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Proposed City Plan 2013-2017 (Year 4) Year 4 of Council’s four year City Plan, incorporating the Strategic Resource Plan 2016-2020 Banyule’s Council Plan – A Partnership between Council and Community

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

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Page 1: Banyule City Council Agenda 14 June 2016 - Proposed City Plan 2013-2017 (Yr 4) under separate cover

ProposedCity Plan 2013-2017

(Year 4)

Year 4 of Council’s four year City Plan, incorporating theStrategic Resource Plan 2016-2020

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

Page 2: Banyule City Council Agenda 14 June 2016 - Proposed City Plan 2013-2017 (Yr 4) under separate cover

Index

City Plan Page

Mayor and Chief Executive Officer Overview ......................................................... 1

About Banyule ....................................................................................................... 5

Our localities .............................................................................................. 5

Our Community .......................................................................................... 6

The Council ........................................................................................................... 7

City Plan Framework (Vision, Objectives and Key Directions)................................ 13

Community Engagement and Social Research...................................................... 16

Summary of Strategic Framework Terms............................................................... 23

Objectives and key directions ................................................................................ 27

People: Community strengthening and support ................................ 27

Planet: Environmental sustainability ................................................ 36

Place: Sustainable amenity and built environment.......................... 45

Participation: Community involvement in community life........................... 55

Performance: Use our resources wisely ................................................... 64

(Note: Each objective incorporates a list of supporting plans and aset of strategic indicators)

Strategic Resource Plan ........................................................................................ 64

Statement of the Management of our Human Resources ........................... 82

Financial Resources................................................................................... 85

Appendices:........................................................................................................... 99

Appendix A: Our Activities and Services ................................................................ 99

Appendix B: Strategic Indicators ............................................................................ 104

Appendix C: Supporting Plans ............................................................................... 131

Note: The City Plan is Banyule’s Council Plan as required by Section 125 of the LocalGovernment Act 1989.

Note: Contact Page to be inserted - back cover

Page 3: Banyule City Council Agenda 14 June 2016 - Proposed City Plan 2013-2017 (Yr 4) under separate cover

City Plan 2013-2017 (Year 4) Page 1

Mayor and Chief Executive Officer Overview

We are pleased to present Year 4 of Banyule’s City Plan 2013-2017. The City Plansets out the key directions and main priorities for Banyule Council and demonstratesthe breadth of work we do to support our community to thrive. We continue to focus onmaintaining and upgrading our public infrastructure and community facilities, findingefficiencies and providing high-quality services. We also remain committed to offering adiverse range of programs and initiatives that foster growth, participation andconnectedness. Year 4 of the City Plan continues to build on our good work over thelast three years and lays a solid foundation for Banyule and the next City Plan 2017-2021.

Council’s vision for the future is based around an affordable, environmentally sound,liveable and prosperous city, sustaining a healthy and engaged community. To achievethis, we follow five interlinked objectives, People, Planet, Place, Participation, andPerformance, that help Council assess the efficiency of services, better manageinfrastructure, as well as measure the effectiveness of initiatives and programs weprovide.

We review the City Plan each year to ensure we respond to community needs, meetour objectives and adapt to changing operating conditions. This process incorporatesextensive community consultation along with consideration of legislative changes,research, socio-economic data, and service and industry trends.

Council has developed Year 4 of the City Plan 2013-2017 with a keen focus on eightkey areas that resonate strongly with our community:

• Fiscal sustainability – practice prudent financial management and responsibilitywithin a new rate capping environment

• Effective communication – improve how we inform, engage and listen to thecommunity

• Environmental focus – protect and improve our environment and embracesustainable practices

• Community building – work with the community to encourage participation,partnerships, and reach its potential

• Investing in infrastructure – ensure our city’s infrastructure meets communityneeds, today and tomorrow

• Prudent planning – use comprehensive planning frameworks, processes andreporting to inform strategic decision making

• Good governance – employ the best possible processes to operatetransparently, efficiently and make informed decisions

• Advocacy – represent the community to secure services and funds from otherlevels of government, organisations and agencies.

Fiscal sustainability

Banyule’s financial position remains strong and we are in a good position to minimisethe impact of rate capping on our community as it comes into effect on 1 July 2016. Itwill however be a challenging new environment when you consider Council deliversservices and maintains and builds infrastructure with increasing costs well in excess ofthe growth in the Consumer Price Index (CPI) which the Victorian State Governmenthas determined as its yardstick. This is compounded by significant financial pressurefrom cost shifting and reduced funding from both the state and federal governments. Asalways, we will continue to be resourceful and look for efficiencies so we can manageand deliver our highly-valued services and facilities for the benefit of the community.

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City Plan 2013-2017 (Year 4) Page 2

Effective communication

Council continues to improve the way it communicates with the community to ensurepeople can engage with us, give feedback, participate in decision making processes,and importantly, help shape our city. We know from independent surveys that Banyulecontinues to outperform many inner and state wide councils in informing the communityand community consultation. In the last year, we have significantly increased our digitalcommunication, such as online surveys and social media, to improve our reach andprovide more opportunities for our community to engage with us and give feedback.

Council places great importance on gathering the views from a broad range ofcommunity representatives which inform the development of the City Plan. It is thisemphasis on two-way communication that ensures our City Plan remains relevant toour community, aligning our objectives with community expectations. Throughout theyear, more than 1,500 people directly responded to engagement opportunitiesregarding our City Plan and other key plans and projects.

Environmental focus

Our future landscapes will be shaped by Council’s decisions today and we remaincommitted to protecting and enhancing our natural environment for future generationsto enjoy. Our actions are firmly directed by a goal to achieve carbon neutrality by2019/2020. We continue to implement our Urban Forest Strategic Plan which nurturesand enhances Banyule’s extensive parklands, native bushlands and 60,000 streettrees. We continue to encourage the community to adopt practices to reduce waste,recycle and live more sustainably through education programs and leading by example.

Over the last few years, Council has implemented several major projects that continueto bring significant environmental and financial benefits. We have completed a $4.7million energy efficient street light replacement program, and our award-winning $6million stormwater harvesting project continues to save 45 Olympic swimming pools ofdrinking water each year. We continue to install solar hot water and solar panels onCouncil buildings, and our new staff accommodation and community facilities currentlybeing built above WaterMarc in Greensborough incorporates environmentallysustainable design to reduce greenhouse gas emissions and will eliminate the need totravel between offices.

Community building

A major focus of Council is to promote and support good health for people of differentages, life stages and backgrounds. Our Home and Community Care Program (HACC)allows older people and people with disabilities to live actively and independently intheir homes. We continue to provide free primary health services for all Banyulefamilies with children aged birth to school age and support families in the areas ofparenting, health and development, wellbeing and safety. We directly manage threechildcare centres and two kindergartens, and also manage 4-year-old enrolments for28 community-managed kindergartens.

Council continues to promote and support inclusive communities and address issuessuch as graffiti and violence against women through programs, committees andeducation. By providing a range of popular community events and activities, andinvesting in recreation, leisure and arts, we are helping to support a vibrant, connectedcommunity. Council also assists local businesses and shopping precincts to thrive,while our neighbourhood houses and libraries continue to connect people and offer avast array of learning opportunities.

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City Plan 2013-2017 (Year 4) Page 3

Investing in infrastructure

Council looks after the ongoing management of $1.3 billion in community assets, whichinclude libraries, community halls, roads, footpaths, drains, parks and playgrounds.Banyule is an old municipality and this means we need to maintain and upgrade ageinginfrastructure. We have allocated $47.95 million to deliver capital works projects in theProposed Budget 2016/2017 and remain committed to improving the liveability ofBanyule by creating community hubs, enhancing our open spaces and sportingfacilities, and renewing vital infrastructure. Our new civic building in Greensboroughhas been funded from the sales of commercial properties and not rates, and paves theway for major civic revitalisation in Greensborough and Ivanhoe.

Key major projects and initiatives which form part of Year 4 of the City Plan:

• Allocate $3.9 million into our parks, gardens, playgrounds and shared paths,including a regional play space at Anthony Beale Reserve.

• Upgrade sporting grounds, facilities and pavilions, including Ivanhoe Parkpavilion.

• Start construction of the Ivanhoe Community Learning Hub.

• Invest $8.6 million in maintaining and upgrading roads, bridges and drainage.

• Complete construction of One Flintoff, Council’s new staff accommodation andcommunity facilities in Greensborough.

• Implement the Banyule Integrated Transport Plan 2015-2035.

Prudent planning

Council employs comprehensive planning frameworks, processes and reporting toinform strategic decision making. These ensure that we can effectively perform our roleof steward for an extensive range of municipal resources and assets, and help usdeliver more than 100 high-quality services to the community.

Importantly, our prudent planning and strategic management enables Council to meetfuture needs and brings financial stability. This can be demonstrated by our extensiverange of strategic plans that help guide us, such as our Banyule Integrated TransportPlan 2015-2035, Urban Forest Strategic Plan, and Economic Development Plan. Thereare also many masterplans that help shape the city and ensure that what we do nowwill benefit the community for many years to come, for example the Darebin CreekMasterplan which sits under the overarching Banyule Open Space Strategy. Councildevelops reports to review Council assets and infrastructure, and assist with projectprioritisation. By adopting this long-term focus, Council can better prepare for thechallenges ahead.

Good governance

Banyule strives for upmost accountability at every level of the organisation and in itsrole as local government. We adopt the best possible processes to ensure we operatetransparently, efficiently and make informed decisions. We review our practices to meetlocal government and industry standards. Banyule councillors have articulated a set ofcode of conduct values beyond the standard requirements to provide exemplaryleadership to the community.

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City Plan 2013-2017 (Year 4) Page 4

As an organisation, we value a productive, ethical and innovative workforce that strivesto improve Council’s service delivery and enhance performance. We are vigilant inensuring all the necessary controls are in place to practice sound risk management andgood governance. Equally important to us is listening to how the community perceivesour performance. This helps shape our City Plan and enables us to evaluate ourservices and review our processes to ensure what we do remains relevant and whatwe deliver is at best value.

Advocacy

One of our important functions as a council is to represent the interests of thecommunity and advocate on its behalf to all spheres of government and the privatesector to improve services, infrastructure and social outcomes. We continue toadvocate by participating in industry forums, making submissions, submittingapplications for funding and meeting with Federal and State Members of Parliamentand key staff from government departments. Some of the main areas of focus include:transport; early years, youth and family services; aged and disability services;economic development; sporting facilities; and capital projects.

Working closely with advisory groups, committees, community groups andorganisations, we seek to attract additional resources to the municipality and resolveissues that are beyond Council’s direct control yet affect the liveability of ourmunicipality.

Year 4 of the City Plan 2013-2017 demonstrates Council’s commitment to work withour community to continue to improve Banyule. Operating in a rate capping and costshifting environment will be challenging; we do, however, remain resilient by continuingto find efficiencies and working from a strong financial position that we have built overthe last few years. This allows us to continue to deliver a substantial number of capitalworks as well as maintain our public infrastructure and highly-valued services. We lookforward to continuing this journey and making Banyule an even better place foreveryone to work, live and play.

Cr Craig LangdonMayor

Simon McMillanCEO

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City Plan 2013-2017 (Year 4) Page 5

About Banyule

Our Localities

(Map showing boundaries, suburbs and adjoining municipalities)

Banyule is located between seven and 21 kilometres north-east of central Melbourneand is made up of 21 suburbs. The City covers an area of approximately 63 squarekilometres. The Yarra River runs along the City’s south border while the west isdefined by Darebin Creek. Banyule is located on the lands of the Wurundjeri andCouncil recognises the Wurundjeri as the traditional custodians of the lands and watersupon which Banyule is located.

Banyule is renowned for its open spaces and plentiful parklands, especially along theYarra and Plenty River valleys. There are 466 hectares of council-owned open space inBanyule, as well as substantial areas of parkland managed by Parks Victoria. Theseprovide a wealth of recreational, environmental and tourism opportunities for theregion. There are sites of botanical, zoological, habitat and heritage significance,including aboriginal archaeological sites and scar trees, and points of interestassociated with the Heidelberg School of Artists.

Banyule is the active resident’s dream place to live, with many excellent communityleisure facilities including indoor aquatics and fitness centres at Ivanhoe, WestHeidelberg and Watsonia and the facility at Greensborough – WaterMarc.Greensborough also has a synthetic athletics track, while a hockey centre and indoornetball stadium can be found at Bellfield and Macleod respectively. There are otherplaying fields, tennis and bowling clubs throughout the municipality.

Cycling and walking through Banyule are popular pastimes, made enjoyable by themany kilometres of bicycle and pedestrian trails throughout the City, particularly alongthe Yarra and Plenty Rivers and the Darebin Creek.

The City is primarily a residential area and retaining the character of individualneighbourhoods is important to the local community. While separate houses dominate,increasing numbers of semi-detached houses, townhouses and units are being built.Over two thirds of homes are privately owned or being purchased, with most of the restbeing rented.

Banyule has a number of commercial centres, the largest being the GreensboroughPrincipal Activity Centre, with Heidelberg and Ivanhoe designated as Major ActivityCentres. There are significant industrial areas in Heidelberg West, Greensborough,Briar Hill and Bundoora. The City is home to a number of large institutions such as theAustin Hospital including the Olivia Newton John Cancer Centre, the Mercy Hospital forWomen, the Heidelberg Repatriation Hospital and the Simpson Army Barracks.

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City Plan 2013-2017 (Year 4) Page 6

Our Community

Council recognises the habitation of this land by the Traditional Owners, the Wurundjeriwillam. Melbourne’s north-east was the homeland of the Wurundjeri willam people whobelonged to the Woiworung language group and greater Kulin Nation. The confederacywas made up of allied clans from south-central Victoria.

Today, the Wurundjeri Tribe Land Compensation and Cultural Heritage Council,recognised as the Aboriginal custodians of Banyule and Kulin Nations, take care of thispowerful cultural heritage. Council is committed to protecting Aboriginal heritage sites.Over fifty Aboriginal heritage sites have been identified in Banyule. Most are besidemajor waterways like Darebin Creek and the Yarra and Plenty Rivers.

The City also has a significant European cultural heritage associated with painters ofthe Australian Impressionists (previously referred to as the Heidelberg School) such asArthur Streeton, Tom Roberts, Charles Conder, Frederick McCubbin, Walter Withers,Jane Sutherland, Clara Southern and Jane Price, and architects and urbanlandscapers including Walter Burley Griffin, Ellis Stones and Edna Walling. Banyulehas close links with the birth of the Australian Art Movement and influential artists suchas Napier Waller, Albert Tucker, Sidney Nolan, Joy Hester and Norman MacGeorge,who bequeathed his estate in Fairy Hills to the University of Melbourne to encouragedevelopment of the arts. Sidney Nolan’s first art exhibition was held in Burgundy Street,Heidelberg.

Heidelberg West is an area rich in history and diversity, and harbouring strongcommunity spirit. The Olympic Village in Heidelberg West was the home of the Olympicathletes during the 1956 Melbourne Games. The village housed 4,200 athletesrepresenting 67 countries. Shortly after the Olympic Games had finished, some of theVillage housing was made available for sale, however the Village was largely convertedto public housing and tenanted by the then Housing Commission of Victoria. TheOlympic Village today is similar to the original village. Minor variations exist in the roadnetwork and in the types of housing provided, but the area remains largely in its originalform. In 2000, the Village hosted the Olympic Torch Relay for the Sydney Olympics.

Banyule has a diverse community of more than 125,000 residents from over 140countries. A significant number of residents have European ancestry, and there is anincreasing population of people with Asian and African ancestry. This diversepopulation brings a cultural richness to our community.

Although the number of people living in Banyule is expected to increase in the nextdecade, our population is expected to age, with the greatest growth occurring in theover 60 age group. Recently the population of under 4 year olds has grown, asBanyule, along with the nation as a whole, has experienced a mini ‘baby boom’.

Banyule’s main industries are health care, retail, education, construction andmanufacturing. A large number of the jobs available in Banyule are filled locally.

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City Plan 2013-2017 (Year 4) Page 7

The Council

Council has seven democratically elected ward Councillors who have overallresponsibility for providing services and facilities for the community, improving anddeveloping the municipality and governing the local area.

(Note: This will include ward map and group photo of Councillors.)

Cr Craig LangdonMayorOlympia Ward Elected 2011 Current Term Expires 2016Mayor 2015/2016, 2014/2015, 2013/2014Deputy Mayor 2012/2013

Cr Steven BriffaDeputy MayorHawdon Ward Elected 2008 Current Term Expires 2016Deputy Mayor 2015/2016, 2013/2014

Cr Jenny MulhollandGriffin Ward Elected 2000 Current Term Expires 2016Mayor 2003/2004, 2004 (Mar 2004 – Dec 2004)Deputy Mayor 2004/2005, 2009/2010, 2014/2015

Cr Mark Di PasqualeBakewell Ward Elected 2012 Current Term Expires 2016

Cr Rick GarottiGrimshaw Ward Elected 2012 Current Term Expires 2016

Cr Tom MelicanIbbott Ward Elected 2003 Current Term Expires 2016Mayor 2008/2009, 2011/2012Deputy Mayor 2006/2007, 2007/2008

Cr Wayne PhillipsBeale Ward Elected 2005 Current Term Expires 2016Mayor 2005/2006, 2006/2007, 2007/2008, 2009/2010, 2012/2013Deputy Mayor 2010/2011, 2011/2012

Council Committees and Representatives 2015

Each year Council appoints Councillor Delegates to Banyule Advisory Committees andother external committees.

Advisory Committees are made up of Councillors and community members. Theyhave terms of references and meet to discuss issues and advise Council.

In addition to Advisory committees, Council is often invited to participate on a range ofexternal committees (in partnership).

Both advisory and external committees provide important linkages between Council,Community, and State agencies and interest groups.

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City Plan 2013-2017 (Year 4) Page 8

The following represents the Council Committee Listing 2015, as appointed on or afterthe Mayoral Election held 16 November 2015

Banyule AdvisoryCommittees

Background Councillor

Aboriginal and TorresStrait IslanderAdvisory Committee

The aim of BATSIAC is to provide Council withadvice on Aboriginal and Torres Strait Islanderissues and on the implementation of Council’sInclusion, Access and Equity Framework (IAEF)and Aboriginal and Torres Strait Islander Plan.

Cr Craig Langdon

SubstituteCr JennyMulholland

Age-friendly AdvisoryCommittee

The initial terms of reference for this committeewill be for the development of an Age-FriendlyCity Plan 2015- 2018. The Committee includesrepresentation from Council, Residents,Community Organisations, Agencies and Serviceproviders who have a focus on the provision ofservices to older people in Banyule andCommunity Groups.

Cr Craig LangdonCr JennyMulholland

Arts and CulturalAdvisory Group

Provide a formal mechanism for Council to consultwith key stakeholders, seek specialist advice andenable community participation in arts & culturalplanning and development.

Cr JennyMulhollandCr Tom Melican

Audit AdvisoryCommittee

The role of the Audit Committee is to assistCouncil in fulfilling its governance responsibilitiesby overseeing compliance with laws andregulations, accountability requirements, ensuringsound ethical standards are practised and thenecessary systems controls are in place tomanage risks and headed by an independentchairperson.

Cr Rick GarottiCr Mark DiPasquale

SubstitutesCr Craig LangdonCr Tom Melican

Banyule BicycleAdvisory Committee

This committee with provide advice to on theimplementation of the Banyule Bicycle Strategy2010-2020 and Implementation Plan and otherrelated documents/initiatives as well as providingadvice to Council on relevant cycling matters andraise cycling issues of local, regional or globalinterest or concern for consideration by Council.

Cr Tom Melican

Banyule EnvironmentAdvisory Committee(BEAC)

Provide advice to Council and Council staff on thedevelopment, implementation and evaluation ofCouncil’s key environmental documents andinitiatives including the Environment Strategy andthe State of Environment report and other relateddocuments/initiatives.

Cr Mark DiPasquale

SubstituteCr Steven Briffa

Banyule MulticulturalAdvisory Committee(BMAC)

The aim of BMAC is to provide Council withadvice on multicultural issues and on thedevelopment and implementation of Council’sInclusion, Access and Equity Plan (IAEP).

Cr Mark DiPasquale

SubstituteCr Steven Briffa

Chief ExecutiveOfficer (CEO)Employment MattersCommittee

To advise the Council on all contractual mattersrelating to the CEO’s employment headed by anindependent chairperson.

All Councillors

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City Plan 2013-2017 (Year 4) Page 9

Banyule AdvisoryCommittees

Background Councillor

Disability andInclusion AdvisoryCommittee

The aim of BDIAC is to provide Council withadvice on disability and inclusion issues and onthe implementation of Council’s Inclusion, Accessand Equity Framework (IAEF) and CouncilDisability Action Plan.

The priority of the committee is to assist with thedevelopment of the 3 year Disability Action Plan2015-2017.

Cr Jenny

Mulholland

SubstituteCr Craig Langdon

Early Years AdvisoryCommittee

Its role is to: Contribute to the identification of keypriorities for children and families in Banyule CityCouncil from a parent/carer perspective; InformCouncil’s planning in response to early year’sissues and developments; Provide advice inrelation to key early years initiatives and activities;& Participate in discussions regarding theprogression of early childhood as a priority for ourcommunity.

Cr Mark DiPasquale

SubstituteCr Jenny

Mulholland

Lesbian, Gay,Bisexual,Transgender andIntersex (LGBTI)Advisory Committee

The aim of the LGBTI committee is to provideCouncil with advice and information on issuesfacing the LGBTI community and on thedevelopment and implementation of Council’sInclusion, Access and Equity Plan (IAEP).

Cr Jenny

Mulholland

SubstituteCr Craig Langdon

Strategic Property &Planning Group

The purpose of this committee is to review thecurrent and future property requirements of theCouncil to ensure that adequate provision is madeto meet future community needs. The committeereviews current property holdings to ensure that itis still needed for Council requirements or can bebetter utilised for another purpose.

All Councillors

Notes:• These Advisory Committees are considered Assemblies of Councillors pursuant

to section 80A of the Local Government Act 1989.• In addition to the Advisory Committees, an Assembly of Councillors is any

planned (or scheduled) meeting where at least 4 Councillors and one councilstaff member are present with the intention, or likelihood, of the matters beingdiscussed being the subject of a Council decision.

• * Audit Committee is excluded as an Assembly of Councillors under the LocalGovernment Act 1989

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City Plan 2013-2017 (Year 4) Page 10

Council has established portfolio Chairs through as a mutually agreed protocol whichsees them undertake a role as a spokesperson within the Council Chamber for thoseissues generally falling within their allocated portfolio.

Portfolio Councillors are not involved in the day-to-day operations of the portfolio areabut have a deeper understanding of the issues in these areas.

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

Chair Substitute

City DevelopmentPortfolio

Cr Wayne Phillips Cr Steven Briffa

Community ProgramsPortfolio

Cr Mark Di Pasquale Cr Steven Briffa

Assets & CityServices Portfolio

Cr Steven Briffa Cr Mark Di Pasquale

Corporate ServicesPortfolio

Cr Rick Garotti -

External Committees Background Councillor

Darebin CreekManagementCommittee

Established to ensure the preservation,restoration, environmental protection, andecologically sensitive development andmaintenance of the Darebin Creek Linear Park.

Cr Craig Langdon

SubstituteCr JennyMulholland

MetropolitanTransport Forum

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

Cr Tom Melican

SubstituteCr Rick Garotti

Metropolitan Wasteand ResourceRecovery Group

is established under the Environment ProtectionAct 1970 and consists of a councillor (votingmember) and a council officer (as an advisory,non-voting member) from each of the 31 councilareas that make up the MWRRG region

* MWMG Board : Councillor Tom Melican is as aDirector on the MWMG Board. His tenure will rununtil 28 October 2016.

Cr Tom Melican

Napier WallerProperty Committeeof Management

To manage the restoration of the house, gardenand art collection of the former residence of theartist Napier Waller.

Cr Craig Langdon

SubstituteCr JennyMulholland

Northern Alliance forGreenhouse Action(NAGA)

Investigates, develops and coordinates energysaving and greenhouse gas emissions abatementprojects within the NAGA region.

Cr Tom Melican

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City Plan 2013-2017 (Year 4) Page 11

External Committees Background Councillor

Northern MelbourneRegionalDevelopmentAustralia Committee

The Northern Melbourne Regional DevelopmentAustralia (NMRDA) committee builds partnershipsbetween all levels of government, localbusinesses, community groups and key regionalstakeholders to provide strategic and targetedresponses to economic, environmental and socialissues affecting Melbourne’s North.

Northern Melbourne covers the local governmentareas of Banyule, Darebin, Hume, Moreland,Nillumbik, Whittlesea and Yarra.

Cr Tom Melican

Yarra Plenty RegionalLibrary Board

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

Cr JennyMulhollandCr Steven Briffa

Yarra Plenty RegionalLibrary AuditCommittee

One YPRL BoardMember and 1 proxy

A sub committee of the Yarra Plenty RegionalLibrary Board which advises on financial and riskmanagement issues.

Cr JennyMulhollandCr Steven Briffa

Municipal Association of Victoria (MAV) Committees

MunicipalAssociation of

Victoria (MAV) –Committees

Background Councillor

MAV Board Provides leadership by supporting localgovernments to achieve high levels of respect andrecognition through improved performance.

Cr Melican is an MAV Board Member for 15/16.

Cr Tom Melican

MAV State Council –Representatives

State Council is the MAV governing body. It ismade up of representatives from each membercouncil.

Members must appoint a representative to attendState Council meetings, exercise their council’svote and provide regular reports to their council onthe activities.

Cr Tom Melican

SubstituteCr Steven Briffa

MAV – EnvironmentCommittee

To inform and help progress MAV work onenvironment priorities identified by the sector inthe MAV Strategic Plan, State Council resolutionsand as nominated by the Board.

Cr Tom Melican

Cr JennyMulholland

MAV PlanningCommittee

To engage member councils and inform andprogress land use planning issues impacting onlocal government as prioritised by the MAVStrategic Plan and through State Council.

Cr Tom Melican

Substitute

Cr JennyMulholland

MAV Transport &InfrastructureAdvisory Group

The PDRG meets regularly every second monthThe PDRG can meet more regularly for specificissuesPDRG regular meetings are held at the MAV

Cr Tom Melican

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City Plan 2013-2017 (Year 4) Page 12

The Banyule Cemeteries Trust is responsible for the operation and maintenance ofWarringal Cemetery and Greensborough Cemetery. Warringal Cemetery is theprimary operational cemetery.

