Our Roadmap COUNCIL PLAN 2017-2021 - Kingston City Council
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Our Roadmap
COUNCIL PLAN 2017-2021
Contents
Our Vision Statements 1
Our future 2
Meet your Councillors 3
Why have a Council Plan? 4
Kingston at a glance 5
Putting our customers first in all we do 6
Engaging the community in decision making 9
Speaking up on behalf of our community 10
Our strategic future 12
Goal 1 14
Goal 2 16
Goal 3 18
Goal 4 20
Goal 5 22
Long-term financial strategy 24
Living Kingston 2035 25
2 CITY OF KINGSTON
COUNCIL PLAN 2017-2021
Our Vision Statements
LIVING KINGSTON 2035 OUR GUIDING PRINCIPLES • responsible financial management
This is the future we want for Kingston... • r espect for diverse community interests • b alancing a flexible, can-do, innovative
based on active listening and mutual professional approach while achieving
“growing and thriving, changing and evolving understanding through effective outcomes efficiently (doing more with
but still remaining the place we love to live”. communication and engagement less)
COUNCIL’S VISION • informed, evidence-based and • b uilding on our city’s rich history of
representative decision-making with welcoming people from all over the
A diverse, dynamic community where we
accountable and transparent reporting world and providing an inclusive place to
all share a sustainable, safe, attractive
environment and a thriving economy. • operate with integrity and engender trust live, learn and work, and
• s trive to improve the quality of life of • leaving a positive legacy for future
OUR PURPOSE the community whilst balancing the generations and Councils; being the
To work with the community to protect and challenges that come from population custodians of community assets.
enhance the quality of life for current and growth
future generations.
CITY OF KINGSTON
COUNCIL PLAN 2017-2021 1
Our future
Kingston is a fantastic place to live and work By working together we’re confident we can Instead we have worked hard to put together
thanks to our beautiful natural spaces, find innovative ways to balance the different a priority list of projects and improvements
welcoming neighbourhoods and thriving needs in our community while safeguarding that are spread fairly throughout the different
local economy. our long-term financial future so that your locations, age groups and interests of our
children and grandchildren can live in the very diverse community.
As your local Councillors, we’re honoured to Kingston that you know and love.
have been elected to represent you over the We trust this Council Plan gives our
next four years. We’ve heard loud and clear We commit to working hand in hand with our community a great sense of clarity and
from our community that you’re looking to us local community to make Kingston an even confidence that your Council has a clear
to be your voice on Council and to ensure all better place to live and work. We’ll do this by roadmap for the next four years, and beyond,
corners of our city receive a fair go. listening to our community’s many voices, that will serve our community well.
celebrating our strengths and honestly
The Living Kingston 2035 project (for acknowledging our challenges. We look forward to working closely with
information please refer to page 25) community groups, individuals and other
gave a clear picture of how you want Melbourne is changing rapidly and Kingston levels of government to see these promises
Kingston to look in coming years: thriving is facing a growing population with increasing come to life.
neighbourhoods connected by a network demands for open space, sports grounds,
of healthy natural assets and open spaces, community facilities and transport services to
strong community networks supported by tackle growing congestion.
quality services and facilities, and many
opportunities to learn and contribute. This A key challenge for Council is how to
Council Plan 2017-2021 sets out how we will build upon the rich character of our
strive to deliver just that by: neighbourhoods that we know and love –
while accommodating our reasonable share
• putting our customers first in all we do of growth with Melbourne predicted to grow Cr David Eden
from 4.5 million to 7 million by 2050. Mayor
• aking sure we seek the community’s
m
input before we act We’re also facing financial pressures
• s peaking up on behalf of our community while trying to meet growing community
on issues that matter to you. expectations. Just like any household trying
to balance the whole family’s needs and
Council exists to serve you and we’re wants on a budget, Council can’t always fund
committed to delivering over 60 different every project right away.
services week in, week out – rain, hail or shine.
2 CITY OF KINGSTON
COUNCIL PLAN 2017-2021
Meet your Councillors
Cr Tamara Barth Cr George Hua Cr Steve Staikos
0417 870 350 tamara.barth@kingston.vic.gov.au 0429 171 449 george.hua@kingston.vic.gov.au 0447 896 643 steve.staikos@kingston.vic.gov.au
Cr Ron Brownlees OAM Cr Geoff Gledhill Cr Rosemary West OAM
0418 172 725 ron.brownlees@kingston.vic.gov.au 0427 102 926 geoff.gledhill@kingston.vic.gov.au 0428 800 968 rosemary.west@kingston.vic.gov.au
Cr Tamsin Bearsley Cr David Eden Cr Georgina Oxley
0430 170 210 tamsin.bearsley@kingston.vic.gov.au 0422 557 917 david.eden@kingston.vic.gov.au 0429 222 504 georgina.oxley@kingston.vic.gov.au
CITY OF KINGSTON
COUNCIL PLAN 2017-2021 3
Why have a
Council Plan?
