City of Stirling Corporate Business Plan

Corporate Business Plan 2018 – 2022

Contents

Message from the Mayor and the Chief Executive Officer

5

6

Integrated Planning and Reporting Framework

9

About this Plan

10

Reporting progress

13

Council

14

Organisational structure

17

Our vision

18

2018 – 2022 Corporate Business Plan at a glance

21

Social

27

Economic

29

Built environment

35

Natural environment

39

Governance

44

Local Planning Strategy

47

Risk management

48

Key stakeholders

50

Key strategies and plans

54

Resource plans

57

City of Stirling 2018/19 operational budget

58

City of Stirling 2018/19 Capital Works Program

59

City of Stirling summarised rate setting statement

Acknowledgement of Country The City of Stirling acknowledges the Nyoongar people as the traditional custodians of this land and pays respect to all Nyoongar people and Elders, past, present and future.

4

Message from the Mayor and the Chief Executive Officer

The City of Stirling is proud to present the City’s Corporate Business Plan for the next four years, which details how we plan to deliver the objectives and strategies set in our long-term planning document, the Strategic Community Plan 2018 – 2028.

In 2017/18, the City conducted a major review of its Strategic Community Plan and this Corporate Business Plan outlines how the City will address the emerging priorities identified by the community, while delivering the City’s long-term vision to be a place where people choose to live, work, visit and invest. The City of Stirling is the largest local government by population in Western Australia and is projected to continue to grow in coming years. In planning for our growing community, the City is implementing several major strategic projects. The Corporate Business Plan provides an accountable and transparent approach to the delivery of these projects, with progress reported on a quarterly basis. Some of these projects include the improvement of major activity corridors such as Herdsman Glendalough, Main Street and Mount Lawley, and the transformation of activity centres including Karrinyup and the Stirling City Centre. Following the successful completion of the world-class redevelopment at Scarborough Beach, a major focus of the City is the Stirling City Centre project. In 2017/18, the City was successful in securing funding towards this significant project, with a total of $125 million in state and federal funds now committed towards Stage One, the construction of Stephenson Avenue. This first stage will immediately relieve congestion in the area, improve connectivity, increase local jobs and housing and ultimately facilitate the delivery of light rail in Stage Two. The City will continue to strongly advocate for state and federal government

funding to deliver Stage Two that will connect Glendalough Train Station to Scarborough Beach. The City received outstanding results in the 2018 Annual Resident Satisfaction Survey which revealed that nine in 10 residents (90 per cent) are either satisfied or very satisfied with the overall services provided by the City. A key focus for the City of Stirling over the next four years is to continue to improve our customer service through a comprehensive service improvement planning process which will identify service levels and key performance indicators aimed at increasing efficiency and effectiveness with our customer interactions. Importantly, this Corporate Business Plan also outlines how the City will implement a range of projects to improve access and technology for our customers, to provide increasing levels of service quality. As always, the City’s financial stability is paramount to ensure that we deliver a high level of service while maintaining our debt-free status. The City maintains a solid financial position and, as detailed in this plan, has the ability to fund a range of exciting major projects aligned to the City’s strategic priorities. We are committed to working to deliver a sustainable and thriving City which engages the community and fosters prosperity. The Corporate Business Plan is an important part of our overall ‘Plan for the Future’ and with hard work and consistent service delivery, the future continues to be bright for the City of Stirling – the ‘City of Choice’.

Corporate Business Plan 2018 – 2022 | 5

Integrated Planning and Reporting Framework

In 2011, the Western Australian State Government introduced legislation requiring local governments to prepare an Integrated Planning and Reporting Framework. The Framework requires the development of a ‘Plan for the Future’, comprising a ten-year Strategic Community Plan, a four-year Corporate Business Plan and supporting resource plans. As part of the integrated planning process, local governments are required to consult with their communities to develop a long-term vision, examine the demographic, social, environmental and economic trends shaping the future of their area and align their activities and resources to address the community’s aspirations expressed in the vision. Measurement, assessment and reporting are also logically part of the Framework, enabling continuous improvement and ultimately supporting progress towards the community’s vision and objectives. The diagram below illustrates the City of Stirling’s Integrated Planning Framework.

Resource plans

Plan for the future

Measuring progress

Strategic Community Plan (ten year plan) Vision Mission Values and sustainability

Community outcomes

Long Term Financial Plan Asset Management Plan Workforce Plan Strategic Information Management Plan

principles Objectives Strategies

Corporate Business Plan (four year plan) City services Strategic activities (projects)

City performance

Annual service plans (one year plan) Operational service activities, strategic activities and projects

Annual Budget Annual Plans

Service delivery Project delivery

This year, the City of Stirling has conducted a major review of its Strategic Community Plan. This revised Strategic Community Plan reflects the feedback from the community and Council that was provided as part of this review and these changes have now been reflected in this Corporate Business Plan. New baseline measures have been developed within the revised Corporate Business Plan and the City’s success and performance in future years will be measured against this.

