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

CITY OF KINGSTON 2 COUNCIL PLAN 2017-2021 Our Vision Statements

LIVING KINGSTON 2035 OUR GUIDING PRINCIPLES • responsible financial management This is the future we want for Kingston... • respect for diverse community interests • balancing 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 • building on our city’s rich history of representative decision-making with A diverse, dynamic community where we welcoming people from all over the accountable and transparent reporting all share a sustainable, safe, attractive world and providing an inclusive place to environment and a thriving economy. • operate with integrity and engender trust live, learn and work, and • leaving a positive legacy for future OUR PURPOSE • strive to improve the quality of life of 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 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 • making sure we seek the community’s input before we act We’re also facing financial pressures • speaking 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.

CITY OF KINGSTON 2 COUNCIL PLAN 2017-2021 Meet your Councillors

Cr Tamara Barth Cr George Hua Cr Steve Staikos 0417 870 350 [email protected] 0429 171 449 [email protected] 0447 896 643 [email protected]

Cr Ron Brownlees OAM Cr Geoff Gledhill Cr Rosemary West OAM 0418 172 725 [email protected] 0427 102 926 [email protected] 0428 800 968 [email protected]

Cr Tamsin Bearsley Cr David Eden Cr Georgina Oxley 0430 170 210 [email protected] 0422 557 917 [email protected] 0429 222 504 [email protected]

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 • Our well-planned, liveable city supported by infrastructure to meet future needs • Our sustainable green environment with accessible open spaces • Our connected, inclusive, healthy and learning community • Our free-moving safe, prosperous and dynamic city • Our well-governed and responsive organisation.

CITY OF KINGSTON 4 COUNCIL PLAN 2017-2021 Kingston at a glance

Melbourne CBD 20km

Industrial Moorabbin World-class areas Airport golf courses City of Kingston

2 Edithvale Green 13km of 91km wetlands Wedge coastline Total municipal area

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 speaking 153 background nationalitites 31% born overseas

CITY OF KINGSTON COUNCIL PLAN 2017-2021 5 Putting our customers first in all we do

Council is committed to providing you with Council exists to 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. • providing 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

CITY OF KINGSTON 6 COUNCIL PLAN 2017-2021 Putting our customers first in all we do

• making it easier to keep up with planning 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 • appoint a Customer Advocate to better area at the touch of a button represent the voice of the customer in the organisation • offering a wide variety of ways for you to interact with us – be it in person, over the • review our Customer Service Charter in phone, by post, via email, on social media, consultation with the community at regular ward meetings and by reporting • add more services online to make sure we issues via apps are open for business around the clock • aiming to deal with as many of your queries • place 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 CITY OF KINGSTON 8 COUNCIL PLAN 2017-2021 Engaging the community in decision-making

Council recognises that all our To better understand your views and needs, we: • have launched the yourkingstonyoursay.com.au decisions need to be based on consultation website to make it easy for you to make your a solid understanding of what voice heard • undertake specialist engagement with hard-to-reach the Kingston community needs 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 • consult 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 9 Speaking up on behalf of our community

Key to our success has been the close As the level of partnerships we have formed with other levels of government closest to government and their agencies to obtain positive the community, Council outcomes for our city. Kingston also has a strong track record of has a longstanding successfully applying for a broad range of government grants to help minimise the cost to tradition of lobbying our local residents, while still delivering state-of- state and federal the-art community facilities including Life Saving governments on Clubs, kindergartens and sporting pavilions. In recent years we have successfully lobbied for behalf of the Kingston Kingston residents and businesses on a range of community. issues, such as: • rail under road solutions for level crossing removals on Frankston Line stations located in Kingston • construction of the $156 million Dingley Bypass

CITY OF KINGSTON 10 COUNCIL PLAN 2017-2021 Speaking up on behalf of our community

