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APPENDIX A SERVICE SCOPE 2015-16: INTEGRATED STORMWATER MANAGEMENT (DS3536785) of 11

Service: Integrated Stormwater Management Director: Ian Bell, Director Engineering & Infrastructure Manager: David Yeouart, Manager Community Infrastructure

SERVICE ASSESSMENT QUESTIONS This Service Assessment will aim to answer the following key questions:

1. What is the role of Council in this service?

2. What is the strategic intent of this service?

3. What is the best service model for this service into the future?

4. What are the most appropriate areas of focus and the associated service levels

required for this service?

In accordance with the Council Plan, all Service Analyses will consider planning, where

relevant, for an ageing population; and providing a range of programs, services and

partnerships which aim to build connections between people and reduce social isolation.

INTRODUCTION

Metropolitan Melbourne has a two-tiered system for managing stormwater.

Melbourne Water, as the responsible drainage authority under the Water Act 1989, is

responsible for all main drains, retarding basins, waterways and catchments (above 60Ha)

on a regional scale.

Council has responsibility for the management of stormwater at the local or precinct level

(generally catchments below 60Ha).

To this end, Council manages urban stormwater runoff, which is essentially, the water from

a rainfall event which is not absorbed into the ground and needs to be captured and

directed safely through a combination of pits, pipes, retarding basins, water sensitive

structures, harvesting tanks and overland flow paths.

Council’s stormwater network (as at 2014) is a combination of:

1,167 kms pipes;

36,181 pits;

4 retarding basins;

10 stormwater treatment wetlands;

20 rain garden systems;

over 100 rainwater tanks;

9 stormwater harvesting schemes;

Overland flow networks;

38 sporting reserves, and

793 hectares of public open space.

SCOPE

APPENDIX A


Recent changes to State policy and water legislation, looks to place an increasing onus on

councils to pursue an integrated approach to stormwater, in order to build resilience in an

ever-changing climate and achieve better liveability outcomes for communities.

The concept of Integrated Water Management is internationally accepted as the approach

to managing water resources in the most efficient, equitable and sustainable manner.

Predictability of water supply and storms is an uncertain science. Shifting rainfall trends,

general weather conditions, timing and duration of seasonal changes all contribute to this

a level of uncertainty.

Similarly, the presence of water in both quantity and quality is affected by climate

variability, resulting in more intense/frequent storms, higher summer temperatures and

extended dry periods.

This Scope addresses how Council currently delivers the integrated stormwater

management service and considers how Council will meet the growing challenge to

improve liveability standards, achieve long term sustainability and build Knox’s water

resilience within unpredictable cycles of flood and drought.

Role of Council under Delegated Powers Council manages stormwater runoff under the provisions of:

The Planning and Environment Act 1987, which informs the Victorian Planning

Provisions, Local Planning Policy Frameworks and the Planning Scheme;

Clause 56.07-4 (Water Sensitive Urban Design) of the Victorian Planning Provisions,

which is a key to planning and development regulations surrounding stormwater

quality and quantity;

The Water Act 1989 (although the Act gives no recognition of Local Government

Authorities being responsible drainage authorities or water regulators);

The Environment Protection Act 1970 and associated State Environment Protection

Policies (subordinate legislation) particularly, Waters of Victoria 1988 and Schedule

F6, Waters of Port Phillip Bay 2003, that govern the protection of waterway

environments from the impacts of urban stormwater runoff;

The National Construction Code (BCA Vol 1, Vic 1.6) which informs the Planning

Scheme and Special Building Overlay, which governs conditions on floor levels in

flood affected areas; and

The Building Regulations 2006, in particular, Regulation 802 for Flood Areas;

Regulation 806 for Designated Land or Works; and Regulation 310 for Building Over

Easements (which is shared with the jurisdictional retail authority, South East Water).

Collaborative partnerships with community, businesses, Melbourne Water, South East

Water, the Department of Human Services, the Stormwater Industry Association, the

Municipal Association of Victoria, the Environment Protection Authority of Victoria, the

Department of Planning and Community Development, the Department of Environment,

Land, Water and Planning, the Cooperative Research Centre for Water Sensitive Cities

and key universities (namely, Monash and Melbourne) are pursued and maintained.


Legal and Statutory Obligations Municipal councils have a range of responsibilities which impact on surface water,

including the planning and approval of sustainable land use, domestic wastewater

management, urban stormwater and where relevant, floodplain management.

Municipal councils are required to ensure that land use planning decisions and approvals

consider the capability of land to sustain the use; that stormwater and domestic

wastewater management is improved and where relevant, that sediment runoff from

unsealed roads is reduced (Victorian Government Gazette, June 2003).

Significant storm events, localised flooding and increased stormwater runoff are leading to

substantial social, economic and environmental consequences for local and state

authorities.

Such events have resulted in significant damage to properties, local environments, and

disruption to members of the community and businesses – in conjunction with substantial

economic costs and potential health risks. These issues have also drawn the attention of

all levels of government – particularly regarding their respective regulatory responsibilities.

Further, given the broader consequences of these events, the management of flooding

and the associated risks has also drawn the attention of the State Auditor General.

As with many of Melbourne’s municipalities, Council faces a number of major stormwater

issues and is working through investigation and consultation with relevant stakeholders

and affected residents, with a view to providing design solutions that are appropriate and

affordable.

Council should be able to demonstrate that it is fulfilling its obligations as a responsible

drainage authority and is able to respond effectively in the management of stormwater and

its drainage assets.

To this end, legal advice provided by Council’s insurers has stated that:

‘Knox is now on notice to act reasonably and not recklessly in relation to possible, and

reasonable, flood remedial works and possible reallocation of resources to flood mitigation,

so as to ensure future (insurance) coverage.’

CURRENT SERVICE MODEL

Integrated Stormwater Service Snapshot Service budget 2014-15: Income

Expenditure

Net

Operational Budget

($13,430)

$616,243

$602,813

Service EFTs: 5.0 EFT


Currently, the Integrated Stormwater Management Service is predominantly provided by

an in-house service delivery model comprising five (5) staff in the Stormwater Unit, within

the Community Infrastructure Department and supported by external consultants, where

further specialist input or expertise is required.

The model has been in place for approximately two (2) years and was established in

response to a growing demand for service and asset planning – for both Council and

privately owned land and infrastructure.

Service Delivery Lifecycle Model

The provision of integrated stormwater management services for Knox City Council, as

with most asset-based services, accords with the service delivery model as shown in

Council’s Asset Management Policy 2013 (see Figure 1).

This model articulates the key service phases for the provision, management and

maintenance of assets in an integrated manner to meet high quality service outcomes for

greater community benefit.

Figure 1: Service Delivery Lifecycle Model

The Stormwater Unit is the major provider of integrated stormwater management from

service formulation, to service establishment and asset design solutions incorporating

strategic stormwater management.

This team is supported by the Project Delivery Unit (Asset Design and Creation), the

Works Unit (Asset Maintenance) and the Construction Unit (Asset Renewal).


Strategically, the integrated stormwater service seeks to deliver levels of service based on

a degree of acceptable risk (i.e. protecting internal floor levels from flood); affordability of

the service provided and degree of community benefit, all of which require adaptability to

changing external policy and legislative drivers; population growth; climate variability (e.g.

increasing frequency of intense storms to extended drought) and urban intensification,

adding further pressure on existing infrastructure assets.

The budget currently provides for an in-house business model of 5.0 EFT comprising of

civil engineers, environmental engineers and scientists, providing direct services, technical

advice, internal consultancies and project management.

In doing so, the service seeks to:

Provide cost-effective, integrated solutions that achieve multiple community benefits,

including the protection of waterway health and sustainable use of water;

Reduce flood risk and ensure protection of human life and property;

Influence urban development outcomes, through planning mechanisms, to build water

resilience without compromising existing infrastructure performance, and

Provide solutions that are innovative and responsive to changes in legislative

requirements, policy development, population growth, urban intensification, and

changing climatic conditions.

The Service’s current activities and functions extend across a number of key areas:

Statutory Planning Support – This function incorporates the provision of technical advice

for planning and building referrals; drainage information requests; pre-planning

development and subdivisional advice on stormwater requirements.

The municipality is experiencing an increased rate of infill and brown field subdivisional

development which is adding further demands on Council resources (time) and increased

pressure on existing infrastructure.

Local Drainage Investigations – This function incorporates investigations in response to

reactive local flooding complaints and referrals for action from the Operations Department,

following maintenance works.

Investigations also extend to the administration of Council’s General Provisions Local Law

36 (Drainage of Properties) for private dispute cases. This process includes site

assessments, documented evidence trails, correspondence and legal documentation for

court or insurance assessments.

Asset Design and Creation – This function incorporates the provision of catchment

analyses, investigations and concept (functional) designs for stormwater related capital

projects.


This includes the development of best practice stormwater management solutions

incorporating Water Sensitive Urban Design (WSUD) and Integrated Water Cycle

Management (IWCM) in collaboration with industry partners, researchers and local and

state government sectors.

The service also contributes to master planning processes and design improvements for

passive and active open space assets, sites of biological significance and council facilities

where there are water related issues to be considered.

Asset Maintenance and Renewal – This function incorporates the provision of expertise

and design solutions to support the Parks, Works and Construction units in the

maintenance and renewal of specialised stormwater assets.

This includes conducting rolling audits of WSUD Assets to assess asset condition and

functional performance, which in turn informs priorities for the 5 year WSUD Renewals

Program.

The service also provides renewal designs, contract supervision and project management

for delivery of WSUD Renewal capital works.

Strategic Planning – this function incorporates the provision of technical advice into the

development of structure plans for activity centres, planning instruments and overlays

(Land Subject to Inundation, Special Building Overlays), revision comment to local

planning policies, the MSS and Planning Scheme.

The planning scheme is the fundamental mechanism by which development can be

controlled to avoid creating or exacerbating flooding problems. Growth within Knox is

predominantly infill development or consolidation.

The Knox Stormwater Drainage Strategy 2004 identified areas in the drainage network

where problems have occurred and are likely to occur. The Strategy noted that

development growth in areas throughout Knox may lead to a higher expectation for high

serviceability from the drainage system; including additional minimum standards for new

development.

It should be noted that, external consultants and contractors support the Integrated

Stormwater Management Service on an ‘as needs’ basis for specific projects. For

example, legal advice is often required, particularly where there are disputes regarding

onus or responsibility or where damage occurred as a consequence of local flooding.

The full delivery of the service is provided in cooperation with other Council services,

largely within the Planning, Operations and Community Infrastructure Departments (i.e.

Biodiversity, Project Delivery, Facilities and Open Space & Landscape Units). The

integrated stormwater service also seeks input from others such as, Strategic Planning,

Local Laws, Risk and Governance.


Equally, the nominated service areas draw on technical expertise from the Stormwater

Unit in order to meet their service levels and further other project outcomes (strategically

and operationally).

Given the current activities of the service, the wider service provision and emerging

drivers, strategic changes in service and relationships may well be necessary.

SERVICE ASSESSMENT

Strategic Intent The Integrated Stormwater Management service largely operates in a dynamic

environment; coping with natural events (i.e. storms), private building developments and

changes in legislation, all of which are beyond the control of the service.

However, the strategic intent of the service is to ensure the City of Knox is able to manage

this environment and effectively transition into a water sensitive city which is safe, resilient,

liveable and sustainable.

A demonstration of this strategic effort is outlined in Appendix A.2 – Logic Map: Integrated

Stormwater Management Services.

To this end, Knox City Council is an active contributor on the Victorian Consortium of

Councils, working with local government professionals across Australia and researchers

from the Cooperative Research Centre for Water Sensitive Cities in a nine (9) year

partnership to transition the City into becoming water sensitive.

In doing so, Knox needs to be mindful of the pressures of a growing Melbourne population;

the sensitivities experienced by vulnerable members of its community during times of

climate extremes (storms and heat stress impacts on the elderly, ailing and young) and

maintain a level of responsiveness that is appropriate to future climatic variations.

Figure 2 below represents the journey Knox is on to achieve a transition from a ‘water

supply city’ to a ‘water sensitive city’ in an effort to secure our community’s water future.


Figure 2: Liveability and the City-State Continuum for Urban Water Management (Brown et al., 2009)

Council has maintained its commitment to leadership in integrated stormwater

management by adopting innovative approaches, largely through water sensitive urban

design - designing, planning and constructing assets that:

are more sensitive to water;

relieve pressure on existing infrastructure networks;

retain and treat water within catchments (land areas) that it falls;

provide a cooling effect to combat urban heat island effects on human well-being;

advance Knox’s water security and resilience;

reconnect the community with local waterways;

provide greater streetscape appeal and urban amenity;

protect ecological health of urban waterways from urban impacts;

are responsive to an increasing population and changing climate challenges; and

adds value and an improved quality of life for its community.

Current Service Levels Council’s existing infrastructure stock was generally built or acquired in a concentrated

period of urban expansion from the 1950’s to 1980’s. During this time, little or no analysis

was done to determine the appropriateness of this infrastructure to respond to a growing

city or how best to sustain this asset base.

Natural overland flow paths have incrementally been lost to development, drainage

easements, containing formal, piped drains are more access constrained and areas of

previously undeveloped land continue to diminish. This raises concerns with respect to two

(2) main areas of risk associated with the management of drainage assets - risk of failure

and service risk.


The service is reliant upon accurate infrastructure data in order to consider and manage

the future provision and performance of the stormwater drainage network.

Currently, there is a significant service gap in the provision of data reflecting drainage

asset condition, extent and location of assets.

Council has recently funded Stage 1 of a flood mapping and modelling study, which covers

four (4) sub catchments in the Blind Creek Catchment. Funding for Stage 2 is currently

under consideration, as part of the 2015/16 budget.

Given indicators received from Stage 1, a number of discrepancies have manifest

themselves in asset locations and asset quantities, when compared with current data.

The completion of the staged flood mapping and modelling study for the forty-nine (49)

sub-catchments within Knox will provide accurate asset condition and location details to

inform better decision making around stormwater design solutions; improve planning and

development conditions and improve management, renewal and financial planning of the

network.

The flood mapping and modelling study will also provide better indicators of areas subject

to flooding under various conditions and it is anticipated that Council will make this

information public.

The integrated stormwater management service needs to be adaptable and responsive to

changing expectations in the water sector and shifts in governmental policy. The future

service needs to seek integrated ways of providing essential stormwater protection

services without compromising other landscape and community values.

Traditional flood mitigation measures aim at moving water efficiently downstream by

increasing the capacity of the pipe network. While this approach is effective at solving

localised issues, it has the potential to create greater problems further downstream,

including flooding and the pollution of receiving waters (i.e. local waterways and

downstream Bay environments) by transporting urban pollutant loads in stormwater runoff.

The option to optimise local flood protection, by increasing pipe size, is often limited due to

the nature of urban development densities, the capacity for creeks and waterways to deal

with the resulting discharge and the expense of the infrastructure provision.

Consequently, Council can no longer rely solely on traditional means of stormwater

disposal. Industry drivers demonstrate the need to look at stormwater as a resource, to be

managed sustainably to service water supply demands; recognising its quantity and quality

will vary over time.

Council’s ability to adapt its approach – to collect and use this resource to respond

successfully in times of shortage, dispose of it safely in times of surplus and consistently

manage its effective use locally lends itself to building the City’s resilience.


Flood mitigation solutions need to achieve a broad range of community benefits beyond

the traditional risk related factors. Solutions need to incorporate water quality outcomes in

response to State Government targets; provide biodiversity enhancements at the local

scale; deliver passive and active recreational opportunities, deliver interactive spaces for

people to connect positively with water and progressively evolve into valued landscape

features.

This Service Analysis will provide the opportunity to:

better identify the range of water-related challenges facing the city;

review and analyse existing service levels of the integrated stormwater service;

review and improve assessment frameworks to inform priority decision making;

ensure Council is able to respond strategically to changing political and regulatory

dynamics;

improve Council’s understanding of the community’s expectations in the provision of

the service;

ensure that Council is supporting the community in accordance with its legal

obligations;

assess the resource implications of delivering the service to agreed or expected levels;

identify the technical capacity of the service to respond to expectations and deliver on

outcomes, and

assess the ability for statutory and strategic planning mechanisms to assist in service

delivery.

Adaptive Future Service Model To facilitate the effective implementation of a strategic and practical approach to

sustainable, integrated water management in Knox, as it transitions to a water sensitive

city state, Council will need to:

Increase use of alternate water sources, such as stormwater, to reduce reliance on

potable water and reduce stormwater runoff;

Manage peak flows (flood risks) caused by climatic changes and intense storms;

Improve stormwater quality associated with urban pollutant loads;

Establish diversion systems which allow flood forming flows to be stored offline for

later release (or alternate use);

Reduce pressures on stormwater infrastructure through new planning conditions to

manage changes in land use, urban intensification and population growth;

Adopt new technologies to retain stormwater close to its source and integrating

infrastructure solutions that contribute to landscape and recreational values;

Enhance liveability standards of the municipality;

Increase the resilience of the municipality’s ecosystems, community, businesses and

facilities to future change, and

positively affect the knowledge, capacity and engagement of the community to

empower personal action.


REFERENCES

1. Water Sensitive Urban Design and Stormwater Management Strategy 2010

2. Drainage Asset Management Plan 2010

3. Flood Management Plan 2012

4. Water Sensitive Urban Design Policy and Procedures 2012

5. Asset Management Policy 2013

6. Strategic Asset Management Plan 2003 – 2013

7. Stormwater Drainage Strategy 2004

8. Memorandum to Councillors – Membership of the Cooperative Research Centre for

Water Sensitive Cities, June 2011

9. Sustainable Water Use Plan 2008

10. Stormwater Management Plan 2001

11. Planning and Environment Act 1987

12. Victorian Planning Provisions, Clause 56.07-4 (Water Sensitive Urban Design)

13. Water Act 1989

14. Environment Protection Act 1970

15. State Environment Protection Policy - Waters of Victoria 1988 & Schedule F6 -

Waters of Port Phillip Bay 2003

16. National Construction Code (BCA Vol 1, Vic 1.6)

17. Building Regulations 2006 (Regulation 802 for Flood Areas; Regulation 806 for

Designated Land or Works; Regulation 310 for Building Over Easements)

APPENDICES

1. Service Profile – Integrated Water Management (December 2012)

2. Logic Map – Integrated Stormwater Management Services – Transitioning to a Water

Sensitive City State

3. Councillor Briefing – Key Feedback Points from Service Plan Scope Presentation (July

2015)

APPENDIX A-1 SERVICE PROFILE: INTEGRATED STORMWATER MANAGEMENT (DECEMBER 2012) Page 1 of 3

Service 12: Integrated Water Management

Director: Dr Ian Bell, Director Engineering & Infrastructure

Manager: David Yeouart, Manager Community Infrastructure

BRIEF DESCRIPTION OF THE SERVICE

This service provides technical and strategic advice and drainage advice/drainage services

related to developer and resident enquiries and the provision of integrated water management.

Integrated Water Management (IWM) seeks to change the impact of urban development on the

natural water cycle, by managing the urban water cycle as a whole, resulting in a more efficient

use of resources - providing not only economic benefits but also improved social and

environmental outcomes. This incorporates an understanding both of the natural, pre-

development water balance and the post-development water balance – which is an important

step toward reducing the adverse impacts of storm water on the health and well being of the

community and in limiting urban impacts on the natural water cycle.

The delivery of the outcomes of the service is supported by other teams within the department

(e.g. Project delivery, Facilities) including capital works renewal, parks maintenance and works

maintenance.

Council Plan Outcome: Sustainable Natural Environment; Healthy Connected Communities;

Active Communities; Dynamic Services & Facilities; Attractive and Vibrant Places; Leading

Organisations.

Service Outcomes:

The community is safeguarded against local flooding.

Safe and fit for purpose municipal drainage system.

Optimising public health and safety in regard to storm water and drainage.

Storm water is a valued and well used resource (quantity).

Clean waterways (Quality).

The fluctuating quantities and quality of stormwater is well managed and distributed.

ACTIVITIES

12.1 Water Quantity: Consists of strategic planning for water management, customer service

internally and externally, and delivery of water management works to manage the quantity of

storm water within the municipality.

Outcomes: Identification and delivery of strategic drainage projects; better integration of

water quantity drainage in structure plans; and an increase in developers integrating water

quantity management principles into their projects. Communication of information and advice

in regard to drainage management regulations and standards. Minimised affect of flash

flooding on habitable businesses and buildings.

12.2 Water Quality: Consists of strategic planning for water management, customer service

internally and externally, and delivery of water management works to manage the quality of

storm water within the municipality.

APPENDIX A-1

http://en.wikipedia.org/wiki/Urban_development

http://en.wikipedia.org/wiki/Water_cycle


Outcomes: Identification and delivery of strategic water quality drainage projects; improved

alignment of water quality drainage projects with Melbourne Water; better integration of water

quality drainage in structure plans; and an increase in developers integrating water quality

management principles into their projects. Cleaner waterways; improved creek flows and

reduced demands on formal drainage pipe networks.

Key current or future issues:

Key current outputs and or deliverables:

Planning referrals 350 per annum

Customers requests (Email, letter, customer service, phone) 500-600 per annum

Council reports (average) 4 per annum

Extreme weather events associated with varying climate conditions. The prevalence and

severity of extreme weather events is increasing, with the subsequent impact on private and

public property. This has highlighted issues of overland flow paths, particularly with older

residential areas where overland flow paths were not incorporated in sub-division planning.

With population growth and increased development, including development in areas with

aging infrastructure, there is increasing pressure on Council to upgrade infrastructure and

better manage development. This will be a significant resource burden for Council.

Identification of overland flow paths – based on current data and evidence - and the

incorporating of flow paths into Council’s Planning Scheme.

The needs and expectations in the community are changing due to the wet weather changes

experienced over the last couple of years. Residents want the conditions that are causing

greater levels of flooding to be fixed to avoid damage to property.

There is additional risk to public health when local flooding occurs.

Financial Profile

Activity Expenditure Income Net

Water Quality $252,834.17 $252,834.17

Water Quantity $442,682.83 $442,682.83

Total $695,517 $695,517

Additional Costs

Activity Expenditure

Buildings maintenance $ 35,918

Capital works renewal $2,069,936

Parks $ 47,515

Works Maintenance $1,399,275

Total Net Cost: $3,552,6441

1 Note that the total cost won’t align exactly with the Departmental Budget of the service. This is because overhead

costs have been removed and measured in their own Service Profiles and costs of buildings, parks and capital works renewals have been added. For full information about costings and assumptions used, see the Introduction section to Service Planning.


Staff Profile

Primary Job Family EFT

Perm

EFT

Temp

End date

(if temp)

Hours per

week Role

Coordinator (Engineer) 1.0 38

Engineer 3.8 144.4

Student Engineer 1 38

Total available EFT and Hours 5.8 220.4

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APPENDIX A-3 KEY FEEDBACK POINTS (JULY 2015) Page 1 of 1

Key Points Raised at 1 July by Councillors at Issues Briefing:

Investigate options for a better return on investment.

Investigate potential for developers to pay for drainage upgrades, related to their

development.

Investigate the cost of current risk.

o What is the cost of Council’s insurance?

o What is the cost of drainage related claims?

Investigate funding partnerships with Melbourne Water.

Investigate the current service model (with focus upon planning referrals).

APPENDIX A-3

APPENDIX B SERVICE SCOPE 2015-16: HEALTH SERVICES (DS3494077) Page 1 of 8

Service: Health Services Director: Angelo Kourambas, Director City Development Manager: Steven Dickson, Manager City Safety and Health


1. What should be the strategic intent of the service?

2. What should the role of Council be for this service?

3. What should be the service model for this service?

4. What service activities, and to what level should this service deliver?




INTRODUCTION

Healthy and Connected Communities is a key aspiration of Knox City Plan 2013 – 2017.

The City Plan identifies these aspirations in a municipality where its population is ageing

and where there is foreseen business and residential growth.

Local Government Act 1989 requires Council to advocate and promote proposals which

are in the best interests of the local community through it exercising, performing and

discharging duties, functions and powers under relevant acts and local laws. The Public

Health and Wellbeing Act 2008 (PHWA), one of these relevant acts, was enacted to

‘promote and protect health and wellbeing’.

Aligned to the PHWA sits the Victorian Public Health and Wellbeing Plan 2011 – 2015

(VPHWP), which states that service providers ‘continue to protect the health of Victorians

and that the risks to health from communicable diseases, food safety and environmental

hazards require sustained efforts and constant vigilance in the face of new and emerging

challenges.’

The VPHWP also identifies the huge burden that escalating rates of chronic disease place

on Victoria’s community and identifies lifestyle behaviours such as promoting healthy

eating, controlling tobacco use and reducing injury prevention as three of many

contributing factors to overall population wellbeing.

SCOPE

APPENDIX B

http://www.austlii.edu.au/au/legis/vic/consol_act/lga1989182/s1a.html#local_community


The Knox Community Health and Wellbeing Strategy 2013 -2017 supports the PHWA

purpose in that it aims to enhance health and wellbeing in Knox. The Strategy identifies

personal health and wellbeing and personal health and community safety as two of its

drivers.

The above State and Local frameworks provide direction for the delivery of Council’s

health services. The service is delegated a number of functions under various Acts that

collectively aims to protect and promote public health and wellbeing in Knox.

The following diagram shows the key functions of the current service that aim to achieve

the above mentioned goals. Each function plays an important role in protecting the health

of the local community. However not all functions are legislated requirements and service

levels for some can be varied by Council. The service analysis will focus on functions that

are not mandated or where Council has discretion on the service levels.

Delivery of Health Services within Knox

This Service Scope describes the current service model, identifies the key challenges and

opportunities the service needs to address and outlines the key areas that the service

analysis should focus on.

Immunisation services that reduce vaccine preventable disease

Provision of suitable living standards within prescribed accommodation settings such as rooming houses and caravan parks

Integrated health initiatives that aspire to curb the incidence of chronic disease. e.g.- tobacco use and healthy eating

Knox City Plan 2013-2017

Programs to ensure access to safe food and reduce the

incidence of food poisoning

Programs to ensure safe beauty and body art practices

Services that eliminate/ reduce the incidences of public health risks, such as pollution to air (including noise), land and water

Programs that ensure the safe installation and use of domestic wastewater systems.



Service Snapshot Service budget 2014/2015: Income

Expenditure

Net

($701,750)

$1,502,675

$800,925

Service EFTs: 14.15

This Service is currently delivered by 24 staff (11.85 EFT, supported by 2.3 EFT

administration staff). Currently the service consists of a Coordinator, seven Environmental

Health Officers (EHO), a Student EHO, one Environmental Health Technician (EHT) and

eleven Immunisation Nurses, who are employed either on a permanent part time or casual

basis.

A suite of Victorian legislation collectively gives a service framework which provides

education, regulation and enforcement within Knox. While some activities may be

discretionary, the majority of service delivery is mandatory and prescribed in legislation.

The following lists articulate both mandatory and discretionary service tasks.

Minimum Mandatory Service Levels Annual inspection of high risk food premises: hospitals, nursing homes, child care

facilities, aged care facilities, restaurants, take away premises, delicatessen

supermarkets and food manufacturers that do not have stand alone specialist quality

assurance programs, school canteens, sporting clubs and Knox registered mobile and

temporary premises not inspected elsewhere.

