City of Stirling Corporate Business Plan

Corporate Business Plan

2023-2027

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 the hopes of 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 .

CORPORATE BUSINESS PLAN 2023-2027 | City of Stirling

2

3

CORPORATE BUSINESS PLAN 2023-2027 | City of Stirling

4

Contents

Message from the Mayor and the Chief Executive Officer

7

Integrated Planning and Reporting Framework

9

About this Plan

10 11 12 13 15 16 18 26 32 40 48

Reporting performance

Council

Organisational structure

Our vision

Corporate Business Plan 2023-2027 at a glance Key result area: Our community

Key result area: Our economy

Key result area: Our built environment Key result area: Our natural environment

Key result area: Our leadership Informing strategies and plans: Local Planning Strategy Informing strategies and plans: Risk Management Framework Informing strategies and plans: Strategic Workforce Plan Informing strategies and plans: Long-Term Financial Plan Informing strategies and plans: Asset Management Framework Federal and State Government: Key strategies and plans City of Stirling 2023/24 Budget

58

59

60

61

62

63 65

5

CORPORATE BUSINESS PLAN 2023-2027 | City of Stirling

6

ABOUT THE CITY OF STIRLING

Message from the Mayor and the Chief Executive Officer The City of Stirling is proud to present the City’s Corporate Business Plan 2023-2027, which details how we plan to deliver our 10-year Strategic Community Plan, ‘Sustainable Stirling 2022-2032’.

With over 235,000 residents, the City of Stirling is the largest local government in Western Australia by population. In line with the values and aspirations of our community, we aim to deliver the needs of our residents now and into the future. Sustainable Stirling 2022-2032 sets out an ambitious vision to be ‘a sustainable City with a local focus’. The Corporate Business Plan 2023 -2027 addresses the objectives set out in our strategic plan and how we will achieve these through the services, projects and programs we will deliver over the next four years. We will maintain a high level of service delivery, focusing our efforts to support the community and create a sustainable future whilst continuing to invest in projects that meet our community’s needs. Key highlights include the delivery of significant community infrastructure upgrades such as the redevelopment of Jackadder Lake Reserve Playspace and Macauley Park in Inglewood, the renewal of the Wembley Downs Tennis Club and improvements to Mirrabooka’s Town Centre. We will continue to deliver major projects that benefit our community. In 2023-24 the redevelopment of Hamersley Public Golf Course will commence, providing visitors with more contemporary facilities including a state-of-the-art driving range. The new outdoor pools will open at Terry Tyzack Aquatic Centre and we will carry on maintaining our popular sports fields and open spaces, improving our energy efficiency and

groups as well as sponsorship of major events that bring increased visitation and liveliness into our local activity centres. Through a transparent, consistent and inclusive process, we aim to provide a range of grants that are aligned to the priorities of our Council and meet the diverse needs of our community. The Corporate Business Plan 2023-2027: • Provides an overview of the structure of the Council and the organisation • Links each of the services, projects and programs to the strategic objectives found in Sustainable Stirling 2022-2032 and the resourcing allocated to these • Outlines how the City will measure and report on its progress and achievement against the Plan. The Corporate Business Plan 2023-2027 provides a best practice approach to accountability and transparency through our integrated planning and reporting. The City’s efforts in this space have once again been recognised at the 2023 Australasian Reporting Awards, with the City receiving Best in Sector and its ninth consecutive Gold Award for excellence in transparency and reporting for our 2021/22 Annual Report. Along with the Annual Report, the City will report on the progress of projects and progress of service performance to Council on a quarterly basis. At the end of 2023, our current CEO Stuart Jardine who has served the Stirling community for more than 16 years will hand over the baton to a new era of leadership under Stevan Rodic. As we embark on this new journey, we are excited about the future and eager to continue to build a sustainable City with a local focus.

preservation of our pristine coastline. In 2023-24 we will launch the City’s new

Community Grants Program. The Grants Program will provide support to businesses and community

Stuart Jardine PSM Chief Executive Officer

Mark Irwin City of Stirling Mayor

7

CORPORATE BUSINESS PLAN 2023-2027 | City of Stirling

8

ABOUT THE CITY OF STIRLING

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 strategies and resource plans.

As part of the integrated planning process, local governments must 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. Under the Integrated Planning and Reporting Framework, it is also obligatory for local

governments to measure, assess and report their performance every year to their community. The measurement and reporting processes facilitate continuous improvement of local governments’ performance and services towards the community’s vision and objectives. The diagram below illustrates the City of Stirling’s Integrated Planning and Reporting Approach.

