Council plan final draft

City of Greater Bendigo Council Plan 2013-2017

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Acknowledgement of Country The Aboriginal people of the area encompassed by the City of Greater Bendigo are the Dja Dja

Wurrung, Taungurung and Ngurai-illam Wurrung language groups of the Central Kulin nation.

Council and staff of the City of Greater Bendigo Council pay their respects to the Traditional Owners

and Elders, who continuously retain their spiritual and custodial connection to their country.

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Executive Summary

Each Council Plan commences a new chapter in the book that is ‘Greater Bendigo’. Just as in a book

there is continuity with a past and a clear link to the future and the next chapter. This chapter of the

Greater Bendigo story promises to provide many opportunities and challenges for our community.

Bendigo is the major regional centre for north central Victoria and the third largest urban area in

Victoria. It is a vibrant and culturally enriched city renowned for the lifestyle and opportunities it

provides for residents and visitors.

Greater Bendigo has a population forecasted to be 109,199 in 2013. Our continued rapid population

growth, that is expected to increase our population by more than 36,000 in the next 20 years,

provides both challenges and opportunities for the City of Greater Bendigo. Opportunities because

the increasing population is evidence of confidence in the bright future of our Greater Bendigo, it

means more services will be provided to meet the population growth, more employment happens as

many jobs are now about supplying services to people, and the Municipality can sustain more

diverse facilities and services.; challenges because such a large and rapid population increase places

consequent demands on future planning and infrastructure development and maintenance

appropriate to meet the needs of the residents and workforce. The changing face of the City will, in

itself be a challenge that people who have lived here a long time will need to adjust to. Some things

cannot remain the same but refusing to adapt to the increasing population is not an option either.

These significant changes are an important reason that the City of Greater Bendigo commissions a

wide range of research and other professional advice to enable Councillors and staff to make well-

informed, economically sound and sustainable decisions for the future. . In the period ahead, Council

is supporting significant future planning, especially with reference to residential and transport

infrastructure and learning and employment opportunities. A wide range of information and data

are being used to inform these major decisions that will affect the nature of our city. Council has

made a commitment to conduct diverse and broad community consultation at all stages in the

development of new strategies to add to the body of advice.

The long term view taken by this Council, and set out in this Council Plan, has two main themes: the

first is a strong undertaking to complete detailed planning in important areas including transport,

residential and economic development in preparation for the continued increase in population. The

second theme is the need for consolidation and concentration on asset maintenance, following a

period where there have been a number of major new initiatives. A priority on completion of

previously agreed priorities and maintenance if existing, essential infrastructure is paramount in the

next period.

Council has also made a strong commitment to ongoing resource efficiency, especially in areas such

as water, waste and energy. The region must cope with and adapt to changing weather patterns. A

secure water-supply for an increased population is important, as is waste reduction and efficient

waste management. Agricultural areas will be further challenged by dryness and increasing

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temperatures. Many people in our community expect the Council to be leaders in role-modelling

practices that reduce our use of resources of all kinds.

The Council Plan enables directors and managers to plan staffing budgets and staff workloads. It is

the basis of major periodic reporting to Council and the community. Council recognises it has a

responsibility to keep community members informed about its intentions and activities. The Council

Plan is explicit in outlining the planned community engagement activities in the future and it

expresses the benchmarks that have been agreed as indicators of these objectives having been met.

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Introduction

Council Vision

Our residents can live healthy and satisfying lives in our vibrant City and region,

confident in its growth and future.

This Council Plan outlines how the Greater Bendigo Vision for the future will be achieved through

the delivery of strategies, projects and services in the period 2013-2017.

Council Purpose and Values Councillors have made a commitment in their Code of Conduct to working and leading together in:

Making informed, balanced and objective decisions

Acting honestly

Taking responsible financial decisions

Ensuring good governance

Being inclusive in their activities and sharing information with others;

Learning from each other

Respecting each other’s undertakings

Being respectful in their interactions with others

Communicating clearly about decisions that have been made

Fulfilling their undertakings and being clear when this is not possible

Working positively with the media to ensure community members are provided with

accurate information

Staff Organisational Values

Our core values are aspiring to quality and achievement in everything we do by:

Embracing challenges

Encouraging and respecting each other

Nurturing creativity and diversity to make a difference in our community

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About Greater Bendigo

The City of Bendigo is located in the geographic centre of Victoria; about 90 minutes’ drive north of

Melbourne. Greater Bendigo has a population of over 104,000 and covers almost 3,000 square

kilometres of the central Victorian landscape, including smaller towns and villages such as

Heathcote, Axedale, Huntly, Marong, Elmore, Goornong, Neilborough, Sebastian, Woodvale,

Raywood, Mia Mia and Redesdale.

The Aboriginal people of the area are the Dja Dja Wurrung, Taungurung and Gurai-illam Wurrung

language groups of the Central Kulin nation. Traditional Owners and Elders continuously retain their

spiritual and custodial connection to their country.

