COUNCIL PLAN 2009/13
Updated 2012
Vision
Values
Goal Areas
Greater Bendigo will be the best place to live, work and visit, where:
Council will achieve its vision by working with the community and business, displaying leadership in its decision making, operating in an open manner, and basing decisions on sound information.
Council will realise its vision by setting strategic objectives, strategies and committing to annual actions within four goal areas:
• growth and living standards are managed to sustain and enhance quality of life
• Built & Natural Environment
• a regional culture of learning, creativity and innovation allows people to flourish
• Economic Development
• its rich natural and built cultural heritage is conserved for today and tomorrow
• People & Processes
• resilience, local spirit and identity are proudly celebrated.
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City of Greater Bendigo
• Community & Culture
Table of Contents Message from the Mayor, Cr Alec Sandner & Chief Executive Officer, Mr Craig Niemann
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The Purpose of the Council Plan
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About Greater Bendigo
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Shaping our Future
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State and Federal Focus on Regional Australia
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Supporting Cultural Diversity & Tolerant Neighbourhoods
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Approaches to Supporting Population Behaviour Change
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Climate Adaptation - The Key Role of “Adaptive Resilience�
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Our City: Planning for Growth
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Access to High Speed Broadband Internet Services
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How we Plan
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Corporate Planning & Reporting Framework
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Reporting on Performance
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Existing Policies, Strategies & Plans City of Greater Bendigo Organisation Structure
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Built & Natural Environment
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Economic Development
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Community & Culture
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People & Processes
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Strategic Indicators
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Council Elections 2012
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Councillors
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Strategic Resources Plan
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Council Plan 2009/13 (Updated 2012)
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Message from the Mayor, Cr Alec Sandner and the Chief Executive Officer, Mr Craig Niemann We are pleased to present the City of Greater Bendigo’s updated 20092013 Council Plan.
Our decisions and actions have all been guided by the 2009-2013 Council Plan.
For the past three years, Council has worked to plan for the future development of Greater Bendigo, its people, economy and the environment.
The Plan is a charter between the Council, the City of Greater Bendigo staff and the community, under the Local Government Act 1989. It is an important document which sets out the key actions to be pursued by Council to address community needs and is reviewed on an annual basis.
This is reflected in major projects which will substantially shape the future of Greater Bendigo during the coming decade, including: • Community theatre development • Library redevelopment • Edward Street car park project • Art Gallery extension • Epsom-Huntly Regional Recreational Reserve • QEO redevelopment
The updated 2009-2013 Council Plan is built on the knowledge and feedback from our community throughout the year and will guide Council’s vision, direction and priorities for the final year of the current Council term. We encourage you to read the updated Council Plan and be part of our vision for Greater Bendigo.
• Bendigo Botanic Gardens, White Hills development • Chinese precinct works • O’Keefe Rail Trail improvement and extension In addition, there have been numerous road, drainage, bike path, footpath, building and park developments. We have improved service delivery in areas such as responsiveness to customers, statutory planning, management of public buildings, project management and open space planning.
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City of Greater Bendigo
Cr Alec Sandner Mayor
Mr Craig Niemann Chief Executive Officer
The purpose of the Council Plan The Council Plan is a major document of advice to the community, telling residents what to expect in the year ahead. It provides advice to staff outlining the actions that have been agreed by Council and funded for the year. It enables directors and managers to plan staffing budgets and workloads accordingly and is the basis of major periodic reporting to Council and the community. It is a requirement under Victorian state legislation that each Council must prepare a Council Plan at the commencement of its term and review the plan at least annually. The Council Plan sets out the long term view of where the Council wants to be during its term, the Vision, and a number of Values which will underpin all the things it does. The Council Plan sets out the main areas of activity that will remain common over the term of the Council. These are the goal areas, and they broadly relate to the four core areas for action. The four broad interrelated goal areas are: Built & natural Environment Economic Development Community & Culture People & Processes
The goal areas and the strategic directions in each of them are established by Council at the beginning of their term and they then provide the long-term indicators of effectiveness. Each goal area has a number of related strategies and the actions for the current year. Yearly actions are informed by key strategic plans and other documents of advice. In many actions there is collaboration across Service Units however, the plan sets out the responsible reporting service unit. The revision of a Council Plan each year sets out the new and unique actions that will be undertaken in that year.
Where do these yearly actions come from? Leading up to the preparation of the Council Plan each year there is an extensive period of research and consultation. This includes identifying the new and emerging issues that will have a bearing on the population in the future. This information is coupled with information from Councillors and senior staff about priorities and unmet needs. Councils have access to comprehensive population statistics and data which enables comparison of need and informs detailed planning. The City of Greater Bendigo also undertakes extensive ‘in-house’ research.
Community members have a number of opportunities to contribute to the development of yearly actions, with a range of convened discussions in the early development phase. A later opportunity for public comment, in addition to the usual means available of communication through Councillors and community or special interest groups. In addition, data from customer requests and input from listening to community members throughout the year is considered in strategy and budget development. The new actions undertaken each year often have an exploratory nature; they commence the research or background work on which future Council planning or budgetary decisions can be made. Many new items also arise from legislative changes and or the need to comply with statutory requirements. Once completed these activities may not need to be repeated, they may inform the development of a new strategy, or they may become part of the ongoing or ‘routine‘ activities undertaken by Council staff in their yearly work plans.
Council Plan 2009/13 (Updated 2012)
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About Greater Bendigo Greater Bendigo has a population of over 104,000 and covers almost 3,000 square kilometres of the central Victorian landscape, including smaller towns and villages such as Heathcote, Axedale, Huntly, Marong, Elmore, Goornong, Neilborough, Sebastian, Woodvale, Raywood, Mia Mia and Redesdale. The city of Bendigo is located in the geographic centre of Victoria; about 90 minutes drive north of Melbourne. The region is part of the Jaara Country, the traditional land of people the Dja Dja Wurrung language. Today, as the major regional centre for north central Victoria and the third largest urban area in Victoria, Bendigo is a vibrant and culturally enriched city renowned for the lifestyle and opportunities it provides for residents and visitors. The city’s rich and diverse heritage is evident in its architecture. The heritage legacy continues to exert an influence on its settlement patterns, with residential development dating back to the gold rushes of the 1850s. Bendigo’s urban structure is based on spines leading away
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City of Greater Bendigo
from the centre of the city along creeks and streams, which are today important road and rail corridors. Greater Bendigo enjoys close proximity to the surrounding Box Ironbark forests of central Victoria. The Box-Ironbark ecology on public and private land continues to make a significant contribution to the natural heritage of Greater Bendigo. They are areas of high natural value and few Australian cities have the opportunity to appreciate such significant forested areas. The Greater Bendigo and HeathcoteGraytown National Parks and other regional parks are located on protected public land, and provide a natural urban growth boundary around Bendigo and Heathcote. Greater Bendigo is experiencing substantial growth with the population currently increasing at 1.7 percent annually. In the year to June 2010, Greater Bendigo’s population was estimated to be 104,192 (ABS). This is quite a rapid population growth rate which indicates that significant changes in the requirements for housing, business development and related
infrastructure will occur. It also emphasises the need for proper planning that is as visionary about the future as it is mindful of the past. The city of Bendigo is recognised as a thriving centre of growing sophistication and importance as both an economic and visitor destination. In the last decade a range developments, important to Bendigo have changed the face of the city. Developments such as the further duplication of the Calder Highway and the Regional Fast Rail project have substantially improved connectivity and movement between Bendigo and Melbourne. Private sector investment of the scale of the Bendigo Bank headquarters (completed in 2008) is now being matched by public sector investment in the new Bendigo Hospital. These key civic developments mark the growing importance of Greater Bendigo in the State and National context. While many of these projects have not been Council led, the ongoing facilitation and significant advocacy on behalf of the City is paying off.
Shaping Our Future The City of Greater Bendigo is currently undertaking a number of city changing activities which will substantially shape the future of Greater Bendigo in the decades ahead. Council has endorsed a suite of major initiatives including redevelopment of the Bendigo Library and Art Gallery, building the new Edward Street car park, and undertaking detailed planning and seeking funding for the airport, Kangaroo Flat aquatic facility and the Sandhurst theatre. Integrated planning for sustainable transport and land use will deliver a more liveable city and ongoing work on the Marong Business Park will enable the business sector to thrive, unencumbered by residential encroachment. The $640 million rebuild of Bendigo Hospital will fundamentally change health service delivery; built environment; employment opportunities and economic benefits to the city. Again, while not a Council project, it is such a city-changing project that input and support for this redevelopment is of highest priority. Significant works already underway are re-shaping some of the major open spaces in Bendigo, including at the Bendigo Botanic Gardens in White Hills and Canterbury Park in Eaglehawk. Long-term financial planning (the 10-year Financial Plan) and various long-term asset management plans have been undertaken to ensure
current and future decision-making is within agreed parameters and capabilities. These new development initiatives and the long-term planning processes will provide a framework for consideration in the transition after Council elections late in 2012. To commence the yearly review of the Council Plan, Councillors and Directors are asked to identify the new and emerging issues, especially those of national or international significance, that are likely to have an impact on our community, its wellbeing and future successes. A number of local and nationally significant issues and potential opportunities were identified, and they will drive advocacy, strategic planning, major initiatives and service delivery in this and subsequent Council Plans. At a local level, this year Council endorsed a population wide Wellbeing Survey which was conducted in November 2011. The survey was widely distributed; a good response of 1,554 completed surveys was achieved. The results have given a ‘Scorecard’ picture of people’s perceptions and useful advice about needs and priorities to inform this Council Plan. As time goes on and further data are added to the Scorecard, including comparisons with State averages, recent Census results, and local trends over time, it will document progress in making improvements to a number of key aspects of Greater Bendigo’s population wellbeing.
