warrnambool city council council plan 2009-2013 · gross revenue generated by businesses in...

WARRNAMBOOL CITY COUNCIL

COUNCIL PLAN2009-2013

MAYORS MESSAGE “Council acknowledges the traditional custodians of the lands of this general area. Council also acknowledges the descendants of the ancestors of Aboriginal nations within the lands forming the Great South Coast and particularly the elders of the indigenous communities within both Warrnambool and this region.”

This Council Plan is being prepared amid exciting times for our City – a time of growth and development when many cities are struggling in the wake of challenging financial times.

While Warrnambool has been buffered somewhat from the global economic down by our strong service, retail, tourism, education and food manufacturing sectors, Council will continue to proactively plan for a predicted community of 50,000 by 2021 and be ‘opportunity-ready’ to take advantage of being Australia’s new-age energy investment epicenter.

To address our rapid population growth, which is running higher than the state and national averages, our forward planning will result in a potential release of 1,500 residential lots this year

Council has also commenced a process to identify a new industrial land precinct as a means of addressing a critical industrial land shortage at present.

As a regional City, Council provides a broad range of services and we constantly strive to maintain our commitment to quality and value for money when supporting our diverse community.

Community engagement has been, and will continue to be, a driver of our planning to ensure that we are a city of growth and strong leadership, developing services and facilities that make our City more liveable and environmentally friendly.

Every individual action and initiative outlined in this report has been prepared with thought and vision for the future. I would like to thank all council staff and Councillors who have worked diligently to prepare this future plan for our City.

Cr. Michael NeohMAYOR, WARRNAMBOOL CITY COUNCIL

CONTENTS

Our City 04

The Council 05

Organisational Structure 06

Our Strategic Direction 08

Characteristics Of Warrnambool in 2030 10

Our 4 Year Strategies 11

A Regional City of Strong Leadership 15 An Environmentally Sustainable City 18

A Liveable City 22

A City of Growth 26

03

OUR CITYWarrnambool is a prosperous regional city alive with opportunity and thriving on growth and investment. It is one of the two fastest growing regional cities in Victoria and is expected to be home to 50,000 people by the year 2021, servicing a regional population of 135,000. Warrnambool’s population is forecast to grow at a faster rate than Victoria, Metro Melbourne, and Regional Victoria over the next 30 years.

Currently our city has 31,000 people, a total budget of $57.3 million and total assets of worth $389 million.

The Warrnambool region is recognised as a prime area for investment due to its plentiful water supplies and availability of natural resources such as gas. Our City will indirectly support almost $8 billion worth of projects of state and national significance in coming years. These projects include developments such as the Mortlake Gas Power Generation Plant Stage 1 ($640m), Shaw River Gas Power Generation Plant Stage 1 ($800m), over 700 Wind Farm turbines, and geothermal exploration projects. These projects are expected to generate 5400 construction jobs and 1200 permanent positions.

Gross revenue generated by businesses in Warrnambool is estimated to be $2.8 billion with the largest contributors being manufacturing (18%), property and business services (12%) and retail (11%).

Warrnambool’s historical employment results have been strong with a growing labour force of over 17,000 people and unemployment rates below that of Regional Victoria, Victoria and Australia. Overall, employment factors will have a strong bearing on population in the future. The recent development of various industries around the city such as gas power stations, timber production, wind farms, and gas/oil production are likely to maintain strong employment growth in Warrnambool. This is due to the fact that the city will benefit from expenditure and further growth of its services.

Tourism is major contributor to the lifeblood of Warrnambool. Pristine beaches, wide open spaces and playgrounds as well as a unique whale-nursery off Logan’s Beach draw thousands of tourists to our city every year. The tourism industry generates $147 million for our City annually and attracts 703,000 visitors per year to Warrnambool.

Warrnambool City Council continues to take the lead on a range of initiatives. Our annual Fun4Kids festival continues to receive accolades and was this year given National Hall of Fame status after being named the best festival in Australia for the third successive year. The Middle Island Maremma project, where Maremma dogs were used to protect the Little Penguin colony from fox predation, has received national and international acclaim for its innovation.

Council will invest $242 million on providing services, facilities and activities in our community in the next four years. Infrastructure will be upgraded to cope with the increased development and population, more paths and trails will be built so people can be active and enjoy the outdoors, and council will work more closely with the community to improve services and facilities to make Warrnambool an even better place to live.

04

THE COUNCIL Warrnambool City Council is an unsubdivided municipality with each Councillor being elected by all voters. The 7 Councillors were elected in November 2008 for a four year term. The election was conducted by postal ballot with 83% of voters participating.

Council conducts monthly meetings and Councillors and Council officers engage with the community in a range of ways to help inform their decision making. Feedback from neighbourhood meetings, focus groups, advisory committees, surveys and individual comment all form the backbone of decision-making.

Council currently has 7 advisory committees to help guide its planning and decision-making. They are:

• City Art Advisory Committee.• City Development Advisory Committee.• City Landscape Advisory Committee.• Community Services Advisory Committee.• Flagstaff Hill Advisory Committee.• Warrnambool Airport Advisory Committee.• Warrnambool Livestock Exchange Advisory Committee.

COUNCILLORSThe Warrnambool City Council is represented by seven councillors.

Elected Councillors are responsible for making important decisions regarding Warrnambool and its residents. These decisions are made at Council meetings which are generally held every three weeks.

Internal workshop sessions involving Councillors and senior officers are also held between Council meetings; these are not open to the public.

The approach is consistent with Statewide best practice in order to assist policy development, assessment of options for important and complex issues in order to assess the quality of good governance through formal decisions.

