community satisfaction rating out of 100 with how

Council has performed on community consultation and
engagement
Attendance
The increase of 17.33% is due to the

decrease in the total number of decisions
made from 308 in 2014-2015 to 277 in
2015-2016 and an increase from 12 to
13 for the number of decisions made at
meetings closed to the public.
95.91%
93.21%
$76,118
$43,983
51
51
Councillor attendance at council meetings

[The sum of the number of Councillors who attended
each ordinary and special Council meeting / (Number
of ordinary and special Council meetings) (Number of
Councillors elected at the last Council general election)]
x100
Service cost
Cost of governance
[Direct cost of the governance service / Number of
Councillors elected at the last Council general election]
Satisfaction
52
The cost of governance has reduced

significantly due to 2014-2015 including
expense items that were not identified
for inclusion under the definition of the
ratio. 2014-2015 expenses were inflated
and 2015-2016 are more in line with the
definition of the ratio.
Greater Bendigo CSS
Satisfaction with Council decisions
2013-2014 result = 59
[Community satisfaction rating out of 100 with how

Council has performed in making decisions in the
interest of the community]
The index score of 51 is the same as the

previous year but significantly lower than
the 2014 score and it is also lower (by
three points) compared with the statewide average.
OUR PERFORMANCE
Results
Material Variations
2015
2016
4.13
4.61
64.78%
55.02%
$4.47
$3.96
16.69%
15.67%
Libraries
Utilisation
Library collection usage
[Number of library collection item loans / Number of
library collection items]
Resource standard
Standard of library collection
[Number of library collection items purchased in the last
5 years / Number of library collection items] x100
Service cost
Cost of library service
[Direct cost of the library service / Number of visits]
Participation
[Number of active library members / Municipal
population] x100
THEME 2 PLANNING FOR GROWTH

Strategic Indicator/Measure
54
2015-2016
Result
Comments
Increase the proportion of

people who walk or cycle
five times a week for at least
30 minutes. (Liveability
indicator)
2011-2012
(most recent)
Increase opportunities
for people to use public
transport. (Liveability
indicator)
5.3%
The score for the number of people who use public transport to get to
work in 2011 was lower than 2006 (6%) (ABS). According to the results
from the 2015, Greater Bendigo Wellbeing Survey 49% of respondents
reported that they lived within a 10 minute walk of a bus stop. When
the bus routes were mapped across residential areas it illustrated that
most well-established neighbourhoods are also well supplied with bus
services along the main transport routes but the new residential areas of
Kangaroo Flat and Golden Square are poorly serviced. The results cannot
be compared with earlier Wellbeing Survey results because the question
was changed.
Increase medium-density
housing. (Liveability
indicator)
11.54%
The proportion of townhouses, flats, units and apartments is decreasing

despite 50% of Bendigo households having one or two people.
Comparison with other regional centres in Australia indicates there is
demand for a higher proportion of medium density housing options and
the proportion of these in Bendigo is low (ABS 2011).
66.3%
VPHA 2008= 55.8% males 56.6% females

The percentage of people who undertook sufficient physical activity to
confer a health benefit in the previous week, reported at the regional level
in the Victorian Population Heath Survey (VPHS 2008). This measure is
calculated as the proportion of people that meet the benchmark criteria
of at least five sessions per week with an accrued minimum of 150 minutes
of moderate and/or vigorous activity per week. In 2008, VPHS data were
collected for all Victorian Local Government Areas for the first time. The
score for Bendigo was the lowest of the regional centres in Victoria and the
more recent result demonstrated improvement with Bendigo result now
higher than the State average of 63.9%.
OUR PERFORMANCE
Major initiatives
The following statement reviews the progress of council in relation to major initiatives identified in the 2015-2016 budget that
continue long-term land-use and capital works planning, and the design and construction of major projects.
Major Initiatives
Progress
The Residential Strategy was adopted by Council in October 2014 and the amendment C215 to implement
the recommendations of the strategy (2014) into the Greater Bendigo Planning Scheme is being processed.
Among the changes proposed by the amendment are alterations to the Municipal Strategic Statement,
including a new clause Compact Bendigo, strengthening of the Urban Growth Boundary, minor changes
to the Urban-Forest Interface Policy and to include the Greater Bendigo Residential Strategy (2014) as
a reference document within the planning scheme. A number of zoning and overlay changes are also
proposed.
In progress
Planning Scheme Amendment C221 proposes to implement the findings of the Bendigo Urban Flood Study
(2013), which was commissioned by the North Central Catchment Management Authority (NCCMA) and the
Council. The amendment will apply flooding controls to properties that are located in active flow paths to
ensure that flooding is considered in development proposals. It will exempt planning permit requirements
when certain conditions are met and introduce guidelines for various forms of development within flood
prone areas. The process is progressing as planned, with public exhibition of the proposed amendment
closing on June 30, 2016 and submissions currently being considered.
Completed
The processes to incorporate the Greater Bendigo Residential Strategy, Integrated Transport and Land Use
Strategy, Commercial Land Use and Activity Centres Strategy, and Hospital Precinct Structure Plan into the
Planning Scheme through Amendments is ongoing.
In progress
The redevelopment of Bendigo Stadium is progressing as planned. Each week approximately 10,000 people
visit the Bendigo Stadium. The completed redevelopment will set a benchmark for high quality indoor and
outdoor sporting and events facilities, including:
An indoor show court (able to be converted into three international sized courts) catering for 4,000
spectators (approx.)
Kiosk/kitchen/bar
Change rooms and court facilities
Retail and administrative areas
Twelve netball courts
Improved public access to amenities
Meeting room
Crche
Car parking
Completed
Strategic objectives
1. Greater Bendigo plans for the needs of our growing population through the preparation of long-term strategies and the
development of 'major new assets' and supporting infrastructure
2. Greater Bendigo residents, businesses and communities are connected with accessible transport options
3. Planning ensures residents have access to diverse, affordable and sustainable housing choices
4. Effective telecommunication options connect businesses and community members
Strategy 2.1
To maintain the unique character of Greater Bendigo, Council delivers major projects that accommodate the growing population
and diversifies the economy.
Council Plan
reference
Report on
progress
2.1.1
The Planning Scheme Amendment to progress the development of the Marong Business
Park has been adopted by Council.
Completed
2.1.2
Tender assessment for the head contractor for the Greater Bendigo Indoor Aquatic Leisure
and Wellbeing Centre in Kangaroo Flat is underway. Early works have been completed.
Completed
2.1.3
Contract documentation for the Garden for the Future project at Bendigo Botanic Gardens,
White Hills is finalised. The construction package was advertised in June. The contract for
construction will be awarded in August 2016.
Completed
2.1.4
Expansion and upgrade of the Bendigo Airport is progressing with all early works completed,
the tender awarded for construction of main runway and works underway.
Completed
2.1.5
The main contract for expansion and redevelopment of the Bendigo Stadium was awarded
in June 2016.
Completed
2.1.6
In partnership with the Bendigo Tennis Association, detailed designs for redevelopment of
the Bendigo Tennis Centre are complete. The project is currently at tender for construction.
Completed
2.1.7
Works have been completed on the fourth and final stage East Bendigo Link road.
Completed
2.1.8
In partnership with Marist College Bendigo, development of a range of facilities to be shared

by the school and local community are progressing as planned, including:
Completed
The junior oval, car parking and three outdoor multipurpose courts are complete
Detailed designs for the senior oval, stadium and change rooms are complete
Tendering for construction of senior oval and multipurpose pavilion is complete and
the contractor has been appointed
Building construction is underway with rammed earth walls being constructed. Steel to
be installed in coming weeks for the stadium and pavilion. The project is on schedule for
completion of construction December 2016
2.1.9
56
The plan to commence implementation of the Rosalind Recreation Reserve Precinct Park
Master Plan, including investigating the old Municipal Baths, was not funded in 2015-2016.
The project will be re-submitted for consideration as part of the 2016-2017 budget process.
Not
proceeding
OUR PERFORMANCE
2.1.10
Implementation of the Barrack Reserve Master Plan has been progressed with completion
of the detailed design. Tenders for construction of the Barrack Reserve Stadium and
Community Facility will be considered by Council in August. Works are expected to
commence in September 2016.
Completed
2.1.11
Implementation of the Eaglehawk Open Space Precinct Master Plan has been progressed
by completion of the detailed design for the Canterbury Park, Eaglehawk Social Club Rooms
and awarding of tenders for construction. Old buildings have been demolished in readiness
and site preparation undertaken. The program of works is significantly progressed, with
all ground works completed and work is expected to be completed in January 2017 with
landscape works to follow. The entire project is expected to be completed by April 2017.
Completed
Strategy 2.2
Council manages the planning and development of the City through the preparation of major strategies and effective
amendments to the planning scheme.
Council Plan
reference
Report on
progress
2.2.1
A number of major strategies have been completed and are being implemented through
planning scheme amendments, including:
Greater Bendigo Residential Strategy has been adopted by Council, the Planning
Scheme Amendment completed and forwarded to the Minister for Planning for approval
Integrated Transport and Land Use Strategy was adopted by Council. The Planning
Scheme Amendment will be exhibited in late July or early August 2016
Hospital Precinct Structure Plan was exhibited, adopted by Council and the Planning
Scheme Amendment approved by the Minister for Planning
Maiden Gully Precinct Structure Plan is complete. The Development Contributions Plan
is near finalisation and is awaiting sign off with VicRoads
Commercial Land and Activity Centres Strategy is complete and has been adopted by
Council. The Planning Scheme Amendment will be exhibited August/September 2016
In progress
75%
2.2.2
The project to review and improve planning systems and procedures is proceeding. The
delegated panel process was reported to Council and is a success story, creating many
efficiencies for the City and the community.
Completed
2.2.3
The Strathfieldsaye commercial centre Urban Design Framework project is progressing.

Initial workshops have been held and a Community Reference Group formed. Workshops
to discuss the draft design with community members have been successful. The project is
expected to be completed by the end of 2016.
50%
The Maiden Gully commercial centre Urban Design Framework project was deferred and will
be undertaken in 2017.
Strategy 2.3
Sustainable transport options are supported in the Connecting Greater Bendigo Integrated - Transport and Land Use Strategy
(ITLUS).
Council Plan
reference
Report on
progress
2.3.1
Almost half of the 154 actions from the ITLUS have been commenced with a program of
community engagement, targeted infrastructure and recommended developments. There
is particular focus on healthy active travel and travel behaviour change, with schools and
major employers the primary target audiences. This is the first year of a five to 10 year
implementation program.
Completed
2.3.2
Increased resources have allowed for additional construction of new footpaths, shared
paths and added connectivity of pedestrian and cycle paths, including:
Construction of the Back Creek Shared Path was completed, which included $100,000
additional funding sourced from the TAC for the McIvor Highway underpass
New footpaths were constructed at Myrtle Road, Ascot; Waratah Road, Huntly; Station
Street, Epsom; Specimen Hill Road, Golden Square; Arnold Street, Bendigo; Midland
Highway, Huntly; Olympic Parade, Kangaroo Flat
Footpaths have been reconstructed at Sternberg Street, Kennington; Condon Street,
Strathdale; Wellington Street, Strathfieldsaye; Laurel Street, Golden Square; Lucan Street,
Bendigo and Calder Highway, Kangaroo Flat
Completed
2.3.3
Tablets have been issued to staff in the maintenance area to update the Conquest system
electronically to allow for proper reporting to meet Road Management Plan requirements.
The backlog of maintenance works on footpaths through grinding and slab replacement
has been reduced significantly due to the availability of additional maintenance funding.
Completed
2.3.4
Work to construct the final link from the Heathcote head of the OKeefe Rail Trail to the
Heathcote Visitor Information Centre via Heathcote Health is awaiting finalisation of the
land-use agreement with Heathcote Health.
20%
2.3.5
In partnership with relevant user groups, advocacy with the State Government to develop
the Bendigo Metro Rail strategy has been successful, with the Minister announcing the first
stage of the project has been funded.
Completed
2.3.6
Council is working in partnership with VicRoads to ensure the outcome of improvements

to Napier Street, White Hills are consistent with the ITLUS. Joint meetings and community
consultations activities have been undertaken and initial designs have been prepared.
VicRoads provided Councillors with a briefing.
Completed
Strategy 2.4
Increase access to IT communications options for residents and visitors.
58
Council Plan
reference
Report on
progress
2.4.1
The VicFreeWiFi network was successfully launched in central Bendigo in December 2015.
Completed
OUR PERFORMANCE
Strategy 2.5
Housing options provide broader choice in order to meet current and future community expectations and needs.
Council Plan
reference
2.5.1
Report on
progress

The draft of the Greater Bendigo Housing Strategy and Audit has been finalised in
readiness for internal review and Council consideration. Consultation was held with the
land development industry as a major input to finalising the audit, which will be used as a
baseline for future planning.
In progress
80%
Services
Net Cost
Actual
Budget
Variance
$000
Service
Description
Planning and
Development
The Planning and Development Directorate advises Council on matters relating to the
Directorate and contributes to the executive management of the City.
Statutory
Planning
The Statutory Planning Unit facilitates planning and delivery of timely and quality planning
decisions, provides a heritage advisory and heritage architecture service and implements
Planning Scheme Amendments, including the Bendigo Flood Study and the Marong
Business Park.
(427)
(389)
(38)
(2,555)
(2,694)
139
Many of the services delivered by the Statutory Planning Unit are in accordance with State
Government legislation.
Strategy
The Strategy Unit facilitates, coordinates and develops strategies, plans and advice that
provide direction and guidance for Council to make decisions and implement projects,
planning scheme provisions, land use change, social and community development, health
and wellbeing, integrated transport and the heritage management for the municipality.
Major Projects
The Major Projects Unit focusses on major projects that involve significant funding from
external sources, requiring significant stakeholder engagement and require detailed
planning, design and delivery.
(1,752)
(1,848)
96
(677)
(667)
(10)
The Unit contributes to the economic, cultural and social prosperity of our region by
effectively delivering identified major projects, successfully cooperating with partner
organisations and proactively developing new initiatives including the Greater Bendigo
Indoor Aquatic and Wellbeing Centre, the Bendigo Stadium expansion and the Bendigo
Airport and, in doing so, continues to raise the municipalitys profile as an exceptional place
in which to live, work, invest and visit.

Results
Material Variations
2015
2016
2.23
2.54
2014-2015 had no reportable incidents

and 1 reported for 2015-2016 therefore
the percentage is 100% variation.
$0.04
$0.03
This facility is leased. Council does not

have operational control.
$6.63
$4.44
5.60
4.83
43.75
39.71
0.53%
99.80%
Aquatic Facilities
Service standard
Health inspections of aquatic facilities
[Number of authorised officer inspections of Council
aquatic facilities / Number of Council aquatic facilities]
Health and Safety
Reportable safety incidents at aquatic facilities
[Number of WorkSafe reportable aquatic facility safety
incidents]
Service cost
Cost of indoor aquatic facilities
[Direct cost of indoor aquatic facilities less income
received / Number of visits to indoor aquatic facilities]
Service cost
Cost of outdoor aquatic facilities
[Direct cost of outdoor aquatic facilities less income
received / Number of visits to outdoor aquatic facilities]
Utilisation
Utilisation of aquatic facilities
[Number of visits to aquatic facilities / Municipal
population]
Roads
Satisfaction of use
Sealed local road requests
[Number of sealed local road requests / Kilometres of
sealed local roads ] x100
Condition
Sealed local roads below the intervention level
[Number of kilometres of sealed local roads below the
renewal intervention level set by Council / Kilometres of
sealed local roads] x100
60
NB: There was a mistake with

presentation of the results for the 20142015 year. The results can be compared
by subtracting the 2014-2015 result from
100 = 99.47%
OUR PERFORMANCE
Service cost
$83.55
$99.17
The increase in 2015-2016 is due to more

complex reconstruction works being
undertaken. Types of works vary from
year to year depending on the project
type being undertaken.
$6.02
$4.46
This category is made up of several seal

types with various costs to deliver. During
2014-2015 council undertook a higher
volume of asphalt seals, which is one
of the more expensive seals per square
meter.
61
56
49.88
days
52.40
days
76.88%
68.80%
$2,026
$2,586
76.47%
83.33%
Cost of sealed local road reconstruction

[Direct cost of sealed local road reconstruction / Square
metres of sealed local roads reconstructed]
Service Cost
Cost of sealed local road resealing
[Direct cost of sealed local road resealing / Square
metres of sealed local roads resealed]
Satisfaction
Satisfaction with sealed local roads
[Community satisfaction rating out of 100 with how
council has performed on the condition of sealed local
roads]
The result has declined significantly

in the year. The result is slightly better
than the state average (54). The groups
reporting the largest fall in satisfaction
were men, Eaglehawk residents, and
residents aged 65+ years.
Statutory Planning
Timeliness
Time taken to decide planning applications
[The median number of days between receipt of a
planning application and a decision on the application]
Service standard
Planning applications decided within 60 days
[Number of planning application decisions made within
60 days / Number of planning application decisions
made] x100
Service cost
Cost of statutory planning service
[Direct cost of the statutory planning service / Number of
planning applications received]
Decision making
The cost of statutory planning service has

increased per assessment received due
to the number of planning applications
received reducing by 25% in 2015-2016
in comparison to 2014-2015. Expenses
remained constant over the last two
years.
Council planning decisions upheld at VCAT

[Number of VCAT decisions that did not set aside
council's decision in relation to a planning application
/ Number of VCAT decisions in relation to planning
applications] x100
THEME 3: PRESENTATION AND VIBRANCY

62
Strategic Indicator/
Measure
Result
Comments
Increase access to parks

or open spaces close
to where people live.
>75% reported using

open spaces at least
once in the last year
(ALC 2014)
The Active Living Census (ALC) was sent to all residents of Bendigo in
2014, 17,437 individual responses were received and indicated 32.9% of
residents reported walking for exercise each week.
An overlay map, which shows the distribution of parks and open
spaces across the municipality and their proximity to residential areas,
illustrates a number of residential areas that are poorly serviced.
Respondents to the 2015 Greater Bendigo Wellbeing Survey reported
that paths, facilities, including toilets and seats, and trees are the most
important characteristics for open spaces.
Decrease crimes against

people including
rape, sex, robbery,
assault and abduction.
8,257
(April 2015 to March
2016)
The rate, per 100,000 of population, for total crime is higher than the
previous score (7,513) and higher than the Victorian score (Victoria
Police 2016). Property crime is the biggest component of the score. All
forms of crime have increased.
Bendigo ranks 15th in Victoria when compared to other municipalities
for incidents of family violence.
http://www.greaterdandenong.com/document/18464/statistical-datafor-victorian-communities
There is some evidence that increased awareness across society about
violence against women and changing community values about its
unacceptability has resulted in higher rates of reporting.
Maintain child
immunisation
completion rates to be
better than the state
average. (Bendigo
population=93.9%;
Indigenous
persons=50%)
94.45%
(Jan 2016)
Victorian average score in January 2016 = 93.2%

(Australian Childhood Immunisation Register).
The significant improvement over recent years has resulted from
targeted local interventions. Stronger compliance requirements,
including No-Jab-No Play for pre-school children and linking No-JabNo Pay to payment of the Family Tax Benefit for children aged 10-20
years, will bring further improvements.
Reduce obesity.
56.9%
(ABS 2011)
The score for Bendigo is somewhat worse than all of the other regional
centres, and the state as a whole (48.6%). The suburban comparison
from the 2015 Greater Bendigo Wellbeing Survey, based on selfreporting, illustrates considerable variation between localities.
Increase the proportion

of people who meet
recommended fruit
and vegetable dietary
guidelines. (Liveability
indicator)
45.6%
(ABS 2011)
Bendigo is somewhat worse than most other regional centres and the
state as a whole (51.8%).
9.5% of Bendigo adults meet vegetable dietary guidelines, with rates for
males lower than the rate for females (ALC 2014). Results from the 2015
Greater Bendigo Wellbeing Survey show variations between localities in
those meeting the fruit and vegetable consumption recommendations.
Respondents living in the suburbs of Long Gully, West Bendigo, Ironbark
and Huntly reported the lowest proportions meeting both fruit and
vegetable consumption recommendations in the municipality.
OUR PERFORMANCE
Increase social
connection.
74.9
(VicHealth Indicator
Survey 2011)
Victorian average score = 72.3%. The question compared levels of

'Satisfaction' with 'Feeling Part of the Community'. Community strength
is found in the human relations that people draw upon for identity,
interaction and support. A strong community is one where people
understand and work towards sustainability and is inclusive of the
most disadvantaged groups. To do this people need to be involved, feel
capable of working through issues and feel supported by their fellow
citizens.
Improved community
satisfaction rating for
the appearance of
public areas.
Not surveyed
Community satisfaction
with community and
cultural activities.
Not surveyed

Greater Bendigo CSS 2013-2014 result =75
Major initiatives
Major initiatives of Council for the 2015-2016 financial year relate to the continuation of planning, design and construction of open
space, social and recreation facilities that provide opportunities for people to be healthy, connected and active. These projects are:
Major Initiatives
Progress
The operations of Ulumbarra Theatre are fully functional, a wide range of programs is offered and patronage
is high.
Completed
Coordination and streamlining of bookings for City's open space facilities has improved efficiency and
customer experience.
Completed
Increased capacity in Maternal and Child Health Services, especially for vulnerable community groups has
ensured service requirements have been met.
Completed
1. High quality public space infrastructure, programs and services are planned and delivered that support the City to be Australias
most liveable regional city
2. Diverse sporting, recreational and artistic experiences are offered for residents and visitors
3. Activities, groups and networks enable people to be connected and feel welcome
4. Greater Bendigo is a child friendly city where people report improved health and wellbeing and they can feel safe
5. Greater Bendigo is a drawcard for visitors
Strategy 3.1
Greater Bendigo has attractive and accessible parks, public places and streetscapes that are widely used, and enable people to
be healthy and active.
Council Plan
reference
Report on
progress
3.1.1
Ticket sales activity and corporate use statistics indicate the Ulumbarra Theatre profile is
well known. A diverse range of performances suitable for all age groups is being offered,
with some events now being staged that were previously not possible in Bendigo because of
limited stage size.
Completed
3.1.2
Community strategies, policies and projects that support active healthy living have been
implemented, including preparation of the Commercial Fitness Operators Policy to be
presented to Council for adoption. The Active and Healthy Framework has been updated.
The Fees and Charges and Hierarchy of Facilities Policies are nearing completion and the
Capital Contributions Policy is nearing completion.
Completed
3.1.3
The Parks and Natural Reserves Unit has delivered high quality services to maintain parks
and natural reserves to agreed standards.
Completed
3.1.4
Works on irrigation upgrades have been completed with Irrinet installed at Marist College
Bendigo ovals and Crusoe College in 2015-2016.
Completed
3.1.5
Preparation of the Public Space Plan has commenced with consultation and inventory work
undertaken, a Reference Group formed and Steering Committee established.
In progress
90%
An Issues Paper has been completed and made available for feedback. The project is
scheduled for completion in mid-2017.
3.1.6
A number of activities to invigorate the Central Business District (CBD) and bring people
together for pleasure and leisure have been conducted to augment the Marilyn Monroe
exhibition at Bendigo Art Gallery.
Seven Moonlight Markets brought large numbers of people into the CBD on Saturday
evenings from spring to autumn, with many choosing to spend time at the market and then
stay in town to patronise local pubs, bars and restaurants.
Childrens activities in Hargreaves Mall have included FunLoongs third birthday party and
school holiday 'fun days'.
Other activities included Vibrant Central Bendigos Street Festival, St John Mobile CPR Training
and the Small Business Bus. There were a total of 111 activities during the 2015-2016 year.
An expression of interest process inviting new ideas and encouraging entrepreneurs and
community groups to consider the CBD when next planning an event is complete.
64
Completed
OUR PERFORMANCE
Strategy 3.2
Residents and visitors are able to access good quality sports and recreational leisure facilities that are fit for purpose and enable
them to celebrate their active artistic, cultural, sporting and social lives.
Council Plan
reference
3.2.1
Report on
progress

The Arts and Cultural Development Team provides an annual program of art-based events
and activities in partnership with a range of arts organisations through the delivery of the
Capital Community Connect program. The team is currently working with Bendigo Library,
Crib Makers Market and Make A Change Australia to achieve this.
Completed
Dja Dja Wurrung Clans Aboriginal Corporation participated in the Ulumbarra Gather
Together Festival.
Carnival Electro Live (CEL) #1 Phobia, a youth engagement and arts project developed
by Punctum will be utilising the Old Fire Station for specific periods across the next few
months.
A collaboration with Bendigo Writers Festival has been undertaken to develop a broad
program for 2016.
In partnership with the Rotary Club of Bendigo South a major event, featuring Marina Prior
and the Welsh Choir was staged, as well as Bendigo Senior Secondary College Musician of
the Year. A total of $20,000 was raised.
3.2.2
High quality services and upgrades were provided to parks, natural reserves and
streetscapes to ensure they meet liveability and legislative benchmarking. Work includes
implementing Councils Tree Management Strategy and upgrading sports fields, play
spaces and furniture, including undertaking prescribed inspections of assets and reviews to
ensure service delivery meets both customer and organisational requirements and service
standards.
Completed
3.2.3
In order to ensure high quality presentation and cleanliness of streets and public spaces the
CBD area of central Bendigo is cleaned daily and the roads, bike paths and major footpaths
in other areas of urban Greater Bendigo are cleaned on a rotational basis with a minimum
target of five cleans per year.
Ongoing
Strategy 3.3
Greater Bendigo is a community that values its heritage, arts facilities and major events, and supports arts and cultural
experiences.
Council Plan
reference
3.3.1
Report on
progress

Community arts events and arts in public spaces are supported through the activities of
Capital Venues and Events. Resident groups of all ages are engaged in a range of cultural
experiences through the delivery of the annual Capital Community Connect events program.
Completed
Expert advice and support is provided to community arts groups to assist them to meet their
goals, including assisting Elmore Progress Association and Elmore Memorial Hall Committee
to develop a participatory arts based project for their community.
3.3.2
In 2015-2016 the Major Events Unit successfully attracted, retained and assisted a diverse
range of major events across Greater Bendigo.
Completed
New events have included: Global Chaplains Conference, Basketball Victoria Country
Championships, Bendigo International Squash Tournament, Australian Country Classic
Bodybuilding, Australian Clubs Gymnastics Championships, National Clubs Soccer
Championships, AAA Basketball tournament.
Continuing events that were supported included the Australian Sheep and Wool Show and
Bendigo Fashion Festival.
3.3.3
The major international Marilyn Monroe exhibition and sculpture have been drawcards to
Bendigo in 2016. This exhibition continued until July 10, 2016. A full report will be prepared.
Early results are that 143,500 people visited the exhibition in 128 days and more than 7,000
volunteer hours were given.
Completed
3.3.4
The Capital Venues and Events program team ensures the diversity of programming is
maintained, offering regular performing arts and entertainment events for all audience
groups and ensuring the profile of options available remains high.
Completed
Ulumbarra Theatre gives the programming team further opportunity to broaden the mix of
performing arts product in a multi-purpose and versatile space.
The Engine Room Presents toured Reception The Musical to Heathcote, Elmore and Pyramid
Hill.
The Bendigo Writers Festival also presented Gideon Haigh at Dunolly Historic Court House.
3.3.5
Council has been collaborating with Bendigo Heritage Attractions (BHA) to ensure that it's
business plan supports its long term future and direction. A dedicated City resource has
been allocated to work with BHA management and board; communication processes have
been streamlined and the new strategic directions for BHA have been presented to Council.
Completed
Strategy 3.4
The reputation, profile and attraction of Greater Bendigo and the region are further enhanced through effective promotion.
Council Plan
reference
3.4.1
Report on
progress
The Tourism Unit has reviewed its digital presence regarding the current website and found
it is not keeping pace with the technology and changes in consumer preferences.
Ongoing
60%
Staff have worked with the surrounding shires (Mount Alexander, Loddon and Central
Goldfields) and they have agreed to adopt the same digital technology and will share
one tourism site. This means that the consumer only needs to go into one website for
information about the entire region. A project plan has been developed but as this is
a bigger project than first envisaged (with the regional shires involved), it will not be
completed until the second half of 2016.
In the interim, bendigotourism.com is being made mobile responsive to meet consumer
trends.
3.4.2
Bendigo Tourism has executed a major marketing plan that has attracted significant
visitation to the Marilyn Monroe exhibition from Melbourne, regional Victoria, interstate and
internationally. The other things to do strategy has been promoted across the region to
complement the Marilyn campaign.
Accommodation, restaurants, cafes and retail experienced strong patronage. The Visitor
Guide (50,000 copies), Dining and Shopping Guide (50,000 copies) and the Marilyn Monroe
Pocket Guide were circulated in key visitor markets.
66
Completed
OUR PERFORMANCE
Strategy 3.5
People are supported to learn about and make decisions that enable them to be safe and the healthiest they can be.
Council Plan
reference
Report on
progress
3.5.1
Local Government Authorities were encouraged to develop Cluster Emergency Management

