… Manningham’s Health and Wellbeing Strategy 2021 - 2025 outlines how we will … resilient, connected and inclusive. Tags About Council Strategies, PlansandPolicies … Health and Wellbeing Strategy …
Manningham generally enjoys a high level of health and wellbeing and is recognised as one of the healthiest municipalities in Victoria. However, there are always opportunities to enhance community health and wellbeing. Manningham’s Health and Wellbeing Strategy2021 - 2025 outlines how we will continue to work with our community and partner organisations to ensure people living in Manningham are healthy, safe, resilient, connected and inclusive.
Manningham’s Health and Wellbeing Strategy 2021 – 2025 was developed using an integrated planning approach with Manningham’s Council Plan 2021-2025. The Strategy works towards achieving Council's Vision and Healthy Community Goals.
Manningham’s 2040 Community Vision:
Manningham is a peaceful, inclusive and safe community. We celebrate life with its diverse culture, wildlife and natural environment. We are resilient and value sustainable and healthy living, a sense of belonging, and respect for one another.
Healthy Community Goals:
Healthy, safe and resilient community
Connected and inclusive community
Manningham’s Health and Wellbeing Strategy 2021 – 2025 recognises the municipality’s many strengths and builds on the achievements of its predecessor; the Healthy City Strategy 2017 – 2021. The Health and Wellbeing Strategy 2021 – 2025 has identified a number of health and wellbeing priorities impacting the community today and into the future. These will be addressed in partnership with our soon to be formed Health and Wellbeing Advisory Committee, and the Manningham community to ensure residents continue to have the opportunity to improve their health and wellbeing.
The development of the Strategy has been informed by a review of the previous Healthy City Strategy 2017-2021, community feedback, and analysis of state-wide and local health data contained in our State of the City and Health Needs Analysis 2020 report. These findings have informed the development of seven priority areas, contained under two key goals:
Goal 1. A healthy, safe and resilient community:
Improved social and emotional wellbeing
Increased healthy eating
Increased active lifestyles
Increased adaptation to the health impacts from climate change
Reduced injury and harm
Prevention of family violence
Goal 2. A connected and inclusive community:
Increased connection to and engagement in community life
In developing these priority areas, Council has included consideration of:
Across the life course – we looked at the lifespan of our community from infants, children and young people to older adults, to understand the impacts on health and wellbeing at different life stages
Community groups – we identified the needs and priorities of people from multicultural communities, the LGBTQIA+ community, First Nations peoples, carers and people with disability
Genders – we assessed how all genders and intersectionality, which are attributes other than gender such as age, disability or sexual orientation, may be impacted by a range of health issues
Implementing the Strategy
Manningham’s Health and Wellbeing Strategy 2021 – 2025 will be supported by two biennial Action Plans. Each Action Plan will contain a set of activities developed under the seven key priority areas. These activities will be delivered with our partners to help us achieve the changes that we want to see in our community’s health and wellbeing over the next four years.
Evaluation of our previous Strategy
The Healthy City Strategy 2017-2021 delivered more than 250 actions across four years to improve the health and wellbeing of the Manningham community.
Healthy City Strategy 2017 - 2021 Evaluation Report
Healthy City Strategy 2017 - 2021 Evaluation Report
A snapshot of some of the actions delivered and key achievements of the Healthy City Strategy 2017-2021 can be found below.
Ten projects were selected as case studies across the four years of the strategy. These case studies were asked to reflect on the "most significant change" that occurred as a result of the project:
Project 1: Tunstall Square Community Art Project
Project overview
Volunteer artists, including Scouts and school groups combined forces to design and paint art on car parking spaces to make Tunstall Square a more vibrant place to shop.
Most significant change
The project was designed to involve the whole community including as many aspects as possible. They participated in designing and delivering the painted car spaces as well as being part of the event on the day. The best part of the project was the involvement of the community – both in the art and being engaged and part of the whole project.
“If you get community groups involved they feel pride in their own local space” – Kimberly Hughes, local artist/project leader
“It was quite a surprise to me this morning to see all of these people with grins of their faces” – Geoff Harwood, local resident
“You can’t put money value on art in community spaces the fact that you get people’s engagement is immeasurable and it’s a fantastic reward for the whole community” – George Condos, local resident
Project 2: Emergency Aware Program
Project overview
Program to assist neighbourhoods to develop home emergency plans and work together to be better prepared for an emergency.
