Banyule City Council Agenda 14 June 2016 - Proposed City Plan 2013-2017 (Yr 4) under separate cover by Banyule City Council

Proposed City Plan 2013-2017 (Year 4) Year 4 of Council’s four year City Plan, incorporating the Strategic Resource Plan 2016-2020

Banyule’s Council Plan – A Partnership between Council and Community

Index City Plan

Page

Mayor and Chief Executive Officer Overview ......................................................... 1 About Banyule ....................................................................................................... 5 Our localities .............................................................................................. 5 Our Community .......................................................................................... 6 The Council ........................................................................................................... 7 City Plan Framework (Vision, Objectives and Key Directions)................................ 13 Community Engagement and Social Research ...................................................... 16 Summary of Strategic Framework Terms............................................................... 23 Objectives and key directions ................................................................................ 27 People:

Community strengthening and support ................................ 27

Planet:

Environmental sustainability ................................................ 36

Place:

Sustainable amenity and built environment.......................... 45

Participation: Community involvement in community life........................... 55 Performance: Use our resources wisely ................................................... 64 (Note: Each objective incorporates a list of supporting plans and a set of strategic indicators)

Strategic Resource Plan ........................................................................................ 64 Statement of the Management of our Human Resources ........................... 82 Financial Resources................................................................................... 85 Appendices:........................................................................................................... 99 Appendix A: Our Activities and Services ................................................................ 99 Appendix B: Strategic Indicators ............................................................................ 104 Appendix C: Supporting Plans ............................................................................... 131

Note: The City Plan is Banyuleâ&#x20AC;&#x2122;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 4 of Banyule’s City Plan 2013-2017. The City Plan sets out the key directions and main priorities for Banyule Council and demonstrates the breadth of work we do to support our community to thrive. We continue to focus on maintaining and upgrading our public infrastructure and community facilities, finding efficiencies and providing high-quality services. We also remain committed to offering a diverse range of programs and initiatives that foster growth, participation and connectedness. Year 4 of the City Plan continues to build on our good work over the last three years and lays a solid foundation for Banyule and the next City Plan 20172021. 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 objectives, People, Planet, Place, Participation, and Performance, that help Council assess the efficiency of services, better manage infrastructure, as well as measure the effectiveness of initiatives and programs we provide. We review the City Plan each year to ensure we respond to community needs, meet our objectives and adapt to changing operating conditions. This process incorporates extensive community consultation along with consideration of legislative changes, research, socio-economic data, and service and industry trends. Council has developed Year 4 of the City Plan 2013-2017 with a keen focus on eight key areas that resonate strongly with our community: • • • • • • • •

Fiscal sustainability – practice prudent financial management and responsibility within a new rate capping environment Effective communication – improve how we inform, engage and listen to the community Environmental focus – protect and improve our environment and embrace sustainable practices Community building – work with the community to encourage participation, partnerships, and reach its potential Investing in infrastructure – ensure our city’s infrastructure meets community needs, today and tomorrow Prudent planning – use comprehensive planning frameworks, processes and reporting to inform strategic decision making Good governance – employ the best possible processes to operate transparently, efficiently and make informed decisions Advocacy – represent the community to secure services and funds from other levels of government, organisations and agencies.

Fiscal sustainability Banyule’s financial position remains strong and we are in a good position to minimise the impact of rate capping on our community as it comes into effect on 1 July 2016. It will however be a challenging new environment when you consider Council delivers services and maintains and builds infrastructure with increasing costs well in excess of the growth in the Consumer Price Index (CPI) which the Victorian State Government has determined as its yardstick. This is compounded by significant financial pressure from cost shifting and reduced funding from both the state and federal governments. As always, we will continue to be resourceful and look for efficiencies so we can manage and deliver our highly-valued services and facilities for the benefit of the community. City Plan 2013-2017 (Year 4)

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Effective communication Council continues to improve the way it communicates with the community to ensure people can engage with us, give feedback, participate in decision making processes, and importantly, help shape our city. We know from independent surveys that Banyule continues to outperform many inner and state wide councils in informing the community and community consultation. In the last year, we have significantly increased our digital communication, such as online surveys and social media, to improve our reach and provide more opportunities for our community to engage with us and give feedback. Council places great importance on gathering the views from a broad range of community representatives which inform the development of the City Plan. It is this emphasis on two-way communication that ensures our City Plan remains relevant to our community, aligning our objectives with community expectations. Throughout the year, more than 1,500 people directly responded to engagement opportunities regarding our City Plan and other key plans and projects. Environmental focus Our future landscapes will be shaped by Councilâ&#x20AC;&#x2122;s decisions today and we remain committed to protecting and enhancing our natural environment for future generations to enjoy. Our actions are firmly directed by a goal to achieve carbon neutrality by 2019/2020. We continue to implement our Urban Forest Strategic Plan which nurtures and enhances Banyuleâ&#x20AC;&#x2122;s extensive parklands, native bushlands and 60,000 street trees. We continue to encourage the community to adopt practices to reduce waste, recycle and live more sustainably through education programs and leading by example. Over the last few years, Council has implemented several major projects that continue to bring significant environmental and financial benefits. We have completed a $4.7 million energy efficient street light replacement program, and our award-winning $6 million stormwater harvesting project continues to save 45 Olympic swimming pools of drinking water each year. We continue to install solar hot water and solar panels on Council buildings, and our new staff accommodation and community facilities currently being built above WaterMarc in Greensborough incorporates environmentally sustainable design to reduce greenhouse gas emissions and will eliminate the need to travel between offices. Community building A major focus of Council is to promote and support good health for people of different ages, life stages and backgrounds. Our Home and Community Care Program (HACC) allows older people and people with disabilities to live actively and independently in their homes. We continue to provide free primary health services for all Banyule families with children aged birth to school age and support 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 28 community-managed kindergartens. Council continues to promote and support inclusive communities and address issues such as graffiti and violence against women through programs, committees and education. By providing a range of popular community events and activities, and investing in recreation, leisure and arts, we are helping to support a vibrant, connected community. Council also assists local businesses and shopping precincts to thrive, while our neighbourhood houses and libraries continue to connect people and offer a vast array of learning opportunities. City Plan 2013-2017 (Year 4)

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Investing in infrastructure Council looks after the ongoing management of $1.3 billion in community assets, which include libraries, community halls, roads, footpaths, drains, parks and playgrounds. Banyule is an old municipality and this means we need to maintain and upgrade ageing infrastructure. We have allocated $47.95 million to deliver capital works projects in the Proposed Budget 2016/2017 and remain committed to improving the liveability of Banyule by creating community hubs, enhancing our open spaces and sporting facilities, and renewing vital infrastructure. Our new civic building in Greensborough has been funded from the sales of commercial properties and not rates, and paves the way for major civic revitalisation in Greensborough and Ivanhoe. Key major projects and initiatives which form part of Year 4 of the City Plan: • • • • • •

Allocate $3.9 million into our parks, gardens, playgrounds and shared paths, including a regional play space at Anthony Beale Reserve. Upgrade sporting grounds, facilities and pavilions, including Ivanhoe Park pavilion. Start construction of the Ivanhoe Community Learning Hub. Invest $8.6 million in maintaining and upgrading roads, bridges and drainage. Complete construction of One Flintoff, Council’s new staff accommodation and community facilities in Greensborough. Implement the Banyule Integrated Transport Plan 2015-2035.

Prudent planning Council employs comprehensive planning frameworks, processes and reporting to inform strategic decision making. These ensure that we can effectively perform our role of steward for an extensive range of municipal resources and assets, and help us deliver more than 100 high-quality services to the community. Importantly, our prudent planning and strategic management enables Council to meet future needs and brings financial stability. This can be demonstrated by our extensive range of strategic plans that help guide us, such as our Banyule Integrated Transport Plan 2015-2035, Urban Forest Strategic Plan, and Economic Development Plan. There are also many masterplans that help shape the city and ensure that what we do now will benefit the community for many years to come, for example the Darebin Creek Masterplan which sits under the overarching Banyule Open Space Strategy. Council develops reports to review Council assets and infrastructure, and assist with project prioritisation. By adopting this long-term focus, Council can better prepare for the challenges ahead. Good governance Banyule strives for upmost accountability at every level of the organisation and in its role as local government. We adopt the best possible processes to ensure we operate transparently, efficiently and make informed decisions. We review our practices to meet local government and industry standards. Banyule councillors have articulated a set of code of conduct values beyond the standard requirements to provide exemplary leadership to the community.

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As an organisation, we value a productive, ethical and innovative workforce that strives to improve Councilâ&#x20AC;&#x2122;s service delivery and enhance performance. We are vigilant in ensuring all the necessary controls are in place to practice sound risk management and good governance. Equally important to us is listening to how the community perceives our performance. This helps shape our City Plan and enables us to evaluate our services and review our processes to ensure what we do remains relevant and what we deliver is at best value. Advocacy One of our important functions as a council is to represent the interests of the community and advocate on its behalf to all spheres of government and the private sector to improve services, infrastructure and social outcomes. We continue to advocate by participating in industry forums, making submissions, submitting applications for funding and meeting with Federal and State Members of Parliament and key staff from government departments. Some of the main areas of focus include: transport; early years, youth and family services; aged and disability services; economic development; sporting facilities; and capital projects. Working closely with advisory groups, committees, community groups and organisations, we seek to attract additional resources to the municipality and resolve issues that are beyond Councilâ&#x20AC;&#x2122;s direct control yet affect the liveability of our municipality. Year 4 of the City Plan 2013-2017 demonstrates Councilâ&#x20AC;&#x2122;s commitment to work with our community to continue to improve Banyule. Operating in a rate capping and cost shifting environment will be challenging; we do, however, remain resilient by continuing to find efficiencies and working from a strong financial position that we have built over the last few years. This allows us to continue to deliver a substantial number of capital works as well as maintain our public infrastructure and highly-valued services. We look forward to continuing this journey and making Banyule an even better place for everyone to work, live and play.

Cr Craig Langdon Mayor

City Plan 2013-2017 (Year 4)

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 Cityâ&#x20AC;&#x2122;s south border while the west is defined by Darebin Creek. Banyule is located on the lands of the Wurundjeri and Council recognises the Wurundjeri as the traditional custodians of the lands and waters upon which Banyule is located. 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 residentâ&#x20AC;&#x2122;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 facility at Greensborough â&#x20AC;&#x201C; 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.

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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. 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. 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, construction and manufacturing. 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 2015/2016, 2014/2015, 2013/2014 Deputy Mayor 2012/2013 Cr Steven Briffa Deputy Mayor Hawdon Ward Elected 2008 Current Term Expires 2016 Deputy Mayor 2015/2016, 2013/2014 Cr Jenny Mulholland Griffin Ward Elected 2000 Current Term Expires 2016 Mayor 2003/2004, 2004 (Mar 2004 â&#x20AC;&#x201C; Dec 2004) Deputy Mayor 2004/2005, 2009/2010, 2014/2015 Cr Mark Di Pasquale 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 2015 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 2015, as appointed on or after the Mayoral Election held 16 November 2015 Banyule Advisory Committees

Background

Councillor

Aboriginal and Torres Strait Islander Advisory Committee

The aim of BATSIAC is to provide Council with advice on Aboriginal and Torres Strait Islander issues and on the implementation of Council’s Inclusion, Access and Equity Framework (IAEF) and Aboriginal and Torres Strait Islander Plan.

Cr Craig Langdon

Age-friendly Advisory Committee

The initial terms of reference for this committee will be for the development of an Age-Friendly City Plan 2015- 2018. The Committee includes representation from Council, Residents, Community Organisations, Agencies and Service providers who have a focus on the provision of services to older people in Banyule and Community Groups.

Cr Craig Langdon Cr Jenny Mulholland

Arts and Cultural Advisory Group

Provide a formal mechanism for Council to consult with key stakeholders, seek specialist advice and enable community participation in arts & cultural planning and development.

Cr Jenny Mulholland Cr Tom Melican

Audit Advisory Committee

The role of the Audit Committee is to assist Council in fulfilling its governance responsibilities by overseeing compliance with laws and regulations, accountability requirements, ensuring sound ethical standards are practised and the necessary systems controls are in place to manage risks and headed by an independent chairperson.

Cr Rick Garotti Cr Mark Di Pasquale

Banyule Bicycle Advisory Committee

This committee with provide advice to on the implementation of the Banyule Bicycle Strategy 2010-2020 and Implementation Plan and other related documents/initiatives as well as providing advice to Council on relevant cycling matters and raise cycling issues of local, regional or global interest or concern for consideration by Council.

Cr Tom Melican

Banyule Environment Advisory Committee (BEAC)

Provide advice to Council and Council staff on the development, implementation and evaluation of Council’s key environmental documents and initiatives including the Environment Strategy and the State of Environment report and other related documents/initiatives.

Cr Mark Di Pasquale

The aim of BMAC is to provide Council with advice on multicultural issues and on the development and implementation of Council’s Inclusion, Access and Equity Plan (IAEP).

Cr Mark Di Pasquale

To advise the Council on all contractual matters relating to the CEO’s employment headed by an independent chairperson.

All Councillors

Banyule Multicultural Advisory Committee (BMAC)

Chief Executive Officer (CEO) Employment Matters Committee

City Plan 2013-2017 (Year 4)

Substitute Cr Jenny Mulholland

Substitutes Cr Craig Langdon Cr Tom Melican

Substitute Cr Steven Briffa

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Banyule Advisory Committees

Background

Councillor

The aim of BDIAC is to provide Council with advice on disability and inclusion issues and on the implementation of Council’s Inclusion, Access and Equity Framework (IAEF) and Council Disability Action Plan. The priority of the committee is to assist with the development of the 3 year Disability Action Plan 2015-2017.

Cr Jenny Mulholland

Its role is to: Contribute to the identification of key priorities for children and families in Banyule City Council from a parent/carer perspective; Inform Council’s planning in response to early year’s issues and developments; Provide advice in relation to key early years initiatives and activities; & Participate in discussions regarding the progression of early childhood as a priority for our community.

Cr Mark Di Pasquale

Lesbian, Gay, Bisexual, Transgender and Intersex (LGBTI) Advisory Committee

The aim of the LGBTI committee is to provide Council with advice and information on issues facing the LGBTI community and on the development and implementation of Council’s Inclusion, Access and Equity Plan (IAEP).

Cr Jenny Mulholland

Strategic Property & Planning Group

The purpose of this committee is to review the current and future property requirements of the Council to ensure that adequate provision is made to meet future community needs. The committee reviews current property holdings to ensure that it is still needed for Council requirements or can be better utilised for another purpose.

All Councillors

Disability and Inclusion Advisory Committee

Early Years Advisory Committee

Substitute Cr Craig Langdon

Substitute Cr Jenny Mulholland

Substitute 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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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. Council portfolio

City Development Portfolio Community Programs Portfolio Assets & City Services Portfolio Corporate Services Portfolio

External Committees

The main role of Portfolio Councillors is to be a spokesperson within the Council Chamber for those issues falling within their allocated portfolio Acts as liaison between the Council, community and external organisations on significant issues relating to the portfolio area.

Chair

Substitute

Cr Wayne Phillips

Cr Steven Briffa

Cr Mark Di Pasquale

Cr Steven Briffa

Cr Mark Di Pasquale

Cr Rick Garotti

Background

Darebin Creek Management Committee

Established to ensure the preservation, restoration, environmental protection, and ecologically sensitive development and maintenance of the Darebin Creek Linear Park.

Metropolitan Transport Forum

Provides a framework for strategic regional waste management planning and a waste management co-ordination role for waste issues in regions.

Councillor Cr Craig Langdon Substitute Cr Jenny Mulholland Cr Tom Melican Substitute Cr Rick Garotti Cr Tom Melican

Metropolitan Waste and Resource Recovery Group

is established under the Environment Protection Act 1970 and consists of a councillor (voting member) and a council officer (as an advisory, non-voting member) from each of the 31 council areas that make up the MWRRG region * MWMG Board : Councillor Tom Melican is as a Director on the MWMG Board. His tenure will run until 28 October 2016.

Napier Waller Property Committee of Management

To manage the restoration of the house, garden and art collection of the former residence of the artist Napier Waller.

Cr Craig Langdon

Northern Alliance for Greenhouse Action (NAGA)

Investigates, develops and coordinates energy saving and greenhouse gas emissions abatement projects within the NAGA region.

Cr Tom Melican

City Plan 2013-2017 (Year 4)

Substitute Cr Jenny Mulholland

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External Committees

Background

Councillor

Northern Melbourne Regional Development Australia Committee

The Northern Melbourne Regional Development Australia (NMRDA) committee builds partnerships between all levels of government, local businesses, community groups and key regional stakeholders to provide strategic and targeted responses to economic, environmental and social issues affecting Melbourne’s North. Northern Melbourne covers the local government areas of Banyule, Darebin, Hume, Moreland, Nillumbik, Whittlesea and Yarra.

Cr Tom Melican

Yarra Plenty Regional Library Board

The Board is made up of two representatives of the three municipalities (Banyule, Nillumbik, Whittlesea) that constitute the service. Its role is to set policy and direction for the regional library service.

Cr Jenny Mulholland Cr Steven Briffa

Yarra Plenty Regional Library Audit Committee

A sub committee of the Yarra Plenty Regional Library Board which advises on financial and risk management issues.

Cr Jenny Mulholland Cr Steven Briffa

One YPRL Board Member and 1 proxy

Municipal Association of Victoria (MAV) Committees Municipal Association of Victoria (MAV) – Committees

Background

Councillor

MAV Board

Provides leadership by supporting local governments to achieve high levels of respect and recognition through improved performance. Cr Melican is an MAV Board Member for 15/16.

Cr Tom Melican

MAV State Council – Representatives

State Council is the MAV governing body. It is made up of representatives from each member council. Members must appoint a representative to attend State Council meetings, exercise their council’s vote and provide regular reports to their council on the activities.

Cr Tom Melican

MAV – Environment Committee

To inform and help progress MAV work on environment priorities identified by the sector in the MAV Strategic Plan, State Council resolutions and as nominated by the Board.

Cr Tom Melican Cr Jenny Mulholland

MAV Planning Committee

To engage member councils and inform and progress land use planning issues impacting on local government as prioritised by the MAV Strategic Plan and through State Council.

