The Banyule Plan

Our Inclusive, Healthy and Connected Community

A vibrant, connected, active and safe community where diversity and inclusion are valued and encouraged.

Our shared vision for the future

By 2041, Banyule remains a diverse, inclusive and vibrant community, where everyone feels at home.

• We honour and learn from Aboriginal and Torres Strait Islander cultures and support self-determination
• Community spaces and services are welcoming and accessible to all, with no barriers to inclusion or participation
• Banyule is safe and people enjoy nutritious food, lead active lifestyles and experience their best health and wellbeing
• Our festivals and events are inclusive and reflect our diversity
• We protect and celebrate our arts and cultural history, offering opportunities for people to connect, participate and be represented
• Volunteering, education and work encourage and build community connection
• Valuing people's differences underpins our sense of belonging
• We recognise the importance of good mental health and emotional wellbeing.

ThinkTank priorities

• Develop Council structures and supports to enable new community initiatives to be developed, trialled and evaluated and reflect best practice 
• Make community and sporting opportunities culturally and psychologically safe for everyone 
• Targeted initiatives to address social isolation across communities and for selected communities 
• Position youth hubs in accessible community activity areas to improve reach, establish early pathways to connect to services and programs and broader connections to community 
• Improve connections to community and sporting activities via communication, support people to participate and how to get maximum benefit 
• Respond to the changing social media environment by supporting young people's need to connect, access supports and belong 
• Partner to deliver education programs to foster safe use of social media 
• Supporting volunteer organisations to attract and sustain volunteers by providing practical supports (training, accessibility, resources to reduce paperwork) 
• To address a gap, support children (aged 6 to 12 years) to participate, connect, learn and belong in their local community 
• Unlock use of Council and community spaces (public and privately owned) for a diverse range of people, programs and multiple uses, prioritising affordability.

Connection to the Health and Wellbeing Plan

Fostering inclusive, healthy and connected communities can have a profound impact on the health and wellbeing of the Banyule community. Communities that are inclusive, well connected and free from discrimination often report a stronger sense of social identity and cohesion, higher perceptions of safety, improved mental and physical health and overall quality of life.

Our shared health and wellbeing priorities for the future

Building Respectful Communities

We plan to achieve this by:

• Promoting First Nations inclusion and cultural safety 
• Identifying and eliminating all forms of discrimination 
• Taking action to prevent family and gender-based violence.

Every Body Active

We plan to achieve this by:

• Making the benefits of active living accessible for all bodies 
• Expanding free, affordable, inclusive and accessible activity options 
• Supporting people to exercise socially.

Lifelong Healthy Habits

We plan to achieve this by:

• Partnering with local First Nations groups to improve health outcomes 
• Promoting healthy lifestyle choices to reduce preventable risks 
• Supporting mental wellbeing at every stage of life  
• Giving children the best possible start in life.

Social Connection with Purpose

We plan to achieve this by:

• Actively supporting self determination 
• Helping people build strong, supportive relationships 
• Providing targeted social connection and belonging initiatives 
• Encouraging intergenerational, intercultural and educational connections.

What we will do to achieve our goals

Banyule Delivery Plan Actions

Reference number	Banyule Delivery Plan action	How will Council achieve the outcomes	Health and Wellbeing Priority	Status
1.1	Strengthen the partnership with the Barrbunin Beek Aboriginal Gathering Place	Develop a Memorandum of Understanding (MOU) and a partnership agreement with Barrbunin Beek by 30 June 2026. Hold two strategic meetings with Barrbunin Beek each year by 30 June 2026.	Lifelong Healthy Habits	Going as planned
1.2	Build awareness of, and address barriers posed by ageism, discrimination, racism and ableism across the community	Deliver the annual building respectful communities action plan which addresses: First Nations inclusion and cultural safety Building awareness and eliminate of all forms of discrimination Prevention of family and gender-based violence Equitable, safe and inclusive community infrastructure.	Building Respectful Communities	Going as planned
1.3	Increase diverse community participation in festivals, exhibitions, arts grants, programs and events	Deliver major events and festivals including Malahang, Twilight Sounds, Carols by Candlelight and other community events. Support 14 community-led exhibitions at Ivanhoe Library and Cultural Hub that support local creatives by 30 June 2026.	Social Connection with Purpose	Going as planned
1.4	Develop and implement an exhibition program of national cultural significance to elevate the Ivanhoe Library and Cultural Hub's profile as a premier arts venue	Curate high-quality exhibitions and public programs at Ivanhoe Library and Cultural Hub that attract state-wide audiences and media attention.	Not applicable	Going as planned
1.5	Partner with local community organisations to drive collaborative actions that improve social connection across neighbourhoods, with a focus on 3081 postcode	Funding agreements are aligned with community needs and health priorities. Connecting community and service provider networks to address emerging community needs. Increase community services at Shop 48 – The Harmony Centre to support local community organisations.	Social Connection with Purpose	Going as planned
1.6	Continue to develop works programs and opportunities in collaboration with the Wurundjeri Narrap team to learn shared practices	Environmental programs developed and delivered.	Healthy Planet, Healthy People	Going as planned
1.7	Implement the Urban Forest Strategy actions	Actions are reported on as per the Implementation Plan for the Urban Forest Strategy primarily in the State of Environment report.	Every Body Active	Going as planned
1.8	Deliver the Youth Spaces Plan	Design and deliver young people spaces at: Greensborough War Memorial Park Aminya Reserve. Design young people spaces for: Ivanhoe Park Poulter Reserve.	Lifelong Healthy Habits	Going as planned
1.9	Building resilience and capacity across the community to prepare for and manage acute and chronic stressors	Annual action plans delivered to support the approach outlined in the framework by 30 June 2029.	Healthy Planet, Healthy People	Going as planned
1.10	Implement the Support Service and Information Navigation Program	Launch and promote the program. Monitor and evaluate utilisation annually, identifying gaps and advocate to address availability, access and affordability of local services.	Lifelong Healthy Habits	Going as planned
1.11	Implement the Active Banyule Plan to support community participation in active living opportunities, with a focus on sports and recreation	Increase physical activity levels by at least 5% by 2030. Deliver an online physical activity directory. Club strength data indicates annual growth in sporting participation among traditionally under represented cohorts such as First Nations, Cultural and Linguistically Diverse (CALD), women and girls, LGBTIQA+, people with disability and socio-economically disadvantaged.	Every Body Active	Going as planned