Plans for the future

Measuring performance

Informing Plans

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

Local Planning Strategy Long-Term Financial Plan Asset Management Framework Strategic Workforce Plan Strategic Information Management Plan Risk Management Framework

Community outcomes

Objectives Strategies

Corporate Business Plan (4-year plan) City services City projects and programs

Economic and Tourism Development Strategy

City performance

Annual service plans (1-year plan) Operational service, projects and programs activities

Service delivery Project delivery Program delivery

Annual Budget Annual Plans

9

About this Plan

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 2023-2027: • States the City’s long-term vision, mission and values • Links the strategic objectives listed in the Strategic Community Plan, Sustainable Stirling 2022-2032, with the delivery of services, key projects and programs • Provides an overview of the Council and organisational structure • Lists the services, projects and programs that the City will deliver in the 2023/24 financial year • 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, Strategic Workforce Plan and Asset Management Plans

• Describes the City’s commitment to risk management • Summarises the City’s operational budget and capital works program for the 2023/24 financial year • Provides the City’s 2023/24 financial year budget overview. The City of Stirling’s Corporate Business Plan 2023-2027 meets all regulatory requirements. The implementation of the City’s Corporate Business Plan will continue to drive improvements in service delivery and contribute towards the achievement of our vision.

CORPORATE BUSINESS PLAN 2023-2027 | City of Stirling

10

ABOUT THE CITY OF STIRLING

Reporting performance Reporting progress towards the achievement of the objectives in our Strategic Community Plan, Sustainable Stirling 2022-2032 and the Corporate Business Plan is an integral part of the City’s Integrated Planning and Reporting Framework. The City uses the Annual Report 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 five key areas. Customer service Indicators will be used to measure customer and community satisfaction through independent surveys and internal analysis of efficiencies when dealing with customer correspondence. 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. People Indicators will be used to measure employee turnover, workplace health and safety, annual leave planning and individual officer performance appraisals.

Environmental Performance measures relating to waste

management, biodiversity and the City’s energy and water usage will be applied to relevant City services. 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 Council and the City’s Executive team each quarter. This will provide greater accountability and transparency and improve efficiency and effectiveness of its services across the organisation. Further details on the City’s balanced scorecard are outlined in the City of Stirling’s Performance Evaluation Framework.

Customer service

People

Financial

Balanced scorecard

Quality

Environmental

11

Council With over 235,000 residents, the City of Stirling is the largest local government in Western Australia by population. The City is divided into seven wards, each represented by two Elected Members. The City of Stirling has 14 Councillors and a popularly elected Mayor.

Carine

Hamersely

Watermans Bay

Mayor Mark Irwin

Balga

Balga Ward

Yanchep

Hamersley Ward

Mirrabooka

North Beach

Balcatta

Karrinyup

Westminster

Perth

Trigg

Gwelup

Stirling

Nollamara

Dianella

Coastal Ward

Doubleview

Inglewood Ward

Indian Ocean

Osborne Ward

Perth

Innaloo

Yokine

Doubleview Ward

Scarborough

Tuart Hill

Lawley Ward

Osborne Park

Fremantle

Joondanna

Woodlands

Coolbinia

Inglewood

Wembley Downs

Glendalough

Menora

Churchlands

Herdsman

Wembley

Mount Lawley

Doubleview Ward

Balga Ward

Coastal Ward

Hamersley Ward

Lawley Ward

Osborne Ward

Inglewood Ward

Deputy Mayor Cr Stephanie Proud JP

Cr Andrea Creado

Cr Felicity Farrelly

Cr Chris Hatton

Cr Joe Ferrante

Cr Lisa Thornton

Cr Bianca Sandri

Cr Michael Dudek

Cr Elizabeth Re

Cr Tony Krsticevic

Cr Karlo Perkov

Cr Suzanne Migdale

Cr Teresa Olow

Cr David Lagan

CORPORATE BUSINESS PLAN 2023-2027 | City of Stirling

12

ABOUT THE CITY OF STIRLING

Organisational structure

The City of Stirling comprises four directorates – Community Development, Corporate Services, Infrastructure and Planning & 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 two business units under his leadership. The CEO is appointed by and directly accountable to Council.

Community and customers

Council

Chief Executive Officer

Strategy & Performance

Governance

Community Development

Corporate Services

Planning & Development

Infrastructure

Corporate Information Services

Community Safety

Engineering Services

City Future

Facilities, Projects & Assets

Community Services

Finance Services

Development Services

Customer & Communications

Human Resources

Parks & Sustainability

Property & Commercial Services

Recreation & Leisure Services

Waste & Fleet

13

CORPORATE BUSINESS PLAN 2023-2027 | City of Stirling

14

OUR VISION

Our vision: A sustainable City with a local focus

Our mission: To serve our

community by delivering efficient, responsive and sustainable services

Our values: Approachable

Responsive Transparent Innovative

15

Corporate Business Plan 2023-2027 at a glance

The Corporate Business Plan outlines the services, projects and programs that the City of Stirling will undertake in 2023-2027. These are outlined under each of the key result areas and in alignment with the strategic objectives listed in the City’s Strategic Community Plan, Sustainable Stirling 2022-2032.