Cr Tom Melican

The PDRG meets regularly every second month The PDRG can meet more regularly for specific issues PDRG regular meetings are held at the MAV

Cr Tom Melican

MAV Transport & Infrastructure Advisory Group

City Plan 2013-2017 (Year 4)

Substitute Cr Steven Briffa

Substitute Cr Jenny Mulholland

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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

Good Governance - Accountability to each other and our Community In late 2015 the Local Government Act 1989 was amended to include a number of important reforms to the councillor conduct framework and the governance requirements for councils. One of the most significant of these reforms is the requirement for councils to review the councillor code of conduct, which is now required to be done at a special meeting of Council called especially for that purpose. Going forward, all incoming councillors must read their Council’s Code of Conduct and make the declaration to abide by it before taking (and remaining in) office. Banyule’s Councillor Code of Conduct, which is available on Council’s website, is already well placed to meet the high level of governance standards expected. In developing their Code of Conduct, Banyule’s Councillors have gone beyond the base requirements and have articulated a set of values to which they hold themselves and each other to account to provide exemplary leadership to the community. These values are: • • • • • •

Advocacy and Leadership Accountability Honesty and Integrity Courtesy and Respect Openness and Inclusion Be the Best

City Plan 2013-2017 (Year 4)

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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.

City Plan 2013-2017 (Year 4)

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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 Better Practice Guide 2015-16: Planning and Reporting, Department of Environment, Land, Water and Planning, Local Government Victoria

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An overview of our consultation approach We are committed to engaging with our local communities, and continually improving the ways that people can have their say about the places they live, work and play, and the services they use. 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. We’re proud of our commitment to consultation and engagement, which supports conversations and greater understanding between Council and the community, and increases civic engagement and participation in community life. Our four year City Plan 2013-2017 was developed in 2013 after extensive community consultation. Each year we review and modify the City Plan. We design our consultation approaches so that community feedback is included in the City Plan as it is reviewed and updated each year. Our 2016 Engage, Discuss, Respond Consultation report outlines our consultation and engagement approach and captures a range of consultation and engagement projects that have been conducted over the last eighteen months. Consultation for Year 4 of the City Plan In developing year 4 of our City Plan we have evolved our consultation approach. During the past 18 months we conducted a broad range of consultations on a variety of issues including Year 3 of our City Plan and other important strategic plans and a number of smaller local projects. We also worked closely with our community advisory committees who represent the needs of particular community groups. In addition to relying on consultation to inform specific projects we also use the outcomes of all our community consultation to feed into the development of Year 4 of our City Plan. We have also conducted a specific community engagement activity between November 2015 and April 2016 where our community had the opportunity to feedback how they felt about Council’s performance and to share ideas about how to make Banyule an even better place to live. Much of the summer was spent out and about at our community events asking the community how Council was working across the key areas of our City Plan. This activity was called ‘What’s the Word’. Residents were invited to use their own mobile devices to express their satisfaction with Council using three simple rankings – happy, neutral and not happy. Council also ran this activity via our website over the summer period. In total, over 420 people had their say with the following results: •

63% felt happy with our contribution to Health & Wellbeing (34% neutral and 3% not happy)

•

75% of people felt happy with our contribution to Involving the Community (23% neutral and 2% not happy)

•

69% of people felt happy with our contribution to Public Spaces, Infrastructure & Local Centres (25% neutral and 6% not happy)

•

65% of people felt happy with our contribution to Environment & Sustainability (33% neutral and 2 % not happy)

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Other consultation and research methods 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. Some of the specific consultation and research used in the development of the Year 4 City Plan includes: •

•

• • • •

• • • • •

•

Open Space Strategy - Council is developing the next Open Space strategy which outlines our plans to maintain and enhance our open spaces. Consultations began in August 2015 and are still underway. Banyule Integrated Transport Plan 2035 Consultations. From November 2013 until August 2015, through 3 phases of consultation, the community shared their thoughts on the vision, key themes, priority issues, strategies and actions for the Banyule Integrated Transport Plan (ITP) 2015-2035. Economic Development Plan Consultations - The local business community shared their thoughts on growing the local economy. The broader community were then asked to comment on the Economic Development Plan Playground replacement strategy. We used a variety of different methods to consult with 191 people including children and young people about what they would like to see in three playgrounds that were having equipment replaced. We consulted with over 200 residents, businesses and local organisations about their vision for the Watsonia Village Shopping Centre. Greensborough Project - We held consultation and information sessions on the land use and development guidelines for key areas of Greensborough. Youth Services conducted over 500 surveys at major events throughout the year to gather data on issues important to young people. Household Survey 2015 – Over 700 households were surveyed to gain an understanding of demographic changes in Banyule as well as identifying issues, concerns and trends. Ongoing Consultation with Council’s Advisory Committees (Multicultural, Environment, LGBTI, Disability, Aboriginal and Torres Strait Islander) Ongoing Consultation with Councils Age Friendly Advisory Committee Urban Forest Strategic Plan consultation – survey of over 200 residents about trees across Banyule. 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). 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.

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.

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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 Act 1989, 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 â&#x20AC;&#x2DC;Out & Aboutâ&#x20AC;&#x2122; 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 Councilâ&#x20AC;&#x2122;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.

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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 Committee LGBTI (Lesbian, Gay, Bisexual, Transgender and Intersex) Advisory Committee Disability and Inclusion Advisory Committee Aged Friendly Advisory Committee Aboriginal and Torres Strait Islander Advisory Committee

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 in the following key documents: •

Council’s Draft City Plan 2013-2017 (Year 4) 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.

•

2016 Engage, Discuss, Respond Consultation Report. This document outlines Council’s approach to consultation and engagement and gives a summary of the various projects and activities where people have had their say over the last 18 months. The document also includes details of how Council has responded to community feedback, including through the development of Year 4 of the City Plan.

Council also undertakes a statutory public exhibition period in which it seeks feedback from the Community on the Proposed City Plan. Submissions made to this process are formally considered by Council prior to the Proposed City Plan being presented to Council for adoption.

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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 for the long-term, in the Medium term (Council Plan) and shortterm (Annual Budget). Objectives, key directions, initiatives and activities are used to allocate resources in a considered manner from this information. Throughout this City Plan and through our budget the manner in which we seek to achieve our objectives is described in three key ways: •

•

Services – This is the main stay of our work for the community. It captures the substantive service activities of Council that provide an outcome for the key direction within an objective. Partnerships and Shared Resources – This outlines some of the key partnerships with the Community, other levels of government and agencies to deliver on the key directions. Key Initiatives – A summary list of initiatives which shows the Community practical examples of the type of work that will be undertaking in 2016/2017. These initiatives are often targeted to achieve extra efforts in particular areas of emphasis, based on community feedback or particular issues that arise.

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. 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 2016/17. • • • • • •

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• •

Good governance – employ the best possible processes to operate transparently, efficiently and make informed decisions Advocacy – represent the community to secure services and funds from other levels of government, organisations and agencies.

A full listing of the services resourced through the Budget 2016/2017 is contained in Appendix A – Our Activities and Services.

“Council continues to work hard to achieve the best outcomes for our community. By investing in maintaining and upgrading community facilities and infrastructure, and delivering a range of services that support the community to thrive, we are building a better Banyule. Our commitment to financial and environmental sustainability will bring long-term benefits for future generations.” Cr Craig Langdon

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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 B, 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, 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.

“Banyule City Council has delivered sound financial management in this term of Council as shown by a continual improvement in all of the Victorian AuditorGeneral's Office financially sustainability indicators. Council’s Strategic Resource Plan 2016-2020 ensures we have a long-term financial framework in place, and puts Banyule in a good position to continue to deliver quality services and infrastructure to our community in an environment of declining state and federal government grant funding and capped 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. Banyule City Council’s work in Health Promotion Banyule has chosen to meet our obligations to plan for the health and well-being of our communities within our existing City Plan. The benefit of our approach is that health and wellbeing is integrated into the decisions Council makes, for example in the services we provide and how places and spaces are designed. Integrating our legislated obligations for a Municipal Public Health and Wellbeing Plan within our City Plan has cut down on an additional, unnecessary layer of administration. However, by representing these actions at a higher level our actions and achievements are not readily apparent as these are incorporated within lower level plans, eg. the Recreation Plan, Community Safety Plan, and Inclusion Access and Equity Plans. Whilst it remains beneficial for Council to recognise that there is a health and wellbeing impact in most decisions that are made on behalf of our Community (eg. service delivery, the development of infrastructure, open spaces, etc), it is useful to identify some health promotion priorities to be able to better track and monitor progress. We also need to ensure that we are taking action on the key areas that we know make a difference in the long (and short term) to people’s health and wellbeing, and in particular the issues that have been shown to lead to the most deaths and illness. These are typically related to what are called ‘lifestyle diseases’ and are identified within state and federal government priorities. Over the next 6 months we are mapping current Council activity in each of the following issues: • Physical Activity • Nutrition • Heatwave • Sunsmart • Alcohol, Tobacco and other drugs • Mental health – including social connection and social support activities Separate summaries and action plans will be developed for each of these six issues. These action outcomes are reported separately to the Victorian Department of Health & Human Services.

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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 and Banyule Community Health, 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.

“Council has delivered a vast number of community-building projects over the last three years. We have upgraded sporting facilities, replaced playgrounds, extended our shared trails and improved our local parks and bushlands. We continue to engage the community to help develop strategies that look to bring long-term benefits, such as Petrie Park and Rattray Reserve Master Plan. Year 4 of the City Plan continues to ensure that Council responds to community needs, delivers vital services and improves our city. ” Cr Steven Briffa 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

1.1.2

Protect the community against preventable diseases and hazards associated with food, water and the environment Build community capacity to support and create opportunities for all people to live healthy and fulfilling lives.

1.1.3

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Services, resources and initiatives to deliver our key direction Services Council provides significant direct service delivery for the promotion and support of its community’s health and wellbeing. These include: -

Leisure, Recreation & Cultural Services.

Health, Aged & Community Planning

Youth & Family Services

Parks & Gardens.

Partnerships and Shared Resources Council also works in key partnership arrangements to ensure the best and most efficient, effective and well placed service outcomes for our community. This includes: -

Community run Kindergartens

Neighbourhood Houses

University of the Third Age

Contracted leisure facility management.

In 2016/2017 Council will strengthen its efforts in health and wellbeing by looking to other levels of government to respond to their areas of responsibility in the provision of services for our community. Key Initiatives •

Undertake mapping work that will enable Council’s activities to be clearly identified (with associated work plans and measureable outcomes) in each of the following health priorities: -

Physical activity

Mental health

Nutrition

Alcohol

Sunsmart

Tobacco

Heatwave

other drugs

•

Review the Women in Sport Policy and provide a draft policy for Council consideration

•

Work in partnership with the state government to leverage opportunities for investment and development projects which create opportunities for girls and women in Banyule, including: − Develop female friendly change rooms at Olympic Park pavilion ($100,000 budgeted in 2016/2017)

•

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 delivery of a regional play space at Anthony Beale Reserve. −

Deliver improvement works to open space facilities across the municipality (eg. Heidelberg Park, Malahang Reserve, Ford Park) with over $1.03 million budgeted in 2016/2017

−

Continue the playground replacement program, with over $500,000 budgeted in 2016/2017 towards redeveloping playgrounds in local parks across Banyule

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•

1.2

Provide affordable recreation opportunities through our libraries, community halls, parks, community hubs and leisure centres. −

Commence construction of the Ivanhoe Library and Community Learning Hub with $5 million budgeted for this significant community project in 2016/2017

−

Continue our investment in developing, improving and maintaining Council’s Aquatic and Leisure Centres ($229,000 budgeted in 2016/2017).

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 1.2.2 Support older people to live independently. Services, resources and initiatives to deliver our key direction Services Council provides significant direct services to support people within our community at critical life stages. These include: -

Youth & Family Services - (Maternal & Child Health, Early Years and Youth Services)

Health, Aged & Community Planning.

Partnerships and Shared Resources Council predominantly acts as a partner with other levels of government who are overall responsible for the provision of services to people at their important life stages. Council acts as an agent for these authorities as we are best placed to deliver these services to our community at the local level. In 2016/2017 Council will strengthen its efforts in the efficient delivery of services at important life stages. Council will also look to other levels of government to respond with appropriate resource provision in their areas of responsibility. Key Initiatives

•

Continue strategic planning work to outline Council’s priorities and direction in relation to making Banyule an Age-friendly place to live, including:

− Increase opportunities for older adults to participate in Banyule’s services and programs

− Continue to apply universal design (access for all) approaches to Council’s infrastructure and facilities •

Prepare, implement and reorientate Council’s aged services in response to the national Aged Care Reforms

•

Support the community’s transitional needs associated with the introduction of the National Disability Insurance Scheme (NDIS)

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1.3

•

Seek opportunities for partnership with Headspace on the establishment of their office in Greensborough in 2016

•

Sherbourne Road children’s hub investigation and development plan

•

Deliver innovative activities, programs and support that assist in the development and emerging needs of young people and the community.

Develop and promote safety and resilience in our community

Our focus areas We will: 1.3.1 Support, address and advocate for community safety 1.3.2 Support, address and advocate for Preventing Violence Against Women 1.3.3 Support, address and advocate for graffiti prevention and education 1.3.4 Provide and advocate for important infrastructure improvements that add to a safer environment. Services, resources and initiatives to deliver our key direction Services Council provides significant direct services to develop and promote safety and resilience in our community, This Includes: -

Youth & Family Services (Youth & Community Partnerships)

Capital Projects (Building Maintenance)

Parks & Gardens Tree Care, Parks Maintenance, Horticulture Services

Transport, Sustainability & Municipal Laws (Municipal Laws)

Health, Aged & Community Planning (Community and Social Planning)

Assets & Infrastructure (Infrastructure Maintenance).

Partnerships and Shared Resources Council acts under delegated authority to ensure both local and state rules and regulations are upheld to keep our community safe. Council also works with community groups and other levels of government to promote and maintain community safety. These partnerships involve delivery of programs, policy development, and support of existing rules and regulations. In 2016/2017 Council will continue to communicate with the community around the important messages of Community safety, preventing violence against women in our community (White Ribbon) and safe enjoyment of our community assets. We will deliver on important infrastructure improvements that add to a safer environment for our community.

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Key Initiatives •

Implement year 2 of the Preventing Violence Against Women Strategy

•

Complete implementation of year 4 of the Safer Banyule Plan and develop the 4 year plan for 2017-2020

•

Implement traffic safety improvements, including: −

Deliver school crossing improvements through the construction of raised pavement crossings in Yarra Street, Heidelberg, Warren Road, Viewbank and Greenhill Road, Greensborough ($70,000 budgeted in 2016/2017)

−

Further improved traffic safety measures in Burgundy Street, Heidelberg between Upper Heidelberg Road and Mount Street to promote pedestrian safety and lower speeds

−

Undertake improvements to the Grimshaw Street/ Flintoff Street intersection, Greensborough in a partnership project with the transport Accident Commission and VicRoads ($800,000 combined budget in 2016/2017 from partner agencies and Council)

−

Provide road safety improvements at selected locations including Yallambie Road/Tarcoola Drive, Yallambie; Berkeley Avenue/Halifax Avenue, Heidelberg; Liberty Parade Heidelberg; Watsonia Road, Watsonia; and McCrae Road, Rosanna ($190,000 budgeted in 2016/2017)

−

Introduce extended line-marking for on-road bike routes across the designated Principal Bike Network in conjunction with our road resheet program ($145,000 budgeted in 2016/2017).

•

Implement key infrastructure initiatives to improve community safety, including: − Continue to implement the footpath replacement program, with $1.35 million budgeted in 2016/2017 − Renew and replace retaining walls in our open spaces, road reserves, in Lower Plenty, and at the Ivanhoe tennis courts ($200,000 budgeted in 2016/2017) − Improve and maintain fences in line with the fence asset replacement program and through a safety fence for baseball at Loyola ($70,000 budgeted in 2016/2017)

•

Implement year 2 of the Graffiti Management Strategy & Action Plan 20152018

•

Plan for a resilient future for our community and collaborate with other metropolitan councils to deliver and implement the relevant aspects of the ‘Resilient Melbourne’ strategy as it applies to Banyule City Council.

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1.4

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 1.4.2 Plan, celebrate and work with our diverse community to reduce prejudice and social disadvantage through inclusion and community education. Services, resources and initiatives to deliver our key direction Services Council delivers significant services in the celebration and promotion of our rich and diverse heritage. This includes: -

Leisure, Recreation & Cultural Services

Youth & Family Services (Youth & Community Partnerships)

Health, Aged & Community Planning (Community and Social Planning).

Partnerships and Shared Resources Council works with its community and key stakeholders to develop appropriate and accessible cultural and arts activities. Volunteers play an important role in our festival and events efforts. Banyule has a range of committees it works closely with to recognise, respect and celebrate cultural heritage and social connection, including: -

Arts and Cultural Advisory Group

Banyule Multicultural Advisory Committee (BMAC)

Aboriginal and Torres Strait Islander Advisory Committee

Age-friendly Advisory Committee

Lesbian, Gay, Bisexual, Transgender and Intersex (LGBTI) Advisory Committee

Disability and Inclusion Advisory Committee

Council’s representation on External cultural Committees, eg Napier Waller Property Committee of Management.

In 2016/2017 Council will look to improve on our communication with the community on issues of diversity. We will advocate for people in our community who are marginalised and work in partnership with community groups representing these people to better understand our community’s needs. Key Initiatives •

Develop and implement opportunities to celebrate and preserve Council’s cultural and heritage assets – indigenous, cultural and environmental

•

Improve the preservation of the Banyule art collection and heritage assets, including: − Implement the Public Art Strategy ($60,000 budgeted in 2016/2017)

•

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

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Torres Strait Islander background, and provide an annual report to Council in relation to the success of the ‘active engagement’ program in June 2017 •

1.5

Deliver, host and participate in a range of community events that celebrate and showcase diversity, including: −

International Day of People with Disability on 3 December 2016

−

Council participation in the Gay and Lesbian Pride March in January 2017

−

Cultural Diversity Week in March 2017

−

International Day Against Homophobia and Transphobia in May 2017

−

A smoking ceremony and flag raising to mark Sorry Day in May 2017

−

Aboriginal and Torres Strait Islander culture during National Reconciliation Week from 27 May to 3 June 2017.