The Banyule Cemeteries Trust is managed by Banyule City Council under the LocalGovernment Act. All Councillors are Trust Members of the Banyule Cemeteries Trust.

Other Trust Members Substitute

Banyule Cemeteries Trust All Councillors n/a

Good Governance - Accountability to each other and our Community

In late 2015 the Local Government Act 1989 was amended to include a number ofimportant reforms to the councillor conduct framework and the governancerequirements for councils.

One of the most significant of these reforms is the requirement for councils to reviewthe councillor code of conduct, which is now required to be done at a special meetingof Council called especially for that purpose. Going forward, all incoming councillorsmust read their Council’s Code of Conduct and make the declaration to abide by itbefore taking (and remaining in) office.

Banyule’s Councillor Code of Conduct, which is available on Council’s website, isalready well placed to meet the high level of governance standards expected. Indeveloping their Code of Conduct, Banyule’s Councillors have gone beyond the baserequirements and have articulated a set of values to which they hold themselves andeach other to account to provide exemplary leadership to the community. These valuesare:

• Advocacy and Leadership

• Accountability

• Honesty and Integrity

• Courtesy and Respect

• Openness and Inclusion

• Be the Best

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City Plan Framework

Council’s role is to locally govern for all residents, visitors and ratepayers, and providea range of programs and services that meet the needs of our community.

Our City Plan provides a roadmap for us to follow in this important role. Underpinnedby our vision and principles, the Plan’s objectives give us clear areas of focus for thefour-year period and guide us to achieve the best we can for our community.

Vision (What we strive for)

Banyule, a green, liveable and prosperous city,sustaining a healthy and engaged community.

The core principles that help us achieve our Vision are:

Principles

• Sustainability for our future

• Community wellbeing

• Community participation

• Fairness in all we do

• Maintaining our community’s trust

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The following diagram gives an overview of Council’s objectives and key directions:

The framework outlined above is supported by a set of key policies, strategies, andplans. We use strategic indicators to measure our achievements.

The City Plan includes a Strategic Resource Plan, which is integrated within our‘Performance – Use our resources wisely’ objective.

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The purpose of Council’s City Plan 2013-2017 is to set the strategic direction forCouncil responsibilities over the next four years. It outlines priorities and helps guidethe services that we provide to the community. The City Plan is informed by and usedby Councillors, Council staff, community members, relevant stakeholders, agencies,the State Government, and residents.

The City Plan’s focus is on:

• Greater alignment of Council services with community expectations.

• Articulating the direction and nature of Council priorities.

• Responsive allocation of resources.

• Providing a communication link between Council and our community.

• Setting the ongoing direction of the Council.

Many sources of information have helped shape the development of this City Plan2013-2017. Council’s engagement and participative approach to planning with and forour community will continue. Genuine engagement allows us to learn from people’sexperiences of living in Banyule. Council uses this to plan better and continuouslyimprove service delivery. Appropriate engagement gives the community an opportunityto discuss and respond to key issues affecting their experience in Banyule.

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Community Engagement and Social Research

Local Government Planning and Accountability Framework

Banyule City Council adheres to the Local Government Planning and Reporting BetterPractice Guide in the development of its strategic planning process:

“Statutory requirementsThe Planning and Accountability Framework is found in part 6 of the Act and in theregulations. The legislation requires councils to prepare the following documents:

• a council plan within the period of six months after each general election or by30 June, whichever is later

• a strategic resource plan for a period of at least four years and include this inthe council plan

• a budget for each financial year

• an annual report in respect of each financial year.

The following diagram shows the relationships between the key planning and reportingdocuments that make up the planning and accountability framework for localgovernment. It also shows that there are opportunities for community and stakeholderinput and feedback at each stage of the planning and reporting cycle. This is importantto ensure accountability to residents and ratepayers.

Planning and Accountability Framework

Figure 1 – Planning and Accountability Framework

Note: The information above is sourced from the ‘Local Government Better PracticeGuide 2015-16: Planning and Reporting, Department of Environment, Land, Water andPlanning, Local Government Victoria

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An overview of our consultation approach

We are committed to engaging with our local communities, and continually improvingthe ways that people can have their say about the places they live, work and play, andthe services they use. Community feedback, along with things such as legislativechanges, reviews of service standards, budget information and industry trends allcontribute to shaping Council’s direction.

We’re proud of our commitment to consultation and engagement, which supportsconversations and greater understanding between Council and the community, andincreases civic engagement and participation in community life.

Our four year City Plan 2013-2017 was developed in 2013 after extensive communityconsultation. Each year we review and modify the City Plan. We design ourconsultation approaches so that community feedback is included in the City Plan as itis reviewed and updated each year.

Our 2016 Engage, Discuss, Respond Consultation report outlines our consultationand engagement approach and captures a range of consultation and engagementprojects that have been conducted over the last eighteen months.

Consultation for Year 4 of the City Plan

In developing year 4 of our City Plan we have evolved our consultation approach.During the past 18 months we conducted a broad range of consultations on a variety ofissues including Year 3 of our City Plan and other important strategic plans and anumber of smaller local projects. We also worked closely with our community advisorycommittees who represent the needs of particular community groups.

In addition to relying on consultation to inform specific projects we also use theoutcomes of all our community consultation to feed into the development of Year 4 ofour City Plan.

We have also conducted a specific community engagement activity between November2015 and April 2016 where our community had the opportunity to feedback how theyfelt about Council’s performance and to share ideas about how to make Banyule aneven better place to live.

Much of the summer was spent out and about at our community events asking thecommunity how Council was working across the key areas of our City Plan. Thisactivity was called ‘What’s the Word’. Residents were invited to use their own mobiledevices to express their satisfaction with Council using three simple rankings – happy,neutral and not happy. Council also ran this activity via our website over the summerperiod.

In total, over 420 people had their say with the following results:

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

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

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

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

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Other consultation and research methods

We use a broad range of consultation and data sources to inform the development ofthe City Plan. This means that we can hear from and represent a broader range ofpeople’s views. This is especially true for those who do not like going to meetings orcompleting surveys, or where other ways of engaging are more appropriate.

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

• Open Space Strategy - Council is developing the next Open Space strategywhich outlines our plans to maintain and enhance our open spaces.Consultations began in August 2015 and are still underway.

• Banyule Integrated Transport Plan 2035 Consultations. From November 2013until August 2015, through 3 phases of consultation, the community shared theirthoughts on the vision, key themes, priority issues, strategies and actions forthe Banyule Integrated Transport Plan (ITP) 2015-2035.

• Economic Development Plan Consultations - The local business communityshared their thoughts on growing the local economy. The broader communitywere then asked to comment on the Economic Development Plan

• Playground replacement strategy. We used a variety of different methods toconsult with 191 people including children and young people about what theywould like to see in three playgrounds that were having equipment replaced.

• We consulted with over 200 residents, businesses and local organisationsabout their vision for the Watsonia Village Shopping Centre.

• Greensborough Project - We held consultation and information sessions on theland use and development guidelines for key areas of Greensborough.

• Youth Services conducted over 500 surveys at major events throughout theyear to gather data on issues important to young people.

• Household Survey 2015 – Over 700 households were surveyed to gain anunderstanding of demographic changes in Banyule as well as identifying issues,concerns and trends.

• Ongoing Consultation with Council’s Advisory Committees (Multicultural,Environment, LGBTI, Disability, Aboriginal and Torres Strait Islander)

• Ongoing Consultation with Councils Age Friendly Advisory Committee

• Urban Forest Strategic Plan consultation – survey of over 200 residents abouttrees across Banyule.

• State Government Annual Community Satisfaction Surveys.

• Key Council plans and strategies (e.g. People: Health and Wellbeing Policy andStrategy, Planet: Environmental Sustainability Policy and Strategy, MunicipalStrategic Statement, Arts Plan and the Recreation Plan).

• Industry benchmarking exercises to compare Council services with bestpractice standards. Many of these comparators will become readily available toour community through the office of Local Government with their LGPRFindicator program.

Evaluation and improving the consultation process

Each year we evaluate the consultation process to look for ways to improve how weconsult and engage with our community. We also work closely with other Councildepartments to share the information gained from our consultation.

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Additional sources of data that inform Council decision making

Council uses a variety of methods to involve our community in the decisions we make.These include public forums such as workshops, advisory committees, surveys, focusgroups, and community comment mechanisms, email feedback via our website andindividual feedback such as formal submissions.

Networks, Advisory Committees and Working GroupsNetworks, reference groups and advisory committees provide independent commentfor Council and officers on various policies and strategies that are developed andimplemented. They cover the areas of leisure and sport, culture, and environment andconsist of a broad base of interested people within the community.

In addition to the standing networks and committees, short-term working groups ofcommunity members are established for specific projects. These can range fromorganising a festival to giving community perspective on major works.

Statutory ProceduresUnder the Local Government Act 1989, Council is required to call for formalsubmissions on matters such as proposed discontinuance of roads, special chargeschemes and adoption of local laws. This is also the case for the lease of Councilfacilities.

Individual and face to face feedbackCouncil welcomes and encourages community feedback and people can share theirviews at any time. Community feedback can be made via a provided return paidpostcard, letter, telephone, website or email.

Customer requests are a key source of information to assist in improving our services.We are committed to providing excellence in customer service and communications, toensure our community and stakeholders have access to quality information aboutCouncil services, activities, processes and systems.

Council also delivers an ‘Out & About’ program to foster better links and informationflow with the community. Under this program, members of the customer service team(supported by service unit staff) attend community centres and events to promoteCouncil and community programs and services, as well as educate the community onhow to best access the services and opportunities available to them. This program isvery successful and has a particular focus on groups who have difficulty in accessingCouncil information or services, for example senior citizens groups.

Surveys and WorkshopsCouncil conducts surveys during the development of policies, service reviews or formonitoring community satisfaction with Council’s services. The size of the survey canrange from a local neighbourhood to the entire municipality. One-on-one personalinterviews are often conducted with traders in the development of shopping centrestrategies. Focus groups are another research method used from time to time tostrengthen existing or proposed services. Workshops are another way we engage withand hear community voices. Workshops are often used to help gain more in-depthviews on specific topics.

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Regular Community ConsultationIn addition to specific community consultation projects undertaken as part of reviews ofCouncil services, Banyule also conducts community consultation and stakeholderforums prior to developing or revising corporate policies and strategic plans.

We also have a range of ways in which we interact with and seek the views of ourdiverse communities on a more regular basis. Various groups and committees havebeen established to gain representative input from particular communities, including:

• Banyule Environment Advisory Committee

• Arts and Cultural Advisory Group

• Early Years Advisory Committee

• Multicultural Advisory Committee

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

• Disability and Inclusion Advisory Committee

• Aged Friendly Advisory Committee

• Aboriginal and Torres Strait Islander Advisory Committee

Demographic resourcesMuch of our decision making is based upon demographic information and forecastingtools which enable us to look forward and plan appropriately for our community. Theseinclude:

• ABS census data

• ID data analysis of 2011 Census information for the Banyule census collectordistricts (see profile.id.com.au/banyule)

• Community Indicators of health and wellbeing from the Department of Health.

We have also developed a series of data profiles for specific areas and populationgroups within Banyule. Contact Council for more information.

Feedback

The information we gather and the feedback we receive is incorporated in the followingkey documents:

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

We have included proposed key initiatives to provide clear and practicalexamples of the intent of Council’s strategic directions and the link tocommunity feedback. This allows our community to comment in detail onwhether Council has fairly represented the priorities and needs of itscommunity.

• 2016 Engage, Discuss, Respond Consultation Report.

This document outlines Council’s approach to consultation and engagementand gives a summary of the various projects and activities where people havehad their say over the last 18 months. The document also includes details ofhow Council has responded to community feedback, including through thedevelopment of Year 4 of the City Plan.

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

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Our Linkage between City Plan and Budget

The Annual Budget is developed within Council’s overall strategic planning framework.This framework guides the Council with information that aids in identifying communityneeds and aspirations for the long-term, in the Medium term (Council Plan) and short-term (Annual Budget). Objectives, key directions, initiatives and activities are used toallocate resources in a considered manner from this information.

Throughout this City Plan and through our budget the manner in which we seek toachieve our objectives is described in three key ways:

• Services – This is the main stay of our work for the community. It captures thesubstantive service activities of Council that provide an outcome for the keydirection within an objective.

• Partnerships and Shared Resources – This outlines some of the keypartnerships with the Community, other levels of government and agencies todeliver on the key directions.

• Key Initiatives – A summary list of initiatives which shows the Communitypractical examples of the type of work that will be undertaking in 2016/2017.These initiatives are often targeted to achieve extra efforts in particular areas ofemphasis, based on community feedback or particular issues that arise.

Accountability to our community is ensured through Audited Financial and PerformanceStatements (containing our key performance indicators) and our statutory annual reportto the community.

Essential in the planning and application of Council’s resources is the critical link to thecommunity. Banyule undertakes an ongoing and iterative process of engagementacross all parts of our community.

We use community information along with key demographic data, due reference to ourlegislative context and industry benchmarks to assess the appropriate level of servicefor our community.

We test these services against both national and international standards of quality,efficiency and effectiveness. There are direct and obvious links between the broadrange of information we gather and the activities we fund to meet our strategic intent.We review this annually and re-assess our activities and areas of emphasis for ourcommunity on this basis.

Each year Council reconsiders the areas of emphasis outlined for its four year plan.These views have been considered to develop City Plan key initiatives for 2016/17.

• Fiscal sustainability – practice prudent financial management and responsibilitywithin a new rate capping environment

• Effective communication – improve how we inform, engage and listen to thecommunity

• Environmental focus – protect and improve our environment and embracesustainable practices

• Community building – work with the community to encourage participation,partnerships, and reach its potential

• Investing in infrastructure – ensure our city’s infrastructure meets communityneeds, today and tomorrow

• Prudent planning – use comprehensive planning frameworks, processes andreporting to inform strategic decision making

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• Good governance – employ the best possible processes to operatetransparently, efficiently and make informed decisions

• Advocacy – represent the community to secure services and funds from otherlevels of government, organisations and agencies.

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

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

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Summary of Strategic Framework Terms

Strategic Objectives

PEOPLE: COMMUNITY STRENGTHENING AND SUPPORTSupport and strengthen the health and wellbeing of theBanyule community.

PLANET: ENVIRONMENTAL SUSTAINABILITYConduct Council activities in a sustainable manner, andpractice sound stewardship of the natural environment toensure its diversity, protection and enhancement.

PLACE: SUSTAINABLE AMENITY AND BUILT ENVIRONMENTMaintain and enhance the quality of Banyule’s public spaces,buildings and infrastructure for people who live, work, shop,play and move around in our city.

PARTICIPATION: COMMUNITY INVOLVEMENT IN COMMUNITY LIFEGovern effectively by appropriately engaging the community inissues that affect them, and advocating for the broaderinterest of the community.

PERFORMANCE: USE OUR RESOURCES WISELYManage the financial and non-financial resources required forthe next four years to achieve Council’s strategic objectives.

Each objective is supported by the following:

• Key directions – A range of key strategic directions set to achieve our objectives.These include our priority areas for the four-year period, focus areas and keyinitiatives:

− Focus areas- each key direction is supported by a more specific series ofthemes that Council will focus on.

− Key initiatives- A list of practical activities, programs and projects resourced byCouncil. These will deliver on our objectives over the term of this plan. The listof initiatives is comprehensive, captures what Council does for its community,and is reviewed on an annual basis.

• Strategic indicators - These indicators will measure achievements against ourobjectives over a four-year period. They include a mix of:

− Key data gathered by Council and other agencies to assist in evaluatingcommunity wellbeing.

− Community Satisfaction Indices (CSI) measured by the State Government in itsannual survey of Local Governments in Victoria.

− Key measures as part of the Local Government Performance ReportingFramework – these include indicators and measures of service performance,financial performance and sustainable capacity, along with a checklist of 24governance and management requirements.

Together these indicators provide a comprehensive measure of the achievement ofthe long-term objectives of Council and the community.

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The indicators chosen represent broad measures of success in areas that arewithin our control or of significant interest to Council. They help us to assess ourefficiency and indicate effectiveness and the quality of the services we provide.They aim to monitor progress against Council’s priority areas within each objective.

Banyule’s set of Strategic Indicators is detailed in Appendix B, together with furtherinformation about the Local Government Performance Reporting Framework.

• Supporting Policies, Strategies and Plans - Each of our strategic objectives isunderpinned by comprehensive supporting policies, strategies and plans.

Our key policy and strategy documents informing the City Plan are continuouslyreviewed to ensure relevance and responsiveness to community needs and bestindustry practice:

− Banyule People: Health and Wellbeing Policy & Strategy – provides theframework to promote good health and wellbeing at all ages within Banyule.The four-year strategy is supported by an annual action plan, and has beendeveloped in partnership with participating agencies and our community. Thecombination of the relevant sections of the City Plan and the Banyule People:Health and Wellbeing Policy & Strategy represents and satisfies the statutoryrequirements for a Municipal Public Health and Wellbeing Plan as required bythe Victorian Health and Wellbeing Act 2008.

− Banyule Planet: Environmental Sustainability Policy & Strategy– providesthe framework for achieving environmental sustainability in Banyule. It providesguidance and direction for supporting action plans that are reported in theannual State of the Environment Report.

− Banyule Place Policy & Strategy – provides the framework for maintainingand improving Banyule as a liveable and vibrant place.

− Banyule Participation Policy & Strategy– provides the framework for Councilto support community involvement, by appropriately engaging with ourcommunity on issues that affect them, encouraging participation and advocatingon behalf of our community

− Banyule Performance Framework: Banyule Management System - providesthe strategic framework for managing our resources wisely, providingorganisational support services, strategic planning and risk management. Our‘Performance’ objective is underpinned by policy context and strategic intentthat is informed by: the Strategic Resource Plan, Strategic Budget, 4 yearCapital Works Plan, IT Strategic Plan 2015-2020, Banyule City CouncilEnterprise Agreement No.6, 2014, Banyule Working Together Working BetterValues and Staff Code of Conduct, the Rating Strategy and the DebtManagement Strategic Plan.

The ‘Performance’ objective is also informed by a strong legislative framework,using industry best practice guides (eg. Reporting guidelines for localgovernment budgets in Victoria, provided by The Institute of CharteredAccountants in Australia). Our Banyule Management System (BMS) is basedon meeting the Best Value Principles of service delivery to our community, andincorporates a certification program against three key National and InternationalStandards in Quality, Occupational Health and Safety and EnvironmentalManagement.

The key policy and strategy documents include the rationale and policy context foreach of the key directions that have been set to achieve our objectives.

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Strategic Resource Plan

The Strategic Resource Plan, included in this document, details the financial and non-financial resources, including human resources, required for the life of the City Plan toachieve Council’s strategic objectives.

The Strategic Resource Plan is prepared in accordance with the requirements of theLocal Government Act 1989 and the Local Government (Planning and Reporting)Regulations 2014, which commenced operation on 18 April 2014.This sits well withBanyule’s objective of ‘Performance – Use our resources wisely’.

The Strategic Resource Plan consists of the following:

• The ‘Performance – Use our resources wisely’ objective. This includes keydirections for achieving the objective, and focus areas for the next four years

• The ‘Management of our Human Resources’ section, which includes statementsdescribing the human resources required for the next four years

• The Financial Resources section, which includes information on financialposition, financial statements and commentary on these.

The plan also takes into account services and initiatives contained in plans adopted byCouncil, as well as other information prescribed by the regulations.

“Banyule City Council has delivered sound financial management in this term ofCouncil as shown by a continual improvement in all of the Victorian Auditor-General's Office financially sustainability indicators. Council’s StrategicResource Plan 2016-2020 ensures we have a long-term financial framework inplace, and puts Banyule in a good position to continue to deliver quality servicesand infrastructure to our community in an environment of declining state andfederal government grant funding and capped rate increases.” Cr Rick Garotti

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Our City Plan’s Relationship with the Municipal Public Health and Wellbeing Plan

The City Plan and the Banyule People: Health and Wellbeing Policy & Strategy meetBanyule’s obligation for the provision of a Municipal Public Health and Wellbeing Planunder the Victorian Public Health and Wellbeing Act 2008.

This City Plan is used as a vehicle for the strategic planning of the health and wellbeingof our community from Council’s responsibility perspective.

The City Plan is reviewed on annual basis with a further lens relating to the health andwellbeing outcomes of our community. This is done to ensure compliance under theVictorian Public Health and Wellbeing Act 2008 and to help improve health outcomes.

Banyule City Council’s work in Health PromotionBanyule has chosen to meet our obligations to plan for the health and well-being of ourcommunities within our existing City Plan. The benefit of our approach is that healthand wellbeing is integrated into the decisions Council makes, for example in theservices we provide and how places and spaces are designed. Integrating ourlegislated obligations for a Municipal Public Health and Wellbeing Plan within our CityPlan has cut down on an additional, unnecessary layer of administration.

However, by representing these actions at a higher level our actions and achievementsare not readily apparent as these are incorporated within lower level plans, eg. theRecreation Plan, Community Safety Plan, and Inclusion Access and Equity Plans.

Whilst it remains beneficial for Council to recognise that there is a health and wellbeingimpact in most decisions that are made on behalf of our Community (eg. servicedelivery, the development of infrastructure, open spaces, etc), it is useful to identifysome health promotion priorities to be able to better track and monitor progress. Wealso need to ensure that we are taking action on the key areas that we know make adifference in the long (and short term) to people’s health and wellbeing, and inparticular the issues that have been shown to lead to the most deaths and illness.These are typically related to what are called ‘lifestyle diseases’ and are identifiedwithin state and federal government priorities.

Over the next 6 months we are mapping current Council activity in each of the followingissues:

• Physical Activity• Nutrition• Heatwave• Sunsmart• Alcohol, Tobacco and other drugs• Mental health – including social connection and social support activities

Separate summaries and action plans will be developed for each of these six issues.

These action outcomes are reported separately to the Victorian Department of Health &Human Services.

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People

OBJECTIVE:

1. PEOPLE: COMMUNITY STRENGTHENING AND SUPPORT –Support and strengthen the health and wellbeing of theBanyule community.

The Context of PEOPLE in Banyule

‘People’ is about our desire for optimal health, better living conditions and improvedquality of life. Good health is the state of complete physical, mental and socialwellbeing and not merely the absence of disease. Health and wellbeing can besupported at any age through individual and public policy measures. Wellbeing isfundamental to quality of life, quality of human relationships and the capacity toparticipate in education, work, recreation and the community.

We are committed to improving the health of our community and identifying andminimising threats to public health. This is a shared responsibility for which we havedelegated legislative responsibility, and we undertake this in conjunction with otheragencies and partners, such as the Department of Health & Human Services andBanyule Community Health, with whom we work closely.

We will support health and community wellbeing through the following key directions:

1.1 Promote and support health and wellbeing

1.2 Provide services for people at important life stages

1.3 Develop and promote safety and resilience in our community

1.4 Celebrate and promote Banyule’s diversity and heritage

1.5 Support people to achieve their economic potential

1.6 Plan and prepare for emergency events.

“Council has delivered a vast number of community-building projects over thelast three years. We have upgraded sporting facilities, replaced playgrounds,extended our shared trails and improved our local parks and bushlands. Wecontinue to engage the community to help develop strategies that look to bringlong-term benefits, such as Petrie Park and Rattray Reserve Master Plan. Year4 of the City Plan continues to ensure that Council responds to communityneeds, delivers vital services and improves our city. ” Cr Steven Briffa

KEY DIRECTIONS FOR ACHIEVING OUR PEOPLE OBJECTIVE:

1.1 Promote and support health and wellbeing

Our focus areas

We will:

1.1.1 Develop engaged and responsive recreation, leisure and arts

1.1.2 Protect the community against preventable diseases and hazards associatedwith food, water and the environment

1.1.3 Build community capacity to support and create opportunities for all people tolive healthy and fulfilling lives.

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Services, resources and initiatives to deliver our key direction

Services

Council provides significant direct service delivery for the promotion and support of itscommunity’s health and wellbeing. These include:

- Leisure, Recreation & Cultural Services.

- Health, Aged & Community Planning

- Youth & Family Services

- Parks & Gardens.

Partnerships and Shared Resources

Council also works in key partnership arrangements to ensure the best and mostefficient, effective and well placed service outcomes for our community. This includes:

- Community run Kindergartens

- Neighbourhood Houses

- University of the Third Age

- Contracted leisure facility management.

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

Key Initiatives

• Undertake mapping work that will enable Council’s activities to be clearlyidentified (with associated work plans and measureable outcomes) in each ofthe following health priorities:

- Physical activity - Mental health

- Nutrition - Alcohol

- Sunsmart - Tobacco

- Heatwave - other drugs

• Review the Women in Sport Policy and provide a draft policy for Councilconsideration

• Work in partnership with the state government to leverage opportunities forinvestment and development projects which create opportunities for girls andwomen in Banyule, including:

− Develop female friendly change rooms at Olympic Park pavilion($100,000 budgeted in 2016/2017)

• Adopt and implement a Play-space plan that provides a strategic vision forappropriate play spaces for our community to meet and recreate at, including:

− Continue the delivery of a regional play space at Anthony BealeReserve.

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

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

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• Provide affordable recreation opportunities through our libraries, communityhalls, parks, community hubs and leisure centres.

− Commence construction of the Ivanhoe Library and CommunityLearning Hub with $5 million budgeted for this significant communityproject in 2016/2017

− Continue our investment in developing, improving and maintainingCouncil’s Aquatic and Leisure Centres ($229,000 budgeted in2016/2017).

1.2 Provide services for people at important life stages

Our focus areas

We will:

1.2.1 Promote the positive development of children, young people, their families andcarers

1.2.2 Support older people to live independently.

Services, resources and initiatives to deliver our key direction

Services

Council provides significant direct services to support people within our community atcritical life stages. These include:

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

- Health, Aged & Community Planning.

Partnerships and Shared Resources

Council predominantly acts as a partner with other levels of government who areoverall responsible for the provision of services to people at their important life stages.Council acts as an agent for these authorities as we are best placed to deliver theseservices to our community at the local level.

In 2016/2017 Council will strengthen its efforts in the efficient delivery of services atimportant life stages. Council will also look to other levels of government to respondwith appropriate resource provision in their areas of responsibility.

