Corporate Business Plan: 2024-2028

Corporate Business Plan

2024–2028

Acknowledgement of Country

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

CORPORATE BUSINESS PLAN 2024–2028 | City of Stirling

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CORPORATE BUSINESS PLAN 2024–2028 | City of Stirling

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Contents

Message from the Mayor and Chief Executive Officer Integrated Planning and Reporting Framework

7 9

About this plan

10 11 12 13 15 16 18 26 32 42 50

Reporting performance

Council

Organisational structure

Our vision

Corporate Business Plan 2024–2028 at a glance Key result area: Our community Key result area: Our economy Key result area: Our built environment Key result area: Our natural environment

Key result area: Our leadership Informing strategies and plans: Local Planning Strategy Informing strategies and plans: Risk Management Framework Informing strategies and plans: Strategic Workforce Plan Informing strategies and plans: Long-Term Financial Plan Informing strategies and plans: Asset Management Framework

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61

62 63 65 66

Federal and State Government key strategies and plans

City of Stirling 2024/25 Budget

Capital works program

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CORPORATE BUSINESS PLAN 2024–2028 | City of Stirling

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ABOUT THE CITY OF STIRLING

Message from the Mayor and Chief Executive Officer

The City of Stirling is proud to present the City’s Corporate Business Plan 2024–2028, which details how we plan to deliver our 10-year Strategic Community Plan, ‘Sustainable Stirling 2022–2032’.

With over 243,000 residents, the City of Stirling is the largest local government in Western Australia by population. Guided by our community’s values, we are committed to delivering on the vision set out in Sustainable Stirling 2022–2032, to be ‘a sustainable City with a local focus’. In 2023/24, the City conducted a minor review of Sustainable Stirling 2022–2032 in accordance with the State Government’s Integrated Planning and Reporting Guidelines. During this review, it was reaffirmed that the priorities and objectives outlined in the plan remain a key focus for our community. The Corporate Business Plan 2024–2028 addresses these objectives and how we will achieve them through the services, projects and programs we will deliver over the next four years. In 2024/25, we will see the delivery of major projects that benefit the community and contribute to a sustainable future. These initiatives include completion of the redevelopment of Hamersley Public Golf Course, investigating the feasibility of an environmentally sensitive coastal boardwalk from Trigg to Scarborough, and distributing over $1.1 million in community grants to support individuals and community groups. We will maintain our investment in major event sponsorship, attracting world-class events to our City. This will in turn drive increased visitation, vibrancy in our local centres and economic growth. Significant funding is planned for building

improvements including the Grindleford Reserve Balcatta Soccer Club Facility, Wembley Downs Tennis Club and Henderson Environment Centre — all incredibly important facilities for our community. The Corporate Business Plan 2024–2028: • Provides an overview of the structure of the Council and the organisation • Links each of the services, projects and programs to the strategic objectives found in Sustainable Stirling 2022–2032 and the resourcing allocated to these • Outlines how the City will measure and report on its progress and achievement against the plan. The Corporate Business Plan 2024–2028 provides a best practice approach to accountability and transparency through our integrated planning and reporting. The City has once again been recognised for excellence at the 2024 Australasian Reporting Awards, receiving Best in Sector and its tenth consecutive Gold Award for our 2022/23 Annual Report. Along with the Annual Report, the City will report on the progress of projects and service performance to Council on a quarterly basis. At the start of 2024, Stevan Rodic took on the role of the City’s CEO, marking a change in leadership for the City. Through a collaborative and values driven approach, we are looking forward to the future and working with our community to be a sustainable City with a local focus.

Mark Irwin City of Stirling Mayor

Stevan Rodic Chief Executive Officer

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CORPORATE BUSINESS PLAN 2024–2028 | City of Stirling

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ABOUT THE CITY OF STIRLING

Integrated Planning and Reporting Framework

Western Australian State Government legislation requires 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 as expressed in the vision. Under the Integrated Planning and Reporting Framework, it is also obligatory for local

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

Plans for the future

Measuring performance

Informing strategies

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

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

Community outcomes

Objectives Strategies

Economic and Tourism Development Strategy Land Asset Action Plan Community Infrastructure Plan

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 this plan

In everything the City does, it will make the very best use of its finite resources to achieve the greatest possible benefit for the community.

