City of Greater Bendigo Council Plan 2013-2017
Acknowledgement of Country The Aboriginal people of the area encompassed by the City of Greater Bendigo are the Dja Dja Wurrung, Taungurung and Ngurai-illam Wurrung language groups of the Central Kulin nation. Council and staff of the City of Greater Bendigo Council pay their respects to the Traditional Owners and Elders, who continuously retain their spiritual and custodial connection to their country.
1
Executive Summary Each Council Plan commences a new chapter in the book that is ‘Greater Bendigo’. Just as in a book there is continuity with a past and a clear link to the future and the next chapter. This chapter of the Greater Bendigo story promises to provide many opportunities and challenges for our community. Bendigo is the major regional centre for north central Victoria and the third largest urban area in Victoria. It is a vibrant and culturally enriched city renowned for the lifestyle and opportunities it provides for residents and visitors. Greater Bendigo has a population forecasted to be 109,199 in 2013. Our continued rapid population growth, that is expected to increase our population by more than 36,000 in the next 20 years, provides both challenges and opportunities for the City of Greater Bendigo. Opportunities because the increasing population is evidence of confidence in the bright future of our Greater Bendigo, it means more services will be provided to meet the population growth, more employment happens as many jobs are now about supplying services to people, and the Municipality can sustain more diverse facilities and services.; challenges because such a large and rapid population increase places consequent demands on future planning and infrastructure development and maintenance appropriate to meet the needs of the residents and workforce. The changing face of the City will, in itself be a challenge that people who have lived here a long time will need to adjust to. Some things cannot remain the same but refusing to adapt to the increasing population is not an option either. These significant changes are an important reason that the City of Greater Bendigo commissions a wide range of research and other professional advice to enable Councillors and staff to make wellinformed, economically sound and sustainable decisions for the future. . In the period ahead, Council is supporting significant future planning, especially with reference to residential and transport infrastructure and learning and employment opportunities. A wide range of information and data are being used to inform these major decisions that will affect the nature of our city. Council has made a commitment to conduct diverse and broad community consultation at all stages in the development of new strategies to add to the body of advice. The long term view taken by this Council, and set out in this Council Plan, has two main themes: the first is a strong undertaking to complete detailed planning in important areas including transport, residential and economic development in preparation for the continued increase in population. The second theme is the need for consolidation and concentration on asset maintenance, following a period where there have been a number of major new initiatives. A priority on completion of previously agreed priorities and maintenance if existing, essential infrastructure is paramount in the next period.
Council has also made a strong commitment to ongoing resource efficiency, especially in areas such as water, waste and energy. The region must cope with and adapt to changing weather patterns. A secure water-supply for an increased population is important, as is waste reduction and efficient waste management. Agricultural areas will be further challenged by dryness and increasing
2
temperatures. Many people in our community expect the Council to be leaders in role-modelling practices that reduce our use of resources of all kinds.
The Council Plan enables directors and managers to plan staffing budgets and staff workloads . It is the basis of major periodic reporting to Council and the community. Council recognises it has a responsibility to keep community members informed about its intentions and activities. The Council Plan is explicit in outlining the planned community engagement activities in the future and it expresses the benchmarks that have been agreed as indicators of these objectives having been met.
3
Introduction Council Vision (Draft) This plan outlines the Greater Bendigo Councils’ Vision for the City of Greater Bendigo and the strategies, projects and services it will deliver in the period 2013-2017. While we are delivering for today, we are planning for the future, so that our community can be confident, proud and thrive, or Our community is confident and proud the City is delivering for today and planning for tomorrow. (Still to be finalised) How Council will work Councillors recognise the importance of working well together, with staff of the organisation and with the community.
Council Purpose and Values Councillors have made a commitment in their Code of Conduct to working and leading together in: • • • • • • • • • • •
Making informed, balanced and objective decisions Acting honestly Taking responsible financial decisions Ensuring good governance Being inclusive in their activities and sharing information with others; Learning from each other Respecting each other’s undertakings Being respectful in their interactions with others Communicating clearly about decisions that have been made Fulfilling their undertakings and being clear when this is not possible Working positively with the media to ensure community members are provided with accurate information
Staff Organisational Values Our core values are aspiring to quality and achievement in everything we do by: • • •
Embracing challenges Encouraging and respecting each other Nurturing creativity and diversity to make a difference in our community
4
About Greater Bendigo The City of Bendigo is located in the geographic centre of Victoria; about 90 minutes’ drive north of Melbourne. Greater Bendigo has a population of over 104,000 and covers almost 3,000 square kilometres of the central Victorian landscape, including smaller towns and villages such as Heathcote, Axedale, Huntly, Marong, Elmore, Goornong, Neilborough, Sebastian, Woodvale, Raywood, Mia Mia and Redesdale. The Aboriginal people of the area are the Dja Dja Wurrung, Taungurung and Gurai-illam Wurrung language groups of the Central Kulin nation. Traditional Owners and Elders continuously retain their spiritual and custodial connection to their country. Nationally, most regional cities are experiencing rapid growth. There are many advantages in terms of employment cost of living and quality of life that attract people to settle in these centres. In responding to this trend the state government has provided some significant support to assist with the development of infrastructure through the Regional Cities Victoria initiative. The City of Greater Bendigo is recognised widely as a thriving centre of growing sophistication and importance as a destination to settle, visit or conduct a business or industry, all reflecting the strength of Bendigo’s economy - diversity Greater Bendigo is experiencing growth at a rate faster than the state average, and this rate of growth is expected to continue. The ageing population and the implications of this have been widely anticipated across many local government settings, but unlike many other locations, Greater Bendigo is also experiencing a population ‘hump’ in the larger than expected proportion of the population who are young adults. This is a fortunate situation for the future in that the anticipated population growth will be likely to ensure its economic growth, sustainability and vibrancy as a regional centre into the future. Greater Bendigo has a diverse and progressive manufacturing industry base and this has ensured its resilience in recent times of economic challenge. But a great deal of advocacy is being undertaken to ensure Greater Bendigo is best placed to take advantage of new developments and funding opportunities to ensure the vitality and sustainability of the whole municipality. This work will continue to be an important role for Councillors and senior staff members. Greater Bendigo Councillors and staff also plays a central role in advocacy for future developments across the Loddon-Mallee region. The revised Regional Strategic Plan provides strong guidance for the all the councils Greater Bendigo enjoys close proximity to the surrounding Box Ironbark forests of central Victoria. The Box Ironbark forest on public and private land continues to make a significant contribution to the natural heritage of Greater Bendigo. In parallel to the challenges being experience by many growing urban centres, there is a tension between the need to plan for population growth and also to preserve this unique asset. Bendigo city’s location as a ‘city in a forest’ is a major consideration in planning for the future, both in terms of the need to protect this unique asset, but also with regards emergency preparedness in managing and mitigating bushfire hazard to residents and planning future emergency responses, where needed. Detailed planning is essential to ensure the best balance is achieved. 5
The areas’ rich and diverse heritage is evident in the architecture of the city and many of the small towns of the municipality. This in turn provides a uniqueness which draws an increasing number of visitors to the area from Victoria, Australia and overseas. A number of significant initiatives have been endorsed by Council in recent years, including redevelopment of the library and provision of a multi-storey car-park, extension of the Bendigo Art Gallery, and provision of and re-development of a number of sports grounds and facilities. These, along with other major projects that are under way or in the planning stages including the Community Theatre complex and development of the aquatic facility at Kangaroo Flat, will provide the facilities required for a growing, sophisticated City.