Council Plan 2009/13 (Updated 2012)
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1. State and Federal focus on regional Australia The focus on Regional Australia to actively contribute to long term sustainable development of urban populations is significantly shifting. Ministerial portfolios at both a Commonwealth and State level reflect this policy priority which emphasises the importance of regional development and the role of regional cities. 20% of Australia’s population live in urban areas of ‘mid-sized’ cities that have populations between 45,000 and 550,000 and the growth rate of many of the mid-sized cities is faster than that of the metropolitan capital cities. Bendigo is well positioned as a thriving regional city within Victoria and amongst its peers of ‘mid-sized’ cities across the nation. Forward projections clearly document the significant population growth that is expected in Victorian regional cities over the next 30 years, and this has significant implications for the demand on existing infrastructure, housing growth and the need for new infrastructure, among many other items. Government has acknowledged that their previous focus on major metropolitan centres is no longer appropriate. Victorian Government Departments, such as Regional Development Victoria are making available funds in order to support local council initiatives to upgrade vital infrastructure including roads and bridges, as well as supporting the development of new or improved facilities. The City of Greater Bendigo as a whole has an important function in positioning ourselves to attract the best possible external funding in these competitive processes.
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City of Greater Bendigo
The importance of being aware of emerging funding opportunities and undertaking timely and effective lobbying is increasing. These expectations in turn generate increasing demands on staff to prepare the background research and appropriate planning so that the proposed projects are ‘ready’ in case funding with a short lead-time becomes available.
2. Supporting cultural diversity and tolerant neighbourhoods Greater Bendigo is gradually becoming more multi-cultural and there is a greater diversity of cultural groups represented. In addition, various community consultation activities undertaken by the City of Greater Bendigo, including the earlier Greater Bendigo 2036 Community Plan and the recent Wellbeing Survey, have highlighted the desire of a high proportion of our residents to live in a community which celebrates and fosters cultural diversity. There is nothing new in these wishes and commitments but there is a renewed undertaking by the City of Greater Bendigo to make them more overt throughout planning activities and the related actions. The concept of ‘respect’ should underpin our strategies and expectations. Endorsement for incorporating respect and equity into Council planning and actions is assisted by people having a broad understanding of different cultures. Thus, community education and support in these areas is clearly a part of the City’s role.
3. Approaches to supporting population behaviour change Many of the factors which support and protect the environment and the wellbeing of populations depend on a combination of different approaches. These include: suitable public policy to enshrine the desired change; sufficient knowledge so people can make informed decisions which builds their emotional commitment or passion for the change; and a financial incentive, which may be a cost imposed for non-compliance or a reward, such as rebate to lower cost. (An illustration of successful community-wide behaviour change may be improved road safety, with multi-faceted approaches including the introduction of compulsory seat-belt legislation, speed limitations, improved vehicle and road design. There have been a number of changes to policy over time, education about the benefits of the changes and strategies to change community values through the use of graphic advertising, role modelling etc. and the introduction of fines for not adhering to legislation). Currently a number of matters of community-wide interest or concern, such as waste reduction and recycling, ill-health prevention such as minimising risk from sun exposure, smoking, or obesity, and adoption of sustainable transport approaches, rely on community-wide behaviour change. Other issues will rely on population change in the future. Other local governments in Australia and overseas are doing better than Greater Bendigo in terms of getting community members changing their
personal behaviour on a specific issue that has wider benefits for the community and /or environment. How has this been achieved? What do we need to do to foster similar results in the same and different areas? Significant undertakings in these areas need to be informed by evidence of what works, in what circumstances. In the words of one Councillor ‘If we expect the community to change, we need to change the way we do things.’ One approach that has been widely trialled elsewhere, and is supported in research, is to make the desired change in a temporary manner and then see how people adapt to the change- rather than seeking endorsement for the change beforehand. An example may be to use temporary bollards to close a road and convert a street into a pedestrian walkway, and then gauge public acceptance. This approach reverses the usual sequence of giving information about the topic, undertaking planning processes and advertising and waiting for people to change opinion or feelings about it, and then expecting them to make the change in behaviour. With this mechanism the increase in knowledge may come last in the sequence, after people have experienced the change.
4. Climate adaptation the key role of “adaptive resilience” It is now widely recognised that complete mitigation of global environmental change is already out of reach, and that consequently institutional frameworks for sustainable development must include governance for adaptation.
Local governments will play a key role in efforts directed at the practical planning and implementation of climate change adaptation. The structure of efforts facilitated through services delivered by, or on behalf of, the City of Greater Bendigo will be around: a. Purpose focused policies Our focus will be on developing adaptive resilience through achievement of agreed objectives. A resilience which goes beyond coping, to include continual adaptation and redesign in pursuit of core purpose. b. Adaptive governance systems We will place emphasis on innovation and environmental scanning for future change, and structure the organisation for capacity and change rather than assume a stable, fixed state. Consistent, coherent and well researched risk information will be integrated into corporate and operational processes. c. Risk based interventions Our corporate risk assessment criteria will act as a strategic framework for priority setting and decision making activities, including the consideration of opportunities to build adaptive capacity, to advance learning, and to develop new approaches and programs.
5. Our City: Planning for growth One of the ongoing challenges in urban planning is to balance the amount of land available for housing developments with competing demands, such as preserving viable agricultural land, maintaining land prices and ensuring housing availability for people with low income; protecting biodiversity and making sure people are safe from threat of bushfire. In addition, meeting the future needs of our population through new housing types continues to drive housing strategy. Fundamentally, populations are more willing to move house to meet lifestyle needs through their life. Housing preferences and socio-demographic changes, specifically an ageing population necessitates diversity of housing stock with improved access to transport, services, employment and community/social infrastructure must be accommodated. Planning guidelines seek to emphasise the most appropriate location for future housing development balancing the demands of our future population, environmental constraints and improved access to services. Some concern has been expressed that residential and industrial land should be set aside now to ensure uncomplicated development when needed at times of rapid population growth. This position needs to be assessed against other external impacts on communities, markets and public service delivery. Access to suitable housing is important, but planning for industrial, commercial and office space availability to meet the demands of a growing population is equally important. Council Plan 2009/13 (Updated 2012)
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Our commercial centres are now being viewed as Activity Centres that could provide opportunities for shopping, services, housing and good connection to schools and public transport. Maintaining the vitality and appeal of the small towns across the municipality continues to be an important consideration in future planning. Ensuring industry, including rural, manufacturing and other commercial industry is secured with appropriately zoned land is a core objective for Council. Council already undertakes significant and ongoing activities to foster learning opportunities, workforce development and employment growth and these priorities are widely supported by residents. The future wellbeing of the population will be strongly influenced by a growth in employment opportunities which matches our growing population.
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City of Greater Bendigo
The challenges of achieving an integrated sustainable transport system are significant and they are consuming significant research effort. However the efforts are essential in order to support both the development and sustainability needs of the wider population.
6. Access to high-speed broadband internet services Access to the range of internet technologies and services is now an essential component of business efficiency. In addition, high speed broadband supports key industry sectors including health, education and government services. Collaboration between various sectors with an interest in ensuring Bendigo has early access to the national roll-out is being undertaken. Access to the range of support infrastructure can be a deciding factor for individuals and business considering locating in Bendigo.
How we plan Community input into the Council Plan
Loddon Mallee Regional Strategic Plan
There are a number of ways that community members have taken an active part in the development and refinement of the Council Plan for 2012-2013. The processes are represented diagrammatically on page 14.
This plan was developed with input from community, business and government leaders in the LoddonMallee Region. The Plan provides strategic guidance for collaborative partnerships and processes to meet the challenges our communities face. It is used as an ongoing basis for attracting state and federal support for developments in the region.
Taking advice from community members about priorities preferences and needs. Data from customer requests Each year we are seeing a steady increase in the number of requests being logged through the Customer Service request system. One of the reasons for the increase is that members of the public are being encouraged to contact us to tell us about works and requests for service, and that staff are increasingly utilising the system to log, manage and monitor the requests. The software also allows reporting of the requests, increasing organisational accountability. There are significant peaks in requests after major weather and local events. Data and trends from the almost 32,000 annual requests is used to guide resource allocation and work plans and to underpin some longterm planning, such as development of the Drainage Management Plan.
Key themes for action in the plan include planning for and managing population growth, strengthening communities, especially the small towns, strengthening and diversifying the regional economy, protecting and enhancing the built and natural environments, improving education and training outcomes and regional infrastructure. This document is used as the basis for significant advocacy for developments in Greater Bendigo, a number of which have been successful.
Consultation with community members around specific topics A large cross section of community members have provided direct feedback on a range of specific topics such as transport options, and more broadly on priorities for planning for the future.
The Greater Bendigo 2036 Community Plan discussions involved over 1,000 people expressing their ideal views about Greater Bendigo in the longer term future. Following on from preparation of this plan a ‘Bendigo: A Thinking Community’ working group is developing processes that will engage with our community and encourage them to think deeply and strategically about expectations and aspirations to develop a more prosperous, liveable and sustainable society. There is a growing body of international evidence that communities which develop creative and innovative solutions to future challenges will be the communities that are the most prosperous, liveable and sustainable. Key issues identified for exploration by the City are ensuring increased liveability that addresses issues of health, mobility, engagement, safety, education attainment, affordability and community connectedness, and strengthening productivity through transition of the economy from old to new, harnessing innovation and creativity. The Community Wellbeing Survey was undertaken in November 2011 and achieved a statistically significant response rate. After detailed analysis of the results the information will guide the development of specific actions to make further improvements where people have expressed the priority.
Council Plan 2009/13 (Updated 2012)
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Overall, respondents were generally positive about the City of Greater Bendigo being a great place to live and work, with most people feeling proud of Greater Bendigo and positive about the diverse cultural heritage. Support was strong for a number of local policy areas to further protect population wellbeing, including increased action on violence against women, support for stronger power to limit the growth in the number, and control the location of, Electronic Gaming Machines (EGM) in the municipality, and use of Council policy to reduce anti-social behaviour, including that related to alcohol excess in public places. Equity or a sense of fairness, permeated people’s responses. A high proportion of people who have responded to this survey and various other community engagement opportunities provided by Council have supported a broader role for Council in strategies which support vulnerable community members, including some people from cultural minority groups, homeless people and those suffering mental illnesses. Other areas for improvement are people’s need for assistance to find information about programs and the provision of cultural and leisure activities.
