COUNCIL PLAN 2009-2013 - City of Hume€¦ · 5 OUR CITY Located in Melbourne’s northern growth corridor, Hume City’s population has increased significantly over the last twenty

HUME CITY COUNCIL

COUNCIL PLAN 2009-2013

(2011 Action Update)

Incorporating the Strategic Resource Plan 2012-2015

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TABLE OF CONTENTS

A MESSAGE FROM THE MAYOR AND CHIEF EXECUTIVE OFFICER........................... 3 HUME CITY COUNCILLORS .............................................................................................. 4 OUR CITY ............................................................................................................................ 5 VISION ................................................................................................................................. 8 MISSION .............................................................................................................................. 8 PRINCIPLES........................................................................................................................ 8 HUME CITY PLAN 2030...................................................................................................... 9 STRUCTURE OF THE COUNCIL PLAN........................................................................... 11 THEME 1: COUNCIL LEADERSHIP................................................................................. 13

1.1 STRATEGIC OBJECTIVE: ACCOUNTABLE LEADERSHIP ............................... 13 THEME 2: PROSPERITY OF THE CITY........................................................................... 16

2.1 STRATEGIC OBJECTIVE: ECONOMY ................................................................ 16 2.2 STRATEGIC OBJECTIVE: TRANSPORT............................................................. 19 2.3 STRATEGIC OBJECTIVE: LEARNING ................................................................ 22

THEME 3: COMMUNITY WELLBEING............................................................................. 24

3.1 STRATEGIC OBJECTIVE: SOCIAL INCLUSION................................................. 24 3.2 STRATEGIC OBJECTIVE: HEALTH, SAFETY AND WELLBEING ..................... 28 3.3 STRATEGIC OBJECTIVE: ARTS, LEISURE AND RECREATION ...................... 31

THEME 4: APPEARANCE OF THE CITY AND ENVIRONMENT .................................... 34

4.1 STRATEGIC OBJECTIVE: APPEARANCE OF THE CITY .................................. 34 4.2 STRATEGIC OBJECTIVE: ASSET MANAGEMENT ............................................ 37 4.3 STRATEGIC OBJECTIVE: NATURAL ENVIRONMENT ...................................... 39

STRATEGIC RESOURCE PLAN 2012-2015……………………………………..…………..41

EXECUTIVE SUMMARY………………..…………………………………………...............42 1. Preparation of the Strategic Resource Plan……………………………………………...43 2. Appraisal of Current Position……………………………………………………...............46 3. Financial and Non-Financial Considerations……………………………………………..47 4. Targets for the Strategic Resource Plan 2012-2015…………………………………….49 5. Evaluation of Strategic Resource Plan……………………………………………………50 Appendix 1……………………………………………………………………………………..51 Appendix 2………………………..……………………………………………………………52 Appendix 3……………………………..………………………………………………………53 Appendix 4…………………………..…………………………………………………………54 Appendix 5……………..………………………………………………………………………55 Appendix 6……………………………………………………………………………………..58 Appendix 7……………………………………………………………………………………..59 Appendix 8……………………………………………………………………………………..62 Appendix 9……………………………………………………………………………………..64

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A MESSAGE FROM THE MAYOR AND CHIEF EXECUTIVE OFFICER The Hume Council Plan 2009-2013 is our commitment to the community to make a positive difference to the lives of all those who live, learn and work in Hume. The development of the Plan was guided by the Hume City Plan 2030, feedback from Councillors, and community and key stakeholder consultation. It sets out our plans by outlining the objectives, strategies and actions we will undertake. However, Council cannot achieve these objectives, strategies and actions on our own. It is only by working in partnership with our community, businesses, not-for-profit organisations and other levels of government that we will create sustained and positive change for our community. With our fast growing community requiring services and infrastructure, combined with the tough economic conditions, there are additional challenges for Council and our community. Now, more than ever, it is important for us to strive for the very best for our community. The Plan outlines how we will enhance the social, economic and environmental prosperity of our community by providing high quality services and infrastructure that will support the community now and into the future. We have set some bold targets and indicators and we believe our strong financial position, our open and accountable leadership and our proven track record of getting things done in the best interests of the community, will see us succeed. Our advocacy plans will see us representing the community on many issues, with the aim of securing funding for major projects, enhancing environmental outcomes for the city and improving services and facilities for our community. We believe this will be an exciting time in Hume and we are pleased to present the Hume Council Plan 2009-2013, which will see Council getting down to business and achieving the very best for our community.

CR HELEN PATSIKATHEODOROU MAYOR

DOMENIC ISOLA CHIEF EXECUTIVE OFFICER

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HUME CITY COUNCILLORS

Mayor - Cr Helen Patsikatheodorou

Airport Ward

Deputy Mayor – Ros Spence

Aitken Ward

Cr Adem Atmaca

Aitken Ward

Cr Victor Dougall

Merri Ward

Cr Drew Jessop

Aitken Ward

Cr Jack Ogilvie

Jacksons Creek Ward

Cr Geoff Porter

Airport Ward

Cr Ann Potter

Jacksons Creek Ward

Cr Burhan Yigit

Merri Ward

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OUR CITY Located in Melbourne’s northern growth corridor, Hume City’s population has increased significantly over the last twenty years. In the ten years from 2000 to 2010 Hume experienced an average annual growth rate of 2.7% - making it one of the fastest and largest growth municipalities in Melbourne1. With a population of 171,2072, population and urban growth continues to occur around the Sunbury and Craigieburn areas. In the 2009/2010 financial year, growth in the City was above 3% with 1523 new households constructed. Hume City’s population is expected to exceed 240,450 by 20303. This population growth will be driven through the combination of greenfield development, potential expansion of the Urban Growth Boundary and regeneration of established suburbs such as Broadmeadows. Council has continued to work with State and Federal Government to ensure that new residents are supplied with the appropriate level of physical and social infrastructure in their new communities. At the same time, Broadmeadows has been identified as a Central Activities Area that will see a focus of future employment growth and public investment, particularly high density development supported by quality urban design. With the UGB now extending into Sunbury and through northern Hume (and southern Mitchell Shire) it is imperative that Council take advantage of the existing road and rail corridors and major opportunities for new employment and freight/logistics functions. The delivery of key projects will significantly improve the lives of those in Hume, particularly through the provision of services and infrastructure.

In addition to the dramatic growth in the overall population for Hume City, as the population increases, the number of children aged 0-14 is expected to remain steady whilst the overall population grows older. The projected growth in the elderly population will provide significant challenges for planning of health services. The aged population (65+ years), which generally accounts for the largest uptake of health care services, is forecast to double over the next 20 years4. This age cohort accounts for almost one third of the overall growth. It is relatively common for councils to face one or the other of these challenges, but it is unusual to have the dual pressures caused by the double impact of both spectrums of demographic growth. In comparison to metropolitan Melbourne, Hume City residents are relatively younger in age, and have a higher proportion of ‘family households’5. Much of this can be attributed to the housing market role that Hume City plays within Melbourne - creating affordable home-ownership opportunities to both existing and prospective families, as well as overseas migrants. The dramatic increase of residents in the 65+ age means that primary health care initiatives will need to focus on keeping elderly people healthy and active so they can remain at home longer. The growth in Craigieburn and Sunbury in both aged persons and families will put enormous strain on infrastructure for the provision of health services and access to services for families and children.

1 ABS Regional Population Growth, Australia, Cat No. 3218.0 2 .id Consultants, Hume Population Forecasts, [accessed online] 18/05/2011. 3 Ibid. 4 .id Consultants, Hume Population Forecasts, [accessed online] 18/05/2011. 5 ABS, 2006 Census of Population and Housing.

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With 29.3% of Hume City residents born overseas, the City has an extensive range of experiences and cultures to draw upon. Turkey, Iraq, United Kingdom, Italy, Lebanon and New Zealand make up some of the over 145 countries of birth, and 36.2% residents speak a language other than English at home6. The Hume City community is self-confident and proud of its history, with residents taking responsibility for their future and a growing number of people pursuing further education and increasing their employment opportunities. As Hume City continues to grow, more people will commute lengthy distances to work and the southern access routes will become more and more congested. Just over one third (36.2%) of Hume residents work within the municipality7. The majority of employed persons living in Hume (84.2%) travel to work in a vehicle. Public transport (train, bus or tram) was only used by 8.1% of residents. Council is working with Local and State Government to reduce commuting times by creating opportunities for our community to work closer to home. This will reduce the environmental consequences. Unless this reduction occurs, demand for travel is forecast to steeply increase, with cars and trucks likely to remain the primary mode of transport. The challenge to reduce greenhouse gas emissions is significant. Industries such as transport and warehousing have been increasing due to Hume City’s strong positioning as a key transportation hub and its proximity to Melbourne Airport, major freeways and the proposed Outer Metropolitan Road. As the freight and logistics sector continues to grow, the management of key freight routes will emerge as a crucial issue. Between the 2001 and 2006 Census, Hume City experienced the creation of over 7,000 new jobs, with the manufacturing industry accounting for 28.1% of all jobs located within the municipality. This was followed by the ‘transport, postal and warehousing’ industry at 18.9%8. Although manufacturing continues to be the largest employer of Hume residents, its dominance within the local economy has been declining as world economies change and employment opportunities are diversified. The global downturn has led to significant job losses in this sector. A major challenge is to equip the local labour force with the skills that will support ‘new economy’ jobs. The key will be identifying ‘sunrise’ industries that will support these jobs.

Hume is the fourth most disadvantaged Local Government Authority in Metropolitan Melbourne according to the Socio-Economic Indexes for Areas (SEIFA)9. With many low income families and people with little training and unskilled occupations, Hume’s demographic profile shapes Council’s approach to social justice. Since 2001 Council has been committed to social justice with a view to advance a fair and just society and to promote respect for every citizen, encourage community participation, strengthen community wellbeing and reduce causes of disadvantage. Improved learning outcomes are a major contributor to reducing social disadvantage and improving quality of life. Improved learning opportunities provide options for our community to prosper, and contribute to stronger social capital. The Hume Global Learning Centre demonstrates what can be achieved with investment in community facilities and a focus on lifelong learning; it also shows us that more needs to be done.

Addressing the challenge of climate change will mean shifting to a more sustainable future in terms of greenhouse emissions and responding to increased overall dryness and more extreme weather events. These challenges highlight the importance of planning for a sustainable future. Council has a strong and enduring commitment to environmental sustainability and prides itself on tackling a range of environmental and sustainability issues. The recent adoption of the “Pathways to Sustainability - an Environmental Framework”

6 Ibid. 7 ABS, 2006 Census of Population and Housing. 8 ABS, 2001 Census of Population and Housing and 2006 Census of Population and Housing. 9 ABS, 2006 Census of Population and Housing Socio-Economic Indexes for Areas

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provides a more comprehensive and meaningfully strategic plan to guide our environmental planning and management over the medium to long-term. Advocacy to State and Federal Governments on behalf of the community is the key to ensuring that the infrastructure and service gaps are highlighted. The growth that Hume will experience over the next four years (and beyond) relies on budget growth to deliver to our growing community, our renewal communities and changing community expectations. In order to meet the needs of Hume’s diverse and rapidly growing community, Council has invested significantly in Capital Works. This investment nearly $45 million in the 2011/12 Budget10 will ensure that Council continues to make a positive difference for our residents and build a strong and vibrant community. Strong financial management and transparent governance will ensure Hume City Council continues to enhance the social, economic and environmental prosperity of our community through vision, leadership, excellence and inclusion.

