CITY PLAN 2013-2017 Year 3 of Council’s four year City Plan, incorporating the Strategic Resource Plan 2015/2016-2018/2019
Banyule’s Council Plan – A Partnership between Council and Community
Draft 8 April 2015
Index City Plan
Page
Mayor and Chief Executive Officer Overview ......................................................... 1 About Banyule ....................................................................................................... 5 Our localities .............................................................................................. 5 Our Community .......................................................................................... 5 The Council ........................................................................................................... 7 City Plan Framework (Vision, Objectives and Key Directions)................................ 11 Community Engagement and Social Research ...................................................... 14 Summary of Strategic Framework Terms ............................................................... 22 Objectives and key directions ................................................................................ 26 People:
Community strengthening and support ................................ 26
Planet:
Environmental sustainability ................................................ 34
Place:
Sustainable amenity and built environment .......................... 42
Participation: Community involvement in community life........................... 53 Performance: Use our resources wisely ................................................... 59 (Note: Each objective incorporates a list of supporting plans and a set of strategic indicators)
Strategic Resource Plan ........................................................................................ 59 Statement of the Management of our Human Resources ........................... 75 Financial Resources ................................................................................... 77 Appendices: ........................................................................................................... 92 Appendix A: Strategic Indicators ............................................................................ 92 Appendix B: Supporting Plans ............................................................................... 117
Note: The City Plan is Banyule’s Council Plan as required by Section 125 of the Local Government Act 1989.
Note: Contact Page to be inserted - back cover
Mayor and Chief Executive Officer Overview We are pleased to present Year 3 (2015-2016) of Banyule’s City Plan (2013-2017). The City Plan sets out the key directions for Banyule Council and highlights the diversity of work we do at a local government level. The first two years of the City Plan has seen significant progress made with vast improvements to public infrastructure and community facilities, as well as the provision of high-quality services and programs. As we move into the third year, we plan to continue to build on this solid foundation. Each year Council reviews its City Plan to ensure we keep delivering what the community needs, meet our objectives and overcome the challenges we face. One such challenge that impacts all Victorian councils is the State Government’s proposal to introduce rate capping in the 2016/2017 financial year. The proposed rate capping will limit Council’s ability to introduce new programs and initiatives as we strive to balance this demand with the renewal of Council assets. Council will continue to be prudent in a period of significant financial pressure from cost shifting and reduced funding from both the State and Federal governments. Council continues to acknowledge the Auditor General’s Report (February 2014) which raised concerns about the local government sector facing ongoing challenges to maintain community assets. This becomes increasingly challenging to balance in a rate capping environment. Our focus will be on efficiencies and savings, and ensuring we maintain our asset renewal program. Council will continue to ensure our assets remain in good condition for future generations. The construction of new Council offices and community facilities on top of WaterMarc is another stage in our Greensborough Project, a significant project designed to revitalise the Greensborough town centre and help set the future planning and development of the Greensborough Activity Centre. In 2003, Council adopted the Greensborough Principal Activity Centre - Local Structure Plan. This Plan aimed to strengthen and reinforce the civic role and functions of the activity centre and promoted the development of a civic precinct which included the location and use of Council offices in Greensborough. We foreshadowed the building of this office in 2007 and purposely designed WaterMarc, which opened in 2012, so that the offices and community facilities could be built on top of it at a later stage. The new building will bring financial and environmental savings, and increased productivity as Council staff collocate from three separate offices across Banyule – at Ivanhoe, Rosanna and Greensborough – into one purpose built, environmentally sustainable building. The proposed collocation will further enable Council to implement the objectives of the Ivanhoe Structure Plan (Civic Precinct Master Plan) including a new library in the Ivanhoe Office together with Council Chambers and a customer service centre. Not only do we value our assets, we place upmost importance in providing a range of services, support, activities and events for those who work, live or play in Banyule. To help inform us and ensure these remain relevant, we continue to conduct extensive community consultation. It was pleasing to have more than 800 people directly respond to engagement opportunities regarding our City Plan and provide vital feedback. Council’s vision for the future is based around an affordable, environmentally sound, liveable and prosperous city, sustaining a healthy and engaged community. To achieve this, we follow five interlinked ‘P’ objectives that help Council assess the efficiency of services, better manage infrastructure, as well as measure the effectiveness of initiatives and programs we provide. City Plan 2013-2017 (Year 3)
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People – Community strengthening and support A major focus of Council is to promote and support good health for people of different ages, life stages and backgrounds. Feedback from the community places greater emphasis on the need for Council to provide accessible health services and support programs. Banyule's Home and Community Care Program (HACC) provides services to more than 4,500 clients and delivers approximately 63,000 meals each year. Such crucial support services allow eligible frail older people, people with disabilities and their carers to live actively and independently in their homes. Council also provides free primary health services for all Banyule families with children aged birth to school age and supports families in the areas of parenting, health and development, wellbeing and safety. We directly manage three childcare centres and two kindergartens, and also manage 4-year-old enrolments for 29 community-managed kindergartens. Council also ensures resources and support are in place for young people and their families. We continue to address the issues surrounding graffiti and violence against women. We are also responding to the need to invest in recreation, leisure and arts which supports a healthy and vibrant community. Council maintains its assistance to small business and social enterprise through many initiatives, while our neighbourhood houses continue to provide a vast array of educational and training opportunities for the community. Planet – Environmental sustainability Council is dedicated to protect and enhance our natural environment for future generations to enjoy. Preserving Banyule’s extensive parklands and native bushlands is a shared goal by Council and community. We are increasingly adopting ways to reduce our environmental impact on the planet with many local initiatives. Our award winning stormwater harvesting sites continue to save 45 Olympic swimming pools of drinking water each year. We constantly seek to avoid and reduce waste, encourage recycling and promote environmentally friendly practices within our organisation and in partnership with businesses and community groups. Council continues to deliver responses to climate change by reducing its energy use and improving efficiency of use. Our recently completed energy efficient street light replacement program will have long-term financial and environmental benefits, as will installing solar hot water on Council buildings and incorporating environmentally sustainable design at the proposed Council offices to be built above WaterMarc in Greensborough. Our stewardship programs continue to educate and encourage the community to protect and enhance the environment and adopt eco-friendly practices. Place – Sustainable amenity and built environment As Melbourne’s population continues to grow, maintaining Banyule’s identity and neighbourhood character is something Council and the Banyule community feel strongly about. Banyule was successful in seeking approval from the State Government to introduce a well-balanced application of new residential zones which was the culmination of much strategic planning work previously done by Council for housing, heritage, neighbourhood character and activity areas. The new zones provide greater levels of protection for areas with recognised and highly valued environmental, landscape, and heritage features through the application of the Neighbourhood Residential Zone. We are committed to improving the liveability of Banyule by creating community hubs, enhancing our open spaces, upgrading playgrounds and sporting facilities, and encouraging the community to contribute to the greening of Banyule. Council also supports commercial and retail activity by improving streetscapes around local shopping strips and parking management.
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Council is determined to improve transport and address traffic congestion in our municipality. We continue to advocate on behalf of our community and seek funding to address such issues. The Banyule Integrated Transport Plan will identify key actions and projects that other key stakeholders, particularly the State Government, will need to progress to help deliver this vision. Our shared trail network continues to be upgraded, and we have increased initiatives to encourage walking, cycling and public transport use. Participation – Community involvement in community life Council works hard to engender an active and engaged community. We continue to improve the way we consult and listen to our community, and provide more opportunities for you to engage with us, give your feedback and take part in decision making processes. Council is improving the reach, impact and responsiveness of our communications to increase transparency and timely information about Council. Equally important to Council is that we ensure Banyule continues to be a place where diverse and inclusive community participation is encouraged. We provide a range of popular community events and activities, ranging from our benchmark Banyule festivals, Malahang Festival, Carols by Candlelight, together with many local events. We also develop and implement action plans that promote and celebrate Banyule's diverse communities, such as our Aboriginal and Torres Strait Islander; lesbian, gay, bi-sexual, transgender and intersex; disabled; and multicultural community. Council continues to advocate on key local issues and priorities to government bodies and other agencies to bring benefits and deliver services for our residents. We also provide many programs and initiatives to support and engage the very young through to the elderly. Performance – Use our resources wisely Through strong governance, prudent planning and responsible financial management, Council works hard to manage its processes, assets and finances, and deliver efficient services and facilities for the community. We ensure transparency and accountability are valued as an organisation. Council places great importance on working in partnership with the community and listening to how it perceives our performance. This vital feedback is carefully considered when we shape our City Plan and helps us continually evaluate our services and review our processes to ensure what we do remains relevant and what we offer is at best value. We value a productive and innovative workforce that is driven to improve Council’s service delivery and enhance performance. Above all, we look to safeguard the long-term financial sustainability of Banyule. Key major projects and initiatives which form part of Year 3 of the City Plan: Deliver a program of pavilion refurbishments budgeted over the remaining term of this Council, with the reconstruction of: Ivanhoe Park Pavilion
Telfer Reserve Pavilion
Cartledge Reserve Pavilion
Improve local playgrounds by investing over $195,000 for their redevelopment in 2015-2016 Continue to work in partnership with local agencies in joint graffiti clean-up efforts Implement $570,000 of local traffic safety improvements, including zebra crossings, school crossings, bike lane marking, speed humps and slow points
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Consolidate three Council administration offices into a single office. Commence construction of One Flintoff in Greensborough Develop parks, gardens, reserves and bushland facilities, including a regional play space at Anthony Beale Reserve Implement an Integrated Transport Plan for Banyule and continue to upgrade shared trails Investigate, plan and implement the 10 year Drainage Capital Works Program at priority locations Implement Council's Inclusion, Access and Equity Framework (IAEF) and associated action plans for Year 1
Our Councillors ensure we continue to focus on the following key themes that resonate strongly with them and our community:
Fiscal responsibility and reporting – maximising return to the community Communication – continuing to effectively engage and communicate with our community Infrastructure – renewing and maintaining infrastructure, from drains to buildings Planning – a thorough and thoughtful planning framework and process Good governance – sound decision making that is timely and transparent Community partnerships – strengthening existing partnerships and identifying new ones Environment – protecting our environment and becoming even more sustainable
Council will continue to focus on service delivery and the need to continue to provide efficient and value for money services to the community. Advocacy on behalf of the community on a range of significant issues is very important as Council seeks to partner with all levels of government in order to deliver key services and infrastructure. This includes a range of sporting facilities such as highball courts in the south of the City, the LaTrobe Employment Cluster, the Integrated Transport Plan, review of planning fees and processes, aged care reforms, universal access - government funding for 15 hours of kindergarten, and disability inclusion to name a few. Equally important is our goal to provide information to you about Council and give you as much opportunity to engage with us and help shape our future. We look forward to continuing working in partnership with the community to realising our City Plan.
Cr Craig Langdon Mayor
City Plan 2013-2017 (Year 3)
Simon McMillan CEO
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About Banyule Our Localities (Map showing boundaries, suburbs and adjoining municipalities) Banyule is located between seven and 21 kilometres north-east of central Melbourne and is made up of 21 suburbs. The City covers an area of approximately 63 square kilometres. The Yarra River runs along the City’s south border while the west is defined by Darebin Creek. Banyule is renowned for its open spaces and plentiful parklands, especially along the Yarra and Plenty River valleys. There are 466 hectares of council-owned open space in Banyule, as well as substantial areas of parkland managed by Parks Victoria. These provide a wealth of recreational, environmental and tourism opportunities for the region. There are sites of botanical, zoological, habitat and heritage significance, including aboriginal archaeological sites and scar trees, and points of interest associated with the Heidelberg School of Artists. Banyule is the active resident’s dream place to live, with many excellent community leisure facilities including indoor aquatics and fitness centres at Ivanhoe, West Heidelberg and Watsonia and the brand new facility at Greensborough – WaterMarc. Greensborough also has a synthetic athletics track, while a hockey centre and indoor netball stadium can be found at Bellfield and Macleod respectively. There are other playing fields, tennis and bowling clubs throughout the municipality. Cycling and walking through Banyule are popular pastimes, made enjoyable by the many kilometres of bicycle and pedestrian trails throughout the city, particularly along the Yarra and Plenty Rivers and the Darebin Creek. The city is primarily a residential area and retaining the character of individual neighbourhoods is important to the local community. While separate houses dominate, increasing numbers of semi-detached houses, townhouses and units are being built. Over two thirds of homes are privately owned or being purchased, with most of the rest being rented. Banyule has a number of commercial centres, the largest being the Greensborough Principal Activity Centre, with Heidelberg and Ivanhoe designated as Major Activity Centres. There are significant industrial areas in Heidelberg West, Greensborough, Briar Hill and Bundoora. The City is home to a number of large institutions such as the Austin Hospital including the Olivia Newton John Cancer Centre, the Mercy Hospital for Women, the Heidelberg Repatriation Hospital and the Simpson Army Barracks. Our Community Council recognises the habitation of this land by the Traditional Owners, the Wurundjeri willam. Melbourne’s north-east was the homeland of the Wurundjeri willam people who belonged to the Woiworung language group and greater Kulin Nation. The confederacy was made up of allied clans from south-central Victoria. Today, the Wurundjeri Tribe Land Compensation and Cultural Heritage Council, recognised as the Aboriginal custodians of Banyule and Kulin Nations, take care of this powerful cultural heritage. Council is committed to protecting Aboriginal heritage sites. Over fifty Aboriginal heritage sites have been identified in Banyule. Most are beside major waterways like Darebin Creek and the Yarra and Plenty Rivers.
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The City also has a significant European cultural heritage associated with painters of the Australian Impressionists (previously referred to as the Heidelberg School) such as Arthur Streeton, Tom Roberts, Charles Conder, Frederick McCubbin, Walter Withers, Jane Sutherland, Clara Southern and Jane Price, and architects and urban landscapers including Walter Burley Griffin, Ellis Stones and Edna Walling. Banyule has close links with the birth of the Australian Art Movement and influential artists such as Napier Waller, Albert Tucker, Sidney Nolan, Joy Hester and Norman MacGeorge, who bequeathed his estate in Fairy Hills to the University of Melbourne to encourage development of the arts. Sidney Nolan’s first art exhibition was held in Burgundy Street, Heidelberg. Heidelberg West is an area rich in history and diversity, and harbouring strong community spirit. The Olympic Village in Heidelberg West was the home of the Olympic athletes during the 1956 Melbourne Games. The village housed 4,200 athletes representing 67 countries. Shortly after the Olympic Games had finished, some of the Village housing was made available for sale, however the Village was largely converted to public housing and tenanted by the then Housing Commission of Victoria. The Olympic Village today is similar to the original village. Minor variations exist in the road network and in the types of housing provided, but the area remains largely in its original form. In 2000, the Village hosted the Olympic Torch Relay for the Sydney Olympics. Banyule has a diverse community of more than 125,000 residents from over 140 countries. A significant number of residents have European ancestry, and there is an increasing population of people with Asian and African ancestry. This diverse population brings a cultural richness to our community. Although the number of people living in Banyule is expected to increase in the next decade, our population is expected to age, with the greatest growth occurring in the over 60 age group. However, recently the population of under 4 year olds has grown, as Banyule, along with the nation as a whole, has experienced a mini ‘baby boom’. Banyule’s main industries are health care, retail, education, manufacturing and professional and scientific services. A large number of the jobs available in Banyule are filled locally.
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The Council Council has seven democratically elected ward Councillors who have overall responsibility for providing services and facilities for the community, improving and developing the municipality and governing the local area. (Note: This will include ward map and group photo of Councillors.) Cr Craig Langdon Mayor Olympia Ward Elected 2011 Current Term Expires 2016 Mayor 2013/2014 Deputy Mayor 2012/2013 Cr Jenny Mulholland Deputy Mayor Griffin Ward Elected 2000 Current Term Expires 2016 Mayor 2003/2004, 2004 (Mar 2004– Dec 2004) Deputy Mayor 2004/2005, 2009/2010 Cr Steven Briffa Hawdon Ward Elected 2008 Current Term Expires 2016 Deputy Mayor 2013/2014 Cr Mark DiPasquale Bakewell Ward Elected 2012 Current Term Expires 2016 Cr Rick Garotti Grimshaw Ward Elected 2012 Current Term Expires 2016 Cr Tom Melican Ibbott Ward Elected 2003 Current Term Expires 2016 Mayor 2008/2009, 2011/2012 Deputy Mayor 2006/2007, 2007/2008 Cr Wayne Phillips Beale Ward Elected 2005 Current Term Expires 2016 Mayor 2005/2006, 2006/2007, 2007/2008, 2009/2010, 2012/2013 Deputy Mayor 2010/2011, 2011/2012
Council Committees and Representatives 2014 Each year Council appoints Councillor Delegates to Banyule Advisory Committees and other external committees. Advisory Committees are made up of Councillors and community members. They have terms of references and meet to discuss issues and advise Council. In addition to Advisory committees, Council is often invited to participate on a range of external committees (in partnership). Both advisory and external committees provide important linkages between Council, Community, and State agencies and interest groups.
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The following represents the Council Committee Listing 2014, as appointed on or after the Mayoral Election held 28 October 2014 Banyule Advisory Committees
Delegate(s)
Age-friendly Advisory Committee
Cr Jenny Mulholland
Arts and Cultural Advisory Group
Cr Jenny Mulholland Cr Tom Melican Cr Steven Briffa Cr Wayne Phillips Cr Mark Di Pasquale Cr Rick Garotti Cr Tom Melican Cr Steven Briffa Cr Rick Garotti Cr Mark Di Pasquale
Asset Management Steering Committee Audit Advisory Committee* Banyule Bicycle Advisory Committee Banyule Community Plan Implementation Committee
Substitute(s) Cr Craig Langdon
Cr Mark Di Pasquale Cr Craig Langdon Cr Tom Melican
Cr Craig Langdon
Banyule Environment Advisory Committee (BEAC)
Cr Steven Briffa
Cr Craig Langdon Cr Tom Melican
Banyule Multicultural Advisory Committee (BMAC)
Cr Rick Garotti
Cr Mark Di Pasquale
Banyule Road Safety Committee (formerly Banyule Road Safety Implementation Committee)
Cr Craig Langdon Cr Steven Briffa
Cr Tom Melican
Chief Executive Officer Employment Matters Advisory Committee
All Councillors
NA
Disability & Inclusion Advisory Committee
Cr Jenny Mulholland
Cr Craig Langdon
Early Years Advisory Committee
Cr Mark Di Pasquale
Cr Jenny Mulholland
Gay, Lesbian, Bisexual, Transgender and Intersex (GLBTI) Advisory Committee
Cr Jenny Mulholland
Cr Craig Langdon
Ivanhoe Community Consultative Committee
Cr Jenny Mulholland Cr Craig Langdon
Cr Wayne Phillips
Strategic Property Group (formerly Property/Strategic Direction Advisory Committee)
Cr Mark Di Pasquale Cr Wayne Phillips Cr Steven Briffa Cr Craig Langdon
Notes: These Advisory Committees are considered Assemblies of Councillors pursuant to section 80A of the Local Government Act 1989. In addition to the Advisory Committees, an Assembly of Councillors is any planned (or scheduled) meeting where at least 4 Councillors and one council staff member are present with the intention, or likelihood, of the matters being discussed being the subject of a Council decision. * Audit Committee is excluded as an Assembly of Councillors under the Local Government Act 1989
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External Committees
Delegate(s)
Substitute(s)
Darebin Creek Management Committee
Cr Craig Langdon
Cr Jenny Mulholland
Melbourne’s Valley of the Arts Regional Tourism Board Inc. (MVotA)
Cr Craig Langdon
Cr Jenny Mulholland
Metropolitan Transport Forum
Cr Tom Melican
Cr Rick Garotti
Metropolitan Waste and Resource Recovery Group * MWMG Board: On 23 April 2013, the Governor in Council appointed four Councillors after being elected by Metropolitan Local Governments' Waste Forum delegates to represent the 30 metropolitan councils on the MWMG Board. Councillor Tom Melican was elected as a Director on the MWMG Board. Their tenure will run until 28 October 2016.
Cr Craig Langdon Cr Tom Melican*
Cr Wayne Phillips
Municipal Association of Victoria (MAV) & Australian Local Government Association (ALGA)
Cr Tom Melican
Cr Steven Briffa
Municipal Association of Victoria (MAV) – Environment Committee (formally Environment Advisory Group)
Cr Jenny Mulholland Cr Tom Melican
Municipal Association of Victoria (MAV) – Future of Local Government (FOLG) Strategic Change Group
Cr Jenny Mulholland
Cr Tom Melican
Municipal Association of Victoria (MAV) Planning Advisory Group & Metro Strategy Group (formerly Melbourne 2030 Councillor Reference Group)
Cr Tom Melican
Cr Jenny Mulholland
Municipal Association of Victoria (MAV) Transition Community Working Group
Cr Tom Melican
Municipal Association of Victoria (MAV) Transport & Infrastructure Advisory Group
Cr Tom Melican Cr Mark Di Pasquale
Napier Waller Property Committee of Management
Cr Jenny Mulholland
Northern Alliance for Greenhouse Action (NAGA)
Cr Tom Melican
Northern Melbourne Regional Development Australia Committee
Cr Tom Melican
Northland Structure Plan Steering Committee
Cr Craig Langdon
City Plan 2013-2017 (Year 3)
Cr Craig Langdon
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External Committees (Continued) Olympia Housing Initiative - Community Liaison Committee (as resolved at the 19/11/12 Council Meeting)
Delegate(s)
Substitute(s)
Cr Craig Langdon
Responsible Gambling Ministerial Advisory Council
Cr Tom Melican
Victorian Local Governance Association (VLGA)
Cr Rick Garotti
3081 Connect (formerly West Heidelberg Neighbourhood Renewal Steering Committee)
Cr Craig Langdon
Yarra Plenty Regional Library Audit Committee
Cr Jenny Mulholland Cr Steven Briffa
Cr Craig Langdon
Yarra Plenty Regional Library Board
Cr Jenny Mulholland Cr Steven Briffa
Cr Craig Langdon
Cr Tom Melican
The Banyule Cemeteries Trust is responsible for the operation and maintenance of Warringal Cemetery and Greensborough Cemetery. Warringal Cemetery is the primary operational cemetery. The Banyule Cemeteries Trust is managed by Banyule City Council under the Local Government Act. All Councillors are Trust Members of the Banyule Cemeteries Trust. Other Banyule Cemeteries Trust
Trust Members
Substitute
All Councillors
n/a
Council has established portfolio Chairs through as a mutually agreed protocol which sees them undertake a role as a spokesperson within the Council Chamber for those issues generally falling within their allocated portfolio. Portfolio Councillors are not involved in the day-to-day operations of the portfolio area but have a deeper understanding of the issues in these areas. Portfolio
Chair
Substitute
Cr Wayne Phillips
n/a
Community Programs
Cr Jenny Mulholland
Cr Craig Langdon
Assets & City Services
Cr Jenny Mulholland
Cr Craig Langdon
Cr Rick Garotti
n/a
City Development
Corporate Services
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City Plan Framework
Council’s role is to locally govern for all residents, visitors and ratepayers, and provide a range of programs and services that meet the needs of our community. Our City Plan provides a roadmap for us to follow in this important role. Underpinned by our vision and principles, the Plan’s objectives give us clear areas of focus for the four-year period and guide us to achieve the best we can for our community. Vision (What we strive for)
Banyule, a green, liveable and prosperous city, sustaining a healthy and engaged community.
