Council Plan 2013-2017 (2016-2017 Update)

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Theme 1: Leadership and good governance Strategic objectives 1. Council demonstrates leadership in its decisions to meet future needs and challenges 2. Long-term planning and prudent financial management ensure financial sustainability 3. Lobbying and advocacy about agreed priorities place Greater Bendigo at the forefront of policy and funding considerations 4. Community members are supported to take an active part in democratic engagement 5. Continuous improvement methods are used to ensure excellence in service delivery 6. Long-term planning and staff capacity building help to develop a resilient organisation Challenges and opportunities • Council has a strategic leadership role in setting priorities and making decisions that will enhance the wellbeing of our communities and enable effective planning for the future • We use a range of valid evidence to inform decisionmaking • Lobbying and advocacy remain important to ensure we retain our regional competitiveness and take advantage of opportunities for future development and sustainability of the region • People increasingly want to take an active part in consultation about each phase of the development of new Council initiatives, strategies and master plans • Community engagement opportunities need to keep pace with changing use of technology • An engaged community is a strength that enables significant partnerships and service delivery opportunities to counter government funding shortfalls • State Government and community have high expectations with regards to reporting on performance and audit outcomes, especially with regards to the long term impact of strategies on people’s lives and wellbeing • Financial responsibility is heightened within the current Federal and State Government policy environment where costs are passed on to Local Government in the forms of reduced grants and fewer grants for major projects in the context of reduced Council opportunities to raise revenue through rates • Implementation and administration of newly introduced legislation, such as the Fire Services Property Levy, impacts on the work and resources of the Council • The immediate and long-term impacts of the ratecapping legislation imposed by the State Government are unclear • Additional responsibilities such as levee banks and Crown Land being passed on to Local Government, and State Government imposing greater compliance and the reporting requirements have a significant financial impact • The potential financial liability associated with the Superannuation Defined Benefits shortfall remains unresolved and unclear • Detailed workforce planning and development is undertaken to ensure Council has the right number of people in place with the right profile of skills able to deliver the right outcomes, all the time • Organisations such as the City (and other Councils) face challenges related to the age of the workforce, skill and talent shortages in some areas, and different generational motivators corresponding to attraction and retention issues 14
1.3 Contribute to policy and strategy development being led by government and other agencies 1.3.1 Review the impact of rate capping on the City’s long term financial sustainability and community aspirations for services and facilities and use this to inform future advocacy activities to the State Government for the best outcome for our community 1.3.2 Respond to any discussion papers, draft Bills and proposed changes to the Local Government Act 1989 within required deadlines Strategies and 2016-2017 actions 1.1 Good governance principles are used to guide strategic decision-making 1.1.1 Provide high-level strategic advice to Council to enable it to meet its legislative responsibilities 1.1.2 Meet Local Government legislative requirements and support Councillors in their role using Good Governance principles 1.1.3 Complete planning for the 2016 Council elections and the induction and training of Councillors following the election 1.2 Maintain strong and positive relationships with the Federal and State Government and relevant departments and agencies and advocate to ensure that the required infrastructure, key projects, policies and services are in place as our community grows 1.2.1 Take a lead role in the Regional Partnership Forum and Regional Cities Victoria to benefit the region and the City, including regional action on water security 1.2.2 Meet regularly with relevant Members of Parliament and advocate for funding for required infrastructure, key projects and services that bring improved outcomes for our growing and liveable municipality 1.4 Continue to improve Council’s communications and engagement practices to support open and inclusive decision making and reach diverse audiences 1.4.1 Implement the Community Engagement Framework to guide engagement opportunities, timetables and feedback throughout strategy and policy development and service reviews 1.4.2 Provide seamless and consistent information to the community about Council’s policies and processes 1.4.3 Use more innovative approaches and new technologies to inform and engage the community Council Plan 2013-2017: 2016-2017 Update • 15
Page 1 and 2: Council Plan 2013-2017 Update 2016-
Page 3 and 4: Executive Summary This is the final
Page 5 and 6: Greater Bendigo Snapshot • The Be
Page 7 and 8: Greater Bendigo liveability indicat
Page 9 and 10: 1. Improving the health and wellbei
Page 11 and 12: Senior Leadership Team Craig Nieman
Page 13: Integrated Corporate Planning Frame
Page 17 and 18: Theme 2 Planning for growth Strateg
Page 19 and 20: 2.3 Sustainable transport options a
Page 21 and 22: Strategies and 2016-2017 actions 3.
Page 23 and 24: 3.6 Greater Bendigo has inclusive a
Page 29 and 30: City of Greater Bendigo plans and s
Page 31 and 32: Financial statements Comprehensive
Page 33 and 34: Statement of Changes in Equity For
Page 35 and 36: Statement of Capital Works For the
Page 37 and 38: Notes Council Plan 2013-2017: 2016-
Page 40: Address: 195-229 Lyttleton Terrace,

Council Plan 2013-2017 (2016-2017 Update)

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