City of Stirling Corporate Business Plan

Corporate Business Plan 2019 – 2023

Acknowledgement of Country

The City of Stirling acknowledges the Wadjak People of the Nyoongar Nation as the traditional custodians of Mooro Country. We pay our respects to Aboriginal and Torres Strait Islander Elders past, present for they hold the memories, the traditions, the culture and hopes for Aboriginal Australia. The City is committed to forging stronger relationships and a deeper respect for Aboriginal and Torres Strait Islander Australians. By acknowledging and respecting the diversity and history of our Aboriginal community, we will continue to realise our vision for reconciliation.

Table of Contents

Message from the Mayor and the Chief Executive Officer 2

Integrated Planning and Reporting Framework

3

About this Plan

5

Reporting progress

6

Council

9

Organisational structure

10

Our vision

13

2019 – 2023 Corporate Business Plan at a glance

14

Social

17

Economic

22

Built environment

24

Natural environment

29

Governance

32

Local Planning Strategy

39

Risk management

41

Key stakeholders

42

Key strategies and plans

46

Resource plans

50

City of Stirling 2019/20 operational budget

54

City of Stirling 2019/20 capital works program

55

City of Stirling summarised rate setting statement

56

Corporate Business Plan 2019 – 2023 | 1

Message from the Mayor and the Chief Executive Officer

To further increase connectivity in the Stirling area, the City is strongly advocating and lobbying for state and federal government funding for the delivery of stage two of the Stirling City Centre project, which aims to connect Glendalough Train Station to Scarborough Beach with a light rail. As always, the City’s financial stability is paramount and critical to ensure that it delivers a high level of service while maintaining its debt-free status. Currently, the City maintains a solid financial position which gives it the ability to fund a range of exciting major projects aligned to the City’s strategic priorities. The Corporate Business Plan 2019 – 2023 provides the approach and a transparent account of how these projects will be delivered. This has been reinforced at the 2019 Australasian Reporting Awards, with the City of Stirling receiving the Gold Award for excellence in transparency and reporting for its 2017/18 Annual Report. Along with the Annual Report, the City will report the progress of projects and performance of services to the Council on a quarterly basis. We are committed to delivering a sustainable and thriving City which engages the community and fosters prosperity. The Corporate Business Plan 2019 – 2023 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 in becoming the ‘City of Choice’.

The City of Stirling is proud to present the City’s Corporate Business Plan 2019 – 2023 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.

This is expected to be achieved through a mix of technological improvements and innovations and by undertaking a comprehensive service improvement planning process that would identify service levels and key performance indicators. This year, a major focus of the City is the Stirling City Centre project and the extension of Stephenson Avenue. In 2017/18, the City was successful in securing $125 million in state and federal funds towards stage one of this project. This includes the construction of Stephenson Avenue, which is expected to improve connectivity and relieve congestion in the area, as well as increase local jobs and housing.

The City of Stirling is the largest local government by population in Western Australia and the resident population is projected to grow further in the coming years. In planning for its growing community, the City is implementing several major strategic projects. Some of these projects include new facilities or upgrades to existing community facilities such as the Des Penman Pavilion and the Princess Wallington Community Parkland. The 2018 Annual Resident Satisfaction Survey reveals that 90 per cent of residents are either satisfied or very satisfied with the overall services provided by the City. Over the next four years, the City will also aim to improve the efficiency and effectiveness of customer service.

2

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 10-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 and Reporting Framework.

Plan for the future

Measuring progress

Resource plans

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

Corporate Business Plan 2019 – 2023 | 3

4

About this Plan

• Summarises the City’s operational budget and capital works program for the 2019/20 financial year • Provides a forecast of the Rate Setting Statement for the next four years. The City of Stirling’s Corporate Business Plan 2019 – 2023 meets all regulatory requirements. The City expects that the implementation of the Corporate Business Plan will continue to drive improvements in service delivery and contribute towards achievement of the community’s vision for the City of Stirling to be the ‘City of Choice’.

This Corporate Business Plan 2019 – 2023 has been shaped by the community’s long-term vision and aspirations that have been encapsulated in the Strategic Community Plan 2018 – 2028.

