{"help": "https://discover.data.vic.gov.au/en_AU/api/3/action/help_show?name=datastore_search", "success": true, "result": {"include_total": true, "limit": 100, "records_format": "objects", "resource_id": "9596901c-68ee-5b22-be4b-259c10f0fb20", "total_estimation_threshold": null, "records": [{"_id":1,"year":"2025/26","quarter":"Second","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Community safety Partner with community to enhance safety outcomes and feelings of safety.","status":"On Track","kpi_name":"1.1.3 Maintain a low average number of days to action safety requests, such as animal management, to improve community safety.​","comments":"In quarter two, the average time to action safety requests was just 1.53 days, reflecting Council’s commitment to prompt and effective responses that support a safe and well-managed community environment."},{"_id":2,"year":"2025/26","quarter":"Second","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Effective advocacy Coordinate advocacy and partnerships to attract funding for and provision of critical non-council services that support community needs.","status":"Off Track","kpi_name":"1.2.1 Advocate and secure service funding to enhance the availability of critical services for the community.​","comments":"Efforts to advocate for and secure funding to enhance the availability of critical community services are ongoing. On available information $82,500 in funding was received. Funding outcomes continue to be affected by delays in the notification of successful grant outcomes. The Christmas holiday period also reduced the amount of grant notifications. These delays are external and beyond Council’s control. A higher volume of funding outcomes is anticipated over the next two quarters."},{"_id":3,"year":"2025/26","quarter":"Second","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Early years and youth: Support the delivery of programs and partner with community organisations to provide greater access to services for early years and youth populations","status":"On Track","kpi_name":"1.5.5 Increase the number of early years and youth partnership initiatives, through the Community Service Organisation (CSO) Casey Futures Partnership Alliance, to strengthen early years and youth service resourcing.​","comments":"During the quarter, one new partnership initiative was established through the Community Service Organisation (CSO) Casey Futures Partnership Alliance, contributing to strengthened service resourcing and sector collaboration. In addition, a consultant has been engaged\nto facilitate goal setting workshops in 2026, supporting the ongoing development and strategic alignment of the partnership."},{"_id":4,"year":"2025/26","quarter":"Second","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Social cohesion: Foster greater social cohesion through the advancement of Casey’s targeted populations needs; and the rejection and prevention of family violence and promotion of gender equality","status":"Off Track","kpi_name":"1.6.2 Increase the percentage of Gender Impact Assessment (GIA) recommendations adopted that consider the needs of target populations, promoting gender equality and social equity.​","comments":"Across seven Gender Impact Assessments (GIAs), a total of 15 recommendations were planned for completion within the reporting period from 1 July to 31 December 2025. Ten of these recommendations were successfully completed. The remaining five were not finalised due to several factors: internal resourcing challenges, competing priorities driven by time sensitive legislative reporting and program deliverables impacted the completion of recommendations. \n\nThe seven GIAs completed during quarter two were for the Creative Communities Planning Framework, the Public Toilet Framework, the Grants Policy Review, the Immunisation Services Review, Casey's Business Awards, the Council Plan 2025–2029, and the Person Centred Emergency Preparedness (PCEP) Training Program."},{"_id":5,"year":"2025/26","quarter":"Second","strategic_outcome":"2.0","strategic_outcome_name":"Liveable City","strategic_priority":"Improved connectivity: Plan, deliver and advocate for transport improvements to roads, public transport, pedestrian and cycling networks that improve access, connectivity, safety and city movement outcomes for our community","status":"On Track","kpi_name":"2.1.1 Maintain sealed local roads to meet condition standards, supporting improved access, connectivity and safety.​","comments":"Maintenance of sealed local roads continues to meet required condition standards, supporting safer travel, stronger connectivity, and more reliable access throughout the municipality. The 95 per cent result demonstrates effective asset management and proactive maintenance, ensuring the road network remains safe, dependable, and fit for community needs."},{"_id":6,"year":"2025/26","quarter":"Second","strategic_outcome":"2.0","strategic_outcome_name":"Liveable City","strategic_priority":"Appropriate infrastructure: Plan and deliver infrastructure that is sustainable, fit for purpose, supports shared use and promotes safety and amenity","status":"Off Track","kpi_name":"2.2.1 Maintain a high completion rate of the annual infrastructure works program, ensuring projects support sustainability and community wellbeing.​","comments":"The Capital Works Program is making steady progress, with spending currently higher than planned due to an unexpected land purchase. Despite this, many projects such as land acquisitions, new Family and Community Centres and Active Open Space upgrades - are experiencing delays, meaning some funding will move into next year. Council is continuing to strengthen project planning and reporting to improve how we track and deliver our capital works program."},{"_id":7,"year":"2025/26","quarter":"Second","strategic_outcome":"2.0","strategic_outcome_name":"Liveable City","strategic_priority":"City shaping infrastructure: Plan and invest in city shaping projects complementing our city’s scale and diversity.","status":"On Track","kpi_name":"2.5.1 Increase expenditure on large-scale infrastructure projects to drive significant city development.​","comments":"At the end of quarter two, spending on major Capital Works projects over $10 million is tracking well. This positive performance is primarily driven by continued progress on the Springleaf Active Open Space, Hardy’s Road Family and Community Centre and Ballarto Road Family and Community Centre."},{"_id":8,"year":"2025/26","quarter":"Second","strategic_outcome":"3.0","strategic_outcome_name":"Sustainable Environment","strategic_priority":"Climate mitigation: Implement programs across Council to reduce carbon emissions and educate and support community and local business to reduce emissions.","status":"On Track","kpi_name":"3.1.1 Decrease carbon emissions from corporate gas and electricity use, reflecting Council’s efforts to reduce its environmental footprint.","comments":"Corporate gas and electricity emissions have decreased by 84 per cent, reflecting strong progress in energy efficiency measures and a significant shift toward cleaner, more sustainable energy sources."},{"_id":9,"year":"2025/26","quarter":"Second","strategic_outcome":"3.0","strategic_outcome_name":"Sustainable Environment","strategic_priority":"Waste treatment: Progress Council treatment of waste and educate community about sustainable waste practices to increase food waste diversion and reduce litter and waste contamination.","status":"On Track","kpi_name":"3.4.1 Increase the percentage of household waste diverted from landfill to support sustainable waste practices.​","comments":"Council’s household waste diversion rate for the quarter was 51 per cent. This result highlights ongoing efforts to reduce the amount of material sent to landfill and improve overall environmental outcomes."},{"_id":10,"year":"2025/26","quarter":"Second","strategic_outcome":"3.0","strategic_outcome_name":"Sustainable Environment","strategic_priority":"Waste treatment: Progress Council treatment of waste and educate community about sustainable waste practices to increase food waste diversion and reduce litter and waste contamination.","status":"Off Track","kpi_name":"3.4.2 Maintain a high level of satisfaction with Council’s waste service, ensuring treatment of waste reflects community expectations.​","comments":"The quarter two result of 78 per cent satisfaction with Council’s waste service has been impacted largely by a surge in customer requests during the rollout of Stage two of the kerbside reform. Many residents sought bin updates, repairs or replacements, and the BAU contractor team was unable to keep pace with the rapid increase in demand, further compounded by staff absences. In addition, delays in service were not always communicated to residents, contributing to lower satisfaction. These issues will be reviewed to identify opportunities for improvement."},{"_id":11,"year":"2025/26","quarter":"Second","strategic_outcome":"3.0","strategic_outcome_name":"Sustainable Environment","strategic_priority":"Water management: Implement holistic water management practices through water sensitive urban design that advance water harvesting and reduce flood risks.","status":"On Track","kpi_name":"3.5.1 Reduce Council’s use of drinkable water through water harvesting and leak prevention measures.​","comments":"Council’s proactive leak detection program—which uses continuous monitoring to identify and address hidden leaks across the water network—delivered substantial potable water savings. Between July and September 2025, the program prevented the loss of 44 ML of water, followed by an additional 59 ML saved from October to December 2025. These results highlight the program’s effectiveness in supporting sustainable water management."},{"_id":12,"year":"2025/26","quarter":"Second","strategic_outcome":"4.0","strategic_outcome_name":"Thriving Local Economy","strategic_priority":"Existing business growth: Coordinate Council programs, activities and response to regulatory reforms to support and promote the growth of existing businesses.","status":"On Track","kpi_name":"4.3.1 Increase the number of businesses that engage with Council business assistance programs and events​.","comments":"During this quarter, Council recorded over 283 local business engagements delivered through a range of business development workshop, programs and events. These initiatives were designed to strengthen local economic growth by offering tailored support, capability-building opportunities, and direct engagement with business owners. Despite this strong level of activity further work is underway to enhance program reach, effectiveness, and impact in future quarters."