City of Stirling Corporate Business Plan

Corporate Business Plan 2020 – 2024

Acknowledgement of Country Ngalak kaadatj Nyoongar nedingar wer birdiya, baalap barn boodja-k wer kaaratj boodja-k koora koora wer yeyi. Ngalak kaadatj baalabang malayin wer nakolak baalap yang ngalany-al City of Stirling dandjoo Nyoongar moort-al kolbang koorliny. City of Stirling kaadatj Nyoongar moort Nyoongar boodja-k Wadjak boodja-k, Mooro boodja-k. 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 and 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 and Torres Strait Islander community, we will continue to realise our vision for reconciliation.

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Table of Contents

Message from the Mayor and the Chief Executive Officer

3

Integrated Planning and Reporting Framework

4

About this Plan

5

Reporting performance

7

Council

8

Organisational structure

9

Our vision

10

Economic Stimulus and Community Recovery Package

12

Corporate Business Plan 2020 – 2024 at a glance

14

Thriving communities

17

Vibrant economy

23

Liveable neighbourhoods

29

Sustainability

37

Governance and leadership

41

Local Planning Strategy

47

Risk management

48

Stakeholders

49

Key strategies and plans

51

Resource plans

52

City of Stirling 2020 – 21 operational budget

54

City of Stirling 2020 – 21 capital works program

55

City of Stirling summarised rate setting statement

56

Corporate Business Plan 2020 – 2024 | 1

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Message from the Mayor and the Chief Executive Officer

The City of Stirling is proud to present the City’s Corporate Business Plan 2020 – 2024 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.

As always, the City’s financial stability remains 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 2020 – 2024 provides the approach and a transparent account of how these projects will be delivered. This has been reinforced at the prestigious 2020 Australasian Reporting Awards, with the City of Stirling receiving the gold award for the sixth consecutive year, for excellence in transparency and reporting for its 2018/19 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 2020 – 2024 is an important part of our overall ‘Plan for the Future’ and with hard work and consistent service delivery, the City continues to strengthen its position as a City of choice to live, work and visit.

Over 22,000 businesses operate in the City of Stirling. With well- established business and retail centres, the City of Stirling is the second-largest employment district in Western Australia after the Perth CBD. To ensure Stirling’s economy is supported, the City will provide a number of projects to give opportunities to small business. Additionally, more job opportunities will be created through a variety of capital projects including: y y Major refurbishment of Stirling Leisure Centres – Terry Tyzack Aquatic Centre – Inglewood y y Upgrade to Hamersley Public Golf Course y y Bina Parkland Development (previously Princess Wallington Community Parkland) y y Upgrades to parks, refurbishments to sporting facilities and cycle ways. Work will also begin on the Stephenson Avenue extension, a key component of the vision for Stirling City Centre. It will help unlock private investment, relieve traffic congestion, create 100 construction jobs and support future light rail/trackless tram transport.

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. As the community is our priority, we continually strive to meet the changing needs of our residents and plan for this growth. The Covid-19 pandemic in 2020 has presented unforeseen impacts to our community and new priorities have emerged to support those most affected to plan for recovery. Council has committed to easing the financial burden on our community with a significant Economic Stimulus and Community Recovery Package focussed on four key areas – financial relief for ratepayers, business and activation, community and capital investment. In addition to our capital works program, an array of projects and initiatives are planned for the future to alleviate pressure on the local economy and support the community in these trying times.

Stuart Jardine PSM Chief Executive Officer

Mark Irwin Mayor

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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.

Measurement, assessment and reporting are important parts 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 robust Integrated Planning and Reporting Framework.

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.

Plan for the future

Measuring progress

Resource plans

Strategic Community Plan (10 year plan) Vision Mission Values and sustainability principles

Community outcomes

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

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

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About this Plan

y y Describes the City’s commitment to risk management y y Summarises the City’s operational budget and capital works program for the 2020/21 financial year and y y Provides the rate setting statement. The City of Stirling’s Corporate Business Plan 2020 – 2024 meets all regulatory requirements. The implementation of the City’s 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 2020 – 2024 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 resources to achieve the greatest possible benefit for the community. The Corporate Business Plan 2020 – 2024: y y States the City’s long-term vision, mission and values y y Links the Strategic Community Plan 2018 – 2028 outcomes to the delivery of key projects and services y y Provides an overview of the Council and organisational structure y y Lists the services and projects that the City will deliver in 2020 – 2024 y y Lists the various initiatives taken by the City to support the community in response to the Covid-19 pandemic y y Outlines how the City will measure and report the progress of key projects and services y y 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

