COUNCIL PLAN REVIEW (2015)
April 28, 2015
Table of Contents
Making Bayside a Better Place .............................................................................................. 3
Overview of Bayside - Our Community .................................................................................. 3
Overview of Bayside - Our Council ................................................................................. 5
Councillor Profile ............................................................................................................. 5
Council meetings, special committees and networks ............................................................ 6
Audit Committee .............................................................................................................. 6
Risk Management ........................................................................................................... 7
Code of Conduct ............................................................................................................. 7
Overview of Bayside - Our Planning Framework ................................................................... 8
Community Plan .............................................................................................................. 9
Council Plan .................................................................................................................... 9
Annual Budget............................................................................................................... 10
The Better Place Approach ........................................................................................... 10
Annual Department Plans and Staff Performance Plans ............................................... 10
Structure of Council Plan ..................................................................................................... 11
Goal 1 – An engaged community and Council .............................................................. 12
Goal 2 – A strong supportive community....................................................................... 13
Goal 3 – A liveable city .................................................................................................. 14
Goal 4 – A sustainable natural environment.................................................................. 16
Goal 5 – A creative and active community .................................................................... 18
Goal 6 – A thriving local economy ................................................................................. 20
Goal 7 – A finanically responsible Council with good governance ................................ 21
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COUNCIL PLAN REVIEW (2015)
April 28, 2015
Making Bayside a Better Place…
Bayside City Council’s purpose is to work together with the community to ‘make Bayside
a better place.’
In developing this new Council Plan, Council was guided by the Bayside 2020
Community Plan and our community’s vision for its future. The Council Plan details the
strategic objectives that Council will pursue to achieve Bayside’s vision over the next four
years. The Council Plan is resourced through the Annual Budget and progress toward
achieving strategic objectives will be reported regularly to the community through the
corporate reporting cycle including the Annual Report.
The Council Plan will guide decision making, resource allocation, service provision and
organisational focus for the next four years.
Overview of Bayside - Our Community
Bayside City Council was created on 15 December 1994. It comprises the former Cities
of Brighton and Sandringham and parts of the former Cities of Mordialloc and Moorabbin.
The area now known as Bayside was originally inhabited by the Boon wurrung people of
the Kulin nation. The coastal land from Brighton to Mordialloc is the traditional country of
the Ngaruk Willum clan of the Boon wurrung people.
The City of Bayside covers an area of 37 square kilometres from Melbourne’s central
business district. The coastline of Port Phillip Bay forms the western boundary of
Bayside, while the Nepean Highway and the Melbourne to Frankston railway line form
most of the eastern boundary.
Baysides natural environment, from our 17 kilometre stretch of sparkling coastline to the
urban forest of our streets, is an important asset to us all. Preservation and
enhancement works are completed each year to help maintain our natural environment
and protect it from the impact of development, increasing use and climate change.
Council also works with many partners to educate our community and stakeholders
through many initiatives and programs.
Bayside is characterised by quality residential areas and a variety of businesses.
Residents and visitors alike enjoy Bayside’s numerous parks, reserves, foreshore, local
retail centres, sporting and recreational grounds, heritage buildings, art galleries and
festivals.
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In 2013, the preliminary estimated resident population of the City was 98,368 persons. In
the 10 years from 2003 to 2013, the population increased by 10.4% from 89,088 persons
in 2003. The Bayside community is largely Australian-born (71 per cent). The main
overseas countries of birth are the United Kingdom, New Zealand and South Africa.
There are 155 persons in Bayside who identified themselves as indigenous..
Eight out of ten Bayside residents speak English at home (82 per cent). The main nonEnglish languages spoken at home are Greek, Italian and Russian.
A total of 71 per cent of Bayside’s 34,700 households are family households. The
dominant household types are couples with children, followed by mostly older couples
without children. Lone person households (mostly older and middle-aged people)
comprise of 23 per cent of all Bayside households.
Consistent with the common household types in Bayside, the largest age groups in the
community are 35 to 49 years and 50 to 59 years. Since 2006, there has been an
