PROPOSED COUNCIL PLAN 2017 - 2021 - Hepburn Shire ...

 
PROPOSED COUNCIL PLAN 2017 - 2021 - Hepburn Shire ...
PROPOSED COUNCIL PLAN
                                        2017 – 2021

HEPBURN SHIRE COUNCIL T: 03 5348 2306 www.hepburn.vic.gov.au shire@hepburn.vic.gov.au
PROPOSED
   COUNCIL PLAN 2017 - 2021

Contents

     1.    INTRODUCTION ............................................................................................................. 3

     2.    STRATEGIC OBJECTIVES ................................................................................................. 4

     3.    HEPBURN SHIRE SNAPSHOT .......................................................................................... 5

     4.    OUR COUNCIL ................................................................................................................ 7

     5.    PLANNING AND REPORTING FRAMEWORK ................................................................ 10

     6.    OUR STRATEGY ............................................................................................................ 11

     QUALITY COMMUNITY INFRASTRUCTURE ......................................................................... 12

     ACTIVE AND ENGAGED COMMUNITIES ............................................................................. 15

     SUSTAINABLE ENVIRONMENT ............................................................................................ 19

     VIBRANT ECONOMY ........................................................................................................... 22

     HIGH PERFORMING ORGANISATION .................................................................................. 24

     7.    STRATEGIC RESOURCE PLAN ....................................................................................... 28

     8.    BUDGET INITIATIVES 2017/18 ..................................................................................... 38

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      COUNCIL PLAN 2017 - 2021

1. INTRODUCTION
The Hepburn Shire Council Plan 2017-2021 has been developed to set the direction for Council for the next
four years. The Council was elected in October 2016, and since then has engaged with the community to
develop the objectives, strategies and indicators included in the plan.

1.1     COMMUNITY ENGAGEMENT
A broad engagement strategy was developed and implemented which included:
Community Drop-in Sessions
Six Community Drop-in sessions were conducted throughout the Shire in the towns of Trentham, Glenlyon,
Daylesford, Creswick and Clunes attended by over 150 residents. The drop-in encouraged the community to
put forward their ideas and suggestions and provided an opportunity for councillors and staff to discuss these
with community members.
These community sessions were also complemented by hard copy idea submission forms at our offices and
libraries. A number of community members submitted ideas via these forms or via email submissions.
OurSay Online Forum
Hepburn Shire Council partnered with OurSay to encourage greater participation from the Community. The
Online Forum was utilised to engage with members of the Community who were unable to attend the
Community Workshops and to encourage a broader level of Community discussion.
Council seeded 40 ideas which were identified from existing strategies and business plans to encourage
discussion. A total of 116 further ideas were submitted by 114 members of the community, demonstrating the
wide reach of the process.
In addition to the ideas submitted, there were 228 community members engaged or involved in the online
forum. Each participant on the online forum was able to up-vote or down-vote every other idea. A total of 1584
votes were submitted (96% up-votes), as well as 152 comments on the ideas.
Beyond the actively engaged community members, the online forum had 6,651 unique visitors and 11,514 page
views.
Community Conference
On 22 March 2017, Councillors, Staff and the Community came together for a Community Conference. The top
ideas and themes coming from the OurSay Forum and other engagement sessions were presented by
Community members and Council staff. Each of the top ideas and themes were then discussed by the
attendees of the Conference with the aim to identify actions for the community and for Council in delivering on
the aspirations identified.

Following the extensive engagement, a range of strategic actions aligned to these objectives and Council’s
functions have been included in this Council Plan 2017-2021. It is not possible for Council, with its finite
resources, to include all ideas and suggestions submitted by the community. However, the actions included do
positively respond to a large number of the ideas submitted.

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     COUNCIL PLAN 2017 - 2021

2. STRATEGIC OBJECTIVES
Council has identified the following five strategic objectives to set the direction for the next five years and to
create strong alignment with the needs and aspirations of the community and the services Council delivers:

            QUALITY COMMUNITY INFRASTRUCTURE

            ACTIVE AND ENGAGED COMMUNITIES

            SUSTAINABLE ENVIRONMENT

            VIBRANT ECONOMY

            HIGH PERFORMING ORGANISATION

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3. HEPBURN SHIRE SNAPSHOT
Hepburn Shire was created in January 1995 by the amalgamation of the former Shires of Creswick, Daylesford
and Glenlyon, the Clunes portion of the Shire of Talbot and Clunes and the Trentham portion of the Shire of
Kyneton.
Hepburn Shire is located in the Central Highlands region of Victoria, about 110 kilometres north-west of
Melbourne. It is bounded by Central Goldfields and Mount Alexander Shires in the north, Macedon Ranges
Shire in the east, Moorabool Shire in
the south, and the City of Ballarat and Pyrenees Shire in the west.
Hepburn Shire is a predominantly rural area, with many townships, villages and rural-residential areas. The main
townships are Daylesford, Hepburn Springs, Creswick, Clunes and Trentham. The shire encompasses a total
land area of
about 1,470 square kilometres. Rural land is used largely for agriculture (particularly sheep and cattle grazing
and potato and crop growing) and forestry, with some viticulture. Tourism is an important industry, with the
shire containing 80% of Australia’s mineral spring reserves.
Hepburn is named after Captain John Hepburn, an overlander and pastoralist who founded the rural town of
Smeaton and also established the Smeaton Hill Run on 15 April 1838.
The original inhabitants of the Hepburn area were the Jaara (Dja Dja Wurrung) Aboriginal people. European
settlement dates from the late-1830s, with land used mainly for grazing and crop growing. Gold was first
discovered in the area in
1851, prompting the establishment of many townships. Rapid growth took place through to the late-1800s,
when gold supplies waned and many mines were closed, leading to
population loss. Land was then used mainly for timber milling and grazing. The townships of Daylesford and
Hepburn/ Hepburn Springs benefited from tourism during the late-1800s and early-1900s, due to the attraction
of the mineral springs
and the areas becoming spa resorts.
Gradual growth took place during the 1970s and 1980s, due largely to resurgence in tourism and people
seeking alternative lifestyles. The Shire’s population increased marginally during the 1990s, rising from about
13,300 in 1991 to about 13,800 in 2001. The population, according to figures in the 2011
Census data, is 14,367– this is slightly lower than the forecast of 15,020 (made in 2006).

Major features of the shire include Wombat State Forest, Hepburn Mineral Springs Reserve, Central Springs
Reserve, Hepburn Bathhouse & Spa, Wombat Hill Botanical Gardens, Mount Beckworth picnic area, Creswick
Regional Park, Hepburn Regional Park, Lake Daylesford, Daylesford Spa Country Railway, Dunach Nature
Conservation Reserve, Fryers Ridge Nature Conservation Reserve, the University
of Melbourne - Melbourne School of Land and Environment (Creswick campus) and numerous wineries. The
Shire is served by the Midland Highway and the Ballarat/Maryborough railway line.

