Community Vision
The Long-Term Community Vision 2035 defines the community aspirations for the future of the municipality, which is “Casey will be a connected, innovative 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 by using contributions and feedback offered by nearly 5,000 members of our Community, who were brought together by Council through the Shape Your City 2024 engagement program.
The Vision should be read in conjunction with the City of Casey Council Plan 2025-29 (Council Plan), which details how Council plans to deliver on the Vision through a range of Strategic Outcomes, Strategic Priorities 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
Across 2024, Council facilitated the bringing together of the Casey community, through the 2024 Shape Your City engagement program, to consider and review what a positive vision of the City of Casey would look like.
The Shape Your City engagement program provided 4,648 members of the community an opportunity to participate through online surveys, pop-up events, focus groups, postcards, email and community focus groups.
It also provided Council the opportunity to educate community members about Council’s role and responsibilities as an essential level of Government, gather meaningful feedback and diverse points of view, engage meaningfully to reach community members and build trust within the community.
Key findings and development of the Long-term Community Vision 2035
Through the 2024 Shape Your City engagement program, the following key themes emerged:
- Physical connection
- Social connection
- Innovation with technology
- Build a sense of community pride through inclusion
- Finding ways for the community to make change
- Create community resilience
- Use evidence and research to design the future state of the community
Theme one: Connected
An inclusive, connected and safe community, where our diversity is celebrated.
Guiding statement
- Strong social unity through connection to others and personal wellbeing
- Inclusive of our diverse population
- Physically connected with better roads, public transport, pedestrian and bike paths
- Safer community and public places
Theme two: Innovation
Working together to identify creative solutions to complex problems, bringing new ways of thinking, living and working to Casey.
Guiding statement
- Becoming more innovative with technology
- Encouraging new thinking to solve problems and increase community pride
- Finding ways for the community to put in place changes
Theme three: Resilient
Strengthening community to adapt, navigate adversity and ensure a prosperous and sustainable future.
Guiding statement
- Bouncing back from extreme weather events and other challenges
- Sustainable and resilient development, sensitive to environmental challenges
- Increased economic opportunity and a thriving local economy
- Using evidence and research to respond to our growth and design the future
Summary
The Long-Term Community Vision 2035 defines the community aspirations for the future of the municipality, which is “Casey will be a connected, innovative 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 by using contributions and feedback offered by nearly 5,000 members of our Community, who were brought together by Council through the Shape Your City 2024 engagement program.
The Vision should be read in conjunction with the City of Casey Council Plan 2025-29 (Council Plan), which details how Council plans to deliver on the Vision through a range of Strategic Outcomes, Strategic Priorities 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
Shape Your City
Across 2024, Council facilitated the bringing together of the Casey community, through the 2024 Shape Your City engagement program, to consider and review what a positive vision of the City of Casey would look like.
The Shape Your City engagement program provided 4,648 members of the community an opportunity to participate through online surveys, pop-up events, focus groups, postcards, email and community focus groups.
It also provided Council the opportunity to educate community members about Council’s role and responsibilities as an essential level of Government, gather meaningful feedback and diverse points of view, engage meaningfully to reach community members and build trust within the community.
Key findings and development of the Long-term Community Vision 2035
Through the 2024 Shape Your City engagement program, the following key themes emerged:
- Physical connection
- Social connection
- Innovation with technology
- Build a sense of community pride through inclusion
- Finding ways for the community to make change
- Create community resilience
- Use evidence and research to design the future state of the community
Long Term Community Vision 2035
Theme one: Connected
An inclusive, connected and safe community, where our diversity is celebrated.
Guiding statement
- Strong social unity through connection to others and personal wellbeing
- Inclusive of our diverse population
- Physically connected with better roads, public transport, pedestrian and bike paths
- Safer community and public places
Theme two: Innovation
Working together to identify creative solutions to complex problems, bringing new ways of thinking, living and working to Casey.
Guiding statement
- Becoming more innovative with technology
- Encouraging new thinking to solve problems and increase community pride
- Finding ways for the community to put in place changes
Theme three: Resilient
Strengthening community to adapt, navigate adversity and ensure a prosperous and sustainable future.
Guiding statement
- Bouncing back from extreme weather events and other challenges
- Sustainable and resilient development, sensitive to environmental challenges
- Increased economic opportunity and a thriving local economy
- Using evidence and research to respond to our growth and design the future
Council Plan
- Summary
- Message from Mayor and CEO
- Planning for Community Health and Wellbeing
- Key demographics
- Our Strategic Direction and Outcomes
The Council Plan outlines how we support the achievement of the Casey community’s Long-Term Community Vision 2035 (the Vision) that Casey will be a connected, innovative and resilient community.
It describes the outcomes Council aims to deliver to the Casey community over its four-year term and the priorities that it will focus on over this period. It also highlights how we will work with our community, key stakeholders, community organisations, surrounding municipalities and other levels of government.
Casey’s Council Plan was developed based on the feedback and insights obtained through Council’s community engagement program Shape Your City 2024. Shape Your City 2024 provided an opportunity for our community to tell us how we should engage with them, their vision for the future of the municipality and what their specific needs and expectations are of Council.
Message from Mayor
As your new Mayor, I'm proud to present the Council Plan for 2025-29. This plan outlines our vision, priorities, and goals for the next four years, providing a framework to address our city’s key challenges and opportunities. Our updated Plan reflects the voices of over 4,600 community members who generously shared their insights through focus groups, surveys, emails, postcards, children’s activities, and in-person sessions with 55 representative residents as part of the Shape Your City engagement program.
By listening to our community, we have a clear, compelling plan that reflects what matters most, and will guide everything we do. From planning new infrastructure, to delivering health and wellbeing services, and designing public spaces our community can enjoy. The Council Plan 2025-2029 sets out how we will make the Community Vision, Casey will be a connected, innovative and resilient community, a reality with practical actions and measurable outcomes across all areas of our community.
Casey is one of Victoria’s fastest-growing municipalities. As we develop new areas and grow existing neighbourhoods, we’re committed to ensuring our roads, public spaces, infrastructure, and essential services keep pace with growth in a financially responsible way. We’re focused on improving traffic flow, road connections, and advocating for better public transport options to enhance accessibility and movement around Casey. We want our residents to spend quality time with family and friends, not stuck in traffic.
Community safety is a key priority. For the first time, we’ve embedded the Municipal Health and Wellbeing Plan (MHWP) in this plan, coordinating with key partners for better outcomes. Health and wellbeing are embedded across all aspects of the plan, focusing on prevention and equity, to ensure everyone is supported across all stages of life.
Over the next four years, we’ll be building, renovating, upgrading, and expanding Council owned assets. This is so our community can enjoy state-of-the-art facilities, connected roads, purposeful parks, open spaces, and rejuvenated streetscapes.
Looking ahead, we envision Casey as a destination rich with local attractions and events, and a wide range of services and programs to support growing businesses. A strong, sustainable local economy with plentiful job opportunities is vital to our community’s wellbeing. By attracting new businesses and supporting existing ones, we aim to create more local jobs, reducing the need to travel outside Casey for work.
To turn these goals into action, we’ve backed them with a significant investment of $664.2 million in the Budget 2025/26. This includes a major investment of $124.0 million in Capital Works projects. This means upgraded parks, high-quality leisure and recreation facilities, community hubs, and new opportunities for residents to meet and connect.
We commit to being your voice, ensuring transparency, integrity, and fairness through active community engagement, performance monitoring, and accountability mechanisms like the quarterly Community Report and Annual Report.
Thank you to all Casey residents who shared their thoughts and aspirations with us during the Shape Your City 2024 engagement program.
Cr Stefan Koomen
Mayor
City of Casey
Message from CEO
It’s a pleasure to share Year One of the Council Plan 2025-2029 with you. This plan aligns with the return of elected Councillors to the City of Casey. Each represents one of Casey’s newly established wards for a four-year term. This marks an important and exciting new chapter for our community and organisation.
We’re grateful to our new Mayor and Councillors for their valuable insights, which have been an important guide in the creation of this plan. We look forward to working together closely throughout their term. Our Council Plan is built around five strategic outcomes – stronger communities, liveable city, sustainable environment, thriving local economy and high performing organisation. These outcomes have been developed to reflect our community’s priorities and guide our efforts for the next four years.
To realise these ambitions and deliver on these plans for our city, we are working hard to ensure that we are adaptable, accountable, efficient, and future-ready. Importantly, we aim to engage with and respond to community needs through sustainable and innovative service delivery.
Alongside vital services, we’re investing in crucial infrastructure. We are allocating almost $61 million to renewing, upgrading, and expanding existing assets. A further $63 million will be allocated to create new assets, balancing the needs of our expanding communities. From parks and recreational facilities to essential public services, these investments will improve the quality of life for all residents.
As one of Australia’s fastest-growing cities, it’s crucial that we plan to meet the needs of our growing population, now and into the future. There are challenges facing our community that fall outside Council's direct control. This includes
major transport infrastructure and public transport. We will continue to advocate to State and Federal Governments, actively work to build partnerships and promote opportunities on behalf of the Casey community. You can find out more about our current projects and partners on page 30 of this plan.
