Page G L E N E L G S H I R E · Tourism is very much part of the diversification story. Our abundant tourism assets and our unique location provides for great opportunities. When

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C O U N C I L

P L A N

2 0 1 7 - 2 1

G L E N E L G S H I R E

Glenelg Shire Council Plan 2017-21

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C O N T E N T S

Contents

Glenelg Shire ................................................................................................................... 1 Contents ......................................................................................................................... 2 Message from the Mayor ................................................................................................... 3 Message from the CEO ..................................................................................................... 4 About this plan ................................................................................................................ 6 The Engagement Process .................................................................................................. 7 Planning framework ......................................................................................................... 8 The Glenelg SHIRE ........................................................................................................... 9 Indigenous cultural Heritage ........................................................................................... 11 Our Vision ..................................................................................................................... 12 our people and why they call Glenelg home ...................................................................... 13 Our Focus ...................................................................................................................... 14 Growing Glenelg ......................................................................................................... 15 Connecting Glenelg .................................................................................................... 18 Liveable Glenelg ......................................................................................................... 20 Creative Glenelg ......................................................................................................... 22 Leading Glenelg .......................................................................................................... 24 Major Projects and plans ................................................................................................. 27 Priority Projects and plans ............................................................................................... 28

.......................................................................................................................................................................................

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Council is proud to deliver this four year strategic plan, a document which has been tailored as a direct result of community consultation which highlighted residents’ expectations for the future of our shire.

This forward thinking and action orientated plan paves a focused vision, detailing what the council will do to meet the community’s expectations for the short term future to create economic stimulus, secure new jobs and further improve the liveability of our towns.

After months of community consultation it was clear that our proud community want smart and innovative investment for our future, ensuring wise spending of funds with maximum public benefit.

This feedback helped create five key themes which form the foundation of this plan:

Growing Glenelg – sustaining and growing a diverse economy and social prosperity

Connecting Glenelg – connecting people, places and spaces

Liveable Glenelg – embracing inclusive, health, sustainable and diverse cultures

Creative Glenelg – Creative, inspired, forward thinking and action orientated

Leading Glenelg – Create shared visions within the community ensuring agreed outcomes.

Our key strategic advantages which include a deep sea port, rich agricultural and timber base and growing tourism opportunities provide a strong foundation for this future work plan.

Already 10 per cent of Victoria’s exports are derived from our shire and we are well positioned to continue to build on these results.

From big picture export growth to smaller projects such as improvements to streetscapes and signage, to new sporting facilities, walking paths and trails - our community love their lifestyle and want to build on these assets to ensure it continues to be a great place to work, live and play.

This plan also caters for our growing ageing population, planning for the delivery of key services to cater for their needs into the future.

I comment and endorse this innovative document which will shape a vibrant future for our community.

M E S S A G E F R O M T H E M A Y O R


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M E S S A G E F R O M T H E C E O

The Glenelg Shire Council Plan 2017 – 2021 has been constructed as a result of extensive community consultation around our shire and provides in detail the areas of focus for the next four years and beyond. Our plan is about delivering outcomes for our community - Outcomes that are important and provide ongoing benefits to our community. We will strive to further develop and diversify our economic base that will in turn provide opportunities for jobs and economic growth. Pursuing these opportunities is of critical importance as we need to compete with other regions to earn the right to win new business. Streamlining and simplifying our regulations and policies, promoting our natural assets and infrastructure combined with a focus on economic development gives us a head start in attracting both local and overseas visitors. Tourism is very much part of the diversification story. Our abundant tourism assets and our unique location provides for great opportunities. When we tell our story we tell it with pride – pristine beaches and hinterland, the world heritage nominated Budj Bim, cruise ships, rivers and caves – unmatched destinations. However we need to work hard to increase our profile and attract more visitors. We cannot just assume that tourists will come – membership of GORRT, our tuna festival, our kelpie festival our wood wine and roses festival are all part of the mix and strategically position us to take advantage of the burgeoning tourism market. We have an active, proud and vibrant community. We need to let others know who we are and what we do – improved marketing, new gateway signage, improved foreshore facilities, the construction of the kelpie interpretative centre, our connection to aboriginal heritage and streetscape upgrades will all contribute to developing that story. Linking our strategic plan to budgets is vital to ensure that projects and initiatives get done. We recognise the importance of delivering on our commitments that we have made with the community and fundamental to this is ensuring we have sufficient financial resources allocated to complete the task. Council staff will strive to deliver the measures identified in this plan with respect, integrity, service excellence, teamwork and continued application of innovative solutions. Sport is an important part of our community and the devolvement of new facilities underwrites participation – new modern facilities will attract participants and enable us to remain competitive in a range of local and regional sports. Other benefits such as health and well-being are part of having an engaged sporting community. We will continue to work with State and Federal Governments to obtain funding to support our ageing infrastructure. Recent efforts by council have resulted in more than $80 million dollars being allocated to the Glenelg Shire for road funding. Rebuilding our road network has commenced and over the coming years we will seek further funding for the rebuilding of our four major freight roads as well as the many other roads in our shire that need urgent attention. We will continue to develop strong working relationships with both Federal and State governments to ensure we have the best possible opportunities to participate in shaping regional economic policy including decisions relating to investment infrastructure.