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. The Corporate Business Plan 2019 – 2023: • States the City’s long-term vision, mission and values • Links the Strategic Community Plan 2018 – 2028 outcomes to the delivery of key projects and services • Provides an overview of the Council and organisational structure • Lists the services and projects that the City will deliver in 2019 – 2023 • Outlines how the City will measure and report the progress of key projects and services • Provides an overview of the City’s informing strategies such as the Local Planning Strategy, Long-Term Financial Plan, Workforce Plan and Asset Management Plans • Describes the City’s commitment to risk management

In 2017/18, during the revision of the existing Strategic Community Plan, the City of Stirling undertook community consultation with over 2,000 residents and Councillors regarding their needs and priorities. Research was also undertaken to understand changing demographics, future challenges and external plans from state and federal governments to ensure the City of Stirling is well prepared for the next 10 years. This Corporate Business Plan has been updated to reflect the City’s new emerging priorities, which were identified by the community. It also details the services and projects the City will deliver over 2019 – 2023 to support achieving them. The Corporate Business Plan outlines 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 and Workforce Plans. The Corporate Business Plan, in turn, guides the development of the 2019/20 annual budget, service plans and annual project plans.

Corporate Business Plan 2019 – 2023 | 5

Reporting progress

Quality Using unique service-specific key performance indicators, services will be measured to reflect the overall quality of each individual service. The City of Stirling’s performance in service delivery and progress against project milestones will be reported to the City’s Executive Team and Council each quarter. This will provide greater accountability and transparency and improve efficiency and effectiveness across the organisation. Further detail on the City’s Balanced Scorecard can be found in the City of Stirling Performance Evaluation Framework.

Reporting progress towards the achievement of the objectives in the Corporate Business Plan and the Strategic Community Plan is an integral part of the City’s Integrated Planning and Reporting Framework. The City uses quarterly and annual reports to inform the community of its achievements and progress.

Financial Standard accounting practice indicators such as budget variances will be used to measure the performance of revenue, operational expenditure and capital expenditure. Other indicators will be used to target internal compliance relating to purchasing. Human resources Indicators will be used to measure employee turnover, occupational safety and health, annual leave planning and individual officer performance appraisals.

The City of Stirling has adopted a ‘balanced scorecard’ approach to measure the progress, performance and quality of the planned projects and services that are outlined in the Corporate Business Plan. This ‘balanced scorecard’ will measure the City’s service performance across four key areas: Customer service Indicators will be used to measure 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

6

Corporate Business Plan 2019 – 2023 | 7

8

Council

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

Carine

Hamersely

Watermans Bay

Balga

Balga Ward

Hamersley Ward

Mirrabooka

North Beach

Balcatta

Karrinyup

Westminster

Perth

Trigg

Gwelup

Stirling

Nollamara

Dianella

Coastal Ward

Doubleview

IndianOcean

Inglewood Ward

Perth

Osborne Ward

Innaloo

Yokine

Doubleview Ward

Scarborough

Fremantle

Tuart Hill

Lawley Ward

Osborne Park

Joondanna

Woodlands

Inglewood

Coolbinia

Wembley Downs

Glendalough

Menora

Churchlands

Herdsman

Wembley

Mt Lawley

Mayor Mark Irwin

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 Karlo Perkov r

Deputy Mayor Bianca Sandri

Cr Suzanne Migdale

Cr Lisa Thornton

Cr Felicity Farrelly

Cr Keith Sargent

Cr Elizabeth Re

Cr Chris Hatton

Cr David Lagan

Cr Joe Ferrante

Cr Adam Spagnolo

Corporate Business Plan 2019 – 2023 | 9

Organisational structure

The City of Stirling comprises of 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 Services

Development Services

Customer and Communications

Human Resources

Parks and Sustainability

Recreation and Leisure

Waste and Fleet

10

Corporate Business Plan 2019 – 2023 | 11

12

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

Our values

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

to help shape our future into the City of Stirling – City of Choice.

Corporate Business Plan 2019 – 2023 | 13

2019 – 2023 Corporate Business Plan at a glance

The Corporate Business Plan outlines the services and projects that the City of Stirling will undertake during 2019 – 2023 and demonstrates how these align to the aspirations and priorities in the City’s Strategic Community Plan 2018 – 2028.