Nationally, most regional cities are experiencing rapid growth. There are many advantages in terms

of employment cost of living and quality of life that attract people to settle in these centres. In

responding to this trend the state government has provided some significant support to assist with

the development of infrastructure through the Regional Cities Victoria initiative. The City of Greater

Bendigo is recognised widely as a thriving centre of growing sophistication and importance as a

destination to settle, visit or conduct a business or industry, all reflecting the strength of Bendigo’s

economy - diversity

Greater Bendigo is experiencing growth at a rate faster than the state average, and this rate of

growth is expected to continue. The ageing population and the implications of this have been widely

anticipated across many local government settings, but unlike many other locations, Greater

Bendigo is also experiencing a population ‘hump’ in the larger than expected proportion of the

population who are young adults. This is a fortunate situation for the future in that the anticipated

population growth will be likely to ensure its economic growth, sustainability and vibrancy as a

regional centre into the future.

Greater Bendigo has a diverse and progressive manufacturing industry base and this has ensured its

resilience in recent times of economic challenge. But a great deal of advocacy is being undertaken to

ensure Greater Bendigo is best placed to take advantage of new developments and funding

opportunities to ensure the vitality and sustainability of the whole municipality. This work will

continue to be an important role for Councillors and senior staff members. Greater Bendigo

Councillors and staff also plays a central role in advocacy for future developments across the

Loddon-Mallee region. The revised Regional Strategic Plan provides strong guidance for the all the

councils

Greater Bendigo enjoys close proximity to the surrounding Box Ironbark forests of central Victoria.

The Box Ironbark forest on public and private land continues to make a significant contribution to

the natural heritage of Greater Bendigo. In parallel to the challenges being experience by many

growing urban centres, there is a tension between the need to plan for population growth and also

to preserve this unique asset. Bendigo city’s location as a ‘city in a forest’ is a major consideration in

planning for the future, both in terms of the need to protect this unique asset, but also with regards

emergency preparedness in managing and mitigating bushfire hazard to residents and planning

future emergency responses, where needed. Detailed planning is essential to ensure the best

balance is achieved.

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The areas’ rich and diverse heritage is evident in the architecture of the city and many of the small

towns of the municipality. This in turn provides a uniqueness which draws an increasing number of

visitors to the area from Victoria, Australia and overseas.

A number of significant initiatives have been endorsed by Council in recent years, including

redevelopment of the library and provision of a multi-storey car-park, extension of the Bendigo Art

Gallery, and provision of and re-development of a number of sports grounds and facilities. These,

along with other major projects that are under way or in the planning stages including the

Community Theatre complex and development of the aquatic facility at Kangaroo Flat, will provide

the facilities required for a growing, sophisticated city and region.

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Councillors

Whipstick Ward

Localities include: Ascot, Avonmore, Bagshot, Bagshot North, Barnadown, Bendigo, California Gully,

Drummartin, Eaglehawk, Eaglehawk North, East Bendigo, Elmore, Epsom, Fosterville, Goornong, Hunter, Huntly,

North Ironbark, Jackass Flat, Kamarooka, Long Gully, Neilborough, North Bendigo, Raywood, Sebastian,

Wellsford, Whipstick, White Hills, Woodvale.

Cr Lisa Ruffell -Mayor 2012-2013

5434 6206 0429 946 171 [email protected]

Cr Peter Cox

5434 6189 0427 318 490 [email protected]

Cr James Williams

5434 6208 0427 211 677 [email protected]

Eppalock Ward

Localities include: Argyle, Axe Creek, Axedale, Bendigo, Costerfield, Derrinal, East Bendigo, Emu

Creek, Eppalock, Flora Hill, Heathcote, Junortoun, Kennington, Kimbolton, Knowsley, Ladys Pass,

Longlea, Lyal, Mia Mia, Mount Camel, Myrtle Creek, Redcastle, Redesdale,Strathdale,

Strathfieldsaye, Tooleen.

Cr Rod Campbell

5434 6203 0427 514 429 [email protected]

Cr Mark Weragoda

5434 6192 0400 363 586 [email protected]

mailto:[email protected]





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Cr Helen Leach

5434 6190 0419 549 574 [email protected]

Lockwood Ward

Localities include: Big Hill, Golden Gully, Golden Square, Harcourt North, Kangaroo Flat, Leichardt, Lockwood,

Lockwood South, Maiden Gully, Mandurang, Mandurang South, Marong, Myers Flat, Quarry Hill, Ravenswood,

Sailors Gully, Sedgwick, Shelbourne, Spring Gully, West Bendigo, Wilsons Hill.

Cr Rod Fyffe

5443 7673 0419 874 015 [email protected]

Cr Barry Lyons

5434 6215 0429 292 084 [email protected]

Cr Elise Chapman

5434 6193 0418 330 289 [email protected]

Senior Leadership Team

Craig Niemann

Chief Executive Officer

Bachelor of Business (Local Govt), Master of Business Administration.

Craig joined the City of Greater Bendigo in October 2005 when he was appointed as Director of

Organisation Support. He was appointed Chief Executive Officer in December 2007.

Stan Liacos

Director City Futures

Bachelor of Applied Science (Planning), Graduate Diploma of Business Management,

Master of Marketing

Stan joined the City of Greater Bendigo in January 2006. He has a background in local government

both locally and internationally.

Marg Allan

Director Organisation Support

Bachelor of Business (Local Govt), Graduate Diploma of Public Policy, Master of Public

Policy and Governance.

Marg Allan has extensive experience in Local Government including governance practices,

organisation development, financial management and strategic planning.

Darren Fuzzard

Director Presentation and Assets

Bachelor of Engineering (Civil Engineering), Graduate Diploma of Management

Darren was appointed as Director Presentation and Assets in January 2011 following almost five

years as Director-Operations at the Loddon Shire Council.





