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PP We SPW” os SS 350,000 j ‘+ The Education and Public Programs delivered by the Gallery were a highlight for the financial year once again. Bookings, functions and hire of the Gallery was very much back on track from the previous (building/construction) year with better access to spaces and less restricted hours for the Gallery Café; and * Bendigo Art Gallery and the Post Office Gallery off programs throughout the 2015/16 financial year — exhi a diverse range of artistic ns included: ST Gill: The New Rush 20 June — 27 September 2015 PAGE 103Presentation and Vibrancy - Reports __orainary Meeting - 12 October 2016 Post Office Gallery Opulence: luxury in early Bendigo homes 3 July - 4 October 2015 Hiding in Plain Sight: A selection of works from the Michael Buxton Collection 18 July - 27 September 2015 Ken + Julia Yonetani: The Last Supper 18 July — 13 September 2015 2015 Arthur Guy Memorial Painting Prize 29 August - 1 November 2015 INK REMIX: Contemporary art from mainland China, Taiwan and Hong Kong 31 October 2015 - 7 February 2016 Theatrical traditions: stage & screen in Bendigo 16 October 2015 - 14 March 2016 Ron Mueck: Pregnant Woman 14 November - 21 February 2016 Out of Winter 28 November ~ 21 February 2016 Bendigo Art Gallery and Twentieth Century Fox present Marilyn Monroe 5 March 20116 — 10 July 2016 Eclectic Treasures: Bendigo’s private collections 24 March 2016-1 4August 2016 General Comments * In terms of the growth of the Bendigo Art Gallery art collection in 2015/16, 69 artworks valued at over $162,000 were acquired by the Gallery Board through purchases from its major bequests and gifts, particularly from donors under the Federal Government's Cultural Gifts Program. This represents a_ significant contribution to the Greater Bendigo community. At the point of acquisition, these artworks are transferred by the Board to the ownership of the City of Greater Bendigo. * The Board also contributed $170,000 towards the operating budget through their fundraising efforts to support our major exhibitions program and the salary for the Development Officer. The Gallery membership at the time of this report was 1,330 paid memberships with an additional 65 education school members. * Over 100 volunteers assisted the Gallery and Post Office Gallery throughout the year; and PAGE 104Presentation and Vibrancy - Reports Ordinary Meeting - 12 October 2016 ‘* Media and publicity was sustained and regular listings and references to exhibitions were evident in The Age, The Herald Sun, The Australian, on television and radio and various tourism publications. The key event which attracted national press was the international exhibition Bendigo Art Gallery and twentieth Century Fox presents Marilyn Monroe. The Bendigo Art Gallery was a six day per week operation except during the Marilyn Monroe exhibition when the Gallery moved to 7 days to meet demand on Mondays. The reason behind the 6 day operation was to provide extra time for cleaning and maintenance for the newly expanded spaces and also because the Gallery is generally quiet on Mondays relative to being relatively busy later in the week and weekends. Less depreciation, Bendigo Art Gallery 2015/16 budgeted operational net cost was $1,903,902. Its end of financial year net cost result however was $413,313. Expenditure totalled $4,176,944 whilst income totalled $3,763,631. | 2015/16 | 2014/15 | | | | | 2ons/ia | | | | 2on2/a3 | | 2011/12 | mactual | | | mbudget | 2010/11 | | 1 | 2009/10 SERRE — | | | | | | 2008/09 , | | 2007/08 — ~ | © 500,000 1,000,000 1,500,000 2,000,000 2,500,000 It is important to note that reasonable fluctuations in net cost can and do occur each year depending on the scale, nature and timing of exhibitions, associated costs, grant and sponsorships, ticket revenues and tourism fluctuations. In the last ten years, Bendigo Art Gallery has operated under budget on seven ‘occasions and over budget on three occasions. Future Challenges and Directions The challenge remains for Bendigo Art Gallery to maintain its strong national profile Regional galleries across Australia are endeavouring to emulate Bendigo's success. PAGE 105Presentation and Vibrancy - Reports Ordinary Meeting - 12 October 2016 Whilst on the surface this is flattering, it is nonetheless very challenging in the face of unrelenting competition. Some of the key management principles and policy pursuits underpinning the current operations and future planning for Bendigo Art Gallery include: * There are several major exhibitions currently in the planning pipeline and these will be progressively announced over the next year. The Victorian Government continues to demonstrate a strong commitment to support and collaborate with many of these exhibitions; * Continue to offer a diverse and varied program that showcases exhibitions of national and international significance; ‘© Maintain profile of the Gallery nationally and internationally by creating an iconic destination and visitor experience; * Continue to build upon the permanent collection with a particular focus on contemporary visual art; and * Continue to develop a stronger education and academic sector partnership with La Trobe University. RECOMMENDATION That the Greater Bendigo City Council acknowledge the performance of the management, staff and numerous volunteers of Bendigo Art Gallery