Glen Eira Community Plan
Glen Eira City Council Bentleigh, Bentleigh East, Carnegie, Caulfield, Elsternwick, Gardenvale, Glen Huntly, McKinnon, Murrumbeena, Ormond, St Kilda East. Contents
Introduction 2
Vision and values 3
About the Community Plan 5
Glen Eira profile 6
Demographic changes and future planning implications 9
Community consultation 11
Phone survey and focus groups 11
Community meetings and online consultation 12
Strategic objectives and strategies 15
Theme 1: Services to support the community 17
Theme 2: Traffic, parking and transport 19
Theme 3: Town planning and development 21
Theme 4: Governance 23
Theme 5: Recreation and open space 25
Theme 6: Waste, graffiti and cleanliness 27
Theme 7: Sustainable community assets and infrastructure 29
Theme 8: Community building and engagement 31
Appendix 1: Plans, policies and frameworks 32
Appendix 2: Strategic Resource Plan 35
This Community Plan constitutes the Council Plan pursuant to s125 of the Local Government Act. The Community Plan was adopted by Council on 26 June, 2012.
This Community Plan is also available at www.gleneira.vic.gov.au Council’s Service Centre at Town Hall, Community Information Centre and branch libraries at Caulfield, Carnegie, Bentleigh and Elsternwick.
© Glen Eira City Council 2012. Page 2 Glen Eira Community Plan
Introduction
The Glen Eira Community Plan guides decision making, resource allocation and organisational focus. The Plan details the priorities that Council will pursue to meet the needs of the Glen Eira community.
The purpose of Local Government as defined in S3A Governance: to deliver strong local leadership and governance in an Local Government Act 1989 is to provide a system under open and responsible manner in the best interests of the community. which councils perform functions and exercise powers Recreation and open space: to enhance recreation facilities and for the peace, order and good government of their open space to meet current and future needs of the local community. municipal districts. Waste, graffiti and cleanliness: to maintain a safe, clean and As a community leader, Council works to protect the unique attractive City. characteristics that attract people to Glen Eira. On behalf of the community, Council develops, replaces and maintains valuable community Sustainable community assets and infrastructure: to enhance assets for use by the community. Council ensures that it is providing the and develop sustainable community assets and infrastructure to meet best possible value for each dollar expended and works to maintain Glen the needs of current and future generations. Eira as a safe, healthy and desirable place to be. Community building and engagement: to build a strong This Community Plan was developed through an extensive community connected community that actively participates and engages with consultation and research process that included a telephone survey, Council to improve outcomes for the community. focus groups, community meetings and online consultation. A Steering Committee formed in 2012 to guide the development of this Plan comprised both Councillors and community representatives. Advocacy and partnerships Glen Eira City Council recognises that the community is made up A key function of Council is to advocate on behalf of the residents of smaller communities that have been established based on to State and Federal Governments, other authorities and business on relationships or shared interests that connect people. For example issues that affect the community. the senior citizens community, neighbourhood communities or Council will continue to advocate on behalf of the community for key student community. local priorities to improve local infrastructure, ensure adequate service All members of the community are encouraged to read this Plan as it provision and appropriate levels of funding. Co-operation, effective highlights key directions and strategic objectives that will determine the partnerships and active participation by all levels of government are way Council manages resources and delivers services. needed to improve outcomes for local communities. The Community Plan is the key planning document that sits above Partnerships assist Council to meet the needs of the community and and informs other Council planning processes, initiatives and services find innovative solutions to local issues. For example, Council has Council has developed a number of strategies that provide more established effective partnerships with State and Federal Governments, information about services that are provided to address specific Victoria Police, Department of Human Services and the Department community needs. ie. Glen Eira Ageing Strategy, Environmental of Education and Early Childhood Development to improve access to Sustainability Strategy and Community Engagement Strategy. local services and facilities. Refer to Appendix 1: Plans, Polices and Frameworks. Specific actions of advocacy have been listed under each of the strategic A vision and mission have also been established using the feedback objectives identified in thisPlan to address the needs of residents and obtained through the community consultation and a research process ratepayers. Advocacy to meet identified community needs include: to reflect the needs and aspirations of the community. • funding for children’s services including childcare and kindergarten Council acknowledges the need to be publicly accountable for services; providing communities with high standards of service and leadership. • funding for aged care facilities and home and community care Council will report its performance against meeting the objectives of services to support the ageing population; this Plan and report the results to the community through Council’s quarterly performance reports and Annual Report. • funding to deliver a comprehensive range of immunisation and public health services; The Glen Eira Community Plan sets out eight strategic objectives for Council that have been developed from an extensive community • accessibility and inclusion for people with a disability; consultation process. (See pages 11–13 for details of the consultation • improved public transport services in and through Glen Eira; process): • funding for active transport modes (ie. pedestrian and bicycle); Services that support the community: to maintain high service • improved operation of intersections of railway lines and major roads standards and deliver universal community services that support the (eg. grade separation or boom gates down for shorter periods needs of families, youth and the aged. consistent with safety); Traffic, parking and transport: to promote the safe movement • adequate provision of parking for new developments; of pedestrian, bicycle and vehicle traffic in a way that minimises the impact of traffic and parking on the local amenity and physical • changes to state planning policies where Council considers environment. reasonable community desires and expectations are at odds with existing state planning policies; Town planning and development: to manage the rate and extent • Council planning decisions to be given greater weight before VCAT; of change to the built environment consistent with State and local planning policies to achieve a diversity of housing as sympathetic as • more open space for the City of Glen Eira; possible to neighbourhood character. Glen Eira Community Plan Page 3
Vision and Values
• adequate funding and support for local recreational and sporting organisations; • cleanliness of railway stations; • adequate lighting at railway stations; Vision • removal of graffiti on State Government owned assets; • funding to deliver environmental initiatives that foster biodiversity Our vision for Glen Eira is … and sustainability; • flood mitigation works to Melbourne Water drains to ensure • an active and involved community with a strong adequate capacity; sense of belonging and connection; • improvement and upgrade of major roads controlled by the State Government to reduce congestion and improve levels of safety; • a green and treed City with quality parks and recreational facilities; • all residents and businesses to have access to high-speed broadband through the National Broadband Network; and • accessible quality services that support young • advocate to the State Government for funding for volunteering and people, families and the aged; community groups. • a safe, clean and attractive City; • valued neighbourhood character and preservation Sustainability and the environment of local heritage; Climate change and other environmental concerns highlight the need • quality transport, traffic and parking infrastructure for Council and the broader community to manage services and that enables safe traffic flow and provides a range resources more sustainably. In 2010, Council developed an Environmental of transport options for people moving around and Sustainability Strategy and an Action Plan that includes works to be through our City; undertaken by Council for: • sustainable community assets that meet the needs • greenhouse gas emission levels; of future generations. • biodiversity management; • waste management practices; • water conservation; and • information for the community and businesses. Council’s vision for environmental sustainability balances social, environmental and economic considerations in all its decision making, to achieve sustainable living on behalf of the community. Mission The Action Plan is designed to be a living document that will be regularly reviewed and updated to ensure that it remains consistent We will … and relevant with the constantly evolving environmental sustainability practices and best practice frameworks. • be responsive to the needs of our residents and ratepayers and deliver quality services which Council’s approach to environmental sustainability is integrated into the way that Council operates. Specific strategies Council will undertake provide value for money; are highlighted throughout the eight strategic objectives outlined in this • consult and engage with our community to Plan. Some examples are listed below: understand community needs, aspirations and • plan, construct and maintain interconnecting bike paths and lanes to challenges; facilitate safe bicycle transport options bearing in mind the need to • protect and enhance the environment for future facilitate safe traffic flow; generations; • continue to promote walking, cycling and public transport options in • foster a strong sense of community and Glen Eira as alternatives to motor vehicle use; inclusiveness for people of all ages, abilities, • encourage environmentally sustainable design for new buildings; cultures and backgrounds; • work with key stakeholders to reduce water and energy • be transparent, accessible and fair in our decision consumption required to maintain parks and sporting facilities; making; • develop and implement programs that increase rates of recycling • be an advocate for the City and its people in dealing within the community; with other levels of government. • implement strategies to increase sustainability eg. reduce the use of potable water, energy, waste and natural resources; and • continue to promote and support strategies to increase environmental sustainability.
Community Plan. Community
contribution to the the to contribution
A community member’s member’s community A strips.
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Plant more trees ‘‘trees more Plant Glen Eira Community Plan Page 5
About the Community Plan
The Glen Eira Community 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 financial strategy.
This Plan identifies eight key themes that have been developed from an extensive community consultation and research process. Each theme has one clear strategic objective, describing the desired outcome to meet community needs. Supporting each strategic objective are a number of strategies that outline the approach Council will take to achieve the strategic objective. Each year, Council will measure performance against the indicators set out in this Plan. Council will report on progress in the Council’s Annual Report. Council has developed a range of specific plans, policies and frameworks that provide more detail about key local issues, how it will address these issues and the initiatives or services it will provide. These plans are intrinsically linked to the Community Plan and examples include the Community Engagement Strategy, Disability Action Plan, Glen Eira Ageing Strategy, Risk Management Strategy, Environmental Sustainability Strategy and Towards Sustainable Transport Strategy. A list of these specific plans is contained in Appendix 1. A Strategic Resource Plan has also been developed to give effect to the delivery of this Community Plan and it is included at the end of this Plan. It provides for: • continuing high levels of capital investment to renew assets and community facilities (including drains, footpaths, roads, buildings and parks); and • operating costs and rates continuing to be below the average of neighbouring councils. The following diagram best illustrates Council’s community planning approach.
Community Plan Reporting Vision, Mission and Strategic Objectives
Strategic Resource Plan and Annual Budget Annual Report
Plans, Policies and Frameworks Council Quarterly eg. Risk Management Strategy Performance Reports Road Safety Strategy Environmental Sustainability Strategy
Annual Action Plan Page 6 Glen Eira Community Plan
Glen Eira profile
Members of the Kulin Nation were the first An established community, Glen Eira has excellent educational institutions, inhabitants of the area that now makes up the good health services, quality retail shopping, is well served by public southern and south-eastern suburbs of Melbourne, transport and is in close proximity to the CBD, Port Phillip Bay and other attractions. As a community Glen Eira is above average in age, life which includes the City of Glen Eira. European expectancy, proportion born overseas, education and income. settlement dates back to the 1840s when the land was swampy and used mainly for farming in the In April 2012, the Department of Planning and Community Development north and market gardening in the south. Growth (DPCD) released population and household projection data for Glen Eira occurred through the 1880s to the mid-1900s and People and these are shown in the tables below. DPCD projection data outlined significant development took place after the 160,000People in the plan provides accurate estimates of future population trends and it 156,300 Second World War. is expected that the data will not be significantly altered by the Australian 155,000160,000 Bureau of Statistics 2011 Census information. 156,300However, this plan will be The City of Glen Eira takes its name from two local landmarks — 150,000155,000 updated with the 2011 Census information when it becomes available. Glen Eira Road and Glen Eira Mansion and was formed in December 146,800
1994 following the amalgamation of the former City of Caulfield with 145,000150,000 Table 1 (below) Glen Eira Population146,800 Projections 2011–2031 produced by the northern part of the former City of Moorabbin. Caulfield Town the Victorian Department of Planning and Community Development 140,000145,000 138,400 Hall (now Glen Eira Town Hall), located on the corner of Glen Eira indicates that by 2031 the population of Glen Eira is expected to increase and Hawthorn Roads, was built in 1885. 135,000140,000 by 17,900138,400 (12.9 per cent). Glen Eira covers 38.7 square kilometres in inner south-east 130,000135,000 metropolitan Melbourne. It includes the suburbs of Bentleigh, 125,000130,000 Bentleigh East, Carnegie, Caulfield, Caulfield South, Caulfield North, 2011 2021 2031 125,000People Caulfield East, Elsternwick, Gardenvale, Glen Huntly, McKinnon, 2011 2021 2031 Murrumbeena, Ormond and part of St Kilda East. The City is 160,000 Table 1. Glen Eira population projections156,300 2011–2031 divided into three wards — Camden, Rosstown and Tucker. 155,000 TableSource: Department 1. Glen Planning Eira and populationCommunity Development projections Victoria in Future 2012.2011 April– 2012.2031 Glen Eira is predominantly a residential area, bringing together period Source: Department Planning and Community Development Victoria in Future 2012. April 2012. 150,000 146,800 homes from the 1800s with stylish contemporary housing. The leafy streets, beautiful parks and established neighbourhoods give the 145,000
suburbs a rich sense of history, complemented by modern building 140,000 138,400 styles and materials. 135,000
130,000
125,000 2011 2021 2031
DANDENONG RD
INKERMAN RD ORRONG RD Table 1. Glen Eira population projections 2011–2031 Caulfield North Source: Department Planning and Community Development Victoria in Future 2012. April 2012.
St Kilda East Camden Ward Caulfield East Table 2 (below) Glen Eira Projected Total Households shows that the total HOTHAM ST Councillors: 3 number of households will increase by 9,700 (17.6 per cent) from 2011 Elsternwick Caulfield PRINCES HIGHWAY to 2031. NEERIM ROAD
GRANGE RD
NEPEAN HIGHWAY Caulfield South Glen Huntly Households Carnegie 66,000 Murrumbeena Households 64,900 Rosstown Ward Councillors: 3 66,00064,000 NORTH RD 64,900
62,00064,000 Ormond NORTH RD
POATH RD BAMBRA RD McKINNON RD 59,900 62,00060,000
TUCKER RD 59,900 McKinnon 58,00060,000
Tucker Ward 58,00056,000 55,200 Councillors: 3
NEPEAN HIGHWAY Bentleigh 54,00056,000 55,200
Bentleigh East 54,00052,000
WARRIGAL RD
52,00050,000 Households 2011 2021 2031 SOUTH RD 66,00050,000 64,900 2011 2021 2031 64,000 Table 2. Glen Eira projected total households 62,000 TableSource: Department 2. Glen Planning Eira and projectedCommunity Development total Victoria households in Future 2012. April 2012. 59,900 60,000 Source: Department Planning and Community Development Victoria in Future 2012. April 2012.
58,000
56,000 55,200
54,000
52,000
50,000 2011 2021 2031 People
People14,000Table 2. Glen Eira projected total households
Source: Department Planning and Community Development Victoria in Future 2012. April 2012. 12,00014,000
12,00010,000
10,0008,000
8,0006,000
4,0006,000
4,0002,000
2,0000
4 9 4 4 4 4 4 4 4 Age group – – 1 19 2 29 3 39 4 49 5 59 6 69 74 79 8 0 0 5 – – – – – – – – – – – – – – – People 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 4 9 4 4 4 4 4 4 4 Age group – – 1 19 2 29 3 39 4 49 5 59 6 69 74 79 8 85 and over – – – – – – – – – – – – – 14,000 0 5 – – Table 3. Population10 15 by five-year20 25 age 30group 35 40 45 50 55 60 65 70 75 80 85 and over 12,000 TableSource: Department 3. Population Planning and Community by five-year Development Victoriaage ingroup Future 2012. April 2012.
10,000 Source: Department Planning and Community Development Victoria in Future 2012. April 2012. 2011 2031 8,000 2011 2031 6,000
4,000
2,000 Births
0 Births2,000 4 9 4 4 4 4 4 4 4 Age group – – 1 19 2 29 3 39 4 49 5 59 6 69 74 79 8 0 5 – – – – – – – – – – – – – – – 2,000 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 85 and over 1,800Table 3. Population by five-year age group
Source: Department Planning and Community Development Victoria in Future 2012. April 2012. 1,800
1,600 2011 2031 1,600
1,400
1,400
Births0
0 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2,000 – – – – – – – – – – –
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 – – – – – – – – – – –
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 1,800 Table 4. Birth notices within Glen Eira over the last 10 years TableSource: Department 4. Birth of Education notices and Early within Childhood Development’sGlen Eira Maternal over and Childthe Health last Service 10 Databaseyears 2011.
1,600 Source: Department of Education and Early Childhood Development’s Maternal and Child Health Service Database 2011.
1,400
0
2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 – – – – – – – – – – –
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
Table 4. Birth notices within Glen Eira over the last 10 years
Source: Department of Education and Early Childhood Development’s Maternal and Child Health Service Database 2011. People People 160,000 156,300 160,000 155,000 156,300 155,000 150,000 146,800 150,000 146,800 145,000 145,000 140,000 138,400 140,000 138,400 135,000 135,000 130,000 130,000 125,000 125,000 2011 2021 2031 2011 2021 2031 Table 1. Glen Eira population projections 2011–2031
TableSource: Department 1. Glen Planning Eira and populationCommunity Development projections Victoria in Future 2012.2011 April– 2012.2031 Source: Department Planning and Community Development Victoria in Future 2012. April 2012.
Glen Eira Community Plan Page 7
As the population ages, Households Households 66,000 ‘‘ 64,900 there is projected to be 66,000 64,000 64,900 64,000 62,000 a lower proportion of 62,000 59,900 60,000 59,900 60,000 families with children and 58,000 58,000 The rate of change in the number of households in Glen Eira is projected 56,000 to exceed55,200 the rate of change in the population as the average household 56,000 a higher proportion of lone 55,200 54,000 size gradually decreases over the projected period. As the population 54,000 ages, there is projected to be a lower proportion of families with children 52,000 person and couple-only 52,000 and a higher proportion of lone person and couple-only households. 50,000 Table 3 (below) Population by five-year age groupshows how the age 2011 2021 2031 50,000 structures are changing from 2011 to 2031. It is clear that as the current 2011 2021 2031 households. generations progressively age they will make up a larger proportion in Tablethe 55 to2. 84Glen age cohort.Eira projected total households TableSource: Department 2. Glen Planning Eira and projectedCommunity Development total Victoria households in Future 2012. April 2012. TableSource: Department4 (below) Planning Birth and notices Community within Development Glen Eira Victoria over in Futurethe last 2012. 10 April years 2012. taken from the Department of Education and Early Childhood Development’s Maternal and Child Health Service Database, shows an increase within Glen Eira over the last 10 years, peaking at 1,858 births in 2007–2008. Since then the number of births in Glen Eira has remained steady, however rates are predicted to gradually decline over the next 15 years (see Table 1).