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Prue Mansfield

Director Planning and Development

Diploma of Occupational Therapy, Graduate Diploma of Organisation Behaviour.

Prue has extensive executive experience in social planning, economic development and land use

planning at both the local and regional level.

Pauline Gordon

Director Community Wellbeing

Associate Diploma in Applied Social Science, Diploma Company Directors

Pauline has held the roles of Director Community Services (Programs) and Regional Manager

Creative Communities.

The Purpose of the Council Plan The Council Plan one of the most important documents the Council produces. It both takes advice

from the community about their priorities and expectations and provides information back to the

community about the major direction the Councillors have chosen to take in the next four years.

By law, each Council must prepare a Council Plan at the commencement of its term and review the

plan at least annually. The Council Plan sets out the long term view of where the Council wants to be

during its term, the Vision, and a number of Values which will underpin all the things it does.

The main document outlines the philosophy and key directions and strategic objectives that have

been chosen by Council to provide guidance for the four-year period 2013-2017.

The 2013-2014 action plan sets out what new priorities and actions that have been agreed upon . A

new action plan will be prepared each year but the strategic objectives will remain constant.

The role of Council

Each Council term does not and cannot commence with a ‘blank slate’. A range of information is

used to assist with planning and decision-making about what new and continuing activities are

important and what can be accommodated in the available budget.

This advice to Council comes from four sources:

1. Federal and State data and related priorities

2. Current and previous Council priorities and decisions including adopted plans and strategies

3. Local evidence and community engagement feedback

4. Professional advice from Council staff.

Developing a new Council Plan is a big task, which is iterative in nature. Each potential decision must

be considered with reference to the agreed priorities and directions and budget availability.

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Community input into the Council Plan

Community engagement is ‘… any process that involves the community in problem-solving or

decision-making. Community engagement uses community input to make better decisions.’

Community engagement is playing an increasingly important part in the development of a range of

new City of Greater Bendigo strategies and plans, including this new Council Plan for 2013-2017.

In this Plan, community information has informed decision-making about the key directions, or

strategic objectives and the actions that have been prioritised for the first year.

Community engagement results that have contributed to the Council Plan take many forms, and

included:

To provide broad input

The Bendigo-Loddon Regional strategic Plan (Southern Region)

The Greater Bendigo 2036 Community Plan

The Community Plans developed by 11 small towns and 6 neighbourhoods across Greater

Bendigo

Results from the Youth survey 2012.

Results from the 2011 Bendigo Wellbeing Survey.

Results from the 2011-12 Aged and Disability Review.

2012 Statewide Local Government Community Satisfaction Survey, benchmarked against

other Councils. 400 people were interviewed

2011-Community discussion and formal submissions on the draft Council Plan - as part of the

annual review of actions in the current Council Plan

Customer request analysis: more than 30,000 requests annually

To provide input into the Council Plan Specifically

Reflective feedback from Councillors at the end of the previous term and a series of planning

sessions and a workshop with the Councillors were conducted specifically to develop the 1st

draft Two specially convened Community Workshops

Invitations to take part in discussions in newspapers, on Web, twitter and Facebook to

contribute ideas.

To get comments on first draft Council Plan

Community consultations and opportunities at 'Shopfront' for both Council Plan and the

updated Municipal Public Health and Well Being Plan (throughout February)

Newspaper page (last Tuesday of each month)

Website, with questions to respond to Facebook and Twitter (interactive with specific

questions posed)

Councillors’ Listening Posts

Discussion at advisory committees happening in timeframe

To get comments on the final draft Council Plan

The draft was available for formal submissions from the public for 28 days during April 2013.

Submitters were invited to make a verbal presentation.

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The following diagram illustrates the relationship between the Council Plan and other major City of

Greater Bendigo documents and the role of community engagement strategies in informing the

development of these documents.

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Integrated Corporate Planning Framework

Strategies

Note: lighter shades are for "internal only" documents

Council's Planning and Reporting framework is underpinned by

Federal, State and Regional Strategic Plans, Policies and Legislation

Community Plans

- Greater Bendigo 2036

- Small Town and

Neighbourhood Plans

Council Plan

Annual Actions

Community

Engagement

Framework

1. Deliberate

Consultation Activities

2. Communications and

Media

3. Customer Service

Requests

4. Small Towns

5. Individual Contacts

with Staff/Councillors

Council Plan

COGB Strategies

and Plans

Individual Work

Plans

Service Plans

Long Term

Financial and

Workforce Plan

(Strategic Resource

Plan)

Council Budget

including Annual

Capital Expenditure

Unit Budget

Annual Report to

the Community

Report to

Councillors on

progress against

Annual Actions and

Budget

Progress report to

Director

Progress report to

Supervisor

City of Greater Bendigo

Corporate Planning and Reporting Framework

Report to

councillors on

achievements in

strategies

ENGAGEMENTACTION

PLANNING

RESOURCE

PLANNINGREPORTING

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Theme 1: Planning for Growth

During this term Council has made a strong commitment to significant planning work to develop

detailed and long term plans around integrated transport and future residential needs.

This enables Greater Bendigo to plan for the future and present compelling arguments to the State

and Federal Governments for funding to deliver on the plans, especially major infrastructure items.