How we measure our success

Council key performance indicators – Council-led outcomes

Council KPI outcome	Annual measure	Data source/Baseline data/Related Council strategy	Target by 2029	Health and Wellbeing Priority
Strong relationships and collaborations with local First Nations groups	Number of formal partnerships established	First Nations team report 2025 baseline = Two partnerships Marrageil Strategy 2024–2031: Aboriginal Self-Determination	Develop two partnerships each year	Building Respectful Communities
Banyule is recognised as an accessible and inclusive community	Community Satisfaction Survey (CSS) mean index score for agreement with the social connection measure, ‘I feel part of the local community’	CSS 2025 baseline = 8 out of 10 (Based on Banyule's 2025 Community Satisfaction Survey) Inclusive Banyule: A plan for uplifting social equity for all	Maintain or exceed the baseline mean index score of 8 out of 10	Building Respectful Communities
Community is satisfied with Council-run and supported arts and cultural spaces and programs	Average CSS mean index score for satisfaction with ‘Provision of arts and cultural venues, spaces and facilities’ and ‘Provision of arts and cultural events, programs and activities’	CSS 2025 baseline = 8.1 out of 10 (Based on Banyule's 2025 Community Satisfaction Survey) Creative Banyule: Arts and Culture Strategy 2023–2031	Maintain or exceed the average baseline mean index score of 8.1 out of 10	Building Respectful Communities
Enhanced social cohesion and mutual understanding through intergenerational and intercultural programs	Number of programs run through Neighbourhood House partnerships that facilitate these connections	Community Partnerships team report 2025 baseline = More than four programs delivered	Deliver four programs each year	Social Connection with Purpose
Community is satisfied with services for children from birth to five years of age	CSS mean index score for satisfaction with ‘Services for children from birth to five years of age’	CSS 2025 baseline = 8.4 out of 10 (Based on Banyule's 2025 Community Satisfaction Survey) Child and Youth Framework 2021–2031	Maintain or exceed the baseline mean index score of 8.4 out of 10	Lifelong Healthy Habits
High immunisation rates for young children	Percentage of children aged 12–15 months, 24–27 months and 60–63 months who received all scheduled vaccines under the National Immunisation Program (NIP)	Victorian Government Department of Health childhood NIP delivery statistics 2025 baseline = target met as of December 2024 Child and Youth Framework 2021–2031	Equal to or higher than the Victorian average percentage of children who received all scheduled vaccines	Not applicable
High participation of young people in youth programs and services	Accumulated attendees from Jets Studios, culturally and linguistically diverse (CALD) support, YouthFest, school workshops, youth worker support and Banyule Youth Summit	Banyule Youth Services report 2025 baseline = 10,000 attendees Child and Youth Framework 2021–2031	Maintain or exceed the baseline of 10,000 young people attendees	Not applicable

Community key performance indicators – Supported by Council

Community KPI outcome	Annual measure	Data source/Baseline data	Target by 2029	Health and Wellbeing Priority
Decreased gambling losses in Banyule	Average electronic gambling machine losses in Banyule, measured in dollars per adult	Victorian Gambling and Casino Control Commission 2025 baseline = $566 average loss per adult each year	A reduction in average losses per adult each year	Lifelong Healthy Habits
Community members feel safe in public areas	CSS mean index score for ‘How safe do you feel in public areas at night’	CSS 2025 baseline = 7.5 out of 10 (Based on Banyule's 2025 Community Satisfaction Survey)	Maintain or exceed the baseline mean index score of 7.5 out of 10	Not applicable
Decreased rate of family violence in Banyule	Number of family violence incidents per 100,000 population, as reported by Victoria Police	Crime Statistics Agency Victoria, Family Violence Dashboard 2025 baseline = 1,412 incidents per 100,000 population	A decrease below the baseline of 1,412 incidents per 100,000 population	Building Respectful Communities