6

Corporate Business Plan 2018 – 2022 | 7

8

About this Plan

• Outlines how the City will measure and report on the performance of key projects and services • Provides an overview of the City’s Local Planning Strategy, Long-Term Financial, Workforce and Asset Management Plans • Describes the City’s commitment to risk management • Summarises the City’s operational budget and capital works program for the 2018/19 financial year • Provides a forecast of the Rate Setting Statement for the next 10 years.

The City of Stirling adopted its first suite of integrated plans in 2013/14 in accordance with the state government’s Integrated Planning and Reporting Guidelines.

In 2017/18, the City of Stirling conducted a major review of its Strategic Community Plan through consideration of resident priorities and an analysis of trends and drivers impacting the City. In total, over 2,000 community members were engaged to provide input and feedback. Research was also undertaken to understand changing demographics, future challenges and external plans from state and federal governments to ensure City of Stirling is well prepared for the next 10 years. This Corporate Business Plan has been updated to reflect the City’s long-term vision and the new emerging priorities identified by the community. It also details the services and projects the City will deliver over 2018 – 2022 to support achieving them. The Corporate Business Plan shapes how the City will use its resources over the next four years and has been

directly influenced by the City’s Long- Term Financial, Asset Management, Workforce and Strategic Information Management Plans. The Corporate Business Plan, in turn, guides the development of the 2018/19 Annual Budget, Service Plans and Annual Project Plans. In everything the City does, it will make the very best use of its finite, limited resources to achieve the greatest possible benefit for the community, while growing its capacity to deliver services important to the community. The Corporate Business Plan 2018 – 2022: • Outlines the City’s long-term vision, mission and values • Provides an overview of the Council and organisational structure • Links the Strategic Community Plan 2018 – 2028 outcomes to key projects and services

Corporate Business Plan 2018 – 2022 | 9

Reporting progress

Quality Will be measured using unique service-specific key performance indicators that are detailed on pages 21 – 43 for each service area. Service performance, together with progress against project milestones, will be reported to the City’s Executive Team and Council on a quarterly basis to provide greater accountability and transparency and improve efficiency and effectiveness across the organisation. The City of Stirling’s Corporate Business Plan 2018 – 2022 meets all regulatory requirements and its implementation will continue to drive improvements in service performance and contribute towards achievement of the community’s vision for the City of Stirling to be the ‘City of Choice’.

In this updated Corporate Business Plan 2018 – 2022, the City of Stirling has adopted a new approach to measuring the performance and quality of its planned projects and services. As part of the City’s Service Improvement Planning project a ‘balanced scorecard’ approach has been adopted to measure service performance across four key areas.

Financial Will be measured using standard accounting practices such as budget variances for revenue, operational expenditure and capital expenditure, as well as targeted internal compliance indicators relating to purchasing. Human resources Will focus on measures relating to employee turnover, occupational health and safety, annual leave planning and individual officer performance appraisals.

All of the City’s high-level services will be measured using key performance indicators to assess performance across four areas as outlined below: Customer service Will be assessed by the measurement of customer and community satisfaction through independent surveys, mystery shopping programs and internal analysis of efficiencies when dealing with customer correspondence.

Customer Service

Financial

Human Resources

Quality

10

Corporate Business Plan 2018 – 2022 | 11

12

Council

With a population of nearly 220,000 residents, the City of Stirling is the largest Council (by population) in Western Australia. The City is divided into seven wards, each represented by two Elected Members.

Perth

IndianOcean

Perth

Fremantle

Coastal Ward

Balga Ward

Doubleview Ward

Hamersley Ward

Inglewood Ward

Lawley Ward

Osborne Ward

Cr Karen Caddy

Cr David Boothman JP

Cr Stephanie Proud JP

Cr Andrew Guilfoyle

Deputy Mayor David Lagan

Cr Suzanne Migdale

Cr Giovanni Italiano JP

Mayor Mark Irwin

Cr Keith Sargent

Cr Elizabeth Re

Cr Karlo Perkov

Cr Bianca Sandri

Cr Joe Ferrante

Cr Adam Spagnolo

Corporate Business Plan 2018 – 2022 | 13

Organisational structure

The City of Stirling comprises four directorates: Community Development, Corporate Services, Infrastructure, and Planning and Development. Each directorate is led by a director who reports to the Chief Executive Officer (CEO). Directorates are made up of a number of business units, each overseen by a business unit manager. The CEO also has a business unit under his leadership. The CEO is appointed by and directly accountable to Council, who are elected by the City’s residents.

Community/ Customers

Council

Chief Executive Officer

Executive Services

Governance

Community Development

Corporate Services

Planning and Development

Infrastructure

Corporate Information Services

Facilities, Projects and Assets

Community Safety

City Planning

Community Services

Finance Services

Engineering Design

Development Services

Customer and Communications

Human Resources

Engineering Operations

Recreation and Leisure

Parks and Sustainability

Waste and Fleet

14

Corporate Business Plan 2018 – 2022 | 15

16

Our vision

Our mission To serve the City’s diverse community through delivering efficient, responsive and sustainable services.