Research was undertaken to understand the changing demographics and future socioeconomic challenges, and to assess the impact of the current Covid-19 pandemic in the development of this Plan. Further, strategies and plans from the State and Federal governments were reviewed to ensure the City of Stirling is compliant and well prepared for the next 10 years. This Corporate Business Plan 2020 – 2024 has been updated to reflect the changes identified in the City’s integrated planning and budget process. It also details the services and projects the City will deliver over 2020 – 2024. The Corporate Business Plan 2020 – 2024 outlines projects and services that will be delivered 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 2020/21 annual budget, service plans and annual project plans.

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Reporting performance

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. 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:

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Standard accounting practice indicators such as budget variances will be used to measure the performance of revenue, operational expenditure and capital expenditure.

Indicators will be used to measure customer and community satisfaction through independent surveys and internal analysis of efficiencies when dealing with customer correspondence.

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Indicators will be used to measure employee turnover, occupational safety and health, annual leave planning and individual officer performance appraisals.

Using unique service-specific key performance indicators, services will be measured to reflect the overall quality of each individual service.

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The City of Stirling’s performance in service delivery and progress against project milestones will be reported to the Council and the City’s Executive team 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 is outlined in the City of Stirling’s Performance Evaluation Framework.

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Council

With 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. The City of Stirling has fourteen Councillors and a popularly elected Mayor.

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

Tuart Hill

Fremantle

Lawley Ward

Osborne Park

Joondanna

Woodlands

Inglewood

Coolbinia

Wembley Downs

Glendalough

Menora

Churchlands

Herdsman

Wembley

Mt Lawley

Mayor Mark Irwin

Inglewood Ward

Balga Ward

Coastal Ward

Doubleview Ward

Hamersley Ward

Lawley Ward

Osborne Ward

Deputy Mayor Bianca Sandri

Cr David Boothman JP

Cr Karen Caddy

Cr Stephanie Proud JP

Cr Chris Hatton

Cr Joe Ferrante

Cr Adam Spagnolo

Cr David Lagan

Cr Keith Sargent

Cr Felicity Farrelly

Cr Elizabeth Re

Cr Karlo Perkov

Cr Suzanne Migdale

Cr Lisa Thornton

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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 the Council.

Community and Customers

Council

Chief Executive Officer

Executive Services

Governance

Corporate Services

Planning and Development

Community Development

Infrastructure

Corporate Information Services

Facilities, Projects and Assets

Community Safety

City Planning

Finance Services

Development Services

Community Services

Engineering Services

Human Resources

Customer and Communications

Parks and Sustainability

Recreation and Leisure

Waste and Fleet

Corporate Business Plan 2020 – 2024 | 9

Our vision 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 mission To serve the City’s diverse community through delivering efficient, responsive and sustainable services. Our values The City of Stirling’s core values are: • Agile • Approachable • Inclusive • Innovative • Inspiring • Respectful • Transparent.

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Corporate Business Plan 2020 – 2024 | 11

Economic Stimulus and Community Recovery Package

The outbreak of Covid-19 pandemic, from late February 2020, has significantly impacted the Australian economy and the health of Australian people. Various aspects of everyday life such as work, travel, entertainment and outdoor activities have been affected.

Community Package ($2.9 million allocated by the City) To support the community during Covid-19, a hotline has been set up for community members, particularly those who are vulnerable such as seniors, people with disability, multicultural and Aboriginal communities. A community group assistance fund has also been set up. In addition, fees and fines have been either reduced or waived for the use or hire of community facilities such as libraries and recreational facilities, as well as for home support programs like Meals on Wheels. Animal registration fees have also been reduced. Sporting clubs will be supported by grants programs, financial counselling services, reduction of rates charges and a turf curation subsidy. Capital Investment Package ($28.9 million allocated by the City) To support job creation and retention, many capital projects will be undertaken. Some of these include: y y Acceleration of Recycling Centre Balcatta Redevelopment y y Major refurbishment of Stirling Leisure Centres – Terry Tyzack Aquatic Centre – Inglewood y y Upgrade of Hamersley Public Golf Course y y Park upgrades, sporting facility refurbishments and cycleways y y 400+ projects under $0.5 million that give opportunity to small business. The Economic Stimulus and Community Recovery projects included in this Plan have been marked with this symbol .

