Frankston City Council Plan · 6 / Frankston City Council Plan The Council Plan is a strategic...

Frankston City Council Plan2013 – 2017 | Year 4 update

opportunity >> growth >> lifestyle

Welcome to Frankston City

ValuesVision“A sustainable regional capital on the Bay – vibrant, inclusive and a natural lifestyle choice.”

MissionLead and govern a connected community and deliver services and infrastructure which promote the quality of life for our current and future generations.

The core values that will help Council achieve the Vision are:» Community» Respect» Excellence» Accountability» Team » Integrity» Sustainability

Melbourne

Cardinia

MaroondahWhitehorse

Monash

KingstonGreaterDandenong

Knox

Casey

MorningtonPeninsula

Frankston

VictoriaAustralia

Melbourne

Frankston City Council’s

We would like to acknowledge that we are situated on the traditional lands of the Boonerwrung and Bunurong, this special place now known by its European name, Frankston.

We offer our respect to their elders and through them, all Aboriginal and Torres Strait Islander people.

Front cover image by Jasmine Keath

2013–2017 Year 4 update / 1

Contents

Mayor’s Foreword 2

Our Council 4 City Profile 4 Frankston City Wards 4 Our Councillors 5 Planning Framework 6 Local Government Planning and Reporting Requirements 7 Best Value 7 Community Engagement 7 Long Term Community Outcomes Summary 8

Long Term Community Outcome 1: Planned City for Future Growth 10 Council Investment 10 Key Risks 10 Strategic Indicators 11 Priority Actions 12

Long Term Community Outcome 2: Liveable City 14 Council Investment 14 Key Risks 14 Strategic Indicators 15 Priority Actions 16

Long Term Community Outcome 3: Sustainable City 18 Council Investment 18 Key Risks 18 Strategic Indicators 19 Priority Actions 20

Strategic Resource Plan 22 Comprehensive Income Statement 24 Balance Sheet 25 Statements in Change of equity 26 Statements of Cash Flows 27 Statement of Capital Works 28 Statement of Human Resources 29 Other Information: 31 1. Summary of planned capital works expenditure 31 2. Summary of planned human resources expenditure 36

Appendices 38 Appendix 1: Strategies and Plans 38 Appendix 2: City Profile Statistics 40

Connect with your Council online 41 Interpreter assistance 41

Mayor’s Foreword

We are proud to have achieved many of Council’s top priorities from the Council Plan 2013-2017. As a Council we will continue to focus on our priorities and are committed to delivering the fourth year of this Council Plan. We will work closely with the community to achieve our vision of a liveable, sustainable and planned city for future growth.

Significant investments have been made in Frankston City over the last three years. The Frankston Regional Recycling and Recovery Centre opened in October 2015, with Council investing $12.3 million in a project which had been the community’s number one priority for some years.

The $49 million Peninsula Aquatic Recreation Centre (PARC) opened in September 2014 and provides first class health, fitness and aquatic services to the regional community.

Delacombe Park Preschool in Frankston South has been extended, including a new main room, doubling the capacity of this preschool to offer kindergarten programs to local families.

Council completed the new Frankston Park Community Function Centre in June 2015, the $10 million Frankston Yacht Club redevelopment now complete and the new Frankston War Memorial has been redeveloped in Beauty Park.

Council secured funding of $63 million from the Victorian Government for the Frankston Station Precinct Redevelopment project, which will transform the heart of Frankston and provide for a

safe, modern and thriving place of business and activity.

An important part of this redevelopment is the Young Street Improvement project, which will create a safer environment for pedestrians, improve bus operations and provide better connections with the surrounding facilities. These works will commence in the second half of 2016.

The opening of the South East Water Headquarters in late 2015 has brought around 700 people into our city centre each weekday – a great boost for local retailers and hospitality operators.

Investing in a healthy and active community is also important and Council has upgraded the facilities at Jubilee Park with new netball courts, lighting and court-side shelters and is continuing work on improving the Carrum Downs Recreation Reserve, Ballam Park and Baxter Park.

Council has continued to advocate for regional sporting facilities and secured a $4.95 million commitment from the Australian Government for the redevelopment of the Frankston Regional Basketball Centre.

These investments all help make Frankston City a better place for residents to live, work and enjoy.

Council takes very seriously its role as a service provider to local residents, supporting people through all of life’s stages, from maternal health and children’s services – right through to positive ageing and home care.

Over the past three years Council has been working with the community to achieve our vision for a liveable, sustainable and well planned city for future growth.

2 / Frankston City Council Plan

“Great improvements and growth in our city has never been more obvious than over the term of this Council.”

2013–2017 Year 4 update / 3

Some of the services our residents value most include the libraries, the Frankston Arts Centre, family support services and recreation facilities.

Community safety is also an important issue and in addition to graffiti removal and prevention programs, Council is also helping improve safety by creating safer places.

Council continues to advocate to the Victorian and Australian Governments to support the establishment of a health centre of excellence to demonstrate evidence for an integrated health hub.

Council plays an important role in much of the community’s daily lives as well as important events and milestones. So much goes on in Council every day that I am privileged to witness. I may be at a Welcoming Babies Ceremony in the morning, followed by a Citizenship Ceremony in the afternoon and a Council meeting in the evening.

In recognition of the Council and the community’s work, Frankston City was named Australia’s Sustainable City of the Year 2015 at the Keep Australia Beautiful Sustainable Cities Awards.

In 2016-2017, Council has met the rate cap imposed by the Victorian Government and we are committed to continuing to meet the growing level of demand for Council services, having reviewed current service levels to ensure they satisfy community needs.

Council has lowered the level of spending on new and upgraded capital works for 2016-2017 (from $25.98 million in 2015-2016 to $15.38 million) and we anticipate continued reduced spending on capital works in future years.

Outstanding financial management means we are in a strong position, allowing us to operate as usual in 2016-2017 while we explore other ways to deal with the coming funding shortfall, estimated to be around $43 million over the next five years.

As a responsive Council we will continue to review all of our services in order to cater for these changed circumstances. Council will find a solution in order to keep enhancing our municipality.

Great improvements and growth in our city has never been more obvious than over the term of this Council.

Positive change is happening and we have the momentum to continue to make Frankston City a regional capital offering a vibrant, inclusive and natural lifestyle choice.