Strategies, plans and policies that guide us

• Marrageil Strategy 2024–2031
• Active Banyule Plan 2025–2030
• Ageing Well in Banyule Framework 2024–2030
• Banyule Bicycle Strategy 2022–2027
• Banyule Community Engagement Policy
• Banyule Social Infrastructure Framework 2022–2032
• Child and Youth Framework 2021–2031
• Fair Access in Sport Policy 2024–2028
• Inclusive Banyule: A Plan for Lifting Social Equity for All 2022–2026

Our Sustainable Environment

A progressive and innovative leader in protecting, enhancing and increasing the health and diversity of our natural environment, where we all commit to playing an active role in achieving environmental sustainability and reducing waste and carbon emissions.

Our shared vision for the future

By 2041, Banyule is a leader in environmental sustainability and recognised as one of the most sustainable communities.

• Aboriginal culture and Caring for Country principles guide our sustainability efforts.
• Council partners with the community, education and private sectors, investing in solutions to tackle climate change.
• Population growth aligns with sustainability goals, ensuring equal access to natural spaces.
• We are empowered, adaptive, proactive and resilient to climate change.
• Council promotes sustainable transport options and is on the way to being carbon negative, with a circular economy achieving zero waste.
• We are well-informed on waste, food security and climate actions, and Council leads environmental education.
• We protect and strengthen biodiversity, reduce species extinction and enhance wildlife corridors and urban vegetation, including managing pets and pests.
• Urban farming and home-grown food practices are supported and encouraged to be the norm.
• Trees, green spaces and the urban forest are abundant and maintained to enhance liveability and neighbourhood character.
• Environmentally sustainable design is central to planning and development, and the use of renewable energy in our homes, businesses and facilities is normal.

ThinkTank priorities

• Strengthen and increase community environment engagement through community outreach programmes and inclusive communication channels.
• Develop and implement strategies to assist the community to adapt and respond to extreme weather events (heat waves, flooding, high winds).
• Reduce pollution in all aspects with education and implementation (waste, water, air).
• Protect and strengthen biodiversity and urban forest through education within Council and the community.

Connection to the Health and Wellbeing Plan

Encouraging people to connect with, care for, and protect our natural environment can have a profound and measurable positive impact on the health and wellbeing and helps us achieve our sustainability targets.

Our shared health and wellbeing priorities for the future

Every Body Active

We plan to achieve this by:

• Increasing tree canopy coverage along shared paths, open spaces and around playgrounds.

Healthy Planet, Healthy People

We plan to achieve this by:

• Placing Caring for Country principles at the centre of our work
• Enhancing biodiversity and protecting green, blue and open spaces
• Encouraging people to connect with and care for natural environments
• Promoting eco-wise practices and advancing climate action
• Strengthening neighbourhood level ecosystems to enhance capacity and build community resilience.

What we will do to achieve our goals

Banyule Delivery Plan Actions

Reference number	Banyule Delivery Plan action	How will Council achieve the outcomes	Health and Wellbeing Priority	Status	Progress comment
2.1	Strengthen partnership with the Wurundjeri Woi-wurrung Narrap team	Implement two strategic meetings per year by 30 June 2026. Host one learnings and education session per year.	Healthy Planet, Healthy People	Under close watch	None
2.2	Enhance the natural environment through environmental restoration in partnership with the community and other stakeholders	Plant 250,000 indigenous plants across public and private spaces by 2035. Reach 110,000 plants by 2029.	Healthy Planet, Healthy People	Going as planned	None
2.3	Develop and implement a Climate Change Adaptation Plan and Monitoring, Evaluation, Reporting and Improvement process (MERI)	In-depth staff and community co-design sessions. Plan developed by 31 March 2026. Commence plan following adoption. Monitor and improve continuously.	Healthy Planet, Healthy People	Going as planned	None
2.4	Electrify all remaining Council facilities by replacing gas infrastructure with electric alternatives	Undertake the WaterMarc/1 Flintoff Street electrification project. Electrify remaining small facilities.	Not applicable	Under close watch	None
2.5	Replace Council’s existing fleet with zero emissions vehicles to achieve Council’s net zero emissions target	Replace all existing fleet with zero emissions vehicles.	Not applicable	Going as planned	None
2.6	Deliver the Irrigation Renewal Program – Sportsfields for Banyule	Complete one sportsfield irrigation renewal per year, within allocated budget. Renewal projects delivered to standards, on time and within budget.	Not applicable	Going as planned	None
2.7	Develop and implement environmental sustainability initiatives across aquatic and leisure facilities to support Councils carbon emissions reductions	Priorities and initiatives identified for each site. External funding partners identified to assist with funding. WaterMarc Pool blankets – Undertake review and efficiencies and energy reductions.	Not applicable	Going as planned	None

