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City of Casey
Corporate planning and reporting

Long-Term Community Vision 2031

The Long-Term Community Vision 2031 defines the community aspirations for the future of the City of Casey, which is to become a more connected, bold and resilient community.  

 The Vision is a high-level strategic document, which is a legal requirement under the Local Government Act 2020, Section 89, that describes the community’s aspirations for our municipality for the next ten years and the type of city they want to see. 

The City of Casey developed the Vision using the feedback and insights obtained through Council’s largest ever community engagement program Shape Your City.

 The Vision should be read in conjunction with the City of Casey Council Plan 2021-25 (Council Plan), which details how Council plans to deliver on the Vision through a range of Strategic Objectives, Strategies and Strategic Indicators. The Council Plan is centred on what Council will achieve for the municipality in a four-year period and must reflect the Vision.

Council’s Integrated Strategic Planning Framework guides Council in identifying community needs and aspirations over the long term (the Vision), medium term (Council Plan) and short term (Annual Budget, incorporating the Annual Action Plan and Capital Works Program), and how it will hold itself accountable (Annual Report and Audited Statements).
The following illustration demonstrates Council’s Integrated Strategic Planning Framework, including the hierarchy and how our strategic documents fit together to help achieve our community’s vision for Casey.

Integrated Strategic Planning Framework (ISPF)

As part of our largest-ever community engagement program, Shape Your City, we reached out to our community via online forums, webinars, surveys and a community panel to find out what their aspirations, needs and priorities are their community. The findings went into producing a roadmap for the future, which included shaping our long-term Community Vision.

Key Findings and Development of the Long-Term Community Vision 2031 

Through the Shape Your City engagement program, the following key themes emerged: 

  • The aspiration to live in a truly safe place 
  • The desire for greater social connection 
  • Clean and green public spaces 
  • The need to improve transport infrastructure
  • Re-thinking urban growth 
  • A thriving and resilient local economy 
  • Sustainable and resilient municipality
  •  Better and more transparent governance 
Shape Your City Graphics

 

Our community is faced with a number of complex issues in this ever-changing environment, which cannot be solved by one person, group or organisation.  It requires Council and community – together – to work as one to help solve these complex issues. 

As we strive to ensure Casey becomes a more connected, bold and resilient community, we have developed a set of high-level themes to guide Council’s strategic direction, help realise this vision and support the community’s aspirations. 

Our high-level themes include:

Theme one: More Connected

Whether we are talking about connecting people to places, or Council and community, we know that connection is important to our community

Guiding Statement

  • Physical connection, with better roads, public transport, pedestrian, and bike paths.
  • Welcoming environments that encourage social and cultural connection. 
  • Strengthened culture of collaboration, partnerships, and community-led networks

Theme two: Bold

We will become more innovative in embracing change and exploring opportunities that creates services for our community, whilst building a sense of pride.

Guiding Statement

  • Desire to become more innovative with technology.
  • A willingness to embrace change and build a sense of community pride.
  • Design more ways where community can contribute to the shaping of initiatives, they wish to see take place across the municipality.

Theme three: Resilient

To be a great city long into the future, we will become even more adaptable in how we respond, creative in how we evolve our economy, and sustainable in how we use our resources.

Guiding Statement

  • Create an environment that can respond to and bounce back from external impacts such as COVID-19 or natural disasters.
  • Use data and research to design the future. 
  • Help build a resilient community ready for the post-pandemic opportunities.
     

Summary

The Long-Term Community Vision 2031 defines the community aspirations for the future of the City of Casey, which is to become a more connected, bold and resilient community.  

 The Vision is a high-level strategic document, which is a legal requirement under the Local Government Act 2020, Section 89, that describes the community’s aspirations for our municipality for the next ten years and the type of city they want to see. 

The City of Casey developed the Vision using the feedback and insights obtained through Council’s largest ever community engagement program Shape Your City.

 The Vision should be read in conjunction with the City of Casey Council Plan 2021-25 (Council Plan), which details how Council plans to deliver on the Vision through a range of Strategic Objectives, Strategies and Strategic Indicators. The Council Plan is centred on what Council will achieve for the municipality in a four-year period and must reflect the Vision.

Integrated Planning Framework

Council’s Integrated Strategic Planning Framework guides Council in identifying community needs and aspirations over the long term (the Vision), medium term (Council Plan) and short term (Annual Budget, incorporating the Annual Action Plan and Capital Works Program), and how it will hold itself accountable (Annual Report and Audited Statements).
The following illustration demonstrates Council’s Integrated Strategic Planning Framework, including the hierarchy and how our strategic documents fit together to help achieve our community’s vision for Casey.

Integrated Strategic Planning Framework (ISPF)

Shape Your City

As part of our largest-ever community engagement program, Shape Your City, we reached out to our community via online forums, webinars, surveys and a community panel to find out what their aspirations, needs and priorities are their community. The findings went into producing a roadmap for the future, which included shaping our long-term Community Vision.

Key Findings and Development of the Long-Term Community Vision 2031 

Through the Shape Your City engagement program, the following key themes emerged: 

  • The aspiration to live in a truly safe place 
  • The desire for greater social connection 
  • Clean and green public spaces 
  • The need to improve transport infrastructure
  • Re-thinking urban growth 
  • A thriving and resilient local economy 
  • Sustainable and resilient municipality
  •  Better and more transparent governance 
Shape Your City Graphics

 

Long Term Community Vision 2031

Our community is faced with a number of complex issues in this ever-changing environment, which cannot be solved by one person, group or organisation.  It requires Council and community – together – to work as one to help solve these complex issues. 

As we strive to ensure Casey becomes a more connected, bold and resilient community, we have developed a set of high-level themes to guide Council’s strategic direction, help realise this vision and support the community’s aspirations. 

Our high-level themes include:

Theme one: More Connected

Whether we are talking about connecting people to places, or Council and community, we know that connection is important to our community

Guiding Statement

  • Physical connection, with better roads, public transport, pedestrian, and bike paths.
  • Welcoming environments that encourage social and cultural connection. 
  • Strengthened culture of collaboration, partnerships, and community-led networks

Theme two: Bold

We will become more innovative in embracing change and exploring opportunities that creates services for our community, whilst building a sense of pride.