Cr James DooleyMayor

Frankston City Council Plan4 /

Frankston City is divided into three electoral wards with three Councillors elected to represent each ward.

While there are three Councillors per ward for the three wards, Councillors are responsible for making decisions regarding the whole municipality.

Councillors have strategic responsibility for providing services and facilities for the community, improving and developing the municipality and governing the local area.

Frankston City Centre

North-WestWard

North-EastWard

South Ward

Our Council

The Frankston City municipality, located on the eastern shore of Port Phillip Bay approximately 45 kilometres south-east of Melbourne, is known for its beautiful coastline, award-winning beaches and natural bushland, vibrant lifestyle, diverse community and growing business, arts, education and health facilities.

The city currently is home to 135,971 (ABS ERP 2015) people, which is

expected to increase to 152,494 people by 2036. Frankston is ideally located with a stunning aspect next to the Bay and also connected to the rest of Melbourne and state highways by both rail and freeways.

The city also is host to venues, events and attractions such as: Frankston Arts Centre; McClelland Sculpture Park + Gallery; Frankston Waterfront; Sand Sculpting, making

Frankston City an even more desirable place to live, work, learn, visit and invest.

As the strength and diversity of the city continues to grow, we will experience increasing attendances at festivals and events and participation in recreation and community groups.

City Profile

Frankston City Wards

2013–2017 Year 4 update / 5

Our Councillors

Cr Brian Cunial

Langwarrin South » Frankston City Centre » Frankston South » Frankston

Cr Suzette Tayler

Cr Darrel Taylor

South Ward

“Making Frankston City an even more desirable place to live, work, learn, visit and invest...”

Cr Sandra Mayer

Cr Michael O'Reilly

Langwarrin » Carrum Downs » Sandhurst » Skye

North-East Ward

Cr Glenn Aitken

Seaford » Karingal » Frankston North » Frankston

Cr Rebekah Spelman

North-West Ward

Cr Colin HamptonDeputy Mayor

Cr James DooleyMayor


The Council Plan is a strategic document which guides the planning, development, allocation of resources and provision of services to the Frankston City community. In determining the future of Frankston City, Council has listened to its residents and framed three key long term outcomes to benefit the community and achieve a sustainable future.

Council’s overall Planning Framework is at Figure 1 and the structure of the 2013–2017 Council Plan is at Figure 2 on page 10.

The Council Plan is underpinned by a range of policies, strategies and plans. Strategies and plans are listed in Appendix 1.

Local Area Community Plans » Carrum Downs, Skye

and Sandhurst

» Frankston North

» Frankston South

» Frankston Central

» Karingal

» Langwarrin

» Seaford

Community Plan»» Community long term

vision and aspirations

Policies, Strategies and Plans including:»» Municipal Strategic

Statement

»» Municipal Health and Wellbeing Plan

»» Long term Financial Plan

Council Plan»» Strategic Objectives

»» Strategies

»» Strategic Indicators

»» Strategic Resource Plan

Annual Budget»» Financial Statements

»» Services

»» Initiatives and Major Initiatives

Annual Report»» Report of Operations»» Financial Statements

»» Performance Statement

Figure 1: Councils Planning Framework

»

»»

»

»

»«»

»

»

»

»Stakeholder and Community Engagement

Our Council

Planning Framework

2013–2017 Year 4 update / 7

In delivering services to the community, Council is focused on delivering best value for money and in doing so undertakes regular reviews of service, cost, quality, responsiveness, continuous improvement, consultation and reporting.

To date we have completed review on the key areas, such as:

• Children’s Services• Community Strenghtening• Frankston Arts Centre• Information Management • Information Technology• Media and Communications • Planning • Rates and Valuations

There is a strong relationship between the Council Plan and engaging the community in shaping the future of the city and the local areas through developing the Community Plan and associated local area community plans.

The journey began in 2010 when over 100 people were engaged in a trial local area planning workshop to develop a Carrum Downs, Skye and Sandhurst Local Area Plan.

Since then, Council has continued the conversation with the community to complete seven Local Area Community Plans in Seaford, Karingal, Frankston Central and Frankston Heights, Frankston South, Langwarrin and Frankston North.

In 2013 the first Frankston Community Plan and Vision was developed and adopted.

Under the Local Government Act 1989, a Council Plan must be prepared every four years and submitted to the Minister for Local Government.The Local Government Act 1989 contains the Planning and Accountability reporting (part 6) requirements for councils. In April 2014 the Local Government (Planning and Reporting) Regulations 2014 (the regulations) were authorised. The regulations prescribe the information to be included in the Council Plan, Strategic Resource Plan, Budget and Annual Report.The key requirements for inclusion in the Council Plan are:

– Strategic objectives of the Council – Strategies for achieving the

objectives for at least four years

– Strategic indicators for monitoring the achievement of the objectives

– A Strategic Resource PlanThe Strategic Resource Plan identifies the resources required to achieve the strategic objectives of the Council Plan.To show the connections with the Community Plan the strategic objectives in this Council Plan are described as ‘long term community outcomes’.Before 30 June each year Council reviews the Council Plan to determine if any changes are required for the remaining period of the plan and review and adopt the Strategic Resource Plan.At the end of each financial year Council’s performance on the Council Plan is reported in the Annual Report.Council are committed to this four

year Council Plan and the Strategic Objectives, Strategies, Strategic Indicators and Priority Actions remain as adopted by Council since June 2013.