},{"_id":13,"year":"2025/26","quarter":"Second","strategic_outcome":"5.0","strategic_outcome_name":"High Performing Organisation","strategic_priority":"Responsive customer experience: Design and deliver fit for purpose customer experiences that are empathetic, consistent, accessible and responsive to customer needs","status":"On Track","kpi_name":"5.1.2 Increase the percentage of digital interactions to improve accessibility and be responsive to customer needs.​","comments":"Council continues to focus on increasing the percentage of customer interactions delivered through digital channels to improve accessibility and responsiveness. Council’s digital interactions for quarter two was 39.64 per cent."},{"_id":14,"year":"2025/26","quarter":"Second","strategic_outcome":"5.0","strategic_outcome_name":"High Performing Organisation","strategic_priority":"Operational performance: Enhance Councils service and project performance through innovative practice and clearly communicate results to the community.","status":"On Track","kpi_name":"5.2.1 Maintain a high completion rate of planned service improvement projects to demonstrate innovative and effective service delivery.​","comments":"84.42 per cent of service improvement projects are on track which reflects strong project oversight and sustained momentum in delivering planned improvements."},{"_id":15,"year":"2025/26","quarter":"Second","strategic_outcome":"5.0","strategic_outcome_name":"High Performing Organisation","strategic_priority":"Governance and transparency: Promote community engagement in Council decision making through transparent governance and accessible communication.","status":"On Track","kpi_name":"5.4.3 Decrease the number of decisions made in closed Council meetings, promoting open and transparent decision-making processes.​","comments":"Council maintained its commitment to transparency with just one decision made in closed Council meetings during this reporting period. This reflects our ongoing efforts to foster open governance and build community trust."},{"_id":16,"year":"2025/26","quarter":"Third","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Effective advocacy Coordinate advocacy and partnerships to attract funding for and provision of critical non-council services that support community needs.","status":"Off Track","kpi_name":"1.2.1 Advocate and secure service funding to enhance the availability of critical services for the community.​","comments":"Efforts to advocate for and secure funding to support\nimportant community services continued during the\nquarter, including the launch of an election advocacy\ncampaign focused on key local priorities. While funding\noutcomes were not confirmed during this period due to\nthe timing of announcements and broader budget\nsettings at the start of the year, advocacy activity\npositioned Council well for future funding opportunities,\nwith results anticipated later in the year following State\nand Federal budget decisions."},{"_id":17,"year":"2025/26","quarter":"Third","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Early years and youth: Support the delivery of programs and partner with community organisations to provide greater access to services for early years and youth populations","status":"Off Track","kpi_name":"1.5.2 Increase the number of children registered for 3 and 4-year-old kindergarten to promote early childhood education.​","comments":"2,488 children were registered for three and four year\nold kindergarten programs during the quarter.\nRegistrations continued to track closely to expectations\nat this stage of the year and are anticipated to increase\nas enrolment activity continues, reflecting sustained\ndemand for early learning and ongoing progress in\nsupporting children and families across the municipality."},{"_id":18,"year":"2025/26","quarter":"Third","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Early years and youth: Support the delivery of programs and partner with community organisations to provide greater access to services for early years and youth populations","status":"Off Track","kpi_name":"1.5.5 Increase the number of early years and youth partnership initiatives, through the Community Service Organisation (CSO) Casey Futures Partnership Alliance, to strengthen early years and youth service resourcing.​","comments":"No new early years and youth partnership initiatives\nwere established during the quarter. Partnership activity\nwas limited during this period due to capacity\nconstraints. Strengthening partnerships remains a\npriority, with work expected to progress as capacity\nbecomes available and opportunities are identified."},{"_id":19,"year":"2025/26","quarter":"Third","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Social cohesion: Foster greater social cohesion through the advancement of Casey’s targeted populations needs; and the rejection and prevention of family violence and promotion of gender equality","status":"On Track","kpi_name":"1.6.1 Increase the number of opportunities for children and young people to participate in decision-making on issues that affect them, empowering youth voices.​","comments":"During the quarter, 49 opportunities were delivered to\nsupport children and young people to meaningfully\nparticipate in decision making across a range of\nprograms and activities. These included:\n• Kindergarten programs – children participated in\ndecisions about group time, selected learning\nactivities and helped choose learning themes.\n• Youth voice and climate action – young people\ncontributed through Youth Services Amplify and the\nClimate Change Youth Action Committee.\n• Wellbeing and creative programs – consultations\nwere delivered through Girl Connect, Embrace, and\nCooking and Art programs, enabling participants to\nshape activities and content.\n• Youth podcast development – young people worked\ntogether through the Podcast Pros group to co design\npodcast topics and content.\n• Program co design – participants helped shape\nactivities through co design opportunities in the\nDungeons and Dragons program at Hampton Park\nYouth Information Centre and the Life Launcher\nprogram.\n• Youth Information Services – children and young\npeople took part in activities recognising and showing\nappreciation for donated food from a local service\nprovider.\nThrough these opportunities, participants reported\nfeeling heard and valued, with increased confidence,\nstronger engagement with services, and improved\ncommunication skills."},{"_id":20,"year":"2025/26","quarter":"Third","strategic_outcome":"2.0","strategic_outcome_name":"Liveable City","strategic_priority":"Effective advocacy: Advocate for investment that supports and responds to our growing city’s needs – including transport mobility and access to jobs and services.","status":"Off Track","kpi_name":"2.4.1 Advocate for and secure infrastructure funding to address the city’s evolving infrastructure needs.​","comments":"During the quarter, efforts to advocate for and secure\ninfrastructure funding to support the city’s evolving\nneeds continued, including strengthening Council’s\nadvocacy approach ahead of upcoming State and\nFederal budget processes. While advocacy activity\nprogressed, limited funding outcomes were achieved\nthis quarter, with successful grant announcements\nsubject to external decision-making processes and\ntiming. Broader fiscal pressures across Victoria and\ndelays in notification of funding decisions have also\naffected outcomes."},{"_id":21,"year":"2025/26","quarter":"Third","strategic_outcome":"2.0","strategic_outcome_name":"Liveable City","strategic_priority":"City shaping infrastructure: Plan and invest in city shaping projects complementing our city’s scale and diversity.","status":"On Track","kpi_name":"2.5.1 Increase expenditure on large-scale infrastructure projects to drive significant city development.​","comments":"Expenditure on large scale infrastructure projectscontinued, with more than $17 million invested duringthe quarter. This reflected ongoing progress acrossmajor city shaping projects, including the Hardys RoadFamily and Community Centre, Ballarto Road Familyand Community Centre, Springleaf Recreation ReserveActive Open Space, Bells Road Active Open Space, andthe Cranbourne Community Hub."},{"_id":22,"year":"2025/26","quarter":"Third","strategic_outcome":"3.0","strategic_outcome_name":"Sustainable Environment","strategic_priority":"Climate adaptation: Investigate and implement adaptation measures that proactively support infrastructure, ecosystems, and community in preparing for climate change impacts.","status":"On Track","kpi_name":"3.2.1 Maintain a high percentage of actions completed to improve Council’s ability to prepare for, adapt to, and recover from climate-related extreme weather events.​","comments":"85 per cent of the actions scheduled for the second year\nof the Climate Resilient Casey Plan are either completed\nor currently underway. This reflects strong momentum in\ndelivering on Council’s climate resilience commitments\nand integrating sustainability across key areas of council\noperations."},{"_id":23,"year":"2025/26","quarter":"Third","strategic_outcome":"4.0","strategic_outcome_name":"Thriving Local Economy","strategic_priority":"Employment pathways: Advocate and partner with the education sector to support local skill development and the establishment of equitable and inclusive training and employment pathways.","status":"On Track","kpi_name":"4.2.1 Maintain efforts to partner with public and private organisations to support delivery of initiatives that promote inclusive employment, employment pathways and local skills development​.","comments":"Collaborative efforts to support jobs, skills and workforce\ndevelopment continued during the quarter through five\npartnerships activities with key public and private\norganisations. This included participation in meetings of\nthe Casey Cardinia Skills and Jobs Network, Workforce\nAustralia, and Chisholm Institute, helping to progress\ncoordinated initiatives that respond to local workforce\nneeds.\nCollaboration focused on detailed planning and\ncoordination for upcoming initiatives, including the\nLAUNCH Careers Expo and the Chisholm Casey\nIndustry Health Forum. These activities reflected\nCouncil’s facilitation role in bringing partners together,\nsupporting industry led solutions, and strengthening\nemployment pathways and skills development\nopportunities across Casey."