Guiding Statement

  • Desire to become more innovative with technology.
  • A willingness to embrace change and build a sense of community pride.
  • Design more ways where community can contribute to the shaping of initiatives, they wish to see take place across the municipality.

Theme three: Resilient

To be a great city long into the future, we will become even more adaptable in how we respond, creative in how we evolve our economy, and sustainable in how we use our resources.

Guiding Statement

  • Create an environment that can respond to and bounce back from external impacts such as COVID-19 or natural disasters.
  • Use data and research to design the future. 
  • Help build a resilient community ready for the post-pandemic opportunities.
     

Council Plan 2021 – 25

The Council Plan 2021-25 outlines how we will achieve our Long-Term Community Vision 2031 (the Vision) to – become a more connected, bold and resilient community –while also focusing on how we will work with our community, key stakeholders, community organisations, surrounding municipalities and other levels of government.  

The Council Plan was developed based on the feedback from Shape Your City, Council’s largest ever community engagement program. Shape Your City identified eight key themes from what our community told us are their priorities for the future of our city. These key themes have helped shape the strategic objectives and priorities set out in the Council Plan. 

As the Chair of Administrators for the City of Casey, it gives me great pleasure to present our community with the Council Plan 2021-25.

Informed by extensive consultation and deliberate engagement with our community, the Shape Your City engagement program received input from nearly 7,000 participants across our municipality.  We spoke with our community using various channels, including online forums, telephone surveys, hosted catch-ups, carer surveys and live chat forums, and have used  the feedback we received to develop the 10-year Long Term Community Vision 2031 and this Council Plan.  This vital feedback will also help shape the direction of future infrastructure and service delivery in Casey, from parks and playgrounds to the arts, community services, local road projects and more. Thank you to everyone who took the time to share their views and ideas with us. 

The Council Plan outlines how we plan to deliver on our community’s vision over the next four years, with a focus on social inclusion, infrastructure, climate change, service provision and economic development. As one of the state’s fastest growing and most populated municipalities, it is important that the City of Casey continues to deliver services and infrastructure to meet the growing demands of our city.

The Council Plan positions Casey to continue to grow and deliver on our community’s vision.  

As a result of the COVID-19 pandemic, we have worked within tight budget parameters to create a plan that is both responsible and achievable.  I believe this plan will leave the next Council well positioned to take this city forward and continue the work to manage growth, support social inclusion, build infrastructure, create jobs and deliver services. 
We have taken what our community has told us is important and made them our priorities.  I encourage you to take the time to read this document and find out more about Council’s objectives and invite you to join us as we embark on the next four years to ensure that the City of Casey can become a more connected, bold and resilient community.

Noelene Duff PSM

We continue to work hard as an organisation to deliver on the priorities and aspirations of our community, identified through the deliberative community engagement program, Shape Your City.  Through this Council Plan we have outlined our objectives to support our community in driving stronger connections and places, developing platforms for community empowerment and ensuring the organisation becomes future ready.  Despite being faced with the challenges of COVID-19, we are adapting to ensure the pandemic has minimal impact on the provision of services and infrastructure for our community. 

Our Long-Term Community Vision 2031 details the community’s aspirations for the future over a ten-year period, including the strategic direction Council will take to help make this vision a reality.  This Council Plan focuses on how we will achieve those strategic directions through an ambitious but financially responsible agenda.   It details our overarching strategic objectives in delivering on our community’s vision over the next four years, and outlines the strategies we’ll undertake and the strategic indicators that will ensure we are on track. 

This plan will help us continue to deliver essential services, projects and key infrastructure to support growth, local jobs and the prosperity of our community.  Over the next four years, Council will devote $1.7 billion to programs and services and invest $490 million on capital works projects, while managing $6 billion worth of property, infrastructure, plant and equipment assets.

Over the next 12 months alone, Council’s planned priorities are underpinned by an expenditure of $421 million on programs and services, including child, youth and family, waste management, arts and culture, road networks, community connection and wellbeing, ageing and community care, parks and playgrounds, sports and leisure, and building and planning to name a few.

We will continue working hard to deliver for our community through good governance and decision making and by undertaking community consultation to hear our community’s voice to help Casey thrive for many generations to come.

The City of Casey is a vibrant, welcoming place to live, work and visit. Our strength is in the way our community members and our organisation work together and our Council Plan provides the framework to support this collaboration and ensure we become a more connected, bold and resilient community.

Glen CEO headshot

Key demographics

Key demographics 2

Key demographics 3

Key demographics 4

Footnotes

1. Forecast.id, 2019 | 2. Profie i., 2016 | 3. ABS 2016, ERP re-released in 2018 | 4. ABS, 2016 | 5. ABS, 2020 | 6. Profile.id, 2019

Strategic Direction 1:  Drive stronger connections and places

Whether we are talking about connecting people to places, or Council and community, we know that connection is important to our community.

Objective 1:  Deliver sustainable infrastructure and activate places

Strategies Indicators
  • Advocate and build an accessible and well-connected local transport network
  • Foster partnerships that ensure Casey remains a destination for arts, culture, sport and leisure
  • Design, build and cultivate places that create a sense of belonging, connection, and pride
  • Manage urban growth and deliver future-focused infrastructure that is innovative, sustainable and adaptable
  • Prioritise investment that revitalises our existing infrastructure and services to meet changing needs
  • Create and maintain safe and clean open spaces and places
  • Increase the level of community value-add achieved in State/Federal major transport projects
  • Attract events of regional, state, national and international significance to Casey
  • Become a nationally-recognised destination for cultural and civic excellence
  • Increased use of Environmentally Sustainable Design principles within infrastructure
  • Increased digital infrastructure within the public realm
  • Decrease the renewal gap
  • Increase Customer Satisfaction for appearance of Public Areas