increase in the number of empty nesters and retirees, primary school age children and
older workers and a decrease in the number of young adults aged 25 to 34.
Over the past decade, Bayside has had a growing population of elderly residents aged
85 years and over. With an ageing population, Bayside is expected to have a four per
cent increase in residents over the age of 70 years by the year 2031.
Bayside is home to approximately 12,500 businesses which are a mix of local, national
and international business, including 3 of Australia’s top 200 companies. The most
common industry categories are professional, scientific and technical services, rental
hiring and real estate services, financial and insurance services, construction, retail trade,
health care and social assistance.
Two-thirds (66 per cent) of Bayside’s employed residents travel outside the municipality
to work – predominantly to the Cities of Melbourne, Kingston and Port Phillip – while 25
per cent of employed people in Bayside live and work in the area.
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Overview of Bayside - Our Council
Councillor Profile
Bayside residents elected seven councillor over three wards to govern our city.
Northern Ward
Cr Michael Heffernan
Mobile
0400 965 233
Email mheffernan@bayside.vic.gov.au
Cr Alex del Porto
Mobile
0417 390 641
Email adelporto@bayside.vic.gov.au
Central Ward
Cr Bruce Lowe
Mobile
0411 555 551
Email blowe@bayside.vic.gov.au
Cr James Long BM JP
Mobile
0400 828 688
Email jlong@bayside.vic.gov.au
Cr Felicity Frederico
Mobile
0428 323 771
Email ffrederico@bayside.vic.gov.au
Southern Ward
Cr Laurence Evans
Mobile
0407 735 993
Email levans@bayside.vic.gov.au
Cr Heather Stewart
Mobile
0407 040 813
Email hstewart@bayside.vic.gov.au
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Council meetings, special committees and networks
The role of Council Meetings and Special Committee Meetings is to consider and
exercise decisions on matters that impact our community and review operational and
financial achievements against targets.
Council meetings are held at 7pm on Tuesday evenings at the Council Chamber in
Boxhall Street, Brighton and are open to the public. Meeting times and dates are
published on Council website.
Under Section 86 of the Local Government Act 1989, Council can create and delegate
powers of the Council to Special Committee Meetings. At the Annual Meeting of Council
held on 4 November 2014, Council reaffirmed the establishment of the Planning and
Amenity Committee which has full delegated powers and functions of Council to consider
all matters relating to statutory planning, tree removal applications and traffic and parking
matters.
In support of our thriving economy, Council coordinates the Bayside Tourism Network
and the Bayside Business Network. The Bayside Tourism Network provides feedback
and ideas on how Council can deliver and leverage the projects outlined in the Business
Tourism Strategic Action Plan. The Bayside Business Network is an active group of
business professionals who meet regularly to develop excellence in business, innovation
and entrepreneurship. The network provides an annual program of events that builds
awareness and hosts discussion about current business issues.
Bayside has an active and creative community, and to support this Council has appointed
an Arts and Culture Advisory Committee to provide advice to Council on cultural activities
and the various forms of the arts.
Audit Committee
As part of Council’s duty to fulfil its governance obligations to the community, Council
established an Audit Committee in 1996 in accordance with Section 139 of the Local
Government Act 1989. The primary role of the Audit Committee is to provide an
independent review of Council’s financial and management systems and reporting
responsibilities, to ensure compliance with statutory rules and regulations, and to oversee
an effective and efficient audit process both internally and externally. The committee
also provides an effective means of communication between the external auditor, internal
audit, management and the Council.
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Risk Management
Council’s objective is to fundamentally in grain risk management into the organisational
culture through the discipline that every activity or program will be managed in an
appropriate way to minimise risk.
Council has a risk management strategy which outlines the risk management process
and maximises the benefits from opportunities and speculative risks. Both strategic and
operational risks are reviewed by Council’s Audit Committee on a regular basis.
Code of Conduct
Bayside City Council’s Councillor Code of Conduct outlines the role of the Council and
gives an overview of Councillors’ responsibilities, in accordance with the Local
Government Act 1989.
The Code includes guidelines for rules of conduct, Council decision-making and the use
of Bayside resources. It also includes procedures for disclosure of interest and conflicts
of interest that go beyond legislative requirements.
Under the Code, Councillors are committed to working together and with the Chief
Executive Officer and other officers as a cooperative and constructive team, to ensure
the shared vision for the municipality becomes reality.
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Overview of Bayside - Our Planning Framework
Bayside City Council is guided by an Integrated Planning Framework which aligns strategy,
corporate and operational plans.
Bayside 2020 Community Plan
Council Plan 2013-2017 (2015 Review
Annual Budget (includes annual
Initiatives and Major Initiatives)
The Better Place Approach
Annual Department Plans and
Staff Performance Plans
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Community Plan
The Bayside 2020 Community Plan expresses a vision
for Bayside for the next ten years. Endorsed by
Council in 2009, the plan provides the overarching
direction for the Council Plan 2013-2017 through six
community directions:






