ONE VISION - City of Kingston · ONE VISION • CITY OF KINGSTON COUNCIL PLAN 2013-2017 & LIVING...

ONE VISIONCounCil PlAn 2013-2017 & liVinG KinGSTon 2035

ONE VISION • CITY OF KINGSTON COUNCIL PLAN 2013-2017 & LIVING KINGSTON 2035ONE VISION • CITY OF KINGSTON COUNCIL PLAN 2013-2017 & LIVING KINGSTON 2035

ContentsMessage from the Mayor and Councillors 2

Message from the CEO 3

How Council works 4

Meet your Councillors 7

Why have a Council Plan? 9

Our city 10

Long term financial strategy 14

Our shared vision for the future: LivingKingston 2035 17

Our strategic direction 23

Goals summary 24

Goal 1 – Facilities and assets that are well used and effectively managed 26

Goal 2 – A sustainable natural and built environment 28

Goal 3 – Healthy, strong and connected communities 30

Goal 4 – A prosperous and dynamic city 32

Goal 5 – An effective voice 34

Goal 6 – A well managed and effective organisation 36

Acknowledgement of trAditionAl owners

Council acknowledges the Kulin Nation as the Traditional Owners of the land of which the municipality is a part and pays its respects to their Elders, past and present.

Council is a member of the Inter Council Aboriginal Consultative Committee (ICACC).

coVer PHoto

Kingston’s Two Acre Village at The Fore Apartments in Cheltenham. Photograph by Sarah Anderson.

ONE VISION • CITY OF KINGSTON COUNCIL PLAN 2013-2017 & LIVING KINGSTON 2035

CounCil’s vision

A diverse, dynamic community where we all share a sustainable, safe, attractive environment and a thriving economy.Our purpOSe

To work with the community to protect and enhance the quality of life for current and future generations.

Our guIdINg prINcIpleS

• respect for diverse community interests based on active listening and mutual understanding

• leaving a positive legacy for future generations and Councils

• balancing a flexible, can-do, innovative professional approach with achieving outcomes efficiently (doing more with less)

• responsible financial management

• informed, evidence-based and representative decision making; and

• effective communication and engagement.

We are creating new connections, increasing our capacity and laying strong foundations for the community which are demonstrated in our six goals.

Facilities and assets that are well used and effectively managed

A sustainable natural and built environment

Healthy, strong and connected communities

A prosperous and dynamic city

An effective voice

A well-managed and effective organisation

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Thank you for taking the time to read the Council Plan 2013-2017. This plan describes the strategic direction of Kingston City Council and we are excited about working with the community to build the city we all want.

In developing the plan, we have listened to what the people of Kingston want through many feedback channels, including the LivingKingston 2035 consultation in 2012, which saw 5,800 community members contribute more than 13,500 ideas about their current needs and future aspirations for Kingston. From these ideas a shared long-term vision for the city was created, and this plan outlines what we as a Council will do over the next four years to work towards realising it.

Our community has clearly indicated that it wants to be kept informed and updated on Council’s priorities, actions and progress, and as a Council we are committed to engaging with you and communicating openly and effectively.

This plan is the cornerstone of this commitment. It outlines our six key goals, explains how we will work towards these goals, and shows how success will be measured. It also directs and guides Council’s annual budgets and activities for the next four years so that we balance community benefit and fiscal responsibility, and we will report back quarterly so you can see how we are progressing.

Our aim is to build healthy, strong and connected communities, both physically and emotionally, through establishing flexible facilities for multiple users, and through developing a true sense of belonging.

This plan will ensure we are delivering the right services, facilities and infrastructure to our diverse community with its blend of ages, abilities, and cultural backgrounds.

Council wants Kingston to prosper through vibrant retail hubs, education options for all, functional recreational facilities, and accessible parking and transport links. We take pride in Kingston’s wonderful natural assets and will take a sustainable and balanced approach to our growing and evolving city. This means working with the community to ensure the right planning policies are in place as we respond to the State Government’s reform of Victoria’s residential planning zones.

As a result of the community’s feedback we have introduced a new goal to reflect our greater role as an effective voice for the community.

Message from The MayOr aNd cOuNcIllOrS

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Pictured (L-R) : Cr Geoff Gledhill, Cr Tamara Barth, Cr Steve Staikos, Mayor, Cr Ron Brownlees OAM, Cr Paul Peulich, Cr Tamsin Bearsley, Cr John Ronke, Cr Rosemary West OAM, Cr David Eden.


While we cannot control all the issues that affect Kingston, we will do our best to influence those who can through effective advocacy and strategic alliances. This also means keeping the community informed, talking openly about important issues, regular consultation, and developing partnerships with the community for maximum community benefit.

Council is proud to present you with this plan. We welcome feedback on local issues and projects and look forward to delivering this plan for the community.

Message from The chIeF eXecuTIVe OFFIcer

The Council Plan 2013-2017 represents an exciting direction for the City of Kingston. our aim is to deliver on a vision to build a city that is even better for local people and provides great places to live, work, study and play.

As you read through this plan, you will see that Council has great ambitions for our part of Melbourne.

This plan drives a quantum leap in service delivery over the next four years as it positions us to respond to our diverse and continually changing community needs. There is no doubt that these goals are challenging, however as an organisation we have the resources, the culture and commitment of our people to make them a reality.

Our motivated workforce across all aspects of our business, from parks, planning and libraries; to leisure, arts and engineering; and home, aged and family services, is committed to service excellence. This excellence is derived from a shared set of organisational values, known as Community Inspired Leadership, which puts the needs of the community at the centre of everything we do.

And it starts with our commitment to engage with our community at every opportunity so that the community can influence what we do and how we do it.

We will continue to have a strong voice for our community as an advocate for those important issues which sometimes are beyond our direct control. For instance, we continue to highlight the critical need for high speed broadband in Kingston. We have successfully ensured that a number of areas are included in the current roll out of the National Broadband Network (NBN) but to date some key industrial areas are still overlooked.

Inherent in meeting future service needs is ensuring the effective management and maintenance of community facilities, and the development of quality multi-functional buildings that can adapt to differing user-needs. We are excited that through this Plan we will deliver a generational change with more accessible and enhanced family services for the community whilst we simultaneously continue to reduce our asset renewal gap.

As an organisation, we are working hard to develop new and innovative ways to meet future needs while limiting the impact of rising costs. Our long-term financial strategy will ensure a legacy of excellence in service delivery and responsible financial management. You can read in more detail about financial management over the next four years in the separate Strategic Resource Plan 2013 -2017.

Please take the time to read this document and find out more about the exciting things happening in your city over the next four years, and how you can get involved.

Cr Ron Brownlees OAM MAYOR 2013

John Nevins CHIEF EXECUTIVE OFFICER

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How Council WOrKS

There are three levels of government in Australia: federal, state and local (Councils).

Councils exist to:

• Provide a representative, informed and responsible decision-making body,

• Develop the local community and its resources in a socially just and environmentally responsible way, and

• Ensure public services and facilities meet community needs.

Council’s activities are diverse and extensive. Council regularly reviews activities to determine whether best practice for our community is being provided.

Councils consist of an elected arm (Councillors who are democratically elected by the community) and an operational arm (Council’s staff). Nine elected Councillors make up Kingston City Council. Each Councillor represents the interests of residents and ratepayers, and provide leadership and guidance to the community.

The Chief Executive Officer (CEO) is the only staff appointment made by the Council. The CEO is responsible for the employment, work and conduct of Council’s staff.

The Mayor is elected by the Councillors and acts as a community leader and encourages participation by all Councillors in every aspect of decision making. The Mayor is the spokesperson for Council and works closely with the CEO to ensure Council achieves its strategic direction.

Council can only make decisions as a group in a formal Council meeting on a majority vote. In a tied vote, the Mayor’s vote (known as the casting vote) determines the result. Councillors consider information provided by Council Officers and the diverse needs of the community in all decisions. Once a decision is reached, the organisation led by the CEO implements the decisions.

Advisory committees support Council by providing advice on specific issues. Most Council committees do not have any formal decision-making power.

THE COMMUNITYCOUNCIL STAFF

ELECTED COUNCIL CHIEF EXECUTIVEOFFICER

Residents and ratepayers elect the

Councillors

EmploysCouncil staff,

ensures Councildecisions

are implemented

Provideservices to

the community

Council appoints

CEO

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Get involved!Stand for CounCil Elections are held every four years. The next election will be 2016.

attend CounCil meetingS Generally held on the fourth Monday of each month. Most Council meetings are held at the Council offices in Cheltenham. The meeting schedule, agendas and minutes are available at kingston.vic.gov.au

take part in community engagement programs, planning workshops and information sessions, hear about new ideas and projects, and offer your opinions. new strategies and plans are regularly available for comment before decisions are made.