The Council Plan 2017-2021 is a vital Our progress against the plan is measured
roadmap to set our course for the future, in quarterly performance reports and the
provide accountability to the community, Annual Report, which are publicly available
direct the organisation and help guide and I encourage you to read these to
decision-making. discover more about our successes and the
challenges Council faces.
It also helps us track our performance and
meet the legislative requirements set out in We’re confident our strong, long-term
the Local Government Act 1989. financial strategy will ensure we can continue
to develop new and innovative ways to
The Council Plan represents our shared meet future needs while working within the
trajectory to 2021 and complements the restraints of rate capping.
vision in Living Kingston 2035 to create a
community that is growing and thriving, but Please take the time to read through this plan
still remains a place where people love to live and find out more about the exciting things
and work. happening in Kingston over the next four
years and how you can be involved.
This journey begins with our strong
commitment to the community that
everything we do is driven by our key value of
providing Community Inspired Leadership.
The Council Plan features five goals that we
have created to make Kingston a place the
John Nevins
community wants it to be with:
Chief Executive Officer
• ur well-planned, liveable city supported
O
by infrastructure to meet future needs
• ur sustainable green environment with
O
accessible open spaces
• ur connected, inclusive, healthy and
O
learning community
• ur free-moving safe, prosperous and
O
dynamic city
• ur well-governed and responsive
O
organisation.
4 CITY OF KINGSTON
COUNCIL PLAN 2017-2021
Kingston at a glance
Melbourne CBD
20km
Industrial Moorabbin World-class
areas Airport golf courses
City of
Kingston
91km2
Total municipal area
Edithvale
wetlands
Green
Wedge
13km of
coastline
Victorian electorates Federal electorates
Carrum, Bentleigh,
Isaacs, Hotham
Mordialloc, Sandringham
$25B
economic output
per annum
16,000 businesses 70,000 people work in Kingston
157,000 population
26% non-
English
153
nationalitites 31%
speaking
background
born overseas
CITY OF KINGSTON
COUNCIL PLAN 2017-2021 5
Putting our customers first
Council exists to Council is committed to providing you with
professional, responsive service. This is our
serve our community, central focus.
therefore providing We’re constantly looking for ways to make it
easier and simpler for our community to interact
exceptional customer with their Council.
service underpins Recent initiatives include:
everything we do. • p roviding a range of services online so you
can engage with Council 24/7 at a time that
We strive to provide quality services that meet
suits you. Online services include payments,
your needs and deliver them in a professional,
pet registrations, bin order forms, reporting
caring and timely manner.
issues and much more
From the moment our staff pick up the phone,
read your email or meet you face-to-face, our
6 CITY OF KINGSTON
COUNCIL PLAN 2017-2021
t in all we do
• aking it easier to keep up with planning
m And the work doesn’t stop there. We’re looking to
issues in your local neighbourhood thanks further improvements and plan to:
to the Near Me online planning tool which
shows you proposed developments in your • a ppoint a Customer Advocate to better
area at the touch of a button represent the voice of the customer in the
organisation
• ffering a wide variety of ways for you to
o
interact with us – be it in person, over the • r eview our Customer Service Charter in
phone, by post, via email, on social media, consultation with the community
at regular ward meetings and by reporting • a dd more services online to make sure we
issues via apps are open for business around the clock
• a iming to deal with as many of your queries • p lace more emphasis on putting the
as possible by the first person you speak to, customer first when dealing directly with
rather than passing you from person our community and designing our processes
to person. and systems.
CITY OF KINGSTON
COUNCIL PLAN 2017-2021 7
8 CITY OF KINGSTON
COUNCIL PLAN 2017-2021Engaging the
community in
decision-making
Council recognises that all our To better understand your views and needs, we:
decisions need to be based on • ave launched the
h yourkingstonyoursay.com.au
consultation website to make it easy for you to make your
a solid understanding of what voice heard
the Kingston community needs • ndertake specialist engagement with hard-to-reach
u
communities such as our indigenous residents, seniors,
and wants. youth and people with a disability
We’re keen to hear from many voices in our community and • c onsult with a broad range of stakeholders at multiple
involve you in all levels of decision-making. points during a project’s lifespan including before we
put pen to paper and to check that draft plans are on
We are looking to give our community, in partnership with your the right track.
elected representatives, greater control over decision-making
on key issues.
