Council Plan 2011 - City Of Boroondara City Of Boroondara
CITY OF BOROONDARACOUNCIL PLANJUNE 2011SHAPING OUR FUTURE
As we progress thedevelopment of a rangeof projects and facilities,we are shaping the futurefor our city. This impactson the shaping of ourenvironment, our lifestyles,our culture, our socialopportunities and oureconomy. This updateof the Council Plan 2010–15and the Budget 2011–12ensures that we preparefor a sustainable future.The design element of “talking marks” has been used throughout this year’s Council Plan.This signifies our commitment to communicate with the community in all that we do.
TABLE OF CONTENTSMessage from the Mayor and CEO2Vision, Mission and Values4Our councillors and ward map6Boroondara Profile8The community’s long term vision:Our Boroondara – Our City, Our Future10The Council Plan – June 201112Reading the Council Plan13Strategies, Plans and Policies14Key Strategic Activities18Key Directions and CommitmentsStrengthening Communities25Enhancing the environment31Ensuring liveability and amenity35Providing facilities and assets39Effective governance43Community engagement45Responsible resource management49Strategic Resource Plan53Budgeted Standard Statements58Our organisation (including department descriptions)64Where your rates go691
Message fromthe Mayor and CEOWe provide many services to supportthe community that lives and worksin our wonderful City. If you’ve evervisited a maternal and child healthcentre, been immunised, walkedacross a manned school crossing,borrowed a library book, been toa community concert or festival,received meals-on-wheels, parkedin a public car park, jogged arounda sports ground or eaten at a localrestaurant or café, then you’vebenefitted from our services.This plan outlines our strategic direction for servicesand infrastructure over the next five years and, in conjunctionwith the 2011–12 Budget, will help us achieve our visionof making Boroondara a ‘vibrant, liveable City which fostersthe cultural, environmental, economic and personal wellbeingof our community’.We are striving to achieve this vision through the followingkey directions: strengthening communities enhancing the environment ensuring liveability and amenity providing facilities and assets.At Boroondara, we pride ourselves on providingexcellent service.Independent research ranks community satisfactionwith our performance as one of the highest in the state.*In order to maintain this level of satisfaction, we strive to keepin touch with community expectations by asking you for inputinto decisions that affect you.We deliver more than 150 services to the community, andconsequently have a significant impact on residents’ lives.Whether it’s about a new playground, local parking issues ortraffic management, or grander issues such as major projects,height controls and the future shape of your neighbourhood;we encourage you to have your say.Boroondara has a very engaged community with a range ofviews to contribute. We would like to thank everyone who hasput their hand up and had their say – together we are achievinggreat things in our City.In 2009, Council created a bold plan for our community’sfuture. We are starting to see the fruits of this vision.We know it is important to continue delivering vital everydayservices to residents, but we also must keep one eye on thefuture. This is why we invested 200 million to revitalise severalmajor community assets across Boroondara.*Source: Wallis Consulting Group Local Government CommunitySatisfaction Survey, 20102
In June, Council will reopen the Kew Court House and PoliceStation transforming it into a key centre for local arts.Construction has begun on the Kew Recreation Centre andthe Hawthorn Community Precinct projects. Those projectswill come to life in 2011 and 2012, respectively.We are building a new Hawthorn Aquatic and Leisure Centre,developing a new Camberwell Library, and plans are in progressfor the Hawthorn Town Hall.All of Council’s representatives – from the dedicatedcouncillors to our high-calibre and passionate staff –are committed to listening, contributing ideas and,above all, responding to community aspirations. We lookforward to working with you all, and continuing to achievegreat outcomes for our City.We hope you enjoy reading the Council Plan, and that itoffers an insight into the work we do and the outcomeswe are striving to achieve.Each of these facilities will offer Boroondara residents a varietyof exciting opportunities, and illustrate our commitment tobuilding a City for the future.While these large