Banyule city plan 2013 2017

Banyule’s Council Plan A Partnership between Council and Community

City Plan 2013-2017

Council’s four year City Plan, incorporating the Strategic Resource Plan 2013/2014-2016/2017

The City Plan is Banyule’s Council Plan as required by Section 125 of the Local Government Act 1989.

City Plan Page

Mayor’s Introduction 2

CEO’s Overview 4

About Banyule 6

Our localities 6

Our Community 7

The Council 8

City Plan Framework (Vision, Objectives and Key Directions) 10

Community Engagement and Social Research 14

Summary of Strategic Framework Terms 20

Objectives and key directions 22

People: Community strengthening and support* 22

Planet: Environmental sustainability* 32

Place: Sustainable amenity and built environment* 40

Participation: Community involvement in community life* 50

Performance: Use our resources wisely* 60

Strategic Resource Plan 60

Financial Resources 71

* Each objective incorporates a list of supporting plans and a set of strategic indicators

2 BANYULE CITY COUNCIL CITY PLAN 2013-2017 3

On behalf of Council, I am pleased to present Banyule’s City Plan for 2013-2017. With a new Council on board, we have undertaken extensive community consultation to inform this plan, other key supporting plans and the Banyule Community Plan.

We were delighted with the number of people who responded (1,200) and the quality of comments and ideas that we received from residents, traders, community groups and community organisations.

Council’s understanding of what the community needs and expects is based on your feedback and a broad range of other key inputs such as regular surveys, research and socio economic data and the experience of our professional staff.

The city is fortunate to have five experienced Councillors and two new Councillors working together to ensure our community expectations are matched with best value.

Our vision is based around an affordable, environmentally sound, liveable and prosperous city, sustaining a healthy and engaged community.

To provide clear areas of focus to guide us, the City Plan is driven by five interlinked objectives:

People - Community strengthening and support

Planet - Environmental sustainability

Place - Sustainable amenity and built environment

Participation - Community involvement in community life

Performance - Use our resources wisely

The People, Planet and Place objectives are central and their success is dependent on how well we succeed with the Participation and Performance objectives.

Mayor’s Introduction

The People objective focuses on our community’s needs at all life stages. It provides the fundamental blueprint for Council’s role in improving our community’s health and wellbeing.

The Planet objective demonstrates Council’s commitment to supporting organisations and community groups dedicated to helping our local environment, and encouraging a new generation of environmental stewardship. Council continues to work in partnership with these organisations to protect and enhance Banyule’s natural environment.

Banyule’s neighbourhood character is something that the community feels very strongly about. Under the objective Place, we deliver initiatives to protect, maintain and enhance our neighbourhood character and local amenity.

Our Participation objective extends across all our activities. It provides innovative and easy ways for the community to participate in community life, whether it is by commenting on a strategy or policy, taking part in a community consultation workshop about a Council project, volunteering, or being involved in one of Banyule’s award winning festivals. The decisions we make now impact on our future. Banyule strives for good governance by making it easy for members of the community to play a role in the decision making process.

Our Performance objective is about how well we manage our resources, provide support services, plan and manage risk. This objective together with our financial resources shapes our strategic resource plan, outlining how we will manage our resources to achieve Council’s objectives.

Despite external pressures of cost shifting and the State Government’s introduction of the fire levy, Council will be moving forward with a bold new program that ensures a range of new Council facilities, an emphasis on renewal of existing assets and the delivery of quality services that meet community demand.

In this plan we will:

• Deliver stage one of the Ivanhoe Aquatic and Leisure Centre redevelopment and plan the future stages for the facility. Stage one of the project includes:

- expansion of existing gym floor by 450sqm

- new entry and reception improving customer flow and accessibility

- improved staff administration hub

- inclusion of a café facility with associated seating

- addition of lift and stairwell to help movement around Centre

- refurbishment of existing change areas and pool hall, with the addition of a change village

- additional car parking.

• Develop the master plan for the redevelopment of the Olympic Leisure Centre.

• Complete the stormwater harvesting project. This project will deliver one of the largest stormwater harvesting networks in Melbourne: at Kalparrin Gardens in Greensborough, Chelsworth Park and Ivanhoe Golf Course in East Ivanhoe and at De Winton Park in Rosanna. When completed the project will capture, filter and store stormwater underground and use it to irrigate sport fields and open spaces, keeping them green all year round. As well as improving amenity for park users, local residents, sports clubs and schools, litter, sediment, nitrogen and phosphorous will be filtered and prevented from polluting waterways including Kalparrin Lake, Reedy Billabong and the Plenty and Yarra Rivers. The project will also save precious drinking water.

• Extend the sustainable street lighting project. This will significantly reduce Council’s ongoing energy costs and result in a 19% reduction in overall greenhouse gas emissions, which will be a major reduction in Council’s overall emission, as part of the current Planet Policy and Strategy.

• Develop and renew Banyule’s assets including sporting pavilions, sports fields, roads and footpaths to ensure they are maintained for the community.

• Give confidence to the Greensborough commercial community with the detailed design of Council’s stage two office building above Watermarc.

Council is currently in negotiations with the State Government to agree the purchase of three school sites in West Heidelberg. The sites are Banksia Secondary College, Haig Street Primary School and Bellfield Primary School. Council publicly raised the issue of the closure of these sites and in particular the impact of the loss of the community facilities on the local community. As a result Council has pursued the purchase of the sites with the endeavour to return these public facilities to the community. It is anticipated that the negotiations regarding the purchase of these sites will be complete by late June and provision has been made in the draft budget.

Council has negotiated with State and Federal governments to provide improved children’s services through the development of the Heidelberg West Olympic Village Learning Hub – Stage 1: Child and Family Centre. This is one of the many exciting initiatives in this plan.

On behalf of my fellow Councillors, I would like to thank you for all your enthusiasm and willingness to provide us with what were quite often very detailed comments and ideas. We are fortunate to have a community which is so ready to work with us – on so many levels – to ensure that Banyule remains a great place to live, work and play well into the future.

Cr Wayne PhillipsMayor


Welcome to our brand new City Plan. This sets a clear strategic direction for Council and will ensure we continue to deliver the right services in response to the community’s expressed needs.

With the majority of the previous Council returned to serve the Banyule community for the next four years, we are very fortunate to have a mix of both experience and new ideas as a guiding base for Council operations. This provides a great opportunity to build on the good work already done and offers new opportunities for Council’s future and how it might deliver to its community.

In the 2012 state-wide Local Government Community Satisfaction Survey, 75% of our community confirmed that Banyule Council was heading in the right direction, with our overall performance significantly higher when compared to most other local councils across the State. Notable areas where you rated us highly were: waste management, town planning policy, planning and building permits, local laws and environmental sustainability. We are, however, not resting on our laurels and through extensive consultation you also told us that you remained concerned about how we communicate with you, parking and traffic and your neighbourhood character being under threat. You indicated you wanted improved local streets and footpaths. You also said that our local environment, festivals, events and leisure facilities were important to you.

In response to improved communication I was pleased to see the Banyule community participate in our community consultation program leading up to this City Plan and Budget. In fact, the response was high and the issues identified far ranging. Council received feedback confirming the continued need to invest in ageing infrastructure and maintaining the quality services provided.

Council has structured its City Plan and associated budget and strategic resource plan to address key financial indicators.

Council will continue to align its financial objectives with the recommended parameters and key indicators as set out by the Victorian Auditor General’s Office. We also measure our performance in line with the Victorian Local Government Indicators.

Our performance targets for the upcoming year are outlined against our key strategic indicators and are detailed in our budget for 2013–14.

Council will continue to deliver real outcomes on the ground, particularly in the areas of infrastructure renewal and targeted services that meet the needs and priorities of the Banyule community. In fact, a substantial component of the Council’s Strategic Budget emphasises the allocation of funds towards the renewal of roads, footpaths, drains and buildings that on average are aged 50-60 years.

In this City Plan we have included our focus areas and a range of key initiatives. The plan aims to balance the use of our resources in a way that means we continue to deliver our programs, activities and services, whilst providing a range of new initiatives that respond to community expectations.

The focus areas and initiatives are wide ranging and include:

• Improving preschools infrastructure

• Maintaining and upgrading roads, drains and footpaths

• Ensuring our natural environment and tree assets are appropriately maintained

• Responding to land use planning issues in a consistent, fair and timely manner

• Delivering social and economic benefits for our community

• Producing quality community festivals and events across the municipality

Due to changes in legislation, funding shortfalls and changes in community demand, Council services continue to face financial pressures. Areas affected include home and community care, health services, maternal and child health, and library services.

Council continues to advocate to both State and Federal Governments in the areas of cost shifting and the failure of grants to keep up with increasing operating costs to reduce the burden on rate payers. Council continues to lobby both Governments for specific grants relating to sporting facilities, new infrastructure and service initiatives.

Also, many issues that you see as important fall outside Council’s direct area of responsibility and these will be fed into the development of the next stage of our Community Plan. For example, transport and traffic congestion is an issue where Council will continue to work in partnership with local community groups, agencies and residents.

We value our community and Council is committed to collaborating and working alongside the community to assist in the implementation of this City Plan.

I look forward to continuing to deliver the objectives and key directions of this City Plan together with our Councillors and staff.

Simon McMillan CEO

CEO’s Overview


10km2

44000 dwellings

Local residents

39%of total

workforce11 3 major commercial centres

About Banyule

Our LocalitiesBanyule is located between seven and 21 kilometres north-east of central Melbourne and is made up of 20 suburbs. The City covers an area of approximately 63 square kilometres. The Yarra River runs along the City’s south border while the west is defined by Darebin Creek.

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

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

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

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

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

Our CommunityCouncil recognises the habitation of this land by the Traditional Owners, the Wurundjeri willam. Melbourne’s north-east was the homeland of the Wurundjeri willam people who belonged to the Woiworung language group and greater Kulin confederacy. The confederacy was made up of allied clans from south-central Victoria.

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

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

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

Banyule has a diverse community of more than 120,000 residents from over 50 countries. A significant number of residents have European ancestry, and there is an increasing population of people with Asian and African ancestry. This diverse population brings a cultural richness to our community.

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

Banyule’s main industries are health care, retail, education, manufacturing and professional and scientific services. A large number of the jobs available in Banyule are filled locally.

1 St Helena 2 Eltham North 3 Briar Hill 4 Greensborough 5 Watsonia North 6 Bundoora 7 Watsonia 8 Macleod 9 Yallambie 10 Montmorency 11 Lower Plenty 12 Viewbank 13 Rosanna 14 Heidelberg West 15 Heidelberg Heights 16 Heidelberg 17 Bellfield 18 Eaglemont 19 Ivanhoe 20 Ivanhoe East

Banyule in the context of Greater Melbourne

DAREBIN

YARRABOROONDARA

MANNINGHAM

NILLUMBIK

WHITTLESEA


Council has seven democratically elected ward Councillors who have overall responsibility for

providing services and facilities for the community, improving and

developing the municipality and governing the local area.

The Council

Cr Wayne Phillips Mayor. Beale Ward

Elected 2005 Current Term Expires 2016Mayor 2006, 2007, 2008, 2010Deputy Mayor 2011, 2012

Cr Craig LangdonDeputy Mayor. Olympia Ward

Elected 2011 Current Term Expires 2016

Cr Rick GarottiGrimshaw Ward


Cr Mark DiPasqualeBakewell Ward


Cr Jenny MulhollandGriffin Ward

Elected 2000 Current Term Expires 2016Mayor 2003, 2004Deputy Mayor 2005, 2010

Cr Steven BriffaHawdon Ward


Cr Tom MelicanIbbott Ward

Elected 2003 Current Term Expires 2016Deputy Mayor 2007, 2008Mayor 2009, 2012

DAREBIN

YARRABOROONDARA

MANNINGHAM

NILLUMBIK

WHITTLESEA

Beale Cr Wayne Phillips

Hawdon Cr Steven BriffaIbbott

Cr Tom Melican

Grimshaw Cr Rick Garotti

Bakewell Cr Mark DiPasquale

Olympia Cr Craig Langdon

Griffin Cr Jenny Mulholland

Council Wards


City Plan Framework

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

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

Performance Use our Resources Wisely

• Develop and deliver best value services and facilities

• Provide responsible financial management and business planning processes

• Enable good governance and accountability with minimal risk

• Create a productive and engaged workforce

• Maintain and strengthen corporate information and innovation

• Plan and manage the systems and assets that support Council’s service delivery

Participation Community Involvement in Community Life

• Provide outstanding communications and customer service

• Encourage diverse and inclusive community participation

• Engage meaningfully with our community

• Advocate on behalf of our community

PLACESustainable Amenity

and Built Environment

PLANETEnvironmental Sustainability

PEOPLECommunity

Strengthening and Support

• Protect and enhance our natural environment

• Conserve water and improve stormwater quality and impact

• Deliver appropriate action on climate change

• Avoid waste generation

• Act as environmental stewards

• Maintain and improve Banyule as a great place to live• Strengthen local activity and employment areas• Support thriving commercial and retail activity• Enhance Banyule’s public and open spaces• Support sustainable transport

• Promote and support health and wellbeing• Provide services for people at important life stages• Develop and promote safety and resilience in our community• Celebrate and promote Banyule’s diversity and heritage• Support people to achieve their economic potential • Plan and prepare for emergency events

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

The following diagrams give an overview of Council’s objectives, key directions and strategic indicators.

VISION

Objectives

Principles

Strategic Indicators

Key Directions

Vision (What we strive for)

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


Community planning and City planning

The purpose of Council’s City Plan 2013-2017 is to set the strategic direction for Council responsibilities over the next four years. It establishes the vision, objectives and key directions guiding Council’s work under themes including people, planet, place, participation and performance. It outlines priorities and helps guide the services that we provide to the community. The City Plan is informed by and used by Councillors, Council staff, community members, relevant stakeholders, agencies, the State Government, and residents.

What is ‘The Banyule Community Plan’?

The Banyule Community Plan, developed in 2009 after extensive consultation, sets out the community’s vision to the year 2020. In doing so, it identifies the things that need to change to achieve that preferred future, as well as what should be retained. An important feature of the Community Plan is its development and ownership by the community. Residents, community groups, local organisations and Council work together on a variety of projects under key themes: safe and clean city; free moving city; diverse, cohesive and happy community; comprehensive range of services and facilities; sustainable city; vibrant local economy; treed city; active, involved community; valued heritage.