for the 2015/16 year and the gallery's significant on-going social, promotional, cultural and economic contribution to the region. PAGE 106Presentation and Vibrancy - Reports Ordinary Meeting - 12 October 2016 65 STATE GOVERNMENT FUNDING CHANGES FOR DISABILITY INCLUSION Document Information Author Steven Abbott, Manager Community Partnerships Responsible Michael Smyth, Acting Director Community Wellbeing Director Summary/Purpose The purpose of this report is to inform Council of changes in disability inclusion funding for the City, the City’s work in this area, plans to secure continual funds and to seek support to further advocate to the State Government. Policy Context Continual support for social inclusion of people with disability contributes to achieving the Council's vision to be the most liveable regional City in Australia. The percentage of people in the Greater Bendigo community living with a disability is estimated to be 22%, warranting dedicated efforts to ensure social inclusion and subsequently higher levels of liveability. Additionally the percentage of people living with a disability is projected to grow to 25% by 2021. Local government has core responsibilities regarding human rights and social equity, and is obligated to meet the following strategic and legislative responsibilities: * Greater Bendigo Community Access and Inclusion Plan 2015-2018 * Local Government Act 1989 * Disability Discrimination Act 1992 «Victorian Charter of Human Rights and Responsibility 2006 Council Plan Reference: * Council Plan 2013-2017: Strategy 3.6 - Greater Bendigo has inclusive and equitable communities where people feel welcome and connected to others. Background Information The disability team within the Community Partnerships Unit develops and drives initiatives, and supports other business units and external stakeholders, to increase social inclusion for people with a disability in Greater Bendigo. PAGE 107Presentation and Vibrancy - Reports Ordinary Meeting - 12 October 2016 Since 2002, the City has received external funding from the State Department of Health and Human Services (DHHS) Building Inclusive Communities (BIC) program to fund staff and related program costs of the City's disability team. The program also encompasses working across Loddon Shire. The BIC program is a community development approach, which aims to mainstream disability inclusion across all spheres of the community to ensure equal opportunity for people with a disability to participate in public life. The BIC has the following five objectives: 1. To mobilise and support people with a disability to optimise participation in the life of their local community. 2. To build and strengthen the community's capacity to provide support to people with a disability and their families 3. To facilitate integrated local community planning and coordination which engages and involves people with a disability and their families, disability service providers and community organisations. 4, To work with existing disability support providers to enhance their capacity to provide relevant and appropriate supports in the community. 5. To improve access to information about relevant services and community activities available to people with a disability in their communities. The City is currently in receipt of a three year contract, 1 July 2015 to 30 June 2018, from DHHS subject to transition arrangements between the State and the National Disability Insurance Agency (NDIA) with the roll out of the NDIS. The NDIS will commence roll out in Greater Bendigo in May 2017. Of particular importance is the Information Linkages and Capacity Building component of the scheme, which has strong synergies with the above objectives of the BIC Program. The City was recently notified by DHHS that funding for the BIC program will form part of the State's financial contribution to the NDIS as part of the transition negotiations, confirming that DHHS will continue to fund the BIC program until the end of June 2017. There is no commitment beyond this time. There is no current Council budget allocation to disability inclusion programming or staff at the City of Greater Bendigo or Loddon Shire. ‘Some examples of the range of work and past achievements of the disability team for the City involve: * Strategic development: Community Access and Inclusion Plans; influencing disability inclusion of other plans and projects such as the Aquatic Centre, the Municipal Early Years Plan, and the Residential Strategy. PAGE 108Presentation and Vibrancy - Reports Ordinary Meoting - 12 October 2016 * Supporting other business units to consider disability and increase inclusion: the Bendigo Art Gallery's introduction of Auslan and audio description tours of exhibitions; public play and recreation spaces designed for all abilities access and specific inclusions such as the Liberty Swing; the Community Grants Scheme inclusion of access and inclusion criteria, ‘* Increasing the accessibility of City information: website functionality; Easy English training to staff and subsequent publications; Ausian and Easy English Emergency Management resources; way finding maps inclusion of accessibility symbols. ‘* Development of resources: municipal access maps; scooter safety booklet; the availability of scooter and wheelchair recharge locations across Greater Bendigo. © Training: Easy English; disability awareness; deaf