Key Initiatives

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

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

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

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

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

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• Seek opportunities for partnership with Headspace on the establishment oftheir office in Greensborough in 2016

• Sherbourne Road children’s hub investigation and development plan

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

1.3 Develop and promote safety and resilience in our community

Our focus areas

We will:

1.3.1 Support, address and advocate for community safety

1.3.2 Support, address and advocate for Preventing Violence Against Women

1.3.3 Support, address and advocate for graffiti prevention and education

1.3.4 Provide and advocate for important infrastructure improvements that add to asafer environment.

Services, resources and initiatives to deliver our key direction

Services

Council provides significant direct services to develop and promote safety andresilience in our community, This Includes:

- Youth & Family Services (Youth & Community Partnerships)

- Capital Projects (Building Maintenance)

- Parks & Gardens Tree Care, Parks Maintenance, Horticulture Services

- Transport, Sustainability & Municipal Laws (Municipal Laws)

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

- Assets & Infrastructure (Infrastructure Maintenance).

Partnerships and Shared Resources

Council acts under delegated authority to ensure both local and state rules andregulations are upheld to keep our community safe.

Council also works with community groups and other levels of government to promoteand maintain community safety. These partnerships involve delivery of programs,policy development, and support of existing rules and regulations.

In 2016/2017 Council will continue to communicate with the community around theimportant messages of Community safety, preventing violence against women in ourcommunity (White Ribbon) and safe enjoyment of our community assets. We willdeliver on important infrastructure improvements that add to a safer environment forour community.

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Key Initiatives

• Implement year 2 of the Preventing Violence Against Women Strategy

• Complete implementation of year 4 of the Safer Banyule Plan and develop the4 year plan for 2017-2020

• Implement traffic safety improvements, including:

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

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

− Undertake improvements to the Grimshaw Street/ Flintoff Streetintersection, Greensborough in a partnership project with thetransport Accident Commission and VicRoads ($800,000 combinedbudget in 2016/2017 from partner agencies and Council)

− Provide road safety improvements at selected locations includingYallambie Road/Tarcoola Drive, Yallambie; Berkeley Avenue/HalifaxAvenue, Heidelberg; Liberty Parade Heidelberg; Watsonia Road,Watsonia; and McCrae Road, Rosanna ($190,000 budgeted in2016/2017)

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

• Implement key infrastructure initiatives to improve community safety, including:

− Continue to implement the footpath replacement program, with $1.35million budgeted in 2016/2017

− Renew and replace retaining walls in our open spaces, roadreserves, in Lower Plenty, and at the Ivanhoe tennis courts($200,000 budgeted in 2016/2017)

− Improve and maintain fences in line with the fence assetreplacement program and through a safety fence for baseball atLoyola ($70,000 budgeted in 2016/2017)

• Implement year 2 of the Graffiti Management Strategy & Action Plan 2015-2018

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

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1.4 Celebrate and promote Banyule’s diversity and heritage

Our focus areas

We will:

1.4.1 Support leisure, arts and cultural activities that strengthen connection to place,heritage, diversity and community

1.4.2 Plan, celebrate and work with our diverse community to reduce prejudice andsocial disadvantage through inclusion and community education.

Services, resources and initiatives to deliver our key direction

Services

Council delivers significant services in the celebration and promotion of our rich anddiverse heritage. This includes:

- Leisure, Recreation & Cultural Services

- Youth & Family Services (Youth & Community Partnerships)

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

Partnerships and Shared Resources

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

- Arts and Cultural Advisory Group

- Banyule Multicultural Advisory Committee (BMAC)

- Aboriginal and Torres Strait Islander Advisory Committee

- Age-friendly Advisory Committee

- Lesbian, Gay, Bisexual, Transgender and Intersex (LGBTI) AdvisoryCommittee

- Disability and Inclusion Advisory Committee

- Council’s representation on External cultural Committees, eg Napier WallerProperty Committee of Management.

In 2016/2017 Council will look to improve on our communication with the community onissues of diversity. We will advocate for people in our community who are marginalisedand work in partnership with community groups representing these people to betterunderstand our community’s needs.

Key Initiatives

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

• Improve the preservation of the Banyule art collection and heritage assets,including:

− Implement the Public Art Strategy ($60,000 budgeted in 2016/2017)

• Maintain active community engagement programs to encourage greater use ofleisure centres by under-represented groups such as people from culturallydiverse backgrounds, people with disabilities and those from Aboriginal and

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

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

− International Day of People with Disability on 3 December 2016

− Council participation in the Gay and Lesbian Pride March in January2017

− Cultural Diversity Week in March 2017

− International Day Against Homophobia and Transphobia in May2017

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

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

1.5 Support people to achieve their economic potential

Our focus areas

We will:

1.5.1 Encourage and assist the development of small business and social enterprise.

Services, resources and initiatives to deliver our key direction

Services

Council supports business in Banyule through direct program delivery, partnerships,entrepreneurial activity and advocacy to other levels of Government:

- Property & Economic Development (Economic Development)

- Youth & Family Services (Youth & Community Partnerships)

Council works in direct partnership with our neighbourhood retail centres throughspecial rates schemes.

Council in 2016/2017 will remain focused on developing partnerships with businessand advocating on behalf of local industry.

Key Initiatives

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

• Deliver small business support, including:

− Provide networking and training opportunities that respond to localbusiness needs

− Work in partnership to provide one-to-one advice and planning andmentoring sessions

− Build a business focussed social media presence

• Deliver an annual 'peoples choice' Banyule Business Awards program

• Implementation of actions within the newly endorsed EconomicDevelopment Plan.

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1.6 Plan and prepare for emergency events

Our focus areas

We will:

1.6.1 Strengthen community resilience

1.6.2 Maintain operational readiness.

Services, resources and initiatives to deliver our key direction

Services

As the closest level of government to the community, we have a responsibility for, andcommitment to, the ongoing well-being of our people before, during and afteremergencies. We have a legislated role under Victoria’s emergency managementarrangements to plan and prepare for emergency events. We work with emergencyservices, agencies and the community to facilitate emergency planning, supportemergency response and coordinate emergency relief and recovery. Almost all areasof Council have a role in maintaining operational readiness and/or strengtheningcommunity resilience.

Our dedicated and legislated roles in emergency management are:

- Municipal Emergency Resource Officer (MERO) - Operations

- Municipal Recovery Manager (MRM) – Youth and Family Services

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

- Emergency Management Co-ordinator and Officer - Operations

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

Partnerships and Shared Resources

Banyule City Council has developed relationships with thirteen other Councils in theNorth West Metro Region (NWMR), and now has formal support arrangements forrelief in place. Where Council exhausts its resources, support may be requested andprovided by these partnering Councils.

In establishing the Banyule Municipal Emergency Management Plan, the BanyuleMEMP Committee has consulted with Victorian State Emergency Service, VictoriaPolice, Metropolitan Fire Brigade, Country Fire Authority and the Department of Healthand Human Services (DHHS).

In 2016/2017 Council will work in conjunction with the community to further enhanceand develop our emergency management arrangements to strengthen communityresilience.

Key Initiatives

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

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

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• Implement Council’s Strategic Plan for Building Disaster Resilienceincluding:

− The development and delivery of a community education project thatinvolves educating community groups, about disaster risk andmitigation information with an all hazards approach

− The review and promotion of Council’s public health emergencyplanning

• Continue to prepare for emergency events through raising communityawareness on issues, including:

− Code Red preparedness – support clients about service changes inbush fire zoned areas on Code Red Days

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

− Preparedness – increase awareness of risks of extreme heat

• Continue to prepare Council for emergency response, relief and recoverythrough the verification of emergency management arrangements, themaintenance of plans and the review of Quality and Cost Standards

• Enhance capability and capacity to respond to and recover from disastersby continuing to focus on the recruitment, retention, training, equipping andmaintenance of personnel in all aspects of emergency managementincluding the conduct of an internal pandemic exercise to explore the linksbetween municipal emergency management and business continuity

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

STRATEGIC INDICATORS

How we will measure our performance against this objective is detailed in Appendix B- Strategic Indicators.

KEY SUPPORTING POLICY AND STRATEGY

The primary policy and strategy framework that underpins this objective is the BanyulePeople: Health and Wellbeing Policy and Strategy 2013-17. It includes the rationaleand policy context for each of the key directions that we will focus on to achieve thisobjective.

SUPPORTING PLANS

This objective is also supported by a range of current plans. A list is included inAppendix C – Supporting Plans.

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Planet

OBJECTIVE:

2. PLANET: ENVIRONMENTAL SUSTAINABILITY –Conduct Council activities in a sustainable manner, andpractice sound stewardship of the natural environmentto ensure its diversity, protection and enhancement.

The Context of PLANET in Banyule

‘Planet’ is about the natural and formed environment and the ecosystems that sustainthe community. Our community is an integral part of the environment and together weare the custodians of our shared home.

To develop a sustainable environment we will focus on the following key directions:

2.1 Protect and enhance our natural environment

2.2 Conserve water and improve stormwater quality and impact

2.3 Deliver appropriate action on climate change

2.4 Avoid waste generation

2.5 Act as environmental stewards

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

KEY DIRECTIONS FOR ACHIEVING OUR PLANET OBJECTIVE:

2.1 Protect and enhance our natural environment

Our focus areas

We will:

2.1.1 Protect wildlife corridors and enhance waterways and wetlands

2.1.2 Protect and plant trees and appropriate vegetation

2.1.3 Improve the policing of litter and waste dumping.

Services, resources and initiatives to deliver our key direction

Services

Council provides significant specialist service delivery for the protection andenhancement of our natural environment. These include:

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

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

- Operations (Waste Management & Education Services)

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

Partnerships and Shared Resources

Council operates in concert with the community with a number of friends groupsvolunteering across the municipality. Banyule’s Environment Advisory Committee(BEAC) is established to help guide Council on issues associated with the care of ourlocal environment.

Banyule is fringed by metropolitan parks and river-land. Council will continue to workwith other relevant authorities to ensure the continued protection of the naturalenvironment.

In 2016/2017 Council will strengthen its efforts in the continued greening of Banyulethrough direct action and through continued strengthening of our policy framework.

After extensive community consultation, 2016/2017 will see the launch of Banyule’snew Public Open Space Plan.

Key Initiatives

• Continue to strategically plan and manage the future of the Darebin Creekvalley from Bundoora Park to Banksia Street, working in partnership withDarebin Council, Latrobe University, Metropolitan Planning Authority,Department of Health and Human Services and Department of EnvironmentLand Water and Planning

• Conduct environmental management planning, including:

− Implement the findings of the Banyule Flats and Warringal Parklandsecological assessment

• Continue the implementation of the Biodiversity Plan 2014-2017, including:

− Biodiversity initiatives for priority bushland reserve managementplans - Montmorency bushland reserves ($14,000 budgeted in2016/2017)

− Wildlife Corridor Program initiatives such as: the buy one get onefree plant program, school and resident education program, andplanting days

− Commence investigation into environmental flows into BanyuleBillabong with Melbourne Water and Parks Victoria

• Conduct environmental management works, including:

− Weed control and planting to maintain the existing revegetationworks along Darebin Creek, Plenty River and Yarra River ($30,000budgeted in 2016/2017)

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

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

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• Guide development decisions that protect and enhance our treedenvironment through Council’s Statutory planning service area

• Raise community awareness of Banyule’s Urban Forest through initiativesincluding:

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

− Inspect and protect our treed environment in public places throughCouncil’s Parks and Gardens service area

− Work with the Banyule community to broaden our understanding ofthe benefits and importance of our urban forest, and increase ourconnection to them

• Continue the work of our arborists and Council’s planning enforcement areato protect our treed environment in private places.

• Develop, review and implement major vegetation strategies

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

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

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

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

• Protect our important tree assets by an enhanced tree management andmaintenance capability, including:

− Comply with Electricity Safety (Electric Line Clearance) Regulations2015 (additional tree removal and pruning), and conduct RoutineStreet Tree Pruning through the existing Tree Management Contract,and assessment and works on over 60,000 street trees ($250,000budgeted for 2016/2017)

− Conduct Tree Planting to replace trees lost to drought and enhanceBanyule's urban forest population on nature strips, road reserves,parks and reserves ($75,000 budgeted in 2016/2017)

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

− Conduct Significant Tree Monitoring - condition inspections on treeson private land listed on the Significant Tree Register - includesadvice to owners about hazards and management recommendations($15,000 budgeted in 2016/2017)

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

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

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• Increase community awareness of our hard rubbish and green wastecollection programs to minimise illegal dumping, including:

− Reduce the impact of dumped rubbish occurrences, includingincreased pick-ups and enforcement (additional $76,000 budgeted in2016/2017).

2.2 Conserve water and improve stormwater quality and impact

Our focus areas

We will:

2.2.1 Increase Council's water use efficiency

2.2.2 Improve our urban drainage and stormwater management.

Services, resources and initiatives to deliver our key direction

Services

Council acts as a custodian for the community for both the natural and built assetsassociated with stormwater management. Council commits significant direct resourcesannually to the planning, management, maintenance and development of urbandrainage and stormwater management and Council's efficient use of water

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

- Assets & Infrastructure (Infrastructure Maintenance)

- Parks & Gardens

- Leisure, Recreation & Cultural Services.

Partnerships and Shared Resources

In 2016/2017 Council will concentrate on the infrastructure renewal of its drainagenetwork and plan to advocate for the new initiatives that relate to water harvesting, inpartnership with the State.

Key Initiatives

• Provide ongoing development and maintenance of warm season grassedplaying surfaces, and maintenance of oval and sports field irrigation,including:

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

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

− sprinkler and drainage replacement

− irrigation flow sensors and technology renewal

− installation of back flow prevention devices

• Commence concept design work for the next Stormwater Harvesting projectto meet the Sustainable Water Use Plan priorities ($80,000 budgeted in2016/2017)

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• Continue the investigation and implementation of the Capital WorksProgram at priority locations identified by the Municipal Wide DrainageNetwork Capacity Study, including:

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

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

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

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

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

• Advocate to the Environment Protection Authority (EPA) for state-wideconsistency for septic tank systems to ensure minimisation of environmentalimpacts.

2.3 Deliver appropriate action on climate change

Our focus areas

We will:

2.3.1 Reduce our contribution to climate change by reducing Council’s energy useand improving efficiency of use.

Services, resources and initiatives to deliver our key direction

Services

Council is serious about acting locally on behalf of our community around the effects ofclimate change. Banyule wants to both act on what is morally right, what is sustainablefor our future, and what proves to be an efficient, sensitive way in acting with our localenvironment.

To this end, Banyule commits significant strategic resources, direct service deliveryand large amounts of capital expenditure annually in pursuit of this key direction. Thisincludes:

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

- Capital Projects (Capital Works, Building Maintenance)

- Assets & Infrastructure (Asset Management)

- Finance & Procurement

- Parks & Gardens

- Leisure, Recreation & Cultural Services.

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Partnerships and Shared Resources

We are committed to working with community organisations and other levels ofgovernment to pursue environmental sustainability for Banyule. Partners includeSustainability Victoria, the Commonwealth Scientific and Industrial ResearchOrganisation (CSIRO), Banyule’s Environment Advisory Committee (BEAC), theNorthern Alliance for Greenhouse Action (NAGA) and our friends groups.

In 2016/2017 Banyule will focus on the continued rollout of solar panels on appropriateCouncil buildings, to provide both an economic and environmental benefit in the correctsetting.

Key Initiatives

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

− Improve energy efficiency in Council buildings

− Install solar panels

− Increase fuel efficiency in Council’s fleet

− Contribute funds to the Northern Alliance for Greenhouse Action andPositive Charge program for residents

− Continue to purchase green power for 10% of Council’s majorstreetlights

• Ensure a high standard of Environmental Sustainable Design (ESD) isincorporated into One Flintoff, Council’s new staff accommodation andcommunity facilities in Greensborough

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

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

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

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2.4 Avoid waste generation

Our focus areas

We will:

2.4.1 Discourage waste to landfill

2.4.2 Identify and implement viable recycling opportunities

2.4.3 Advocate for increased use of environmentally beneficial technologies andservices in the community.

Services, resources and initiatives to deliver our key direction

Services

One of the fundamental roles Banyule undertakes is waste collection from households.Banyule recognises this with an allocation of some of the most significant resources inany area of Council. As this is such a significant area of operation Banyule alsoconcentrates on what it can do to minimise the amount of cost and impact of what flowsinto the waste system from our community. This important work ensures costs are keptdown and our impact on the environment is minimised. This includes:

- Operations (Waste Management & Cleansing, WM Education Services andRethink Centre)

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

- Parks & Gardens.

Partnerships and Shared Resources

The impact of what happens within Banyule is not viewed in isolation. Banyule workswith our neighbours and other agencies of government to try to minimise our impact onthe environment through reducing waste to landfill.

In 2016/2017 Banyule will continue to concentrate on the efficient management of thisarea through outcomes of a service review in the waste management area.

Key Initiatives

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

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

− Update existing waste bin enclosures ($25,000 budgeted in2016/2017)

• Implement recommendations adopted in the review of the WasteManagement service:

− Implement the improvement plan for kerbside collection servicesincluding the Introduction of technology

− Undertake a review of the Waste Recovery Centre

− Continue the development of the Dumped Rubbish and LitterStrategic Plan.

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• Continue to investigate new opportunities for recycling waste

• Continue to manage Council’s significant recycling services, seeking furtheropportunities for diversion from the waste stream

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

• Increase Waste Education Service participation at major Banyule festivalsand events

• Promote ‘onsite at-source’ food waste avoidance solutions to thecommunity, including: worm farms, compost bins, and emerging wastereduction technologies

• Work with other departments and the Office of Housing to continue tomanage the ongoing issue of dumping of rubbish.

2.5 Act as environmental stewards

Our focus areas

We will:

2.5.1 Manage recreation and open spaces in an environmentally sustainable way

2.5.2 Support community and business to protect and enhance the environment.

Services, resources and initiatives to deliver our key direction

Services

As environmental stewards for our community’s assets we have prioritised our use ofresources in the delivery of services that provide a green and sustainable future for thepeople that live, work, play in and visit Banyule. We provide direct services thatsupport this key direction through:

- Transport, Sustainability & Municipal Laws (Environmental Sustainability)

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

- Operations (Waste Management & Cleansing, WM Education Services andRethink Centre).

Partnerships and Shared Resources

Banyule works with neighbouring councils and other agencies of government to set agood example and help the community with their efforts to protect and enhance theenvironment, reduce waste and live sustainably. We work closely with Banyule’sEnvironment Advisory Committee, the community and friends groups, and liaise withagencies such as the EPA Parks Victoria and Melbourne Water. These partnerships,together with our ongoing advocacy, contribute significantly to successful outcomesand improvement in this area.

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Key Initiatives

• Continue to provide priority weed and pest control to bush reserves andwaterway reserves involving friends groups and community groups

• Deliver on open space strategic plan and reserve master plan priorities

• Manage sporting users to ensure the ongoing viability of sports playingsurfaces

• Continue to maintain and improve ecological aspects at the Ryans Roadconservation reserve

• Implement Council’s Planet: Environmental Sustainability Policy andStrategy

• Continue stewardship programs that educate the community aboutenvironmental sustainability, including the Sustainable Homes andCommunities program, Spring Outdoors, Wildlife Corridor Program andPositive Charge

• Implement the Biodiversity, Water Sustainability, Energy Saving, andEnvironmental Stewardship plans

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

STRATEGIC INDICATORS

How we will measure our performance against this objective is detailed in Appendix B- Strategic Indicators.

KEY SUPPORTING POLICY AND STRATEGY

The primary policy and strategy framework that underpins this objective is the BanyulePlanet: Environmental Sustainability Policy and Strategy 2013-17. It includes therationale and policy context for each of the key directions that we will focus on toachieve this objective.

SUPPORTING PLANS

This objective is also supported by a range of current plans. A list is included inAppendix C – Supporting Plans.

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Place

OBJECTIVE:

3. PLACE: SUSTAINABLE AMENITY AND BUILT ENVIRONMENT –Maintain and enhance the quality of Banyule’s public spaces,buildings and infrastructure for people who live, work, shop,play and move around in our city.

The Context of PLACE in Banyule

‘Place’ describes the buildings, structures and spaces in which we live, work, shop andplay. It is about our surroundings, how we interact with and move about within them.‘Place’ also shapes our interactions with others and influences the quality andfrequency of our social and economic activities. ‘Place’ is dynamic and influenced bymany factors, most notably the aspirations of landowners and statutory approvalsystems that are governed through State and sometimes Federal decision making.

To help improve the liveability of Banyule we will focus on the following key directions:

3.1 Maintain and improve Banyule as a great place to live

3.2 Strengthen local activity and employment areas

3.3 Support thriving commercial and retail activity

3.4 Enhance Banyule’s public and open spaces

3.5 Support sustainable transport

“There has been so much achieved over the last four years of the City Plan.Reducing the renewal gap and updating our old infrastructure is underway.Further investment in upgrading everything from bike paths, roads to footpathssees out the current City Plan. Council continues to provide the quality servicesto the community that it is used to. Most importantly we have laid a solidfoundation for the next City Plan which paves the way for greater financialsustainability and an even more progressive Banyule in the future.”Cr Mark Di Pasquale

KEY DIRECTIONS FOR ACHIEVING OUR PLACE OBJECTIVE:

3.1 Maintain and improve Banyule as a great place to live

Our focus areas

We will:

3.1.1 Promote the preferred character of neighbourhoods and preferred places fordevelopment

3.1.2 Encourage greater diversity and sustainability of housing

3.1.3 Promote the improved design of local neighbourhoods to enhance ease ofmovement and access to goods, services and employment

3.1.4 Develop, renew and maintain Banyule’s public assets to defined and agreedstandards

3.1.5 Encourage the community to contribute to the greening of Banyule.

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Services, resources and initiatives to deliver our key direction

Services

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

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

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

- Property & Economic Development (Economic Development)

- Operations (Cleansing Services)

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

- Assets & Infrastructure (Asset Management, Infrastructure Maintenance)

- Capital Projects

- Leisure, Recreation & Cultural Services.

Partnerships and Shared Resources

Banyule works with a wide range of stakeholders to protect and enhance theneighbourhood character and make Banyule a great place to live. This includes ourtrader associations, local community advocacy and special interest groups, privatedevelopers, and other government departments such as Vic Roads.

Key Initiatives

• Uphold the principles as set out in Banyule’s Neighbourhood CharacterStrategy and work with and advise new applicants on the best way in whichto sensitively develop property in Banyule, including:

− Improve communication to residents and developers in relation toneighbourhood character outcomes

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

• Continue planning, development and implementation of Council’s parkingplans, and deliver Planning Scheme Amendments (PSA) for ParkingOverlays, including:

− Prepare a PSA for Ivanhoe Car Parking Plan

− Finalise the PSA for Heidelberg Car Parking Plan

− Commence a PSA for Greensborough Car Parking Plan

• Continue advocacy with other councils for better environmental sustainabledevelopment (ESD) policy in the Victorian planning system, and pursue afinal Government response on Council’s C73 proposal for an ESD policy inthe Banyule Planning Scheme

• Continue Council’s current program of Environmentally SustainableDevelopment Assessments for all multi dwelling development applications(3 or more dwellings)

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• Review and recognise outcomes in relation to Banyule’s Liveable HousingProject and approach to Environmental Sustainable Development

• Continue to apply Council’s Liveable Housing Guidelines to improve theaccessibility of new housing

• Continue working with the Metropolitan Planning Authority on the LaTrobeNational Employment Cluster to support:

− Heidelberg West's urban renewal and continued economicdevelopment for Heidelberg, as described in a framework for thecluster's future

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

− Investigating the feasibility of future Developer Contributions for thesustainable infrastructure development of Banyule

• Maintain and further enhance the city’s streetscapes and parkland trees forfuture generations

• Deliver a program of major Pavilion refurbishments:

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

• Develop and deliver Infrastructure Assets Renewal Programs and reduceour renewal gap

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

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

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

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

− Continue the Roads to Recovery program ($1.47 million budgeted in2016/2017)

− Seek Federal Government support in local roads initiatives throughthe Roads to Recovery - Federal Government Funding for RoadRenewal program

• Deliver the new accelerated Footpath Construction Program with anincreased focus on footpath renewal (additional $1.35 million budgeted in2016/2017)

• Ensure important high pedestrian traffic areas such as activity centres aremaintained and developed for the benefit of local businesses and the safetyof our local community

• Implement the Street Tree Planting Plan (a sub-plan of the Urban ForestryPolicy and Strategic Plan)

• Work with community groups and organisations to support appropriatecommunity-based environmental initiatives such as a tree planting days

• Consider, develop and deliver a range of Community Garden initiatives.

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3.2 Strengthen local activity and employment areas

Our focus areasWe will:

3.2.1 Encourage investment that supports local jobs growth

3.2.2 Support the regeneration of postcode 3081

3.2.3 Create community hubs at Ivanhoe and Heidelberg West

3.2.4 Develop plans that encourage investment and development opportunities forgrowth and regeneration of business and employment.

Services, resources and initiatives to deliver our key direction

Services

Whilst it is a major employer in the municipality, Council recognises that it must focuson the growth and sustainable development of investment and employment in our localactivity areas for the municipality to remain vibrant and successful. The Councilcontributes services that leverage our own economic activity and it advocates on behalfof our community to both attract investment and develop the skill base of our localbusiness partners within our community. These services include:

- Property & Economic Development (Economic Development, PropertyServices)

- Urban Planning & Building (Strategic Planning)

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

- Operations (Cleansing Services)

- Assets & Infrastructure (Asset Management, Infrastructure Maintenance)

- Capital Projects

- Youth & Family Services (Youth & Community Partnerships)

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

Partnerships and Shared Resources

Council works with the local community and partners to support local activity areas tobe places of mixed and vibrant activity, where people can live, work, shop and playwithin their local area. This includes local businesses, traders groups, other levels ofgovernment, neighbouring councils, education institutions, and major regionalemployers such as the Austin Mercy hospital campus and Latrobe University.

