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Contact usThis document contains important information about East Gippsland Shire Council. If you do not understand the content or would like further information, please contact us in one of the following ways:

TelephoneResidents’ information line 1300 555 886Citizen Service Centre: (03) 5153 9500 (open 8.30 am to 5 pm Monday to Friday) Hearing or speech-impaired customersContact Council through the National Relay Service on 133 677

PostEast Gippsland Shire CouncilPO Box 1618Bairnsdale 3875 Australia

Fax (03) 5153 9576Web www.eastgippsland.vic.gov.auEmail feedback@egipps.vic.gov.auTwitter @egsc

Centre locationsBairnsdale Corporate Centre: 273 Main StreetLakes Entrance Service Centre: 18 Mechanics StreetOmeo Service Centre: 179 Day AvenueOrbost Service Centre: 1 Ruskin StreetPaynesville Service Centre: 55 The Esplanade

Outreach CentresBendoc Outreach CentreBuchan Resource CentreCann River Community Centre

Legislative requirementsThe administrative practices of East Gippsland Shire Council are primarily governed by the Local Government Act 1989 and Local Government (Finance and Reporting) Regulations 2004. Under this legislation, Council is required to prepare and adopt a Council Plan at least every four years.

The Council Plan must provide a strategic direction as well as identify outcomes and strategies in response to local and regional issues.

Adoption by CouncilThe Council Plan 2013-2017 was adopted by Council at a Special Council meeting on 25 June 2013.

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ContentsIntroduction to the Council Plan 4

Mayor’s message 5Chief Executive Officer’s message 6

Our region, our people, our diversity 7

Our region 7Our people 8Our diversity 9Significant issues 10

Our Council 16

The role of Council 16Your Councillors 17Organisation chart 18Vision 18Values 19

The process to develop this Council Plan 20

The Community Vision and the Council Plan 20Our corporate planning framework 21

Our response to Shaping the Future 2030: the Council Plan 2013-201724

A snapshot of what this Council Plan will deliver between 2013-17 25

How to interpret this plan 29

What we will deliver in 2013-14 35

Key strategic activities 36People 42Place 50Economy 63Stewardship 71

Strategic Resource Plan 78

What is the Strategic Resource Plan 79Development of the Strategic Resource Plan 79

Non-financial resources 80

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Human resources 80Infrastructure 80Risk management 81Information technology 81

Financial resources 82

Key Financial Indicators 82

Budgeted Standard Statements 84

Budgeted Standard Income Statement 85Budgeted Standard Balance Sheet 86Budgeted Standard Cash Flow Statement 87Budgeted Standard Capital Works Statement 89

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< Section 1>

Introduction to the Council Plan

Mayor’s message I am pleased to present East Gippsland Shire’s Council Plan 2013-2017.

This current Council was elected in October 2012 and the development of a new Council Plan was embarked upon later that year and into 2013. This Plan represents Council’s response to the matters that the community told us are important during our Long-term Community Vision consultation period. It integrates and focuses Council’s resources towards achieving the community goals of Shaping our Future 2030. The structure of the plan, its underlying values and overarching mission of sustainability (of our diverse places and strong communities) mirror those of Shaping our Future 2030.

During the next four years, we will plan and deliver services and manage community assets according to the priorities outlined in these pages. Consider this Plan as a roadmap for navigating the first leg of our journey to a better future for East Gippsland’s people and places by 2030. Each year we will review our progress, report on our achievements against specified indicators and allocate resources for the following year to build on the gains we have made.

The traditional owners in the East Gippsland Shire have a special place in this Plan and in Shaping our Future 2030. This is reflected in several partnership initiatives we have forged with Aboriginal organisations, like the East Gippsland Reconciliation Action Plan.

Priorities strongly embedded in our Council Plan include: Delivering services into places in a way that meets actual needs, equitably; Transforming our economic base and being better connected to the world outside; and Supporting communities and businesses to adapt to the effects of climate change.

While dealing with these challenges, we will not lose sight of the vital local issues you have told us are important to you, including: Ongoing management and maintenance of ageing infrastructure; Protecting, improving and promoting our community’s health and wellbeing; Dealing with waste in a way that’s both cheaper and more environmentally sound; Building relationships with our communities so we understand each other well; and Ensuring the ongoing financial sustainability of Council.

I’d like to thank residents for their commitment to the engagement process to date and urge you all to keep working with Council to achieve our shared goals. By working together, I have great confidence in the future of East Gippsland.

Cr Dick EllisMayor

Call out - In four years I expect we will be a stronger community - enriched by robust democratic and cultural practices and sustained by a thriving local economy and a diverse and healthy environment.

Chief Executive Officer’s messageThe Council Plan is the key document that drives the strategic direction of Council. It expresses the Council’s broad vision for the future development of East Gippsland Shire.

Developing this Council Plan has provided the opportunity for Councillors and Shire staff to pause, take stock and check where we are heading. The document is our strategic plan for the next four years and is a direct response to the community aspirations articulated in the revised Long-term Community Plan – Shaping Our Future 2030, adopted by Council in September 2012.

In preparing the Council Plan, we took into account all we know about East Gippsland; the legacies of past civic and community leaders, the opportunities and challenges ahead and the values and views of the people we serve. We considered implications of our legislative framework that governs our work. We reflected on the key strategies, plans and programs already in place, and assessed their relevance against the community plan.

We also looked at issues and trends impacting on East Gippsland from beyond our regional boundaries; from the greater-Gippsland region and further afield to the national and global forces affecting us. Population growth, coastal inundation, environmental sustainability and improved management and maintenance of ageing infrastructure are among the big issues we know we must continue to embrace and work through over the next four years.

We reviewed evidence from leading researchers whose work informs our planning for social, economic and environmental sustainability. We also considered our responsibilities to provide leadership and good governance, sound management of civic assets, and value for money to ratepayers.

In short, a lot of creative and strategic thinking and hard work across many departments within Council has driven the preparation of this Plan and added to the things we already knew from the community input that we received during the development of the Community Plan.

Now the Council Plan has been adopted by Council, our task is to get on and deliver the actions and strategies contained in these pages and to report on our progress each year as we go.

I look forward to reporting progress in a spirit of partnership with local residents and organisations.

Steve KozlowskiChief Executive Officer

Our region, our people, our diversity East Gippsland Shire Council acknowledges the Gunnai Kurnai people and the Bidhawal (Bidwell) people as the traditional custodians of this land.

East Gippsland has a beautiful and bountiful environment, an engaged community and an economy that offers many opportunities. As we move into the future, we want to retain all that is special about our region. We want to be informed, effective and responsive to meet the challenges of the future.

Our region East Gippsland is a major geographic and economic region in eastern Victoria. The Shire stretches from west of Bairnsdale to the New South Wales border, covering more than 21,000 square kilometres or 10% of the state.

The traditional custodians of East Gippsland are the indigenous Gunnai Kurnai people, who bordered on the lands of the Bidhawal (Bidwell) people to the east around Cann River and Mallacoota.

European settlement dates from the 1830s, with land used mainly for sheep and cattle grazing and timber. Spurred by gold discoveries, growth took place in the 1850s and 1860s. Substantial growth occurred from the 1880s, as settlement spread into the more marginal forests and hills. Expansion continued during the early 1900s and during the post-war years. The major commercial centre, Bairnsdale, was proclaimed a city in July 1990.

The past 30 years have seen East Gippsland evolve from its traditional rural origins to a flourishing economic and tourism region, drawing more than one million visitors each year. The region has kept its identity and sense of place as it has grown. A thriving fishing industry remains in Lakes Entrance and Mallacoota; and the agrifood sector is of vital importance to East Gippsland with food manufacturing and production fundamental drivers of the regional economy.

Most importantly, East Gippsland’s unique qualities are its strength. The region is distinguished by its natural setting, with its eastern edge defined by the Gippsland Lakes and rugged coastline and the rising backdrop of the high country. Historical rural landscapes and natural bushland areas characterise the region, and surround its communities.

As East Gippsland has matured as a region, its communities have also developed and diversified. We are a large and vibrant region in a beautiful natural setting, home to proud and involved communities that embrace and encourage self-reliance, responsibility and new ideas.

The coming years, with well-managed growth, will see the region flourish as a creative, dynamic, diverse place for residents and visitors alike able to compete on a national stage.

Our peopleWhere do we live?With more than 42 townships and localities, East Gippsland can be seen as a patchwork of communities, each with individual features and characteristics to be recognised and marketed. Each township or community has its own distinct heritage, tourist attractions and economic focus.

The region’s population is mainly concentrated around the Gippsland Lakes in the southwest with relatively sparsely settled areas elsewhere. Bairnsdale, the region’s commercial and major regional service centre, supports a population of 12,139.

How do we live?At the 2011 Census, there were 22,629 dwellings in East Gippsland, ranging from separate houses (86.7% of all dwellings) to medium-density dwellings.

East Gippsland has a high proportion of low-income households (36.8%) compared to the Victorian average and the rest of Gippsland. Housing affordability has become a major issue with approximately 30% of all households in East Gippsland experiencing housing stress (paying more than 30% of household income on housing).

Approximately 4% of East Gippsland housing is social housing, which includes community-based and public housing. (Source: Office of Housing)

Our open spacesEast Gippsland has almost 75% of its 21,051 square kilometre land area under public ownership. Private land amounts to around 4,200 square kilometres, covering the red gum plains and parts of the coastal plains, mountain plateaux and fertile river valleys. Only 64 square kilometres of land is classified as urban. The municipality covers an area of spectacular landscapes and vast natural resources. The open-space assets include large areas of native forests, extensive river and lakes systems, attractive coastlines and diverse flora and fauna. The natural environment also supports the health and wellbeing of our communities and those who visit to experience the ‘naturally magic’ environment.

PopulationIn the past 10 years, population growth for East Gippsland has remained higher than average for regional Victoria, however our population is growing slowly, with declining household size. The regions of Metung, north-east Bairnsdale and Paynesville are experiencing faster growth.

The average age of East Gippsland residents is 47 years, however the age structure of East Gippsland is changing towards retirees and seniors. An ongoing shift in population distribution towards the 60+ age group continues, representing 31.8% of our population. By 2021, 45% of the population in East Gippsland is expected to be aged 60+ years.

By contrast, we have a much lower proportion of 20-50 year-olds than the Victorian average. Similar to other rural and regional areas, only 10% of the population is within the 15-24 years age bracket. There have been declines in the number of children aged 10-14 years as well as those in the 35-39 age groups, reflecting some movement of families from the municipality.

The region has a significant Aboriginal population, representing 3.2% of the total population. East Gippsland’s Aboriginal population is among the five largest in Victorian Shires. (Source: Community Profile, profile.id®)

Our diversityWhat do we do?The major geographic and economic region in eastern Victoria, East Gippsland offers a strong competitive advantage with its diverse population and industry profile, growing economy and stable labour force. East Gippsland’s economy, like the region itself, is diverse and robust. Between 2006 and 2011 in East Gippsland Shire, the number of people in the labour force increased by 1,122 or 6.6%. (Source: Economic Profile, economy.id®)

An abundance of primary produce and natural resources along with good transport and logistics, ample water, good physical and telecommunications infrastructure and plentiful land supply add to the region's competitive advantages.

Some of Australia's leading brands and businesses operate from East Gippsland including the Southern Hemisphere’s largest pie manufacturer, Patties Foods Ltd, which began as a Lakes Entrance cake shop in 1966; southern Australia’s largest trawling fishing fleet; and Australia's largest fresh-cut horticulture business, One Harvest Vegco. Innovation is also strong in East Gippsland, with a range of

42,793 Current estimated population of the region(Source: 2011 ABS Census)

47 yearsCurrent average age of East Gippsland residents (Source: 2011 ABS Census)

“More East Gippsland Shire residents work in retail than any other industry.” Source: economy.id

businesses and consultants basing themselves in the region and using communications technology to service their customers around the world.

Significant issuesA range of significant issues and emerging opportunities will influence the future of East Gippsland.

Financial sustainabilityLocal government’s role and functions have expanded considerably in recent decades. This has resulted in a 'mismatch' between income that can to be raised or sourced and the expenditure needed to maintain and improve infrastructure and services. This is particularly relevant in rural and regional shires due to the requirements placed on rural councils in areas such as waste management reform, the environment and tourism, infrastructure maintenance and renewal, climate change and emergency management, to name a few.

Every new or increased responsibility comes with a cost. While every effort is made to minimise expenditure without impacting negatively on service, Council has only two mechanisms through which it can accommodate rising costs – increases to rates and charges, or grant funding from the state and federal governments.

Regional partnershipsEast Gippsland Shire Council recognises that by collaborating with all levels of government and the private sector, it can deliver an extended range of infrastructure and services to meet the needs of our communities.

Collaboration and close partnerships enable Council to access greater resources and coordinate strategic responses to issues as they arise. Access to services, health and education, cultural activity, safety and employment affect everyone in different ways and no one level of government can deliver everything. It is essential to work together to maximise available resources and talent and make the greatest difference to our communities.

Population growth East Gippsland’s population pressures are similar to other regional councils in Victoria and sometimes more pronounced. Whereas rural communities are more socially connected and more engaged in community activities, often through volunteerism, some issues relating to personal lifestyle choices require greater effort, often in partnership with local service organisations.

The makeup of the population also reflects rural conditions, with a growing percentage of people in the 60 years and over category, more single-person households and a low number of young people, many of whom chose to move away to study or seek employment in larger, more urban centres.

There have also been increases in the number of very young children in the municipality, reflected in the growing demand for childcare and early years services, and a decrease in pre-teen children, as families seek different opportunities for employment and education. The current census also shows that 3.2% of the population is Aboriginal and 10.7% were born overseas, mainly from English-speaking countries.

Call-out / graphic Population:2011 42,7932031 51,912

Source: profile.id® (2013)

Forecast changes in the age profile of East Gippsland’s population

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Source: profile.id® (2013)

Health and wellbeing Our lifestyle rates highly, with more people than the Victorian average reporting high levels of wellbeing, time with family, community participation and physical activity. (Source: Community Indicators Victoria).

East Gippsland Shire residents were significantly more likely to volunteer; almost half (48.4%) reported volunteering at least once a month, compared with the Victorian average (34.3%).

Compared with the state average (50.5%), residents of East Gippsland were significantly more likely to report participation in citizen engagement in the previous 12 months (62.2%).

A number of lifestyle indicators will be addressed in the Council Plan. Physical activityAt present 66.5% of males meet the national physical activity guidelines, higher than for females (51%) and the Victorian male average (61%). Activity within Council’s recreation centres and increased development of priority walking trails will work towards addressing the level of physical activity within the community. It will focus on improving participation rates in physical activity.

Overweight and obesityCurrently 71% of males are either overweight or obese compared with 46% of women and the Victorian male average of 57.2%. Council will continue to advocate for improvements in levels of nutrition, access to fresh fruit and vegetables and participation in physical activity, which together influence the levels of overweight and obesity.

NutritionOnly 53% of people meet the recommended daily intake of fruit and vegetables per day comparable to the 52% average across Victoria. Council will continue to develop improved access to fresh fruit and vegetables in those communities where there are issues with food access and affordability. Partnerships with local service organisations will assist in improving public information on recommended daily intakes and food sourcing.