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. Services, resources and initiatives to deliver our key direction Services Council supports business in Banyule through direct program delivery, partnerships, entrepreneurial activity and advocacy to other levels of Government: - Property & Economic Development (Economic Development) -

Youth & Family Services (Youth & Community Partnerships)

Council works in direct partnership with our neighbourhood retail centres through special rates schemes. Council in 2016/2017 will remain focused on developing partnerships with business and advocating on behalf of local industry. Key Initiatives •

•

Support the Banyule Nillumbik Local Learning and Employment Network by way of in-kind participation, particularly now that greater certainty has been achieved in relation to ongoing funding (State and Commonwealth) provision 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

−

Build a business focussed social media presence

•

Deliver an annual 'peoples choice' Banyule Business Awards program

•

Implementation of actions within the newly endorsed Economic Development Plan.

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1.6

Plan and prepare for emergency events

Our focus areas We will: 1.6.1 Strengthen community resilience 1.6.2 Maintain operational readiness. Services, resources and initiatives to deliver our key direction Services As the closest level of government to the community, we have a responsibility for, and commitment to, the ongoing well-being of our people before, during and after emergencies. We have a legislated role under Victoria’s emergency management arrangements to plan and prepare for emergency events. We work with emergency services, agencies and the community to facilitate emergency planning, support emergency response and coordinate emergency relief and recovery. Almost all areas of Council have a role in maintaining operational readiness and/or strengthening community resilience. Our dedicated and legislated roles in emergency management are: -

Municipal Emergency Resource Officer (MERO) - Operations

Municipal Recovery Manager (MRM) – Youth and Family Services

Municipal Fire Prevention Officer (MFPO) – Transport, Sustainability and Municipal Laws

Emergency Management Co-ordinator and Officer - Operations

Health Services Policy and Project Co-ordinator – Health, Aged and Community Planning.

Partnerships and Shared Resources Banyule City Council has developed relationships with thirteen other Councils in the North West Metro Region (NWMR), and now has formal support arrangements for relief in place. Where Council exhausts its resources, support may be requested and provided by these partnering Councils. In establishing the Banyule Municipal Emergency Management Plan, the Banyule MEMP Committee has consulted with Victorian State Emergency Service, Victoria Police, Metropolitan Fire Brigade, Country Fire Authority and the Department of Health and Human Services (DHHS). In 2016/2017 Council will work in conjunction with the community to further enhance and develop our emergency management arrangements to strengthen community resilience. Key Initiatives •

Review the community emergency risk assessment across the social, economic, built and natural environment

•

Continue to adopt practices that support and recognise emergency services and the importance of volunteering in our communities (before, during and after emergencies)

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•

Implement Council’s Strategic Plan for Building Disaster Resilience including: −

The development and delivery of a community education project that involves educating community groups, about disaster risk and mitigation information with an all hazards approach

−

The review and promotion of Council’s public health emergency planning

Continue to prepare for emergency events through raising community awareness on issues, including: −

Code Red preparedness – support clients about service changes in bush fire zoned areas on Code Red Days

−

Prevention – Promote and encourage good personal hygiene and vaccination to help prevent the spread of diseases (eg. outbreaks/ pandemic)

−

Preparedness – increase awareness of risks of extreme heat

•

Continue to prepare Council for emergency response, relief and recovery through the verification of emergency management arrangements, the maintenance of plans and the review of Quality and Cost Standards

•

Enhance capability and capacity to respond to and recover from disasters by continuing to focus on the recruitment, retention, training, equipping and maintenance of personnel in all aspects of emergency management including the conduct of an internal pandemic exercise to explore the links between municipal emergency management and business continuity

•

Continue to actively participate and contribute to the maintenance and ongoing development of the North West Metro Region Collaboration, including the training and exercise program.

STRATEGIC INDICATORS How we will measure our performance against this objective is detailed in Appendix B - 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 C – 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

“Banyule is a great place to live and work and it is our responsibility to ensure that we protect and improve the many great features that make it such a wonderful area. We also need to support and encourage all residents to enable them to reach their full potential and that young people are provided every opportunity to develop into the leaders of the future. Our volunteers perform an enormous amount of work that contributes to every aspect of our lives and they also should be congratulated." Cr Tom Melican

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 2.1.2 Protect and plant trees and appropriate vegetation 2.1.3 Improve the policing of litter and waste dumping. Services, resources and initiatives to deliver our key direction Services Council provides significant specialist service delivery for the protection and enhancement of our natural environment. These include: -

Transport, Sustainability & Municipal Laws (Environmental Sustainability, Municipal Laws) City Plan 2013-2017 (Year 4) Page 36

Parks & Gardens (Tree Care, Bushland Management, Parks Maintenance, Horticultural Services, Strategic Management)

Operations (Waste Management & Education Services)

Urban Planning & Building (Planning Arborist, Development Planning, Planning Enforcement).

Partnerships and Shared Resources Council operates in concert with the community with a number of friends groups volunteering across the municipality. Banyule’s Environment Advisory Committee (BEAC) is established to help guide Council on issues associated with the care of our local environment. Banyule is fringed by metropolitan parks and river-land. Council will continue to work with other relevant authorities to ensure the continued protection of the natural environment. In 2016/2017 Council will strengthen its efforts in the continued greening of Banyule through direct action and through continued strengthening of our policy framework. After extensive community consultation, 2016/2017 will see the launch of Banyule’s new Public Open Space Plan. Key Initiatives •

•

Continue to strategically plan and manage the future of the Darebin Creek valley from Bundoora Park to Banksia Street, working in partnership with Darebin Council, Latrobe University, Metropolitan Planning Authority, Department of Health and Human Services and Department of Environment Land Water and Planning Conduct environmental management planning, including: − Implement the findings of the Banyule Flats and Warringal Parklands ecological assessment

•

Continue the implementation of the Biodiversity Plan 2014-2017, including: − Biodiversity initiatives for priority bushland reserve management plans - Montmorency bushland reserves ($14,000 budgeted in 2016/2017) − Wildlife Corridor Program initiatives such as: the buy one get one free plant program, school and resident education program, and planting days − Commence investigation into environmental flows into Banyule Billabong with Melbourne Water and Parks Victoria

•

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 2016/2017)

−

De-siltation and revegetation works at the Banyule Flats Stormwater pond, and weed control and pond de-siltation of the water body in Binnak Park ($30,000 budgeted in 2016/2017)

−

Post-burn weed control and site management works, and vermin control in bushland reserves ($35,000 budgeted in 2016/2017)

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•

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: −

Implement the Urban Forestry Policy and Strategic Plan actions to improve the quality and quantity of the City’s urban forest

−

Inspect and protect our treed environment in public places through Council’s Parks and Gardens service area

−

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 the work of our arborists and Council’s planning enforcement area to protect our treed environment in private places.

•

Develop, review and implement major vegetation strategies

•

Develop parks, gardens, reserves and bushland facilities, including:

•

−

Renew trails and pathways in our reserves and bushland ($50,000 budgeted in 2016/2017)

−

Continue to implement works at Ryans Road Conservation Reserve ($25,000 budgeted in 2016/2017)

−

Extend our BBQ replacement and renewal program in parks ($25,000 budgeted in 2016/2017)

Protect our important tree assets by an enhanced tree management and maintenance capability, including: −

Comply with Electricity Safety (Electric Line Clearance) Regulations 2015 (additional tree removal and pruning), and conduct Routine Street Tree Pruning through the existing Tree Management Contract, and assessment and works on over 60,000 street trees ($250,000 budgeted for 2016/2017)

−

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 2016/2017)

−

Continue Tree Condition Risk Assessments and Works for Council Community Services Properties ($40,000 budgeted in 2016/2017), and along 34 kilometres of Shared Trail network and in playgrounds, BBQ's and park shelters ($40,000 budgeted in 2016/2017)

−

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 2016/2017)

•

Continue to implement enforcement strategies for litter and illegal dumping and promote the benefits of the program, including the use of demountable cameras for surveillance at problem sites where rubbish dumping occurs

•

Ensure a renewed focus on enforcement for our Building Sites in line with the new Local Law No. 1, specifically targeting spoil on roads, dust and noise control, illegal building works and out-of-hours activities

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•

Increase community awareness of our hard rubbish and green waste collection programs to minimise illegal dumping, including: −

2.2

Reduce the impact of dumped rubbish occurrences, including increased pick-ups and enforcement (additional $76,000 budgeted in 2016/2017).

Conserve water and improve stormwater quality and impact

Our focus areas We will: 2.2.1 Increase Council's water use efficiency 2.2.2 Improve our urban drainage and stormwater management. Services, resources and initiatives to deliver our key direction Services Council acts as a custodian for the community for both the natural and built assets associated with stormwater management. Council commits significant direct resources annually to the planning, management, maintenance and development of urban drainage and stormwater management and Council's efficient use of water -

Transport, Sustainability & Municipal Laws (Environmental Sustainability, Transport & Developments Engineering)

Assets & Infrastructure (Infrastructure Maintenance)

Parks & Gardens

Leisure, Recreation & Cultural Services.

Partnerships and Shared Resources In 2016/2017 Council will concentrate on the infrastructure renewal of its drainage network and plan to advocate for the new initiatives that relate to water harvesting, in partnership with the State. Key Initiatives •

•

Provide ongoing development and maintenance of warm season grassed playing surfaces, and maintenance of oval and sports field irrigation, including: −

Replace the non-operational irrigation system and implement warm seasons grass conversion at Banyule Flats North soccer pitch ($130,000 budgeted in 2016/2017)

−

Install a new Irrigation system at Burkitt Oval, Heidelberg ($120,000 budgeted in 2016/2017)

−

sprinkler and drainage replacement

−

irrigation flow sensors and technology renewal

−

installation of back flow prevention devices

Commence concept design work for the next Stormwater Harvesting project to meet the Sustainable Water Use Plan priorities ($80,000 budgeted in 2016/2017)

City Plan 2013-2017 (Year 4)

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•

2.3

Continue the investigation and implementation of the Capital Works Program at priority locations identified by the Municipal Wide Drainage Network Capacity Study, including: −

Stormwater Management Mitigation Works - Elmo Rd Drain Catchment and Lower Plenty Drain Catchment - Detailed design of priority project ($40,000 budgeted in 2016/2017)

−

Wilfred Road East Ivanhoe 600mm drain augmentation ($400,000 budgeted in 2016/2017)

−

Minor Drainage Works - Minor pipe augmentations and associated pit improvements to address localised drainage issues ($100,000 budgeted in 2016/2017)

−

Drainage Hot Spots - pit replacements and modifications to improve stormwater capture ($50,000 budgeted in 2016/2017)

•

Integrate water sensitive urban design (WSUD) techniques into the delivery of our Drainage Capital Works Program

•

Advocate to the Environment Protection Authority (EPA) for state-wide consistency for septic tank systems to ensure minimisation of environmental impacts.

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. Services, resources and initiatives to deliver our key direction Services Council is serious about acting locally on behalf of our community around the effects of climate change. Banyule wants to both act on what is morally right, what is sustainable for our future, and what proves to be an efficient, sensitive way in acting with our local environment. To this end, Banyule commits significant strategic resources, direct service delivery and large amounts of capital expenditure annually in pursuit of this key direction. This includes: -

Transport, Sustainability & Municipal Laws (Environmental Sustainability, Transport & Developments Engineering)

Capital Projects (Capital Works, Building Maintenance)

Assets & Infrastructure (Asset Management)

Finance & Procurement

Parks & Gardens

Leisure, Recreation & Cultural Services.

City Plan 2013-2017 (Year 4)

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Partnerships and Shared Resources We are committed to working with community organisations and other levels of government to pursue environmental sustainability for Banyule. Partners include Sustainability Victoria, the Commonwealth Scientific and Industrial Research Organisation (CSIRO), Banyule’s Environment Advisory Committee (BEAC), the Northern Alliance for Greenhouse Action (NAGA) and our friends groups. In 2016/2017 Banyule will focus on the continued rollout of solar panels on appropriate Council buildings, to provide both an economic and environmental benefit in the correct setting. Key Initiatives •

Implement priority actions from the energy plan as part of Council’s ongoing focus of reducing and minimising energy use, and to achieve our target of carbon neutrality by 2019/2020, including: −

Improve energy efficiency in Council buildings

−

Install solar panels

−

Increase fuel efficiency in Council’s fleet

−

Contribute funds to the Northern Alliance for Greenhouse Action and Positive Charge program for residents

−

Continue to purchase green power for 10% of Council’s major streetlights

•

Ensure a high standard of Environmental Sustainable Design (ESD) is incorporated into One Flintoff, Council’s new staff accommodation and community facilities in Greensborough

•

Conduct a solar panel pilot project as part of a Home and Community Care climate change initiative to facilitate older people’s access to renewable energy and to reduce the cost burden associated with power bills

•

Review processes and capacity for services to respond to extreme climate events and weather patterns (eg storm events, drought, and heat) to enhance the resilience of our community

•

Deliver the public lighting pole replacement program with an emphasis on new technology and solar powered lighting in Council’s sports-fields ($50,000 budgeted in 2016/2017).

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2.4

Avoid waste generation

Our focus areas We will: 2.4.1 Discourage waste to landfill 2.4.2 Identify and implement viable recycling opportunities 2.4.3 Advocate for increased use of environmentally beneficial technologies and services in the community. Services, resources and initiatives to deliver our key direction Services One of the fundamental roles Banyule undertakes is waste collection from households. Banyule recognises this with an allocation of some of the most significant resources in any area of Council. As this is such a significant area of operation Banyule also concentrates on what it can do to minimise the amount of cost and impact of what flows into the waste system from our community. This important work ensures costs are kept down and our impact on the environment is minimised. This includes: -

Operations (Waste Management & Cleansing, WM Education Services and Rethink Centre)

Transport, Sustainability & Municipal Laws (Environmental Sustainability, Municipal Laws)

Parks & Gardens.

Partnerships and Shared Resources The impact of what happens within Banyule is not viewed in isolation. Banyule works with our neighbours and other agencies of government to try to minimise our impact on the environment through reducing waste to landfill. In 2016/2017 Banyule will continue to concentrate on the efficient management of this area through outcomes of a service review in the waste management area. Key Initiatives •

Continue to implement the revised 2014-2019 Waste Management Plan.

•

Deliver Council’s current best practice waste management services, including: −

•

Update existing waste bin enclosures ($25,000 budgeted in 2016/2017)

Implement recommendations adopted in the review of the Waste Management service: −

Implement the improvement plan for kerbside collection services including the Introduction of technology

−

Undertake a review of the Waste Recovery Centre

−

Continue the development of the Dumped Rubbish and Litter Strategic Plan.

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2.5

•

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

•

Continue to implement waste avoidance and resource recovery programs to residents, schools and community groups

•

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.

Act as environmental stewards

Our focus areas We will: 2.5.1 Manage recreation and open spaces in an environmentally sustainable way 2.5.2 Support community and business to protect and enhance the environment. Services, resources and initiatives to deliver our key direction Services As environmental stewards for our community’s assets we have prioritised our use of resources in the delivery of services that provide a green and sustainable future for the people that live, work, play in and visit Banyule. We provide direct services that support this key direction through: -

Transport, Sustainability & Municipal Laws (Environmental Sustainability)

Parks & Gardens (Tree Care, Bushland Management, Parks Maintenance, Horticultural Services)

Operations (Waste Management & Cleansing, WM Education Services and Rethink Centre).

Partnerships and Shared Resources Banyule works with neighbouring councils and other agencies of government to set a good example and help the community with their efforts to protect and enhance the environment, reduce waste and live sustainably. We work closely with Banyule’s Environment Advisory Committee, the community and friends groups, and liaise with agencies such as the EPA Parks Victoria and Melbourne Water. These partnerships, together with our ongoing advocacy, contribute significantly to successful outcomes and improvement in this area.

City Plan 2013-2017 (Year 4)

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Key Initiatives •

Continue to provide priority weed and pest 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

•

Continue to maintain and improve ecological aspects at the Ryans Road conservation reserve

•

Implement Council’s Planet: Environmental Sustainability Policy and Strategy

•

Continue stewardship programs that educate the community about environmental sustainability, including the Sustainable Homes and Communities program, Spring Outdoors, Wildlife Corridor Program and Positive Charge

•

Implement the Biodiversity, Water Sustainability, Energy Saving, and Environmental Stewardship plans

•

Deliver a continued certification program against ISO 14001 Environmental Management standards, including Council’s organisational Enviro Reps, communication and targeted projects.

STRATEGIC INDICATORS How we will measure our performance against this objective is detailed in Appendix B - 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 C – Supporting Plans.

City Plan 2013-2017 (Year 4)

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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 has been so much achieved over the last four years of the City Plan. Reducing the renewal gap and updating our old infrastructure is underway. Further investment in upgrading everything from bike paths, roads to footpaths sees out the current City Plan. Council continues to provide the quality services to the community that it is used to. Most importantly we have laid a solid foundation for the next City Plan which paves the way for greater financial sustainability and an even more progressive Banyule in the future.” Cr Mark Di Pasquale 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 3.1.2 Encourage greater diversity and sustainability of housing 3.1.3 Promote the improved design of local neighbourhoods to enhance ease of movement and access to goods, services and employment 3.1.4 Develop, renew and maintain Banyule’s public assets to defined and agreed standards 3.1.5 Encourage the community to contribute to the greening of Banyule. City Plan 2013-2017 (Year 4)

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Services, resources and initiatives to deliver our key direction Services Banyule has an important leadership role in protecting the neighbourhood character, natural environment and built form of our local areas. This role is legislated and the protection and enhancement of our municipality’s environs is something we strive for. Banyule has significant resources invested in the development, management, protection and enforcement of the built and natural environs of the city, including: -

Urban Planning & Building (Development Planning, Building Control, Strategic Planning)

Transport, Sustainability & Municipal Laws (Transport & Developments Engineering, Environmental Sustainability, Municipal Laws)

Property & Economic Development (Economic Development)

Operations (Cleansing Services)

Parks & Gardens (Tree Care, Bushland Management, Parks Maintenance, Horticultural Services, Strategic Management)

Assets & Infrastructure (Asset Management, Infrastructure Maintenance)

Capital Projects

Leisure, Recreation & Cultural Services.