Council is eager to genuinely seek feedback on the issues that
matter most to you, from planning decisions through to major
projects such as new or upgraded parks, facilities and city
infrastructure and vital community services.
CITY OF KINGSTON
COUNCIL PLAN 2017-2021 9Speaking up on behalf of our comm
As the level of Key to our success has been the close
partnerships we have formed with other levels of
government closest to government and their agencies to obtain positive
outcomes for our city.
the community, Council Kingston also has a strong track record of
has a longstanding successfully applying for a broad range of
tradition of lobbying government grants to help minimise the cost to
our local residents, while still delivering state-of-
state and federal the-art community facilities including Life Saving
Clubs, kindergartens and sporting pavilions.
governments on
behalf of the Kingston In recent years we have successfully lobbied for
Kingston residents and businesses on a range of
community. issues, such as:
• r ail under road solutions for level crossing
removals on Frankston Line stations located
in Kingston
• c onstruction of the $156 million
Dingley Bypass
10 CITY OF KINGSTON
COUNCIL PLAN 2017-2021munity
• t he joint $29 million redevelopment of • s eeking Victorian Government support to protect
Moorabbin Reserve between Council, the our quiet residential streets by continuing to
Victorian Government and St Kilda Football Club direct development towards key activity centres
• improved access to National Broadband • c alling for positive changes on key social issues
Network services in Kingston, particularly including affordable housing, disability services,
for our local businesses. family violence and problem gambling
ooking to the future, we will continue to lobby and
L • improved transport in our community and region
work towards: – including roads (Westall Road extension),
public transport options (particularly improved
• c ontinuing the Chain of Parks vision in our bus routes) walking paths and cycling routes.
Green Wedge
• s peaking up on behalf of our traders and
residents to minimise disruptions during
construction of the level crossing removal
projects at Mentone, Cheltenham, Edithvale,
Bonbeach and Carrum and working with
the Level Crossing Removal Authority to ensure
the works are delivered with positive long-term
outcomes for the community
CITY OF KINGSTON
COUNCIL PLAN 2017-2021 11Our strategic future
While Kingston’s Council Plan sets out a With Melbourne facing a growing population The Victorian Government has invested
vision for the next four years, Council also estimated to increase to 7.7 million people heavily in Kingston thanks to the $156m
has an eye fixed firmly on our long-term by 2051, our city can’t keep sprawling Dingley Bypass which provides vital transport
future to ensure our community thrives for ever-outwards. As a result, all local councils links and connection for the region.
years to come. are faced with the challenge of how to
accommodate more people without losing Nine level crossings in Kingston are also
You will have noticed many changes taking the character of our neighbourhoods. For set to be removed by the Level Crossing
place over recent years as Kingston grows Kingston, this means planning for 22,641 Removal Authority in a once-in-a-generation
and develops. more people by 2031 in comparison to infrastructure project to increase safety and
growth areas like the City of Casey, which reduce congestion.
As decades-old buildings reach the end of
expects an extra 120,752 people by 2031.
their life, new community buildings take their Others are also seeing Kingston’s potential
place. New businesses, including a host of Council accepts our area must take its fair and are joining the neighbourhood including:
new cafes and restaurants, have opened their share of Melbourne’s population growth but
doors bringing a renewed life to our shopping • t he Healthscope Private Hospital in
wants to see this occur in a well planned and
strips. Our sporting facilities are being Moorabbin
strategic way, with our quieter residential
steadily upgraded to meet growing demand. streets protected and development centred • awthorn Football Club’s proposed new
H
More people living and working in Kingston around key activity centres and urban Dingley headquarters
has seen an increased number of cars on renewal sites that are close to public
the road and a greater demand for parking • t Kilda Football Club and Community
S
transport, shops and services.1
across our neighbourhoods. Leagues establishing a football hub at
By providing quality services, well- Moorabbin Reserve
Council is facing these issues head on to maintained infrastructure and a thriving local • r evitalised key sites including the Clayton
bring about positive results while retaining economy, Kingston residents can enjoy all Business Park, former Phillip Morris
the Kingston we love and enjoy. This requires they need in life close to home. This concept factory and the investment planned at
careful planning and significant investment of a ‘20-minute city’ has been embraced Moorabbin Airport.
in community facilities to meet our by governments of all levels and aspires to
growing population. create neighbourhoods that serve all their Council is also investing millions of dollars to
community’s needs and remove the need for ensure our infrastructure is in top shape to
long commutes. keep our city running smoothly.