Community connection
Lifestage issues
Planning, infrastructure and transport
Our environment
Recreation, leisure, arts and culture
Local economy
Council Plan
The Council Plan 2013-2017 sets out Councils vision,
goals, strategic objectives and strategies for its four year
term in office. The goals of the Council Plan are
directly aligned with the six key priority areas of the
Community Plan and include one additional goal
which addresses financial responsibility and
good governance.
The following goals of the Council Plan will help focus
Council’s activities toward achieving the
Community Plan’s vision:







Goal 1 - An engaged community and Council
Goal 2 - A strong supportive community
Goal 3 – A liveable city
Goal 4 – A sustainable natural environment
Goal 5 – A creative and active community
Goal 6 – A thriving local economy
Goal 7 – A financially responsible Council with good governance
The delivery of the Council Plan is supported by a number of major strategies including
the Municipal Strategic Statement and the Wellbeing for All Ages and Abilities Strategy
(incorporating the Municipal Public Health Plan) along with other key supporting plans
such as the Bayside Housing Strategy and the Arts and Culture Strategy.
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Council policies are linked to longer-term strategic objectives and generally contribute to
achieving one or more of the seven goals of the Council Plan. Council polices are public
statements formally resolved by Council, which clearly state Council’s requirements in
relation to particular matters or issues. A list of current policies is available on Council’s
website at www.bayside.vic.gov.au.
Progress toward achieving the goals of the Council Plan is monitored through the
delivery of initiatives and major initiatives (contained within the Annual Budget) and
through the achievement of a set of strategic indicators.
Annual Budget
Each year Council develops an Annual
Budget in accordance with Section 127 of the
Local Government Act 1989.
Annual Budget (includes annual
Initiatives and Major Initiatives)
The Annual Budget supports the achievement
of the Council Plan by presenting how the budget contributes to the achievement of the
goals of the Council Plan. The Annual Budget also lists the initiatives and major
initiatives to be delivered within a given financial year.
The Better Place Approach
To assist the organisation in managing
performance, a performance measurement
framework has been developed to assist the
demands for external accountability, to
establish clear goals and targets, to
foster a strong sense of internal accountability
and to learn to improve performance.
Four Key Result Areas (KRAs) have been
developed and orientated towards Making
Bayside a Better Place.
These include
 Liveability – The Built, Natural and Social Environments
 Services
 Efficiency
 People
These are all underpinned by Continuous Improvement and Innovation.
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Annual Department Plans and Staff Performance Plans
Annual Department Plans are directly aligned to
the Council Plan through the documentation of
department commitments for the financial year.
Annual Department Plans and
Staff Performance Plans
Staff Performance Plans ensure tasks are completed
and staff have the skills and support to deliver the
commitments of the Department Service Plans.
Bayside City Council has implemented Business Excellence @ Bayside as a tool to
promote:
 a strong focus on continuous improvement through service excellence;
 an understanding of community needs; and
 an organisational culture which values leadership and innovation.
The model is based on the Business Excellence Framework, an integrated leadership
and management system for achieving innovation, improvement and long-term success.
Structure of Council Plan
The Council Plan 2013-2017 sets out Council’s purpose, goals, strategic objectives and
strategies for its four year term in office.
The structure of Council Plan is as follows
Goals
The Council Plan goals are directly aligned with the six key priority areas of the
Community Plan and include one additional goal which addresses financial responsibility
and good governance. The goals of the Council Plan will guide Bayside forward to
achieve the community’s vision for Bayside.
Strategic Objectives
Each goal has one or more Strategic Objective which outlines the outcomes we are
seeking to achieve our goal.
Strategies
Supporting each Strategic Objective are a number of strategies which outline our
priorities over the next four years.
Strategic Indicators
Strategic indicators show how we are progressing towards achieving the Strategic
Objectives of Council Plan. Annual results are reported to the community through the
Bayside City Council Annual Report.
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Goal 1 – An engaged community and Council
Council Plan Goal
Goal 1 - An engaged community and Council
(What we want for
Bayside)
The Bayside community will be well informed and have opportunities
to actively participate in Council decision making
Strategic Objective
Strategic Objective 1.1
(The outcomes we are
seeking to achieve)
Ensuring decisions are informed by community input and clearly
communicate what we decided and why
Strategies
Strategy 1.1.1
Providing a range of opportunities for the community to actively
engage in Council's decision making
(Our priorities over the
next four years)
Strategy 1.1.2
Encouraging public participation in the decision-making process by
facilitating inclusive processes to encourage participation from the
following groups: life stage, interest, gender and ability.
Strategy 1.1.3
Increasing the community’s awareness and understanding of
Council decision making, services, programs and facilities
Strategy 1.1.4.
Increasing opportunities for the community to transact with Council
remotely.
Strategic Indicators

