PROPOSED COUNCIL PLAN 2017 - 2021 - Hepburn Shire ...
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PROPOSED COUNCIL PLAN
2017 – 2021
HEPBURN SHIRE COUNCIL T: 03 5348 2306 www.hepburn.vic.gov.au shire@hepburn.vic.gov.auPROPOSED
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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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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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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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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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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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
HEPBURN SHIRE COUNCIL PLAN 2017-2021
28PROPOSED
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
HEPBURN SHIRE COUNCIL PLAN 2017-2021
29PROPOSED
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
HEPBURN SHIRE COUNCIL PLAN 2017-2021
30PROPOSED
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
HEPBURN SHIRE COUNCIL PLAN 2017-2021
31PROPOSED
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
HEPBURN SHIRE COUNCIL PLAN 2017-2021
32PROPOSED
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
HEPBURN SHIRE COUNCIL PLAN 2017-2021
33PROPOSED
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
HEPBURN SHIRE COUNCIL PLAN 2017-2021
34PROPOSED
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
HEPBURN SHIRE COUNCIL PLAN 2017-2021
35PROPOSED
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
HEPBURN SHIRE COUNCIL PLAN 2017-2021
36PROPOSED
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
HEPBURN SHIRE COUNCIL PLAN 2017-2021
37PROPOSED
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.
HEPBURN SHIRE COUNCIL PLAN 2017-2021
38PROPOSED
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)
HEPBURN SHIRE COUNCIL PLAN 2017-2021
39PROPOSED
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)
HEPBURN SHIRE COUNCIL PLAN 2017-2021
40PROPOSED
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
41PROPOSED
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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