},{"_id":24,"year":"2025/26","quarter":"Third","strategic_outcome":"4.0","strategic_outcome_name":"Thriving Local Economy","strategic_priority":"Existing business growth: Coordinate Council programs, activities and response to regulatory reforms to support and promote the growth of existing businesses.","status":"On Track","kpi_name":"4.3.1 Increase the number of businesses that engage with Council business assistance programs and events​.","comments":"Engagement with local businesses continued at a strong\nlevel during the quarter, with more than 370 businesses\nsupported through Council delivered and facilitated\nbusiness assistance programs and events. This\nincluded:\n• support provided through the Business Concierge\nProgram\n• participation in capacity building workshops\n• Women in Manufacturing events\n• mentoring and skills matching initiatives\n• ongoing engagement through programs such as\nCoffee Clubs and online business directories."},{"_id":25,"year":"2025/26","quarter":"Third","strategic_outcome":"5.0","strategic_outcome_name":"High Performing Organisation","strategic_priority":"Responsive customer experience: Design and deliver fit for purpose customer experiences that are empathetic, consistent, accessible and responsive to customer needs","status":"Off Track","kpi_name":"5.1.1 Increase customers’ rating of how easy it is to interact with Council.​","comments":"Customers’ ease of interacting with Council was rated at\n62 during the quarter. Feedback highlighted that\nexperiences varied across services, with challenges\nnoted around follow up, updates and confirmation of\nrequest outcomes. Where communication was clear and\nexpectations were well set, customers reported more\npositive experiences. Improving the clarity and\nconsistency of communication remains an important\nfocus to support easier interactions and strengthen\ncustomer experience over time."},{"_id":26,"year":"2025/26","quarter":"Third","strategic_outcome":"5.0","strategic_outcome_name":"High Performing Organisation","strategic_priority":"Governance and transparency: Promote community engagement in Council decision making through transparent governance and accessible communication.","status":"On Track","kpi_name":"5.4.2 Increase participation from cultural and minority groups in surveys to ensure inclusive community engagement.​","comments":"Participation from people from cultural and minority\nbackgrounds remained strong during the quarter, with\n17.78 per cent of engagement survey contributions\nreceived from these groups. This reflected continued\nefforts to support inclusive engagement and ensure a\ndiverse range of community voices are represented in\nCouncil led consultations."},{"_id":27,"year":"2025/26","quarter":"Third","strategic_outcome":"5.0","strategic_outcome_name":"High Performing Organisation","strategic_priority":"Governance and transparency: Promote community engagement in Council decision making through transparent governance and accessible communication.","status":"On Track","kpi_name":"5.4.3 Decrease the number of decisions made in closed Council meetings, promoting open and transparent decision-making processes.​","comments":"Council continued to demonstrate transparent decision\nmaking during the quarter, with only 1.43 per cent of all\ndecisions made at meetings closed to the public. This\nresult reflects Council’s ongoing commitment to\nopenness and accountability in its decision making\nprocesses."},{"_id":28,"year":"2025/26","quarter":"First","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Effective advocacy Coordinate advocacy and partnerships to attract funding for and provision of critical non-council services that support community needs.","status":"Off Track","kpi_name":"1.2.1 Advocate and secure service funding to enhance the availability of critical services for the community.​","comments":"Efforts to advocate for and secure funding to enhance the availability of critical community services are ongoing. This quarter, $182,995 in funding was received. Funding outcomes were affected by delays in the notification of successful grant outcomes. These delays are external and beyond Council’s control. A higher volume of funding outcomes is anticipated over the next two quarters."},{"_id":29,"year":"2025/26","quarter":"First","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Arts and destinations Utilise cultural, arts and heritage experiences and places to foster community connection and cohesion, inclusion and a strong creative community","status":"Off Track","kpi_name":"1.3.2 Increase library membership to support access to cultural, arts, and learning resources.​","comments":"The current library membership rate stands at 24.37 per cent. While this figure is slightly lower than previous periods, it’s important to note that library membership data is regularly purged by Libraries Victoria. Members typically remain active in the system for around three years, after which their accounts are removed if not renewed. This routine cleansing cycle can influence membership figures and should be considered when assessing performance."},{"_id":30,"year":"2025/26","quarter":"First","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Early years and youth: Support the delivery of programs and\npartner with community organisations to provide greater access to services for early\nyears and youth populations","status":"On Track","kpi_name":"1.5.1 Increase participation in the Maternal and Child Health (MCH) service to support early years development.​","comments":"Participation in the Maternal and Child Health (MCH) service reached 42.2 per cent this quarter. This positive result reflects successful engagement strategies and highlights the community’s growing trust in early years development support services."},{"_id":31,"year":"2025/26","quarter":"First","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Social cohesion: Foster greater social cohesion through the advancement of Casey’s targeted populations needs; and the rejection and prevention of family violence and promotion of gender equality","status":"Not Applicable","kpi_name":"1.6.2 Increase the percentage of Gender Impact Assessment (GIA) recommendations adopted that consider the needs of target populations, promoting gender equality and social equity.​","comments":"Progress on the GIA recommendations is tracked biannually. While the current result is not yet available this quarter, work continues to embed inclusive practices into the assessment and recommendation process."},{"_id":32,"year":"2025/26","quarter":"First","strategic_outcome":"3.0","strategic_outcome_name":"Sustainable Environment","strategic_priority":"Waste treatment: Progress Council treatment of waste and\neducate community about sustainable waste practices to increase food waste diversion and reduce litter and waste contamination.","status":"Off Track","kpi_name":"3.4.1 Increase the percentage of household waste diverted from landfill to support sustainable waste practices.​","comments":"FOGO (food organics and garden organics) volumes were lower than anticipated during quarter one, leading to reduced diversion rates and impacted the overall performance. However, July showed promising progress with a 41 per cent diversion rate, and it is expected that the quarter two and three will improve as FOGO recovery improves."},{"_id":33,"year":"2025/26","quarter":"First","strategic_outcome":"4.0","strategic_outcome_name":"Thriving Local Economy","strategic_priority":"Revitalise our strategic places: Coordinate planning and\ninvestment to revitalise and improve connection and access to neighbourhood activity centres and land precincts; supporting the unlocking of land for housing and jobs.","status":"On Track","kpi_name":"4.4.1 Increase investment in the development of Casey’s activity centres and nominated land precincts to enhance connectivity, access, and support the creation of jobs.​","comments":"During the quarter, Council approved 16 planning permits (including amended permits) for developments within Casey’s four established Major Activity Centres, representing a combined value of $46 million."},{"_id":34,"year":"2025/26","quarter":"First","strategic_outcome":"5.0","strategic_outcome_name":"High Performing Organisation","strategic_priority":"Responsive customer experience: Design and deliver fit for\npurpose customer experiences that are empathetic, consistent, accessible and responsive to customer needs","status":"On Track","kpi_name":"5.1.2 Increase the percentage of digital interactions to improve accessibility and be responsive to customer needs.​","comments":"Councils digital interactions increased by 5 per cent. Council has introduced several new digital services for food business regulation, report a noise issue and council vaccination history requests, to make accessing information easier and more convenient. Council also acted on community feedback to enhance the website’s usability. Key improvements include a more intuitive layout and prioritised homepage content, ensuring that the most relevant information is easier to find."},{"_id":35,"year":"2025/26","quarter":"First","strategic_outcome":"5.0","strategic_outcome_name":"High Performing Organisation","strategic_priority":"Financial performance: Improve financial performance by\nenhancing accountability and focus on efficiency and long-term strategic decision making.","status":"On Track","kpi_name":"5.3.1 Maintain a positive adjusted underlying result* to reflect improved accountability, efficiency, and sustainable decision making.​\n\n*A positive result indicates financial health and effectiveness in managing regular operations.​","comments":"Council’s long-term aspiration is to maintain a positive adjusted underlying result. The 2025/26 budgeted adjusted underlying result is negative 2 per cent to account for the increased cost of delivering services. However, Council is expecting to end the financial year with a smaller deficit than planned. Council originally budgeted for a shortfall of $10.5 million but are now forecasting a deficit of $7.2 million - $3.3 million better than expected. Council has managed its finances more effectively than planned, staying within the accepted risk level of a 2 per cent deficit. Council continues to focus on delivering services while keeping finances on track."},{"_id":36,"year":"2025/26","quarter":"First","strategic_outcome":"5.0","strategic_outcome_name":"High Performing Organisation","strategic_priority":"Constructive culture: Develop and grow an organisational\nculture that is safe and that promotes continuous improvement, collaboration and achievement.","status":"Not Applicable","kpi_name":"5.5.1 Increase leadership effectiveness to encourage a culture that is safe and promotes continuous improvement, collaboration and achievement. ​","comments":"Progress of this measure will be tracked and reported on a six-monthly basis to ensure meaningful insights and sustained impact."