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City of Greater Bendigo
Overall, responses were less positive in a number of areas, including the degree of support for child and family services and aged care services, with a considerable proportion of respondents having no opinion on the topics. This may reflect their life stage, ie they have no experience of the services and thus, detailed analysis of the results will be illustrative. Respondents expect more activities to attract culturally diverse community members, including new overseas immigrants, to settle and work here.
Small Town and Neighbourhood Community Plans and Small Town meetings Through the process of preparing and then reviewing their Community Plans, the small towns in the municipality and a number of the neighbourhoods (or suburbs) are able to express their needs and priorities for social and infrastructure development in the future. The Small Town meetings provide a setting for the exchange of information relating to community priorities and service needs between local community members and City of Greater Bendigo staff and Councillors.
Public discussion and input into yearly actions for the draft 2012-2013 Council Plan
• Bendigo Local Indigenous Council
Members of the public are encouraged to provide direct feedback on an early draft of the Council Plan Actions that are planned for the year ahead. This feedback is reported to Councillors and directors and informs their ongoing Council Plan and budget refinements. In 2011, a series of separate consultations was held with specifically targeted community during their usual meeting activities, groups and organisations. A public meeting was also conducted for the same purpose. This form of community engagement was successful in that it provided more varied and objective suggestions from a wider range and number of people than in previous years. There were very few attendees at the Public Meeting. This year a new approach to meeting with members of the public using a World Café consultation was held. A World Café is an informal session where participants are asked to focus on specific topics for a short period (10-15 minutes) then change tables to think about a different topic. In addition to the World Café, discussions were held with the range of community groups listed as follows.
• Women’s Health Loddon Mallee Board and community members
• Bendigo Business Council
These various opportunities for community input are advertised in the media and on the City of Greater Bendigo website.
• Bendigo Tourism Board
• Local Settlement Planning Group
• Catholic College Secondary Students (years 9 and 10) • City of Greater Bendigo Youth Advisory Group • Business and Community Network 3556- Showcase event
Feedback invited from members of the public on the penultimate draft of the 2012-2013 Council Plan Following refinement and endorsement by Council the draft Council Plan is publicly exhibited for a period of 28 days as set out in the Local Government Act. During this time community members can inspect the Plan, that by this time has budget approval and make written response to Council. Respondents may also make a verbal presentation to a Council Meeting. Public feedback is considered and, where deemed appropriate, changes are made before preparation of the final version that is adopted by Council and sent to the Minister for Local Government.
Council Plan 2009/13 (Updated 2012)
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Corporate planning & reporting framework Engagement Community Engagement Framework 1. Deliberate Consultation Activites 2. Communications and Media 3. Customer Service Requests 4. Small Towns 5. Individual Contacts with Staff / Councillors
Action Planning Community Plans • Greater Bendigo 2036 • Small Town and Neighbourhood Plans Council Plan
Resource Planning
Long Term Financial and Workforce Plan (Strategic Resource Plan)
COGB Strategies and Plans Council Plan Annual Actions
Service Plans
Individual Work Plans
Reporting
Annual Report to the Community Report to Councillors on achievements in strategies
Council Budget including Annual Capital Expenditure
Unit Budget
Report to Councillors on progress against Annual Actions and Budget
Progress report to Directors
Progress report to Supervisor
Council’s Planning and Reporting framework is underpinned by Federal, State and Regional Strategic Plans, Policies and Legislation Note: lighter shades are for ‘internal only’ documents
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Reporting on performance Local Governments are required to report back to their communities at least every year, on the progress they have made towards achievement of the Strategies and Actions set out in the Council Plan. The Annual Report is completed by the end of September each year and it provides a detailed report on performance and activities over the past financial year, and documents benchmarking against agreed indicators and comparisons with other councils. The Annual Report includes detailed financial statements and a range of statutory information required under the Local Government Act 1989.
Existing Policies, Strategies and Plans
In addition, Council receives quarterly reports on progress against the objectives and actions set out in the Council Plan. Managers provide monthly reports to the Chief Executive Officer on financial and other matters. Reports on the progress of implementation for adopted major works and strategies are provided to Council on a half yearly basis. Individual staff members have annual Staff Development and Performance Reviews. Monitoring performance against set objectives shows how the organisation is performing, and identifies potential issues or opportunities for improvement.
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Greater Bendigo 2036 Community Plan (2011)
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Greater Bendigo Cycling and Walking Strategy (2006)
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Aquatic Plan
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Arts and Cultural Strategy (2008) (for review 2012-2013)
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Greater Bendigo Volunteering Strategy (2008)
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Bendigo Airport Strategic Plan and Master Plan 2009
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Health and Wellbeing Strategy (for review 2012-2013)
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Bendigo Integrated Transport Strategy (underway)
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Industrial Land Strategy (2002)
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Bendigo Residential Development Strategy (review underway)
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Natural Environment Strategy (2007)
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Open Space Strategy (2005) - for review
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Play Space Strategy (2009-14)
Carbon Management Plan (2009-2012)
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Positive Ageing Strategy (2011)
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Road Safety Plan (2007-11)
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Commercial Land Strategy (review underway)
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Rural Areas Strategy (2009)
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Community Access and Inclusion Plan (2011)
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Small Town and Neighbourhood Community Plans (various 2005 to present)
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Community Engagement Strategy (2011)
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Violence Prevention Plan (underway)
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Customer Service Strategy (2012)
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Economic Development Strategy (2008- for review 2012-2013)
Waste and Resource Management Strategy (under development)
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Future Industrial Land Strategy (2007)
Youth Development Strategy (underway)
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Future Uses for Former Mine Land (2007)
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Gaming Policy FrameworkAccessible but not Convenient Policy’ (2009)
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Bendigo Sustainable Water Use Plan (2007)
Council Plan 2009/13 (Updated 2012)
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Place Based Plans
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Kennington Recreation Reserve Master Plan (2011)
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Lake Weeroona Precinct Master Plan 2011
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Maiden Gully Recreation Reserve Master Plan (2011)
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Maiden Gully Structure Plan (under development)
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Axedale Township Plan
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Bendigo Botanic Gardens, White Hills, Master Plan (2010)
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Bendigo CBD Parking Strategy (2008)
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Bendigo CBD Structure Plan(2006)
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Marong Business Park Plan
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Canterbury Garden/Lake Neangar Master Plan
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Marong Local Precinct Structure Plan (2011)
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Eaglehawk Open Space Precinct Master Plan (2010)
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Northern Corridor and Huntly Local Structure Plan
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Eaglehawk Structure Plan (underway)
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Strathdale Commercial Precinct Structure Plan
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East Bendigo Local Structure Plan
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Strathfieldsaye Township Plan
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Gateway Park Master Plan (2011)
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Upper Rosalind Park Master Plan (under development)
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Heathcote Township Plan
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View Street (Arts Precinct) Master Plan
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Huntly Township Plan
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Jackass Flat Structure Plan
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Kangaroo Flat South Regional Centre Structure Plan
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City of Greater Bendigo
Note: Many of our Strategies are integrated and therefore relate to more than one Council Plan goal area.
City of Greater Bendigo Organisation Structure Chief Executive Officer Craig Niemann Manager, Executive Services Peter Davies
Director City Futures Stan Liacos
Director Community Wellbeing Pauline Gordon
Director Planning & Development Prue Mansfield
Director Presentation & Assets Darren Fuzzard
Director Organisation Support Marg Allan
Manager Economic Development Brian Gould
Manager Children & Family Services Rosalie Rogers
Manager Statutory Planning Ross Douglas
Manager Asset Planning & Design Brett Martini
Manager Finance Travis Harling
Director Bendigo Art Gallery Karen Quinlan
Manager Aged & Disability Services Rod Flavell
Manager Building & Property Services Andy Walker
Manager Sustainable Environment Robyn Major
Manager Rates Neal Wrigley
Manager Recreation Lincoln Fitzgerald
Manager Environmental Health & Local Laws Susannah Milne
Manager Presentation & Works Alex Malone
Manager Valuations Wayne Forbes
Manager Tourism Kathryn Mackenzie
Manager Community & Cultural Development Deb Simpson (Acting)
Manager Parking & Animal Control Neville Zimmer
Manager Livestock Exchange Kerrie Crowley
Manager Information Management Michael Smyth
Manager Major Projects Rachel Lee
Manager Customer Support Debbie Thewlis
Manager Strategy Nick Byrne
Manager Parks & Natural Reserves Simon Harrison
Manager People and Learning Sam Stanton
Manager Major Events Terry Karamaloudis
Manager Healthy Communities Pat Jess (Sec In)
Manager The Capital David Lloyd
(Acting)
Manager Contract & Project Coordination Richard Morrison
Council Plan 2009/13 (Updated 2012)
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1. Built and Natural Environment This relates to the built and natural environment including places that are: •
Directly provided and managed by Council (eg infrastructure and sporting facilities); and
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Affected by Council powers, actions and policy (ie private land subject to planning approvals, land management support funding, carbon management plan, waste management etc).
It also covers Council actions that result in/have a direct impact on the physical environment.
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Strategic Objectives •
Value, conserve and enhance the rich built and natural heritage
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Protect and enhance our existing amenities
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Achieve high quality outcomes in planning and policy activities
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Encourage and foster high quality design to create environments that support public wellbeing and economic success
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Use sustainability principles in the management of assets, public places and facilities
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Collaborate with the community and demonstrate leadership in responding to the challenges facing the environment
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Be a leader and role model in climate change adaptation and ecologically sustainable development
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Foster the ongoing development of an efficient, sustainable and economically enabling transport network
Strategies and Annual Actions - Built and Natural Environment Strategy
What we will do in 2012 - 2013
Key documents
Lead responsibility
1.1
1.1.1
Complete and commission systems and equipment for the Edward Street car park / office complex and hand over major tenancy to the State Trustees.