Local Government Planning and Reporting Requirements

Best Value

Community Engagement


Long Term Community Outcomes Summary

1 Planned City for Future Growth

2 Liveable City

•» Jobs in Frankston City•» Government (Federal and State)

grants received for Capital Works•» Frequency of bus services•» New dwellings in Frankston City

1.1 Work with other tiers of Government, industry and business to create more jobs and job skills in Frankston1.2 Enhance transport connectivity1.3 Review the Municipal Strategic Statements (MSS), also known as the Local Planning Scheme to accommodate future population growth

•» Occupancy rate in the city centre•» Overall image of Frankston City•» Safety in Frankston City•» Council’s consultation and

engagement•» Volunteer hours to Council

community services•» Attendance at events, attractions,

the Libraries and Frankston Arts Centre

2.1 Activate the city centre and encourage more housing, leisure and retail options2.2 Improve the municipality’s safety, image and pride2.3 Engage the community to shape the services and future of the city and their local area2.4 Improve the health and wellbeing of residents

3 Sustainable City

•» Capital Works Program delivered•» Capital Works projects delivered

on schedule and within +/- 5% budget

•» Household waste to landfill•» Long term waste solution•» Council’s greenhouse gas

emissions•» Underlying operating result•» Council’s liquidity•» Overall direction of Council•» Overall performance of Council

3.1 Plan, build, maintain and retire infrastructure to meet the needs of the city and its residents 3.2 Build a local community culture of good stewardship of the environment3.3 Ensure good governance and management of Council resources

Strategic IndicatorsStrategies

Figure 2: Council Plan Structure

Our Council

2013–2017 Year 4 update / 9

Long Term Community Outcomes


“long term vision for growth and development...”

By 2050 Melbourne’s population is predicted to grow to 8 million. Much of this growth will be accommodated in existing suburbs, designated central activity areas and areas identified for commercial and housing growth. Frankston City is one of seven designated Central Activities Areas in metropolitan Melbourne, identified as a place that can perform a ‘Capital City’ role for the Mornington Peninsula and south-east bayside municipalities.

Key Risks

Council operating expenditure for planned city for future growth

• Lack of a robust town planning framework contributes to poor design outcomes across the City

• State and Federal Government plans may impact on the City’s future transport connectivity

• Population growth will increase demand for housing and the provision of affordable secure accommodation

Frankston City’s plans for future growth are to increase housing, jobs and services in designated areas, while protecting and enhancing our diverse range of natural assets, including wetlands, coastline and natural reserves.

Council will review its Municipal Strategic Statement and policies to provide a clear framework for a long term vision for growth and development that ensures the city is well designed and appropriately managed to become a sustainable, inclusive and vibrant municipality.

2016–2017 financial year is estimated to be

$9.284M*

* Costs have been re-apportioned since 2013–2014 for the purpose of compliance with new legislation.

Planned City for future growth

Long term community outcome 1

2013–2017 Year 4 update / 11

Priority Strategic Indicator Target13/14

Target14/15

Target15/16

Target16/17

Jobs Total number of jobs in Frankston City ≥ 36,800 ≥ 37,200(+ 400 )

≥ 37,400 (+ 200)

≥ 37,600 (+ 200)

Investment ($) Government (Federal and State) grants received for Capital Works infrastructure

≥ $16M ≥ $3.6M ≥ $3M ≥ $3M

Transport connectivity

Frequency of bus (public transport) services

≥ 0% ≥ 2% ≥ 3% ≥ 4%

Growth New dwellings in Frankston City ≥ 550 ≥ 550 ≥ 550 ≥ 550

Planned City for future growth Strategic Indicators

Table Symbols:≥ equal to or more than the number specified

Frankston Yacht Club


Planned City for future growth Priority Actions

Strategy Priority Actions Milestone Dates

Related Strategies and/or Plans

1.1 Work with other tiers of Government, industry and business to create more jobs and job skills in Frankston

1.1.1 Attract and promote more industry, small business and large employers into Frankston City to increase jobs

July 2013–June 2017

Economic Development Strategy

1.1.2 Pursue State and Federal transport and digital infrastructure grants to support Frankston City’s priorities

July 2013-June 2017

Integrated Transport Strategy, Capital Works Program, Community Safety Strategy, Long Term Financial Plan

1.1.3 Adopt a Structure Plan that facilitates development of the city as a regional hub for business, higher density residential development, education, health and the arts

July 2013- June 2016

Central Activities Area (CAA) Structure Plan

1.1.4 Work with the Tourism Board to enhance and promote Frankston as a prime tourist destination

July 2013-June 2017

Economic Development Strategy, Mornington Peninsula Regional Tourism Board Strategic Plan

1.1.5 Advocate for improved course diversity at local education institutions and pathways into industry and business

July 2013-June 2017


1.1.6 Facilitate work experience, tertiary placements and volunteering opportunities across Council to enhance employability and wellbeing

July 2013-June 2017

Human Resources Strategy

1.2 Enhance transport connectivity

1.2.1 Secure State Government support for timely redevelopment of the rail/transit interchange and Baxter rail line

July 2013-June 2017

Central Activities Area (CAA) Structure Plan, Integrated Transport Strategy


2013–2017 Year 4 update / 13



1.2.2 Advocate for increased frequency and negotiate new and extended (including radial) bus routes to improve access to jobs, goods and services

July 2013-June 2017

Integrated Transport Strategy

1.2.3 Advocate for State Government investment in safe rail / road crossings (grade separation) to reduce traffic hazards and delays at Overton Road

July 2013-June 2017

Integrated Transport Strategy

1.2.4 Improve car parking in the city centre

July 2013-June 2017

Car Parking Precinct Plan

1.3 Review the Municipal Strategic Statement (MSS), also known as the Local Planning Scheme, to accommodate future population growth

1.3.1 Develop an urban design policy to guide assessment of proposed developments and deliver quality design outcomes

July 2013-June 2016

Municipal Strategic Statement

1.3.2 Develop an Open Space Strategy, including Foreshore Management Plan to protect and enhance Frankston’s natural assets including the foreshore, parks and reserves and open spaces

July 2013-June 2014

Open Space Strategy

Coastal Management Plan

1.3.3 Work with State Government and local communities to accommodate more adaptable, affordable and accessible housing that meets individual needs over time (and ageing in place)

July 2013-June 2014

Housing Strategy

Planned City for future growth Priority Actions


Liveable City2

Liveable City is the term given to cities seen as ideal destinations due to the broad availability of goods and services, effective infrastructure and transport. Important considerations are safety, education, health care, a natural environment, arts and cultural recreation opportunities and political and economic stability. As a city Frankston boasts many enviable attributes including its beaches, natural reserves, open spaces, cultural and community facilities and easy rail access to Melbourne’s City Centre. However, evidence indicates that the health and wellbeing challenges are greater in Frankston than many other parts of Victoria.

