Corporate Business Plan 2026-2030

Corporate Business Plan 2026-2030

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.

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.

City of Stirling kaadatj Nyoongar moort Nyoongar boodja-k Wadjak boodja-k, Mooro boodja-k.

2

Corporate Business Plan 2026-2030

Table of Contents

A Message from the Mayor and Chief Executive Officer

5

How we plan

7

About this plan

8

How we report on performance

9

City of Stirling 2026/27 Annual Report

10

This is our place

12

Council

14

Organisational structure

16

Getting to know Stirling

17

Corporate Business Plan overview

20

Key result area: Our Community

22

Key result area: Our Economy

30

Key result area: Our Built Environment

36

Key result area: Our Natural Environment

48

Key result area: Our Leadership

56

Our Informing Strategies and Plans

64 65

Local Planning Strategy

Long-Term Financial Plan

67

Risk Management Framework

68

Strategic Asset Management Framework

71

Federal and State Government

73

Capital Works Program

74

City of Stirling

3

4

Corporate Business Plan 2026-2030

A Message from the Mayor and Chief Executive Officer

The City of Stirling is proud to present our Corporate Business Plan 2026–2030, which outlines how we will deliver on the priorities set out in our Strategic Community Plan, Sustainable Stirling 2026-2036.

As Western Australia’s largest local government, home to more than 250,000 residents, we remain focused on supporting a growing and diverse community. This plan translates our long-term vision into clear actions, guiding the projects and services that will shape our City over the next four years. It strengthens our Integrated Planning and Reporting Framework by linking services and projects to strategic objectives and allocated resources, ensuring transparency and accountability. Our direction is grounded in what our community told us matters most. Through extensive consultation as part of the 2025/26 Strategic Community Plan review, we heard a strong desire for a safe, connected and liveable City, with well-maintained public spaces, accessible services and a sustainable future. This feedback continues to guide our decisions and priorities. In 2026/27, we will progress key strategic initiatives aligned to these priorities. This includes redeveloping the City’s waste facility to meet environmental standards and improve waste reduction and separation. We will pilot an early- careers program to strengthen workforce diversity and support sustainable service delivery.

Investment in community safety will continue through expanded CCTV in Scarborough and the rollout of the Lynxight drowning prevention system at Stirling Leisure – Scarborough Beach, building on its success at Inglewood and Balga. In response to community feedback, we will maintain our investment in major event sponsorships to attract visitors, activate local centres and support economic development. Improvements are planned for several public open spaces, including Stage 3 of the Carine Regional Open Space Community Parkland upgrade. We will progress key State Government election commitments through strong partnerships, including the Hamersley Performing Arts Centre, and as part of our Capital Works Program, the Porter Pascoe Pedestrian Bridge redevelopment at Lake Gwelup. Through strong governance, transparency and performance, this plan reflects our commitment to delivering high-quality services and outcomes for the Stirling community. Together, we can create a sustainable City with a local focus and be proud to say this is our place.

Mark Irwin AM Mayor

Stevan Rodic Chief Executive Officer

City of Stirling

5

6

Corporate Business Plan 2026-2030

How we plan Western Australian legislation requires local governments to plan for the future through a comprehensive Integrated Planning and Reporting Framework. This includes a 10-year Strategic Community Plan (Sustainable Stirling 2026-2036), four-year Corporate Business Plan, Annual Report and Budget, Long-Term Financial Plan and other vital supporting documents and policies.

This framework ensures that the City’s long-term vision is embedded in the work we carry out every day. Each document plays a key role, from setting the direction, delivering services to the community,

or reporting on progress. Collectively, they ensure we have a clear, coordinated and transparent approach to working towards what matters most to our community.

Strategic Community Plan Sustainable Stirling 2026-2036

Corporate Business Plan

Informing Plans

Annual Report

Annual Budget

Long Term Financial Plan

City of Stirling

7

About this plan The Corporate Business Plan outlines what we will deliver over the next four years and the resources required to do so. It brings to life the priorities identified by our community by setting out the services, projects and programs that respond to their needs and aspirations. The Corporate Business Plan sits between the long-term vision set in the Strategic Community Plan and the day-to-day work of the City. It turns strategic direction into practical, achievable actions, so our planning, investment and service delivery stay focused on what matters most to our community.