5 year Capital Works Plan
Special Projects
Implement agreed streetscape design for Edward Street in conjunction with the development of the multi storey car park.
5 year Capital Works Plan
Prepare documentation for Bendigo Airport Development, including design of the new runway and changes to the planning controls to enable contemporary airport services and associated activities.
5 year Capital Works Plan
Commence construction of the major extension to the Bendigo Art Gallery.
5 year Capital Works Plan
Plan and implement identified City projects.
1.1.2
1.1.3
1.1.4
10 year Financial Plan Bendigo CBD Structure Plan 2006 Bendigo CBD Parking Strategy 2008
10 year Financial Plan
Asset Planning & Design
Bendigo CBD Structure Plan 2006 Special Projects
10 year Financial Plan Bendigo Airport Business Park Plan
Special Projects
10 year Financial Plan Arts & Cultural Strategy Loddon Mallee Regional Strategic Plan (Southern Region) 2010
1.1.5
1.1.6
Implement the program of works to develop the extension and refurbishment of the Bendigo Library.
5 year Capital Works Plan
Continue planning, design and seeking funding for the proposed aquatic facility in Kangaroo Flat.
5 year Capital Works Plan
10 year Financial Plan Loddon Mallee Regional Strategic Plan (Southern Region) 2010
Director Organisation Support
Special Projects
10 year Financial Plan Aquatic Plan Loddon Mallee Regional Strategic Plan (Southern Region) 2010
Council Plan 2009/13 (Updated 2012) 19
Strategy
1.2
1.3
Adopt and promote environmentally sustainable practices.
Address the local impacts of climate change and reduce greenhouse emissions.
What we will do in 2012 - 2013
Key documents
Lead responsibility
1.1.7
Work with the Department of Education and Early Childhood Development and Bendigo Senior Secondary College to deliver the Sandhurst Community Theatre project.
Loddon Mallee Regional Strategic Plan (Southern Region) 2010
Special Projects
1.2.1
Prepare for the bulk change - over of street lighting to approved, energy efficient lights in 2013/2014 financial year.
Carbon Management Plan 2009-2012
Sustainable Environment
1.2.2
Review and implement the Domestic Wastewater Management Plan to reduce environmental and human health risks.
Domestic Wastewater Management Plan
Environmental Health and Local Laws
1.3.1
Identify and investigate approaches to respond to the potential social impacts of Climate Change and Climate Change adaptation.
Carbon Management Plan 2009-2012
Sustainable Environment
Implement actions to reduce corporate emissions from City of Greater Bendigo operations, works and facilities.
Carbon Management Plan 2009-2012
1.3.2
+25 Community Plan-Greater Bendigo 2036 2011 Bendigo Well Being Survey 2011 Sustainable Environment
+25 Community Plan-Greater Bendigo 2036 2011
1.4
Reduce waste to landfill and plan for improvements to waste disposal.
1.4.1
Complete a Waste and Resource Management Strategy covering all areas of the City’s responsibility, and develop an implementation strategy.
Waste and Resource Management Strategy (under development)
Sustainable Environment
1.5
Work to promote, protect, maintain and restore Greater Bendigo’s natural heritage.
1.5.1
Complete the significant/ cultural landscape study for the Mandurang, Big Hill, Axe Creek area.
Rural Areas Strategy 2009
Strategy
1.5.2
Review the Natural Environment Strategy.
20 City of Greater Bendigo
Sustainable Environment
Strategy
What we will do in 2012 - 2013
Key documents
Lead responsibility
1.6
1.6.1
Prepare a Housing Policy that establishes Council’s role and approach to the broad range of housing issues, including diversity, availability, housing stress and affordability.
Greater Bendigo Planning Scheme Review 2010
Strategy
1.6.2
Preparation of a Structure Plan for Maiden Gully.
Greater Bendigo Municipal Strategic Statement 2010
Strategy
1.6.3
Preparation of a Structure Plan for the Hospital Precinct.
Loddon Mallee Regional Strategic Plan (Southern Region) 2010
Strategy
1.6.4
Prepare and progress Planning Scheme Amendments to implement the Marong Plan, Eaglehawk Precinct, CBD Parking Policy and Airport.
Greater Bendigo Municipal Strategic Statement 2010
Strategy
Continue to implement Master Plans and Strategies for designated sites, eg Bendigo Botanical Gardens at White Hills, Canterbury Gardens and Lake Weeroona.
Bendigo Botanical Gardens, White Hills, Master Plan 2010
1.6.6
Complete a Development Plan for the Beehive/Bendigo Mining Exchange Complex to make the site development ready.
Bendigo CBD Structure Plan 2006
Strategy
1.7.1
Take action to reduce waiting times for required work on trees in the public domain.
Open Space Strategy 2005
Parks and Natural Reserves
1.7.2
Undertake planning for the provision of Recreation Services using needs and trends analyses, feasibility studies, participation census and Master Plans.
Open Space Strategy 2005
Recreation
1.7.3
Review and recommend the most effective Centre Management structure for the CBD.
Bendigo CBD Structure Plan 2006
Strategy
Complete and progress local structure plans and development strategies to manage growth.
1.6.5
1.7
Develop and enhance public places, open spaces and recreation facilities to meet community needs.
Bendigo CBD Structure Plan 2006
Parks and Natural Reserves
Open Space Strategy 2005 Canterbury Gardens Master Plan
Council Plan 2009/13 (Updated 2012) 21
Strategy
What we will do in 2012 - 2013
Key documents
Lead responsibility
1.8
Undertake activities to protect and enhance amenity assets and urban design.
1.8.1
Undertake deliberate strategies to promote infill and high density residential development in and near the Bendigo CBD which are congruent with the heritage values and neighbourhood character of the area.
Bendigo CBD Structure Plan 2006
Strategy
1.9
Continue to implement initiatives to identify, conserve and restore heritage places.
1.9.1
Review planning and design for Bendigo Railway Station Precinct for current and expected growth in demand.
Bendigo CBD Structure Plan 2006
Strategy
1.9.2
Prepare a Heritage Plan that prioritises the strategic goals, objectives and resource allocation for promotion, programs and heritage protection strategies.
Greater Bendigo Municipal Strategic Statement 2010
Strategy
1.9.3
Undertake a Heritage Study for East Bendigo/White Hills to inform preparation of citations and inclusion of properties in the Heritage Overlay.
Greater Bendigo Municipal Strategic Statement 2010
Strategy
1.10
1.11
Provide clear planning policy direction and work to improve systems so that sound decisions are made promptly for land use and sustainable development.
1.10.1 Complete the process and implement the findings of the review of the Greater Bendigo Planning Scheme.
Greater Bendigo Regional Strategic Plan (Southern Region) 2010
Strategy
1.10.2 Complete the review of the Residential Development Strategy 2004, and commence implementation.
Greater Bendigo Municipal Strategic Statement 2010
Strategy
1.10.3 Review the Commercial Land Strategy and implement in the Planning Scheme.
Greater Bendigo Municipal Strategic Statement 2010
Strategy
Continue to implement initiatives to maintain and provide physical assets and infrastructure to meet community and organisational needs.
1.11.1 Review all local laws governing the Mall & CBD to make sure they enable activities and provide a safe and usable space for all.
Bendigo CBD Structure Plan 2006
Environmental Health and Local Laws
22 City of Greater Bendigo
Strategy
What we will do in 2012 - 2013
Key documents
1.11.2 Implement processes to deal with new dog legislation including breeding and dangerous dogs.
1.12
1.13
Lead responsibility Parking and Animal Control
1.11.3 Review the animal services and animal pound contracts.
Domestic Animal Management Plan
Parking and Animal Control
1.11.4 Implement drainage works identified in the 5 year Drainage Plan.
5-year Drainage Plan
Asset Planning & Design
1.11.5 Complete property audits on all City of Greater Bendigo owned and managed buildings and commence implementation of works.
Asset Management Plan (buildings & property)
Building & Property
1.11.6 Develop a strategic assets sales program starting with the former Bendigo Advertiser property.
10 year Financial Plan
Building & Property
Develop a sustainable integrated transport network.
1.12.1 Undertake, in partnership with key transport agencies, the development and preparation of an Integrated Transport Strategy for Greater Bendigo.
Road Safety Plan 2007-2011
Maintain and enhance the effectiveness of existing roads, including developing mechanisms to improve truck routes outside the city centre.
1.13.1 Develop and implement new Asset Management Plans and 5 year capital works program for civil infrastructure and open space assets.
Asset Management Plan for Transport (roads)
Asset Management Plan
Strategy
+25 Community Plan- Greater Bendigo 2036
Asset Planning & Design
Council Plan 2009/13 (Updated 2012) 23
2. Economic Development This relates to the activities, programs and services undertaken by Council to contribute to the municipality’s economic prosperity: eg encouragement of innovation, skilled migration, tourism, strategic work.
•
Encourage and support a vibrant and resilient community which values innovation and creativity
•
Foster approaches which facilitate high employment levels across the community
•
Foster new local developments and partnerships which promote sustainable industry, commerce and exports
Strategic Objectives •
Conduct a range of advocacy activities to ensure community needs regarding education, industry and employment opportunities are met
Strategies and Annual Actions - Economic Development Strategy
What we will do in 2012 - 2013
Key documents
Lead responsibility
2.1
Continue to promote Greater Bendigo as a place to live, work and invest.
2.1.1
Work with the State Government and others to implement relevant City of Greater Bendigo components of the Regional Strategic Plan including development of a Regional Growth Plan.
