Our Roadmap COUNCIL PLAN 2017-2021
Contents Our Vision Statements
1
Our future
2
Meet your Councillors
3
Why have a Council Plan?
4
Kingston at a glance
5
Putting our customers first in all we do
6
Engaging the community in decision making
9
Speaking up on behalf of our community
10
Our strategic future
12
Goal 1
14
Goal 2
16
Goal 3
18
Goal 4
20
Goal 5
22
Long-term financial strategy
24
Living Kingston 2035
25
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CITY OF KINGSTON COUNCIL PLAN 2017-2021
Our Vision Statements LIVING KINGSTON 2035
OUR GUIDING PRINCIPLES
•
responsible financial management
This is the future we want for Kingston...
•
r espect for diverse community interests based on active listening and mutual understanding through effective communication and engagement
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b alancing a flexible, can-do, innovative professional approach while achieving outcomes efficiently (doing more with less)
COUNCIL’S VISION
•
•
A diverse, dynamic community where we all share a sustainable, safe, attractive environment and a thriving economy.
i nformed, evidence-based and representative decision-making with accountable and transparent reporting
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operate with integrity and engender trust
b uilding on our city’s rich history of welcoming people from all over the world and providing an inclusive place to live, learn and work, and
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s trive to improve the quality of life of the community whilst balancing the challenges that come from population growth
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l eaving a positive legacy for future generations and Councils; being the custodians of community assets.
“growing and thriving, changing and evolving but still remaining the place we love to live”.
OUR PURPOSE To work with the community to protect and enhance the quality of life for current and future generations.
CITY OF KINGSTON COUNCIL PLAN 2017-2021
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Our future Kingston is a fantastic place to live and work thanks to our beautiful natural spaces, welcoming neighbourhoods and thriving local economy. As your local Councillors, we’re honoured to have been elected to represent you over the next four years. We’ve heard loud and clear from our community that you’re looking to us to be your voice on Council and to ensure all corners of our city receive a fair go. The Living Kingston 2035 project (for information please refer to page 25) gave a clear picture of how you want Kingston to look in coming years: thriving neighbourhoods connected by a network of healthy natural assets and open spaces, strong community networks supported by quality services and facilities, and many opportunities to learn and contribute. This Council Plan 2017-2021 sets out how we will strive to deliver just that by: •
putting our customers first in all we do
•
aking sure we seek the community’s m input before we act
•
s peaking up on behalf of our community on issues that matter to you.
Council exists to serve you and we’re committed to delivering over 60 different services week in, week out – rain, hail or shine.
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CITY OF KINGSTON COUNCIL PLAN 2017-2021
By working together we’re confident we can find innovative ways to balance the different needs in our community while safeguarding our long-term financial future so that your children and grandchildren can live in the Kingston that you know and love. We commit to working hand in hand with our local community to make Kingston an even better place to live and work. We’ll do this by listening to our community’s many voices, celebrating our strengths and honestly acknowledging our challenges. Melbourne is changing rapidly and Kingston is facing a growing population with increasing demands for open space, sports grounds, community facilities and transport services to tackle growing congestion. A key challenge for Council is how to build upon the rich character of our neighbourhoods that we know and love – while accommodating our reasonable share of growth with Melbourne predicted to grow from 4.5 million to 7 million by 2050. We’re also facing financial pressures while trying to meet growing community expectations. Just like any household trying to balance the whole family’s needs and wants on a budget, Council can’t always fund every project right away.
Instead we have worked hard to put together a priority list of projects and improvements that are spread fairly throughout the different locations, age groups and interests of our very diverse community. We trust this Council Plan gives our community a great sense of clarity and confidence that your Council has a clear roadmap for the next four years, and beyond, that will serve our community well. We look forward to working closely with community groups, individuals and other levels of government to see these promises come to life.
