council plan 2013 - 2017 - southern grampians shire · pdf filecouncil plan 2013 - 2017. our...

Council Plan 2013 - 2017

Our Vision – To be Australia’s Most Liveable Provincial Community

This Council Plan is prepared in accordance with section 125 of the Local Government Act 1989.

By 30 June after a Council election, Council must prepare and approve a Council Plan which must include:

The strategic objectives of the Council

Strategies for achieving the objectives for at least the next four years

Strategic indicators for monitoring the achievement of the objectives

111 Brown StreetHamilton 3300Telephone: (03) 5573 0444Facsimile: (03) 5572 [email protected]

Southern Grampians Shire Map ...............................................................................4

Southern Grampians Shire at a Glance....................................................................5

Message from the Mayor and Chief Executive Officer .............................................6

Your Councillors .......................................................................................................8

Role and Functions of Council..................................................................................10

Executive Management Team ..................................................................................11

Management Structure .............................................................................................12

Vision, Mission, Values .............................................................................................13

About the Council Plan .............................................................................................14

Sustainable Excellence Principles ............................................................................15

Objective One - Leadership and Good Governance ................................................17

Objective Two - Foster Population and Economic Growth .......................................22

Objective Three - Enhance Wellbeing and Culture ..................................................28

Objective Four - Help Communities Feel Dynamic and Resilient .............................32

Objective Five - Managing Environmental Security ..................................................36

Contents

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Southern Grampians Shire Map

5Our rich fertile soils and reliable water availability allows for diversification. Greater diversification of agriculture, more intensive use of land where sustainable, enhanced land management and new enterprises like mineral sands processing, horticulture, viticulture and plantation timber have all enhanced the Shire’s economy and the availability of jobs and business enterprises.

Secure water supplies in our settlements provide opportunities for industry development.

Processing, manufacturing, research and development, engineering, retail, tourism, aged and health care services and education are also important employment sectors across the Shire.

The Southern Grampians Shire has a strong sense of community with people working together to achieve common goals and outcomes. This sense of community benefits the entire municipality and Council will continue to encourage and acknowledge the community interest in the development of our Shire.

With a landscape dominated by the spectacular Grampians mountain range, ancient volcanoes, tranquil rivers and waterfalls and undulating pastoral land dotted with majestic red gums, the Southern Grampians spans the heart of Victoria’s renowned ‘Western District’ with the Shire located 290 kilometres west of Melbourne and 500 kilometres south east of Adelaide.

With a population of over 16,500, Southern Grampians covers an area of 6,652 square kilometres. Hamilton is the main retail and service centre supported by the smaller towns of Balmoral, Branxholme, Byaduk, Cavendish, Coleraine, Dunkeld, Glenthompson, Penshurst and Tarrington.

Southern Grampians Shire prospers from primary production. Agriculture, with its associated industries, is the largest employment sector with this intensive agricultural production contributing significantly to the Victorian and Australian economies.

The Nigretta Falls

Southern Grampians Shire at a Glance

6

Message from the Mayor and Chief Executive Officer

As a result, Council completed many projects including strategic land use planning for Hamilton, art and culture development, improved sporting infrastructure, health and wellbeing activities and detailed economic development strategies focusing on agriculture, retail and industrial redevelopment.

This strategic approach resulted in support from State and Federal Government for some exciting developments including the upgrade of the Hamilton Airport, upgrading of regional tennis and hockey facilities, upgrade of the Hamilton Performing Arts Centre precinct and the regional all-abilities playground and foreshore redevelopment.

We will continue with our emphasis on strategic planning, particularly in the areas which contribute to the growth of our communities, both in population numbers and economically.

In determining the strategies to achieve our objectives, Council has been mindful of both the needs and aspirations of our community and also of the many constraints and challenges facing our community and many others in regional Australia.

We have an ageing population and relatively slow population growth.

We need to:

• attract more people to live here;

• place a significant emphasis on population

growth and economic prosperity;

• attract investment to create jobs and assist oureconomy to flourish; and

• ensure that the facilities and services offeredto our community are high quality and can helpto attract people to want to live here.

We are well aware that factors beyond our control will have an impact on how well we can progress towards our vision. Global economic influences will have an effect on two of our major industries, agriculture and mining, and a negative impact on them will have negative flow on effects for our community.

On behalf of Council we are pleased to present the Southern Grampians Shire Council Plan 2013 – 2017.

The Plan contains Council’s Vision, fundamental objectives for the next four years, strategies for achieving those objectives and ways in which we can measure how successful we have been in achieving those objectives over this period.

In preparing this Council Plan, Council and staff reviewed the vision and objectives from the previous Council Plan and assessed them against our current requirements and circumstances.

Council will continue to strive to achieve its vision of being Australia’s most liveable provincial community.

The five fundamental objectives have been slightly modified and these are:

• Leadership and Good Governance

• Foster Population and Economic Growth

• Enhance Wellbeing and Culture

• Help Communities Feel Dynamic and Resilient

• Managing Environmental Security

Each of these objectives represents significant components of liveability and each is supported by a range of strategies to achieve these objectives over the next four years and beyond.

The objectives continue to build on the emphasis on strategic planning which has occurred over the previous four years.

The previous Council Plan set the tone for a concerted strategic effort and it was the guiding document that saw a variety of strategic projects implemented over the term of the last Council.

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Cr Peter Dark

Richard Perry

Our reliance on funding from other levels of government as the major source of our funding places us in a vulnerable position in times of financial cutbacks and greater competition for grants and we are committed to ensuring our long term financial plan addresses this issue.

We are also aware that many of the services, facilities and opportunities which contribute to the liveability of our community are not provided directly by Council. Many other agencies, authorities and government departments are responsible for the provision of significant and essential aspects of our wellbeing, including education and health services.

We will continue to work in close partnership with those agencies and departments to ensure that the needs and aspirations of our community are known and we will continue to push for their enhancement. Utilisation of our Advocacy Framework will assist us to ensure that the needs of our community are communicated to the relevant people.

Cr Peter Dark Mayor

Richard Perry Chief Executive Officer

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Your Councillors

Cr Peter Dark (Mayor) Mob: 0459 031 971

[email protected]

Cr Albert CalvanoMob: 0429 861 229

[email protected]

Cr Cathy ArmstrongMob: 0459 027 373

[email protected]

Cr Paul BattistaMob: 0428 595 814

[email protected]

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Cr Dennis DawsonMob: 0459 025 185

[email protected]

Cr. Albert Calvano (Mayor)Mob: 0429 861 229

[email protected]

Cr. Albert Calvano (Mayor)Mob: 0429 861 229

[email protected]

Cr Bruach CollitonMob: 0417 333 944

[email protected]

Cr Katrina RainsfordMob: 0429 741 256

[email protected]

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Role and Functions of CouncilThe Local Government Act 1989 outlines the role and functions of Councils in Victoria.