Greater Bendigo Regional Strategic Plan (Southern Region) 2010
Chief Executive Officer
Promote Bendigo as a place to visit.
2.2.1
Work collaboratively with private sector to attract new events.
Economic Development Strategy 2008
Major Events
2.2.2
Deliver a smart phone application & digital applications that can be used for visitors to access Greater Bendigo information.
Economic Development Strategy 2008
Tourism
Continue to sponsor and broaden the Inventor Awards, with an additional focus on sustainable industry developments and climate change adaptation.
Economic Development Strategy 2008
2.2
2.3
Continue to promote innovation and export within Greater Bendigo.
24 City of Greater Bendigo
2.3.1
Economic Development Strategy 2008
Bendigo Tourism Board Three year Strategic Plan 2010-2012 Economic Development
Strategy
What we will do in 2012 - 2013
Key documents
Lead responsibility
2.4
2.4.1
Greater Bendigo Regional Strategic Plan (Southern Region) 2010
Economic Development
Continue to develop, support and encourage industry liaison and growth assistance.
Continue to support the industry and post-secondary student linkages for work experience and possible work placement: “Goldfields Industries Horizons�.
+25 Community PlanGreater Bendigo 2036 Economic Development Strategy 2008
2.5
2.6
Continue to support the municipality’s diverse business and rural sector.
Conduct successful marketing strategies which promote Greater Bendigo and City of Greater Bendigo brands.
2.5.1
Economic Development
Complete planning for the Marong Business Park for manufacturing and associated activities.
Industrial Land Strategy
2.5.2
Plan for programs that meet the current and emerging needs of farm businesses and the rural sector.
Rural Areas Strategy 2009
Community and Cultural Development
2.5.3
Work with CBD traders and the community to develop programs and events that maximise activation of the Hargreaves Mall.
Bendigo CBD Structure Plan 2006
Community & Cultural Development
2.5.4
Continue to support the rural sector through the operation of the Livestock Exchange and in conjunction with the Department of Primary Industries, trial electronic sheep tagging.
Economic Development Strategy 2008
Presentation and Works
2.5.5
Review the Economic Development Strategy.
2.6.1
Continue to develop and grow the reputation of the Bendigo Art Gallery as a national leader in contemporary art and major exhibitions.
Arts and Cultural Strategy 2008
Art Gallery
2.6.2
Continued development of strategic partnerships with The Capital to enable the delivery of important events, exhibitions and associated activities.
Arts and Cultural Strategy 2008
The Capital
Marong Local Precinct Structure Plan Marong Business Park Plan
Economic Development
Council Plan 2009/13 (Updated 2012) 25
3. Community and Culture
26 City of Greater Bendigo
This Goal Area relates to Council programs, actions and services, including advocacy and indirect community and cultural benefit.
•
Provide support services which foster community resilience, connectedness and social capital
Strategic Objectives
•
Conserve and celebrate the rich cultural heritage
•
Provide equitable access to services which will improve people’s health and wellbeing throughout all life stages
•
Advocate on behalf of vulnerable community members, especially through effective partnerships with relevant agencies
•
Effectively engage and communicate with diverse community members and value their wisdom
•
Increase opportunities for the expression and celebration of cultural diversity
Strategies and Annual Actions - Community and Culture Strategy
What we will do in 2012 - 2013
Key documents
Lead responsibility
3.1
3.1.1
Loddon Mallee Regional Strategic Plan (Southern Region) 2010
Economic Development
Advocate effectively to government to further the interests and needs of Greater Bendigo and its communities.
Advocate and plan for early roll out of the National Broadband Network.
Economic Development Strategy 2008 +25 Community PlanGreater Bendigo 2036 3.1.2
3.2
3.3
Identify and work in partnership with National and State governments and other service providers to represent and further the interests of Greater Bendigo and its community and to support planning for future needs.
Use meaningful and effective communication and engagement with all sectors of the community as an input to decision-making.
Advocate for support for the region in relation to key priority areas outlined in the Loddon Mallee Regional Strategic Plan (Southern Region) 2010, Greater Bendigo 2036 Plan and the District Plans.
Loddon Mallee Regional Strategic Plan (Southern Region) 2010
3.2.1
Support local communities that have been the focus of the State Government’s Neighbourhood Renewal Program to develop a Community Plan to guide ongoing community engagement and development.
Our Plan Our Future Health and Wellbeing Strategy 2009-2013
Community & Cultural Development
3.2.2
Develop a Golfing Strategy that supports golf clubs in the future strategic directions of golf in Greater Bendigo.
In preparation
Recreation
3.3.1
Evaluate and review the Greater Bendigo draft Community Engagement Framework 2010.
Community Engagement Strategy 2010
Strategy
Identify current and likely future needs for community facilities in and around Eaglehawk, evaluate facilities fit-for-purpose and prioritise action.
Community Engagement Strategy 2010
3.3.2
Chief Executive Officer
+25 Community PlanGreater Bendigo 2036
Community Access and Inclusion Plan 2011
Strategy
Council Plan 2009/13 (Updated 2012) 27
Strategy
3.4
3.5
3.6
Develop the cultural and creative aspirations of the community to make a significant contribution to the City’s social and economic prosperity and quality of life for all.
Recognise, support and celebrate cultural and ethnic diversity.
Address social disadvantage and discrimination.
28 City of Greater Bendigo
What we will do in 2012 - 2013
Key documents
Lead responsibility
3.3.3
Promote and disseminate Greater Bendigo 2036, including the Greater Bendigo A Thinking Community activities.
+25 Community PlanGreater Bendigo 2036
Strategy
3.3.4
Support the preparation, implementation and review of District and Neighbourhood Community Plans.
Community Engagement Strategy 2010
Strategy
3.3.5
Continue to implement improvements to Small Township meetings function and structure, based on consultation with internal and external stakeholders.
Community Engagement Strategy 2010
3.3.6
Build the management capacity of community organisations to become more self-sufficient in their operations.
3.4.1
Review and develop the Arts and Cultural Strategy.
Arts and Cultural
3.4.2
Support a diverse and vibrant arts, music and cultural program that challenges community thinking and encourages appreciation and participation.
Arts and Cultural Strategy 2008
Community and Cultural Development
3.5.1
Develop a pilot Multicultural Ambassadors Program to promote stronger linkages between the City of Greater Bendigo and local Cultural and Linguistically Diverse communities.
Community Engagement Strategy 2010
Community and Cultural Development
3.5.2
Continue to support Aboriginal reconciliation and encourage respect through activities and events.
Arts and Cultural Strategy 2008
Community and Cultural Development
3.6.1
Implement the Community Access and Inclusion Plan.
Community Access and Inclusion Plan 2011
Community and Cultural Development
Community Access and Inclusion Plan 2011 Community and Cultural Development
Community and Cultural Development
Strategy
Strategy 2008
Arts and Cultural Strategy 2008
Strategy
What we will do in 2012 - 2013
Key documents
Lead responsibility
3.7
3.7.1
Violence Prevention Policy Statement
Community and Cultural Development
3.8
3.9
Work collaboratively to promote community safety and healthy living.
Implement the Violence Prevention Plan.
Health and Wellbeing Strategy 2009-2013 3.7.2
Undertake research about the health status and health determinants in Greater Bendigo, to provide the basis for developing the Municipal Public Health and Wellbeing Plan.
Bendigo Wellbeing Survey 2011
Strategy
3.7.3
Project manage and facilitate access to local networks and resources in the development phase of the National Partnerships Agreement on Preventative Health integrated health promotion project for Greater Bendigo.
Health and Wellbeing Strategy 2009-2013
Healthy Communities
3.7.4
Implement the Safe Transport Space project at Howard Place.
Bendigo Safe Cities Forum
Community and Cultural Development
Encourage, recognise and support active and informed engagement in civic life.
3.8.1
Develop opportunities for volunteer based groups / organisations to complement existing emergency management structures and play a more active role in emergency preparedness and recovery.
Greater Bendigo Volunteer Strategy 2008
Risk Management
Support and strengthen community resilience and build social capital.
3.9.1
Identify and build organisational knowledge and capacity for developing community–wide approaches to achieving positive behaviour change on issues of concern to the wider population, specifically waste management, reduction in avoidable health risks and uptaking of sustainable transport options.
3.9.2
Build the management capacity of community and recreation organisations with the view to increasing their self sufficiency.
Community and Cultural Development
Strategy
Health and Active Lifestyles Framework, 2012 (in progress)
Recreation
Council Plan 2009/13 (Updated 2012) 29
Strategy
What we will do in 2012 - 2013
3.10
3.10.1 Complete and implement the Health and Active Lifestyles Framework.
Recreation
3.10.2 Review the Skate Park Strategy.
Recreation
3.11.1 Complete and implement a review of the Aged & Disability Services Unit.
Aged & Disability Services
3.11
Encourage and facilitate opportunities for active and incidental sport and leisure activity for all ages and abilities.
Plan for and support residents in each life stage: as children, young people, older people; and individuals and in family and social groups.
3.11.2 Undertake a review of Council’s role in child care and preschool to ascertain where it should best allocate its resources.
Universal Access Report
3.11.3 Continue to explore opportunities that support all children aged 0-12 years within the City of Greater Bendigo.
Universal Access Report
3.11.4 Continue to work towards achieving Universal Access for all pre-school children.
Universal Access Report
3.11.5 Complete and implement a Youth Strategy.
Health and Wellbeing Strategy 2009-2013
3.11.6 Undertake the short term case management pilot program designed to assist high needs aged care clients to become more self reliant and independent, and evaluate the outcomes.
