Brimbank City Council Ordinary Council Meeting …...2015/2016 and final draft Long Term Financial Plan 2015 -2025. 4. Resource Implications The Council Plan informs Council’s business

Brimbank City Council Ordinary Council Meeting Agenda Officer Reports 7 Report 12.3 – Final Draft Brimbank City Council - Council Plan 2013–2017 (Year 3 – Updated 2015) Directorate: Community Wellbeing Director: Neil Whiteside Policy: Local Government Act 1989, Brimbank Community Plan 2009-2030

(Updated 2013) Attachment(s): 1. Final Draft Council Plan 2013-2017 (Year 3 – Updated 2015) 2. Summary of Council Plan Submission 2015/2016

3. S223 Hearing of Submissions Committee Summary of Proceedings

Purpose For Council to consider the final draft Brimbank City Council - Council Plan 2013-2017 (Year 3 – Updated 2015), at Attachment 1 to this report. Report 1. Background The Brimbank City Council - Council Plan 2013-2017 (Council Plan) promotes the purpose, values and strategic directions of Council through to 2017. The Council Plan contains 22 strategic directions grouped under six (6) broad themes: 1. Council and Community Working Together 2. Community Wellbeing 3. Urban Design and Infrastructure 4. Sustainable Environments 5. Industry and Economic Development and Strategic Sites 6. Organisational Effectiveness. The Council Plan sets out agreed objectives, activities and strategic indicators that will be used to achieve the 22 strategic directions. The Council Plan is closely linked to the Community Plan 2009-2030 (Updated 2013) (Community Plan). Comprehensive community consultation on the updated Community Plan was completed in 2013, which informed the development of the Council Plan. Section 127 (7) of the Local Government Act 1989 (the Act) requires that each financial year, councils must consider whether the current Council Plan requires any adjustment in respect of the remaining period of the Council Plan. Council considered the draft Brimbank City Council - Council Plan 2013-2017 (Year 3 – Updated 2015) (draft Council Plan) at the Ordinary Council Meeting on Tuesday 28 April 2015, and resolved to commence a statutory consultation process in accordance with Section 223 of the Act. 2. Consultation The draft Council Plan was made available to the public at Council’s Customer Service Centres, Libraries and on Council’s website, for a 28 day period, from Thursday 30 April 2015. The period to receive written submissions closed on Thursday 28 May 2015.

Meeting No. 387 23 June 2015

Brimbank City Council Ordinary Council Meeting Agenda Officer Reports 8 Report 12.3 - Final Draft Brimbank City Council - Council Plan 2013–2017 (Year 3 – Updated 2015) (continued) Council appointed a Hearing of Submissions Committee to hear any submitters requesting to be heard in support of their written submission. In light of the connection between the draft Annual Budget 2015/2016 and the draft Council Plan, it was considered appropriate that the same Hearing of Submissions Committee hear submitters in relation to both matters. One (1) submission was received on the draft Council Plan during the public consultation period and the submitter requested to be heard. The submitter presented at the Hearing of Submissions Committee Meeting on Tuesday 9 June 2015. A summary of the written submission received, and a Council officer response, is provided in Attachment 2 to this report. The Hearing of Submissions Committee summary of proceedings is included at Attachment 3 to this report. 3. Analysis The final draft Council Plan reflects progress towards achieving the four (4) year Council Plan. Completed activities are indicated with a tick, and planned activities with a square. Most activities are scheduled over the four (4) year term of the Council Plan, so there are ticks in the first and second years, and squares in the remaining two (2). It is not considered any changes to the draft Council Plan are required. The final draft Council Plan includes the Strategic Resource Plan, based on the final draft Annual Budget 2015/2016 and final draft Long Term Financial Plan 2015-2025. 4. Resource Implications The Council Plan informs Council’s business and budget planning processes. Funds for the implementation of activities proposed for 2015/2016 are provided for in the final draft Annual Budget 2015/2016. 5. Compliance Statement The recommendation made in this report is consistent with Section 127(3) and Section 223 of the Act, and actions in the Community Plan. 6. Officer Recommendation That Council, in accordance with Sections 127 and 223 of the Local Government Act 1989: a. Having considered the submission, adopts the final draft Brimbank City Council - Council Plan 2013–2017 (Year 3 – Updated 2015) and the Strategic Resource Plan, at Attachment 1 to this report. b. Writes to the submitter advising of Council’s decision to adopt the final

draft Brimbank City Council - Council Plan 2013–2017 (Year 3 – Updated 2015) and the reasons for that decision.

c. Forwards a copy of the Brimbank City Council – Council Plan 2013-2017

(Year 3 – Updated 2015) to the Minister for Local Government, the Hon. Natalie Hutchins MP.

Meeting No. 387 23 June 2015

Brimbank Council Plan2013 – 2017

(Year 3 - Updated 2015)Brimbank will be the dynamic centre of Melbourne’s West

Attachment 1

Message from the Brimbank Administrators 1Message from the CEO 3Vision 4Statement of Strategic Intent 4Mission 4Values 4About Brimbank 5Brimbank City Council’s Integrated Planning Approach 6Council’s Key Directions for 2013 - 2017 71. Council and the Community Working Together 92. Community Wellbeing 123. Urban Design and Infrastructure 164. Sustainable Environments 195. Industry and Economic Development and Strategic Sites 226. Organisational Effectiveness 24Council Strategies, Plans and Policies 26Strategic Resource Plan (SRP) 27

Contents

1BRIMBANK COUNCIL PLAN 2013 – 2017 [ Update 2015 ]

Message from the Brimbank Administrators

The Council Plan outlines the actions Council will be undertaking to continue to strengthen and enhance Brimbank’s position as the dynamic centre of Melbourne’s West, and prepare the municipality for a return to elected representation.

The continued revitalisation of Brimbank is a key Council priority.

The Council Plan provides a transparent and detailed explanation of Council’s priorities thereby promoting good governance. It sets out actions towards achieving Council’s vision of making Brimbank a proud, diverse and connected community.

The Council Plan will guide Council’s work to strengthen community capacity, enhance urban and public places, improve transport networks, boost the local economy and deliver responsive and much needed community services.

Over the past few years, Council has focused strongly on improving the infrastructure, liveability, social connectedness and governance of the City.

Past budgets have invested significantly in accelerating these outcomes and Council has made good advances in the planning and delivery of community facilities, creating a network of public infrastructure, community facilities and successfully establishing all services on the ground.

Council remains committed to working in close collaboration with the community, to better engage, develop, represent and communicate with the diverse community.

We will also continue to transform Brimbank’s open space to create one of the best park networks in Melbourne. Since the adoption of the Creating Better Parks Policy and Action Plan in 2008, Council has spent about $17 million upgrading 75 parks across the City. In the same period, Council has also added 15 kilometres of off-road paths and about 20 kilometres of on-road paths to its trail network at a value of more than $6 million.

Work will continue to foster pride in the City for residents and visitors by creating an urban environment that is attractive, clean and green and which improves living and housing, business and recreational opportunities, demonstrates environmental leadership and fosters a sustainable economy.

A key focus in the year ahead will be the completion of the Brimbank Community and Civic Centre. We expect this significant project to realise great benefits for the community; delivering significant cost savings over the long term and providing the community with a high quality, innovative and engaging library and learning centre as well as extensive community spaces. The new centre will also be a one stop shop for Council services with consultation areas, self-service opportunities and access

to staff from across the organisation. This project will be a catalyst for attracting investment and development to the municipality.

Another key project will be the upgrade of the community centre at Errington, St Albans that will complement earlier investments in the precinct. Planning of the upgrade will continue, and when complete the centre will cater to existing community needs and also promote new opportunities for the community.

2 BRIMBANK COUNCIL PLAN 2013 – 2017 [ Update 2015 ]

As always Council seeks a balance between improving local infrastructure and amenity, and affordability and remains committed to the long term sustainable financial management of the City. A key challenge in the coming years is the commitment from the Victorian State Government to introduce rate capping. The Essential Services Commission (ESC) has recently been appointed to develop a model of rate capping for Victorian Councils. It is important that the sector work closely with the ESC to ensure that the model is both workable and fair.

Council will also continue to leverage Brimbank’s strategic location in the heart of Melbourne’s West. Private investors and state and federal governments have increasingly realised the potential of the municipality and Council will continue to consolidate the strong growth and investment already taking place in Brimbank and strengthen key stakeholder partnerships.

Brimbank and its people have much to be proud of, and we anticipate a productive year ahead. As always, we are pleased to discuss ideas and issues with the community.

John Watson, Chair of Administrators Jane Nathan, Administrator John Tanner, Administrator

Message from the CEO

The ongoing implementation of the Council Plan 2013-2017 is helping to affirm Council’s vision to be the Dynamic Centre of Melbourne’s West.

Council is continuing to make improvements to service delivery and outcomes for the Brimbank community while focussing on responsible financial management.

