Some of our services are impacted due to COVID-19.

Civil Leadership and Governance

Strategic objective

Ensure that ethical, financial and socially responsible decision making reflects community needs and is based on principles of accountability, transparency, responsiveness and consultation.

Key figures

  • $34.1 million net operating cost  
  • 293 904 total customer contacts 
  • 78,312 rateable properties

Achievements 

Pop-Up Council program

Commitment

Provide opportunities for the community to interact with Council at events and specific locations through the Pop-Up Council program.

Project Overview

Pop-up Council provides an opportunity for our community to engage with Council on a variety of key issues in a unique and meaningful way. An eye-catching, mobile van, Pop-up Council brings consultation opportunities to the community at local festivals and events, ensuring we hear from a diverse range of people from various age groups and backgrounds on topics that are important to them.

During the 2019-20 financial year, Pop-up Council was utilised to inform and gather community insights about the following projects:

  • Maling Road placemaking project (November 2019) 
  • Victoria Park Playground consultation (November 2019) 
  • Food Organics and Garden Organics (FOGO) at Ashburton Festival (February 2020) 
  • Food Organics and Garden Organics (FOGO) at Glenferrie Festival (March 2020). 

Project Aims

Utilising Pop-up Council aims to give City of Boroondara a presence and encourage feedback from a wide sample of the community. It serves as an engagement platform with a difference, supporting Council in our implementation of a multi-channel communication and engagement strategy that increases awareness of Council facilities and services in Boroondara.

It also allows us to seek input from the Boroondara community at locations convenient to them, as well as encouraging partnership opportunities and positive relationships between Council and local organisations.

Project Outcomes

Pop-up Council assisted in eliciting rich feedback from the community in the 2019-20 financial year about a number of important projects.

For the Maling Road placemaking project, we collaborated with St Paul’s Anglican Church in facilitating Pop-up Council at their fete where the community were invited to share their vision for the future of Maling Road in Canterbury.

For the Victoria Park Playground consultation, we hosted Pop-up Council and partnered with YMCA to run learn to scoot/skate sessions where the community had their say about opportunities to improve Victoria Park Playground. 

For FOGO, we partnered with the Ashburton Shopping Centre Traders Association and the Glenferrie Traders Association to host Pop-up Council at their respective annual festivals, allowing us to inform and educate the community about the new program.

Summary of Other Achievements

  • Hosted a delegation of 30 members from the Bangladesh government visiting Melbourne for a one week management training program with Swinburne University of Technology.
  • Updated the Councillor Support and Resources Policy, Election Period Policy and Public Interest Disclosure Procedures. These policies and procedures form part of Council’s good governance framework.
  • Conducted four pop-up Councils at festivals and farmers markets, allowing for increased community interactions with Council. 
     
  • Developed an Information Asset Register to record the sets of information that Council holds. This will support needs analysis and decision making in consideration of information security and risk assessments, as well as improved business processes, systems and information management. 
  • Developed and adopted the Budget 2020-21 document in accordance with the Victorian Local Government Model Budget, aligning its structure to the Boroondara Community Plan 2017-27.

Challenges 

  • Three new accounting standards were introduced in 2019-20 that affected Council's financial reporting. These were AASB 16, AASB 15 and AASB 1058. These standards effected the way Council accounts for its 280 vehicle and equipment lease payments, and how grant income from other levels of government is recognised.
  • One of the biggest challenges this year was responding and adapting to the COVID-19 restrictions which disrupted planned works and day-to-day work practices. Many staff members have transitioned to remote working and have adopted new ways of working to continue providing services and support to the community.

Capital projects completed - based on number of projects

 

Bar graph: 2015-16: 96%; 2016-17: 97%; 2017-18: 96%; 2018-19: 93%; 2019-20: 88%

Percentage completion of Audit Committee annual plan.
 

Bar graph: 2015-16: 100%; 2016-7: 100%; 2017-18; 100%; 2018-19: 100%; 2019-20: 100%