The Community Plan includes some actions and initiatives that are outside the scope of traditional local government responsibility. Some actions may fall into the domain of other agencies such as Victoria Police, Department of Education, Department of Human Services, or public transport and telecommunications authorities. However, local government plays an important advocacy or linking role on behalf of the community.

Our Plan relationships

The City Plan differs from the Community Plan because the City Plan’s focus is on:

• Greater alignment of Council services with community expectations.

• Articulating the direction and nature of Council priorities.

• Responsive allocation of resources.

• Providing a communication link between Council and our community.

• Setting the ongoing direction of the Council.

Many sources of information have helped shape the development of this City Plan 2013-2017. These extensive information sources have also provided valuable input for the next stage of the Banyule Community Plan. This engagement and participative approach to planning with and for our community will continue. Genuine engagement allows us to learn from people’s experiences of living in Banyule. Council uses this to plan better and continuously improve service delivery. Appropriate engagement gives the community an opportunity to discuss and respond to key issues affecting their experience in Banyule.

What success looks like to us…

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

Strategic indicators:

CSI - Overall performance of Council; CSI - Customer service; CSI - Informing the community; CSI - Community consultation and engagement; CSI - Lobbying on behalf of the community

% of people who feel they ‘belong’ in Banyule

Amount distributed through Council’s Community Grants programs

# Community nominations for Banyule volunteer awards

# of significant issues Council has advocated on behalf of the community (as reported in the six monthly advocacy reports to Council)

Average time taken to answer telephone call enquiries; % of customer requests actioned in specified timeframes

Visits to website

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


CSI – Environmental sustainability

# of tree plantings (Council tree plantings in streets and parks)

Performance - Planet: Environmental Sustainability Action Plan

CSI - The appearance of public areas

Council’s water use

Council’s greenhouse gas emissions

CSI - Waste management

% of waste diverted from landfill

% of ‘consumer waste’ diverted from landfill (ie excludes greenwaste)

Attendance at Council’s Rethink Centre waste education programs

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


% of planning applications completed within statutory timeframe (60 days)

CSI - Council’s general town planning policy

VLG infrastructure indicator: renewal ratio

CSI - The condition of local streets and footpaths in your area

MAV Insurance (overall score) – compliance with road management plan

CSI - Planning and building permits

CSI - Business and community development and tourism

# of economic development events delivered in partnership with other organisations *(eg. neighbouring Councils, State and Federal Government, Regional Development organisations, traders associations, etc)

Participation level (attendance) at Council operated/ hosted economic development events

# of businesses participating in special rates schemes

% of people who feel safe in Banyule

CSI - The appearance of public areas

CSI - Parking facilities

CSI - Traffic management

Linear metres of shared paths/ trails renewed, upgraded and new

NB CSI denotes Community Satisfaction Indicator

Key directions:

5.1 Develop and deliver best value services and facilities

5.2 Provide responsible financial management and business planning processes

5.3 Enable good governance and accountability with minimal risk

5.4 Create a productive and engaged workforce

5.5 Maintain and strengthen corporate information and innovation

5.6 Plan and manage the systems and assets that support Council’s service delivery


CSI - Overall performance of Council; CSI - Customer service; CSI – Informing the community

Visits to website

Average time taken to answer telephone call enquiries

% of customer requests actioned within specified timeframes

Performance - Workforce Strategy and Action Plan (Human Resources Strategic Plan)

% Freedom of Information requests responded to within statutory timeframes (45 days)

% core IT systems availability

% projects in year 1 of 10 year capital works program completed on time

Maintain full certification for all services to the most recent National/ International standards in Quality, Occupational Health & Safety, and Environmental Management

MAV Insurance state-wide audit ranking / overall score

WorkCover premium as a percentage of payroll

CSI - Emergency and disaster management; CSI - Enforcement of local laws

% official Council & Committee meetings attended by Councillors where a quorum was achieved

Achievement of the budgeted result or better

PEOPLE PLANET PLACECommunity Strengthening and Support

Sustainable Amenity and Built Environment

Environmental Sustainability

Performance Use our Resources Wisely

Participation Community Involvement in Community Life

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


CSI - Recreational facilities

Attendance at Council aquatic centres

% of people who feel they ‘belong’ in Banyule

CSI - Disadvantaged support services

Performance - People: Health & Wellbeing Action Plan

# of library borrowings by Banyule residents

CSI - Family support services

CSI - Elderly support services

Key Ages & Stages: participation rate for 3.5 year visits

Delivered meals: unit cost to Council; # of meals; % of recipients satisfied

% of people who feel safe in Banyule; Performance - Safer Banyule Action Plan

CSI - Art centres & libraries

CSI - Community & cultural activities

Attendance at Banyule festival

# of economic development events delivered in partnership with other organisations*

Participation level (attendance) at Council operated/ hosted economic development events

CSI - Emergency & disaster management

Completion of emergency management exercises


An overview of our consultation approach

During the recent community engagement program Council asked its community how we can make Banyule an even better place to live, work and play. More than 1,200 people told us their ideas through surveys, forums, through community groups, and directly at various festivals and events.

The consultation process involved extensive partnership and collaboration across Council. Numerous service units have been involved and engaged with their respective customer groups in the consultation. In addition to the City Plan and Community Plan, the consultation gathered information for the Arts, Recreation, Open Space, and Early Years Plans.

As well as the 1,200 people who told us their ideas, we have included the findings of other research and consultation conducted with the Banyule community over an extended period of the last three years. This adds to the variety of voices and views on how we can make Banyule an even better place.

What our community told us

The consultation asked a range of questions including how people felt about Council’s Key Directions and Focus Areas within the City Plan, and whether they could suggest changes and additional priorities. People were also asked more open-ended questions such as: “what do you like most about your neighbourhood?” and “what would you like to see in your neighbourhood?”

Results

There was overwhelming support for our City Plan Key Directions and Focus Areas, with 85% of survey responses saying that they thought the Focus Area was either very important or important.

However, many of the comments and feedback relate to specific activities that come under the City Plan objectives. Therefore, the information we feed back to our community includes examples of what action is occurring under each Key Direction and Focus Area.

Some of the issues identified in the consultation relate to specific actions or requests. Where appropriate, these have been fed into the Customer Request Management (CRM) system for action by the relevant area of Council.

The final type of feedback relates to issues that do not come under Council’s sole responsibility, for example addressing traffic concerns. These issues feed into the Community Plan process. We will work on an implementation process for the Community Plan where Council works in partnership with local and community organisations and residents on issues of concern such as improving transport, community safety and the natural environment.

Phase two - feedback

As a result of the comments received from the consultation process we produced this draft City Plan document available to the community via the web, Council Service Centres, libraries and Neighbourhood Houses during mid to late April.

A clearer link to the outcomes of how we have responded to the community engagement findings is articulated in the City Plan through the inclusion of key initiatives. These initiatives reflect the intent of Council to provide a comprehensive suite of services to its community and are highlighted to clearly demonstrate the actual manifestation of the strategic intent. This allows our community to comment in detail on whether Council has fairly represented the priorities and needs of its community.

More detailed information about how we received feedback from the community

As different methods appeal to different people, we used a range of ways to hear from the Banyule’s diverse population, as outlined in the table below:

How people have had their say Responses

Surveys (online & paper) 340

Short 5 minute survey: – conducted at community events and festivals, including: Malahang Festival, Lunar New Year Celebrations, Greensborough Film & Food festival, playground launches and swimming pools 462

Blackboard comments – ‘What I like about my neighbourhood?’ and ‘What I’d like to see in my neighbourhood?’ 209

Discussions with community groups and local organisations 183

Consultation Forums 81

Total 1275

Other consultation and research methods

We have also included people’s responses and suggestions from other consultation and research that we have done, or had access to. This adds to the robustness of our consultation and information on which decisions are made. This data mining and research widens the ways that we can hear from and represent people’s views. This is especially true for those who do not like going to meetings or completing surveys. Other research included in the consultation findings are the following:

• Banyule City Council Household Survey, 2011

• Banyule Municipal Early Years Plan consultation, 2012

• City of Banyule Local Area Community Safety Profile, 2012

• Demographic data, Australian Bureau of Statistics, 2011

• Heidelberg West Neighbourhood Renewal – 2011 community survey summary

• Multicultural policy and Action Plan, Banyule City Council, 2011

• Older Persons’ Consultation, 2011

• Parent/Guardian Survey Analysis - Banyule Municipal Early Years Planning, 2013

• Seniors Forum Report, 2011

• Top twenty data sources for describing community wellbeing in Victoria, Victorian Department of Planning and Community Development, 2012

• Youth Fest Youth Services Survey Results, 2012

Additional sources of data that inform Council decision making

Council uses a variety of methods for involving our community in the decisions we make. These include public forums such as workshops, advisory committees, surveys, focus groups, and community comment mechanisms, email feedback via our website and individual feedback such as formal submissions.

Networks, Advisory Committees and Working Groups

Networks, reference groups and advisory committees provide independent comment for Council and officers on various policies and strategies that are developed and implemented. They cover the areas of leisure and sport, culture, and environment and consist of a broad base of interested people within the community.

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

Statutory Procedures

Under the Local Government Act 1989 Council is required to call for formal submissions on matters such as proposed discontinuance of roads, special charge schemes and adoption of local laws. This is also the case for the lease of Council facilities.

Individual Feedback

Community members are encouraged to keep Council in touch with their views at any time. Community feedback can be made via a provided return paid postcard, letter, telephone, website or email.

Surveys

Council conducts surveys during the development of policies, service reviews or for monitoring community satisfaction with Council’s services. The size of the survey can range from a local neighbourhood to the entire municipality. One-on-one personal interviews are often conducted with traders in the development of shopping centre strategies.

Focus groups are another research method used from time to time to strengthen existing or proposed services. Examples of these include:

• ‘Have a say in your community - Are you an older adult who wants to have your say in your community?’

• Central Park Greensborough – Master Plan Public Meeting

• Community Workshops and Information Sessions – Draft Ivanhoe Structure Plan

• Planet Policy and Strategy stakeholder consultation survey and meetings

Regular Community Consultation

In addition to specific community consultation projects undertaken as part of individual Best Value service reviews, Banyule also conducts community consultation and stakeholder forums prior to developing or revising corporate policies and strategic plans. We also draw on other current community consultation data sources such as:

• State Government Annual Community Satisfaction Surveys.

• Key Council plans and strategies (e.g. People: Health and Wellbeing Policy and Strategy, Planet: Environmental Sustainability Policy and Strategy, Municipal Strategic Statement, Cultural Strategy and the Recreation Strategy).

• Demographic information on residents and businesses.

Community Engagement and Social Research


• A comprehensive Household Survey conducted in April 2008 and 2011, which has added to our knowledge of our community.

• Culturally and Linguistically Diverse (CALD) communities; in conjunction with the Migrant Resource Centre, focus groups were held with identified community groups to better understand particular needs and the delivery of Council’s services.

• Greensborough Project - extensive consultation and information sessions conducted in relation to assessing and developing this project with community input and feedback.

• Industry benchmarking exercises

• The Banyule Community Plan - It involved extensive community consultation and input (during the period July 2008 to December 2009) from individuals and local community groups – more than 2,000 people participated in the development of this plan. The purpose of a Community Plan is to identify the community’s vision for its city as we move towards 2020. In doing so, it seeks to articulate the things that need to change to achieve that preferred future, as well as the things the community values now that should be retained for the future. An important feature of the Community Plan is its ownership and development by the community, and that the community accepts responsibility for its implementation. Local government can contribute to an important advocacy or linking role in this regard.

• A review of the corporate Communications Plan – this involved internal consultation with staff, and a desktop review of strategic documents, customer research (survey) reports and on-line presence. This will assist with future communications, consultation and community engagement.

• The initial stages of a review of the Customer/Community Charter – this involved consultation with our community (residents and businesses) via telephone and focus group meetings, and is currently undergoing internal consultation across the organisation. The charter sets out our commitments and customer service standards, and also details feedback mechanisms for the community to provide comment or suggestions on service improvement.

• A number of surveys were undertaken with customers by the Banyule Leisure Facilities Management (BLFM) team to ensure that the services provided at Council’s aquatics centres are meeting their needs, and the team has also conducted an Ivanhoe Aquatic and Fitness Centre Masterplan Survey. BLFM established a Steering Committee and conducted a community consultative survey in proposing the draft Masterplan for Olympic Leisure Centre.

• Banyule’s Neighbourhood Character Draft Policy and Plan.

• Activity Centre Car Parking Policy and Strategy.

• Banyule Residential Parking Permit Policy, and proposed amendment to the Planning Scheme.

• The review of a range of leisure and cultural activities, including: consultation with residents, visitors and stakeholders for the Boulevard Lights event, development of a Malahang Festival Community Reference Group, and establishment of four key community consultation groups for arts and culture.

• Service planning and consultations conducted to develop a draft Multi-Cultural Plan for Council.

• Consultations and actions undertaken with partners as part of Council’s Revised Statement of Commitment to Indigenous Australians for Council’s Reconciliation Plan.

• The review of a range of early years services, including: the schematic design for the Olympic Village Learning Hub and the development of the feasibility study and concept design for the Watsonia Community Hub were both completed after extensive community consultation. The Maternal and Child Health service surveyed customers and received strong satisfaction levels and identified opportunities for improvement.

• The development of a Youth and Family Services Citizenship Framework – this was developed to help inform our practice in ethical consultations, and complements the Banyule Youth Charter. The Youth and Community Partnerships team also co-ordinated the successful Banyule Youth Express event, which involved 120 young people representing 15 schools, and resulted in key recommendations (relating to young people and safety) for Council consideration. A Young People’s Participation Network was established following the event and has been receiving ongoing support from the Youth and Community Partnerships team.

Demographic resources

Much of our decision making is based upon demographic information and forecasting tools which enable us to look forward and plan appropriately for our community. These include

• ABS census data

• ID data analysis of 2011 Census information for the Banyule census collector districts

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

Local Government Planning and Accountability Framework

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

“Effective planning and reporting by councils is essential for ensuring transparency and accountability to the community and other levels of government as to how public money is being spent and the quality of services delivered.

The Local Government Act 1989 and Local Government (Finance and Reporting) Regulations 2004 contain a number of requirements to ensure councils use resources efficiently and effectively and are accountable to their local community. The following diagram shows the relationships between the key statutory planning and reporting documents that make up the planning and accountability framework for local government.