10 emergency planning sessions held at community learning centres to discuss with residents their current emergency plans and how to prepare for an emergency
357 participants directly engaged in the program through community organisations, learning centres, local farmers markets and sporting clubs
50% of all residents within Manningham and 74% in bushfire prone areas advised that they currently have an emergency plan in place
Most significant change
Hearing how the community understands and interprets key messages and advice provided by emergency services on how to prepare for an emergency. Many within the community shared that they have repeatedly seen key messages such as ‘have an emergency plan’ and ‘leave early’ since the 2009 Black Saturday bushfires but wanted a chance to discuss how they apply the advice in their own lives and what these messages mean to them. The response has been invaluable as many within the community have a wide range of interpretations of these messages that will directly shape the Emergency Aware program moving forward.
“I have completed a valued itemised list of my assets and have taken photos of them. If I have to make a claim I know exactly what I’m claiming for.”
Project 3: Parks Alive Program
Project overview
Resident-led initiative encouraging the community to get involved, meet their neighbours and help improve our local parks. Parks Alive supports residents to beautify, enhance and activate their local neighbourhood park, by relying on their skills and ideas to run an activity, event, creative or gardening project. Examples of resident-led initiatives include Stone Circle project at Iona Reserve, Mural art on rebound wall at Daniel Reserve, Free little library at Ronald Reserve, Painting the paths at Jocelyn Reserve, Tasker Reserve Neighbourhood Xmas BBQ, Australia Day BBQ at Jocelyn Reserve, Neighbour lunch at Walker Reserve, plus on going gardening projects.
Most significant change
It was surprising to see that people felt highly empowered and highly engaged to be able to plan and lead the delivery of projects in their local community, even in light of COVID-19 impacts.
“It was an empowering experience. I know the majority of the community are excited about the project. It has been a joy especially during the COVID-19 crisis. The project at this time forced us to engage with the community in different ways. Namely through chatting in the Reserve at appropriate social distancing measures, setting up Zoom meetings and establishing a Facebook group. Thankyou so much for the amazing opportunity.”
“A really strong sense of community contribution, and a sense that I belong to a community that was larger than myself and that I was able to make a meaningful contribution to that group.”
“As a local resident I felt so encouraged that Council had an initiative to support me (and my neighbours) to bring the neighbourhood together at a mutual space (local park/reserve)”
Project 4: Parenting Seminar Series
Project overview
Our parenting seminar series aims to provide parents the tools to manage difficult situations and help them be well informed and involved in their children’s lives.From May to August 2020 we hosted eight live and pre-recorded webinars on parenting featuring some of Australia’s best parent educators and adolescence psychologists, such as Dr Michael Carr-Gregg and Steve Biddulph. More than 7,000 people have participated in these webinars on topics including raising resilient kids during the coronavirus era, managing year 11 and 12 in the face of uncertainty, Raising Girls and Raising Boys.
Most significant change
Our greatest challenges, at that time, was being limited by the capacity of the venue, being sold out in 24 hours for an event and providing additional sessions where possible. The 2020 series faced challenges that we had not previously encountered due to COVID-19, however, this challenge became an opportunity. While the COVID-19 crisis transformed our lives almost overnight, Manningham’s popular Parenting Seminar Series quickly adapted, pivoting to webinars. With social distancing in place, we had to cancel our entire Parenting Seminar Series for the remainder of the 2020 series. We quickly turned the face to face events to an online series in less than 48 hours. The online platform provided greater reach and we were not limited by the capacity of a venue. We could see the effect of continuous media coverage, remote learning and isolation was having on families, so we quickly adapted, pivoting from live events to online webinars to support our community, particularly families, through the crisis.
“It was a great session”, “Brilliant session, thank you”, “Was an excellent session”, “Really there wasn’t anything that could be improved”, “More sessions like this.”
