City of Stirling Corporate Business Plan

Corporate Business Plan 2022–2026

Corporate Business Plan 2022–2026

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 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.

Contents

Message from the Mayor and the Chief Executive Officer

6 9

Integrated Planning and Reporting Framework

About this Plan

10 11 12 13 15 16 18 26 32 40 46

Reporting performance

Council

Organisational structure

Our vision

Corporate Business Plan 2022-2026 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 54 Informing strategies and plans: Risk Management Framework 55 Informing strategies and plans: Workforce Plan 56 Informing strategies and plans: Long Term Financial Plan 57 Informing strategies and plans: Asset Management Framework58 Federal and state government key strategies and plans 59 City of Stirling 2022/23 Budget 61

CORPORATE BUSINESS PLAN 2022–2026 | City of Stirling

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 2022-2026, which details how we plan to deliver the objectives and strategies set in our 10-year Strategic Community Plan, ‘Sustainable Stirling 2022-2032’.

With over 223,000 residents, the City of Stirling is the largest local government in Western Australia by population. With our community’s best interests in mind, we strive to meet the changing needs of our residents into the future. Following a major review of the City’s long-term strategic community plan, the new Sustainable Stirling 2022-2032 outlines an ambitious and achievable vision to be ‘a sustainable City with a local focus’. This Corporate Business Plan 2022-2026 maps out the services, projects and programs we will deliver over the next four years to achieve this vision. The City will invest in a range of projects to support the community and create a sustainable future. This includes assistance for people who are experiencing homelessness, public art projects, a safer communities CCTV initiative and preparing a plan for community infrastructure in the Stirling City Centre. Grants will be provided to support business innovation and sponsorship for major events to attract visitors and create activity in our local centres. Ongoing investment into major projects, including Stage 2 of the Terry Tyzack Aquatic Centre redevelopment, renewal of the North Beach Soccer Club (Federally funded), design and construction of a new facility for the Carine Cats Ball Club, and an escalation of our solar panel installation program are planned in 2022/2023.

The Corporate Business Plan 2022-2026: • Links each of the services, projects and programs to the strategic objectives found in Sustainable Stirling 2022-2032 and includes the resourcing allocated to these • Provides an overview of the structure of the Council and the organisation • Outlines how the City will measure and report on its progress and achievement against the Plan. The Corporate Business Plan 2022-2026 provides a best practice approach to accountability, transparency and integrated planning and reporting. This transparency in reporting has once again been recognised at the 2022 Australasian Reporting Awards, with the City of Stirling receiving the Gold Award for the eighth consecutive year for excellence in transparency and reporting for our 2020/21 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 City with a focus on supporting our local community. The Corporate Business Plan 2022-2026 turns these priorities into action to achieve the vision in Sustainable Stirling 2022-2032 and will ensure we create a bright future for everyone in the City of Stirling – the City of Choice.

Mark Irwin City of Stirling Mayor

Stuart Jardine PSM Chief Executive Officer

CORPORATE BUSINESS PLAN 2022–2026 | City of Stirling

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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 performances 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 (the City) Integrated Planning and Reporting Framework.

Plans for the future

Measuring performance

Informing strategies

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

Community outcomes

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

Objectives Strategies

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

City performance

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

Service delivery Project delivery Program delivery

Annual budget Annual plans

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ABOUT THE CITY OF STIRLING

About this Plan

Reporting performance Reporting progress towards the achievement of the objectives in the Strategic Community Plan 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.

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 2022-2026:

• States the City’s long-term vision, mission and values • Links the strategic objectives listed in the Strategic Community Plan 2022-2032, which was reviewed in 2022, 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 2022/23 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, 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 2022/23 financial year • Provides the City’s 2022/23 financial year budget overview. The City of Stirling’s Corporate Business Plan 2022–2026 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 our vision.

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 the 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

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ABOUT THE CITY OF STIRLING

Council With approximately 223,000 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.

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 the Council.

