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City of Casey
Corporate planning and reporting

Community Vision

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

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

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

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

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

Integrated Strategic Planning Framework (ISPF)

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

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

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

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

 

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

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

Our high-level themes include:

Theme one: More Connected

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

Guiding Statement

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

Theme two: Bold

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

Guiding Statement

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

Theme three: Resilient

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

Guiding Statement

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

Summary

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

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

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

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

Integrated Planning Framework

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

Integrated Strategic Planning Framework (ISPF)

Shape Your City

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

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

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

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

 

Long Term Community Vision 2031

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

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

Our high-level themes include:

Theme one: More Connected

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

Guiding Statement

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

Theme two: Bold

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

Guiding Statement

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

Theme three: Resilient

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

Guiding Statement

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

Council Plan

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

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

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

Our Council Plan has been informed by extensive consultation and deliberative engagement with our community, via the Shape Your City engagement program, which received input from almost 7,000 participants across our municipality when carried out in 2020/21. 

We spoke with our community using various channels and used the feedback we received to develop the Long-Term Community Vision 2031 and this Council Plan, which outline our strategic focus and priorities for the future. 

As we approached the mid-way point of our Council Plan, we checked in with the community again in 2022/23 to understand what services are of priority through a range of face-to-face engagement opportunities, as well as an online survey and an interactive participatory budgeting tool. Council used the insights from the check-in to ensure our planning and priorities continue to align with those of the community. 

Key themes that emerged from the check-in exercise were that open space and recreation, climate change and our environment, transport and infrastructure and safety are of high importance to our community. The Council Plan outlines how we intend to deliver on our community’s vision over the length of the four-year plan and our focus will be directed towards the priorities of our community. 

As the state’s most populous municipality and one of the fastest growing, it is important that the City of Casey continues to deliver services and infrastructure to meet the growing needs of our city. 

The Council Plan positions us to proactively do just that, whilst balancing the economic challenges and pressures impacting our community and the organisation. We continue to face financial pressures and rising costs, coupled with the challenge of operating in a rate capped environment. However, we’ve worked within tight budget parameters and developed partnerships where necessary to create a plan that is both responsible and achievable.

We remain focused on re-aligning our operations to be more efficient while continuing to meet the needs and expectations of our community, as well as consolidating our Capital Works Program to help ensure we’re a future-ready and financially sustainable organisation. 

I believe this plan will leave the next Council well positioned to take this city forward and continue the work to mitigate the impact of financial pressures, manage growth, support social inclusion, build infrastructure, create jobs and deliver services. 

We have taken what our community has told us is important and made them our priorities. I encourage you to take the time to read this document to find out more about Council’s objectives and invite you to join us as we continue our journey to ensure that the City of Casey can become a more connected, bold and resilient community.
 

Noelene Duff PSM

We continue to work hard as an organisation to deliver on the priorities and aspirations of our community, identified through the deliberative community engagement program, Shape Your City. 

Through this Council Plan we have outlined our objectives to support our community in driving stronger connections and places, developing platforms for community empowerment and ensuring the organisation becomes future ready. 

Our Long-Term Community Vision 2031 details the community’s aspirations for the future, while our Council Plan sets out how we will achieve the strategic direction through an ambitious, but financially responsible, agenda. It outlines the strategies we’ll undertake and the strategic indicators that will ensure we are on track. 

This plan will help us continue to deliver essential services, projects and key infrastructure, particularly in line with the key areas our community has told us are important to them. These priorities include open space and recreation, climate change and our environment, transport and infrastructure and safety. 

Each year the economic, political and environmental settings differ when we’re planning and budgeting to ensure we’re delivering on our Council Plan. Our strength is in the way we adapt and prioritise to ensure we continue delivering critical services and infrastructure for our community. 

This year, we’re working within tight budget parameters due to the economic pressures and rising costs being experienced by our community and the organisation, made more challenging by the imposed rate cap and some cost-shifting from the State Government which increases pressure on Council’s available budget. 

However, Council remains committed to continuing to find a balance between financial sustainability whilst being responsive to the needs of our residents and ratepayers.

We’ll continue to ensure our operating budget is directed towards priority services for the community being delivered in a sustainable manner.  

Council will also continue our investment in much-need infrastructure and upgrades with a commitment of almost $75 million through its Capital Works Program (CWP) in 2023/24 alone. The priority this financial year will be on consolidation; ensuring we complete projects already underway, focusing on renewal of existing infrastructure and assets, and undertaking the necessary detailed design and feasibility work for future capital projects to mitigate escalating costs.

We will continue working hard to deliver for our current and future communities through good governance, decision making and by embedding our community’s voice in our actions. 

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

Glen CEO headshot

demographics

demographics
demographics
demographics
demographics
demographics
All data provided above can be referenced in the full version of the Council Plan.

Strategic Direction 1:  Drive stronger connections and places

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

Objective 1:  Deliver sustainable infrastructure and activate places

Strategies Indicators
  • Advocate and build an accessible and well-connected local transport network
  • Foster partnerships that ensure Casey remains a destination for arts, culture, sport and leisure
  • Design, build and cultivate places that create a sense of belonging, connection, and pride
  • Manage urban growth and deliver future-focused infrastructure that is innovative, sustainable and adaptable
  • Prioritise investment that revitalises our existing infrastructure and services to meet changing needs
  • Create and maintain safe and clean open spaces and places
  • Ensure high level of input from Council is provided on all major rail and road upgrades across the City of Casey
  • Attract events of regional, state, national and international significance to Casey
  • Become a nationally-recognised destination for cultural and civic excellence
  • Increased use of Environmentally Sustainable Design principles within infrastructure
  • All new Council facilities will be designed to improve community safety outcomes
  • Increased digital infrastructure within the public realm
  • Decrease the renewal gap
  • Increase Customer Satisfaction for appearance of Public Areas

Objective 2:  Grow Casey's current and emerging sectors

Strategies Indicators
  • Support the creation of new jobs by focusing on developing local businesses, attracting investment, revitalising activity centres and facilitating employment pathways
  • Build and leverage partnerships that enhance service provision, infrastructure delivery and funding opportunities
  • Growth in employment in Casey’s top four strategic sectors (healthcare & social assistance, retail, construction, and Education & training) 
  • Number of businesses supported to open in Casey through a dedicated assistance program
  • Increase in awareness of Casey’s investment support services and business development services   

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

Strategies Indicators
  • Conserve, enhance and restore the natural environment
  • Contribute towards a circular economy through waste management and resource recovery
  • Support a climate-ready city through climate change mitigation and adaptation
  • Support a healthy natural ecosystem
      • 100,000 indigenous plants reintroduced within the municipality to address fragmentation and biodiversity decline 
  • Decrease the kerbside contamination rate
  • Enhance community participation in environmental education and events
  • Increase the energy sourced from renewable sources for all council buildings, facilities and public lighting  

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

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

 