awareness; communication access for customer support staff. * Strengthening the disability sector and increasing the capacity of self-advocacy: facilitating the disability Peer network; development of an online Inclusive Communities Network; organising carer's forums. * Increasing employment opportunities; facilitation of a partnership with the National Disability Recruitment Coordinator, and subsequent development and implementation of a plan; facilitation of work experience placements for students with a disability across the organisation * Increasing accessibility of events: developing an accessible events guide; Companion Card acceptance at all City ticketed events and venues; the Easter Festivals consideration of additional accessible parking bays and venue accessibility signage, and designated viewing areas for people with a disability at the Easter parade. Current Disability Work In addition to funding some programing the BIC program funds the following positions: «Senior Disability Inclusion Officer (full time, approximately 1 day at Loddon Shire) * Disability Inclusion Officer (EFT 0.8; 0.4 Loddon, 0.4 the City) * Inclusive Towns Project Officer (EFT 0.6) — a project being delivered across both LGAs The disability team play a pivotal role internally and externally advocating on disability issues and supporting increased inclusion. The staff have a high level of expertise on disability issues, knowledge on the disability sector, and connections with disability service providers, community groups and residents / families of people with a disability, In addition to continuing the development of some of the before mentioned responsibilities, and the ongoing responding to access and inclusion issues raised by residents, some of the functions and projects the team are currently undertaking for the City include: PAGE 108Presentation and Vibrancy - Reports Ordinary Meeting - 12 October 2016 * Development and continual support to the Disability Inclusion Reference Committee, and relevant advocacy. * Mediation and raising awareness between different stakeholders to increase community participation of people with a disability and mutual respect. * Providing support internally to other business units to increase their capacity at meeting their policy and legislative requirements. ‘* Initiating the Changing Places campaign, that involves advocating and community mobilisation to secure State funding for a public universal change facility for the City. A Changing Place is an accessible toilet with adult-sized change tables and hoists for people with complex disabilities. * Coordinating a trial Access, Inclusion and Advocacy Expo; an event to showcase services, technology, information and equipment for people with disabilities, their families and carers. * Preparation of the City and broader community for the introduction of the NDIS. * Providing support and coordination to the annual International Day of People with Disability event committee. * The Inclusive Towns Project; an innovative place based project being undertaken with the business and tourism sector. It involves working with businesses to increase their disability inclusion in the areas of: physical, attitudinal, communication and employment. People with a disability work with businesses to increase their awareness about accessibility issues, ways to be more inclusive and determine an overall rating for each business to promote. The Outcomes Report for 2015/16 and the Directions Report for 20016/17 are attached (Attachment 1 and 2) and provide further information to the qualitative aspects of the City's disability inclusion program. It should also be noted that the 2015/16 outcomes were achieved with significantly less staff resources than other years. The potential that this program is not continued is a risk to the Council’s aspirations to be the most liveability regional city in Australia and is of concern to the newly formed Greater Bendigo Disability Inclusion Reference Committee. This Committee resolved to write letters to the Council, Minister for Housing, Disability and Ageing and the Victorian Disability Advisory Council, advocating to continue the funding the BIC Program / disability inclusion team. Conclusion The Building Inclusive Communities Program provides vital resources to assist the organisation not only meet legislative requirements but increase the social inclusion of residents with a disability. The need for disability inclusion support will increase in accordance with the future growth of the numbers of people with a disability and the introduction of the NDIS. PAGE 110Prosontation and Vibrancy - Reports _Ordinary Meeting - 12 October 2016 The Municipal Association of Victoria, on behalf of Council's is currently advocating to the Minister for Housing, Disability and Ageing to retain and continue the BIC program and the same amount of funding however further advocacy from the City is required. Attachments. 4. Building Inclusive Communities Outcome Report 2015/16 2. Building Inclusive Communities Directions Report 2016/17 RECOMMENDATION That Council advocate to the State Government to continue to support and fund the Building Inclusive Communities program, in addition to any activity under the NDIS. PAGE 111Productivity - Reports ____ Ordinary Meeting - 12 October 2016. 