},{"_id":37,"year":"2025/26","quarter":"Fourth","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Community safety Partner with community to enhance safety outcomes and feelings of safety.","status":"OnTrack","kpi_name":"1.1.4 Increase the number of environmental design audits to assess safety improvements. ​","comments":"Six Crime Prevention Through Environmental Design (CPTED) audits were completed during the quarter across a range of locations, including community facilities, sports reserves and pedestrian infrastructure. One audit undertaken at a community facility in Endeavour Hills identified opportunities to improve the visual amenity of the entrance, enhance landscaping and relocate seating to create more welcoming spaces for the community. The recommendations will help improve perceptions of safety, support community ownership of the space and provide more suitable areas for people to gather, while ensuring all community members feel safe and welcome when using the facility."},{"_id":38,"year":"2025/26","quarter":"Fourth","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Effective advocacy Coordinate advocacy and partnerships to attract funding for and provision of critical non-council services that support community needs.","status":"OffTrack","kpi_name":"1.2.1 Advocate and secure service funding to enhance the availability of critical services for the community.​","comments":"No new funding outcomes attributable to advocacy activities were secured during the quarter. Several funding applications were unsuccessful due to highly competitive grant programs and broader funding constraints affecting available government funding. Council will continue to advocate for additional resources and funding opportunities to support services that address community needs."},{"_id":39,"year":"2025/26","quarter":"Fourth","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Arts and destinations Utilise cultural, arts and heritage experiences and places to foster community connection and cohesion, inclusion and a strong creative community","status":"OnTrack","kpi_name":"1.3.1 Increase the percentage of people who feel Council events are inclusive and welcoming, promoting community connection and engagement.​","comments":"People attending Council events continued to report a strong sense of inclusion and connection, with 94 per cent describing events as inclusive and welcoming. This improved from the previous quarter and reflected the application of event learnings and a continued focus on accessible, community-centred experiences."},{"_id":40,"year":"2025/26","quarter":"Fourth","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Arts and destinations Utilise cultural, arts and heritage experiences and places to foster community connection and cohesion, inclusion and a strong creative community","status":"OffTrack","kpi_name":"1.3.2 Increase library membership to support access to cultural, arts, and learning resources.​","comments":"Library membership continued to grow during the quarter, reflecting ongoing community interest in library services, programs and learning opportunities across Casey. While membership growth was lower than anticipated, membership figures are influenced by Libraries Victoria’s regular data cleansing process, which removes memberships that have not been renewed within three years. Despite this, new members continued to join throughout the year, indicating a stable and ongoing connection between the community and library services across Casey."},{"_id":41,"year":"2025/26","quarter":"Fourth","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Arts and destinations Utilise cultural, arts and heritage experiences and places to foster community connection and cohesion, inclusion and a strong creative community","status":"OnTrack","kpi_name":"1.3.3 Increase satisfaction with events that offer opportunities for the community to experience local arts and cultural activities.​","comments":"Community satisfaction with arts and cultural events remained high at 93 per cent. The result was consistent with recent performance and reflects the quality and relevance of the program, supporting strong community participation and engagement in local arts and cultural activities."},{"_id":42,"year":"2025/26","quarter":"Fourth","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Sport and active community participation: Support increased participation in sport, leisure and community programs, with a focus on women, girls and gender diverse people, through coordinated design and delivery of accessible programs.","status":"OnTrack","kpi_name":"1.4.1 Increase the participation of women, girls, and gender-diverse people in sport, leisure, and community activities, ensuring inclusivity and accessibility.​","comments":"Participation by women, girls and gender-diverse people increased during the quarter, with more than 2,200 participants recorded between April and June. This reflects the continued delivery of sport, leisure and community programs that support inclusive participation and community wellbeing."},{"_id":43,"year":"2025/26","quarter":"Fourth","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Early years and youth: Support the delivery of programs and partner with community organisations to provide greater access to services for early years and youth populations","status":"OnTrack","kpi_name":"1.5.1 Increase participation in the Maternal and Child Health (MCH) service to support early years development.​","comments":"Participation in the Maternal and Child Health service increased to 68.46 per cent during the quarter, representing a significant improvement from the previous quarter. This result reflects strong community confidence in early years support services and demonstrates the ongoing importance of programs that promote the health, wellbeing and development of children and families."},{"_id":44,"year":"2025/26","quarter":"Fourth","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Early years and youth: Support the delivery of programs and partner with community organisations to provide greater access to services for early years and youth populations","status":"OnTrack","kpi_name":"1.5.2 Increase the number of children registered for 3 and 4-year-old kindergarten to promote early childhood education.​","comments":"A total of 3,672 children were registered for 3 and 4-year-old kindergarten programs during the quarter, reflecting continued demand for early childhood education services across Casey."},{"_id":45,"year":"2025/26","quarter":"Fourth","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Early years and youth: Support the delivery of programs and partner with community organisations to provide greater access to services for early years and youth populations","status":"OnTrack","kpi_name":"1.5.5 Increase the number of early years and youth partnership initiatives, through the Community Service Organisation (CSO) Casey Futures Partnership Alliance, to strengthen early years and youth service resourcing.​","comments":"Three partnership initiatives were delivered through the Casey Futures Partnership Alliance during the quarter, following a pause the previous quarter due to capacity constraints. The initiatives strengthened collaboration across early years and youth services, supporting improved coordination and engagement across the sector. Partnership development remains a priority and will continue as opportunities are identified and capacity allows."},{"_id":46,"year":"2025/26","quarter":"Fourth","strategic_outcome":"2.0","strategic_outcome_name":"Liveable City","strategic_priority":"Appropriate infrastructure: Plan and deliver infrastructure that is sustainable, fit for purpose, supports shared use and promotes safety and amenity","status":"OnTrack","kpi_name":"2.2.1 Maintain a high completion rate of the annual infrastructure works program, ensuring projects support sustainability and community wellbeing.​","comments":"Delivery of the Capital Works Program remained on track during the quarter, with 77 per cent of projects progressing as planned. Works continue across a range of infrastructure projects that support community wellbeing, improve local facilities and public spaces, and help meet the needs of Casey’s growing community."},{"_id":47,"year":"2025/26","quarter":"Fourth","strategic_outcome":"4.0","strategic_outcome_name":"Thriving Local Economy","strategic_priority":"Investment attraction: Work with other specialist organisations to deliver programs and activities that grow business investment in new and priority sectors, promoting local job growth and innovation","status":"OnTrack","kpi_name":"4.1.1 Increase the number of businesses supported to establish in Casey through Council’s Choose Casey Concierge Service, to diversify Casey’s economy and create more local jobs​.","comments":"During the quarter, the Choose Casey Concierge Service supported six high-level investment enquiries across sectors including hospitality, aged care, tourism and recreation. Businesses were assisted through introductions, advice and facilitated discussions with relevant Council departments, helping streamline development and investment enquiries in Casey."},{"_id":48,"year":"2025/26","quarter":"Fourth","strategic_outcome":"4.0","strategic_outcome_name":"Thriving Local Economy","strategic_priority":"Revitalise our strategic places: Coordinate planning and investment to revitalise and improve connection and access to neighbourhood activity centres and land precincts; supporting the unlocking of land for housing and jobs.","status":"OnTrack","kpi_name":"4.4.1 Increase investment in the development of Casey’s activity centres and nominated land precincts to enhance connectivity, access, and support the creation of jobs.​","comments":"Planning permit applications received during the quarter represented approximately $8.4 million in development activity across Casey's major activity centres, supporting investment, economic activity and future employment opportunities."},{"_id":49,"year":"2025/26","quarter":"Fourth","strategic_outcome":"5.0","strategic_outcome_name":"High Performing Organisation","strategic_priority":"Financial performance: Improve financial performance by enhancing accountability and focus on efficiency and long-term strategic decision making.","status":"OffTrack","kpi_name":"5.3.1 Maintain a positive adjusted underlying result* to reflect improved accountability, efficiency, and sustainable decision making.