Objective 2:  Grow Casey's current and emerging economies

Strategies Indicators
  • Support the creation of new jobs by focusing on developing local businesses, attracting investment, revitalising activity centres and facilitating employment pathways
  • Build and leverage partnerships that enhance service provision, infrastructure delivery and funding opportunities
  •  Growth in key trade industries, employment, or establishments by trade industries
  • Growth in future industries, employment, or establishments by trade industries
  • Economic growth (GRP growth %) exceeding or equal to population growth (%) – annual report
  • Improved local job self-sufficiency
  • Growth in the number of mutually beneficial partnership programs that improve community outcomes

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

Strategies Indicators
  • Conserve, enhance and restore the natural environment
  • Contribute towards a circular economy through waste management and resource recovery
  • Support a climate-ready city through climate change mitigation and adaptation
  • Support a healthy natural ecosystem
      • 100,000 indigenous plants reintroduced within the municipality
  • Increase community participation in environmental education and events
  • Accelerate progress towards carbon neutrality
  • Develop and implement the Corporate Climate Action Plan

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

Strategies Indicators
  • Secure funding through Council’s advocacy campaign, Connecting Casey, to provide transport, infrastructure and community services

 

  • The level of State/Federal commitments toward transport infrastructure and services align with Council’s advocacy on transport improvement

​​​​​​Strategic Direction 2:  Develop platforms for community empowerment

We want to unite our individual courage into a collective force capable of tackling the big issues we care about.  To be brave enough to explore new ideas, and bold enough to lead the way.

Objective 5:  Create a resilient, active and connected community

Strategies Indicators
  • Address key health and wellbeing needs within the community by connecting people to community and services
  • Improve Council decision-making to reflect community needs and priorities
  • Build community capacity to support self-determination and reduce reliance on Government services
  • Increase opportunities for community participation in community events and social groups to reduce social isolation
  • Increase Council investment in community grants and funding
  • Improve community led preparedness to plan for and mitigate local emergency risk
  • All new Council facilities will be designed to improve community safety outcomes
  • Maintain community satisfaction with Council facilities and services
  •  Increase the utilisation of Council managed facilities
  • Form a greater understanding of community needs and decision making at a place-based (local) level through data and research

Objective 6:  Ensure good governance and transparent decision making

Strategies Indicators
  • Grow the capacity of community leadership through dedicated leadership programs and pathways
  • Continue to identify opportunities to improve better Council decision making through governance practices and community engagement
  • Participation and engagement in the Community Leadership Program
  • Percentage of council resolutions made at a council meeting (or at a meeting of a special committee consisting only of Councillors) closed to the public
  • Increase the number of opportunities for community/stakeholder involvement in influencing decision-making through engagement
  • Increase community trust in Council

 

Strategic Direction 3:  Become a future-ready organisation

To be a great city long into the future, we will become even more adaptable in how we respond, creative in how we evolve our economy, and sustainable in how we use our resources.

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

Strategies Indicators
  • Enhance our services with a focus on innovation and partnerships, to ensure positive outcomes are delivered to the community
  • Identify and implement a sustainable operating model which enhances Casey’s future-readiness
  • Build Council’s ability to pursue innovative partnerships for greater community outcomes
  • Keep our customers more informed of the progress of their requests reducing the need for customers to contact Council
  • Implement a refreshed and contemporary Council operating model that achieves the expected benefits
  • Improve the overall efficiency of Council’s operations
  • Grow self-serving channels to make it easier to connect with council
  • Actively pursue partnerships that are mutually beneficial, with improved community outcomes
  • Improve the shareability of data between agencies and partners for more innovative solutions to meet community needs  

Summary

The Council Plan 2021-25 outlines how we will achieve our Long-Term Community Vision 2031 (the Vision) to – become a more connected, bold and resilient community –while also focusing on how we will work with our community, key stakeholders, community organisations, surrounding municipalities and other levels of government.  

The Council Plan was developed based on the feedback from Shape Your City, Council’s largest ever community engagement program. Shape Your City identified eight key themes from what our community told us are their priorities for the future of our city. These key themes have helped shape the strategic objectives and priorities set out in the Council Plan. 

Message from Chair of Administrators

As the Chair of Administrators for the City of Casey, it gives me great pleasure to present our community with the Council Plan 2021-25.

Informed by extensive consultation and deliberate engagement with our community, the Shape Your City engagement program received input from nearly 7,000 participants across our municipality.  We spoke with our community using various channels, including online forums, telephone surveys, hosted catch-ups, carer surveys and live chat forums, and have used  the feedback we received to develop the 10-year Long Term Community Vision 2031 and this Council Plan.  This vital feedback will also help shape the direction of future infrastructure and service delivery in Casey, from parks and playgrounds to the arts, community services, local road projects and more. Thank you to everyone who took the time to share their views and ideas with us. 

The Council Plan outlines how we plan to deliver on our community’s vision over the next four years, with a focus on social inclusion, infrastructure, climate change, service provision and economic development. As one of the state’s fastest growing and most populated municipalities, it is important that the City of Casey continues to deliver services and infrastructure to meet the growing demands of our city.

The Council Plan positions Casey to continue to grow and deliver on our community’s vision.  

As a result of the COVID-19 pandemic, we have worked within tight budget parameters to create a plan that is both responsible and achievable.  I believe this plan will leave the next Council well positioned to take this city forward and continue the work to manage growth, support social inclusion, build infrastructure, create jobs and deliver services. 
We have taken what our community has told us is important and made them our priorities.  I encourage you to take the time to read this document and find out more about Council’s objectives and invite you to join us as we embark on the next four years to ensure that the City of Casey can become a more connected, bold and resilient community.

Noelene Duff PSM

Message from the CEO

We continue to work hard as an organisation to deliver on the priorities and aspirations of our community, identified through the deliberative community engagement program, Shape Your City.  Through this Council Plan we have outlined our objectives to support our community in driving stronger connections and places, developing platforms for community empowerment and ensuring the organisation becomes future ready.  Despite being faced with the challenges of COVID-19, we are adapting to ensure the pandemic has minimal impact on the provision of services and infrastructure for our community. 