Psychological stress

With the incidences of fire and flood in East Gippsland in recent years and the effects of downsizing in some industries with predominantly male workforces, there is evidence of above-average reporting of moderate levels of psychological stress in males.

In East Gippsland, 31.7% of males were assessed as having a moderate level of psychological stress compared with 21.5% of males across Victoria. Council will continue to develop Local Incident Management Plans across the municipality to provide a level of information and support for communities to deal with times of increased risk and hazard. Council continues to explore viable economic and employment opportunities in new labour markets, which can address industry change and diversification.

EducationEast Gippsland significantly under-performs in educational attainment when compared to regional Victorian and state averages. Approximately 66% of our young people complete Year 12. While school retention rates are improving, they remain below state averages.

Many students and families in East Gippsland consider post-compulsory education unattainable. Data for 2012 shows that only 27% of Year 12 graduates took up higher education places compared with 38% of students in the neighbouring Shire of Wellington and 49% in Melbourne. This trend has also been evident in previous years.

Additionally, 40% of our young people who were offered a university place in 2012 deferred it. This is at least twice the metropolitan deferral rate. Past research shows that for 75% of the students who deferred university in East Gippsland, the reason for deferring is financial.

Within East Gippsland, local access to post-compulsory education is limited and flexible learning options are constrained by inadequate technology platforms.

Council has recognised the need to improve local access to education and training. Council is working on projects with a range of stakeholders to expand the education options available locally and to support students who move to other areas to pursue education and training.

Community facilities A large geographic area with more than 40 individual communities places significant demand on Council to provide a range of quality community facilities to meet the diverse needs of residents. This includes the provision of marinas, boat ramps, jetties, walking paths, playgrounds, sporting facilities, swimming pools, walking and cycling trails to name but a few.

To prioritise facility and service needs, we have developed a community-planning approach to working with local communities.

Coupled with this is our approach to asset management, which aims to understand and manage whole-of-life costs associated with planning, delivering and maintaining community infrastructure.

Infrastructure management East Gippsland Shire Council has approximately $541 million in infrastructure assets, including roads, traffic systems, drainage, parks, leisure facilities and community buildings and facilities, all of which must be properly planned, managed, maintained and renewed.

The construction, maintenance and upgrade of Council infrastructure is necessary for economic development, as well as the provision of health and community services, environment services and general public services required by communities.

Our ability to deliver new infrastructure, while managing existing infrastructure assets, requires us to have appropriate plans, strategies, systems and processes in place.

Economic development East Gippsland’s economy, like the region itself is diverse and resilient. Construction, administrative and support services, agriculture and farming, and accommodation and food are the four strongest industry sectors by financial output. Retail trade is the largest employer.

New business registrations show a continuing trend of new business registration growth, with approximately 608 new business registrations recorded for 2012.

The total annual estimated gross regional product for East Gippsland (a measure of size or net wealth generated by the local economy) for 2012 was $1.349 million, down slightly from the 2011 figure of $1.366 million. This reflects the slowing of the local economy and reflects similar trends throughout much of Australia.

Structural changeThe last decade has seen significant structural change in the drivers of the East Gippsland economy. Decline in the traditional primary production sectors of timber and broad-acre agriculture has led to economic hardship in some industries and local communities. This has been most apparent in rural townships dependent on timber milling and associated services.

However, during a time of global economic downturn, a drying climate, floods and bushfires, the East Gippsland economy has demonstrated resilience and an ability to adapt to change. The emerging agrifood and manufacturing sectors have provided new opportunities for the region, while regional population growth has supported a growing construction sector. Mining ventures proposed for the region are anticipated to further diversify the region’s economy.

While the region can claim overall growth, there are obvious areas of decline, which have caused real hardship to individuals and some communities.

An emerging food bowlThe agrifood sector is of vital importance East Gippsland, with food manufacturing and food production fundamental drivers of the regional economy. The total gross value of agricultural commodities as of June 2011 (ABS) for East Gippsland was valued at $173.3 million. This is broken down as: crops: $60.7 million; livestock (meat): $72.0 million; and livestock (products): $40.5 million.

With direct access to rich offshore fishing grounds, Lakes Entrance is home to one of Australia’s largest fishing fleets while, further to the east, Mallacoota is the base of a significant abalone industry. Fish catches are supplied directly to markets in Melbourne and Sydney. The multi-million dollar East Gippsland fishing industry is the largest employer of this sector in regional Victoria.

A strengthening tourism sectorIn 2010, East Gippsland Shire attracted 1.1 million visitors, most of whom were domestic overnight visitors (591,334) followed by domestic day-trip visitors (492,652) and then international visitors (31,344). During 2010, East Gippsland experienced a 2% increase in visitation, with more overnight visitors but fewer international visitors. This yielded approximately $273 million in revenue for the region.

In 2010, visitors to East Gippsland Shire made up 34.9% of the total number of visitors to the Gippsland region.

Community engagement Approaches to community engagement require regular review to ensure we can respond to shifts in our communities’ needs and expectations. Many of our engagement approaches focus on developing effective working relationships with the community and enhancing their capacity to pursue their aspirations.

Service delivery Victorian Local Government underwent a radical transformation between 1992 and 1999. Wholesale reforms included a restructure and amalgamation of Councils, the introduction of compulsory competitive tendering, the extension of the Commonwealth Freedom of Information Act 1982 to Councils and the application of National Competition Policy to Local Government.

Following the amalgamation process in late 1994, significant changes were made to the way Council services were delivered in East Gippsland. In late 1995 Council-operated outdoor workforces in areas such as road maintenance, parks and gardens maintenance and waste management were phased out and these functions contracted to private providers. Services such as family day care, home and community care and maternal child health welfare were transferred to external agencies that specialised in similar services. Service agreements were established with economic, tourism and arts bodies that operated in the Shire.

Until 2004, major works and services essentially remained outsourced. However some components of contracts were reviewed to determine whether it would be efficient and economical for Council staff to provide these components in-house. At this time a small in-house footpath maintenance crew was established.

In recent years, Council has given particular focus to the way in which it provides services to its more remote communities. Many communities expressed the view that small towns would benefit greatly from increased employment opportunity if services could be locally delivered.

In mid 2011 Council investigated the potential to increase service levels in the remote north and far-east areas of the Shire by establishing place-based works crews. At the same time, Council reviewed externally-provided works.

As a result, Council made the significant decision to move from contract-based to in-house delivery of parks and gardens, tree maintenance and waste transfer station services across the Shire. A new Works unit was created in 2011, with 25 additional staff. The new in-house team commenced in September 2011, with main depots established at Kalimna West and Orbost.

In addition, multi-skilled work teams were established in Mallacoota and Omeo. These changes have increased responsiveness and levels of service, contributed to local economic activity, and provided local employment opportunities and cost savings. In our the more remote communities these operations are supported by multi-purpose Shire Service Centres that provide access to a wide range of Shire services in the local community.

Continuing to provide service excellence will be a major focus as financial resource pressures continue. Issues such as debt management, resource allocation to deliver expected levels of service, and integrating systems and processes will have a considerable impact on our capacity to deliver.

Effective asset management will be critical to the safe operation of facilities, as will be the need for easy access. There will be particular emphasis on new residential developments to ensure facilities and social infrastructure are properly planned.

TransportEast Gippsland Shire faces diverse and complex challenges associated with the geography and demography of a large rural and remote area, where most small and remote communities have little or no public transport. Transport is critical in enabling connectivity and participation within and between communities, access to regional service centres and in increasing liveability in the Shire. We need a balanced transport system in which public transport is seen as a viable alternative to private car travel and a way to reduce our carbon footprint.

Freight movement is also important for the region, as many of our resource-based industries need effective road and rail freight and logistics to transport goods to markets in Melbourne, Sydney and beyond.

We recognise that transport planning in rural and remote areas requires partnerships across a range of private operators and state and federal transport agencies. Council is active in planning for and advocating for transport infrastructure that connects East Gippsland to its markets, as well as continuing to work on the need to transfer the emphasis from social, community transport to public transport services for the whole community.

Locally, much of Council’s budget is spent on providing, maintaining and upgrading many kilometres of local roads and paths.

Climate change East Gippsland Shire is particularly vulnerable to the impacts of climate change associated with sea-level rise, increasing dry conditions and extreme natural events. Work has begun to help us understand the nature and extent of future impacts on our communities. Assisting our communities to adapt to future conditions in a planned way will be a major area of focus for Council.

Waste Councils face sharply increasing waste disposal costs driven by a legislated requirement to dispose of waste in more environmentally sustainable ways. Ongoing changes to waste management legislation will result in a need to rationalise waste operations and to bring all facilities in line with best practice. It is a Council priority to offer an efficient and environmentally sensitive service across the municipality.

Our Council

The role of CouncilEast Gippsland Shire Council is a public statutory body that operates under the legislative requirements of the Local Government Act 1989.

The Act sets out the role of Council as an elected body to provide leadership for the good governance of East Gippsland. Council’s elected members and employees work within a framework of systems and processes, to ensure they comply with the Act and follow good business practice.

Council is responsible for setting the organisation’s direction and monitoring its performance on behalf of the community.

The primary goal of East Gippsland Shire Council is to achieve the best outcomes for its local community. It does this by striving to: provide a wide range of services and facilities, and support many others; protect the community, making sure the environment is safe and clean; prevent things that cause harm to the community, such as disease, noise and

pollution; plan for the future of the community; represent the needs and desires of local communities to the wider community,

other levels of government and other organisations; and provide open, responsive and accountable governance, ensuring the resources

available are used fairly, efficiently and effectively.

Representing the interests of the communityGovernance is about setting direction and achieving the vision and goals of the organisation. The elected Council is responsible for providing leadership for the good governance of East Gippsland Shire by setting priorities and policies, and reviewing progress.

As a single entity comprising nine elected community representatives, Council’s role is wide-ranging and varied but includes the following key responsibilities: act as a representative government by taking into account the diverse needs of the

local community in decision making; provide leadership by establishing strategic objectives and monitoring their

achievement; maintain the viability of Council by ensuring that resources are managed in a

responsible and accountable manner; advocate for the needs and desires of the East Gippsland community with other

organisations, agencies and governments; act as a responsible partner in government by taking into account the needs of

other communities and where appropriate and practical, offering support and assistance; and

foster community cohesion and encourage active participation in civic life.

Your Councillors

Cr Richard Ellis (Mayor)Mobile: 0419 023 673 Email: cr.ellis@egipps.vic.gov.au

Cr Jane Rowe (Deputy Mayor)Mobile: 0429 331 929Email: cr.rowe@egipps.vic.gov.au

Cr Ben BuckleyMobile: 0429 857 750Email: cr.buckley@egipps.vic.gov.au

Cr Michael FreshwaterMobile: 0427 007 392Email: cr.freshwater@egipps.vic.gov.au

Cr Jeff McNeillMobile: 0400 835 092Email: cr.mcneill@egipps.vic.gov.au

Cr Peter NealMobile: 0458 019 507Email: cr.neal@egipps.vic.gov.au

Cr Marianne PelzMobile: 0427 007 379Email: cr.pelz@egipps.vic.gov.au

Cr Mark ReevesMobile: 0419 016 581Email: cr.reeves@egipps.vic.gov.au

Cr John WilkinMobile: 0419 024 049Email: cr.wilkin@egipps.vic.gov.au

Organisation chart

Steve Kozlowski Chief Executive

Officer

Chris WaitesDirector Operations

Assets and Waste

Works

Kate NelsonDirector Planning and Community

Community

Strategic Planning

Health and Community Laws

Emergency Management

Maryanne BennettDirector Corporate

Organisation Development

Finance and Treasury

Information Services

Property and Risk

Executive Services

Paul HoltonDirector

Development

Development

Capital Works

Major Projects and Economic

Development

Council Enterprises

Entrepreneurism and Innovation

Vision

Values

East Gippsland Shire Council will strive to deliver the outcomes and objectives identified in this Council Plan, while continuing to provide the services our community needs. In doing so, elected members and officers of Council will be guided by the following values:

Accountability: We will take responsibility for our actions and decisions in an open and transparent way.

Inclusion:We will be accessible and active in engaging with our community. We will invite, listen to and seek to understand the views of others, and proactively share information about Council’s plans, projects, services and activities.

Integrity:We will honour our commitments and conduct ourselves in an honest, ethical way.

Respect:We will value, support and help to develop our diverse community. We will respect the views and contributions of others and act with courtesy and consideration in all our interactions.

Resourcefulness:We will turn the challenges faced by our community into opportunities by being flexible and innovative in our response. We will actively seek better and more cost-effective ways to achieve the best outcomes for East Gippsland.

A thriving, vibrant and liveable East

Gippsland

The process to develop this Council PlanThis Council Plan outlines how Council will contribute to the delivery of the community’s aspirations identified in the long-term Community Vision 2030: Shaping the Future.

The way East Gippsland Shire Council responds to local issues is influenced by regional, state and federal initiatives and strategies more than ever before. This continues the evolution of Local Government from a basic provider of services to a more comprehensive community leadership role, building the capacity of communities to achieve a sustainable future.

The Council Plan is developed every four years and updated annually. This occurs collaboratively, between Councillors, Council staff and the community. The strategies identified in the Council Plan will form the basis of the annual plan and Annual Budget. The strategies will be reviewed periodically to ensure they remain focused on the community’s vision.

The Community Vision and the Council Plan We have listenedIn November 2008, Council endorsed a vision for the long-term future of East Gippsland. The document described the way the future would be in a narrative form. It was developed with input from community members across the Shire.

Council reviewed the vision in 2012 to check that it remains current and continues to reflect the aspirations of the East Gippsland community. While the characteristics of East Gippsland valued by the community are unlikely to change significantly, there may be circumstances, opportunities or challenges that become increasingly significant or obvious over the term of Council.

Community feedback and input was sought through: targeted workshops held in June, during the day and

evening; workshops held for Council advisory board members; workshops for staff from across the organisation who

provided input to the process; and open invitations to community members to provide feedback through Council’s website

and advertisements in local media.

This consultation sought our community’s views about five main topics about the future of East Gippsland:

Where are we now? Where are we going? Where do we want to be? How do we get there? How will we know when we have arrived?

What you told usOur conversations with the community on the Community Vision have provided Council and other organisations with a succinct view about what our community values and what the priority actions and directions might be for East Gippsland’s long-term future.

The East Gippsland community identified a number of long-term issues that are addressed through six major vision themes:

Natural environment Local economy Community Land use and built environment Infrastructure Governance

These themes, together with the enabling role of Council to deliver the Council Plan, have been used to build the four Council Plan key focus areas. The connection between the vision themes and the Council Plan key focus areas is demonstrated below:

The revised Community Vision adopted by Council in September 2012 reflects what the community has told us about how they would like to guide the future of East Gippsland.

Council has used the document to determine how it will support the Community Vision and give a clear direction to the organisation about specific outcomes to be pursued over the next four-year period.

You can download a copy of the long-term Community Vision on Council’s website. If you would like a copy sent to you, please contact our Citizen Service Centre.

Call-out/quote - The Council Plan 2013-2017 is Council’s medium-term response to the long-term Community Vision, which sets out the activities and services Council intends to provide.

Our corporate planning framework Council’s corporate planning framework describes the cycle that Council will follow to prepare, implement and evaluate the Council Plan, key strategic plans, operational plans and the Annual Report. It is a systematic and continuous process for identifying intended future outcomes, how those outcomes will be achieved, and how success will be measured. It is also used to inform our decisions about what areas need more attention or investment in the following year.