How we measure our success

Council key performance indicators – Council-led outcomes

Council KPI outcome	Annual measure	Data source/Baseline data/Related Council strategy	Target by 2029	Health and Wellbeing Priority
The natural environment and tree-filled parklands, which are so important to the community, have been successfully preserved	Number of trees planted in public areas	Urban Forestry and Bushland Management team reports 2025 baseline = 2,500 trees planted Urban Forest Strategy 2023–2033	Maintain or exceed the baseline of 2,500 trees planted	Not applicable
Banyule's biodiversity increased through the planting of indigenous species	Number of indigenous species planted in bushland reserves	Bushland Management team report 2025 baseline = 10,000 bushland plantings Biodiversity Strategy 2025–2035	Maintain or exceed the baseline of 10,000 bushland plantings	Healthy Planet, Healthy People
Council has reduced emissions from its operations and is working towards becoming carbon neutral in the future	Council's scope 1 and 2 greenhouse gas (GHG) emissions Scope 1 emissions are greenhouse gases directly emitted through Council operations — like fuel used in Council vehicles or gas used in buildings Scope 2 emissions are indirect emissions from the electricity Council buys and uses — like powering offices, libraries and streetlights	External provider report 2025 baseline = 3,991 tonnes CO2e Corporate Emissions Reduction Plan	Annual reduction in Council's scope 1 and 2 GHG emissions	Not applicable
Council has reduced emissions by switching to electric vehicles	Percentage of Council's vehicles that are electric.	Fleet team report 2025 baseline = 15% of all Council vehicles Corporate Emissions Reduction Plan	Annual increase from the baseline percentage of 15% of Council vehicles that are electric	Not applicable
Waste services are delivered to a high standard	Average CSS mean index score for satisfaction with waste management services, including bookable hard rubbish service, litter collection in public areas, management of illegally dumped rubbish, the Waste Recovery Centre and the collection of household rubbish, recycling, food and green waste.	CSS 2025 baseline = 8 out of 10 (Based on Banyule's 2025 Community Satisfaction Survey) Towards Zero Waste Management Plan 2024–2028	Maintain or exceed the baseline average mean index score of 8 out of 10	Not applicable
Banyule's waste to landfill is being minimised through the diversion of FOGO and recyclables, aligning with the principles of a circular economy	Percentage of kerbside waste collected that is diverted from landfill and instead composted or recycled	Waste Management team and external provider reports 2025 baseline = 58% diverted from landfill Towards Zero Waste Management Plan 2024–2028	Maintain or exceed the baseline of 58% of waste diverted from landfill	Not applicable
Community has responsibly managed their waste through organic waste recycling	Average food organics and garden organics (FOGO) collected per household each year (kg)	External provider report 2025 baseline = 350.6kg average FOGO collected Towards Zero Waste Management Plan 2024–2028	Maintain or exceed the baseline of 350.6kg average FOGO collected per household each year	Not applicable

Community key performance indicators – Supported by Council

Community KPI outcome	Annual measure	Data source/Baseline data	Target by 2029	Health and Wellbeing Priority
Banyule is a carbon neutral municipality by 2040	Municipal greenhouse gas (GHG) emissions from homes, businesses and transport	External provider reports 2025 baseline = 840,000 tonnes CO2e	Annual reduction in municipal GHG emissions, achieving zero emissions by 2040	Not applicable
Open spaces are used to connect people.	Average CSS mean index score for satisfaction with ‘Provision and maintenance of parks and gardens’ and ‘The design of public spaces’	CSS 2025 baseline = 7.8 out of 10 (Based on Banyule's 2025 Community Satisfaction Survey)	Maintain or exceed the baseline average mean index score of 7.8 out of 10	Healthy Planet, Healthy People
Households are producing less waste	Average rubbish and recyclables collected per household each year (kg)	Waste Management team and external provider reports 2025 baseline = 550kg average waste collected	Maintain or less than the baseline of 550kg average rubbish and recyclables collected per household each year	Not applicable

Strategies, plans and policies that guide us

• Biodiversity Strategy 2025–2035
• Community Climate Action Plan
• Corporate Emissions Reduction Plan
• Domestic Animal Management Plan 2022–2026
• Northern Regional Trails Strategy 2022–2032
• Towards Zero Waste Management Plan 2024–2028
• Urban Food Strategy 2023–2027
• Urban Forest Strategy 2023–2033
• Weed Management Strategy 2022–2026
• Yarra Strategic Plan 2022–2032

Our Well-Built City

A well-planned, sustainable and liveable place that caters for current and emerging communities; where our local character and environment is protected and enhanced.

Our shared vision for the future

By 2041, Banyule is a well-planned, designed and built environmentally sustainable city that meets the community's needs.