Not too long ago councils were considered to deliver “roads, rates and rubbish” only but this is far from the reality in 2015. As outlined in this Council Plan, the work being delivered by this Council is extensive and far-reaching. It is also relevant to the needs and aspirations of our community.

Through extensive consultation practices and a commitment to a community first culture, Brimbank has consistently rated highly for customer satisfaction in both independent and State Government facilitated surveying.

We believe that through open dialogue and active engagement, we have a good understanding of our community’s expectations. This Council Plan represents our commitment to responding to these expectations.

The Plan demonstrates the integral role Council has in providing opportunities for learning, cultivating wellbeing, sustaining both the physical and built environment and growing the prosperity of our community and City.

Brimbank City Council is proud to deliver a community leadership program that helps to strengthen community capacity across our city. Through various Council programs we work closely with local groups, agencies and organisations to deliver much needed services and programs that create a strong sense of community and promote wellbeing.


Council is constantly reviewing and updating our customer service channels and a major focus is moving services online to allow greater flexibility to our community in how they interact and engage with us.

Our library website has undergone a major upgrade and over time we will also be upgrading our corporate website to deliver a responsive design that can be accessed easily on mobile phones, tablets and PCs.

Construction of the Brimbank Community and Civic Centre is now also well underway. This is a once in a generation project and will allow Council to operate more efficiently through centralising most Council staff in one location.

The new building also features a significantly improved Customer Service Centre including consultation spaces and specialist counters for building, planning and compliance related services.

A new library and learning centre, exhibition spaces, community rooms and a local history interpretive centre complete this architecturally designed building that will become a benchmark for future development in the thriving Sunshine town centre.

When the building is completed in 2016 is will act as a catalyst for further investment in Brimbank, which is strategically located in the centre of Melbourne’s growing west.

Our business development, marketing and advocacy program, strategic planning and special rate programs are helping to enliven and invigorate the City’s town centres and are fostering investment and attention by the private and public sector.

Council is encouraged that works are underway on the Main Road, St Albans Level Crossing and that the State Government has identified the need for other grade separations including at Furlong Road. These projects continue on from the positive effect the Regional Rail Link project has had on the area.

Federal, State Government and Council investment in our infrastructure is critical to maintaining and enhancing the City’s amenity. Council has a rigorous maintenance and asset replacement program for roads, footpaths and drains.

Brimbank’s urban and public spaces including parks and playgrounds are highly utilised and favoured community assets that we continue to enhance for the enjoyment of the community. Similarly we are improving and growing our network of paths and trails linking Brimbank to surrounding municipalities and into the CBD.

The delivery of these services as well as the other actions outlined in the Council Plan is made possible through the collection of rates from our property owners and prudent financial management.

Our community has invested in us and in return we must invest in our community. Council is committed to making sure the monies collected are used responsibly and for the benefit of all our community.

Council’s annual budget process as well as our long term financial planning seeks to meet the needs and aspirations of our community now and also lay the foundations to serve future generations.

I am pleased that the ongoing implementation of this Council Plan is realising great benefits to our community and I look forward to working with the Council, our executive, staff and the community to enhance and enliven Brimbank.

Bill Jaboor, Chief Executive Officer


Vision “Brimbank will be the dynamic centre of Melbourne’s West. We will be a proud, diverse and connected community.”

Statement of Strategic Intent Develop Brimbank through enhancing and celebrating the many diverse identities, communities and cultures within Brimbank; creating high quality spaces and places; and providing learning and employment opportunities.

MissionBrimbank City Council will strive to achieve the community’s vision by:

• Meetingtheneedsofourcommunityandthoseoffuturegenerationsinacollaborative and financially responsible manner;

• Enhancingcommunitywellbeingwithinastrongfoundationofsocialjustice;• Creatinganurbanenvironmentthatissafe,attractive,vibrantandliveable;• Demonstratingcommitmenttoenvironmentalprotection,sustainable

development and reducing our ecological footprint;• PromotingBrimbankasthefirstchoicefornewindustry,businessand

development; and • Deliveringbestpracticeservicesthatmeettheneedsofthediverse

and growing Brimbank community.

ValuesFor Brimbank City Council employees and Council, to be the best at what they do and achieve the community vision and Council strategic intent and mission, their actions and decisions are guided by a set of five fundamental and unifying values:

• weshowRESPECT• weactwithINTEGRITY• weworkTOGETHER• weCOMMUNICATEopenly• westriveforEXCELLENCE

5BRIMBANK COUNCIL PLAN 2013 – 2017

The City of Brimbank is located in western and north-western suburbs of Melbourne, between 11 and 23 kilometres west and north-west of the Melbourne GPO. The area was originally occupied by the Kurung-Jang-Balluk and Marin-Balluk clans of the Wurundjeri people. It was first settled by Europeans in the 1830’s and 40’s as farming land. Most of the urban growth did not take place until the 1950’s post World War II migration boom from Europe.

Today, Brimbank is one of the most populous municipalities in the Greater Melbourne area and the largest in the western region with an estimated 197,701 residents in 2014. Brimbank currently has two Central Activity areas at Sydenham and Sunshine, with Sunshine being very close (12 km) to the Melbourne CBD. Population predications indicate that Brimbank will have 218,349 residents by 2041 (forecast id).

As a large and diverse municipality Brimbank City Council has taken a very localised approach to planning with and for the community. Recognising that each area has its own and unique character, Council has implemented a planning approach that celebrates this uniqueness and recognises local community connection. We have 25 suburbs, four of which extend into neighboring municipalities.

About Brimbank


Brimbank City Council’s Integrated Planning ApproachBrimbank City Council has an integrated planning approach that aligns strategic, financial and operational plans to achieve sustainable improvements for the municipality and its people. This approach includes long, medium and short term plans that set the direction for everything we do.

The Community Plan 2009 – 2030 (updated 2013)The Community Plan 2009 – 2030 (updated 2013) describes the community’s vision and priorities for the next 20 years and establishes a shared basis for joint planning, service delivery and advocacy. The Community Plan was first endorsed by Council in 2009. The Community Plan is Council’s primary planning document and all other Council plans and activities relate to this document.

The themes of the Community Plan are:

• CouncilandtheCommunityWorkingTogether• CommunityWellbeing• UrbanDesignandInfrastructure• SustainableEnvironments

The Council Plan 2013 – 2017Council Plan 2013-2017 is Brimbank City Council’s statement of purpose, values, key themes and strategic objectives. It is directly aligned to the Community Plan and provides a four year medium term outlook whilst the Community Plan contains the long term aspirations of the community. The Council Plan informs the development of Council’s Annual Plan and Budget. Both the Annual Plan and Budget are then actioned through department business plans and then link into individual work and performance plans.

Existing Council Strategies, Plans and PoliciesA range of strategies, plans and policies are embedded within the Brimbank Community Plan and Council Plan to further support meeting the strategic directions of each plan. Each of these strategies, plans and policies contains a discreet implementation and action plan that is monitored and reviewed on a regular basis.


Council’s Key Directions for 2013 - 2017The Council Plan themes and strategic directions are aligned with the Brimbank Community Plan 2009- 2030 (update 2013). These themes, strategies and strategic directions are summarised below.

1. Council and the Community Working Together Brimbank City Council is committed to working in close collaboration with the community, facilitating a wide cross-section of community participation, including ‘hard to reach’ groups, through a variety of forums and partnerships to better engage, develop, represent, and communicate with our diverse community. Brimbank City Council will fulfil its statutory and legal obligations to the community and manage the municipality in a financially sustainable manner to meet the current needs of our community and those of future generations.

• Developingleadershipinthecommunity• Governingresponsiblyandcommunityadvocacy• Keepingthecommunityinformedandinvolved• Workinginpartnership• Responsiblefinancialmanagement

2. Community Wellbeing Brimbank City Council is committed to creating an enhanced quality of healthy and active community life where our rich cultures are celebrated, embraced and connected to the broader community. Within a strong foundation of social justice, Council is committed to the provision of affordable services and community infrastructure that builds healthy people and communities through education, recreation, arts & culture and sport.

• Creatingconnected,supportedandwelcomingcommunities• Celebratingourhistorycreativityanddiversity• Creatinghealthy,safecommunities• Creatingacommunityoflifelonglearners• Buildingeconomicallysustainablecommunities

3. Urban Design and InfrastructureBrimbank City Council is committed to fostering strong pride for residents and visitors by creating an urban environment that is attractive, clean and green and which improves living and housing, business and recreational opportunities, demonstrates environmental leadership and fosters a sustainable economy.

Council is also committed to developing its five town centres and its many smaller urban villages, across the municipality, as a network of safe, attractive, vibrant, liveable and prosperous places that provide accessible retail, business, community, social activities, employment and residential opportunities.

• Contributingtoanaccessible,connectedcity• Enhancingthecharacterandidentityofourcity• Providingarangeofplacesforpeopletoplay,relaxandmeet• Ensurethattherearesustainableplansforthemanagement

of Brimbank’s physical assets


4. Sustainable Environments Brimbank City Council is committed to promoting the long term sustainable development of the municipality. Council will do this by facilitating a dynamic and accessible environment that is supported by a healthy and informed community that enjoys rich environmental characteristics within the municipality. Council is committed to environmental protection, planning for sustainable developments, improving the sustainability of our building stock, and reducing our ecological footprint.