The Corporate Business Plan 2026-2030: • Outlines how we will deliver the long-term vision and strategic objectives set in the Strategic Community Plan • Identifies the City’s services, projects and programs to be delivered in 2026/27 financial year • Presents the City’s 2026/27 financial year budget, including operational and capital works programs

• Details how the City will measure, monitor and report the progress of key projects and services • Aligns with key informing plans, including the Local Planning Strategy, Long-Term Financial Plan, Strategic Asset Management Framework and Risk Management Framework • Provides an overview of the Council and organisational structure.

The City of Stirling’s Corporate Business Plan 2026-2030 creates a transparent connection between community aspirations and the actions we take. The implementation of this plan will continue to strengthen service delivery and support the achievement of our long-term vision.

This Document

Strategic Community Plan 10-year strategic forecast

Corporate Business Plan 4-year operational plan Council priorities in achieving the Strategic Community Plan over the next four-years.

Annual Report 1-year progress report

Describes the City's long term vision and

Provides progress updates towards achieving the objectives outlined in Strategic Community Plan, Key Performance Indicators delivery of strategic projects, and the City's financial statements.

community aspirations for the future of Stirling. Outlines our strategic objectives, our strategies to achieve them, and measurable outcomes.

8

Corporate Business Plan 2026-2030

How we report on performance

The City of Stirling has adopted a ‘balanced scorecard’ approach to evaluate the performance and progress of its operational services across five primary fields, ensuring consistent assessment of service delivery against predetermined performance indicators. Our projects and programs, outlined in this

basis and communicated to the community in the Annual Report. This approach enhances accountability and transparency whilst cultivating efficiency and effectiveness of services across the organisation.

Corporate Business Plan, are measured by project schedule and budget. Performance evaluation and progress monitoring are reported to the Council and the City’s Executive team on a quarterly

The five primary fields of the balanced scorecard are:

5. Quality Using unique service-specific key performance indicators, services are measured to reflect the overall quality of each individual service.

1. Customer Service Indicators will measure customer and community satisfaction through independent surveys and internal analysis when handling customer correspondence. 2. Financial Standard accounting practice indicators such as budget variances are used to measure the performance of revenue, operational expenditure and capital expenditure.

Customer service

3. People Indicators are used to measure employee turnover, workplace health and safety, and annual leave planning.

People

Financial

Balanced scorecard

4. Environmental Performance measures relating to waste management, biodiversity, and the City’s energy and water usage are applied to relevant City services.

Quality

Environmental

City of Stirling

9

City of Stirling 2026/27 Annual Budget

The City’s 2026/27 Annual Budget funds a range of services, initiatives and projects that are scheduled to continue, commence or conclude within the financial year. It delivers on our Strategic Community Plan priorities while ensuring financial sustainability through alignment with our Long-Term Financial Plan.

The following figures show the City’s income and expenditure for the 2026/27 financial year.

Operating and Capital Revenue

$'m

Rates

186.2

Operating Revenue (excluding Non-Cash Amounts)

132.5

Capital Grants

21.8

Proceeds from Disposal of Assets

4.6

Contribution from Associated Entity

26.7

Total Revenue

371.8

Operating and Capital Expenditure

$'m

Operating Expenditure (excluding Non-Cash Amounts)

(279.1)

Capital Expenditure

(92.0)

Capital Expenditure – Carry Forward from 2025/26

(41.8)

Total Expenditure

(412.9)

Reserves, Town Planning Schemes and Trust Monies Movement

$'m

Transfers from Reserves

34.5

Transfers to Reserves

(40)

Net Reserve Movement

(5.5)

Opening Funds

46.6

Balanced Budget

0

10

Corporate Business Plan 2026-2030

How the City spends $100

$ 23.69 Parks, recreation and leisure

$ 10.74 Building maintenance, projects and assets

$ 7.48

Libraries and community services

$ 16.81 Engineering, footpaths, drains, road maintenance

$ 8.03 Business systems and support

$ 6.02 Planning and Development

$ 15.68 Waste and fleet management

$ 7.60 Administration, governance and council support

$ 3.96 Public safety

City of Stirling

11

12

Corporate Business Plan 2026-2030

Everyday moments in the City of Stirling have a way of adding up. It’s the streets people know by heart, the places they return to without thinking, and the small routines that begin to feel like second nature. Over time, these moments create a sense of comfort and connection, turning something familiar into something meaningful. What begins as a personal connection to a neighbourhood becomes something shared, as people start to see their own lives reflected in the places around them. It’s not something that needs to be explained or defined, it’s something people simply feel and come to recognise for themselves. And when they do, it becomes clear that this is our place.