Council

Cheif Executive Officer

Director Assets

Assets and Works Unit

Operations Unit

Local Port of Portland Bay

Project Planning and Facilities Unit

Director Corporate Services

Local Laws Unit

Planning Unit

Emergency and Risk Unit

Statutory Building Unit

Environmental Health Unit

IT Unit

Finance Unit

Governance Unit

Director Community Services

Children Services Unit

Community Wellbeing Unit

Aged and Disability Services Unit

Library Unit

Touriism Unit

Arts and Culture Unit

Ceo Department

Eonomy and Investment, Organisational

Development, Media and Communications


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O U R C O U N C I L L O R S

Cr Anita Rank Cr Geoff White

Cr Karen Stephens Cr Chrissy Hawker

Cr Robert Halliday Cr Gilbert Wilson

Cr Alistair McDonald


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A B O U T T H I S P L A N

The Council Plan 2017-21 provides council’s direction for the next four years. It is a

medium term strategic document required under section 125 of the Local Government

Act 1987 to be prepared every four years following the election of a new council. It

provides a list of outcomes that council will work towards over the next four years.

This Council Plan has been informed by consultation with the community. Council is

committed to achieve the outcomes identified in this plan and will continue to work with

the community to create a great place to live and work.

While this plan identifies works to be undertaken within the next four years, Council has

also identified future work for consideration in the next council plan. Development of a

Community Plan will be a priority under this plan. A Community Plan describes the

communities long term vision and aspirations for the shire and its townships. This will also

help provide direction for the next council plan.

This plan is closely linked to the Strategic Resource Plan. Council is required, under the

Local Government Act 1987 to prepare a Strategic Resource plan to support the Council

Plan. The strategic resource plan identifies the financial and non-financial resources

required to achieve the outcomes identified in the Council Plan.


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T H E E N G A G E M E N T P R O C E S S

What we did

Council lors and staff visited all

townships across the shire and talked

more than 180 people.

We met with staff, service operators,

business operators, new residents and

those that have l ived in the shire for

more than 50 years. We heard from

young people, families reti red people

and volunteers in our community

What we learnt

Residents are proud of their town and

want to demonstrate this through

improvements l ike entrance signs,

public art and streetscape upgrades

People are supportive of further promotion

of our natural and recreational assets

We have a very active community

that would l ike to see improvements

to sporting faci l i ties, tracks and trai ls

We need to ensure our ageing population

has access to services

Our community has a strong

connection with aboriginal heritage

and wants to recognise the

significance of Budj Bim Cultural

Landscape


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P L A N N I N G F R A M E W O R K

The Council Plan identifies council’s direction for the next four years. The strategic

Resource Plan documents how we will fulfill these commitments. These plans directly

influence the Annual Budget. Every year Council is required to report against the

indicators and measures identified in this plan in the Annual Report.

Council Plan

•Strategic objectives

•Strategies

•Strategic indicators

Strategic Resource Plan

•Financial statements

•Statements of non-financial resources

Annual Budget

•Service and initiatives

•Service outcome indicators

•Major initiatives

•Financial statements

Pe

rfo

rma

nc

e r

ep

ort

ing

Annual

Report

Community

Engagement


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QUICK FACTS

T H E G L E N E L G S H I R E

The Shire covers an area of 6,212 square kilometres and is located in the far

south-west of Victoria adjoining South Australia. Of this area, 45% (2,766

square kilometres) is public land.