Key Initiatives

• Finalise the Banyule Economic Information Base and implement businessinvestment, retention and attraction initiatives

• Co-ordinate a strategic cross-council approach to identifying and meetingthe needs of the 3081 community, including social, economic andinfrastructure issues such as:

− Post Neighbourhood Renewal Mainstreaming approach inHeidelberg West ($175,000 budgeted in 2016/2017)

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• Utilise the construction of the Ivanhoe Learning Hub together with Ivanhoelibrary as a key catalyst for the continued local vibrancy of the Ivanhoeprecinct

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

• Implement year two actions of the Banyule Economic Development Plan

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

3.3 Support thriving commercial and retail activity

Our focus areas

We will:

3.3.1 Support activity centres to enhance local retail and commercial activity

3.3.2 Work in partnership with businesses to market and promote Banyule’s retail andcommercial offer.

Services, resources and initiatives to deliver our key direction

Services

Retail and commercial businesses provide vital local goods and services acrossBanyule’s neighbourhoods. This contributes to the vitality and character of ourshopping centres, as well as providing significant local employment opportunities.Council commits services and resources to support thriving commercial and retailactivity, including:

- Property & Economic Development (Economic Development, PropertyServices)

- Urban Planning & Building (Strategic land Use Planning)

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

- Operations (Cleansing Services)

- Assets & Infrastructure (Asset Management, Infrastructure Maintenance)

- Capital Projects.

Partnerships and Shared Resources

We will seek to increase the vibrancy of our local retail areas by marketing andpromoting centres in partnership with local businesses, and continuing to supporttraders’ associations in directing investment to locally identified priorities. Council alsoworks together with other levels of government, neighbouring councils, educationinstitutions and major regional employers.

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Key Initiatives

• Continue to support local shopping centres through the Special Rates andCharge schemes

• Continue shopping centre maintenance, including

− Finalise detailed streetscape designs for Heidelberg Central

− Commence concept plans for the beautification of Rosanna Village

− Assist with the implementation of actions contained in the traderassociation developed Rosanna Village Place Improvement Report

• Assist in building the capacity of traders’ associations to continually improvegovernance

• Develop greater rapport with local real estate agencies to deliver improvedretail and commercial mix outcomes within each of Banyule's activitycentres

• Implement investment attraction initiatives that position Banyule’s businessprecincts as vibrant and competitive commercial centres, including:

− Piloting of new busking arrangements.

3.4 Enhance Banyule’s public and open spaces

Our focus areas

We will:

3.4.1 Provide and maintain beautiful open space across Banyule for passive andactive use

3.4.2 Provide and maintain well designed public spaces that have great publicamenity, are accessible and strengthen community connections

3.4.3 Provide suitable community gathering spaces and look for opportunities for newand shared spaces and facilities.

Services, resources and initiatives to deliver our key direction

Services

The essence of Banyule is best characterised by its abundance of high quality publicspaces and green areas. Banyule invests significant direct resources in both themaintenance and development of these spaces and in the cultivation of partnershipswith the community and other levels of government to maximise the best experiencepossible for our community.

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

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

- Urban Planning & Building (Strategic Planning)

- Assets & Infrastructure (Infrastructure Maintenance)

- Operations (Waste Management & Cleansing)

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- Leisure, Recreation & Cultural Services.

- Youth & Family Services (Youth & Community Partnerships)

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

Partnerships and Shared Resources

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

Key Initiatives

• Finalise and commence implementation of the renewed Open SpaceStrategy (Strategic Plan), including:

− Create the planning scheme amendment for the Open SpaceStrategy

− Provide input to the Metropolitan Planning Authority’s work on ametropolitan open space strategy

• Continue to implement the Darebin Parklands Master Plan includingcontributing to signage, seats and facilities ($15,000 budgeted for2016/2017)

• Manage Council’s open spaces, including:

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

− Implement the Pedestrian Bridge Replacement program, including:

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

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

- Replace bridge at Banyule Flats reserve ($50,000 budgetedin 2016/2017)

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

- Replace components such as handrails, decks, and sub-structures

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

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• Maintain and improve equipment for sporting facilities, including:

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

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

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

− Works on two courts at Yallambie Tennis Club ($50,000 budgeted in2016/2017)

− Batting tunnel, lighting and storage works Research Lower PlentyBaseball Club, Glen Auburn Reserve

• Continue to investigate the options for smoke free areas within themunicipality

• Assess new opportunities for improving access to existing spaces and

facilities

• Ensure that planning and development of Banyule’s public and open spacesis informed by the principles of Age-Friendly Banyule

• Increase, enhance and improve public open space where appropriate tocater for Banyule’s projected increases in population growth and density.

3.5 Support sustainable transport

Our focus areas

We will:

3.5.1 Develop an integrated transport plan for Banyule

3.5.2 Provide shared trails that help to link key public open spaces and communityfacilities

3.5.3 Encourage walking, cycling and public transport use

3.5.4 Improve parking management in activity areas.

Services, resources and initiatives to deliver our key direction

Services

We plan and manage transport interests for the local community for a sustainable andintegrated local transport system where walking, cycling and use of public transport areencouraged. Council provides significant resources and services to supportsustainable transport. This support includes:

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

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

- Property & Economic Development (Economic Development, PropertyServices)

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

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- Assets & Infrastructure (Asset Management, Infrastructure Maintenance)

- Capital Projects (Capital Works, Building Maintenance)

- Leisure, Recreation & Cultural Services

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

- Youth & Family Services.

Partnerships and Shared Resources

Council partners with key stakeholders to advocate to the State Government on behalfof the community for greater investment in local public transport infrastructure. Wealso work together with other levels of government and the local community, tradersgroups, local community special interest groups, friends groups, and schools toachieve beneficial outcomes. Partners also include: councils in the northern regionalarea, and government departments such as Vic Roads, the Traffic AccidentCommission (TAC) and Sport and Recreation Victoria (SRV).

Key Initiatives

• Implement the appropriate actions identified in the Banyule IntegratedTransport Plan which:

− Describes Banyule’s vision for transport across the city

− Sets out the actions Banyule is undertaking to realise this vision

− Identifies key actions and projects that other key stakeholders,particularly the State Government, will need to progress to helpdeliver this vision, including:

- Improving the level of service and access to public transportfor all users

- Addressing safety and amenity on Rosanna Road

- Duplication of the Hurstbridge railway line to improve servicefrequency and reliability

- Providing input to the Metropolitan Planning Authority’s workon transport planning for the LaTrobe National EmploymentCluster

− Considers access to transport, informed by principles according tothe World Health Organisation (WHO) Age Friendly Guidelines, andtaking into account the needs of people of all abilities

− Advocates for increased investment in sustainable transport and forimprovements to public transport that will benefit local residentsincluding: Orbital bus routes and the frequency, appropriateness andcapacity of public transport options available in Banyule

• Plan for and deliver a major shared path bicycle link through Banyule fromthe Plenty River trail to Plenty Road, including:

− Deliver a shared path bicycle link along the power easementconnecting the trail to Watsonia Road, Watsonia ($150,000 budgetedin 2016/2017)

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• Continue the off-road path renewal and development of the Banyule SharedTrail Network (for walking and bicycles) through the implementation of theNorthern Regional Trails Strategy and the shared trail asset managementplan, including:

− Develop detailed designs for future shared trail projects ($50,000budgeted in 2016/2017)

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

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

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

• Implement travel behaviour change programs to improve walking, cyclingand public transport use in priority areas, including:

− Introduce a walking, cycling and public transport use category forEnvironmental Grants

− Implement the Green Travel Plan for Council’s operations

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

STRATEGIC INDICATORS

How we will measure our performance against this objective is detailed in Appendix B- Strategic Indicators.

KEY SUPPORTING POLICY AND STRATEGY

The primary policy and strategy framework that underpins this objective is the BanyulePlace Policy and Strategy 2013-17. It includes the rationale and policy context for eachof the key directions that we will focus on to achieve this objective.

SUPPORTING PLANS

This objective is also supported by a range of current plans. A list is included inAppendix C – Supporting Plans.

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Participation

OBJECTIVE:

4. PARTICIPATION: COMMUNITY INVOLVEMENT IN COMMUNITY LIFE–Govern effectively by appropriately engaging thecommunity in issues that affect them, and advocatefor the broader interest of the community.

The Context of PARTICIPATION in Banyule

‘Participation’ is about how people get involved in the community and communityactivities, how they have a say on issues important to them, and how Council listens toand involves people in decision making and planning. Participation also involvesCouncil advocating with and on behalf of the community on issues out of Council’sdirect control. Supporting ‘Participation’ is central to good governance.

Banyule’s commitment to participation will be achieved by the following key directions:

4.1 Engage meaningfully with our community

4.2 Encourage diverse and inclusive community participation

4.3 Advocate on behalf of our community

4.4 Provide outstanding communications and customer service

“As a councillor at Banyule for 16 years, it has been great to work with thecommunity to deliver so many significant projects and initiatives that haveimproved our city. We have also worked together to build inclusive communitieswhere diversity is celebrated and valued. As Banyule Council’s inaugural LocalGovernment Women’s Charter Champion I am committed to increasingwomen’s participation on Council, committees and in decision-makingpositions.” Cr Jenny Mulholland

KEY DIRECTIONS FOR ACHIEVING OUR PARTICIPATION OBJECTIVE:

4.1 Engage meaningfully with our community

Our focus areas

We will:

4.1.1 Engage community members in issues of local concern to develop localsolutions and support community members to contribute their strengths,knowledge and capacity

4.1.2 Ensure we actively engage with under-represented groups in ways that are ofvalue to them

4.1.3 Enhance our relationship and work in respectful partnership with the traditionalcustodians of Banyule, the Wurundjeri people, identified elders and otherAboriginal and Torres Strait Islanders.

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Services, resources and initiatives to deliver our key direction

Services

Council provides significant direct service delivery to engage meaningfully with thecommunity. This includes:

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

- Governance & Communication (Governance, Communications, CustomerService)

- Executive Leadership Group

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

- Organisational Systems (Corporate planning and reporting).

Partnerships and Shared Resources

Council works closely with our community, local agencies, and other levels ofgovernment to encourage an environment of community participation. Transparencyand accountability to our community are supported through Council’s meetingprocesses, open communication channels, and support for under-represented groupsthrough a range of established advisory committees. Council has direct partnershiparrangements with a wide range of community advisory groups that represent a broadrange of special interest and issues based representation.

Key Initiatives

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

• Co-ordinate and deliver Community Development and local RSL grantprograms

• Strengthen the delivery of Early Years Services through communitypartnerships

• Work collaboratively with local service providers and the community tofacilitate better outcomes for older people in Banyule (eg. Age-friendlyAdvisory Committee, Age-friendly Champions Program, Participation inBanyule Aged Service Network, use of Volunteers in Aged Programs,Partnership projects and Support for Seniors groups)

• Work with young people in order to build their capacity to participate andmeaningfully engage in decision making in the local community, celebrateand highlight positive youth culture

• Lead, support and improve Council's community engagement andconsultation processes to ensure that the views and needs of thecommunity are reflected in Council's prioritisation and service delivery(including technology opportunities

• Implement the 2016/2017 actions for the Aboriginal and Torres StraitIslander Plan, which reflects Council’s stated commitment to IndigenousAustralians and current community aspirations

• Provide and promote services and opportunities that are available forAboriginal and Torres Strait Islanders across the municipality

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• Continue to plan and deliver Banyule’s Youth Services consultation andpartnership initiatives, including:

− Youth Summit 2016/2017

− YouthFest 2016.

4.2 Encourage diverse and inclusive community participation

Our focus areas

We will:

4.2.1 Work in partnership with the community to build capacity, promote inclusion,diversity and good local governance

4.2.2 Encourage people to participate in volunteer and community activities

4.2.3 Ensure the access and connectedness of under-represented groups to Councilfacilities, activities and services.

Services, resources and initiatives to deliver our key direction

Services

Banyule values diversity and actively promotes and enables the inclusion of allresidents in the life of the community. This involves embedding the principles ofinclusion in the provision of Council services and policy development, and that wecontinue to act in a manner that is respectful and mindful of the requirements of theVictorian Human Rights Charter. Council provides significant direct service delivery tosupport and encourage diverse and inclusive community participation. These include:

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

- Governance & Communication (Governance, Communications, CustomerService)

- Executive Leadership Group

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

- Leisure, Recreation & Cultural Services.

- Capital Projects (Building Maintenance)

- Transport, Sustainability & Municipal Laws (Transport & DevelopmentsEngineering).

Partnerships and Shared Resources

We acknowledge that volunteers provide a valuable community resource. Volunteerscreate governance structures and provide human resource support in community,health, religious, educational, environmental and sporting settings within Banyule.

We will continue to connect with people from Culturally and Linguistically Diverse(CALD) communities, people with disabilities and their carers, Aboriginal and TorresStrait Islander peoples, and other under-represented parts of our community.

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Banyule offers guidance, encouragement and development opportunities tocommittees of volunteer-based community organisations to provide critical serviceslocally.

We support local residents, community groups and businesses that have, by theiractions, promoted a better understanding and awareness of the importance andbenefits of active citizenship.

Council also works in partnership with its community, local agencies, communitygroups and other levels of government to leverage resources to support and encouragediverse and inclusive community participation.

Key Initiatives

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

− Aboriginal and Torres Strait Islander Plan

− Disability & Inclusion Plan

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

− Multicultural Plan

• Support Council's Multicultural, LGBTI (Lesbian, Gay, Bi-sexual,Transgender and Intersex), and Disability and Inclusion AdvisoryCommittees

• Work with the Babarrbunin Beek Management Group to design appropriateengagement to ensure Aboriginal and Torres Strait Islander voices areheard through Council’s planning processes

• Support the Arts and Cultural Advisory Committee and Reference Groupsand facilitate 6 meetings throughout the year

• Evaluate Council owned festivals and events to identify continuousimprovement opportunities

• Co-ordinate and deliver the annual volunteer and citizen of the year awardsand celebration function

• Support the Management Group of Babarrbunin Beek (our local Aboriginaland Torres Strait Islander gathering space) to operate this space andorganise events and activities

• Continue to improve or remove physical barriers to access of Councilfacilities

• Continue work towards achieving the ‘Rainbow Tick’ for Home andCommunity Care (HACC) services to ensure services are inclusive of LGBTI(Lesbian, Gay, Bisexual, Transgender and Intersex) communities

• Continue to implement and support the Age-friendly champions program

• Work with our community and other levels of government to pursueopportunities for women to participate in sport, with a focus on communityorganisations where women and girls are under-represented in key decisionmaking roles and where the organisations have access to council facilitiesand funding.

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4.3 Advocate on behalf of our community

Our focus areas

We will:

4.3.1 Work in partnership with community, groups, local agencies and different levelsof government to advocate for improved services, infrastructure and socialoutcomes

4.3.2 Seek opportunities for equitable funding and service arrangements with stateand federal government.

Services, resources and initiatives to deliver our key direction

Services

One of our key governance functions is to advocate on behalf of the community onissues they deem as important, or issues that are likely to have substantive impacts onour residents’ lives. By representing the interests of the community in a range offorums, we have the capacity to attract additional resources to the municipality andresolve complex issues that affect the liveability of the city.

Advocacy can be defined as the strategic method for achieving positive social changethrough persuasion and diplomacy. It involves trust and relationship building, educationand information, use of communication and media, and strategic partnerships. BanyuleCouncil’s aim in advocating is to persuade and influence decision makers and leadersin all spheres of government and the private sector, to act in the best interests of theBanyule community.

In advocating on behalf of the interests of its community, Banyule Council seeks toachieve:

• Public policy change and allocation of resources which benefit the needs of theBanyule community, particularly the more disadvantaged within the community;

• Greater visibility and understanding of the issues affecting our communitiesamong decision makers; and

• Participation in the agenda setting on matters which impact on our localcommunities.

Council provides significant direct service delivery for advocating on behalf of ourcommunity. This includes:

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

- Transport, Sustainability & Municipal Laws (Transport & DevelopmentsEngineering)

- Property & Economic Development (Economic Development)

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

- Leisure, Recreation & Cultural Services.

- Parks & Gardens

- Capital Projects

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- Governance & Communication (Governance, Communications, CustomerService)

- Executive Leadership Group

- Organisational Systems.

Key Initiatives

• Actively participate in the review of the Local Government Act 1989

• Focus advocacy endeavours on transport and traffic issues as a key driverof community concern based on extensive community consultation andfeedback

• Develop partnerships with State and Federal Government, key commercialand community organisations, to seek funding for the development ofprograms, services and facilities

• Continue to advocate to government agencies for the appropriate upkeep ofnon-council owned open space including: Parks Victoria land, Vic Roadsreserves, and Melbourne Water reserves

• Support the work of the Banyule Nillumbik Youth Services Network(BNYSN) and other key strategic collaborative networks to improve servicesfor young people

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

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

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

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

• Advocate to other levels of government for funding towards the growingdemand for playgroups in Banyule

• Advocate to relevant agencies to commit appropriate resources and supportfor the LGA NWMR (Local Government Area North & West MetropolitanRegion) collaboration, and enable Council to continue to maintain andimprove our operational readiness for emergencies.

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4.4 Provide outstanding communications and customer service

Our focus areas

We will:

4.4.1 Improve the reach, impact and responsiveness of our communications

4.4.2 Provide transparent and timely information about Council.

Services, resources and initiatives to deliver our key direction

Services

We are committed to providing excellence in customer service and communications, toensure our community and stakeholders have access to quality information aboutCouncil services, activities, processes and systems. This includes:

- Governance & Communication (Governance, Communications, CustomerService)

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

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

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

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

- Finance & Procurement (Revenue)

- Organisational Systems (Records & Information Management, BusinessServices)

- Executive Leadership Group

- Capital Projects

- Leisure, Recreation & Cultural Services

- Parks & Gardens.

Partnerships and Shared Resources

A range of services are also delivered to our community on behalf of Council bycontract or lease arrangement. The services are provided in line with Council’sstandards of customer service and communication. These services include: WaterMarcBanyule, Ivanhoe Golf Course, Macleod Recreation and Fitness Centre, WatsoniaPool, Chelsworth Park Precinct and The Centre Ivanhoe.

Council also partners with Banyule’s local Libraries - Yarra Plenty Regional Library(YPRL) network’s Ivanhoe, Rosanna and Watsonia libraries.

Key Initiatives

• Continue development of Council’s website and digital communicationsincluding redevelopment of the intranet

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

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• Implement the Banyule Complaints Handling Policy based on the Guidelinesprovided by the Victorian Ombudsman

• Complete a review of the way we provide customer service at Banyule anddevelop a strategy for customer service delivery in readiness for the moveto One Flintoff

• Develop neighbourhood based communication methods to better explain,promote, listen and consult on our services

• Develop communication and promotion strategies for specific services,including:

− Improve marketing and promotion of programs and services thatsupport Banyule in being an Age-friendly city (eg. improve websitelinkages to other services, signage on Council buses)

− Promote Aged & Disability Services to improve community andCouncil understanding of services, quality and future directions inAged Care including promotion of Aged Friendly cities

− Promote to the community process and service improvements indevelopment planning including VicSmart service, sustainability andliveability outcomes, tree protection and tree enforcement outcomes,VCAT determinations and major projects

− Improve communications for development planning in relation toexpectations for outcomes, emerging policy (new zones),neighbourhood character, customer service, tree controls, websiteinformation

− Continue to refine our community engagement work to ensure thebest representation possible in our strategic planning work

− Promote activities of the Transport & Developments EngineeringServices Unit to the community including the Integrated TransportPlan and the Stormwater Catchment Modelling (flooding implicationsand guideline development) to ensure a thorough understanding ofthe issues and implications of the policies involved

• Improve access to planning services and transactions including onlinelodgement and payment

• Communicate environmental achievements through internal and external

publications and presentations

• Investigate the potential to move to eRecords (electronic management) for

planning files and building files

• Develop and implement ‘Building a Better Banyule’ marketing campaign forall capital works projects

• Develop and deliver communications and marketing for the 2016 CouncilElections and the move to One Flintoff

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

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

− Enhancing the accessibility for our community to engage using aweb based portal to ensure Banyule is able to maintain responsiveservice delivery

− Continue to ensure Council’s platforms remain relevant in thecommunication and engagement space, with the ever-changing faceof IT solutions

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

STRATEGIC INDICATORS

How we will measure our performance against this objective is detailed in Appendix B- Strategic Indicators.

KEY SUPPORTING POLICY AND STRATEGY

The primary policy and strategy framework that underpins this objective is the BanyuleParticipation Policy and Strategy 2013-17. It includes the rationale and policy contextfor each of the key directions that we will focus on to achieve this objective.

SUPPORTING PLANS

This objective is also supported by a range of current plans. A list is included inAppendix C – Supporting Plans.

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Strategic Resource Plan2016-2020

OBJECTIVE:

5. PERFORMANCE: USE OUR RESOURCES WISELY -Manage the financial and non-financial resources required for the nextfour years to achieve Council’s strategic objectives.

The Context of PERFORMANCE in Banyule

‘Performance’ is about managing our resources wisely, providing organisationalsupport services, strategic planning and risk management. We are charged with thestewardship of the resources of the municipality. The community expects that theseresources will be managed in a responsible, sustainable and accountable way.

Our operations are based on responsible management, risk mitigation, strong customerservice, and continuous improvement. We value our staff and recognise the integralrole they play in the provision of Best Value services to our community.

We recognise that it is critical for us to protect and develop our non-financial resourcesto meet the needs of our community. These non-financial resources include: humanresource management and organisational development; knowledge management andinformation services; and asset management stewardship.

We also undertake a number of internal planning roles to ensure we maintain theappropriate strategic direction of our services.

In addition, our ‘Performance’ objective is underpinned by an extensive policy contextand a strategic framework based on the following:

• The Local Government Act 1989 - The LG Act includes requirements aroundthe Council Plan, the Strategic Resource Plan, the Budget, statutory reportingrequirements and Best Value

• Our legal responsibilities as a business entity and employer - to adhere to allemployer related legislation

• Our Banyule Management System, which incorporates a certification programagainst three key National and International Standards in Quality, OccupationalHealth and Safety and Environmental Management

• A number of key supporting plans and internal policies that provide direction inimportant support function areas, such as information management,communications, human resources, records management financialmanagement, procurement and asset management.

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The Strategic Resource Plan

The Strategic Resource Plan outlines how Council will manage our financial and non-financial resources over the next four years to achieve our strategic objectives.

The Strategic Resource Plan consists of the following:

• The ‘Performance – Use our resources wisely’ objective. This includes keydirections for achieving the objective, and focus areas for the next four years

• The ‘Management of our Human Resources’ section, which includes statementsdescribing the human resources required for the next four years

• The Financial Resources section, which includes information on financialposition, financial statements and commentary on these.

The plan also takes into account services and initiatives contained in plans adopted byCouncil, as well as other information prescribed by the regulations.

The Strategic Resource Plan is prepared in accordance with the requirements of theLocal Government Act 1989 and the Local Government (Planning and Reporting)Regulations 2014, which commenced operation on 18 April 2014.This sits well withBanyule’s objective of ‘Performance – Use our resources wisely’.

In addition, the Strategic Resource Plan describes how we manage our financialresources in a sustainable manner. Prudent management enables our staffing,physical resources and community services to be maintained in a way that meets ourcommunity’s current and future needs. This includes developing sustainable incomestreams and financial independence, and rates that support the services andinfrastructure for our community.

Our Rating Context

Our Rating Strategy is used to ensure that the Local Government Act’s ratingobjectives of ‘equity and efficiency’ are achieved. It is important that Banyule CityCouncil has a Rating Strategy in place that is transparent to the community andreviewed annually as part of the budget process.

Council has set a rate in the budget which clearly reflects the community’s wishesaround service quality and level. The balance between fairness, equity and financialsecurity has been carefully considered.

The rating parameters set for the strategic outlook period through to 2019 are indicatedcurrently on the basis of a 2.5% rate increase years 2 to 4.

This indicative rate is predicated on a rate capping environment and not indicative ofmaintaining all Council’s services at their current level.

Banyule will revisit these figures when further information is received from the StateGovernment on the extent of rate capping, this will be then matched with thecommunity’s desire to maintain current service levels versus a reduced rateenvironment.

Land is a finite resource in Banyule. Our Council is committed to ensuring that theeffective use of land resources benefits the whole community, as each land holdingcontributes to the shared infrastructure and services of Council.

As such, Council differentially rates its vacant commercial and residential land toensure an inequity in the shared contribution to infrastructure is not created through the

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underdevelopment of vacant land. We also strive to encourage the best usedevelopment of land.

Banyule values appropriate commercial and industrial development. However, we alsoacknowledge an increased impact on our shared infrastructure by these developments.We choose to differentially rate these properties to ensure an equitable outcome toinfrastructure costs across our community.

We understand the shared value to our community of cultural and recreational lands.Council supports and encourages the development of this shared benefit by ratingthese properties at a lower level.

We update the Strategic Resource Plan annually.

Our commitment to managing our resources wisely will be achieved by the followingkey directions:

5.1 Develop and deliver best value services and facilities

5.2 Provide responsible financial management and business planningprocesses

5.3 Enable good governance and accountability with minimal risk

5.4 Create a productive and engaged workforce

5.5 Maintain and strengthen corporate information and innovation

5.6 Plan and manage the systems and assets that support Council’sservice delivery.

“As a councillor I am committed to ensuring Banyule continues to provide awide range of services at the most affordable price for the community. We mustkeep enhancing local amenities while protecting our prized natural environment.Our Council continues to support the community as it listens to and addressesits needs. With this, we are investing in everyone’s future.” Cr Wayne Phillips

KEY DIRECTIONS FOR ACHIEVING OUR PERFORMANCE OBJECTIVE:

5.1 Develop and deliver best value services and facilities

Our focus areas

We will:

5.1.1 Seek opportunities for strengthened and additional income streams

5.1.2 Actively seek non-Council sources of financial support for capital projects

5.1.3 Seek potential Council investments that offer a mix of economic, social andenvironmental benefit

5.1.4 Continually review service levels, especially in areas where affordable, qualitydelivery is challenging

5.1.5 Ensure evidence based decision making seeking knowledge from practice,experience and research.

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Services, resources and initiatives to deliver our key direction

Services

Council continues to review service levels to ensure best value is achieved for thecommunity. All of Council’s services participate in our organisational Best ValueProgram which underpins Banyule’s commitment to a culture and practice ofcontinuous improvement. Council provides significant resources and organisationalsupport services to develop and deliver best value services and facilities. Theseinclude:

- Organisational Systems (Business Services)

- Finance & Procurement

- Human Resources

- Transport, Sustainability & Municipal Laws (Environmental Sustainability)

- Executive Leadership Group

- Assets & Infrastructure

- Capital Projects

- Leisure, Recreation & Cultural Services.

- Best Value Plus Internal Audit Group.

Partnerships and Shared Resources

Council also works with industry networks and other levels of government to continueto apply best practice in its planning and service delivery. Local Government Victoriaworks with the LG industry to provide better practice guides for planning and reporting,and for meeting legislative requirements.