A Council is elected to provide leadership for the good governance of the municipal district and the local community.

The role of a Council includes:

• Acting as a representative government bytaking into account the diverse needs of thelocal community in decision making.

• Providing leadership by establishing strategicobjectives and monitoring their achievement.

• Maintaining the viability of the Council byensuring that resources are managed in aresponsible and accountable manner.

• Advocating the interests of the local communityto other communities and governments.

• Acting as a responsible partner in governmentby taking into account the needs of othercommunities.

• Fostering community cohesion andencouraging active participation in civic life.

The functions of a Council include:

• Advocating and promoting proposals which arein the best interests of the local community.

• Planning for and providing services andfacilities for the local community.

• Providing and maintaining communityinfrastructure in the municipal district.

• Raising revenue to enable the Council toperform its functions.

• Making and enforcing local laws.

• Exercising, performing and discharging theduties, functions and powers of Councils underthis Act and other Acts.

• Any other function relating to the peace, orderand good government of the municipal district.

The Southern Grampians Shire Councillors

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Executive Management Team

Richard PerryChief Executive Officer

Bronwyn HerbertDirector Shire Services

Deputy Chief Executive Officer

Michael McCarthyDirector Shire Futures

Kevin O’BrienDirector Shire Infrastructure

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Management Structure As at June 2015

Chief Executive

Officer Richard Perry

Director

Shire Infrastructure Kevin O'Brien

Director

Shire Futures Michael McCarthy

Director

Shire Services Bronwyn Herbert

Manager Community and Leisure Services

Nola McFarlane

Manager Building Services

Laurie Farrugia

Manager Corporate Support

Belinda Johnson

Manager Planning Systems

Cathy Brady

Vickie Williams

Manager Organisational Development

Hugh Koch

Manager Economic Development

and Tourism

Manager Performing Arts Centre

Ken Cameron Vacant

Manager Civic Art

Manager Engineering and Projects

Aten Kumar

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Vision Our Vision is to be Australia’s Most Liveable Provincial Community.

MissionOur aim, as both elected representatives and officers of the Council, is to work together collaboratively to serve our community and achieve our liveability vision.

Vision, Mission, Values

Cavendish waterway

ValuesOur values identified by Councillors and staff as being of the highest importance are:

• Workingtogether• Integrity• Respect• Innovation• Vision• Pride

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The Council Plan is the key document that drives the strategic direction of Council and is a requirement of the Local Government Act 1989. The strategies and actions contained in the Plan will be resourced through Council’s annual budget and in the longer term by its Strategic Resources Plan and Long Term Financial Plan. The Plan is to be reviewed annually in accordance with the Act.

OurVisionremainsthatofstrivingtobeAustralia’smostliveableprovincialcommunity.

The Victorian Competition and Efficiency Commission’s report into liveability in Victoria states that ‘liveability reflects the wellbeing of a community and represents the many characteristics that make a location a place where people want to live’.

These characteristics include:

• Participation - political and democraticprocesses that allow people to participate indecisions that affect them.

• Economic strength - promote and encourageeconomic prosperity, employmentopportunities, and the wellbeing of allresidents.

• Social inclusion - all have the opportunity toparticipate fully in society and to gain a senseof belonging and fulfillment.

• Built infrastructure (such as hospitals,education facilities, leisure facilities, libraries,and telecommunications and transportnetworks) - adequately provided andmaintained.

• Social infrastructure (such as communityorganisations, clubs, support services, art andculture) - to assist people achieve their fullpotential.

• Environment - sustainable practices topreserve the natural environment for currentand future generations.

• Transport - mobility of population anddistribution of goods facilitated by transportchoices that are environmentally sustainable.

• Amenity - urban planning which meets localneeds within the context of broader planningneeds.

We believe there is much to be said for liveable communities where people feel good about their personal wellbeing. We believe the level of liveability of our community is high but we know that there are elements that we can improve.

This Plan identifies our five fundamental objectives for the next four years. Each objective has specific outcomes we believe are required to meet community needs. Supporting each of these are a number of strategies that outline the approach Council will take to achieve the strategic objective.

Action plans will be developed each year setting out specific actions, measures and timeframes.Each year Council will measure performance against the indicators set out in this Plan and report on progress in the Annual Report.

Council has developed a range of specific Strategies and Plans that provide more detail about key local issues, how it will address these issues and the initiatives or services it will provide. These are intrinsically linked to the Council Plan and examples include:

• Municipal Strategic Statement• Economic Development Strategy• Municipal Public Health and Wellbeing Plan• Community Inclusion Plan• Leisure Services Strategic Plan• Municipal Emergency Management Plan• Road Management Plan• Tourism Strategic Plan• Sustainability Strategy• Sustainable Water Use Plan• Asset Management Strategy.

A Strategic Resource Plan has also been developed to give effect to the delivery of this Council Plan.

About the Council Plan

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The following eight principles guide our decisions and actions in every area of the organisation’s activities. They are adapted from the Australian Business Excellence Framework and are used as a basis for ensuring sustainable outcomes for our community and organisation.

LeadershipLead by example, provide clear direction, build organisational alignment and focus on sustainable achievement of goals.

Community and customers Understand what our community and customers value, now and into the future, and use this to drive organisational design, strategy and services.

Systems thinkingContinuously improve the system. Be aware of wider issues when developing local responses.

SustainableExcellence Principles

PeopleDevelop and value people’s capability and release their skills, resourcefulness and creativity to change and improve the organisation.

Continuous ImprovementDevelop agility, adaptability and responsiveness based on a culture of continual improvement, innovation and learning.

Information and KnowledgeImprove performance through the use of data, information and knowledge to understand variability and to improve strategic and operational decision making.

Corporate and social responsibilityBehave in an ethically, socially and environmentally responsible manner.

SustainabilityLong term rather than short term actions. Focus on sustainable results, values and outcomes.

The Grampians

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Strategic Planning Framework

Long Term Planning

VisionMissionValues

Vision, Mission, ValuesLong Term Financial Plan Asset Management Plan

Medium Term Planning

CouncilPlan Strategic Objectives

StrategiesStrategic Indicators

Strategic Resource Plan(Incl. Standard Statements)

Short Term Planning

BudgetStandard Statements

Activities and InitiativesKey Strategic Activities

Other information

Accountability AuditStatements Standard Statements

Financial StatementsPerformance Statements

10YEARS+

4YEARS

12MONTHS

YEAREND

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Objective 1 Leadership and Good Governance1.1 Soundly Based DecisionsAs a Council we are committed to good governance. That means we will bring a range of opinions to the decision making process, we will be guided by evidence, research and advice, we will seek to be informed by community views and we will make transparent, ethical, socially and environmentally responsible and timely decisions. We have developed and reviewed a range of our policies, plans and strategies to ensure the consistency of our actions and decisions.