6
Councillors
Whipstick Ward Localities include: Ascot, Avonmore, Bagshot, Bagshot North, Barnadown, Bendigo, California Gully, Drummartin, Eaglehawk, Eaglehawk North, East Bendigo, Elmore, Epsom, Fosterville, Goornong, Hunter, Huntly, North Ironbark, Jackass Flat, Kamarooka, Long Gully, Neilborough, North Bendigo, Raywood, Sebastian, Wellsford, Whipstick, White Hills, Woodvale.
Cr Lisa Ruffell -Mayor 5434 6206 0429 946 171 l.ruffell@bendigocouncillors.org.au Cr Ruffell is the Mayor for the 2012-13 term. Cr Lisa Ruffell is a successful and active local business woman with a diverse range of qualifications and experiences. Cr Ruffell was awarded the 2000 Australian Federation of Business and Professional Woman Incorporated (BPW) Bendigo Business Woman of the Year and was a finalist in the 2000 BPW Victorian Business Woman of the Year Awards. She was a member of the Victoria Police Blue Ribbon Committee, forging closer links between Victoria Police and the City of Greater Bendigo community and raising much needed funds for the Bendigo and Heathcote hospitals. Along with her family, Cr Ruffell owns and operates a local business, Ruffell Family Jewellers. Lisa and her husband have run the business since 1985. She is extremely passionate about her local community and for many years has served as a member of numerous school, sporting, community and charitable organisations. 7
Cr Ruffell has a demonstrated history of listening to and working with the community, with special emphasis on local infrastructure, including drainage, footpaths & roads, regional and business development, social issues in the Whipstick Ward. She has a long history of involvement and commitment to the future development of Greater Bendigo and its outlying areas. Lisa is determined in her resolve to maintain and further develop the quality of life for the City of Greater Bendigo community. Cr Ruffell was first elected to the City of Greater Bendigo Council in 2008 and was successfully returned as one of three Councillors to represent the newly-formed Whipstick Ward in 2012. Cr Peter Cox 5434 6189 0427 318 490
p.cox@bendigocouncillors.org.au
Cr Peter Cox lives in Eaglehawk and is currently a Project Manager at Future Employment Opportunities (FEO). Having worked in Eaglehawk since 1989 he was instrumental in setting up the Eaglehawk Recycle Shop at the Eaglehawk Landfill and the Eaglehawk Enterprise Park, now known as Workspace Eaglehawk. He also supervised the renovation of the Sailors Gully Hall and the Eaglehawk Railway Station. Cr Cox has a tertiary qualification in Community Development and has pioneered changes in legislation to reduce road deaths. He was elected to represent Eaglehawk Ward at the November 2008 election and was returned as one of three Councillors to represent the newly-formed Whipstick Ward in 2012. He has also served two terms as a Councillor with the former Hawthorn City Council in 1976 and 1979. Cr Cox is the founding president of Empowering Eaglehawk, a community action group that provides funding for local schools, community and sporting groups, personal achievement awards and scholarships. He is also a member and past president of the Rotary Club of Eaglehawk. In 2008 he received the Eaglehawk Community Service Award and in 2005 was named Social Ventures Australia’s Social Entrepreneur of the Year. Cr Cox has a strong interest in community and business development, job creation, planning, major projects and policies that maintain public and private gardens, reserves and recreation facilities. Cr James Williams 5434 6208 0427 211 677
j.williams@bendigocouncillors.org.au
Cr James Williams was elected to as a Councillor for the City of Greater Bendigo on October 27, 2012. He is one of three Councillors for the newly formed Whipstick Ward. Cr Williams has lived and worked for 28 years as a self-employed farmer in Drummartin where he was one of three directors that built a company specialising in the growing and sale of fodder to the domestic and export markets. Now retired from farming, he and his wife live in Bendigo. Along with being a former Councillor for the Shire of Huntly, Cr Williams also won the Hanslow Cup in 1999, an innovation and Landcare award for primary producers. Also in 1999, he received an
8
Honourable Mention at the Cotton Australia Landcare Awards for his contribution to landcare at a State and Federal level. Cr Williams is a graduate of the Australian Institute of Company Directors. With a strong interest in water quality for North Central Victoria, Cr Williams has helped in developing key strategies for the health and wellbeing of the region’s environment and water through his involvement with the Loddon and Campaspe water quality strategies, the Lower Campaspe and Upper Loddon Water groundwater Supply Catchment Area Review Committees and the Campaspe River Environmental Flows Committee. He is also a North Central Catchment Management Authority board member. Cr Williams was a founding member of the Northern United Forestry Group and the Bendigo Creek Floodplain group and also a member of the Hunter fire brigade. He has also been a member of the City of Greater Bendigo Farming Consultative committee and the Rural Wellbeing committees since inception. Eppalock Ward Localities include: Argyle, Axe Creek, Axedale, Bendigo, Costerfield, Derrinal, East Bendigo, Emu Creek, Eppalock, Flora Hill, Heathcote, Junortoun, Kennington, Kimbolton, Knowsley, Ladys Pass, Longlea, Lyal, Mia Mia, Mount Camel, Myrtle Creek, Redcastle, Strathdale, Strathfieldsaye, Tooleen. Cr Rod Campbell 5434 6203 0427 514 429
r.campbell@bendigocouncillors.org.au
Cr Rod Campbell is a retired civil engineer, with post graduate qualifications in Municipal Engineering/Administration. He has an intimate knowledge of local government through his extensive past employment in senior engineering and planning roles with the former South Barwon, Myrtleford and Marong municipalities. He has worked with both urban and rural communities across Victoria in development and planning, design and road construction, buildings and sporting infrastructure. He has also conducted his own consulting business. Cr Campbell supports the use of renewable energies and striking a balance between sensible development and the environment. He believes the priorities for Greater Bendigo are public transport, prudent financial management, employment initiatives, tourism and industry, community facilities and realistic policies that reflect community aspirations. Rod considers that Council’s most important work in the near future involves the development of the integrated transport and land use strategy, waste management, the revised residential strategy and providing for population growth whilst maintaining the historic integrity and lifestyle choices associated with our city. Additionally, he is focused on social inclusion, providing for an ageing community and better provision for people with a disability. He was raised on the land and, along with his wife Alison has spent the past 29 years living and raising his family in Bendigo. Cr Campbell is a past president of the Apex Club of Myrtleford. Included in his interests are history, heritage, the arts, collectables, all things mechanical and above all meeting people from all walks of life.