Planning and Accountability Framework

Medium term

Council Plan> Strategic objectives> Strategies> Strategic indicators

Annual Report> Report of operations> Financial statements> Standard statements> Performance statement

Stakeholder & community engagement

Strategic Resources Plans> Standard statements> Non-financial resources

Annual Budget> Standard statements> Activities and initiatives > Key strategic activities

Short term

Time horizon Planning Reporting Timing

Jan-Jun

Feb-Jun

Mar-Jun

Jul-Sep


These include:

• The building of a strong and vibrant community

• Improving communication with our community so we are better informed as to things that matter

• Identifying opportunities that bring social and economic benefits to the community

• Developing local activity centres in an appropriate and sustainable way

• Making land-use planning more consistent and see that it improves local neighbourhood character

• Ensuring comprehensive transport planning and advocacy on transport and congestion issues

• Continuing a strong focus on delivering quality, value for money services

• Ensuring our financial sustainability and making sure we continue to deliver our services to the levels expected

• Advocating to other levels of government on important community issues, even where it is not Council’s direct delivery role, and ensuring that this is done in the strongest terms to affect change for the betterment of Banyule.

We have also ‘closed the loop’ by showing our community how we have directly responded to what they have said during our community engagement process. This has been captured through a series of key summary papers that showcase ‘What you said’, and ‘How we are using what you said’. This includes a summary of how the information links with the City Plan objectives. It is part of our ongoing program and commitment to communicating and engaging with our community, and responding to community needs. The extended series of themes and issues raised are as follows:

People Themes

• Promoting and supporting good health for people of different ages, life stages and backgrounds

• Providing a broader range of passive and active recreation opportunities

• Providing open spaces, environments and facilities that encourage people to get active

• Providing and advocating for services and resources that are accessible and inclusive to all

• Inclusion, connection and diversity

• Safety in local communities

• Improve access to and delivery of information about key Council, health and community services and activities.

Planet Themes

• Protecting and managing trees, native vegetation and open space (public and private)

• Conserving water and protecting waterway amenity and water quality

• Delivering action on climate change through the use of Environmentally Sustainable Design, clean energy or new efficient technologies

• Reducing and managing Banyule’s waste stream

• Supporting, encouraging and facilitating environmental stewardship.

Place Themes

• Neighbourhood character and managing growth

• Transport

• Retaining and protecting trees

• Local services and facilities

• Banyule’s identity

• Local shops.

Participation Themes

• Engaging, partnering with and supporting local community groups and organisations

• Improving ways to get information from and about Council and other services/activities

• Helping the community understand what Council does and what Council offers

• Supporting people to get involved, participate and make connections with others

• Increasing and expanding volunteering opportunities

• Partnering with the community and making better use of community strengths

• Promoting diversity and encouraging community harmony

• Providing open and transparent ways for people to have a say and being clearer about what can and can’t be done

• Improving and increasing consultation and engagement

The full reconciliation of themes and initial responses promoted to the community can be found at http://www.banyule.vic.gov.au/future/

Role of the Victorian Auditor General

The Victorian Auditor-General has powers under Section 16 of the Audit Act 1994 to prepare and table a report to the Victorian Parliament outlining the result of the local government audits. This report provides a summary of audit opinions on the statements contained in each of Victoria’s 79 council annual reports, addressing the timeliness of their financial and performance reports, their financial sustainability and aspects of how they manage their budget processes and outsourced arrangements. This closes the loop in the accountability framework by ensuring councils are subject to independent scrutiny in relation to their performance.

Key Documents

Victorian councils are required to prepare a number of key documents under the Local Government Act 1989 and as prescribed in the Local Government (Finance and Reporting) Regulations 2004. These are:

• Council plan: this is council’s medium-term planning tool which should reflect the wishes of the community and other stakeholders. The council plan must describe the organisation’s strategic objectives, strategies for achieving the objectives, how progress will be measured and the resources required to implement the council plan for a period of at least four years.

• Strategic resource plan: the strategic resource plan is a rolling plan of at least four years and forms part of the Council Plan. The strategic resource plan should outline the resources that council requires to achieve the objectives described in the council plan, and include the standard statements as prescribed by the regulations to outline the financial and non-financial resources required.

• Annual budget: the annual budget should reflect the priorities and objectives of the council plan and establish performance measures and targets for key strategic activities to monitor performance against the council plan. The annual budget reflects the first year of the strategic resource plan and must contain the standard statements and a description of the activities and initiatives to be funded. It should also provide information about services and capital works, and how they will be funded.

• Annual report: The annual report outlines the council’s performance as measured against the council plan, annual budget and strategic resource plan. Annual reports must contain standard and financial statements and a performance statement to report performance against the measures and targets related to the key strategic activities. Councils are also required to report on what they have achieved during the financial year in the report on operations. The annual report is acquitted in an audit by the Victorian Auditor-General’s Office at the end of the financial year.

Community Plan:

Councils should take a leadership role in developing and facilitating community engagement and involvement in the preparation of their council plan. Although not a legislative requirement, the council plan can also be informed by long-term plans such as a community plan. A community plan typically describes the community’s long-term vision and aspirations and is a way of directly involving the community in the council plan preparation process. Council plans are typically nested within each long-term community plan”.

Note: The information above is sourced from the ‘Local Government Planning and Reporting Better Practice Guide’ and accompanying fact sheet, provided by the State Government Department of Planning and Community Development (Circular No. 5/2013).

Our Linkage between City Plan and Budget

The Annual Budget has been developed within Council’s overall planning framework. This framework guides the Council in identifying community needs and aspirations over the long-term, converting these into medium (Council Plan) and short-term (Annual Budget) objectives, key directions, initiatives, activities and resource requirements. This is then made accountable through Audited Financial and Performance Statements (containing our key performance indicators) and our statutory annual report to the community.

Essential in the planning and application of Council’s resources is the critical link to the community. Banyule undertakes an ongoing and iterative process of engagement across all parts of our community. We use community information along with key demographic data, our legislative context and industry benchmarks to assess the appropriate level of service for our community. We test these services against both national and international standards of quality, efficiency and effectiveness. There are direct and obvious links between the broad range of information we gather and the activities we fund to meet our strategic intent. We review this annually and re-assess our activities and areas of emphasis for our community on this basis.

Through extensive community engagement and feedback, with a concentrated and targeted effort over the period November 2012 to May 2013, we have strengthened the areas of focus in our new City Plan 2013-2017 and in our Budget 2013-2014.


Strategic Objectives Each objective is supported by the following:

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

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

Key initiatives - A list of practical activities, programs and projects resourced by Council. These will deliver on our objectives over the term of this plan. These initiatives are a comprehensive but not an exhaustive list of what Council does for its community, and are reviewed on an annual basis.

Strategic indicatorsThese indicators will measure achievements against our objectives over a four-year period. They include a mix of:

– Key data gathered by Council and other agencies to assist in evaluating community wellbeing (e.g. percentage of waste diverted from landfill).

– Community Satisfaction Indices (CSI) measured by the State Government in its annual survey of Local Governments in Victoria.

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

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

Supporting Policies, Strategies and Plans Each of our strategic objectives is underpinned by comprehensive supporting policies, strategies and plans.

Our key policy and strategy documents informing the City Plan are continuously reviewed to ensure relevance and responsiveness to community needs and best industry practice:

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

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

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

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

Banyule Performance System: Strategic Resource Plan, Strategic Budget, 10 year Capital Works Plan, Banyule Management System - our ‘Performance’ objective is underpinned by policy context and strategic intent that is informed by a strong legislative framework, using industry best practice guides (eg. Reporting guidelines for local government budgets in Victoria, provided by The Institute of Chartered Accountants in Australia), and our Banyule Management System (BMS). The BMS is based on meeting the Best Value Principles of service delivery to our community, and incorporates a certification program against three key National and International Standards in Quality, Occupational Health and Safety and Environmental Management.

Strategic Resource PlanThe Strategic Resource Plan, included in this document, details the financial and non-financial resources required for the life of the City Plan to achieve Council’s strategic objectives.

The Strategic Resource Plan as set out by legislation consists of the following:

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

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

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 also meet Banyule’s obligation for a Municipal Public Health and Wellbeing Plan under the Victorian Public Health and Wellbeing Act 2008.

Summary of Strategic Framework Terms

PeopleCOMMUNITY STRENGTHENING AND SUPPORTSupport and strengthen the health and wellbeing of the Banyule community.

PlaceSUSTAINABLE 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.

PlanetENVIRONMENTAL SUSTAINABILITYConduct Council activities in a sustainable manner, and practice sound stewardship of the natural environment to ensure its diversity, protection and enhancement.

ParticipationCOMMUNITY INVOLVEMENT IN COMMUNITY LIFEGovern effectively by appropriately engaging the community in issues that affect them, and advocating for the broader interest of the community.

PerformanceUSE OUR RESOURCES WISELYManage the financial and non-financial resources required for the next four years to achieve Council’s strategic objectives.


Objective:1. PEOPLE: COMMUNITY STRENGTHENING AND SUPPORTSupport and strengthen the health and wellbeing of the Banyule community.

‘P’ is for

People


25

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

We are committed to improving the health of our community and identifying and minimising threats to public health. This is a shared responsibility for which we have delegated legislative responsibility, and we undertake this in conjunction with other agencies and partners, such as the Department of Health, with whom we work closely.

“Our People, our community remains the most important reason for us being on Council. All we do and how we do it remains focussed on improving the lives of people in our community. This includes protecting our environment, improving services, getting good value for our rates and supporting the social and cultural needs of the city.” Cr Craig Langdon

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

1.1 Promote and support health and wellbeing1.2 Provide services for people at important life stages1.3 Develop and promote safety and resilience in our community1.4 Celebrate and promote Banyule’s diversity and heritage1.5 Support people to achieve their economic potential1.6 Plan and prepare for emergency events.

24 BANYULE CITY COUNCIL CITY PLAN 2013-2017


1.1.3 Foster communities that support and create opportunities for people to live healthy and fulfilling lives.

Key initiatives include:

• Support Neighbourhood Houses to provide community and education programs:

- Support an additional portable classroom for Watsonia Neighbourhood House

• Support community groups with community grants and access to buildings

• Support the resurfacing of the lower ground at the Montmorency Bowling club

• Explore the feasibility, costs and operational impacts of a possible Council-facilitated service that would assist our senior citizen organisations in the set-up and pack-up of tables, chairs and other furniture for their meetings and gatherings

• Work towards making Banyule an ‘Age Friendly’ place to live, including:

- Celebrate and co-ordinate activities for seniors during the October ‘Seniors Month’

• Plan and deliver services, activities and information to support seniors in living a full and independent life in Banyule

• Advocate on behalf of disadvantaged members of our community in Council related services and appropriate areas of need affecting their life in Banyule

• Review the Banyule Electronic Gaming Machine Strategy.

1.1

Promote and support health and wellbeing

Good health and wellbeing is fundamental to quality of life, quality of human relationships and the capacity to participate in education, work, recreation and the community. Good health and wellbeing can be supported at any age through individual and public policy measures, such as promoting age friendly environments.

The importance of a healthy lifestyle, including regular physical activity, in improving health and wellbeing is well established. Regular quality exposure to nature has also been shown to be important.

We are committed to providing accessible, safe and appealing sport, recreation and community activities. We will achieve this through direct service provision, support of organised community based recreational groups, advocacy, and planning with the community and key stakeholders.

Our role in public health focuses mainly on health promotion and prevention activities. We also play a role in the minimisation of disease, illness and injury, reducing health and wellbeing inequalities, and supporting health-focused behaviours and conditions. This is particularly important given the recent emergence of new public health risks such as the impact of climate change and the spread of swine flu during 2009.

Our focus areas

We will:

1.1.1 Develop passive and active recreation, leisure and arts


• Develop a policy for the use of temporary spaces (Council owned or managed empty shops, unused sites etc.) to support place making and community engagement activity.

• Maintain active community engagement programs to encourage greater use of leisure centres by Culturally and Linguistically Diverse (CALD) and Indigenous communities:

- Develop a targeted soccer program for groups in West Heidelberg from a CALD background

• Consult with the community in the development of community facilities

• Arts and Cultural strategic plan development and implementation:

- Continued provision of an extensive arts, culture and festival and events calendar

- Introduction of Movies in the Park

• Continue the support and development of Council’s facility managed by Macleod YMCA

• Adopt and implement a Play-space plan that provides a strategic vision for appropriate play spaces for our community to meet and recreate at.

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


• Review, implement and promote Council’s public health programs and services

• Promote access to healthy foods by implementing programs and services that maximise food safety, access and nutrition

• Continue Council’s program for water quality monitoring of public pools

• Co-ordinate and deliver immunisation services to protect children from communicable diseases

• Undertake educational and enforcement activities to reduce the health impact of tobacco on the community

• Respond to emerging and future preventable disease outbreaks and public health risks though education, promotion and advocacy.

1.2

Provide services for people at important life stages

Banyule’s population is changing and growing every year. Banyule has a significant ageing population; however, similar to the nation as a whole, it is also experiencing a ‘baby boom’, with a strongly increasing number of 0 to 4 year olds. There is a slight decrease in the number of dwellings occupied by traditional family groups. The locations where high numbers of children and young people live are changing. An increase in the overall birth rate, multiple dwelling sites and a slight growth in migrants coming to Banyule are contributing to our overall growth.

To enjoy health and wellbeing, people need strong social connections to family, friends and the wider community. Such connections support the development of mutual trust, shared values and more cohesive communities.

We will advocate for and support the development of services and resources for people of all ages, genders, abilities, cultures and household types in Banyule. This involves planning, developing and delivering appropriate services and resources in partnership with the community, other levels of government and key stakeholders.

Key directions for achieving our people objective:

“As a father with a young family I have first hand experience of both the needs and pressures that face our important community services. Council is constantly balancing the challenge of increasing community demand, cost pressures and cost shifting from other levels of Government.” Cr Mark DiPasquale


1.4

Celebrate and promote Banyule’s diversity and heritage

Banyule’s population is represented by a diverse range of people’s backgrounds, cultures and heritage. Past and current cultures play a strong role in determining values, aspirations and meaning to peoples’ lives. The Banyule community has been shaped by a rich legacy of past and current artistic and cultural influences. Council recognises, respects and celebrates the ongoing cultural heritage and connection to this land of the Wurundjeri willam people. The heritage and cultural expression of Banyule’s many migrant groups is also significant for the continued development of the City’s distinctiveness and sense of identity.

Together with our community and other key stakeholders, we will develop accessible and relevant cultural and arts activities to celebrate our cultural heritage, express identity and create social connection.