Community Satisfaction with consultation and engagement*
(Target 54 index score)
(How we will measure
our success)

Number of visits to the Bayside website (Target 1,800,000 total
hits per year)

Number of registered users on our ‘Have your Say’ page on the
Bayside website (Target 2,500 users)

Number of community engagement activities with the Bayside
community (Target 10 engagement activities and greater than
1,500 engaged people)

Number of online payments (Target 22,000 transactions
annually)

Number of transaction types that can be completed online
(Target 10 online forms)

Number of public users of the Geographical Information System
by the community (Target 45 hits per week)
*Measured through the Annual
Local Government Satisfaction
Survey
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Goal 2 – A strong supportive community
Council Plan Goal
Goal 2 - A strong supportive community
(What we want for
Bayside)
Bayside will be a healthy connected community
Strategic Objective
Strategic Objective 2.1
(The outcomes we are
seeking to achieve)
Understanding and responding to the diverse needs of our community
Strategies
Strategy 2.1.1
Developing partnerships to support community participation and to
meet the diverse needs of the community
(Our priorities over the
next four years)
Strategy 2.1.2
Ensuring our services and facilities are accessible and inclusive and
respond to current and emerging needs.
Strategy 2.1.3
Supporting, recognising and valuing volunteerism and building
community capacity to attract, support and retain volunteers
Strategy 2.1.4
Enhancing the public health and wellbeing of the Bayside community
Strategic Indicators

Community Satisfaction with Council's family support services*
(Target 66 index score)
(How we will measure our
success)

Number of Council buildings with improved disability access
(Target 2 facilities annually)

Percentage of active Council volunteers registered on Councils
volunteer management system (Target 90% or greater volunteers
registered)

Percentage of children undertaking the key ages and stages
checks (Target 98% of Children attending a KAS visit)

Number of young people attending Youth Services programs and
services (Target 4,000 young people)

Proportion of class 1 and class 2 food premises that receive an
annual food safety assessment (Target 95%)

Number of sporting facilities with facilities accessible for women
(Target 1 pavilion upgrade per financial year)
*Measured through the Annual Local
Government Satisfaction Survey
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Goal 3 – A liveable city
Council Plan Goal
Goal 3 - A liveable city
(What we want for
Bayside)
Bayside will have a well preserved neighbourhood character and have
accessible transport options
Strategic Objective
Strategic Objective 3.1
Protecting and enhancing amenity, liveability and neighbourhood
character
(The outcomes we are
seeking to achieve)
Strategic Objective 3.2
Providing infrastructure and promote transport options that meet current
and expected needs of the Bayside community
Strategies
(Our priorities over the
next four years)
Strategy 3.1.1
Developing planning strategies and policies with our community that
enhance Bayside’s liveability along with its natural and built environment
Strategy 3.1.2
Engaging with our community to ensure we develop appropriate planning
controls for Bayside
Strategy 3.1.3
Advocating Council's planning and urban design objectives
Strategy 3.1.4
Developing and implementing public realm projects to beautify Bayside’s
neighbourhood character and enrich our urban environment
Strategy 3.2.1
Ensuring community assets and infrastructure meet current and expected
needs
Strategy 3.2.2
Planning, advocating, implementing and promoting integrated transport
options in Bayside
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Strategic Indicators