9
He was first elected at the November 2008 election and was the Mayor of the City of Greater Bendigo in 2009/2010. He was one of three Councillors elected to the newly formed Eppalock Ward in 2012. Cr Mark Weragoda 5434 6192 0400 363 586
m.weragoda@bendigocouncillors.org.au
Cr Mark Weragoda was born in Sri-Lanka and migrated to Australia with his parents and siblings in 1985. He attended secondary school at Castlemaine High School before completing his education at the Bendigo College of Advanced Education (BCAE). In 1981 he married Leonie, a Bendigo local, and together they have two children, son Jake and daughter Selina. In 1989 he opened his own signwriting business Mark Weragoda Signs which he continues to operate to this day. Cr Weragoda joined the Rotary Club of Bendigo Sandhurst in 1991 and as a committed Rotarian served as President for the 2000/2001 year. He also served as a Past Assistant Governor for Rotary Club District 9800 and Past International Director for District 9800. In 2005 he was the recipient of a Paul Harris Fellow – an award made to individual Rotarians who have given significantly through their involvement within their community or their Rotary Club in the spirit of “service above self�. He is also a member of the Bendigo Jockey Club and a Board Member of the Gallic Club which raises funds for many local charities. Cr Weragoda is passionate about Bendigo and as a local businessman for over 20 years has enjoyed watching Bendigo grow from a great town to the fabulous city it is today. He is specifically interested in seeing improved public transport, sensible urban development and high density inner-city living balanced with environmental sustainability, tourism and economic development. Cr Weragoda also has a strong commitment to support local service, sporting and recreational clubs. Cr Weragoda was elected to the Eppalock Ward at the 2012 City of Greater Bendigo Council elections. Cr Helen Leach 5434 6190 0419 549 574
h.leach@bendigocouncillors.org.au
Councillor Helen Leach was elected as one of three Councillors for the Eppalock Ward for the City of Greater Bendigo on October 27, 2012. Cr Leach holds a Certificate in Aged Care and Disability, a Health and Community Care Certificate IV (HACC) and a Certificate III in Business. Cr Leach has almost completed an Advanced Diploma of Nursing. After four children and being a registered nurse for over 16 years, Cr Leach moved into hotel management with her husband as partners of a hotel in Mansfield for approximately 10 years. She then returned to being a care worker and held a part-time position with the City of Greater Bendigo in Aged and Disability Services.
10
Cr Leach is actively involved in the community through volunteering. She has worked for St Vincent de Paul for over 24 years as well as helping out at Bethlehem Home for the Aged and as a volunteer fundraising assistant for the Gianna Centre among other organisations. Outside of Council duties, Cr Leach enjoys walking her dog, swimming, music and spending time with her husband, four children and grandchildren. Lockwood Ward Localities include: Big Hill, Golden Gully, Golden Square, Harcourt North, Kangaroo Flat, Leichardt, Lockwood, Lockwood South, Maiden Gully, Mandurang, Mandurang South, Marong, Myers Flat, Quarry Hill, Ravenswood, Sailors Gully, Sedgwick, Shelbourne, Spring Gully, West Bendigo, Wilsons Hill.
Cr Rod Fyffe 5443 7673 0419 874 015
r.fyffe@bendigocouncillors.org.au
Cr Rod Fyffe was a Councillor with the former City of Bendigo from October 1983 until Council amalgamations in April 1994. He was first elected to represent Fortuna Ward in the 1996 Greater Bendigo Council elections and was successfully re-elected in 1999 and 2002. Cr Fyffe was returned unopposed as the Councillor for Golden Square Ward in both the November 2004 and 2008 elections. He was one of three Councillors elected to the newly formed Lockwood Ward in 2012. He has served three terms as Mayor in 2003/2004, 2004/2005 and 2010/2011. Cr Fyffe has recently retired as a teacher of mathematics and in the past has taught economics, accounting, geology, industry and enterprise and classical societies at Bendigo Senior Secondary College. He maintains a broad interest in all aspects of local government including issues affecting the industry on a statewide basis and has been a long serving member of the Management Board of the Municipal Association of Victoria. Cr Fyffe is interested in economic development, arts, sport and recreation, aged services and youth development, environment and heritage issues Cr Barry Lyons 5434 6215 0429 292 084
b.lyons@bendigocouncillors.org.au
Cr Barry Lyons is a retired businessman who moved to Kangaroo Flat in 1981 and established strong links to the local community. Cr Lyons was first elected to represent the City of Greater Bendigo as the Kangaroo Flat Ward Councillor in 2008. He was returned as one of three Councillors to represent the newly formed Lockwood Ward in 2012. He also served as a Councillor with the former Shire of Romsey in the 1970s. A family man, he is married to Betty and has five children and ten grandchildren. He is well known as the former licensee of Kangaroo Flat’s Windermere Hotel, a family business he owned and operated for 23 years.
11
Cr Lyons is a long term supporter and sponsor of local sport, including Kangaroo Flat Football/Netball and Cricket Clubs. He served as President of the Kangaroo Flat Lions Club and as a board member of the Kangaroo Flat Community Health Centre. He is interested in all areas of local government and his personal interests include breeding horses. Cr Elise Chapman 5434 6193 0418 330 289
e.chapman@bendigocouncillors.org.au
Born in Melbourne, Cr Elise Chapman grew up and attended school in Echuca before moving to Bendigo some 25 years ago to complete three trades as a qualified Baker, Pastrycook and Cake Decorator with Gillies Bros. Cr Chapman is an experienced small businesses owner/operator and a qualified real estate agent who up until recently ran her own, well known agency for over eight years. In 2005 she purchased a rural property in Marong where, along with her two children, son Royce and daughter Blayze she enjoys a rural lifestyle and farms a wide variety of farm animals including Grey Suri Alpacas. With a strong desire to serve her community Cr Chapman decided to put her real estate career on hold to stand for Council in the newly created Lockwood Ward at the 2012 election. Cr Chapman is very passionate about the many local communities located within the Lockwood Ward and is keen to support local families, businesses, farmers, charities, groups and organisations. Cr Chapman has a strong desire to represent the needs of Greater Bendigo’s outer areas and she is also particularly interested in the areas of waste management, economic development including the development of the Marong Business Park, strategic planning for our municipality’s future transport and residential areas and getting the best financial value for the ratepayer dollar. She is keen to meet with and listen to residents’ concerns and roll up her sleeves and take on a challenge! Her personal interests include Ballroom Dancing, Acting, Charity work, renovating, cooking, gardening, photography, acting reading and writing.
Senior Leadership Team Craig Niemann Chief Executive Officer Bachelor of Business (Local Govt), Master of Business Administration. Craig joined the City of Greater Bendigo in October 2005 when he was appointed as Director of Organisation Support. He was appointed Chief Executive Officer in December 2007. Craig has 29 years of experience working in Local Government including roles at the Borough of Eaglehawk and the Shire of Loddon. Prior to joining the City of Greater Bendigo, Craig was the CEO at the Shire of Loddon from 1997 to 2005.
12
Prior to his appointment as Chief Executive Officer, Craig was a Board Member of the North Central Regional Goldfields Library for 10 years and was a former Board Member of the Inglewood and District Health Service for over 13 years. Craig is a Committee Member of the Loddon Mallee Regional Development Australia Group, a position he has held since the commencement of the initiative in 2009. In May 2011, Council appointed Craig as City of Greater Bendigo representative on the Board of The Bendigo Trust. Directors of the organisation report directly to the CEO as do members of the Executive Services Unit. The work of Executive Services includes: •
Support for CEO, Mayor and Councillors;
•
Coordination of Council business including Council meeting agendas and minutes;
•
Civic administration;
•
Governance;
•
Legal services; and
•
Communications.
Stan Liacos Director City Futures Bachelor of Applied Science (Planning), Graduate Diploma of Business Management, Master of Marketing Stan joined the City of Greater Bendigo in January 2006. He has a background in local government both locally and internationally having held senior positions with West Sussex County Council in England and closer to home at the Cities of Essendon and Wyndham. More recently, Stan was the Director of Marketing, Events and Commercial Activities at Melbourne’s Federation Square. He was also Director of the Geelong Waterfront Development and Director of Marketing, Communications and Major Events for Melbourne Docklands. Stan also worked as an urban economist and town planner with Wilson Sayer Core Planning and Development Consultants. The City Futures Directorate establishes and maintains strong public and private relationships to position Bendigo as a great place to live, work and invest. This is achieved by enhancing opportunities in: •
Major Projects;
•
Economic Development;
•
Tourism and visitor services;
•
Destination marketing;
•
The Capital - Bendigo’s Performing Arts Centre;
•
The Bendigo Art Gallery;
•
Major Events;
13
•
Bendigo Exhibition Centre;
•
Bendigo Town Hall;
•
Government advocacy.