• Reducingthecity’secologicalfootprint• Protectingandenhancingournaturalenvironment• Fosteringsustainableurbandevelopment

5. Industry and Economic Development and Strategic SitesBrimbank City Council is committed to providing local employment and business development opportunities whilst also ensuring that such activities do not have a detrimental impact on local communities. The municipality contains a range of strategic sites (outside of Town Centres or Urban villages) that, due to their location, size, environment or current or past use, can greatly assist Council achieve its economic, social or environmental objectives.

• Promotingandadvocatingfortheappropriaterecognition,developmentand use of Brimbank’s strategic sites

• Increasinglocalemployment,business,officeandeconomicdevelopment• Facilitatingfutureindustrial,commercialorresidentialdevelopmentat

strategic sites

6. Organisational Effectiveness Brimbank City Council is committed to the ongoing delivery of a broad range of services that meet the needs and aspirations of the diverse and growing Brimbank community. Guided by the Australian Business Excellence Framework, the ongoing development of our staff is a critical element to our continuous improvement of service delivery. We will continue to benchmark services to ensure best practice, lead by example, and implement best practice services to the community.

• Developingourpeople• Creatingahighperformanceorganisationthroughcontinuous

improvement


1 Council and the Community Working Together

Brimbank City Council is committed to working in close collaboration with the community, facilitating a wide cross-section of community participation, including ‘hard to reach’ groups, through a variety of forums and partnerships to better engage, develop, represent, and communicate with our diverse community. Brimbank City Council will fulfil its statutory and legal obligations to the community and manage the municipality in a financially sustainable manner to meet the current needs of our community and those of future generations.

Within the limitations of prudent financial management, Council will strive to provide the following activities.

Strategic direction > Developing leadership in the community Objective

Council Plan Activities 2013 – 2017

Year 1

Year 2

Year 3

Year 4

Facilitate increased levels of community participation and leadership

• SupportestablishedandemergingcommunitygroupsthroughCouncil’s Community Grants Program

• ConducttheAustraliaDayCitizenoftheYearAwardsandcitizenship ceremonies as an opportunity to recognise and celebrate leadership in the community

• Supportbusinessleadersthroughknowledgesharingforums,networks, business association activities, advisory committees, steering groups and virtual communities

• FacilitatetheCommunityLeadershipProgramtargetedtowardsBrimbank’s diverse communities

• ActivelypromotetherolesandskillsofCommunityResourceMembers across relevant Council work areas to ensure their participation in local projects

3

3

3

3

3

3

3

3

3

n

n

n

n

o

o

o

o

Strategic direction > Governing responsibly and community advocacy Objective


Year 1

Year 2

Year 3

Year 4

Consolidate and implement Council’s governance processes to increase opportunities for community advocacy

• FacilitateAdvisoryCommitteesandconductfourmeetingsofthegroups annually

• ImplementCouncil’sGovernanceFrameworktoprovideopportunities for the community and key stakeholder groups to participate in local decision making

• AdvocateforimprovedtransportoutcomesinBrimbankbymaintaining a program of formal discussions with representatives from State & Federal Governments and other relevant organisations

• Continuetoadvocateandmakerepresentationtogovernmentonthe procurement of the Sunvale Site

• DeliverCouncil’sCommunityGovernanceTrainingProgramto community groups, small not for profit organisations and interested individuals across Brimbank to support good governance practice in community organisations

• EmbedCouncil’sCommunityEngagementToolkittoimprove consultation and communication between Council and the community

• Provideincreasedoptionsforthecommunitytomakeonline payments and access Council’s services

3

3

3

3

3

3

3

3

3

3

3

3

3

n

n

n

n

n

o

o

o

o

o

3 Action Complete n Action to be undertaken (based on 2015/2016 budget ) o Actions proposed (subject to annual budget process)


Strategic direction > Keeping the Community informed and involved Objective


Year 1

Year 2

Year 3

Year 4

Deliver engagement opportunities and online services that meet the needs of the community

• Maintainandsupportinitiativesthatengagestakeholderstorepresent the interests of the Brimbank community including forums, networks, business associations, advisory committees and steering groups

• Enhancecommunicationandconsultationactivitiestoencourageincreased civic participation in decision making for all ages, cultures, gender and abilities in the planning and delivery of Council’s services, activities, strategies and action plans

• Undertakecustomercallbacksurveysandcommencereporting to the community on customer service standards

• ImprovetheutilisationofCouncil’swebsitetoprovidegreatercommunication with the community

• Implementenhancedonlinecapabilityandaccessincludingevents calendar, mapping and virtual tours, forms and payments, improved search functions and ongoing development of community directory

• EnhanceCouncil’sWeb2.0capabilitiestofacilitateinformationsharing and interactive engagement between Council and the Community

• Reviewthecurrentcommunicationssuitewithaviewtohavinggreater efficacy and more regular communication

• ImplementaCommunicationsandCivicEventsStrategythathelpsto enhance the reputation of Council, strengthen relationships with our stakeholders and remain relevant to community

• Implementandreviewthe“MyBrimbank“softwareapplication

3

3

3

3

3

3

3

3

3

3

3

3

3

n

n

n

n

o

o

o

o

Strategic direction > Working in partnership Objective


Year 1

Year 2

Year 3

Year 4

Provide increased partnership opportunities and mechanisms to inform the planning and delivery of services

• SupporttheoperationoftheSunshine,SydenhamandStAlbansTown Centre Partnership Groups

• Supporttheestablishmentofappropriatepartnershipmodels for the Keilor Village and Deer Park Town Centres

• Supporttheactivitiesofappropriatelyconstitutedandrepresentative business associations in line with Council’s Business Associations Support Policy

• WorkwiththeSunshineBusinessAssociationtoadministeramarketing special rate scheme including Council’s co contribution and support the marketing and business development program

• WorkwithStAlbansTownCentreBusinessAssociationtopursue a sustainable marketing and business development program

3

3

3

3

3

3

3

3

3

3

n

n

n

n

o

o

o

o



Strategic direction > Responsible financial management Objective


Year 1

Year 2

Year 3

Year 4

Implement Council’s long term financial plan in an accountable and transparent manner

• Buildingonfoundationsofprudentfinancialmanagement,continue to achieve an underlying operating surplus to provide funds for capital projects and infrastructure renewal, for both current and future generations

• ContinuetheprudentmanagementofCouncil’sdebtleveltomeet growing and future community infrastructure needs

• ContinuetomonitorCouncil’sLongTermFinancialPlanthrough Treasury, capital and financial reporting

• Providefull,accurateandtimelydisclosureoffinancialinformation

• Continuetopursuegovernmentgrantsandothersourcesoffunding for major projects and initiatives , in line with Council objectives to reduce Council’s matching contributions from sources other than rate revenue

3

3

3

3

3

3

3

3

3

3

n

n

n

n

n

o

o

o

o

o


Strategic Indicators - Council and the community working together

Strategic direction Indicator Target

Developing leadership in the community

Actively promote the roles and skills of Community Resource Members (CRM) across relevant Council work areas to ensure their participation in local projects

Improvement in the level of participation in Council and non Council community activities (internal annual survey of CRM participants)

Governing responsibly and community advocacy

Resident perception of Council performance on lobbying on the behalf of the community.

Resident perception that Council is generally heading In the right direction

≥56 - DTPLI Survey

≥72- DTPLI Survey

Keeping the Community informed and involved

Resident perception of Council performance on community consultation and engagement

Resident perception of Council performance on informing the community



Working in partnership NumberofmeetingswiththeSunshine,Sydenhamand St Albans Town Centre Partnership Groups

9 in total

Responsible Financial Management

Debt servicing ratio

Adjusted Working Capital Ratio

> 1.0%

> 150%

12

2 Community Wellbeing

Brimbank City Council is committed to creating an enhanced quality of healthy and active community life where our rich cultures are celebrated, embraced and connected to the broader community. Within a strong foundation of social justice, Council is committed to the provision of affordable services and community infrastructure that builds healthy people and communities through education, recreation, arts & culture and sport.