Council will continue to work with the State Government and Local Governmentindustry sector in the further development and implementation of the Local GovernmentPerformance Reporting Framework (LGPRF).

Services delivered to our community on behalf of Council by contract or leasearrangement are provided in line with Council’s standards of developing and deliveringbest value services and facilities. These services include: WaterMarc Banyule, IvanhoeGolf Course, Macleod Recreation and Fitness Centre, Watsonia Pool, Chelsworth ParkPrecinct and The Centre Ivanhoe.

Council also partners with Banyule’s local Libraries - Yarra Plenty Regional Library(YPRL) network’s Ivanhoe, Rosanna and Watsonia libraries.

Key Initiatives

• Implement key recommendations from the Banyule Leisure FacilityManagement (Banyule Leisure) operational service review

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

• Continue to investigate options to consolidate landholdings to maximiserevenue and asset reallocation

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

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• Deliver effective and efficient sales of other Council sites proved surplus torequirement

• Review the HR Action Plan actions to deliver on the objectives of theHuman Resources Strategic Plan 2013-2017

• Implement the Municipal Laws Service Review Plan

• Continue to improve asset management plans by confirming asset workprograms, renewal priorities, intervention levels and therefore levels ofservice, and develop asset plans for:

− Traffic management devices,

− Sports field & surface (synthetic) and irrigation systems,

− Sports field and reserve lighting,

− Trees (streets & parks), and

− Park facilities

• Review Service Level Agreements for Council facilities - eg: sportingpavilions, child care centres, etc

• Support the establishment and delivery of a regional community informationand volunteer support service in Banyule

• Continue Council’s Service Development Review Program, a targetedreview program to strengthen and assess service sustainability, includingreview of service provision, key needs and objectives, and delivery inputssuch as consultation, benchmarking, and financial analysis

• Co-ordinate data sources and performance measures to ensure evidencebased decision making, including:

− Review and develop key organisation performance measures

− Lead the service unit reporting for the state government’s LocalGovernment Performance Reporting Framework (LGPRF)

− Produce, co-ordinate and promote use of, and access to, meaningfuldata to inform and enhance Council's planning and service delivery

• Undertake innovative projects to inform and improve the delivery of efficient,effective and accessible services for older people (eg Community BasedMeals & Respite, and Support for carers programs)

• Undertake a review of frontline customer service with a view to findingefficiencies and improving the customer experience, including greater use oftechnology based customer service

• Research and develop systems and processes to identify and communicatecommunity need in order to respond as effectively as possible with the rightservice mix for our community.

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5.2 Provide responsible financial management and business planningprocesses

Our focus areas

We will:

5.2.1 Achieve a responsible budget

5.2.2 Soundly manage Council's commercial assets, leases and contracts

5.2.3 Develop sound long-term plans for capital works, asset maintenance andfinancial management

5.2.4 Create corporate planning and reporting processes that show what we aredoing and how we are performing.

Services, resources and initiatives to deliver our key direction

Services

Banyule’s Council Plan is a partnership between the Council and Community. Councilis committed to reviewing progress in relation to the City Plan and Budget and reportingback to the community on achievement of the strategic objectives set out in the plan.

Council provides significant resources and organisational support services to provideresponsible financial management and business planning processes. These include:

- Finance & Procurement (Revenue Services, Procurement, FinancialAccounting, Management Accounting)

- Assets & Infrastructure (Asset Management, Infrastructure Maintenance)

- Property & Economic Development (Valuations & Land Information

Systems)

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

- Leisure, Recreation & Cultural Services

- Parks & Gardens

- Governance & Communication (Governance, Communications, CustomerService)

- Organisational Systems (Business Services, Information Technology)

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

Partnerships and Shared Resources

We liaise with local government industry networks, other levels of government,undertake negotiations with financial institutions, and manage Council’s commercialassets, leases, grants and major contracts for the benefit of our community.

We work with a wide range of stakeholders, including:

• Local Government Victoria, Grants Commission, and State Revenue Office

• Auditors – Victorian Auditor-General Office (VAGO) and internal auditors

• Local Government Finance Professionals (FinPro) industry network

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• Procurement networks - MAV Procurement, Procurement Australia and EasternMetro Region Contract (to procure goods and services)

• Municipal Association of Victoria (MAV) - Participation in the MAV STEP AssetManagement Program

• Department of Health & Human Services - planning and reporting on ourMunicipal Public Health and Wellbeing Plan.

Key Initiatives

• Review and update Council's capital works infrastructure plan to ensure theongoing strategic and sustainable management of Council’s assets

• Continue to actively pursue opportunities for aggregated collaborativeprocurement activities, eg. Municipal Association Victoria, ProcurementAustralia, Eastern Region and others

• Respond to the fire services levy rating requirements on local government

• Maintain our annual budget within accepted Victorian Auditor-General Office(VAGO) guidelines for prudent financial operation

• Implement our Rating Strategy based on stability, equity, efficiency andtransparency

• Implement our Debt Plan actions

• Continue rating at levels that support the increasing asset renewal andservice cost shifting pressures faced by Council

• Develop reports to assist with project prioritisation and management, thatincludes financial and progress data

• Develop and implement partnership and license agreements withcommunity groups and continue providing support in the delivery of servicesto the community

• Launch the guidelines for sporting and community groups in relation tofacility planning, advertising policy and Liquor Licencing process

• Implement the processes recommended by the Procurement Reviewundertaken by Council's Internal Auditor and explore opportunities tostrengthen processes

• Review and relaunch our performance reporting format to provide improvedtransparency and simplification of information for our community on aquarterly basis

• Provide Council with the strategic financial information required to enablegood governance of the Municipality on an ongoing basis

• Introduce co-ordinated asset reporting to meet MAV (Municipal Associationof Victoria) STEPS program renewal gap, State Government and VAGO(Victorian Auditor-General’s Office) reporting, including renewal expenditure(capital and operating) depreciation, asset lives, and condition assessment

• Further utilise our corporate reporting systems to improve our corporateplanning and reporting processes to support enhanced business decisions

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

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• Conduct an annual review of rating strategies to ensure best practiceapproach, including:

− Properties that fall outside of the normal rating categories includingthose properties that fall within the Cultural and Recreational LandsAct and nursing homes

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

5.3 Enable good governance and accountability with minimal risk

Our focus areas

We will:

5.3.1 Ensure our local laws are enforceable and deliver appropriate communitybenefit

5.3.2 Apply sound risk management practices that meet defined local governmentindustry standards

5.3.3 Ensure clear and appropriate communication, media and marketing support forall Council services.

Services, resources and initiatives to deliver our key direction

Services

Council provides significant resources and organisational support services to enablegood governance and accountability with minimal risk. These include:

- Governance & Communication (Governance, Communications, CustomerService)

- Human Resources (Risk and OHS)

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

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

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

- Capital Projects (Building Maintenance)

- Organisational Systems (Information Technology, Records & InformationManagement, Business Services)

- Finance & Procurement

- Executive Leadership Group.

Partnerships and Shared Resources

Council works with other levels of government and local government networks toensure we comply with the requirements of the Local Government Act 1989 and otherrelevant legislation and regulations.

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We also have a range of partnership arrangements which support the way Councilapplies risk management principles (and conducts emergency planning) to protect ourstaff, contractors, volunteers, community, assets and the environment. These include:

• Specialist providers, consultants and auditors that offer expertise in riskmanagement, business continuity planning, fraud control, etc

• Emergency services – Metropolitan Fire Brigade and Country Fire Authority,Victoria Police, Ambulance Victoria, Victoria State Emergency Service (SES)

• Local media and communication service providers.

Key Initiatives

• Continue the implementation, education and enforcement of our new LocalLaw No.1, especially for development issues including public concerns withafter-hours building activities

• Undertake a review of the Municipal Laws Service’s out of hours on-callservice

• Review and communicate mechanisms and processes to apply clear andsound risk management practices that meet local government and industrystandards

• Ensure Business Continuity Plan documents are reviewed, revised and keptcurrent

• Effectively manage Council’s reputation within the media with clearconsistent and open communication

• Develop and implement communications strategies for major projects,services and events to inform the community about what we are doing andhow we are doing it

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

• Implement Local Government Act changes resulting from the ImprovedGovernance Amendments 2015.

• Deliver organisation wide recertification of Best Value Plus ManagementSystem

• Develop and implement a new Communications strategy.

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5.4 Create a productive and engaged workforce

Our focus areas

We will:

5.4.1 Maximise our capable, united and cohesive leadership teams

5.4.2 Ensure we have the right people, at the right time, in the right place to deliverquality services across the organisation

5.4.3 Continue to develop our workforce to ensure optimum performance,competency and skill at all levels throughout the organisation

5.4.4 Ensure our staff and workplaces remain safe

5.4.5 Ensure constructive workplace behaviours are modelled on the organisation’svalues.

Services, resources and initiatives to deliver our key direction

Services

Our staff play a fundamental role in achieving the objectives of our City Plan anddelivering services in line with the needs of our community. Council providessignificant resources and organisational support services to create a productive andengaged workforce, and to provide a safe and supportive working environment for thehealth and wellbeing of staff. These include:

- Human Resources (Employee Relations, Risk and OHS, OrganisationalDevelopment)

- Executive Leadership Group

- Central Consultative Committee

- Local Consultative Committees

- Banyule Leadership Network

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

- Organisational Systems (Records & Information Management, InformationTechnology).

Partnerships and Shared Resources

Council also works in partnership arrangements with unions (Australian Municipal,Administrative, Clerical and Services Union (ASU); The Association of ProfessionalEngineers, Scientists and Managers (Professionals Australia); and The AustralianNursing & Midwifery Federation (ANMF)).

We work with labour providers, other levels of government, LG industry networks, andspecialist service providers. The providers cover a range of aspects to support staffdevelopment and organisational culture, including:

• Expertise to support organisational wide training in customer service, privacyawareness, communication and technology services, etc

• Consultants and auditors that offer expertise in risk management and safety,team building, Employee Assistance Program (EAP), staff surveys formeasuring our organisational culture

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• Training providers covering a wide range of staff training and developmentopportunities.

Key Initiatives

• Facilitate the rollout of Council's Leadership Development Framework tostrengthen the leadership capabilities of supervisory staff

• Facilitate the development and integration of an Organisational Workforceplanning framework, strategies and reporting system and identify high riskareas and gaps

• Build and strengthen the mechanisms and tools necessary to capture criticalknowledge in order to continue to deliver key organisational goals andobjectives

• Identify and deliver relevant learning and development offerings to supportCouncil goals, objectives and directions

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

• Support, address and advocate for the prevention of Family Violence;including:

− Increasing organisational awareness of family violence issues, andhow they may impact the workforce, and

− Establishment of procedures, processes, and educative programsthat advocate on behalf of, and support employees experiencingfamily violence

• Build on the implementation of the Working Together Working Better Valuesby promoting positive behaviours through appropriate feedback, reward andrecognition and development opportunities

• Commence preparation for Enterprise Agreement No.7, with a focus onachieving a fair outcome that supports a sustainable organisation so thatemployment is sustainable, including terms and conditions that arecontemporary and relevant to a modern workforce.

5.5 Maintain and strengthen corporate information and innovation

Our focus areas

We will:

5.5.1 Manage and enhance information systems that heighten business and serviceeffectiveness.

Services, resources and initiatives to deliver our key direction

Services

Council provides significant resources and organisational support services to maintainand strengthen corporate information and innovation. This enhances our ability toaccess and utilise information to improve decision making and delivery of services, andto meet legislative requirements. The Services include:

- Organisational Systems (Information Technology, Records & InformationManagement, Business Services)

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- Finance & Procurement (Revenue Services, Procurement, FinancialAccounting, Management Accounting)

- Governance & Communication (Governance, Communications, CustomerService)

- Human Resources (Employee Relations, Risk and OHS, OrganisationalDevelopment)

- Assets & Infrastructure (Asset Management, Infrastructure Maintenance)

- Capital Projects (Building Maintenance)

- Executive Leadership Group

- Information Management Steering Committee

- Banyule Leadership Network.

Partnerships and Shared Resources

Council networks within the industry sector, works in partnership with other levels ofgovernment, and consults and works with specialist service providers. We also workthe Public Records Office of Victoria and State Library to ensure our processes andstandards meet legislative requirements. We continue to participate in the MAVRecords STEP program to ensure legislative requirements are met.

The relationships with our contracted service providers are critical in supporting thestability, maintenance, delivery and enhancement of our corporate systems andinformation management. These include:

• Consultants and auditors that offer expertise in IT policies and procedures,enhancement opportunities, Disaster Recovery capabilities, electronic recordsmanagement and digitisation, website and intranet development, phonenetworks, etc

• Key service providers such as our software and hardware vendors

• Training providers covering a wide range of specialist training and learningopportunities for staff such as records management, communication andtechnology services, etc.

Key Initiatives

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

• Implement stage 4 of the EDRMS project with the targeting of work flowimprovements, including digitisation of hard copy files particularly focusedon planning and building files and electronic work processes to move to fullyelectronic data management

• Establish a mechanism to review new technologies to ensure PublicRecords Office Victoria standards for record keeping and privacyrequirements are met and reviewed according to an appropriate riskassessment - these reviews to be conducted in line with the sometimescompeting demands of Council’s operations and the standards

• Refresh Council's Project Management framework

• Review and implement Councillor management protocols and a Councillortraining program

• Implement systems improvement and staff training for complaintmanagement and handling, including monitoring and reporting, in line withCouncil’s Complaints Handling Policy

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• Continue to review and streamline Council’s financial systems andprocesses to ensure the most efficient and effective use of our technologyresources

• Deliver targeted improvement of organisational support processes andsystems with a prioritised project plan, including:

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

− Continue automation of Self-service Payroll information and onlineleave

− Introduce invoice scanning for Accounts Payable

− Continue process improvement for capturing electronic records atfirst point of contact

− Further the development of the information portal

− Continue to develop tools to enhance mobility

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

5.6 Plan and manage for the systems and assets that support Council’s servicedelivery

Our focus areas

We will:

5.6.1 Continue to provide a sustainable, cost effective and safe fleet

5.6.2 Renew Banyule’s internal support service assets according to agreed servicelevels and standards

5.6.3 Provide staff with the right tools to do their job easily and flexibly as appropriatefor the task.

Services, resources and initiatives to deliver our key direction

Services

Council provides significant resources and organisational support services to plan andmanage for the physical systems and assets that support Council’s service delivery.These include:

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

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

- Assets & Infrastructure (Asset Management, Infrastructure Maintenance)

- Capital Projects (Building Maintenance, Capital Works)

- Parks & Gardens

- Organisational Systems (Information Technology, Records & InformationManagement, Business Services)

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- Finance & Procurement (Revenue Services, Procurement, FinancialAccounting, Management Accounting)

- Human Resources (Risk and OHS)

- Executive Leadership Group.

Partnerships and Shared Resources

Council works with various Government agencies and industry reference groups suchas the Northern Region Waste Management Group, MAV Step Program and MAVTechnology group to establish the strategic framework for asset management,development and renewal in our City.

Key Initiatives

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

• Implement fleet management review actions to reduce the size of theoperational fleet in conjunction with a move to One Flintoff and a reducedoperational need

• Implement the new Intranet Site including end user training and contentmanagement

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

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

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

• Complete the construction project for the establishment of Council’s staffaccommodation and community facilities in Greensborough:

− Optimise efficiency opportunities with the co-location of Banyuleadministration offices to Greensborough

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

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STRATEGIC INDICATORS

How we will measure our performance against our Performance objective (andStrategic Resource Plan) is detailed in Appendix B - Strategic Indicators.

KEY SUPPORTING POLICY AND STRATEGY

The primary policy and strategy framework that underpins this objective is the BanyulePerformance Framework: Banyule Management System. This provides thestrategic framework for managing our resources wisely, providing organisationalsupport services, strategic planning and risk management.

Our ‘Performance’ objective is underpinned by policy context and strategic intent that isinformed by: the Strategic Resource Plan, Strategic Budget, 4 year Capital Works Plan,IT Strategic Plan 2015-2020, Banyule City Council Enterprise Agreement No.6, 2014,Banyule Working Together Working Better Values and Staff Code of Conduct, theRating Strategy and the Debt Management Strategic Plan.

The ‘Performance’ objective is also informed by a strong legislative framework, usingindustry best practice guides (eg. Reporting guidelines for local government budgets inVictoria, provided by The Institute of Chartered Accountants in Australia). Our BanyuleManagement System (BMS) is based on meeting the Best Value Principles of servicedelivery to our community, and incorporates a certification program against three keyNational and International Standards in Quality, Occupational Health and Safety andEnvironmental Management.

The following includes the rationale and policy context for each of the key directionsthat we will focus on to achieve this objective:

5.1 Develop and deliver best value services and facilities

We will effectively manage our resources in a changing environment, while continuingto deliver quality and value for money services. Banyule’s commitment to a culture andpractice of continuous improvement is based on our organisational Best ValueProgram.

Banyule is committed to the Best Value Principles, which were introduced by theVictorian Government. Best Value enables councils to determine the most effectiveway of involving the community and providing services that are responsive tocommunity needs and values.

Best Value ensures that all services:

• offer the best possible quality and value for money

• are responsive to community needs

• are accessible to the people they are intended for

• show continuous improvement

• are subject to regular community consultation.

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We report to our community on our application of Best Value Principles, highlights andkey outcomes, which are available in our Annual Report or through the Best Valuesection of our website.

Banyule also incorporates a certification program against three key National andInternational Standards in Quality, Occupational Health and Safety and EnvironmentalManagement. This ensures we continue to provide quality services in a safe mannerthat protects people and the environment.

We will encourage innovation consistent with our key objectives by providing servicesto a certified level against Environmental, Occupational Health and Safety and QualityStandards.

We will continue to review our service levels to ensure best value is achieved for thecommunity.

We will seek opportunities for effective and prudent development of alternate incomestreams to offset the financial burden on our community.

5.2 Provide responsible financial management and business planningprocesses

We are committed to establishing a financial framework that ensures we can maintain aposition of financial sustainability in the medium to long term.

We are mindful of the need to comply with the principles of sound financialmanagement as outlined in the Local Government Act 1989, including:

• Prudently manage the financial risks relating to debt, assets and liabilities

• Delivery of:

­ a rating strategy based on stability, equity, efficiency and transparency,and

­ a debt management strategic plan to ensure decisions and opportunitiescan be accommodated within a context of responsible, sustainablefinancial management

• Consider the financial effects of Council decisions on future generations

• Provide full, accurate and timely disclosure and reporting of financial andperformance information.

We are committed to ensuring the most effective management of Council’s commercialassets, leases and major contracts.

We will plan effectively for the use of our finite resources, strengthening the integrationof our policies, strategies and plans to help us achieve our strategic objectives.

We will improve our corporate and community reporting processes to help usunderstand our key success measures and aid us in our decision making.

Our commitment, financial position, and financial statements are detailed in theFinancial Resources section of this Strategic Resource Plan.

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5.3 Enable good governance and accountability with minimal risk

We will continue to ensure we comply with the requirements of the Local GovernmentAct and other relevant legislation and regulations, and fulfil the duties, powers andfunctions of a Council. This involves reviewing and developing support mechanisms,structures, policies and processes relating to our good governance practices, includingmaking and enforcing local laws.

We are committed to applying sound risk management principles and practices toprotect our staff, contractors, volunteers, community, assets and the environment. Werecognise risk management as an integral process in the planning, prioritisation anddelivery of services, activities and objectives.

We have a Risk Management program with measurable objectives that are in line withcorporate and legislative requirements, Best Value Principles, industry best practiceand Australian/ International standards.

A major component of our risk management program is emergency management.Council has an integrated, best practice model of emergency planning. We have aseries of comprehensive emergency management plans in place to coordinate ourresources and response in the event of an emergency. These include a focus onbusiness continuity planning. We are committed to business continuity planning toensure we are in a position to maintain our business resilience and long termperformance.

We will sustain good corporate governance, maintain Council’s customer satisfaction,reputation and public image and continue to provide services which are relied upon bythe community.

We will continue to integrate risk management with our Banyule Management Systemto improve risk management outcomes, business thinking and approaches.

We will effectively manage Council’s communication, promotions and marketingendeavours to ensure the management of our reputational risk.

We will continue with open and honest communication with our community.

5.4 Create a productive and engaged workforce

We are committed to developing our organisational culture to ensure that we continueto provide outstanding services to our community.

We will develop a strong, responsive, and supportive workforce that embraces ourorganisational values and is focussed on achieving Council objectives.

We will manage our staff resources in a way that meets the needs of delivering,supporting and developing our services, while remaining an employer of choice.

We are committed to providing safety programs and workforce wellbeing initiativesdesigned to prevent injuries and improve workforce health and wellbeing.

5.5 Maintain and strengthen corporate information and innovation

We are committed to developing and maintaining effective systems and practices toensure that information is well managed and that legislative requirements are met.

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This will enable valuable corporate information and records to be accessible, whilebeing preserved.

We will use innovative technology and provide management tools that enable centralcapture and retrieval of information. This will enhance Council’s ability to access andutilise information to improve decision making and delivery of services.

We will also use innovative and people-friendly communication technology toencourage participation and social connection, and improve access to and sharing ofinformation.

5.6 Plan and manage for the systems and assets that support Council’s servicedelivery

We will ensure that our technology and physical assets are maintained and provided ina form that meets the service and infrastructure needs of our organisation. Thissupports our service units to deliver efficient, effective and quality services for ourcommunity now and into the future.

We will plan for the future asset needs of the organisation, including assetidentification, maintenance and renewal requirements.

We will continue to strengthen our foundation technology platform so that we are in agood position to prepare the organisation for future technology challenges, adapt tochange and embrace appropriate new technologies. This includes our plannedtechnology infrastructure upgrades and implementation of essential foundationtechnology projects.

We will effectively manage Banyule’s information and communications technologysystems to provide reliability, security and superior performance

We will continue to investigate and appropriately implement business technologyimprovements and, where appropriate, provide staff with the functionality to do their jobanywhere and anytime. This will help us to improve our efficiency and deliver betterservices to our community. It includes, providing appropriate engineering support (e.g.design, traffic management advice) to enable the best outcomes for construction of ourmajor projects.

We will also continue to provide a cost effective fleet while minimising the impact on theenvironment, meeting operational requirements and minimising risk to staff andcommunity.

SUPPORTING PLANS

This objective is also supported by a range of current plans. A list is included inAppendix C – Supporting Plans.

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Statement of the Management of our Human Resources

It is anticipated the Council will maintain a stable workforce number over the period ofthe Strategic Resource Plan.

A knowledgeable, engaged and dedicated workforce is integral to achieving thepractical outcomes of our City Plan. Our people are our most valuable asset, and theHuman Resources Strategic Plan has been developed to support the Councilorganisation in achieving the goals of servicing the needs of our community throughour people.

The Human Resources Strategic Plan commits to strategic, high value andcontemporary human resource systems and programs that enable customer focused,productive and high quality services to the community now and into the future.

The Human Resources Strategic Plan identifies a number of priority areas to focus on,to build a productive and responsive organisation, including implementing strategies toensure we have the workforce we require in the future.

The needs of the community will be best met with a skilled, knowledgeable andcontemporary workforce that is engaged and committed. In order to attract and retainthat workforce the organisation provides fair terms and conditions of employment,development opportunities that are relevant to the services we deliver and supportiveand inclusive policies.

Through developing a strong, responsive, and supportive workforce that embracesorganisational values, we ensure that we continue to provide outstanding services toour community.

The management of our human resources and support service underpin our ability tofunction as an effective and efficient organisation. The manner in which this isorganised, and delivered is expanded upon in the detailed focus areas and initiativesthat are represented in the key directions of our ‘Performance - Use our resourceswisely’ objective:

5.1 Develop and deliver best value services and facilities

5.2 Provide responsible financial management and business planningprocesses

5.3 Enable good governance and accountability with minimal risk

5.4 Create a productive and engaged workforce

5.5 Maintain and strengthen corporate information and innovation

5.6 Plan and manage the systems and assets that support Council’sservice delivery.

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Banyule City Council Employee Staffing Numbers

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

Employeetype/gender

CEOAssets & City

ServicesCity

DevelopmentCommunityPrograms

CorporateServices

Total

EFT as % EFT as % EFT as % EFT as % EFT as % EFT as %

PermanentFT – F - 10.75 25.05 28.62 41.93 24.57

PermanentFT – M 100.00 84.35 46.26 7.88 29.80 40.48

PermanentPT – F - 2.78 18.95 50.30 22.30 26.71

PermanentPT – M - - 5.27 9.40 1.19 4.69

Casual – F - 1.27 2.61 2.31 2.97 2.14

Casual - M - 0.85 1.86 1.49 1.81 1.41

Total 100.00 100.00 100.00 100.00 100.00 100.00

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

2014/2015.

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

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Banyule City Council Employee Staffing Numbers (continued)

Organisation Work Status Gender

Full timeEmployees

2016/17%

Part timeEmployees

2016/17%

CasualEmployees

2016/17%

MaleEmployees

2016/17%

FemaleEmployees

2016/17%

Grand Total 65.11 31.87 3.02 46.97 53.03

Core Corporate

Executive and Planning 60.46 39.54 - 48.37 51.63

Total Core Corporate 60.46 39.54 - 48.37 51.63

Corporate Services

Finance and Procurement 94.68 4.37 0.95 26.44 73.56

Governance & Communication 49.39 48.71 1.90 19.07 80.93

Human Resources 65.60 34.40 - 23.71 76.29

Organisational Systems 80.45 19.47 0.08 56.32 43.68

Total Corporate Services 73.90 25.23 0.87 32.26 67.74

Assets and City Services

Assets and Infrastructure 95.88 4.12 - 95.88 4.12

Capital Projects 99.86 - 0.14 78.60 21.40

Operations 96.62 3.24 0.14 89.07 10.93

Parks and Gardens 98.89 1.11 - 85.92 14.08

Total Assets and City Services 97.84 2.10 0.06 87.56 12.44

Community Programs

Health and Aged Services 30.56 68.20 1.24 12.26 87.74Leisure Recreation and CulturalServices 28.81 54.25 16.94 46.17 53.83

Youth and Family Services 41.53 53.19 5.28 9.65 90.35

Total Community Programs 34.05 59.66 6.29 19.02 80.98

City DevelopmentProperty and EconomicDevelopment 81.23 18.77 - 48.74 51.26Transport, Sustainability, andMunicipal Laws 68.49 27.26 4.25 55.14 44.86

Urban Planning and Building 81.32 17.48 1.20 56.21 43.79

Total City Development 75.57 22.02 2.41 54.79 45.21

Note: For further information on Council’s stable workforce over the period of theStrategic Resource Plan, please refer to the Financial Statements section: ‘Statementof Human Resources’, and ‘Other Information – Summary of Planned HumanResources’.