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2011 Census Information – at a glance
Total population – 14,367
Male – 6,951
Female – 7,416
Median age – 46
Families – 3,870
Average children per family – 1.8
Private dwellings – 8,051
Average people per dwelling – 2.3
Median weekly household income - $850
Median monthly mortgage repayments - $1,226
Median weekly rent - $185
Average motor vehicles per dwelling – 1.9

What will the Hepburn Shire look like in the future?

Population Summary

In 2031, the population of the Hepburn Shire is forecast to be 16,500, an increase of 1,900 persons from 2011.

                                                                                                              % Aged under 20   % Aged 65 or
                               Total Population                                Total households
   Local                                                                                                           years           older
 Government
                                           Annual % Annual %                              Annual % Annual %
    Area
               2011     2021      2031      change   change    2011    2021       2031     change   change     2011     2031    2011    2031
                                           2011-21  2011-31                                2011-21  2011-31
Hepburn (S)    14,600   15,300    16,500      0.4      0.7     6,400   7,100      7,900      1.0      1.1      22.9     17.8     18.9   33.2

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4. OUR COUNCIL

6.1      COUNCILLORS

Cr Don Henderson                         Cr Fiona Robson   Cr John Cottrell

CRESWICK WARD                            BIRCH WARD        HOLCOMBE WARD

Cr Neil Newitt                           Cr Greg May

CAMERON WARD                             CRESWICK WARD

Cr Sebastian Klein                       Cr Kate Redwood

COLIBAN WARD                             BIRCH WARD

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6.2       VISION
‘Our Council’
At the commencement of the Council term, Councillors and the Executive team participated in a strategic planning workshop in order
to develop a renewed vision for the organisation that would drive the development of the Council Plan and assist in fulfilling Council’s
obligations and the expectations of the community.

Council has set a vision that in many respects is simple, however will require a significant effort from the entire organisation as we
seek to provide excellent service delivery for our community. We aspire for all Councillors, Staff and the Community to refer to
Hepburn Shire Council as ‘Our Council’. This simple statement intimates a future state where a strong sense of pride in our
organisation exists based on the excellent work we do for our community.

6.3       MISSION
Hepburn Shire Council will maintain, promote, protect and enhance the district’s unique social, cultural, environmental and heritage
characteristics. This will be achieved through effective, caring management and responsible governance. We will strive to gain
maximum advantage for our community by protecting and enhancing our natural and built environment.

6.4       EXECUTIVE TEAM
Aaron van Egmond                                                        Bruce Lucas

CHIEF EXECUTIVE OFFICER                                                 GENERAL MANAGER INFRASTRUCTURE

Grant Schuster                                                          Kathleen Brannigan

GENERAL MANAGER CORPORATE SERVICES                                      GENERAL MANAGER COMMUNITY SERVICES

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      COUNCIL PLAN 2017 - 2021

6.5    ORGANISATION STRUCTURE

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5. PLANNING AND REPORTING FRAMEWORK
Our Council is committed continuous improvement in planning, delivering and reporting on our priorities. The
following diagram summarises the planning and reporting framework in place.

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6. OUR STRATEGY
Council has identified 16 Key Strategic Activities to deliver the five Strategic Objectives. These Activities have
been selected from the broader list of actions that Council will complete and represent those which are most
critical to achieving the Strategic Objectives.
To support the achievement of these 16 Key Strategic Activities, Council has identified a range of focussed
Actions. These Key Strategic Activities and Actions are detailed in this section.
The Actions will be partly delivered through the Initiatives included in each annual budget over the term of the
Council Plan. These Initiatives are listed in Section 2 of the annual budget, and are attached for reference in
Section 8 of this Council Plan.

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QUALITY COMMUNITY INFRASTRUCTURE
The following Key Strategic Activities and supporting Actions will enable the achievement of Quality
Community Infrastructure.

1         Responsibly manage our assets portfolio including roads and transport
          infrastructure, buildings, recreation and sporting facilities and public toilets by
          inspecting and monitoring maintenance and renewal needs. This is achieved
          through planning for and implementing asset renewal and upgrade programs or
          new facilities that meet community expectations such as hubs, streetscapes, road
          and building assets.

 Number            Action

    1.1             Continue to invest in our assets at a level greater than depreciation by delivering the annual
                    asset renewal capital works programs

    1.2             Implement a program of road safety and amenity improvements, including sealing and
                    widening roads, on priority Council managed roads and advocate to Vic Roads for
                    improvements on arterial roads

    1.3             Implement a roadside drainage maintenance and upgrade program to improve quality of
                    roads, reduce future maintenance costs and improve efficiency of roadside drainage to
                    minimise risk of flooding.

    1.4             Continue to implement streetscape works in Creswick, Clunes, Trentham, Hepburn Springs,
                    Glenlyon and Daylesford in line with adopted strategies and protect their historic significance.

    1.5             Implement a Building Management Plan to improve access, maintenance and renewal planning
                    for our buildings and structures.

    1.6             Invest in the renewal, restoration and activation of our Town Halls and Civic Buildings
                    throughout the Shire

    1.7             Complete program of Essential Safety Measure improvements in Council Buildings to ensure
                    compliance with the Building regulations.

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Number             Action

    1.8             Implement the Hepburn Hub at The Rex and Daylesford Town Hall to deliver improved
                    community spaces including theatre, swimming pool, library, meeting rooms and council
                    services.

    1.9             Design and build the Trentham Community Hub incorporating enhanced library, meeting
                    rooms, seniors and visitor information services.

    1.10            Upgrade and renew public toilets to achieve consistent quality shire wide and improve the level
                    of servicing across the shire that matches demand.

    1.11            Implement priority actions from current and newly developed Recreation Facility Master Plans

    1.12            Deliver walking and cycling priority projects, including asset renewal works and expansion of
                    footpaths and multi-use trails

2          Provide great community Parks and Open Space by greening our streets,
           managing tree safety and improving our town entrances, sporting ovals, botanic
           gardens and passive recreation spaces.

Number             Action

    2.1             Develop a program of improvement works and maintenance programs for reserves, botanic
                    gardens and other recreation spaces.

    2.2             Implement improvements in accordance with agreed programs and master plans to reserves,
                    botanic gardens and other recreation spaces.

    2.3             Improve tree management including risk mitigation works and a proactive program of tree
                    maintenance to improve longevity, safety, amenity and canopy coverage.

    2.4             Implement an annual street tree planting program to improve township amenity and street tree
                    canopy coverage.

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QUALITY COMMUNITY INFRASTRUCTURE – STRATEGIC INDICATORS

We will measure the impact of our actions and performance in Quality Community Infrastructure by measuring
and reporting on the following Strategic Indicators every six months.