Community Satisfaction rating for local streets and footpaths* (Target
63 index score)
(How we will measure
our success)

Community Satisfaction rating for traffic management* (Target 58
index score)

Community Satisfaction rating for parking facilities* (Target 57 index
score)

Community Satisfaction rating for appearance of public areas*
(Target 74 index score)

Community Satisfaction rating for the enforcement of local laws*
(Target 66 index score)

Percentage of planning permit applications determined within the
statutory timeframes (Target 60%)

Percentage of the annual Capital Works Program completed at the
conclusion of the financial year (Target 90% of projects completed)
*Measured through the Annual
Local Government Satisfaction
Survey
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Goal 4 – A sustainable natural environment
Council Plan Goal
Goal 4 - A sustainable natural environment
(What we want for Bayside)
Bayside will be a leader in environmental management and be a
greener, more sustainable city
Strategic Objective
Strategic Objective 4.1
Achieving positive environmental outcomes
(The outcomes we are
seeking to achieve)
Strategies
(Our priorities over the next
four years)
Strategy 4.1.1
Working with the community and our partners to achieve positive
environmental outcomes for the Bayside community through
education and sharing information
Strategy 4.1.2
Protecting and enhancing Bayside’s biodiversity, foreshore, natural
reserves and open spaces for the enjoyment of all our community
Strategy 4.1.3
Minimising the environmental impacts of Council operations by
reducing waste, and improving water and energy efficiencies
Strategy 4.1.4
Protecting and enhancing vegetation (increase indigenous plant
usage) on private and public land
Strategy 4.1.5
Responding to climate change and mitigating its effects
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Strategic Indicators

Number of people engaged in a Council sustainability initiative
(Target 50,000 participants)
(How we will measure our
success)

Diversion of waste from landfill to recycling (kerbside collection)
(Target 50%)

Greenhouse gas (GHG) emissions in tonnes of C02e (Target
5% annual reduction)

Number of trees planted in streets, parks, foreshore and
bushland reserves. Minimum contract target 1400 trees.
(Target with additional programs 2,000)

Percentage of new trees planted on nature strips within the
VPO3 that are indigenous varieties (Target 80%)

Consumption of potable water for irrigation within open space
(Target less than 220,000 kilolitres)

Number of completed, funded, open space improvements as
identified within the Capital Works Program (Target 90%
projects completed)

Number of indigenous plants available for Council use and
private sale and sold from the Bayside Community Plant
Nursery (Target 100,000 plants available 100,000 plants sold)
*Measured through the Annual Local
Government Satisfaction Survey
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Goal 5 – A creative and active community
Council Plan Goal
Goal 5 - A creative and active community
(What we want for Bayside)
Bayside and its community will have a strong sense of identity, pride
and place through its culturally rich arts, recreation and cultural
programs
Strategic Objective
Strategic Objective 5.1
Providing recreation and cultural opportunities that create a sense of
identity, pride and place
(The outcomes we are
seeking to achieve)
Strategies
(Our priorities over the next
four years)
Strategy 5.1.1
Supporting and building on Bayside arts, culture and recreation
activities to encourage greater participation
Strategy 5.1.2
Encouraging and supporting our diverse culture by providing places
to gather and connect
Strategy 5.1.3
Facilitating lifelong learning and programs that inspire and stimulate
imagination both through our own provision and support for
community organisations
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Strategic Indicators

Number of visitors to the Gallery @BACC (Target greater than
6,400 visitors annually)
(How we will measure our
success)

Number on online visitors to the Gallery @BACC (Target greater
than 2,600 visitors annually)

Number of art and cultural activities programs offered to the
community annually (Target 10 programs)

Number of physical visitors to Bayside Library service at each
branch
(Target
Brighton Branch – 292,000 physical visitors
Beaumaris Branch – 132,000 physical visitors
Hampton Branch – 52,000 physical visitors
Sandringham Branch – 168,000 physical visitors)
*Measured through the Annual Local
Government Satisfaction Survey


Number of loans of library materials per annum (Target 960,000
items annually)

Number of web visitors to Bayside Library Service (Target
16,000 web site visitors

Percentage of population that are active library members (Target
25% of population)

Number of library lifelong learning and social inclusion programs
offered (Target 10 programs)