Our focus areas

We will:

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


• Promote WW2 Heritage links with the West Heidelberg community through a flags and interpretive signage program

• Develop an Aboriginal art-sculpture trail and native garden along the walkway from Catalina Street to Northland

• Implement year one actions of the Arts and Recreation strategic plans

• Develop and implement opportunities to increase cultural tourism in Banyule, e.g. Heidelberg School Artist trail, Impressionist lab, and Napier Waller House preservation

• Improve the preservation of the Banyule art collection assets

• Implement year one of Hatch Contemporary Arts Space

business plan.

1.5

Support people to achieve their economic potential

Accessing economic opportunities and having the capacity to participate in the economy are important contributors to people’s overall wellbeing. Fulfilling economic potential can increase resilience to change and provide a strong foundation for increasing the robustness of other wellbeing factors, such as mental and physical health.

Council will continue to work with small businesses, including start-ups, to provide access to support and advice, networking and training opportunities and group delivery programs. As Banyule’s population diversifies, more women return to work and retirement age increases, Council’s programs will change and adapt to meet local needs.

Improving business development and supporting the establishment and growth of businesses in Banyule will contribute to local employment opportunities and a sustainable local economy. Council will also continue to work in partnership with federal, state and regional bodies to create pathways to employment, training and other learning initiatives.

We will help local small businesses succeed by providing them with skills, knowledge and resources to establish and grow, contributing to Banyule’s economic development and providing greater potential for local employment opportunities.

Our focus areas

We will:

1.5.1 Encourage and assist the development of small business


• Deliver small business support by:

- Providing networking and training opportunities that respond to local business needs

- Working in partnership to provide one-to-one advice and planning sessions

- Continuing to develop and deliver on our Banyule Business website (Your Gateway to Business in Banyule) a dedicated link for businesses in Banyule including a focus on how they can access the tender opportunities available with Council

• Communicate with business to promote business excellence and provide up to date support and advice.

Our focus areas

We will:

1.2.1 Promote healthy development of children, young people and their families


• Provide a responsive maternal and child health program that meets required standards of practice

• Provide high quality and responsive early childhood services, supporting high needs groups and community based care

• Continue to implement the Youth Strategic Plan, advocating for improved services and support

• Deliver innovative programs for young people, such as:

- JETS creative arts hub

- LINK-U outreach program

• Implement Early Years Infrastructure Developments, including:

- Olympic Village Learning Hub in Heidelberg West - Stage 2, detailed design and construction of a Child & Family Centre

- Pre-Schools redevelopment program - Audrey Brooks, Morobe St, Winston Hills, and Interlaken.

1.2.2 Support older people to live independently


• Plan and deliver sustainable aged and disability services in line with Home and Community Care guidelines, to support people to live independently at home

• Continue Council’s integrated and inclusive program and facility planning to maximise use by older people

• Provide a delivered meals service (‘meals on wheel’) that supports eligible community members and meets their nutritional needs

• Prepare and reorientate Council’s Aged services to

address current National Aged Care Reforms.

1.3

Develop and promote safety and resilience in our community

People want to feel safe in their homes, streets, shopping centres, public and open spaces. Perceptions of safety and experiences of crime or accidental injury can have significant effects on health and wellbeing.

We will advocate for and work in partnership with the community, other levels of governments and key stakeholders to enhance and maintain safe social, built and natural environments in Banyule. This involves promoting and supporting individual and community safety in Banyule within the limits of Council’s influence and responsibility to our community.

Our focus areas

We will:

1.3.1 Support, address and advocate for community safety


• Develop a cross-council approach to graffiti management

• Implement year two of the Community Safety Plan

• Implement traffic safety improvements outside of:

- Montmorency South Primary School

- Watsonia Primary school.



1.5.2 Review Council’s procurement guidelines with a stronger emphasis on the support of local employment, social and environmental impacts.


• Increase the percentage of locally produced or provided goods and services purchased by Banyule.

1.6

Plan and prepare for emergency events

As the closest level of government to our community, we have a responsibility for, and commitment to, their ongoing wellbeing. We have an important role under Victoria’s emergency management arrangements as we hold information about our community and vulnerable people. We work with emergency services, agencies and the community to facilitate emergency planning, support emergency response and coordinate emergency relief and recovery.

Our municipal emergency planning strives to reduce risk whilst strengthening our community, increasing safety and resilience. Through community engagement we will promote emergency awareness and preparedness amongst our residents.

We will continue to maintain our operational readiness and review arrangements in conjunction with business continuity planning, to improve our capacity to respond to emergency events.

Strategic indicators

How we will measure our performance against this objective:

• CSI - Recreational facilities

• Attendance at Council provided aquatic centres

• Percentage of people who feel they ‘belong’ in Banyule

• CSI – Disadvantaged support services

• Performance against People: Health and Wellbeing Action Plan (% actions completed on time)

• Total number of library borrowings by Banyule residents

• CSI - Family support services

• CSI – Elderly support services

• Key Ages and Stages: participation rate for 3.5 year visits

• Unit rate cost to Council for delivered meals

• Total number of delivered meals

• Percentage of delivered meals recipients satisfied with the service (rating the service as excellent, very good or good)

• Percentage of people who feel safe in Banyule

• Performance against Safer Banyule Action Plan (% actions completed on time)

• CSI – Art centres and libraries

• CSI – Community and cultural activities

• Attendance at Banyule festival

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

• Participation level (attendance) at Council operated/ hosted economic development events

• CSI – Emergency and disaster management

• Completion of scheduled emergency management exercises as part of Councils Municipal Emergency Management Plan

(Note: CSI – Community satisfaction indicators measured by the Department of Planning and Community Development survey for Local Governments)

Key supporting policy and strategy

This objective is underpinned by the following primary policy and strategy framework:

• Banyule People: Health and Wellbeing Policy and Strategy,

2013-17

Supporting plans

This objective is also supported by a range of current plans including:

• Banyule Arts Plan (in development)

• Banyule Recreation Plan (in development)

• Banyule Emergency Management Plan

• Safer Banyule Plan

• Banyule Positive Ageing Plan (in development)

• Banyule Youth and Family Services Strategy

• Banyule Early Years 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 (in development)

• Banyule Graffiti Management Plan (in development)

• Banyule Economic Development Plan (in development)

Our focus areas

We will:

1.6.1 Strengthen community resilience


• Continue to implement requirements of the Vulnerable Person in Emergencies Program

• Develop and implement Council’s strategic plan for disaster resilience, including:

- Educate and prepare the community for emergency events such as bush fires, heatwaves and pandemics.

1.6.2 Maintain operational readiness


• Continue to prepare Council for emergency response, relief and recovery

• Develop and implement the emergency collaboration project with other North and West metropolitan municipalities

• Monitor changes to emergency management requirements

and advocate in the best interests of the Banyule community.



Objective:2. PLANET: ENVIRONMENTAL SUSTAINABILITYConduct Council activities in a sustainable manner, and practice sound stewardship of the natural environment to ensure its diversity, protection and enhancement.

Although bulldozers are not usually associated with environmental projects, here at Chelsworth Park in Ivanhoe they were critical in preparing the way for our $6 million stormwater harvesting project. The project – also at Kalparrin Gardens, Greensborough, and DeWinton Park, Rosanna – enables harvesting of 138 million litres of stormwater annually to irrigate these parks and their sporting grounds, saving more than 30 Olympic swimming pools of tap water which would otherwise have been used. Pollutants will also be removed, improving water quality and biodiversity.

‘P’ is for

Planet



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

2.1 Protect and enhance our natural environment2.2 Conserve water and improve stormwater quality and impact2.3 Deliver appropriate action on climate change2.4 Avoid waste generation2.5 Act as environmental stewards

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

“As a Council we need to protect our natural environment and seek to live sustainably in everything we do. We must continue to seek solutions to our transport congestion issues and act locally on environmental protection”. Cr Tom Melican



2.1

Protect and enhance our natural environment

Banyule’s passive and active open spaces, bushland reserves, and broad tree cover are key features of the municipality and are strongly supported by community values. The enhancement and maintenance of Banyule’s parks, reserves and private gardens is paramount in contributing to sustainability and a sense of wellbeing in the community.

We are committed to protecting and enhancing the diverse land and water-based ecosystems in our municipality. We will strive to create and maintain additional habitat areas that are ecologically sustainable, and which will encourage our community’s connection with nature.

We will focus on the protection, enhancement and maintenance of our significant bushland reserves to promote biodiversity. This involves managing our parks, reserves and urban forests as key environmental assets for the benefit of our community.

Our focus areas

We will:

2.1.1 Protect wildlife corridors and enhance waterways and wetlands


• Complete a strategic environmental and operational management plan for Wilson Reserve

• Deliver a heritage and environment study for Banyule Flats

• Work with other stakeholders, including the Victorian State Government, to advocate for the ongoing protection and conservation of Gresswell Forest Nature Conservation Reserve.

2.1.2 Protect and plant trees and appropriate vegetation


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

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

- Develop an Urban Forestry Policy and Strategic Plan to improve the quality and quantity of the city’s urban forest

2.2

Conserve water and improve stormwater quality and impact

The conservation of water and energy is a priority for the development of a sustainable community. This is a major focus for us in planning and delivering services and infrastructure, preserving and enhancing areas of high conservation significance and promoting environmental stewardship.

We will provide leadership on water conservation and water sensitive urban design and will explore innovative models for water management for our operations and the community.

We will improve Council water use efficiency and develop alternative sustainable water sources and re-uses. This will lower operating costs and provide a positive example to the community, which will help influence community practices.

We undertake direct works and work with relevant authorities to improve stormwater quality and lessen its impact on waterway ecology and biodiversity.

Our focus areas

We will:

2.2.1 Increase Council’s water use efficiency


• Complete construction of stormwater harvesting projects at Chelsworth, Kalparrin and DeWinton Reserves that replaces tap water irrigation of sports grounds and filters out waterway pollution

• Provide ongoing development and maintenance of warm season grassed playing surfaces, including:

- Yulong Reserve East

• Provide maintenance of oval and sports field irrigation, including sprinkler and drainage replacement, irrigation flow sensors, and technology renewals.

2.2.2 Improve our urban drainage and stormwater management


• Deliver an evidence based 10 year Capital Works Plan for Council’s stormwater drainage network, including:

- Improved stormwater infrastructure - including the Rosanna Parklands Davis street drain, Mountainview Parade drainage and implementing the emergency drainage works response program.

2.3

Deliver appropriate action on climate change

We recognise the threat to all ecosystems and communities from climate change.

We will advocate and seek to reduce Council energy use, greenhouse gas emissions and associated operating costs, and work with the community for further emissions reduction, with the eventual target of carbon neutrality.

We will assess and respond to the impact of climate change on the community and Council’s service and infrastructure.

We are committed to working with community organisations and other levels of government to pursue environmental sustainability for Banyule.

We will explore innovative models for water and energy management in active and passive open spaces to meet community aspirations.

We will continue to deliver our services consistent with the International Standard for Environmental Management AS/NZS ISO 14001:2004.

Our focus areas

We will:

2.3.1 Reduce our impact on climate change by reducing Council’s energy consumption and waste


• Improve streetlight energy efficiency. This will significantly reduce Council’s ongoing energy costs and result in a 19% reduction in overall greenhouse gas emissions

• Seek government funding to install solar hot water at Council buildings

• Deliver a continued certification program against ISO14001 Environmental Management Standards

• Continue Council’s energy efficiency initiatives toward carbon neutrality.

Key directions for achieving our planet objective:

- Work towards further establishing and building the profile of urban forestry in Banyule and supporting action on canopy enhancement in the public and private realm

- Continue to build on research and measurement of management innovations and the way our landscapes are planned and designed into the future, ensuring appropriate engagement with the local community

- Work with the Banyule community to broaden our understanding of the benefits and importance of our urban forest, and increase our connection to them.

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

• Inspect and protect our treed environment in public places through Council’s Parks and Gardens service area, including collection of scientific data on the City’s public realm trees to assist the maintenance and protection of our urban forest

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

- Andrew Yandell reserve staircase

- St Helena Rd and Yandell Close entrances

- Reserve Fence Replacement program

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

- Routine Street Tree Pruning - through the existing Tree Management Contract, and assessment and works on 75,000 street trees

- Tree Planting - replace trees lost to drought and enhance Banyule’s urban forest population on nature strips, road reserves, parks and reserves

- Comply with new Electricity Safety (Electric Line Clearance) Regulations 2010 (tree removal and pruning)

• Major vegetation strategies:

- Substantial Tree Strategy in the Planning Scheme – complete the public exhibition and planning panel process for vegetation overlay Schedule 5.

2.1.3 Improve the policing of litter and waste dumping


• Develop strategies to strengthen the enforcement of litter and illegal dumping of items and goods

• Increase community awareness of our hard rubbish and green waste collection programs to minimise illegal dumping

• Finalise a waste minimisation plan including litter prevention and dumping of waste.


2.4

Avoid waste generation

We need to ensure that what we consume in our community today does not disadvantage future generations. By developing strong partnerships with our community we can work together to become more sustainable.

We will establish policies that support a reduced environmental impact for the Banyule community. We will provide leadership and advocacy to manage resource consumption and minimise environmental impact.

Our focus areas

We will:

2.4.1 Discourage waste to landfill


• Develop and implement a new Waste Management Plan

• Deliver Council’s current best practice waste management services

2.4.2 Identify and implement viable recycling opportunities


• Investigate and cost new business opportunities for recycling and waste collection for sporting clubs, community facilities and leisure centres

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

2.4.3 Advocate for increased use of environmentally beneficial technologies and services in the community


• Develop education tools to empower Banyule’s community to avoid waste

• Continue implementing waste avoidance programs to the broader community, schools and community groups

• Advocate to other levels of government to reduce the cost shift burden of higher waste costs resulting from landfill levies.

2.5

Act as environmental stewards

The ecological footprint of a municipality is a measure of the ‘load’ on nature imposed by its population. Council and the community need to continue to work together to identify and address opportunities to reduce Banyule’s footprint.

We will continue to deliver and support environmental education programs that promote biodiversity, water and energy conservation and waste avoidance.

We will promote community participation to leverage change within the community, and continue to advocate for the use of sustainable transport, practices and products.

We are committed to supporting community and friends groups in their efforts to protect and enhance the environment, reduce waste, and live sustainably.

Our focus areas

We will:

2.5.1 Manage recreation and open spaces in an environmentally sustainable way


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

• Deliver on open space strategy and reserve master plan priorities

• Manage sporting users to ensure the ongoing viability of sports playing surfaces.