The City of Stirling will be a place where people choose to live, work, visit and invest. We will have safe and thriving neighbourhoods with a range of housing, employment and recreational opportunities. We will engage with our diverse community to help shape our future into the City of Stirling – City of Choice.

Our values

The City of Stirling’s core values are: • Integrity • Community Participation • Accountability • Respect • Environment • Diversity.

Corporate Business Plan 2018 – 2022 | 17

2018 – 2022 Corporate Business Plan at a glance

Social Thriving local communities

Economic Prosperous and vibrant City

Built environment Liveable and accessible City

Projects • Kaleidoscope Initiative

Projects • Affordable Housing • Better Suburbs

Projects • Stirling City Centre • Economic Development and Tourism Strategy • Smart Cities Project Services • Economic Development

• Local Area Hub Place Management • Strategic Plan for Library Services • Radio Frequency Identification Technology • Local Public Health Plan • Age Friendly Communities Plan • Transition to CHSP, Aged Care and NDIS • Youth Engagement Framework • Nollamara Shopping Centre CCTV • Pinforce Mobile Infringement • Vehicle Mounted CCTV Services • Community Capacity

• Main Street Urban Design Study • Heritage Conservation Program • Mount Lawley Streetscape Study

• Dianella Industrial Study • Herdsman Glendalough Structure Plan • Local Planning Strategy • Design Review Panel • Lighting Audit Committee • Road Condition Audit Services

• Asset Management • Facility Management • Project Management • Property Services • Transport Infrastructure Construction • Transport Infrastructure Surveying, Maintenance and Drainage • Building Approvals

• Families • Seniors • Youth • Aquatic Services • Environmental Health • Leisure Services • Recreation Facilities • Activation • Library Services and Lifelong Learning • Rangers and Security Patrol • Emergency Management • Parking Services

• Planning Applications • Statutory Compliance • Verge Control and Pools • Land Use Planning Schemes and Policies • Land Use Planning Projects • Engineering Design

18

Natural environment Sustainable natural environment

Governance Making it happen

Projects • Live Streaming of Council Meetings* • RMS Implementation • ECM Upgrade • SharePoint Development • Customer Service Strategy • Implementation of a Contract Management System • Service Improvement Planning • Cultural Development Plan • Workforce Plan

Services • Governance and Council Support

Projects • Stage 3 of the Recycling Centre Development • Integrated Pest Management Framework • Urban Forest Strategy • Develop and implement a Sustainability Strategy – Energywise Services • Open space, environment and sustainability • Parks and landscape operations • Waste collection • Recovery and recycling

• Corporate Compliance • Information Management

• Executive Services • Customer Service • Marketing and Communications • Rates and Receivables • Purchasing and Procurement • Advisory and Technology Services • Projects and Solutions • Human Resource Operations • Payroll • Occupational Health and Safety • Financial Planning • Financial Accounting • Fleet Service s

* subject to Council approval

Corporate Business Plan 2018 – 2022 | 19

20

Social

Thriving local communities Outcome S1: Inclusive and harmonious City Objective What the City aims to achieve

Strategy How will we get there?

S1.1

Strengthen communities through sense of place

S1.1.1 Facilitate social participation through engagement and activation of local places S1.1.2 Celebrate and advocate for our multicultural and diverse community S1.1.3 Encourage and promote active participation and volunteering S1.1.4 Enable opportunities for lifelong learning

Outcome S1: Projects Kaleidoscope Initiative

2018/19

2019/20

2020/21

2021/22







To create partnerships with skilled new migrants and businesses to build a skilled and diverse workforce 2018/19 Project Cost: $176,430

Q1 Q2

Employer partner registrations

Professional Immigrant Network established/pilot mentoring program completed Mentoring Round 1/final report on Phase 1/ recommendations for Phase 2

Q3

Q4

Mentoring Round 2

Local Area Hub Place Management

2018/19

2019/20

2020/21

2021/22



Research and develop options for community development and place management in the City 2018/19 project cost: $30,000

Q1 Q2 Q3 Q4

Project initiation

Research and audits completed

Project implementation plan completed

Report and review action plan

Strategic Plan for Library Services

2018/19

2019/20

2020/21

2021/22





Develop and implement the Strategic Plan for Library Services 2018/19 project cost: $0

Q1 Q2 Q3 Q4

N/A N/A

Finalise scope and project plan

Summarise research and prepare request for quotation

Radio Frequency Identification (RFID) Technology

2018/19

2019/20

2020/21

2021/22





Introduce RFID security/loans system into the City of Stirling libraries 2018/19 project cost: $220,000

Q1 Q2 Q3 Q4

Develop specification and prepare request for quotation

Request for quotation

Select supplier

Purchase and install RFID equipment

Corporate Business Plan 2018 – 2022 | 21

Outcome S1: Services Service

Sub-services

FTE 7.40

Quality measure

Arts and Activation

• Culture and Arts Management • Event Management • Place Activation

• % increase in number of people attending an event in the City of Stirling • % increase in number of public artworks throughout the City • % increase in Place Score assessment of the City’s strategic places • Satisfaction with services and facilities: • % of programs and activities completed according to schedule

Libraries and Lifelong Learning

• Library and Information Services • Lifelong Learning Development Programs and Projects • History Preservation Services

66.98

Outcome S2: Active and healthy City Objective What the City aims to achieve

Strategy How will we get there?