The completion of a number of major projects, identified in previous planning work, is also a high

priority.

These strategies ensure Greater Bendigo adapts to the needs of a growing and increasingly diverse

population smoothly and positively.

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Challenges and Opportunities

Greater Bendigo is the largest Council in the Loddon Mallee, and Bendigo’s role as the

regional capital is likely to increase.

We expect a significant and rapid increase in population; this will provide both opportunities

and challenges.

We are challenged to ensure sufficient growth in housing availability, education and

employment opportunities while retaining our liveability and attraction for people of age

groups.

A significant amount of public investment guided by the Bendigo CBD Plan, has ensured the

vibrancy and attraction of the city to businesses, residents and visitors.

Lobbying and advocacy will remain important to ensure we retain our regional

competitiveness and take advantage of opportunities for future development and

sustainability of the region.

Future planning and investment in major transformative projects which will serve the entire

region as it grows and changes is essential.

Prudent financial management is critical to the long term viability and sustainability of the

City.

Financial responsibility is heightened within the current federal and state government policy

environment where costs are passed on to local government in the forms of reduced grants

and/or cost-shifting.

There are competing demands in community priorities and internal funding decisions in the

desires to plan for growth, maintain the existing infrastructure to safe and acceptable

standards and meet increasing.

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Strategic Objectives 2013-2014 Actions Responsibility

1.1Our City undertakes successful lobbying and maintains its excellent reputation.

1.1.1 Maintain strong and positive relationships with State and Federal Government politicians and departments.


1.1.2 Lobby political leaders to secure external funding for key priority projects and services, especially in the lead up to the Federal and State Government elections.


1.1.3 Enhance the reputation and profile of Greater Bendigo and the region through effective promotion.


1.2 Significant projects that will transform the City over time are completed as planned.

1.2.1 Complete the Art Gallery extension project and launch the new exhibition spaces.


1.2.2 Re-open the Bendigo Library redevelopment as an integrated community facility.

Director Organisational Support

1.2.3 Continue development of the Community Theatre project by working with DEECD and BSSC to achieve a mutually agreed name, construction program and budget that encompasses streetscape / public realm design and documentation.


1.2.4 Continue planning for the Kangaroo Flat Aquatic Centre by completing schematic design and documentation and lodge planning permit and funding submissions.


1.2.5 Complete the Hospital Precinct Structure Plan and commence implementation.

Director Planning &Development

1.2.6 Work collaboratively with the Victorian Government to establish a Steering Group of development partners to help leverage maximum economic and social benefits arising from the transitional new hospital development project.


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1.2.7 Continue planning for Bendigo Airport redevelopment (airport and business park) by finalising the Planning Scheme Amendment and lodging funding submissions.


1.2.8 Continue implementation of Bendigo Botanical Gardens Masterplan including further upgrade of the heritage gardens, commencing development of the contemporary gardens and upgrading the play space.

Director Presentation and Assets

1.2.9 Progress implementation of the Canterbury Gardens Masterplan through

construction of Central Activity Area.

Director Presentation & Assets

1.2.10 Progress the Marong Business Park by lodging the Planning Scheme Amendment documentation.


1.2.11 Progress the Marong Business Park Planning Scheme Amendment through exhibition.

Director Planning & Development

1.3 Our quality of life is maintained as our City's population and economy grows.

1.3.1 Complete the Residential Development Strategy Review, encompassing the urban growth boundary, new growth areas, housing diversity and medium density infill residential options.

Director Planning & Development

1.3.2 Collect, understand and communicate a range of current population information to inform the development of strategies that improve the quality of life of residents, including completing the 2nd Community Wellbeing Survey.

Manager Strategy

1.3.3 Lobby Federal and State Government for funding to ensure access to 15 hours per week of pre-school.


1.3.4 Lobby Federal and State Government for required infrastructure to be in place as our community grows.


1.4 Our communities have the space and facilities they need for future growth.

1.4.1 Contribute to the Regional Growth Plan & Regional City Strategy being led by Regional Development Victoria.


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1.4.2 Implement the Eaglehawk Structure Plan Planning Scheme Amendment.

Manager Strategy

1.4.3 Implement the Bendigo Landscape Project - Big Hill & Mandurang Valley Significant Landscape Overlay Planning Scheme Amendment.

Manager Strategy

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Theme 2: Liveability

When people in Bendigo describe it as being very liveable, they use phrases such as it is easy to get

around, it is safe, it is affordable, and there is good access to health and education, and services for

people who need help. There are choices in activities, education, housing and entertainment. And

people still say ‘Hello’ in the street.

These are important features of the community to strengthen as Greater Bendigo grows and

changes.


Community members’ increasing expectations and social values about what Council services

may be provided, especially in the areas of social support services.

Council is reviewing its role in direct service provision in a number of areas including

children’s services and aged care.

We have a higher than average proportion of young families, and an increasing number of

older residents.

Access to high speed internet services is as much a business necessity as it is a social asset.

Fair access to services is a guiding principle.

Supporting community members’ opportunities for connecting and celebrating diversity is

fundamental to community wellbeing.

Council has a role in strategies that will improve the health and wellbeing of our population

over time. We use a range of validated evidence to inform decision-making.


2.1 People feel connected to their community

2.1.1 Complete the review of Community Plans for Redesdale, Raywood, Axedale and Marong.

Manager Strategy

2.1.2 Support community events in public spaces and parks, including specific actions to include isolated rural residents and Aboriginal and culturally diverse community members in local activities.