• Local neighbourhood character, heritage, history and First Nations culture are protected and embedded into planning, thinking and design
• We are a green city with abundant open spaces, trees and wildlife
• Spaces are well designed for universal access, and planning decisions consider health and wellbeing
• The city offers affordable, accessible and sustainable housing options for people's diverse needs
• Banyule is a network of accessible neighbourhoods, connected by sustainable transport options
• We encourage and invest in active transport like walking, cycling and community and public transport, and our walking and bike paths are safe and well-connected to the broader community
• Good design is seen across our city in housing and other buildings
• Development is sustainable and balanced, preserving grasslands, forests, wetlands, waterways and wildlife.

ThinkTank priorities

• Urban planning considers infrastructure and services required to meet the needs of current and future populations
• Advocate and plan for sustainable, accessible and equitable public and active transport connections
• Ensure a range of housing that meets community expectations and the needs of a growing and more diverse population
• Ensure Council-owned open and community spaces prioritise liveability, sustainability, connections and expression.

Connection to the Health and Wellbeing Plan

Well-designed communities with accessible parks, recreational facilities, and active transport routes reduce car dependency, promote physical activity, and foster social connections, while also boosting business and tourism, leading to economic stability and growth—key foundations for a healthy and thriving community.

Planning for sustainable cities fosters adaptation to climate change, helps to protect residents from extreme weather events and improves air quality and noise pollution, reducing respiratory issues and various other health problems.

Our shared health and wellbeing priorities for the future

Every Body Active

We plan to achieve this by:

• Improving wayfinding across the municipality
• Supporting people to exercise safely.

What we will do to achieve our goals

Banyule Delivery Plan Actions

Reference number	Banyule Delivery Plan action	How will Council achieve the outcomes	Health and Wellbeing Priority	Status	Progress comment
3.1	Increase learning opportunities to share Aboriginal culture, history, and heritage while celebrating local character and embedding First Nations culture	Implement information in the Banyule Banner on the Uluru Statement from the Heart by 30 June 2026. Host one National Reconciliation Week event per year.	Building Respectful Communities	Under close watch	None
3.2	Increase public art across the municipality to enhance community identity and social connection	Commence update of public art policy by 31 December 2025. Deliver a new public artwork every second year.	Social Connection with Purpose	Going as planned	None
3.3	Construct Watsonia Town Square	Complete by 30 September 2025.	Not applicable	Completed	None
3.4	Review of the Public Open Space Contribution Levy and Planning Scheme Amendment	Progress Planning Scheme Amendment by 30 June 2026.	Not applicable	Going as planned	None
3.5	Housing Strategy and Neighbourhood Character Statutory Implementation	Preparation of residential development framework. Develop Built Form Design Guide Resource. Complete planning scheme amendment.	Not applicable	Going as planned	None
3.6	Review of Development Contributions Plan (DCP) and Banyule Planning Scheme Amendment (PSA)	Update existing DCP model with addendum by 30 June 2026. Prepare 2nd DCP model as incorporated document into Banyule Planning Scheme by 30 June 2026. Progress PSA amendment by 30 June 2027 (delivery 2026–27).	Not applicable	Behind schedule	This action will start after the Public Open Space Contribution review, and development of the 10-Year Capital Works Plan that aligns to the Community Infrastructure and Place-Based Strategies.
3.7	Develop an Acquisition Plan for Open Space	By 2029 – number of identified gaps in open space addressed or strategic plan for how the gap in open space can be filled.	Not applicable	Going as planned	None
3.8	Develop Greensborough Structure Plan and amend Banyule’s Planning Scheme as required (PSA)	Complete draft Structure Plan by 30 June 2026. Complete final Structure Plan by 30 June 2027 (delivery 2026–27). Commence PSA by 30 June 2028 (delivery 2027–28). Complete PSA by 30 June 2029 (delivery 2028–29).	Not applicable	Going as planned	None
3.9	Ensure a seamless transition into the new Rosanna Library building for Yarra Plenty Regional Library, Maternal and Child Health services and the Banyule Toy Library	Develop governance and management models to guide operations. Achieve 80% satisfaction rating from community feedback and satisfaction with the new facility.	Not applicable	Going as planned	None
3.10	Explore the development of a purpose-built youth facility to provide a safe, inclusive space for young people across the municipality	Offer four distinct targeted youth sessions weekly during school terms for young people aged 12 to 25.	Social Connection with Purpose	Going as planned	None
3.11	Planning for the West Heidelberg Integrated Services Hub to ensure it is innovative, accessible and meets community needs	Finalise business case, secure funding and commence construction of West Heidelberg Integrated Services Hub.	Lifelong Healthy Habits	Going as planned	None

How we measure our success

Council key performance indicators – Council-led outcomes

Council KPI outcome	Annual measure	Data source/Baseline data/Related Council strategy	Target by 2029	Health and Wellbeing Priority
Council provides accessible infrastructure that supports active living for people with disability	Difference in average CSS mean index scores between the general population and households with a person with a disability, showing satisfaction with Council's infrastructure that supports active living	CSS 2025 baseline = 0.1 satisfaction gap (higher satisfaction in households with a person with a disability) (Based on Banyule's 2025 Community Satisfaction Survey) Inclusive Banyule: A plan for uplifting social equity for all	Maintain or reduce the satisfaction gap to 0.3 or less between households with and without a person with a disability	Building Respectful Communities
Significant majority of planning applications are decided within required timeframes	Percentage of planning applications decided within 60 days	Victorian Department of Transport and Planning data, as presented on planning.vic.gov.au 2025 baseline = 75% of planning applications Housing Strategy 2024–2034	Annual increase from the baseline percentage of 75% of planning applications, reaching 80% or higher by 2029	Not applicable