Obtain food samples from Knox food premises as per Victorian Government Gazette.

Recall foods from Knox food premises and settings that may pose a consumer health

risk.

Investigate all consumer noise requests and requests where activities undertaken

within Knox may compromise health and wellbeing.

Provide immunisation services to children living or being educated in Knox.

Annual inspection of prescribed accommodation premises.

Issue permits to install and use domestic wastewater systems

Registration and inspection of beauty and body art industries

Emergency Service response

Discretionary Services Conduct tobacco education visits and tobacco test purchasing activities

Conduct health promotion and education activities. (Asbestos Awareness Week,

spreading healthy eating messages, including use of demonstration kitchen at Knox

festivals and at targeted community settings)

Provide health related feedback on Planning Applications


Annual assessment of high risk food premises that have specialist quality management

systems

Inspection of Knox registered temporary and mobile stalls inspected previously at other

events or in other municipalities

Swimming pool water quality assessments at public pools

SERVICE ASSESSMENT

Role of Council The role of Council in the delivery of this service is highly regulated. Council is delegated

authority to register and renew licenses for businesses gazetted under the Food Act 1984,

Public Health and Wellbeing Act 2008, Residential Tenancies Act 1997 and Environment

Protection Act 1970.

The Food Act further mandates Council to conduct assessments, inspections, initiate food

recalls and procure food samples for analysis.

The Public Health and Wellbeing Act mandates that the service provides immunisation

services, investigate all customer complaints where a situation may pose a public health

risk and be prepared to mitigate the potential adverse health impacts associated with

emergency situations. The service currently maintains both Council’s Heatwave and

Influenza Pandemic Plans.

The Environment Protection Act specifically authorises the service provider to investigate

residential noise emissions that may adversely affect other residences. The service

currently has neither the authority under this Act or the expertise to remedy complex

matters regarding emissions from commercial and industrial premises. Such matters are

referred to the Environment Protection Authority for investigation and remedy. The review

will consider if Council should in the future, engage such expertise to meet community

demand.

The service also approves the installation and use of domestic wastewater systems under

the Environment Protection Act. While this function currently sits with this service, this

function could also sit with other areas of council.

The Service Analysis will confirm Council’s legislative and regulatory responsibilities under

the various Acts and determine the service model and service activity levels in order for

Council to fulfil its role.

Strategic Intent

The Knox City Plan 2013 – 2017 vision aspires to be a City where its community is able to

enjoy good health and wellbeing at all life stages by mitigating the impact of lifestyle risks

minimising risks to public health.


This service aligns to the City Plan in that it aims to protect and mitigate adverse health

outcomes through:

Monitoring, surveillance and enforcement activities that are aimed at controlling the

spread of infectious disease including food borne disease.

Immunisation services which protects the community against vaccine preventable

disease.

Delivery of health promotion and education services, including tobacco control, healthy

eating initiatives and preparation for potential emergencies which aims to change

community behaviour towards improved health outcomes.

Provision of expert advice on preventative health related matters.

Monitoring, surveillance and enforcement activities that protect and/or mitigate adverse

community outcomes, including emergency situations.

Key current or future issues

An increase of the aged population in Knox. This cohort is more susceptible to disease.

An increasing culture of eating out and the purchase of take away foods will result in an

increase of registered food premises requiring inspection.

An increase in housing density which is likely to impact on the number of residential

noise requests for investigation received. (There has been a current 30% increase in

noise related complaints when compared to 2010).

The addition of new secondary schools and growth in student numbers (eg St Andrews

College) will require immunisation service increases to those currently being provided.

Knox has also had an increasing number of culturally and linguistically diverse (CALD)

food premises proprietors who have limited English language skills and therefore

require increased communication needs, skills etc.

Changes in enforcement (e.g. power of entry) and the centralisation of registrations

(Streatrader) equates to some gained and lost work for the service.

Hairdressers, from 1 March 2016, will be exempt from annual registration; which will

equate to an approximate loss of $10K in future annual income and reduction in human

response requirements.

Training and development of staff is required each time there is a change in legislation.

State expectations can be difficult to meet – e.g. required to conduct additional

secondary school catch up immunisation and ongoing review of Heat Wave Plan.

Service Model

There can be many approaches to the delivery of this service. The analysis will need to

consider proactive versus reactive service approaches and where the service should

balance the moderation of its activities between education and enforcement. Further to

this, the analysis will need to consider what future role should this service have in the

prevention health space? Like Knox, most Council’s provide this service in-house while a

small number have contracted the service to an external private provider. The analysis will

also look at these alternative service models to determine the most effective and efficient

model for Knox and opportunities for greater cost recovery from fees and fines.


The list of matters and questions articulated below outlines the key areas that the analysis

will cover and provide recommendation for Council’s consideration.

The service model review will consider the following:

Service Provision Key Questions

Safe Food

The Service, which is authorised to register food premises,

currently undertakes non mandatory inspections of food

premises covered by a third party audit framework.

Should the Service

continue to inspect these

premises?

Council currently charges gazetted commercial operators a

fee for registration and ongoing legislative surveillance to

offset service delivery costs. Further to this, businesses that

require additional resource because they pose ongoing

consumer risk are charged additional fees on a full cost

recovery basis. Community groups, who sell food from

mobile and temporary premises at settings such as fetes and

festivals, are not currently charged any service fees.

Should community groups

be charged a fee for

services provided?

Known and unknown future residential and commercial

developments may result in increases in the total number of

registered food businesses.

How ought these additional

requirements be

resourced?

Safe Beauty and Body Art Practices

From 2016, Hairdressers, although requiring initial PHWA

registration and initial assessment, will be exempted from

mandatory recurring registration and surveillance

requirements.

With the State defining this

premise class as low risk

should ongoing inspections

be scheduled?

With known and unknown future residential and commercial

developments anticipated, rises in beauty and body art

industries requiring registration and surveillance are

anticipated. It is not anticipated that this increase will offset

losses incurred by hairdresser reform above explained.

Should these additional

activities be resourced? If

so, how?

Immunisation Services

Commonwealth and State agencies currently subsidise the

delivery of immunisation services to children living and being

educated in Knox. This service currently includes up to ten

infant sessions per month and an annual school based

immunisation program. The program is currently about fifty

per cent subsidised. In addition to this, the service delivers a

corporate program on a full cost recovery basis.

Is there scope to reduce

and/or streamline

immunisation services?

The mitigation of all public health risks within Council’s

jurisdiction, including emergency situations, is currently

funded from rate funds. The PHWA requires that all requests

are investigated to determine and remedy adverse health

impacts.

Should there be a

hierarchy of complaints and

should Council not get

involved in some

requests/complaints?


Service Provision Key Questions

Mitigating Public Health Risk

An increase in aged care facilities are likely to contribute in

increases in municipal gastro intestinal outbreaks in such

settings.



so, how?

Residential noise complaints received are approaching 300

per annum; up from 231 complaints received in 2010.

Proposed increases in medium and high density housing is

likely to result in further increases in noise requests received.



so, how?

Asbestos related complaints, linked to the demolition and

removal of household materials in Knox, are increasing.

Although this work generally falls outside the scope of a

health service, community expectations relative to

responsiveness and outcomes regarding this concern are

high.

What ongoing role does the

health service have in

asbestos related matters?

Responsiveness to increases in community requests in

general. Noise and airborne pollution requests have

increased over thirty per cent, when compared to 2010 totals.



so, how.

Integrated Health Initiatives

The Department of Health and Human Services through the

MAV currently subsidise some Public Health and Wellbeing

Strategy initiatives. An example of this is the smoking

education and surveillance work conducted.

Should the service have an

ongoing role in the delivery

of these initiatives?

The service currently delivers initiatives that encourage the

consumption of safe and nutritious foods, with presence at

Knox festivals and community settings.

What future involvement, if

any ought the service have

in the prevention health

area?

Ancillary Public Services

The service currently provides gratis general public services

on health related matters. These services includes provision

of the sharps container replacement and sharps disposal

service, sourcing archived immunisation information for

clients seeking to meet employment needs, sourcing

archived domestic wastewater information and site visits to

discuss proposed food premise development.

Should gratis service

delivery continue or should

a service fee be struck for

these services?

Red tape reduction is a key State strategic objective How could Council reduce

red tape?

It is proposed that the Service Analysis investigate the range of options available and

compare them for effectiveness and efficiency, as well as against cost/benefits, bottom

line, social impact and community preference.

Service Levels

Health Service currently has a range of service levels and these will be explored as part of

the service analysis.


REFERENCES

1. Department of Health 2011, Victorian Public Health and Wellbeing Plan 2011- 2015,

viewed 20 April 2015, http://docs.health.vic.gov.au/docs/doc/Victorian-Public-Health-

and-Wellbeing-Plan-2011-2015

2. Environment Protection Act 1970 (Vic)

3. Food Act 1984 (Vic)

4. Knox City Council (2013), Knox City Plan 2013 – 2017- Incorporating Knox Council

Plan, Melbourne

5. Local Government Act 1989 (Vic)

6. Public Health and Wellbeing Act 2008 (Vic)

7. Residential Tenancies Act 2007(Vic)

APPENDICES

1. Service Profile: Health Services (December 2012)

1

APPENDIX B-1 SERVICE PROFILE: HEALTH SERVICES (DECEMBER 2012) Page 1 of 3

Service 4: Health Services

Director: Angelo Kourambas, Director Development Manager: Steven Dickson, Manager City Safety and Health

Brief Description of Service

This service aims to mitigate adverse community health outcomes through:

Monitoring, surveillance and enforcement activities that are aimed at controlling thespread of infectious disease including food borne disease.

Immunisation services which protects the community against vaccine preventabledisease.

Delivery of health promotion and education services, including tobacco control andemergency management which aims to change community behaviour towards improvedhealth outcomes.

Provision of expert advice on preventative health related matters.

Service Outcomes:

Mitigation of Infectious Diseases

The provision of safe and healthy food

Control of disease due to waste water treatment systems

Decrease in vaccine preventable disease for individuals

Prevention of further contagious outbreaks

Less pollution, noise and emissions

No selling of tobacco to minors

Activities

4.1 Planned Legislative Surveillance: Includes approximately 1490 per annum inspections and approvals of registered food premises, hairdressers, tattooists and beauticians rooming houses, caravan parks; 817 per annum complaint investigations, advice and ongoing monitoring of domestic waste water; complaint investigations of commercial emissions; advice and investigations relating to domestic and commercial noise; tobacco program; and investigations and actions related to disease outbreaks.

Outcomes: Prevention of overcrowding, ensuring adequate capacity to escape in case of fires, compliance with ratios of showers and cooking facilities, safe and healthy food, protection from leakage from waste water treatment systems, protection of waterways from leaking waste water treatment systems, effective identification of sources of contagious diseases, effective clean-ups of contagious diseases, effective isolation of infected individuals, appropriate referrals to the EPA in cases of harmful commercial emissions, reduction in noise louder than background noise, and retail and eating houses are up to date with tobacco legislation.

4.2 Legislative Enforcement: Enforcement of relevant legislation including the Food Act;

Public Health & Wellbeing Act; Tobacco Act; Residential Tenancies Act; the Environment Protection Act and the Knox General Provisions Local Law.

Outcomes: Prevention of overcrowding, ensuring adequate capacity to escape in case of fires, compliance with ratios of showers and cooking facilities, safe and healthy food, protection from leakage from waste water treatment systems, protection of waterways from leaking waste water treatment systems, effective identification of sources of contagious diseases, effective clean-ups of contagious diseases, effective isolation of

APPENDIX B-1

2


infected individuals, appropriate referrals to the EPA in cases of harmful commercial emissions, reduction in noise louder than background noise, and retail and eating houses are up to date with tobacco legislation.

4.3 Immunisation Program: Provision of immunisation to children across 13 schools, to the

public at 10 sessions per month, and to 15 corporates (full fee recovery) per annum. The service administers over 10,000 vaccine does to the Knox community per annum.

Outcomes: Increased knowledge of the effectiveness of vaccines, increase in the appropriate use of vaccines, resulting in a community reduction in infectious disease.

4.4 Health Promotion and Education: Consists of education sessions and attendance at

community festivals and events. Outcomes: Increased levels of awareness of health issues, services and options; increased positive behaviours in relation to the range of services covered by Health Services.

Corporate Responsibilities: Includes the range of tasks that are required to run a service, including: planning, staff management, training, OHS, budgeting, advocacy (internal and external), and collaboration (internal and external).

Key current or future issues: The aged population are more prone to disease and this population cohort is increasing

within Knox. With the increasing culture of eating out, more inspections are needed nowthan in the past. The increase in density of housing in activity centres will have an impacton noise investigations (there has been a 30% increase in noise related complaints over thelast four years). The addition of new secondary schools and growth in student numbers (egSt Andrews College) will also mean an increase in the immunisation service currently beingprovided. Knox has also had an increase in culturally and linguistically diverse (CALD) retailowners who could have limited English language skills and therefore require increasedcommunication needs, skills etc.

Changes in enforcement (e.g. power of entry) and the centralisation of registrationsequates to some gained and lost work for the service. Low risk businesses will be exemptfrom registration, which will equate to approx $10K loss of income. Local policy has animpact around housing and food (due to unclear State framework). Training anddevelopment of staff is required each time there is a change in legislation. Stateexpectations can be difficult to meet – e.g. the secondary school immunisation review andHeat Wave Plan.

Financial Profile


Planned Legislative Surveillance $674,781.76 -$456,924 $217,857.76 Legislative Enforcement $263,541.09 -$3,500 $260,041.09 Immunisation $280,358.96 -$119,988 $160,370.96 Health Promotion and Education $81,943.19 $81,943.19

TOTALS $1,300,625 -$580,412 $720,213

Total net cost: $720,2131

1 Note that the total cost won’t align exactly with the Departmental Budget of the service. This is because

overhead costs have been removed and measured in their own Service Profiles, and costs of buildings, parks and capital works renewals may have been added where appropriate. For full information about costings and assumptions used, see the Introduction section to Service Planning.

3


Staff Profile


Perm

EFT

Temp

End date

(if temp)

Hours per

week Role

Coordinator 1.00 38.00 Coordinator Health Services

Environmental Health Officer 6.00 228.00 2 X Team Leaders and 4 Area EHO

Administration 2.52 0.40 19 October

2012 96.00 Administration Support

Program Manager 1.00 38.00 Health Promotion Initiatives & Events

Regulatory Officer 1.00 38.00 Regulatory Compliance

Nurse 0.55 21.00 Immunisation Nurse

Nurse Casual Reviewed

yearly Immunisation Nurse

144.40

Total available EFT and Hours

12.07 0.40 603.40

APPENDIX C SERVICE SCOPE 2015-16: LEISURE SERVICE (DS3454839) Page 1 of 8

Service: Leisure Service Director: Kerry Stubbings, Director Community Services Manager: Peter Gore, Manager Youth, Leisure & Cultural Services



2. What should be the strategic intent of Council’s Leisure Service in the future?

3. What is the most appropriate service model/s for Council’s Leisure Service?

4. What should Council’s service levels be across the various activities in the future?




INTRODUCTION

The Leisure Service allows residents to be involved in a wide range of activities such as

unstructured pursuits like walking and bike riding or to participate in social or competitive

sport. It aims to encourage people to be more physically active and socially connected,

whether their leisure time is part of their daily routine and regardless of personal

circumstances.

Council’s Leisure Service is delivered through a team consisting of thirty staff (14.47 EFT)

based at the Civic Centre, Rowville Community Centre and Knox Regional Netball Centre.

The key activity areas delivered by the service include: facility and contract management,

leisure planning and grants, sporting club liaison and allocation, capital works, club

education/learning, policy and service standards development, club development and

support of unstructured recreation. Council’s Parks Services and Facilities are the primary

support for the service. Over the past 10 years the service has experienced significant

change through the development of additional activities and facilities, growing needs and

the resourcing required to provide services for the community.

The team is part of the Youth, Leisure and Cultural Services Department and the

Community Services Directorate.

The Scope document outlines the current service model for the Leisure Service as well as

the initial Service Assessment. The initial Service Assessment has had input from team

members, management and executive and outlines the issues and opportunities that will

be considered as part of this review.

APPENDIX C

SCOPE


The key issues and challenges that will be addressed in the Service analysis will include

adapting to changing needs of the community, opportunities to improve the delivery of

service through a service model assessment and assessing appropriate service levels

across the service activities.

Knox has 793 hectares of land that accommodates: 38 sporting reserves with 59 playing

fields; 37 sporting pavilions; 14 community tennis clubs with 75 courts; 208 play spaces;

and 70 kilometres of trails and bike paths.

The key users of the Service include:

Residents – through participation in organised sport or leisure activities; or as casual

users of our facilities or grounds.

Sporting Clubs – through their tenancy arrangements and also use of the facilities.

Personal Trainers – permits to use the grounds for their activities.

Sporting Associations – liaison with Council to enable scheduling of their competitions.

Schools – casual bookings for school usage and competitions.

Community groups – through tenancy arrangements

Other Units or Departments of Council – use of facilities for Festivals/Events i.e.

Stringybark Festival, Pets in the Park.


Leisure Service Snapshot Service budget 2014/2015: Income

Expenditure

Net

$2,215,840M

$2,242,989M

$27,149

Service EFTs: 14.47

This service includes the management, operation and/or support for Council’s leisure

facilities including:

Two Council managed leisure centres;

11 externally managed facilities;

14 community managed and 10 public access tennis facilities;

One community managed hockey facility;

59 Council managed sports grounds and 37 pavilions.

Over the last year, the Leisure Service administered:

16 Leisure Minor Capital Works Grants;

Allocated Council managed sporting facilities to 97 community clubs or associations

(49 in Summer 2013/14 and 48 in Winter 2014);

Co-ordinated four Club Development Seminars and two additional specialised

workshop education sessions (e.g. Responsible Service of Alcohol);

Averaged a monthly attendance of over 100,000 visitations at the indoor leisure

facilities which includes Knox Leisureworks, Rowville Community Centre, Knox

Regional Netball Centre and the Knox Regional Sports Park; and


Averaged a monthly attendance of over 1,300 visitations to the Knox Skate and BMX

Park.

The activities provided include:

Leisure Planning - Strategically planning for a wide range of active sport and leisure

activities for the short, medium and longer term; addressing user needs for facilities and

equipment; promoting and enabling co-location and sharing of facilities and resources;

planning for club financial and membership sustainability, and setting service standards.

Recreation Grants - Provision of grants to sporting clubs for the purposes of supporting

facility development and purchases of equipment.

Club Liaison and Allocations - Allocation of recreation grounds and facilities to clubs,

and communication of Council’s expectations, roles and responsibilities of Council and the

clubs/users. This includes regular contact with clubs to communicate about their

operations, initiatives, and their facilities; support for Council’s Recreation and Leisure

Liaison Group which advises Council on Recreation/Leisure issues.

Facility Improvements/Capital Works - Assessment of prioritised club needs to inform

Council’s capital works, planning & investment; communication and engagement with

clubs about new, renewal or upgrades to facilities or ancillaries, and internal liaison with

project managers of facility improvements.

Club Development Program - Provision of educational seminars and workshops for

sports clubs. Topics include legislative responsibilities (OH&S, responsible serving of

alcohol, etc) and a range of topics which cover how to maintain or build on the overall

sustainability of the club.

Community Managed Leisure Facilities - Council owned leisure facilities operated by

external operators (through contract), e.g. Knox Leisureworks to deliver sporting and

leisure programs, health services, education programs and occasional care for children.

Other facilities are managed through lease and licence agreements.

Indoor Leisure Centres - Council owned and managed leisure centres, which include

education programs, occasional child care, and venues for active recreation and leisure

activities, e.g. Rowville Community Centre.

Policy Development – Writing, reviewing and developing leisure policies which provide a

consistent approach to a matter or issue that forms the basis of a standard response from

Council to the community.

Unstructured Active Leisure – Planning and support for unstructured activities such as

Knox Skate and BMX Park, public sport courts, walking and bike trails.

The service model involves an in-house team including people with specialist expertise

and qualifications in leisure and recreation. It should also be noted that external

consultants and contractors support the planning services on an as needs basis and for


specific projects. The current service model also requires partnerships and the contribution

of volunteers in the community.

The following diagram provides an overview of the key linkages between the Leisure

Service and the other Council Services, which form one element of the service model.

Diagram of the current service model internal Council relationships.

SERVICE ASSESSMENT

Role of Council Council’s role includes supporting sporting clubs and associations to effectively provide a

Leisure Service through their programs and services. Other roles of Council include the

provision of community infrastructure, maintenance, asset replacement and upgrade

(capital works) of community sport and leisure facilities including buildings and sports

grounds.

Council’s role in the management of the Leisure Service includes strategic planning, policy

development, direct management and contract management of leisure centres and advice

to support the effective provision of a range of quality sporting and leisure activities and

facilities within the municipality. The service works with and educates sporting and leisure

groups to support their sustainability and to build healthy, active communities.

Coordination of three Council committees also falls within the Leisure Service

responsibilities.

Leisure Service

Parks Service

Administration

Finance

Human Resources

IT

Communications

Project Delivery

Works Services & construction

Joint Initiatives

Community Strengthening

Community Safety

Community Access and Equity

Healthy Together Knox

Facilities Service

Information

Assets

Social Policy and Planning

Open Space & Landscape

Design

Traffic and Transport

Statutory Requirements

Local Laws

Health Services

Governance/Property

Waste Management


Council is the main provider of the Leisure Service, but other providers operate

commercial or community sites. These take the form of private pay for service gyms and

leisure centres as well as indoor centres. Not a great deal is known about the private

providers; however they are delivering leisure related service in the market place.

There are also community service organisations providing either low cost or no cost

services. Some of these target specific age groups or interest groups. i.e. walking groups,

church groups, etc.

The Knox Leisure Plan (2014-19) provides the foundation for the key principles and future

direction for the Leisure Service.

The Leisure Plan identifies the following principles to guide the planning and development

of the leisure service and facilities:

1. Council will continue to support a wide range of leisure and sport activities and groups

but will have an increased focus on ‘active lifestyle’ opportunities.

2. Council acknowledges that people get involved in sport and leisure for often-different

reasons and are looking for different options to cater for their lifestyle demands.

3. Council recognises it can help minimise, but not necessarily remove, barriers that

prevent people from being active.

4. Council plays a key role in the provision of leisure and sport facilities and

environments but requires support from other organisations and agencies to do this.

5. Council recognises that well-integrated service planning is necessary in order to

ensure all service requirements are identified and addressed, and service outcomes

optimised.

6. Council recognises that urban and natural environments should be well integrated if

the Council is to achieve the desired active lifestyle outcomes.

7. Council planning for facilities will:

- consider construction, sustainable design, ongoing maintenance and operating

costs;

- generally be planned, designed and managed in a way that optimises and

encourages use by the whole community, and effectively integrates indoor and

outdoor spaces;

- be planned and designed in accordance with defined service levels and the

Council’s Sporting Facility and Development Guidelines;

- generally focus on providing for ‘local’ and ‘municipal’ level needs over ‘regional’

level needs; and

- be planned and developed in conjunction with adjoining Councils if this achieves

favorable outcomes for Knox.

8. Council resources allocated to the leisure service and facilities will be in consideration

of leisure and other community service needs, as well as non-Council funding

opportunities.

Questions for the Service Analysis will include:

What role should Council play in providing the Leisure Service?

What is the best balance of roles to achieve Council’s goals as articulated in the

Council Plan and Leisure Plan?

Ensure the service analysis considers consistent processes, practices and

requirements for community sport and leisure groups.


Strategic Intent Knox is home to a diverse range of community facilities that cater for the different leisure,

sport and physical activity needs of residents.

Council is directly responsible for the planning and management of many of these facilities

in conjunction with the community groups and sporting clubs that use them.

Council invests in leisure infrastructure, programs, and community groups because it

recognises the social health and wellbeing benefits derived through this investment.

The Knox Leisure Plan has identified the following key community and Council aspirations

for leisure:

An abundance of leisure opportunities for a community that wants to be active and

healthy;

Availability of places for playing, reflecting, competing, learning, having fun, or just

‘being’;

Activities that encourage positive individual and community values

Strong clubs and organisations that are well run and whose members are open and

welcoming;

Outdoor and indoor spaces that are inspiring, attractive and address the aspirations of

a modern and active community;

Community, government and private enterprise working together to provide leisure

opportunities;

People who want to support others and be supported to achieve common goals;

Leisure and sport providing economic opportunities ; Leisure opportunities for all levels of ability.

The Service Analysis will assess and respond to the following:

What activities will be most effective in delivering on the strategic intent of the service?

Is the purpose, function and sustainability of the service appropriate to address the

strategic intent?


Service Model The initial analysis identified that the unique Service models and Service levels were two

areas, which needed some further exploration. Therefore some of the areas to be

investigated throughout the process include:

The large number of facilities and groups leading to high levels of support and lease

management requirements;

The growth of legislative and risk management issues;

Changes in leisure activities/market place/trends and community needs;

Changes in technology and professionalism of clubs and overall reporting

requirements;

Integration with other services and service providers; and

Increasing cost of providing and maintaining leisure facilities and infrastructure and

pressures on sites to be more flexible and meet community expectations.

The Leisure Service is delivered through a range of different service delivery mechanisms,

they include:

Direct Service Provision – In house staff management, such as the Rowville Community

Centre and the Knox Regional Netball Centre.

Contracted Service Provision – A service has been placed through a competitive

tendering process for its operation and management. The YMCA manages Knox Leisure

works on behalf of Council and provides a return to Council.

Lease and Licence Arrangements – Several sporting facilities within Knox are operated

through a lease or licence arrangement with a community or sporting group. Examples of

these include Knox Regional Sports Park, Knox Gymnastics, Winter and Summer sports,

Scouts, etc.

Committees of Management – There are a few sites where a Committee of Management

has been established to operate and manage Council assets. An example would be the

Knox Gardens and HV Jones Community Halls.

Volunteers – The majority of sporting and community groups operate through the use of

volunteers at all levels. Very few people within a club or community group are in paid roles.

The support and retention of volunteers to the service could be explored further.

The service analysis will ask:

What is the most appropriate service model/s to optimise the effectiveness and

efficiency of Council’s Leisure Service including maximising the integration with other

services?

What is the right model to retain and support volunteers?

What are the alternatives to the current service delivery methods, what impact would

these have on the effectiveness of the service and what would be recommended?


Service Levels Council makes a significant investment in leisure and sport infrastructure. These assets

are valued at over $709 million. Council has overall responsibility for the management of

these sport and recreation assets (reserves, pavilions, etc). What are the appropriate

service levels to most efficiently and effectively support these assets now and into the

future?

The Leisure Plan 2014 – 19 provides information on participation and trends of various

sports and it also identifies a move to more unstructured activities into the future. What is

not covered in the Plan is proposed or recommended standards for the number of facilities

to be provided for a specific sport or linked to population numbers.

Similarly, while there is data on the numbers of people who attend Council leisure

programs or centres but we do not have data on what this figure should or could look like

in the future, nor do we know the optimal level it should be.

The Service provides a number of activities (p.3). The analysis will include an assessment

of the relative investment and service levels across those activities and an assessment of

any changes that should be considered. What are alternative service delivery methods,

what would be the advantages/disadvantages of these options and what would be

recommended?