Our community

Our economy

Our built environment

Services • Arts & Events • Economic Development. Projects • City Entry Statements • Event Sponsorship • Investment Attraction Profile • Lake Gwelup Community Learning Trails • Local Street Furniture and Mobile Parklets • Stirling Fast Track Phase 2.

Projects • Beaufort Street Town Plaza • Hamersley Community Hub • Hamersley Public Golf Course Redevelopment • Hutton Street Extension • Local Planning Scheme No. 4 • Mirrabooka Town Centre Improvements • Parking Ticket Machine Replacement • Parking Wayfinding Technology • Redevelopment of Development Contribution • Sportsfields Sustainability Renovation • Stirling City Centre • Subdivision Development Works. Programs • Building Renewal Program • Citywide Park Asset Stirling Leisure Centres – Terry Tyzack Aquatic Centre – Inglewood • Scarborough Beach

Services • Active Communities • Aged Care Services

• Community Development • Emergency Management • Environmental Health • Family Services • Hamersley Public Golf Course • Leisure Services • Libraries & Lifelong Learning • Multicultural Engagement • Ranger Services • Recreation Facilities • Safer Stirling • Youth & Children Development. Projects • Additional Security Vehicles • Bushfire Risk Mitigation • CCTV Projects • Crowded Place Assessment • Dianella Dirt BMX Jump Lines • Homelessness Support • Jackadder Lake Reserve Playspace – Stage 2 • Macaulay Park, Inglewood – Recreational Upgrades • Responsible Cat Ownership • Sustainable Sporting Clubs.

Our built environment

Services • Asset Management • Building Services • City Future Projects • Construction Services • Design Services • Facility Management • Maintenance Services • Planning Services • Project Management

Refurbishment Program • Community Parklands Upgrades Program • Drainage Program • Footpaths Program • Irrigation Program • Other Infrastructure Renewals • Rights of Way Program • Road Renewal Program • Sports Reserves Infrastructure Program.

• Schemes, Policies & Heritage • Swimming Pool Inspections • Transport Services • Verge & Crossover Services.

CORPORATE BUSINESS PLAN 2023-2027 | City of Stirling

16

AT A GLANCE

Our natural environment

Our leadership

Our leadership

Services • City Trees • Conservation & Wildlife • Container Deposit Scheme • Open Space & Parks Development

Services • Compliance, Risk & Information Management

Projects • Arts and Community History Collections Management System • Biannual Printed Ward Newsletter • Civic AV Replacement • Community Grants Program • Diversity and Inclusion Compliance • Enterprise Asset Management • Human Resources Information System Implementation • Industrial Relations System Transition • In-vehicle Management System • Local Government Ordinary Election • New Website • Onboard Waste Management System • Safety Culture Maturity Program • Strategic Workforce Plan • TechnologyOne SaaS Migration. Programs • CIS Technology Projects and Upgrades Program • Fleet Replacement Program.

• Council Governance • Customer Experience • Executive Services • Financial Accounting • Financial Planning • Fleet Services

• Parks & Streetscapes • Resource Recovery • Sustainability • Waste Operations.

• Human Resources Operations • Human Resources Services • Marketing & Communications • Project Management Office & Business Systems • Property Services • Purchasing, Procurement & Contracts • Rates & Receivables • Strategy & Performance • Technology Services • Workplace Health & Safety.

Projects • City Greening

Initiative (previously Million Trees Initiative)

• Coastal Erosion Rectification • Energy Smart City Support • EV Public Charging Network • Food Organics Garden Organics (FOGO) Implementation • Recycling Centre Balcatta Redevelopment • Urban Forest Plan • Waterwise City. Programs • Energy Improvement Program.

17

Key result area: Our community

CORPORATE BUSINESS PLAN 2023-2027 | City of Stirling

18

OUR COMMUNITY

Objective: Connect communities with their local areas With an extremely diverse population, it is important that the City supports and encourages our residents to be part of their local communities. We are respectful of all cultures and embrace diversity and equal opportunity. We will create welcoming places and provide opportunities to bring people together so that they feel included and have a variety of ways to participate in community life.