The Corporate Business Plan 2024–2028: • States the City’s long-term vision, mission and values • Links the strategic objectives listed in the Strategic Community Plan, Sustainable Stirling 2022–2032 (reviewed in 2024) 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 2024/25 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 plans, 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 2024/25 financial year • Provides the City’s 2024/25 financial year budget overview. The City of Stirling’s Corporate Business Plan 2024–2028 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.

CORPORATE BUSINESS PLAN 2024–2028 | City of Stirling

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ABOUT THE CITY OF STIRLING

Reporting performance Reporting progress towards the achievement of the objectives in our Strategic Community Plan, Sustainable Stirling 2022–2032 and the Corporate Business Plan is an important part of the City’s Integrated Planning and Reporting Framework. The City uses the Annual Report to inform the community of its achievements and progress.

The City of Stirling has adopted a ‘balanced scorecard’ approach to measure the progress, performance and quality of the planned projects and services that are outlined in the Corporate Business Plan. This balanced scorecard will measure the City’s service performance across five key areas: Customer service Indicators will be used to measure customer and community satisfaction through independent surveys and internal analysis of efficiencies when dealing with customer correspondence. Financial Standard accounting practice indicators such as budget variances will be used to measure the performance of revenue, operational expenditure and capital expenditure. 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 the 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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Council With approximately 243,000 residents, the City of Stirling is the largest local government in Western Australia by population. The City is divided into seven wards, each represented by two Elected Members. The City of Stirling has 14 Councillors and a popularly elected Mayor.

Carine

Hamersley

Watermans Bay

Mayor Mark Irwin

Balga

Balga Ward

Yanchep

Hamersley Ward

Mirrabooka

North Beach

Balcatta

Karrinyup

Westminster

Perth

Trigg

Gwelup

Stirling

Nollamara

Dianella

Coastal Ward

Doubleview

Inglewood Ward

Indian Ocean

Osborne Ward

Perth

Innaloo

Yokine

Doubleview Ward

Scarborough

Tuart Hill

Lawley Ward

Osborne Park

Fremantle

Joondanna

Woodlands

Coolbinia

Inglewood

Wembley Downs

Glendalough

Menora

Churchlands

Herdsman

Wembley

Mount Lawley

Balga Ward

Coastal Ward

Doubleview Ward

Hamersley Ward

Osborne Ward

Lawley Ward

Inglewood Ward

Cr Andrea Creado

Cr Rob Paparde

Cr Chris Hatton

Cr Lisa Thornton

Cr Damien Giudici

Deputy Mayor Cr Suzanne Migdale

Cr Stephanie Proud JP

Cr Joe Ferrante

Cr Michael Dudek

Cr Tony Krsticevic

Cr Elizabeth Re

Cr Karlo Perkov

Cr Teresa Olow

Cr David Lagan

CORPORATE BUSINESS PLAN 2024–2028 | City of Stirling

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ABOUT THE CITY OF STIRLING

Organisational structure The City of Stirling comprises four directorates: Community Development, Corporate Services, Infrastructure, and Planning & Development. These have been designed to deliver the vision and priorities outlined in Sustainable Stirling 2022–2032. 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.

Community and customers

Council

Chief Executive Officer

Strategy & Performance

Governance

Community Development

Corporate Services

Planning & Development

Infrastructure

Corporate Information Services

Community Safety

Engineering Services

City Future

Facilities, Projects & Assets

Community Development

Finance Services

Development Services

Customer & Communications

Human Resources

Parks & Environment

Property & Commercial Services

Recreation & Leisure Services

Waste & Fleet

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CORPORATE BUSINESS PLAN 2024–2028 | City of Stirling

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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

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Corporate Business Plan 2024–2028 at a glance

The Corporate Business Plan outlines the services, projects and programs that the City of Stirling will undertake in 2024–2025. These are outlined under each of the key result areas and in alignment with the strategic objectives listed in the City’s Strategic Community Plan, Sustainable Stirling 2022–2032.

Our community

Our economy

Our built environment

Services • Arts & Events • Economic Development. Projects • Christmas Lights • City Entry Statements Landscaping & Lighting • Coastal Boardwalk Feasibility Study • Community Learning Trails • Event Sponsorship • Investment Attraction.