Marg Allan Director Organisation Support Bachelor of Business (Local Govt), Graduate Diploma of Public Policy, Master of Public Policy and Governance. Marg Allan commenced as Director Organisation Support in March 2008, after previously being the Manager Strategy for the City of Greater Bendigo. She has extensive experience in Local Government including governance practices, organisation development, financial management and strategic planning. The Organisation Support Directorate which Marg is responsible for provides the following services to the organisation: •
Financial services including rating and property valuations
•
Information Management Systems
•
People management services, and organisational development,
•
Risk Management and Emergency Management planning
•
Centralised contract management and project coordination
Marg represents Council as a Board member of the Goldfields Library Corporation and the Bendigo Regional Archive Centre Inc, and is also the Director responsible for the major redevelopment of the Bendigo Library. Darren Fuzzard Director Presentation and Assets Bachelor of Engineering (Civil Engineering), Graduate Diploma of Management Darren was appointed as Director Presentation and Assets in January 2011 following almost five years as Director-Operations at the Loddon Shire Council. Prior to this, Darren spent 11 years in the Victorian State Government road authority, VicRoads. Darren has extensive experience in managing large and complex infrastructure construction projects and programs, and has considerable experience in policy and strategy development. The Presentation and Assets Directorate includes responsibility for: •
Asset planning and engineering, urban and landscape design;
•
Constructing and maintaining key infrastructure networks such as roads, footpaths and drainage systems;
•
Development, protection and maintenance of parks and the natural environment areas under Council's jurisdiction;
•
Management of waste and recycling collection, landfill sites, transfer stations and street cleaning;
•
Management of the Bendigo Livestock Exchange 14
•
Policy and strategy development in the field of environmental sustainability
Prue Mansfield Director Planning and Development Diploma of Occupational Therapy, Graduate Diploma of Organisation Behaviour. Prue has worked in government, community and private sectors, although most of her career has been in local government. With extensive executive experience in social planning, economic development and land use planning at both the local and regional level, Prue has also served as a Board member for professional associations and non-government organisations. The Planning and Development Directorate helps ensure a better quality of life for all members of the Greater Bendigo community by fostering sustainable development and enhancing public safety. The work of the Directorate includes: •
Development of integrated, long term strategies to guide the physical, social, environmental and cultural development of Greater Bendigo to create a better place for all;
•
Promoting development of a vibrant City by Place Management of CBD, Strathdale, Eaglehawk and Kangaroo Flat;
•
Assessing and approving planning applications to achieve quality development that maintains the City's character and attributes valued by the community;
•
Contributing to public health and safety through building controls, food and water testing and animal management;
•
Making sure everyone can enjoy public space and activities by requiring minimum standards of civic and neighbourly behaviour;
•
Enhancing responsible pet ownership and control of animals;
•
Regulating parking;
•
Strategically managing the City’s property assets;
•
Project planning and managing the City of Greater Bendigo's building projects.
Pauline Gordon Director Community Wellbeing Associate Diploma in Applied Social Science, Diploma Company Directors Pauline returned to the City of Greater Bendigo in 2011 after many years in Queensland local government on the Sunshine Coast where she held the roles of Director Community Services (Programs) and Regional Manager Creative Communities. Prior to 2000, Pauline previously held positions in Bendigo across local and state government and the not for profit sector. Pauline has served as a board member for professional associations and non-government organisations and is currently a member of the Bendigo Community Health Services Board. During her career she has managed most service type functions with some of the more memorable being Oceanic Lifeguards, Recreation, Libraries, Quarries, Cemeteries, Alcohol and Drug Services, Performing Arts and Events, Galleries and Social Planning to name a few. The Community Wellbeing Directorate will support people to live their lives fully and be active, creative, engaged and healthy. 15
The Directorate aims to: •
Support the community in building knowledge and skills to create positive outcomes,
•
Provide opportunities for the community to inform our planning and decision-making,
•
Plan for and connect people to services, people and places,
•
Advocate on behalf of our community to improve wellbeing,
•
Create an environment that contributes to healthy and happy lifestyles, and
•
Work towards targeted and sustainable outcomes.
16
Challenges and Opportunities Challenges and opportunities for all local governments Regional growth and sustainability The City of Greater Bendigo, as the largest Council in the Loddon Mallee region undertakes, in partnership with the other Councils, a large number of lobbying and advocacy activities to ensure access to opportunities for the ongoing development and sustainability of the region. This regional focus is particularly important for transformative projects which will serve the entire region, such as the NBN, Bendigo Hospital development, road and rail upgrades, universities, and planning for the future sustainability of agriculture and businesses across the region. Bendigo’s role as the regional centre is likely to be heightened in the future. But at the same time many smaller councils, especially in rural areas that don’t have a large commercial centre, are experiencing severe financial challenges because of the declining rate base. Financial sustainability In the current Council Plan period is it anticipated that, because of wider national and international economic pressures, state grants to local government could be significantly less than in previous years. Careful planning and responsible financial management will continue to be essential to ensure financial sustainability into the future. Financial constraints being felt by federal and state governments are passed on to local government in the form of reduced grants. Cost-shifting from other tiers of government impose a significant and increasing burden on local government brought about by changing legislation and regulation or where policies that are adopted and initially implemented across the nation or state are then passed to local government for ongoing implementation. Increasing legislative requirements also impact on the work and resources of Council. In the next 12 months, Council will be required to take on introduction and administration of the newly introduced fire services levy and Statewide changes to the system for planning approvals. The future financial liability associated with the Superannuation defined benefits shortfall remains unresolved and unclear. Reducing waste to landfill has become a very important priority because of Statewide increases in the cost for landfills, wherever they are located, and the cost penalties for non-compliance with increasingly rigid Environmental guidelines. Increasing expectations of service availability Community members’ changing expectations and social values about what Council services may be provided are continuing to increase, especially in relation to social wellbeing and community support services. This is partly an outcome of our ageing population, and the recognition that keeping people well in the community has social and economic advantages for the population. In addition many people are unaware of the services that are funded and what is not- especially in areas of direct service provision. The range of such services being provided has broadened, and community expectations by many are that this trend will continue. Fair access to services mean that Council needs to make the same opportunity to access the service available to all people. These 17
considerations create a tension in the desires to plan for growth, maintain the existing infrastructure to safe and acceptable standards and meet increasing social support demands. Community engagement and consultation Increasingly, people expect to take an active part in consultation about each phase of the development of new Council initiatives, strategies, Masterplans and service reviews. Technological advances have speeded communications turn-around and made it easier for people to participate. The trend is valued and embraced; there is a clear link between effective community consultation and positive community values about the agreed decisions. Planning for effective community engagement needs to keep pace with and encompass the varied options for listening to people’s opinions. Adapting to changing weather patterns An increase in extreme weather events and increasing temperature are already significantly impacting on Council planning and emergency preparedness. Councils are seen to be important role models and leaders in both of these areas because of their ability to reach their entire population and to make planning decisions to enhance the wellbeing of the majority. Councils’ role in providing leadership in practices that reduce our use of resources of all kinds and protect our environment for future generations is set to become even more significant. Performance reporting In parallel with peoples’ increasing expectation of taking an active part in decision-making, community members and Local Government Auditors need evidence that the decisions made and activities that have been financially supported and undertaken have indeed made a difference to population health, safety and quality of life. This is more than documenting the number of various services provided, or people who attended, but providing evidence of what difference this has made to their lives, whether this is a measure of better access to services, improved food safety measures or the quality of entertainment and cultural events that are offered. The Auditor General’s department is coordinating a process to refine reporting expectations. This is an area where City of Greater Bendigo Councillors and staff are making continuous improvement.