30 City of Greater Bendigo
Key documents
Health and Wellbeing Strategy 2009-2013
Health and Wellbeing Strategy 2009-2013
Health and Wellbeing Strategy 2009-2013
Lead responsibility
Children & Family Services
Children & Family Services
Children & Family Services
Community & Cultural Development Aged & Disability Services
4. People and Processes The actual process and systems we use as an organisation to enable everything else to happen.
•
Provide quality customer services that respond to the needs of our whole community
Strategic Objectives
•
Implement strong, clear and transparent corporate governance and strategies and actions
•
Adhere to best practice expectations in project management
•
Conduct responsive Emergency Management co-ordination and support
•
Demonstrate good governance
•
Deliver responsible financial management and business planning practices to ensure long term sustainability
•
Foster a motivated, responsive, innovative and performance oriented workforce
Council Plan 2009/13 (Updated 2012) 31
Strategies and Annual Actions - People and Processes Strategy 4.1
4.2
4.3
4.4
What we will do in 2012 - 2013
Key documents
Lead responsibility
Delivery of responsible 4.1.1 financial management and business planning practices to ensure long term sustainability.
Review the Vehicles Policy, including exploring the option of a bike fleet, and reconsider types of vehicles purchased under the policy.
Finance
4.1.2
Review all community and recreational fees and charges policies with a view to implementing a new model in 2013-2014.
Community and Cultural Development
4.1.3
Implement the Procurement Action Plan to ensure best practice purchasing.
Finance
4.2.1
Keep key information sources and contemporary data sets updated and relevant and develop storage protocols which enable easy accessibility.
Information Management
4.2.2
Convert to Microsoft 2010.
Information Management
4.2.3
Develop and maintain an improved Intranet site to assist with more effective communication and access to corporate knowledge within the organisation.
Executive Services
4.2.4
Review the provision of telecommunications across the organisation.
Information Management
4.3.1
Foster shared leadership and continue to develop people management capability through leadership development and learning programs and initiatives.
People and Learning
4.3.2
Support Directorates to implement their strategic workforce development plans.
People and Learning
4.4.1
Implement the findings of the Customer Service Review.
Customer Support
Provide appropriate information technology services to staff that enable them to work effectively.
Maintain an effective and committed workforce and provide a supportive, safe and progressive workplace.
Provide quality customer services that respond to the needs of the whole community.
32 City of Greater Bendigo
Strategy
What we will do in 2012 - 2013
4.5
4.5.1
Complete the review of all Section 86 Committees of Council.
Community and Cultural Development
4.5.2
Commence property revaluations in accordance with Valuer General best practice guidelines and in time for City of Greater Bendigo 2014 budget considerations.
Valuations
4.5.3
Implement improvements to capital expenditure delivery.
Contract and Project Co-ordination
4.5.4
Quarterly reporting and monitoring of progress on annual actions contained in the Council Plan.
Strategy
4.5.5
Implement recommendations arising from review of City of Greater Bendigo grant making activities.
Community and Cultural Development
4.5.6
Achieve set standards in customer support in first call resolution, abandon rate and answering customer enquiries.
Customer Support
4.5.7
Prepare for Council elections and develop an induction program for new and returning Councillors.
Executive Services
4.5.8
Develop Councillors ‘Extranet’ to facilitate ongoing communication and provision of information to Councillors.
Executive Services
4.6.1
Review State guidelines and tools to establish mechanisms for inclusion of social procurement into tendering processes.
Contract and Project Co-ordination
4.6.2
Focus on improved project management methodology, including preparation of a business case prior to funding capital projects and demonstrated community need (best value reporting requirements).
Contract and Project Co-ordination
4.7.1
Review and refine emergency management policy and practices.
Risk Management
4.6
4.7
Demonstrate strong corporate governance.
Strengthen project management capacity, planning and delivery.
Provide emergency management co-ordination and response as required.
Key documents
Lead responsibility
Council Plan 2009/13 (Updated 2012) 33
Strategic Indicators Strategic Indicator
“How well do we do it?” Measure
Target 2012/2013
“Is our community better off?” Measure
Target 2012/2013
90%
• Community satisfaction rating for town planning policy
2009/2010 Increase from 47 2010/2011 55
• Community satisfaction rating for the appearance of public areas
New measure
• Community satisfaction rating for enforcement of local laws
New measure
• Community satisfaction rating for waste management
2009/2010 Maintain 70 2010/2011 73
• Community satisfaction with activities to achieve environmental sustainability
New measure
• Sustainable Cities Index rating (sustainability comparison between Australian’s 20 largest cities)
Maintain = or < 10 (10th in 2011)
• Level of engagement and acceptance of plan
Range of engagement activities Number of partnerships
• Community satisfaction rating for local roads and footpaths
Increase from 56 2010/2011 52
• Increase in public transport use, as confirmed by journey to work data from the Census
Increased mode share in all modes except private vehicle
• Community satisfaction with traffic management
New measure
Built and Natural Environment 1
2
Complete and progress urban development strategies
Waste management effectiveness
• Proportion CoGB tasks completed within agreed timeframes
• Reduction in kilograms of domestic waste per household to landfill; (SV).
• Increased per capita volume of recyclable material received at CoGB sorting facility (SV).
3
Develop a sustainable integrated transport network
• Complete the Integrated Sustainable Transport Plan
• Level of investment in all transport planning and development of infrastructure for modes other than the private car.
34 City of Greater Bendigo
2009/10 <622kg 2010/11 = 642kg
2009/10 >250kg 2010/11 = 258kg
Complete by June 2013 Maintain in real dollar terms
Strategic Indicator
“How well do we do it?” Measure
Target 2012/2013
“Is our community better off?” Measure
Target 2012/2013
4
• Condition based renewal
$6.98m
• Community satisfaction rating for local roads and footpaths;
2009/2010 Increase from 56 2010/2011 52
1.05%
• Community satisfaction rating for recreational facilities
2009/2010 Maintain 70 2010/2011 69
• Community satisfaction
2009/2010 Increase from 57 2010/2011 59
Provide, manage and maintain physical infrastructure
gap (roads, bridges and pathways; buildings).
• Percentage of Council assets at intervention level (roads, bridges and pathways; buildings).
Economic Development 5
People live, work, invest in and visit Bendigo
• Delivery of the Inventor Awards in partnership with industry and business.
• Value of planning permits issued.
• Total value of building permits issued.
rating for economic development 2009/10 $168.4M 2010/11 $241.3M
• Community satisfaction
2009/10 $370.8M 2010/11 $370.5M
• Community satisfaction
with lobbying to other levels of government on behalf of the community
Gallery, Capital Theatre and Visitor Information Centres (Bendigo and Heathcote) 6
Economic Development effectiveness
• % of actions completed by target date in Economic Development Strategy
2009/10 306,216 2010/11 295,524
New measure
with art centres and libraries
• Community satisfaction • Attendances at the Art
2009/2010 Increase from 58 2010/2011 Maintain =or >63
New measure
with community and cultural activities
• Community satisfaction
New measure
with planning for population growth in the area 90%
• Community satisfaction rating for economic development
2009/2010 Increase from 57 2010/2011 59
• Unemployment rate
Lower than regional average
Council Plan 2009/13 (Updated 2012) 35
Strategic Indicator
“How well do we do it?” Measure
Target 2012/2013
“Is our community better off?” Measure
Target 2012/2013
• Community satisfaction rating for family support services
New measure
90%
• Community satisfaction rating for elderly support services
New measure
• Community satisfaction rating for recreational facilities;
2009/2010 Maintain 70 2010/2011 69
• Community satisfaction with emergency and disaster management
New measure
• Community satisfaction with community consultation and engagement
New measure
• Community satisfaction with Council’s efforts to keep the community informed of Council events, activities and services
New measure
• Community satisfaction
2009/2010 72 Increase from 2010/2011 70
Community and Culture 7
Work collaboratively to promote community safety and healthy living throughout life stages
• Proportion of CoGB tasks completed within agreed timeframes in: - Positive Ageing Strategy - Community Access and Inclusion Plan - Health and Wellbeing Strategy
• Performance targets set under the Food Act (1984)
Meet or exceed targets
People and Processes 8
Effectiveness of community engagement framework
• Increased use of YoBendigo website
2010/11 Unique users 13,685 Jul 2010 to December 2010 Hits 990,070
• Implement the Community Engagement Strategy
• Number of media releases 9
36
Provide effective customer service in dealing with the public
2009/10 363 2010/11 304
• Customer Support
City of Greater Bendigo
telephone enquiries: - A service level where 85% of all calls are answered within 20 seconds
2009/10 81.89% 2010/11 87.5%
- 70% of telephone calls resolved at point of contact
2009/10 67.34% 2010/11 65%
- A call abandonment rate of = or <5%
2009/10 3% 2010/11 2.9%
rating for interaction and responsiveness in dealing with the public
Strategic Indicator
“How well do we do it?” Measure
Target 2012/2013
“Is our community better off?” Measure
Target 2012/2013
10
Underlying result % – A positive result indicates a surplus. The larger the percentage, the stronger the result. A negative result indicates a deficit.
Ensure a low or medium risk rating for all financial sustainability measures as issued by the Victorian Auditor General
• Community satisfaction rating for overall performance generally of the Council
Increase from 2009/2010 56 2010/2011 59
100
• Community satisfaction
Increase from: 2009/2010 56 2010/2011 59
Financial sustainability
Liquidity – Measures the ability to pay existing liabilities in the next 12 months. Self financing – Measures the ability to replace assets using cash generated by the entity’s operations. Indebtedness – Comparison of non-current liabilities (mainly comprised of borrowings) to own‑sourced revenue. The higher the percentage, the less able to cover non‑current liabilities from the revenues the entity generates itself. Capital replacement – Comparison of the rate of spending on infrastructure with its depreciation. Renewal gap – Comparison of the rate of spending on existing assets through renewing, restoring, and replacing existing assets with depreciation. 11
Strong corporate governance
• Percentage of actions commenced that are listed in the “What we will do in 2011/12” column for each goal area.
• Percentage of actions
rating for overall performance generally of the Council
90
completed that are listed in the “What we will do in 2011/12” column for each goal area.