S2.1

Promote active and healthy lifestyle choices

S2.1.1 Facilitate and partner for a range of recreation and leisure opportunities for everyone in the City S2.1.2 Facilitate and advocate for the provision of a range of quality health services

Outcome S2: Projects Local Public Health Plan

2018/19

2019/20

2020/21

2021/22



To develop a comprehensive set of proposed activities that will inform the way in which public health is managed within the City of Stirling 2018/19 project cost: $49,992

Q1

Develop a comprehensive health data report for the City of Stirling Engage with elected members and the community to determine priorities

Q2

Q3 Q4

Action plan developed

Draft of the inaugural Public Health Plan completed

Outcome S2: Services Service

Sub-services

FTE

Quality measure

Aquatic Services

• Learn to Swim • Children’s programs • Health and fitness • Facility hire • Aquatics • Crèche • Beach services • Leisure Planning • Club Development

84.25

• % Program utilisation (Learn to Swim and Memberships) • Total attendance • % Retention (Learn to Swim and memberships)

Leisure Services

8

• % sports reserves available for organised sports use • % clubs engaged with proactively

Recreational Facilities

• Hamersley Public Golf Course • Stirling Community Centres • Stirling Leisure Centres • Food Safety • Disease Control • Premises Inspection and Licensing of Buildings - (Accommodation buildings) • Environmental Protection • Public Safety • Health Education and Promotion

24.69

• Total attendance • % Regular hirers

Environmental Health Services

15.65

• % of annual premises inspection schedule completed • % of licensing of buildings schedule completed • % of planned environmental protection and educational activities achieved

22

Outcome S3: Accessible services Objective What the City aims to achieve

Strategy How will we get there?

S3.1

Accessible services for all members of the community

S3.1.1 Ensure residents of all abilities and backgrounds have access to City services S3.1.2 Adapt services to meet the needs of a changing population, particularly aged and youth

Outcome S3: Projects Age-Friendly Communities Plan

2018/19

2019/20

2020/21

2021/22









Delivery of the 2018/19 implementation plan for the Age-Friendly Communities Strategy 2018/19 project cost: $0

Q1 Q2 Q3 Q4

Quarterly progress report Quarterly progress report Quarterly progress report Quarterly progress report

Transition to CHSP, Aged Care and NDIS

2018/19

2019/20

2020/21

2021/22









Transition to the Commonwealth Home Support Programme (CHSP), Aged Care and National

Q1

Clients transferred to new services – Phase 1 of Procura system implemented

Disability Insurance Scheme (NDIS) 2018/19 project cost: grant funded

Q2 Q3

Clients transferred to new services

Clients transferred to new services – Phase 2 of Procura system implemented Clients assessed for eligibility for NDIS

Q4

Youth Engagement Framework

2018/19

2019/20

2020/21

2021/22



Develop and implement a new Youth Engagement Framework for the City 2018/19 project cost: $0

Q1 Q2

Youth consultation

Consolidate outcomes of consultation and develop framework Submit Youth Framework to Council/recruit youth services staff

Q3

Q4

Report on progress

Outcome S3: Services Service

Sub-services

FTE 6.54

Quality measure

Community Capacity

• Aboriginal Engagement and Reconciliation • Disability Access and Inclusion • Local Community Hub Development • Multicultural Services and Development • Volunteer Services • Community Centres • Men’s Shed • Family Services • Domestic Violence and Crisis Accommodation • Safe at Home • Age Friendly Communities • Stirling Community Care

• Satisfaction with services offered at place • Number of volunteers for the City of Stirling • Number of customers • % progress achieved against plans

Families

18.07

• Satisfaction with services • Number of customers • % progress achieved against plans

Seniors

64.95

• Satisfaction with services • Number of customers • % progress achieved against plans • Satisfaction with services • Number of customers • % progress achieved against plans

Youth

• Youth Development • Children’s Services • Out of School Care • Vacation Care

15.83

Corporate Business Plan 2018 – 2022 | 23

Outcome S4: Safer City Objective What the City aims to achieve

Strategy How will we get there?