Challenges and opportunities specifically for the City of Greater Bendigo Population growth and change The expected significant and relatively rapid increase in Greater Bendigo population is expected to provide both opportunities and challenges. One of the real silver linings of this expected growth is the higher proportion of young families settling in Bendigo. The challenge to ensure sufficient growth in housing availability, education and employment opportunities and other family-centred infrastructure is significant. Many councils with shrinking and ageing populations would envy this challenge. Access to communications technology Access to high speed internet services is as much a business necessity as it is a social asset. Equitable access in all areas of the municipality is essential as communications use by individuals, business and government agencies have seen internet media as the main form of communication used in society now. The expected advantages brought about by NBN access in Greater Bendigo is
18
expected to facilitate further expansion of knowledge-based employment opportunities, a major opportunity in small towns and rural areas. Skills replacement succession planning and knowledge retention Continuing to provide services, programs, projects and support to meet the requirements of a growing and changing population with diverse needs is one of many challenges faced by the City of Greater Bendigo. The organisation undertakes detailed workforce planning and development to ensure Council has the right number of people in place with the right skills able to deliver the right outcomes, all the time. Key issues currently faced by organisations such as the City of Greater Bendigo (and other Councils) include, but are not limited to, a changing industrial relations arena, the ageing of the general workforce, skill and talent shortages, different generational motivators, corresponding attraction and retention issues, an increasing reliance on technology and sustainable solutions, new communication methods due to the rise of social media, social/political issues, fluctuating economic conditions and fiscal constraints, an ageing, growing and costly infrastructure burden, and a shifting community and stakeholder base that has changing and growing community needs and expectations from local government. Maintenance of essential infrastructure Councillors and staff must constantly grapple with achieving a balance between allocating sufficient funds to ensure essential infrastructure, footpaths, drainage, roads is built and well maintained, and the need to take major financial decisions to accommodate the future growth of the city and maintain its appeal as a place to live, work and visit. Waste management is the single biggest budget item for Council. The Eaglehawk Landfill is reaching the end of its useful life. Decisions about longterm waste management, including whether and /or where a new landfill is established and strategies for reducing domestic and industrial waste generation through policy and behaviour change, will be significant because of their ongoing financial implications.
19
The Purpose of the Council Plan The Council Plan one of the most important documents the Council produces. It both takes advice from the community about their priorities and expectations and provides information back to the community about the major direction the Councillors have chosen to take in the next four years. By law, each Council must prepare a Council Plan at the commencement of its term and review the plan at least annually. The Council Plan sets out the long term view of where the Council wants to be during its term, the Vision, and a number of Values which will underpin all the things it does. The main document outlines the philosophy and key directions that have been chosen by Council to provide guidance for the four-year period 2013-2017. The 2013-2014 Action Plan can be found below. It sets out what priorities and focus areas can realistically be delivered. It will be renewed each year.
The role of Council Each Council term does not and cannot commence with a ‘blank slate’. A range of information is used to assist with planning and decision-making about what new and continuing activities are important and what can be accommodated in the available budget. This advice to Council comes from four sources: 1. Federal and State data and related priorities 2. Current and previous Council priorities and decisions including adopted plans and strategies 3. Local evidence and community engagement feedback 4. Professional advice from Council staff. Developing a new Council plan is a big task, which is iterative in nature. Each potential decision must be considered with reference to the agreed priorities and directions and budget availability.
Community input into the Council Plan Community engagement is ‘… any process that involves the community in problem-solving or decision-making. Community engagement uses community input to make better decisions.’ Community engagement is playing an increasingly important part in the development of a range of new City of Greater Bendigo strategies and plans, including this new Council Plan for 2013-2017. In this Plan, community information has informed decision-making about the key directions, or strategic objectives and the actions that have been prioritised for the first year. Community engagement results that have contributed to the Council Plan has taken many forms, and included:
20
To provide broad input • The Bendigo-Loddon Regional strategic Plan (Southern Region) • The Greater Bendigo 2036 Community Plan • The Community Plans developed by 11 small towns and 6 neighbourhoods across greater Bendigo • Results from the Youth survey 2012. • Results from the 2011 Bendigo Wellbeing Survey. • Results from the 2011-12 Aged and Disability Review. • 2012 Statewide Community satisfaction survey, benchmarked against other Councils. 400 people interviewed • 2011-Community discussion and formal submissions on the draft Council Plan - as part of the annual review of actions in the current Council Plan • Customer request analysis: more than 30,000 requests annually To provide input into the Council Plan Specifically • Reflective feedback from Councillors at the end of the previous term commenced the new planning cycle. A series of planning sessions and a workshop with the Councillors were conducted specifically to develop the 1st draft of the Council Plan • Two specially convened Community Workshops • Invitations to take part in discussions in newspapers, on web, twitter and Facebook to contribute idea. To get comments on draft Council Plan before it is adopted by Council • Community consultations and opportunities at 'Shopfront' for both Council Plan and Health and Well Being Plan (throughout February) • Newspaper page (last Tuesday of each month) • Website, with questions to respond to Facebook and Twitter (interactive with specific questions posed) • Councillors Listening post/s • Discussion at advisory committees happening in timeframe To get comments on draft Council Plan after it has been endorsed by council, prior to adoption (19th June meeting) •
Penultimate draft is available for formal submissions from the public for 28 days.
The following diagram illustrates the relationship between the Council Plan and other major City of Greater Bendigo documents and the role of community engagement strategies in informing the development of these documents.
21
Integrated Corporate Planning Framework
City of Greater Bendigo Corporate Planning and Reporting Framework
ENGAGEMENT
ACTION
RESOURCE
PLANNING
PLANNING
REPORTING
Community Plans - Greater Bendigo 2036 - Small Town and Neighbourhood Plans
Community Engagement Framework
Long Term Financial and Council Plan
Workforce Plan (Strategic Resource
Annual Report to the Community
Plan)
1. Deliberate Consultation Activities 2. Communications and Media 3. Customer Service Requests 4. Small Towns
Report to Strategies COGB Strategies
councillors on
and Plans
achievements in strategies
5. Individual Contacts with Staff/Councillors Report to Council Budget Council Plan Annual Actions
including Annual Capital Expenditure
Councillors on progress against Annual Actions and Budget
Service Plans
Unit Budget
Progress report to Director
Individual Work
Progress report to
Plans
Supervisor
Council's Planning and Reporting framework is underpinned by Federal, State and Regional Strategic Plans, Policies and Legislation
Note: lighter shades are for "internal only" documents
22
Theme: Planning for Growth During this term Council has made a strong commitment to significant planning work to develop detailed and long term plans around integrated transport and future residential needs. This enables the City to plan for the future and present compelling arguments to the State and Federal Governments for funding to deliver on the plans, especially major infrastructure items. The completion of a number of major projects, identified in previous planning work is also a high priority. This ensures Greater Bendigo adapts to the needs of a growing and increasingly diverse population smoothly and positively. Themes
Strategic Outcome
Actions
Responsibility
Our City undertakes successful lobbying and maintains its excellent reputation.