7. PRODUCTIVITY 77 BENDIGO SMALL BUSINESS FESTIVAL 2016 Document Information Author Peter Jeffery, Coordinator, Small Business Development (EDU) Brian Gould, Manager, Economic Development Responsible Bernie O'Sullivan, Director Strategy & Growth Director Summary/Purpose The purpose of this report is to provide Council with a summary of the recent Bendigo Small Business Festival held in association with the Victorian Government sponsored Victorian Small Business Festival. Policy Context Council Plan 2013 — 2017 (16/17 Update) 44 Council fosters business and industry growth. 4.2. Effective partnerships build and support increased workforce skills for young people in particular. 4.2.2 Foster new industry and business initiatives through business, agricultural and industry events and workshops. Economic Development Strateay 2014 - 2020 Reference: 5.3 Business Support and Investment Attraction. Background Information The Victorian Small Business Festival is a State Government initiative that promotes a series of independently run events, workshops and seminars across Victoria offering a range of support avenues for small business during the month of August each year. This year was the second time that the City's Economic Development Unit (EDU) has formally partnered with State Festival officers to assist with the program's delivery. The responsibility of a Festival Partner is to identify and coordinate local individuals or entities who wish to host appropriate events, workshops or seminars and to then help promote Festival awareness to their local business community. This report aims to outline the successful approach adopted by the City’s EDU as a Festival Partner this year, and to highlight some pertinent outcomes for the information of Councilors and the community. PAGE 112Productivity - Reports Ordinary Meeting - 12 October 2016 Report A review of previous year's Small Business Festival provided by the Victorian Government — as well as Bendigo specific feedback from 2015 - identified some strong trends that were taken into consideration when preparing for this year’s program. It was, identified that the most preferred communication method for small business was digital correspondence (Facebook, direct email or invitations in particular) influencing the EDU's approach towards enhancing a local digital marketing campaign. Other important considerations included events run at convenient times for business owners and a variety of event topics focused on stimulating new customers. It was also identified that the average festival attendee was typically female, between 30 - 59 years of age, passionate about their business and typically working 50+ hours per week. The EDU started developing this year’s festival program by facilitating an information session to help identify and inform potential ‘event hosts’ who wished to deliver local events. Twenty five (25) events were selected considering their ability to inform small business owners, managers, staff or someone considering starting or growing a local small business, including 3 events that had already been planned by Small Business Victoria. The events The official launch event of the festival - ‘Network Like a Pro’ ~ marked the beginning of the 2016 Bendigo Smail Business Festival on 27 July. This year the City’s Economic Development Unit coordinated the launch with Jen Harwood, a motivational speaker and business management consultant. The Economic Development and Tourism teams then partnered to deliver a further three events for the festival that provided attendees with practical business development advice, being: 4, ‘Business Planning Essentials’ 2. ‘Develop Your Online Strategy’ and; 3. ‘Build Your Business Advantage’. This workshop informed local businesses about the best ways to take advantage of the City's major events. This event was developed in partnership with the City’s Tourism Unit and the Australian Retailers Association. Other events covered a variety of topics including on-line marketing, retail advice, juggling workllife balance, social media and networking. The festival concluded on 34 August 2016 with two final events: ‘Small Business Bus: Heathcote’ and ‘Entrepreneurship: it's everybody's business’ covering business mentoring and entrepreneurial encouragement topics respectively. Qutcomes and feedback The outcomes and feedback from the festival met expectations and in some cases well exceeded them. A large number of social media posts were created to promote the Bendigo Festival, consisting of 96 regular posts to the Facebook page and 62 paid or boosted Facebook advertisements. Together, these reached approximately 200,000 individuals. Facebook activity peaked at the start of August and accumulated 16,819 counts of engagement (when someone ‘likes’, ‘comments’ or ‘shares’ a post). PAGE 113Productivity - Reports Ordinary Meeting - 12 October 2016 Newspaper advertising consisted of § quarter page advertisements and two front page “strip” advertisements in the Bendigo Advertiser, complimented by a variety of editorial interviews and articles by the Bendigo Advertiser various other media outlets, The Bendigo Advertiser also provided digital support to the festival, with a Medium Rectangle (MREC) advertisement booked for prime position on their online ‘Entertainment section’ and at 50% ownership for their ‘Life & Style section’ between 26 July and 25 August 2016. The advertisements were delivered 6,571 times to their