 Area               Measure

 Assets              Completion of capital works program (% by number)

 Assets              Road, bridge, building and footpath assets below intervention level (%)

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ACTIVE AND ENGAGED COMMUNITIES

The following Key Strategic Activities and supporting Actions will enable the achievement of Active and
Engaged Communities.

3         Support the strength and resilience of the community through delivering actions
          in areas such as Youth, Libraries, Early Years, Community Planning, Art and
          Culture, Events and Community Grants. Monitor emerging social issues
          impacting the community and demonstrate leadership in advocating to
          government and other agencies to support the community.

    Number          Action

    3.1              Implement Youth Strategy actions focusing on youth engagement, activating spaces and
                     events

    3.2              Support the development of a shire-wide Youth Trainee Scheme and establish a Social
                     Enterprise to support young people to develop careers in the Shire

    3.3              Review Community Planning Strategy and Policy and implement actions to support
                     communities deliver their priorities

    3.4              Continue to provide community grants to support community projects, events and initiatives

    3.5              Deliver a broad range of library programs to involve a cross-section of the community to
                     improve literacy and access to information

    3.6              Support the development and delivery of early years services including kindergartens, pre-
                     schools and child-care to meet demand

    3.7              Develop and commit to a statement of intent for supporting White Ribbon, raising awareness
                     for and reducing instances of domestic violence

    3.8              Implement a program of delivering Communities of Respect and Equality training for Council
                     staff.

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    Number          Action

    3.9              Implement Reconciliation Action Plan actions

    3.10             Develop and implement a Cultural Strategy to set the future direction for art, culture, museums
                     in order to nurture and expand cultural experiences in the shire.

4          Improve community amenity and accessibility in all public places, through
           effective local laws review and enforcement, implementation of Access and
           Inclusion Plan actions and monitoring property owner's compliance with the
           planning scheme and heritage requirements.

    Number          Action

    4.1              Review and update Local Law #2 - Community Amenity

    4.2              Review and Update the Domestic Animal Management Plan with better provisions for animal
                     owner responsibilities.

    4.3              Implement Hepburn Shire Disability Access and Inclusion Plan actions

    4.4              Implement revised car parking inspection schedules to increase compliance with parking
                     restrictions shire-wide.

    4.5              Implement revised inspection programs for footpaths and street obstructions in town centres.

    4.6              Implement an updated Planning Scheme compliance process for heritage listed streetscapes
                     and buildings.

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5         Take action to encourage improved health and wellbeing of residents and to
          reduce the risks associated with obesity and poor nutrition. This includes the
          provision, development and promotion of passive and active recreation facilities
          and options, and working with clubs and other agencies on planning for future
          developments and encouraging increased activity.

    Number          Action

    5.1              Develop plans and seek funding to construct priority projects from Recreation Master Plans and
                     the Walking and Cycling Strategy, and develop new Master Plans to guide future investment.

    5.2              Continue to activate existing swimming pools and strengthen their role as a community
                     resource, including responding to recommendations from the Creswick swimming facility
                     review.

    5.3              Activate recreation facilities in conjunction with clubs and committees of management, while
                     clearly understanding each other’s roles.

    5.4              Promote the range of recreation options available in the Shire to increase participation in
                     active recreation and reduce the risks associated with obesity.

    5.5              Promote the opportunities for female participation in sport and recreation in partnership with
                     community groups.

    5.6              Deliver Maternal & Child Health services that are accessible and encourage uptake by all.

    5.7              Facilitate the delivery of immunisations to protect the community from preventable diseases.

    5.8              Implement improvements to our program of registrations, inspections and complaints
                     management for food and health premises to reduce the risks to the community.

    5.9              Implement the Hepburn Shire Council Domestic Wastewater Management Plan

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6           Work with the federal and state governments during the 2019 transition of Aged
            Care Services to support to community to continue to receive high quality Aged
            & Disability services into the future. Deliver all Council services efficiently, while
            achieving high quality.

    Number          Action

     6.1             Deliver in-home and centre-based aged care services, according to program targets.

     6.2             Confirm the future delivery model for in-home and centre-based aged care services to our
                     community.

ACTIVE AND ENGAGED COMMUNITIES – STRATEGIC INDICATORS
We will measure the impact of our actions and performance in Active and Engaged Communities by measuring
and reporting on the following Strategic Indicators every six months.

 Area                 Measure

    Youth              Total attendance at Council run youth events

    Pools              Utilisation of swimming pools (LGPRF)

    Community          Total value of community projects funded by Council grants
    Development

    Libraries          Number of active library members (LGPRF)

    Maternal and       Participation in the Maternal and Child Health service (LGPRF)
    Child Health

    Aged &             Hours of home care services delivered
    Disability
    Services

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SUSTAINABLE ENVIRONMENT

The following Key Strategic Activities and supporting Actions will enable the achievement of Sustainable
Environment.

7         Minimise waste to landfill and implement additional options for recycling.
          Demonstrate leadership and support the community to reduce waste creation.

    Number          Action

    7.1              Identify and extract more value-added recycling streams out of waste at Council's transfer
                     stations to reduce waste to landfill.

    7.2              Implement new ways to effectively reuse green waste at transfer stations through new markets
                     or new technologies.

    7.3              Meet requirements for closed landfills, including monitoring and responding to increased
                     obligations through legislative changes.

    7.4              Develop a policy that includes controls on sale or use of disposable plastic items and bags on
                     Council owned and managed land.

8         Respond to climate change through the reduction of energy use, emissions and
          other resource use, and helping the community to adapt to the impacts of
          increased floods and fires. Undertake fire and flood risk reduction works across
          Council managed facilities and roads, in collaboration with other agencies and
          landowners to reduce fire risk to our communities.

    Number          Action

    8.1              Implement Towards Zero Emissions Roadmap Action Plan including renewable energy
                     generation and reducing Council's consumption

    8.2              Support the community to develop and implement a 100% Community Renewable Stationary
                     Energy Plan

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    Number          Action

    8.3              Implement water efficiency and water saving measures at recreation ovals, gardens and
                     buildings, and support the community to progress the Trentham water security project.

    8.4              Develop and implement vegetation management plans on Council managed land and
                     advocate to other public-land managers to reduce fire risk on their land.

    8.5              Understand flood-risks and prioritise works including waterways obstruction removal,
                     maintenance of flood mitigation infrastructure and advocate for community-supported
                     protection measures.

9         Take proactive steps to protect, maintain and enhance biodiversity, including
          rare/endangered species and wildlife corridors, and reduction of weeds on
          Council land while minimising herbicide use. Partner with other stakeholders to
          achieve greater weed management outcomes Shire wide.