Councillor Michael NeohMayorPO Box 511Warrnambool 3280Mobile: 0408 543 638Email: [email protected]

Councillor Jacinta ErmacoraPO Box 1179Warrnambool 3280Mobile: 0400 155 180Email: [email protected]

Councillor Andrew Fawcett234 Lava StreetWarrnambool 3280Phone: 5562 4978Email: [email protected]

Councillor Jennifer Lowe43 MacDonald StreetWarrnambool 3280Phone: 5561 7809 (After Hours)Mobile: 0428 344 309Email: [email protected]

Councillor John Harris9 Dennington Rise, Warrnambool 3280Phone: 5564 7670 (Business Hours)Phone: 5561 1933 (After Hours)Mobile: 0409 145 568Email: [email protected]

Councillor Peter Hulin“Summer Garden” 1-3 Ponting DriveWarrnambool 3280Phone: 5562 2605 (After Hours)Mobile: 0427 835 241Email: [email protected]

Councillor Rob Askew4 Dunvegan CourtWarrnambool 3280Phone: 5561 2602 (After Hours)Mobile: 0428 394 888Email: [email protected]

ORGANISATION STRUCTURE

06

07

EXEC

UTI

VE S

ERVI

CES

C

OR

POR

ATE

STR

ATE

GIE

S C

ITY

INFR

AST

RU

CTU

RE

CO

MM

UN

ITY

DEV

ELO

PMEN

T C

ITY

GR

OW

TH

Chi

ef E

xecu

tive

LG

A st

atut

ory

resp

onsi

bilit

ies

for

CEO

and

stra

tegi

c/cr

itica

l pro

ject

s ro

le, a

s re

quire

d pl

us S

outh

Wes

t Su

stai

nabi

lity

Partn

ersh

ip a

nd o

ther

lo

cal g

over

nmen

t sec

tor

repr

esen

tatio

nal r

oles

.

Exec

utiv

e As

sist

ant

C

ounc

il le

gisl

atur

e an

d ad

viso

ry

arra

ngem

ents

.

May

or a

nd C

ounc

illor

s.

C

ounc

illor

dev

elop

men

t/sup

port

and

info

rmat

ion

co-o

rdin

atio

n.

Ac

coun

tabi

lity

Fram

ewor

k co

-or

dina

tion

(Cou

ncil

Plan

, Ann

ual

Rep

ort).

Cor

pora

te a

dmin

istra

tion.

Stat

utor

y re

gist

ers.

Polic

y m

anua

ls.

FO

I Act

, Inf

orm

atio

n Pr

ivac

y Ac

t.

Adm

inis

trativ

e su

ppor

t st

anda

rds/

co-o

rdin

atio

n.

C

orpo

rate

libr

ary.

Cor

pora

te id

entit

y.

Dire

ctor

Cor

pora

te S

trat

egie

s

Div

isio

n ge

nera

l man

agem

ent

resp

onsi

bilit

ies

plus

inte

rnal

aud

it su

ppor

t, co

mm

unity

/qua

lity

surv

eys

and

inte

llect

ual p

rope

rty/c

ultu

ral

mat

eria

l co-

ordi

natio

n, B

usin

ess

Exc

elle

nce

impl

emen

tatio

n/co

-or

dina

tion.

Man

ager

Rev

enue

& P

rope

rty

R

even

ue m

anag

emen

t.

Valu

atio

ns.

Pr

oper

ty re

alis

atio

n/re

ntal

.

Civ

ic C

entre

ope

ratio

ns.

C

orpo

rate

sup

port.

Cou

ncil

prop

ertie

s da

ta

base

/org

anis

atio

n co

-ord

inat

ion.

Cus

tom

er s

ervi

ce.

Man

ager

Fin

anci

al S

ervi

ces

Fi

nanc

ial R

epor

ting

Bu

dget

s &

Budg

etar

y C

ontro

l.

Acco

unts

Pay

able

& R

ecei

vabl

e

Purc

hasi

ng.

Pa

yrol

l.

Fin

anci

al R

etur

ns &

Acq

uitta

ls.

L

oans

& In

vest

men

ts.

Man

ager

Org

anis

atio

n D

evel

opm

ent

Pe

rson

nel a

nd H

R s

uppo

rt se

rvic

es.

St

aff t

rain

ing/

deve

lopm

ent s

uppo

rt.

Pe

rform

ance

repo

rting

co-

ordi

natio

n.

Bu

sine

ss E

xcel

lenc

e Fr

amew

ork.

EE

O O

ffice

r.

Com

petit

ive

neut

ralit

y an

d tra

de

prac

tices

com

plia

nce.

Ris

k m

anag

emen

t/OH

&S.

Man

ager

Info

rmat

ion

Serv

ices

Rec

ords

.

IT n

etw

orks

sys

tem

s.

IT

com

pute

r sup

port.

IT p

lann

ing/

deve

lopm

ent.

Man

ager

Med

ia &

Mar

ketin

g

Med

ia a

nd c

omm

unic

atio

ns.

C

omm

unity

info

rmat

ion.

City

pro

mot

ion

and

iden

tity.

Mar

ketin

g an

d pr

omot

iona

l mat

eria

ls.

W

ebsi

te m

aint

enan

ce.

Im

age

libra

ry.

St

aff b

ulle

tin.

Su

bmis

sion

s re

sear

ch/s

uppo

rt.

War

rnam

bool

Liv

esto

ck E

xcha

nge

Dire

ctor

City

Infr

astr

uctu

re

D

ivis

ion

gene

ral m

anag

emen

t re

spon

sibi

litie

s pl

us M

ERO

, Airp

ort

and

Por

t of W

arrn

ambo

ol s

tatu

tory

re

spon

sibi

litie

s.

Man

ager

Infr

astr

uctu

re S

ervi

ces

En

gine

erin

g op

erat

ions

.

W

aste

man

agem

ent.

Park

s.

Wor

ks.

Dep

ot a

nd p

lant

.

Build

ing

mai

nten

ance

.

Infra

stru

ctur

e as

set m

anag

emen

t.

Urb

an/la

ndsc

ape

desi

gn.

C

onse

rvat

ion/

coas

tal d

esig

n/w

orks

.

Port

of W

arrn

ambo

ol.

W

arrn

ambo

ol A

irpor

t.

Infra

stru

ctur

e pl

anni

ng fo

r new

de

velo

pmen

t.

Man

ager

Cap

ital W

orks

& P

roje

cts

In

frast

ruct

ure

desi

gn.

N

ew b

uild

ing

cons

truct

ion.

Ten

Year

Cap

ital W

orks

Pro

gram

.

Annu

al c

apita

l wor

ks.

Fo

otpa

th re

plac

emen

t pro

gram

.

Civ

il de

sign

and

traf

fic re

quire

men

ts.

M

anag

emen

t and

impl

emen

tatio

n of

Vi

cRoa

ds a

ppro

ved

proj

ects

.

Man

ager

Hea

lth &

Loc

al L

aws

Pu

blic

and

env

ironm

enta

l hea

lth.