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Financial Resources

Financial position

Banyule City Council has a Financial Plan covering the four-year period from 1 July2016 to 30 June 2020. This plan provides the demonstrated financial stability,accountability and strategy to support our proposed operations. This four-year forecastoutlines our financial strategies that support our service obligations; capital worksaspirations and asset renewal objectives.

Some of the key assumptions that underpin the development of the Financial Planinclude:

Rating levels that balance the increasing asset renewal pressures faced by Counciland recently introduced State Government rate capping legislation. The plan alsoaims to focus on increases from alternate funding sources other than rates formajor capital projects.

Fees and charges (revenue) have been set in line with CPI, at market levels or aslegislated, whilst cost movements have been modelled on a Consumer Price Index(CPI) range of 2 - 3% per annum over the four years.

Providing levels of service in line with the Best Value principles and reasonablecommunity service level expectations based on community consultation. Amandate has been set for continuous improvement and delivery of efficiencies fromwithin the operational budget, to ensure that real savings in expenditure andincreases in revenue are captured and used to fund the set capital works andinitiatives program.

Ensuring we continue to attract appropriate skills and be considered an employer ofchoice but continue to maintain the existing employee envelope where feasible.Salaries and wages will therefore increase in line with the agreed enterpriseagreement and then a subsequent CPI growth.

Grant funding is based on confirmed funding levels.

Critical appraisal of Council assets to ensure the best possible return on investmentis being achieved for our community. However, marginal investment returns havebeen applied through assessment of the financial environment, investment policyconstraints and the debt management strategic plan principles in place.

The four-year Financial Plan has been prepared to ensure an adequate amount isavailable for capital works and rate increases are in accordance with the StateGovernment rate capping legislation.

In preparing the Financial Plan, the Council has complied with the following principlesof sound financial management:

Prudent management of financial risks relating to debt, assets and liabilities

Delivery of:

­ a rating strategy based on stability, equity, efficiency and transparency, and

­ a debt management strategic plan to ensure decisions and opportunities canbe accommodated within a context of responsible, sustainable financialmanagement.

Consideration of the financial effects of Council decisions on future generations

Full, accurate and timely disclosure of financial and performance information.

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Financial position (continued)

The following pages present the Financial Plan for the four years from 1 July 2016 to30 June 2020. The Financial Plan takes into account the strategic objectives and keydirections (strategies) as specified in the City Plan (Council Plan) and expresses themin financial terms.

Commentary on the Financial Statements and Statement of Human Resources for theStrategic Resource Plan

The Strategic Resource Plan is Council’s longer term report to our community whichoutlines the resources required to achieve the objectives detailed in the City Plan overthe next four years.

The following five Financial Statements and Statement of Human Resources for theStrategic Resource Plan form a special purpose financial report prepared specifically tomeet the requirements of the Local Government Act 1989, and the Local Government(Planning and Reporting) Regulations 2014.

These Financial Statements together with their explanatory notes each provideinformation in relation to an aspect of Council’s financial management. They should allbe read in conjunction with each other, to obtain an overall understanding of Council’sfinancial position and management.

The Financial Statements for the Strategic Resource Plan (SRP): ComprehensiveIncome Statement, Balance Sheet, Statement of Changes in Equity, Statement of CashFlows and Statement of Capital Works, are all prepared on bases consistent with theBudget and the Financial Statements.

Commentary on the Comprehensive Income Statement for the Strategic Resource Plan

The Comprehensive Income Statement for the SRP shows what is expected to happenduring the next four years in terms of income and expenses from all activities. The‘bottom line’ shows the net result (surplus or deficit) for the reporting periods.

The Comprehensive Income Statement requires expenses and income to beseparately disclosed where the item is of such a size, nature or incidence that itsdisclosure is relevant in explaining the performance of the Council.

Commentary on the Balance Sheet for the Strategic Resource Plan

The Balance Sheet for the SRP shows a snapshot of the expected financial position atthe end of each of the next four years. It shows the total of what is owned (assets) lesswhat is owed (liabilities). The line in the balance sheet shown as net assets is the networth of Council.

The change in net assets from one year to another year shows how the financialposition has changed over that period. The assets and liabilities are separated intocurrent and non-current.

Current means those assets or liabilities that will fall due in the next 12 months.

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Financial position (continued)

Commentary on the Statement of Changes in Equity for the Strategic Resource Plan

The Statement of Changes in Equity for the SRP sets out the movements in Council’sequity for each of the budgeted four years. The statement shows the movement in the:

Surplus or deficit for the year

Transfer to and from asset replacement reserves

Transfer to and from the asset revaluation reserve

These movements account for the difference in the opening and closing balances ofequity.

Commentary on the Statement of Cash Flows for the Strategic Resource Plan

The Statement of Cash Flows for the SRP shows what is expected to happen duringthe next four years in terms of cash. It explains the cash movements during the year,which is represented by the difference in the cash balance at the beginning and theend of the year.

The net cash flow from operating activities shows how much cash is expected toremain after the cost of providing services to the community is covered. This remainingcash may be invested in things such as capital works.

The information in the Statement of Cash Flows helps us assess our ability to generatecash flows, meet financial commitments as they fall due (including the servicing ofborrowings), fund changes in the scope or nature of activities and obtain externalfinance.

Commentary on the Statement of Capital Works for the Strategic Resource Plan

The Statement of Capital Works for the SRP sets out all expected capital expenditurein relation to non-current assets for each of the next four years. It also shows theamount of capital works expenditure that is expected to be made renewing, upgrading,expanding or creating new assets. This is important because each of these categorieshas a different impact on Council’s future costs:

New Capital expenditure does not have any element of renewal, expansion orupgrade of existing assets. It may or may not result in additional revenue forCouncil and will result in an additional burden for future operation, maintenance andcapital renewal.

Capital Renewal expenditure reinstates existing assets and returns them to theiroriginal service life. It has no impact on revenue, but may reduce future operatingand maintenance expenditure if completed at the optimum time.

Capital Expansion expenditure extends an existing asset to a new group of users.It is discretionary expenditure that increases future operating and maintenancecosts, because it increases Council’s asset base, but may be associated withadditional revenue from the new user group.

Capital Upgrade expenditure enhances an existing asset to provide a higher levelof service or expenditure that will increase the life of the asset. Upgradeexpenditure is discretional and often does not result in additional revenue unlessdirect user charges apply. It will increase operating and maintenance expenditurein the future because of the increase in the Council’s asset base.

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Financial position (continued)

Commentary on the Statement of Human Resources for the Strategic Resource Plan

The Statement of Human Resources for the SRP sets out the anticipated dollar cost ofemploying Council’s staff for the next four years. The statement also shows the numberof Equivalent Full Time (EFT) staff employed in the 2016/2017 year and the anticipatedstaff numbers over the following three years.

Financial Statements

The Financial Statements include the following:

• Comprehensive Income Statement

• Balance Sheet

• Statement of Changes in Equity

• Statement of Cash Flows

• Statement of Capital Works

• Statement of Human Resources

In accordance with the Local Government Strategic Resource Plan Better PracticeGuide 2016 (provided by Local Government Victoria, Department of Environment,Land, Water and Planning), the following is also included:

Other Information:

• Summary of Planned Capital Works Expenditure

• Summary of Planned Human Resources:

­ Expenditure

­ Staff Numbers

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Comprehensive Income Statement

For the four years ending 30 June 2020

Forecast Proposed Strategic Resource Plan

Actual Budget Projections

2015/16 2016/17 2017/18 2018/19 2019/20

$’000 $’000 $’000 $’000 $’000Income

Rates and charges 90,545 93,813 96,921 100,108 103,312

Grants - Operating 9,995 11,673 11,829 11,828 11,607

Grants - Capital 1,954 4,872 1,493 1,761 1,430

Statutory fees and fines 6,983 7,951 7,603 8,158 7,961

User fees and charges 16,906 17,656 18,207 18,568 18,542

Contributions income 3,080 2,425 1,876 1,857 1,853

Interest income 2,704 1,850 1,723 1,572 1,653

Rental income 1,698 1,602 1,895 2,144 2,192

Net gain on disposal of property,infrastructure, plant and equipment 3,463 187 230 270 217

Other income 777 110 115 115 121

Total income 138,105 142,139 141,892 146,381 148,888

Expenses

Employee expenditure 58,684 61,357 62,768 64,138 65,786

Materials and services 37,058 36,859 35,876 37,981 38,011

Utility charges 4,368 4,622 4,916 5,166 5,308

Depreciation and amortisation 19,119 20,138 20,965 22,290 22,844

Borrowing costs 3,726 3,549 3,444 3,255 3,033

Donations expenditure 732 597 600 722 613

Contribution expense 5,976 6,143 6,288 6,437 6,482

Other expenses 2,420 1,946 1,957 1,999 2,056

Total expenses 132,083 135,211 136,814 141,988 144,133

Surplus for the year 6,022 6,928 5,078 4,393 4,755

Other comprehensive income

Items that will not be reclassifiedto surplus or deficit in futureperiods:

Net asset revaluation increment 69,000 - 75,000 - 80,000

Total comprehensive result 75,022 6,928 80,078 4,393 84,755

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Balance Sheet

As at the end of each of the next four years ending 30 June 2020

Forecast Proposed Strategic Resource Plan

Actual Budget Projections

2015/16 2016/17 2017/18 2018/19 2019/20

$’000 $’000 $’000 $’000 $’000Assets

Current assets

Cash and cash equivalents 76,228 66,640 64,326 62,484 78,311

Trade and other receivables 6,927 7,217 7,236 7,473 7,509

Other financial assets 19,123 16,718 16,137 15,675 19,646

Inventories 32 32 32 32 33

Non-current assets classified as heldfor sale 12,910 7,108 2,500 14,900 12,500

Other assets 946 946 946 946 946

Total current assets 116,166 98,661 91,177 101,510 118,945

Non-current assets

Trade and other receivables 517 517 517 517 517

Investments in associates and jointventures 3,068 3,068 3,068 3,068 3,068

Property, infrastructure, plant andequipment 1,322,014 1,342,171 1,426,621 1,418,760 1,483,980Intangible assets 1,447 1,251 1,055 859 663

Total non-current assets 1,327,046 1,347,007 1,431,261 1,423,204 1,488,228

Total assets 1,443,212 1,445,668 1,522,438 1,524,714 1,607,173

Liabilities

Current liabilities

Trade and other payables 13,268 12,457 12,420 13,009 13,341

Provisions 14,354 15,316 16,303 17,311 18,346

Trust funds and deposits 677 677 677 677 677

Interest-bearing loans and borrowings 4,623 4,258 3,714 3,663 3,183

Total current liabilities 32,922 32,708 33,114 34,660 35,547

Non-current liabilities

Provisions 404 404 404 404 404

Trust funds and deposits 478 478 478 478 478

Interest-bearing loans and borrowings 50,743 46,485 42,771 39,108 35,925

Total non-current liabilities 51,625 47,367 43,653 39,990 36,807

Total liabilities 84,547 80,075 76,767 74,650 72,354

Net assets 1,358,665 1,365,593 1,445,671 1,450,064 1,534,819

Equity

Accumulated surplus 409,611 424,126 431,807 439,311 425,083

Reserves 949,054 941,467 1,013,864 1,010,753 1,109,736

Total equity 1,358,665 1,365,593 1,445,671 1,450,064 1,534,819

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Statement of Changes in EquityFor the four years ending 30 June 2020

Accumulated Revaluation OtherTotal Surplus Reserve Reserves$’000 $’000 $’000 $’000

2017

Balance at beginning of the financial year 1,358,665 409,611 898,084 50,970

Surplus for the year 6,928 6,928 - -

Net asset revaluation increment - - - -

Transfer to other reserves - (23,967) - 23,967

Transfer from other reserves - 31,554 - (31,554)

Balance at end of the financial year - 2017 1,365,593 424,126 898,084 43,383

2018

Balance at beginning of the financial year 1,365,593 424,126 898,084 43,383

Surplus for the year 5,078 5,078 - -

Net asset revaluation increment 75,000 - 75,000 -

Transfer to other reserves - (17,435) - 17,435

Transfer from other reserves - 20,038 - (20,038)

Balance at end of the financial year - 2018 1,445,671 431,807 973,084 40,780

2019

Balance at beginning of the financial year 1,445,671 431,807 973,084 40,780

Surplus for the year 4,393 4,393 - -

Net asset revaluation increment - - - -

Transfer to other reserves - (13,441) - 13,441

Transfer from other reserves - 16,552 - (16,552)

Balance at end of the financial year - 2019 1,450,064 439,311 973,084 37,669

2020

Balance at beginning of the financial year 1,450,064 439,311 973,084 37,669

Surplus for the year 4,755 4,755 - -

Net asset revaluation increment 80,000 - 80,000 -

Transfer to other reserves - (22,344) - 22,344

Transfer from other reserves - 3,361 - (3,361)

Balance at end of the financial year - 2020 1,534,819 425,083 1,053,084 56,652

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Statement of Cash FlowsFor the four years ending 30 June 2020

Forecast Proposed Strategic Resource Plan

Actual Budget Projections

2015/16 2016/17 2017/18 2018/19 2019/20

$’000 $’000 $’000 $’000 $’000Inflows Inflows Inflows Inflows Inflows

(Outflows) (Outflows) (Outflows) (Outflows) (Outflows)

Cash flows from operating activities

Receipts:

Rates and charges 90,553 93,730 96,843 100,028 103,233

Grants - operating 10,071 11,673 11,829 11,828 11,607

Grants - capital 1,954 4,872 1,493 1,761 1,430

Statutory fees and fines 6,665 7,700 7,693 8,014 8,012

User fees and charges 17,019 17,596 18,163 18,539 18,544

Contributions - monetary 3,080 2,425 1,875 1,857 1,853

Interest received 2,706 1,952 1,739 1,590 1,643

Rental income 1,691 1,603 1,892 2,141 2,191

Other receipts 777 110 115 115 121

Payments:

Employee costs (57,056) (61,166) (61,621) (62,961) (64,425)

Materials and services (37,033) (36,899) (36,072) (37,560) (38,005)

Utility charges (4,368) (4,621) (4,916) (5,166) (5,308)Other payments (9,128) (8,686) (8,845) (9,158) (9,151)Net cash provided by operatingactivities 26,931 30,289 30,188 31,028 31,745

Cash flows from investing activities

Payments for property, infrastructure,plant and equipment (39,816) (47,954) (33,638) (30,214) (21,232)

Proceeds from sale of property, plant andequipment 28,492 13,844 8,257 3,851 15,981Net (purchases)/redemption of financialassets 2,206 2,405 581 462 (3,971)

Net cash (used in) investing activities (9,118) (31,705) (24,800) (25,901) (9,222)

Cash flows from financing activities

Borrowing costs - interest (3,733) (3,549) (3,444) (3,255) (3,033)

Repayment of borrowings (2,647) (4,623) (4,258) (3,714) (3,663)

Net cash (used in) financing activities (6,380) (8,172) (7,702) (6,969) (6,696)

Net increase/(decrease) in cash andcash equivalents 11,433 (9,588) (2,314) (1,842) 15,827

Cash and cash equivalents at thebeginning of the financial year 64,795 76,228 66,640 64,326 62,484

Cash and cash equivalents at the endof the financial year 76,228 66,640 64,326 62,484 78,311

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Statement of Capital WorksFor the four years ending 30 June 2020

Forecast ProposedBudget

Strategic Resource Plan

Actual Projections

2015/16 2016/17 2017/18 2018/19 2019/20

$’000 $’000 $’000 $’000 $’000

Infrastructure

Roads, streets and bridges 5,178 7,799 5,918 5,612 4,727

Drainage 625 840 720 700 800

Parks and gardens 3,451 3,431 2,580 3,041 2,907

Playgrounds 921 512 380 300 300

Total infrastructure 10,175 12,582 9,598 9,653 8,734

Property

Freehold land 890 - - - 800

Freehold buildings 20,105 30,650 18,581 10,070 3,597

Total property 20,995 30,650 18,581 10,070 4,397

Plant and equipment

Motor vehicles 6,980 3,594 4,114 5,311 4,102

Plant and equipment 1,255 965 1,270 5,105 3,924

Furniture and fittings 391 - - - -

Total plant and equipment 8,626 4,559 5,384 10,416 8,026

Intangible assets

Intangible assets 7 - - - -

Total intangible assets 7 - - - -

Other assets

Art collection 15 163 75 75 75

Total other assets 15 163 75 75 75

Total capital works expenditure 39,818 47,954 33,638 30,214 21,232

Represented by:

New assets 1,385 2,863 1,862 8,385 1,905

Asset renewal 17,028 30,811 17,374 18,599 16,172

Asset expansion 16,288 9,437 612 2,550 60

Asset upgrade 4,227 4,843 13,790 680 3,095

New non-current assets classifiedas held for sale 890 - - - -

Total capital works expenditure 39,818 47,954 33,638 30,214 21,232

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Statement of Human Resources

For the four years ending 30 June 2020

Forecast ProposedBudget

Strategic Resource Plan

Actual Projections

2015/16 2016/17 2017/18 2018/19 2019/20

$’000 $’000 $’000 $’000 $’000

Staff expenditure

Employee costs - expensed 58,684 61,357 62,768 64,138 65,786

Employee costs - capitalised 900 450 450 450 450

Total staff expenditure 59,584 61,807 63,218 64,588 66,236

EFT EFT EFT EFT EFT

Staff numbers

Employees - expensed 633.03 640.77 638.46 634.74 632.21

Employees - capitalised (estimated) 7.50 3.50 3.50 3.25 3.25

Total staff numbers 640.53 644.27 641.96 637.99 635.46

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

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Other InformationFor the four years ending 30 June 2020Summary of Planned Capital Works Expenditure

Year 1 (2016/2017)

Year 2 (2017/2018)

Total

$'000

New

$'000

Renewal

$'000

Upgrade

$'000

Expansion

$'000

Total

$'000

Revenue

$'000

Govern-

ment

Grants

$'000

Community

Contribut-

ions

$'000

Public

Open

Space

Reserve

$'000

Strategic

Property

Reserve

$'000

Other

Reserves

$'000

Loan/

Sale

Proceeds

$'000

2016/2017

Infrastructure

Roads, streets and bridges 7,799 187 5,622 1,990 - 7,799 5,046 1,874 - - 739 140 -Drainage 840 - 165 200 475 840 590 - - - - 250 -Parks and gardens 3,431 630 1,645 485 671 3,431 1,746 200 155 1,080 - 250 -

Playgrounds 512 30 233 249 - 512 30 - - 482 - - -Total infrastructure 12,582 847 7,665 2,924 1,146 12,582 7,412 2,074 155 1,562 739 640 -

Properties

Freehold land - - - - - - - - - - - - -Freehold buildings 30,650 2,016 18,497 1,906 8,231 30,650 4,527 1,900 343 962 9,508 500 12,910

Total properties 30,650 2,016 18,497 1,906 8,231 30,650 4,527 1,900 343 962 9,508 500 12,910

Plant and equipment

Motor vehicles 3,594 - 3,594 - - 3,594 - - - - - 2,660 934Plant and equipment 965 - 965 - - 965 627 - - - - 338 -

Furniture and fittings - - - - - - - - - - - - -

Art collection and heritage 163 - 90 13 60 163 163 - - - - - -Total plant and equipment 4,722 - 4,649 13 60 4,722 790 - - - - 2,998 934

Total 2016/2017 capital

works expenditure 47,954 2,863 30,811 4,843 9,437 47,954 12,729 3,974 498 2,524 10,247 4,138 13,844

Asset Expenditure Types Funding Sources

Total

$'000

New

$'000

Renewal

$'000

Upgrade

$'000

Expansion

$'000

Total

$'000

Revenue

$'000

Govern-

ment

Grants

$'000

Community

Contribut-

ions

$'000

Public

Open

Space

Reserve

$'000

Strategic

Property

Reserve

$'000

Other

Reserves

$'000

Loan/

Sale

Proceeds

$'000

2017/2018

Infrastructure

Roads, streets and bridges 5,919 90 4,806 1,010 13 5,919 5,442 477 - - - - -

Drainage 720 130 50 540 - 720 720 - - - - - -

Parks and gardens 2,580 10 1,880 530 160 2,580 675 100 155 1,350 - 300 -

Playgrounds 380 - 250 130 - 380 40 - - 340 - - -Total infrastructure 9,599 230 6,986 2,210 173 9,599 6,877 577 155 1,690 - 300 -

Properties

Freehold land - - - - - - - - - - - - -

Freehold buildings 18,580 1,632 4,988 11,580 380 18,580 3,780 - 50 - 7,292 350 7,108

Total properties 18,580 1,632 4,988 11,580 380 18,580 3,780 - 50 - 7,292 350 7,108

Plant and equipment

Motor vehicles 4,114 - 4,114 - - 4,114 631 - - - - 2,334 1,149

Plant and equipment 1,270 - 1,270 - - 1,270 758 - - - - 512 -

Furniture and fittings - - - - - - - - - - - - -

Art collection and heritage 75 - 15 - 60 75 75 - - - - - -

Total plant and equipment 5,459 - 5,399 - 60 5,459 1,464 - - - - 2,846 1,149

Total 2017/2018 capital

works expenditure 33,638 1,862 17,373 13,790 613 33,638 12,121 577 205 1,690 7,292 3,496 8,257

Asset Expenditure Types Funding Sources

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Other Information (continued)For the four years ending 30 June 2020Summary of Planned Capital Works Expenditure

Year 3 (2018/2019)

Year 4 (2019/2020)

Total

$'000

New

$'000

Renewal

$'000

Upgrade

$'000

Expansion

$'000

Total

$'000

Revenue

$'000

Govern-

ment

Grants

$'000

Community

Contribut-

ions

$'000

Public

Open

Space

Reserve

$'000

Strategic

Property

Reserve

$'000

Other

Reserves

$'000

Loan/

Sale

Proceeds

$'000

2018/2019

Infrastructure

Roads, streets and bridges 5,612 90 4,517 975 30 5,612 4,885 727 - - - - -

Drainage 700 110 50 100 440 700 700 - - - - - -Parks and gardens 3,041 400 1,576 1,065 - 3,041 1,013 100 75 1,553 - 300 -

Playgrounds 300 - 300 - - 300 - - - 300 - - -

Total infrastructure 9,653 600 6,443 2,140 470 9,653 6,598 827 75 1,853 - 300 -

Properties

Freehold land - - - - - - - - - - - - -

Freehold buildings 10,070 7,785 1,725 410 150 10,070 2,935 - 35 - 4,500 100 2,500

Total properties 10,070 7,785 1,725 410 150 10,070 2,935 - 35 - 4,500 100 2,500

Plant and equipment

Motor vehicles 5,311 - 5,311 - - 5,311 - - - - - 3,960 1,351

Plant and equipment 5,105 - 5,105 - - 5,105 1,965 - - - - 3,140 -

Furniture and fittings - - - - - - - - - - - - -

Art collection and heritage 75 - 15 - 60 75 75 - - - - - -

Total plant and equipment 10,491 - 10,431 - 60 10,491 2,040 - - - - 7,100 1,351

Total 2018/2019 capital

works expenditure 30,214 8,385 18,599 2,550 680 30,214 11,573 827 110 1,853 4,500 7,500 3,851

Asset Expenditure Types Funding Sources

Total

$'000

New

$'000

Renewal

$'000

Upgrade

$'000

Expansion

$'000

Total

$'000

Revenue

$'000

Govern-

ment

Grants

$'000

Community

Contribut-

ions

$'000

Public

Open

Space

Reserve

$'000

Strategic

Property

Reserve

$'000

Other

Reserves

$'000

Loan/

Sale

Proceeds

$'000

2019/2020

Infrastructure

Roads, streets and bridges 4,727 50 3,717 960 - 4,727 4,250 477 - - - - -

Drainage 800 - 760 40 - 800 800 - - - - - -

Parks and gardens 2,907 200 1,717 990 - 2,907 1,120 - 25 1,702 - 60 -

Playgrounds 300 - 300 - - 300 - - - 300 - - -

Total infrastructure 8,734 250 6,494 1,990 - 8,734 6,170 477 25 2,002 - 60 -

Properties

Freehold land 800 800 - - - 800 - - - - 800 - -

Freehold buildings 3,597 855 1,697 1,045 - 3,597 3,597 - - - - - -

Total properties 4,397 1,655 1,697 1,045 - 4,397 3,597 - - - 800 - -

Plant and equipment

Motor vehicles 4,102 - 4,102 - - 4,102 - - - - - 3,021 1,081

Plant and equipment 3,924 - 3,864 60 - 3,924 3,373 - - - - 551 -

Furniture and fittings - - - - - - - - - - - - -

Art collection and heritage 75 - 15 - 60 75 75 - - - - - -Total plant and equipment 8,101 - 7,981 60 60 8,101 3,448 - - - - 3,572 1,081

Total 2019/2020 capital

works expenditure 21,232 1,905 16,172 3,095 60 21,232 13,215 477 25 2,002 800 3,632 1,081

Asset Expenditure Types Funding Sources

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

2016/17 2017/18 2018/19 2019/20

Expenditure $’000 $’000 $’000 $’000

Core Corporate

- Permanent Full Time 1,297 1,333 1,370 1,411

- Permanent Part Time 321 329 339 349

Total Core Corporate 1,618 1,662 1,709 1,760

Community Programs

- Permanent Full Time 8,365 8,590 8,832 9,096

- Permanent Part Time 13,747 13,987 14,312 14,452

Total Community Programs 22,112 22,577 23,144 23,548

Corporate Services

- Permanent Full Time 7,541 7,743 7,550 7,776

- Permanent Part Time 2,191 2,196 2,512 2,587

Total Corporate Services 9,732 9,939 10,062 10,363

City Development

- Permanent Full Time 7,704 7,912 8,012 8,252

- Permanent Part Time 1,892 1,943 1,997 2,057

Total City Development 9,596 9,855 10,009 10,309

Assets and City Services

- Permanent Full Time 16,370 16,810 17,283 17,800

- Permanent Part Time 396 339 349 364

Total Assets and City Services 16,766 17,149 17,632 18,164

Total Casuals and Other 1,983 2,036 2,032 2,092

Total Staff Expenditure 61,807 63,218 64,588 66,236

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

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

2016/17 2017/18 2018/19 2019/20

Staff Numbers EFT EFT EFT EFT

Core Corporate

- Permanent Full Time 5.00 5.00 5.00 5.00

- Permanent Part Time 3.27 3.27 3.27 3.27

Total Core Corporate 8.27 8.27 8.27 8.27

Community Programs

- Permanent Full Time 88.00 88.00 88.00 88.00

- Permanent Part Time 153.39 152.21 151.56 149.03

Total Community Programs 241.39 240.21 239.56 237.03

Corporate Services

- Permanent Full Time 66.00 66.00 62.00 62.00

- Permanent Part Time 22.53 22.03 24.33 24.33

Total Corporate Services 88.53 88.03 86.33 86.33

City Development

- Permanent Full Time 74.00 74.00 73.00 73.00

- Permanent Part Time 21.56 21.56 21.56 21.56

Total City Development 95.56 95.56 94.56 94.56

Assets and City Services

- Permanent Full Time 187.00 187.00 187.00 187.00

- Permanent Part Time 4.01 3.38 3.37 3.37

Total Assets and City Services 191.01 190.38 190.37 190.37

Total Casuals and Other 19.51 19.51 18.90 18.90

Total Staff Numbers 644.27 641.96 637.99 635.46

Notes:• EFT means number of 'Equivalent Full Time' staff.