This year, we’re proud to be able to embed the Municipal Health and Wellbeing Plan in this plan. It will enable better planning and more efficient service delivery, leading to better outcomes across all six of its focus areas: tobacco, vaping, alcohol and gambling harm, and affordable housing and homelessness. You can find out more about this on page 23 of this Plan.
Thank you to all the community members who shared their insights for our city's future during our Shape Your City consultation. Your voices have truly shaped this plan. We look forward to the future with optimism and determination, confident that together, we can create a thriving, resilient, and inclusive community.
Glenn Patterson
CEO
City of Casey
Health and wellbeing provides the foundations for full participation and thriving in all aspects of community life. Under the Public Health and Wellbeing Act 2008 (Vic.), Council must develop a Municipal Public Health and Wellbeing Plan (MPHWP) every four years aimed at protecting, promoting and improving the health and wellbeing of our community. For the first time, this plan has been embedded in the Council Plan to enable all Council and partner organisations to work together to improve community wellbeing.
Our community health and wellbeing planning considers the strategic direction and health priorities set out by the Victorian Public Health and Wellbeing Plan 2023-2027 and is guided by local evidence from Council’s Health and Social Profile 2024, partner and stakeholder engagement, and evaluation of previous plans.
With the community facing various health and wellbeing challenges, Council has identified six health focus areas that will be central to guiding planning and decision-making, enabling partnerships, and drawing on community leadership for continual learning and support.
These health focus areas are guided by the following principles:
- Prevention: Any action that keeps people healthy and well for as long as possible by addressing the risks of poor health, illness or injury before it occurs.
- Systems approach: We recognise and tackle the complex systems and structures that influence health and wellbeing outcomes for our community, including social, economic, built, commercial, and natural environments.
- Equity: We recognise that experiences of health are different for everyone and there are underlying determinants that support or hinder good health including gender, age, disability, ethnicity, race, sexual orientation, income, culture and religion.
- Across the lifespan: We recognise and address the specific needs and challenges faced by individuals at all stages of life, from childhood to old age.
- Impact: We identify, resource, measure, and report on activity that maximises health and wellbeing outcomes for our community.
Health Focus Areas
It is important to note that the six health focus areas below are all interconnected and by addressing one area it will often lead to benefits and outcomes in another. Considering all six areas together and realising their interconnected benefits will lead to greater impact, empower our community, foster resilience and move towards optimal physical and mental wellbeing for individuals, families and communities.
- Healthy and Active Environments
- Connection and Participation
- Community Empowerment
- Tobacco, Vaping, Alcohol and Gambling Harm
- Community Safety and Prevention of Violence
- Affordable Housing and Homelessness
More information
Please refer to the Municipal Public Health and Wellbeing Plan 2025-2029.
All data provided above can be referenced in the full version of the Council Plan.
In response to the Long-Term Community Vision 2035, and the findings of the Shape Your City 2024 program, three strategic directions are outlined which will guide Council’s efforts over the next four years.
1. Drive stronger community connection
2. Promote and embrace innovation
3. Enhance community resilience
Our Strategic Outcomes
In response to the outcome aspirations shared by our community, there are five Strategic Outcomes will guide the work of Council over the coming four years.
1. Strong Communities
2. Liveable City
3. Sustainable Environment
4. Thriving Local Economy
5. High Performing Organisation
To achieve these strategic outcomes, Council has a set of strategic priorities which will focus planning, investment and effort. These priorities are aligned with and informed by the broader health and wellbeing needs of the municipality
Summary
The Council Plan outlines how we support the achievement of the Casey community’s Long-Term Community Vision 2035 (the Vision) that Casey will be a connected, innovative and resilient community.
It describes the outcomes Council aims to deliver to the Casey community over its four-year term and the priorities that it will focus on over this period. It also highlights how we will work with our community, key stakeholders, community organisations, surrounding municipalities and other levels of government.
Casey’s Council Plan was developed based on the feedback and insights obtained through Council’s community engagement program Shape Your City 2024. Shape Your City 2024 provided an opportunity for our community to tell us how we should engage with them, their vision for the future of the municipality and what their specific needs and expectations are of Council.
Message from Mayor and CEO
Message from Mayor
As your new Mayor, I'm proud to present the Council Plan for 2025-29. This plan outlines our vision, priorities, and goals for the next four years, providing a framework to address our city’s key challenges and opportunities. Our updated Plan reflects the voices of over 4,600 community members who generously shared their insights through focus groups, surveys, emails, postcards, children’s activities, and in-person sessions with 55 representative residents as part of the Shape Your City engagement program.
By listening to our community, we have a clear, compelling plan that reflects what matters most, and will guide everything we do. From planning new infrastructure, to delivering health and wellbeing services, and designing public spaces our community can enjoy. The Council Plan 2025-2029 sets out how we will make the Community Vision, Casey will be a connected, innovative and resilient community, a reality with practical actions and measurable outcomes across all areas of our community.
Casey is one of Victoria’s fastest-growing municipalities. As we develop new areas and grow existing neighbourhoods, we’re committed to ensuring our roads, public spaces, infrastructure, and essential services keep pace with growth in a financially responsible way. We’re focused on improving traffic flow, road connections, and advocating for better public transport options to enhance accessibility and movement around Casey. We want our residents to spend quality time with family and friends, not stuck in traffic.
Community safety is a key priority. For the first time, we’ve embedded the Municipal Health and Wellbeing Plan (MHWP) in this plan, coordinating with key partners for better outcomes. Health and wellbeing are embedded across all aspects of the plan, focusing on prevention and equity, to ensure everyone is supported across all stages of life.
Over the next four years, we’ll be building, renovating, upgrading, and expanding Council owned assets. This is so our community can enjoy state-of-the-art facilities, connected roads, purposeful parks, open spaces, and rejuvenated streetscapes.
Looking ahead, we envision Casey as a destination rich with local attractions and events, and a wide range of services and programs to support growing businesses. A strong, sustainable local economy with plentiful job opportunities is vital to our community’s wellbeing. By attracting new businesses and supporting existing ones, we aim to create more local jobs, reducing the need to travel outside Casey for work.
To turn these goals into action, we’ve backed them with a significant investment of $664.2 million in the Budget 2025/26. This includes a major investment of $124.0 million in Capital Works projects. This means upgraded parks, high-quality leisure and recreation facilities, community hubs, and new opportunities for residents to meet and connect.
We commit to being your voice, ensuring transparency, integrity, and fairness through active community engagement, performance monitoring, and accountability mechanisms like the quarterly Community Report and Annual Report.
Thank you to all Casey residents who shared their thoughts and aspirations with us during the Shape Your City 2024 engagement program.
Cr Stefan Koomen
Mayor
City of Casey
Message from CEO
It’s a pleasure to share Year One of the Council Plan 2025-2029 with you. This plan aligns with the return of elected Councillors to the City of Casey. Each represents one of Casey’s newly established wards for a four-year term. This marks an important and exciting new chapter for our community and organisation.
We’re grateful to our new Mayor and Councillors for their valuable insights, which have been an important guide in the creation of this plan. We look forward to working together closely throughout their term. Our Council Plan is built around five strategic outcomes – stronger communities, liveable city, sustainable environment, thriving local economy and high performing organisation. These outcomes have been developed to reflect our community’s priorities and guide our efforts for the next four years.
To realise these ambitions and deliver on these plans for our city, we are working hard to ensure that we are adaptable, accountable, efficient, and future-ready. Importantly, we aim to engage with and respond to community needs through sustainable and innovative service delivery.
Alongside vital services, we’re investing in crucial infrastructure. We are allocating almost $61 million to renewing, upgrading, and expanding existing assets. A further $63 million will be allocated to create new assets, balancing the needs of our expanding communities. From parks and recreational facilities to essential public services, these investments will improve the quality of life for all residents.
As one of Australia’s fastest-growing cities, it’s crucial that we plan to meet the needs of our growing population, now and into the future. There are challenges facing our community that fall outside Council's direct control. This includes
major transport infrastructure and public transport. We will continue to advocate to State and Federal Governments, actively work to build partnerships and promote opportunities on behalf of the Casey community. You can find out more about our current projects and partners on page 30 of this plan.
This year, we’re proud to be able to embed the Municipal Health and Wellbeing Plan in this plan. It will enable better planning and more efficient service delivery, leading to better outcomes across all six of its focus areas: tobacco, vaping, alcohol and gambling harm, and affordable housing and homelessness. You can find out more about this on page 23 of this Plan.
Thank you to all the community members who shared their insights for our city's future during our Shape Your City consultation. Your voices have truly shaped this plan. We look forward to the future with optimism and determination, confident that together, we can create a thriving, resilient, and inclusive community.
Glenn Patterson
CEO
City of Casey
Planning for Community Health and Wellbeing
Health and wellbeing provides the foundations for full participation and thriving in all aspects of community life. Under the Public Health and Wellbeing Act 2008 (Vic.), Council must develop a Municipal Public Health and Wellbeing Plan (MPHWP) every four years aimed at protecting, promoting and improving the health and wellbeing of our community. For the first time, this plan has been embedded in the Council Plan to enable all Council and partner organisations to work together to improve community wellbeing.
Our community health and wellbeing planning considers the strategic direction and health priorities set out by the Victorian Public Health and Wellbeing Plan 2023-2027 and is guided by local evidence from Council’s Health and Social Profile 2024, partner and stakeholder engagement, and evaluation of previous plans.