Im

mun

isat

ions

.

Hea

lth A

ct a

nd F

ood

Act

enfo

rcem

ent.

Tr

affic

/par

king

enf

orce

men

t.

Loca

l Law

s/Fi

re P

reve

ntio

n.

An

imal

pes

t con

trol.

C

omm

unity

hou

sing

.

Cle

an U

p Au

stra

lia D

ay.

C

hem

ical

dis

posa

l.

Man

ager

Bui

ldin

g Se

rvic

es

(Con

trac

ted

Posi

tion)

Build

ing

cont

rol (

stat

utor

y se

rvic

es).

Bu

ildin

g co

ntro

l (pe

rmit

appr

oval

).

Build

ing

cont

rol (

safe

ty a

nd e

ssen

tial

serv

ices

).

Com

mun

ity e

duca

tion

regu

lato

ry

advi

ce (b

uild

ing

and

owne

rs).

Bu

ildin

g sa

fety

and

em

erge

ncy

serv

ices

.

Dire

ctor

Com

mun

ity D

evel

opm

ent

D

ivis

ion

gene

ral m

anag

emen

t re

spon

sibi

litie

s pl

us li

brar

y se

rvic

es,

regi

onal

prim

ary

heal

th/c

omm

unity

pl

anni

ng, c

omm

unity

saf

ety

co-

ordi

natio

n.

Man

ager

Fam

ily S

ervi

ces

C

hild

car

e se

rvic

es.

Pr

e-sc

hool

ser

vice

s.

Fa

mily

sup

port.

Early

chi

ldho

od d

evel

opm

ent.

M

ater

nal a

nd c

hild

hea

lth.

C

omm

unity

saf

ety

supp

ort.

Lo

cal D

rugs

Stra

tegy

.

Man

ager

Com

mun

ity S

uppo

rt

H

ome

Car

e.

Pe

rson

al C

are.

Hom

e M

aint

enan

ce.

C

arer

Res

pite

.

Food

Ser

vice

s.

Ad

ult D

ay P

rogr

am.

Ar

chie

Gra

ham

Com

mun

ity C

entre

.

Posi

tive

Agei

ng.

R

ural

Acc

ess

Prog

ram

.

Activ

e Ag

eing

Pla

n.

C

ultu

ral D

iver

sity

.

Hum

anita

rian

Settl

emen

t Ser

vice

s.

Man

ager

Rec

reat

ion

& C

ultu

re

R

ecre

atio

n pl

anni

ng.

R

egio

nal r

ecre

atio

n se

rvic

es li

aiso

n.

Fa

cilit

y m

anag

emen

t – A

quaZ

one,

W

arrn

ambo

ol S

tadi

um, Q

ueen

s R

oad

Stad

ium

.

Com

mun

ity g

roup

s fa

cilit

y us

age.

War

rnam

bool

Ent

erta

inm

ent C

entre

m

anag

emen

t.

Art G

alle

ry m

anag

emen

t/ pu

blic

art

Yo

uth

Dev

elop

men

t.

Man

ager

Eve

nts

& P

rom

otio

n

Wun

ta F

iest

a.

Fu

n4Ki

ds F

estiv

al.

Su

mm

er a

nd o

ther

spe

cial

eve

nts.

Com

mun

ity s

peci

al e

vent

s –

supp

ort/a

ssis

tanc

e (in

clud

ing

spor

ts

tour

ism

).

Reg

iona

l eve

nts

co-o

rdin

atio

n.

Dire

ctor

City

Gro

wth

Div

isio

n ge

nera

l man

agem

ent

resp

onsi

bilit

ies,

plu

s C

ity/re

gion

ec

onom

ic p

lann

ing,

spe

cial

pro

ject

s (s

ite re

late

d an

d ot

hers

), gr

ants

m

anag

emen

t co-

ordi

natio

n an

d se

rvic

e ag

reem

ent m

anag

emen

t for

re

gion

al to

uris

m s

ervi

ces.

Man

ager

Bus

ines

s Su

ppor

t

Tour

ism

bus

ines

s su

ppor

t.

Loca

l bus

ines

s as

sist

ance

.

Inve

stm

ent f

acili

tatio

n su

ppor

t.

Educ

atio

n/tra

inin

g ne

twor

ks.

La

bour

mar

ket p

roje

ct c

o-or

dina

tion.

Skill

ed m

igra

tion

faci

litat

ion.

City

Cen

tre m

anag

emen

t sup

port.

Man

ager

Tou

rism

Ser

vice

s

Flag

staf

f Hill

.

Visi

tor I

nfor

mat

ion

serv

ices

.

Hol

iday

Par

ks.

R

egio

nal t

ouris

m li

aiso

n.

Man

ager

City

Str

ateg

y &

D

evel

opm

ent

St

rate

gic

land

use

pla

nnin

g.

G

eogr

aphi

c In

form

atio

n Sy

stem

.

Envi

ronm

enta

l sus

tain

abili

ty.

Ener

gy/u

tiliti

es p

rocu

rem

ent.

Envi

ronm

enta

l aud

iting

sup

port.

Pr

iorit

y St

atem

ent a

ctio

ns.

Envi

ronm

enta

l man

agem

ent.

CC

PP,

Wat

er C

ampa

ign.

Stat

utor

y pl

anni

ng.

Su

bdiv

isio

ns.

Pl

anni

ng e

nfor

cem

ent.

C

ity h

erita

ge b

uild

ings

/feat

ures

.

Geo

grap

hic

nam

es.

THE STRATEGIC DIRECTION: OUR COMMITMENTSOUR PURPOSETo benefit the people of Warrnambool by providing:

• Responsible governance;• Quality and valued service; and• Effective strategic planning based on the City’s natural features and diverse assets.

OUR VISION FOR WARRNAMBOOL IN 2020• Centre of a prosperous region of outstanding clean and green reputation;• High quality lifestyle;• Learning and enterprising City; and• Leading practice in regional city local government.

OUR VALUESOur decisions, services and allocation of resources will be guided according to the following values:

Good GovernanceWe will have open, accessible and accountable governance in touch with the existing and changing needs of our community.

Fairness and ResponsivenessWe will ensure that all people are treated with dignity, respect and fairness. Our staff are critical to the achievement of our goals and we are committed to their continuing development.