City of Stirling

13

Yanchep

Council

Perth

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.

Indian Ocean

Perth

Fremantle

Carine

Hamersley

Watermans Bay

Balga

Balga Ward

Hamersley Ward

Mirrabooka

North Beach

Balcatta

Karrinyup

Westminster

Trigg

Gwelup

Stirling

Nollamara

Dianella

Innaloo

Coastal Ward

Doubleview

Inglewood Ward

Osborne Ward

Yokine

Doubleview Ward

Scarborough

Tuart Hill

Lawley Ward

Osborne Park

Woodlands

Joondanna

Coolbinia

Inglewood

Wembley Downs

Glendalough

Menora

Churchlands

Herdsman

Mount Lawley

Wembley

14

Corporate Business Plan 2026-2030

Mayor

Hamersley Ward

Mayor Mark Irwin AM

Deputy Mayor Karlo Perkov

Councillor Chris Hatton

Balga Ward

Coastal Ward

Councillor Andrea Creado

Councillor Michael Dudek

Councillor Rob Paparde

Councillor Tony Krsticevic

DoubleviewWard

Inglewood Ward

Councillor Elizabeth Re

Councillor Stephanie Proud JP

Councillor Damien Giudici

Councillor Daniela Ion

Lawley Ward

Osborne Ward

Councillor Joe Ferrante

Councillor Suzanne Migdale

Councillor Lisa Thornton

Councillor Teresa Olow

City of Stirling

15

Organisational structure The City of Stirling operates through four directorates: Community Development, Corporate Services, Infrastructure and Planning and Development, each led by a director who reports to the Chief Executive Officer (CEO). Each directorate includes a number of business units, led by a manager responsible for service delivery and cross-organisational collaboration.

Community & Customers

Council

Chief Executive Officer

Strategy & Performance

Governance

Community Development

Corporate Services

Planning & Development

Infrastructure

Community Safety

Corporate Information Services

Engineering Services

City Future

Community Development

Finance Services

Facilities, Projects & Assets

Development Services

Customer & Communications

Parks & Environment

People

Property & Commercial Services

Recreation & Leisure Services

Waste & Fleet

16

Corporate Business Plan 2026-2030

Getting to know Stirling

30 suburbs 700ha

Total area:

1,780ha of reserves, parks and bushland areas 104.7km 2

26 wetland sites

7km coastline

of natural bushland

6 24 40% of the City’s population born overseas recreation facilities leisure centres 3 with pools

279 playgrounds 6 libraries

1,092kms of roads

1,129kms of pathways

Population: 254,821

21.8% aged under 20 55.9% aged 21-59 22.3% aged over 60

Total properties 103,821

1.1% identify as Aboriginal or Torres Strait Islander

29% residents speak a language other than English at home

33%

of residents are renters

Preparing for the future:

2025 visitors: 941,000

2025 residents: 254,821 2046 residents: 294,385

2025 homes: 103,821 2046 homes: 127,038

2041 visitors: 1,391,000

City of Stirling

17

Our vision:

A sustainable City with a local focus.

18

Corporate Business Plan 2026-2030

Our mission: To serve our community by delivering efficient, responsive, safe and sustainable services.

Our values: ✔ Approachable ✔ Responsive ✔ Transparent ✔ Innovative

City of Stirling

19

Corporate Business Plan overview

The Corporate Business Plan details the services, projects and programs that the City of Stirling will deliver across 2026- 2030. These are grouped under five key result areas, each aligned to strategic objectives and community priorities in the Strategic Community Plan, Sustainable Stirling 2026-2036.

Our community

Our economy

Services • Community Partnerships • Community Planning & Projects • Community Services • Emergency Preparedness & Recovery • Environmental Health • Leisure Services

Services • Economic

• Events &

• Libraries,

Development

Sponsorship.

Arts & Community History

• Ranger

Projects • Business Investment Website • Christmas Lights

Services • Recreation Facilities • Safer Stirling • Stirling Leisure –

• Community

Learning Trails • Grants & Event Sponsorship.

Hamersley Public Golf Course.