Plans (CEMPs) in anticipation this approach would be supported within the Emergency
Management Act (EM ACT) review. The local CEMP process was nearing completion when
the City received advice that CEMPs were no longer likely to be supported within the
proposed EM Act. This meant the City had to review its Municipal Emergency Management
Plan in preparation for a July audit process. The City will continue to collaborate with
neighbouring municipalities to promote emergency management knowledge, skill and
resource sharing (which was a strength of the CEMP model).
Completed
3.5.2
As part of the strategy to assist and encourage vulnerable people and their families to
prepare a plan for extreme weather periods and emergencies, HACC assessment staff:
Provided Red Cross Rediplans to prompt clients to develop their own emergency plan
Provided a Heatwave Information Kit in November 2015 to all clients ahead of the
predicted extreme summer conditions and included information on planning for
emergencies and managing in extreme heat; ie. how to stay cool, the importance of fluid
intake, a thermometer and hand fan
Ensured that vulnerable people are on the Vulnerable People Register in case of an
emergency
Sent a newsletter to HACC clients, which included a reminder on preparing for extreme
weather periods
Completed
3.5.3
Environmental Health Services has provided education about public health protection
standards and implemented a range of strategies that assure community safety.
Completed
The following activities have been conducted:

Education visits to tobacco retailers, workplaces, eating establishments and outdoor
areas/playgrounds in line with the Municipal Association of Victoria funding agreement
Provision of advice, education and information to community members regarding the
requirements of smoke free environments around certain government buildings, schools,
child care centres and playgrounds
Presentation of safe food handing and hand washing education to a group of school
aged children
Presentation to TAFE students on roles and responsibilities under the Food Act
Participation in a number of meetings with the community and Parks and Natural
Reserves around land management fire safety
Establishment of a joint/shared planning meeting with the City, the Department
of Environment, Land, Water and Planning, and Parks Victoria staff around fire
management
Facilitation of a changed approach to Municipal Fire Management Planning meetings to
focus on strategic risk management
Attending regional fire brigade meetings and ward meetings to build relationships and
encourage the community to plan around fire management
Conducting multiple education visits with aged care facilities on methods to maintain
infection control during outbreaks
From the period of July 1, 2015 to June 30, 2016 staff conducted:
760 food premises assessments and conducted 215 non-compliance inspections
262 health premise inspections
130 food sampling visits
Monitored the urban lakes for blue green algae and public swimming pools for
microbiological testing
3.5.4
The third year actions of 2012-2016 Domestic Animal Management Plan have been
implemented.
Completed
The new draft 2016-2021 plan has been adopted by Council and public comments are
currently being received for consideration.
3.5.5
Ensuring building codes and standards are met is an important aspect of protecting public
safety.
Completed
The Municipal Building Surveyor and Building Inspectors will respond to requests,
complaints and notification of any illegal or unauthorised building works or activities.
Notices and orders are issued according to our building policy.
3.5.6
Funding for the Healthy Together Victoria initiative has ceased. Activities will continue to
be delivered within existing budgets until June 2016, at which point the City will reassess its
role and capacity in this space.
Some of the key initiatives delivered this financial year include:
Active Living Census: 13 presentations have been provided to various groups, including
internal and external organisations such as Parks Victoria and community members at
ward meetings and information sessions. Application submitted for a VicHealth Award
for this project
Childrens Active Travel initiatives: 26 Primary Schools have registered (57%) for the
Walk to School program. Highest registration rate since Healthy Together Bendigo
first implemented the program in 2013. Active Travel, Healthy Kids Guide successfully
launched on 10 September 2015 at Huntly Primary School. The guide is designed to
assist local schools to increase the levels of walking and cycling in their community
Supermarket Research Project: IGA / Deakin University / City of Greater Bendigo project.
Preliminary analysis has shown first of three interventions (health promoting changes to
end of aisle and island bin displays) has led to positive changes for customers and the
retailer. The second intervention operated for six weeks, followed by a third intervention
in early 2016. An EOI has been submitted for a National Health and Medical Research
Council partnership grant to further progress this work beyond the initial funded period.
Healthy Food Connect: the Bendigo Regional Food Alliance has 18 steering group
members and 24 network members. The steering group meets monthly and has
developed a 2015-2017 action plan, logo and branding. Urban Agriculture Working Group
established.
A Healthy Choices category has been introduced into the Bendigo Dining and Shopping
Guide, allowing food businesses to promote healthy choices available for purchase
at their outlet (to be shown using a H icon). Food outlets that meet a set of nutrition
criteria will be awarded with H icon.
Completed projects:
Bendigo Regional Food Alliance
Food Information Portal
Bendigo Stadium Healthy Choices Accreditation
Healthy Together Bendigo has been incorporated into City policies and plans such as ITLUS,
the Residential Strategy and the draft Public Space Plan.
68
Completed
OUR PERFORMANCE
Strategy 3.6
Greater Bendigo has inclusive and equitable communities where people feel welcome and connected to others.
Council Plan
reference
3.6.1
Report on
progress

The Home and Community Care Services Review has been completed and
recommendations are being implemented.
Completed
The Early Childhood Services Review has been completed and actions have been
incorporated into the Draft Municipal Early Years Plan.
The Bendigo Early Learning Centre was closed as planned in December 2015.
3.6.2
Activities designed to ensure that services are appropriate to meet the needs of children and
young people have included:
Council adopting the new Municipal Early Years Plan implementation of priority actions
is progressing
Development of a new Youth Strategy has commenced
The City continues to collaborate on service integration opportunities plus service gaps
with other key stakeholders through The First Quarter (0-25 years) Leadership Group.
Completed
3.6.3
Activities designed to promote equitable and inclusive communities have included:

The City's Human Rights Charter continues to be promoted throughout the organisation
and several staff awareness / training sessions have been delivered
The Reconciliation Action Plan was adopted by Council at the June 29 Council meeting
The draft Cultural Diversity and Inclusion Plan will be presented to Council for
endorsement in July and then to be released for public comment
90%
3.6.4
The commitment to continuing to improve the accessibility of Greater Bendigo public

places and buildings has been reinforced through implementation of actions in the revised
Community Access and Inclusion Plan (2015). Progress is being monitored.
Ongoing
75%
The program to upgrade accessibility of public buildings and public spaces has continued
as funding has allowed. This is a progressive roll out over a series of years and initiatives.
3.6.5
Agreed actions that build and improve the physical and emotional wellbeing of children
within Greater Bendigo are guided by the Municipal Early Years Plan that reflects a wholeof-community approach, including key partnerships with service agencies, the State
Government, children and families.
The plan ensures City will continue to provide:
Public and school immunisation sessions for infants and younger children to prevent
infectious diseases
Maternal and Enhanced Child Health Services, Early Childhood Centres, playgroups and
the Off To An Early Start (OTAES) program to support at-risk and vulnerable families
Infrastructure planning in new growth areas, including upgrades and new pre-school
facilities
Participation in The First Quarter Leadership Group, a cross-agency forum
Participation in the regional Children and Youth Area Partnership, run by the State
Government
Involvement in the Education Council/City Leadership Group
Participation in the national Kids in Community Study research into how community
level factors impact childrens development outcomes
Contribution to the State of Bendigos Children Report
Delivery of a number of children participation events, such as FunLoong Fun Day and
National Play Group week activities
Improvements to the built environment, including active travel infrastructure, play
spaces and parkland
The Communities for Children (C4C) program
Strathfieldsaye Community Hub schematic plans are currently being developed
including a Maternal and Child Health Centre.
Completed
Strategy 3.7
Structured community engagement, community planning and community development programs support our residents and
communities, particularly those who may experience isolation.
Council Plan
reference
3.7.1

This year Elmore and Kamarooka have completed their community plans. Elmore Progress
Association recently launched their new website. Three meetings have been held with
the combined communities of Raywood, Neilborough, Sebastian and Woodvale. These
are designed to facilitate closer links between the communities for mutual benefit and
information exchange. Combined communities social activities are being planned.
Report on
progress
Completed
Eaglehawk Business and Community Network are being assisted to review their Community
Plan (3556 Community Plan), as are the Woodvale and Sebastian communities and a first
draft has been discussed within each of these communities, with a view to finalisation in the
near future.
The undertaking to review community planning processes across the municipality will be
completed as part of the service review program.
3.7.2
Council is enabled to support implementation of actions that build community resilience

and self-reliance by having good quality evidence to use as the basis for recommendations.
Ongoing
90%
The Greater Bendigo Wellbeing Survey 2015 was undertaken and following analysis of
results, the completed report was prepared for Council consideration.
The draft Rural Communities Strategy has been presented to Council and a community
engagement process is being undertaken and seeking feedback.
Mapping work undertaken for the updated report against the Greater Bendigo Liveability
Indicators 2016 has illustrated disparities between localities in the urban and rural areas.
3.7.3
A structured approach to community engagement and development has been established

for all new projects. This approach is most closely aligned to the International Association of
Public Participation's IAP2 Spectrum.
Completed
Some staff have received IAP2 accreditation and a refinement of the City's policy and
framework has been completed (as part of the Independent Review implementation). The
refinements enable easier consideration and implementation of engagement processes.
Recruitment of a dedicated community engagement coordinator will commence shortly.
Services
The aim is to ensure there are choices in activities, education and housing. Entertainment, sporting facilities and open spaces must
be well maintained. Criteria applied when considering new initiatives include ensuring they are developed on the basis of equity
to meet gaps in existing services or provide better access to existing services for members of the public. Outcomes that specifically
encourage physical activity and those that promote mental and physical wellbeing are valued. At the same time preservation and/
or promotion of the municipality's physical and cultural heritage remain important criteria. The following statements provide
information in relation to the services funded in the 2015-2016 budget and the persons or sections of the community who are
provided the service.
70
OUR PERFORMANCE
Net Cost
Actual
Budget
Variance
$000
Service
Description
Capital Venues
and Events
The Capital Venues and Events Unit provides quality performing arts programming and
activities to the central Victorian region and provides facilities and opportunities for
participation in the arts.
(2,416)
(2,145)
(271)
Bendigo Art
Gallery
The Bendigo Art Gallery develops and delivers exhibitions, public programs and associated
events that are appealing to a range of audiences. The Gallery also encourages philanthropy
and supports the Bendigo Art Gallery Foundation. Marketing opportunities are developed
for the Gallery that are linked specifically to the exhibition program and that continue to
consolidate the Gallery as a national leader within the cultural sector.
(622)
(2,305)
1,683
Community
Wellbeing
The Community Wellbeing Directorate advises Council on matters relating to the Directorate
and contributes to the executive management of the City.
(512)
(499)
(13)
Active and
Healthy
Communities
The Active and Healthy Communities Unit is a multi-disciplinary team for the planning, design,
management, maintenance and creation of public access to sport and leisure opportunities
for the residents of and visitors to Greater Bendigo. The Unit improves the health and
wellbeing of residents in the Greater Bendigo region by encouraging and supporting healthy
lifestyles in order to increase physical activity, fruit and vegetable consumption, and decrease
smoking and harmful alcohol use. The Unit connects with early years centres, primary
and secondary schools, and medium to large scale businesses to assist in achieving and
promoting healthy environments.
(4,341)
(4,423)
82
Community
Services
The Community Services Unit delivers a broad range of services for the early childhood
target group and their families, including health promotion, prevention, care, education and
advocacy. It provides support to frail older people, people with disabilities and their carers,
whose capacity for independent living is at risk or who are at risk of premature admission to
long term residential care.
(2,032)
(2,981)
949
Community
Partnerships
The Community Partnerships Unit prepares and implements social policy and community
development programs for the City. It works directly with a wide range of individuals
and groups to deliver on Councils commitment to social inclusiveness, resilience,
connectedness and capacity. Through collaborative decision making, it undertakes work
focussed on cultural diversity, disability inclusion, positive ageing, international relations,
early years planning, youth development, emergency response and recovery, crime
prevention (particularly family violence), and small town and rural development. The Unit
also delivers a series of community grants programs and works closely with organisations to
build their capacity, achieve common goals and enhance community wellbeing.
(3,150)
(3,339)
189
Environmental
Health and
Local Laws
The Environmental Health Unit supports people to learn about and make decisions that
enable them to be connected, safe and the healthiest they can be.
The aims are:
A community that is free from communicable disease
Safe business practices at registered premises, including food and health premises
A community where tobacco is not sold to minors
The capability and capacity of the City to meet its obligations in the management of
emergencies is enhanced
A community that is informed and prepared to respond to fire risks
(905)
(1,173)
268
Local laws developed by Council deal with important community safety, and peace and order
issues such as public health, management of council property, environment and amenity.
Local laws often apply to noise, fire hazards, abandoned vehicles, parking permits, street
stalls, disabled parking, furniture on footpaths, graffiti, burning off, animals in public spaces
and nuisance pets.
Engineering
and Public
Space
The Engineering and Public Space Unit provides a network of road and footpath
infrastructure to service the mobility requirements of the municipality.
The functions of the Unit include:
Investigation and development of capital works projects/program for civil infrastructure
and public spaces
Development of capital works program for civil infrastructure
Development of strategic planning documents relating to civil infrastructure and landscape
Overseeing civil and open space infrastructure development within new residential
subdivision developments
Concept and detailed designs of civil infrastructure, open space, urban design and
recreation projects
Asset management for civil infrastructure and open space assets
Development and maintenance of Geographic Information System (GIS mapping) for use
across the organisation
Managing the Citys asset management system including the management of asset
conditions, valuation and depreciation information
Implementing the Urban Stormwater Management Plan and ensuring the drainage
infrastructure is able to respond to heavy rainfall events
Project management of the construction of capital works projects via both internal and
external resources
Provision of expert advice in the development of strategic planning documents developed
by the City
Management of the traffic network on local roads
Provision of planning advice and supervision of works in relation to civil infrastructure and
public space
Collection of feature survey information for various departments
Data collection on condition and utilisation of infrastructure assets
(2,371)
(2,798)
427
The Unit is responsible for implementation of the Bendigo Botanic Gardens Masterplan and
ITLUS actions.
72
Parks and
Natural
Reserves
The Parks and Natural Reserves Unit provides a safe network of open space that meets the
needs of users to participate in a variety of recreational activities, including sports fields. The
Unit also protects and enhances the natural environment through the implementation of
management strategies and practices.
(10,869)
(10,163)
(706)
Works
The Works Unit ensures essential infrastructure is constructed, maintained and renewed to
meet the needs of current and future residents, including:
Provision of a network of sealed local roads under the control of the municipal council to
all road users that is safe and efficient
Other civil construction projects such as roads, bridges, drains, footpaths, kerb and
channel, carparks, and recreation and sporting facilities
Providing vehicle and pedestrian traffic management for major events in the City
Responding to emergencies and natural disasters
The Works Unit also manages the plant and equipment renewal and capital works
programs for the Depot operation areas of Parks and Natural Reserves, Waste Services
and the Works area
(11,313)
(11,588)
275
Bendigo
Livestock
Exchange
The Bendigo Livestock Exchange is a National Saleyard Quality Assurance (NSQA) and
European Union (EU) accredited sheep, cattle and pig selling complex, which conforms to
the Occupational Health and Safety Management System for saleyards.
The Bendigo Livestock Exchange provides operation and management of:
Weekly prime lamb/sheep/prime cattle sales
Number of special store sales conducted throughout the year
Maintenance on all the yards
Effluent treatment plant
Truck wash down facility
Canteen
(267)
(159)
(108)
OUR PERFORMANCE

Results
Material Variations
2015
2016
2.81
82.22%
88.92%
$410.88
$322.22
100%
93.55%
8.60
77.78%
88.89%.
Food Safety
Timeliness
Time taken to action food complaints
[Number of days between receipt and first response action
for all food complaints / Number of food complaints]
Service standard
Food safety assessments
[Number of registered class 1 food premises and class
2 food premises that receive an annual food safety
assessment in accordance with the Food Act 1984 /
Number of registered class 1 food premises and class
2 food premises that require an annual food safety
assessment in accordance with the Food Act 1984] x100
Service cost
Cost of food safety service
[Direct cost of the food safety service / Number of food
premises registered or notified in accordance with the
Food Act 1984]
Health and safety
The Food services area operated the

2015-2016 period with less resources
throughout the major part of the year,
this vacancy resulted in costs being lower
in 2015-2016.
Critical and major non-compliance outcome notifications

[Number of critical non-compliance outcome
notifications and major non-compliance notifications
about a food premises followed up / Number of critical
non-compliance outcome notifications and major noncompliance notifications about a food premises] x100
Home and Community Care (HACC)

Timeliness
Time taken to commence the HACC service
[Number of days between the referral of a new client and
the commencement of HACC service / Number of new
clients who have received a HACC service]
Service standard
Compliance with Community Care Common Standards
[Number of Community Care Common Standards
expected outcomes met / Number of expected
outcomes under the Community Care Common
Standards] x100
The figure reported for 2014-2015 was

incorrect. It should have been 88.89%.
The last Audit of Community Care Common
Standards was March 28, 2013. The next
Audit was postponed until 2017 due to the
HACC transition from State Government to
Federal Government.
Service cost
Results
Material Variations
2015
2016
$0.00
$46.40
$0.00
$52.97
$0.00
$74.04
19.64%
18.29%
11.58%
12.04%
97.78%
0.00%
In 2016 there was an initiative to

transition the majority of Victorian
councils offering MCH service to a new
database. The database is not expected
to provide reliable information until
the end of September 2016. Therefore,
Council is unable to report this data for
the 2015-2016 financial year.
92.83%
0.00%

the 2015-2016 financial year (as above).
$0.00
$68.84
Cost of domestic care service
The figure reported for 2014-2015 was

incorrect. It should have been 88.89%.
[Cost of the domestic care service / Hours of domestic

care service provided]
Service cost
Cost of personal care service
[Cost of the personal care service / Hours of personal
care service provided]
Service cost
Cost of respite care service
[Cost of the respite care service / Hours of respite care
service provided]
Participation
Participation in HACC service
[Number of people that received a HACC service /
Municipal target population for HACC services] x100
Participation
Participation in HACC service by CALD people
[Number of CALD people who receive a HACC service /
Municipal target population in relation to CALD people
for HACC services] x100
Maternal and Child Health (MCH)

Satisfaction
Participation in first MCH home visit
[Number of first MCH home visits / Number of birth
notifications received] x100
Service standard
Infant enrolments in the MCH service
[Number of infants enrolled in the MCH service
(from birth notifications received) / Number of birth
notifications received] x100
Service cost
Cost of the MCH service
[Cost of the MCH service / Hours worked by MCH nurses]
74
OUR PERFORMANCE
Participation
79.33%
0.00%

75.56%
0.00%

0.00
1.28
80.49%
52.93%
$42.74
$40.00
Participation in the MCH service

[Number of children who attend the MCH service at least
once (in the year) / Number of children enrolled in the
MCH service] x100
Participation
Participation in the MCH service by Aboriginal children
[Number of Aboriginal children who attend the MCH
service at least once (in the year) / Number of Aboriginal
children enrolled in the MCH service] x100
Animal Management
Timeliness
Time taken to action animal management requests
[Number of days between receipt and first response
action for all animal management requests / Number of
animal management requests]
Service standard
Animals reclaimed
[Number of animals reclaimed / Numberof animals
collected] x100
Service cost
The figure for 2014-2015 included animals

that were re-homed to new owners. After
clarification from Local Government
Victoria, these are not included in the
2015-2016 figures. The percentage of rehomed animals for this reporting period
is 31.4%.
Cost of animal management service

[Direct cost of animal management service / number of
registered animals]
Health and safety
Animal management prosecutions
[Number of successful animal management
prosecutions]
THEME 4: PRODUCTIVITY
Productivity is about encouraging innovation and diversity in education, commerce and industry. It is about responding to new
economic opportunities, including making sure our local workforce is appropriately skilled. Councils role involves supporting
infrastructure projects that promote and enable investment, business opportunity and business security, and educational diversity
and access within the municipality.
It is establishing the environment for investment and making sure the infrastructure is in place to support economic activity.
It involves creating the opportunity for all people to be actively employed and to be appropriately skilled to meet available
employment opportunities. The focus is on the potential additional economic activity generated in the community, not a direct
return on investment to the City.
The following statement reviews the performance of Council against the Council Plan, including results achieved in relation to the
Measure
76
Result
Comments
Increase proportion of
the workforce who have
completed a Bachelor
Degree or higher.
12.51%
(ABS 2011)
Victorian average 13%. A skilled and qualified workforce generally has

a higher average income and is better equipped to withstand labourmarket uncertainties (ABS 2011). There is considerable variation in
the levels of educational achievement between the Greater Bendigo
suburbs and neighbourhoods.
Decrease
unemployment,
especially for young
people. (Liveability
indicator)
2015-2016 four quarter

average = 7.21%
Regional unemployment rate June 2015 = 6.14% (up .54% from 2014);
Victoria rate June 2015 = 6.1 (up .5% from 2014).
Increase the proportion

of 17 year-olds still
attending education
(including school and
vocational training).
76%
(ABS 2011)
Australian average of major cities is 69% (approximate measure because

a high percentage did not answer). In Bendigo there are likely to be >300
17 year-olds who are not in schooling, training or the workforce (ABS
2011).
Maintain a growth rate

of the Greater Bendigo
Economy that is equal
to or better than
Victoria, as measured
by Gross Regional
Product (GRP).
1.8% per capita
Victorian average annual growth 1.09%. Local GRP gives the value
of economic activity, which accrues to the local area after taxes and
dividends are paid outside the area (Source: Remplan).
Bendigo June 2014 = 6.9%, June 2013 =7.6%, June 2012 = 5.2%. In
comparisons between employment rates in Bendigo over time and a
range of other locations, Bendigo generally has fared a little better than
mid-range but the local rate has had a sustained increase over the last
two years to remain higher than the Victorian and regional averages.
OUR PERFORMANCE
Major initiatives
Major Initiatives
Progress
Increased funding for the Bendigo Heritage Attractions
Completed
Hosting the Great Victorian Bike Ride 2015 for two nights in Bendigo (including rest day) and one night in
Heathcote
Completed
Hosting a delegation from Haimen, China, including a civic reception
Completed
Continue the Goldfields Career Horizons program, an online work experience hub listing employers and
opportunities
Ongoing
Implementing the Economic Development Strategy for small business
Ongoing (see
details below)
1. Greater Bendigo has a vibrant and diverse economy that grows jobs and enables good living standards
2. Bendigo is a centre for innovation and creativity that helps build economic sustainability
3. Educational diversity and support for lifelong learning is fostered
Strategy 4.1
Council fosters business and industry growth.
Council Plan
reference
4.1.1
Report on
progress
Completed
The 2015-2016 financial year saw the development of a range of initiatives to support all
businesses with particular attention paid to the small business sector.
Practical assistance was reaffirmed via the updated Business Support Directory, which
informs new and existing operators of the extensive network of support services provided
by public and private sectors, plus marketing unique offerings available within the
municipality
The small business mentoring program was expanded to link small and micro business
owners to free or low cost mentoring services designed to take their business to the next
level
A new service dedicated to small and micro businesses that provides a check up on
their business health using a tool designed in Bendigo and has a proven track record of
improving business performance (including job growth and/or profitability)
The Supporting Local Business Bendigo forum was launched for online businesses to
foster the growth of small and micro businesses across the region
The successful partnership between the City, State Government and local businesses
enabled seven small and medium-sized manufacturing companies to develop and
execute business accreditation management systems (ISO 9001, ISO 14001 and AS 4801)
to demonstrate proven capacity, which has been independently validated to global or
Australian standards and thus create new business opportunities
4.1.1
(continued)
The Passions and Pathways program aimed at inspiring Year 6 students from the
most disadvantaged primary schools to believe that they can participate in the future
workforce
Career Horizons program informs current secondary school students on local job
possibilities through a range of activities including work experience, industry tours,
school-based apprenticeships, as well as connecting them with universities that offer
Work Integrated Learning with business. State Government funding in 2015-2016 resulted
in a fulltime position being attached to the City to deliver the program to Bendigo and
the municipalities of Central Goldfields and Mount Alexander
Bendigos Small Business Festival (held in August 2015) was a partnership with the
State Government to provide a broad range of workshops and events to inspire, advise
and train business operators on key issues that support their growth prospects. Nearly
1,000 people attended the 2015 Festival and the City will again partner with the State
Government to present over two dozen events in August 2016
The Human Resources Group, initiated by the Economic Development Unit held 45
events to support practitioners in Human Resources to attract and/or retain staff, and to
provide advice on current workforce issues using a combination of external experts and
local business leaders who were willing to share their knowledge and experiences
Specific Doing Business with 'Tier 1' events were conducted over the past year around
opportunities for local companies to participate in the tender and/or supply chain
options for projects that included the Hawkei Protected Vehicle ($1.3B), submarine build
($50B), Defence Procurement (including Land 400 $20B), State Governments Metro Rail
($350M), Downer Industry ($800M) and Energy Forum new pricing structure, and the
Environmental Upgrade Agreement initiative of the City
Collaboration with the Goldfields Local Learning and Employment Network to annually
provide training to Young Industry Ambassadors to then undertake school presentations,
industry tours, career nights and the like to promote local job prospects
Strategy 4.2
Effective partnerships build and support increased workforce skills for young people in particular.
Council Plan
reference
78
Report on
progress
4.2.1
Support for local businesses and industries to maximise the benefits associated with the
building of the Bendigo Hospital included:
Joint marketing of opportunities for tenants at the new hospital with ICN
A workshop to give specific advice on tenancy arrangements and legal (general)
information on the tenancy agreement under these retail/commercial precincts when
construction finishes
A workshop on new tenant opportunities at the hospital around retail and professional
offices
Completed
4.2.2
Activities to foster new agricultural industry business initiatives are being built on current
events, including the annual Sheep and Wool Show, the White Suffolk Show, Poll Dorset
event, Alpaca Colourbration Show and the Victoria Potato Industry Conference.
Ongoing
OUR PERFORMANCE
Strategy 4.3
Invention and innovation is fostered through a series of targeted activities and partnerships.
Council Plan
reference
4.3.1
Report on
progress

Bendigo Inventor Awards has transitioned to be auspiced by the Bendigo Business Council
following endorsement by Council (4 May 2016). Preliminary meetings between the partners
have been undertaken regarding future direction, marketing and sponsorship, together with
a program for the balance of 2016.
Completed
Strategy 4.4
Stronger and wider links between students, education and employers are built through structured programs, marketing, skills
development and the promotion of work placements.
Council Plan
reference
4.4.1
Report on
progress