Strategic direction > Creating connected, supported and welcoming communities Objective


Year 1

Year 2

Year 3

Year 4

Plan, deliver and advocate for high quality services and facilities that meet the communities needs

• Plananddeliverinfrastructureneededtostrengthenlocalcommunities including facilities for community activities, sports and leisure, learning and libraries

• ImplementtheBrimbankSportsFacilityDevelopmentPlan(2012) to guide the management and development of sport and recreation facilities in Brimbank

• AdvocateinpartnershipwiththeSocialJusticeCoalitionforthe necessary funding and resourcing from State and Federal Governments to meet the health and wellbeing needs of the Brimbank community in the areas of service access, employment, transport and education & lifelong learning

• Buildthecapacityofcurrentandemergingsportsclubsandcommunity groups on the development of best practice approaches to club management

• DesignanddevelopnewcommunityandciviccentreinSunshine

3

3

3

3

3

3

3

3

3

3

n

n

n

n

n

o

o

o

o

o

Strategic direction > Celebrating our history creativity and diversity Objective


Year 1

Year 2

Year 3

Year 4

Provide opportunities for increased participation in a vibrant community life

• DevelopandimplementaCulturalActionPlantoenhanceandextendaccess to arts and cultural activities throughout the municipality

• Continuetoengagethecommunityincreativeartsopportunitiesthrough the:• Developmentanddeliveryofcommunityculturaldevelopment

projects • Facilitationoffestivalsandeventsthatshowcasecommunity

led activities • Provisionofspacesandfacilities

• Engageartistsindeliveringcreativeartsopportunitiesby:• Commissioningpublicart• Providinginternalandexternalartsspacestosupport

arts practice • Providingopportunitiesforbusinessskillsdevelopment

• Conserve,protect,enhance,promoteanddocumentheritageplaces and indigenous sites of significance throughout Brimbank

• FacilitatetheimplementationoftheOricaExplosivesFactory,DeerParkHeritageInterpretationPlan

• CompletethefestivalofeventstocelebratetheKeilor150th

3

3 3

3

3

3

3

3 3

3

3

n

n n

n

n

o

o o

o

o



Strategic direction > Creating healthy, safe communities Objective


Year 1

Year 2

Year 3

Year 4

Support communities to understand and determine their health and wellbeing needs

• Implementandreviewarangeofstrategiesandactionplansthataim to improve the health and wellbeing outcomes of residents in Brimbank with a particular focus on engaging vulnerable and disadvantaged groups including the:• BrimbankSocialJusticeCharter(2012)• BrimbankReconciliationActionPlan(2013-2017)• BrimbankElectronicGamblingPolicy(2015)• BrimbankCommunitySafetyFrameworkandActionPlan

(2012-2015) • BrimbankDisabilityActionPlan(2012-2016)• BrimbankCommunityStrengtheningPolicy(2014)• BrimbankSettlementActionPlan(2013-2017)

• Plananddeliverlifestageservicesthataimtoenhancethehealthand wellbeing outcomes of residents in Brimbank through the implementation and review of the:• BrimbankChildren’sPlan(2015-2019)-Draft• BrimbankYouthStrategy(2015-2019)-Draft• AgeFriendlyCityPlan(2013-2017)

• Planandcollaboratewitharangeofpartnerstoimplementandevaluate health promotion/ population health initiatives

• Providecommunity-basedsportandrecreationprograms,projects and services to encourage and promote better health and wellbeing outcomes for the community

• Implementandevaluategenderequityandfamilyviolenceprojects and action plans including:• BrimbankCityCouncilPlantoPreventMen’sViolenceAgainst

Women (2015-2019)• PreventingViolenceTogether–WesternRegionActionPlanto

Prevent Violence Against Women • GenderEquitable,SafeandInclusiveCommunities:Preventing

Violence Against Women in our Communities Cluster Project (2012-2014)

• ContinuetoparticipateinadvocacyinitiativesforGLBTIQcommunities as a member of Western Region Councils Working GroupandtheQwestYouthNetwork

3

3

3

3

3

3

3

3

3

3

3

3

n

n

n

n

n

n

o

o

o

o

o

o



Strategic direction > Creating a community of life long learners Objective


Year 1

Year 2

Year 3

Year 4

Strengthen the focus on education and lifelong learning in Brimbank

• ImplementtheBrimbankCommunityLearningStrategy2010-2013and assist Brimbank residents to have access to online learning by providing digital literacy training and access to the internet at libraries, community centres and neighbourhood houses

• ImplementtheBrimbankCommunityLearningStrategy2014-2017• Facilitateandenablevolunteeringopportunitiesforindividuals

and organisations • Maintainandenhanceaccesstoadiversecollectionofbooks

and multimedia resources at Brimbank libraries, including multi-lingual resources

3

3

3

33

3

nn

n

oo

o

Strategic direction > Building economically sustainable communities Objective


Year 1

Year 2

Year 3

Year 4

Develop and promote the economic opportunities available in Brimbank

• DevelopmarketingstrategiesandadvocacyinitiativestopositionBrimbank as a viable location for commercial, office and industrial development and investment

• Developandimplementstructureplans,urbandesignframeworks, master plans, business plans and marketing strategies for Brimbank’s activity centres and industry hubs

• Implementaninvestmentattractionprogramtopromotedevelopment in the Sunshine Town Centre

• Workwithmajorlandownersanddeveloperstofacilitatedevelopment and optimise design outcomes in line with town centre structure plans

• WorkwithbusinessassociationstopromoteandimproveTownCentres

• Implementthepotentiallycontaminatedlandmanagementsystem• SupporttheBrooklynCommunityReferenceGroup• MaintaintheoperationoftheBrooklynIndustrialPrecinct

Strategy Committee• Pursueredevelopmentopportunitiesforformerindustrial

sites along the Ballarat Road corridor in line with the Brimbank Industrial Land Strategy

• Provideinformationandassistancetoownersoflegacysitestofacilitate management of contaminated land

• ImplementtheStAlbansConnectProject(PhaseTwo)tosupportcommunity strengthening and urban renewal within St Albans

• SupportstrategiclanduseandinfrastructureplanningfortheSunshineEmergingNationalEmploymentClusterinconjunctionwith the Metropolitan Planning Authority

3

3

3

3

3

333

3

3

3

3

3

3

3

333

3

3

3

n

n

n

n

nnn

n

n

o

o

o

o

ooo

o

o



Strategic Indicators – Community Wellbeing


Creating connected, supported and welcoming communities

Resident perception about Council's general town planning policy ≥59 DTPLI survey

Celebrating our history creativity and diversity

Resident perception about Council performance on community and cultural activities

≥67 DTPLI Survey

Creating a community of life long learners

Resident perception about Council performance on Arts Centres and Libraries

≥69 DTPLI Survey

Building economically sustainable communities

Resident perception about Council performance on business and community development and tourism

≥57 DTPLI Survey


3 Urban Design and Infrastructure

Brimbank City Council is committed to fostering strong pride for residents and visitors by creating an urban environment that is attractive, clean and green and which improves living and housing, business and recreational opportunities, demonstrates environmental leadership and fosters a sustainable economy. Council is also committed to developing its five town centres and its many smaller urban villages, across the municipality, as a network of safe, attractive, vibrant, liveable and prosperous places that provide accessible retail, business, community, social activities, employment and residential opportunities.


Strategic direction > Contributing to an accessible, connected city Objective


Year 1

Year 2

Year 3

Year 4

Plan and advocate for improvements in transport infrastructure and services

• ImplementtheBrimbankWalkingandCyclingStrategy(2008)tocreate connected town city centres, community destinations and walkable neighbourhoods

• Undertakeadvocacytoimprovepublictransportandothersustainable transport initiatives

• Maintainanddevelopregionalpartnershipstoadvocateforthedelivery of regional infrastructure, services and activities to support growth in and prosperity of the western region

• Advocateandimplementuniversalaccessdesignprinciplesand disability standards in public spaces and buildings ensuring compliance with the Disability Discrimination Act (1992)

• ImplementaprogramofLocalAreaTrafficManagementPlansinconsultation with Brimbank residents to create well connected, safe and attractive local street networks

• ImplementtheRoadAssetManagementPlanandtheFootpathManagement Plan

• Advocateforpublictransportandsafetyimprovementsincludinggrade separations in town centres consistent with adopted strategies and plans

3

3

3

3

3

3

3

3

3

3

3

3

3

3

n

n

n

n

n

n

n

o

o

o

o

o

o

o



Strategic direction > Enhancing the character and identity of our city Objective


Year 1

Year 2

Year 3

Year 4

Plan, develop and advocate for spaces and town centres that are attractive, safe and vibrant

• ImplementandreviewCouncil’sGraffitiManagementFramework(2012) to maintain well-presented public spaces throughout Brimbank

• Advocateforhighermaintenancestandardsbyagencieswhoinfluence the presentation of the city through the management of open spaces, roads and rail corridors

• Advocateforoptimalurbandesignoutcomesfrommajorinfrastructure projects, new estates and significant buildings

• Maintainwell-presentedtowncentresandurbanvillagesbyundertaking proactive cleaning and maintenance programs

• EnsureBrimbankbecomesagreenermunicipalitybyundertaking extensive tree planting and protecting and caring for existing trees

• Revitalisetowncentresthroughthecreationofinviting,safe, well connected and vibrant public spaces