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

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

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

Objective 5:  Create a resilient, active and connected community

Strategies Indicators
  • Address key health and wellbeing needs within the community by connecting people to community and services
  • Improve Council decision-making to reflect community needs and priorities
  • Build community capacity and sense of belonging to reduce reliance on community services
  • Increase opportunities for community participation in community events and social groups to reduce social isolation
  • Improve community led preparedness to plan for and mitigate local emergency risk
  • Increase the utilisation of Council managed facilities 
  • Form a greater understanding of community needs and decision making at a place-based (local) level through data and research

Objective 6:  Ensure good governance and transparent decision making

Strategies Indicators
  • Grow the capacity of community leadership through dedicated leadership programs and pathways
  • Continue to identify opportunities to improve better Council decision making through governance practices and community engagement
  • Participation and engagement in the Community Leadership Program
  • Percentage of council resolutions made at a council meeting (or at a meeting of a special committee consisting only of Councillors) closed to the public
  • Opportunities provided for people who are impacted by Council’s initiatives to provide feedback or to have input into the decision-making processes through engagement 
  • Increase community trust in Council

 

Strategic Direction 3:  Become a future-ready organisation

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

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

Strategies Indicators
  • Enhance our services with a focus on innovation and partnerships, to ensure positive outcomes are delivered to the community
  • Identify and implement a sustainable operating model which enhances Casey’s future-readiness
  • Build Council’s ability to pursue innovative partnerships for greater community outcomes
  • Keep our customers more informed of the progress of their requests reducing the need for customers to contact Council
  • Implement a refreshed and contemporary Council operating model that achieves the expected benefits
  • Improve the overall efficiency of Council’s operations
  • Grow self-serving channels to make it easier to connect with council
  • Number of public / private partnerships that directly supports and facilitates pathways into employment for Casey residents 
  • Ensure customers’ expectations are managed from first point of contact, to reduce duplication and delay in the system 
  • Improve the shareability of data between agencies and partners for more innovative solutions to meet community needs  

Summary

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

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

Message from Chair of Administrators

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

Our Council Plan has been informed by extensive consultation and deliberative engagement with our community, via the Shape Your City engagement program, which received input from almost 7,000 participants across our municipality when carried out in 2020/21. 

We spoke with our community using various channels and used the feedback we received to develop the Long-Term Community Vision 2031 and this Council Plan, which outline our strategic focus and priorities for the future. 

As we approached the mid-way point of our Council Plan, we checked in with the community again in 2022/23 to understand what services are of priority through a range of face-to-face engagement opportunities, as well as an online survey and an interactive participatory budgeting tool. Council used the insights from the check-in to ensure our planning and priorities continue to align with those of the community. 

Key themes that emerged from the check-in exercise were that open space and recreation, climate change and our environment, transport and infrastructure and safety are of high importance to our community. The Council Plan outlines how we intend to deliver on our community’s vision over the length of the four-year plan and our focus will be directed towards the priorities of our community. 

As the state’s most populous municipality and one of the fastest growing, it is important that the City of Casey continues to deliver services and infrastructure to meet the growing needs of our city. 

The Council Plan positions us to proactively do just that, whilst balancing the economic challenges and pressures impacting our community and the organisation. We continue to face financial pressures and rising costs, coupled with the challenge of operating in a rate capped environment. However, we’ve worked within tight budget parameters and developed partnerships where necessary to create a plan that is both responsible and achievable.

We remain focused on re-aligning our operations to be more efficient while continuing to meet the needs and expectations of our community, as well as consolidating our Capital Works Program to help ensure we’re a future-ready and financially sustainable organisation. 

I believe this plan will leave the next Council well positioned to take this city forward and continue the work to mitigate the impact of financial pressures, manage growth, support social inclusion, build infrastructure, create jobs and deliver services. 

We have taken what our community has told us is important and made them our priorities. I encourage you to take the time to read this document to find out more about Council’s objectives and invite you to join us as we continue our journey to ensure that the City of Casey can become a more connected, bold and resilient community.
 

Noelene Duff PSM

Message from the CEO

We continue to work hard as an organisation to deliver on the priorities and aspirations of our community, identified through the deliberative community engagement program, Shape Your City. 

Through this Council Plan we have outlined our objectives to support our community in driving stronger connections and places, developing platforms for community empowerment and ensuring the organisation becomes future ready. 

Our Long-Term Community Vision 2031 details the community’s aspirations for the future, while our Council Plan sets out how we will achieve the strategic direction through an ambitious, but financially responsible, agenda. It outlines the strategies we’ll undertake and the strategic indicators that will ensure we are on track. 

This plan will help us continue to deliver essential services, projects and key infrastructure, particularly in line with the key areas our community has told us are important to them. These priorities include open space and recreation, climate change and our environment, transport and infrastructure and safety. 

Each year the economic, political and environmental settings differ when we’re planning and budgeting to ensure we’re delivering on our Council Plan. Our strength is in the way we adapt and prioritise to ensure we continue delivering critical services and infrastructure for our community. 

This year, we’re working within tight budget parameters due to the economic pressures and rising costs being experienced by our community and the organisation, made more challenging by the imposed rate cap and some cost-shifting from the State Government which increases pressure on Council’s available budget. 

However, Council remains committed to continuing to find a balance between financial sustainability whilst being responsive to the needs of our residents and ratepayers.

We’ll continue to ensure our operating budget is directed towards priority services for the community being delivered in a sustainable manner.  

Council will also continue our investment in much-need infrastructure and upgrades with a commitment of almost $75 million through its Capital Works Program (CWP) in 2023/24 alone. The priority this financial year will be on consolidation; ensuring we complete projects already underway, focusing on renewal of existing infrastructure and assets, and undertaking the necessary detailed design and feasibility work for future capital projects to mitigate escalating costs.

We will continue working hard to deliver for our current and future communities through good governance, decision making and by embedding our community’s voice in our actions. 

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

Glen CEO headshot

Key demographics

demographics

demographics
demographics
demographics
demographics
demographics
All data provided above can be referenced in the full version of the Council Plan.

Strategic Direction 1

Strategic Direction 1:  Drive stronger connections and places

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

Objective 1:  Deliver sustainable infrastructure and activate places

Strategies Indicators
  • Advocate and build an accessible and well-connected local transport network
  • Foster partnerships that ensure Casey remains a destination for arts, culture, sport and leisure
  • Design, build and cultivate places that create a sense of belonging, connection, and pride
  • Manage urban growth and deliver future-focused infrastructure that is innovative, sustainable and adaptable
  • Prioritise investment that revitalises our existing infrastructure and services to meet changing needs
  • Create and maintain safe and clean open spaces and places
  • Ensure high level of input from Council is provided on all major rail and road upgrades across the City of Casey
  • Attract events of regional, state, national and international significance to Casey
  • Become a nationally-recognised destination for cultural and civic excellence
  • Increased use of Environmentally Sustainable Design principles within infrastructure
  • All new Council facilities will be designed to improve community safety outcomes
  • Increased digital infrastructure within the public realm
  • Decrease the renewal gap
  • Increase Customer Satisfaction for appearance of Public Areas

