City of Stirling Digital Strategy

Digital Strategy 2025 - 2028 1 July 2025

Acknowledgement of Country Ngalak kaadatj Nyoongar nedingar wer birdiya, baalap barn boodja-k wer kaaratj boodja-k koora koora wer yeyi. Ngalak kaadatj baalabang malayin wer nakolak baalap yang ngalany-al City of Stirling dandjoo Nyoongar moort-al kolbang koorliny. City of Stirling kaadatj Nyoongar moort Nyoongar boodja-k Wadjak boodja-k, Mooro boodja-k. The City of Stirling acknowledges the Wadjak people of the Nyoongar nation as the traditional custodians of Mooro country. We pay our respects to Aboriginal and Torres Strait Islander Elders past and present, for they hold the memories, the traditions, the culture and the hopes for Aboriginal Australia. The City is committed to forging stronger relationships and a deeper respect for Aboriginal and Torres Strait Islander Australians. By acknowledging and respecting the diversity and history of our Aboriginal and Torres Strait Islander community, we will continue to realise our vision for reconciliation.

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Table of Contents

A message from the Chief Executive Officer

3

Integrated Planning and Reporting Framework

4

The Digital Strategy 2025-2028

6

Our digital aspiration

7

Our digital purpose

7

Embedding the City’s values in our Digital Strategy

8

The core outcome: support operational excellence

8

The five key Digital Focus Areas

9

Focus Area 1. – Our customers (community)

10

Focus Area 2. – Our people

12

Focus Area 3. – Data and business intelligence foundations

14

Focus Area 4. – Technology

16

Focus Area 5. – Cybersecurity

18

A new way of working

20

What does success look like?

22

Performance monitoring of digital outcomes

23

Digital Governance Model

24

Appendix – Measures of success

26

Appendix – Table of Definitions

29

Appendix – Related Plans, Frameworks and Legislation

30

A message from the Chief Executive Officer The City of Stirling is Western Australia’s largest local government by population, providing over 200 services to our residents, ratepayers, businesses and diverse community. Our mission is to serve our community by delivering efficient, responsive and sustainable services.

The Digital Strategy will leverage technology to better serve and connect our community through our digital platforms, guiding our transition to a smarter, more efficient and connected City.

This Strategy will: •

•

•

Create a digital environment that allows all systems to operate harmoniously

Enable unity across systems for a smoother digital experience and increased productivity

Lead with people-focused technology solutions.

This Strategy puts people at the core of every digital initiative. It is about making our processes work for our people, so we can achieve our vision to be a sustainable City with a local focus. It is important that we all get on board and maximise the benefits of technology – your technology. Together, we will build a capable and efficient City that strives for continuous improvement.

regards Stev

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Integrated Planning and Reporting Framework In 2011, the Western Australian Government introduced legislation requiring local governments to prepare an Integrated Planning and Reporting Framework.This framework requires the development of a ‘Plan for the Future’, comprising a 10-year Strategic Community Plan, a four-year Corporate Business Plan and other associated informing plans.

Plan for the future

Measuring performance

Resource plans

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

Community outcomes

Long-Term Financial Plan Asset Management Plan Workforce Plan Digital Strategy 2025–2028

principles Objectives Strategies

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

City performance

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

Annual budget Annual plans

Service delivery Project delivery

Diagram 1 – City of Stirling Integrated Planning and Reporting Framework

The City’s Digital Strategy will be a key informing plan of the City’s Integrated Planning and Reporting Framework.

Alignment with the Strategic Community Plan The Digital Strategy supports the delivery of the City’s strategic community plan, Sustainable Stirling 2022–2032, by linking directly with the ‘Our Leadership’ key result area and the objective ‘Strive for operational efficiency, effectiveness and continuous improvement’. This alignment is aimed at driving improvement and innovation to build capacity and increase efficiency and effectiveness across the City’s operations. The Digital Strategy will also help to deliver the outcome to be a capable and efficient City. By leveraging digital technologies, the City aims to enhance its governance, customer service and operational processes. This will result in a more responsive and agile organisation that can better meet the needs of its community. Integration with the Corporate Business Plan The Digital Strategy is integrated with the Corporate Business Plan 2025–2029, detailing the digital services, projects and programs that the City will deliver over the next four years. This aims to provide transparency over the plans we have made and the resourcing that will be required to enhance efficiency, improve service delivery and foster community engagement through modern technology and innovation. It supports our goals of sustainable growth and creating a resilient, connected and forward-thinking City.