1 Read more about these plans at kingston.vic.gov.au/planninggrowth
12 CITY OF KINGSTON
COUNCIL PLAN 2017-2021Council’s focus in recent years has seen We’ve summarised our future plans
major improvements across our city to offer: under five key goals that demonstrate our
commitment to delivering quality services
• igh-quality early learning centres to give
h and community facilities in a financially
our young people the best start in life responsible manner:
• improved sporting facilities to promote a
1. ur well-planned, liveable city supported
O
healthy lifestyle and encourage increased
by infrastructure to meet future needs
women’s participation on the field
2. ur sustainable green environment with
O
• etting our foundations right with
g
accessible open spaces
millions upon millions of dollars spent
to upgrade our vital drainage systems to 3. ur connected, inclusive, healthy and
O
prevent devastating flooding. learning community
We’ve also begun the exciting work of turning 4. ur free-moving safe, prosperous and
O
unsightly former tip sites into much needed dynamic city
parkland for the community to enjoy, thanks
5. ur well-governed and responsive
O
to a long-fought battle that has brought about
organisation.
the end of the waste industry in Kingston’s
Green Wedge.
CITY OF KINGSTON
COUNCIL PLAN 2017-2021 13GOAL ONE
1
Our well-planned, liveable city
supported by infrastructure to meet
future needs
OUR COMMITMENT TO THE COMMUNITY:
Council will ensure that careful planning is in place to prepare for, and
respond to, an increasing population, to make sure land use is balanced
sustainably. We’ll also invest in building and maintaining high-quality assets
and infrastructure to help our community function effectively.
PERFORMANCE MEASURES
SERVICES
%
%Infrastructure per head of municipal population
%
%Percentage of planning applications decided within required timeframes Building permits
%
%Kilometres of footpath renewed Drain maintenance
%
%Satisfaction with Council’s general town planning policy Footpaths, bicycle paths and
%
%Satisfaction with planning for population growth in the area road maintenance
%
%Sealed local roads maintained to condition standards Maintenance and
development of Council’s
%
%Time taken to decide planning applications buildings
Manage Council’s property
portfolio
KEY PLANS AND STRATEGIES PARTNERSHIPS Planning and design for
community assets
Activity centre structure plans (Cheltenham, Environment Protection Authority Victoria
Highett, Mentone, Moorabbin, Mordialloc) Level Crossing Removal Authority Planning permits
Kingston Planning Scheme Review 2018–2021 Infrastructure Victoria
Kingston Property Strategy 2017–2021 Urban land use policy and
Moorabbin Airport
planning
ASSETS Melbourne Water / South East Water
VCAT
Municipal operations depots
VicRoads
Sealed local roads
Victorian Planning Authority (Plan Melbourne)
Bridges
Footpaths
Drains and drainage pits
Council-owned land
14 CITY OF KINGSTON
COUNCIL PLAN 2017-2021KEY DIRECTIONS AND OBJECTIVES
1.1 Intergenerational land use planning for a sustainable 1.3 Infrastructure and property investment for a
community functional city now and into the future
1.1.1 Develop a new Kingston Housing and Neighbourhood 1.3.1 Design, build and maintain the public realm through civil
Character Strategy infrastructure (roads, footpaths, drains,
1.1.2 Work with State Government to implement the parts of bridges and carparks) to support the current and future
the Metropolitan Planning Strategy - Plan Melbourne - needs of a growing community
that are locally relevant 1.3.2 Work in partnership with State Government and other
1.1.3 Administer an effective planning scheme agencies to maximise opportunities in relation to major
infrastructure projects
1.3.3 Effectively manage Council’s property portfolio and
ensure strategic and financially responsible land and
1.2 Effectively influence the urban and architectural property acquisition and disposal
design of the City
1.2.1 Respond to different expectations regarding changes
to the character of the City and provide measured
responses to positively influence design outcomes
1.2.2 Providing efficient and effective planning and building
services that influence the liveability of the City
CITY OF KINGSTON
COUNCIL PLAN 2017-2021 15GOAL TWO
2 Our sustainable green environment
with accessible open spaces
OUR COMMITMENT TO THE COMMUNITY:
We will provide quality public open spaces and sports fields while
protecting and enhancing our natural environment including our
green wedge and foreshore. We will be responsible environmental
managers and custodians for future generations.