Ratepayer Financial Relief Package ($4.9 million allocated by the City) This package includes freezing council rates for the financial year 2020/21; removing interests, instalment and arrangement fees; and finally suspension of debt collection activities. Business and Activation Package ($7 million allocated by the City) Various business-friendly initiatives to support local businesses are included in this package. These include rent abatement for small businesses, counselling services to activate businesses, and streamlining of approval processes to assist the growth of businesses

Two-thirds of businesses, across all sectors, have suffered losses due to decreased demand. Particularly affected were businesses in the hospitality, arts and recreation sectors, many of which are small businesses. To support households, businesses and the community through the difficulties and economic hardships caused by the Covid-19 pandemic, the City of Stirling adopted a $43.7 million Economic Stimulus and Community Recovery Package in May 2020. The suite of initiatives under this stimulus package is aimed at providing immediate financial relief to households and the wider community by stimulating local business activities and generating employment opportunities.

in the City. To promote local businesses in the tourism and hospitality sector, a ‘Holiday at Home’ marketing campaign will be undertaken by the City.

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Corporate Business Plan 2020 - 2024 | 13

Corporate Business Plan 2020 – 2024 at a glance

The Corporate Business Plan outlines the services and projects that the City of Stirling will undertake during 2020 – 2024 and demonstrates how these align to the aspirations and priorities in the City’s Strategic Community Plan 2018 – 2028.

Thriving communities Services y y Aged and Disability Care Services y y Community Development y y Emergency Management y y Environmental Health

Vibrant economy Services y y Arts and Activation y y Economic Development. Projects y y Arts and Events Professional Development Programs y y Business Connect y y Business Counselling Service y y Business Mastermind Program y y Christmas Lights in Activity Centres. y y Holiday at Home y y Place Activation Grants y y Small Business Activation Grants y y Small Business Friendly Approvals Project y y Stirling Business Centre Grant y y Stirling City Centre – Scarborough Beach Road Implementation.

Liveable neighbourhoods Services y y Asset Management y y Building Service y y Construction Services y y Design Services y y Planning Projects y y Planning Service y y Planning Schemes and Policies y y Project Management y y Property Services y y Swimming Pool Inspections y y Transport Services y y Verge and Crossover Services. y y Facility Management y y Maintenance Services

y y Family Services y y Leisure Services y y Libraries and Lifelong Learning y y Multicultural Engagement y y Parking Services y y Ranger and Security Services y y Recreation Facilities y y Youth and Children Development. Projects y y City Delivered Place Activation y y Community Grants for Sporting Clubs y y Cricket Club Turf Curation Grants y y Financial Counselling for Sporting Clubs y y Kaleidoscope Initiative y y Mobile Hotspot CCTV y y Replacement of IntelliManager Leisure Management System y y Scarborough CCTV Project y y Sports and Recreation Facilities Plan y y Sports Reserve Usage Analysis and Review.

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Sustainability Services y y City Trees y y Natural Areas y y Open Space and Parks Development y y Parks, Reserves and Streetscapes y y Resource Recovery y y Sustainability y y Waste Collection.

Governance and leadership Services y y Compliance, Risk, and Information Management y y Council Governance

Liveable neighbourhoods Projects y y Bennett Park Refurbishment Phase 2 y y Better Suburbs y y Bina Parkland Development y y Carine Sports Floodlighting Upgrade y y Coolbinia Building Refurbishment y y Doubleview Commercial Centre y y Hamersley Golf Course Redevelopment y y Herdsman Glendalough Structure Plan y y Inglewood Oval and Hamer Park Redevelopment y y Local Planning Scheme 4 y y Main Street Urban Design Study y y Mirrabooka Regional Improvement Strategy –

y y Customer Service y y Executive Services y y Financial Accounting y y Financial Planning y y Fleet Services y y Human Resource Culture and Innovation

Projects y y Coastal Hazard Risk Management and Adaptation Planning y y Million Trees Initiative y y Stage 3 of the Recycling Centre Development (Waste Transfer Station Redevelopment) y y Urban Forest Plan Implementation y y Sustainable Energy Action Plan (Corporate) 2020 – 2030

y y Human Resource Operations y y Human Resource Services y y Marketing and Communications y y Occupational Safety and Health y y Project Management Office and Business Systems y y Purchasing, Procurement and Contracts y y Rates and Receivables y y Strategic and Business Planning y y Technology Services. Projects y y Corporate Information Services Technology Projects and Upgrades y y Culture Development Plan y y Customer Relationship Management System Implementation y y Workforce Plan.