The City is endeavouring to build stronger and wider links between students, education and
employers.
Completed
Support for secondary and tertiary education providers to expand their offerings in
identified local priority employment areas is being provided by the City through its
membership of the advisory committee to establish a Bendigo Technical School. This $100M
State Government initiative over 10 locations in Victoria will provide new opportunities
for secondary school students to meet the needs of employers in the coming decades. An
announcement on the outcome of Bendigo's application to access a share of this funding is
expected in the near future.
4.4.2
Sponsorship of and partnership with Bendigo Blues and Roots Festival included a Schools
Bands Showcase in the Ulumbarra Theatre courtyard and outdoor performance space.
Monthly Cushion Concerts are held at The Capital that are aimed at pre-school aged
children.
Ongoing
Services
Net Cost
Actual
Budget
Variance
$000
Service
Description
City Futures
The City Futures Directorate advises Council on matters relating to the Directorate,
contributes to the executive management of City and represents Greater Bendigo on a
number of key organisations and industry boards. The Directorate undertakes government
advocacy relationships and provides funding support to Bendigo Heritage Attractions.
(1,322)
(1,374)
52
Tourism
The Tourism Unit continues to develop Greater Bendigo as a major regional visitor
destination by building the economic benefits from tourism through a year-round event and
activity calendar.
(2,141)
(2,192)
51
The Unit delivers quality visitor experiences through a team of staff and volunteers
and develops and markets Bendigo Tourisms experiences digitally across a number of
platforms. The Unit delivers a range and depth of market-ready experiences and develops
greater capacity across the tourism business landscape to deliver enriched tourism
experiences.
Major Events
The Major Events Unit attracts and retains major events that:

Deliver a positive economic impact

Promote the liveability of the city
Provide local, national and international media exposure
Help foster good relations with State and Federal Government
(1,963)
(1,921)
(42)
The Unit also attracts new and nurtures existing events in sport and leisure, arts and culture,
conferences, shows and expos, food and wine, agricultural shows, business events and car
club displays to continue to drive positive economic impact for Bendigo and the region. The
Unit organises, manages and presents the annual Bendigo Easter Festival and delivers civic
events, including Citizenship Ceremonies.
Economic
Development
The Economic Development Unit fosters business, manufacturing, industry growth and new
investment in parallel with facilitating the development of a skilled workforce.
The Unit provides support and advice to businesses and industry including lobbying,
partnership opportunities, networking and training programs in order to stimulate local
economic activity.
It has a role in supporting Bendigo to ensure local businesses can best capitalise on
innovation including the increased capability delivered from the rollout of the National
Broadband Network and collaboration with academia and research institutes.
Coordination of the Bendigo Manufacturing Group helps local manufacturers adapt
to changing business conditions, identifying collaborative opportunities to improve
productivity and identifying opportunities for local expansion.
80
(1,228)
(1,244)
16
OUR PERFORMANCE
THEME 5: SUSTAINABILITY
The following statement reviews the performance of council against the Council Plan including results achieved in relation to the
Measure
Result
Comments
Decrease greenhouse
pollution (Liveability
indicator)
9.1 tonnes
(2007)
Total emissions in CO in tonnes per occupied private dwelling. Victorian

average = 9.9 tonnes. (DSE 2014). The results for Bendigo carbon dioxide
emissions are comparatively better than other cities in Victoria and this
may largely be explained by climatic conditions.
Increase diversion of
domestic waste to
resource recovery.
(Internal data updated
annually)
27.8%
Aim to improve kerbside diversion rate from 26% to 60% (weight)

by 2019. (City of Greater Bendigo Waste and Resource Management
Strategy 2014-2019)
2013-2014= 26.4%
2014-2015 = 23.8%
The figure has increased in line with higher community awareness and
changing patterns of behaviour. The introduction of kerbside organics
recycling across the urban areas in 2016-2017 is expected to improve
diversion significantly.
Increase community
satisfaction rating for
Councils general town
planning policy
Not surveyed 2016
Greater Bendigo 2014-2015 CSS result =56

Greater Bendigo 2013-2014 CSS result= 56
Reduce average volume

of waste generated
by each household.
(Internal data updated
annually)
596kg
Aim to reduce average volume of waste generated by each household

of material in waste bin from 642kg in 2011 to 320kg. (City of Greater
Bendigo Waste and Resource Management Strategy 2014-2019)
2013-2014 result = 578kg/household
2014-2015 result= 584kg/household
This has again increased slightly, indicating the need for ongoing
community education to reduce the amount of waste generated.
Maintain or exceed the

current community
satisfaction level
with Councils waste
services, as measured
annually on a statewide basis
Not surveyed 2016

Major initiatives
Major Initiatives
Progress
A broad trial of a Kerbside organic waste collection service was undertaken. Extensive evaluation of the trial
indicated positive results for the service and was the basis for the Councils decision to introduce a full rollout of the service across urban areas and Marong.
Completed
Development of the new Environment Strategy, which encompasses carbon management and sustainable
water use, to guide environmental and sustainability action over the next five years is progressing as
planned.
Ongoing
1. The built and natural qualities that make Greater Bendigo an attractive and appealing place are valued and conserved
2. Council demonstrates leadership in reducing our environmental footprint
3. We help to build community resilience for managing the impacts of climate change
4. Council manages its resources, assets and infrastructure for the long term
Strategy 5.1
Protect and conserve Greater Bendigo's natural environment and settings for the future.
Council Plan
reference
5.1.1

The City continued to support the following agreed environmental initiatives and programs:
In partnership with Bendigo Sustainability Group (BSG) a forum presenting different
issues relating to energy management and new technology
Assistance to BSG to deliver a Sustainable Homes Day and the Environment Awards
event
Support for the Caring for Country program where 40,000 trees were planted across
Sedgewick/Axe Creek/Pilchers Bridge
Assistance to BSG to implement a pilot community funding project to install solar panels
on the Bendigo Library rooftop
Partnership with BSG to present the Sustainability Awards
Facilitating the annual Clean Up Australia Day event
Partnering to present the Sustainability Festival held by BSG
Partnering with BSG to support a solar and battery community bulk buy program run
by Castlemaine Community Hub foundation to provide the promotion and education
components of the campaign
Report on
progress
Completed
The Sustainable Environment Advisory Committee continues to progress the development

of the revised Environment Strategy.
5.1.2
82
The draft City of Greater Bendigo Environment Strategy 2016-2036 has been presented to
Council and is now available for a period of community consultation. Additional comments
are being sought from specific groups, including the traditional owners.
In progress
90%
OUR PERFORMANCE
Council Plan
reference
Report on
progress
5.2.1
The Heritage Advisory Service and heritage approval timeframes has been improved with
the appointment of a new heritage adviser.
Completed
5.2.2
The draft Heritage Strategy has been prepared and is being workshopped with key sections
of Council prior to discussion with Heritage Advisory Committee and presentation to
Council.
In progress
75%
Council Plan
reference
Report on
progress
5.3.1
The inventory of all Council owned and managed buildings has been completed, entries
recorded on the software management system and initial inspections completed.
Completed
5.3.2
The Building and Property team has collaborated across the organisation and the
community to scope and deliver approved Council projects as planned.
Completed
5.3.3
Council has continued to plan and prioritise renewal and upgrade works for Council owned
and managed buildings to ensure better community use, universal access and safety and to
maintain properties to a sound condition that meets agreed service level requirements and
statutory regulations.
Completed
5.3.4
The Bendigo Flood Study process has been implemented by commencing the associated
planning scheme amendment, which is currently being exhibited.
Completed
5.3.5
The program to develop Asset Management Strategies for paths, roads, bridges and
drainage systems has progressed as follows:
General, Sealed Roads, Unsealed Roads, Bridges and Pathways Asset Management Plans
are complete
Buildings, Stormwater Drainage and Play Spaces Asset Management Plans are complete
Draft Parks and Reserves and Plant and Equipment Asset Management Plans are
progressing
Completed
5.3.6
Implementing the Surplus Property Disposal Plan involves:

Continuing to work with the community to better utilise and access current community
building assets
More clearly identifying user/owner responsibilities
Continuing to identify a number of possible surplus assets, both land and buildings, and
preparing them for possible public sale
Completed
A thorough community consultation process is undertaken before a recommendation is

made or submitted for council approval.
Council Plan
reference
5.4.1

The City is collaborating with the Department of Environment, Land, Water and Planning
(DELWP) in a project addressing integrated water cycle management planning.
Report on
progress
Ongoing
The project involves conducting a water inventory to identify and map all the City's water
consumption, access points, source and security of supply. Data has been collected and
analysis has commenced. This work will contribute to future engagement with water
authorities and DELWP regarding local solutions.
A response was submitted to the Water for Victoria discussion paper.
5.4.2
The Domestic Wastewater Management Strategy is being implemented as planned.
Completed
Actions completed include:

Policy adjustment reserve areas
Preparation of Edis model policy impact assessment
Summary document preparation (Adoption Condition)
City of greater Bendigo Landscape Capability Mapping and Assessment Tool (LCM&AT)
Implementation of open trench inspection program
Service contract termination notification form
Consulting with relevant authorities on their needs for catchment protection in the
onsite wastewater domain
Planning scheme amendment
Promoting officer competency
Addition of groundwater to mapping system
Training package to assist officer competency in interpreting LCM&AT document
Conduct audits at Lakeside Boulevard
A further eight actions have been commenced and most are on track to be completed on
time. The remaining seven actions yet to commence are also on track to be completed
within the proposed time frames, which vary from two to five years.
Council Plan
reference
84
Report on
progress
5.5.1
The Waste Management Strategy is being implemented, including the decision to rollout
kerbside organics collection and processing, to commence September 1, 2016.
Completed
5.5.2
A Master Plan for redevelopment of the Eaglehawk Landfill is currently being prepared that
will progress the development of a resource recovery and transfer facility to replace the
Landfill.
A submission has been made under the market sounding process to the Loddon Mallee
Waste and Recovery Group (LMWRRG), as part of the preparation of a draft Regional Waste
and Resource Recovery Plan. If the proposal is included within this plan, then regional and
State Government support will be forthcoming with respect to progressing the proposal.
The draft LMWRRG Implementation Plan is currently out for public comment (there was a
delay to this process due to the change in Minister).
In progress
75%
OUR PERFORMANCE
Council Plan
reference
Report on
progress
5.6.1
Gap analysis designed to improve sustainable procurement across the organisation has
been completed. The draft sustainable procurement tender schedules have been developed
and are being reviewed by the Sustainability Unit.
Completed
5.6.2
The Lighting the Regions project has been successfully completed and the Federal
Government grant acquitted. Due to the success of the project the partnership group are
now looking to identify the next opportunity to collaborate on a large project.
The City has taken advantage of Victorian Energy Efficiency Target rebates to change lights
in the Jaara building and 11 Council facilities to low energy globes.
Completed
Council Plan
reference
Report on
progress
5.7.1
The impact of rate capping on the Citys long term financial sustainability and community
aspirations for services and facilities was reviewed during the budget process. This enabled
better understanding of the impact on the Long Term Financial Plan with the Strategic
Resource Plan, including a rate rise of 2.5% for the next three years.
The 2016-2017 budget was adopted based on the rate cap of 2.5% announced by the
Minister.
Completed
5.7.2
Ongoing efforts have been made to attract funds for priority Council projects and activities,
including through Government funds and philanthropic organisations. Meetings have been
held with Federal and State Government representatives to provide them with a copy of the
City's priority project document Supporting a Growing Regional City.
Completed
5.7.3
Any delivery of new services or take-over of responsibility for assets will continue to be
carefully considered as part of Councils undertaking to thoroughly evaluate the potential
long term impacts of any shift of responsibility or reduction in funding from the State
Government, before agreeing to continue to fund service delivery, new services or take over
responsibility for assets.
Completed
5.7.4
Advocacy has continued that maintains the long term local government position that
the management of groundwater and levee banks are a State Government responsibility.
An announcement by the Minister for Water, Lisa Neville, is expected soon regarding a
transitional solution to uncontrolled discharges of groundwater in Bendigo.
Completed
Services
Service
Description
Parking and
Animal Control
The Parking and Animal Control Unit manages the City's parking control, animal
management, school crossing supervision, aerodrome safety maintenance, and compliance
and CCTV surveillance in the CBD to promote public safety and residential amenity.
Building and
Property
The Building and Property Unit develops, upgrades and maintains community assets to
meet current needs, standards and uses.
The Unit is responsible for maintaining the unique character of Greater Bendigo's buildings
and property. They provide professional building advice and support to the public and
promote compliance with building codes and standards to ensure public safety.
Net Cost
Actual
Budget
Variance
$000
2,054
1,986
68
(5,426)
(5,003)
(423)
Building assets and infrastructure managed and maintained by the City include:
Libraries
Sporting facilities
Community halls
Child care/Maternal Child Health facilities
Swimming pools
Public toilets
Carparks
Storage sheds
Restaurants
Retail shops
BBQ structures
Senior citizens facilities
Art galleries
Museums
Office buildings
Theatres
Aerodrome structures
Depot facilities
Livestock Exchange facilities
The Unit also plans and delivers new projects to address the growing future needs of the
City. The Unit ensures City owned and other facilities comply with relevant building codes
and standards.
The Unit provides an effective and responsive building advice and support service.
Presentation
and Assets
86
The Presentation and Assets Directorate advises Council on matters relating to the
Directorate and contributes to the executive management of the City. The Directorate
maintains relationships with and lobbies State and Federal Governments and their
departments.
(22,554)
(23,279)
725
OUR PERFORMANCE
Waste Services
The Waste Services Unit provides the following services:

Domestic waste collection services to approximately 47,000 residential properties
(including almost 500 farming properties)
Operation of landfills at Eaglehawk and Heathcote
Operation of Transfer Stations at Goornong and Strathfieldsaye
Management of contracts for kerbside collections, sorting, and waste cartage
Street cleaning, drain and pit cleaning
Development and implementation of initiatives focussed on:
- reducing waste to landfill
- increasing recycling
- organics recycling
- litter reduction
Operation of the workshop, which provides servicing to the entire Depot-based fleet and
for the Citys car fleet
(9,666)
(9,019)
(647)
Sustainable
Environment
The Sustainable Environment Unit provides a coordinated approach to the development

of environmental policies, strategies, programs and processes, including climate change
mitigation, adaptation and carbon management. The Unit delivered the Lighting the
Regions project and coordinates energy efficient installations in City buildings. The Unit
provides advice on native vegetation and biodiversity matters, provides technical advice
and recommendations relating to vegetation assessments, and engages and supports the
community to value and protect native landscapes.
(854)
(1,011)
157
Finance
The Finance Unit is responsible for the sound and professional stewardship of Council
finances.
The Unit ensures financial accountability and integrity of the financial data and assists
managers in demonstrating probity, accountability, compliance with the legislative
framework and transparency to key stakeholders.
(141)
(246)
105
Finance operations include :

Adhering to all legislative and departmental reporting and financial control requirements
Developing financial strategies, which provide for sound debt and cash flow
management
Ensuring the financial accountability of the payment of Developer Levies
Preparation of informative, accurate and timely financial reports including audited
annual accounts
Preparation and adoption of Councils annual budget and the functions of accounts
payable, accounts receivable, fleet management and purchasing
The development of a 10 year Long Term Financial Plan, which incorporates the ongoing
changes to Victorian Legislation, Council priorities and, more recently, rate capping
Treasury operations oversees the borrowing and investing of Council funds and focuses
on maximising return on investments and managing loan borrowings in accordance with
budget, legislative requirements and policies
*Cost allocated across other units

Results
Material Variations
2015
2016
31.60
135.31
The results for 2014-2015 were calculated

incorrectly. The correct figure should
have been 166.92
3.11
3.56
The results for 2014-2015 were calculated

incorrectly. The correct figure should
have been 4.04
$140.35
$136.31
$27.30
$27.30
26.03%
28.65%
Waste Collection
Satisfaction
Kerbside bin collection requests
[Number of kerbside garbage and recycling bin
collection requests / Number of kerbside bin collection
households] x1000
Service standard
Kerbside collection bins missed
[Number of kerbside garbage and recycling collection
bins missed / Number of scheduled kerbside garbage
and recycling collection bin lifts] x10,000
Service cost
Cost of kerbside garbage bin collection service
[Direct cost of the kerbside garbage bin collection
service / Number of kerbside garbage collection bins]
Service cost
Cost of kerbside recyclables collection service
[Direct cost of the kerbside recyclables bin collection
service / Number of kerbside recyclables collection bins]
Waste diversion
Kerbside collection waste diverted from landfill
[Weight of recyclables and green organics collected from
kerbside bins / Weight of garbage, recyclables and green
organics collected from kerbside bins] x100
88
GOVERNANCE, MANAGEMENT AND OTHER

OUR PERFORMANCE
INFORMATION
GOVERNANCE, MANAGEMENT AND OTHER

INFORMATION
GOVERNANCE
Councillors
The Greater Bendigo City Council

is constituted under the Local
Government Act 1989 to provide
leadership for the good governance
of the municipal district and the local
community. Council has a number of
roles including:
Taking into account the diverse
needs of the local community in
decision-making
Providing leadership by establishing
strategic objectives and monitoring
achievements
Ensuring that resources are
managed in a responsible and
accountable manner
Advocating the interests of the local
community to other communities
and governments
Fostering community cohesion and
encouraging active participation in
civic life
Council is committed to effective
and sustainable forms of democratic
and corporate governance as the
key to ensuring that Council and its
administration meet the communitys
priorities. The community has many
opportunities to provide input into
Councils decision-making processes,
including community consultation,
public forums such as ward meetings
and the ability to make submissions on
strategies and plans.
Councils formal decision-making
processes are conducted through
Council meetings. Council delegates the
day-to-day operating activities to City
staff. These delegations are exercised
in accordance with adopted Council
policies.
Council
Meeting
Special Council
Meeting
Total
Cr Peter Cox
(Mayor 2014-2015)
17
19
Cr Rod Campbell
16
18
Cr Elise Chapman
13
15
Cr Rod Fyffe
(Mayor 2015-2016)
17
19
Cr Helen Leach
16
18
Cr Barry Lyons
16
18
Cr Lisa Ruffell
16
18
Cr Mark Weragoda
15
16
Cr James Williams
17
19
Meetings of Council
Special committees
Council conducts open public meetings

every third Wednesday. Members of
the community are welcome to attend
these meetings and observe from
the gallery. Council meetings also
provide the opportunity for community
members to submit a question to the
Council. For the 2015-2016 year Council
held the following meetings:
The Act allows councils to establish one

or more special committees consisting
of:
Councillors
City staff
Other persons
Any combination of the above.
17 ordinary Council meetings

Two special Council meetings
The table above provides a summary
of Councillor attendance at Council
meetings and special Council meetings
for the 20152016 financial year.
Special Committee
Councillors
Officers
Other
Bendigo Maubisse
Friendship
Committee
12
The table below contains a list of

special committees established by the
council that are in operation and the
purpose for which each committee was
established.
Purpose
Facilitate volunteer support from the Bendigo
community to the community of Maubisse,
Timor Leste
Code of conduct
The Local Government Amendment
(Improved Governance) Act 2015
(amending Act) came fully into
operation on March 1, 2016.
The amending Act makes changes
to the Local Government Act 1989,
particularly in relation to Councillor
conduct processes and consequential
amendments to the Councillor Code of
Conduct. These changes are intended
to improve the accountability of
Councillors. In particular, the changes
seek to encourage improved standards
of behaviour in order to strengthen
Council governance.
These reforms were considered too
important to wait for the overarching
review of the Principal Act, which is
currently underway.
The requirement for the Council to
develop and maintain an internal
resolution procedure, for the purposes
of addressing an alleged contravention
of the Councillor Code of Conduct and
for this procedure to be specified in the
Code of Conduct itself is an example of
the latter.
The Code includes the new Council
internal resolution procedure which
was inserted into the existing Code of
Conduct and acknowledged by the
Council at its ordinary meeting on
March 23, 2016 in accordance with
section 81AA(1) and (2) of the Principal
Act.
A notable inclusion is the role of
an independent arbiter to consider
applications alleging a contravention
of the Councillor Code of Conduct. For
administrative efficiency, establishing
a panel of suitably qualified people
to serve as an arbiter has been
implemented.
This updated Code will be in place after
the forthcoming general election on
October 22, 2016 and consequently,
will be the Code of Conduct the new
incoming councillors will each be
required to declare they will abide by
and sign before they can commence
office.
The Principal Act requires the incoming
Council, within the period of four
months after the general election, to
call a special meeting solely for the
purpose of reviewing the Councillor
Code of Conduct and, at that special
90
meeting, approve any amendments

it may determine to be necessary
following its review of the Councillor
Code of Conduct: s.76C(2).
Conflict of interest
Councillors are elected by the
residents and ratepayers to act in
the best interests of the community.
This is a position of trust that requires
Councillors to act in the public interest.
When a Council delegates its powers
to a Council officer or a committee, the
committee or officer also needs to act in
the public interest.
A conflict of interest occurs when a
personal or private interest might
compromise the ability to act in the
public interest. A conflict of interest
exists even if no improper act results
from it. Council has a comprehensive
procedure in place to accommodate
the disclosure of a conflict of interest.
Declaration of a conflict of interest is
a standard agenda item for all Council
and Committee meetings.
While the procedures vary
depending on the particular role and
circumstances, in general they involve
disclosing the relevant interests in a
specific way and then stepping aside
from the relevant decision-making
process or from the exercise of the
public duty. All disclosed conflict
of interests are recorded. During
20152016, 14 conflicts of interest were
declared at Council meetings.
Councillors
Councillor allowances
In accordance with Section 74 of the
Local Government Act 1989, Councillors
are entitled to receive an allowance
while performing their duty as a
Councillor. The Mayor is also entitled to
receive a higher allowance.
The State Government sets the upper
and lower limits for all allowances paid
to Councillors and Mayors. Councils
are divided into three categories based
on the income and population of
each Council. In this instance Greater
Bendigo City Council is recognised as a
category 3 Council.
For the period July 1, 2015 to June 30,
2016, the Councillor annual allowance
for a category 3 Council (as defined by
the Local Government Act 1989) was
fixed at $30,880 per annum and the
allowance for the Mayor was $98,581
per annum. The Minister for Local
Government approved an annual
adjustment of 2.5 percent to take effect
as from 1 December 2015. The annual
allowances were adjusted for the period
December 1, 2015 to June 30, 2016 at
$31,652 per annum for the Councillor
allowance and $101,104 per annum for
the Mayoral allowance.
The following table contains a summary
of the allowances paid to each
Councillor during the financial year.
Allowance $
Cr Peter Cox (Mayor 2014-2015)
55,610
Cr Rod Campbell
31,652
Cr Elise Chapman
31,652
Cr Rod Fyffe (Mayor 2015-2016)
75,797
Cr Helen Leach
31,652
Cr Barry Lyons
31,652
Cr Lisa Ruffell
31,652
Cr Mark Weragoda
31,652
Cr James Williams
31,652
Councillor expenses
In accordance with Section 75 of the
Local Government Act 1989, Council is
required to reimburse a Councillor for
expenses incurred whilst performing his
or her duties as a Councillor. Council is
also required to adopt and maintain a
policy in relation to the reimbursement
of expenses for Councillors. The policy
provides guidance for the payment
of reimbursements of expenses and
the provision of resources, facilities
and other support to the Mayor and
Councillors to enable them to discharge
their duties. Council also publishes
in its Annual Report the details of the
expenses, including reimbursement
of expenses for each Councillor and
member of a Council Committee
paid by the Council. The details of the
expenses for the 2015-2016 year are set
out in the following table.
Councillors
TR $
CM $
CC $
IC $
CT $
Total $
Cr Peter Cox
(Mayor 2014-2015)
1,067
1,034
1,947
1,477
5,525
Cr Rod Campbell
1,705
1,265
458
3,428
Cr Elise Chapman
7,674
3,181
3,265
372
14,492
Cr Rod Fyffe
(Mayor 2015-2016)
3,14
4,093
2,261
504
10,772
Cr Helen Leach
60
1,728
1,892
171
3,851
Cr Barry Lyons
807
10,822
1,557
552
13,738
2,908
2,908
Cr Mark Weragoda
378
1,286
2,250
522
4,436
Cr James Williams
377
490
1,499
464
2,831
Cr Lisa Ruffell
Legend: TR - Travel, CM - Car Mileage, CC - Child Care, IC - Information and Communication expenses, CT - Conferences and Training expenses
* During the financial year three Councillors: Crs Chapman, Weragoda and Williams continued with their study associated with the Diploma of
Local Government and all successfully graduated, and Cr Campbell was a successful graduate of the Company Directors Course.
MANAGEMENT
Council has implemented a number
of statutory and better practice
items to strengthen its management
framework. Having strong governance
and management framework leads
to better decision making by Council.
The Act requires Council to undertake
an assessment against the prescribed
governance and management
checklist and include this in its report
of operations. Councils Governance
and Management Checklist results
are set out in the section below. The
following items have been highlighted
as important components of the
management framework.
Audit Committee
The Audit Committee's role is to report
to Council and provide appropriate
advice and recommendations relevant
to its charter in order to facilitate
decision making by Council in relation
to the discharge of its responsibilities.
The Audit Committee plays a key role in
assisting Council to fulfil its governance
and oversight responsibilities in relation
to financial reporting, internal control,
risk management system, ethical
accountability and the internal audit
function.
The Audit Committee consists of three
independent members, Mr Ken Belfrage
(Chair), Mr Graham Bastian and Mrs
Kate Scarce and two Councillors.
Independent members are appointed
for a three year term. A sitting member
is able to reapply and be appointed for
subsequent terms. All reappointments
following each independent member's
second term must be publicly
advertised. The chair is elected from the
independent members.
The Audit Committee meets at
least four times a year. The Internal
Auditor, Chief Executive Officer and
Director Organisation Support attend
Audit Committee meetings. Other
management representatives attend
as required to present reports. The
external auditors attend in May and
September each year to present the
audit plan and independent audit
report.
The minutes of Audit Committee
meetings are forwarded to Councillors,
including a report explaining any
92
specific recommendations and

key outcomes if relevant. Prior to
September 30 each year, the Chair
reports to Council a summary of the
activities and achievements of the
Committee during the financial year.
The Chair reports to Council any other
matter the Committee believes needs to
be reported to Council.
Internal audit
Councils internal audit function
provides independent and objective
assurance that the appropriate
processes and controls are in place
across Council and is resourced by an
external provider. The Internal Auditor
undertakes a three yearly assessment
of significant risks and exposures to
establish the priorities for Internal
Audit and recommendations to Council
for improvement. The Internal Audit
Plan is revised annually to ensure the
audit resources remain focused on the
appropriate areas. The review process
considers Councils risk framework, the
Council Plan, the impact of any change
on operations, systems or the business
environment, prior audit coverage, and
outcomes and management input.
The Internal Audit Plan is reviewed
and approved by the Audit Committee
annually.
The Internal Auditor attends each Audit
Committee meeting to report on the
status of the Internal Audit Plan and to
present findings of completed reviews.
The responsible Director and Manager
for each area reviewed attend the Audit
Committee meeting to respond to
questions in relation to the review.
All audit issues identified are risk rated.
Recommendations are assigned to
the responsible Manager and tracked
in Councils management system.
Managers provide quarterly status
updates that are reported to the
Executive Management Team and the
Audit Committee. The Internal Auditor
reviews the implementation of audit
recommendations and provides an
annual update to the Audit Committee.
Quality assurance is measured
through the annual Audit Committee
performance review and completion of
the internal audit plan.
The Annual Internal Audit Plan for
20152016 was completed with the
following reviews conducted:
Prioritisation of Civil Infrastructure

Construction Projects
Fee waivers, write offs and discounts
Customer service systems capability
Management of staff
accommodation
Portable and attractive asset
management
External audit
Council is externally audited by the
Victorian Auditor-General. For the 2015
2016 year the annual external audit
of Councils Financial Statements and
Performance Statement was conducted
by the Victorian Auditor-Generals
representative. The external auditors
attended the May and September Audit
Committee meetings to present the
annual audit plan and Independent
Audit Report. The external audit
management letter and responses are
also provided to the Audit Committee.
Risk management
The City's risk management framework
(which is aligned to risk management
ISO 31000) supports the achievement
of corporate objectives by providing
a clear and consistent approach to
review, manage and report on risks.
The approach is supported by a cross
organisation software tool (CAMMS)
which specifies actions from the Council
Plan in the InterPlan Module and the
Project Management Module both of
which contain embedded processes
linked to the Risk Management Module.
Quarterly reporting generated from
these integrated modules provides
assurance to the Executive Management
Team (acting as the Risk Management
Committee) and the City of Greater
Bendigo Audit Committee.
GOVERNANCE, MANAGEMENT AND OTHER INFORMATION
GOVERNANCE AND MANAGEMENT CHECKLIST

(DETAILS FOR 2015-2016)
The following are the results in the prescribed form of councils assessment against the prescribed governance and management
checklist.
Column 1
Governance and management items
Column 2
Assessment
1 Community engagement policy

(policy outlining Councils commitment to engaging with the
community on matters of public interest)
Policy
Date of operation of current policy: April 13, 2016
2 C
ommunity engagement guidelines
(guidelines to assist staff to determine when and how to
engage with the community)
Guidelines
Date of adoption: April 13, 2016
3 Strategic

Resource Plan
(plan under section 126 of the Act outlining the financial and
non-financial resources required for at least the next four
financial years)
Adopted in accordance with section 126 of the Act

Date of adoption: June 29, 2016
4 Annual

budget
(plan under section 130 of the Act setting out the services to
be provided and initiatives to be undertaken over the next 12
months and the funding and other resources required)
Adopted in accordance with section 130 of the Act

Date of adoption: June 29, 2016
5 Asset management plans

(plans that set out the asset maintenance and renewal needs
for key infrastructure asset classes for at least the next 10 years)
All plans were completed in 2015-2016.