Volunteer your time and skills to one of the many community services delivered by Council.

join a Committee There are many and the opinions expressed inform decision making.

keep up to date by reading Council’s monthly publication Kingston Your City, checking Council’s Facebook page and following us on Twitter.

ContaCt the CounCillorS who represent your Ward and talk to them about issues or concerns

For more information about how to get involved, call our customer service team on 1300 653 356 or visit kingston.vic.gov.au

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North

Central

South

MOORABBIN

HIGHETT

CHELTENHAM

MENTONE

PARKDALE

MORDIALLOC

BRAESIDE

WATERWAYS

ASPENDALEGARDENSASPENDALE

EDITHVALE

CHELSEAHEIGHTS

CHELSEA

BONBEACH

CARRUM

LAKES

HEATHERTON

CLARINDA

DINGLEYVILLAGE

OAKLEIGHOAKLEIGHSOUTH

CLAYTON SOUTH

LAKESLAKESLAKESPATTERSON

CounCil WARDS

Kingston has three wards: North, Central Kingston has three wards: North, Central Kingston has three

and South. Residents are represented by three Councillors in are represented by three Councillors in are represented by

each ward.6ONE VISION • CITY OF KINGSTON COUNCIL PLAN 2013-2017 & LIVING KINGSTON 2035

Meet your Councillors

0418 172 725 [email protected] Photographed at Kingston Heath, Cheltenham.

Cr Ron Brownlees OAMCr Ron Brownlees OAM0427 102 926 [email protected] Photographed at Mordialloc Beach.

Cr Geoff GledhillCr Geoff Gledhill

0430 170 210 [email protected] Photographed with her children Sebastian and Anastasia, and dog Roxy, at Waterways.

Cr Tamsin BearsleyCr Tamsin Bearsley0430 170 210 [email protected]

Cr Tamsin Bearsley0430 170 210 [email protected]

0427 354 795 [email protected] Photographed at Christ Church, Dingley Village.

Cr Paul PeulichCr Paul Peulich

0418 554 799 [email protected] Photographed at Chicquita Park, Mentone.

Cr Rosemary West OAMCr Rosemary West OAM

0422 557 917 [email protected] Photographed with Montgomery at Chelsea Beach.

Cr David EdenCr David Eden

0417 870 350 [email protected] with her son Lenex, at Jacks Avenue Kindergarten, Dingley Village.

Cr Tamara BarthCr Tamara Barth0447 896 643 [email protected] Photographed at Kingston Arts Centre, Moorabbin.

Cr Cr Steve Staikos

7

0410 558 862 [email protected] Photographed with Sandy at Parkdale Beach Cafe.

Cr John RonkeCr John Ronke



THE CounCil PlAn SHoWS THE GoAlS, ouTCoMES And STrATEGiES WHiCH Will MAKE KinGSTon THE PlACE our CoMMuniTy WAnTS iT To bE

8


Council plays a key role in shaping the future of Kingston. This Council Plan 2013-2017 is informed by the Living Kingston 2035 community engagement project, government policy, demographic forecasts, and budgetary considerations.

This plan will help build our future, as well as providing a tool to ensure accountability to the community. It provides direction for Council’s organisation and helps with making decisions. The plan helps us monitor performance and stay on track, and meets the legislative requirements of the Local Government Act 1989.

It shows the goals, outcomes and strategies which will make Kingston the place the community wants it to be and sets the foundation for Council’s annual budget process.

Progress against the plan is measured in quarterly performance reports and Council’s Annual Report. The community can measure and note our achievements, our successes and any challenges we might experience.

Together we celebrate and continue to pursue community strength, health, sustainability, diversity and prosperity.

Reading this plan will enable you to understand the direction in which your community is heading.

Why have a cOuNcIl plaN?

9

COUNICL ASPIRATIONS

DEPARTMENT BUSINESS

PLANS

STATE & FEDERAL GOVERNMENT POLICY

DEMOGRAPHICS

LONG TERM FINANCIAL STRATEGY

LIVINGKINGSTON 2035 COMMUNITY VISION

SERVICE DELIVERY & POLICY COMMITMENTS

COMMUNITY CONSULTATION

YEAR 1

YEAR 2

YEAR 3

YEAR 4

inputs outputs

ANNUAL BUDGETS

STRATEGIC RESOURCE PLAN

2013 - 2017

ONE VISIONCounCil PlAn 2013-2017 & liVinG KinGSTon 2035


The City of Kingston lies about 20 kilometres south of Melbourne’s central business district.

Our beautiful beaches, world-class golf courses, bushy reserves, tranquil wetlands, safe bicycle and walking paths, and top retail outlets attract scores of locals and visitors.

Kingston is home to an estimated 147,915 people across an area of 91 square kilometres.

Each suburb offers something different, from diverse businesses, housing, shops and restaurants to beaches, bushland, parks and playgrounds.

The City of Kingston is surrounded by the Cities of Bayside, Monash, Glen Eira, Greater Dandenong and Frankston and was formed in December 1994. It was an amalgamation of all or parts of the former cities of Moorabbin, Mordialloc, Chelsea, Springvale and Oakleigh.

Regarded as a complex amalgamation at the time, Kingston is now a dynamic municipality.

It has a rich Aboriginal history over tens of thousands of years, with the Kulin nation as the Traditional Owners.

Since European settlement, Kingston has grown and changed with varying land uses including farming, fishing, market gardens, quarrying, manufacturing, retailing and transport (including Moorabbin Airport).

Today, Kingston is fortunate to be in one of Australia’s most important economic regions.

Our cITy

Today, KingsTon is forTunaTunaTuna e To be in one of ausTralia’s mosTimporTanTanT T economic regions.

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Melbourne CBD

Kingston


MONASHGLEN EIRA

BAYSIDE

GREATER DANDENONG

FRANKSTON

our suburbsAspendale

Aspendale Gardens

Bonbeach

Braeside

Carrum

Chelsea

Chelsea Heights

Cheltenham

Clarinda

Clayton south

Dingley village

Edithvale

Heatherton

Highett

Mentone

Moorabbin

Mordialloc

oakleigh south

Parkdale

Patterson lakes

Waterways

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WhO We are

Kingston is a diverse community, with its Estimated Resident Population of 147, 915 spanning a wide range of ages, household types and cultures. Our community is also ever-changing, and it is important that Council plans for services which meet these growing needs. Council uses statistics about population demographics to inform the development and delivery of services to ensure they are relevant and of most use to the community.

The Kingston community is growing, with the population expected to reach more than 167,000 by 2031, making up an anticipated 68,000 households1.

Consistent with national-trends, Kingston’s oldest residents make up the fastest growing population group in the municipality. Future planning is important to explore how services will cope with the greater demand that may result.

One of the most culturally diverse municipalities in Victoria, Kingston is home to residents from over 150 countries of origin who speak over 120 languages. The changing cultural make-up of Kingston is reflective of immigration trends across Australia, with the Italian and Greek population ageing and an increase in people arriving from India and China. Our diverse cultural heritage is regularly celebrated through a combination of festivals and events and is top of mind in the planning of culturally-appropriate services.

Approximately 30 per cent of Kingston residents were born overseas, with 22 per cent from non-English speaking backgrounds, including Indian, Greek, Chinese, Italian, Vietnamese and Sri Lankan communities.

THE KINGSTON COMMUNITY IS GROWING, WITH THE POPULATION EXPECTED TO REACH MORE THAN 167,000 BY 2031

1 forecastID

AGE GRouP 2011 2031 CHAnGE

Under 12 20,500 22,500 9%

35 - 49 32,500 35,000 7%

70+ 17,000 23,000 37%

A CHANGING POPULATION

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Our lIVeS: WOrK, STudy aNd leISure

The City of Kingston is one of Victoria’s major employment centres and our industrial sector is one of the largest and most concentrated in the state.

We have a multi-skilled labour force. Just over 70,000 of Kingston residents are employed, with almost 30 per cent of residents working locally, enjoying shorter travel times and improved work/life balance.

Over the past decade, there has been a clear shift in the industries in which our residents work. In 2001, 18 per cent of Kingston’s resident labour force worked in manufacturing but this fell to 13 per cent by 2011.

Kingston is home to about 15,500 businesses, many of which are small to medium enterprises. Active networks play an important role in linking and supporting local businesses.

Our people are generous with their time with many doing some form of voluntary work. They make a wonderful contribution to the community, enriching the lives of those they are helping.

Our community is well served by retailers. We have one of Melbourne’s largest shopping centres, Southland, several major activity centres including Moorabbin, Cheltenham, Mentone, Mordialloc and Chelsea and numerous smaller local and neighbourhood shopping precincts.