People People 14,000 14,000 12,000 12,000 10,000 10,000 8,000 8,000 6,000 6,000 4,000 4,000 2,000 2,000 0
0 4 9 4 4 4 4 4 4 4 Age group – – 1 19 2 29 3 39 4 49 5 59 6 69 74 79 8 0 5 – – – – – – – – – – – – – – – 4 9 10 4 15 20 4 25 30 4 35 40 4 45 50 4 55 60 4 65 70 75 80 4 Age group – – 1 19 2 29 3 39 4 49 5 59 6 69 74 79 8 0 5 – – – – – – – – – – – – – – – 85 and over 10 15 20 25 30 35 40 45 50 55 60 65 70 75 80 Table 3. Population by five-year age group 85 and over
TableSource: Department 3. Population Planning and Community by five-year Development Victoriaage ingroup Future 2012. April 2012. Source: Department Planning and Community Development Victoria in Future 2012. April 2012.
2011 2031 2011 2031
Births Births 2,000 2,000
1,800 1,800
1,600 1,600
1,400 1,400
0 0 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 – – – – – – – – – – – 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 2011 2000 – 2001 – 2002 – 2003 – 2004 – 2005 – 2006 – 2007 – 2008 – 2009 – 2010 –
2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010 Table 4. Birth notices within Glen Eira over the last 10 years
TableSource: Department 4. Birth of Education notices and Early within Childhood Development’sGlen Eira Maternal over and Childthe Health last Service 10 Databaseyears 2011. Source: Department of Education and Early Childhood Development’s Maternal and Child Health Service Database 2011. [I’d like Council to]‘‘ reduce our carbon footprint through solar power and water tanks. A community member’s contribution to the Community Plan. Glen Eira Community Plan Page 9
Demographic changes and future planning implications
Ageing population impact disability access infrastructure such as footpaths, disabled parking and shopping strips. All local service providers must ensure that both An increased life span combined with decreasing birth rates leads to services and information remain accessible and relevant for all an ageing population and this has significant implications for individuals, members of the community including those with a disability. families and governments. Individuals will enjoy longer retirement and will want access to services that keep them healthy, active and engaged into their later years. Climate change Ageing populations will require additional home and community care Climate change and the new carbon tax are likely to drive changes in the services so that residents can safely remain in their own homes. Additional way we all live in the community. The Government is likely to mandate residential aged care facilities will be required when the ageing population increased taxes and fees on environmentally damaging activities and requires additional care or nursing supports. provide incentives for environmentally sustainable activities. Council will be required to support these changes through its waste management, Positive ageing allows older adults to realise their potential for physical, parks, street trees, street lighting services and infrastructure and in its social and mental wellbeing throughout their life and to participate in own operating activities. This will require services to adapt and change society according to their needs, desires and capacities, while providing to remain sustainable in the future. them with adequate protection, security and care when they require assistance. The Glen Eira Ageing Strategy provides information about how Council will address these issues. Skills shortage It is recognised that loneliness, social isolation and lack of education There are significant and growing skills shortages across Australia in greatly increase an older person’s risk of disability and early death. More the areas of engineering, public health, residential aged care, home and services will be required to ensure older adults can continue to engage community care, childcare and town planning. Demographic data suggests with the local community, maintain levels of physical activity, share their that the ageing workforce and the likely retirement of large numbers of knowledge and skills with younger generations and continue their lifelong baby boomers will mean a continuing skills shortage. The challenge for learning experience. Council will occur when significant numbers of the current workforce retire, leaving a number of skills gaps that may not readily be available in the Australian workforce. Housing and development A community member’s Glen Eira has a high proportion of lone person households when contribution to the Government co-operation Community Plan. compared against the Melbourne metropolitan average and this trend is expected to further increase as the population ages. The population In the past other levels of Government shifted costs onto councils will also increase by more than 10,000. Due to changing family types and and reduced councils’ ability to address local problems. Other levels decreasing household sizes, it is estimated that an additional 7,250 private of government have either legislated councils to assume additional dwellings will be required by 2026. responsibilities, changed legislative frameworks in such a way as to impose additional costs to councils, or reduced or withdrawn financial Additional dwellings required to support population changes in the future support for services. will impact upon Council’s town planning, traffic, parking, assets and infrastructure services. If this trend continues, the demand placed on Council’s functions and roles will outstrip its financial capabilities. Local Government collects three per The appropriateness of new development and maintaining heritage of cent of all taxes in Australia and a higher proportion of the taxes already local housing continues to be a strong concern of local residents. Council paid by people must be provided to fund more expensive priorities. needs to work with the State Government to ensure Victorian planning An improved level of co-operation between governments is required controls appropriately balance the needs of current and future residents. to ensure that Council activities remain financially sustainable and meet the needs of current and future generations. Traffic and transport Transport, parking and traffic continues to be a high community priority Community engagement including traffic congestion, improved public transport, improved cycling Within the local community there is a rich diversity of different paths and pedestrian safety. The City is serviced by an arterial road perspectives, skills, knowledge and experience that can be used to network and local streets as well as public transport with three train lines, solve local issues, strengthen the broader community and improve the four tram lines and numerous bus routes. delivery of services. The (VISTA) Victorian Integrated Survey of Travel and Activity 2009 Council will continue to work with the community on an ongoing basis commissioned by the Department of Transport reveals that 72 per cent to ensure that local ideas, concerns and aspirations are listened to and of all trips in Glen Eira during a weekday are undertaken as a car driver understood and that community knowledge is harnessed for the benefit or passenger, 10 per cent use public transport, 15 per cent walking and of all. Residents identified community consultation and engagement as two per cent use a bicycle. These facts reveal opportunities to target and a key issue through the consultation process undertaken to inform the promote sustainable transport options. development of this Plan. Meaningful community engagement strengthens the community by Disability engaging citizens in the democratic process and by providing opportunities An estimated 18,450 people or 15 per cent of the population in Glen Eira to express their points of view. Participation in civic life is also recognised has a disability. It is estimated that this will increase to approximately as being central to good health, developing strong and supportive 20 per cent in the future largely due to an ageing population. This will networks and creating a positive community spirit.
excellent or good. or excellent
quality of life as as life of quality residents rated their their rated residents
‘‘ Eira Glen 10 in Nine Glen Eira Community Plan Page 11
Community consultation
To identify community needs, Council initiated an extensive community consultation and research program from November 2011 to February 2012 that included: • A random phone survey of a representative sample of 500 residents conducted by an independent social research company in November 2011, to gain a broad understanding of the Glen Eira community. Information gathered included overall feelings of wellbeing, likes and dislikes of where residents live, priorities for action to preserve, maintain or fix areas of concern to residents and assessing the importance of issues for future planning. To ensure the interviews were representative of the Glen Eira population, a stratified random sample was undertaken, with quotas by age, gender and suburb. • Three focus group discussions of a dozen residents each for an hour and a half were also conducted as part of this research, to provide further qualitative data on the major themes identified in the telephone survey. • Six community meetings were conducted in February 2012 to enable residents to raise other issues of concern associated with Council’s strategy or services. A total of 341 residents attended these community forums. • An online consultation titled Have Your Say enabling residents to provide their contributions associated with Council’s strategy or services was open for the month of February 2012. In total, the online consultation tool obtained 62 registered participants, 1,136 site visits, and 267 recorded comments. The diagram below best represents the community consultation process adopted for the development of this Community Plan and the number of participants.
Phone survey and focus groups The phone survey was designed to: • identify what people like about where they live; • identify what people dislike about where they live; • obtain rankings of how they feel about 37 attributes of living in Glen Eira; • seek ideas on how to enhance or maintain the likes and how to fix the dislikes;
500 Telephone Surveys Representative sample of the Community
Three Focus Groups Explore local issues in depth
Council strategic Six Community Forums objectives developed 341 participants in response to 1439 comments captured consultation outcomes
Online Have your Say consultation 62 registered participants 267 comments
Consultation Committee Community Representatives and Councillors Page 12 Glen Eira Community Plan
• obtain an assessment of the relative importance of future planning issues for Glen Eira; and • assess and establish a benchmark of overall wellbeing. The research concluded that: To ensure a broad understanding of community needs, the focus of this “The attractions of Glen Eira are strongly associated survey was on Glen Eira as a community and not specifically on Council with its convenient location and quiet ambience. and its areas of responsibility. The survey found that residents are generally Glen Eira appeals as it is a centrally located area with content with living in Glen Eira, reasons for this focused around its convenient access to the majority of Melbourne’s convenient location and relaxed environment. It appeals to residents as it is features. It is very much a residentially based centrally located, close to Melbourne’s CBD, beaches and main attractions. community which meets most of its residents’ needs. Overall, the survey found that Glen Eira has a satisfied community due to There are, however, some emerging issues which the following attributes: appear to be becoming more pressing over time. • there are no extremes of service inadequacy; Residents are expressing increasing disquiet through a number of questions about the issues of • it provides a quiet and private lifestyle; development and increasing residential density, and • it has interesting shopping and restaurant options, both within its of the quality of that new development. boundaries and close by; and While there is strong and rising approval for public • it is relatively green, with several parks, gardens and recreational transport connectedness, issues around traffic facilities. are causing increased concern, around increasing The full report can be found at www.gleneira.vic.gov.au volumes of traffic, issues around parking, and around the congestion caused at a number of railway crossings.” Wellbeing Nine in 10 Glen Eira residents rated their quality of life as excellent or good. The key drivers of this wellbeing in order of importance were: • feeling of belonging and sharing in the community; • vibrant and cosmopolitan lifestyle; • recreational facilities; and • consideration given to facilities for young people. Community meetings and online consultation Living in Glen Eira: what people like and dislike The six community consultation meetings were held in neighbourhood areas allowing local residents to have an input into the Community Plan as Respondents were asked (unprompted) to think about the things they like well as the opportunity to discuss local issues. A total of 341 participants and dislike about living in Glen Eira. The key attractions were convenient attended the six consultation sessions. location, access to public transport, peaceful environment, lifestyle (parks, gardens, shopping areas), community (including good neighbours and These six community consultation sessions were advertised in Glen feelings of safety) and local amenities. Eira News, local Leader newspapers, Council’s Community Consultation e-newsletter, 12 community signs erected across the City, Council’s Healthy The most commonly mentioned dislikes were: traffic and parking related Ageing Newsletter, Home and Community Care Newsletter and Connect issues, over development and the environment (noise and cleanliness). newsletter, on Council’s website and through a letterbox drop to all Respondents were asked to rate their level of satisfaction with living in Glen Eira households. Glen Eira across a range of 37 attributes. The attributes where there The consultation meetings allowed Council to gain an understanding of was a relatively high demand for improvement (needs some or a lot of local priorities, community satisfaction with living in Glen Eira and how improvement) were: to make the City a better place to live in the future. The forums were • traffic volumes- 40 per cent; introduced by the Mayor and facilitated by an independent consultant experienced in running community meetings. Councillors and senior • the quality of new property development - 34 per cent; Council staff also attended the forums. Council officers recorded a total • the amount of new property development - 34 per cent; and of 1,439 comments during the sessions. • appearance and safety of railway stations - 33 per cent. Participants were asked to identify their top three issues or concerns and share them with their group. They were then asked to discuss local issues in more detail. Participants were then asked to discuss what they would Future planning like to see in Glen Eira in five to 10 years’ time. To determine community priorities for future planning, respondents were Glen Eira residents were also provided with the option of using an online asked to rate a series of seven attributes in terms of their importance consultation tool. The website, called Have Your Say, allowed residents and which they thought were the most important. Respondents could to make submissions through Council’s website during the month of nominate up to three issues as being most important. The highest rated February 2012. issues were: The following five specific questions were asked: • Helping older people to pursue their lifestyles in Glen Eira - 96 per cent very or quite important. One quarter of respondents rated this • What are the issues affecting your neighbourhood? in their top three most important issues. • What are the priorities of your community? • Encouraging sustainable use of energy and water - 94 per cent very • What do you like about the area where you live? or quite important. One quarter of respondents rated this in their • What do you dislike about the area where you live? top three most important issues. • What would you like to see in five years time? • Developing facilities and services for young families - 92 per cent very or quite important. Almost one quarter (23 per cent) of In total, the online consultation tool obtained 62 registered participants, respondents rated this in their top three most important issues. 1,136 site visits and 267 comments were recorded. Glen Eira Community Plan Page 13
Issues affecting the local community Vision for Glen Eira All comments and issues raised by participants who came to the six Participants of the community forums and online consultations were asked community sessions and participated in the online consultation process what they would like to see in five years’ time. The following statements were analysed and grouped together to identify common themes that summarise the most commonly raised visions for the future: are important to the community. The themes are listed below, in no • A greener City, more open space with more trees in our parks and particular order: in our streets. Services to support the community: customer service and • Preservation of neighbourhood character and heritage of the area. services for family, youth and the aged, including library upgrades, more childcare services and more activities for youth. • Less traffic and parked cars with grade separation at railway crossings. • More community co-operation, inclusiveness and people working Traffic, parking and transport: residential parking permits, together to create a strong sense of community. enforcement of parking and speed restrictions, more bike paths and safer crossings. • Improved public transport, less people using cars and more people using bicycles on connecting bike lanes throughout the City. Development: maintaining neighbourhood character, increased amount • Community and Council working to improve environmental of multi-developments and the impact on infrastructure and building and sustainability through initiatives such as water tanks, solar lighting and planning enforcement. energy efficient housing and community assets. Governance: open transparent decision making, greater community • Quality services and facilities for young people, families and the aged. consultation and more community involvement in addressing local issues. • Continued community engagement and consultation on important local issues. Recreation and open space: more open space and greenery, ensure safety in open spaces eg. more lighting, more recreational facilities and • Adequate parking within the City particularly around train stations retain Carnegie Swimming Pool. and shopping centres; and • Clean and safe City with quality infrastructure that supports local Waste, graffiti and cleanliness: dumping of hard rubbish, graffiti residents and attracts visitors. management, waste and recycling and increasing the cleanliness of shopping strips.
Sustainable community assets and infrastructure: environmental sustainability, drainage improvements, improving appearance of streetscapes and shopping centres, more street trees and increased lighting. The main priorities identified Community building and engagement: greater community engagement and cohesion, clearer community consultation and development of a stronger sense of community. by participants included
These key community themes form the structure under which this Plan has been developed and Council services and strategies are listed under addressing traffic congestion each theme in the strategic objectives and strategies section of this Plan. issues, maintaining What residents like about Glen Eira neighbourhood character,‘‘ Participants were happy with leafy green suburbs, parks and recreation facilities, Carnegie Swimming Pool, Council’s green waste bins, good access ensuring the cleanliness of to public transport and great local cafés and restaurants. our suburbs, more street Issues to be addressed trees and more opportunities The main priorities identified by participants included addressing traffic congestion issues, maintaining neighbourhood character, ensuring the cleanliness of our suburbs, more street trees and more opportunities for the community to for the community to come together. come together.
Advocacy Participants of the community forums highlighted the following issues on which Council needed to advocate to other levels of government to improve Glen Eira: • grade separation at railway lines; • improved planning controls and laws; • more police presence to control speed and crime; • improved public transport system; • improve cleanliness of railway stations and railway lines; • removal of graffiti from State Government owned land; • improved safety at railway crossings; and • improved speed limits and controls on major roads. Page 14 Glen Eira Community Plan Glen Eira Community Plan Page 15
Strategic objectives and strategies
Theme 1: Services to support the community
Theme 2: Traffic, parking and transport
Theme 3: Town planning and development
Theme 4: Governance
Theme 5: Recreation and open space
Theme 6: Waste, graffiti and cleanliness
Theme 7: Sustainable community assets and infrastructure
Theme 8: Community building and engagement [I’d like] More aged ‘‘ care facilities and better support for older persons.
A community member’s contribution to the Community Plan. Glen Eira Community Plan Page 17
Theme 1: Services to support the community
Customer Service and services for family, youth and the aged
Managing resident and ratepayer requests and Strategic objective complaints is a Council priority. Residents and To maintain high quality service standards and ratepayers visit the Customer Service Centre, call, deliver universal services that support the community, email or submit an online request. Council has a particularly the needs of families, youth, senior citizens Customer Request System to track, respond and report and people with a disability. all customer requests and complaints. Residents can contact the Customer Service Centre at any time to be updated on their request. Strategies Council provides a broad range of services to the community which best meets the interests and needs of families, youth and the aged. • Continue to provide a comprehensive range of community services that are responsive to the needs of the community. To ensure that these services are delivered efficiently and to meet • Encourage residents to raise issues through letters, emails community needs, Council has developed a number of plans which assist and calls to the Service Centre, and provide timely and in service delivery. These detailed plans are available on Council’s website informative responses. and further information is available in Appendix 1. • Deliver children’s services that provide support, education and • Council has developed a (MEYP) in Municipal Early Years Plan improve health and wellbeing outcomes for young children partnership with the Municipal Association of Victoria (MAV) and and their families subject to State Government policies and the Department of Education and Early Childhood Development funding arrangements. (DEECD). This Plan identifies actions that will improve local planning, provide for the development and evaluation of early • Assist older people and people with a disability to maintain years’ programs and build stronger partnerships and networks healthy, active and independent lifestyles in their own home across the service system. and within the community. • Council has developed the Glen Eira Ageing Strategy that includes • Deliver a range of disability services that promotes community priority areas under which Council initiatives will be developed to inclusiveness and access for all-abilities. respond to the issue of an ageing population. • Ensure Council libraries provide a broad range of books, e-books, • The Glen Eira Municipal Public Health Plan brings together learning materials, access to technology, activities and programs information gathered through consultation with the community and that entertain, enrich and develop the community. local health agencies and identifies a range of initiatives to respond • Implement a range of centre and school-based programs to to the health and wellbeing needs of local residents and ratepayers. engage young people aged 10 to 25 years and encourage • The Glen Eira Community Safety Plan aims to improve safety in active participation. public places, enhance crime prevention, improve public health and • Provide youth work support to young people and families to safety and increase community awareness about local safety issues: assist in positive development. Community safety contributes greatly to the health and wellbeing of the Glen Eira community. Advocacy • Glen Eira City Council aims to provide services and facilities that Federal Government are accessible to all people who reside, work in or visit the City and Council will advocate to the recognises that it has a responsibility to improve access for people Federal and State Government to State Government with disabilities.The development of a Disability Action Plan has meet the needs of residents and identified opportunities to enhance service and facility planning and ratepayers for the following provision, to eliminate barriers preventing participation and access by services to support the community: people with disabilities. • funding for children’s services including childcare and Services for young people and families include immunisation services, kindergarten services; maternal and child health services, childcare services and a youth program • funding for aged care facilities and home and community care that encourages young people to engage with their community. services to support the ageing population; Services for the aged include home and community care programs • funding to deliver comprehensive range of immunisation and to assist older persons to live independently within their own home, public health services; and attend social outings programs, exercise classes, senior citizens centres • accessibility and inclusion for people with a disability. and residential aged care facilities to assist the most vulnerable members of the community. Council’s four libraries are places where people can learn about the world around them. The libraries can help people expand their horizons by providing information, materials, services and programs that inspire, enrich, challenge and entertain.