PERFORMANCE MEASURES
SERVICES
%
%Beach foreshore cleaning contract compliance
%
%Kerbside collection waste diverted from landfill Foreshore management and
maintenance
%
%Missed bins - domestic garbage, recycling and green waste
Maintaining parks, sports
%
%Open space mowing contract compliance grounds and streetscapes
%
%Satisfaction with environmental sustainability Parks and sports ground
master plan projects
%
%Satisfaction with recreational facilities
Sports and recreation
%
%Satisfaction with the appearance of public areas
%
%Street and park trees planted for financial year Stormwater management
Sustainable environmental
management
KEY PLANS AND STRATEGIES ASSETS
Waste collection
Kingston Energy Efficiency Strategy 2012–2017 Playgrounds
Kingston Integrated Water Cycle Strategy 2012 Playing fields
Graffiti Management Plan 2012–2017 Parks and reserves
Litter Strategy 2013–2018 Street and park trees
Waste Education and Recycling Strategy 2008 Natural resource areas
Flood Management Plan for Kingston City Sports pavilions
Council and Melbourne Water 2016 Lifesaving clubs
Coastal Management Plan 2014–2019 Yacht club
Green Wedge Plan 2012
PARTNERSHIPS
Heatherton Recreation Reserve Plan 2007
Natural Resource Area Management Plans Parks Victoria
2015–2020 South East Councils Climate Change Alliance
Sports Pavilion Plan 2017 Department of Environment, Land, Water
Biodiversity Strategy 2017 and Planning
Active Leisure Plan 2011–2014 Kingston Friends’ Groups
Indoor Leisure Centres Strategy 2017–2021
16 CITY OF KINGSTON
COUNCIL PLAN 2017-2021KEY DIRECTIONS AND OBJECTIVES
2.1 Environmental resilience and sustainability 2.3 Activating and protecting the foreshore through
2.1.1 Reduce environmental impacts on our natural and strategic partnerships
built environment 2.3.1 Develop relationships with appropriate external
2.1.2 Implement the integrated water management principles organisations and groups to support funding and
of water quality, conservation and reuse to support development of new and improved facilities on the
a liveable resilient city foreshore
2.1.3 Manage and improve waste management systems and 2.3.2 Improve the quality of the visitor experience on the
resource recovery and promote recycling foreshore
2.3.3 Respond to the effects of climate change along the
Kingston foreshore
2.2 Greening Kingston and place making
2.2.1 Protect and enhance the Green Wedge for future
generations by implementing the Kingston Green 2.4 Review and implement the Open Space Strategy to
Wedge Plan with support from a range of strategic ensure high quality and increased capacity of the
partners open space network
2.2.2 Create dynamic public spaces that respond to 2.4.1 Determine areas low in open space and identify
increasing population and the interface between private opportunities to increase
development and public domain 2.4.2 Maintain all parks, reserves and open space to set
2.2.3 Protect and enhance Kingston’s natural habitat and standards
bushland reserves
2.2.4 Expand the urban forest by increasing the tree canopy
cover in Kingston 2.5 Provide for a variety of sport and recreation
opportunities across Kingston through the Sport and
Leisure Strategy
2.5.1 Determine and respond to the current and future needs
of sports clubs for facilities and open space planning
2.5.2 Improve passive open space and promotion of sport and
recreation opportunities
2.5.3 Develop and implement park and reserve improvement
plans in conjunction with the community
CITY OF KINGSTON
COUNCIL PLAN 2017-2021 17GOAL THREE
3 Our connected, inclusive, healthy and
learning community
OUR COMMITMENT TO THE COMMUNITY:
Kingston is home to a number of different communities across all ages and
backgrounds. Our focus is to bring people together to strengthen our sense of
community, celebrate diversity and build quality of life. Education and continual
learning is a key focus.