When we’re not shopping, working or studying, we spend time in our open spaces, leisure centres, libraries and community centres. We also enjoy an impressive calendar of performing, visual and cinematic arts events and activities.

Our inviting beaches are popular all year round, with active residents swimming, sailing and kayaking in the bay, while others walk, jog, skate and cycle along our increasingly connected foreshore and park pathways and trails.

ALMOST 30% OF KINGSTON RESIDENTS WORK LOCALLY, ENJOYING SHORTER TRAVEL TIMES AND IMPROVED WORK/LIFE BALANCE.

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Long term FINaNcIal STraTegy

While this Council Plan covers 2013-2017, Council looks further into the future, 10 years and beyond, when considering financial sustainability.

We need to ensure we can meet our large and varied responsibilities and maintain infrastructure well into the future.

Council has more than $2.4 billion in assets and infrastructure such as land, buildings, footpaths and drainage systems. We deliver a broad range of important services at a cost approaching $180 million per annum. These services include aged care, leisure and culture, child, family and youth services, libraries, major festivals and events, parks and open space, planning, roads, drains, and footpaths, governance, waste management and recycling.

Council needs to consider how decisions made today will impact the future.

Council continues to employ sound, responsible and transparent financial management by:

• Ensuring adequate funding to maintain and improve the quality and standard of more than 100 services we provide to the community

• Funding our capital works program and future objectives by achieving better than break even operating and cash results

• Ensuring sustainable levels of capital expenditure to responsibly maintain and renew the $2.4 billion of community assets under the control of Council

• Progressively eliminating Council’s inherited asset renewal gap costs

• Ensuring Council maintains financial liquidity and can always meet all debt repayment obligations.

Planning for future rates and charges increases is an important component of the long-term financial planning process. Any rates and charges increases are balanced against the impact the rise will have on residential, industrial and commercial ratepayers.

This Council is committed to minimising rate increases. Kingston’s average rate charge per assessment is currently below the average of other metropolitan Councils and this is expected to be maintained throughout the next four years of this Plan.

A number of challenges or influences are taken into account in ensuring that we plan and achieve a financially sustainable future.

These are:

• An aging and growing population that will increase demand for Council services

• Rising costs of waste collection and disposal

• Beach management and natural disaster management, including rising sea levels

• Risk management and compliance

• A prudent level of borrowings to create new assets that will benefit the community in the future

• Government grants not keeping pace with cost increases; and

• Maintaining and upgrading Council’s portfolio of assets.

WE NEED TO ENSURE WE CAN MEET OUR LARGE AND VARIED RESPONSIBILITIES AND MAINTAIN INFRASTRUCTURE WELL INTO THE FUTURE.

14


15

A positive result and a strong balance sheet is expected for each year of the Council Plan 2013-2017. The strong financial position reflects our sound financial management, rigorous cost control and commitment to financial sustainability ensuring Council is able to provide the resources to achieve the plan’s goals.

FuTure TreNdS / OuTlOOK

Council’s current and projected performance over the Council Plan is identified by the financial indicators (see right) showing trends over time. They take into account the assumptions and challenges already outlined and are based on delivering the current levels of service under the current funding models. It should be noted that no one indicator can adequately measure the financial sustainability of an organisation, and that the overall trends are more important.

STraTegIc reSOurce plaN

Accompanying this Plan is the Strategic Resource Plan which is updated annually. This includes a budgeted income statement, budgeted balance sheet, budgeted cash flow statement; budgeted capital works statement and human resource statement.

A copy can be downloaded from our website kingston.vic.gov.au.

65%RATES

14%FEES &

CHARGES

19%GRANTS

2%OTHER

1%FINANCE COSTS

38%MATERIALS

22%CAPITAL EXP.

39%SALARIES

$ M

0

10

20

30

40

2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

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4

6

8

10

12

14

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2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

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20%

30%

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REVENUE SOURCES

CASH POSITION

WORKING CAPITAL RATIO

CAPITAL EXPENDITURE

EXPENDITURE BREAKDOWN

DEBT OUTSTANDING

NET OPERATING RESULT

ACCOMPANYING THIS PLAN IS

THE STRATEGIC RESOURCE PLAN

WHICH IS UPDATED ANNUALLY

2013/14 Draft Budget figures 2013/14 Draft Budget figures

CAPITAL RENEWAL

CAPITAL UPGRADE & EXPANSION

OTHER


How would you like the City of Kingston to be in 2035?

This was the challenge we took to the Kingston community. Throughout 2012, more than 5,800 of our citizens from all walks of life told us what they wished for the future of our City through surveys, community forums and online discussions.

Over 13,500 ideas were gathered, sorted into themes and tested to develop a picture of how we want Kingston to be in the future.

This is our shared vision – it’s an exciting picture of where we want to be.

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There’s a simple principle underlying LivingKingston – this is a place where people love to live.

We want to keep it that way... and make it even better. So, we’re taking the steps now to create the Kingston of 2035 – a city which has everything we’re renowned for now, and everything we’ll want in the future.

The Kingston of 2035 will be safe, supportive and full of opportunities for people of all ages, backgrounds and abilities, to learn, grow and contribute.

A place where we can live productive, happy lives.

We will be a healthy and active community where everyone belongs and shares opportunities to enjoy sporting and cultural activities, that celebrate our bayside lifestyle and identity... all the options expected in one of Victoria’s leading muncipalities.

Everything we need in employment, services and facilities will be there to help us maximise our potential as citizens and individuals contributing to the Kingston community.

Our natural environment will underpin this special sense of community and belonging - vibrant neighbourhoods will be connected by beautiful parklands, waterways, community spaces and paths.

This is the future you want for Kingston... growing and thriving, changing and evolving but still remaining the place you love to live.

Our shared vision for the future: lIVINg KINgSTON 2035

Our shared vision for the future...

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in 2035, Kingston will be a well-designed city with attractive places and distinctive local neighbourhoods As a ‘city within a city’, in 2035 the City of Kingston will be a truly diverse but harmonious community with all the right connections.

This Kingston character will begin with our urban design, successfully integrating our housing, industrial precincts, businesses and shops with parkland, sports precincts and recreational spaces.

Vital infrastructure will be securely in place to support this growth.

Planning will protect our green wedge, parklands, and waterways, preserving the appeal of our healthy natural assets – and especially our 13 km of beaches.

In managing our flexibility and risks, we will be equipped to accommodate any changes in our environment and weather.

Our community spaces will be full of activity as we enjoy quality facilities, a balance of indoor and outdoor amenities – from children’s playgrounds and sports ovals to bike paths and indoor leisure centres.

The look of our neighbourhoods will keep changing and evolving through a mix of renovation, public art and cultural activities - always reflecting our pride in where we live.

People wanting to live in Kingston will be able to choose from many types of housing, at a range of prices, integrated into harmonious neighborhoods and serviced to suit their needs. Green, sustainable features in our homes will be of the highest environmental standards.

The community will be well-informed and their opinions about development and change across Kingston will be influential in developing our city’s functions and appearance.

How this might look:

• Well-maintained green and open spaces will complement higher density residential areas. Greater access to our green wedge - such as walking trails, recreational space and bushland – will provide a modern urban living experience.

• We will have capacity for all demands on resource services and the demands placed by extreme weather – we will be ready to meet increased demands for water, sewerage, drainage and storm water treatment.

• Our investment in infrastructure - such as roads, bridges, drains, footpaths, parking - will be sensibly targeted to support population and housing density changes.

“I love where I live, I want to keep its character ”

Community forum partiI want to keep its character ”

Community forum partiI want to keep its character ”

CI want to keep its character ”

CI want to keep its character ”

ipantI want to keep its character ”

ipantI want to keep its character ”

“I want residents to have more say in the direction Kingston takes in regards to things like developments and “I want residents to have more say in the direction Kingston takes in regards to things like developments and “I want residents to have more say in the direction

the type of businesses that establish in Kingston.”Kingston takes in regards to things like developments and the type of businesses that establish in Kingston.”Kingston takes in regards to things like developments and SURVEY RESPONDENTthe type of businesses that establish in Kingston.”SURVEY RESPONDENTthe type of businesses that establish in Kingston.”

18ONE VISION • CITY OF KINGSTON COUNCIL PLAN 2013-2017 & LIVING KINGSTON 2035

in 2035, Kingston’s many communities will be active, engaged and continually learning

Kingston will be a city of many different neighbourhoods, evolving but connected by a strong sense of community and place.

These harmonious neighbourhoods will be safe and friendly, defined by local activities that connect people of all ages, abilities and cultural backgrounds.

The past will be honoured as we move forward. Well-preserved historical buildings, memorials and artefacts will celebrate our living heritage, connection to the past and our distinctive identity.