Council Plan 2009/13 (Updated 2012)
37
Council Elections 2012
Greater Bendigo City Council elections will be held on Saturday, October 27, 2012. This is a postal election and ballot packs will be sent out mid October, closing at 6pm on October 26. The results are expected by Sunday, October 28, or within a few days. Three Councillors will be elected to each of three wards. Nominations open on Thursday, September 20, and close at 12 noon on Tuesday, September 25. Further information about Council elections and standing for Council is available on the Victorian Electoral Commission (VEC) website www.vec.vic.gov.au/stand
Current ward boundaries Elmore
Raywood
Plains West Plains North West
Neilborough
Eaglehawk
Sebastian
Goornong
Epsom Epsom
Huntly
urst hurst Sandh Sand
Myers Flat Marong
ye aye fieldsa Strathfields
Maiden Gully Axedale Strathfieldsaye Mandurang
Lockwood
k ock Eppaloc Eppal
Costerfield
Ravenswood
Heathcote
Golden Square
Flora Hill
roo Flat Kangaroo Kanga
Mia Mia Redesdale
Future ward boundaries Elmore
tick Ward stick Whips Whip Raywood Neilborough Sebastian
Goornong
Huntly
Myers Flat Marong
Maiden Gully Axedale
Lockwood Ward Lockwood
Strathfieldsaye Mandurang
Eppalock Ward Costerfield
Ravenswood
Heathcote
Mia Mia Redesdale
38
City of Greater Bendigo
Councillors
Cr Alec Sandner Mayor 2012 Flora Hill Ward Localities within the ward: Flora Hill, Kennington, parts of Strathdale, Quarry Hill and Spring Gully. Cr Alec Sandner is a Fellow of the Australian Society of Certified Practicing Accountants, a qualified Property Investment Advisor and was appointed a Justice of the Peace in 1990. Cr Sandner has had an extensive background in business over many years and was the owner/operator of the Strath Village Newsagency from 1994 to 2003. Cr Sandner was a Councillor with the former Shire of Strathfieldsaye from 1982 to 1987, serving as Shire President in 1985/1986. He was first elected as the City of Greater Bendigo Flora Hill Ward Councillor at the November 2008 election. Cr Sandner has a long history of community service. He was a past member of the Bendigo Flying Club, Bendigo Jockey Club, ministerial appointee to the Bendigo Aerodrome Committee, member of Girton College Council and Finance Committee, director of Bendigo Trust, treasurer of Bendigo Strathdale Rotary Club, president of Flora Hill High School Committee and secretary of Kennington Primary School Committee. Cr Sandner is interested in all facets of local government, especially planning and economic development matters. Cr Sandner is the current Mayor of the City of Greater Bendigo for 2012.
Cr Rod Fyffe Golden Square Ward
Cr Rod Campbell Eppalock Ward
Localities within the ward: Golden Square, Specimen Hill, Ironbark, West Bendigo and Quarry Hill.
Localities within the ward: Shelbourne, Lockwood South, Ravenswood, Harcourt North, Mandurang, South Sedgwick, Emu Creek, Axe Creek, Myrtle Creek, Eppalock, Lyal, Kimbolton, Derrinal, Mia Mia, Redesdale, Argyle, Heathcote, Costerfield, Mt Camel, Ladyâ&#x20AC;&#x2122;s Pass, Knowsley, Redcastle, Toolleen, Axedale and Longlea.
Cr Rod Fyffe was a Councillor with the former City of Bendigo from October 1983 until Council amalgamations in April 1994. He was first elected to represent Fortuna Ward in the 1996 Greater Bendigo Council elections and was successfully re-elected in 1999 and 2002. Cr Fyffe was returned unopposed as the Councillor for the newly formed Golden Square Ward in both the November 2004 and 2008 elections. He has served three terms as Mayor in 2003/2004, 2004/2005 and 2010/2011. Cr Fyffe has recently retired as a teacher of mathematics and in the past has taught economics, accounting, geology, industry and enterprise and classical societies at Bendigo Senior Secondary College. He maintains a broad interest in all aspects of local government including issues affecting the industry on a statewide basis and has been a long serving member of the Management Board of the Municipal Association of Victoria. Cr Fyffe is interested in economic development, arts, sport and recreation, aged services and youth development, environment and heritage issues.
Cr Rod Campbell is a semi retired civil engineer who has an intimate knowledge of local government through his past employment in engineering and planning roles with the former South Barwon, Myrtleford and Marong Shire Councils. He has worked extensively with rural communities across Victoria in development and planning, design and road construction, buildings and sporting infrastructure. Cr Campbell supports the use of renewable energies and striking a balance between sensible development and the environment. He believes the priorities for Greater Bendigo are water security, public transport, prudent financial management, employment initiatives, tourism and industry, community facilities and realistic policies that reflect community aspirations. He is the son of a farmer and along with his wife Alison has spent the past 25 years living and raising his family in Bendigo. Cr Campbell is a past president of the Apex Club of Myrtleford. He was elected as the Eppalock Ward Councillor at the November 2008 Council election and was the Mayor of the City of Greater Bendigo in 2009/2010.
Council Plan 2009/13 (Updated 2012)
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Cr Lisa Ruffell Epsom Ward
Cr Bruce Phillips North West Plains Ward
Cr Keith Reynard Strathfieldsaye Ward
Localities within the ward: White Hills, Jackass Flat, East Bendigo, Ascot, Epsom, Wellsford and Junortoun. Cr Lisa Ruffell is a successful and active local business woman with a diverse range of qualifications and experiences. Lisa was awarded the 2000 Australian Federation of Business and Professional Woman Incorporated (BPW) Bendigo Business Woman of the Year and was a finalist in the 2000 BPW Victorian Business Woman of the Year Awards. Lisa was a member of the Victoria Police Blue Ribbon Committee, forging closer links between Victoria Police and the City of Greater Bendigo community and raising much needed funds for the Bendigo and Heathcote hospitals. Along with her family, Lisa owns and operates a local business, Ruffell Family Jewellers. Lisa and her husband have run the business since 1985. Lisa has lived in the Epsom Ward with her husband and three children for more than 24 years. Lisa is extremely passionate about her local community and for many years has served as a member of numerous school, sporting, community and charitable organisations. Lisa has a demonstrated history of listening to and working with the community, with special emphasis on local infrastructure, including drainage, footpaths & roads, regional and business development, social issues in the Epsom Ward. Lisa has a long history of involvement and commitment to the future development of Greater Bendigo and its outlying areas. Lisa is determined in her resolve to maintain and further develop the quality of life for the City of Greater Bendigo community.
Localities within the ward: Huntly, Huntly North, Bagshot, Bagshot North, Fosterville, Barnadown, Goornong, Avonmore, Elmore, Hunter, Drummartin, Kamarooka, Neilborough, Raywood, Sebastian, Woodvale, Whipstick, Leichardt, Wilsons Hill, Marong, Maiden Gully, Lockwood and Myers Flat.
Localities within the ward: Strathfieldsaye, Junortoun, Mandurang and parts of Strathdale.
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City of Greater Bendigo
Cr Bruce Phillips was elected as the North West Plains Councillor at the 2010 by-election. Prior to this, he was the Councillor for the City of Greater Bendigo’s former Grassy Flat Ward from 2002 to 2004. Cr Phillips is currently a small business owner and a trained mediator. He is also a qualified civil and municipal engineer and senior public administrator who achieved a Masters Degree with distinction in Business Administration in 1990. He has a strong interest in the future development of Greater Bendigo and its small townships and rural areas, transport and communications, regional tourism, heritage, the environment and the arts. Outside of Council his interests include watercolour painting, cooking and wine appreciation. He has had a long association with service and development organisations in Jaycees and Rotary throughout Victoria and is currently a member of the Bendigo Exhibition Centre Committee of Management, the Maiden Gully Progress Association, Partnership Member of Bendigo Tourism, member of VicRoads Association and member of Beefsteak and Burgundy Club of Bendigo.
Cr Keith Reynard has been a resident of Strathfieldsaye since 1994 and is married with two daughters. He has a B.App.Sci and worked for 22 years as a soil and environmental scientist with DPI. Cr. Reynard is currently undertaking a Masters in Energy Studies and works in the renewable energy industry within central Victoria. Cr Reynard was first elected as the Strathfieldsaye Ward Councillor in November 2004 and successfully returned again in November 2008. Cr Reynard has a long history of community involvement. He is a member of the Strathfieldsaye Sports Club Committee, was a founding member of the Strathfieldsaye & Districts Community Enterprise and a long serving member of the Strathfieldsaye Cricket Club Committee, including past President. Cr Reynard was a long term advocate of the Tannery Lane Recreation Reserve and has been instrumental in working with Council to progress the network of safe walking and cycling tracks. He has a particular interest in future planning and integrated development of Bendigo, ensuring it takes place in an environmentally and socially responsible manner.
Cr James Reade Sandhurst Ward
Cr Peter Cox Eaglehawk Ward
Cr Barry Lyons Kangaroo Flat Ward
Localities within the ward: Bendigo, Central Business District, Long Gully and part of North Bendigo.
Localities within the ward: Eaglehawk, Eaglehawk North, Sailors Gully, California Gully and Long Gully.
Localities within the ward: Kangaroo Flat, Golden Gully, Diamond Hill, Mandurang and part of Spring Gully.
Cr James Reade was born and raised in Bendigo. He currently runs a consulting company called JR Community Development, which helps communities connect with young people. He is also actively involved in many programs that help young people grow in confidence.
Cr Peter Cox lives in Eaglehawk and is currently a Project Manager at Future Employment Opportunities (FEO). Having worked in Eaglehawk since 1989 he was instrumental in setting up the Eaglehawk Recycle Shop at the Eaglehawk Landfill and the Eaglehawk Enterprise Park, now known as Workspace Eaglehawk. He also supervised the renovation of the Sailors Gully Hall and the Eaglehawk Railway Station. Cr Cox has a tertiary qualification in Community Development and has pioneered changes in legislation to reduce road deaths.