2.5.2 Support community and business to protect and enhance the environment


• Finalise and implement Council’s Planet: Environmental Sustainability Policy and Strategy

• Finalise and implement 5 Planet Plans: Biodiversity Plan, Water Plan, Energy Plan, Waste Plan, and the Environmental Stewardship Plan

• Continue stewardship programs that educate the community about environmental sustainability including:

- Wildlife Corridor program

- Environmental Sustainability Grants

- Home Harvest

- Positive Charge

• Consult our community and seek expert advice in relation to the development of a Council position on urban agriculture (including Community gardens and nature strip planting).



• CSI – Environmental sustainability

• Number of tree plantings (Council tree plantings in streets and parks)

• Performance against Planet: Environmental Sustainability Action Plan (% actions completed on time)

• CSI – The appearance of public areas

• Council’s water use

• Council’s greenhouse gas emissions

• CSI - Waste management

• Percentage of waste diverted from landfill

• Percentage of ‘consumer waste’ diverted from landfill (ie excludes greenwaste)

• Attendance at Council’s Rethink Centre waste education programs




• Banyule Planet: Environmental Sustainability Policy and Strategy, 2013-17

Supporting plans


• Biodiversity Plan (in development)

• Weed Management Strategy

• Public Open Space Strategy

• Water Plan (in development)

• Energy Plan (in development)

• Environmental Stewardship Plan (in development)

• Best Value Plus Program – Environmental Management System

• Banyule City Council Electrical Line Clearance Management Plan.

Key directions for achieving our planet objective:


‘P’ is for

Place

Objective:3. 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.

‘P’ is for

Place



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

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

3.1 Maintain and improve Banyule as a great place to live3.2 Strengthen local activity and employment areas3.3 Support thriving commercial and retail activity3.4 Enhance Banyule’s public and open spaces3.5 Support sustainable transport

“The nature of the places we live in, how they are formed, protected and developed affects the way we all experience our local community. Banyule is committed to improving where we live, protecting our community assets and creating the right environment for sustainable economic growth.” Cr Steven Briffa



3.1

Maintain and improve Banyule as a great place to live

The neighbourhood character of many of our suburbs contributes to the ‘liveability’ and local lifestyle of Banyule.

People in Banyule value their natural environment, in the form of parks and open spaces, and the trees and vegetation that contribute to the green and leafy character of many residential streets and public spaces. Planning policy and guidelines help to protect and improve these areas, their vegetation and residential amenity.

We will protect, maintain and enhance Banyule’s preferred neighbourhood character within the extent of our authority by encouraging development that is sympathetic to the environment and community needs. We will continue to refine local planning policy and guidelines to promote the preferred character of neighbourhoods. We will work proactively with the community to enhance local vegetation and contribute to a greener Banyule.

We will also strive to direct future housing growth and development towards areas close to public transport, shops, business and community facilities, with good connections to other local services and facilities. We will encourage and promote improved design that considers accessibility and sustainability and contributes to overall liveability.

Council is committed to act as a diligent steward of our community’s physical resources. We will ensure that our assets are maintained and provided in a form that meets the service and infrastructure needs of our community now and in the future.

Our focus areas

We will:

3.1.1 Promote the preferred character of neighbourhoods and preferred places for development


• Guide development growth to key sites, including within Greensborough, Heidelberg, Ivanhoe and Heidelberg West

• Deliver a long-term strategic plan for Council’s potential influence and land use planning on Watsonia station and the surrounding precinct

• Complete planning for a cultural heritage policy in the planning scheme

• Achieve appropriately negotiated outcomes for Council’s 2012 Neighbourhood Character Strategy in the planning scheme

• Undertake further housing and neighbourhood character planning to consider the State’s new residential zones.

• Maintain the WaterMarc building and plant assets

• Deliver Infrastructure Asset Renewal Programs, including asset plans, Renewal GAP physical works, condition surveys and maintenance programs for :

- Traffic management

- Street signs and furniture

- Sports field surfaces (including synthetic) and irrigation,

- Sports field and reserve Lighting

- Trees (street, bushland, parks, facilities)

• Look to maintain and improve our local road network infrastructure through our Local Roads Re-sheet and Rehabilitation program, including:

- St Helena Road - Glen Katherine Drive to Maxine Drive

- Sherbourne Road - Mountain View Road to Lorraine Drive

- Princes Street - Watsonia Road to Ladd Street

- Nepean Street - McKenzie Court to Cul-De-Sac

- Wungan Street - Iona Court to Cherry Street

- Lloyd Street - Dresden Street to Waterdale Road

- Malahang Parade - Waterdale Road to Oriel Road

- Warrawee Drive - Grimshaw Street to Cameron Pde

- Shelly Street - Lloyd Street to Outhwaite Road

- Cleveland Avenue - Lakeside Drive to Henty Road

- Trist Street - Meakin Street to Sellars Street

- Coventry Street - Cul-De-Sac to James Street

- Fernside Avenue - Porter Street to Hyacinth Street

• Seek Federal Government support in local roads initiatives through the Roads to Recovery - Federal Government Funding for Road Renewal program.

• Deliver the New Footpath Construction Program, including:

- Kingsbury Drive Shared Pathway bounded by Charles La Trobe P-12 College

• Ensure important high pedestrian traffic areas such as activity centres are maintained and developed for the benefit of local businesses and the safety of our local community.

3.1.5 Encourage the community to contribute to the greening of Banyule


• Develop a West Heidelberg Garden Competition.

• Implement the Price Park Masterplan

• Develop and implement the Street Tree Strategic Plan

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

• Deliver a range of Community Gardens initiatives, including:

- Bellfield Community Centre and Johnson Reserve next to the scouts.

3.2

Strengthen local activity and employment areas

Local activity areas are the hubs of community, social and economic activity in Banyule, and they play a key role in providing local employment and economic growth opportunities.

We will guide growth to activity centres, and seek additional infrastructure investment to complement anticipated growth in employment, residential and retail areas. Local activity areas will be places of mixed and vibrant activity, where people can live, work, shop and play within their local area.

Where a more concentrated local effort is required, we will look specifically at target areas to coordinate our approach and realise shared benefits with strategic partners and the local community.

We will work with existing employment areas to promote growth and clustering of economic activity, capitalising on strengths such as proximity to learning institutions and knowledge-intensive industries.

Our focus areas

We will:

3.2.1 Explore funding opportunities to grow activity areas, including Greensborough, Heidelberg and Ivanhoe


• Create and provide opportunities for self-funded public space community events

• Develop a market at Greensborough town square

3.1.2 Encourage greater diversity and sustainability of housing


• Implement Environmental Sustainable Design (ESD) practices within our statutory planning assessment process

• Complete planning for environmentally efficient design guidelines in the planning scheme

• Implement and expand Council’s Liveable Housing Guidelines to improve the accessibility of new housing

• Improve residential housing accessibility

• Ensure compliance with state and federal sustainable building codes through Banyule’s Building Control Service.

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


• Ensure appropriate and safe access to all local roads and centres through Council’s traffic engineering services

• Complete the vehicle crossovers planning scheme amendment

• Develop a program to upgrade pram crossings.

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


• Conduct repairs to the Willinda Park staircase from the athletics track to Plenty Trail.

• Develop and implement a proactive program for street sweeping of hot spots affecting drainage

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

• Review Council’s Road Management Plan and continue to implement priority findings

• Deliver building maintenance programs based on identified maintenance standards for Council facilities

• Program the ongoing upgrade of Council facilities and buildings for better accessibility

• Continue to provide a responsive and effective cleansing service to street, drains, shopping centres and public toilets, and maintain these assets with an agreed and defined level of cleanliness

• Undertake condition assessments on the path network in Council’s parks

• Complete the design and commence construction of stage one of the Ivanhoe Aquatic Centre redevelopment

Key directions for achieving our place objective:


3.2.2 Encourage investment that supports local jobs growth


• Encourage investment in residential, commercial and industrial uses, focused on activity and employment areas.

3.2.3 Support the regeneration of Heidelberg West (3081)


• Work with our community to provide a co-ordinated approach to identifying and meeting the needs of those living in postcode 3081, including:

- Addressing and advocating on social, economic and infrastructure issues

- Delivering on the postcode 3081 program (Post Neighbourhood Renewal program)

• Support the development and implementation of the Banyule business incubator in Heidelberg West.

3.2.4 Create community hubs at Ivanhoe, Watsonia and Heidelberg West


• Progress master-planning for the Ivanhoe Civic Precinct

• Progress the development of the Heidelberg West Olympic Village Learning Hub - Stage 1: Child & Family Centre

• Progress planning for the Watsonia Community hub in a way that will genuinely consider the needs and aspirations of the local community

• Progress the planning for the Ivanhoe Learning Hub.

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


• Review and deliver the Banyule Economic Development Plan in consultation with local industry and key stakeholders.

3.3

Support thriving commercial and retail activity

Retail and commercial businesses are the heart of our activity areas, and provide vital local goods and services across Banyule’s neighbourhoods. A strong commercial and retail mix contributes to the vitality and character of our shopping centres, as well as providing significant local employment opportunities.

We will seek to increase the vibrancy of our local retail areas by marketing and promoting centres in partnership with local businesses, and continuing to support traders’ associations in directing investment to locally identified priorities.

Our focus areas

We will:

3.3.1 Support activity centres to enhance local retail and commercial activity


• Continue to support local shopping centres through the Special Rates and Charges scheme

• Explore opportunities for streetscape investment, and co-ordinate Council’s approach to shopping centre beautification such as cleaning and maintenance:

- Work toward the completion of beautification of the Watsonia shopping centre streetscape over the term of this plan

• Complete the Ivanhoe Activity Centre planning scheme amendment.

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


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

• Conduct improvement works to Rosanna shopping precinct, including lighting and landscaping around trees.

• Market and promote investment activity in shopping centres.

3.4

Enhance Banyule’s public and open spaces

Banyule’s publicly used, locally managed spaces are important places to meet and engage in social or leisure activities. We will protect and improve these spaces and plan for renewed, new and modified spaces.

We are committed to providing accessible, safe and appealing public spaces for sport, recreation and community activities. This includes non-sporting (passive) spaces such as parks, playgrounds, and trails as well as reserves where active sport is played.

Our focus areas

We will:

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


• Renew Banyule’s Public Open Space Strategy

• Develop Telfer Reserve Master Plan actions including planning and design for car park and pavilion.

• Develop Master Plans for Regional Family Play spaces

• Develop a Darebin Creek Master Plan in conjunction with Darebin City Council and the State Government

• Implement the Darebin Parklands Master Plan including contributing to signage, seats and facilities

• Investigate options to determine if part or all of the wetlands in Redmond Court in Watsonia can be converted into an open meadow for passive recreation

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


• Redevelop the Ivanhoe Library:

- Drawings for the redevelopment of the Ivanhoe Library site

• Maintain Council open spaces, including:

- fire hazards

- traffic areas

- road reserves

- ovals


• Create a fenced ‘dog off lead’ area at Malcolm Blair Reserve

• Adapt, implement and promote an outdoor smoke-free areas policy

• Improve tennis facilities, including:

- Banyule

- Macleod

- Rosanna

• Sporting Facilities Lighting and Equipment:

- All Seasons Cricket Pitch Replacement program

- Apply for State government support for the redevelopment of Yulong Reserve and Bundoora Cricket net replacement.

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


• Implement the Simms Road Reserve Master Plan, including Montmorency Junior Football Club pavilion and ground construction

• Continue to implement Council’s playground replacement program

• Develop design plans for a regional play space concept for Anthony Beale Reserve

• Develop Banyule Reserve pavilion by extending the viewing deck, fix concrete and improving ground access

• Develop detailed design for pavilion developments, including:

- Ivanhoe Pavilion

- Loyola Reserve

• Assess new opportunities for improving access to existing spaces and facilities.


3.5

Support sustainable transport

How people move about Banyule and our ability to access what Banyule has to offer shapes our view of our city, and contributes significantly to our sense of place. Mobility and accessibility is linked to economic circumstances, such as affordability of travel options as well as physical constraints, such as disability.

Our activity centres are important transport nodes, where transfers between one form of transport and another should be easy and convenient. Smooth and seamless transfer between different forms of transport encourages people to make journeys that may otherwise only be attractive by car. We will partner with key stakeholders to advocate to the State Government on behalf of the community for greater investment in local public transport infrastructure.

We are committed to supporting improved public spaces and places so more people can enjoy walking and cycling safely to and through local hubs of activity.

We will plan and manage transport interests for the local community for a more sustainable and integrated local transport system, where walking, cycling and use of public transport are encouraged.

Our focus areas

We will:

3.5.1 Develop an integrated transport plan for Banyule


• Develop a clear and succinct transport vision for Banyule which:

- Describes Banyule’s vision for transport across the city

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

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

• Greensborough multimodal interchange

• Rosanna Rd

• Watsonia rail station multi-level park and ride.

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


• Pedestrian Bridge Replacement, including:

- Bridge handrail modifications for 20 Bridges - to insert ‘shear pins’ for flood events.



• Percentage of planning applications completed within statutory timeframe (60 days)

• CSI – Council’s general town planning policy

• VLG infrastructure indicator: renewal ratio

• CSI – The condition of local streets and footpaths in your area

• MAV Insurance (overall score) – compliance with road management plan

• CSI - Planning and building permits

• CSI - Business and community development and tourism

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

• Participation level (attendance) at Council operated/ hosted economic development events

• Number of businesses that are participating in special rates schemes

• Percentage of people who feel safe in Banyule

• CSI – The appearance of public areas

• CSI – Parking facilities

• CSI - Traffic management

• Linear metres of shared paths/ trails renewed, upgraded and new.




• Banyule Place Policy and Strategy, 2013-17.

Supporting plans


• Banyule Planning Scheme

• Municipal Strategic Statement

• Housing Strategy

• Neighbourhood Character Strategy

• Heritage Strategy

• Local Area Traffic Management Strategy

• Drainage Policy

• Road Safety Strategy

• Asset Management Strategy

• Banyule Bicycle Strategic Statement

• Banyule Integrated Transport Plan (in development)

• Urban Design Guidelines, frameworks and concept plans

• Activity Centre Structure Plans

• Road Management Plan

• Streetscape plans

• Public Open Space Strategy

• Economic Development Plan (in development).