Economic – Prosperous and vibrant City

Built Environment – Liveable and accessible City

Social – Thriving local communities

Services • Arts and Activation • Libraries and Lifelong Learning • Multicultural Services • Leisure Services • Recreational Facilities • Environmental Health Services • Community Development • Aged and Disability Care Services • Family Services • Youth and Children Services • Ranger and Security Services • Emergency Management • Parking Services. • Local Area Hub Place Management • Strategic Plan for Library Services • Radio Frequency Identification (RFID) Technology • City of Stirling Social Strategy • Mt Lawley Streetscape • Parklets Trial • Replacement of IntelliManager Leisure Management System • Sport and Recreation Facilities Plan • Sporting Reserves Usage Analysis and Review • Transition to Commonwealth Home Support Program (CHSP), Aged Care and National Disability Insurance Scheme (NDIS). Projects • Kaleidoscope Initiative

Services • Economic Development

Services • Building Approvals • Planning Applications • Private Swimming Pool Inspections • Verge Control • Strategic Land Use Planning Schemes and Policies • Strategic Land Use Planning Projects • Engineering Design • Transport Infrastructure Construction • Asset Management • Facility Management • Project Management • Property Services • Transport Infrastructure Surveying and Maintenance. • Herdsman Glendalough Structure Plan • New Local Planning Scheme – Local Planning Scheme 4 • Main Street Urban Design Study • Parking Policy Review • Bike Route Development Plan • Mirrabooka Regional Improvement Strategy – Milldale Way Road Upgrade • Doubleview Commercial Centre • Rights of Way Program • Stephenson Avenue Extension • Des Penman Pavilion Upgrade • Inglewood Oval/Hamer Park Redevelopment • Princess Wallington Community Parkland • Hamersley Public Golf Course redevelopment concept design. Projects • Affordable Housing Project • Better Suburbs • Dianella Industrial Area Study

Projects • Review of the Economic Development and Tourism Strategy • Stirling City Centre.

14

Natural Environment – Sustainable natural environment

Governance – Making it happen

Services • Waste Collection • Waste Processing • Open Space, Environment and Sustainability • City Trees • Natural Areas • Parks, Reserves and Streetscape. Projects • Stage Three of the Recycling Centre Development (Waste Transfer Station Redevelopment) • Energywise City Plan • Urban Forest Plan Implementation • Public Open Space Gap Analysis • Million Trees.

Projects • Live Streaming of Council meetings • Records Management System Upgrade • Customer Relationship Management System Implementation • Service Improvement Planning • Workforce Plan • Cultural Development Plan • Electronic Invoice Workflow Implementation • Contract Management System Software Implementation • CIS Project Management Office Redesign • SharePoint Development • Improve Service Desk Applications • Out Centres Network and Connectivity Upgrade • Security Monitoring and Event Management for the City’s Information and Communication Technology Environment (ICT) • Rates System Development.

Services • Governance and Council Support • Corporate Compliance

• Executive Services • Customer Service

• Marketing and Communications • Advisory and Technology Services • Projects and Solutions • Strategic and Business Planning • Financial Planning • Purchasing, Procurement and Contracts • Human Resource Operations • Occupational Safety and Health • Human Resource Services • Human Resource Culture and Innovation • Fleet Services. • Financial Accounting • Rates and Receivables

Corporate Business Plan 2019 – 2023 | 15

16

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 Celebrate and advocate for our multicultural and diverse community Encourage and promote active participation and volunteering

S1.1.2

S1.1.3

S1.1.4

Enable opportunities for lifelong learning

Outcome S1: Projects Kaleidoscope Initiative

2019/20

2020/21

2021/22

2022/23





To create partnerships with skilled new migrants and businesses to build a skilled and diverse workforce 2019/20 project cost: $52,682

Q1

Commence mentoring round 2, employer round pilot, Rangoli pilot Report mentoring round 2, employer round pilot, Rangoli pilot Report final outcomes on Kaleidoscope Initiative, round 3 of Kaleidoscope Mentoring Program Report on Kaleidoscope Mentoring Program intake round 3 Place team memberships established Social planning team roles and responsibilities established Social planning processes streamlined and systems model established Place management approach endorsed Social Planning Strategy developed Report produced on place teams Report produced on Social Planning Strategy 2019/20 2020/21 2021/22  

Q2

Q2

Q2

Local Area Hub Place Management

2022/23

Develop strategies, frameworks and methods for place services and community capacity 2019/20 project cost: nil

Q1

Q2

Q3

Q4

Strategic Plan for Library Services

2019/20

2020/21

2021/22

2022/23



Develop and implement the Strategic Plan for Library Services 2019/20 project cost: nil