Our built environment

Services • Asset Strategy & Sustainability • Building Services • City Future Projects • Engineering Construction Services • Engineering Design Services • Engineering Maintenance Services • Facility Management

Projects • Active Sporting Reserves

• Open Space

Design & Projects

• Relocation of Inglewood Athletics • Safer Suburbs Rebate • Scarborough Beach Precinct

• Parks &

Streetscapes • Planning Services • Project Management • Schemes, Policies & Heritage • Swimming Pool Inspections • Transport Services • Verge & Crossover Services.

• Bushfire Risk Mitigation

• CCTV

Equipment Fund

Community Safety Improvement

• Hamersley Performing Arts Centre • Mirrabooka Crime Prevention

• Stirling Leisure Scarborough

Beach – Lynxight Implementation.

20

Corporate Business Plan 2026-2030

Our built environment

Our leadership

Projects • Carine Regional Open Space Community

Services • Advocacy & Partnerships • Community Engagement • Council Governance • Customer Experience • Data & Information Management • Enterprise Project Management Office • Executive Services • Financial Accounting • Financial Planning • Fleet Services • Marketing & Communications Projects • Apprenticeship, Traineeship, Cadet & Graduate Program • Finance Operation Automation and Modernisation • Human Capital Management

• Local Planning Strategy • Smart Access

• People Business Partnering • People Capability • People Services • Project Management Office & Business Systems • Property Services • Purchasing,

Parkland Upgrade

Control Initiatives

• Commercial

• Sportsfield

Redevelopment – 19 Roberts Rd West • Hertha Reserve Remediation • Hutton Street Extension • Inglewood Youth Plaza • Land Subdivision Programs • Building Renewal Program • Citywide Parks Asset Refurbishment Program • Community Parklands Upgrades Program • Drainage Program • Footpaths Program

Sustainability Renovation Program • Stirling City • Stirling Leisure – Hamersley Public Golf Course Robotic Ball Collector • West Coast Drive – Coastal Balustrade Replacement. • Irrigation Program • Other Infrastructure Renewals Program • Rights of Way Program • Road Renewal Program • Sports Reserve Infrastructure Program.

Procurement & Contracts

• Rates &

Receivables • Strategic Change • Strategic

Planning, Risk & Performance

• Technology Services • Workplace

Health & Safety.

• Privacy and Responsible Information Sharing • TechnologyOne EAM • TechnologyOne Property and Rating

Our natural environment

Services • Conservation & Wildlife • Resource Recovery

• Urban Greening • Waste Operations.

Programs • Fleet Replacement Program.

Projects • Bulk Verge

• Strategic

Activity Centre Litter Control • Waterwise City Groundwater Reduction • Wetlands Action Plan.

Collection Trial • City Greening Initiative • Coastal Upgrade • Coolbinia FOGO Trial • Recycling Centre Balcatta Renewal

Programs • Energy Improvement Program.

City of Stirling

21

An inclusive and harmonious City

An active and healthy City

Key Result Area: Our Community

A safer City

22

Corporate Business Plan 2026-2030

Objective: Connect communities with their local areas

An inclusive and harmonious City

With an extremely diverse population, it is important for the City to support and encourage our residents to be active participants in their local communities. We are respectful of all cultures and are committed to reconciliation, inclusion and mutual understanding, recognising the importance of shared histories, experiences and perspectives. We embrace diversity and equal opportunity and will create welcoming places and inclusive opportunities that bring people together, so everyone feels a sense of belonging and has a variety of ways to participate in community life.

Strategy: How will we get there? • Facilitate social connections and access to services locally • Build strong relationships with our diverse community • Provide opportunities for active participation, volunteering and lifelong learning • Strengthen reconciliation to foster understanding, respect and inclusion.

Key informing frameworks and plans • Age Friendly Strategy • Disability, Access and Inclusion Plan

• Multicultural Framework • Public Art Masterplan • Reconciliation Action Plan • Stirling Libraries Strategy.