Cr Barry Lyons is a retired businessman who moved to Kangaroo Flat in 1981 and established strong links to the local community.
Cr Reade was elected to represent the Sandhurst Ward at the November 2008 Municipal Elections at the age of 19, making him the youngest ever person to be elected as a Councillor in Greater Bendigo. Since the age of 14, James Reade has been heavily involved in the local community and was named the City of Greater Bendigo Young Citizen of the Year in 2006. Cr Reade is passionate about the community and is often asked to talk about his own experience. Cr Reade represented Australia on the Ship for World Youth, which was a cross cultural understanding program organised by the Japanese Government. He is a CFA volunteer with the Axe Creek Fire Brigade, plus many other community groups. He is a graduate of the Loddon Murray Community Leadership Program in 2008. James also won the 2007 Victorian School-Based Apprentice of the Year Award. Cr Reade is committed to Bendigo’s growth and development and is keen to provide a voice for young people at the Council table.
Cr Cox was elected to represent Eaglehawk Ward at the November 2008 election and prior to this served two terms as a Councillor with the former Hawthorn City Council in 1976 and 1979. Cr Cox is the founding president of Empowering Eaglehawk, a community action group that provides funding for local schools, community and sporting groups, personal achievement awards and scholarships. He is also a member and past president of the Rotary Club of Eaglehawk. In 2008 he received the Eaglehawk Community Service Award and in 2005 was named Social Ventures Australia’s Social Entrepreneur of the Year.
He was elected to represent the City of Greater Bendigo as the Kangaroo Flat Ward Councillor at the November 2008 election. Prior to this he was a Councillor with the former Shire of Romsey in the 1970s. A family man, he is married to Betty and has five children and ten grandchildren. He is well known as the former licensee of Kangaroo Flat’s Windermere Hotel, a family business he owned and operated for 23 years. Cr Lyons is a long term supporter and sponsor of local sport including Kangaroo Flat Football/Netball and Cricket Clubs. He served as President of the Kangaroo Flat Lions Club and as a board member of the Kangaroo Flat Community Health Centre. He is interested in all areas of local government and his personal interests include breeding horses.
Cr Cox has a strong interest in community and business development, job creation, planning, major projects and policies that maintain public and private gardens, reserves and recreation facilities.
Council Plan 2009/13 (Updated 2012)
41
CITY OF GREATER BENDIGO Budgeted Standard Income Statement For the four years ending 30 June 2016 Strategic Resource Plan Projections 2012/2013
2013/2014
2014/2015
2015/2016
$’000
$’000
$’000
$’000
Rates and Charges
79,125
83,981
89,136
94,609
User Charges, Fees and Fines
25,313
26,374
27,478
28,630
Contributions and Reimbursements
10,852
11,082
11,319
11,562
Government Grants - Operating
25,751
26,459
27,187
27,934
Government Grants - Capital
9,300
4,990
4,000
12,000
Interest on Investments
1,851
1,952
2,059
2,172
337
350
362
374
152,529
155,188
161,541
177,281
Employee Costs
46,688
50,456
54,528
58,930
Contract Payments, Materials and Services
53,250
55,162
57,510
59,958
Plant and Equipment Operating Expenses
4,061
4,207
4,358
4,515
Borrowing Costs
2,208
2,533
2,828
3,032
37
48
50
52
27,742
28,112
28,574
29,716
133,986
140,518
147,848
156,203
Net gain(loss) on disposal of assets
(5,650)
(3,271)
(3,180)
(3,087)
Surplus (deficit) for the period
12,893
11,399
10,513
17,991
Revenues from Ordinary Activities
Other Revenue Total Revenues Expenses from Ordinary Activities
Bad Debts Depreciation and Amortisation Total Expenses
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City of Greater Bendigo
CITY OF GREATER BENDIGO Budgeted Standard Balance Sheet For the four years ending 30 June 2016 Strategic Resource Plan Projections 2012/2013 $’000
2013/2014 $’000
2014/2015 $’000
2015/2016 $’000
35,083 11,544 612 637 190 48,066
31,417 11,987 624 657 192 44,877
30,172 12,488 637 676 194 44,167
36,608 13,687 650 697 196 51,838
Non-Current Assets Investments in Associates Trade and other recievables Other Financial Assets Property Plant and Equipment Total Non-Current Assets
5,251 474 1,172 1,144,788 1,151,685
5,409 478 1,195 1,178,033 1,185,115
5,571 483 1,219 1,211,868 1,219,141
5,738 488 1,244 1,245,389 1,252,859
TOTAL ASSETS
1,199,751
1,229,992
1,263,308
1,304,697
Current Assets Cash & cash equivalents Trade and other recievables Accrued Income Prepayments Inventory Total Current Assets
Current Liabilities Trade and other payables Provisions Interest-bearing loans and borrowings Trust Funds Total Current Liabilities
11,135 10,868
11,569 11,086
12,240 11,307
12,975 11,534
2,079 2,380 26,462
2,498 2,403 27,556
2,948 2,428 28,923
3,388 2,451 30,348
Non-Current Liabilities Provisions Interest-bearing loans and borrowings Total Non-Current Liabilities
4,958 27,818 32,776
5,057 31,571 36,628
5,157 34,876 40,033
5,261 36,780 42,041
TOTAL LIABILITIES
59,238
64,184
68,956
72,389
1,140,513
1,165,808
1,194,352
1,232,308
547,641 592,872
559,041 606,767
569,554 624,798
587,545 644,763
1,140,513
1,165,808
1,194,352
1,232,308
NET ASSETS EQUITY Accumulated Surplus Reserves TOTAL EQUITY
Council Plan 2009/13 (Updated 2012)
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CITY OF GREATER BENDIGO Budgeted Standard Cash Flow Statement For the four years ending 30 June 2016 Strategic Resource Plan Projections 2012/2013
2013/2014
2014/2015
2015/2016
$’000
$’000
$’000
$’000
Cash flows from operating activities
Receipts from customers
144,415
149,362
155,602
170,586
(105,342)
(109,114)
(115,442)
(122,380)
39,073
40,248
40,160
48,206
3,707
2,500
2,500
2,500
Payments for property, plant and equipment
(51,941)
(43,692)
(44,074)
(44,217)
Net cash inflow (outflow) from investing activities
(48,234)
(41,192)
(41,574)
(41,717)
Proceeds from borrowings - Interest Bearing Liabilities
14,000
6,500
6,500
5,500
Repayment of borrowings - Interest Bearing Liabilities
(1,938)
(2,327)
(2,746)
(3,155)
(755)
(4,362)
(757)
634
(2,208)
(2,533)
(2,828)
(3,032)
9,099
(2,722)
169
(53)
(62)
(3,666)
(1,245)
6,436
Payments to suppliers Net cash inflow (outflow) from operating activities Cash flows from investing activities Proceeds from sale of property, plant and equipment
Cash flows from financing activities
Other Finance costs Net cash inflow (outflow) from financing activities Net increase (decrease) in cash held Cash at the beginning of the year
35,145
35,083
31,417
30,172
Cash at the end of the year
35,083
31,417
30,172
36,608
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City of Greater Bendigo
CITY OF GREATER BENDIGO Budgeted Standard Capital Works Statement For the four years ending 30 June 2016 Strategic Resource Plan Projections 2012/2013
2013/2014
2014/2015
2015/2016
$’000
$’000
$’000
$’000
856
842
927
980
6,675
5,728
6,303
6,667
Buildings
25,413
15,896
6,634
4,902
Artworks
86
84
93
98
4,792
5,559
6,117
6,471
10,269
10,950
17,976
18,726
2,995
3,790
4,634
4,902
856
842
1,390
1,471
51,941
43,692
44,074
44,217
New Assets
22,400
15,950
15,500
14,500
Renewal
29,541
27,742
28,574
29,717
Total Capital Works
51,941
43,692
44,074
44,217
Capital Works areas Land Land Improvements
Plant, Equipment and other Roads & Bridges Drainage Public Furniture & Fittings Total Capital Works Represented by:
Council Plan 2009/13 (Updated 2012)
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City of Greater Bendigo Office Locations & Service Points Main Office Customer Support, Executive Office, Mayorâ&#x20AC;&#x2122;s Office, Children & Family Services, Recreation, Community & Cultural Development, Youth Services, Healthy Communities
Address 195-229 Lyttleton Terrace, Bendigo
48 Mundy Street, Bendigo Organisation Support
Postal Address PO Box 733, Bendigo Vic 3552
St. Andrews Avenue, Bendigo Parking & Animal Control
T: F: E: W:
(03) 5434 6000 National Relay Services 133 677 (03) 5434 6200 requests@bendigo.vic.gov.au www.bendigo.vic.gov.au
Heathcote Service Centre 125 High Street, Heathcote T: (03) 5433 3211 F: (03) 5433 2148 Hopetoun Mill Office 15 Hopetoun Street, Bendigo Statutory Planning, Environmental Health & Local Laws, Asset Planning & Design, Building & Property Services Jaara Building Cnr Mundy Street & Lyttleton Terrace, Bendigo Strategy, Sustainable Environment Unit 34 Mundy Street, Bendigo Aged & Disability Services
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City of Greater Bendigo
41-44 Myers Street, Bendigo City Futures Adam Street Depot 64 Adam Street, Golden Square Parks & Natural Reserves, Presentation & Works, Waste Services Bendigo Art Gallery 42 View Street, Bendigo T: (03) 5434 6088 E: bendigoartgallery@bendigo.vic.gov.au The Capital - Bendigoâ&#x20AC;&#x2122;s Performing Arts Centre 50 View Street, Bendigo T: (03) 5434 6100 E: thecapital@bendigo.vic.gov.au Bendigo Livestock Exchange Wallenjoe Road, Huntly T: (03) 5448 8111 E: livestockexchange@bendigo.vic.gov.au
Council Plan 2009/13 (Updated 2012)
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