• ImplementtheBrimbankHeritageStrategy(2013-2015)• DelivertheSunshineRisingprogramthroughtheimplementation

of the Sunshine Rising Business and Implementation Plan• Continuetoimplementacommunicationsprogramaboutthe

revitalisation of the Sunshine Town Centre• Establishandmaintainasystemtomonitorandreportonthe

appearance of town centres• UpdateandcontinuetoimplementCouncil’sActivityCentre

Strategy • SupporttheImplementationofaDeerParkVillage

Business Plan in consultation with local businesses

3

3

3

3 3

3

3 3

3

3

3

3

3

3

3

3 3

3

3 3

3

3

n

n

n

n n

n

n n

n

n

o

o

o

o o

o

o o

o

o

Strategic direction > Providing a range of places for people to play, relax and meet Objective


Year 1

Year 2

Year 3

Year 4

Provide high quality places that are safe, accessible and well maintained

• Createparksandtrailsthroughtheimplementationandreviewof the Creating Better Parks Policy & Plan (2008), ensuring engagement with the community in design and development

• PrepareanamendmenttotheBrimbankPlanningSchemetoimplement Open Space Contributions to partly fund the creation and ongoing maintenance of parks

• Establishandexpandformalpartnershipswithschoolstomaximise community use of school buildings and grounds

• Advocatefortheprovisionofadditionalopenspaceinareasidentified in the Creating Better Parks Policy & Plan (2008)

• Replaceexistinghighfencingsurroundingrecreationreservesto encourage greater use by the community

• Implementchangestodogoffleadareasthroughtheconstruction of fencing, signage and landscaping to better delineate dog off lead areas

3

3

3

3

3

3

3

3

3

3

3

3

n

n

n

n

n

n

o

o

o

o

o

o



Strategic direction > Ensure that there are sustainable plans for the management of Brimbank’s physical assets Objective


Year 1

Year 2

Year 3

Year 4

Plan, develop and maintain Brimbank’s infrastructure, now and for the future

• Developandimplementariskinformedandcostminimiseddecisionmaking tool for whole life management of storm water network

• Conductaninventory,capacity&conditionassessmentofCouncil’sopen space assets and develop a 25 year long term funding priorities plan

• Conductaninventory,capacity&conditionassessmentofCouncil’sroad and roadside assets and develop a 25 year long term funding priorities plan

• Implementinternationallyrecognisedassetmanagementstandards (ISO55000) for the optimised management of Council’s infrastructure assets

3

3 3

3

3

n

n

o

o


Strategic Indicators – Urban Design & Infrastructure


Enhancing the character and identity of our city

Resident perception of Council performance around condition of local streets and footpaths

Resident perception of Council performance on the appearance of public areas

≥55 DTPLI Survey

≥59 DTPLI Survey

Providing a range of places for people to play, relax and meet

Resident perception of Council performance on recreational facilities

≥65 DTPLI Survey


4 Sustainable Environments

Brimbank City Council is committed to promoting the long term sustainable development of the municipality by facilitating a dynamic and accessible environment that is supported by a healthy and informed community that enjoys rich environmental characteristics within the municipality. Council is also committed to environmental protection, planning for sustainable developments, improving the sustainability of our building stock, and reducing our ecological footprint.


Strategic direction > Reducing the city’s ecological footprint of Brimbank’s physical assets Objective


Year 1

Year 2

Year 3

Year 4

With the Brimbank community lead, facilitate and implement sustainability awareness initiatives

• ParticipateintheWesternAllianceforGreenhouseActionandotherRegionalNetworkstoenablegreaterleveragethroughjoint submissions for State and Federal investment, information-sharing and networking

• Promoteenvironmentallysustainableinitiativesandpracticesin the community through information and education programs. Including; • ‘BeaBrimbankGem’recyclingprogram• RetrofittingprogramsavailablethroughStateandFederal

Government grant opportunities• BrimbankSustainableschoolscurriculumkit

• Investigateopportunitiestointroducekerbsideorganicscollection recycling service

• Advocateforimprovedamenityforresidentsimpactedbyaircraft noise from Melbourne Airport

• Promote‘cleanandgreen’businesspracticestoimproveenvironmental conditions processes in Brooklyn Industrial Precinct

3

3

3

3

3

3

3

3

3

3

n

n

n

n

n

o

o

o

o

o



Strategic direction > Protecting and enhancing our natural environment Objective


Year 1

Year 2

Year 3

Year 4

Implement initiatives that protect, enrich and promote Brimbank’s natural environment

• ImplementCouncilstrategiesaimedatprotectingandenhancingour natural environment including: • BiodiversityStrategy(2012-2022)• GreenWedgeManagementPlan• SustainableWaterManagementStrategy

• MaintainBrimbank’snativevegetationthroughpartnershipswithregional stakeholders to undertake conservation land management works including invasive pest plant and animal control on Council owned and managed land

• Continuetoencourageandfacilitatecommunityparticipationinenvironmental engagement activities, by: • FacilitatingenvironmentalcampaignsincludingCleanUp

AustraliaDay,WorldEnvironmentDayandNationalTreeDay• Providingsupportto‘Friendsof’groupsandothercommunity

groups to engage in conservation initiatives • EnsureprotectionandpromotionforBrimbank’ssitessupporting

nationally and state significant flora and fauna species via the:• BrimbankPlanningSchemeand• installationofappropriatesignage

• DevelopandimplementtheBrimbankLitterPreventionStrategy• DevelopaBrimbankBiodiversityConnectivityPlanforthemunicipality

3

3

3

3

3

3

3

n

n

n

n

o

o

o

oo



Strategic direction > Fostering sustainable urban development Objective


Year 1

Year 2

Year 3

Year 4

Lead, promote and implement initiatives that encourage sustainable urban development

• InvestigateandimplementWaterSensitiveUrbanDesignedgetreatments in road & car park projects to contribute to pollutant reduction targets

• SeektoincorporateIntegratedWaterCycleManagementpractices into councils projects and planning

• Implementenergyefficiencypublicstreet-lightingupgrade• Seekresourcestobeabletointroduceenvironmentally

sustainable design requirements into the planning process • PursueimplementationoftheSunshineTownCentreStructure

Plan, St Albans Structure Plan and Keilor Village Vision• CompleteandimplementtheDeerParkOpportunitiesStudy• UndertakeanamendmenttoimplementBrimbank’sHomeand

HousedStrategy• Promotehousingdevelopmentininvestmentmaterialdeveloped

for Brimbank and town centres• CompleteandimplementtheAlbionNeighbourhoodPlan• Undertakeaplanningschemeamendmenttoimplementthe

Brimbank Industrial Land Strategy• Undertakeaplanningschemeamendmenttoimplementthe

Sunshine Structure Plan• Undertakeaplanningschemeamendmenttoimplementthe

St Albans Structure Plan • Undertakeaplanningschemeamendmenttoimplementthe

Keilor Village Vision• ReviewandupdatetheMunicipalStrategicStatement

3

3

33

3

33

3

3 3

3

3

3

3

3

33

3

33

3

3 3

3

3

3

3

n

n

nn

n

nn

n

n n

n

n

n

n

o

o

oo

o

oo

o

o o

o

o

o


Strategic Indicators – Sustainable Environments


Reducing the city’s ecological footprint

Reduction in Greenhouse Gas Emissions from Council operations ≥ 20% on 2011 levels by 2017 - BCC Greenhouse Strategy

Protecting and enhancing our natural environment

Resident perception of Council performance on environmental sustainability

≥64 DTPLI Survey

Fostering sustainable urban development

Resident perception of Council performance on planning and population growth in the area

≥58 DTPLI Survey


5 Industry and Economic Development and Strategic SitesBrimbank City Council is committed to providing local employment and business development opportunities whilst also ensuring that such activities do not have a detrimental impact on local communities. The municipality contains a range of strategic sites (outside of Town Centres or Urban villages) that, due to their location, size, environment or current or past use, can greatly assist Council achieve its economic, social or environmental objectives.