Our Long-Term Community Vision 2031 details the community’s aspirations for the future over a ten-year period, including the strategic direction Council will take to help make this vision a reality.  This Council Plan focuses on how we will achieve those strategic directions through an ambitious but financially responsible agenda.   It details our overarching strategic objectives in delivering on our community’s vision over the next four years, and outlines the strategies we’ll undertake and the strategic indicators that will ensure we are on track. 

This plan will help us continue to deliver essential services, projects and key infrastructure to support growth, local jobs and the prosperity of our community.  Over the next four years, Council will devote $1.7 billion to programs and services and invest $490 million on capital works projects, while managing $6 billion worth of property, infrastructure, plant and equipment assets.

Over the next 12 months alone, Council’s planned priorities are underpinned by an expenditure of $421 million on programs and services, including child, youth and family, waste management, arts and culture, road networks, community connection and wellbeing, ageing and community care, parks and playgrounds, sports and leisure, and building and planning to name a few.

We will continue working hard to deliver for our community through good governance and decision making and by undertaking community consultation to hear our community’s voice to help Casey thrive for many generations to come.

The City of Casey is a vibrant, welcoming place to live, work and visit. Our strength is in the way our community members and our organisation work together and our Council Plan provides the framework to support this collaboration and ensure we become a more connected, bold and resilient community.

Glen CEO headshot

Key demographics

Key demographics

Key demographics 2

Key demographics 3

Key demographics 4

Footnotes

1. Forecast.id, 2019 | 2. Profie i., 2016 | 3. ABS 2016, ERP re-released in 2018 | 4. ABS, 2016 | 5. ABS, 2020 | 6. Profile.id, 2019

Strategic Direction 1

Strategic Direction 1:  Drive stronger connections and places

Whether we are talking about connecting people to places, or Council and community, we know that connection is important to our community.

Objective 1:  Deliver sustainable infrastructure and activate places

Strategies Indicators
  • Advocate and build an accessible and well-connected local transport network
  • Foster partnerships that ensure Casey remains a destination for arts, culture, sport and leisure
  • Design, build and cultivate places that create a sense of belonging, connection, and pride
  • Manage urban growth and deliver future-focused infrastructure that is innovative, sustainable and adaptable
  • Prioritise investment that revitalises our existing infrastructure and services to meet changing needs
  • Create and maintain safe and clean open spaces and places
  • Increase the level of community value-add achieved in State/Federal major transport projects
  • Attract events of regional, state, national and international significance to Casey
  • Become a nationally-recognised destination for cultural and civic excellence
  • Increased use of Environmentally Sustainable Design principles within infrastructure
  • Increased digital infrastructure within the public realm
  • Decrease the renewal gap
  • Increase Customer Satisfaction for appearance of Public Areas

Objective 2:  Grow Casey's current and emerging economies

Strategies Indicators
  • Support the creation of new jobs by focusing on developing local businesses, attracting investment, revitalising activity centres and facilitating employment pathways
  • Build and leverage partnerships that enhance service provision, infrastructure delivery and funding opportunities
  •  Growth in key trade industries, employment, or establishments by trade industries
  • Growth in future industries, employment, or establishments by trade industries
  • Economic growth (GRP growth %) exceeding or equal to population growth (%) – annual report
  • Improved local job self-sufficiency
  • Growth in the number of mutually beneficial partnership programs that improve community outcomes

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

Strategies Indicators
  • Conserve, enhance and restore the natural environment
  • Contribute towards a circular economy through waste management and resource recovery
  • Support a climate-ready city through climate change mitigation and adaptation
  • Support a healthy natural ecosystem
      • 100,000 indigenous plants reintroduced within the municipality
  • Increase community participation in environmental education and events
  • Accelerate progress towards carbon neutrality
  • Develop and implement the Corporate Climate Action Plan

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

Strategies Indicators
  • Secure funding through Council’s advocacy campaign, Connecting Casey, to provide transport, infrastructure and community services

 

  • The level of State/Federal commitments toward transport infrastructure and services align with Council’s advocacy on transport improvement

Strategic Direction 2

​​​​​​Strategic Direction 2:  Develop platforms for community empowerment

We want to unite our individual courage into a collective force capable of tackling the big issues we care about.  To be brave enough to explore new ideas, and bold enough to lead the way.

Objective 5:  Create a resilient, active and connected community

Strategies Indicators
  • Address key health and wellbeing needs within the community by connecting people to community and services
  • Improve Council decision-making to reflect community needs and priorities
  • Build community capacity to support self-determination and reduce reliance on Government services
  • Increase opportunities for community participation in community events and social groups to reduce social isolation
  • Increase Council investment in community grants and funding
  • Improve community led preparedness to plan for and mitigate local emergency risk
  • All new Council facilities will be designed to improve community safety outcomes
  • Maintain community satisfaction with Council facilities and services
  •  Increase the utilisation of Council managed facilities
  • Form a greater understanding of community needs and decision making at a place-based (local) level through data and research

Objective 6:  Ensure good governance and transparent decision making

Strategies Indicators
  • Grow the capacity of community leadership through dedicated leadership programs and pathways
  • Continue to identify opportunities to improve better Council decision making through governance practices and community engagement
  • Participation and engagement in the Community Leadership Program
  • Percentage of council resolutions made at a council meeting (or at a meeting of a special committee consisting only of Councillors) closed to the public
  • Increase the number of opportunities for community/stakeholder involvement in influencing decision-making through engagement
  • Increase community trust in Council

 

​​​​​​Strategic Direction 3

Strategic Direction 3:  Become a future-ready organisation

To be a great city long into the future, we will become even more adaptable in how we respond, creative in how we evolve our economy, and sustainable in how we use our resources.

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

Strategies Indicators
  • Enhance our services with a focus on innovation and partnerships, to ensure positive outcomes are delivered to the community
  • Identify and implement a sustainable operating model which enhances Casey’s future-readiness
  • Build Council’s ability to pursue innovative partnerships for greater community outcomes
  • Keep our customers more informed of the progress of their requests reducing the need for customers to contact Council
  • Implement a refreshed and contemporary Council operating model that achieves the expected benefits
  • Improve the overall efficiency of Council’s operations
  • Grow self-serving channels to make it easier to connect with council
  • Actively pursue partnerships that are mutually beneficial, with improved community outcomes
  • Improve the shareability of data between agencies and partners for more innovative solutions to meet community needs  

Annual Action Plan 2021/22

Summary

The Annual Action Plan 2021-22 outlines what the City of Casey plans to achieve during the coming 12 months and how it aligns to our Vision and Council Plan.