Corporate Business Plan 2019 – 2023 | 17

Radio Frequency Identification (RFID)Technology

2019/20

2020/21

2021/22

2022/23





Q1 Q2 Q3 Q4

Specification for RFID developed

Introduce RFID security/loans system into the City of Stirling libraries. 2019/20 project cost: $185,000

Request for tender advertised

Supplier selected

RFID system purchased and installed

City of Stirling Social Strategy

2019/20

2020/21

2021/22

2022/23





Develop a social strategy for the City which examines trends and issues which impact on the community 2019/20 project cost: $10,000

Q1 Q2 Q3

No scheduled milestones in this quarter

Project initiated

Project implementation plan developed Research and audits complete

Q4

Draft social strategy completed

Mount Lawley Streetscape

2019/20

2020/21

2021/22

2022/23



Q1 Q2

Mount Lawley Streetscape Study completed

This project will enable quick wins from the Mount Lawley Streetscape Study to be implemented as a priority. These works include street furniture, tree planting or public art 2019/20 project cost: $447,000

Tree planting in medians and verges commenced (subject to Council approval) Scoping, costing and phasing of the implementation of Mount Lawley Streetscape study completed

Q3

Q4

Town plaza construction works commenced

Parklets Trial

2019/20

2020/21

2021/22

2022/23



Q1 Q2

Design and cost mobile parklet solution

To trial a prototype of a mobile parklet in the Inglewood Town Centre and, based on the result of the trial, develop guidelines and a strategy for the future roll-out of parklets across the City of Stirling 2019/20 project cost: $40,000

Build and install mobile parklet(s) in Inglewood Town Centre Interim assessment/analyses of the mobile parklet(s)

Q3 Q4

Final assessment/analyses of the mobile parklet(s)

Outcome S1: Services Service

Sub-services

FTE 7.40

2019/20 cost (net)

$2,596,982

Arts and Activation

• Culture and Arts Management • Event Management • Place Activation

67.21

$9,725,534

Libraries and Lifelong Learning

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

Multicultural Services

• Multicultural Services

4.80

$224,732

18

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 Facilitate and advocate for the provision of a range of quality health services

S2.1.2

Outcome S2: Projects Replacement of IntelliManager Leisure Management System

2019/20

2020/21

2021/22

2022/23





Q1

Scope for replacement Leisure Management System finalised Tender for replacement Leisure Management System advertised Contract for replacement Leisure Management System awarded Implementation of chosen Leisure Management System commenced with the aim to go live in Q1 2021 FY

The IntelliManager Leisure Management System initial contract period has concluded. The City will investigate the viability of a replacement system to provide greater functionality and enhance customer online capabilities to meet increasing community demand and expectations 2019/20 project cost: $250,000

Q2

Q2

Q2

Sport and Recreation Facilities Plan

2019/20

2020/21

2021/22

2022/23

 The project will analyse future demographic population profile and industry benchmarking to undertake a gap analysis of future requirements for sport and recreation facilities (eg, clubrooms, recreation centres, tennis clubs) 2019/20 project cost: nil Sporting Reserves Usage Analysis and Review 2019/20 2020/21 2021/22 2022/23  The project will review the usage of the City’s sporting reserves to ensure the City can appropriately manage the growing demand for reserve access by the community while ensuring the long-term sustainability of the reserves 2019/20 project cost: nil

Outcome S2: Services Service

Sub-services

FTE

2019/20 cost (net)

Leisure Services

• Leisure Planning • Club Development • Beach Services

31.20

$5,612,689

87.98

$6,488,486

Recreational Facilities

• Hamersley Public Golf Course • Learn to Swim

• Leisure Programs • Health and Fitness • Facility Hire • Aquatics • Crèche • Retail • Food Safety • Disease Control

15.65

$2,743,025

Environmental Health Services

• Premises Inspection and Licensing of Buildings (Accommodation Buildings) • Environmental Protection • Public Safety • Health Education and Promotion

Corporate Business Plan 2019 – 2023 | 19

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 Transition to the Commonwealth Home Support Program (CHSP), Aged Care and National Disability Insurance Scheme (NDIS) Transition to the Commonwealth Home Support Program (CHSP), Aged Care and National Q1