The core principles that help us achieve our Vision are:
Principles
Sustainability for our future Community wellbeing Community participation Fairness in all we do Maintaining our community’s trust
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The following diagram gives an overview of Council’s objectives and key directions:
The framework outlined above is supported by a set of key policies, strategies, and plans. We use strategic indicators to measure our achievements. The City Plan includes a Strategic Resource Plan, which is integrated within our ‘Performance – Use our resources wisely’ objective.
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The purpose of Council’s City Plan 2013-2017 is to set the strategic direction for Council responsibilities over the next four years. It outlines priorities and helps guide the services that we provide to the community. The City Plan is informed by and used by Councillors, Council staff, community members, relevant stakeholders, agencies, the State Government, and residents. The City Plan’s focus is on:
Greater alignment of Council services with community expectations.
Articulating the direction and nature of Council priorities.
Responsive allocation of resources.
Providing a communication link between Council and our community.
Setting the ongoing direction of the Council.
Many sources of information have helped shape the development of this City Plan 2013-2017. Council’s engagement and participative approach to planning with and for our community will continue. Genuine engagement allows us to learn from people’s experiences of living in Banyule. Council uses this to plan better and continuously improve service delivery. Appropriate engagement gives the community an opportunity to discuss and respond to key issues affecting their experience in Banyule.
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Community Engagement and Social Research Local Government Planning and Accountability Framework Banyule City Council adheres to the Local Government Planning and Reporting Better Practice Guide in the development of its strategic planning process: “Statutory requirements The Planning and Accountability Framework is found in part 6 of the Act and in the regulations. The legislation requires councils to prepare the following documents:
a council plan within the period of six months after each general election or by 30 June, 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.
The following diagram shows the relationships between the key planning and reporting documents that make up the planning and accountability framework for local government. It also shows that there are opportunities for community and stakeholder input and feedback at each stage of the planning and reporting cycle. This is important to ensure accountability to residents and ratepayers. Planning and Accountability Framework Figure 1 – Planning and Accountability Framework
Note: The information above is sourced from the ‘Local Government Planning and Reporting Better Practice Guide’ (Local Government Victoria, May 2014), Department of Environment, Land, Water and Planning (formerly Department of Transport, Planning and Local Infrastructure) City Plan 2013-2017 (Year 3)
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An overview of our consultation approach We are committed to engaging with and listening to you and using your feedback to inform our work. Community feedback, along with things such as legislative changes, reviews of service standards, budget information and industry trends all contribute to shaping Council’s direction. Our four year City Plan (2013-2017) was developed in 2013 after extensive community consultation. Each year we review and modify the City Plan. Accordingly, we design our consultation approach so that we can include community feedback into our City Plan review process. Consultation for Year 3 of the City Plan This year’s community consultation has been fed into the Year 3 City Plan review process. We had separate surveys for each of our four key City Plan objectives (the fifth objective of ‘Performance’ mainly relates to the internal functions of Council). We highlighted examples of what has been achieved, asked for feedback about whether people thought Council was on track and asked for suggestions for improvement. Our community was given the opportunity to complete surveys on one or more areas of our work:
People - supporting and strengthening the health and wellbeing of the Banyule community. Planet - environmental sustainability and protecting Banyule’s natural environment. Place - maintaining and enhancing Banyule’s public spaces and infrastructure Participation - community engagement and involvement in community life.
Results More than 800 people told us their ideas through completing the survey online or at one of many Council events. We found that there was a lot of support for Council’s activities. We found that:
74% of people agreed or strongly agreed that we are on track in the area of Place. 68% of people agreed or strongly agreed that we are on track in the area of Planet. 68% of people agreed or strongly agreed that we are on track in the area of People. 61% of people agreed or strongly agreed that we are on track in the area of Participation.
Other consultation and research methods The City Plan consultation survey provides just one way in which people had their say about Council’s services. We use a broad range of consultation and data sources to inform the development of the City Plan. This means that we can hear from and represent a broader range of people’s views. This is especially true for those who do not like going to meetings or completing surveys, or where other ways of engaging are more appropriate.
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Some of the consultation and research used in the development of the Year 3 City Plan includes:
Banyule Youth Summit – 100 young people came together in October 2014 to discuss issues of concern and produced a range of recommendations about education, performing arts, gender inequality, transport, employment, places and spaces, mental health and drugs, safety, social inequality and health. Youth Services conducted 500 surveys at major events throughout the year to gather data on issues important to young people. Early Years 100 Faces – 100 children gave their views on improving Banyule, including suggestions for recreation and sporting facilities, community safety, participation and road safety. Seniors Morning Tea 2014 – Almost 130 older people provided their views on what they thought was the best thing in Banyule, with preferences given for the positive contribution of green spaces and parks towards health and wellbeing, trips and activities, and the role that organisations and clubs play in social and recreation activity. Integrated Transport Plan – a Transport Forum held in April 2014 generated a range of views about transport, including opportunities for active transport such as walking and cycling, and community transport. Household Survey 2014 – Over 700 households were surveyed to gain an understanding of demographic changes in Banyule as well as identifying issues, concerns and trends. Consultation with Council’s Advisory Committees (Multicultural, Environment, LGBTI, Disability) Consultation with Councils Age Friendly Advisory Committee Consultation with the Babarrbunin Beek Aboriginal and Torres Strait Islander Management Group Urban Forest Strategic Plan consultation – survey of over 200 residents about trees across Banyule. Watsonia Vision – comprehensive, long-term planning for the Watsonia activity centre, involving the local community and traders. Consultation at the Bell Street Mall, focused on how the space could be made to feel more welcoming, and attract more activity. Over 140 responses including surveys and individual interactions. State Government Annual Community Satisfaction Surveys. Key Council plans and strategies (e.g. People: Health and Wellbeing Policy and Strategy, Planet: Environmental Sustainability Policy and Strategy, Municipal Strategic Statement, Arts Plan and the Recreation Plan). Greensborough Project - extensive consultation and information sessions were conducted in relation to assessing and developing this project with community input and feedback. This work, conducted at the beginning of the project Council is being revisited with a further round of information dissemination, with the commencement of stage 2 of the project. Industry benchmarking exercises to compare Council services with best practice standards. Many of these comparators will become readily available to our community through the office of Local Government with their LGPRF indicator program.
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Evaluation and improving the consultation process Each year we evaluate the consultation process to look for ways to improve how we consult and engage with our community. We also work closely with other Council departments to share the information gained from our consultation. Additional sources of data that inform Council decision making Council uses a variety of methods to involve our community in the decisions we make. These include public forums such as workshops, advisory committees, surveys, focus groups, and community comment mechanisms, email feedback via our website and individual feedback such as formal submissions. Networks, Advisory Committees and Working Groups Networks, reference groups and advisory committees provide independent comment for Council and officers on various policies and strategies that are developed and implemented. They cover the areas of leisure and sport, culture, and environment and consist of a broad base of interested people within the community. In addition to the standing networks and committees, short-term working groups of community members are established for specific projects. These can range from organising a festival to giving community perspective on major works. Statutory Procedures Under the Local Government Act1989, Council is required to call for formal submissions on matters such as proposed discontinuance of roads, special charge schemes and adoption of local laws. This is also the case for the lease of Council facilities. Individual and face to face feedback Council welcomes and encourages community feedback and people can share their views at any time. Community feedback can be made via a provided return paid postcard, letter, telephone, website or email. Customer requests are a key source of information to assist in improving our services. We are committed to providing excellence in customer service and communications, to ensure our community and stakeholders have access to quality information about Council services, activities, processes and systems. Council also delivers an ‘Out & About’ program to foster better links and information flow with the community. Under this program, members of the customer service team (supported by service unit staff) attend community centres and events to promote Council and community programs and services, as well as educate the community on how to best access the services and opportunities available to them. This program is very successful and has a particular focus on groups who have difficulty in accessing Council information or services, for example senior citizens groups. Surveys and Workshops Council conducts surveys during the development of policies, service reviews or for monitoring community satisfaction with Council’s services. The size of the survey can range from a local neighbourhood to the entire municipality. One-on-one personal interviews are often conducted with traders in the development of shopping centre strategies. Focus groups are another research method used from time to time to strengthen existing or proposed services. Workshops are another way we engage with and hear community voices. Workshops are often used to help gain more in-depth views on specific topics. City Plan 2013-2017 (Year 3)
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Regular Community Consultation In addition to specific community consultation projects undertaken as part of reviews of Council services, Banyule also conducts community consultation and stakeholder forums prior to developing or revising corporate policies and strategic plans. We also have a range of ways in which we interact with and seek the views of our diverse communities on a more regular basis. Various groups and committees have been established to gain representative input from particular communities, including:
Banyule Environment Advisory Committee Arts and Cultural Advisory Group Early Years Advisory Committee Multicultural Advisory Group – LGBTI (Lesbian, Gay, Bisexual, Transgender and Intersex) Advisory Group Disability and Inclusion Advisory Committee Aged Friendly Advisory Committee Babarrbunin Beek Aboriginal and Torres Strait Islander Management Group
Demographic resources Much of our decision making is based upon demographic information and forecasting tools which enable us to look forward and plan appropriately for our community. These include: ABS census data ID data analysis of 2011 Census information for the Banyule census collector districts (see profile.id.com.au/banyule) Community Indicators of health and wellbeing from the Department of Health. We have also developed a series of data profiles for specific areas and population groups within Banyule. Contact Council for more information. Feedback The information we gather and the feedback we receive is incorporated into the Draft City Plan 2013 – 2017 (Year 3) and reflected in the community consultation results as follows:
Council’s Draft City Plan 2013-2017 (Year 3) We have included proposed key initiatives to provide clear and practical examples of the intent of Council’s strategic directions and the link to community feedback. This allows our community to comment in detail on whether Council has fairly represented the priorities and needs of its community.
Community Consultation Results (What You Said! documents) This group of documents includes a summary of the approaches Council used to consult and engage with the local community, and four reports detailing the communities’ feedback and examples of how Council is addressing community feedback under the headings of Place; Planet; People; and Participation. These documents assist the community to see Council’s response to the themes they raised by showing links with the Draft City Plan 2013–2017 (Year 3).
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The themes and issues presented within the areas of People, Planet, Place and Participation are as follows: People Themes:
Good health for people of different ages life stages and backgrounds Health information and communication Community safety Regular recreation and social activities Support and inclusion for those who need assistance to participate fully in the community More support for employment
Planet Themes:
Waste management and recycling Litter and waterways Raising awareness of environmental issues and promoting practical actions Valuing trees, greenery, local parklands and wildlife Protecting our valued natural environment from overdevelopment More action to support and promote renewable energy More community partnerships, education and local ownership
Place Themes
Encouraging and providing alternative transport options while recognising the problems of traffic congestion Maintaining and looking after footpaths, roads and public spaces Valuing, protecting and enhancing our parks, open spaces and playgrounds Improving the local economy to deliver a more vibrant and prosperous Banyule Impact of development on the capacity and character of Banyule
Participation Themes
Social inclusion within our diverse community Ensuring Banyule’s diverse community is reflected in our images, signs and celebrations Multiple ways to provide information to different audiences and for different purposes Engaging meaningfully – how Council listens and engages with Banyule’s diverse community
The full details of community themes and initial responses can be found at http://www.banyule.vic.gov.au In addition to these themes developed with our community, Council is committed to strong governance and efficiency. The areas of emphasis are included with our Performance Objective. These themes are more focused on the internal functions of Council to ensure the right outcomes for our community.
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Performance Themes The following are themes related to the City Plan’s Performance objective, based on analysis of the feedback received through the various consultation and research processes:
Efficiency Effectiveness Best Value quality for our services Prudential financial management Secure information Stable industrial environment Transparency Accountability.
Our Linkage between City Plan and Budget The Annual Budget is developed within Council’s overall strategic planning framework. This framework guides the Council with information that aids in identifying community needs and aspirations over the long-term, converting these into medium (Council Plan) and short-term (Annual Budget) objectives, key directions, initiatives, activities and allocates resources in a considered manner with this information. Accountability to our community is ensured through Audited Financial and Performance Statements (containing our key performance indicators) and our statutory annual report to the community. Essential in the planning and application of Council’s resources is the critical link to the community. Banyule undertakes an ongoing and iterative process of engagement across all parts of our community. We use community information along with key demographic data, due reference to our legislative context and industry benchmarks to assess the appropriate level of service for our community. We test these services against both national and international standards of quality, efficiency and effectiveness. There are direct and obvious links between the broad range of information we gather and the activities we fund to meet our strategic intent. We review this annually and re-assess our activities and areas of emphasis for our community on this basis. A four year City Plan has been developed through extensive community engagement and feedback. The foundation of this work has led Council to include significant areas of emphasis in its planning, including:
Continuing a strong focus on delivering quality, value for money services Ensuring our financial sustainability and making sure we continue to deliver our services to the levels expected. Improving communication with our community so we are better informed as to things that matter. The building of a strong and vibrant community Developing local activity centres in an appropriate and sustainable way.
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Making land-use planning more consistent and see that it improves local neighbourhood character Advocating to other levels of government on important community issues, even where it is not Council’s direct delivery role, and ensuring that this is done in the strongest terms to affect change for the betterment of Banyule. Identifying opportunities that bring social and economic benefits to the community Ensuring comprehensive transport planning and advocacy on transport and congestion issues.
Each year Council reconsiders the areas of emphasis outlined for its four year plan. These views have been considered to develop City Plan key initiatives for 2015/16.
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Summary of Strategic Framework Terms Strategic Objectives PEOPLE:
COMMUNITY STRENGTHENING AND SUPPORT Support and strengthen the health and wellbeing of the Banyule community.
PLANET:
ENVIRONMENTAL SUSTAINABILITY Conduct Council activities in a sustainable manner, and practice sound stewardship of the natural environment to ensure its diversity, protection and enhancement.
PLACE:
SUSTAINABLE AMENITY AND BUILT ENVIRONMENT Maintain and enhance the quality of Banyule’s public spaces, buildings and infrastructure for people who live, work, shop, play and move around in our city.
PARTICIPATION:
COMMUNITY INVOLVEMENT IN COMMUNITY LIFE Govern effectively by appropriately engaging the community in issues that affect them, and advocating for the broader interest of the community.
PERFORMANCE:
USE OUR RESOURCES WISELY Manage the financial and non-financial resources required for the next four years to achieve Council’s strategic objectives.
Each objective is supported by the following:
Key directions – A range of key strategic directions set to achieve our objectives. These include our priority areas for the four-year period, focus areas and key initiatives:
Focus areas- each key direction is supported by a more specific series of themes that Council will focus on.
Key initiatives- A list of practical activities, programs and projects resourced by Council. These will deliver on our objectives over the term of this plan. The list of initiatives is comprehensive, captures what Council does for its community, and is reviewed on an annual basis.
Strategic indicators - These indicators will measure achievements against our objectives over a four-year period. They include a mix of:
Key data gathered by Council and other agencies to assist in evaluating community wellbeing.
Community Satisfaction Indices (CSI) measured by the State Government in its annual survey of Local Governments in Victoria.
Key measures as part of the Local Government Performance Reporting Framework – these include indicators and measures of service performance, financial performance and sustainable capacity, along with a checklist of 24 governance and management requirements.
Together these indicators provide a comprehensive measure of the achievement of the long-term objectives of Council and the community.
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The indicators chosen represent broad measures of success in areas that are within our control or of significant interest to Council. They help us to assess our efficiency and indicate effectiveness and the quality of the services we provide. They aim to monitor progress against Council’s priority areas within each objective. Banyule’s set of Strategic Indicators is detailed in Appendix A, together with further information about the Local Government Performance Reporting Framework.
Supporting Policies, Strategies and Plans - Each of our strategic objectives is underpinned by comprehensive supporting policies, strategies and plans. Our key policy and strategy documents informing the City Plan are continuously reviewed to ensure relevance and responsiveness to community needs and best industry practice:
Banyule People: Health and Wellbeing Policy & Strategy – provides the framework to promote good health and wellbeing at all ages within Banyule. The four-year strategy is supported by an annual action plan, and has been developed in partnership with participating agencies and our community. The combination of the relevant sections of the City Plan and the Banyule People: Health and Wellbeing Policy & Strategy represents and satisfies the statutory requirements for a Municipal Public Health and Wellbeing Plan as required by the Victorian Health and Wellbeing Act 2008.
Banyule Planet: Environmental Sustainability Policy & Strategy– provides the framework for achieving environmental sustainability in Banyule. It provides guidance and direction for supporting action plans that are reported in the annual State of the Environment Report.
Banyule Place Policy & Strategy – provides the framework for maintaining and improving Banyule as a liveable and vibrant place.
Banyule Participation Policy & Strategy– provides the framework for Council to support community involvement, by appropriately engaging with our community on issues that affect them, encouraging participation and advocating on behalf of our community
Banyule Performance Framework: Banyule Management System - provides the strategic framework for managing our resources wisely, providing organisational support services, strategic planning and risk management. Our ‘Performance’ objective is underpinned by policy context and strategic intent that is informed by: the Strategic Resource Plan, Strategic Budget, 4 year Capital Works Plan, IT Strategic Plan 2015-2020 (Draft), Banyule City Council Enterprise Agreement No.6, 2014, Banyule Working Together Working Better Values and Staff Code of Conduct, the Rating Strategy and the Debt Management Strategic Plan. The ‘Performance’ objective is also informed by a strong legislative framework, using industry best practice guides (eg. Reporting guidelines for local government budgets in Victoria, provided by The Institute of Chartered Accountants in Australia). Our Banyule Management System (BMS) is based on meeting the Best Value Principles of service delivery to our community, and incorporates a certification program against three key National and International Standards in Quality, Occupational Health and Safety and Environmental Management.
The key policy and strategy documents include the rationale and policy context for each of the key directions that have been set to achieve our objectives.
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Strategic Resource Plan The Strategic Resource Plan, included in this document, details the financial and nonfinancial resources, including human resources, required for the life of the City Plan to achieve Council’s strategic objectives. The Strategic Resource Plan is prepared in accordance with the requirements of the Local Government Act 1989 and the Local Government (Planning and Reporting) Regulations 2014, which commenced operation on 18 April 2014.This sits well with Banyule’s objective of ‘Performance – Use our resources wisely’. The Strategic Resource Plan consists of the following:
The ‘Performance – Use our resources wisely’ objective. This includes key directions for achieving the objective, and focus areas for the next four years
The ‘Management of our Human Resources’ section, which includes statements describing the human resources required for the next four years
The Financial Resources section, which includes information on financial position, financial statements and commentary on these.
The plan also takes into account services and initiatives contained in plans adopted by Council, as well as other information prescribed by the regulations.
"In the first two budgets this current Council has delivered, we raised rates by an average of 7.9% per annum. While this has enabled Council to substantially increase our investment in roads, footpaths and community facilities we understand that rate increases have been high. Council is committed to keeping rates affordable for our residents and is embarking on a range of initiatives such as shared service arrangements to sustainably manage our financial resources. Over the next two budgets, Council will deliver substantially lower rate increases." Cr Rick Garotti
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Our City Plan’s Relationship with the Municipal Public Health and Wellbeing Plan The City Plan and the Banyule People: Health and Wellbeing Policy & Strategy meet Banyule’s obligation for the provision of a Municipal Public Health and Wellbeing Plan under the Victorian Public Health and Wellbeing Act 2008. This City Plan is used as a vehicle for the strategic planning of the health and wellbeing of our community from Council’s responsibility perspective. The City Plan is reviewed on annual basis with a further lens relating to the health and wellbeing outcomes of our community. This is done to ensure compliance under the Victorian Public Health and Wellbeing Act 2008 and to help improve health outcomes. This work of Council occurs in many forms, from the upkeep of parks to the delivery of targeted programs, from the health of babies to immunisation of our community against disease. The annual action plan for the Municipal Public Health and Wellbeing Plan is based from actions across the Organisation, within Council’s annual business plan, supporting plans, and service unit plans. Council uses these actions to achieve the strategic outcomes for our community intended for the betterment of our community’s health and wellbeing. These actions outcomes are reported separately to the, Victorian Department of Health & Human Services. “Investing in and renewing our City’s assets, building for the future, protecting the environment, promoting sport, creating jobs and supporting all aspects of our community are the focus for this Council. We are committed to delivering services to our community in an efficient and sustainable way.” Mayor Cr Craig Langdon
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People OBJECTIVE: 1. PEOPLE: COMMUNITY STRENGTHENING AND SUPPORT – Support and strengthen the health and wellbeing of the Banyule community. The Context of PEOPLE in Banyule ‘People’ is about our desire for optimal health, better living conditions and improved quality of life. Good health is the state of complete physical, mental and social wellbeing and not merely the absence of disease. Health and wellbeing can be supported at any age through individual and public policy measures. Wellbeing is fundamental to quality of life, quality of human relationships and the capacity to participate in education, work, recreation and the community. We are committed to improving the health of our community and identifying and minimising threats to public health. This is a shared responsibility for which we have delegated legislative responsibility, and we undertake this in conjunction with other agencies and partners, such as the Department of Health & Human Services, with whom we work closely. We will support health and community wellbeing through the following key directions: 1.1
Promote and support health and wellbeing
1.2
Provide services for people at important life stages
1.3
Develop and promote safety and resilience in our community
1.4
Celebrate and promote Banyule’s diversity and heritage
1.5
Support people to achieve their economic potential
1.6
Plan and prepare for emergency events.
“It has been great to watch the first two years of our City Plan (2013-2017) bring so many benefits to the community. We have invested in asset renewal which looks to long-term sustainability. We have redeveloped sporting facilities, kindergartens, parks and playgrounds. Our shared trails continue to be upgraded across the municipality. What’s more, we have improved service delivery and efficiencies to offer better value for money. Our vision is long sighted and is firmly focused on building a better future for everyone. I look forward to welcoming more progress for Year 3 and beyond.” Cr Mark Di Pasquale
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KEY DIRECTIONS FOR ACHIEVING OUR PEOPLE OBJECTIVE:
1.1
Promote and support health and wellbeing
Our focus areas We will: 1.1.1
Develop engaged and responsive recreation, leisure and arts Key initiatives include:
Maintain active community engagement programs to encourage greater use of leisure centres by under-represented groups such as people from culturally diverse backgrounds, people with disabilities and those from Aboriginal and Torres Strait Islander background, including:
Conduct a major redevelopment of the Cartledge Reserve Pavilion, ground and lighting (home of the Heidelberg Stars Soccer Club).
Provide an annual report to Council in relation to the success of the ‘active engagement’ program.
Consult with the community in the development of community facilities and public spaces, including:
Deliver the reviewed Banyule Open Space Strategic Plan in consultation with key stakeholders and the community.