Themes 

The City of Casey undertook deliberative engagement program, which is a legislative requirement, to inform these documents. Shape Your City identified key findings that our community stated as their priorities for the future of the city. These themes are now captured in the Vision and Council Plan, and will guide us as we plan for the future of Casey. 

The following key themes emerged from this engagement:

  • The aspiration to live in a truly safe place with an emphasis on socially connected communities, supporting appreciation of cultural diversity and utilising local skills and assets. 
  • The desire for greater social connection by proactively planning in response to continued rapid population growth, which encompasses building infrastructure, fostering social connections, and welcoming new residents with support and information.
  • Clean and green public spaces with open spaces and community facilities tidy, well-lit, well-maintained, and litter-free.
  • The need to improve the transport infrastructure by continuing to deliver or work with key partners to advocate for improved public transport, active transport and to address traffic congestion issues/
  • Re-thinking urban growth by keeping the peaceful small country feel for Casey while allowing for better planning and management of urban expansion that prevents overcrowding, heavy traffic and the development of new estates in flood prone areas.
  • Help to build a thriving and resilient local economy that drives and supports local business and innovation, to create more local employment opportunities and reduce the need to commute to other Melbourne activity centres.
  • Building a sustainable and resilient municipality with a focus on environmental sustainability, natural resource management and taking climate change seriously.
  • Better and more transparent governance to reflect more accountability, including visibility on Council’s decisions and the way rates are spent.

Strategic Objective 1:  Deliver sustainable infrastructure and activate places

Strategy 1.1: Advocate and build an accessible and well-connected local transport network
Action Lead department Due date
Continue to work with the State and Federal Governments to ensure major rail and transport upgrades deliver an integrated and dependable network. City and Asset Planning 30/06/2022
Facilitate the timely delivery of new and upgraded roads in growing communities through active management of developer contributions. Growth and Investment 30/06/2022
Strategy 1.2: Foster partnerships that ensure Casey remains a destination for arts, culture, sport and leisure
Attract sporting events of regional, state and national significance through partnerships with elite sporting groups and state sporting associations.  Active Communities 30/06/2022
Enrich our community and region through accessible, varied and high-quality programs. Arts and Cultural Development 30/06/2022
Strategy 1.3: Design, build and cultivate places that create a sense of belonging, connection, and pride
Implement a Gender audit tool to empower women and girls in Casey to advocate for safer places and spaces. Safer Communities 30/06/2022
Commence implementation of the Casey Design Excellence panel which will ensure that our major projects incorporate high quality design elements across all builds. City Design and Construction 30/06/2022
Strategy 1.4 Manage urban growth and deliver future-focused infrastructure that is innovative, sustainable and adaptable
Develop and commence implementation of the Infrastructure Strategy which will guide delivery of infrastructure projects across the municipality that support the resilience of the community and local economies and jobs. City and Asset Planning 30/06/2022
Work with the Victorian Planning Authority and the development industry to commence the preparation and implementation of precinct structure plans to create vibrant new communities.  Growth and Investment 30/06/2022
Strategy 1.5 Prioritise investment that revitalises our existing infrastructure and services to meet changing needs
Development of the 10-year Asset Management Plan which will ensure that assets are fit for purpose and sustainable. City and Asset Planning 30/06/2022
Utilise Council’s land holdings to revitalise precincts and achieve civic, community and commercial outcomes Growth and Investment 30/06/2022
Strategy 1.6 Create and maintain safe and clean open spaces and places
Implement the open space management contract which will ensure the community is provided with clean, safe and fit for purpose public parks and playing fields. City Presentation 30/06/2022
Increase investment and deliver an enhanced playground renewal program to improve the standard of our playgrounds across Casey. City Presentation 30/06/2022

Strategic Objective 2:  Grow Casey's current and emerging economies

Strategy 2.1: Support the creation of new jobs, by focusing on developing local businesses, attracting investments, revitalising activity centres and facilitating employment pathways
Action Lead department Due date
Prepare Investment Plans for Fountain Gate - Narre Warren CBD and Cranbourne Activity Centre that identifies key infrastructure projects and other opportunities to unlock development potential and attract investment. Growth and Investment 30/06/2022
Expand business development and investment attraction through a program of facilitated development. Growth and Investment 30/06/2022
Support local jobseekers to identify barriers to employment and help navigate pathways through job or social support agencies that assist towards sustainable employment. Growth and Investment 30/06/2022
Strategy 2.2: Build and leverage partnerships that enhance service provision, infrastructure delivery and funding opportunities
Strengthen education partnerships to create further upskilling, industry-based learning, and research opportunities.   Growth and Investment 30/06/2022
Lead the implementation of regional partnerships which focus on job and skill creation of the south east region. Growth and Investment  30/06/2022

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

Strategy 3.1: Conserve, enhance and restore the natural environment
Action Lead department Due date
Develop and commence implementation of the Urban Forest strategy which will cultivate strong natural assets and foster a greener Casey.   City Presentation  30/06/2022
Strategy 3.2: Contribute towards a circular economy through waste management and resource recovery
Commit to the regional procurement of an Advanced Waste Processing tender to secure the long-term waste needs of South East Melbourne. Sustainability and Waste 30/06/2022
Implement the initial phase of the State Government Waste Kerbside Reform Program which will enable the increased recovery of recyclable materials. Sustainability and Waste 30/06/2022
Strategy 3.3: Support a climate-ready city through climate change mitigation and adaptation
Develop and implement the Community Climate Change Action Plan which will provide an approach to dealing with a changing climate and further reducing greenhouse gas emissions. Sustainability and Waste 30/06/2022