2019/20 2020/21

2021/22

2022/23





Report on progress Report on progress Report on progress Report on progress

Q2 Q3 Q4

Disability Insurance Scheme (NDIS) 2019/20 project cost: grant funded

Outcome S3: Services Service Community Development

Sub-services

FTE

2019/20 cost (net)

13.56

$2,387,843

• Aboriginal Engagement • Age Friendly Communities • Community Services Activities • Access and Inclusion • Volunteer Services • Men’s Shed • Stirling Community Care Services • Partnership Services • Family Services • Family and Domestic Violence Services

Aged and disability care services

65.33

$3,200,330

Family Services

14.89

$737,594

Youth and Children Services

• Youth Development • Children Services

8.83

$830,542

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: Services Service Ranger and Security Services

Sub-services

FTE

2019/20 cost (net)

38.50

$2,853,119

• Security Patrol • Technical Security Services • Ranger Services • Animal Care Facility • Companion Animal Management

Emergency Management

• Emergency Management

0.50

$230,854

Parking Services

• Parking Services

12.15

$51,163

20

Corporate Business Plan 2019 – 2023 | 21

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 iconic City attractions and events

Outcome E1: Projects Review of the Economic Development and Tourism Strategy Economic development activities to support and attract business and tourism to the City of Stirling 2019/20 project cost: $75,000

2019/20

2020/21

2021/22

2022/23



Q1 Q2 Q3 Q4

Consultant brief prepared

Consultants engaged

Community consultation completed

Draft Economic and Tourism Strategy produced

Outcome E2: Services Service Economic Development

Sub-services

FTE 3.00

2019/20 cost (net)

• Tourism promotion

$780,523

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 E2.1.2 Make it easier to do business with the City E2.1.3 Support and facilitate local small business growth

Outcome E2: Projects Stirling City Centre

2019/20

2020/21

2021/22

2022/23









Q1 Q2 Q3 Q4

No scheduled milestones in this quarter

To transform the Stirling City Centre into an accessible, sustainable, vibrant urban centre, providing increased jobs opportunities, housing choices and connecting transport 2019/20 project cost: $160,400

Advocacy with state government bodies/agencies

No scheduled milestones in this quarter

Advocacy with state government bodies/agencies

Outcome E2: Services Service Economic Development

Sub-services

FTE

2019/20 cost (net)

• Advocacy and investment • Local business support

as above As above

22

Corporate Business Plan 2019 – 2023 | 23

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

E1.1.1 E1.1.2

Prioritise growth in local activity centres and corridors Plan for places that reflect their own unique character and Heritage, close to services and amenities

E1.1.3 E1.1.4

Facilitate housing choice for our diverse community

Provide and maintain safe, accessible open spaces for community liveability

Outcome B1: Projects Affordable Housing Project

2019/20

2020/21

2021/22

2022/23









Q1 Q2 Q3

Housing concepts – architects appointed

To work with the state government Housing Authority to facilitate affordable housing outcomes in the City

No scheduled milestones in this quarter

Best affordable housing development options for Ellen Stirling Boulevard determined

2019/20 project cost: $30,000

Q4

No scheduled milestones in this quarter

Better Suburbs

2019/20

2020/21

2021/22

2022/23









Q1 Q2 Q3 Q4

Amendments advertised

To implement a planning framework to improve the quality of development in identified suburbs within the City

Better Suburbs strategy endorsed by Council Draft development contribution plan prepared

2019/20 project cost: $120,000

Development contribution plan initiated

Dianella Industrial Area Study

2019/20

2020/21

2021/22

2022/23



Q1 Q2 Q3 Q4

Advertising of local development plan

To establish a vision for the Dianella industrial precinct to guide future development

Council adoption of local development plan

Project close-out

2019/20 project cost: $40,000

Not applicable

Herdsman Glendalough Structure Plan

2019/20

2020/21

2021/22

2022/23









Q1

Development contribution plan and amendment advertised Council recommendation – development contribution plan and amendment Development contribution plan and amendment sent to Western Australian Planning Commission for adoption

Finalise and implement the Herdsman Glendalough Structure Plan

Q2

2019/20 project cost: $100,000

Q3

Q4

No scheduled milestones in this quarter

24

New Local Planning Scheme – Local Planning Scheme 4

2019/20

2020/21

2021/22

2022/23









The preparation of a new Local Planning Scheme No. 4 as a result of the 2016 – 2018 scheme review project 2019/20 project cost: $80,000