An inclusive and harmonious City

Strategy: How will we get there? • Facilitate social connections and access to services locally • Build strong relationships with our multicultural and diverse community • Encourage active participation and volunteering • Enable opportunities for lifelong learning.

Key informing frameworks and plans • Access and Inclusion Plan

• Age-Friendly Strategy • Homelessness Strategy • Multicultural Framework • Public Art Masterplan • Reconciliation Action Plan • Stirling Libraries Strategy • Youth Framework.

Services Main services

Sub-services

FTE

2023/24 net service cost

46.46

$151,273

• Community care services • Care finder service • Community food services

Aged Care Services

10.78

$2,414,146

• Aboriginal and Torres Strait Islander engagement • Access and inclusion • Age-friendly communities • Community hubs • Homelessness support • Stirling Community Men’s Shed • Social planning • Volunteer services • Women’s shed

Community Development

14.89

$806,451

Family Services • Community driven activities and programs • Stirling Women’s Centre • Safe at Home • Naala Djookan Healing Centre

65.71

$11,155,697

• Library and information services • Lifelong learning development programs and projects • Community history services • Multicultural framework • Settlement Engagement and Transition Support

Libraries & Lifelong Learning

Multicultural Engagement

2.80

$322,513

Youth & Children Development

• Youth development • Childhood development

5.60

$948,786

19

Projects

2023/24

2024/25

2025/26

2026/27

Homelessness Support









Implement the Stirling Homelessness Support project in partnership with Uniting WA to connect people experiencing homelessness with services

Q1 Q2 Community awareness strategy developed Internal staff awareness training provided Stirling Homelessness Interagency Network (SHIN) meeting Q3 Q4 Stirling Homelessness Interagency Network (SHIN) meeting

$91,514 Partially grant funded

2023/24 budget

CORPORATE BUSINESS PLAN 2023-2027 | City of Stirling

20

OUR COMMUNITY

Objective: Promote active and healthy lifestyle choices Healthy and active people create strong and resilient communities. The City will ensure that our community, through all stages of life, has access to a range of opportunities to support an active lifestyle. We will build partnerships and advocate with others to make sure our community has access to services that improve health and wellbeing outcomes for all.

An active and healthy City

Strategy: How will we get there? • Facilitate 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.

Services Main services Active Communities Environmental Health

Sub-services

FTE

2023/24 net service cost

• Club support

5.00

$4,354,830

15.52

$3,100,641

• Food hygiene and safety • Disease investigation, prevention and control • Premises inspection and licensing of public buildings • Environmental protection • Public health approvals and surveillance • Health education and promotion • Development control: statutory health compliance

• Hamersley Public Golf Course • Golf course maintenance • Retail

10.29

($742,785) The surplus of this service is transferred to reserves

Hamersley Public Golf Course

Leisure Services • Leisure planning • Beach services

15.70

$4,404,514

• Sports infrastructure planning • Learn to Swim • Leisure and sports programs • Health and fitness • Facility hire • Aquatics

104.21

$10,985,660

Recreation Facilities

Other contributing services Open Space & Parks Development

21

Projects

2023/24

2024/25

2025/26

2026/27

Dianella Dirt BMX Jump Lines



Installation of jump lines at the Dianella BMX facility

Q1 Design completed

Upcoming works advertised Construction commenced

Q2 Construction completed Q3 Q4

$Nil Budget carried forward

2023/24 budget

2023/24

2024/25

2025/26

2026/27

Jackadder Lake Reserve Playspace – Stage 2





Extend the play equipment area, upgrade large shelter and refurbish park infrastructure at Jackadder Lake Reserve

Q1 Q2 Q3 Request for quotation advertised Upcoming works advertised Q4 Project commenced All stage 2 works completed

2023/24 budget

$590,000

2023/24

2024/25

2025/26

2026/27

Macaulay Park, Inglewood – Recreational Upgrades



Install new recreational and play amenities and lighting to improve safety at Macaulay Park

Q1 Q2 Scope finalised Q3 Q4 Installation of new recreational amenities completed

2023/24 budget

$315,000

2023/24

2024/25

2025/26

2026/27

Sustainable Sporting Clubs









Provide an online auditing program (CLUBMAP) to sporting clubs to support their ongoing sustainability

Q1 Engagement with sporting clubs to plan workshops Q2 First workshop conducted Q3 Second workshop conducted Q4 Evaluation of operational plans and feedback with CLUBMAP completed

2023/24 budget

$51,000

CORPORATE BUSINESS PLAN 2023-2027 | City of Stirling

22

OUR COMMUNITY

23

Objective: Work with the community to create a safer City We understand that feeling safe is a high priority for our community. We will play a key role in creating a safer community through our dedicated, visible and responsive ranger and security services. We will also proactively engage, educate and encourage members of our community and other agencies to help to prevent crime and anti-social behaviour to create a safer City.