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Theme 2: Traffic, parking and transport
Parking enforcement, safe crossings, local speed restrictions, speed treatments, parking in residential streets, residential parking permits, bike paths, bike safety, walking paths
Council provides a range of traffic management Strategic objective initiatives for the benefit of its residents and ratepayers. To promote the safe movement of pedestrian, bicycle Addressing safety is the most important task. The basis for achieving this and vehicle traffic in a way that minimises the impact is Council’s Road Safety Strategy (RSS). The RSS prioritises needed changes of traffic and parking on the local amenity and physical to the road system that will address identified safety concerns. Accident environment. history informs the RSS priorities. The RSS is a living strategy and priorities change with updated data. The general aim of traffic management is to calm traffic in local streets Strategies and direct through-traffic to the more major roads. • Improve safety and movement of road users and provide a fair Traffic measures used to achieve this aim include speed humps, traffic and equitable balance of parking. lights, pedestrian crossings, roundabouts, turn restrictions and splitter • Continue to promote walking, cycling and public transport options islands. An annual capital works budget bid is made to fund such works. in Glen Eira as alternatives to motor vehicle use. Other initiatives are designed to improve the amenity of residents. • Inform the community about local active transport options such The problem may be that residential streets are over parked with as pedestrian, bicycle and public transport options including those non-resident cars. This can be addressed by the introduction of restricted arising from consultations. parking together with a resident parking permit scheme. Such a permit • Improve safety around shopping centres, parks and schools by gives immunity to any restriction. Before any such scheme is introduced, maintaining safe school crossings and installing traffic management residents are consulted. The scheme would only proceed where clear treatments to protect vulnerable road users such as children and resident support is evident. older residents. The management of roads is shared between Council (local roads) • Plan, construct and maintain interconnecting bike paths and and VicRoads (major roads). For those roads under the control and lanes to facilitate safe bicycle transport options bearing in mind management of VicRoads, Council advocates for VicRoads to address the need to facilitate safe traffic flow. known traffic related concerns. • Improve road safety and manage congestion on the local Council also has a role to play in advocating for improved public transport road network. services. Realistically car ownership, the basic reason for traffic congestion and car parking shortages, will only decline when good alternative Advocacy transport options are available. Public transport is a key alternative Federal Government to the car. Council will advocate to the Federal and State Government to meet the Council is also committed to improving walking and bicycle riding as needs of residents and ratepayers for State Government legitimate transport forms. Two important Council strategies help to the following traffic, parking and transport deliver an improved walking and bicycle network. The two strategies are infrastructure and services: the Towards Sustainable Transport Strategy and the Bicycle Strategy. • improved public transport services in Glen Eira including a bus Parking demand outstripped parking supply within Glen Eira many years route to Glen Eira Sports and Aquatic Centre; ago. This leads to the need to constantly balance parking opportunities • improved operation of intersections of railway lines and major for all within the city be they residents, shop-keepers and their staff, roads (eg. grade separation or boom gates down for shorter customers, workers or visitors. periods consistent with safety); Transport and town planning are closely linked. For example, justification • adequate provision of parking for new developments; for higher density dwellings is often based on proximity to public transport. • advocate for improved railway stations and their surrounds; and There is a need for transport decisions to reflect planning policies and vice versa. • funding for active transport modes (ie. pedestrian and bicycle).
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Theme 3: Town planning and development
Neighbourhood character, overlays, eco-friendly developments, building and planning enforcement
Town planning is concerned with managing use and Medium density dwellings are directed to Housing Diversity areas which development of land. It does this through the provisions include the above activity centres. Housing Diversity policies are designed of the Glen Eira Planning Scheme. The Planning Scheme to temper the rate of change to ensure new development is appropriate comprises maps (zones and overlays) and written to an emerging neighbourhood character. controls and policies (ordinance). Council’s Minimal Change and Housing Diversity policies are valued in that they provide future certainty for developers and residents alike. Combined, Planning schemes contain an integrated set of policies set out by both the the policies lead to a planned and managed method of controlling the rate State Government, and Local Government. The planning system requires and extent of new development. councils to exercise a wide range of discretions in its day-to-day decision making. Good, clear policies result in outcomes that align with the strategic A town planning assessment often involves input from other professionals plans of a council. including urban design, traffic engineering, heritage and landscape architecture. It is up to the Council’s town planner to make a decision/ The underlying control mechanism is the grant or refusal of a town recommendation by balancing these inputs together with considering both planning permit. Council must direct advertising of an application if it state and local planning policy. considers the grant of a permit may cause detriment to any other person. This means that neighbours are sometimes directly notified, a sign appears on the land subject to the application and for major proposals a Strategic objective notification in a local newspaper occurs. To manage the rate and extent of change to the built All Council town planning decisions are subject to appeal. Both applicants environment consistent with state and local planning (developers) and neighbours opposed (objectors) to any development policies to achieve a diversity of housing as sympathetic can lodge an appeal with VCAT. Except on a point of law VCAT’s as possible to neighbourhood character. decisions are final. Town planning can be both complex and confusing. Not all development needs a town planning permit. For example, as a general rule, a single Strategies dwelling does not need a town planning permit. • Plan for a mixture of housing types that allows residents to meet their Good town planning policies evolve out of good community consultation housing needs in different stages of their life cycle within the City. and involvement. That is, there is a strong link between community • Enforce the provisions of the Glen Eira Planning Scheme and building planning/involvement and town planning policy development. Unfortunately control requirements across the City as well as compliance with any Council needs to work within constraints of state planning policy. planning permits. Council’s town planning policy must comply with state planning policy. • Ensure new multi-dwelling residential development is sympathetic to the A large part of the Glen Eira Planning Scheme is in fact State Government existing neighbourhood character in Glen Eira’s minimal change areas. planning policies and provisions. Council can only develop policies which • Strengthen town planning protection of residential areas identified are seen as consistent with state policy. as having significant character. Council’s overarching local policy is set out in its Municipal Strategic • Reduce the intensity of residential development within Housing Statement (MSS). The MSS by nature is general in its stated intent, which is Diversity areas which interface with minimal change areas. to achieve appropriate and orderly planning outcomes for the City. • Encourage and support community involvement in the planning Council has been successful in moderating state planning policy with respect permit application process. to residential development. This has been achieved by differentiating the City • Provide an opportunity for all residents to be informed and to into two broad categories called Minimal Change and Housing Diversity. participate in town planning applications where they (and others) object. Minimal Change areas comprise some 80 per cent of Glen Eira. As the • Provide a fair, transparent and inclusive town planning decision name implies the aim is to limit change thereby helping to retain the making process. valued neighbourhood character of these areas. The general intensity • Ensure residents and ratepayers have access to simple and easy of development is limited to one or two dwellings in a Minimal Change to use information about the Council town planning process, the area. Within Minimal Change areas, Council was successful in gaining responsibilities of developers and how to participate in the process. state approval to moderate the state’s town planning residential code • Undertake community consultation and engagement to ensure the Glen (Res Code). For example, Council requires that new developments have Eira Municipal Strategic Statement, Glen Eira Planning Scheme and town site coverage of only 50 per cent whereas the State Government Res planning process meets the needs of local residents and ratepayers. Code requirement is 60 per cent. Site coverage is the percentage of the site allowed to be covered by buildings. Council requires 60m² private • Encourage environmentally sustainable design for new buildings. open space per dwelling whereas the normal Res Code requirement is only 40m². Council requires a four metre minimum rear setback for Advocacy developments to provide opportunities for canopy trees whereas the Federal Government normal Res Code does not require any setback distance. Council will advocate to the Federal and State Governments to meet the needs of State Government The State Government’s strategic plan for Melbourne identifies activity residents and ratepayers for the following: centres as locations where more intense and diverse development can occur. These centres are located around transport nodes and shopping • changes to state planning policies where Council considers reasonable centres. In Glen Eira, the four largest activity centres are the Urban Villages community desires and expectations are at odds with existing state of Carnegie, Elsternwick, Bentleigh, and an area around Caulfield Railway planning policies; Station known as the Phoenix Precinct. Glen Eira has a hierarchy of • Council planning decisions to be given greater weight before VCAT; and centres ranging from the top level Urban Villages to lower order centres • increase permeability requirements especially in special building overlays. known as Neighbourhood Centres, and Local Centres.
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Theme 4: Governance
Strategic planning, responsible financial management, open transparent decision making, community reporting and risk management
Good governance means that the structures, Strategic objective activities and operations of the Council are conducted To ensuredeliver the strong continued local delivery leadership of the best and quality governance services, Council in an in accordance with principles of legal compliance, openneeds toand attract, responsible develop and manner retain staff in theto meet best current interests and future of probity, transparency, accountability and with respect theneeds. community. Council must also meet statutory responsibilities to ensure a safe for residents and all stakeholders. working environment for all staff. A key focus of Council operations is to ensure it meets its legal, financial Strategic objective and social responsibilities. Council acknowledges the need to be publicly Strategies accountable for providing the community with high standards of service To • Inform the community about Council’s roles and activities through and leadership. a broad range of media. Council has established a broad range of structures, reporting practices, •Strategies Maximise capital investment while continuing to keep operating roles and accountabilities to enable good governance. These include — costs and rates below the average of neighbouring councils. Long Term Financial Strategy, Risk Management Strategy, Councillor Code of Conduct, the Council planning and budget process and the Audit • Ensure that Council complies with financial and performance Committee structure. reporting requirements. Key governance approaches and strategies include: • Ensure that Council adheres to the Charter of Human Rights. • Establish an effective monitoring and review process for the • Council’s Long Term Financial Strategy — Council is required by the Glen Eira Community Plan to check and report progress towards Local Government Act to prepare a Strategic Resource Plan covering community needs. long-term financial resources and including key financial indicators for at least the next four financial years to support theCommunity • Ensure the outcomes of all Council Meetings are readily accessible Plan. The Strategic Resource Plan takes the strategic objectives and to members of the community, to maintain transparency and strategies as specified in theCommunity Plan and expresses them responsible governance outcomes. in financial terms over 10 years. • Implement Council’s Risk Management Strategy to ensure that risk • Council’s Risk Management Strategy has been developed to minimise is effectively managed throughout the organisation. losses and maximise opportunities. It identifies, analyses, monitors • Continue to implement Occupational Health and Safety strategies and communicates risks associated with the activities, functions and to provide a safe workplace and protect staff from injuries. processes of Council. (Refer to Appendix 1) • The Glen Eira City Council Councillor Code of Conduct outlines the role of the Council and gives an overview of Councillor responsibilities in accordance with the Local Government Act 1989. The Code includes guidelines for rules of conduct, Council decision making and the use of Council resources. It also includes procedures for disclosure of interests and conflicts of interest. • This Community Plan includes strategies and actions to ensure Council is transparent and accountable for the resources used for these purposes. The Community Plan is reviewed and reported on each year in Council’s Annual Report, and provides a strategic overview of Council’s priorities in coming years. • Council’s Annual Report provides a detailed account of Council’s performance, achievements, disappointments, approach to emerging challenges and stewardship of public monies. Council’s Annual Report is available from Council’s website www.gleneira.vic.gov.au and Town Hall. • The Audit Committee is designed to play a key role in assisting Council to fulfil its governance and overseeing responsibilities, ethical practices and accountability requirements. The Committee’s role is to report to Council and provide appropriate advice and recommendations on matters relevant to its Charter to facilitate decision making by Council in relation to the discharge of its responsibilities. • The Charter of Human Rights and Responsibilities is a Victorian law that sets out the basic rights, freedoms and responsibilities of all people in Victoria. It requires local councils to consider human rights when they make laws, develop policies or provide services. The Charter gives legal protection to 20 fundamental human rights, such as the right for people to have a fair trial, the right to say what they think, the right to join groups and meet freely, and the right to enjoy their culture. [I’d like Council‘‘ to] install recreation areas for young people in our parks... A community member’s contribution to the Community Plan. Glen Eira Community Plan Page 25
Theme 5: Recreation and open space
Recreational facilities, trees, gardens, park maintenance, dog off-leash areas, playgrounds, ovals and water conservation
The City of Glen Eira offers residents a variety of health and wellbeing, reduce the economic impact of lifestyle related recreational opportunities across the City’s 68 parks, diseases and provide individuals with a sense of belonging, support 45 playgrounds and 45 sportsgrounds that collectively and social interaction. cover 163 hectares. Recreational facilities in Glen Eira are large consumers of water and In addition, Council monitors and maintains a number of leisure electricity. Water is required to maintain ovals and parks while heating facilities including the new Glen Eira Sports and Aquatic Centre, and lighting are required for pavilions. Council must ensure that water Carnegie Swimming Pool, Caulfield Recreation Centre, Duncan and electricity consumption is minimised. Mackinnon Athletics track, Packer Park Velodrome, eight community The increasingly diverse range of activities and additional sports usage tennis courts and a number of golf practice cages. provides a challenge for Council’s ongoing maintenance, management and development of open space. As the demands on public open Open space is a vital community asset that provides benefit for the space increases, it will need to be managed to maximise public access whole community, from playgrounds for children and picnic areas for and to provide the widest range of user opportunities. families to sportsgrounds for the more active and stunning gardens for walking and contemplation. The popularity of these spaces extends beyond the City with many parks having a regional appeal. Strategic objective The immediate benefits of open space are well documented such To enhance recreation facilities and open space as encouraging physical activity, social interaction and improving the to meet current and future needs of the wellbeing of the community. Increasingly, research is showing that local community. quality open space can increase property values, attract and retain businesses, attract and retain workforces, revitalise areas, boost tourism and create jobs. Strategies Residents are active users of open space and passionate about their • Upgrade or renew Council sporting pavilions in line with Council’s local parks. Usage extends from organised sport to a range of passive, Priorities for Pavilion Upgrades Report to provide clubs and groups unstructured activities, with some of the more popular pursuits with access to relevant and appropriate facilities and amenities. including walking, cycling, jogging, dog walking and using one of the 45 playgrounds. Council will continue to ensure parks support a • Implement an annual capital works program in relation to the diverse range of opportunities and balance the needs of all users. open space and sporting facility upgrade. • Develop a new Glen Eira Long Term Open Space Strategy. The City of Glen Eira has the lowest amount of open space of any city in Melbourne and Council will actively seek new opportunities • Provide access to Council facilities (including sporting grounds to increase and optimise open space for residents. This can be and pavilions) for community activities and sport. often achieved through forming partnerships with State Government, • Ensure the availability of a diverse range of passive recreational state agencies, businesses or local community groups. For example, opportunities in local parks that meet the needs of the community. Council has worked with the Melbourne Racing Club to provide more public use of the centre of Caulfield Racecourse for passive • Provide a range of leisure and aquatic programs at Glen Eira open space recreation. Sports and Aquatic Centre and Carnegie Swim Centre that meet the needs of the community. Glen Eira Sports and Aquatic Centre (GESAC) is the single largest capital works project embarked upon by Glen Eira City Council in • Work with key stakeholders to reduce water and energy its history. The facility provides leisure, recreation and wellbeing consumption required to maintain parks and sporting facilities. opportunities for all segments of the community — people aged • Continue a program of upgrading or redeveloping playgrounds six months to 75 and beyond. GESAC is one of Australia’s premier to ensure that a diverse array of play opportunities for children sports and aquatic centres and features state-of-the-art aquatic, fitness, of all-abilities is provided. sports, rehabilitation, wellness, café and occasional care facilities. • Continue to provide a balance of both on and off-leash areas Council’s continuing program of upgrading or redeveloping for dogs across the City and educate pet owners on responsible playgrounds will ensure that a diverse array of play opportunities pet ownership. for children is provided. In addition to play opportunities, playgrounds • Continue to maintain and improve facilities in parks. For example are often centres of community activity, where people can meet, lights and benches. socialise and connect. • Continue to plant and maintain trees and other vegetation in Council is the primary provider of community sports and recreation our parks. infrastructure and invests a significant amount in providing facilities that Federal Government meet the needs and aspirations of a growing and dynamic community. Council has developed a framework which guides the redevelopment Advocacy State Government or upgrade of all sporting pavilions. In the process, the concept of Council will advocate to the State sports pavilions being single purpose facilities will be replaced with the Government to address the following idea that pavilions are valuable community hubs, providing a range of recreational and open space needs of residents and ratepayers: recreation, social and sporting opportunities to the whole community. • more open space for the City of Glen Eira; and Council understands that sport and active recreation plays a much • adequate funding and support for local recreational and broader role than just providing physical activity opportunities. They sporting organisations. weave the social fabric on which communities are built, promote
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Theme 6: Waste, graffiti and cleanliness
Waste and recycling, hard rubbish collection, graffiti removal, litter and cleanliness of shopping centres
Council provides waste and recycling services to help Strategic objective residents and businesses dispose of waste appropriately. To maintain a safe, clean and attractive City. Council offers a range of kerbside bin collection services for garbage (collected weekly) and for recycling and green waste (collected fortnightly). Residents can make Strategies on-call bookings for collections of hard rubbish, bundled branches and bulk quantities of cardboard. Council also • Provide a comprehensive waste management program to runs drop off days for e-waste and toxic materials. ensure the safe and responsible removal and treatment of household waste. Council maintains a clean and safe environment for the community. Council provides litter bins throughout the City for convenience of • Develop and implement programs to reduce waste and the community and regularly cleans footpaths and kerbing in shopping increase rates of recycling within the community. centres and roads in local streets. • Undertake a review of Council’s hard rubbish collection service Council investigates both dumped rubbish and graffiti and supports to ensure that it meets the needs of local residents and keeps the community to remove these. Council’s activities include the streets clean and safe. programmed clean-up of graffiti from laneways using supervised • Deliver graffiti services that rapidly removes graffiti from Community Correctional Services clean-up teams helping the Council owned assets and assists local residents and businesses community remove graffiti from private property where resources to remove and prevent graffiti. allow and creating awareness of the need for graffiti prevention • Deliver a comprehensive cleaning, maintenance and renewal within Glen Eira. program for local shopping centres to ensure they remain Waste disposal to landfill is a major contributor to greenhouse attractive, safe and clean. gas emissions as well as an increasing cost burden for Council Federal Government and ratepayers. Council undertakes long-term planning to reduce community waste to landfill and minimise both cost and emissions Advocacy State Government from waste. Council will advocate to the State Government to address the Increasing recycling of e-waste (such as TVs and computers), green following waste, graffiti and cleanliness waste and food waste is an important focus for Council in both its needs of residents and ratepayers: community awareness raising activities and in planning for new services. Better recycling reduces waste to landfill, which reduces greenhouse • cleanliness of railway stations; gas emissions and allows valuable materials to be reused. • adequate lighting at railway stations; and • removal of graffiti on State Government owned assets.