Manager Community Partnerships

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2.1.3 Encourage and acknowledge volunteers by working with the Volunteer Resource Centre and community committees to promote, recruit, build capacity and celebrate the achievements of volunteers and committees.


2.1.4 Develop a program for Council's consideration that supports residents who wish to green their streets.

Manager Parks & Natural Reserves

2.1.5 Lobby Federal / State Government for funding to enable people with a disability and residents in outlying districts to access suitable transport options and/or services.


2.2 Our communities have active and vibrant places in which to meet.

2.2.1 Investigate the implications of changing retail patterns and possible Council actions in response.

Manager Economic Development

2.2.2 Improve the vitality of the Hargreaves Mall and other activity centres by the Hargreaves Mall Activation Program and other events.

Manager Customer Support

2.2.3 Work in partnership with our small towns and districts to upgrade services and facilities, in line with priorities in Small Town Plans, and to identify the conditions and changes necessary for the small towns to sustain and grow.


2.3 Open space and recreation facilities are well designed, extensively used and well maintained.

2.3.1 Update the Aquatic Strategy 2009, including pool management models.

Manager Active &Healthy Communities

2.3.2 Undertake agreed open space improvements including Queen Elizabeth Oval and Epsom/Huntly Recreation Reserve.

Manager Active &Healthy Communities

2.3.3 Complete the Rosalind Park Masterplan.

Manager Strategy

2.3.4 Continue to support major recreational organisations to increase their financial independence.


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2.3.5 Complete construction of the splash park at Long Gully.

Manager Active & Healthy Communities

2.3.6 Continue implementation of Play Space Strategy including works at Strathfieldsaye Recreation Reserve (district), Peppercorn Reserve White Hills (local) and McIvor Forest Reserve Junortoun (local).

Manager Engineering & Public Space

2.3.7 Complete detailed design and documentation for Barrack Reserve.


2.3.8 Develop a pro-active Tree Management and Maintenance Contract for trees managed by the City.

Manager Parks & Natural Reserves

2.4 More people are confident to walk and cycle more often.

2.4.1 Continue to progress cycle and walking path links and footpaths to commercial centres, recreation facilities and schools.


2.4.2 Maintain investment in improving universal access for everyone to buildings, paths and crossings.


2.4.3 Continue the extension of the O'Keefe Rail Trail to Heathcote.


2.5 Our community's health and wellbeing improves over time.

2.5.1 Implement the agreed priorities of the Health and Wellbeing Plan, including supporting the Mental Health project in partnership with La Trobe University.


2.5.2 Update the Active and Healthy Communities Framework to determine future community priorities.


2.5.3 Continue to implement and evaluate the "Healthy Together" program.


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2.5.4 Update the Domestic Animal Management Plan for 2012-2016 and implement agreed priorities.

Manager Parking & Animal Control

2.5.5 Implement the Violence Prevention, Bendigo Safe Communities and Community Access and Inclusion Plans.


2.5.6 Build community safety through environmental health, building and animal services, promotions and programs.

Manager Environmental Health & Local Laws

2.6 Services and programs support all people to live in our community.

2.6.1 Implement the agreed outcomes of the review into Council's role in childcare and preschool support.

Manager Community Services

2.6.2 Implement 3 agreed priority initiatives from the Youth Strategy.


2.6.3 Implement the agreed recommendations of the Aged & Disability Services Review.


2.6.4 Review the City's role in delivery of Early Years Services, including Maternal & Child Health and immunisation.


2.6.5 Work with other agencies to investigate emergency and social housing models to improve the emergency housing stock in Greater Bendigo, focussing on Dower Park and Heathcote.


2.7 Greater Bendigo is known for its vibrant and diverse arts and culture scene.

2.7.1Continue to develop the reputation of the Bendigo Art Gallery as a national leader in contemporary art and exhibitions.

Director Bendigo Art Gallery

2.7.2 Develop and commence implementation of the Festive Season Strategy.


2.7.3 Support "Mic Up Productions" to deliver accessible and inclusive alcohol, drug and smoke free events for young people.


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2.7.4 Celebrate community diversity by creating and promoting opportunities for participation in diverse arts and cultural activities across the municipality.


2.7.5 Continue to deliver quality performing arts programming and activities to the central Victorian region.

Manager, The Capital

2.7.6 Conserve, interpret and increase activity and use of important Bendigo venues, including the Bendigo Town Hall and The Capital.

Manager, The Capital

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Theme 3: Productivity

Productivity is about encouraging innovation and diversity in education, commerce and industry. It is

about responding to new economic opportunities, including making sure our local workforce is

appropriately skilled. It involves creating the opportunity for all people to be actively employed. It is

establishing the environment for investment, and making sure the infrastructure is in place to

support economic activity.


The diversity of our economy and manufacturing sectors are major factors in our economic

sustainability.

Supporting businesses which attract visitors, residents and workers continues to be a high

priority.

The expected advantages brought about by NBN access in Greater Bendigo will facilitate

further expansion of knowledge-based employment opportunities.

Essential infrastructure, footpaths, drainage, well built and maintained roads are essential

for economic and social purposes

Major financial decisions are warranted to accommodate the future growth of the city and

maintain its appeal as a place to live, work and visit.