• Increasing antisocial behaviour is a risk to improvement of the City’s image and appeal

• Levels of poverty and disadvantage will be a challenge to the economy and to the health and wellbeing of the community

• Externally driven change, e.g. State and Federal policy directions, may contradict the vision and strategic direction of Council and our community


$58.335M*

To fulfil its potential the overall health and wellbeing picture, including access to more local employment and affordable housing, needs to be addressed in collaboration with other tiers of Government and the not-for-profit sector. Our future will rely on sharing and capitalising on ideas, smarter use of resources and adaptation to change.

Key Risks

Council operating expenditure for liveable city

“Frankston boasts many enviable attributes...”

* Costs have been re-apportioned since 2013-2014 for the purpose of compliance with new legislation.

Long term community outcome

2013–2017 Year 4 update / 15


Target14/15

Target15/16

Target16/17

City Centre Activation

Occupancy rate in the city centre

> 86.5% >86.5% >86.5% >86.5%

Image Overall image of Frankston City

≥ 89%≥ 63¹

≥ 90%≥ 64¹

≥ 91%≥ 65¹

≥ 92%≥ 66¹

Safety Safety in Frankston City ≥ 63%≥ 52¹

≥ 65%≥ 54¹

≥ 68%≥ 57¹

≥ 70%≥ 59¹

Community Engagement

Council’s consultation and engagement

73%≥ 58¹

75%≥ 60¹

77%≥ 62¹

80%≥ 65¹

Table Symbols:¹ Comparative Local Government index scores published by the Department of Transport, Planning and Local Infrastructure% Equivalent percentage scores represent the community’s satisfaction≥ equal to or more than the number specified

Liveable City Strategic Indicators

Social Inclusion Volunteer hours to Council community services:Active Ageing volunteer hoursLibraries volunteer hoursVisitor Information Centre volunteer hoursVolunteer Clubs:Volunteer Service Clubs (e.g. Rotary, Apex, Lions and Probus)Sporting Clubs

≥23,500

≥7,300

≥4,500

≥20

≥113

≥23,500

≥7,500

≥4,500

≥20

≥113

≥23,500

≥7,700

≥4,500

≥20

≥113

≥23,500

≥7,900

≥4,500

≥20

≥113

Attendance numbers at events, attractions, the Libraries and Frankston Arts Centre

≥930,000 ≥930,000 ≥930,000 ≥930,000




2.1 Activate the city centre and encourage more housing, leisure and retail options

2.1.1 Attract more mixed use development in the city centre

July 2013-June 2017

Economic Development Strategy, Municipal Strategic Statement

2.1.2 Stimulate increased activity in the city centre through events and entertainment

July 2013-June 2017

Frankston Arts and Culture Strategic Plan

2.1.3 Improve the street front amenity and appeal of the city centre through design, landscaping and quality street furniture

July 2013-June 2014

Streetscape Strategy

2.1.4 Work closely with developers and key land owners to orientate the city centre towards the beach and activate the Kananook Creek area

July 2013-June 2015

Central Activities Area (CAA) Structure Plan

2.2 Improve the municipality’s safety, image and pride

2.2.1 Promote the natural attributes and family friendly lifestyle qualities of Frankston City locally, nationally and internationally

July 2013-June 2017


2.2.2 Seek health sector and government support for a purpose built hub for clients experiencing drug and alcohol addiction

July 2013-June 2016

Community Safety Strategy, Central Activities Area (CAA) Structure Plan

2.2.3 Manage the CCTV network and work with Police to improve safety and reduce antisocial behaviour

July 2013-June 2017

Community Safety Strategy

2.2.4 Improve the cleanliness and presentation of the city and local areas

July 2013-June 2017

Community Safety Strategy, Road Management Plan, Waste Minimisation and Management Plan

2.2.5 Reduce graffiti in Frankston City July 2013-June 2017

Community Safety Strategy

2.2.6 Allocate a dedicated Local Laws Officer to local areas to better address non-compliant behaviour

July 2013-June 2017

Best Value Service Review Improvement Plan/s

Liveable City Priority Actions


2013–2017 Year 4 update / 17



2.3 Engage the community to shape the services and future of the city and their local area

2.3.1 Establish agreed standards for infrastructure that will meet current and future service needs

July 2013-June 2017

Asset Management Policy, Asset Management Strategy, Asset Management Plans

2.3.2 Expand Council and the community’s involvement in planning priorities to support community based projects

July 2013-June 2017

Community Engagement Policy and Community Plan/s

2.3.3 Develop appropriate multi-use agreements for Council owned facilities

July 2013-June 2016

Sports Development Plan, Open Space Strategy, Lease and Licence agreements

2.3.4 Achieve the Community Plan and local area community plans

July 2013-June 2017

Community Engagement Policy and Community Plan/s

2.4 Improve the health and wellbeing of residents

2.4.1 Adopt a four year Health and Wellbeing Plan that also encompasses awareness of a diverse society

July 2013-June 2017

Health and Wellbeing Plan

2.4.2 Increase participation in 0-12 years health, education and care services to enable all young people to fulfill their potential

July 2013-June 2017

Frankston Child and Family Plan

2.4.3 Work with people (12-25 years) in local areas to support their development and access to services

July 2013-Feb 2017

Strategic Framework for Young People in Frankston City

2.4.4 Support positive ageing and independent living including activity and service support

July 2013-June 2017

Health and Wellbeing Plan, Waste Minimisation and Management Plan

2.4.5 Increase social inclusion and community participation in leisure activities including libraries, arts and culture

July 2013-June 2017

Health and Wellbeing Plan, Frankston Arts and Culture Strategic Plan Frankston Libraries Strategy

2.4.6 Improve access to healthy food through health promotion, monitoring of food premises and working with local groups such as the Frankston Food Access Network

July 2013-June 2017

Food Security Action Plan

Liveable City Priority Actions


Sustainability refers to a city’s ability to improve the quality of life for its residents while living within its environmental, social and economic resource limits - ensuring good governance, financial viability and a robust economy, managed infrastructure and balanced development that protects the natural environment. The demands on Frankston City and its leaders are changing with the community’s evolving needs. The ongoing challenge is to meet community expectations while achieving balance between the level of development and the responsible use of resources for the benefit of current and future generations.


$44.931M*

The key to sustainably shaping Frankston City’s future is therefore effective planning via community engagement that accurately gauges their needs and expectations.Council’s role is education about reducing resource use and providing a viable economic and financial plan which ensures Frankston City is a place where people choose to live, work, learn, visit and invest.