Date of operation of current plans: June 28, 2016
6 Rating strategy
(strategy setting out the rating structure of Council to levy rates
and charges
Strategy
Date of operation of current strategy:
June 29, 2016.
Adopted yearly with budget
7 Risk policy
(policy outlining councils commitment and approach to
minimising the risks to Councils operations)
Policy
Date of operation of current policy: March 6, 2013
Review to be incorporated into Service Review
program.
8 Fraud policy
(policy outlining councils commitment and approach to
minimising the risk of fraud)
Policy
Date of operation of current policy: July 14, 2015
9 Municipal emergency management plan

(plan under section 20 of the Emergency Management Act 1986
for emergency prevention, response and recovery)
Prepared and maintained in accordance with

section 20 of the Emergency Management Act
1986
Municipal Emergency Management Committee 05/06/2016

Noted by Council - 08/06/2016
Due for audit by SES on behalf of Victorian
Government in August 2016
94
10 Procurement policy
(policy under section 186A of the Local Government Act 1989
outlining the matters, practices and procedures that will apply
to all purchases of goods, services and works)
Prepared and approved in accordance with

section 186A of the Local Government Act 1989
Date of approval: June 15, 2016
11 Business continuity plan

(plan setting out the actions that will be undertaken to
ensure that key services continue to operate in the event of a
disaster)
Plan
Date of operation:
January 1, 2010
program.
12 Disaster recovery plan

(plan setting out the actions that will be undertaken to
recover and restore business capability in the event of a
disaster)
Plan
Date of operation:
January 1, 2010
program.
13 Risk management framework

(framework outlining councils approach to managing risks to
the councils operations)
Framework
Date of operation of current framework:
March 6, 2013
Comprehensive, standards based criteria
established and incorporated into an audit tool
(xls), Continuous improvement reporting to EMT
against the standard quarterly.
14 Audit Committee
(advisory committee of council under section 139 of the Act
whose role is to oversee the integrity of a councils financial
reporting, processes to manage risks to the councils
operations and for compliance with applicable legal, ethical,
and regulatory requirements)
Established in accordance with section 139 of the

Act
Date of establishment: April 10, 1994
15 Internal audit
(independent accounting professionals engaged by the
Council to provide analyses and recommendations aimed
at improving Councils governance, risk and management
controls)
Engaged
Date of engagement of current provider:
June 24, 2015
16 Performance

reporting framework
(a set of indicators measuring financial and non-financial
performance, including the performance indicators referred to
in section 131 of the Act)
Framework
Date of operation of current framework:
July 1, 2013
17 Council

Plan reporting
(report reviewing the performance of the Council against the
Council Plan, including the results in relation to the strategic
indicators, for the first six months of the financial year)
Report
Reported to Council on:
November 25, 2016
March 2, 2016
May 25, 2016
18 F
inancial reporting
(quarterly statements to Council under section 138 of the Act
comparing budgeted revenue and expenditure with actual
revenue and expenditure)
Statements presented to Council in accordance

with section 138(1) of the Act
Date statements presented:
October 7, 2015
November 25, 2015
March 2, 2016
May 25, 2016
19 R
isk reporting
(six-monthly reports of strategic risks to Councils operations,
their likelihood and consequences of occurring and risk
minimisation strategies)
Reports
Quarterly reporting to Executive Management
Team and Audit Committee
Audit Committee dates:
September 2, 2015 (EOY14/15),
November 19, 2015,
February 18, 2016,
September 19, 2016 (EOY 15/16)
20 P
erformance reporting
(six-monthly reports of indicators measuring the results
against financial and non-financial performance, including
performance indicators referred to in section 131 of the Act)
Reports
Date of reports:
September 2, 2015 (Audit Committee)
October 14, 2015 (Council)
February 24, 2016 (Council)
May 19, 2016 (Audit Committee)
21 A
nnual report
(annual report under sections 131, 132 and 133 of the Act to
the community containing a report of operations and audited
financial and performance statements)
Considered at a meeting of Council in accordance

with section 134 of the Act
Date statements presented:
November 4, 2015 (for 2014-2015)
22 C
ouncillor Code of Conduct
(Code under section 76C of the Act setting out the conduct
principles and the dispute resolution processes to be followed
by Councillors)
Reviewed in accordance with section 76C of the

Act
Date reviewed:
June 15, 2016
23 D
elegations
(a document setting out the powers, duties and functions
of Council and the Chief Executive Officer that have been
delegated to members of staff)
Reviewed in accordance with section 98(6) of the

Act
Date of review:
September 23, 2014
24 M
eeting procedures
(a local law governing the conduct of meetings of Council and
special committees)
Meeting procedures local law made in accordance

with section 91(1) of the Act
Date local law made:
January 1, 2010
I certify that this information presents fairly the status of Councils governance and management arrangements.
Craig Niemann
Dated: September 21, 2016
Cr Rod Fyffe
Mayor
Dated: September 21, 2016
STATUTORY
INFORMATION
The following information is provided
in accordance with legislative and other
requirements applying to council.
Documents Available for

Public Inspection
In accordance with Part 5 of the Local
Government (General) Regulations 2004
the following is a list of the prescribed
documents that are available for
inspection or copies of the documents
can be obtained for the purposes of
section 222 of the Local Government
Act 1989 at 195-229 Lyttleton Terrace,
Bendigo
Details of current allowances fixed
for the Mayor and Councillors
Details of senior officers total salary
packages for the current financial
year and the previous year
Details of overseas or interstate
travel (with the exception of
interstate travel by land for less
than three days) undertaken in an
official capacity by Councillors or
any member of staff in the previous
12 months
Names of staff who were required
to submit a return of interest during
the financial year and the dates the
returns were submitted
Names of Councillors who submitted
returns of interest during the
financial year and the dates the
returns were submitted
Agendas for and minutes of ordinary
and special meetings held in the
previous 12 months, except if the
minutes relate to parts of meetings
that have been closed to members
of the public
A list of all special committees
established by Council and the
purpose for which each committee
was established
A list of all special committees
established by the Council that were
abolished or ceased to function
during the financial year
Minutes of meetings of special
committees held in the previous 12
months, except if the minutes relate
to parts of meetings that have been
closed to members of the public
96
A register of delegations
Submissions received in accordance
with Section 223 of the Act during
the previous 12 months
Agreements to establish regional
libraries
Details of all property, finance
and operating leases involving
land, buildings, plant, computer
equipment or vehicles entered into
by the Council as lessor or lessee,
including the name of the other
party to the lease and the terms and
the value of the lease
A register of authorised officers
A list of donations and grants made
by the Council during the financial
year
A list of the names of organisations
the Council was a member of
during the financial year, details
of all membership fees, and other
amounts and services provided
during that year to each organisation
by the Council
A list of contracts valued at $150,000
or more that the Council entered
into during the financial year without
first engaging in a competitive
process
Best value
In December 1999, the Victorian
Government passed the Local
Government (Best Value Victoria) Act.
This legislation identified six Best Value
Principles that every Council in Victoria
must comply with when providing
services to the community.
The Best Value Principles are set out in
section 208B of the Local Government
Act as follows:
a) All services provided by a Council
must meet quality and cost
standards
b) A
ll services provided by a Council
must be responsive to the needs of
the community
c) Each service provided by a Council
must be accessible to those
members of the community for
whom the service is intended
d) A
Council must achieve continuous
improvement in its provision of
services for its community
e) A
Council must develop a program
of regular consultation with its
community in relation to the services

it provides
f) A Council must report regularly to its
community on its achievements in
relation to the Best Value Principles
In applying the Best Value Principles,
a Council may take into account (in
accordance with 208C), among other
factors:
a) The need to review services against
the best on offer in both the public
and private sectors
b) A
n assessment of value for money in
service delivery
c) Community expectations and values
d) T
he balance of affordability and
accessibility of services to the
community
e) O
pportunities for local employment
growth or retention
f) T
he value of potential partnerships
with other Councils and State and the
Commonwealth governments
g) P
otential environmental advantages
for the Councils municipal district
Best Value at the City

The City has continued to strengthen
its approach to business planning and
reporting.
This has resulted in the adoption and
implementation of a new framework
that incorporates the requirements of
the Local Government Act to achieve
Best Value in the delivery of Council
services. The framework is set out in
the Integrated Business Planning
and Reporting section of the Annual
Report. In addition, in 2015-2016 the
City started using new individual
performance and development plan
software. Installation of this software
responds to Independent Review
Recommendation 10 and has:
Enabled more efficient reporting on
actions in the Council Plan
Provided increased levels of
transparency
Increased capacity to track and
monitor organisation and individual
performance
Meeting Principle (a):

Quality and cost standards
A Council must develop quality and
cost standards for the provision of any
service it provides for its community.
However, a Council may develop
different quality and cost standards
for different classes of services. The
standards must set out the performance
outcomes determined by the Council in
relation to each service; and take into
account the factors listed in sections
208C(a), (b), (c), (d) and (e).
The City has a hierarchy of indicators
that monitor performance outcomes.
They are:
Strategic Indicators in the Council
Plan and Annual Report
Budget Actuals and Variances
Indicators set out in the Local
Government Performance Reporting
Framework
Key Performance Indicators in
business plans that monitor the
quality (%) and cost ($) of Councils
services
In addition, Council conducts a number
of annual internal audits which consider
the quality and cost of the services
provided by various units.
Meeting Principle (b):

Responsiveness
A hierarchy of plans in the Integrated
Planning and Reporting Framework
ensures that services are responsive
to community needs which have been
identified through service reviews and
a variety of community engagement
processes such as community
forums, small township meetings,
questionnaires, meetings, surveys and
customer requests.
Meeting Principle (c):

Accessibility
Accessibility of services is ensured
by the preparation of businesses
cases (in accordance with the Citys
budget principles) to justify financial
support for new positions or services.
In addition, a rating strategy helps to
ensure that services are accessible
financially to members of our
community.
The Community Engagement
Framework mentioned in Principle
(d) assists the City to respond to

accessibility from a social perspective,
and the preparation of a number of
strategies such as the Health and
Wellbeing Strategy and the Community
Access and Inclusion Plan also help
to ensure that Council services are
accessible to those members of the
community for whom the service is
intended. The framework was updated
in 2015-2016.
Meeting Principle (d):

Consultation
The Best Value requirement of
consultation is just one component
of the engagement element in the
framework, which is central to planning,
delivery and reporting. Council has
adopted a Community Engagement
Framework that aims to establish
effective and relevant community
engagement to improve decision
making processes through inclusive,
accessible and responsive community
participation.
Meeting Principle (e):

Reporting
Council reports regularly to its
community on its achievements in
relation to the Best Value Principles
through the Annual Report.
Continuous improvement
Section 208B(d) of the Act states that
a Council must achieve continuous
improvement in its provision of services
for its community. This is done through
both formal processes that can be
assessed and measured, such as audits,
and informal initiatives that improve the
way we do things such as incorporating
ideas from staff and residents into
our practices. Local government is
continually being asked to do more with
the same or less resources. In order to
maintain services at a quality and cost
that is responsive to the needs of the
community and accessible financially
and physically to those members of
the community for whom the service is
intended, organisational improvements
are an essential part of business as
usual.
Each unit at the City strives to deliver
services in the most efficient and
effective way to ensure that revenue
is expended in a fiscally responsible

manner that leads to both the
achievement of strategic objectives
and the financial sustainability of
the City. In 2015-2016, responding to
recommendations in the Independent
Review continued to be a significant
focus of the continuous improvement
program at the City.
Integrated business planning

and reporting
In 2015-2016 the City continued to
implement the Integrated Planning
and Reporting Framework, which was
developed in 2010-2011 to improve
the integration of a range of decisionmaking and reporting processes and
are designed to ensure the long term
sustainability of the municipality. This
work was supplemented by the use
of the individual performance and
development plan software.
Carers recognition
In accordance with the Carers
Recognition Act 2012, Council is
required to report annually on its
care measurement obligations under
Section 11 of that Act. Council has taken
all practicable measures to comply
with its responsibilities outlined in the
Carers Recognition Act 2012. Council
has promoted the principles of that
Act to people in care relationships who
receive council services, to people in
care relationships and to the wider
community by:
Distributing printed material through
relevant Council services
Providing information to
organisations represented in
Council/community networks
Council has taken all practicable
measures to ensure staff, Council agents
and volunteers working for Council
are informed about the principles and
obligations of the Act by including
information on the care relationship in:
Council induction and training
programs for staff working in Home
Support Services
Council induction and training
programs for staff working in frontline positions with the general
community
Induction and training programs for
volunteers working directly with the
community
Council has taken all practicable

measures to review and modify policies,
procedures and supports to include
recognition of the carer relationship and
has provided the following additional
activities and resources to recognise the
care relationship:
Link carers to Carers Support Group
and Advocacy supports
Provision of respite services for
care recipient to maintain healthy
relationships with their carer
Provision of Social Support Groups
for clients and their carers
Contracts
During the year Council did not enter
into any contracts valued at $150,000
or more for services or $200,000 or
more for works without engaging in a
competitive process.
Community Access and

Inclusion Plan
(Disability Action Plan)
The City acknowledges that people

living with disability are valuable
members of the community who have
the same fundamental rights and
responsibilities as all citizens.
In accordance with section 38 of the
Disability Act 2006, the City in 2015
prepared a Community Access and
Inclusion Plan (Disability Action Plan)
which has a three year life span. The
Plan identifies action areas for the City
to facilitate a truly inclusive community
in relation to:
Accessibility of Council buildings and
infrastructure
Inclusion and civic participation
Access to employment opportunities
Accessibility of events
Accessibility of communication and
information
Attitudes and perceptions that
discriminate
During 2015-2016 the City achieved the
following progress on actions in the
Plan:
Development of a Disability
Inclusion Reference Committee to
provide advice, advocate for and
undertake initiatives that support
greater social inclusion of people
98
with a disability and their families/

carers
Completed steps one and two of
the 10 step process for gaining the
Communication Access Symbol
Improved accessibility of
information and services through
wider promotion and improvements
of the suite of accessibility tools and
functionality that is already available
to our customers; reviewing signage
and written information to ensure
it is easy to read; and staff training
and development to improve
communication skills
Easy English training offered to
relevant staff
Social procurement schedule
created and utilised in new
tenders for City service contracts,
with tenderers encouraged and
supported to focus on social benefits
for people with a disability in
addressing the social procurement
schedule
Recommendations from the
partnership with the National
Disability Recruitment Coordinator
were implemented, which includes:
a gap analysis of the Citys
recruitment processes to ensure they
do not disadvantage people with
a disability; Disability Awareness
training on employing someone
with a disability provided to the
Organisational Leadership Team;
job vacancies distributed to local
Disability Employment Services to
ensure people with a disability are
given opportunities for employment
All staff attended compulsory
Workplace Responsibilities training
that included understanding the
Citys responsibilities with regard to
ethics and human rights, and the
importance of access and inclusion
Disability Awareness training
and education, including deaf
awareness, was offered to all staff
The Citys Community Engagement
Policy and Framework was reviewed
and adopted with changes to ensure
that voices of people with a disability
are heard and considered in all City
engagement processes
Human Rights and

Responsibilities
All Public Authorities in Victoria
are obliged to comply with the
Victorian Charter of Human Rights
and Responsibilities Act 2006. The
development of the Bendigo Human
Rights Charter 2014 articulated Council
responsibilities and strengthened the
commitment to Human Rights.
The Charter acted as the foundation
for the development of the Greater
Bendigo Cultural Diversity and Inclusion
Plan and the Reconciliation Action
Plan. Of particular relevance is the right
to freedom of thought, conscience,
religion and belief and the distinct
cultural rights of Aboriginal people.
Councils responsibilities under existing
laws can be grouped in three areas of:
Compliance
The City is required to comply with
Commonwealth and State legislation
relating to human rights and social
justice. The Victorian Charter outlines
20 human rights protected by law.
These rights must be considered when
Council is making decisions, creating
laws, setting priorities and providing
services. This has included providing
training to Committees of Management,
some City staff members and other
stakeholders regarding the human
rights responsibilities.
Culture
To facilitate the development of a
human rights and social justice culture
that is embraced by Councillors and
staff and to increase awareness of how
the legislation is to be applied to the
activities of Council.
Advocacy
Council is well placed to act as an
advocate on behalf of human rights
issues in the local community and at a
State and Commonwealth Government
level. Council will continue its support
of forums, events and community
instigated gatherings that promote
human rights and social justice such as
NAIDOC Week, Refugee Week, and White
Ribbon Day.
The complete Victorian Charter and
Act can be found on the website of the
Victorian Equal Opportunity and Human
Rights Commission at:
www.humanrightscommission.vic.gov.au
Domestic Animal
Management Plan
In accordance with the Domestic
Animals Act 1994, Council has reviewed
the Domestic Animal Management Plan
2012 2016 and prepared a new Plan.
The Domestic Animal Management Plan
2016 2021 (DAMP) has been developed
following extensive consultation
with the community and internal
and external stakeholders during the
previous 12 months.
Existing orders made under the
Domestic Animals Act 1994 and the
Animal Keeping Local Law have also
been reviewed during this period and a
new Local Law developed.
Over 600 people participated in
the consultation process in the
development of the DAMP 2016 2021
and review of the Animal Keeping Local
Law. Introducing additional controls
in relation to cat confinement and the

establishment of additional designated
dog exercise areas received the most
comment.
The matter of cat confinement received
mixed responses with some residents
expressing their views on the merits of
implementing a 24/7 curfew. The sunset
to sunrise curfew will be maintained for
the life of the DAMP 2016 2021.
The creation of additional designated
dog exercise areas in Kangaroo Flat and
California Gully will be considered for
future funding bids within the life of the
DAMP 2016 2021.
Some of the key strategies and actions
the DAMP 2016 2021 identifies are to:
Ensure officers are adequately
trained to administer and enforce
the Domestic Animals Act 1994 (DAA)
Promote and encourage responsible
pet ownership
Minimise the risk of dog attacks
Address over-population and high

euthanasia rates for dogs and cats
Minimise the potential for dogs and
cats to create a nuisance
Identify dangerous, menacing and
restricted breed dogs and ensure
these dogs are kept in compliance
with the Domestic Animals Acts 1994
The DAMP 2016 2021 outlines the
evaluations for the strategies and
actions identified.
Food Act Ministerial

Directions
In accordance with section 7E of the
Food Act 1984, Council is required to
publish a summary of any Ministerial
Directions received during the financial
year in its annual report.
No such Ministerial Directions were
received by Council during the financial
year.
Local Laws in Force in Greater Bendigo

Local Law
Description
Function
Number 1
Revocation
Revoking previous Local Laws so that they do not run concurrently with new laws
adopted as of January 1 2000.
Number 2
Keeping of Animals
To regulate and control activities associated with the keeping of animals so as to

provide for the welfare of animals and to protect the general amenity.
Number 3
Environment
Regulates and controls activities to protect and conserve the environment such
as domestic/trade waste; open air burning and incinerators; European wasps and
unsightly land.
Number 4
Streets and Roads
The objective is to control certain secondary uses of streets and roads including
street parties, processions and the display of advertising signs. The Local
Law also requires that properties display their property number, regulates the
construction of vehicle crossings and prevents the sale of vehicles on roadways.
Number 5
Municipal Places
Regulates and controls activities in public places, such as consumption of liquor;

cigarette vending machines; activities in trading areas, outdoor eating areas and
camping to ensure peace, order and good governance.
Number 8
Process of Municipal
Government
Municipal Government processes.
Number 9
Bendigo Livestock
Exchange
Allows for the management and administration of the Bendigo Livestock

Exchange.
Number 10
Administration
Sets out the procedures for administering local laws.
Number 11
Protection of Public Assets

and Control of Building Sites
Protecting public assets vested in Council and setting standards for the
management of building sites.
These local laws aim to protect community safety and the environment by regulating or prohibiting activities that may adversely
affect the general amenity of the municipality.
Freedom of Information
Requests for access to information

under the Freedom of Information Act
should be lodged on the FOI application
form and sent to the Freedom of
Information Officer, City of Greater
Bendigo, PO Box 733, Bendigo Vic 3552.
Requests can also be lodged online or
by email.
In accordance with section 7(4AA)

(a) and 7(4AA)(b) of the Freedom
of Information Act 1982, Council is
required to publish certain statements
in their annual report or separately
such as on its website, concerning its
functions and information available.
Council has chosen to publish the
statements separately however
provides the following summary of
the application and operation of the
Freedom of Information Act 1982.
Access charges may also apply once

documents have been processed and
a decision on access is made (e.g.
photocopying and search and retrieval
charges).
Access to documents may be obtained

through written request to the Freedom
of Information Officer, as detailed
in section 17 of the Freedom of
Information Act 1982 and in summary
as follows:
It should be in writing
It should identify as clearly as
possible which document is being
requested
It should be accompanied by
the appropriate application fee
(the fee may be waived in certain
circumstances)
The Protected Disclosure Act 2012 aims

to ensure openness and accountability
in government by encouraging people
to disclose improper conduct within the
public sector and provide protection
for people who make disclosures.
Procedures on how to make a
disclosure are publicly available on
Councils website.
During the 2015-2016 year no
disclosures were notified to Council
officers appointed to receive disclosures
or to IBAC.
Protected disclosure
procedures
Road Management Act

Ministerial Direction

Protected Disclosure Act 2012 a council
must include in its annual report
information about how to access the
procedures established by the Council
under Part 9 of that Act. It is also
required to provide certain information
about the number and types of
protected disclosures complaints
investigated during the financial year.

Road Management Act 2004, a council
must publish a copy or summary of any
Ministerial direction in its annual report.
No such Ministerial Directions were
received by the City during the 20152016 financial year.
Freedom of Information Applications

Total
Applications
Granted in
Full
Granted in
Part
Denied
Withdrawn
No Document
found or does
not exist
2015-2016
16
Nil
Nil
2014-2015
35
16
12
Nil
2013-2014
17
Nil
2012-2013
16
Nil
Nil
2011-2012
40
11
17
Nil
Further information regarding FOI can be found at www.foi.vic.gov.au and on the City's website: www.bendigo.vic.gov.au
100
GLOSSARY
Act
means the Local Government Act 1989
Annual report means a report of the Councils operations of the previous financial year and contains
a report of operations, audited financial statements and an audited performance
statement
Appropriateness means indicators or measures that provide users with sufficient information to assess
the extent to which an entity has achieved a pre-determined target, goal or outcome
Budget means a plan setting out the services and initiatives to be funded for the financial
year and how they will contribute to achieving the strategic objectives specified in the
Council Plan
Council Plan means a plan setting out the medium-term strategic objectives, strategies, strategic
indicators and resources reflecting vision and aspirations of the community for the next
four year
Financial performance indicators means a prescribed set of indicators and measures that assess the effectiveness of
financial management in a council covering operating position, liquidity, obligations,
stability and efficiency
Financial statements means the financial statements and notes prepared in accordance with the Local
Government Model Financial Report, Australian Accounting Standards and other
applicable standards as they apply to the general purpose financial reports and a
statement of capital works and included in the annual report
Financial year means the period of 12 months ending on June 30 each year
Governance and management checklist means a prescribed checklist of policies, plans and documents that councils must
report the status of in the report of operations, covering engagement, planning,
monitoring, reporting and decision making
Indicator
means what will be measured to assess performance
Initiatives
means actions that are one-off in nature and/or lead to improvements in service
Major initiative means significant initiatives that will directly contribute to the achievement of the
council plan during the current year and have a major focus in the budget
Measure means how an indicator will be measured and takes the form of a computation,
typically including a numerator and denominator
Minister
means the Minister for Local Government
Performance statement means a statement including the results of the prescribed service outcome indicators,
financial performance indicators and sustainable capacity indicators for the financial
year and included in the annual report
Planning and accountability framework means the key statutory planning and reporting documents that are required to be
prepared by councils to ensure accountability to local communities in the performance
of functions and exercise of powers under the Act
Regulations means the Local Government (Planning and Reporting) Regulations 2014
Relevance means indicators or measures that have a logical and consistent relationship to an
entity's objectives and are linked to the outcomes to be achieved
Report of operations means a report containing a description of the operations of the Council during the
financial year and included in the annual report
Services means assistance, support, advice and other actions undertaken by a council for the
benefit of the local community
Service outcome indicators means the prescribed service performance indicators to be included in the
performance statement which measure whether the stated service objective has been
achieved
Service performance indicators means a prescribed set of indicators measuring the effectiveness and efficiency of
Council services covering appropriateness, quality, cost and service outcomes
Strategic objectives means the outcomes a Council is seeking to achieve over the next four years and
included in the Council Plan
Strategic resource plan means a plan of the financial and non-financial resources for at least the next four years
required to achieve the strategic objectives in the Council Plan. It is also referred to as a
long term financial plan
Strategies means high level actions directed at achieving the strategic objectives in the council
plan
Sustainable capacity indicators means a prescribed set of indicators measuring whether councils have the capacity
to meet the agreed service and infrastructure needs of the local community and
absorb foreseeable changes and unexpected shocks into the future covering financial
performance, capacity and governance and management
REFERENCES
Department of Environment, Land, Water and Planning (2016), Local Government Performance Reporting Framework Indicator
Workbook 2015-16, State of Victoria , http://www.dtpli.vic.gov.au/local-government/publications-and-research/planning-andreporting
Department of Environment, Land, Water and Planning (2016), Local Government Better Practice Guide 2014-15, Performance
Statement, State of Victoria, http://www.dtpli.vic.gov.au/local-government/publications-and-research/planning-and-reporting
Department of Environment, Land, Water and Planning (2016), Local Government Better Practice Guide 2015-16, Model Financial
Report, State of Victoria, http://www.dtpli.vic.gov.au/local-government/publications-and-research/planning-and-reporting
102
FINANCIAL STATEMENTS 2015-2016
Greater Bendigo City Council
Financial Statements
For the Year Ended 30 June 2016
Financial Statements 2015-2016 103
Financial Statements 2015/2016
Contents
Comprehensive Income Statement