Milldale Way Road Upgrade North Beach Rugby League

Facility Refurbishment y y Parking Management y y Precinct Packages y y Robinson Reserve Master Plan Implementation – Clubroom Upgrade

y y Stephenson Avenue Extension y y Sub-division Infrastructure Works: Former North Morley Pre-Primary y y Redevelopment of Stirling Leisure Centre – Terry Tyzack Aquatic Centre – Inglewood y y Urban Regeneration of

Nollamara Activity Centre y y West Coast Drive Cycling Improvements.

Corporate Business Plan 2020 – 2024 | 15

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Thriving communities

Outcome S1: Inclusive and harmonious City Objective

Strategy

What does the City aim to achieve?

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: Services Service

Sub-services

FTE

2020/21 net service cost

Libraries and Lifelong Learning

y y Library and Information Services y y Lifelong Learning Development Programs and Projects y y Museum and Community History Services y y Multicultural Services y y Kaleidoscope y y Settlement Engagement and Transition Support

66.79

$9,499,785

Multicultural Engagement

4.40

($202,973)

Outcome S1: Projects

2020/21 

2021/22 

2022/23 

2023/24 

Kaleidoscope Initiative

To create partnerships with skilled new migrants and businesses to build a skilled and diverse workforce 2020/2021 project cost: $27,048 (project is partially funded by grant)

Q1 Q2

Cycle 5 commenced Cycle 5 completed Cycle 6 commenced

Q3 Q4

Cycle 6 completed

Project completed

2020/21 

2021/22

2022/23

2023/24

City Delivered Place Activation

Q1 Q2 Q3 Q4

Planning and procurement completed

A program of small-scale activations and installations in the City’s local Town/Activity Centres. 2020/2021 project cost: $100,000

Activations delivered Activations delivered

Financial reconciliation, community feedback and evaluation completed

Corporate Business Plan 2020 – 2024 | 17

Outcome S2: Active and healthy City Objective

Strategy

What does the City aim to achieve?

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: Services Service

Sub-services

FTE

2020/21 net service cost

Environmental Health y y Food Safety

15.65

$2,704,792

y y Disease Control y y Premises Inspection and Licensing of Buildings y y Environmental Protection y y Public Safety y y Health Education and Promotion y y Development Control: Statutory Health Compliance y y Leisure Planning (including stakeholder engagement) y y Club Development y y Beach Services

Leisure Services

19.70

$6,298,502

Recreation Facilities y y Hamersley Public Golf Course y y Learn to Swim y y Leisure and Sports Programs y y Special Facility Projects y y Health and Fitness y y Facility Hire y y Aquatics y y Customer Service

97.97

$6,233,278

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Outcome S2: Projects

2020/21 

2021/22

2022/23

2023/24

Community Grants for Sporting Clubs

Q1

Management practice for framework for disbursement of grants endorsed Grant disbursement and acquittal for Q2 completed Grant disbursement and acquittal for Q3 completed More than 90 per cent of grants program committed

To provide assistance to sporting clubs that have been impacted the most during the Covid-19 shutdowns 2020/2021 project cost: $575,000

Q2 Q3 Q4

2020/21 

2021/22

2022/23

2023/24

Cricket Club Turf Curation Grants

Q1 Q2 Q3 Q4

To provide a financial contribution to cricket clubs towards the curation of their turf cricket wickets 2020/2021 project cost: $140,000

Clubs advised of grant agreement arrangements

Seven grant agreements completed and funds provided to Club

2020/21 

2021/22

2022/23

2023/24

Financial Counselling for Sporting Clubs

Q1

Engage financial consultant Consultation with highest priority clubs Development of immediate and long-term strategies Assistance provided to 10 or more clubs (cumulative) Assistance provided to 15 or more clubs (cumulative) Assistance provided to 20 or more clubs (cumulative)