Project 5: Skills 4 the Future
Project overview
Council was funded by VicHealth to deliver the Skills 4 the Future initiative. This included development of a resource mapping local skills development opportunities to increase young people’s employability. The project also included delivery of Career’s Expo, providing practical tips for young people in their search for employment. Skills 4 the Future engaged over 100 youth through the delivery of the Skills 4 the Future Careers Expo on 17 October 2018. This event provided young people with a greater understanding of the 'rising bar' megatrend, improved access to local information, as well as opportunities to network with employment services and explore career and volunteering options.
Most significant change
The development of the Skills 4 the Future funding application resulted in the formation of the Manningham Youth Alliance, a network of key organisations working with youth across Manningham to share resources and expertise in the delivery of projects and programs for young people. As a result of this alliance, a Youth Advisory Council was also established, which provides young leaders with opportunities to discuss matters important to them, and opportunities to develop key skills in project management, problem solving, critical thinking, teamwork and communication. The Youth Advisory Council has continued beyond the life of the Skills 4 the Future Project.
“This is a great program to get involved in. It allows young people, like myself, to be a part of something bigger and really make an impact on the community. Working in a team environment with people from across the community has provided me with the opportunity to grow, learn and improve on my current skill set such as team work and communication. I’ll be able to take these skills and experiences with me and apply them to my future career."
Project 6: Far Flung Intergenerational Project
Project overview
Far Flung: Connecting Intergenerational Families was a piloted Artist-in-Residence program in Doncaster. The project focused on developing narratives of place, family histories and culture as a way to engage and connect new migrant families to the area. A socially engaged art project; Far Flung inspired cross-cultural connections and a deeper sense of belonging in Manningham.
- 41% of Far Flung participants feels they have a lot in common, despite their diverse backgrounds
- 70% of exhibition attendees agreed or strongly agreed that Far Flung helped them feel more connected to the community
Most significant change
Engaging culturally diverse community members through art creation and breaking down cross-cultural barriers to connectedness and belonging. Local artists reported gaining greater insight into effective ways to facilitate art creation with families, helping them in their work with community.
Both parents and students voices were captured in this evaluation over two separate evaluation sessions, and they shared the same predominant themes: a greater connection to community and family (73%); separating this out further, acknowledgement and appreciation of the difference in cultures and the common experiences as migrants (41%), and a stronger connection between child and parent/adult (32%) were the dominant responses in this category.
“Time to get to know each other has helped me feel more connected to the group and to the community. I learned that we come from so many different cultures but we share so much in common. I really like working together – and now I can call you all friends.”
“Before this, I only talked to Chinese people. But I learned that we have similarities and we can talk to each other and get to know each other and can be friends.”
Project 7: Digital Stories of Inclusion
Project overview
Three digital stories highlighting local employment examples of people with a disability within open employment. The video showcases the stories of Buddy, Ben, Melissa and Kay, four Manningham residents with a disability, who have successfully secured local employment. Their stories are designed to educate, inform and inspire people with a disability, their families, service providers and the broader community that people with disabilities can lead socially inclusive, meaningful lifestyles as valued contributors to their local communities. The Digital Stories of Inclusion video has been viewed more than 360 times on Council’s Facebook page.
Most significant change
Changing attitudes within the community and for business owners on the inclusion of people with a disability in their workplace.
“Once you have a supportive structure in place, everything seems to flow very well”
“Working at Quest means I get to meet people and be social. I also get to earn a wage, and support myself, which increases my self-esteem”
“I have not seen any other councils do something like this, or at least document it in this way. The use of such positive language on the web page is wonderful.”
“[this] would be an excellent resource for other councils to increase the inclusion of people with a disability in their workforce.”
Project 8: Local Dementia Alliance Group
Project overview
The Manningham Local Dementia Alliance Group plays a key role in guiding and advising Council on the actions and initiatives that will help foster change for people living with dementia.
Most significant change
Launch of the Manningham Dementia Information Card, an initiative of Manningham Council in partnership with the Manningham Local Dementia Alliance Group. The 20,000 cards printed are available to educate, raise awareness and provide strong support in our community.
As an organisation, Manningham Council has been recognised as ‘Working Towards Dementia Friendly’ organisation by the Dementia Friendly Communities program of Dementia Australia.