The traditional owners of the region comprise the Gunditjmara, Bunganditj

and Jarwadjali people.

The Glenelg Shire is renowned for its cultural landscapes, which include the

Budj Bim Cultural Landscape, events such as the Australian Kelpie Muster,

Upwelling festival and Wood Wine and Roses, recreational fishing and its

manufacturing, agricultural, commercial fishing and forestry commodities.

Portland is the Shire’s main regional centre, and housed around 55% (10,881)

of the total population in 2011. The district towns of Casterton (1,764) and

Heywood (1,725) comprise 9% and 8.8% of the total population, respectively.

In 2011, the remaining balance of the total population (27.2%) were housed

within the settlements of Bolwarra, Cape Bridgewater, Condah, Dartmoor,

Digby, Dutton Way, Merino, Narrawong, Nelson, Sandford, Tyrendarra, and

smaller rural communities.

Approximately 17% of the Shire’s population were aged 65 years and over in

2011. This is expected to increase to 32.4% in 2031. Couples with no children

comprise the largest household type within the Shire accounting for 28.7% of

the population, followed by lone person households (28.6%) and couples

with children (25.9%).

In 2016 the largest employers in the Shire were manufacturing (18.3%),

agriculture, forestry and fishing (13.1%), health care and social assistance

(13.1%), retail trade (10.4%), education and training (7.3%), accommodation

and food services (7.2%), construction (5.5%), transport, postal and

warehousing (5.1%) and public administration (5.1%).

Glenelg Shire is an important part of the Green Triangle Economic Region.

The Green Triangle spans the border area between South Australia and

Victoria and covers south-west Victoria and the south-east of South

Australia. It includes: Warrnambool, Mt Gambier, Portland,Hamilton,

Naracoorte, Bordertown, Millicent and Penola.

The Shire is well positioned to support an economic region which is much larger than its municipal

boundaries and population. It has direct road and rail transport links to the deep water port at

Portland, and is connected to the south-east of South Australia with its strong focus on plantation

timber, horticulture and viticulture, and to grain, and dry land products of the Wimmera and Mallee

(via Hamilton) to the north via the Henty and Hamilton highways, and to the dairy producing regions

to the east via the Princes Highway.

Shire area

=6,212

square

kilometers

Population

=19,575

% of

population

over 65

=17%

% of

Victorian

export

through Port

of Portland

= 10%


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Glenelg Shire within Victorian context


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I N D I G E N O U S C U L T U R A L H E R I T A G E

The Gunditjmara, Bunganditj and Jarwadjali people have inhabited this

region since the earliest of times.

Sacred to the Gunditjmara people, the Budj Bim National Heritage

Landscape at Lake Condah in Victoria's south-west is home to the remains

of potentially one of Australia's largest aquaculture systems. Dating back

thousands of years, the area shows evidence of a large, settled Aboriginal

community systematically farming and smoking eels for food and trade.

The Budj Bim National Heritage Landscape was included in the National

Heritage List in 2004 and has been recommended for Unesco Listing (2016)

Evidence of the aquaculture system, including stone eel traps and

channels, and the lifestyle, including stone house sites and smoking trees,

are located along the Budj Bim National Heritage Landscape.


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O U R V I S I O N

Glenelg Shire Council is forward

thinking and inclusive. We will

continue to innovate and develop

our diverse economy to deliver

services that meet the needs of our

community


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O U R P E O P L E A N D W H Y T H E Y C A L L G L E N E L G H O M E

The shire is made up of townships whose residents have a strong

connection with their home. During the preparation of this plan we found

that Glenelg Shire’s strength comes from the resilient people who

contribute to their communities. These are some of the comments from

our community.