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The Digital Strategy 2025–2028

This is a people-first Digital Strategy. The City of Stirling is growing quickly. Residents, businesses and visitors expect efficient services and need flexible and user-friendly access to City services across multiple channels and devices. As our community expands, our digital landscape and employees must evolve to meet these demands.

To keep up with rising expectations, we need to strive for operational excellence: • • •

Our people need to be agile and responsive. Access to smart, secure and modern technologies will boost service delivery and optimise city

We need to become a data-driven organisation to strengthen decision-making and improve service delivery with advanced analytics. We need to provide user friendly digital platforms that allow our community to easily access and manage services independently. This will enhance convenience and efficiency for everyone

We need to prioritise security and privacy as

we embrace new data and technologies. Maintaining a strong cybersecurity posture will foster trust, ensuring residents, businesses and our people feel secure and confident in the City’s digital systems.

operations to the expected quality

This people-centred Digital Strategy will guide the City of Stirling’s transition to a smarter, more efficient and connected City with five focus areas: • Our customers (community) Connected, inclusive and digitally enabled • Data and Business Intelligence Foundations Driving excellence for smarter City operations • Cybersecurity Futureproofing privacy and secure systems.

• Our people

• Technology

Empowering Team Stirling to lead, transform and excel

Empowering our people with modern and advanced solutions

Our digital aspiration

“Smart, connected and secure”

Smart Cities thrive on the seamless integration and connection of people, processes, technology, data and security. This improves resource management, enables smarter decision-making and provides efficient services - meeting the evolving needs of our community and driving progress towards a smarter future for all.

Our digital purpose

“Working at the City of Stirling is seamless and engaging with the City is effortless”

As a customer-focused City, we eliminate digital friction by ensuring interactions with the City are smooth and engaging for all; we create user-friendly digital platforms, integrate services and provide 24/7 online access to essential services. As a people-centred City, we equip and enable our people to succeed in their roles and provide high-quality, secure and efficient services, ensuring customer delight at every interaction.

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Embedding the City’s values in our Digital Strategy We are building digital principles into the City’s culture, embedding it in everything we do to elevate how we connect, collaborate and serve our community.

Approachable: Ensuring our digital tools and channels are user-friendly, intuitive and accessible to our community and our teams, providing a welcoming and supportive experience.

Responsive: Choosing the right, cost-effective technologies while making data-driven decisions to benefit the community, promote sustainability and prioritise the security and privacy of all stakeholders, creating a trustworthy digital environment.

Transparent: Maintaining clear and open communication about digital initiatives, processes and data usage, building confidence with the community through accountability and visibility.

Innovative: Embracing cutting-edge technologies and creative solutions to continuously improve digital services, adapt to changing needs and drive forward-thinking advancements in customer service and enablement of our people.

The core outcome: support operational excellence Operational excellence is the outcome of deliberate, coordinated action across the five strategic focus areas. Each area contributes uniquely to streamlining operations, improving service delivery and building a digitally mature, resilient City. People, processes, technology and data form the foundation of our digital transformation. Together, they enable the City to operate with precision, agility and foresight.

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Agile methodologies

Leadership & vision

People Who we do it for Who does it

Process How work is done

Digital skills & training

Customer centricity

Data-driven decision making

Collaboration & communication

Data

Technology What work is done with

Cybersecurity

Architecture Integration Infrastructure

Diagram 2 – City of Stirling’s Operational Excellence Framework

We will achieve operational excellence by transforming how we serve our community, make decisions and operate internally. This includes: 1. Improving digital customer services Meeting today’s expectations and needs by delivering seamless, customer-centric digital services 2. Turning data into insights Driving actionable decisions and enhancing service delivery, whether that is financial, people or asset 3. Evolving the back office Streamlining and automating back-office operations.

The five key Digital Focus Areas

1. Our customers (community) Drive excellence by reducing

2. Our people

3. Data and business

intelligence foundations Enable real-time, insight driven decisions that reduce waste, improve forecasting and optimise resource allocation

Empower our people with tools and skills to work smarter, not harder (reducing process time and increasing consistency)

service friction, increasing accessibility and enabling self-service, which reduces operational load

4. Technology

5. Cybersecurity

Provide scalable, integrated systems that improve collaboration, reduce duplication, automate routine tasks and increase agility

Protect operational continuity and build trust, ensuring that

digital services remain resilient and compliant.

