city of victor harbor

City of Victor Harbor

Community Plan 2022

City of Victor Harbor Community Plan 2022

1

13 September 2010 City of Victor Harbor Community Plan 2021, and Strategic Directions

2011-2015 adopted by Council

26 November 2012 Following a review of the original Community Plan 2021and Strategic

Directions 2011-2015, the City of Victor Harbor Community Plan 2022

adopted by Council

ACKNOWLEDGEMENTS

Strategic plans from a number of Councils were considered to gather ideas for the structure,

format, and content of the original Community Plan 2021. The City of Burnside Vision 2020, City of

Onkaparinga Community Plan 2028, Sustainable Futures Salisbury City Plan 2020, Salisbury

Organisational Excellence Strategy, City of Marion Plan 2008-2020, City of Charles Sturt

Community Plan 2027, and the City of Charles Sturt Corporate Plan 2008-2012 are in particular

acknowledged as sources of ideas and content.

The contribution of community members, staff and elected members in the development of the

Community Plan is also acknowledged.


2

INTRODUCTION FROM THE CITY MANAGER

Victor Harbor enjoys a high standard of

living and offers much to residents and

visitors alike. The relaxed lifestyle, strong

sense of community, natural environment

and township character are highly valued.

However, the two-fold pressures of

significant population growth and a rapidly

ageing community offer considerable

challenges for Council in the provision of

infrastructure and services, balancing the

pressures of growth, and maintaining the

current lifestyle and strong sense of

community. The seasonal population

changes provide further challenges for small

businesses and for the provision of public

infrastructure, while the declining workforce

participation rates will have implications for

the economic sustainability of the City.

Additional challenges also include the City’s

low-lying coastal settlements and coastal

eco-systems being vulnerable to the

impacts of climate change.

The City of Victor Harbor Community Plan

2022 provides a broad, long term framework

for Council to respond to these pressures

and challenges. The Plan describes what we

want Victor Harbor to be like into the future

and highlights the key issues that have

shaped our thinking. It is very much based

on Council’s Urban Growth Management

Strategy 2030, which involved numerous

investigations and extensive community

consultation.

The Community Plan will directly inform

Council’s Annual Business Plans, work plans

and budgets, and also informs Council’s

Long Term Financial Plan and Asset

Management Plan.

Graeme Maxwell

City Manager


3

HOW WE DEVELOPED THIS PLAN

Council is required under Section 122 of the

Local Government Act 1999 to have a

strategic management plan that identifies

Council’s objectives and what Council

intends to do to achieve its objectives.

In reviewing the City of Victor Harbor

Community Plan 2021, Council identified that

they wanted a plan that is simple and easy

to read. To this end the Community Plan 2021

and Strategic Directions 2011-2015 have

been integrated into a single document, the

City of Victor Harbor Community Plan 2022.

The Plan reflects recent releases of 2011

Census data.

In developing the original Community Plan

2021, Council considered a wide range of

reports, investigations, studies and strategies.

These involved extensive community

consultation, workshops, surveys, economic

analysis, social and recreational planning,

environmental analysis and asset and

infrastructure audits. The original plan was

also the subject of public consultation.

For the purposes of the Local Government

Act 1999, the strategic management plans

of Council are our Community Plan 2022,

Long Term Financial Plan and Asset

Management Plan.

WHAT MAKES VICTOR HARBOR A

GREAT PLACE TO LIVE

The relaxed country lifestyle and strong

sense of community are highly valued by

residents and visitors.

People feel safe in Victor Harbor and have

commented that it is a safe place for

children to grow up. There is a strong ethos

of volunteering with many people

contributing to the community.

The natural environment, including

beaches, open space, parks, clean air and

mild climate are identified as things which

make Victor Harbor a great place to live in.

People also value the variety of recreation

and sporting opportunities, and the choice

of schooling.

The proximity to Adelaide and a range of

facilities are identified as benefits to living in

Victor Harbor.

The majority of the workforce is able to live

and work in the local community and enjoy

the relaxed lifestyle that they have chosen.