"We are on the verge of greatness and looking to hone in on tourism into the future through our cafes, art and foodies trail", "we've got everything to offer". (Narrawong resident age 45) "I came here because of affordability, amenities and looking to relocate from Adelaide with my disabled son". “What keeps me here is the warm community feel” (Casterton resident, age 43) “For what I need everything is here, bush nursing, Police, schools, kindergarten and a post office” (Dartmoor resident age 53) “Important to keep what we have, it's rural, it's beautiful, and we have a feeling of community in Narrawong” (Narrawong resident age 41) "We are community minded people, our children leave for education and come back because of the pride they have for their town" (Portland resident age 62) "There is a strong feeling of safety in the streets, I don’t think you get that in many places" (Dartmoor resident age 51)


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O U R F O C U S

Council have identified the following areas to focus on for the next four

years:

Sustain and grow a diverse economy and social prosperity Growing Glenelg

Connecting Glenelg Connecting people, places and spaces

Embracing inclusive, healthy, sustainable and diverse Liveable Glenelg cultures for living

Creative, inspired, forward thinking and action oriented

Create shared visions within the community ensuring Leading Glenelgagreed outcomes


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G R O W I N G G L E N E L G

Sustain and grow a diverse economy and social

prosperity

Focus Objective Strategies/Actions Indicators Measure

Growing our economy/ Economic development diversification

Ensure the resilience and sustainability of our economy into the future

Support a diverse range of employment opportunities Glenelg Shire is a centre for innovation and creativity to help build economic sustainability Create strategies to encourage new business development

Investment attraction Support startups

Develop investment prospectus for areas to address industry and agriculture to diversify economy Meet with Government and industry reps to promote investment and Government funding in shire. Identify a space for start up companies to use within the shire and work with emerging businesses.

Photo “Let’s make Glenelg the

most livable rural

community by

capitalising on what we

have, coastal vantage,

ocean and beaches,

natural environment is

beautiful “ (Narrawong

Resident)


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Focus Objective Strategies/Actions Indicators Measure Support the growth

of existing businesses

Business group support

Provide support to business groups in Portland, Heywood and Casterton

Growing the population/ Population attraction

Encourage/promote local employment opportunities

Promote the shire to attract new residents/immigration and refugee relocation Market the shire as an attractive and appealing place to live.

Shire promotion

Develop value proposition for population attraction and retention National advertising campaigns and relevant forums.

Growing tourism

Promote natural and cultural assets

Promote Budj Bim values within and outside of Glenelg Shire Continue to partner with Great Ocean Road Regional Tourism (GORRT) Promote natural and recreational assets Promote iconic events and develop new and emerging opportunities throughout the shire

Successful implementation of Stage 1 of Budj Bim Development Plan Development of Portland as a Great Ocean Road Destination Growing Glenelg

Update visitor information material for Budj Bim Active participation in Aboriginal Advisory Committee to implement stage 1 of the Budj Bim Development Plan Continue council attendance participate in all GORRT Board Meetings To develop other townships within the Shire under the destination brand as developed by GORRT Three marketing initiatives per year to promote Growing Glenelg


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Focus Objective Strategies/Actions Indicators Measure Build

international tourism

Continue to promote Portland as a destination for cruise ships

Increase cruise ship visitation

Meet with cruise ship operators annually to promote Portland as a cruise ship destination

Skills development

Support opportunities for life-long learning Support partnerships between employers and education

Support re-skilling and upskilling opportunities Support higher education Pursue opportunities to develop and retain young people in local employment

Training and upskilling. Support for formal and informal learning opportunities Support trainee programs

Continue to support Beyond the Bell program Create partnerships with education providers and establish direction to support and encourage higher education and upskilling of our community Support linkages to training and development opportunities in innovation, entrepreneurship and technology to local business and education providers Meet with service providers at least annually Development of informal learning programs and activities across the shire Council to continue to offer traineeships, works placements and scholarships Support community engagement through volunteering/work placement opportunities for youth through various volunteering organsations and council events


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C O N N E C T I N G G L E N E L G

Connecting people, places and spaces

Focus Strategic Objectives

Strategies/Actions Indicators Measure

Connecting places and spaces

Promote the creation of improved transport infrastructure Improve connection of public places within the shire

Advocate for improved roads and public transport across the shire Create places that enhance active engagement of people with community.