S4.1

Work with the community to create a safer City

S4.1.1 Support the community and develop partnerships to enhance community safety

Outcome S4: Projects Nollamara Shopping Centre CCTV

2018/19

2019/20

2020/21

2021/22



Installation of CCTV equipment and beautification works at the Nollamara Shopping Centre Total project cost: $180,000

Q1 Q2 Q3 Q4

Installation and grant acquittal completed

N/A N/A N/A

Pinforce Mobile Infringement

2018/19

2019/20

2020/21

2021/22





Implementation of an electronic integrated infringement system 2018/19 project cost: $0 Total project cost: $165,000

Q1 Q2 Q3 Q4

N/A N/A N/A

Animal infringement module implemented

Vehicle-mounted CCTV

2018/19

2019/20

2020/21

2021/22



Installation of vehicle-mounted CCTV cameras on ranger/security vehicles

Q1 Q2 Q3 Q4

N/A N/A

2018/19 project cost: $18,000 Total project cost: $180,000

Installation and grant acquittal completed

N/A

Outcome S4: Services Service

Sub-services

FTE

Quality measure

Ranger and Security Services

• Ranger Services • Security Patrol • Animal Management

39.50

• % incidents responded to within agreed timeframes • % dogs reclaimed or rehomed within agreed parameters from the Animal Care Facility • % planned educational activities completed

Emergency Management

• Emergency Management

0.50

• % emergency management plans in place

Parking

• Parking

13.15

• % incidents responded to within agreed timeframes • % of time that paid parking ticket machines are operational

24

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© Osprey Creative

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Economic

Prosperous and vibrant City Outcome E1: Destination City Objective What the City aims to achieve

Strategy How will we get there?

E1.1

Attract visitors to our City

E1.1.1 E1.1.2

Create vibrant entertainment and visitor precincts Promote City iconic attractions and events

Outcome E1: Projects Economic Development and Tourism Strategy

2018/19

2019/20

2020/21

2021/22









Economic development activities to support and attract business and tourism to the City of Stirling 2018/19 project cost: $133,000

Q1

Small-business-friendly report to SBCD, Mayoral Business Breakfast, E-newsletter

Q2 Q3

E-newsletter

Small-business-friendly report to SBCD, business survey, Sunset Coast Holiday Planner Procurement training, Urban List, E-newsletter, Small Business Awards

Q4

Outcome E1: Services Service

Sub-services

FTE 1.60

Quality measure

Economic Development

• Tourism promotion

• Total number of visitors to the City (measures outcomes of City tourism promotion)

Outcome E2: A great place to work, invest and do business Objective What the City aims to achieve Strategy

How will we get there?

E2.1

Facilitate economic growth E2.1.1

Promote investment and partnership opportunities Make it easier to do business with the City Support and facilitate local small business growth

E2.1.2 E2.1.3

Outcome E2: Projects Smart Cities Project

2018/19

2019/20

2020/21

2021/22



To seek federal government funding for new technology to directly engage residents and

Q1 Q2 Q3 Q4

Smart Cities funding application submitted

Dependent on grant approval by federal government Dependent on grant approval by federal government Dependent on grant approval by federal government

make better use of public spaces 2018/19 project cost: $500,000

Stirling City Centre

2018/19

2019/20

2020/21

2021/22









To transform the Stirling City Centre into an accessible, sustainable, vibrant urban centre, providing increased jobs, housing and connecting transport 2018/19 project cost: $160,000

Q1

Investigation of light rail/rapid transit viability and stakeholder forum

Q2 Q3 Q4

Councillor briefing

N/A N/A

Outcome E2: Services Service

Sub-services

FTE

Quality measure

Economic Development

• Advocacy and investment attraction • Local business support

As above

• Number of business owners attending City procurement workshops • % of business e-newsletter opens

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28

Built environment

Liveable and accessible City Outcome B1: Places to live, work and enjoy Objective What the City aims to achieve

Strategy How will we get there?

B1.1

Plan to create unique and liveable neighbourhoods and places

B1.1.1 Prioritise growth in local activity centres and corridors B1.1.2 Plan for places that reflect their own unique character and heritage close to services and amenities B1.1.3 Facilitate housing choice for our diverse community B1.1.4 Provide and maintain safe, accessible open spaces for community liveability

Outcome B1: Projects Affordable housing

2018/19

2019/20

2020/21

2021/22









To work with the State Government Housing Authority to facilitate affordable housing outcomes in the City 2018/19 project cost: $30,000

Q1 Q2 Q3 Q4

Appointment of architects Draft concepts received

Report to Council

N/A

Better Suburbs

2018/19

2019/20

2020/21

2021/22



To implement a planning framework to improve the quality of development in identified suburbs within the City 2018/19 project cost: $265,000

Q1 Q2

N/A

Final framework delivered/amendment for neighbourhood centres

Q3 Q4

Report to Council

Amendment for local corridors

Main Street Urban Design Study

2018/19

2019/20

2020/21

2021/22



To establish a vision for the Main Street precinct and provide a long-term planning framework for redevelopment 2018/19 project cost: $45,000

Q1 Q2 Q3 Q4

Draft strategy prepared

Scheme amendment initiated

Report to Executive Team – Feasibility Study

Report to Council – Feasibility Study

Heritage Conservation Program

2018/19

2019/20

2020/21

2021/22





To implement a range of heritage management initiatives to preserve and protect and protect heritage in the City 2018/19 project cost: $135,000