10 HCC, 2011/12 Budget.

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VISION Hume City Council will be recognised as a leader in achieving social, environmental and economic outcomes with a common goal of connecting our proud community and celebrating the diversity of Hume. MISSION To enhance the social, economic and environmental prosperity of our community through vision, leadership, excellence and inclusion. PRINCIPLES The Council Plan is predicated on the following principles:

Social justice; Partnerships; Financial accountability and transparency; Economic prosperity; and Environmental sustainability.

WE VALUE Our Citizens We will promote democratic representation and genuinely engage our citizens to promote a sense of belonging within a healthy, safe, strong and diverse community. We will lead the way to identify community needs and best practice service delivery models and advocate for an integrated approach to service provision. Our services and facilities will be high quality and we will pursue efficiency and continuous improvement through customer focus and innovation. Our Staff We will demonstrate this by encouraging, supporting and developing our employees to achieve service excellence and a sense of unity, pride and fulfilment. Partnerships with the Federal and State Governments We will work together to achieve the equitable provision of services and infrastructure to meet current and future community needs. Our Community Organisations We will work in partnership with them to build community wellbeing, resilience and capacity.

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HUME CITY PLAN 2030 In 2004, we officially launched the Hume City Plan 2030. The Plan was developed by Council through extensive community consultation with residents, ratepayers, businesses, State and Federal Government representatives, education providers, community health providers, clubs, volunteers, students, workers and visitors. The Plan details the community’s vision for Hume City. Hume City Council reviewed progress with the Hume City Plan 2030 in 2008 through community consultation. The Plan was revised in 2009 based on this feedback and now consists of four themes:

1. Council Leadership

2. Prosperity of the City

3. Community Wellbeing

4. Appearance of the City and Environment

We plan for the future by developing a four year Council Plan (Hume City Council Plan 2009-2013) which is linked directly to the Hume City Plan 2030 and is guided by comprehensive planning and research activities, feedback from surveys, and meetings with the community. This is diagrammatically represented below:

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We also produce a Strategic Resource Plan (2012-2015) which is required under Section 126 of the Local Government Act (1989). The Strategic Resource Plan is a four year plan that identifies the financial and non-financial resources required to accomplish the objectives and strategies of the Council Plan, incorporating the Triple Bottom Line principles of social equity, economic prosperity and environmental sustainability. Annual Plans are developed for every Division and Department within Council, linking into the budget planning cycle, and outlining the strategies, policies, plans and actions we will undertake to achieve our objectives. We will evaluate our performance throughout the year by monitoring and reporting to Council each quarter against the planned actions and budget outlined in the Council Plan 2009-2013 (2011 Action Update). These reports will be included in the Council meeting agenda and available on our website, fully disclosing our achievements and actions. By understanding our achievements and challenges we learn and reflect on our performance and incorporate these learnings into our plans for the future. In September we will produce an Annual Report, which will include our audited financial statements. This is available on request at our Customer Service Centres and accessed through our website.

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STRUCTURE OF THE COUNCIL PLAN The Local Government Act 1989 requires that within the period of six months after each general election the Council must prepare and approve a Council Plan which must include:

• The strategic objectives of the Council; • Strategies for achieving the objectives for at least the next four years; • Strategic indicators for monitoring the achievement of objectives; and • The Strategic Resource Plan.

Council has determined ten strategic objectives for 2009-2013 under the following headings:

• Accountable Leadership • Economy • Transport • Learning • Social Inclusion • Health, Safety and Wellbeing • Arts, Leisure and Recreation • Appearance of the City • Asset Management • Natural Environment

The ten Strategic Objectives of Council for the Council Plan 2009-2013 are listed under the four Themes of the Hume City Plan 2030 (Revised 2009):

1. Council Leadership 1.1 Accountable Leadership

2. Prosperity of the City 2.1 Economy 2.2 Transport 2.3 Learning

3. Community Wellbeing

3.1 Social Inclusion 3.2 Health, Safety and Wellbeing 3.3 Arts, Leisure and Recreation

4. Appearance of the City and Environment

4.1 Appearance of the City 4.2 Asset Management 4.3 Natural Environment

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Each Strategic Objective consists of the following:

Why this is priority for Hume – this qualifies why Council is allocating resources and services to achieve the Strategic Objective.

Strategies – support the Strategic Objective and are progressively implemented during the Council Plan 2009-2013 through annual actions. Annual Actions – are the actions which will happen during 2011-2012. Services – these are the Council services that are provided day to day in Hume. Advocacy – indicate the issues which Council will interact with at all levels of Government and other stakeholders to achieve improved outcomes for the Hume community. Strategic Indicators – the achievement of the Strategic Objectives will be monitored using the Strategic Indicators and Targets. These are listed under each Strategic Objective.

Reporting to the Community Progress towards achievement of the Strategic Objectives will be reported each quarter to Council, together with performance against the Strategic Indicators and Targets, which are reported annually in the Annual Report.

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Council Plan 2009-2013 (2011 Action Update) THEME 1: COUNCIL LEADERSHIP

Hume City Council demonstrates strong leadership through fostering accountability, developing partnerships in the community with residents and business, and maintaining active relationships with all levels of Government to achieve improved outcomes for the Hume community.

1.1 STRATEGIC OBJECTIVE: ACCOUNTABLE LEADERSHIP

Why this is a priority for Hume Open and accountable Government, using the resources provided in the best way and managed through a strong policy framework and accessibility, enables Council to effectively deliver our programs, services and stated annual actions. Strategic Objective To operate with integrity and openness in providing the highest level of representation and advocacy for the community.

Strategies and Actions (2011/2012) 1.1.1 Continue to review service provision and effectiveness of Council operations.

2011/12 Actions: Departments to improve the quality of their services through implementation of the Customer

Focus Strategy including: o Customer Journey Mapping o Enabling customers to enter requests online (Merit) via Council’s website o Developing and implementing Year 1 Actions of the Customer Focus Strategy across

all functions of Council. Undertake community consultation, research and benchmarking including:

o An Annual Community Survey on Council’s performance o Hume Integrated Growth Area Planning consultation and research for Sunbury o HACC client satisfaction survey o Service specific consultation and analysis of service usage data and demographics

as required. 1.1.2 Promote Council’s services and initiatives.

2011/12 Actions: Complete the 2011/12 actions of the External Communications Review. Increase community engagement and promote civic pride by communicating the progress of

key projects and events, including: o Sunbury - 175 Year Celebrations, Racecourse Road o Craigieburn - Town Centre, Hume Global Learning Centre - Craigieburn, Aitken

Boulevard o Broadmeadows - Central Activities District, Town Park.

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1.1.3 Promote Hume City Council as a leading employer. 2011/12 Action:

Implement the People and Culture Strategy to attract, retain and develop Council staff, this includes:

o Workforce planning o Recruitment, selection and induction o Learning and development o Implementation of Australian Standard AS4801 OH&S Management Systems o Staff Survey.

1.1.4 Adopt the use of technology to enhance service delivery.

2011/12 Action: Enhance a system to record HACC assessment hours in compliance with the Department of

Health Guidelines. 1.1.5 Manage Council financial and staff assets in a prudent and transparent

manner. 2011/12 Actions:

Progress the development of Racecourse Road by determining the preferred developer and development approach.

Perform the Revaluation of the 2012 Valuation in accordance with valuation best practice guidelines.

Seek agreements and redevelopment opportunities for: o the corner of Evans and Station Streets in Sunbury o Dallas Car Park and Jacana Reserve.

Develop and implement a Revenue Strategy to broaden Council’s sources of funding. 1.1.6 Support appropriate electoral representation for the Hume community.

2011/12 Actions: Implement Council’s Community Engagement Framework to increase community satisfaction

with “Council’s level of consultation with the community on local issues”. This includes: o Implementing training and development opportunities to build organisational capacity

to undertake community engagement o Provide clear guidelines and tools for undertaking community engagement activities o Undertake Ward Meetings across all Wards.

Provide a submission for the Electoral Representation Review by February 2012. 1.1.7 Promote Hume City Council as a leader in Local Government.

2011/12 Actions: Analyse the possible expansion of the Global Learning Centre to provide for civic, commercial

and staffing functions through the development of a business case. Continue to promote Hume City Council as a leader in Local Government through

identification of media and marketing opportunities within metro media, industry publications and other strategies.

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Advocacy Council will advocate for:

Appropriate funding from State and Federal Government by regularly meeting with relevant representatives.

Partnership models across all tiers of Government, with non-government organisations and other service providers for the delivery of improved and/or new shared use services and facilities to the community.

Strategic Indicators

• By 2013 the underlying surplus is 4% of underlying revenue.

• That Council rates itself at 4 or above (i.e. good to excellent) when conducting the Council’s annual self assessment of adherence to the Councillors Code of Conduct.

• The Department of Planning and Community Development Local Government Community Satisfaction Survey Overall Performance Rating indexed mean score improves by 1.0 point per year.

Services

• Customer Service • Finance • Human Resources • Information Services • Marketing and Communications • Corporate Services • Organisation Planning and Improvement • Research • Family and Children’s Services • Aged and Disability Services • Strategic Planning

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THEME 2: PROSPERITY OF THE CITY Hume will be a strong, diversified thriving business centre of northern Melbourne. This can be achieved by the provision of effective infrastructure networks, attracting significant and emerging industries, promoting business investment, whilst supporting existing industries and enabling residents to take up a range of employment opportunities.

2.1 STRATEGIC OBJECTIVE: ECONOMY

Why this is a priority for Hume A thriving and prosperous community can be achieved through strong economic growth, creating diversified local employment opportunities across a breadth of industry sectors (reducing the need for extended travel). Redevelopment of the Broadmeadows Central Activities District demonstrates a commitment to economic prosperity, economic diversity and industry restructure. Strategic Objective Provide a proactive and supportive environment to sustain and expand existing businesses in Hume, attract a diversified range of new business investment and create opportunities for residents in Hume to take up employment in these businesses.

Strategies and Actions (2011/2012) 2.1.1 Facilitate the economic development of the City including Craigieburn Town

Centre, Broadmeadows Central Activities District, Melbourne Airport, Sunbury Town Centre and identified employment areas. 2011/12 Actions:

Partner with the State Government on the renewal, development and promotion of Broadmeadows Central Activities District (CAD) as Melbourne’s Capital of the North.

Support economic development, subdivisional activity and employment growth within: o Craigieburn Town Centre o Broadmeadows CAD o Melbourne Airport o Sunbury Town Centre (including Town Centre Structure Plan) o Employment/Growth areas.

2.1.2 Support the economy in Hume by marketing the City’s many locational and competitive advantages to encourage new and existing businesses, agencies, Government departments and related authorities to invest and establish in Hume. 2011/12 Action:

Implement the new Economic Development Strategy for Hume including: o Implementation of a Hume Business Directory o Development of a Corporate Social Responsibility Policy for Hume.

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2.1.3 Encourage and celebrate excellence, innovation and sustainable practices

amongst Hume businesses, identifying clusters and networks to support prosperity and success. 2011/12 Action:

Support, promote and showcase outstanding Hume businesses through the NORTH Link Northern Business Achievement Awards and the annual Hume Business Awards.