Objective 2:  Grow Casey's current and emerging sectors

Strategies Indicators
  • Support the creation of new jobs by focusing on developing local businesses, attracting investment, revitalising activity centres and facilitating employment pathways
  • Build and leverage partnerships that enhance service provision, infrastructure delivery and funding opportunities
  • Growth in employment in Casey’s top four strategic sectors (healthcare & social assistance, retail, construction, and Education & training) 
  • Number of businesses supported to open in Casey through a dedicated assistance program
  • Increase in awareness of Casey’s investment support services and business development services   

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

Strategies Indicators
  • Conserve, enhance and restore the natural environment
  • Contribute towards a circular economy through waste management and resource recovery
  • Support a climate-ready city through climate change mitigation and adaptation
  • Support a healthy natural ecosystem
      • 100,000 indigenous plants reintroduced within the municipality to address fragmentation and biodiversity decline 
  • Decrease the kerbside contamination rate
  • Enhance community participation in environmental education and events
  • Increase the energy sourced from renewable sources for all council buildings, facilities and public lighting  

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

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

 

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

Strategic Direction 2

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

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

Objective 5:  Create a resilient, active and connected community

Strategies Indicators
  • Address key health and wellbeing needs within the community by connecting people to community and services
  • Improve Council decision-making to reflect community needs and priorities
  • Build community capacity and sense of belonging to reduce reliance on community services
  • Increase opportunities for community participation in community events and social groups to reduce social isolation
  • Improve community led preparedness to plan for and mitigate local emergency risk
  • Increase the utilisation of Council managed facilities 
  • Form a greater understanding of community needs and decision making at a place-based (local) level through data and research

Objective 6:  Ensure good governance and transparent decision making

Strategies Indicators
  • Grow the capacity of community leadership through dedicated leadership programs and pathways
  • Continue to identify opportunities to improve better Council decision making through governance practices and community engagement
  • Participation and engagement in the Community Leadership Program
  • Percentage of council resolutions made at a council meeting (or at a meeting of a special committee consisting only of Councillors) closed to the public
  • Opportunities provided for people who are impacted by Council’s initiatives to provide feedback or to have input into the decision-making processes through engagement 
  • Increase community trust in Council

 

​​​​​​Strategic Direction 3

Strategic Direction 3:  Become a future-ready organisation

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

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

Strategies Indicators
  • Enhance our services with a focus on innovation and partnerships, to ensure positive outcomes are delivered to the community
  • Identify and implement a sustainable operating model which enhances Casey’s future-readiness
  • Build Council’s ability to pursue innovative partnerships for greater community outcomes
  • Keep our customers more informed of the progress of their requests reducing the need for customers to contact Council
  • Implement a refreshed and contemporary Council operating model that achieves the expected benefits
  • Improve the overall efficiency of Council’s operations
  • Grow self-serving channels to make it easier to connect with council
  • Number of public / private partnerships that directly supports and facilitates pathways into employment for Casey residents 
  • Ensure customers’ expectations are managed from first point of contact, to reduce duplication and delay in the system 
  • Improve the shareability of data between agencies and partners for more innovative solutions to meet community needs  

Domain Strategies

The Domain Strategies are pivotal strategic documents, which sit within Council’s Integrated Strategic Planning Framework, they are:

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

These Domain Strategies set Council’s strategic direction across a diverse range of areas inclusive of economic development, environment, health and wellbeing and infrastructure.

The strategies are a key piece in relation to Council working with its community, they outline objectives and targets, and provide high level strategic direction for the Casey region over the next four years.

Departments and Teams across the City of Casey worked to produce these Domain Strategies, which are both the culmination of the Shape Your City engagement program, and major streams of the Integrated Strategic Planning Framework, such as the Long-Term Community Vision 2031 and Council Plan 2021-25. 

These Strategies are community facing and will outline the strategic direction for those respective domains and their major priorities and strategic objectives over the next four years.
 

This strategy provides an insight into the current and emerging conditions of economic development in Casey, strategic opportunities, and risks. Casey’s current economy is reliant on a few dominant sectors, mainly driven by population serving industries, such as Health and Social Assistance, Retail Trade, Construction, and Education and Training. 

In the coming years, as population growth slows in the municipality, it will be increasingly important to diversify our economy to ensure resilience and job growth. Council will boldly shift its economic development focus towards high growth sectors. This strategy outlines a blueprint for innovation and diversification across Casey’s current dominant sectors, and highlights opportunities to leverage our competitive advantages to grow new and emerging sectors. It invests in the upskilling of our people and builds on the protection of employment and revitalisation of key activity centres as hubs of commercial and investment opportunities. Investing in growth sectors also ensures our community will have sustainable jobs of choice. 

By 2025, the City of Casey will be a regional leader driving economic diversity, with quality and accessible jobs of choice, and an increasingly skilled and capable workforce. This strategy will result in Council placing a greater focus and effort to empower our business community, and implement measures that will place us in good stead for the future and allow us deal with the economic climate in Casey.

The future of our natural environment is of increasing importance and emerging issues related to this are now at the forefront of more people’s minds. There are several emerging conditions, challenges and opportunities that we will face, which include climate change, the natural environment, waste management, integrated water management, legislative requirements, regional partnerships and resourcing. One of the major challenges facing the local environment is the rapidly growing population, which if not managed properly can have serious implications for the future of our natural environment.  

The City of Casey’s Environment Strategy 2021-25 sets out how we plan to achieve the third objective of our Council Plan 2021-25, which is to foster environmentally sustainable practices and work towards being climate ready (resilient). The decisions made in relation to this objective pave the way towards achieving the rapid decarbonization of the municipality to mitigate climate change. Waste management and climate change are two of the biggest challenges being faced by not only Council, but all levels of government and the broader community.  

As part of this strategy, Casey has determined several objectives, which include to ‘Become a climate resilient city through mitigation and adaptation’ and ‘Contribute to a circular economy through waste management and resource recovery. Also connected to this strategy are several ambitious targets. The City of Casey has been bold in our planning, and we hope to see the Casey community commit to these targets as well, to ensure their success and progress towards a more sustainable and resilient future. This strategy will guide Council’s future direction for environmental sustainability over the next four years and ensure Council is well equipped to approach the challenges, and manage our changing environment in a resilient, effective, and cohesive way.

The City of Casey Health and Wellbeing Strategy 2021-25 outlines the health and wellbeing priorities for City of Casey over the next four years. The Strategy builds upon strengths from the previous plan and is a key strategic roadmap to maintain and improve public health and wellbeing at a local level. The Health and Wellbeing Strategy meets the requirements of the Public Health and Wellbeing Act 2008 and has been developed alongside the City of Casey Council Plan 2021-25 as one of five domain strategies providing an integrated strategic planning framework for Council.  