We will celebrate and socialise through local and city-wide festivals, markets and community events that are highly regarded through Kingston and beyond. These will be affordable and of superior quality, reflecting the high regard for Kingston.

Thriving business networks will offer learning, training and employment opportunities responsive to local needs and engaged worldwide through on-line technologies.

Everyone in Kingston will have access to life-long learning programs, innovative services and online technologies. Libraries, community centres and neighbourhood houses will be local providers of these vital services and connections. These facilities will have flexible spaces to accommodate all varieties of community groups and individuals.

These community groups and businesses will have access to strategic and practical information and services available in multiple languages and formats.

The community will grow and connect through a sustainable network of groups, clubs and service organisations, staffed by well-coordinated and trained volunteers. Volunteering will be strongly supported, highly valued and enhanced by access to a range of resources and opportunities.


• All residents will be able to find activities, assistance and services in their local areas and be connected to community organisations and volunteers.

• Community centres and neighbourhood houses will support a broad range of programs for all ages and be fully utilised during the day, at night and throughout the weekend.

• Libraries will be lively and popular places for the community to gather, access online technology to study and undertake learning programs in multiple languages.

“Support and promote local community groups and clubs so that they can continue “Support and promote local community groups and clubs so that they can continue “Support and promote local community

to exist and meet residents’ social needs” groups and clubs so that they can continue to exist and meet residents’ social needs” groups and clubs so that they can continue SURVEY RESPONDENT

“Knowledge and appreciation of the past is important to feeling ‘at home’ or part of a place.”

“Knowledge and appreciation of the past is important to feeling ‘at home’ or part of a place.”

“Knowledge and appreciation of the past is important

Community forum partiCipant19



in 2035, Kingston’s high quality facilities, services and educational institutions will support a healthy, diverse communityFrom birth to old age, residents will be encouraged and inspired to reach their potential, contribute positively to society and secure their health and well-being.

This commitment to fulfilling lives will begin with our children who will be able to grow and learn locally with access to quality childcare, kindergartens and schools.

Training opportunities for young people will provide important opportunities for developing their lives.

Older people will be valued, contributing members of the community and enjoy innovative services, activities and choices to support positive ageing.

People of all ages and backgrounds - particularly vulnerable and disadvantaged individuals and their support persons - will be able to easily find, access and afford local support services.

This will come about through strong partnerships between government, private industry and not-for-profit organisations.

Quality community facilities for activities will be distributed throughout the municipality and well-used by many different groups.

To strengthen our social connections, revitalised community buildings will be valuable resources, well-maintained and low-cost to use.

Activity and health will be encouraged through sport and recreation opportunities, excellent sporting facilities and precincts and open spaces that are clean, safe and appealing.

Shade and seated areas, with clean and easy to find amenities such as picnic facilities and toilets, will make our beaches, parklands, play grounds and sporting fields hubs of activity for people of all ages, abilities and fitness levels.

Residents, workers and visitors will talk about the exciting cultural and leisure projects and events showcased in Kingston. Our venues will be a preferred destination for sports, cultural events and performing arts.


• Kingston will be an ‘all ages’ municipality, where people are valued from birth to old age.

• Services, facilities and educational opportunities will underpin an active, positive environment that brings together the resources of government, private industry and not-for-profit organisations.

• Community facilities will be an active focus for building social connections.

“Churches/centres for elderly to be given funding to keep the elderly

“Churches/centres for elderly to be given funding to keep the elderly

“Churches/centres for elderly

active in body, mind and soul” to be given funding to keep the elderly

active in body, mind and soul” to be given funding to keep the elderly

SURVEY RESPONDENTactive in body, mind and soul”

SURVEY RESPONDENTactive in body, mind and soul”

“My wish is for all residents of Kingston to have access to all services; health, education, libraries.”“My wish is for all residents of Kingston to have access to all services; health, education, libraries.”“My wish is for all residents of Kingston to have SURVEY RESPONDENT



in 2035 moving around Kingston will be easy and efficient, on any mode of transport

Transport connections will be a strength in Kingston’s enviable lifestyle.

People will be able to travel all around the municipality and connect with Melbourne and the Mornington Peninsula without a car. Public transport and cycling and walking tracks will be designed and connected to maximise mobility.

Our transport networks will be safe, clean and reliable as a result of strong partnerships between Council, government agencies and industry.

Cycling will be popular and practical. Cycling paths that connect our neighbourhoods and bicycle parking facilities at transport hubs and shopping precincts will place environment friendly transport at the heart of the city.

Walking will be another popular and well-catered for exercise.

Pedestrians of all abilities will enjoy safe travel around their neighbourhoods, shopping precincts, recreational spaces, roadways and railway crossings in Kingston.

Traffic will move efficiently through Kingston on carefully managed major roads and dedicated truck routes; our local streets will be safe and free from commuter traffic.

Our local economy, industrial precincts and businesses will benefit from our efficient network of road, rail, air and water transport and will be an employment hub for the region. Moorabbin airport will continue as a vital transport asset and industry and activities will be considerate of the needs of surrounding residents.

Our focus on the future and environmental efficiency will see Kingston at the forefront of introducing emerging forms of transport. Innovative environmentally-friendly forms of transportation such as electric cars and water ferries will be encouraged and supported.


• Flexible and environment-friendly transport and traffic options will provide residents with a choice of travel within Kingston and beyond.

• Championing innovative forms of transport will complement Kingston’s reputation for environmental leadership and stewardship of the natural environment

• Cycling and walking will offer safe and healthy travel connections to transport hubs, shopping precincts, beaches, recreational spaces and popular destinations.

“Public transport is well catered for with bicycle parking, shelters, path connections and sensible, “Public transport is well catered for with bicycle parking, shelters, path connections and sensible, “Public transport is well catered for with bicycle

frequent services.” parking, shelters, path connections and sensible, frequent services.” parking, shelters, path connections and sensible, WEBSITE PARTICIPANTfrequent services.” WEBSITE PARTICIPANTfrequent services.”

“All ages doing short trips by bike or walking on slower streets and everyone is happier and healthier as a result”

“All ages doing short trips by bike or walking on slower streets and everyone is happier and healthier as a result”

“All ages doing short trips by bike or walking on slower WEBSITE par

streets and everyone is happier and healthier as a result”WEBSITE par

streets and everyone is happier and healthier as a result”TI

streets and everyone is happier and healthier as a result”TI

streets and everyone is happier and healthier as a result”c

streets and everyone is happier and healthier as a result”c

streets and everyone is happier and healthier as a result”I

streets and everyone is happier and healthier as a result”I

streets and everyone is happier and healthier as a result”pan

streets and everyone is happier and healthier as a result”pan

streets and everyone is happier and healthier as a result”T

streets and everyone is happier and healthier as a result”T

streets and everyone is happier and healthier as a result”21


Now, how

do we bring this

vision to life?Through a partnership between

the community, private industry, governments and not-for-profits, led by the Councillors and Council staff. This vision is being incorporated into

all aspects of Kingston’s guiding document, the Council Plan.

Now, how Now, how Now,

do we bring this

vision to life?bring this

vision to life?bring this

Through a partnership between the community, private industry,

governments and not-for-profits, led by the Councillors and Council staff. This vision is being incorporated into

all aspects of Kingston’s guiding document, the Council Plan.

in 2035 we will enjoy our beautiful, green city and proudly share it with others.Our safe and clean beaches, parklands, green wedge and beautiful open spaces will underline Kingston’s enduring character of healthy natural environments.

Our indigenous plants and animals will be at the centre of initiatives to preserve and protect flora and fauna through education and personal leadership at home and right across our city.

Landfill operations will not have a place - we will be an example of a community recycling and reducing our waste.

Our city will bring people together. Kingston spaces will be a popular place to connect – our cafes, shops, and appropriate nightlife will showcase a safe, thriving and healthy social culture.

Families, friends and pets will enjoy our open spaces, particularly our beaches.

A shared appreciation of our surroundings will promote clean environments, free from litter and graffiti.

Pets will be valued and looked after responsibly. Dogs and their owners will enjoy our many safe and clearly signed socialising spaces.

All parts of our city will be aesthetically appealing. Attractive housing and streetscapes, appealing shopping strips, clean industrial areas and tidy beaches will be enhanced by vibrant public art. Our important local features will be proudly identified by clear signage.

Beautiful trees and greenery will feature in our open areas and along our roadways, nature-strips, at railway stations, shopping strips and industrial areas. There will be an abundance of fruit trees and community gardens.


• As active, concerned citizens, we will recognise that beauty in our communities is in our hands – we will work together to keep our business and industrial areas clean and fresh by tree planting, planter boxes, art trails, greening up our laneways, beautifying our railway stations and eliminating industrial waste from our creeks and waterways.