2.1.4 Facilitate and support activities that enhance opportunities for employment for

Hume residents, reducing the need for extended travel. 2011/12 Action:

Continue to support efforts to bring new commercial development into Hume’s activity centres to create more local employment including:

o Respond to commercial development enquiries for Hume’s activities centres and promote the ‘Hume City – The Place to Do Business’ prospectus booklet to commercial property investors.

o Work with Department of Planning and Community Development on securing government services buildings to the Broadmeadows Central Activities District.

o Build the Sunbury Town Centre database for the purposes of encouraging new commercial development consistent with the Sunbury Structure Plan.

Support the continuance of the Aboriginal Employment Scheme. 2.1.5 Encourage the establishment of ‘new economy’ and ‘sunrise’ industries in

Hume, particularly low-carbon industries. 2011/12 Action:

Identify ‘sunset’ industries and develop strategies that will: o Assist employees into alternative industries. o Support Hume’s industrial sector to switch to a lower-carbon economy.

2.1.6 Facilitate the development of sustainable urban environments through

structure planning and activity centre planning. 2011/12 Actions:

Undertake the Hume Integrated Growth Area Plan - Sunbury (HIGAP). Oversee, assess and monitor the implementation of Precinct Structure and Local

Development Plans including: o Greenvale – Central, North (R1), West (R3), Lakes East o Hume Highway and northern Hume Industrial Precincts. o Craigieburn – West (R2) and Highlands.

Review the Hume Planning Scheme including the MSS in accordance with the Planning and Environment Act 1987.


Higher standards of capacity, design and development of public and private infrastructure in Hume (including affordable housing) when negotiating with developers and State and Federal Governments.

Support for Hume’s industrial sector to switch to a lower-carbon economy.

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The provision of key infrastructure to support job creation in Hume, i.e. Outer Metropolitan Ring Road, to the State and Federal Government.

The zoning of areas within Hume.

Strategic Indicators The value of development activity for 2009-10 remains stable against the 2008-09

value and increases by CPI each year after.

Services

• Economic Development

• Strategic Planning

• Statutory Planning

• Central Activities District and Urban Design

• Building Control

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2.2 STRATEGIC OBJECTIVE: TRANSPORT

Why this is a priority for Hume A significant challenge for Hume is to improve transport options for the community and business. Our residents face issues such as car poverty, lack of public transport services and options, and distance from essential services. Improved transport network services will support and reduce costs to business and our community in their everyday lives and improve access to services and facilities. Strategic Objective Plan, advocate for and provide safe alternative transport networks and options that service existing businesses, business investment and community connectedness.

Strategies and Actions (2011/2012) 2.2.1 Develop safe, innovative, accessible and sustainable public transport

infrastructure and services in partnership with relevant stakeholders where appropriate. 2011/12 Actions:

Develop a Parking Precinct Plan for the Sunbury Town Centre that: o Identifies appropriate parking rates and projections for car parking demand o Identifies options for additional parking within the Sunbury Town Centre.

Develop an Integrated Transport Plan for the Broadmeadows Central Activities District area including the Hume Central Car Parking Strategy.

2.2.2 Support the investigation of opportunities for the safe separation of freight and

other transport activities. 2011/12 Action:

Within growth areas ensure that development standards and subdivisions provide suitable transport linkages including roads, footpath, shared path and on-road bike path networks and bus stop connections through:

o Precinct Structure Plans o Development Plans o Planning Permits o Civil and Landscape Plans.

2.2.3 Facilitate appropriate linkages throughout the municipality that connect a

hierarchy of transport options. 2011/12 Action:

Create regional open space linkages, including shared paths to provide access to activity centres, community hubs, arterial roads and public transport.

2.2.4 Ensure enhanced transport opportunities for the Hume community.

2011/12 Actions: Ensure that appropriate provision for future public transport occurs in all new subdivisions in

accordance with ResCode requirements. Undertake Local Area Traffic Management Studies in Roxburgh Park West and Sunbury East.

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2.2.5 Develop sustainable integrated transport options across Hume City. 2011/12 Actions:

Complete road maintenance and construction in accordance with the Capital Works Program including:

o Complete construction of Aitken Boulevard – Somerton Road to Sylvester Parade, Candlebark Drive to Fairways Boulevard and Craigieburn Road to Central Park Avenue.

o Duplicate Grand Boulevard between Hamilton Hume Parade to Explorers Place. Implement the Hume Integrated Land Use and Transport Strategy (HILATS) including:

o Incorporation of the Healthy by Design requirements into the Hume Planning Scheme o Development of Transport Access Guides to enable the community to identify

sustainable transport options to access Council Facilities.

2.2.6 Within growth areas, ensure that development standards provide appropriate transport linkages. 2011/12 Action:

Deliver the Maribyrnong River/Jacksons Creek trail feasibility study in partnership with Brimbank City Council.


Improved public transport and alternative transport options for the community including:

o Increased bus routes o Campbellfield railway station o Removal of Zone 2.

Road improvements to improve safety, enhance traffic flow and relieve traffic congestion on the VicRoads network including:

o Bulla bypass o Somerton Rd and Craigieburn Rd duplications o Mickleham Road congestion and drainage.

Key Hume transport projects to be funded though State and Federal Government, as well as funding for projects of a State and National priority.

Accessible car parking at transport interchanges including: o Craigieburn Station o Sunbury Town Centre o Broadmeadows CAD


Completion of key road infrastructure projects identified in the Council Plan each year.

Services

• Infrastructure Planning • Statutory Planning • Strategic Planning

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• Central Activities District and Urban Design • Projects and Contract Management • Parks and Open Space

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2.3 STRATEGIC OBJECTIVE: LEARNING

Why this is a priority for Hume

Hume has high levels of disadvantage across several suburbs and has among the lowest Year 12 completion and learning retention rates in Melbourne. It is important that learning opportunities for children in their early years are available to build a strong foundation for life. Improved learning outcomes are a major contributor to reducing social disadvantage and improving quality of life. Improved learning opportunities provide options for our community to prosper and contribute to stronger social capital.

Strategic Objective Enhance life experience, employment opportunities and contributions to the community by inspiring and facilitating the participation of Hume residents in lifelong learning, regardless of age, ability or ethnicity, resulting in reduced disadvantage and improved quality of life.

Strategies and Actions (2011/2012)

2.3.1 Promote cooperation and learning programs between Hume businesses and education providers in Hume City that facilitates employment opportunities and improves business outcomes. 2011/12 Actions:

Promote pathways to learning through the provision of learning events and community festivals and provide opportunities for disengaged members of the community to participate in learning activities.

Establish a Jobs and Skills Taskforce.

2.3.2 Engage a cluster of networks of schools, preschools and childcare (private, community and Council) to work on transition programs, portfolios and the implementation of the National Early Years Framework. 2011/12 Actions:

Continue to participate on the Governance Reference Group for the Dimboola Road site which incorporates Primary, Pre School and Long Day care within the Hub facilities.

Seek Government funding to pilot the 15/hour week Preschool program in two Council preschools in the 2012 school year.

2.3.3 Position the Hume Global Learning Village as an active participant in local,

national and international learning networks to remain abreast of contemporary learning innovation. 2011/12 Actions:

Implement Learning Together 3 actions including: o Hume City Multiversity - secure two universities as Multiversity Partners o A Data and Information Warehouse - identify funding to establish Data and

Information Warehouse. Commence the Inspiring Stories Ambassadors Community Engagement Program including

the development of a database of community ambassadors to facilitate a partnership brokering service between schools and other organisations.

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2.3.4 Review, support and implement learning opportunities, outcomes and facilities for the Hume community (including Schools Regeneration, Kangan Batman TAFE, neighbourhood houses, University of the Third Age). 2011/12 Actions:

Establish links with relevant community referral sources in order to streamline assessment processes, increase knowledge base of staff and enhance opportunities for care coordination.

Support and engage Hume’s Neighbourhood Houses and other learning agencies in developing informal and formal learning opportunities for the community.

Continue to collaborate with the Department of Education and Early Childhood Development on the implementation of the Broadmeadows Schools Regeneration Project.

2.3.5 Ensure appropriate library and learning opportunities are provided to meet the

needs of the growing population. 2011/12 Actions:

Commence operation of the Hume Global Learning Centre - Craigieburn. Plan the development of the new Child and Family Centre at Activity Centre 4, Craigieburn.


Funding for appropriate new and regenerated education facilities in Hume: - Secondary Schools - Higher education (TAFE and University).

Broadmeadows Schools Regeneration Project.

Strategic Indicators Participation of 4 year olds in preschool increases 2% per annum, as measured by

the enrolment rate as a percentage of population.

The population participating in learning for work or employment increases by 2% per annum.

Services

• Learning Community • Family and Children’s Services • Information Services • Economic Development • Central Activities District and Urban Design • Aged Care and Health

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THEME 3: COMMUNITY WELLBEING

Hume will be characterised as a strong and cohesive community where residents have equitable access to services and are supported to take up opportunities to actively participate in community life and realise their full potential.

3.1 STRATEGIC OBJECTIVE: SOCIAL INCLUSION

Why this is a priority for Hume Hume City’s demographic profile shapes its approach to social inclusion. Since 2001 Hume City Council has had a commitment to social justice with a view to advance a fair and just society and to promote respect for every citizen, encourage community participation, strengthen community wellbeing and reduce causes of disadvantage. As Hume’s community is diverse in terms of culture, income and opportunity, a focussed effort is required to enable individuals and groups to have a fair go. Additionally, community life is strengthened by cohesion amongst people with such diverse experiences and opportunities. Strategic Objective To undertake initiatives which increase social, civic and economic participation by individuals and groups in Hume community life to support individual fulfilment whilst strengthening a culturally rich, cohesive and respectful community.

Strategies and Actions (2011/2012)

3.1.1 Enhance community life and social cohesion by promoting the diverse activities available in Hume to individuals, groups and organisations that offer opportunities to develop relationships and mutual respect. 2011/12 Actions:

Provide events and festivals that enhance community participation, enjoyment and sense of belonging, attract visitors to the city and raise awareness of Hume in the wider community. This includes:

o Implementing the Events Strategy. o Supporting NAIDOC Week, Harmony Day, International Women’s Day and Youth

Week events. o Community Greening Program and participation in Regional Tourism events.

Coordinate the Community Grants program, including implementing recommendations of the program review, to create equitable opportunities for community groups and organisations.

3.1.2 Partner with Federal and State Governments, non-government organisations

and community groups to strengthen the range of activities and facilities available to entice increasing numbers of people to participate with other community members. 2011/12 Actions:

Implementation of the Active Craigieburn Project Action Plan. Implementation of the Access For All Abilities Project Action Plan. Explore, assess and consider with funding and strategic partners, an Early Years Service

System for Aboriginal and Torres Strait Islander Communities living in the municipalities of Hume and Moreland.

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Implement Year 1 of the Supporting Parents Developing Children Project.

3.1.3 Identify individuals, families and communities within Hume that are less able to access existing activities and facilitate additional initiatives that are likely to increase opportunities for them to realise their potential through all stages of life. 2011/12 Actions:

Reduce barriers and increase participation for people with disabilities (including improved accessibility to Council facilities) across a range of diverse activities.