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Theme 7: Sustainable community assets and infrastructure
Streetscapes, street trees, street lighting, local roads, footpaths, local drainage and character of shopping centres, community buildings and environmental sustainability
Maintaining community assets and infrastructure including a unique neighbourhood character, habitat for local fauna, is one of Council’s most important responsibilities. shade and reduction in greenhouse gas emissions. Infrastructure such as footpaths, nature strips, vehicle Council has developed a Street Tree Strategy that sets out the crossings, street signs, kerbs, channels and drainage long-term plans for street tree planting in Glen Eira. The Strategy are integral to a well functioning and safe community. aims to ensure street trees are appropriate to the urban character, The community also requires access to high quality that they remain healthy and it sets out how Council will address shopping strips, libraries, recreational facilities and the issues of aesthetics, maintenance, risk, heritage, conservation and senior citizens centres. environmental considerations. Over the last few years, Council has commenced an intensive program Building and lighting infrastructure is a major consumer of electricity of infrastructure renewal, gradually replacing and repairing the streets, and water. With the challenge of climate change, and rising costs, footpaths and drains to ensure their viability into the future. a major task is to improve the efficiency of infrastructure over time. Council needs to respond appropriately to the challenge of Upgrading, maintaining and renewing community assets is central preventing dangerous climate change including managing change to Council’s long-term strategy and is a major cost. Council within its own organisation. currently expends approximately $30 million per annum to address infrastructure renewal and complete major capital works. Council assets and infrastructure are valued at over $1 billion dollars Strategic objective (replacement costs). To maintain assets effectively, Council must To enhance and develop sustainable community assets continue to keep operating costs low, capital investment high, and infrastructure to meet the needs of current and advocate to governments, pursue all avenues of external funding future generations. and raise funds through contributions from developers. Council has developed an Asset Management Strategy that outlines how Council will manage community assets such as roads, footpaths, Strategies recreational facilities, parks, buildings and equipment. The Strategy sets • Deliver a strategic and informed program to renew, upgrade and out the level of asset renewal required and individual assets that will build community assets to meet the current and future needs of need to be replaced over the next five years (Refer to Appendix 1). the community. Council maintains more than 470 kilometres of local roads, • Maintain, renew and upgrade Council’s drainage system to reduce approximately 540 kilometres of drains and 22,000 drainage pits. the risk of flood damage. Council undertakes a range of services to ensure that stormwater • Maintain, renew and upgrade footpaths, crossings, street signs is discharged to Melbourne Water main drains. Council maintains and local roads to ensure safe movement of traffic, bicycles the existing drainage infrastructure by cleaning and repairing Council and pedestrians. drains and pits and upgrades and replaces drains as necessary. On average, Council proactively cleans about 30 kilometers of drains and • Improve the quality and cleanliness of Glen Eira’s major activity 6,000 pits per annum and attends to 800 to 1,000 drainage service and retail precincts to meet the needs of business, visitors and requests from the community. the community. Kerbs and channels form a barrier between road pavement and nature • Enhance leafy green streetscapes, road reserves and public places strips that aims to direct stormwater runoff into stormwater drains and that are clean, attractive and improve public safety. to protect the edge of the road from erosion. Council maintains nearly • Implement strategies to increase sustainability. eg. reduce the 833 kilometres of kerb consisting of concrete and bluestone. Council use of potable water, energy, waste and natural resources. regularly uses street sweeping machines to prevent the build-up of leaves and debris in the channels. • Continue to promote and support strategies to increase environmental biodiversity. The purpose of drains is to take water from Glen Eira to Port Phillip • Refurbishment of Elsternwick Library to ensure that it continues Bay. As Glen Eira has no frontage to the bay, Council’s drains run to function effectively into the future. into Melbourne Water drains. It follows that the effectiveness of a drainage system as a whole is the effectiveness of the local drains Federal Government (Council) and the main drains (Melbourne Water). To mitigate the risk of flooding Council has committed to continuing its $3 million Advocacy State Government rolling program to renew and upgrade its drains on a priority Council will advocate to the State basis. Council will also continue to work with emergency service Government to address the following asset organisations and Melbourne Water to develop a new Flood and infrastructure needs of residents and ratepayers: Management Plan and Flood Emergency Management Plan. • funding for children’s services including childcare and Street signs and street furniture contribute to the quality and safety of kindergarten services; streetscapes and open spaces in Glen Eira. Signs, seats, tables, rubbish • funding for aged care facilities and home and community care bins, bicycle racks, rest shelters and drinking fountains are common services to support the ageing population; items of street furniture installed by Council. • funding to deliver comprehensive range of immunisation and Glen Eira is widely recognised as one of Melbourne’s premier green, public health services; and leafy municipalities and Council works hard to maintain and promote • accessibility and inclusion for people with a disability. this reputation. Street trees provide many benefits to the community [I’d like] ‘‘ Opportunities for the community to come together, events and festivities. A community member’s contribution to the Community Plan. Glen Eira Community Plan Page 31
Theme 8: Community building and engagement
Community engagement, community consultation, community building, community connectedness, arts events and festivals
Community engagement provides an avenue for Strategic objective the community to become involved in local decision To build a strong connected community that actively making and encourages collaboration from all members participates and engages with Council to improve of the community. A Community Engagement Strategy outcomes for the community. has been developed to actively engage with the community and sets out the methodologies, tools and techniques used by Council. The Strategy also Strategies provides information about how the community can participate in consultations, how Council decisions • Provide a range of events, festivals and community celebrations to build social connectedness and promote community inclusion. are made, where decisions are published and how participants will be kept informed through consultation • Provide a range of initiatives and programs to build strong processes. (Refer to Appendix 1) connected community groups Council consultative processes aim to inform the community about • Support local community groups through the provision local issues and encourage the community to play an active role in of community grants to assist groups to meet identified the way Council delivers services for the future of Glen Eira. community needs. Council aims for consultation processes to be accessible and provide • Actively encourage and promote volunteering opportunities variety, flexibility and choice so that all members of the community within the local community and recognise the achievements can easily and readily engage with Council and express their views. of local volunteers. Fostering participation, a sense of community and the empowerment • Deliver a comprehensive range of community consultation of individuals builds a strong and resilient community. Community processes that provide all members of the community with connectedness and a feeling of belonging also contribute to the health the opportunity to participate. and wellbeing of individuals. • Review the Council Community Engagement Strategy and consultation process to ensure the community provides input Council provides a broad range of facilities, amenities, open space, to Council using up to date technologies and social media. activities and events that encourage community participation to cater for the wide variety of community interests. There are more than 400 • Communicate and engage with the local community by providing local community groups in Glen Eira providing social, recreational and accurate and up-to-date information about local issues and how cultural opportunities for the local community. These organisations play they will be addressed by Council. a vital role to help to build community spirit and social connectedness. Community based arts activities and cultural events build social Advocacy Federal Government cohesion, respect, community spirit and active local citizenship. Council will advocate to the Bringing the community together through creative partnerships Federal and State Government to increases community awareness of local issues, shared values and meet the needs of residents and State Government ideas helping mobilise communities to build community capacity and ratepayers for the following: capability. Council provides a diverse range of arts events and festivals including exhibitions, events and concerts to entertain engage and • advocate to the State Government for culturally enrich the lives of those who live, work, study and visit in funding for volunteering and community groups. the City of Glen Eira. Page 32 Glen Eira Community Plan
Appendix 1: Plans, policies and frameworks
Council has developed a range of plans and programs informed by Council’s Community Plan that provide a more detailed description of local issues, how Council will respond to the issues and the specific programs that will be delivered. All strategic plans listed are available from Town Hall and can be found on Council’s website www.gleneira.vic.gov.au
Asset Management Strategy Domestic Animal Management Plan
Council’s Asset Management Strategy outlines how Council will manage The Domestic Animal Management Plan is a legislative requirement community assets such as roads, footpaths, recreational facilities and of the Domestic (Feral and Nuisance) Animals Act 1994. The purpose parks, buildings and equipment to ensure that it continues to meet the of this Plan is to provide a strategic framework that delivers policy needs of the community — both short and long-term. direction for Council to consider in the advancement of responsible companion pet welfare and animal management.
Carbon Emissions Reduction Plan Environmental Sustainability Strategy This Plan outlines Council’s strategy to contribute to avoiding dangerous climate change. To do this, it assesses Council’s sphere This Environmental Sustainability Strategy plans for improved of control in regards to carbon emissions and outlines the practical environmental management and sustainability and builds on previous strategies and measures that Council will take. work by Council and the community to protect and enhance the local environment. The Strategy describes Council’s approach to corporate and community sustainability and identifies key performance areas that Community Engagement Strategy will be addressed by Council.
The Community Engagement Strategy demonstrates Council’s commitment to actively engage the local community through best Glen Eira Ageing Strategy practice consultation methods. It sets out clear guidance about how Council will engage with the Glen Eira community and outlines The Glen Eira Ageing Strategy promotes the participation of older Council’s approach to community engagement including the people in the community and outlines the key tasks that will be methodologies, tools and techniques. undertaken by Council to ensure that current and future generations of older people are able to maintain their health and wellbeing through access to local services. Community Safety Plan
The Glen Eira Community Safety Plan has been developed to enhance Glen Eira Bicycle Strategy the safety, security and wellbeing of all people who live, work and visit Glen Eira. The Plan aims to ensure that there is a planned approach to The Glen Eira Bicycle Strategy provides Council with a framework to community safety and crime prevention issues involving Council, key promote and encourage cycling as a viable mode of transport and agencies and the local community. healthy leisure activity. The Strategy also outlines an action plan to deliver a safe and extensive bicycle network in the City of Glen Eira.
Disability Action Plan Municipal Early Years Plan The Disability Act 2006 requires Council to develop a Disability Action Plan. The purpose of this Plan is to ensure that Council meets its A Municipal Early Years Plan is a plan designed to provide a strategic responsibilities under the Victorian Disability Act 2006 and to enhance direction for the development and co-ordination of educational, care Glen Eira as a place for people with a disability to live, work, visit, and health programs for children aged zero to six years in the City. pursue their leisure activities and contribute to community life. The Department of Human Services administers funding to Council for this Plan through the Municipal Association of Victoria. Glen Eira Community Plan Page 33
Municipal Emergency Management Plan Risk Management Strategy
The City of Glen Eira Municipal Emergency Management Plan was Risk management is a term applied to a logical and systematic method produced as a requirement of the Emergency Management Act 1986. of identifying, analysing, monitoring and communicating risks associated The Plan addresses the prevention of, response to and recovery with any activity, function or process in a way that will enable an from emergencies within the City of Glen Eira and is the result of organisation to minimise losses and maximise opportunities. A Risk the co-operative efforts of the Municipal Emergency Management Management Strategy has been developed to guide Council’s risk Panning Committee with assistance from a range of organisations management process. The Strategy is based on the major areas and individuals. of risk as indicated in the annual Civic Mutual Plus (CMP) Public Liability Assessment.
Municipal Public Health Plan Road Safety Strategy The Victorian Health Act requires Council to prepare a Municipal Public Health Plan every four years. The Municipal Public Health Plan The Road Safety Strategy aims to achieve a safe road environment identifies public health dangers and outlines programs and strategies in Glen Eira and to improve awareness of individual responsibility to prevent or minimise those dangers to enable people to achieve for road users. The Strategy also recognises the division of roles maximum wellbeing. and responsibilities between VicRoads and Council for arterial roads defined under theRoad Management Act 2004 and the implementation of road infrastructure works within Glen Eira. Municipal Strategic Statement
The Municipal Strategic Statement establishes the strategic planning Towards Sustainable Transport Strategy framework for Glen Eira. It outlines significant planning directions for the City and provides the strategic basis for the application of Council’s Towards Sustainable Transport Strategy reflects the importance the zones, overlays and particular provision in the Glen Eira Planning of transport to the community and aims to make sustainable travel the Scheme. It also provides the strategic basis of all decisions made by preferred choice in Glen Eira by making it easier and more attractive. Council in its role as a planning authority. In doing this, the Transport Strategy encourages increased use of sustainable transport modes (including public transport, cycling and walking) and decreased congestion and other problems caused by Priorities for pavilion upgrades over-dependence on cars.
An audit of pavilions was undertaken to provide an overview of the condition of each building, examine usage levels and functionality. The analysis established the priority order for each pavilion development. This assists asset management planning and the allocation and distribution of future financial resources for sports pavilions.
Public Toilet Strategy
Council’s Public Toilet Strategy provides a comprehensive examination of Glen Eira’s existing public toilets and outlines a series of guidelines for the provision and maintenance of public toilets in the City of Glen Eira. The Strategy also addresses public toilet issues identified by Council. Page 34 Glen Eira Community Plan Glen Eira Community Plan Page 35
2012‒2013 to 2021‒2022 Strategic Resource Plan
Purpose Council is required by the Local Government Act to prepare a Strategic Resource Plan covering long-term financial resources, and including key financial indicators for at least the next four financial years to support the Council Plan.
1. Background Glen Eira Council is characterised by: • low taxing (rates and charges); • low spending (recurrent); and • high investing (capital works investment). A comparison of key indicators with neighbouring municipalities, is set out in the table at Attachment A. The index which measures cost pressures faced by Local Governments, is at Attachment B, which shows cost increases forecast at 3.9 per cent for 2012-13.
2. Plan development Council has prepared a Strategic Resource Plan (SRP) for the 10 years 2012–2013 to 2021–2022 as part of its ongoing financial planning to assist in adopting a budget within a longer term framework. The SRP takes the strategic objectives and strategies as specified in theCouncil Plan and expresses them in financial terms for the next 10 years. The key objective, which underlines the development of the SRP, is financial sustainability in the medium to long-term, while still achieving Council’s strategic objectives as specified in theCouncil Plan. The key financial objectives, which underpin the SRP, are: • maintain existing service levels; • an increased ability to fund asset renewal requirements; • rate and fee increases that are both manageable and sustainable; • achieve sound operating results; and • maintain a base capital expenditure program of around $24million per annum. In preparing the SRP, Council has also been mindful of the need to comply with the following principles of sound financial management as contained in theAct : • prudently manage financial risks relating to debt, assets and liabilities; • provide reasonable stability in the level of rate burden; • consider the financial effects of Council decisions on future generations; and • provide full, accurate and timely disclosure of financial information. The SRP is updated annually through a rigorous process of consultation with Council service providers followed by a detailed sensitivity analysis to achieve the key financial objectives. Page 36 Glen Eira Community Plan
3. Assumptions Capital works program The Strategic Resource Plan is based on the following assumptions: • Rates revenue has been applied to ensure that capital expenditure is increased to address the infrastructure renewal gap and complete Operational some major projects. Included in the capital program is renewal • Rate revenue increases of 6.5 per cent per annum for 2012–2013 and and upgrade of Council’s major infrastructure assets such as roads 2013–2014 and 5.9 per cent per annum for 2014–2015 and 2015–2016. $3.8 million, drainage improvement program $3.91 million, footpaths Thereafter the increases are set at 5.0 per cent per annum. $1.73 million and local road resurfacing $1.15 million. • Waste management charges are levied on a cost recovery basis. Fee • Replacement of street lighting globes. This is the second stage increases have been set to recover the costs associated with the funding of the street lighting program with an allowance of landfill levy increase, carbon tax and increased garbage tonnages. $802,000 for the installation of new technology street globes in 2012–2013. Electricity and maintenance costs should be reduced • Conservative market rate increases of 4.0 per cent. by approximately $250,000 per annum and emissions reduced by • The Defined Benefit Superannuation Scheme (for pre-1993 about 1,870 tonnes (11 per cent to 15 per cent of Council’s reported employees) continues to meet prudential requirements. $1.5 million carbon footprint). Final stage funding of $350,000 in 2013–14 (final has been provided for over five years from 2012–13 to 2016–2017 installation stage). and then $1.5 million in full for 2017–2018. • Base capital program of around $24 million (excluding pavilions and • Election costs of $540,000 commencing in 2012–13 (every four years). major projects) — sufficient to close the renewal gap. • Changes to superannuation guarantee. The superannuation • Pavilion funding of $2 million per annum from 2013–14. guarantee rate will increase from nine per cent to 12 per cent, • McKinnon Kindergarten — extension of an additional playroom phasing in from 1 July 2013. There will be increments of 0.25 per $520,000 in 2012–2013 (includes external funding of $300,000 from cent in the first two years and 0.5 per cent thereafter. The rates the State Government Early Learning and Facility Upgrade Program). applicable to each financial year are outlined in the table below. The overall impact of this is estimated to be $1.6 million from • Bicycle Strategy — Council has provided for $350,000 in 2012–2013 2013–2014 to 2019–2020. and $400,000 thereafter. • Booran Road Reservoir — The SRP allows for the reinstatement and redevelopment of the Booran Road Reservoir site — $4 million in 2017–2018 and $3.5 million in 2018–2019. Year Superannuation guarantee rate (%) • Drought tolerant grasses in sports ovals — $650,000 in 2012–2013 and 2013–2014 and $700,000 from 2014–2015 onwards. 2013‒2014 9.25 • Radio Frequency Identification technology (RFID) — $593,000 in 2014‒2015 9.5 2012–13 and $383,000 in 2013–2014. • Council receives public open space levies under the Subdivision Act. 2015‒2016 10 Council will continue to spend far more on public open space than Council receives in levies. 2016‒2017 10.5 • Building renewal for the Glen Eira Sports and Aquatic Centre 2017‒2018 11 (GESAC) has been allowed from 2015 –16 onwards. • Major projects for 2012–13 including: 2018‒2019 11.5 ‒ Duncan Mackinnon — $1.09 million for Duncan Mackinnon 2019‒2020 12 Pavilion construction in 2012–2013 (plus carry forward amounts from 2011–12). ‒ Murrumbeena Playground Redevelopment $1.04 million • Income from the State Revenue Office for property valuations (government funding of $259,000). $340,000 in 2012–13 (every two years thereafter). ‒ Pavilions — $200,000 for design works in 2012–13 for Centenary Park. Glen Eira Sports and Aquatic Centre — (GESAC) ‒ Packer Park West Redevelopment (Stage 2) $225,000. • GESAC is to provide leisure, sport, recreation and health and wellbeing opportunities for the whole community. The Centre Cash Position will offer a number of different activity areas and programs that focus on building and promoting health and wellness for the whole • Cash holdings maintained at a minimum level to cover a certain community. These include relaxation, rehabilitation, leisure, learn-to- amount of ‘restricted assets’ or other contingencies. swim, swim training, gentle exercise, indoor sports, gym and fitness • Council has borrowed $25 million in the early part of 2011– 2012. class opportunities. The Centre is expected to generate income of Loan repayments of $2.9 million per annum have been included in $7.07 million and incur costs of $6.71million. The financial impact of the SRP. the Centre in 2012–13 is an estimated operating surplus of $357,000 (based on a full year of operations).