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Focus Area 1 Our customers (community)

Putting our community at the centre of a seamless and inclusive digital experience

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Our community’s expectations are evolving and so are we. This focus area is about reimagining how we connect with and serve our customers, ensuring every interaction is simple, inclusive and meaningful. Whether online or in person, we are committed to delivering services that are accessible, responsive and built around the real needs of our community.

With over 243,000 residents and 23,500 businesses, the City needs a dynamic, connected digital ecosystem.To serve our diverse population, the City recognises the importance of varying technology needs across generations and backgrounds.

Guiding principles: 1. Digital first, not digital only

3. Deliver seamless end-to-end experiences We aim to provide consistent, intuitive and connected experiences across all digital touchpoints, reducing friction and improving satisfaction 4. Accessibility and inclusion We design with accessibility in mind from the start, ensuring our services are usable by all members of our community, regardless of ability or background. We aim to bridge the literacy divide through our community, fostering digital literacy and assisting those in need. • C3. On-demand support Providing on-demand support via digital channels, we ensure the efficient handling of customer enquiries and a sense of reliability and responsiveness that consistently meets customer needs • C4. Knowing our customer and personalised interactions By leveraging data-driven insights to offer tailored, relevant experiences to customers, enhancing personalised engagement and fostering greater customer advocacy.

We prioritise digital channels as the primary way our community interacts with us, while ensuring inclusive alternatives remain available for those who need them 2. Customer-centric design We embed co-design and user research early and often, ensuring solutions are shaped by real needs, preferences and lived experiences

Outcomes • C1. Channels of choice

By enabling customers to engage with the City through their preferred channels and at their preferred time, across all service offerings and catering to diverse demographics and preferences. We ensure a more inclusive, convenient and responsive service experience tailored to the needs of the entire community • C2. Seamless self-service By providing easy and efficient access to all City services online with a seamless customer experience, driving autonomy and self-service

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Focus Area 2 Our people

Empowering our people for a digitally confident City

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As we move towards becoming a leading digital organisation, the City is committed to empowering its people to succeed in an ever-evolving digital landscape. We will create an environment where innovation, agility and seamless service delivery are at the heart of everything we do. This will allow our people to meet the changing needs of our community while enhancing operational efficiency and collaboration.

Team Stirling is at the heart of our transformation. As we adopt new technologies and ways of working, we are investing in the skills, culture and leadership needed to thrive in a digital-first environment. This focus area is about supporting our workforce as we transform — building confidence, capability and a shared sense of purpose in delivering better outcomes for our community. Digital literacy programs to build data confidence and innovation skills across all levels of the organisation will help our people at all levels of experience to thrive in the digital age. We will support and uplift those with less experience through those that are already digitally savvy 2. Curiosity and innovation anchored within our culture By embedding experimentation, continuous learning and cross-functional teamwork to build a Team Stirling that is digitally enabled and can navigate the future with confidence Guiding principles: 1. Digital capability building Outcomes • P1. Modern workplace for flexibility and collaboration By implementing digital collaboration tools and cloud platforms that will empower and support our teams with seamless communication, knowledge sharing and responsible data sharing. This will ensure our people can work securely from anywhere, fostering inclusivity, adaptability and a culture of belonging • P2. Enable efficiency and reduce process time By having fit-for-purpose tools and streamlined digital processes, we reduce manual and time-consuming tasks and enable our people to lift productivity and work seamlessly from any location, at any time

3. Future-ready workforce An adaptable, supported and diverse workforce is key to sustainable business outcomes. We will ensure we invest in the right mix of skills and embed modern work practices to meet future people and business needs 4. Wellbeing and inclusion By embedding wellbeing and inclusion into our transformation journey, we will create a workplace that is diverse and feels supported to innovate through having practices and tools in place to adapt to the changing work environment.

• P3. Enhance consistency in service experiences

By standardising processes and leveraging existing digital platforms we will enhance consistency, reliability and ensure uniform, high-quality service delivery across all business units • P4.Tech-savvy and innovative By developing digital literacy across the City and fostering an innovative mindset and environment, so our people are proficient and prepared for future challenges. We will ensure our teams are equipped with new technologies and can effectively use data, focusing on compliance with relevant legislation through expert support networks and learning opportunities. We will also create an environment where our people can experiment and pilot new technologies to enhance service delivery.