Through this annual process, Council can improve the way it represents the aspirations and needs of the community now and in the future. The process complies with the requirements of the Local Government Act 1989 and other legislation.

This process will involve strategic reviews, where Councillors and senior officers will look at the progress in implementing key plans, including the:

Long-term Community Vision 2030: Shaping the Future Council Plan 2013-2017 Asset Management Plan Long-term Financial Plan

Outcomes from strategic reviews will help us with the development of the budget and operational plan for the next financial year.

Council’s Corporate Planning Framework is visually represented below:

Performance managementCouncil is committed to ensuring effective management of performance. In addition to the statutory reporting requirements contained within the Local Government Act 1989, Council is developing a performance management framework that will include regular and transparent reporting against our Community and Council Plans, including the performance indicators in this document.

Council’s progress against the delivery of the Council Plan is reported annually in the Annual Report. Council will review progress on the delivery of the Council Plan in the lead up to each budget and operational planning cycle. The performance measures developed will be meaningful, easy to understand and readily accessible to the community.

Strategic Resources PlanThe Strategic Resource Plan forms part of the Council Plan. This Plan identifies the financial and non-financial resources required by East Gippsland Shire Council over the next four years to achieve the outcomes identified in the Council Plan.

BudgetThe Annual Budget outlines the allocation of resources required to deliver the priorities and objectives of the Council Plan. It contains the first year of the Strategic Resource Plan, and standard and financial statements. It also provides information about the services Council provides, capital works to be delivered, and how they will be funded.

Asset Management Plan Council is committed to achieving Core Compliance with the National Framework for Asset Management. This process has commenced with the adoption of the Asset Management Policy as well as the Asset Management Strategy. The aim of Asset Management is to ensure that all Councils assets are maintained to a level that allows for the delivery of the nominated services from that asset, and that best value is achieved.

Municipal Strategic Statement The Municipal Strategic Statement sets out the vision for land use and development across the East Gippsland Shire. The Municipal Strategic Statement is a statutory document developed in accordance with the requirements of the Planning and Environment Act 1987, which forms part of the East Gippsland Planning Scheme. It brings together the key land-use policies that will guide the way that the development outcomes sought by the East Gippsland community will be achieved. It is a decision-making tool to which Council and others involved in the planning system give primary regard when considering applications for the use and development of land within the Shire.

Municipal Public Health and Wellbeing PlanThe Victorian Public Health and Wellbeing Act 2008 requires Council to develop a four-year Municipal Public Health and Wellbeing Plan. It is one of Council’s major strategic plans and provides a framework for Council’s role in the planning, support and promotion of health and wellbeing across the municipality. It describes the impact of the many Council actions and activities that improve quality of life in East Gippsland. It provides evidence to support the population action plans that address issues identified in the Plan.

<Section 2>

Our response to Shaping the Future 2030: the Council Plan 2013-2017

A snapshot of what this Council Plan will deliver between 2013-17

This four-year Council Plan supports our long-term plan for a thriving, vibrant and liveable East Gippsland. As we work with our community to progress the development of a range of projects and activities, we are continuing to shape the future for our region.

Just a few of the major projects and outcomes that will be delivered over the life of this Plan are outlined below.

Financial sustainabilityA key objective of the Council Plan is financial sustainability in the medium to long term, whilst still achieving the strategic objectives of the Plan. There are a range of important drivers and underlying principles that support what Council will deliver in this Council Plan. When putting together the Plan, Council reviews all the activities, programs, projects and services it provides and considers what new or improved services may be needed. At the same time, Council looks for ways to contain costs, improve efficiency and find new and innovative ways to supplement its traditional income streams of rates, fees/charges and government grants. Other core principles include:

no new borrowing and the retirement of ‘old’ debt;

maintain existing service levels; achieve breakeven underlying operating

result where practicable; and 100% funding of asset renewal based

on current consumption (depreciation).

A future of mutual respect and harmonyThere will be improved working relationships with Aboriginal community members as a result of developing a Reconciliation Action Plan that incorporates community input.

A new way of delivering services to our communitiesA network of Shire Service Centres will be established and operated by Council to provide access to a wide range of relevant Council and community services in local communities. These Shire Service Centres will be developed over time to provide information and communication technology that will assist in improving connectivity across the Shire.

Positive impacts on the health and wellbeing of our community The East Gippsland Shire Community and Wellbeing Plan will be renewed to provide guidance to Council on making a positive impact on the health and wellbeing outcomes for our community. This will be done in partnership with a wide range of agencies and community input.

Place Based CareThere will be ongoing support for the provision of services that support older people to continue to live in their community. We will also support organisations that provide care to people who are ageing or have disabilities.

A new Economic Development and Tourism Strategy through established partnershipsCouncil will continue to support and fund East Gippsland Marketing Inc and the East Gippsland Regional Business and Tourism Association to deliver innovative marketing opportunities and business support activities that enable the region to grow and prosper. The Shire will work with these organisations and the broader community to develop an Economic Development and Tourism Strategy aimed at:

The attraction of investment in new and existing business activities;

The facilitation of appropriate and sustainable development;

Planned and coordinated economic development;

Developing new partnerships between those involved in economic development; and

The enhancement of East Gippsland’s competitive capability and positioning.

Ensuring our region prospers into the futureWe will support the growth of the region’s agrifood and seafood sectors through our partnership with the East Gippsland Food Cluster and funding support for the Gippsland Agricultural Industries Transformation Project. This project will provide mapping, commodities modelling and case studies, which respond to climate change predictions over the next 70 years.

A strategic plan for the Orbost community will aim to transform the local economy by developing new industries and generators of economic wealth for Orbost and district. The plan will provide clear directions to guide future projects and investment; potential land use changes; and will unite stakeholders with a clear set of priorities for the economic revitalisation of Orbost.

Supporting more education opportunities and skills development Council will advocate to support the implementation of the East Gippsland Education Vision. The vision aims to ensure that local education delivers resilience and economic prosperity, is promoted as a critical component of the social fabric that binds the region, fosters development of new knowledge, champions aspiration and celebrates success.

Growing and developing our ShireThe East Gippsland Planning Scheme will be modernised and more effective in providing guidance and facilitating decisions about future growth and development across the Shire.

A leader in environmental sustainability

Council will source resources and invest in energy efficiency improvements to reduce energy use and greenhouse gas emissions in Council facilities with a focus on high-energy use facilities. Communities and businesses will be encouraged to become resource smart.

Adaptation planning projects for Gippsland Lakes communities will ensure that community members have the support and capacity to adapt over time to a changing environment in an effective and sustainable way.

Listening to our community and keeping them informedThere will be more effective engagement by Council with the community, particularly young people, to appropriately account for the community’s needs and visions for their future.

Council will also review its Integrated Communications Strategy so that opportunities for interaction between Council and the community are maximised and the East Gippsland community is kept informed about Council activities and issues that are important to our region.

GovernanceOver the next four years an ongoing program providing for the regular review of systems, processes and equipment will be conducted to ensure Council’s resources are used effectively and efficiently.

Council will maintain a comprehensive internal audit and control framework that ensures the highest standards of financial reporting, internal control, legislative compliance and risk management are maintained.

Major ProjectsOver the next four years Council will spend $121 million on a range of projects across the region. This includes the maintenance and renewal of East Gippsland’s extensive existing infrastructure, as well as the development of new services, facilities and infrastructure. Some of the major projects that will be delivered over this Council Plan are outlined below.

New Bairnsdale Library Precinct Council invests in libraries to support the cultural and learning needs of the community. Guided by the Access to Information Plan: an action plan to guide the provision of Library Services in East Gippsland 2010-2014, Council has allocated $2.36 million to upgrade the Bairnsdale Library Precinct and deliver a facility that has been designed to enhance the amenity and usability of the library and associated outdoor spaces.Parks and open spaces development It is important that everyone is able to enjoy East Gippsland’s parks and open spaces for recreation, leisure and sport. Council will provide $18.31 million over the next four years for developing and upgrading open space throughout the region. This includes: upgrades to Bairnsdale City Oval; Lucknow Recreation Reserve lighting; walking tracks at Newlands Arm; Bemm River ramp and jetty works; upgrades to Buchan youth facilities; upgrades to Gilsenan Reserve, Paynesville and Patterson Park, Metung; projects nominated under the Nowa Nowa, Marlo, Mallacoota, Eagle Point, Lindenow South and Lake Tyers community plans; lighting at Howitt South Park playing fields, upgrades to playgrounds; an additional netball court at Orbost; installation of new footpaths as nominated in the Access and Mobility Plan; renewal of public jetties; croquet facilities at Lakes Entrance; Raymond Island boardwalk seating; rowing platform at Johnsonville; and design for redevelopment of Apex Park all abilities playground upgrade, Lakes Entrance.

Community Plans Council will work in partnership with community members and organisations to

deliver a range of infrastructure and other projects identified as priorities for communities through their Community Plans.

New recreational facilities Council promotes healthy, active lifestyles by providing facilities for sports, recreation, fitness and leisure. In the next four years Council proposes spending $5.73 million to upgrade aquatic facilities in Bairnsdale and Orbost.

Bairnsdale Central Business District (CBD) revitalisation The revitalisation of Bairnsdale’s CBD is a key goal for Council. Encouraging people to explore the area, renovating our open spaces and public areas, protecting our heritage and promoting business in the centre of town are all key to Council’s strategy to build a sustainable local economy. At the end of four years Council will have contributed $1.027 million for revitalisation of the Nicholson Street Mall and $55,000 for Walking and Wayfinding signage improvements.

Mallacoota ocean accessThis long running project seeks to improve the safety of ocean access boating in the region. The project will replace the existing sub-standard boat ramp and provide a greatly increased level of usability with an improved launching and retrieval facility for recreational and commercial boats. This project is primarily funded by the State Government at a total cost of $6.5 million.

Infrastructure assetsCouncil maintains $541 million of infrastructure assets. These assets will continue to be maintained and upgraded as detailed in Council’s ongoing operational and capital works budgets. They include:

500 buildings (including toilets, public halls, administration buildings etc); 3 marinas (totalling 417 serviceable berths); 41 public jetties, 19 fishing platforms and 31 boat ramps; numerous playgrounds, parks and garden areas and recreation reserves; 2,900 km of roads; 209 road bridges and 23 pedestrian bridges; 186 km of footpaths, 517 km of kerb and channel and over 300 km of underground

drains; 2 Council owned and managed recreation centres, plus two outdoor pools; 3 airports; 4 Council managed caravan parks and 6 leased caravan parks; Over 4,000 street lights; and 1 ferry.

How to interpret this planThe Council Plan describes the goals of Council over the next four years as we work toward achieving the community’s aspirations. This Council Plan outlines the strategies to achieve the outcomes during the 2013-14 financial year.

The following chart shows how the structure of the plan fits together. These steps, including associated documents, Council’s role in delivering the Plan and how we will measure our success, are described in detail over the following pages.

Areas of FocusThe four areas of focus in the Council Plan 2013-2017 are visually represented in the diagram below:

Areas of FocusPeople, Place, Economy, Stewardship

We have identified four areas on which to focus our efforts over the life of this plan. Each area has a desired outcome and lists objectives that guide our planning and our progress towards

achieving the community’s vision.

1. GoalWhat we want for East Gippsland

2. ObjectivesWhat is the outcome for the community?

3. Strategic ActionsHow we will do it in 2013/14

1. What we want for East Gippsland

Each area of focus is defined by three to four goals that are aligned to the outcomes identified in the long-term Community Vision. These are:

People Place Economy Stewardship

We contribute to and support healthy, resilient and connected communities

We promote, maintain and improve the quality of our natural and built environments

We contribute to a prosperous and sustainable region that takes advantage of economic opportunities

Our Shire is well managed and supported by a resourceful, responsive organisation

Goal One Goal One Goal One Goal One

Our communities are connected and inclusive

Our resources are used in a sustainable way

Our business environment is adaptable and prosperous

Shire services meet the needs of our communities and stakeholders at an acceptable cost

Goal Two Goal Two Goal Two Goal Two

Our communities are resilient and adaptable

Land use planning delivers vibrant, connected and productive places

Our economy provides opportunities for employment, learning and training

We make decisions through transparent processes and execute our plans prudently and effectively

Goal Three Goal Three Goal Three Goal Three

Safe and active, healthy lifestyles are supported

Our infrastructure meets current and future community needs

East Gippsland is the place to visit, live, work and invest

East Gippsland Shire Council is an exciting, fulfilling and inclusive organisation

Goal Four

Our natural assets are maintained and enhanced

2. What is the outcome for the community?

Within each goal are key objectives describing what we are working towards to achieve the goals. These are outlined under the heading ‘What is the outcome for the community?’

The objectives have been developed as part of our planning process, by taking into account the community’s long-term vision as well as emerging community needs, expectations and levels of satisfaction with our services captured through community satisfaction surveys and other research.

All activities completed by the organisation contribute to one or more of these objectives. Not all strategic actions will be addressed every year, but we will dedicate our efforts to those that are relevant and address the remaining actions over the four years of the Council Plan.

3. How we will do it in 2013-14 Specific strategic activities and projects of Council that outline how we will achieve the outcomes are listed under each objective. These are the strategic actions that form our commitment for the next financial year.

4. Associated documentsThe Council Plan is supported by detailed strategic documents that are developed in consultation and partnership with our community. These include long, medium and short-term plans that set direction for everything we do. This ensures that a clear link exists between community needs and expectations, corporate strategic direction and priorities, policy and day-to-day activities.

Further information on Council activities that will contribute to particular objectives can be found in these strategies and plans, which are listed under ‘associated documents’.

5. What is Council’s role?Councils are responsible for the delivery to their communities of a broad and unique range of services, with different communities within the municipality having their own priorities.

The role of Council in delivering the activities and projects in this Council Plan can be broadly categorised into three core streams. These are planning; assets and infrastructure; and service delivery.

In general terms, Local Government cannot do everything on its own; it needs to work with other stakeholders to deliver outcomes for the community. Council therefore plays a critical role in delivering outcomes through advocacy and partnerships.

The following symbols are placed against the strategic actions to provide context around Council’s role in delivering each action.

PlanningCouncils plan at the local and regional level for the development and future requirements of their area. This requires planning studies to identify actions or to investigate or gain further information regarding specific matters. It may require Council to adopt a policy.

Assets and infrastructureThe assets that Council owns or has stewardship over deliver a range of services to the community. These include meeting transport and access needs; providing for public safety, health and the protection of property; cultural, health, community purposes; and recreational opportunities that enhance community life.

Council's Capital Works Program is a list of capital projects that is adopted and formally approved by Council each June. Capital works projects broadly involve the planning and construction of new assets and infrastructure or the maintenance and improvement of existing assets and infrastructure.

Projects such as major roadwork, upgrading roads, footpaths and drainage, upgrades to or extending buildings such as libraries and community centres, special charge schemes and local area traffic management are all included in the Capital Works Program. More detailed information on specific capital works projects is provided in Council’s Annual Budget 2013-14.

Service deliveryAn organisational focus for East Gippsland Shire Council is ensuring our services respond to local needs and are maintained at a high standard.

East Gippsland Shire Council meets community needs through different services. Universal services are those used by most residents, such as waste management or libraries, maintaining street trees, sports ovals, local parks and gardens, or local infrastructure such as roads, bike paths or footpaths.