With the community facing various health and wellbeing challenges, Council has identified six health focus areas that will be central to guiding planning and decision-making, enabling partnerships, and drawing on community leadership for continual learning and support.
These health focus areas are guided by the following principles:
- Prevention: Any action that keeps people healthy and well for as long as possible by addressing the risks of poor health, illness or injury before it occurs.
- Systems approach: We recognise and tackle the complex systems and structures that influence health and wellbeing outcomes for our community, including social, economic, built, commercial, and natural environments.
- Equity: We recognise that experiences of health are different for everyone and there are underlying determinants that support or hinder good health including gender, age, disability, ethnicity, race, sexual orientation, income, culture and religion.
- Across the lifespan: We recognise and address the specific needs and challenges faced by individuals at all stages of life, from childhood to old age.
- Impact: We identify, resource, measure, and report on activity that maximises health and wellbeing outcomes for our community.
Health Focus Areas
It is important to note that the six health focus areas below are all interconnected and by addressing one area it will often lead to benefits and outcomes in another. Considering all six areas together and realising their interconnected benefits will lead to greater impact, empower our community, foster resilience and move towards optimal physical and mental wellbeing for individuals, families and communities.
- Healthy and Active Environments
- Connection and Participation
- Community Empowerment
- Tobacco, Vaping, Alcohol and Gambling Harm
- Community Safety and Prevention of Violence
- Affordable Housing and Homelessness
More information
Please refer to the Municipal Public Health and Wellbeing Plan 2025-2029.
Key demographics
All data provided above can be referenced in the full version of the Council Plan.
Our Strategic Direction and Outcomes
In response to the Long-Term Community Vision 2035, and the findings of the Shape Your City 2024 program, three strategic directions are outlined which will guide Council’s efforts over the next four years.
1. Drive stronger community connection
2. Promote and embrace innovation
3. Enhance community resilience
Our Strategic Outcomes
In response to the outcome aspirations shared by our community, there are five Strategic Outcomes will guide the work of Council over the coming four years.
1. Strong Communities
2. Liveable City
3. Sustainable Environment
4. Thriving Local Economy
5. High Performing Organisation
To achieve these strategic outcomes, Council has a set of strategic priorities which will focus planning, investment and effort. These priorities are aligned with and informed by the broader health and wellbeing needs of the municipality
Outcome Strategies
- Summary
- Strong Communities
- Liveable City
- Sustainable Environment
- Thriving Local Economy
- High Performing Organisation
Five Strategic Outcomes make up our Council Plan and guide the work of Council, along with the Strategic Priorities that Council will focus its efforts on over the coming four years. These priorities direct our planning, investment and effort, while also reflecting the aligned health focus areas. The Strategic Indicators of each Priority measure the performance and effectiveness of our efforts. Strategic Indicator results are made available to our community every six months.
Outcome Strategy Documents
A link is located at the top of each page to download each document.
Strategic Outcome 1: Strong Communities
Deliver programs, foster partnerships and empower healthy, safe, inclusive and connected communities.
| Strategic Priorities | Strategic Indicators |
1.1 Community safety Partner with community to enhance safety outcomes and feelings of safety (Health Focus Area 5) |
|
1.2 Effective Advocacy Coordinate advocacy and partnerships to attract funding for and provision of critical non-council services that support community needs. (Health Focus Area 3, 4, 5 and 6) |
|
1.3 Arts and destinations Utilise cultural, arts and heritage experiences and places to foster community connection and cohesion,inclusion and a strong creative. community (Health Focus Area 2) |
|
1.4 Sports and active community participation Support increased participation in sport, leisure and community activities, with a focus on women, girls and gender diverse people, through coordinated design and delivery of accessible. programs (Health Focus Area 1) |
|
1.5 Early years and youth Support the delivery of programs and partner with community organisations to provide greater access to services for early years and youth populations. (Health Focus Area 3) |
|
1.6 Social cohesion Foster greater social cohesion through the advancement of Casey’s targeted populations needs; and the rejection and prevention of family violence and promotion of gender equality. (Health Focus Area 2, 3 and 5) |
|
Strategic Outcome 2: Liveable City
Holistically plan, build, manage and influence an accessible, high-quality built environment for a growing Casey community.
| Strategic Priorities | Strategic Indicators |
2.1 Improved connectivity Plan, deliver and advocate for transport improvements to roads, public transport, pedestrian and cycling networks that improve access, connectivity, safety and city movement outcomes for our community (Health Focus Area 2 + 5) |
|
2.2 Appropriate infrastructure Plan and deliver infrastructure that is sustainable, fit for purpose, supports shared use and promotes health, safety and amenity. (Health Focus Area 3 + 5) |
|
2.3 Respond to growth Plan and deliver urban planning that ensures our community has access to services and facilities across the city aligned to need and place. (Health Focus Area 3) |
|
2.4 Effective advocacy Advocate for investment that supports and responds to our growing city’s needs – including transport mobility and access to jobs and services. (Health Focus Area 3) |
|
2.5 City shaping infrastructure Plan and invest in city shaping projects complementing our city’s scale and diversity. |
|
Strategic Outcome 3: Sustainable Environment
Foster a sustainable environment through education, climate change action, waste management and the protection and enhancement of natural resources.
| Strategic Priorities | Strategic Indicators |
3.1 Climate mitigation Implement programs across Council to reduce carbon emissions and educate and support community and local business to reduce emissions. (Health Focus Area 1) |
|
3.2 Climate adaptation Investigate and implement adaptation measures that proactively support infrastructure, ecosystems, and community in preparing for climate change impacts. (Health Focus Area 3) |
|
3.3 Biodiversity and natural resource management Improve city greening with a focus on tree canopy cover, and promote the protection and enhancement of biodiversity and other natural resources across Council and private land. (Health Focus Area 1+ 3) |
|
3.4 Waste treatment Progress Council treatment of waste and educate community about sustainable waste practices to increase food waste diversion and reduce litter and waste contamination. |
|
3.5 Water management Implement holistic water management practices through water sensitive urban design that advance water harvesting and reduce flood risks. |
|
Strategic Outcome 4: Thriving Local Economy
It is easy to do business in Casey through programs that support the local economy, attract new businesses and promote local employment.
| Strategic Priority | Strategic Indicators |
4.1 Investment attraction Work with other specialist organisations to deliver programs and activities that grow business investment in new and priority sectors, promoting local job growth and innovation. |
|
4.2 Employment pathways Advocate and partner with the education sector to support local skill development and the establishment of equitable and inclusive training and employment pathways. (Health Focus Area 3). |
|
4.3 Existing business growth Coordinate Council programs, activities and response to regulatory reforms to support and promote the growth of existing businesses. |
|
4.4 Revitalise our strategic places Coordinate planning and investment to revitalise and improve connection and access to neighbourhood activity centres and land precincts; supporting the unlocking of land for housing and jobs (Health Focus Area 2 + 6). |
|
Strategic Outcome 5: High Performing Organisation
Operate an adaptable, efficient, future ready organisation that engages and responds to community needs through sustainable and innovative service delivery.
| Strategic Priorities | Strategic Indicators |
5.1 Responsive customer experience Design and deliver fit for purpose customer experiences that are empathetic, consistent, accessible and responsive to customer needs. (Health Focus Area 2). |
|
5.2 Operational performance Enhance Councils service and project performance through innovative practice and clearly communicate results to the community. |
|
5.3 Financial performance Improve financial performance by enhancing accountability and focus on efficiency and long-term strategic decision making. |
|
5.4 Governance and transparency Promote community engagement in Council decision making through transparent governance and accessible communication. (Health Focus Area 2). |
|
5.5 Constructive culture Develop and grow an organisational culture that is safe and that promotes continuous improvement, collaboration and achievement. |
|
Summary
Five Strategic Outcomes make up our Council Plan and guide the work of Council, along with the Strategic Priorities that Council will focus its efforts on over the coming four years. These priorities direct our planning, investment and effort, while also reflecting the aligned health focus areas. The Strategic Indicators of each Priority measure the performance and effectiveness of our efforts. Strategic Indicator results are made available to our community every six months.
Outcome Strategy Documents
A link is located at the top of each page to download each document.