Recognition as ‘Working Towards Dementia Friendly’ means that our organisation has an approved action plan which details our commitment to work towards improving the way in which our services meet the needs of people living with dementia, so that they can be supported to live in the community for as long as possible.
“Dementia-friendly communities can also offer benefits to the wider population. The promotion of social cohesion and understanding the needs of others will help make Manningham generally a great places to live. I commend Manningham Council as a leader in Local Government that is fostering a community to champion the journey towards being a dementia friendly city.” - Dr David Sykes, Dementia Australia
“The Manningham community has created an environment that offers…people living with dementia and their family and friends opportunities to participate and interact in stimulating and easily available activities” - Quote from member of the Manningham Dementia Alliance
Project 9: Active for Life Recreation Strategy
Project overview
Active for Life Recreation Strategy (2010-25), identifies the vision for a healthy, more active community. The Strategy aims to provide our community with opportunities to stay healthy, active and participate in a diverse range of recreation activities regardless of age, gender, ability and cultural background.
Most significant change
The most significant outcome of the review was the Strategy’s core focus. The original Recreation Strategy had a strong focus on active recreation (walking, jogging etc.) and also a focus on areas that are not traditionally covered under a Recreation Strategy (such as Bush Kinder). As a result, organised sport requirements were missed and this resulted in minimal policy guidance, no strategic justification for expenditure and a lack of governance and development support for our sporting clubs, amongst other things. The reviewed strategy flipped the focus to help create a better balance between active recreation and organised sport, and also better align with the Recreation Team’s core role.
‘The strategy and actions are generally consistent with our view of the general direction Council should be taking in the development of sporting activity in Manningham.’
‘I think it's wonderful that the City of Manningham is encouraging active recreation through organised sport.’
Project 10: Unite for Safety and Respect Project
Project overview
Series of workshops developed in partnership with Monash, Whitehorse and Boorondara to Faith Leaders in the Inner East to strengthen existing partnerships, provide a platform for building knowledge and sharing experiences in responding to family violence.
102 people attended the Forum
123 participants in total across all three workshops
61 different participants across all three workshops
32 participants attended more than one workshop
13 different faiths represented
Most significant change
97% of workshop participants reported moderate or high confidence in communicating with others about the prevention of family violence
73% felt they had an increased knowledge of respectful and equal relationships due to their participation in the workshop they attended
“We all need to be on the same page and acknowledge that we do have family violence in all faiths and communities. Everyone has a right to live in safety and respect in Australia. That is the message that we need to get across to our Faith Leaders and to the community”
Healthy City Strategy 2017 - 2021 Evaluation Report
Healthy City Strategy 2017 - 2021 Evaluation Report
… We’re always looking for suppliers who practice fairness and are technologically innovative. Tags About Council Strategies, PlansandPolicies … Procurement policy …
The Local Government Act 2020 is what we use in developing a procurement policy that benefits the community.
From our suppliers, we seek:
open and fair competition that provides value for money
clear guidelines to allow consistency and control
demonstrated accountability to our community
ethical behaviour
the best outcomes for our community.
We’re always looking for suppliers who practice fairness and are also technologically innovative.
For further information, or to speak to someone in our Procurement team, please contact us via email at procurement@manningham.vic.gov.au.
Terms and Conditions for Purchase Orders for Services
Terms and Conditions for Purchase Orders for Services
… Our budget focuses on delivering essential services and investing in things that matter to our community. Tags About Council Strategies, PlansandPolicies … Budget …
We’re delivering for our community with an operating budget of $147 million to deliver more than 100 valuable services for our community.
Key features of the 2023/24 Budget
Although inflation (CPI) is forecast to be at least 4 per cent in 2023/24, our average general rate increase will be in line with the State Government’s rate cap of 3.5 per cent.
Conscious of cost-of-living pressures, we're offering over $1 million of relief measures by capping the increase to the waste service charge, increasing our low-income rate rebate and introducing subsidies for school holiday programs.
We will continue to support rate payers undergoing financial difficulties through our financial hardship provisions.