Other services respond to particular community needs, such as place-based services, visitor information centres, children’s or aged services, recreation centres, public health services, issuing permits or enforcing local laws. Many ‘internal’ services are not used directly by residents but are necessary for the delivery of our public services; for example financial services, human resources, information services and communications.

Many of these services are carried out on a daily basis. These important core services are listed at the beginning of each goal.

Other critical roles of Council are advocacy and partnerships.

AdvocacyCouncil plays an important role in advocating to other levels of government, other authorities and businesses on issues that affect the community.

Council will continue to advocate on behalf of the community for key local priorities to improve local infrastructure, ensure adequate service provision and appropriate levels of funding.

PartnershipsEffective partnerships and active participation by all levels of government are needed to improve outcomes for local communities.

Partnerships assist Council to meet the needs of the community and find innovative solutions to local issues. For example, Council has established partnerships with the state and federal governments, East Gippsland Marketing, Department of Human Services and the Department of Education and Early Childhood Development to improve access to local services and facilities.

Specific actions of advocacy and partnerships are included in this Council Plan to address the needs of residents and ratepayers.

 

6. Strategic indicatorsCouncil and other agencies collect a broad range of data that can be used as the basis of monitoring our progress. This ensures that monitoring does not take resources that should be used in the implementation of the strategy.

We will use strategic indicators to measure our success as we work towards what we want for East Gippsland. The strategic indicators are reported against each outcome for the community and we will report our progress against these performance measures to Council and the community.

7. Key strategic activitiesCouncil has identified 22 key strategic activities (KSAs). These projects are included in the list of strategic actions Council will complete in 2013-14 and are the activities that will be a focus for Council in achieving our objectives.

We have developed measures against each key strategic activity to measure Council’s progress and success in achieving our goals. These measures are also documented in Council’s Annual Budget for the 2013-14 financial year. They are developed in accordance with the Local Government Act 1989 and audited by the Victorian Auditor General’s Office. We report our progress in achieving these key strategic activities in the Annual Report, along with other measures of success.

The key strategic activities are listed in the section What we will deliver in 2013-14, from page 32.

Section 3: Strategic Resource PlanThe Strategic Resource Plan sets out the financial and non-financial resources that will be required to achieve the Council Plan over the next four years.

What we will deliver in 2013-14

Key strategic activities Council has identified a series of key strategic activities (KSAs) for the 2013-14 financial year that are an integral part of achieving our objectives in this Council Plan. These represent significant high priority activities from our strategic actions that will require substantial time and resources to deliver. These KSAs are audited externally and we will report our progress in achieving them in the Annual Report.

PeopleKey strategic activity Performance measure Data Source Target 2013-14

1.1 Our communities are connected and inclusive

Involve young people in collaborative decision-making and social activity

Quantity: Number of young people participating in decision-making and social activities through the Engage! program

Engage! Project assessment reports to Department of Human Services

205

Collaborate with East Gippsland’s Aboriginal community to develop a reconciliation action plan that embeds cultural change in the organisation through increased mutual understanding and effective partnerships.

Time: Plan is developed and endorsed by Council and Aboriginal community representatives

Reconciliation Australia and Advancing Country Towns

By 30 June 2014

1.2 Our communities are resilient and adaptable

Work with communities to build capacity through implementation of priority actions in Community Plans

Time: Percentage of projects completed in 2013-14

Capital Works reports to Council

80%

1.3 Our communities are safe and active, healthy lifestyles are supported

Partner with school nurses to deliver an Education Program that increases participation rates in the school immunisation program

Quantity: School Immunisation Program coverage rates exceed state average

Immunisation Program System (IMPS)

80%

Design and deliver infrastructure and open spaces that contribute to physical activity

Quantity: Percentage of Capital Works projects completed that contribute to physical activity

Capital Works Program report

85%

Quantity: Attendance at Council operated recreation facilities

Council recreation centre data

250,000

Place

Key Strategic Activity Performance measure Data Source Target 2013-14

2.1 Our resources are used in a sustainable way

Implement initiatives to reduce areas of high energy consumption within Council’s business

Quantity: Reduction in emissions from Councils gas use

Council emissions data

7600 CO2e1

Quantity: Reduction in emissions from Councils energy use

Council energy use data

32,700 GJ2

2.2 Land use planning delivers vibrant, connected and productive places

Work with users to enhance understanding of planning approvals processes and facilitate ease of use

Quality: Percentage ssatisfaction with Development Approval services and processes

Internal customer satisfaction survey of Development Approval services

65%

Time: Percentage of planning permit applications determined within 60 days

Planning Permit Activity Reporting System (PPARS)

85%

2.3 Our infrastructure meets current and future community needs

Develop an asset management process to ensure core compliance with the National Asset Management Assessment Framework

Time: Achieve core compliance with the National Asset Management Assessment Framework by the agreed date

Municipal Association of Victoria STEP Asset Management Program

By 30 June 2014

Upgrade iconic community spaces including Patterson Park Metung and Gilsenan Reserve Paynesville

Cost: Project is delivered within adopted budget

Annual Budget 2013-14

≤ +5%

Time: Complete upgrades to iconic parks by the agreed completion date

Council Project Report

By 30 June 2014

Quality: Percentage of community satisfaction with the overall quality of Parks and Gardens facilities

Internal Parks and Gardens Customer Satisfaction Survey

60%

Upgrade Nicholson Street Mall to support revitalisation of the Bairnsdale Central Business District (CBD)

Cost: Project is delivered within cost

Annual Budget 2013-14

≤ +5%

Time: Project is delivered by the agreed completion date

Project management plan

By 30 June 2014

Complete the Bairnsdale Library Precinct upgrade

Cost: Project is delivered within cost

Annual Budget 2013-14

≤ +5%

Time: Project is delivered by the agreed completion date

Project acquittal lodged with the funding body

By 30 June 2014

2.4 Our natural assets are maintained and enhanced

Manage specific nature conservation projects to meet

Quantity: 206 km of target area roadside weeds are

Roadside Invasive Species Control

100%

1 CO2e is an abbreviation of 'carbon dioxide equivalent' and is the internationally recognised measure of greenhouse emissions.2 A gigajoule (GJ) is a metric term used for measuring energy use.

statutory obligations; manage weeds and preserve areas of high conservation value.

treated Plan

Quantity: Percentage of land managed in accordance with approved vegetation offset plans

Sustainability Unit Offset Data

100%

Economy

Key Strategic Activity Performance measure Source Target 2013-14

3.1 Our business environment is adaptable and prosperous

Develop an Economic Development and Tourism Strategy for East Gippsland

Time: Strategy completed by agreed date

East Gippsland Economic Development and Tourism Strategy

By 30 June 2014

Cost: Strategy is delivered within budget

Annual Budget 2013-14

$25,000

Fund and partner with East Gippsland Regional Business and Tourism Association (EGRBTA) to provide business resilience services to local businesses

Time: Establish a new Memorandum of Understanding and funding agreement by the agreed date

Memorandum of Understanding

By 30 June 2014

3.2 Our economy provides opportunities for employment, learning and training

Work with the Orbost community to transform the local economy

Time: Project plan completed by agreed date

Orbost Revitalisation Plan

By 30 June 2014

Cost: Project is delivered within budget

Annual Budget 2013-14

$50,000

3.3 East Gippsland is the place to visit, live, work and invest

Support and fund East Gippsland Marketing Inc to deliver innovative marketing opportunities for East Gippsland

Time: Review funding agreement with East Gippsland Marketing

East Gippsland Marketing Plan

By 30 June 2014

Quality: Percentage of survey respondents who are very or reasonably familiar with the East Gippsland region

East Gippsland Marketing annual survey on knowledge of the region’s attributes and opportunities by Melbourne-based target market

40%

Complete the Mallacoota Ocean Access Boat Ramp

Time: Project is delivered by agreed completion date

Council Project Report

By 30 June 2014

Cost: Project is delivered within budget

Annual Budget 2013-14

≤ +5%

Stewardship

Key strategic activity Performance measure Source Target 2013-14

4.1 Shire services meet the needs of our communities and stakeholders at an acceptable cost

Shire services are tailored to community needs

Quality: Community satisfaction rating for the overall performance of Council

Local Government Victoria Annual Community Satisfaction Survey

≥ Average for large rural shires

Implement a Long-term Financial Plan that is prudent, sustainable and protects the long-term interests of the municipality

Quality: Auditor-General’s annual report on Local Government Sustainability

Sustainability Ratio – Local Government - Results of the 2012-13 Audits

Overall financial sustainability risk assessment of ‘Low risk of financial sustainability concerns – there are no high risk indicators’

Quantity: Working Capital Ratio (Liquidity)

Current Assets to Current Liabilities ratio

minimum 1.5:1

Quality: Underlying Result Annual Budget and Financial Statements

$1M surplus

Quality: Percentage of Debt Commitment Ratio

Financial Statements

6%

Quantity: Rates outstanding as a percentage of rate revenue

Financial Statements

5%

4.2 We make decisions through transparent processes and execute our plans prudently and effectively

Encourage our community to have a say in matters of interest to them through community engagement and regular opportunities to interact with Councillors and officers.

Quality: Community satisfaction rating for community consultation and engagement

Local Government Victoria Annual Community Satisfaction Survey

54

Quantity: Number of strategic community visits undertaken by Council

Council data 6

Quantity: number of visits to the ‘Your Say’ page on Council’s website

East Gippsland Shire Council website

1000

Key strategic activity Performance measure Source Target 2013-14

4.3 Our internal processes support good outcomes

Implement an internal audit and control framework that ensures the highest standards of financial reporting, internal control, legislative compliance and risk management

Quality: Audit of adequacy and effectiveness of internal controls and procedures to ensure revenue from significant Council enterprises is recognised, captured, collected and reported

Oakton Services Ltd (Internal Auditor) final report to Audit Committee

Final report endorsed by Audit Committee without qualification

Quantity: Percentage of risk mitigation actions identified by internal audits of Council’s systems and processes that are finalised within designated timeframes

Audit Committee 90%

4.4 East Gippsland Shire Council is an exciting, fulfilling and inclusive organisation

Negotiate East Gippsland Shire Council Enterprise Agreement No. 4 for implementation on expiry of Agreement No. 3 on 30 June 2014

Time: Enterprise Bargaining Agreement re-negotiated and approved by Fair Work Commission

East Gippsland Shire Council Enterprise Agreement No. 4

By 30 June 2014

Upgrading the library in Bairnsdale is an important project for Council and the East Gippsland community. Contemporary libraries are viewed as community hubs and focal points. They are often located with a range of accessible and inclusive community facilities and are places where people can feel free to access, use, recreate, learn and exchange information and ideas.

The new Library will be a facility that has been designed to enhance the amenity and usability of the library and associated outdoor spaces.

The indoor and outdoor spaces provided by the upgrade and expansion will be highly valued and used by the community. It will also add to the quality public spaces and vitality of the Bairnsdale Central Business District.

The community has been clear about the outcomes they have sought from the project. This, together with Council’s vision for future library services has enabled us to attract substantial funding from the Victorian Government because of the demonstrated community benefits that will flow from an improved facility.

$2,364,455 East Gippsland Shire Council contribution

$750kState Government funding through the Living Libraries Program

$500kState Government funding through the Putting Locals First program

PeopleWe contribute to and support healthy, resilient and connected communities

We provide the following core services that contribute to healthy, resilient and independent communities and support increased connection with their history, landscape, local economies, families and social networks

Who we are What we doPerforming arts

Provide performing arts facilities, accessible programs and events that celebrate our cultural diversity and enrich the lives of our community and visitors.

Arts and culture

Engage the community in active participation in artistic and cultural pursuits that bring our communities together to celebrate our identity and generate ideas.Through the provision of funding, support and strategic advice, develop relationships and partnerships that support the development of arts and culture in East Gippsland.Review policies, programs and services to achieve the objectives of the East Gippsland Arts, Culture and Heritage Plan 2011-15.

Library services

Deliver library services and programs to meet the learning needs of local communities and increase participation in community life.

Customer service

Provide accessible, high-quality customer service at Council’s Corporate and Service Centres, which connects people to Council services and general information.

Emergency management

Work collaboratively with relevant stakeholders to assist communities to prepare for emergency events and natural disasters and, in times of emergency, to respond to their needs and help them recover.

Recreation centres

Operate Council recreation centres and outdoor pools to meet the recreational, leisure and aquatic needs of the community and promote health and wellbeing activities.

Community health and wellbeing

Provide community facilities that enhance social and health outcomes and improve local neighbourhood amenity.Coordinate and deliver the Community Grants Program and support local community organisations.

Public health and safety

Provide services to maintain safety, amenity and harmony in the community, in accordance with the Public Health and Wellbeing Act 2008.Administer and enforce appropriate local laws to achieve a safe and liveable environment.Deliver educational programs that contribute to community safety and raise community awareness.

Community support

Work collaboratively with all relevant stakeholders on the provision and support of quality education, training and care services.In partnership with relevant stakeholders, provide support, assistance and information to improve the health, wellbeing and safety of the community at all stages of life.

What we want for East Gippsland 1.1 Our communities are connected and inclusive

What is the outcome for the community?1.1.1 Social inclusion for all abilities and ages builds respect for diversity

How we will do it in 2013-14 Associated documents and programs

What is Council’s role?

Develop a Diversity, Access and Social Inclusion Plan

Strategic Planning

Diversity, Access and Social Inclusion Plan (under development)

Deliver programs and projects that promote accessibility and inclusion for people with disabilities

Strategic Planning

Diversity, Access and Social Inclusion Plan (under development)

Collaborate with East Gippsland’s Aboriginal community to develop a Reconciliation Action Plan that embeds cultural change in the organisation through increased mutual understanding and effective partnerships

Community

Reconciliation Action Plan (under development)

Involve young people in collaborative decision-making and social activity

Strategic Planning

Regional Youth Plan 2011-2013 Engage! Program

What is the outcome for the community?1.1.2 Our communities are well connected

How we will do it in 2013-14 Associated documents and programs

What is Council’s role?

Promote technology uptake to enable social connectedness, especially among the elderly and young people

Strategic Planning

Virtual Visiting ProgramAccess to Information: an action plan to guide the provision of Library Services in East Gippsland 2010 – 2014

 

Engage in partnerships with children’s services to improve family relationships and support

Strategic Planning

Municipal Early Years PlanEast Gippsland Early Years PlanState of East Gippsland Children Report (under development)    

Implement priority community building projects that provide greater opportunities for people to connect socially and physically with their community

Strategic Planning

 Community Plans

    

Review the Access to Information plan to promote e-literacy and the ability to access information

Access to Information: an action plan to guide the provision of Library Services in East Gippsland 2010 – 2014

Community

What is the outcome for the community?1.1.3 Arts projects, programming and activities are diverse, stimulating and

entertaining

How we will do it in 2013-14 Associated documents and programs

What is Council’s role?

Promote and support activities and collaboration that strengthens community cultural development in a range of arts genres across the Shire.