Service ExcellenceWe are here to serve our community and will strive to meet its needs to the highest affordable standards.

Continuous ImprovementWe will continually look for ways to improve our services to enhance community benefit.

Communication and EngagementWe will deliver accurate, timely and relevant information involving the open exchange of ideas and information with the community.

Environmental SustainabilityWe will aspire to become be environmentally sustainable and maximise opportunities for all people and future generations to enjoy social and physical well being.

08

CUSTOMER SERVICE CHARTERService GuaranteesWhen people have dealings with us they can expect the following:

1. We will provide courteous, friendly and professional service;

2. Each employee will be clearly identifiable as staff. The name of the officer dealing with your enquiry will be provided to establish points of contact;

3. When you contact us we will give you prompt and efficient attention. We value every customer contact, and will attend to your needs in a timely manner;

3a. We will ensure that your requests are referred to the right person, and where necessary entered into our Customer Request tracking system. You will receive a reference number and be advised of an expected response time;

3b. If you require a response from us, you will be acknowledged in writing within 5 working days or by telephone within 24 hours - or the next working day.

Your Rights4. We value our relationship with you, and will ensure that you are treated with dignity, respect and fairness;

5. Interpreters, and other communication aids are available to help us help you;

6. We will keep the information you provide us confidential and secure, - as per the requirements of the Privacy Act 2000.

Environment and Community7. We are committed to maintaining a clean and green environment. Where possible, we will use recycled paper,

and will be ourselves recyclers.

Comments, Complaints and Compliments8. We welcome your feedback, comments and suggestions as they provide us with the opportunity to improve

our service;9. If you have an enquiry or a complaint relating to our service - please contact us;

If your concerns are not satisfied at this first contact, you may request to have it reviewed by a higher level of management.

Continuous Improvement10. We will update our Customer Charter annually, and will use feedback from our customers to develop

improvement programs.

09

CHARACTERISTICS OF WARRNAMBOOL IN 2030Key AttributesOur City will be:

• Governed by a Council committed to making decisions in the best interest of the whole community.

• governed by a Council committed to engaging with the community

• financially strong.

• a capital/key city of the South West and will be characterised by its professional services, education base, creative influences and innovations in technology.

• recognised as a tourist oriented, family friendly, safe, beachside destination.

• well planned locally and regionally, with capacity for growth in industry/development.

• a leader in planning for and responding to the impacts of climate change.

• a regional centre of excellence for recreation and cultural pursuits.

• continuing to develop to the optimum in business, commercial, social and residential activity.

• a provider of services and infrastructure that respond to the expectations and needs of the community.

• well connected physically, socially and technologically within and beyond the region.

Strategic ObjectivesOur City will be:

1. A Leading Regional CityLong-term financial planning, sustainable asset management, responsible governance and community engagement will drive our city into the future.

2. An Environmentally Sustainable CityEnvironmental considerations will underpin all planning and development.

3. A Liveable CityExcellent cultural, recreational, health and social services will support all people in our community.

4. A City of GrowthPlanned and sustainable development will direct our city’s growth.

10

OUR 4 YEAR STRATEGIESWARRNAMBOOL - A LEADING REGIONAL CITY

Financial responsibility will underpin the work that we do to grow and develop our city. In managing a budget of more than $50 million we will ensure that our community is involved in the planning and decision-making process.

We are committed to excellence in customer service and utilising technology to improve people’s access to council and interaction with our staff.

We will attract the best staff and provide them with a challenging, rewarding work environment.

At all times, and in all we do, we will ensure the safety of people in our community, and people who work for Council, via our commitment to responsible risk management.

1.01 Govern as a well planned, accountable, strategic and sustainable Council.

Strategic Indicators:

• Achieve a satisfaction rating in the top quartile for Council’s “Overall Performance” in the Annual Local Government Community Satisfaction Survey.

• Support innovation and leadership throughout the organisation• Establish a system to review the performance of Councillors.• Achieve good governance standards as measured by a recognised industry standard.

1.02 Advocate for the City and the South West community.


• Display leadership in influencing decisions that affect the region.• Develop and implement advocacy plans on key issues identified by Council.• Promote and enhance regional partnerships.• Achieve a satisfaction rating in the top quartile for Council’s “Advocacy and Community Representation” in

the Annual Local Government Community Satisfaction Survey.• Pursue a Government centre incorporating municipal services.• Develop strong relationships with State Government.• Contribute to the Great South Coast Regional Strategic Plan.

1.03 Enhance community engagement and transparency in all Council activities.


• Achieve a satisfaction rating in the second quartile for Council’s “Engagement in Decision Making” in the Annual Local Government Community Satisfaction Survey.

• Update and refresh Council’s webpage to act as an engagement tool.• Review community engagement strategy and policy bi-annually.• Establish a dedicated focus on community engagement for strategic decisions of Council.

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1.04 Provide excellent customer service.


• Implement the outcomes of the Customer Charter Audit undertaken on a bi-annual basis.• Achieve a satisfaction rating in the top quartile for Council’s “Interaction and Responsiveness in Dealing

with the Public” in the Annual Local Government Community Satisfaction Survey.• Develop a suite of technological tools to engage young people.• Provide staff training in excellent customer service.

1.05 Provide quality information and communication technology services.


• Implement the Information Technology Plan.• Maintain a current Information Technology Disaster Recovery Plan.

1.06 Implement new systems for efficiency and productivity savings.


• Consider changes to improve service delivery of program areas.• Ensure all Directors and Managers are trained in the Australian Business Excellence Framework.• Implement a continuous improvement program throughout Council with a focus on quality and efficiency.

1.07 Embed risk management practices through Council.


• Achieve a risk assessment ranking in the top quartile, as measured by the CMP Risk Assessment, is in the top quartile of the group measured.

• Involve Councillors in the development of a Strategic Risk Management Framework.• Review Council’s OH&S policy and processes.

1.08 Promote an open and supportive workplace culture.


• Maintain staff turnover at or below the Victorian Local Government average.• Achieve staff surveys to reflect 80% satisfaction with current employment as measured externally.

1.09 Implement an accountable, sustainable budget and financial strategy.


• Prepare and lodge annual financial statements and standard statements in accordance with the Local Government Act 1989.

• Prepare and adopt an annual Budget and Strategic Resource Plan in accordance with the Local Government Act 1989 and in consultation with the community.