Strong Communities
Strategic Outcome 1: Strong Communities
Deliver programs, foster partnerships and empower healthy, safe, inclusive and connected communities.
| Strategic Priorities | Strategic Indicators |
1.1 Community safety Partner with community to enhance safety outcomes and feelings of safety (Health Focus Area 5) |
|
1.2 Effective Advocacy Coordinate advocacy and partnerships to attract funding for and provision of critical non-council services that support community needs. (Health Focus Area 3, 4, 5 and 6) |
|
1.3 Arts and destinations Utilise cultural, arts and heritage experiences and places to foster community connection and cohesion,inclusion and a strong creative. community (Health Focus Area 2) |
|
1.4 Sports and active community participation Support increased participation in sport, leisure and community activities, with a focus on women, girls and gender diverse people, through coordinated design and delivery of accessible. programs (Health Focus Area 1) |
|
1.5 Early years and youth Support the delivery of programs and partner with community organisations to provide greater access to services for early years and youth populations. (Health Focus Area 3) |
|
1.6 Social cohesion Foster greater social cohesion through the advancement of Casey’s targeted populations needs; and the rejection and prevention of family violence and promotion of gender equality. (Health Focus Area 2, 3 and 5) |
|
Liveable City
Strategic Outcome 2: Liveable City
Holistically plan, build, manage and influence an accessible, high-quality built environment for a growing Casey community.
| Strategic Priorities | Strategic Indicators |
2.1 Improved connectivity Plan, deliver and advocate for transport improvements to roads, public transport, pedestrian and cycling networks that improve access, connectivity, safety and city movement outcomes for our community (Health Focus Area 2 + 5) |
|
2.2 Appropriate infrastructure Plan and deliver infrastructure that is sustainable, fit for purpose, supports shared use and promotes health, safety and amenity. (Health Focus Area 3 + 5) |
|
2.3 Respond to growth Plan and deliver urban planning that ensures our community has access to services and facilities across the city aligned to need and place. (Health Focus Area 3) |
|
2.4 Effective advocacy Advocate for investment that supports and responds to our growing city’s needs – including transport mobility and access to jobs and services. (Health Focus Area 3) |
|
2.5 City shaping infrastructure Plan and invest in city shaping projects complementing our city’s scale and diversity. |
|
Sustainable Environment
Strategic Outcome 3: Sustainable Environment
Foster a sustainable environment through education, climate change action, waste management and the protection and enhancement of natural resources.
| Strategic Priorities | Strategic Indicators |
3.1 Climate mitigation Implement programs across Council to reduce carbon emissions and educate and support community and local business to reduce emissions. (Health Focus Area 1) |
|
3.2 Climate adaptation Investigate and implement adaptation measures that proactively support infrastructure, ecosystems, and community in preparing for climate change impacts. (Health Focus Area 3) |
|
3.3 Biodiversity and natural resource management Improve city greening with a focus on tree canopy cover, and promote the protection and enhancement of biodiversity and other natural resources across Council and private land. (Health Focus Area 1+ 3) |
|
3.4 Waste treatment Progress Council treatment of waste and educate community about sustainable waste practices to increase food waste diversion and reduce litter and waste contamination. |
|
3.5 Water management Implement holistic water management practices through water sensitive urban design that advance water harvesting and reduce flood risks. |
|
Thriving Local Economy
Strategic Outcome 4: Thriving Local Economy
It is easy to do business in Casey through programs that support the local economy, attract new businesses and promote local employment.
| Strategic Priority | Strategic Indicators |
4.1 Investment attraction Work with other specialist organisations to deliver programs and activities that grow business investment in new and priority sectors, promoting local job growth and innovation. |
|
4.2 Employment pathways Advocate and partner with the education sector to support local skill development and the establishment of equitable and inclusive training and employment pathways. (Health Focus Area 3). |
|
4.3 Existing business growth Coordinate Council programs, activities and response to regulatory reforms to support and promote the growth of existing businesses. |
|
4.4 Revitalise our strategic places Coordinate planning and investment to revitalise and improve connection and access to neighbourhood activity centres and land precincts; supporting the unlocking of land for housing and jobs (Health Focus Area 2 + 6). |
|
High Performing Organisation
Strategic Outcome 5: High Performing Organisation
Operate an adaptable, efficient, future ready organisation that engages and responds to community needs through sustainable and innovative service delivery.
| Strategic Priorities | Strategic Indicators |
5.1 Responsive customer experience Design and deliver fit for purpose customer experiences that are empathetic, consistent, accessible and responsive to customer needs. (Health Focus Area 2). |
|
5.2 Operational performance Enhance Councils service and project performance through innovative practice and clearly communicate results to the community. |
|
5.3 Financial performance Improve financial performance by enhancing accountability and focus on efficiency and long-term strategic decision making. |
|
5.4 Governance and transparency Promote community engagement in Council decision making through transparent governance and accessible communication. (Health Focus Area 2). |
|
5.5 Constructive culture Develop and grow an organisational culture that is safe and that promotes continuous improvement, collaboration and achievement. |
|
Annual Action Plan
Summary
Every year, Council develops an Action Plan that outlines what the City of Casey plans to achieve over the coming 12 months to deliver against our Council Plan 2025-29 and support the achievement of the Long-Term Community Vision 2035. The Annual Action Plan includes an outline of the key projects Council will undertake across the year to provide transparency to the community and to enable reporting against these actions across the year.
Theme
An integral part of developing our strategic documents is to give our community members the opportunity to share their vision for the future of Casey, as well as their specific needs and expectations of Council. The Shape Your City 2024 engagement program gathered valuable insights from our community, which have helped to guide this Plan.
Across June to September 2024, Council undertook a comprehensive consultation process to review the Long-Term Community Vision and inform development of the Council Plan 2025-2029. Under the Local Government Act 2020 (the Act), Council is required to develop these long-term strategic plans with significant input from the community.
Engagement was completed in two phases, Phase One sought to understand broad community sentiment and priorities for the Plans. Phase Two used the insights from Phase One to support deeper discussions with the Community Panel.
The engagement program 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.
- Physical connection
- Social connection
- Innovation with technology
- Build a sense of community pride through inclusion
- Finding ways for the community to make change
- Create community resilience
- Use evidence and research to design the future state of the community.
The themes from the engagement has been used to inform the key projects and initiatives to be delivered in 2025/26.
Strategic Outcome 1: Strong Communities
| Priority 1.1 Community safety: Partner with community to enhance safety outcomes and feelings of safety. (Health Focus Area 5) | |
| Our 2026/27 actions | Lead department |
| Improve road safety through local traffic management measures that address issues on local streets and improve safety, accessibility and amenity. | City and Asset Planning |
| Work with Victoria Police on a police operated mobile CCTV trial to increase perceptions of community safety in key locations and provide evidence for future safety improvements. | Connected Communities |
| Increase driver awareness, help prevent theft, and support overall public safety by installing signage in key Council carparks. | Connected Communities |
| Deliver Disclosure of Family Violence training to staff to strengthen the ability for Council to respond to disclosures of family and gender based violence in a confident, consistent and supportive manner. | Connected Communities |
| Develop a Public Open Space Lighting Guide to support planning for lighting in open spaces across Casey. | City and Asset Planning |
| Continue working with Victoria Police, emergency services, local businesses and community groups such as Neighbourhood Watch to improve community safety and strengthen collaboration across Casey, including delivering Community Safety that bring partners and residents together to address local safety concerns and crime prevention priorities. | Connected Communities |
| Priority 1.2 Effective advocacy: Coordinate advocacy and partnerships to attract funding for and provision of critical non-council services that support community needs. (Health Focus Area 3, 4, 5 and 6) | |
| Lead advocacy efforts for older people, ensuring their needs, experiences and voices shape local responses to aged care reform and related community services. | Connected Communities |
| Facilitate informal sport and physical activities that support the diverse needs of the community and provide pathways into Community Sport. | Active Communities |
| Priority 1.3 Arts and destinations: Utilise cultural, arts and heritage experiences and places to foster community connection and cohesion, inclusion and a strong creative community. (Health Focus Area 2) | |
| Strengthen partnerships with artists, creatives and community organisations to support delivery of arts and culture experiences across Council facilities and neighbourhood locations. | Creative Communities |
| Deliver accessible and responsive library services, that support learning, connection and digital inclusion in growth areas. | Creative Communities |
| Strengthen partnerships with community groups, businesses and Council services to support delivery of events and destination activations. | Creative Communities |
| Priority 1.4 Sport and active community participation: Sport and active community participation: Support increased participation in sport, leisure and community programs, with a focus on women, girls and gender diverse people, through coordinated design and delivery of accessible programs. (Health Focus Area 1) | |
| Develop strong, inclusive and sustainable clubs through the development and implementation of the Casey Club Accreditation Program. | Active Communities |
| Strengthen engagement with young people by expanding sport and physical activity opportunities that connect them to local programs and services. | Active Communities |
| Identify and activate underused active recreation reserves to increase community access and informal participation in physical activity. | Active Communities |
| Priority 1.5 Early years and youth: Support the delivery of programs and partner with community organisations to provide greater access to services for early years and youth populations. (Health Focus Area 3) | |
| Deliver initiatives that support children and their family's health and wellbeing, within the Maternal and Child Health Program. | Child, Youth and Family |
| In partnership with key stakeholders, hold key events that promote connection and engagement and support children, young people and their families | Child, Youth and Family |
| Increase access to youth (10-25 years) programs that address social connection and wellbeing, through improved coordination and delivery of services. | Child, Youth and Family |
| Advocate for investment in infrastructure that enhances access to safe spaces, and inclusive opportunities for young people. | Child, Youth and Family |
| Convene a mental health roundtable to build evidence, identify local needs, and inform collaborative responses to emerging priorities. | Child, Youth and Family |
| Priority 1.6 Social cohesion: Foster greater social cohesion through the advancement of Casey’s targeted populations needs; and the rejection and prevention of family violence and promotion of gender equality (Health Focus Area 2, 3 and 5) | |
| Deliver place based initiatives and strengthen community partnerships to build social cohesion, connection and participation for the Casey community through inclusive programs, events and engagement activities. | Connected Communities |
| Enhance social connection and wellbeing for older people by increasing access to shared meal programs and strengthening partnerships with local organisations. | Connected Communities |
| Raise awareness and promote the prevention of family violence across Casey through the delivery of a targeted community campaign in partnership with Councillors and the community. | Connected Communities |
| Facilitate and advocate for enhanced food security outcomes that results in improved access to nutritious, affordable, and culturally appropriate food for the community. | Active Communities |
| Improve men’s social connection and wellbeing by creating opportunities to strengthen peer connection and positive fatherhood experiences. | Child, Youth and Family |
Strategic Outcome 2: Liveable City
| Priority 2.1 Improved connectivity: Plan, deliver and advocate for transport improvements to roads, public transport, pedestrian and cycling networks that improve access, connectivity, safety and city movement outcomes for our community. (Health Focus Area 2 + 5). | |
| Plan and deliver safe, accessible green walking and cycling trails to promote active lifestyles, movement, and connections in Casey. | City and Asset Planning |