projects are sure to grab attention, wenever lose sight of the critical day-to-day tasks that ensurewe continue to build upon our City’s renowned amenity.We are committed to maintaining all of our much-lovedpavilions, parks, playgrounds, libraries, recreation centres,bike paths, roads, drains, car parks and so much more.Cr Nicholas TragasMayor of BoroondaraDr Catherine DaleChief Executive OfficerThis ongoing work may not feature in the headlines, but theseprized community assets are a feature of the municipality andvital sites for community interaction. They encourage a healthyand inclusive lifestyle.We take our role as the custodian of assets very seriously,and long ago adopted an asset renewal strategy to ensurethe long-term viability of our assets.3
VisionA vibrant, liveable city whichfosters the cultural, environmental,economic and personal wellbeingof our community.MissionTo provide services, facilities,support and advocacy to enableour community to furtherits sense of place and feelingof connectedness.4
ValuesOurvaluesHow we deliver enhancedservices to the communityActing honestly and ethically on all occasions.Doing what we say we will do.IntegrityEnsuring that our service is characterisedby openness and transparency.Working inclusively with others to identify and meet their needs.Building and sustaining sound relationships.CollaborationEncouraging effective engagement and participation.Taking full responsibility for our own decisions and actions.Being professional, thorough and timely in our service delivery.AccountabilitySeeking, providing and responding to feedback.Demonstrating foresight and creativity in meetingthe challenges of the future.Nurturing an environment in which innovative thinkingis sought, encouraged and valued.InnovationContinuously looking for improvements in our service delivery.Treating all customers, stakeholders and colleagueswith equality and consideration.Caring about others and ensuring that they feel valued.RespectListening, clarifying and responding appropriatelywhen we communicate with others.We live these values by displaying strong leadership as we supportthe community focus on enterprise and wellbeing.5
OUR COUNCILLORSCr NicholasTragas (Mayor)Cr Brad MilesRepresents Maranoa s@boroondara.vic.gov.auMayor’s office 9278 4457Phone 9835 7846Fax 9278 4466Mobile 0418 854 6006Represents Bellevue WardPhone 9835 7840Fax 9278 4466Mobile 0427 334 949(urgent matters only)Cr David BloomCr Coral RossRepresents Cotham WardRepresents Gardiner roondara.vic.gov.auPhone 9835 7841Fax 9278 4466Mobile 0427 362 307Phone 9835 7842Fax 9882 6393Mobile 0438 005 225Cr Phil MeggsCr JACK WEGMANRepresents Glenferrie WardRepresents Junction roondara.vic.gov.auMobile 0439 555 762Fax 9278 4466Phone 9813 4749Fax 9278 4466Mobile 0438 011 665Cr Heinz KreutzCr Dick MentingRepresents Lynden WardRepresents Maling @boroondara.vic.gov.auMobile 0438 006 656Fax 9278 4466Fax 9278 4466Mobile 0437 943 881Cr Kevin ChowCr Phillip HealeyRepresents Solway WardRepresents Studley @boroondara.vic.gov.auPhone 9835 7847Fax 9278 4466Mobile 0427 544 328Phone 9835 7848Fax 9278 4466Mobile 0437 374 773
ROADRN ROADGREYTHOE ROADROADCr Phil MeggsURY ROADLyndenWCr Heinz ardKreutzRWBEMDOAROADROADCity of Boroondara’s10 Council WardsWARRIGALLRTOORAKELCr Coral RossMalingWardCr DickMentingROADJunctionWardCr JackWegmanGardinerWardORSE ROADOADCANTERBROADAUBURNLBERT RCAGA ROADRIVERSDALE ROADMONT AWHITEHHIGHFIELDGlenferrie WardCr DavidBloomBURKE ROADBARKERSCr Nicho a Wardlas TragasUNION hamWardCr PhillipHealeyD ROADEENHARP GLEN IRISKRTUITHPRINCESSYPARCHLEURUDCHSTCr BradMilesHILL ROADEESUMMERSTRSTREETRLAYEEWBUEASTERN FREABellevue WardSolwayWardCr KevinChow7
BoroondaraprofileThe City of Boroondara includes the suburbs of Ashburton,Balwyn, Balwyn North, Camberwell, Canterbury, Deepdene,Hawthorn, Hawthorn East, Kew and Kew East, and parts ofthe suburbs of Glen Iris and Surrey Hills. It has a total landarea of about 60 square kilometres.PopulationWhere do we come from?Boroondara has a residential population of 169,507 peopleand is one of the largest local governments in Victoria.Compared to the Melbourne average, we have a similarproportion of young people, but a larger proportion of peopleaged over 60 years. Within Boroondara, 25% of the populationare aged between 0 and 19 years, and 19% are aged 60 yearsand over. We have one of the largest populations of peopleaged 85 years, with 3.5% of the population needing assistancewith daily living tasks.While nearly seven out of ten Boroondara residents were bornin Australia, we