Maintain strong and positive relationships with State and Federal Government politicians and departments.
Chief Executive Officer
Lobby political leaders to secure external funding for key priority projects and services, especially in the lead up to the Federal and State Government elections.
Chief Executive Officer
Enhance the reputation and profile of Greater Bendigo and the region through effective promotion.
Director City Futures
Planning for Population Growth and Change
Significant projects that will Complete the Art Gallery extension transform the City over project and launch the new exhibition time are completed as spaces. planned.
Director City Futures
Re-open the Bendigo Library redevelopment as an integrated community facility.
Director Organisational Support
Continue development of the Community Theatre project by working with DEECD and BSSC to achieve a mutually agreed name. construction program and budget that encompasses streetscape / public realm design and documentation.
Director City Futures
23
Themes
Strategic Outcome
Actions
Responsibility
Continue planning for the Kangaroo Flat Aquatic Centre by completing schematic design and documentation and lodge funding submissions.
Director City Futures
Complete the Hospital Precinct Structure Plan and commence implementation.
Director Planning &Development
Develop a project to leverage benefit and private investment from State Government investment in the new hospital.
Chief Executive Officer
Continue planning for Bendigo Airport redevelopment (airport and business park) by finalising the Planning Scheme Amendment and lodging funding submissions. Continue implementation of Bendigo Botanical Gardens Masterplan including further upgrade of the heritage gardens, commencing development of the contemporary gardens and upgrading the play space. Progress implementation of the Canterbury Gardens Masterplan through: • Construction of Central Activity Area • Construction of Regional Playspace.
Director City Futures
Director Presentation and Assets
Director Presentation & Assets
Progress the Marong Business Park by Director City lodging the Planning Scheme Amendment Futures documentation. Progress the Marong Business Park Planning Scheme Amendment through exhibition. Our quality of life is maintained as our City's population and economy grows.
Complete the Residential Development Strategy Review, encompassing the urban growth boundary, new growth areas, housing diversity and medium density infill residential options. Complete a review and update of the Open Space Strategy to enable long-term planning for an open space network that meets the needs of the growing community.
Director Planning & Development
Director Planning & Development
Manager Strategy
24
Themes
Strategic Outcome
Our communities have the space and facilities they need for future growth.
Actions
Responsibility
Collect, understand and communicate a range of current population information to inform the development of strategies that improve the quality of life of residents, including completing the 2nd Community Wellbeing Survey.
Manager Strategy
Lobby Federal and State Government for funding to ensure access to 15 hours per week of pre-school.
Director Community Wellbeing
Lobby Federal and State Government for required infrastructure to be in place as our community grows.
Chief Executive Officer
Contribute to the Regional Growth Plan & Regional City Strategy being led by Regional Development Victoria.
Chief Executive Officer
Implement the Eaglehawk Structure Plan Planning Scheme Amendment.
Manager Strategy
Implement the Bendigo Landscape Project - Big Hill & Mandurang Valley Significant Landscape Overlay Planning Scheme Amendment.
Manager Strategy
25
Theme: Liveability When people in Bendigo describe it as being very liveable, they use phrases such as it is easy to get around, it is safe, it is affordable, there is good access to health and education, and services for people who need help. There are choices in activities, education, housing and entertainment. And people still say hello in the street. These are important features of the community to strengthen as the Greater Bendigo grows and changes. Themes
Strategic Outcome
Actions
Responsibility
People feel connected to their community
Complete the review of Community Plans Manager for Redesdale, Raywood, Axedale and Strategy Marong.
Liveability
Support community events in public spaces and parks, including specific actions to include isolated rural residents and Aboriginal and culturally diverse community members in local activities. Encourage and acknowledge volunteers by working with the Volunteer Resource Centre and community committees to promote, recruit, build capacity and celebrate the achievements of volunteers and committees.
Our communities have active and vibrant places in which to meet.
Manager Community Partnerships
Manager Community Partnerships
Develop a program for Council's consideration that supports residents who wish to green their streets.
Manager Parks & Natural Reserves
Lobby Federal / State Government for funding to enable people with a disability and residents in outlying districts to access suitable transport options and/or services.
Director Community Wellbeing
Investigate the implications of changing retail patterns and possible Council actions in response.
Manager Economic Development
26
Themes
Strategic Outcome
Open space and recreation facilities are well designed, extensively used and well maintained.
Actions
Responsibility
Improve the vitality of the Hargreaves Mall and other activity centres by the Hargreaves Mall Activation Program and other events.
Manager Customer Support
Complete the redevelopment plan for the Golden Square Senior Citizens building.
Manager Community Partnerships
Work in partnership with our small towns and districts to upgrade services and facilities, in line with priorities in Small Town Plans, and to identify the conditions and changes necessary for the small towns to sustain and grow.
Manager Community Partnerships
Update the Aquatic Strategy 2009, including pool management models.
Manager Active &Healthy Communities
Undertake agreed open space improvements including implementing Queen Elizabeth Oval, Epsom/Huntly Recreation Reserve and Ewing Park
Director Community Wellbeing
Undertake agreed open space improvements including implementing the Gateway Park Masterplan Stage 1.
Director Presentation & Assets
Complete the Rosalind Park Masterplan.
Manager Strategy
Continue to support major recreational organisations to increase their financial independence.
Director Community Wellbeing
Design and commence construction of the splash park at Long Gully.
Manager Active & Healthy Communities
Continue implementation of Play Space Strategy including works at Strathfieldsaye Recreation Reserve (district), Peppercorn Reserve White Hills (local), Pennington Park Huntly (local) and McIvor Forest Reserve Junortoun. (local).
Manager Engineering & Public Space
27
Themes
Strategic Outcome
More people are confident to walk and cycle more often.
Our community's health and wellbeing improves over time.
Actions
Responsibility
Complete detailed design and documentation for Barrack Reserve and Kennington Recreation Reserve.
Manager Active & Healthy Communities
Develop policy for the use of the City's parks and open spaces by commercial providers, including the use of recreational spaces for advertising.
Manager Active & Healthy Communities
Develop a pro-active Tree Management and Maintenance Contract for trees managed by the City.
Manager Parks & Natural Reserves
Continue to progress cycle and walking path links and footpaths to commercial centres, recreation facilities and schools, including works in Epsom/Huntly, Strathfieldsaye and Quarry Hill.
Manager Engineering & Public Space
Maintain investment in improving universal access for everyone to buildings, paths and crossings.
Manager Engineering & Public Space
Continue the extension of the O'Keefe Rail Trail to Heathcote.
Manager Engineering & Public Space
Implement the agreed priorities of the Health and Wellbeing Plan, including supporting the Mental Health project in partnership with La Trobe University.
Director Community Wellbeing
Update the Active and Healthy Communities Framework to determine future community priorities.
Manager Active & Healthy Communities
Continue to implement and evaluate the "Healthy Together" program.
Manager Active & Healthy Communities
Complete the Domestic Animal Management Plan for 2012-2016 and implement agreed priorities.