A safer City

Strategy: How will we get there? • Educate our community and provide support to enhance community safety • Create strong partnerships to improve community safety.

Key informing frameworks and plans • City of Stirling Public Parking Implementation Strategy.

Services Main services

Sub-services

FTE

2023/24 net service cost

• Emergency management

0.5

$108,155

Emergency Management

30.65

$3,617,633

Ranger Services • Ranger services • Animal care facility

• Companion animal management • Parking management • Community patrols • Technical security system services

22.75

($120,980) The surplus of this service is transferred to reserves

Safer Stirling

Other contributing services Swimming Pool Inspections

Projects

2023/24

2024/25

2025/26

2026/27

Additional Security Vehicles



Procure two additional security patrol vehicles to increase the City’s presence and visibility in the community during peak periods to deter antisocial behaviour

Q1 Vehicles procured and fit-out completed Q2 Priority locations determined and security operations team deployed

Q3 Q4

$Nil Reserve funded

2023/24 budget

CORPORATE BUSINESS PLAN 2023-2027 | City of Stirling

24

Projects

2023/24

2024/25

2025/26

2026/27

OUR COMMUNITY

Bushfire Risk Mitigation







Develop and implement a Bushfire Risk Management Plan to reduce the City’s bushfire risk

Q1 City-managed and non-City-managed bushfire risk areas established Round 1 activities commenced Q2 Engagement with responsible landowners commenced Q3 Q4 Round 2 activities commenced

$65,074 Partially grant funded

2023/24 budget

2023/24

2024/25

2025/26

2026/27

CCTV Projects









Implement multiple CCTV initiatives to deter anti-social behaviour and enhance community safety

Q1 CCTV access sites for Western Australia Police Force (WAPOL) finalised CCTV rebate program launched Q2 Configuration for CCTV access at Nollamara completed Q3 CCTV record keeping and storage solutions installed and commissioned Q4 Security rebate program closed CCTV record-keeping initiative completed Mobile CCTV trailer commissioned Configuration for CCTV access at Innaloo site completed

CCTV monitoring room equipment commissioned

$Nil Fully funded from reserves and grant funding

2023/24 budget

2023/24

2024/25

2025/26

2026/27

Crowded Place Assessment





Conduct a crowded place assessment for the Scarborough Beach precinct and provide recommendations to address any security gaps

Q1 Project scope and requirements developed Q2 Consultant appointed Feasibility study of solutions and technology requirements completed Project scope developed for FY2024/25

Q3 Q4

2023/24 budget

$100,000

2023/24

2024/25

2025/26

2026/27

Responsible Cat Ownership





Increase cat registration and facilitate cat trapping by providing discounted microchipping and sterilisation

Q1 Program specification developed Q2 Cat registration program commenced Q3 Q4 Rebate program closed Acquittal completed and report prepared

2023/24 budget

$150,000

25

Key result area: Our economy

CORPORATE BUSINESS PLAN 2023-2027 | City of Stirling

26

OUR ECONOMY

Objective: Encourage economic investment

A smart and prosperous City

The City is proud of its current economic profile and we will work hard to advocate and partner with key stakeholders to promote the City’s investment potential. The City will encourage economic investment to create a diverse mix of industries to attract and establish next generation jobs and businesses. Our planning frameworks will be used to support investment and urban regeneration.

Strategy: How will we get there? • Attract and promote investment and partnership opportunities • Advocate, lobby and partner with stakeholders to benefit the community.

Key informing frameworks and plans • Economic and Tourism Development Strategy • Local Planning Strategy.

Services Main Service

Sub-services

FTE

2023/24 net service cost

4.00

$1,014,601

Economic Development

• Tourism promotion and event attraction • Business attraction to enhance economic capacity • Small business support • Advocacy for local business

Other contributing services City Future Projects, Executive Services and Planning Services

Projects

2023/24

2024/25

2025/26

2026/27

Investment Attraction Profile









Develop and create an investment profile to promote local opportunities to highlight the competitive advantages of investing in the City of Stirling

Q1 Identify City-led and private investment opportunities Q2 Q3 Q4 Develop and launch marketing campaign

2023/24 budget

$100,000

27

Objective: Facilitate local business and employment growth

A local business City

With approximately 80,000 jobs across more than 22,000 businesses supporting the local economy, the City is the second largest employment district in WA after the Perth central business district. To help our local industry grow and thrive, we will foster a business-friendly environment, encouraging competition and productivity. We will support an environment that allows our business community to flourish, embracing technology and creating job growth, so that it can propel our economy forward into the future.