To provide financial counselling to sporting clubs that have been financially impacted the most during the Covid-19 situation and subsequent shutdowns 2020/2021 net project cost: $50,000

Q2 Q3 Q4

Replacement of IntelliManager Leisure Management System Replacement of the existing IntelliManager Leisure Management system 2020/2021 project cost: $nil

2020/21 

2021/22

2022/23

2023/24

Q1

Project implementation commenced Staff training started Implementation completed Online functionality completed Go live implemented

Q2

Q3 Q4

2020/21 

2021/22

2022/23

2023/24

Sports and Recreation Facilities Plan

Q1 Q2

The project will analyse future demographic population profile and industry benchmarking to undertake a gap analysis of future requirements for sport and recreational facilities (eg, clubrooms, recreation centres and tennis clubs) 2020/2021 project cost: $nil (within service cost) 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 City’s reserves 2020/2021 project cost: $nil (within service cost) Sports Reserve Usage Analysis and Review

Sector 3 of Community Infrastructure and Public Open Space Implementation Plan completed

Q3 Q4

Sector 4 of Community Infrastructure and Public Open Space Implementation Plan completed

2020/21 

2021/22

2022/23

2023/24

Q1 Q2

Usage data for key sports fields and sports usage trends documented Consultant commissioned to undertake ‘reserve carrying capacity’

Q3

Q4

Final plan produced

Corporate Business Plan 2020 – 2024 | 19

Outcome S3: Accessible services Objective

Strategy

What does the City aim to achieve?

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: Services Service

Sub-services

FTE

2020/21 net service cost

Aged and Disability Care Services

y y Stirling Community Care Services y y Partnership Services y y Aboriginal Engagement y y Age Friendly Communities y y Community Services Activities y y Access and Inclusion y y Volunteer Services y y Men’s Shed y y Local Drug Action Team y y Women’s Family and Domestic Violence Centre

66.33

$2,107,267

Community Development

12.98

$2,686,536

Family Services

10.89

$763,751

y y Serene Centre y y Safe at Home

Youth and Children Development

y y Youth Development y y Children Services y y Outside School Hours Care and Vacation Care

8.37

$802,348

Outcome S4: Safer City Objective

Strategy

What does the City aim to achieve?

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

Sub-services

FTE

2020/21 net service cost

Emergency Management

y y Emergency Management

0.50

$232,522

Parking Services

y y Parking Services

12.15 40.25

$699,227

Ranger and Security Services

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

$2,989,344

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Outcome S4: Projects

2020/21 

2021/22

2022/23

2023/24

Mobile Hotspot CCTV

To procure two plinth-mounted CCTV units for hotspot areas 2020/2021 net project cost: $90,000

Q1

Project commenced Project scope developed Procurement commenced

Q2 Q3 Q4

CCTV delivery and installation completed

Unit commissioned Project completed

2020/21 

2021/22

2022/23

2023/24

Scarborough CCTV Project

Q1

Project commenced Project scope developed Procurement commenced

To improve security coverage utilising fixed and mobile CCTV solutions at the Scarborough Beach foreshore and isolated areas 2020/2021 net project cost: $50,000

Q2 Q3 Q4

CCTV delivery and installation completed

Unit commissioned Project completed

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Vibrant economy

Outcome E1: Destination City Objective

Strategy

What does the City aim to achieve?

How will we get there?

E1.1

Attract visitors to our City

E1.1.1 Create vibrant entertainment and visitor precincts E1.1.2 Promote City’s iconic attractions and events

Outcome E1: Services Service

Sub-services

FTE

2020/21 net service cost

Arts and Activation

y y Arts management y y Event management y y Place activation y y Grants and sponsorship

7.40

$3,120,865

Outcome E1: Projects

2020/21 

2021/22

2022/23

2023/24

Place Activation Grants

Q1

Grant development, management practice and promotion completed

This project aims to support local businesses in the City’s town/activity centres by providing grant funding for projects and activities that complement the City’s own services and

Q2

Interim evaluation to inform budget review and 2021/2022 budget completed Application submission, assessment/distributions, funding issued Interim evaluation to inform budget review and 2021/2022 budget completed

identified priorities in these areas 2020/2021 project cost: $50,000

Q3

Q4

2020/21 

2021/22

2022/23

2023/24

Holiday at Home

Q1

Project commenced Campaign commenced

To attract visitation through a Holiday at Home marketing campaign to support the tourism and hospitality sectors and have a positive economic impact on the local economy 2020/2021 net project cost: $100,000