Cr David Eden Mayor
Meet your Councillors
Cr Tamara Barth
Cr George Hua
Cr Steve Staikos
0417 870 350 tamara.barth@kingston.vic.gov.au
0429 171 449 george.hua@kingston.vic.gov.au
0447 896 643 steve.staikos@kingston.vic.gov.au
Cr Ron Brownlees OAM
Cr Geoff Gledhill
Cr Rosemary West OAM
0418 172 725 ron.brownlees@kingston.vic.gov.au
0427 102 926 geoff.gledhill@kingston.vic.gov.au
0428 800 968 rosemary.west@kingston.vic.gov.au
Cr Tamsin Bearsley
Cr David Eden
Cr Georgina Oxley
0430 170 210 tamsin.bearsley@kingston.vic.gov.au
0422 557 917 david.eden@kingston.vic.gov.au
0429 222 504 georgina.oxley@kingston.vic.gov.au
CITY OF KINGSTON COUNCIL PLAN 2017-2021
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Why have a Council Plan? The Council Plan 2017-2021 is a vital roadmap to set our course for the future, provide accountability to the community, direct the organisation and help guide decision-making. It also helps us track our performance and meet the legislative requirements set out in the Local Government Act 1989. The Council Plan represents our shared trajectory to 2021 and complements the vision in Living Kingston 2035 to create a community that is growing and thriving, but still remains a place where people love to live and work. This journey begins with our strong commitment to the community that everything we do is driven by our key value of providing Community Inspired Leadership. The Council Plan features five goals that we have created to make Kingston a place the community wants it to be with: •
ur well-planned, liveable city supported O by infrastructure to meet future needs
•
ur sustainable green environment with O accessible open spaces
•
ur connected, inclusive, healthy and O learning community
•
ur free-moving safe, prosperous and O dynamic city
•
ur well-governed and responsive O organisation.
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CITY OF KINGSTON COUNCIL PLAN 2017-2021
Our progress against the plan is measured in quarterly performance reports and the Annual Report, which are publicly available and I encourage you to read these to discover more about our successes and the challenges Council faces. We’re confident our strong, long-term financial strategy will ensure we can continue to develop new and innovative ways to meet future needs while working within the restraints of rate capping. Please take the time to read through this plan and find out more about the exciting things happening in Kingston over the next four years and how you can be involved.
John Nevins Chief Executive Officer
Kingston at a glance Melbourne CBD
20km Industrial areas
Moorabbin Airport
World-class golf courses
City of Kingston
91km2 Total municipal area
Edithvale wetlands
Green Wedge
13km of coastline
Victorian electorates
Federal electorates
Carrum, Bentleigh, Mordialloc, Sandringham
Isaacs, Hotham
$25B economic output per annum
16,000 businesses
70,000 people work in Kingston
157,000 population
153
nationalitites
31%
26% nonEnglish speaking background
born overseas
CITY OF KINGSTON COUNCIL PLAN 2017-2021
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Putting our customers first Council exists to serve our community, therefore providing exceptional customer service underpins everything we do. We strive to provide quality services that meet your needs and deliver them in a professional, caring and timely manner. From the moment our staff pick up the phone, read your email or meet you face-to-face, our
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CITY OF KINGSTON COUNCIL PLAN 2017-2021
Council is committed to providing you with professional, responsive service. This is our central focus. We’re constantly looking for ways to make it easier and simpler for our community to interact with their Council. Recent initiatives include: •
p roviding a range of services online so you can engage with Council 24/7 at a time that suits you. Online services include payments, pet registrations, bin order forms, reporting issues and much more
t in all we do •
•
•
aking it easier to keep up with planning m issues in your local neighbourhood thanks to the Near Me online planning tool which shows you proposed developments in your area at the touch of a button ffering a wide variety of ways for you to o interact with us – be it in person, over the phone, by post, via email, on social media, at regular ward meetings and by reporting issues via apps a iming to deal with as many of your queries as possible by the first person you speak to, rather than passing you from person to person.
And the work doesn’t stop there. We’re looking to further improvements and plan to: •
a ppoint a Customer Advocate to better represent the voice of the customer in the organisation
•
r eview our Customer Service Charter in consultation with the community
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a dd more services online to make sure we are open for business around the clock
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p lace more emphasis on putting the customer first when dealing directly with our community and designing our processes and systems.
CITY OF KINGSTON COUNCIL PLAN 2017-2021
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CITY OF KINGSTON COUNCIL PLAN 2017-2021
Engaging the community in decision-making Council recognises that all our decisions need to be based on a solid understanding of what the Kingston community needs and wants.