Services Main services

Sub-services

FTE

2026/27 net service cost

22.42

$3,053,518

Community Partnerships • Community partnerships and projects • Strengthening communities

• Social impact policy development • Social impact planning • Senior services • Civic kitchen, canteens and catering • Community food services • Volunteer services • Age friendly communities • Library and information services • Arts and community history collection management • Arts and literacy support

8.00

$1,682,108

Community Planning & Projects

57.25

$4,204,478

Community Services

69.21

$15,083,864

Libraries, Arts & Community History

Our Community

23

Projects

2026/27

2027/28

2028/29

2029/30

Hamersley Performing Arts Centre





Progress detailed design and refined cost estimates for the development of a performing arts centre and associated forecourt improvements

Q1 Q2 Q3 Q4 Procurement of consultant

2026/27 budget

$350,000 Grant funded

2026/27

2027/28

2028/29

2029/30

Relocation of Inglewood Athletics



Relocate Inglewood Little Athletics Club to Yokine Regional Open Space, to address reserve capacity shortages at Dianella Regional Open Space

Q1 Construction commenced Q2 Works completed

Q3 Q4

2026/27 budget

Nil Funds carried forward

24

Corporate Business Plan 2026-2030

Objective: Encourage active and healthy lifestyle choices Healthy and active people create strong and resilient communities. The City will ensure our community, through all stages of life and abilities, 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 equitable 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 • Foster collaboration to support the health and wellbeing of the community.

Key informing frameworks and plans • Active Transport Principles • Age Friendly Strategy • Community Infrastructure Plan • Disability, Access & Inclusion Plan • Public Open Space Strategy.

Our Community

25

Services Main services

Sub-services

FTE

2026/27 net service cost

29.70

$12,980,266

• Community infrastructure planning • Public open space planning • Beach services • Active communities • Leisure and sports programs • Learn to swim • Health and fitness • Facility hire • Aquatics

Leisure Services

119.74

$16,220,856

Recreation Facilities

17.72

($2,412,584) The surplus of this service is transferred to Reserve

• Golf course management and maintenance • Driving range • Retail and coaching • Events and tournaments

Stirling Leisure – Hamersley Public Golf Course

Other contributing services Community Services, Community Partnerships, Environmental Health, and Open Space Design & Projects.

Projects

2026/27

2027/28

2028/29

2029/30

Active Sporting Reserves









Implement innovative infrastructure and smart technology to enhance sustainability, flexibility, and maintenance of sporting reserves

Q1 Sites identified Q2

Q3 Infrastructure equipment identified Q4 Infrastructure installation completed

2026/27 budget

$200,000

26

Corporate Business Plan 2026-2030

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 City through our dedicated, visible and responsive ranger, community patrol and environmental health services, which help protect public health and wellbeing. We will also proactively engage, educate and work with our community and partner agencies to prevent crime and anti-social behaviour, creating a City where people feel safe in their homes, neighbourhoods and public spaces.

A safer City

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

Key informing frameworks and plans • Local Emergency Management Arrangements • Crisis Communications Plan • Public Health Plan.

Services Main services

Sub-services

FTE

2026/27 net service cost

• Emergency preparedness and recovery activities

1.00

$278,100

Emergency Preparedness & Recovery Environmental Health

18.19

$3,211,805

• Development control: statutory health compliance • Health education and promotion • Public health planning • Premises inspection

• Food hygiene and safety • Environmental protection • Public health approvals and surveillance • Disease investigation, prevention and control

and licensing of public buildings

Ranger Services

• Ranger services • Parking management

• Animal care facility • Companion animal management

30.48

$4,204,178

Safer Stirling

• Community patrols • Security systems

32.62

($225,683) The surplus of this service is transferred to Reserve

Other contributing services Leisure Services and Swimming Pool Inspections

Our Community

27

Projects

2026/27

2027/28

2028/29

2029/30

Bushfire Risk Mitigation









Implement bushfire risk mitigation strategies in high-risk areas and continue active restoration of burned regions

Q1 Q2 Firebreak Program completed

Prescribed Burning Program completed

Q3 Q4 Fuel Load Assessment Program completed Fine Fuel Load Reduction Works completed

2026/27 budget

$120,000 Grant funded

2026/27

2027/28

2028/29

2029/30

CCTV Equipment Fund







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

Q1 Quarterly CCTV improvements identified and delivered Q2 Quarterly CCTV improvements identified and delivered Q3 Quarterly CCTV improvements identified and delivered Q4 Quarterly CCTV improvements identified and delivered

2026/27 budget

$501,560 Grant and Reserve funded

28

Corporate Business Plan 2026-2030

Projects

2026/27

2027/28

2028/29

2029/30

Mirrabooka Crime Prevention



Implement Crime Prevention Through Environmental Design (CPTED) recommendations across identified public spaces to reduce crime and antisocial behaviour and improve community safety