Services • Asset Management • Building Services • City Future Projects • Engineering Construction Services • Engineering Design Services • Engineering

Services • Active Communities • Community Partnerships • Community Planning & Projects • Community Services • Emergency Management • Environmental Health • Hamersley Public Golf Course • Leisure Services • Libraries & Community History • Ranger Services • Recreation Facilities • Safer Stirling.

Maintenance Services • Facility Management • Open Space Design & Projects • Parks & Streetscapes • Planning Services • Project Management

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

Projects • Bushfire Risk Mitigation • CCTV Projects

• Crowded Place Assessment • Macaulay Park, Inglewood — Recreational Upgrades.

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AT A GLANCE

Our built environment

Our natural environment

Our leadership

Projects • Bowling Clubs Future Directions Plan • Hamersley Public Golf Course Redevelopment • Hutton Street Extension • Local Planning Scheme No4 • Local Planning Strategy Review • Mirrabooka Town Centre Improvements • Parking Wayfinding Technology • Preventative Drainage Maintenance • Property Redevelopment for Commercial Tenancies • Redevelopment of Stirling Leisure Centres — Terry Tyzack Aquatic Centre — Inglewood • Scarborough Precinct Planning & Management Framework • Sportsfield Sustainability Renovation Programs • Building Renewal Program • City Wide Park Asset Refurbishment Program • Community Parklands Upgrade Program • Drainage Program • Footpaths Program • Irrigation Program • Other Infrastructure Renewals Program • Rights of Way Program • Road Renewal Program • Sports Reserve Infrastructure Program. • Stirling City • Subdivision Development Works.

Services • City Trees • Conservation & Wildlife • Resource Recovery • Sustainability • Waste Operations. Projects • City Greening Initiative

Services • Compliance, Risk & Information Management • 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 • Property Services • Purchasing, Procurement & Contracts • Rates & Receivables • Strategy & Performance • Technology Services • Workplace Health & Safety. Projects • Community Grants Program • Human Resources Information System Implementation • Industrial Relations Plan • Local Focus Fund • New Website. Programs • CIS Technology Projects and Upgrades Program • Fleet Replacement Program.

• Energy Smart City Support • Gnangara Waterwise Council • Recycling Centre Balcatta Redevelopment • Tree Retention and Planting on Development Sites. Programs • Energy Improvement Program • Coastal Hazard Risk Management & Adaptation Program.

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Key result area: Our community

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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

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

Key informing frameworks and plans • Access and Inclusion Plan

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

Services Main services

Sub-services

FTE

2024/25 net service cost

• Community partnerships and projects • Strengthening communities • Community planning and projects • Social impact and policy • Senior services • Civic kitchen, canteens and catering • Community food services • Care finder • Volunteer services • Age-friendly communities • Library and information services • Lifelong learning programs and projects • Community history services

22.86

$2,752,029

Community Partnerships Community Planning & Projects Community Services

8.00

$1,598,912

59.21

$3,443,276

65.71

$11,704,453

Libraries & Community History

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CORPORATE BUSINESS PLAN 2024–2028 | City of Stirling

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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.

An active and healthy City

Strategy: How will we get there? • Facilitate a range of recreation and leisure opportunities for everyone in the City • Facilitate and advocate for the provision of a range of quality health services.

Key informing frameworks and plans • Community Infrastructure Plan • Public Open Space Strategy.

Services Main services Active Communities Environmental Health

Sub-services

FTE

2024/25 net service cost

• Club support • Community health and wellbeing initiatives

5.00

$4,870,035

17.94

$3,170,168

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

• Golf course management and maintenance • Retail • Coaching

13.38

($1,328,088)

Hamersley Public Golf Course

Leisure Services • Community infrastructure planning • Public open space planning • Beach services

15.70

$4,401,016

106.11

$12,438,474

Recreation Facilities

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

Other contributing services Open Space Design & Projects

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Projects Macaulay Park, Inglewood – Recreational Upgrades

2024/25

2025/26

2026/27

2027/28



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

Q1 Contractor appointed Construction commenced Q2 Construction completed

Q3 Q4

Nil Budget carried forward

2024/25 budget

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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 community patrol 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 • Local Emergency Management Arrangements (Local Emergency Management Plan and Local Recovery Plan) • Crisis Communications Plan.