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

Strategy 4.1: Secure funding through Council’s advocacy campaign, Connecting Casey, to provide transport, infrastructure and community services
Action Lead department Due date
Delivery of an advocacy campaign in the lead up to the Federal and State Government Elections. Communications and Marketing 30/06/2022
Actively participate to the Greater South East Melbourne group of councils, which aims to secure jobs, investment and sustainability outcomes for the entire region. Growth and Investment  30/06/2022

Strategic Objective 5:  Create a resilient, active and connected community

Strategy 5.1: Address key health and wellbeing needs within the community, by connecting people to community and services
Action Lead department Due date
Focus on COVID-19 community recovery initiatives that improve community resilience and build capacity. Connected Communities 30/06/2022
Increase and embed understanding and value of Aboriginal and Torres Strait Islander cultures, knowledge and history within the planning and delivery of Council services. Connected Communities 30/06/2022
Implement the Casey Affordable Housing Strategy and Regional Local Government Homelessness and Social Housing Charter to increase affordable housing options and support services in Casey. Connected Communities 30/06/2022
Strategy 5.2: Improve Council-decision-making to reflect community needs and priorities
Develop initiatives that address social disadvantage, equality of access and community resilience. Connected Communities 30/06/2022
Integrate data and research to ensure that services, facilities and Council decision-making reflect community needs and priorities. Strategy and Business Intelligence 30/06/2022

Strategic Objective 6:  Ensure good governance and transparent decision making

Strategy 6.1:  Grow the capacity of community leadership through dedicated leadership programs and pathways
Action Lead department Due date
Delivery of the Community Leadership Program Year 1 to empower community leaders and develop their knowledge of Council’s roles and responsibilities. Active Communities 30/06/2022
Strategy 6.2: Continue to identify opportunities to improve better Council decision making through governance practices and community engagement
Embedding the Community Engagement Policy to ensure Council reflect the communities’ voices in our decision-making. Communications and Marketing 30/06/2022
Implement the Casey Good Governance Framework which will improve accountability and strengthen Council governance. Governance 30/09/2021

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

Strategy 7.1: Enhance our services with a focus on innovation and partnerships, to ensure positive outcomes are delivered to the community
Action Lead department Due date
Develop a Partnerships framework to assist the organisation in governance, guide partnership building and improve oversight. Growth and Investment 30/06/2022
Strategy 7.2: Identify and implement a sustainable operating model which enhances Casey’s future-readiness
Develop and endorse the Transformation Strategy which will ensure Casey is an adaptable, capable and sustainable Council into the future.  Business Transformation and Innovation 30/06/2022
Strategy 7.3: Build Council’s ability to pursue innovative partnerships for greater community outcomes
Develop the frameworks and platforms to enable open data and data sharing to support education, innovation and entrepreneurship, while protecting privacy and security. Business Transformation and Innovation  30/06/2022

Quarterly Reporting to the Community 

Progress towards achievement of the Council Plan is reported to the community every quarter. The reports will be listed here as they become available.

Previous reports

Quarterly Performance Report January - March 2021

Quarterly Performance Report October - December 2020

Quarterly Performance Report July - September 2020

Know Your Council 

Visit the Know Your Council website to view Casey's latest results.

Each year the Victorian Government releases key service, governance and financial performance indicators for the City of Casey as part of the state-wide Know Your Council results. 

Published by Local Government Victoria, the results detail Council’s performance across 59 indicators in 11 core service areas and compare the results with all Victorian Council’s and similar Councils. 

Performance indicators include aquatic facilities, animal management, food safety, governance, libraries, maternal and child health services, roads, statutory planning, waste collection, financial performance, sustainable capacity and governance.

To see the complete performance data for all Victorian Council’s, visit the Know Your Council website. 

Summary and themes

Summary

The Annual Action Plan 2021-22 outlines what the City of Casey plans to achieve during the coming 12 months and how it aligns to our Vision and Council Plan.

Themes 

The City of Casey undertook deliberative engagement program, which is a legislative requirement, to inform these documents. Shape Your City identified key findings that our community stated as their priorities for the future of the city. These themes are now captured in the Vision and Council Plan, and will guide us as we plan for the future of Casey. 

The following key themes emerged from this engagement:

  • The aspiration to live in a truly safe place with an emphasis on socially connected communities, supporting appreciation of cultural diversity and utilising local skills and assets. 
  • The desire for greater social connection by proactively planning in response to continued rapid population growth, which encompasses building infrastructure, fostering social connections, and welcoming new residents with support and information.
  • Clean and green public spaces with open spaces and community facilities tidy, well-lit, well-maintained, and litter-free.
  • The need to improve the transport infrastructure by continuing to deliver or work with key partners to advocate for improved public transport, active transport and to address traffic congestion issues/
  • Re-thinking urban growth by keeping the peaceful small country feel for Casey while allowing for better planning and management of urban expansion that prevents overcrowding, heavy traffic and the development of new estates in flood prone areas.
  • Help to build a thriving and resilient local economy that drives and supports local business and innovation, to create more local employment opportunities and reduce the need to commute to other Melbourne activity centres.
  • Building a sustainable and resilient municipality with a focus on environmental sustainability, natural resource management and taking climate change seriously.
  • Better and more transparent governance to reflect more accountability, including visibility on Council’s decisions and the way rates are spent.