The Strategy has been developed in close consultation with the local community and through collaboration with a wide range of agencies, partners, and stakeholders. It details six health and wellbeing priorities (‘health domains’) for the Casey community: 

  1. Alcohol, drug and tobacco use 
  2. Climate change and health impacts  
  3. Family violence and gender inequality 
  4. Healthy eating and food security
  5. Mental wellbeing and social inclusion6. Physical activity and active living 

The Strategy also identifies key responsibilities and actions that will enable Council to drive system changes, innovation, and new partnerships, which will be critical to supporting the community’s health and wellbeing. The required changes identified are grouped across five strategic themes:

  • Resilient, safe and connected places  
  • Innovative and responsive models of service and connection 
  • Community research and data 
  • Health and wellbeing impact across the life course 
  • Bold and progressive leadership 

Implementation of the Strategy will be driven by annual action plans which will be designed and delivered in partnership with key stakeholders. Progress against the action plan will be monitored, with reports made to Council and the community on the achievements. Our ambition is that everyone in the Casey community has opportunities to lead happy and healthy lives. This strategy sets the direction for achieving this ambition, building on the great strengths within our community, as well addressing as the complex challenges and causes that lead to poor health outcomes. 

The purpose of the strategy is to provide an overarching direction for infrastructure within the City of Casey. To achieve our Long-Term Community Vision 2031, which is to become a more connected, bold and resilient community, there is a continued need to deliver integrated and connected infrastructure.  The Infrastructure Strategy has been developed to call out our highest need for change, doing things differently and pushing the boundaries to capitalise on opportunities and strengthen gaps in Council’s infrastructure planning, delivery, maintenance, and servicing over the next four years.  There are some key conditions impacting infrastructure that we need to adjust to and take advantage of, this includes:  

  • Our changing and growing community  
  • Rapidly advancing technology   
  • Improved data opportunities to inform decisions  
  • Our ageing assets and increasing cost of infrastructure  
  • Our changing climate and need for more resilient infrastructure  

The Infrastructure Strategy was developed through understanding these existing and future conditions impacting infrastructure; aligning with local, State and Federal policy and strategy directions; and community feedback via the Shape Your City process, which saw more than 6,000 people contribute to our Vision, Council Plan 2021-25, Budget and Domain Strategies, including the Infrastructure Strategy. The delivery of this strategy will be supported by an Action Plan, and by working in partnership with others to ensure we have the infrastructure that meets the needs of our community both now and into the future. 

The Transformation Strategy sets out Council’s intention to transform the way we operate to ensure we are delivering maximum benefit to the Casey community now, and into the future. It also seeks to ensure Council continues to deliver quality services to the community and leads the sector in many aspects of service delivery and coordinated responses to communities’ priorities.

To achieve the Casey’s Long-Term Community Vision 2031 “to become more connected, bold and resilient”, our organisation must actively pursue its goals to become a future-ready, high-performance organisation.

Council’s workforce is passionate and talented, with clear aspirations to bring new thinking to how we operate and serve our community. As our community continually grows and asks different things of us, we also face some challenges that we need to respond to, to ensure we continue to deliver with the greatest impact where it matters most. These include:

  • ensuring our mix of services is aligned to the needs of our community
  • enhancing the experience we offer our customers and making it easier to do business with us
  • modernising the way our organisation operates
  • ensuring our people have the skills and tools they need to successfully deliver on our promises to the community. 

To build on Casey’s strengths and respond to the challenges identified, the strategy outlines the future state we will work towards and provides important goalposts from which to measure our achievement success in line with seven goals and five key focus areas.

Goals

  • People focused organisation - We have a diverse workforce that works together as one team. Our people are proud to work at Casey, have the right capabilities and mindset, and are empowered to achieve.
  • Strategy and adaptability - We use an evidence-based approach, with strategic focus, to ensure our organisation is ethically governed, responsive and adaptable.
  • Sustainable business model - We have a lean, innovative and sustainable operating model, which enables our people to focus on meaningful work.
  • Customers and community - We have a deep connection with the community and deliver increased impact and outcomes. We have a single view of our customers, and we are easy to do business with.
  • Service excellence - We have a deliberate and scalable mix of services that are co-designed, appreciate lifecycle and constantly adapt to conditions and emerging needs.
  • Shared leadership - Our leaders coach and empower and demonstrate brave thought leadership in how we operate and deliver services.
  • Strong partnerships - Our community, commercial and strategic partnerships are maximised, productive, and purposeful, and we deliver shared benefit.

Focus areas

  • Customer
  • Services
  • Enterprise (Organisation)
  • Employee (People)
  • Technology Essentials
     

Summary

The Domain Strategies are pivotal strategic documents, which sit within Council’s Integrated Strategic Planning Framework, they are:

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

These Domain Strategies set Council’s strategic direction across a diverse range of areas inclusive of economic development, environment, health and wellbeing and infrastructure.

The strategies are a key piece in relation to Council working with its community, they outline objectives and targets, and provide high level strategic direction for the Casey region over the next four years.

Departments and Teams across the City of Casey worked to produce these Domain Strategies, which are both the culmination of the Shape Your City engagement program, and major streams of the Integrated Strategic Planning Framework, such as the Long-Term Community Vision 2031 and Council Plan 2021-25. 

These Strategies are community facing and will outline the strategic direction for those respective domains and their major priorities and strategic objectives over the next four years.
 

Economic Development Strategy

This strategy provides an insight into the current and emerging conditions of economic development in Casey, strategic opportunities, and risks. Casey’s current economy is reliant on a few dominant sectors, mainly driven by population serving industries, such as Health and Social Assistance, Retail Trade, Construction, and Education and Training. 

In the coming years, as population growth slows in the municipality, it will be increasingly important to diversify our economy to ensure resilience and job growth. Council will boldly shift its economic development focus towards high growth sectors. This strategy outlines a blueprint for innovation and diversification across Casey’s current dominant sectors, and highlights opportunities to leverage our competitive advantages to grow new and emerging sectors. It invests in the upskilling of our people and builds on the protection of employment and revitalisation of key activity centres as hubs of commercial and investment opportunities. Investing in growth sectors also ensures our community will have sustainable jobs of choice. 

By 2025, the City of Casey will be a regional leader driving economic diversity, with quality and accessible jobs of choice, and an increasingly skilled and capable workforce. This strategy will result in Council placing a greater focus and effort to empower our business community, and implement measures that will place us in good stead for the future and allow us deal with the economic climate in Casey.

Environment Strategy

The future of our natural environment is of increasing importance and emerging issues related to this are now at the forefront of more people’s minds. There are several emerging conditions, challenges and opportunities that we will face, which include climate change, the natural environment, waste management, integrated water management, legislative requirements, regional partnerships and resourcing. One of the major challenges facing the local environment is the rapidly growing population, which if not managed properly can have serious implications for the future of our natural environment.  

The City of Casey’s Environment Strategy 2021-25 sets out how we plan to achieve the third objective of our Council Plan 2021-25, which is to foster environmentally sustainable practices and work towards being climate ready (resilient). The decisions made in relation to this objective pave the way towards achieving the rapid decarbonization of the municipality to mitigate climate change. Waste management and climate change are two of the biggest challenges being faced by not only Council, but all levels of government and the broader community.  