Develop and implement the Arts Plan, including:
Continue to provide an extensive arts, culture and festival and events program calendar that helps the community come together
Deliver a program of community gathering events centred around Movies in the Park
Present a Report to Council for consideration regarding issues and recommendations for the current and future provision of Arts and Cultural Facilities within the municipality by December 2015.
Deliver actions as outlined in the Recreation Plan.
Continue the support and development of Council’s facilities managed by Macleod YMCA, Belgravia Leisure at WaterMarc and our Council operated facilities in Ivanhoe and Olympic Village.
Adopt and implement a Play-space plan that provides a strategic vision for appropriate play spaces for our community to meet and recreate at, including:
Continue the major redevelopment of Anthony Beale Reserve with the delivery of a regional play space development
Deliver on an accelerated playground replacement program in local parks with $195,000 towards redeveloping neighbourhood playgrounds across the municipality in 2015-2016.
Conduct renewal works at Binnak Park regional family playspace ($83,000 budgeted in 2015-2016)
Continue the upgrade program for community hall furniture, with $30,000 budgeted in 2015-2016.
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1.1.2
Provide targeted programs that contribute to employment pathways, personal skill development and general wellbeing of young people.
Prepare a City Wide Tennis Strategic Plan for Council consideration and pending adoption, prepare an implementation plan by June 2016.
Provide affordable recreation opportunities through our libraries, community halls, parks and community hubs.
Review the Women in Sport Policy and provide a draft policy for Council consideration by March 2016.
Protect the community against preventable diseases and hazards associated with food, water and the environment Key initiatives include:
1.1.3
Continue to monitor Council's public health service delivery to ensure it is meeting the needs of the community.
Continue to advocate on food security issues to support a co-ordinated approach across Council and improve our communities’ health.
Co-ordinate and deliver immunisation services to protect children from vaccine preventable diseases.
Continue to monitor water quality of public pools to ensure compliance with public health requirements.
Undertake educational and enforcement activities to reduce the health impact of tobacco on the community, including the promotion of new outdoor smoking bans.
Respond to emerging and future preventable disease outbreaks and public health risks though education, promotion and advocacy.
Review, implement and communicate new Animal Management procedures for: Barking Dogs
Excess Animals
Restricted Dog Breeds
Dog Attacks.
Undertake Council's public health legislative obligations to protect the public health of the community, eg: Food Act 1984 inspection requirements.
Promote community awareness of the importance of immunisation and age appropriate vaccinations.
Build community capacity to support and create opportunities for all people to live healthy and fulfilling lives. Key initiatives include:
Support Neighbourhood Houses to provide community and education programs.
Support community groups with community grants and access to buildings.
Plan and deliver programs, activities and information to support seniors in living a full and independent life in Banyule (eg. Seniors Festival, Ageing Plan).
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1.2
Advocate for, and where appropriate support, members of our community who are disadvantaged in accessing Council related services in areas of need affecting their life in Banyule
Develop and implement the Banyule Electronic Gaming Machine Action Plan.
Provide innovative youth outreach and individual support programs to enable young people to live connected healthy and fulfilling lifestyles. Council remains aware of the issues emanating from Banyule’s youth summit in 2014 when formulating these programs.
Provide services for people at important life stages
Our focus areas We will: 1.2.1 Promote the positive development of children, young people, their families and carers. Key initiatives include:
Provide an evidence based and responsive Maternal & Child Health program that reflects current standards of practice.
Provide evidence based and responsive Early Childhood Services that reflect current standards of practice.
Implement Year 1 of the Banyule Child, Youth and Family Plan.
Deliver innovative activities, programs and support that assist in the development and emerging needs of young people and the community, including:
Contribute funding for a 3081 Youth Foundation ($10,000 budgeted in 2015-2016)
Implement Early Years Infrastructure Developments, including:
Continue the development of the Olympic Village Children’s hub
Deliver the renewal of kitchen facilities for Panorama Heights preschool and Greenhills Neighbourhood House ($18,500 budgeted in 2015-2016)
Upgrade air conditioning at our preschools and early years facilities from evaporative to refrigerant cooling, including Viewbank Preschool, the St Hellier Street Children’s Centre Planning Room, and the Concord Playgroup ($60,000 budgeted in 2015-2016).
1.2.2 Support older people to live independently Key initiatives include:
Plan and deliver sustainable aged and disability services in line with Home and Community Care guidelines, to support people to live independently at home, including:
Develop and utilise mobile technologies for the improved service provision of our older adults services.
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1.3
Provide a delivered meals service (‘meals on wheel’) that supports eligible community members and meets their nutritional needs.
Prepare and reorientate Council’s Aged services to address current National Aged Care Reforms.
Develop and promote safety and resilience in our community
Our focus areas We will: 1.3.1 Support, address and advocate for community safety Key initiatives include:
Implement year 4 of the Safer Banyule Plan and plan for development of 2017-2020 4 year plan, including:
Mall roof improvements.
Implement traffic safety improvements, including:
Deliver school crossing improvements through construction of raised pavement crossings in Cape Street, Heidelberg and Weidlich Road, Eltham North ($65,000 budgeted in 2015-2016)
Improve local traffic measures in Burgundy Street - Reconfiguration of Burgundy Street, Heidelberg, between Upper Heidelberg Road and Mount Street, to promote lower speeds ($300,000 budgeted in 2015-2016)
Provide a zebra crossing in Mount Street, Heidelberg ($50,000 budgeted in 2015-2016)
Introduce extended line marking for on-road bike routes across the designated Principal Bike Network in conjunction with our road resheet program ($65,000 budgeted in 2015-2016), along with warning signs and improved lighting at selected railway crossings and locations
Improve local traffic calming infrastructure in Eltham North, Heidelberg West, Watsonia, and Rosanna ($90,000 budgeted in 2015-2016).
Implement key infrastructure initiatives at our active sports grounds to improve community safety, including:
Replace fencing at the soccer ground at Olympic Park, Heidelberg West
Refurbish fencing at AK Lines Oval and Ground, home of Plenty Valley Premier Cricket Club and Watsonia Football Club ($60,000 budgeted in 2015-2016)
Provide soccer nets at James Street Reserve ($20,000 budgeted in 2015-2016)
Deliver improvement works at Willinda Park Athletics - Long Jump and Pole Vault Runways and Pits ($80,000 budgeted in 2015-2016)
Renew Malahang Basketball Court ($25,000 budgeted in 2015-2016)
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Provide improvement works to sports surfaces (soccer) at Gabonia Reserve and Cartledge Reserve (2 soccer pitches) through warm seasons grass conversions ($90,000 budgeted in 2015-2016)
Renew irrigation and infrastructure at Heidelberg Park ($35,000 budgeted in 2015-2016)
Conduct drainage works at the Ivanhoe Croquet Club Court ($30,000 budgeted in 2015-2016).
Develop 2 Netball Courts for women's sports in West Ivanhoe Club at Seddon Reserve ($126,000 budgeted in 2015-2016)
1.3.2 Support, address and advocate for Preventing Violence Against Women Key initiatives include:
Implement year 1 of the Preventing Violence Against Women Strategy.
1.3.3 Support, address and advocate for graffiti prevention and education Key initiatives include:
Implement year 1 of the Graffiti Management Strategy & Action Plan 20152018, including:
1.4
Continue to work in partnership across Council (eg. Youth Services and Capital Projects teams) and with local agencies (eg. the energy provider SPAusnet) in joint graffiti clean-up efforts ($50,000 budgeted in 2015-2016).
Celebrate and promote Banyule’s diversity and heritage
Our focus areas We will: 1.4.1 Support leisure, arts and cultural activities that strengthen connection to place, heritage, diversity and community. Key initiatives include:
Develop and implement opportunities to increase cultural tourism in Banyule, e.g. Melbourne’s North - Fostering Arts and Culture, Hatch Contemporary Arts Space, Impressionist lab, and Napier Waller House preservation.
Improve the preservation of the Banyule art collection and heritage assets, including:
Improve our art collection storage facilities ($11,000 budgeted in 2015-2016)
Deliver improvements to air-conditioning and provide additional maintenance at the Centre Ivanhoe and Great Hall ($750,000 budgeted in 2015-2016).
Prepare a draft Public Art Policy in consultation with the Arts and Culture Advisory Committee.
Develop and implement youth-specific activities that strengthen connection to place, heritage, diversity and community.
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1.5
Support people to achieve their economic potential
Our focus areas We will: 1.5.1 Encourage and assist the development of small business and social enterprise Key initiatives include:
1.6
Deliver small business support, including:
Provide networking and training opportunities that respond to local business needs.
Work in partnership to provide one-to-one advice and planning and mentoring sessions.
Finalise and update business related information on our website and other digital channels
Explore opportunities for introducing a Banyule Business Awards Program.
Explore opportunities for augmenting Council's role in the labour market (employment).
Communicate with business to promote business excellence and provide up to date support and advice.
Plan and prepare for emergency events
Our focus areas We will: 1.6.1 Strengthen community resilience Key initiatives include:
Implement Council's Disaster Resilience Strategic Plan, including:
Educate and prepare the community for emergency events taking an all hazards approach.
1.6.2 Maintain operational readiness Key initiatives include:
Continue to prepare Council for emergency response, relief and recovery.
Review and promote Council's public health emergency management preparedness within a disaster resilience framework.
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STRATEGIC INDICATORS How we will measure our performance against this objective is detailed in Appendix A - Strategic Indicators.
KEY SUPPORTING POLICY AND STRATEGY The primary policy and strategy framework that underpins this objective is the Banyule People: Health and Wellbeing Policy and Strategy 2013-17. It includes the rationale and policy context for each of the key directions that we will focus on to achieve this objective. SUPPORTING PLANS This objective is also supported by a range of current plans. A list is included in Appendix B – Supporting Plans.
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Planet OBJECTIVE: 2. PLANET: ENVIRONMENTAL SUSTAINABILITY – Conduct Council activities in a sustainable manner, and practice sound stewardship of the natural environment to ensure its diversity, protection and enhancement.
The Context of PLANET in Banyule ‘Planet’ is about the natural and formed environment and the ecosystems that sustain the community. Our community is an integral part of the environment and together we are the custodians of our shared home. To develop a sustainable environment we will focus on the following key directions: 2.1
Protect and enhance our natural environment
2.2
Conserve water and improve stormwater quality and impact
2.3
Deliver appropriate action on climate change
2.4
Avoid waste generation
2.5
Act as environmental stewards
“Council places great importance on enhancing and protecting our natural environment. We continue planting street trees and regenerating native bushlands. Our sporting facilities continue to be upgraded, including a new pavilion and playing surface at Montmorency’s Simms Road Oval. We see vast improvements to our local parks and playgrounds, such as Price Park in Viewbank. Council remains committed to responding to community needs and addressing local issues such as graffiti and rubbish dumping. ” Cr Steven Briffa KEY DIRECTIONS FOR ACHIEVING OUR PLANET OBJECTIVE:
2.1
Protect and enhance our natural environment
Our focus areas We will: 2.1.1 Protect wildlife corridors and enhance waterways and wetlands Key initiatives include:
Conduct environmental management planning, including:
Continue the Banyule Flats and Warringal Parklands ecological assessment.
Complete an environmental management plan for Darebin Creek Corridor
Continue the implementation of the Biodiversity Plan 2014-2017, including:
Biodiversity initiatives for priority Bushland Reserve Management Plans ($14,000 budgeted in 2015-2016)
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Wildlife Corridor Program initiatives such as: the buy one get one free plant program, school and resident education program, and planting days.
Develop concept plans for the next Stormwater Harvesting priority project in line with the Facilities Water Management strategy.
Work with Melbourne Water to address significant industrial pollution entering Darebin Creek from drains in Heidelberg West Industrial Estate
Conduct environmental management works, including:
Weed control and planting to maintain the existing revegetation works along Darebin Creek, Plenty River and Yarra River ($30,000 budgeted in 2015-2016)
De-siltation and revegetation works at the Banyule Flats Stormwater pond, and pond de-siltation of Southern Road Wetlands ($20,000 budgeted in 2015-2016)
Post-burn weed control and site management works, and vermin control in bushland reserves ($35,000 budgeted in 2015-2016).
2.1.2 Protect and plant trees and appropriate vegetation Key initiatives include:
Guide development decisions that protect and enhance our treed environment through Council’s Statutory planning service area.
Raise community awareness of Banyule’s Urban Forest through initiatives including:
Urban Forestry Policy and Strategic Plan- Implement an Urban Forestry Policy and Strategic Plan actions to improve the quality and quantity of the City’s urban forest.
Work towards further establishing and building the profile of urban forestry in Banyule and supporting action on canopy enhancement in the public and private realm.
Inspect and protect our treed environment in public places through Council’s Parks and Gardens service area, including collection of scientific data on the City’s public realm trees to assist the maintenance and protection of our urban forest
Work with the Banyule community to broaden our understanding of the benefits and importance of our urban forest, and increase our connection to them.
Continue to implement the reviewed Planning Enforcement Practices and Policies, with a focus on proactive enforcement of replacement tree planting.
Continue the work of our arborists and Council’s planning enforcement area to protect our treed environment in private places.
Develop parks, gardens, reserves and bushland facilities, including:
Renew trails and pathways in our reserves and bushland ($50,000 budgeted in 2015-2016)
Provide fencing for the community garden in Macleod ($16,000 budgeted in 2015-2016)
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Continue to implement works at Ryans Road Conservation Reserve ($25,000 budgeted in 2015-2016)
Continue the retaining wall renewal program for open space and road reserves ($100,000 budgeted in 2015-2016)
Conduct maintenance works at Eaglemont BMX jumps ($15,000 budgeted in 2015-2016)
Extend our BBQ renewal program in parks ($20,000 budgeted in 2015-2016)
Protect our important tree assets by an enhanced tree management and maintenance capability, including:
Conduct Routine Street Tree Pruning - through the existing Tree Management Contract, and assessment and works on over 60,000 street trees
Conduct Tree Planting to replace trees lost to drought and enhance Banyule's urban forest population on nature strips, road reserves, parks and reserves ($75,000 budgeted in 2015-2016)
Comply with new Electricity Safety (Electric Line Clearance) Regulations 2010 additional (tree removal and pruning): $200,000 cost to Council budgeted for 2015-2016
Continue Tree Condition Risk Assessments and Works for Council Community Services Properties ($30,000 budgeted in 2015-2016), and along 34 kilometres of Shared Trail network and in playgrounds, BBQ's and park shelters ($40,000 budgeted in 2015-2016)
Conduct Significant Tree Monitoring - condition inspections on trees on private land listed on the Significant Tree Register - includes advice to owners about hazards and management recommendations. ($15,000 budgeted in 2015-2016)
Develop, review and implement major vegetation strategies, including:
Incorporate a Substantial Tree Strategy in the Planning Scheme – complete the public exhibition and planning panel process for vegetation overlay Schedule 5.
Continue to implement Management of Banyule Flats as per Banyule Flats Warringal Parklands Cultural Heritage Plan
Investigate options for sustainable low maintenance nature strips as part of Council’s Home and Community Care (HACC) program.
2.1.3 Improve the policing of litter and waste dumping Key initiatives include:
Review the effectiveness of the enforcement strategies for litter and illegal dumping and promote the benefits of the program.
Continue the trial of demountable cameras for surveillance at problem sites for rubbish dumping
Ensure a renewed focus on our Building Site Code of Practice.
Increase community awareness of our hard rubbish and green waste collection programs to minimise illegal dumping, including:
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Develop a waste management and recycling plan for major facilities, parks and community based clubs in consultation with all stakeholders, including:
2.2
Reduce the impact of dumped rubbish occurrences, including increased pick-ups and enforcement (additional $76,000 budgeted in 2015-2016)
Consider a review of the Sporting Reserve User Guide policy in relation to club use of public spaces about litter control.
Continue to facilitate a cross organisational working group to address litter and dumped rubbish within Banyule.
Conserve water and improve stormwater quality and impact
Our focus areas We will: 2.2.1 Increase Council's water use efficiency Key initiatives include:
Provide ongoing development and maintenance of warm season grassed playing surfaces.
Provide maintenance of oval and sports field irrigation, including:
sprinkler and drainage replacement
irrigation flow sensors and technology renewal
installation of back flow prevention devices
Conduct community engagement for stormwater harvesting, including:
Implement the stormwater harvesting community engagement program
Develop capabilities and skills to actively manage the newly installed Stormwater Harvesting systems and commence the process of water distribution on Council's sportsfields, including:
Implementation of the Irrigation Replacement Program, incorporating upgrade of controllers, watering systems etc.
Investigate the next stormwater harvesting project priority for irrigation and pollution reduction
Continue work on our strategic catchment management by commencing works and prioritising the future works program.
2.2.2 Improve our urban drainage and stormwater management Key initiatives include:
Investigate, plan and implement the 10 year Drainage Capital Works Program at priority locations as identified by the Municipal Wide Drainage Network Capacity Study, including:
Maintenance of our existing Water Sensitive Urban Design (WSUD) assets ($50,000 budgeted in 2015-2016)
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2.3
Stormwater Management Catchment Analysis - Mitigation Works Irvine Road Drain Catchment ($15,000 budgeted in 2015-2016)
Stormwater Management Catchment Analysis - Mitigation Works South West Catchment - Stage 1 ($25,000 budgeted in 2015-2016)
Wilfred Road East Ivanhoe 600mm Drain Augmentation. ($40,000 budgeted in 2015-2016)
Para Road Montmorency 1200mm Drain Augmentation ($260,000 budgeted in 2015-2016)
Minor Drainage Works - Minor pipe augmentations and associated pit improvements to address localised drainage issues ($100,000 budgeted in 2015-2016)
Drainage Hot Spots - Pit replacements and modifications to improve stormwater capture ($50,000 budgeted in 2015-2016)
Provide technical assistance in the preparation of a Special Building Overlay in the Planning Scheme for flood prone areas.
Deliver appropriate action on climate change
Our focus areas We will: 2.3.1 Reduce our contribution to climate change by reducing Council’s energy use and improving efficiency of use. Key initiatives include:
Complete installation of solar hot water at three Council buildings.
Implement priority actions from the energy plan, prioritising the installation of solar photovoltaic panels on Council buildings over the remainder of this Council’s term of office.
Future proof energy efficiencies in Council’s operations through ESD design at Council offices above WaterMarc in Greensborough.
Deliver a continued certification program against ISO 14001 Environmental Management standards
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2.4
Avoid waste generation
Our focus areas We will: 2.4.1 Discourage waste to landfill Key initiatives include:
Continue to implement the revised 2014-2019 Waste Management Plan.
Deliver Council’s current best practice waste management services, including:
Renew the Waste Recovery Centre ‘Powerpack’ (plant that drives the compactor equipment), with $75,000 budgeted in 2015-2016
Update existing waste bin enclosures in shopping centres ($25,000 budgeted in 2015-2016)
Undertake reviews of the Waste Management and Cleansing services.
2.4.2 Identify and implement viable recycling opportunities Key initiatives include:
Continue to investigate new opportunities for recycling waste.
Continue to manage Council’s significant recycling services, seeking further opportunities for diversion from the waste stream.
2.4.3 Advocate for increased use of environmentally beneficial technologies and services in the community Key initiatives include:
Continue to implement waste avoidance and resource recovery programs to residents, schools and community groups.
Advocate to other levels of government to reduce the cost shift burden of higher waste costs resulting from landfill levies.
Increase Waste Education Service participation at major Banyule festivals and events.
Promote ‘onsite at-source’ food waste avoidance solutions to the community, including: worm farms, compost bins, and emerging waste reduction technologies.
Work with other departments and the Office of Housing to continue to manage the ongoing issue of dumping of rubbish.
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2.5
Act as environmental stewards
Our focus areas We will: 2.5.1 Manage recreation and open spaces in an environmentally sustainable way Key initiatives include:
Continue to provide priority weed control to bush reserves and waterway reserves involving friends groups and community groups
Deliver on open space strategic plan and reserve master plan priorities
Manage sporting users to ensure the ongoing viability of sports playing surfaces.
Deliver in partnership, events and projects that promote environmental sustainability, stewardship and connectedness with the natural environment
Deliver on the next phase for the development of Yandell Reserve conservation area.
2.5.2 Support community and business to protect and enhance the environment Key initiatives include:
Implement Council’s Planet: Environmental Sustainability Policy and Strategy
Continue stewardship programs that educate the community about environmental sustainability.
Continue to meet Best Value Plus ISO 14001 criteria through Council’s organisational Enviro Reps, communication and targeted projects.
Implement the Biodiversity, Water Sustainability, Environmental Stewardship and Energy Saving Plans
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STRATEGIC INDICATORS How we will measure our performance against this objective is detailed in Appendix A - Strategic Indicators.
KEY SUPPORTING POLICY AND STRATEGY The primary policy and strategy framework that underpins this objective is the Banyule Planet: Environmental Sustainability Policy and Strategy 2013-17. It includes the rationale and policy context for each of the key directions that we will focus on to achieve this objective. SUPPORTING PLANS This objective is also supported by a range of current plans. A list is included in Appendix B – Supporting Plans.
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Place OBJECTIVE: 3.
PLACE:
SUSTAINABLE AMENITY AND BUILT ENVIRONMENT – Maintain and enhance the quality of Banyule’s public spaces, buildings and infrastructure for people who live, work, shop, play and move around in our city.
The Context of PLACE in Banyule ‘Place’ describes the buildings, structures and spaces in which we live, work, shop and play. It is about our surroundings, how we interact with and move about within them. ‘Place’ also shapes our interactions with others and influences the quality and frequency of our social and economic activities. ‘Place’ is dynamic and influenced by many factors, most notably the aspirations of landowners and statutory approval systems that are governed through State and sometimes Federal decision making. To help improve the liveability of Banyule we will focus on the following key directions: 3.1
Maintain and improve Banyule as a great place to live
3.2
Strengthen local activity and employment areas
3.3
Support thriving commercial and retail activity
3.4
Enhance Banyule’s public and open spaces
3.5
Support sustainable transport
“There are some massive issues within Banyule caused by population increase in the growth corridors to our north. Many of these issues are outside Council’s control and we need the State Government to show some leadership and develop a longterm plan to address this unsustainable growth. Banyule is a great place to live and we have to work very hard to ensure it remains that way.” Cr Tom Melican
KEY DIRECTIONS FOR ACHIEVING OUR PLACE OBJECTIVE:
3.1 Maintain and improve Banyule as a great place to live Our focus areas We will: 3.1.1 Promote the preferred character of neighbourhoods and preferred places for development Key initiatives include:
Consider the 2014 outcome and any recommendations stemming from the Government's Standing Advisory Committee on Neighbourhood Residential Zones, including:
Start to monitor the effectiveness of the new residential zones for the Neighbourhood Residential Zone in the Banyule Planning Scheme.
Prepare a Planning Scheme Amendment for Heidelberg Car Parking Plan Page 42
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Achieve a decision, from the Government's Heritage Council, for Council's Banyule Flats and Warringal Parklands heritage nomination.