The Service Analysis will assist in providing clarity on the priorities for the Leisure Service.

What should the service level be for each of the activities of the service?

How should the service prioritise proactive and reactive service delivery?

REFERENCES

1. Knox Leisure Plan (2014-2019)

2. Knox Sporting Reserve and Facility Development Guidelines (2011)

APPENDICES

1. Service Profile: Leisure Service (December 2012)

APPENDIX C-1 SERVICE PROFILE: LEISURE SERVICE (DECEMBER 2012) Page 1 of 4

Service 26: Leisure Services

Director: Kerry Stubbings, Director Community Services

Manager: Peter Gore, Manager Youth, Leisure and Cultural Services


This service includes the management, operation and/or support for Council’s leisure facilities

including 2 Council managed leisure centres, 11 externally managed facilities, 17 community

managed and 10 public access tennis facilities, 1 community managed hockey facility and 59

council managed sports grounds. Over the last year Leisure Services administered 20 Recreation

Minor Capital Works Grants, allocated Council managed sporting facilities to 91 community

clubs or associations (51 in Summer 2012/13 and 40 in Winter 2012), coordinated five Club

Development Seminars and six additional specialised workshop education sessions (e.g.

Responsible Service of Alcohol) and averaged a monthly attendance of over 100,000 visitations

at the community managed facilities which includes Knox Leisureworks and the Knox Regional

Sports Park.

Council Plan Outcome: Healthy, Connected Communities, Culturally Rich and Active

Communities

Service Outcomes:

Sustainable sporting clubs.

Increased participation in club sport.

Increase in groups and individuals using unstructured infrastructure to recreate.

Increased community connectedness through recreation.

Improved health linked to physical activity and exercise.

Maximised use of recreation assets and minimised negative impacts on park users and

neighbours.

Activities

26.1 Leisure Planning: Strategically planning for a wide range of active recreation activities for

the short, medium and longer term; addressing user needs for facilities and equipment;

promoting and enabling co-location and sharing of facilities and resources; planning for club

financial and membership sustainability, and prioritising club needs.

Outcomes: Increased knowledge of participation trends in active recreation activities and

best practice in service delivery; increased knowledge of the current use capacity of grounds

and pavilions; planning which maximises outcomes for available funding including

identification of opportunities for multiple use; planning which considers the needs of the

community and maximises the sustainability of active recreation in the short and longer term,

and ensures grounds and pavilions are appropriate for sporting use.

26.2 Recreation Grants: Provision of grants to sporting clubs for the purposes of supporting

facility development and purchases of equipment.

Outcomes: Increases sustainability of clubs, and retains or increases the number of active

recreation participants.

APPENDIX C-1


26.3 Seasonal Allocation: Allocation of recreation grounds and facilities to clubs, and

communication of Council’s expectations, roles and responsibilities of Council and the

clubs/users.

Outcomes: Fair and equitable distribution of grounds and facilities to clubs, increased

knowledge of the rights and responsibilities relating to access to Council’s grounds and

facilities, and maximise the use of Council’s grounds and facilities whilst minimising any

damage related to over-use.

26.4 Facility Improvements: Assessment of prioritised club needs to inform Council’s capital

works, planning & investment; communication and engagement with clubs about renewal or

upgrades to facilities or ancillaries, or new facilities or ancillaries, and internal liaison with

project managers of facility improvements.

Outcomes: Clubs have an increased knowledge of Council’s processes; clubs have an

increased engagement and level of satisfaction with facility improvements; delivered facility

improvements are in line with needs of sport/club; the facility improvements are delivered in

a timely and effective manner; and facility improvements maintain or improve active

recreation participation.

26.5 Club Development Program: Provision of educational seminars and workshops for sports

clubs. Topics include legislative responsibilities (OH&S, responsible serving of alcohol, etc) and a

range of topics which cover how to maintain or build on the overall sustainability of the club.

Outcomes: Sports clubs have increased knowledge in legislative responsibilities; improved

governance and risk management arrangements; increased knowledge in topics which help

sustain or grow club membership and/or participation; clubs sustain or grow club

membership and/or participation; increased capacity for clubs to deliver on their own

organisational objectives; and sustained or increased active recreation participation.

26.6 Community Managed Leisure Facilities: Council owned leisure facilities operated by

external operators (through contract), e.g.Knox Leisureworks to deliver sporting and leisure

programs, health services, education programs and occasional care for children.

Outcomes: Increased awareness and participation in the activities available in leisure

facilities, increased knowledge, skills and attitudes about the importance of healthy diet and

exercise, increased participation in active recreation.

26.7 Indoor Leisure Centres: Council owned and managed leisure centres which include

education programs, occasional child care, and venues for active recreation and leisure

activities.

Outcomes: Increased awareness and participation in the activities available in leisure

facilities; increased knowledge, skills and attitudes about the importance of healthy diet and

exercise; increased participation in active recreation.

26.8 Club/Group Liaison: Regular contact with clubs to communicate about their operations,

Council business, and their facilities; support for Council’s Recreation and Leisure Liaison Group

which advises Council on Recreation/Leisure issues.

Outcomes: Council has increased knowledge of the needs of clubs; clubs have increased

knowledge of Council’s expectations and processes; service delivery better meets the needs

of clubs and the community.


Corporate Responsibilities: Includes the range of tasks that are required to run a service,

including: planning, staff management, training, OHS, budgeting, advocacy (internal and

external), and collaboration (internal and external).


Growth of participation in active recreation:

Participation has grown in a number of sports (e.g. basketball, soccer). There is an increased

awareness of the health benefits of recreating; Knox’s sporting facilities are becoming increasingly

close to capacity. There is an increasing expectation that Council provides infrastructure (quality

and quantity of facilities) and an increasing expectation in levels of service (e.g. provision of

education). The community has also come to expect a higher standard of service delivery from

Council, e.g. managing condition of grounds to a high quality.

Council’s service delivery model provides for a significant number of leisure facilities to be managed

by external organisations. This necessitates careful contract management to ensure that quality and

safe outcomes are delivered to the community by third parties.

Examples of contracted facilities are: Knox Leisureworks, State Basketball Centre, Knox Regional

Soccer Centre, and Waterford Valley Golf Course.

Changing legislative, policy or other requirements of regulatory bodies or other tiers of

government are likely to impact on delivery and feasibility of the service:

There have been changes to childcare standards, Building Code Regulations, occupational health

and safety, and legislation governing volunteers. Some Council buildings do not meet the recently

changed (last 12 months) standards of the Building Code Australia. Council will incur costs to meet

the standards, e.g. disability access/changing rooms when undertaking major works, following

upgrade works to existing or new facilities. Through such improvements Council will be able to

improve access for the community to these sporting facilities.

Financial Profile

The following figures are based on 2012/13 budget


Leisure Planning $106,192.88 $106,192.88

Recreation Grants $162,370.21 -$57,500 $104,870.21

Seasonal Allocation $41,057.30 -$287,426 -$246,368.70

Facility Improvements $103,173.77 $103,173.77

Club Development Program $29,035.20 $29,035.20

Community Managed Leisure Facilities $157,026.59 -$870,518 -$713,491.41

Indoor Leisure Facilities $942,956.38 -$647,945 $295,011.38

Club/Group Liaison $169,423.67 $169,423.67

Totals: $1,711,236 -$1,863,389 -$152,153

Additional Costs


Buildings maintenance $1,364,258

Capital works renewal $1,467,130

Parks $ 846,666

Total $3,678,054

Total Net Cost: $3,525,9011


costs have been removed and measured in their own Service Profiles, and costs of buildings, parks and capital

works renewals may have been added. For full information about costings and assumptions used, see the


Introduction section to Service Planning. Note that the total cost does not cover the cost of the bus itself, or its

maintenance. These costs will be analysed separately alongside other fleet costs. This is the 2012-13 budget. These

costs do not include corporate overheads.

Staff Profile


Perm

EFT

Temp

End date

(if temp)

Hours per

week Role

Coordinator 1 38

Team Leaders 2 76

Leisure Services Officer 1 38

Administration 0.4 15.2

Project officer 0.2 7.6

Strategic Leisure Planner 0.5 19

Rowville Community Centre

Team Leader 0.75 28.5


Leisure programmer 0.44 16.72

Recreation officers 0.47 17.86

Duty officers 1 38

Child care workers 2.11 80.18

Knox Netball

Team Leader 0.25 9.5


Leisure programmer 0.22 8.36

Recreation officers 0.57 21.66

Duty officers 0.16 6.08

Child care workers 0.88 33.44

Total available EFT and

Hours 14.94 567.72

APPENDIX D SERVICE SCOPE 2015-16: COMMUNITY ACCESS & EQUITY (DS3476532) Page 1 of 8

Service: Community Access & Equity

Director: Kerry Stubbings, Director Community Services Manager: Kathy Parton, Manager Community Wellbeing





4. What service activities and service levels, should this service provide?




INTRODUCTION

Council’s Community Access & Equity Service is primarily an in-house service, supported

by a small team consisting of four staff (3.5 EFT), as well as consultants on an as needs

basis and university students. The Service has a specific focus to support and advocate

for disadvantaged and marginalised population groups to foster an accessible, inclusive

and supportive Council and community. The Service provides specialist advice, programs

and activities to council departments, community organisations and community members

which are aligned to Council’s Vision and City Plan.

The Community Access & Equity Service is responsible for the development,

implementation, monitoring and evaluation of the Knox Multicultural Strategic Action Plan

and the Knox Access & Inclusion Plan for People with Disabilities, which is a legislative

requirement under the State Disability Act (2006).

Service planning provides an opportunity to review the current service model and ensure

that the service activities continue meet the needs of all stakeholders and are delivered in

an effective and efficient way.

The scope document outlines the current service model and provides a preliminary service

assessment of the existing service.

SCOPE

APPENDIX D



Community Access & Equity Service Snapshot

Service budget 2014/2015: Income

Expenditure

Net

($242,600)

$555,503

$312,903

Service EFTs: 4.5*

*NB. The 2014/15 service budget reflects an additional 1 EFT and income for a 3.5 year project which

finished in April 2015. Permanent EFT is 3.5.

Council’s Community Access & Equity Service is funded by Council (2.5 EFT) and

receives annual State Government grant funding for the MetroAccess role (1 EFT).

The current staff roles are:

Coordinator Community Access & Equity (1 EFT)

MetroAccess (1 EFT)

Community Development Officer - Access & Inclusion (1 EFT)

Multicultural Communities Officer (0.5 EFT)

The Community Access & Equity Service is underpinned by community development

principles which aim to build the capacity of the individual, groups and organisations that

they work with.

The Community Access & Equity Service utilises a range of roles to achieve the strategic

intent of the service including:

Partner – developing and maintaining formal and informal relationships and alliances

to achieve a common goal;

Provider – offering a range of services, programs and advice to individuals and

groups;

Planner – planning for services and activities which respond to current and future

needs and requirements; and

Advocate/influencer – raising awareness of State and Federal governments and

other stakeholders of the issues and needs of Knox residents and organisations, as

well as initiating or supporting campaigns for positive change.

The Service endeavours to ensure that all projects and programs delivered are evidence

based and measures are in place to evaluate program outcomes.

The outcomes identified in the current Service Profile for Council’s Community Access &

Equity Service are:

Improved ease of access for all to Council’s services and facilities;

Improved support for people with a disability to integrate into community

organisations, facilities, services and policies;

Improved capacity for people with a disability to advocate on behalf of their needs;


Emergency Relief providers have improved ability to meet the needs of marginalised

and disadvantaged community members;

Increased skills & confidence and participation in community life for marginalised and

disadvantaged community members;

Increased community and social cohesion between all cultural groups;

Improvement in community organisations working together to support our local

Indigenous community;

Community and organisational facilities, services and policies to support the

Prevention of Violence Against Women; and

Increased understanding, engagement and participation within the Knox community

of newly emerging disadvantaged and marginalised communities.

Current activities The Community Access & Equity Service uses a range of activities to deliver the current

service. These include:

Skill development, training, mentoring advice and support – The Service delivers

programs, activities and specialist advice to build the capacity of council staff,

community organisations and communities;

Publications and resources – the service develops a number of publications and

resources which provide guidance, advice and information around on a number of

issues within the Community Access & Equity Service’s scope of focus;

Policy, processes and tools development – the Service is responsible for the

development of council policy and tools in relation to access and equity issues;

Partnership development – the Service is responsible for developing and

maintaining a wide range of local partnerships, as well as representing council on a

number of regional and state wide partnerships;

Community Action – the Service develops and delivers a wide range of programs,

activities and events that promote access and equity within the community;

Strategic Planning – the Service is responsible for the development,

implementation, monitoring and evaluation of strategic plans. The Service regularly

consults with council, community organisations and community members utilising a

variety of community engagement techniques. The Service provides advice to council

departments on a range of strategic planning issues; and

Advocacy – the Service supports Council to advocate to local, state and federal

government on issues that affect marginalised and disadvantaged communities.

A diagram of the current service model outlining activities and service outputs is presented

in Appendix 1.


SERVICE ASSESSMENT

Role of Council The Community Access & Equity Service provides a range of activities including specialist

advice and program delivery to Council departments, community organisations and

community members to ensure that services and facilities within the municipality are

accessible and equitable to residents within the City of Knox.

The demographics within the City of Knox continue to change with there being a notable

increase in the number of people living in Knox who are from multicultural backgrounds.

The City of Knox also has the second largest and fastest growing Indigenous community

within the Eastern Region as well as a significant number of people with a disability, which

is likely to increase as the population ages.

The preliminary service assessment has identified there are potentially other organisations

which could provide components of the services currently delivered by the Community

Access & Equity Service. The assessment has also identified there is a significant value in

having in-house specialist knowledge and advice on hand. Preliminary analysis indicates

that outsourcing would be unlikely to provide a cost benefit to Council and has the

potential to reduce the responsiveness of internal services considering access and equity

in the planning and delivery of services.

The preliminary service assessment strongly identified the importance of the key role

Council has in leading and partnering with other organisations within the community to

ensure access and equity remains front of mind.

Strategic Intent The strategic intent of the Community Access & Equity Service is to provide activities

programs that support and advocate for disadvantaged and marginalised communities to

foster an accessible, inclusive and supportive Council and community. Through the

assessment of the current service model it was evident that the specific position

descriptions for staff within the Service has restricted the flexibility of the service to extend

beyond the current focus areas and be responsive to changing community needs. This has

impacted the Service’s ability to deliver on some service outcomes. Therefore a key

question for this review will focus on the Service’s strategic intent.

Below provides a snapshot of the strategic intent service assessment:

1. Legislative, Funding and Regulatory Environment

The Community Access & Equity Service is partially directed by the legislative or

regulatory environment and provides advice, guidance and support to internal

departments in relation to the Disability Discrimination Act and areas of the Building

Code pertaining to access. The Service is also responsible for overseeing the

development, implementation, monitoring and evaluation of Council’s Disability Action

Plan (Knox Access & Inclusion Plan for People with Disabilities), which is a

requirement for all Victorian Local Governments under the State Disability Act.


The MetroAccess role which is funded through State Government has a number of

annual reporting requirements which must be adhered to, in line with the funding

agreement.

There have been a number of changes within the current policy environment both at a

State and Federal level that have the potential to impact the Community Access &

Equity Service. Two of note are:

The introduction of the National Disability Insurance Scheme (NDIS) specifically.

The framework for ‘tier two’ of the NDIS, titled ‘Information, Linkages and Capacity

Building’. The framework is very closely aligned to the current objectives of the

State Government ‘Community Capacity Building Program’ which funds

MetroAccess and early indications are that this function may form one element of

the future NDIS program. However, the detail of Information, Linkages and

Capacity Building is still under development.

The second is the increased interest and investment by both a State and Federal

government in the prevention of violence against women and their children. The

Community Access & Equity Service was the lead Council for the State

Government funded Outer East cluster project ‘Preventing Violence Against

Women in Our Communities’. Funding for this 3.5 year project concluded at the

end of April 2015. The Victorian State Government is currently conducting a Royal

Commission into Family Violence, with recommendations expected to be

presented in 18 months. Prevention of Violence Against Women is a key priority

for Council in the Council Plan, Community Health and Wellbeing Strategy, and

Community Safety Plan.

The service analysis provides the opportunity to explore Council’s participation in

State Government led programs including the expected responsibilities and

resource investment required of Council and the alignment of these programs with

Council’s strategic plans and priorities.

2. Needs

The demographic makeup of the City of Knox is changing. These changes mean that

there is a need for Council services to ensure they are responsive to shifts in how

services are being delivered. For example, the need for communication to be provided

in multicultural languages.

The past 12 months has seen an increase in the number of multicultural community

groups moving into the City of Knox and seeking facility meeting spaces. There has

been an increase of requests from internal services regarding support and advice in

relation to multicultural community members accessing services. Recently, there have

also been an increased number of reports of racism and discrimination within the Knox

community from the Knox Multicultural Advisory Committee and other community

members.


3. Demands

The Multicultural Communities officer position was established in 2008 and is currently

0.5 EFT. As demand has increased within the multicultural area, it has been identified

that there is insufficient time to explore potential partnerships with other service

providers and to support the growing number of local multicultural community groups.

In response to this issue, Council has included provision for an additional 0.5 EFT for

this function in the Draft 2015-16 budget.

4. Cost versus Benefit

The Community Access & Equity Service largely relies on partnerships across Council

and within community to ensure that outcomes are delivered. Working in this way

ensures that maximum benefit is delivered within the existing budget.

However, the review does provide an opportunity to review existing program activities

to assess their benefit to Council and community organisations, based on the cost and

resources to deliver on the activity.

5. Alternative providers

The preliminary service assessment identified limited alternative providers of the

Community Access & Equity service.

The State Government informed Council that the MetroAccess program funding would

continue for the next three years, however in light of the close alignment between the

NDIS Information, Linkages and Capacity Building framework and Community Capacity

Building Program the marketplace might open up and new service providers may start

to engage with a focus on disability access.

6. Effectiveness – Best chance of success

Overall the Community Access & Equity Service is effective both in delivering on its

objectives and supporting departments across Council and community to embed

access and equity principles within their work practice. The effectiveness of the Service

is impacted by the effectiveness of internal business systems and processes e.g.

document management. It is proposed that the service analysis will further explore this

issue and identify opportunities for the improved effectiveness and efficiency of

relevant internal systems and processes.

7. Expertise

There is considered to be a cost benefit to Council having in-house expertise. The

Community Access & Equity Service has the skills, knowledge and experience to

provide specialist expertise to internal departments, community based organisations

and individuals that would otherwise be required to be purchased. The risk of not

having in-house expertise is that there is the possibility, particularly across Council that

advice will not be sought due to it being too costly and/or available in a timely, flexible

way. Providing the expertise assists departments across the organisation to meet

various service requirements thereby assisting them to meet best practice principles.


8. Current success

Overall the Community Access & Equity Service is tracking well based on community

feedback and the monitoring and evaluation of the action plans it supports. Some

activities have been identified that need to be reviewed based on increasing demand in

particular areas and limited flexibility of existing resources. This will be an issue to be

explored within the service review to assist in identifying future service levels.

Service Model The service assessment identified some key areas that need to be explored further in the

analysis stage of this service planning review to ensure that the Community Access &

Equity Service is operating in such a way to ensure efficient, effective and relevant service

delivery into the future.

The key areas for further exploration are:

The balance of service activities being provided to internal departments, external

organisations and community members. Preliminary assessment has identified a

majority of the service’s time is currently directed towards Council services. While the

provision of internal advice and support does lead to positive community outcomes,

there may be a more efficient or effective way to achieve this.

The preliminary service assessment highlighted there is currently a heavy focus on

activities that support people with a disability. The current split between the

MetroAccess officer and Access & Inclusion officer roles comprises:

The MetroAccess role has a community focus, working with community

organisations and community members.

The Access & Inclusion role has a council focus, and is responsible for the

delivery of corporate Access & Inclusion training to all staff, facilitation of the

Knox Disability Advisory Committee and development and implementation of

the Access & Inclusion Plan.

In a number of other Victorian councils the MetroAccess officer is responsible for

both Council and community issues relating to disability. There is an opportunity to

explore further the focus of these roles through the service analysis.

The Indigenous portfolio also sits within the Access & Inclusion officer role. One of

the current deliverables is the annual Sorry Day Flag raising event. Over the past

four years the service has had to buy in support to deliver the event. The resources

required to deliver one-off events restricts the capacity to support community needs

identified from the local Indigenous community. Current investigations are underway

to explore the transition of this event from a Community Access & Equity service

event to a civic event. It is proposed this transition would include changed

responsibility for managing this service activity including a review of the research

required to support the event. This will be further explored as part of the Service

Analysis.


Service Levels There are no legislative service level standards associated with the Community Access &

Equity Service. As mentioned the assessment did identify a need to review the relative

allocation of resources to internal departments, external organisations and community

members.

The preliminary service assessment did identify that there has been an increase in

requests for support and advice from multicultural groups within Knox. Currently due to the

allocated EFT it can be difficult to appropriately meet this demand. This will be addressed

if the final 2015-16 budget includes the proposed 0.5 increase to the Multicultural

Communities Officer position.

There has also been an increase in the number of non-Indigenous community members

and community organisations contacting Council for advice and information regarding local

Indigenous culture.

The assessment of service levels and service activities will be a focus of the service

review, this will include assessment of current roles and the relative allocation of resources

to support current and future community needs.

APPENDICES

1. Service Profile: Community Access & Equity (2013)

2. Community Access & Equity Current Service Activities & Outputs 2014/15

APPENDIX D-1 SERVICE PROFILE: COMMUNITY ACCESS & EQUITY (2013) Page 1 of 4

Service 17: Community Access & Equity


Manager: Kathy Parton, Manager Community Wellbeing


This service provides programs that support and advocate for disadvantaged and marginalised

communities to foster an accessible, inclusive and supportive Council and community. The

service provides both program based service delivery and development roles that are aligned to

Council’s Vision.

Council Plan Outcome: Healthy connected communities

Service Outcomes:

Improved ease of access for all to Council’s services and facilities.

Improved support for people with a disability integrated into community organisations,

facilities, services and policies.

Improved capacity for people with a disability to advocate on their needs.

Emergency Relief providers have improved ability to meet the needs of marginalised and

disadvantaged community members.

Skills & confidence to participate in community life increases for marginalised and

disadvantaged community members.

Improved levels of community tolerance of other cultures.

Improvement in community organisations working together to support our local

indigenous community.

Community and organisational facilities, services and policies support the Prevention of

Violence Against Women.

Increased understanding, engagement and participation within the Knox community of

newly emerging disadvantaged and marginalised communities.

Activities

17.1 Disability: A number of programs make up disability community development, including:

advocacy training; skill development and the development of policy; tools processes, and

partnerships. All of these aim to increase the capacity of Council and community groups and

organisations in Knox to support people with a disability. Includes the State Government funded

program, “MetroAccess”.

Outcomes: People with a disability experience increased knowledge, and skills in advocacy;

agencies/services for the community encourage participation in events, projects and

services; the community has a greater understanding and support for people with a

disability; agencies have a greater understanding of how to deliver services which support

people with a disability; increased opportunities for collaboration between Council and other

services; and between services agencies.

APPENDIX D-1


17.2 Multicultural: The Multicultural activity enables strengthening of community engagement

with multicultural people through effective communication and information, creating

opportunities that build and support social cohesion and implementing initiatives that assist

skilled migrants. The activity also includes enhancing service planning, development, increased

service responsiveness to the needs of migrants and refugees and advocates on issues that

impact migrants and refugees.

Outcomes: Increased collaboration between multicultural groups; broader community is

engaged with multicultural community and events; increased understanding of values,

issues and aspirations for local multicultural community members.

17.3 Indigenous: The indigenous activity aims to advance engagement with the indigenous

community and indigenous organisations to strengthen the inclusion and opportunities for

indigenous people in Knox and to promote respect for Indigenous heritage.

Outcomes: Increased understanding of values, issues and aspirations of local indigenous

community; broader community becomes engaged with indigenous community and events;

increased collaboration between agencies supporting indigenous populations; increased

knowledge and skills of agencies supporting indigenous populations.

17.4 Emergency Relief and Community Food Access: Provides community meals funding to

Not for Profit community groups ($20,000 per annum) to supply free meals to disadvantaged

members of the Knox community; supports development of community gardens; coordinates

the facilitation of training to Emergency Relief providers to assist them to meet the needs of

complex clients; and works with 20 Emergency Relief providers to identify service gaps and seek

external funding.

Outcomes: NFP community groups provide free meals to community members;

marginalised and disadvantaged community members have access to nutritional meals;

residents use community gardens and have access to cheap nutritious food; Emergency

Relief providers have increased capacity to help complex clients access their services;

Emergency Relief providers seek external funding to enhance service delivery; Emergency

Relief providers provide more effective service delivery.

17.5 Preventing Violence Against Women: This State Government funded initiative focuses on

the Outer East of Melbourne and is led by Knox City Council through policy, skill development,

and partnership approaches. It aims to reduce the level of violence against women in our city.

Over 3,000 people have signed the Knox Accord related to Prevention of Violence Against

Women.

Outcomes: Community organisations and Council are delivering strategies to reduce

violence against women; Council and other local organisations are working in collaboration

to prevent violence against women.

17.6 Access & Equity: This activity aims to ensure all people have fair and equal access to

services and opportunities within the community. Provision of advice, support, mentoring and

skill development to Council staff; development of policies, processes and tools to advance

achievement of community access and equity; development and management of cross

organisational partnerships; awareness raising campaigns, to support Council to align its efforts

with the goals of access and equity.


Outcomes: Council is implementing effective access and equity policies and practices

through its services and operations; members of the community experience and support

accessible and equitable access to services and opportunities in the municipality.

Corporate Responsibilities: Includes the range of tasks that are required to run a service,

including: planning, staff management, training, OHS, budgeting, advocacy (internal and

external), and collaboration (internal and external).


There are changes occurring to the population and key user groups:

According to Census data Knox has an increase in those identifying themselves as indigenous

(second highest in Eastern Region). It has been difficult to engage with this part of the

population and new engagement strategies are required.

An increase in ageing population has resulted in an increase in people with disabilities. Knox

also has seen an increase in children with autism.

There have been increases in different multicultural individuals and groups residing and

establishing in Knox. Social issues including lack of community tolerance, violence against

women, poverty and limited food access continue to be present; some indigenous or

multicultural groups have been commuting to other municipalities for services as Knox has

inadequate resources to support them.

Changing legislative, policy regulations and are likely to have a significant impact on

delivery :

The changing legislation impacts policy issues across the board. Changed Federal and State

government policy will have an increasingly greater impact on Council services (e.g. National

Disability Insurance Scheme). There are greater expectations that public bodies will act in

inclusive, non-discriminatory ways. As programs and services do not meet community

expectations local governments can be pressured to take on new roles. This places pressure

on Council and the community. This requires an investment in advocacy to other levels of

government.

There is increasing recognition of Local Government as a service provider in areas not seen

before, e.g. preventing violence against women; health promotion. A change in

understanding and new skill development is required. New partnerships need to be created.

This may mean changing relationships and different ways of working or different

approaches. An increase in cross Council partnerships has occurred to enable a focus on sub-

regions and regions.

This is expected to ensure a consistent approach to service delivery across the region

however navigating organisational differences could impact service delivery.