Mayor Mark Irwin StirlingPerthWa_Map.pdf 1 19/9/19 8:46 am

Community & Customers

Yanchep

Council

C

Perth

M

Y

CM

Ocean Indian

MY

Chief Executive Officer

CY

Perth

CMY

K

Fremantle

Strategy & Performance

Governance

Community Development

Corporate Services

Planning & Development

Infrastructure

Doubleview Ward

Balga Ward

Coastal Ward

Hamersley Ward

Lawley Ward

Osborne Ward

Inglewood Ward

Corporate Information Services

Community Safety

Engineering Services

City Future

Facilities, Projects & Assets

Community Services

Finance Services

Development Services

Deputy Mayor Cr Stephanie Proud JP

Cr Andrea Creado

Cr Felicity Farrelly

Cr Chris Hatton

Cr Joe Ferrante

Cr Lisa Thornton

Cr Bianca Sandri

Customer & Communications

Human Resources

Parks & Sustainability

Recreation & Leisure

Waste & Fleet

Cr Michael Dudek

Cr Elizabeth Re

Cr Tony Krsticevic

Cr Karlo Perkov

Cr Suzanne Migdale

Cr Teresa Olow

Cr David Lagan

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OUR VISION

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

Siren by Goji Dance Collective YM | PHOTOGRAPHY

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Corporate Business Plan 2022–2026 at a glance

OUR VISION

The Corporate Business Plan outlines the services, projects and programs that the City of Stirling will undertake in 2022–2026. These are outlined under each of the key result areas and in alignment with the strategic objectives listed in the City’s updated Strategic Community Plan 2022–2032.

Our community

Our economy

Our built environment

Our built environment

Our natural environment

Our leadership

Services • Arts & Events • Economic Development. Projects • Business Innovation Grants • City Entry Statements • Event Sponsorship • Place Activation Funding • Promoting Natural Areas • Sunset Coast Explorer • Small-Business-Friendly Approvals.

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

Programs • Building Renewal Program • Citywide Park Asset Refurbishment • Community Parklands Upgrades • Drainage Program • Footpaths Program • Irrigation Program • Minor Capital Replacement Program • Other Infrastructure Renewals • Rights of Way Program • Road Renewal Program • Sports Reserves Infrastructure.

Services • City Trees • Container Deposit Scheme • Conservation & Wildlife • Open Space & Parks Development • Parks & Streetscapes • Resource Recovery • Sustainability • Waste Operations. Projects • Coastal Hazard Risk Management and Adaptation Planning • Living Green Schools Fund • Million Trees Initiative • Recycling Centre Balcatta Redevelopment • Sustainable Energy Action Plan • Urban Forest Plan • Waterwise Councils. Programs • Energy Improvement Program • Minor Capital Replacement.

Services • Compliance, Risk & Information Management

Services • Aged Care Services

• Community Development • Emergency Management • Environmental Health • Family Services • Leisure Services • Libraries & Lifelong Learning • Multicultural Engagement • Security Services • Youth & Children Development. Projects • Aged Care Regulatory Changes • Community Collaborations Fund • Hamersley Community Hub • Homelessness Strategy • Inglewood Town Centre Children’s Activation Project • Jackadder Lake Reserve Playspace • Kaleidoscope Initiative • Macaulay Park, Inglewood – Recreational Upgrades • Nyoongar Signage • Public Art Project • Safer Communities CCTV Initiative • Stirling City Centre – Community Infrastructure Plan • Stirling Local History. Programs • Minor Capital Replacement Program. • Parking Services • Ranger Services • Recreation Facilities

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

• Human Resources Operations • Human Resources Services • Marketing & Communications • Project Management Office & Business Systems • Purchasing, Procurement & Contracts • Rates & Receivables • Strategy & Performance • Technology Services • Workplace Health & Safety. Projects • Biannual Printed Ward Newsletters • Citywide Safety Risk Specialist Resourcing • Customer Contact Centre Software Upgrade • In-vehicle Management System • Learning Management System Development • Residential Collection – Onboard Truck Management System • Tech1 SaaS • Workforce Plan. Programs • CIS Technology Projects and Upgrades Program • Fleet Replacement Program. • Enhancements to Webchat • Industrial Relations System Transition