Services Main services

Sub-services

FTE

2024/25 net service cost

• Emergency management

1.00

$229,056

Emergency Management

30.48

$3,868,386

Ranger Services • Ranger services • Animal care facility

• Companion animal management • Parking management

• Community patrols • Security system services

32.62

($372,499) The surplus of this service is transferred to Reserve

Safer Stirling

Other contributing services Leisure Services and Swimming Pool Inspections

Projects

2024/25

2025/26

2026/27

2027/28

Bushfire Risk Mitigation

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

Q1 Post fire recovery works in Star Swamp and Lake Gwelup commenced Inspection of State Government land for bushfire risk completed Q2 Bushfire education campaign implemented Inspection of private land for bushfire risks completed Q3 Trigg Bush and limestone fire access track upgrades completed Q4 Fuel load reduction in Star Swamp and Lake Gwelup completed

$162,000 Partially Grant funded

2024/25 budget

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Projects

2024/25

2025/26

2026/27

2027/28

CCTV Projects

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





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

Q1 CCTV rebate program launched Q2 Q3 Fixed CCTVs in Manning Street and coastal carparks installed CCTV rebate program mid-year review Q4 Infrastructure and network configuration for priority CCTV sites completed Installation of CCTV equipment in community patrol vehicles completed

Nil Reserve funded

2024/25 budget

2024/25

2025/26

2026/27

2027/28

Crowded Place Assessment

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

Q1 Implementation of quick win recommendations Q2 Detailed scoping and costing of key recommendations Q3 External funding sought for implementation Q4 Projects listed for consideration within 2025/26 Annual Budget

Nil Budget carried forward

2024/25 budget

CORPORATE BUSINESS PLAN 2024–2028 | City of Stirling

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OUR COMMUNITY

25

Key result area: Our economy

CORPORATE BUSINESS PLAN 2024–2028 | City of Stirling

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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.

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

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

Services Main service

Sub-services

FTE

2024/25 net service cost

4.00

$1,060,805

Economic Development

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

Other contributing services Arts & Events, City Future Projects, Executive Services and Planning Services

Projects

2024/25

2025/26

2026/27

2027/28

Investment Attraction

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

Develop an Investment Attraction Framework to guide future investment opportunities to highlight the competitive advantages of investing in the City of Stirling

Q1 Project scope developed Consultant appointed Q2 Stakeholder engagement commenced Q3 Investment Attraction Framework presented to the Executive team Development of prospectus commenced Q4 Promotional campaign completed Draft prospectus completed

2024/25 budget

$75,000

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Objective: Facilitate local business and employment growth

A local business City

With approximately 88,000 jobs across more than 23,000 businesses supporting the local economy, the City is the second-largest employment district in WA after the Perth central business district. To help our local industry grow and thrive, we will foster a business-friendly environment, encouraging competition and productivity. We will support an environment that allows our business community to flourish, embracing technology and creating job growth, so that it can propel our economy forward into the future.

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

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

Services Main service

Sub-services

FTE

2024/25 net service cost

Economic Development

• Refer to page 27 for details on sub-services, FTE and 2024/25 net service cost

Other contributing services City Future Projects and Planning Services

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OUR ECONOMY

Objective: Attract visitors to our City

A vibrant City

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

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

Key informing frameworks and plans • Public Art Masterplan • Economic and Tourism Development Strategy.

Services Main service

Sub-services

FTE

2024/25 net service cost

Arts & Events

• Arts management • Events management

7.60

$1,844,550

Other contributing services Marketing & Communications and Economic Development

Projects

2024/25

2025/26

2026/27

2027/28

Christmas Lights

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Install Christmas lights at key precincts, parks and reserves to add vibrancy, attract visitors and boost the local economy

Q1 Procurement of lights for 2024 completed Marketing campaign prepared Q2 Christmas lights installed Q3 Planning for 2025 commenced Q4

2024/25 budget

$420,000

2024/25

2025/26

2026/27

2027/28

City Entry Statements Landscaping & Lighting

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Upgrade landscaping and lighting at the City’s nine entry statement sights