Obtain the Government’s final response to permanently update the Banyule Planning Scheme for Council’s Ivanhoe Structure Plan.
3.1.2 Encourage greater diversity and sustainability of housing Key initiatives include:
Continue advocacy with other councils for better environmental sustainable development (ESD) policy in the Victorian planning system, and pursue a final Government response on Council’s C73 proposal for an ESD policy in the Banyule Planning Scheme.
Continue Council’s current program of Environmentally Sustainable Development Assessments for all multi dwelling development applications (3 or more dwellings).
Continue to apply Council’s Liveable Housing Guidelines to improve the accessibility of new housing.
Continue to implement Council’s Liveable Housing Project to improve residential housing accessibility.
Ensure compliance with state and federal sustainable building codes through Banyule’s Building Control Service.
Progress the C101 planning scheme amendment, for the Government to approve a Special Building Overlay in the Planning Scheme.
3.1.3 Promote the improved design of local neighbourhoods to enhance ease of movement and access to goods, services and employment Key initiatives include:
Ensure appropriate and safe access to all local roads and centres through Council’s traffic engineering services.
Develop a program to upgrade pram crossings.
Continue working with the Metropolitan Planning Authority on the LaTrobe National Employment Cluster to support:
Heidelberg West's urban renewal and continued economic development for Heidelberg, as described in a framework for the cluster's future ($50,000 budgeted in 2015-2016).
An update of the Planning Scheme’s Municipal Strategic Statement (MSS) to provide for the cluster’s framework ($20,000 budgeted in 2015-2016)
Complete a review for Precincts 2, 5 & 6 of the Greensborough Activity Centre and start public exhibition for associated planning scheme changes.
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3.1.4 Develop, renew and maintain Banyule’s public assets to defined and agreed standards Key initiatives include:
Continue to provide a responsive and effective cleansing service to street, drains, shopping centres and public toilets, including:
Improve monitoring processes of the street sweeping program to identify opportunities for service efficiencies
Undertake targeted street sweeping activities in high profile locations, including Ivanhoe Town Hall, Rosanna offices, and Ivanhoe Aquatic Centre
Maintain and further enhance the city’s streetscapes and parkland trees for future generations
Deliver on the Watsonia streetscape upgrade works
Provide contract management of Council’s Major Leisure and Community facilities - Manage the service delivery contracts for Council's Major outsourced Leisure and Functions facilities including WaterMarc Banyule, The Centre Ivanhoe, Ivanhoe Golf Course, Chelsworth Park, Community halls & Buses and Macleod Recreation and Fitness Centre.
Deliver a program of Pavilion refurbishments budgeted over the remaining term of this Council, with the reconstruction of:
Ivanhoe Park Pavilion
Telfer Reserve Pavilion
Cartledge Reserve Pavilion
Develop and deliver Infrastructure Assets Renewal Programs and reduce our renewal gap, including:
Roof Replacement at Kelly Pavilion
Roof Replacement at Warringal Park Pavilion.
Look to maintain and improve our local road network infrastructure through our Local Roads Re-sheet and Rehabilitation program, including:
Mountain View Road - Mayona Road to River Street, Briar Hill
Bonnie Doone Street - Marden Drive to St Helena Road, Briar Hill
Clark Road - The Boulevard to Riverside Road, Ivanhoe
Henry Street - Alexandra Street to Grimshaw Street, Greensborough
Paton Court - Gladman Street to Cul-De-Sac (West), Greensborough
Elliott Street - Altona Street to Lloyd Street, Heidelberg Heights
Steven Court - David Crescent to Cul-De-Sac (North), Bundoora
Castle Street - The Righi to #84 Median West RC, Eaglemont
Mine Street - Greenhill Road to Albion Crescent, Greensborough
Thaxted Court - Trist Street to Cul-De-Sac (West), Watsonia North
Bernard Crescent - Jacqueline Road to Carolyn Crescent, Bundoora
Natimuk Street - Nell Street to Alexandra Street, Greensborough
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Trist Street - Frye Street to Sellars Street, Watsonia North
Keats Street - Lloyd Street to Southern Road, Heidelberg Heights
Alfred Street - Bell Street to Montgomery Street, Heidelberg Heights
Miller Street - Bell Street to St Hellier Street, Heidelberg Heights
Paragrene Court - Para Road to Cul-De-Sac (West), Montmorency
Gayle Street - Ladd Street to Kenmare Street, Watsonia
Kolonga Court - Carinya Road to Cul-De-Sac (East), Greensborough
Geewan Court - Wolangi Court to Cul-De-Sac (West), Greensborough
Beaumont Street - Dead End (West) to Kenmare Street, Watsonia
Milton Court - Southern Road to Southern Road, Heidelberg Heights
Darren Avenue - Patricia Avenue to Gordon Street, Bundoora
Bunyarra Court - Yalta Close to Cul-De-Sac (West), Greensborough
Warruga Place - Elder Street to Nepean Street, Greensborough
Beverley Road - Burgundy Street to Louise Street, Heidelberg
Greensborough Road - Powley Parade to Richards Avenue, Watsonia
Beech Court - St Helena (Service) Road to Dead End (East), Greensborough
Donald Street - Thoona Grove to Paterson Crescent, Greensborough
Irvine Road - Flora Grove to Dead End (South), Ivanhoe
Aqueduct Road - Erinne Court to Boundary, St Helena
Bungay Street - Ladd Street to Gleeson Drive, Watsonia
Sparkford Street - Green Street to Ford Street, Ivanhoe
Carinya Road - Warralong Avenue to Kolonga Court, Greensborough
Blue Gum Court - St Helena Service Road to Dead End (South), Greensborough
Cameron Parade - Carolyn Crescent to Anderson Parade, Bundoora
Edwards Street - Old Eltham Road to Main Road, Lower Plenty
Sellars Street - Trist Street to Huntley Street, Watsonia North
Delta Road - Saul Court to Warralong Avenue, Greensborough
Edwin Street - St Hellier Street to Altona Street, Heidelberg Heights
Bunalbo Court - Tamboon Drive to Dead End (West), Greensborough
Ebony Parade - Blackwood Parade to Liberty Parade, Heidelberg West
Elonera Av - Ovata Close to London Court, Greensborough
Local Roads Re-sheet and Rehabilitation - Watsonia Road Lambourne Road to Morwell Avenue
Luton Way, Bundoora – Sandhurst Crescent to Dead End (North).
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Seek Federal Government support in local roads initiatives through the Roads to Recovery - Federal Government Funding for Road Renewal program.
Deliver the new accelerated Footpath Construction Program with an increased focus on footpath renewal (additional $900,000 budgeted in 20152016).
Ensure important high pedestrian traffic areas such as activity centres are maintained and developed for the benefit of local businesses and the safety of our local community.
Complete asset management and improvement plans for WaterMarc.
3.1.5 Encourage the community to contribute to the greening of Banyule Key initiatives include:
3.2
Develop a West Heidelberg Garden Competition.
Implement stage 3 of the Price Park Masterplan
Implement the Street Tree Strategic Plan (a sub-plan of the Urban Forestry Policy and Strategic Plan)
Work with community groups and organisations to support appropriate community-based environmental initiatives such as a tree planting days
Consider, develop and deliver a range of Community Garden initiatives, including: Macleod Community Garden and Johnson Reserve Community Garden, Bellfield.
Strengthen local activity and employment areas
Our focus areas We will: 3.2.1
Encourage investment that supports local jobs growth Key initiatives include:
3.2.2
Initiate the preparation of an Economic Information Base to create a foundation for economic development, investment, retention and attraction ($75,000 budgeted in 2015-2016).
Support the regeneration of postcode 3081 Key initiatives include:
Co-ordinate a strategic cross-council approach to identifying and meeting the needs of the 3081 community, including social, economic and infrastructure issues such as:
Post Neighbourhood Renewal Mainstreaming approach in Heidelberg West ($175,000 budgeted in 2015-2016).
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3.2.3
Create community hubs at Ivanhoe and Heidelberg West
Continue to seek funding opportunities for Community Hubs in Heidelberg West and Ivanhoe.
Progress the planning for:
3.2.4
Ivanhoe Learning Hub together with Ivanhoe Library ($300,000 budgeted in 2015-2016)
Sherbourne Road Early Learning Hub ($100,000 budgeted in 20152016)
Explore further opportunities for Community Hubs which are inclusive of Aged Services, and which reflect the principles of Age-Friendly Banyule.
Develop plans that encourage investment and development opportunities for growth and regeneration of business and employment Key initiatives include:
3.3
Implement year one actions of the Banyule Economic Development Plan.
Support thriving commercial and retail activity
Our focus areas We will: 3.3.1 Support activity centres to enhance local retail and commercial activity Key initiatives include:
Continue to support local shopping centres through the Special Rates and Charges scheme
Continue shopping centre maintenance, including
Provide increased service in the shopping centre cleaning regime ($180,000 budgeted in 2015-2016)
Olympia Village billboards and banners ($5,000 budgeted in 20152016)
Main Shopping Centre Minor Improvements - outcomes of audit process ($40,000 budgeted in 2015-2016)
Small Shopping Strip Renewal - development of a plan to review and service small shopping streets ($40,000 budgeted in 2015-2016)
Pursue the Government's approval for the C93 planning scheme amendment for the Ivanhoe Activity Centre
Review the Greensborough Structure Plan incorporating consideration of community feedback.
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3.3.2 Work in partnership with businesses to market and promote Banyule’s retail and commercial offer Key initiatives include:
3.4
Assist in building the capacity of traders’ associations to continually improve governance.
Conduct improvement works to Rosanna shopping precinct, including lighting and landscaping around trees.
Enhance Banyule’s public and open spaces
Our focus areas We will: 3.4.1 Provide and maintain beautiful open space across Banyule for passive and active use Key initiatives include:
Finalise and commence implementation of the renewed Open Space Strategy (Strategic Plan), including:
Start the planning scheme amendment for the Open Space Strategy ($30,000 budgeted in 2015-2016)
Provide input to the Metropolitan Planning Authority’s work on a metropolitan open space strategy
Deliver Telfer Reserve Master Plan actions including planning and design for car park and pavilion.
Develop Master Plans for Regional Family Play spaces
Develop a Darebin Creek Master Plan in conjunction with Darebin City Council and the State Government
Implement the Darebin Parklands Master Plan including contributing to signage, seats and facilities
Implement the Price Park Masterplan, including:
Price Park works to paths, stormwater, and seating ($90,000 budgeted in 2015-2016)
Price Park ‘off lead’ dog fence ($50,000 budgeted in 2015-2016)
Prepare a development plan and deliver stage 1 improvement works at Ford Park, Ivanhoe ($100,000 budgeted in 2015-2016)
Play space Plan - Present the final draft of the Banyule Play space Plan for Council consideration and pending adoption, prepare an implementation plan by December 2015.
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3.4.2 Provide and maintain well designed public spaces that have great public amenity, are accessible and strengthen community connections Key initiatives include:
Manage Council’s open spaces, including:
Maintain fire hazards, traffic areas, road reserves, and ovals
Replace standard handrails with collapsible handrails on Pedestrian Bridges ($20,000 budgeted in 2015-2016)
Renew handrails and side panels on the Pope Place Bridge to prolong the life of this wooden bridge, by addressing water damage that is causing deterioration ($50,000 budgeted in 2015-2016)
Replace the deck and provide additional deck supports to the Kalparrin Gardens Bridge (Pedestrian) and Partington Flats Bridge Number 31 ($90,000 budgeted in 2015-2016)
Continue to deliver a co-ordinated across Council approach to dealing with the increasing problem of rubbish dumping in parks and other public places.
Maintain lighting and equipment for sporting facilities, including:
Replace Cricket Net at Heidelberg Park ($50,000 budgeted in 20152016)
Replace All Seasons Cricket Pitches - 50% matching contribution from Clubs ($100,000 budgeted in 2015-2016)
Replace Public Lighting Poles and change to New Technology and/or Solar Powered Lighting in Council Sports Fields and Reserves as identified by condition reports ($50,000 budgeted in 2015-2016)
Participate in initiatives to create environments and places that support Council’s ageing population to live well in Banyule (eg a review of Community facilities for older people, and improvement of social support centres), and support Banyule being an Age-friendly city.
3.4.3 Provide suitable community gathering spaces and look for opportunities for new and shared spaces and facilities Key initiatives include:
Continue to implement Council’s Playground Replacement Program, and update Council's playgrounds in accordance with Council's adopted Asset Plans, including:
Playground at De Winton Park, Rosanna ($65,000 budgeted in 20152016)
Playground Replacement at Grace Park, corner of Henry Street and Louis Street ($45,000 budgeted in 2015-2016)
Playground Replacement at Alma Play Park, Alma Street ($45,000 budgeted in 2015-2016)
Malahang Reserve Outdoor Gym Equipment ($40,000 budgeted in 2015-2016)
Regional play space - construction of the regional play space for Anthony Beale Reserve.
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3.5
Assess new opportunities for improving access to existing spaces and facilities.
Ensure that planning and development of Banyule’s public and open spaces is informed by the principles of Age-Friendly Banyule.
Increase, enhance and improve public open space where appropriate to cater for Banyule’s projected increases in population growth and density
Support sustainable transport
Our focus areas We will: 3.5.1 Develop an integrated transport plan for Banyule Key initiatives include:
Complete the Banyule Integrated Transport Plan which:
Describes Banyule’s vision for transport across the city
Sets out the actions Banyule is undertaking to realise this vision
Identifies key actions and projects that other key stakeholders, particularly the State Government, will need to progress to help deliver this vision, including
Improving the level of service and access to public transport for all users
Addressing safety and amenity on Rosanna Rd
Duplication of the Hurstbridge railway line to improve service frequency and reliability
Providing input to the Metropolitan Planning Authority’s work on transport planning for the LaTrobe National Employment Cluster
Considers access to transport, informed by principles according to the World Health Organisation (WHO) Age Friendly Guidelines, and taking into account the needs of people of all abilities.
3.5.2 Provide shared trails that help to link key public open spaces and community facilities Key initiatives include:
Implement the Pedestrian Bridge Replacement program, including:
Bridge handrail modifications for our pedestrian bridges - to insert 'shear pins' for flood events.
Replace components such as handrails, decks, and sub-structures in line with the bridge replacement program
Plan for and deliver a major shared path bicycle link through Banyule from the Plenty River trail to Plenty Road, including:
Deliver a shared path bicycle link along the power easement from Greenwood drive to Watsonia Road ($150,000 budgeted in 20152016)
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Continue the off-road path renewal and development of the Banyule Shared Trail Network (for walking and bicycles), including: Renew and upgrade Banyule's off-road shared trail network includes Main Yarra, Banyule, Darebin Creek and Plenty River trails ($100,000 budgeted in 2015-2016)
Implement the shared trail asset management plan
Redesign and realign the Plenty River Trail from Willinda Park to Greensborough Activity Centre.
Renew shared trail feeder paths ($50,000 budgeted in 2015-2016)
Upgrade the Elder Street Feeder Path link to Plenty River Trail ($200,000 budgeted in 2015-2016)
Conduct a feasibility study for a bridge to connect Warringal Park to Banksia Park, a joint project with Manningham City Council ($75,000 budgeted in 2015-2016)
3.5.3 Encourage walking, cycling and public transport use Key initiatives include:
Advocate for increased investment in sustainable transport and for improvements to public transport that will benefit local residents including: Orbital bus routes and the frequency, appropriateness and capacity of public transport options available in Banyule
Develop and trial a travel behaviour change program to improve walking, cycling and public transport use in priority areas.
Include walking, cycling and public transport use as a category for Environmental Grants
Develop and begin to implement a Green Travel Plan for Council’s operations.
Co-ordinate promotional events about Sustainable Transport, including Ride to Work, Ride to School, Walk to School, etc ($10,000 budgeted in 20152016)
Deliver a range of Public Transport Infrastructure Improvements, including installation of seats at a range of bus stop locations throughout Banyule. (approximately $18,000 budgeted in 2015-2016)
3.5.4 Improve parking management in activity areas Key initiatives include:
Deliver on parking management plans for our major activity and public transport precincts including the extension of metered parking to control parking flow.
Develop parking plans for key activity areas, including: Activity Centre Car Parking Strategies Greensborough and Ivanhoe. Complete the Heidelberg Parking Plan.
Develop and implement on-street parking policy and guidelines
Review the Residential Parking Permit Scheme.
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STRATEGIC INDICATORS How we will measure our performance against this objective is detailed in Appendix A - Strategic Indicators. KEY SUPPORTING POLICY AND STRATEGY The primary policy and strategy framework that underpins this objective is the Banyule Place Policy and Strategy 2013-17. It includes the rationale and policy context for each of the key directions that we will focus on to achieve this objective. SUPPORTING PLANS This objective is also supported by a range of current plans. A list is included in Appendix B – Supporting Plans.
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Participation OBJECTIVE: 4. PARTICIPATION: COMMUNITY INVOLVEMENT IN COMMUNITY LIFE– Govern effectively by appropriately engaging the community in issues that affect them, and advocate for the broader interest of the community.
The Context of PARTICIPATION in Banyule ‘Participation’ is about how people get involved in the community and community activities, how they have a say on issues important to them, and how Council listens to and involves people in decision making and planning. Participation also involves Council advocating with and on behalf of the community on issues out of Council’s direct control. Supporting ‘Participation’ is central to good governance. Banyule’s commitment to participation will be achieved by the following key directions: 4.1
Engage meaningfully with our community
4.2
Encourage diverse and inclusive community participation
4.3
Advocate on behalf of our community
4.4
Provide outstanding communications and customer service
“True and meaningful engagement with our community is essential for good governance and creates an environment that encourages participation in community life. Council plays an important role in community life. Community participation occurs in many fields. From our wonderful volunteers in sporting clubs, RSL’s, community service groups, trader associations and church groups, thousands of hours of unpaid work by all sorts of volunteers contributes to the intricate social fabric that is Banyule.” Cr Jenny Mulholland
KEY DIRECTIONS FOR ACHIEVING OUR PARTICIPATION OBJECTIVE:
4.1
Engage meaningfully with our community
Our focus areas We will: 4.1.1 Engage community members in issues of local concern to develop local solutions and support community members to contribute their strengths, knowledge and capacity Key initiatives include:
Continue to implement the MetroAccess Community Building Plan in line with the Victorian Government's State Disability Plan.
Co-ordinate and deliver Community Development and local RSL grant programs.
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Strengthen the delivery of Early Years Services through community partnerships.
Work collaboratively with local service providers and the community to facilitate better outcomes for older people in Banyule (eg Participation in Banyule Aged Service Network, use of Volunteers in Aged Programs, Partnership projects and Support for Seniors groups).
Work with young people in order to build their capacity to participate and meaningfully engage in decision making in the local community, celebrate and highlight positive youth culture.
Lead and support Council's community engagement and consultation processes to ensure that the views and needs of the community are reflected in Council's prioritisation and service delivery.
Refine and improve Councils community consultation and engagement activities.
4.1.2 Ensure we actively engage with under-represented groups in ways that are of value to them. Key initiatives include:
Engage with the community through a targeted ‘out and about’ program, focusing on sections of the community who may experience barriers to participation in civic and community life.
Develop and implement a Youth Services consultation and evaluation strategy.
Deliver on our annual satisfaction survey and engagement program in partnership with our community.
4.1.3 Enhance our relationship and work in respectful partnership with the traditional custodians of Banyule, the Wurundjeri people, identified elders and other Aboriginal and Torres Strait Islanders Key initiatives include:
Implement year 1 of the Aboriginal and Torres Strait Islander Plan, which reflects Councils stated commitment to Indigenous Australians and current community aspirations.
Provide and promote services and opportunities that are available for Aboriginal and Torres Strait Islanders across the municipality.
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4.2
Encourage diverse and inclusive community participation
Our focus areas We will: 4.2.1 Work in partnership with the community to build capacity, promote inclusion, diversity and good local governance Key initiatives include:
Implement Council's Inclusion, Access and Equity Framework (IAEF) and associated action plans for Year 1:
Aboriginal and Torres Strait Islander Plan
Disability Plan
LGBTI (Lesbian, Gay, Bi-sexual, Transgender and Intersex) Plan
Multicultural Plan.
Develop priorities and action plans that promote and celebrate Banyule's diverse communities through events and celebrations.
Convene and support Council's Multicultural, LGBTI (Lesbian, Gay, Bisexual, Transgender and Intersex), and Disability and Inclusion Advisory Committees.
Work with the Babarrbunin Beek Management Group to design appropriate engagement to ensure Aboriginal and Torres Strait Islander voices are heard through Council’s planning processes.
Support the Arts and Cultural Advisory Committees and facilitate 8 meetings throughout the year.
4.2.2 Encourage people to participate in volunteer and community activities Key initiatives include:
Conduct an evaluation of Council owned festivals and events to identify continuous improvement opportunities.
Co-ordinate and deliver the annual volunteer and citizen of the year awards and celebration function
4.2.3 Ensure the access and connectedness of under-represented groups to Council facilities, activities and services Key initiatives include:
Work in consultation with the cross organisational Indigenous Participation Project Working Group to implement the building and works and redevelopment activities for the indigenous Babarrbunin Beek gathering place precinct (previously Fred Howe Annex) in West Heidelberg ($25,000 budgeted in 2015-2016)
Support the Management Group of Babarrbunin Beek, our local Aboriginal and Torres Strait Islander gathering space, to operate this space and organise events and activities.
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4.3
Continue to improve or remove physical barriers to access of Council facilities (with $110,000 budgeted in 2015-2016), including:
Modify Community Facilities (halls, neighbourhood houses, senior citizens centres, early years centre, adult day care centres, sports clubs, libraries, leisure facilities) - to comply with Building Code of Australia (BCA) and Australian Standards AS1428.
Provide accessible signage - way finding signs, Tactile Ground Surface Indicators (TGSI) and audio loops, to comply with Building Code of Australia (BCA) and Australian Standards AS1428
Work towards achieving the ‘Rainbow Tick’ for Home and Community Care (HACC) services to ensure services are inclusive of LGBTI (Lesbian, Gay, Bisexual, Transgender and Intersex) communities.
Advocate on behalf of our community
Our focus areas We will: 4.3.1 Work in partnership with community, groups, local agencies and different levels of government to advocate for improved services, infrastructure and social outcomes Key initiatives include:
Focus advocacy endeavours on transport and traffic issues as a key driver of community concern based on extensive community consultation and feedback.
Develop partnerships with State and Federal Government, key commercial and community organisations, to seek funding for the development of programs, services and facilities.
Continue to advocate to government agencies for the appropriate upkeep of non-council owned open space including: Parks Victoria land, Vic Roads reserves, and Melbourne Water reserves.
Support the work of the Banyule Nillumbik Youth Services Network (BNYSN) and other key strategic collaborative networks to improve services for young people.
Actively engage with community groups and services to advocate for responsive and sustainable services.
Advocate to Government and key organisations for improved outcomes for people in Banyule who are aged or have a disability (ie Community Transport, Commonwealth Aged Care Reforms and National Disability Insurance Scheme).