- Banyule - Henty Road, Viewbank (vehicle bridge) - rock beaching on both sides of piers

• Plan for and deliver a major shared path bicycle link from the Plenty River trail to Plenty Road which would be a major bicycle transport link through Banyule. This will involve:

- Planning and delivery of a shared path bicycle link along the power easement from Plenty River trail to Watsonia Station

- Planning and delivery of shared path bicycle link from Watsonia Station to Plenty Road along Morwell Avenue and delivery of on and off road trail design and landscaping

• Continue the off-road path renewal and development of our Shared Trail (bicycle network), including:

- Bicycle path renewal - maintenance and renewal of Banyule’s off-road bicycle trail network - Darebin Creek, Plenty River, Main Yarra Extension and Plenty River Extension.

- Implement the shared trail asset management plan

- Plenty River Trail from Willinda Park to Greensborough Activity Centre.

3.5.3 Encourage walking, cycling and public transport use


• Continue the marketing of our shared trail and on road bike network

• Advocate for increased investment in public transport and bike transport

• Advocate for improvements to public transport that will benefit local residents including:

- Orbital bus routes and the frequency, appropriateness and capacity of public transport options available in Banyule.

3.5.4 Improve parking management in activity areas


• Develop parking plans for key activity areas, including:

- Activity Centre Car Parking Strategies - Heidelberg, followed by Greensborough and Ivanhoe

- Explore options for improved parking in and around Watsonia Station

• Investigate improving parking management outcomes by extending paid parking within activity centres in our city.


‘P’ is for

Participation

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



‘Participation’ is central to good governance.

We will strive for good governance by providing the community with opportunities to actively engage in and influence the decision-making process. We will plan for and respond to the community’s needs, advocate on its behalf and use the resources of the municipality appropriately.

“True and meaningful engagement with our community is essential for good governance and creates an environment that encourages participation in community life. Council plays an important role in community life. Community participation occurs in many fields. From our wonderful volunteers in sporting clubs, RSL’s, community service groups, trader associations and church groups, thousands of hours of unpaid work by all sorts of volunteers contributes to the intricate social fabric that is Banyule.” Cr Jenny Mulholland

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

4.1 Engage meaningfully with our community4.2 Encourage diverse and inclusive community participation4.3 Advocate on behalf of our community4.4 Provide outstanding communications and customer service



4.1

Engage meaningfully with our community

Banyule aspires to be a community characterised by mutual trust, goodwill and respect between Council, residents and other key stakeholders.

We have supported the development of a Community Plan and have taken on board relevant information to feed into our City Plan process.

Community engagement is the process that enables governments to govern most effectively, and citizens to exercise their rights and responsibilities fully. Local Government policy makers need to find innovative ways to address service delivery issues at a community level and to seek opportunities for community engagement that enhance policy decisions.

Some of the benefits of community engagement for Banyule include:

• Strengthening the capacity of communities to take action that produce positive and sustainable changes locally

• Partnerships and coalitions are formed that serve as catalysts for changing policies and practices

• Improve communication to promote common understanding and encourage the community to put ideas forward

• Strengthening community and stakeholder partnerships

• Enabling Council to have a better understanding of local needs

• Promoting and facilitating the principles of inclusiveness, respect, integrity of democratic process, and incorporating diversity

• Assisting with conflict management and resolution and the more effective use and allocation of resources and

• Complementing Council’s other sources of information to provide a comprehensive picture to allow for the best possible decisions and outcomes.

We will:

• Ensure community participation in the development of key policies and plans

• Connect with people from Culturally and Linguistically Diverse (CALD) communities, people with disabilities and their carers, Aboriginal and Torres Strait Islander peoples, and other under-represented parts of our community

• Provide timely and accurate information around key decisions made by Council that may affect the community, and ensure transparency in Council processes, meetings and decisions

4.1.2 Listen and respond to our community, especially under-represented groups


• Develop a co-ordinated framework across Council for consultation and engagement.

• Engage with the community through a targeted ‘out and about’ program, focusing on sections of the community who may experience barriers to participation in civic and community life

• Implement the Home and Community Care (HACC) Diversity Plan, incorporating the Active Service Model (ASM), assessment plans, and inclusion of mental health and disability considerations.

4.1.3 Enhance our relationship and work in respectful partnership with the traditional owners of Banyule, the Wurundjeri willam people


• Build relationships with, and develop actions to engage and support, our Indigenous communities

• Co-ordinate the implementation of the Banyule Indigenous Australians Commitment Plan and the action plan for

2013-14.

4.2

Encourage diverse and inclusive community participation

The opportunity to participate in community life is a fundamental right of a democracy. Banyule will strive to be a city that values diversity and actively promotes and enables the inclusion of all residents in the life of the community.

We acknowledge that volunteers provide a valuable community resource. Volunteers create governance structures and provide human resource support in community, health, religious, educational, environmental and sporting settings within Banyule. These groups encourage an increased level of participation in community life and promote active citizenship. They are seen as vital to the enhancement of community wellbeing.

We are committed to equity for all and the development of a strong, diverse and inclusive community. This involves embedding the principles of inclusion in the provision of Council services and policy development. It is important we communicate effectively with our community, that the community understands the full range of opportunities to be connected, and we continue to act in a manner that is respectful and mindful of the requirements of the Victorian Human Rights Charter.

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

We will offer guidance and encouragement to volunteer-based community service organisations to provide these critical services within their local communities. We will celebrate and promote volunteer activity within Banyule.

We will recognise and support where appropriate, local residents, community groups and businesses that have, by their actions, promoted a better understanding and awareness of the importance and benefits of active citizenship. This involves providing initiatives that encourage an increased level of participation by everyone in community life.

Key directions for achieving our participation objective:

• Actively engage with our community members to understand their views and communicate with them to ensure their needs are considered, and operate in a way that demonstrates we are connected with our community’s priorities

• Ensure we act in a manner that is respectful and mindful of the requirements of the Victorian Human Rights Charter in the development of all Council policy, local laws and major decisions

• Work in respectful partnership with the Traditional Owners of Banyule, the Wurundjeri willam people, to value, promote and preserve their identity and culture

• Use diverse and multiple approaches to engage the community (including social media and online tools) and include those not accessing services

• Ensure that those consulted include people from diverse backgrounds, ages and perspectives

• Factor in adequate time into all projects and major decisions for effective consultation and participation

• Share information from consultations and ways of adapting and responding to feedback between Council services.

Our focus areas

We will:

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


• Participate in and support the ‘3081 Connect’ project

• Deliver the ‘Our Mall Our Place’ project in Heidelberg West

• Implement year one of the Metro Access Community Building Plan

• Co-ordinate and deliver a range of community grant programs

• Progress the development and implementation of the Municipal Early Years Plan

• Strengthen the delivery of Youth & Family Services through community partnerships

• Scope community transport needs particularly for older and more vulnerable people.


Citizenship is the ability of individuals and groups to express their rights and undertake their responsibilities as part of a democratic society. The key elements of citizenship at the local level include:

• Respect for every person, valuing differences and diversity, and having opportunities to work together to create shared values that will make the community more supportive and inter-connected

• Involvement in the life of the community

• Representing the interests of the community and becoming involved in the decision making process.

Volunteerism covers a range of diverse activities people undertake without payment which include: mutual aid and self-help; formal service delivery; civic engagement; and campaigning. Volunteering provides both personal and community benefits:

• People can benefit from volunteering through socialising and development of skills, confidence and experience

• The community can benefit through service provision such as sporting, recreation and cultural activities, and services for children, the elderly and others. Without volunteers many of the activities and events we all value and consider important to community life would not occur.

We will:

• Guide and develop the governance activities of associated community groups with a relationship to Banyule (which includes good governance, being inclusive and welcoming to new and diverse members)

• Encourage, recognise and celebrate voluntary activity and the achievements of individuals, groups and organisations that have contributed to the richness of community life within the municipality

• Recognise and celebrate outstanding community and civic behaviour among our residents through the creation of Banyule Citizen of the Year awards

• Encourage and create opportunities for community capacity building; social connectedness; civic participation; and acceptance, understanding, and embracing of diversity

• Encourage collaboration between community groups

• Strengthen the strategic co-ordination of volunteers across the municipality.

4.3

Advocate on behalf of our community

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

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

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

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

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

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

We will:

• Identify key opportunities and undertake a range of activities to advocate for the diverse needs of the Banyule community, with a focus on members of our community who are disadvantaged or under-represented.

• Develop and implement strategies to combat cost shifting from the Federal and State Governments, and gain appropriate resourcing from our government partners to plan and deliver our important services.

• Identify services provided by other agencies and work with them to co-ordinate efforts as part of long-term community planning to improve cost and service delivery efficiencies and effectiveness.

• Advocate to other local government authorities, State and Federal Government on issues that are consistent with the City Plan and the Community Plan and affect the municipality, but are outside Banyule Council’s sphere of control.

Our focus areas

We will:

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


• Develop a human rights, diversity and inclusion framework.

• Co-ordinate and implement a training and capacity building process across Council on human rights, diversity and inclusion

• Create a cross-council working group to develop priorities and plans to promote and celebrate Banyule’s diverse communities through events and celebrations (e.g. IDAHO day, NAIDOC week, Cultural diversity week etc.)

• Investigate the establishment of a multicultural or an inclusion advisory group to council, which would advise on the design and implementation of council policies and programs, to consider the needs of Banyule’s diverse communities.

4.2.2 Encourage people to participate in volunteer and community activities


• Review all major festivals

• Co-ordinate and deliver the annual volunteer awards and celebration function

4.2.3 Ensure the access and connectedness of under-represented groups to Council facilities, activities and services


• Develop a cross-council project plan for the Indigenous participation project with the Leisure and Culture, Parks and Gardens, and Community and Social Planning teams

• Improve access for all people to Council premises, including:

- Community Facilities (halls, neighbourhood houses, senior citizens centres, early years centre, adult day care centres, sports clubs, libraries, leisure facilities) - Modify to comply with Building Code of Australia (BCA) and Australian Standards AS1428

- Provide accessible signage - way finding signs, Tactile Ground Surface Indicators (TGSI) and audio loops, to comply with Building Code of Australia (BCA) and Australian Standards AS1428.

• Use a range of approaches to advocate for and on behalf of Banyule including:

- Letters and meetings

- Social media and online tools

- Working with other coalitions, networks and organisations

• Make a targeted assessment as to the method and extent of the advocacy best suited to each issue to ensure the maximum chance of achieving the desired results.

Our focus areas

We will:

4.3.1 Work in partnership with the community, groups, local agencies and different levels of government to advocate for improved services, infrastructure and social outcomes


• Focus advocacy endeavours on transport and traffic issues as a key driver of community concern based on extensive community consultation and feedback.

• Develop a revised Community Plan implementation process together with our community representatives.

• Develop partnerships with state & federal government commercial and community organisations to develop programs, services and projects.

• Continue to advocate to government agencies for the appropriate upkeep of non-council owned open space including:

- Parks Victoria land

- Vic Roads reserves

- Melbourne Water reserves

4.3.2 Identify opportunities for more equitable funding and service arrangements with state and federal government


• Review aged services to identify future directions, service gaps, local issues, cost shifting and advocacy issues

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





• CSI - Overall performance of Council

• CSI - Customer service

• CSI - Community consultation and engagement

• Visits to website

• CSI – Informing the community

• Percentage of people who feel they ‘belong’ in Banyule

• Amount distributed through Council’s Community Grants programs

• Number of Community nominations for Banyule volunteer awards

• CSI – Lobbying on behalf of the community

• Number of significant issues Council has advocated on behalf of the community (as reported in the six monthly advocacy reports to Council)

• Average time taken to answer telephone call enquiries

• Percentage of customer requests actioned within specified timeframes




• Banyule Participation Policy and Strategy, 2013-17

Supporting plans


• Banyule Social Inclusion Policy and plans

• Banyule Culturally & Linguistically Diverse Communications Plan

• Banyule Community Charter

• Banyule Corporate Communications Plan 2011

• 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

• Banyule Indigenous Australians Commitment Plan

• Banyule Multicultural and Inclusion Plan (Draft)

4.4

Provide outstanding communications and customer service

We are committed to providing excellence in customer service and communications, to ensure our community and stakeholders have access to quality information about Council services, activities, processes and systems.

We will continue to deliver a high standard and consistent communication internally and externally. We will improve the way we communicate with our community by continuing to offer innovative communication means in a variety of mediums including online, visual, written and face-to-face. We will ensure appropriate mediums of communication are made available to all sectors of our community.

Our focus areas

We will:

4.4.1 Improve the reach, impact and responsiveness of our communications


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

- Health and Aged

- Leisure, Recreation and Culture

- Our aquatic facilities

- Development Planning

• Launch our new website

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

• Continue to refine our community engagement work to ensure the best representation possible in our strategic planning work.


4.4.2 Provide transparent and timely information about Council


• Ensure processes run smoothly to provide excellent customer service support

• Review and re-launch the Banyule Community Charter to accurately reflect community attitudes and Council’s capacity to meet those expectations

• Build on the existing organisational culture to increase awareness of customer expectations and increase skills in managing and meeting the community’s expectations.

4.4.3 Seek and act on feedback on the effectiveness of our communications and customer service


• Develop a survey asking the community about its preferred methods and timing for receiving Council communication, and providing feedback and views on current and proposed communication methods

• Develop and implement a communication plan to support the internal and external promotion of Council’s new Community Charter

• Develop new, improved and consistent ways to communicate and engage with the community, including:

- Increase use of our new website by the community

- Launch of relevant social media (eg. Facebook, Twitter followers/friends)

- Review the design, frequency and delivery of The Banner newsletter

- Develop a centralised subscriber base

- Review branding for Council services.


‘P’ is for

Performance

Strategic Resource Plan2013/2014-2016/2017 Objective:5. PERFORMANCE: USE OUR RESOURCES WISELYManage the financial and non-financial resources required for the next four years to achieve Council’s strategic objectives.



“The ability to deliver our services to our community is predicated on the fact that we must maintain and use our limited resources as wisely as possible. Council is committed to ensuring that we maintain a rigorous review on providing the best value possible to our community. We will ensure we have the right physical and financial resources in place to deliver our services, maintain our infrastructure and remain financially sustainable.” Cr Rick Garotti

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

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

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

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

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

•TheLocalGovernmentAct1989-TheLGActincludesrequirementsaround the Council Plan, the Budget, statutory reporting requirements and Best Value

•Ourlegalresponsibilitiesasabusinessentityandemployer-toadheretoall employer related legislation

•OurBanyuleManagementSystem,whichincorporatesacertificationprogram against three key National and International Standards in Quality, OccupationalHealthandSafetyandEnvironmentalManagement

•Anumberofkeysupportingplansthatprovidedirectioninimportantsupport function areas, such as information and communication technology, human resources, records management policy, and Staff and Councillor codes of conduct

•10yearCapitalWorksPlan

•Ourorganisational‘WorkingTogetherWorkingBetter’values.