• Schemes, Polices & Heritage • Swimming Pool Inspections • Transport Services • Verge & Crossover Services. Projects • Carine Baseball Club Renewal • Grindleford Reserve Sports Floodlighting Upgrade • Hamersley Public Golf Course Redevelopment • Local Planning Scheme No. 4 • North Beach Soccer Club Renewal • Parking Improvement Initiatives • Redevelopment of Stirling • Robinson Reserve Masterplan • Scarborough Beach Redevelopment Area Normalisation • Subdivision Development Works • Stirling City Centre Osborne Park Precinct Plan • Stirling Emergency Services Premises. Leisure Centres – Terry Tyzack Aquatic Centre – Inglewood

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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

Our Community

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 • Youth Framework.

Services Services Aged Care Services

Sub-services

FTE 2022/23 net service cost

58.93

$2,534,278

Community care services Community day clubs Community food services

13.26

$2,070,060

Aboriginal community 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

15.29

$729,597

Family Services Community collaborations Stirling Women’s Centre Safe at Home Naala Djookan Healing Centre

65.71

$9,544,934

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

Libraries & Life long Learning

Multicultural Engagement

3.00

$204,479

Youth & Children Development

Youth development Childhood development

5.60

$687,778

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OUR COMMUNITY

Projects

Projects

2022/23

2023/24

2024/25

2025/26

2022/23

2023/24

2024/25

2025/26

Nyoongar Signage

Aged Care Regulatory Changes

Implement dual naming or renaming of City places with Nyoongar names on signage

Q1 Engagement with internal stakeholders and Elders completed to select suitable locations and names Q2 Public consultation completed and Landgate approval received Q3 Council approval received Q4 Project implementation commenced

Updating the City’s current business and IT systems to comply with the recommendations of the Aged Care Royal Commission

Q1 Information and data analysed Q2 Implementation commenced Q3 Implementation completed Q4

2022/23 budget allocation to the project

$ 40,000

2022/23

2023/24

2024/25

2025/26

2022/23 budget allocation to the project

$ 25,000

Community Collaborations Fund

2022/23

2023/24

2024/25

2025/26

Public Art Project

This project aims to build the capacity of community members by providing grants for programs that meet the City’s social planning objectives

Q1 Collaboration Grant and Get to Know Your Neighbour applications advertised Q2 Collaboration Grants awarded Q3 Get to Know Your Neighbour applications processed Q4 Grant monies acquitted and outcomes communicated

Install public artworks in Jackadder Lake Reserve in Woodlands and Lake Gwelup Reserve as part of implementation of City’s Public Art Masterplan

Q1 Q2 Aboriginal community and internal working groups consulted Q3 Artist for Jackadder Lake appointed Q4 Artwork design concepts for Jackadder Reserve produced Artist for Lake Gwelup appointed

2022/23 budget allocation to the project

$ 35,000

2022/23

2023/24

2024/25

2025/26

Homelessness Strategy

This project will connect people experiencing homelessness to various support services for their primary care

Q1 External agencies engaged to undertake outreach work in the City Q2 Q3 Services, processes and data collection reviewed Q4 Final report from the contractor produced

2022/23 budget allocation to the project

$ 100,000

2022/23

2023/24

2024/25

2025/26

Stirling Local History

Record local history by conducting interviews with senior residents and installing street signage with local history information

Q1 History interview sites and street names researched and selected Q2 History interviews recorded Street signs installed Q3 Sound recordings uploaded to City’s website Q4

2022/23 budget allocation to the project

$ 98,000 Partially grant funded

2022/23

2023/24

2024/25

2025/26

Inglewood Town Centre Children’s Activation Project

This project aims to engage with local schools to design artwork and to activate Inglewood Town Centre

Q1 Q2 Engagement with schools completed Artwork designed Q3 Artwork installed Q4

2022/23 budget allocation to the project

$ 20,000

2022/23 budget allocation to the project

$ 15,000

2022/23

2023/24

2024/25

2025/26

Kaleidoscope Initiative

This project will create partnerships between skilled migrants and local businesses to build a diverse workforce

Q1 Application for incorporation submitted Q2 Kaleidoscope Board established

Transition plan to the Kaleidoscope Board developed

Q3 Q4 Fully independent entity established

City of Stirling fully transitioned out of role as facilitator of Kaleidoscope Initiative

2022/23 budget allocation to the project

$ 36,880 Partially grant funded

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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.