Glen Eira Community Plan Page 37
$’000$’000
50,00050,000
45,00045,000
40,00040,000
35,00035,000
30,00030,000
25,00025,000
20,00020,000
15,00015,000
10,00010,000
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0 0 20112011–2012–2012 20122012–2013–2013 20132013–2014–2014 20142014–2015–2015 20152015–2016–2016 20162016–2017–2017 20172017–2018–2018 20182018–2019–2019 20192019–2020–2020 20202020–2021–2021 20212021–2022–2022 ForecastForecast EstimateEstimate EstimateEstimate EstimateEstimate EstimateEstimate EstimateEstimate EstimateEstimate EstimateEstimate EstimateEstimate EstimateEstimate EstimateEstimate
FinancialFinancial Year Year
StrategicStrategic Resource Resource Plan Plan — —2011 2011/12/12–2021–2021/22/22
SurplusSurplus CapitalCapital works works Cash Cashflow from flow operationsfrom operations Cash Cashand investments and investments Debt Debtoutstanding outstanding
4. Financial resources • Service delivery strategy The preceding graph summarises the key financial results for the next Services levels have been maintained throughout the reporting 10 years as set out in the SRP for the years 2012–2013 to 2021–2022. period, with forecasted operating surpluses in every year. The financial statements include a more detailed analysis of the financial • Borrowing strategy (refer section 7) resources to be used over the 10 year period (refer Attachment C). Council has drawn down $25 million in the early part of 2011–12. The key outcomes of the SRP are as follows: Loan repayments of approximately $2.9 million will be made on an annual basis. • Financial sustainability Lease repayments of $54,000 relating to the lease of the strength Cash and investments are forecast to decrease in the years out to and cardio equipment for Glen Eira Sports and Aquatic Centre 2013–2014, due to the large investment in capital works projects (GESAC) have also been included in the SRP. (refer to Standard Cash Flow Statement in Attachment C). • Infrastructure strategy (refer section 8) • Rating strategy (refer section 6) Capital expenditure is increased to address the infrastructure Rates revenue increases of 6.5 per cent per annum for 2012–2013 renewal gap and complete some major projects. Excluding the and 2013–2014 and 5.9 per cent per annum for 2014–2015 aquatic centre redevelopment and pavilions, the average base value and 2015–2016. Thereafter the increases are set at 5.0 per cent for the capital program is approximately $24 million. per annum. • Waste Management Waste management charges are levied on a cost recovery basis. Fee increases have been set to recover the extra costs associated with the landfill levy increase, carbon tax, increased garbage tonnages, higher uptake of hard waste and bundled green waste. $’000
$50,000
$45,000
$40,000
$35,000
$30,000
$25,000
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Page$5,000 38 Glen Eira Community Plan
$0 2011–2012 2012–2013 2013–2014 2014–2015 2015–2016 2016–2017 2017–2018 2018–2019 2019–2020 2020–2021 2021–2022 Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Financial Year • Liquidity StrategicOver the Resourcelast few years, Plan Council 2011 has –20invested12 —heavily 2021 in –20its capital22 works program by fully utilising cash reserves. Council has fully borrowed $25 million to fund the construction of the Glen Eira Sports and Aquatic Centre (GESAC). Council will
continueSurplus to haveCapital a workslarge investmentCash flow from in operationscapital works projects. The liquidity ratio graph below expresses the level of current assets Council has available to meet itsCash current and investments liabilities. Debt outstanding Council’s short to medium-term forecast has the liquidity ratio remaining around one or 100 per cent until the end of 2014–2015. This means careful monitoring of the cash flow position to ensure current liabilities are adequately covered and that unanticipated or unbudgeted capital or operating expenses are avoided. There is a need for caution with cash flows in the short to medium-term.
Ratio
1.93 2.00 1.93
1.80
1.64
1.60
1.43
1.40 1.29 1.26 1.26 1.23
1.15 1.20 1.07 1.05 1.02
1.00
0.94 0.80 2011-12 2011–2012 2012–2013 2013–2014 2014–2015 2015–2016 2016–2017 2017–2018 2018–2019 2019–2020 2020–2021 2021–2022 Budget Forecast Estimate Estimate Estimate Estimate Estimate Estimate Estimate Estimate Estimate Estimate
Financial Year
Liquidity Management Working Capital Ratio 2011–2012 — 2020–2022
5. Non-financial resources In addition to the financial resources to be consumed over the planning period, Council will also consume non-financial resources, in particular human resources. The following table summarises the non-financial resources for the $’000 $’000 next 10 years. $60,000 Increases in staff numbers result largely from Council’s decision to internally manage the Glen Eira Sports and Aquatic Centre. Staff numbers are expected to grow marginally from 2011–12 onwards. $50,000
$40,000
Indicator 2011‒2012 2011‒2012 2012‒2013 2013‒2014 2014‒2015 2015‒2016 Budget Forecast Estimate Estimate Estimate Estimate $30,000 $'000 $'000 $'000 $'000 $'000 $'000 Employee Costs 51,841 50,405 56,277 58,322 60,617 63,090 Employee Numbers Number Number Number Number Number Number $20,000 (Equivalent Full-time Employees) 715 729 736 758 781 804 $21,920 $23,353 $20,715 $27,063 $30,373 $31,654 $35,338 $53,152 $48,321 $39,328 $32,184 $26,846 $27,520 $27,616 $26,881 $32,480 $32,934 $29,568 $30,679 $30,763 Indicator$21,920 $23,353 $20,715 $27,063 $30,373 $31,654 $35,338 $53,152 $48,321 $39,328 $32,184 $26,846 $27,520 $27,616 $26,881 $32,480 $32,934 $29,568 $30,679 $30,763 $10,000 2016‒2017 2017‒2018 2018‒2019 2019‒2020 2020‒2021 2021‒2022 Estimate Estimate Estimate Estimate Estimate Estimate $'000 $'000 $'000 $'000 $'000 $'000
$0 Employee Costs 65,667 69,551 70,846 73,759 76,562 79,471 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 EmployeeActual Actual NumbersActual Actual Actual ActualNumberActual Actual NumberBudget Forecast NumberProvisional Provisional NumberProvisional Provisional NumberProvisional ProvisionalNumberProvisional Provisional Provisional Provisional (Equivalent Full-time Employees) 828 853Financial Year879 905 932 960
Capital Expenditure (including carried forward projects) from 2003–2004 — 2021–2022
$2,500
$2,000
$1,500
$1,000
$500
$0
Yarra Monash Banyule Darebin Bayside Glen Eira Kingston Port Phillip Moreland Melbourne Whitehorse Maroondah Stonnington Boroondara Manningham Maribyrnong Hobsons Bay Moonee Valley Hobsons Bay
Rates per assessment 2010–2011
Council Average Median $’000
$50,000
$45,000
$40,000
$35,000
$30,000
$25,000
$20,000
$15,000
$10,000
$5,000
$0 2011–2012 2012–2013 2013–2014 2014–2015 2015–2016 2016–2017 2017–2018 2018–2019 2019–2020 2020–2021 2021–2022 Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Financial Year
Strategic Resource Plan 2011–2012 — 2021–2022
Surplus Capital works Cash flow from operations
Cash and investments Debt outstanding
Ratio
2.00 1.93
1.80
1.64
1.60
1.43
1.40 1.29 1.26 1.26 1.23
1.15 1.20 1.07 1.05 1.02
1.00
0.94 0.80 2011-12 2011–2012 2012–2013 2013–2014 2014–2015 2015–2016 2016–2017 2017–2018 2018–2019 2019–2020 2020–2021 2021–2022 Budget Forecast Estimate Estimate Estimate Estimate Estimate Estimate Estimate Estimate Estimate Estimate
Financial Year
Liquidity Management Working Capital Ratio 2011–2012 — 2020–2022
$’000
$60,000
$50,000
$40,000
$30,000
$20,000 Glen Eira Community Plan Page 39 $21,920 $23,353 $20,715 $27,063 $30,373 $31,654 $35,338 $53,152 $48,321 $39,328 $32,184 $26,846 $27,520 $27,616 $26,881 $32,480 $32,934 $29,568 $30,679 $30,763 $10,000
$0 6. Rating2003-04 strategy2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2011-6.312 2012General-13 2013 revaluation-14 2014-15 of2015 properties-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 Actual Actual Actual Actual Actual Actual Actual Actual Budget Forecast Provisional ProvisionalProvisional Provisional Provisional Provisional Provisional Provisional Provisional Provisional 6.1 Strategy development FinancialLegislation Year requires that all rateable property in the municipality is re-valued every two years. The next revaluation is effective as at In developing the Strategic Resource Plan, rates and charges were identified 1 January 2012. The current capital improved value of all rateable property as an important source of revenue, accounting for approximately 64 per Capital Expenditure (including carried forward projects) fromis approximately 2003–20 $4304 billion.— 2021 –2022 cent to 70 per cent of the total revenue received by Council annually. Planning for future rate increases has therefore been an important The new values are used: component of the strategic resource planning process. • by State Government to levy land tax; and Average rates and charges for the City of Glen Eira are $212 per • by Council to levy rates. assessment below the average of inner metropolitan councils ($12.7 million per annum — refer to graph below). This means that The new values do not have any impact on rates received. As the value of Council charges $12.7 million per annum less than inner metropolitan property increases, Council’s reduce their tax rates. The ‘rate in the dollar’ municipalities and has $12.7 million per annum less for upgrading or in 1987–88 was 9.4985 of Net Annual Value. In 2011–12 it was 3.0932, a providing facilities and services. reduction of 67 percent. That would compare more than favourably with the rate of any other tax in the country. $2,500
$2,000
$1,500
$1,000
$500
$0
Yarra Monash Banyule Darebin Bayside Glen Eira Kingston Port Phillip Moreland Melbourne Whitehorse Maroondah Stonnington Boroondara Manningham Maribyrnong Moonee Valley Hobsons Bay
Rates per assessment 2010–2011
Council Average Median
6.2 Current year rate increase 7. Borrowings strategy It is predicted that the 2012–2013 operating position will be impacted by In developing the Strategic Resource Plan, borrowings were identified as an wages growth, reductions in government funding, the carbon tax and the important funding source to fund the construction of Glen Eira Sports and operational impact of the Glen Eira Sports and Aquatic Centre. It will Aquatic Centre. Council has not borrowed since 2000. Council has drawn therefore be necessary to achieve future revenue growth while containing down $25 million in the early part of 2011–12. costs in order to achieve operating surpluses as set out in the Strategic The following table sets out the schedule of borrowings and repayments, Resource Plan. based on the forecast financial position of Council out to 2021–2022. In order to achieve objectives while maintaining service levels and a strong capital expenditure program, general rates will be increased by 6.5 per cent in 2012–2013 raising a total rate of $69.41 million, including $250,000 generated from supplementary rates. The following table sets out future proposed rate increases to 30 June 2022. Year New Leasing Repayment Repayment Interest Balance Borrowings of of Paid for 30 June Borrowings Leases Borrowings Year Rates and Charges Increase and Leasing (%) $’000 $’000 $’000 $’000 $’000 $’000
2011‒2012 Annual Budget 6.50 2011‒2012 Annual Budget 25,000 853 787 213 1,820 24,853 2011‒2012 Forecast 6.50 2011‒2012 Annual Forecast 25,000 214 787 - 1,705 24,426 2012‒2013 Estimate 6.50 2012‒2013 Estimate - - 946 54 1,946 23,426 2013‒2014 Estimate 6.50 2013‒2014 Estimate - - 1,025 54 1,849 22,347 2014‒2015 Estimate 5.90 2014‒2015 Estimate - - 1,102 54 1,772 21,192 2015‒2016 Estimate 5.90 2015‒2016 Estimate - 214 1,209 54 1,665 20,143 2016‒2017 Estimate 5.00 2016‒2017 Estimate - - 1,305 54 1,570 18,785 2017‒2018 Estimate 5.00 2017‒2018 Estimate - - 1,414 54 1,460 17,318 2018‒2019 Estimate 5.00 2018‒2019 Estimate - - 1,532 54 1,342 15,732 2019‒2020 Estimate 5.00 2019‒2020 Estimate - 214 1,651 54 1,224 14,242 2020‒2021 Estimate 5.00 2020‒2021 Estimate - - 1,802 54 1,072 12,386 2021‒2022 Estimate 5.00 2021‒2022 Estimate - - 1,952 54 922 10,381 $’000
$’000 $50,000
$50,000
$45,000
$45,000
$40,000
$40,000
$35,000
$35,000
$30,000
$30,000
$25,000
$25,000
$20,000
$20,000
$15,000
$15,000
$10,000
$10,000
$5,000
$5,000
$0 2011–2012 2012–2013 2013–2014 2014–2015 2015–2016 2016–2017 2017–2018 2018–2019 2019–2020 2020–2021 2021–2022 $0 Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast Forecast 2011–2012 2012–2013 2013–2014 2014–2015 2015–2016 2016–2017 2017–2018 2018–2019 2019–2020 2020–2021 2021–2022 Forecast Forecast Forecast Forecast Forecast FinancialForecast Year Forecast Forecast Forecast Forecast Forecast Financial Year Strategic Resource Plan 2011–2012 — 2021–2022 Strategic Resource Plan 2011–2012 — 2021–2022
Page 40 SurplusGlen Eira CommunityCapital works PlanCash flow from operations
Surplus Capital works Cash flow from operations Cash and investments Debt outstanding
Cash and investments Debt outstanding
8. Infrastructure strategy Benchmarking (Attachment A) Council is committed to the long-term sustainability of its major Ratio community assets. To this end, over the years, Council has developed Each year an independent firm, analyses all 79 Victorian councils’ financial Ratio and implemented the following asset management plans: statements (after they have been signed off by the Auditor General). 1.93 2.00 • roads and right of ways; The most recent analysis is at 30 June 2011 and extracts are attached. 2.00 Glen Eira is: 1.93 • pathways; • low taxing (rates and charges); 1.80 • stormwater drainage; and 1.80 • low spending (recurrent); and 1.64 • buildings and structures. 1.64 1.60 • high investing (capital works investment). The plans provide the framework for meeting the desired levels of 1.60 Local Government collects three per cent of government taxes and service from our community assets, in the most cost-effective manner 1.43 revenues in Australia. for the present and the future. The plans incorporate the main elements 1.40 1.43 1.29 of planning, creating,1.26 operating, maintaining, replacing, renewing, and the “How does Council gather appropriate1.26 data on which to base decisions 1.40 1.23 financial planning activities. about1.29 its financial future? 1.26 1.26 1.15 1.23 1.20 Using the basis of the various Asset Management Plans, capital expenditure The use of financial indicators that assess the comparative financial position 1.07 1.15 1.20 1.05 requirements of Council have been estimated 1.02for the next 10 years of each Council in the State of Victoria and then aggregates them into State 1.07 (which is a key input to the SRP). 1.05The key processes to determine averages and further into averages for groups of like councils provides an 1.00 1.02 Council’s long-term infrastructure funding requirements are as follows: extremely valuable source of information in establishing financial strategies. 1.00 It highlights the relative financial strengths of Council and more importantly • long-term0.94 capital planning process which integrates with the Council uncovers the opportunities that Council must grasp for improvement. 0.80 Plan, Strategic Resource Plan and Annual Budget processes; 20110.94-12 2011–2012 2012–2013 2013–2014 2014–2015 2015–2016 2016–2017 2017–2018 2018–2019 2019–2020 2020–2021 2021–2022 0.80 Budget Forecast Estimate Estimate Estimate Estimate TheEstimate benchmarkingEstimate program thatEstimate has been undertakenEstimate by StrategyEstimate Plus Estimate • identification2011-12 2011of capital–2012 projects2012–2013 through2013 the–2014 preparation2014–2015 of Asset2015 –2016 2016–2017 2017–2018 2018–2019 2019–2020 2020–2021 2021–2022 ManagementBudget Plans;Forecast Estimate Estimate Estimate FinancialEstimate YeardiffersEstimate to other approachesEstimate in thatEstimate it is derivedEstimate almost solelyEstimate from financialEstimate Financial Yeardata contained in Council’s annual reports. This ensures that data is as • prioritisation of capital projects within classes on the basis of comparable as possible under the current accounting regulations. Liquidityevaluation Management criteria; and The financial indicators cover all 79 Victorian councils.” •LiquidityWorking business case CapitalManagement template Ratio for 2011officers–20 to12 document — 2020 capital–2022 project Workingsubmissions. Capital Ratio 2011–2012 — 2020–2022 The plans provide the framework for meeting the desired levels of service from our community assets, in the most cost effective manner for the present and the future. The graph below highlights the growth in capital expenditure since 2003-2004 and Council’s forward outlook on capital expenditure to 2021-2022.