Partnerships and Shared Resources Banyule works with a wide range of stakeholders to protect and enhance the neighbourhood character and make Banyule a great place to live. This includes our trader associations, local community advocacy and special interest groups, private developers, and other government departments such as Vic Roads. Key Initiatives •

Uphold the principles as set out in Banyule’s Neighbourhood Character Strategy and work with and advise new applicants on the best way in which to sensitively develop property in Banyule, including: −

Improve communication to residents and developers in relation to neighbourhood character outcomes

•

Monitor the effectiveness of the new residential zones for the Neighbourhood Residential Zone in the Banyule Planning Scheme

•

Continue planning, development and implementation of Council’s parking plans, and deliver Planning Scheme Amendments (PSA) for Parking Overlays, including: −

Prepare a PSA for Ivanhoe Car Parking Plan

−

Finalise the PSA for Heidelberg Car Parking Plan

−

Commence a PSA for Greensborough Car Parking Plan

•

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)

City Plan 2013-2017 (Year 4)

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• • •

Review and recognise outcomes in relation to Banyule’s Liveable Housing Project and approach to Environmental Sustainable Development Continue to apply Council’s Liveable Housing Guidelines to improve the accessibility of new housing 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

−

An update of the Planning Scheme’s Municipal Strategic Statement (MSS) to provide for the cluster’s framework

−

Investigating the feasibility of future Developer Contributions for the sustainable infrastructure development of Banyule

•

Maintain and further enhance the city’s streetscapes and parkland trees for future generations

•

Deliver a program of major Pavilion refurbishments: −

Telfer Reserve Pavilion ($1.50 million budgeted in 2016/2017)

•

Develop and deliver Infrastructure Assets Renewal Programs and reduce our renewal gap

•

Look to maintain and improve our local road network infrastructure, including: −

Deliver our Local Roads Re-sheet and Rehabilitation program to improve over 35 roads ($1.72 million budgeted in 2016/2017)

−

Conduct line marking in conjunction with road re-sheets and design and construct bicycle parking facilities to improve bicycle travel opportunities ($215,000 budgeted in 2016/2017)

−

Deliver improvement initiatives for localised traffic infrastructure and school crossings ($1.26 million budgeted in 2016/2017)

−

Continue the Roads to Recovery program ($1.47 million budgeted in 2016/2017)

−

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 $1.35 million budgeted in 2016/2017)

•

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

•

Implement the Street Tree Planting 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.

City Plan 2013-2017 (Year 4)

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3.2

Strengthen local activity and employment areas

Our focus areas We will: 3.2.1

Encourage investment that supports local jobs growth

3.2.2

Support the regeneration of postcode 3081

3.2.3

Create community hubs at Ivanhoe and Heidelberg West

3.2.4

Develop plans that encourage investment and development opportunities for growth and regeneration of business and employment.

Services, resources and initiatives to deliver our key direction Services Whilst it is a major employer in the municipality, Council recognises that it must focus on the growth and sustainable development of investment and employment in our local activity areas for the municipality to remain vibrant and successful. The Council contributes services that leverage our own economic activity and it advocates on behalf of our community to both attract investment and develop the skill base of our local business partners within our community. These services include: -

Property & Economic Development (Economic Development, Property Services)

Urban Planning & Building (Strategic Planning)

Transport, Sustainability & Municipal Laws (Environmental Sustainability, Municipal Laws)

Operations (Cleansing Services)

Assets & Infrastructure (Asset Management, Infrastructure Maintenance)

Capital Projects

Youth & Family Services (Youth & Community Partnerships)

Health, Aged & Community Planning (Community and Social Planning).

Partnerships and Shared Resources Council works with the local community and partners to support local activity areas to be places of mixed and vibrant activity, where people can live, work, shop and play within their local area. This includes local businesses, traders groups, other levels of government, neighbouring councils, education institutions, and major regional employers such as the Austin Mercy hospital campus and Latrobe University. Key Initiatives â&#x20AC;˘

Finalise the Banyule Economic Information Base and implement business investment, retention and attraction initiatives

â&#x20AC;˘

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: â&#x2C6;&#x2019; Post Neighbourhood Renewal Mainstreaming approach in Heidelberg West ($175,000 budgeted in 2016/2017)

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3.3

•

Utilise the construction of the Ivanhoe Learning Hub together with Ivanhoe library as a key catalyst for the continued local vibrancy of the Ivanhoe precinct

•

Explore further opportunities for Community Hubs which are inclusive of Aged Services, and which reflect the principles of Age-Friendly Banyule

•

Implement year two actions of the Banyule Economic Development Plan

•

Deliver community information services at Shop 48 - The Mall West Heidelberg and communicate the services and benefits to the community and seek the growth of partnerships and sustainable activity.

Support thriving commercial and retail activity

Our focus areas We will: 3.3.1 Support activity centres to enhance local retail and commercial activity 3.3.2 Work in partnership with businesses to market and promote Banyule’s retail and commercial offer. Services, resources and initiatives to deliver our key direction Services Retail and commercial businesses provide vital local goods and services across Banyule’s neighbourhoods. This contributes to the vitality and character of our shopping centres, as well as providing significant local employment opportunities. Council commits services and resources to support thriving commercial and retail activity, including: -

Property & Economic Development (Economic Development, Property Services)

Urban Planning & Building (Strategic land Use Planning)

Transport, Sustainability & Municipal Laws (Environmental Sustainability, Municipal Laws)

Operations (Cleansing Services)

Assets & Infrastructure (Asset Management, Infrastructure Maintenance)

Capital Projects.

Partnerships and Shared Resources We will seek to increase the vibrancy of our local retail areas by marketing and promoting centres in partnership with local businesses, and continuing to support traders’ associations in directing investment to locally identified priorities. Council also works together with other levels of government, neighbouring councils, education institutions and major regional employers.

City Plan 2013-2017 (Year 4)

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Key Initiatives •

Continue to support local shopping centres through the Special Rates and Charge schemes

•

Continue shopping centre maintenance, including −

Finalise detailed streetscape designs for Heidelberg Central

−

Commence concept plans for the beautification of Rosanna Village

−

Assist with the implementation of actions contained in the trader association developed Rosanna Village Place Improvement Report

•

Assist in building the capacity of traders’ associations to continually improve governance

•

Develop greater rapport with local real estate agencies to deliver improved retail and commercial mix outcomes within each of Banyule's activity centres

•

Implement investment attraction initiatives that position Banyule’s business precincts as vibrant and competitive commercial centres, including: −

3.4

Piloting of new busking arrangements.

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 3.4.2 Provide and maintain well designed public spaces that have great public amenity, are accessible and strengthen community connections 3.4.3 Provide suitable community gathering spaces and look for opportunities for new and shared spaces and facilities. Services, resources and initiatives to deliver our key direction Services The essence of Banyule is best characterised by its abundance of high quality public spaces and green areas. Banyule invests significant direct resources in both the maintenance and development of these spaces and in the cultivation of partnerships with the community and other levels of government to maximise the best experience possible for our community. -

Parks & Gardens (Tree Care, Bushland Management, Parks Maintenance, Horticultural Services, Strategic Management)

Transport, Sustainability & Municipal Laws (Environmental Sustainability, Transport & Developments Engineering, Municipal Laws)

Urban Planning & Building (Strategic Planning)

Assets & Infrastructure (Infrastructure Maintenance)

Operations (Waste Management & Cleansing)

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Leisure, Recreation & Cultural Services.

Youth & Family Services (Youth & Community Partnerships)

Health, Aged & Community Planning (Aged & Disability Services, Health Services, Community and Social Planning).

Partnerships and Shared Resources Council also works in key partnership arrangements to provide accessible, safe and appealing public spaces for sport, recreation and community activities. This includes sporting clubs, friends of parks groups, local neighbourhood special interest groups, neighbourhood houses, commercial fitness providers, hobby groups, community garden groups, local schools, the Department of Sport and Recreation Victoria (SRV), Melbourne Water, Parks Victoria, Vic Roads and other government departments. Key Initiatives •

Finalise and commence implementation of the renewed Open Space Strategy (Strategic Plan), including: −

Create the planning scheme amendment for the Open Space Strategy

−

Provide input to the Metropolitan Planning Authority’s work on a metropolitan open space strategy

•

Continue to implement the Darebin Parklands Master Plan including contributing to signage, seats and facilities ($15,000 budgeted for 2016/2017)

•

Manage Council’s open spaces, including:

•

−

Maintain fire hazards, traffic areas, road reserves, and ovals

−

Implement the Pedestrian Bridge Replacement program, including: -

Replace standard handrails with collapsible handrails on Pedestrian Bridges ($15,000 budgeted in 2016/2017)

Conduct a survey, investigation and design for Banksia Street pedestrian bridge ($35,000 budgeted in 2016/2017)

Replace bridge at Banyule Flats reserve ($50,000 budgeted in 2016/2017)

Bridge handrail modifications for our pedestrian bridges - to insert 'shear pins' for flood events

Replace components such as handrails, decks, and substructures

Continue to deliver a co-ordinated across Council approach to dealing with the increasing problem of rubbish dumping in parks and other public places

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•

• •

3.5

Maintain and improve equipment for sporting facilities, including: −

Deliver the all seasons cricket pitch replacement program ($100,000 budgeted in 2016/2017)

−

Baseball cage works in Loyola Reserve, Bundoora ($15,000 budgeted in 2016/2017)

−

Plan for the redevelopment the oval and ground at Montmorency Football Club ($30,000 budgeted in 2016/2017)

−

Works on two courts at Yallambie Tennis Club ($50,000 budgeted in 2016/2017)

−

Batting tunnel, lighting and storage works Research Lower Plenty Baseball Club, Glen Auburn Reserve

Continue to investigate the options for smoke free areas within the municipality 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 3.5.2 Provide shared trails that help to link key public open spaces and community facilities 3.5.3 Encourage walking, cycling and public transport use 3.5.4 Improve parking management in activity areas. Services, resources and initiatives to deliver our key direction Services We plan and manage transport interests for the local community for a sustainable and integrated local transport system where walking, cycling and use of public transport are encouraged. Council provides significant resources and services to support sustainable transport. This support includes: -

Transport, Sustainability & Municipal Laws (Environmental Sustainability, Transport & Developments Engineering, Municipal Laws)

Urban Planning & Building (Strategic Planning, Development Planning)

Property & Economic Development (Economic Development, Property Services)

Parks & Gardens (Tree Care, Bushland Management, Parks Maintenance, Horticultural Services, Strategic Management)

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Assets & Infrastructure (Asset Management, Infrastructure Maintenance)

Capital Projects (Capital Works, Building Maintenance)

Leisure, Recreation & Cultural Services

Health, Aged & Community Planning (Aged & Disability Services, Health Services, Community and Social Planning)

Youth & Family Services.

Partnerships and Shared Resources Council partners with key stakeholders to advocate to the State Government on behalf of the community for greater investment in local public transport infrastructure. We also work together with other levels of government and the local community, traders groups, local community special interest groups, friends groups, and schools to achieve beneficial outcomes. Partners also include: councils in the northern regional area, and government departments such as Vic Roads, the Traffic Accident Commission (TAC) and Sport and Recreation Victoria (SRV). Key Initiatives •

•

Implement the appropriate actions identified in 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 Road

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

−

Advocates 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

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 connecting the trail to Watsonia Road, Watsonia ($150,000 budgeted in 2016/2017)

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•

Continue the off-road path renewal and development of the Banyule Shared Trail Network (for walking and bicycles) through the implementation of the Northern Regional Trails Strategy and the shared trail asset management plan, including: − Develop detailed designs for future shared trail projects ($50,000 budgeted in 2016/2017) −

Renew shared trail feeder paths ($50,000 budgeted in 2016/2017)

−

Continue enhancement of the Banyule Flats shared trail bike path and environmental walk ($450,000 budgeted in 2016/2017)

•

Develop a Walking Strategy in line with the International Charter for Walking

•

Implement travel behaviour change programs to improve walking, cycling and public transport use in priority areas, including: −

Introduce a walking, cycling and public transport use category for Environmental Grants

−

Implement the Green Travel Plan for Council’s operations

−

Co-ordinate promotional events about Sustainable Transport, including Ride to Work, Ride to School, Walk to School.

STRATEGIC INDICATORS How we will measure our performance against this objective is detailed in Appendix B - 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 C – 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

“As a councillor at Banyule for 16 years, it has been great to work with the community to deliver so many significant projects and initiatives that have improved our city. We have also worked together to build inclusive communities where diversity is celebrated and valued. As Banyule Council’s inaugural Local Government Women’s Charter Champion I am committed to increasing women’s participation on Council, committees and in decision-making positions.” 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 4.1.2 Ensure we actively engage with under-represented groups in ways that are of value to them 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. City Plan 2013-2017 (Year 4)

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Services, resources and initiatives to deliver our key direction Services Council provides significant direct service delivery to engage meaningfully with the community. This includes: -

Health, Aged & Community Planning (Community and Social Planning, Aged & Disability Services)

Governance & Communication (Governance, Communications, Customer Service)

Executive Leadership Group

Youth & Family Services (Early Years, Youth & Community Partnerships)

Organisational Systems (Corporate planning and reporting).

Partnerships and Shared Resources Council works closely with our community, local agencies, and other levels of government to encourage an environment of community participation. Transparency and accountability to our community are supported through Council’s meeting processes, open communication channels, and support for under-represented groups through a range of established advisory committees. Council has direct partnership arrangements with a wide range of community advisory groups that represent a broad range of special interest and issues based representation. Key Initiatives •

Continue to implement the MetroAccess Community Building Plan in line with the Victorian Government's State Disability Plan and National Disability Insurance Scheme (NDIS) roll-out

•

Co-ordinate and deliver Community Development and local RSL grant programs

•

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. Age-friendly Advisory Committee, Age-friendly Champions Program, 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, support and improve 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 (including technology opportunities

•

Implement the 2016/2017 actions for the Aboriginal and Torres Strait Islander Plan, which reflects Council’s 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

Continue to plan and deliver Banyule’s Youth Services consultation and partnership initiatives, including: −

Youth Summit 2016/2017

−

YouthFest 2016.

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 4.2.2 Encourage people to participate in volunteer and community activities 4.2.3 Ensure the access and connectedness of under-represented groups to Council facilities, activities and services. Services, resources and initiatives to deliver our key direction Services Banyule values diversity and actively promotes and enables the inclusion of all residents in the life of the community. This involves embedding the principles of inclusion in the provision of Council services and policy development, and that we continue to act in a manner that is respectful and mindful of the requirements of the Victorian Human Rights Charter. Council provides significant direct service delivery to support and encourage diverse and inclusive community participation. These include: -

Health, Aged & Community Planning (Community and Social Planning, Aged & Disability Services)

Governance & Communication (Governance, Communications, Customer Service)

Executive Leadership Group

Youth & Family Services (Early Years, Youth & Community Partnerships)

Leisure, Recreation & Cultural Services.

Capital Projects (Building Maintenance)

Transport, Sustainability & Municipal Laws (Transport & Developments Engineering).

Partnerships and Shared Resources We acknowledge that volunteers provide a valuable community resource. Volunteers create governance structures and provide human resource support in community, health, religious, educational, environmental and sporting settings within Banyule. We will continue to connect with people from Culturally and Linguistically Diverse (CALD) communities, people with disabilities and their carers, Aboriginal and Torres Strait Islander peoples, and other under-represented parts of our community.

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Banyule offers guidance, encouragement and development opportunities to committees of volunteer-based community organisations to provide critical services locally. We support local residents, community groups and businesses that have, by their actions, promoted a better understanding and awareness of the importance and benefits of active citizenship. Council also works in partnership with its community, local agencies, community groups and other levels of government to leverage resources to support and encourage diverse and inclusive community participation. Key Initiatives •

Implement Council's Inclusion, Access and Equity Framework (IAEF) and review and implement the associated action plans for: −

Aboriginal and Torres Strait Islander Plan

−

Disability & Inclusion Plan

−

LGBTI (Lesbian, Gay, Bi-sexual, Transgender and Intersex) Plan

−

Multicultural Plan

•

Support Council's Multicultural, LGBTI (Lesbian, Gay, Bi-sexual, 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 Committee and Reference Groups and facilitate 6 meetings throughout the year

•

Evaluate 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

•

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

•

Continue to improve or remove physical barriers to access of Council facilities

•

Continue 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

•

Continue to implement and support the Age-friendly champions program

•

Work with our community and other levels of government to pursue opportunities for women to participate in sport, with a focus on community organisations where women and girls are under-represented in key decision making roles and where the organisations have access to council facilities and funding.

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4.3

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 4.3.2 Seek opportunities for equitable funding and service arrangements with state and federal government. Services, resources and initiatives to deliver our key direction Services One of our key governance functions is to advocate on behalf of the community on issues they deem as important, or issues that are likely to have substantive impacts on our residents’ lives. By representing the interests of the community in a range of forums, we have the capacity to attract additional resources to the municipality and resolve complex issues that affect the liveability of the city. Advocacy can be defined as the strategic method for achieving positive social change through persuasion and diplomacy. It involves trust and relationship building, education and information, use of communication and media, and strategic partnerships. Banyule Council’s aim in advocating is to persuade and influence decision makers and leaders in all spheres of government and the private sector, to act in the best interests of the Banyule community. In advocating on behalf of the interests of its community, Banyule Council seeks to achieve: • Public policy change and allocation of resources which benefit the needs of the Banyule community, particularly the more disadvantaged within the community; •

Greater visibility and understanding of the issues affecting our communities among decision makers; and

•

Participation in the agenda setting on matters which impact on our local communities.

Council provides significant direct service delivery for advocating on behalf of our community. This includes: -

Health, Aged & Community Planning (Aged & Disability Services, Health Services, Community and Social Planning)

Transport, Sustainability & Municipal Laws (Transport & Developments Engineering)

Property & Economic Development (Economic Development)

Youth & Family Services (Early Years, Youth & Community Partnerships)

Leisure, Recreation & Cultural Services.

Parks & Gardens

Capital Projects

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Governance & Communication (Governance, Communications, Customer Service)

Executive Leadership Group

Organisational Systems.