The links between the education sectors and employment opportunities are significant,

especially in relation to young people’s opportunities.

Greater Bendigo must continue to provide attractions to a diverse range of visitors


3.1 Our long-term planning enables the movement of people and freight that is efficient and healthy for individuals and the environment

3.1.1 Complete the Integrated Transport & Land Use Plan, encompassing private transport; public transport logistics and freight; impact on health; integration and development, and commence implementation of agreed development tasks.

Manager Strategy

3.1.2 Lobby State and Federal Government for ongoing investment in major transport routes and increased public transport services.


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3.2 A diverse, strong and growing economy supports community resilience

3.2.1 Complete the review of the Economic Development Strategy and implement agreed priorities including lobbying State Government for more jobs to be located in the Bendigo region.


3.2.2 Lobby State and Federal Government to improve increased biosecurity and water security and secure the continued viability of the agricultural sector, including protecting productive agricultural and intensive agricultural activities.


3.2.3 Effectively communicate the changes to the Planning System implemented by the State Government designed to facilitate better outcomes and speedier granting of planning permits.

Manager Statutory Planning

3.3 Our City is known for creativity, innovation and vitality

3.3.1 Promote Bendigo as a centre for innovation through the Inventors Awards.


3.3.2 Build community understanding of National Broadband Network’s potential, including in opportunities for knowledge based businesses in small towns.


3.4 Tourism and major events are a significant contributor to our economy.

3.4.1 Continue to grow the Bendigo region as a major visitor destination, through the Regional Tourism Board and Bendigo Tourism.

Manager Tourism

3.4.2 Develop a "family friendly" marketing campaign for a range of family-oriented tourism activities.

Manager Tourism

3.4.3 Broaden the experiences available to visitors and locals through development of walking tours and apps on cultural activities.

Manager Tourism

3.4.4 Market cycling and walking experiences based on the O'Keefe Rail Trail and Goldfields Track.

Manager Tourism

3.4.5 Attract, retain and nurture Major Events that deliver substantial economic, promotional and social benefit for Greater Bendigo.

Manager Major Events

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3.4.6 In partnership with relevant businesses, develop strategies which build the mutual benefits between tourism and retail.

Manager Tourism

3.5 Employers can attract an appropriately skilled workforce and education leads to employment.

3.5.1 Continue the Goldfields Horizons Project to provide better links between school education and employment needs.


3.5.2 Support the Universities to expand their offerings in identified local priority areas.


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Theme 4: Sustainability

Sustainability means making good use of all our resources, so that the decisions made today do not

limit the choices of future generations. Many people think of sustainability as the ongoing viability of

natural systems (air, water, energy, biodiversity) in a balanced relationship with human life. In the

context of this Council Plan, built and natural assets and finances must also be managed in a way

that is viable into the future.

A changing climate threatens our future prosperity, environment and development. Without strong

action globally, and at home, the projected impacts and costs of the changing weather patterns are

significant. Action includes reducing the consumption of resources, especially carbon fuels, reducing

waste and generating and celebrating new industries which create positive outcomes.

Challenges and Opportunities An increase in extreme weather events and increasing temperature are already significantly

impacting on Council planning and emergency preparedness.

Councils are expected to be leaders and role models in policy aimed at climate adaptation

and reducing resource use.

Implementation and administration of newly introduced legislation, such as the Fire

Services Levy, impacts on the work and resources of Council

Reducing waste to landfill has become a very important priority because of the increasing

costs and environmental obligations associated with waste disposal. Keeping our assets and infrastructure in good repair is an important principle.

We will continue to value our unique natural and built environmental assets


4.1 Existing infrastructure and assets are well maintained and appropriately upgraded to sustain them for future generations.

4.1.1 Maintain investment in renewal of existing infrastructure assets so they remain safe, sound and fit for purpose.


4.1.2 Maintain increased investment in rural roads.


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4.1.3 Maintain increased investment in drainage.


4.1.4 Increase investment in renewal of swimming pools.


4.1.5 Consider, and implement where appropriate, Stage 1 of the security audit on Council buildings.

Manager Building & Property Services

4.1.6 Finalise the Building Asset Management Plan (BAMP) to provide strategic direction to manage Council's significant property portfolio.

Manager Building & Property Services

4.1.7 Conduct a review of the Fire Prevention responsibilities and delivery.

Manager Environmental Health & Local Laws

4.1.8 Better protect properties at risk of flood by starting the Planning Scheme Amendment process to implement the Bendigo Flood Study.

Manager Statutory Planning

4.1.9 Implement Mitchell Street streetscape works to improve facilities for pedestrians, public transport users and traders.

Director, Presentation & Assets

4.1.10 Implement the next stage of the East Bendigo Link Road (Roh’s Road) to improve freight movements.


4.2 Reduce all waste to landfill

4.2.1 Commence implementation of agreed priorities in the Waste & Resources Management Strategy encompassing: reducing resource consumption, a local landfill decision, reducing waste to landfill and including diverting waste to resources.

Manager Sustainable Environment

4.3 Continue to build the capacity of our community to reduce the impact of changing weather on communities and individuals.

4.3.1 Implement a bulk change of street

lights to energy efficient globes as part

of the Lighting the Regions project.


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4.3.2 Continue to deliver "Creating a Climate Resilient Southern Loddon Mallee" project.