We will continue this process to further enhance our good governance processes.

Outcome 1.1 Soundly Based Decisions

Strategy 1.1.1 Base decisions on the highest available level of professional advice and expertise

Strategy 1.1.2 Develop and enact policies, plans and strategies to ensure consistency in decision making

Strategy 1.1.3 Demonstrate leadership through ethically, socially and environmentally responsible conduct

Strategy 1.1.4 Work together to develop a highly responsive Council organisation

Strategy 1.1.5 Provide timely and accurate advice

Our Priorities

• Embed Customer Service Standards acrossthe organisation

• Address organisational risk and developand implement Action Plans from theStrategic Risk Register in conjunction withCouncil’s Audit Committee

• Develop an evaluation method for assessingcompliance with Councillor and Staff Codesof Conduct and the Meeting ProceduresLocal Law 2013.

Performance Measures – how will we know if we achieved the desired outcome?

An essential element of good governance and leadership is the confidence of the community in the actions and decisions taken and made by their Council on their behalf. Equally essential is the continuation of the cooperative approach taken by Councillors and staff in guiding the decision making process.

Indicators which will assist in determining our level of success include:

• Community Satisfaction Survey rating on therespondent’s view of the overall direction of theCouncil’s activities

• Community Satisfaction Survey rating oninteraction and responsiveness in dealing withthe public

• Feedback obtained from customer surveys

• Level of achievement of our Council Planobjectives

A range of plans, strategies and policies designed to support the achievement of the objectives of the Council Plan already exist and as required will be reviewed and refined. More may be created as the need arises. The level of achievement of our Council Plan objectives will reflect our success in ensuring consistency in developing the appropriate supporting processes.

The Southern Grampians Shire Council Chambers

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1.2 Sound Working Relationships and Strong AdvocacyWe know that Southern Grampians Shire does not exist in isolation. We are a key part of a region of local municipalities. We also need to influence state and even national agendas. We are not daunted by participating and leading at regional, state or national level.

We understand the importance of developing and maintaining sound working relationships with those we work with, share similar responsibilities with and those on whom we depend to assist us in meeting the needs of our community. Many providers of services vital to the wellbeing of our community, such as those in the health, education, business and tourism sectors, are valued partners in contributing to the welfare of the people of our Shire.

Similarly, Council is represented at a regional level on bodies such as the Great South Coast Group, which considers and acts on matters of regional significance. Strength in our partnerships in organisations such as this ensures that the interests

of our people are an equal focus when broader issues affecting the region are examined. On an international level Council maintains a sister city relationship with the City of Gaoyou in China.

Council has developed an Advocacy Framework which provides the means by which the significance of issues important to our communities can be strategically and effectively conveyed to other bodies. This will be particularly relevant when we are lobbying State and Federal Governments for the provision of funding and services within our communities. We hope that the application of this framework will enhance our opportunities to influence and persuade other levels of government to provide sufficient assistance when required. Our community expects to be engaged on issues important to their wellbeing. We are committed to consulting the community on these issues. Our communications processes will create greater awareness in our community around these important issues and we will provide open access for people to have a say and be heard and responded to.

We intend to be good advocates for our community. We will involve the community in the public debate about issues which are important to them and respect diversity of opinion.

Objective 1 Leadership and Good Governance

A community consultation session held by Council

19Community engagement is an important aspect of our decision making process. We utilise a broad range of opportunities to achieve appropriate engagement and consultation to enhance our ability to make informed decisions, including:

• Community sessions at all towns with issuesdiscussed being both those determined by thelocal community and information on significantactivities of Council.

• The Community Satisfaction Survey conductedfor almost all Victorian Councils. Over 400residents are asked for their views on a range oftopics relating to Council services and functions.

• Ongoing feedback and discussion with usersof Council services. Many of Council’s servicesand functions allow the opportunity for staff togauge how well services are meeting needs andthe satisfaction of those service recipients.

• Regular meetings with user groups of Councilfacilities. Meetings regularly occur with usersof specific facilities, not only on the use of aparticular facility, but also in order to gain a moregeneral view of planning for future priorities.The discussions at such meetings often assistin the preparation of various development plansand strategies.

• Meetings with various industry and businessgroups which occur regularly on a range ofgeneral and specific matters, ranging fromoperational activities to very broad developmentproposals or opportunities.

• Public meetings on specific proposals orstrategies which are held as the need arises,providing opportunities to explain proposalsand gain feedback on their final development.

• Participation on Great South Coast Board andworking parties.

• Meetings with Members of Parliament on issuesas required.

• Membership of Rural Councils Victoria groupand participation on the Executive.

Outcome 1.2 Sound Working Relationships and Strong Advocacy

Strategy 1.2.1Further develop sound working relationships with external partners and stakeholders at local, regional, national and international levels

Strategy 1.2.2 Seek and use opportunities for exerting influence at a regional, state and national level on significant issues affecting our communities

Strategy 1.2.3Ensure that our actions contribute positively to sound relationships and engagement with our local communities

Strategy 1.2.4Engage well with our communities on the issues important to their quality of life, health and wellbeing

Our Priorities

• Implement the Community Engagement Policyand guidelines

• Ensure that our communities are well informedof Council activities, projects and decisions

• Implement and review the progress of theimplementation of Advocacy Priorities

• Review the community planning framework andintegrate Community Plans with Counciloperations

• Work collaboratively across networks and thecommunity to establish strong partnershipsacross the Shire


The measure of our success in this area may take some time to be clear.

The level of work we do with our partners and the issues, and number of issues, on which we liaise, can be clearly documented as they progress. The outcomes of that liaison may not be immediately clear. In many cases success may depend on how well we influence our partners and other levels of government of both the significance of the issue raised and the importance of their assistance, either monetary or otherwise, being provided.

Similarly, while Council has developed an Advocacy Framework, and will be able to clearly document and measure the level of our advocacy efforts, the success of that advocacy may well take a good deal of time to manifest.

As the level of our success becomes clear we will report on it. In the interim, we will be able to report on the level of effort applied through the actions taken.

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Objective 1 Leadership and Good GovernanceThe results of the Community Satisfaction Survey in the categories of Informing the Community and Lobbying on behalf of the Community will assist us to gauge the community’s perception of how well we are representing their interests to others.

1.3 Financial Responsibility and Security We are custodians of the Council for four years and appreciate our responsibility to care for the Council’s considerable assets. We know at present we need to spend more on renewing and replacing the major assets of the Shire – roads, buildings, bridges etc. The shortfall in spending on assets is referred to as the infrastructure gap.We must close the gap.

To be able to increase our spending on our assets we need to continue to reduce our operating costs and increase our operating revenues. In the 2012-2013 financial budget, we were able to significantly reduce the level of our operating costs without reducing the level of our services.

This was achieved through a combination of applying strong budget principles to our budgeting process and the application of a continuous improvement program to our operational processes.