Q1 Q2 Q3 Q4

Nomination period

N/A

Assessment of nominations

Consultation with property owners

Dianella Industrial Area Study

2018/19

2019/20

2020/21

2021/22





To establish a vision for the Dianella industrial precinct to guide future development 2018/19 project cost: $45,000

Q1 Q2 Q3 Q4

Consultant appointed

Vision workshop Design workshop

Report to Council – initiation of amendment, request to advertise Local Development Plan

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Herdsman Glendalough Structure Plan

2018/19

2019/20

2020/21

2021/22



To finalise and implement the Herdsman Glendalough Structure Plan 2018/19 project cost: $45,000

Q1 Q2

Consultant appointed

Executive Report – approval to proceed with funding model Council adoption of Local Development Plan and Structure Plan

Q3

Q4

N/A

Local Planning Strategy

2018/19

2019/20

2020/21

2021/22



To set out the vision and long-term planning direction for the City of Stirling over the next decade and beyond 2018/19 project cost: $50,000

Q1 Q2 Q3 Q4

N/A

Report to Council – outcomes of advertising

N/A

Advertising – adoption of Local Planning Strategy/ publication of Local Planning Strategy

Mount Lawley Streetscape Study

2018/19

2019/20

2020/21

2021/22



To develop a shared streetscape vision with local community members, businesses and groups 2018/19 project cost: $30,000

Q1 Q2 Q3 Q4

Consultant appointed

Vision workshop Design workshop Report to Council

Design Review Panel

2018/19

2019/20

2020/21

2021/22



To establish a Design Review Panel to provide independent expert advice on all design aspects of a development proposals 2018/19 project cost: $130,000

Q1

Terms of reference developed and advertisement for nominations Report to Council on the establishment of the Design Review Panel and project close N/A – Design Review Panel will be operational N/A – Design Review Panel will be operational

Q2

Q3 Q4

30

Outcome B1: Services Service

Sub-services

FTE

Quality measure

Building Approvals

• Building Approvals

15.10

• % of Building permit applications (certified) processed within 10 working days • % of Building permit applications (uncertified) processed within 25 working days • % Demolition permits issued within 10 working days • % Occupancy permits (built strata) dealt with within 10 working days • % Building approval certificate stratas dealt with within 10 working days • % of development applications allocated to an officer within 10 business days • % of development applications (non advertised) processed within 60 calendar days • % of development applications (advertised) processed within 90 calendar days • % of subdivision referral responses processed and submitted to the WAPC within 42 calendar days • % of subdivision Clearance requests processed within 15 Business days • % of building approval certificate (Certified) applications processed within 10 working days • % of development applications (non-advertised) processed within 60 calendar days • % of development applications (advertised) processed within 90 calendar days • % of development applications (presented to Council) processed within 90 calendar days • % of crossover applications determined within 10 working days • % of verge treatment applications determined within 10 working days • % of verge permit applications determined within 10 working days • % of all private swimming pool barriers inspected every 4 years • % of plans progressed and/or completed in accordance with project schedules • % of street naming and house numbering requests processed within 6 months • % of amendments processed in accordance with legislative requirements and time-frames • % of project milestones completed in accordance with project schedules

Planning Applications

• Development Applications 30.50

Statutory Compliance

• Statutory and Building Compliance

10.00

Verge Control and Pools

• Verge Control • Swimming Pool Inspections

12.00

Land Use Planning Schemes and Policies

• Strategic Land Use Planning • Street Naming and House Numbering • Local Planning • Heritage Conservation • Land use and place based planning projects

7.32

Land Use Planning Projects

5.00

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Outcome B2: Accessible and connected City Objective What the City aims to achieve

Strategy How will we get there?

B2.1

Connect the community through integrated transport and networks

B2.1.1 Provide and maintain safe, accessible roads, parking, cycleways and pathways B2.1.2 Advocate for improved public transport options to enhance activity

Outcome B2: Projects Doubleview Commercial Centre – deferred until 2019/20

2018/19

2019/20

2020/21

2021/22



2018/19

2019/20

2020/21

2021/22

Bike Route Development Plan – deferred until 2019/20



Outcome B2: Services Service

Sub-services

FTE

Quality measure

Engineering Design

• Road network design • Rights of way design • Drainage design • Traffic management design • Road safety • Pathways and cycle network design • Street lighting design • Parking control

21.10

• % of design program completed to schedule • % of road safety programmes delivered on schedule

Transport Infrastructure Construction

• Construction • Roadworks traffic management

40.10

• % of scheduled Transport Infrastructure Engineering Capital Works Program

32

Outcome B3: Built infrastructure that meets community needs Objective What the City aims to achieve Strategy How will we get there? B3.1 Ensure our assets meet future community needs

B3.1.1 Provide quality, well-maintained facilities, roads and open spaces for the benefit of the community