Council operating expenditure for sustainable city

“...For the benefit of current and future generations”

* Costs have been re-apportioned since 2013-2014 for the purpose of compliance with new legislation.

Long term community outcome

Sustainable City3

• Council’s capacity to meet community demands may impact the provision of infrastructure

• Increasing demands on Council’s services will impact on its resource use and waste to landfill. This will compromise Council’s ability to meet its commitment to be carbon neutral by 2025 and achieve it’s waste reduction targets

• Council’s financial capacity to meet the identified priorities in the Council Plan

Key Risks

2013–2017 Year 4 update / 19


Target14/15

Target15/16

Target16/17

Infrastructure Capital Works program delivered >83% >85% >87% >90%

Infrastructure Capital Works projects delivered on schedule and within +/- 5% approved budget

>80% >80% >85% >90%

Waste Household waste to landfill per household per week

< 7.9kg < 7.9kg < 7.9kg < 7.9kg

Waste Adopt a long term waste management solution

- - - By 30 June 2017

Environment Council’s greenhouse gas emissions (tonnes)

11,553 T 12,254 T 12,022 T 11,794 T

Governance Underlying operating result deficit/(surplus)

($0.5M) ($0.5M) ($0.5M) ($0.5M)

Governance Council’s liquidity (ability to pay liabilities within one year)

1.5 : 1 1.5 : 1 1.5 : 1 1.5 : 1

Governance Overall direction of Council ≥ 86%

≥ 61¹

≥ 87%

(≥ 62¹

≥ 88%

≥ 63¹

≥ 89%

≥ 64¹Governance Overall performance of Council ≥ 89%

≥ 62¹

≥ 90%

≥ 63¹

≥ 91%

≥ 64¹

≥ 92%

≥ 65¹

Table Symbols:¹ Comparative Local Government index scores published by the Department of Transport, Planning and Local Infrastructure% Equivalent percentage scores represent the community’s satisfaction≥ equal to or more than the number specified

Sustainable City Strategic Indicators




3.1 Plan, build, maintain and retire infrastructure to meet the needs of the city and its residents

3.1.1 Identify and reduce the financial shortfall for maintenance of infrastructure to ensure service standards are maintained

July 2013-June 2017

Asset Management Policy, Asset Management Strategy and Asset Management Plans

3.1.2 Deliver key infrastructure projects on schedule and within budget (Capital Works Program) adopted by Council for 2013-2017, such as:Peninsula Aquatic Recreation Centre

Frankston Yacht Club

Frankston Park Function Centre

South East Water Public Realm

July 2013-June 2017

July 2014-June 2015

July 2014-June 2016

July 2014-June 2015

July 2014-June 2015

5 Year Capital Works Program

3.2 Build a local community culture of good stewardship of the environment

3.2.1 Educate industry and residents to reduce energy and water use and waste to landfill

July 2013-June 2016

Carbon Neutral Action Plan

3.2.2 Protect and maintain key natural assets (e.g. parks and reserves) owned by Council

July 2013-June 2015

Open Space Strategy, Biodiversity Action Plan and Municipal Strategic Statement

3.2.3 Determine a long term waste management solution, including a Waste Recycling Centre

July 2013-June 2017

Waste Minimisation and Management Plan

3.3 Ensure good governance and management of Council resources

3.3.1 Ensure the organisation is financially sustainable

July 2013-June 2017

Long Term Financial Plan

3.3.2 Implement a schedule to review services, plans, policies and protocols to ensure good governance

July 2013-June 2017

Best Value Service Reviews

3.3.3 Continue to build organisational capability and a customer service culture

July 2013-June 2017

Customer Service Strategy, Human Resources Strategy

Sustainable City Priority Actions


2013–2017 Year 4 update / 21

Strategic Resource Plan

Nathan Marshall Focus on Frankston Photography Competition


The Strategic Resource Plan for the five years ended 30 June 2021 details the financial and non-financial resources required to achieve the Council Plan’s long term community outcomes, strategies, priority actions and services listed in this plan.

“Guiding Council towards a position of financial sustainability...”

Council is required by the Local Government Act 1989 to develop a Strategic Resource Plan which includes an indicative five year budget.

The Strategic Resource Plan is reviewed annually following the finalisation of new annual plans and budgets. The resources available to Council can be grouped into three main categories:

» Financial Resources » Non-Financial Resources:

Infrastructure » Non-Financial Resources: Human

Resources

The Strategic Resource Plan provides a high level, medium term view of how Council intends to use and govern its resources to achieve its strategic objectives.


The strategies and plans listed in this Council Plan (Appendix 1) have been considered in the Strategic Resource Plan.

During the next five years, Council will face considerable pressure on its financial position, particularly in the face of ongoing cost shifting by State and Federal Government grants to the entire Victorian local government sector that is predicted over the coming years.

This will push all Victorian councils to consider greater reliance on rates and charges to fund existing and new services and programs.

The Victorian Government has introduced legislation before the Parliament that prevents Councils from raising rates above inflation levels from 1 July 2016.

2013–2017 Year 4 update / 23

Financial ResourcesThe financial outcomes and forecast long term financial statements provided in this Strategic Resource Plan are reviewed on an annual basis.The key objective of Council’s current draft Strategic Resource Plan is to establish a financial framework that ensures that Frankston City Council can maintain a position of financial sustainability in the medium to long-term. The key financial objectives that underpin the Strategic Resource Plan are:

» The achievement of a prudent balance between meeting the service needs of our community (both now and into the future) and remaining finacially sustainable for future generations

» An increased ability to fund both

capital works in general and meet the asset renewal requirements as outlined in asset management planning

» Endeavouring to maintain a sustainable Council in an environment where Council must either constrain its net operational costs or reduce funds available to capital expenditure due to the capping of Council rates and low increases in government grant funding

The following statements – Comprehensive Income Statement, Balance Sheet, Changes in Equity, Cash Flows, Capital Works and Human Resources – form a special purpose financial report prepared specifically to meet legislative requirements relating to the Strategic Resource Plan.