4.3.2 Seek opportunities for equitable funding and service arrangements with state and federal government Key initiatives include:
Represent to our community the effects of cost shifting from other levels of government and its impact on Banyule.
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4.4
Provide outstanding communications and customer service
Our focus areas We will: 4.4.1 Improve the reach, impact and responsiveness of our communications Key initiatives include:
Develop and release Stage 2 of Council's website enabling the community to make on-line payments and bookings, review current structure and build an Arts Directory.
Develop neighbourhood based communication methods to better explain, promote, listen and consult on our services.
Develop communication and promotion strategies for specific services, including: Improve marketing and promotion of programs and services that support Banyule in being an Age-friendly city (eg. improve website linkages to other services, signage on Council buses)
Market Aged & Disability Services to improve community and Council understanding of services, quality and future directions in Aged Care including marketing of Aged Friendly cities.
Promote to the community process and service improvements in development planning including VicSmart service, sustainability and liveability outcomes, tree protection and tree enforcement outcomes, VCAT determinations and major projects.
Improve communications for development planning in relation to expectations for outcomes, emerging policy (new zones), neighbourhood character, customer service, tree controls, website information
Continue to refine our community engagement work to ensure the best representation possible in our strategic planning work.
Continue to explore and utilise existing and emerging technologies to maximise the reach, impact and responsiveness of our communications with young people.
Improve access to planning services and transactions including online lodgement and payment.
Communicate environmental achievements through internal and external publications and presentations. Investigate the potential to move to eRecords (electronic management) for planning files and building files.
4.4.2 Provide transparent and timely information about Council Key initiatives include:
Promote activities of the Engineering Services Unit, including: Integrated Transport Plan, and Stormwater Catchment Modelling (flooding implications and guideline development
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Increase public awareness on Building Safety matters undertaken by Building Bpi.
Develop and implement the new Customer Service Charter including marketing plan and training.
Develop and implement ‘Building a Better Banyule’ marketing campaign for all capital works projects.
Continue development of Council’s website and digital communications including redevelopment of the intranet.
Continue to deliver Councillor Communications and Marketing including ward newsletters.
STRATEGIC INDICATORS How we will measure our performance against this objective is detailed in Appendix A - Strategic Indicators. KEY SUPPORTING POLICY AND STRATEGY The primary policy and strategy framework that underpins this objective is the Banyule Participation Policy and Strategy 2013-17. It includes the rationale and policy context for each of the key directions that we will focus on to achieve this objective. SUPPORTING PLANS This objective is also supported by a range of current plans. A list is included in Appendix B – Supporting Plans.
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Strategic Resource Plan 2015/2016-2018/2019 OBJECTIVE: 5. PERFORMANCE: USE OUR RESOURCES WISELY Manage the financial and non-financial resources required for the next four years to achieve Council’s strategic objectives.
The Context of PERFORMANCE in Banyule ‘Performance’ is about managing our resources wisely, providing organisational support services, strategic planning and risk management. We are charged with the stewardship of the resources of the municipality. The community expects that these resources will be managed in a responsible, sustainable and accountable way. Our operations are based on responsible management, risk mitigation, strong customer service, and continuous improvement. We value our staff and recognise the integral role they play in the provision of Best Value services to our community. We recognise that it is critical for us to protect and develop our non-financial resources to meet the needs of our community. These non-financial resources include: human resource management and organisational development; knowledge management and information services; and asset management stewardship. We also undertake a number of internal planning roles to ensure we maintain the appropriate strategic direction of our services. In addition, our ‘Performance’ objective is underpinned by an extensive policy context and a strategic framework based on the following:
The Local Government Act 1989 - The LG Act includes requirements around the Council Plan, the Strategic Resource Plan, the Budget, statutory reporting requirements and Best Value
Our legal responsibilities as a business entity and employer - to adhere to all employer related legislation
Our Banyule Management System, which incorporates a certification program against three key National and International Standards in Quality, Occupational Health and Safety and Environmental Management.
A number of key supporting plans and internal policies that provide direction in important support function areas, such as information management, communications, human resources, records management financial management, procurement and asset management.
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The Strategic Resource Plan The Strategic Resource Plan outlines how Council will manage our financial and nonfinancial resources over the next four years to achieve our strategic objectives. The Strategic Resource Plan consists of the following:
The ‘Performance – Use our resources wisely’ objective. This includes key directions for achieving the objective, and focus areas for the next four years
The ‘Management of our Human Resources’ section, which includes statements describing the human resources required for the next four years
The Financial Resources section, which includes information on financial position, financial statements and commentary on these.
The plan also takes into account services and initiatives contained in plans adopted by Council, as well as other information prescribed by the regulations. The Strategic Resource Plan is prepared in accordance with the requirements of the Local Government Act 1989 and the Local Government (Planning and Reporting) Regulations 2014, which commenced operation on 18 April 2014.This sits well with Banyule’s objective of ‘Performance – Use our resources wisely’. In addition, the Strategic Resource Plan describes how we manage our financial resources in a sustainable manner. Prudent management enables our staffing, physical resources and community services to be maintained in a way that meets our community’s current and future needs. This includes developing sustainable income streams and financial independence, and rates that support the services and infrastructure for our community. Our Rating Context Our Rating Strategy is used to ensure that the Local Government Act’s rating objectives of ‘equity and efficiency’ are achieved. It is important that Banyule City Council has a Rating Strategy in place that is transparent to the community and reviewed annually as part of the budget process. Council has set a rate in the budget which clearly reflects the community’s wishes around service quality and level. The balance between fairness, equity and financial security has been carefully considered. The rating parameters set for the strategic outlook period through to 2019 are indicated currently on the basis of a 2.5% rate increase years 2 to 4. This indicative rate is predicated on a rate capping environment and not indicative of maintaining all Council’s services at their current level. Banyule will revisit these figures when further information is received from the State Government on the extent of rate capping, this will be then matched with the community’s desire to maintain current service levels versus a reduced rate environment. Land is a finite resource in Banyule. Our Council is committed to ensuring that the effective use of land resources benefits the whole community, as each land holding contributes to the shared infrastructure and services of Council. As such, Council differentially rates its vacant commercial and residential land to ensure an inequity in the shared contribution to infrastructure is not created through the City Plan 2013-2017 (Year 3)
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underdevelopment of vacant land. development of land.
We also strive to encourage the best use
Banyule values appropriate commercial and industrial development. However, we also acknowledge an increased impact on our shared infrastructure by these developments. We choose to differentially rate these properties to ensure an equitable outcome to infrastructure costs across our community. We understand the shared value to our community of cultural and recreational lands. Council supports and encourages the development of this shared benefit by rating these properties at a lower level. We update the Strategic Resource Plan annually. Our commitment to managing our resources wisely will be achieved by the following key directions: 5.1
Develop and deliver best value services and facilities
5.2
Provide responsible financial management and business planning processes
5.3
Enable good governance and accountability with minimal risk
5.4
Create a productive and engaged workforce
5.5
Maintain and strengthen corporate information and innovation
5.6
Plan and manage the systems and assets that support Council’s service delivery.
“As a Councillor, I am committed to ensuring Banyule continues to provide a wide range of services at the most affordable price for the community. We must keep enhancing local amenities while protecting our prized natural environment. Our Council continues to support the community as it listens to and addresses its needs. With this, we are investing in everyone’s future.” Cr Wayne Phillips KEY DIRECTIONS FOR ACHIEVING OUR PERFORMANCE OBJECTIVE:
5.1
Develop and deliver best value services and facilities
Our focus areas We will: 5.1.1 Seek opportunities for strengthened and additional income streams Key initiatives include:
Prepare a Capital Works Policy for Community Organisations
Review fees and charges for Council’s buildings with respect to market expectations
Implement key recommendations from the Banyule Leisure Facility Management operational service review.
Review the Sporting Reserve Allocation Policy and Sporting Reserve Terms and Conditions of Use in consultation with sporting clubs.
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Develop and implement a new 5 year Business Plan for Council’s Building Bpi service.
Review the Sporting Reserve Allocation Policy and Sporting Reserve Terms and Conditions of Use, in consultation with sporting clubs, and present the revised policy to Council for consideration by December 2015.
5.1.2 Actively seek non-Council sources of financial support for capital projects Key initiatives include:
Continue to investigate options to maximise revenue through the sale of surplus Council property and other commercial investments.
Review Council's Guidelines for the Sale and Exchange of Council Land.
5.1.3 Seek potential Council investments that offer a mix of economic, social and environmental benefit Key initiatives include:
Commence the preparation of a Desktop Master Plan primarily focussing on Council's land holding at Banksia Street, Bellfield and other adjacent properties.
Deliver effective and efficient sales of other Council sites proved surplus to requirement.
5.1.4 Continually review service levels, especially in areas where affordable, quality delivery is challenging Key initiatives include:
Pursue the rationalisation of Council offices to a combined worksite in Greensborough, including:
Determine change management requirements associated with a combined office move
Commence construction of One Flintoff Street Office (Council’s future office)
Examine the key Customer Service and Communications issues with a specific sub-group for One Flintoff including the review of locations, times and methods of delivering customer service across the municipality.
Prioritise and undertake key business improvement projects, particularly those that will assist in the relocation to Greensborough.
Coordinate key activities and work with the Project Manager to ensure that the One Flintoff project is delivered in line with project timelines.
Review the HR Action Plan actions to deliver on the objectives of the Human Resources Strategic Plan 2013-2017.
Implement the Municipal Laws Service Review Plan.
Continue to improve asset management plans by confirming asset work programs, renewal priorities, intervention levels and therefore levels of service, and develop asset plans for:
Traffic management devices,
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Sports field & surface (synthetic) and irrigation systems,
Sports field and reserve lighting,
Trees (streets & parks), and
Park facilities.
Finalise and implement a Leasing Policy for Council properties and facilities.
Develop mobile solutions for delivering on-site inspection certificates to customers of Banyule’s Building (BPi) service.
Review Service Level Agreements for Council facilities - eg: sporting pavilions, child care centres, etc.
Support the establishment and delivery of a regional community information and volunteer support service in Banyule.
Review the Town Planning (Statutory & Strategic) functions within Council to ensure appropriate levels of service (internal & external) and resourcing.
Keep abreast of the latest information in relation to the roll out of the Commonwealth Aged Care Reforms and National Disability Insurance Scheme to ensure a clear understanding of impacts on the Banyule community, and to enable Council to prepare and plan for the future.
Undertake a Best Value review of the Waste Management service.
Continue to advocate for additional funding to deliver Banksia Community Sports Stadium, a four court multi-purpose community sports stadium.
5.1.5 Ensure evidence based decision making seeking knowledge from practice, experience and research Key initiatives include:
Continue Council’s Service Development Review Program, a targeted review program to strengthen and assess service sustainability, including review of service provision, key needs and objectives, and delivery inputs such as consultation, benchmarking, and financial analysis.
Continue with our Community Survey Program to ensure relevant up to date and effective community information and engagement
Co-ordinate data sources and performance measures to ensure evidence based decision making, including:
Review and develop key organisation performance measures
Lead the service unit reporting for the state government’s Local Government Performance Reporting Framework (LGPRF)
Develop and report key data to support the organisation’s Senior Management Team
Produce, co-ordinate and promote use of, and access to, meaningful data to inform and enhance Council's planning and service delivery
Undertake innovative projects to inform and improve the delivery of efficient, effective and accessible services for older people (eg Community Based Meals & Respite, and Support for carers programs).
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5.2
Provide responsible financial management and business planning processes
Our focus areas We will: 5.2.1 Achieve a responsible budget Key initiatives include:
Review and update Council's capital works infrastructure plan to ensure the ongoing strategic and sustainable management of Council’s assets.
Continue to actively pursue opportunities for aggregated collaborative procurement activities, eg. Municipal Association Victoria, Procurement Australia, Eastern Region and others. .
Respond to the fire services levy rating requirements on local government.
Maintain our annual budget within accepted Victorian Auditor-General Office (VAGO) guidelines for prudent financial operation
Implement our Rating Strategy based on stability, equity, efficiency and transparency
Implement our Debt Plan actions
Continue rating at levels that support the increasing asset renewal and service cost shifting pressures faced by Council.
Develop reports to assist with project prioritisation and management, that includes financial and progress data.
Finalise the official 2016 General Valuation
5.2.2 Soundly manage Council's commercial assets, leases and contracts Key initiatives include:
Develop and implement partnership and license agreements with community groups and continue providing support in the delivery of services to the community.
Launch the guidelines for sporting and community groups in relation to facility planning, advertising policy and Liquor Licencing process.
Implement the processes recommended by the Procurement Review undertaken by Council's Internal Auditor and explore opportunities to strengthen processes.
5.2.3 Develop sound long-term plans for capital works, asset maintenance and financial management Key initiatives include:
Monitor the priorities and funding contributions around the Strategic Asset renewal reserve
Support the development of a regional off road trails strategy to assist Council with sourcing funding opportunities from the State and Federal Governments.
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Plan for open space water management including: new irrigation systems, and warm season grass conversion
Review and relaunch our financial reporting format to provide improved transparency and simplification of information for our community on a quarterly basis.
Provide Council with the strategic financial information required to enable good governance of the Municipality on an ongoing basis
Finalise asset plans across all asset classes on an ongoing basis.
5.2.4 Create corporate planning and reporting processes that show what we are doing and how we are performing Key initiatives include:
Introduce co-ordinated asset reporting to meet MAV (Municipal Association of Victoria) STEPS program renewal gap, State Government DTPLI (Department of Transport, Planning and Local Infrastructure) and VAGO (Victorian Auditor-General’s Office) reporting, including renewal expenditure (capital and operating) depreciation, asset lives, and condition assessment
Further utilise our corporate reporting systems to improve our corporate planning and reporting processes to support enhanced business decisions
Review the City Plan 2013-2017 (for Year 4)
Prepare Banyule’s Annual Report for 2014-2015
Review corporate key performance indicators in line with state government requirements.
Co-ordinate and facilitate the development of the organisation's Annual Business Plan and associated annual planning and reporting processes.
Co-ordinate corporate planning information for the ‘Interplan’ system to improve action planning and reporting outcomes for the organisation and service areas.
Seek alignment of all strategic planning to the City Plan objectives and the organisation’s values.
Co-ordinate the implementation of the Municipal Public Health & Wellbeing Plan 2015-2016 action plan (People)
Review the Participation Policy & Strategy and implement the action plan
Implement the financial reporting component in the Local Government Performance Reporting Framework (LGPRF).
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5.3
Enable good governance and accountability with minimal risk
Our focus areas We will: 5.3.1 Ensure our local laws are enforceable and deliver appropriate community benefit Key initiatives include:
Continue the implementation, education and enforcement of our new Local Law No.1, especially for development issues.
Undertake a review of the Municipal Laws Service’s out of hours on-call service.
5.3.2 Apply sound risk management practices that meet defined local government industry standards Key initiatives include:
Review and communicate mechanisms and processes to apply clear and sound risk management practices that meet local government and industry standards
Ensure Business Continuity Plan documents are reviewed, revised and kept current
Continue to deliver Council’s Buildings Asbestos Removal Program ($30,000 budgeted in 2015-2016)
Implement the Major Refurbishment and Replacement Program for Council owned Buildings, including:
Replace old electrical switchboards ($30,000 budgeted in 2015-2016
Roof replacement and repair works (approximately $150,000 budgeted in 2015-2016), eg: Old Shire Office Hall, Hawdon Street Hall, and Bundoora Hall
Flooring replacement and repair works ($82,000 budgeted in 20152016), including: Watsonia Community Hall and Macleod Community Hall.
5.3.3 Ensure clear and appropriate communication, media and marketing support for all Council services. Key initiatives include:
Effectively manage Council’s reputation within the media with clear consistent and open communication
Develop and implement communications strategies for major projects, services and events to inform the community about what we are doing and how we are doing it.
Prepare an election plan and conduct in accordance with the Local Government Act
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5.4
Create a productive and engaged workforce
Our focus areas We will: 5.4.1 Maximise our capable, united and cohesive leadership teams Key initiatives include:
Facilitate the rollout of Council's Leadership Development Framework to strengthen the leadership capabilities of supervisory staff.
5.4.2 Ensure we have the right people, at the right time, in the right place to deliver quality services across the organisation Key initiatives include:
Facilitate the development and integration of an Organisational Workforce planning framework, strategies and reporting system and identify high risk areas and gaps.
Build and strengthen the mechanisms and tools necessary to capture critical knowledge in order to continue to deliver key organisational goals and objectives.
Plan and implement strategies and actions to ensure Council's aged services workforce is well positioned to meet future challenges (ie. Ageing Workforce, National Reform, National Disability Insurance Scheme (NDIS)).
5.4.3 Continue to develop our workforce to ensure optimum performance, competency and skill at all levels throughout the organisation Key initiatives include:
Identify and deliver relevant learning and development offerings to support Council goals, objectives and directions.
Complete a review of the records and information team structure including roles and responsibilities resulting from changes associated with the implementation of the new Electronic Document Records Management System (EDRMS).
Develop a priority list of hard copy digitisation and work flow process improvements that will result in ongoing work efficiencies and cost savings.
5.4.4 Ensure our staff and workplaces remain safe Key initiatives include:
Implement the Banyule Management System requirements for continued Occupational Health and Safety improvements.
Monitor any outcomes of the State Government’s review of the ‘Harmonised Occupational Health and Safety’ model (National OHS standards and requirements), as this will have resource implications on Council if the Harmonised model is legislated)
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Support, address and advocate for the prevention of Family Violence; including:
Increasing organisational awareness of family violence issues, and how they may impact the workforce, and
Establishment of procedures, processes, and educative programs that advocate on behalf of, and support employees experiencing family violence.
5.4.5 Ensure constructive workplace behaviours are modelled on the organisation’s values Key initiatives include:
5.5
Build on the implementation of the Working Together Working Better Values by promoting positive behaviours through appropriate feedback, reward and recognition and development opportunities.
Maintain and strengthen corporate information and innovation
Our focus areas We will: 5.5.1 Manage and enhance information systems that heighten business and service effectiveness Key initiatives include:
Implement the outcomes of the IT Strategic Plan Year 1 Action Plan, including:
Replacement of Council’s Storage Area Network
Transfer of the production servers to the WaterMarc site
Implement the upgrade of the Geomant call centre system
Implement the upgrade of the Lync Voice over IP communications software
Prepare for the computing and AV needs of the New One Flintoff facility.
Implement stage 3 of the EDRMS project with the targeting of work flow improvements, including digitisation of hard copy files particularly focused on Personnel files and invoices to move to fully electronic data management
Deliver IT support to service units to streamline service deliverables, including: e-Recruitment System, Online Requisition, Online Customer Services, etc.
Continue to refine, monitor and implement a disaster recovery solution (technology platform) to meet Council’s business continuity requirements
Redevelop Council’s Intranet to improve departmental communication and collaboration.
Streamline the Customer Request Management System to develop a one stop customer request management system for Engineering services.
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5.6
Establish a mechanism to review new technologies to ensure Public Records Office Victoria standards for record keeping and privacy requirements are met and reviewed according to an appropriate risk assessment - These reviews to be conducted in line with the sometimes competing demands of Council’s operations and the standards.
Refresh Council's Project Management framework.
Develop Councillor and Officer protocols to enable better co-ordination of Council's response to the community
Develop and implement a Complaint Handling Policy in line with Ombudsman's guidelines
Continue to review and streamline Council’s financial systems and processes to ensure the most efficient and effective use of our technology resources, including:
Investigate the potential for the Interplan planning and reporting system and the TRIM Workflow portal (for electronic document management) to assist with managing contracts
Pursue opportunities, together with the MAV LEAP program (Municipal Association of Victoria - Local Economies Advancing through Procurement), to standardise contract documentation and improve financial reporting capabilities that will assist with more sophisticated data analysis and benchmarking
Review the ‘i-services’ permit module and its links to the infringement module, investigations module, CRM and TRIM to ensure improved information management in the Laws area and improve customer service response.
Monitor any outcomes of the State Government’s review of Rate Setting and the Fire Services Property Levy, as possible changes to legislation will have resource implications on Council and require planning, change management and education.
Plan and manage for the systems and assets that support Council’s service delivery
Our focus areas We will: 5.6.1 Continue to provide a sustainable, cost effective and safe fleet Key initiatives include:
Continue to provide a cost effective and environmental fleet, supported by an efficient and responsive fleet management team and workshop.
Review fleet management practices to reduce the size of the operational fleet in conjunction with a move to One Flintoff and a reduced operational need.
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5.6.2 Renew Banyule’s internal support service assets according to agreed service levels and standards. Key initiatives include:
Provide reliable and dependable IT User Management Services, including resolving user requests in a timely manner.
Maintain and provide a reliable and stable Information and Communications Technology (ICT) environment to the organisation, including: Authority Corporate Systems, Server and Network Hardware, Network Security patch management, systems upgrade and replacement
Continue to implement the support systems and processes for quality asset management, including: work with relevant Service Units to roll out Asset Management and CRM.
5.6.3 Provide staff with the right tools to do their job easily and flexibly as appropriate for the task. Key initiatives include:
Investigate and develop options for new and innovative systems and technologies for use in consultation with IT and targeted Service Units, including: Health & Aged Services, Municipal Laws and others
Review and improve processes that support payment options and methods available for customers through our Website
Identify the scope and timelines for the Intranet Redevelopment and develop a cross - organisation working group to identify and recommend improvements to the way the information is shared and accessed.
Manage and maintain records service delivery to the organisation during the implementation stage of the new EDRMS
Trial Laws mobile technology and develop a business case for mobile technology for municipal law officers (animal, local laws & traffic) in consultation with IT and Records.
Implement the new planning and building enforcement policy.
Manage the ongoing implementation of the TRIM/CRM integration in conjunction with TRIM Implementation Team.
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STRATEGIC INDICATORS How we will measure our performance against our Performance objective (and Strategic Resource Plan) is detailed in Appendix A - Strategic Indicators.
KEY SUPPORTING POLICY AND STRATEGY The primary policy and strategy framework that underpins this objective is the Banyule Performance Framework: Banyule Management System. This provides the strategic framework for managing our resources wisely, providing organisational support services, strategic planning and risk management. Our ‘Performance’ objective is underpinned by policy context and strategic intent that is informed by: the Strategic Resource Plan, Strategic Budget, 4 year Capital Works Plan, IT Strategic Plan 2015-2020 (Draft), Banyule City Council Enterprise Agreement No.6, 2014, Banyule Working Together Working Better Values and Staff Code of Conduct, the Rating Strategy and the Debt Management Strategic Plan. The ‘Performance’ objective is also informed by a strong legislative framework, using industry best practice guides (eg. Reporting guidelines for local government budgets in Victoria, provided by The Institute of Chartered Accountants in Australia). Our Banyule Management System (BMS) is based on meeting the Best Value Principles of service delivery to our community, and incorporates a certification program against three key National and International Standards in Quality, Occupational Health and Safety and Environmental Management. The following includes the rationale and policy context for each of the key directions that we will focus on to achieve this objective: 5.1
Develop and deliver best value services and facilities
We will effectively manage our resources in a changing environment, while continuing to deliver quality and value for money services. Banyule’s commitment to a culture and practice of continuous improvement is based on our organisational Best Value Program. Banyule is committed to the Best Value Principles, which were introduced by the Victorian Government. Best Value enables councils to determine the most effective way of involving the community and providing services that are responsive to community needs and values. Best Value ensures that all services:
offer the best possible quality and value for money
are responsive to community needs
are accessible to the people they are intended for
show continuous improvement
are subject to regular community consultation.