$’000
$’000 $60,000
$60,000
$50,000
$50,000
$40,000
$40,000
$30,000
$30,000
$20,000
$20,000 $21,920 $23,353 $20,715 $27,063 $30,373 $31,654 $35,338 $53,152 $48,321 $39,328 $32,184 $26,846 $27,520 $27,616 $26,881 $32,480 $32,934 $29,568 $30,679 $30,763 $10,000 $21,920 $23,353 $20,715 $27,063 $30,373 $31,654 $35,338 $53,152 $48,321 $39,328 $32,184 $26,846 $27,520 $27,616 $26,881 $32,480 $32,934 $29,568 $30,679 $30,763 $10,000
$0 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 $0 Actual Actual Actual Actual Actual Actual Actual Actual Budget Forecast Provisional ProvisionalProvisional Provisional Provisional Provisional Provisional Provisional Provisional Provisional 2003-04 2004-05 2005-06 2006-07 2007-08 2008-09 2009-10 2010-11 2011-12 2011-12 2012-13 2013-14 2014-15 2015-16 2016-17 2017-18 2018-19 2019-20 2020-21 2021-22 Actual Actual Actual Actual Actual Actual Actual Actual BudgetFinancialForecast YearProvisional ProvisionalProvisional Provisional Provisional Provisional Provisional Provisional Provisional Provisional Financial Year
Capital Expenditure (including carried forward projects) from 2003–2004 — 2021–2022 Capital Expenditure (including carried forward projects) from 2003–2004 — 2021–2022
$2,500
$2,500
$2,000
$2,000
$1,500
$1,500
$1,000
$1,000
$500
$500
$0
$0 Yarra Monash Banyule Darebin Bayside Glen Eira Kingston Port Phillip Moreland Melbourne Whitehorse Maroondah Stonnington Boroondara Manningham Yarra Maribyrnong Moonee Valley Hobsons Bay Monash Banyule Darebin Bayside Glen Eira Kingston Port Phillip Moreland Melbourne Whitehorse Maroondah Stonnington Boroondara Manningham Maribyrnong Moonee Valley Hobsons Bay Rates per assessment 2010–2011 Rates per assessment 2010–2011
Council Average Median
Council Average Median $2,500 $2,500 $2,500 $2,500
$2,000 $2,000 $2,000 $2,000
$1,500 $1,500 $1,500 $1,500
$1,000 $1,000 $1,000 $1,000
$500 $500 $500 $500
$0 $0 $0 $0
Yarra Yarra Yarra Yarra Bayside MonashBanyuleMonashBanyule Darebin Darebin Bayside Bayside MonashDarebinMonashDarebin KingstonBaysideKingstonBanyule Banyule Glen Eira Glen Eira Moreland Kingston Kingston Glen Eira GlenMoreland Eira Moreland Port Phillip Port Phillip Moreland Melbourne Melbourne Whitehorse Port Phillip Port Phillip WhitehorseMaroondahWhitehorseMaroondah Stonnington Stonnington Boroondara Boroondara Whitehorse Maroondah MaroondahStonnington Stonnington Maribyrnong ManninghamManninghamMaribyrnongHobsonsMaribyrnong Bay BoroondarahManninghamBoroondarahManningham Hobsons BayHobsons Bay Maribyrnong Moonee ValleyMoonee Valley Hobsons Bay Moonee ValleyMoonee Valley
RatesRates per assessment per assessment 2010 –20102011–2011 AdjustedAdjusted total totalexpenses expenses (ex depreciation) (ex depreciation) per assesmentper assesment 2010 –20102011–—2011— InnerInner metropolitan metropolitan councils councils Council Council Average Average Median Median Council Council Group AverageGroup Average
$30,000,000$30,000,000
$70,000,000$70,000,000 $25,000,000$25,000,000
$60,000,000$60,000,000 $20,000,000$20,000,000
$50,000,000$50,000,000 $15,000,000$15,000,000
$40,000,000$40,000,000 $10,000,000$10,000,000
$30,000,000$30,000,000 $5,000,000$5,000,000
$20,000,000$20,000,000 $0 $0
Yarra Yarra Bayside Bayside Banyule Banyule Darebin Darebin Monash Monash Glen Eira GlenKingston Eira Kingston Melbourne MelbournePort Phillip Port Phillip Moreland Moreland MaroondahStonningtonMaroondahStonnington Boroondara BoroondaraWhitehorse Whitehorse MaribyrnongManninghamMaribyrnongHobsonsManningham Bay Hobsons Bay Moonee ValleyMoonee Valley $10,000,000$10,000,000
$0 $0
RecurrentRecurrent grants grants and reimbursementsand reimbursements 2010 –20201011–20— 11— Yarra Yarra Bayside Bayside BanyuleMonashBanyuleMonash Darebin Darebin Moreland Moreland Kingston KingstonGlen Eira Glen Eira Port Phillip Port Phillip Melbourne Melbourne Maroondah Maroondah Whitehorse Whitehorse Stonnington StonningtonBoroondara Boroondara InnerInner metropolitan metropolitan councils councils Maribyrnong Maribyrnong Hobsons Bay ManninghamManningham Moonee ValleyMoonee Valley Hobsons Bay NOTE: WhileNOTE: Melbourne While Melbourneis shown in isthe shown graph, in thethe averagesgraph, the excludes averages Melbourne’s excludes Melbourne’s result result
Council Council Group AverageGroup Average State AverageState Average
Glen Eira Community Plan Page 41 CapitalCapital expenditure expenditure 2010 –20201011–20— 11— InnerInner metropolitan metropolitan councils councils NOTE: MelbourneNOTE: Melbourneis shown in isthe shown graph, in thethe averagesgraph, the excludes averages Melbourne’s excludes Melbourne’s result result
Council Council Group AverageGroup Average State AverageState Average
$2,500 $2,500 $2,500 $2,500
$2,000 $2,000 40% 40% $2,000 $2,000
35% 35%
$1,500 $1,500 30% 30% $1,500 $1,500
25% 25% $2,500 $2,500 $1,000 $1,000 20% 20% $1,000 $1,000
15% 15% $2,200 $2,200 $500 $500 10% 10% $500 $500 $2,500 $2,500 $2,500 $2,500 5% 5% $1,900 $1,900 $0 $0 0% 0% $0 $0 $2,000 $2,000 $2,000 $2,000 Yarra Yarra Yarra Yarra Yarra Yarra Bayside Monash Banyule Bayside MonashBanyuleMonashBanyule Darebin Darebin Kingston Bayside Bayside Darebin Darebin Kingston Kingston Bayside Monash Banyule MonashDarebinMonashDarebin KingstonBaysideKingstonBanyule Banyule Glen Eira Glen Eira Moreland Moreland Kingston Glen Eira Glen Eira Moreland Moreland Glen Eira GlenMoreland Eira Moreland Port Phillip Port Phillip Melbourne Melbourne Maroondah MaroondahWhitehorse Whitehorse Port PhillipMelbourneWhitehorsePort PhillipMelbourne Port Phillip Port Phillip WhitehorseMaroondahWhitehorseMaroondah Stonnington Stonnington Boroondara Boroondara Boroondara Boroondara Maribyrnong Stonnington Stonnington Whitehorse Maroondah MaroondahStonnington Stonnington Maribyrnong ManninghamManninghamMaribyrnongHobsonsMaribyrnong Bay ManninghamManningham Hobsons BayHobsons Bay Maribyrnong BoroondarahManninghamBoroondarahManningham Hobsons BayHobsons Bay Maribyrnong $1,600 $1,600 Moonee ValleyMoonee Valley Hobsons Bay Moonee ValleyMoonee Valley Moonee ValleyMoonee Valley $1,500 $1,500 $1,500 $1,500 Net operational costs per assessment Net operational costs per assessment $1,300 $1,300 $1,000 $1,000 Rates$1,000 Rates per assessment per assessment 2010 2010–2011–2011 FeesFees and chargesand charges as a percentageas a percentage of of Adjusted$1,000 Adjusted total totalexpenses expenses (ex depreciation) (ex depreciation) total totalrevenue revenue 2010 –20102011–—2011 Inner— Inner metropolitan metropolitan percouncils assesment percouncils assesment 2010 2010–2011–—2011— $1,000 $1,000 NOTE: WhileNOTE: Melbourne While Melbourneis shown in isthe shown graph, in thethe averagesgraph, the excludes averages Melbourne’s excludes Melbourne’s result result InnerInner metropolitan metropolitan councils councils $500 $500 $200 $400 $600 $800 $1,000 $1,200 $1,400 $1,600 $500 $500 $200 $400 $600 $800 $1,000 $1,200 $1,400 $1,600 Council Council Average Average Median Median Council Council Group AverageGroup Average State AverageState Average Council Council Group AverageGroup Average Capital expenditureCapital expenditure per assessment per assessment
$30,000,000$30,000,000$0 $0 $0 $0
Yarra Yarra MonashBanyule Darebin Bayside MonashDarebin Bayside Banyule Glen Eira Kingston Yarra Glen Eira Moreland Kingston Yarra Moreland Melbourne Port Phillip MonashBanyule WhitehorseMaroondahDarebinPort Phillip Bayside Boroondara WhitehorseMonashDarebin Maroondah Bayside Banyule Glen Eira KingstonStonnington Maribyrnong $70,000,000$70,000,000Glen Eira Moreland BoroondarahManninghamStonningtonKingston Maribyrnong Port Phillip Moreland Manningham MelbourneHobsons Bay Port Phillip Hobsons Bay WhitehorseMaroondah Stonnington Moonee Valley Boroondara Whitehorse Maroondah Stonnington Moonee Valley $25,000,000$25,000,000 Manningham Maribyrnong BoroondarahManningham Hobsons Bay Maribyrnong CapitalCapital expenditure expenditure assessment assessment (less (less capital capital income) income) Moonee Valley Hobsons Bay Moonee Valley Rates per assessment is probably the more accurate guide to rating levels The group average is impacted upon by the three inner city councils which Vs netVs operating net operating costs costs per assessment per assessment (ex depreciation) (ex depreciation) as it cancels out the impact of various population densities and levels of record around 30 per cent of total revenue from fees and charges due to — Inner— Inner metropolitan metropolitan councils councils commercial ratepayers. In terms of rates per assessment, Glen Eira is the parking fees and fines. $60,000,000$60,000,000 $20,000,000 $20,000,000 Council Council Other innerOther metropolitan inner metropolitan councils councils thirdRates lowest per of assessment the 17 inner metropolitan 2010–2011 councils and is $212 per assessment Adjusted total expenses (ex depreciation) Ratesbelow per ($12.7assessment million) the 2010average–2011 outcome. Excluding these councils from the average still results in GlenAdjusted Eira earning total expenses (ex depreciation) low fees and charges compared to the remaining councils in the pergroup. assesment 2010–2011— $50,000,000per$50,000,000 assesment 2010–2011— $15,000,000$15,000,000 Inner metropolitan councils Inner metropolitan councils Council Average Median Council Group Average Council Average Median Council Group Average
$40,000,000$40,000,000 $10,000,000$10,000,000$30,000,000 $30,000,000
$30,000,000$30,000,000$70,000,000 $5,000,000$5,000,000 $70,000,000 $2,500 $25,000,000 $2,500 $2,500 $25,000,000 $2,500
$20,000,000$20,000,000 $0 $0 $60,000,000 $2,000 $20,000,000 $2,000 $60,000,000 $2,000 $20,000,000 $2,000 Yarra Yarra Darebin Bayside Bayside Banyule Banyule Darebin MonashKingstonMonashKingston MorelandGlenMoreland Eira Glen Eira Maroondah Maroondah Melbourne MelbournePort Phillip Port PhillipWhitehorse Whitehorse Stonnington StonningtonMaribyrnong Boroondara Boroondara ManninghamMaribyrnongHobsonsManningham BayHobsons Bay $10,000,000$10,000,000 Moonee ValleyMoonee Valley $50,000,000 $1,500 $15,000,000 $1,500 $50,000,000 $1,500 $15,000,000 $1,500
$0 $0 $40,000,000 $1,000 $10,000,000 $1,000 $40,000,000 $1,000 $10,000,000RecurrentRecurrent grants grants and reimbursementsand reimbursements 2010 2010–2011–20—11— $1,000 Yarra Yarra Bayside Bayside BanyuleMonashBanyuleMonash Darebin Darebin Moreland Moreland Kingston KingstonGlen Eira Glen Eira Port Phillip Port Phillip Melbourne Melbourne Maroondah Maroondah Whitehorse Whitehorse Stonnington StonningtonBoroondara Boroondara InnerInner metropolitan metropolitan councils councils MaribyrnongMaribyrnong Hobsons Bay ManninghamManningham Moonee ValleyMoonee Valley Hobsons Bay NOTE: WhileNOTE: Melbourne While Melbourneis shown in is the shown graph, in the graph,averages the excludes averages Melbourne’s excludes Melbourne’s result result $30,000,000 $500 $5,000,000 $500 $30,000,000 $500 $5,000,000 $500 Council Council Group AverageGroup Average State AverageState Average
$20,000,000 $0 $0 $0 $20,000,000 $0 $0 $0 CapitalCapital expenditure expenditure 2010 2010–2011–20—11—
Yarra Yarra Yarra InnerInner metropolitanYarra metropolitan councils councils MonashBanyule Darebin Bayside Bayside Banyule Darebin Monash MonashDarebin Bayside Banyule MonashBanyuleGlen Eira Darebin Kingston BaysideYarra Yarra Glen Eira Kingston Glen Eira MorelandMonashDarebin BaysideKingston Banyule Yarra Glen Eira Moreland Kingston Melbourne Melbourne Port Phillip Moreland Glen Eira Moreland Kingston Port Phillip MonashBanyule WhitehorseMaroondahDarebinPort Phillip Moreland Bayside Boroondara MaroondahStonningtonMelbourneBayside Banyule Boroondara DarebinWhitehorse MonashKingston WhitehorseMonashDarebin Maroondah Bayside Banyule Port Phillip Glen Eira WhitehorseMaroondahPort Phillip KingstonStonnington BoroondaraMaribyrnong MaribyrnongManningham Glen Eira Glen Eira MorelandWhitehorse MaroondahBoroondarahManninghamStonningtonKingston NOTE: MelbourneNOTE:Maribyrnong Melbourneis shown in is the shown graph, in the graph,averages the excludes averages Melbourne’s excludes Melbourne’s result result Port Phillip Moreland Stonnington Manningham MaribyrnongMelbourneHobsons Bay MelbourneHobsons BayPort Phillip Moreland BoroondarahManninghamStonnington Port Phillip Hobsons$10,000,000 Bay Maribyrnong WhitehorseMaroondah Stonnington Moonee Valley ManninghamBoroondara MaroondahStonningtonHobsons Bay Boroondara WhitehorseMoonee Valley Whitehorse Maroondah Stonnington Moonee Valley Hobsons Bay MooneeManningham Valley Maribyrnong MaribyrnongManningham BoroondarahManningham Moonee ValleyHobsons Bay Maribyrnong Hobsons Bay Hobsons Bay Moonee Valley $10,000,000 Moonee Valley Moonee Valley Council Council Group AverageGroup Average State AverageState Average
$0 $0 Rates per assessment 2010–2011 Recurrent grants and reimbursements 2010–2011— Adjusted total expenses (ex depreciation) Yarra Adjusted total expenses (ex depreciation) Bayside BanyuleMonash Darebin Rates per assessment 2010–2011 Recurrent grants and reimbursements 2010–2011— Adjusted total expenses (ex depreciation) Moreland Yarra Kingston Glen Eira BaysidePort Phillip Maroondah BanyuleMonash Darebin Melbourne Moreland Whitehorse KingstonStonnington GlenBoroondara Eira Inner metropolitan councils per assesment 2010–2011— Maribyrnong Hobsons Bay Manningham Melbourne per assesment 2010–2011— Port Phillip Maroondah Moonee ValleyWhitehorse Boroondara Inner metropolitan councils per assesment 2010–2011— Maribyrnong Manningham Stonnington 40% NOTE:40% While Melbourne is shown in the graph, the averages excludes Melbourne’s result Inner metropolitan councils Moonee Valley Hobsons Bay NOTE: While Melbourne is shown in the graph, the averages excludes Melbourne’s result Inner metropolitan councils Council Average Median Council Group Average State Average Council Group Average Council Average Median 35% 35%Council Group Average State Average Council Group Average