These budget principles involve reviewing the level, standard and cost effectiveness of each of our services and the capacity to reduce those costs. Our aim is to minimise net growth in operational costs each time we set a budget.

Our continuous improvement program involves reviewing the means by which we undertake our work and the various processes involved. By streamlining and simplifying our processes wherever possible we are able to be more efficient which translates into cost savings in providing services and greater productivity.

We are aware of the impact which a weaker economy might have on household incomes and residents’ capacity to pay higher rates but our strategic financial planning must recognise that our revenue income is not sufficient to deal with the infrastructure gap while maintaining the current range of services. We will explore all possible avenues for raising income including ongoing

seeking of grants, review of user fees and charges, strategic use of assets and partnerships with other providers.

Council costs normally increase faster than the Consumer Price Index (CPI). The Municipal Association of Victoria calculated Local Government cost escalation in 2012 at close to 3.9 per cent per annum, much higher than standard CPI. Our cost structure is dominated by wages, insurances, petroleum products and construction materials, the prices for which all tend to increase faster than other products. The decision to determine rates is an annual one and will take into account all of the issues influencing that annual decision. Our plan is to use cost reductions and real rate increases to improve our asset management and close the infrastructure gap.

The non-financial contributions of our community to the entire community infrastructure, (sometimes called social capital) must also be recognised and rewarded. They form an important and vital part of the economy and impact on the goodwill and the overall achievements of the Council.

We are also very mindful of the effect on our long term financial planning of the unfunded superannuation liability. In late 2012 Victorian Councils were advised of the accrued unfunded liability attached to the Defined Benefits Superannuation Scheme. As part of our planning processes we need to find the most prudent and cost effective way to pay the ongoing debt while still being able to maintain required service levels.

We are determined to be prudent financial managers. We will ensure rigorous budget compliance and we will carefully manage debt.

Outcome 1.3 Financial Responsibility and Security

Strategy 1.3.1 Compliance with and application of prudent financial principles to the Council’s annual budget

Strategy 1.3.2 Ensure financial responsibility and security by preparing, implementing and reviewing Council’s long-term financial plan

Strategy 1.3.3 Maintain a continuous improvement approach to all Council operations

21Strategy 1.3.4

Apply the principles of our Asset Management Strategy and Policies

Our Priorities

• Continue to improve financial efficiencies toreduce our operating costs

• Continue to implement our continuousimprovement approach to the efficiency ofCouncil services and operations

• Implement a Service Planning Framework andcommence service reviews


Indicators which will assist in determining our success include:

• The sustainability of our long term financialplan

• Efficiencies gained in our operational activities

• Our capacity to maintain minimal net increasesin operational costs

• Victorian Auditor General and Department ofTransport Planning and Local Infrastructureindicators

• Completion of major projects on time andwithin budget

A major project being completed in the Shire

• Being responsive to the current economicclimate and the external economic constraintson Council and the community

• Prepare Management Plans for further assetcategories as identified in the requirements ofthe National Asset Management Framework

• Ensure that our communities are well informed ofCouncil’s long term financial planning objectives

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Objective 2 Foster Population and Economic Growth

2.1 Strong economic performance that supports population growthOur Shire enjoys education, health, leisure, retail and transport services which underpin our role as a regional centre. The current demographic scenario is that the Shire is experiencing little population growth whilst at the same time the population is ageing and many people are approaching retirement age. There is a need to attract new residents, maintain and attract higher order services and value and attract new investment that creates new jobs.

Significant work has already been undertaken resulting in the preparation of the Economic Development Strategy 2011 – 2021.

The vision outlined in the Economic Development Strategy is for Southern Grampians to be a municipality known for its economic diversity, supporting amenities, welcoming investment environment, employment and growth opportunities.

The Strategy reinforces our vision of being Australia’s most liveable provincial community. It outlines that liveability attracts investment, which generates jobs. Jobs attract people and people attract funding. Funding creates amenity; amenity creates liveability; liveability attracts skills and skills generates investment.

The Strategy is an important mechanism to achieve economic growth. It provides both a flexible framework and specific actions to guide the efforts of Council in contributing to the development of the Shire’s economy. It demonstrates and articulates the economic development objectives of Council to the community and current and potential investors.Each of the strategies outlined in this Council Plan reflect the goals of the Economic Development Strategy.

We must create business certainty and confidence and foster innovation.

We have opportunities to secure large investments in renewable energy production across a broad spectrum of industries (including solar, wind and geothermal).

We recognise the need for high quality infrastructure. We are well located but need to improve our road, rail and air transport infrastructure to support improved services between the Shire and major centres and build on the existing service role that Hamilton plays and support our smaller settlements and their access to Hamilton. Hamilton is the regional centre for the Southern Grampians Shire, and is a ‘Regional City’ within the State Planning Policy Framework (Clause 11.05: Regional Development). Hamilton has long been the ‘heart’ of the western district of Victoria and today continues to service a population well beyond the extent of the city itself.

Our connectivity is a key to business investment in the Shire. The Federal Government’s rollout of open access high speed fibre optic broadband is essential for our business sector. Improved mobile telephone coverage across the Shire is also necessary.

Support services such as child care must be available to support working families and retain our workforce.

Furthermore, we think there will be continuing opportunities to access significant Federal and State funding through a variety of regional and community development programs. Funding will not be “as of right” - it will go to those who have undertaken their strategic planning, have a sound business case and are ready for implementation.Investment opportunities which present themselves require Council to carefully evaluate the economic, social and environmental impacts of each project.

Increasing numbers of people will consider Southern Grampians as a place to live, without necessarily accessing a locally available job. Retirees, telecommuters and single operator businesses seeking a quality location will consider our Shire.

Our smaller towns offer a distinct housing and lifestyle option and we can support that option with service provision and planning controls.

There must be recognition that the Shire’s most vital asset is its people. We must focus on their development and give them opportunities to remain in the region. This includes focusing on those who live here to assist them to be our ambassadors for those who live elsewhere and have strong connections and giving them a strong reason for returning.

23The 2006-07 State of the Region Report observed that regional centres which have strongly improved economic performance have had high employment growth relative to population growth. The report concluded that ‘a key driver of the population growth was the presence of a diversified lifestyle and cultural choice for residents’. Cultural tourism is a significant contributor to attracting international, interstate and intrastate visitors to a city, town or region.

The Shire is well connected by roads, with Hamilton being at the confluence of the Henty, Hamilton and Glenelg Highways, all of which run through the city, ensuring excellent road connections with all major centres in the west of Victoria and the east of South Australia. The Shire also has close ties to the deep water port of Portland, where the freight rail line that runs through the Shire terminates. Hamilton has a role to play in improving the efficiency of the Port and freight logistics across the region and supports agriculture, mining and other industries, particularly in the context of changing land uses in the agriculture zones and the freight and distribution challenges these changes provide.