are becoming more culturally and linguisticallydiverse. Residents come from 152 countries and, speak 122languages other than English. In the last Census, over a quarterof the population was born overseas with the majority comingfrom a non-English speaking background. Between 2001 and2006 there was a large increase in the number of residentsborn in China and India, and more residents were speaking aChinese language, an Indian language or Vietnamese at home.In 2010, the majority of migrant settlers to Boroondara arrivedvia the skilled migration stream and were mainly young adultsoriginating from China, India and Malaysia.Increases in population are mainly from tertiary students movingin to attend the Swinburne University of Technology and fromfamilies with school-aged children buying their second or thirdhomes, who are attracted to the housing and amenities in thearea. Young adults leaving home or completing tertiary courses,the retirement of older residents and housing affordabilityaccount for population loss. People moving out of Boroondaratend to relocate further east.0–45 – 1112 – 17City of Boroondara population age groups818 – 2425 – 34Education hubBoroondara is an education hub with 59 secondary, primaryand special education schools, including 13 combined primaryand secondary schools, as well as Swinburne University,Swinburne TAFE, two University of Melbourne campuses, anda University of the Third Age. We also have 10 neighbourhoodand community houses where residents can obtain accreditedtraining or complete a short course.35 – 4950 – 5960 – 6970 – 8485
Where do we work?TransportA quarter of Boroondara’s residents work within the City ofBoroondara and another quarter work in the City of Melbourne.Income levels for individuals, families and households arehigher than the metropolitan Melbourne average and almosthalf of all households have an income in the top 25% ofVictoria. However, 13% of all households are considered lowincome households and are living on less than 500 a week.Even though we have train, tram and bus transport routes,there are still areas within the City that do not have easyaccess to public transport and are reliant on private vehicles.Our sustainable transport pathways continue to expand,with over 56km of on-road cycling paths located on botharterial and local roads. The City also has 32km of sharedpaths across an array of major trails, including the GardinersCreek, Anniversary, Main Yarra and Koonung trails.Where do we shop?Boroondara has a strong retail/commercial sector with themain shopping strips located at Camberwell Junction, KewJunction and Hawthorn’s Glenferrie Road. In total there are50 shopping centres that support our everyday needs andoffer a unique and interesting experience compared to thelarge shopping malls.How do we live?Boroondara has retained its green and leafy streets, parks andgardens due to water-wise and sustainable practices. The Cityis rich in its biodiversity and the array of flora and fauna and ithas approximately 600 hectares of open space. The majorityof residents have access to open space close to their home,enabling walking as the most commonly undertaken activity.Like other municipalities, a challenge ahead will be tomaintain the standard of our current environment, liveabilityand heritage amidst the impacts of climate change, watershortages, increased pollution and development. Specificchallenges for Council and the community include themaintenance of parks and gardens, retaining the amount ofopen space and the impact of increasing population densities.Sources1. .id consulting, City of Boroondara Community Profile,.id, Melbourne, 2011, tistics 2. .id consulting, Population Forecasts, .id, Melbourne, h-statistics ghDensity3. City of Boroondara, A Social Profile of Boroondara,from 2008: tistics HiSeparate HouseThere are 62,974 dwellings in Boroondara, ranging fromseparate houses (58% of all dwellings) to medium andhigh density dwellings, which are more commonly foundin Hawthorn and Hawthorn East. Housing affordabilityhas become a major issue. Lower income earners are facingrising rents. Likewise, average first-home buyers experiencedifficulties in affording a home in the City’s rising house market,one of the most expensive in Victoria. Approximately 2%of Boroondara’s housing can be classified as social housing(provided for non-profit purposes), which includes communitybased and public housing.Our open spaces4. Australian Bureau of Statistics 2010, Regional PopulationGrowth (cat. no. 3218.0) and Population by Age and Sex,Regions of Australia (cat. no. 3235.0).iumedMitynsDeDwelling styles in Boroondara9