Q2

Campaign ended Project completed

Q3 Q4

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Outcome E1: Projects

2020/21 

2021/22

2022/23

2023/24

Christmas Lights in Activity Centres

Q1

Report to Council on proposed program of Christmas activations/lights/decorations including timings and costings Procurement of appropriate vendor/s to implement the agreed Christmas activations/lights/decorations program for 2020/21 Implementation of Christmas activations/lights/decorations in 2020/21 in line with Council decision Evaluation of 2020/21 Christmas activations/lights/ decorations program success Procurement of appropriate vendor/s to implement the agreed Christmas activations/lights/decorations program for 2021/22

A program of Christmas activations including decorations and lights to enhance key precincts, create Christmas destinations and encourage increased visitation and spend Delivered over four financial years, the program will demonstrate the City’s unique identity, heritage and community

Q2

values and sets a new standard in Christmas experiences for Perth 2020/2021 project cost: $200,000

Q3

Q4

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

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: Services Service

Sub-services

FTE

2020/21 net service cost

Economic Development

y y Tourism promotion y y Local business attraction to enhance economic capacity

3.00

$815,974

y y Small business support y y Advocacy for business

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Corporate Business Plan 2020 – 2024 | 25

Outcome E2: Projects

2020/21 

2021/22

2022/23

2023/24

Business Connect

Q1

Project commenced Business connects payment delivered

To provide a 50 per cent membership fee subsidy to keep as many Stirling Business Association member businesses connected to the association as possible during the current

Q2 Q3 Q4

health and economic pandemic 2020/2021 project cost: $22,000

Acquittal report completed

2020/21 

2021/22

2022/23

2023/24

Business Mastermind Program

The program will assist specific businesses through coaching and mentoring 2020/2021 project cost: $20,000

Q1

Business Mastermind program commenced Three Business Mastermind courses delivered Two Business Mastermind courses delivered Business Mastermind program completed

Q2

Q3 Q4

2020/21 

2021/22

2022/23

2023/24

Business Counselling Service

Q1 Q2 Q3 Q4

Promotion of business counselling service commenced

To provide advice such as availability of government grant assistance, cash flow analysis and specific information to ensure businesses are best equipped to survive and succeed during the post pandemic recovery 2020/2021 project cost: $60,000 To assist individual small businesses to respond to changed circumstances created by Covid-19 The funds could also be used to reactivate selected local centres across the City or for capital works to improve the appeal or operation of a local centre 2020/2021 project cost: $400,000 Small Business Activation Grant

All grant acquittal completed Business counselling service project completed

2020/21 

2021/22

2022/23

2023/24

Q1

Promotion of Small Business Activation Grant commenced

Q2

Processing of all grant applications completed

Q3

Grant acquittals process commenced

Q4

Grant acquittals completed Small Business Activation Grant project completed

2020/21 

2021/22 

2022/23 

2023/24 

Small Business Friendly Approvals Project

Q1

Formulation of business welcome packs completed Process for the early allocation of applications commenced Improvements to the online lodgement of applications commenced Approved enhancements to the City’s website completed Improvements to the online lodgement of applications completed Assessment of concurrent applications in planning, building and health commenced Assessment of concurrent applications in planning, building and health completed

To improve customer service and streamline assessment of small business applications within the City 2020/2021 project cost: $100,000

Q2

Q3

Q4

26

Outcome E2: Projects

2020/21 

2021/22

2022/23

2023/24

Stirling Business Centre Grant

Q1 Q2 Q3 Q4

Grant payment to Stirling Business Centre delivered

To assist Stirling Business Centre operations during the Covid-19 pandemic by providing grant funding for 12 months 2020/2021 project cost: $50,000 Stirling City Centre – Scarborough Beach Road Implementation To transform the Stirling City Centre into an accessible, sustainable, vibrant urban centre, providing increased jobs opportunities, housing choices and connecting transport Work for this financial year will be to produce preliminary designs and costings for projects along the Scarborough Beach Road corridor 2020/2021 project cost: $45,000

Acquittal report completed

2020/21 

2021/22 

2022/23 

2023/24 

Q1 Q2

Draft preliminary designs completed Draft analysis on parking opportunities in Stirling and Herdsman completed Draft funding opportunities identified Draft costings and business case for delivery of projects completed Final preliminary designs completed Costings and business case for delivery of projects completed Report on parking and funding opportunities produced