Key Initiatives •

Actively participate in the review of the Local Government Act 1989

•

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

•

Continue to advocate to Government and key organisations for improved outcomes for people in Banyule who are aged or have a disability (eg. Community Transport, Commonwealth Aged Care Reforms and National Disability Insurance Scheme)

•

Represent to our community the effects of cost shifting from other levels of government and its impact on Banyule

•

Continue to advocate on the proposed Tobacco Reforms (these currently include, smoke free dining, authorised officers and e-cigarettes)

•

Advocate on issues raised by our Inclusion Access & Equity Advisory Groups and in accordance with our adopted IAE plans

•

Advocate to other levels of government for funding towards the growing demand for playgroups in Banyule

•

Advocate to relevant agencies to commit appropriate resources and support for the LGA NWMR (Local Government Area North & West Metropolitan Region) collaboration, and enable Council to continue to maintain and improve our operational readiness for emergencies.

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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 4.4.2 Provide transparent and timely information about Council. Services, resources and initiatives to deliver our key direction 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. This includes: -

Governance & Communication (Governance, Communications, Customer Service)

Youth & Family Services (Early Years, Youth & Community Partnerships)

Health, Aged & Community Planning (Aged & Disability Services, Health Services, Community and Social Planning)

Urban Planning & Building (Strategic Planning, Development Planning, Building Control)

Transport, Sustainability & Municipal Laws (Environmental Sustainability, Transport & Developments Engineering, Municipal Laws)

Finance & Procurement (Revenue)

Organisational Systems (Records & Information Management, Business Services)

Executive Leadership Group

Capital Projects

Leisure, Recreation & Cultural Services

Parks & Gardens.

Partnerships and Shared Resources A range of services are also delivered to our community on behalf of Council by contract or lease arrangement. The services are provided in line with Council’s standards of customer service and communication. These services include: WaterMarc Banyule, Ivanhoe Golf Course, Macleod Recreation and Fitness Centre, Watsonia Pool, Chelsworth Park Precinct and The Centre Ivanhoe. Council also partners with Banyule’s local Libraries - Yarra Plenty Regional Library (YPRL) network’s Ivanhoe, Rosanna and Watsonia libraries. Key Initiatives •

Continue development of Council’s website and digital communications including redevelopment of the intranet

•

Develop and implement a communication plan for the NDIS which will be rolled out in Banyule from 1 July 2016

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• •

Implement the Banyule Complaints Handling Policy based on the Guidelines provided by the Victorian Ombudsman Complete a review of the way we provide customer service at Banyule and develop a strategy for customer service delivery in readiness for the move to One Flintoff 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) −

Promote Aged & Disability Services to improve community and Council understanding of services, quality and future directions in Aged Care including promotion 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

−

Promote activities of the Transport & Developments Engineering Services Unit to the community including the Integrated Transport Plan and the Stormwater Catchment Modelling (flooding implications and guideline development) to ensure a thorough understanding of the issues and implications of the policies involved

•

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

• •

Develop and implement ‘Building a Better Banyule’ marketing campaign for all capital works projects

•

Develop and deliver communications and marketing for the 2016 Council Elections and the move to One Flintoff

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•

Continue to explore and utilise existing and emerging technologies to maximise the reach, impact and responsiveness of our communications, including: −

Facilitating a greater presence in social media and our ability to engage in this area which continues to be a significant challenge

−

Enhancing the accessibility for our community to engage using a web based portal to ensure Banyule is able to maintain responsive service delivery

−

Continue to ensure Council’s platforms remain relevant in the communication and engagement space, with the ever-changing face of IT solutions

−

Managing increasing community expectations and demands, which include expectations of instant response or shorter (truncated) timelines.

STRATEGIC INDICATORS How we will measure our performance against this objective is detailed in Appendix B - 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 C – Supporting Plans.

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Strategic Resource Plan 2016-2020 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 4)

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underdevelopment of vacant land. We also strive to encourage the best use development of land. 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 5.1.2 Actively seek non-Council sources of financial support for capital projects 5.1.3 Seek potential Council investments that offer a mix of economic, social and environmental benefit 5.1.4 Continually review service levels, especially in areas where affordable, quality delivery is challenging 5.1.5 Ensure evidence based decision making seeking knowledge from practice, experience and research.

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Services, resources and initiatives to deliver our key direction Services Council continues to review service levels to ensure best value is achieved for the community. All of Council’s services participate in our organisational Best Value Program which underpins Banyule’s commitment to a culture and practice of continuous improvement. Council provides significant resources and organisational support services to develop and deliver best value services and facilities. These include: -

Organisational Systems (Business Services)

Finance & Procurement

Human Resources

Transport, Sustainability & Municipal Laws (Environmental Sustainability)

Executive Leadership Group

Assets & Infrastructure

Capital Projects

Leisure, Recreation & Cultural Services.

Best Value Plus Internal Audit Group.

Partnerships and Shared Resources Council also works with industry networks and other levels of government to continue to apply best practice in its planning and service delivery. Local Government Victoria works with the LG industry to provide better practice guides for planning and reporting, and for meeting legislative requirements. Council will continue to work with the State Government and Local Government industry sector in the further development and implementation of the Local Government Performance Reporting Framework (LGPRF). Services delivered to our community on behalf of Council by contract or lease arrangement are provided in line with Council’s standards of developing and delivering best value services and facilities. These services include: WaterMarc Banyule, Ivanhoe Golf Course, Macleod Recreation and Fitness Centre, Watsonia Pool, Chelsworth Park Precinct and The Centre Ivanhoe. Council also partners with Banyule’s local Libraries - Yarra Plenty Regional Library (YPRL) network’s Ivanhoe, Rosanna and Watsonia libraries. Key Initiatives •

Implement key recommendations from the Banyule Leisure Facility Management (Banyule Leisure) operational service review

•

Review the Sporting Reserve Allocation Policy and Sporting Reserve Terms and Conditions of Use in consultation with sporting clubs

•

Continue to investigate options to consolidate landholdings to maximise revenue and asset reallocation

•

Deliver on the Bellfield Master Plan primarily focussing on Council's land holding at Banksia Street and Oriel Road Bellfield

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•

Deliver effective and efficient sales of other Council sites proved surplus to requirement

•

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,

−

Sports field & surface (synthetic) and irrigation systems,

−

Sports field and reserve lighting,

−

Trees (streets & parks), and

−

Park facilities

•

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

•

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

•

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)

−

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)

•

Undertake a review of frontline customer service with a view to finding efficiencies and improving the customer experience, including greater use of technology based customer service Research and develop systems and processes to identify and communicate community need in order to respond as effectively as possible with the right service mix for our community.

•

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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 5.2.2 Soundly manage Council's commercial assets, leases and contracts 5.2.3 Develop sound long-term plans for capital works, asset maintenance and financial management 5.2.4 Create corporate planning and reporting processes that show what we are doing and how we are performing. Services, resources and initiatives to deliver our key direction Services Banyule’s Council Plan is a partnership between the Council and Community. Council is committed to reviewing progress in relation to the City Plan and Budget and reporting back to the community on achievement of the strategic objectives set out in the plan. Council provides significant resources and organisational support services to provide responsible financial management and business planning processes. These include: -

Finance & Procurement (Revenue Services, Procurement, Financial Accounting, Management Accounting)

Assets & Infrastructure (Asset Management, Infrastructure Maintenance)

Property & Economic Development (Valuations & Land Information Systems)

Youth & Family Services (Early Years, Youth & Community Partnerships)

Leisure, Recreation & Cultural Services

Parks & Gardens

Governance & Communication (Governance, Communications, Customer Service)

Organisational Systems (Business Services, Information Technology)

Health, Aged & Community Planning (Aged & Disability Services, Health Services, Community and Social Planning).

Partnerships and Shared Resources We liaise with local government industry networks, other levels of government, undertake negotiations with financial institutions, and manage Council’s commercial assets, leases, grants and major contracts for the benefit of our community. We work with a wide range of stakeholders, including: • Local Government Victoria, Grants Commission, and State Revenue Office • Auditors – Victorian Auditor-General Office (VAGO) and internal auditors • Local Government Finance Professionals (FinPro) industry network City Plan 2013-2017 (Year 4)

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• • •

Procurement networks - MAV Procurement, Procurement Australia and Eastern Metro Region Contract (to procure goods and services) Municipal Association of Victoria (MAV) - Participation in the MAV STEP Asset Management Program Department of Health & Human Services - planning and reporting on our Municipal Public Health and Wellbeing Plan.

Key Initiatives •

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

•

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

•

Review and relaunch our performance 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

•

Introduce co-ordinated asset reporting to meet MAV (Municipal Association of Victoria) STEPS program renewal gap, State Government 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

•

Co-ordinate and facilitate the development of the organisation's Annual Business Plan and associated annual planning and reporting processes

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â&#x20AC;˘

Conduct an annual review of rating strategies to ensure best practice approach, including: â&#x2C6;&#x2019;

â&#x20AC;˘

5.3

Properties that fall outside of the normal rating categories including those properties that fall within the Cultural and Recreational Lands Act and nursing homes

Review the Procurement policy to enhance the ethical consideration of human rights, local buy, social procurement, etc.

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 5.3.2 Apply sound risk management practices that meet defined local government industry standards 5.3.3 Ensure clear and appropriate communication, media and marketing support for all Council services. Services, resources and initiatives to deliver our key direction Services Council provides significant resources and organisational support services to enable good governance and accountability with minimal risk. These include: -

Governance & Communication (Governance, Communications, Customer Service)

Human Resources (Risk and OHS)

Health, Aged & Community Planning (Aged & Disability Services, Health Services)

Transport, Sustainability & Municipal Laws (Environmental Sustainability, Municipal Laws, Transport & Developments Engineering)

Urban Planning & Building (Development Planning, Building Control, Strategic Planning)

Capital Projects (Building Maintenance)

Organisational Systems (Information Technology, Records & Information Management, Business Services)

Finance & Procurement

Executive Leadership Group.

Partnerships and Shared Resources Council works with other levels of government and local government networks to ensure we comply with the requirements of the Local Government Act 1989 and other relevant legislation and regulations.

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We also have a range of partnership arrangements which support the way Council applies risk management principles (and conducts emergency planning) to protect our staff, contractors, volunteers, community, assets and the environment. These include: • Specialist providers, consultants and auditors that offer expertise in risk management, business continuity planning, fraud control, etc • Emergency services – Metropolitan Fire Brigade and Country Fire Authority, Victoria Police, Ambulance Victoria, Victoria State Emergency Service (SES) • Local media and communication service providers. Key Initiatives •

Continue the implementation, education and enforcement of our new Local Law No.1, especially for development issues including public concerns with after-hours building activities

•

Undertake a review of the Municipal Laws Service’s out of hours on-call service

•

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

•

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

•

Oversee the conduct of the 2016 Council elections in accordance with the Local Government Act

•

Implement Local Government Act changes resulting from the Improved Governance Amendments 2015.

•

Deliver organisation wide recertification of Best Value Plus Management System

•

Develop and implement a new Communications strategy.

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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 5.4.2 Ensure we have the right people, at the right time, in the right place to deliver quality services across the organisation 5.4.3 Continue to develop our workforce to ensure optimum performance, competency and skill at all levels throughout the organisation 5.4.4 Ensure our staff and workplaces remain safe 5.4.5 Ensure constructive workplace behaviours are modelled on the organisation’s values. Services, resources and initiatives to deliver our key direction Services Our staff play a fundamental role in achieving the objectives of our City Plan and delivering services in line with the needs of our community. Council provides significant resources and organisational support services to create a productive and engaged workforce, and to provide a safe and supportive working environment for the health and wellbeing of staff. These include: -

Human Resources (Employee Relations, Risk and OHS, Organisational Development)

Executive Leadership Group

Central Consultative Committee

Local Consultative Committees

Banyule Leadership Network

Health, Aged & Community Planning (Aged & Disability Services)

Organisational Systems (Records & Information Management, Information Technology).

Partnerships and Shared Resources Council also works in partnership arrangements with unions (Australian Municipal, Administrative, Clerical and Services Union (ASU); The Association of Professional Engineers, Scientists and Managers (Professionals Australia); and The Australian Nursing & Midwifery Federation (ANMF)). We work with labour providers, other levels of government, LG industry networks, and specialist service providers. The providers cover a range of aspects to support staff development and organisational culture, including: • •

Expertise to support organisational wide training in customer service, privacy awareness, communication and technology services, etc Consultants and auditors that offer expertise in risk management and safety, team building, Employee Assistance Program (EAP), staff surveys for measuring our organisational culture

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•

Training providers covering a wide range of staff training and development opportunities.

Key Initiatives

5.5

•

Facilitate the rollout of Council's Leadership Development Framework to strengthen the leadership capabilities of supervisory staff

•

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

•

Identify and deliver relevant learning and development offerings to support Council goals, objectives and directions

•

Develop a priority list of hard copy digitisation and work flow process improvements that will result in ongoing work efficiencies and cost savings

•

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

•

Build on the implementation of the Working Together Working Better Values by promoting positive behaviours through appropriate feedback, reward and recognition and development opportunities

•

Commence preparation for Enterprise Agreement No.7, with a focus on achieving a fair outcome that supports a sustainable organisation so that employment is sustainable, including terms and conditions that are contemporary and relevant to a modern workforce.

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. Services, resources and initiatives to deliver our key direction Services Council provides significant resources and organisational support services to maintain and strengthen corporate information and innovation. This enhances our ability to access and utilise information to improve decision making and delivery of services, and to meet legislative requirements. The Services include: -

Organisational Systems (Information Technology, Records & Information Management, Business Services)

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Finance & Procurement (Revenue Services, Procurement, Financial Accounting, Management Accounting)

Governance & Communication (Governance, Communications, Customer Service)

Human Resources (Employee Relations, Risk and OHS, Organisational Development)

Assets & Infrastructure (Asset Management, Infrastructure Maintenance)

Capital Projects (Building Maintenance)

Executive Leadership Group

Information Management Steering Committee

Banyule Leadership Network.

Partnerships and Shared Resources Council networks within the industry sector, works in partnership with other levels of government, and consults and works with specialist service providers. We also work the Public Records Office of Victoria and State Library to ensure our processes and standards meet legislative requirements. We continue to participate in the MAV Records STEP program to ensure legislative requirements are met. The relationships with our contracted service providers are critical in supporting the stability, maintenance, delivery and enhancement of our corporate systems and information management. These include: •

• •

Consultants and auditors that offer expertise in IT policies and procedures, enhancement opportunities, Disaster Recovery capabilities, electronic records management and digitisation, website and intranet development, phone networks, etc Key service providers such as our software and hardware vendors Training providers covering a wide range of specialist training and learning opportunities for staff such as records management, communication and technology services, etc.

Key Initiatives •

Implement the outcomes of the IT Strategic Plan, Year 2 Action Plan

•

Implement stage 4 of the EDRMS project with the targeting of work flow improvements, including digitisation of hard copy files particularly focused on planning and building files and electronic work processes to move to fully electronic data management

•

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

•

Review and implement Councillor management protocols and a Councillor training program

•

Implement systems improvement and staff training for complaint management and handling, including monitoring and reporting, in line with Council’s Complaints Handling Policy

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•

Continue to review and streamline Council’s financial systems and processes to ensure the most efficient and effective use of our technology resources

•

Deliver targeted improvement of organisational support processes and systems with a prioritised project plan, including:

•

5.6

−

Review and improve to training on core systems such as Authority and Magiq Performance

−

Continue automation of Self-service Payroll information and online leave

−

Introduce invoice scanning for Accounts Payable

−

Continue process improvement for capturing electronic records at first point of contact

−

Further the development of the information portal

−

Continue to develop tools to enhance mobility

Manage our major software upgrade program to enable a suitable software platform for new applications.

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 5.6.2 Renew Banyule’s internal support service assets according to agreed service levels and standards 5.6.3 Provide staff with the right tools to do their job easily and flexibly as appropriate for the task. Services, resources and initiatives to deliver our key direction Services Council provides significant resources and organisational support services to plan and manage for the physical systems and assets that support Council’s service delivery. These include: -

Operations (Plant and Fleet Management, Waste Management & Cleansing)

Transport, Sustainability & Municipal Laws (Environmental Sustainability, Transport & Developments Engineering, Municipal Laws)

Assets & Infrastructure (Asset Management, Infrastructure Maintenance)

Capital Projects (Building Maintenance, Capital Works)

Parks & Gardens

Organisational Systems (Information Technology, Records & Information Management, Business Services)

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Finance & Procurement (Revenue Services, Procurement, Financial Accounting, Management Accounting)

Human Resources (Risk and OHS)

Executive Leadership Group.

Partnerships and Shared Resources Council works with various Government agencies and industry reference groups such as the Northern Region Waste Management Group, MAV Step Program and MAV Technology group to establish the strategic framework for asset management, development and renewal in our City. Key Initiatives

•

Continue to provide a cost effective and environmental fleet, supported by an efficient and responsive fleet management team and workshop

•

Implement fleet management review actions to reduce the size of the operational fleet in conjunction with a move to One Flintoff and a reduced operational need

•

Implement the new Intranet Site including end user training and content management

•

Manage and maintain records service delivery to the organisation during the implementation stage of the new EDRMS

•

Review application of the Planning and Building Enforcement Framework and consider any changes with regard to Building enforcement

•

Continue to implement the reviewed Planning Enforcement Practices and Policies, with a focus on proactive enforcement of replacement tree planting

•

Complete the construction project for the establishment of Council’s staff accommodation and community facilities in Greensborough: −

Optimise efficiency opportunities with the co-location of Banyule administration offices to Greensborough

−

Realise the lease of the 2000sqm + of commercial office space on the 2nd floor to achieve an ongoing financial return to Council.

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STRATEGIC INDICATORS How we will measure our performance against our Performance objective (and Strategic Resource Plan) is detailed in Appendix B - 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, 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.

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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. 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 and performance 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.