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Focus Area 3 Data and business

intelligence foundations

Data-driven excellence for smarter City operations

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As our City embraces digital transformation, the ability to harness data effectively is becoming a cornerstone of informed decision making. While data and business intelligence (BI) tools are well established in many sectors, they represent a growing area of focus within our City.

This focus area is about laying the groundwork — governance, infrastructure and culture – to ensure data becomes a trusted, strategic asset across all departments that drives future growth, innovation and sustainability.

Clean Ensuring data is standardised, validated, accurate and reliable.

Accessible Enabling data to be easily accessed and shared across

Secure Implementing security measures to protect data at rest and in-transit and ensure compliance with privacy and regulatory standards.

Accurate Maintaining consistent and accurate

data to inform all decision-making processes.

systems, empowering our people to serve the community efficiently.

Future state of data at the City of Stirling: •

• When it comes to data, we want our house in order. Through this Digital Strategy, we will fully implement the City’s vision for data.

Through the City’s previous Data Strategy, the City has embedded a vision for data, which is to have clean, accessible, secure and accurate data so we can serve our customers efficiently and proactively

Guiding Principles: 1. Unified data environment

3. Data governance and quality

Enabling consistent, secure and accessible information across the City 2. From data collection to insights Our goal is to move beyond siloed data collection and storage toward integrated analytics that support proactive service delivery and community engagement. Self-service BI platforms and

We will establish clear data governance frameworks to ensure data quality, privacy and ethical use – building trust in how we manage and apply information 4. Alignment with broader strategies Aligning with national and state strategies to build a data-driven, digitally capable local government that contributes to Australia’s broader smart city and open data ecosystem. • D3. Actionable insights By employing advanced analytics models for forecasting, coupled with improved reporting and interactive dashboards, we will unlock new insights by utilising the vast data in our central data platform • D4. Data governance and compliance By establishing a centralised data governance framework to ensure data quality, security and compliance with relevant legislation (e.g., Private and Responsible Information Sharing (PRIS)). This framework will focus on reducing data redundancy, collecting only necessary data and ensuring efficient and compliant data retrieval.

dashboards will enable staff at all levels to access real-time insights and make data-informed decisions

Outcomes • D1. Trusted, reliable data By switching from partially sharing data between systems and cleaning data, to treating data and insights as the ultimate goal. We will implement standardised data formats and protocols that ensure data accuracy, consistency and completeness. Systems will serve as the backbone of leveraging data effectively • D2. Integrated data By integrating systems, Internet of Things and operational technologies to streamline workflows, we will enable real-time data sharing, increase data trust and enhance collaboration and service delivery across the City

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Focus Area 4 Technology

Empowering the City with modern, connected and secure solutions

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The City’s technology strategy embraces innovation to drive operational efficiency, enhance service delivery and build a sustainable, connected community.

By integrating operational technologies (OT), Internet of Things (IoT) and artificial intelligence (AI) we aim to deliver seamless services for residents, business and visitors, while enabling our people to work smarter.

Guiding principles: 1. Best tool for the City

4. Next-generation tools adoption: a. Artificial intelligence

This means smart investments, standardising platforms and consolidating systems into existing enterprise solutions, including OT and IoT devices. By doing so the City will be able to work more efficiently, simplify operations and lower costs 2. Interoperability Ensure systems and technologies can work seamlessly together, allowing for easy integration and collaboration across different platforms and devices 3. Technology governance Robust governance will ensure that technology investments align with strategic goals. Through clear policies, architecture principles and accountability structures, we will manage risks, drive value and ensure ethical, sustainable use of technology 4. Next-generation tools adoption The City adopts a risk-based, optimistic approach to emerging technologies, prioritising practical value over cutting-edge solutions. The integration of modern OT, IoT and AI will continue to evolve, driving smarter, data-driven decisions and improving service delivery

Initially focusing on everyday responsible and ethical AI for back-office and front-office functions, we will progressively advance to game-changing AI through proof of concepts. This approach will enable smarter, proactive solutions for maintenance, sustainability, service optimisation and community engagement, driving innovation while addressing future challenges effectively b. Smart city technologies The increasing use of IoT sensors and OT will deliver great services, operational efficiency and enable the collection and analysis of real-time data for efficient planning and management c. Digital twins The progressive use of virtual models of our infrastructure and urban environments will enable better planning and management and will increase possibilities of engagement with our community d. Cloud computing and edge computing Enabling remote work, anytime anywhere access, cost-efficiency and improved service delivery speed.