​\n\n*A positive result indicates financial health and effectiveness in managing regular operations.​","comments":"The unaudited adjusted underlying result was negative 7.17 per cent, representing a $40.2 million deficit. The movement from previous quarters was largely driven by non-cash asset write-offs and revaluation impacts, higher depreciation associated with new and completed assets, and projects expenditure that could not be capitalised. Council's financial performance will continue to be monitored closely, with the result subject to review through the year-end audit process."},{"_id":50,"year":"2025/26","quarter":"Fourth","strategic_outcome":"5.0","strategic_outcome_name":"High Performing Organisation","strategic_priority":"Governance and transparency: Promote community engagement in Council decision making through transparent governance and accessible communication.","status":"OnTrack","kpi_name":"5.4.3 Decrease the number of decisions made in closed Council meetings, promoting open and transparent decision-making processes.​","comments":"The proportion of decisions made in meetings closed to the public reduced to 1.05 per cent during the quarter. This result demonstrates Council's continued commitment to transparent governance and ensures that majority of decisions are considered through open and public decision-making processes."},{"_id":51,"year":"2025/26","quarter":"Second","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Community safety Partner with community to enhance safety outcomes and feelings of safety.","status":"On Track","kpi_name":"1.1.2 Increase the number of Road Safety Education Programs initiatives to enhance community awareness and safety​","comments":"Council delivered one Road Safety Education initiative during the quarter, aimed at strengthening community awareness and encouraging safer behaviours. Engagement also commenced with local schools to support the transition to the new model for the School Age Safety (SAS) program."},{"_id":52,"year":"2025/26","quarter":"Second","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Arts and destinations Utilise cultural, arts and heritage experiences and places to foster community connection and cohesion, inclusion and a strong creative community","status":"On Track","kpi_name":"1.3.1 Increase the percentage of people who feel Council events are inclusive and welcoming, promoting community connection and engagement.​","comments":"Survey results from Council events this quarter show that 96 per cent of respondents agreed the events were inclusive and welcoming, supporting the objective to promote community connection and engagement."},{"_id":53,"year":"2025/26","quarter":"Second","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Arts and destinations Utilise cultural, arts and heritage experiences and places to foster community connection and cohesion, inclusion and a strong creative community","status":"Off Track","kpi_name":"1.3.2 Increase library membership to support access to cultural, arts, and learning resources.​","comments":"The current library membership rate stands at 24.08 per cent. Although this figure is slightly lower than in previous periods, it’s important to note that membership numbers are influenced by Libraries Victoria’s regular data cleansing process. As part of this routine maintenance, memberships that haven’t been renewed within approximately three years are automatically removed. This process helps maintain the accuracy of the membership database, meaning that variations in the figures often\nreflect routine system updates rather than changes in actual community engagement. Viewed in this context, the current membership rate continues to indicate a stable and consistent connection between the community and library services."},{"_id":54,"year":"2025/26","quarter":"Second","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Arts and destinations Utilise cultural, arts and heritage experiences and places to foster community connection and cohesion, inclusion and a strong creative community","status":"On Track","kpi_name":"1.3.3 Increase satisfaction with events that offer opportunities for the community to experience local arts and cultural activities.​","comments":"Community satisfaction with events designed to showcase local arts and cultural activities reached 90 per cent this quarter, which reflects the quality and relevance of programming, as well as strong community engagement."},{"_id":55,"year":"2025/26","quarter":"Second","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Sport and active community participation: Support increased participation in sport, leisure and community programs, with a focus on women, girls and gender diverse people, through coordinated design and delivery of accessible programs.","status":"On Track","kpi_name":"1.4.1 Increase the participation of women, girls, and gender-diverse people in sport, leisure, and community activities, ensuring inclusivity and accessibility.​","comments":"In quarter two, 2,099 women participated in the CaseyGirlsCan programs - a substantial increase from 1,431 participants in quarter one 2025/26."},{"_id":56,"year":"2025/26","quarter":"Second","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Early years and youth: Support the delivery of programs and partner with community organisations to provide greater access to services for early years and youth populations","status":"On Track","kpi_name":"1.5.1 Increase participation in the Maternal and Child Health (MCH) service to support early years development.​","comments":"Participation in the Maternal and Child Health (MCH) service reached 41.56 per cent this quarter, indicating strong engagement across the community. This positive result reflects successful engagement strategies and reflects increasing confidence in early years development and support services."},{"_id":57,"year":"2025/26","quarter":"Second","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Early years and youth: Support the delivery of programs and partner with community organisations to provide greater access to services for early years and youth populations","status":"On Track","kpi_name":"1.5.3 Increase satisfaction with the Dad’s Matter program to support engaged parenting.​","comments":"Satisfaction with the Dad’s Matter program continues to grow, supported by targeted efforts to strengthen engaged parenting and build participants’ confidence. Feedback indicates that the program is successfully enhancing both parenting confidence and community connection, with strong positive responses from attendees. The Men’s Forum also remains a key driver of engagement, achieving a 96 per cent positive feedback rating, highlighting its effectiveness in creating a supportive, meaningful space for men to connect, reflect, and build skills."},{"_id":58,"year":"2025/26","quarter":"Second","strategic_outcome":"3.0","strategic_outcome_name":"Sustainable Environment","strategic_priority":"Biodiversity and natural resource management: Improve city greening with a focus on tree canopy cover and promote the protection and enhancement of biodiversity and other natural resources across Council and private land.","status":"On Track","kpi_name":"3.3.1 Increase the number of trees planted to expand tree canopy coverage across the municipality.​","comments":"A total of 2,401 trees and tube stock have been planted across the municipality, strengthening our long term urban greening efforts and boosting canopy coverage to improve environmental resilience."},{"_id":59,"year":"2025/26","quarter":"Second","strategic_outcome":"4.0","strategic_outcome_name":"Thriving Local Economy","strategic_priority":"Investment attraction: Work with other specialist organisations to deliver programs and activities that grow business investment in new and priority sectors, promoting local job growth and innovation","status":"On Track","kpi_name":"4.1.1 Increase the number of businesses supported to establish in Casey through Council’s Choose Casey Concierge Service, to diversify Casey’s economy and create more local jobs​.","comments":"Two businesses received direct support from the Choose Casey Concierge Service during quarter two. Team vacancies limited the number of new businesses that could be onboarded through the service during this period; however, this number is expected to improve over the coming months. Despite this, industrial and commercial development across the municipality continued to progress strongly, with significant associated jobs growth delivered through the City of Casey’s Partnership for a Growing Casey program."},{"_id":60,"year":"2025/26","quarter":"Second","strategic_outcome":"5.0","strategic_outcome_name":"High Performing Organisation","strategic_priority":"Responsive customer experience: Design and deliver fit for purpose customer experiences that are empathetic, consistent, accessible and responsive to customer needs","status":"On Track","kpi_name":"5.1.1 Increase customers’ rating of how easy it is to interact with Council.​","comments":"The quarter two result for ease of interacting with the City of Casey is 67 per cent, reflecting stable performance as Council continues to introduce service improvements and responses to higher demand. Despite an increase in customer requests, residents consistently reported that engaging with Council remains straightforward. Council is maintaining this performance by streamlining processes, expanding digital self service options, and providing clearer, more timely updates at every stage of a request."},{"_id":61,"year":"2025/26","quarter":"Second","strategic_outcome":"5.0","strategic_outcome_name":"High Performing Organisation","strategic_priority":"Operational performance: Enhance Councils service and project performance through innovative practice and clearly communicate results to the community.","status":"On Track","kpi_name":"5.2.2 Increase adherence to service agreements to ensure consistent performance.​","comments":"Service level agreements (SLA’s) reflect the standards of quality, availability, and response times that Council commits to for its customers. For this quarter, 86.25 per cent of SLAs were achieved, which represents an improvement compared to both the previous quarter and the same quarter in the prior financial year."},{"_id":62,"year":"2025/26","quarter":"Second","strategic_outcome":"5.0","strategic_outcome_name":"High Performing Organisation","strategic_priority":"Financial performance: Improve financial performance by enhancing accountability and focus on efficiency and long-term strategic decision making.","status":"Off Track","kpi_name":"5.3.1 Maintain a positive adjusted underlying result* to reflect improved accountability, efficiency, and sustainable decision making.