To better understand your views and needs, we:
We’re keen to hear from many voices in our community and involve you in all levels of decision-making. We are looking to give our community, in partnership with your elected representatives, greater control over decision-making on key issues.
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ave launched the h yourkingstonyoursay.com.au consultation website to make it easy for you to make your voice heard
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ndertake specialist engagement with hard-to-reach u communities such as our indigenous residents, seniors, youth and people with a disability
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c onsult with a broad range of stakeholders at multiple points during a project’s lifespan including before we put pen to paper and to check that draft plans are on the right track.
Council is eager to genuinely seek feedback on the issues that matter most to you, from planning decisions through to major projects such as new or upgraded parks, facilities and city infrastructure and vital community services.
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Speaking up on behalf of our comm As the level of government closest to the community, Council has a longstanding tradition of lobbying state and federal governments on behalf of the Kingston community.
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Key to our success has been the close partnerships we have formed with other levels of government and their agencies to obtain positive outcomes for our city. Kingston also has a strong track record of successfully applying for a broad range of government grants to help minimise the cost to our local residents, while still delivering state-ofthe-art community facilities including Life Saving Clubs, kindergartens and sporting pavilions. In recent years we have successfully lobbied for Kingston residents and businesses on a range of issues, such as: •
r ail under road solutions for level crossing removals on Frankston Line stations located in Kingston
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c onstruction of the $156 million Dingley Bypass
munity •
t he joint $29 million redevelopment of Moorabbin Reserve between Council, the Victorian Government and St Kilda Football Club
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s eeking Victorian Government support to protect our quiet residential streets by continuing to direct development towards key activity centres
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i mproved access to National Broadband Network services in Kingston, particularly for our local businesses.
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c alling for positive changes on key social issues including affordable housing, disability services, family violence and problem gambling
ooking to the future, we will continue to lobby and L work towards:
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i mproved transport in our community and region – including roads (Westall Road extension), public transport options (particularly improved bus routes) walking paths and cycling routes.
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c ontinuing the Chain of Parks vision in our Green Wedge
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s peaking up on behalf of our traders and residents to minimise disruptions during construction of the level crossing removal projects at Mentone, Cheltenham, Edithvale, Bonbeach and Carrum and working with the Level Crossing Removal Authority to ensure the works are delivered with positive long-term outcomes for the community
CITY OF KINGSTON COUNCIL PLAN 2017-2021
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Our strategic future While Kingston’s Council Plan sets out a vision for the next four years, Council also has an eye fixed firmly on our long-term future to ensure our community thrives for years to come. You will have noticed many changes taking place over recent years as Kingston grows and develops. As decades-old buildings reach the end of their life, new community buildings take their place. New businesses, including a host of new cafes and restaurants, have opened their doors bringing a renewed life to our shopping strips. Our sporting facilities are being steadily upgraded to meet growing demand. More people living and working in Kingston has seen an increased number of cars on the road and a greater demand for parking across our neighbourhoods. Council is facing these issues head on to bring about positive results while retaining the Kingston we love and enjoy. This requires careful planning and significant investment in community facilities to meet our growing population.
With Melbourne facing a growing population estimated to increase to 7.7 million people by 2051, our city can’t keep sprawling ever-outwards. As a result, all local councils are faced with the challenge of how to accommodate more people without losing the character of our neighbourhoods. For Kingston, this means planning for 22,641 more people by 2031 in comparison to growth areas like the City of Casey, which expects an extra 120,752 people by 2031. Council accepts our area must take its fair share of Melbourne’s population growth but wants to see this occur in a well planned and strategic way, with our quieter residential streets protected and development centred around key activity centres and urban renewal sites that are close to public transport, shops and services.1 By providing quality services, wellmaintained infrastructure and a thriving local economy, Kingston residents can enjoy all they need in life close to home. This concept of a ‘20-minute city’ has been embraced by governments of all levels and aspires to create neighbourhoods that serve all their community’s needs and remove the need for long commutes.