30% Glen30% Eira’s recurrent grant income as a percentage of total revenue is well In terms of operational expenditure (excluding depreciation), Glen Eira $30,000,000 Capital expenditure 2010–2011— $30,000,000 above the group average, indicating a positive result for Council. is the lowest of the 17 councils, spending $382 less perCapital assessment expenditure 2010–2011— 25% 25% Inner metropolitan councils ($22.9 million) than the average for the inner metropolitanInner grouping. metropolitan councils $2,500 $2,500 $70,000,000 NOTE: Melbourne is shown in the graph, the averages excludes Melbourne’s result 20% 20% $25,000,000 $70,000,000 NOTE: Melbourne is shown in the graph, the averages excludes Melbourne’s result $25,000,000 Council Group Average State Average 15% 15% Council Group Average State Average $2,200 $2,200 10% 10% $60,000,000 $20,000,000 $60,000,000 $20,000,000 5% 5% $1,900 $1,900 0% 0% $50,000,000 $15,000,000 40% $50,000,000 $15,000,000 40% Yarra Yarra Darebin Darebin Kingston Kingston Bayside Bayside Monash MonashBanyule Banyule 35% Glen Eira Glen Eira Moreland Moreland Maroondah Whitehorse Port PhillipMelbournePort PhillipMelbourne Boroondara Boroondara Maribyrnong Maroondah WhitehorseStonnington Stonnington 35%ManninghamManningham Hobsons BayHobsons Bay Maribyrnong $1,600 $1,600 Moonee Valley Moonee Valley $40,000,000 $10,000,000 30% $40,000,000 $10,000,000 30% 25% Net operational costs per assessment Net operational costs per assessment 25% $1,300 $1,300 $2,500 $30,000,000 $5,000,000 20% $30,000,000 $2,500 $5,000,000 Fees20% Fees and chargesand charges as a aspercentage a percentage of of total totalrevenue15% revenue 2010 2010–2011–—2011 Inner— Inner metropolitan metropolitan councils councils 15% $1,000 $1,000 NOTE: WhileNOTE: Melbourne While Melbourneis shown in is the shown graph, in the graph,averages the excludes averages Melbourne’s excludes Melbourne’s result result $20,000,000 $2,200 $0 $20,000,000 $2,200 $0 10% $20,000,000 $200 $400 $600 $800 $1,000 $1,200 $1,400 $1,600 $0 10% $200 $400 $600 $800 $1,000 $1,200 $1,400 $1,600 Council Council Group AverageGroup Average State AverageState Average Yarra Yarra Capital expenditureCapital expenditure per assessment per assessment Yarra Bayside Banyule Darebin 5% MonashKingston Bayside Banyule MorelandGlen EiraMonashKingston Maroondah Bayside BanyuleMelbourne Port Phillip DarebinWhitehorse 5%MorelandMonashGlen Eira MaroondahStonnington Maribyrnong Melbourne Port PhillipBoroondara Whitehorse Glen Eira Kingston Stonnington MaribyrnongManninghamMelbourneHobsons BayPort Phillip Moreland $1,900 MaroondahStonnington ManninghamHobsons Bay Boroondara WhitehorseMoonee Valley $10,000,000 MaribyrnongManninghamHobsons Bay Moonee Valley 0% $10,000,000 $1,900 Moonee Valley 0% Yarra Darebin Kingston Bayside Monash BanyuleYarra Glen Eira Moreland Darebin Boroondara Bayside MonashMaroondah BanyuleWhitehorse Port PhillipMelbourne ManninghamGlen Eira Kingston Maribyrnong Stonnington MorelandHobsons Bay Port PhillipMelbourne $0 $1,600 Boroondara Moonee ValleyMaroondah Whitehorse Stonnington $0 Manningham Hobsons Bay Maribyrnong Capital$1,600 Capital expenditure expenditure assessment assessment (less (less capital capital income) income) Moonee Valley $0 Recurrent grants and reimbursements 2010–2011— Yarra Vs net operating costs per assessment (ex depreciation) Bayside BanyuleMonash Darebin Vs net operating costs per assessment (ex depreciation) Recurrent grants and reimbursements 2010–2011— Bayside BanyuleMonashYarra Darebin Kingston Glen Eira Moreland Kingston Glen EiraMelbourne BaysidePort Phillip Maroondah BanyuleWhitehorseMonash Darebin Boroondara Melbourne Port Phillip MaroondahMoreland Whitehorse KingstonStonnington Net operational costs per assessment Glen Eira Inner metropolitan councils Maribyrnong Hobsons Bay Manningham Stonnington BoroondaraMelbourne Port Phillip MaroondahMaribyrnong Moonee ValleyWhitehorseHobsons Bay Manningham —Boroondara Inner— Inner metropolitan metropolitan councils councils Inner metropolitan councils Maribyrnong Moonee Valley Manningham StonningtonNet operational costs per assessment $1,300 Moonee Valley Hobsons Bay $1,300 NOTE: While Melbourne is shown in the graph, the averages excludes Melbourne’s result Council Council Other innerOther metropolitan inner metropolitan councils councils NOTE: While Melbourne is shown in the graph, the averages excludes Melbourne’s result Fees and charges as a percentage of Council Group Average State AverageFees and charges as a percentage of Council Group Average State Average total revenue 2010–2011— Inner metropolitan councils total revenue 2010–2011— Inner metropolitan councils $1,000 NOTE: While Melbourne is shown in the graph, the averages excludes Melbourne’s result $1,000 NOTE: While Melbourne is shown in the graph, the averages excludes Melbourne’s result Capital expenditure 2010–2011— $200 $400 $600 $800 $1,000 $1,200 $1,400 $1,600 Council Group Average State Average Capital expenditure 2010–2011— $200 $400 $600 $800 $1,000 $1,200 $1,400 $1,600 Council Group Average State Average Inner metropolitan councils Capital expenditure per assessment Inner metropolitan councils Capital expenditure per assessment NOTE: Melbourne is shown in the graph, the averages excludes Melbourne’s result NOTE: Melbourne is shown in the graph, the averages excludes Melbourne’s result Council Group Average State Average Council Group Average State Average
Capital expenditure assessment (less capital income) Capital expenditure assessment (less capital income) Vs net operating costs per assessment (ex depreciation) Vs net operating costs per assessment (ex depreciation) — Inner metropolitan councils — Inner metropolitan councils 40% Council Other inner metropolitan councils 40% Council Other inner metropolitan councils
35% 35%
30% 30%
25% 25% $2,500 $2,500 20% 20%
15% 15% $2,200 10% $2,200 10%
5% 5% $1,900 0% $1,900 0%
Yarra Bayside Monash Banyule Darebin Kingston Bayside Monash BanyuleYarra Glen Eira Kingston Moreland Darebin Boroondara MorelandBayside MonashMaroondah BanyuleWhitehorse Port PhillipMelbourne ManninghamGlen Eira KingstonBoroondara MaribyrnongMaroondah Whitehorse Stonnington Melbourne Manningham MorelandHobsons Bay Maribyrnong StonningtonPort PhillipMelbourne $1,600 Boroondara Hobsons BayMoonee ValleyMaroondah Whitehorse Stonnington $1,600 Manningham Hobsons Bay MooneeMaribyrnong Valley $1,600 Moonee Valley Net operational costs per assessment Net operational costs per assessment
Net operational costs per assessment $1,300 $1,300 Fees and charges as a percentage of FeesFees and chargesand charges as a aspercentage a percentage of of total revenue 2010–2011— Inner metropolitan councils total revenue 2010–2011— Inner metropolitan councils $1,000 NOTE: While Melbourne is shown in the graph, the averages excludes Melbourne’s result $1,000 NOTE: While Melbourne is shown in the graph, the averages excludes Melbourne’s result $200 $400 $600 $800 $1,000 $1,200 $1,400 $1,600 Council Group Average State Average $200 $400 $600 $800 $1,000 $1,200 $1,400 $1,600 Council Group Average State Average Capital expenditure per assessment Capital expenditure per assessment
Capital expenditure assessment (less capital income) CapitalCapital expenditure expenditure assessment assessment (less (less capital capital income) income) Vs net operating costs per assessment (ex depreciation) Vs netVs operating net operating costs costs per assessment per assessment (ex depreciation) (ex depreciation) — Inner metropolitan councils — Inner— Inner metropolitan metropolitan councils councils Council Other inner metropolitan councils Council Other inner metropolitan councils $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500 $2,500
$2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000 $2,000
$1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500 $1,500
$1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000 $1,000
$500 $500 $500 $500 $500 $500 $500 $500
$0 $0 $0 $0 $0 $0 $0 $0 Yarra Yarra Yarra Yarra MonashBanyuleMonashBanyule Darebin Darebin Bayside Bayside MonashDarebinMonashDarebin Bayside Bayside Banyule Banyule Glen Eira Glen Eira Kingston Kingston Glen Eira GlenMoreland Eira Moreland Kingston Kingston Port Phillip Moreland Moreland Melbourne Melbourne Port Phillip Port Phillip WhitehorseMaroondahWhitehorseMaroondahPort Phillip YarraBoroondaraYarraBoroondara Whitehorse Whitehorse Maroondah MaroondahStonnington Yarra Yarra Stonnington Stonnington Maribyrnong Maribyrnong BoroondarahManninghamBoroondarahManninghamStonnington Hobsons Bay Maribyrnong Maribyrnong MonashBanyuleMonashBanyule Darebin Darebin BaysideManninghamBaysideManningham Hobsons BayHobsons Bay MonashDarebinMonashDarebin Bayside Bayside Banyule Banyule Hobsons Bay Glen Eira Glen Eira KingstonMoonee ValleyKingstonMoonee Valley Glen Eira GlenMoreland Eira Moreland KingstonMoonee ValleyKingstonMoonee Valley Port Phillip PortMoreland Phillip Moreland Melbourne Melbourne Port Phillip Port Phillip WhitehorseMaroondahWhitehorseMaroondah Stonnington Stonnington Boroondara Boroondara Whitehorse Whitehorse Maroondah MaroondahStonnington Stonnington ManninghamManninghamMaribyrnong Maribyrnong BoroondarahManninghamBoroondarahManningham Hobsons BayHobsonsMaribyrnong Bay Maribyrnong Moonee ValleyMoonee Valley Hobsons BayHobsons Bay Moonee ValleyMoonee Valley
RatesRates per assessment per assessment 2010 –20102011–2011 AdjustedAdjusted total totalexpenses expenses (ex depreciation) (ex depreciation) RatesRates per assessment per assessment 2010 –20102011–2011 perAdjusted assesmentperAdjusted assesment total totalexpenses 2010 expenses –20102011 –(ex—2011 depreciation) (ex— depreciation) PageperInner 42 assesmentInnerper metropolitanGlen assesment Eirametropolitan Community 2010 councils –20102011 Plan councils–—2011— Council Council Average Average Median Median InnerInner metropolitanCouncil metropolitanCouncil councilsGroup Average councilsGroup Average Council Council Average Average Median Median Council Council Group AverageGroup Average
$30,000,000$30,000,000 $30,000,000$30,000,000
$70,000,000$70,000,000 $25,000,000$25,000,000 $70,000,000$70,000,000 $25,000,000$25,000,000
$60,000,000$60,000,000 $20,000,000$20,000,000 $60,000,000$60,000,000 $20,000,000$20,000,000
$50,000,000$50,000,000 $15,000,000$15,000,000 $50,000,000$50,000,000 $15,000,000$15,000,000
$40,000,000$40,000,000 $10,000,000$10,000,000 $40,000,000$40,000,000 $10,000,000$10,000,000 8 8
$30,000,000$30,000,000 $5,000,000$5,000,000 $30,000,000$30,000,000 $5,000,000$5,000,000 6 6
$20,000,000$20,000,000 $0 $0 $20,000,000$20,000,000 $0 $0 4 Yarra Yarra 4 Bayside Bayside Banyule Banyule Darebin Darebin Monash Monash Glen Eira GlenKingston Eira Kingston Melbourne MelbournePort Phillip Port Phillip Moreland Moreland MaroondahStonningtonMaroondahStonningtonYarra Yarra Boroondara BoroondaraWhitehorse Whitehorse MaribyrnongManninghamMaribyrnongHobsonsManningham Bay Bayside Bayside HobsonsBanyule Bay BanyuleMoonee ValleyMoonee ValleyDarebin Darebin MonashKingstonMonashKingston $10,000,000$10,000,000 MorelandGlen MorelandEira Glen Eira Maroondah Maroondah Melbourne MelbournePort PhillipBoroondaraPort PhillipBoroondaraWhitehorse Whitehorse Stonnington StonningtonMaribyrnongManninghamMaribyrnongManningham Hobsons BayHobsons Bay Moonee ValleyMoonee Valley $10,000,000$10,000,000 2 2 Monash Kingston Moreland Bayside Monash Kingston Moreland $0 $0 Bayside
$0 $0 0 RecurrentRecurrent grants grants and reimbursementsand reimbursements 2010 –20201011–20— 11— Yarra Yarra 0 Bayside Bayside BanyuleMonashBanyuleMonash Darebin Darebin Moreland Moreland Kingston KingstonGlen Eira Glen Eira Port Phillip Port Phillip Melbourne Melbourne RecurrentRecurrent grants grants and reimbursementsand reimbursements 2010 –20201011–20— 11— Maroondah Maroondah Whitehorse Whitehorse Yarra StonningtonYarra StonningtonBoroondara Boroondara
InnerInner metropolitan metropolitan councils councils Maribyrnong Maribyrnong Yarra Hobsons BayHobsons Bay ManninghamManninghamDarebin Darebin Bayside Bayside BanyuleMonashBanyuleMonash Yarra Moonee ValleyMooneeMoreland ValleyMoreland Kingston KingstonGlen Eira Glen Eira Darebin Port Phillip Port Phillip Melbourne Melbourne Banyule Maroondah Maroondah Whitehorse Whitehorse Boroondara Boroondara Darebin Banyule InnerNOTE: WhileInnerNOTE: metropolitanMelbourne While metropolitanMelbourneis shown in isthe shown graph, councils in thethe averagesgraph, councils the excludes averages Melbourne’s excludes Melbourne’s result result Maribyrnong Maribyrnong ManninghamManninghamStonnington Stonnington Glen Eira Glen Eira Hobsons BayHobsons Bay Melbourne Port Phillip Whitehorse Moonee ValleyMoonee Valley Maroondah Boroondara Melbourne Stonnington -2 Port Phillip Maribyrnong Whitehorse Maroondah Boroondara Stonnington -2 Manningham Hobsons Bay Maribyrnong
NOTE: WhileNOTE: Melbourne While Melbourneis shown in isthe shown graph, in thethe averagesgraph, the excludes averages Melbourne’s excludes Melbourne’s result result Manningham Hobsons Bay Council Council Group AverageGroup Average State AverageState Average Moonee Valley Moonee Valley Council Council Group AverageGroup Average State AverageState Average
CapitalCapital expenditure expenditure 2010 –20201011–20— 11— -4 -4 InnerCapitalInnerCapital metropolitan expenditure metropolitan expenditure councils 2010 councils –20201011–20— 11— FinancialFinancial sustainability sustainability indicator indicator — — Inner metropolitan councils 2010–2011 InnerNOTE: MelbourneInnerNOTE: metropolitan Melbourneis shown metropolitan in isthe shown graph, in thethe councils averagesgraph, the excludes councilsaverages Melbourne’s excludes Melbourne’s result result Inner metropolitan councils 2010–2011
NOTE: MelbourneNOTE:Council Melbourneis shown inCouncil isthe shown graph, in thethe averagesgraph,Group theAverage excludes averagesGroup AverageMelbourne’s excludes Melbourne’s resultState Average resultState Average
Council Council Group AverageGroup Average State AverageState Average Council Council
40% 40% Council’s result is excellent and highlights the focus that Council has on Glen Eira warrants its position as one of the most financially sustainable 40% 40% renewing/upgrading existing assets as compared to building new assets. councils in Victoria. There may be opportunities for Council to explore 35% 35% fee revenue options to increase its ‘own source revenue’. Low rates 35% 35% 30% 30% per assessment may indicate Council is rating at below its capacity 30% 30% compared to other like councils. 25% 25% 25% 25% $2,500 $2,500 20% 20% $2,500 $2,500 20% 20% 15% 15% 15% 15% $2,200 $2,200 10% 10% $2,200 $2,200 10% 10% 5% 5% 5% 5% $1,900 $1,900 0% 0% $1,900 $1,900 0% 0% Yarra Yarra Darebin Darebin Kingston Kingston Bayside Bayside Monash MonashBanyule Banyule Glen Eira Glen Eira Moreland Moreland Boroondara Maroondah MaroondahWhitehorse Whitehorse YarraPort PhillipMelbourneYarraPort PhillipMelbourne Manningham Boroondara Maribyrnong Maribyrnong Stonnington Stonnington DarebinManninghamDarebin Hobsons BayHobsons Bay Bayside Bayside Monash MonashBanyule Banyule $1,600 $1,600 Glen Eira GlenKingston Eira KingstonMoonee ValleyMoonee Valley Moreland Moreland Port PhillipMelbournePort PhillipMelbourne Boroondara Boroondara Maroondah MaroondahWhitehorse WhitehorseStonnington Stonnington ManninghamManningham Hobsons BayHobsons Bay Maribyrnong Maribyrnong $1,600 $1,600 Glen Eira has the highest capital Moonee ValleyMoonee Valley per assessment and the lowest Net operational costs per assessment Net operational costs per assessment operational cost per assessment. $1,300 $1,300 Net operational costs per assessment Net operational costs per assessment FeesFees and chargesand charges as a percentageas a percentage of of $1,300 $1,300 totalFees totalFees revenueand chargesrevenueand 2010 charges as–20102011 a percentageas–—2011 a Inner percentage— Inner metropolitan of metropolitan of councils councils $1,000 $1,000 NOTE:total While NOTE:totalrevenue Melbourne While revenue Melbourneis shown 2010 in isthe shown graph, –2010 in2011 thethe averagesgraph,–—2011 the excludes averagesInner— Melbourne’s excludes Inner metropolitan Melbourne’s result metropolitan result councils councils $1,000 $1,000$200 $200$400 $400$600 $600$800 $800$1,000 $1,000$1,200 $1,200$1,400 $1,400$1,600 $1,600 NOTE: WhileNOTE: MelbourneCouncil While Melbourneis shownCouncil in isthe shown graph, inGroup thethe averagesgraph, AverageGroup the excludes averages Average Melbourne’s excludes StateMelbourne’s result AverageState result Average $200 $200$400 $400$600 $600$800 $800$1,000 $1,000$1,200 $1,200$1,400 $1,400$1,600 $1,600 Capital expenditure per assessment Council Council Group AverageGroup Average State AverageState Average Capital expenditure per assessment Capital expenditureCapital expenditure per assessment per assessment