Strategy: How will we get there? • Support innovation and entrepreneurship in local business • Make it easier to do business with the City.

Key informing frameworks and plans • Economic and Tourism Development Strategy 2021-2025 • Local Planning Strategy.

Services Main Service

Sub-services

FTE

2023/24 net service cost

Economic Development

• Refer to page 27 for further details

Other contributing services City Future Projects and Planning Services

Projects

2023/24

2024/25

2025/26

2026/27

Stirling Fast Track Phase 2





Increase the functionality of the fast-track process by developing digital assessment forms and processes for medium-density development applications

Q1 New deemed-to-comply online application commenced Q2 Digital assessment forms and online portal for medium density development application completed Q3 All documentation finalised Deemed-to-comply application process is advertised to residents and building industry Q4

2023/24 budget

$130,000

CORPORATE BUSINESS PLAN 2023-2027 | City of Stirling

28

OUR ECONOMY

29

Objective: Attract visitors to our City

A vibrant City

Local neighbourhood centres provide many opportunities where people can meet, shop, create, learn and work that help sustain the wellbeing of our residents and visitors. It is important that the City supports activity and events in these centres so that people can come together to take part in a vibrant community, civic and cultural life. The City of Stirling will showcase our unique tourist attractions and encourage tourism infrastructure development to generate activity and growth to support our economy.

Strategy: How will we get there? • Activate local centres to increase visitor and economic activity • Support the City’s cultural sector to create vibrancy in our local areas

• Encourage and support tourism growth.

Key informing frameworks and plans • Public Art Masterplan.

Services Main Service

Sub-services

FTE

2023/24 net service cost

Arts & Events

• Arts management • Events management

7.60

$1,552,737

Other contributing services Marketing & Communications and Economic Development

Projects

2023/24

2024/25

2025/26

2026/27

City Entry Statements



Install four new entry statements at agreed locations to reflect local history and connection to Country

Q1 Q2 All City entry statements installed, landscaping and lighting completed

Q3 Q4

2023/24 budget

$200,000

2023/24

2024/25

2025/26

2026/27

Event Sponsorships









Sponsor various events in 2023/24 to attract visitors and support local businesses in the City

Q1 Council approval received for sponsorship agreements and financial management Q2 Groundswell Festival 2023 delivered Open Water Canoe World Championships delivered Stirling Business Awards delivered Q3 Fringe Festival 2024 delivered Perth Festival 2024 delivered Q4 Report on outcomes and economic impact

2023/24 budget

$570,000

CORPORATE BUSINESS PLAN 2023-2027 | City of Stirling

30

Projects

2023/24

2024/25

2025/26

2026/27

OUR ECONOMY

Lake Gwelup Community Learning Trails







Build an interpretative trail and installation of public artworks in Lake Gwelup Reserve

Q1 Interpretative trail content development commenced Public art project planning and consultation completed Q2 Signage style guide finalised Q3 Trail content development completed Public art artist procurement Q4 Installation of trail completed Public art installed

$200,000 Partially grant funded

2023/24 budget

2023/24

2024/25

2025/26

2026/27

Local Street Furniture and Mobile Parklets



Install street furniture and/or mobile parklets to activate local centres, improve connection and stimulate economic activity

Q1 Locations selected

Community consultation commenced

Q2 Quotation received

Construction completed Q3 Local centres activated Q4

2023/24 budget

$60,000

‘Araa’ by Artist Addam – Inglewood Oval, Mount Lawley.

31

Key result area: Our built environment

CORPORATE BUSINESS PLAN 2023-2027 | City of Stirling

32

OUR BUILT ENVIRONMENT

Objective: Create unique and liveable neighbourhoods and places

A liveable City

The City of Stirling is recognised for its tree-lined streets, well-planned neighbourhoods and a network of vibrant local centres. It will be important to balance new development and accommodate growth while maintaining the character and heritage of our local areas. We will plan to maintain the amenity of these local areas, ensuring that they are thriving and liveable with a diverse range of housing. We will strategically plan for growth in activity centres and corridors and support the ‘15-minute City’ concept to ensure our community has access to their daily needs close by.

Strategy: How will we get there? • Prioritise growth in local activity centres and corridors • Improve the quality, liveability and identity of local areas • Facilitate diverse housing choice for our community.

Key informing frameworks and plans • Local Planning Strategy • Local planning schemes • Land use structure plans • Heritage Management Strategy.