“We need to encourage open spaces, community gardens, cafes and bars where

“We need to encourage open spaces, community gardens, cafes and bars where

“We need to encourage open spaces,

socialising can go on in a positive manner” community gardens, cafes and bars where socialising can go on in a positive manner” community gardens, cafes and bars where

COMMUNITY FORUM PARTICIPANTsocialising can go on in a positive manner”

COMMUNITY FORUM PARTICIPANTsocialising can go on in a positive manner”

“I think everyone benefits from a clean environment which is “I think everyone benefits from a clean environment which is “I think everyone benefits from

healthier and promotes more community pride.”healthier and promotes more community pride.”healthier and promotes more COMMUNITY FORUM PARTICIPANTcommunity pride.”COMMUNITY FORUM PARTICIPANTcommunity pride.”


A sustainable and balanced approach to our natural and built environment is key to managing and responding to a constantly evolving municipality, we will protect and enhance all areas of high environmental value. We are fortunate to support an extensive and diverse range of natural assets including wetlands, 13km of Port Phillip Bay coastline, Green Wedge, beautiful parks and open space. As a leader in foreshore management we will provide an enhanced, accessible and vibrant foreshore for our current and future communities. Through the Green Wedge Plan there is considerable opportunity to further improve Kingston’s open spaces and trail links.We will ensure we are adaptable in our management practices to respond to the effects of a changing climate, such as rising sea level and flooding. Planning for urban change will enable us to achieve a balance between community needs, residential amenity, heritage and environmental values.

OUR SeRviceS:

Parks and public open space management; environmental planning and management; coastal and park management plans; ecological studies; beach cleaning and patrol; water conservation and recycling; street sweeping; waste minimisation through reuse and recycling; statutory and strategic planning; building and design; tree protection; enhanced amenity of our streetscapes; protection of heritage sites.

AcHieveMeNT WiLL LOOK LiKe

A built environment, urban development and land use balanced to meet a changing population and maintain Kingston’s livability and economic competitiveness. Improved open and connected spaces and ongoing community involvement in protecting the natural environment.

2A sustainable nAturAl And built environment

ONE VISION • CITY OF KINGSTON COUNCIL PLAN 2013 ONE VISION • CITY OF KINGSTON COUNCIL PLAN 2013

2.1 Intergenerational land use, planning and delivery

2.1.1 Maintain an effective Kingston Planning Scheme

2.2 Green wedge planned and improved for current and future generations

2.2.1. Prioritise and implement actions from the Green Wedge Management Plan

2.2.2. Advocate for transition from landfill activities

2.2.3. Implement planning scheme amendments from the Green Wedge Management Plan

2.2.4. Further develop chain of parks links

2.3 Leaders in foreshore management, ensuring a vibrant, accessible and enhanced foreshore

2.3.1. Protection and enhancement of beaches

2.3.2. Implement Kingston’s Coastal Management Plan

2.3.3. Prepare and implement the Mentone and Mordialloc coastal precinct projects

2.4 Protect and enhance areas of high natural environmental value

2.4.1. Implement the City of Kingston Tree Management Policy

2.4.2 Implement Kingston’s Biodiversity Strategy

2.4.3 Maintain delivery of environmental programs and services

2.5 Adopt and implement sustainable practices

2.5.1. Implement the Kingston Energy Efficiency Strategy

2.5.2 Implement the Kingston Integrated Water Cycle Strategy

2.5.3 Manage and improve the disposal of waste and promote recycling

2.5.4 Implement Flood Mitigation Strategy

2.6 A community sense of pride in the amenity of our parks, streetscapes and public spaces

2.6.1. Implement the Litter and Graffiti Strategy

2.6.2 Maintain and facilitate implementation of the Community Safety Strategy through a partnership approach

2.6.3 Improve our parks and urban public spaces

HOW We WiLL KNOW if We AcHieve THiS

• Community satisfaction result for:

- the appearance of public areas

- Council’s general town planning policy

- Council’s planning for population growth

Priority projects✓ Identify priorities and implement

the Kingston Green Wedge Plan

✓ Prepare Planning Scheme amendments to implement the findings of the review of the Municipal Strategic Statement

✓ Continue to improve statutory planning and building processes

✓ Review the City of Kingston Coastal Management Plan

✓ Implement the Integrated Water Cycle Strategy

✓ Energy efficient street lighting changeover

2928

goal

outcome

strategysuccess indicators

Our strategic dIrecTION

The following pages:

• Set out the six strategic goals, outcomes and strategies

• Outline the key focus areas

• Identify the services to be delivered

• Explain key priority projects

• Provide success indicators to measure and track Council’s performance.

goals are broad statements of where we want to be or what we want to have.

outcomes explain what Council wants to achieve.

Strategies describe how we will achieve the outcomes, and ultimately the goal.

Many of the strategies listed in the following section have a timeframe for implementation beyond the four years of this Plan. Actions included in these strategies will be prioritised and implemented through annual business planning processes.

Success indicators: how we will know we have achieved the goal

Data is collected against each indicator to enable Council to measure performance against achieving the 6 goals.

The majority of the data sources are collected by external agencies enabling the community to independently assess our performance.

The state Government conduct an annual survey of the communities’ satisfaction with a range of Council services.

Council run child care centres and aged care facilities and services are independently assessed to ensure they meet national quality standards and maintain accreditation.

the public can monitor Council’s performance against these indicators and check our progress towards achieving the goals over the next four years through Quarterly performance reports and our annual report available in hard copy and at kingston.vic.gov.au



1Facilities & assets that are well used and effectively managed 2A sustainable

natural and built environment 3Healthy, strong

and connected communities

Council will manage and maintain safe and accessible facilities and assets that are fit for purpose for today’s community, as well as for future generations.

We will achieve this by continuing to invest in improvements and upgrades through capital works and asset renewal programs, finding the balance between the level of investment, meeting the community’s expectations and providing value for money.

Our aim is to ensure that both new and existing facilities and assets have multiple uses as well as being well-utilised. We will achieve this by providing and maintaining recreational facilities which support an active, connected community.

Effective long-term planning will ensure our facilities and assets are functional, accessible and safe.

A sustainable and balanced approach to our natural and built environment is key to managing and responding to a constantly evolving municipality, we will protect and enhance all areas of high environmental value.

We are fortunate to support an extensive and diverse range of natural assets including wetlands, 13km of Port Phillip Bay coastline, Green Wedge, beautiful parks and open space. As a leader in foreshore management we will provide an enhanced, accessible and vibrant foreshore for our current and future communities. Through the Green Wedge Plan there is considerable opportunity to further improve Kingston’s open spaces and trail links.

We will ensure we are adaptable in our management practices to respond to the effects of a changing climate, such as rising sea level and flooding. Planning for urban change will enable us to achieve a balance between community needs, residential amenity, heritage and environmental values.

Kingston is home to a number of different communities across all ages and backgrounds. Our focus is to bring people together to strengthen our sense of community, celebrate diversity and build quality of life.

Council offers many programs to support and strengthen groups including young people, people with a disability, seniors, families with young children, Aboriginal people, people from culturally diverse backgrounds, and sporting and recreational groups, to build healthy and cohesive communities.

We will create an inclusive city by promoting diversity, supporting community interaction, and providing accessible and equitable services. This will be achieved through focused and extensive community planning and analysis to identify community needs and developmental priorities. Our planning and service delivery will be adaptable to the changing needs and expectations of the community.

24


4A prosperous and dynamic city 5An effective

voice 6A well managed and effective organisation

We will continue to promote Kingston as a smart, creative and progressive city with well planned, functional and attractive urban centres and hubs.

To deliver a prosperous city it is critical that we foster innovation, research, learning and skill development and that we encourage the sharing of knowledge. We will create a city with rich cultural vitality, supporting diverse arts and cultural events and activities. Kingston will be a hub for business and industry in Melbourne’s southeast, with thriving industrial estates and strong retail sectors providing opportunities for business operators and investors.

We will continue to support a strong local economy to encourage the availability of local jobs, and to ensure that resources, industry knowledge and skills can be utilised for the benefit of the community. This is reliant on a free-moving transport network with access to parking and a connected transport system. We will ensure effective enforcement of local laws and regulations.

We will champion the community’s voice on issues that we cannot directly control, to influence those who can, through effective advocacy and strategic alliances.

Kingston’s diverse community will be able to engage in community life and participate in shaping their neighbourhood and the future of our city. Council will provide timely and accurate information to strengthen community knowledge and understanding of key issues to inform community participation and debate.