Strategic direction > Promoting and advocating for the appropriate recognition, development and use of Brimbank’s strategic sites Objective


Year 1

Year 2

Year 3

Year 4

Attract business and industry investment in the opportunities Brimbank has to offer

• ImplementtheBrooklynIndustrialPrecinctStrategy“Brooklyn Evolution”

• WorktowardstheestablishmentofaBrooklynIndustrialBusinessNetwork

• Developandimplementacommunicationsprogramincluding investment attraction material for strategic sites

3

3

3

3

3

3

n

n

n

o

o

o

Strategic direction > Increasing local employment, business, office and economic development Objective


Year 1

Year 2

Year 3

Year 4

Advocate, facilitate and support opportunities for increased employment and economic development in Brimbank

• ImplementtheEconomicDevelopmentFramework• Deliveraprogramofbusinessandindustrialnetworking,training

and development opportunities events and business information • Workwithindustrytoencouragedevelopmentandexpansionof

key sectors including the health and education sector• MaintainCouncil’sindustrialandcommerciallanddatabase

including vacant land and development sites to assist with investment attraction and development

• Undertakeeconomicanalysisofkeysitesandbusinessclustersto support business attraction and development

• WorkwithregionalpartnersandnetworkstopromoteBrimbank• Advocatefortransportandinfrastructureimprovements

within a regional context• Promotelocaltourismattractionsthroughlocalandregional

networks and initiatives

33

3

3

3

33

3

33

3

3

33

3

nn

n

n

nn

n

oo

o

o

oo

o



Strategic direction > Facilitating future industrial, commercial or residential development at strategic sites Objective


Year 1

Year 2

Year 3

Year 4

Promote, support and facilitate appropriate development of key sites within Brimbank

• Providesupporttopropertyownerstofacilitateappropriatedevelopment of strategic sites across Brimbank

• ContinuetoworkwithOrica,tofacilitatetheredevelopmentof the Deer Park site

• AssistpropertyownerstoresolvethefutureuseoflandinSolomonHeights

• MarketandpromotetheattributesofBrimbanktoencouragedevelopment of key sites

3

3

3

3

3

3

3

3

n

n

n

n

o

o

o

o


Strategic Indicators – Industry and Economic Development and Strategic Sites


Promoting and advocating for the appropriate recognition, development and use of Brimbank’s strategic sites

Level of website and social media presence for strategic sites 200 website hits

Increasing local employment, business, office and economic development

Resident perception of Council performance on business and community development and tourism

≥ 57 DTPLI Survey

Facilitating future industrial, commercial or residential development at strategic sites

Numberoffacilitationmeetingsheldwithproponentsformajorindustrial, commercial or residential development projects on strategic sites

10


6 Organisational Effectiveness

Brimbank City Council is committed to the ongoing delivery of a broad range of services that meet the needs and aspirations of the diverse and growing Brimbank community. Guided by the Australian Business Excellence Framework, the ongoing development of our staff is a critical element to our continuous improvement of service delivery. We will continue to benchmark services to ensure best practice, lead by example, and implement best practice services to the community.


Strategic direction > Developing our people Objective


Year 1

Year 2

Year 3

Year 4

Attract, recruit and retain highly skilled people to work at Brimbank

• ImplementCouncil’sOrganisationalDevelopmentStrategytoinfluence staff behaviours and organisational culture

• Implementthementoringprogramforolderandexperiencedemployees to ensure that the skills and knowledge of retiring workers is captured and retained

• ImplementCouncil’sCorporateTrainingProgrambasedonaskillsanalysis of Council staff

• ImplementarevisedperformanceappraisalsystemforCouncilstaff• Conductongoinginternalreviewsandthedevelopmentofall

Council’s human resource systems and processes to ensure good governance and provide seamless service delivery to all stakeholders

• Implementatechnology-based‘eRecruit’systemtostreamlineadvertising and recruitment

• Developandimplementaworkcoverpremiumreductionprogram• Negotiateacompetitiveenterpriseagreementthatbuildson

established relationships• ImplementtheEnterpriseAgreement

3

3

3

3

3

3

3

3

3

33

3

n

n

n

n

n

o

o

o

o

o



Strategic direction > Creating a high performance organisation through continuous improvement Objective


Year 1

Year 2

Year 3

Year 4

Review and improve Council’s organisational capabilities within a best practice framework

• ImplementOHSauditsystemtoascertaindepartmentcompliancewith existing procedures

• Inductallmanagers/coordinatorswhomanagehighriskcontracts• ImplementactionsfromtheDPCDBuildingBestValuecapacity

project including aligning reporting on best value principles as part of business plans

• ImproveCouncil’suseofdata,informationandknowledgethrough knowledge management initiatives

• EnhancetheuseoftheintranetbyintegrationwithCouncil’swebsite and social media sites

• ImplementCouncil’sRiskManagementStrategyandPlanandimplement training of Council’s Risk Management Framework

• FinaliseCouncilpoliciesasrequiredbylegislationorCouncil’spolicy matrix

• EnsureCouncilpoliciesareuptodateandreflectsectorbestpractice

• PromoteextendedcustomerservicehoursatSydenhamCommunityHubatWatergardens

• ExtendquarterlyreportingonadherencetoCustomerServiceStandards

• Completeareviewofstandardletters,forms,andpermitswithafocus on improving readability and usability

• ImplementCouncil’sCustomerServiceCharterandyear2elements of the Customer Service Improvement Plan

3

33

3

3

3

3

3

3

3

3

3

33

3

3

3

3

3

3

3

3

3

nn

n

n

n

n

oo

o

o

o

o


Strategic Indicators – Organisational Effectiveness


Developing our people Separation of low tenure (less than one year) employees as a percentage of total hires

< 5%

Review and improve Council’s organisational capabilities within a best practice framework

Resident perception of Council performance in relation to customer service

≥ 76 DTPLI Survey


Council Strategies, Plans and Policies

Significant strategies, plans and policies identified and referenced throughout the Brimbank Council Plan include:

Brimbank Aged Friendly City Plan (2013-2017)

Brimbank Biodiversity Strategy (2012-2022)

Brimbank Community Safety Framework and Action Plan (2012-2015)

Brimbank Community Learning Strategy (2014-2017)

Brimbank Community Strengthening Policy (2014)

Brimbank Creating Better Parks Policy and Plan (2008)

Brimbank Cycling and Walking Strategy (2008)

Brimbank Disability Action Plan (2012-2016)

Brimbank Economic Development Framework (2012-2015)

Brimbank Electronic Gambling Policy (2015)

Brimbank City Council Plan to Prevent Men’s Violence Against Women (2015-2019) - Towards Gender Equity

Brimbank Green Wedge Management Plan

Brimbank Greenhouse Reduction Strategy (2013-2023)

Brimbank Graffiti Management Framework (2012)

BrimbankHeritageStrategy(2013-2015)

BrimbankHousingStrategy,HomeandHoused(2012)

Brimbank Integrated Transport Strategy (2007)

Brimbank Brimbank Children’s Plan (2015-2019) - Draft

BrimbankNeighbourhoodPartnershipAgreementandStrategicPlan(2013-2016)

Brimbank Reconciliation Action Plan (2013-2017)

Brimbank Road Management Plan (2012)

Brimbank Social Justice Charter (2012)

Brimbank Sports Facility Development Plan (2012)

Brimbank Sustainability Framework Implementation Plan (2012)

Brimbank Sustainable Water Management Strategy (2013-2023)

BrimbankYouthStrategy(2015-2019)

Brimbank Waste Management Implementation Plan (2012-2017)

Municipal Emergency Management Plan (2012)

Municipal Strategic Statement


Strategic Resource Plan (SRP)

The Act requires a SRP to be prepared describing both financial and non-financial resources (including human resources) for at least the next four financial years to achieve the strategic objectives in the Council Plan. In preparing the SRP, Council must take into account all other plans and strategies in regard to services and initiatives which commit financial and non-financial resources for the period of the SRP.

Council has prepared a SRP for the four years 2015/16 to 2018/19 as part of its ongoing financial planning to assist in adopting a budget within a longer term framework. The SRP takes the strategic objectives and strategies as specified in the Council Plan and expresses them in financial terms for the next four years.

The key objective, which underlines the development of the SRP, is financial sustainability in the medium to long term, while still achieving Council’s strategic objectives as specified in the Council Plan. The key financial objectives, which underpin the SRP, are:

• Maintainexistingservicelevels• Achieveanoperatingsurplus• Maintainacapitalexpenditureprogramofatleast$65millionperannum• Achieveabalancedbudgetonacashbasis.

In preparing the SRP, Council has also been mindful of the need to comply with the following Principles of Sound Financial Management as contained in the Act:

• Prudentlymanagefinancialrisksrelatingtodebt,assetsandliabilities• Providereasonablestabilityinthelevelofrateburden• ConsiderthefinancialeffectsofCouncildecisionsonfuturegenerations• Providefull,accurateandtimelydisclosureoffinancialinformation.

The SRP is updated annually through a rigorous process of consultation with Council service providers followed by a detailed sensitivity analysis.


Comprehensive Income StatementThe Comprehensive income Statement sets out the revenue and associated expenditure that Council is expected to generate over the SRP period. The statement provides details on the specific sources of both revenue and expenditure.

The Comprehensive Income requires 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.

The key factor underlying the Comprehensive Income Statement is that Council will continue to generate underlying surpluses over the next four years.

The table below provides details of the Comprehensive Income Statement for the next four year period.

Comprehensive Income Statement For the four years ending 30 June 2019

Budget

Strategic Resource Plan Projections

2015/16 2016/17 2017/18 2018/19$'000 $'000 $'000 $'000

Income

Rates and charges 139,359 147,123 155,009 163,257

Statutory fees and fines 4,995 5,095 5,197 5,301

User fees 7,830 8,630 8,562 9,256

Grants - operating 24,408 24,664 25,199 25,745

Grants - capital 1,540 770 770 770

Contributions - monetary 7,352 8,550 8,650 8,650

Contributions - non-monetary 4,000 1,800 6,600 5,200

Netgain/(loss)ondisposalofproperty,infrastructure, plant and equipment 2,650 50 91 73

Other income 5,318 4,735 5,012 5,215

Total income 197,452 201,417 215,090 223,467

Expenses

Employee costs 80,061 83,501 87,278 90,334

Materials and services 56,492 54,420 54,517 54,149

Bad and doubtful debts 330 330 330 330

Depreciation and amortisation 34,712 37,839 41,242 44,557

Borrowing costs 2,447 2,753 2,800 2,723

Other expenses 4,505 4,500 4,502 4,504

Total expenses 178,547 183,343 190,669 196,597

Surplus (deficit) for the year 18,905 18,074 24,421 26,870


Balance Sheet The Balance Sheet for the SRP 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 ‘bottom line’ of this statement is net assets, which is the net worth of Council.