As part of this strategy, Casey has determined several objectives, which include to ‘Become a climate resilient city through mitigation and adaptation’ and ‘Contribute to a circular economy through waste management and resource recovery. Also connected to this strategy are several ambitious targets. The City of Casey has been bold in our planning, and we hope to see the Casey community commit to these targets as well, to ensure their success and progress towards a more sustainable and resilient future. This strategy will guide Council’s future direction for environmental sustainability over the next four years and ensure Council is well equipped to approach the challenges, and manage our changing environment in a resilient, effective, and cohesive way.

Health and Wellbeing Strategy

The City of Casey Health and Wellbeing Strategy 2021-25 outlines the health and wellbeing priorities for City of Casey over the next four years. The Strategy builds upon strengths from the previous plan and is a key strategic roadmap to maintain and improve public health and wellbeing at a local level. The Health and Wellbeing Strategy meets the requirements of the Public Health and Wellbeing Act 2008 and has been developed alongside the City of Casey Council Plan 2021-25 as one of five domain strategies providing an integrated strategic planning framework for Council.  

The Strategy has been developed in close consultation with the local community and through collaboration with a wide range of agencies, partners, and stakeholders. It details six health and wellbeing priorities (‘health domains’) for the Casey community: 

  1. Alcohol, drug and tobacco use 
  2. Climate change and health impacts  
  3. Family violence and gender inequality 
  4. Healthy eating and food security
  5. Mental wellbeing and social inclusion6. Physical activity and active living 

The Strategy also identifies key responsibilities and actions that will enable Council to drive system changes, innovation, and new partnerships, which will be critical to supporting the community’s health and wellbeing. The required changes identified are grouped across five strategic themes:

  • Resilient, safe and connected places  
  • Innovative and responsive models of service and connection 
  • Community research and data 
  • Health and wellbeing impact across the life course 
  • Bold and progressive leadership 

Implementation of the Strategy will be driven by annual action plans which will be designed and delivered in partnership with key stakeholders. Progress against the action plan will be monitored, with reports made to Council and the community on the achievements. Our ambition is that everyone in the Casey community has opportunities to lead happy and healthy lives. This strategy sets the direction for achieving this ambition, building on the great strengths within our community, as well addressing as the complex challenges and causes that lead to poor health outcomes. 

Infrastructure Strategy

The purpose of the strategy is to provide an overarching direction for infrastructure within the City of Casey. To achieve our Long-Term Community Vision 2031, which is to become a more connected, bold and resilient community, there is a continued need to deliver integrated and connected infrastructure.  The Infrastructure Strategy has been developed to call out our highest need for change, doing things differently and pushing the boundaries to capitalise on opportunities and strengthen gaps in Council’s infrastructure planning, delivery, maintenance, and servicing over the next four years.  There are some key conditions impacting infrastructure that we need to adjust to and take advantage of, this includes:  

  • Our changing and growing community  
  • Rapidly advancing technology   
  • Improved data opportunities to inform decisions  
  • Our ageing assets and increasing cost of infrastructure  
  • Our changing climate and need for more resilient infrastructure  

The Infrastructure Strategy was developed through understanding these existing and future conditions impacting infrastructure; aligning with local, State and Federal policy and strategy directions; and community feedback via the Shape Your City process, which saw more than 6,000 people contribute to our Vision, Council Plan 2021-25, Budget and Domain Strategies, including the Infrastructure Strategy. The delivery of this strategy will be supported by an Action Plan, and by working in partnership with others to ensure we have the infrastructure that meets the needs of our community both now and into the future. 

Transformation Strategy

The Transformation Strategy sets out Council’s intention to transform the way we operate to ensure we are delivering maximum benefit to the Casey community now, and into the future. It also seeks to ensure Council continues to deliver quality services to the community and leads the sector in many aspects of service delivery and coordinated responses to communities’ priorities.

To achieve the Casey’s Long-Term Community Vision 2031 “to become more connected, bold and resilient”, our organisation must actively pursue its goals to become a future-ready, high-performance organisation.

Council’s workforce is passionate and talented, with clear aspirations to bring new thinking to how we operate and serve our community. As our community continually grows and asks different things of us, we also face some challenges that we need to respond to, to ensure we continue to deliver with the greatest impact where it matters most. These include:

  • ensuring our mix of services is aligned to the needs of our community
  • enhancing the experience we offer our customers and making it easier to do business with us
  • modernising the way our organisation operates
  • ensuring our people have the skills and tools they need to successfully deliver on our promises to the community. 

To build on Casey’s strengths and respond to the challenges identified, the strategy outlines the future state we will work towards and provides important goalposts from which to measure our achievement success in line with seven goals and five key focus areas.

Goals

  • People focused organisation - We have a diverse workforce that works together as one team. Our people are proud to work at Casey, have the right capabilities and mindset, and are empowered to achieve.
  • Strategy and adaptability - We use an evidence-based approach, with strategic focus, to ensure our organisation is ethically governed, responsive and adaptable.
  • Sustainable business model - We have a lean, innovative and sustainable operating model, which enables our people to focus on meaningful work.
  • Customers and community - We have a deep connection with the community and deliver increased impact and outcomes. We have a single view of our customers, and we are easy to do business with.
  • Service excellence - We have a deliberate and scalable mix of services that are co-designed, appreciate lifecycle and constantly adapt to conditions and emerging needs.
  • Shared leadership - Our leaders coach and empower and demonstrate brave thought leadership in how we operate and deliver services.
  • Strong partnerships - Our community, commercial and strategic partnerships are maximised, productive, and purposeful, and we deliver shared benefit.

Focus areas

  • Customer
  • Services
  • Enterprise (Organisation)
  • Employee (People)
  • Technology Essentials
     

Annual Action Plan

Summary

The Annual Action Plan 2023/24 outlines what the City of Casey plans to achieve during the coming 12 months and how it aligns to our Vision and Council Plan.

Themes 

The City of Casey undertook a deliberative engagement program, which is a legislative requirement, to inform these documents. Our Shape Your City engagement program ran between September 2020 and March 2021, giving the community an opportunity to share their views on the future of Casey.

Shape Your City identified key findings that our community stated as their priorities for the future of the city. These themes are now captured in the Vision and Council Plan, and will guide us as we plan for the future of Casey.  

The following key themes emerged from this engagement:

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

Shape Your City – Check in

As we approached the mid-way point of our Council Plan, we also checked in with the community again in 2022 to understand what services are of priority through an online survey and interactive budgeting tool. We received over 3,800 responses during the check in exercise, through online surveys, community pop ups, workshops, kindergarten children and youth consultations and more.