We will maximise opportunities to seek and listen to the diverse views of the community to inform decision making, and be open about our decisions, how they are reached and the outcomes. Council will forge innovative and strategic partnerships with community organisations, educational institutions, private industry and all levels of government. We will leverage opportunities to enhance services, facilities and programs that are responsive to the needs of the community.

Our organisation will focus on governing Kingston in a way that is well informed, responsive, accountable, transparent and involves and draws inspiration from the community.

Our responsible stewardship of the community’s resources is inherent in everything we do. We foster a corporate culture that promotes service excellence, good governance and accountability within a fair, safe and healthy work environment.

We are committed to improving the experience of our customers at every opportunity. We create a workplace where people are inspired and supported, with a commitment to maintaining financial sustainability, and providing the highest standards of professional conduct.

25


Council will manage and maintain safe and accessible facilities and assets that are fit for purpose for today’s community, as well as for future generations. We will achieve this by continuing to invest in improvements and upgrades through the capital works and the asset renewal programs, finding the balance between the level of investment, meeting the community’s expectations and providing value for money. our aim is to ensure that both new and existing facilities and assets have multiple uses and are well utilised. We will achieve this by providing and maintaining recreational facilities which support an active connected community. Effective long-term planning will ensure our facilities and assets are functional, accessible and safe.

Our SerVIceS

Planning for development and maintenance of sport and recreational facilities and playgrounds; leisure planning; managing, maintaining and upgrading Council-owned buildings and facilities (halls, pavilions, offices, libraries, child care centres, aged hostels and club rooms), managing, maintaining and upgrading Council-owned assets (roads, bridges, drains, footpaths); engineering design; asset management and property management.

achIeVeMeNT WIll lOOK lIKe

Well-maintained and utilised assets and facilities, delivered through the ongoing investment, maintenance and upgrade of existing facilities. Recreation and open spaces that are accessible and able to connect people through trails and pathways. Well utilised and enjoyed parks and open spaces and children’s playgrounds.

1Facilities and assets that are well used and effectively managed

hOW We WIll KNOW IF We achIeVe ThIS

• Asset Management Sustainability Index

• Building facilities assessment rating


- condition of local streets and footpaths

- performance of recreation facilities

26


Priority projects✓ Decide on the future Kingston

Council depot site

✓ Develop integrated service model and community service hubs

✓ Prepare Reserve Master Plans for Linton Street oval and open space, and the Rowan Road / Springs Road reserves to provide increased community use

✓ Confirm community use for the Mordialloc Masonic Hall

✓ Review sports ground lighting policy

✓ Continue to plant trees in reserves and near playgrounds

✓ Maximise multiple usage opportunities of our community assets

1.1 Assets are managed and used to meet the needs and provide for current and future generations

1.1.1. Provide ongoing management of existing assets

1.1.2. Implement Council’s Asset Management Strategy

1.1.3. Implement Council’s capital works program

1.1.4. Administer Council’s property portfolio

1.1.5. Plan for and develop infrastructure that responds to storm events and other environmental impacts

1.2 Quality community facilities that are well used and accessible (including sports and recreation, libraries and arts facilities)

1.2.1. Provide and facilitate the development of community facilities and spaces

1.2.2. Progress Council's commitment to community service hubs in the north, centre and south regions of the municipality

1.2.3. Implement the Pavilion Development Strategy

1.2.4. Increase opportunities to access recreational facilities and spaces

1.3 Parks, playgrounds and reserves that meet community needs

1.3.1. Develop and implement Master Plans

1.3.2. Implement the prioritised actions in the Open Space Strategy

1.3.3. Implement the Kingston Playground Strategy

1.4 A community linked through trails, tracks and pathways

1.4.1. Implement the Cycling and Walking Plan

27


A sustainable and balanced approach to our natural and built environment is key to managing and responding to a constantly evolving municipality, we will protect and enhance all areas of high environmental value. We are fortunate to support an extensive and diverse range of natural assets including wetlands, 13km of Port Phillip Bay coastline, Green Wedge, beautiful parks and open space. As a leader in foreshore management we will provide an enhanced, accessible and vibrant foreshore for our current and future communities. Through the Green Wedge Plan there is considerable opportunity to further improve Kingston’s open spaces and trail links.We will ensure we are adaptable in our management practices to respond to the effects of a changing climate, such as rising sea level and flooding. Planning for urban change will enable us to achieve a balance between community needs, residential amenity, heritage and environmental values.

Our SerVIceS:

Parks and public open space management; environmental planning and management; coastal and park management plans; ecological studies; beach cleaning and patrol; water conservation and recycling; street sweeping; waste minimisation through reuse and recycling; statutory and strategic planning; building and design; tree protection; enhanced amenity of our streetscapes; protection of heritage sites.


A built environment, urban development and land use balanced to meet a changing population and maintain Kingston’s livability and economic competitiveness. Improved open and connected spaces and ongoing community involvement in protecting the natural environment.

2a sustainable natural and built environment



- the appearance of public areas

- Council’s general town planning policy

- Council’s planning for population growth

28


2.1 intergenerational land use, planning and delivery

2.1.1 Maintain an effective Kingston Planning Scheme

2.2 Green wedge planned and improved for current and future generations

2.2.1. Prioritise and implement actions from the Green Wedge Management Plan

2.2.2. Advocate for transition from landfill activities

2.2.3. Implement planning scheme amendments from the Green Wedge Management Plan

2.2.4. Further develop chain of parks links

2.3 leaders in foreshore management, ensuring a vibrant, accessible and enhanced foreshore

2.3.1. Protection and enhancement of beaches

2.3.2. Implement Kingston’s Coastal Management Plan

2.3.3. Prepare and implement the Mentone and Mordialloc coastal precinct projects

2.4 Protect and enhance areas of high natural environmental value

2.4.1. Implement the City of Kingston Tree Management Policy

2.4.2 Implement Kingston’s Biodiversity Strategy

2.4.3 Maintain delivery of environmental programs and services

2.5 Adopt and implement sustainable practices

2.5.1. Implement Kingston’s Energy Efficiency Strategy

2.5.2 Implement Kingston’s Integrated Water Cycle Strategy

2.5.3 Manage and improve the disposal of waste and promote recycling

2.5.4 Implement Kingston’s Flood Mitigation Strategy

2.6 A community sense of pride in the amenity of our parks, streetscapes and public spaces

2.6.1. Implement Kingston’s Litter and Graffiti Strategy

2.6.2 Maintain and facilitate implementation of the Community Safety Strategy through a partnership approach

2.6.3 Improve our parks and urban public spaces

Priority projects✓ Identify priorities from the

Kingston Green Wedge Plan and implement

✓ Prepare Planning Scheme amendments to implement the findings of the review of the Municipal Strategic Statement

✓ Continue to improve statutory planning and building processes

✓ Review the City of Kingston Coastal Management Plan

✓ Implement the Integrated Water Cycle Strategy

✓ Energy efficient street lighting changeover

29




- Family, Youth and Children’s support services

- Elderly support services

• Family support service accreditation

• Residential aged care accreditation

• State Government reviews against the National Quality Framework for children, youth and family services and community care

• Maintaining and improving engagement of volunteers

Kingston is home to a number of different communities across all ages and backgrounds. our focus is to bring people together to strengthen our sense of community, celebrate diversity and build quality of life. Council offers many programs to support and strengthen groups including young people, people with a disability, seniors, families with young children, Aboriginal people, people from culturally diverse backgrounds, and sporting and recreational groups, to build healthy and cohesive communities.We will create an inclusive city by promoting diversity, supporting community interaction, and providing accessible and equitable services. This will be achieved through focused and extensive community planning and analysis to identify community needs and developmental priorities. our planning and service delivery will be adaptable to the changing needs and expectations of the community.

Our SerVIceS

Ageing and disability services; delivered meals; Aboriginal and multicultural services; case management; maternal and child health; immunisation; youth services; family services; family day care; child care; outside school hours care; leisure centres; arts centre; environmental health services; community development and planning; Kingston Charitable Fund; sport and recreation


A great place to live that is welcoming, inclusive and supportive of everyone. A healthy happy and safe community, that promotes wellbeing, quality of life and physical activity. A place where people feel they have opportunities to participate in affordable local community services, and sports and recreation activities. People feel involved and connected in the community through volunteering and participating in local community groups.