Strategic Objectives

Strategic Objective 1:  Deliver sustainable infrastructure and activate places

Strategy 1.1: Advocate and build an accessible and well-connected local transport network
Action Lead department Due date
Continue to work with the State and Federal Governments to ensure major rail and transport upgrades deliver an integrated and dependable network. City and Asset Planning 30/06/2022
Facilitate the timely delivery of new and upgraded roads in growing communities through active management of developer contributions. Growth and Investment 30/06/2022
Strategy 1.2: Foster partnerships that ensure Casey remains a destination for arts, culture, sport and leisure
Attract sporting events of regional, state and national significance through partnerships with elite sporting groups and state sporting associations.  Active Communities 30/06/2022
Enrich our community and region through accessible, varied and high-quality programs. Arts and Cultural Development 30/06/2022
Strategy 1.3: Design, build and cultivate places that create a sense of belonging, connection, and pride
Implement a Gender audit tool to empower women and girls in Casey to advocate for safer places and spaces. Safer Communities 30/06/2022
Commence implementation of the Casey Design Excellence panel which will ensure that our major projects incorporate high quality design elements across all builds. City Design and Construction 30/06/2022
Strategy 1.4 Manage urban growth and deliver future-focused infrastructure that is innovative, sustainable and adaptable
Develop and commence implementation of the Infrastructure Strategy which will guide delivery of infrastructure projects across the municipality that support the resilience of the community and local economies and jobs. City and Asset Planning 30/06/2022
Work with the Victorian Planning Authority and the development industry to commence the preparation and implementation of precinct structure plans to create vibrant new communities.  Growth and Investment 30/06/2022
Strategy 1.5 Prioritise investment that revitalises our existing infrastructure and services to meet changing needs
Development of the 10-year Asset Management Plan which will ensure that assets are fit for purpose and sustainable. City and Asset Planning 30/06/2022
Utilise Council’s land holdings to revitalise precincts and achieve civic, community and commercial outcomes Growth and Investment 30/06/2022
Strategy 1.6 Create and maintain safe and clean open spaces and places
Implement the open space management contract which will ensure the community is provided with clean, safe and fit for purpose public parks and playing fields. City Presentation 30/06/2022
Increase investment and deliver an enhanced playground renewal program to improve the standard of our playgrounds across Casey. City Presentation 30/06/2022

Strategic Objective 2:  Grow Casey's current and emerging economies

Strategy 2.1: Support the creation of new jobs, by focusing on developing local businesses, attracting investments, revitalising activity centres and facilitating employment pathways
Action Lead department Due date
Prepare Investment Plans for Fountain Gate - Narre Warren CBD and Cranbourne Activity Centre that identifies key infrastructure projects and other opportunities to unlock development potential and attract investment. Growth and Investment 30/06/2022
Expand business development and investment attraction through a program of facilitated development. Growth and Investment 30/06/2022
Support local jobseekers to identify barriers to employment and help navigate pathways through job or social support agencies that assist towards sustainable employment. Growth and Investment 30/06/2022
Strategy 2.2: Build and leverage partnerships that enhance service provision, infrastructure delivery and funding opportunities
Strengthen education partnerships to create further upskilling, industry-based learning, and research opportunities.   Growth and Investment 30/06/2022
Lead the implementation of regional partnerships which focus on job and skill creation of the south east region. Growth and Investment  30/06/2022

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

Strategy 3.1: Conserve, enhance and restore the natural environment
Action Lead department Due date
Develop and commence implementation of the Urban Forest strategy which will cultivate strong natural assets and foster a greener Casey.   City Presentation  30/06/2022
Strategy 3.2: Contribute towards a circular economy through waste management and resource recovery
Commit to the regional procurement of an Advanced Waste Processing tender to secure the long-term waste needs of South East Melbourne. Sustainability and Waste 30/06/2022
Implement the initial phase of the State Government Waste Kerbside Reform Program which will enable the increased recovery of recyclable materials. Sustainability and Waste 30/06/2022
Strategy 3.3: Support a climate-ready city through climate change mitigation and adaptation
Develop and implement the Community Climate Change Action Plan which will provide an approach to dealing with a changing climate and further reducing greenhouse gas emissions. Sustainability and Waste 30/06/2022

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

Strategy 4.1: Secure funding through Council’s advocacy campaign, Connecting Casey, to provide transport, infrastructure and community services
Action Lead department Due date
Delivery of an advocacy campaign in the lead up to the Federal and State Government Elections. Communications and Marketing 30/06/2022
Actively participate to the Greater South East Melbourne group of councils, which aims to secure jobs, investment and sustainability outcomes for the entire region. Growth and Investment  30/06/2022

Strategic Objective 5:  Create a resilient, active and connected community

Strategy 5.1: Address key health and wellbeing needs within the community, by connecting people to community and services
Action Lead department Due date
Focus on COVID-19 community recovery initiatives that improve community resilience and build capacity. Connected Communities 30/06/2022
Increase and embed understanding and value of Aboriginal and Torres Strait Islander cultures, knowledge and history within the planning and delivery of Council services. Connected Communities 30/06/2022
Implement the Casey Affordable Housing Strategy and Regional Local Government Homelessness and Social Housing Charter to increase affordable housing options and support services in Casey. Connected Communities 30/06/2022
Strategy 5.2: Improve Council-decision-making to reflect community needs and priorities
Develop initiatives that address social disadvantage, equality of access and community resilience. Connected Communities 30/06/2022
Integrate data and research to ensure that services, facilities and Council decision-making reflect community needs and priorities. Strategy and Business Intelligence 30/06/2022

Strategic Objective 6:  Ensure good governance and transparent decision making

Strategy 6.1:  Grow the capacity of community leadership through dedicated leadership programs and pathways
Action Lead department Due date
Delivery of the Community Leadership Program Year 1 to empower community leaders and develop their knowledge of Council’s roles and responsibilities. Active Communities 30/06/2022
Strategy 6.2: Continue to identify opportunities to improve better Council decision making through governance practices and community engagement
Embedding the Community Engagement Policy to ensure Council reflect the communities’ voices in our decision-making. Communications and Marketing 30/06/2022
Implement the Casey Good Governance Framework which will improve accountability and strengthen Council governance. Governance 30/09/2021

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

Strategy 7.1: Enhance our services with a focus on innovation and partnerships, to ensure positive outcomes are delivered to the community
Action Lead department Due date
Develop a Partnerships framework to assist the organisation in governance, guide partnership building and improve oversight. Growth and Investment 30/06/2022
Strategy 7.2: Identify and implement a sustainable operating model which enhances Casey’s future-readiness
Develop and endorse the Transformation Strategy which will ensure Casey is an adaptable, capable and sustainable Council into the future.  Business Transformation and Innovation 30/06/2022
Strategy 7.3: Build Council’s ability to pursue innovative partnerships for greater community outcomes
Develop the frameworks and platforms to enable open data and data sharing to support education, innovation and entrepreneurship, while protecting privacy and security. Business Transformation and Innovation  30/06/2022

Quarterly reporting to the community 

Quarterly Reporting to the Community 

Progress towards achievement of the Council Plan is reported to the community every quarter. The reports will be listed here as they become available.