The Strategic Resource PlanThe Strategic Resource Plan outlines how Council will manage our financial and non-financial resources over the next four years to achieve our strategic objectives. It consists of the ‘Performance: Use our resources wisely’ objective and the ‘Financial Resources’ section, which includes information on financial position and key financial statements.

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

Our Rating Context

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

As such, Council differentially rates its vacant commercial and residential land to ensure an inequity in the shared contribution to infrastructure is not created through the underdevelopment of vacant land. We also strive to encourage the best use development of land.

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

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

We update the Strategic Resource Plan annually.



5.1

Develop and deliver best value services and facilities

We will effectively manage our resources in a changing environment, while continuing to deliver quality and value for money services. Banyule’s commitment to a culture and practice of continuous improvement is based on our organisational Best Value Program.

Banyule is committed to the Best Value Principles, which were introduced by the Victorian Government. Best Value enables councils to determine the most effective way of involving the community and providing services that are responsive to community needs and values.

Best Value ensures that all services:

• offer the best possible quality and value for money

• are responsive to community needs

• are accessible to the people they are intended for

• show continuous improvement

• are subject to regular community consultation.

We report to our community on our application of Best Value Principles, highlights and key outcomes, which are available in our Annual Report or through the Best Value section of our website.

Banyule also incorporates a certification program against three key National and International Standards in Quality, Occupational Health and Safety and Environmental Management. This ensures we continue to provide quality services in a safe manner that protects people and the environment.

We will encourage innovation consistent with our key objectives by providing services to a certified level against Environmental, Occupational Health and Safety and Quality Standards.

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


• Pursue the rationalisation of Council offices to a combined worksite in Greensborough, including:

- Develop detailed plans for the Greensborough office site

- Determine business case and change management requirements associated with a combined office move

• Review efficiencies in lease arrangements and associated rental fees

• Undertake a review of Waste Recovery Centre processes and charges to minimise the cost of waste disposal to customers

• Review the Workforce Strategy & Action Plan (Human Resources Strategic Plan)

• Develop a sustainable plant and equipment wash down facility at the Operations Depot.

• Develop an implementation plan based on the local law service review outcomes

• Continue to improve asset management plans by confirming:

- Asset work programs

- Renewal priorities

- Intervention levels, and therefore levels of service.

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


• Best Value Service Review Program - review and benchmark Council Services to meet quality and cost standards.

• Continue with our Community Survey Program to ensure relevant up to date and effective community information and engagement

• Co-ordinate access to and use of, data sources to ensure evidence based decision making:

- Improved access to GIS layers to update asset information

- The review and development of key organisation performance measures and accountability framework

• Review budget development and forecasting processes: unit costing output/ activity, scenario forecasting tools, review cost codes (reduce and standardise), separate

business units, budgets up to co-ordination level.

We will continue to review our service levels to ensure best value is achieved for the community.

We will seek opportunities for effective and prudent development of alternate income streams to offset the financial burden on our community.

Our focus areas

We will:

5.1.1 Identify opportunities for strengthened and additional income streams


• Review the policy for club contributions towards upgrade of sport and recreation facilities

• Complete stage one of the Ivanhoe Aquatic and Recreation Centre redevelopment (including fit out), and review operating outcomes post construction.

• Develop guidelines for shared use arrangements for sporting facilities

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


• Investigate options to increase revenue including sale of surplus Council property and commercial investments.

5.1.3 Identify potential Council investments that offer a mix of economic, social and environmental benefit


• Pursue the purchase and redevelopment of the surplus state government school sites in Banyule

5.2

Provide responsible financial management and business planning processes

We are committed to establishing a financial framework that ensures we can maintain a position of financial sustainability in the medium to long term.

We are mindful of the need to comply with the principles of sound financial management as outlined in the Local Government Act 1989, including:

• Prudently manage the financial risks relating to debt, assets and liabilities

• Developing a rating strategy based on stability, equity, efficiency and transparency

• Consider the financial effects of Council decisions on future generations

• Provide full, accurate and timely disclosure and reporting of financial information.

We are committed to ensuring the most effective management of Council’s commercial assets, leases and major contracts.

We will plan effectively for the use of our finite resources, strengthening the integration of our policies, strategies and plans to help us achieve our strategic objectives.

We will improve our corporate and community reporting processes to help us understand our key success measures and aid us in our decision making.

Our commitment, financial position, and financial statements are detailed in the Financial Resources section of this Strategic Resource Plan.

Our focus areas

We will:

5.2.1 Achieve a responsible budget


• Review our 10 year capital works plan

• Develop a comprehensive rating strategy

• Participate in Local Government Industry aggregated collaborative procurement activities.

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

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

• Review and develop a rating strategy based on stability, equity, efficiency and transparency

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

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

5.1 Develop and deliver best value services and facilities5.2 Provide responsible financial management and business planning processes5.3 Enable good governance and accountability with minimal risk5.4 Create a productive and engaged workforce5.5 Maintain and strengthen corporate information and innovation5.6 Plan and manage the systems and assets that support Council’s service

delivery

Key directions for achieving our performance objective:


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


• Identify and participate in aggregated procurement activities with third parties

• Develop and implement partnership and license agreements with community groups and continue providing support in the delivery of services to the community.

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


• Review funding arrangements for undertaking major repairs or refurbishment to fixed plant and equipment

• Design a Council-wide, corporate IT investment and implementation planning process

• Review of leisure and recreation master plans

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


• Introduce co-ordinated asset reporting to meet MAV (Municipal Association of Victoria) STEPS program renewal gap, State Government DPCD (Department of Planning and Community Development) and VAGO (Victorian Auditor-General’s Office) reporting - includes, renewal expenditure (capital and operating) depreciation, asset lives and condition assessment

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

• Review the City Plan 2013-2017 (for Year 2)

• Contribute to and refine relevant sections of Banyule’s Annual Report for 2012-2013

• Review corporate key performance indicators in line with state government requirements and best practice recommendations from their performance reporting framework work group.

Our focus areas

We will:

5.3.1 Ensure our local laws are enforceable and deliver appropriate community benefit


• Monitor and manage customer requests for local laws enforcement requests

• Commence the review of Council’s 2005 local laws in accordance with the Local Government Act 1989.

5.3.2 Apply sound risk management practices that meet defined local government industry standards


• Develop mechanisms and processes to apply clear and sound risk management practices that meet local government and industry standards

• Implement post-election legislative requirements (code of conduct, delegations, corporate plan)

• Council Buildings Asbestos Removal Program

• Council Buildings Major Refurbishment and Replacement:

- Replacement of old electrical switchboards in Council buildings.

5.3.3 Ensure clear and appropriate communication, media and marketing support for all Council Services.


• Deliver responsive, accessible customer service in a manner that exceeds community expectations and meets industry best practice

• Effectively manage Council’s reputation within the media with clear consistent and open communication.

5.3

Enable good governance and accountability with minimal risk

We will continue to ensure we comply with the requirements of the Local Government Act and other relevant legislation and regulations, and fulfil the duties, powers and functions of a Council. This involves reviewing and developing support mechanisms, structures, policies and processes relating to our good governance practices, including making and enforcing local laws.

We are committed to applying sound risk management principles and practices to protect our staff, contractors, volunteers, community, assets and the environment. We recognise risk management as an integral process in the planning, prioritisation and delivery of services, activities and objectives.

We have a Risk Management program with measurable objectives that are in line with corporate and legislative requirements, Best Value Principles, industry best practice and Australian/ International standards.

A major component of our risk management program is emergency management. Council has an integrated, best practice model of emergency planning. We have a series of comprehensive emergency management plans in place to co-ordinate our resources and response in the event of an emergency. These include a focus on business continuity planning We are committed to business continuity planning to ensure we are in a position to maintain our business resilience and long term performance.

We will sustain good corporate governance, maintain Council’s customer satisfaction, reputation and public image and continue to provide services which are relied upon by the community.

We will continue to integrate risk management with our Banyule Management System to improve risk management outcomes, business thinking and approaches.

We will effectively manage Council’s communication, promotions and marketing endeavours to ensure the management of our reputational risk.

We will continue with open and honest communication with our community

5.4

Create a productive and engaged workforce

We are committed to developing our organisational culture to ensure that we continue to provide outstanding services to our community.

We will develop a strong, responsive, and supportive workforce that embraces our organisational values and is focussed on achieving Council objectives.

We will manage our staff resources in a way that meets the needs of delivering, supporting and developing our services, while remaining an employer of choice.

We are committed to providing safety programs and workforce wellbeing initiatives designed to prevent injuries and improve workforce health and wellbeing.

Our focus areas

We will:

5.4.1 Strengthen our capable, united and cohesive leadership teams


• Continue to provide leadership development programs:

- Leading teams senior leadership program

- Banyule leadership network program

- Frontline team leader development program.

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


• Develop and implement job rotation and secondment guidelines

• Develop a Workforce Planning strategy and action plan to sustain an ageing workforce.

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


• Assist business units and provide support in consultation processes when implementing new technologies - (introduction of change)

• Develop a fully functioning Learning Management System (LMS) Database.



5.4.4 Ensure our staff and workplaces remain safe


• Implement the Banyule Management Systems requirements for the continued certification of Occupational Health and Safety

• Ensure Service Unit Risk Analyses are undertaken annually for all work areas.

5.4.5 Ensure constructive workplace behaviours are modelled on the organisation’s values


• Facilitate a cross functional corporate working group to review and realign the Organisation’s Working Together Working Better Values:

- to unite the workforce with common goals and objectives

- increase morale and reduce turnover rates

- engage collaboration

- promote the sharing of best practices and productivity to create a culture of accountability, success and customer service excellence.

5.5

Maintain and strengthen corporate information and innovation

We are committed to developing and maintaining effective systems and practices to ensure that information is well managed and that legislative requirements are met. This will enable valuable corporate information and records to be accessible, while being preserved.

We will use innovative technology and provide management tools that enable central capture and retrieval of information. This will enhance Council’s ability to access and utilise information to improve decision making and delivery of services.

We will also use innovative and people-friendly communication technology to encourage participation and social connection, and improve access to and sharing of information.

Our focus areas

We will:

5.5.1 Manage and enhance information systems that heighten business and service effectiveness


• Actively engage with service units to maximise the utilisation of Corporate Systems and Technology investment by using more and more functionalities, including: rolling out the Customer Request Management system (CRM), asset systems, work orders, hot-desking and others

• Implement the new Electronic Document Records Management System (EDRMS) to replace Infovision and streamline processes and management of electronic and hardcopy information

• Work with externally focused service units to build a knowledge base of relevant information, to assist customers in accessing Council and community services

• Support the organisation to maintain certification of the Banyule management system

• Analyse and develop systems and processes to support knowledge sharing and continue to improve performance

• Work with relevant service units to streamline service deliverables, including: e-Recruitment System, Online Requisition, Online Customer Services, etc.

• Conduct a review of the Public Records Office of Victoria (PROV) guidelines and standards and develop an action plan to address key priorities

• Implement a disaster recovery solution (technology platform) to meet Council’s business continuity requirements as guided by Council’s Executive Management Team

• Redevelop Council’s Intranet to improve departmental communication and collaboration.

5.6

Plan and manage the systems and assets that support Council’s service delivery

We will ensure that our technology and physical assets are maintained and provided in a form that meets the service and infrastructure needs of our organisation. This supports our service units to deliver efficient, effective and quality services for our community now and into the future.

We will plan for the future asset needs of the organisation, including asset identification, maintenance and renewal requirements.

We will continue to strengthen our foundation technology platform so that we are in a good position to prepare the organisation for future technology challenges, adapt to change and embrace appropriate new technologies. This includes our planned technology infrastructure upgrades and implementation of essential foundation technology projects.

We will effectively manage Banyule’s information and communications technology systems to provide reliability, security and superior performance

We will continue to investigate and appropriately implement business technology improvements and, where appropriate, provide staff with the functionality to do their job anywhere and anytime. This will help us to improve our efficiency and deliver better services to our community. It includes, providing appropriate engineering support (e.g. design, traffic management advice) to enable the best outcomes for construction of our major projects.

We will also continue to provide a cost effective fleet while minimising the impact on the environment, meeting operational requirements and minimising risk to staff and community.

Our focus areas

We will:

5.6.1 Continue to provide a sustainable, cost effective and safe fleet


• Investigate further opportunities to minimise fleet operating costs and emissions, and ensure maximum utilisation.

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

5.6.2 Renew Banyule’s internal support service assets according to agreed service levels and standards.


• Provide reliable and dependable IT User Management Services, including resolving user requests in a timely manner

• Deliver the Electronic Document Records Management System (EDRMS) technology platform for information, document and record management

• Maintain and provide a reliable and stable Information and Communications Technology (ICT) environment to the organisation, including: Authority Corporate Systems, Server and Network Hardware, Network Security patch management, systems upgrade and replacement

• Continue to implement the support systems and processes for quality asset management, including: work with relevant Service Units to roll out Asset Management and CRM systems

• Continue to develop the GIS system and integrate with asset inspection data.

5.6.3 Provide staff with the right tools to do their job easily and flexibly as appropriate for the task.


• Investigate and develop options for new and innovative systems and technologies for use in consultation with IT and targeted Service Units, including: Health & Aged Services, Municipal Laws and others

• Work with relevant Service Units to review and improve processes that support payment options and methods available for customers through our website

• Develop Council’s intranet to better support knowledge sharing

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




How we will measure our performance against our Performance objective (and Strategic Resource Plan):

• CSI - Overall performance of Council

• CSI - Customer service

• CSI – Informing the community

• Visits to website

• Average time taken to answer telephone call enquiries

• Percentage of customer requests actioned within specified timeframes

• Performance against Workforce Strategy and Action Plan (Human Resources Strategic Plan) (% actions completed on time)

• Percentage of Freedom of Information requests responded to within statutory timeframes (45 days)

• Percentage of core IT systems availability

• Percentage of projects in year 1 of 10 year capital works program completed on time.

• Maintain full certification for all services to the most recent National/ International standards in Quality, Occupational Health & Safety, and Environmental Management.