Outcomes: • T1. Maximise value

• T3. Scalable flexible systems and infrastructure

By maximising the use of existing products and their licensing. Consolidate disparate systems, including OT and IoT devices, into the best tool for the City, with integrated, streamlined solutions that improve operational efficiency, reduce complexity and technology friction for our people • T2. Innovation By leveraging emerging technologies and new ways of working across the City, enabling faster, smarter and more cost-effective operational systems and service delivery

By adopting cloud native services to enable flexible, scalable technology that supports business outcomes, growth, innovation and cost optimisation • T4. Automated Solutions By streamlining workflows and optimising processes before paperless digitisation, leveraging automation and integrated systems to minimise manual tasks. This will enable faster decision-making, task completion and boost overall productivity while ensuring that processes are standardised for consistent, high-quality service delivery.

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Focus Area 5 Cybersecurity

“It takes a City” Proactive protection as a shared responsibility

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As digital services expand across our City, so too does the need for robust, adaptive cybersecurity. Our City is entering a new phase of maturity – moving beyond foundational protections toward more proactive, intelligence driven approaches. This focus area reflects our commitment to safeguarding community data, ensuring service continuity and building trust in our digital infrastructure. Guiding principles: 1. Cybersecurity as a shared responsibility We are fostering cyber awareness across staff, leadership and community stakeholders, recognising that cybersecurity is a whole-of organisation priority 2. Secure by design Outcomes • CS1. High-level security compliance By implementing robust cybersecurity frameworks and ensuring continuous monitoring to meet industry standards and regulatory requirements for IT, OT and IoT, safeguarding sensitive data and maintaining compliance with privacy laws • CS2. Rapid incident response protocols By developing and testing efficient incident response plans for IT, OT and IoT to ensure a swift and coordinated reaction to potential cyber threats, minimising the impact of security breaches and restoring operations as quickly as possible Integrate security into the lifecycle, ensuring that applications, systems and tools are built with security in mind from the outset

“It takes a City” is crucial to our strategy, emphasising cybersecurity and privacy as shared responsibilities. This approach is preparing Team Stirling for new threats and keeps systems resilient. By further integrating security into our culture, we will not only protect systems and data but also mitigate human risks through comprehensive training programs, empowering our personnel to actively contribute to the City’s security.

3. Governance and compliance Our approach aligns with the Australian and Western Australian cybersecurity strategies, ensuring we meet expectations while tailoring solutions to our local needs 4. Future-focused investments We are investing in scalable, cloud-based security platforms and exploring partnerships for threat intelligence sharing, ensuring our defences evolve alongside emerging threats. • CS3. Sensible risk-based approach By adopting a sensible, risk-based approach to cybersecurity, prioritising resources and mitigation efforts based on the potential impact and likelihood of threats. This includes aligning security measures with the City’s most critical assets and vulnerabilities while minimising disruptions to operations • CS4. Embedding cybersecurity into culture and values By ensuring our people and our community are well informed about cybersecurity threats and consistently follow best practices to protect sensitive information, embedding cybersecurity awareness into the City’s culture and values.

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A new way of working

Successful digital transformation is built on strong strategic partnerships and a culture of collaboration. To stay ahead of rapid technological change, we are evolving how we work — fostering deeper collaboration both within the organisation and with external partners. Our approach is underpinned by an innovation ecosystem that brings together people, technology, programs and culture to drive co-design, knowledge sharing and continuous improvement.

Reality & Illusion I-IV Pamela Gaunt in collaboration with Apparatus 2024 Image courtesy: Soco Studios

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We will achieve this through: • Business and IT collaboration

• Agile operations We will adopt agile ways of working that allow us to respond quickly to emerging needs, new technologies and changing