Previous reports

Quarterly Performance Report January - March 2021

Quarterly Performance Report October - December 2020

Quarterly Performance Report July - September 2020

Know Your Council 

Know Your Council 

Visit the Know Your Council website to view Casey's latest results.

Each year the Victorian Government releases key service, governance and financial performance indicators for the City of Casey as part of the state-wide Know Your Council results. 

Published by Local Government Victoria, the results detail Council’s performance across 59 indicators in 11 core service areas and compare the results with all Victorian Council’s and similar Councils. 

Performance indicators include aquatic facilities, animal management, food safety, governance, libraries, maternal and child health services, roads, statutory planning, waste collection, financial performance, sustainable capacity and governance.

To see the complete performance data for all Victorian Council’s, visit the Know Your Council website. 

Budget

The Annual Budget outlines the services and initiatives that Council will undertake in the 2021/22 financial year. The Budget includes detailed information about the rates and charges to be levied, the capital works program to be undertaken, where Council allocates its financial resources and other financial information within the 2021/22 financial year.

Budget infographic

Council’s 2021/22 Budget was prepared within tight parameters this year due to the impacts of COVID-19, however on Tuesday 29 June 2021, Council proudly unveiled a $569.7 million total budget, with a $421.17 million operating budget and a $148.5 million Capital Works Program.   

The 2021/22 Budget will see the continued provision of important Council services, such as child youth and family, maternal child health, waste, environment and sustainability, as well as the creation of exciting new community projects, including new sporting fields, upgraded roads and playgrounds and new community centres.

In 2021/22, our budget includes:

  • An operational investment of $421.17 million, which will see the provision of more than 30 important strategic services across Casey
  • A Capital Works Program valued at $148.5 million, which will see the commencement and completion of several important community projects from community hubs, to sporting fields, improved local roads and more!
  • A rate increase of 1.5 per cent, in line with the State Government imposed rate cap.

Infographic

Budget infographic

Summary of 2021/22 Budget

Council’s 2021/22 Budget was prepared within tight parameters this year due to the impacts of COVID-19, however on Tuesday 29 June 2021, Council proudly unveiled a $569.7 million total budget, with a $421.17 million operating budget and a $148.5 million Capital Works Program.   

The 2021/22 Budget will see the continued provision of important Council services, such as child youth and family, maternal child health, waste, environment and sustainability, as well as the creation of exciting new community projects, including new sporting fields, upgraded roads and playgrounds and new community centres.

Budget outcomes

In 2021/22, our budget includes:

  • An operational investment of $421.17 million, which will see the provision of more than 30 important strategic services across Casey
  • A Capital Works Program valued at $148.5 million, which will see the commencement and completion of several important community projects from community hubs, to sporting fields, improved local roads and more!
  • A rate increase of 1.5 per cent, in line with the State Government imposed rate cap.

Capital works

This year’s $148.5 million Capital Works Program has identified several key projects to be delivered throughout the municipality, while also consolidating works commenced in the last financial year. 

This year our Capital Works Program is combined of various projects of significantly high value that will go a long way towards enhancing the liveability of the City of Casey, including huge investments in sport and recreational facilities.

Budget 2021-22 Community Projects infographic

  • Minta Farm ICP early works package, construction of Bells road from Grices road to O’Shea road including associated intersections and major culvert. ($22.5M)  
  • Construction of Clyde Recreation Reserve, Clyde ($17.75M)  
  • Casey Fields Soccer Stage 2 works, Cranbourne East ($15M)  
  • Continued construction of Family and Community Centre at Elliston Estate, Clyde Village ($2.75M)  
  • Commence upgrade of Pearcedale Recreation Reserve Football/Cricket Pavilion, Pearcedale ($1.49M)
  • Continued implementation of Robert Booth Reserve master plan works, Hampton Park ($2.09M)  
  • Continue construction of district level Soccer and Cricket multipurpose community pavilion, 3 Soccer pitches and 1 Cricket oval, sport lighting, cricket training nets and playground, Tulliallan Estate, Cranbourne North ($950,000)  
  • Building renewal works at Berwick Senior Citizens Centre ($230,440)
  • Installation of new playground equipment at James Alexander Reserve, Endeavour Hills ($124,200)

For further examples and more information please see our media release or the budget section above.
 

To view upcoming capital works projects in your area, zoom in on the map below.

Summary

This year’s $148.5 million Capital Works Program has identified several key projects to be delivered throughout the municipality, while also consolidating works commenced in the last financial year. 

This year our Capital Works Program is combined of various projects of significantly high value that will go a long way towards enhancing the liveability of the City of Casey, including huge investments in sport and recreational facilities.

Budget 2021-22 Community Projects infographic

Current projects list

  • Minta Farm ICP early works package, construction of Bells road from Grices road to O’Shea road including associated intersections and major culvert. ($22.5M)  
  • Construction of Clyde Recreation Reserve, Clyde ($17.75M)  
  • Casey Fields Soccer Stage 2 works, Cranbourne East ($15M)  
  • Continued construction of Family and Community Centre at Elliston Estate, Clyde Village ($2.75M)  
  • Commence upgrade of Pearcedale Recreation Reserve Football/Cricket Pavilion, Pearcedale ($1.49M)
  • Continued implementation of Robert Booth Reserve master plan works, Hampton Park ($2.09M)  
  • Continue construction of district level Soccer and Cricket multipurpose community pavilion, 3 Soccer pitches and 1 Cricket oval, sport lighting, cricket training nets and playground, Tulliallan Estate, Cranbourne North ($950,000)  
  • Building renewal works at Berwick Senior Citizens Centre ($230,440)
  • Installation of new playground equipment at James Alexander Reserve, Endeavour Hills ($124,200)

For further examples and more information please see our media release or the budget section above.
 

Interactive projects map

To view upcoming capital works projects in your area, zoom in on the map below.