Some of the strong themes identified during the 2022 check-in engagement were: 

  • Open spaces and recreation: People expressed the need for improved infrastructure to engage themselves in sport and leisure activities with family and whole of the community.
  • Our environment: The community have expressed commitment to contributing back to the environment, however, need support and information from Council on some of the practices that the community can adopt to support this work together.
  • Transport and infrastructure: This theme has been consistent to that of Shape Your City findings two years ago. However, in addition to improving road conditions and network and public transport infrastructure, the community also expressed particular concerns around the safety in public transport and accessibility to transport options.
  • Community connectedness – through sentiments of neighbourhood planning and localised opportunities for connection, learning and employment.
  • Community Safety – feeling safe and less crime.
  • Cleanliness and maintaining public and places - especially parks and reserves.
  • Jobs and employment pathways – local job opportunities through a range of employment support and service.

The themes from the initial Shape Your City engagement, as well as the check-in engagement have been used to inform the key projects and initiatives to be delivered in 2023/24.

Strategic Objective 1:  Deliver sustainable infrastructure and activate places

Strategy 1.1:  Advocate and build an accessible and well-connected local transport network
Our 2023/24 actions Lead department
Influence State and Federal Government priorities for infrastructure investment, grants and partnerships to improve and deliver infrastructure for the growing Casey community. City and Asset Planning
Strategy 1.2: Foster partnerships that ensure Casey remains a destination for arts, culture, sport and leisure
Leverage sporting partnerships and events of significance to provide residents opportunities to watch, and pathways to participate in higher levels of sporting competition within the City of Casey. Active Communities
Strategy 1.3: Design, build and cultivate places that create a sense of belonging, connection, and pride
Finalise the detailed design for a new Cranbourne Community Hub where the community can access services, connect and learn. City and Asset Planning
Finalise the construction of major infrastructure projects including Casey Fields Soccer Stage 2, Max Pawsey Stormwater harvesting and wetland, Pearcedale Recreation Reserve Pavilion, Robert Booth Recreation Reserve Pavilion and Clyde Township Family and Community Centre.   City Design and Construction 
Build strong relationships and deliver gender equality initiatives that are inclusive and reject violence against women in Casey communities. Connected Communities 
Strategy 1.4 Manage urban growth and deliver future-focused infrastructure that is innovative, sustainable and adaptable
Undertake a strategic review of Council’s property portfolio to ensure Council’s landholdings are appropriate for current or future service need. Finance and Property Services 
Continue to work with the Victorian Planning Authority to finalise and implement precinct structure plans to create vibrant new communities in Casey’s growth areas around Clyde and Cranbourne.  Growth and Investment 
Strategy 1.5 Prioritise investment that revitalises our existing infrastructure and services to meet changing needs
Implement a contemporary library service model that meets the needs of the community with Casey’s library partner. Arts and Cultural Development 
Strategy 1.6 Create and maintain safe and clean open spaces and places
Work with local agencies to reduce anti-social behaviour and prevent crime so that all residents and visitors can work, travel, live and play in a safe and secure environment Connected Communities 
Renew playgrounds and parks to ensure the community is provided with safe and fit for purpose public open spaces. City Presentation

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

Strategy 2.1: Support the creation of new jobs, by focusing on developing local businesses, attracting investments, revitalising activity centres and facilitating employment pathways
Our 2023/24 actions Lead department
Review and amend Council’s regulatory process for local businesses to make it easier to do business in Casey and increase economic activity. Growth and Investment
Deliver a targeted investment and attraction campaign aimed at priority industry sectors to bring in new business and create jobs. Growth and Investment
Strategy 2.2: Build and leverage partnerships that enhance service provision, infrastructure delivery and funding opportunities
Progress the revitalisation of Council owned land in the Bunjil Place Precinct and Narre Warren Village to create opportunities for new civic, community and commercial outcomes.  Growth and Investment 

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

Strategy 3.1: Conserve, enhance and restore the natural environment
Our 2023/24 actions Lead department
Implement initiatives that will increase biodiversity and tree canopy cover to work towards achieving climate resilience. City Presentation
Strategy 3.2: Contribute towards a circular economy through waste management and resource recovery
Progress the procurement of an Advanced Waste Processing solution to replace landfill as the preferred method of residual waste disposal and secure the long-term waste needs of South East Melbourne. Sustainability and Waste
Continue rollout of the first stages of the Victorian Government Waste Kerbside Reform Program to ensure consistency across Victoria and enable the increased recovery of recyclable materials. Sustainability and Waste
Strategy 3.3: Support a climate-ready city through climate change mitigation and adaptation
Support and empower the community to reduce their energy usage by providing access to climate mitigation information.  Sustainability and Waste
Implement emission reduction initiatives with a focus on sourcing green energy, improving building efficiencies and expanding roof top solar on council facilities. Sustainability and Waste

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

Strategy 4.1: Secure funding through Council’s advocacy campaign, Connecting Casey, to provide transport, infrastructure and community services
Our 2023/24 actions Lead department
Identify and progress City of Casey and Greater South East Melbourne region industry development and investment opportunities to support economic growth. Growth and Investment 
Deliver campaigns for priority advocacy projects, including Thompsons Road extension and Casey Fields Soccer Stage 3. Communications and Marketing

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

Strategy 5.1: Address key health and wellbeing needs within the community, by connecting people to community and services
Our 2023/24 actions Lead department
Strengthen age friendly planning, support ageing in place and positively influence Council's services and programs for older people through the delivery of the Living and Ageing Well Action Plan. Connected Communities 
Advocate and partner to enable greater access to safe, affordable and appropriate housing options into the future. Connected Communities
Strategy 5.2: Improve Council-decision-making to reflect community needs and priorities
Integrate principles of access and inclusion into Council policy and programs, partners and community organisations through the development and implementation of the Reconciliation Action Plan and LGBTIQA+ Action Plan. Connected Communities 

Strategic Objective 6:  Ensure good governance and transparent decision making

Strategy 6.1:  Grow the capacity of community leadership through dedicated leadership programs and pathways
Our 2023/24 actions Lead department
Deliver year three of the Community Leadership Program to increase leadership skills in the community, build capacity, and enhance reputation and trust in civic democracy in Casey.  Active Communities
Strategy 6.2: Continue to identify opportunities to improve better Council decision making through governance practices and community engagement
Prepare the organisation and community for the return to elected Councillors in October 2024, enhancing good governance and ethical decision making.  Corporate Governance 
Respond to recommendations provided through the Independent Broad-based Anti-corruption Commission (IBAC) Operation Sandon investigation to address their report findings. Corporate Governance 
Respond and advocate to the Local Government Electoral Representation Review to ensure the electoral structure reflects the diversity of Casey’s communities and is compliant with the legislative requirements. Corporate Governance
Deliver candidate information sessions to inform the 2024 Election cycle to ensure there is clear understanding of the role and responsibilities of being a councillor. Corporate Governance

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

Strategy 7.1: Enhance our services with a focus on innovation and partnerships, to ensure positive outcomes are delivered to the community
Our 2023/24 actions Lead department
Develop strategic plans for key services to ensure they are innovative, partnership driven and deliver maximum value to the community.  Strategy, Innovation and Transformation 
Implement a range of automated and digital solutions to make it easier and faster for customers to make requests online. Customer and Digital
Strategy 7.2: Identify and implement a sustainable operating model which enhances Casey’s future-readiness
Implement new prioritisation and performance measurement for the organisation that focuses on community outcomes and ensures Casey is adaptable and sustainable into the future. Strategy, Innovation and Transformation 
Implement the first stage of technology upgrades across Council’s systems to support the future readiness of community service delivery. Information Technology
Strategy 7.3: Build Council’s ability to pursue innovative partnerships for greater community outcomes
Implement key Smart Casey Launchpad projects to improve the uptake of technology, innovation and data to create a connected, sustainable, inclusive and innovative future for our growing City. Strategy, Innovation and Transformation
Commence a targeted program to attract new community service organisations that will fill service gaps and enhance the health, wellbeing and safety of residents. Active Communities

Note: The actions listed above in the respective Strategic Objectives are all expected to be completed by 30 June 2024

Summary and themes

Summary

The Annual Action Plan 2023/24 outlines what the City of Casey plans to achieve during the coming 12 months and how it aligns to our Vision and Council Plan.