Outcome B3: Projects Lighting Audit

2018/19

2019/20

2020/21

2021/22



To carry out a condition assessment of the lighting in leased areas 2018/19 project cost: $65,000

Q1 Q2 Q3

N/A

Updated lighting register

Lighting audit request for quotation and appointment of contractor

Q4

Final report and stakeholder engagement

Road Condition Audit

2018/19

2019/20

2020/21

2021/22



To carry out condition assessment of the City’s road network to provide condition data to inform the City’s asset management plans 2018/19 project cost: $200,000

Q1 Q2 Q3 Q4

Finalise scope of works

Request for quotation, evaluation and contract awarded

Condition audit field pickup

Completion of works

Outcome B3: Services Service

Sub-services

FTE

Quality measure

Asset Management

• Asset management planning • Asset management information • Facility maintenance • Building services

10.00

• Asset consumption ratio = 60 – 75% (range) • Asset sustainability ratio = 90 – 110% (range) • Asset renewal funding ratio = 95 – 105% (range) • % of buildings in average condition or better (rating 1– 3) > 84% • % of buildings achieved > 85% cleaning quality • % of public toilet sites inspected as per the monthly schedule = 95% • Number of work orders issued • % progress of major projects as per schedule = 100% • % planned building capital projects on schedule = 100% • % occupancy of the City’s Investment Property Portfolio • % of compliant tenancy transactions

Facility Management

18.00

Project Management

• Major projects • Building capital projects • Property strategy investment management • Land and property management

12.00

Property Services

6.00

Transport Infrastructure Surveying, Maintenance and Drainage

• Surveying • maintenance

46.00

• % of scheduled preventative maintenance program completed • % of drainage inspection program completed

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Natural environment

Sustainable natural environment Outcome N1: Sustainable natural resources Objective What the City aims to achieve

Strategy How will we get there?

N1.1

Lead by example to sustain our community’s natural resources

N1.1.1 Ensure efficient, effective and innovative waste services and use of materials to reduce, reuse and recycle N1.1.2 Implement innovative solutions to reduce the City’s water usage N1.1.3 Reduce the City’s energy use and greenhouse gas emissions N1.1.4 Manage the effects of climate change

Outcome N1: Projects Stage 3 of the Recycling Centre Development

2018/19

2019/20

2020/21

2021/22







To develop the Recycling Centre Balcatta Transfer Station to receive domestic and commercial waste materials through a central tipping area, from which further separation will occur Develop and implement a Sustainability Strategy – Energywise To develop a corporate Energy-wise City Plan. Implement a Fleet Emissions Reduction Action Plan to achieve 25% reduction by 2020 2018/19 project cost: $0 Q1 Q2 Q1 Q2 Q3 Q4

N/A

Options review and selection Preliminary cost estimate finalised Council briefing and budget discussion

2018/19

2019/20

2020/21

2021/22





N/A

Develop draft plan and submit to the Executive Team and Council for approval Complete a community carbon inventory and consultation for the Energy-wise Plan

Q3

Q4

N/A

Outcome N1: Services Service

Sub-services

FTE

Quality measure

Waste Collection

• Household waste collection • Commercial waste collection • Verge waste collection • Household waste recovery • Construction and demolition waste recovery • Commercial and industrial waste recovery • Recycling Centre Balcatta

52.60

• % of scheduled collections conducted as per service level

Recovery and Recycling

14.90

• % of municipal (residential) solid waste, presented for collection, diverted from landfill • % of construction and demolition waste, presented for collection, diverted from landfill • % of commercial and industrial waste, presented for collection, diverted from landfill

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Outcome N2: Greener City Objective What the City aims to achieve

Strategy How will we get there?

N2.1

Create and maintain inviting green spaces and streetscapes

N2.1.1 Protect and enhance our wildlife and natural habitats to preserve the City’s biodiversity N2.1.2 Preserve and grow the City’s urban tree canopy

Outcome N2: Projects Urban Forest Strategy

2018/19

2019/20

2020/21

2021/22



To develop a strategy to reduce tree canopy loss and achieve a 18% tree canopy target for the City

Q1 Q2 Q3

N/A

Complete industry and community consultation Complete draft Urban Forest Plan for submission to the Executive Team and Council

Q4

N/A

2018/19

2019/20

2020/21

2021/22

Integrated Pest Management Framework





To develop, review and implement a framework to guide weed and pest management in the City

Q1 Q2

N/A

Community consultation on the Weed and Pest Management Policy and Notification Plan

Q3

Revised policy and plan submitted to the Executive Team and Council for approval

Q4

N/A

Outcome N2: Services Service

Sub-services

FTE

Quality measure

Open Space, Environment and Sustainability

• Environmental conservation management • Sustainability • Landscape architecture • Parks project management • Urban forestry • Parks and reserves operations • Irrigation operations and installations • Tree operations • Natural areas operations • Nursery • Hamersley Public Golf Course maintenance • Streetscape (horticultural) maintenance • Strategic pesticide management (city-wide)

28.04

• % of scheduled community and corporate sustainability program achieved • Number of street trees planted in the (calendar) year • % of forward street tree planting program developed and achieved • % of urban forest (tree canopy cover) across the City • % adherence to parks areas maintenance programs • % adherence to turf management program • % of success for delivery of tree propagation and production • % Department of Water groundwater licence allocation used • % adherence to playground inspection program • % adherence to natural areas operations annual schedules

Parks and Landscape Operations

127.00

36

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38

Governance

Making it happen Outcome G1: Good governance Objective What the City aims to achieve

Strategy How will we get there?