Q1 Contractor engaged

Landscaping works completed

Q2 Lighting option finalised Q3 Q4 Lighting infrastructure delivered

2024/25 budget

$100,000

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Projects

2024/25

2025/26

2026/27

2027/28

Coastal Boardwalk Feasibility Study

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Explore the feasibility of establishing a coastal boardwalk between Trigg and Scarborough Beach, involving community engagement

Q1 Project scope developed

Request for quotations for environmental impact study and economic assessment study advertised

Q2 Community engagement plan developed

Environmental impact and economic assessment studies completed

Q3 Community engagement completed

Request for quotation for preliminary design

Q4 Preliminary design completed

2024/25 budget

$500,000

2024/25

2025/26

2026/27

2027/28

Community Learning Trails

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

Install a nature appreciation trail in Star Swamp and development of community story trails in Trigg Bushland and Cottonwood Reserve

Q1 Trail contents for Trigg Bushland, Cottonwood Reserve and Star Swamp commenced Q2 Community engagement for Cottonwood Reserve and Trigg Bushland completed Q3 Artwork for Trigg Bushland, Cottonwood Reserve and Star Swamp commenced Q4 Signage for Star Swamp manufactured Trail launch for Trigg Bushland and Cottonwood Reserve developed

2024/25 budget

$106,764

2024/25

2025/26

2026/27

2027/28

Event Sponsorships

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



Sponsor various events in 2024/25 to attract visitors and support local businesses in the City

Q1 Sponsorship proposals received, reviewed and presented to Council for consideration Sponsorship agreements negotiated Q2 Sponsorship proposals received, reviewed and presented to Council for consideration Sponsorship Policy review initiated Q3 Sponsorship Policy review and event sponsorship direction setting completed Q4 Sponsorship agreement acquittals completed

2024/25 budget

$620,000

CORPORATE BUSINESS PLAN 2024–2028 | City of Stirling

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OUR ECONOMY

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Key result area: Our built environment

CORPORATE BUSINESS PLAN 2024–2028 | City of Stirling

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OUR BUILT ENVIRONMENT

Objective: Create unique and liveable neighbourhoods and places

A liveable City

In the future, the City of Stirling will be known 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 to ensure our community has access to their daily needs close by.

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

Key informing frameworks and plans • Local Planning Strategy • Local Planning Schemes and Policies • Land Use Structure Plans • Heritage Management Strategy.

Services Main services

Sub-services

FTE

2024/25 net service cost

Building Services

• Building permits • Building approvals certificates • Building orders

19.60

$2,203,024

• Demolition permits • Occupancy permits • Strata inspections

City Future Projects

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

8.00

$1,774,912

Planning Services

• Development application assessment and reporting • Design review panel service • Local development plan structure plan assessment and reporting • Pre-lodgement advice • Inspection and investigation of reported planning breaches offences • Subdivision assessments for Western Australian Planning Commission • Amendments to local planning schemes • Street naming and house numbering • Inspection of private swimming pools and spas • Management of verge permits and verge tree bonds • Crossover installation determinations • Crossover subsidy determinations • Verge treatment installation determinations • Verge compliance inspections • Strategic land use planning • Heritage protection

38.00

$4,907,264

Schemes, Policies & Heritage

6.60

$1,270,070

Swimming Pool Inspections

4.00

$115,108

Verge & Crossover Services

7.00

$1,213,113

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Projects

2024/25

2025/26

2026/27

2027/28

Local Planning Scheme No4



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

Q1 Draft Local Planning Scheme No. 4 advertised Q2 Q3 Outcomes of advertisement reported to Council Q4 Draft Local Planning Scheme No. 4 referred to Western Australian Planning Commission for final endorsement

2024/25 budget

$286,568

2024/25

2025/26

2026/27

2027/28

Local Planning Strategy Review





Review and update the City’s Local Planning Strategy in alignment with the preparation of Local Planning Scheme No. 4

Q1 Gap analysis completed Q2 Consultant appointed Q3 Pre-consultation with community commenced Q4