Themes 

The City of Casey undertook a deliberative engagement program, which is a legislative requirement, to inform these documents. Our Shape Your City engagement program ran between September 2020 and March 2021, giving the community an opportunity to share their views on the future of Casey.

Shape Your City identified key findings that our community stated as their priorities for the future of the city. These themes are now captured in the Vision and Council Plan, and will guide us as we plan for the future of Casey.  

The following key themes emerged from this engagement:

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

Shape Your City – Check in

As we approached the mid-way point of our Council Plan, we also checked in with the community again in 2022 to understand what services are of priority through an online survey and interactive budgeting tool. We received over 3,800 responses during the check in exercise, through online surveys, community pop ups, workshops, kindergarten children and youth consultations and more.

Some of the strong themes identified during the 2022 check-in engagement were: 

  • Open spaces and recreation: People expressed the need for improved infrastructure to engage themselves in sport and leisure activities with family and whole of the community.
  • Our environment: The community have expressed commitment to contributing back to the environment, however, need support and information from Council on some of the practices that the community can adopt to support this work together.
  • Transport and infrastructure: This theme has been consistent to that of Shape Your City findings two years ago. However, in addition to improving road conditions and network and public transport infrastructure, the community also expressed particular concerns around the safety in public transport and accessibility to transport options.
  • Community connectedness – through sentiments of neighbourhood planning and localised opportunities for connection, learning and employment.
  • Community Safety – feeling safe and less crime.
  • Cleanliness and maintaining public and places - especially parks and reserves.
  • Jobs and employment pathways – local job opportunities through a range of employment support and service.

The themes from the initial Shape Your City engagement, as well as the check-in engagement have been used to inform the key projects and initiatives to be delivered in 2023/24.

Annual Action Plan

Strategic Objective 1:  Deliver sustainable infrastructure and activate places

Strategy 1.1:  Advocate and build an accessible and well-connected local transport network
Our 2023/24 actions Lead department
Influence State and Federal Government priorities for infrastructure investment, grants and partnerships to improve and deliver infrastructure for the growing Casey community. City and Asset Planning
Strategy 1.2: Foster partnerships that ensure Casey remains a destination for arts, culture, sport and leisure
Leverage sporting partnerships and events of significance to provide residents opportunities to watch, and pathways to participate in higher levels of sporting competition within the City of Casey. Active Communities
Strategy 1.3: Design, build and cultivate places that create a sense of belonging, connection, and pride
Finalise the detailed design for a new Cranbourne Community Hub where the community can access services, connect and learn. City and Asset Planning
Finalise the construction of major infrastructure projects including Casey Fields Soccer Stage 2, Max Pawsey Stormwater harvesting and wetland, Pearcedale Recreation Reserve Pavilion, Robert Booth Recreation Reserve Pavilion and Clyde Township Family and Community Centre.   City Design and Construction 
Build strong relationships and deliver gender equality initiatives that are inclusive and reject violence against women in Casey communities. Connected Communities 
Strategy 1.4 Manage urban growth and deliver future-focused infrastructure that is innovative, sustainable and adaptable
Undertake a strategic review of Council’s property portfolio to ensure Council’s landholdings are appropriate for current or future service need. Finance and Property Services 
Continue to work with the Victorian Planning Authority to finalise and implement precinct structure plans to create vibrant new communities in Casey’s growth areas around Clyde and Cranbourne.  Growth and Investment 
Strategy 1.5 Prioritise investment that revitalises our existing infrastructure and services to meet changing needs
Implement a contemporary library service model that meets the needs of the community with Casey’s library partner. Arts and Cultural Development 
Strategy 1.6 Create and maintain safe and clean open spaces and places
Work with local agencies to reduce anti-social behaviour and prevent crime so that all residents and visitors can work, travel, live and play in a safe and secure environment Connected Communities 
Renew playgrounds and parks to ensure the community is provided with safe and fit for purpose public open spaces. City Presentation

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

Strategy 2.1: Support the creation of new jobs, by focusing on developing local businesses, attracting investments, revitalising activity centres and facilitating employment pathways
Our 2023/24 actions Lead department
Review and amend Council’s regulatory process for local businesses to make it easier to do business in Casey and increase economic activity. Growth and Investment
Deliver a targeted investment and attraction campaign aimed at priority industry sectors to bring in new business and create jobs. Growth and Investment
Strategy 2.2: Build and leverage partnerships that enhance service provision, infrastructure delivery and funding opportunities
Progress the revitalisation of Council owned land in the Bunjil Place Precinct and Narre Warren Village to create opportunities for new civic, community and commercial outcomes.  Growth and Investment 

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

Strategy 3.1: Conserve, enhance and restore the natural environment
Our 2023/24 actions Lead department
Implement initiatives that will increase biodiversity and tree canopy cover to work towards achieving climate resilience. City Presentation
Strategy 3.2: Contribute towards a circular economy through waste management and resource recovery
Progress the procurement of an Advanced Waste Processing solution to replace landfill as the preferred method of residual waste disposal and secure the long-term waste needs of South East Melbourne. Sustainability and Waste
Continue rollout of the first stages of the Victorian Government Waste Kerbside Reform Program to ensure consistency across Victoria and enable the increased recovery of recyclable materials. Sustainability and Waste
Strategy 3.3: Support a climate-ready city through climate change mitigation and adaptation
Support and empower the community to reduce their energy usage by providing access to climate mitigation information.  Sustainability and Waste
Implement emission reduction initiatives with a focus on sourcing green energy, improving building efficiencies and expanding roof top solar on council facilities. Sustainability and Waste

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

Strategy 4.1: Secure funding through Council’s advocacy campaign, Connecting Casey, to provide transport, infrastructure and community services
Our 2023/24 actions Lead department
Identify and progress City of Casey and Greater South East Melbourne region industry development and investment opportunities to support economic growth. Growth and Investment 
Deliver campaigns for priority advocacy projects, including Thompsons Road extension and Casey Fields Soccer Stage 3. Communications and Marketing