​\n\n*A positive result indicates financial health and effectiveness in managing regular operations.​","comments":"Council’s long-term aspiration is to maintain a positive adjusted underlying result. The 2025/26 budgeted adjusted underlying result is negative 2 per cent to account for the increased cost of delivering services. However, Council is expecting to end the financial year with a smaller deficit than planned. Council originally budgeted for a shortfall of $10.5 million but are now forecasting a deficit of $3.7 million - $6.7 million better than expected. Council has managed its finances more effectively than planned, staying within the accepted risk level of a 2 per cent deficit. Council continues to focus on delivering services while keeping finances on track."},{"_id":63,"year":"2025/26","quarter":"Second","strategic_outcome":"5.0","strategic_outcome_name":"High Performing Organisation","strategic_priority":"Constructive culture: Develop and grow an organisational culture that is safe and that promotes continuous improvement, collaboration and achievement.","status":"On Track","kpi_name":"5.5.1 Increase leadership effectiveness to encourage a culture that is safe and promotes continuous improvement, collaboration and achievement. ​","comments":"The recent engagement survey conducted in October 2025 returned a score of 81 percent, which is consistent with prior results. While this represents a strong level of engagement, there is an opportunity to invest in programs that will close the gap and further enhance employee experience."},{"_id":64,"year":"2025/26","quarter":"Third","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Community safety Partner with community to enhance safety outcomes and feelings of safety.","status":"On Track","kpi_name":"1.1.1 Maintain a high level of graffiti removal requests to improve the appearance of public areas and improve safety perceptions within the community.​","comments":"Council continued to deliver a strong and responsive\ngraffiti removal service during the quarter, with 99.7 per\ncent of requests addressed promptly. While a small\nnumber of requests could not be progressed due to\naccess or consent requirements, overall performance\nremained consistently high."},{"_id":65,"year":"2025/26","quarter":"Third","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Community safety Partner with community to enhance safety outcomes and feelings of safety.","status":"On Track","kpi_name":"1.1.2 Increase the number of Road Safety Education Programs initiatives to enhance community awareness and safety​","comments":"Clyde Creek Primary School took part in a road safety\neducation session during the quarter, helping to build\nstudents’ understanding of safe behaviours around\nroads and local streets. The session supported\nCouncil’s ongoing efforts to improve safety awareness\nand foster safer communities."},{"_id":66,"year":"2025/26","quarter":"Third","strategic_outcome":"3.0","strategic_outcome_name":"Sustainable Environment","strategic_priority":"Climate mitigation: Implement programs across Council to reduce carbon emissions and educate and support community and local business to reduce emissions.","status":"On Track","kpi_name":"3.1.1 Decrease carbon emissions from corporate gas and electricity use, reflecting Council’s efforts to reduce its environmental footprint.","comments":"Corporate gas and electricity emissions have decreased\nby 83 per cent, reflecting strong progress in energy\nefficiency measures and a significant shift toward\ncleaner, more sustainable energy sources."},{"_id":67,"year":"2025/26","quarter":"Third","strategic_outcome":"3.0","strategic_outcome_name":"Sustainable Environment","strategic_priority":"Biodiversity and natural resource management: Improve city greening with a focus on tree canopy cover and promote the protection and enhancement of biodiversity and other natural resources across Council and private land.","status":"On Track","kpi_name":"3.3.1 Increase the number of trees planted to expand tree canopy coverage across the municipality.​","comments":"A total of 76 trees were planted during the quarter; this\nwas a deliberately low planting effort as this reporting\nperiod falls outside the peak tree planting season. These\nplantings reflected final activities from the end of the\nseasonal planting program, following the completion of\nmost tree planting earlier in the year."},{"_id":68,"year":"2025/26","quarter":"Third","strategic_outcome":"3.0","strategic_outcome_name":"Sustainable Environment","strategic_priority":"Waste treatment: Progress Council treatment of waste and educate community about sustainable waste practices to increase food waste diversion and reduce litter and waste contamination.","status":"On Track","kpi_name":"3.4.2 Maintain a high level of satisfaction with Council’s waste service, ensuring treatment of waste reflects community expectations.​","comments":"During the quarter, customer satisfaction with Council’s\nwaste service remained high at 80 per cent, reflecting\nthe continued reliability of waste services and alignment\nwith community expectations for waste collection and\nmanagement."},{"_id":69,"year":"2025/26","quarter":"Third","strategic_outcome":"3.0","strategic_outcome_name":"Sustainable Environment","strategic_priority":"Water management: Implement holistic water management practices through water sensitive urban design that advance water harvesting and reduce flood risks.","status":"Not applicable","kpi_name":"3.5.1 Reduce Council’s use of drinkable water through water harvesting and leak prevention measures.​","comments":"This indicator is reported on a six monthly basis, with\nresults reflecting cumulative reductions achieved\nthrough ongoing water efficiency initiatives. While a new\nresult is not available this quarter, proactive leak\ndetection and rectification activities continued,\nsupporting further reductions in Council’s use of drinking\n(potable) water and building on the strong water savings\ndelivered earlier in the year. The most recent results\nwere reported in the previous Quarterly Community\nReport for the October to December period."},{"_id":70,"year":"2025/26","quarter":"Third","strategic_outcome":"5.0","strategic_outcome_name":"High Performing Organisation","strategic_priority":"Operational performance: Enhance Councils service and project performance through innovative practice and clearly communicate results to the community.","status":"On Track","kpi_name":"5.2.1 Maintain a high completion rate of planned service improvement projects to demonstrate innovative and effective service delivery.​","comments":"Progress on service improvement initiatives remained\nstrong during the quarter, with 82.7 per cent of planned\nservice improvement projects on track. This reflected\nsustained momentum in delivering improvements that\nsupport more effective, innovative and customer focused\nservices across the organisation."},{"_id":71,"year":"2025/26","quarter":"Third","strategic_outcome":"5.0","strategic_outcome_name":"High Performing Organisation","strategic_priority":"Operational performance: Enhance Councils service and project performance through innovative practice and clearly communicate results to the community.","status":"On Track","kpi_name":"5.2.2 Increase adherence to service agreements to ensure consistent performance.​","comments":"Council continued to deliver services to agreed\nstandards during the quarter, with 89.6 per cent of\nService Level Agreements (SLAs) achieved. This\nrepresented an improvement compared to both the\nprevious quarter and the same period last year,\nreflecting more consistent performance in service\nquality, availability and response times across Council\nservices."},{"_id":72,"year":"2025/26","quarter":"Third","strategic_outcome":"5.0","strategic_outcome_name":"High Performing Organisation","strategic_priority":"Governance and transparency: Promote community engagement in Council decision making through transparent governance and accessible communication.","status":"On Track","kpi_name":"5.4.1 Increase the percentage of the community subscribed to Casey Conversations to foster transparent governance.​","comments":"Community engagement through Casey Conversations\ncontinued during the quarter, with 9.09 per cent of the\ncommunity now subscribed to the platform. Casey\nConversations continues to support transparent\ngovernance by enabling residents to stay informed and\nparticipate in shaping decisions on issues that matter to\nthem."},{"_id":73,"year":"2025/26","quarter":"Third","strategic_outcome":"5.0","strategic_outcome_name":"High Performing Organisation","strategic_priority":"Constructive culture: Develop and grow an organisational culture that is safe and that promotes continuous improvement, collaboration and achievement.","status":"Not applicable","kpi_name":"5.5.1 Increase leadership effectiveness to encourage a culture that is safe and promotes continuous improvement, collaboration and achievement. ​","comments":"Progress of this indicator is tracked and reported on a\nsix monthly basis to ensure meaningful insights and\nsustained impact. The most recent results were reported\nin the previous Quarterly Community Report for the\nOctober to December period."},{"_id":74,"year":"2025/26","quarter":"First","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Community safety Partner with community to enhance safety outcomes and feelings of safety.","status":"On Track","kpi_name":"1.1.2 Increase the number of Road Safety Education Programs initiatives to enhance community awareness and safety​","comments":"Council continues to expand its Road Safety Education initiatives to enhance community awareness and promote safer behaviours. During the quarter, Devon Meadows Primary School received tailored 1:1 Road Safety Education, which was very well received by students and staff."},{"_id":75,"year":"2025/26","quarter":"First","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Community safety Partner with community to enhance safety outcomes and feelings of safety.","status":"On Track","kpi_name":"1.1.4 Increase the number of environmental design audits to assess safety improvements. ​","comments":"A total of eight Crime Prevention Through Environmental Design (CPTED) Audits were conducted across key locations in Cranbourne, Endeavour Hills, and Narre Warren. These audits included a mix of day and night assessments, ensuring a comprehensive evaluation of environmental factors influencing safety and crime prevention."