Council Plan
We're delivering on our Council Plan. This includes:
… Year Financial Plan ensures we deliver on the Council Plan and build a financially sustainable organisation. Tags About Council Strategies, PlansandPolicies … 10 Year Financial Plan …
Our 10 Year Financial Plan 2023/24 to 2032/33 provides a financial road map for the future. Adopted at the 27 June 2023 Council Meeting, the 10 Year Financial Plan ensures we deliver on the Council Plan and continue to be a financially sustainable organisation.
Provides the long-term financial resourcing for the future to build a better Manningham
Provision of funding to deliver on a range of key strategies and initiatives such as sustainability, the environment, waste management, asset management, flood modelling, and water management
We will deliver on our Climate Emergency Action Plan to reduce the impacts of climate change. We have allocated $13 million in our capital works program over the next four years for Circular Economy (Sustainability) initiatives
We will introduce waste management initiatives such as the introduction of the Food Organics Garden Organics (FOGO) service to reduce the amount of waste going to landfill
A commitment of $1.62 billion of operational expenditure over 10 years (an average of $162 million per annum) to deliver more than 100 services to our community
The delivery of a 10 year Capital Works Program of $549 million (an average of $55 million per annum) to maintain and enhance Council’s $2.5 billion of community assets. This program focuses on core infrastructure such as footpaths, drainage, roads and open space and will enhance the liveability and amenity of our municipality
A significant allocation of funding has been allocated to our Capital Works Program for major projects, including the construction of major community and recreational facilities. These projects will be funded primarily by Council’s Strategic Fund
The Capital Works Program is in addition to the $224 million over 10 years (an average of $22 million per annum) to maintain our important community infrastructure included in our operating budget
Average forecast general rate increases in line with the State Government’s rate cap/forecast CPI
Despite the challenging economic environment, we have continued to focus on ongoing financial sustainability through innovation and efficiencies, and containment of expenditure at less than inflation. We are also seeking alternative sources of income to reduce the dependence on rate income, such as ensuring that we strategically unlock the potential of our assets to enhance our financial sustainability.
Strategic Property Portfolio
The Strategic Property Portfolio (SPP) makes up part of the 10 Year Financial Plan by contributing to Council’s vision of being a financially sustainable organisation. Adopted at the 25 October 2022 Council Meeting, the Strategic Property Portfolio intention is to acquire property that will strategically enhance opportunities for development and community enhancement.
The SPP vision and principal:
The Strategic Property Portfolio will provide the City of Manningham with an additional funding source to enhance services and associated infrastructure for the benefit of the community.
Contribute to an alternative income stream to achieve Council’s mission to be a financially sustainable Council.
Acquired properties
Address
Bid
Financial benefit
10 Waldau Court, Doncaster
Council was unsuccessful at auction
Potential to acquire the heritage listed site for community use
35 Hakea Street, Templestowe
Council was successful at auction for $1.45 million
The site adjoins Council owned land to the south, providing future opportunity for community infrastructure
… operations during the financial year. Tags About Council Strategies, PlansandPolicies … Annual report …
In accordance with the requirements of the Local Government Act 2020, Manningham Council produces an Annual Report that provides the community with an update of Council's operations during the financial year and contains a range of information including:
A review of Council’s performance against the Council Plan
An overview of the legislative, economic and other factors that have had an impact on Council's performance
Major policy initiatives, operations and works undertaken
… to you in pursuit of our community’s vision for the future and to achieve the very best for Manningham. Tags About Council Strategies, PlansandPolicies … Council Plan …
Council Plan was adopted at the Council Meeting on 24 August 2021.
The Council Plan is our promise to you in pursuit of our community’s vision for the future and to achieve the very best for Manningham.
The Council Plan 2021 – 2025 sets out our priorities and goals over Council’s four year term.
We will focus on:
improving core services
community wellbeing — particularly for younger and older people
our local environment
local businesses.
Themes and goals
The Council Plan has five themes and 11 goals.
We have developed actions to deliver outcomes for every goal, for every theme.