We report to our community on our application of Best Value Principles, highlights and key outcomes, which are available in our Annual Report or through the Best Value section of our website. City Plan 2013-2017 (Year 3)
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Banyule also incorporates a certification program against three key National and International Standards in Quality, Occupational Health and Safety and Environmental Management. This ensures we continue to provide quality services in a safe manner that protects people and the environment. We will encourage innovation consistent with our key objectives by providing services to a certified level against Environmental, Occupational Health and Safety and Quality Standards. We will continue to review our service levels to ensure best value is achieved for the community. We will seek opportunities for effective and prudent development of alternate income streams to offset the financial burden on our community. 5.2
Provide responsible financial management and business planning processes
We are committed to establishing a financial framework that ensures we can maintain a position of financial sustainability in the medium to long term. We are mindful of the need to comply with the principles of sound financial management as outlined in the Local Government Act 1989, including:
Prudently manage the financial risks relating to debt, assets and liabilities
Delivery of: -
a rating strategy based on stability, equity, efficiency and transparency, and
-
a debt management strategic plan to ensure decisions and opportunities can be accommodated within a context of responsible, sustainable financial management
Consider the financial effects of Council decisions on future generations
Provide full, accurate and timely disclosure and reporting of financial information.
We are committed to ensuring the most effective management of Council’s commercial assets, leases and major contracts. We will plan effectively for the use of our finite resources, strengthening the integration of our policies, strategies and plans to help us achieve our strategic objectives. We will improve our corporate and community reporting processes to help us understand our key success measures and aid us in our decision making. Our commitment, financial position, and financial statements are detailed in the Financial Resources section of this Strategic Resource Plan. 5.3
Enable good governance and accountability with minimal risk
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structures, policies and processes relating to our good governance practices, including making and enforcing local laws. We are committed to applying sound risk management principles and practices to protect our staff, contractors, volunteers, community, assets and the environment. We recognise risk management as an integral process in the planning, prioritisation and delivery of services, activities and objectives. We have a Risk Management program with measurable objectives that are in line with corporate and legislative requirements, Best Value Principles, industry best practice and Australian/ International standards. A major component of our risk management program is emergency management. Council has an integrated, best practice model of emergency planning. We have a series of comprehensive emergency management plans in place to coordinate our resources and response in the event of an emergency. These include a focus on business continuity planning. We are committed to business continuity planning to ensure we are in a position to maintain our business resilience and long term performance. We will sustain good corporate governance, maintain Council’s customer satisfaction, reputation and public image and continue to provide services which are relied upon by the community. We will continue to integrate risk management with our Banyule Management System to improve risk management outcomes, business thinking and approaches. We will effectively manage Council’s communication, promotions and marketing endeavours to ensure the management of our reputational risk. We will continue with open and honest communication with our community. 5.4
Create a productive and engaged workforce
We are committed to developing our organisational culture to ensure that we continue to provide outstanding services to our community. We will develop a strong, responsive, and supportive workforce that embraces our organisational values and is focussed on achieving Council objectives. We will manage our staff resources in a way that meets the needs of delivering, supporting and developing our services, while remaining an employer of choice. We are committed to providing safety programs and workforce wellbeing initiatives designed to prevent injuries and improve workforce health and wellbeing. 5.5
Maintain and strengthen corporate information and innovation
We are committed to developing and maintaining effective systems and practices to ensure that information is well managed and that legislative requirements are met. This will enable valuable corporate information and records to be accessible, while being preserved. We will use innovative technology and provide management tools that enable central capture and retrieval of information. This will enhance Council’s ability to access and utilise information to improve decision making and delivery of services. City Plan 2013-2017 (Year 3)
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We will also use innovative and people-friendly communication technology to encourage participation and social connection, and improve access to and sharing of information. 5.6
Plan and manage for the systems and assets that support Council’s service delivery
We will ensure that our technology and physical assets are maintained and provided in a form that meets the service and infrastructure needs of our organisation. This supports our service units to deliver efficient, effective and quality services for our community now and into the future. We will plan for the future asset needs of the organisation, including asset identification, maintenance and renewal requirements. We will continue to strengthen our foundation technology platform so that we are in a good position to prepare the organisation for future technology challenges, adapt to change and embrace appropriate new technologies. This includes our planned technology infrastructure upgrades and implementation of essential foundation technology projects. We will effectively manage Banyule’s information and communications technology systems to provide reliability, security and superior performance We will continue to investigate and appropriately implement business technology improvements and, where appropriate, provide staff with the functionality to do their job anywhere and anytime. This will help us to improve our efficiency and deliver better services to our community. It includes, providing appropriate engineering support (e.g. design, traffic management advice) to enable the best outcomes for construction of our major projects. We will also continue to provide a cost effective fleet while minimising the impact on the environment, meeting operational requirements and minimising risk to staff and community.
SUPPORTING PLANS This objective is also supported by a range of current plans. A list is included in Appendix B – Supporting Plans.
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Statement of the Management of our Human Resources It is anticipated the Council will maintain a stable workforce number over the period of the strategic resource plan. A knowledgeable, engaged and dedicated workforce is integral to achieving the practical outcomes of our City Plan. Our people are our most valuable asset, and the Human Resources Strategic Plan has been developed to support the Council organisation in achieving the goals of servicing the needs of our community. The Human Resources Strategic Plan develops and implements strategic, proactive, responsive and innovative human resources systems, practices and programs that enable Banyule City Council to deliver quality, efficient and effective services to the community now and into the future. The Human Resources Strategic Plan identifies a number of priority areas to focus on, to build a capable and responsive organisation, including implementing strategies to ensure we have the workforce we require. The approach recognises that employees’ energy, commitment, potential, creativity, capability and effectiveness are central to achieving Banyule’s goals. Through developing a strong, responsive, and supportive workforce that embraces organisational values, we ensure that we continue to provide outstanding services to our community. The management of our human resources and support service underpin our ability to function as an effective and efficient organisation. The manner in which this is organised, prioritised and delivered is expanded upon in the detailed focus areas and initiatives that are represented in the key directions of our ‘Performance - Use our resources wisely’ objective: 5.1
Develop and deliver best value services and facilities
5.2
Provide responsible financial management and business planning processes
5.3
Enable good governance and accountability with minimal risk
5.4
Create a productive and engaged workforce
5.5
Maintain and strengthen corporate information and innovation
5.6
Plan and manage the systems and assets that support Council’s service delivery.
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Banyule City Council Employee Staffing Numbers Breakdown
Organisation
Work Status
Gender
Full-Time Employees 2016 %
Part-Time Employees 2016 %
Casual Employees 2016 %
Male Employees 2016 %
Female Employees 2016 %
Grand Total
39.46
46.20
14.34
38.79
61.21
Core Corporate Executive and Planning Total Core Corporate
55.56 55.56
44.44 44.44
0.00
44.44 44.44
55.56 55.56
Total Corporate Services Financial Services Governance and Communication Human Resources Organisational Systems Total Corporate Services
80.00 39.47 53.85 77.78 61.16
20.00 44.74 46.15 18.52 32.04
15.79 3.70 6.80
28.00 15.79 23.08 48.15 28.16
72.00 84.21 76.92 51.85 71.84
Assets and City Services Assets and Infrastructure Capital Projects Operations Parks and Gardens Total Assets and City Services
90.00 100.00 91.18 100.00 95.70
5.00 7.35 3.23
5.00 1.47 1.07
95.00 75.00 85.29 84.88 85.48
5.00 25.00 14.71 15.12 14.52
18.82
75.27
5.91
11.29
88.71
8.26 24.12 16.38
66.97 44.70 63.06
24.77 31.18 20.56
40.83 13.53 23.17
59.17 86.47 76.83
64.29 27.27 72.09 41.92
35.71 52.73 27.91 44.91
20.00 13.17
42.86 45.45 51.16 46.71
57.14 54.55 48.84 53.29
Community Programs Health and Aged Services Leisure, Recreation and Cultural Services Youth and Family Services Total Community Programs City Development Property and Economic Development Transport, Sustainability and Laws Urban Planning and Building Total City Development
Note: For further information on Council’s stable workforce over the period of the strategic resource plan, please refer to the Financial Statements section: ‘Statement of Human Resources’ and ‘Other Information – Summary of planned human resources expenditure’
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Financial Resources Financial position Banyule City Council has a Financial Plan covering the four-year period from 1 July 2015 to 30 June 2019. This plan provides the demonstrated financial stability, accountability and strategy to support our proposed operations. This four-year forecast outlines our financial strategies that support our service obligations; capital works aspirations and asset renewal objectives. Some of the key assumptions that underpin the development of the Financial Plan include: Rating levels that balance the increasing asset renewal pressures faced by Council and recently introduced State Government rate capping legislation. The plan also aims to focus on increases from alternate funding sources other than rates for major capital projects. Fees and charges (revenue) have been set in line with CPI, at market levels or as legislated, whilst cost movements have been modelled on a Consumer Price Index (CPI) range of 2 - 3% per annum over the four years. Providing levels of service in line with the Best Value principles and reasonable community service level expectations based on community consultation. A mandate has been set for continuous improvement and delivery of efficiencies from within the operational budget, to ensure that real savings in expenditure and increases in revenue are captured and used to fund the set capital works and initiatives program. Ensuring we continue to attract appropriate skills and be considered an employer of choice but continue to maintain the existing employee envelope where feasible. Salaries and wages will therefore increase in line with the agreed enterprise agreement and then a subsequent CPI growth. Grant funding is based on confirmed funding levels. Critical appraisal of Council assets to ensure the best possible return on investment is being achieved for our community. However, marginal investment returns have been applied through assessment of the financial environment, investment policy constraints and the debt management strategic plan principles in place. The four-year Financial Plan has been prepared to ensure an adequate amount is available for capital works and rate increases are set at a fair and reasonable level. In preparing the Financial Plan, the Council has complied with the following principles of sound financial management: Prudent management of financial risks relating to debt, assets and liabilities Delivery of: -
a rating strategy based on stability, equity, efficiency and transparency, and
-
a debt management strategic plan to ensure decisions and opportunities can be accommodated within a context of responsible, sustainable financial management
Consideration of the financial effects of Council decisions on future generations Full, accurate and timely disclosure of financial information. City Plan 2013-2017 (Year 3)
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Financial position (continued) The following pages present the Financial Plan for the four years from 1 July 2015 to 30 June 2019. The Financial Plan takes into account the strategic objectives and key directions (strategies) as specified in the City Plan (Council Plan) and expresses them in financial terms. Commentary on the Financial Statements and Statement of Human Resources for the Strategic Resource Plan The Strategic Resource Plan is Council’s longer term report to our community which outlines the resources required to achieve the objectives detailed in the City Plan over the next four years. The following five Financial Statements and Statement of Human Resources for the Strategic Resource Plan form a special purpose financial report prepared specifically to meet the requirements of the Local Government Act 1989, and the Local Government (Planning and Reporting) Regulations 2014. These Financial Statements together with their explanatory notes each provide information in relation to an aspect of Council’s financial management. They should all be read in conjunction with each other, to obtain an overall understanding of Council’s financial position and management. The Financial Statements of: Comprehensive Income Statement, Balance Sheet, Statement of Changes in Equity, Statement of Cash Flows and Statement of Capital Works for the Strategic Resource Plan are prepared on bases consistent with the Budget and the Financial Statements. Commentary on the Comprehensive Income Statement for the Strategic Resource Plan The Comprehensive Income Statement for the Strategic Resource Plan shows what is expected to happen during the next four years in terms of income and expenses from all activities. The ‘bottom line’ shows the net result (surplus or deficit) for the reporting periods. The Comprehensive Income Statement requires expenses and income to be separately disclosed where the item is of such a size, nature or incidence that its disclosure is relevant in explaining the performance of the Council. Commentary on the Balance Sheet for the Strategic Resource Plan The Balance Sheet for the Strategic Resource Plan shows a snapshot of the expected financial position at the end of each of the next four years. It shows the total of what is owned (assets) less what is owed (liabilities). The line in the balance sheet shown as net assets is the net worth of Council. The change in net assets from one year to another year shows how the financial position has changed over that period. The assets and liabilities are separated into current and non-current. Current means those assets or liabilities that will fall due in the next 12 months.
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Financial position (continued) Commentary on the Statement of Changes in Equity for the Strategic Resource Plan The Statement of Changes in Equity sets out the movements in Council’s equity for each of the budgeted four years. The statement shows the movement in the: Surplus or deficit for the year Transfer to and from asset replacement reserves Transfer to and from the revaluation of assets reserve These movements account for the difference in the opening and closing balances of equity. Commentary on the Statement of Cash Flows for the Strategic Resource Plan The Statement of Cash Flows for the Strategic Resource Plan shows what is expected to happen during the next four years in terms of cash. It explains the cash movements during the year, which is represented by the difference in the cash balance at the beginning and the end of the year. The net cash flow from operating activities shows how much cash is expected to remain after the cost of providing services to the community is covered. This remaining cash may be invested in things such as capital works. The information in a Statement of Cash Flows helps us assess our ability to generate cash flows, meet financial commitments as they fall due (including the servicing of borrowings), fund changes in the scope or nature of activities and obtain external finance. Commentary on the Statement of Capital Works for the Strategic Resource Plan The Statement of Capital Works for the Strategic Resource Plan sets out all expected capital expenditure in relation to non-current assets and some non-capitalised expenditure for each of the next four years. It also shows the amount of capital works expenditure that is expected to be made renewing, upgrading, expanding or creating new assets. This is important because each of these categories has a different impact on Council’s future costs. Capital Expansion expenditure extends an existing asset to a new group of users. It is discretionary expenditure that increases future operating and maintenance costs, because it increases Council’s asset base, but may be associated with additional revenue from the new user group. Capital Renewal expenditure reinstates existing assets. It has no impact on revenue, but may reduce future operating and maintenance expenditure if completed at the optimum time. Capital Upgrade expenditure enhances an existing asset to provide a higher level of service or expenditure that will increase the life of the asset. Upgrade expenditure is discretional and often does not result in additional revenue unless direct user charges apply. It will increase operating and maintenance expenditure in the future because of the increase in the Council’s asset base.
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Financial position (continued) New Capital expenditure does not have any element of renewal, expansion or upgrade of existing assets. It may or may not result in additional revenue for Council and will result in an additional burden for future operation, maintenance and capital renewal. Commentary on the Statement of Human Resources for the Strategic Resource Plan The Statement of Human Resources sets out the anticipated dollar cost of employing Council’s staff for the next four years. The statement also shows the number of full time equivalent (FTE) staff employed in the 2015/2016 year and the anticipated staff numbers over the following three years.
Financial Statements The Financial Statements include the following:
Comprehensive Income Statement
Balance Sheet
Statement of Changes in Equity
Statement of Cash Flows
Statement of Capital Works
Statement of Human Resources
In accordance with the Local Government Strategic Resource Plan Better Practice Guide 2014 (provided by Local Government Victoria, Department of Environment, Land, Water and Planning, formerly Department of Transport, Planning and Local Infrastructure), the following is also included: Other Information:
Summary of Planned Capital Works Expenditure
Summary of Planned Human Resources Expenditure
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Comprehensive Income Statement For the four years ending 30 June 2019
Income General rates and charges Special rates and charges Statutory fees and fines User fees and charges Interest income Grants - operating Grants - capital Contributions - monetary Net gain on disposal of property, infrastructure, plant and equipment Rental income Other income Total income Expenses Employee costs Contracts, materials and services Utility charges Depreciation and amortisation Borrowing costs Donations expenditure Contributions - expenses Net loss on disposal of property, infrastructure, plant and equipment Other expenses Total expenses Surplus for the year
Strategic Resource Plan Projections 2016/17 2017/18 2018/19 $’000 $’000 $’000
Forecast Actual 2014/15 $’000
Budget 2015/16 $’000
85,667 581 6,833 14,629 2,252 11,736 2,234 2,576
89,555 581 6,861 16,427 1,618 11,838 2,379 2,754
91,836 581 7,462 17,113 1,482 12,004 3,392 1,923
94,066 581 7,298 17,650 1,547 12,184 1,392 1,795
96,413 581 7,893 18,162 1,637 12,370 1,392 1,625
11,827 1,884 142
310 1,926 130
1,979 131
294 2,434 135
384 2,491 137
140,361
134,379
137,903
139,376
143,085
55,356 42,954 4,273 19,017 3,874 749 5,784
58,260 35,645 4,428 19,594 3,726 704 6,022
60,239 35,077 4,689 20,693 3,549 682 6,136
62,065 35,680 4,977 21,337 3,444 687 6,258
63,946 36,678 5,285 22,586 3,255 812 6,383
2,102
2,132
2,272 2,215
2,264
2,313
134,109
130,511
135,552
136,712
141,258
6,252
3,868
2,351
2,664
1,827
-
69,000
-
75,000
-
6,252
72,868
2,351
77,664
1,827
Other comprehensive income Items that will not be reclassified to surplus or deficit in future periods: Net asset revaluation increment Total comprehensive result
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Balance Sheet For the four years ending 30 June 2019 Strategic Resource Plan Projections
Forecast Actual
Budget
2014/15 $’000
2015/16 $’000
2016/17 $’000
2017/18 $’000
2018/19 $’000
52,666 6,925 18,000 41
54,216 6,926 18,000 40
46,421 6,925 18,000 40
34,936 6,925 18,000 40
27,159 6,925 18,000 41
22,051 814 100,497
10,844 814 90,840
814 72,200
814 60,715
814 52,939
Non-current assets Trade and other receivables 614 Investments 2,732 Infrastructure, property, plant & equipment 1,252,586 Intangible assets 1,767 Total non-current assets 1,257,699 Total assets 1,358,196
614 2,732 1,332,660 1,571 1,337,577 1,428,417
614 614 2,732 2,732 1,349,224 1,434,311 1,375 1,179 1,353,945 1,438,836 1,426,145 1,499,551
614 2,732 1,440,396 983 1,444,725 1,497,664
Assets Current assets Cash and cash equivalents Trade and other receivables Financial assets Inventories Non-current assets classified as held for sale Other assets Total current assets
Liabilities Current liabilities Trade and other payables Trust funds and deposits Provisions Interest-bearing loans and borrowings Total current liabilities
9,357 931 12,343 2,647 25,278
9,357 931 12,343 4,623 27,254
9,357 931 12,343 4,258 26,889
9,357 931 12,343 3,714 26,345
9,357 931 12,343 3,663 26,294
Non-current liabilities Trust funds and deposits Provisions Interest-bearing loans and borrowings Total non-current liabilities Total liabilities
434 326 55,366 56,126 81,404
434 326 50,743 51,503 78,757
434 326 46,485 47,245 74,134
434 326 42,771 43,531 69,876
434 326 39,108 39,868 66,162
1,276,792
1,349,660
1,352,011 1,429,675
1,431,502
403,758 873,034
403,850 945,810
413,725 428,138 938,286 1,001,537
437,816 993,686
1,276,792
1,349,660
1,352,011 1,429,675
1,431,502
Net assets Equity Accumulated surplus Reserves Total equity
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Statement of Changes in Equity For the four years ending 30 June 2019
Total $’000
$’000
Revaluation Reserve $’000
Other Reserves $’000
Accumulated Surplus
2015/16 Balance at beginning of the financial year Surplus for the year Net asset revaluation increment Transfer to reserves Transfer from reserves Balance at end of the financial year
1,276,792 3,868 69,000 1,349,660
403,758 3,868 (31,709) 27,933 403,850
833,409 69,000 902,409
39,625 31,709 (27,933) 43,401
2016/17 Balance at beginning of the financial year Surplus for the year Transfer to reserves Transfer from reserves Balance at end of the financial year
1,349,660 2,351 1,352,011
403,850 2,351 (17,519) 25,043 413,725
902,409 902,409
43,401 17,519 (25,043) 35,877
2017/18 Balance at beginning of the financial year Surplus for the year Net asset revaluation increment Transfer to reserves Transfer from reserves Balance at end of the financial year
1,352,011 2,664 75,000 1,429,675
413,725 2,664 (7,942) 19,691 428,138
902,409 75,000 977,409
35,877 7,942 (19,691) 24,128
2018/19 Balance at beginning of the financial year Surplus for the year Transfer to reserves Transfer from reserves Balance at end of the financial year
1,429,675 1,827 1,431,502
428,138 1,827 (8,376) 16,227 437,816
977,409 977,409
24,128 8,376 (16,227) 16,277
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Statement of Cash Flows For the four years ending 30 June 2019 Strategic Resource Plan Projections 2016/17 2017/18 2018/19 $’000 $’000 $’000 Inflows Inflows Inflows (Outflows) (Outflows) (Outflows)
Forecast Actual 2014/15 $’000 Inflows (Outflows)
Budget 2015/16 $’000 Inflows (Outflows)
86,248 6,833 14,629 11,736 2,234 2,576 2,252 2,031 128,539
90,136 6,861 16,427 11,838 2,379 2,754 1,618 2,062 134,075
92,417 7,463 17,113 12,004 3,392 1,923 1,481 2,115 137,908
94,647 7,298 17,650 12,184 1,392 1,795 1,547 2,573 139,086
96,995 7,893 18,162 12,370 1,392 1,625 1,637 2,632 142,706
(55,356) (42,954) (4,273) (8,640) (111,223)
(58,260) (35,645) (4,428) (8,864) (107,197)
(60,239) (35,077) (4,689) (9,038) (109,043)
(62,065) (35,680) (4,976) (9,214) (111,935)
(63,946) (36,678) (5,285) (9,513) (115,422)
17,316
26,878
28,865
27,151
27,284
(34,011)
(42,761)
(38,550)
(32,405)
(30,012)
34,584
23,806
10,062
1,471
1,920
(15,917)
-
-
-
-
(15,344)
(18,955)
(28,488)
(30,934)
(28,092)
(3,874) (2,267)
(3,726) (2,647)
(3,549) (4,623)
(3,444) (4,258)
(3,255) (3,714)
(6,141)
(6,373)
(8,172)
(7,702)
(6,969)
Net increase/(decrease) in cash and cash equivalents
(4,169)
1,550
(7,795)
(11,485)
(7,777)
Cash and cash equivalents at the beginning of the financial year
56,835
52,666
54,216
46,421
34,936
Cash and cash equivalents at the end of the financial year
52,666
54,216
46,421
34,936
27,159
Cash flows from operating activities Receipts Rates and charges Statutory fees and fines User fees and charges Grants - operating Grants - capital Contributions - monetary Interest received Other receipts Total receipts Payments Employee costs Materials, contract and services Utility charges Other payments Total payments Net cash provided by operating activities Cash flows from investing activities Payments for property, infrastructure, plant and equipment Proceeds from sale of property, infrastructure, plant and equipment Net (purchases) of financial assets Net cash (used in) investing activities Cash flows from financing activities Borrowing costs Repayment of borrowings Net cash (used in) financing activities
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Statement of Capital Works For the four years ending 30 June 2019 Strategic Resource Plan Projections 2016/17 2017/18 2018/19 $’000 $’000 $’000
Forecast Actual 2014/15 $’000
Budget 2015/16 $’000
4,569 371 3,196 346 8,482
5,023 490 3,015 680 9,208
5,747 575 2,225 352 8,899
5,848 660 2,177 300 8,985
6,656 715 3,698 300 11,369
Properties Freehold land Freehold buildings Total properties
329 11,947 12,276
500 25,588 26,088
23,415 23,415
16,653 16,653
9,151 9,151
Plant and equipment Motor vehicles Plant and equipment Furniture and fittings Art collection and heritage Intangible assets Total plant and equipment Total capital works expenditure
10,929 1,336 144 20 824 13,253 34,011
6,104 1,120 225 16 7,465 42,761
4,034 1,861 265 76 6,236 38,550
4,938 1,428 325 76 6,767 32,405
6,060 3,181 174 77 9,492 30,012
Represented by: New asset expenditure Asset renewal expenditure Asset upgrade expenditure Asset expansion expenditure Total capital works expenditure
3,544 27,117 2,335 1,015 34,011
1,175 26,234 4,139 11,213 42,761
1,950 25,814 1,687 9,099 38,550
138 15,293 1,677 15,297 32,405
340 25,269 1,773 2,630 30,012
Infrastructure Roads, streets and bridges Drainage Parks and gardens Playgrounds Total infrastructure
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Statement of Human Resources For the four years ending 30 June 2019
Staff expenditure Employee costs - operating Employee costs - capital Total staff expenditure
Staff numbers Employees Total staff numbers
Strategic Resource Plan Projections 2016/17 2017/18 2018/19 $’000 $’000 $’000
Forecast Actual 2014/15 $’000
Budget 2015/16 $’000
55,356 800 56,156
58,260 900 59,160
60,239 900 61,139
62,065 900 62,965
63,946 900 64,846
FTE
FTE
FTE
FTE
FTE
632 632
638 638
638 638
638 638
638 638
Note: FTE means number of "Full Time Equivalent" staff.