Projects

2022/23

2023/24

2024/25

2025/26

Hamersley Community Hub

An active and healthy City

To provide improved amenities, signage and information to services at the Hamersley Community Hub

Q1 Scope of deliverables finalised Q2 Priorities determined Q3 Wayfinding signage installed Q4 Park furniture installed and specified amenities improved

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.

Key informing frameworks and plans • Public Open Space Strategy 2021–2031.

2022/23 budget allocation to the project

$150,000

2022/23

2023/24

2024/25

2025/26

Jackadder Lake Reserve Playspace

Upgrade of exercise equipment and landscaping for Jackadder Lake Reserve Playspace

Q1 Consultation on landscape plan and playspace design commenced Q2 Request for quotation for playground and exercise equipment Q3 Contractor engaged and stage one of the project commenced Q4 Stage 1 completed

Services Services

Sub-services

FTE 2022/23 net service cost

$2,798,581

Food safety Disease control Premises inspection and licensing of buildings Environmental protection Public safety Health education and promotion Development control: statutory health compliance

Environmental Health

15.52

2022/23 budget allocation to the project

$ 35,000

2022/23

2023/24

2024/25

2025/26

Macaulay Park, Inglewood – Recreational Upgrades

To improve recreational amenities and increase surveillance in Macaulay Park by installing a CCTV system

Q1 CCTV procurement brief finalised

Recreation improvement concept design completed

Q2 Community consultation undertaken Q3 Community consultation completed Q4 CCTV system installation started

$6,389,295

Leisure planning Club development Beach services

Leisure Services

19.70

2022/23 budget allocation to the project

$100,000 Partially grant funded

2022/23

2023/24

2024/25

2025/26

Stirling City Centre – Community Infrastructure Plan To undertake gap analyses of sports and recreational facilities for the future

Hamersley Public Golf Course Learn to Swim Leisure and sports programs Special facility projects Health and fitness Facility hire Aquatics

$7,234,623

Recreation Facilities

111.59

Q1 Analysis of existing provision completed Recommendations developed Q2 Draft needs assessment report completed and presented to the Executive team Workshop for Elected Members to review the needs assessment report undertaken

Other contributing services Open Space & Parks Development

Q3 Q4

2022/23 budget allocation to the project

$56,535

Programs Program

Net cost for 2022/23

$257,473

Minor Capital Replacement Program Provides funding for the replacement of existing equipment that has reached its end of life

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OUR COMMUNITY

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 • Public Parking Implementation Strategy.

Services Main Services Emergency management

Sub-services

FTE 2022/23 net service cost

Emergency management

0.5

$173,762

Parking Services

Parking services Education and engagement activities

12.15

$472,293

18.50

$3,130,398

Ranger Services

Ranger services Animal care facility Companion animal management

Security Services

Neighbourhood patrols Technical security services

22.75

$58,625

Other contributing services Swimming Pool Inspections

Projects

2022/23

2023/24

2024/25

2025/26

Safer Communities CCTV Initiative

Install and upgrade City’s CCTV network and equipment

Q1 CCTV mobile trailer procurement begins Q2 CCTV rebate program launched Q3 CCTV mobile trailer delivered and commissioned CCTV record-keeping initiatives for 2022/23 completed Q4 CCTV rebate program completed and report submitted CCTVs installed or upgraded in all selected locations for 2022/23

2022/23 budget allocation to the project

$ 215,000 Partially grant funded

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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.

Our Economy

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 2021–2025 • Local Planning Strategy.

Services Main Service Economic Development

Sub-services

FTE 2022/23 net service cost

Tourism promotion Event attraction

4.0

$925,384

Local business attraction Small business support Advocacy for business

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

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OUR ECONOMY

Objective: Facilitate local business and employment growth 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.