It is also critical that Council seeks to establish an alternative heavy vehicle route through Hamilton which does not include the city centre and to discourage the use of these streets by heavy vehicles. This will make Hamilton truck friendly, both for vehicles travelling to and through Hamilton, and improve the amenity and safety impacts of trucks in the core urban areas of the city.

An improved passenger transport system will support connectivity to and through the Shire and therefore improve the liveability within Hamilton and the surrounding smaller settlements. Efficient connectivity to provincial centres and capital cities are needed. Feasibility analysis of a passenger rail service connecting to the fast train links through Ballarat to Melbourne is a high priority.

Hamilton Railway Station

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The Hamilton Airport is a strategic asset that supports the local economy and connectivity to capital cities. The development of this asset will reinforce the regional centre role played by Hamilton, further support economic growth and provide critical infrastructure to the health and emergency services sectors.

Outcome 2.1 Strong economic performance that supports population growth

Strategy 2.1.1 Understanding the complexity of our economy to anticipate and respond to future trends

Strategy 2.1.2 Support major projects and utilise their capacity to support local industry and business

Strategy 2.1.3Support industries that have capacity to generate positive flow-on economic effects (propulsive industries)

Strategy 2.1.4 Attract and retain a skilled labour force

Strategy 2.1.5Support and encourage social and economic development in all our settlements

Strategy 2.1.6 Leverage from the Shire’s strategic advantages in health, education, leisure and cultural activities as a means to stimulate population growth

Strategy 2.1.7 Develop and apply policies to support productive use of agricultural land

Strategy 2.1.8 Advocate for and support improvements to freight infrastructure leveraging off Hamilton’s geographical and air, road and rail network advantages

Strategy 2.1.9 Facilitate and encourage business capacity and development

Objective 2 Foster Population and Economic Growth

Our Priorities

• Advocate and promote our competitive strengthsin education

• Partner with others to create and enhanceregional infrastructure and assets

• Continue to develop Hamilton’s central businessarea as a vibrant, accessible, attractiveshopping precinct

• Position Hamilton’s role as a regional centreproviding government, retail and other services

• Advocate for the undertaking of a feasibilitystudy into the provision of passenger railservices linking to other centres

• Continue to advocate for improved publictransport services and connections

•

Continue the collection, analysis andutilisation of data to provide an understanding ofthe various components and their relationshipwithin the local economy

Work with local organisations and industrysectors to identify and support the establishmentof new investment

• Promote opportunities for greater utilisation ofHamilton Airport

• Market the local staff training options toemployees that assist to retain and develop askilled labour force

Performance Measures – how will we know if we achieved the desired outcome?A range of measures may be utilised to indicate the success of our strategies. These include:

• Continue to advocate for freight logisticsopportunities that support Hamilton's strategicgeographical location

•

Adopt a proactive approach to industrialinvestment facilitation by seeking investorinterest in Council's industrial land

Complete the Digital Strategy andprioritise the actions

•

•

Development of Hamilton Regional Livestock Exchange in accordance with adopted Masterplan

•

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• Labour force statistics (Australian Bureau ofStatistics data)

• Community Satisfaction Survey results incategories of Planning for Growth and BusinessDevelopment

2.2 Identifying and preparing for growth Council has embarked on a comprehensive planning process to provide certainty for future growth by managing change to the physical environment that ensures an appropriate supply of business, industrial and residential land and protects productive use of agricultural land, with agriculture being the dominant industry in the Shire. A key component of all good land use planning is to ensure that conflicting uses are not co-located to ensure that businesses have certainty and that amenity is protected for all.

Southern Grampians Shire, through its structure planning process, economic development strategy and retail development strategy, has put in place a retail planning and development framework that reinforces the activity centre network. A key component of this strategy is to consolidate higher order retail, commercial and government services

within the Hamilton city centre and to increase the densities of development close to the CBD to increase activity, sustainability and convenience.

Efficient statutory approval services, such as building, environmental health, planning and infrastructure, are essential to support strong growth.

Outcome 2.2 Identifying and preparing for growth

Strategy 2.2.1 Implement the Planning Scheme Policy and strategies to ensure the orderly and sustainable development of the Shire

Strategy 2.2.2 Ensure appropriate social infrastructure is provided to support families and communities across the Shire and population growth

Strategy 2.2.3 Investigate and support opportunities for intensification, diversification and value adding within the agricultural sector

The Hamilton CBD at night

Increase in number of agencies/service providerslocated in Hamilton

•

• Increased use of both the Hamilton RegionalLivestock Exchange and Hamilton Airport,together with demonstrable economic growth as aresult

• Level of increase in retail activity in Hamilton CBD

• Development of Hamilton Airport in accordancewith adopted Masterplan

26

Objective 2 Foster Population and Economic GrowthOur Priorities

• Advocate for identified food and fibre processingand agricultural investment opportunities

• Continue to develop and implement land useplanning strategies to support new investment

• Provide efficient and responsive regulatoryservices to support quality development

• Undertake detailed planning for significantprojects based on expert advice and data

• Develop Structure Plans for the outer townswithin the Shire



• Level of building activity (building permit data)

• Level of planning permits processed withinspecified statutory timeframe in comparison toother rural Councils

• Community Satisfaction Survey rating inBusiness Development and RegulatoryServices (local laws, environmental health,planning and building)

• Development of diversified value addingopportunities

2.3 A strong, innovative and distinctive tourism sectorCouncil’s Tourism Strategic Plan 2010 – 2015 outlines key directions for the enhancement of our tourism opportunities and these are reflected in the strategies listed below.

Many of our communities already benefit from visitors. We believe that tourism in our Shire can continue to grow significantly. We have a number of integrated priorities:

• Increase our visitor numbers.

• Encourage investment in tourism infrastructure/ product.

• Protect and enhance the essential features ofthe Shire that attract tourists including nature-based experiences, the agricultural vistas andpastoral heritage.

• Strong partnerships with Tourism Victoria andother regional tourism organisations that linkus into well-established tourism marketing andtourist trails.

• Ensure the continued improvement of the“tourism experience” we provide visitorsthrough training and development in thesector and by building local support andunderstanding of the benefits tourism brings toour communities.

We recognise that we can improve our tourist drawing power by conducting a stronger calendar of events and festivals.

Southern Grampians Shire has the potential to better exploit the Great Southern Tourism route and has the infrastructure to support a range of visitor experiences.