1 Read more about these plans at kingston.vic.gov.au/planninggrowth
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The Victorian Government has invested heavily in Kingston thanks to the $156m Dingley Bypass which provides vital transport links and connection for the region. Nine level crossings in Kingston are also set to be removed by the Level Crossing Removal Authority in a once-in-a-generation infrastructure project to increase safety and reduce congestion. Others are also seeing Kingston’s potential and are joining the neighbourhood including: •
t he Healthscope Private Hospital in Moorabbin
•
awthorn Football Club’s proposed new H Dingley headquarters
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t Kilda Football Club and Community S Leagues establishing a football hub at Moorabbin Reserve
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r evitalised key sites including the Clayton Business Park, former Phillip Morris factory and the investment planned at Moorabbin Airport.
Council is also investing millions of dollars to ensure our infrastructure is in top shape to keep our city running smoothly.
Council’s focus in recent years has seen major improvements across our city to offer: •
igh-quality early learning centres to give h our young people the best start in life
•
i mproved sporting facilities to promote a healthy lifestyle and encourage increased women’s participation on the field
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etting our foundations right with g millions upon millions of dollars spent to upgrade our vital drainage systems to prevent devastating flooding.
We’ve also begun the exciting work of turning unsightly former tip sites into much needed parkland for the community to enjoy, thanks to a long-fought battle that has brought about the end of the waste industry in Kingston’s Green Wedge.
We’ve summarised our future plans under five key goals that demonstrate our commitment to delivering quality services and community facilities in a financially responsible manner: 1. O ur well-planned, liveable city supported by infrastructure to meet future needs 2. O ur sustainable green environment with accessible open spaces 3. O ur connected, inclusive, healthy and learning community 4. O ur free-moving safe, prosperous and dynamic city 5. O ur well-governed and responsive organisation.
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GOAL ONE
1
Our well-planned, liveable city supported by infrastructure to meet future needs
OUR COMMITMENT TO THE COMMUNITY: Council will ensure that careful planning is in place to prepare for, and respond to, an increasing population, to make sure land use is balanced sustainably. We’ll also invest in building and maintaining high-quality assets and infrastructure to help our community function effectively. PERFORMANCE MEASURES %Infrastructure % per head of municipal population
SERVICES
%Percentage % of planning applications decided within required timeframes
Building permits
%Kilometres % of footpath renewed
Drain maintenance
%Satisfaction % with Council’s general town planning policy
Footpaths, bicycle paths and road maintenance
%Satisfaction % with planning for population growth in the area %Sealed % local roads maintained to condition standards %Time % taken to decide planning applications
Maintenance and development of Council’s buildings Manage Council’s property portfolio
KEY PLANS AND STRATEGIES
PARTNERSHIPS
Activity centre structure plans (Cheltenham, Highett, Mentone, Moorabbin, Mordialloc)
Environment Protection Authority Victoria
Kingston Planning Scheme Review 2018–2021
Infrastructure Victoria
Kingston Property Strategy 2017–2021
Moorabbin Airport
ASSETS
Melbourne Water / South East Water
Municipal operations depots Sealed local roads Bridges Footpaths Drains and drainage pits Council-owned land
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Level Crossing Removal Authority
VCAT VicRoads Victorian Planning Authority (Plan Melbourne)
Planning and design for community assets Planning permits Urban land use policy and planning
KEY DIRECTIONS AND OBJECTIVES 1.1
Intergenerational land use planning for a sustainable community
1.3
Infrastructure and property investment for a functional city now and into the future
1.1.1
Develop a new Kingston Housing and Neighbourhood Character Strategy
1.3.1
1.1.2
Work with State Government to implement the parts of the Metropolitan Planning Strategy - Plan Melbourne that are locally relevant
Design, build and maintain the public realm through civil infrastructure (roads, footpaths, drains, bridges and carparks) to support the current and future needs of a growing community
1.3.2
Work in partnership with State Government and other agencies to maximise opportunities in relation to major infrastructure projects
1.3.3
Effectively manage Council’s property portfolio and ensure strategic and financially responsible land and property acquisition and disposal
1.1.3
Administer an effective planning scheme
1.2
Effectively influence the urban and architectural design of the City
1.2.1
Respond to different expectations regarding changes to the character of the City and provide measured responses to positively influence design outcomes