Projects

2022/23 2023/24

2024/25

2025/26

Business Innovation Grant

A local business City

To provide grants to small businesses to stimulate entrepreneurship and employment generation

Q1 Q2 Grant program promoted and grants awarded Q3 Q4 Grant acquittal process completed

2022/23 budget allocation to the project

$55,000

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.

2022/23 2023/24

2024/25

2025/26

Place Activation Funding

To facilitate activation and rejuvenation of local areas by sponsoring Town Teams and providing shopfront improvement grants

Q1 Place activation funding grant guidelines released Q2 Shopfront improvement grant promoted Q3 Shopfront improvement grant awarded Q4 Deliverables and outcomes communicated Acquittal of grant and sponsorship completed

Services Main Services Economic Development

2022/23 budget allocation to the project

$190,000

Sub-services

FTE 2022/23 net service cost

Refer to page 27 for further details

2022/23 2023/24

2024/25

2025/26

Small-Business-Friendly Approvals

Other contributing services City Future Projects, Planning Services

To improve customer service by streamlining assessment of online development applications

Q1 Stirling Fast-Track Project – Phase 1 launched Q2 Stirling Fast-Track Project – Phase 2 commenced Q3 Q4 Identification of further improvements commenced

2022/23 budget allocation to the project

$75,000

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OUR ECONOMY

Objective: Attract visitors to our City

Projects

2022/23 2023/24 2024/25

2025/26

City Entry Statements

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.

A vibrant City

To upgrade the City of Stirling entry statements with Nyoongar elements, Aboriginal connection to Country and community art components

Q1 Q2 Newly designed entry statements manufactured Q3 Q4 Entry statements installed

2022/23 budget allocation to the project

$200,000

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 • Arts and Events Plan • Strategic Approach to Place Activation.

2022/23 2023/24 2024/25

2025/26

Event Sponsorship

This project will sponsor events in the City to attract tourists and stimulate the local economy

Q1 Unisport Nationals held Q2 Groundswell Festival 2022 held Q3 Australian Beach Volleyball held Perth Festival 2023 held Q4 Australian Surf Life Saving Championships 2023 held BMX National Round held Final report on economic impact of sponsored events submitted

Services Main Services Arts & Events

Sub-services

FTE 2022/23 net service cost

Arts management Events management Grants and sponsorship

$2,576,409

7.60

2022/23 budget allocation to the project

$616,600

2022/23 2023/24 2024/25

2025/26

Refer to page 27 for details on sub-services, FTE and 2022/23 net service cost

Economic Development

Promoting Natural Areas

Develop a nature trail app to promote and market the City’s natural areas

Q1 App supplier selected Q2 Design work for trails completed Q3 App tested and marketing campaign launched Q4 App launched

Other contributing services Marketing & Communications

2022/23 budget allocation to the project

$80,000

2022/23 2023/24 2024/25

2025/26

Sunset Coast Explorer

The City of Stirling will sponsor the Sunset Coast Explorer bus during the summer period of 2022/23

Q1 Promote service Q2 Sponsorship provided

Summer promotion campaign Q3 School holiday promotion campaign Q4 Sunset Coast Explorer bus report submitted

2022/23 budget allocation to the project

$35,000

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OUR BUILT ENVIRONMENT

Objective: Create unique and liveable neighbourhoods and places 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.

A liveable City

Our Built Environment

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 2022/23 net service cost

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

16.60

$1,803,180

Building Services

Local Planning Strategy Integrated transport / planning projects Urban design advice Development application assessment and reporting Pre-lodgement advice Design review panel service Subdivision assessments for Western Austra lian 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 Verge permits and verge and tree bonds Crossover installation determination Crossover subsidy determination Verge treatment installation determinations

6.00

$1,418,195

City Future Projects

40.50

$4,673,393

Planning Services

6.10

$1,273,842

Schemes, Policies & Heritage

Swimming Pool Inspections

4.00

$124,145

7.00

$1,172,134

Verge & Crossover Services

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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.