We are aligning digital initiatives with business priorities through shared decision making and early engagement. As we transition from a decentralised model to a co-led, partnership approach, IT will evolve into a Technology Centre of Excellence acting as a strategic digital enabler. This model ensures the right expertise is applied at the right time, reduces complexity, increases agility and empowers teams to innovate. IT’s involvement will scale with the complexity of initiatives, ensuring strategic alignment, utilisation of technology investments and better business outcomes • Customer-centric design We will actively involve our customers early and throughout the design process to ensure the solutions we deliver are tailored to their real needs. By embedding co-design practices, we will collaborate directly with the people who use our services — ensuring that what we create is both fit for purpose and fit for use. This approach helps us build more intuitive, inclusive and effective digital experiences that truly reflect the expectations of our community

community expectations. This approach enables us to respond quickly to emerging needs, shifting priorities and evolving technologies. By delivering solutions in smaller, focused increments, we can test, learn and adapt in real time — ensuring that each stage of delivery adds value and remains aligned with user needs. This approach will allow us to deliver value faster and more efficiently • Strategic vendor partnerships We will collaborate with leading technology providers to access proven solutions, accelerate innovation and maximise the value of our technology investments. These partnerships will also bring in short-term expertise to uplift our internal capabilities and support continuous learning • Collaboration with research and government agencies We will strengthen partnerships with universities, TAFEs and government agencies to tap into cutting-edge research, emerging technologies and new talent. These collaborations will help us pilot innovative ideas, apply research in practical ways and explore new models of service delivery.

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What does success look like?

Success is achieved by the realisation of outcomes in each focus area. Ultimately, success is a smart, connected and secure City where technology and data seamlessly integrate to deliver efficient services and a great experience for our people, residents businesses and visitors through innovation, inclusivity and self-service options. Our governance model and key performance measures against the focus areas ensure that we can track progress and maintain alignment with our strategic goals.

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Performance monitoring of digital outcomes To ensure the success of the Digital Strategy, it is essential to establish a robust performance monitoring framework. This framework will include clear metrics, regular measurement intervals and defined targets to track progress and ensure that the City is heading in the right direction. The success of the Digital Strategy will be measured and reported bi-annually. This regular monitoring will allow for timely identification of any issues and enable prompt corrective actions. Additionally, an annual review will be conducted to assess overall progress and make any necessary adjustments to the strategy. Metrics and targets To effectively measure the success of the Digital Strategy, the following key performance indicators (KPIs) will be tracked: 1. Operational efficiency 2. Service effectiveness 3. Continuous improvement

Metrics such as the reduction in manual tasks, time saved through process automation and improvements in data management will be monitored. Targets will be set to achieve a specific percentage reduction in manual tasks and time saved within the first year

Metrics such as customer satisfaction scores, response times and the accuracy of data analytics and reporting will be tracked. Targets will include achieving a certain level of customer satisfaction and reducing response times by a specific percentage

Metrics such as the number of new technologies adopted, the number of staff trained in digital skills and the implementation of best practices will be monitored. Targets will be set to adopt a certain number of new technologies and train a specific percentage of staff within the first year.

Baseline measures Baseline measures will be established at the start of the Digital Strategy implementation to provide a reference point for tracking progress. These baseline measures will include current levels of operational efficiency, service effectiveness and continuous improvement. By comparing the baseline measures with the quarterly and annual performance data, the City will be able to determine if it is heading in the right direction and make any necessary adjustments to the strategy. Reporting and accountability Regular reports on the performance of the Digital Strategy will be presented to the City’s leadership team and relevant stakeholders. These reports will include detailed analysis of the KPIs, progress towards targets and any corrective actions taken. This transparent reporting process will ensure accountability and enable informed decision making to drive the success of the Digital Strategy.

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Digital Governance Model The City’s Digital Governance Model ensures clear leadership, accountability and oversight in driving the Digital Strategy. It brings together cross-functional teams to lead digital initiatives, with clearly defined roles, responsibilities and reporting structures to drive accountability, transparency and effective decision making.

Integrated Planning and Budgeting

Tech Projects Prioritisation Group

Digital Steering Committee

Data Management Group

IOT Reference Group

Architecture Review Group

Digital Steering Committee The Digital Steering Committee (DSC) is the central governing body responsible for overseeing the Digital Strategy. It is composed of senior leaders and key stakeholders from across the City’s departments. The primary functions of the DSC include: • Strategic oversight • Decision making • Performance monitoring

Providing strategic direction and guidance to ensure the Digital Strategy aligns with the City’s overall objectives and priorities

Making key decisions related to the allocation of resources, prioritisation of projects and resolution of issues that may arise during the implementation of the Digital Strategy

Regularly reviewing progress against the Digital Strategy’s objectives and KPIs to ensure targets are being met and

identifying areas for improvement.