Community

East Gippsland Arts, Culture and Heritage Strategy

Ensure that venue-based performance programs provide quality experiences that meet community needs and expectations

Community

East Gippsland Arts, Culture and Heritage Strategy and Performing Arts Action Plan

Strategic IndicatorsWe will know we are succeeding when

Objective Performance Indicator

Data Source Actual/Baseline

Target Business Unit

1.1.1 Social inclusion for all abilities and ages builds respect for diversity

Perception: Satisfaction with Feeling Part of the Community

Community Indicators Victoria2011

76.7% ≥ Victorian average

Strategic Planning

Perception: Social Support

Community Indicators Victoria2008

+1.4% ≥ Victorian average

Strategic Planning

1.1.2 Our communities are well connected

Increase in library activity from previous year

Department of Planning and Community Development 2011-12

266,634# 270,000# Community

1.1.3 Arts projects, programming and activities are diverse, stimulating and entertaining

Participation rates in Arts Programs and Activities

Council ticket sales for performing arts activities 2012

4721 5000 Community

Satisfaction with Council’s performance for Community and Cultural Activities

Local Government Victoria Annual Community Satisfaction Survey 2012

65 ≥ Average for large rural shires

Organisation Development

# Includes people, activities, programs, numbers through the door, external to library facility program participation rates, and database hits.

What we want for East Gippsland 1.2 Our communities are resilient and adaptable

What is the outcome for the community?1.2.1 Communities are aware of their exposure to risk

How we will do it in 2013-14 Associated documents and programs

What is Council’s role?

Develop Local Incident Management Plans for all high-risk communities

Emergency Management

East Gippsland Municipal Emergency Management Plan

Identify land prone to flooding or bushfire and incorporate it into the East Gippsland Planning Scheme to guide appropriate development outcomes

Strategic Planning

East Gippsland Planning Scheme

What is the outcome for the community?1.2.2 Place-based services support all age groups within their communities

How we will do it in 2013-14 Associated documents and programs

What is Council’s role?

Partner with local service agencies to identify and support vulnerable communities and individuals

Strategic Planning

East Gippsland Emergency Management PlanCommunity Health and Wellbeing Plan 2013-2017(under development)

   

Encourage place-based care by supporting community organisations that provide care to people who are ageing or have disabilities

Strategic Planning

Positive Ageing Strategy

Manage Home and Community Care (HACC) Service Agreements to provide high-quality care in the community

Community Programs

 HACC Service Agreements

 

Support the development and provision of services and facilities implementing the 15-hour per week kindergarten program

Community Programs

   

   

What is the outcome for the community?1.2.3 Communities have the knowledge and capacity to adapt to future change

How we will do it in 2013-14 Associated documents and programs

What is Council’s role?

Work with communities to build capacity through implementation of priority actions in Community Plans

Community Programs

Community Plans

Strategic IndicatorsWe will know we are succeeding when

Objective Performance Measure

Source Actual/Baseline

Target Business Unit

1.2.1 Communities are aware of their exposure to risk

Local incident management plans adopted by Council nominated communities annually

Council Meeting Minutes

New measure

5 Emergency Management

1.2.2 Place-based Services support all age groups within their communities

Percentage of East Gippsland kindergartens that implement Universal Access to 15 hours

Council compliance data 2012

100% 100% Strategic Planning

Home and Community Care (HACC) service effetiveness

HACC Quarterly performance report

New measure

Report to Council

annually

Strategic Planning

1.2.3 Communities have the knowledge and capacity to adapt to future change

Percentage of scheduled Community Plan projects completed

Capital Works reports to Council

New measure

80% Strategic Planning

What we want for East Gippsland 1.3 Our communities are safe and active; healthy lifestyles are supported

What is the outcome for the community?1.3.1 People feel safe in their communities

How we will do it in 2013-14 Associated documents and programs

What is Council’s role?

Pursue funding from the Department of Justice to deliver CCTV and other public safety infrastructure in Bairnsdale and Lakes Entrance

Strategic Planning

Re-imagining BairnsdaleAdvancing Country Towns Project

 

What is the outcome for the community?1.3.2 Our communities are more physically and socially active

How we will do it in 2013-14 Associated documents and programs

What is Council’s role?

Develop a partnership with GippSport to promote multi-use facilities managed by our committees, which encourage social and physical activity across a diverse range of groups and people

Strategic Planning

 

Work with identified committees of management to plan for current and future community recreation needs

Strategic Planning

 Strategic Sporting Infrastructure Plan

Engage with communities to develop priority trails

Strategic Planning

East Gippsland Trails Strategy

Design and deliver infrastructure and open spaces that contribute to physical activity

Strategic Planning/Projects

Community Plans

Pursue funding and investigate design options to heat the Orbost Swimming PoolRecreation Centres

Strategic Aquatic Plan (under development)

Incorporate all-abilities access into the design of Council infrastructure

Strategic Planning/Projects

Disability Access and Inclusion Plan

What is the outcome for the community?1.3.3 Communities engage in preventative health activities

How we will do it in 2013-14 Associated documents and programs

What is Council’s role?

Continue to deliver the Retail Access to Fresh Fruit and Vegetables Project and develop links with local food-security projects

Community Programs

Improving Retail Access to Fresh Fruit and Vegetables Project ReportEast Gippsland Primary Care Partnership (PCP)

Work with local and regional agencies and the community to increase partnerships in population health planning

Strategic Planning

Community Health and Wellbeing Plan 2013-2017(under development)

   

Partner with school nurses to deliver an Education Program that increases participation rates in the school immunisation program

Health

 

Strategic indicatorsWe will know we are succeeding when

Objective Performance Measure Source Actual/Baseline

Target Business Unit

1.3.1 People feel safe in their communities

Safe in the community: day VicHealth Indicators Survey 2011Community Indicators Victoria

+0.4% ≥ Victorian average

Strategic Planning

Safe in the community: night VicHealth Indicators Survey 2011Community Indicators Victoria

+3.3% ≥ Victorian average

Strategic Planning

1.3.2 Our communities are more physically and socially active

Attendance at Council-operated recreation facilities

Council Recreation Centre Data 2012

230,000 250,000 Recreation Centres

Community satisfaction with the performance of Council-operated recreational facilities

Local Government Victoria Community Satisfaction Survey 2012

65 69 Recreation Centres

Number of registered community groups

Council’s Community Groups Database

New measure

500 Strategic Planning

1.3.3 Communities engage in preventative health activities

Immunisation coverage rates Australian Childhood Immunisation Register (ACIR) 2012

94% 90% Health

PlaceWe promote, maintain and improve the quality of our natural and built environments

We provide the following core services that contribute to promoting, maintaining and improving the quality of our natural and built environments

Planning and Building referrals

Provide engineering assessments of development applications under consideration by Council and ensure these standards are implemented on the ground and considered in Council’s own infrastructure projects.Provide services and guidance to the development industry.

Building Control Ensure the enforcement of statutory building regulations under the Victorian Building Code. Undertake inspections of essential safety measures such as fires services and audits of swimming pool barriers.

Environmental sustainability

Advocate for and implement land use policies, plans and standards that guide land use development and promote sustainable design, development and heritage conservation. This is supported through continual reviews and improvements to the East Gippsland Planning Scheme.Implement community awareness and behavioural change programs to encourage and support reduced use of energy and resources.

Land use and development

Advocate for and implement land-use policies, plans and standards that guide land-use development and promote sustainable design, development and heritage conservation.Continually review and improve the East Gippsland Planning Scheme.

Native vegetation Enhance biodiversity conservation through the protection and management of remnant native vegetation and revegetation.Protect and enhance bushland parks and reserves to preserve the native habitat of flora and fauna.Implement policies and strategies that support and encourage the protection and management of remnant native vegetation and revegetation.

Statutory Planning Process and assess planning applications in accordance with the Planning and Environment Act 1987, the Planning Scheme and Council policies aimed at ensuring that our cities, towns and settlements develop in an orderly and sustainable way.Provide advice about development and land-use proposals.Provide responsive and timely development industry service and guidance.

Project Management Manage the delivery of Council’s capital works program, including project planning, design and project delivery.

Public assets and infrastructure

Maintain public infrastructure and assets including roads, footpaths, kerb and channel, bridges, drainage, parks and gardens/trees, playgrounds, airports and the Raymond Island Ferry.

Waste and landfill management

Provide waste services, including kerbside general waste, green and recycling collections, and landfill site management in a way that supports a reduction in waste going to landfill.Operate and rehabilitate Council's current and legacy landfills, and manage the East Gippsland Waste and Recycling centre in ways that promote positive waste behaviour in the community and minimise environmental impacts.

Bairnsdale’s Central Business District (CBD) is an important commercial precinct for East Gippsland.

It is the central meeting place; a place of service and work; a rest point; a place of recreation and vitality. It is the embodiment of the country town, the primary focus of the community; a multi-faceted place that must serve many functions.

The Bairnsdale CBD Improvement Project will provide streetscape improvements and works involving the improvement of the Nicholson Street Mall and Main Street Gardens.

It will see the creation of a contemporary, vibrant urban centre with public spaces that will support commercial, cultural and social activity and a more sustainable city.

"It would be good to have a versatile outdoor performance space in the mall that also doubles as a community place people can sit and eat lunch, etc"

Feedback on the Re-imagining Bairnsdale blog

-Re-imagining Bairnsdale Blog

“Green spaces, things at eye-level for kids (to encourage families to be there), places for seniors to sit in the sun and yarn… these are all things that can help make Bairnsdale great."

Feedback on the Re-imagining Bairnsdale blog

-Re-imagining Bairnsdale Blog

"I like the potential that the mall has to host things like night markets, live music…I would like the space to be able to be flexible, to grow and change as Bairnsdale and its people evolve."

Feedback on the Re-imagining Bairnsdale blog

What we want for East Gippsland 2.1 Our resources are used in a sustainable way

What is the outcome for the community?2.1.1 Council will lead by example in the way we use scarce resources

How we will do it in 2013-14 Associated documents and programs

What is Council’s role?

Implement initiatives to reduce areas of high energy consumption within Council’s business.

Strategic Planning/Operations

Draft Energy Use Reduction PlanDraft Resource Smart Action Plan

Implement water-saving initiatives in key Council assets.

Operations

 Sustainable Water Use Plan

Update the Sustainable Water Use Plan to reflect Council’s priority actions for the next four years.

Strategic Planning/Operations

Sustainable Water Use Plan

What is the outcome for the community?2.1.2 Communities and businesses use resources wisely

Create a community grants stream to encourage the community to use resources sustainably.

Strategic Planning

Environmental Sustainability Strategy 2008-2013Community Grants

Work with specific industries and businesses to identify resource-saving initiatives and practices

Major Projects and Economic Development

 East Gippsland Economic Development Strategy

Participate in a pilot project to identify all relevant issues, and propose solutions to establish a community-based sustainable energy facility in a remote location.

Major Projects and Economic Development/Strategic Planning

Sustainable Energy for Mallacoota Feasibility Study

Participate in delivery of the ResourceSmart program in schools across the region.

Strategic Planning

Environmental Sustainability Strategy 2008-2013

What is the outcome for the community?2.1.3 Reduce the amount of waste going to landfill

Consult with the community on the Waste Collection and Disposal Strategy to determine priority initiatives for the next five years

Waste Management

Waste Collection and Disposal Strategy

Negotiate with the state government on appropriate and cost-effective solutions to rehabilitate Council’s legacy landfills

Waste Management

 Waste Collection and Disposal Strategy

Work with industry to investigate specific waste reduction and re-use opportunities

Waste Management/ Major Projects and Economic Development

 Waste Collection and Disposal Strategy

Partner with East Gippsland Water to develop a green-waste trial project that expands organic waste recovery and reduces the amount of waste going to landfill

Waste Management

Kitchen to Compost trial

Strategic indicatorsWe will know we are succeeding whenObjective Performance Measure Source Actual/

BaselineTarget Business Unit

2.1.1 Council will lead by example in the way we use scarce resources

Reduction in emissions from Councils gas use from 2011-12 levels

Council data 2011-12

7,600 CO2e3 10% reduction by

2016-17

Sustainability

Reduction in emissions from Councils energy use from 2011-12 levels

Council data 2011-12

32,700 GJ4 10% reduction by

2016-17

Sustainability

2.1.2 Communities and businesses use resources wisely

Reduction in community energy use and carbon emissions from 2000 levels

Low Carbon Growth Plan for East Gippsland

7.6m tonnes CO2e

10% reduction by

2016-17

Sustainability

2.1.3 Reduce the amount of waste going to landfill

Decrease in volume of waste to landfill per household

Council Waste Collection Data 2012

375kg 1.5% Waste management

Increase in waste diversion from landfill per household (recycling)

Council Waste Collection Data 2012

363kg 2% Waste Management

Increase in waste diversion from landfill per household (green waste)

Council Waste Collection Data 2012

644kg 6% Waste Management

3 CO2e is an abbreviation of 'carbon dioxide equivalent' and is the internationally recognised measure of greenhouse emissions.4 A gigajoule (GJ) is a metric term used for measuring energy use.

What we want for East Gippsland 2.2 Land use planning delivers vibrant, connected and productive places

What is the outcome for the community?2.2.1 Our planning system is efficient and reflects community aspirations

How we will do it in 2013-14 Associated documents and programs

What is Council’s role?

Implement new residential zone planning controls in response to changes in the state planning framework

Strategic Planning/Development

East Gippsland Planning Scheme

 

Work with users to enhance understanding of planning approvals processes and facilitate ease of use

Development

 

 

Continue to develop, improve and update the Municipal Strategic Statement (MSS) to reflect community aspirations

Strategic Planning

East Gippsland Planning Scheme

Introduce social impact assessment requirements for new developments

Strategic Planning/Development

East Gippsland Planning Scheme

What is the outcome for the community?2.2.2 Our built environment will adapt to changing needs and conditions

How we will do it in 2013-14 Associated documents and programs

What is Council’s role?

Finalise the Paynesville and Eagle Point; Lakes Entrance and East Bairnsdale structure plans and incorporate the recommendations of each into the planning scheme

Strategic Planning

East Gippsland Planning Scheme

 

Introduce developer contribution mechanisms to enable equitable provision of infrastructure in new developments

Strategic Planning

East Gippsland Planning Scheme

 

Implement findings of the Industrial Land Use Study to generate additional industrial land in areas of shortage

Strategic Planning

 East Gippsland Industrial Land Use Study

 

Improve consistency of infrastructure for both private and public works

Development/Projects

Infrastructure Design Manual within Planning Scheme

Strategic indicatorsWe will know we are succeeding when

Objective Performance Measure Source Actual/Baseline

Target Business Unit

2.2.1 Our planning system is efficient and reflects community aspirations

Planning permit activityPercentage of planning permits issued within the 60 day statutory deadline

Planning Permit Activity Reporting System (PPARS)

76% 74% Strategic Planning/Development

2.2.2 Our built environment will adapt to changing needs and conditions

Paynesville and Eagle Point; Lakes Entrance and East Bairnsdale structure plans completed and adopted by Council

Council Meeting Minutes

New measure

3 Strategic Planning

What we want for East Gippsland 2.3 Our infrastructure meets current and future community needs

What is the outcome for the community?2.3.1 Our built environment managed by Council is well designed and accessible

How we will do it in 2013-14 Associated documents and programs

What is Council’s role?