Manager Parking & Animal Control
28
Themes
Strategic Outcome
Actions
Responsibility
Implement the Violence Prevention, Bendigo Safe Communities and Community Access and Inclusion Plans.
Manager Community Partnerships
Work with other agencies to investigate food share / distribution models to improve co-ordination and distribution of Manager food (inclusive of City of Greater Community Bendigo's meals on wheels) to maximise Partnerships available resources to support community members.
Services and programs support all people to live in our community.
Greater Bendigo is known for its vibrant and diverse arts and culture scene.
Build community safety through environmental health, building and animal services, promotions and programs.
Manager Environmental Health & Local Laws
Implement the agreed outcomes of the review into Council's role in childcare and preschool support.
Manager Community Services
Implement 3 agreed priority initiatives from the Youth Strategy.
Manager Community Partnerships
Implement the agreed recommendations of the Aged & Disability Services Review.
Manager Community Services
Review the City's role in delivery of Early Years Services, including Maternal & Child Health and immunisation.
Manager Community Services
Work with other agencies to investigate emergency and social housing models to improve the stock in Greater Bendigo, focussing on Dower Park and Heathcote.
Manager Community Partnerships
Continue to develop the reputation of the Bendigo Art Gallery as a national leader in contemporary art and exhibitions.
Director Bendigo Art Gallery
Implement agreed priorities in the Festive Season Strategy.
Manager Community Partnerships
29
Themes
Strategic Outcome
Actions
Responsibility
Support "Mic Up Productions" to deliver accessible and inclusive alcohol, drug and smoke free events for young people.
Manager Community Partnerships
Celebrate community diversity by creating and promoting opportunities for participation in diverse arts and cultural activities across the municipality.
Manager Community Partnerships
Continue to deliver quality performing arts programming and activities to the central Victorian region.
Manager, The Capital
Conserve, interpret and increase activity and use of important Bendigo venues, including the Bendigo Town Hall and The Capital.
Manager, The Capital
30
Theme: Productivity Productivity is about encouraging innovation and diversity in education, commerce and industry. It is about responding to new economic opportunities, including making sure our local workforce is appropriately skilled. It involves creating the opportunity for all people to be actively employed. It is establishing the environment for investment, and making sure the infrastructure is in place to support economic activity. Themes
Strategic Outcome
Actions
Responsibility
Our long-term planning enables the movement of people and freight that is efficient and healthy for individuals and the environment
Complete the Integrated Transport & Land Use Plan, encompassing private transport; public transport logistics and freight; impact on health; integration and development, and commence implementation of agreed development tasks.
Manager Strategy
Lobby State and Federal Government for ongoing investment in major transport routes and increased public transport services.
Chief Executive Officer
Productivity
A diverse, strong and growing economy supports community resilience
Our City is known for creativity, innovation and vitality
Complete the review of the Economic Development Strategy and implement agreed priorities including lobbying State Government for more jobs to be located in the Bendigo region. Lobby State and Federal Government to improve increased biosecurity and water security and secure the continued viability of the agricultural sector, including protecting productive agricultural and intensive agricultural activities. Effectively communicate the changes to the Planning System implemented by the State Government designed to facilitate better outcomes and speedier granting of planning permits. Promote Bendigo as a centre for innovation through further development of the Inventors Awards, including a new category for international innovations.
Manager Economic Development
Director City Futures
Manager Statutory Planning
Manager Economic Development
31
Themes
Strategic Outcome
Tourism and major events are a significant contributor to our economy.
Employers can attract an appropriately skilled workforce and education leads to employment.
Actions
Responsibility
Build community understanding of National Broadband Network’s potential, including in opportunities for knowledge based businesses in small towns.
Director City Futures
Continue to grow the Bendigo region as a major visitor destination, through the Regional Tourism Board and Bendigo Tourism.
Manager Tourism
Develop a "family friendly" marketing campaign for a range of family-oriented tourism activities.
Manager Tourism
Broaden the experiences available to visitors and locals through development of walking tours and apps on cultural activities, including an Artists Walk, heritage and Chinese heritage.
Manager Tourism
Market cycling and walking experiences based on the O'Keefe Rail Trail and Goldfields Track.
Manager Tourism
Attract, retain and nurture Major Events that deliver substantial economic, promotional and social benefit for Greater Bendigo.
Manager Major Events
In partnership with relevant businesses, develop strategies which build the mutual benefits between tourism and retail.
Manager Tourism
Continue the Goldfields Horizons Project to provide better links between education and employment needs.
Manager Economic Development
Support the Universities to expand their offerings in identified local priority areas.
Manager Economic Development
32
Theme: Sustainability Sustainability means making good use of all our resources, so that the decisions made today do not limit the choices of future generations. Many people think of sustainability as the ongoing viability of natural systems (air, water, energy, biodiversity) in a balanced relationship with human life. In the context of this Council Plan, assets and finances must also be managed in a way that is viable into the future. Therefore, we understand sustainability to be measures taken to ensure the future viability of these systems. A changing climate threatens our future prosperity, environment and development. Without strong action globally, and at home, the projected impacts and costs of the changing weather patterns are significant. Action includes reducing the consumption of resources, especially carbon fuels, reducing waste and generating and celebrating new industries which create positive outcomes. Themes
Strategic Outcome
Actions
Responsibility
Existing infrastructure and assets are well maintained and appropriately upgraded to sustain them for future generations
Maintain investment in renewal of existing infrastructure assets so they remain safe, sound and fit for purpose.
Director, Presentation & Assets
Increase investment in rural roads
Manager Engineering & Public Space
Increase investment in drainage
Manager Engineering & Public Space
Maintain or increase investment in renewal of swimming pools.
Director Community Wellbeing
Consider, and implement where appropriate, Stage 1 of the security audit on Council buildings.
Manager Building & Property Services
Finalise the Building Asset Management Plan (BAMP) to provide strategic direction to manage Council's significant property portfolio.
Manager Building & Property Services
Sustainability
33
Themes
Strategic Outcome
Actions
Responsibility
Conduct a review of the Fire Prevention responsibilities and delivery.
Manager Environmental Health & Local Laws
Better protect properties at risk of flood by starting the Planning Scheme Amendment process to implement the Bendigo Flood Study.
Manager Statutory Planning
Implement Mitchell Street streetscape works to improve facilities for pedestrians, public transport users and traders.
Manager Engineering & Public Space
Implement the next stage of the East Bendigo Link Road (Rohs Road) to improve freight movements.
Manager Engineering & Public Space
Reduce all waste to landfill and make productive use of by-products.
Commence implementation of agreed priorities in the Waste & Resources Management Strategy encompassing: reducing resource consumption, a local landfill decision, reducing waste to landfill and industrial waste management including diverting waste to resources.
Manager Sustainable Environment
Reduce the impact of changing weather on communities and individuals.
Continue to deliver "Creating a Climate Resilient Southern Loddon Mallee" project.
Manager Sustainable Environment
Lobby State Government for gas supply to Heathcote and Marong.
Manager Economic Development
Develop a business model for the supply of low carbon energy for the Queen Elizabeth Oval, Bendigo Aquatic Centre, Art Gallery and Theatre Precinct.
Manager Sustainable Environment
Implement energy efficient works in City of Greater Bendigo buildings.
34
Themes
Strategic Outcome
Actions
Responsibility
Protect the natural environment for future generations.
Plan and implement the Sustainable Water Use Plan 2.