The community’slong term visionOur Boroondara –Our City Our FutureIn 2008, Council adopted Our Boroondara –Our City Our Future, which is the community’svision for our City towards 2028. The developmentof Our Boroondara involved extensive consultationswith over 1,800 people of all ages, backgrounds andlife stages. This consultation sought our community’sviews about four main topics:1. What the community values now.2. What they would like to see in 20 years.3. What challenges need to be addressedover the next 20 years.4. What role the community, Council and other levelsof government can play to achieve this shared visionfor the City.The Boroondara community identified two long-termissues – community connectedness and sustainability.These themes are addressed through four majorvision themes:Community wellbeing;Managing a sustainable environment;Planning a well-designed and sustainable city, andConnecting our City.Our progress in these areas is measured by a setof community wellbeing indicators. These indicatorsare reported each year in the Annual Report andalso identify community issues that will inform futureplanning and provide direction for the Council Plan.10
11
The Council Plan –June 2011The current Council outlined its strategic plan for its term ofoffice in the Council Plan 2009 –14. This was updated in 2010.This document, Council Plan – June 2011, presents an annualupdate, outlining Council’s long term vision and strategies,as well as actions to be taken for the 2011–12 financial year.In preparing a Council Plan the economic conditions, assetrenewal, community infrastructure and the environment are keyfactors. Community satisfaction surveys are conducted regularlyto ensure that changing needs are fulfilled and plans put intoplace to ensure that we budget for long term needs.A great deal of information has been considered in creating thisplan update. Council’s long and short term visions have beeninfluenced by community aspirations, priorities and needs.Many social, economic and environmental changes willinfluence these priorities for the future of our community.The City of Boroondara’s culture of improvement and innovationmakes sure that future strategies, plans and policies are updatedwith considerable community consultation. The integratedplanning framework is outlined in the diagram below.Along with the community’s priorities, policies, grantsand legislative changes are built into our Corporate PlanningFramework to ensure that Council represents the rangeof plans for the best outcomes for our City.Our culture of foresight thinking also ensures that we identifyfuture global and local issues to achieve our vision of “a vibrant,liveable city which fosters the cultural, environmental, economicand personal wellbeing of our community”.Our Integrated planning and monitoring frameworkLong term vision and planOur Boroondara –Our City our FutureNeeds and aspirations fromthe community, the stateand the nationCouncil’s plans,goals and researchReported in theAnnual ReportCouncil Plan and BudgetStrategic objectives – Key directions and enablersStrengtheningcommunitiesEnhancing theenvironmentEffectiveGovernanceCommitments in theCouncil PlanEnsuring liveabilityand ementCouncil’s on-going serviceto the communityOutcome: Community wellbeing12Providing facilitiesand assetsMeasured by Key StrategicActivities and StrategicIndicatorsMeasured by ContinuousImprovement Qualityand Cost standardsMeasured by CommunityWellbeing Indicators
READING THETheCouncil PLANCOUNCILPlanThe Council Plan 2009 –14 describes the objectives forthe council term. To define the broad direction and goals,Council’s Key Directions (Strategic Objectives) aim toreflect the community’s aspirations, needs and priorities.This Council Plan – June 2011 outlines the strategies toachieve these objectives and specific activities to beaddressed by Council during the 2011–12 financial year.The following chart shows how the various partsof the plan fit together.Key Directions(StrategicObjectives)Outline the areas in whichCouncil will focus its attentionWhatwe will doDemonstrates what we will doto strive for each community outcomeCommunityoutcomesExplain the resulting benefitsto the communityOurCommitmentsActions to be taken in thecoming year to deliver projectsand services for the community.The responsible Council departmentis indicated for each commitment.Details about our organisation anddepartments and our ongoing servicecan be seen at the back of the plan.How to read theCouncil Plan June 2011For each objective a set of indicatorsis described in Key Strategic Activitiesand Strategic Indicators. These showhow we will measure our achievements.Our progress in successfully deliveringon these goals is reported to the communitythrough Council’s Quarterly PerformanceReports and the Annual Report.To demonstrate past achievementssome measures from the previousyear are highlighted in ‘A snapshotof our achievements’ for each objective.13