Finalise an Open Space Policy and planning tools to guide delivery of future open space improvements across the Shire

Strategic Planning

Develop detailed designs for a range of infrastructure projects identified for delivery in future years of Council’s capital works budget

Strategic Planning/Projects

Capital Works Program

Implement signage and mapping projects in key locations

Strategic Planning

Re-Imagining Bairnsdale

Finalise planning and design for improvements to the Chinamans Creek and Metung marinas

Commercial/Projects

 

 

Establish a local learning facility and community hub using the former Community College East Gippsland facility

Strategic Planning

 

 

What is the outcome for the community?2.3.2 Our Infrastructure is efficiently delivered and maintained

How we will do it in 2013-14 Associated documents and programs

What is Council’s role?

Develop an asset management process to ensure core compliance with the National Asset Management Assessment Framework

Asset Management

Municipal Association of Victoria STEP Asset Management Program

 

Upgrade iconic community spaces including Patterson Park, Metung and Gilsenan Reserve, Paynesville

Paynesville Community PlanMetung Urban Design Framework

How we will do it in 2013-14 Associated documents and programs

What is Council’s role?

Strategic Planning/Projects

Complete the Bairnsdale Library upgrade

Community Access and Arts

 

 

Construct priority infrastructure projects nominated in Community Plans, foreshore management plans and locality plans

Strategic Planning/Projects

 Community Plans

 

Implement Stage 2 of the Urban Street Improvement Plan in Grant and Nicholson Streets, Bairnsdale

Projects

 Bairnsdale Growth Strategy

 

Complete the revitalisation of Nicholson Street Mall in Bairnsdale

Strategic Planning/Projects

Re-imagining Bairnsdale Masterplan

 

Finalise delivery of Eastern Creek drainage infrastructure for Lakes Entrance

Projects

Upgrade the Bairnsdale Airport to attract new aviation business

Commercial Business

 

 

Deliver key improvements to sporting infrastructure

Strategic Planning/Projects

East Gippsland Sporting Infrastructure Plan

Implement a program of road and bridge, maintenance, renewal and improvements

Asset Management/Maintenance

Strategic indicatorsWe will know we are succeeding when

Objective Performance Measure

Source Actual/Baseline

Target Business Unit

2.3.1 Our built environment managed by Council is well designed and accessible

Percentage of programmed Essential Safety Measure inspections completed

Council New measure 100% Development

2.3.2 Our infrastructure is efficiently delivered and maintained

Renewal spend of assets in the Capital Works Program will equal or exceed the

Capital Works Budget

$16.878 M $16.878 M Projects/Finance and Treasury

level of depreciationAchieve core compliance with the National Asset Management Assessment Framework

Municipal Association of Victoria (MAV) STEP Asset Management Program

New measure 100% Projects

Percentage of Capital Works program completed by the end of the financial year

Annual Financial Statements

62% 85% Projects

What we want for East Gippsland2.4 Our natural assets are maintained and enhanced

What is the outcome for the community?2.4.1 Our environment is maintained for future generations

How we will do it in 2013-14 Associated documents and programs

What is Council’s role?

Update the Erosion Management Overlay within the East Gippsland Planning Scheme Strategic Planning/Development

East Gippsland Planning Scheme

 

Update the Environmental Significance Overlay within the East Gippsland Planning Scheme

Strategic Planning/Development

East Gippsland Planning Scheme

 

Update the Environmental Sustainability Strategy 2013-2017 to provide the focus for future work

Sustainability

Environmental Sustainability Strategy 2013-2017

Finalise Foreshore Management Plans in partnership with other agencies for the Paynesville area

Strategic Planning

Foreshore Management Plans

Manage specific nature conservation projects to meet statutory obligations; manage weeds and preserve areas of high conservation value

Operations

Environmental Sustainability Strategy 2013-2017East Gippsland Planning SchemeForeshore Management PlansLandbank Management PlansRoadside Invasive Species Control Plan

Work in partnership with the Gippsland Lakes Ministerial Advisory Committee to implement Gippsland Lakes Environmental Strategy recommendations including creation of a Sustainable Development Plan

Strategic Planning

Gippsland Lakes Environmental Strategy

Incorporate East Gippsland Urban Waterway Guidelines into the East Gippsland Planning Scheme and enact its recommendations

Strategic Planning/Operations/Development

Urban Waterway Guidelines 2013

What is the outcome for the community?2.4.2 Our shire will lead by example in the way we manage our natural environment

and respond to changing environmental conditions

How we will do it in 2013-14 Associated documents and programs

What is Council’s role?

Participate in research and monitoring projects to provide a foundation for Council's policy and approach to climate change and inundation

Planning and Community

National Sea Change Taskforce reports

Incorporate Emergency Management Risk Assessments into the East Gippsland Planning Scheme

Emergency Services/Strategic Planning

East Gippsland Planning Scheme

Commence work to review and update Flood Overlays in the East Gippsland Planning Scheme

Strategic Planning

East Gippsland Planning Scheme

 

Manage roadside vegetation by streamlining processes for managing vegetation removal requests and introducing Planning Scheme amendments

Development/Operations

Roadside Vegetation Strategy

Implement high-priority recommendations of Lakes Entrance Foreshore Management Plan, including trail upgrades, infrastructure replacement and signage

Strategic Planning

Lakes Entrance Foreshore Management Plan

Finalise the Gippsland Lakes Inundation and Adaptation Management Plan and Lakes Entrance project to pilot appropriate approaches to supporting long-term community adaptation to the impact of climate change

Planning and Community

Manage our reserves to protect important habitats of native flora and fauna

Operations

Train our staff in environmental awareness

Human Resources/Operations

Strategic indicatorsWe will know we are succeeding when

Objective Performance Measure

Source Actual/ Baseline

2013-14Target

Business Unit

2.4.1 Our environment is maintained for future generations

Condition rating and Stewardship rating for: Croajingolong

National Park Forests of East

Gippsland Gippsland Lakes Mitchell River Snowy River

The Gippsland Natural Resources Report Card 2011

Croajingolong National Park B+, 3.5 stars

Forests of East GippslandB+, 4 stars

Gippsland Lakes C, 3.5 stars

Mitchell RiverC, 3.5 stars

Snowy River C+, 4 stars

Ratings maintained or improved

Sustainability

2.4.2 Our shire will lead by example in the way we manage our natural environment and respond to changing environmental conditions

Percentage of 206 km of Target Area Roadside weed control treated

Roadside Invasive Species Control Plan Report

New measure 100% Parks and Gardens

Percentage of land managed in accordance with approved vegetation offset plans

Sustainability Unit Offset Data

100% 100% Sustainability

EconomyWe contribute to a prosperous and sustainable region that takes advantage of economic opportunities

We provide the following core services that contribute to a thriving, vibrant and liveable economy

Who we are What we doBusiness development Support development of business and industry in East Gippsland through

business information services, referrals to other organisations for support, facilitation of industry networking and knowledge sharing events, and facilitation of funding opportunities at all levels of government.Work with government departments including the Department of State Development, Business and Innovation and AusIndustry to link businesses to state and Commonwealth services to support growth and diversification.

Investment attraction Seek to increase business investment by working with the businesses, government and investors to facilitate investment into our region.

Events Support local, district and regional events by providing support, resources and training information, and assist with the development of major events.Develop East Gippsland's reputation as a recognised events destination through attraction and facilitation of new events and support of existing events.

Visitor information services

Operate and support Visitor Information Centres to promote the region and facilitate a memorable tourism experience through partnerships with operators and industry.Provide a regional website to showcase and facilitate a memorable tourism experience in our region.

Tourism Support the tourism industry by providing information and services that meet the immediate needs of the industry and visitors to the region. Work in partnership with the tourism industry to undertake projects and programs that support the industry’s growth and development.

Major projects and economic development

Facilitate and advocate for major planning, infrastructure and investment projects aimed at opening up significant opportunities for business growth and employment in our region. These include projects fully delivered by Council, projects where council is a partner and ‘third party’ projects where Council plays a facilitation role to see the project come to fruition.

Commercial activities Support the local economy and provide an alternative revenue stream for Council through the effective operation of a range of Council-managed commercial enterprises such as caravan parks, airports, marinas and East Gippsland Livestock Exchange.

What we want for East Gippsland3.1 Our business environment is adaptable and prosperous

What is the outcome for the community?3.1.1 New businesses and industries are attracted into the region and can easily

start up

How we will do it in 2013-14 Associated documents and programs

What is Council’s role?

Work with the mining sector to support appropriate mining activity in the region

Major Projects and Economic Development 

Remove unnecessary Council planning and development regulations to encourage development and investment

Strategic Planning/ Development 

Develop an Economic Development and Tourism Strategy for East Gippsland

Major Projects and Economic Development

East Gippsland Economic Development and Tourism Strategy(under development)

Partner with the aviation sector to attract new business to the Bairnsdale Aerodrome

Entrepreneurism and Innovation

What is the outcome for the community?3.1.2 Businesses and industries within the region grow and diversify

How we will do it in 2013-14 Associated documents and programs

What is Council’s role?

Support the growth of the region’s agrifood and seafood sectors through partnerships, specific projects and infrastructure

Major Projects and Economic Development

Gippsland Food Plan

 

Ensure businesses are ready for the National Broadband Network (NBN) and can maximise their benefit from this

Major Projects and Economic Development

Gippsland-wide Broadband Activation Program

Ensure that land and supporting infrastructure is available to support commercial and industrial growth

Major Projects and Economic Development/Strategic Planning/Operations

East Gippsland Industrial Towns Study 

 

Fund and partner with East Gippsland Regional Business and Tourism Association to provide business resilience services to local businesses

Memorandum of Understanding  

Major Projects and Economic Development

Develop a strategy for an improved freight network and intermodal freight hub that will drive state and federal investment into new freight-related infrastructure in East Gippsland

Major Projects and Economic Development

Integrated Freight and Logistics Strategy (under development)

What is the outcome for the community?3.1.3 Businesses remain in the region

How we will do it in 2013-14 Associated documents and programs

What is Council’s role?

Address drainage issues in East Bairnsdale to enable business development

Strategic Planning/Operations  

Ensure the continued development of the timber industry through support for the East Gippsland Mixed Species Timber Industries Issues Group and the Timber Industries Council Major Projects and Economic Development

Develop and deliver a marketing program in partnership with local traders to strengthen the region's main retail centre

Major Projects and Economic Development

Bairnsdale CBD Marketing Plan

Strategic indicatorsWe will know we are succeeding when

Objective Performance Measure Source Actual/ Baseline

Target Business Unit

3.1.1 New businesses and industries are attracted into the region and can easily start-up

Increase in the number of registered businesses in the region

Australian Business Register registrations 2011-12

4235 registered

businesses

average registrations

per quarter

Major Projects and Economic Development

3.1.2 Businesses and industries within the region grow and diversify

Positive growth for Headline Gross Regional Product (GRP)

id. economy® -1.1% positive growth

trend

Major Projects and Economic Development

Positive trend in overall local Gross Regional Product (GRP) turnover rate for industry

id. economy® $1322.1 million ≥Current GRP

Major Projects and Economic Development

3.1.3 Businesses remain in the region

Review funding agreement with and develop a new Memorandum of Understanding with East Gippsland Regional Business and Tourism Association (EGRBTA) to provide business resilience

East Gippsland Regional Business and Tourism Association Memorandum of Understanding (MOU)

New measure By 30 June 2014

Major Projects and Economic Development

services to local businesses

What we want for East Gippsland3.2 Our economy provides opportunities for employment, learning and

training

What is the outcome for the community?3.2.1 Businesses within the region provide diverse employment opportunities that

meet the employment needs of local and future residents

How we will do it in 2013-14 Associated documents and programs What is Council’s role?

Develop agreements with and support programs for the mining sector to foster commitment to local employment

Major Projects and Economic Development/Strategic Planning

 

Partner with Wellington Shire Council to secure the ProjectAir5428 contract for Gippsland

Commercial Business 

Work with the Orbost community to transform the local economy

Major Projects and Economic Development

Orbost Revitalisation Plan

What is the outcome for the community?3.2.2 Education initiatives contribute to resilience and economic prosperity and fill

known skills gaps

How we will do it in 2013-14 Associated documents and programs What is Council’s role?

Work with partners to deliver technology to facilitate training in place in remote locations

Community Access and Arts

East Gippsland Education Vision

Advocate to support the implementation of the East Gippsland Education Vision, including retention and strengthening of local training providers

Strategic Planning

East Gippsland Education Vision

Support the Gippsland East Local Learning and Network Trade Training Centre concept and proposals

Major Projects and Economic Development

 

Strategic indicatorsWe will know we are succeeding when

Objective Performance Measure

Source Actual / Baseline

2013-14Target

Business Unit

3.2.1 Businesses within the region provide diverse employment opportunities that meet the employment needs of local and future residents

Regional unemployment rate compared to state unemployment rate

Centrelink <0.19% ≤ Victorian unemployment

rate

Major Projects and Economic Development

3.2.2 Education initiatives contribute to resilience and economic prosperity and fill known skills gaps

Increase in the percentage of exiting Year 12 students continuing to higher education

The On Track Survey 2012: East Gippsland LGA Report 2011

24.2% to university

17.7% to TAFE/VET

24.5%

18%

Major Projects and Economic Development

Increase in the number of adults upskilling

Advance TAFE enrolment data

New measure

New measure Major Projects and Economic Development

What we want for East Gippsland3.3 East Gippsland is the place to visit, live, work and invest

What is the outcome for the community?3.3.1 East Gippsland's brand is widely recognised

How we will do it in 2013-14 Associated documents and programs What is Council’s role?

Support and fund East Gippsland Marketing Inc to deliver innovative marketing opportunities for East Gippsland

Major Projects and Economic Development

East Gippsland Marketing PlanMemorandum of Understanding

What is the outcome for the community?3.3.2 Our places, facilities and services provide a positive experience for visitors

How we will do it in 2013-14 Associated documents and programs What is Council’s role?

Complete the Mallacoota Ocean Access Boat Ramp

Works/Projects

 

 

Promote facilities to attract visitors to enjoy the region

Major Projects and Economic Development 

Finalise designs for the upgrade to the Lakes Entrance Visitor Information Centre

Major Projects and Economic Development

Visitor Information Centre Review recommendations

Improve facilities, infrastructure and support for cyclists

Major Projects and Economic Development

East Gippsland Cycle Tourism Action Plan

Implement improvements to visitor servicing including service delivery in Mallacoota and technology-based services in visitor information

Major Projects and Economic Development/Community

Visitor Information Centre Review recommendations

Develop rowing infrastructure at Johnsonville to meet the needs of the rowing tourism market and local users

Strategic Planning/Projects

Twin Rivers Community Plan

What is the outcome for the community?3.3.3 East Gippsland will be positioned as a leading destination for new and existing

events

How we will do it in 2013-14 Associated documents and programs What is Council’s role?

Develop a prospectus to attract events based on our region’s strengths and deliver increased benefits to our communities from hosting events

Major Projects and Economic Development 

Strategic indicatorsWe will know we are succeeding when

Objective Performance Measure

Source Actual / Baseline

2013-14Target

Business Unit

3.3.1 East Gippsland’s brand is widely recognised

Increase in the percentage of survey respondents who are very or reasonably familiar with the East Gippsland region

East Gippsland Marketing annual survey on knowledge of the region’s attributes and opportunities by Melbourne-based target market

40% 45% Major Projects and Economic Development

3.3.2 Our places, facilities and services provide a positive experience for visitors

Increase in total visitors to the region

Tourism Snapshot Destination Gippsland

1,046,629 ≥ current trends

Major Projects and Economic Development

3.3.3 East Gippsland will be positioned as a leading destination for new and existing events

Increase in attendances based on a sample survey of major funded events in the region

Council grant acquittals

27,490 ≥ current trends

Major Projects and Economic Development

Increase in the number of events held in the region (with event permits)

Council event permits processed

75 ≥ current trends

Major Projects and Economic Development/Local Laws

Stewardship Our Shire is well managed and supported by a resourceful, responsive organisation

We provide the following core services that contribute to ensuring we deliver activities and services that meet the needs of our communities and stakeholders effectively and at an acceptable cost.