Projects

2022/23

2023/24

2024/25

2025/26

Local Planning Scheme No. 4

An accessible and connected City

To prepare a new Local Planning Scheme No. 4 to meet the City’s statutory obligations

Q1 Workshop with DPLH Q2 Scope submitted to Council for approval Q3 Q4 Report to Council for approval to advertise draft Local Planning Scheme No. 4

2022/23 budget allocation to the project

$120,000

2022/23

2023/24

2024/25

2025/26

Scarborough Beach Redevelopment Area Normalisation This study will identify the necessary infrastructure required for the area east of the West Coast Highway and how it will be funded

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.

Q1 Consultant appointed Q2 Q3 Report on funding model finalised Q4 Report endorsed by the Executive Team

2022/23 budget allocation to the project

$100,000

2022/23

2023/24

2024/25

2025/26

Stirling City Centre – Osborne Park Precinct Plan To deliver a local development plan that will identify built form guidelines, new road connections and community infrastructure

Services Main Services Construction Services

Q1 Consultant appointed Q2 Q3 Final report on the infrastructure strategy completed Q4 Internal communication completed

Sub-services

FTE 2022/23 net service cost

40.00

$3,345,184

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

2022/23 budget allocation to the project

$25,000

10.50

$265,957

Design Services Road design

Rights of Way design Traffic management design Drainage design

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

7.60

$5,322,582

Transport Services

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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.

Projects

2022/23

2023/24

2024/25

2025/26

Parking Improvement Initiatives

An attractive and well-maintained City

To review additional parking needs and explore ways to manage limited time restricted parking spaces

Q1 Consultants appointed to develop parking plan Consultant appointed to conduct parking utilisation survey of local neighbourhood centres Landholder consultations on parking and access improvements undertaken Q2 Consultant report on parking utilisation survey re ceived Q3 License Plate Recognition System installed Q4 Parking plan report adopted by Council Report on parking and access improvements submitted to Council

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 • Asset Management Strategy • Property Strategy.

2022/23 budget allocation to the project

$170,000 Partially reserve funded

Programs Program

Services Main Services Asset Management Facility Management Maintenance Services Project Management

Net cost for 2022/23

$1,636,500

Footpaths Program Extension and upgrade of the local footpath network Renewal of existing park path assets at the end of economic life Other Infrastructure Renewals Traffic management upgrades, road safety and Black Spot improvements, parking improvements, street lighting upgrades and bus shelters Rights of Way Program Upgrade Rights of Way that have potential for use as publicly gazetted roads

Sub-services

FTE 2022/23 net service cost

8.00

$1,532,078

Asset management planning Asset management information Infrastructure asset valuation

$935,000

Facility management Building services

14.00

$10,609,462

$1,962,862

Maintenance Road reserve private works (compliance)

49.20

$40,281,509

$7,440,558

Road Renewal Program Road resurfacing and road upgrades

Capital projects Building projects

12.00

$638,616

6.00

$395,881

Property Services Property management

Property analysis and strategy

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Projects

Projects

2022/23

2023/24

2024/25

2025/26

OUR BUILT ENVIRONMENT

2022/23

2023/24 2024/25 2025/26

Carine Baseball Club Renewal

Robinson Reserve Masterplan

Demolition of the existing store facility and replacement with a new build club room for the Carine Cats Baseball Club

Q1 Procurement completed Q2 Construction commenced Q3 Practical completion achieved Q4 Handover completed

To implement Robinson Reserve Masterplan by replacing existing clubroom and changeroom buildings with new buildings for the local cricket and AFL clubs

Q1 Concrete walls installed Q2 Practical completion achieved

Q3 Q4

2022/23 budget allocation to the project

$345,923 Partially grant funded

2022/23 budget allocation to the project

$400,000

2022/23

2023/24

2024/25

2025/26

Grindleford Reserve Sports Floodlighting Upgrade

2022/23

2023/24 2024/25 2025/26

Stirling Emergency Services Premises

To provide 100lx LED sports floodlighting to north and south fields

Q1 Tender advertised Q2 Contractor appointed Q3 Works completed Q4

Purchase of land and construction of a facility for the Stirling Emergency Services

Q1 Commercial property availability search Q2 Report to Council to endorse purchase of preferred property Q3 Settlement of property Q4 Building refurbishment scope and design prepared Tender for construction work appointed