3healthy, strong and connected communities

30


3.1 Enhanced community wellbeing and participation in community life

3.1.1. Maintain a collaborative and ‘visionary’ approach to the Positive Ageing Strategy

3.1.2. Provide high quality community care services for people of all ages

3.1.3. Implement the Municipal Public Health and Wellbeing Plan

3.1.4. Support people with complex needs

3.1.5. Meet the needs of young people, children and their families

3.1.6. Implement the Family and Children’s Strategy

3.1.7. Implement the Kingston Youth Strategy

3.2 A city responsive to the needs and aspirations of the community

3.2.1. Undertake community development and social research initiatives to respond to community needs

3.2.2. Maintain awareness of and respond to relevant Commonwealth and State legislation, policies and strategies

3.3 Connected and effective community groups

3.3.1. Support and strengthen community organisations and networks

3.3.2. Encourage volunteering to create active, confident and resilient communities

3.3.3. Utilise the Kingston Charitable Fund to support the community

3.4 A diverse and inclusive community

3.4.1. Promote intergenerational activities and spaces

3.4.2. Develop and implement specific placed based programs for disadvantaged communities

3.4.3. Promote access and equity principles to build inclusive communities

3.4.4. Facilitate local festivals and events to connect the community

3.5 Increased participation in physical activity through sport and recreation services

3.5.1. Promote and facilitate the use of sports and recreational facilities

3.5.2. Implement the Regional Soccer Strategy

3.5.3. Implement the Kingston Tennis Strategy

3.5.4. Implement the Active Youth Spaces Strategy

Priority projects✓ Enhance volunteering in Kingston

✓ Construct the Active Youth Space Skate Park at Bicentennial Park

✓ Review Council’s Aged Care Strategy

✓ Resolution of siting for Northcliffe residential aged care facility

✓ A review of community committees to ensure greater participation

✓ Attract and help facilitate events run in Kingston

✓ Review and strengthen community grants program

✓ Kingston Charitable Fund to reach $1 million

31




- performance in traffic management

- performance in parking facilities

- art centres and libraries

- community and cultural activities

- enforcement of local laws

We will continue to promote Kingston as a smart, creative and progressive city with well planned, functional and attractive urban centres and hubs. To deliver a prosperous city it is critical that we foster innovation, research, learning and skill development and that we encourage the sharing of knowledge. We will create a city with rich cultural vitality, supporting diverse arts and cultural events and activities. Kingston will be a hub for business and industry in Melbourne’s southeast, with thriving industrial estates and strong retail sectors providing opportunities for business operators and investors. We will continue to support a strong local economy to encourage the availability of local jobs, and to ensure that resources, industry knowledge and skills can be utilised for the benefit of the community. This is reliant on a free-moving transport network with access to parking and a connected transport system. We will ensure effective enforcement of local laws and regulations.

Our SerVIceS

Transport and road networks; traffic and parking management; promote road safety; activity centre planning and implementation; improved amenity in urban centres and retail precincts; business development opportunities; training and skill development; support developments in technology; library services; support to regional collaboration and partnerships; business networking; community education programs; arts and cultural activities; local laws and regulations.


A vigorous economy that attracts commercial investment and job creation. Retail activity centres which incorporate a large variety of activities that are attractive, functional and easily accessible. A place known for its vibrant arts and cultural activity. A learning and connected community which has access to information and knowledge to support its needs. Kingston will be recognised as a knowledge municipality through its educational, research, development, industry innovation and access to the virtual world of information technology.

4a ProsPerous and dynamic city

32


Priority projects✓ Advocate for the redevelopment and

upgrade of Dingley Village retail centre

✓ Identify traffic congestion areas and issues across the municipality and make recommendations e.g. Mentone Triangle

✓ Review and make recommendations on parking including near train stations (park and ride) near shopping strips and in residential streets (in particular those near the beach)

✓ Enhance and upgrade the amenity of shopping centres and retail precincts

✓ Implement initiatives and educate on business and community sustainability practices

✓ Increase our coordination and collaboration to ensure effective enforcement of local laws planning and environmental health

✓ Efficient enforcement of regulations

✓ Implement a beach zone for dog off leash access all year round

4.1 vibrant active urban centres

4.1.1. Enhance and upgrade the amenity of shopping precincts

4.1.2. Implement and continue the development of Activity Centre Structure Plans

4.2. informed, learning and connected city

4.2.1. Facilitate business education and skills development

4.2.2. Promote a broad range of learning, sharing and networking opportunities

4.2.3. Provide accessible and enticing spaces that foster opportunities to promote lifelong learning

4.2.4. Inform and encourage community participation in Council education initiatives

4.2.5. Enable participation in the evolving digital environment through our library services

4.3 A city rich with cultural vitality

4.3.1. Implement the Arts and Cultural Strategy

4.3.2. Implement the Public Art Strategy

4.3.3. Facilitate diverse arts and cultural activities

4.3.4. Protect and share the community’s unique cultural heritage and create a legacy for the future

4.4 Thriving, profitable and sustainable local economy

4.4.1. Implement strategic economic planning and policy development

4.4.2. Support regional collaboration and partnerships

4.4.3. Foster innovation and technology adoption

4.4.4. Implement the Business Sustainability framework

4.4.5. Review freight traffic movement in industrial areas

4.5 A community with functional traffic, parking and transport links

4.5.1. Develop an Integrated Transport Strategy

4.5.2. Implement Kingston’s Road Safety Strategy and realign with State Government initiatives

4.5.3. Engage the community in parking reviews

4.6 Effective enforcement of local laws and regulations

4.6.1 Enforce and promote statutory compliance

4.6.2 Implement Kingston’s Domestic Animal Management Plan

33




- how we are informing the community

- community consultation and engagement

- lobbying on behalf of the community

We will maximise opportunities to seek and listen to the diverse views of the community to inform decision making, and be open about our decisions, how they are reached and the outcomes. Council will provide timely and accurate information to strengthen community knowledge and understanding of key issues to inform community participation and debate. We will maximise opportunities to seek and listen to the diverse views of the community to inform decision making. We will be open about our decisions, how they are reached and the outcomes. Council will forge innovative and strategic partnerships with community organisations, educational institutions, private industry and all levels of government. We will leverage opportunities to enhance services, facilities and programs that are responsive to the needs of the community.

Our SerVIceS

Communications; social media; community engagement and consultation; LivingKingston 2035; committees; participation on working groups; submissions to relevant authorities; liaison and advocacy with other government organisations including other Councils.


Our community views us as an active and effective voice addressing issues and seeking solutions on their behalf. The community feels that all views, no matter how diverse, have been heard. The community feels engaged with and understands decisions and their outcomes. We are a responsive organisation positioned to understand community needs, identify how these needs can be met, and ensure initiatives are implemented accordingly. We will create a shared vision for the future. There will be greater cooperation and partnership between community organisations, educational institutions, private industry and all levels of government.

5an eFFective voice

34


5.1. Being the voice on community issues beyond Council authority

5.1.1. Identify key issues on which Council should advocate

5.1.2. Advocate effectively on significant issues affecting the community

5.2. Representative and inclusive of diverse views and communities

5.2.1. Consult and engage with our diverse community to inform decision making

5.2.2. Continue to work towards the community’s long-term aspirations for the future

5.3. Enhanced understanding of the complexity of issues impacting Council decisions and outcomes

5.3.1. Proactive communication on key issues to inform community understanding

5.3.2. Proactive communication of decisions and outcomes

5.4. Working together in productive and supportive partnerships

5.4.1. Foster partnerships with community organisations and academic institutions to develop services and access funding opportunities

5.4.2. Develop effective planning partnerships/networks, information systems and strategic frameworks that support appropriate targeting and allocation of resources

5.4.3. Work with other levels of government and agencies to strengthen the physical environment and services

Priority projects✓Priority projects✓Priority projects

Lobby government for more resources for secondary schools/TAFE

✓ Work with other organisations to ensure the protection of Kingston’s beaches against storm events

✓ Develop an effective communications strategy to convey to residents the Council rating strategy

✓ Proactively communicate our challenges as well as success stories

✓ Continue to advocate on behalf of the community on concerns relating to Moorabbin Airport

✓ Evaluate any opportunities for collaboration with housing associations

✓ Lobby for the Cheltenham Court House to be used as a historical museum

✓ Advocate for the National Broadband Network roll-out in Kingston, particularly the Mordialloc Exchange

✓ Work with VicRoads to manage the impacts of the Dingley Arterial on South Road and Nepean Highway

✓ Respond on behalf of the community to ensure the proposed Metropolitan Planning Strategy and new Planning Zones are tailored to reflect local community considerations

✓ Advocate on the economic importance of projects that require State Government infrastructure investment including the Southland Station and redevelopment of the former Highett GasWorks site

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our organisation will focus on governing Kingston in a way that is well informed, responsive, accountable, transparent and involves and draws inspiration from the community. our responsible stewardship of the community’s resources is inherent in everything we do. We foster a corporate culture that promotes service excellence, good governance and accountability within a fair, safe and healthy work environment. We are committed to improving the experience of our customers at every opportunity. We create a workplace where people are inspired and supported, with a commitment to maintaining financial sustainability, and providing the highest standards of professional conduct.