| Work in partnership with the development industry to expand transport, community, and recreation infrastructure that meets the needs of our rapidly growing communities. | Growth and Investment |
| Priority 2.2 Appropriate infrastructure: Plan and deliver infrastructure that is sustainable, fit for purpose, supports shared use and promotes safety and amenity. (Health Focus Area 3 + 5) | |
| Prepare a Casey Playground Framework to provide further guidance on the allocation and scope of playgrounds across the municipality including opportunities to develop an iconic multigenerational play space. | City and Asset Planning |
| Renew district and local playgrounds to deliver safe, modern and inclusive play spaces that support community connection and ongoing use of well-maintained local facilities. | City Design and Construction |
| Renew and upgrade existing active recreation and community infrastructure through asset maintenance, ensuring facilities remain safe, compliant, fit for purpose, and capable of delivering high quality recreational opportunities for the community. | City and Asset Planning |
| Address the needs of the growing community by planning and implementing new projects, renewals and upgrades to existing infrastructure, including the delivery of Arthur Wren Hall Renewal and Reema Reserve Pavillion Upgrade. | City Design and Construction |
| Priority 2.3 Respond to growth: Plan and deliver urban planning that ensures our community has access to services and facilities across the city aligned to need and place. (Health Focus Area 3) | |
| Finalise the detailed design and commence construction of Casey Fields Rectangular Stadium to deliver a high quality, multi purpose sporting facility that supports community and elite sport. | City Design and Construction |
| Deliver new Community Centres at Ballarto Road, Clyde North West and expansion of Ramlegh Community Centre to improve access to kindergarten and Maternal and Child Health (MCH) and early years services. | City Design and Construction |
| Priority 2.4 Effective advocacy: Advocate for investment that supports and responds to our growing city’s needs – including transport mobility and access to jobs and services. (Health Focus Area 3) | |
| Deliver and advocate for strengthened community transport partnerships, and initiatives that improve access to jobs, services and participation. | Connected Communities |
| Advocate and influence State Government priorities to secure infrastructure investment, focusing on key road upgrades, reducing congestion and improving public transport to support the timely delivery of critical infrastructure for Casey’s growing community. | City and Asset Planning |
| Continue to advocate for stronger mobile connectivity standards in Precinct Structure Plans and support the delivery of well sited telecommunication towers in areas with identified coverage gaps. | Growth and Investment |
| Priority 2.5 City shaping infrastructure: Plan and invest in city shaping projects complementing our city’s scale and diversity. | |
| Continue improvements and upgrades to Doveton Pool in the Park to deliver a purpose-built facility that offers easy access to an outdoor aquatic facility. | City Design and Construction |
| Progress the design and delivery of the Cranbourne Hub to provide a purpose-built facility that improves community access to essential Council and partner services and meet future community needs. | City and Asset Planning |
| Deliver a detailed business case for a prospective major infrastructure project that assesses feasibility, opportunities, and risks to guide Council’s future investment and delivery decisions. | City and Asset Planning |
Strategic Outcome 3: Sustainable Environment
| Priority 3.1 Climate mitigation: Implement programs across Council to reduce carbon emissions and educate and support community and local business to reduce emissions. (Health Focus Area 1) | |
| Deliver community education and programs to empower schools, residents (including young people) and businesses to reduce greenhouse gas emissions through sustainable practices. | Sustainability and Waste |
| Deliver the Year five actions from the Climate Action Plan to ensure Council continues to reduce emissions in line with the 2030 net zero target. | Sustainability and Waste |
| Reduce Council’s corporate greenhouse gas emissions through sustained investment in energy efficiency upgrades and installation of rooftop solar across Council owned and leased facilities, supporting Council’s transition to net zero emission. | Sustainability and Waste |
| Priority 3.2 Climate adaptation: Investigate and implement adaptation measures that proactively support infrastructure, ecosystems, and community in preparing for climate change impacts. (Health Focus Area 3) | |
| Deliver the Year three actions from the Climate Resilient Casey Plan to ensure Council and the community are prepared for from the impacts of climate change. | Sustainability and Waste |
| Implement recommendations from the Coastal Framework to ensure the protection of coastal communities and environments from coastal hazards and the impacts of climate change. | Sustainability and Waste |
| Priority 3.3 Biodiversity and natural resource management: Improve city greening with a focus on tree canopy cover and promote the protection and enhancement of biodiversity and other natural resources across Council and private land. (Health Focus Area 1 + 3) | |
| Protect, restore and better connect important natural areas across Western Port and other locations by protecting sensitive wetlands, improving habitat connections through targeted restoration, and helping the community connect with nature through interpretive signage and storytelling. | Sustainability and Waste |
| Deliver community biodiversity education and volunteering initiatives that build awareness, knowledge and stewardship by engaging residents in learning about local ecosystems, native species and conservation actions. | Sustainability and Waste |
| Implement year three of the Greening Casey plan including a focus on increasing tree canopy coverage via Council, community and developer planting programs including advocacy for Green Streets implementation. | Sustainability and Waste |
| Priority 3.4 Waste treatment: Progress Council treatment of waste and educate community about sustainable waste practices to increase food waste diversion and reduce litter and waste contamination | |
| Standardise Council’s waste collection services to comply with the Victorian Government’s Kerbside Reforms project. | Sustainability and Waste |
| Educate and inform the community on the correct use of kerbside services, waste reduction and litter management. | Sustainability and Waste |
| Provide a range of community collection and recycling opportunities for difficult waste products such as e-waste, household chemicals and textiles. | Sustainability and Waste |
| Priority 3.5 Water management: Implement holistic water management practices through water sensitive urban design that advance water harvesting and reduce flood risks. | |
| Finalise and adopt the Integrated Water Management Plan to support a healthy, resilient water environment that supports safe, sustainable, and liveable neighbourhoods. | City and Asset Planning |
| Implement flood risk reduction initiatives to protect the community through strategic flood mitigation planning. | City and Asset Planning |
Strategic Outcome 4: Thriving Local Economy
| Priority 4.1 Investment attraction: Work with other specialist organisations to deliver programs and activities that grow business investment in new and priority sectors, promoting local job growth and innovation. | |
| Deliver the Choose Casey campaign to promote Casey as a favourable location to do business. | Growth and Investment |
| Advocate for the upgrade and extension of Thompsons Road through the Greater South East Melbourne State election platform, to unlock business potential, create job opportunities and increase economic benefit for the Casey community. | Growth and Investment |
| Priority 4.2 Employment pathways: Advocate and partner with the education sector to support local skill development and the establishment of equitable and inclusive training and employment pathways. (Health Focus Area 3) | |
| Implement partnership operational plans with Federation Uni and Chisholm TAFE to create stronger employment pathways and upskilling programs for residents. | Growth and Investment |
| Priority 4.3 Existing business growth: Coordinate Council programs, activities and response to regulatory reforms to support and promote the growth of existing businesses. | |
| Continue to improve and streamline Council processes to make it easier for Casey businesses to access and engage with Council services. | Planning and Building |
| Support home-based businesses through a series of events, education and training to improve connection and business capability. | Growth and Investment |
| Develop a social enterprise framework / roadmap that builds the skills of local social enterprises, encourages collaboration across sectors, and supports community-led actions to create long term value for residents. | Growth and Investment |
| Priority 4.4 Revitalise our strategic places: Coordinate planning and investment to revitalise and improve connection and access to neighbourhood activity centres and land precincts; supporting the unlocking of land for housing and jobs. (Health Focus Area 2 + 6) | |
| Continue to deliver the Strategic Property Program by supporting the development or disposal of underused Council owned land at strategic locations, to ensure these assets are used in ways that maximise civic, community and commercial benefits. | Growth and Investment |
| Prepare and progress a planning scheme amendment to embed the Berwick Village Major Activity Centre Structure Plan within the Planning Scheme, providing a clear statutory framework for future growth and development. | Growth and Investment |
| Complete an Activity Centre Strategy review to deliver well planned, attractive and functional centres that balance community aspirations, economic opportunities and environmental sustainability. | Growth and Investment |
| Deliver Year two of the Activity Centre Improvement Program to ensure attractive and high amenity and safe public spaces support the growth and diversity of local businesses. | City Design and Construction |
Strategic Outcome 5: High Performing Organisation
| Priority 5.1 Responsive customer experience: Design and deliver fit for purpose customer experiences that are empathetic, consistent, accessible and responsive to customer needs. (Health Focus Area 2) | |
| Enhance Council’s digital services to add additional self serve options and make customer interactions and the reporting of issues easier. | Customer and Digital |
| Establish a connected and consistent view of our customers and experiences to drive end to end improvements in how we deliver services. | Customer and Digital |
| Improve Council’s communication channels by ensuring consistent content, tone and the timely sharing of information to better meet customer needs and expectations. | Communications and Corporate Governance/Customer and Digital |
| Priority 5.2 Operational performance: Enhance Councils service and project performance through innovative practice and clearly communicate results to the community. | |
| Implement the Sensing Our City program to build Council’s understanding and improve how council facilities, assets and services are being used. | Strategy Innovation and Transformation |
| Design the upgrade of Council’s technology platform (OneCouncil) to improve efficiency and deliver better customer experiences. | Strategy Innovation and Transformation |
| Implement Council’s service review program to ensure Casey’s services are efficient and meet the needs of the community. | Strategy Innovation and Transformation |
| Embed a stronger approach into project and service delivery to drive continuous improvement and increase value for the community. | Strategy Innovation and Transformation |
| Priority 5.3 Financial performance: Improve financial performance by enhancing accountability and focus on efficiency and long-term strategic decision making | |
| Implement the recommendations from the long-term financial plan to ensure Council remains financially sustainable and resources are managed responsibly for the future. | Financial Services |
| Deliver financial efficiencies that enable Council to absorb expenditure related to our growing community, while continuing to deliver greater value and improved outcomes for the community. | Financial Services/ Strategy Innovation and Transformation |
| Priority 5.4 Governance and transparency: Promote community engagement in Council decision making through transparent governance and accessible communication. (Health Focus Area 3) | |
| Implement a Community Outreach Program to help Council connect with residents, understand community needs, and involve people in decisions that affect their lives. | Communications and Corporate Governance |
| Deliver a Community Connectors Program to enhance communication and engagement between Council and its diverse multicultural communities. | Communications and Corporate Governance |
| Priority 5.5 Constructive culture: Develop and grow an organisational culture that is safe and that promotes continuous improvement, collaboration and achievement | |
| Embed Reconciliation strategies into ways of working so that the community are heard, respected, and better supported through culturally informed organisational practices. | Connected Communities |
| Embed multicultural strategies, to strengthen cultural understanding and improve service outcomes for diverse communities | People and Culture |
| Deliver year two of the organisation’s Culture Program to further embed effective leadership and achievement oriented behaviours and mindsets across the organisation. | People and Culture |
Note: The actions listed above in the respective Strategic Objectives are all expected to be completed by 30 June 2027
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.