Facilities:

Further investment is required to have fit for purpose, accessible facilities. Council currently

has a number of facilities that do not provide full disability access to our community.

Council’s Capital Works Program includes addressing disability access, but the scope of

investment is constrained by competing priorities.


Financial Profile


Disability Community Development

includes (MetroAccess)

*State Government funded $119,440.71 -$130,618 -$11,177.29

Multicultural $24,736.90 $24,736.90

Indigenous $52,715.78 $52,715.78

Emergency Relief and Community Food

Access $35,387.17 $35,387.17

Temporary

Preventing Violence Against Women

( 2011-2014)

*State Government funded $172,682.55 -$222,781 -$50,098.45

Access and Equity $184,486.88 $184,486.88

TOTALS: $589,450 -$353,399 $236,051

Total Net Cost: $236,0501

Staff Profile


Perm

EFT

Temp

End date

(if temp)

Hours per

week Role

Coordinator 1 38

MetroAccess * 1 38

Community development/diversity 0.5 19

Community development/access

and inclusion 1 38

Project Coordinator

* (Temp 3 years) 1 38

Total available EFT and Hours 4.5 171

*State Government funding (both recurrent and temporary) supports EFT to deliver these two

programs – MetroAccess and Prevention of Violence Against Women.

1 Note that the total cost doesn’t align exactly with the Departmental Budget of the service. This is because

overhead costs have been removed and measured in their own Service Profiles and costs of buildings, parks and capital works renewals may have been added. For full information about costings and assumptions used, see the Service Scope Introduction section (page 2). This is the 2012-13 budget.

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APPENDIX E SERVICE SCOPE 2015-16: COMMUNITY STRENGTHENING (DS3520423) Page 1 of 8

Service: Community Strengthening

Director: Kerry Stubbings, Director Community Services Manager: Kathy Parton, Manager Community Wellbeing

SERVICE ASSESSMENT QUESTIONS

This Service Assessment will aim to answer the following key questions:

1. What should the role of Council be for the Community Strengthening Service?

2. What should be the strategic intent of the Community Strengthening Service?

3. What should be the service model for Community Strengthening?

4. What service activities and service levels should this service provide?




INTRODUCTION

Council’s Community Strengthening Service comprises a small team consisting of five staff

(2.92 EFT) and consultancy support on an as needs basis. The service provides support

and resources to not-for profit (NFP) community groups operating within Knox and also

working within Council to facilitate internal and external community-focused relationships

to support community activity and civic participation.

The Service provides direct activities to the Knox community including the delivery of two

community grants programs and a community skills program targeted to local NFP

community groups. The Service also provides a planning and internal advocacy role for

cross organisational approaches to support community groups through other programs.

The Service provides facility management and service advocacy support to the community

organisations operating from the 21 Council facilities which are supported by Council’s

Community Wellbeing Department.

The Service also has a role in identifying changing needs in the community and exploring

avenues for Council to respond as appropriate. The preliminary service assessment

highlights the role of the Community Strengthening Service in addressing some of the key

challenges identified in the City Plan and supports Council’s role in providing the service

and the broad principles of the service intent. It has also identified some limitations in the

current service delivery model, particularly in view of changing community group

dynamics, community expectations and population change.

SCOPE

APPENDIX E


Community Strengthening is currently responsible for the coordination of implementation

of four Council Plan Strategies to achieve the following Council Plan Strategic objectives:

to more actively support community groups with governance, administration and

management practices;

ensure adequate community engagement occurs in all key Council projects; and

strengthen the effectiveness and efficiency of Council processes and systems for

managing Council’s volunteers.

Service planning provides a timely opportunity for Community Strengthening to review its

service intent and service model to ensure service activities continue to meet community

expectations and are delivered in the most efficient and effective way.


Community Strengthening Service Snapshot


Expenditure

Net

$0

$1,331,280*

(*includes $938,140 community grants to be allocated)

$1,331,280

Service EFTs: 2.92

The Community Strengthening Service is fully funded by Council and is supported by the

following:

1 Coordinator Community Strengthening (1 EFT);

1 Community Development Officer (0.8 EFT) (currently job share);

1 Community Resourcing Officer (0.8 EFT); and

1 Community Development Program Support Officer (0.32).

The Community Strengthening Service is provided through the following activities with the

outputs below:

Community Advice, Support and Information for Not For Profit (NFP)community groups – information (e-bulletin, mail outs), advice (particularly in

relation to Council services and processes), referral and facilitation of skill & resource

sharing;

Community Skills Development – 8-10 training and information sessions offered

each year covering topics such as strategic planning, fundraising and grant writing,

governance;

Grants Programs – two distinct grants programs funding annual one-off community

projects/activities and fixed term funding targeted to support operational costs of

specific priority Knox-wide services;


Facility Management and Service Advocacy – advocacy and support for NFP

community group tenancies in relevant Council buildings, supported by Council’s

Community Wellbeing Department to ensure optimal use of facilities and facilitate

shared tenancy arrangements;

Community Facilitation and Engagement – work directly within neighbourhoods to

encourage and assist communities to plan and implement their own priorities,

creating networking opportunities for NFPs to develop relationships and share skills

place based initiatives; and

Supporting Council’s Community Engagement Facilitation – Support and

facilitation of Council’s Communities of Practice network, Community Engagement

Advocates network to ensure cross organisational sharing of information, capacity

building expertise and problem solving in relation to improving Council’s approach to

community engagement.

The delivery of community grants programs, the community skills program and facility

management and service advocacy are discrete activities. Each of these activities

provides an interface with a broad range of community groups and community members

on a regular basis. The interaction provided through these activities informs and enhances

Council community support, community facilitation and engagement activity, and also

facilitates the delivery of advice, support and information activity, both internally and

externally (see diagram below):

The roles undertaken by the service to deliver these activities and achieve the service

outputs include:

Provider (e.g. resources, grants, skills sessions to community groups)

Administrator (e.g. grants process including Council’s Advisory Committee support)

Planner (e.g. resource allocation, program coordination, strategic support for

community groups)

Facilitator (e.g. internal and external networks, meetings and relationships)

Information broker (e.g. internal and external)

Agent for change (e.g. in relation to community group operations, relationships and

partnerships)

Community Facilitation and Engagement

Community Advice, Support & Information

Facility

Management

& Service

Advocacy

Council Grants

Programs

Community

Skill

Development

Supporting Council’s

Community Engagement

Facilitation

Supporting Council’s


Facilitation


Advocate (e.g. on behalf of services operating within Council facilities; on behalf of

other services that are addressing emerging community issues)

SERVICE ASSESSMENT

Role of Council Knox City Council has clearly articulated objectives in the City Plan 2013-2017 in relation

to supporting NFP community groups and community strengthening. It is well recognised

that community organisations play an important role in building and maintaining a

cohesive, healthy, vibrant and resilient society.

More than 800 community organisations operating in Knox are an invaluable foundation for

social interaction, community connectedness and local service delivery. These existing

community groups, in conjunction with the changing composition and dynamics of the

Knox population, indicate a clear role for Council in continuing to provide information,

support and resources to the evolving community.

The provision of community grants programs by local government is a common service

activity. It provides a means of support and resourcing for local community activities and

facilitates local community development.

The Community Strengthening Service provides a specialist community resourcing role for

Council in relation to the administration, monitoring and evaluation of a substantial annual

grants budget ($969,000). This role ensures responsibilities for transparency,

accountability and contemporary best practice in local government grant making.

Preliminary assessment has identified that there may be administrative components of the

grants program that could be centralised. This could improve effectiveness of this service

activity by enabling a greater focus on community development outcomes and community

group support.

Similarly, many local Councils in Victoria offer a varying range of skill sessions and training

for both community groups and individuals to support community participation and the

effective operation of local community organisations. While some of these skills/training

and/or information sessions could be provided by other organisations, recent interviews

with other potential training services in Knox have supported Council’s municipal role in

providing a suite of sessions that cover core principles required for good community group

governance.

The role of Council in providing general support for community groups, particularly as a

broker of information, facilitation of networking and partnership opportunities and

facilitating the optimal utilisation and sharing of community facilities is likely to become

more critical. This is already evident due to the increasing complexity of legislative and

financial environment for community groups, as well as rapidly changing technology and

changing community expectations.


Through the service analysis, the ongoing relevance of Council’s role in supporting

community groups will be examined.

Strategic Intent The current Service purpose is to create a stronger Knox community by supporting

existing Knox NFP community groups to be active, sustainable and resilient, and to

support the development of new groups as appropriate to meet changing community

needs.

The Community Strengthening service contributes to the following City Plan Themes:

Healthy, Connected Communities;

Culturally Rich and Active Communities; and

Democratic and Engaged Communities.

Community Strengthening activities are underpinned by asset based community

development principles – that is the understanding that there are existing skills, resources

and capacity in the community that can be developed to flourish and sustain local activity –

and recognition of the social value of civic participation in all its forms.

The anticipated service outcomes are:

A diverse range of viable community based organisations providing participation

opportunities for Knox residents to connect with their local community;

Increased capacity of NFP community groups to confidently self govern and fulfil their

own organisational objectives in a complex environment;

A community that is well informed about Council activities and is able to participate in

Council’s decision making processes; and

Increased opportunities for partnership between community organisations and also

with Council to achieve common objectives.

The principles of community development imply a substantive focus on proactive

engagement with communities to identify and encourage opportunities for partnerships,

collaboration and the sharing of skills, ideas and resources. The service analysis provides

the opportunity to explore and review the most contemporary approach to community

development in an era of social and demographic change, as being experience in Knox.

Service Model The Community Strengthening service is primarily an ‘in-house’ service model including

consultancy support on an as needs basis. The service focuses on support for Not for

Profit community groups operating in Knox and Council services to advance community

relationships that support community activity and ensure participation.

The support and resourcing activities that the Community Strengthening service provides

are primarily focused on the delivery of two major community grants programs (Community

Development Fund and Community Operational Funding); the Community Skills program

for all Knox community groups; and facility management and service advocacy associated

with twenty Council facilities supported by Council’s Community Wellbeing Department.


These programs operate in parallel with the other organisational targeted community skills

and grants programs eg Ward contingency and minor capital recreation grants and arts

grants. Liaison and engagement occurs across the managing Department to minimise

duplication and optimising efficiencies.

These activities have become increasingly administratively complex to meet increased

external and internal standards of accountability for Council resources and expectations of

information management and data control. The service’s ability to meet these

organisational and community requirements and expectations and be effective is impacted

by the effectiveness of Council’s internal business systems and processes e.g. document

management. It is proposed that the service analysis will explore further this issue and

indentify opportunities for improved integrated support systems particularly for the grants

programs and facility management activities.

Community Strengthening also provides general and specialised advice, support and communication to the NFP sector in Knox, and offers community facilitation, mentoring and network building to promote community partnerships and build local community capacity and group sustainability. This activity is also provided for Council’s internal organisation to ensure other Council services keep up to date with trends and initiatives (e.g. volunteering, social enterprises) that may be of relevance to the Knox community.

Community Strengthening convenes cross-organisational networks in relation to

community engagement (Community Engagement Advocates) and community group

liaison (Communities of Practice). With increasing complexity of internal and external

challenges, the importance of networking to facilitate dialogue and awareness is expected

to increase.

Community Strengthening is currently responsible for the implementation of five Council

Plan Strategies.

Engage with local community groups to identify how Council can best support their

effectiveness including an undertaking a review to identify any opportunity to

streamline or simplify Council systems to support their efficiency.

Implement the new funding agreement and approach to delivering Council’s Volunteer

Resource Centre service model.

Review existing skills programs for community groups, as well as opportunities for skill

sharing and mentoring between groups within Knox.

Review Council’s Community Engagement Policy, project planning and approval

methodology to ensure community engagement opportunities are incorporate into key

community projects.

Develop a policy and procedures for the management of volunteers working within

Council services and programs.

These Council Plan Actions focus on volunteer resource services, skill development and

training, including skill sharing and mentoring opportunities, engagement with community

groups to understand potential solutions to support their effectiveness and the review and

simplification of Council systems that impact community groups.


The preliminary service assessment has advised the need for further exploration of the

impacts of the current service model in enabling the delivery of community outcomes and

opportunities for further integration of the service activities with other Council and/or

community delivered service activities and programs.

Service Levels There are no legislative service level standards associated with the Community

Strengthening Service.

The Community Strengthening Service is currently ensuring purposeful annual

engagement and various levels of support to a conservative estimate of 150 community

groups, in addition to contact with up to 800 groups through more widely circulated mail

outs and e-bulletins.

The Service currently responds to requests for assistance and advice, generally in the

context of delivering the three community resourcing activities (Community Grants

programs, Community Skills Program and Service and Facility Advocacy).

It is envisaged that there will be increasing demand from community groups and

individuals for assistance to navigate complex administrative systems (Council’s and those

of other organisations), to problem solve resource and service challenges, and to

negotiate or implement change and address governance issues.

Given the significant role that volunteers play in the composition of community groups and

community activities, it is anticipated that evidence of the changing nature of volunteers

and their expectations will also increase demand for assistance from the Community

Strengthening service into the future.

In relation to identifying changing needs, it is relevant to understand that Community

Strengthening activities have provided generic support to a diverse range of NFP

community groups in Knox, as distinct from specific cohort support (i.e. youth/ sport/

cultural/seniors). One of the identified strengths of Knox is the volume and connection

between local community based organisations, many of which have been established and

operating for many decades. With the ageing of longstanding members and their

committees, there will be increasing pressure on the sustainability of many groups and a

need for changing models of operation to accommodate changing demographics, lack of

traditional volunteer resources and the increasing burden of regulation.

The several new ‘greenfield’ communities planned to be created in Knox over the next

decade indicate the need for greater focus on community development activities that

assists in building new communities rather than solely supporting existing ones.

Increasing population densities in specific areas of Knox will present new opportunities

and changing dynamics that is likely to require exploration and development of new

models of community infrastructure, in ongoing collaboration with other relevant Council

services.


The review will enable an opportunity to review the existing resources, activities and

service levels necessary to support Council and this community focused service in a

changing environment.

REFERENCES

1. Knox City Council (2014) Community Operational Funding Policy

2. Knox City Council (2013) Community Development Fund Policy

APPENDICES

1. Service Profile: Community Strengthening (2013)

APPENDIX E-1 SERVICE PROFILE: COMMUNITY STRENGTHENING (2013) Page 1 of 3

Service Name: Community Strengthening


Manager: Kathy Parton, Manager Community Wellbeing


This service aims to create stronger community through: building organisational and community capacity, developing and nurturing partnerships, and creating connections. This is achieved through the delivery of a range of programs which focus on supporting and resourcing Not for Profit (NFPs) community groups. The team has an internal and external focus.

The Service and Facility Planner located in the Social Policy and Planning Team plans for the future needs of Community Wellbeing Facilities for NFPs which supports the Facility Management role within the Community Strengthening Team.

Council Plan Outcome: Healthy connected communities

Service Outcomes:

Healthy, sustainable NFPs.

Increased capacity for NFPs to deliver their own organisational objectives.

Community better informed and make better contributions to council’s decision makingprocesses.

Increase in community decision-making.

Activities

General Support for NFPs: Networking opportunities for NFPs, advice and support, communications.

Outcomes: Encourages NFPs to develop relationships and learn skills from each other, become more integrated in their service delivery, and have less duplication of services.

Community Skill Development for NFPs: Training for Not-For-Profits in a range of organisational skills such as strategic planning and seeking funding.

Outcomes: Increased skills and knowledge and capacity for survival for at risk NFPs. NFPs are kept up to date with Government Policy changes, increased knowledge in planning and effective ways to apply for funding.

Grants Scheme: Two grants schemes provide funding to support NFPs to deliver services and projects delivering on Council’s or their own objectives.

Outcomes: Ensures a targeted response to community needs and ensures essential services are delivered in Knox.

Facility Management: Interfaces between Council and NFPs using Council’s Community Wellbeing buildings to ensure greatest capacity usage.

Outcomes: Provision of appropriate facilities for NFPs ensures that NFPs are supported and financially viable.

Community Facilitation: Work directly with neighbourhoods to empower them to plan for their own community priorities.

APPENDIX E-1


Outcomes: An increase in neighbourhood committees or informal community groups to plan, seek partnerships and/or funding to deliver community projects to support their community.

Community Engagement: Community Engagement Advocates group (internal) and a Community Engagement Policy.

Outcomes: Increased organisational awareness of upcoming projects, increased consistency in approach to engagement, partnerships and decreased duplication of engagement activities, leading to an informed community which helps inform Council’s decision-making.

Corporate Responsibilities: Includes the range of tasks that are required to run a service, including: planning, staff management, training, OHS, budgeting, advocacy (internal and external), and collaboration (internal and external). .

Key current or future issues: Needs and expectations of user groups are changing. – Has changed somewhat:

Statutory obligations of N.F.P’s are increasing. These complex needs are placing a strain on theirprograms/services. E.g. Neighbourhood Houses are responding to complex social needs such asproblem gambling and have had to change their focus to accredited learning ('learning local') due toTAFE cuts. This places a higher expectation on Council to assist NFPs navigate and respond to morecomplexity.

Facilities - Fit for purpose, accessible for intended user groups- Facilities are regularlyavailable- Facilities require reasonable investment to be fit for purpose – Some investmentrequired:Variety of issues for facilities, e.g. disability access, ageing facilities, services outgrowing the facilities(e.g. not enough parking), etc. NFPs may have to look elsewhere for accommodation.

Somewhat improved technology required for effective and appropriate delivery of service. -Some reliance on technology:Requesting SmartyGrants Management System which would provide a more efficient way ofdelivering the grants programs. Also require software to capture corporate knowledge fromcommunity engagement activities this would result in more efficient and better plannedengagement.

Financial Profile


General Support for Not-For-Profit $42,172 $42,172 Community Skill development for Not-For-Profits

$29,700 $29,700

Grants Scheme $1,001,052 -$6,401 $994,652 Facility Management $35,840 $35,840 Community Facilitation $10,870 $10,870 Community Engagement $23,649 $23,649 Corporate Responsibilities $117,628 $117,628

Additional Costs


Buildings maintenance $274,747 Capital works renewal $7,106 Parks $47,515

Total cost: $1,583,8791

1 Note that the total cost doesn’t align exactly with the Departmental Budget of the service. This is because

overhead costs have been removed and measured in their own Service Profiles, and costs of buildings, parks and


Staff Profile

Primary Job Family EFT Perm

EFT Temp

End date (if temp)

Hours per week

Role

Program Manager 1.6 60.8

Community Development Officer, Community Resourcing Officer - Grants

Coordinator 1 38 Coordinator Community Strengthening

Administration 0.32 12 Admin/Grants Support Officer


capital works renewals have been added. For full information about costings and assumptions used, see the Service Scope Introduction section to Service Planning.

APPENDIX F SERVICE SCOPE 2015-16: ECONOMIC DEVELOPMENT (DS3511251) Page 1 of 8

Service: Economic Development

Director: Angelo Kourambas, Director City Development Manager: Kim Rawlings, Manager City Futures



1. What should be the role of Council in this service?

2. Is the current Strategic intent contemporary? (Acknowledging that a recent review and

realignment of the service intent and strategic priorities has been undertaken with the

Economic Development Committee.)

3. Is the current service model contemporary?

4. What service activities and levels of activity should the service deliver?




INTRODUCTION

The Economic Development Service is part of the City Futures Department within the City

Development Directorate. The service works in an integrated manner and aims to realise

Knox’s potential as a ‘prosperous and advancing economy’, as identified in the Knox

Vision and City Plan 2013-2017, Theme 2. It provides an integrated approach to

information, advice and action to encourage private and public sector investment that will

increase business establishment and growth; retain and support existing business, lift

productivity; create prosperity and boost employment within the Knox economy.

The service develops and implements initiatives defined in Council’s Knox Economic

Development Strategy 2008 – 2018 (KEDS) and assists Council to achieve its Local

Government Act objectives to promote appropriate business and employment

opportunities in the city.

The service aims to:

1. Support and develop businessesThe service informs and supports businesses and residents wanting to start a business

within Knox through information (e.g. local economic data and government programs)

provided via the Knox Business Direct website, biennial Knox Business Life newsletter,

weekly e-Bulletins and business visits and engagement.

APPENDIX F

SCOPE


The service provides assistance with business development through a comprehensive

range of formal and informal business education and training opportunities to help start

and grow local businesses. The service also connects Knox businesses with each other

through various events such as the annual Knox Business Conference and the Women on

the Go Business Forum.

2. Promote Knox as an attractive business and investment locationThe service promotes Knox as a key business and investment location via the ‘Opportunity

Knox’ prospectus, targeted website information, and through personal contact with private

and government investment and property agencies. An investment facilitation service is

also provided.

3. Enhance Council’s understanding of contemporary business and economicdrivers

To keep ahead of the curve, the Economic Development Service undertakes research on

the local and broader economic conditions, current performance and future prospects,

including market changes, economic trends, skills and innovation.

4. Develop Council’s economic development policies and strategiesThe service uses information about the economic drivers affecting the City to develop well

informed Council strategies and a contemporary Economic Development service.

5. Partner with local, state and federal stakeholdersThe service partners with regional groups that promote and support development at the

regional level and provide flow-on benefits to Knox. Similarly, the service develops

strategic relationships with business and other key stakeholders such as State and

Federal government departments, industry associations and educators as well as

internally across other Council services.

A review of the KEDS in 2014 found that significant progress and implementation has

been achieved, drawing on best practice approaches for delivering a contemporary

economic development service. Service highlights previously reported to Council from July

2014 to May 2015 include investment facilitation, in which 19 investment facilitation

services were provided to property developers, new businesses to Knox and the eastern

regional office of the Department of Economic Development, Jobs, Transport and

Resources (DEDJTR); 18 seminars and workshops with 247 participants – partnership

with the Victorian Government through Small Business Victoria; and 27 business visits and

participation in 24 business events with greater than 90 business contact opportunities.1

1 The service regularly reports data to Council on the Business and Economic Development Service. They are arranged

under the focus areas for the service, identified in Figure 1. Appendix 2 provides a snapshot of this activity.



Economic Development Service Snapshot Service budget 2014/2015: Income

Expenditure

Net

($31,650)

$ 541,525

$ 509,875

Service EFTs: 3.4

The service is guided by the following principles (refer Figure 1):

Economic Prosperity;

Business Resilience;

Capacity building; and

Collaboration and partnerships

These principles underpin the Economic Development Service to help create, attract,

retain and expand businesses and the local economy.

The service is predominantly delivered in-house through a small team. Consultants are

used where necessary for specialised skills and resources. The service operates in

partnership with others as a ‘one-stop-shop’ for all business and economic related matters

within Knox, including providing advice on developments, plans, strategies, and

Government policies and initiatives.

As part of the recent mid-term review of Council’s ten year Economic Development

Strategy 2008-2018 (KEDS) the following four key strategic focus areas and roles were

identified by Council’s Economic Development Committee and were endorsed by Council

in August 2014:

Figure 1: Current service model principles, focus areas and key activities (endorsed by Council August 2014)

Understanding our Local Economy and Business Community – Research and analysis of economic data and the conduct of business visits to improve our knowledge of the aspirations and challenges of local business and promote Council's business support services.

Growing our Local Economy – Attract new and additional investment to Knox, expand existing

businesses, and identify new business and investment opportunities. Enhancement of

business, skills, jobs and investment in Knox and the region is also achieved through participation

in partnerships and regional initiatives.

Support our Businesses – Provide business education, events and opportunities for networking through skills development and access to expertise and support. Provide a range of maketing and communication tools and resources.

Enabling Prosperous Places – Work in an integrated manner within City Futures

department and with Council’s Place Program in areas of strategic importance such as

Employment Precincts. Provide a connector service to business, the community and Council.

Service Principles:

Economic Prosperity Business Resilience Capacity Building

Collaboration and partnerships


SERVICE ASSESSMENT

In August 2014, Council completed a mid-term comprehensive review and audit of the

KEDS. Council noted that significant progress has been achieved but a revision was

necessary to make the strategy more strategically focused in response to today’s context

and achievable. This is now underway via the new Knox Integrated City Strategy project.

Role of Council The Local Government Act, at Section 3C, specifies (inter alia) that:

“...a Council must have regard to the following facilitating objectives—

(a) to promote the social, economic and environmental viability and sustainability of

the municipal district;

(d) to promote appropriate business and employment opportunities; ...”

The Planning and Environment Amendment (General) Act 2013 also makes it mandatory

for a responsible authority to consider:

“...any significant social effects and economic effects which the responsible authority considers the use or development may have.”

The Knox Long Term Financial Forecast and Rating Strategy 2015-16 (LTFF) sets out the

rate schedule for properties in Knox. Council currently charges a differential rate for

commercial and industrial properties and articulates the following objective relevant to the

Economic Development service;

“To ensure that all rateable land makes an equitable financial contribution to the cost of

carrying out the functions of Council, including the...enhancement of the economic viability

of the commercial and industrial sector through targeted programs and projects; and

encouragement of employment opportunities; and promotion of economic development...”2

The LTFF also states that:

“Council has a commitment to positioning Knox as an important Commercial/Industrial

Centre in the Eastern metropolitan region. This objective includes an ongoing, significant

investment in place management to improve the functionality and appearance of activity

centres, together with general economic development promotion and facilitation activities,

and through the creation of business opportunities by the activation of precincts. The

industrial and commercial businesses of Knox are expected to be beneficiaries of this

ongoing significant investment by Council.”

Knox City Council has 3,295 industrial properties (contributing 11% of the total rates) and

2,427 commercial properties (contributing 13% of the total rates) attracting a differential

which is 60% above the residential rate. These properties are businesses providing

employment opportunities.3

2 Knox Long Term Financial Forecast and Rating Strategy 2014-15 to 2018-19

3 Knox Long Term Financial Forecast and Rating Strategy 2014-15 to 2018-19


As noted above, the service currently has four key areas of focus and activity:

Understanding our local economy and business community;

Supporting our businesses;

Growing our local economy; and

Enabling prosperous places.

The roles performed by the service to deliver these activities include:

Provider: e.g. of information, data, business education and events.

Facilitator: e.g. of major projects, development, contacts, business networks and

collaborations, partnerships, etc.

Advocate: e.g. for investment attraction, economic infrastructure, skills enhancement,

planning and promotion of strategic places in Knox, etc.

In determining Council’s role going forward with regard to this service, the Analysis will seek to confirm Council’s recent direction around its roles in this service; analyse if the current service activities and levels of activities are effectively meeting Council’s legislative objectives and those articulated in the LTFF; and identify where any efficiency and effectiveness improvements can be made. Council has also recently taken a more integrated planning approach with greater emphasis and integration of the economic, natural, social and built environments in planning, decision-making and action with the recent development of the Integrated City Strategy to integrate Economic Development Sustainable Environment and Community Health and Wellbeing Strategies. In this context and as the organisation moves into a more integrated approach consideration of strengthening further integration of aspects of the service such as research, data and analysis will be considered from an organisational perspective.

Strategic Intent The Local Government Act provides direction for Councils to be involved in local economic

development, but does not specify responsibilities. Council provides the direction for the

Economic Development Service through the City Vision, City Plan, Council Plan and Knox

Economic Development Strategy 2008-2018 (KEDS).