Arts and Cultural Strategy 2008–13Asset Management StrategyBiodiversity StrategyBoroondara Bicycle Strategy 2008–18Boroondara Early Years Strategy 2008–13Boroondara Public Art Strategy 2010–15Boroondara Road Safety Strategy 2007–12Boroondara Soccer StrategyBoroondara Sports StrategyBoroondara Water Strategy 2004–14Boroondara Young People’s Strategy 2009 –14Camberwell Shopping Centre Streetscape Development StrategyCommunications and Engagement Strategy 2009 –14Creating an Age Friendly Boroondara 2009 –14Cultural Facilities Strategy 2009 –14Economic Development Strategy 2009 –16Graffiti StrategyIntegrated Transport Strategy 2006 – 26Kew Junction Walkability Study/Strategy 2007–12Leisure Facilities Strategy and Plan 2009 –14Library Services Future Directions Strategy 2004 –14Municipal Skate and BMX StrategyNorth East Precinct ProjectOpen Space StrategyOur Low Carbon Future – City of Boroondara StrategyPlaygrounds Development StrategyRisk Management Strategy 2009 – 12Strategy for the Provision and Management of Public Toilet Facilities 2005Town Hall Gallery Art Collection Strategy 2010 –15Waste Minimisation and Recycling Strategy 2003 –10PlansAshburton Shopping Centre Master PlanAsset Management Plan for BridgesAsset Management Plan for Buildings and Other StructuresAsset Management Plan for DrainageAsset Management Plan for Fixed Plant and Equipment14Providingfacilitiesand assetsEnsuringliveabilityand amenityEnhancing rategies, plans and policies arealigned with Council’s Key Directions
Providingfacilitiesand assetsEnsuringliveabilityand amenityEnhancing theenvironmentStrengtheningcommunitiesPlans ContinuedAsset Management Plan for Paths in Road Reserves and ParksAsset Management Plan for Road Base, Surface, Kerb and ChannelAsset Management Plan for Traffic Management DevicesBalwyn Structure PlanBiodiversity Corridors PlanBoroondara Public Health and Wellbeing Plan 2009 –13Burwood Village Shopping Centre Urban Design FrameworkCamberwell Junction Structure PlanCamberwell Sportsground Concept Master PlanCentral Gardens Hawthorn Master Plan 1996Community Consultation and Engagement FrameworkCultural Diversity Plan 2009 –13Customer Service Plan 2010–13Deepdene Park Master PlanDomestic Animal Management PlanFormer Willison Bowls Club Concept Master PlanFritsch Holzer Park Master PlanGlenferrie Oval, Grace Park and LE Bray Reserve Concept Master PlanGlenferrie Road Shopping Centre Concept Master PlanGlenferrie Structure PlanGordon Barnard Reserve Master PlanGreythorn Park Master PlanHA Smith Reserve Concept Master PlanKew Junction Business Centre Streetscape Development PlanKew Junction Structure PlanMaranoa Gardens and Becket Park Master Plan 1996Markham Victory Reserve Revised Concept Master PlanMunicipal Emergency Management PlanNeighbourhood House Plan 2009 –13Road Management PlanShopping Centre Improvement PlanSouth Surrey Park Master PlanStormwater Environmental Management PlanVictoria Park Concept Master PlanWest Hawthorn Urban Design Framework 2006Willsmere-Chandler Park Management Plan15
Boroondara Kindergarten Central Enrolment Scheme PolicyBusiness Based at Home PolicyCapital Assistance for Community Agencies and Services PolicyCapital Assistance for Sporting and Recreational Facilities PolicyCommercial Street Furniture Policy and GuidelinesCommunity Development Grants PolicyCommunity Engagement PolicyCommunity Facilities Leasing PolicyCommunity Festivals and Events Policy 2010 –14Community Use of Council Meeting Facilities PolicyDevelopment and Funding of Sportsground Pavilions PolicyDisability Access and Inclusion Policy and Action Plan 2008 –12Disability Parking PolicyEnvironment PolicyGaming PolicyLibrary Collection Development PolicyManagement of Cyprus Hedges PolicyOffice Development PolicyOpen Space PolicyParking Management PolicyPlaques PolicyPublic Lighting PolicyRecognising Indigenous Culture and Heritage Policy 2009 –13Recreation Facilities Concessions Access PolicyResident Parking PolicyResidential Design PolicyResidential Land Subdivision PolicyResidential Street Party PolicySingle Dwelling Covenant PolicySocial Housing Policy and Action Plan 2008 –11Sponsorship and Acknowledgement Policy 2010Sustainable Buildings PolicyTown Hall Gallery Collection Acquisition PolicyTraffic Management PolicyTree Development and Management PolicyVehicular Crossings Policy for Individual Residential Property Titles16Providingfacilitiesand assetsEnsuringliveabilityand amenityEnhancing tegies, plans and policies arealigned with Council’s Key Directions