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• Ensure Council has a current 10 Year Financial Plan.• Achieve a low risk rating in the Auditor General’s Annual Financial Sustainability Report.• Ensure Council’s grant seeking activities maximise non-recurrent grant funding opportunities.• Engage with external providers and increase the value of non-recurrent grant funding.• Establish best practice grants seeking and acquittal process to grant funding. 1.10 Ensure adequate resources are provided to appropriately maintain and expand Council’s infrastructure.


• Update and review Asset Management Plans for all classes of assets.• Update and review the funding model for sustainable asset management.• Review the asset condition assessment for all roads, bridges, footpaths and buildings.• Achieve a satisfaction rating in the second quartile for Council’s “Local Roads and Footpaths”.• Ensure resources are available to meet Developer Contribution Plan requirements.• Update and review Council’s renewal funding model to incorporate all classes of infrastructure assets.

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WARRNAMBOOL - AN ENVIRONMENTALLY SUSTAINABLE CITYWarrnambool City Council is committed to improving the sustainability of our City so future generations of people can enjoy an environmentally-friendly lifestyle.

We will focus on improved energy use by reducing our reliance on carbon emitting fuel and energy. We will integrate climate change predictions into planning and development of the City to provide a sustainable urban and natural environment. We will facilitate education and information to the building industry and home-owners to improve sustainability in and around people’s homes.

Warrnambool will be known for it’s world class foreshore area integrated with Lake Pertobe and the City Centre. Our transport network will become more environmentally friendly as we provide more bike paths and walking tracks and establish passive transport corridors linking Warrnambool to surrounding settlements.

Responsible water use and protection of waterways will be a key focus of council. We will implement efficient water use and re-use programs and establish partnerships with the community to care for our natural resources. 2.01 Aim to be a leading environmentally sustainable organisation.


• Embed environmental sustainability in all Council processes.• Implement an environmental sustainability strategy taking account of climate change predictions.• Integrate climate change predictions into planning and development of the City to provide a sustainable

urban and natural environment.• Reduce in the use of carbon emitting fuel.• Reduce the carbon emitting energy use of council buildings.• Review Council’s waste stream management in a regional context.• Achieve a satisfaction rating in the top quartile for Council’s “Waste Management” in the Annual Local

Government Community Satisfaction Survey.

2.02 Educate and inform our community about sustainability.


• Report to Council and the community on the likely impact of carbon trading and climate change on Warrnambool and surrounds.

• Promote climate change abatement measures within Warrnambool and through local government networks.

• Explore and report on national and international measures on climate change that assist Warrnambool to reduce its carbon footprint.

• Establish Council and volunteer networks to reduce the City’s environmental footprint.

2.03 Promote sustainable design principles in new residential and commercial buildings.


• Develop a program to advise property owners on benefits of retro fitting sustainable options.• Incorporate sustainable design principles into development planning.• Review MSS to include sustainable design principles into development planning.• Undertake annual workshops, expos and community information on the benefits of sustainable building

practices.

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2.04 Protect, enhance and improve access to our coastal reserves and waterways.


• Expand the opportunity for sea views at McGennans carpark.• Establish an action plan for Surf Club to Breakwater activity centre.• Plan and deliver a linear coastal land use plan from Lake Gillear to Levy’s Beach.• Actively pursue improvement to the health of our river and wetlands systems.• Construct the Harbour Pavilion.• Implement the Coastal Action Plan.• Establish partnership programs with the community to ensure Warrnambool’s river systems are healthy

into the future.

2.05 Promote sustainable transport systems.


• Prepare an integrated City-wide transport plan.• Complete the Warrnambool – Port Fairy Rail Trail.• Expand and connect the existing cycle/walking network.• Expand and link the foreshore walking path and improve access for the community.• Improve education opportunities and facilities to increase bicycle use and pedestrian activity. • Advocate for the expansion of the City’s public transport network.• Review the road and transport hierarchy.• Investigate enablers and barriers to sustainable transport.• Develop a plan to maintain active transport promotion and education in schools.• Create a framework for sustainable travel planning to include future needs.• Develop a program to build community capacity in sustainable transport planning.

2.06 Create natural and open space environments in Warrnambool.


• Adopt and commence implementation of the Public Open Space Strategy.• Prepare masterplans for residential growth areas that focus on quality open space for residents.• Develop government, corporate and philanthropic partnerships to enhance the environment and

public open space.• Restore and/or reinstate indigenous eco system to enhance the biodiversity of our City.

2.07 Provide and maintain healthy and sustainable parks, gardens and recreation reserves.


• Achieve a satisfaction rating in the top quartile for Council’s “Appearance of Public Areas” in the Annual Local Government Community Satisfaction Survey.

• Establish a framework for use of indigenous plants and trees.• Plan and acquire land for future recreation needs.

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WARRNAMBOOL - A LIVEABLE CITYWarrnambool will be a place where people of all ages and backgrounds can enjoy a healthy and active lifestyle with the support and facilities they need.

We will provide a range of services to care for children in our community, striving for excellence in health, education and support to families. We will look after our elderly and promote positive and active aging in our community.

Warrnambool will welcome new residents from around Australia and overseas, and provide services to ensure a supportive transition to our City.

3.01 Develop and support sport and recreation activities to promote healthy lifestyles and community wellbeing.


• Maintain and increase participation levels of Council facilities and programs to improve community health.• Achieve a satisfaction rating in the top quartile for Council’s “Recreation Facilities” in the Annual Local

Government Community Satisfaction Survey.• Implement key priority improvements and actions as recommended in the Warrnambool Recreation Plan

2007 – 2017.• Ensure recreation facilities are well maintained.• Refurbish the outdoor aquatic facility.

3.02 Develop and support cultural activities that provide opportunities to celebrate, engage and participate in creative and artistic endeavours.


• Finalise planning and implementation of Warrnambool Entertainment Centre redevelopment.• Implement a public art program.• Maintain and increase participation levels in Council’s cultural programs.• Undertake a cultural plan for Warrnambool. 3.03 Provide opportunities for young people to plan, coordinate and participate in activities.


• Provide support and engagement activities for young people.• Maintain or increase participation by young people in Council’s youth programs.

3.04 Review opportunities to improve the provision of public library services in Warrnambool.


• Review the delivery of library services in Warrnambool.• Achieve a satisfaction rating in the top quartile for Council’s “Library Services” in the Annual Library

Community Satisfaction Survey.