PERFORMANCE MEASURES
SERVICES
%
%Active library members (% of municipal population that are active library users)
%
%Buildings compliant with Disability (Access to Premises - Buildings) Standards 2010 Community centres
%
%Community satisfaction rating for Kingston delivered major festivals Community development and
social planning
%
%Council’s child care centres utilisation rate (excluding sessional kindergarten)
Domestic, personal and
%
%Library collection usage (loans per item)
respite care for the elderly
%
%Participation in the maternal and child health service and people with disabilities
%
%Satisfaction with disadvantaged support services Early years childcare and
education
%
%Satisfaction with elderly support services
Grants
%
%Satisfaction with family support services
Home maintenance for
%
%Utilisation of aquatic facilities per head of municipal population the elderly and people
with disabilities
KEY PLANS AND STRATEGIES ASSETS Leisure and aquatic centres
Kingston Public Health and Wellbeing Plan Don Tatnell and Waves leisure centres
2017–2021 Community centres, community halls and Libraries
Aboriginal Policy and Action Plan 2014–2019 neighbourhood houses
Disability Action Plan 2015–2019 Public toilets Maternal and child health
and immunisation
Gambling Policy and Action Plan 2014–2019 Preschools and kindergartens
Multicultural Action Plan 2013–2017 Maternal and Child Health centres School aged childcare
Positive Ageing Plan 2014–2019 Senior citizens centres programs
AccessCare Southern Strategy 2016–2019 Libraries
Family and Children’s Strategy 2013–2017 Delivered meals kitchens Volunteering and
delivered meals
Youth Strategy 2012–2016 Child care centres
Library Strategic Plan 2017–2021 Youth services and
PARTNERSHIPS
family support
Community Facilities Review 2012–2016
Department of Health and Human Services
Public Toilet Strategy 2016–2026
National Disability Insurance Agency
VicHealth
18 CITY OF KINGSTON
COUNCIL PLAN 2017-2021KEY DIRECTIONS AND OBJECTIVES
3.1 Respond to our community’s social needs 3.4 Promote an active, healthy and involved community life
3.1.1 Support the development of effective plans, projects and 3.4.1 Provide festivals and events that encourage community
policies through data collection and research connections and local participation
3.1.2 Support socially vulnerable community members 3.4.2 Deliver affordable, active leisure and aquatic opportunities
that are well utilised by a diversity of people
3.4.3 Strengthen community participation and connections by
supporting community groups and networks
3.2 Provide equitable access to services and facilities for
3.4.4 Celebrate and encourage social, cultural and spiritual
all community members, irrespective of background
diversity
and ability
3.2.1 Provide equity of choice for older people and people with a
disability
3.2.2 Support people with disabilities and complex needs to 3.5 Support learning and development
participate in their areas of interest and life goals 3.5.1 Prioritise community ‘learning for life’
3.2.3 Provide attractive community centres and interesting, 3.5.2 Preserve and celebrate our valuable heritage
affordable activities that appropriately cater for all
members of our community
3.3 Enhance the wellbeing and participation of families and
children
3.3.1 Provide high quality early-years child care and education
3.3.2 Provide a Maternal and Child Health service to parents and
children to maximise family health and wellbeing
3.3.3 Support young people to be resilient, healthy and engaged
CITY OF KINGSTON
COUNCIL PLAN 2017-2021 19GOAL FOUR
4 Our free-moving safe, prosperous and
dynamic city
OUR COMMITMENT TO THE COMMUNITY:
We will ensure Kingston remains a smart, creative and progressive city with
well-planned, functional and attractive urban centres and hubs. Council will
continue to foster a strong local economy by supporting our local business
community which provides valuable jobs for residents. We will also provide
traffic management and parking solutions and accessible and alternative
means of transport including cycle routes.