1.2.2
Providing efficient and effective planning and building services that influence the liveability of the City
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GOAL TWO
2
Our sustainable green environment with accessible open spaces
OUR COMMITMENT TO THE COMMUNITY: We will provide quality public open spaces and sports fields while protecting and enhancing our natural environment including our green wedge and foreshore. We will be responsible environmental managers and custodians for future generations. PERFORMANCE MEASURES %Beach % foreshore cleaning contract compliance %Kerbside % collection waste diverted from landfill %Missed % bins - domestic garbage, recycling and green waste %Open % space mowing contract compliance %Satisfaction % with environmental sustainability
%Satisfaction % with the appearance of public areas %Street % and park trees planted for financial year
KEY PLANS AND STRATEGIES
ASSETS
Kingston Energy Efficiency Strategy 2012–2017
Playgrounds
Kingston Integrated Water Cycle Strategy 2012
Playing fields
Graffiti Management Plan 2012–2017
Parks and reserves
Litter Strategy 2013–2018
Street and park trees
Waste Education and Recycling Strategy 2008
Natural resource areas
Flood Management Plan for Kingston City Council and Melbourne Water 2016
Sports pavilions
Coastal Management Plan 2014–2019
Yacht club
Heatherton Recreation Reserve Plan 2007
Lifesaving clubs
PARTNERSHIPS
Natural Resource Area Management Plans 2015–2020
Parks Victoria
Sports Pavilion Plan 2017 Biodiversity Strategy 2017
Department of Environment, Land, Water and Planning
Active Leisure Plan 2011–2014
Kingston Friends’ Groups
Indoor Leisure Centres Strategy 2017–2021
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Foreshore management and maintenance Maintaining parks, sports grounds and streetscapes Parks and sports ground master plan projects
%Satisfaction % with recreational facilities
Green Wedge Plan 2012
SERVICES
South East Councils Climate Change Alliance
Sports and recreation Stormwater management Sustainable environmental management Waste collection
KEY DIRECTIONS AND OBJECTIVES 2.1
Environmental resilience and sustainability
2.3
2.1.1
Reduce environmental impacts on our natural and built environment
Activating and protecting the foreshore through strategic partnerships
2.3.1
2.1.2
Implement the integrated water management principles of water quality, conservation and reuse to support a liveable resilient city
Develop relationships with appropriate external organisations and groups to support funding and development of new and improved facilities on the foreshore
2.1.3
Manage and improve waste management systems and resource recovery and promote recycling
2.3.2
Improve the quality of the visitor experience on the foreshore
2.3.3
Respond to the effects of climate change along the Kingston foreshore
2.4
Review and implement the Open Space Strategy to ensure high quality and increased capacity of the open space network
2.4.1
Determine areas low in open space and identify opportunities to increase
2.4.2
Maintain all parks, reserves and open space to set standards
2.5
Provide for a variety of sport and recreation opportunities across Kingston through the Sport and Leisure Strategy
2.5.1
Determine and respond to the current and future needs of sports clubs for facilities and open space planning
2.5.2
Improve passive open space and promotion of sport and recreation opportunities
2.5.3
Develop and implement park and reserve improvement plans in conjunction with the community
2.2
Greening Kingston and place making
2.2.1
Protect and enhance the Green Wedge for future generations by implementing the Kingston Green Wedge Plan with support from a range of strategic partners
2.2.2
Create dynamic public spaces that respond to increasing population and the interface between private development and public domain
2.2.3
Protect and enhance Kingston’s natural habitat and bushland reserves
2.2.4
Expand the urban forest by increasing the tree canopy cover in Kingston
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GOAL THREE
3
Our connected, inclusive, healthy and learning community
OUR COMMITMENT TO THE COMMUNITY: Kingston is home to a number of different communities across all ages and backgrounds. Our focus is to bring people together to strengthen our sense of community, celebrate diversity and build quality of life. Education and continual learning is a key focus. PERFORMANCE MEASURES %Active % library members (% of municipal population that are active library users)
SERVICES
%Buildings % compliant with Disability (Access to Premises - Buildings) Standards 2010
Community centres
%Community % satisfaction rating for Kingston delivered major festivals
Community development and social planning
%Council’s % child care centres utilisation rate (excluding sessional kindergarten) %Library % collection usage (loans per item) %Participation % in the maternal and child health service %Satisfaction % with disadvantaged support services %Satisfaction % with elderly support services
%Utilisation % of aquatic facilities per head of municipal population
KEY PLANS AND STRATEGIES
ASSETS