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3.05 Provide leadership in the provision of early childhood and family services.


• Adopt the 2009 – 2013 Municipal Early Years Plan.• Implement revised state regulations within timelines and comply with accreditation systems in the delivery

of early years programs.• Develop the Children’s Services Centre as a regional hub. • Achieve recognition by UNICEF of Warrnambool being a “child friendly” City.• Strengthen community involvement responding to health and safety of children through programs and

initiatives.

3.06 Increase access to early childhood and family services through inclusive planning and partnerships arrangements.

Strategic Indicators

• Promote Government initiatives to provide equitable access to childhood services.• Plan and deliver a regional Early Years conference in partnership with Moyne.• Strengthen partnerships with agencies and stakeholders in early childhood services across the region.

3.07 Implement strategies that support the needs of Warrnambool’s culturally diverse community.


• Culturally and linguistic diverse groups supported in community and civic participation.

3.08 Improve access to services, information and facilities through inclusive planning.


• Adopt the Community Access Plan 2009 – 2013.• Increase the community’s use of the Archie Graham Centre.• Involve community members in planning processes.

3.09 Promote positive and active ageing.


• Progress implementation of the Active Aging Plan.• Develop the Community Skills Bank.• Adapt and benchmark the World Health Organisations checklist on Age-Friendly Cities for Warrnambool.

3.10 Strengthen and increase volunteer participation.


• Develop and adopt a strategic plan for volunteers in Warrnambool.• Maintain or increase volunteer participation in Warrnambool.• Facilitate development of neighbourhood plans for relevant communities.

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3.11 Facilitate the development of affordable housing policy in Warrnambool. Strategic Indicators:

• Develop and implement an affordable housing strategy. 3.12 Provide direction for public health and community safety.


• Council maintains immunisation rates above 90%.• Implement an improvement plan for public toilets.• Achieve a satisfaction rating in the top quartile for Council’s “By Laws” in the Annual Local Government

Community Satisfaction Survey.• Achieve a satisfaction rating in the top quartile for Council’s “Health and Human Services” in the Annual

Local Government Community Satisfaction Survey.• Review the Municipal Public Health Plan by November 2009.• Implement a Municipal Road Safety Strategy.• Implement a road safety education plan.• Maintain a Municipal Fire Prevention Plan.• Prepare a Pedestrian Strategy as part of an active transport strategy.

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WARRNAMBOOL - A CITY OF GROWTHTo be a strong City in the future we will plan with diligence and ensure our infrastructure can meet the demands of a growing population. Provision will be made for the future needs of residential, industrial and commercial development.

We will provide strong support and encouragement to key industries that respect the City’s natural environment and sustainable values around Warrnambool and the Great South Coast Region. We will continue to advance Warrnambool as a dynamic and sustainable tourism destination.

As our City grows we will establish effective public and private transport networks throughout Warrnambool to connect the new growth areas, open space and the City Centre

Major events that grow the economy and create a positive profile of the City will receive strong support from Council.

4.01 Promote quality urban design that delivers environmental sustainability.


• Develop and implement a policy for the City’s gateways and boulevards.• Complete and Implement the Warrnambool Heritage Gap Study.• Deliver City-wide design workshops and design awards. • Achieve a satisfaction rating in the top quartile for Council’s “Appearance of Public Areas” in the Annual

Local Government Community Satisfaction Survey. 4.02 Ensure the City’s infrastructure network meets growth demands.


• Deliver roads and drainage commitments outlined in Developer Contribution Plans.• Complete the drainage backlog program.• Adopt a Simpson Street tunnel renewal solution.• Finalise and construct the Harrington Road retention basin and associated drainage network.• Develop a special charge drainage scheme for Grace Avenue precinct.• Design and construct an Allansford main drain link with central Allansford to the Hopkins River.

4.03 Develop a City-wide structure plan. Strategic Indicators:

• Ensure a 15 year residential land supply is available.• Ensure a 10 year land supply of appropriately zoned industrial land is available.• Complete Structure Plans and Development Contribution Plans for residential and industrial growth

areas and incorporate into the Planning Scheme.• Establish an industrial park in the Warrnambool district.

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4.04 Develop the Warrnambool Floodplain Management Plan and implement adopted works and measures.


• Undertake works as identified in the Floodplain Management Plan.• Include North Warrnambool Flood Study levels in the Planning Scheme.• Finalise the Dennington and Warrnambool South Flood Studies and include into the Planning Scheme.• Finalise design and funding for flood mitigation measures along Russells Creek at the Mortlake Road culvert.

4.05 Support events that grow the economy and promote the City.


• Increase the economic benefit generated by events staged in Warrnambool.• Maintain or increase the number of events held in Warrnambool.• Support iconic Warrnambool events to maximise the benefits for the City.• Maintain or increase visitor numbers to Warrnambool.• Adopt a major events strategy.• Attract and support the staging of events that have clear economic, social or promotional benefits.• Develop an event funding policy to foster and support events.• Develop an event toolkit to assist and encourage local event organisers in planning and good management

of their events.• Ensure all Council events apply the principles of environmentally responsible waste management i.e. Waste

Wise program.• Host a program of events during the peak summer period to ensure Warrnambool maintains its position as

a popular family destination.• Maintain and grow the Fun4Kids Festival’s position as Australia’s premier children’s Festival in the City Centre.• Continue to implement key recommendations from the Fun4Kids Business Growth Strategy (2006).

4.06 Deliver projects that develop Warrnambool as a dynamic and sustainable tourism destination.


• Renew Flagstaff Hill Maritime Precinct.• Review the location and effectiveness of the Visitor Information Centre in Warrnambool.• Develop and adopt a management plan for the Council-operated holiday parks.• Play a key role in developing public sector tourism infrastructure and in facilitating investment attraction in tourism.• Continue to develop Flagstaff Hill Precinct in its role as an economic tourism attractor for Warrnambool and

a key attraction on the Great Ocean Road.• Embrace new technology to assist in the development of Warrnambool as a tourism destination.

4.07 Maintain a positive visitor experience for guests to the City.


• Ensure the Warrnambool Visitor Information is recognised by Tourism Alliance and Warrnambool industry as one of the leading centre’s in regional Victoria.