• MAV Insurance state-wide audit ranking/ overall score

• WorkCover premium as a percentage of payroll

• CSI – Emergency and disaster management

• Percentage of official Council and Committee meetings attended by Councillors where a quorum was achieved

• CSI – Enforcement of local laws

• Achievement of the budgeted result or better.


Financial Resources

Financial positionBanyule City Council has a Financial Plan covering the four-year period from 1 July 2013 to 30 June 2017. This plan provides the demonstrated financial stability, accountability and strategy to support our proposed operations. This four-year forecast outlines our financial strategies that support our service obligations, capital works aspirations and asset renewal objectives.

Some of the key assumptions that underpin the development of the Financial Plan include:

• Maintaining and continuously improving levels of service in line with the Best Value principles.

• Ensuring we continue to attract appropriate skills and be considered an employer of choice.

• Modelling cost movements on a Consumer Price Index (CPI) range of 2 - 3% per annum over the four years.

• Setting fees and charges in line with CPI, market levels or as legislated.

• Critical appraisal of Council assets to ensure the best possible return on investment is being achieved for our community

• Rating levels that support the increasing asset renewal pressures faced by Council

• Providing service levels in line with reasonable community service level expectations based on community consultation.

The four-year Financial Plan has been prepared to ensure an adequate amount is available for capital works and rate increases are set at fair and reasonable levels.

In preparing the Financial Plan, the Council has complied with the following principles of sound financial management:

• Prudent management of financial risks relating to debt, assets and liabilities.

• Developing a rating strategy based on stability, equity, efficiency and transparency.

• Consideration of the financial effects of Council decisions on future generations.

• Full, accurate and timely disclosure of financial information.

The following pages present the Financial Plan for the four years from 1 July 2013 to 30 June 2017. The Financial Plan takes into account the strategic objectives and key directions (strategies) as specified in the Council Plan and expresses them in financial terms.

Commentary on the Budgeted Standard Statements for the Strategic Resource Plan

The Strategic Resource Plan is Council’s longer term report to our community which outlines the resources required to achieve the objectives detailed in the Council Plan over the next four years.

The following four Budgeted Standard Statements for the Strategic Resource Plan form a special purpose financial report prepared specifically to meet the requirements of the Local Government Act 1989, and the Local Government (Financial Reporting) Regulations 2004.

These Budgeted Standard Statements together with their explanatory notes each provide information in relation to an aspect of Council’s financial management. They should all be read in conjunction to obtain an overall understanding of Council’s financial position and management.

The Budgeted Standard Statements of Income, Balance Sheet, Cash Flow and Capital Works for the Strategic Resource Plan are prepared on bases consistent with the Budget and the Financial Statements.

Commentary on the Budgeted Standard Income Statement for the Strategic Resource Plan

The Budgeted Standard Income Statement for the Strategic Resource Plan shows what is expected to happen during the next four years in terms of income and expenses from all activities. The ‘bottom line’ shows the net result for the reporting periods.

The Budgeted Standard Income Statement requires expenses and revenues to be separately disclosed where the item is of such a size, nature or incidence that its disclosure is relevant in explaining the performance of the Council.


• Banyule Performance System: Strategic Resource Plan, Strategic Budget, 10 year Capital Works Plan, Banyule Management System - our ‘Performance’ objective is underpinned by policy context and strategic intent that is informed by a strong legislative framework, using industry best practice guides (eg. Reporting guidelines for local government budgets in Victoria, provided by The Institute of Chartered Accountants in Australia), and our Banyule Management System (BMS). The BMS is based on meeting the Best Value Principles of service delivery to our community, and incorporates a certification program against three key National and International Standards in Quality, Occupational Health and Safety and Environmental Management.

Supporting plans

This Plan is supported by a range of current plans including:

• 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

• Workforce Strategy & Action Plan 2010-13 (Human Resources Strategic Plan)

• IT Strategic Plan (Technology Vision 2020 and Delivery Plan)

• Banyule Corporate Communications Plan 2011.



Commentary on the Budgeted Standard Balance Sheet for the Strategic Resource Plan

The Budgeted Standard Balance Sheet for the Strategic Resource Plan shows a snapshot of the expected financial situation at the end of each of the next four years. It shows the total of what is owned (assets) less what is owed (liabilities). The line in this statement shown as net assets is the net worth of Council.

The change in net assets from one year to another shows how the financial position has changed over that period. This is described in more detail in the Budgeted Standard Income Statement.

The assets and liabilities are separated into current and non-current. Current means those assets or liabilities that will fall due in the next 12 months.

Commentary on the Budgeted Standard Cash Flow Statement for the Strategic Resource Plan

The Budgeted Standard Cash Flow Statement for the Strategic Resource Plan shows what is expected to happen during the next four years in terms of cash. It explains the cash movements during the year, which is represented by the difference in the cash balance at the beginning and the end of the year.

The net cash flow from operating activities shows how much cash is expected to remain after the cost of providing services to the community is covered. This remaining cash may be invested in things such as capital works.

The information in a Budgeted Standard Cash Flow Statement helps us assess our ability to generate cash flows, meet financial commitments as they fall due (including the servicing of borrowings), fund changes in the scope or nature of activities and obtain external finance.

Commentary on the Budgeted Standard Capital Works Statement for the Strategic Resource Plan

The Budgeted Standard Capital Works Statement for the Strategic Resource Plan sets out all expected capital investment in relation to non-current assets for each of the next four years. It also shows the amount of capital works investment that is expected to be made renewing, upgrading, expanding or creating new assets. This is important because each of these categories has a different impact on Council’s future costs.

• Capital expansion expenditure extends an existing asset to a new group of users. It is discretionary expenditure that increases future operating and maintenance costs, because it increases Council’s asset base, but may be associated with additional revenue from the new user group

• Capital renewal expenditure reinstates existing assets. It has no impact on revenue, but may reduce future operating and maintenance expenditure if completed at the optimum time

• Capital upgrade expenditure enhances an existing asset to provide a higher level of service or expenditure that will increase the life of the asset. Upgrade expenditure is discretional and often does not result in additional revenue unless direct user charges apply. It will increase operating and maintenance expenditure in the future because of the increase in the Council’s asset base

• New capital expenditure does not have any element of renewal, expansion or upgrade of existing assets. It may or may not result in additional revenue for Council and will result in an additional burden for future operation, maintenance and capital renewal.

The infrastructure, property, plant and equipment movement reconciliation worksheet is included to show how the Budgeted Standard Capital Works Statement figures relate to the Budgeted Standard Balance Sheet movement in infrastructure, property, plant and equipment.

Budget Budget Strategic Resource Plan Projections

2012/13 2013/14 2014/15 2015/16 2016/17

$’000 $’000 $’000 $’000 $’000

Income

General rates and charges 66,862 79,214 85,687 92,606 98,412

Special rates and charges 506 548 548 548 548

Interest on rates and special charges 280 23 23 23 24

Statutory fees and fines 7,661 6,075 6,587 6,451 7,169

User fees and charges 17,432 14,736 15,509 15,271 16,323

Interest income 1,814 1,556 1,443 1,261 1,080

Contributions - cash 3,749 2,336 1,115 1,118 1,122

Grants - operating (recurrent) 9,221 11,958 11,932 12,143 12,433

Grants - capital (non-recurrent) 4,422 2,356 80 0 0

Net gain on disposal of infrastructure, property, plant and equipment 4,630 954 3,670 1,889 536

Rental income 1,796 1,793 1,837 1,887 1,852

Other income 81 121 95 96 97

Total income 118,454 121,670 128,526 133,293 139,596

Expenses

Employee benefits 51,877 54,049 56,375 58,912 61,557

Materials and services 38,259 35,858 37,107 36,203 38,190

Utility charges 3,095 3,447 3,714 3,573 4,757

Depreciation and amortisation 12,915 15,481 15,854 16,450 17,151

Finance costs 2,662 4,097 4,095 3,922 3,728

Donations 748 970 913 925 934

Other expenses 8,248 7,171 7,266 7,258 7,580

Total expenses 117,804 121,073 125,324 127,243 133,897

Surplus / (deficit) for the year 650 597 3,202 6,050 5,699

Other comprehensive income

Increment on revaluation of infrastructure and property assets 0 56,000 0 62,000 0

Comprehensive result 650 56,597 3,202 68,050 5,699

Financial Statements

Budgeted Standard Income StatementFor the four years ending 30 June 2017



2013 2014 2015 2016 2017

$’000 $’000 $’000 $’000 $’000

Current assets

Cash and cash equivalents 28,328 29,157 30,685 33,853 37,926

Investments 6,000 6,000 6,000 6,000 6,000

Trade and other receivables 5,955 5,955 6,015 6,075 6,136

Inventories 45 45 45 45 45

Prepayments 1,243 1,100 1,050 1,100 1,000

Total current assets 41,571 42,257 43,795 47,073 51,107

Non-current assets

Trade and other receivables 723 723 730 737 744

Investments 3,539 3,539 3,539 3,539 3,539

Infrastructure, property, plant and equipment 1,226,939 1,312,448 1,312,375 1,375,520 1,361,833

Intangible assets 1,491 1,613 1,743 1,640 1,495

Total non-current assets 1,232,692 1,318,323 1,318,387 1,381,436 1,367,611

Total assets 1,274,263 1,360,580 1,362,182 1,428,509 1,418,718

Current liabilities

Trade and other payables 13,311 13,444 13,578 13,714 13,851

Interest-bearing loans and borrowings 1,053 2,541 2,714 16,535 2,644

Provisions 11,883 12,596 13,352 14,153 15,002

Other liabilities (Trust funds and deposits) 1,072 1,083 1,094 1,105 1,116

Total current liabilities 27,319 29,664 30,738 45,507 32,613

Non-current liabilities

Interest-bearing loans and borrowings 30,683 58,024 55,311 38,776 36,132

Provisions 383 421 463 509 560

Other liabilities (Trust funds and deposits) 322 318 315 312 309

Total non-current liabilities 31,388 58,763 56,089 39,597 37,001

Total liabilities 58,707 88,427 86,827 85,104 69,614

Net assets 1,215,556 1,272,153 1,275,355 1,343,405 1,349,104

Equity

Accumulated surplus 419,208 417,538 420,331 424,498 427,206

Asset revaluation reserve 787,013 843,013 843,013 905,013 905,013

Reserves 9,335 11,602 12,011 13,894 16,885

Total equity 1,215,556 1,272,153 1,275,355 1,343,405 1,349,104

Budgeted Standard Balance SheetAs at 30 June For the four years ending 30 June 2017

Budgeted Standard Cash Flow StatementFor the four years ending 30 June 2017


2012/13 2013/14 2014/15 2015/16 2016/17

$’000 $’000 $’000 $’000 $’000

Inflows Inflows Inflows Inflows Inflows

(Outflows) (Outflows) (Outflows) (Outflows) (Outflows)

Cash flows from operating activities

Receipts

Rates and charges 67,368 79,762 86,235 93,154 98,960

Grants - Operating 9,221 11,958 11,932 12,143 12,433

Grants - Capital 4,421 2,356 80 0 0

Interest received 2,094 1,579 1,466 1,284 1,104

Other receipts 30,653 25,061 25,076 24,756 26,495

Total Receipts 113,757 120,716 124,789 131,337 138,992

Payments

Employee costs (61,382) (53,298) (56,374) (58,066) (60,657)

Materials and consumables (38,126) (35,583) (36,124) (36,117) (37,953)

Other payments (12,091) (11,587) (11,894) (11,755) (13,271)

Total Payments (111,599) (100,468) (104,392) (105,938) (111,881)

Net cash provided by / (used in) operating activities 2,158 20,248 20,397 25,399 27,111

Cash flows from investing activities

Proceeds from sale of property, plant and equipment 13,534 15,089 14,459 12,901 17,427

Payments for property, plant and equipment (25,600) (53,329) (21,657) (22,802) (14,112)

Payments for infrastructure assets (15,045) (5,698) (4,794) (5,660) (6,098)

Payments for intangible assets (1,491) (220) (250) (42) 0

Net (purchase)/redemption of investments (2,259) 0 0 0 0

Trust funds and deposits - net proceeds 1 7 8 8 8

Net cash (used in) / provided by investing activities (30,860) (44,151) (12,234) (15,595) (2,775)

Cash flows from financing activities

Finance costs (2,662) (4,097) (4,095) (3,922) (3,728)

Proceeds from borrowings 0 30,070 0 0 0

Repayment of borrowings (985) (1,241) (2,540) (2,714) (16,535)

Net cash (used in) / provided by financing activities (3,647) 24,732 (6,635) (6,636) (20,263)

Net increase / (decrease) in cash and cash equivalents (32,349) 829 1,528 3,168 4,073

Cash and cash equivalents at the beginning of the financial year 60,677 28,328 29,157 30,685 33,853

Cash and cash equivalents at the end of the financial year 28,328 29,157 30,685 33,853 37,926


Budgeted Standard Capital Works StatementFor the four years ending 30 June 2017


2012/13 2013/14 2014/15 2015/16 2016/17

$’000 $’000 $’000 $’000 $’000

Capital works areas

Roads, streets and bridges 5,625 2,963 2,197 2,163 2,667

Drainage 6,394 348 340 255 756

Parks and gardens 2,559 2,172 2,005 2,989 2,440

Playgrounds 467 215 252 253 235

Freehold land 1,398 25,885 1,000 0 0

Freehold buildings 8,117 14,693 14,180 16,119 8,003

Motor vehicles 9,254 11,283 5,841 6,042 5,622

Plant and equipment 2,538 1,423 600 595 441

Furniture and fittings 4,278 30 21 30 30

Art collection 15 15 15 16 16

Intangible assets 1,491 220 250 42 0

Total capital works 42,136 59,247 26,701 28,504 20,210

Represented by:

New assets 10,653 25,995 553 523 16

New intangible assets 1,491 220 250 42 0

Asset renewal 24,787 26,986 10,837 17,190 13,295

Asset upgrade 4,395 5,441 1,749 5,329 4,165

Asset expansion 810 605 13,312 5,420 2,734


Reconciliation of net movement in infrastructure, property, plant and equipment


2012/13 2013/14 2014/15 2015/16 2016/17

$’000 $’000 $’000 $’000 $’000


Asset revaluation increment 0 56,000 0 62,000 0

Depreciation and amortisation (12,915) (15,481) (15,854) (16,450) (17,151)

Written down value of assets sold (8,904) (14,135) (10,789) (11,012) (16,891)

Net movement in infrastructure, property, plant and equipment 20,317 85,631 58 63,042 (13,832)

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Website: www.banyule.vic.gov.au

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