Our SerVIceS

Council and Councillor support; Governance; financial systems and management; corporate systems development, improvement and maintenance; human resource management, organisational development; information management; public relations and communications; occupational health and safety; risk management; audit programs; strategic performance planning and reporting, customer service centres; training and education.


We will be a dynamic, accountable, expert, future oriented and community centric organisation. We have a positive reputation in the community based on our collective efforts. Our community feels we are delivering important services and meeting their needs in an effective and efficient way and they have confidence in us as custodians of their shared resources. An organisation with a visionary approach, continually striving to improve our performance.

6a Well managed and effective oRganisation


• Underlying Operating Result

• Liquidity

• Capital Replacement


- the general overall performance of Council

- overall customer service

• Staff satisfaction with Kingston as an employer



6.1. A well-governed, efficient and responsive organisation

6.1.1. Implement effective governance structures

6.1.2. Embed sound risk management frameworks to mitigate strategic and operational risks to Council

6.1.3. Deliver open and transparent Council and organisational decision making and reporting processes

6.1.4. Implement systems and processes to enhance organisational capability

6.1.5. Maintain Council’s emergency response and recovery services

6.2. A customer focused organisation

6.2.1. Improve awareness of the services and activities that Council delivers

6.2.2. Implement Customer Service Strategy and focus on ‘customer care’

6.3. An organisation that demonstrates community inspired leadership

6.3.1. Develop capable, competent and professional people, individually focused on proactive delivery of quality services

6.3.2. Improve people management capability

6.3.3. Enhance the delivery of People and Culture services and advice that balances legislative, industrial and good practice demands

6.3.4. Implement Council’s Information Services Strategy

6.3.5. Implement Take Care Take Control - Health, Safety and Wellbeing framework to deliver improved OHS and WorkCover Services

6.4. Robust and accountable business and financial processes

6.4.1. Maintain Long-Term Financial Strategy that is integrated with Council’s Asset Management Strategy

6.4.2. Ensure efficient use of resources

Priority projects✓ Ensure efficient use of resources

✓ Implement the Human Resource Information System

✓ Implement service commitment to deliver enhanced customer experience

✓ Maintain strong organisational culture through Community Inspired Leadership development

✓ Review rating strategy to ensure Council levy rates equitably

✓ Review Advisory committee functions and roles

37

COVERCommissioned Public Art mural “Two Acre Village”, Charman Road, Cheltenham

PAGE 1Festival goers at the annual Mordialloc Food Wine and Music Festival, Mordialloc

PAGE 2-3Kingston Councillors 2013 - 2017. L-R: Cr Geoff Gledhill, Cr Tamara Barth, Cr Steve Staikos, Mayor, Cr Ron Brownlees OAM, Cr Paul Peulich, Cr Tamsin Bearsley, Cr John Ronke, Cr Rosemary West OAM, Cr David Eden

PAGE 4-5Festival goers at the annual Globe to Globe World Music Festival, Oakleigh South

PAGE 10-11Aerial view of Parkdale Beach and Keysborough Industrial precinct

PAGE 8-9Boats mooring at Mordialloc Creek, Mordialloc

PAGE 12Soccer at Kingston Heath Reserve, Moorabbin

PAGE 14Victory Park,Chelsea

PAGE 13Market Stall holders at Kingston’s Annual Harvest Festival, Carrum

PAGE 16-17Council’s Annual Globe to Globe World Music Festival, Oakleigh South

TOGETHER WE CELEBRATE AND CONTINUE TO PURSUE COMMUNITY STRENGTH, HEALTH, SUSTAINABILITY, DIVERSITY AND PROSPERITY.



PAGE 18Commissioned Public Art mural “Two Acre Village”, Charman Road, Cheltenham

PAGE 19Participants enjoying activities during Kingston’s Annual Seniors Festival

PAGE 20A group of young people on their way to Kingston’s annual “The Ball”, August 2012

PAGE 21Kingston’s transport networks are safe and reliable, Mentone Station, Mentone

PAGE 22Families play and enjoy open space at Kingston Heath, Moorabbin

PAGE 26-27Mentone Racecourse Reserve, Mentone

PAGE 28-29Kingston’s open spaces such as Waterways are enjoyed by everyone

PAGE 30-31Walking groups are one of the ways Kingston brings the community together

PAGE 32-33Workers on the new production line at Hella, a large manufacturer in Mentone

PAGE 34-35Big crowds at the annual Mordialloc Food Wine and Music Festival, Mordialloc

PAGE 36-37Council’s activities are diverse and extensive

39


notes

40

Arabic9679 9881

9679 9887

9679 9884 CroatianHrvatski9679 9886 VietnameseViệt-ngữ9679 9859 ItalianItaliano

9679 9885Ελληικα Greek

All other languages:

9679 9883 Cantonese粵語

9679 9882 Cambodian

Turkish Polish Spanish SomaliMandarin Sinhalese

Kingston’s Language LineFurther readingWe encourage you to visit Council’s website which contains information about our services, programs, events, major initiatives, major publications and more.

The address is kingston.vic.gov.au Once online you can register to be notified of updates to areas of Council you are interested in. This document is available to download.

For a large print version of this report or any other Council publication, please call Customer Service on 1300 653 356.

Quick Council contactsWe want communication to be easy. You can contact us via:

1300 653 356

TTY: (03) 9581 4506

Multilingual telephone line: (03) 9679 9887

kingston.vic.gov.au

[email protected]

facebook.com/cityofkingston

Po Box 1000, Mentone 3194

in person, Monday to Friday at:

- Cheltenham office 1230 nepean Highway 8.30am to 5.30pm

- Mentone office 34 Brindisi street 9.00am to 5.00pm - Chelsea office 1 Chelsea Road 10.00am to 4.30pm

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Taking the time to understand your needsWe recognise that you want fast, efficient customer service when paying a bill, reporting an issue or finding out about an event, program or service.

At other times, you may want to have a more personal and detailed conversation with Council to have a say about a new strategy, seek advice on a complex issue, or find out more about a Council event, project and policy.

In every situation, we will take the time to listen and understand your concerns so we can respond quickly and effectively. If we are not the most appropriate authority to deal with your enquiry, we will refer you to the appropriate agency.

responding with care and courtesyWe will always exercise patience, empathy and understanding in an effort to work out the best way we can help. We ask that you also treat our staff with respect and courtesy.

Making it easy to contact us We want communication to be easy. We will ask you how you prefer to communicate with us.

We can be contacted via:

1300 653 356

TTY: (03) 9581 4506

Multilingual telephone line: (03) 9679 9887

kingston.vic.gov.au

[email protected]

facebook.com/cityofkingston

Po Box 1000, Mentone 3194

in person, Monday to Friday at:

- Cheltenham, 1230 nepean Highway – 8.30am to 5.30pm

- Mentone, 34 Brindisi street – 9.00am to 5.00pm - Chelsea, 1 Chelsea Road – 10.00am to 4.30pm

Being reliableWe will be clear about the proposed action we will take and when we will respond to your enquiry. If at any point, we are unable to meet these commitments, we will explain why and work with you to set new timeframes.

We will always clearly state our name and position, and when applicable, provide a reference number so it’s easy for you to follow-up with us at any time.

providing clear and consistent informationWe will aim to provide clear and accurate information at all times. If we don’t know the answer to your question we will say so and endeavour to source the correct information and get back to you in a timely manner.

Working with you to find a solutionNo matter how simple or complex your enquiry, we will work with you to find a solution. We liaise with internal departments on your behalf to find the best solution to your problem or enquiry, and keep you informed of our progress.

If we are unable to assist you, we explain why, direct you to someone who can and/or advocate on your behalf.

Valuing your opinionWe value everyone’s opinion and encourage you to participate in Local Government by:

• Attending and participating in Council and/or Village Committee meetings

• Providing input into consultations about new strategies and projects

• Calling, visiting or writing to us with your feedback

• Considering standing for Council when elections are held or becoming a member of a Council committee.

We will meet our service commitment to you by:

Arabic9679 9881

9679 9887

9679 9884 CroatianHrvatski9679 9886 VietnameseViệt-ngữ9679 9859 ItalianItaliano

9679 9885Ελληικα Greek

All other languages:

9679 9883 Cantonese粵語

9679 9882 Cambodian

Turkish Polish Spanish SomaliMandarin Sinhalese

1230 Nepean Highway, Cheltenham, VIC 3192 PO Box 1000, Mentone, VIC 3194

1300 653 356 03 9581 4500 [email protected]

kingston.vic.gov.au

ONE VISION - City of Kingston · ONE VISION • CITY OF KINGSTON COUNCIL PLAN 2013-2017 & LIVING...

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