Q1 Q2 Q3 Q4

No scheduled milestones in this quarter No scheduled milestones in this quarter No scheduled milestones in this quarter Scoping report on new planning scheme

Main Street Urban Design Study

2019/20

2020/21

2021/22

2022/23









To establish a vision for the Main Street precinct and provide a long-term planning

Q1 Q2 Q3 Q4

Planning framework advertised

Report to Council regarding outcomes of advertising

framework for redevelopment 2019/20 project cost: $10,000

Amendment sent to the commission No scheduled milestones in this quarter

Parking Policy Review

2019/20

2020/21

2021/22

2022/23



To review the Local Planning Scheme Parking Policy 2019/20 project cost: $60,000

Q1 Q2 Q3 Q4

No scheduled milestones in this quarter No scheduled milestones in this quarter No scheduled milestones in this quarter

Report to Council to initiate advertising of policy

Outcome B1: Services Service

Sub-services

FTE

2019/20 cost (net)

16.60

$1,513,889

Building Approvals

• Building permits • Demolition permits • Strata inspections • Occupancy permits • Building approvals certificates • Building orders

36.50

$4,078,088

Planning Applications

• Development Application assessment and reporting • Pre-Lodgement Advice • Design Review Panel • Subdivision Assessments (for WAPC) Subdivision Referral Responses • Subdivision Assessments (for WAPC) Subdivision Clearances • Local Development Plan/Structure Plan assessment and reporting • Inspections of private swimming pool barriers • Advice • Verge Permits • Verge Bonds • Assessment of verge treatment and crossover applications • Strategic Land Use Planning • Street Naming and House Numbering • Local Planning Schemes and Policies • Heritage Conservation • Land use and place based planning projects

Private Swimming Pool Inspection

3.00

$115,683

7.00

$1,101,133

Verge Control

6.10

$1,493,800

Strategic Land Use Planning Schemes and Policies

Strategic Land Use Planning Projects

6.00

$1,073,318

Corporate Business Plan 2019 – 2023 | 25

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 Advocate for improved public transport options to enhance activity

B2.1.2

Outcome B2: Projects Bike Route Development Plan

2019/20

2020/21

2021/22

2022/23



Q1 Q2 Q3 Q4

No scheduled milestones in this quarter No scheduled milestones in this quarter

Preparation of a Bike Route Development Plan that will guide future capital expenditure relating to the provision of strategic cycling routes in the City of Stirling

Completion of final Bike Route Development Plan

Not applicable

2019/20 project cost: $20,000

Mirrabooka Regional Improvement Strategy – Milldale Way road upgrade  Construction of Milldale Way between Mirrabooka Avenue and Chesterfield Drive 2019/20

2020/21

2021/22

2022/23

2019/20 project cost: nil Rights of Way Program

2019/20

2020/21

2021/22

2022/23









Q1 Q2 Q3 Q4

Completion of 75% of 2019 design program Completion of 100% of 2019 design program Completion of 25% of 2020 design program Completion of 50% of 2020 design program

Dedication and design of Rights of Way in the City of Stirling as part of the Rights of Way Management Strategy

2019/20 project cost: $4,104,700

Doubleview Commercial Centre

2019/20

2020/21

2021/22

2022/23

 Design of the section of Scarborough Beach Road through the Doubleview Commercial Centre between Westview Street and Alice Street 2019/20 project cost: nil Stephenson Avenue Extension 2019/20 2020/21 2021/22

2022/23









Q1

Completion of project development stage two by Main Roads WA EOI design and construct for stage two by Main Roads WA Stage three design by City of Stirling commenced

Design and construction of the extension of Stephenson Avenue

Q2

2019/20 project cost: $24,019,736 (funded by state and federal government)

Q3 Q4

No scheduled milestones in this quarter Stage three design completed Award design and construct for stage two by Main Roads WA

Outcome B2: Services Service

Sub-services

FTE

2019/20 cost (net)

Engineering Design Service

• Engineering Design Service • Engineering – Transport Services

19.10

$5,820,255

Transport Infrastructure Construction

• Construction • Roadwork Traffic Management

34.00

$623,931

26

Outcome B3: Built infrastructure that meets community needs Objective What the City aims to achieve Strategy How will we get there? B3.1 B3.1.1