Theme
Goal
Healthy community
A healthy, safe and resilient community
An inclusive and connected community
Resilient Environment
Protect and enhance our environment and biodiversity
Reduce our environmental impact and adapt to climate change
Well Governed Council
A financially sustainable Council that manages resources effectively and efficiently
A Council that values our customers and community in all that we do
Vibrant and Prosperous Economy
Grow our local business, tourism and economy
Liveable Places and Spaces
Inviting places and spaces
Enhanced parks, open space and streetscapes
Well connected, safe and accessible travel
Well utilised and maintained community infrastructure
… Council will prioritise the safety of children in our care and will build child safety into everyday practice. Tags About Council Strategies, PlansandPolicies … Child Safe Policy …
Manningham Council is committed to being a child-safe organisation, supporting the health and wellbeing of children, and is compliant with Victoria’s Child Safe Standards Legislation.
Our commitment to building a culture of child safety recognises that Manningham Council will prioritise the safety of children in our care and will build child safety into everyday practice.
Manningham Council is committed to:
The protection, safety, participation and empowerment of all children;
Promoting cultural safety for Aboriginal children, and children from culturally and/or linguistically diverse backgrounds; and
Providing a safe environment for children with a disability.
How to Report Suspected Child Abuse
If a child is in immediate danger, call the Police on 000.
Child safety concerns regarding behaviour of a Manningham Council worker
In addition to reporting child safety concerns to the relevant authorities, please report your concerns to Council by contacting the Manningham Council Child Safety Contact Officer, Kerryn Paterson - Director of Experience and Capability, by:
Written and confidential child safety concerns or complaints sent through the post should be marked:
Strictly Confidential
Group Manager People and Communications
Child Safety Contact Officer
Manningham City Council
PO Box 1
Doncaster VIC 3108
Manningham Council takes all allegations and concerns about potential child abuse seriously and has practices in place to investigate and escalate to authorities, if necessary. Nothing prevents a person, who holds a reasonable belief that child abuse has been committed, to report such allegations directly to the relevant authorities.
… the aspirational Community Vision 2040 guides our plans for Manningham. Tags About Council Strategies, PlansandPolicies … Community Vision …
Every Council is guided by a long term Community Vision and four year Council Plan.
Developed with the local community, they guide the actions we will take to deliver better outcomes for the community.
Manningham is a peaceful, inclusive and safe community. We celebrate life with its diverse culture, wildlife and natural environment. We are resilient and value sustainable and healthy living, a sense of belonging, and respect for one another.
— Manningham Community Panel
The Community Vision 2040 was developed for the community, by the community.
Developed at the beginning of our Council's four year term in 2021, the community discussed priorities of today, as well as those raised by the community in the Generation 2030 Community Plan in 2012.
We now consider the Community Vision and our Council Plan 2021-2025 in all our future planning and how funding is spent.
… in Manningham – providing choice in how we live, work and play. Tags About Council Strategies, PlansandPolicies … Liveable City Strategy 2040 …
The Liveable City Strategy 2040 (LCS) is Manningham’s 20-year plan to improve the liveability of our municipality, from our urban/suburban neighbourhoods to our rural areas – providing choice in how we live, work and play.
The LCS will help shape the future of the municipality over the next 20 years and ensure Manningham will continue to evolve as a liveable, resilient, and desirable place to be.
Strategic direction
The strategy covers the following key directions:
vibrant activity centres
thriving employment
housing choice and distinct communities
greening our city
sustainable transport and travel mode choice
building social and cultural connections.
The LCS focuses on:
creating vibrant activity centres and community places
The aim of a '20-minute neighbourhood’ is to create a place where people can meet most of their daily needs within a 20-minute walk from home, with safe cycling and local transport options.
Community engagement
The LCS was created following feedback from Imagine Manningham 2040 (IM2040) – an extensive community engagement project undertaken in 2019 that captured the views of a wide cross-section of Manningham’s diverse and varied community.
… of how we are tracking against key performance measures and provides transparency across key areas of Council business Tags About Council Strategies, PlansandPolicies … Our performance …
Our Annual Report provides an overview of how we are tracking against key performance measures and provides transparency across key areas of Council business
Quarterly Report
The Manningham Quarterly Report provides a progress update towards achievement of our Council Plan 2021-2025 as well as financial, capital works, Councillor and CEO expenses.
Our Annual Report provides a detailed account of Council’s service performance across the year.