Continue to work cooperatively with other community and health providers to improve efficiency of service provision. Evidenced by:

o Evaluation of shared client arrangements o Regular multi-disciplinary case conferencing.

Implement, evaluate and provide key recommendations for the pilot Café meals project with project partners.

3.1.4 Provide high quality and responsive services to meet the needs of a growing

and changing community. 2011/12 Actions:

Implement Year 1 actions of the Youth Strategy 2011-14 including: o The use of online social media including Facebook and Twitter to improve Youth

engagement o Promotion of Youth Services activities o Promotion to external agencies the opportunity to provide services from Hume Youth

Centres. Undertake community consultation, evaluations, research and demographic analysis to inform

service planning, strategy developments and advocacy – ensuring Council services remain responsive to changing demographics of the community. This includes:

o Undertaking New Residents Survey and follow-up surveys o Analysis of 2011 Census Data o Analysis of SEIFA Index Data.

Implement actions from the Hume City Family and Children’s Plan including review of the Preschool Central Enrolment (CE) system to cover all preschool places.

Advance the development of the Broadmeadows Community Hub (BCH), implementing the 2011/12 Action Plan:

o Undertake transition planning to enable movement of community organisations from existing facilities to temporary accommodation and new leasing arrangements in the BCH or other accommodation

o Initiate the detailed design phase of the Broadmeadows hub, to enable construction to commence in 2011/12.

3.1.5 Seek funding opportunities to expand the range of available programs and

activities that promote respect, strengthen community wellbeing and reduce causes of disadvantage. 2011/12 Actions:

Undertake research, statistical analysis and data collection to support funding and grants applications for a range of programs and activities that promote respect and strengthen community wellbeing. This includes:

o Identifying and developing the socio-demographic evidence base for grant applications, as outlined in grant applications

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o Provide support and advice on evaluation strategies, when evaluations are required as part of a grant application.

Engage multicultural and faith leaders to strengthen networks that enhance communication and advocacy for culturally and linguistically diverse residents and community organisations.

3.1.6 Revitalise Broadmeadows Central Activities District by improving the amenity

of the public space and facilitating further public and private sector investment. 2011/12 Action:

Partner with the State Government to ensure that the renewal of Broadmeadows CAD contributes to building the social capacity of the local community and implement actions from the Broadmeadows CAD Action and Mobility Strategy.

3.1.7 Work with community leaders and their networks, community organisations

and the Social Justice and Safe City Taskforce to develop initiatives, programs and services that celebrate and promote the inclusion of diverse cultures, faiths and people of all abilities. 2011/12 Actions:

Report on and commence review of the Hume Social Justice Charter including: o Development and implementation of the Disability Action Plan o Development and implementation of the Reconciliation Action Plan.

Continue working with partners on existing projects that address disadvantage including Neighbourhood and Community Renewal, Communities for Children and Best Start.


Funding to improve the quality and availability of community infrastructure to support opportunities for community participation.

Funding for programs designed to open opportunities for individuals, groups and communities experiencing different types of isolation.

Relevant community services to have a presence in the municipality to enable individuals to develop the confidence and knowledge necessary to participate in community life and access services.

The establishment of secondary and tertiary Youth Support Services to respond to the needs of young people at risk.

Strategic Indicators Ninety percent of eligible clients for the Babies in Hume Program complete 80% of

the program each year.

Leisure centre attendances by concession members increase by 6% by 2013.

Fifty percent of bookings annually for meeting space at the Hume Global Learning Centre are made by social justice target groups identified in the Social Justice Charter.

Home and Community Care service uptake by Culturally and Linguistically Diverse, and Aboriginal and Torres Strait Islander communities is increased by 3% per annum.

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Services

• Community Development • Metro Access • Aged Services • Maternal and Child Health Services • Family and Children’s Services • Youth Services • Marketing and Communications • Learning Community • Central Activities District and Urban Design

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3.2 STRATEGIC OBJECTIVE: HEALTH, SAFETY AND WELLBEING

Why this a priority for Hume Health and safety was identified as the key priority in consultation with community during the review of Hume City Plan 2030. It is also known that physical and emotional health is fundamental, together with financial security, as key foundations for people to lead satisfying lives. Council has a key role through its planning, service delivery and advocacy functions to establish the social and physical infrastructure necessary for residents to build and sustain healthy lives. Strategic Objective To plan, provide and/or advocate for services that enable Hume residents of all ages to pursue a healthy and safe lifestyle that contributes to overall wellbeing.

Strategies and Actions (2011/2012) 3.2.1 Support and improve community health and safety through programs,

partnerships and services. 2011/12 Actions:

Implement the 2011/12 actions of the Community Safety Strategy 2009 -2013 including: - Community Safety Expo October in 2011 - Focus on the Prevention of Violence Against Women in Hume - Building the capacity of the community to respond to environmental risks in public

spaces, facilities and urban environment - Promote and support safe road behaviours to newly arrived refugees and the

Culturally and Linguistically Diverse Community.

Implement the Road Safety Plan –Year 3 Actions including: o TravelSmart Pedestrian Traffic Safety program at schools in conjunction with

Department of Transport o Continuing with the following safety programs: Fit To Drive; Looking After Our Mates;

Keys Please; Keeping Older Drivers Safe & Mobile; Motorcycle Safety; Pedestrian Safety at Schools and HOON hotline notification.

Implement the 2011/12 Actions of the Craigieburn Community Renewal Local Action Plan in partnership with the community including:

o Complete construction of the Sydney Road / Hamilton Street Gateway o Finalise planning for the Hume Men’s Shed (Craigieburn) o Commence the Safety House Program in Craigieburn.

Develop and implement the Domestic Animal Management Plan 2011-14. Evaluate Year 1 outcomes of the Healthy Hume funded project and the focus of actions for

Year 2 of the Project Plan.

3.2.2 Partner with State and Federal Governments and non-government

organisations to facilitate the location of generalist and specialist human and health services in Hume City. 2011/12 Action:

Provide social research and planning to support the development of business cases and funding applications to State and Federal Governments by Council and non-government organisations targeting Hume.

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3.2.3 Support the work of the Hume Social Justice and Safe City Taskforce in maintaining World Health Organisation International Safe Communities accreditation and address key social, health and safety issues. 2011/12 Action:

Prepare for international (WHO) Safe Communities Re-accreditation due in 2011. Successful re-accreditation based on:

o A 5 Year Progress Report to be prepared and presented to the Safe Communities Accrediting body

o A site visit by the Safe Communities Foundation to Hume City which may comprise International guests.

3.2.4 Facilitate equitable access for individuals, families and communities to human

services that are required for living healthy, independent lives. 2011/12 Actions:

Review current policies and procedures relating to access to Council services for people with additional needs in the context of the State and Federal Government legislation and policy guidelines.

Implement the Breast Feeding Strategy. 3.2.5 Facilitate integrated local planning of human and health services in

collaboration with the Hume Health and Community Services Alliance, other relevant agencies and State and Federal Government. 2011/12 Actions:

Support and improve community health and safety through the Municipal Public Health and Wellbeing Plan 2009–2013, including activities that target the socio-economically disadvantaged, Indigenous Australia, and the cultural and linguistically diverse community.

Implementation of the Human Services Planning Framework. 3.2.6 Ensure appropriate levels of service delivery in growth areas and established

areas in Hume. 2011/12 Action:

Continue to collect and monitor demographic and service usage data from a range of Federal, State and Council sources to support planning of appropriate levels of service delivery in both growth and established areas including:

o Data from ABS, Department of Health, DPCD and Department of Education and Workplace Relations

o Maintaining community social profiles and ID population forecasts. 3.2.7 Plan for the City’s future, including improvement in the safety of local and

arterial roads that facilitate walking and cycling. 2011/12 Action:

Deliver Walking and Cycling Strategy 2010-2015 Year 2 priorities including: o Completion of current provision and gap audits of the walking and cycling network o Implementation of Connecting Craigieburn and Sunbury Missing Links walking and

cycling pathways o Provision of signage and detailed walking and cycling maps of the City.

3.2.8 Increase the capacity of local service providers and community groups to

deliver diverse and innovative arts and cultural programs. 2011/12 Action:

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Develop an Arts Encouragement Program that enables artists and young people in Hume City to achieve excellence in their artistic endeavours.


Improved access to human and health services.

Initiatives to support improved safety outcomes for our community.

Infrastructure funding to support and establish suitable facilities to deliver integrated and accessible services to local communities.

Improved road safety on VicRoads infrastructure.

Strategic Indicators Achievement of an ‘exceeding good quality’ rating across all domains in all Council

operated childcare centres every year, as determined by the National Quality Accreditation Council.

Increased breast feeding rates for three month old babies by 3% by 2013.

The improvement of Health and Human Services Rating indexed mean score by 0.5 of a point per year, as measured by the Department of Planning and Community Development Local Government Community Satisfaction Survey.

A reduction in the number of fatal and casualty accidents on our roads, year on year from the previous year.

Services

• Aged Care and Health

• Maternal and Child Health Services

• Health Services

• Leisure Services

• Social Planning

• Community Safety and Development


• City Laws

• School Crossing Supervision Service.

• Public Works and Services

• Youth Services

• Research

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3.3 STRATEGIC OBJECTIVE: ARTS, LEISURE AND RECREATION

Why this is a priority for Hume Physical and emotional health is key foundations for individual wellbeing. In addition to the opportunities for individuals to improve their physical health through these programs, community networks developed through arts, leisure and recreation activities generate a sense of belonging for individuals as well as stronger communities more broadly. Strategic Objective To facilitate opportunities for Hume residents of all ages and abilities to lead an active life through participation in arts, leisure and recreation activities by facilitating and/or providing programs and support.

Strategies 3.3.1 Enable healthy, active and participative communities through the equitable

provision of recreational and leisure services suitable for people of all ages, cultures, abilities and gender by delivering a range of infrastructure and programs. 2011/12 Actions:

Adopt and commence implementation of the Hume City Leisure Strategy 2011-2015. Deliver the following major Capital Works:

o Complete the 2 court extension to Boardman Stadium, Sunbury o Complete the Broadmeadows Leisure Centre Redevelopment (Stage 1) o Complete construction of Stage 1 of Regional Soccer including upgrade of premier

pitch at John Ilhan Reserve o Complete conversion of 4 grass courts to plexicushion at Sunbury Lawn Tennis Club.

Develop and commence actions of the Skate and BMX Strategy including principles for the planning, development, management and maintenance of Skate and BMX facilities in Hume City.

3.3.2 Pursue partnerships with community groups, developers, the private sector

and State and Federal Government to provide arts, leisure and recreation opportunities. 2011/12 Action:

Coordinate the cross-agency planning of the following major regional facilities: o Finalise concept plans for Craigieburn Town Centre regional sports centre o Finalise design of Craigieburn Regional Tennis Centre o Concept plans for Premier Cricket and Soccer at PEET Land Development,

Greenvale Lakes. o Concept plans for Merri Creek Parkland development.

3.3.3 Facilitate arts and cultural activities in Hume that contribute to community

strengthening and inclusion. 2011/12 Action:

Complete a Community Art project at Craigieburn Child and Family Centre.

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3.3.4 Identification and development planning for regional and/or iconic parks.