Repair and upgrade of roads Green Triangle Freight Action Plan. Walking and Cycling facilities

Continue to pursue funding opportunities for road repair and upgrade. Lead the Green Triangle Freight Action Plan Steering Committee - meet at least four times per year for continued advocacy Finalise Glenelg Shire Tracks and Trails strategy Finalise Open Space strategy

Photo Here

"You walk down

the street and

people smile at

you", it gives you a

sense of

community”


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Community spaces that are multifunctional, inclusive and accessible

Redevelopment of Council’s public libraries through funding opportunities

Support the creation of all abilities access in the Shire

Provide opportunities for all people to connect to Council services and community information Transform public spaces to create ‘smart’ and digitally connected space within the community

Public access Digital connectivity- in public spaces

Continue to seek funding for all abilities access, recreational and commercial services Add to or create new free public Wi-Fi infrastructure Increase the utilisation of Smart Cities Membership Pursue smart city funding opportunities.

Connecting people

Improve connectivity/linkages and communications Transformed public spaces through smart technology

Advocate for ecommerce and digital uptake Enhance inclusive and equitable communities where people feel safe, supported and connected to others Support opportunities for social connections through partnerships networks

Digital connectivity Community safety Community connections and partnerships

Meet with NBNco representatives to discuss service gaps within the shire. Improve digital / ecommerce uptake Maintain above average perception of safety within community (VIC Health indicator) Seek grant/funding opportunities to enhance public safety. Continue Connect Glenelg Continue to promote community events calendar


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L I V E A B L E G L E N E L G

Embracing inclusive, healthy, sustainable and

diverse cultures for living .



Livability and quality of life

Promote a welcoming, caring and participative community

Improve attractiveness and accessibility of local facilities Improve appearance of public spaces and streetscapes within townships

Parks and open space Streetscapes

Community satisfaction survey results indicate above average satisfaction with quality of parks and open space (Local Government Planning Reporting Framework-LGPRF) Seek funding for aspects of the Civic Precinct Master Plan. Seek funding to improve and rejuvenate streetscapes

"I moved away

and came back

because I wanted

my kids to

experience the

same lifestyle I

grew up with"


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Create a range of opportunities for the community to participate in council decision making

Community engagement

Create ongoing online forum for community feedback Conduct at least 1 listening post event per quarter.

Health and wellbeing

Improve health outcomes for all ages

Support programs to improve heath awareness and active communities Support the creation and maintenance of good quality sport, recreational and leisure facilities Advocate for improved health and allied services

Community wellbeing Recreational facilities Health Services

Residents report above average wellbeing score (VIC Health indicators) Assist community to promote events Seek funding aspects of the Civic Precinct Masterplan Finalise Open Space Strategy Redevelop user group agreement with Health service providers Develop Municipal Health & Wellbeing Plan

Environmental sustainability

Council demonstrates leadership in environmental sustainability

Reduce Council’s carbon footprint Reduce Impacts of climate change Reduce Council’s water usage Protect Environmental Assets

Carbon footprint

Continue to implement measures to reduce Council’s energy usage (Carbon emission) Council’s policies, procedures, documents and operations account for the possible impacts of climate change Continue to implement measures to reduce Council’s water usage. Council to implement environmentally friendly energy solutions. Actively reduce weed species


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C R E A T I V E G L E N E L G

Creative, inspired, forward thinking and action oriented


Strategies/Actions Indicators Measures

Creative communities, places and people

Recognise and promote cultural heritage Support creative expression and engagement Create and support opportunities for cultural & tourism events and activities.

Promote diversity; celebrate creative and cultural heritage; foster creative capacity and practice Build partnerships that promote creative expression and engagement; stimulate creative practice and creative places

Cultural diversity Cultural heritage Support for community and creative industries

Maintain council involvement in existing community, cultural and creativity events across the Shire Work towards development of a space to display Council’s Cultural Collection Commit resources to enhance the Partnership Agreements. Promote community events calendar and support diverse arts and cultural programming.