Manager Sustainable Environment
Develop a Natural Environment Strategy - Green Plan 3 Biodiversity.
Manager Sustainable Environment
Complete the White Hills Heritage Study and commence the Planning Scheme Amendment.
Manager Strategy
Commence a CBD / CBD fringe Heritage Study.
Manager Strategy
Further develop the Heritage Awards.
Manager Strategy
Strengthen the links between Greater Bendigo's past and future by protection and contemporary re-use of our heritage assets.
35
Theme: Good Governance and Decision Making Good governance is the leadership shown by the Council, to assure the community that there is transparent and well-informed decision-making for the long term, sound management of resources, diverse and effective engagement with community members, and the flexibility to plan for and manage emerging issues, as well as respond to immediate problems. Themes
Strategic Outcome
Actions
Responsibility
Council demonstrates good governance and leadership
Consider the recommendations of the Independent Review 2013 and implement the agreed actions.
Chief Executive Officer
Continue to lobby for a change in the superannuation legislation, to minimise the impacts of the Defined Benefits Scheme.
Director Organisational Support Chief Executive Officer
Implement the Surplus Property Disposal Plan
Manager Building & Property
Governance & Organisational Performance
The financial and physical resources of the organisation are managed efficiently and well
Effectively communicate the changes to the collection process for the State Government Victorian Fire Services Levy. Thoroughly evaluate the potential long term impacts of any shift of responsibility or reduction in funding from the State Government, before agreeing to continue to fund service delivery or fund new services. Continue to improve project management processes. Continue to support major organisations to increase their financial independence. Review all user fees and charges to achieve transparent decision making in the setting of fees. Implement an electronic grants management system Continue to focus on improved procurement practice through the
Manager Rates
Manager Finance
Manager Contracts & Project Coordination Director City Futures Manager Finance Manager Information Management Manager Finance 36
Themes
Strategic Outcome
Actions
Responsibility
development of the Procurement Action Plan. We engage effectively and often with our communities, through excellent customer service and by providing information to enable people to take part in decisions about the changes
Organisational workforce & business system development is undertaken to support staff to be highly productive.
Review the Community Engagement Policy and Framework 2011, especially with regards the use of social media.
Manager Strategy
Continue to implement the Community Engagement Framework to guide engagement opportunities, timetables and feedback throughout strategy and policy development and service reviews. Implement the Customer Service Charter and continue to improve satisfaction with customer service.
Manager Customer Support
Negotiate the 2013 Enterprise Agreement.
Manager People & Performance
Undertake Employee Survey
Manager People & Performance
Improve organisational performance reporting Continue to plan for and develop current and future workforce needs Undertake a pilot, structured continuous improvement program and from that make a decision on the preferred continuous improvement framework. Review the Municipal Emergency Management Plan. Review the corporate approach to injury management and return to work.
Manager Strategy
Manager Information Management Manager People & Performance Manager People & Performance Manager People & Performance Manager People & Performance
37
Strategic Indicators
Goal Area
Strategic Performance Indicator
Target
Community satisfaction with lobbying to other levels of government on behalf of the community
Aim to improve 2011-2012 Score of 55 Statewide score for 2011-2012 =55
The percentage of agreed major initiatives completed in agreed timeframes
Aim for >90%
We offer a broad “summer in the parks" program and community participation continues to increase.
New measure
The work of volunteers is valued and widely publicised.
New measure (CIV measure to be confirmed)
Improved community satisfaction rating for the appearance of public areas.
Aim to improve 2011-2012 Score of 69 Statewide score for 2011-2012 =71
Increased cycle or walk to work rate
(Super Tuesday benchmark to be provided)
Provide manage and maintain physical infrastructure
MAV and ESC indicator 1A-01: Condition based renewal gap and Indicator 1A-02: percentage of Council assets at intervention level (roads bridges, pathways and buildings)- MAV Step Program
Improvement in reported overall wellbeing of Bendigo residents as reported in the Bendigo Wellbeing Survey 2014.
In 2011 77% of respondents reported positive wellbeing.
Planning for Population Growth and Change
Liveability
38
Goal Area
Strategic Performance Indicator
Target
Maintain or improve (compared to Proportion of infants born annually that previous rate whole of Bendigo receive primary immunisations population = 93.9%; indigenous persons= 50%)
Implementation of the Healthy Together Bendigo Initiative
90% schools and early childhood services registered with Victorian Prevention and Health Promotion Achievement Program (VPHPAP); 70% medium to large workplaces registered with Victorian Prevention and Health Promotion Achievement Program (VPHPAP)
Community satisfaction with community and cultural activities
Aim to improve 2011-2012 Score of 73 Statewide score for 2011-2012 =68
Satisfaction of library patrons with the new Library design and range of services.
New measure
Unemployment rate lower than the regional average
Benchmarked against the Victorian average each quarter
Bendigo region is a major visitor destination.
As indicated by: - Day trip and overnight visitation numbers - Average spend per visitor - Yield (dollars into the city) - Visitor Centre bookings into tours and accommodation (to be confirmed)
Community satisfaction rating for Council’s general town planning policy
Aim to improve 2011-2012 Score of 54 Statewide score for 2011-2012 =54
Percentage of planning applications processed within the timeframes set out in the VicSmart Planning process
New measure – target to be advised
Productivity
Sustainability
39
Goal Area
Strategic Performance Indicator
Target
Improved current domestic waste resource recovery rates and aim towards meeting future Victorian resource recovery targets in the long term.
Increase diversion of domestic waste to resource recovery by 5% per annum against the 2012 baseline figure of 34%
Reduced waste generated by the community and CoGB by improving awareness through behaviour change.
Reduce average volume of waste generated by each household by 5%. (2011-2012 measure of 642 kg / person)
Maintain or exceed the current community satisfaction level with Council’s waste services, as measured annually on a state-wide basis.
Aim to improve 2011-2012 Score of 55 Statewide score for 2011-2012 =55
Maintain the Customer Service telephone enquiries service where 85% of all calls are answered within 20 seconds.
2011-2012 this was achieved 88.4% of the time.
Improved community satisfaction with community consultation and engagement.
Aim to improve 2011-2012 Score of 55 Statewide score for 2011-2012 =57
Maintain or improve community satisfaction rating for overall performance generally of the Council.
Aim to improve 2011-2012 Score of 63 Statewide score for 2011-2012 =60
Number of people providing direct feedback on new strategies and plans via Facebook and twitter.
New measure with baseline in 20122013. Aim to progressively increase over time
Achievement of the objectives set by each directorate set in their Workforce Development Plan.
New measure- target 80% (to be confirmed)
Capital Replacement – comparison of the rate of spending on infrastructure with its depreciation.
Target is more than 1.5 – Low risk of insufficient spending on asset base
Indebtedness- this indicates the ability to repay longer- term debt from revenue.
Target is 40% or less – No concern over the ability to repay debt from ownsource revenue
Good Governance & Decision-making
Financial
40
Goal Area
Strategic Performance Indicator
Target
Liquidity – this measures the ability to pay existing liabilities in the next 12 months.
Target is more than 1.5 – No immediate issues with repaying shortterm liabilities as they fall due
Renewal Gap - indicates the extent to which expenditure on asset renewal is sufficient.
Target is more than 1.0 – Low risk of insufficient spending on asset base
Underlying result - a positive result indicates a surplus, and the larger the percentage the stronger the result.
Target is more than zero – generating surpluses consistently
41
Financial Statements
42
43
44
45