Outcome 2.3 A strong, innovative and distinctive tourism sector

Strategy 2.3.1Attract conferences and events to the Shire and facilitate and enrich the local events program

Strategy 2.3.2 Enhance, facilitate and promote existing and new experiences

Strategy 2.3.3 Build capacity and improved coordination within the sector

Strategy 2.3.4Protect, respect and enhance the significant natural and built tourism attractions of the Shire

Strategy 2.3.5Ensure that tourism marketing reflects the diverse tourist appeal of the Shire

27Our Priorities

• Facilitate the development of customerrelations skills in the sector by creating localambassadors

• Continue to enact policies and providefacilitation which is aimed at encouragingnew investment in tourism infrastructure andservices

• Facilitate and encourage the LEAD tourismindustry group

• Provide quality visitor services supported byvolunteers and the industry sector

• Advocate for investment into majorinfrastructure projects that support naturebased tourism and specifically the GrampiansPeak Trail and Grampians way

• Explore opportunities for provision ofinfrastructure to support recreational vehiclefriendly sites within the Shire

An aerial view of Sheepvention in Hamilton



• Community Satisfaction Survey rating inTourism

• Increase in visitor numbers

• Level of new investment in tourisminfrastructure and product

• Increase in the number of and attendances atevents

28

Objective 3 Enhance Wellbeing and Culture3.1 Coordinated and Accessible ServicesThe quality of services in Southern Grampians Shire is vital to the liveability of the Shire. When businesses or individuals are making decisions about where to invest or live, the availability of quality health, leisure, education and cultural services will be uppermost in their consideration.

The services directly provided by the Council are important. We can control the quality of these services and are determined to ensure that our own health, leisure and cultural services remain real competitive strengths of the Shire.

Many other valued services are provided by businesses, not for profit organisations and other governments. We intend to maintain our strong relationships with these parties and through those relationships play both a coordinating and an advocacy role enabling these service providers to make our Shire more liveable.

Our leisure and recreational facilities already play a vital role in providing the means of participating in healthy and active lifestyles. By providing such opportunities we are effectively providing a form of preventative care, potentially resulting in lesser demand on acute health services. We will continue to pursue opportunities to enhance these services.

Education opportunities are an important aspect of community wellbeing. With such opportunities come better career prospects and the potential for the greater retention of young people in our region. We will work closely with education providers towards this aim.

Outcome 3.1 Coordinated and Accessible Services

Strategy 3.1.1 Provide and support an integrated range of services for families, young people, the frail, aged and people with disabilities

Strategy 3.1.2Ensuring community infrastructure and services meet access and equity standards

Children learning to swim at the Hamilton Indoor Leisure & Aquatic Centre

29Strategy 3.1.3

Plan for the needs of an ageing population

Strategy 3.1.4Ensure social and urban planning enhances opportunities which create and promote healthy and active lifestyles

Our Priorities

• Partnership to implement the key actions fromthe Municipal Public Health and WellbeingPlan, particularly the Obesity Preventionproject led by the Primary Care Partnership

•

Continue to work with group of relevant agencies on Educational Attainment and link into regional 'Beyond the Bell' project.



• Level of participation in and utilisation ofhealthy/active programs

• Long term level of demand for agedaccommodation

• Level of enhanced educational opportunities

• Community Satisfaction Survey ratings incategories of Family and Aged SupportServices

3.2 Community appreciation of and participation in Arts and Cultural activitiesWe recognise that Arts and Culture play a crucial role in increasing liveability and wellbeing, and in developing resilient and connected communities.

Incorporating public art and creative design into local planning processes and projects ensures public spaces and facilities are well designed, aesthetically pleasing and accessible resulting in opportunities for people to gather, meet and develop new social connection and professional networks.

The provision of high quality facilities and services that are accessible to and appreciated by the broader community and attractive to visitors will support cultural and economic development in the Shire.

The Southern Grampians Shire will continue to work closely with cultural and arts focused groups to encourage and promote ongoing participation in a diverse range of experiences and will enhance public places with artworks that reflect the cultural and historical character of the region.

The Hamilton Performing Arts Centre

•

Continue with the Innovation project designed to improve coordination between Council's aged services and WDHS Allied Health

30

Outcome 3.2 Community appreciation of and participation in Arts and Cultural activities

Strategy 3.2.1 Develop an Arts and Culture Policy that sets strategic direction for future development of the arts to achieve long term and effective outcomes

Strategy 3.2.2 Provide high quality and inclusive cultural facilities, services and experiences

Strategy 3.2.3 Create vibrant public spaces

Strategy 3.2.4 Encourage and support innovation in the arts

Our Priorities


Indicators which will assist to determine our level of success include:

• Community Satisfaction Survey ratings inCommunity and Cultural activities and in ArtCentres and Libraries

• Creative spaces and places are activated andvalued

• The community is engaged and satisfied by thedepth and breadth of cultural opportunities

• Data on patronage and use of the PerformingArts Centre, Cinema, Art Gallery and Library

3.3 Leisure and Recreation activitiesThe provision of a broad range of high quality local sporting and recreational opportunities has a significant impact on improving the quality of life and wellbeing of a community. In 2006, Council introduced its Leisure Services Strategic Plan which incorporated a set of principles and key objectives and this has been extensively utilised in guiding the provision of services and facilities aimed at increasing the health and wellbeing of our community. In recent years several major projects including an upgrade of a regional tennis facility, construction of synthetic hockey fields and the provision of an all abilities playground and foreshore development have been completed.

Further strategic planning, including the review of the Leisure Services Strategic Plan itself will continue to enhance the liveability of our Shire.

Objective 3 Enhance Wellbeing and Culture

The Hamilton Art Gallery

• Conduct a cultural services portfolio review

•

Implement the Arts and Culture Strategic plan•

Advocate for and support the development of the Arts and Cultural precinct

31

The Lakes Edge Adventure Playground in Hamilton

Outcome 3.3 Sustainable Leisure and Recreation activities

Strategy 3.3.1Promotion of quality leisure and recreation facilities and services

Strategy 3.3.2Consolidation and development of facilities and activities to achieve effective and long term outcomes

Strategy 3.3.3 Support and develop groups and clubs to achieve sustainability

Our Priorities

• Review of Leisure Services policies

• Completion of HILAC Enterprise review

• Explore new ways of promoting participationin recreation activities including usage ofcurrent facilities

• Review Lake Hamilton Management Plan



• Data on the level of use of facilities and levelof user satisfaction

• Community Satisfaction Survey ratings inthe categories of Recreation Facilities andAppearance of Public Areas

• Capacity of facilities to attract greater numberof regional/significant events

32

4.1 Maintaining Community SafetyCommunity safety influences all aspects of our daily life. Council recognises the importance of community safety for all residents and the connection with resilience in our Shire. We will continue to develop and implement strategies and plans to assist our communities to feel safe.

The priorities for action relating to community safety include partnerships, community strengthening, urban design for safe and healthy environments, safer roads, access and movement, alcohol related harm and family violence prevention.

We enjoy relatively low rates of crime, violence and road trauma supported by excellent police services. We intend to work very closely with all the agencies involved in community safety to create a safer Shire.

Extreme weather events, floods and fire require planning, policy and infrastructure and services to ensure the safety and wellbeing of our communities.