17
Key Strategic Activities,measures and targets havebeen identified for the 2011–12financial year in accordance withthe Local Government Act 1989.The aim of these measures is todemonstrate Council’s progresstowards the achievementof the Key Directions outlinedin this Council Plan.At the end of the financial yearthe outcome for each measure isaudited by the Victorian AuditorGeneral’s Office and included inCouncil’s Annual Report.18
KEY STRATEGICACTIVITIESStrengthening erformance MeasureNumber of referrals bythe Boroondara VolunteerResource Centre.Local business Number of events, seminarsand workshops implementedto support local business.ContextTargetDepartmentThe 2009 –10 actual was 1,168 referrals.This significant increase in referrals maybe attributed to the Global Financial Crisisand the Victorian Government’s volunteeringprogram. Historical data has trended towards800 referrals per annum prior to 2008 – 09.820Library Servicesand VolunteerDevelopmentThis is a new measure in 2011–12.The 2009 –10 actual was 22 trainingseminars provided to local business.30EconomicDevelopmentHealth andageingProportion of infants born that The 2009 –10 actual was 91% immunised.receive primary immunisations.92%Health, Ageingand DisabilityServicesHealth andageingProportion of registeredfood premises that receiveat least one full complianceassessment annually.The 2009 –10 actual was 97%. The targetfor 2011–12 has been set following a seriesof changes, and will be reviewed in the future.95%Health, Ageingand DisabilityServicesLibraryservicesNumber of loans per activeborrower.This is a new measure in 2011–12.The 2009 –10 actual was 59 loans.60Library Servicesand VolunteerDevelopment19
KEY STRATEGICACTIVITIESEnhancing the environmentKeyStrategicActivityPerformance ncil mains and cartedrecycled water consumption.The total water consumption for 2009 –10was 196,617kl due to drought based waterrestrictions. Under Stage 2 water restrictions250,000kl is an appropriate target.Less than250,000klEnvironment andSustainable LivingLivingsustainablyWaste diversion from landfill,calculated as the proportionof the overall kerbside wastestream that is recycled(includes paper, bottles andgreen waste) instead of beingdisposed to landfill.The 2009 –10 actual was 52%. The Victorianmetropolitan average for 2008 – 09 was 43%.Sustainability Victoria has not yet releasedthe results of the 2009 –10 Victorian LocalGovernment Annual umber of householdsinvolved in the BackyardBiodiversity CommunityProject.This is a new measure for 2011–12.It is estimated that there will be 40households participating in the pilotBackyard Biodiversity CommunityProject during 2010 –11.60Environment andSustainable LivingParks,gardensand naturalenvironmentIntegrated Open SpaceServices’ (IOSS) Face to FaceCustomer Satisfaction Survey,measure users satisfactionwith a range of parks inBoroondara, benchmarkedwith 17 other councils.The 2009 –10 actual was 81%. As theMelbourne Region Mean Score was 76%,a target of 80% represents Boroondara’scontinuing high performance.80%Parks andGardensParks,gardensand naturalenvironmentIndigenous trees, shrubs,grasses and groundcoversplanted during the year.This was a new measure in 2010 –11.The 2011–12 target has been set basedupon the number of scheduled plantings.30,000Parks andGardens20
Ensuring liveability and amenityKeyStrategicActivityPerformance MeasureContextTargetDepartmentLand use,planning andbuildingPercentage of planningapplications processedwithin 60 days.The 2009 –10 actual was 90% due toa decrease in the number of planningapplications being processed as a directresult of the Global Financial Crisis.The target for 2011–12 has been setat 80% based on historical trends.80%Statutory PlanningParking,traffic andtransportNumber of proactiveneighbourhood street andpark patrols.The 2009 –10 actual was 11,425 patrols.The target for 2011–12 is a result ofthe refinement of the definition of aproactive patrol.11,000Local LawsProviding facilities and assetsKeyStrategicActivityPerformance tage of adopted CapitalWorks, including new andrenewal, projects completedat the