G1.1

Provide accountable and ethical governance

G1.1.1 Comply with legislation and standards to ensure consistent, transparent and ethical governance

Outcome G1: Projects Live Streaming of Council meetings

2018/19

2019/20

2020/21

2021/22



To implement technology to enable live streaming of Council meetings on the City’s website (subject to Council approval) 2018/19 project cost: $95,000

Q1 Q2

Report to Council

Dependent on approval by Council in Q1 – vendor selection and equipment purchase Dependent on approval by Council in Q1 – installation

Q3 Q4

N/A

Outcome G1: Services Service

Sub-services

FTE

Quality measure

Governance and Council Support

• Governance and Council Support • Civic and Hospitality • Citizenship • Information Management • Corporate Compliance • Professional Standards

13.85

• % of Council and Committee meeting agendas available 72 hours prior to meeting • % of Council and Committee meeting minutes provided within 5 working days • Adherence to the State Records Commission Standard 2 • % of Freedom of Information enquiries that are responded to within standards • % of Compliance activities completed in accordance with schedule

Corporate Compliance

12.31

Outcome G2: Partner of choice Objective What the City aims to achieve

Strategy How will we get there?

G2.1

Work with and influence others for mutual benefit

G2.1.1 Advocate, lobby and partner with stakeholders to benefit the community

Outcome G2: Services Service

Sub-services • Advocacy • Lobbying • Internal Audit

FTE 6.00

Quality measure

Executive Services

• Number of advocacy and lobbying activities conducted • % Audit reports provided to the Audit Committee in accordance with Internal Audit Plan

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Outcome G3: Customer-focussed organisation Objective What the City aims to achieve

Strategy How will we get there?

G3.1

Strengthen customer service G3.1.1 Provide consistent, responsive and efficient customer service G3.1.2 Involve, engage and include our community in the decision making process G3.1.3 Transform the City’s digital environment to increase access to the City

Outcome G3: Projects Relationship Management System (RMS) Implementation To implement new RMS technology to improve customer service within the City of Stirling 2018/19 project cost: $858,000

2018/19

2019/20

2020/21

2021/22





Q1 Q2

Pilot project completed

Outcomes of pilot reported to Council for approval to proceed to Stage 2 Implementation (dependent on Q2 outcome) Implementation (dependent on Q2 outcome)

Q3 Q4

ECM Upgrade

2018/19

2019/20

2020/21

2021/22



To upgrade the City’s electronic document records management system 2018/19 project cost: $156,000

Q1 Q2 Q3

N/A

Project scope and requirements completed EOI process and submission to Executive Team for approval

Q4

Dependent on Q3

SharePoint Development

2018/19

2019/20

2020/21

2021/22



To re-architect and redesign the City’s intranet site 2018/19 project cost: $160,000

Q1 Q2 Q3

N/A

Project scope and requirements completed EOI process and submission to Executive Team for approval

Q4

Dependent on Q3

Customer Service Strategy

2018/19

2019/20

2020/21

2021/22









To develop a framework and set of actions to deliver excellent customer service 2018/19 project cost: $110,000

Q1

New A-Z guide to City services produced, welcome book for newcomers New Customer Service Charter and Standards rolled out Commence customer service improvement consultation program with Council Develop brief for customer service contact point review and appoint agency

Q2 Q3

Q4

40

Outcome G3: Services Service

Sub-services

FTE

Quality measure

Customer Service

• Customer Contact Centre • Administration Centre front counter • Strategic marketing • Digital marketing • Graphic design • City publications • Community engagement • Communications

25.46

• % of calls within the City’s Contact Centre that were resolved at first point of contact • % of customers served by the Customer Service Front Counter team within five minutes • % increase in City-wide community engagement activities • % increase in number of people participating in community engagement activities • % increase in number of website visits • % of residents recalling hearing or seeing advertising for the City of Stirling • % unscheduled global outages affecting core services • % unscheduled global outages affecting the Corporate Data Network • % unscheduled Network outages at out centres • % of Service Desk tickets resolved within two days • Achievement of a Gartner maturity model benchmark from 1.5 to 2.5 • % of projects delivered according to schedule • % of technology projects that are delivered within agreed budget and schedule

Marketing and Communications

9.50

Advisory and Technology Services

• Service Desk • Technology Services

13.60

Projects and Solutions

• ICT Project Management • Business Systems Maintenance and Support

13.20

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