Balance Sheet
Statement of Changes in Equity
Statement of Cash Flows
Statement of Capital Works
Page
1
2
3
4
5
Notes to the Financial Statements

Note 1
Significant Accounting Policies
Note 2
Budget Comparisons
Note 3
Rates and Charges
Note 4
Statutory Fees and Fines
Note 5
User Fees and Charges
Note 6
Contributions
Note 7
Net Gain/ (Loss) on Disposal of Property, Infrastructure, Plant and Equipment
Note 8
Grants
Note 9
Other Income
Note 10
Employee Costs
Note 11
Contract Payments, Materials and Services
Note 12
Depreciation
Note 13
Other Items of Expense
Note 14
Investments in Associates
Note 15
Cash and Cash Equivalents
Note 16
Trade and Other Receivables
Note 17
Other Financial Assets
Note 18
Other Assets
Note 19
Property, Infrastructure and Plant Equipment
Note 20
Forestry Plantations
Note 21
Intangible Assets
Note 22
Trade and Other Payables
Note 23
Trust Funds and Deposits
Note 24
Provisions
Note 25
Interest Bearing Loans and Borrowings
Note 26
Reserves
Note 27
Notes to Cash Flow Statement
Note 28
Commitments for Expenditure
Note 29
Restricted Assets
Note 30
Operating Lease Commitments
Note 31
Superannuation
Note 32
Contingent Liabilities
Note 33
Contingent Assets
Note 34
Financial Instruments
Note 35
Related Party Transactions
Note 36
Events Occurring after Balance Date
6
15
19
19
20
20
20
21
22
22
23
24
24
25
26
26
27
27
28
34
34
34
35
35
37
38
40
41
42
42
43
45
46
47
49
50
Certification of Financial Statements
51
Auditor General's Report - Financial Statements
52
Performance Statement for 2015/2016
54
Certification of Performance Statement
64
Auditor General's Report - Performance Statement
65
104
Comprehensive Income Statement


Note
2016
2015
$'000
$'000
INCOME
Rates and Charges
99,744
93,611
3,818
3,884
User Charges, Fees and Fines
25,519
22,127
Contributions - Cash
7,523
9,550
Contributions - Non Monetary
18,786
15,958
Grants - Operating
19,342
41,790
Grants - Capital
32,130
3,529
1,872
1,883
Interest on Investments
Other Income
1,735
1,871
Net Loss on Disposal of Property, Plant,

Infrastructure and Assets Held for Sale
(8,981)
(11,928)
Share of Net Profits / (Losses) of Associates
14
90
91
201,578
182,366
10(a)
56,910
55,108
11
68,408
86,111
Depreciation
12
30,149
28,504
1,716
1,639
293
194
2,610
312
160,086
171,868
41,492
10,498
14,042
35,601
55,534
46,099
Total Income
EXPENSES
Employee Costs
Borrowing Costs
Bad and Doubtful Debts
Other Items of Expense
13
Total Expenses
Surplus for the year
Other Comprehensive Income
Items that will not be reclassified to surplus or deficit:
Net Asset Revaluation Increments
Surplus for the year
26(a)
The above comprehensive income statement should be read with the accompanying notes.
Page 1
Financial Statements 2015-2016
Balance Sheet
As at 30 June 2016
ASSETS
Current Assets
Cash and Cash Equivalents
Other Financial Assets
Inventories
Other Assets
Total Current Assets
Non-Current Assets
Investments in Associates
Property, Infrastructure, Plant and Equipment
Forestry Plantations
Intangible Assets
Total Non-Current Assets
TOTAL ASSETS
Current Liabilities
Trade and Other Payables
Provisions
Total Current Liabilities
Non-Current Liabilities
Provisions
Total Non-Current Liabilities
TOTAL LIABILITIES
Note
15
16
17
18
14
16
19
20
21
2015
$'000
$'000
65,115
19,727
34
175
2,274
87,325
56,907
9,476
6,000
169
1,438
73,990
4,120
84
1,343,920
57
205
1,348,386
1,435,711
4,030
150
1,307,357
56
173
1,311,766
1,385,756
22
23
24(a)
25
14,082
3,151
15,499
1,964
34,696
26,188
2,807
13,881
1,402
44,278
24(a)
25
7,689
33,484
41,173
75,869
6,722
30,448
37,170
81,448
1,359,842
1,304,308
603,406
756,436
1,359,842
575,373
728,935
1,304,308
NET ASSETS
Equity
Accumulated Surplus
Reserves
TOTAL EQUITY
2016
26
The above balance sheet should be read in conjunction with the accompanying notes.
Page 2
Statement of Changes in Equity
Note
Balance at 1 July 2015

Surplus for the Year
Net Assets Revaluation Increment
26(a)
Total
Accum Surplus
Asset
Revaluation
Reserve
Statutory
Reserve
Discretionary
Reserves
$'000
$'000
$'000
$'000
$'000
1,304,308
575,373
702,079
5,207
21,649
41,492
41,492
14,042
14,042
2,045
21,940
Transfer to Other Reserves
26(b)
(23,985)
Transfer from Other Reserves
26(b)
10,526
Balance at 30 June 2016
1,359,842
Note
Balance at 1 July 2014

603,406
(873)
716,121
6,379
(9,653)
33,936
Total
Accum Surplus
Asset
Revaluation
Reserve
Statutory
Reserve
Discretionary
Reserves
$'000
$'000
$'000
$'000
$'000
1,258,209
566,096
666,478
10,498
10,498
4,748
20,887
Net Assets Revaluation Increment
26(a)
35,601
35,601
Transfer to Other Reserves
26(b)
(21,715)
1,624
20,091
Transfer from Other Reserves
26(b)
20,494
(1,165)
(19,329)
1,304,308
575,373
5,207
21,649
Balance at 30 June 2015
702,079
The above statement of changes in equity should be read in conjunction with the accompanying notes.
Page 3
Statement of Cash Flows
Cash Flows from Operating Activities

Rate and Charges
User Charges Fees and Fines
Grants - Operating
Grants - Capital
Contributions - Monetary
Interest Received
Other Receipts
Net GST Refund
Employee Costs
Materials and Services
Trust Monies Repaid
Net Cash Provided by / (Used in) Operating Activities
Cash Flows from Investing Activities
Proceeds - Sale of Property, Plant and Equipment and
Infrastructure
Payments - Property, Plant, Equipment and Infrastructure
Payments for Investments
Proceeds from Investments
Note
Inflows / (Outflows)
Actual
Actual
2016
2015
$'000
$'000
99,803
4,200
27,303
20,309
23,575
8,275
1,872
1,872
1,503
(57,485)
(88,102)
-
93,611
3,884
26,380
41,790
3,529
9,550
1,883
439
6,304
(53,789)
(81,370)
(5)
27(b)
43,125
52,206
1,103
(43,969)
5,966
2,774
(41,143)
(6,000)
-
(36,900)
(44,369)
(15)
65
(46)
60
5,000
(1,402)
(1,679)
(43)
92
69
11,000
(8,541)
(1,658)
Net Cash Provided by / (Used in) Investing Activities

Cash Flows from Financing Activities
Loans for Heritage Loans
Loan Repayments from Heritage Loans
Loans to Local Organisations
Loan Repayments by Local Organisations
Proceeds from Borrowings
Repayment of Borrowings
Finance Costs
Net Cash Provided by / (Used In) by Financing Activities
1,983
919
Net Increase / (Decrease) in Cash and Cash Equivalents
8,208
8,756
56,907
48,151
Cash and Cash Equivalents at beginning of Financial Year

Cash and Cash Equivalents at the end of Financial Year
27(a)
65,115
56,907
Financing Arrangements
27(c)
3,900
3,900
29
43,466
29,663
Restrictions on Cash Assets
The above cash flow statement should be read in conjunction with the accompanying notes.
Page 4
Statement of Capital Works


Capital Works Areas
Property
Land
Buildings
Total Property
Note
2016
2015
$'000
$'000
19
8,482
8,482
305
4,473
4,778
19
19
3,850
511
4,361
3,545
902
4,447
4,047
76
61
1,163
13,012
2,051
2,861
4,796
3,131
7,785
315
19
747
10,980
2,015
2,849
4,352
3,182
31,198
32,244
Total Capital Works Expenditure
44,041
41,469
Represented by:
New Assets
Renewal
Upgrade
Expansion
10,091
23,241
2,017
8,692
7,731
18,488
14,916
334
44,041
41,469
Plant and Equipment

Plant, Machinery and Equipment
Office Equipment, Furniture and Fittings
Total Plant & Equipment
Infrastructure
Land Improvements
Artwork
Fountains Statues and Monuments
Bridges
Sealed Roads
Unsealed Roads
Pathways
Drainage
Public Furniture and Fittings
Total Capital Infrastructure
19
Page 5
Notes to the Financial Report for the Year Ended 30 June 2016
Introduction
The City of Greater Bendigo was established by an order of the Governor in Council on 10 September 1993
and is a body corporate. The Council's main office is located at 192-229 Lyttleton Terrace.
Statement of Compliance
These financial statements are a general purpose financial report that consists of an Comprehensive Income
Statement, Balance Sheet, Statement of Changes in Equity, Statement of Cash Flows, Statement of Capital
Works and notes accompanying these financial statements. The general purpose financial report complies
with applicable Australian Accounting Standards, other authoritative pronouncements of the Australian
Accounting Standards Board, the Local Government Act 1989, and the Local Government (Planning and
Reporting) Regulations 2014.
Note 1 Significant Accounting Policies
(a) Basis of Accounting
The accrual basis of accounting has been used in the preparation of these financial statements, whereby
assets liabilities, equity, income and expenses are recognised in the reporting period to which they relate,
regardless of when cash is received or paid.
Judgements, estimates and assumptions are required to be made about the carrying values of assets and
liabilities that are not readily apparent from other sources. The estimates and associated judgements are
based on professional judgement derived from historical experience and various other factors that are
believed to be reasonable under the circumstances. Actual results may differ from these estimates.
Revisions to accounting estimates are recognised in the period in which the estimate is revised and also in
future periods that are affected by the revision. Judgements and assumptions made by management in the
application of AAS's that have significant effects on the financial statements and estimates relate to:
- the fair value of land, buildings, infrastructure, plant and equipment (refer to Note 1 (m) )
- the determination of depreciation for buildings, infrastructure, plant and equipment (refer to Note 1 (n) )
- the determination of employee provisions (refer to Note 1 (t) )
Unless otherwise stated, all accounting policies are consistent with those applied in the prior year. Where
appropriate, comparative figures have been amended to accord with current presentation, and disclosure has
been made of any material changes to comparatives.
(b) Change in Accounting Policies
There have been no changes in accounting policies from the previous period.
(c) Principles of Consolidation
Council has considered the principles of AASB 10 Consolidated Financial Statements and have determined
that there are no entities controlled by Council.
Subsidiaries are all entities over which Council has control. Council controls an entity when it is exposed to, or
has rights to, variable returns from its involvement with the entity and has the ability to affect those returns
through its power to direct the activities of the entity. Subsidiaries are fully consolidated from the date on which
control is transferred to the Council. They are deconsolidated from the date that control ceases.
Where dissimilar accounting policies are adopted by entities and their effect is considered material,
adjustments are made to ensure consistent policies are adopted in these financial statements.
Page 6
Note 1 Significant Accounting Policies (cont.)

(d) Committees of Management
Council has one Committee of Management. The Council asset it controls is included in the accounts of the
Council. The revenues and expenses of the Committee is not significant, and has not been included in these
financial statements.
(e) Accounting for Investments in Associates and Joint Arrangements
Associates
Associates are all entities over which Council has significant influence but not control or joint control.
Investments in associates are accounted for using the equity method of accounting, after initially being
recognised at cost.
Joint Arrangements
Investments in joint arrangements are classified as either joint operations or joint ventures depending on the
contractual rights and obligations each investor has, rather than the legal structure of the joint arrangement.
(i) Joint Operations
Council recognises its direct right to the, and its share of jointly held assets, liabilities, revenues and expenses
of joint operations. These have been incorporated in the financial statements under the appropriate headings.
(ii) Joint Ventures
Interests in joint ventures are accounted for using the equity method. Under this method, the interests are
initially recognised in the consolidated balance sheet at cost and adjusted thereafter to recognise Councils
share of the post-acquisition profits or losses and movements in other comprehensive income in profit or loss
and other comprehensive income respectively.
(f) Revenue Recognition
Income is recognised when the Council obtains control of the contribution or the right to receive the
contribution, it is probable that the economic benefits comprising the contribution will flow to the Council and
the amount of the contribution can be measured reliably.
Rates and Charges
Annual rates and charges are recognised as revenues when Council issues annual rates notices.
Supplementary rates are recognised when a valuation and reassessment is completed and a supplementary
rates notice issued.
Statutory fees and fines (including parking fees and fines) are recognised as revenue when the service has
been provided, the payment is received, or when the penalty has been applied, whichever first occurs.
User Fees
User fees are recognised as revenue when the service has been provided or the payment is received,
whichever first occurs.
Page 7

Grants
Grant income is recognised when Council obtains control of the contribution. This is normally obtained upon
their receipt (or acquittal) or upon earlier notification that a grant has been secured, and are valued at their fair
value at the date of transfer.
Where grants or contributions recognised as revenues during the financial year were obtained on condition
that they be expended in a particular manner or used over a particular period and those conditions were
undischarged at balance date, the unused grant or contribution is disclosed in Note 9. The note also discloses
the amount of unused grant or contribution from prior years that was expended on Councils operations during
the current year.
Contributions
Monetary and non monetary contributions are recognised as revenue when Council obtains control over the
contributed asset.
Sale of property, infrastructure, plant and equipment
The profit or loss on sale of an asset is determined when control of the asset has irrevocably passed to the
buyer.
Interest
Interest is recognised as it is earned.
Dividends
Dividend revenue is recognised when the Council's right to receive payment is established.
Other Income
Other income is measured at the fair value of the consideration received or receivable and is recognised when
Council gains control over the right to receive the income.
(g)
Fair Value Measurement
Council measures certain assets and liabilities at fair value where required or permitted by Australian
Accounting Standards. AASB 13 Fair value measurement, aims to improve consistency and reduce complexity
by providing a definition of fair value and a single source of fair value measurement and disclosure
requirements for use across Australian Accounting Standards.
AASB 13 defines fair value as the price that would be received to sell an asset or paid to transfer a liability in
an orderly transaction between market participants at the measurement date. Fair value under AASB 13 is an
exit price regardless of whether that price is directly observable or estimated using another valuation
technique.
All assets and liabilities for which fair value is measured or disclosed in the financial statements are
categorised within a fair value hierarchy, described as follows, based on the lowest level input that is significant
to the fair value measurement as a whole:
Level 1 Quoted (unadjusted) market prices in active markets for identical assets or liabilities
Level 2 Valuation techniques for which the lowest level input that is significant to the fair value
measurement is directly or indirectly observable; and
Level 3 Valuation techniques for which the lowest level input that is significant to the fair value
measurement is unobservable.
For the purpose of fair value disclosures, Council has determined classes of assets and liabilities on the basis
of the nature, characteristics and risks of the asset or liability and the level of the fair value hierarchy as
explained above.
Page 8

In addition, Council determines whether transfers have occurred between levels in the hierarchy by re-assessing
categorisation (based on the lowest level input that is significant to the fair value measurement as a whole) at the
end of each reporting period.
(h) Cash and Cash Equivalents
Cash and cash equivalents include cash on hand, deposits at call, and other highly liquid investments with
original maturities of 90 days or less, net of outstanding bank overdrafts.
(i) Trade and Other Receivables
Receivables are carried at amortised cost using the effective interest rate method. A provision for doubtful debts
is recognised when there is objective evidence that an impairment has occurred.
(j) Other Financial Assets
Other financial assets are valued at fair value, being market value, at balance date. Term deposits are measured
at amortised cost. Any unrealised gains and losses on holdings at balance date are recognised as either a
revenue or expense.
(k) Inventories
Inventories held for distribution are measured at cost adjusted when applicable for any loss of service potential.
Inventories are measured at the lower of cost and net realisable value.
All other inventories, including land held for sale, are measured at the lower of cost and net realisable value.
Where Inventories are acquired for no cost or nominal consideration, they are measured at current replacement
cost at the date of acquisition.
(l) Non-current Assets Classified as Held for Sale
A non-current asset classified as held for sale (including disposal groups) is measured at the lower of its carrying
amount and fair value less costs to sell, and are not subject to depreciation. Non-current assets, disposal groups
and related liabilities and assets are treated as current and classified as held for sale if their carrying amount will
be recovered through a sale transaction rather than through continuing use. This condition is regarded as met
only when the sale is highly probable and the asset's sale (or disposal group sale) is expected to be completed
within 12 months from the date of classification.
(m) Recognition and Measurement of Property, Plant and Equipment, Infrastructure, Intangibles
Acquisition
The purchase method of accounting is used for all acquisitions of assets, being the fair value of assets provided
as consideration at the date of acquisition plus any incidental costs attributable to the acquisition. Fair value is
the amount for which the asset could be exchanged between knowledgeable willing parties in an arm's length
transaction.
Where assets are constructed by Council, cost includes all materials used in construction, direct labour,
borrowing costs incurred during construction, and an appropriate share of directly attributable variable and fixed
overheads.
In accordance with Council's policy, the threshold limits detailed in Note 1(n) have applied when recognising
assets within an applicable asset class and unless otherwise stated are consistent with the prior year.
Page 9

Revaluation
Subsequent to the initial recognition of assets, non-current physical assets, other than plant and equipment,
are measured at their fair value, being the amount for which the assets could be exchanged between
Subsequent to the initial recognition of assets, non-current physical assets, other than plant and equipment,
are measured at their fair value, being the price that would be received to sell an asset or paid to transfer a
liability in an orderly transaction between market participants at the measurement date. At balance date, the
Council reviewed the carrying value of the individual classes of assets measured at fair value to ensure that
each asset materially approximated its fair value. Where the carrying value materially differed from the fair
value at balance date, the class of asset was revalued.
Fair value valuations are determined in accordance with a valuation hierarchy. Changes to the valuation
hierarchy will only occur if an external change in the restrictions or limitations of use on an asset result in
changes to the permissible or practical highest and best use of the asset. Further details regarding the fair
value hierarchy are disclosed at Note 19, Property, Infrastructure, Plant and Equipment.
In addition, Council undertakes a formal revaluation of land, buildings, and infrastructure assets on a regular
basis ranging from 1 to 5 years. The valuation is performed either by experienced council officers or
independent experts.
Where the assets are revalued, the revaluation increments are credited directly to the asset revaluation
reserve except to the extent that an increment reverses a prior year decrement for that class of asset that had
been recognised as an expense in which case the increment is recognised as revenue up to the amount of the
expense. Revaluation decrements are recognised as an expense except where prior increments are included
in the asset revaluation reserve for that class of asset in which case the decrement is taken to the reserve to
the extent of the remaining increments. Within the same class of assets, revaluation increments and
decrements within the year are offset.
Land Under Roads
Land under Roads acquired after 30 June 2008 is brought to account using the fair value basis. Council does
not recognise land under roads that it controlled prior to that period in it's financial statements. Council
recognises land under roads at fair value.
(n) Depreciation and Amortisation of Property, Infrastructure, Plant and Equipment and Intangibles
Buildings, land improvements, plant and equipment, infrastructure, and other assets having limited useful
lives are systematically depreciated over their useful lives to the Council in a manner which reflects
consumption of the service potential embodied in those assets. Estimates of remaining useful lives and
residual values are made on a regular basis with major asset classes reassessed annually. Depreciation rates
Where assets have separate identifiable components that are subject to regular replacement, these
components are assigned distinct useful lives and residual values and a separate depreciation rate is
determined for each component.
Road earthworks are not depreciated on the basis that they are assessed as not having a limited useful life.
Straight line depreciation is charged based on the residual useful life as determined each year.
Depreciation periods used are listed below and are consistent with the prior year unless otherwise stated.
10
Page 10

Asset Recognition Thresholds and Deprecation Periods
Property
land
land improvements
Buildings
heritage buildings
buildings
Plant and Equipment
plant and equipment
office equipment, furniture and fittings
Infrastructure
sealed roads
unsealed roads
pathways
bridges
drainage
public furniture and fittings
fountains, statues and monuments
Deprecation
Period
Threshold
Limit
$000
n/a
10-80 years
$0
$5
80-125 years
80-125 years
$10-$20
$10-$20
1-20 years
1-20 years
$1
$1
2-100 years
15-100 years
25-50 years
100 years
100 years
8-25 years
80-100 years
$5-$20
$5-$10
$5
$10-$20
$5-$20
$2-$5
$5
(o) Repairs and Maintenance

Routine maintenance, repair costs, and minor renewal costs are expensed as incurred. Where the repair
relates to the replacement of a component of an asset and the cost exceeds the capitalisation threshold the
cost is capitalised and depreciated. The carrying value of the replaced asset is expensed.
(p)
Investment Property
Investment property may be held to generate long-term rental yields. Investment property is measured initially
at cost, including transaction costs. Costs incurred subsequent to initial acquisition are capitalised when it is
probable that future economic benefit in excess of the originally assessed performance of the asset will flow to
the Council. Subsequent to initial recognition at cost, investment property is carried at fair value, determined
annually by independent valuers. Changes to fair value are recorded in the comprehensive income statement
in the period that they arise. Rental income from the leasing of investment properties is recognised in the
comprehensive income statement on a straight line basis over the lease term.
(q)
Impairment of Assets
At each reporting date, the Council reviews the carrying value of its assets to determine whether there is any
indication that these assets have been impaired. If such an indication exists, the recoverable amount of the
asset, being the higher of the asset's fair value less costs to sell and value in use, is compared to the assets
carrying value. Any excess of the assets carrying value over its recoverable amount is expensed to the
comprehensive income statement, unless the asset is carried at the revalued amount in which case, the
impairment loss is recognised directly against the revaluation surplus in respect of the same class of asset to
the extent that the impairment loss does not exceed the amount in the revaluation surplus for that same class
of asset.
Page 11 11

(r)
Amounts received as deposits and retention amounts controlled by Council are recognised as trust funds until
they are returned, transferred in accordance with the purpose of the receipt, or forfeited (refer to Note 23).
(s)
Borrowings
Borrowings are initially measured at fair value, being the cost of the interest bearing liabilities, net of
transaction costs. The measurement basis subsequent to initial recognition depends on whether the Council
has categorised its interest-bearing liabilities as either financial liabilities designated at fair value through the
profit and loss, or financial liabilities at amortised cost. Any difference between the initial recognised amount
and the redemption value is recognised in net result over the period of the borrowing using the effective
interest method.
The classification depends on the nature and purpose of the interest bearing liabilities. The Council determines
the classification of its interest bearing liabilities at initial recognition.
Borrowing Costs
Borrowing costs are recognised as an expense in the period in which they are incurred, except where they are
capitalised as part of a qualifying asset constructed by Council. Except where specific borrowings are
obtained for the purpose of specific asset acquisition, the weighted average interest rate applicable to
borrowings at balance date, excluding borrowings associated with superannuation, is used to determine the
borrowing costs to be capitalised.
Borrowing costs include interest on bank overdrafts, interest on borrowings, and finance lease charges.
(t) Employee Costs and Benefits
The calculation of employee costs and benefits includes all relevant on-costs and are calculated as follows at
reporting date.
Wages and Salaries and Annual Leave
Liabilities for wages and salaries, including non-monetary benefits, annual leave and accumulated sick leave
expected to be wholly settled within 12 months of the reporting date are recognised in the provision for
employee benefits in respect of employee services up to the reporting date, classified as current liabilities and
measured at their nominal values.
Liabilities that are not expected to be wholly settled within 12 months of the reporting date are recognised in
the provision for employee benefits as current liabilities, measured at present value of the amounts expected
to be paid when the liabilities are settled using the remuneration rate expected to apply at the time of
settlement.
Long Service Leave
Liability for long service leave (LSL) is recognised in the provision for employee benefits.
Current Liability - unconditional LSL is disclosed as a current liability even when the council does not expect to
settle the liability within 12 months because it will not have the unconditional right to defer settlement of the
entitlement should an employee take leave within 12 months.
The components of this current liability are measured at :
- present value - component that is not expected to be wholly settled within 12 months.
- nominal value - component that is expected to be wholly settled within 12 months.
12
Page 12

Classification of Employee Costs
Non-current liability - conditional LSL that has been accrued, where an employee is yet to reach a qualifying
term of employment, is disclosed as a non - current liability. There is an unconditional right to defer settlement
of the entitlement until the employee has completed the requisite years of service.
This non-current LSL liability is measured at present value.
Termination Benefits
Termination benefits are payable when employment is terminated before the normal retirement date, or when
an employee accepts voluntary redundancy in exchange for these benefits. The Council recognises
termination benefits when it is demonstratably committed to either terminating the employment of current
employees according to a detailed formal plan without possibility of withdrawal or providing termination
benefits as a result of an offer made to encourage voluntary redundancy. Benefits falling due more than 12
months after balance date are discounted to present value.
Employee Benefits On-Costs
Employee benefits on-costs (payroll tax, workers compensation, superannuation, annual leave and long
service leave accrued while on LSL taken in service) are recognised separately from provision for employee
benefits.
Superannuation
The amount charged to the Comprehensive Income Statement in respect of superannuation represents
contributions made or due by the Corporation to the relevant superannuation plans in respect to the services of
the Corporations staff (both past and present). Superannuation contributions are made to the plans based on
the relevant rules of each plan and any relevant compulsory superannuation requirements that the Corporation
is required to comply with.
Sick Leave / Service Recognition
Some employees benefit from a service recognition scheme which enables payment of a proportion of unused
sick leave upon termination. The payment commences after 5 years of service with the percentage payment
ranging from 10% of unused sick leave to 40% after 20 years of service.
The dollar value of the Service Recognition entitlements has been frozen as at 4 January 1996. Adjustments
will be made annually in accordance with the Consumer Price Index for the preceding 12 months and paid to
each relevant employee on termination.
Provision is also made for some employees entitled to payment of a portion of unused sick leave, pursuant to
some employment contracts, on leaving the Council's employ.
At balance date, the liability is measured at the present value of estimated future cash flows to be made for the
entitlement. All sick leave/service recognition liability is disclosed as current.
(u) Landfill Rehabilitation Provision
Council is obligated to restore the Eaglehawk Landfill site to a particular standard. The forecast life of the site
is based on current estimates of remaining capacity and the forecast rate of infill. The provision for landfill
restoration has been calculated based on the present value of the expected cost of works to be undertaken.
The expected cost of works has been estimated based on current understanding of work required to reinstate
the site to a suitable standard. Accordingly, the estimation of the provision required is dependent on the
accuracy of the forecast timing of the work, work required and related costs.
Page 13 13

(v) Leases
Operating Leases
Lease payments for operating leases are required by the accounting standard to be recognised on a straight
line basis, rather than expensed in the years in which they are incurred.
(w) Goods and Services Tax (GST)
Revenues, expenses and assets are recognised net of the amount of GST, except where the amount of GST
incurred is not recoverable from the Australian Tax Office. In these circumstances the GST is recognised as
part of the cost of acquisition of the asset or as part of an item of the expense. Receivables and payables in
the balance sheet are shown inclusive of GST.
Cash flows are presented in the Statement of Cash flows on a gross basis, except for the GST component of
investing and financing activities, which are disclosed as operating cash flows.
(x) Financial Guarantees
Financial guarantee contracts are not recognised as a liability in the balance sheet unless the lender has
exercised their right to call on the guarantee or Council has other reasons to believe that it is probably that that
right will be exercised. Details of guarantees that Council has provided, that are not recognised in the balance
sheet are disclosed at Note 32 Contingent Liabilities.
(y) Contingent Assets and Contingent Liabilities and Commitments
Contingent assets and contingent liabilities are not recognised in the Balance Sheet, but are disclosed by way
of a note and, if quantifiable, are measured at nominal value. Contingent assets and liabilities are presented
inclusive of GST receivable or payable respectively.
Commitments are not recognised in the Balance Sheet. Commitments are disclosed at their nominal value by
way of note and presented inclusive of the GST payable.
(z) Pending Accounting Standards
Certain new AAS's have been issued that are not mandatory for the 30 June 2016 reporting period. Council
has assessed these pending standards and has identified that no material impact will flow from the application
of these standards in future reporting periods.
(aa) Rounding
Unless otherwise stated, amounts in the financial report have been rounded to the nearest thousand dollars.
Figures in the financial statement may not equate due to rounding.
(ab) Water Rights
Water Rights are recorded at fair value. These are tradeable rights which were initially issued by the Local
Water Authority, and can be traded to and from third parties. Australian Accounting Standards allow for these
rights to be valued at market value.
14
Page 14
Note 2 Budget Comparisons