The service delivers programs and initiatives that help deliver the clearly articulated

“Prosperous, Advancing Economy” aspiration for the future city as set out in the ‘Knox

Vision: Our City our Future’, and outlined in further detail in the ‘Knox City Plan 2013-2017,

Theme 2’.

The current Strategic Intent of the Service is to provide an integrated approach to

information, advice and action to encourage private and public sector investment that will

increase business establishment and growth; retain and support existing business, lift

productivity; create prosperity and boost employment within the Knox economy.

The service does this through the delivery of an Economic Development program

designed around the following four key strategic areas of focus as determined by Council’s

Economic Development Committee; Understanding our Local Economy and Business

Community; Supporting our Businesses; Growing our Local Economy; Enabling

Prosperous Places.


In determining the strategic intent for the service going forward the Service Analysis will

look at this current strategic intent, determine if it is still appropriate and explore whether

the current set of activities the service is aligned to effectively and efficiently respond to the

City Vision and City Plan.4

Service Model The service is currently delivered in-house by a small team of 3.4 staff within the City

Futures Department. The service occasionally uses consultants to provide technical or

specialist information/data or modelling.

The service has strong regional relationships and delivers outcomes through regional

partnerships with both other Local Governments and State Government; many initiatives

are jointly funded and delivered through these mechanisms.

The service has legislative, strategic and financial objectives it responds to as articulated

above. The service seeks to do this through the delivery of a range of activities, programs

and initiatives aimed at servicing the business community in Knox. The analysis will

undertake a ‘return on investment’ analysis of the impact of service activities in achieving

these objectives.

Service Levels – Effectiveness and Efficiency The service currently delivers a range of services which are commonly offered by

Economic Development services in Local Government. The Analysis will explore the range

of these activities, benchmark them with other relevant Councils, consider the method of

delivery and determine whether they will continue to meet the objectives of the service.

The level of service required in the area of business and economic development is driven

by factors such as:

Contemporary best practice in economic development;

Local business needs and aspirations;

Impacts of globalisation and economic change;

Business transition in response to the above factor (especially within the local

manufacturing sector);

Rising levels of unemployment in Knox over the past 5 quarters;

Rising expectations around business and investment attraction;

Requirements of Council to appropriately address economic aspects across other

services; and

Increased focus on integrated service delivery and a triple bottom line approach to

strategy, policy and major initiatives delivered by Council.

Increased requirement to collaborate and deliver regionally, particularly relevant when

seeking State or Federal funding.

4 The Knox Integrated Strategy is currently being developed. The service analysis will need to respond to this once

finalised later in 2015.


The Analysis will consider the effectiveness and efficiency of the current service in the

context of the above issues and drivers and make recommendations to enable it to adapt,

change and respond as necessary. The analysis will explore options to maximise synergies between the economic development service and the place program service (without losing the place programs triple bottom line focus). Consideration will be given to opportunities within the service for greater ‘user pays’

including the investigation of fee-for-service charges for investment facilitation and

prioritisation of economic data. An increase in the cost to attend Council events where this

is not controlled by sponsors (e.g. State and Federal Government) could also be

considered.

REFERENCES

1. Local Government Act 1989 (Vic)

2. The Planning and Environment Amendment (General) Act 2013

3. Knox City Plan 2013-2017

4. Knox City: Our Vision, Our Future 2013-17

5. Knox Economic Development Strategy 2008 – 2018

6. Economic Development Strategy midterm review (SPC 26/8/14)

7. Business and Economic Development Service Snapshot (various reports)

8. Annual Activities Report (Economic Development Committee) (various reports)

9. A Communications Plan for the Knox Business and Economic Development Services

2014

10. SROI Network, A Guide to Social Return on Investment, 2012.

11. Knox Long Term Financial Forecast and Rating Strategy 2014-15 to 2018-19

APPENDICES

1. Service Profile: Economic Development (December 2012)

2. Business and Economic Development Service (BEDS) Measuring our Success: A

Snapshot of Selected Initiatives (1 July to 31 December 2014)

APPENDIX F-1 SERVICE PROFILE: ECONOMIC DEVELOPMENT SERVICE (DECEMBER 2012) Page 1 of 3

Service 2: Economic Development Director: Angelo Kourambas, Director City Development Manager: Kim Rawlings, Manager City Futures


This service aims to realise Knox’s potential as a prosperous and modern economy. It provides an integrated approach to information, advice and action to encourage private and public sector investment that will increase business establishment and growth; lift productivity; create prosperity and boost employment within the Knox economy.

The service informs and supports businesses within Knox by providing education and assistance with business development; attraction and facilitation of investment; connecting Knox businesses with each other or in groups; and highlighting opportunities that may exist within government funding programs. The service also develops and implements initiatives defined in Council’s Knox Economic Development Strategy 2008 – 2018 and assist Council achieve its Local Government Act objectives to promote appropriate business and employment opportunities in the city.

Council Plan Outcome: A prosperous modern economy

Service Outcomes:

Businesses have capacity to make informed decisions

New businesses have confidence to establish in Knox

Existing businesses have confidence to expand local operations

Increased business and stronger local supply chains achieved by collaboration between local businesses

Expanded investment levels and local employment opportunities in Knox

Activities

2.1 Investment attraction: Promotion of Knox as a key business and investment location via Opportunity Knox prospectus, targeted website information, personal contact with private and government investment and property agencies.

Outcomes: Increased level of enquiry about Knox as a preferred location for investment, and resultant increases in new construction and business establishment.

2.2 Business relations Visits by Council representatives to engage with Knox businesses to understand their aspirations and needs. Encourage ongoing use of Knox business support and economic development initiatives and other Council programs.

Outcomes: Council gains better appreciation of business needs and aspirations; business awareness of Council’s economic development service is improved; trusting relationships are built between business and Council; increased collaborative planning for local economy is enhanced; the take up of business support programs is boosted; and the creation, attraction, retention and expansion of existing and potential Knox businesses.

2.3 Business education and events: A comprehensive range of formal and informal training opportunities are offered and facilitated, such as seminars and workshops designed to help improve the performance and potential of local businesses. Delivery of flagship events such as the annual Prosperous Modern Economy Conference, Eastern Womens’ Business Forum and specific business networks.

APPENDIX F-1


Outcomes: Enhanced business skills, strong and innovative businesses, effective collaboration amongst businesses and with Council, and an improved business culture of continuous learning and improvement.

2.4 Information and service promotion: Preparation and distribution of business support and economic development information via Knox Business Direct website, Knox Business Life newsletter and Weekly E-Bulletins. Promotion of Council’s business support and economic development activities

Outcomes: Increased distribution of business support and investment attraction information, greater awareness and use of the business and economic development service, higher participation in and satisfaction with business seminars and major events, and new businesses and investors responding to opportunities in Knox

2.5 Development facilitation service: Coordinated facilitation assistance, where necessary, with Council approvals required for key investment and development projects in Knox.

Outcomes: More effective approval of complex investment and development projects and increase in Knox’s reputation as a high quality business and investment location.

2.6 Economic research and analysis: Desktop and other types of research on the local and broader economic conditions, current performance and future prospects, including market changes, economic trends, skills and innovation. The Rowville Rail Economic Impact Study was a major project focus during 2011/12.

Outcomes: Well informed Council strategies and service delivery in Economic Development Program; greater awareness of economic conditions impacting on local business and the economy; better decision-making by local businesses and Council; and investors, businesses and community can access required economic information.

2.7 Regional partnerships: Involvement in partnerships between Council and regional groupings that promote and support development at the regional level and provide flow-on benefits to Knox.

Outcomes: Establishment of partnerships between Councils, universities, research facilities and others; active engagement with Melbourne South East Regional Economic Development Group, (MSE), South East Melbourne Innovation Precinct (SEMIP), and Melbourne East RDA Committee; increased implementation of initiatives at the regional level; and increased resilience of regional, and therefore local, economy.

2.8 Local alliances: Strategic relationships at the local level – externally with business, other key stakeholders , State and Federal government departments, as well as across other Council services.

Outcomes: Establishment of active alliances with business, relevant government agencies, Swinburne University, KIOSC and Learn Local to expand workforce skill levels; increased implementation of initiatives to support resilience of the local economy; and integrated strategic Council initiatives in business and economic development, sustainability, health and well being, community development, and youth services.




The Global Financial Crisis and its aftermath have created increased challenges and needs amongst

Knox businesses. Council has been promoting its business and investment facilitation service and as businesses have become more aware of the service, demand and participation have increased.

Financial Profile


Business Relations $55,836.11 $55,836.11 Business Education and Events $132,894.82 $132,894.82 Information and Service Promotion $119,110.27 $119,110.27 Development Facilitation Service $28,462.20 $28,462.20 Economic Research and Analysis $200,155.72 $200,155.72 Investment Attraction $22,528.98 $22,528.98 Regional Partnerships $51,122.03 $51,122.03 Local Alliances $49,082.87 $49,082.87

TOTALS $659,193 $659,193


5

Staff Profile (as at 30/6/2012)


Perm EFT

Temp End date (if temp)

Hours per week

Role

Coordinator 1

38.0 Economic Development Coordinator

Program Manager 1

38.0 Senior Program Mgr, Eco Dev

Project Manager 0.6

22.8 Project Manager, Eco Dev


2.6

98.8


costs have been removed and measured in their own Service Profiles, and costs of buildings, parks and capital works renewals have been added where appropriate. For full information about costings and assumptions used, see the Introduction section to Service Planning. 2

Includes a once-off $120,000 for the Rowville Rail Impact Study.

APPENDIX F-2 MEASURING OUR SUCCESS: A SNAPSHOT OF SELECTED INITATIVES Page 1 of 9 2014-15 FINANCIAL YEAR (1 JUL-31 DEC 2014)

BUSINESS AND ECONOMIC DEVELOPMENT SERVICE (BEDS)

Measuring our Success: A Snapshot of Selected Initiatives

2014/15 FINANCIAL YEAR (1 July to 31 December)

Understanding our Local Economy and Business Community “Research and analysis of economic data and the conduct of business visits to improve our knowledge

of the aspirations and challenges of local business”

(a) Mid-term Review of the Knox Economic Development Strategy

Council endorsed the Mid-term Review of the Knox Economic Development Strategy Report on 26 August

2014 including the proposed framework for the interim Business and Economic Development Services

Program.

Preparation of the Integrated City Strategy is now underway and anticipated to be reported to Council

before end of June 2015. This Integrated Strategy will replace the Economic Development Strategy 2008-

2018 and ensure alignment with Councils new vision and City Plan.

(b) A Communications Plan for the Knox Business and Economic Development Service

The document provides an integrated and planned approach to communication activities and

engagement opportunities. A number of improvements are in progress including:

The Opportunity Knox Business website banner updated replacing Knox Business Direct;

Service brand statement, “Opportunity Knox – providing services to help create and grow

business and the local economy” and individual service messages developed;

Brand awareness with Council sponsoring the Small Technologies Cluster “Event in the

Tent” on 11 December, 2014; and

continually reviewing and updating information on Opportunity Knox Business website.

(c) Business Engagement and Visits

For the first half of 2014-2015, 19 business visits were conducted to better understand general business

conditions and opportunities for business skills development, collaboration and general awareness of

Council’s Business and Economic Development Service.

Economic Development Officers also participated and engaged with businesses at 18 business events

such as Healthy Together Knox breakfasts, Swinburne Industry Open Day, Knox Economic Development

Strategy Mid Term review, National Science Week, Small Technology Cluster networking events and

Corporate National Tree Days.

APPENDIX F-2


(d) Business Success Stories

Knox City Council has developed 16 case studies of local businesses that

tells their story and how Council’s Business and Economic Development

Service has provided services to help create or grow their business.

The case studies provide a background about the business, challenges,

the use of Council and Government Services, and hints and tips from the

Business Owner/Manager. The case studies appear on the Opportunity

Knox Website www.knoxbusinessdirect.com.au under the Highlighting

Business Success tab, with some being distributed within our e-bulletin.

(high clicks have been recorded against the business showcases).

Supporting our Business “Providing Business Education and Events and opportunities for business networking”

(a) Knox Business Education and Events Program

Discussions with relevant Government Agencies (Small Business Victoria and the Department of

Economic Development, Jobs, Transport and Resources) Knox runs one of the most successful Business

Education and Events program in Melbourne.

Council’s Business Education program is delivered in collaboration with Government Agencies and

Education Providers such as Small Business Victoria and Learn Local to provide an extensive program

aimed at growing local business through skills development and technology transfer.

a. Small Business Victoria (SBV) Partnership program

The SBV Workshop and Seminars program has been running at Knox since 2007. It offers a choice

of 22 heavily subsidised different training programs aimed at assisting SME’s to commence,

develop and grow their business.

Businesses are surveyed at the conclusion of each seminar and workshop to understand the

immediate value to business. A further survey is conducted annually to understand how

businesses have applied the knowledge learnt from the program back to their business. The

survey informs Councils annual Business Education and Events evaluation report and the

following year’s program.

For the period 1 July 2014 to 31 December 2014 we have hosted 8 Seminars and Workshops

with 104 participants registered

Of those particants who completed the annual survey an average:

98% agreed that the event/s provided the information they needed; and

98% rated the event/s as good to excellent.

http://www.knoxbusinessdirect.com.au/


b. Small Business Mentoring program

The Small Business Clinic Program is a service provided to small business operators. The service

offers businesses an opportunity to gain advice from an experienced mentor that assists them in

setting up a business, or assistance for established businesses to work through an issue they are

dealing with. The program is free to participants with Council covering the cost of the sessions.

Businesses are surveyed at the conclusion of the Small Business Mentoring session to understand

the immediate value to business. A further survey is conducted annually to understand how

businesses have applied the knowledge learnt from the session back to their business. The

survey informs Councils annual Business Education and Events evaluation report and the

following year’s program.

For the period July – Dec 2014, 20 individual clinics were made available for businesses

located within Knox with a confirmed take up of 16,

Survey results indicate that participants:

Were satisfied with the mentor as well as the quality of the mentoring session.

Felt the session had assisted them to improve a number of aspects of their business

such as Viability, Profitability, Business Growth, Customer Satisfaction, Marketing and

Promotion, Time Management, Business Planning, Employing People and Quality of

internal processes. However the survey does not ask how this was determine by the

business.

c. Digital Enterprise Program

The Australian Government Digital Enterprise program provides free group training and face-

to-face support for small-to-medium enterprises and not-for-profit organisations to help

improve the way you do business and deliver services online

6 Seminars where hosted by Knox Council in partnership with Darebin Business Enterprise

Centre to showcase the value of the NBN and doing business online.

92% of participants indicated the training was useful and easy to understand. As a result

of the training 100% of participants indicated they had an increased understanding of the

benefits of engaging online and where more confident to do so.

d. Group Training Programs

Knox has been accessing the Victorian Government’s Grow Your Business grant funding to run

Group programs that meet the local business community needs for more than 10 years. The

Group Program consists of a subsidised workshop for groups of 5 - 15 participating businesses,

organised on a sectoral or regional basis, with a particular business development focus.

Examples include: diagnostics, business planning, finance, or marketing exports. The Group

Program also involves a component of ‘one on one’ time between the business and consultant.

This individual time should be approximately 6-8 hours, making the total program time 20-23

hours per business.

Council have been approved to auspice a Group Program which will commence with ION Group

in February 2015. The Program theme is “Decisions that Drive Profits”. Participating business

will have the opportunity and support needed to implement positive changes and consolidate

improvements as the program progresses.


e. Eastern Women on the Go (EWOG) Business Forum & Expo

Knox City Council, Maroondah City Council, Yarra Ranges Council and the Bendigo Bank have

been partnering to run ‘Women on the Go’ Business Forum and Mini Expo since 2009. This

annual event incorporates a Mini Expo and Business Forum

106 bookings reaching venue capacity where taken in 2014 (5% increase on 2013)

40 Expo stands booked with 100% attendance on the day

of those participants who completed the survey:

98% indicated the event was ‘Excellent, ‘Good’ or had met their expectations

98%% were either ‘very satisfied’ or ‘satisfied’ with the content

100% would recommend the event to a business associate

f. New Programs

Council’s Economic Development Team have been working with INNOVIC and VECCI to expand

our program offering in 2015. INNOVIC is a not for profit organisation that’s assists innovators

each year, to turn new ideas, inventions and innovations into viable products and new

businesses. They offer a wide range of services, free seminars and innovation resources to help

business with their idea, invention or innovation through all stages of commercialisation. Two

INNOVIC Programs have been scheduled for March and April.

(b) Marketing and Communications

a. e-Bulletin

More than 3,600 businesses registered on the Opportunity Knox website rely on Council’s regular

e-Bulletins to learn about relevant Council projects, events and services, relevant legislative

changes and other government programs.

42 e -bulletins (up 71% on first half 2013-2014) have

been published to an average of 3594 recipients (up

1% on 2013-2014). Average readership (based on

number of opened e-bulletins) is 18%. *American

membership based organisation, IT Services Marketing

Association suggests that an open rate of between 10%

and 20% is a good average range for B2B companies.

Twenty nine percent of people attending a Knox

Business Education and Events program heard about

the event through Council’s business e-bulletin. This is

followed by 15%, 12% and 11% hearing about the

event through the Knox City Council website, word of

mouth or the Business Victoria website respectively.

http://www.innovic.com.au/index.php/services?task=view

http://www.innovic.com.au/index.php/seminars-mainmenu-142

http://www.innovic.com.au/index.php/resources?task=view

APPENDIX F-2 MEASURING OUR SUCCESS Page 5 of 9

b. Knox Business Life

The publication showcases local business success stories, informs

business of relevant Council projects, events and services, advises

business of changes to legislation that may impact their business

and of other government programs aimed at growing business.

Council currently produces two of these publications per year (May

and November) which is distributed to more than 6,000 businesses.

c. Opportunity Knox Business website, www.knoxbusinessdirect.com.au (OKB)

OKB provides information advice and action on the business

and economic development service.

More than 5,800 Knox businesses registered on the OKB

online business directory.

When comparing the same periods for 2014/15 with

2013/14 financial years respectively :

more than 17,423 visits to OKB during 2014/15 (up

25%)

returning visitors remains consistent at 25 to 26%

of all visits to OKB.

almost 30% of visits to KBD were by a

mobile/tablet devices such as mobile phone, iPad

or iPod (up 15%).

Growing our Local Economy “Attract new or additional investment to Knox, expand existing businesses, identify new business

and investment opportunities, participate in partnerships and regional initiatives”

(a) Investment Facilitation Service – CONFIDENTIAL

This service continues to respond to enquiries from property developers, new businesses to Knox and

the eastern regional office of the Department of Economic Development, Jobs, Transport and Resources

(DEDJTR).

Current projects include:

5/04/14 –

ongoing

SnoActive Pty Ltd Advice and assistance with location of site in Knox for construction of

synthetic, outdoor ski slope

28/05/14 –

3/07/14

Speedpanel Aust Pty Ltd Company relocating from Kilsyth to expand operations at 421 Dorset

Road, Bayswater.

Requested discussion on planning approval for B&W to premises.

2013/14 –

ongoing

Villa Maria Economic Development Team is providing a coordinated response

through the DFS for Stage 2 development of their Wantirna site.

2013/14 – Knox Hospital – Proposed expansion will make it the 2nd

largest private hospital in

http://www.knoxbusinessdirect.com.au/


ongoing substantial expansion Victoria.

2013/14 –

ongoing

SDI Limited Preliminary discussion during 2013/2014 for multiple permit approvals to

cover minor anticipated works over 12-18 month period thus avoiding

need to individual applications.

26/06/14 –first enquiry for installation of courier parking bays at 5

Brunsdon St

16/06/14 Knox Ice Sports Centre Assist with site search

26/6/2014 The Remedy Group Advice on proposed relocation site at Stamford Business Park Rowville.

Planning approval for this site was not granted, subsequently the

business closed doors at existing location within Rowville.

5/8/14 -

ongoing

Togo Group Advice on potential and subsequent acquisition of Mountain High Centre

in Bayswater

6/08/14 Slade Developments Advice on development polices for White Street, Wantirna South

7/8/14 Dave Conner –

developer

Advice on 13 apartment development at 1 Jackson St, Wantirna South

27/08/14 Veyance Technologies Veyance Technologies has been sold by Goodyear to Continental.

Advice sought to complete a feasibility on consolidating to the Veyance

owned property.

Veyance has plans at various stages, with employees associated and real

estate needs, for example:

- DC warehouse, 15 Employees

- Raw Materials Store, 2 Employees

- Office, 20 employees

- Consolidate factory operation, 120 employees.

4/09/14 Pain Investments Property developer from Box Hill representing investors from China

interested in entering the Australian healthcare industry.

Enquiry regarding a 200 bed private hospital with service offering similar

to Knox Private, serving the local market (including emergency

department, day procedure) and a high end aged care facility (don't know

size yet) to cater primarily for elderly local Asian people.

29/10/14 Crown Civic Support with planning application

30/10/14 A.S. & N Joinery Support with planning application

31/10/14 Parmalat Preliminary discussion regarding Parmalats plans to grow their Rowville

operation in 2015 to include warehousing of the Lemnos and Jindi

products and extra growth in manufacturing particularly blow moulding

of bottles for the UHT product. The UHT manufacturing component of

Rowville operation has been bedded down over the last 12 months and

60% of production is exported.

31/10/14 InnerTelligence Relocation enquiry

8/12/14 APS Innovations APS Innovations has established a stand alone manufacturing business,

Sepal. Relocation of Sepal operation from Maroondah to Knox enquiry.

Premises secured in Knoxfield.

22/01/15 Melbourne Design

Studio

Assist with site search for Buddhist Cultural and Exhibition Centre


(b) Regional Organisations

Knox City Council is an active member in the following regional organisations to help create and grow

business and the local economy:

a. South East Melbourne Innovation Precinct (SEMIP)

SEMIP continues to facilitate collaboration between

business, academic and research organisations in the

south and east of Melbourne.

SEMIP membership is the Cities of Greater Dandenong,

Kingston, Knox and Monash, (which effectively defines the

‘boundary’ of the Precinct), Monash University, CSIRO,

Australian Synchrotron, Melbourne Centre for Nanofabrication, Small Technologies Cluster, and the

Victorian Department of Economic Development, Jobs, Transport and Resources.

New Zealand Government’s commercialisation agency, Callaghan Innovation, visited Synchrotron,

STC and CSIRO and discussed shared interests over lunch with several SEMIP members .

Commencing 2015, meetings will now be held bi-monthly.

b. Melbourne East Regional Development Australia (MERDA)

Work with the Melbourne East RDA over the past six months has included the conduct of a Phase

One study on the Bayswater Industrial Precinct to determine its characteristics and challenges.

This has included a survey of 200 businesses to gather intelligence on their performance and

potential.

Development of a Regional Investment Attraction Strategy has also commenced following the

appointment of Dench McClean Carlson as consultants for the project.

c. Outer Eastern Local Learning and Employment Network (OELLEN)

Economic Development Officer Helen Ruddell is Knox City Council’s representative on the Board.

As a result of the partnership with the OELLEN:

Business Buddies (new initiative for Women on the Go event) offer six students from Knox

secondary school the opportunity to attend the Women on the Go in August with a

Business Mentor

Maintained an environment of information sharing and understanding the challenges and

opportunities in skills development, education and employment of youth.

Assisted to support KIOSC and Council at the Science, Technology, Engineering, and

Mathematics (STEM) festival in August.

(c) Partnership & Alliances

Knox City Council engages in the following partnerships and alliances to help create and grow business

and the local economy:

a. Swinburne University of Technology (SUT) Alliance Statement

The Statement provides a vehicle for promoting and achieving collaboration on some important

initiatives that will be a timely and mutual benefit to the Council and University.

Regular collaboration has:


Connected SUT with DSDBI to collaborate on regional skills development initiatives;

Continued conversations on strategic opportunities such as Manufacturing, Health Care

and Social Assistance, Skills and Research and Information sharing.

Ensure Knox Council participated in the Swinburne University Industry Open Day held at

their Hawthorn campus on 2 December, 2014

b. KIOSC

The alliance has seen considerable collaboration between KIOSC and Council including:

200 senior school students from 10 local secondary schools had the opportunity to see

“careers in action” across the medical, environmental, energy, transport and technology

fields. Businesses including Thermo Fisher Scientific, Davey, Cummins and STC opened

their doors to students, taking them on a guided tour of their premises, and talking with

them about their day to day business and future career opportunities.

An evening event was attend by more than 150 parents, teachers, students and

representatives from business gathered in the KIOSC Pavilion to enjoy the Careers Expo.

During the 2014 calendar year 10,500 secondary school students participated in the KIOSC

Discovery Programs and 1,100 Taster Days were coordinated.

The new State Government have promised to provide $1million in operating funding to

support KIOSC over the next 3 years.

c. Industry Capability Network (ICN)

Knox Council is working with Industry Capability Network (ICN), Department of State

Development, Business and Innovation (DSDBI) and Healthscope to facilitate a Knox Private

Hospital Industry Supplier Forum being held on the 4 March.

The Forum will provide information about the Knox Private Hospital development in particular

the work packages associated with the contract awarded to Watpac for Stages 1 and 2. It will

outline possible opportunities for the supply of products, materials and or services, especially for

companies within Knox and adjoining municipalities.

Council’s REMPLAN economic modelling suggests an estimated 299 jobs will be created through

direct, industrial and consumption effects as a result of the $45million investment for Stage 1 and

2 of the Knox Hospital expansion.

It is intended the run a similar Supplier Forum for the Westfield Redevelopment.

Knox Council is also working with ICN to make regional organisations including Knox

organisations aware of Councils tender opportunities for the provision of goods and/or services.

To date more than 18 tender opportunities for the supply of goods and/or services to Knox

Council have been made available on the ICN Regional Gateway portal and promoted on the

Opportunity Knox website and e-bulletins.

d. South East Melbourne Manufacturers Alliance (SEMMA)

The relationship with SEMMA has been strengthened with an inaugural meeting facilitated by

SEMMA with Knox, Dandenong, Monash, Kingston, Frankston, Cardinia and Casey Councils to

establish co-operation and collaboration.

Twelve percent of the SEMMA manufacturing membership are Knox based businesses. The

manufacturing sector is the largest employer in Knox (23%). It contributes 77% towards Knox’s

regional exports and 48% towards Knox’s economic output (Output data represents the gross revenue generated by businesses/organisations in each of the industry sectors in a

defined region. Gross revenue is also referred to as total sales or total income).


Enabling Prosperous Places “Work under Council’s Place Program and in areas of strategic importance such as Employment

Precincts”

(a) Bayswater Industrial Precinct Review (joint project with Maroondah and Yarra Ranges

and Eastern RDA)

Seven focus areas are being further considered as achievements for the short term:

Consolidate and promote ‘good news stories’ to businesses within the precinct;

Alignment of planning rules, zoning for future employment hubs, and consistency of customer

service;

Improving the amenity of industrial precincts;

Sophistication of Supply Chains;

Local Industrial Procurement;

Precinct Improvement Program Roadmap; and

Regional Industry Advisory Group.

To advance these areas of focus work has commenced to formulate a ‘Strategic Directions

Plan/Roadmap’ for Phase 2 of this project. This is being undertaken by officers from participating

Councils however some consultant input may become necessary. It is expected that this work will be

completed by the end of March and pave the way for ongoing elements of the project.