PERFORMANCE MEASURES
%%Animals reclaimed - percentage of collected registered and unregistered animals
SERVICES
impounded (including feral cats), returned to their owner
Animal management
%
%Attendances at Kingston Arts events
Arts and cultural services
%
%Critical and major (food safety) non-compliance notifications followed up by Council
Community local law
%
%Level of satisfaction of participants at business education initiatives
enforcement
%
%Satisfaction with enforcement of local laws
Community transport for
%
%Satisfaction with parking facilities the elderly and people with
disabilities
%
%Satisfaction with traffic management
Economic development and
business support
KEY PLANS AND STRATEGIES ASSETS Festivals and events
Activity Centre Structure Plans Municipal commercial properties
Food safety regulation and
Prosperous Kingston–a framework for Arts Centres and public halls health monitoring services
economic sustainability 2016 Bike paths / cycle ways
Labour Force Futures South East Melbourne Parking enforcement and
Bay Trail
2018 prosecutions
Art collection
Arts and Cultural Strategy 2018–2022 P Parking management
PARTNERSHIPS
Public Art Strategy 2012–2016
Department of Economic Development, Jobs,
Cycling and Walking Plan 2009–2013 Road safety
Transport and Resources
Public Transport Strategy 2006–2012
Public Transport Victoria Street lighting maintenance
Integrated Transport Strategy 2017–2022
South East Melbourne Manufacturers Alliance
Kingston Road Safety Strategy 2011–2015 Traffic engineering
VicRoads
Road Management Plan 2013–2017
Transport for Victoria
Community Safety Strategy 2013–2017 Transport planning
Domestic Animal Management Plan 2016–2021
Urban activity centre
Kingston Enforcement Protocols 2013–2018
development
20 CITY OF KINGSTON
COUNCIL PLAN 2017-2021KEY DIRECTIONS AND OBJECTIVES
4.1 Vibrant shopping centres and employment precincts 4.4 Integrated, accessible transport and a free-moving city
4.1.1 Continue to strengthen the role played by the shopping 4.4.1 Accessible, integrated and connected modes of transport
and employment precincts by facilitating partnerships with
4.4.2 Implement functional local traffic management
private investors
4.4.3 Advocate for provision of efficient freight movements
4.1.2 Develop dynamic implementation plans to guide the
future direction of centres that are likely to undergo 4.4.4 Fair and equitable parking management
significant change 4.4.5 Develop a network of trails and cycle ways
4.2 Understand and support our thriving, profitable local 4.5 Keeping our community safe and protected
economy
4.5.1 Ensure food safety and public health is maintained
4.2.1 Encourage investment into Kingston and the South East to
4.5.2 Proactive animal management
deliver new employment opportunities
4.5.3 Effectively respond to emergencies
4.2.2 Provide support to businesses to achieve long-term
business sustainability 4.5.4 Ensure we keep our community safe and protected
4.3 Rich in arts, innovation and tourism
4.3.1 Develop and promote Kingston’s tourism potential
4.3.2 Develop creative industries through vibrant arts
businesses and entertainment spaces
CITY OF KINGSTON
COUNCIL PLAN 2017-2021 21GOAL FIVE
5 Our well-governed and
responsive organisation
OUR COMMITMENT TO THE COMMUNITY:
Our organisation will focus on governing Kingston in a way that is
well-informed, responsive, accountable, transparent and efficient. We will
also provide responsible stewardship of the community’s resources and
ensure our community facilities are well-managed to promote liveability.
PERFORMANCE MEASURES
%
%Asset renewal compared to depreciation SERVICES
%
%First point of call contact resolution Communications and
community relations
%
%Liquidity - current assets compared to current liabilities
Corporate services
%
%Lost Time Injury frequency rate
Emergency management
%
%Operating position
coordination
%
%Satisfaction with community consultation and engagement
Lobbying on behalf of
%
%Satisfaction with lobbying on behalf of the community the community
%
%Staff turnover as % of permanent staff Property rating and
collection services
KEY PLANS AND STRATEGIES ASSETS
Living Kingston 2035 Municipal offices-Cheltenham
Council Plan 2017–2021 Municipal offices-Mentone
Strategic Resource Plan 2013–2017 Municipal SES facilities
Crisis Communications Plan 2016–2017 Computer hardware and software
Communications Channel Strategy 2016–2017 Council fleet vehicles
Long Term Financial Strategy 2016/17 Other plant and equipment
Rates Strategy 2013–2017 PARTNERSHIPS
Workforce Plan (including OHS) 2017–2020
Department of Environment, Land, Water and
Asset Management Strategy 2013–2017 Planning - Local Government Victoria
Asset Management Plans (roads, buildings, Municipal Association of Victoria
recreational spaces and drainage) 2007–2018
Victorian Local Governance Association
Municipal Emergency Management Plan
2014–2017
Municipal Integrated Fire Management Plan
2014–2018
Information and Communications Technology
Disaster Recovery Plan 2016–2020
Information Technology Strategy 2016–2020
22 CITY OF KINGSTON
COUNCIL PLAN 2017-2021KEY DIRECTIONS AND OBJECTIVES
5.1 Support decision-making to provide an efficient and 5.3 Foster staff health and wellbeing, promote our
effective Council which embodies the principles of organisational values and encourage leadership and
democracy high productivity
5.1.1 Support Council to make effective decisions that reflect 5.3.1 Implement the principles of Community Inspired
community priorities Leadership throughout the organisation