The budget comparison notes compare Councils financial plan, expressed through its annual budget, with actual
performance. The Local Government (Planning and Reporting) Regulations 2014 requires explanation of any material
variances. Council has adopted a materiality threshold. Explanations are provided if the variance is greater than 10
percent and a minimum of $500,000 where further explanation is warranted. Explanations have not been provided for
variations below the materiality threshold unless the variance is considered to be material because of its nature.
The budget figures detailed below are those adopted by Council on 24th June 2015. The Budget was based on
assumptions that were relevant at the time of adoption of the Budget. Council sets guidelines and parameters for
revenue and expense targets in this budget in order to meet Councils planning and financial performance targets for
both the short and long-term. The budget did not reflect any changes to equity resulting from asset revaluations, as their
impacts were not considered predictable.
These notes are prepared to meet the requirements of the Local Government Act 1989 and the Local Government
(Planning and Reporting) Regulations 2014.
(a) Income and Expenditure
Income
Rates and Charges
User Charges, Fees and Fines
Contributions - Cash
Contributions - Non Monetary
Government Grants - Operating
Government Grants - Capital
Interest on Investments
Other Income
Net Gain / (Loss) on Disposal of Property, Plant and
Equipment, Infrastructure
Share of Net Profits / (Losses) of Associates
Total Income
Expenses
Employee Costs
Borrowing Costs
Depreciation and Amortisation
Bad and Doubtful Debts
Other Expenses
Total Expenses
Budget
2016
Actual
2016
$'000
$'000
99,421
3,888
22,963
7,336
11,391
25,255
14,171
1,534
1,349
99,744
3,818
25,519
7,523
18,786
19,342
32,130
1,872
1,735
323
(70)
2,556
187
7,395
(5,913)
17,959
338
386
0%
-2%
11%
3%
65%
-23%
127%
22%
29%
(3,000)
(113)
(8,981)
90
(5,981)
203
199%
-100%
Variance
17,383
Ref
184,195
201,578
56,938
65,309
1,735
29,743
130
-
56,910
68,408
1,716
30,149
293
2,610
(28)
3,099
(19)
406
163
2,610
153,855
160,086
6,231
4%
30,340
41,492
11,152
37%
1
2
3
4
9%
0%
5%
-1%
1%
125%
100%
Page 15 15
Note 2 Budget Comparisons (cont.)
(a) Income and Expenditure (cont.)
(i) Explanation of Material Variations

1. User Charges, Fees and Fines
Council experienced higher levels of activity at Ulumbarra Theatre and the Bendigo Art Gallery during the year.
The Art Gallery experienced higher than expected ticket sales for the Marilyn Monroe exhibition, $2.75M. The
Ulumbarra Theatre experienced higher than budgeted, hire fees/ticket sales through venue events during the
year $1M.
2. Contributions - Non-Monetary
Council's Non-Monetary assets budget is based on an assessment of the prior year actual contributions
received. Council received higher than budgeted Contributed Non-Monetary Assets. Council was gifted $9M of
road/footpaths/bridge assets and $4M of drainage assets from subdivision developments. Council also
identified a further $1.4M of assets, including $962K of carpark assets as a a result of an internal review of this
sub class of asset.
3. Government Grants - Operating
The variance of actual to budget is due to the Victorian Grants Commission paying $5.8M of the 2015/16
grant, late in the 2014/15 financial year. The payment was made after the 2015/16 budget was adopted. The
actual amount received balances to budget when combining the two financial years.
4. Government Grants - Capital
Capital Grants is higher than budget by $17.9M. This is due to the timing of funding provided by State
Government departments. Unbudgeted grant payments were received for projects that are to be undertaken in
the 2016/17 financial year. Unbudgeted amounts received included $9M for the Indoor Aquatic and Wellbeing
Centre, $2M for the Bendigo Stadium expansion, $1.5M Airport runway project, $2M Roads to Recovery
funding and $2.9M for Road and Bridge works. The Council also received an unbudgeted amount for $2.5M
the finalisation of the Ulumbarra Theatre project.
5. Net Gain / (Loss) on Disposal of Property, Plant and Equipment, Infrastructure
Asset writes off/disposals are over budget mostly due to $2.4M of buildings disposed of, including $1.4M for
the Indoor Aquatic and Wellbeing Centre, Bridges $1M as Weeroona Avenue was taken over by VicRoads,
$3M for roads to replace with new roads and $1M for the disposal of old landfill assets at capacity.
6. Other Expenses
Other expenses is represented by an expense relating to the accounting treatment of the provision recognised
for the Eaglehawk Landfill. The unbudgeted expense of $2.6M is an expense to recognise future rehabilitation
and aftercare costs. This amount was not known when the budget was prepared.
16
Page 16

(b) Capital Works
Property
Buildings
Total Property
Budget
2016
Actual
2016
$'000
$'000
Variance
15,659
15,659
8,482
8,482
(7,177)
(7,177)
-46%
-46%
3,998
618
4,616
3,850
511
4,361
(148)
(107)
(255)
-4%
-17%
-6%
Infrastructure
Artwork
Fountains Statues and Monuments
Bridges
Sealed Roads
Land Improvements
Unsealed Roads
Pathways
Drainage
1,145
18,135
4,186
2,500
2,395
3,363
3,740
76
61
1,163
13,012
4,047
2,051
2,861
4,796
3,131
76
61
18
(5,123)
(139)
(449)
466
1,433
(609)
100%
100%
2%
-28%
-3%
-18%
19%
43%
-16%
Total Capital Infrastructure
35,464
31,198
(4,266)
-12%
55,739
44,041
(11,698)
-21%
Represented by:
New Assets
Renewal
Upgrade
Expansion
20,509
22,878
4,077
8,275
10,091
23,241
2,017
8,692
(10,418)
363
(2,060)
417
-51%
2%
-51%
100%
55,739
44,041
(11,698)
-21%
Plant and Equipment

Plant, Machinery and Equipment
Total Plant & Equipment
Ref
8
9
10
11
12
12
12
12
Page 17 17

(b) Capital Works (cont.)
(i) Explanation of Material Variations
7. Buildings
Underspend on Buildings is due to the commencement of works being delayed on a number of large
construction projects budgeted for during the 2015/16 financial year. Only $1M of the budgeted $3M was spent
for the first phase of the new Indoor Aquatic and Wellbeing Centre. The expansion to the Bendigo Stadium has
also been delayed with only $3.25M of the $5.75M budget being spent. The balance of these projects will be
carried forward into the 2016/17 financial year to finalise the projects. A number of other projects that were not
completed during the year will require expenditure carried forward into the 2016/17 financial year. Projects
include Canterbury Park Pavilion $1.22M, Barrack Reserve upgrade $600K, Spring Gully Soccer Pavilion
$350K and the Harry Trott Oval Club Rooms $90K.
8. Sealed Roads
The Sealed Roads budget included the redevelopment of the Bendigo Airport Runway project $6.85M. The
actual expenditure for the project is allocated to Land Improvements. After adjusting the Sealed Road budget
for the misallocation, the variance between actual and budget would be a $1.7M over spend in Sealed Roads.
This over spend is largely due to $1.8M being spent on black spot funding projects which were unknown at the
time the budget was set.
9. Land Improvements
Although Land Improvements has a favourable variance of 3%, an explanation is required after considering
the commentary provided at Ref. 8, above. If the misallocation of the budget was reallocated from Sealed
Roads for the Bendigo Airport Runway project totalling $6.85M, the variance would then be unfavourable by
63%. Actual expenditure for the Bendigo Airport Runway project totalled $3.4M this is a $3.45M underspend
compared to budget. The favourable variance will be required to be carried forward to 2016/17 to complete the
project. Other projects contributing to the underspend include The Botanical Gardens Masterplan which had an
overall budget of $1.45M of which only $260K was spent due to the commencement of this project being
delayed. Other projects that were not fully expended include the Landfill Rehabilitation project $325K,
resurfacing of Elmore and Strathdale courts $270K and the design phase of a new Waste Transfer Station
$150K. There were also several projects that were budgeted for in the Land Improvements asset class
however they have been costed to the WIP accounts of other asset classes. Projects include the Bendigo
Airport water treatment of $700K and $257K for the Kennington Netball/Tennis Courts resurfacing.
10. Drainage
Council completed a number of drainage construction projects during the year for new development areas at a
cost of $800K. This expenditure was not budgeted for due to the costs being unforeseeable at the time the
budget was set. These projects are fully funded through the Drainage Reserve. There was also a number of
other projects contributing to the unfavourable variance including Osborne St Drainage $197K, Ulumbarra
Streetscape Works $161K, Canterbury Park Development $206K, Darling St Eaglehawk $222K, Havilah Road
$77K, Strathdale Crescent $61K and Olympic Parade $60K. This overspend was offset by drainage works not
completed at Retreat Road which requires $320K to be carried forward to the 2016/17 financial to be
completed.
11. Public Furniture and Fittings
The underspend is due to the delay in the purchase of bins for the new organic waste collection service to
begin in September 2016. Of the $1.77M budget only $880K was spent. The remaining balance will be spent if
the first quarter of the 2016/17 financial year.
12. Renewal/New/Asset Expansion Upgrade
The variance between budget and actual for both New Assets and Expansion/Upgrade is a result from the
variances in both the Buildings and Sealed Road asset classes as detailed above. Projects with an
underspend and their % split between New and Upgrade are; The Bendigo Stadium (50% new, 50%
upgrade/expansion), Indoor Aquatic and Wellbeing Centre (100% new), Canterbury Park Pavilion (50% new,
50% upgrade/expansion), Barrack Reserve Upgrade (100% upgrade/expansion) and the Bendigo Airport
Runway (100% new).
18
Page 18
Note 3 Rates and Charges

The Council declares rates on the Capital Improved Value (CIV) of all rateable
property within the municipal district. The CIV is the value of the land and all
it's improvements.
2016
2015
$'000
$'000
The valuation base used to calculate general rates for 2015/16 was
$18,594,370,000 (2014/15 $18,187,822,000). The 2015/16 rate in the CIV
dollar was 0.004113 (2014/15, 0.003927).
General Rates
Supplementary Rates and Rate Adjustments
Garbage Charge
Recyclable Garbage Charge
Total Rates and Charges
85,034
1,779
9,789
3,142
99,744
79,271
1,979
9,433
2,928
93,611
The date of the last general valuation of land for rating purposes was 1 January 2014 and the valuation first
applied to the rating period commencing 1 July 2014.
The date of the next general valuation of land for rating purposes within the municipal district is 1 January
2016 and the valuation will be first applied in the rating year commencing 1 July 2016.
Note 4 Statutory Fees and Fines

Building and Planning
Parking
Regulatory Service
Fines
Other Fees and Charges
Total Statutory Fees and Fines
2016
2015
$'000
$'000
1,433
226
95
1,318
746
3,818
1,569
272
120
1,251
672
3,884
Page 19 19
Note 5 User Fees and Charges

Fees and Charges:
Children's Services
Parking
Aged Services
Waste Disposal
Saleyard Yarding
Regulatory Service
Recreation
Ticket Income
Sales Income
Other Fees and Charges
Total User Fees and Charges
Note 6 Contributions
Contributions
Cash
2016
2015
$'000
$'000
3,856
3,268
679
6,000
1,106
1,074
357
5,238
960
2,981
25,519
4,041
3,105
759
5,715
1,193
1,085
279
2,593
777
2,580
22,127
2016
2015
$'000
$'000
7,523
9,550
Non-Monetary - Developer Assets

Non-Monetary - Found Assets
Non Monetary - Donated Assets
Total Non-Monetary Contributions
Total Contributions
17,019
1,691
76
18,786
26,309
11,971
3,672
315
15,958
25,508
Contributions of non monetary assets were received and brought to account in

relation to the following asset classes.
Artworks
Land
Land Improvements
Public Furniture & Fittings
Sealed Roads
Unsealed Roads
Pathways
Bridges
Buildings
Drainage
Total Non-Monetary Contibrutions
76
3,902
7,896
57
2,504
73
4,278
18,786
315
2,172
378
281
4,813
13
1,535
297
2,203
3,951
15,958
Note 7 Net Gain/(Loss) on Disposal of Property, Infrastructure, Plant and Equipment

Proceeds of Sale
Written Down Value of Assets Disposed
Total Net Gain/(Loss) on Disposal of Property, Infrastructure, Plant and
Equipment
20
2016
2015
$'000
$'000
1,103
(10,084)
(8,981)
2,774
(14,702)
(11,928)
Page 20
Note 8 Grants
Grants were received in respect of the following:
Summary of Grants
Commonwealth Funded Grants
State Funded Grants
Total
Operating Grants
Recurrent - Commonwealth Government
Victorian Grants Commission - Unallocated
Victorian Grants Commission - Local Roads
Aged Services
Health Services - Immunisation
Recurrent - State Government
Aged
Youth
Health Services - Immunisation
Tourism / Events Projects
School Crossing Supervisors
Maternal and Child Health
Family and Children
Rural Access Initiative
Healthy Communities
Arts & Culture
Environment
Recreation
Community Safety
Emergency Management
Total Recurrent Operating Grants
Non Recurrent - Commonwealth Government
Arts and Culture
Infrastructure - Housing
Street lighting
Community Resilience
Non Recurrent - State Government
Aged
Arts & Culture
Community and Strategy Planning
Business Development
Cultural Diversity
Tourism / Events Projects
Transport
Youth
Total Non Recurrent Operating Grants
Total Operating Grants
Capital Grants
Recurrent - Commonwealth Government
Roads to Recovery
Total Recurrent Capital Grants
2016
2015
$'000
$'000
16,225
35,247
51,472
33,555
11,764
45,319
5,878
1,602
21
17,657
4,867
263
13
6,003
73
97
231
174
693
430
240
239
56
96
15,833
6,207
73
79
128
182
691
543
251
1,001
355
50
25
10
96
32,491
1,280
1,300
7
6,363
437
2,035
-
90
456
88
25
20
30
213
3,509
15
90
29
290
40
9,299
19,342
41,790
4,535
4,535
1,587
1,587
Page 21 21
Note 8 Grants (cont.)
2016
2015
$'000
$'000
Non Recurrent - Commonwealth Government

Heritage
Environment
Airport
Infrastructure - Bridges
Non Recurrent - State Government
Arts & Culture
Street lighting
Recreation
Infrastructure - Cycling
Heritage
Waste
Environment
Other
Airport
Family and Children
Infrastructure - Transport
Total Non Recurrent Capital Grants
1,300
(124)
19,207
17
440
227
4,297
129
500
27,595
215
750
50
380
92
59
160
16
1,942
Total Capital Grants
32,130
3,529
Total Grants
51,472
45,319
Unspent Grants received on condition that they be spent in a specific matter

Balance at start of year
Received during the financial year and remained unspent at balance date
Received in prior years and spent during the financial year
Balance at year end
8,740
18,975
(8,740)
18,975
10,033
8,740
(10,033)
8,740
76
36
1,200
290
Note 9 Other Income

Net Increase in Net Market Value of Forestry Plantation
Net Increase in Net Market Value of Water Rights
Property Rental
Reimbursements
Total Other Revenue
Note 10 (a) Employee Costs

Wages and Salaries
Annual, Sick and Long Service Leave
Superannuation
WorkCover
Fringe Benefit Tax
Note
20
21
2016
2015
$'000
$'000
1
32
1,520
182
1,735
2015
$'000
$'000
Less Amounts Capitalised

Total Employee Costs
56,910
3
1,429
439
1,871
2016
45,154
7,446
4,717
1,718
255
59,290
2,380
22
90
130
-
43,507
7,584
4,704
1,684
232
57,711
2,603
55,108
Page 22
Note 10 (b) Superannuation

Council made contributions to the following funds:
2016
2015
$'000
$'000
Defined Benefit Fund

Employer contributions to Local Authorities Superannuation Fund (Vision Super)
534
534
607
607
132
134
2,765
1,242
4,007
2,865
1,232
4,097
332
154
Employer contributions payable at reporting date.

Accumulation Funds
Employer contributions to Local Authorities Superannuation Fund (Vision Super)
Employer contributions - other funds
Employer contributions payable at reporting date.
Council makes the majority of its employer superannuation contributions in respect
of its employees to the Local Authorities Superannuation Fund (the Fund). This
Fund has two categories of membership, accumulation and defined benefit, each
of which is funded differently. Obligations for contributions to the Fund are
recognised as an expense in the Comprehensive Income Statement when they
are made due. Refer to Note 31 for further information relating to Council's
superannuation obligations.
Note 11 Contract Payments, Materials and Services

Contract Payments
Administration Expenses
Utility Expenses
Materials, Concrete Products and Hardware
Maintenance and Consumables
Plant and Equipment Operating Expenses
Contributions and Donations
Insurance
2016
2015
$'000
$'000
Less Amounts Capitalised
30,413
9,382
5,246
9,406
8,738
7,465
2,080
1,536
74,266
5,858
Total Contract Payments, Materials and Services
68,408
50,326
7,405
5,057
9,029
9,406
5,742
2,326
1,698
90,989
4,878
86,111
Page 23 23
Note 12 Depreciation
Land Improvements
Buildings
Plant and Equipment
Sealed Roads
Unsealed Roads
Pathways
Bridges
Drainage
Fountains, Statues and Monuments
Landfill
Total Depreciation
Refer to Note 19 for a more detailed breakdown of depreciation charges.
Note 13 Other Item of Expense

Discount Rate Movement of Landfill Provision
Landfill Rehabilitation Aftercare
Total Other Expenses
24
Note
24
24
2016
2015
$'000
$'000
2016
2015
$'000
$'000
2,067
3,890
2,384
672
10,865
1,865
2,884
775
2,492
1,215
100
940
30,149
498
2,112
2,610
1,983
3,790
2,149
641
10,633
2,089
2,345
749
2,343
1,583
99
100
28,504
312
312
Page 24
Note 14 Investments in Associates

Investments in Associates accounted for under the equity method are:
North Central Goldfields Regional Library Corporation (refer note 1 (e))
2016
2015
$'000
$'000
The Council is a member of the North Central Goldfields Regional Library

Corporation. The Council has a 61.32% share of the net assets (61.48%
2015). At 30 June 2016 Council's equity in the corporation was $4,119,759 (30
June 2015 $4,030,131).
Councils Share of Accumulated Surplus/(Deficit) and Contributed Capital
Councils share at the beginning of the year
% share of equity adjustment
Share of reported surplus / (deficit)
Transfers to (from) reserves
Councils share at end of the year
3,401
(8)
100
(99)
3,394
3,561
(4)
99
(255)
3,401
629
(2)
99
726
378
(4)
255
629
4,030
(10)
100
4,120
3,939
(8)
99
4,030
313
-
Councils Share of Reserves

Councils share at the beginning of the year
Transfers to (from) reserves
Councils share at end of the year
Movement in Carrying Value
Carrying value at beginning of the year
Share of reported surplus / (deficit)
Carrying value at end of the year
Councils Share of Commitments
Operating commitments
Capital commitments
18
Page 25 25
Note 15 Cash and Cash Equivalents

Current
Cash on Hand
Cash at Bank
Term Deposits
Total Cash and Cash Equivalents
Note
Restricted Funds
Councils cash and cash equivalents are subject to a number of
external restrictions that limit amounts available for discretionary or
future use. These include:
- Statutory Reserve funds allocated for specific future purposes
- Trust funds
- Discretionary Reserve funds allocated for specific future purposes
Total Restricted Funds
Total Unrestricted Cash and Cash Equivalents
Intended Allocations
Although not externally restricted the following amounts have been
allocated for specific future purposes by Council
- Discretionary Reserves excluding Unexpended Grant Reserve
- Cash held to fund carried forward capital works
- Future Capital Projects where unspent funding has been received
Total Funds Subject to Intended Allocations
Refer also to Note 17 for details of other financial assets held by Council.
Note 16 Trade and Other Receivables

Current
Rates Debtors
Footpath, Kerb and Channel Debtors
Loans to Community Organisations
Loans for Heritage Restoration Works
GST Receivable
General Debtors - Grants
General Debtors - Other
Allowance for Doubtful Debts - General Debtors
Infringement Debtors
Allowance for Doubtful Debts - Infringements
Total Current
Non-Current
Footpath, Kerb and Channel Debtors
Loans for Heritage Restoration Works
Loans to Community Organisations
Total Non-Current
Total Trade and Other Receivables
26
27
23
29
2016
2015
$'000
$'000
30
10,584
54,501
65,115
27
14,313
42,567
56,907
6,379
3,151
18,975
28,505
5,207
2,807
8,740
16,754
36,610
40,153
14,962
7,800
650
23,412
11,909
3,976
650
16,535
2016
2015
$'000
$'000
1,274
2
69
46
1,226
12,525
2,126
(15)
2,569
(95)
19,727
1,333
3
60
53
1,665
941
3,044
(54)
2,526
(95)
9,476
1
46
37
84
1
89
60
150
19,811
9,626
Page 26
Note 16 Trade and Other Receivables (cont.)

a) Ageing of Receivables
At balance date other debtors representing financial assets were past due but
not impaired. These amounts relate to a number of independent customers for
whom there is no recent history of default. The ageing of the Council's trade &
other receivables (excluding statutory receivables) was:
Current (not yet due)
Past due by up to 30 days
Past due between 31 and 180 days
Past due by more than 1 year
Total Trade & Other Receivables
2016
2015
$'000
$'000
11,945
2,112
348
72
360
14,837
b) Movement in Provisions for Doubtful Debts

Balance at the beginning of the year
New Provisions recognised during the year
Amounts already provided for and written off as uncollectible
Amounts provided for but recovered during the year
Balance at End of Year
2,178
867
263
538
150
3,996
149
(39)
110
274
25
(150)
149
110
110
10
139
149
c) Ageing of Individually Impaired Receivables

At balance date, other debtors representing financial assets with a nominal
value of $110,000 (2015: $149,000) were impaired. The amount of the
provision raised against these debtors was $110,000 (2015: $149,000). They
individually have been impaired as a result of their doubtful collection. Many of
the long outstanding past due amounts have been lodged with Council's debt
collectors or are on payment arrangements.
The ageing of receivables that have been individually determined as impaired
at reporting date was:
Past due by more than 1 year
Total Trade & Other Receivables
Note 17 Other Financial Assets

Term Deposits
Total Other Financial Assets
Note 18 Other Assets

Current
Accrued Income
Prepayments
Total Other Assets
2016
2015
$'000
$'000
34
34
6,000
6,000
2016
2015
$'000
$'000
1,141
1,133
2,274
392
1,046
1,438
Page 27 27
28
Buildings
Plant and Equipment
Infrastructure
Total
Summary of Work in Progress
Land
Buildings
Plant and Equipment
Infrastructure
Work in Progress
9,385
61
30,161
39,607
$'000
3,680
17
19,872
23,569
Additions
$'000
(120,022)
(20,470)
(401,659)
(542,151)
$'000
Opening WIP
206,610
344,434
108,615
1,198,203
28,209
1,886,071
$'000
(3,500)
(31,430)
(34,930)
$'000
Transfers
206,610
224,412
88,145
796,544
28,209
1,343,920
$'000
At Fair Value Accumulated

WDV
30 June 2016 Depreciation 30 June 2016
Summary of Property, Infrastructure, Plant and Equipment
Note 19 Property, Infrastructure, Plant and Equipment
$'000
(37)
(37)
Write Offs
9,565
78
18,566
28,209
$'000
Closing WIP
202,706
344,339
107,684
1,149,986
23,569
1,828,284
$'000
(118,403)
(19,535)
(382,989)
(520,927)
$'000
202,706
225,936
88,149
766,997
23,569
1,307,357
$'000
At Fair Value Accumulated

WDV
30 June 2015 Depreciation 30 June 2015
Page 28
At fair value 30 June 2016

Accumulated depreciation at 30 June 2016
Movements in accumulated depreciation

Depreciation and amortisation
Contributed Assets
Revaluation increments.decrements
Accumulated depreciation of disposals
Impairment losses recognised in operating
result
Transfers
Movements in fair value

Acquisition of assets at fair value
Contributed Assets
Revaluation increments/decrements
Fair value of assets disposed
result
Transfers
At fair value 1 July 2015

Accumulated depreciation at 1 July 2015
Land and Buildings
10,852
10,852
189,626
189,626
2,779
-
2,779
-
10,852
10,852
$'000
$'000
186,847
186,847
Land - Non
Specialised
Land Specialised
Note 19 Property, Infrastructure, Plant and Equipment (cont.)
6,132
6,132
1,125
1,125
-
5,007
5,007
$'000
123,225
(40,421)
82,804
(980)
206,610
206,610
(980)
-
824
824
122,401
(39,441)
82,960
$'000
Heritage
Buildings
3,904
3,904
-
202,706
202,706
$'000
Land Under
Roads
Total Land
212,384
(79,549)
132,835
(572)
(587)
(2,762)
2,747
4,495
(639)
(5,134)
213,023
(78,962)
134,061
$'000
8,825
(52)
8,773
96
(52)
(148)
-
(90)
(90)
8,915
8,915
$'000
Buildings - Buildings - Non

Specialised
Specialised
344,434
(120,022)
224,412
(476)
(1,619)
(3,890)
2,747
5,319
95
(5,224)
344,339
(118,403)
225,936
$'000
Total
Buildings
9,565
9,565
(3,500)
5,885
9,385
-
3,680
3,680
$'000
Work in
Progress
Page 29
560,609
(120,022)
440,587
(476)
(1,619)
(3,890)
2,747
1,819
9,884
9,385
3,904
(5,224)
550,725
(118,403)
432,322
$'000
Total
Property
30


result
Transfers

Donated Assets
result
Transfers

Plant and Equipment

$'000
(3)
(144)
8,321
(5,557)
2,764
27,795
(11,115)
16,680
3
(691)
19
(4)
(672)
531
511
(534)
(2,384)
1,690
(19)
859
3,850
(2,972)
8,325
(5,413)
2,912
$'000
Plant and
Equipment
26,936
(10,424)
16,512
Office
Equipment,
Furniture &
Fittings
76
62,783
62,783
76
62,707
62,707
$'000
Artworks
9,716
(3,798)
5,918
(100)
(100)
-
9,716
(3,698)
6,018
$'000
Statues and
Monuments
$'000
17
17
78
78
61
61
-
Work in Progress
108,693
(20,470)
88,223
(935)
(3,156)
2,221
992
4,422
76
(3,506)
107,701
(19,535)
88,166
$'000
Total
Page 30


Found Assets
Contributed Assets
result
Transfers

Found Assets
Contributed Assets
result
Transfers

Infrastructure
(1,865)
(9)
3,485
1,004
2,615
46,834
(15,165)
31,669
(10,865)
(757)
(5,624)
3,871
(13,375)
597,828
(210,752)
387,076
2,011
1,503
13,336
29,101
45,331
(17,780)
27,551
568,727
(197,377)
371,350
37
29
1,467
(2,041)
$'000
$'000
1,954
6,700
13,321
(6,210)
Unsealed
Roads
Sealed
Roads
73
76,633
(32,336)
44,297
(943)
(775)
(1,066)
898
325
(750)
837
(1,985)
77,383
(31,393)
45,990
$'000
Bridges &
Major
culverts
123,633
(40,575)
83,058
(1,116)
(2,884)
(32)
1,565
235
3,831
7,033
216
2,320
1,070
(404)
116,600
(39,459)
77,141
$'000
Pathways
256,179
(60,648)
195,531
(2,836)
(2,492)
(64)
(10)
(453)
183
6,523
9,625
274
4,078
(560)
(690)
246,554
(57,812)
188,742
$'000
Drainage
60,984
(29,448)
31,536
(1,767)
(2,067)
300
2,774
2,424
(350)
58,560
(27,681)
30,879
$'000
28,587
(11,795)
16,792
476
(645)
(1,215)
94
811
671
(140)
27,916
(11,150)
16,766
$'000
Land
Public Furniture
Improvements
& Fittings
7,525
(940)
6,585
(603)
(940)
337
(1,391)
(1,391)
8,916
(337)
8,579
$'000
Landfill
18,566
18,566
(31,430)
(1,306)
30,160
(36)
19,872
19,872
$'000
Work in
Progress
Page 31
1,216,769
(401,659)
815,110
476
(18,670)
(23,103)
(862)
(10)
(2,093)
6,922
(1,819)
46,910
30,160
2,554
13,127
16,135
(13,247)
1,169,859
(382,989)
786,870
$'000
Total
Infrastructure
Note 19 Property, Plant, Equipment and Infrastructure (cont.)