4.3.3 Lobby State Government for gas supply to Heathcote and Marong.


4.3.4 Implement energy efficient works in City of Greater Bendigo buildings.


4.4. Strengthen the links between Greater Bendigo's past and future by protection and contemporary re-use of our heritage assets.

4.4.1 Complete the White Hills Heritage Study and commence the Planning Scheme Amendment.

Manager Strategy

4.4.2 Promote good contemporary design in heritage places through the Heritage Awards.

Manager Strategy

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Theme 5: Good Governance and Decision Making

Good governance is the leadership shown by the Council, to assure the community that there is

transparent and well-informed decision-making for the long term, sound management of resources,

diverse and effective engagement with community members, and the flexibility to plan for and

manage emerging issues, as well as respond to immediate problems.

Challenges and Opportunities People increasingly want to take an active part in consultation about each phase of the

development of new Council initiatives, strategies, Masterplans and service reviews.

An engaged community is a strength that enables significant partnerships and service

delivery opportunities to counter government funding shortfalls.

Community engagement opportunities need to keep pace with changing use of technology.

State Government and community have high expectations with regards reporting on

performance and audit outcomes, especially with regards the long term impact of strategies

on people’s lives and wellbeing.

The future financial liability associated with the Superannuation defined benefits shortfall

remains unresolved and unclear.

Being prepared to manage risk and emergencies is important.

Detailed workforce planning and development is undertaken to ensure Council has the right

number of people in place with the right skills able to deliver the right outcomes, all the

time.

Organisations such as the City of Greater Bendigo (and other Councils) face challenges

related to a changing industrial relations arena, the ageing of the general workforce, skill

and talent shortages, and different generational motivators, corresponding to attraction and

retention issues.


5.1 Council demonstrates good governance and leadership

5.1.1. Consider the recommendations of the Independent Review 2013 and implement the agreed actions.


5.1.2 Continue to lobby for a change in the superannuation legislation, to minimise the impacts of the Defined Benefits Scheme.


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5.2 The financial and physical resources of the organisation are managed efficiently and well

5.2.1 Implement the Surplus Property Disposal Plan.

Manager Building & Property

5.2.2 Effectively communicate the changes to the collection process for the State Government Victorian Fire Services Levy.

Manager Rates

5.2.3 Thoroughly evaluate the potential long term impacts of any shift of responsibility or reduction in funding from the State Government, before agreeing to continue to fund service delivery or fund new services.

Manager Finance

5.2.4 Continue to improve project management processes.

Manager Contracts & Project Coordination

5.2.5 Continue to support major CoGB business units to increase their revenue streams and their financial independence.


5.2.6 Review all user fees and charges to achieve transparent decision making in the setting of fees.

Manager Finance

5.2.7 Implement an electronic grants project management system.

Manager Information Management

5.2.8 Continue to focus on improved procurement practice through the development of the Procurement Action Plan.

Manager Finance

5.3 We engage effectively and often with our communities, through excellent customer service and by providing information to enable people to take part in decisions about the changes

5.3.1 Review the Community Engagement Policy and Framework 2011, especially with regards the use of social media.

Manager Strategy

5.3.2 Continue to implement the Community Engagement Framework to guide engagement opportunities, timetables and feedback throughout strategy and policy development and service reviews.

Manager Strategy

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5.3.3 Implement the Customer Service Charter and continue to improve satisfaction with customer service.

Manager Customer Support

5.4 Organisational workforce & business system development is undertaken to support staff to be highly productive.

5.4.1 Negotiate the 2013 Enterprise Agreement.

Manager People & Performance

5.4.2 Improve organisational performance reporting.


5.4.3 Continue to plan for and develop current and future workforce needs.


5.4.4 Undertake a pilot, structured continuous improvement program and from that make a decision on the preferred continuous improvement framework.


5.4.5 Review the Municipal Emergency Management Plan.


5.4.6 Review the corporate approach to injury management and return to work.


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Strategic Indicators

Goal Area Strategic Performance Indicator Target

Planning Growth

Community satisfaction with lobbying to other levels of government on behalf of the community

Aim to improve 2011-2012 Score of 55 Statewide score for 2011-2012 =55

The percentage of agreed major initiatives completed in agreed timeframes

Aim for >90%

Liveability

We offer a broad “summer in the parks" program and community participation continues to increase.

New measure

The work of volunteers is valued and widely publicised.

New measure (CIV measure to be confirmed)

Improved community satisfaction rating for the appearance of public areas.


Increased cycle or walk to work rate (Super Tuesday benchmark to be provided).

Provide manage and maintain physical infrastructure

MAV and ESC indicator 1A-01: Condition based renewal gap and Indicator 1A-02: percentage of Council assets at intervention level (roads bridges, pathways and buildings)- MAV Step Program.

Improvement in reported overall wellbeing of Bendigo residents as reported in the Bendigo Wellbeing Survey 2014.

In 2011 77% of respondents reported positive wellbeing.

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Proportion of infants born annually that receive primary immunisations

Maintain or improve (compared to previous rate whole of Bendigo population = 93.9%; indigenous persons= 50%)

Implementation of the Healthy Together Bendigo Initiative

90% schools and early childhood services registered with Victorian Prevention and Health Promotion Achievement Program (VPHPAP); 70% medium to large workplaces registered with Victorian Prevention and Health Promotion Achievement Program (VPHPAP)

Community satisfaction with community and cultural activities.