Transit interchange - Frankston


Forcast Budget Strategic Resource Plan Projections2015–2016 2016–2017 2017–2018 2018–2019 2019–2020 2020–2021

$'000 $'000 $'000 $'000 $'000 $’000IncomeRates and charges 107,872 112,897 115,465 118,701 121,315 123,991Statutory fees and fines 5,055 5,355 5,409 5,463 5,517 5,572User fees 18,889 21,491 22,445 23,767 24,450 25,895Grants - operating 14,006 17,638 17,814 17,993 18,172 18,354Grants - capital 3,181 3,765 515 515Contributions - monetary 1,725 1,304 804 850 860 865Contributions - non-monetary 800 800 800 800 800 800Net gain/(loss) on disposal of property, infrastructure, plant and equipment

1,413 1,311 1,076 1,195 1,302 1,240

Other income 3,110 2,955 3,001 3,048 3,097 3,147Total income 156,051 167,516 167,329 172,332 175,513 179,864

ExpensesEmployee costs 63,836 65,251 66,754 68,410 70,108 71,848Materials and services 43,564 45,688 46,955 48,666 50,446 52,678Bad and doubtful debts 1,147 866 988 1,026 1,066 1,066Depreciation and amortisation 26,233 27,745 29,583 31,416 33,341 35,304Borrowing costs 1,992 2,008 1,962 1,917 1,872 1,376Other expenses 3,619 3,546 3,673 3,848 3,986 4,130Total expenses 140,391 145,104 149,915 155,283 160,819 166,402Surplus/(deficit) for the year 15,660 22,412 17,414 17,049 14,694 13,462Other comprehensive incomeNet asset revaluation increment /(decrement) 13,179 Total comprehensive result 28,839 22,412 17,414 17,049 14,694 13,462

Note: The amount indicated for rates and charges includes an estimate of income from supplementary rates (ie, properties newly sudivided or improved upon during the year) and therefore doesn’t balance to the amounts indicated in Section 7 and the Declaration of Rates and Charges in Section 15.

Conversion to cash resultSurplus/(deficit) for the year 15,660 22,412 17,414 17,049 14,694 13,462Add back non-cash items:Depreciation and amortisation 26,233 27,745 29,583 31,416 33,341 35,304Contributions - non-monetary (800) (800) (800) (800) (800) (800)Write down value of assets disposed 877

26,310 26,945 28,783 30,616 32,541 34,504Less non-operating cash items:Capital works expenditure 57,539 38,382 36,965 33,963 37,524 37,947Transfers to/(from) reserves 9,427 9,638 8,460 12,884 8,851 (713)Proceeds from borrowing (9,818)Repayment of borrowings 3,088 1,336 773 818 860 10,732

60,236 49,356 46,198 47,665 47,235 47,966Cash surplus/(deficit) for the year (18,266)Accumulated cash surplus/(deficit) b/fwd 18,767 500 500 500 500 500Accumulated cash surplus/(deficit) c/fwd 500 500 500 500 500 500


Budgeted Consolidated Comprehensive Income StatementFor the five years ended 30 June 2021

The above comprehensive income statement should be read in conjunction with the accompanying other information

2013–2017 Year 4 update / 25

Balance Consolidated Balance SheetFor the five years ended 30 June 2021

Forecast Budget Strategic Resource Plan Projections2015–2016 2016–2017 2017–2018 2018–2019 2019–2020 2020–2021

$’000 $'000 $'000 $'000 $'000 $'000AssetsCurrent assetsCash and cash equivalents 37,357 46,870 55,182 67,966 76,701 75,850Trade and other receivables 13,668 14,283 14,926 15,598 16,300 17,033Other financial assets 6,001 6,271 6,553 6,848 7,156 7,478Inventories 235 246 257 268 281 293Non current assets held for resaleOther assets 1,255 1,311 1,370 1,432 1,496 1,563Total current assets 58,516 68,981 78,288 92,112 101,934 102,217

Non-current assetsTrade and other receivables 1,195 1,249 1,305 1,364 1,425 1,489Property, infrastructure, plant and equipment 1,273,621 1,285,070 1,293,252 1,296,599 1,301,582 1,305,025Intangible assets 12Total non-current assets 1,274,828 1,286,319 1,294,557 1,297,963 1,303,007 1,306,514 Total assets 1,333,344 1,355,300 1,372,845 1,390,075 1,404,941 1,408,731

LiabilitiesCurrent liabilitiesTrade and other payables 15,732 16,126 16,529 16,941 17,365 17,799Provisions 17,061 17,521 17,995 18,546 19,115 19,703Interest-bearing loans and borrowings 1,336 773 818 860 914 968Total current liabilities 34,129 34,420 35,342 36,347 37,394 38,470

Non-current liabilitiesProvisions 1,441 1,468 1,496 1,531 1,568 1,606Interest-bearing loans and borrowings 35,864 35,091 34,272 33,413 32,499 21,714Total non-current liabilities 37,305 36,559 35,768 34,944 34,067 23,320 Total liabilities 71,434 70,979 71,110 71,291 71,461 61,790 Net assets 1,261,909 1,284,320 1,301,735 1,318,784 1,333,478 1,346,940

EquityAccumulated surplus 609,518 622,291 631,246 635,411 641,254 655,429Reserves 652,391 662,029 670,489 683,373 692,224 691,511Total equity 1,261,909 1,284,320 1,301,735 1,318,784 1,333,478 1,346,940

The above balance sheet should be read in conjunction with the accompanying other information


Budgeted Consolidated Statement of Changes in EquityFor the five years ended 30 June 2021

Total Accumulated Revaluation OtherSurplus Reserve Reserves

$'000 $'000 $'000 $'0002017Balance at beginning of the financial year 1,261,909 609,518 627,415 24,976 Comprehensive result 22,412 22,412 Transfer to reserves (10,933) 10,933 Transfer from reserves 1,295 (1,295)Balance at end of the financial year 1,284,321 622,292 627,415 34,614

2018Balance at beginning of the financial year 1,284,320 622,291 627,415 34,614 Comprehensive result 17,415 17,415 Transfer to reserves (10,933) 10,933 Transfer from reserves 1,295 (1,295)Balance at end of the financial year 1,301,735 630,068 627,415 44,252