Valuation of Land, Heritage and Non Specialised Buildings
Valuation of land, heritage and non specialised buildings were undertaken by Mr James Collins, AAPI
Certified Practicing Valuer, Senior Valuer at the City of Greater Bendigo at 30 June 2015. The valuation of
these asset classes is at fair value, being market value based on highest and best use permitted by relevant
land planning provisions. Where land use is restricted through existing planning provisions the valuation is
reduced to reflect this limitation. This adjustment is an unobservable input in the valuation. The adjustment
has no impact on the comprehensive income statement.
Specialised land is valued at fair value using site values adjusted for englobo (undeveloped and/or
unserviced) characteristics, access rights and private interests of other parties and entitlements of
infrastructure assets and services. This adjustment is an unobservable input in the valuation. The
adjustment has no impact on the comprehensive income statement.
Any significant movements in the unobservable inputs for land and land under roads will have a significant
impact on the fair value of these assets.
Details of the Councils land and buildings and information about the fair value hierarchy as at 30 June 2016
are as follows:
Level 1
$'000
Land - Non Specialised

Land - Specialised
Land Under Roads
Buildings - Non Specialised
Buildings - Specialised
Level 2
Level 3
$'000
$'000
10,852
8,773
19,625
189,626
6,132
215,639
411,397
Valuation of Infrastructure and Specialised Buildings

Valuation of Council's infrastructure assets and specialised buildings has been determined in accordance
with an independent valuation undertaken by Mr Brett Martini, Certified Practicing Engineer.
The valuation is at fair value based on replacement cost less accumulated depreciation as at the date of
valuation.
Details of the Councils infrastructure and information about the fair value hierarchy as at 30 June 2016 are
as follows:
Sealed Roads
Unsealed Roads
Pathways
Bridges and Major Culverts
Drainage
Land Improvements
Landfill
32
Level 1
Level 2
$'000
$'000
Level 3
$'000
387,076
31,669
83,058
44,297
195,531
31,536
16,792
6,585
796,544
Page 32
Note 19 Property, Plant, Equipment and Infrastructure (cont.)

Description of Significant Unobservable Inputs into Level 3 Valuations
Specialised land and land under roads is valued using a market based direct comparison technique.
Significant unobservable inputs include the extent and impact of restriction of use and the market cost of
land per square metre. The extent and impact of restrictions on use varies and results in a reduction to
surrounding land values between 10% and 95%. The market value of land varies significantly depending on
the location of the land and the current market conditions. Currently land values range between $1 and
$800 per square metre.
Specialised buildings are valued using a depreciated replacement cost technique. Significant
unobservable inputs include the current replacement cost and remaining useful lives of buildings. Current
replacement cost is calculated on a square metre basis and ranges from $125 to $21,000 per square metre.
The remaining useful lives of buildings are determined on the basis of the current condition of buildings and
vary from 2 years to 120 years. Replacement cost is sensitive to changes in market conditions, with any
increase or decrease in cost flowing through to the valuation. Useful lives of buildings are sensitive to
changes in expectations or requirements that could either shorten or extend the useful lives of buildings.
Infrastructure assets are valued based on the depreciated replacement cost. Significant unobservable
inputs include the current replacement cost and remaining useful lives of infrastructure. The remaining
useful lives of infrastructure assets are determined on the basis of the current condition of the asset and
vary from 2 years to 100 years. Replacement cost is sensitive to changes in market conditions, with any
increase or decrease in cost flowing through to the valuation. Useful lives of infrastructure are sensitive to
changes in use, expectations or requirements that could either shorten or extend the useful lives of
infrastructure assets.
Reconciliation of Specialised Land

Land Under Roads
Land
Total Specialised land
2016
2015
$'000
$'000
6,132
189,626
195,758
5,007
186,847
191,854
Financial Statements 2015-2016Page

33 33
Note 20 Forestry Plantations

Tree Plantation
Forestry Plantations - at Valuation
2016
2015
$'000
$'000
Total Forestry Plantations
57
56
57
56
Net Increase / (Decrease) in Net Market Value of Forestry Plantation
Disclosed as Other Income or (Other Item of Expense)
Information pertaining to Forestry Plantations:

Plantation Area
Two separate sites covering an area of 206 Hectares (ha).
Type of Trees
The Plantations consist of approximately 200,000 trees aging from 12 years to
16 years. The trees comprise of:
- Eucalyptus Cladocalyx
- Eucalyptus Tricarpa
- Eucalyptus Occidentalis
- Casuarina Cunninghamiana
83
111
4
8
ha
ha
ha
ha
Valuation and Assumptions

The trees have been valued at net market value as at 30 June 2016 by Council's Senior Valuer Mr. James
Collins, AAPI, Grad Dip Ag.Econ.
Significant assumptions made in determining the net market value of the trees are:
i) Trees are valued on up to a 18 - 39 year rotation basis (expected harvesting).
ii) Only trees with an expected market value have been included in the valuation.
iii) The prices have not been indexed and all cash flow items are nominal.
iv) The value of the Land has not been included in the above valuation of trees.
Note 21 Intangible Assets

Water Rights - at Valuation
Total Intangible Assets
2016
$'000
2015
205
205
$'000
32
Net Increase / (Decrease) in Net Market Value of Intangible Assets
173
173
3
Disclosed as Other Income or (Other Item of Expense)
Information Pertaining to Water Rights

Council Valuation as at 30 June 2016. The 30 June 2016 valuation of water rights (369 Megalitres) has been
at current market value and was determined by Council's Senior Valuer, Mr. James Collins, AAPI, Accredited
Specialist Water Valuer.
Note 22 Trade and Other Payables
2016
$'000
Trade Payables
Sundry Creditors
Accrued Expenses
Total Trade and Other Payables
34
5,514
6,552
2,016
14,082
2015
$'000
8,457
16,014
1,717
26,188
Page 34
Note 23 Trust Funds and Deposits
2016
$'000
Contract Retention Amounts

Refundable Key Deposits
Ticket Trust Fund
Refundable Security Holding Deposits
Steam Train Asset Trust
Bendigo Art Gallery Board Trust
Tourism Bookings Trust
Facilities Hire Bond
Sundry
Total Trust Funds
50
60
811
1,908
34
7
190
15
76
3,151
2015
$'000
50
55
482
2,029
33
6
76
13
63
2,807
Purpose and nature of items

Contract Retention Amounts - Council has a contractual right to retain certain amounts until a contractor has
met certain requirements or a related warrant or defect period has elapsed. Subject to the satisfactory
completion of the contractual obligations, or the elapsing of time, these amounts will be paid to the relevant
contractor in line with Council's contractual obligations.
Refundable Key Deposits / Security Holding Deposits / Facilities Hire Bond - Deposits are taken by Council as
a form of surety in a number of circumstances, including in relation to subdivison works and the use of civic
facilities.
Ticket Trust Fund / Tourism Bookings Trust - Council sells tickets for a number of events, these amounts are
transferred to the relevant parties at the completion of the event.
Note 24 Provisions
2016
Balance at beginning of the
financial year
Additional provisions
Amounts used
Increase in the discounted
amount arising because of
time and the effect of any
change in the discount rate
Balance at End of the
Financial Year
2015
Balance at beginning of the
financial year
Additional provisions
Amounts used
Increase in the discounted
amount arising because of
time and the effect of any
change in the discount rate
Balance at End of the
Financial Year
Annual
Leave
$'000
Long Sick Leave

Service
Landfill
Service Contracted Recognition Restoration
Leave Employees
$'000
$'000
$'000
$'000
Total
$'000
4,629
9,989
325
169
5,491
20,603
3,626
(3,571)
(5)
900
(1,184)
253
13
(35)
(15)
2,113
498
6,652
(4,790)
723
4,679
9,958
288
161
8,102
23,188
4,280
8,995
316
203
5,224
19,018
3,855
(3,519)
13
1,546
(829)
277
29
(26)
6
5
(31)
(8)
4,629
9,989
325
169
(8)
(45)
312
5,491
5,435
(4,450)
600
20,603
Page 35 35
Note 24 Provisions (cont.)

(a) Total Provisions
Current
Non-Current
Total Provisions
2016
2015
$'000
$'000
15,499
7,689
23,188
13,881
6,722
20,603
3,555
641
24
14
4,234
3,488
891
32
13
4,424
Total Current
1,124
7,632
264
147
9,167
13,401
1,141
7,355
293
156
8,945
13,369
Non-Current
Long Service Leave
Total Non-Current
Total Employee Provisions
1,685
1,685
15,086
1,743
1,743
15,112
(b) Employee Provisions

Current Provisions Expected to be Settled Within 12 Months
Annual Leave
Long Service Leave
Sick Leave - Contracted Employees
Service Recognition
Current Provisions Expected to be Settled After 12 Months
Annual Leave
Long Service Leave
Sick Leave - Contracted Employees
Service Recognition
The following assumptions were adopted in measuring the present

value of employee benefits:
- Weighted average increase in employee costs
- Weighted average discount rates
- Weighted average settlement period (Years)
(c) Land fill Restoration
Current
Non-Current
Total Landfill Restoration
The following assumptions were adopted in measuring the present
value of the landfill restoration:
- Weighted average increase in landfill restoration costs
- Weighted average discount rates
- Weighted average settlement period (Years)
4.13%
1.99%
17
2,098
6,004
8,102
1.99%
2.30%
30
4.44%
3.03%
18
512
4,979
5,491
1.50%
3.03%
30
Under the current EPA Environmental Licence the Council is obligated to restore the Eaglehawk landfill site to
a particular standard. Current engineering projections indicate that the Eaglehawk landfill site will cease
operation in 2024 and restoration work is expected to commence shortly thereafter. The forecast life of the
Eaglehawk landfill site is based on current estimates of remaining capacity and the forecast rate of infill. The
provision for landfill restoration has been calculated based on the present value of the expected cost of works
to be undertaken. The expected cost of works has been estimated based on current understanding of work
required to reinstate the site to a suitable standard and budgeted costs for that work. Accordingly, the
estimation of the provision required is dependent on the accuracy of the forecast timing of the work, work
required and related costs.
36
Page 36
Note 25 Interest Bearing Loans and Borrowings

Lender
Current
Bendigo Bank *
National Australia Bank *
Amount
Borrowed
$'000
Rate
%
Period
2,770
10,700
11,300
5,000
6.39
5.84
5.66
3.54
2009/2019
2012/2027
2013/2028
2016/2025
319
581
584
480
1,964
300
549
553
1,402
2,770
10,700
11,300
11,000
6.39
5.84
5.66
4.65
2009/2019
2012/2027
2013/2028
2015/2021
703
8,109
9,152
11,000
1,023
8,689
9,736
11,000
5,000
3.54
2016/2025
4,520
33,484
30,448
35,448
31,850
1,964
8,186
25,298
35,448
1,402
6,103
24,345
31,850
Non-Current
Bendigo Bank *
National Australia Trustees Limited (as Trustee
for the LGFV Program Trust) *
Total Non-Current
2016
$'000
Total Interest Bearing Loans and Borrowings
2015
$'000
* Interest Bearing Loans and Borrowings are secured against a charge over Council's
Rate Revenue.
The maturity profile for Council's Borrowings is:
Not later than one year
Later than one year and not later than five years
Later than five years
Total Interest Bearing Loans and Borrowings
Page 37 37
Note 26 Reserves
Balance at
beginning of
reporting period
Increment
(decrement)
Balance at end of
reporting period
$'000
$'000
$'000
(a) Asset Revaluation Reserves

2016
Property *
Land & Buildings
Plant & Equipment
Library Resources
Artwork
229,797
1,541
820
42,331
229,797
1,541
820
42,331
274,489
274,489
Infrastructure
Roads, Bridges & Pathways
Drainage
Public Furniture & Fittings, Statues and Monuments
Land Improvements
344,883
61,228
10,476
11,003
15,056
(1,014)
-
359,939
60,214
10,476
11,003
Total Asset Revaluation Reserves
427,590
702,079
14,042
14,042
441,632
716,121
222,833
1,541
820
42,331
6,964
-
229,797
1,541
820
42,331
267,525
6,964
274,489
Infrastructure
Roads, Bridges & Pathways
Drainage
Public Furniture & Fittings, Statues and Monuments
Land Improvements
330,382
57,956
7,452
3,163
14,501
3,272
3,024
7,840
344,883
61,228
10,476
11,003
Total Asset Revaluation Reserves
398,953
666,478
28,637
35,601
427,590
702,079
2015
Property
Land & Buildings
Plant & Equipment
Library Resources
Artwork
The asset revaluation reserve is used to record the increased

(net) value of Council's assets over time.
* A revaluation of Councils Land & Buildings assets was not
scheduled for completion in the 2015/16 financial year.
Management have assessed the market along with a sample of
Land and Buildings assets and have determined that the fair
value of Councils property assets are materially correct.
38
Page 38
Note 26 Reserves (cont.)
Balance at
beginning of
reporting
period
Transfer from
accumulated
surplus
Transfer to
accumulated
surplus
Balance at end of
reporting period
$'000
$'000
$'000
$'000
(b) Other Reserves

2016
Open Space **
Development **
Waste Facility
Land & Buildings
Carpark
Defined Benefits
Unexpended Grants
Long Service Leave
Total Other Reserves
1,878
3,329
5,289
1,794
630
1,800
8,740
3,396
26,856
1,061
984
2,234
31
400
18,975
300
23,985
(319)
(554)
(638)
(275)
(8,740)
(10,526)
2,620
3,759
6,885
1,519
661
2,200
18,975
3,696
40,315
2015
Open Space **
Development **
Waste Facility
Land & Buildings
Carpark
Defined Benefits
Unexpended Grants
Long Service Leave
Total Other Reserves
1,831
2,917
4,374
1,854
1,130
800
10,033
2,696
25,635
848
776
2,445
1,000
15,946
700
21,715
(801)
(364)
(1,530)
(60)
(500)
(17,239)
(20,494)
1,878
3,329
5,289
1,794
630
1,800
8,740
3,396
26,856
Statutory Reserves **
Open Space
Statutory developer contribution funds to be used for future recreation facility additions or improvements.
Development Reserve
Statutory developer contribution funds to be used for future drainage, road, fencing and tree planting.
Discretionary Reserves
Waste Facility Reserve
This reserve has been established to make some provision for a replacement waste treatment facility when the Eaglehawk Landfill
is exhausted.
Land & Building Reserve
This reserve has been established for future expansion of Community Land & Buildings.
Car Park Reserve
This reserve has been established for the provision of an additional carparking facility in the Central Business District of Bendigo.
Defined Benefits
This reserve is used to assist with the funding of any call that may be made on Council as a result of shortfall in the Local
Authorities Superannuation Fund Defined Benefits Plan.
Unexpended Grants
This reserve is used to set aside grant monies in relation to specific projects, received in one financial year that will not be
expended until a later financial year.
Long Service Leave
This reserve has been established after the changes to the Local Government (Long Service Leave) Regulations 2002 came into
affect and Councils were no longer required to maintain a separate investment for Long Service Leave balances. Council agreed
to create a reserve to acknowledge the liability and ensure funds are available for payment when required.
Page 39 39
Note 27 Notes to Cash Flow Statement

(a) Reconciliation of Cash and Cash Equivalents
Cash on Hand
Cash at Bank
Term Deposits
Cash at end of Financial Year as per Cash Flow
Statement
(b) Reconciliation of Cash Flows from Operating
Activities to Surplus / (Deficit)
Surplus/(Deficit) for the Year
Items not Involving Cash
Depreciation
(Profit)/Loss on disposal of Property, Infrastructure, Plant and
Equipment
Contributions - Non Monetary Assets
Share of Net (Profits)/ Losses of Associates Accounted
for Using the Equity Method
Financing Costs
Change in Operating Assets and Liabilities
Movement in:
(Increase) / Decrease in Trade and Other Receivables
(Increase) / Decrease in Other Assets
(Increase) / Decrease in Intangible Assets
(Increase) / Decrease in Inventory
Increase / (Decrease) in Trade and Other Payables
Increase / (Decrease) in Trust funds and deposits
Increase / (Decrease) in Provisions
Net Cash Provided By / (Used In) Operating Activities
(c) Financing Arrangements

Bank Overdraft
Credit Card Facility
Total Facilities
Used Facilities
Unused Facilities
Total Facilities
40
Note
15
Note
2016
2015
$'000
$'000
30
10,584
54,501
65,115
27
14,313
42,567
56,907
2016
2015
$'000
$'000
41,492
10,498
12
30,149
28,504
7
6
14
8,981
(18,786)
(90)
11,928
(15,958)
(91)
1,679
1,653
(10,249)
(836)
(32)
(6)
(12,106)
344
2,585
43,125
9
1,103
(3)
33
12,945
1,585
52,206
16
18
21
22
23
24(a)
$'000
$'000
3,500
400
3,900
3,500
400
3,900
47
3,853
3,900
47
3,853
3,900
Page 40
Note 28 Commitments for Expenditure
The Council has entered into the following commitments.
2016
Operating
Cleaning Contracts
Building Essential Services
Security Services
Sanitary Services
Children and Family Services
Contract Management
IT / Telecommunications
Internal Audit
Recyclable Garbage Collection
Garbage Collection - Transfer Stations
Transportation of Waste from Eaglehawk Landfill
Processing Organic Waste
Organics Collection
Cleaning Public Bins
Animal Pound Services
Aged Care Services
Septic Systems
Community Chef
Strategy - Consulting Services
Infrastructure - Consulting Services
Community Development Services
Communications
Electoral Services
Capital
Supply of Bins
Construction Works
TOTAL
2015
Operating
Cleaning Contracts
Building Essential Services
Children and Family Services
Contract Management
IT / Telecommunications
Internal Audit
Recyclable Garbage Collection
Garbage Collection - Transfer Stations
Transportation of Waste from Eaglehawk Landfill
Animal Pound Services
Aged Care Services
Management of Waste Disposal
Septic Systems
Capital
Supply of Bins
TOTAL
Not later
than 1 year
Later than 1
year and not
later than 5
years
Later than 5
years
Total
$'000
$'000
$'000
$'000
765
187
99
20
89
20
211
39
1,548
122
2,910
1,012
759
110
244
49
41
180
65
171
104
83
467
467
741
334
56
106
48
332
39
2,349
127
3,355
5,474
4,153
442
252
7
78
88
-
270
2,629
-
1,232
928
433
76
195
68
543
78
3,897
249
6,265
6,756
7,541
552
496
56
119
180
65
171
192
83
467
726
51,199
61,220
165
12,741
31,354
2,899
891
63,940
95,473
Not later
than 1 year
Later than 1
year and not
later than 5
years
Later than 5
years
Total
$'000
$'000
$'000
$'000
401
1,422
130
6
225
105
1,368
120
3,568
214
325
90
25
158
1,503
134
533
110
3,618
251
901
932
72
90
150
559
2,925
264
6
758
215
4,986
371
4,469
1,146
397
180
175
1,517
9,516
286
8,739
1,803
18,255
Page 41 41
Note 29 Restricted Assets
Note
The Council has cash assets that are subject to

restrictions
Council has cash and cash equivalents (Note 15) that are subject to
restrictions. As at the reporting date, Council had legislative restrictions and
reserve funds.
2016
2015
$'000
$'000
The following restrictions have been imposed by regulations or other externally

imposed requirements:
Funds Held in Trust
Developer Levies
Unexpended Grants Reserve
23
26(b)
3,151
6,379
18,975
28,505
2,807
5,207
8,740
16,754
3,696
661
1,519
2,200
6,885
14,961
43,466
3,396
630
1,794
1,800
5,289
12,909
29,663
The following allocations have been imposed by Council:

Long Service Leave Reserve
Carpark Reserve
Land & Buildings Reserve
Defined Benefits Reserve
Waste Facility Reserve
Total Restricted Assets
Note 30 Operating Lease Commitments

At the reporting date, the Council had the following obligations under noncancellable operating leases for equipment and land and buildings.
2016
2015
$'000
$'000
These obligations are not recognised in the financial statements as liabilities:

Not later than one year
Later than one year and not later than five years
Total Operating Lease Commitments
42
493
242
735
526
759
1,285
Page 42
Note 31 Superannuation
Council makes the majority of its employer superannuation contributions in respect of its employees to the
Local Authorities Superannuation Fund (the Fund). This Fund has two categories of membership,
accumulation and defined benefit, each of which is funded differently. Obligations for contributions to the Fund
are recognised as an expense in the Comprehensive Income Statement when they are made or due.
Accumulation
The Fund's accumulation categories, Vision MySuper/Vision Super Saver, receive both employer and
employee contributions on a progressive basis. Employer contributions are normally based on a fixed
percentage of employee earnings (for the year ended 30 June 2016, this was 9.5% as required under
Superannuation Guarantee legislation).
Defined Benefit
Council does not use defined benefit accounting for its defined benefit obligations under the Fund's Defined
Benefit category. This is because the Fund's Defined Benefit category is a pooled multi-employer sponsored
plan.
There is no proportional split of the defined benefit liabilities, assets or costs between the participating
employers as the defined benefit obligation is a floating obligation between the participating employers and the
only time that the aggregate obligation is allocated to specific employers is when a call is made. As a result,
the level of participation of Council in the Fund cannot be measured as a percentage compared with other
participating employers. Therefore, the Fund Actuary is unable to allocate benefit liabilities, assets and costs
between employers for the purposes of AASB 119.
Funding Arrangements
Council makes employer contributions to the Defined Benefit category of the Fund at rates determined by the
Trustee on the advice of the Fund Actuary.
As at 30 June 2015, an interim acturial investigation was held as the Fund provides lifetime pensions in the
Defined Benefit category. The vested benefit index (VBI) of the Defined Benefit category of which Council is a
contributing employer was 105.8%. To determine the VBI, the fund Actuary used the following long-term
assumptions:
Net investment returns
Salary information
Price inflation (CPI)
7.0% pa
4.25% pa
2.5% pa.
Vision Super has advised that the estimated VBI at 30 June 2016 was 102.0%. The VBI is to be used as the
primary funding indicator. Because the VBI was above 100%, the 2015 interim acturial investigation
determined the Defined Benefit category was in a satisfactory financial position and that no change was
necessary to the Defined Benefit categorys funding arrangements from prior years.
Employer Contributions
Regular Contributions
On the basis of the results of the 2015 interim actuarial investigation conducted by the Fund Actuary, Council
makes employer contributions to the Funds Defined Benefit category at rates determined by the Funds
Trustee. For the year ended 30 June 2016, this rate was 9.5% of members' salaries (9.5% in 2014/2015).
This rate will increase in line with any increase to the contribution rate. In addition, Council reimburses the
Fund to cover the excess of the benefits paid as a consequence of retrenchment above the funded resignation
or retirement benefit.
Page 43 43
Note 31 Superannuation (cont)
Funding Calls
If the Defined Benefit category is in an unsatisfactory financial position at an actuarial investigation or the
Defined Benefit categorys VBI is below its shortfall limit at any time other than the date of the actuarial
investigation, the Defined Benefit category has a shortfall for the purposes of SPS 160 and the Fund is
required to put a plan in place so that the shortfall is fully funded within three years of the shortfall occurring.
The Fund monitors its VBI on a quarterly basis and the Fund has set its shortfall limit at 97%.
In the event that the Fund Actuary determines that there is a shortfall based on the above requirement, the
Funds participating employers (including Council) are required to make an employer contribution to cover the
shortfall. Using the agreed methodology, the shortfall amount is apportioned between the participating
employers based on the pre-1 July 1993 and post-30 June 1993 service liabilities of the Funds Defined
Benefit category, together with the employers payroll at 30 June 1993 and at the date the shortfall has been
calculated.
Due to the nature of the contractual obligations between the participating employers and the Fund, and that
the Fund includes lifetime pensioners and their reversionary beneficiaries, it is unlikely that the Fund will be
wound up. If there is a surplus in the Fund, the surplus cannot be returned to the participating employers. In
the event that a participating employer is wound-up, the defined benefit obligations of that employer will be
transferred to that employers successor.
2015 Interim actuarial investigation surplus amounts
The Funds interim actuarial investigation as at 30 June 2015 identified the following in the defined benefit
category of which Council is a contributing employer:
A VBI surplus of $130.8 million; and
A total service liability surplus of $239
The VBI surplus means that the market value of the funds assets supporting the defined benefit obligations
exceed the vested benefits that the defined benefit members would have been entitled to if they had all exited
on 30 June 2015. The total service liability surplus means that the current value of the assets in the Funds
Defined Benefit category plus expected future contributions exceeds the value of expected future benefits and
expenses. Council was notified of the 30 June 2015 VBI during August 2015.
Future superannuation contributions
The expected contributions to be paid to the Defined Benefit category of Vision Super for the year ending 30
June 2017 is $483,024.
44
Page 44
Note 32 Contingent Liabilities

(a) Loan Guarantees
As at 30 June 2016, the Council had contingent liabilities in respect of loan guarantees given on
behalf of the following organisations.
Name of Organisation
Council
Guarantee
Amount
Current Loan
Guarantee
Exposure
Financial
Institution
Date Approved
by Council
Guarantee
Expires
Bendigo Stadium Ltd. - Loan 1
1,008,791
688,058
Bendigo Bank
31/10/2002
Sep 2025
Bendigo Stadium Ltd. - Loan 2
1,811,107
705,259
Bendigo Bank
31/10/2002
Sep 2025
300,000
14,696
Bendigo Bank
14/11/2002
Nov 2017
1,600,000
1,600,000
Bendigo Bank
29/02/2008
Dec 2017
Kangaroo Flat Bowling Club