(b) Wantirna Health Precinct

Wantirna Health Precinct has been identified as a State Significant Precinct in the final Plan Melbourne.

As a consequence Council with the assistance of Metro Planning Authority is embarking on a structure

Planning process. To assist this, a Strategic Directions and Opportunities paper has been prepared to

outline a process by which Council as the local planning authority can best maximise its influence and

ensure its objectives for the site/area are realised. Discussions with key stakeholders and agents such as

Metro Planning Authority, Dept of State Development, Business and Innovation, Eastern Health, Dept of

Health, VicRoads, and Knox Private Hospital have been conducted to scope the approach to the structure

planning of the Wantirna Health Precinct.

A discussion with EMT on the Strategic Directions Paper and a way forward was held on 22nd

August

2014. This was followed up with a discussion concerning the ‘scope’ of the undertaking on 18th

December 2014. EMT subsequently signed off on the Project Scope (which was prepared with the MPA)

for the next phase of this work. An Issues briefing is planned for Council in April/May once progress has

been made on the next phase of work.

(c) Renew Boronia

The Renew Knox Pilot Project tender was awarded in October 2014 to Renew Australia Pty Ltd. The

project has commenced with identifying empty shops and liaising with shop owners. An introductory

meeting with the consultants and Ward Councillors was held on 10 December 2014.

APPENDIX G SERVICE SCOPE 2015-16: PLACE PROGRAM SERVICE (DS3584518) Page 1 of 9

Service: Place Program Director: Angelo Kourambas, Director City Development Manager: Kim Rawlings, Manager City Futures SERVICE ASSESSMENT QUESTIONS


1. What should the strategic intent of the service be?

2. What should Council’s role in this service be in the future?

3. Is the current delivery model considered contemporary and the most effective and if not

what is?

4. What service activities define this model and what should the extent (level) of these

activities be?




INTRODUCTION

The Place Program is part of an integrated approach delivered by the City Futures

Department to improving important places in Knox that involves the coordinated delivery

of social, economic and environmental programs. This involves harnessing the

knowledge, skills and resources from within Council, the community, and our partners in a

more integrated way to identify and secure the cross sector (public, private and not-for-

profit) investment required to deliver better places as outlined in Council’s Vision

Statement and City Plan. .

Put simply, the service is about building investment partnerships for the purpose of making

key places in Knox better whilst maximising the benefits from Council’s limited resources.

Whether it is dealing with significant economic and social decline (e.g. Bayswater);

responding to community concern about the state of Council’s infrastructure (e.g. Wantirna

Mall and Mountain Gate); or seeking to capitalise on strategic strengths and opportunities

(e.g. Wantirna Health Precinct and Upper Ferntree Gully), the Place Program is about

Council working in a more integrated way to address challenges and maximise

opportunities for the benefit of the present and future Knox community.

SCOPE

APPENDIX G


With increasing community expectations combined with changing demographics, and local

economic conditions, the challenge for Council is to ensure limited resources are targeted

to have the best and most effective impact. Since its inception in Bayswater in 2004, the

service is now being used to various degrees across a number of places (Bayswater,

Boronia, Ferntree Gully, Alchester Village, The Basin, Wantirna Health Precinct, Mountain Gate, Rowville and Upper Ferntree Gully) which presents considerable challenges for the service and Council.

Many services provided by Council and others agencies and stakeholders are important in

achieving the desired outcomes in particular locations. The Place Program coordinates a

broad range of Council activities as part of its integrated approach (e.g. Community

Strengthening, Integrated Water Management, Traffic & Transport, Economic

Development, Sustainable Futures, Parks Services, Capital Works etc). This coordination

function is not provided by any other form within or outside Council.

This Service Review will consider the role of Council and review the strategic intent, the service model and service levels of the Place Program. The main challenge and opportunity for the Place Program service is to effectively and efficiently deliver in an ever-changing social and economic environment and an increasingly constrained Council resource environment.


Place Program Service Snapshot: Service budget 2014/2015: Income

Expenditure

Net

($0)

$ 424,216

$ 424,216

Service EFTs: 2.8

The Place Program is predominantly delivered in-house by a team of three officers.

Consultants are used where specialised skills and resources are required for specific

projects.

The principles that underpin this service are:

1. Activity Centres and Employment Precincts are the social and economic engine rooms

of Knox; they create a ‘sense of place’ and support local prosperity and liveability;

2. Integrated ‘place-led’ rather than ‘discipline-led’ service approaches deliver better and

sustainable social, economic and environmental community outcomes;

3. Engaged communities and stakeholders are more empowered and resilient and lead to

better and more sustainable outcomes; and

4. Coordinated and integrated planning and service delivery is more effective and efficient

for Council … you get bigger bang for your buck.


The core activity areas of the service are (see Figure 1):

1. Engaging the local community and key stakeholders – identifying, engaging with and

establishing key stakeholders and relationships (e.g. managing stakeholder/trader

issues during the Mountain Gate and Ferntree Gully Village streetscape upgrades).

2. ‘Place planning and strategy’– identifying issues/opportunities unique to each place

and building the place agenda and plan i.e. Structure Planning (e.g. developing the

structure plans for Ferntree Gully Village and Upper Ferntree Gully)

3. ‘Coordinating Implementation of priority actions’ – developing Implementation Plans,

business cases, project scoping, management and delivery (e.g. coordinating Council’s

approach to delivering the Ferntree Gully Village Town Square Masterplan and the

Streetscape Upgrade); and

4. ‘Evaluation and monitoring’–project evaluations and community feedback (e.g. the

Ferntree Gully Village Streetscape Upgrade Follow up Survey, March 2015)

Figure 1: Current service model principles and key activities

SERVICE ASSESSMENT

Council introduced a Place Management service model in 2004, which was and still is

recognised as a progressive approach. This model was used by Council to intervene in

activity centres with systemic and wide ranging issues by coordinating capital works,

business/ investment attraction and community development. This model was considered

the most effective to deliver on Council’s Vision and strategic objectives.

The program and service has continued to evolve and respond to changes in community

needs and expectations as articulated in the Knox Vision and City Plan and most recently,

in the new Integrated City Strategy.


Relationship building, stakeholder management

Place planning and strategy

Structure Planning , masterplans

Program management and delivery

Implementation Plans, project scoping and delivery

Evaluation and monitoring

Community feedback

Service Principles

1. Activity Centers/Employment Precinctsare the social/economic engines

2. Integrated place led approaches deliverbetter triple bottom line outcomes

3. Engaged communities are moreempowered, resilient and lead to better

outcomes

4. Coordinated/Integrated planning anddelivery achieves bigger bang for your buck


A new Place Program including an updated list of future places for planning and

investment was endorsed by Council in September 2012. This was updated and

discussed by Council at February 2015 Issues Briefing.

The Place Program coordinates and facilitates activity in a location. Each location is at a

different stage of the place program cycle. The Place Program cycle is as follows:

Stage 1 Planning & Strategy

Stage 2 Implementation

Stage 3 Review & Assessment

The following list of locations are consistent with Council’s endorsed Place Program 2012-

2022 (25 September, 2012 Council Mtg) with the addition of the Burwood Highway

Corridor Place Program as reported to Council February 2015;

PLACE STAGE BRIEF DESCRIPTION

Bayswater

Employment

Precinct

Stage 1 To develop and implement a strategic investment

program for renewal of Bayswater Industrial precinct.

To review Bayswater Structure Plan (date not

determined).

Wantirna Health

Precinct

Stage 1 Scoping and Structure Plan preparation, commenced in

14/15 in partnership with Metropolitan Planning

Authority.

Rowville Stage 2 Structure Plan Implementation proposed to commence

2015/16 as per Rowville Plan Implementation Plan.

Mountain Gate Stage 2 Masterplan implementation – Capital upgrade 14-15

and15/16.

Boronia Stage 2/ Stage 3 Continuation of ‘Renew Boronia’ initiative (2015/16),

Structure Plan review proposed to commence 2016/17.

Upper Ferntree

Gully

Stage 1 Structure Plan preparation ongoing. Commenced in

2014/15. Due for completion end 2015. Implementation

to follow.

Burwood Highway

Corridor

Stage 1 Proposed to undertake the preparation and

implementation of a Strategic Plan (ie Structure Plan)

commencing 2016/17. The Burwood Highway corridor

presents a significant opportunity to enhance the

economic performance and character of the city as a

gateway to the foothills. Currently this corridor is blighted

with poor design and secondary activities.

Ferntree Gully

Village

Stage 2 Implementation of endorsed Structure Plan as per FTG

Village Implementation Plan (2017/18).

Scoresby Village Stage 1 Streetscape Masterplan planned for 15/16

Knoxfield Shops Stage 1 Streetscape Masterplan planned for 16/17


A critical component of effective place program delivery is to ensure that comprehensive

planning has taken place for a location. Without a comprehensive plan (i.e. structure

plan), it is difficult to undertake an integrated and coordinated approach to securing the

necessary investment and commitment from associated partners and the long term

financial forecasting of Council business required to deliver sustainable place futures.

Council now has a number of Structure Plans in place or underway for most of these

locations however many have outstanding action plans yet to deliver. The service has

been challenged by trying to deliver and implement completed structure plans and

associated actions plans while starting new plans at the same time in locations where they

don’t exist.

Some other challenges include but are not limited to:

A lack of recognised authority to coordinate cross organisational delivery in these

locations,

Historical focus on capital works as the primary output of the Program and therefore

a narrow understanding of the triple bottom line objectives of the service,

Reliance of traditional local government revenue generation/ investment solicitation

and delivery models

Role of Council Whilst there is no legislative requirement for Council to operate a Place Program Service

the provision of a model that ensures integration and value add solution is not unique to

Knox and is regarded as industry best practice. Further, the service directly supports

Council in demonstrating compliance with a number of legislative objectives and Council

policies.

The Local Government Act, at Section 3C, specifies (inter alia) that:

“...a Council must have regard to the following facilitating objectives—

(a) to promote the social, economic and environmental viability and sustainability of

the municipal district;

(d) to promote appropriate business and employment opportunities; ...”

The Planning and Environment Amendment (General) Act 2013 also makes it mandatory

for a responsible authority to consider:

“...any significant social effects and economic effects which the responsible authority

considers the use or development may have.”

The Knox Long Term Financial Forecast and Rating Strategy 2015-16 sets out the rate

schedule for properties in Knox. Council currently charges a differential rate for

commercial and industrial properties and articulates the following relevant objective to the

Place Program service:

“Council has a commitment to positioning Knox as an important Commercial/Industrial

Centre in the Eastern metropolitan region. This objective includes an ongoing, significant

investment in place management to improve the functionality and appearance of activity

centres, together with general economic development promotion and facilitation activities,

and through the creation of business opportunities by the activation of precincts. The


industrial and commercial businesses of Knox are expected to be beneficiaries of this

ongoing significant investment by Council”.

The analysis will investigate the extent to which the service assists Council to meets this objective. This the analysis will also explore options to maximise synergies between the place program service and economic development service (without losing the place programs triple bottom line focus).

Strategic Intent ‘Place-based delivery’ provides an effective mechanism for the delivery of local

government business. The Place Program is modelled on a ‘place-based’ approach and

seeks to maximise return on investment. The service improves the performance of

important places in Knox through a coordinated, integrated multi-disciplinary and multi-

stakeholder engagement approach. It involves harnessing the knowledge, skills and

resources from within Council,the community and key investment partners to deliver better

places as outlined in Council’s Vision Statement and City Plan. It is about making

important places in Knox better for the present and future Knox residents whilst

maximising the benefits from Council’s limited resources.

The Place Program’s current core approach includes two key areas:

1. Strategic PlanningThe service coordinates ‘strategic planning’ (such as structure plans) across Knox’s

industrial and commercial places, creating a clear vision of the future for each place in

collaboration with the community and key investors/partners. Strategies are formulated to

outline the investment and initiatives needed to deliver the changes required and to inform

relevant planning scheme amendments and other non-statutory implementation actions.

2. Capital Works/ Streetscape ImprovementsThe service coordinates and oversees the delivery of capital improvements in industrial

and commercial places to improve the look, feel and function of the public realm. These

improvements usually include elements such as street furniture, public lighting,

landscaping and the creation of community meeting and public places.

In determining the future strategic intent for this service the Service Analysis will investigate the types of projects and initiatives that the service currently delivers and their effectiveness in delivering on triple bottom line outcomes, and the possibility for alternative models/ activities/ and funding to ensure its approaches are effective in delivering triple bottom line outcomes. A key challenge for the service is to develop a ‘place-based’ delivery approach which, in a resource

constrained environment, seeks to coordinate the implementation of initiatives identified by the community and captured in the respective Structure Plans for each place. The analysis will also consider the service role in coordinating a place based approach to delivering the City Plan and the barriers and opportunities to achieving the desired outcomes of the service.


Service Model The service model consists of a small team that leads a process of integration with

stakeholders/ investors and the community to achieve both strategic and grass roots

outcomes.

This service sets out to plan for, and then deliver a broad range of complimentary

initiatives (usually outlined in an adopted Structure Plan) for each location, from complex

social initiatives (such as diversity of housing, building broad-band capability, or

establishing a community bank) to basic physical improvements. Figure 2 provides a

summary of the current Place Program service model.

Figure 2: Current service model

The Place Program service currently operates simultaneously across all these key activity

areas (community engagement, place planning and strategy, coordinating actions and

evaluation and monitoring) across various locations. Refer Appendix 2 and 3 for examples

of Place Program Information Sheets and the range of initiatives currently in progress.

The Place Program requires skills and knowledge in areas such as strategic planning,

advocacy, partnership building, project management, cross-sector (public, private and

NFP) knowledge, impact evaluation and assessment, capital raising and knowledge of

markets. Sourcing staff with this full suite of technical skills is next to impossible to do and

not desirable. Instead, staffing a Place Program typically focuses on securing people with

high level leadership experience who have the strategic abilities required to undertake a

systems-approach to planning, investment and delivery. The service currently outsources

necessary technical expertise as and when required.


The Service Analysis will provide options for where Council should focus its efforts, depending on where each place is at in the cycle to meet the service objectives (i.e. Upper Ferntree Gully is in the planning phase, Mountain Gate is in the implementation phase) as well as the potential for the service (in each place) to foster private sector investment and how best to leverage Councils own assets in key places including activity centres). The analysis will also include consideration of the necessary skills to do this.

The Service Analysis will explore the most effective and efficient delivery model for this service.

Service Levels The service provides a focussed approach to each place/location. It is integrated,

consultative, and evidenced based. It takes account of the history, community values and

aspirations, site constraints, skills in urban design and planning to develop a plan that will

optimise outcomes (short and long term) for the location.

The Place Program service levels in various locations are influenced by a range of factors including:

Council’s own priorities and investment interests;

Changing needs and community expectations;

The objectives and business alignment of potential investors;

Ageing population;

Improvements in and access to technology and information;

Shifts in lifestyle preferences, including housing choices;

Changing economic situations;

Changes in family structures and requirements;

Heightened environmental awareness;

Policy and legislative changes, such as the emerging Melbourne Metropolitan Strategy;

Employment issues and access; and

State and age of infrastructure.

Investigation into the impact of the service through both a ‘return on investment assessment’1 and an emerging approach to achieving desired social, environmental and economic impact through what is called ‘Impact Investment’2 will be explored and recommendations made for its ongoing application to the service if appropriate.

Many locations in Knox are also experiencing an increase in development pressure. The

locations prioritised for place management work have been based on those areas which

have been experiencing development pressure and are areas of importance from a social

and economic perspective for the Knox Community. The approach seeks to influence how

all stakeholders invest and operate in these places for the long term benefit of the location

and the community.

1 A Guide to Social Return on Investment, SROI Network, 2012.

2 Impact Investing (investment that intentionally creates positive social or environmental impact as well as a financial

return, and measures both), as a socially and environmentally ethical avenue to generate returns for Council.


The Service Analysis will consider the effectiveness and efficiency of the current service, range of activities in key locations in the context of the above issues and drivers, and make recommendations to strengthen the integrated approach to delivery of triple bottom line outcomes.

Conclusion The Service Analysis will consider the role of the service in the context of this changing

environment and in this context investigate the strategic intent, role of Council, and most

effective service model aligned to the strategic intent of the service.

REFERENCES

1. Knox City Plan 2013-17

2. Knox City: Our Vision, Our Future 2013-17

3. Place Program draft Implementation Plan Feb 2015

4. Place Program Draft Implementation plan Issue Briefing Report, Feb 2015

5. SROI Network, 2012, A Guide to Social Return on Investment.

6. The Local Government Act 1989 (Vic)

7. The Planning and Environment Amendment (General) Act 2013

8. Knox Economic Development Strategy 2008 – 2018

9. Knox Long Term Financial Forecast and Rating Strategy 2014-15 to 2018-19

APPENDICES

1. Service Profile: Place Program (December 2012)

2. Ferntree Gully Village Place Program Information Sheet

3. Rowville Place Program Information Sheet

APPENDIX G-1 SERVICE PROFILE: PLACE PROGRAM SERVICE (DECEMBER 2012) Page 1 of 3

Service 6: Place Program

Director: Angelo Kourambas, Director City Development Manager: Kim Rawlings, Manager City Futures


This service aims to realise Knox’s vision for attractive and vibrant places (activity centres and employment notes). This service provides an integrated approach to build partnerships and ensure better social, environmental and economic outcomes are delivered in community hubs. This service sets out to both improve the amenity and neighbourhood character of the municipality and increase the capacity for the community to be resilient to change and work together to determine what is important in their Place.

Council Plan Outcome: Attractive and Vibrant Places

Service Outcomes:

Increase in local activity and connection in community hubs and the centres of communitylife.

Enhanced capacity for community and Council to develop effective solutions is improved

Strong partnerships with community and regional stakeholders which together delivereffective projects

Improved built form responses and civic pride in Knox

Activities

6.1 Municipal Place Program: Development of a ten year place program plan for the seven key locations endorsed by Council in September 2012.

Outcomes: Ensures a coordinated approach to program delivery across the municipality is achieved; and ensures greater awareness, foresight, and integration in Council business planning.

6.2 Advocacy, Partnerships, Support & Advice: Provision of information and influence on strategic issues associated with managing place within the organisation and to the community.

Outcomes: Increased community awareness and understanding of the Council’s role and capacity, establishment of ‘common ground’ between Council and the community for working together and program delivery, improved community leadership. Increased knowledge of best practice, shared advocacy and support for strategic initiatives, increased ‘increased capacity to do ‘more with less’.

6.3 Implementation of Strategic Initiatives: Program management and delivery of ‘triple bottom line’ projects which provide opportunities for community capacity building and investment to improve the health, environs and the economy of Knox. Examples include Stamford Park Development and the Wantirna Mall and Ferntree Gully Village streetscape improvement works. The program includes monitoring and evaluation.

Outcomes: Effective development of community partnerships and alliances, greater collaboration between internal staff and the external community to support achievement of initiatives and build awareness of the place program, ensure Knox’s contribution and investment in place is effective, and those key community locations involved in the program increase their resilience.

APPENDIX G-1


6.4 Data, Evidence and Research: Compilation of data which captures the state of the community’s wellbeing, economy, and environment, including emerging trends and best practice.

Outcomes: An effective evidence base for strategic decision making and validation of strategic directions.

6.5 Business Case Planning, Community Liaison & Facilitation for Capital Works Projects: Consists of liaison and facilitation with the community to identify the needs of a neighbourhood or area, establish the need for capital works, and develop business cases with, for, and by those communities which will stand to benefit and be most impacted by investment and development.

Outcomes: Effective development of community partnerships and alliances, effective development of business cases, ensure Knox’s contribution and investment in place is effective, and those key community locations involved in the program increase their resilience.


Key current or future issues: There has been population and demographic change into and out of areas within Knox and

there is increasing development pressure. The locations chosen for place management workhave been based on those areas which have been experiencing development pressure.

Needs and expectations of the community are changing due to people getting older;improvements in and access to technology and information; shifts in lifestyle preferences;changing economic situations; changes in family structures and requirements; and aheightened environmental awareness.

The Place Program is subject to all manner of policy and legislative changes, such as theemerging metropolitan strategy. Everything from issue-specific concerns aroundemployment and inward investment, through to the identification of locations as ‘activitycentres’ will influence how and where the Place Program is applied.

Limited funding opportunities seem to be reducing and have onerous application andreporting requirements.

It has been difficult in the past to source staff which have the full suite of skills and experiencerequired for place management.


Financial Profile


Advocacy, Partnerships, Support & Advice $64,089.32 $64,089.32 Municipal Place Program $52,601.88 $52,601.88 Implementation of Strategic Initiatives $277,561.94 $277,561.94 Data, Evidence and Research $85,245.12 $85,245.12 Business Case Planning, Community Liaison & Facilitation for Capital Works Projects $87,491.75 $87,491.75

TOTALS $566,990 $566,990

Total Net Cost: $566,9903

Staff Profile


Perm

EFT

Temp

End date

(if temp)

Hours per

week Role

Coordinator 1.0 38.0 Place Program Coordination

Landscape Architect/ Place Manager

1.0 38.0 Program Management/ delivery in specific location

Program Officer/ Place Manager

0.8 30.4 Program Management/ delivery in specific location


2.8 106.4


costs have been removed and measured in their own Service Profiles, and costs of buildings, parks and capital works renewals may have been added where appropriate. For full information about costings and assumptions used, see the Introduction section to Service Planning.

This d

ocu

men

t provid

es a sum

mary o

f the curren

t Place Pro

gram

for Fern

tree Gu

lly Villag

e. In 2014, C

ou

ncil ad

op

ted

a structu

re plan

for the villag

e that so

ugh

t to en

able the

follo

win

g visio

n.

Ferntree G

ully V

illage w

ill beco

me a flo

urish

ing

centre th

at services the need

s of the local comm

unity. The built environm

ent w

ill sensitively reflect the ch

aracter of the su

rrou

ndin

g

landscap

e. The Villag

e will p

rovide h

ou

sing

that is resp

on

sive and

com

plem

ents the d

esired ch

aracter of the V

illage.

Ferntree G

ully V

illage w

ill be a p

lace that celeb

rates its un

iqu

e q

ualities w

hile em

bracin

g d

iversity and creativity. The train

statio

n w

ill beco

me a th

riving

transp

ort h

ub, accessib

le to all

users w

ith g

reat walkin

g, cycling

con

nectio

ns.

Health

y and active lifestyles w

ill be the easy ch

oice,

con

nectio

n to

natu

re and the en

joymen

t of view

s tow

ards the

Dand

eno

ng

Ran

ges an

integ

ral part o

f Villag

e life. Ferntree

Gu

lly residen

ts will b

e actively and w

illing

ly involved

in

po

sitive eng

agem

ent over the fu

ture o

f their Villag

e.

Key D

irection

s �

Co

nso

lidate retail and

other co

mm

ercial activities

�

Enco

urag

e a variety of retail o

ffer to m

eet the lo

cal need

s of the co

mm

un

ity (local co

nvenien

ce sh

op

pin

g, niche sh

op

s, etc)

�

Provide m

ore o

pp

ortu

nities fo

r ho

usin

g in

the V

illage

�

Provide o

pp

ortu

nities fo

r a diversity o

f ho

usin

g

types (ag

eing

po

pu

lation

, chan

gin

g h

ou

seho

ld

structu

res, afford

ability, ch

oice, etc)

�

Imp

lemen

t bu

ildin

g heigh

ts (8m) and

setbacks to

p

rotect view

s to the D

anden

on

g fo

oth

ills and retain

a lo

w-scale and

op

en feel

�

Cap

italise on

the existing

com

mu

nity services to

su

pp

ort the lo

cal com

mu

nity

�

Better u

tilise spaces fo

r com

mu

nity u

ses (tow

n

squ

are, markets, even

ts, etc)

�

Prom

ote b

etter integ

ration

of existin

g b

us and

train

services

Ferntree Gully Village

Place P

rog

ram C

ycle

Plan

nin

g P

hase

Imp

lemen

tation

Ph

aseR

eview P

hase

we are

here

Plac

e Pr

ogra

m

Info

rmat

ion

Shee

ts

Fern

tree

Gul

ly

Villa

ge

This

do

cum

ent

pro

vid

es a

su

mm

ary

of t

he

curr

ent

pri

ori

ties

for

Fern

tree

Gu

lly V

illag

e as

id

enti

fied

by

the

com

mu

nit

y an

d o

utl

ined

in

the

Stru

ctu

re P

lan

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pd

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larl

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ture

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ss a

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han

ge.

The

Plac

e Pr

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ram

dri

ves

the

on

go

ing

im

ple

men

tati

on

and

mo

nit

ori

ng

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oca

l p

lan

s, c

oo

rdin

atin

g v

ario

us

init

iati

ves,

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ject

s an

d a

ctio

ns

acro

ss t

he o

rgan

isat

ion

.

For

mo

re in

form

atio

n p

leas

e co

nta

ct t

he

Cit

y Fu

ture

s D

epar

tmen

t o

n 9

29

8 8

00

0.

Acc

ess

the

full

stru

ctu

re p

lan

at:

h

ttp

://w

ww

.kn

ox.

vic.

go

v.au

/ftg

villa

ge

July

201

5

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FT

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n a

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uild

Co

nn

ecti

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Im

pro

vem

ents

for

Ped

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th

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In p

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ten

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astr

uct

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go

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SIN

ESS

& I

NV

EST

ME

NT

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rdin

ate

and

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pp

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In

vest

men

t A

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tin

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and

Pro

mo

tio

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re

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pro

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ING

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NG

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ress

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m w

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evel

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s an

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to Im

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re

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po

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and

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rman

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tio

n fo

r a

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mu

nit

y H

ub

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re

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pp

ort a

nd E

ncou

rage

Loc

al

Com

mun

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rou

ps

and

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rgan

isat

ion

s th

rou

gh a

Pro

gra

m

of C

on

tin

uo

us

Eng

agem

ent

On

go

ing

Fern

tree

Gul

ly

Villa

ge

Cit

y P

lan

Th

emes

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ns:

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lth

y, C

on

nec

ted

Co

mm

un

itie

s

Pro

sper

ou

s, A

dva

nci

ng

Eco

no

my

Vib

ran

t an

d S

ust

ain

able

Bu

ilt a

nd N

atu

ral E

nvir

on

men

t

Cu

ltu

rally

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h a

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ctiv

e C

om

mu

nit

ies

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ocr

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om

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nit

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15

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te:

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roje

cts

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rthe

r b

ud

get

co

nsi

der

atio

n fo

r fu

ndin

g

No

t al

l act

ivit

ies

can

be

loca

ted

on

a m

ap

DRA

FT

This d

ocu

men

t provid

es an u

pd

ate on

the pro

gress o

f the R

ow

ville Place Prog

ram. C

ou

ncil recen

tly ado

pted

the R

ow

ville Plan 2015, a p

lan fo

r the centre th

at seeks to en

able

the follo

win

g visio

n.