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

Strategy 5.1: Address key health and wellbeing needs within the community, by connecting people to community and services
Our 2023/24 actions Lead department
Strengthen age friendly planning, support ageing in place and positively influence Council's services and programs for older people through the delivery of the Living and Ageing Well Action Plan. Connected Communities 
Advocate and partner to enable greater access to safe, affordable and appropriate housing options into the future. Connected Communities
Strategy 5.2: Improve Council-decision-making to reflect community needs and priorities
Integrate principles of access and inclusion into Council policy and programs, partners and community organisations through the development and implementation of the Reconciliation Action Plan and LGBTIQA+ Action Plan. Connected Communities 

Strategic Objective 6:  Ensure good governance and transparent decision making

Strategy 6.1:  Grow the capacity of community leadership through dedicated leadership programs and pathways
Our 2023/24 actions Lead department
Deliver year three of the Community Leadership Program to increase leadership skills in the community, build capacity, and enhance reputation and trust in civic democracy in Casey.  Active Communities
Strategy 6.2: Continue to identify opportunities to improve better Council decision making through governance practices and community engagement
Prepare the organisation and community for the return to elected Councillors in October 2024, enhancing good governance and ethical decision making.  Corporate Governance 
Respond to recommendations provided through the Independent Broad-based Anti-corruption Commission (IBAC) Operation Sandon investigation to address their report findings. Corporate Governance 
Respond and advocate to the Local Government Electoral Representation Review to ensure the electoral structure reflects the diversity of Casey’s communities and is compliant with the legislative requirements. Corporate Governance
Deliver candidate information sessions to inform the 2024 Election cycle to ensure there is clear understanding of the role and responsibilities of being a councillor. Corporate Governance

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

Strategy 7.1: Enhance our services with a focus on innovation and partnerships, to ensure positive outcomes are delivered to the community
Our 2023/24 actions Lead department
Develop strategic plans for key services to ensure they are innovative, partnership driven and deliver maximum value to the community.  Strategy, Innovation and Transformation 
Implement a range of automated and digital solutions to make it easier and faster for customers to make requests online. Customer and Digital
Strategy 7.2: Identify and implement a sustainable operating model which enhances Casey’s future-readiness
Implement new prioritisation and performance measurement for the organisation that focuses on community outcomes and ensures Casey is adaptable and sustainable into the future. Strategy, Innovation and Transformation 
Implement the first stage of technology upgrades across Council’s systems to support the future readiness of community service delivery. Information Technology
Strategy 7.3: Build Council’s ability to pursue innovative partnerships for greater community outcomes
Implement key Smart Casey Launchpad projects to improve the uptake of technology, innovation and data to create a connected, sustainable, inclusive and innovative future for our growing City. Strategy, Innovation and Transformation
Commence a targeted program to attract new community service organisations that will fill service gaps and enhance the health, wellbeing and safety of residents. Active Communities

Note: The actions listed above in the respective Strategic Objectives are all expected to be completed by 30 June 2024

Quarterly reporting to the community 

Budget

The Annual Budget outlines the services and initiatives that Council will undertake in the 2023/24 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 2023/24 financial year.

 

Budget overview

Budget highlights

This year’s budget totals $542.26million, with a $467.44 million operational budget and a $74.82 million Capital Works Program. A major focus of this year’s draft budget rests on finding a balance - within the constraints of tighter economic conditions - between financial sustainability and being responsive to the needs of the Casey community.

The Budget 2023/24 balances the needs and expectations of the community, while addressing the financial constraints and challenges brought about, amongst other factors, by State Government mandated landfill levy increases, a 3.5 per cent rates-cap, plus the macro economic effects such as inflation.

In 2023/24, our budget includes:

  • An operational investment of $467.44 million, which will see the provision of 27 important strategic services across Casey.
  • A Capital Works Program valued at $74.82 million includes a major focus on the allocation of funds towards completing a significant number of in-flight capital works projects, and renewal of existing infrastructure.
  • A rate increase of 3.5 per cent, in line with the State Government imposed rate cap.

Infographic

 

Budget overview

Budget highlights

Summary of 2023/24 Budget

This year’s budget totals $542.26million, with a $467.44 million operational budget and a $74.82 million Capital Works Program. A major focus of this year’s draft budget rests on finding a balance - within the constraints of tighter economic conditions - between financial sustainability and being responsive to the needs of the Casey community.

The Budget 2023/24 balances the needs and expectations of the community, while addressing the financial constraints and challenges brought about, amongst other factors, by State Government mandated landfill levy increases, a 3.5 per cent rates-cap, plus the macro economic effects such as inflation.

Budget outcomes

In 2023/24, our budget includes:

  • An operational investment of $467.44 million, which will see the provision of 27 important strategic services across Casey.
  • A Capital Works Program valued at $74.82 million includes a major focus on the allocation of funds towards completing a significant number of in-flight capital works projects, and renewal of existing infrastructure.
  • A rate increase of 3.5 per cent, in line with the State Government imposed rate cap.

Capital Works Program

This year’s $74.82 million Capital Works Program has identified several key projects to be delivered throughout the municipality, while also consolidating works commenced in the last financial year.

This year’s capital works program sees Council committing to a year of, with a view to the longer-term wellbeing of the community, by planning and acting now for a future that is both economically and environmentally sustainable.

The program was implemented in accordance with the Capital Works Policy.

Community projects highlights

 

Key projects to be progressed over the next 12 months include:

  • $3.89 million for the Ballarto Road to South Gippsland Highway Intersection
  • $2.28 million for the Ray Bastin Reserve redevelopment
  • $1.65 million for playground improvement works
  • $1.62 million for the Robert Booth pavilion construction
  • $1.18 million for Stage 2 of the 1001 Bayview Park Steps
  • $1.00 million for the Pearcedale Pavilion renewal works
  • $0.90 million for the Max Pawsey Tennis Pavilion
  • $0.48 million for renewal works at the Lynbrook Family and Children's Centre. 

For further examples and more information, please see the media release and 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.

Summary

This year’s $74.82 million Capital Works Program has identified several key projects to be delivered throughout the municipality, while also consolidating works commenced in the last financial year.

This year’s capital works program sees Council committing to a year of, with a view to the longer-term wellbeing of the community, by planning and acting now for a future that is both economically and environmentally sustainable.

The program was implemented in accordance with the Capital Works Policy.

Community projects highlights

 

Key projects list

Key projects to be progressed over the next 12 months include:

  • $3.89 million for the Ballarto Road to South Gippsland Highway Intersection
  • $2.28 million for the Ray Bastin Reserve redevelopment
  • $1.65 million for playground improvement works
  • $1.62 million for the Robert Booth pavilion construction
  • $1.18 million for Stage 2 of the 1001 Bayview Park Steps
  • $1.00 million for the Pearcedale Pavilion renewal works
  • $0.90 million for the Max Pawsey Tennis Pavilion
  • $0.48 million for renewal works at the Lynbrook Family and Children's Centre. 

For further examples and more information, please see the media release and 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.