Q3

Q4

Arts and Events Professional Development Programs A professional development workshop program targeted to artists/creatives and event organisers aimed at building capacity,

2020/21 

2021/22

2022/23

2023/24

Q1

Professional development program developed and promoted

Q2 Q3

Professional development program conducted

informing and skills development 2020/2021 project cost: $20,000

Uptake of professional development program assessed Success of professional development program evaluated

Q4

Corporate Business Plan 2020 – 2024 | 27

28

Liveable neighbourhoods

Outcome B1: Places to live, work and enjoy Objective

Strategy

What does the City aim to achieve?

How will we get there?

B1.1

Plan to create unique and liveable neighbourhoods and places that meet community need

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: Services Service

Sub-services

FTE

2020/21 net service cost

Building Service

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

16.60

$1,433,646

Planning Schemes and Policies

y y Strategic land use planning y y Street naming and house numbering y y Local Planning Schemes and policies y y Development application assessment and reporting y y Pre-lodgement advice y y Design review panel y y Subdivision assessments (for Western Australian Planning Commission) subdivision referral responses y y Subdivision assessments (for Western Australian Planning Commission) subdivision clearances y y Local development plan/structure plan assessment and reporting y y Develop and manage large complex planning projects y y Implement the City’s Heritage Management Strategy

6.10

$1,235,113

Planning Service

38.50

$4,170,545

Planning Projects

6.00

$971,659

Swimming Pool Inspections

y y Inspections of private swimming pools

3.00

$104,147

Verge and Crossover Service

y y Management of verge permits and verge/ tree bonds y y Crossover installation determination y y Crossover subsidy determination y y Verge treatment installation determinations

7.00

$1,102,357

Corporate Business Plan 2020 – 2024 | 29

Outcome B1: Projects

2020/21 

2021/22 

2022/23 

2023/24

Better Suburbs

Q1

Final phase 1 documents adopted by Council Phase 1 documents submitted to Western Australian Planning Commission Estimated Western Australian Planning Commission and Ministerial approval of Phase 1 documents

To implement a planning framework to improve the quality of development in identified suburbs within the City 2020/2021 project cost: within service cost

Q2

Q3 Q4

2020/21 

2021/22

2022/23

2023/24

Herdsman Glendalough Structure Plan

Finalise and implement the Herdsman Glendalough Structure Plan 2020/2021 project cost: $10,000

Q1

Report to Planning and Development Committee Updated Structure Plan to Western Australian Planning Commission forwarded Scheme Amendment 114 advertised Outcomes of the advertisement of Scheme Amendment 114 reported to the Planning and Development Committee Amendment # 114 sent to Western Australian Planning Commission

Q2

Q3

Q4

2020/21 

2021/22

2022/23

2023/24

Local Planning Scheme 4

Q1 Q2 Q3

Final draft of scheme text and scheme map produced

The preparation of a new Local Planning Scheme No. 4 as a result of the 2016 – 2018 scheme review project 2020/2021 project cost: $50,000

Scheme presented to Council for endorsement to advertise Scheme submitted to Western Australian Planning Commission for endorsement to advertise

Q4

2020/21 

2021/22

2022/23

2023/24

Main Street Urban Design Study

Q1 Q2

Scheme amendment advertisement closed

To establish a vision for the Main Street precinct and provide a long-term planning framework for redevelopment 2020/2021 project cost: within service cost

Report to Council for final approval Documents sent to Western Australian Planning Commission

Q3 Q4

2020/21 

2021/22

2022/23

2023/24

Urban Regeneration Nollamara Activity Centre

Q1 Q2 Q3 Q4

Consultant appointed

To design and cost the new town square and associated works to be able to identify funding and delivery timeframes 2020/2021 project cost: $40,000

Community workshops held

Final report provided to Council on outcomes of community workshops, designs and costings of town square

30

Outcome B2: Accessible and connected City Objective

Strategy

What does the City aim to achieve?

How will we get there?