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Reporting structure Other groups and teams within the City report to the DSC to ensure a coordinated and cohesive approach to the implementation of the Digital Strategy. The reasons for this reporting structure include: • Alignment • Collaboration • Resource management

Ensuring that all digital initiatives and projects are aligned with the overall Digital Strategy and the City’s strategic objectives

Facilitating collaboration and communication between different departments and teams, ensuring that best practices are shared and that digital initiatives are integrated across the organisation

Enabling effective management and allocation of resources, ensuring that digital projects are adequately funded and staffed to achieve their objectives.

• Accountability

Establishing clear lines of accountability for the delivery of digital projects and initiatives, with the DSC providing oversight and support

The City will monitor the progress of the strategy through specific measures and report the outcomes on a bi-annual basis.

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Appendix – Measures of success Success will be measured by

Focus Area Our community

Outcome

Goal

Metric

C1. Channels of choice

• Increasing percentage of customer interactions through their preferred digital channels • Customer satisfaction ratings for each channel improves. • Drive increasing usage rate of online services • Reduction in processing time for service requests. • Lower the average response time for customer inquiries • Increase the resolution rate of issues handled through digital channels. • Improved accuracy and relevance of personalised recommendations • Customer satisfaction with personalised interactions. • Adoption rate of collaboration tools • Effectiveness of remote work arrangements. • Reduction in manual tasks • Increase in productivity resulting from the use of advanced digital tools. • The increase in productivity resulting from streamlined processes • Increase in employee satisfaction with the standardised processes.

Multiple integrated contact methods, including real time options.

C2. Seamless self-service

All services available online.

C3. On-demand support

The digital customer experience is highly automated with real time responses for basic inquiries. Personalisation is emerging, with tailored recommendations based on customer data, but not yet fully real-time or 360-degree views. Collaboration tools will be widely used, enabling real time, streamlined remote work. Our people have access to suitable digital tools with significant automation in place. as their tasks become more streamlined and less time-consuming, fostering a sense of accomplishment and productivity. Workflows will be streamlined and decision making will be faster due to improved digital literacy and ongoing training. Our people feel more empowered and motivated

C4. Knowing our customer and personalised interactions

Our people

P1. Modern workplace for flexibility and collaboration P2. Enable efficiency and reduce process time

P3. Enhance consistency in service experiences

P4. Tech-savvy and innovative

• Improvement in digital literacy • The impact of training on the speed and quality of decision making.

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Focus Area

Outcome

Goal

Metric

Data and BI foundations

D1. Trusted, reliable data

• Accuracy and completeness of data • Data standards implemented at source • Effectiveness of validation processes. • Complete integration of core systems • Efficiency of data sharing across the City. • Increasing percentage of dashboards and BI tools used • Impact of actionable insights on decision making.

Data accuracy and well-established validation processes

D2. Integrated data

All the core systems are fully integrated and data sharing is seamless.

D3. Actionable insights

BI tools are widely adopted to deliver real time, actionable insights. Introduction to advanced analytics models to

support deeper decision making.

D4. Data governance and compliance

• Regular review and approval of data governance policies,

Clear policies, practices and accountability across all data streams and teams. Data governance will be robust, integrated and proactive, ensuring security and compliance.

management practices and processes in accordance with legislation and the City’s review timelines • Compliance will be measured in line with WA Government initiatives and PRIS timelines for best practice.

Technology

T1. Maximise value

• ROI and increase in productivity resulting from system consolidation.

Consolidated systems into enterprise investments measurable ROI and productivity increase.

T2. Innovation

• Adoption rate of new technologies and the impact on operational efficiency.

Legacy systems replaced with modern technologies.

T3. Scalable, flexible

• Adoption rate of cloud services and the scalability and flexibility of the cloud infrastructure.

Cloud-first approach well embedded. All services in cloud unless not possible.

systems and infrastructure

T4. Automated solutions

• Level of process automation and the reduction in manual work.

Key processes would be automated, with minimal manual work, AI-driven automation could be present in some processes.

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Focus Area

Outcome

Goal

Metric

Cybersecurity

CS1 High-level security compliance

• Compliance rate with cybersecurity standards and the effectiveness of continuous monitoring. • Sustained Maturity 3, with elements of Maturity 4. • Response time to security incidents and the effectiveness of incident response plans.