Who we are What we doCommunity engagement Inform and engage with our community and stakeholders using traditional

and emerging technology and communication mediums.Promote, support and assist the development of volunteering and civic participation throughout the municipality.

Corporate strategy Continue to deliver a comprehensive reporting program and appropriate systems to provide timely and informative reports on Council’s performance to Council and the community.

Contracts and Procurement

Deliver contract, tender and procurement expertise to ensure Council receives the best possible value procurement of a range of goods and services, while maintaining high standards of probity.

Community Leadership and Advocacy

Council provides leadership on issues of importance to East Gippsland and advocates on behalf of the community and its vision for the future. It does this through strong, transparent, accountable leadership and the development of strong relationships with key stakeholders and other levels of government.

Media and communications

Maintain positive relationships with print and electronic media and inform the community about Council activities and services.Inform the community about activities and services that are important and relevant to East Gippsland using timely, effective and accessible media.

Finance and Treasury Manage Council's financial services and programs to deliver services and infrastructure that meet the community's needs, while ensuring long-term financial sustainability and the highest standards of probity.

Civic events Conduct civic events to commemorate and celebrate the successful delivery of significant Council programs, infrastructure and projects.

Information Services Manage Council’s corporate information and record management services in compliance with relevant legislation.Provide service delivery to the community and within Council through effective and reliable information technology and communications systems.

Human resources Recruit, develop and retain high-performing staff through key human resources functions including organisational development, occupational health and safety, training, mentoring and traineeships.

Governance Support Council and corporate services to ensure an administrative framework is maintained to enable Council to function at the highest possible level.Provide strategic and operational support to develop and implement strategies, policies and procedures to continually improve Council’s day-to-day operations.

Property management Manage Council’s property portfolio, including purchases, sales, leases and licenses to ensure land under Council's ownership or management is used effectively and in the best interests of current and future generations. Support local groups that have a focus on land and facility stewardship.

Risk management and compliance

Ensure the highest standards of legislative compliance are achieved across all Council functions and that its risk exposure is minimised through continuous improvement of proactive and comprehensive systems and processes.Manage a compliance framework that promotes prudent and responsible management approaches to Council's decision-making and service delivery.

What we want for East Gippsland4.1 Shire services meet the needs of our communities and stakeholders

at an acceptable cost

What is the outcome for the community?4.1.1 Shire services are tailored to community needs

How we will do it in 2013-14 Associated documents and programs

What is Council’s role?

Service Centres will be developed to expand their scope of services and ability to meet the needs of their community

Community

 

What is the outcome for the community?4.1.2 Our reputation enables us to build partnerships and relationships that create

mutual benefit

How we will do it in 2013-14 Associated documents and programs

What is Council’s role?

Work collaboratively with other levels of government to maximise opportunities to deliver projects and provide services in a cost-effective and sustainable way

All

Victorian State-Local Government Agreement Partnership agreements such as memorandums of understanding

 

Grow and strengthen relationships with other local, regional, state and federal organisations to leverage Council’s advocacy outcomes on behalf of the local community and the Gippsland region

Governance

Partnership agreements such as memorandums of understanding

What is the outcome for the community?4.1.3 Sound management supports our communities’ strategic priorities, enables us

to deliver services and infrastructure and ensures the sustainability of our Shire into the future.

How we will do it in 2013-14 Associated documents and programs

What is Council’s role?

Implement a Long-term Financial Plan that is prudent, sustainable and protects the long-term interests of the municipality

Finance and Treasury

Annual Budget and Financial Statements

Investigate and develop business opportunities that will supplement Council’s income through sources other than rates and charges and in doing so, increase Council’s financial sustainability

Entrepreneurism and Innovation

Strategic indicatorsWe will know we are succeeding when

Objective Performance Measure

Source Actual / Baseline

2013-14Target

Business Unit

4.1.1 Shire services are tailored to community needs

Increase in average customer satisfaction levels across key service areas surveyed in 2013-14#

Internal Customer Satisfaction Surveys

New measure

65% Organisation Development

4.1.2 Our reputation enables us to build partnerships and relationships that create mutual benefit

Community satisfaction rating for lobbying on behalf of the community

Local Government Victoria Annual Community Satisfaction Survey

53% ≥ average for large rural

shires

Organisation Development

4.1.3 Sound management supports our communities’ strategic priorities, enables us to deliver services and infrastructure and ensures the sustainability of our Shire into the future

Working Capital Ratio (Liquidity)

Financial Statements

2.76:1 1.5:1 Finance and Treasury

Underlying Result Annual Budget and Financial Statements

($10.5M) $1M surplus Finance and Treasury

Debt Commitment Ratio Financial Statements

3.7% ≤ 6% Finance and Treasury

Rates Outstanding Financial Statements

4.7% ≤ 5% Finance and Treasury

# Internal Customer Satisfaction surveys scheduled to be completed in 2013-14 are: Parks and Gardens, Development Approvals, Performing Arts, Visitor Information Centres and Recreation Facilities.

What we want for East Gippsland4.2 We make decisions through transparent processes and execute our

plans prudently and effectively

What is the outcome for the community?4.2.1 Community and Council have strong mutual understanding and support

How we will do it in 2013-14 Associated documents and programs

What is Council’s role?

Review the Integrated Communications Strategy to maximise communications opportunities and keep the community informed

Communications/Strategic Planning

Integrated Communications Strategy

Encourage our community to have a say in matters of interest to them through community engagement and regular opportunities to interact with Councillors and officers

All

What is the outcome for the community?4.2.2 Our internal processes support good outcomes

How we will do it in 2013-14 Associated documents and programs

What is Council’s role?

Review resource use across the organisation to make sure people have the right tools to perform their roles

Information Services

Information and Communications Technology (ICT) Strategy 2013-2016 (under development)

Develop an Information and Communications Technology strategy that makes use of current technology trends for IT infrastructure and services to meet the needs of users

Information Services

Information and Communications Technology (ICT) Strategy 2013-2016 (under development)

Implement ‘best value’ strategic procurement contract and supplier management

Finance and Treasury

Procurement Policy

Implement an internal audit and control framework that ensures the highest standards of financial reporting, internal control, legislative compliance and risk management

Property and Risk

Audit Committee Terms of ReferenceInternal Audit Plan 2012-2014

Strategic indicatorsWe will know we are succeeding when

Objective Performance Measure Source Actual / Baseline

2013-14Target

Business Unit

4.2.1 Community and Council have strong mutual understanding and support

Community satisfaction rating for community consultation and engagement

Local Government Victoria Annual Community Satisfaction Survey 2012

54

Large rural Councils

average = 54

54 Strategic Planning

Number of strategic community visits undertaken by Council

Council 19 6 Executive Services

4.2.2 Our internal processes support good outcomes

Community satisfaction rating for the overall performance of Council

Local Government Victoria Annual Community Satisfaction Survey 2012

60

Large rural Councils

average = 57

≥ average for large rural

Councils

Organisation Development

Percentage of risk mitigation actions identified by internal audits of Council’s systems and processes that are finalised within designated timeframes

Audit Committee New measure

90% Property and Risk

What we want for East Gippsland4.3 East Gippsland Shire Council is an exciting, fulfilling and inclusive

organisation

What is the outcome for the organisation?4.3.1 The best people are attracted and retained

How we will do it in 2013-14 Associated documents and programs

What is Council’s role?

Negotiate East Gippsland Shire Council Enterprise Agreement No. 4 for implementation on expiry of Agreement No. 3 on 30 June 2014

Human Resources

East Gippsland Shire Council Enterprise Agreement No. 3

Develop a Workforce Plan to deliver current and future Council and community requirements, ensuring we have the right skills in the right jobs

Organisation Development

What is the outcome for the organisation?4.3.2 Council workplaces are safe and healthy

How we will do it in 2013-14 Associated documents and programs

What is Council’s role?

Develop and implement innovative policies and procedures which enhance workplace health and safety

Property and Risk

Workplace Health and Safety Policy

Strategic indicatorsWe will know we are succeeding when

Objective Performance Measure Source Actual / Baseline

2013-14Target

Business Unit

4.3.1 The best people are attracted and retained

Percentage of staff retained Municipal Association of Victoria Human Resources Benchmarking Survey 2011-12

94% ≥ average for large Victorian rural Councils

Human Resources

4.3.2 Council workplaces are safe and healthy

Lost time attributed to workplace incidents as a percentage of workable hours

Council Lost Time Data

0.3% ≤ 0.3% Property and Risk

< Section 3>

Strategic Resource Plan

What is the Strategic Resource PlanThe Strategic Resource Plan provides details of the financial and non-financial resources required to achieve Council’s strategic objectives as outlined in the Council Plan. The Strategic Resource Plan is updated annually and is reflected in Council’s annual Budget.

Development of the Strategic Resource PlanAs part of its ongoing financial planning and to assist in adopting a budget within a longer-term framework, Council has prepared a Strategic Resource Plan (SRP) for the four years 2013-14 to 2016-17. The SRP takes the strategic objectives and strategies as specified in the Council Plan (the Plan) and expresses them in financial terms for the next four years.

The key objective underlining the development of the SRP is financial sustainability in the medium to long term, while achieving Council’s strategic objectives as specified in the Council Plan. The key financial objectives that underpin the Long-term Financial Plan are:

Maintain existing service levels; Reduce old debt; Maintain a break even underlying operating result where practicable; and To renew assets, provide funding that is equal to or greater than the depreciation expense.

In preparing the SRP, Council has also needed to comply with the following Principles of Sound Financial Management as contained in the Local Government Act 1989:

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; and Provide full, accurate and timely disclosure of financial information.

The SRP is updated annually through a rigorous process of consultation with Council officers and Councillors, followed by a detailed sensitivity analysis to achieve the key financial objectives.

Non-financial resources

In addition to the financial resources to be consumed over the planning period, Council will also utilise non-financial resources, in particular human resources. The following table summaries the non-financial resources for the next four years.

Human resourcesCouncil recognises that its staff are its greatest asset. Essentially, it is through their contribution that we continue to deliver quality services and facilities to the community. Council has a diverse workforce of committed individuals with a wide range of skills and experience. We aspire to be an employer of choice and operate collectively as one organisation focused on the achievement of the Council Plan initiatives.

Our commitment to professional development, mentoring, open communication, feedback and a safe and respectful working environment assists us to do this. Through our Enterprise Agreement we are committed to a work and life balance where the needs of our people are maintained and embedded in the way we work.

Council’s financial projections, included within the Standard Financial Statements, allow for a consistent level of staff over the four-year outlook period. The number of budgeted equivalent full-time (EFT) permanent employees (excluding casuals) for 2013/14 is 259.59.

   Forecast

Actual Budget Strategic Resource Plan

ProjectionsIndicator  2012/13 2013/14 2014/15 2015/16 2016/17   $’000 $’000 $’000 $’000 $’000Employee benefits 21,664 22,482 23,437 24,434 25,472Projected Staff Numbers (EFT)* 248.25 259.59 259.59 259.59 259.59

* Council currently delivers a number of services via external contractors. Prior to re-tendering these contracts Council reviews each one to determine the most effective means of delivery. Future human resource numbers will depend on whether Council chooses to re-tender its remaining service contracts or bring delivery in-house.

InfrastructureIn its strategic planning Council has recognised that strong asset management is necessary in order to provide appropriate types and quality of infrastructure, for both current and future community needs.

East Gippsland Shire Council continues to be committed to dealing with the challenge of maintaining $541 million of infrastructure assets. Council is making a significant investment in addressing the ongoing challenge associated with reducing the asset management backlog, while also providing excellent facilities for the wellbeing of the East Gippsland community.

Asset Management Plans have been extensively reviewed and adopted by Council. These strategies provide Council with a firm indication of the levels of asset renewal and the individual assets that will need to be replaced over the next five years.

Council has allocated significant financial resources to capital works for the maintenance and upgrade of existing infrastructure and the development of new infrastructure over the next four years. In the next financial year, Council has allocated $23.9 million to capital works.

Council has developed an Infrastructure Strategy that sets out the capital expenditure requirements of Council for the next 10 years by class of asset and project and is a key element of the Long-term Financial Plan. It predicts infrastructure consumption, renewal needs and considers infrastructure needs to meet future community service expectations. The strategy has been developed through a rigorous process of consultation and evaluation. The key aspects of the process are as follows:

Long-term capital planning process which integrates with the Council Plan, Strategic Resource Plan and annual Budget processes;

Listing of all known capital projects, prioritised within classes on the basis of evaluation criteria;

Transparent process for evaluating and prioritising capital projects; Methodology for allocating annual funding to classes of capital projects; and Ensuring Council assets are renewed at a rate that is equal to the consumption of those

assets.

A key objective of the strategy is to maintain or preserve Council’s existing assets at pre-determined condition levels. Council has decided to develop and maintain a 10-year rolling Capital Works Program that provides funding to asset renewal based on meeting or exceeding annual depreciation levels and ensuring a significant Council contribution is made annually. Road, bridge and building assets are considered a priority.

Another key objective is to ensure that wherever possible, facilities are self-funding. This philosophy has been applied to projects such as the Shire’s marinas, caravan parks and East Gippsland Livestock Exchange.

Risk managementCouncil is committed to ensuring strategic and operational risks are appropriately managed to protect Council and the community. Council continues to ensure a safe work place for all employees by embedding new Occupational Health and Safety (OHS) policies and procedures throughout Council, developing, and delivering a suite of OHS training and development programs.

Information technologyTechnology is essential to the efficiency, responsiveness and accessibility of East Gippsland Shire Council’s services to all groups of the community. In order to continue to provide services to achieve community responsiveness, reliable and secure information technology systems are essential. Council’s Information and Communication Technology Strategy will be reviewed and implemented in 2013-14. The new strategy will provide direction to Council on how to address technological demands now and into the future.

Financial resourcesCouncil has developed a Long-term Financial Plan setting out the strategies that will support the achievement of Council Plan objectives within a sustainable financial framework. The outcomes of this plan are reflected in the Budgeted Standard Statements, and form part of the overall Strategic Resource Plan. The following provides a summary of key strategies identified in Council’s Long-term Financial Plan.

Financial Area Strategy

Financial sustainability Cash and investments are forecast to decrease over the four-year period from $19.74 million to $9.14 million, which indicates a balanced budget on a cash basis in each of the years. The high starting balance represents funding for carried forward capital works that will be completed in the new financial year.

Rating strategy Rate increases are forecast over the four years at an average of 4.0%

Borrowing strategy Borrowings are forecast to decrease from $8.471 million as at 1 July 2013 to $4.500 million over the four-year period. Excluding the borrowing related to the Tambo Bluff Estate Infrastructure Special Charge Scheme, the ‘old debt’ component of this balance reduces to nil as at 30 June 2015.