The change in net assets between two year’s Standard Statements of Balance Sheet shows how the financial position has changed over that period which is described in more detail in the Standard Statement of Income.

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

The table below provides details of the Balance Sheet for the next four year period.

Balance Sheet For the four years ending 30 June 2019

Budget


2016 2017 2018 2019$'000 $'000 $'000 $'000

Assets

Current assets

Cash and cash equivalents 20,169 20,693 26,659 32,313

Trade and other receivables 21,186 21,949 22,698 23,481

Inventories 198 198 198 198

Non-currentassetsclassifiedasheldforsale 1564 1564 1564 1564

Other assets 94 94 94 94

Total current assets 43,211 44,498 51,213 57,650

Non-current assets

Trade and other receivables 122 122 122 122

Property, infrastructure, plant and equipment 1,708,901 1,728,172 1,745,853 1,765,913

Total non-current assets 1,709,023 1,728,294 1,745,975 1,766,035

Total assets 1,752,234 1,772,792 1,797,188 1,823,685

Liabilities

Current liabilities

Trade and other payables 14,284 14,553 14,308 14,192

Trust funds and deposits 2,381 2,881 3,381 3,881

Provisions 17,588 18,315 19,343 19,992

Interest-bearing loans and borrowings 3,148 1,448 1,523 8,599

Total current liabilities 37,401 37,197 38,555 46,664

Non-current liabilities

Trust funds and deposits 4,326 4,326 4,326 4,326

Provisions 3,142 3,277 3,418 3,534

Interest-bearing loans and borrowings 60,877 63,429 61,906 53,307

Total non-current liabilities 68,345 71,032 69,650 61,167

Total liabilities 105,746 108,229 108,205 107,831

Net assets 1,646,488 1,664,563 1,688,983 1,715,854

Equity

Accumulated surplus 944,127 959,452 981,322 1,005,543

Reserves 702,361 705,011 707,661 710,311

Total equity 1,646,488 1,664,463 1,688,983 1,715,854


Statement of Changes in EquityThe Statement of Changes in Equity provides a summary of the causes of the changes in equity and identifies specifically the changes in composition of Council equity.

The categories of changes in equity recorded in this statement are:

• accumulatedsurplus/deficit• transferstoandfromreserves;and• assetrevaluations.

Statement of Changes in Equity For the four years ending 30 June

Total

Accumulated Surplus

Revaluation Reserve

Other Reserves

$'000 $'000 $'000 $'000

2016

Balance at beginning of the financial year 1,627,583 927,872 693,351 6,360

Surplus/(deficit) for the year 18,905 18,905 - -

Netassetrevaluationincrement/(decrement) - - - -

Transfer to other reserves - (2,650) - 2,650

Transfer from other reserves - -

Balance at end of the financial year 1,646,488 944,127 693,351 9,010

2017





Transfer from other reserves - - - -


2018







2019 Balance at beginning of the financial year 1,688,982 981,321 693,351 14,310





Balance at end of the financial year 1,715,853 1,005,542 693,351 16,960


Statement of Cash FlowsThe Statement of Cash Flows for the SRP shows what is expected to happen during the next four years in terms of cash. It explains what cash movements are expected to result in the difference in the cash balance at the beginning and end of the year.

The net cash flows from operating activities, shows how much cash is expected to remain after paying for services to the community which may be invested in things such as capital works.

The information in a Statement of Cash Flows assists in the assessment of the 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 exernal finance.

The table below provides details of Statement of Cash Flows for the next four year period..

Budget


Statement of Cash Flows For the four years ending 30 June 2019

2015/16 2016/17 2017/18 2018/19$'000 $'000 $'000 $'000

Inflows Inflows Inflows Inflows

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

Cash flow from operating activities

Rates and charges 139,359 146,360 154,260 162,473

Statutory fees and fines 4,995 5,095 5,197 5,301

User fees 7,830 8,629 8,562 9,256

Grants 25,949 25,534 26,166 26,712

Contributions - monetary 7,352 8,450 8,450 8,450

Interest received 2,295 2,000 1,800 1,800

Rent received 984 900 900 800

Trust funds and deposits repaid 500 500 500

Other receipts 2,038 1,835 2,314 2,618

Employee costs (80,061) (82,639) (86,379) (89,592)

Materials and services (56,492) (54,151) (54,493) (54,240)

Other payments (4,835) (4,830) (4,832) (4,834)

Net cash provided by/(used in) operating activities 49,414 57,683 62,445 69,244

Cash flows from investing activities

Payments for property, infrastructure, plant and equipment (83,807) (61,258) (58,138) (61,065)

Proceeds from sale of property, plant and equipment 7,630 6,000 5,907 1,726

Net cash provided by/(used in) investing activities (76,177) (55,258) (52,231) (59,339)

Cash flows from financing activities

Finance costs (2,447) (2,753) (2,802) (2,728)

Proceeds from borrowings 11,000 4,000 0 0

Repayment of borrowings (2,991) (3,148) (1,448) (1,522)

Net cash provided by/(used in) financing activities 5,562 (1,901) (4,250) (4,250)

Net increase/(decrease) in cash & cash equivalents (21,201) 524 5,964 5,655

Cash and cash equivalents at beginning of the financial year 41,370 20,169 20,693 26,657

Cash and cash equivalents at end of the financial year 20,169 20,693 26,657 32,312


Statement of Capital Works The Statement of Capital Works for the SRP sets out all expected capital expenditure in relation to non-current assets for each of the next four years.

The table below provides details of the Statement of Capital Works for the next four year period.

Statement of Capital Works For the four years ending 30 June 2019

Budget


2015/16 2016/17 2017/18 2018/19$'000 $'000 $'000 $'000

Property

Land 1,815 0 0 0

Total land 1,815 0 0 0

Buildings 45,739 5,655 2,168 1,963

Total buildings 45,739 5,655 2,168 1,963

Total property 47,554 5,655 2,168 1,963

Plant and Equipment

Plant, machinery and equipment 3,621 3,736 2,466 2,645

Computers and telecommunications 1,750 103 102 102

Library books 800 820 820 820

Total plant and equipment 6,171 4,659 3,388 3,567

Infrastructure

Roads 22,111 33,605 32,799 33,934

Footpaths and cycle ways 430 3,104 2,378 2,749

Drainage 460 555 517 859

Recreational, leisure and community facilities 3,856 7,268 9,068 12,372

Parks, open space and streetscapes 1,225 5,376 6,713 4,187

Other infrastructure 2,000 1,036 1,107 1,435

Total infrastructure 30,082 50,944 52,582 55,536

Total capital works expenditure 83,807 61,258 58,138 61,066

Represented by:

Newasset/upgradeexpenditure 64,718 37,934 35,578 37,558

Asset renewal expenditure 19,089 23,324 22,560 23,508

Total capital works expenditure 83,807 61,258 58,138 61,066


Statement of Human ResourcesIn addition to the financial resources to be utilised over the planning period, Counicl will also use non-financial resources, in particular human resources. The folliwing table summarises the non-financial resources for the next four years.

Council has a proactive organisational development strategy that aims to fully achieve the potential of all staff. Programs and internal support mehanisms are available to ensure that competencies are maintained or developed to ensure that staff have the current skill sets to effectively fulfil the expectation of the community.

Statement of Human Resources For the four years ending 30 June 2019

Budget


2015/16 2016/17 2017/18 2018/19$'000 $'000 $'000 $'000

Staff expenditure

Employee costs - operating 80,061 83,501 87,278 90,334

Employee costs - capital 0 0 0 0

Total staff expenditure 80,061 83,501 87,278 90,334

FTE FTE FTE FTE

Staff numbersEmployees 855.7 857 860 863

Total staff numbers 855.7 857 860 863

Monday to Friday 8.45am – 5pm


Customer ServiceSydenham Station Street, Taylors Lakes (located within Sydenham Library)

Opening hoursMonday to Friday 8.45am – 5pm


Municipal OfficesKeilor Offices 704B Old Calder Highway, Keilor

Sunshine Offices 6 –18 Alexandra Avenue, Sunshine

Opening hoursM: 10.30am – 7pmTu: 1.00pm – 7pmW: 10.30am – 7pmTh: 10.30am – 7pmF: 10.00am – 5pmSa: 10.00am – 12.30pm

Sunshine 6 –18 Alexandra Avenue, Sunshine

Keilor 704B Old Calder Highway, Keilor

My Brimbank AppScan now or visit Council’s website to download the My Brimbank App

Contact usTelephone: 9249 4000 Email: [email protected]: PO Box 70 SUNSHINE VIC 3020Website: brimbank.vic.gov.au

Hearing or speech impaired? TTY dial 133 677 or Speak & Listen 1300 555 727 or www.iprelay.com.au, then enter 03 9249 4000

Find us on Facebook, Twitter and You Tube

Facebook: www.facebook.com/brimbankcouncilTwitter: www.twitter.com/brimbankcouncilYou Tube: www.youtube.com/brimbankcitycouncil

Attachment 2

SUMMARY OF COUNCIL PLAN SUBMISSION 2015/2016

Summary of Council Plan Submission 2015/2016 Page | 1

Submitter

Name of Association

Submitters Summary

Comments

1.