We can make a direct contribution to safety by ensuring our local laws, environmental health and planning regulations, and the manner in which they are regulated, provide high levels of amenity protection and safety.

Objective 4 Help Communities Feel Dynamic and Resilient

Outcome 4.1 Maintaining Community Safety

Strategy 4.1.1 Assessing the effectiveness of emergency management planning

Strategy 4.1.2Managing infrastructure to maximise community safety

Strategy 4.1.3Managing the regulatory environment to protect amenity and safety

Strategy 4.1.4Promote an understanding and awareness of the range of social issues affecting our community

Our Priorities

• Development of the following emergencymanagement sub plans: pandemic and recovery

• Participation in preparedness sessions ofEmergency Management procedures inconjunction with other agencies

• Continued implementation of the key actions ofthe Municipal Public Health and Wellbeing Planand associated plans

• Implementation of Community Safety andResilience Committee's priorities



• Community Satisfaction Survey ratings in thecategories of :

• Traffic Management• Enforcement of Local Laws• Emergency and Disaster Management• Streets and Roads• Community Development

• Compliance with Electric Lines ClearanceRegulations

• Local Government Performance ReportingFramework indicators relating to theMunicipal Association of Victoria’s STEPprogram, including indicators relating to theinfrastructure gap, percentage of Councilassets at intervention level, the level ofresurfacing, restoration and renewal of Councilassets

• Ongoing delivery of Great South CoastStrategy to Prevent Violence AgainstWomen and Children

• Support the community to tackle majorsocial issues including obesity prevention

33• Local Government Performance Reporting

Framework indicators on Capital expenditure

• Level of community strength and wellbeing

• Immunisation rate of children in the Shire

• Progress on delivery of strategies withinMunicipal Public Health and Wellbeing Plan

4.2 A Dynamic CommunitySouthern Grampians Shire is fortunate to have many smaller towns. These communities are important to those who enjoy living in a small, tight-knit community. Our smaller towns add to the attractiveness of the Southern Grampians Shire as a place to relocate by offering lifestyle opportunities in close proximity to a strong regional centre.

We intend to continue to support our smaller towns. Regional and higher order services will continue to be planned for Hamilton. Our smaller towns will continue to be planned as integrated communities which can offer a range of services and opportunities to residents.

We want to support our citizens build strong communities. We believe in communities that work together to achieve their own visions. We believe that inclusive communities make room for and welcome all residents. In rural areas, in particular, community cohesion and a high degree of self-reliance are what make these communities strong.

We know, however, that sometimes community action depends on a willing, but too small, band of committed volunteers. Sometimes, the same people are the driving forces in many community groups and organisations. We recognise our responsibility to encourage and support volunteers and to continually recognise the value of their contribution to their communities.

We also have a responsibility to empower local communities, particularly by providing them with the information they need about issues affecting them. Council recognises the need to identify and respond to community priorities.

A home care worker assists their client with shopping

34

We want to support our residents to build strong, inclusive, vibrant and resilient communities. We believe it is important to seek and obtain views and engage with a wide cross section of the community. Council recognises its role in empowering local communities, particularly by providing information and engaging in issues that are important to the community. We recognise our role in supporting and training volunteers and to continually value their contribution to the community. Community planning is an inclusive process that seeks the views of all groups and provides opportunities for all members in the community to participate.

Council recognises the need to empower the community to highlight and identify community priorities that continue to integrate in decision making processes and offer a range of services and opportunities to residents.

Council has adopted its Community Planning Framework which is designed to increase the advocacy, leadership, collaboration and engagement skills in our communities. The Framework is designed to provide strong understanding of the complexity of government responsibilities and to help integrate community aspirations into the decision making, budgeting and operations of Council. Community Plans are for the community and are implemented by the community. Plans identify a clear direction for each community and aim to bring the community together to set clear visions, aspirations and achievements that ultimately relate to good health, social, cultural and economic objectives.

Outcome 4.2 A Dynamic Community

Strategy 4.2.1Provide support and services to enable communities to flourish

Strategy 4.2.2Support the growth, development and provision of training to volunteers and community organisations

Strategy 4.2.3Providing the information and assistance that supports community empowerment

Strategy 4.2.4Assisting all communities to realise their individual community identity, strengths and opportunities through the development and implementation of Community Plans

Our Priorities

• Further develop support and trainingprograms for volunteers

• Annual program of community engagement

• Continue with commitment to CommunityEngagement Policy and Guidelines for allCouncil projects including consultanciescommissioned by Council

• Consolidation of internal and externalpartnerships to deliver outcomes that arealigned with community priorities

Performance Measures - How will we know if we achieved the desired outcome?


• Improved community understanding of the roleand process of Local Government, its capacityand limitations

• Improved number of grant applications thatrespond to an identified need or communityplan priority

• Improved environments that are inclusive,accessible and encourage participation

• Involvement of people in the local communityin the development, implementation andevaluation of community plans and keystrategic planning documents

Objective 4 Help Communities Feel Dynamic and Resilient

• Continue to develop a highly flexible communitygrants program

• Further develop the Community PlanningFramework and Strategic Leadership andAgency Group

35

4.3 An inclusive and diverse communityAn important part of building and developing safe and resilient communities is ensuring inclusiveness and providing opportunities for all members of the community to have involvement in development of plans, strategies and actions on activities that will affect them.

Outcome 4.3 An inclusive and diverse community

Strategy 4.3.1Promote diversity and inclusiveness

Strategy 4.3.2Provide opportunities for youth participation and development

Strategy 4.3.3Continue to encourage the inclusion of members of all cultures including indigenous communities in the social and economic life of the Shire

Party with the Ponies, an inclusive event run by Council

Our Priorities

• Encourage greater involvement of youngpeople in decisions made by Council which willaffect them

• Provide support for the Community InclusionAdvisory Committee



• Community Satisfaction Survey rating incategory of Community and Cultural Activities

• Development of Community Plans and levelof implementation of resulting strategies andactions

• Level of participation of young people

• Improved information access to residentsincreasing knowledge and understanding viacustomer service, websites and publications

• Building community capacity and participationthrough training opportunities

• Community Satisfaction Survey rating incategory of Community Development

• Examine the recommendations of the 'RuralPeople: Resilient Futures' project completed in2014

• Support Progress Associations to representtheir communities

• Secure external funding to resource communitydevelopment activities of Council

• Continue Council's Aged and Disabilty Servicesengagement with indigenous communities

36

Two young children recycling

Objective 5 Managing Environmental SecurityLocal government plays a vital role in fostering environmental security. Its many roles include advocacy, partnerships, employment, asset management and decision making. The promotion of conservation programs and efficient use of water and energy and the protection and enhancement of native habitats can reduce costs and generate new business opportunities, support agricultural productivity and increase economic competitiveness.