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5.3

Enable good governance and accountability with minimal risk

We will continue to ensure we comply with the requirements of the Local Government Act and other relevant legislation and regulations, and fulfil the duties, powers and functions of a Council. This involves reviewing and developing support mechanisms, 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 Councilâ&#x20AC;&#x2122;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 Councilâ&#x20AC;&#x2122;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. City Plan 2013-2017 (Year 4)

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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. 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 C – 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 through our people. The Human Resources Strategic Plan commits to strategic, high value and contemporary human resource systems and programs that enable customer focused, productive and high quality 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 productive and responsive organisation, including implementing strategies to ensure we have the workforce we require in the future. The needs of the community will be best met with a skilled, knowledgeable and contemporary workforce that is engaged and committed. In order to attract and retain that workforce the organisation provides fair terms and conditions of employment, development opportunities that are relevant to the services we deliver and supportive and inclusive policies. 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, and delivered is expanded upon in the detailed focus areas and initiatives that are represented in the key directions of our â&#x20AC;&#x2DC;Performance - Use our resources wiselyâ&#x20AC;&#x2122; 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 Councilâ&#x20AC;&#x2122;s service delivery.

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Banyule City Council Employee Staffing Numbers

A summary of the percentage of Equivalent Full Time (EFT) council staff by directorate, employment type and gender as at August 2015* is set out below: Employee type/gender

Assets & City Services

City Development

EFT as %

Permanent FT – F

10.75

25.05

28.62

41.93

24.57

Permanent FT – M

100.00

84.35

46.26

7.88

29.80

40.48

Permanent PT – F

2.78

18.95

50.30

22.30

26.71

Permanent PT – M

5.27

9.40

1.19

4.69

Casual – F

1.27

2.61

2.31

2.97

2.14

Casual - M

0.85

1.86

1.49

1.81

1.41

100.00

Total

CEO

Community Programs

Corporate Services

Notes: • FT-Full time, PT-Part time, F-Female, M-Male. • *Report based on data as at 10 August 2015, as reported in Banyule’s Annual Report 2014/2015.

The following table provides a projection for 2016/2017 of the percentage of Equivalent Full Time (EFT) council staff by organisational department structure, employment type and gender.

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Total

Banyule City Council Employee Staffing Numbers (continued)

Organisation

Work Status

Gender

Full time Employees 2016/17 %

Part time Employees 2016/17 %

Casual Employees 2016/17 %

Male Employees 2016/17 %

Female Employees 2016/17 %

Grand Total

65.11

31.87

3.02

46.97

53.03

Core Corporate Executive and Planning Total Core Corporate

60.46 60.46

39.54 39.54

48.37 48.37

51.63 51.63

Corporate Services Finance and Procurement Governance & Communication Human Resources Organisational Systems Total Corporate Services

94.68 49.39 65.60 80.45 73.90

4.37 48.71 34.40 19.47 25.23

0.95 1.90 0.08 0.87

26.44 19.07 23.71 56.32 32.26

73.56 80.93 76.29 43.68 67.74

Assets and City Services Assets and Infrastructure Capital Projects Operations Parks and Gardens Total Assets and City Services

95.88 99.86 96.62 98.89 97.84

4.12 3.24 1.11 2.10

0.14 0.14 0.06

95.88 78.60 89.07 85.92 87.56

4.12 21.40 10.93 14.08 12.44

30.56

68.20

1.24

12.26

87.74

28.81 41.53 34.05

54.25 53.19 59.66

16.94 5.28 6.29

46.17 9.65 19.02

53.83 90.35 80.98

81.23

18.77

48.74

51.26

68.49 81.32 75.57

27.26 17.48 22.02

4.25 1.20 2.41

55.14 56.21 54.79

44.86 43.79 45.21

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 Municipal 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’.

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Financial Resources Financial position Banyule City Council has a Financial Plan covering the four-year period from 1 July 2016 to 30 June 2020. 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 in accordance with the State Government rate capping legislation. 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 and performance information. City Plan 2013-2017 (Year 4)

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Financial position (continued) The following pages present the Financial Plan for the four years from 1 July 2016 to 30 June 2020. 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 for the Strategic Resource Plan (SRP): Comprehensive Income Statement, Balance Sheet, Statement of Changes in Equity, Statement of Cash Flows and Statement of Capital Works, are all 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 SRP 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 SRP 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 for the SRP 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 asset revaluation 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 SRP 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 the 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 SRP sets out all expected capital expenditure in relation to non-current assets 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:  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.  Capital Renewal expenditure reinstates existing assets and returns them to their original service life. It has no impact on revenue, but may reduce future operating and maintenance expenditure if completed at the optimum time.  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 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. City Plan 2013-2017 (Year 4)

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Financial position (continued) Commentary on the Statement of Human Resources for the Strategic Resource Plan The Statement of Human Resources for the SRP sets out the anticipated dollar cost of employing Council’s staff for the next four years. The statement also shows the number of Equivalent Full Time (EFT) staff employed in the 2016/2017 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 2016 (provided by Local Government Victoria, Department of Environment, Land, Water and Planning), the following is also included: Other Information: •

Summary of Planned Capital Works Expenditure

•

Summary of Planned Human Resources: -

Expenditure Staff Numbers

City Plan 2013-2017 (Year 4)

Page 88

Comprehensive Income Statement For the four years ending 30 June 2020 Forecast Actual 2015/16 $’000

Proposed Budget 2016/17 $’000

Strategic Resource Plan Projections 2017/18 2018/19 2019/20 $’000 $’000 $’000

Income Rates and charges Grants - Operating Grants - Capital Statutory fees and fines User fees and charges Contributions income Interest income Rental income Net gain on disposal of property, infrastructure, plant and equipment Other income Total income

90,545 9,995 1,954 6,983 16,906 3,080 2,704 1,698

93,813 11,673 4,872 7,951 17,656 2,425 1,850 1,602

96,921 11,829 1,493 7,603 18,207 1,876 1,723 1,895

100,108 11,828 1,761 8,158 18,568 1,857 1,572 2,144

103,312 11,607 1,430 7,961 18,542 1,853 1,653 2,192

3,463 777 138,105

187 110 142,139

230 115 141,892

270 115 146,381

217 121 148,888

Expenses Employee expenditure Materials and services Utility charges Depreciation and amortisation Borrowing costs Donations expenditure Contribution expense Other expenses Total expenses

58,684 37,058 4,368 19,119 3,726 732 5,976 2,420 132,083

61,357 36,859 4,622 20,138 3,549 597 6,143 1,946 135,211

62,768 35,876 4,916 20,965 3,444 600 6,288 1,957 136,814

64,138 37,981 5,166 22,290 3,255 722 6,437 1,999 141,988

65,786 38,011 5,308 22,844 3,033 613 6,482 2,056 144,133

6,022

6,928

5,078

4,393

4,755

69,000 75,022

6,928

75,000 80,078

4,393

80,000 84,755

Surplus for the year Other comprehensive income Items that will not be reclassified to surplus or deficit in future periods: Net asset revaluation increment Total comprehensive result

City Plan 2013-2017 (Year 4)

Page 89

Balance Sheet As at the end of each of the next four years ending 30 June 2020 Forecast Actual 2015/16 $’000

Proposed Budget 2016/17 $’000

Strategic Resource Plan Projections 2017/18 2018/19 2019/20 $’000 $’000 $’000

76,228 6,927 19,123 32

66,640 7,217 16,718 32

64,326 7,236 16,137 32

62,484 7,473 15,675 32

78,311 7,509 19,646 33

12,910 946 116,166

7,108 946 98,661

2,500 946 91,177

14,900 946 101,510

12,500 946 118,945

517

3,068

1,322,014 1,447 1,327,046 1,443,212

1,342,171 1,251 1,347,007 1,445,668

1,426,621 1,055 1,431,261 1,522,438

1,418,760 859 1,423,204 1,524,714

1,483,980 663 1,488,228 1,607,173

Liabilities Current liabilities Trade and other payables Provisions Trust funds and deposits Interest-bearing loans and borrowings Total current liabilities

13,268 14,354 677 4,623 32,922

12,457 15,316 677 4,258 32,708

12,420 16,303 677 3,714 33,114

13,009 17,311 677 3,663 34,660

13,341 18,346 677 3,183 35,547

Non-current liabilities Provisions Trust funds and deposits Interest-bearing loans and borrowings Total non-current liabilities Total liabilities

404 478 50,743 51,625 84,547

404 478 46,485 47,367 80,075

404 478 42,771 43,653 76,767

404 478 39,108 39,990 74,650

404 478 35,925 36,807 72,354

1,358,665

1,365,593

1,445,671

1,450,064

1,534,819

409,611 949,054

424,126 941,467

431,807 1,013,864

439,311 1,010,753

425,083 1,109,736

1,358,665

1,365,593

1,445,671

1,450,064

1,534,819

Assets Current assets Cash and cash equivalents Trade and other receivables Other financial assets Inventories Non-current assets classified as held for sale Other assets Total current assets Non-current assets Trade and other receivables Investments in associates and joint ventures Property, infrastructure, plant and equipment Intangible assets Total non-current assets Total assets

Net assets Equity Accumulated surplus Reserves Total equity

City Plan 2013-2017 (Year 4)

Page 90

Statement of Changes in Equity For the four years ending 30 June 2020 Total $’000

Accumulated Surplus $’000

Revaluation Reserve $’000

Other Reserves $’000

2017 Balance at beginning of the financial year Surplus for the year Net asset revaluation increment Transfer to other reserves Transfer from other reserves Balance at end of the financial year - 2017

1,358,665 6,928 1,365,593

409,611 6,928 (23,967) 31,554 424,126

898,084 898,084

50,970 23,967 (31,554) 43,383

2018 Balance at beginning of the financial year Surplus for the year Net asset revaluation increment Transfer to other reserves Transfer from other reserves Balance at end of the financial year - 2018

1,365,593 5,078 75,000 1,445,671

424,126 5,078 (17,435) 20,038 431,807

898,084 75,000 973,084

43,383 17,435 (20,038) 40,780

2019 Balance at beginning of the financial year Surplus for the year Net asset revaluation increment Transfer to other reserves Transfer from other reserves Balance at end of the financial year - 2019

1,445,671 4,393 1,450,064

431,807 4,393 (13,441) 16,552 439,311

973,084 973,084

40,780 13,441 (16,552) 37,669

2020 Balance at beginning of the financial year Surplus for the year Net asset revaluation increment Transfer to other reserves Transfer from other reserves Balance at end of the financial year - 2020

1,450,064 4,755 80,000 1,534,819

439,311 4,755 (22,344) 3,361 425,083

973,084 80,000 1,053,084

37,669 22,344 (3,361) 56,652

City Plan 2013-2017 (Year 4)

Page 91

Statement of Cash Flows For the four years ending 30 June 2020 Forecast Actual 2015/16 $’000 Inflows (Outflows)

Proposed Budget 2016/17 $’000 Inflows (Outflows)

90,553 10,071 1,954 6,665 17,019 3,080 2,706 1,691 777

93,730 11,673 4,872 7,700 17,596 2,425 1,952 1,603 110

96,843 11,829 1,493 7,693 18,163 1,875 1,739 1,892 115

100,028 11,828 1,761 8,014 18,539 1,857 1,590 2,141 115

103,233 11,607 1,430 8,012 18,544 1,853 1,643 2,191 121

(57,056) (37,033) (4,368) (9,128)

(61,166) (36,899) (4,621) (8,686)

(61,621) (36,072) (4,916) (8,845)

(62,961) (37,560) (5,166) (9,158)

(64,425) (38,005) (5,308) (9,151)

26,931

30,289

30,188

31,028

31,745

(39,816)

(47,954)

(33,638)

(30,214)

(21,232)

28,492

13,844

8,257

3,851

15,981

2,206

2,405

581

462

(3,971)

Net cash (used in) investing activities

(9,118)

(31,705)

(24,800)

(25,901)

(9,222)

Cash flows from financing activities Borrowing costs - interest Repayment of borrowings

(3,733) (2,647)

(3,549) (4,623)

(3,444) (4,258)

(3,255) (3,714)

(3,033) (3,663)

Net cash (used in) financing activities

(6,380)

(8,172)

(7,702)

(6,969)

(6,696)

Net increase/(decrease) in cash and cash equivalents

11,433

(9,588)

(2,314)

(1,842)

15,827

64,795

76,228

66,640

64,326

62,484

76,228

66,640

64,326

62,484

78,311

Cash flows from operating activities Receipts: Rates and charges Grants - operating Grants - capital Statutory fees and fines User fees and charges Contributions - monetary Interest received Rental income Other receipts Payments: Employee costs Materials and services Utility charges Other payments Net cash provided by operating activities

Strategic Resource Plan Projections 2017/18 2018/19 2019/20 $’000 $’000 $’000 Inflows Inflows Inflows (Outflows) (Outflows) (Outflows)

Cash flows from investing activities Payments for property, infrastructure, plant and equipment Proceeds from sale of property, plant and equipment Net (purchases)/redemption of financial assets

Cash and cash equivalents at the beginning of the financial year Cash and cash equivalents at the end of the financial year

City Plan 2013-2017 (Year 4)

Page 92

Statement of Capital Works For the four years ending 30 June 2020 Forecast Actual 2015/16 $’000

Proposed Budget 2016/17 $’000

Infrastructure Roads, streets and bridges Drainage Parks and gardens Playgrounds Total infrastructure

5,178 625 3,451 921 10,175

7,799 840 3,431 512 12,582

5,918 720 2,580 380 9,598

5,612 700 3,041 300 9,653

4,727 800 2,907 300 8,734

Property Freehold land Freehold buildings Total property

890 20,105 20,995

30,650 30,650

18,581 18,581

10,070 10,070

800 3,597 4,397

6,980 1,255 391 8,626

3,594 965 4,559

4,114 1,270 5,384

5,311 5,105 10,416

4,102 3,924 8,026

7 7

15 15

163 163

75 75

39,818

47,954

33,638

30,214

21,232

1,385 17,028 16,288 4,227

2,863 30,811 9,437 4,843

1,862 17,374 612 13,790

8,385 18,599 2,550 680

1,905 16,172 60 3,095

890

39,818

47,954

33,638

30,214

21,232

Plant and equipment Motor vehicles Plant and equipment Furniture and fittings Total plant and equipment Intangible assets Intangible assets Total intangible assets Other assets Art collection Total other assets Total capital works expenditure Represented by: New assets Asset renewal Asset expansion Asset upgrade New non-current assets classified as held for sale Total capital works expenditure

City Plan 2013-2017 (Year 4)

Strategic Resource Plan Projections 2017/18 2018/19 2019/20 $’000 $’000 $’000

Page 93

Statement of Human Resources For the four years ending 30 June 2020

Staff expenditure Employee costs - expensed Employee costs - capitalised Total staff expenditure

Staff numbers Employees - expensed Employees - capitalised (estimated) Total staff numbers

Forecast Actual 2015/16 $’000

Proposed Budget 2016/17 $’000

Strategic Resource Plan Projections 2017/18 2018/19 2019/20 $’000 $’000 $’000

58,684 900 59,584

61,357 450 61,807

62,768 450 63,218

64,138 450 64,588

65,786 450 66,236

EFT

633.03 7.50 640.53

640.77 3.50 644.27

638.46 3.50 641.96

634.74 3.25 637.99

632.21 3.25 635.46

Note: EFT means number of ‘Equivalent Full Time’ staff.

City Plan 2013-2017 (Year 4)

Page 94

Other Information For the four years ending 30 June 2020 Summary of Planned Capital Works Expenditure Year 1 (2016/2017) Asset Expenditure Types

Total $'000

Funding Sources

New Renewal Upgrade Expansion $'000 $'000 $'000 $'000

Public Govern- Community Open Strategic Loan/ ment ContributSpace Property Other Sale Total Revenue Grants ions Reserve Reserve Reserves Proceeds $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000

2016/2017 Infrastructure Roads, streets and bridges Drainage Parks and gardens Playgrounds Total infrastructure

7,799 840 3,431 512 12,582

187 630 30 847

5,622 165 1,645 233 7,665

1,990 200 485 249 2,924

475 671 1,146

7,799 840 3,431 512 12,582

5,046 590 1,746 30 7,412

1,874 200 2,074

155 155

1,080 482 1,562

739 739

140 250 250 640

Properties Freehold land Freehold buildings Total properties

30,650 30,650

2,016 2,016

18,497 18,497

1,906 1,906

8,231 8,231

30,650 30,650

4,527 4,527

1,900 1,900

343 343

962 962

9,508 9,508

500 500

12,910 12,910

3,594 965 163 4,722

3,594 965 90 4,649

13 13

60 60

3,594 965 163 4,722

627 163 790

2,660 338 2,998

934 934

47,954

2,863

30,811

4,843

9,437

47,954

12,729

3,974

498

2,524

10,247

4,138

13,844

Plant and equipment Motor vehicles Plant and equipment Furniture and fittings Art collection and heritage Total plant and equipment Total 2016/2017 capital works expenditure

Year 2 (2017/2018) Asset Expenditure Types

Total $'000 2017/2018 Infrastructure Roads, streets and bridges Drainage Parks and gardens Playgrounds Total infrastructure Properties Freehold land Freehold buildings Total properties Plant and equipment Motor vehicles Plant and equipment Furniture and fittings Art collection and heritage Total plant and equipment Total 2017/2018 capital works expenditure

Funding Sources

New Renewal Upgrade Expansion $'000 $'000 $'000 $'000

Public Govern- Community Open Strategic Loan/ ment ContributSpace Property Other Sale Total Revenue Grants ions Reserve Reserve Reserves Proceeds $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000

5,919 720 2,580 380 9,599

90 130 10 230

4,806 50 1,880 250 6,986

1,010 540 530 130 2,210

13 160 173

5,919 720 2,580 380 9,599

5,442 720 675 40 6,877

477 100 577

155 155

1,350 340 1,690

300 300

18,580 18,580

1,632 1,632

4,988 4,988

11,580 11,580

380 380

18,580 18,580

3,780 3,780

50 50

7,292 7,292

350 350

7,108 7,108

4,114 1,270 75 5,459

4,114 1,270 15 5,399

60 60

4,114 1,270 75 5,459

631 758 75 1,464

2,334 512 2,846

1,149 1,149

33,638

1,862

17,373

13,790

613

33,638

12,121

577

205

1,690

7,292

3,496

8,257

City Plan 2013-2017 (Year 4)

Page 95

Other Information (continued) For the four years ending 30 June 2020 Summary of Planned Capital Works Expenditure Year 3 (2018/2019) Asset Expenditure Types

Total $'000 2018/2019 Infrastructure Roads, streets and bridges Drainage Parks and gardens Playgrounds Total infrastructure