5.1.2 Provide and promote opportunities for the community 5.3.2 Provide professional development training to increase
to have a say on Council decisions the capabilities and skills of all our people
5.1.3 Advocate on behalf of community members to convey 5.3.3 Implement OHS principles in every aspect of
their wishes and aspirations the organisation
5.3.4 Regularly assess and mitigate strategic and
operational risks
5.2 Responsible and sustainable financial management
5.2.1 Utilise effective financial planning for the short, medium
and long term 5.4 A responsive and well-managed organisation
5.2.2 Set rates in a fair and equitable way 5.4.1 Show the community how we are performing, through
5.2.3 Manage the procurement of goods and services to clear and transparent reporting
provide transparency and best value for money 5.4.2 Plan and manage Council’s assets and community
facilities to ensure they are fit for purpose and compliant
over the life of the asset
5.4.3 Ensure services are supported by robust and secure
information technology
5.4.4 Put the customer first in the work of Council
5.4.5 Comply with all relevant legislation
CITY OF KINGSTON
COUNCIL PLAN 2017-2021 23Long-term Financial Strategy
While this Council Plan spans from • e nsuring sustainable levels of capital • risk management and compliance
2017–2021, it is necessary to look to the expenditure to responsibly maintain
• a prudent level of borrowings to
horizon when considering our financial and renew the $2.2 billion of community
create new assets that will benefit the
sustainability. assets under the control of Council
community in the future
It is vital that Council can meet its large and • t imely renewal and maintenance
• overnment grants not keeping pace
g
varied responsibilities while maintaining $2.2 of assets
with cost increases
billion worth of assets, which includes land, • e nsuring Council maintains financial
buildings, footpaths and drainage systems. • aintaining and upgrading Council’s
m
liquidity and can always meet all debt
portfolio of assets.
repayment obligations.
We deliver a broad range of important
A positive result and a strong balance sheet
services at a cost approaching $200 million In light of the Victorian Government’s rate
are expected for each year of the Council
per annum. These services include aged care capping policy, our fiscal prudence is more
Plan 2017-2021. The strong financial position
support, leisure and culture, child, family and important than ever. Despite future rate
reflects our sound financial management,
youth services, libraries, festivals and events, increases being capped, our municipality is
rigorous cost control and commitment to
parks and open space, planning, roads well-placed to respond thanks to our strong
financial sustainability ensuring Council is
and footpaths, drains, governance, waste history of sound financial management.
able to provide the resources to achieve the
management and recycling.
A number of challenges or influences are Plan’s goals.
Council needs to consider how decisions taken into account in ensuring that we plan
made today will impact the future. and achieve a financially sustainable future. STRATEGIC RESOURCE PLAN
These are: Accompanying this Plan is the Strategic
We continue to employ sound, responsible Resource Plan which is updated annually.
and transparent financial management by: • a n ageing and growing population This includes a budgeted income statement,
that will increase demand for budgeted balance sheet, budgeted cash flow
• e nsuring adequate funding to maintain Council services statement, budgeted capital works statement
and improve the quality and standard
• r ising costs of waste collection and human resource statement. A copy can
of more than 60 services we provide
and disposal be downloaded from kingston.vic.gov.au.
to the community
• f unding capital works and future • b each management and natural disaster
objectives by achieving better than management, including rising sea levels
break-even operating and cash results
24 CITY OF KINGSTON
COUNCIL PLAN 2017-2021Living Kingston 2035
HOW WOULD YOU LIKE THE The most popular themes voted on by the
community during the development of the
CITY OF KINGSTON TO BE vision were:
IN 2035?
That was the question Council asked our ‣‣ a free-moving and accessible city
community – and more than 13,500 ideas ‣‣ a safe and clean city
from people of all walks of life – rose to
the challenge to present a shared vision ‣‣ a vibrant local economy
for our city. ‣‣ recreational spaces
The result was the Living Kingston 2035 ‣‣ our built environment.
vision that sets out an exciting picture of the
Living Kingston 2035 sets the building blocks
type of community we want to be.
for the type of community we are building
What came through loud and clear was that and has been used to set the clear direction
Kingston is a place where people love to live. of the 2017-2021 Council Plan.
They wanted to build on our strengths and Please visit kingston.vic.gov.au/livingkingston
ensure Kingston in 2035 is: to find out more.
‘growing and thriving with distinct
neighbourhoods connected by a
network of healthy natural assets
and open spaces.
A place where the community
networks are strong, supported
by quality services and facilities,
and many opportunities to learn
and contribute.’
CITY OF KINGSTON
COUNCIL PLAN 2017-2021 251230 Nepean Highway, Cheltenham, VIC 3192 PO Box 1000, Mentone, VIC 3194 1300 653 356 131 450 info@kingston.vic.gov.au kingston.vic.gov.au cityofkingston @kingstoncc
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