2011/12 Action: Deliver the following open space actions:

o Finalise the design documentation and commence construction of Stage 1 of the Broadmeadows Town Park

o Upgrade of Bicentennial Park and The Nook in Sunbury o Complete Masterplans for Craigieburn Gardens, Johnstone Street Reserve, Jack

Roper Reserve, Greenvale Recreation Reserve and Spavin Lake. 3.3.5 Maximise the flexible use of open space to ensure optimum use and diversity

of activities for Hume residents. 2011/12 Actions:

Implement the Open Space Strategy including: o Review and amend the Municipal Strategic Statement and Local Planning Policies

specifically relating to the amount, distribution and size of open spaces o Revise the guidelines for planning, design and construction of open space in green

and brown field sites. o Review the New Subdivisions Open Space Transfer process.

Plan for open space and recreation facilities in growth and activity areas including: o Merrifield Park (Hume growth corridor) o Sunbury o Craigieburn (including Town Centre) o Broadmeadows CAD.

3.3.6 Optimise recreation opportunities by co-locating, where viable, sports facilities

with non-sporting family recreation places/spaces. 2011/12 Action:

Finalise and commence implementation of the Playspace Strategy to enhance opportunities for play and provide planning frameworks for the provision and development of playspace, facilities and infrastructure.

3.3.7 Increase the capacity of local service providers and community groups to

deliver diverse and innovative arts and cultural programs. See 3.3.3

3.3.8 Facilitate the development of facilities that enable arts practice and cultural activity. 2011/12 Action:

Present Part B of the findings of the Feasibility Study into the need for a Regional Performing Arts and Cultural Centre within Hume City.


Leisure and recreation funding opportunities that support the Leisure Strategy and Open Space Strategy and support the principles of co-location of services.

Performing arts and cultural programs funding and performances.

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Strategic Indicators Increased participation in leisure activities by 6% by 2013 though:

- Learn to swim enrolments; - Leisure Centre membership attendances; and - Casual swim attendances.

Numbers of people participating in recreation activities offered by Aged & Disability Services increases by 3% per annum.

Services

• Arts and Cultural Planning

• Leisure Services

• Parks and Open Space


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THEME 4: APPEARANCE OF THE CITY AND ENVIRONMENT

Hume City Council endeavours to enhance community pride by resourcing services to deliver a clean appearance of the City, with appropriately maintained infrastructure and a well preserved and protected natural environment.

4.1 STRATEGIC OBJECTIVE: APPEARANCE OF THE CITY

Why this is a priority for Hume A well maintained and presented City enhances community pride and improves community satisfaction.

Strategic Objective To undertake programs to enhance a sense of community pride and the cleanliness, maintenance and appearance of public and private land.

Strategies 4.1.1 Enhance the City’s amenity through the approval of well designed new

development. 2011/12 Actions:

Implement the City Amenity Strategy 2011/12 actions including: o Stage 3 of Pascoe Vale Road and other Gateway treatments o Report on the level of compliance and effectiveness of measures to encourage

construction of vehicle crossings with a permit. Identify and have adopted by Council, urban design principles and requirements to be

incorporated in the planning and development of Council’s activity centres (including Craigieburn Town Centre) and major infrastructure projects.

4.1.2 Design and develop infrastructure incorporating safe, innovative, attractive

and sustainable designs. 2011/12 Action:

Upgrade the leachate management system at the Bolinda Road former landfill site in Campbellfield and the Riddell Road landfill site in Sunbury.

4.1.3 Ensure the appearance of the City is maintained to a high standard through the

collection of litter along roads, reserves, parks and public open spaces. 2011/12 Action:

Implement the Litter Management Strategy Year 3 Actions: o Ongoing maintenance and surveillance at Olsen Place, Dallas and Sunbury

Shopping Centres o Implement Waste Collection Program Expansion o Conduct a review of three shopping centre precincts to assess adequacy of litter

collection, infrastructure and promote anti-litter behaviours.

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4.1.4 Provide high quality parks, open spaces and public places. 2011/12 Actions:

Plant in excess of 5,000 trees across the City and implement the Horticultural Refurbishment Program.

Continue to implement the Master Plan for the Bolinda Road former landfill site in Campbellfield including community consultation for the design and staged development of the public open space area.

4.1.5 Enhance community pride in the appearance of public and private land by

supporting and promoting opportunities to participate in waste and litter management, recycling, graffiti removal, sustainable land management, and sustainable water and greenhouse gas reduction initiatives. 2011/12 Action:

Implement the Graffiti Management Strategy including: o Identify high impact graffiti zones and assist in developing community mural projects o A small grants scheme for graffiti prevention.

Implement, monitor and review the Waste Management Strategy including:

o Updating waste collection service infrastructure in accordance with Australian Standards

o Improving service efficiency by reviewing current waste service provisions to multi unit developments, commercial and industrial properties

o Reducing waste to landfill by reviewing garbage bin sizes and organic material recovery

o Review differential pricing incentives for the provision of Council’s waste services based on the capacity of the garbage bin

o Review gate fee incentives that encourage waste diversion/recycling at Council’s waste disposal/resource recovery centres.

4.1.6 Adopt and implement a Public Art Strategy for the municipality.

2011/12 Action: Implement the Arts & Cultural Strategy including:

o Develop an Arts Encouragement program that enables artists and young people in Hume City to achieve excellence in their artistic endeavours

o Incorporate demonstration arts projects into key place-based initiatives, e.g. Activity Centres, Neighbourhood Renewal, Community Renewal and Growth Area Planning.

4.1.7 Educate the community on recycling and reducing the waste stream to landfill.

2011/12 Actions: Implement the Waste Wise Education Strategy including:

o Conduct kerbside recycling bin inspections to reduce contamination o Deliver to all households a comprehensive Waste Calendar/booklet outlining

Council’s waste services and benefits of recycling. o Increase community participation in waste management programs and initiatives o Increase recovery of materials from schools via recycling and composting.


State Government and utility providers to improve the amenity of their assets where appropriate.

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Strategic Indicators The Department of Planning and Community Development Local Government

Community Satisfaction Survey Appearance of Public Areas Rating indexed mean score improves by 0.8 of a point per year.

A 10% reduction in merit requests for dumped rubbish removal each year.

A 10% reduction in merit requests for graffiti removal each year.

Services


• Statutory Planning

• Central Activities District and Urban Design

• Infrastructure Planning


• City Laws

• Waste Management

• Technical Services

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4.2 STRATEGIC OBJECTIVE: ASSET MANAGEMENT Why this is a priority for Hume The delivery of proactive asset maintenance programs will prolong the life of Council’s infrastructure and provide a safe environment for the public. The provision of new community infrastructure will allow the delivery of services, particularly in growth areas. Strategic Objective To provide a network of sustainable infrastructure that services the community to prescribed levels. Strategies

4.2.1 Develop a Capital Works Program that is based on a proactive approach to the management of Council’s assets. 2011/12 Actions:

Prioritise and update the annual, 4 year, 10 year and beyond Capital Works Programs. Implement the Open Space Strategy capital works assessment criteria to deliver prioritised

open space renewal/upgrade/new works, consistent with Council’s Asset Management Policy. 4.2.2 Prepare asset management plans for all assets, using current asset condition

data as a basis for the plan. 2011/12 Actions:

Ensure Asset Management Plans are current for all Council assets. Extend the implementation and use of Asset Management GIS based systems across all

functions of Open Space Management. 4.2.3 Prepare the Capital Works Program for the medium, short and long term,

taking into account asset management plan recommendations and Council’s financial strategy. 2011/12 Action:

Review the processes for receipt, monitoring and tracking of developer contributions and liaise with developers to ensure the provision and timely delivery of community infrastructure contributions.

4.2.4 Maintain an inspection regime that allows City infrastructure to be constructed

and maintained for safe use by the public. 2011/12 Action:

Implement the annual scheduled property maintenance program. 4.2.5 Facilitate, manage and monitor the Capital Works Program and project designs

so that Capital Works are completed in a timely manner. 2011/12 Action: No annual action for this strategy (refer to Strategic Indicators).


Federal Government funding for community and civic infrastructure in conjunction with the National Growth Areas Alliance.

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Funding to support new communities in the growth areas through the Growth Areas Authority.

VicRoads and State Government funding for community and civic infrastructure.

Strategic Indicators A reduction in the gap between the current level of funding for asset

maintenance/replacement and the required level of funding with the assistance of the Municipal Association of Victoria Broadened Step Program.

Delivery of >90% of the annual Capital Works Program each year.

Services

• Infrastructure Planning

• Subdivisions

• Project and Contract Management



• Technical Services




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4.3 STRATEGIC OBJECTIVE: NATURAL ENVIRONMENT

Why this is a priority for Hume Hume City Council is committed to sustainable development and aims to be a leader in environmental sustainability. Land use change, the drought, water restrictions and climate change are just some of the challenges currently facing Hume. These challenges highlight the importance of planning for a sustainable future, provision of stewardship in regard to the management of our flora and fauna, and improving the efficiency of our assets and infrastructure. Strategic Objective To ensure the protection and enhancement of Hume’s biodiversity, natural values and ecological systems, and to reduce the environmental impact of the Hume community. This will be undertaken through the adoption of sustainable management practices, systems and infrastructure.

Strategies 4.3.1 Encourage the Hume community to increase their awareness of environmental

sustainability and take an active part in its implementation. 2011/12 Actions:

Implement the Pathways to Sustainability Framework, including: o Develop and implement a Community Climate Change Strategy o Implement the Live Green Strategy o Update and commence implementation of the Natural Heritage Strategy, Local

Water Action Plan and the Greenhouse Action Plan. Implement the Greening Program in conjunction with schools and community groups to

improve amenity of land and raise awareness of biodiversity values. 4.3.2 Preserve and enhance Hume’s biodiversity and natural environment, including

stewardship of significant flora. 2011/12 Actions:

Manage over 100 conservation sites across Hume and continue to protect areas of significant vegetation and Golden Sun Moth reserves throughout the Civil and landscape subdivision processes.

4.3.3 Ensure the Hume environment is sustainably managed for future generations.

2011/12 Action: Sustainably manage the Hume environment through:

o Investigating the feasibility of landfill gas harvesting at Riddell Road landfill, Sunbury o Identify and report on environmental performance alternatives for the Council Fleet.

4.3.4 Support and assist landowners in Hume to undertake sustainable land

management practices. 2011/12 Action:

Implement the Sustainable Land Management Strategy 2009-2013, including the review of: o Landholder incentive schemes o Sustainable Land Management Policy o Pest Animal Action Plan.

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4.3.5 Develop and implement sustainability policies and practices across the City to

actively reduce Hume’s environmental footprint. 2011/12 Actions:

Reduce potable water consumption across parks and recreation facilities, including investigation of further alternative water sources through:

o Preparing and implementing 2011/12 Water Management Action Plans for the Broadmeadows Leisure Centre and the Sunbury Aquatic and Leisure Centre

o Continued implementation of the Sportsground Warm Season Grass Conversion Program.

Undertake the bulk changeover of 8,000 80W mercury vapour street lights to new T5 lighting. Undertake Environmental Planning and Enforcement including:

o Assisting in the review of the Hume Planning Scheme o Assisting in the review and management of Planning Scheme Policy amendments o Continued implementation of subdivisional WSUD principles delivering sustainable

Civil and landscape infrastructure o Apply the Native Vegetation Framework in Precinct Structure Plan areas and

implement the Native Vegetation Offsets Policy.