Local Government Performance Reporting Framework (LGPRF)
LGPRF was introduced by the Victorian Government to assist the community to see and compare Council’s performance in areas of interest such as public safety (animals, foods and pools), services (statutory planning, maternal child health, libraries, roads and rubbish), council business (governance, community engagement and financial efficiency).
… About council Discover our community, heritage and surrounds and learn who and what drives our strategic … you. Governance, public registers and your rights Strategiesand action plans Find information on our strategiesand action plans. …
We are proud to deliver over 100 different services to our vibrant and diverse community. Discover our community, heritage and surrounds. Learn what drives our strategic vision - and how we do it.
There’s something for everyone in Manningham. From sacred sites of the area’s First Peoples to the early gold mining settlements, the local area has a bit of everything for you to appreciate and enjoy.
We are committed to developing and fostering partnerships with not-for-profit groups and organisations whose work enriches the municipality and is consistent with our vision.
We are committed to managing our city’s infrastructure efficiently and sustainably to better meet the needs and expectations of our growing community.
Our capital works program brings this commitment to life by managing the maintenance and improvement of council assets, facilities and community spaces through a number of key projects.
… Economic Development Strategy sets the scene for a thriving and resilient Manningham Our new Economic Development … businesses and employment in Manningham. On this page Strategies, PlansandPolicies All News Manningham Business … Economic …
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Our new Economic Development Strategy (EDS) is a six-year plan to support businesses and employment in Manningham.
It addresses the significant changes in the business and employment environment, including the impact of the COVID-19 pandemic, global economic trends, and exploring opportunities for new investment in Manningham.
The business and wider community contributed to the development of the EDS with final feedback incorporated prior to the Strategy being endorsed by Council at its September meeting.
Con Valsamis is the President of the Jackson Court Traders Association and said the EDS would help local businesses and their networks build a vibrant city.
“We appreciate support provided as part of Manningham Council’s Economic Development Strategy. Our Association welcomes opportunities to further build local business and a sense of community,” Mr Valsamis said.
“The last few years have really affected most of the traders in Jackson Court, but we still have a fantastic spot and the vision for Jackson Court is to continue to make the shopping strip a vibrant and inviting mixed cultural destination for Manningham. The Economic Development Strategy will help us do that.”
The EDS is based around six themes:
Local businesses and their networks
To foster local enterprise and build business networks.
Accessible vibrant places
Create vibrant and high-quality centres that support local businesses.
Derive economic benefit from shifts to working from home as residents choose to shop and pursue recreation locally instead of elsewhere.
Develop an evening-economy with restaurants, bars and events and celebrate local creativity, arts, and culture.
Landscapes and lifestyle
Develop a compelling visitor offer.
Support the sensitive and sustainable use of the green wedge while celebrating and retaining its environmental assets and liveability.
Room for growth
Ensure a supply of best-practice commercial and industrial land for industry growth.
An economy for climate change
Take advantage of de-carbonisation and circular economy trends for industry development and adapt to climate change.
Inclusive economy
Support an inclusive economy with pathways into employment.
Manningham Mayor, Cr Deirdre Diamante said as part of the strategy, Council would facilitate, advocate for, and implement projects, programs, and campaigns to create a vibrant and prosperous economy.
“Thanks to everyone who contributed to this planned vision to enhance our economy, support connectivity and provide genuine opportunities for growth in Manningham,” Cr Diamante said.
“In the final version of the EDS, we addressed your feedback including that Council should develop a permanent local co-working space, address a shortage of industrial space and celebrate unique local businesses.”
The EDS is supported by an action plan that is innovative and practical to deliver. Priorities are targeted, realistic and achievable, setting the scene for a bright future in Manningham.
The Strategy’s success will be measured by its impact on economic growth, employment opportunities, community wellbeing, and environmental sustainability. It serves as a roadmap for stakeholders to collaborate and work towards a thriving and resilient local economy.
… GC 231). On this page Emergency Planning Committee Strategies, PlansandPolicies Bushfires … Recent changes to the Bushfire …
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The Manningham Planning Scheme has changed to better protect properties in Wonga Park from bushfire (Amendment GC 231).
Amendment GC 231 applies a Bushfire Management Overlay (BMO) to approximately 600 properties in Wonga Park.