Ro

wville is a su

bu

rb in

transitio

n. A

s the last op

en areas

in R

ow

ville are bu

ilt ou

t with

ho

uses, p

op

ulatio

n g

row

th

is slow

ing

to alm

ost n

il. At the sam

e time, A

ustralia-w

ide

shifts to

ward

s smaller h

ou

seho

lds and

an o

lder p

op

ulatio

n

is chan

gin

g the w

ay we live and

the services we n

eed. A

ch

ang

ing

climate is ch

ang

ing

ho

w w

e use reso

urces and

in

teract with

ou

r natu

ral environ

men

t. As R

ow

ville transitio

ns

from

a perio

d o

f rapid

gro

wth

to o

ne o

f matu

rity, the imp

acts o

f these chan

ges are b

eing

felt differen

tly in R

ow

ville than

o

ther parts o

f Kn

ox.

The fund

amen

tal challen

ge in

plan

nin

g fo

r Ro

wville’s fu

ture

is ho

w to

balan

ce to very im

po

rtant co

mp

eting

aspiratio

ns

with

in o

ur co

mm

un

ity: the desire to

preserve the existin

g

character o

f ou

r neigh

bo

urh

oo

ds and

the ben

efits that co

me

with

increased

den

sity and d

iversity in ap

pro

priate lo

cation

s.

Key D

irection

s �

Protect the q

uite, leafy ch

aracter of R

ow

ville’s n

eighb

ou

rho

od

s

�

Increase d

ifferent h

ou

sing

cho

ices in a sm

aller A

ctivity Cen

tre

�

Enco

urag

e better tran

spo

rt cho

ices to co

mb

at co

ng

estion

�

Create a p

ub

lic ‘heart’ for R

ow

ville’s com

mu

nity

�

Sup

po

rt mo

re local o

ptio

ns fo

r sho

pp

ing,

din

ing

& en

tertainm

ent

�

Balan

ce services and su

pp

ort fo

r a ch

ang

ing

and ag

eing

po

pu

lation

�

Prom

ote su

stainab

le solu

tion

s to b

uild

ing

resilien

t infrastru

cture

�

Enab

le a greater vo

ice for the co

mm

un

ity in

futu

re plan

nin

g

Rowville

Place P

rog

ram C

ycle

Plan

nin

g P

hase

Imp

lemen

tation

Ph

aseR

eview P

hase

we are

here

Plac

e Pr

ogra

m

Info

rmat

ion

Shee

ts

Row

ville

This

do

cum

ent

pro

vid

es a

su

mm

ary

of t

he

curr

ent

pri

ori

ties

for

Ro

wvi

lle a

s id

enti

fied

by

the

com

mu

nit

y an

d o

utl

ined

in t

he R

ow

ville

Pl

an 2

015.

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will

be

up

dat

ed r

egu

larl

y to

ca

ptu

re p

rog

ress

and

ch

ang

e.

The

Plac

e Pr

og

ram

dri

ves

the

on

go

ing

im

ple

men

tati

on

and

mo

nit

ori

ng

of l

oca

l p

lan

s, c

oo

rdin

atin

g v

ario

us

init

iati

ves,

p

roje

cts

and

act

ion

s ac

ross

the

org

anis

atio

n

and

wit

hin

the

co

mm

un

ity.

For

mo

re in

form

atio

n p

leas

e co

nta

ct t

he

Cit

y Fu

ture

s D

epar

tmen

t o

n 9

29

8 8

00

0.

Acc

ess

the

full

stru

ctu

re p

lan

at

h

ttp

://w

ww

.kn

ox.

vic.

go

v.au

/ro

wvi

llep

lan

/

July

201

5

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In p

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7Fa

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nit

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pen

sp

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Sta

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terp

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9D

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n a

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uild

inte

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pro

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ents

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om

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vem

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In p

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11D

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Ro

w a

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rou

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ent

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pat

h c

ross

ing

of t

he C

orh

anw

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bu

l Cre

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n S

tam

ford

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n G

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re

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cilit

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a n

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co

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l via

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n L

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lf C

ou

rse

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re

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dvo

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s in

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at S

tud

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ture

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on

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the

pro

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wvi

lle

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l ext

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on

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oin

g

BU

SIN

ESS

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NV

EST

ME

NT

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nder

take

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ton

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con

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orr

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ud

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ture

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ate

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y-R

ow

ville

Em

plo

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yFu

ture

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MM

UN

ITY

BU

ILD

ING

& E

NG

AG

EM

EN

T

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oo

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ate

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get

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n p

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ram

alo

ng

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orh

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bu

l Cre

ek fr

om

Stu

d R

oad

to

Tayl

ors

Lan

e

In p

rog

ress

20

Und

erta

ke a

ser

vice

rev

iew

of t

he R

ow

ville

C

om

mu

nit

y C

entr

e Fu

ture

21

Faci

litat

e th

e d

eliv

ery

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n e

xpan

ded

Ro

wvi

lle

Lib

rary

at

Stu

d P

ark

Futu

re

22

Faci

litat

e th

e d

evel

op

men

t o

f new

res

iden

tial

ag

ed c

are

serv

ices

in R

ow

ville

Futu

re

23

Esta

blis

h a

‘Co

mm

un

ity

Lin

k’ o

r o

ther

new

ce

ntr

al p

oin

t o

f acc

ess

for

info

rmat

ion

on

C

ou

nci

l ser

vice

s an

d e

ven

ts in

Ro

wvi

lle

Futu

re

24

Co

nti

nu

e d

evel

op

men

t an

d d

eliv

ery

of t

he

Stri

ng

ybar

k Fe

stiv

alO

n g

oin

g

Cit

y P

lan

Th

emes

Ico

ns:

Hea

lth

y, C

on

nec

ted

Co

mm

un

itie

s

Pro

sper

ou

s, A

dva

nci

ng

Eco

no

my

Vib

ran

t an

d S

ust

ain

able

Bu

ilt a

nd N

atu

ral E

nvir

on

men

t

Cu

ltu

rally

Ric

h a

nd A

ctiv

e C

om

mu

nit

ies

Dem

ocr

atic

and

En

gag

ed C

om

mu

nit

ies

No

te:

Futu

re p

roje

cts

are

sub

ject

to fu

rthe

r b

ud

get

co

nsi

der

atio

n fo

r fu

ndin

g

No

t al

l act

ivit

ies

can

be

loca

ted

on

a m

ap

Row

ville D

RAFT

APPENDIX H SERVICE SCOPE 2014-15: CUSTOMER SERVICES (DS3501323) Page 1 of 6

Service:

Director: Manager:

Customer Service

Joanne Truman, Director Corporate Development

Kath Oakley, Manager Corporate Communications and

Customer Service




3. What service levels should this service deliver?




INTRODUCTION

Knox Council’s Customer Service team directly answers and responds to enquiries via a

frontline (or single) point of contact. It is a centralised, frontline customer contact approach

in line with best practice—providing a consistent, seamless service for residents.

Reviewing the current service allows Council to ensure it is meeting community

information and contact needs. It will assist the exploration and adoption of new and

emerging technologies to best meet residents’ and community members’ information and

contact needs over coming years.

This Service Planning Scope:

Describes the current service model

Articulates the challenges to be assessed

Outlines the areas of focus for study


Customer Service - Service Snapshot Service budget 2014/2015: Income

Expenditure

Net

$0

$2.32M

$2.32M

Service EFTs: 23.56 (plus 0.5 Manager)

SCOPE

APPENDIX H


Knox Council’s Customer Service function operates as a centralised point of contact for

customers to access Council. It comprises a 10-seat call centre, and a Customer Service

centre (at the Civic Centre) that supports all enquiries, and payments. The service is

extended via an outpost centre at the Stud Park Shopping Centre in Rowville.

The Manager of Corporate Communications and Customer Service has overall

responsibility for the strategic function of Customer Service, aligning it to Council’s Vision.

The Coordinator Customer Service leads the day-to-day operations, including staffing,

technology, systems, and customer complaints.

The Service Model provides a single point of contact for most enquiries, including all

services such as Local Laws, waste, rates payments, and enquiries. The service model is

designed to centralise the answers provided efficiently and with minimal difficulty for the

customer.

The Customer Service team answers, or directs services to respond to:

120,000 calls per annum (including via After Hours call management)

72,000 customer requests

32,400 in person visits (payments, requests, enquiries)

SERVICE ASSESSMENT

Strategic Intent

The strategic intent of the Customer Service function is to assist the organisation to

connect its services to the community and provide a central point of contact for the

community to access Council services.

• 1 Coordinator

• 2 Team Leaders

• 2.4 Support staff

•2 Technical Officers

•10-seat call centre

•7 Customer ServiceOfficers (daily agents)

•2 counter servicelocations (Civic Centreand Rowville)

•5 Customer ServiceOfficers (daily agents)

Counter Service

Call Centre Service

Team Leadership, Operations

and Support

Building and

Planning Counter


The function’s strategic intent is still contemporary and remains relevant. The Service

Analysis will not focus significantly on a review of the strategic intent and its link to Council

Vision.

The Service Analysis will primarily focus on:

How the service model best delivers the strategic intent, and

What opportunities exist to increase its effectiveness and efficiency.

Service Model

Council has supported the centralised in-house service delivery model for over a decade

and has seen positive community satisfaction results with its Customer Service function

over that period. There are no emerging drivers that support a significant review of the

current service delivery model.

There are, however, a number of emerging issues and opportunities that would benefit

from further exploration as part of the Service Analysis that may result in Council choosing

to adjust or realign the service model for greater efficiency.

Despite a shift by some multi-national organisations towards outsourcing of their customer

service and customer contact functions, Knox Council continues to support local

information to, and contact with, its residents.

Multi channel service delivery

The community expects a greater level of customer-led and user-friendly, tailored

customer service. The organisation’s corporate systems are not yet capable of enabling a

fully customer-centric approach to customer service. This will be explored further in the

Service Analysis alongside opportunities for offering a multi-channel service experience1.

This could be delivered in conjunction with the Information Management Service Plan to

provide a renewed customer-centred website, supported by integrated business systems.

New technologies will be explored, also in conjunction with the IM Plan, to:

Provide more efficient transactions online

Improve efficiency of services by improved self-help transactions

Capitalise on emerging online and social media technologies to connect with

residents at the time of their choosing

More effective and better integrated customer request management tools and

systems.

1 A multi-channel service experience is a website that provides a ‘one-stop-shop’ approach to

communicating. It brings all key information into elements on the one page that makes for easier navigation and service, 24/7. This approach could be explored in conjunction with work being done by the Information Management team, and in its Service Analysis.


In the past, Council has tended to design its services and programs in a way that suits

operational delivery to the community rather than identifying what and how the community

wish to access Council information. The role and use of technology in establishing greater

community connection from a customer experience perspective will form part of the

Service Analysis.

Council’s telecommunications service and systems are currently being upgraded. This

upgrade will increase the call-capacity of the customer contact centre and also provide

opportunity for email queue routing and web-chat as part of the customer service

experience. Whilst this will be implemented in mid-2015, the benefits of this activity will be

measurable and reported in the Service Analysis.

Internal and external demand

The responsibilities of the Customer Service team are twofold:

Liaising with internal departments to ensure information and service to the

community is accurate, and

Servicing the community’s and customers’ requests.

As the organisation continues to grow in breadth and complexity, so too does the demand

increase for Customer Service to serve as a support. This places ever-increasing

pressure on the resources of the function.

Call service/wait times

A recent example of expanding service support is the introduction of (On call) Hard Waste

Collection. The administration of the service was absorbed by the Customer Service

function, without full consideration of the impact on the service. This has resulted in an

increase of calls and an extension of call-service time.

The complexity of the customer requests being received by Customer Service is also

increasing, resulting in call delays and extended call-service/wait times. This impacts the

volume of calls that can be resolved and potentially customer satisfaction. Further

exploration of efficiencies and customer service practice will be examined as part of the

Service Analysis.

Managing peaks

The Service Analysis will explore the internal needs and demands of the organisation and

recommend opportunities and solutions for any efficiency gains. This would include

recommendations about the role of the team in further embedding Service Excellence

across the organisation. Sharing skills, and operating in a role modelling capacity that

promotes good practice across the organisation, will be examined and assessed. This will

enhance Council’s understanding of how to provide best integration across its services (ie.

making sure the left hand knows what the right hand is doing).


The service is currently at capacity and not consistently meeting its performance

measures. Any additional internal or external service demands will have a significant

impact on the capacity to continue to deliver good service. During peak times, such as

when rate payment is due or in the occurrence of a significant storm event, the systems

required for the service to function are not performing efficiently and staff are reporting a

reduction in customer satisfaction. A better approach to managing peaks in service

demand will be explored in the Service Analysis.

Accessibility

Council has a legislative obligation to provide accessible services, or its services through a

range of accessible formats. The Customer Service function keeps abreast of its

accessibility requirements, but has often been restricted by technology barriers. The need

for the service to keep abreast with emerging technologies is essential, particularly when

the technology can provide solutions to a range of accessibility issues. The assessment

will include focus on leveraging business technology and information.

The Service Analysis will explore best practice in customer service accessibility and make

recommendations. As part of the Service Analysis, there will be an opportunity to

investigate the efficacy and practicality of the Rowville Customer Service Centre and look

at other opportunities for outpost service provision and the potential to increase

accessibility to Council customer services.

Service Levels

Council’s Customer Service is consistently regarded as a high performing function of

Council, having recorded the highest score for Customer Contact in the metropolitan

region on more than several occasions in recent years.

The Customer Service function constantly measures and monitors the performance and

service levels of the Customer Service function. The data collected by Customer Service is

reported monthly across the organisation and also support the Organisational Health

Indicators. The data collected measures the organisation’s service levels to the

community.

The type of statistics that are captured include call volumes, call classification (Line of

Business LOB), call wait time, call talk time, the Grade of Service (GOS), length of time it

takes for a customer call to be answered, number and type of enquiries (counter and web)

number and type of customer requests lodged in the CRS (Customer Request System).

Customers are also provided with the opportunity to rank and rate their customer

experience, and these results will be used in exploring service efficiency and customer

satisfaction as part of the Service Analysis. Council also participates in the annual

Community Satisfaction Survey, and Council’s Customer Service is reported in these

results.


The Service Analysis provides an opportunity to review the current service levels to ensure

Council is supporting the community to their satisfaction without over or under servicing. It

would also provide an opportunity to investigate existing and future outpost services (eg.

Rowville, libraries).

Areas of focus will include:

Staffing levels linked with service provided

Quality of service measured overall, and for types of enquiries

Any resourcing implications on Council’s Customer Service function

APPENDICES

1. Service Profile: Customer Services (December 2012)

2. Service Snapshot: Customer Service (April 2015)

APPENDIX H-1 SERVICE PROFILE: CUSTOMER SERVICES (DECEMBER 2012) Page 1 of 3

Service 33: Customer Service Director: Jo Truman, Director Corporate Development Manager: Kath Oakley, Manager Corporate Communications and Customer Service

Brief Description of Service This service is designed to facilitate the delivery of a range of Council’s programs and services to the community via telephone and counter contact centre(s). The service supports the organisation to provide personalised, responsive customer service via all Council’s contact channels. The team provides guidance and support for all customer interactions and exists to support information and connection between Council and the community. Council Plan Outcome: Dynamic Service and Facilities

Service Outcomes:

Positive Council reputation.

Enhanced customer experience of Council.

Effective advice on planning and building in Knox.

Well informed community regarding council services.

Efficient management of complaints and requests.

Efficient management of payments.

Activities

33.1 Contact Centres: Council’s Contact Centre is dedicated to resolving phone enquiries and providing information to the community. The Contact Centre aims to resolve the majority of enquiries at the first point of contact and distribute customer enquiries across the organisation only when required. The contact centre: receives 125,000 calls per annum; receives 100,000 Customer requests per annum; resolves 80% of customer requests at the first point of contact; receives 35,000 in person requests; and receipts 51,000 transactions over the counter. The Contact Centre includes the Rowville Customer Service Centre and the provision of the emergency After Hours service for the community.

Outcomes: High grade of service for answering of phone calls by the Contact Centre in required timeframes. The referral of specialised enquiries to internal teams and best practice customer service to the community.

33.2 Cashiering: Provision of a cashiering and enquiry function allowing the community to pay for fees and charges and request community information. Processing of internal petty cash and postal cheque receipting.

Outcomes: Convenience of paying over the counter at Council customer service centres for community members who prefer this mode of payment; and effective and efficient payment process of petty cash for staff.

33.3 Planning & Building Counter: Answers queries and processes applications specifically relating to planning or building applications or related matters.

Outcomes: Increased knowledge of the community about planning or building matters, better quality applications, and more efficient service delivery.

APPENDIX H-1


33.4 1st

Point Knowledge Management: The continual updating and development of Council’s Knowledge Management System (over 2000 web-based content pages) for storing and accessing information about all council services. The information allows customer service staff and the organisation to provide the community with the most up to date information about services and close calls off at the first point of contact. Outcomes: The Knowledge Management system is kept up-to-date and is comprehensive. Customer service team are able to maximise answering of queries at the first point of contact providing organisational efficiencies and increased customer satisfaction.

33.5 Service Relations Program: Enables the continued development of cross departmental relationships through the development of two-way relationships, mentoring and supportive two-way relations (internally); the program offers improved lines of communication and fosters an understanding of the day to day service challenges of all areas across council. Outcomes: Improved Customer Service Unit’s strategic and operational understanding of departments’ activities. Improved departmental understanding of the Customer Service Unit’s primary strategic and operational activities. Improved information for the Customer Service team to use in daily operations, and better outcomes for Council’s customers.

33.6 ‘Serving You Well’ Program: The Serving You Well program reinforces Knox’s shared approach to delivering reliable customer services across all areas within council. ‘Serving You Well’ is a shared commitment to achieving customer satisfaction and builds on Knox City Council’s community reputation for service excellence.

Outcomes: Improved management of customer contact and service requests across all council service areas. Enhanced quality of communication with customers, and improved accessibility and knowledge of service standards and complaints handling processes.

33.7 Systems infrastructure and service monitoring: Constant monitoring and development of systems and processes of the contact centre and counter service areas and providing feedback and implementing improvements for continuous improvement of service delivery.

Outcomes: Increased awareness of the key drivers for the efficiency of the service, increased capacity to respond to the needs of the community, and improved overall service delivery.

Key current or future issues: The Community are requesting more information and expect accountability. They want

24 hour access and want their enquiries resolved quickly. This change is continuing. The number of contact and engagement points for residents and customers is continually evolving.

The emerging and growing number of Cultural and Linguistically Diverse (CALD) groupsin the community is likely to require investment in systems and resources to meet their requirements over time.


Financial Profile


Contact Centres $198,493.94 $198,493.94 Cashiering $2,150.57 $2,150.57 Planning & Building Counter $1,117,732.62 $1,117,732.62 1

st Point Knowledge Management $1,153,370.71 $1,153,370.71

Service Relations Program $37,360.69 $37,360.69 ‘Serving You Well’ Program $148,207.28 $148,207.28 Systems infrastructure and service monitoring $18,728.20 $18,728.20 Corporate Responsibilities $198,493.94 $198,493.94

Total $2,676,044 $2,676,044

Total net cost: $2,676,0442

Staff Profile


Perm EFT

Temp End date (if temp)

Hours per week

Role

Coordinator 1.00 Coordinator Customer Service

Customer Service Officer 19.59 1.00 18 May

2012 782.50

Customer Service Officers and Support staff

Technical Specialist 2.00 76.00 Team Leader, Customer Service Building & Planning


22.59 1.00 858.50



APPENDIX H-2 SERVICE SNAPSHOT – CUSTOMER SERVICE (APRIL 2015) Page 1 of 1

APPENDIX H-2

APPENDIX I SERVICE SCOPE 2015-16: CORPORATE PLANNING & PERFORMANCE SERVICE (DS3534760) Page 1 of 7

Service: Corporate Planning and Performance Director: Joanne Truman, Director Corporate Development Manager: Kerryn Ellis, Manager Governance and Innovation


1. What should the strategic intent of this service be in a rapidly changing environment?

2. What should the service model be for this service in the future?

3. What service activities and levels of activity should this service deliver? Do any of the

service’s activities need to be adjusted given the answers to the above?




INTRODUCTION

One of the key roles of local government – enshrined within the Local Government Act

1989 – is to plan for the future of its City and community. Councils do this by providing

leadership and good governance to deliver advocacy, services and programs, and

stewardship of the community’s assets and resources on the community’s behalf.

Corporate Planning and Performance (CP&P) is the key service that supports council to

fulfil this role, playing a leadership and guidance role in strategy development. The service

supports the organisation to plan and monitor its services, projects and activities, supports

Council to measure and report on outcomes to provide transparency and accountability to

the community, and ensure the sustainability of Council into the future.

This service review will provide an opportunity to reflect on the current strategic intent,

service model and the service levels of the CP&P service. The question of the role of

Council in this service is not relevant as Council is legislatively required to plan for the

future of its community. The CP&P service is key leader and facilitator that supports

Council to do this work.

The main challenge and opportunity for the CP&P service is to ensure it continues to

provide the skills and capacity for Council to plan effectively in a rapidly changing

operating environment. Increasingly there is a tension experienced between what is

happening externally (through changes in the federal, state and local political and

SCOPE

APPENDIX I


economic spheres) and internally (Council’s capacity to respond to change and plan for

the future). In dealing with these competing pressures, CP&P leads and guides Council

and the organisation to identify its priorities, determine its return on investment and adjust

the scale and scope of Council activities accordingly.

The role of CP&P has always been to plan effectively in relation to the local government

context Council operates within at a given time. However, with an increasingly changing

environment it is appropriate that the CP&P service re-imagines its strategic intent, what it

provides to the organisation, and how it is provided to ensure it remains contemporary,

relevant and suited to Council’s current and future operating context.


Corporate Planning and Performance Service Snapshot Service revised budget 2014/2015: Income

Expenditure

Net

($0)

$856,013*

$856,013

Service EFTs: 4.7

* Please note these figures include the service planning budget of $194,000.

The Corporate Planning and Performance service is currently comprises two strongly

connected activities – Corporate Planning (1.7 EFT) and Service Planning (2 EFT) – and a

manager (1EFT) that oversees both.

The CP&P service is provided in-house by a small team. On occasion consultants are

brought in to provide specialist advice or conduct workshops or training for specific

activities for programs such as the development of the City Plan, business planning or

service planning, for example.

The functions of the Corporate Planning and Performance service are:

strategic planning – leadership of Council and the Executive Management Team’s

strategic planning process, to deliver the City Plan, Council Plan and Annual Plan.

corporate planning – centralised coordination of the business and resource planning

process.

service planning – supporting the delivery of the rolling four year schedule of service

reviews.

performance monitoring, evaluation and reporting – review and measurement of

the City Plan and Council Plan, regular monitoring and reporting on the progress of

Knox’s strategic plans and the organisation health, and production of the Annual

Report.


meeting legislative requirements – supporting the organisation to meet a number of

its legislative obligations including: development of the Council Plan; preparation of the

Annual Report; compliance with the Local Government Performance Reporting

Framework; and meeting the Best Value requirements of the Local Government Act

1989.

organisational improvement projects – leading and supporting the organisation in

various projects that deliver innovation and continuous improvement.

All of these functions support and enable Knox’s integrated planning framework (Figure 1).

Figure 1

The CP&P service leads the development of the Vision and City Plan (incorporating the

Council Plan). The Vision outlines what the future for Knox could and should look like.

The City Plan sets out what the City as a whole will do to achieve the aspirations for the

future and contains the Council Plan, which outlines the direction and priorities of Council

in response to the City Plan. All of the other strategic, corporate and service planning

documents and processes also contribute to the achievement of the Vision. CP&P leads

and supports the organisation to do all of this work in one way or another.

In turn, CP&P also provides a number of reports which monitor Council’s progress toward

the achievement of these plans and provides accountability to the community and

stakeholders. For example, the CP&P service delivers the Annual Report and the

Quarterly Performance Reports, and contributes in partnership with other teams to the

State of Knox Report.


SERVICE ASSESSMENT

The local government sector is currently facing a number of challenges such as:

a freeze on increases to grants commission funding;

the introduction of rate capping;

an environment of heightened risk, greater scrutiny and increasing legislative

requirements; and

increasing and more complex community needs and expectations.

The main challenge for CP&P is to determine how best to lead and support the

organisation to remain sustainable and to deliver on important community services and

outcomes, through an increasingly changing and somewhat uncertain environment.

Strategic Intent For many years, local government has been operating in an environment of continual

growth. With multiple revenue streams, including funding from other levels of government,

local government has been able to provide services that incrementally grow year on year,

in response to growth in community needs and expectations.

This environment of continual growth is currently being challenged. Operating in a broader

environment of financial restriction, and with recent changes in regulations and funding,

local government will no longer be able to respond as it previously has. For example, with

the imminent introduction of rate capping and a freeze on increases in grants commission

funding, Council will be required to plan in an environment of constraint rather than growth.

This will mean increased pressure on Council to prioritise its energy and investment to

provide the best possible outcomes for the community within limited resources.

Local government is also under increased scrutiny by state government and other

agencies, with the list of requirements in terms of risk management, compliance and

transparency rapidly growing. Council is now required to spend more of its time and

resources ensuring these obligations are met and protecting itself in an environment of

increasingly heightened risk. An example of such scrutiny is the introduction of the Local

Government Performance Reporting Framework (LGPRF). Reporting on this Framework

begins at the end of the 2014-15 financial year and requires every council to report on

numerous measures relating to service performance, financial performance, and

sustainability capacity. This information will be submitted to the state government and be

made publicly available. It has been foreshadowed that this Framework is likely to grow

over time with the number of measures likely to increase.

Services delivered by other agencies in Knox are experiencing similar pressures, and they

too may be forced to change their service delivery objectives, service model or service

levels. This may in turn have implications for Council’s business if it leaves a gap in

services provided to the community.


With the changing horizon, the organisation will require support to operate in this new

environment. It is timely to review how the CP&P service could better enable the

organisation to respond in a more agile way to what lies ahead. The Service Analysis will

provide the opportunity to explore what is needed and what this support could look like.

The current strategic intent of Corporate Planning and Performance is to provide

leadership, guidance and direction for the planned and measureable delivery of Council’s

Vision. The service outcomes CP&P deliver are:

develop a comprehensive and evidence based plan for the future of the City of Knox;

support the delivery of council services and projects that lead to the achievement of

council’s strategic objectives;

develop the understanding of the value of council services and projects through

regular monitoring and reporting;

enable the most efficient use of council resources (budget, assets and workforce) to

deliver services and projects that directly support delivery of council’s strategic

objectives; and

enable an open, transparent and accountable organisation.

The nature or type of support provided by CP&P may need to change to prepare and

enable other service areas to keep up with the pace of change. Council will need to set

clear priorities, make comparative choices in the services it provides to the community,

and be better able to plan for the future in a more flexible way. The future strategic intent

of this service could be more about building capacity, agility, innovation and foresight to

respond to change.

The Service Analysis will examine the strategic intent in light of the changing environment

in which local government will be operating in the near future. It is likely that this shifting

external environment will in turn require Council to re-focus and re-prioritise its areas of

investment on behalf of the City. CP&P will investigate whether the above strategic intent

is still appropriate, and if so, what needs to change to enable these outcomes.

Service Model

Some of the issues that may be addressed through Service Analysis with regard to the

CP&P Service Model are:

Legislative obligations

There are some substantial components of this service that are legislatively required, such

as the development of the Council Plan and Annual Report, as well as fulfilling the

requirements of the newly introduced Local Government Performance Reporting

Framework, and the long standing Best Value requirements of the Local Government Act

1989. Recently there has been increasing pressure and scrutiny from state government,

which means the legislative obligations for local government and for this service are

increasing. The service analysis will consider options to streamline preparation of

planning and reporting documents that are statutory in nature.