• The above figures represent all Council staff, whether the hours are expensed or

capitalised.

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APPENDICES:

Appendix A

Our Activities and Services

Description of services provided

Strategic Objective 1: People - Community strengthening and support

Business area: Health, Aged and Community Planning

Provision of the following to support, protect and enhance the community’s health and wellbeing:

Aged and Disability Services: Services for Older Persons and People with a Disability - serviceaccess and assessment, social support, assisted transport, home care, delivered meals, respite care,personal care, property maintenance, Senior Citizens Centres and Age Friendly City.

Health Services: Environmental Health - food safety enforcement & education and immunisation.Public Health - neighbourhood complaints (nuisance), Health Protection - tobacco, infection control,heatwave planning, prescribed accommodation, domestic wastewater management and public healthemergency management.

Community & Social Planning: Supporting Council’s community consultation and engagement,demographic data analysis and Council’s direct service delivery areas. Supporting Council’scommitment to inclusion, access and equity, Municipal Public Health & Wellbeing Plan, Advocacy,support and planning on key social issues.

Business area: Leisure, Recreation and Cultural Services

Provision of the following to the municipal community/population as a whole:

Leisure & Cultural Services: Art collection management, culture and heritage development,festivals and cultural events, leisure programs for older adults, leisure programs for people withdisabilities, sports pavilions and ground allocations, support for Neighbourhood Houses, communityhalls for hire and community buses for hire.

Facility & Contract Management: The Centre Ivanhoe function centre, library services, leisurefacilities including: Ivanhoe Golf Course, swimming pools including Watsonia Pool, WaterMarc andMacleod Recreation Centre.

Banyule Leisure Facility Management: Ivanhoe Aquatic and Fitness Centre, Olympic LeisureCentre and Macleod Netball Stadium.

Business area: Youth and Family Services

Provision of the following to families, children and youth:

Youth & Family Strategic Management: Municipal Recovery Management, Banyule Child, Youthand Family Plan.

Early Years: Child care centres, early childhood facilities management and capital works program,Early Years Networks facilitation, Kindergartens and Universal Access, Kindergarten CentralEnrolment, Maternal and Child Health Services, Inclusion Support Facilitators.

Youth & Community Partnerships: Jets Studios, Community Support and Resource, YouthServices, Banyule After Hours Youth Outreach Service (Link-U), Community Safety (including GraffitiManagement), Community Liaison, Community Building (formerly Metro Access), CommunityDevelopment Grants, Employment Programs, Trust Management, Volunteer Recognition Awards,Place Management – Project 3081.

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Appendix A - Our Activities and Services (continued)

Strategic Objective 2: Planet - Environmental sustainability

Business area: Transport, Sustainability and Municipal Laws – EnvironmentalSustainability

Provision of the following to support council’s direct service delivery areas, and municipal communityas a whole:

Environmental Planning: Planet: Environmental Sustainability Policy & Strategy and supportingplans, energy and water efficiency, environmental stewardship education and publications, WildlifeCorridor Program, State of the Environment reporting, maintaining Environmental ManagementSystem (in accordance with ISO14001), Significant Tree Register, Banyule Environment AdvisoryCommittee (BEAC).

Business area: Parks and Gardens

The provision of the following to the municipal community as a whole:

Strategic: Parks and Gardens strategic management, strategy development for public open space,Public Open Space Strategic Plan, master planning of reserves and Regional Playgrounds, andshared trail development.

Horticulture: Design, construct and maintain of playgrounds, sports fields, irrigation, landscape,park assets, garden beds, paths, (includes weed control and council nursery operations).

Tree Care: Street and park tree maintenance, pest and disease control, tree replacement andplanting, tree removal, tree root control, assessment for council trees, nursery operations for plantpropagation.

Bushland: Environmental education, environmental management, flora and fauna recording andhabitat restoration, noxious weed control, development of wildlife corridors, maintenance,construction, restoration and protection of bush reserves and rivers, community planting days,Friends Group working bees.

Parks Maintenance: Mowing of active and passive parks and reserves, passive reservemaintenance, active reserve maintenance, half cost fence replacement, litter control in parks,maintenance of dog tidy bins, fire hazard control, maintenance and mowing of Right of Ways.

Business area: Operations - Waste Management and Cleansing

Provision of the following to municipal households:

Waste Management: Strategic Waste Management, Metropolitan Waste Management Groupmember, Banyule-Visy Material Recovery Facility, Rethink Centre Education Programs, OutreachEducation Programs, waste service support, Waste Recovery Centre (Transfer station), garbagecollection, recycling collection, green waste collection, Hard rubbish collection, Bundled branchcollection, Commercial waste collection, Parks and reserves waste collection.

Cleansing: Mechanical footpath sweeping of shopping centres, Mechanical sweeping of sealedroads, Cleaning of public toilets and BBQ’s, Inspection and clearance of drainage pits, Maintenanceof litter trap program, Litter clearance from shopping centres, Litter collection, Removal of dumpedrubbish, Removal of dead animals from roads, Syringe removal, drain cleaning.

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Appendix A - Our Activities and Services (continued)

Strategic Objective 3: Place - Sustainable amenity and built environment

Business area: Capital Projects

Provision of the following to support council’s direct service delivery areas, and to the municipalcommunity as a whole:

Capital Works management and reporting, project management and contract supervision for buildingworks projects, and major civil and building works, road resurfacing, pedestrian trail maintenance,bike path maintenance, roads construction and reconstruction projects, scheduled buildingmaintenance, unscheduled building maintenance, air conditioning maintenance, vandalism repairsand graffiti removal from council buildings

Business area: Assets and Infrastructure

Provision of the following to the municipal population as a whole:

Asset Management: Strategic Asset Management, programming for road and footpath (pavement)maintenance, Capital Works planning, strategic drainage maintenance, Asset Management plans,asset inspection and protection, Memorandum of consents and road infrastructure asset protection.

Infrastructure Maintenance: Footpath maintenance, kerb and channel maintenance, signrepair/replacement, street furniture repair/replacement, guardrail maintenance, road patching,drainage repair, unsealed road maintenance, traffic counters, line marking, Road Management Planimplementation, pedestrian bridge maintenance, supervision of new sub-division and supervision ofunit developments.

Business area: Urban Planning and Building

Provision of the following to landowners, builders and developers:

Development Planning: Statutory planning (land use and development including tree removal),subdivisions, planning investigations and enforcement.

Building Services (Bpi): Municipal Building Surveyor, building permits and inspections, buildinginvestigations and enforcement.

Provision of the following to support council’s direct service areas, and to the municipal population asa whole:

Strategic Planning: Planning Scheme Amendments, Neighbourhood Character & Activity CentrePlanning, Heritage Planning for Planning Scheme, creating and reviewing place based policies,strategies and guidelines.

Business area: Transport, Sustainability and Municipal Laws –Municipal Laws,Transport & Development Engineering

Provision of the following to road users, pet owners, parents and municipal community as a whole:

Municipal Laws: Animal management, parking control and enforcement, fire prevention, schoolcrossing supervision, Local Laws compliance and enforcement, building sites compliance andenforcement, residential parking permits, disabled parking permits, footpath trading.

Provision of the following to support council’s direct service delivery areas, and to the municipalcommunity as a whole:

Transport and Development Engineering: Transport, engineering design, drainage andinfrastructure approvals, sustainable transport, transport engineering and planning, drainage &developments engineering.

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Appendix A - Our Activities and Services (continued)

Strategic Objective 3: Place - Sustainable amenity and built environment

Business area: Property and Economic Development

Provision of the following to businesses and industry:

Economic Development: Business attraction and retention, investment facilitation, special rate andcharge scheme facilitation, labour market development, business support services, activity centrestreetscape master planning and business planning, economic development policy and strategy.

Provision of the following to support council’s direct service delivery areas, and to the municipalcommunity as a whole:

Valuations: Statutory property rating valuations.

Property Services: Property portfolio management including the management of commercial andresidential leases, acquisition and disposition of property, discontinuances and associated sale ofunused roads.

Strategic Property Projects: Strategic property developments including major projects involvingCouncil land.

Land Information Systems: Geographical Information System facilitation and corporate propertyinformation maintenance.

Strategic Objective 4: Participation - Community involvement in community life

Business area: Governance and Communication

Provision of the following to support council’s direct service delivery areas:

Governance: Corporate Governance and compliance including Council Meetings, CEO & Councilloradministration , Freedom of Information and Protected Disclosure (Whistleblower), Council Elections,Councillors support and training, Council Office Management, Cemetery management for Warringal &Greensborough Cemeteries.

Customer Service: Customer Service to community and internal units, management of CustomerService Centres, Organisational customer service standards, Customer request management andreporting, Receipting procedures.

Communications: Public relations and marketing, website and social media, media liaison,corporate communications plan, corporate identity, advertising, publications, promotion and eventssupport.

Business area: Executive

Provision of the following to support council’s direct service delivery areas, and to the municipalcommunity as a whole:

Executive services.

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Appendix A - Our Activities and Services (continued)

Strategic Objective 5: Use our resources wisely

Business area: Operations – Plant & Fleet Management, and Emergency Management

Provision of the following to support council’s direct service delivery areas:

Plant and Fleet Management: Workshop repairs, services for all council vehicles, contract andspecification of fleet, ordering of new and replacement vehicles, trucks and heavy mobile plant.Provision of the following to support council’s direct service delivery areas, and to the municipalcommunity as a whole:

Emergency Management: Co-ordination of Municipal Emergency Management.

Business area: Human Resources

Provision of the following to support council’s direct service delivery areas:

Recruitment and selection, induction, industrial relations, employee relations, human resourcesinformation system (HRIS), occupational health & safety, Work Cover and return to work, health &wellbeing, learning & development, corporate training programs, leadership development,organisational cultural improvement initiatives, risk management, claims processing/management,insurances and broker relations, business continuity plan, workforce strategy, and workforceplanning, employee counselling and referral service.

Business area: Finance & Procurement

Provision of the following to support council’s direct service delivery areas:

Revenue collection, accounts receivable, accounts payable, payroll, procurement, management andfinancial reporting:

- Processing and collection of revenue- Maintenance and analysis of rating data- Administration of payroll and accounts payable- Annual and strategic budget preparation- Annual financial report preparation- Procurement of goods and services- Investment and debt management- Financial reporting to external legislative bodies- Financial management monitoring and analysis between budget and actual results- Financial management internal support to business units and reporting- Maintenance and integrity of the finance system.

Business area: Organisational Systems

Provision of the following to support council’s direct service delivery areas:

Information Technology:

IT Operations: Customer request management, Maintenance of voice and data network, Availabilityof systems and applications.

IT Application Services: Secure, reliable and innovative services, Delivery of appropriate solutions,Enterprise Data Centre management, Leading edge business solutions utilising new and innovativetechnologies.

IT Infrastructure: Stable and innovative infrastructure, Efficient life cycle management of data,hardware and voice, Web solutions, Accessibility and mobility infrastructure solutions.

Records and Information Management: Management of correspondence, registering all inwardsand outwards mail, Electronic Document Management, archiving and disposing of Council records,Mail and courier deliveries across all Council sites, Manage council files, Information Management,Training staff on using Electronic Document Management System.

Business Services: Organisational development support including City Plan development, BestValue implementation, Corporate policy development and management, Business plan development,Corporate planning and reporting support, Organisational development support, Continuousimprovement, certification program management and support.

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Appendix B

Strategic indicators

Overview of Banyule’s Strategic Indicators Framework

The strategic indicators measure achievements against our objectives over a four-yearperiod. They include a mix of:

− Key data gathered by Council and other agencies to assist in evaluatingcommunity wellbeing.

− Community Satisfaction Indices (CSI) measured by the State Government in itsannual survey of Local Governments in Victoria.

− Key measures as part of the Local Government Performance ReportingFramework – these include indicators and measures of service performance,financial performance and sustainable capacity, along with a checklist of 24governance and management requirements.

Together these indicators help us to assess our efficiency and indicate effectivenessand quality of the services we provide. They aim to monitor progress against Council’spriority areas within each objective.

Legislative context

Council prepares an annual report for each financial year, in accordance with the LocalGovernment Act 1989. This is a key report to our community, capturing informationabout operations of the Council and performance for the financial year. It includesreporting on achievements in line with the City Plan and reporting on results for keyindicators.

In April 2014, legislation was introduced to include the requirement for Councils toreport against the Local Government Performance Reporting Framework (LGPRF).

The Local Government (Planning and Reporting) Regulations 2014 support theoperation of the new planning and reporting framework for Councils under the LocalGovernment Amendment (Performance Reporting and Accountability) Act 2014.

The LGPRF operates within the context of the Planning and Accountability Frameworkas outlined in the ‘Community Engagement and Social Research’ section of this CityPlan.

The following provides further information about the Local Government PerformanceReporting Framework.

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Appendix B - Strategic Indicators (continued)

Local Government Performance Reporting Framework

Banyule City Council adheres to the ‘Local Government Better Practice Guide 2015-16:Performance Reporting Framework Indicator Workbook’, Department of Environment,Land, Water and Planning, Local Government Victoria (LGV Guide - LGPRF IndicatorWorkbook) in the implementation of the LGPRF indicators process. Relevant extractsfrom the LGV Guide - LGPRF Indicator Workbook include:

• ‘1.1. Aims of the Local Government Performance Reporting Framework (LGPRF)The Victorian Government established the LGPRF in 2014 to ensure that allcouncils are measuring and reporting on their performance in a consistent way. Theneed for a new performance reporting framework for Victorian councils arose in partout of the Victorian Auditor-General’s observation that performance reporting inlocal government had limited relevance to ratepayers because it lacked informationabout the quality of council services, the outcomes being achieved and how theserelated to councils’ strategic objectives.

The primary objective of the LGPRF is to provide comprehensive performanceinformation that meets the needs of a number of audiences. In meeting thisobjective:

­ councils will have information to support strategic decision-making andcontinuous improvement

­ communities will have information about council performance andproductivity

­ regulators will have information to monitor compliance with relevantreporting requirements

­ state and federal governments will be better informed to make decisionsthat ensure an effective, efficient and sustainable system of localgovernment.

The data generated by the LGPRF can also provide an incentive to improve theperformance of local government services by:

­ enhancing measurement approaches and techniques

­ helping councils identify where there is scope for improvement

­ promoting greater transparency and informed debate about comparativeperformance.’

• ‘1.3. Scope of the LGPRF

To provide a comprehensive picture of council performance, four indicator sets:service performance, financial performance, sustainable capacity, and governance& management have been developed across three thematic areas: serviceperformance, financial performance and sustainability (figure 1). An objective forassessing performance against each thematic area has been established to informthe development of performance indicators.’

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Appendix B - Strategic Indicators (continued)

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

• ‘1.6. Indicator frameworks - Service Performance

This LGPRF contains 48 service performance indicators across ten broad serviceareas…. These services have the following important features:

­ their key objectives are common or similar across councils (lendingthemselves to comparative performance reporting)

­ councils have primary control and/or statutory responsibility for delivery ofselected services

­ services are viewed as important to the community

­ they make an important contribution to the community and/or economy(meaning there are potentially significant gains from improved effectivenessor efficiency).’

The following lists the services included in the 2015-2016 LGPRF:• Aquatic facilities

• Animal management

• Food safety

• Governance

• Home and Community Care (HACC)

• Libraries

• Maternal and Child Health (MCH)

• Roads

• Statutory planning

• Waste collection

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Appendix B - Strategic Indicators (continued)

In addition to the Service Performance indicator framework, the indicator categories(sets) include:• Financial Performance – 12 measures

• Sustainable Capacity - 6 measures

• Governance and management – 24 yes/no questions (measures)

The following tables provide an overview of the dimensions of the indicator frameworksfor the LGPRF:

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Appendix B - Strategic Indicators (continued)

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

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

Supporting Notes:

• The information above is sourced from the ‘Local Government BetterPractice Guide 2015-16 - Performance Reporting Framework IndicatorWorkbook’. The list of LGPRF indicators to be reported on by Councilaligns with this workbook. Council will continue to work with the StateGovernment and Local Government industry sector in the furtherdevelopment and implementation of the LGPRF.

• The indicators are reviewed on an ongoing basis to ensure continuedalignment with Council’s objectives and priorities, and are subject tochange. They are also reviewed in line with Banyule’s ongoing planningprocess, and through Banyule’s involvement with the Department ofEnvironment, Land, Water and Planning (formerly Transport, Planningand Local Infrastructure) process to further develop the reportingframework for the local government sector.

.

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Appendix B - Strategic Indicators (continued)

STRATEGIC INDICATORS

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

People Planet Place Participation Performance

No. Indicators City Plan/

Budget

1. CSI – Recreational facilities (performance)

Indicator Type: Output (Quality)

(Note: CSI indicators are measured via the annual CommunitySatisfaction Survey (CSS) for Local Government, co-ordinated byLocal Government Victoria on behalf of Victorian Councils. For furtherinformation please refer to the ‘General Notes and Glossary of Termsfor the Indicators’)

People

1.1

2. Attendance at Council provided leisure centres

Indicator Type: Outcome (Service Effectiveness)

1.1

3. Percentage of people who feel they ‘belong’ in Banyule

Indicator Type: Outcome (Service Effectiveness)

1.1

Participation

4.2

4. CSI – Art centres and libraries (performance)

Indicator Type: Output (Quality)

1.1, 1.4

5. CSI – Community and cultural activities (performance)

Indicator Type: Output (Quality)

1.1, 1.4

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Appendix B - Strategic Indicators (continued)

No. Indicators City Plan/

Budget

6. Attendance at Banyule festival

Indicator Type: Appropriateness (Access/Equity/Service Levels)

1.1, 1.4

7. Performance against People: Health and Wellbeing Action Plan (%actions completed on time)

Indicator Type: Output (Quality)

1.1

8. CSI – Disadvantaged support services (performance)

Indicator Type: Appropriateness (Access/Equity/Service Levels)

1.1

9. LGPRF – Aquatic facilities: User satisfaction with pool facility

Indicator Type: Output (Effectiveness, Appropriateness)

(Note: LGPRF - Key indicators and measures as part of the LocalGovernment Performance Reporting Framework. For furtherinformation please refer to the ‘General Notes and Glossary of Termsfor the Indicators’).

1.1

10. LGPRF - Aquatic facilities: (a) Service standard (aquatic facilities areinspected by a qualified officer).

­ Health inspections of aquatic facilities (number of inspections byan authorised officer within the meaning of the Public Healthand Wellbeing Act 2008 carried out per Council aquatic facility)

­ Reportable safety incidents at aquatic facilities (number ofWorkSafe reportable aquatic safety incidents)

Indicator Type: Output (Effectiveness, Quality)

1.1

11. LGPRF - Aquatic facilities: (b) Service cost (provision of aquaticfacilities is undertaken in a cost-efficient manner)

­ Cost of indoor aquatic facilities (direct cost to Council less anyincome received of providing indoor aquatic facilities per visit)

Indicator Type: Output (Efficiency, Cost) 1.1

12. LGPRF - Aquatic facilities: (c) Utilisation (aquatic facilities are safe,accessible and well utilised)

­ Utilisation of aquatic facilities (number of visits to aquaticfacilities per head of municipal population)

Indicator Type: Outcome (Utilisation) 1.1

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Appendix B - Strategic Indicators (continued)

No. Indicators City Plan/

Budget

13. LGPRF - Food safety: (a) Timeliness (Councils take action in responseto food complaints in a timely manner)

­ Time taken to action food complaints (average number of days ithas taken for Council to action food complaints received frommembers of the public about the about the safety or handling offood for sale)

Indicator Type: Output (Effectiveness, Appropriateness)

1.1

14. LGPRF - Food safety: (b) Service standard (food safety service isprovided in accordance with legislative requirements)

­ Food safety assessments (percentage of registered class 1 foodpremises and class 2 food premises that receive an annual foodsafety assessment)

Indicator Type: Output (Effectiveness, Quality)1.1

15. LGPRF - Food safety: (c) Service cost (food safety service is deliveredin a cost-efficient manner)

­ Cost of food safety service (direct cost to Council of the foodsafety service per food premises registered by Council,or forwhich Council has received notification, during the year)

Indicator Type: Output (Efficiency, Cost)1.1

16. LGPRF - Food safety: (d) Health and safety (food safety serviceprotects public health by preventing the sale of unsafe food)

­ Critical and major non-compliance notifications (percentage ofcritical and major non-compliance outcome notifications that arefollowed up by Council)

Indicator Type: Outcome (Health and safety)1.1

17. CSI - Family support services (performance)

Indicator Type: Outcome (Service Effectiveness)

1.2

18. CSI – Elderly support services (performance)

Indicator Type: Outcome (Service Effectiveness)

1.2

19. Key Ages and Stages: participation rate for 3.5 year visits

Indicator Type: Outcome (Service Effectiveness)

1.2

20. Unit rate cost to Council for delivered meals

Indicator Type: Output (Cost)

1.2

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Appendix B - Strategic Indicators (continued)

No. Indicators City Plan/

Budget

21. Total number of delivered meals

Indicator Type: Appropriateness (Access/Equity/Service Levels)

1.2

22. Percentage of delivered meals recipients satisfied with the service(rating the service as excellent, very good or good)

Indicator Type: Output (Quality)

1.2

23. LGPRF - Home and Community Care: (a) Timeliness (HACC servicesare provided to eligible clients in a timely manner)

­ Time taken to commence the HACC service (average number ofdays it has taken for a new client to commence the HACCservice)

Indicator Type: Output (Effectiveness, Appropriateness)1.2

24. LGPRF - Home and Community Care: (b) Service Standard (HACCservices are provided in accordance with the Community CommonCare Standards)

­ Compliance with Community Care Common Standards(percentage of Community Care Common Standards expectedoutcomes met)

Indicator Type: Output (Effectiveness, Quality)

1.2

25. LGPRF - Home and Community Care: (c) Service cost (HACC servicesare delivered in a cost-efficient manner)

­ Cost of domestic care service (cost to Council of the domesticcare service per hour of service delivered)

­ Cost of personal care service (cost to Council of the personalcare service per hour of service delivered)

­ Cost of respite care service (cost to Council of the respiteservice per hour of service delivered)

Indicator Type: Output (Efficiency, Cost)

1.2

26. LGPRF - Home and Community Care: (d) Participation (people aresupported to live independently and safely in their own community andhome environment)

­ Participation in HACC service (percentage of the municipaltarget population that receive a HACC service)

­ Participation in HACC service by CALD people (percentage ofthe municipal target population in relation to CALD people whoreceive a HACC service)

Indicator Type: Outcome (Participation)

1.2

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Appendix B - Strategic Indicators (continued)

No. Indicators City Plan/

Budget

27. LGPRF - Maternal and Child Health: (a) Satisfaction (clients satisfiedwith the MCH service)

­ Participation in first MCH home visit (percentage of infantsenrolled in the MCH service who receive the first MCH homevisit)

Indicator Type: Output (Effectiveness, Appropriateness)1.2

28. LGPRF - Maternal and Child Health: (b) Service Standard (Councilsenrol all infants in the MCH service)

­ Infant enrolments in the MCH service (percentage of infantsenrolled in the MCH service)

Indicator Type: Output (Effectiveness, Quality) 1.2

29. LGPRF - Maternal and Child Health: (c) Service cost (MCH service isdelivered in a cost-efficient manner)

­ Cost of the MCH service (cost to Council of the MCH service perhour of service delivered)

Indicator Type: Output (Efficiency, Cost) 1.2

30. LGPRF - Maternal and Child Health: (d) Participation (Councilspromote healthy outcomes for children and their families)

­ Participation in the MCH service (percentage of childrenenrolled who participate in the MCH service)

­ Participation in the MCH service by Aboriginal children(percentage of Aboriginal children enrolled who participate inthe MCH service)

Indicator Type: Outcome (Participation)

1.2

31. Percentage of people who feel safe in Banyule

Indicator Type: Appropriateness (Access/Equity/Service Levels)

1.3, 1.6

Place

3.4

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Appendix B - Strategic Indicators (continued)

No. Indicators City Plan/

Budget

32. Performance against Safer Banyule Action Plan (% actions completedon time)

Indicator Type: Output (Quality)

1.3

33. LGPRF - Libraries: (a) Utilisation (library services are well utilised)

­ Library collection usage (number of library collection item loansper library collection item)

Indicator Type: Output (Effectiveness, Appropriateness)

1.4

34. LGPRF - Libraries: (b) Resource standard (libraries have a highstandard of resources)

­ Standard of library collection (percentage of the library collectionthat has been purchased in the last 5 years)

Indicator Type: Output (Effectiveness, Quality) 1.4

35. LGPRF - Libraries: (c) Service cost (delivery of library services isundertaken in a cost-efficient manner)

­ Cost of library service (direct cost to Council of the libraryservice per visit)

Indicator Type: Output (Efficiency, Cost) 1.4

36. LGPRF - Libraries: (d) Participation (library resources are free,accessible and well utilised)

­ Active library members (percentage of the municipal populationthat are active library members)

Indicator Type: Outcome (Participation) 1.4

37. Number of economic development events delivered in partnership withother organisations (eg. neighbouring Councils, State and FederalGovernment, Regional Development organisations, tradersassociations, etc)