Quarterly Community Report - January to March 2026
Previous reports
Quarterly Community Report - October to December 2025
Quarterly Community Report July - Sept 2025
Quarterly Community Report April - June 2025
Quarterly Community Report January - March 2025
Quarterly Community Report October - December 2024
Quarterly Community Report July - September 2024
Quarterly Community Report April - June 2024
Quarterly Community Report January - March 2024
Quarterly Community Report October - December 2023
Quarterly Community Report July - September 2023
Quarterly Community Report April - June 2023
Quarterly Community Report January - March 2023
Quarterly Community Report October - December 2022
Quarterly Community Report July - September 2022
Quarterly Community Report April - June 2022
Quarterly Community Report January - March 2022
Quarterly Community Report October - December 2021
Quarterly Community Report July - September 2021
Quarterly Community Report April - June 2021
Quarterly Community Report January - March 2021
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 58 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 view Casey's latest results along with the complete performance data for all Victorian Council’s, visit Know Your Council.
Summary and themes
Summary
Every year, Council develops an Action Plan that outlines what the City of Casey plans to achieve over the coming 12 months to deliver against our Council Plan 2025-29 and support the achievement of the Long-Term Community Vision 2035. The Annual Action Plan includes an outline of the key projects Council will undertake across the year to provide transparency to the community and to enable reporting against these actions across the year.
Theme
An integral part of developing our strategic documents is to give our community members the opportunity to share their vision for the future of Casey, as well as their specific needs and expectations of Council. The Shape Your City 2024 engagement program gathered valuable insights from our community, which have helped to guide this Plan.
Across June to September 2024, Council undertook a comprehensive consultation process to review the Long-Term Community Vision and inform development of the Council Plan 2025-2029. Under the Local Government Act 2020 (the Act), Council is required to develop these long-term strategic plans with significant input from the community.
Engagement was completed in two phases, Phase One sought to understand broad community sentiment and priorities for the Plans. Phase Two used the insights from Phase One to support deeper discussions with the Community Panel.
The engagement program 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.
- Physical connection
- Social connection
- Innovation with technology
- Build a sense of community pride through inclusion
- Finding ways for the community to make change
- Create community resilience
- Use evidence and research to design the future state of the community.
The themes from the engagement has been used to inform the key projects and initiatives to be delivered in 2025/26.
Annual Action Plan
Strategic Outcome 1: Strong Communities
| Priority 1.1 Community safety: Partner with community to enhance safety outcomes and feelings of safety. (Health Focus Area 5) | |
| Our 2026/27 actions | Lead department |
| Improve road safety through local traffic management measures that address issues on local streets and improve safety, accessibility and amenity. | City and Asset Planning |
| Work with Victoria Police on a police operated mobile CCTV trial to increase perceptions of community safety in key locations and provide evidence for future safety improvements. | Connected Communities |
| Increase driver awareness, help prevent theft, and support overall public safety by installing signage in key Council carparks. | Connected Communities |
| Deliver Disclosure of Family Violence training to staff to strengthen the ability for Council to respond to disclosures of family and gender based violence in a confident, consistent and supportive manner. | Connected Communities |
| Develop a Public Open Space Lighting Guide to support planning for lighting in open spaces across Casey. | City and Asset Planning |
| Continue working with Victoria Police, emergency services, local businesses and community groups such as Neighbourhood Watch to improve community safety and strengthen collaboration across Casey, including delivering Community Safety that bring partners and residents together to address local safety concerns and crime prevention priorities. | Connected Communities |
| Priority 1.2 Effective advocacy: Coordinate advocacy and partnerships to attract funding for and provision of critical non-council services that support community needs. (Health Focus Area 3, 4, 5 and 6) | |
| Lead advocacy efforts for older people, ensuring their needs, experiences and voices shape local responses to aged care reform and related community services. | Connected Communities |
| Facilitate informal sport and physical activities that support the diverse needs of the community and provide pathways into Community Sport. | Active Communities |
| Priority 1.3 Arts and destinations: Utilise cultural, arts and heritage experiences and places to foster community connection and cohesion, inclusion and a strong creative community. (Health Focus Area 2) | |
| Strengthen partnerships with artists, creatives and community organisations to support delivery of arts and culture experiences across Council facilities and neighbourhood locations. | Creative Communities |
| Deliver accessible and responsive library services, that support learning, connection and digital inclusion in growth areas. | Creative Communities |
| Strengthen partnerships with community groups, businesses and Council services to support delivery of events and destination activations. | Creative Communities |
| Priority 1.4 Sport and active community participation: Sport and active community participation: Support increased participation in sport, leisure and community programs, with a focus on women, girls and gender diverse people, through coordinated design and delivery of accessible programs. (Health Focus Area 1) | |
| Develop strong, inclusive and sustainable clubs through the development and implementation of the Casey Club Accreditation Program. | Active Communities |
| Strengthen engagement with young people by expanding sport and physical activity opportunities that connect them to local programs and services. | Active Communities |
| Identify and activate underused active recreation reserves to increase community access and informal participation in physical activity. | Active Communities |
| Priority 1.5 Early years and youth: Support the delivery of programs and partner with community organisations to provide greater access to services for early years and youth populations. (Health Focus Area 3) | |
| Deliver initiatives that support children and their family's health and wellbeing, within the Maternal and Child Health Program. | Child, Youth and Family |
| In partnership with key stakeholders, hold key events that promote connection and engagement and support children, young people and their families | Child, Youth and Family |
| Increase access to youth (10-25 years) programs that address social connection and wellbeing, through improved coordination and delivery of services. | Child, Youth and Family |
| Advocate for investment in infrastructure that enhances access to safe spaces, and inclusive opportunities for young people. | Child, Youth and Family |
| Convene a mental health roundtable to build evidence, identify local needs, and inform collaborative responses to emerging priorities. | Child, Youth and Family |
| Priority 1.6 Social cohesion: Foster greater social cohesion through the advancement of Casey’s targeted populations needs; and the rejection and prevention of family violence and promotion of gender equality (Health Focus Area 2, 3 and 5) | |
| Deliver place based initiatives and strengthen community partnerships to build social cohesion, connection and participation for the Casey community through inclusive programs, events and engagement activities. | Connected Communities |
| Enhance social connection and wellbeing for older people by increasing access to shared meal programs and strengthening partnerships with local organisations. | Connected Communities |
| Raise awareness and promote the prevention of family violence across Casey through the delivery of a targeted community campaign in partnership with Councillors and the community. | Connected Communities |
| Facilitate and advocate for enhanced food security outcomes that results in improved access to nutritious, affordable, and culturally appropriate food for the community. | Active Communities |
| Improve men’s social connection and wellbeing by creating opportunities to strengthen peer connection and positive fatherhood experiences. | Child, Youth and Family |
Strategic Outcome 2: Liveable City
| Priority 2.1 Improved connectivity: Plan, deliver and advocate for transport improvements to roads, public transport, pedestrian and cycling networks that improve access, connectivity, safety and city movement outcomes for our community. (Health Focus Area 2 + 5). | |
| Plan and deliver safe, accessible green walking and cycling trails to promote active lifestyles, movement, and connections in Casey. | City and Asset Planning |
| Work in partnership with the development industry to expand transport, community, and recreation infrastructure that meets the needs of our rapidly growing communities. | Growth and Investment |
| Priority 2.2 Appropriate infrastructure: Plan and deliver infrastructure that is sustainable, fit for purpose, supports shared use and promotes safety and amenity. (Health Focus Area 3 + 5) | |
| Prepare a Casey Playground Framework to provide further guidance on the allocation and scope of playgrounds across the municipality including opportunities to develop an iconic multigenerational play space. | City and Asset Planning |
| Renew district and local playgrounds to deliver safe, modern and inclusive play spaces that support community connection and ongoing use of well-maintained local facilities. | City Design and Construction |
| Renew and upgrade existing active recreation and community infrastructure through asset maintenance, ensuring facilities remain safe, compliant, fit for purpose, and capable of delivering high quality recreational opportunities for the community. | City and Asset Planning |
| Address the needs of the growing community by planning and implementing new projects, renewals and upgrades to existing infrastructure, including the delivery of Arthur Wren Hall Renewal and Reema Reserve Pavillion Upgrade. | City Design and Construction |
| Priority 2.3 Respond to growth: Plan and deliver urban planning that ensures our community has access to services and facilities across the city aligned to need and place. (Health Focus Area 3) | |
| Finalise the detailed design and commence construction of Casey Fields Rectangular Stadium to deliver a high quality, multi purpose sporting facility that supports community and elite sport. | City Design and Construction |
| Deliver new Community Centres at Ballarto Road, Clyde North West and expansion of Ramlegh Community Centre to improve access to kindergarten and Maternal and Child Health (MCH) and early years services. | City Design and Construction |
| Priority 2.4 Effective advocacy: Advocate for investment that supports and responds to our growing city’s needs – including transport mobility and access to jobs and services. (Health Focus Area 3) | |
| Deliver and advocate for strengthened community transport partnerships, and initiatives that improve access to jobs, services and participation. | Connected Communities |