Ensure our assets meet future community needs

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

Outcome B3: Projects Des Penman Pavilion Upgrade

2019/20

2020/21

2021/22

2022/23



Q1 Q2

2019/2020 budget adopted

Upgrade of the existing building to meet the needs of the community now and into the future

Tender evaluation and recommendation Council tender approval Contract award

2019/20 project cost: $1,600,000

Q3 Q4

Construction commenced

Practical completion achieved

Inglewood Oval/ Hamer Park Redevelopment

2019/20

2020/21

2021/22

2022/23







Q1 Q2 Q3 Q4

Procurement process initiated

Refurbishment and redevelopment of Moyle Pavilion and new construction of Hamer Park clubrooms

Contract awarded

50% works complete to Moyle Pavilion

2019/20 project cost: $1,857,617

Steel erection for Hamer Park clubrooms achieved Practical completion achieved for Moyle Pavilion

Princess Wallington Community Parkland

2019/20

2020/21

2021/22

2022/23









Q1 Q2 Q3 Q4

Contract awarded

To create a new community hub at the Princess Wallington Reserve in Balga

Work commenced

No scheduled milestones in this quarter Stage one practical completion achieved

2019/20 project cost: $1,842,445

Hamersley Public Golf Course redevelopment concept design

2019/20

2020/21

2021/22

2022/23









Q1 Q2 Q3 Q4

No scheduled milestones in this quarter

Redevelopment of the Hamersley Public Golf Course into a vibrant modern facility providing a wide range of golf activities

Business case for design and construction No scheduled milestones in this quarter No scheduled milestones in this quarter

2019/20 project cost: $100,000

Outcome B3: Services Service

Sub-services

FTE 8.00

2019/20 cost (net)

Asset Management • Asset Management Planning • Asset Management Information Facility Management • Facility Management • Building Services Project Management • Major Projects • Building Projects Property Services • Property Management

$1,578,182

15.00

$11,016,940

11.00

$674,252

6.00

$384,523

• Property Analysis and Strategy • Surveying • Maintenance • Road Reserve Private works

53.20

$38,879,777

Transport Infrastructure Surveying and Maintenance

Corporate Business Plan 2019 – 2023 | 27

28

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 Implement innovative solutions to reduce the City’s water usage

N1.1.2

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 Three of the Recycling Centre Development (Waste Transfer Station Redevelopment)

2019/20

2020/21

2021/22 2022/23







Q1 Q2 Q3 Q4

Tender process for design service commenced

Total redevelopment of the City of Stirling’s waste facility to ensure compliance with all environmental regulations and best practice principles in relation to waste reduction

Design consultant appointed

No scheduled milestones in this quarter

Detailed design completed Tender process for construction commenced

2019/20 project cost: $732,169

Energywise City Plan

2019/20

2020/21

2021/22 2022/23







Q1 Q2

No scheduled milestones in this quarter

This program aims to establish the City as a recognized innovator and leader in the local government sector, powered by renewable energy and taking action to reduce carbon emissions and energy consumption

Community Energy Plan document completed Energy efficiency review of irrigation and floodlighting completed

Q3 Q4

Renewable energy review completed

2019/20 project cost: $60,000

Annual review of community and corporate energy program completed

Outcome N1: Services Service

Sub-services

FTE

2019/20 cost (net)

Waste Collection

• Household waste collection • Commercial waste collection • Verge waste collection

48.50

($1,352,621)

17.00

($1,328,399)

Waste Processing • Household waste recovery

• Construction and demolition waste recovery • Commercial and industrial waste recovery • Recycling Centre Balcatta

Corporate Business Plan 2019 – 2023 | 29

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 Plan Implementation

2019/20

2020/21

2021/22

2022/23







Q1

Arborist advice service activated Street tree plan – phase one completed Free tree scheme completed Protected tree register – work commenced Tree-friendly development guide completed Underground power business case completed Canopy mapping completed City canopy offset scheme and standards initiated Budget adopted. Brief developed. Internal stakeholders engaged. Brief approved Consultant procured. POS provision standards reviewed and updated. POS amenity and prioritisation matrix completed Current provision mapped and gaps and oversupply identified 2019/20 2020/21 2021/22 2022/23 

Implement Urban Forest Plan to increase tree retention, tree planting and canopy maximisation Engage with the community to raise awareness, increase knowledge and facilitate participation in urban forest initiatives