    Number          Action

    9.1              Implement the Hepburn Shire Biodiversity Strategy Action Plan

    9.2              Implement actions to increase Council's control and management of noxious weeds on
                     reserves and roadsides under Council's management.

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SUSTAINABLE ENVIRONMENT – STRATEGIC INDICATORS

We will measure the impact of our actions and performance in Sustainable Environment by measuring and
reporting on the following Strategic Indicators every six months.

 Area               Measure

 Waste               Waste diverted from landfill (%)

 Waste               Waste to landfill (tonnes)

 Sustainability      Total scope 1 and 2 greenhouse gas emissions (t CO2-e)

 Sustainability      Total potable water consumption (kL)

 Emergency           Municipal Emergency Management Plan (MEMP)_ Audit Result (% of
 Management          conformances)

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VIBRANT ECONOMY

The following Key Strategic Activities and supporting Actions will enable the achievement of Vibrant Economy.

10          Contribute to the strength of the economy through the ongoing development of
            key regional attractions and events that enable marketing of our region,
            attraction of visitors, business opportunities and underpin a strong community.

  Number          Action

     10.1          Implement the Economic Development Strategy Action Plan including Visitor Servicing 2020,
                   Agricultural Sector Development Plan and Doing Business with Council, Towards Zero
                   Hepburn, Working with Business Groups

     10.2          Develop, build and promote iconic walking and cycling trails including the Creswick Trails
                   "Mountain Bike Mecca" and Daylesford Macedon Rail Trail

     10.3          Review Council's Events Strategy and implement actions to continue to support events and
                   enhance economic development

     10.4          Enhance and promote visitor information services including physical Visitor Information Centres
                   (VICs) and websites to improve the visitor experience

11          Implement progressive planning scheme updates and strategic land use changes
            to support the economy, address social issues such as availability of housing and
            appropriate land zoning for development.

  Number          Action

     11.1          Review the Hepburn Planning Scheme and Municipal Strategic Statement in order to balance
                   future growth with the preservation of our heritage and the environment.

     11.2          Implement the strategic planning program including the review of existing zones and overlays.

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  Number          Action

   11.3            Implement recommendations of the Rural Land Use study

   11.4            Incorporate a Drainage Contribution Scheme into the Hepburn Planning Scheme

VIBRANT ECONOMY – STRATEGIC INDICATORS

We will measure the impact of our actions and performance in Vibrant Economy by measuring and reporting
on the following Strategic Indicators every six months.

 Area               Measure

 Economic            Number of visits to physical and online (website) Visitor Information Centres
 Development
 - Visitations

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HIGH PERFORMING ORGANISATION

The following Key Strategic Activities and supporting Actions will enable the achievement of High Performing
Organisation.

12          Enhance our processes and systems to deliver Excellent Customer Service. To
            achieve this, we will focus on internal collaboration and new ways of working,
            combined with a continued focus on effective and timely communications,
            engagement and consultation. We will focus on achieving higher customer
            satisfaction through making it easier to work with Council and by closing the
            loop on requests received from our community and other customers.

  Number          Action

     12.1          Implement a revised Performance Reporting System to enable real time reporting and
                   feedback on Council Plan, Budget and Business Plan projects.

     12.2          Develop and roll out online systems of forms and payments that is under-pinned by a
                   customer-centric process.

     12.3          Roll-out the Frequently Asked Questions database on our website for the public to access

     12.4          Improve communications to the public, by implementing new online social media platforms to
                   complement Facebook and website communications.

     12.5          Provide staff training to deliver increased customer communication when responding to
                   requests and while processing transactions

     12.6          Set improvement targets for timeframes for responding to customer inquiries and requests.

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13          Deliver sustainable financial management, supported by effective long term
            financial planning (10 years), cost savings and efficient purchasing, and
            developing additional income streams beyond rates revenue.

 Number           Action

     13.1          Develop and implement a sustainable long-term (10 year) financial plan that considers funding
                   sources, strategic priorities and future service delivery.

     13.2          Deliver annual efficiency and cost saving actions, and contribute savings to the debt
                   management reserve.

     13.3          Lease available commercial spaces resulting from the Hepburn Hub in order to increase rental
                   income

     13.4          Conduct a detailed review of user-pays fees including benchmarking similar Councils and
                   neighbours and, where appropriate, adjust fees to better reflect cost of delivering the service.

14          Develop our staff to enhance their work experience and enable them to deliver
            great outcomes to our community. Through a focus on their careers and
            developing new skills, we will build a positive culture and develop new leaders of
            the future.

 Number           Action

     14.1          Deliver the Leadership Development Program for Managers, Coordinators and Emerging
                   Leaders to develop our staff and build a high-performing culture.

     14.2          Review and update the Performance Excellence Program (PEP) to better support our staff to set
                   objectives and to measure performance

     14.3          Recruit and develop trainees, graduates and apprentices to help young people build careers
                   locally.

     14.4          Undertake Staff Satisfaction Surveys to measure key value drivers and to identify areas for
                   improvement

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15          Make Occupational, Health, Safety and Wellbeing an embedded part of our
            culture and the number one focus every day. We will continuously improve our
            systems and actions to make sure people go home safe and well every day.

 Number           Action

     15.1          Implement updated Occupational Health and Safety procedures to better manage the risks to
                   staff, councillors, volunteers, contractors and the public.

     15.2          Implement a program of training for staff and volunteers to implement the updated
                   Occupational Health and Safety management system.

     15.3          Deliver a program of internal checking for Occupational Health and Safety, including
                   clarification of roles and responsibilities for occupational health and safety.

16          Deliver good governance and integrity in all our actions, and take steps to
            improve organisational efficiency including regular process improvements.

 Number           Action

     16.1          Deliver a regular program of staff and councillor governance training, including providing
                   external development opportunities.

     16.2          Implement IT Strategy actions to improve the speed, ease of use and security of Council's
                   information, which enables better customer service delivery.

     16.3          Deliver an annual program of internal and external audits in conjunction with the Audit and Risk
                   Advisory Committee.

     16.4          Update the special committee guidelines and deliver training to community members on
                   committees to support them deliver their roles

     16.5          Review the process for following up infringements and implement a refined process that
                   enables more efficient follow up and better collection of revenues

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PROPOSED
    COUNCIL PLAN 2017 - 2021

HIGH PERFORMING ORGANISATION – STRATEGIC INDICATORS

We will measure the impact of our actions and performance in High Performing Organisation by measuring and
reporting on the following Strategic Indicators every six months.