B2.1

Connect the community through sustainable and integrated transport 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 and reduce reliance on vehicle use

Outcome B2: Services Service

Sub-services

FTE

2020/21 net service cost

Design Services

y y Road design y y Rights of Way design y y Traffic management design y y Drainage design

11.50

($61,797)

y y Subdivision and development control y y On-street and off-street parking design

Construction Services y y Construction

34.00

($3,214,349)

y y Roadwork traffic management

Transport Services

y y Traffic and transport planning y y Road safety y y Paths – footpaths and cycleways y y Street lighting y y Underground power y y Cycle networks y y Bus shelters

7.60

$6,819,819

Corporate Business Plan 2020 – 2024 | 31

Outcome B2: Projects

2020/21 

2021/22 

2022/23 

2023/24

Stephenson Avenue Extension

Q1

Phase 1: contract awarded Vegetation cleared Major earthworks completed

Design and construction of the extension of Stephenson Avenue 2020/2021 project cost: (funded by State and Federal government grants)

Q2 Q3 Q4

Drainage construction

Road construction Practical completion of Phase 1 achieved

2020/21 

2021/22 

2022/23 

2023/24

West Coast Drive Cycling Improvements

Q1 Q2 Q3 Q4

Completion of design for works

To provide modifications to the configuration of West Coast Drive to provide a safer road environment for cyclists 2020/2021 project cost: $1,700,000

Completion of road resurfacing and kerb modifications

Mirrabooka Regional Improvement Strategy – Milldale Way road upgrade

2020/21

2021/22 

2022/23

2023/24

Construction of Milldale Way between Mirrabooka Avenue and Chesterfield Drive 2020/2021 project cost: nil

2020/21 

2021/22

2022/23

2023/24

Parking Management

Q1 Q2 Q3

To develop a strategy to improve the management of parking in the City including

within high demand parking areas 2020/2021 project cost: $40,000

Project commenced based on parking priorities as identified by Parking Working Group Scope development completed Consultant appointed Report completed and results presented at Parking Working Group meeting Project completed

Q4

2020/21

2021/22 

2022/23

2023/24

Doubleview Commercial Centre

Design of the section of Scarborough Beach Road through the Doubleview Commercial Centre between Westview Street and Alice Street 2020/2021 project cost: Nil

Outcome B2: Infrastructure capital projects Program

Budget

Footpaths program

$1,750,000 $3,856,900

Rights of Way program Road renewal program

$6,612,000 Includes grant funding of $2,289,933

Other infrastructure renewals

$4,051,000 Includes grant funding of $332,000 + reserve funding of $556,000

32

Outcome B3: Built infrastructure that meets community needs Objective Strategy What does the City aim to achieve?

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: Services Service

Sub-services

FTE

2020/21 net service cost

Asset Management

y y Asset management planning y y Asset management information y y Infrastructure asset valuation

8.00

$1,449,454

Facility Management

y y Facility management y y Building services

15.00

$10,728,707

Project Management

y y Major projects y y Building projects

12.00

($52,928)

Property Services

y y Property management y y Property analysis and strategy

6.00

$703,578

Maintenance Services

y y Surveying y y Maintenance y y Road reserve private works (compliance)

53.20

$39,613,472

Outcome B3: Projects Bennett Park Refurbishment Phase 2 (Clubroom 1)

2020/21 

2021/22

2022/23

2023/24

Upgrade existing club facility to meet current and future needs 2020/2021 project cost: $750,000

Q1

Preferred supplier submitted to Council for approval (price submitted during phase 1 tender process) Contract awarded and construction commenced

Q2 Q3 Q4

Complete separable portion 2 Complete separable portion 3

Construction completed

2020/21 

2021/22

2022/23

2023/24

Carine Sports Floodlighting Upgrade

Q1

Tender issued via WA Local Government Association panel Tender awarded

Upgrade of sports floodlighting to Carine ROS soccer fields

2020/2021 project cost: $504,000 (project funded partially from grant)

Q2

Works commenced on site Works completed

Q3 Q4

2020/21 

2021/22

2022/23

2023/24

Coolbinia Building Refurbishment (Clubrooms 2)

Q1

Detailed design documentation commenced Tender advertised Tender evaluation completed Preferred supplier submitted to Council for approval Contract awarded

Twenty-five-year building refurbishment in line with building provision standards and additional club needs, to improve the overall functionality of the facility 2020/2021 project cost: $750,000

Q2

Q3 Q4

Construction commenced

Construction completed

Corporate Business Plan 2020 – 2024 | 33