Strategies, plans and policies that guide us

• Banyule City Council Housing Strategy 2024–2034
• Banyule Community Infrastructure Plan 2023–2033
• Heritage Strategy 2024–2034
• Integrated Transport Plan 2015–2035
• Neighbourhood Character Strategy 2024–2039
• Public Open Space Plan 2016–2031
• Public Realm Framework 2024
• Public Toilet Plan 2023–2033
• Walking Strategy 2018–2028

Our Valued Community Assets and Facilities

Our community assets, facilities and services, are affordable, sustainable, evenly distributed, safe, accessible for everyone and designed to provide meaningful experiences and connections.

Our Valued Community Assets and Facilities

By 2041, our facilities, parks, playgrounds and sports grounds are well maintained and accessible to all.

• Community assets are equitably distributed, culturally safe, inclusive and environmentally sustainable, reflecting local character and ensuring physical safety
• Built assets are adaptable, well-maintained and meet the needs of our diverse community
• Multipurpose facilities and libraries offer accessible spaces for connection, learning, work and friendship
• We take pride in our well-built community hubs, aquatic and leisure facilities and sports centres, which are essential to health and wellbeing
• Everyone has accessible and safe access to Council and non-Council community facilities
• Our safe network of bike lanes, paths, roads and public transport connects everyone locally and beyond.

ThinkTank priorities

• Present population: Prioritise investment in existing assets and facilities to make sure they are safe, accessible to everyone and can be fully utilised
• Future population: Ensure the needs of Banyule's changing and increasing population are considered in planning for infrastructure
• Ensure equitable distribution and upgrade of assets and facilities when planning
• Prioritise maintaining existing assets and facilities to make sure they are adaptable and fit for purpose for multiple community needs.

Connection to the Health and Wellbeing Plan

Well-provisioned, accessible, safe, and inclusive community assets and facilities invite activities where people can be active, engaged, productive and social. Adaptable facilities that meet the needs of all bodies and ages support equitable access and use, enhancing a range of health outcomes.

Our shared health and wellbeing priorities for the future

Building Respectful Communities

We plan to achieve this by:

• Developing and improving social infrastructure to support community wellbeing.

What we will do to achieve our goals

Banyule Delivery Plan Actions

Reference number	Banyule Delivery Plan action	How will Council achieve the outcomes	Health and Wellbeing Priority	Status	Progress comment
4.1	Ensure all Council infrastructure is culturally safe for First Nations people	Develop and implement a cultural safety audit by 31 December 2026.	Building Respectful Communities	Going as planned	None
4.2	Develop a strategic plan for Ivanhoe Aquatic Banyule	Complete by 31 December 2025	Not applicable	Completed	None
4.3	Construct Rosanna Library	Complete by 31 December 2025	Not applicable	Completed	None
4.4	Undertaking a feasibility and site analysis for an improved young people facility	Complete review and feasibility of JETS Studio by 31 December 2025. Identify options and funding models for a new/upgraded young people facility by 31 December 2026 (delivery 2026–27). Location resolved by 2029 (delivery estimated 2028–30).	Building Respectful Communities	Going as planned	None
4.5	Upgrade and redevelop community sports infrastructure that is accessible, inclusive, meets sporting standards and supports increased participation	Completion of: Olympic Park Pavilion Macleod Park Pavilion Glenauburn Lighting Upgrade James Street Reserve change facility upgrade Greensborough tennis resurface upgrade Anthony Beale Pavilion.	Every Body Active	Going as planned	None
4.6	Explore flexible and shared use opportunities of sporting pavilions by community groups to maximise use and support sustainability	Identification of up to three facilities suitable for community day use by 30 June 2026. Identification of potential groups and their needs.	Social Connection with Purpose	Going as planned	None
4.7	Implement the Banyule Community Infrastructure 2023–2033 Action Plan	Actions delivered as per plan on time. Annual reporting of projects.	Not applicable	Going as planned	None

How we measure our success

Strategies, plans and policies that guide us

• Asset Plan 2022–2032
• Banyule Aquatic Strategy 2023–2026
• Creative Banyule Strategy 2023–2031
• Public Art Policy 2020–2024

Our Thriving Local Economy

A thriving, resilient, socially responsible, local economy that encourages, supports and advocates for a diverse range of businesses and entrepreneurship, providing local investment and employment opportunities.

Our shared vision for the future

By 2041, Banyule is home to a diverse range of local businesses, and everyone has access to quality education and employment.