The following graph compares ABS Census data, ABS Estimated Resident Population (ERP) figures released in July 2012, and

Department for Planning and Local Government population projections released in June 2011. A linear projection (trend line) is

drawn for the ABS Census data. The Department for Planning and Local Government population projections use the 2006

Census as a base line, and are based on the SA Cabinet approved medium series growth projections, developed in the

context of the 30 Year Plan for Greater Adelaide.

0

5,000

10,000

15,000

20,000

25,000

1986 1991 1996 2001 2006 2011 2016 2021 2026

Po

pu

lati

on

Year

Victor Harbor Population Growth and ProjectionsABS Census Data

ABS Estimated Resident Population July 2012

Population Projections - Department Planning and Local Government June 2011 Linear (ABS Census Data)


4

CHALLENGES

POPULATION GROWTH

Victor Harbor has experienced strong

average annual population growth over the

last 10 years of around 2.4%, compared to

0.8% for South Australia. This is the sixth fastest

growth rate for a local government area in

South Australia. Population in 2011 was

14,0001 and is expected to grow to 19,300 in

20262. (Refer to the graph on the previous

page). This has implications for the provision

of adequate services, infrastructure and

protecting the environment, heritage,

lifestyle and sense of community.

There are high levels of resident movement

within Victor Harbor, and into and out of

Victor Harbor.3 Studies suggest that high

levels of migration can result in lower levels of

connection with the community and

reduced informal and family supports.4

High levels of population growth in

neighbouring Councils have implications for

Victor Harbor as the regional service centre.

POPULATION CHANGE

Victor Harbor has the highest median age of

any community5 in South Australia and the

fifth highest in Australia (2011)6, with a

median age of 56 years compared to 38

years for South Australia.

1 ABS Estimated Resident Population (ERP) 30 June 2011 2 Department for Planning and Local Government

population projections released June 2011. 3 Between 2001 and 2006 1,800 residents moved within

Victor Harbor, 3,200 moved into Victor Harbor, and 1,200

moved out of Victor Harbor. 4 “A Framework for Social Connectivity in the Southern

Fleurieu Peninsula”, Southern Fleurieu Positive Ageing

Taskforce, 2006 5 Figures are for Statistical Area (Level 2) SA2. These

communities have an average population of 10,000, with

a minimum of around 3,000 and a maximum of around

25,000. These figures do not necessarily equate to Local

Government Areas. 6 Down from the highest in June 2008

More than 35% of our population is aged

65+ compared to 16% for South Australia as

a whole. 28% of households are lone person

households (2011)7 although some areas of

central Victor Harbor are as high as 64%

(2006).

The ageing demographic in Victor Harbor

and surrounding communities has

implications for the type and levels of

services and infrastructure that will be

required, and housing types required. The

rapidly growing aged population will

increase demand for dependant aged

care accommodation. While population

growth continues to primarily be in the older

age groups, 2011 Census data shows small

increases in all age groups from 0 to 44

years. (Refer to the above graph)

HOUSING

Residential expansion close to the town

centre is limited by the steep topography

and the coast. Development continues to

be primarily detached low density housing8

which places additional pressure on the

outward expansion of the township, and is

inefficient in terms of ongoing servicing

costs.

Victor Harbor has enjoyed low housing costs

relative to Adelaide, however, as demand

for houses increases there is potential for

increased housing prices.9

7 Between 2006 and 2011 the number of lone person

households increased by 22% compared to 12% from

2001 to 2006. During the same periods the number of

families with children increased by 11% and 3%

respectively, and the number of couples with no children

by 15% and 12% respectively. 8 88% of dwellings in Victor Harbor are detached

dwellings compared to 80% in South Australia (2011) 9 Median rent is $210 compared to $220 for South

Australia (2011) Median monthly mortgage repayment is

$1,213 compared to $1,500 for South Australia (2011)


5

CHALLENGES (continued)

There is a high proportion of unoccupied

dwellings and together with seasonal

occupancy of dwellings, results in

inefficiencies in infrastructure and service

provision. 29% of dwellings were vacant on

Census night compared to 12% for South

Australia as a whole. (2011)

CHANGING ECONOMY

Median household weekly income is 28%

below the State average (2011). The SEIFA10

Index of Disadvantage for Victor Harbor is

981, which is in the middle grouping of

regional councils in South Australia, and

slightly more “advantaged” than South

Australia as a whole at 979 (2006).