Legislation and programs to adequately protect and enhance biodiversity.

Infrastructure that reduces the use of potable water supplies, including the provision of third pipe systems.

Greenhouse gas reductions and the use of renewable energy.

Environmental regulators to protect and be accountable to the community, including

advocating for the most appropriate outcomes for the Tullamarine Landfill that will deliver long term community and environmental benefits.


Reduction in greenhouse gas emissions by 10% by the end of 2013.

Reduction in potable water consumption by 5% by the end of 2013. Services

• Sustainable Environment




• Fleet Service

• Landfill and Waste Transfer Stations


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Strategic Resource Plan

2012–2015

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EXECUTIVE SUMMARY The Strategic Resource Plan (SRP) of Council provides an indication of the resources, both financial and non-financial, that will be applied for the four year period 2011/12 to 2014/15 to achieve the Strategic Objectives outlined in the Council Plan 2009-2013. The Council Plan is set within the context of the Hume City Plan 2030 and represents Council’s commitment to triple bottom line principles which, when achieved, will ensure social equity, economic prosperity and environmental sustainability. Over the next four years the main challenges facing Hume City Council are: • Playing a leading role in facilitating the delivery of the Hume City Plan 2030 actions; • Providing sufficient funds to upgrade and maintain a growing asset base; • Providing new infrastructure to meet the growth needs of the community; • Providing and advocating for services for a growing community; • Providing the mechanisms to foster lifelong learning in the community; and • Enhancing environmental outcomes for the community. The targets adopted to address the challenges are clearly outlined within the Council Plan 2009-2013 and the SRP 2012-2015 will be used as the guide to resource these actions to meet the objectives and challenges outlined above. A number of the initiatives outlined in the Council Plan and associated financial analysis will be subject to review once the Council Plan and budget processes and deliberations including consideration of submissions have been finalised.

By stating these initiatives Council will be able to meet the Strategic Objectives in the Council Plan and address required service deficiencies within its financial prudent framework.

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1. Preparation of the Strategic Resource Plan 2012-2015

The Strategic Resource Plan - its purposes The SRP is prescribed by Section 126 of the Local Government Act 1989 and is a four year plan. The Plan identifies and assesses the resources required, financial and non-financial, to accomplish the objectives and strategies adopted in the Council Plan 2009–2013 within the triple bottom line principles. Specifically these relate to: • continuing to manage Council’s financial resources in a prudent manner; and • providing equitable and appropriate community services and facilities and managing

them efficiently and effectively within the resources of Council.

Method of preparation Councillors, senior staff and managers were involved in researching and evaluating: • the Council’s current service and resource levels to determine the changes needed to

address the Strategic Objectives in the Council Plan; • the impact that assumptions about the economic and other factors may have on future

projections; • the targets to be met in addressing the Council Plan resource needs; and • the likely effectiveness of the SRP in achieving the Council’s Strategic Objectives. Four standard statements are used as the basis for providing and assessing relevant information. These are the Income Statement; Balance Sheet; Cash Flow Statement and the Capital Works Statement. These statements provide the financial data used to fund these initiatives (refer Appendices 1 to 4).

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Relationship between the Hume City Plan 2030 and Council Plan 2009-2013 incorporating the Strategic Resources Plan 2012-2015.

The SRP is: • guided by the Hume City Plan 2030; • an integral part of the Council Plan; and is • linked to other Council strategic documents including the Asset Strategy, Rating Strategy

and Debt Management Strategy. The following diagram illustrates the relationship between the Hume City Plan 2030 and Council’s planning process.

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Consistency with Local Government Act Principles: The financial framework established by Hume City Council ensures that Council adheres to the principles of sound financial management required by Section 136 of the Local Government Act 1989, in particular this relates to:

• ensuring sustainability of Council operations; • maintaining and improving solvency and liquidity; • management of risk relating to debt, assets, liabilities and entrepreneurial activities; and • ensuring that decisions made and actions taken, including rating and spending policies,

have due regard for the financial effects on future generations.

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2. Appraisal of Current Position The current strong financial position of Hume City Council allows Council to allocate appropriate funding to responsibly address the strategies in the Council Plan. This is particularly relevant with regards to debt levels, working capital position and the strong level of asset growth.

Council applies a range of indicators which measure the Council’s financial performance. These indicators are in place and measure Council’s commitment to provide adequate services and programs, and manage its financial position.

Current Indicators

• Rates

Council’s rate increase for 2011/12 is 6.2% comprising 4.95% for Council’s ongoing operations, 0.75% for the increase in the landfill levy payable to the Environment Protection Authority Victoria and 0.5% for a future call on the Defined Benefits Superannuation Fund. .

Council’s rate base has also grown through the increased development in the municipality with $1.9m raised in supplementary rates in 2010/11.

• Operating Position

Council has generated a recurrent operating surplus for the last four years and will continue to do so for the next four. It is imperative that, in the interests of achieving longer-term sustainability, the Council continues to budget for and achieve a surplus as a high priority.

• Working Capital

The ratio of current assets to current liabilities has been above 1.10:1 in the last four years. Working capital is forecast to decrease in the 2011/12 year due to a run down in cash reserves to fund the capital works program. The trend in latter years is to remain steady at an acceptable level.

• Debt Level

The debt commitment ratio of Council has decreased from 5.12% in 2009/10 to a forecast of 4.79% in 2010/11. This ratio is projected to decrease to 2.25% at the end of 2014/15.

• Roads Infrastructure Renewal

In accordance with a structured asset management plan, the asset renewal allocation for roads has increased in the last three years. The plan identifies a need to increase this expenditure in the future to ensure that assets remain in the condition required. Community surveys have identified sealed and unsealed road surfaces as major areas for improvement.

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3. Financial and Non-Financial Considerations within the Strategic Resource Plan

3.1 Financial Resources In order to determine the financial impact of the strategies contained within the Council Plan on Council’s financial position, the four standard statements as prescribed by the Local Government Act 1989, have been used to model the financial results over the four years of the SRP. Non-financial resources in the way of staff resourcing and other strategies have also been provided for within the Standard Statements (refer Appendices 1 to 9)

3.1.1 Standard Income Statement (Appendix 1) The Standard Income Statement sets out the revenue and associated expenditure that Council is expected to generate over the SRP period. The Statement provides details on the specific sources of both revenue and expenditure and uses the assumptions made in table 3.1.10 as the basis for predicting revenue and expense streams for the future. The key factor is that Council expects to continue to generate surpluses over the SRP period with a surplus in excess of $40m over the next four years. These surpluses are used to fund the substantial capital works program over the SRP period. 3.1.2 Standard Balance Sheet (Appendix 2) The Standard Balance Sheet provides details of Council’s assets, and liabilities so as to demonstrate the ratepayer’s equity in Council. Council has a substantial asset base and this will continue to grow over the SRP period. Ratepayer’s equity, which at 30 June 2011 is forecast to be $1,528m, is expected to grow to $1,899m in the review period. Key financial ratios over working capital and debt will be within the stringent targets set. 3.1.3 Standard Cash Flow Statement (Appendix 3) A strong operating result is able to generate funds to meet the capital requirements of a growing municipality. The Standard Cash Flow Statement identifies that over the four year period to 2014/15, over $216m in new capital works will be spent on projects throughout the municipality. In this time, Council’s cash balances will continue to support the challenges of providing the infrastructure requirements of the Hume community. 3.1.4 Standard Capital Works Statement (Appendix 4) This statement identifies the proposed level of capital works to be undertaken in the four year period. The program identifies the key priorities within each category and funds are assigned in accordance with the needs of the community and within the funds available for capital works expenditure.

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3.1.5 Analysis and Explanations (Appendix 5) This section identifies and explains the changes to the operating revenue and expenses and Council’s financial position. 3.1.6 Performance Indicators (Appendix 6) The performance indicators help Council to identify opportunities for improvement, to assist in determining whether Council has achieved its set targets and to assist in assessing financial sustainability. 3.1.7 Rating Strategy (Appendix 7) This section considers the Council’s rating strategy including strategy development, assumptions underlying the current year rate increase and rating structure. 3.1.8 Debt Management Strategy (Appendix 8) This section considers Council debt levels and debt covenant ratios. 3.1.9 Asset Management Strategy (Appendix 9) Council’s Asset Management Strategy provides the framework to guide the development of an integrated and comprehensive asset management model for Council. A structured set of actions has been identified consistent with Council’s Asset Management Policy. 3.1.10 Table Of Assumptions Used in Modelling Financial Results Council’s four year modelling has been based around the following factors (excluding growth). These assumptions are taken into account in providing the detailed modelling and financial impact as included in Appendices 1 - 4.

No Indicator Forecast 2011/12

%

Forecast 2012/13

%

Forecast 2013/14

%

Forecast 2014/15

%

Source

1 CPI 2.25 2.25 2.25 2.25 ABS 2. Employee Costs 3.75 3.5 3.5 3.5 EBA * 3. Contracts Materials 3 3 3 3 Contracts 4. Fees & Fines 3 3 3 3 Own 5. Grants & Subsidies 3 3 3 3 Own 6. Investment Return 5 5 5 5 Bank 7. Population Growth 2.5-3 2.5-3 2.5-3 2.5-3 Own * The implementation of the terms of the EBA will result in an increase of:

• 1 July 2011 - 3.75% or $41.25 (whichever is the greater amount); and • 1 July 2012 - 3.50% or $38.50 (whichever is the greater amount).

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4. Targets for the Strategic Resource Plan 2012-2015

4.1 Sensitivity Analysis The following targets have been selected following a sensitivity analysis of several significant inter-related factors, including: • rate increase levels; • expenditure requirements, both operating and capital; • appropriate debt levels; • the operating position; and • working capital.

4.2 Targets The targets in the SRP ensure the continued financial direction of Council and are fundamental to the successful achievement of the Council’s Strategic Objectives. These targets are: • Rating Levels

⇒ rates growth is expected to continue in the next 4 years as Council expects to experience continued population growth of around 2.5-3% per annum over the SRP period. The SRP is based upon a 6.2% increase in 2011/12 (including a 0.75% for the increase in the landfill levy payable to the Environment Protection Authority Victoria and 0.5% for a future call on the Defined Benefits Superannuation Fund) and then a further 5.3% increase per annum over the SRP period. Future increases in the landfill levy payable to the EPA are estimated at 0.3% subject to changes in legislation and confirmation of annual tonnages. These amounts will be reconfirmed on an annual basis when annual tonnages become known.

• Operating Service levels

⇒ maintain asset preservation expenditure in excess of $24m over the SRP period; ⇒ maintain the scope and standard of all other services; and ⇒ meet the requirements generated by a population growth of 2.5-3% per annum.

• Capital Works Program

⇒ allocate a minimum of $9m on annual expenditure for road works; and ⇒ provide for a minimum of $3.9m for footpath works each year of the SRP.

• Debt Levels / Borrowings

⇒ maintain debt levels and ratios at below established covenants.

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• Operating Performance

⇒ maintain a steady recurrent operating surplus over the next four years in excess of $40m; and

⇒ allocate approximately $87m of the funds generated over the next four years resulting from improved performance to asset renewal works.