City Plan 2013-2017 (Year 3)
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Other Information
City Plan 2013-2017 (Year 3)
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Other Information For the four years ending 30 June 2019 Summary of planned capital works expenditure Year 1 (2015/2016)
Year 2 (2016/2017)
City Plan 2013-2017 (Year 3)
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Other Information (continued) For the four years ending 30 June 2019 Summary of planned capital works expenditure Year 3 (2017/2018)
Year 4 (2018/2019)
City Plan 2013-2017 (Year 3)
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Other Information (continued) For the four years ending 30 June 2019 Summary of Planned Human Resources Expenditure 2016 $'000
2017 $'000
2018 $'000
2019 $'000
Core Corporate Permanent full-time Permanent part-time
1,298 295
1,341 305
1,381 314
1,423 323
Total Core Corporate
1,593
1,646
1,695
1,746
Community Programs Permanent full-time Permanent part-time
8,577 13,088
8,864 13,526
9,129 13,930
9,401 14,346
Total Community Programs
21,665
22,390
23,059
23,747
Corporate Services Permanent full-time Permanent part-time
6,861 2,196
7,091 2,269
7,302 2,337
7,520 2,407
Total Corporate Services
9,057
9,360
9,639
9,927
City Development Permanent full-time Permanent part-time
7,228 1,371
7,470 1,417
7,693 1,459
7,923 1,503
Total City Development
8,599
8,887
9,152
9,426
Assets & City Services Permanent full-time Permanent part-time
15,807 294
16,336 304
16,824 313
17,326 322
Total Assets & City Services
16,101
16,640
17,137
17,648
Capital Initiatives Permanent full-time Permanent part-time
169 274
175 283
180 292
185 300
Total Capital Initiatives
443
458
472
485
Total Casuals and other
1,702
1,758
1,811
1,867
Total Staff Expenditure
59,160
61,139
62,965
64,846
City Plan 2013-2017 (Year 3)
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Other Information (continued) For the four years ending 30 June 2019 Summary of Planned Human Resources Expenditure 2016 FTE
2017 FTE
2018 FTE
2019 FTE
5.00 3.11 8.11
5.00 3.11 8.11
5.00 3.11 8.11
5.00 3.11 8.11
93.50 151.80 245.30
93.50 151.80 245.30
93.50 151.80 245.30
93.50 151.80 245.30
Corporate Services Permanent full-time Permanent part-time Total Corporate Services
63.50 21.98 85.48
63.50 21.98 85.48
63.50 21.98 85.48
63.50 21.98 85.48
City Development Permanent full-time Permanent part-time Total City Development
71.00 15.50 86.50
71.00 15.50 86.50
71.00 15.50 86.50
71.00 15.50 86.50
188.00 2.28 190.28
188.00 2.28 190.28
188.00 2.28 190.28
188.00 2.28 190.28
Capital Initiatives Permanent full-time Permanent part-time Total Capital Initiatives
1.50 2.70 4.20
1.50 2.70 4.20
1.50 2.70 4.20
1.50 2.70 4.20
Total Casuals and other Total Staff Numbers
18.13 638.00
18.13 638.00
18.13 638.00
18.13 638.00
Core Corporate Permanent full-time Permanent part-time Total Core Corporate Community Programs Permanent full-time Permanent part-time Total Community Programs
Assets & City Services Permanent full-time Permanent part-time Total Assets & City Services
Note: FTE means number of "Full Time Equivalent" staff.
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APPENDICES: APPENDIX A STRATEGIC INDICATORS Overview of Banyule’s Strategic Indicators Framework The strategic indicators measure achievements against our objectives over a four-year period. They include a mix of:
Key data gathered by Council and other agencies to assist in evaluating community wellbeing.
Community Satisfaction Indices (CSI) measured by the State Government in its annual survey of Local Governments in Victoria.
Key measures as part of the Local Government Performance Reporting Framework – these include indicators and measures of service performance, financial performance and sustainable capacity, along with a checklist of 24 governance and management requirements.
Together these indicators help us to assess our efficiency and indicate effectiveness and quality of the services we provide. They aim to monitor progress against Council’s priority areas within each objective. Legislative context Council prepares an annual report for each financial year, in accordance with the Local Government Act 1989. This is a key report to our community, capturing information about operations of the Council and performance for the financial year. It includes reporting on achievements in line with the City Plan and reporting on results for key indicators. In April 2014, legislation was introduced to include the requirement for Councils to report against the Local Government Performance Reporting Framework (LGPRF). The Local Government (Planning and Reporting) Regulations 2014 support the operation of the new planning and reporting framework for Councils under the Local Government Amendment (Performance Reporting and Accountability) Act 2014. The LGPRF operates within the context of the Planning and Accountability Framework as outlined in the ‘Community Engagement and Social Research’ section of this City Plan. The following provides further information about the Local Government Performance Reporting Framework.
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Appendix A - Strategic Indicators (continued) Local Government Performance Reporting Framework Banyule City Council adheres to the ‘Local Government Better Practice Guide 20142015 - Performance Reporting Framework Indicator Workbook’ (LGV Guide - LGPRF Indicator Workbook) in the implementation of the LGPRF indicators process. Relevant extracts from the LGV Guide - LGPRF Indicator Workbook include:
‘1.1. Aims of the Local Government Performance Reporting Framework (LGPRF) The Victorian Government established the LGPRF in 2014 to ensure that all councils are measuring and reporting on their performance in a consistent way. The need for a new performance reporting framework for Victorian councils arose in part out of the Victorian Auditor-General’s observation that performance reporting in local government had limited relevance to ratepayers because it lacked information about the quality of council services, the outcomes being achieved and how these related to councils’ strategic objectives. The primary objective of the LGPRF is to provide comprehensive performance information that meets the needs of a number of audiences. In meeting this objective: - councils will have information to support strategic decision-making and continuous improvement - communities will have information about council performance and productivity - regulators will have information to monitor compliance with relevant reporting requirements - state and federal governments will be better informed to make decisions that ensure an effective, efficient and sustainable system of local government. The data generated by the LGPRF can also provide an incentive to improve the performance of local government services by: - enhancing measurement approaches and techniques - helping councils identify where there is scope for improvement - promoting greater transparency and informed debate about comparative performance.’
‘1.3. Scope of the LGPRF To provide a comprehensive picture of council performance, four indicator sets: service performance, financial performance, sustainable capacity, and governance & management have been developed across three thematic areas: service performance, financial performance and sustainability (figure 1). An objective for assessing performance against each thematic area has been established to inform the development of performance indicators.’
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Appendix A - Strategic Indicators (continued)
(Source: Page 10 of the LGV Guide - LGPRF Indicator Workbook)
‘1.6. Indicator frameworks Service Performance This LGPRF contains 53 service performance indicators across eleven broad service areas…. These services have the following important features: - their key objectives are common or similar across councils (lending themselves to comparative performance reporting) - councils have primary control and/or statutory responsibility for delivery of selected services - services are viewed as important to the community - they make an important contribution to the community and/or economy (meaning there are potentially significant gains from improved effectiveness or efficiency).’
The following lists the services included in the 2014-2015 LGPRF: Governance Statutory planning Economic development Roads Libraries Waste collection Aquatic facilities Animal management Food safety Home and Community Care (HACC) Maternal and Child Health (MCH)
City Plan 2013-2017 (Year 3)
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Appendix A - Strategic Indicators (continued) In addition to the Service Performance indicator framework, the indicator categories (sets) include: Financial Performance – 12 measures Sustainable Capacity - 6 measures Governance and management – 24 yes/no questions (measures) The following tables provide an overview of the dimensions of the indicator frameworks for the LGPRF:
(Source: Pages 12-14 of the LGV Guide - LGPRF Indicator Workbook)
City Plan 2013-2017 (Year 3)
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Appendix A - Strategic Indicators (continued) The list of indicators included in the State Government’s LGPRF is included in Council’s Budget 2014-2015 document (and draft Budget 2015-2016). The first set of results will be reported in Council’s Annual Report 2014-2015, in line with the legislative requirements. Council will review these and adjust targets and indicators as appropriate on an annual basis. Notes: The information above is sourced from the ‘Local Government Better Practice Guide 2014-2015 - Performance Reporting Framework Indicator Workbook’. Council will continue to work with the State Government and Local Government industry sector in the further development and implementation of the LGPRF. The indicators are reviewed on an ongoing basis to ensure continued alignment with Council’s objectives and priorities, and are subject to change. They are also reviewed in line with Banyule’s ongoing planning process, and through Banyule’s involvement with the Department of Environment, Land, Water and Planning (formerly Transport, Planning and Local Infrastructure) process to further develop the reporting framework for the local government sector.
City Plan 2013-2017 (Year 3)
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Appendix A - Strategic Indicators (continued) STRATEGIC INDICATORS How we will measure our performance against our objectives. Strategic Indicators
Indicator Type
People: Community Strengthening and Support
CSI - Recreational facilities (performance)
Output (Quality)
Attendance at Council provided leisure centres
Outcome (Service Effectiveness)
Percentage of people who feel they ‘belong’ in Banyule
Outcome (Service Effectiveness)
CSI – Disadvantaged support services (performance)
Appropriateness (Access/Equity/Service Levels)
Performance against People: Health and Wellbeing Action Plan (% actions completed on time)
Output (Quality)
CSI - Family support services (performance)
Outcome (Service Effectiveness)
CSI – Elderly support services (performance)
Outcome (Service Effectiveness)
Key Ages and Stages: participation rate for 3.5 year visits
Outcome (Service Effectiveness)
Unit rate cost to Council for delivered meals
Output (Cost)
Total number of delivered meals
Appropriateness (Access/Equity/Service Levels)
Percentage of delivered meals recipients satisfied with the service (rating the service as excellent, very good or good)
Output (Quality)
Percentage of people who feel safe in Banyule
Appropriateness (Access/Equity/Service Levels)
Performance against Safer Banyule Action Plan (% actions completed on time)
Output (Quality)
CSI – Art centres and libraries (performance)
Output (Quality)
CSI – Community and cultural activities (performance)
Output (Quality)
Attendance at Banyule festival
Appropriateness (Access/Equity/Service Levels)
City Plan 2013-2017 (Year 3)
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Appendix A - Strategic Indicators (continued) Strategic Indicators
Indicator Type
People: Community Strengthening and Support (continued)
Number of economic development events delivered in partnership with other organisations (eg. neighbouring Councils, State and Federal Government, Regional Development organisations, traders associations, etc)
Output (Quality)
Participation level (attendance) at Council operated/ hosted economic development events
Outcome (Service Effectiveness)
CSI – Emergency and disaster management (performance)
Appropriateness (Access/Equity/Service Levels)
Completion of scheduled emergency management exercises as part of Council’s Municipal Emergency Management Plan
Output (Quality)
LGPRF - Libraries: (a) Utilisation (library services are well utilised) - Library collection usage (number of library collection item loans per library collection item)
Output (Effectiveness, Appropriateness)
LGPRF - Libraries: (b) Resource standard (libraries have a high standard of resources) - Standard of library collection (percentage of the library collection that has been purchased in the last 5 years)
Output (Effectiveness, Quality)
LGPRF - Libraries: (c) Service cost (delivery of library services is undertaken in a cost-efficient manner) - Cost of library service (direct cost to Council of the library service per visit)
Output (Efficiency, Cost)
LGPRF - Libraries: (d) Participation (library resources are free, accessible and well utilised) - Active library members (percentage of the municipal population that are active library members)
Outcome (Participation)
LGPRF – Aquatic facilities: User satisfaction with aquatic facility
LGPRF - Aquatic facilities: (a) Service standard (aquatic facilities are inspected by a qualified officer). - Health inspections of aquatic facilities (number of inspections by an authorised officer within the meaning of the Public Health and Wellbeing Act 2008 carried out per Council aquatic facility) - Reportable safety incidents at aquatic facilities (number of WorkSafe reportable aquatic safety incidents)
City Plan 2013-2017 (Year 3)
Output (Effectiveness, Appropriateness) Output (Effectiveness, Quality) Output (Effectiveness, Quality)
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Appendix A - Strategic Indicators (continued) Strategic Indicators
Indicator Type
People: Community Strengthening and Support (continued)
LGPRF - Aquatic facilities: (b) Service cost (provision of aquatic facilities is undertaken in a cost-efficient manner) - Cost of indoor aquatic facilities (direct cost to Council less any income received of providing indoor aquatic facilities per visit) - Cost of outdoor aquatic facilities (direct cost to Council less any income received of providing outdoor aquatic facilities per visit) LGPRF - Aquatic facilities: (c) Utilisation (aquatic facilities are safe, accessible and well utilised) - Utilisation of aquatic facilities (number of visits to aquatic facilities per head of municipal population) LGPRF - Food safety: (a) Timeliness (Councils take action in response to food complaints in a timely manner) - Time taken to action food complaints (average number of days it has taken for Council to action food complaints received from members of the public about the safety or handling of food for sale) LGPRF - Food safety: (b) Service standard (food safety service is provided in accordance with legislative requirements) - Food safety assessments (percentage of registered class 1 food premises and class 2 food premises that receive an annual food safety assessment) LGPRF - Food safety: (c) Service cost (food safety service is delivered in a cost-efficient manner) - Cost of food safety service (direct cost to Council of the food safety service per food premises registered by Council, or for which Council has received notification, during the year) LGPRF - Food safety: (d) Health and safety (food safety service protects public health by preventing the sale of unsafe food) - Critical and major non-compliance notifications (percentage of critical and major non-compliance outcome notifications that are followed up by Council)
City Plan 2013-2017 (Year 3)
Output (Efficiency, Cost) Output (Efficiency, Cost)
Outcome (Utilisation)
Output (Effectiveness, Appropriateness)
Output (Effectiveness, Quality)
Output (Efficiency, Cost)
Outcome (Health and safety)
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Appendix A - Strategic Indicators (continued) Strategic Indicators
Indicator Type
People: Community Strengthening and Support (continued)
LGPRF - Home and Community Care: (a) Timeliness (HACC services are provided to eligible clients in a timely manner) - Time taken to commence the HACC service (average number of days it has taken for a new client to commence the HACC service) LGPRF - Home and Community Care: (b) Service Standard (HACC services are provided in accordance with the Community Common Care Standards) - Compliance with Community Care Common Standards (percentage of Community Care Common Standards expected outcomes met) LGPRF - Home and Community Care: (c) Service cost (HACC services are delivered in a cost-efficient manner) - Cost of domestic care service (cost to Council of the domestic care service per hour of service delivered) - Cost of personal care service (cost to Council of the personal care service per hour of service delivered) - Cost of respite care service (cost to Council of the respite service per hour of service delivered) LGPRF - Home and Community Care: (d) Participation (people are supported to live independently and safely in their own community and home environment) - Participation in HACC service (percentage of the municipal target population that receive a HACC service) - Participation in HACC service by CALD people (percentage of the municipal target population in relation to CALD people who receive a HACC service)
Output (Effectiveness, Appropriateness)
Output (Effectiveness, Quality)
Output (Efficiency, Cost) Output (Efficiency, Cost) Output (Efficiency, Cost)
Outcome (Participation) Outcome (Participation)
LGPRF - Maternal and Child Health: (a) Satisfaction (clients satisfied with the MCH service) - Participation in first MCH home visit (percentage of infants enrolled in the MCH service who receive the first MCH home visit)
Output (Effectiveness, Appropriateness)
LGPRF - Maternal and Child Health: (b) Service Standard (Councils enrol all infants in the MCH service) - Infant enrolments in the MCH service (percentage of infants enrolled in the MCH service)
Output (Effectiveness, Quality)
City Plan 2013-2017 (Year 3)
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Appendix A - Strategic Indicators (continued) Strategic Indicators
Indicator Type
People: Community Strengthening and Support (continued)
LGPRF - Maternal and Child Health: (c) Service cost (MCH service is delivered in a cost-efficient manner) - Cost of the MCH service (cost to Council of the MCH service per hour of service delivered) LGPRF - Maternal and Child Health: (d) Participation (Councils promote healthy outcomes for children and their families) - Participation in the MCH service (percentage of children enrolled who participate in the MCH service) - Participation in the MCH service by Aboriginal children (percentage of Aboriginal children enrolled who participate in the MCH service)
Output (Efficiency, Cost)
Outcome (Participation)
Outcome (Participation)
Notes: CSI – Community satisfaction indicators measured by the annual Community Satisfaction Survey for Local Governments, co-ordinated by Local Government Victoria, the Department of Environment, Land, Water and Planning (formerly Transport, Planning and Local Infrastructure) LGPRF – Local Government Performance Reporting Framework indicators LGPRF GMC – LGPRF Governance and Management Checklist
City Plan 2013-2017 (Year 3)
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Appendix A - Strategic Indicators (continued) Strategic Indicators
Indicator Type
Planet: Environmental Sustainability
CSI – Environmental sustainability (performance)
Outcome (Service Effectiveness)
Number of tree plantings (Council tree plantings in streets and parks)
Appropriateness (Access/Equity/Service Levels)
Performance against Planet: Environmental Sustainability Output (Quality) Action Plan (% actions completed on time) Outcome (Service CSI – The appearance of public areas (performance) Effectiveness)
Council’s water use
Outcome (Service Effectiveness)
Council’s greenhouse gas emissions
Outcome (Service Effectiveness)
CSI - Waste management (performance)
Appropriateness (Access/Equity/Service Levels)
Percentage of ‘consumer waste’ diverted from landfill (ie excludes greenwaste)
Outcome (Service Effectiveness)
Attendance at Council’s Rethink Centre waste education programs
Appropriateness (Access/Equity/Service Levels)
LGPRF - Waste Collection: (a) Satisfaction (users are satisfied with the waste collection system) - Kerbside bin collection requests (number of kerbside bin collection requests per 1000 kerbside bin collection households)
Output (Effectiveness, Appropriateness)
LGPRF - Waste Collection:(b) Service standard (kerbside collection bins are collected as planned) - Kerbside collection bins missed (number of kerbside collection bins missed per 10 000 scheduled kerbside collection bin lifts)
Output (Effectiveness, Quality)
City Plan 2013-2017 (Year 3)
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Appendix A - Strategic Indicators (continued) Strategic Indicators
Indicator Type
Planet: Environmental Sustainability (continued)
LGPRF - Waste Collection:(c) Service cost (kerbside collection service is delivered in a cost-efficient manner) - Cost of kerbside garbage collection service (direct cost of the kerbside garbage bin collection service per kerbside garbage collection bin) - Cost of kerbside recyclables bin collection service (direct cost of the kerbside recyclables collection service per kerbside recyclables collection bin) LGPRF - Waste Collection:(d) Waste diversion (amount of waste diverted from landfill is maximised) - Kerbside collection waste diverted from landfill (percentage of garbage, recyclables and green organics collected from kerbside bins that is diverted from landfill)
Output (Efficiency, Cost) Output (Efficiency, Cost)
Outcome (Waste diversion)
Notes: CSI – Community satisfaction indicators measured by the annual Community Satisfaction Survey for Local Governments, co-ordinated by Local Government Victoria, the Department of Environment, Land, Water and Planning (formerly Transport, Planning and Local Infrastructure) LGPRF – Local Government Performance Reporting Framework indicators LGPRF GMC – LGPRF Governance and Management Checklist
City Plan 2013-2017 (Year 3)
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Appendix A - Strategic Indicators (continued) Strategic Indicators
Indicator Type
Place: Sustainable Amenity and Built Environment
CSI – Council’s general town planning policy (performance)
Appropriateness (Access/Equity/Service Levels)
VLG infrastructure indicator: renewal ratio
Output (Cost)
CSI – The condition of local streets and footpaths in your area (performance)
Outcome (Service Effectiveness)
CSI - Planning and building permits (performance)
Output (Quality)
CSI - Business and community development and tourism (performance)
Appropriateness (Access/Equity/Service Levels)
Number of economic development events delivered in partnership with other organisations (eg. neighbouring Councils, State and Federal Government, Regional Development organisations, traders associations, etc) Participation level (attendance) at Council operated/ hosted economic development events
Output (Quality)
Number of businesses that are participating in special rates schemes
Appropriateness (Access/Equity/Service Levels)
Percentage of people who feel safe in Banyule
Outcome (Service Effectiveness)
CSI – The appearance of public areas (performance)
Appropriateness (Access/Equity/Service Levels)
CSI – Parking facilities (performance)
Appropriateness (Access/Equity/Service Levels)
CSI - Traffic management (performance)
Outcome (Service Effectiveness)
Linear metres of shared paths/ trails renewed, upgraded and new.