There are strong retail, health, community

services, aged care services, education,

accommodation and restaurant sectors, with

declining employment in agriculture, forestry

and fishing. Tourism is a major employer

based around coastal environments, rural

character and historic townships, however

poorly coordinated township expansion

could threaten tourism, and impact

negatively on the amenity of residents.

Aged care services report significant

difficulty in recruiting and retaining

adequate and appropriately skilled staff.

Ocean Street is considered an important

part of the town character and of great

ongoing value to residents and visitors alike.

There are opportunities to build awareness

of, and encourage investment in business,

lifestyle and education opportunities linked

to Victor Harbor’s coast and marine areas,

environmental assets, and ageing

demographic.

The area has a relatively low labour force

participation11 rate of 44% compared to 63%

for South Australia (2009). The unemployment

rate was 7.2% in March 2011 and has been

consistently higher than other local

government areas in the Fleurieu Region

(average 4.1%) and South Australia as a

whole (6.0%). 68% of the workforce live and

work in Victor Harbor, while 27% of residents

who work, work outside of Victor Harbor

10 SEIFA - Socio Economic Index for Areas 11 Labour force participation rate is a measure of the total

labour force as a proportion of the civilian population

(persons aged 15 and over)

(2006). Improved transport, including the

upgrade of the Southern Expressway will

make it easier for people to live locally and

commute to the southern area to work.

A significant proportion of the existing

labour force is engaged in relatively low

paid and/or part-time employment often

associated with seasonal tourism and retail.

27% of people were engaged in volunteer

work, compared to 20% for South Australia

as a whole (2011).

There is a need to ensure an adequate

supply of retail floor space and commercial

floor space, with competing land uses

restricting options for industrial expansion.

It is desirable to have expanded post

secondary education and training facilities

in the region to reduce the need for people

to leave the area, or travel, to obtain

training and qualifications.

TRANSPORT AND INFRASTRUCTURE

There is a need to ensure adequate potable

water to meet future supply needs. Waste

water infrastructure and solid waste disposal

require sustainable solutions. The cost of

storm water management infrastructure is a

significant constraint for new development

areas and in the consolidation of existing

urban areas.

Victor Harbor’s standard broadband

internet has speed limitations which hinder

developments in the business sector,

although the roll out of the National

Broadband Network, and the installation of

fibre optic cables to local businesses and

core community facilities will provide

considerable opportunity for business

development including making it easier for

people to be able to live and work locally.

There are minimal transport connections to

Adelaide, with poor perceptions of road

safety, coupled with limited community and

regular passenger transport services. Victor

Harbor is also relatively isolated from

interstate transport connections.

There are increasing numbers of motorised

scooters. If used safely, they can provide

independence for people who find it

difficult to walk. However, if not used

appropriately there are safety issues for

users and other people in the community.


6

CHALLENGES (continued)

SPORT AND RECREATION FACILITIES AND

OPEN SPACE

Sport and recreation facilities and open

space are highly valued. However existing

facilities are at or near capacity. A regional

aquatic centre is often identified by the

community as a high priority. Improved

playgrounds and recreation facilities and an

increased range of sporting and non-sporting

recreation options have been identified as

being desirable.

RESIDENTIAL AMENITY

Projected population growth will increase

pressure on the ability of the City’s transport

infrastructure to meet future demands, and

may impact negatively on local residents.

Improved internal public transport options

could reduce demand for parking in the

town centre and improve access to services

and facilities. Long term master planning of

traffic flow at the development stage, with

consideration for future urban growth, may

minimise future traffic issues for residents.

ENVIRONMENT AND BIODIVERSITY

Victor Harbor is rich in biodiversity, with two

significant water courses, estuaries, wetlands,

significant remnant vegetation, coastal

beaches, cliffs and islands. The area is

recognised as a relatively pristine high

energy coastal environment. Further growth

will place pressure on the clearance of

native vegetation and on streams, wetlands,

and watersheds, as well as the general

landscape and built form character.

CLIMATE CHANGE

Climate change will increase the

vulnerability of low lying coastal areas due to

projected sea level rise and increased

incidence of storms.

BUILT AND CULTURAL HERITAGE AND TOWN

CHARACTER

Expansion of urban areas and infill of

established areas has the potential to impact

negatively on the existing town setting, areas

of scenic quality, and Aboriginal and built

heritage.