CapitalCapital expenditure expenditure assessment assessment (less (less capital capital income) income) VsCapital netVsCapital operating expenditurenet operating expenditure costs assessment costs per assessment assessment per assessment (less (less capital (ex capitaldepreciation) (ex income) depreciation) income) —Vs Innernet—Vs operating Inner netmetropolitan operating metropolitan costs councilscosts per councilsassessment per assessment (ex depreciation) (ex depreciation)
—Council Inner—Council Inner metropolitanOther innermetropolitanOther metropolitan inner metropolitan councils councils councils councils Council Council Other innerOther metropolitan inner metropolitan councils councils
Glen Eira has the highest capital per assessment and the lowest operational cost per assessment. Glen Eira Community Plan Page 43 - - 922 5.0% $'000 1,050 5,978 3,269 1,169 1,349 4,638 6,324 7,500 1,071 1,600 3,522 4,548 3.90% 3.00% 3.00% 25,310 35,066 79,471 23,622 23,841 19,398 14,503 173,119 173,119 111,089 111,089 2012 ‒ 13 187,621 Forecast Estimate 2021 ‒ 2022 - - 5.0% $'000 1,050 1,072 5,748 3,143 1,124 1,297 4,460 6,081 7,212 1,030 1,400 3,522 4,459 3.25% 3.50% 2.50% 24,337 33,717 76,562 23,159 22,807 18,833 13,147 166,833 ‒ 12 2011 179,979 105,800 Forecast Estimate 2020 ‒ 2021 - - 990 5.0% $'000 1,050 1,224 5,527 3,023 1,081 1,248 4,288 5,847 6,934 1,100 3,522 4,372 3.50% 3.80% 3.10% 23,401 32,940 73,759 11,237 11,237 22,705 21,803 18,284 161,310 2010 ‒ 11 172,547 100,761 Estimate 2019 ‒ 2020 - - 952 5.0% $'000 1,050 1,342 5,314 2,906 1,039 1,200 4,123 5,622 6,668 1,100 3,522 4,286 3.40% 6.10% 2.75% 3.25% 22,501 31,153 70,846 11,674 11,674 22,259 21,508 17,752 95,963 154,717 2009 ‒ 10 166,390 Estimate 2018 ‒ 2019 - 999 916 5.0% $'000 5,110 5,110 6,411 6,411 1,050 1,460 2,794 1,153 3,965 5,406 1,500 1,100 3,522 4,202 9,410 4.80% 5.20% 4.00% 2.80% 21,635 29,955 68,051 21,823 20,541 17,235 91,394 150,406 2008 ‒ 09 159,817 Estimate 2017 ‒ 2018 - 961 880 300 5.0% $'000 1,050 1,570 4,913 2,687 1,109 3,812 5,198 6,165 1,100 3,522 4,120 5.10% 4.80% 3.80% 3.60% 20,803 29,322 65,367 21,395 20,283 16,733 87,042 10,057 144,137 2007 ‒ 08 154,194 Estimate 2016 ‒ 2017 - 924 846 300 5.9% $'000 1,050 1,665 4,724 2,584 1,066 3,666 4,998 5,927 9,811 9,811 1,000 3,522 4,039 4.10% 3.00% 3.60% 2.60% 20,003 27,675 62,790 20,976 19,352 16,245 82,897 138,219 2006 ‒ 07 148,031 Estimate 2015 ‒ 2016 - 888 814 300 900 5.9% $'000 9,587 1,050 1,772 4,542 2,484 1,025 3,525 4,806 5,700 3,522 3,960 3.50% 2.90% 3.80% 3.20% 19,234 25,649 60,317 20,564 19,129 15,340 78,278 132,106 2005 ‒ 06 141,693 Estimate 2014 ‒ 2015 - 854 986 783 300 900 6.5% $'000 7,368 1,050 1,849 4,368 2,389 3,389 4,621 5,480 3,522 3,882 4.70% 4.20% 3.90% 2.00% 18,494 25,146 58,022 20,161 18,231 14,486 73,917 127,731 2004 ‒ 05 135,099 13 is forecast to move by 3.9 per cent. Estimate ‒ 2013 ‒ 2014 821 948 753 300 772 6.5% $'000 3,315 1,050 1,946 4,368 2,297 3,259 4,621 5,480 1,282 3,453 3,769 4.90% 4.90% 3.20% 2.30% 17,862 17,783 25,183 55,977 17,955 13,601 69,406 124,785 2003 ‒ 04 128,100 Estimate 2012 ‒ 2013 - 790 845 585 870 6.5% $'000 4,804 1,568 1,705 3,599 2,174 2,693 3,958 5,166 1,644 2,925 3,866 5.90% 6.60% 3.60% 3.20% 19,882 16,321 11,954 11,954 24,173 50,405 12,388 65,258 113,983 113,983 118,787 118,787 2002 ‒ 03 Forecast ‒ 2012 2011 - 787 942 672 870 6.5% $'000 3,020 1,745 1,820 3,394 2,233 2,856 4,038 5,517 1,392 4,009 3,331 6.00% 7.20% 3.50% 2.80% 17,809 16,136 11,863 11,863 23,020 51,841 13,561 65,185 Budget 115,000 115,000 118,020 118,020 2001 ‒ 02 ‒ 2012 2011 Attachment B Standard statements - Attachment C Surplus Total expenses Total Net loss on sale/disposal of property, Net loss on sale/disposal of property, infrastructure, plant and equipment Depreciation and amortisation Debt servicing costs Other expenses Levies and contributions Council donations, grants and subsidies Insurances Utility services Maintenance Contractor payments Materials and consumables Training Training Unfunded superannuation Expenses Employee benefits Total income Total Interest Grants ‒ non-recurrent Local Government Cost Index (LGCI) Grants ‒ recurrent Average Weekly Earnings (AWE) Weekly Average Other revenue Wages Price Index (WPI) Wages User charges and other fees Consumer Price Index (CPI) Statutory fees and fines Local Government Cost Index Garbage charges Rates revenue Analysis undertaken by the MAV has established that a Victorian Local Government Cost (LGC) Index for 2012 has established that a Victorian Analysis undertaken by the MAV Local Government’s expenditure is strongly driven by employee, material and contract costs. Local Government’s Rate increases Glen Eira City Council. Strategic Resource Plan ̶ Standard Income Statement for the years ending 30 June 2012‒20 22 Page 44 Glen Eira Community Plan 5 51 589 460 8,215 2,166 8,843 5,146 $'000 1,226 2,443 7,583 11,915 11,921 48,794 28,075 54,278 46,235 20,719 707,131 586,405 Estimate 1,293,536 1,293,536 1,342,330 1,288,052 1,284,327 2021 ‒ 2022 5 51 589 460 2,005 8,843 5,146 $'000 1,226 2,443 7,583 11,915 11,921 50,800 10,381 27,915 45,883 37,840 22,885 707,131 571,903 Estimate 1,279,034 1,279,034 1,329,833 1,283,950 1,280,225 2020 ‒ 2021 5 51 589 460 1,856 8,843 5,146 $'000 1,226 2,443 7,583 11,915 11,921 52,655 12,386 27,765 39,585 31,542 24,890 707,131 558,756 Estimate 1,265,887 1,265,887 1,318,542 1,278,957 1,275,232 2019 ‒ 2020 5 51 589 460 1,704 8,843 5,146 $'000 1,226 2,443 7,583 11,915 11,921 54,146 14,028 27,614 34,870 26,827 26,532 707,131 547,519 Estimate 1,254,650 1,254,650 1,308,796 1,273,926 1,270,201 2018 ‒ 2019 5 51 589 460 1,586 8,843 5,146 $'000 1,226 2,443 7,583 11,915 11,921 55,731 15,732 27,495 33,866 25,823 28,236 707,131 535,846 Estimate 1,242,977 1,261,117 1,242,977 1,298,708 1,264,842 2017 ‒ 2018 5 51 589 460 1,467 8,843 5,146 $'000 1,226 2,443 7,583 11,915 11,921 57,199 17,318 27,377 35,417 27,374 29,822 707,131 526,435 Estimate 1,233,566 1,233,566 1,290,765 1,255,348 1,251,623 2016 ‒ 2017 5 51 589 460 1,358 8,843 5,146 $'000 1,226 2,443 7,583 11,915 11,921 58,557 18,785 27,268 31,446 23,403 31,289 707,131 516,378 Estimate 1,223,509 1,223,509 1,282,066 1,250,620 1,246,895 2015 ‒ 2016 5 51 589 460 1,263 8,843 5,146 $'000 1,226 2,443 7,583 11,915 11,921 59,606 19,930 21,117 27,173 29,160 32,434 707,131 506,567 Estimate 1,213,698 1,213,698 1,273,304 1,244,144 1,240,419 2014 ‒ 2015 5 51 589 460 1,156 8,843 5,146 $'000 1,226 2,443 7,583 11,915 11,921 60,761 21,192 27,066 27,665 19,622 33,696 707,131 496,980 Estimate 1,204,111 1,204,111 1,264,872 1,237,207 1,233,482 2013 ‒ 2014 5 51 589 460 1,079 8,843 5,146 $'000 1,226 2,443 7,583 11,915 11,921 61,840 22,347 26,989 28,378 20,335 34,851 707,131 489,612 Estimate 1,196,743 1,196,743 1,258,583 1,230,205 1,226,480 2012 ‒ 2013 5 51 589 460 1,000 8,843 5,146 $'000 1,226 2,443 7,583 11,915 66,840 23,426 30,910 15,921 38,934 30,891 35,930 703,131 486,297 Forecast 1,189,428 1,189,428 1,256,268 1,217,335 1,213,610 ‒ 2012 2011 5 80 599 1,081 1,000 7,847 3,479 $'000 3,242 1,003 7,131 15,311 62,958 23,853 10,387 27,637 26,016 17,882 35,321 Budget 700,975 459,477 1,160,452 1,160,452 1,223,410 1,197,394 1,193,468 ‒ 2012 2011 Total equity Total Reserves Represented by: Equity Accumulated surplus Net assets Total liabilities Total Total non-current liabilities Total Interest bearing liabilities Provisions Non-current liabilities funds Trust Total current liabilities Total Interest bearing liabilities Provisions Trust funds Trust Liabilities Current liabilities and other payables Trade Total assets Total Total non-current assets Total Property, infrastructure, plant & equipment Property, Intangible assets Financial assets Investments in associates Non-current assets and other receivables Trade Total current assets Total Prepayments Trade and other receivables Trade Assets Current assets Cash and cash equivalents Glen Eira City Council. Strategic Resource Plan ̶ Standard Balance Sheet for the years ending 30 June 2012‒2022 Glen Eira Community Plan Page 45 - - - - 922 300 (54) (922) $'000 $’000 1,050 8,395 1,600 14,503 25,310 41,785 41,785 37,840 46,235 (1,952) (2,928) 19,398 23,622 31,912 (79,471) (66,364) (30,763) 111,089 111,089 (30,463) Estimate Estimate 2021 ‒ 2022 2021 ‒ 2022 Inflow/(Outflow)
- - - - 300 (54) $'000 $’000 1,072 1,050 6,298 1,400 13,147 24,337 39,605 39,605 31,542 37,840 (1,802) (1,072) (2,928) 18,833 23,159 30,788 (76,562) (63,812) (30,679) (30,379) 105,800 Estimate Estimate 2020 ‒ 2021 2020 ‒ 2021 Inflow/(Outflow)
- - - - 300 (54) $'000 $’000 1,224 1,050 4,715 ‒ 2020 1,100 11,237 11,237 36,911 36,911 36,911 36,911 23,401 26,827 31,542 (1,651) (1,224) (2,928) 18,284 22,705 29,697 (73,759) (61,877) (29,568) (29,268) 100,761 Estimate Estimate 2019 ‒ 2020 2019 Inflow/(Outflow)
- - - - 300 (54) $'000 $’000 1,342 1,050 1,004 1,100 11,674 11,674 22,501 36,567 36,567 25,823 26,827 (1,532) (1,342) (2,928) 95,963 17,752 22,259 29,316 (70,846) (58,978) (32,934) (32,634) Estimate Estimate 2018 ‒ 2019 2018 ‒ 2019 Inflow/(Outflow)
- - - 300 (54) $'000 $’000 9,410 1,460 1,050 1,100 21,635 33,556 33,556 27,374 25,823 (1,500) (1,414) (1,460) (2,928) (1,551) 91,394 17,235 21,823 28,266 (68,051) (56,709) (32,480) (32,180) Estimate Estimate 2017 ‒ 2018 2017 ‒ 2018 Inflow/(Outflow)
- - - 300 (54) (300) $'000 $’000 1,570 1,050 3,971 1,100 10,057 20,803 33,480 33,480 23,403 27,374 (1,305) (1,570) (2,928) 87,042 16,733 21,395 27,925 (65,367) (55,048) (26,881) (26,581) Estimate Estimate 2016 ‒ 2017 2016 ‒ 2017 Inflow/(Outflow)
- - - 300 (54) (300) 9,811 9,811 $'000 $’000 1,665 1,050 2,286 1,000 21,117 21,117 20,003 32,530 32,530 23,403 (1,209) (1,665) (2,928) 82,897 16,245 20,976 26,913 (52,411) (62,790) (27,616) (27,316) Estimate Estimate 2015 ‒ 2016 2015 ‒ 2016 Inflow/(Outflow)
- - - 300 (54) 900 (300) $'000 $’000 9,587 1,772 1,050 1,495 21,117 21,117 19,234 31,643 31,643 19,622 (1,102) (1,772) (2,928) 78,278 15,340 20,564 26,610 (60,317) (49,434) (27,520) (27,220) Estimate Estimate 2014 ‒ 2015 2014 ‒ 2015 Inflow/(Outflow)
- - - 300 (54) 900 (300) (713) $'000 $’000 7,368 1,849 1,050 18,494 28,761 28,761 20,335 19,622 (1,025) (1,849) (2,928) 73,917 14,486 20,161 25,636 (58,022) (48,016) (26,846) (26,546) Estimate Estimate 2013 ‒ 2014 2013 ‒ 2014 Inflow/(Outflow)
- - - 481 (54) 772 (300) (946) $'000 $’000 3,315 1,946 1,050 17,783 24,094 24,094 30,891 20,335 (1,946) (2,946) 69,406 13,601 19,144 25,177 (55,977) (47,730) (32,184) (31,704) (10,556) Estimate Estimate 2012 ‒ 2013 2012 ‒ 2013 Inflow/(Outflow)
- - 633 618 (787) $'000 $’000 4,804 1,705 1,568 2,000 1,644 16,321 25,031 25,000 24,508 10,829 20,062 30,891 (1,705) 11,954 11,954 65,258 20,752 19,812 25,031 (50,405) (43,983) (39,328) (38,710) Forecast Forecast ‒ 2012 2011 ‒ 2012 2011 Inflow/(Outflow)
- - - 481 (787) (213) $'000 $'000 3,020 1,820 1,745 1,392 16,136 22,721 25,000 22,180 20,822 17,882 (1,820) (2,939) 11,863 11,863 65,185 18,679 20,902 22,721 Budget Budget (51,841) (43,458) (48,321) (47,841) ‒ 2012 2011 ‒ 2012 2011 Inflow/(Outflow)
Glen Eira City Council. Strategic Resource Plan ̶ Standard Cash Flows Statement for the years ending 30 June 2012 ‒2022 Cash flow from operating activities Rates revenue Garbage charges Reconciliation of operating result and net cash flows from operating activities for the year ended 30 June Surplus for the year Cash flows from government grants Debt servicing costs Interest received Depreciation and amortisation expense User charges, fees and fines Loss on disposal of property, plant and equipment Loss on disposal of property, Payments to employees Net movement in current assets and liabilities Net cash inflow from operating activities Unfunded superannuation Payments to suppliers Net cash provided by operating activities Cash flow from investing activities plant and equipment Proceeds from sale of property, Payments for property, infrastructure, plant and equipment Payments for property, Net cash outflows from investing activities Cash flows from financing activities Proceeds from new borrowings Repayment of loan borrowings Repayment of finance leases Debt servicing costs Receipts of monies held in trust Net cash (outflows)/inflows from financing activities Net increase/(decrease) in cash and equivalents Cash and cash equivalents at beginning of year Cash and cash equivalents at end of year Page 46 Glen Eira Community Plan
-
-
-
-
925
552
497
$'000
$'000
9,953
3,864
4,958
7,920
2,094
1,526
4,102
11,463 11,463
30,763
30,763
17,775
30,763
30,763
(1,350)
(25,310)
Estimate
Estimate
2021-2022
2021‒2022
-
-
-
-
906
541
487
$'000
$'000
9,758
3,789
5,381
7,765
2,053
1,496
4,993
11,238 11,238
30,679
30,679
17,946
30,679
30,679
(1,350)
(24,337)
Estimate
Estimate
2020-2021
2020‒2021
-
-
889
531
478
214
214
$'000
$'000
9,567
3,714
5,275
7,103
2,012
1,467
5,031
11,017 11,017
29,568
29,782
17,298
29,782
29,568
(1,350)
(23,401)
Estimate
Estimate
2019-2020
2019‒2020
-
-
-
-
871
520
468
$'000
$'000
9,379
3,641
8,672
7,410
1,973
1,438
9,084
32,934
32,934
17,195
14,301
32,934
32,934
(1,350)
(22,501)
Estimate
Estimate
2018-2019
2018‒2019
-
-
-
-
854
510
459
$'000
$'000
9,195
3,570
9,070
6,887
1,934
1,410
9,494
32,480
32,480
16,480
14,590
32,480
32,480
(1,350)
(21,635)
Estimate
Estimate
2017-2018
2017‒2018
-
-
-
-
837
500
450
$'000
$'000
9,015
3,500
3,991
6,692
1,896
1,382
4,728
15,117 15,117
26,881
26,881
10,382
26,881
26,881
(1,350)
(20,803)
Estimate
Estimate
2016-2017
2016‒2017
-
815
500
450
214
214
$'000
$'000
2,000
8,725
3,500
4,490
4,980
2,156
1,591
6,476
27,616
27,829
16,023
10,214
27,829
27,616
(1,350)
(20,003)
Estimate
Estimate
2015-2016
2015‒2016
-
-
793
500
450
$'000
$'000
3,500
8,475
3,500
5,032
4,770
2,501
1,744
6,937
27,520
27,520
15,552
10,224
27,520
27,520
(2,000)
(1,350)
(19,234)
Estimate
Estimate
2014-2015
2014‒2015
-
-
771
500
450
$'000
$'000
4,000
8,328
3,500
4,837
5,390
2,570
1,415
7,002
14,112 14,112
11,320 11,320
26,846
26,846
26,846
26,846
(3,500)
(1,350)
(18,494)
Estimate
Estimate
2013-2014
2013‒2014
-
-
750
550
256
$'000
$'000
3,911 3,911
8,500
8,487
3,914
4,736
5,080
4,530
11,603 11,603
32,184
32,184
16,051
32,184
32,184
12,871
(4,000)
(1,531)
(17,783)
Estimate
Estimate
2012-2013
2012‒2013
711 711
705
436
214
214
$'000
$'000
4,539
9,326
3,290
4,313
6,413
9,130
18,094
39,328
39,542
16,334
14,078
39,542
39,328
21,034
(8,500)
(2,186)
(16,321)
Forecast
Forecast
2011-2012 2011-2012
‒2012 2011
-
711 711
630
391
853
853
$'000
$'000
8,713
3,290
3,621
6,266
11,354 11,354
10,000
14,699
48,321
49,174
20,313
17,507
49,174
48,321
30,813
Budget
Budget
(2,225)
(16,136)
2011-2012 2011-2012
‒2012 2011
Standard Capital Works Statement for the years ending 30 June 2012‒2022 Glen Eira City Council. Strategic Resource Plan ̶ Standard Capital Works
Carried forward projects from previous financial year
New capital works program: Roads
Drains
Open space
Buildings
Plant and equipment
Library books and materials
Streetscape works
Intangibles (systems software)
Carried forward projects to the next financial year
Total capital works program (including carry forwards) Total
Total capital works program Total Leased assets
Capital works program represented by: Renewal
Upgrade
Expansion
Total capital works program Total
Reconciliation of net movement in property, Reconciliation of net movement in property, plant and equipment
Total capital works Total
Depreciation and amortisation
Leased assets
Loss on disposal of property, infrastructure, plant and Loss on disposal of property, equipment
Net movement in property, plant and equipment Net movement in property, Page 48 Glen Eira Community Plan
Contact us
Glen Eira City Council
Glen Eira Town Hall Corner Glen Eira and Hawthorn Roads, Caulfield
phone: 03 9524 3333 [email protected] www.gleneira.vic.gov.au