• Fund Warrnambool’s external marketing program through Shipwreck Coast Marketing.

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4.08 Develop and implement an economic development and investment strategy which maximises net economic benefit to the region.


• Implement a cooperative marketing initiative with education providers promoting Warrnambool as the centre for education and training.

• Engage with new energy providers in the region to maximise Warrnambool’s opportunities for business growth.• Support the expansion of key food processing industries.• Achieve a satisfaction rating in the top quartile for Council’s “Economic Development” in the Annual Local

Government Community Satisfaction Survey.• Support Deakin University program development and growth.• Assist the health services sector grow in the City.

4.09 Provide expert support, guidance and advice to employers and skilled candidates resulting in the attraction of skills necessary to sustain regional growth.


• Increase the number of skilled workers attracted to the Great South Coast region.• Participate in a range of expos through the Great South Coast regional marketing initiative.• Complete biannual surveys and establish a database of current and future skills shortages.• Participate in a range of programs that encourage people to work in Warrnambool.• Advocate for visa conditions that suit the needs of business and respect human rights.

4.10 Advocate to State and Federal Government to ensure retention and improvement to transport infrastructure to support regional growth.


• Increase the use of the Warrnambool Airport as a key business infrastructure facility.• Adopt a long term development plan for the Warrnambool Airport.• Sustain and expand Warrnambool’s role as a rail freight hub.• Continue to lobby for significant upgrades to Princes Highway West and the rail network.• Advocate for a fast rail service.

4.11 Maximise business engagement through active promotion of Council’s business support services.


• Complete and implement Warrnambool Economic Development and Investment Strategy.• Council to visit or host 6 Warrnambool businesses annually.• Complete business surveys, business survey analysis report and update of city business directory

bi-annually.• Conduct at least 8 Employee of the Months Awards ceremonies per year.• Submit Warrnambool nominations into the Great South Coast Regional Business Awards annually.

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4.12 Maintain a viable port facility.


• Renew the boat ramp.• Dredge the Warrnambool Harbour.• Maintain and enhance safe and efficient boat ramps and jetties at the harbour.• Carry out improvements to the breakwater.

4.13 Ensure Warrnambool’s sub regional land use planning is undertaken as a basis for improved planning outcomes.


• Be informed and involved in any planning or development issues in the sub region which may affect the future interests of the Warrnambool community.

• Develop and participate in regional planning forums.• Host the Department of Planning and Community Development in the City.• Work with Moyne Shire on joint planning projects in the interest of the South West community.

4.14 Strive to deliver a planning approvals system that meets the expectations of the community.


• Introduce online access to statutory planning services for customers.• Develop a quality reporting system benchmarked against regional councils.• Achieve a satisfaction rating in the second quartile for Council’s “Town Planning Policy and Approvals” in

the Annual Local Government Community Satisfaction Survey.• Be in the top 25% of regional city councils for timeliness of issuing planning permits.

4.15 Create a thriving and culturally rich City Centre supported by secondary retail precincts.


• Complete the city centre Structure plan.• Increase the level of public and private investment in the Warrnambool City Centre.• Grow the retail industry in Warrnambool through expansion in number of the neighbourhood activity

centres, convenience centres and retail stores in the City.• Engage property owners in CDB upgrade.• Review reduction of speed limits in the CBD.• Develop an aged and pedestrian-friendly CBD.• Ensure adequate and planned carparking.• Plan and deliver new parking facilities in the City Centre.

4.16 Maximise the economic benefit from water resources.

• Implement efficient water use and re-use programs.• Promote water re-use to industry and business.

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LAYOUT + DESIGN BY WARRNAMBOOL CITY COUNCIL

STRATEGIC RESOURCE PLAN 2009/10 – 2012/13

An Essential Foundation for Responsible Financial Management

Council’s strategic approach to long term financial planning is based on its commitment to responsible financial management.

The Strategic Resource Plan (“SRP”) has been prepared in accordance with Section 126 of the Local Government Act 1989 and is an essential pre-requisite for adequate resourcing of the 4 Year Strategies contained in this Council Plan.

The SRP incorporates principles which include the achievement of a sustainable financial position and responsible stewardship of community assets. Council’s debt management policy, pricing philosophy, capital funding and liquidity objectives are also specifically addressed.

The SRP enables council to identify the higher-level sources of revenue and items of expenditure required to adequately resource the proposed activities, initiatives and services set out in each Annual Budget.

The SRP is reviewed each year to ensure the validity of assumptions and to take into account any change in circumstances.

Overview

The Strategic Resource Plan (“SRP”) is a plan of resources, financial and non-financial, required over the four year period 2009/10 to 2012/13 to achieve the strategic objectives included in the Council Plan.

Human Resources

To deliver the outcomes contained in the Council Plan requires a workforce with a diverse range of skills, experience and qualifications.

Council employs approximately 520 staff with an Equivalent Full Time (EFT) of 349 staff. The composition of the staff is contained in the table below. The SRP anticipates very minor movement in staff numbers over the next 4 years and only to meet new program activities.

The State Government has expanded its funding for community based services. Council has taken up the delivery of these services which together with a move to part-time and casual employment has resulted in an increase in staffing numbers. The majority of these programs are fully funded by the State.

Labour costs account for approximately 40% of operating expenditure and are governed by Council’s Enterprise Agreement (EA) which was renegotiated in mid 2008 to ensure minimum wage increases of 4.2% per annum.

EmployeesBy division • Executive Services 2• Corporate Strategies 67• City Infrastructure 126• Community Development 288• City Growth 46 Total 529

By tenure • Permanent 360• Casual and temporary 158 Total 518 EFT 349

Legislation also requires Council to have an adequate organisational structure to effectively deliver services in accordance with the Council Plan. A new Chief Executive was appointed on 4 January 2008 and subsequently reviewed and amended the organisational structure, placing increased emphasis on strategic planning and the environment, to ensure the structure best serves the requirements of the community.

Infrastructure

Council controls and maintains almost $370 million in assets on behalf of the community and acknowledges its duty and responsibility to maintain these assets.

The written down value of Council’s infrastructure assets including plant and equipment as at 30 June 2008 was $368m.