Good practice

Other aspects of the CP&P service would be considered good practice, for example,

Business and Resource Planning. This is centrally coordinated by CP&P and includes a

bidding process for both financial and human resources, which informs the budget process

and contributes to the achievement of Council Plan, City Plan and ultimately Knox’s Vision.

There are other aspects of the service which are de-centralised, for example the

development of various strategies and plans. CP&P provides guidance to the organisation

about process and good practice in this work rather than being content experts. The

service analysis will review and consider whether this component of the service is still

contemporary and relevant, and suggest any refinements if required.

Staffing/skills shortage

Over recent years it has become evident that it is challenging to recruit for experienced

corporate planning and service planning staff. There appears to be a finite source of

experienced people that are able to work in these fields due to the relatively small industry

and complex nature of local government.

As the structure of the CP&P service is split, with two teams working on corporate planning

and service planning activities largely independently, it creates a divide in resources for

the CP&P service. There are skill sets for both activities which are similar, yet as a

‘customer’, other areas of Council are required to speak to different team members for

differing needs. There may be an opportunity through the Service Analysis process to look

at how these teams may integrate better and even merge to provide one seamless

service, and also to consider how the team works in partnership with other teams in a

more integrated way to build capacity and internal ‘bench strength’.

Community interface

The CP&P service will need to consider its role with regard to the interface between

council and the community. The Service Analysis will need to explore appropriate methods

for engaging with the community around setting strategic direction. This may identify

different methods of engagement for both the corporate planning and service planning

activities, as well as different methods to the way in which other services engage with the

community.

The Service Analysis will look at the way in which the Corporate Planning and

Performance service is delivered and if these activities it delivers still contribute to the

outcomes it sets out to achieve.

Service Levels

In reviewing the Strategic Intent and the Service Model, the levels of service delivered by

Corporate Planning and Performance may also need to be adapted.


If there is a shift in the strategic intent, the service will need to look at doing things

differently. If it is identified that an increase in a particular area is required, some other

activities may need altering to ensure the priority activities receive the most focus.

The Service Analysis will also explore opportunities for improved effectiveness and

efficiencies. This may be done by looking at the processes and systems used within the

team providing this service or investigating better integration with other service areas.

Conclusion

As an internal service, Corporate Planning and Performance leads, guides and supports

the organisation to provide services to, and governance and advocacy for, the community.

It also enables Council to fulfil its role in planning for the future of the City. The question for

this service is not about whether Council is the most appropriate provider of this service.

The questions to be asked through the Service Analysis process will be about how this is

done, by focussing on the most appropriate strategic intent, service model and levels. In

an environment of change and constraint on resources, the Corporate Planning and

Performance service must ensure it is playing the right role to lead and support good

planning for the future is more critical than ever.

REFERENCES

There are a range of contemporary papers that provide evidence and commentary about

the changing state of local government. The following references provide an overview:

Local Government Act 1989, s1, s125, s132

Ross Dawson, ‘The future of local government’ – Keynote Speech, Local Government

Association of Tasmania Annual Conference 2014

Municipal Association of Victoria, various presentations – 2014 Future of Local

Government Summit

Centre for Organisation Development Pty Ltd, ‘Creating the Complex Adaptive

Organization: A Primer on Complex Adaptive Systems’

Future IQ Partners (January 2105), ‘Cities of the Future – Anticipating Trends and

Possibilities’

APPENDICES

1. Service Profile: Corporate Planning and Performance (December 2012)

1

APPENDIX I-1 SERVICE PROFILE: CORPORATE PLANNING & PERFORMANCE SERVICE (DECEMBER 2012) Page 1 of 3

Service 32: Corporate Planning and Performance

Director: Joanne Truman, Director Corporate Development

Manager: Kerryn Ellis, Manager Governance & Innovation


This service provides leadership, guidance and direction for the planned and measurable delivery of

Council’s Vision. This is achieved through: strategic planning, corporate planning, service planning,

performance monitoring, evaluation and reporting, continuous improvement, and various other

organisational improvement projects.

Council Plan Outcome: A well governed and leading organisation.

Service Outcomes:

A comprehensive and evidence based plan for the future of the City of Knox.

Delivery of Council services and projects that directly support delivery of Council’s strategic

objectives.

The value of Council services and projects are understood through regular monitoring and

reporting.

Most efficient use of Council resources (budget, assets and workforce) to deliver services and

projects that directly support delivery of Council’s strategic objectives.

Open, transparent and accountable local government.

Activities

32.1 Vision Statement: The statement of Council and the community’s shared aspirations for the

future of the City, that is informed by evidence and community engagement. The Vision statement

informs and provides guidance to the broader strategic planning and resource allocation processes

of Council.

Outcomes: Increased understanding of the changes occurring in Knox’s environment,

increased understanding of the views and values of community members, and effective

strategic planning to guide the future of the City that is informed by evidence.

32.2 Council Plan: Council’s four year strategic plan for delivering on the Knox Vision. The Council

Plan sets the strategic objectives, strategies and high priority projects for the four year term of the

Council. In order to develop a Council Plan, a range of activities are conducted including

environmental scanning, planning workshops, and staff engagement via working groups.

Outcomes: Better understanding of Council business. Better strategic thinking about Council

services and the future of the city. Increased Councillor and staff involvement and ownership.

An effective plan for the city.

APPENDIX I-1

2


32.3 Annual Plan: The Annual Plan outlines Council’s priority activities for the coming twelve

month period, in order to deliver on the Vision and Council Plan, and informs the development of

the annual budget. In order to develop an Annual Plan, a range of activities are conducted

including coordination of new business cases, changes to business, development of performance

measures with managers, consultation with managers, and workshops with Councillors.

Outcomes: Ensures the Council Plan priorities are delivered. Connection of Annual Plan Key

Strategic Activities to Council Plan objectives. Effective assessment of delivery capabilities,

and better understanding of priorities for the next year. Satisfaction of legislative

requirements, with increased accountability to the community, and delivery of longer term

strategic objectives.

32.4 Business Planning: Delivers a coordinated and integrated business and resource planning

process, including budget, workforce, IT requirements and the capital program.

Outcomes: Increased staff capacity to plan effectively, ensuring alignment with Council’s

strategic objectives. Ensures the proposed service outcomes for each department are

informed by, and deliver on, the Vision, Council and Annual Plans; and ensures a department is

responsible for the delivery of the priorities of Council.

32.5 Data Collection and Management: State of Knox is a compilation of data which captures

the state of the community’s wellbeing, economy, and environment, including emerging trends, to

inform strategic planning for the future of Knox.

Outcomes: Increased understanding of the changes occurring in Knox’s environment, and the

views and values of community members; and more effective, evidence based strategic

planning to guide the future of the City.

32.6 Service Planning: Service planning aims to provide a framework for long term strategic

planning at a service level. Service planning will provide better information about future service

(internal and external) needs in order to better predict asset and workforce needs and inform the

Long Term Financial Strategy.

Outcomes: Services develop an enhanced understanding of their future direction, improved

prediction of required assets and workforce in the future. Better planning for the organisation,

leading to a more effective Long Term Financial Strategy.

32.7 Corporate Reporting: Annual Report, quarterly performance reporting on delivery of the

Annual Plan and organisation health, and monitoring of the achievement of the Council Plan.

Meeting the statutory obligations of Council to monitor and publicly report on Council

performance.

Outcomes: Meet Council’s statutory obligations to monitor performance and report on this

publicly. Better understanding the impact of Council’s services and projects in meeting the

strategic objectives of the Vision and Council Plan.

3



Expectations of both internal and external customers are increasing. The development of an

organisational capacity strategy to address these needs is currently being formulated. This will ensure

Council has the skills, capacity and organisational infrastructure to best deliver on Council’s strategic

objectives into the future, and respond to community expectations.

Recent recommendations from the Victorian Auditor General’s Office (VAGO) are affecting the way the

Local Government Act will be applied, with reference to corporate planning and performance reporting

in particular. This will have implications for the ways in which Councils will develop and report on

Council Plans. A large body of work over the next few years will be required to satisfy the requirements

of VAGO.

There are currently significant challenges in reporting in relation to the Council Plan. The previous State

Government attempted to improve local government performance reporting through a project

delivered by the Essential Service Commission, however this work was abandoned after the last change

of government. Local Government Victoria is currently pursuing a similar project. Current direction for

Councils in Victoria is unclear regarding a consistent state-wide performance reporting approach. In the

absence of this, Knox will be working towards providing its own solutions, in line with VAGO’s audit.

Service Planning. With community needs and expectations changing in a time of overall limitation of

resources for delivery there is a requirement for Council to consider the scale, delivery mode and level of

services to be provided. This prioritisation will require ongoing investment and access to quality

information, greater community engagement and rigorous change management processes.

Financial Profile


Council Plan $37,005.32 $37,005.32

Annual Plan $53,812.04 $53,812.04

Business Planning $65,642.68 $65,642.68

Data Collection and Management $43,102.07 $43,102.07

Vision $104,004.32 $104,004.32

Service Planning $162,641.99 $162,641.99

Corporate Reporting $68,701.57 $68,701.57

Totals $534,910 $534,910


Staff Profile


Perm

EFT

Temp

End date

(if temp)

Hours

per

week

Role

Manager 1.0 38.0

Strategic Planner 3.7 140.6 Corporate Planner

Total available EFT and

Hours 4.7 178.6



APPENDIX J SERVICE SCOPE 2015-16: GOVERNANCE SERVICE (DS3536945) Page 1 of 7

Service: Governance Director: Joanne Truman, Director Corporate Development Manager: Kerryn Ellis, Manager Governance and Innovation



1. What should the future strategic intent of this service be?

2. What is the role of Council in this service?

3. Is the current service model the most effective for the future?

4. Is a change in the service delivery model warranted to respond to emerging issues and

challenges?




INTRODUCTION

The Local Government Act 1989 states that the role of council is ‘…to provide governance

and leadership for the local community through advocacy, decision making and action’ and

that the ‘…Council is responsible and accountable to the local community’ whilst ensuring

that Council’s resources are used efficiently and effectively.

Council’s Governance service develops and monitors key legal, governance, compliance

and ethical frameworks for decision makers and the organisation to ensure the

organisation is fully supported in meeting its obligations under the Local Government Act

and myriad other relevant legislation. The service works across the organisation to advise,

educate and build the capacity of Councillors and staff to promote and achieve good

governance in Council’s operations and more broadly, engage with the community to

encourage greater participation in local democracy.

The Governance Service delivers a range of key functions to the organisation which

include:

Council Meeting support

Delivery of the internal audit program and provision of support to Council’s Audit

Committee

SCOPE

APPENDIX J


Ensuring compliance with Privacy, Protected Disclosure and Freedom of Information

legislation through provision of advice and support to Councillors, Council staff and the

community

Delivery of Council elections

Delivery of the Councillor transition program immediately following elections, and

provision of ongoing support to Councillors

Administration and provision of support to the Ferntree Gully Cemetery Trust

Provision of support and policy and governance advice to the Mayor and Councillors,

and management of the office of the Mayor and Councillors

Delivery of the annual Civic Events program

Management of the suite of Council and Chief Executive delegations to officers

Development of Council’s various good governance frameworks, and delivery of

associated training, support and advice.

Whilst each of the functions listed above plays a critical role in the provision of

Governance services to the organisation, this service analysis will be limited in scope to

focus on those functions which are not heavily regulated, and therefore those over which

Council has greater discretion. As such, the functions of Internal Audit, Privacy, Protected

Disclosure and Freedom of Information compliance, and the conduct of Council Elections

and associated Councillor Transition are not proposed to be included in the service

analysis.

In addition to the functions outlined above, the Governance service also manages the

administration of the Ferntree Gully Cemetery Trust on behalf of Council. This involves

providing support and guidance to the Trust and Trust meetings, as well as providing

administrative support. The role of Council in this service will be analysed as part of the

service analysis process.


Service Snapshot


Expenditure

Net

($1040)

$653,796

$652,7561

Service EFTs: 4.3 (includes a percentage of the Governance Manager

EFT)

The Governance Service oversees Council’s statutory processes associated with the

delivery of Council meetings, conduct of Council elections and any by-elections,

participation in electoral review process and implementation of any associated reforms,

maintenance of statutory registers and general legislative compliance. The service

supports a comprehensive governance framework, including the establishment of Council

1 Please note these figures include $95K for Council’s annual subscriptions to the MAV and VLGA. The

figures exclude Mayoral and Councillor allowances and training, and ward contingency funds. The service also has budget on a cyclical basis for Council elections, of approximately $600K every four years.


Committees, Council policies, Instruments of Delegation and the Appointment of

Authorised Officers. The service manages the civic functions program, including the

annual Australia Day Awards, Citizenship Ceremonies, and Mayoral and Councillor

functions, and coordination and catering for all meetings of Council. The service provides

organisational administrative services including the delivery of medium and large volume

print support to the organisation, and including provision of administrative support to the

office of the Mayor and Councillors. The governance service is also responsible for

managing all legislative and governance matters pertaining to the operations of the

Ferntree Gully Cemetery. A key element of the approach taken by the service is through

the provision of training and advice on governance matters to the CEO, Councillors,

Executive Management Team, Senior Managers and staff, particularly in relation to the

Local Government Act and other relevant legislation.

The current service model is predominantly delivered in-house through a small team of

staff directly employed by Council. The team delivering the governance service consists of

a coordinator, who is the key governance specialist at Council. The coordinator is

supported by governance and administrative staff, whose roles include preparation and

production of Council agendas, management of a print service with a number of

photocopiers across the organisation, support with management and delivery of several

key legislative functions such as the maintenance of statutory registers, and provision of

administrative support functions. One EFT is also allocated to managing the office and

provision of administrative support to the Mayor and Councillors. The service is led and

supported by the Manager who has responsibilities across several functions in addition to

the Governance service.

The provision of Governance services by the internal team is at times supplemented

through the use of external providers and specialists, for example the Victorian Electoral

Commission delivers Council elections through a contract arrangement with Council, and

specialist legal advice is sourced as required from time to time through Council’s solicitors.

The Ferntree Gully Cemetery is managed through the Cemetery Trust, which is a Special

Committee of Council. The day to day management of the cemetery is provided by the

Governance service that provides administrative support to the Trust, and the Knox Parks

service, which provide maintenance to the site. While the Trust pays Council an annual

fee for provision of parks services, the costs associated with the daily administration

function have been absorbed by the Governance service.


SERVICE ASSESSMENT

Role of Council

The Governance Service

As outlined above, one of the key requirements of Council’s role under the Local

Government Act is ‘…to provide governance and leadership for the local community

through advocacy, decision making and action’. As this is an inherent and legislative

role of Council, it is not proposed to further consider or review Council’s role in the

provision of the Governance service through the service analysis.

The Ferntree Gully Cemetery

The Ferntree Gully Cemetery was established in 1878 and historically the Cemetery

was operated by community Trustees from its formation in 1883 until 1982. In 1982

the then City of Knox was appointed as “Trustee” pursuant to section 3 (2) of the then

Cemeteries Act 1958. The Council appointed the Ferntree Gully Cemetery Trust

Special Committee on 8 December 1998 pursuant to Section 86 of the Local

Government Act 1989 to undertake the Trustees responsibilities under an Instrument

of Delegation.

The availability of graves was exhausted by 1984, and after extensive public

consultation, the Trust extended the Cemetery in 2002 and developed a new area

known as the Foothills. This extension brought medium term financial viability and

breathed new life into the Cemetery. During this time there has been significant

legislative change and restructuring of Cemetery Trusts across the State, with new

governance requirements introduced to all Cemeteries. This has increased the

workload of staff in managing the cemetery’s operations considerably. The strength of

the Ferntree Gully Cemetery under Council’s management has been its capacity to

preserve a compassionate approach with its clients and to maintain the respect and

dignity central to the conduct of a Cemetery.

By 2011 the Foothills area was taken up, and new graves are now again not available.

In 2013 the Trust undertook further expansion with the installation of ‘The Grove’ niche

walls offering a further 380 ashes interment positions and again prolonging the short to

medium term financial sustainability of the cemetery. Following the exhaustion of the

available graves within the Foothills section the services offered by Ferntree Gully

Cemetery Trust will be restricted to:

Burials in previously purchased graves;

Interment of ashes in existing graves and vaults; and

Installation of plaques.

Some minor services will also be available such as lift and repositioning in existing graves and exhumation for removal to other burial places. A limited number of graves will also become available as ‘owners’ relinquish their rights or the Trust resumes unexercised rights of interment that have passed 25 years’ tenure. While the Council and Trust has served the community well over many years, the medium term financial


viability of the cemetery may mean that the cemetery will require greater subsidy at some stage in future. It is proposed the service analysis analyses the role of Council in the provision of the cemetery service. It is noted that there is work already contained within the Cemetery’s business plan for 2015/2016 that will help consider and address the issues identified in this scope. As part of reviewing the role of Council in the cemetery, the service analysis will consider and reference work that already forms part of the cemetery’s business plan.

Strategic Intent


The context for provision of Governance services in local government has changed

dramatically in recent years. Local government is increasingly under scrutiny by

federal and state government and other agencies, with the list of requirements in terms

of risk management, compliance and transparency rapidly growing. Council is now

required to spend more of its time and resources ensuring these obligations are met

and protecting itself in an environment of increasingly heightened risk. Examples

include the establishment of the Independent Broad-Based Anti-Corruption

Commission (IBAC), the role of the Victorian Ombudsman’s Office, and the heightened

focus on compliance with a range of legislation such as the Local Government Act,

Privacy and Data Protection Act and Protected Disclosure provisions. There is also far

greater community awareness and scrutiny of issues such as conflict of interest, and

decision making both at Council and under delegation. In addition to the broader

context and legislative change impacting upon local government, there have been

ongoing changes to the Local Government Act, resulting in increasing compliance

requirements which often result in greater complexity, and a need for more investment

in appropriate record keeping and training. In addition, the current state government is

proposing a complete review of the Act within the next few years.

In line with these changes, the demands on the Governance service have dramatically

increased in recent years. The Governance service plays the lead role in proactively

managing Council’s interests through the provision of support, training and advice to

staff and Councillors. The service also takes the lead in responding to complaints or

investigations that occur as a result of this changed environment, for example privacy

complaints or IBAC investigations. At the same time, the service continues to deliver

the more traditional functions associated with agenda preparation, production and

distribution, and provision of administrative functions. Workload has also increased in

these areas, for example through an increased number of Council, committee and

briefing meetings, and an increase in the support provided to users of Council’s

photocopying and print services.

In order to ensure that the interests of Council and the community are well served and risk is effectively managed in an increasingly complex environment, the Governance service will be required to more proactively plan for and respond to greater regulation and scrutiny and minimise governance risks. This could include taking a more proactive approach to education and building capacity within the organisation, building a stronger understanding of the role of Council and good governance practice within a


local government context, better managing legislative compliance, and minimising the risk of fraud and corruption, for example.

To date the additional responsibilities of the service have been absorbed within the

resources available to the service, and it has been assumed that the more traditional

elements of the service will continue to be delivered as well as the more contemporary

functions. The Service Analysis will consider the most appropriate contemporary

strategic intent of the service, and explore how the service can more proactively

address good governance as part of its core function. The service analysis will also

consider options for expanding Council’s internal capacity for provision of advice on

the application of the Local Government Act.


It is not proposed to consider the strategic intent of the Ferntree Gully Cemetery

through this service analysis.

Service Model


As outlined above, the service analysis will consider the most appropriate

contemporary strategic intent for the Governance service at Knox. A shift in strategic

intent may mean that elements of the service model need to change in order to free up

existing resources to be directed toward provision of a more proactive good

governance framework and program. In order to achieve this, the following areas will

be specifically explored:

A review of the processes and systems associated with agenda preparation and

management, to determine whether this can be done more efficiently, particularly

through the introduction and use of agenda management software and process

automation.

Currently, the Governance service is responsible for a number of Council’s larger

corporate printers, while the IT service is responsible for all other printers. The

Service Analysis will explore whether greater efficiencies and cost reductions could

be achieved through an integrated approach to printer management. The analysis

will also consider whether the provision of a corporate print service is still required.

Consideration of the opportunities for better use of technology for managing

meetings in a public environment, and whether this can improve both efficiency and

transparency.


As outlined above, the day to day management of the cemetery is provided in

partnership by the Governance service who provide administrative support to the

Trust, and the Knox Parks service, who provide maintenance to the site. While the

trust pays Council an annual fee for the provision of parks services, the costs

associated with the daily administration function have been absorbed by the

Governance service, and do not fully reflect the true cost to Council of providing this


service. As such, the service model and associated costing structure may need

review in future to ensure it is financially sustainable.

Service Levels


The service analysis will consider the most appropriate contemporary strategic intent

for the Governance service, and the best service delivery model for some elements of

service provision. The key question for the Governance service in determining

appropriate levels of service is to ascertain where to direct scarce resources to make

the greatest impact in managing risk and promoting good governance practice.

Consequently, the current levels of service provided to the organisation will be

reviewed in line with the future strategic intent of the service, to ensure limited

resources are deployed for the greatest impact.


It is not proposed to consider the service levels of the Ferntree Gully Cemetery

through this service analysis.

REFERENCES

1. Local Government Act 1989

2. Municipal Association of Victoria, ‘Good Governance Guide’, 2012, available at

www.goodgovernanceguide.org.au

3. Department of Planning and Community Development, ‘Ensuring Unbiased Democratic

Council Decision Making’, 2013

4. Ross Dawson, ‘The future of local government’ – Keynote Speech, Local Government

Association of Tasmania Annual Conference 2014

5. Future IQ Partners, ‘Cities of the Future – Anticipating Trends and Possibilities’”, 2015

APPENDICES

1. Service Profile: Governance (December 2012)

http://www.goodgovernanceguide.org.au/

1

APPENDIX J-1 SERVICE PROFILE: GOVERNANCE (DECEMBER 2012) Page 1 of 3

Service Profile 35: Governance

Director: Jo Truman, Director Corporate Development Manager: Kerryn Ellis, Manager Governance & Innovation


This service provides key internal and external services to Councillors, staff and the community to facilitate a well governed organisation. This service has overall responsibility for legislative compliance, Councillor support and development, citizenship ceremonies and the maintenance of the Civic Centre meeting rooms.

Council Plan Outcomes: A well governed and leading organisation.

Service Outcomes:

processes and systems.

Activities

35.1 Management of the Internal Audit Program and the Audit Committee: Ensuring Council’s internal auditors are appointed and managed in accordance with their project scope and contractual requirements. Providing support to the Audit Committee, including agenda development and minute taking, and provision of appropriate organisation and specialist advice.

Outcomes: Council receives appropriate advice on the adequacy and robustness of financial and other organisational processes and systems, contributing to a well managed organisation with robust governance practices.

35.2 Civic Management & Hall Keeping: This function provides assistance to the Mayor and Councillors, and ensures Council’s meetings are held in rooms that are “fit for purpose”. This administrative service ensures all public meetings are held in accordance with expected customer service and community standards, and services room booking and set up for over 1900 events per annum.

Outcomes: Well managed and attended Council meetings, internal meetings and Civic Events, maximising utilisation of meeting facilities and delivered to expected community and commercial standards.

35.3 Privacy and Freedom of Information (FOI): Provides guidance to assist citizens in accessing Victorian government information, through the relevant legislative frameworks.

Outcomes: Council meets the legislative requirements with regard to Freedom of Information and Privacy legislation. Democracy, transparency and good governance are improved through appropriate disclosure processes.

35.4 Civic Events Program: Management and delivery of over 45 Citizenship Ceremonies and other civic events annually.

Outcomes: Well managed and attended Civic events and Citizenship ceremonies.

35.5 Council Elections: Ensures an efficient, effective and compliant election process for Council every four years.

Outcomes: Effective governance and democratic processes to ensure the community has appropriate representation and governance on local issues.

APPENDIX J-1

2


35.6 Council Meetings Support & Preparation: Coordination and support of up to 45 Council Meetings per year, including provision of templates and guidelines for report writing, coordination and collation of reports and agendas, and efficient and effective running of Council Meetings.

Outcomes: Council meetings are supported effectively to meet legislative requirements and provide the Council and community with transparent processes for Council decision making.

35.7 Ferntree Gully Cemetery Trust Support: Responsible for managing all legislative and governance matters pertaining to the Ferntree Gully Cemetery Trust.

Outcomes: The cemetery maintains a sense of history and respect, while contributing to the community’s amenity.

35.8 Mayor and Councillor Support: Administrative and organisational support provided to the Mayor and Councillors.

Outcomes: Administrative support and organisational liaison provided to the Mayor of the day, and other Councillors as required.

35.9 Good Governance Practice: Provision of training and advice on governance to the CEO, Councillors, Executive Management Team, Senior Managers and staff as required – particularly in relation to the Local Government Act and other relevant legislation.

Outcomes: The organisation is well informed of good governance practices. Council is governed effectively. Delegations are managed to ensure appropriate levels of authority, and Council policies are maintained and reviewed on schedule.

35.10 Induction: Responsible for the induction of Councillors every four years, post-election. Outcomes: Mayor and Councillors are effectively provided with the knowledge and skills to undertake their range of legislative obligations.

3


Key current or future issues: Ongoing changes to the Local Government Act with increasing compliance requirements which

often results in increased resources, training, record keeping and complexity.

Staff retention and maintaining the corporate knowledge base will present a future challenge, withan ageing workforce.

Increased awareness and knowledge of personal rights and Council responsibilities had led to anincreasing workload, with FOI and Privacy requests in particular.

There is a need to review the current administrative processes in relation to Council meetingadministration. The emergence of new technologies, environmental issues and changingcommunity expectations provide the opportunity for service improvements to be considered.

Financial Profile


Audit Committee Management $143,610.74 $143,610.74

Civic Management & Hall Keeping $141,334.31 $141,334.31

Privacy and FOI $7,646.54 $7,646.54

Civic Events Program $233,377.84 $233,377.84

Council Elections $21,511.21 $21,511.21

Council Meetings Support & Preparation $266,897.71 $266,897.71

Ferntree Gully Cemetery Trust Support $83,423.86 $83,423.86

Governance Advice $35,517.38 $35,517.38

Training Sessions $17,727.42 $17,727.42

Induction $7,646.54 $7,646.54

Mayor and Councillor Support $539,485.46 $539,485.46

Corporate Responsibilities $143,610.74 $143,610.74

Total $1,641,790 $1,641,790

Total net cost: $1,498,1732

Staff Profile

Primary Job Family EFT Perm

End date (if temp)

Hours per week

Role

Governance Coordinator 1 38

Administrative staff 2 38

Mayor and Councillor support 1 38

Manager (percentage of time) 0.3 11.4


2 Note that the total cost won’t align exactly with the Departmental Budget of the service. This is because

overhead costs have been removed and measured in their own Service Profiles, and costs of buildings, parks and capital works renewals have been added. For full information about costings and assumptions used, see the Introduction section to Service Planning. Further note that because 2011/2012 budget figures have been used, the cost of delivering the 2012 election and Councillor induction program is not reflected in this service profile.

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