Kingston Public Health and Wellbeing Plan 2017–2021
Don Tatnell and Waves leisure centres
Aboriginal Policy and Action Plan 2014–2019
Community centres, community halls and neighbourhood houses
Disability Action Plan 2015–2019
Public toilets
Gambling Policy and Action Plan 2014–2019
Preschools and kindergartens
Multicultural Action Plan 2013–2017
Maternal and Child Health centres
Positive Ageing Plan 2014–2019
Senior citizens centres
AccessCare Southern Strategy 2016–2019
Libraries
Family and Children’s Strategy 2013–2017
Delivered meals kitchens
Youth Strategy 2012–2016
Child care centres
Library Strategic Plan 2017–2021
PARTNERSHIPS
Public Toilet Strategy 2016–2026
Department of Health and Human Services National Disability Insurance Agency VicHealth
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Early years childcare and education Grants
%Satisfaction % with family support services
Community Facilities Review 2012–2016
Domestic, personal and respite care for the elderly and people with disabilities
Home maintenance for the elderly and people with disabilities Leisure and aquatic centres Libraries Maternal and child health and immunisation School aged childcare programs Volunteering and delivered meals Youth services and family support
KEY DIRECTIONS AND OBJECTIVES 3.1
Respond to our community’s social needs
3.4
Promote an active, healthy and involved community life
3.1.1
Support the development of effective plans, projects and policies through data collection and research
3.4.1
Provide festivals and events that encourage community connections and local participation
3.1.2
Support socially vulnerable community members
3.4.2
Deliver affordable, active leisure and aquatic opportunities that are well utilised by a diversity of people
3.4.3
Strengthen community participation and connections by supporting community groups and networks
3.4.4
Celebrate and encourage social, cultural and spiritual diversity
3.2
Provide equitable access to services and facilities for all community members, irrespective of background and ability
3.2.1
Provide equity of choice for older people and people with a disability
3.2.2
Support people with disabilities and complex needs to participate in their areas of interest and life goals
3.5
Support learning and development
3.5.1
Prioritise community ‘learning for life’
3.2.3
Provide attractive community centres and interesting, affordable activities that appropriately cater for all members of our community
3.5.2
Preserve and celebrate our valuable heritage
3.3
Enhance the wellbeing and participation of families and children
3.3.1
Provide high quality early-years child care and education
3.3.2
Provide a Maternal and Child Health service to parents and children to maximise family health and wellbeing
3.3.3
Support young people to be resilient, healthy and engaged
CITY OF KINGSTON COUNCIL PLAN 2017-2021
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GOAL FOUR
4
Our free-moving safe, prosperous and dynamic city
OUR COMMITMENT TO THE COMMUNITY: We will ensure Kingston remains a smart, creative and progressive city with well-planned, functional and attractive urban centres and hubs. Council will continue to foster a strong local economy by supporting our local business community which provides valuable jobs for residents. We will also provide traffic management and parking solutions and accessible and alternative means of transport including cycle routes. PERFORMANCE MEASURES % %Animals reclaimed - percentage of collected registered and unregistered animals impounded (including feral cats), returned to their owner
SERVICES Animal management
%Attendances % at Kingston Arts events
Arts and cultural services
%Critical % and major (food safety) non-compliance notifications followed up by Council
Community local law enforcement
%Level % of satisfaction of participants at business education initiatives %Satisfaction % with enforcement of local laws
Community transport for the elderly and people with disabilities
%Satisfaction % with parking facilities %Satisfaction % with traffic management
Economic development and business support KEY PLANS AND STRATEGIES
ASSETS
Activity Centre Structure Plans
Municipal commercial properties
Prosperous Kingston–a framework for economic sustainability 2016
Arts Centres and public halls
Labour Force Futures South East Melbourne 2018
Bay Trail
Arts and Cultural Strategy 2018–2022 Public Art Strategy 2012–2016 Cycling and Walking Plan 2009–2013 Public Transport Strategy 2006–2012 Integrated Transport Strategy 2017–2022 Kingston Road Safety Strategy 2011–2015 Road Management Plan 2013–2017 Community Safety Strategy 2013–2017 Domestic Animal Management Plan 2016–2021 Kingston Enforcement Protocols 2013–2018
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Festivals and events Food safety regulation and health monitoring services
Bike paths / cycle ways Art collection
PARTNERSHIPS
Parking enforcement and prosecutions
P
Parking management
Department of Economic Development, Jobs, Transport and Resources
Road safety
Public Transport Victoria
Street lighting maintenance
South East Melbourne Manufacturers Alliance VicRoads Transport for Victoria
