The City of Casey’s Long Term Community Vision 2031 is to become a more connected, bold and resilient community.

The vision is used to guide the Council Plan priorities in line with the community’s aspirations and was informed by feedback received through our largest ever engagement program, Shape Your City, with feedback from approximately 6,654 community members.

The City of Casey Council Plan 2021-25 was also developed using insights obtained through the Shape Your City engagement, and outlines how we will support our community in:

• driving stronger connections and places,
• developing platforms for community empowerment, and
• ensuring the organisation becomes future ready.

This work is supported by strategies that focus on social inclusion, infrastructure, climate change, service provision and economic development.

The Domain Strategies are part of Council’s Integrated Strategic Planning Framework and outline the direction, priorities and objectives for their respective domains.

They are the:

• Economic Development Strategy 2021‑25
• Infrastructure Strategy 2021-25
• Environment Strategy 2021-25
• Health and Wellbeing Strategy 2021-25, and
• Transformation Strategy 2022-26

Each strategy outlines objectives and targets, while providing high-level strategic direction for the City of Casey through the next four years. 

In 2019 and 2020, public hearings were held as part of an Independent Broad-based Anti-corruption Commission (IBAC) investigation, Operation Sandon, into allegations of corrupt conduct involving former Councillors and property developers in the City of Casey. The report findings and recommendations of the investigation are yet to be released. Once it is, Council will work with IBAC to implement their recommendations.

In 2022 the Victorian Parliament’s Integrity and Oversight Committee undertook an inquiry into the management of the welfare of witnesses and others involved in investigations conducted by Victorian integrity agencies. In April 2022, Council made a submission into this inquiry in regards to witness wellbeing and Operation Sandon. The Committee’s report was tabled in Parliament on 6 October 2022.

The City of Casey responded to the far-reaching effects of the global COVID-19 pandemic with a range of measures to support the social and economic wellbeing of the community. These include:

• adapting our services to enable continued operation while strict social distancing and public health measures were in place 
• working with a range of agencies and partners to support the provision of food and care packages to vulnerable people in the community 
• assistance for local businesses 
• fast-tracking quick response grants for community organisations 
• developing translated information and resources for Casey’s culturally and linguistically diverse community.

Council will continue to support the community and local businesses through the ongoing impacts of the pandemic and recovery. 

Mick Morland Reserve and Legacy Link Construction

The $9.2 million Mick Morland Reserve in Clyde North was completed in July 2021 and includes an AFL/cricket field, two netball courts, a multipurpose pavilion, cricket practice nets, carparking, high performance LED lighting, playground, public art and landscaping.

Bernly Gardens Recreational Reserve Development, Berwick

The $3.64 million Bernly Gardens Recreational Reserve Development includes a new community pavilion, AFL/cricket oval, cricket practice enclosure, lighting, carpark and landscaping. The project was jointly funded by Berwick Chase Primary School ($17,565), the Victorian Government Local Sports Grant program ($1.4 million) and Council ($2.2 million).

Marriott Waters Recreation Reserve Pavilion Redevelopment, Lyndhurst

The $1.5 million Marriott Waters Pavilion redeveloped was completed in April 2022 and includes an expansion of the old netball change rooms to also cater for football and cricket, as well as additional community space and storage areas. Jointly funded by Council ($490,000) and the State Government ($1.01 million) through the Local Sports Grant program.

Casey Safety Village transformation

The former Casey Safety Village in Cranbourne East has been transformed into a new accessible open space. The miniature road circuit has been retained and new seating, fencing and landscaping added as part of the $146,000 project, which was co-funded by the State Government through the Parks Revitalisation Program.

Strong Drive Family and Community Centre, Hampton Park

The community centre renovations included conversion of the small community room into a larger multipurpose community/licenced kindergarten room, update to the Maternal Child Health and kindergarten spaces and inclusion of environmentally sustainable design features including double glazing, solar system and LED lighting. Supported with $1 million from the State Government’s Growing Suburbs Fund.