• Cash / Liquidity

⇒ Working capital is forecast to decrease in the 2011/12 year due to a run down in cash reserves to fund the capital works program. The trend in latter years is to remain steady at an acceptable level.

• Service Reviews

⇒ Conduct regular reviews to improve performance and achieve savings in operational and management costs.

5. Evaluation of Strategic Resource Plan The SRP will meet the identified needs for improvement in infrastructure asset maintenance and renewal. The scope and standard of all services will be maintained and extended where necessary to cover growth needs.

To achieve these aims, the Council has proposed: • moderate rate increases within the community’s capacity to pay; • debt levels within the debt covenants; • an improved operating position; • maintain a strong liquidity position; and • prudent financial management. This approach is consistent with the principles of sound financial management as specified in Section 136 of the Local Government Act 1989. The Council’s financial sustainability will be enhanced by the implementation of this SRP.

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Appendix 1

Standard Income Statement For the years ending 30 June 2012 – 2015

2012 2013 2014 2015$’000 $’000 $’000 $’000

IncomeRates and charges 107,952 116,662 126,168 135,665Statutory fees and fines 6,798 7,024 7,113 7,282User fees 17,759 19,076 19,876 21,343Grants - recurrent 28,762 30,121 31,586 33,124Contributions - cash 5,379 2,472 2,624 2,782Other income 2,889 2,976 3,065 3,157Total income 169,539 178,331 190,432 203,353

ExpensesEmployee benefits 78,137 82,946 88,655 94,764Materials and services 44,727 48,503 50,937 53,751Grants, contributions and donations 3,504 3,609 3,717 3,829Depreciation and amortisation 23,891 27,038 28,851 31,587Finance costs 1,476 1,595 1,654 1,656Other expenses 3,144 3,307 3,480 3,664Total expenses 154,879 166,998 177,294 189,251

Underlying surplus 14,660 11,333 13,138 14,102

Net gain on disposal of property, plant, equipment and infrastructure - - - -Contributions - non-monetery assets 24,536 23,819 25,596 26,741Grants - non-recurrent 4,066 10,849 6,240 4,000Surplus for the year 43,262 46,001 44,974 44,843

Other comprehensive income Net asset revaluation increment 88,713 - 99,254 -Fair value adjustments for investment property 1,972 - 2,023 -Comprehensive result 133,947 46,001 146,251 44,843

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Appendix 2 Standard Balance Sheet As at 30 June 2012 to 2015

2012 2013 2014 2015$'000 $'000 $'000 $'000

Current assetsCash and cash equivalents 21,495 20,925 19,846 22,144Trade and other receivables 16,929 18,238 19,583 20,965Non-current assets classified as held for sale - - - -Other assets 1,456 1,500 1,545 1,591Total current assets 39,880 40,663 40,974 44,700

Non-current assetsTrade and other receivables 316 316 316 316Financial assets 250 250 250 250Property, plant, equipment and infrastructure 1,640,807 1,688,834 1,832,520 1,877,844Investment property 40,461 40,461 42,484 42,484Total non-current assets 1,681,834 1,729,861 1,875,570 1,920,894

Total assets 1,721,714 1,770,524 1,916,544 1,965,594

Current liabilitiesTrade and other payables 18,022 16,617 16,658 17,837Trust funds and deposits 342 342 342 342Provisions 15,392 16,263 17,194 18,189Interest-bearing loans and borrowings 1,581 1,800 1,593 1,672Total Current Liabilities 35,337 35,022 35,787 38,040

Non-current liabilitiesTrust funds and deposits 2,014 2,014 2,014 2,014Provisions 5,357 5,931 6,530 7,156Interest-bearing loans and borrowings 17,001 19,551 17,958 19,286Total Non-Current Liabilities 24,372 27,496 26,502 28,456

Total liabilities 59,709 62,518 62,289 66,496

Net assets 1,662,005 1,708,006 1,854,255 1,899,098

EquityAccumulated surplus 914,133 960,134 1,007,131 1,051,974Asset revaluation reserve 742,631 742,631 841,883 841,883Other reserves 5,241 5,241 5,241 5,241Total equity 1,662,005 1,708,006 1,854,255 1,899,098

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Appendix 3

Standard Cash Flow Statement For the years ending 30 June 2012 – 2015

2012 2013 2014 2015$’000 $’000 $’000 $’000

Inflows Inflows Inflows Inflows(Outflows) (Outflows) (Outflows) (Outflows)

Cash flows from operating activitiesRates and charges 107,952 116,662 126,168 135,665Grants - recurrent 28,762 30,121 31,586 33,124Grants - non-recurrent 4,066 10,849 6,240 4,000User fees 17,414 18,724 19,517 20,977Statutory fees and fines 6,572 6,791 6,873 7,034Interest 2,889 2,976 3,065 3,157Contributions 4,676 1,748 1,878 2,014Payments to employees (76,457) (81,370) (86,942) (92,915)Materials and services (45,097) (48,113) (50,695) (53,468)Grants, contributions and donations (3,504) (3,609) (3,717) (3,829)Other expenses (3,144) (3,307) (3,480) (3,664)Net cash provided by operating activities 44,129 51,472 50,493 52,095

Cash flows from investing activities

(62,088) (54,372) (49,118) (50,548)

859 955 800 800Net cash used in investing activities (61,229) (53,417) (48,318) (49,748)

Cash flows from financing activitiesFinance costs (1,276) (1,395) (1,454) (1,456)Repayment of interest-bearing loans and borrowings (3,773) (1,581) (1,800) (1,593)Proceeds from interest-bearing loans and borrowings 3,500 4,350 - 3,000Net cash (used in) flows from financing activities (1,549) 1,374 (3,254) (49)

Net increase (decrease) in cash and cash equivalents (18,649) (571) (1,079) 2,298

40,144 21,496 20,925 19,846Cash and cash equivalents at the end of the financial year 21,495 20,925 19,846 22,144

Proceeds from sales of property, plant, equipment and infrastructure

Cash and cash equivalents at the beginning of the financial year

Payments for property, plant, equipment and infrastructure

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Appendix 4 Standard Capital Works Statement For the years ending 30 June 2012 – 2015

2011/12 2012/13 2013/14 2014/15$’000 $’000 $’000 $’000

Capital works areasRoads and traffic - preservation 5,563 5,942 6,221 6,275Roads and traffic - new works 3,951 5,320 3,160 2,745Footpath infrastructure 3,929 4,363 4,465 4,335Drainage infrastructure 1,140 310 325 345Major leisure facilities 8,725 2,675 4,825 12,820Parks and reserves 7,259 14,825 19,694 4,235Community facilities 2,498 8,270 2,580 9,970Waste management 1,070 1,460 1,680 1,000Town activity centres 460 1,490 75 2,235Civic/corporate 10,367 7,547 5,462 7,010Works carried forward from prior year 20,005 - - -Total capital works 64,967 52,202 48,487 50,970

Represented by:New assets 38,980 31,321 29,092 30,582Asset renewal 25,987 20,881 19,395 20,388Total capital works 64,967 52,202 48,487 50,970

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Appendix 5 Analysis and Explanations Operating Revenue Rates Charges • Rates will increase in the first year by 6.2% (including a 0.75% for the increase in the

landfill levy payable to the Environment Protection Authority Victoria and 0.5% for a future call on the Defined Benefits Superannuation Fund) and by a further 5.3% for the following three years;

• Rates growth via supplementary valuations is expected to be at levels consistent with the current year;

• Hume City Council is one of the lower rating councils in the outer metropolitan group; and

• These increases are consistent with Council’s adopted rating strategy and are within the community’s capacity to pay (refer appendix 7 for Rating Strategy).

Grants – Operating Council expects to receive grant funding for the range of services provided. The level of the funding anticipated over the SRP period is consistent with current levels and based upon service requirements. User Fees and Charges Moderate increases in fees across the term of the SRP are forecast. Growth in fee income is anticipated to continue with the growing municipality and demand for Council services. Developer Contributed Assets Hume is a growing municipality and each year as development occurs infrastructure assets in the form of roads, drainage, footpaths, open spaces and other assets are contributed by developers to Council. These assets are then controlled by Council and form part of the overall assets used to service the community and the asset base to be maintained and depreciated by Council over their useful lives. Operating Expenses Employee Benefits Forecasts are based on Council’s estimated wage growth plus expected growth via award (banding) changes and possible additional staffing levels. Employee numbers will change in the review period via: • Growth in service delivery expectations; and • Growth in planning and development areas. Otherwise numbers employed, both full and part time are expected to remain the same.

TABLE A

Employee No. 2011/12 2012/13 2013/14 2014/15 EFT 935 949 963 977 Costs ($'000s) 78,137 82,946 88,655 94,764

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Materials and Services Moderate increases in costs across the term of the SRP are forecast, with the average payments expected to increase in line with CPI expectations. Growth in materials and services is anticipated to continue with the growing municipality and demand for Council services. Depreciation With an increasing asset base, the cost of depreciation is expected to increase over the life of the SRP. Finance Costs Council’s Interest-bearing loans and borrowings are budgeted to decrease in accordance with loan agreements. Council is budgeting to repay loan principal of $3.77 million in 2011/12. New borrowings projected in 2011/12 will be used to fund additional capital projects including the conversion of street lighting to T5 environmental lighting. Operating Result Operating Surplus Provision has been made to maintain the operating surplus above $40m. It is essential that, to achieve longer-term financial sustainability, Council generates funds to meet capital requirements. To sustain the financial framework established, recurrent income should exceed recurrent expenditure. This improving position will generate increased funding with these funds being allocated for capital renewal works. This will be assisted by savings made from the continuous improvement reviews of operations. Financial Position Working Capital Working capital is forecast to decrease in the 2011/12 year due to a run down in cash reserves to fund the capital works program. The trend in latter years is to remain steady at an acceptable level.

Fixed Assets Council’s property, infrastructure, plant and equipment is expected to increase over the SRP period with a substantial capital works program and developer contributed assets to be constructed and received. The analysis identifies that Fixed Assets will increase from their current levels of $1,525m in 2010/11 to a level of $1,920m by 2014/15.

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Borrowing / Debt Level The debt commitment ratio, which will be 4.79% in 2010/11, will decrease to 2.25% by 2014/15. All other financial ratios will also be well within the prudent financial management framework established by Council. Capital Works Roads and Infrastructure Asset Renewal Emphasis has been given to increasing asset renewal expenditure on Council roads to address the backlog of required works and thereby reduce future maintenance costs. The increased allocation provided in the SRP will reduce the renewal gap as expenditure increases.