| Advocate and influence State Government priorities to secure infrastructure investment, focusing on key road upgrades, reducing congestion and improving public transport to support the timely delivery of critical infrastructure for Casey’s growing community. | City and Asset Planning |
| Continue to advocate for stronger mobile connectivity standards in Precinct Structure Plans and support the delivery of well sited telecommunication towers in areas with identified coverage gaps. | Growth and Investment |
| Priority 2.5 City shaping infrastructure: Plan and invest in city shaping projects complementing our city’s scale and diversity. | |
| Continue improvements and upgrades to Doveton Pool in the Park to deliver a purpose-built facility that offers easy access to an outdoor aquatic facility. | City Design and Construction |
| Progress the design and delivery of the Cranbourne Hub to provide a purpose-built facility that improves community access to essential Council and partner services and meet future community needs. | City and Asset Planning |
| Deliver a detailed business case for a prospective major infrastructure project that assesses feasibility, opportunities, and risks to guide Council’s future investment and delivery decisions. | City and Asset Planning |
Strategic Outcome 3: Sustainable Environment
| Priority 3.1 Climate mitigation: Implement programs across Council to reduce carbon emissions and educate and support community and local business to reduce emissions. (Health Focus Area 1) | |
| Deliver community education and programs to empower schools, residents (including young people) and businesses to reduce greenhouse gas emissions through sustainable practices. | Sustainability and Waste |
| Deliver the Year five actions from the Climate Action Plan to ensure Council continues to reduce emissions in line with the 2030 net zero target. | Sustainability and Waste |
| Reduce Council’s corporate greenhouse gas emissions through sustained investment in energy efficiency upgrades and installation of rooftop solar across Council owned and leased facilities, supporting Council’s transition to net zero emission. | Sustainability and Waste |
| Priority 3.2 Climate adaptation: Investigate and implement adaptation measures that proactively support infrastructure, ecosystems, and community in preparing for climate change impacts. (Health Focus Area 3) | |
| Deliver the Year three actions from the Climate Resilient Casey Plan to ensure Council and the community are prepared for from the impacts of climate change. | Sustainability and Waste |
| Implement recommendations from the Coastal Framework to ensure the protection of coastal communities and environments from coastal hazards and the impacts of climate change. | Sustainability and Waste |
| Priority 3.3 Biodiversity and natural resource management: Improve city greening with a focus on tree canopy cover and promote the protection and enhancement of biodiversity and other natural resources across Council and private land. (Health Focus Area 1 + 3) | |
| Protect, restore and better connect important natural areas across Western Port and other locations by protecting sensitive wetlands, improving habitat connections through targeted restoration, and helping the community connect with nature through interpretive signage and storytelling. | Sustainability and Waste |
| Deliver community biodiversity education and volunteering initiatives that build awareness, knowledge and stewardship by engaging residents in learning about local ecosystems, native species and conservation actions. | Sustainability and Waste |
| Implement year three of the Greening Casey plan including a focus on increasing tree canopy coverage via Council, community and developer planting programs including advocacy for Green Streets implementation. | Sustainability and Waste |
| Priority 3.4 Waste treatment: Progress Council treatment of waste and educate community about sustainable waste practices to increase food waste diversion and reduce litter and waste contamination | |
| Standardise Council’s waste collection services to comply with the Victorian Government’s Kerbside Reforms project. | Sustainability and Waste |
| Educate and inform the community on the correct use of kerbside services, waste reduction and litter management. | Sustainability and Waste |
| Provide a range of community collection and recycling opportunities for difficult waste products such as e-waste, household chemicals and textiles. | Sustainability and Waste |
| Priority 3.5 Water management: Implement holistic water management practices through water sensitive urban design that advance water harvesting and reduce flood risks. | |
| Finalise and adopt the Integrated Water Management Plan to support a healthy, resilient water environment that supports safe, sustainable, and liveable neighbourhoods. | City and Asset Planning |
| Implement flood risk reduction initiatives to protect the community through strategic flood mitigation planning. | City and Asset Planning |
Strategic Outcome 4: Thriving Local Economy
| Priority 4.1 Investment attraction: Work with other specialist organisations to deliver programs and activities that grow business investment in new and priority sectors, promoting local job growth and innovation. | |
| Deliver the Choose Casey campaign to promote Casey as a favourable location to do business. | Growth and Investment |
| Advocate for the upgrade and extension of Thompsons Road through the Greater South East Melbourne State election platform, to unlock business potential, create job opportunities and increase economic benefit for the Casey community. | Growth and Investment |
| Priority 4.2 Employment pathways: Advocate and partner with the education sector to support local skill development and the establishment of equitable and inclusive training and employment pathways. (Health Focus Area 3) | |
| Implement partnership operational plans with Federation Uni and Chisholm TAFE to create stronger employment pathways and upskilling programs for residents. | Growth and Investment |
| Priority 4.3 Existing business growth: Coordinate Council programs, activities and response to regulatory reforms to support and promote the growth of existing businesses. | |
| Continue to improve and streamline Council processes to make it easier for Casey businesses to access and engage with Council services. | Planning and Building |
| Support home-based businesses through a series of events, education and training to improve connection and business capability. | Growth and Investment |
| Develop a social enterprise framework / roadmap that builds the skills of local social enterprises, encourages collaboration across sectors, and supports community-led actions to create long term value for residents. | Growth and Investment |
| Priority 4.4 Revitalise our strategic places: Coordinate planning and investment to revitalise and improve connection and access to neighbourhood activity centres and land precincts; supporting the unlocking of land for housing and jobs. (Health Focus Area 2 + 6) | |
| Continue to deliver the Strategic Property Program by supporting the development or disposal of underused Council owned land at strategic locations, to ensure these assets are used in ways that maximise civic, community and commercial benefits. | Growth and Investment |
| Prepare and progress a planning scheme amendment to embed the Berwick Village Major Activity Centre Structure Plan within the Planning Scheme, providing a clear statutory framework for future growth and development. | Growth and Investment |
| Complete an Activity Centre Strategy review to deliver well planned, attractive and functional centres that balance community aspirations, economic opportunities and environmental sustainability. | Growth and Investment |
| Deliver Year two of the Activity Centre Improvement Program to ensure attractive and high amenity and safe public spaces support the growth and diversity of local businesses. | City Design and Construction |
Strategic Outcome 5: High Performing Organisation
| Priority 5.1 Responsive customer experience: Design and deliver fit for purpose customer experiences that are empathetic, consistent, accessible and responsive to customer needs. (Health Focus Area 2) | |
| Enhance Council’s digital services to add additional self serve options and make customer interactions and the reporting of issues easier. | Customer and Digital |
| Establish a connected and consistent view of our customers and experiences to drive end to end improvements in how we deliver services. | Customer and Digital |
| Improve Council’s communication channels by ensuring consistent content, tone and the timely sharing of information to better meet customer needs and expectations. | Communications and Corporate Governance/Customer and Digital |
| Priority 5.2 Operational performance: Enhance Councils service and project performance through innovative practice and clearly communicate results to the community. | |
| Implement the Sensing Our City program to build Council’s understanding and improve how council facilities, assets and services are being used. | Strategy Innovation and Transformation |
| Design the upgrade of Council’s technology platform (OneCouncil) to improve efficiency and deliver better customer experiences. | Strategy Innovation and Transformation |
| Implement Council’s service review program to ensure Casey’s services are efficient and meet the needs of the community. | Strategy Innovation and Transformation |
| Embed a stronger approach into project and service delivery to drive continuous improvement and increase value for the community. | Strategy Innovation and Transformation |
| Priority 5.3 Financial performance: Improve financial performance by enhancing accountability and focus on efficiency and long-term strategic decision making | |
| Implement the recommendations from the long-term financial plan to ensure Council remains financially sustainable and resources are managed responsibly for the future. | Financial Services |
| Deliver financial efficiencies that enable Council to absorb expenditure related to our growing community, while continuing to deliver greater value and improved outcomes for the community. | Financial Services/ Strategy Innovation and Transformation |
| Priority 5.4 Governance and transparency: Promote community engagement in Council decision making through transparent governance and accessible communication. (Health Focus Area 3) | |
| Implement a Community Outreach Program to help Council connect with residents, understand community needs, and involve people in decisions that affect their lives. | Communications and Corporate Governance |
| Deliver a Community Connectors Program to enhance communication and engagement between Council and its diverse multicultural communities. | Communications and Corporate Governance |
| Priority 5.5 Constructive culture: Develop and grow an organisational culture that is safe and that promotes continuous improvement, collaboration and achievement | |
| Embed Reconciliation strategies into ways of working so that the community are heard, respected, and better supported through culturally informed organisational practices. | Connected Communities |
| Embed multicultural strategies, to strengthen cultural understanding and improve service outcomes for diverse communities | People and Culture |
| Deliver year two of the organisation’s Culture Program to further embed effective leadership and achievement oriented behaviours and mindsets across the organisation. | People and Culture |
Note: The actions listed above in the respective Strategic Objectives are all expected to be completed by 30 June 2027
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.