 Area                     Measure

 Governance                Making decisions in the interests of the community (LGPRF)

 Communications            Community Consultation & Engagement (LGPRF)

 Customer Service          Average time to close all external customer requests

 Food Safety               Food safety assessments completed for class 1 and 2 premises (LGPRF)

 Animal                    Time taken to respond to animal management requests (LGPRF)
 Management

 Statutory Planning        Time taken to decide planning applications (LGPRF)

 Statutory Planning        Planning applications decided within 60 days (LGPRF)

 Building                  Time taken to issue building permits (Median days)

 Finance                   All the LGPRF Financial Performance Indicators

 OHS                       Number of lost time injuries

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PROPOSED
     COUNCIL PLAN 2017 - 2021

7. STRATEGIC RESOURCE PLAN
Section 125(1) of the Local Government Act, 1989 (the Act) requires councils to prepare a Strategic Resource
Plan and include this in the Council Plan

7.1 PLAN DEVELOPMENT
The Act requires a Strategic Resource Plan (SRP) to be prepared describing both financial and non-financial
resources (including human resources) for at least the next four financial years to achieve the strategic
objectives in the Council Plan. In preparing the SRP, Council must take into account all other plans and
strategies in regard to services and initiatives which commit financial and non-financial resources for the period
of the SRP
Council has prepared an SRP for the four years 2017/2018 to 2020/2021 as part of its ongoing financial planning
to assist in adopting a budget within a longer-term framework. The SRP takes the strategic objectives and
strategies as specified in the Council Plan and expresses them in financial terms for the next four years.

The key objective, which underlines the development of the SRP, is financial sustainability in the medium to
long term, while still achieving Council’s strategic objectives as specified in the Council Plan. The key financial
objectives, which underpin the SRP, are
       to maintain existing service levels
       to maintain consistency in future rises of rates and charges
       to maintain an annual budget surplus
       to achieve a balanced budget on a cash basis, before including carry forward items
       to maintain a responsible and sustainable asset management program.

In preparing the SRP, Council has also been mindful of the need to comply with the following Principles of
Sound Financial Management as contained in the Act:
       Prudently manage financial risks relating to debt, assets and liabilities
       Provide reasonable stability in the level of rate burden
       Consider the financial effects of Council decisions on future generations
       Provide full, accurate and timely disclosure of financial information.

The SRP is updated annually through a rigorous process of consultation with Council service providers followed
by a detailed sensitivity analysis to achieve the key financial objectives

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PROPOSED
         COUNCIL PLAN 2017 - 2021

7.2 FINANCIAL RESOURCES
The following table summarises the key financial results for the next four years as set out in the SRP for years
2017/2018 to 2020/2021. The accompanying Financial Statements provides a more detailed analysis of the
financial resources to be used over the four-year period.
                                                                   Strategic Resource Plan                       Trend
                                                                          Projections
 Indicator                                               2017/18      2018/19       2019/20            2020/21   +/o/-
                                                           $’000         $’000         $’000             $’000
 Surplus/(deficit) for the year                            3,763         2,640         5,201             3,718    o
 Adjusted underlying result                                2,326         1,920         1,341             1,258    -
 Cash and investments balance                              7,838         7,875         7,899             8,642    +
 Cash flows from operations                               10,672         9,457        11,980            10,608    o
 Capital works expenditure                                12,825         8,780        11,583             9,459    -
Key to Forecast Trend:
+ Forecasts improvement in Council's financial performance/financial position indicator
o Forecasts that Council's financial performance/financial position indicator will be steady
 - Forecasts deterioration in Council's financial performance/financial position indicator

The following graph shows the general financial indicators over the four-year period.

         16,000

         12,000

          8,000
 $'000

          4,000

             0
                      2017/18                    2018/19              2019/20                    2020/21
                                  Surplus/(deficit) for the year       Adjusted underlying result
                                  Capital Works Expenditure            Cash flows from operations
                                  Cash and investments balance

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PROPOSED
        COUNCIL PLAN 2017 - 2021

The key outcomes of the Plan are as follows:

        Financial sustainability – Cash and investments is forecast to increase marginally over the four-year
         period from $7.84 million to $8.64 million, which indicates a balanced budget on a cash basis in each
         year.
        Rating levels – Modest rate increases are forecast over the four years at an average of 2.0%.
        Service delivery strategy – Service levels have been maintained throughout the four-year period.
         Operating surpluses are forecast in each of the SRP years. Excluding the effects of capital items such as
         capital grants and contributions, the adjusted underlying result is also a surplus, reducing over the four-
         year period. The underlying result is a measure of financial sustainability and is an important measure as
         once-off capital items can often mask the operating result.
        Borrowing strategy – Borrowings are forecast to reduce from $4.99 million to $3.60 million over the four-
         year period. There are no new borrowings proposed in the SRP.
        Infrastructure strategy – Capital expenditure over the four-year period will total $42.65 million at an
         average of $10.66 million.

7.3      FINANCIAL STATEMENTS

This section includes the following financial statements in accordance with the Local Government Act 1989 and
the Local Government Model Financial Report.
7.3.1    Comprehensive Income Statement
7.3.2    Balance Sheet
7.3.3    Statement of Changes in Equity
7.3.4    Statement of Cash Flows
7.3.5    Statement of Capital Works
7.3.6    Statement of Human Resources

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PROPOSED
   COUNCIL PLAN 2017 - 2021

7.3.1 Comprehensive Income Statement
For the four years ending 30 June 2021
                                                           Strategic Resource Plan
                                                                  Projections
                                                 2017/18      2018/19         2019/20   2020/21
                                                   $’000         $’000          $’000     $’000
Income
Rates and charges                                 19,193       19,577         19,968     20,367
Statutory fees and fines                             772          787            803        819
User fees                                            964          995          1,027      1,060
Grants - Operating                                 6,082        4,868          4,786      4,882
Grants - Capital                                   4,003        2,766          5,206      3,806
Contributions - monetary                             140           60             60         60
Contributions - non-monetary                           7            -              -          -
Net gain/(loss) on disposal of property,
infrastructure, plant and equipment                  147          150            220           150
Other income                                       1,550        1,771          1,856      1,983
Total income                                      32,858       30,973         33,926     33,127

Expenses
Employee costs                                    11,905       11,854         12,002     12,252
Materials and services                             9,521        8,775          8,971      9,350
Bad and doubtful debts                                 6            6              6          6
Depreciation and amortisation                      6,694        6,774          6,834      6,894
Borrowing costs                                      243          209            182        162
Other expenses                                       726          715            729        744
Total expenses                                    29,095       28,333         28,725     29,408

Surplus/(deficit) for the year                     3,763        2,640           5,201         3,718

Other comprehensive income
Items that will not be reclassified to surplus
or deficit in future periods
Net asset revaluation increment /(decrement)         368          126            386           132

Total comprehensive result                         4,131        2,766           5,587         3,850

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PROPOSED
   COUNCIL PLAN 2017 - 2021