Q1 CPTED recommendations reviewed Q2 Recommendations implemented Q3 Q4 Project completed

2026/27 budget

$250,000 Reserve funded

2026/27

2027/28

2028/29

2029/30

Safer Suburbs Rebate









Provide subsidy for eligible CCTV systems or other security equipment for community members and local businesses

Q1 Project specifications reviewed Q2 Program assessed

Review of available funds after first quarter

Q3 Program assessed

Review of available funds after second quarter

Q4 Program assessed

Review of available funds after third quarter Acquit and report

2026/27 budget

$250,000 Reserve funded

2026/27

2027/28

2028/29

2029/30

Scarborough Beach Precinct Community Safety Improvement Implement priority safety measures in the Scarborough Beach Precinct to mitigate vehicle risks and improve public safety and crowd management





Q1 External grant funding sought Q2 Q3 Q4

2026/27 budget

$2,145,000 Grant funded

2026/27

2027/28

2028/29

2029/30

Stirling Leisure – Scarborough Beach – Lynxight Implementation



Install Lynxight drowning prevention system at Stirling Leisure – Scarborough Beach

Q1 Q2 Project scope and procurement completed Q3 System installed and commissioned Q4 System operational

2026/27 budget

$240,000

Our Community

29

A smart and prosperous City

A local business City

Key Result Area: Our Economy

A vibrant City

30

Corporate Business Plan 2026-2030

Objective: Encourage economic investment

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.

A smart and prosperous City

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 services

Sub-services

FTE

2026/27 net service cost

4.00

$1,294,912

• Destination marketing and tourism promotion • Investment attraction to enhance economic capacity • Advocate for business and tourism outcomes • Facilitate local business growth and support

Economic Development

Other contributing services Advocacy & Partnerships, City Future Projects, Events & Sponsorship, Executive Services, Planning Services and Property Services

Projects

2026/27

2027/28

2028/29

2029/30

Business and Investment Website



Develop a dedicated business and investment website to enhance engagement, promote opportunities and support economic growth

Q1 Consultation and design commenced Q2 Annual business engagement and networking calendar (2027) created Q3 Site tested and commissioned Q4 Digital campaign launched

2026/27 budget

$70,000

Our Economy

31

Objective: Facilitate local business and employment growth

With approximately 88,000 jobs across more than 26,000 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 and create job growth, so it can propel our economy forward into the future.

A local business City

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.

Services Main services

Sub-services

FTE

2026/27 net service cost

• Refer to page 31 for details on sub-services, FTE and 2026/27 net service cost

Economic Development

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

32

Corporate Business Plan 2026-2030

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

A vibrant City

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 • Economic and Tourism Development Strategy • Public Art Masterplan.

Services Main services

Sub-services

FTE

2026/27 net service cost

• Public and civic event management

• Event sponsorship • Event and visitor attraction

6.10

$1,387,031

Events & Sponsorship

Other contributing services Economic Development, Libraries, Arts & Community History and Marketing & Communications

Our Economy

33

Projects

2026/27

2027/28

2028/29

2029/30

Christmas Lights



Install a vibrant Christmas lights display at the Stirling

Q1 2026 Christmas lights procured Q2 Lights installed

Administration Centre forecourt to activate the area and connect the local community through festive weekend events

Q3 Q4

2026/27 budget

$200,000

2026/27

2027/28

2028/29

2029/30

Coastal Boardwalk Feasibility Study









Continue to explore the feasibility of establishing a coastal boardwalk between Trigg and Scarborough Beach

Q1 Q2 Q3 15% design completed Q4

2026/27 budget

Nil Budget carried forward

2026/27

2027/28

2028/29

2029/30

Community Learning Trails









Install a regional interpretative trail at Dianella Regional Open Space and local community walking trails at Cottonwood Reserve and Careniup Reserve

Q1 Q2 Community consultation completed Q3 Trail design completed Q4 Sign content and graphics completed Trail infrastructure installed

2026/27 budget

$140,393

2026/27

2027/28

2028/29

2029/30

Grants and Events Sponsorship









Provide funding for community grants and event sponsorship to support local initiatives, activate places and deliver community and economic benefits

Q1 Round 1 of grant and sponsorship applications opened Q2 Successful applicants for round 1 notified Q3 Round 2 of grant and sponsorship applications opened Q4 Successful applicants for round 2 notified

2026/27 budget

$1,200,000

34

Corporate Business Plan 2026-2030

Our Economy

35

A liveable City

Key Result Area: Our Built Environment

An accessible and connected City

An attractive and well-maintained City

36

Corporate Business Plan 2026-2030

Objective: Create unique and liveable neighbourhoods and places 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 they are thriving and liveable with a diverse range of housing. We will strategically plan for growth in transit corridors and activity centres to ensure our community has access to their daily needs close by.