Funding Sources

New Renewal Upgrade Expansion $'000 $'000 $'000 $'000

Public Govern- Community Open Strategic Loan/ ment ContributSpace Property Other Sale Total Revenue Grants ions Reserve Reserve Reserves Proceeds $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000

5,612 700 3,041 300 9,653

90 110 400 600

4,517 50 1,576 300 6,443

975 100 1,065 2,140

30 440 470

5,612 700 3,041 300 9,653

4,885 700 1,013 6,598

727 100 827

75 75

1,553 300 1,853

300 300

Properties Freehold land Freehold buildings Total properties

10,070 10,070

7,785 7,785

1,725 1,725

410 410

150 150

10,070 10,070

2,935 2,935

35 35

4,500 4,500

100 100

2,500 2,500

Plant and equipment Motor vehicles Plant and equipment Furniture and fittings Art collection and heritage Total plant and equipment

5,311 5,105 75 10,491

5,311 5,105 15 10,431

60 60

5,311 5,105 75 10,491

1,965 75 2,040

3,960 3,140 7,100

1,351 1,351

Total 2018/2019 capital works expenditure

30,214

8,385

18,599

2,550

680

30,214

11,573

827

110

1,853

4,500

7,500

3,851

Year 4 (2019/2020) Asset Expenditure Types

Total $'000

Funding Sources

New Renewal Upgrade Expansion $'000 $'000 $'000 $'000

Public Govern- Community Open Strategic Loan/ ment ContributSpace Property Other Sale Total Revenue Grants ions Reserve Reserve Reserves Proceeds $'000 $'000 $'000 $'000 $'000 $'000 $'000 $'000

2019/2020 Infrastructure Roads, streets and bridges Drainage Parks and gardens Playgrounds Total infrastructure

4,727 800 2,907 300 8,734

50 200 250

3,717 760 1,717 300 6,494

960 40 990 1,990

4,727 800 2,907 300 8,734

4,250 800 1,120 6,170

477 477

25 25

1,702 300 2,002

60 60

Properties Freehold land Freehold buildings Total properties

800 3,597 4,397

800 855 1,655

1,697 1,697

1,045 1,045

800 3,597 4,397

3,597 3,597

800 800

Plant and equipment Motor vehicles Plant and equipment Furniture and fittings Art collection and heritage Total plant and equipment

4,102 3,924 75 8,101

4,102 3,864 15 7,981

60 60

4,102 3,924 75 8,101

3,373 75 3,448

3,021 551 3,572

1,081 1,081

21,232

1,905

16,172

3,095

21,232

13,215

477

2,002

800

3,632

1,081

Total 2019/2020 capital works expenditure

City Plan 2013-2017 (Year 4)

Page 96

Other Information (continued) For the four years ending 30 June 2020 Summary of Planned Human Resources 2016/17 $’000

2017/18 $’000

2018/19 $’000

2019/20 $’000

1,297 321 1,618

1,333 329 1,662

1,370 339 1,709

1,411 349 1,760

8,365 13,747 22,112

8,590 13,987 22,577

8,832 14,312 23,144

9,096 14,452 23,548

Corporate Services - Permanent Full Time - Permanent Part Time Total Corporate Services

7,541 2,191 9,732

7,743 2,196 9,939

7,550 2,512 10,062

7,776 2,587 10,363

City Development - Permanent Full Time - Permanent Part Time Total City Development

7,704 1,892 9,596

7,912 1,943 9,855

8,012 1,997 10,009

8,252 2,057 10,309

16,370 396 16,766

16,810 339 17,149

17,283 349 17,632

17,800 364 18,164

Total Casuals and Other

1,983

2,036

2,032

2,092

Total Staff Expenditure

61,807

63,218

64,588

66,236

Expenditure Core Corporate - Permanent Full Time - Permanent Part Time Total Core Corporate Community Programs - Permanent Full Time - Permanent Part Time Total Community Programs

Assets and City Services - Permanent Full Time - Permanent Part Time Total Assets and City Services

Note: The above figures include all staff costs, whether they are expensed or capitalised.

City Plan 2013-2017 (Year 4)

Page 97

Other Information (continued) For the four years ending 30 June 2020 Summary of Planned Human Resources 2016/17 EFT

2017/18 EFT

2018/19 EFT

2019/20 EFT

5.00 3.27 8.27

88.00 153.39 241.39

88.00 152.21 240.21

88.00 151.56 239.56

88.00 149.03 237.03

Corporate Services - Permanent Full Time - Permanent Part Time Total Corporate Services

66.00 22.53 88.53

66.00 22.03 88.03

62.00 24.33 86.33

City Development - Permanent Full Time - Permanent Part Time Total City Development

74.00 21.56 95.56

73.00 21.56 94.56

187.00 4.01 191.01

187.00 3.38 190.38

187.00 3.37 190.37

19.51

18.90

644.27

641.96

637.99

635.46

Staff Numbers Core Corporate - Permanent Full Time - Permanent Part Time Total Core Corporate Community Programs - Permanent Full Time - Permanent Part Time Total Community Programs

Assets and City Services - Permanent Full Time - Permanent Part Time Total Assets and City Services Total Casuals and Other Total Staff Numbers

Notes: â&#x20AC;˘ EFT means number of 'Equivalent Full Time' staff. â&#x20AC;˘ The above figures represent all Council staff, whether the hours are expensed or capitalised.

City Plan 2013-2017 (Year 4)

Page 98

APPENDICES: Appendix A Our Activities and Services Description of services provided Strategic Objective 1: People - Community strengthening and support Business area: Health, Aged and Community Planning Provision of the following to support, protect and enhance the community’s health and wellbeing: Aged and Disability Services: Services for Older Persons and People with a Disability - service access and assessment, social support, assisted transport, home care, delivered meals, respite care, personal care, property maintenance, Senior Citizens Centres and Age Friendly City. Health Services: Environmental Health - food safety enforcement & education and immunisation. Public Health - neighbourhood complaints (nuisance), Health Protection - tobacco, infection control, heatwave planning, prescribed accommodation, domestic wastewater management and public health emergency management. Community & Social Planning: Supporting Council’s community consultation and engagement, demographic data analysis and Council’s direct service delivery areas. Supporting Council’s commitment to inclusion, access and equity, Municipal Public Health & Wellbeing Plan, Advocacy, support and planning on key social issues.

Business area: Leisure, Recreation and Cultural Services Provision of the following to the municipal community/population as a whole: Leisure & Cultural Services: Art collection management, culture and heritage development, festivals and cultural events, leisure programs for older adults, leisure programs for people with disabilities, sports pavilions and ground allocations, support for Neighbourhood Houses, community halls for hire and community buses for hire. Facility & Contract Management: The Centre Ivanhoe function centre, library services, leisure facilities including: Ivanhoe Golf Course, swimming pools including Watsonia Pool, WaterMarc and Macleod Recreation Centre. Banyule Leisure Facility Management: Ivanhoe Aquatic and Fitness Centre, Olympic Leisure Centre and Macleod Netball Stadium.

Business area: Youth and Family Services Provision of the following to families, children and youth: Youth & Family Strategic Management: Municipal Recovery Management, Banyule Child, Youth and Family Plan. Early Years: Child care centres, early childhood facilities management and capital works program, Early Years Networks facilitation, Kindergartens and Universal Access, Kindergarten Central Enrolment, Maternal and Child Health Services, Inclusion Support Facilitators. Youth & Community Partnerships: Jets Studios, Community Support and Resource, Youth Services, Banyule After Hours Youth Outreach Service (Link-U), Community Safety (including Graffiti Management), Community Liaison, Community Building (formerly Metro Access), Community Development Grants, Employment Programs, Trust Management, Volunteer Recognition Awards, Place Management – Project 3081.

City Plan 2013-2017 (Year 4)

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Appendix A - Our Activities and Services (continued) Strategic Objective 2: Planet - Environmental sustainability Business area: Transport, Sustainability and Municipal Laws â&#x20AC;&#x201C; Environmental Sustainability Provision of the following to support councilâ&#x20AC;&#x2122;s direct service delivery areas, and municipal community as a whole: Environmental Planning: Planet: Environmental Sustainability Policy & Strategy and supporting plans, energy and water efficiency, environmental stewardship education and publications, Wildlife Corridor Program, State of the Environment reporting, maintaining Environmental Management System (in accordance with ISO14001), Significant Tree Register, Banyule Environment Advisory Committee (BEAC).

Business area: Parks and Gardens The provision of the following to the municipal community as a whole: Strategic: Parks and Gardens strategic management, strategy development for public open space, Public Open Space Strategic Plan, master planning of reserves and Regional Playgrounds, and shared trail development. Horticulture: Design, construct and maintain of playgrounds, sports fields, irrigation, landscape, park assets, garden beds, paths, (includes weed control and council nursery operations). Tree Care: Street and park tree maintenance, pest and disease control, tree replacement and planting, tree removal, tree root control, assessment for council trees, nursery operations for plant propagation. Bushland: Environmental education, environmental management, flora and fauna recording and habitat restoration, noxious weed control, development of wildlife corridors, maintenance, construction, restoration and protection of bush reserves and rivers, community planting days, Friends Group working bees. Parks Maintenance: Mowing of active and passive parks and reserves, passive reserve maintenance, active reserve maintenance, half cost fence replacement, litter control in parks, maintenance of dog tidy bins, fire hazard control, maintenance and mowing of Right of Ways.

Business area: Operations - Waste Management and Cleansing Provision of the following to municipal households: Waste Management: Strategic Waste Management, Metropolitan Waste Management Group member, Banyule-Visy Material Recovery Facility, Rethink Centre Education Programs, Outreach Education Programs, waste service support, Waste Recovery Centre (Transfer station), garbage collection, recycling collection, green waste collection, Hard rubbish collection, Bundled branch collection, Commercial waste collection, Parks and reserves waste collection. Cleansing: Mechanical footpath sweeping of shopping centres, Mechanical sweeping of sealed roads, Cleaning of public toilets and BBQâ&#x20AC;&#x2122;s, Inspection and clearance of drainage pits, Maintenance of litter trap program, Litter clearance from shopping centres, Litter collection, Removal of dumped rubbish, Removal of dead animals from roads, Syringe removal, drain cleaning.

City Plan 2013-2017 (Year 4)

Page 100

Appendix A - Our Activities and Services (continued) Strategic Objective 3: Place - Sustainable amenity and built environment Business area: Capital Projects Provision of the following to support council’s direct service delivery areas, and to the municipal community as a whole: Capital Works management and reporting, project management and contract supervision for building works projects, and major civil and building works, road resurfacing, pedestrian trail maintenance, bike path maintenance, roads construction and reconstruction projects, scheduled building maintenance, unscheduled building maintenance, air conditioning maintenance, vandalism repairs and graffiti removal from council buildings

Business area: Assets and Infrastructure Provision of the following to the municipal population as a whole: Asset Management: Strategic Asset Management, programming for road and footpath (pavement) maintenance, Capital Works planning, strategic drainage maintenance, Asset Management plans, asset inspection and protection, Memorandum of consents and road infrastructure asset protection. Infrastructure Maintenance: Footpath maintenance, kerb and channel maintenance, sign repair/replacement, street furniture repair/replacement, guardrail maintenance, road patching, drainage repair, unsealed road maintenance, traffic counters, line marking, Road Management Plan implementation, pedestrian bridge maintenance, supervision of new sub-division and supervision of unit developments.

Business area: Urban Planning and Building Provision of the following to landowners, builders and developers: Development Planning: Statutory planning (land use and development including tree removal), subdivisions, planning investigations and enforcement. Building Services (Bpi): Municipal Building Surveyor, building permits and inspections, building investigations and enforcement. Provision of the following to support council’s direct service areas, and to the municipal population as a whole: Strategic Planning: Planning Scheme Amendments, Neighbourhood Character & Activity Centre Planning, Heritage Planning for Planning Scheme, creating and reviewing place based policies, strategies and guidelines.

Business area: Transport, Sustainability and Municipal Laws –Municipal Laws, Transport & Development Engineering Provision of the following to road users, pet owners, parents and municipal community as a whole: Municipal Laws: Animal management, parking control and enforcement, fire prevention, school crossing supervision, Local Laws compliance and enforcement, building sites compliance and enforcement, residential parking permits, disabled parking permits, footpath trading. Provision of the following to support council’s direct service delivery areas, and to the municipal community as a whole: Transport and Development Engineering: Transport, engineering design, drainage and infrastructure approvals, sustainable transport, transport engineering and planning, drainage & developments engineering.

City Plan 2013-2017 (Year 4)

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Appendix A - Our Activities and Services (continued) Strategic Objective 3: Place - Sustainable amenity and built environment Business area: Property and Economic Development Provision of the following to businesses and industry: Economic Development: Business attraction and retention, investment facilitation, special rate and charge scheme facilitation, labour market development, business support services, activity centre streetscape master planning and business planning, economic development policy and strategy. Provision of the following to support councilâ&#x20AC;&#x2122;s direct service delivery areas, and to the municipal community as a whole: Valuations: Statutory property rating valuations. Property Services: Property portfolio management including the management of commercial and residential leases, acquisition and disposition of property, discontinuances and associated sale of unused roads. Strategic Property Projects: Strategic property developments including major projects involving Council land. Land Information Systems: Geographical Information System facilitation and corporate property information maintenance.

Strategic Objective 4: Participation - Community involvement in community life Business area: Governance and Communication Provision of the following to support councilâ&#x20AC;&#x2122;s direct service delivery areas: Governance: Corporate Governance and compliance including Council Meetings, CEO & Councillor administration , Freedom of Information and Protected Disclosure (Whistleblower), Council Elections, Councillors support and training, Council Office Management, Cemetery management for Warringal & Greensborough Cemeteries. Customer Service: Customer Service to community and internal units, management of Customer Service Centres, Organisational customer service standards, Customer request management and reporting, Receipting procedures. Communications: Public relations and marketing, website and social media, media liaison, corporate communications plan, corporate identity, advertising, publications, promotion and events support.

Business area: Executive Provision of the following to support councilâ&#x20AC;&#x2122;s direct service delivery areas, and to the municipal community as a whole: Executive services.

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Appendix A - Our Activities and Services (continued) Strategic Objective 5: Use our resources wisely Business area: Operations – Plant & Fleet Management, and Emergency Management Provision of the following to support council’s direct service delivery areas: Plant and Fleet Management: Workshop repairs, services for all council vehicles, contract and specification of fleet, ordering of new and replacement vehicles, trucks and heavy mobile plant. Provision of the following to support council’s direct service delivery areas, and to the municipal community as a whole: Emergency Management: Co-ordination of Municipal Emergency Management.

Business area: Human Resources Provision of the following to support council’s direct service delivery areas: Recruitment and selection, induction, industrial relations, employee relations, human resources information system (HRIS), occupational health & safety, Work Cover and return to work, health & wellbeing, learning & development, corporate training programs, leadership development, organisational cultural improvement initiatives, risk management, claims processing/management, insurances and broker relations, business continuity plan, workforce strategy, and workforce planning, employee counselling and referral service.

Business area: Finance & Procurement Provision of the following to support council’s direct service delivery areas: Revenue collection, accounts receivable, accounts payable, payroll, procurement, management and financial reporting: - Processing and collection of revenue - Maintenance and analysis of rating data - Administration of payroll and accounts payable - Annual and strategic budget preparation - Annual financial report preparation - Procurement of goods and services - Investment and debt management - Financial reporting to external legislative bodies - Financial management monitoring and analysis between budget and actual results - Financial management internal support to business units and reporting - Maintenance and integrity of the finance system.

Business area: Organisational Systems Provision of the following to support council’s direct service delivery areas: Information Technology: IT Operations: Customer request management, Maintenance of voice and data network, Availability of systems and applications. IT Application Services: Secure, reliable and innovative services, Delivery of appropriate solutions, Enterprise Data Centre management, Leading edge business solutions utilising new and innovative technologies. IT Infrastructure: Stable and innovative infrastructure, Efficient life cycle management of data, hardware and voice, Web solutions, Accessibility and mobility infrastructure solutions. Records and Information Management: Management of correspondence, registering all inwards and outwards mail, Electronic Document Management, archiving and disposing of Council records, Mail and courier deliveries across all Council sites, Manage council files, Information Management, Training staff on using Electronic Document Management System. Business Services: Organisational development support including City Plan development, Best Value implementation, Corporate policy development and management, Business plan development, Corporate planning and reporting support, Organisational development support, Continuous improvement, certification program management and support.

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Appendix B 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.

−

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 B - Strategic Indicators (continued) Local Government Performance Reporting Framework Banyule City Council adheres to the ‘Local Government Better Practice Guide 2015-16: Performance Reporting Framework Indicator Workbook’, Department of Environment, Land, Water and Planning, Local Government Victoria (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 B - Strategic Indicators (continued)

(Source: Page 9 of the LGV Guide - LGPRF Indicator Workbook)

•

‘1.6. Indicator frameworks - Service Performance This LGPRF contains 48 service performance indicators across ten 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 2015-2016 LGPRF: • Aquatic facilities • Animal management • Food safety • Governance • Home and Community Care (HACC) • Libraries • Maternal and Child Health (MCH) • Roads • Statutory planning • Waste collection

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Appendix B - 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:

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Appendix B - Strategic Indicators (continued)

(Source: Pages 11-13 of the LGV Guide - LGPRF Indicator Workbook)

The list of indicators included in the State Government’s LGPRF is included in Council’s Budget 2015/2016 document (and Proposed Budget 2016/2017). The results will be reported in Council’s Annual Report, in line with the legislative requirements. Council will review these and adjust targets and indicators as appropriate on an annual basis. Supporting Notes: •

The information above is sourced from the ‘Local Government Better Practice Guide 2015-16 - Performance Reporting Framework Indicator Workbook’. The list of LGPRF indicators to be reported on by Council aligns with this 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.

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Appendix B - Strategic Indicators (continued)

STRATEGIC INDICATORS How we will measure our performance against our City Plan objectives.

People

No. 1.