2019Balance at beginning of the financial year 1,301,735 631,246 627,415 43,074 Comprehensive result 17,049 17,049 Transfer to reserves (8,599) 8,599 Transfer from reserves 139 (139)Balance at end of the financial year 1,318,784 639,835 627,415 51,534

2020Balance at beginning of the financial year 1,318,784 635,411 627,415 55,958 Comprehensive result 14,694 14,694 Transfer to reserves (12,896) 12,896 Transfer from reserves 12 (12)Balance at end of the financial year 1,333,478 637,221 627,415 68,842

2021Balance at beginning of the financial year 1,333,478 641,254 627,415 64,809 Comprehensive result 13,462 13,462 Transfer to reserves (8,851) 8,851 Transfer from reservesBalance at end of the financial year 1,346,940 645,865 627,415 73,660


The above statement of changes in equity should be read in conjunction with the accompanying other information

2013–2017 Year 4 update / 27


$’000 $'000 $'000 $'000 $'000 $'000Cash flows from operating activitiesReceiptsRates and charges 107,872 112,897 115,465 118,701 121,315 123,991Statutory fees and fines 5,055 5,355 5,409 5,463 5,517 5,572User fees 18,889 21,491 22,445 23,767 24,450 25,895Grants - operating 14,006 17,638 17,814 17,993 18,172 18,354Grants - capital 3,181 3,765 515 515Contributions - monetary 1,725 1,304 804 850 860 865Other receipts 1,235 2,829 2,855 2,948 2,980 3,009

PaymentsEmployee costs (63,836) (65,251) (66,754) (68,410) (70,108) (71,848)Materials and services (43,922) (46,804) (48,193) (49,942) (51,762) (53,994)Other payments (4,408) (3,296) (3,423) (3,598) (3,736) (3,880)Net cash provided by operating activities

39,797 49,928 46,937 48,287 47,688 47,964

Cash flows from investing activitiesPayments for property, infrastructure, plant and equipment

(57,539) (38,382) (36,965) (33,963) (37,524) (37,947)

Proceeds from sale of property, infrastructure, plant and equipment

2,290 1,311 1,076 1,195 1,302 1,240

Net cash used in investing activities (55,249) (37,071) (35,889) (32,768) (36,222) (36,707)

Cash flows from financing activitiesFinance costs (1,992) (2,008) (1,962) (1,917) (1,872) (1,376)Proceeds from borrowings 9,818Repayment of borrowings (3,088) (1,336) (773) (818) (860) (10,732)Net cash used in financing activites 4,738 (3,344) (2,735) (2,735) (2,732) (12,108)

Net increase (decrease) in cash and cash equivalents

(10,714) 9,513 8,313 12,784 8,734 (851)

Cash and cash equivalents at the beginning of the period

48,071 37,357 46,869 55,182 67,967 76,701

Cash and cash equivalents at end of the year

37,357 46,870 55,182 67,966 76,701 75,850

Budgeted Consolidated Statement of Cash Flows For the five years ended 30 June 2021

The above statement of cash flows should be read in conjunction with the accompanying other information


Budgeted Consolidated Statement of Captial Works For the five years ended 30 June 2021



$’000 $'000 $'000 $'000 $'000 $'000PropertyLand 7,354Land improvementsBuildings 16,722 10,190 8,031 4,224 6,961 6,582Building improvements 1,281 572 586 601 616 631Total property 25,357 10,762 8,617 4,825 7,577 7,213

Plant and equipmentPlant, machinery and equipment 2,410 2,858 2,929 3,003 3,078 3,155Computers and telecommunications 2,701 2,358 2,417 2,478 2,540 2,603Library books 700 700 718 735 754 773Total plant and equipment 6,849 6,460 6,622 6,787 6,957 7,131

InfrastructureRoads 4,689 3,303 3,386 3,471 3,557 3,646Bridges 1,555 905 928 951 975 999Footpaths and cycleways 2,026 4,271 4,378 4,487 4,600 4,715Drainage 1,036 1,490 1,527 1,565 1,605 1,645Recreational, leisure and community facilities 4,201 40 41 42 43 44Waste management 150 150 154 158 162 166Parks, open space and streetscapes 11,000 10,270 10,527 10,834 11,148 11,426Off street car parks 1,946 1,575 1,614 1,655 1,696 1,739Other infrastructure 237 655 671 688 705 723Total infrastructure 26,840 22,660 23,226 23,851 24,490 25,102Total capital works expenditure 59,046 39,882 38,465 35,463 39,024 39,447

Represented by:Asset renewal expenditure 23,545 24,002 22,196 19,346 24,101 24,563New and upgrade asset expenditure — Rates funded

21,823 7,252 14,164 14,166 13,512 13,567

Upgrade 10,479 8,128Asset compliance expenditure 3,199 500 2,105 1,951 1,411 1,317Total capital works expenditure 59,046 39,882 38,465 35,463 39,024 39,447

Note: The 2016-2017 Budget does not include carry forwad amounts from 2015-2016

The above statement of capital works should be read in conjunction with the accompanying other information

2013–2017 Year 4 update / 29

Budgeted Consolidated Statement of Human ResourcesFor the five years ended 30 June 2021


$’000 $'000 $'000 $'000 $'000 $'000Staff expenditureEmployee Costs - operating 62,326 63,684 65,187 66,843 68,541 70,281Employee Costs - capital 1,510 1,567 1,567 1,567 1,567 1,567Total staff expenditure 63,836 65,251 66,754 68,410 70,108 71,848

FTE* FTE* FTE* FTE* FTE* FTE*Staff numbersEmployees 774 774 774 774 774 774Total staff numbers 774 774 774 774 774 774

Non-Financial Resources: InfrastructureCouncil manages more than $1.2 billion in land, property and infrastructure assets on behalf of the community.

These assets directly support the services that Council delivers to the community and include roads, drainage, shared paths, active and passive open space reserves and community facilities such as preschools and maternal and child health centres.

A statement of Catpial Works is included in Other Information.

Non-Financial Resources: Human ResourcesCouncil is focused on building the capability of our workforce to deliver on our commitments.

We are actively working with our people to support, enable and empower them to become a high performing organisation with a culture that values community, respect, excellence, accountability, teamwork, integrity and sustainability.

We will develop high levels of employee commitment, enthusiasm and engagement, actively support employee health, safety and wellbeing, and demonstrate a strong customer focus across all our services.