Asset Class $’000Land & Buildings 202,499Roads, Streets & Bridges 99,947Drainage 27,900Footpaths 16,260Other Infrastructure 8,765Paintings & Exhibits 6,390Plant & Equipment 4,525Playground Equipment 919 Parking Meters 330Computers 128Work in Progress 816Total 368,479

These assets depreciate at approximately $6.9 million per annum. To ensure the asset base is maintained and improved Council will invest $65 million in capital works over the life of the SRP and is recognising the need to reinvest in existing infrastructure as well as catering for the future needs of the community. The MAV STEP Program for asset management has focussed Council’s attention on the need to invest in existing infrastructure and budget allocations have been increased to achieve this outcome.

Year $’00009/10 16,80210/11 10,44111/12 15,17212/13 14,374Total 56,789

Borrowings

Council proposes to borrow $9.3 million over the life of the SRP, principally to fund infrastructure works necessary to service new residential growth areas which have been highlighted as crucial to maintain the rate of development in the city.

This investment will have significant long term benefits for the growth of the City and produce savings to Council when combined with developer recoups.

2008/09 2009/10 2010/11 2011/12 2012/13New Borrowings $2,000,000 $2,000,000 $2,000,000 $4,000,000 $1,300,000Loan Liability 9,039,000 9,403,316 9,761,276 12,245,839 11,942,475Principal repayments 1,430,000 1,635,684 1,642,041 1,515,437 1,603,364Interest repayments 525,000 585,801 553,544 570,590 715,430Debt/Rate Revenue ratio 43.6% 42.8% 41.9% 49.6% 45.6%Debt Servicing/Rate revenue ratio 9.4% 10.1% 9.4% 8.5% 8.9%

This borrowing program still achieves a ratio of debt to rate revenue that is under the prescribed prudential limit of 60%, despite higher than usual borrowings to fund infrastructure for new growth areas.

Debt to Rate Revenue - Prudential Limit

0.0%

10.0%

20.0%

30.0%

40.0%

50.0%

60.0%

2008/09 2009/10 2010/11 2011/12 2012/13

Rates & Charges

Council recognises there is an inherent weakness in its rate base due to the need to provide increased levels of infrastructure to address a backlog of asset renewal, particularly drainage, and to cater for a growing population.

The following table contains the proposed total level of rates and charges contained in the SRP. Year Total Rates & Charges ($’000)08/09 $20,72309/10 $22,00510/11 $23,32611/12 $24,72512/13 $26,209

“Total Rates & Charges” includes all differential rates, the municipal charge, service charges, an increase in rates for future drainage renewal works and all supplementary rates.

The proposed total increase in rates and charges is necessary to maintain all existing services and address asset renewal, particularly in drainage infrastructure.

Development within the municipality is expanding the rate base by approximately 1% per annum which equates to an extra $200,000 of rate income each year.

Year Rates & Charges % increase09/10 4.9%08/09 5.5%07/08 6.8%06/07 8.75%05/06 8.5%

Budget Principles

The overriding direction was for Recurrent (day to day operations) Program Budgets to be prepared at a maximum increase of 4% over the 2008/09 Adopted Budget. In the context of wages increasing at approximately 4.8% p.a. and given that wages comprise about 50% of the recurrent budget, the 4% net Program target is quite challenging and is an efficiency driver of close to 1%.

Directors and Managers were requested to review all income and expenditure items in assembling the draft budgets to ensure ongoing efficient delivery of Services and to ensure that :

• Service levels to be maintained at 2008/09 levels with the aim of being efficient and innovative and to maximise resource use

• Retain existing levels of subsidy for user fees in all Community Development programs. All fees and charges to be increased by at least 4% where possible (some legislative restrictions)

In reviewing fees and charges, options for alleviating pressure on low income members of our community and the unemployed have been explored. Noting that some fees are commercially based and charged to both visitors and residents, others impact on welfare recipients and some are subject to national competition principles.

• New revenue sources to be identified where possible• Labour cost movements in accordance with Council’s Enterprise Agreement (EA)• Maintain and renew all existing assets in accordance with Council’s Asset Management Policy• Invest in growth areas infrastructure to facilitate development• Procurement cost increases in accordance with supplier advice• Real savings to be identified and preserved wherever possible• All New Initiatives to be supported by justification documentation• All Service Delivery Programs that are in excess of a 4% net increase to be supported by justification

documentation• Focus on advancing the “liveability” of Warrnambool

Budget Impacts

The Global Financial Crisis has impacted across the board and contributed to the following list of items that are likely to impact on the 2009/10 Budget :

• Wage increases of approximately 4.8% (EA of 4.2% plus Award Band increments) Based on the annual payroll of $18m this equates to a wage cost increase of $864,000 p.a.• CPI of 3.7% to December 2008 – projection of less than 3% for 2009/10• Building Price Index of 174.31 compared to CPI of 164.4 (Sept 2008)• Growth rates of 1.7% - population projection of 50,000 by 2030• Reduced investment returns• Reduced building activity – reduced building fee income• Reduced corporate sponsorship• Increased bad and doubtful debts – financial hardship• Increased debt servicing costs – new borrowings• Reduced returns for self funded retirees• Increased unemployment – 9% nationally but less impact expected in South West (current national rate 5.7% and current south west rate 3.9%)• Role of Council’s capital works program as local economy stimulus• Funding of Defined Benefits Superannuation Scheme - 2011

Assumptions

Financial Performance

Financial Performance is measured by reference to appropriate ratios and indicators.

Ratios and indicators are used to:

• Highlight performance to the present date, ie appraise current position.• Identify opportunities for improvement in setting directions, ie to determine targets.• Assist in determining whether the Council has achieved the set targets.• Assist in assessing financial sustainability.

The ratios and indicators contained within the table below provide a focus on Council debt, cash, capital investment effect and rating effect.

The Standard Statements are contained on the following pages.

Budgeted Standard Income StatementFor the four years ending 30 June 2013

Budgeted Standard Balance SheetFor the four years ending 30 June 2013

Budgeted Standard Cash Flow StatementFor the four years ending 30 June 2013

Budgeted Standard Capital Works StatementFor the four years ending 30 June 2013

WARRNAMBOOL CITY COUNCILCivic Centre 25 Liebig StreetWarrnambool Victoria AustraliaPO Box 198 Warrnambool Victoria 3280

Web www.warrnambool.vic.gov.auPhone (03) 5559 4800Fax (03) 5559 4900Ausdox DX 28005ABN 44 594 264 321

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