The economy of Southern Grampians Shire and its neighbouring region is underpinned by and dependent on its natural assets, including a secure supply of water, good soils and climate and a wealth of native flora and fauna that is attractive to nature-based tourists. Protection, efficient use and enhancement of these natural assets will support economic growth. Clean air and healthy environment will support Council’s aim to be Australia’s most liveable provincial community and the ecological services of healthy biodiversity will support agricultural productivity and environmental resilience.

Council’s Sustainability Strategy 2010 – 2020 was adopted in April 2010. The mission statement outlined in the Strategy is “Everyone working cooperatively to develop an environmentally responsible and sustainable Shire: a great place to live, work and visit”.

The Strategy is the key strategic document for delivering an environmentally sustainable Southern Grampians Shire. The Strategy aims to provide a shared vision and a framework for addressing environmental sustainability. It identifies a number of actions and allocates responsibilities across the government network, acknowledging that local government’s role in environmental sustainability is a shared one with many agencies having different obligations and regulatory responsibilities. Council is committed to working closely with its State and Federal partners and community groups to reduce negative impacts on the environment. Their cooperation and participation is integral to the success of Council’s Sustainability Strategy. The objectives and outcomes detailed below reflect the key framework outlined in the Strategy.

5.1 Waste management and minimisationThe reduction of waste going to landfill is a significant and universal aim. The recycling and re-use of products that would otherwise be placed in landfills benefits all sections of our communities. Valuable resources can be conserved, costs associated with the collection and disposal of waste can be reduced and there are business opportunities to exploit the re-use of waste products.

Outcome 5.1 Waste Management and Minimisation

Strategy 5.1.1 Reduce the volume of waste going to landfill

Strategy 5.1.2Manage, develop and rehabilitate landfill sites to meet regulatory requirements

Strategy 5.1.3Divert organic waste from landfill

Strategy 5.1.4 Increase the volume of recycled materials through continued community education programs.

Our Priorities

• Ensure waste is minimised as a result ofCouncil activities

• Upgrade recycling facilities and specialisedwaste services

• Explore regional opportunities for innovativeresource recovery

Show leadership educating the community inappropriate waste management reductionstrategies

•

37

Solar panels have been installed at Hamilton Leisure and Aquatc Centre

to improve energy efficiency



• Reduction in waste going to landfill

• Level of participation in organic and recyclingwaste schemes

• Improved recovery of recyclable materialsmeasurable by bin audits

• Community Satisfaction Survey rating incategory of Waste Management

• Environment Protection Authority compliancerequirements met

5.2 Adaptation to climate change and reduced emissionsEnvironmental challenges facing our Shire are some of our most significant challenges.

Climate change will impact on all of us but none more so than our agricultural sector. Our natural environments, healthy waterways and soils supported by a rich biodiversity are fundamental to productive and healthy rural living and underpins the nature-based tourism potential in the Shire.

We need to understand emissions trading and the implications of a new order carbon economy. We intend to demonstrate leadership by the use of renewable energy and reducing our carbon footprint and reducing our consumption of non-renewable resources. We will lead the community by providing information about the risks and opportunities for meeting the challenges of climate change in the region.

Outcome 5.2 Adaptation to climate change and reduced emissions

Strategy 5.2.1Facilitate local investment in renewable energy projects taking account of community amenity and other requirements

Strategy 5.2.2Reduce carbon emissions from Council facilities, equipment and plant

Strategy 5.2.3 Monitor and respond to National and State policies and their impact on the local economy and community

Our Priorities

• Support and encourage biofuel production

• Increase proportion of our energy needs beingmet from renewable energy sources

• Manage motor vehicle and fleet policies toreduce carbon emissions and increase fuelefficiency

• Identify carbon offset opportunities

• Utilise renewable sources of energy for Counciloperations

• Support and encourage carbon sequestrationplantings



• Community Satisfaction Survey rating incategory of Environmental Sustainability

• Level of investment in renewable energyproduction

• Demonstrable reduction in carbon emissions

38

5.3 Natural resource and ecosystem resilienceHuman settlement in the Shire has benefitted from abundant and rich land resources, including water, soils and biodiversity. These assets provide opportunities for agricultural intensification which in turn has a number of risks. Strong planning controls that guide the location of development and implement relevant environmental factors such as salinity, erosion and vegetation will support effective environmental stewardship. Strong partnerships with the community and formal agreements with government agencies such as the Glenelg Hopkins Catchment Management Authority and the Department of Environment and Primary Industries will help all stakeholders better understand and respond to land related environmental issues.

Outcome 5.3 Natural resource and ecosystem resilience

Strategy 5.3.1Engage with the community to build improved understanding of land management issues

Strategy 5.3.2Ensure land use planning reflects appropriate levels of environmental stewardship

Strategy 5.3.3Protection, restoration and enhancement of remnant ecosystems and native habitat

Strategy 5.3.4Management of invasive species on Council managed land

Our Priorities

• Adopt appropriate protocols for works onroadsides and sensitive areas within councilmanaged reserves


Indicators which will assist us in determining our success include:

• Ecosystem health of Council managed land

• Increased community participation inmanagement and enhancement of landcontributing to biodiversity values

• Native vegetation improvement throughimplementation of planning scheme


Objective 5 Managing Environmental Security

Water flowing over the Nigretta Falls

• Support partnerships which enhancebiodviersity conservation of land, soil/waterresources and promote recreational activities

• Support the development and implementation ofweed control programs in conjunction with otheragencies and community groups

395.4 Water Security and healthy waterways Much of the region’s wealth has been built around abundant and regular water supply. This major resource is under increasing stress due to reduced rainfall and runoff, land use changes, nutrients overload, salinity problems, algal blooms, high E.Coli levels and the draining of wetlands.

Opportunities to improve the situation include increased provision and use of recycled water, filtering of storm water and the restoration of wetlands, fencing and other streamside works and the provision of community use and environmental flows from water savings through the piping of irrigation systems to the Shire’s north.

Outcome 5.4 Water Security and healthy waterways

Strategy 5.4.1Reduce consumption of water in Council operations

Strategy 5.4.2 Enhancement of significant waterways and wetlands

Strategy 5.4.3Improve water quality by monitoring and managing nutrient and pollution run off

Strategy 5.4.4 Increase harvesting of storm water within the community and Council’s operations

Strategy 5.4.5Support and encourage sustainable sewerage and grey water management

Strategy 5.4.6 Prioritisation of Community Education and Engagement

Our Priorities

• Enable Algal Blooms to be monitored andmanaged

• Conduct feasibilty studies for towns with noreticulated water and/or sewerage


Indicators which will assist us to determine our success include:

• Level of reduction of water consumption

• Level of use of storm water


• Increased number of water tanks in privatehomes

The Grange Burn Wetlands

111 Brown StreetHamilton 3300

Telephone: (03) 5573 0444Facsimile: (03) 5572 2910

[email protected]

Council Plan 2013 - 2017

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