A liveable City

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

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

Our Built Environment

37

Services Main services

Sub-services

FTE

2026/27 net service cost

19.85

$1,777,137

• Building, occupancy and demolition permits • Building approvals certificates • Building orders • Compliance investigations

Building Services

9.00

$2,042,725

• Local Planning Strategy • Precinct Structure Plans • Strategic land use planning

City Future Projects

39.00

$4,653,421

• Development application assessment and reporting • Subdivision assessments for Western Australian Planning Commission • Pre-lodgement advice • Design review panel service • Local development and structure plan assessment and reporting • Compliance investigations and inspection of reported planning breaches or offences • Assess development applications within heritage protection areas • Amendments to local planning schemes • Maintain Heritage List database • Inspection of private swimming pools and spas • Management of verge permits and verge tree bonds • Crossover installation and subsidy determinations • Verge treatment installation determinations • Verge compliance inspections

Planning Services

5.60

$1,285,281

Schemes, Policies & Heritage

6.25

$95,499

Swimming Pool Inspections

7.25

$1,296,074

Verge & Crossover Services

38

Corporate Business Plan 2026-2030

Projects

2026/27

2027/28

2028/29

2029/30

Hertha Reserve Remediation





Undertake contamination investigations, monitoring and remediation planning to support future use and redevelopment of the Hertha Reserve landfill site

Q1 Site Management Plan completed Q2 Conceptual Remediation Action Plan received Q3

Q4 Annual monitoring report received

2026/27 budget

$193,000 Reserve funded

2026/27

2027/28

2028/29

2029/30

Local Planning Strategy



Progress the review and update of the Local Planning Strategy (LPS), through technical analysis and community consultation to guide future growth and development within the City

Q1 Procurement of consultant Q2 Scenario testing for Planning Areas finalised

Q3

Q4 Council endorsement to advertise draft Local Planning Strategy

2026/27 budget

$162,259

2026/27

2027/28

2028/29

2029/30

Stirling City





Development of a scheme amendment to support future housing, employment and development within the Stirling City Centre

Q1 Procurement of consultant

Draft Scheme Amendment prepared Q2 Council endorsement to advertise draft Scheme Amendment Q3 Q4 Council endorsement of draft Deposited Plan

2026/27 budget

$150,000 Reserve funded

Our Built Environment

39

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 and 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 • Active Transport Principles • Local Planning Strategy • Rights of Way Management Strategy.

Services Main services

Sub-services

FTE

2026/27 net service cost

• Construction of roads, drainage, bus shelters, lighting, and pathways • Cadastral surveys • Design of roads, drainage, rights of way and traffic management • Subdivision and development control • On-street and off-street parking design

33.00

$3,908,421

Engineering Construction Services

11.50

$149,576

Engineering Design Services

11.60

$6,755,288

• Traffic and transport planning • Road safety • Paths – footpaths and cycleways • Street lighting • Parking controls • Bus shelters • Coastal adaptation

Transport Services

40

Corporate Business Plan 2026-2030

Projects

2026/27

2027/28

2028/29

2029/30

Hutton Street Extension





Deliver Stage 1: extending Scarborough Beach Road to Walters Drive. Progress detailed design for Stage 2: further extension

Q1 External grant funding outcome received Q2 Procurement commenced Q3 Q4 Stage 1 construction awarded

of Scarborough Beach Road through to Jon Sanders Drive

2026/27 budget

$4,800,000 Grant and Reserve funded

Programs Program

Net cost for 2026/27

Footpaths Program Extension and upgrade of local networks

$1,950,583

Other Infrastructure Renewal Program Provision of traffic management upgrades, road safety and Black Spot improvements, parking improvements, street lighting upgrades and bus shelters

$2,253,325

Rights of Way Program Upgrade of Rights of Way that have potential for use as public gazetted roads

$2,910,032

Road Renewal Program Road resurfacing and road upgrades

$10,071,679

Our Built Environment

41

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 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 • Heritage Management Strategy • Local Planning Strategy • Public Open Space Strategy • Rights of Way Management Strategy • Strategic Asset Management Plan • Sustainable Energy Action Plan.

