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
CORPORATE BUSINESS PLAN 2022–2026 | City of Stirling
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