James Alexander Reserve playground, Endeavour Hills

Completed in May 2022, the $124,200 project included relocation of the existing playground equipment to Sri Lanka for reinstallation, and construction of a new playground which includes accessible pathways, rubber touchdown areas, and a large play tower. The relocation project was done with the assistance of the Rotary Overseas Recycled Playgrounds Harvesting Program.

• Smiths Lane – North Road to Browns Road, road construction unsealed roads, Cranbourne South: $7.9 million
• Cannons Creek Road from Baxter Tooradin Road to Hardy Avenue – road rehabilitation, Cannons Creek: $627,000
• North Road from Western Port Highway to Pearcedale Road – road rehabilitation, Cranbourne South: $595,000
• Marklin Street – road rehabilitation, Cranbourne: $486,000
• Circle Drive South – road rehabilitation, Cranbourne: $506,000
• Ferdinand Drive construction and extension across Rivercrest Christian College, Clyde North: $1.4 million

Strategic Objective 1 –  Deliver sustainable infrastructure and activate places

The City of Casey aims to manage urban growth and deliver future-focussed infrastructure that is innovative and sustainable. We will continue to advocate for and build an accessible, well-connected local transport network. As Casey strives to drive stronger connections, we will endeavour to foster partnerships which ensure we remain a destination for arts, culture, sport and leisure. We will design, build and cultivate places which create a sense of belonging, connection and pride and this includes maintaining safe and clean open spaces and places.

In 2021/22:

• Council worked with the State and Federal Governments, providing input in major rail and transport projects including Camms Road Level Crossing Removal, Webb Street Level Crossing Removal and Narre Warren North Road.
• Developed an Infrastructure Strategy to guide delivery of infrastructure projects across the municipality that support the resilience of the community and the local economy.
• Facilitated the delivery of new and upgraded roads in growing communities through active management of developer contributions.
• Attracted sporting events of regional, state and national significance through partnerships with elite sporting groups and state sporting associations.
• Hosted 66 significant events, including two internationally significant events, touring programs, exhibitions and regular Bunjil Place programming.
• Implemented a gender audit tool to empower women and girls in Casey to advocate for safer places and spaces.
• Implemented the Casey Design Excellence program to ensure major projects incorporate high quality design elements across all builds.
• Developed the 10-year Asset Management Plan to ensure Council’s assets are fit for purpose and sustainable.
• Implemented the open space management contract to ensure the community is provided with clean, safe and fit-for-purpose public parks and playing fields.
• Increased investment and delivered an enhanced playground renewal program to improve the standard of our playgrounds across Casey.

Strategic Objective 2 – Grow Casey’s current and emerging economies

Support the creation of new jobs, by focusing on developing local businesses, attracting investments, revitalising activity centres and facilitating employment pathways. Build and leverage partnerships that enhance service provision, infrastructure delivery and funding opportunities.

In 2021/22:

• Prepared Investment Plans for Fountain Gate–Narre Warren CBD and Cranbourne Activity Centre that identify key infrastructure projects and other opportunities to unlock development potential and attract investment.
• Supported local jobseekers to identify barriers to employment and help navigate pathways through job or social support agencies that assist towards sustainable employment.
• Expand business development and investment attraction through a program of facilitated development.
• Strengthened education partnerships with Chisholm Institute of TAFE, Federation University and other institutions to create further upskilling, industry-based learning, and research opportunities.
• Led the implementation of regional partnerships which focus on job and skill creation in the south-east region.

Strategic Objective 3 – Foster environmentally sustainable practices and work towards being climate ready

The City of Casey will contribute towards a circular economy through waste management and resource recovery. As we conserve, enhance and restore our natural environment, our intention is to become a climate ready city.