Photo Here

“Innovation is so

important, we must

engage and harness

the innovators in the

community”


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Strategies/Actions Indicators Measures

Promote opportunities for community events within all townships of the Shire

Offer opportunities for people to participate and attend cultural, arts and literacy activities Seek funding for creative public art & place making, Work with the community to develop an events calendar

Innovation

Support smarter operations of Council services Promote innovative thinking in the community

Promote innovative solutions by allowing for creative input into decision making Create opportunities for innovation within the community Partner with other organisation to facilitate innovative solutions

Participation in decision making Innovation

Simplified & streamlined customer experience. Promote council’s One Stop Shop service. Promote “ideas” forum in townships Deliver opportunities for people to experience new technologies and innovative solutions Promote Smart Cities membership.


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L E A D I N G G L E N E L G

Create shared visions within the community ensuring agreed outcomes

Focus Strategic Objectives Strategies/Actions Indicators Measures

Advocacy

We will advocate on behalf of the community for better outcomes for the Shire Promote collaborations and seek joint ventures with regional, State and Federal opportunities Promote capacity building within the community

Lead and participate in regional partnerships Lobbying and advocacy on agreed local priorities to place Glenelg Shire at the forefront of policy and funding considerations Contribute to policy and strategy development led by government or other agencies

Community satisfaction with council decisions Lobbying for community

Community satisfaction with council decisions continues to be above average (LGPRF) Community satisfaction with lobbying on their behalf continues to be above average (LGPRF)

Photo Here


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Focus Strategic Objectives Strategies/Actions Indicators Measures Facilitate the creation

of partnerships within the community and support community groups to meet the needs of the community

Accountability

Compliance with legislative requirements Financial responsibility to ensure long term viability and sustainability

Good governance principles applied to guide strategic decision-making Council demonstrates leadership in its decisions to meet future needs and challenges Long-term planning and prudent financial management Continuous improvement methods used to ensure excellence in service delivery

Statutory Compliance Financial accountability

Statutory planning permits assessed continues to be less than state average (LGPRF) Undertake Planning Scheme review Maintain existing services standard Lobbying for additional funding to support asset renewal Reduce expenditure level per property assessment from 2016 levels (LGPRF) Continue to maximise grant opportunities for the shire

Transparency

Community members are encouraged to take an active part in democratic engagement

Council continue to improve communications and engagement practices to support open and inclusive decision-making processes Use technologies to assist communication and service delivery

Council reporting.

Improve Council website to be more intuitive and useable for customers. Embed the Community Engagement Framework into council procedures.


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Focus Strategic Objectives Strategies/Actions Indicators Measures

Improve the customer experience Offer people a say in Council decisions

Participation in decision making

Endeavor to maintain number of Council decisions made at meetings open to the public (2016 benchmark).

Staff Support Long term planning and staff capacity building to assist in the development of a resilient Organisation

Ensure the organisation has the right mix of people to deliver the best outcomes for the community

Sustainability Update Organisational Development policies to be in line with best practice.


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M A J O R P R O J E C T S A N D P L A N S Council is committed to complete the following projects over the next four years

P R O J E C T Growing Liveable Connecting Creative Leading

A U S T R A L I A N K E L P I E C E N T E R

P O R T L A N D L I B R A R Y R E D E V E L O P ME N T

Council is committed to develop the following plans over the next four years

P L A N Growing Liveable Connecting Creative Leading

F O R E S H O R E M A S T E R P L A N

O P E N S P A C E P L A N C O M M U N I T Y P L A N G L E N E L G S H I R E T R A C K S A N D T R A I L S S T R A T E G Y


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P R I O R I T Y P R O J E C T S A N D P L A N S Council will seek funding to complete the following projects as a priority

P R O J E C T Growing Liveable Connecting Creative Leading

P O R T L A N D F O R E S H O R E M A S T E R P L A N I M P L E M E N T A T I O N

C A P E B R I D G E W A T E R M A S T E R P L A N

P O R T L A N D C B D U P G R A D E

H A N L O N P A R K L I G H T I N G

P O R T L A N D C I V I C P R E C I N C T M A S T E R P L A N I M P L M E N T A T I O N

M A R I N E M A S T E R P L A N I M P L E M E N T A T I O N


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( S T R A T E G I C R E S O U R C E P L A N T O B E I N S E R T E D O N C E A D O P T E D B Y C O U N C I L )

Documents

Page G L E N E L G S H I R E · Tourism is very much part of the diversification story. Our abundant tourism assets and our unique location provides for great opportunities. When