Bendigo Properties Pty Ltd
Total Amount
3,008,013
Council resolved on the 4th May 2016 to guarantee a loan for the Bendigo Stadium Limited totalling $11,000,000. The
loan will make up part of the Bendigo Stadium Limiteds contribution towards the new Bendigo Stadium expansion. The
loan has not yet been drawn down by the Bendigo Stadium Limited, it is expected this loan will be drawn down by the
Bendigo Stadium Limited during the last quarter of the 2016 calendar year. At the point of the drawdown the loan will
become an active contingent liability for the Council.
(b) Performance Guarantees
As at 30 June 2016 the Council had contingent liabilities in respect of contracts entered into which require performance
standards to be maintained.
Financial
Date
Amount
Institution
Entered
Name of Organisation
Description
Department of Natural
Gravel Pit
Commonwealth
Resources and
$
20,000
25/08/1998
Bank
Rehabilitation
Environment
Remedial Action
EPA Victoria
$ 1,952,877 Bendigo Bank
17/05/2005
Landfill Site
(c) Other Contingent Liabilities
(i) Council is currently negotiating with a State Government Department in regards to the rehabilitation of a
contaminated site within the municipality. The Department has commenced an assessment program at the site with
Phase 1 and Phase 2 of an Environmental Site Assessment being completed. It is not known if Council will be required
to contribute to any future rehabilitation costs upon the completion of the assessment program.
(ii) Council has confirmed the presence of nine past and two current landfills that will require some form of rehabilitation
or remediation works. A further nine former landfills have been identified which are considered as low risk and are
unlikely to require any further rehabilitation. To date, discussions with the Environmental Protection Authority (EPA)
have been centred on the possible works required at the White Hills, Wolstencroft and Eaglehawk landfills. During
2015/16 Council undertook work to obtain a Rehabilitation Management Plan, which also included a Capping Feasibility
Assessment. This work has allowed for a more accurate calculation of the future liability associated with the
rehabilitation of the site. Investigations are ongoing at the former White Hills and Wolstencroft landfills and
rehabilitation plans are expected to be finalised in 2016/17.
(iii) Council has obligations under a defined benefit superannuation scheme that may result in the need to make
additional contributions to the scheme, matters relating to this potential obligation are outlined in Note 31. As a result of
the volatility in financial markets the likelihood of making such contributions in future periods exists. At this point in time
it is not known if additional contributions will be required, their timing or potential amount.
Page 45 45
Note 33 Contingent Assets

Contributed Assets
Construction of infrastructure assets by developers in the course of creating new subdivisions results in the
infrastructure assets being vested in Council when Council issues a Statement of Compliance. These assets
are bought to account as revenue and capitalised.
At reporting date, developers had commenced construction of assets that will eventually be transferred to
Council contingent upon Council issuing a Statement of Compliance.
Due to the nature of the arrangements in place and the assets involved, a contingent asset amount cannot be
reliably measured prior to completion.
46
Page 46
Note 34 Financial Instruments

(a) Objectives and Policies
The Council's principal financial instruments comprise cash assets, term deposits, receivables (excluding
statutory receivables), payables (excluding statutory payables) and bank borrowings. 'Details of the significant
accounting policies and methods adopted, including the criteria for recognition, the basis of measurement and
the basis on which income and expenses are recognised, in respect of each class of financial asset, financial
liability and equity instrument is disclosed in Note 1 of the financial statements. 'Risk management is carried
out by senior management under policies approved by the Council. These policies include identification and
analysis of the risk exposure to Council and appropriate procedures, controls and risk minimisation.
(b) Market Risk
Market risk is the risk that the fair value or future cash flows of our financial instruments will fluctuate because
of changes in market prices. The Council's exposures to market risk is primarily through interest rate risk with
only insignificant exposure to other price risks and no exposure to foreign currency risk.
Interest Rate Risk
Interest rate risk refers to the risk that the value of a financial instrument or cash flows associated with the
instrument will fluctuate due to changes in market interest rates. Our interest rate liability risk arises primarily
from long term loans and borrowings at fixed rates which exposes us to fair value interest rate risk. Cash flow
interest rate risk is the risk that the future cash flows of a financial instrument will fluctuate because of changes
in market interest rates. Council has minimal exposure to cash flow interest rate risk through its cash and
deposits that are at floating rate.
Investment of surplus funds is made with approved financial institutions under the Local Government Act 1989.
- diversification of investment product,
- monitoring of return on investment,
- benchmarking of returns and comparison with budget.
There has been no significant change in the Council's exposure, or its objectives, policies and processes for
managing interest rate risk or the methods used to measure this risk from the previous reporting period.
Interest rate movements have not been sufficiently significant during the year to have an impact on the
Council's year end result.
(c) Credit Risk
Credit risk is the risk that a contracting entity will not complete its obligations under a financial instrument and
cause us to make a financial loss. We have exposure to credit risk on some financial assets included in our
balance sheet. To help manage this risk:
- we have a policy for establishing credit limits for the entities we deal with;
- we may require collateral where appropriate; and
- we only invest surplus funds with financial institutions which have a recognised credit rating specified in our
investment policy.
Receivables consist of a large number of customers, spread across the ratepayer, business and government
sectors. Credit risk associated with the Council's financial assets is minimal because the main debtor is secured
by a charge overf the rateable property.
There are no material financial assets which are individually determined to be impaired.
We may also be subject to credit risk for transactions which are not included in the balance sheet, such as
when we provide a guarantee for another party. Details of our contingent liabilities are disclosed in Note 32.
The maximum exposure to credit risk at the reporting date to recognised financial assets is the carrying amount,
net of any provisions for impairment of those assets, as disclosed in the balance sheet and notes to the
financial statements. Council does not hold any collateral.
Page 47 47
Note 34 Financial Instruments (cont)

(d) Liquidity Risk
Liquidity risk includes the risk that, as a result of our operational liquidity requirements or we will not have
sufficient funds to settle a transaction when required, we will be forced to sell a financial asset at below value or
may be unable to settle or recover a financial asset.
To help reduce these risks Council:
- have a liquidity policy which targets a minimum and average level of cash and cash equivalents to be
maintained;
- have readily accessible standby facilities and other funding arrangements in place;
- have a liquidity portfolio structure that requires surplus funds to be invested within various bands of liquid
instruments;
- monitor budget to actual performance on a regular basis; and
- set limits on borrowings relating to the percentage of loans to rate revenue and percentage of loan principal
repayments to rate revenue.
The Council's maximum exposure to liquidity risk is the carrying amounts of financial liabilities as disclosed in
the face of the balance sheet and the amounts related to financial guarantees disclosed in Note 33, and is
deemed insignificant based on prior periods' data and current assessment of risk.
There has been no significant change in Council's exposure, or its objectives, policies and processes for
managing liquidity risk or the methods used to measure this risk from the previous reporting period.
With the exception of borrowings, all financial liabilities are expected to be settled within normal terms of trade.
Details of the maturity profile for borrowings are disclosed at Note 25.
Unless otherwise stated, the carrying amounts of financial instruments reflect their fair value.
e) Fair Value
Unless otherwise stated, the carrying amount of financial instruments reflect their fair value.
Fair value hierarchy
Council's financial assets and liabilities are not valued in accordance with the fair value hierarchy , Council's
financial assets and liabilities are measured at amortised cost.
(f) Sensitivity Disclosure Analysis
Taking into account past performance, future expectations, economic forecasts, and management's knowledge
and experience of the financial markets, Council believes the following movements are 'reasonably possible'
over the next 12 months:
- A parallel shift of + +1% and -0.5% in market interest rates (AUD) from year-end rates.
These movements will not have a material impact on the valuation of Council's financial assets and liabilities,
nor will they have a material impact on the results of Council's operations.
48
Page 48
Note 35 Related Party Transactions
2016
2015
Number
7
2
1
10
Number
7
1
1
1
10
$'000
$'000
703
690
(iii) No Retirement benefits have been made to a Responsible Person during the
reporting year.
(iv) No loans have been made, guaranteed or secured by the Council to a

Responsible Person during the reporting year.
(i) Responsible Persons

Names of persons holding the position of a Responsible Person at the Greater
Bendigo City Council at any time during the year are:
Councillors
Rod Fyffe
Barry Lyons
Peter Cox
Lisa Ruffell
Rod Campbell
Elise Chapman
Helen Leach
James Williams
Mark Weragoda
Mayor (11/11/15 - 30/06/16)

Mayor (01/07/15 - 10/11/15)

Craig Niemann
(ii) Remuneration of Responsible Persons.
The numbers of Responsible Persons whose total remuneration from Council and
any related entities, excluding retirement benefits, fall within the following bands:
$30,000 - $39,999
$50,000 - $59,999
$70,000 - $79,999
$90,000 - $99,999
$320,000 - $329,999
$330,000 - $339,999
TOTAL
Total Remuneration for the reporting year for Responsible Persons included
above, amounted to:
(v) Peter Cox was the CEO of Future Employment Opportunities Inc (FEO), a nonprofit incorporated association, for which he receives a salary. In October 2009 Cr
Cox stepped down as the CEO and took up a role as Project Manager. FEO
operated the Recovery Centre at the Eaglehawk Landfill site up until 15 March
2016.
Peter Cox is the Secretary of the Eaglehawk Recycle Shop Inc. who operates the
Recovery Centre at the Eaglehawk Landfill site from 15 March 2016. The Landfill
site is operated by CoGB and no fees are paid by the operators of the Recovery
Centre.
Lisa Ruffell is Director of Ruffell Pty Ltd, a local jewellery business. Ruffell
jewellers undertook some work on an item for the mayoral ball.
Mark Weragoda is the owner of Mark Weragoda Signs Aust Pty Ltd, a local sign
writing business. Mark Weragoda Signs undertook several sign writing jobs during
the year.
Page 49 49
Note 35 Related Party Transactions (cont.)

(v) Other Transactions (cont).
Operational Payments made to:
- Future Employment Opportunities
- Eaglehawk Recycle Shop
- Ruffell Jewellers
- Mark Weragoda Signs
2016
2015
$'000
$'000
248
1
1
13
278
1
17
966
986
Number
Number
3
5
6
4
2
2
1
23
5
8
2
1
2
2
3
23
$'000
$'000
3,656
3,767
Other related party transactions have been considered and there are no matters to
report.
The Council entered into the above transactions with Responsible Persons related
parties within normal customer or employee relationships on terms and conditions
no more favourable than those available in similar arm's length dealings.
(vi) Aggregate amounts of revenue or expense for the reporting period that resulted
from transactions with Responsible Persons of the Council or their Responsible
Person related parties.
(vii) Senior Officers Remuneration.
A Senior Officer other than a Responsible Person, is an officer of Council who has
management responsibilities and reports directly to the Chief Executive Officer or
whose total annual remuneration exceeds $139,000.
The number of Senior Officers other than the Responsible Persons, are shown
below in their relevant income bands.
Income Range
< $139,000
$140,000 - $149,999
$150,000 - $159,999
$160,000 - $169,999
$170,000 - $179,999
$210,000 - $219,999
$220,000 - $229,999
Total remuneration for the reporting year for senior officers included above,
amounted to:
Note 36 Events Occurring after Balance Date
No matter has occurred since reporting date that require disclosure in the financial statements.
50
Page 50
52
Performance Statement
54
Page 54

PERFORMANCE STATEMENT
Description of Municipality
The City of Greater Bendigo is located in the geographic centre of Victoria about 90 minutes drive north of
Melbourne. Greater Bendigo has an estimated population of over 110,000 at June 30 2016 and covers almost
3,000 square kilometres of the central Victorian landscape, including smaller towns and villages such as
Heathcote, Axedale, Huntly, Marong, Elmore, Goornong, Neilborough, Sebastian, Woodvale, Raywood, Mia Mia
and Redesdale.
The resident population of Greater Bendigo at the 2011 ABS census of population and housing was 100,611, this
was a growth of 7.89% from a population of 93,253 at the 2006 Census, which represents an average annual
growth rate of 1.54 per cent.
The 2015 official population of Greater Bendigo is the ABS estimated resident population. As at 30 June 2015 it
was 108,437, which was an increase of 1.3% (or 1,386 persons) from the previous 12 months.
The service age structure of Greater Bendigo shows different populations at their different life stages. Looking at
age structure this way can better inform the level of demand on specific age based services as well as specific
housing needs.
The age structure of Greater Bendigo at the 2011 Census shows that overall 20.4% of the population was aged
between 0 and 15 and 14.9% of residents were over the age of 65. Compared to Regional Victoria, Greater
Bendigo has a similar proportion of people in the younger age groups and smaller proportion of those 65 and
over (the Regional Victorian average in 16.3%).
Page 55

Sustainable Capacity Indicators
Indicator /measure
Results
Results
2015
2016
$1,606.68
$1,559.13
Material Variations
Population
Expenses per head of municipal population
[Total expenses / Municipal population]
Infrastructure per head of municipal population
$10,326.64 $10,488.21
[Value of infrastructure / Municipal population]

Population density per length of road
34.62
34.99
[Municipal population / Kilometres of local roads]

Own-source revenue
Own-source revenue per head of municipal population
[Own-source revenue / Municipal population]
$1,042.70
$1,224.47 In 2015/16 Council's own source revenue
increased largely due to Ulumbarra Theatre

opening for operation and the successful
Marilyn Monroe exhibition at the Bendigo Art
Gallery. These two items increased own source
revenue by $3.75 million in 2015/16.
Recurrent grants
Recurrent grants per head of municipal population
[Recurrent grants / Municipal population]
$318.57
$178.30
4.00
4.00
The 2014/15 result was high due to receiving

$7.4M of the 2015/16 grants commission
grants.
Disadvantage
Relative Socio-Economic Disadvantage
[Index of Relative Socio-Economic Disadvantage by decile]
Definitions
"adjusted underlying revenue" means total income other than:
(a) non-recurrent grants used to fund capital expenditure; and
(b) non-monetary asset contributions; and
(c) contributions to fund capital expenditure from sources other than those referred to above
infrastructure means non-current property, plant and equipment excluding land
"local road" means a sealed or unsealed road for which the council is the responsible road authority under the Road Management Act
2004
"population" means the resident population estimated by council
"own-source revenue" means adjusted underlying revenue other than revenue that is not under the control of council (including
government grants)
"relative socio-economic disadvantage", in relation to a municipality, means the relative socio-economic disadvantage, expressed as
a decile for the relevant financial year, of the area in which the municipality is located according to the Index of Relative SocioEconomic Disadvantage (Catalogue Number 2033.0.55.001) of SEIFA
"SEIFA" means the Socio-Economic Indexes for Areas published from time to time by the Australian Bureau of Statistics on its
Internet website
"unrestricted cash" means all cash and cash equivalents other than restricted cash.
56
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Service Performance Indicators
Results
Results
2015
2016
5.60
4.83
The decrease was due to Aquatic visitations

reducing by 12.5%, this was partly offset by
population growth of 1.37%.
6.00
5.00
Decrease is by one actual succesful

prosecution.
100.00%
93.55%
51.00
51.00
Participation in HACC service

[Number of people that received a HACC service /
Municipal target population for HACC services] x100
Participation
20.00%
18.29%
Participation in HACC service by CALD people

[Number of CALD people who receive a HACC service /
Municipal target population in relation to CALD people for
HACC services] x100
Libraries
12.00%
12.04%
17.00%
15.67%
Service/indicator /measure
Material Variations
Aquatic Facilities
Utilisation
Utilisation of aquatic facilities
[Number of visits to aquatic facilities / Municipal population]
Animal Management
Health and safety
Animal management prosecutions
[Number of successful animal management prosecutions]
Food Safety
Health and safety
Critical and major non-compliance outcome notifications
[Number of critical non-compliance outcome notifications
and major non-compliance notifications about a food
premises followed up / Number of critical non-compliance
outcome notifications and major non-compliance
notifications about a food premises] x100
Governance
Satisfaction
Satisfaction with council decisions
[Community satisfaction rating out of 100 with how council
has performed in making decisions in the interest of the
community]
Home and Community Care (HACC)
Participation
Participation
[Number of active library members / Municipal population]
x100

Page 57

Service Performance Indicators (cont.)
Maternal and Child Health (MCH)
Participation
Participation in the MCH service
[Number of children who attend the MCH service at least
once (in the year) / Number of children enrolled in the MCH
service] x100
Participation
Participation in the MCH service by Aboriginal children
[Number of Aboriginal children who attend the MCH service
at least once (in the year) / Number of Aboriginal children
enrolled in the MCH service] x100
Roads
79.00%
N/A
76.00%
N/A
61.00
56.00
76.00%
83.33%
26.00%
28.65%
In 2016 there was an initiative to transition the

majority of Victorian Councils offering Maternal
and Child Health services to a new database.
The database is not expected to provide
realiable information until the end of September
2016. Therefore, Council is unable to report this
data for the 2015-2016 financial year.
Satisfaction
Satisfaction with sealed local roads
[Community satisfaction rating out of 100 with how council
has performed on the condition of sealed local roads]
Statutory Planning
Decision making
Council planning decisions upheld at VCAT
[Number of VCAT decisions that did not set aside council's
decision in relation to a planning application / Number of
VCAT decisions in relation to planning applications] x100
Waste Collection
Waste diversion
Kerbside collection waste diverted from landfill
[Weight of recyclables and green organics collected from
kerbside bins / Weight of garbage, recyclables and green
organics collected from kerbside bins] x100
Council experienced an increase in Waste

diversion from Landfill. This is due to an
increase in recycling material and a trial of a
proposed organics service.
Definitions
"Aboriginal child" means a child who is an Aboriginal person
"Aboriginal person" has the same meaning as in the Aboriginal Heritage Act 2006
"active library member" means a member of a library who has borrowed a book from the library
"annual report" means an annual report prepared by a council under sections 131, 132 and 133 of the Act
CALD means culturally and linguistically diverse and refers to persons born outside Australia in a country whose national language
is not English
class 1 food premises means food premises, within the meaning of the Food Act 1984, that have been declared as class 1 food
premises under section 19C of that Act
class 2 food premises means food premises, within the meaning of the Food Act 1984 , that have been declared as class 2 food
premises under section 19C of that Act
"Community Care Common Standards "means the Community Care Common Standards for the delivery of HACC services,
published from time to time by the Commonwealth
"critical non-compliance outcome notification" means a notification received by council under section 19N(3) or (4) of the Food Act
1984 , or advice given to council by an authorized officer under that Act, of a deficiency that poses an immediate serious threat to
public health
"food premises" has the same meaning as in the Food Act 1984
"HACC program" means the Home and Community Care program established under the Agreement entered into for the purpose of
the Home and Community Care Act 1985 of the Commonwealth
"HACC service" means home help, personal care or community respite provided under the HACC program
"local road" means a sealed or unsealed road for which the council is the responsible road authority under the Road Management Act
2004
"major non-compliance outcome notification" means a notification received by a council under section 19N(3) or (4) of the Food Act
1984, or advice given to council by an authorized officer under that Act, of a deficiency that does not pose an immediate serious
threat to public health but may do so if no remedial action is taken
58
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Service Performance Indicators (cont.)
Definitions (cont.)
"MCH" means the Maternal and Child Health Service provided by a council to support the health and development of children within
the municipality from birth until school age"population" means the resident population estimated by council
"target population" has the same meaning as in the Agreement entered into for the purposes of the Home and Community Care Act
1985 of the Commonwealth
"WorkSafe reportable aquatic facility safety incident" means an incident relating to a council aquatic facility that is required to be
notified to the Victorian WorkCover Authority under Part 5 of the Occupational Health and Safety Act 2004.

Page 59
60
Unrestricted cash
Unrestricted cash compared to current liabilities
[Unrestricted cash / Current liabilities] x100
[Number of permanent staff resignations and terminations /

Average number of permanent staff for the financial year]
x100
Liquidity
Working capital
Current assets compared to current liabilities
[Current assets / Current liabilities] x100
Resignations and terminations compared to average staff
Workforce turnover
Efficiency
Revenue level
Average residential rate per residential property
assessment
[Residential rate revenue / Number of residential property
assessments]
Expenditure level
Expenses per property assessment
[Total expenses / Number of property assessments]
Dimension/indicator /measure
Financial Performance Indicators

Results
2016
2017
Forecasts
2018
2019
2020
The increase of 14% in 2015/16 was due to the

calculation used in 2014/15 being understated, it
did not include the garbage charge.
Material Variations
98.64%
167.10%
6.97%
84.91%
251.69%
7.67%
69.69%
150.12%
7.43%
93.41%
154.48%
7.30%
96.56%
157.36%
7.37%
Page 60
large capital works program. Unrestricted cash

increases over the coming years to meet the
principal payment for the loan drawn down in 2015
which is due in 2022.
96.28% Unrestricted cash decreases in 2017 due to the
large number of Capital Grant funds being in the

receivables balance and also holding cash for
carry forward capital works programs.
Council experienced a higher level of resignations

and terminations compared to average staff
employed. This may fluctuate from year to year
without any specific reason.
156.36% Working Capital is high at 30 June 2016 due to a
7.45%
large major projects being delivered in 2014/15.

These projects include Ulumbarra Theatre and the
Lighting the Regions Project. These are one off
projects that were not capitalised because they
are not Council owned assets.
$3,164.57 $2,808.53 $2,645.41 $2,724.08 $2,737.48 $2,798.55 Expenses are down in 2015/16 due to a number of
$1,284.74 $1,468.94 $1,538.10 $1,550.48 $1,563.71 $1,577.79
Results
2015
77.09%
35.54%
3.09%
64.86%
34.02%
10.90%
Loans and borrowings compared to rates

[Interest bearing loans and borrowings / Rate revenue]
x100
Loans and borrowings repayments compared to rates

[Interest and principal repayments on interest bearing loans
and borrowings / Rate revenue] x100
33.32%
-6.35%
Indebtedness
Non-current liabilities compared to own source revenue
[Non-current liabilities / Own source revenue] x100
Operating position
Adjusted underlying result
Adjusted underlying surplus (or deficit)
[Adjusted underlying surplus (deficit)/ Adjusted underlying
revenue] x100
Obligations
Asset renewal
Asset renewal compared to depreciation
[Asset renewal expense / Asset depreciation] x100
Loans and borrowings
-5.40%
33.26%
Results
2016
Dimension/indicator /measure
Results
2015

Financial Performance Indicators (cont.)
9.30%
42.60%
3.72%
47.25%
89.89%
2017
3.83%
40.80%
5.27%
45.57%
100.00%
3.12%
39.10%
5.42%
43.60%
100.00%
Forecasts
2018
2019
2.19%
37.18%
5.28%
41.62%
100.00%
2020
Page 61
The variance is due to major works undertaken in

2014/2015, as expenditure of a Capital nature
which contributed to non-Council assets which
were accounted for as operational expenditure.
The projects concerned were the construction of
the Ulumbara Theatre and funding of the Lighting
the Regions Project.
A loan was finalised in 2015 therefore reducing

future repayments. The drawn down of the new
loan in 2015 is interest only reducing the required
annual cash requirement to fund loan repayments.
Material Variations
62
57.92%
65.67%
63.02%
65.62%
65.45%
rate revenue in 2015/16 compared to 2014/15 and

a decrease of expenditure in the corresponding
periods, impacting a favourable movement in the
underlying result. The higher expenditure levels
was due to several large major projects that
Council delivered.
65.42% Ratio positive increase is due to an increase in
Page 62
Rates effort
Rates compared to property values
0.51%
0.54%
0.55%
0.55%
0.55%
0.55%
[Rate revenue / Capital improved value of rateable
properties in the municipality] x100
Definitions
"adjusted underlying revenue" means total income other than:
(a) non-recurrent grants used to fund capital expenditure; and
(b) non-monetary asset contributions; and
(c) contributions to fund capital expenditure from sources other than those referred to above
"adjusted underlying surplus (or deficit)" means adjusted underlying revenue less total expenditure
"asset renewal expenditure" means expenditure on an existing asset or on replacing an existing asset that returns the service capability of the asset to its original capability
current assets has the same meaning as in the AAS
"current liabilities" has the same meaning as in the AAS
non-current assets means all assets other than current assets
"non-current liabilities" means all liabilities other than current liabilities
non-recurrent grant means a grant obtained on the condition that it be expended in a specified manner and is not expected to be received again during the period covered by a
council's Strategic Resource Plan
"own-source revenue" means adjusted underlying revenue other than revenue that is not under the control of council (including government grants
"population "means the resident population estimated by council
rate revenue means revenue from general rates, municipal charges, service rates and service charges
"recurrent grant "means a grant other than a non-recurrent grant
"residential rates" means revenue from general rates, municipal charges, service rates and service charges levied on residential properties
"restricted cash" means cash and cash equivalents, within the meaning of the AAS, that are not available for use other than for a purpose for which it is restricted, and includes
cash to be used to fund capital works expenditure from the previous financial year
"unrestricted cash" means all cash and cash equivalents other than restricted cash.

Financial Performance Indicators (cont.)
Stability
Rates concentration
Rates compared to adjusted underlying revenue
[Rate revenue / Adjusted underlying revenue] x100

Other Information
1. Basis of Preparation
Council is required to prepare and include a performance statement within its annual report. The performance
statement includes the results of the prescribed sustainable capacity, service performance and financial
performance indicators and measures together with a description of the municipal district and an explanation of
material variations in the results. This statement has been prepared to meet the requirements of the Local
Government Act 1989 and Local Government (Planning and Reporting) Regulations 2014.
Where applicable the results in the performance statement have been prepared on accounting bases consistent
with those reported in the Financial Statements. The other results are based on information drawn from council
information systems or from third parties (e.g. Australian Bureau of Statistics).
The performance statement presents the actual results for the current year and for the prescribed financial
performance indicators and measures, the results forecast by the councils strategic resource plan. The Local
Government (Planning and Reporting) Regulations 2014 requires explanation of any material variations in the
results contained in the performance statement. Council has adopted materiality thresholds relevant to each
indicator and measure and explanations have not been provided for variations below the materiality thresholds
unless the variance is considered to be material because of its nature.
The forecast figures included in the performance statement are those adopted by council in its strategic resource
plan on 29 June 2016 and which forms part of the council plan. The strategic resource plan includes estimates
based on key assumptions about the future that were relevant at the time of adoption and aimed at achieving
sustainability over the long term. Detailed information on the actual financial results is contained in the General
Purpose Financial Statements. The strategic resource plan can be obtained by contacting council.
Page 63
64
66
Address:
195-229 Lyttleton Terrace, Bendigo
Postal Address:
PO Box 733 Bendigo VIC 3552
T: (03) 5434 6000
National Relay Service: 133 677
then quote 03 5434 6000
F: (03) 5434 6200
E: requests@bendigo.vic.gov.au
W: www.bendigo.vic.gov.au

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City of Greater Annual Report 2015-2016

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City of Greater Bendigo

Annual Report 2015-2016

The year in review 

Annual Report 2015-2016

Greater Bendigo has an estimated

Greater Bendigo SEIFA score (983)

More than 21% of the population are

Percentage of residents living within

About 15,000 people currently live in

Percentage of people with no formal

The population of the rural

Percentage of people in Greater

Percentage of lone person

Compared to the regional Victorian

7% of the population were born

- A smaller percentage of persons

Percentage of households who rent

- Percentage of residents aged

Clear, decisive and consistent

40,549 local jobs (FTE)

Gross Regional Product $5.56B in

Median house price

69,947 hours of domestic, personal

Number of domestic day-trip visitors

Value of agricultural output (20102011 - most recent available data)

The City is responsible for looking

Annual Report 2015-2016

HIGHLIGHTS OF THE YEAR

Theme 2: Planning for

Successful lobbying brought

Council adopted the new Residential

Council supported a Citizens' Jury

Significant planning activities are

from the State Government. In

Theme 3: Presentation and

A range of in-person and on-line

The Lighting the Regions Project has

The Marilyn Monroe sculpture and

Following a successful trial of

A partnership was established

The OKeefe Rail Trail between

Annual Report 2015-2016

CHALLENGES AND FUTURE OUTLOOK

Lobbying and advocacy remain

Ensuring sufficient growth and

There is significant inequality in

Improving the health and wellbeing

Annual Report 2015-2016 11

THE YEAR IN REVIEW

to be healthy and fulfilled. The City

and its population is growing at a

THE YEAR IN REVIEW

Council and the new Council, when it

As Councillors, we are proud of our

redevelopment of the Bendigo Airport

Annual Report 2015-2016 13

been completed. The Independent

Survey showed there needs to be

THE YEAR IN REVIEW

JULY 2015: A community

THE YEAR IN REVIEW

the Town Hall, The Capital Theatre

encourage and inspire young female

Annual Report 2015-2016 15

The year in review

- A smaller percentage of persons

- Percentage of residents aged