In 2021/22:

• Development and implementation of the Community Climate Change Action Plan which will provide an approach to dealing with a changing climate and further reducing greenhouse gas emissions.
• Development and implementation of the Urban Forest Strategy, which will cultivate strong natural assets and foster a greener Casey.
• Committed to the regional procurement of an Advanced Waste Processing tender to secure the long-term waste needs of south-east Melbourne in partnership with several other councils.
• Implemented the initial phase of the State Government Waste Kerbside Reform Program, which will enable the increased recovery of recyclable materials.
• Council planted 28,338 trees including 3,338 advanced trees and 25,000 indigenous plants and trees.
• Council began planning for a solar farm to be constructed on the former Cranbourne Landfill site which will ultimately produce renewable energy equivalent to the total electricity use for all City of Casey owned buildings.

Strategic Objective 4 – Advocate to State and Federal Governments for key service and infrastructure delivery

The City of Casey will build on its current advocacy program by delivering a targeted advocacy campaign in the lead up to the Federal and State Government elections to ensure the municipality is supported in projects that improve transport and infrastructure.

In 2021/22:

• Participated in the Greater South-East Melbourne group of councils, which aims to secure jobs, investment and sustainability outcomes for the entire region.
• Developed an advocacy campaign to raise the profile of key priorities for our area in the lead up to the Federal and State Government elections.
• Continue to work with Cardinia Shire Council to advocate to the State Government for the upgrade and extension of Thompsons Road, one of the region’s highest transport priorities.
   

Strategic Objective 5 – Create a resilient, active and connected local community

Addressing key health and wellbeing needs by connecting people to community and services is vital for the City of Casey. Integrating data and research will ensure our services, facilities and council decision making reflect the needs and priorities of our municipality.

In 2021/22:

• The Reconciliation Action Plan (RAP) has been drafted and establishment of the working group will commence in 2022/23 to help embed understanding and value of Aboriginal and Torres Strait Islander cultures, knowledge and history within the planning and delivery of Council services.
• Implemented the Casey Affordable Housing Strategy and Regional Local Government Homelessness and Social Housing Charter to increase affordable housing options and support services in Casey.
• Developed initiatives that address social disadvantage, equality of access and community resilience.
• Integrated data and research to ensure that services, facilities and Council decision making reflects community needs and priorities.
   

Strategic Objective 6 – Ensure good governance and transparent decision making

The City of Casey will grow the capacity of community leadership through dedicated leadership programs and pathways. This will also include identifying opportunities to improve council decision making through governance practices and community engagement. Overall, this will develop platforms for community empowerment.

In 2021/22:

• Delivered the first Community Leadership Program to empower community leaders and develop their knowledge of Council’s roles and responsibilities. The first 30 participants of the program graduated in November 2021 and the second intake of participants occurred in May 2022.
• Implemented the Casey Good Governance Framework, endorsed by Council in December 2021, which will improve accountability and strengthen Council governance.
• Embedded the Community Engagement Policy to ensure the community’s voice is reflected in our decision-making. This financial year, 106 engagement projects have been undertaken, reaching 77,683 community members and stakeholders.
   

Strategic Objective 7 – Create an adaptable, innovative and financially sustainable organisation that delivers maximum community benefit

As a future-ready organisation, we will identify and implement a sustainable operating model. Council will enhance its services with a focus on innovation and partnerships. Through service reviews and considering stakeholder impacts we will ensure positive outcomes are delivered to the community. By building Council’s ability to pursue innovative partnerships we will ensure greater community outcomes.

In 2021/22:

• Council developed a Partnerships Framework to assist the organisation in governance, guide partnership building and improve oversight.
• Developed and endorsed Council’s Transformation Strategy, which will ensure Casey is an adaptable and sustainable Council into the future.
• Council launched an Open Data Platform to provide easy access to a range of data about the municipality. The platform allows data to be presented in an easy-to-use format, making it more accessible for the community and businesses to conduct research and make evidence-based decisions.