Protecting these qualities is an important

part of maintaining town character and the

relaxed country seaside lifestyle.

There is an attractive landscape setting

which plays an important part in defining

the character and identity of the town. The

considered selection and positioning of

different land uses can assist in maintaining

the existing character of the town by

minimising impact on areas of scenic quality

and heritage value.

GOVERNANCE, ASSET MANAGEMENT, &

ORGANISATIONAL DEVELOPMENT

Cost shifting for services from Federal and

State Governments to Local Government

continues to impact on Council’s ability to

provide services and facilities.

There is an increasing demand for greater

transparency and accountability in Council

decision making, and there are also

increases in costs associated with new

statutory and risk management

requirements.

Increasing demand for skilled workers will

require consideration of workforce

strategies, and attraction and retention

programs.

Council’s success in achieving its objectives

will be influenced by wider external forces

such as changes in global economic

markets, political change, changes to

Federal or State Government polices,

technological change, rising fuel and

energy costs, and the impacts and costs of

climate change.

HOW THE PLAN IS STRUCTURED

The Community Plan indicates the direction

for Council to follow in partnership with

neighbouring Councils, other levels of

government, organisations and services,

and the community, to achieve its Vision. It

highlights the key issues that have shaped its

thinking and provides a broad, long term

framework for Council to respond to

emerging issues and plan for the community

to 2022.


7

State Strategic Plan

30 Year Plan for Greater

Adelaide

Urban Growth Management

Strategy

Various Council/Regional

Plans & Strategies

Asset

Management Plan

(10 Years)

Long Term

Financial Plan

(10 Years)

Annual Business Plan,

Work Plans

& Budgets

Community Plan (10 Years)Strategic

Co

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un

ity, S

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Ele

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Projects and Actions


Strategic


At a strategic level the Plan considers the

Urban Growth Management Strategy,

Council’s Section 30 Development Plan

Review, the South Australian State Strategic

Plan, the 30 Year Plan for Greater Adelaide,

and a range of other plans and strategies.

The Community Plan identifies the

community’s desired outcomes and

strategies, which provide the framework for

Council’s Annual Business Plans, work plans

and budgets. Council’s Long Term Financial

Plan and Asset Management Plan, both of

which are of 10 years duration, also reflect

the Community Plan.

The above diagram shows how various plans

and strategies relate to each other.

VISION & OBJECTIVES

Council’s vision describes what we want the

City of Victor Harbor to be like in the future:

A thriving and sustainable regional coastal

centre offering a wide range of attractive,

high amenity lifestyle choices to our local

community, the wider Fleurieu region, our

visitors and future generations.

This vision acknowledges the needs of

current and future residents and visitors, and

recognises Victor Harbor’s role as the

regional retail, commercial, educational

and service centre of the Southern Fleurieu.

To achieve the Vision Council has identified

four broad, interlinked objectives.

1. A strong economy and supportive

business environment.

2. The sustainable provision of physical

infrastructure and community services.

3. Environment and lifestyle protected

against the pressures of projected

population growth.

4. Leadership, service delivery and

organisational management that

underpins our strategic directions.

DESIRED OUTCOMES & STRATEGIES

For each Objective, Desired Outcomes are

identified which indicate “what differences”

we hope to make to achieve our vision.

Council may not be solely responsible for

achieving these outcomes, but may play a

part by working in partnership with

neighbouring Councils, other levels of

government, and the community.

Strategies explain in broad terms what

Council will do to achieve our Objectives.

The strategies provide the framework for a

series of Key Planned Activities, projects and

programs, included in Council’s Annual

Business Plan, which describe in more detail

what we will do to achieve our objectives.

A detailed list of possible actions is

contained in Chapter 5 of the Urban Growth

Management Strategy.


8

Objective 1

A strong economy and supportive business environment.