local audience and received 103 clicks as a direct response. The number of page followers attracted on social media was one of the EDU’s primary goals set at the start of the promotional campaign. Followers totaled 1,907 on the Bendigo Small Business Festival's Facebook page by the 31° August 2016 which fell within range of set targets (an increase of 637 followers since the same time last year). Another goal of the Bendigo Small Business Festival was to attract over 800 attendees. In the end, 845 people attended the 25 events in Bendigo, which was considered @ very good result. Conclusion This year’s marketing efforts for the Bendigo Small Business Festival successfully engaged the business community's awareness of the 25 events conducted throughout August. This communication also helped raise awareness of Council's commitment to support the local small business community. Our mission is to build the success and momentum of the festival concept further next year and beyond. Resource Implications The EDU received $15,000 in funding from the Victorian Government to support the initiative. The Economic Development Unit contributed a further $12,000 to achieve this year's results, Attachments ‘© List of local events (summary only). RECOMMENDATION That the Greater Bendigo City Council acknowledge and commend the partnered delivery of the 2016 Bendigo Small Business Festival between the Victorian Government and the City's EDU and encourage it to continue to take place on an annual basis, PAGE 114Productivity - Reports Ordinary Meeting - 12 October 2016 7.2 ANNUAL SUMMARY OF OPERATIONS: BENDIGO AIRPORT 2015/16 Document Information Author Phil Hansen, Manager Bendigo Airport Rachel Lee, Manager Major Projects Responsible Craig Lloyd, Director Presentation and Assets Directors Bernie O'Sullivan, Director Strategy and Growth Summary/Purpose The purpose of this report is to provide a summary of the operation of the Bendigo Airport for the 2015/16 financial year. Policy Context Council Plan Reference: City of Greater Bendigo Council Plan 2013-2017 (2016-2017 Update): Theme 2 Planning for Growth Strategic Objective 2 Greater Bendigo residents, businesses, and communities are connected with accessible transport options. Strategy 2.1 To maintain the unique character of Greater Bendigo, Council delivers major projects that accommodate the growing population and diversifies the economy. 2016/2017 Action 2.1.3 Complete the expansion and upgrade of the Bendigo Airport Stage Two, and continue planning and attraction of funding to progress Stage Three, the Business Park. Background Information Bendigo Airport is managed and operated by the City of Greater Bendigo and is located four kilometres north-east of the Bendigo City Centre. The airport was constructed in the 1970s and the main asphalt runway sealed in 1976, initially designed largely for recreational users only. The airport is now a moderately sized ‘regional airport’ and provides the following services «Victorian Air Ambulance Regional Base * Regional Base for Fire Emergency Activities (largely the fire season) * Charter Aircraft PAGE 115Productivity - Reports Ordinary Meeting - 12 October 2016 © Flight Training © Private Aircraft Operations There are currently 36 tenants at the Bendigo Airport including MyJet, Air Ambulance, DSE Airbase, Bendigo Aviation Services (operating as Moorabbin Aviation Services), Bendigo Flying Club and various smaller recreational businesses and private tenants. The airport directly supports an estimated 50 jobs (most of which are associated with emergency services), has up to 29,000 aircraft movements per annum (i.e. one take off, one landing etc.) and is currently an uncontrolled airport (i.e. no control tower). Airport activities typically include charter flight services, flight training, emergency services, and recreational activity. Bendigo Airport is increasingly being used for a variety of charter transport services to and from Bendigo. Anecdotal evidence suggests the bulk of charter activity is to and from destinations including Mildura, Adelaide, Sydney, Canberra, Tasmania and other regional cities and towns across south-eastern Australia The City of Greater Bendigo employs an in-house Airport Manager to monitor, plan and administer the operation of the airport. In this role, the manager is supported by a range of colleagues, including a 0.4 EFT Safety and Maintenance Officer, that provide support through the provision of maintenance services, management oversight and safety inspections. Report Major Achievements for 2015/16 Major initiatives and achievements for the last financial year include: © Securing project funding of $5 Million from the Federal Government through the National Stronger Regions Fund. ‘* Sealing the Northern Taxiway, enabling all weather access to the northern end of the main runway. * Successful completion of the $1.09 Million Water State Government funded Bendigo Airport Water Recycling and Landscaping Project. * Successful tendering for Bendigo Airport Redevelopment Project Contract — awarded to BMD Constructions Pty Ltd * Commencement of the $15 Million Bendigo Airport Redevelopment Project. PAGE 116Productivity - Reports Ordinary Meeting - 12 October 2016 Operational Budget for 2015/16 Bendigo Airport: Constructed Hangars/Facilities é 35 35 31 | Number of hangars/facilties 8 sre z 10/11 1/2 12/3 13/14 yas 15/16 