2024/25 budget

$200,000

2024/25

2025/26

2026/27

2027/28

Mirrabooka Town Centre Improvements





Upgrade the Town Square and surrounding area to improve safety and vibrancy

Q1 Tender for Town Square upgrade advertised Q2 Q3 Contractor appointed

Construction for Town Square upgrade commenced

Q4

Nil Reserve funded

2024/25 budget

2024/25

2025/26

2026/27

2027/28

Scarborough Precinct Planning & Management Framework Review current planning framework, implement new precinct management approach and progress key projects to meet community expectations and attract investment opportunities



Q1 Stakeholder engagement completed

New precinct management approach implemented Q2 Future activation opportunities identified Q3 Consultant report presented to the Executive team Q4 Comprehensive review of planning framework commenced

2024/25 budget

$250,000

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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.

An accessible and connected City

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 • Coastal Hazard Risk Management and Adaptation Plan • Integrated Cycling Strategy • Rights of Way Management Strategy • Transport Asset Management Plan • Transport Strategy.

Services Main services

Sub-services

FTE

2024/25 net service cost

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

37.00

$2,320,508

Engineering Construction Services

11.50

$80,793

• Road design • Drainage design

Engineering Design Services

• Rights of Way (ROW) design • Traffic management design

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

9.60

$4,619,877

Transport Services

35

Projects

2024/25

2025/26

2026/27

2027/28

Hutton Street Extension





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

Q1 Demolition of existing building Q2 Q3 Q4 Design completed

Nil Grant and Reserve funded

2024/25 budget

2024/25

2025/26

2026/27

2027/28

Parking Wayfinding Technology



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

Q1 Manufacturing and installation commenced Q2 Installation completed Q3 Wayfinding data and functionality of signage monitored Q4 Outcomes reviewed and findings reported

Nil Budget carried forward

2024/25 budget

Programs Program

Net cost for 2024/25

$1,275,000

Footpaths Program Extension and upgrade of local networks

$840,000

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

$3,275,000

$7,243,065

Road Renewal Program Road resurfacing and road upgrades

CORPORATE BUSINESS PLAN 2024–2028 | City of Stirling

36

OUR BUILT ENVIRONMENT

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

An attractive and well-maintained City

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

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

Services Main services

Sub-services

FTE

2024/25 net service cost

Asset Management

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

8.00

$1,802,360

Engineering Maintenance Services Facility Management

• Maintenance • Road reserve private works (compliance)

52.00

$44,203,074

• Facility management • Building services • Landscape architecture • Landscape construction • Landscape approvals

14.00

$6,920,908

Open Space Design & Projects

6.73

$772,729

108.00

$34,418,849

Parks & Streetscapes

• Parks and reserves maintenance • Irrigation operations and installations • Stirling Plant Nursery • Streetscapes (horticultural maintenance) • Provision of sports fields

Project Management

• Capital projects • Building projects

11.00

$995,499

Other contributing services Leisure Services and Recreation Facilities

37

Projects

2024/25

2025/26

2026/27

2027/28

Bowling Clubs Future Directions Plan



Preparation of a detailed plan outlining future direction for each of the City’s bowling clubs with recommendations relating to asset improvements, club governance, financial sustainability, facility management and operations

Q1 Project scope and initial engagement with bowling clubs developed Q2 Consultant appointed Q3 Draft plan for Council briefing completed Q4 Plan completed

2024/25 budget

$100,000

2024/25

2025/26

2026/27

2027/28

Hamersley Public Golf Course Redevelopment



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

Q1 Roofing installation for driving range upper floor completed Structural steel for driving range netting installed Q2 Driving range and golf pavilion fit-out completed

Ball automation equipment for driving range completed

Q3 Redevelopment completed Q4

Nil Reserve funded

2024/25 budget

2024/25

2025/26

2026/27

2027/28

Preventative Drainage Maintenance









Preventative maintenance works for the City’s drainage system to prevent severe flooding during higher-than-normal rainstorms

Q1 Schedule of works developed Q2 Q3 Required CCTV inspections completed

Required work order inspections completed Required preventative works schedule completed

Q4 Project evaluation completed

2024/25 budget

$798,389

2024/25

2025/26

2026/27

2027/28

Property Redevelopment for Commercial Tenancies



Redevelopment of City-owned properties in Osborne Park and Mount Lawley to ensure assets are market ready for long-term commercial tenancies, increasing the City’s commercial portfolio revenue