7.3.2 Balance Sheet
For the four years ending 30 June 2021
                                                                       Strategic Resource Plan
                                                                              Projections
                                                   2017/18                2018/19              2019/20
                                                     $’000                   $’000               $’000
Assets
Current assets
Cash and cash equivalents                       7,838          7,875           7,899          8,642
Trade and other receivables                     2,615          2,615           2,615          2,615
Other financial assets                            727            727             727            727
Inventories                                        18             18              18             18
Other assets                                      108            108             108            108
Total current assets                           11,306         11,343          11,367         12,110

Non-current assets
Property, infrastructure, plant & equipment   237,864        240,090         245,319        248,110
Intangible assets                                 442            348             254            160
Total non-current assets                      238,306        240,438         245,572        248,269
Total assets                                  249,612        251,781         256,939        260,379

Liabilities
Current liabilities
Trade and other payables                        1,586          1,586           1,586             1,586
Trust funds and deposits                        1,034          1,034           1,034             1,034
Provisions                                      1,930          1,930           1,930             1,930
Interest-bearing loans and borrowings             580            412             393             1,774
Other liabilities                                  48             48              48                48
Total current liabilities                       5,177          5,009           4,990             6,371

Non-current liabilities
Provisions                                        501            501             501            501
Interest-bearing loans and borrowings           4,407          3,996           3,602          1,828
Other liabilities                                  84             67              50             33
Total non-current liabilities                   4,992          4,563           4,153          2,362
Total liabilities                              10,169          9,572           9,143          8,733
Net assets                                    239,443        242,209         247,796        251,647

Equity
Accumulated surplus                           148,985        151,158         156,657        160,188
Reserves                                       90,458         91,051          91,140         91,459
Total equity                                  239,443        242,209         247,796        251,647

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   COUNCIL PLAN 2017 - 2021

7.3.3 Statement of Changes in Equity
For the four years ending 30 June 2021
                                                        Accumulated    Revaluation     Other
                                                Total       Surplus       Reserve    Reserves
                                                $’000         $’000          $’000      $’000
2016/2017 Forecast
Balance at beginning of the financial year    232,286       141,468        88,289       2,529
Surplus/(deficit) for the year                  2,906         2,906             -            -
Net asset revaluation increment/(decrement)       120             -           120            -
Transfer to other reserves                          -             -             -            -
Transfer from other reserves                        -           819             -        (819)
Balance at end of the financial year          235,312       145,193        88,409       1,711

2017/2018 Budget
Balance at beginning of the financial year    235,312       145,193        88,409       1,711
Surplus/(deficit) for the year                  3,763         3,763             -            -
Net asset revaluation increment/(decrement)       368              -          368            -
Transfer to other reserves                          -          (200)            -          200
Transfer from other reserves                        -            230            -        (230)
Balance at end of the financial year          239,443       148,985        88,777       1,681

2018/2019 Strategic Resource Plan
Balance at beginning of the financial year    239,443       148,985        88,777       1,681
Surplus/(deficit) for the year                  2,640         2,640             -            -
Net asset revaluation increment/(decrement)       126              -          126            -
Transfer to other reserves                          -          (557)            -         557
Transfer from other reserves                        -             90            -         (90)
Balance at end of the financial year          242,209       151,158        88,903       2,148

2019/2020 Strategic Resource Plan
Balance at beginning of the financial year    242,209       151,158        88,903       2,148
Surplus/(deficit) for the year                  5,201         5,201             -            -
Net asset revaluation increment/(decrement)       386              -          386            -
Transfer to other reserves                          -          (200)            -          200
Transfer from other reserves                        -            497            -        (497)
Balance at end of the financial year          247,796       156,657        89,289       1,851

2020/2021 Strategic Resource Plan
Balance at beginning of the financial year    247,796       156,657        89,289       1,851
Surplus/(deficit) for the year                  3,718         3,718             -            -
Net asset revaluation increment/(decrement)       132              -          132            -
Transfer to other reserves                          -          (277)            -         277
Transfer from other reserves                        -             90            -         (90)
Balance at end of the financial year          251,647       160,188        89,421       2,039

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PROPOSED
   COUNCIL PLAN 2017 - 2021

7.3.4 Statement of Cash Flows
For the four years ending 30 June 2021
                                                               Strategic Resource Plan
                                                                      Projections
                                                    2017/18       2018/19         2019/20      2020/21
                                                       $’000         $’000           $’000        $’000
                                                     Inflows       Inflows         Inflows      Inflows
                                                  (Outflows)    (Outflows)      (Outflows)   (Outflows)
Cash flows from operating activities
Rates and charges                                    19,393        19,577          19,968       20,367
Statutory fees and fines                                 767           781             797          813
User fees                                                964           995           1,027        1,060
Grants - operating                                     6,082         4,868           4,786        4,882
Grants - capital                                       4,003         2,766           5,206        3,806
Contributions - monetary                                 140            60              60           60
Interest received                                        320           326             333          339
Rent received                                            967         1,145           1,308        1,335
Other receipts                                           189           282             198          292
Employee costs                                      (11,905)      (11,854)        (12,002)     (12,252)
Materials and services                               (9,521)       (8,775)         (8,971)      (9,350)
Other payments                                         (726)         (715)           (729)        (744)
Net cash provided by/(used in) operating
activities                                           10,672         9,457          11,980       10,608

Cash flows from investing activities
Payments for property, infrastructure, plant
                                                    (12,818)       (8,780)        (11,583)      (9,459)
and equipment
Proceeds from sale of property, infrastructure,
                                                        147           150             220             150
plant and equipment
Payments for investments                            (15,000)      (13,000)        (14,000)     (15,000)
Proceeds from sale of investments                    15,000        13,000          14,000       15,000
Net cash provided by/ (used in) investing
activities                                          (12,672)       (8,630)        (11,363)      (9,309)

Cash flows from financing activities
Finance costs                                          (243)         (209)           (182)           (162)
Proceeds from borrowings                                   -             -               -               -
Repayment of borrowings                                (723)         (580)           (412)           (393)
Net cash provided by/(used in) financing
activities                                             (967)         (789)           (594)           (555)
Net increase/(decrease) in cash & cash
equivalents                                          (2,967)           38              23             743
Cash and cash equivalents at the beginning of
the financial year                                   10,804         7,838           7,875            7,899
Cash and cash equivalents at the end of the
financial year                                        7,838         7,875           7,899            8,642

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PROPOSED
   COUNCIL PLAN 2017 - 2021