},{"_id":76,"year":"2025/26","quarter":"First","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Arts and destinations Utilise cultural, arts and heritage experiences and places to foster community connection and cohesion, inclusion and a strong creative community","status":"On Track","kpi_name":"1.3.1 Increase the percentage of people who feel Council events are inclusive and welcoming, promoting community connection and engagement.​","comments":"Survey results from Council events this quarter show that 100 per cent of respondents agreed the events were inclusive and welcoming, supporting the objective to promote community connection and engagement."},{"_id":77,"year":"2025/26","quarter":"First","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Arts and destinations Utilise cultural, arts and heritage experiences and places to foster community connection and cohesion, inclusion and a strong creative community","status":"On Track","kpi_name":"1.3.3 Increase satisfaction with events that offer opportunities for the community to experience local arts and cultural activities.​","comments":"Community satisfaction with events designed to showcase local arts and cultural activities reached 92 per cent this quarter, which reflects the quality and relevance of programming, as well as strong community engagement."},{"_id":78,"year":"2025/26","quarter":"First","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Early years and youth: Support the delivery of programs and partner with community organisations to provide greater access to services for early years and youth populations","status":"Off Track","kpi_name":"1.5.3 Increase satisfaction with the Dad’s Matter program to support engaged parenting.​","comments":"The Dads Matter program has been reduced temporarily. In recognition of its impact, a review of other Dads Matter initiatives will be undertaken across quarters two, three, and four to explore opportunities for continued engagement and meaningful support for fathers in the community"},{"_id":79,"year":"2025/26","quarter":"First","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Social cohesion: Foster greater social cohesion through the advancement of Casey’s targeted populations needs; and the rejection and prevention of family violence and promotion of gender equality","status":"On Track","kpi_name":"1.6.1 Increase the number of opportunities for children and young people to participate in decision-making on issues that affect them, empowering youth voices.​","comments":"This quarter saw 101 engagements recorded which offered opportunities for children and young people to participate meaningfully in decision-making processes. This positive result is largely attributed to additional consultations held during Children’s Week, which alone generated 82 responses from children. Further contributions came from Youth Services Programs: Embrace and Girl Connect (2 consultations), Youth Committees: Amplify (formerly Freeza and Youth Action Committee) (8 consultations), Youth Information Centre Programs: Let’s Talk Lego (6 consultations), Dungeons & Dragons (2 consultations) and Youth Counselling & Support Service: (1 consultation)."},{"_id":80,"year":"2025/26","quarter":"First","strategic_outcome":"2.0","strategic_outcome_name":"Liveable City","strategic_priority":"Improved connectivity: Plan, deliver and advocate for transport improvements to roads, public transport, pedestrian and cycling networks that improve access, connectivity, safety and city movement outcomes for our community","status":"On Track","kpi_name":"2.1.1 Maintain sealed local roads to meet condition standards, supporting improved access, connectivity and safety.​","comments":"Maintenance of sealed local roads continues to meet condition standards, contributing to improved access, connectivity, and road safety across the municipality. The 95 per cent result reflects strong performance in asset management and proactive maintenance practices, ensuring the road network remains safe, reliable, and fit for purpose."},{"_id":81,"year":"2025/26","quarter":"First","strategic_outcome":"2.0","strategic_outcome_name":"Liveable City","strategic_priority":"City shaping infrastructure: Plan and invest in city shaping\nprojects complementing our city’s scale and diversity.","status":"On Track","kpi_name":"2.5.1 Increase expenditure on large-scale infrastructure projects to drive significant city development.​","comments":"At the end of quarter one, spending on major Capital Works projects over $10 million is tracking well, with a positive result of $565K. This performance is primarily driven by continued progress on the Clyde North Precinct Structure Plan – Springleaf Avenue, Hardy’s Road Family and Community Centre, and the Cranbourne Community Hub."},{"_id":82,"year":"2025/26","quarter":"First","strategic_outcome":"3.0","strategic_outcome_name":"Sustainable Environment","strategic_priority":"Waste treatment: Progress Council treatment of waste and\neducate community about sustainable waste practices to increase food waste diversion and reduce litter and waste contamination.","status":"Off Track","kpi_name":"3.4.2 Maintain a high level of satisfaction with Council’s waste service, ensuring treatment of waste reflects community expectations.​","comments":"The quarter one result of 77 per cent satisfaction with Council’s waste service has been impacted by delays to bin repairs over the past three – four weeks, due to contractor challenges. In addition, business-as-usual operations have been affected by the ongoing kerbside reform. While the reform was anticipated, its implementation continues to present operational challenges that are still being worked through."},{"_id":83,"year":"2025/26","quarter":"First","strategic_outcome":"4.0","strategic_outcome_name":"Thriving Local Economy","strategic_priority":"Investment attraction: Work with other specialist organisations to deliver programs and activities that grow business investment in new and priority sectors, promoting local job growth and innovation","status":"On Track","kpi_name":"4.1.1 Increase the number of businesses supported to establish in Casey through Council’s Choose Casey Concierge Service, to diversify Casey’s economy and create more local jobs​.","comments":"Six businesses were supported to establish or expand in Casey through Council’s Choose Casey Concierge Service this quarter. This tailored support continues to play a key role in fostering local economic growth and attracting investment into the municipality."},{"_id":84,"year":"2025/26","quarter":"First","strategic_outcome":"4.0","strategic_outcome_name":"Thriving Local Economy","strategic_priority":"Employment pathways: Advocate and partner with the education sector to support local skill development and the establishment of equitable and inclusive training and employment pathways.","status":"Off Track","kpi_name":"4.2.1 Maintain efforts to partner with public and private organisations to support delivery of initiatives that promote inclusive employment, employment pathways and local skills development​.","comments":"While no initiatives were delivered in quarter one, planning commenced for the launch of the Careers Expo—Council’s flagship employment and training event which will occur in quarter four. Delivered in partnership with Workforce Australia, education providers, and industry stakeholders, the Expo will connect residents with employers, training opportunities, and career pathways, supporting long-term workforce development."},{"_id":85,"year":"2025/26","quarter":"First","strategic_outcome":"4.0","strategic_outcome_name":"Thriving Local Economy","strategic_priority":"Existing business growth: Coordinate Council programs,\nactivities and response to regulatory reforms to support and promote the growth of existing businesses.","status":"On Track","kpi_name":"4.3.1 Increase the number of businesses that engage with Council business assistance programs and events​.","comments":"This quarter, a total of 320 local business engagements were recorded through Council-delivered business assistance programs and events. This includes 219 through the Business Concierge Program, 87 participants in the Emerging Tech Workshop, and 14 attendees at Capacity Building Workshops. These initiatives support local economic growth by providing tailored support and upskilling opportunities."},{"_id":86,"year":"2025/26","quarter":"First","strategic_outcome":"5.0","strategic_outcome_name":"High Performing Organisation","strategic_priority":"Responsive customer experience: Design and deliver fit for\npurpose customer experiences that are empathetic, consistent, accessible and responsive to customer needs","status":"On Track","kpi_name":"5.1.1 Increase customers’ rating of how easy it is to interact with Council.​","comments":"The customer rating for ease of interaction with Council increased to 67 percent, which highlights Councils ongoing efforts to enhance accessibility and streamline customer experiences across all service channels."},{"_id":87,"year":"2025/26","quarter":"First","strategic_outcome":"5.0","strategic_outcome_name":"High Performing Organisation","strategic_priority":"Operational performance: Enhance Councils service and project performance through innovative practice and clearly communicate results to the community.","status":"Off Track","kpi_name":"5.2.2 Increase adherence to service agreements to ensure consistent performance.​","comments":"Service level agreements (SLA's) reported here represent service standards of quality, availability and response times for Councils customers. 83.78% of service level agreements were met for the quarter which was marginally lower than both the previous quarter and equivalent quarter in the prior financial year."},{"_id":88,"year":"2025/26","quarter":"First","strategic_outcome":"5.0","strategic_outcome_name":"High Performing Organisation","strategic_priority":"Governance and transparency: Promote community engagement in Council decision making through transparent governance and accessible communication.","status":"Off Track","kpi_name":"5.4.2 Increase participation from cultural and minority groups in surveys to ensure inclusive community engagement.