Submitter 1

Resident

Issues:

Section 4 Sustainable Environments

1. Investigate Opportunities to Introduce

Kerbside Organics Collection Recycling

Service.

Council has stopped the green waste

pick up from residents as of July

2015; how does this fit in with the

above policy? More residents will

dump their green waste in parks or

kerbside areas. Council will then have

to try and trace back ownership or

pick up which would seem costly and

time consuming. Reinstating Council

tip tickets with yearly rate would be a

good way of stopping kerbside

dumping.

1. Council has discontinued its annual bundled

green waste collection service, as there is a low

participation with about a third of our residents

using the service in comparison to 50% of

residents who have opted for a kerbside green

waste bin collection.

Council appreciates that those residents who

utilised the annual bundled green waste

collection will be disappointed in the change.

However, as figures show there is a preference

to use the fortnightly green waste bin. The costs

saved to Council in discontinuing the annual

bundled green waste service is being absorbed

into the Council budget for the delivery of

services that benefits the broader Brimbank

community, such as the maintenance of

playgrounds, community facilities, streetscapes

and other programs/services.

Residents still have available the fortnightly

kerbside green waste bin collection as well as the

option for an at-call bundled green waste

collection which is user pays.

As you have indicated dumping of any type of

waste is illegal and those offenders will be

prosecuted.

With regards to providing tip tickets, Council is

not in ownership of a landfill and the provision of

tip tickets is deemed as cost prohibitive.

Attachment 2



Submitter

Name of Association

Submitters Summary

Comments

2. Continue to encourage and facilitate

community participation in

environmental engagement activities

by providing support to “Friend of”

group and other community groups to

engage in conservation initiatives

ensuring protection and promotion for

Brimbank’s sites supporting nationally

and state significant flora and fauna

species.

Healthy sustainable environments

have a positive effect on the

community and encourage them to

become involved with ‘Friends of’

groups who help promote Council’s

vision for healthy and sustainable

living. How can Council again fail to

provide funding for environmental

works through Council’s community

grants programs for these groups?

This work provides assistance with

weed control and maintenance of

weeds of national significance found in

large areas of grasslands across the

municipality, as well as rivers,

streams and creeks e.g. Serrated

Tussock and Chilean Needle Grass.

There are significant sites across the

municipality that is home to the

Legless Lizard, the Golden Sun Moth

and the Sunshine Duris (Orchid) that

need protection from these noxious

weeds.

2. The Brimbank Community Grants Program

(BCGP) has provided annual support to a

number of Friends of Group environmental

projects ranging from the Grassland

Communities initiative in 2012/13, a

Multicultural Art competition in 2013/14 through

to Community Awareness cards and

Environmental Youth Art Project in 2014/15.

The BCGP continues to provide one off financial

assistance to not-for-profit organisations that

deliver services or undertake activities that

support and improve community health,

wellbeing, life-long learning, and build capacity

through partnerships and networks.

The 2015-16 Grant round is currently open from

the 25 May 2015 – 17 July 2015 and we continue

to encourage the Friends of Groups to apply.

More information can be found on Council’s

website

http://www.brimbank.vic.gov.au/COMMUNITY/C

ommunity_Grants or by contacting the

Community Grants Hotline on 9249 4036.

Attachment 2



Submitter

Name of Association

Submitters Summary

Comments

Furthermore, Council has committed

to the Federal Government LeadWest

program of one million trees. Without

funding for weed control and

preparation work, how can ‘Friends of’

groups plant trees and protect native

grasslands from weeds?

Noting:

These are not new issues; we are told

every year that it will be addressed in

next year’s plan. Time is running out

for our protected grasslands and

endangered species to survive.

With regards to the 1 Million Trees Initiative, weed

control and site preparation form part of the scope

of works for this project.

With regards to ‘friend groups’, Council provides a

diverse support base that includes;

• Attending meetings;

• Organising community planting events at

agreed locations on Brimbank owned or

managed land;

• Supporting independent activities such as

working bees, planting and general

maintenance works by providing technical

advice, assisting with site preparation

including weed control;

• Provision of trees for community plantings;

• Provide regular communication via “Friends

News”.

Attachment 3

Chair: John Watson

1. Open Hearing

• The Chair welcomed and introduced himself, Administrator Jane Nathan, and Administrator John Tanner.

• The Chair asked if there were any conflicts of interest. There were none disclosed.

2. Purpose of Hearing

The Chair:

• Noted that the Section 223 Hearing of Submissions Committee’s (the Committee) role is to hear verbal presentations in support of written submissions received by Council in relation to the draft Budget and draft Council Plan.

• Confirmed the Committee had been provided a copy of each written submission received.

• Clarified that submitters may be asked questions by the Committee.

• Advised the Committee would not be making any decisions about the draft Budget and draft Council Plan, but that a final draft Budget and draft Council Plan would be presented to the Ordinary Council Meeting on 23 June 2015, at the Sunshine Council Chambers, for consideration.

3. Written Submissions Received

• The Chair advised that Council had received six written submissions on the draft

Budget and one written submission on the draft Council Plan. Three (3) submitters had requested to be heard, and confirmed their attendance.

Summary of Proceedings Section 223 Hearing of Submissions – Draft Budget 2015/2016 and

Draft Council Plan 2013-2017 (Year 3)

Date: Tuesday 9 June 2015 Time: 6pm

Section 223

Committee:

John Watson, Chair of Panel of Administrators (chair)

Jane Nathan, Administrator (member)

John Tanner, Administrator (substitute member)

Submitters: Three (3) submitters attended and presented in support of their written submissions

Council Officers: Helen Morrissey, Director Corporate and Community Relations

Neil Whiteside, Director Community Wellbeing

Shane Marr, Chief Financial Strategist

Melanie Fleer, Governance Manager

Anna Kacanski, Council Business Officer

Location: Conference Room, Keilor Municipal Offices, Keilor

4. Hearing of Verbal Submissions

Submitter One:

• Spoke to the draft Budget. He congratulated Council on its good work in Albion. He spoke to two (2) issues:

1. Slowness of works at Albion Railway Station (west side). There have been no works in recent times, and the layout is quite chaotic. The area is significant to urban traffic of the Albion neighbourhood. There appears to be only general works in the draft Budget.

2. Proposal to normalise fees and charges for the Selwyn Park eco centre. Most works seem to be progressing or completed, but concerned about normalising fees and charges as it is still in its infancy. Need to get more people in first, and recommends an ‘incubation period’ before fees are normalised.

Submitter Two:

• Spoke to the draft Council Plan. She spoke to two (2) issues:

1. Kerbside pickup. Concerned Council has ceased picking up tree branches or trunks. How are people supposed to prune their trees? A lot of people don’t know it won’t be collected. Understands it costs Council $550,000 per year for nature

strips collection; two (2) tip passes per property won’t cost as much. Can then be mulched and sold back to residents to recover costs.

2. Environmental groups support. Council gave money to 12 environmental groups

to produce a wonderful booklet so everyone knows they exist, but have never provided the groups with funding for trees to plant. In the current community grants, nothing has been given to environmental groups. ‘Friends of’ groups do a lot of work for the local community, act as ‘eyes and ears’ and let Council know of

problems, but receive no support from Council for plants. Asking for help from Council.

Submitter Three:

• Spoke to the draft Budget. He spoke to one (1) issue:

1. Requested $10,000 funding for International Day for People With a Disability.

Clarified he did not have a conflict of interest with the relevant (metro access) Council officer. Been member of working group for 4-5 years. The group has been finding it hard to program other activities, as most of the budget is take up by this event. When event first started, 98 people took part. Since then, it has grown

enormously, and increase relationships between people with a disability, able-bodied people, and carers.

Administrator John Tanner asked if there was any other funding available from

State or Federal Government?

The submitter responded he was not aware, but the majority of the funding came from Council’s metro access budget.

5. Close Hearing

At the end of hearing the submitters, the Chair thanked the submitters for their time, and closed the meeting at 6.22pm.

Documents

Brimbank City Council Ordinary Council Meeting …...2015/2016 and final draft Long Term Financial Plan 2015 -2025. 4. Resource Implications The Council Plan informs Council’s business