7.3.5 Statement of Capital Works
For the four years ending 30 June 2021
                                                           Strategic Resource Plan
                                                                  Projections
                                                 2017/18      2018/19         2019/20   2020/21
                                                   $’000         $’000          $’000     $’000
Property
Land improvements                                    488           10             512            10
Total land                                           488           10             512            10
Buildings                                          2,090          270           1,500         1,600
Building improvements                              1,871        2,195           1,605         1,550
Total buildings                                    3,961        2,465           3,105         3,150
Total property                                     4,449        2,475           3,617         3,160
Plant and equipment
Plant, machinery and equipment                       974          950           1,140          562
Computers and telecommunications                     330          240             180          180
Library books                                         54           55              56           57
Total plant and equipment                          1,358        1,245           1,376          799
Infrastructure
Roads                                              4,454        3,430           3,280         3,530
Bridges                                              357          160           2,160           160
Footpaths and cycleways                              458          300             300           150
Drainage                                             230          310             270           260
Recreational, leisure and community facilities       425          320            200           820
Parks, open space and streetscapes                 1,045          500            340            540
Other infrastructure                                  50           40             40             40
Total infrastructure                               7,019        5,060          6,590          5,500
Total capital works expenditure                   12,825        8,780         11,583          9,459

Represented by:
New asset expenditure                              2,799          590          1,730          1,552
Asset renewal expenditure                          8,121        7,035          9,408          7,252
Asset upgrade/expansion expenditure                1,905        1,155            445            655
Total capital works expenditure                   12,825        8,780         11,583          9,459

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PROPOSED
   COUNCIL PLAN 2017 - 2021

7.3.6 Statement of Human Resources
For the four years ending 30 June 2021
                                                                 Strategic Resource Plan
                                                                        Projections
                                                     2017/18        2018/19         2019/20        2020/21
                                                       $’000           $’000          $’000          $’000
Staff expenditure
Employee costs - operating                            11,905          11,854          12,002         12,252
Employee costs - capital                                   -               -               -              -
Total staff expenditure                               11,905          11,854          12,002         12,252

                                                         EFT            EFT             EFT                EFT
Staff numbers
Employees                                              130.5           127.5           127.5              128.5
Total staff numbers                                    130.5           127.5           127.5              128.5

A summary of human resources expenditure categorised according to the organisational structure of Council is
included below:
                                                                Strategic Resource Plan
                                                                       Projections
Department                                         2017/18         2018/19         2019/20          2020/21
                                                      $’000           $’000           $’000           $’000
Community Services
 - Permanent Full Time                                1,520           1,539            1,559          1,578
 - Permanent Part Time                                1,634           1,655            1,675          1,696
Total Community Services                              3,155           3,194            3,234          3,274
Corporate Services
 - Permanent Full Time                                1,267           1,243            1,259          1,314
 - Permanent Part Time                                  675             684              692             701
Total Corporate Services                              1,942           1,927            1,951          2,015
Executive & Development Services
 - Permanent Full Time                                1,280           1,216            1,231          1,247
 - Permanent Part Time                                  316             320              324             328
Total Executive & Development Services                1,596           1,536            1,555          1,574
Infrastructure
 - Permanent Full Time                                4,096           4,067            4,118          4,230
 - Permanent Part Time                                  317             321              325             329
Total Infrastructure                                  4,413           4,388            4,443          4,559
Casuals and other expenditure                           799             809              819             829
Capitalised labour costs                                432             437              443             448
Total staff expenditure                              12,337          12,291          12,445          12,701

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PROPOSED
   COUNCIL PLAN 2017 - 2021

A summary of the number of full time equivalent (FTE) Council staff in relation to the above expenditure is
included below:
                                                                     Strategic Resource Plan
                                                                             Projections
Department                                            2017/18            2018/19         2019/20        2020/21
                                                          FTE                FTE             FTE             FTE
Community Services
 - Permanent Full Time                                    16.0               16.0            16.0            16.0
 - Permanent Part Time                                    22.6               22.6            22.6            22.6
Total Community Services                                  38.6               38.6            38.6            38.6
Corporate Services
 - Permanent Full Time                                    14.0               14.0            14.0            14.0
 - Permanent Part Time                                     8.1                8.1             8.1             8.1
Total Corporate Services                                  22.1               22.1            22.1            22.1
Executive & Development Services
 - Permanent Full Time                                    11.0               11.0            11.0            11.0
 - Permanent Part Time                                     3.6                3.6             3.6             3.6
Total Executive & Development Services                    14.6               14.6            14.6            14.6
Infrastructure
 - Permanent Full Time                                    47.0               47.0            47.0            47.0
 - Permanent Part Time                                     4.2                4.2             4.2             4.2
Total Infrastructure                                      51.2               51.2            51.2            51.2
Casuals and other expenditure                              0.8                0.8             0.8             0.8
Capitalised labour costs                                   4.0                4.0             4.0             4.0
Total staff numbers                                      131.2              131.2           131.2           131.2

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PROPOSED
        COUNCIL PLAN 2017 - 2021

 8. SERVICES, SERVICE PERFORMANCE INDICATORS AND
    BUDGET INITIATIVES 2017/18
Council has identified the following budget initiatives to support the first year of delivery of the Council Plan
2017 – 2021.
This section provides a description of the services and initiatives to be funded in the Budget for the 2017/2018
year and how these will contribute to achieving the strategic objectives outlined in the Council Plan. It also
describes a number of major initiatives, initiatives and service performance outcome indicators for key areas of
Council’s operations. Council is required by legislation to identify initiatives, major initiatives and service
performance outcome indicators in the Budget and report against them in their Annual Report to support
transparency and accountability. The relationship between these accountability requirements in the Council
Plan, the Budget and the Annual Report is shown below.

Source: Department of Environment, Land, Water and Planning

Services for which there are prescribed performance indicators to be reported on in accordance with the
Regulations are shown in bold and underlined in the following sections.

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PROPOSED
         COUNCIL PLAN 2017 - 2021

8.1 STRATEGIC OBJECTIVE 1: QUALITY COMMUNITY
INFRASTRUCTURE
To achieve our objective of quality community infrastructure, we will continue to plan, deliver and improve high
quality, cost effective, accessible and responsive services. The services, initiatives, major initiatives and service
performance indicators for each business area are described below.

Services
                                                                                                       Expenditure
Service area           Description of services provided                                                  (Revenue)
                                                                                                         Net Cost
                                                                                                             $'000
Assets                 With forward planning, the timely intervention and replacement of                     8,247
                       infrastructure assets is programmed to maximise serviceability of assets               -165
                       and minimise escalating maintenance costs. This proactive management                  8,082
                       of assets also allows long term financial demands for asset renewal works
                       to be anticipated and planned for.

Parks and Open         This service provides clean and well presented Parks & Gardens, Public                  1,638
Space                  Open Space and Sporting Fields for the enjoyment, amenity and well                          0
                       being of our community and visitors to the area.                                        1,638
Roads and              This service provides reliable and timely maintenance of the road network               2,535
Maintenance            and other critical assets including footpaths, bridges and drainage assets                -50
                       for the safety and convenience of our community.                                        2,485
Risk & Property        To utilise risk management proactively as a tool to achieve success across                946
                       all areas. To make effective and efficient risk-based decisions on the                 -1,053
                       allocation of budget and resources. To make decisions on property                        -107
                       management arrangements that are underpinned by service plans, the
                       long term financial plan and a minimisation of risks.