Planet

Place

Participation Performance

Indicators CSI – Recreational facilities (performance) Indicator Type: Output (Quality) (Note: CSI indicators are measured via the annual Community Satisfaction Survey (CSS) for Local Government, co-ordinated by Local Government Victoria on behalf of Victorian Councils. For further information please refer to the ‘General Notes and Glossary of Terms for the Indicators’)

City Plan/ Budget

People 1.1

Attendance at Council provided leisure centres Indicator Type: Outcome (Service Effectiveness)

1.1 3.

Percentage of people who feel they ‘belong’ in Banyule Indicator Type: Outcome (Service Effectiveness)

1.1

Participation 4.2 4.

CSI – Art centres and libraries (performance) Indicator Type: Output (Quality)

1.1, 1.4 5.

CSI – Community and cultural activities (performance) Indicator Type: Output (Quality)

1.1, 1.4

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Appendix B - Strategic Indicators (continued) No. 6.

Indicators

City Plan/ Budget

Attendance at Banyule festival Indicator Type: Appropriateness (Access/Equity/Service Levels)

1.1, 1.4 7.

Performance against People: Health and Wellbeing Action Plan (% actions completed on time) Indicator Type: Output (Quality) 1.1

CSI – Disadvantaged support services (performance) Indicator Type: Appropriateness (Access/Equity/Service Levels)

1.1 9.

10.

11.

12.

LGPRF – Aquatic facilities: User satisfaction with pool facility Indicator Type: Output (Effectiveness, Appropriateness) (Note: LGPRF - Key indicators and measures as part of the Local Government Performance Reporting Framework. For further information please refer to the ‘General Notes and Glossary of Terms for the Indicators’). 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) Indicator Type: Output (Effectiveness, Quality)

1.1

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) Indicator Type: Output (Efficiency, Cost)

1.1

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) Indicator Type: Outcome (Utilisation)

1.1

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Appendix B - Strategic Indicators (continued) No.

Indicators

13.

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 about the safety or handling of food for sale) Indicator Type: Output (Effectiveness, Appropriateness)

14.

15.

16.

17.

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) Indicator Type: Output (Effectiveness, Quality) 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) Indicator Type: Output (Efficiency, Cost) 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) Indicator Type: Outcome (Health and safety)

City Plan/ Budget

1.1

CSI - Family support services (performance) Indicator Type: Outcome (Service Effectiveness)

1.2 18.

CSI â&#x20AC;&#x201C; Elderly support services (performance) Indicator Type: Outcome (Service Effectiveness)

1.2 19.

Key Ages and Stages: participation rate for 3.5 year visits Indicator Type: Outcome (Service Effectiveness)

1.2 20.

Unit rate cost to Council for delivered meals Indicator Type: Output (Cost)

1.2

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Appendix B - Strategic Indicators (continued) No. 21.

Indicators

City Plan/ Budget

Total number of delivered meals Indicator Type: Appropriateness (Access/Equity/Service Levels)

1.2 22.

Percentage of delivered meals recipients satisfied with the service (rating the service as excellent, very good or good) Indicator Type: Output (Quality) 1.2

23.

24.

25.

26.

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) Indicator Type: Output (Effectiveness, Appropriateness) 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) Indicator Type: Output (Effectiveness, Quality) 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) Indicator Type: Output (Efficiency, Cost) 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) Indicator Type: Outcome (Participation)

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Appendix B - Strategic Indicators (continued) No. 27.

28.

29.

30.

31.

Indicators 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) Indicator Type: Output (Effectiveness, Appropriateness)

City Plan/ Budget

1.2

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) Indicator Type: Output (Effectiveness, Quality)

1.2

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) Indicator Type: Output (Efficiency, Cost)

1.2

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) Indicator Type: Outcome (Participation)

1.2

Percentage of people who feel safe in Banyule Indicator Type: Appropriateness (Access/Equity/Service Levels)

1.3, 1.6

Place 3.4

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Appendix B - Strategic Indicators (continued) No.

Indicators

32.

Performance against Safer Banyule Action Plan (% actions completed on time) Indicator Type: Output (Quality)

City Plan/ Budget

1.3 33.

LGPRF - Libraries: (a) Utilisation (library services are well utilised) - Library collection usage (number of library collection item loans per library collection item) Indicator Type: Output (Effectiveness, Appropriateness) 1.4

34.

35.

36.

37.

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) Indicator Type: Output (Effectiveness, Quality)

1.4

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) Indicator Type: Output (Efficiency, Cost)

1.4

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) Indicator Type: Outcome (Participation)

1.4

Number of economic development events delivered in partnership with other organisations (eg. neighbouring Councils, State and Federal Government, Regional Development organisations, traders associations, etc) Indicator Type: Output (Quality)

1.5

3.3

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Appendix B - Strategic Indicators (continued) No.

Indicators

38.

Participation level (attendance) at Council operated/ hosted economic development events Indicator Type: Outcome (Service Effectiveness)

City Plan/ Budget

1.5

3.3 39.

CSI – Emergency and disaster management (performance) Indicator Type: Appropriateness (Access/Equity/Service Levels)

1.6

Performance 5.3 40.

Completion of scheduled emergency management exercises as part of Council’s Municipal Emergency Management Plan Indicator Type: Output (Quality) 1.6

41.

CSI – Environmental sustainability (performance) Indicator Type: Outcome (Service Effectiveness)

Planet 2.1, 2.2 42.

Number of tree plantings (Council tree plantings in streets and parks) Indicator Type: Appropriateness (Access/Equity/Service Levels)

2.1 43.

Performance against Planet: Environmental Sustainability Action Plan (% actions completed on time) Indicator Type: Output (Quality) 2.2, 2.3, 2.5

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Appendix B - Strategic Indicators (continued) No. 44.

Indicators

City Plan/ Budget

Council’s water use Indicator Type: Outcome (Service Effectiveness)

2.2 45.

CSI – The appearance of public areas (performance) Indicator Type: Outcome (Service Effectiveness)

2.3

3.4 46.

Council’s greenhouse gas emissions Indicator Type: Outcome (Service Effectiveness)

2.3 47.

CSI - Waste management (performance) Indicator Type: Appropriateness (Access/Equity/Service Levels)

2.4 48.

Percentage of ‘consumer waste’ diverted from landfill (ie excludes greenwaste) Indicator Type: Outcome (Service Effectiveness) 2.4

49.

50.

LGPRF - Waste Collection: (a) Satisfaction (users are satisfied with the waste collection system) - Kerbside bin collection requests (number of kerbside bin collection requests per 1,000 kerbside bin collection households) Indicator Type: 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) Indicator Type: Output (Effectiveness, Quality)

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Appendix B - Strategic Indicators (continued) No.

Indicators

51.

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) Indicator Type: Output (Efficiency, Cost)

52.

53.

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) Indicator Type: Outcome (Waste diversion)

City Plan/ Budget

2.4

Attendance at Councilâ&#x20AC;&#x2122;s Rethink Centre waste education programs Indicator Type: Appropriateness (Access/Equity/Service Levels)

2.5 54.

CSI â&#x20AC;&#x201C; The condition of local streets and footpaths in your area (performance) Indicator Type: Outcome (Service Effectiveness) 3.1

55.

VLG infrastructure indicator: renewal ratio Indicator Type: Output (Cost)

3.1 56.

57.

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) Indicator Type: Output (Effectiveness, Appropriateness) 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) Indicator Type: Output (Effectiveness, Quality)

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Appendix B - Strategic Indicators (continued) No. 58.

59.

60.

61.

62.

63.

64.

Indicators 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) Indicator Type: 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) Indicator Type: Outcome (Decision making) LGPRF - Roads: (a) Satisfaction of use (road users are satisfied with the sealed local road network) - Sealed local road requests (number of sealed local road requests per 100 kilometres of sealed local road) Indicator Type: 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) Indicator Type: 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). Indicator Type: Output (Efficiency, Cost) LGPRF - Roads: (d) Satisfaction (sealed local road network is maintained and renewed to ensure that it is safe and efficient) - Satisfaction with sealed local roads (community satisfaction rating out of 100 with how Council has performed on the condition of sealed local roads) Indicator Type: Outcome (Satisfaction)

City Plan/ Budget

3.1

CSI – Council’s general town planning policy (performance) Indicator Type: Appropriateness (Access/ Equity/ Service Levels)

3.2

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Appendix B - Strategic Indicators (continued) No. 65.

Indicators

City Plan/ Budget

CSI – Business and community development and tourism (performance) Indicator Type: Appropriateness (Access/ Equity/ Service Levels) 3.2

66.

CSI – Planning and building permits (performance) Indicator Type: Output (Quality)

3.2 67.

Number of businesses that are participating in special rates schemes Indicator Type: Appropriateness (Access/ Equity/ Service Levels)

3.3 68.

69.

70.

71.

72.

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) Indicator Type: Output (Effectiveness, Appropriateness) 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) Indicator Type: 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) Indicator Type: 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) Indicator Type: Outcome (Health and safety)

3.4

CSI – Parking facilities (performance) Indicator Type: Appropriateness (Access/ Equity/ Service Levels)

3.5

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Appendix B - Strategic Indicators (continued) No. 73.

Indicators

City Plan/ Budget

CSI â&#x20AC;&#x201C; Traffic management (performance) Indicator Type: Outcome (Service Effectiveness)

3.5 74.

Linear metres of shared paths/ trails renewed, upgraded and new. Indicator Type: Appropriateness (Access/ Equity/ Service Levels)

3.5 75.

CSI - Overall performance of Council Indicator Type: Outcome (Service Effectiveness)

4.1, 4.4

5.1 76.

CSI - Customer service (performance) Indicator Type: Output (Quality)

4.1, 4.4

5.1 77.

Visits to website Indicator Type: Appropriateness (Access/Equity/Service Levels)

4.1, 4.4

5.3

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Appendix B - Strategic Indicators (continued) No.

Indicators

78.

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) Indicator Type: Output (Effectiveness, Appropriateness)

City Plan/ Budget

4.1

5.3 79.

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) Indicator Type: Output (Effectiveness, Appropriateness)

4.1, 4.1C

5.3 80.

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) Indicator Type: Output (Effectiveness, Quality)

4.1

5.3 81.

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) Indicator Type: Output (Efficiency, Cost)

4.1

5.3

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Appendix B - Strategic Indicators (continued) No.

Indicators

82.

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) Indicator Type: Outcome (Satisfaction)

City Plan/ Budget

4.1

5.3 83.

84.

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) Indicator Type: Output (Governance & management, Community engagement)

4.1, 4.2

(Note: LGPRF GMC –Governance and Management Checklist - Key indicators and measures as part of the Local Government Performance Reporting Framework. For further information please refer to the ‘General Notes and Glossary of Terms for the Indicators’)

5.1, 5.2, 5.3

LGPRF GMC - Community engagement: Community engagement guidelines (guidelines to assist staff to determine when and how to engage with the community) Indicator Type: Output (Governance & management, Community engagement)

4.1, 4.2

5.1, 5.2, 5.3 85.

CSI – Informing the community (performance) Indicator Type: Appropriateness (Access/Equity/Service Levels)

4.2, 4.4

5.1

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Appendix B - Strategic Indicators (continued) No. 86.

Indicators

City Plan/ Budget

Amount distributed through Councilâ&#x20AC;&#x2122;s Community Grants programs Indicator Type: Appropriateness (Access/Equity/Service Levels)

4.2 87.

Number of Community nominations for Banyule volunteer awards Indicator Type: Appropriateness (Access/Equity/Service Levels)

4.2 88.

CSI â&#x20AC;&#x201C; Lobbying on behalf of the community (performance) Indicator Type: Outcome (Service Effectiveness)

4.3 89.

Number of significant issues Council has advocated on behalf of the community (as reported in the six monthly advocacy reports to Council) Indicator Type: Output (Quality) 4.3

90.

Average time taken to answer telephone call enquiries Indicator Type: Appropriateness (Access/Equity/Service Levels)

4.4

5.3 91.

Percentage of customer requests actioned within specified timeframes Indicator Type: Output (Quality)

4.4

5.3

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Appendix B - Strategic Indicators (continued) No. 92.

Indicators

City Plan/ Budget

Maintain full certification for all services to the most recent National/ International standards in Quality, Occupational Health & Safety, and Environmental Management. Indicator Type: Output (Quality) 5.1, 5.5, 5.6

93.

94.

95.

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) Indicator Type: 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) Indicator Type: Output (Governance & management, Monitoring)

5.1, 5.2, 5.3

Achievement of the budgeted result or better. Indicator Type: Output (Quality)

5.2

96.

Percentage of projects in year 1 of 10 year Capital Works program completed on time. Indicator Type: Output (Quality) 5.2

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Appendix B - Strategic Indicators (continued) No.

Indicators

97.

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) Indicator Type: Output (Operating position, Underlying result)

98.

99.

100.

101.

102.

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) Indicator Type: 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) Indicator Type: 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) Indicator Type: Output (Obligations, Indebtedness)

City Plan/ Budget

5.2

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 (noncurrent liabilities as a percentage of own-source revenue) Indicator Type: Output (Obligations, Long term liabilities)

5.2

LGPRF (Financial) – Obligations: (c) Asset renewal (assets are renewed as planned) - Asset renewal compared to depreciation (asset renewal expenditure as a percentage of depreciation) Indicator Type: Output (Obligations, Asset renewal)

5.2

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Appendix B - Strategic Indicators (continued) No. 103.

104.

105.

106.

107.

108.

109.

Indicators 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) Indicator Type: Output (Stability, Rates concentration) 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) Indicator Type: Output (Stability, Rates effort)

City Plan/ Budget

5.2

LGPRF (Financial) – Efficiency: (a) Expenditure level (resources are used efficiently in the delivery of services) - Expenses per property assessment (total expenses per property assessment) Indicator Type: Output (Efficiency, Expenditure level)

5.2

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) Indicator Type: Output (Efficiency, Revenue level)

5.2

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) Indicator Type: 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 (ownsource revenue per head of municipal population) Indicator Type: 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) Indicator Type: Output (Capacity, Recurrent grants)

City Plan 2013-2017 (Year 4)

5.2

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Appendix B - Strategic Indicators (continued) No.

Indicators

110.

LGPRF â&#x20AC;&#x201C; 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) Indicator Type: Output (Capacity, Population)

111.

112.

LGPRF â&#x20AC;&#x201C; 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 Socio-economic Disadvantage of the municipality) Indicator Type: Output (Capacity, Disadvantage)

City Plan/ Budget

5.2

LGPRF GMC - Planning: Strategic Resource Plan (plan under section 126 of the Act outlining the financial and non-financial resources required for at least the next 4 financial years) Indicator Type: Output (Governance & management, Planning) 5.2

113.

114.

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) Indicator Type: Output (Governance & management, Planning)

5.2

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) Indicator Type: Output (Governance & management, Planning) 5.2

115.

LGPRF GMC - Planning: Rating strategy (strategy setting out the rating structure of Council to levy rates and charges) Indicator Type: Output (Governance & management, Planning) 5.2

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Appendix B - Strategic Indicators (continued) No. 116.

117.

Indicators 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) Indicator Type: Output (Governance & management, Planning)

City Plan/ Budget

5.2

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) Indicator Type: Output (Governance & management, Monitoring) 5.2

118.

119.

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) Indicator Type: Output (Governance & management, Reporting)

5.2

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) Indicator Type: Output (Governance & management, Reporting) 5.2

120.

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) Indicator Type: Output (Governance & management, Reporting) 5.2

121.

122.

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) Indicator Type: Output (Governance & management, Reporting)

5.2

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) Indicator Type: Output (Governance & management, Reporting) 5.2

123.

WorkCover premium as a percentage of payroll Indicator Type: Output (Cost)

5.3

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Appendix B - Strategic Indicators (continued) No. 124.

Indicators

City Plan/ Budget

Percentage of official Council and Committee meetings attended by Councillors where a quorum was achieved Indicator Type: Appropriateness (Access/Equity/Service Levels) 5.3

125.

CSI â&#x20AC;&#x201C; Enforcement of local laws (performance) Indicator Type: Appropriateness (Access/Equity/Service Levels)

5.3 126.

LGPRF GMC - Planning: Risk policy (policy outlining Council's commitment and approach to minimising the risks to Council's operations) Indicator Type: Output (Governance & management, Planning) 5.3, 5.4

127.

LGPRF GMC - Planning: Fraud policy (policy outlining Council's commitment and approach to minimising the risk of fraud) Indicator Type: Output (Governance & management, Planning) 5.3

128.

LGPRF GMC - Planning: Municipal emergency management plan (plan under section 20 of the Emergency Management Act 1986 for emergency prevention, response and recovery) Indicator Type: Output (Governance & management, Planning) 5.3, 5.5

129.

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) Indicator Type: Output (Governance & management, Planning) 5.3, 5.5

130.

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) Indicator Type: Output (Governance & management, Planning) 5.3, 5.5

131.

LGPRF GMC - Monitoring: Risk management framework (framework outlining Council's approach to managing risks to the Council's operations) Indicator Type: Output (Governance & management, Monitoring) 5.3, 5.5

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Appendix B - Strategic Indicators (continued) No.

Indicators

132.

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) Indicator Type: Output (Governance & management, Decision making)

133.

134.

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) Indicator Type: Output (Governance & management, Decision making)

City Plan/ Budget

5.3

LGPRF GMC – Decision Making: Meeting procedures (a local law governing the conduct of meetings of Council and special committees) Indicator Type: Output (Governance & management, Decision making) 5.3

135.

Performance against Human Resources Strategic Plan (% actions completed on time) Indicator Type: Output (Quality) 5.4

136.

Percentage of Freedom of Information requests responded to within statutory timeframes (45 days) Indicator Type: Output (Quality) 5.5

137.

Percentage of core IT systems availability Indicator Type: Output (Quality)

5.6 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 C 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 Banyule Inclusion, Access and Equity Framework: (IAEF) − Banyule Aboriginal and Torres Strait Islander Plan − Banyule Disability Policy & Action Plan (Interim 2014/15) − 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 Saving Plan Environmental Stewardship Plan Best Value Plus Program – Environmental Management System Banyule City Council Electrical Line Clearance Management Plan. Waste Management Plan Urban Forest Strategic Plan.

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Appendix C - 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 Urban Design Guidelines, frameworks and concept plans Activity Centre Structure Plans Road Management Plan Streetscape plans Public Open Space Strategy Banyule Economic Development Plan.

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) − 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 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 Debt Management Strategic Plan.

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