Indicator Type: Output (Quality)1.5

3.3

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Appendix B - Strategic Indicators (continued)

No. Indicators City Plan/

Budget

38. Participation level (attendance) at Council operated/ hosted economicdevelopment events

Indicator Type: Outcome (Service Effectiveness)

1.5

3.3

39. CSI – Emergency and disaster management (performance)

Indicator Type: Appropriateness (Access/Equity/Service Levels)

1.6

Performance

5.3

40. Completion of scheduled emergency management exercises as part ofCouncil’s Municipal Emergency Management Plan

Indicator Type: Output (Quality)

1.6

41. CSI – Environmental sustainability (performance)

Indicator Type: Outcome (Service Effectiveness)

Planet

2.1, 2.2

42. Number of tree plantings (Council tree plantings in streets and parks)

Indicator Type: Appropriateness (Access/Equity/Service Levels)

2.1

43. Performance against Planet: Environmental Sustainability Action Plan(% actions completed on time)

Indicator Type: Output (Quality)

2.2, 2.3, 2.5

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Appendix B - Strategic Indicators (continued)

No. Indicators City Plan/

Budget

44. Council’s water use

Indicator Type: Outcome (Service Effectiveness)

2.2

45. CSI – The appearance of public areas (performance)

Indicator Type: Outcome (Service Effectiveness)

2.3

3.4

46. Council’s greenhouse gas emissions

Indicator Type: Outcome (Service Effectiveness)

2.3

47. CSI - Waste management (performance)

Indicator Type: Appropriateness (Access/Equity/Service Levels)

2.4

48. Percentage of ‘consumer waste’ diverted from landfill (ie excludesgreenwaste)

Indicator Type: Outcome (Service Effectiveness)

2.4

49. LGPRF - Waste Collection: (a) Satisfaction (users are satisfied with thewaste collection system)

­ Kerbside bin collection requests (number of kerbside bincollection requests per 1,000 kerbside bin collectionhouseholds)

Indicator Type: Output (Effectiveness, Appropriateness)2.4

50. LGPRF - Waste Collection: (b) Service standard (kerbside collectionbins are collected as planned)

­ Kerbside collection bins missed (number of kerbside collectionbins missed per 10,000 scheduled kerbside collection bin lifts)

Indicator Type: Output (Effectiveness, Quality) 2.4

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Appendix B - Strategic Indicators (continued)

No. Indicators City Plan/

Budget

51. LGPRF - Waste Collection: (c) Service cost (kerbside collection serviceis delivered in a cost-efficient manner)

­ Cost of kerbside garbage collection service (direct cost of thekerbside garbage bin collection service per kerbside garbagecollection bin)

­ Cost of kerbside recyclables bin collection service (direct cost ofthe kerbside recyclables collection service per kerbsiderecyclables collection bin)

Indicator Type: Output (Efficiency, Cost)

2.4

52. LGPRF - Waste Collection: (d) Waste diversion (amount of wastediverted from landfill is maximised)

­ Kerbside collection waste diverted from landfill (percentage ofgarbage, recyclables and green organics collected fromkerbside bins that is diverted from landfill)

Indicator Type: Outcome (Waste diversion)2.4

53. Attendance at Council’s Rethink Centre waste education programs

Indicator Type: Appropriateness (Access/Equity/Service Levels)

2.5

54. CSI – The condition of local streets and footpaths in your area(performance)

Indicator Type: Outcome (Service Effectiveness)

3.1

55. VLG infrastructure indicator: renewal ratio

Indicator Type: Output (Cost)

3.1

56. LGPRF - Statutory Planning: (a) Timeliness (Council planningapplication processing and decisions are carried out in a timelymanner)

­ Time taken to decide planning applications (median number ofdays between receipt of a planning application and a decisionon the application)

Indicator Type: Output (Effectiveness, Appropriateness)

3.1

57. LGPRF - Statutory Planning: (b) Service Standard (planningapplication processing and decisions are in accordance with legislativerequirements)

­ Planning applications decided within 60 days (percentage ofplanning application decisions made within 60 days)

Indicator Type: Output (Effectiveness, Quality)3.1

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Appendix B - Strategic Indicators (continued)

No. Indicators City Plan/

Budget

58. LGPRF - Statutory Planning: (c) Service cost (planning applicationprocessing and decisions are carried out in a cost-efficient manner)

­ Cost of statutory planning service (direct cost to Council of thestatutory planning service per planning application)

Indicator Type: Output (Efficiency, Cost) 3.1

59. LGPRF - Statutory Planning: (d) Decision making (planning applicationprocessing and decisions are consistent with the local planningscheme)

­ Council planning decisions upheld at VCAT (percentage ofplanning application decisions subject to review by VCAT andthat were not set aside)

Indicator Type: Outcome (Decision making)

3.1

60. LGPRF - Roads: (a) Satisfaction of use (road users are satisfied withthe sealed local road network)

­ Sealed local road requests (number of sealed local roadrequests per 100 kilometres of sealed local road)

Indicator Type: Output (Effectiveness, Appropriateness) 3.1

61. LGPRF – Roads: (b) Condition (sealed local roads are maintained atthe adopted condition standard)

­ Sealed local roads below the intervention level (percentage ofsealed local roads that are below the renewal intervention levelset by Council and not requiring renewal)

Indicator Type: Output (Effectiveness, Quality)3.1

62. LGPRF - Roads: (c) Service cost (renewal and maintenance of sealedlocal roads are undertaken in a cost-efficient manner)

­ Cost of sealed local road reconstruction (direct reconstructioncost to Council per square metre of sealed local roadsreconstructed).

­ Cost of sealed local road resealing (direct resealing cost toCouncil per square metre of sealed local roads resealed).

Indicator Type: Output (Efficiency, Cost)

3.1

63. LGPRF - Roads: (d) Satisfaction (sealed local road network ismaintained and renewed to ensure that it is safe and efficient)

­ Satisfaction with sealed local roads (community satisfactionrating out of 100 with how Council has performed on thecondition of sealed local roads)

Indicator Type: Outcome (Satisfaction)3.1

64. CSI – Council’s general town planning policy (performance)

Indicator Type: Appropriateness (Access/ Equity/ Service Levels)

3.2

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Appendix B - Strategic Indicators (continued)

No. Indicators City Plan/

Budget

65. CSI – Business and community development and tourism(performance)

Indicator Type: Appropriateness (Access/ Equity/ Service Levels)

3.2

66. CSI – Planning and building permits (performance)

Indicator Type: Output (Quality)

3.2

67. Number of businesses that are participating in special rates schemes

Indicator Type: Appropriateness (Access/ Equity/ Service Levels)

3.3

68. LGPRF – Animal management: (a) Timeliness (Councils act inresponse to animal management related requests in a timely manner)

­ Time taken to action animal requests (average number of days ithas taken for Council to action animal management relatedrequests)

Indicator Type: Output (Effectiveness, Appropriateness)3.4

69. LGPRF – Animal management: (b) Service standard (Councilsregister all animals in the municipality in accordance with the DomesticAnimals Act 1994)

­ Animals reclaimed (percentage of collected registrable animalsunder the Domestic Animals Act 1994 reclaimed)

Indicator Type: Output (Effectiveness, Quality)3.4

70. LGPRF – Animal management: (c) Service cost (animal managementservice is delivered in a cost-efficient manner)

­ Cost of animal management service (cost to Council of theanimal management service per registered animal under theDomestic Animals Act 1994)

Indicator Type: Output (Efficiency, Cost)3.4

71. LGPRF – Animal management: (d) Health and safety (animalmanagement service protects the health and safety of animals,humans and the environment)

­ Animal management prosecutions (number of successful animalmanagement prosecutions)

Indicator Type: Outcome (Health and safety)3.4

72. CSI – Parking facilities (performance)

Indicator Type: Appropriateness (Access/ Equity/ Service Levels)

3.5

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Appendix B - Strategic Indicators (continued)

No. Indicators City Plan/

Budget

73. CSI – Traffic management (performance)

Indicator Type: Outcome (Service Effectiveness)

3.5

74. Linear metres of shared paths/ trails renewed, upgraded and new.

Indicator Type: Appropriateness (Access/ Equity/ Service Levels)

3.5

75. CSI - Overall performance of Council

Indicator Type: Outcome (Service Effectiveness)

4.1, 4.4

5.1

76. CSI - Customer service (performance)

Indicator Type: Output (Quality)

4.1, 4.4

5.1

77. Visits to website

Indicator Type: Appropriateness (Access/Equity/Service Levels)

4.1, 4.4

5.3

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Appendix B - Strategic Indicators (continued)

No. Indicators City Plan/

Budget

78. LGPRF - Governance: (a) Transparency (Council decisions made at anordinary or special meeting of Council, or at a meeting of a specialcommittee consisting only of Councillors, in an open and transparentmanner)

­ Council resolutions made at meetings closed to the public(percentage of Council resolutions made at an ordinary orspecial meeting of Council, or at a meeting of a specialcommittee consisting only of Councillors, closed to the publicunder section 89(2) of the Act)

Indicator Type: Output (Effectiveness, Appropriateness)

4.1

5.3

79. LGPRF - Governance: (b) Consultation and engagement (Councildecisions made and implemented with community input)

­ Satisfaction with community consultation and engagement(community satisfaction rating out of 100 with the consultationand engagement efforts of Council)

Indicator Type: Output (Effectiveness, Appropriateness)4.1, 4.1C

5.3

80. LGPRF - Governance: (c) Attendance (Councillors represent the viewsof their constituents and allow decisions to take place by attendingmeetings)

­ Councillor attendance at Council meetings (percentage ofattendance at ordinary and special Council meetings byCouncillors)

Indicator Type: Output (Effectiveness, Quality)

4.1

5.3

81. LGPRF - Governance: (d) Service cost (Councils deliver theirgovernance service in a cost-efficient manner)

­ Cost of governance (direct cost of delivering Council'sgovernance service per Councillor)

Indicator Type: Output (Efficiency, Cost) 4.1

5.3

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Appendix B - Strategic Indicators (continued)

No. Indicators City Plan/

Budget

82. LGPRF - Governance: (e) Satisfaction (Councils make and implementdecisions in the best interests of the community)

­ Satisfaction with Council decisions (community satisfactionrating out of 100 with how Council has performed in makingdecisions in the interests of the community)

Indicator Type: Outcome (Satisfaction)4.1

5.3

83. LGPRF Governance and Management Checklist (GMC) - Communityengagement: Community engagement policy (policy outlining Council'scommitment to engaging with the community on matters of publicinterest)

Indicator Type: Output (Governance & management, Communityengagement)

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

4.1, 4.2

5.1, 5.2, 5.3

84. LGPRF GMC - Community engagement: Community engagementguidelines (guidelines to assist staff to determine when and how toengage with the community)

Indicator Type: Output (Governance & management, Communityengagement)

4.1, 4.2

5.1, 5.2, 5.3

85. CSI – Informing the community (performance)

Indicator Type: Appropriateness (Access/Equity/Service Levels)

4.2, 4.4

5.1

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Appendix B - Strategic Indicators (continued)

No. Indicators City Plan/

Budget

86. Amount distributed through Council’s Community Grants programs

Indicator Type: Appropriateness (Access/Equity/Service Levels)

4.2

87. Number of Community nominations for Banyule volunteer awards

Indicator Type: Appropriateness (Access/Equity/Service Levels)

4.2

88. CSI – Lobbying on behalf of the community (performance)

Indicator Type: Outcome (Service Effectiveness)

4.3

89. Number of significant issues Council has advocated on behalf of thecommunity (as reported in the six monthly advocacy reports to Council)

Indicator Type: Output (Quality)

4.3

90. Average time taken to answer telephone call enquiries

Indicator Type: Appropriateness (Access/Equity/Service Levels)

4.4

5.3

91. Percentage of customer requests actioned within specified timeframes

Indicator Type: Output (Quality)

4.4

5.3

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Appendix B - Strategic Indicators (continued)

No. Indicators City Plan/

Budget

92. Maintain full certification for all services to the most recent National/International standards in Quality, Occupational Health & Safety, andEnvironmental Management.

Indicator Type: Output (Quality)

5.1, 5.5, 5.6

93. LGPRF GMC - Monitoring: Audit Committee (advisory committee ofCouncil under section 139 of the Act whose role is to oversee theintegrity of a Council's financial reporting, processes to manage risks tothe Council's operations and for compliance with applicable legal,ethical, and regulatory requirements)

Indicator Type: Output (Governance & management, Monitoring) 5.1, 5.2, 5.3

94. LGPRF GMC - Monitoring: Internal audit (independent accountingprofessionals engaged by the Council to provide analyses andrecommendations aimed at improving Council's governance, risk andmanagement controls)

Indicator Type: Output (Governance & management, Monitoring)5.1, 5.2, 5.3

95. Achievement of the budgeted result or better.

Indicator Type: Output (Quality)

5.2

96. Percentage of projects in year 1 of 10 year Capital Works programcompleted on time.

Indicator Type: Output (Quality)

5.2

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Appendix B - Strategic Indicators (continued)

No. Indicators City Plan/

Budget

97. LGPRF (Financial) – Operating position: Adjusted underlying result (anadjusted underlying surplus is generated in the ordinary course ofbusiness)

­ Adjusted underlying surplus (or deficit) (adjusted underlyingsurplus (or deficit) as a percentage of underlying revenue)

Indicator Type: Output (Operating position, Underlying result)5.2

98. LGPRF (Financial) – Liquidity: (a) Working capital (sufficient workingcapital is available to pay bills as and when they fall due)

­ Current assets compared to current liabilities (current assets asa percentage of current liabilities)

Indicator Type: Output (Liquidity, Working capital) 5.2

99. LGPRF (Financial) – Liquidity: (b) Unrestricted cash (sufficient cashthat is free of restrictions is available to pay bills as and when they falldue)

­ Unrestricted cash compared to current liabilities (unrestrictedcash as a percentage of current liabilities)

Indicator Type: Output (Liquidity, Working capital)5.2

100. LGPRF (Financial) – Obligations: (a) Loans and borrowings (level ofinterest bearing loans and borrowings is appropriate to the size andnature of Council's activities)

­ Loans and borrowings compared to rates (interest bearing loansand borrowings as a percentage of rate revenue)

­ Loans and borrowings repayments compared to rates (interestand principal repayments on interest bearing loans andborrowings as a percentage of rate revenue)

Indicator Type: Output (Obligations, Indebtedness)

5.2

101. LGPRF (Financial) – Obligations: (b) Indebtedness (level of long termliabilities is appropriate to the size and nature of a Council's activities)

­ Non-current liabilities compared to own source revenue (non-current liabilities as a percentage of own-source revenue)

Indicator Type: Output (Obligations, Long term liabilities) 5.2

102. LGPRF (Financial) – Obligations: (c) Asset renewal (assets arerenewed as planned)

­ Asset renewal compared to depreciation (asset renewalexpenditure as a percentage of depreciation)

Indicator Type: Output (Obligations, Asset renewal) 5.2

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Appendix B - Strategic Indicators (continued)

No. Indicators City Plan/

Budget

103. LGPRF (Financial) – Stability: (a) Rates concentration (revenue isgenerated from a range of sources)

­ Rates compared to adjusted underlying revenue (rate revenueas a percentage of adjusted underlying revenue)

Indicator Type: Output (Stability, Rates concentration) 5.2

104. LGPRF (Financial) – Stability: (b) Rates effort (rating level is set basedon the community’s capacity to pay)

­ Rates compared to property values (rate revenue as apercentage of the capital improved value of rateable propertiesin the municipality)

Indicator Type: Output (Stability, Rates effort)5.2

105. LGPRF (Financial) – Efficiency: (a) Expenditure level (resources areused efficiently in the delivery of services)

­ Expenses per property assessment (total expenses per propertyassessment)

Indicator Type: Output (Efficiency, Expenditure level) 5.2

106. LGPRF (Financial) – Efficiency: (b) Revenue level (resources are usedefficiently in the delivery of services)

­ Average residential rate per residential property assessment(residential rate revenue per residential property assessment)

Indicator Type: Output (Efficiency, Revenue level) 5.2

107. LGPRF (Financial) – Efficiency: (c) Workforce turnover (resources areused efficiently in the delivery of services)

­ Resignations and terminations compared to average staff(number of permanent staff resignations and terminations as apercentage of average number of permanent staff)

Indicator Type: Output (Efficiency, Workforce turnover)5.2

108. LGPRF – Sustainable Capacity: (a) Own-source revenue (revenue isgenerated from a range of sources in order to fund the delivery ofCouncil services to the community)

­ Own-source revenue per head of municipal population (own-source revenue per head of municipal population)

Indicator Type: Output (Capacity, Own source revenue)5.2

109. LGPRF – Sustainable Capacity: (b) Recurrent grants (revenue isgenerated from a range of sources in order to fund the delivery ofCouncil services to the community)

­ Recurrent grants per head of municipal population (recurrentgrants per head of municipal population)

Indicator Type: Output (Capacity, Recurrent grants)5.2

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Appendix B - Strategic Indicators (continued)

No. Indicators City Plan/

Budget

110. LGPRF – Sustainable Capacity: (c) Population (population is a keydriver of a Council's ability to fund the delivery of services to thecommunity)

­ Expenses per head of municipal population (total expenses perhead of municipal population)

­ Infrastructure per head of municipal population (value ofinfrastructure per head of municipal population)

­ Population density per length of road (municipal population perkilometre of local road)

Indicator Type: Output (Capacity, Population)

5.2

111. LGPRF – Sustainable Capacity: (d) Disadvantage (disadvantage is akey driver of a Council's ability to fund the delivery of services to thecommunity)

­ Relative socio-economic disadvantage (relative Socio-economicDisadvantage of the municipality)

Indicator Type: Output (Capacity, Disadvantage)5.2

112. LGPRF GMC - Planning: Strategic Resource Plan (plan under section126 of the Act outlining the financial and non-financial resourcesrequired for at least the next 4 financial years)

Indicator Type: Output (Governance & management, Planning)

5.2

113. LGPRF GMC - Planning: Annual budget (plan under section 130 of theAct setting out the services to be provided and initiatives to beundertaken over the next 12 months and the funding and otherresources required)

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

114. LGPRF GMC - Planning: Asset management plans (plans that set outthe asset maintenance and renewal needs for key infrastructure assetclasses for at least the next 10 years)

Indicator Type: Output (Governance & management, Planning)

5.2

115. LGPRF GMC - Planning: Rating strategy (strategy setting out the ratingstructure of Council to levy rates and charges)

Indicator Type: Output (Governance & management, Planning)

5.2

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Appendix B - Strategic Indicators (continued)

No. Indicators City Plan/

Budget

116. LGPRF GMC - Planning: Procurement policy (policy under section186A of the Local Government Act 1989 outlining the matters,practices and procedures that will apply to all purchases of goods,services and works)

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

117. LGPRF GMC - Monitoring: Performance reporting framework (a set ofindicators measuring financial and non-financial performance, includingthe performance indicators referred to in section 131 of the Act)

Indicator Type: Output (Governance & management, Monitoring)

5.2

118. LGPRF GMC - Reporting: Council Plan reporting (report reviewing theperformance of the Council against the Council Plan, including theresults in relation to the strategic indicators, for the first six months ofthe financial year)

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

119. LGPRF GMC - Reporting: Financial reporting (quarterly statements toCouncil under section 138 of the Act comparing budgeted revenue andexpenditure with actual revenue and expenditure)

Indicator Type: Output (Governance & management, Reporting)

5.2

120. LGPRF GMC - Reporting: Risk reporting (six-monthly reports ofstrategic risks to Council's operations, their likelihood andconsequences of occurring and risk minimisation strategies)

Indicator Type: Output (Governance & management, Reporting)

5.2

121. LGPRF GMC - Reporting: Performance reporting (six-monthly reportsof indicators measuring results against financial and non- financialperformance, including the performance indicators referred to insection 131 of the Act)

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

122. LGPRF GMC - Reporting: Annual report (annual report under sections131, 132 and 133 of the Act to the community containing a report ofoperations and audited financial and performance statements)

Indicator Type: Output (Governance & management, Reporting)

5.2

123. WorkCover premium as a percentage of payroll

Indicator Type: Output (Cost)

5.3

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Appendix B - Strategic Indicators (continued)

No. Indicators City Plan/

Budget

124. Percentage of official Council and Committee meetings attended byCouncillors where a quorum was achieved

Indicator Type: Appropriateness (Access/Equity/Service Levels)

5.3

125. CSI – Enforcement of local laws (performance)

Indicator Type: Appropriateness (Access/Equity/Service Levels)

5.3

126. LGPRF GMC - Planning: Risk policy (policy outlining Council'scommitment and approach to minimising the risks to Council'soperations)

Indicator Type: Output (Governance & management, Planning)

5.3, 5.4

127. LGPRF GMC - Planning: Fraud policy (policy outlining Council'scommitment and approach to minimising the risk of fraud)

Indicator Type: Output (Governance & management, Planning)

5.3

128. LGPRF GMC - Planning: Municipal emergency management plan (planunder section 20 of the Emergency Management Act 1986 foremergency prevention, response and recovery)

Indicator Type: Output (Governance & management, Planning)

5.3, 5.5

129. LGPRF GMC - Planning: Business continuity plan (plan setting out theactions that will be taken to ensure that key services continue tooperate in the event of a disaster)

Indicator Type: Output (Governance & management, Planning)

5.3, 5.5

130. LGPRF GMC - Planning: Disaster recovery plan (plan setting out theactions that will be undertaken to recover and restore businesscapability in the event of a disaster)

Indicator Type: Output (Governance & management, Planning)

5.3, 5.5

131. LGPRF GMC - Monitoring: Risk management framework (frameworkoutlining Council's approach to managing risks to the Council'soperations)

Indicator Type: Output (Governance & management, Monitoring)

5.3, 5.5

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Appendix B - Strategic Indicators (continued)

No. Indicators City Plan/

Budget

132. LGPRF GMC – Decision Making: Councillor Code of Conduct (Codeunder section 76C of the Act setting out the conduct principles and thedispute resolution processes to be followed by Councillors)

Indicator Type: Output (Governance & management, Decisionmaking)

5.3

133. LGPRF GMC – Decision Making: Delegations (a document setting outthe powers, duties and functions of Council and the Chief ExecutiveOfficer that have been delegated to members of staff)

Indicator Type: Output (Governance & management, Decisionmaking)

5.3

134. LGPRF GMC – Decision Making: Meeting procedures (a local lawgoverning the conduct of meetings of Council and special committees)

Indicator Type: Output (Governance & management, Decisionmaking)

5.3

135. Performance against Human Resources Strategic Plan (% actionscompleted on time)

Indicator Type: Output (Quality)

5.4

136. Percentage of Freedom of Information requests responded to withinstatutory timeframes (45 days)

Indicator Type: Output (Quality)

5.5

137. Percentage of core IT systems availability

Indicator Type: Output (Quality)

5.6

Notes:• CSI – Community satisfaction indicators measured by the annual Community

Satisfaction Survey for Local Governments, co-ordinated by Local Government Victoria,the Department of Environment, Land, Water and Planning (formerly Transport,Planning and Local Infrastructure)

• LGPRF – Local Government Performance Reporting Framework indicators• LGPRF GMC – LGPRF Governance and Management Checklist

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Appendix C

Supporting Plans

Each of the City Plan objectives is also supported by a range of current plans,including:

People: Community Strengthening and Support

− Banyule Arts Plan− Banyule Recreation Plan− Banyule Emergency Management Plan− Safer Banyule Plan− Banyule Positive Ageing Plan (in development)− Banyule Child, Youth and Family Plan (in development)− Banyule Aboriginal Heritage Study− Banyule Heritage Places Study− Banyule Art Collection Policy− Banyule Library Redevelopment Study− Banyule Public Art Strategy− Banyule Youth Strategic Plan− Banyule Electronic Gaming Machine Plan− Banyule Graffiti Management Strategy− Banyule Economic Development Plan− Banyule Inclusion, Access and Equity Framework: (IAEF)

− Banyule Aboriginal and Torres Strait Islander Plan− Banyule Disability Policy & Action Plan (Interim 2014/15)− Banyule Lesbian, Gay, Bisexual, Transgender and Intersex (LGBTI) Plan− Banyule Multicultural Plan.

Planet: Environmental Sustainability

− Biodiversity Plan− Weed Management Strategy− Public Open Space Strategy− Water Sustainability Plan− Energy Saving Plan− Environmental Stewardship Plan− Best Value Plus Program – Environmental Management System− Banyule City Council Electrical Line Clearance Management Plan.− Waste Management Plan− Urban Forest Strategic Plan.

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Appendix C - Supporting Plans (continued)

Place: Sustainable Amenity and Built Environment

− Banyule Planning Scheme− Municipal Strategic Statement− Housing Strategy− Neighbourhood Character Strategy− Heritage Strategy− Local Area Traffic Management Strategy− Drainage Policy− Road Safety Strategy− Asset Management Strategy− Banyule Bicycle Strategic Statement− Banyule Integrated Transport Plan− Urban Design Guidelines, frameworks and concept plans− Activity Centre Structure Plans− Road Management Plan− Streetscape plans− Public Open Space Strategy− Banyule Economic Development Plan.

Participation: Community Involvement in Community Life

− Banyule Culturally & Linguistically Diverse Communications Plan− Banyule Community Charter− Banyule Corporate Communications Plan− Youth & Family Services Citizenship Framework (inc Youth Charter)− Community Grants Policy (Draft)− Volunteer Management Plan (Proposed)− Banyule Volunteer Policy− Victorian Charter of Human Rights and Responsibilities

− Human Rights Charter Guidelines 2010− Banyule Inclusion, Access and Equity Framework: (IAEF)

− Banyule Aboriginal and Torres Strait Islander Plan− Banyule Disability Policy & Action Plan (Interim 2014/15)− Banyule Lesbian, Gay, Bisexual, Transgender and Intersex (LGBTI) Plan− Banyule Multicultural Plan.

Performance: Use Our Resources Wisely

− Strategic Operating and Capital Works budgets− Banyule’s Best Value Plus Program− Annual Service Unit Plans− Victorian Charter of Human Rights and Responsibilities− Local Government Act 1989− Cultural and Recreational Lands Act 1963− Human Resources Strategic Plan− IT Strategic Plan 2015-2020− Banyule City Council Enterprise Agreement No.6, 2014.− Banyule Working Together Working Better Values and Staff Code of Conduct− Banyule Corporate Communications Plan− Rating Strategy− Debt Management Strategic Plan.