• We promote and have strong relationships with First Nations businesses, organisations and gathering spaces.
• Economic growth is supported through business partnerships and regional collaborations, and Banyule is a business-friendly destination.
• Start-ups and new business ideas continue to grow and thrive.
• There is investment in local traders and shopping precincts are safe, attractive and a destination for shopping and socialising.
• Local employment opportunities are diverse, inclusive and flexible, supporting work-life balance.
• Innovation and technological advancements are embraced to grow and connect local businesses, and social enterprises are well-established.
• There are diverse education and job training opportunities for people of all abilities and life stages.
• Volunteering is promoted as a valuable contributor to the community and local economy.
• We run events to encourage local business and community connections.

ThinkTank priorities

• Support and mentor businesses, philanthropy and not-for-profits, especially new initiatives, to become sustainable and scalable.
• Support the older population to maintain, upskill and re-enter the workforce.
• Develop and invest in youth employment opportunities to upskill and connect young people to employers.
• Find innovative ways to use vacant or underutilised spaces for arts and cultural endeavours.
• Increase the promotion of businesses, employment and volunteering opportunities through different forms of communication such as social media and promotion in the Banyule Banner.
• Provide opportunities to network with other Banyule businesses, share knowledge and collaborate.
• Make better use of existing assets and shops in business and retail precincts to activate spaces, connect people, encourage street activity and strengthen the local economy.

Connection to the Health and Wellbeing Plan

By supporting local enterprises, fair employment, and volunteering, we can build resilient economies that address socio-economic inequality and foster long-term community prosperity. When we focus on building health and wellbeing equity, people are more likely to join the workforce, engage in community activities, and support local businesses.

Our shared health and wellbeing priorities for the future

Building Respectful Communities

We plan to achieve this by:

• Identifying and eliminating discrimination
• Addressing barriers to employment.

Social Connection with Purpose

We plan to achieve this by:

• Enhancing vocational and volunteering opportunities.

What we will do to achieve our goals

Banyule Delivery Plan Actions

Reference number	Banyule Delivery Plan action	How will Council achieve the outcomes	Health and Wellbeing Priority	Status	Progress comments
5.1	Increase economic opportunities for First Nations people	Explore ways to increase access to grant opportunities for First Nations people. Increase Indigenous businesses on supply chain by 5% each year.	Not applicable	Going as planned	None
5.2	Support the growth and development of social enterprises to create meaningful employment opportunities and contribute to the local economy	Support 2 new social enterprise partnerships per year through navigating council process and connecting to social enterprise networks. Deliver 30 social enterprise support sessions per year.	Building Respectful Communities	Going as planned	None
5.3	Expand inclusive employment initiatives to increase job opportunities and pathways for residents facing barriers, while strengthening skills and capabilities to support long-term workforce participation	Deliver First Nations Traineeship Program. Deliver Inclusive Employment Program.	Building Respectful Communities	Going as planned	None
5.4	Foster a sustainable and thriving creative sector	Support 500 artists per year through education and employment opportunities, grants, professional development and other activities. Explore spaces for artists, what’s required and what can be delivered to increase access.	Social Connection with Purpose	Going as planned	None
5.5	Support investment attraction and job creation through advocacy, partnerships and building stakeholder relationships with key industry, commercial and retail sectors	Progress implementation of Heidelberg West Business Park Master Plan and Northern Innovation and Sustainability Precinct (NISP) hub planning and advocacy by 30 June 2026.	Not applicable	Going as planned	None
5.6	Support activity centres through engagement with traders, traders associations, and administering the special rate and charge schemes	Renewal of relevant Special Rate and Charge Schemes by 30 June 2026.	Not applicable	Going as planned	None

How we measure our success

Strategies, plans and policies that guide us

• Banyule Economic Development Strategy 2023–2028
• Inclusive Local Jobs Strategy 2020–2025

Our Trusted and Responsive Leadership

An innovative, community-driven Council that works collaboratively to achieve agreed place-based outcomes, ensuring all have the opportunity to engage with their Council on local priorities and the future of their community through demonstrated best practice governance, financial sustainability and advocacy on community priorities and aspirations.

Our shared vision for the future

By 2041, Council works in partnership with the community in a trusted, transparent, and accountable way.

• We work alongside the First Nations community and recognise Aboriginal self-determination.
• Council is responsive, innovative, customer-focused and delivers excellent services.
• Barriers between Council and the community are reduced through timely and effective communication, making interactions with Council easier.
• Council advocates for community priorities and actively engages the community in decision-making.
• Communities are nurtured to drive positive change for the people they represent.
• Regular and transparent reporting keeps the community well-informed of Council's progress.
• Council is trusted as a socially, environmentally and financially sustainable organisation, working to achieve Banyule's Community Vision.
• People of all ages and backgrounds actively participate in decision-making and civic life.

ThinkTank priorities

• Support and empower communities to participate in simple planning and set priorities to inform decision-making for their local area.
• Develop new and varied communication methods to increase engagement and reach the Banyule community.
• Share with the community Council's work and how Council is progressing in simple and meaningful ways that everyone can access and understand.
• Council to seek transparent alternative revenue sources to minimise the financial burden of rates on residents, including appropriate public/private investment.
• Inform and educate the community on the role of Local Government and other tiers of Government.
• Maintain a sustainable buffer of emergency funds to mitigate the impact of emergency events (need to define level of funding—community-wide/individuals).