Traffic engineering Transport planning Urban activity centre development
KEY DIRECTIONS AND OBJECTIVES 4.1
Vibrant shopping centres and employment precincts
4.4
Integrated, accessible transport and a free-moving city
4.1.1
Continue to strengthen the role played by the shopping and employment precincts by facilitating partnerships with private investors
4.4.1
Accessible, integrated and connected modes of transport
4.4.2
Implement functional local traffic management
4.4.3
Advocate for provision of efficient freight movements
4.4.4
Fair and equitable parking management
4.4.5
Develop a network of trails and cycle ways
4.1.2
4.2
Develop dynamic implementation plans to guide the future direction of centres that are likely to undergo significant change
Understand and support our thriving, profitable local economy
4.5
Keeping our community safe and protected
4.2.1
Encourage investment into Kingston and the South East to deliver new employment opportunities
4.5.1
Ensure food safety and public health is maintained
4.5.2
Proactive animal management
4.2.2
Provide support to businesses to achieve long-term business sustainability
4.5.3
Effectively respond to emergencies
4.5.4
Ensure we keep our community safe and protected
4.3
Rich in arts, innovation and tourism
4.3.1
Develop and promote Kingston’s tourism potential
4.3.2
Develop creative industries through vibrant arts businesses and entertainment spaces
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GOAL FIVE
5
Our well-governed and responsive organisation
OUR COMMITMENT TO THE COMMUNITY: Our organisation will focus on governing Kingston in a way that is well-informed, responsive, accountable, transparent and efficient. We will also provide responsible stewardship of the community’s resources and ensure our community facilities are well-managed to promote liveability.
PERFORMANCE MEASURES SERVICES
%Asset % renewal compared to depreciation %First % point of call contact resolution %Liquidity % - current assets compared to current liabilities %Lost % Time Injury frequency rate
%Satisfaction % with community consultation and engagement %Satisfaction % with lobbying on behalf of the community %Staff % turnover as % of permanent staff
KEY PLANS AND STRATEGIES
ASSETS
Living Kingston 2035
Municipal offices-Cheltenham
Council Plan 2017–2021
Municipal offices-Mentone
Strategic Resource Plan 2013–2017
Municipal SES facilities
Crisis Communications Plan 2016–2017
Computer hardware and software
Communications Channel Strategy 2016–2017
Council fleet vehicles
Long Term Financial Strategy 2016/17
Other plant and equipment
Rates Strategy 2013–2017
PARTNERSHIPS
Asset Management Strategy 2013–2017 Asset Management Plans (roads, buildings, recreational spaces and drainage) 2007–2018 Municipal Emergency Management Plan 2014–2017 Municipal Integrated Fire Management Plan 2014–2018 Information and Communications Technology Disaster Recovery Plan 2016–2020 Information Technology Strategy 2016–2020
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Corporate services Emergency management coordination
%Operating % position
Workforce Plan (including OHS) 2017–2020
Communications and community relations
Department of Environment, Land, Water and Planning - Local Government Victoria Municipal Association of Victoria Victorian Local Governance Association
Lobbying on behalf of the community Property rating and collection services
KEY DIRECTIONS AND OBJECTIVES 5.1
Support decision-making to provide an efficient and effective Council which embodies the principles of democracy
5.3
Foster staff health and wellbeing, promote our organisational values and encourage leadership and high productivity
5.1.1
Support Council to make effective decisions that reflect community priorities
5.3.1
Implement the principles of Community Inspired Leadership throughout the organisation
5.1.2
Provide and promote opportunities for the community to have a say on Council decisions
5.3.2
Provide professional development training to increase the capabilities and skills of all our people
5.1.3
Advocate on behalf of community members to convey their wishes and aspirations
5.3.3
Implement OHS principles in every aspect of the organisation
5.3.4
Regularly assess and mitigate strategic and operational risks
5.2
Responsible and sustainable financial management
5.2.1
Utilise effective financial planning for the short, medium and long term
5.4
A responsive and well-managed organisation
5.2.2
Set rates in a fair and equitable way
5.4.1
5.2.3
Manage the procurement of goods and services to provide transparency and best value for money
Show the community how we are performing, through clear and transparent reporting
5.4.2
Plan and manage Council’s assets and community facilities to ensure they are fit for purpose and compliant over the life of the asset
5.4.3
Ensure services are supported by robust and secure information technology
5.4.4
Put the customer first in the work of Council
5.4.5
Comply with all relevant legislation
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Long-term Financial Strategy While this Council Plan spans from 2017–2021, it is necessary to look to the horizon when considering our financial sustainability.