42

Corporate Business Plan 2026-2030

Services Main services

Sub-services

FTE

2026/27 net service cost

9.00

The cost of this service is

• Asset management planning and capital programming • Asset management information, analysis and modelling • Infrastructure sustainability assessments and ratings • Maintenance • Road reserve private works (compliance) • Traffic management compliance • Landscape architecture, construction and approvals • Parks, reserves and grounds maintenance • Irrigation operations and installation • Streetscapes (horticultural maintenance) • Management of sports field turf • Stirling Plant Nursery • Facility management • Building services

Asset Strategy & Sustainability

$1,944,057, which is fully allocated to service units

59.00

$50,492,329

Engineering Maintenance Services

16.00

$9,401,625

Facility Management

6.73

$900,778

Open Space Design & Projects

114.00

$43,175,010

Parks & Streetscapes

• Capital projects • Building projects

11.00

$1,503,753

Project Management

Other contributing services Leisure Services, Property Services, and Recreation Facilities

Our Built Environment

43

Projects Carine Regional Open Space Community Parklands Upgrades – Stage 3 Complete the final stage of parkland upgrades, including new play equipment, accessible features, basketball half-court, shelters, seating and improved community facilities Commercial Redevelopment – 19 Roberts Road West Progress detailed design, approvals and tendering for the redevelopment of the site into a new commercial and industrial facility to support long-term economic outcomes 2026/27 budget

2026/27

2027/28

2028/29

2029/30



Q1 Q2 Works completed Q3

Q4

$1,100,000 Reserve funded

2026/27

2027/28

2028/29

2029/30



Q1 Conditional Building Premise Lease executed Q2 Development Application lodged

Q3

Q4 Construction contract awarded

2026/27 budget

$5,170,000 Reserve funded

2026/27

2027/28

2028/29

2029/30

InglewoodYouth Plaza



Design a dedicated youth recreation space at Wordsworth Reserve, including skate, basketball and informal social areas to support active and social use

Q1

Q2 Landscape consultant engaged

Q3 Design concept developed

Q4 Community consultation undertaken

2026/27 budget

$150,000

2026/27

2027/28

2028/29

2029/30

Land Subdivision



Undertake subdivision, approvals and initial works to enable the disposal of selected City landholdings and support future revenue generation

Q1 Q2 Subdivision plans developed

Q3 Council approval sought

Q4 Subdivision application lodged to WAPC

2026/27 budget

$1,300,000 Reserve funded

44

Corporate Business Plan 2026-2030

Projects

2026/27

2027/28

2028/29

2029/30

Smart Access Controls Initiative





Implement and trial keyless access systems across selected facilities to improve security, efficiency and access management

Q1 Project scope finalised Q2 Procurement of hardware Q3 System installed, tested and monitored Controlled rollout at pilot sites Q4 Pilot trial reviewed Broader implementation plan developed

2026/27 budget

$140,000

2026/27

2027/28

2028/29

2029/30

Stirling Leisure – Hamersley Public Golf Course Robotic Ball Collector



Procurement of a robotic ball collection system to improve efficiency, enhance safety and protect turf conditions at the golf course

Q1 Market review of suitable systems Q2 Procurement

Q3

Q4 Unit delivered and commissioned

2026/27 budget

$94,200

2026/27

2027/28

2028/29

2029/30

Sportsfield Sustainability Renovation Program









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

Q1 Winter fertilisation, top dressing and aeration program completed Q2 Spring fertilisation program commenced Q3 Q4 Aeration and top-dressing program commenced

2026/27 budget

$977,707

2026/27

2027/28

2028/29

2029/30

West Coast Drive Balustrade Replacement Replace end of life balustrade infrastructure along the West Coast Drive shared path, commencing with high priority sections to improve public safety and asset condition









Q1 Procurement of consultant for Stage 1 works Construction commenced Q2 Stage 1 construction complete

Q3 Scope of works for further stages finalised

Q4 Procurement of consultant for Stage 2 works

2026/27 budget

$1,310,000

Our Built Environment

45