Services Main Services

Sub-services

FTE

2023/24 net service cost

Building Services

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

17.60

$1,591,778

City Future Projects

• Local Planning Strategy • Integrated transport/planning projects • Urban design advice

8.00

$1,703,106

Planning Services

• Development application assessment and reporting • Pre-lodgement advice • Design review panel service • Subdivision assessments for Western Australian Planning Commission • Local development plan/structure plan assessment and reporting • Strategic land use planning • Amendments to local planning schemes • Heritage protection • Street naming and house numbering • Inspections of private swimming pools and spas

40.50

$5,168,372

Schemes, Policies & Heritage

6.10

$1,089,428

Swimming Pool Inspections

4.00

$127,497

Verge & Crossover Services

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

7.00

$1,190,148

33

Projects

2023/24

2024/25

2025/26

2026/27

Beaufort Street Town Plaza



Upgrade landscaping at the entries to the Beaufort Street car parks, including toilet block relocation, installation of additional seating, feature lighting, new paving, and new and upgraded planting areas

Q1 Construction commenced All works completed

Q2 Q3 Q4

$Nil Budget carried forward

2023/24 budget

2023/24

2024/25

2025/26

2026/27

Local Planning Scheme No.4









Develop Local Planning Scheme No. 4 (LPS4), associated planning polices, local development plans and structure manuals

Q1 Q2 Council approval received for draft LPS4 text and map Q3 Draft LPS4 sent to Western Australian Planning Commission for approval to advertise Q4

2023/24 budget

$341,595

2023/24

2024/25

2025/26

2026/27

Mirrabooka Town Centre Improvements









Develop a plan to resolve parking issues, release additional City land, upgrade the streetscape and create a community garden at Mirrabooka Community Hub

Q1 Community consultation completed

Consultant appointed to design Milldale Way upgrade Q2 Consultant appointed to finalise land valuation and business case for the library car park Vision workshop on town square held Q3 Design workshop on town square held Q4 Report presented to Council on town square Community garden consultation completed Community garden design completed

$414,500 Partially reserve funded

2023/24 budget

2023/24

2024/25

2025/26

2026/27

Scarborough Beach Development Contribution





Prepare a report on development infrastructure contribution options

Q1 Consultation with stakeholders commenced Q2 Report presented to Executive on Scarborough Beach Development Contribution Plan review Q3 Report presented to Council on Scarborough Beach Development Contribution Plan review Q4

2023/24 budget

$100,000

CORPORATE BUSINESS PLAN 2023-2027 | City of Stirling

34

OUR BUILT ENVIRONMENT

Objective: Connect the community through sustainable and integrated transport networks A well-connected City is a successful City – socially, environmentally and economically. As well as providing safe and accessible roads and parking, the City will have a network of cycleways and pathways to encourage residents and visitors to travel in more active and healthy ways. There will be a range of options for mobility, with improved public transport and integrated networks to enhance amenity and activity in local centres.

An accessible and connected City

Objective: What does the City aim to achieve? Connect the community through sustainable and integrated transport networks. Strategy: How will we get there? • Provide and maintain safe, accessible roads and parking • Provide a safe network of cycleways and pathways to link people and places • Advocate for improved public transport options to enhance activity and reduce reliance on vehicle use.

Key informing frameworks and plans • Integrated Transport Strategy • Integrated Cycling Strategy • Rights of Way Management Strategy • Transport Asset Management Plan.

Services Main Services

Sub-services

FTE

2023/24 net service cost

• Construction – roads, drainage, bus shelters, lighting, pathways • Cadastral surveys • Roadworks traffic management

40.00

$2,368,055

Construction Services

11.50

$296,016

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

Design Services

• Subdivision and development control • On-street and off-street parking design • Traffic and transport planning • Road safety • Paths – footpaths and cycleways • Street lighting • Parking controls • Underground power • Cycle networks • Bus shelters

8.60

$5,590,434

Transport Services

35

Projects

2023/24

2024/25

2025/26

2026/27

Hutton Street Extension





Construct a road extension from Hutton Street to Walters Drive as part of the Herdsman Glendalough Structure Plan

Q1 Design completed Q2 Construction tender awarded All permissions in place Q3 City takes possession of the site Q4 Construction commenced

$Nil Reserve funded

2023/24 budget

2023/24

2024/25

2025/26

2026/27

Parking Ticket Machine Replacement









Renewal of parking ticket machines which are nearing end of life

Q1 Q2 Tender specifications finalised Tender advertised Q3 Evaluation of tender submissions completed Q4 Contract awarded

$Nil Reserve funded

2023/24 budget

2023/24

2024/25

2025/26

2026/27

Parking Wayfinding Technology



Identify parking wayfinding technology and install signage at City locations to improve availability of parking

Q1 Q2 Project scope and requirements developed Feasibility study of solutions and technology requirements completed Q3 Locations to implement technology determined