Quarterly Community Report - January to March 2026
Previous reports
Quarterly Community Report - October to December 2025
Quarterly Community Report July - Sept 2025
Quarterly Community Report April - June 2025
Quarterly Community Report January - March 2025
Quarterly Community Report October - December 2024
Quarterly Community Report July - September 2024
Quarterly Community Report April - June 2024
Quarterly Community Report January - March 2024
Quarterly Community Report October - December 2023
Quarterly Community Report July - September 2023
Quarterly Community Report April - June 2023
Quarterly Community Report January - March 2023
Quarterly Community Report October - December 2022
Quarterly Community Report July - September 2022
Quarterly Community Report April - June 2022
Quarterly Community Report January - March 2022
Quarterly Community Report October - December 2021
Quarterly Community Report July - September 2021
Quarterly Community Report April - June 2021
Quarterly Community Report January - March 2021
Know Your Council
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 58 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 view Casey's latest results along with the complete performance data for all Victorian Council’s, visit Know Your Council.
Budget
The Annual Budget outlines the services and initiatives that Council will undertake in the 2026/27 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 2026/27 financial year.
This year’s budget includes a $551.5 million operational budget to ensure Council continues to provide vital services to more than 444,000 residents and a $136.5 million Capital Works Program which focuses on renewing and maintaining our existing assets while we carefully plan for new infrastructure that supports the growing community.
When developing this year’s Budget, Council has been mindful that cost-of-living pressures continue to affect many households and local organisations across Casey. We understand rising everyday costs are placing pressure on household budgets, and this has been a key consideration in our decision making.
That’s why this year’s Budget continues to prioritise practical support for those doing it tough, alongside careful financial planning to ensure we can continue delivering the services and infrastructure our community relies on. Council offers a range of support options for residents and community groups, and this year we’re making it easier to find help when it’s needed. From community grants, to financial hardship assistance, flexible rate payment options and a range of programs our Budget has been designed to support individuals, families and community organisations where it matters the most.
- The City of Casey’s 2026/27 budget outlines a operating surplus of $195.9 million, supporting the delivery of 26 key strategic services across the municipality.
- The capital works program for 2026/27 totals $136.5 million. This program is supported through a mix of Council cash, reserves, developer contributions, and external grant funding. The investment will enable the completion of existing projects, the renewal of aging infrastructure, and the planning and design of future developments. Major allocations include $79.8 million for recreational, leisure, and community facilities, $13.2 million for parks, open spaces, and streetscapes, $15.7 million for road upgrades, $6.2 million for drainage improvements, and $2.3 million for footpaths and cycleways.
Infographic
Summary of 2026/27 Budget
This year’s budget includes a $551.5 million operational budget to ensure Council continues to provide vital services to more than 444,000 residents and a $136.5 million Capital Works Program which focuses on renewing and maintaining our existing assets while we carefully plan for new infrastructure that supports the growing community.
When developing this year’s Budget, Council has been mindful that cost-of-living pressures continue to affect many households and local organisations across Casey. We understand rising everyday costs are placing pressure on household budgets, and this has been a key consideration in our decision making.
That’s why this year’s Budget continues to prioritise practical support for those doing it tough, alongside careful financial planning to ensure we can continue delivering the services and infrastructure our community relies on. Council offers a range of support options for residents and community groups, and this year we’re making it easier to find help when it’s needed. From community grants, to financial hardship assistance, flexible rate payment options and a range of programs our Budget has been designed to support individuals, families and community organisations where it matters the most.
Budget outcomes
- The City of Casey’s 2026/27 budget outlines a operating surplus of $195.9 million, supporting the delivery of 26 key strategic services across the municipality.
- The capital works program for 2026/27 totals $136.5 million. This program is supported through a mix of Council cash, reserves, developer contributions, and external grant funding. The investment will enable the completion of existing projects, the renewal of aging infrastructure, and the planning and design of future developments. Major allocations include $79.8 million for recreational, leisure, and community facilities, $13.2 million for parks, open spaces, and streetscapes, $15.7 million for road upgrades, $6.2 million for drainage improvements, and $2.3 million for footpaths and cycleways.
Capital Works Program
This year’s $136.5 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.
It sees Council committing to the completion of the previous financial year’s projects, introduce new projects and continued renewal of existing infrastructure providing services to our growing community.
The program was implemented in accordance with the Capital Works Policy.
Key projects to be progressed over the next 12 months include:
- Cranbourne Community Hub – Continued design and delivery of a major community hub ($8.1 million).
- Casey Fields Rectangular Stadium – Final design and start of construction on a new multipurpose stadium for community and elite sport ($6 million).
- Playground renewals across Casey – Renewal of district and local playgrounds to improve play and safety ($7.31 million).
- Doveton Pool in the Park – Continued upgrades to an improved outdoor aquatic facility ($3 million).
- Ballarto Road Family and Community Centre – New centre improving access to early years services ($4 million).
- Clyde North West Family and Community Centre – New family and community facility under development ($5.7 million).
- Active After Dark – Expansion of automated lighting at reserves for safe evening activity ($200,000).
- Public Toilet Framework – New and upgraded public toilets at key locations ($718,000).
- Minor Capital Works Investment Program – Additional funding for sporting club infrastructure projects ($712,00).
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. For the best browsing experience, please use Chrome on a desktop/laptop computer.
Note: The updated map will be available from mid-July. Thank you for your patience.
Summary
This year’s $136.5 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.
It sees Council committing to the completion of the previous financial year’s projects, introduce new projects and continued renewal of existing infrastructure providing services to our growing community.
The program was implemented in accordance with the Capital Works Policy.
Key projects list
Key projects to be progressed over the next 12 months include:
- Cranbourne Community Hub – Continued design and delivery of a major community hub ($8.1 million).
- Casey Fields Rectangular Stadium – Final design and start of construction on a new multipurpose stadium for community and elite sport ($6 million).
- Playground renewals across Casey – Renewal of district and local playgrounds to improve play and safety ($7.31 million).
- Doveton Pool in the Park – Continued upgrades to an improved outdoor aquatic facility ($3 million).
- Ballarto Road Family and Community Centre – New centre improving access to early years services ($4 million).
- Clyde North West Family and Community Centre – New family and community facility under development ($5.7 million).
- Active After Dark – Expansion of automated lighting at reserves for safe evening activity ($200,000).
- Public Toilet Framework – New and upgraded public toilets at key locations ($718,000).
- Minor Capital Works Investment Program – Additional funding for sporting club infrastructure projects ($712,00).
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. For the best browsing experience, please use Chrome on a desktop/laptop computer.
Note: The updated map will be available from mid-July. Thank you for your patience.
Downloads
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Annual Action Plan 2026-27
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Asset Plan 2025-35
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Budget Report 2026-27
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Council Plan 2025-29
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Financial Plan 2026/27 – 2035/36
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Long-term Community Vision 2035
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Revenue and Rating Plan 2025-29
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Road Management Plan 2025
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Schedule of Fees and Charges – 2026-27