Appropriateness (Access/Equity/Service Levels)
LGPRF - Statutory Planning: (a) Timeliness (Council planning application processing and decisions are carried out in a timely manner) - Time taken to decide planning applications (median number of days between receipt of a planning application and a decision on the application)
City Plan 2013-2017 (Year 3)
Outcome (Service Effectiveness)
Output (Effectiveness, Appropriateness)
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Appendix A - Strategic Indicators (continued) Strategic Indicators
Indicator Type
Place: Sustainable Amenity and Built Environment (continued)
LGPRF - Statutory Planning: (b) Service Standard (planning application processing and decisions are in accordance with legislative requirements) - Planning applications decided within 60 days (percentage of planning application decisions made within 60 days)
Output (Effectiveness, Quality)
LGPRF - Statutory Planning: (c) Service cost (planning application processing and decisions are carried out in a cost-efficient manner) - Cost of statutory planning service (direct cost to Council of the statutory planning service per planning application)
Output (Efficiency, Cost)
LGPRF - Statutory Planning: (d) Decision making (planning application processing and decisions are consistent with the local planning scheme) - Council planning decisions upheld at VCAT (percentage of planning application decisions subject to review by VCAT and that were not set aside) LGPRF – Economic Development: (a) Participation (businesses actively participate in Council funded business development activities) - Participation in business development activities (percentage of businesses with an ABN in the municipality that participate in at least one Council business development activity) LGPRF – Economic Development: (b) Service Standard (business development activities are delivered as planned) - Delivery of planned Council business development activities (percentage of planned Council business development activities that are delivered) LGPRF – Economic Development: (c) Service cost (economic development activities are delivered in a costefficient way) - Cost of economic development service (direct cost to Council in providing economic development services per business with an ABN in the municipality)
City Plan 2013-2017 (Year 3)
Outcome (Decision making)
Output (Effectiveness, Appropriateness)
Output (Effectiveness, Quality)
Output (Efficiency, Cost)
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Appendix A - Strategic Indicators (continued) Strategic Indicators
Indicator Type
Place: Sustainable Amenity and Built Environment (continued)
LGPRF – Economic Development: (d)Economic activity (economic development activities support stimulation of local economic activity) - Change in number of businesses (percentage change in the number of businesses with an ABN in the municipality)
Outcome (Economic activity)
LGPRF - Roads: (a) Satisfaction of use (road users are satisfied with the sealed local road network) - Sealed local road requests (the number of sealed local road requests per 100 kilometres of sealed local road)
Output (Effectiveness, Appropriateness)
LGPRF - Roads: (b) Condition (sealed local roads are maintained at the adopted condition standard) - Sealed local roads below the intervention level (percentage of sealed local roads that are below the renewal intervention level set by Council and not requiring renewal)
Output (Effectiveness, Quality)
LGPRF - Roads: (c) Service cost (renewal and maintenance of sealed local roads are undertaken in a cost-efficient manner) - Cost of sealed local road reconstruction (direct reconstruction cost to Council per square metre of sealed local roads reconstructed). - Cost of sealed local road resealing (direct resealing cost to Council per square metre of sealed local roads resealed).
Output (Efficiency, Cost) Output (Efficiency, Cost)
LGPRF - Roads: (d) Satisfaction (sealed local road network is maintained and renewed to ensure that it is safe and Outcome (Satisfaction) efficient) - Satisfaction with sealed local roads (community satisfaction rating out of 100 with how Council has performed on the condition of sealed local roads)
LGPRF – Animal management: (a) Timeliness (Councils act in response to animal management related requests in a timely manner) - Time taken to action animal requests (average number of days it has taken for Council to action animal management related requests)
City Plan 2013-2017 (Year 3)
Output (Effectiveness, Appropriateness)
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Appendix A - Strategic Indicators (continued) Strategic Indicators
Indicator Type
Place: Sustainable Amenity and Built Environment (continued)
LGPRF – Animal management: (b) Service standard (Councils register all animals in the municipality in accordance with the Domestic Animals Act 1994) - Animals reclaimed (percentage of collected registrable animals under the Domestic Animals Act 1994 reclaimed)
Output (Effectiveness, Quality)
LGPRF – Animal management: (c) Service cost (animal management service is delivered in a cost-efficient manner) - Cost of animal management service (cost to Council of the animal management service per registered animal under the Domestic Animals Act 1994)
Output (Efficiency, Cost)
LGPRF – Animal management: (d) Health and safety (animal management service protects the health and safety of animals, humans and the environment - Animal management prosecutions (number of successful animal management prosecutions)
Outcome (Health and safety)
Notes: CSI – Community satisfaction indicators measured by the annual Community Satisfaction Survey for Local Governments, co-ordinated by Local Government Victoria, the Department of Environment, Land, Water and Planning (formerly Transport, Planning and Local Infrastructure) LGPRF – Local Government Performance Reporting Framework indicators LGPRF GMC – LGPRF Governance and Management Checklist
City Plan 2013-2017 (Year 3)
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Appendix A - Strategic Indicators (continued) Strategic Indicators
Indicator Type
Participation: Community Involvement in Community Life
CSI - Overall performance of Council
Outcome (Service Effectiveness)
CSI - Customer service (performance)
Output (Quality)
CSI - Community consultation and engagement (performance)
Outcome (Service Effectiveness)
Visits to website
Appropriateness (Access/Equity/Service Levels)
CSI – Informing the community (performance)
Appropriateness (Access/Equity/Service Levels)
Percentage of people who feel they ‘belong’ in Banyule
Outcome (Service Effectiveness)
Amount distributed through Council’s Community Grants programs
Appropriateness (Access/Equity/Service Levels)
Number of Community nominations for Banyule volunteer awards
Appropriateness (Access/Equity/Service Levels)
CSI – Lobbying on behalf of the community (performance)
Outcome (Service Effectiveness)
Number of significant issues Council has advocated on behalf of the community (as reported in the six monthly advocacy reports to Council) Average time taken to answer telephone call enquiries
Output (Quality)
Percentage of customer requests actioned within specified timeframes
Output (Quality)
LGPRF - Governance: (a) Transparency (Council decisions made at an ordinary or special meeting of Council, or at a meeting of a special committee consisting only of Councillors, in an open and transparent manner) - Council resolutions made at meetings closed to the public (percentage of Council resolutions made at an ordinary or special meeting of Council, or at a meeting of a special committee consisting only of Councillors, closed to the public under section 89(2) of the Act)
City Plan 2013-2017 (Year 3)
Appropriateness (Access/Equity/Service Levels)
Output (Effectiveness, Appropriateness)
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Appendix A - Strategic Indicators (continued) Strategic Indicators
Indicator Type
Participation: Community Involvement in Community Life (continued)
LGPRF - Governance: (b) Consultation and engagement (Council decisions made and implemented with community input) - Satisfaction with community consultation and engagement (community satisfaction rating out of 100 with the consultation and engagement efforts of Council)
LGPRF - Governance: (c) Attendance (Councillors represent the views of their constituents and allow decisions to take place by attending meetings) - Councillor attendance at Council meetings (percentage of attendance at ordinary and special Council meetings by Councillors) LGPRF - Governance: (d) Service cost (Councils deliver their governance service in a cost- efficient manner) - Cost of governance (direct cost of delivering Council's governance service per Councillor) LGPRF - Governance: (e) Satisfaction (Councils make and implement decisions in the best interests of the community) - Satisfaction with Council decisions (community satisfaction rating out of 100 with how Council has performed in making decisions in the interests of the community)
Output (Effectiveness, Appropriateness)
Output (Effectiveness, Quality)
Output (Efficiency, Cost)
Outcome (Satisfaction)
LGPRF Governance and Management Checklist (GMC) - Community engagement: Community engagement policy(policy outlining Council's commitment to engaging with the community on matters of public interest)
Output (Governance & management, Community engagement)
LGPRF GMC - Community engagement: Community engagement guidelines(guidelines to assist staff to determine when and how to engage with the community)
Output (Governance & management, Community engagement)
Notes: CSI – Community satisfaction indicators measured by the annual Community Satisfaction Survey for Local Governments, co-ordinated by Local Government Victoria, the Department of Environment, Land, Water and Planning (formerly Transport, Planning and Local Infrastructure) LGPRF – Local Government Performance Reporting Framework indicators LGPRF GMC – LGPRF Governance and Management Checklist
City Plan 2013-2017 (Year 3)
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Appendix A - Strategic Indicators (continued) Strategic Indicators
Indicator Type
Performance: Use Our Resources Wisely
CSI - Overall performance of Council
Output (Quality)
CSI - Customer service (performance)
Outcome (Service Effectiveness)
CSI – Informing the community (performance)
Outcome (Service Effectiveness)
Visits to website
Appropriateness (Access/Equity/Service Levels)
Average time taken to answer telephone call enquiries
Appropriateness (Access/Equity/Service Levels)
Percentage of customer requests actioned within specified Output (Quality) timeframes Output (Quality) Performance against Human Resources Strategic Plan (% actions completed on time) Output (Quality) Percentage of Freedom of Information requests responded to within statutory timeframes (45 days) Output (Quality) Percentage of core IT systems availability
Output (Quality)
Percentage of projects in Capital Works program completed on time. Maintain full certification for all services to the most recent National/ International standards in Quality, Occupational Health & Safety, and Environmental Management. WorkCover premium as a percentage of payroll
CSI – Emergency and disaster management (performance)
Appropriateness (Access/Equity/Service Levels)
Percentage of official Council and Committee meetings attended by Councillors where a quorum was achieved
Appropriateness (Access/Equity/Service Levels)
CSI – Enforcement of local laws (performance)
Appropriateness (Access/Equity/Service Levels)
Achievement of the budgeted result or better.
Output (Quality)
City Plan 2013-2017 (Year 3)
Output (Quality)
Output (Cost)
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Appendix A - Strategic Indicators (continued) Strategic Indicators
Indicator Type
Performance: Use Our Resources Wisely (continued)
LGPRF - Governance: (a) Transparency (Council decisions made at an ordinary or special meeting of Council, or at a meeting of a special committee consisting only of Councillors, in an open and transparent manner) - Council resolutions made at meetings closed to the public (percentage of Council resolutions made at an ordinary or special meeting of Council, or at a meeting of a special committee consisting only of Councillors, closed to the public under section 89(2) of the Act) LGPRF - Governance: (b)Consultation and engagement (Council decisions made and implemented with community input) - Satisfaction with community consultation and engagement (community satisfaction rating out of 100 with the consultation and engagement efforts of Council)
LGPRF - Governance: (c) Attendance (Councillors represent the views of their constituents and allow decisions to take place by attending meetings) - Councillor attendance at Council meetings (percentage of attendance at ordinary and special Council meetings by Councillors) LGPRF - Governance: (d) Service cost (Councils deliver their governance service in a cost- efficient manner) - Cost of governance (direct cost of delivering Council's governance service per Councillor) LGPRF - Governance: (e) Satisfaction (Councils make and implement decisions in the best interests of the community) - Satisfaction with Council decisions (community satisfaction rating out of 100 with how Council has performed in making decisions in the interests of the community)
City Plan 2013-2017 (Year 3)
Output (Effectiveness, Appropriateness)
Output (Effectiveness, Appropriateness)
Output (Effectiveness, Quality)
Output (Efficiency, Cost)
Outcome (Satisfaction)
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Appendix A - Strategic Indicators (continued) Strategic Indicators
Indicator Type
Performance: Use Our Resources Wisely (continued)
LGPRF (Financial) – Operating position: Adjusted underlying result (an adjusted underlying surplus is generated in the ordinary course of business) - Adjusted underlying surplus (or deficit) (adjusted underlying surplus (or deficit) as a percentage of underlying revenue)
Output (Operating position, Underlying result)
LGPRF (Financial) – Liquidity: (a) Working capital (sufficient working capital is available to pay bills as and when they fall due) - Current assets compared to current liabilities (current assets as a percentage of current liabilities )
Output (Liquidity, Working capital)
LGPRF (Financial) – Liquidity: (b) Unrestricted cash (sufficient cash that is free of restrictions is available to pay bills as and when they fall due) - Unrestricted cash compared to current liabilities (unrestricted cash as a percentage of current liabilities)
Output (Liquidity, Working capital)
LGPRF (Financial) – Obligations: (a) Loans and borrowings (level of interest bearing loans and borrowings is appropriate to the size and nature of Council's activities) - Loans and borrowings compared to rates (interest bearing loans and borrowings as a percentage of rate revenue) - Loans and borrowings repayments compared to rates (interest and principal repayments on interest bearing loans and borrowings as a percentage of rate revenue)
Output (Obligations, Indebtedness) Output (Obligations, Indebtedness)
LGPRF (Financial) – Obligations: (b) Indebtedness (level of long term liabilities is appropriate to the size and nature of a Council's activities) - Non-current liabilities compared to own source revenue (non-current liabilities as a percentage of own-source revenue) LGPRF (Financial) – Obligations: (c) Asset renewal (assets are renewed as planned) - Asset renewal compared to depreciation (asset renewal expenditure as a percentage of depreciation)
City Plan 2013-2017 (Year 3)
Output (Obligations, Long term liabilities)
Output (Obligations, Asset renewal)
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Appendix A - Strategic Indicators (continued) Strategic Indicators
Indicator Type
Performance: Use Our Resources Wisely (continued)
LGPRF (Financial) – Stability: (a) Rates concentration (revenue is generated from a range of sources) - Rates compared to adjusted underlying revenue (rate revenue as a percentage of adjusted underlying revenue) LGPRF (Financial) – Stability: (b) Rates effort (rating level is set based on the community’s capacity to pay - Rates compared to property values (rate revenue as a percentage of the capital improved value of rateable properties in the municipality) LGPRF (Financial) – Efficiency: (a) Expenditure level (resources are used efficiently in the delivery of services) - Expenses per property assessment (total expenses per property assessment)
Output (Stability, Rates concentration)
Output (Stability, Rates effort)
Output (Efficiency, Expenditure level)
LGPRF (Financial) – Efficiency: (b) Revenue level (resources are used efficiently in the delivery of services) - Average residential rate per residential property assessment (residential rate revenue per residential property assessment)
Output (Efficiency, Revenue level)
LGPRF (Financial) – Efficiency: (c) Workforce turnover (resources are used efficiently in the delivery of services) - Resignations and terminations compared to average staff (number of permanent staff resignations and terminations as a percentage of average number of permanent staff)
Output (Efficiency, Workforce turnover)
LGPRF – Sustainable Capacity: (a) Own-source revenue (revenue is generated from a range of sources in order to fund the delivery of Council services to the community) - Own-source revenue per head of municipal population (own-source revenue per head of municipal population)
Output (Capacity, Own source revenue)
LGPRF – Sustainable Capacity: (b) Recurrent grants(revenue is generated from a range of sources in order to fund the delivery of Council services to the community) - Recurrent grants per head of municipal population (recurrent grants per head of municipal population)
City Plan 2013-2017 (Year 3)
Output (Capacity, Recurrent grants)
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Appendix A - Strategic Indicators (continued) Strategic Indicators
Indicator Type
Performance: Use Our Resources Wisely (continued)
LGPRF – Sustainable Capacity: (c) Population (population is a key driver of a Council's ability to fund the delivery of services to the community) - Expenses per head of municipal population (total expenses per head of municipal population) - Infrastructure per head of municipal population (value of infrastructure per head of municipal population) - Population density per length of road (municipal population per kilometre of local road)
Output (Capacity, Population) Output (Capacity, Population) Output (Capacity, Population)
LGPRF – Sustainable Capacity: (d) Disadvantage (disadvantage is a key driver of a Council's ability to fund the delivery of services to the community) - Relative socio-economic disadvantage (relative Socioeconomic Disadvantage of the municipality)
Output (Capacity, Disadvantage)
LGPRF Governance and Management Checklist (GMC) Community engagement: Community engagement policy (policy outlining Council's commitment to engaging with the community on matters of public interest)
Output (Governance & management, Community engagement)
LGPRF GMC - Community engagement: Community engagement guidelines (guidelines to assist staff to determine when and how to engage with the community)
Output (Governance & management, Community engagement)
LGPRF GMC - Planning: Strategic Resource Plan (plan under section 126 of the Act outlining the financial and nonfinancial resources required for at least the next 4 financial years)
Output (Governance & management, Planning)
LGPRF GMC - Planning: 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)
Output (Governance & management, Planning)
LGPRF GMC - Planning: 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)
Output (Governance & management, Planning)
LGPRF GMC - Planning: Rating strategy (strategy setting out the rating structure of Council to levy rates and charges)
Output (Governance & management, Planning)
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Appendix A - Strategic Indicators (continued) Strategic Indicators
Indicator Type
Performance: Use Our Resources Wisely (continued)
LGPRF GMC - Planning: Risk policy (policy outlining Council's commitment and approach to minimising the risks to Council's operations)
Output (Governance & management, Planning)
LGPRF GMC - Planning: Fraud policy (policy outlining Council's commitment and approach to minimising the risk of fraud)
Output (Governance & management, Planning)
LGPRF GMC - Planning: Municipal emergency management plan (plan under section 20 of the Emergency Management Act 1986 for emergency prevention, response and recovery)
Output (Governance & management, Planning)
LGPRF GMC - Planning: Business continuity plan (plan setting out the actions that will be taken to ensure that key services continue to operate in the event of a disaster)
Output (Governance & management, Planning)
LGPRF GMC - Planning: Disaster recovery plan (plan setting out the actions that will be undertaken to recover and restore business capability in the event of a disaster)
Output (Governance & management, Planning)
LGPRF GMC - Planning: 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)
Output (Governance & management, Planning)
LGPRF GMC - Monitoring: Risk management framework (framework outlining Council's approach to managing risks to the Council's operations)
Output (Governance & management, Monitoring)
LGPRF GMC - Monitoring: Audit Committee (advisory committee of Council under section 139 of the Act whose role is to oversee the integrity of a Council's financial reporting, processes to manage risks to the Council's operations and for compliance with applicable legal, ethical, and regulatory requirements)
Output (Governance & management, Monitoring)
LGPRF GMC - Monitoring: Internal audit (independent accounting professionals engaged by the Council to provide analyses and recommendations aimed at improving Council's governance, risk and management controls)
Output (Governance & management, Monitoring)
LGPRF GMC - Monitoring: 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)
Output (Governance & management, Monitoring)
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Appendix A - Strategic Indicators (continued) Strategic Indicators
Indicator Type
Performance: Use Our Resources Wisely (continued)
LGPRF GMC - Reporting: 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)
Output (Governance & management, Reporting)
LGPRF GMC - Reporting: Financial reporting (quarterly statements to Council under section 138 of the Act comparing budgeted revenue and expenditure with actual revenue and expenditure)
Output (Governance & management, Reporting)
LGPRF GMC - Reporting: Risk reporting (six-monthly reports of strategic risks to Council's operations, their likelihood and consequences of occurring and risk minimisation strategies)
Output (Governance & management, Reporting)
LGPRF GMC - Reporting: Performance reporting (six-monthly reports of indicators measuring results against financial and non- financial performance, including the performance indicators referred to in section 131 of the Act)
Output (Governance & management, Reporting)
LGPRF GMC - Reporting: Annual 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)
Output (Governance & management, Reporting)
LGPRF GMC – Decision Making: Councillor 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)
Output (Governance & management, Decision making)
LGPRF GMC – Decision Making: Delegations (a document setting out the powers, duties and functions of Council and the Chief Executive Officer that have been delegated to members of staff)
Output (Governance & management, Decision making)
LGPRF GMC – Decision Making: Meeting procedures (a local law governing the conduct of meetings of Council and special committees)
Output (Governance & management, Decision making)
Notes: CSI – Community satisfaction indicators measured by the annual Community Satisfaction Survey for Local Governments, co-ordinated by Local Government Victoria, the Department of Environment, Land, Water and Planning (formerly Transport, Planning and Local Infrastructure) LGPRF – Local Government Performance Reporting Framework indicators LGPRF GMC – LGPRF Governance and Management Checklist
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APPENDIX B SUPPORTING PLANS Each of the City Plan objectives is also supported by a range of current plans, including: People: Community Strengthening and Support
Banyule Arts Plan Banyule Recreation Plan Banyule Emergency Management Plan Safer Banyule Plan Banyule Positive Ageing Plan (in development) Banyule Child, Youth and Family Plan (in development) Banyule Aboriginal Heritage Study Banyule Heritage Places Study Banyule Art Collection Policy Banyule Library Redevelopment Study Banyule Public Art Strategy Banyule Youth Strategic Plan Banyule Electronic Gaming Machine Plan Banyule Graffiti Management Strategy Banyule Economic Development Plan (in development) Banyule Inclusion, Access and Equity Framework: (IAEF) Banyule Aboriginal and Torres Strait Islander Plan Banyule Disability Policy & Action Plan (Interim 2014-15; 2015-17 in development) Banyule Lesbian, Gay, Bisexual, Transgender and Intersex (LGBTI) Plan Banyule Multicultural Plan
Planet: Environmental Sustainability
Biodiversity Plan Weed Management Strategy Public Open Space Strategy Water Sustainability Plan Energy Plan Environmental Stewardship Plan Best Value Plus Program – Environmental Management System Banyule City Council Electrical Line Clearance Management Plan.
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Appendix B - Supporting Plans (continued) Place: Sustainable Amenity and Built Environment
Banyule Planning Scheme Municipal Strategic Statement Housing Strategy Neighbourhood Character Strategy Heritage Strategy Local Area Traffic Management Strategy Drainage Policy Road Safety Strategy Asset Management Strategy Banyule Bicycle Strategic Statement Banyule Integrated Transport Plan (in development) Urban Design Guidelines, frameworks and concept plans Activity Centre Structure Plans Road Management Plan Streetscape plans Public Open Space Strategy Economic Development Plan (in development)
Participation: Community Involvement in Community Life
Banyule Culturally & Linguistically Diverse Communications Plan Banyule Community Charter Banyule Corporate Communications Plan Youth & Family Services Citizenship Framework (inc Youth Charter) Community Grants Policy (Draft) Volunteer Management Plan (Proposed) Banyule Volunteer Policy Victorian Charter of Human Rights and Responsibilities Human Rights Charter Guidelines 2010 Banyule Inclusion, Access and Equity Framework: (IAEF) Banyule Aboriginal and Torres Strait Islander Plan Banyule Disability Policy & Action Plan (Interim 2014-15; 2015-17 in development) Banyule Lesbian, Gay, Bisexual, Transgender and Intersex (LGBTI) Plan Banyule Multicultural Plan
Performance: Use Our Resources Wisely
Strategic Operating and Capital Works budgets Banyule’s Best Value Plus Program Annual Service Unit Plans Victorian Charter of Human Rights and Responsibilities Local Government Act 1989 Cultural and Recreational Lands Act 1963 Human Resources Strategic Plan IT Strategic Plan 2015-2020 (Draft) Banyule City Council Enterprise Agreement No.6, 2014, Banyule Working Together Working Better Values and Staff Code of Conduct Banyule Corporate Communications Plan Rating Strategy (Draft) Debt Management Strategic Plan (Draft)
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