The cybersecurity framework will be

robust with continuous compliance monitoring.

CS2. Rapid incident response protocols

Efficient incident response plans in place. Simulations increasingly tighter with less lessons learned as the simulations occur.

CS3. Sensible risk-based approach

• Effectiveness of the risk-based approach and the alignment of security measures with critical assets.

There is a risk-based approach in place, progressing towards fully coordinated and advanced.

CS4. Embedding

• Level of cybersecurity awareness and engagement among employees.

Cybersecurity awareness within our people will be strong, with high employee engagement and vigilance.

cybersecurity into culture and values

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Appendix – Table of Definitions

Term or Expression

Meaning

Artificial Intelligence (AI)

• Intelligent systems that analyse data, automate processes and support better decision making to improve community services.

Corporate Business Plan

• A medium-term plan (four years) that operationalises the Strategic Community Plan, providing actionable steps and resources required to deliver on the community’s vision and priorities.

Cybersecurity

• A robust framework to safeguard sensitive data and systems, ensuring trust and resilience across the City’s digital platforms.

Data and business intelligence (BI)

• The process of managing, analysing and interpreting data to enable informed decision making, optimise services and identify trends that drive innovation and community outcomes.

Data analytics

• The process of extracting insights from data to drive informed decision making, optimise services and enhance operational efficiency.

Emerging technologies

• Advanced tools and innovations that enable smarter decisions and improve operations, including AI, IoT, OT and data analytics.

Internet of Things (IoT)

• A network of connected devices that share data to improve operations, enhance decision making and create smarter urban services.

Operational technologies (OT)

• Systems and technologies that monitor and control physical devices and infrastructure, optimising efficiency and performance.

Partnerships

• Collaborative relationships between internal and external stakeholders, including business units, IT departments, technology vendors, universities and government agencies to drive better outcomes through shared efforts and expertise.

Smart technologies

• Digital tools and systems that improve urban services, enhance connectivity and optimise City operations to create a more efficient and intelligent environment.

Strategic Community Plan

• A long-term plan (10 years) that sets out the community’s vision, aspirations and priorities, serving as a foundation for aligning the City’s goals and services with the needs of its people.

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Appendix – Related Plans, Frameworks and Legislation In addition to the Digital Strategy 2025-2028, several key plans, strategies and frameworks guide the City’s approach to digital transformation and service delivery: 1. Strategic Community Plan (SCP) – Sustainable Stirling 2022–2032: The City’s highest-level strategy, setting the long-term vision for the community over a 10-year period 2. Corporate Business Plan: An operational plan with a four year outlook that outlines how the City will deliver and resource the goals set out in the SCP. It provides the detailed actions, timelines and resources required to meet the expectations and priorities of the community as defined in the SCP 3. Other Informing Strategies and Plans: These include the Local Planning Strategy, Long-Term Financial Plan, Asset Management Plan, Workforce Plan, Customer Service Plan, Risk Management Plans and Service Plans. Collectively, these strategies provide a foundation for decision making, resource allocation and the integration of digital initiatives across the City’s operations 4. Data and Digital Government Strategy (Digital Transformation Agency): Vision for 2030: Deliver “simple, secure and connected public services” through world-class data and digital capabilities 5. WA Government Cybersecurity Policy 2024: Specifies the measures WA Government entities are required to undertake to prevent a cybersecurity incident, respond to an incident and restore business operations 6. Private and Responsible Information Sharing Act 2024 (PRIS): Aims to protect the personal information of Western Australians and facilitate the responsible sharing of government information 7. WA Government Artificial Intelligence Policy and Assurance Framework: Specifies the principles that must be applied by WA Government agencies who are developing or using AI tools 8. The Western Australian Digital Strategy: Aims to change the way government works and make it easier for people and businesses to interact with the WA Government. These interconnected strategies and plans support the Digital Strategy 2025-2028 and ensure alignment with regulatory requirements, enabling the City to deliver high-quality, secure and efficient services to the community.

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“Together we innovate. Together we succeed.”

Administration Centre 25 Cedric Street Stirling WA 6021

This information is available in alternative formats on request. Please contact the Customer Contact Centre on (08) 9205 8555. Telephone (08) 9205 8555 | Enquiries www.stirling.wa.gov.au/enquiries | Web www.stirling.wa.gov.au | /citystirlingwa

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