Desired Outcomes

A supportive environment for small business

An increase in the proportion of working people in the population

A range of appropriate housing types to meet current and future needs

Strong transport and communication networks, locally, interstate and overseas

Learning and training opportunities that focus on local needs

Strategies

Employment and Economic Development

1.1 Support an increase in appropriate business investment and employment

opportunities

1.2 Promote Victor Harbor’s competitive advantages in order to encourage new

businesses and industries

1.3 Plan for an improved range of and access to services

1.4 Encourage improved reputation and business climate

1.5 Support business linkages through partnerships and collaboration

Population and Housing

1.6 Plan for appropriate housing stock and diversity to meet current and projected

needs

1.7 Encourage an increase in the proportion of permanent residents

Connectivity

1.8 Support improved information communication technology services

1.9 Negotiate for improved regional transport connections

1.10 Integrate transport services and land use planning

1.11 Develop and maintain safe road, cycle and pedestrian corridors and networks

1.12 Advocate for improved public and community transport services

Community

1.13 Advocate for expanded options to access higher education and skills development


9

Objective 2

The sustainable provision of physical infrastructure and

community services.

Desired Outcomes

Effective management of urban growth

Sustainable use of potable water and energy

Sustainable management of hard waste, wastewater and storm water

Efficient and timely provision of health and community services

Built environment and open spaces that lead to healthier outcomes and people friendly

places

Strategies

Physical Infrastructure

2.1 Stage release of residential land ahead of growth and in line with staged services

2.2 Plan for and encourage reduced waste generation, and increased recovery and

reuse of waste

2.3 Improve storm water management through increased retention, detention, and

reuse

2.4 Maximise reuse of treated wastewater

2.5 Encourage reduced energy consumption through energy efficient development

2.6 Encourage increased use of sustainable energy sources

2.7 Encourage water sensitive urban design and water consumption reduction

Community

2.8 Facilitate meeting places responsive to community needs

2.9 Encourage coordination, collaboration and the effective provision of health and

community services in the local area and region

2.10 Promote safe communities through appropriate infrastructure, urban design, crime

prevention and police services

2.11 Plan for the appropriate location of children’s services, facilities for the aged,

recreation and sporting facilities, boating facilities, education services and

cemeteries

2.12 Improve access, lifestyle and information services for people with a disability12

2.13 Ensure high quality open space and recreation facilities are provided and

maintained

12 The definition of “disability” under the Disability Discrimination Act (DDA) includes physical, intellectual, psychiatric, sensory,

neurological and learning disabilities, as well as physical disfigurement and the presence in the body of a disease causing

organism. It also protects people who have some form of personal connection with a person with a disability like relatives,

carers and co-workers. The Australian Bureau of Statistics (ABS) uses the International Classification of Functioning, Disability

and Health (ICF) definition for disability as a term for impairments, activity limitations and participation restrictions. A person

has a disability if they report that they have a limitation, restriction or impairment, which has lasted, or is likely to last, for at

least six months.


10

Objective 3

Environment and lifestyle protected against the pressures of

projected population growth.

Desired Outcomes

Landscapes, townscapes, natural environment, built heritage, Aboriginal and cultural

assets are protected, conserved and enhanced

Ecologically sustainable urban design and development

A sense of community ownership and involvement

Strategies

Environment

3.1 Protect ecological values and biodiversity

3.2 Identify and protect heritage, landscape and townscape values

3.3 Protect and enhance the coastal environment

3.4 Plan for appropriately designed and located, mixed density housing which caters to

the needs of the community

3.5 Adapt to impacts of climate change

3.6 Encourage development controls which reflect principles of Ecologically Sustainable

Development

Community

3.7 Encourage a vibrant community culture

3.8 Promote Council services, and activities

3.9 Encourage community interaction including participation in sport and recreation

opportunities

3.10 Promote concepts of “connected communities” and “communities for all”

3.11 Ensure a planned response to the impacts of fire, flooding and other emergencies


11

Objective 4

Leadership, service delivery and organisational management

that underpins our strategic directions.