The above statement of human resources should be read in conjunction with the accompanying other information

Our people are passionate about and committed to providing quality services to our community.

It is proposed that staff numbers will not grow over the term of the Strategic Resource Plan, increases will be offset against reductions in other service delivery areas.

A statement of Human Resources is included in Other Information.

*Full Time Equivalent


Other information

Frankston Regional Recycling and Recovery Centre

2013–2017 Year 4 update / 31

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2013–2017 Year 4 update / 33


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2013–2017 Year 4 update / 35


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Summary of planned human resources expenditure

Other Information

2017 2018 2019 2020 2021$’000 $’000 $’000 $’000 $’000

City development directorate-Permanent full time 16,202 16,510 16,906 17,312 17,727-Permanent part time 667 680 696 713 730Total city development directorate 16,869 17,190 17,602 18,025 18,457Community development directorate-Permanent full time 14,566 14,843 15,199 15,564 15,937-Permanent part time 14,322 14,594 14,944 15,303 15,670Total community development directorate 28,888 29,437 30,143 30,867 31,608CEO and council directorate-Permanent full time 707 720 738 755 774-Permanent part time 119 121 124 127 130Total CEO and council directorate 826 842 862 883 904Corporate development directorate-Permanent full time 8,702 8,867 9,080 9,298 9,521-Permanent part time 2,431 2,477 2,537 2,598 2,660Total corporate development directorate 11,133 11,345 11,617 11,896 12,181Aquatic centres-Permanent full time 2,258 2,393 2,470 2,549 2,631-Permanent part time 307 325 336 347 358Total aquatic centres 2,565 2,719 2,806 2,896 2,988Total casuals and other 4,970 5,222 5,380 5,543 5,710Total staff expenditure 65,251 66,754 68,410 70,108 71,848

FTE* FTE* FTE* FTE* FTE*City development directorate-Permanent full time 204.4 204.4 204.4 204.4 204.4-Permanent part time 8.2 8.2 8.2 8.2 8.2Total city development directorate 212.6 212.6 212.6 212.6 212.6Community development directorate-Permanent full time 146.9 146.9 146.9 146.9 146.9-Permanent part time 177.8 177.8 177.8 177.8 177.8Total community development directorate 324.7 324.7 324.7 324.7 324.7CEO and council directorate-Permanent full time 4.0 4.0 4.0 4.0 4.0-Permanent part time 1.5 1.5 1.5 1.5 1.5Total CEO and council directorate 5.5 5.5 5.5 5.5 5.5Corporate development directorate-Permanent full time 84.1 84.1 84.1 84.1 84.1-Permanent part time 28.4 28.4 28.4 28.4 28.4Total corporate development directorate 112.5 112.5 112.5 112.5 112.5Aquatic centres-Permanent full time 29.6 29.6 29.6 29.6 29.6-Permanent part time 4.3 4.3 4.3 4.3 4.3Total aquatic centres 33.9 33.9 33.9 33.9 33.9Total casuals and other 84.8 84.8 84.8 84.8 84.8Total staff numbers 774 774 774 774 774

*Full Time Equivalent

2013–2017 Year 4 update / 37

Appendices


Strategies and Plans

Council’s strategies and plans guide and inform the planning and delivery of services to the community. The strategies and plans referred to in the Council Plan are considered in the Strategic Resource Plan section of this document.

The tables below show alignment to the Council Plan Long Term Community Outcomes

Strategies PlannedCity

LiveableCity

SustainableCity

Asset Management Strategy page 17 page 20Bicycle StrategyBusiness and Information Services Strategy Community Engagement Strategy page 17Community Safety Strategy page 12 page 16Customer Service Strategy page 20Economic Development Strategy page 12 page 16Environmental Sustainability StrategyFrankston Libraries Strategy page 17Housing Strategy page 13Human Resources Strategy (to be adopted 2015–2016) page 12 page 20Industrial StrategyIntegrated Transport Strategy page 12, 13Open Space Strategy (to be adopted 2015–2016) page 13 page 17 page 20Playground Strategy Rating StrategyRecreation StrategySkate and BMX Facilities Strategy Strategic Framework for Young People in Frankston City page 17Streetscape Strategy page 16

Appendix 1

Table 1: Strategies alignment to Long Term Community Outcomes

2013–2017 Year 4 update / 39

** Statutory

Plans PlannedCity

LiveableCity

SustainableCity

Asset Management Plans page 17 page 20Animal Management Plan**Central Activities Area (CAA) Structure Plan page 12 page 16Best Value Service Reviews** page 16Biodiversity Action Plan page 20Capital Works Program page 12 page 20Car Parking Precinct Plan page 13Carbon Neutral Action Plan page 20Climate Change Impacts and Adaptation PlanCoastal Management Plan page 13

Customer Service Strategy page 20Destination Development PlanDisability Action Plan**Fire Management PlanFood Security Action Plan Page 17Frankston Arts and Culture Strategic Plan page 16, 17Frankston City Community Plan Page 17Frankston Child and Family Plan** Page 17Health and Wellbeing Plan Page 17Intergrated Water Action Plan (to be adapted 2016–2017)Lease and Licence Agreements Page 17Local Area Community Plans Page 17Long Term Financial Plan Page 12 page 20

Mornington Peninsula (MP) Regional Tourism Board Strategic Plan – MP Shire

page 12

Municipal Health and Wellbeing Plan**Municipal Strategic Statement page 13 page 16Road Management Plan** page 16Sports Development Plan page 17Waste Minimisation and Management Plan Pages 16, 17 page 20

Table 2: Plans alignment to Long Term Community Outcomes


City Profile

Population (Australian Bureau of Statistics as at 30 June 2015) 135,971

Number of households (Census 2011) 49,331

Percentage of males (Census 2011) 48.9%

Percentage of females (Census 2011) 51.1%

Residents born overseas (Census 2011) 21.8%

Residents who speak a non-English language (Census 2011) 10.2%

Average people per household (Census 2011) 2.5

Median weekly household income (Census 2011) $1,140

Rateable properties (as at May 2016) 61,101

City Profile Statistics

Appendix 2

Frankston scenes - Gary Sissons

2013–2017 Year 4 update / 41

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Published and produced by Frankston City Council in 2016

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