Satisfaction of library patrons with the new Library design and range of services.

New measure

Productivity

Unemployment rate lower than the regional average.

Benchmarked against the Victorian average each quarter

Bendigo region is a major visitor destination.

As indicated by: - Day trip and overnight visitation

numbers - Average spend per visitor - Yield (dollars into the city) - Visitor Centre bookings into tours

and accommodation (to be confirmed)

Sustainability

Community satisfaction rating for Council’s general town planning policy.


Percentage of planning applications processed within the timeframes set out in the VicSmart Planning process.

New measure – target to be advised

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Improved current domestic waste resource recovery rates.

Increase diversion of domestic waste to resource recovery by an average of 5% per annum against the 2012 baseline figure of 34%

Reduced waste generated by the community and CoGB by improving awareness through behaviour change.

Reduce average volume of waste generated by each household by 5%. (2011-2012 measure of 642 kg /household)

Maintain or exceed the current community satisfaction level with Council’s waste services, as measured annually on a state-wide basis.


Good Governance & Decision-making

Maintain the Customer Service telephone enquiries service where 85% of all calls are answered within 20 seconds.

2011-2012 this was achieved 88.4% of the time.

Improved community satisfaction with community consultation and engagement.


Maintain or improve community satisfaction rating for overall performance generally of the Council.


Number of people providing direct feedback on new strategies and plans via Facebook and twitter.

New measure with baseline in 2012-2013. Aim to progressively increase over time

Achievement of the objectives set by each directorate set in their Workforce Development Plan.

New measure- target 80% (to be confirmed)

Financial

Capital Replacement – comparison of the rate of spending on infrastructure with its depreciation.

Target is more than 1.5 – Low risk of insufficient spending on asset base

Indebtedness- this indicates the ability to repay longer- term debt from revenue.

Target is 40% or less – No concern over the ability to repay debt from own-source revenue

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Liquidity – this measures the ability to pay existing liabilities in the next 12 months.

Target is more than 1.5 – No immediate issues with repaying short-term liabilities as they fall due

Renewal Gap - indicates the extent to which expenditure on asset renewal is sufficient.

Target is more than 1.0 – Low risk of insufficient spending on asset base

Underlying result - a positive result indicates a surplus, and the larger the percentage the stronger the result.

Target is more than zero – generating surpluses consistently

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Existing Policies, Strategies and Plans

Arts and Cultural Strategy (2008) (for review 2013)

Bendigo Airport Strategic Plan and Master Plan 2009

Bendigo Industrial Land Strategy (2002)

Bendigo Integrated Transport Strategy (underway)

Bendigo Residential Development Strategy (review underway)

Bendigo Sustainable Water Use Plan (2007)

Carbon Management Plan (2009-2012)

Commercial Land Strategy (review underway)

Community Access and Inclusion Plan (2011)

Community Engagement Strategy (2011)

City of Greater Bendigo Gaming Policy Framework (2009)

Customer Service Strategy (2012)

Economic Development Strategy (2008- review underway)

Future Industrial Land Strategy (2007)

Future Uses for Former Mine Land (2007)

Gaming Policy framework- Accessible but not Convenient Policy’ (2007)

Greater Bendigo 2036 Community Plan (2011)

Greater Bendigo Walking and Cycling Strategy (2006)

Greater Bendigo Volunteering Strategy (2008)

Municipal Public Health and Wellbeing Plan (new Plan 2013-2017 underway)

Natural Environment Strategy 2007-2010

Open Space Strategy (2005)

Play Space Strategy (2009-14)

Positive Ageing Strategy (2011-2014)

Road Safety Strategy/Plan (2007-11)

Rural Areas Strategy (2009)

Small Town and Neighbourhood Community Plans (various 2005 to present)

Violence Prevention Plan 2012

Waste and Resource Management Strategy (under development)

Youth Development Strategy (underway)

Place Based Plans

o Axedale Township Plan o Bendigo Botanic Gardens, White Hills, Master Plan (2010) o Bendigo CBD Parking Strategy (2008) o Bendigo CBD Structure Plan(2006) o Canterbury Garden/Lake Neangar Master Plan o Eaglehawk Open Space Precinct Master Plan (2010) o Eaglehawk Structure Plan (underway) o East Bendigo Local Structure Plan o Gateway Park Master Plan (2011) o Heathcote Township Plan o Huntly Township Plan o Jackass Flat Structure Plan o Kangaroo Flat South Regional Centre Structure Plan

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o Kennington Recreation Reserve Master Plan (2011) o Lake Weeroona Precinct Master Plan 2011 o Maiden Gully Recreation Reserve Master Plan (2011) o Maiden Gully Structure Plan (under development) o Marong Business Park Plan o Marong Local Precinct Structure Plan (2011) o Northern Corridor and Huntly Local Structure Plan o Strathdale Commercial Precinct Structure Plan o Strathfieldsaye Township Plan o Rosalind Park Master Plan (under development) o View Street (Arts Precinct) Master Plan

Note: Many of our Strategies are integrated and therefore relate to more than one Council Plan goal

area.

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Strategic Resources Plan

Financial Statements

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Council plan final draft

Documents

greater bendigo story

increasing population

employment opportunities

significant future planning

enriched city renowned

bright future

infrastructure development

new chapter