Desired Outcomes

Effective community engagement and leadership

Efficient and effective service delivery

Financial sustainability and risk management

An adapted, skilled, safe and satisfied workforce

Strategies

Governance and Community Leadership

4.1 Support elected members to fulfill their role as the governing body of Council

4.2 Ensure efficient legislative compliance

4.3 Increase participation of the community in local government planning, operations,

and elections

4.4 Ensure that the community receives clear and concise plans, reports and guidelines,

and reasonable response time for all processes that invite public consultation

4.5 Develop inter-governmental and regional relationships

4.6 Ensure that Council operates in a strategically planned environment

4.7 Foster and demonstrate community leadership

Service Delivery

4.8 Engage with the community to identify its needs and expectations

4.9 Ensure a high and efficient level of service delivery across the organisation

Financial and Operational sustainability

4.10 Undertake long term financial planning

4.11 Manage Council’s financial assets to improve financial sustainability

4.12 Continue infrastructure and asset management planning

4.13 Investigate and develop opportunities to expand and diversify Council’s income

stream to reduce reliance on rate payers for services and operations

4.14 Assess opportunities within an effective risk management framework

Organisational Development and Workforce

4.15 Provide a safe and healthy workplace

4.16 Develop an adaptable, skilled and satisfied workforce

4.17 Plan for the workforce needs of the future

4.18 Apply appropriate technology and information systems that enhance service

delivery and efficiencies

4.19 Develop planning, business and resource management processes to support

innovation and excellent service delivery


12

THE ROLE OF COUNCIL

While Council derives its principle powers

from the Local Government Act, there are

more than 50 Acts of Legislation which also

assign roles and responsibilities to Local

Government. Council’s role can vary across

the range of services and activities that it is

involved in and can include:

Providing leadership by setting

directions to meet current and future

needs, usually though policy, strategies,

plans and reviews.

Planning for the development and

future requirements of the area.

Managing community assets including

buildings, facilities, public space,

reserves and the natural environment.

Undertaking a regulatory role in

response to specific legislation.

Acting as an information provider

including developing resources to

promote an understanding of the

community and inform decision making.

Liaison, advocacy and lobbying on

behalf of the community.

Acting as an initiator/facilitator to

stimulate community action or bring

together stakeholders.

Providing developmental support to

enhance the capacity of the

community to identify and respond to

its own needs.

Being a direct provider of services,

facilities and infrastructure.

Being an indirect provider or part funder

of services, facilities and infrastructure.

Acting as an agent by providing

services on behalf of another party that

funds the services.

The Strategies do not represent everything

that Council does. There are a number of

other activities that Council will undertake

which are part of Council’s ongoing

function.

MONITORING AND REVIEW

Council’s Community Plan will be reviewed

every two years, with one review aiming to

give guidance to the new Council during

the early part of its term. Formal consultation

will occur when the Plan is reviewed.

OUR MEASURES OF SUCCESS

A series of strategic indicators have been

identified which indicate how Council is

performing against its objectives. These

indicators show how effective Council has

been in making a difference in order to

achieve its vision. The relationship of each

indicator to the State Strategic Plan is also

shown where applicable.

It is not intended that the indicators reflect a

complete picture of every aspect of every

objective. Rather they reflect a trend

towards a desired outcome and a desired

direction.

Data sources primarily include the Australian

Bureau of Statistics (ABS), internal Council

data, data from government agencies (e.g.

Department of Education, Employment and

Work Place Relations), and data from the

Local Government Comparative

Performance Measurement (CPM) Project.

Local Government CPM data is obtained

through an independent annual survey and

provides information on community

perceptions of Council’s performance.

Council is able to compare its performance

with other Councils.

Specific measures and targets are included

in annual business plans. Council will report

on their performance against those

indicators for which data is available, on an

annual basis, for inclusion in Council’s

Annual Report.


13

Objective 1

A strong economy and supportive business environment.

Indicator Measure Target/Trend State Strategic Plan

Target Business investment Number of businesses (Internal data)

Maintain at current level

or increase

35 - Economic growth

39 - Competitive

business climate

Workforce population Workforce participation (DEEWR Survey)

% of people unemployed (DEEWR Survey)

Number of people employed in local

businesses (Internal data)


or increase


or decrease


or increase

48 – Ageing workforce

participation

49 - Unemployment

47 – Jobs

49 - unemployment

Proportion of

permanent residents

% of occupied dwellings (ABS Census data) Maintain at current level

or increase

46 - Regional

population levels

Road, cycle and

pedestrian networks

Asset/Infrastructure Management Index

(Local Government CPM Index*)

* Refer to explanation of the Local

Government Comparative Performance

Index on previous page.

Continual improvement 56 – Strategic

Infrastructure

Objective 2

The sustainable provision of physical infrastructure and community services.