Q2

Q3

2019/20 project cost: $646,764

Q4

Public Open Space (POS) Gap Analysis

Q1

This project will analyse the gaps in the future provision of public open space to allow for adequate planning and prioritisation of City resources

Q2

2019/20 project cost: $75,000

Q3

Q4

Prioritised recommendations completed as per brief

Million Trees

2019/20

2020/21

2021/22

2022/23









Q1

Complete outline of Street Tree Precinct Plan Draft trial location of the first tree precinct planting plan Consultation on the draft street tree precinct plan Finalise plant orders for external nursery supplies

In 2009, concerns over the decline of vegetation cover throughout the City led to Council setting a tree canopy target of 18% and adopting the Million Trees initiative. The initiative sets out to increase plantings within the City’s parks, reserves, natural areas and streetscapes 2019/20 project cost: $1,536,000

Q2

Q3 Q4

Finalise planting plans

Commence consultation and notification as required Commence planting plans through to August

Outcome N2: Services Service

Sub-services

FTE

2019/20 cost (net)

13.04

$1,539,678

Open Space and Sustainability

• Environmental/ conservation management • Sustainability • Landscape architecture • Urban forestry

City Trees

• Tree operations • Nursery

20.60

$7,788,028

Natural Areas

• Natural areas operations

11.00

$1,209,920

117.00

$27,505,082

Parks, Reserves and Streetscape

• Parks and reserves operations • Irrigation operations and installations • Hamersley Public Golf Course maintenance • Streetscape (horticultural) maintenance • Strategic pesticide management (city-wide)

30

Corporate Business Plan 2019 – 2023 | 31

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

2019/20

2020/21

2021/22

2022/23



Q1 Q2 Q3 Q4

Live Streaming Policy endorsed

To implement technology to enable live streaming of Council meetings on the City’s website 2019/20 project cost: $95,000

Equipment purchased and installed

Training provided and project implementation completed

Not applicable

Records Management System Upgrade

2019/20

2020/21

2021/22

2022/23



This project will upgrade City’s electronic records management system 2019/20 project cost: $120,000

Q1 Q2 Q3 Q4

Development and test environment set-up completed

Production set-up, testing and training completed

Project completed

Not applicable

Outcome G1: Services Service Governance and Council Support

Sub-services

FTE

2019/20 cost (net)

• Governance • Council Services • Civic & Hospitality

14.52

The cost of this service is $4,066,865, $3,869,307 of which is allocated to Service Units. The cost of this service is $927,544 which is fully allocated to Service Units.

Corporate Compliance

• Information Management • Corporate Compliance • Corporate Risk Management

8.67

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

FTE

Cost

Executive Services

• Advocacy • Lobbying • Internal Audit

5.10

• The cost of this service is $1,502,959 which is fully allocated to Service Units.

32

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 Involve, engage and include our community in the decision-making process

G3.1.2

G3.1.3

Transform the City’s digital environment to increase access to the City

Outcome G3: Projects Customer relationship management system implementation To implement a Customer Relationship Management System to improve customer service within the City of Stirling

2019/20

2020/21

2021/22

2022/23







Q1

Go live with first digitised processes – complete release one

Q2 Q3 Q4

Go live with release two

Go live with release three

2019/20 project cost: $3,007,394

Go live with release four Discovery on release five commenced

Outcome G3: Services Service

Sub-services

FTE

2019/20 cost (net)

Customer Service

• Customer Contact Centre • Front Counter • Customer Service Improvement

32.39

The cost of this service is $2,834,748, $2,138,069 of which is allocated to Service Units. The cost of this service is $2,317,503, $2,343,437 of which is allocated to Service Units.

13.56

Marketing and Communi- cations

• Strategic marketing • Digital marketing • Graphic design • City publications • Community engagement • Communications

Outcome G4: Sustainable organisation Objective What the City aims to achieve

Strategy How will we get there?

G4.1

Optimise use of the City’s resources

G4.1.1

Plan for the future, manage resources and measure progress based on the community’s vision (Integrated Planning and Reporting Framework) Provide responsible financial and asset management to ensure the City’s long-term sustainability Drive improvement and innovation to build capacity and increase efficiency and effectiveness

G4.1.2

G4.2

Build organisational capacity and capability

G4.2.1

G4.2.2

Maintain a highly skilled and effective workforce

Corporate Business Plan 2019 – 2023 | 33