Infrastructure strategy Capital expenditure over the four-year period will total $121 million, at an average of $30.2 million per year.

The following table summarises the key financial results for the next four years. Appendix A in the annual Budget 2013/14 includes a more detailed analysis of the financial resources to be used over the four year period.

 Forecast

Actual Budget Strategic Resource Plan

ProjectionsIndicator 2012/13 2013/14 2014/15 2015/16 2016/17  $’000 $’000 $’000 $’000 $’000Operating result* 2,525 24,426 8,245 7,621 8,636Underlying operating result (8,978) 6,438 1,261 2,011 3,203Cash and investments 19,742 16,203 11,671 9,431 9,142Cash flow from operations 14,750 35,793 24,598 25,235 25,556Capital works 25,470 39,870 27,880 27,723 25,513

Key Financial IndicatorsThe following table highlights Council’s current and projected performance across a range of key financial indicators (KFI). KFIs provide a useful analysis of Council’s financial position and performance and should be used in the context of the organisation’s objectives.

 Indicator

Not

es

ForecastActual Budget

Strategic Resource Plan Projections

2012/13 2013/14 2014/15 2015/16 2016/17Financial performance    Underlying result/Underlying revenue 1 (12.4%)

7.7% 1.6% 2.4% 3.7%

Rate revenue/Underlying revenue 2 56.7%

53.6% 59.9% 60.4% 60.9%

Debt servicing/Total revenue 0.9% 0.7% 0.8% 0.6% 0.5%Financial position            Indebtedness/Rate revenue 3 23.0% 19.0% 17.0% 12.5% 10.8%Underlying result/Total assets (1.1%) 0.8% 0.1% 0.2% 0.3%Current assets/Current liabilities 257% 202% 190% 152% 164%Capital expenditure $,000  $,000 $,000 $,000 $,000Capital works $25,470 $39,870 $27,880 $27,723 $25,513- Capital renewals $16,270 17,309 18,983 $21,798 $19,250- New assets $6,026 18,091 $3,374 $3,566 $2,854- Capital Upgrade $2691 $3,530 $2,848 $459 $1,139- Capital Expansion $448 $251 $0 $0 $0- Capital Other $35 $689 $2,675 $1,900 $2,000Capital works/Rate revenue 60.1% 89.2% 59.0% 55.6% 48.6%Capital renewals/Total depreciation

96.4% 100.4% 110.1% 121.5% 104.9%

Notes to Indicators

1 Underlying Operating Result Overall improvement in financial performance expected over the period.

2 Rate revenue/Underlying revenueReflects extent of reliance on rate revenues to fund all of Council's ongoing services. Trend indicates Council will become slightly more reliant on rate revenue compared to all other revenue sources.

3 Indebtedness/Rate revenue Trend indicates Council's reducing reliance on debt against its annual rate revenue through redemption of long-term debt. Trend indicates overall decline of debt as a percentage of rate revenue.

4 Capital renewals/Total depreciation This percentage indicates the extent of Council's renewals against its depreciation charge (representing the decline in value of its existing capital assets). A percentage greater than 100, as returned by Council, indicates the municipality is renewing and maintaining its existing assets, whilst a percentage less than 100 means its assets are deteriorating faster than being renewed and will require future capital expenditure to renew assets appropriately.

Budgeted Standard StatementsA key component of the Strategic Resource Plan is the Long-term Financial Strategy.

Council has prepared a Long-term Financial Strategy for the 10-year period 2012-13 to 2021-22 as part of Council’s commitment to sustainable budgeting and responsible financial management. The Long-term Financial Strategy translates Council’s strategic objectives and priorities in the Council into financial forecasts. The strategy also supports the growing demand to invest in the maintenance and renewal of all Council-owned assets.

At the end of each financial year, Council is required to report to the community with a comparison of actual financial results against these Budgeted Standard Statements and provide an explanation of significant variances. The Standard Statements, together with the Performance Statement, provide a clear, concise, readily understood report of Council’s activities for the year from both a financial and non-financial perspective, particularly for those users who do not have a financial background.

The appendix includes the following budgeted information:

Budgeted Standard Income Statement Budgeted Standard Balance Sheet Budgeted Standard Cash Flow Statement Budgeted Standard Capital Works Statement

EAST GIPPSLAND SHIRE COUNCILBudgeted Standard Income Statement for the 10 years ending 30 June 2023

Forecast Actual Budget Strategic Resource Plan Projections

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23$’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000

Rates and charges 42,393 44,688 47,225 49,887 52,518 54,984 57,118 59,305 61,547 63,845 66,201Statutory fees and fines 1,352 1,389 1,424 1,459 1,496 1,533 1,572 1,611 1,651 1,693 1,735User fees 9,860 10,967 12,155 13,154 13,549 13,957 14,357 14,759 15,180 15,538 15,865Contributions and reimbursements 7,453 9,534 962 740 1,037 804 1,075 848 1,114 892 1,155Recurrent grants 9,632 15,467 15,924 16,395 16,879 17,362 17,860 18,372 18,899 19,442 20,000Interest revenue 1,471 1,268 1,173 901 749 696 713 721 829 945 1,015Other revenue 68 38 37 38 39 40 41 42 44 45 46Total revenues 72,230 83,351 78,899 82,574 86,266 89,377 92,736 95,658 99,264 102,400 106,018                       Expenses from operating activities                      Employee benefits 21,664 22,482 23,213 24,025 24,866 25,798 26,830 27,904 29,020 30,181 31,388Materials and utilities 4,970 5,122 5,334 5,535 5,744 5,961 6,187 6,423 6,667 6,922 7,187Contractual services 30,835 25,048 24,515 25,556 26,080 27,225 27,912 29,272 29,958 31,403 32,156Contributions and donations 1,172 1,161 1,223 1,263 1,304 1,344 1,382 1,422 1,463 1,504 1,548Finance costs 1,053 970 937 834 791 701 710 620 630 640 651Depreciation 16,878 17,242 17,248 17,937 18,609 19,214 19,837 20,478 21,144 21,836 22,554Other expenses 4,637 4,888 5,169 5,412 5,671 5,871 6,079 6,295 6,520 6,754 6,997Total expenses 81,209 76,913 77,638 80,563 83,064 86,115 88,939 92,413 95,402 99,240 102,481Underlying result (8,978) 6,438 1,261 2,011 3,203 3,262 3,797 3,246 3,862 3,160 3,537                       Capital grants and contributions 8,153 15,988 4,984 3,610 3,434 3,684 3,584 3,884 3,734 3,934 3,934Increase in assets valuations 24,257 0 22,510 0 94,928 0 25,335 0 106,842 0 28,515Net gain on disposal of property, infrastructure, plant and equipment 0 0 0 0 0 0 0 0 0 0 0Granted assets 3,350 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000 2,000Net surplus (deficit) for the year 26,782 24,426 30,755 7,621 103,564 8,946 34,717 9,130 116,438 9,094 37,986

EAST GIPPSLAND SHIRE COUNCILBudgeted Standard Balance Sheet for the 10 years ending 30 June 2023

Forecast Actual Budget Strategic Resource Plan Projections

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23$’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000

Current assetsCash and cash equivalents 19,742 16,203 11,671 9,431 9,142 10,169 10,917 13,555 16,304 18,052 21,858Trade and other receivables 4,658 4,941 5,306 5,636 5,838 6,039 6,224 6,411 6,606 6,790 6,971Other financial assets 676 691 706 721 737 753 770 787 805 823 842Total current assets 25,076 21,835 17,683 15,788 15,717 16,961 17,910 20,754 23,715 25,665 29,671

Current liabilitiesTrade and other payables 9,367 4,905 4,067 4,119 4,015 4,183 4,253 4,343 4,485 4,698 4,693Interest-bearing loans and borrowings 444 1,777 600 1,150 0 1,150 0 0 0 0 1,700Provisions 3,723 4,148 4,569 5,006 5,457 5,926 6,412 6,918 7,443 7,988 8,555Total current liabilities 13,534 10,830 9,236 10,275 9,473 11,258 10,665 11,261 11,928 12,687 14,949Net current assets 11,542 11,006 8,446 5,513 6,244 5,703 7,245 9,493 11,787 12,978 14,722

Non-current assetsTrade and other receivables 3,676 3,249 2,886 2,554 2,250 1,984 1,775 1,587 1,419 1,271 1,142Property, infrastructure, plant and equipment 768,419 792,507 827,149 838,435 941,767 950,591 984,221 991,568 1,106,186 1,114,610 1,149,746Total non-current assets 772,095 795,756 830,035 840,989 944,017 952,575 985,996 993,155 1,107,605 1,115,881 1,150,888

Non-current liabilitiesInterest-bearing loans and borrowings 8,027 6,250 5,650 4,500 4,500 3,350 3,350 3,350 3,350 3,350 1,650Prepaid income 1,640 1,780 2,782 3,749 3,341 2,936 2,532 2,133 1,735 1,378 1,082Provisions 12,299 12,635 13,198 13,780 14,383 15,008 15,658 16,335 17,038 17,770 18,530Total non-current liabilities 21,966 20,665 21,629 22,029 22,224 21,294 21,540 21,817 22,123 22,497 21,262Net assets 761,671 786,097 816,852 824,474 928,038 936,984 971,701 980,830 1,097,268 1,106,362 1,144,348

EquityAccumulated surplus 280,532 305,358 314,003 321,624 330,261 339,207 348,588 357,718 367,314 376,408 385,879Asset revaluation reserve 480,239 480,239 502,749 502,749 597,677 597,677 623,012 623,012 729,854 729,854 758,370Other reserves 900 500 100 100 100 100 100 100 100 100 100

Total equity 761,671 786,097 816,852 824,474 928,038 936,984 971,701 980,830 1,097,268 1,106,362 1,144,348

EAST GIPPSLAND SHIRE COUNCILBudgeted Standard Cash Flow Statement for the 10 years ending 30 June 2023

Forecast Actual Budget Strategic Resource Plan Projections

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23$’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000

Inflows Inflows Inflows Inflows Inflows Inflows Inflows Inflows Inflows Inflows Inflows(Outflows

)(Outflows

)(Outflows

)(Outflows

)(Outflows

)(Outflows

)(Outflows

)(Outflows

)(Outflows

)(Outflows

)(Outflows

)Cash flows from operating activitiesReceipts Rates and charges 42,373 44,460 47,105 49,761 52,393 54,867 57,016 59,201 61,441 63,736 66,090User fees and fines 11,739 12,411 14,308 15,347 14,529 14,975 15,415 15,860 16,318 16,770 17,207Contributions and reimbursements 7,453 9,534 962 740 1,037 804 1,075 848 1,114 892 1,155Operating grants 9,632 15,467 15,924 16,395 16,879 17,362 17,860 18,372 18,899 19,442 20,000Capital grants and contributions 8,153 15,988 4,984 3,610 3,434 3,684 3,584 3,884 3,734 3,934 3,934Interest revenue 1,581 1,268 1,173 901 749 696 713 721 829 945 1,015Other revenue 68 38 37 38 39 40 41 42 44 45 46

80,999 99,166 84,492 86,791 89,060 92,429 95,705 98,929 102,379 105,764 109,447Payments Employee benefits (21,426) (25,727) (22,692) (23,487) (24,309) (25,221) (26,230) (27,280) (28,372) (29,507) (30,688)Payments to Suppliers (39,134) (31,787) (31,446) (31,822) (32,733) (33,847) (34,875) (36,468) (37,366) (39,013) (40,268)Finance costs (1,053) (970) (937) (834) (791) (701) (710) (620) (630) (640) (651)Other expenses (4,637) (4,888) (5,169) (5,412) (5,671) (5,871) (6,079) (6,295) (6,520) (6,754) (6,997)

(66,250) (63,373) (60,244) (61,555) (63,504) (65,640) (67,895) (70,663) (72,887) (75,914) (78,604)Net cash provided by operating activities 14,750 35,793 24,248 25,236 25,556 26,789 27,810 28,266 29,491 29,850 30,843

Cash flows from investing activitiesProceeds from sales of property, plant and equipment 500 540 500 500 500 500 500 500 500 500 500Net movement in deposits and advances 597 442 377 347 318 277 218 198 177 158 138Payments for property, plant and equipment (25,470) (39,870) (27,880) (27,723) (25,513) (26,538) (26,631) (26,325) (27,420) (28,760) (27,675)Net cash used in investing activities (24,373) (38,888) (27,003) (26,876) (24,695) (25,761) (25,913) (25,627) (26,743) (28,102) (27,037)

EAST GIPPSLAND SHIRE COUNCILBudgeted Standard Cash Flow Statement for the 10 years ending 30 June 2023

Forecast Actual Budget Strategic Resource Plan Projections

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23$’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000

Inflows Inflows Inflows Inflows Inflows Inflows Inflows Inflows Inflows Inflows Inflows(Outflows

)(Outflows

)(Outflows

)(Outflows

)(Outflows

)(Outflows

)(Outflows

)(Outflows

)(Outflows

)(Outflows

)(Outflows

)

Cash flows from financing activities Proceeds from borrowings 0 0 0 0 0 0 0 0 0 0 0Repayment of borrowings (1,299) (444) (1,777) (600) (1,150) 0 (1,150) 0 0 0 0Net cash provided by (used in) financing activities (1,299) (444) (1,777) (600) (1,150) 0 (1,150) 0 0 0 0Net decrease in cash and cash equivalents (10,922) (3,539) (4,532) (2,240) (289) 1,028 747 2,639 2,748 1,748 3,806Cash and cash equivalents at start of year 30,664 19,742 16,203 11,671 9,431 9,142 10,169 10,917 13,555 16,304 18,052Cash and cash equivalents at end of year 19,742 16,203 11,671 9,431 9,142 10,169 10,917 13,555 16,304 18,052 21,858

EAST GIPPSLAND SHIRE COUNCILBudgeted Standard Capital Works Statement for the 10 years ending 30 June 2023

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23$’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000 $’000

Capital works areasRoads and bridges 13,051 7,837 6,476 10,763 13,094 13,750 13,904 14,150 14,032 15,100 15,300Drains 767 6,099 2,490 520 750 900 1,100 1,000 1,000 1,000 1,200Open space 4,077 9,717 4,005 2,660 1,927 2,080 2,180 2,280 1,230 2,530 2,130Buildings 2,802 7,481 9,145 3,349 4,130 2,863 3,500 3,500 3,700 3,700 3,600Plant, furniture and equipment 3,109 3,224 1,493 1,732 1,795 1,545 1,470 1,480 2,040 2,025 1,530Other 1,664 5,512 4,271 8,699 3,817 5,400 4,477 3,915 5,418 4,405 3,915

Total capital works 25,470 39,870 27,880 27,723 25,513 26,538 26,631 26,325 27,420 28,760 27,675

Represented by:Renewal 16,270 17,309 18,983 21,798 19,520 21,401 21,914 21,570 22,225 23,514 22,795New assets 6,026 18,091 3,374 3,566 2,854 2,002 1,798 1,983 2,470 2,149 2,048Asset upgrade 2,691 3,530 2,848 459 1,139 2,115 2,103 2,262 1,909 2,417 2,322Asset expansion 448 251 0 0 0 0 0 0 0. 0 0Other 35 689 2,675 1,900 2,000 1,020 816 510 816 680 510

Total capital works 25,470 39,870 27,880 27,723 25,513 26,538 26,631 26,325 27,420 28,760 27,675