Q1 Council report submitted for pre-leasing Mount Lawley property

Q2 All planning approvals and tender process completed Q3 Construction of Mount Lawley property commenced Q4 Construction of Mount Lawley property completed Contractor for Osborne Park property appointed Osborne Park works completed

Nil Reserve funded

2024/25 budget

2024/25

2025/26

2026/27

2027/28

Redevelopment of Stirling Leisure Centres – Terry Tyzack Aquatic Centre — Inglewood Design of new outdoor changerooms, splashpad, gym, heating and centralised administration area





Q1 Project design scope developed Q2 Q3 Consultant appointed Q4

Nil Grant and Reserve funded

2024/25 budget

CORPORATE BUSINESS PLAN 2024–2028 | City of Stirling

38

Projects

2024/25

2025/26

2026/27

2027/28

OUR BUILT ENVIRONMENT

Sportsfield Sustainability Renovation









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

Q1 Major renovations for 2024 seasons commenced Q2 Major renovations for 2024 seasons completed Q3 Fertiliser program for 2024 completed Q4 Aeration, top dressing over turf and winter fertiliser programs for 2025 started

2024/25 budget

$1,014,000

2024/25

2025/26

2026/27

2027/28

Stirling City







Undertake remediation investigation works for Hertha Reserve Landfill site to develop a Remediation Action Plan, prepare a detailed design to deliver mid-tier transit lanes for Scarborough Beach Road and collaborate with state agencies to prepare Land Staging and Subdivision Plans

Q1 Hertha Reserve preliminary site investigations commenced Q2 Hertha Reserve contaminated site audit commenced Q3 Hertha Reserve detailed site investigation commenced Geotech and survey for Land Staging Plan commenced Q4 Hertha Reserve monitoring of gas and ground water commenced Contaminated site audit review completed

Nil Reserve funded

2024/25 budget

2024/25

2025/26

2026/27

2027/28

Subdivision Development Works



Subdivide the City’s landholdings into residential lots for disposal in Bazar Terrace, Scarborough; and Virgil Avenue, Yokine

Q1 Tender advertised Q2 Contract awarded

Construction commenced Q3 Construction completed Q4 Title received

Nil Reserve funded

2024/25 budget

39

Programs Program

Net cost for 2024/25

$8,291,000

Building Renewal Program Renewal of building assets at end of life

$3,435,000

City-wide Park Asset Refurbishment Program Renewal of existing park assets at the end of economic life — park assets include playgrounds, barbecues, seating, drink fountains, fencing, concrete paths and park signs Community Parklands Upgrade Program Upgrades and improvements to community parklands to ensure public open space is attractive and functional for the surrounding communities

$1,279,000

$4,420,000

Drainage Program Upgrade of drainage systems to accommodate stormwater runoff

$2,167,818

Irrigation Program Renewal of existing park irrigation systems at the end of economic life

$1,480,710

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

CORPORATE BUSINESS PLAN 2024–2028 | City of Stirling

40

OUR BUILT ENVIRONMENT

41

Key result area: Our natural environment

CORPORATE BUSINESS PLAN 2024–2028 | City of Stirling

42

OUR NATURAL ENVIRONMENT

Objective: Transition to net zero emissions

An energy-smart City

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.

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.

Services

2024/25 net service cost

Main services

Sub-services

FTE

• Corporate sustainability • Engagement and consultation • Community sustainability

5.00

$1,497,433

Sustainability

Other contributing services All other City services

Projects

2024/25

2025/26

2026/27

2027/28

Energy-Smart City Support









Implementation of the Sustainable Energy Action Plan (SEAP) to provide sustainable energy corporate support

Q1 Energy and greenhouse gases inventory in 2023/24 completed Q2 Solar battery feasibility studies at Herb Graham Recreation Centre and Stirling Community Centres in Nollamara, Dianella, Innaloo and Yokine completed Q3 New power purchase agreement contract completed Q4 Integrated solar carpark system feasibility study at Stirling Administration Centre completed

2024/25 budget

$62,500

Programs Program

Net cost for 2024/25

$560,000

Energy Improvement Program 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

43