Major Initiatives
Annual asset renewal program including road reconstruction, buildings, fleet and equipment, road reseal,
gravel road resheet, bridges, playgrounds and footpaths ($5,931,200)
Implement the Hepburn Hub at The Rex and Daylesford Town Hall to deliver improved community spaces
including theatre, swimming pool, library, meeting rooms and council services ($2,305,000)
East Street Road Lowering Under Railway Bridge (Year 1, subject to external Funding) ($590,000)
Enhanced Drainage Maintenance Program ($300,000)
Trentham Child Care Construction for In-Venue Family Day-Care ($235,000)
Deliver walking and cycling priority projects, including asset renewal works and expansion of footpaths and
multi-use trails ($210,000)
Initiatives
New Trentham Netball Facility ($208,800)
Hepburn Mineral Springs Improvements ($125,000)
Fraser St (Service St - Creswick Rd) Clunes Streetscape Works ($105,700)
Access to toilets from Creswick splash/skate park - formalised crossing/outstands ($60,000)

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PROPOSED
        COUNCIL PLAN 2017 - 2021

Develop a Road Upgrade Policy and Comment Road Upgrades (sealing unsealed roads) ($60,000
Road Safety Improvements Program ($60,000)
Tennis Court Surfaces Program ($57,200)
Landscaping Clunes & Jubilee Lake Caravan Parks to revegetate following high-risk tree removal ($50,000)
Drainage condition assessment and renewal/upgrade program to reduce flood impacts ($40,000)
Trentham Mechanics Institute upgrades ($25,000)
Annual Street Tree Planting ($22,000)
Bouldering wall (rock climbing) in the new Creswick community park ($14,000)
Lyonville Hall storage facility ($11,000)

Service Performance Outcome Indicators
The following indicators outlines how we intend to measure achievement of service objectives

Service               Indicator            Performance Measure                     Computation

Roads                 Satisfaction         Satisfaction with sealed local roads    Community satisfaction rating
                                           (Community satisfaction rating out of   out of 100 with how Council has
                                           100 with how Council has performed      performed on the condition of
                                           on the condition of sealed local        sealed local roads.
                                           roads)

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PROPOSED
        COUNCIL PLAN 2017 - 2021

8.2 STRATEGIC OBJECTIVE 2: ACTIVE & ENGAGED COMMUNITIES
To achieve our objective of active & engaged communities, we will continue to plan, deliver and improve high
quality, cost effective, accessible and responsive services. The services, initiatives, major initiatives and service
performance indicators for each business area are described below.

Services
                                                                                                       Expenditure
Service area           Description of services provided                                                  (Revenue)
                                                                                                            Net Cost
                                                                                                              $'000
Aged & Disability      This service provides high quality aged and disability services including              1,910
Services               home and community care within the active service framework.                          -1,518
                                                                                                                391
Family Services        This service provides leadership in the planning and development of early                330
                       years services and programs and in partnership with community and                       -135
                       service providers facilitate integrated and co-ordinated service provision               195
                       including maternal and child health.

Library Services       This service provides, through our public libraries, a welcoming space that               885
                       develops strong and connected communities, supports a culture of                         -206
                       reading and improves quality of life.                                                     679
Recreation             This service provides proactive and planned approach to the                               600
                       maintenance, renewal and upgrade of recreation assets, and provide                       -212
                       strategic direction for future recreation and aquatic facilities.                         388
Youth                  This service seeks to engage our young people. Invest in them now &                        78
                       create our community leaders for the future.                                              -13
                                                                                                                  66
Community              This service seeks to identify and create opportunities with residents to                 813
Development            participate in enhancing community health and wellbeing.                                  -23
                                                                                                                 791
Environmental          To provide a range of public health programs including food safety                        315
Health                 throughout the community which focus on a preventative approach to                       -151
                       health and aim to minimise future problems.                                               164
Compliance             Through education and Local Law enforcement, including animal                             375
                       management, the Compliance Department provides a safe community for                      -236
                       all to enjoy.                                                                             138

Major Initiatives
Daylesford Soccer Rooms Refurbishment ($160,000)
Youth Strategy Activation ($78,300)
Initiatives
Library Collection Renewal ($53,598)
Public Art Installation and Maintenance - Clunes 17-18 ($40,000)
Replace salt chlorination with Auto Dose Unit - Creswick Splash Park ($33,572)

     HEPBURN SHIRE COUNCIL PLAN 2017-2021
                                                                                                                   41
PROPOSED
       COUNCIL PLAN 2017 - 2021

Skate Park Design at Daylesford Community Park ($30,000)
Female Participation Strategy ($30,000)
Implement Reconciliation Action Plan actions ($12,000)
Develop Glenlyon Recreation Reserve - Master Plan ($10,000)

Service Performance Outcome Indicators
The following indicators outlines how we intend to measure achievement of service objectives.

Service                Indicator            Performance Measure                       Computation

Home and               Participation        Participation in HACC service             [Number of people that
Community Care                              (Percentage of the municipal target       received a HACC service /
(HACC)                                      population who receive a HACC             Municipal target population for
                                            service)                                  HACC services] x100

                                            Participation in HACC service by          [Number of CALD people who
                                            Culturally and Linguistically Diverse     receive a HACC service /
                                            (CALD) people                             Municipal target population in
                                            (Percentage of the municipal target       relation to CALD people for
                                            population in relation to CALD            HACC services] x100
                                            people who receive a HACC service)

Maternal and           Participation        Participation in the MCH service          [Number of children who attend
Child Health                                (Percentage of children enrolled who      the MCH service at least once
(MCH)                                       participate in the MCH service)           (in the year) / Number of
                                                                                      children enrolled in the MCH
                                                                                      service] x100

                                            Participation in MCH service by           [Number of Aboriginal children
                                            Aboriginal children                       who attend the MCH service at
                                            (Percentage of Aboriginal children        least once (in the year) /
                                            enrolled who participate in the MCH       Number of Aboriginal children
                                            service)                                  enrolled in the MCH service]
                                                                                      x100
Libraries              Participation        Active library members                    [Number of active library
                                            (Percentage of the municipal              members / municipal
                                            population that are active library        population] x100
                                            members)

Aquatic Facilities     Utilisation          Utilisation of aquatic facilities         Number of visits to aquatic
                                            (Number of visits to aquatic facilities   facilities / Municipal population
                                            per head of municipal population)

     HEPBURN SHIRE COUNCIL PLAN 2017-2021
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