•
It is vital that Council can meet its large and varied responsibilities while maintaining $2.2 billion worth of assets, which includes land, buildings, footpaths and drainage systems.
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t imely renewal and maintenance of assets
•
e nsuring Council maintains financial liquidity and can always meet all debt repayment obligations.
We deliver a broad range of important services at a cost approaching $200 million per annum. These services include aged care support, leisure and culture, child, family and youth services, libraries, festivals and events, parks and open space, planning, roads and footpaths, drains, governance, waste management and recycling. Council needs to consider how decisions made today will impact the future. We continue to employ sound, responsible and transparent financial management by: •
•
e nsuring adequate funding to maintain and improve the quality and standard of more than 60 services we provide to the community f unding capital works and future objectives by achieving better than break-even operating and cash results
OF KINGSTON COUNCIL PLAN 2017-2021 24 CITY
e nsuring sustainable levels of capital expenditure to responsibly maintain and renew the $2.2 billion of community assets under the control of Council
In light of the Victorian Government’s rate capping policy, our fiscal prudence is more important than ever. Despite future rate increases being capped, our municipality is well-placed to respond thanks to our strong history of sound financial management. A number of challenges or influences are taken into account in ensuring that we plan and achieve a financially sustainable future. These are: •
a n ageing and growing population that will increase demand for Council services
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r ising costs of waste collection and disposal
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b each management and natural disaster management, including rising sea levels
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risk management and compliance
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a prudent level of borrowings to create new assets that will benefit the community in the future
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overnment grants not keeping pace g with cost increases
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aintaining and upgrading Council’s m portfolio of assets.
A positive result and a strong balance sheet are expected for each year of the Council Plan 2017-2021. The strong financial position reflects our sound financial management, rigorous cost control and commitment to financial sustainability ensuring Council is able to provide the resources to achieve the Plan’s goals.
STRATEGIC RESOURCE PLAN Accompanying this Plan is the Strategic Resource Plan which is updated annually. This includes a budgeted income statement, budgeted balance sheet, budgeted cash flow statement, budgeted capital works statement and human resource statement. A copy can be downloaded from kingston.vic.gov.au.
Living Kingston 2035 HOW WOULD YOU LIKE THE CITY OF KINGSTON TO BE IN 2035?
The most popular themes voted on by the community during the development of the vision were:
That was the question Council asked our community – and more than 13,500 ideas from people of all walks of life – rose to the challenge to present a shared vision for our city.
‣‣ a free-moving and accessible city
The result was the Living Kingston 2035 vision that sets out an exciting picture of the type of community we want to be.
‣‣ our built environment.
‣‣ a safe and clean city ‣‣ a vibrant local economy ‣‣ recreational spaces
What came through loud and clear was that Kingston is a place where people love to live.
Living Kingston 2035 sets the building blocks for the type of community we are building and has been used to set the clear direction of the 2017-2021 Council Plan.
They wanted to build on our strengths and ensure Kingston in 2035 is:
Please visit kingston.vic.gov.au/livingkingston to find out more.
‘growing and thriving with distinct neighbourhoods connected by a network of healthy natural assets and open spaces. A place where the community networks are strong, supported by quality services and facilities, and many opportunities to learn and contribute.’
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1230 Nepean Highway, Cheltenham, VIC 3192 PO Box 1000, Mentone, VIC 3194 1300 653 356 131 450 info@kingston.vic.gov.au kingston.vic.gov.au cityofkingston @kingstoncc