• the joint $29 million redevelopment of • seeking 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 • calling 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 Looking to the future, we will continue to lobby and • improved transport in our community and region work towards: – including roads (Westall Road extension), public transport options (particularly improved • continuing the Chain of Parks vision in our bus routes) walking paths and cycling routes. Green Wedge • speaking 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 11 Our 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 , 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 • the Healthscope Private Hospital in doors bringing a renewed life to our shopping wants to see this occur in a well planned and Moorabbin strips. Our sporting facilities are being strategic way, with our quieter residential steadily upgraded to meet growing demand. streets protected and development centred • Hawthorn Football Club’s proposed new 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 • St Kilda Football Club and Community the road and a greater demand for parking 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 • revitalised 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 . 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

CITY OF KINGSTON 12 COUNCIL PLAN 2017-2021 Council’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 • high-quality early learning centres to give and community facilities in a financially our young people the best start in life responsible manner: • improved sporting facilities to promote a 1. Our well-planned, liveable city supported healthy lifestyle and encourage increased by infrastructure to meet future needs women’s participation on the field 2. Our sustainable green environment with • getting our foundations right with accessible open spaces millions upon millions of dollars spent to upgrade our vital drainage systems to 3. Our connected, inclusive, healthy and prevent devastating flooding. learning community We’ve also begun the exciting work of turning 4. Our free-moving safe, prosperous and unsightly former tip sites into much needed dynamic city parkland for the community to enjoy, thanks 5. Our well-governed and responsive 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 13 GOAL ONE

Our well-planned, liveable city supported by infrastructure to meet 1future 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 Highett, Mentone, Moorabbin, Mordialloc) Level Crossing Removal Authority Planning permits Kingston Planning Scheme Review 2018–2021 Infrastructure Victoria Urban land use policy and Kingston Property Strategy 2017–2021 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

CITY OF KINGSTON 14 COUNCIL PLAN 2017-2021 KEY 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 15 GOAL TWO

Our sustainable green environment 2with 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

CITY OF KINGSTON 16 COUNCIL PLAN 2017-2021 KEY 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 17 GOAL THREE

Our connected, inclusive, healthy and 3learning 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 Youth services and Library Strategic Plan 2017–2021 PARTNERSHIPS family support Community Facilities Review 2012–2016 Department of Health and Human Services Public Toilet Strategy 2016–2026 National Disability Insurance Agency VicHealth

CITY OF KINGSTON 18 COUNCIL PLAN 2017-2021 KEY 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 19 GOAL FOUR

Our free-moving safe, prosperous and 4dynamic 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 Parking enforcement and Labour Force Futures South East Melbourne Bay Trail 2018 prosecutions Art collection Arts and Cultural Strategy 2018–2022 Parking management PARTNERSHIPS P 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 Integrated Transport Strategy 2017–2022 Street lighting maintenance South East Melbourne Manufacturers Alliance Kingston Road Safety Strategy 2011–2015 VicRoads Traffic engineering 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

CITY OF KINGSTON 20 COUNCIL PLAN 2017-2021 KEY 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 21 GOAL FIVE

Our well-governed and 5responsive 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

CITY OF KINGSTON 22 COUNCIL PLAN 2017-2021 KEY 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 23 Long-term Financial Strategy

While this Council Plan spans from • ensuring 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 • timely renewal and maintenance It is vital that Council can meet its large and • government grants not keeping pace of assets varied responsibilities while maintaining $2.2 with cost increases billion worth of assets, which includes land, • ensuring Council maintains financial • maintaining and upgrading Council’s buildings, footpaths and drainage systems. 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: • an ageing and growing population This includes a budgeted income statement, that will increase demand for budgeted balance sheet, budgeted cash flow • ensuring adequate funding to maintain Council services statement, budgeted capital works statement and improve the quality and standard and human resource statement. A copy can of more than 60 services we provide • rising costs of waste collection be downloaded from kingston.vic.gov.au. to the community and disposal • funding capital works and future • beach management and natural disaster objectives by achieving better than management, including rising sea levels break-even operating and cash results

CITY OF KINGSTON 24 COUNCIL PLAN 2017-2021 Living Kingston 2035

HOW WOULD YOU LIKE THE The most popular themes voted on by the CITY OF KINGSTON TO BE community during the development of the 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 25 1230 , Cheltenham, VIC 3192 PO Box 1000, Mentone, VIC 3194

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131 450 [email protected] kingston.vic.gov.au cityofkingston

@kingstoncc