Estimated attendance at Councils major events (Target greater
than 18,000 Carols in the Park and greater than 5,000 Bright n
Sandy Festival)
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Goal 6 – A thriving local economy
Council Plan Goal
Goal 6 - A thriving local economy
(What we want for Bayside)
Bayside will be recognised for its thriving shopping and business
precincts and as a prominent sporting and tourist destination
Strategic Objective
Strategic Objective 6.1
Supporting creation of a strong, creative and innovative local
economy
(The outcomes we are
seeking to achieve)
Strategies
(Our priorities over the next
four years)
Strategy 6.1.1
Strengthening Bayside as a tourism destination through working
with the Bayside Tourism Network and local tourism operators.
Strategy 6.1.2
Working with our business community to provide opportunities for
growth and prosperity
Strategy 6.1.3
Promoting our shopping areas, strong business precincts and local
tourism features
Strategic Indicators

Community Satisfaction rating for business and community
development and tourism* (Target 59 index score)
(How we will measure our
success)

Satisfaction rating from Bayside Business Network event
attendees (Target 85% or greater)

Number of Bayside Business Network members (Target 450
members)

Number of events sponsored by Council through the Shopping
Centre Events and Celebration program in conjunction with
local trader associations (Target 4 events annually)
*Measured through the Annual Local
Government Satisfaction Survey
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Goal 7 – A financially responsible Council with good
governance
Council Plan Goal
Goal 7 – A financially responsible Council with good governance
(What we want for
Bayside)
Bayside City Council will continue to make the best use of available
resources to the benefit of all in a transparent local government
environment
Strategic Objective
Strategic Objective 7.1
Creating community value through effective management of resources
and finances
(The outcomes we are
seeking to achieve)
Strategic Objective 7.2
Ensuring open and transparent decision making and strong
accountability to the community
Strategies
(Our priorities over the
next four years)
Strategy 7.1.1
Developing alternative income sources to reduce pressure off rate
increases and improve long-term financial viability
Strategy 7.1.2
Advocating to State and Federal government for funding and avoidance
of cost shifting
Strategy 7.1.3
Maximising community utilisation of Council assets to improve financial
and/or social return
Strategy 7.1.4
Ensuring that Council is delivering the most effective mix of services in
the most efficient way possible
Strategy 7.2.1
Demonstrating high standards of governance, risk management,
customer service and leadership
Strategy 7.2.2
Reporting regularly to our community on Councils’ performance
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Strategic Indicators

Community Satisfaction rating with customer service* (Target 71
index score)
(How we will measure our
success)

Community Satisfaction rating for lobbying on behalf of the
community* (Target 54 index score)

Community Satisfaction rating with overall performance of Council*
(Target 65 index score)

Percentage of customer service requests actioned within target
timeframes (Target 95% of requests within timeframes)

Average time callers wait before their call is answered including
welcome and hold message (Target 30 seconds per call)

Number of service reviews undertaken in accordance with the
service review framework each year (Target 4 service reviews
annually)

Successfully obtain funding or tangible responses as a result of
strategic advocacy (Target 3 specific funding grants annually and 3
significant and successful outcomes from advocacy per annum)

The number of confidential items considered in closed meetings of
Council (Target less than 14 items per annum)

Staff Turnover rate (Target less than 11%)

Lost time injury frequency rate (Target less than 10)

Employee satisfaction through the Employee Opinion Survey (Target
greater than 71%)

Rates and charges as a percentage of total income (Target greater
than 70%)

Underlying Operating Result (Target $13.2 million)

Liquidity – ability to pay existing liabilities in the next 2 months
(Target greater than 1:1.5)

Indebtedness – measures total borrowings as a percentage of rates
and charges revenue (Target Less than 40%)

Renewal Gap – comparison of the rate of spending on existing
assets through renewing, storing and replacing existing assets with
depreciation (Target greater than 1.0)
*Measured through the Annual Local
Government Satisfaction Survey
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Contact Details
Street address
Corporate Centre
76 Royal Avenue
SANDRINGHAM 3191
Corporate Centre opening hours
8.30am – 5pm Monday to Friday (except public holidays)
Postal address
PO Box 27
SANDRINGHAM VIC 3191
Telephone: (03) 9599 4444
Facsimile: (03) 9598 4474
Email: enquiries@bayside.vic.gov.au
Website: www.bayside.vic.gov.au
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