Indicator Measure Target/Trend State Strategic Plan

Target Effective

management of

urban growth

Planning and Development Control Index

(Local Government CPM Index)

Continual improvement 1 – Urban Spaces

Storm water and

waste water reuse

Quantity of storm water and waste water

reused by Council (Internal Council data)


or increase

73 – Recycled Storm

Water

74 – Waste Water

Waste Collection and

Disposal

Waste Collection Disposal Index (Local

Government CPM Index)

Continual improvement

67 – Zero Waste

Perceptions on safety

and security

Safety and Security Index (Local


Continual improvement 17 - Statewide crime

rates

Provision of parks,

reserves and open

space

Providing and Maintaining Sporting Facilities,

Parks, Gardens, and Playgrounds Index


Continual improvement 83 - Sports and

recreation

1 – Urban Spaces

Provision of

community meeting

places

Providing and Maintaining Community Halls

and Cultural Buildings Index


Continual improvement 23 – Social Participation

56 - Strategic

infrastructure

Provision of disability

access and

information services

Health and

Community Services

Providing and Maintaining Facilities for the

Aged Disabled and Special Needs Groups

Index (Local Government CPM Index)

Health Services Index (Local Government

CPM Index)



50 – People with a

Disability

78 – Health South

Australians

Providing services and

facilities

Providing Services & Facilities for the

Community Overall Index (Local



Objective 3

Environment and lifestyle protected against the pressures of projected population growth. Indicator Measure Target/Trend State Strategic Plan

Target Safeguarding

ecological values and

biodiversity

Environmental Management Index (Local


Continual improvement 69 – Lose no Species

70 – Sustainable Land

Management

71 - Marine biodiversity


14

Addressing the

impacts of climate

change

% of buildings with solar panels (Clean

Energy Council)

Continual improvement 64 – Renewable Energy

59 - Greenhouse gas

emissions reduction

Community

involvement

% of people who volunteer (ABS Census

data)

Maintain at current

level or increase

24 - Volunteering

23 – Social Participation

Libraries and Library Service Index (Local


Continual improvement 99 - Cultural

engagement –

institutions

Accessibility to goods,

services, amenities

and facilities

Quality of Life Index (Local Government

CPM Index)

Continual improvement 56 - Strategic

infrastructure

Objective 4

Leadership, service delivery and organisational management that underpins our strategic

directions. Indicator Measure Target/Trend State Strategic Plan

Target Community

participation in local

government

Proportion of eligible voters voting in general

Council elections (State Electoral

Commission)

42% or greater

Engaging with the

community

Community Consultation Index (Local



Decision making Investigations by the Ombudsman

identifying deficiencies in

administration/governance (Internal data,

and Ombudsman’s Annual Report)

Good Governance Assessment Audit

(Internal, Local Government Association of

SA)

Nil

Rating score of “Good”

or better

Awareness of long

term and strategic

objectives

Strategic Objectives Index (Local

Government CPM index)


Access to Council

information,

documents and

meetings

Public Access to Information Index (Local



Customer service

satisfaction

Customer Service Index (Local Government

CPM Index)

Continual improvement 32 – Customer and

client satisfaction with

government services

Effective risk

management

Risk Management Processes Audit Rating

(LGMLS Risk Management Audit)


Financial sustainability Operating Surplus Ratio

Net Financial Liabilities Ratio

(Council Annual Financial Statements)

0% or greater

75% or less

Asset sustainability Asset Sustainability Ratio (Council Annual

Financial Statements)

Average 80% over any 3

year period

Safe and healthy

workplace

Number of lost time claim injuries (OHS&W

Injury Management Statistics)

Compliance with OHS&W Risk Management

Legislation (OHS&W Self Audits, LG Workers

Compensation Scheme KPI Audits, and

WorkCover Audits)

OHS&W Injury

Management

Benchmark or better

Maintain Exempt

Employer Status

21 - Greater safety at

work

21 - Greater safety at

work


- 15 -

1 Bay Road, Victor Harbor

PO Box 11, Victor Harbor

South Australia 5211

Telephone (08) 8551 0500

Fax (08) 8551 0501

Email: [email protected]

Website: www.victor.sa.gov.au

city of victor harbor

Documents