​","comments":"Participation from cultural and minority groups in Council’s engagement projects was 6.41 per cent. Accessible communication was identified as a priority in the Communications and Engagement Strategic Service Plan, and further growth in participation is anticipated as initiatives planned for years two and three are delivered. The current quarters result represents an increase from prior quarters, reflects the effectiveness of targeted strategies implemented by Council officers. These include the use of translators at pop-up events and multilingual accessibility features on the Casey Conversations website, allowing content to be read in the ten most commonly spoken languages across the municipality."},{"_id":89,"year":"2025/26","quarter":"First","strategic_outcome":"5.0","strategic_outcome_name":"High Performing Organisation","strategic_priority":"Governance and transparency: Promote community engagement in Council decision making through transparent governance and accessible communication.","status":"On Track","kpi_name":"5.4.3 Decrease the number of decisions made in closed Council meetings, promoting open and transparent decision-making processes.​","comments":"Council maintained its commitment to transparency by ensuring that no decisions were made in closed Council meetings during this reporting period. This reflects our ongoing efforts to foster open governance and build community trust."},{"_id":90,"year":"2025/26","quarter":"Fourth","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Community safety Partner with community to enhance safety outcomes and feelings of safety.","status":"OnTrack","kpi_name":"1.1.2 Increase the number of Road Safety Education Programs initiatives to enhance community awareness and safety​","comments":"Road Safety Education initiatives continued during the quarter, including delivery of a dedicated education session at Miriyan Primary School in Clyde North to help improve road safety awareness among students."},{"_id":91,"year":"2025/26","quarter":"Fourth","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Social cohesion: Foster greater social cohesion through the advancement of Casey’s targeted populations needs; and the rejection and prevention of family violence and promotion of gender equality","status":"OnTrack","kpi_name":"1.6.1 Increase the number of opportunities for children and young people to participate in decision-making on issues that affect them, empowering youth voices.​","comments":"A total of 48 opportunities were provided for children and young people to contribute to decisions affecting programs and services. These opportunities included activities within kindergarten programs, where children helped influence aspects of their learning environment, including celebrations, activities and group experiences. This approach supports greater participation, strengthens engagement and gives children and young people a stronger voice in decisions that affect them."},{"_id":92,"year":"2025/26","quarter":"Fourth","strategic_outcome":"2.0","strategic_outcome_name":"Liveable City","strategic_priority":"Effective advocacy: Advocate for investment that supports and responds to our growing city’s needs – including transport mobility and access to jobs and services.","status":"OnTrack","kpi_name":"2.4.1 Advocate for and secure infrastructure funding to address the city’s evolving infrastructure needs.​","comments":"Council secured $2.2 million in external funding during the quarter to support infrastructure projects and community outcomes across Casey. Advocacy activities throughout the year helped promote Casey’s infrastructure priorities and strengthen the case for future investment. Funding outcomes are influenced by broader government funding programs and budget decisions, however the funding secured during the year represents a positive contribution towards meeting the infrastructure needs of Casey’s growing community."},{"_id":93,"year":"2025/26","quarter":"Fourth","strategic_outcome":"3.0","strategic_outcome_name":"Sustainable Environment","strategic_priority":"Climate adaptation: Investigate and implement adaptation measures that proactively support infrastructure, ecosystems, and community in preparing for climate change impacts.","status":"OnTrack","kpi_name":"3.2.1 Maintain a high percentage of actions completed to improve Council’s ability to prepare for, adapt to, and recover from climate-related extreme weather events.​","comments":"Delivery of the annual climate adaptation program remained strong at 85 per cent this quarter. Actions for the second year of the Climate Resilient Casey Plan are either completed or currently underway. This reflects strong momentum in delivering on Council’s climate resilience commitments and integrating sustainability across key areas of council operations."},{"_id":94,"year":"2025/26","quarter":"Fourth","strategic_outcome":"3.0","strategic_outcome_name":"Sustainable Environment","strategic_priority":"Waste treatment: Progress Council treatment of waste and educate community about sustainable waste practices to increase food waste diversion and reduce litter and waste contamination.","status":"OnTrack","kpi_name":"3.4.2 Maintain a high level of satisfaction with Council’s waste service, ensuring treatment of waste reflects community expectations.​","comments":"Customer satisfaction with Council's waste service increased to 84 per cent during the period, representing a 4 per cent increase from the previous quarter, reflecting the continued reliability of waste services and alignment with community expectations for waste collection and management."},{"_id":95,"year":"2025/26","quarter":"Fourth","strategic_outcome":"5.0","strategic_outcome_name":"High Performing Organisation","strategic_priority":"Operational performance: Enhance Councils service and project performance through innovative practice and clearly communicate results to the community.","status":"OnTrack","kpi_name":"5.2.1 Maintain a high completion rate of planned service improvement projects to demonstrate innovative and effective service delivery.​","comments":"More than 81 per cent of planned service improvement projects were completed or on track during the quarter, demonstrating continued progress in delivering organisational improvement initiatives. Additional projects are expected to be finalised as part of end-of-financial-year activities, supporting ongoing service innovation and improvement."},{"_id":96,"year":"2025/26","quarter":"Fourth","strategic_outcome":"5.0","strategic_outcome_name":"High Performing Organisation","strategic_priority":"Governance and transparency: Promote community engagement in Council decision making through transparent governance and accessible communication.","status":"OnTrack","kpi_name":"5.4.1 Increase the percentage of the community subscribed to Casey Conversations to foster transparent governance.​","comments":"Casey Conversations continued to attract strong community participation and engagement, with 11.91 per cent of the community now subscribed to the platform. Efforts during the quarter focused on reducing barriers to participation and increasing community involvement in engagement activities."},{"_id":97,"year":"2025/26","quarter":"Fourth","strategic_outcome":"5.0","strategic_outcome_name":"High Performing Organisation","strategic_priority":"Constructive culture: Develop and grow an organisational culture that is safe and that promotes continuous improvement, collaboration and achievement.","status":"OnTrack","kpi_name":"5.5.1 Increase leadership effectiveness to encourage a culture that is safe and promotes continuous improvement, collaboration and achievement. ​","comments":"Council's leadership effectiveness index was 82 per cent, one percentage point higher than the previous result. The introduction of a new Leadership Development Model and Employee Experience platform in September 2026 is expected to provide further insights and support the ongoing development of leadership capability across the organisation. Progress on this indicator is monitored through periodic employee feedback and reporting."},{"_id":98,"year":"2025/26","quarter":"First","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Community safety Partner with community to enhance safety outcomes and feelings of safety.","status":"On Track","kpi_name":"1.1.1 Maintain a high level of graffiti removal requests to improve the appearance of public areas and improve safety perceptions within the community.​","comments":"Council continues to maintain a high level of responsiveness to graffiti removal requests, contributing to cleaner public spaces and improved perceptions of safety within the community. In quarter one, 99.6 per cent of graffiti removal requests were successfully actioned, reflecting Council’s commitment to maintaining a safe and welcoming environment across Casey."},{"_id":99,"year":"2025/26","quarter":"First","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Community safety Partner with community to enhance safety outcomes and feelings of safety.","status":"On Track","kpi_name":"1.1.3 Maintain a low average number of days to action safety requests, such as animal management, to improve community safety.​","comments":"In quarter one, the average time to action safety requests was just 1.44 days, reflecting Council’s commitment to prompt and effective responses that support a safe and well-managed community environment."},{"_id":100,"year":"2025/26","quarter":"First","strategic_outcome":"1.0","strategic_outcome_name":"Strong Communities","strategic_priority":"Sport and active community participation: Support increased\nparticipation in sport, leisure and community programs, with a focus on women, girls and gender diverse people, through coordinated design and delivery of accessible\nprograms.","status":"On Track","kpi_name":"1.4.1 Increase the participation of women, girls, and gender-diverse people in sport, leisure, and community activities, ensuring inclusivity and accessibility.​","comments":"In quarter one 2025, 1,431 women participated in the Casey Girls Can programs — a substantial increase from 948 participants in Q4 2024. However, registration data is currently limited to women, as gender-diverse data is not yet tracked. Participation is also constrained by budget limitations, which affects the programs capacity."}], "fields": [{"id": "_id", "type": "int"}, {"id": "year", "type": "text"}, {"id": "quarter", "type": "text"}, {"id": "strategic_outcome", "type": "text"}, {"id": "strategic_outcome_name", "type": "text"}, {"id": "strategic_priority", "type": "text"}, {"id": "status", "type": "text"}, {"id": "kpi_name", "type": "text"}, {"id": "comments", "type": "text"}], "_links": {"start": "/api/3/action/datastore_search?resource_id=9596901c-68ee-5b22-be4b-259c10f0fb20", "next": "/api/3/action/datastore_search?resource_id=9596901c-68ee-5b22-be4b-259c10f0fb20&offset=100"}, "total": 160, "total_was_estimated": false}}