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Appendix 6

Performance Indicators Purposes • Monitor performance and identify opportunities for improvement. • To assist in determining whether the Council has achieved the set targets. • To assist in assessing financial sustainability. Ratios/Indicators Council has selected a range of indicators/measures that are most relevant to its needs and

applies them to assess financial performance. These are provided below:

Indicator 2011/12 2012/13 2013/14 2014/15

Proposed Proposed Proposed Proposed

Rates Revenue per Assessment $1,639 $1,733 $1,873 $2,013

Rates Revenue/ Underlying Revenue 63.67% 65.42% 66.25% 66.71%

Debt Servicing/Total Revenue 0.64% 0.66% 0.65% 0.62%

Debt Commitment/Rate Revenue 4.68% 2.55% 2.58% 2.25%

Working Capital 1.13 1.16 1.15 1.18

Capital Program/ Rate Revenue 60.18% 44.75% 38.43% 37.57%

Underlying Surplus $14.66m $11.33m $13.14m $14.10m

Net Cash from Operations $44.13m $51.47m $50.49m $52.09m

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Appendix 7

Rating strategy This section considers the Council’s rating strategy including strategy development, assumptions underlying the current year rate increase and rating structure. Strategy development In developing the Strategic Resource Plan (referred to in Section 8), rates and charges were identified as an important source of revenue, accounting for approximately 50% of the total revenue received by Council annually. Planning for future rate increases has therefore been an important component of the Strategic Resource Planning process. Purpose The rating strategy focuses on the equity, efficiency and capacity to pay of ratepayers in accordance with Council’s triple bottom line principles and commitment to social justice. Determining the strategy The Council requires sufficient operating revenue to satisfy operating service needs. The most important sources of these funds are: • Rates; • Government grants; and • Fees and charges. All avenues have been pursued to obtain grant funds for prioritised works. Similarly, the Council has reviewed all fees and charges and considered the capacity of users to pay for services provided. Income from these sources is below 50% of the funds required to fund services to the community. The balance must be obtained from rate income. The rating system is based on property valuations, these being carried out at two year intervals. Rates are based on these valuations. Council has several means by which it can vary the amounts, which are levied, including: • A municipal rate; • A municipal charge; • Differential rates; • Service rates and charges; • Special rates and charges; • Vacant land; and • Rebates, waivers, deferments, concessions and exemptions. Several propositions were put through a rate modelling process to develop the most suitable rating system in 2004. This entailed the Council giving consideration to a number of factors, such as: • Equity of the system; • Efficiency of application; • Capacity to pay; and • The link between the rates levied and the benefit to be derived.

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Results of the Rating Analysis and Modelling revealed that: • Annual rates as a percentage of household income in Hume are 1.8% (the average of

other like Council’s is 2%); • In terms of “other like Council’s” Hume is considered to be mid-range with relation to the

rate burden on the community; • Within Hume, rates have the greatest impact on household income in Campbellfield /

Fawkner and the lowest impact in Mickleham / Yuroke / Kalkallo (although only 71 properties are rated in Kalkallo);

• The current rating methodology is easily understood and provides an equitable method of raising funds; and

• Differential rating for commercial / industrial properties needs to be considered in light of the revaluation process, tax deduction received and the impact that a differential rate may have on the ability to retain and attract such entities.

These key findings have assisted in putting together this rating strategy whilst also identifying a need to be more proactive in the rate collection process. This strategy sets out a comprehensive basis for rating strategies into the future and provides background information, current situation analysis and proposals in setting ‘rates’ over the next four years. The key components of the strategy include: • That Council retains the Capital Improved Valuation method for valuing land as it

represents the most easily understood, widely used and equitable method for rating purposes.

• That the level of the pensioner rebate is a State funding matter and any Council contribution further increases the impact of cost shifting. Nevertheless, this is an area for Council advocacy.

• That Council notes that as the revaluation process is based on a fixed two-year cycle set by Legislation, there are no other options available for this area.

• That no fixed charges be levied. • That Council does not pursue the introduction of an “Early payment incentive scheme”. • That Council reviews all non-rateable properties every two years, on revaluation, to

confirm their non-rateable status entitlement continues. Current year rate increase It is predicted that the 2011/12 operating position will be significantly impacted by wages growth as employee benefits account for approximately 50% of Council’s total expenditure. Furthermore, government funding and amounts available from operations towards capital works is less than the desired levels and therefore, unless it can be increased, it will be difficult to maintain a robust capital works program into the future. In order to achieve these objectives while maintaining service levels and a strong capital works program, general rates will increase by 6.2% in 2011/12 raising total rates of $107.95 million, including rates in lieu of $8.55 million and $1.6 million generated from supplementary rates. The following table sets out future proposed rate increases and total rates to be raised based on the forecast financial position of Council as at 30 June 2011.

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Year Rate Increase %

Total Rates Raised $’000

2010/11 6.78 99,974 2011/12 6.20 107,952 2012/13 5.30 * 116,662 2013/14 5.30 * 126,168 2014/15 5.30 * 135,665

* Future increases in the landfill levy payable to the EPA are estimated at 0.3% subject to changes in legislation and confirmation of annual tonnages. These amounts will be reconfirmed on an annual basis when annual tonnages become known. Summary In Council’s view, the proposed Rating Strategy puts due emphasis on equity and capacity to pay. The proposed increases of 6.2% for 2011/12 and 5.3% thereafter are relatively moderate but necessary to help meet the infrastructure demands of a growing community and enhance service provision across the municipality.

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Appendix 8 Debt Management Strategy Purpose A debt strategy was adopted by Council which sets out the fundamental debt covenants established.

• Any debt strategy should fit into the overall financial strategy of the Council. The key components that underpin a financial strategy should be based around sustainability, liquidity, solvency and prudent financial management. The optimal level of debt can be ascertained by private companies with reference to cost of equity, return on equity, etc. In local government it may be more about affordability to use of other funds.

• In terms of the level of debt, it should be based on what Council should deliver in relation to services and capital in the next four years and be based upon a set of key financial ratios that provide data on affordability, liquidity, solvency, etc.

Debt Covenant Council’s debt levels should not breach the following financial conditions: Condition Explanation

Debt commitment ratio That the debt commitment ratio should not be greater than 15%.

That up to a maximum of 15% of rates can be used to apply against the repayment of debt and interest.

Debt servicing ratio That the debt servicing ratio be maintained at a level below 3%.

Up to 3% of the total Council revenue can be used to repay interest.

The Standard Balance Sheet identifies Council’s current debt levels and those proposed during the SRP period. These debt levels are consistent with the strategy of ensuring Council’s debt covenants are not breached. The following table sets out the future level of debt based on the forecast financial position of Council as at 30 June 2011.

2010/11 2011/12 2012/13 2013/14 2014/15

Outstanding loan balances $18,855 m $18,582 m $21,351 m $19,551 m

$20,958 m

Debt commitment 4.79% 4.68% 2.55% 2.58% 2.25%Debt servicing 0.69% 0.64% 0.66% 0.65% 0.62%

Year New

Borrowings Principal

Paid Interest

Paid Balance 30 June

$’000 $’000 $’000 $’000 2010/11 - 3,437 1,348 18,855 2011/12 3,500 3,773 1,276 18,582 2012/13 4,350 1,581 1,395 21,351 2013/14 - 1,800 1,454 19,551 2014/15 3,000 1,593 1,456 20,958 * New borrowings projected in 2011/12 will be used to fund additional capital projects including the conversion of street lighting to T5 environmental lighting.

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Directions Taken This program shows that:

• The overall debt commitment ratio will be maintained within the set parameters; • The principal and interest repayments during the life of the SRP are included in the

operating position and cash levels; and • This approach contributes to achieving the commitments (Strategic Objectives) adopted

in the Council Plan.

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Appendix 9 Asset Management Strategy Purpose Council’s Asset Management Strategy (AMS) provides the framework to guide the development of an integrated and comprehensive asset management model for Council. A structured set of actions has been identified consistent with Council’s Asset Management Policy. The AMS describes the current status, vision and actions for improving asset management within Hume. It aims to assist Council to progress through the steps of developing meaningful asset management plans and establishing a framework for the ongoing enhancement of asset management plans to meet developing community needs. The strategy will facilitate decision making based on optimising the lifecycle costs of assets. The Asset Management Strategy is an overarching document developed with the objective of ensuring capital investment is used effectively and in the best interests of the community. The asset management planning predicts infrastructure consumption, renewal needs, impacts on annual operating budget requirements, and additional infrastructure requirements to meet future community service expectations. Strategy Development Council has developed an AMS, which sets out the capital expenditure requirements of the Council for the next ten years.

A key objective of this Strategy is to maintain or preserve Council’s existing assets at desired condition levels. If sufficient funds are not allocated to asset preservation, Council’s investment in those assets will reduce, together with the capacity to deliver services to the community. The Strategy has been developed through a rigorous process of evaluation incorporating: • A long-term capital planning process which integrates with and is reflected in the Council

Plan, Strategic Resource Plan and Annual Budget process • The listing of all known capital projects, prioritised using evaluation criteria • The adoption of a transparent process for evaluating and prioritising capital projects. The capital works planning process is undertaken annually, thereby ensuring that the current capital expenditure commitments made by the Council are consistent with the Strategy. Commentary Major works included in the program are: • Roads ($9.51 million) – including the construction of a duplicate lane along Grand

Boulevard from Royal Park Way to Explorers Place, a single carriageway in each direction on Aitken Boulevard from Candelbark Drive to Fairways Boulevard, reconstruction of a bridge at Settlement Road in Sunbury, upgrade to Moore Road in Sunbury and local road resurfacing throughout the City;

• Footpaths and Drainage Infrastructure ($5.07 million) – including footpath rehabilitation works and the upgrade of drainage infrastructure throughout parts of the City, the construction of a footpath on Somerton Road from the Hume Highway to the railway and the Connecting Craigieburn Walking and Cycling paths construction;

• Major Leisure Facilities ($8.73 million) – including the commencement of the redevelopment of the Broadmeadows Leisure Centre including a 50 metre pool and the commencement of construction works for a two court basketball stadium extension at Boardman Stadium in Sunbury;

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• Parks and Reserves ($7.26 million) – including the conversion of four tennis courts to

plexi-cushion at the Sunbury Lawn Tennis Club, construction of a soccer field at the Barrymore Rd Recreation Reserve, stage 1 implementation of the John Ilhan Memorial Reserve Master Plan, upgrading Anderson Reserve in Broadmeadows and the playground renewal program across the City;

• Community Facilities ($2.49 million) – including the upgrading of the Seabrook Reserve Pavilion in Broadmeadows, provision for the annual Greenhouse Action Plan program, commencement of the Southern Hume Community Centre and an extension to the Craigieburn Road early childhood centre;

• Waste Management ($1.07 million) – including new garbage, organic and recycling bins and rehabilitation works at Council’s landfill sites including implementation of the Bolinda Road Master Plan in Campbellfield;

• Town Activity Centres – ($0.46 million) – including bronze cricket statues in Sunbury, continued work on the Sunbury Town Centre redevelopment and Barry Road Shopping Centre improvements in Dallas; and

• Civic/Corporate – ($10.37 million) – including the continuation of the Craigieburn Library and Learning Centre, conversion of street lighting to T5 environmental lighting, information technology, library materials and the scheduled replacement of Council’s fleet.

Annual capital expenditure is projected to be a minimum of $45 million per annum and in each year the amount is above the depreciation figure, a favourable outcome. The capital works outlays will be met by: • Increases in cash from operations • Anticipated borrowings in 2011/12, 2012/13 and 2014/15 • Grants funding for applicable projects. The level of capital projected is sustainable into the future and will meet the requirements of a growing community. The capital works program is consistent with the provisions of this Strategy.

Documents

COUNCIL PLAN 2009-2013 - City of Hume€¦ · 5 OUR CITY Located in Melbourne’s northern growth corridor, Hume City’s population has increased significantly over the last twenty