Connection to the Health and Wellbeing Plan

Responsive leadership actively engages to understand the diverse of needs, experiences and aspirations of people and effectively allocates resources to the areas of greatest need, significantly improving health outcomes and reducing disparities within the community.

Our shared health and wellbeing priorities for the future

Building Respectful Communities

We plan to achieve this by:

• Addressing barriers to civic participation.

Lifelong Healthy Habits

We plan to achieve this by:

• Addressing barriers to health equity.

What we will do to achieve our goals

Banyule Delivery Plan Actions

Reference number	Banyule Delivery Plan action	How will Council achieve the outcomes	Health and Wellbeing Priority	Status	Progress comments
6.1	Strengthen partnership with traditional owners the Wurundjeri Woi-wurrung Corporation	Hold 2 executive-to-executive meetings per year (between Wurundjeri Woi-wurrung executive and Council executive).	Building Respectful Communities	Going as planned	None
6.2	Address barriers to civic participation to amplify diverse voices and meet community needs	Deliver a broad range of engagement activities with a focus on community committees. Identify and eliminate discrimination through targeted projects and programs.	Building Respectful Communities	Going as planned	None
6.3	Strengthen the Banyule Service Promise to improve customer experience	Implement channel management initiatives and reduce average call wait times within target of less than two minutes on average by 30 June 2026. Develop Customer Experience Quality Standards by 30 June 2026.	Not applicable	Going as planned	None
6.4	Maximise Banyule’s Customer Experience (CX) Strategy to empower and grow the wider organisation’s CX maturity	Implement the Knowledge Management Strategy to improve quality and timeliness by 30 June 2026. Embed the Customer Experience Platform (CXP) and support next phases of development by 30 June 2026. Develop and deliver Customer First training by 30 June 2026. Enable data driven decision making through improved CX Dashboards by 30 June 2026.	Not applicable	Going as planned	None
6.5	Foster a culture of innovation and service improvement	Deliver improvement ideas harvesting program’ by 31 December 2025. 90% of teams who have completed an ‘Ideas harvesting’ workshop are improving service delivery.	Not applicable	Going as planned	None
6.6	Implement the Cyber Security Strategy	Deliver Cyber Strategy roadmap initiatives each year, including completing the Essential Eight mitigation strategies, enhancing staff training and implementing a Security Operations Centre/Security Information Event Management (SOC/SIEM) solution.	Not applicable	Going as planned	None
6.7	Strengthen and sustain our leadership culture by implementing targeted development programs, with a special emphasis on nurturing emerging leaders	Implement the Aspiring Leaders Program for emerging leaders to 20 participants by 30 June 2026, with measurable progress in developing leadership skills and readiness for future roles. Launch the graduate program by 30 June 2026.	Not applicable	Going as planned	None
6.8	Continue the implementation and integration of our Enterprise Risk, Insurance and Audit Programs to ensure a robust and proactive approach to risk management and organisational assurance	Aligned with the roadmap, continue advancing our work to ensure effective enterprise risk management and provide assurance on the efficacy of our controls while ensuring alignment with strategic objectives.	Not applicable	Going as planned	None
6.9	Develop the Financial Sustainability Strategy	Strategy adopted by 30 June 2026.	Not applicable	Completed	None
6.10	Work with other Northern Region councils to actively pursue opportunities for aggregated collaborative procurement activities	Participate in a minimum of one significant collaborative procurement opportunity each year.	Not applicable	Completed	None
6.11	Develop a dashboard that provides transparent reporting on Council’s performance, including health outcomes	Dashboard designed by 31 December 2025. Dashboard launched by 30 June 2026.	Not applicable	Going as planned	None
6.12	Develop a framework and tactics to better communicate with underserved, emerging and multicultural audiences	Development and implementation of new methods to communicate with underserved audiences by 30 June 2026.	Not applicable	Behind schedule	A community working group, made up of members of Council’s recently formed advisory committees has been formed that will advise on the framework. To allow adequate time to involve and work alongside the working group, the timelines have been adjusted, with completion expected in the second half of 2026.
6.13	Grow digital newsletter subscribers and social media engagement	Aim for 5% growth each year.	Not applicable	Going as planned	None
6.14	Establish an Enterprise Project Management Office to improve the processes and governance of project delivery across the organisation	Project Management Framework updated by 31 December 2025. Central project management system and reporting dashboard established by 31 December 2025.	Not applicable	Under close watch	None

How we measure our success

Strategies, plans and policies that guide us

• Budget
• Child Safe Policy
• Communications Strategy 2025–2029
• Customer Experience Strategy 2021–2025
• Financial Plan
• Gambling Harm Prevention Policy 2024–2028
• Governance Rules and Election Period Policy
• Procurement Policy 2021–2025
• Rates Financial Hardship Assistance Policy
• Revenue and Rating Plan