Year Number of hangars constructed Bendigo Airport: Rental/Lease income $140,000. + $120,000 ~ $100,000 + $80,000 + $ Dollars $60,000 + $40,000 +} $20,000 + 10/12 ayiz 2/3 Bld 14/15 15/16 Year ‘Annual revenue from leases/rent PAGE 117Productivity - Reports Ordinary Meeting - 12 October 2016 Bendigo Airport: Net Cost $300,000 ne — $250,000 $232,018- $210,239 20,603 $200,000 $150,000 ‘$ Dollars $100,000 ‘$50,000 ga 20/11 uz ws fa fs 15/16 Year Annual net cost Current or Emerging Challenges Current and emerging challenges include: ‘* Maintaining current operations whilst managing the redevelopment project (with an objective to minimise interruptions to existing operations). ‘* Maintaining maintenance of all current assets during major construction activities. * Managing the process of transitioning the airport from a ‘registered’ status to a Civil Aviation Safety Authority (CASA) ‘Certified’ airport * Successful completion of the major airside construction redevelopment project. * Successful ‘commissioning’ of the new runway, lighting system and other airside infrastructure (a CASA process). * Continued attraction of new investment at the airport - including new tenants, hangars and commercial businesses. * Attracting a regional airline carrier with the view to providing Regular Public Transport (RPT) services to/from Bendigo. * _ Investigating the attraction of air freight services to the region. * Attracting the necessary funding to develop the Bendigo Airport Business Park (Stage 3). «Review and update of the functional capacity of the Airport Terminal Building to operate for passenger services. ‘* _ Finalisation and delivery of the updated Bendigo Airport Strategic Plan. PAGE 118Productivity - Reports Ordinary Meeting - 12 October 2016 RECOMMENDATION That the Greater Bendigo City Council acknowledge the Bendigo Airport 2015/16 Annual ‘Summary of Operations Report. PAGE 119Productivity - Reports Ordinary Meeting - 12 October 2016 7.3 ANNUAL REPORT - BENDIGO LIVESTOCK EXCHANGE 2015/16 Document Information Author Rachelle Quattrocchi, Manager Works Unit Responsible Craig Lloyd, Director Presentation and Assets Director Summary/Purpose The purpose of this report is to provide Council and the community with a summary of recent achievements by the Bendigo Livestock Exchange (BLE) and an outline of key management and policy pursuits guiding the future operation and development of this, venueffacility. Policy Context City of Greater Bendigo Council Plan 2013-2017 (2016-2017 Update): Theme 1 Leadership and Good Governance Strategic Objective 1 Council demonstrates leadership in its decisions to meet future needs and challenges. Strategic Objective 6 Long-term planning and staff capacity building help to develop a resilient organisation. Strategy 1.6 Programs, projects and services are guided by best practice principles and delivered to respond to community needs. Theme 5 Sustainability Strategic Objective 4 Council managers its resources, assets and infrastructure for the long term. Strategy 5.3 Essential infrastructure is constructed, maintained and renewed to meet the needs of current and future residents, 2016/2017 Action 5.3.2 Maintain and renew existing Council owned and managed properties to agreed service level requirements and statutory regulations. Independent Review: Recommendation 18 — Annual reporting of City of Greater Bendigo entities. PAGE 120Productivity - Reports Ordinary Meeting - 12 October 2016 Report The BLE is a National Saleyard Quality Assurance (NSQA) and European Union (EU) accredited sheep, cattle and pig selling complex which conforms to the National Saleyard Quality Assurance Program and Occupational Health & Safety Management System for saleyards. The Exchange is located just 12 kilometres north of Bendigo at Huntly and is a Quality Accredited facility, Weekly sheep and cattle sales are conducted throughout the year. The BLE is one of the largest sheep and lamb selling centres in Victoria, transacting a quarter of the states sheep and lambs that go through saleyards. On average, it yards approximately one million sheep and lambs, and 15,000 cattle annually. This throughput represents sales of around $160Mil. The sheep and cattle sales at the Bendigo facility generate revenue of around $1.2Mil per year that is used to fund the operation of the yard, Key achievements or milestones achieved in 2015/16 include: * Weekly prime sheep and lamb, cattle markets and special store sales. * Maintained accreditation for National Saleyard Quality Assurance (NSQA) and European Union (EU) programs. * Trial site for Surefoot matting in sheep delivery yards to improve animal welfare. * Pilot program conducted by Ausmeat to review National audit procedures and standards for saleyards. ¢ Implementation of a new security system to the BLE including new front gate and Avdata key access to monitor and control access for all users of the facility. ¢ Representation on the National Saleyards Quality Assurance Committee and Livestock Saleyards of Victoria Executive. Financial Performance for the Year Ended 30 June 2016: The operational budget for the BLE of $1,377,840 was delivered with a variance of $104,709 due to use of agency staff and additional contracted expenses to conduct unbudgeted sales and decrease in throughput. There has been a decline in the throughput numbers at the sales during 2015/16 that has resulted in reduced revenue. Income Saleyard Revenue $1,094,447 Rental income $9,611 Other Income $6,000 Grants Nil Total Revenue $1,110,058 PAGE 121Productivity - Reports Ordinary Meeting - 12 October 2016 Expenditure Employee Benefits (e.g. wages) $341,142 Overheads (Finance, IT, Records etc) $108,645 Agency Relief Staff $259,098 Building Rental $201,567 Utilities $193,130 Contract Service Fees $34,880 Materials and Supplies $63,513 Insurance $14,347 Consultant $4,234 Plant & Equipment $13,318 Depreciation $32,480 Maintenance $43,743 Other Expenses $67,743, Total Expenses $1,377,840 The throughput figures have declined. A total throughput of 1,050,000 sheep and lambs and 16,000 of cattle were sold through the BLE facility during 2015/16. This is in ‘comparison to throughput figures of 1,125,568 sheep and lambs and 20,000 of cattle for 2014/15. Description Throughput 2015/16 Sheep & Lambs 1,050,000 Cattle 16,000 Current and Emerging Challenges: The priorities for the 2016/17 financial year for the BLE are to: «Maintain the National Saleyard Quality Assurance (NSQA) and European Union (EU) programs accreditation. * Commitment to staff training and awareness to support the Integrated Quality, OH&S and Environmental Management System. © Development and improvement to policies and procedures to ensure compliance with the Integrated Quality, OH&S and Environmental Management System. PAGE 122Productivity - Reports Ordinary Mecting - 12 October 2016 * Maintain animal welfare standards to ensure that consumers have confidence in the livestock saleyard industry. * Decline in pig sales within the industry led to the decline of pig sales at the BLE, with the closure of pig sales at the end of 2015. This has provided an opportunity to review the future use of the pig sale yard. * Development of a Master Plan for the Bendigo Livestock Exchange that will include a review of marketing and future growth opportunities for the BLE in light of changing markets and new technology. * The Victorian Government has recently mandated Radio Frequency Identification (RFID) tags on all sheep and goats bom after 1 January 2017 with scanning at Victorian saleyards from July 2017. The implementation of electronic NLIS of sheep has not been considered within the budget considerations for the operation budget, therefore the BLE will seek funding assistance from the Victorian Government for the implementation of the new system. Management and Policy Directions: The BLE has been actively involved in the trial of National Livestock Identification System (NLIS) for sheep. This has involved trialling scanners, reading EID tags, assessing animal flows and producing a proposed implementation plan for the BLE saleyard site, The BLE is looking at new technology advancements for the selling of livestock such as electronic NVD's and sheep identification, to provide traceability, disease management and access to global markets. The BLE maintains animal welfare standards to provide for the ethical treatment of livestock whilst at saleyards and will continue to work with authorities and stakeholders to maintain standards and improve management processes. Risk Management The identification and minimisation of risk is an integral part of the quality management system of the BLE operations. The BLE is included within the Integrated Management System (IMS) which includes OHS (AS/NZS 4801), Quality (ISO 9001) and Environmental Management (ISO 14001) and operations are maintained to these standards and support the following * Ongoing development and improvement to policies and procedures relevant to the BLE operations. * Ongoing auditing of staff to ensure compliance with adopted processes. * Commitment to staff training in the Integrated Management System and technical skills development to perform their roles efficiently, safely and effectively. PAGE 123,Productivity - Reports Ordinary Meeting - 12 October 2016 Consultation/Communication BLE Stakeholder meetings were established at the commencement of the 2014/15 financial year. The attendee list of key stakeholders include Cr James Wiliams, representatives from the farming community, transport sector, Department of Environmental Land, Water and Planning (DELWP) and stock agencies. The stakeholder meetings provide a forum where key stakeholders can meet and discuss relevant issues related to the operation of the BLE. The stakeholder meetings have allowed for the establishment of strong relationships with key stakeholders of the BLE operations. Resource Implications This Council-owned facility employs two full-time staff members, two part-time staff members and a number of casual employees which equate to 4 full-time equivalent staff on an annual basis. Full-time: 2 2 2 FTE: 4 Attachments Nil. RECOMMENDATION That Greater Bendigo City Council acknowledge the performance of the Bendigo Livestock Exchange in 2015/16. PAGE 124Productivity - Reports Ordinary Mooting - 12 October 2016 TA ANNUAL REPORT - WORKS UNIT 2015/16 Document Information Author Rachelle Quattrocchi, Manager Works Unit Responsible Craig Lloyd, Director Presentation and Assets Director ‘Summary/Purpose The purpose of this report is to provide Council with an overview of the performance of the Works Unit during the 2015/16 financial year. Policy Context Council Plan Reference: City of Greater Bendigo Council Plan 2013-2017 (2016-2017 Update): Theme 4 Leadership and Good Governance Strategic Objective 1 Council demonstrates leadership in its decisions to meet future needs and challenges Strategic Objective 6 Long-term planning and staff capacity building help to develop a resilient organisation. Strategy 1.6 Programs, projects and services are guided by best practice principles and delivered to respond to community needs. 