Cost estimated based on location Implementation schedule developed Q4 Installation of technology completed

$Nil Reserve funded

2023/24 budget

Programs Program

Net cost for 2023/24

$2,561,000

Footpaths Program Upgrade and extension of local networks

$1,446,000

Other Infrastructure Renewal Program Provision of traffic management upgrades, road safety and Black Spot improvements, parking improvements, street lighting upgrades and bus shelters Rights of Way Program Upgrade of Rights of Way that have potential for use as public gazetted roads

$3,319,000

$9,259,374

Road Renewal Program Renewal of road resurfacing and road upgrades

CORPORATE BUSINESS PLAN 2023-2027 | City of Stirling

36

OUR BUILT ENVIRONMENT

Objective: Ensure City assets meet current and future community needs With people choosing to spend more time close to home, our public open spaces and facilities are under increasing pressure as our community looks for local places to relax, connect and socialise. The City is proud to have a reputation for delivering exemplary open spaces and facilities for its community. To ensure that this continues, the City will deliver a comprehensive asset management process to provide quality, well-maintained facilities and open spaces that meet the needs of our current and future community.

An attractive and well-maintained City

Strategy: How will we get there? • Provide quality, well-maintained facilities for the benefit of the community • Provide quality, well-maintained sporting reserves, parks and open spaces for the community.

Key informing frameworks and plans • Building Asset Management Plan • Drainage Asset Management Plan • Parks and Open Space Asset Management Plan • Transport Asset Management Plan • Property Strategy.

Services Main Services

Sub-services

FTE

2023/24 net service cost

Asset Management

• Asset management planning • Asset management information • Infrastructure asset valuation

8.00

$1,797,203

Facility Management Maintenance Services Project Management

• Facility management • Building services

14.00

$6,873,053

• Maintenance • Road reserve private works (compliance)

49.00

$43,180,578

• Capital projects • Building projects

11.00

$688,394

Projects

2023/24

2024/25

2025/26

2026/27

Hamersley Community Hub





Staged delivery of a new community hub at Stirling Leisure Centres – Hamersley in Aintree Eglinton Reserve to improve access to activities, events, programs and services

Q1 Hamersley Community Hub Plan reviewed

Mountain bike trail design consultation completed Q2 Needs assessment on future clubroom and facility with stakeholders commenced Q3 Library kiosk feasibility and operational plan completed Q4 Office redesign, landscape upgrading, art and park furniture installation completed

2023/24 budget

$200,000

37

Projects

2023/24

2024/25

2025/26

2026/27

Hamersley Public Golf Course Redevelopment





Development of the golf pavilion into a modern facility providing a wide range of golf activities and a two-level automated driving range

Q1 Contract awarded Q2 Demolition of existing pavilion completed Construction of golf pavilion and driving range commenced Q3 Blockwork for golf pavilion completed Q4 Civil structure for golf pavilion and driving range completed

$Nil Reserve funded

2023/24 budget

2023/24

2024/25

2025/26

2026/27

Redevelopment of Stirling Leisure Centres – Terry Tyzack Aquatic Centre – Inglewood Redevelopment to include a new outdoor changeroom facility, design of geothermal heating and centralised administration and reception area









Q1 Ceramic tiling completed, plumbing services installed Installation and commissioning of plant equipment Q2 Final fit-off and pool commissioning Practical completion and opening of outdoor pools Q3 Q4 Minor entrance works, landscape upgrades Stage 3 design complete, including geothermal heating and splashpad

2023/24 budget

$1,105,000

2023/24

2024/25

2025/26

2026/27

Sportsfields Sustainability Renovation









Improve the standard of turf surfaces for the City’s high-use sports fields and playing surfaces

Q1 Comprehensive renovation program developed Q2 Spring renovation program completed Q3 Q4 Autumn renovation program completed Project evaluation completed

2023/24 budget

$986,314

2023/24

2024/25

2025/26

2026/27

Stirling City Centre







Develop a Land Staging Plan for Stirling City Centre

Q1 Consultation with the Public Transport Authority for bus lanes commenced Q2 Land Staging Plan reported to Council Q3 Report on Hertha Road remediation scoping study presented to Council Q4

2023/24 budget

$350,000

2023/24

2024/25

2025/26

2026/27

Subdivision Development Works



Subdivide City’s landholdings in Scarborough, Westminster and Yokine into individual residential lots for disposal

Q1 Engineering contractor appointed Q2 Subdivision works contractor appointed Q3 All clearances issued Project completed Q4

$Nil Budget carried forward

2023/24 budget

CORPORATE BUSINESS PLAN 2023-2027 | City of Stirling

38