conclusion of thefinancial year. (Based onthe number of projects.)The 2009–10 actual was 92%. A targetof 90% allows for latent conditions andplanning issues that commonly arise.90%Projects andStrategyManagingassetsNumber of proactive stripshopping centre maintenanceinspections completed.This is a new service in 2010 –11.The estimated number of inspectionsto be conducted in 2010 –11 is 85.98InfrastructureServicesSportingfacilitiesTotal number of attendancesat Boroondara leisure andaquatic centres.The 2009 –10 actual was 2,722,971attendances. The decrease in the targetfor 2011–12 is due to the planned six monthclosure of the Hawthorn Aquatic and LeisureCentre during its redevelopment.2,400,000Leisure and Sport21
KEY STRATEGICACTIVITIESEffective governanceKeyStrategicActivityPerformance MeasureContextTargetDepartmentPercentage of Freedomof Information Requestsresponded to withinprescribed timeframes.The 2009 –10 actual was 100%.100%GovernanceContextTargetDepartmentEngaging with Percentage awarenessthe community and take-up of communityengagement guidelinesand toolkit for significantcommunity projects.This is a new measure in 2011–12.No result is available for 2009 –10as the guidelines and toolkit are stillunder development.100%Communicationsand EngagementCustomerservice andresearchThis is a new measure in 2011–12.The first quarter of 2010 actual was 76%.80%Communicationsand EngagementTargetDepartmentGovernanceCommunity engagementKeyStrategicActivityPerformance MeasureSatisfaction with customerservice responsiveness.Responsible resource managementKeyStrategicActivityPerformance MeasureContextBusinessand peoplesupportPercentage of employeescontinuing employment withCouncil annually.The 2
As we progress the development of a range of projects and facilities, we are shaping the future for our city. This impacts on the shaping of our environment, our lifestyles, our culture, our social opportunities and our economy. This update of the Council Pl
Agreement – The written contract between the City and the Contractor covering the performance of the Work. 2. City - City of Tracy, California, acting through the City Council or other duly authorized agents. 3. City Council - The City Council of the City of Tracy. 4. City Regulations - All written laws, rules, and policies established by the .
CAMBRIDGE CITY COUNCIL May 20, 2021 Mr. Anthony Wilson Clerk of Cambridge Cambridge City Hall Dear Mr. Clerk: Please include this correspondence on the agenda as part of Communications and Reports from Other City Officers for the City Council meeting scheduled for May 24, 2021. On June 29, 2020, the City Council passed a policy order stating that "the City of Cambridge should
Beverly Hills has a "council-manager" form of government, where the elected City Council appoints a City Manager to supervise the operations of the City. The City Manager serves as the City's Chief Executive Officer. The current Beverly Hills City Council (2017-2018). From left to right: Councilmember Lester
Ashley Harris 2010 Blake Hartsook 2010 Denira Hasanovic 2010 Ella Heinicke 2010 Amber Heller 2010 . Ryan Coulson 2011 Dellanie Couture 2011 Emily Coy 2011 Allison Crist 2011 Kerrigan Crotts 2011 . Alexandra Hawks 2011 Trevor Heglin 2011 Marisa Heisterkamp 2011 Brett Heitkamp 2011 Caleb Helscher 2011
The City of Spencer is a municipality with a population of approximately 3,746 located in Oklahoma County and is a suburb of Oklahoma City. The City is governed by a five-member City Council chaired by the Mayor and operates under Oklahoma state laws and City ordinances as a City Council/City Manager form of government.
place: ellsworth city hall council chambers city council present: beathem, blanchette, crosthwaite, fortier, hudson, and phillips. city council absent: moore key speakers present: city manager david cole, jenifer madore, amanda tupper, teri dane, michael hangge, richard tupper, gary saunders, many members from the on call/full
THE CITY OF SAN DIEGO Report to the City Council October 13, 2016 16-070-Revised Honorable Council President and Members of the City Council REPORT NO. Lease of the Property and Improvements located at 101 Ash Street, San Diego, CA 92101 (the former Sempra Building - APNs 533-424-11-00 and 533-424-14-00) N/A 1.
LINDI DISTRICT COUNCIL STRATEGIC PLAN 2011/12 - 2015/16 DISTRICT EXECUTIVE DIRECTOR P.O BOX 328 LINDI JUNE, 2011. i PREFACE This Strategic Plan (S P) of the LINDI District Council for 2011/2012 - 2015/2016 is a key management framework that sets out the future vision of the council as well as a