2016/2017 Action 1.6.3 Implement continuous improvement strategies in the Works area in accordance with best practice guidelines. 2016/2017 Action 1.6.4 Deliver the budgeted works program, both capital and maintenance and enhance planning for the future with relevant skills development. ‘Theme 2 Planning for Growth 2016/2017 Action 2.3.4 _ Increase footpath maintenance in accordance with the Road Management Plan. Theme 5 Sustainability Strategic Objective 4 Council managers its resources, assets and infrastructure for the long term. Strategy 5.3 Essential infrastructure is constructed, maintained and renewed to meet the needs of current and future residents. PAGE 125Productivity - Reports Ordinary Meeting - 12 October 2016 2016/2017 Action 5.3.2 Maintain and renew existing Council owned and managed properties to agreed service level requirements and statutory regulations. Previous Council Decision(s) Date(s): At the 28 May 2014 meeting, Council resolved that annual reports be provided by the Works Unit. Report The Works Unit sits within the Presentation and Assets Directorate and is responsible for the construction of new and renewal projects and maintenance of civil infrastructure by the City of Greater Bendigo. The construction and maintenance teams undertake the construction and maintenance of the City’s roads, drains and footpaths. The construction team also undertakes the civil works construction of sporting facilities, car parks and other civil projects. The Works Unit is responsible for delivery of maintenance works in accordance with the Capital Works Program and Road Management Plan. The Works Unit is also responsible for the Bendigo Livestock Exchange; however as per Council's previous resolution, this business is reported separately New Capital Works and Renewal Projects: A total of 57 new Capital Works and Renewal projects totalling approximately $13Mil were delivered for the 2015/16 financial year by the Works Unit, including the following significant project: * East Bendigo Link Road Project Stage 4 (Final Stage) - this project serves one of the city’s largest industrial areas and links the Midland and Meclvor Highways. Other Major Road Construction and Drainage projects included: © Church Street Roundabout. co Moran Street Kerb & Channel and Road Reconstruction. © Fumess Street Drainage, Kerb & Channel and Road Reconstruction including intersection improvements on the comer of Fumess Street and Crusoe Road. © Broad Parade Drainage. © Strathdale Crescent Drainage. © Tumbull Street Drainage. * Various Black Spot and Roads to Recovery funded projects. ¢ Completion of the redevelopment of Mitchell Street between Myers Street & McLaren Street and Lyttleton Terrace & Mollison Street. * Mitchell Street Bus Interchange Project, delivered by City of Greater Bendigo in partnership with Public Transport Victoria. PAGE 126Productivity - Reports Ordinary Meeting - 12 October 2016 © $2.5Mil re-sheet renewal program for unsealed roads; program developed to improve the condition on approximately 85km of unsealed roads and shoulders. Maintenance Operations: The maintenance area of the Works Unit delivers day-to-day maintenance activities, responds to customer requests, emergency works and traffic management for events. The annual program for maintenance of footpaths, unsealed and sealed roads was delivered during 2015/16. Some of the works delivered as part of this program included the following: * Maintenance works in accordance with the intervention levels of the City’s Road Management Plan. © Footpath repair works of paving within the CBD of Bendigo. ‘* Works in collaboration with the Sustainable Environment Unit to manage roadside vegetation in accordance with legal requirements. * Drainage repair works. * Road patching and programmed repair works for sealed roads. * Treatment of mineshafts that opened up on Council owned land. «Response to emergencies and urgent repair works. * Traffic management in support of major events within the city and surrounds including Easter festival A total of 4,000 customer requests were received for maintenance works during the 2015/16 financial year; 80% of these requests were responded to within 9 days. In addition to responding to customer requests, the maintenance area of the Works Unit co-ordinates work in response to commitments in the City's Road Management Plan. During 2015/16, the total number of footpath defects above the intervention level of 25mm was reduced from 816 to 97. Proactive works were also completed on steps below 25mm in footpaths that could potentially end up as defects. A grinding footpath contract was introduced as part of the works program for 2015/16, which has resulted in the reduction of the number of defects from 3,695 to 756. Financial Performance for the Year Ended 30 June 2015: A summary of the Works Unit operational budget for 2013/14, 2014/15 and 2015/16 financial years (as shown below), provides an overview of the financial performance of the Works Unit over the last three years. PAGE 127,