2022/23 budget allocation to the project

$Nil Fully grant funded

2022/23

2023/24

2024/25

2025/26

Hamersley Public Golf Course Redevelopment

To develop a 2-level automated driving range and a modern facility that will provide for a range of golf activities

Q1 Q2 Q3 Q4

2022/23 budget allocation to the project

$Nil Fully grant funded

2022/23

2023/24 2024/25 2025/26

Subdivision Development Works

To subdivide City’s landholdings in Scarborough (Bazaar Terrace), Westminster (Edale Way) and Yokine (Virgil Avenue) into individual residential lots for disposal

Q1 Subdivision works specifications and documentation completed Q2 Request for quotation advertised and contractor appointed Q3 Works on site completed Q4

2022/23 budget allocation to the project

$Nil Project deferred to later years

2022/23

2023/24

2024/25

2025/26

North Beach Soccer Club Renewal

Refurbishment of changerooms and additional storage

Q1 Construction tender advertised Q2 Contractor endorsed by Council Q3 Construction commenced Q4 Construction completed

2022/23 budget allocation to the project

$Nil Carry forward from 2021/22

Programs Program

2022/23 budget allocation to the project

$Nil Fully grant funded

Net cost for 2022/23

2022/23

2023/24

2024/25

2025/26

Redevelopment of Stirling Leisure Centre – Terry Tyzack Aquatic Centre - Inglewood Replacement of the ageing facilities with new plant room and equipment, new 10-lane 50m pool with 4-lane 25m extension, pool concourse and lounge area

$1,702,000

Building Renewal Program To renew building assets at end of life

Q1 Existing pools demolished Q2 Concrete structural works commenced Q3 New pool structure built Q4 Concourse concrete paving installed

$2,270,800

Citywide Park Asset Refurbishment Program Renewal of existing park assets at the end of their economic life Park assets include playgrounds, barbecues, seating, drink fountains, fencing, concrete paths, park signs, etc. Community Parklands Upgrade Program Improvements to community parklands to ensure public open space is attractive and functional for the surrounding communities Drainage Program Upgrade of drainage systems to accommodate stormwater runoff Irrigation Program Renewal of existing park irrigation systems at the end of economic life

2022/23 budget allocation to the project

$2,700,000 Partially grant funded

$985,000

$3,740,000

$2,078,000

Minor Capital Replacement Program Various minor capital replacement works

$240,800

Sports Reserve Infrastructure Program Renewal of existing sports reserve infrastructure assets at the end of economic life

$815,000

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OUR NATURAL ENVIRONMENT

Objective: Transition to net zero emissions Local government has a key role to play in contributing to national and international emissions reduction targets. In recognition of this, the City has set targets and a clear direction to reduce carbon emissions. We all have our part to play and the City will support our community and work with other levels of government to take action to reduce emissions and create a more sustainable future.

An energy-smart City

Our Natural Environment

Strategy: How will we get there? • Improve the City’s energy management and maximise energy efficiency • Increase the City’s generation, storage and use of renewable energy supplies • Support, engage and guide our community to transition to net zero emissions.

Key informing frameworks and plans • Sustainable Energy Action Plan 2020–2030.

Services Main Services Sustainability

Sub-services

FTE 2022/23 net service cost

5.00

$834,306

Policy and strategy development Capacity building Program development and coordination Engagement and consultation Monitoring, analysis and reporting

Other contributing services All other City services

Projects

2022/23

2023/24

2024/25 2025/26

Sustainable Energy Action Plan

 

Implementation of the Sustainable Energy Action Plan (SEAP) will include sustainable energy planning and community education initiatives

Q1 Consultants appointed for electric vehicle (EV) feasibility study and solar carpark study Q2 Home sustainability support service started EV feasibility study completed Q3 Consultant appointed for renewable energy study SEAP annual report provided to Council Q4 Energy workshops completed Renewable energy study completed

2022/23 budget allocation to the project

$123,400

Programs Program

Net cost for 2022/23

$1,007,000

Energy Improvement Program This program seeks to reduce the City’s reliance on traditional sources of electricity and increase usage of sustainable energy by installing solar photovoltaic (PV) cells and solar batteries

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