The BMO identifies areas of high bushfire risk, that requires a bushfire risk assessment and bushfire protection measures.
If you have an existing home on your property, then no changes are required. We recommend having a bushfire survival plan during the Fire Danger Period to keep you and your family safe.
If you are planning to build a new home, then you will need to include an assessment of the bushfire risk and consider bushfire protection measures as part of your new design.
If you have a current planning permit application then we recommend you discuss the changes with your planning officer.
To check if your property is included in the amendment, view the map.
The Country Fire Authority (CFA) has several resources and tools that provide advice on activities you can undertake to protect your property, as well as prepare your own Bushfire Survival Plan.
Now is the perfect time to create or review your Bushfire Survival Plan to minimise risk and prepare your family and home in case of bushfires and extreme weather.
You can access a range of plans and information on how to prepare your property on the CFA and Fire Rescue Victoria websites.
Make sure you understand the Fire Danger Ratings and when to act. Visit VicEmergency and download the VicEmergency app for emergency warnings and information.
… Plan aims to keep local centres thriving Local businesses and community members will benefit from a new Manningham … the public spaces in local shopping centres. On this page Strategies, PlansandPolicies … Shopping Centre Improvement Plan aims to …
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Manningham Council has adopted the Vibrant Villages Action Plan 2023, which sets out our plan for the upgrade of public spaces in our local shopping centres.
This Action Plan identifies shopping centres for a range of upgrades and improvements to make them more vibrant, with a focus on priorities over the next ten years.
These upgrades may include:
landscaping
outdoor seating
footpath improvements
outdoor tables
parklets
bicycle infrastructure
traffic improvements
drainage improvements and water sensitive urban design,
carparking improvements
and structure planning.
Manningham Mayor Cr Deirdre Diamante said Manningham’s activity centres provide an important role within the community.
“They offer shops, community facilities and services that meet the daily needs of local residents. They provide a place of employment for many. They also offer an opportunity for people to gather and interact, which is so important for community connection and a feeling of belonging.”
“Our centres need to be of a high standard to continue to draw people to them, which in turn benefits our local traders. They need to be safe, accessible and pleasant places to visit and shop.
That’s why this Vibrant Villages Plan is so important – it sets out a framework and plan for ensuring we can keep our centres across Manningham thriving to their full potential.”
Cr Diamante said small improvements to centres like seating, car parking, landscape, footpaths and lighting can impact the use, function and enjoyment of an activity centre.
“This Plan will help us make sure we manage the appearance and function of centres to meet the needs of our community both now and in the future.”
We will focus on:
Neighbourhood Activity Centres: (in no particular order)
Donburn
Jackson Court
Macedon Square (safety and amenity works only)
Templestowe Village
Local Activity Centres:
Mitcham Road, Donvale
Thompson Heights, Bulleen
Whittens Lane, Doncaster
Feathertop Avenue, Templestowe Lower
Bulleen Road, Bulleen
Village Avenue, Doncaster
Rosella Street, Doncaster East
Templestowe Road at Bridge Road, Bulleen
Chatsworth Quadrant, Templestowe Lower
JJ Tully Drive, Doncaster
Engagement with stakeholders will be undertaken at the time when individual Neighbourhood and Local Activity Centres are to be upgraded.
… Council endorsed the 2023/2024 Budget and the 10 Year Financial Plan at the June Council meeting, … than 100 valuable services for Manningham. On this page Strategies, PlansandPolicies … Council endorsed the 2023/2024 Budget …
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Thanks to everyone who provided their feedback during our engagement on this year’s Budget. We have worked hard to deliver in the areas that are important to you.
With an operating budget of $147 million, we will deliver more than 100 valuable services for Manningham.
We are conscious of cost-of-living pressures in our community and are providing over $1 million of relief measures by capping the increase to the waste service charge, increasing our low-income rate rebate and introducing subsidies for school holiday programs.
We’re continuing to invest in our community infrastructure with an extensive $54 million capital works program to maintain and enhance Council’s $2.5 billion of community assets.
This is in addition to the $20 million allocated to maintaining important community assets.
We’re delivering on our Council Plan. This includes: