city of stirling business plan 2017 - 2021 · city of stirling corporate business plan 2017/18 | 5....
TRANSCRIPT
City o
f Stirlin
g | C
orp
orate B
usin
ess Plan
| 2017/18 – 2020/21
Corporate Business Plan2017/18 – 2020/21
City of Stirling Corporate Business Plan 2017/18 | 1
Contents
Message from the Mayor and the Chief Executive Officer 2
Integrated Planning and Reporting 3
About this Plan 4
Vision, Mission Statement and Values 5
Council 6
Organisational Structure 8
Themes and Aspirational Objectives 9
Theme Objectives, Services and Supporting Actions 10
Theme 1: Liveable City and Thriving Neighbourhoods 11
Theme 2: Sustainable Environment 14
Theme 3: Engaged Communities 15
Theme 4: Accessible and Connected City 16
Theme 5: Prosperous City 18
Theme 6: Making It Happen 19
City Services 21
1. Community Development 23
1.1 Community Safety 24
1.2 Community Services 27
1.3 Customer and Communications 32
1.4 Recreation and Leisure Services 34
2. Infrastructure 37
2.1 City Building 39
2.2 Engineering Design and Engineering Operations 42
2.3 Engineering Design 45
2.4 Engineering Operations 46
2.5 Parks and Sustainability 47
2.6 Waste and Fleet 51
3. Planning and Development 55
3.1 Approvals 57
3.2 City Planning 59
3.3 Health and Compliance 61
4. Corporate Services 64
4.1 Corporate Information Services 65
4.2 Finance Services 67
4.3 Human Resources 69
5. Office of the Chief Executive Officer 72
5.1 Office of the CEO – Executive Services 73
5.2 Governance and Strategy 74
Local Planning Strategy 77
Resource Plans 78
Long Term Financial Plan 78
Workforce Plan 79
Asset Management Framework 80
Risk Management 81
Reporting Progress 83
Appendix 1 84
Appendix 2 88
2
Message from the Mayor and the Chief Executive OfficerThe City of Stirling is proud to present the City’s Corporate Business Plan for the next four years, which details how we plan to serve our diverse community through efficient, responsive and sustainable services. The Corporate Business Plan 2017/18 - 2020/21 was unanimously adopted by Council on 4 July 2017. The plan is reviewed annually to reflect potential new opportunities and challenges that emerge, while delivering the City’s long-term vision to be a place where people choose to live, work, visit and invest.
This plan sets out the initiatives and activities that will be implemented by the City over the next four years. The most significant will be the delivery of the Scarborough Redevelopment project and the Stirling City Centre.
The City of Stirling’s partnership with the Metropolitan Redevelopment Authority (MRA) will see over $101 million invested in the area over the next three years. In particular, the City is constructing a $26 million, 50m outdoor heated coastal pool, which is expected to open in early 2018 and will become the jewel in the crown for this iconic coastal setting. This will transform Scarborough Beach into an international tourist destination and the best beach in Western Australia for locals to live, work and play.
With this successful project well established, the City of Stirling will be working hard on our number one priority: the Stirling City Centre. The long-term vision is to create an accessible, vibrant urban centre that will reduce traffic congestion and provide more jobs and affordable
housing as well as connecting transport links from Glendalough to Scarborough Beach. In 2017/18, the City of Stirling will focus on securing funding for this significant project.
An increased emphasis on street tree planting and progress on the City’s Million Trees program, in addition to proposed changes to retain trees on private property, will support the growth of the City’s urban forest canopy into the future.
We are committed to working to deliver a sustainable and thriving City which engages the community and fosters prosperity. The Corporate Business Plan is an important part of our overall ‘Plan for the Future’ and with hard work and consistent service delivery, the future continues to be bright for the City of Stirling - the ‘City of Choice’.
City of Stirling Corporate Business Plan 2017/18 | 3
Integrated Planning and Reporting
In 2011, the Western Australian State Government introduced legislation requiring local governments to prepare an Integrated Planning and Reporting Framework. The Framework requires the development of a ‘Plan for the Future’, comprising a ten-year Strategic Community Plan, a four-year Corporate Business Plan and supporting resource plans.
As part of the integrated planning process, local governments are required to consult with their communities to develop a long-term vision, examine the demographic, social, environmental and economic trends shaping the future of their area and align their activities and resources to address the community’s aspirations expressed in the vision. Measurement, assessment
and reporting are also logically part of the Framework, enabling continuous improvement and ultimately supporting progress towards the community’s vision and objectives.
The diagram below illustrates the legislated and City of Stirling’s Integrated Planning Framework.
City of Stirling Plan for the Future
Long Term Financial PlanAsset Management Plan
Workforce PlanStrategic Information
Management Plan
Strategic Community Plan
(10 year plan)
VISION
MissionValues and Sustainability
PrinciplesOBJECTIVES
Corporate Business Plan(4 year plan)
Strategies and PlansServices
Strategic Projects
Business Unit Plans(1 year plan)
Operational Service
ActivitiesPrograms and Projects
Annual Budget
Annual Plans
Measuring Progress
Community Outcomes
Service Delivery andProgram/Project Delivery
City Performance
Resource Plans
The City of Stirling’s Integrated Planning Framework
The City has in place an Integrated Planning and Reporting Framework that meets all legislative requirements.
4
About this Plan
The City of Stirling adopted its first suite of Integrated Plans in 2013/14, completed a minor strategic review of its Strategic Community Plan in 2016 and has reviewed its Corporate Business Plan every year. These reviews not only meet regulatory requirements, but also ensure these Plans remain relevant and continue to support the achievement of the community’s vision. This Plan outlines the reviewed and updated Corporate Business Plan for 2017/18 - 2020/21.
In developing and reviewing the Plan, the City has undertaken an analysis of community priorities, researched changing demographics, social, economic and environmental drivers, and considered ‘best practice’ to meet new challenges and demands.
The reviewed Corporate Business Plan sets out the City’s long-term vision and objectives and details the services and activities the City will deliver over 2017/18 - 2020/21 to support their achievement. During 2016/17, the City reviewed and made changes to its organisational structure
in order to better ‘serve the City’s diverse community through delivering efficient, responsive and sustainable services’. These changes are incorporated into this reviewed Plan. In 2017/18, the City will undertake a major review of its Strategic Community Plan and Corporate Business Plan and will continue to review its services to drive ongoing improvement and ensure the City provides best value services to the community.
The Corporate Business Plan shapes how the City will use its resources over the next four years and has also been directly influenced by the City’s Long Term Financial, Asset Management, Workforce and Strategic Information Management Plans. The Corporate Business Plan, in turn, guides the development of the 2017/18 Annual Budget and Business Unit Annual Business Plans.
In everything the City does, it will make the very best use of its finite, limited resources to achieve the greatest possible benefit for the community, while growing its capacity to deliver services important to the community.
The Corporate Business Plan (2017/18 - 2020/21) outlines:
• the City’s long-term vision, mission and values
• an overview of the City and Council
• the vision themes, objectives, services and supporting projects
• service commitments, resources and key performance indicators
• an overview of the City’s Local Planning Strategy, Long Term Financial, Workforce and Asset Management Plans
• the City’s commitment to risk management
• how the City will measure and report on the City’s performance and progress
The City is confident that the Corporate Business Plan (2017/18 - 2020/21) meets all regulatory requirements and that its implementation will continue to drive improvements in service performance and contribute towards achievement of the community’s vision for the City of Stirling to be the ‘City of Choice’.
Vision, Mission Statement and Values
VisionThe City of Stirling will be a place where people choose to live, work, visit and invest. We will have safe and thriving neighbourhoods with a range of housing, employment and recreational opportunities. We will engage with our diverse community to help shape our future into the City of Stirling - City of Choice.
Mission StatementTo serve the City’s diverse community through delivering efficient, responsive and sustainable services.
ValuesThe City of Stirling’s core values are:
• Integrity
• Community Participation
• Accountability
• Respect
• Environment
• Diversity
City of Stirling Corporate Business Plan 2017/18 | 5
6
CouncilWith a population exceeding 228,0001 residents, the City of Stirling is the largest Council (by population) in Western Australia and the thirteenth largest Council in Australia. The City is divided into seven wards each represented by two2 Elected Members.
Hamersley WardBalcatta*CarineGwelupHamersleyKarrinyup*Stirling*
Cr Samantha Jenkinson
Cr Andrew Guilfoyle
Balga Ward BalgaMirrabookaNollamara*Westminster
Cr Keith Sargent Deputy Mayor
Cr David Boothman JP
Coastal Ward Doubleview*Karrinyup*North BeachScarboroughTriggWatermans Bay
Cr Karen Caddy
Cr Mark Irwin
Doubleview Ward ChurchlandsDoubleview*InnalooKarrinyup*WembleyWembley DownsWoodlands
Cr Elizabeth Re
Cr Stephanie Proud JP
Inglewood Ward Dianella*InglewoodYokine*
Cr Terry Tyzack
Cr David Lagan
Lawley Ward CoolbiniaDianella*Nollamara*MenoraMt LawleyYokine*
Cr Rod Willox AM JP
Cr Joe Ferrante
Osborne Ward Balcatta*GlendaloughJoondannaOsborne ParkStirling*Tuart Hill
Cr Giovanni Italiano JP Mayor
* denotes suburbs that are located in multiple wards
City of Stirling Corporate Business Plan 2017/18 | 7
Council HistoryThe City of Stirling began as the Perth Road District in 1871. The District also included what are now the Cities of Belmont, Wanneroo and Bayswater and was administered by the Perth Road Board.
The Perth Road Board office was located in the City of Perth until a new administration centre was built at the current site in 1958. In 1961, the Perth Road Board became the Shire of Perth and ten years later the Shire of Perth became the City of Stirling. Since then the City of Stirling has been represented by 16 Mayors, a number of whom have held the office for more than one term.
The Role of CouncilCouncil operates under the Western Australian Local Government Act 1995. The Council is responsible for the performance of the City’s functions as well as providing leadership through:
• governing the City’s affairs
• determining the policies of the City
• overseeing the allocation of the City’s finances and resources
Council’s Governance
Council Meetings
The Council of the City of Stirling consists of 14 elected Councillors sitting as one body, with the Mayor as presiding member. Council is the policy and decision-making body for the City and meets at 7.00pm, usually on the first and third Tuesday of every month. The Chief Executive Officer and the Directors of the City’s five directorates also attend Council meetings to assist the Councillors with information as required. Members of the public
are welcome to attend Council meetings but are not permitted to take part in Council debate, although a question may be presented during Public Question Time. Minutes of Council meetings are available to the public in the week following the Council meeting.
Council Committees
Council committees generally meet once a month and consider information provided verbally and in reports by specialist City officers. Each committee then decides on a course of action and makes recommendations to be considered at the next Council meeting. There are four Council committees, being the Planning and Development Committee, the Community and Resources Committee, the Audit Committee and the Strategic Property Committee.
Planning and Development Committee
This committee meets once a month and consists of seven elected Councillors. The objective of the committee is to advise Council on matters that pertain to the Planning and Development Directorate of the City of Stirling and covers items such as development approvals, city planning, environmental health and compliance, economic development and urban regeneration and to make appropriate recommendations to Council.
Community and Resources Committee
This committee meets once a month and consists of seven elected Councillors. The objective of the committee is to advise Council on matters that pertain to waste management, engineering design,
engineering operations, recreation and leisure, parks and reserves, libraries, arts and culture, community services, transport, city building operations, human resources, governance, finance and corporate projects and to make appropriate recommendations to Council.
Audit Committee
The Audit Committee is required by legislation and is an essential element of the City’s corporate governance framework. Membership of the committee includes the Mayor, up to seven Councillors and an independent external member with financial management and audit expertise. The committee meets at least once every quarter and holds additional meetings as required.
Strategic Property Committee
The objective of the Strategic Property Committee is to provide recommendations to Council on property investment strategies and concepts, to deliver long term financial and social returns to the City in accordance with the City of Stirling Property Strategy.
Chief Executive Officer’s Performance Review Committee
The Chief Executive Officer’s Performance Review Committee consists of the 14 elected Councillors, with the Mayor as presiding member. The Committee is responsible for reviewing and evaluating the performance of the Chief Executive Officer. This Committee has delegated authority.
1 Australian Bureau of Statistics 2 The Osborne Ward currently has one vacant Elected Member position
8
Organisational StructureThe City of Stirling operates across four Directorates, each of which report to the Chief Executive Officer. Each Directorate is made up of a number of Business Units, which are responsible for the delivery of City services or internal support services. The City’s services and alignment to the vision objectives are discussed in more detail in the following sections.
Community Development
Corporate Services Infrastructure
Planning and Development
Waste
and Fleet
Community Safety City Building ApprovalsCorporate Information Services
Recreation and Leisure Services
Parks and Sustainability
Customer and Communications Human Resources Health and Compliance
Engineering Operations
Community Services Finance Services
Engineering Design City Planning
Executive ServicesInternal Audit
Chief Executive Officer
Governance and Strategy
City of Stirling Corporate Business Plan 2017/18 | 9
Themes and Aspirational ObjectivesSix themes, with aspirational objectives, further describe the City’s vision for the future.
Theme 1 – Liveable City and Thriving Neighbourhoods
Aspirational Objective
The City of Stirling will have beautiful streetscapes, open spaces and a range of housing choices creating a strong sense of place. People will be encouraged to be active through a variety of exciting events and recreational activities. Residents will feel safe and there will be access to quality health and care services to meet the changing needs of the community.
Theme 2 – Sustainable Environment
Aspirational Objective
The City of Stirling will value, protect and improve the environment by using natural resources wisely, reducing the impact of our activities on the environment and protecting wildlife and natural habitats. The City will support and encourage everyone in the community to work for a sustainable future.
Theme 3 – Engaged Communities
Aspirational Objective
The City of Stirling will be a place where people from diverse backgrounds will feel included and respected. Residents will be informed and involved in important local issues and encouraged to participate in community life.
Theme 4 – Accessible and Connected City
Aspirational Objective
The City of Stirling will be accessible with sustainable transport solutions, safer roads and parking availability. Improved technology will create a connected community with many of the City’s services available online.
Theme 5 – Prosperous City
Aspirational Objective
The City of Stirling will be fostering business development and employment opportunities, making it a great place to invest. Our attractions and events will stimulate tourism, increasing the number of visitors to our City.
Theme 6 – Making It Happen
Aspirational Objective
The City of Stirling will continue to be recognised both regionally and nationally as a Council committed to quality services and continuous improvement. We will build on this reputation while continuing to be among the best performing local governments in Australia and beyond.
10
Theme 1 Liveable City and Thriving Neighbourhoods1.1 A Strong Sense of Place
1.2 Housing Choice
1.3 Beautiful Streetscapes and Open Spaces
1.4 Safer City
1.5 Health and Wellbeing
1.6 Active and Vibrant City
Theme 2 Sustainable Environment2.1 Clean and Waste Wise City
2.2 Energy Wise City
2.3 Water Wise City
2.4 Flourishing Wildlife and Natural Habitat
Theme 3 Engaged Communities3.1 Inclusive and Harmonious City
3.2 Active Participation and Volunteering
3.3 Two Way Dialogue
Theme 6 Making It Happen6.1 Customer Focus
6.2 Good Governance
6.3 Prudent Financial Management
6.4 Investing for the Future
6.5 Employer of Choice
6.6 Integrated Planning and Reporting
6.7 Partner of Choice and Persuasive Advocate
Theme 4 Accessible and Connected City4.1 Planning for Accessibility
4.2 Travel Choice
4.3 Safer Roads
4.4 Smart Parking
4.5 Connected City
Theme 5 Prosperous City5.1 Great Place to Work, Invest
and Do Business
5.2 Destination City
Theme Objectives, Services and Supporting ActionsThe six themes and related aspirational objectives are summarised below and detailed in the following sections.
The Corporate Business Plan 2017/18 - 2020/21 reflects the City’s mission ‘to serve the City’s diverse community through delivering efficient, responsive and sustainable services’, and focusses on the services the City delivers and will continue to deliver over 2017/18 - 2020/21 to achieve the Strategic Community Plan objectives.
Each of the theme tables provides:
• a list of the services to achieve the Strategic Community Plan vision and objectives1
• a description of strategic projects and significant activities the City will undertake to expand or improve services
A summary of high level service commitments for each service area is outlined in the ‘City Services’ section and the key stakeholders and federal, state and industry strategies and plans are described in Appendix 1 of this Plan.
1 Services are listed against the objectives that align to their primary purpose for delivery. While these services may also have secondary impacts and support progress towards a number of
other City objectives, for practical purposes services are not listed against these objectives.
City of Stirling Corporate Business Plan 2017/18 | 11
Theme 1: Liveable City and Thriving Neighbourhoods
The City of Stirling will have beautiful streetscapes, open spaces and a range of housing choices creating a strong sense of place. People will be encouraged to be active through a variety of exciting events and recreational activities. Residents will feel safe and there will be access to quality health and care services to meet the changing needs of the community.
Services to Achieve Strategic Community Plan Objectives
Service Commitments and Strategic Projects 17
/18
18/1
9
19/2
0
20/2
1
Lead Business Unit
1.1 A Strong Sense of Place
Our suburbs will have their own unique character based on the heritage, high-quality built infrastructure and a strong sense of community in each neighbourhood.
S3, S4
Land Use Planning
Deliver service commitments Ongoing City Planning
• Develop and implement the Local Planning Strategy • Develop the Scarborough Beach West Activity
Corridor Plan
• Develop the Mirrabooka Activity Centre Structure Plan • Complete a feasibility study for Flora Terrace • Complete the Main Street Corridor Urban Design
Study
• Review Local Planning Scheme 3, in accordance with legislated requirements
S5 Heritage Conservation
Deliver service commitments Ongoing City Planning
S1, S2
Statutory Planning and Building
Deliver service commitments Ongoing Approvals
S11, S23
Statutory Compliance
Deliver service commitments Ongoing Health and Compliance
1.2 Housing Choice
There will be a choice of housing size, style and price to meet the needs of our residents and infill development will be managed to preserve amenity within the City of Stirling.
S3, S4
Land Use Planning
Deliver service commitments Ongoing City Planning
• Complete the Better Suburbs Project - Place based planning for Balga, Westminster, Nollamara, to improve built form outcome
• Review parking ratios for local centres to ensure the City meets future needs
S6 Economic Development
• Implement the Affordable Housing Project Planning and Development Administration
S1, S2
Statutory Planning and Building
Deliver service commitments Ongoing Approvals
S11, S23
Statutory Compliance
Deliver service commitments Ongoing Health and Compliance
12
Services to Achieve Strategic Community Plan Objectives
Service Commitments and Strategic Projects 17
/18
18/1
9
19/2
0
20/2
1
Lead Business Unit
1.3 Beautiful Streetscapes and Open Spaces
There will be well-designed, clean and maintained streets, tree canopy cover will be valued and there will be ready access to parks and open space, creating a welcoming, attractive environment that supports the wellbeing of the community.
S25- S29
Parks, Reserves, Natural Areas and Streetscapes
Deliver service commitments Ongoing Parks and Sustainability• Develop and implement an Urban Forest Strategy
• Progress the Million Trees program to plant one million trees and other plants by 2030
S3, S4 Land Use Planning
Deliver service commitments Ongoing City Planning
• Develop a comprehensive Tree Protection Planning Framework within the City’s Local Planning Scheme
S25- S29
Parks, Reserves, Natural Areas and Streetscapes
• Develop, review and implement a rolling Parks and Reserves four-year capital development program
Parks and Sustainability
• Develop, review and implement the Integrated Pest Management Framework
S52- S57
Recreation and Leisure
Deliver service commitments Ongoing Recreation and Leisure Services
• Review and implement the City’s Public Open Space Strategy to meet community demands for activities, functions, cultural and events bookings
• Implement the Dianella Regional Open Space Master Plan
• Implement the Inglewood Oval/ Hamer Park Development Plan
• Implement the Yokine Reserve Master Plan • Establish a forward plan for the expenditure of cash-
in-lieu funds based on public open space needs and identified opportunities
1.4 Safer City
The City will be a leader in community safety, addressing crime and antisocial behaviour and working with the community to make people feel safer living, visiting and working in the City of Stirling.
S33 Community Safety
Deliver service commitments Ongoing Community Safety
S24 Emergency Management
Deliver service commitments Ongoing
1.5 Health and Wellbeing
The City will promote public health and wellbeing and there will be a range of quality health and care services to meet the changing needs of our community.
S10 Environmental Health
Deliver service commitments Ongoing Health and Compliance• Prepare and implement a Local Public Health Plan
S11, S23
Statutory Compliance
Deliver service commitments Ongoing
S52- S57
Recreation and Leisure
Deliver service commitments Ongoing Recreation and Leisure Services
S35- S46
Community Services
Deliver service commitments Ongoing Community Services
City of Stirling Corporate Business Plan 2017/18 | 13
Services to Achieve Strategic Community Plan Objectives
Service Commitments and Strategic Projects 17
/18
18/1
9
19/2
0
20/2
1
Lead Business Unit
1.6 Active and Vibrant City
There will be a choice of sport, leisure, lifelong learning, arts and events for everyone in the City of Stirling.
S52- S57
Recreation and Leisure
Deliver service commitments Ongoing Recreation and Leisure Services
• Build the Scarborough Beach Pool City Building
S12- S14
City Building Deliver service commitments Ongoing City Building
S47 Library and Information Services
Deliver service commitments Ongoing Community Services• Develop and implement the Strategic Plan for Library
Services
• Develop Local Area Hubs concept and implement at libraries/City facilities as appropriate
• Introduce RFID technology to City’s libraries for improved circulation and security of library book stock
S48 Stirling History Collection and Mount Flora Museum
Deliver service commitments Ongoing Community Services
S51 Arts and Events Deliver service commitments Ongoing Customer and Communi-cations
• Partner with the Metropolitan Regional Authority to implement the Scarborough Beach Public Art Plan
14
Theme 2: Sustainable EnvironmentThe City of Stirling will value, protect and improve the environment by using natural resources wisely, reducing the impact of our activities on the environment and protecting wildlife and natural habitats. The City will support and encourage everyone in the community to work for a sustainable future.
Services to Achieve Strategic Community Plan Objectives
Service Commitments and Strategic Projects 17
/18
18/1
9
19/2
0
20/2
1
Lead Business Unit
2.1 Clean and Waste Wise City
The impact of waste on the environment will be minimised through the provision of effective and innovative waste and recycling services and the community will be working together to reduce, reuse and recycle.
S30 Waste Management
Deliver service commitments Ongoing Waste and Fleet• Develop, revise, review and implement the City’s
Strategic Waste Minimisation Plan (2013-2018)
• Implement Stage 3 of the Recycling Centre Development
2.2 Energy Wise City
The City’s energy use and greenhouse gas emissions will be reduced and the community will be supported and encouraged to do the same.
S9 Sustainability Deliver service commitments Ongoing Parks and Sustainability• Develop and implement Sustainability Strategy:
Energy Wise City
2.3 Water Wise City
Innovative solutions will be implemented to reduce our water use and the City will be working with our community to reduce water consumption through education and advice.
S25- S29
Parks, Reserves, Natural Areas and Streetscapes
Deliver service commitments Ongoing Parks and Sustainability
S9 Sustainability Deliver service commitments Ongoing
• Develop and implement Sustainability Strategy: Water Wise City
2.4 Flourishing Wildlife and Natural Habitat
Our wildlife and natural habitats will be protected and enhanced and the community will be supported to protect and preserve the City’s biodiversity.
S25- S29
Parks, Reserves, Natural Areas and Streetscapes
Deliver service commitments Ongoing Parks and Sustainability• Review and implement the City’s Local Biodiversity
Strategy to improve natural area condition, native flora and wildlife habitation
S31 Beach Cleaning Deliver service commitments Ongoing Waste and Fleet
S9 Sustainability • Develop and implement Sustainability Strategy: Adaptive City
Parks and Sustainability
City of Stirling Corporate Business Plan 2017/18 | 15
Theme 3: Engaged CommunitiesThe City of Stirling will be a place where people from diverse backgrounds will feel included and respected. Residents will be informed and involved in important local issues and encouraged to participate in community life.
Services to Achieve Strategic Community Plan Objectives
Service Commitments and Strategic Projects 17
/18
18/1
9
19/2
0
20/2
1
Lead Business Unit
3.1 Inclusive and Harmonious City
The City will be a place where diversity is celebrated, people live together in harmony and there is universal access to services.
S35- S46
Community Services
Deliver service commitments Ongoing Community Services• Develop and implement a Youth Engagement
Framework for the City of Stirling
3.2 Active Participation and Volunteering
The City will be a place where people of all ages and diverse backgrounds can pursue their interests, there will be more opportunities to volunteer and the contribution of volunteers will be recognised and celebrated.
S35- S46
Community Services
Deliver service commitments Ongoing Community Services
3.3 Two Way Dialogue
The City will be in touch with local residents, listen to what people have to say and offer many ways for residents to provide feedback and participate in decision making.
S49 Marketing Deliver service commitments Ongoing Customer and Communications• Develop a new website to improve information
quality and customer engagement
S50 Stakeholder Engagement
Deliver service commitments Ongoing
All City Services Deliver service commitments Ongoing All Business Units
16
Theme 4: Accessible and Connected CityThe City of Stirling will be accessible with sustainable transport solutions, safer roads and parking availability. Improved technology will create a connected community with many of the City’s services available online.
Services to Achieve Strategic Community Plan Objectives
Service Commitments and Strategic Projects 17
/18
18/1
9
19/2
0
20/2
1
Lead Business Unit
4.1 Planning for Accessibility
People will be able to meet their education, employment, recreation, service and consumer needs within a reasonable distance of their home.
S3, S4 Land Use Planning Deliver service commitments Ongoing City Planning
• Finalise and implement the Herdsman/Glendalough Structure Plan
• Work with State Government on proposed light rail networks and advancement to existing public transport networks
4.2 Travel Choice
Accessibility for pedestrians, cyclists and public transport users will be improved.
S3, S4
Land Use Planning • Review and implement an Integrated Transport Strategy
X City Planning
S22 Transport Infrastructure and Traffic Management
Deliver service commitments Ongoing Engineering Design and Engineering Operations
• Develop and implement the Bike Route Development Plan
Engineering Design
S3, S4 Land Use Planning • Develop a City Deal for Application for Federal Funding for SBR Light Rail
X City Planning
4.3 Safer Roads
Travelling on the City’s roads will be safer, more reliable and convenient.
S22 Transport Infrastructure and Traffic Management
Deliver service commitments Ongoing Engineering Design and Engineering Operations
• Implement the Doubleview Commercial Centre Road Upgrade Project
Engineering Design
• Implement the Rights of Way Program Engineering Design and Engineering Operations
S11, S23
Statutory Compliance
Deliver service commitments Ongoing Health and Compliance
City of Stirling Corporate Business Plan 2017/18 | 17
Services to Achieve Strategic Community Plan Objectives
Service Commitments and Strategic Projects 17
/18
18/1
9
19/2
0
20/2
1
Lead Business Unit
4.4 Smart Parking
Parking space will be well managed to meet the current and future demands of a growing and prosperous City.
S22 Transport Infrastructure and Traffic Management
Deliver service commitments Ongoing Engineering Design and Engineering Operations
• Develop the Ellen Stirling Boulevard Car Park
S34 Parking Services Deliver service commitments OngoingCommunity Safety• Develop and implement the smart parking
technology plan
4.5 Connected City
Accessing the City’s services online will be user-friendly and straightforward.
S61- S66
Corporate Information Services
Deliver service commitments Ongoing Corporate Information Services
• Review and implement the City’s Strategic Information Management Plan
18
Theme 5: Prosperous CityThe City of Stirling will be fostering business development and employment opportunities, making it a great place to invest. Our attractions and events will stimulate tourism, increasing the number of visitors to our City
Services to Achieve Strategic Community Plan Objectives
Service Commitments and Strategic Projects 17
/18
18/1
9
19/2
0
20/2
1
Lead Business Unit
5.1 Great Place to Work, Invest and Do Business
The City will be facilitating business development and employment opportunities, making it an investment location of choice.
S6, S7 Economic Development
Deliver service commitments Ongoing Planning and Development Administration
• Implement the Economic and Tourism Development Strategy
S7 Urban Regeneration
• Assist the Metropolitan Redevelopment Authority to implement the Scarborough Redevelopment Project
City Building
• Implement the Mirrabooka Regional Centre Improvement Strategy
S3, S4 Land Use Planning • Implement the Stirling City Centre Project City Planning
5.2 Destination City
The City will be promoting visitor attractions and conducting events to enhance tourism in the area.
S6, S7 Economic Development
Deliver service commitments Ongoing Planning and Development Administration
S51 Arts and Events Deliver service commitments Ongoing Customer and Communications
City of Stirling Corporate Business Plan 2017/18 | 19
Theme 6: Making It HappenThe City of Stirling will continue to be recognised both regionally and nationally as a Council committed to quality services and continuous improvement. We will build on this reputation while continuing to be among the best performing local governments in Australia and beyond.
Services to Achieve Strategic Community Plan Objectives
Service Commitments and Strategic Projects 17
/18
18/1
9
19/2
0
20/2
1
Lead Business Unit
6.1 Customer Focus
The City will be providing consistent, dedicated and efficient customer services.
S82 Customer Service
Deliver service commitments Ongoing Customer and CommunicationsS82 • Develop and implement a Customer Service
Strategy
S82 • Implement the Customer Relationship Management System Project
S83 Professional Standards
Deliver service commitments Ongoing Governance and Strategy
6.2 Good Governance
The City will comply with legal requirements, observe high ethical standards in all it does and be open and transparent to the community and other stakeholders.
S80- S85
Governance Deliver service commitments Ongoing Governance and Strategy
S86 Information Management
Deliver service commitments Ongoing
S76 Corporate Risk Management
Deliver service commitments Ongoing
S79 Internal Audit Deliver service commitments Ongoing Executive Services
S8 Major Project Management
• Develop and implement a Corporate Project Management Framework
City Building
6.3 Prudent Financial Management
The City will use its financial resources prudently and plan for the long-term financial sustainability of the City.
S67- S71
Financial Management
Deliver service commitments Ongoing Finance Services• Review and implement the Long Term Financial
Plan
• Further integrate the City’s Long Term Financial Plan and Annual Budget with the City’s Integrated Planning Framework
• Implement Stirling Transformational Enterprise Procurement (STEP) program
20
Services to Achieve Strategic Community Plan Objectives
Service Commitments and Strategic Projects 17
/18
18/1
9
19/2
0
20/2
1
Lead Business Unit
6.4 Investing for the Future
The City’s assets will be managed in an efficient and coordinated manner, providing consistency and value for money. Standards will be applied to all assets with the impacts on the natural environment, amenity and the health and safety of the community taken into account.
S58 Asset Management
Deliver service commitments Ongoing City Building
• Develop, review and implement the Asset Management Framework
S59 Property Strategy Investment Management
Deliver service commitments Ongoing Infrastructure Administration• Review and implement the Property Strategy
S60 Land and Property Management
Deliver service commitments Ongoing
S32 Fleet Management
Deliver service commitments Ongoing Waste and Fleet
6.5 Employer of Choice
The City will invest in its workforce to attract, develop and retain employees to meet the community’s current and future needs.
S72- S75, S87
Human Resource Management
Deliver service commitments Ongoing Human Resources
• Review and implement the City’s Workforce Plan
S75 Occupational Safety and Health
Deliver service commitments Ongoing
6.6 Integrated Planning and Reporting
The City will plan for the future, implement its plan, manage its resources and measure its progress toward the achievement of the community's vision, aspirations and objectives.
S78 Integrated Planning and Reporting
Deliver service commitments Ongoing
• Develop and review the Strategic Community Plan and Corporate Business Plan in accordance with legislative requirements and through the process set out in the City’s Integrated Planning and Reporting Process Plan
Governance and Strategy
• Implement the agreed outcomes of the Service and Organisational Review, including a City services and structural review to determine the most effective and efficient way of delivering services and achieving the objectives of the Strategic Community Plan
Office of the CEO
6.7 Partner of Choice and Persuasive Advocate
The City will work with and influence others for the benefit of the City of Stirling.
S50 Stakeholder Engagement
Deliver service commitments Ongoing Customer and Communications• Prepare a Stakeholder Management Plan
S77 Advocacy, Partnerships and Alliances
• Deliver service commitment Ongoing Office of the CEO
City of Stirling Corporate Business Plan 2017/18 | 21
City ServicesDuring 2016/17, the City reviewed and made changes to its organisational structure in order to more efficiently and effectively deliver its services. These changes are reflected in the Directorate and Business Unit structures outlined in this section. Due to the difficulties of comparing historical resource allocations with current and proposed future resource allocations, the historical allocations are provided at the Directorate level only and not at the Business Unit level.
The services delivered to achieve the Strategic Community Plan vision and objectives have been clearly identified in the preceding tables. In the following sections, these services are described in more detail, including summary service level commitments for the next four years, resources budgeted to meet these commitments and service key performance indicators.
Throughout this City Services section:
2 Direct Revenue refers to all sources of funding that contribute to the City’s operating budget, including revenue from rates, waste service charges, grants and fees, and charges for services.
3 Direct Expenses refers to operating costs without activity cost-based allocations.
4 Business Unit Capital refers to minor capital items such as fleet, IT and replacement capital.
City of Stirling Corporate Business Plan 2017/18 | 21
City of Stirling Corporate Business Plan 2017/18 | 23
1. Community Development
The Community Development Business Units and their Services Units are detailed in the table below:
Community Development
Community Development Management
Community Safety Community ServicesCustomer and Communications
Recreation and Leisure Services
Community Safety Management
Community Services Management
Customer and Communications Management
Recreation and Leisure Services Management
Community Safety Operations Community Services and Development
Marketing Leisure Planning and Projects
Parking Services Aged and Disability Care Services
Stakeholder Engagement Club Development
Cultural Diversity and Community
Arts and Events Direct Managed Recreation Facilities
Library Services Customer Services Stirling Leisure Centres (Aquatics)
Established and Temporary Full-time and Part-time Positions Allocated to Provide Services
Community Development Directorate FTE
Actual FTE 15/16 (at 30 June 2016)
Budgeted FTE 16/17
Budgeted FTE 17/18-20/215
Established 267.01 268.30 299.31
Temporary 86.45 80.50 90.60
Total FTE 353.46 348.80 389.91
Financial Resources Allocated to Provide Services
Community Development Directorate
15/16 Actual
$
16/176 Budgeted
$
17/18 Budgeted
$
18/19 Forecast
$
19/20 Forecast
$
20/21 Forecast
$Operating Budget
Direct Revenue² 26,141,704 24,940,418 26,907,198 27,512,610 28,200,425 28,905,435
Direct Expenses3 (41,604,547) (44,077,020) (50,571,848) (51,709,715) (53,002,458) (54,327,519)
Total Net Operating (15,462,843) (19,136,602) (23,664,651) (24,197,105) (24,802,033) (25,422,084)
Community Development Directorate
15/16 Actual
$
16/17 Budgeted
$
17/18 Budgeted
$
18/19 Forecast
$
19/20 Forecast
$
20/21 Forecast
$Capital Budget
Total Capital (1,120,221) (2,611,920) (2,189,268) (2,238,527) (2,294,490) (2,351,852)
5 Note the changes to the FTE are due to the organisational restructure in 2016/17 and the establishment of the new aquatic facility, the Scarborough Beach Pool, which will open in early 2018.
6 Note that the Budgeted 2016/17 Direct Revenue originally reported in the Corporate Business Plan 2016/17-2019/20 contained some errors. These have now been corrected within this Corporate Business Plan.
24
1.1 Community SafetyPurpose Statement
To provide services and work with others to make the City a safer place and implement the City’s paid parking program. The Business Unit provides services that are primarily delivered to support the achievement of the following vision objectives:
The Community Safety Business Unit has three Service Units:
• Community Safety Management
• Community Safety Operations
• Parking Services
Community Safety - Service Units and Services
No.
Service Units
Services
Service Description and Current Key Levels of Service
16/17 to be continued in 17/18 – 20/21
Service Change
17/18 – 20/21
Community Safety Management Service Unit
S24 Emergency Management
Emergency Management
The City of Stirling:
• has emergency management and recovery management arrangements in place and communicates these to relevant stakeholders
• manages community recovery after emergencies or disasters within the district
• works with relevant stakeholders to improve the City’s resilience to emergencies or disasters
Maintain
Community Safety Operations Service Unit
S33a Security Services Technical Security Services
The City of Stirling maintains the City’s CCTV camera network in identified sites and provides CCTV footage to support investigations and WA Police operations.
Security Patrol Services
The City of Stirling:
• provides a responsive security service that is available 7 days a week, 24 hours a day on call; conducts regular random patrols; and offers a holiday watch service
• provides a security service for departments and service units within the City in accordance with annually agreed Service Level Agreements
Maintain
Maintain
Liveable City and Thriving Neighbourhoods
Sustainable Environment
Engaged Communities
Accessible and Connected City Prosperous City
Making It Happen
City of Stirling Corporate Business Plan 2017/18 | 25
No.
Service Units
Services
Service Description and Current Key Levels of Service
16/17 to be continued in 17/18 – 20/21
Service Change
17/18 – 20/21
S33b Ranger Services Ranger Services
The City of Stirling:• provides ranger services daily, from 7am to 8pm, and responds to a
range of issues including animal control, parking and litter
• enforces relevant animal legislation, including registration, control requirements and permits
• enforces safe and legal parking
• completes an annual schedule of community events and engagements to educate the community on programs associated with safe parking, responsible animal ownership and general community safety
Maintain
S33c Animal Management
Animal Care Facility
The City of Stirling:
• provides an animal care facility in Balcatta to house lost and stray dogs
• provides an adoption service for unclaimed dogs
Companion Animal Management
The City of Stirling:
• provides access to discounted sterilisation and micro-chipping services
• manages dog and cat registrations and relevant permits
Cease
The pet funeral and animal cremation service will cease operating in June 2017.
Maintain
Parking Services Service Unit
S34 Parking Services Parking Services
The City of Stirling:
• implements the City’s paid parking program
• enforces safe and legal parking
Maintain
Community Safety - Service Key Performance Indicators
Service CBP KPI (City Performance)
17/18
Target
15/16
Result
14/15
Result
13/14
Result
12/13
Result
11/12
Result
Residents’ Satisfaction
Average satisfaction rating of surveyed residents for the City of Stirling’s performance with security patrol
≥ 7.0(Max 10)
7.4 7.6 6.8 7.4 7.7
Residents’ Satisfaction
Average satisfaction rating of surveyed residents for the City of Stirling’s performance with ranger services
≥ 7.0(Max 10)
7.2 7.5 7.1 7.5 7.9
Emergency and Recovery Management Arrangements
Emergency and recovery management arrangements are in place, up-to-date and comply with State Emergency Management policy requirements
Full adherence
Full adherence
Full adherence
Full adherence
Full adherence
Full adherence
Residents’ Satisfaction
Average satisfaction rating of surveyed residents for the City of Stirling’s performance in the provision and management of parking
≥ 7.0(Max 10)
6.8 6.8 6.6 7 N/A
26
Established and Temporary Full-time and Part-time Positions Allocated to Provide Services
Community Safety Business Unit FTE Budgeted FTE 17/18-20/21
Established 55.08
Temporary 4.6
Total FTE 59.68
Financial Resources Allocated to Provide Services
Community Safety Business Unit 17/18 Budgeted
$
18/19 Forecast
$
19/20 Forecast
$
20/21 Forecast
$Operating Budget
Direct Revenue2 $5,606,614 $5,732,763 $5,876,082 $6,022,984
Direct Expenses3 ($7,202,069) ($7,364,116) ($7,548,219) ($7,736,924)
Total Net Operating ($1,595,456) ($1,631,353) ($1,672,137) ($1,713,941)
Community Safety Business Unit 17/18 Budgeted
$
18/19 Forecast
$
19/20 Forecast
$
20/21 Forecast
$Capital Budget4
Total Capital (261,000) (266,873) (273,544) (280,383)
City of Stirling Corporate Business Plan 2017/18 | 27
1.2 Community ServicesPurpose Statement
To serve the City’s diverse community through delivering efficient, responsive and sustainable services. The Business Unit provides services that are primarily delivered to support the achievement of the following vision objectives:
The Community Services Business Unit has five Service Units:
• Community Services Management
• Community Services and Development
• Aged and Disability Care Services
• Cultural Diversity and Community
• Library Services
Community Services - Service Units and Services
No.
Service Units
Services
Service Description and Current Key Levels of Service
16/17 to be continued in 17/18 – 20/21
Service Change
17/18 – 20/21
Community Services and Development Service Unit
S35 Community Centres
Community Centres
The City of Stirling:
• manages eleven Community Centres: Balga, Bob Daniel, Dianella, Dianella House, Kevin Smith, Inglewood Children’s Centre, Nollamara, North Beach, Osborne, Scarborough, Wadjak Resource Centre
• Community Centres:
– support a wide range of programs and services, including local community and sporting groups, Autumn/Senior Citizen’s Clubs and the City of Stirling’s Stirling Silver Program
– enable a variety of programs and services, for example yoga and dance classes, arts and crafts, indoor bowls and billiards/snooker
– provide halls and meeting rooms of various sizes (available for hire)
Maintain
S36 Disability, Access and Inclusion Coordination
Disability, Access and Inclusion Coordination
The City of Stirling:
• adheres to legislated Disability Access and Inclusion planning review and reporting requirements
• has a Disability, Access and Inclusion Plan (2015 - 2020) in place
• implements the Plan and submits a progress report to the Department of Community Services by 31 July each year
Maintain
Liveable City and Thriving Neighbourhoods
Sustainable Environment
Engaged Communities
Accessible and Connected City Prosperous City
Making It Happen
28
No.
Service Units
Services
Service Description and Current Key Levels of Service
16/17 to be continued in 17/18 – 20/21
Service Change
17/18 – 20/21
S37 Volunteer Services Volunteer Services
The City of Stirling:
• undertakes volunteer recruitment and retention programs
• identifies and develops volunteering opportunities through the provision of services to the community, including young people and families, Aboriginal and Torres Strait Islander (ATSI) communities, culturally and linguistically diverse (CaLD) communities, seniors and people with disabilities
• builds networks with other service providers to identify volunteering opportunities
• has a well-trained pool of about 500 volunteers who support the delivery of City services
Maintain
S38 Men’s Shed Men’s Shed
The City of Stirling provides the Community Men’s Shed, which offers a workshop facility for men aged 55+ to do wood work and other activities, such as gardening and computer workshops, with other men (membership fees apply).
Maintain
S39 Home and Community Care (HACC) Regional Assessment
Home and Community Care (HACC) Regional Assessment Cease
The City of Stirling HACC Regional Assessment Service for Aged Care will cease operating in June 2017 (existing Service users will be directed to another relevant Regional Assessment Service).
Aged and Disability Care Services Service Unit
S40 Home and Community Care Program
Home and Community Care Programs
The City of Stirling:
• provides in-Home Support Services to seniors and people with a disability
• provides Home and Community Care (HACC) services to over 2800 clients across 12 service types
Change
Major reform is currently underway within the Aged Care industry and the City of Stirling will be negotiating these changes to ensure the best possible outcomes for the City’s clients.
City of Stirling Corporate Business Plan 2017/18 | 29
No.
Service Units
Services
Service Description and Current Key Levels of Service
16/17 to be continued in 17/18 – 20/21
Service Change
17/18 – 20/21
S41 Day Clubs Stirling Day Clubs
The City of Stirling has three Day Clubs located in Nollamara, Stirling and a Centre for people with intellectual disabilities in Scarborough.
HACC eligible clients, mainstream frail aged, people with intellectual disabilities and people from culturally and linguistically diverse backgrounds are able to access these services (fees may be applicable).
Programs at the Day Clubs focus on wellness, life skills, educational activities and opportunities to support clients in maintaining their independence
Maintain
S42 Transport Services Transport Services
The City of Stirling:
• provides transport options on weekdays for a wide range of activities to eligible residents
• transport services are available to HACC eligible clients (fees may be applicable)
Maintain
S43 Food Services Food Services
The City of Stirling offers a Meals on Wheels program which provides fresh, nutritious two-course meals on weekdays to eligible residents (fees are applicable, but residents who are assessed as HACC eligible clients receive reduced fees)
Maintain
Cultural Diversity and Community Service Unit
S44 Family Services Family Services
The City of Stirling offers a range of services for families, including:• activities for resident families that promote social connections,
strengthen families and/or promote health and wellbeing
• support for community organisations to implement activities that promote social connections, strengthen families and/or promote health and wellbeing
Maintain
Culturally Diverse Community Services
The City of Stirling:
• offers a range of services and programs to support the City’s culturally and linguistically diverse communities (CaLD) including:
– a number of CaLD communities are provided capacity building support
– activities that engage CaLD communities
– community events and activities that celebrate cultural diversity and acknowledge Aboriginal heritage
– activities to engage Aboriginal community members.
• has a Service Agreement with the Department of Social Services to November 2018, to provide a range of programs and activities to the City’s culturally and linguistically diverse community
Maintain
S45 Domestic Violence and Crisis Accommodation
Domestic Violence and Crisis Accommodation
The City of Stirling:
• provides crisis accommodation and domestic violence support services, including outreach services to women and children experiencing or at risk of family and domestic violence
• provides these services through the Stirling Women’s Centre
• has a Service Agreement with the Department of Community Services to provide the Women’s Centre (Service Agreements will be renegotiated with the Department in the next 12 months)
Maintain
30
No.
Service Units
Services
Service Description and Current Key Levels of Service
16/17 to be continued in 17/18 – 20/21
Service Change
17/18 – 20/21
S46 Children’s Services Children’s Services
The City of Stirling:
• provides out-of-school-hours care services at Balga, Hamersley, Scarborough and Inglewood
• provides vacation care programs for children, from pre-primary through to 15-year-olds
• childcare services meet all legal requirements for the provision of childcare, and services are provided in accordance with the Education and Care Regulatory Unit (Department of Local Government, Sport and Cultural Industries) and the National Quality Framework
Maintain
Library Services Service Unit
S47 Library and Information Services
Library and Information Services
The City of Stirling:
• has six libraries: Inglewood, Mirrabooka, Osborne and Scarborough open six days, and Karrinyup and Dianella open seven days. The City’s libraries provide:
o a large range of traditional print materials and e-resources for all ages, for loan
o a wide range of programs for youth and adults focussing on literacy, lifelong learning, and digital literacy including:
youth programs – story-time, school holiday programs, early childhood literacy programs, Children’s Book Week, special programs
adult programs - adult presenter events; adult book clubs; clubs for chess, scrabble, knitting and conversational English
books on wheels service for housebound residents
• offers a wide range of services at the City’s libraries, including free access to information via public internet; word processing and email PCs; printing and photocopying; request and information service; Tax Help volunteers; and IT technology literacy events
Maintain
S48 Stirling History Collection and Mount Flora Regional Museum
Stirling History Collection and Mount Flora Regional Museum
The City of Stirling:
• provides the Mount Flora Regional Museum which offers a look into the region’s past through photographs and artefacts, and is generally open on Sundays, by appointment and via a virtual tour
• manages a local history collection stored at the City’s administration centre, with the majority of photographs available for public viewing via the library online catalogue
• houses small history collections specific to the local area at each branch library
Maintain
City of Stirling Corporate Business Plan 2017/18 | 31
Community Services - Service Outcome Key Performance Indicators
Service CBP KPI (City Performance)
17/18
Target
15/16
Result
14/15
Result
13/14
Result
12/13
Result
11/12
Result
Service User Satisfaction
Average user satisfaction rating for the City of Stirling’s performance with services for people accessing community centres
80% 89% 88% N/A N/A N/A
Adherence to Department of Community Services’ Requirements
Adherence to Disability Access and Inclusion planning review and reporting cycle
(Plan reviewed every five years and report submitted annually)
Full adherence
Service User Satisfaction
Average user satisfaction rating for the City of Stirling’s performance with services for seniors and people with disabilities
80% 86% 87% N/A N/A N/A
Service User Satisfaction
Average user satisfaction rating for the City of Stirling’s performance with services and programs for families and children
80% 96% 96% N/A N/A N/A
Service User Satisfaction
Average user satisfaction rating for the City of Stirling’s performance with services and programs supporting our culturally diverse community
80% 97% 96% N/A N/A N/A
Residents’ Satisfaction
Average satisfaction rating of surveyed residents for the City of Stirling’s performance in the provision of libraries
≥ 8.0
(Max 10)8.6 8.3 8.1 8.4 8.9
Library Book Stock Loans and Renewals
Library book stock loans (all formats) plus renewals1.8million 1.81m 1.89m 1.88m 1.98m 1.95m
Local History
Number of photos in Stirling history collection1050 1,000 950 N/A N/A N/A
Local History
Number of photos available online in Stirling history collection
700 560 300 N/A N/A N/A
Established and Temporary Full-time and Part-time Positions Allocated to Provide Services
Community Services Business Unit FTE Budgeted FTE 17/18-20/21
Established 133.08
Temporary 33.05
Total FTE 166.13
Financial Resources Allocated to Provide Services
Community Services Business Unit 17/18 Budgeted
$
18/19 Forecast
$
19/20 Forecast
$
20/21 Forecast
$Operating Budget
Direct Revenue2 $9,931,238 $10,154,690 $10,408,558 $10,668,772
Direct Expenses3 ($21,097,148) ($21,571,833) ($22,111,129) ($22,663,908)
Total Net Operating ($11,165,910) ($11,417,143) ($11,702,572) ($11,995,136)
Community Services Business Unit 17/18 Budgeted
$
18/19 Forecast
$
19/20 Forecast
$
20/21 Forecast
$Capital Budget4
Total Capital (1,061,405) (1,085,287) (1,112,419) (1,140,229)
32
1.3 Customer and CommunicationsPurpose StatementTo ensure the City engages with stakeholders, ensuring the City understands and responds to the views of the community and the City’s places and spaces are vibrant and lively. Manages the communication and marketing of the City’s projects, initiatives and services, and creates a customer-focussed organisation. Leads the digital transformation of the City to enhance efficiency and the customer experience.
The Business Unit provides services that are primarily delivered to support the achievement of the following vision objectives:
The Customer and Communications Business Unit has five Service Units:
• Customer and Communications Management
• Marketing
• Stakeholder Engagement
• Arts and Events
• Customer Services
Customer and Communications - Service Units and Services
No.
Service Units
Services
Service Description and Current Key Levels of Service
16/17 to be continued in 17/18 – 20/21
Service Change
17/18 – 20/21
Marketing Service Unit
S49 Marketing Marketing
The City of Stirling keeps the community informed about important issues, City projects, initiatives, events and developments, in a variety of ways, including City publications, digital and social channels and printed material.
Increase
The City will be developing a new website to improve the way it provides information and markets its services.
Stakeholder Engagement Service Unit
S50 Stakeholder Engagement
Stakeholder and Community Engagement
The City of Stirling:
• has a Community Consultation Policy in place
• assists internal business units with various community consultation activities
• completes market and customer research projects as required
Increase
The City has centralised Stakeholder Management and Community Engagement to improve coordination and increase effectiveness.
Communications
The City of Stirling provides important and timely information to the media and community by responding to media inquiries, generating media releases and producing regular newsletters.
Maintain
Liveable City and Thriving Neighbourhoods
Sustainable Environment
Engaged Communities
Accessible and Connected City Prosperous City
Making It Happen
City of Stirling Corporate Business Plan 2017/18 | 33
No.
Service Units
Services
Service Description and Current Key Levels of Service
16/17 to be continued in 17/18 – 20/21
Service Change
17/18 – 20/21
Arts and Events Service Unit
S51 Arts and Events Event Management
The City of Stirling provides an annual calendar of free or low-cost community events and activities for people of all ages.
Increase
Place activation has been centralised to enable greater integration of this function with the City’s other services.
Culture and Art
The City of Stirling supports arts and culture through funding, workshops, displays of public artwork, developing the City’s own art collection, and through awards and competitions, including a biennial Art Award and Exhibition.
Maintain
Customer Services Service Unit
S82 Customer Service Customer Service
The City of Stirling provides effective, informative and efficient frontline customer service, and supports customer service delivery across the organisation in line with the Customer Service Charter and Customer Service Standards
Maintain
Customer and Communications - Service Key Performance Indicators
Service CBP KPI (City Performance)
17/18
Target
15/16
Result
14/15
Result
13/14
Result
12/13
Result
11/12
Result
Residents’ Satisfaction
Average satisfaction rating of surveyed residents for the City of Stirling’s performance in keeping residents informed about important issues and developments
≥ 7.0
(Max 10)
6.8 6.6 6.5 7.1 N/A
Residents’ Satisfaction
Average satisfaction rating of surveyed residents for the City of Stirling’s performance in the provision of community events and cultural activities
≥ 7.0
(Max 10)
7.6 7.5 7.5 7.5 7.2
Established and Temporary Full-time and Part-time Positions Allocated to Provide Services
Customer and Communications Business Unit FTEBudgeted FTE
17/18-20/21
Established 38.99
Temporary 2.05
Total FTE 41.04
Financial Resources Allocated to Provide Services
Customer and Communications Business Unit 17/18 18/19 19/20 20/21
Operating Budget Budgeted $ Forecast $ Forecast $ Forecast $
Direct Revenue2 $66,650 $68,150 $69,853 $71,600
Direct Expenses3 ($6,296,483) ($6,438,154) ($6,599,108) ($6,764,086)
Total Net Operating ($6,229,833) ($6,370,005) ($6,529,255) ($6,692,486)
Customer and Communications Business Unit 17/18 18/19 19/20 20/21
Capital Budget4 Budgeted $ Forecast $ Forecast $ Forecast $
Total Capital (325,000) (332,313) (340,620) (349,136)
34
1.4 Recreation and Leisure ServicesPurpose Statement
To provide and facilitate a wide range of sport, recreation and healthy lifestyle opportunities for the community through the delivery of strategic infrastructure planning, facility management, club development, beach services and leisure programming.
The Business Unit provides services that are primarily delivered to support the achievement of the following vision objectives:
The Recreation and Leisure Services Business Unit has five Service Units:
• Recreation and Leisure Services Management
• Leisure Planning and Projects
• Club Development
• Direct Managed Recreation Facilities
• Stirling Leisure Centres (Aquatics)
Recreation and Leisure Services - Service Units and Services
No.
Service Units
Services
Service Description and Current Key Levels of Service
16/17 to be continued in 17/18 – 20/21
Service Change
17/18 – 20/21
Leisure Planning and Projects Service Unit
S52 Leisure Planning Leisure Planning
The City of Stirling forward plans the provision, development and management of public open spaces and other community infrastructure in response to community demands, industry trends and population growth.
Maintain
S53 Beach Services Beach Services
The City of Stirling provides beach safety services and enforces local laws along the City’s coastline, including Brighton, Scarborough, Trigg and Watermans beaches, through the provision of beach inspectors and professional lifeguards, in partnership with volunteer surf lifesaving clubs where relevant.
Maintain
Club Development Service Unit
S54 Club Development Club Development, Active Reserves and Sporting and Community Group Buildings
The City of Stirling:
• provides ongoing support to sport, recreation and community groups to ensure their sustainability and responsiveness to community requirements
• manages usage of public open spaces by sport, recreation and community groups
• directly manages 51 active reserves and 106 sporting/community group buildings
Maintain
Direct Managed Recreation Facilities Service Unit
S56a Hamersley Public Golf Course
Hamersley Public Golf Course
The City of Stirling directly manages Hamersley Public Golf Course to meet customers’ needs, according to recognised standards and within defined cost parameters.
Maintain
Liveable City and Thriving Neighbourhoods
Sustainable Environment
Engaged Communities
Accessible and Connected City Prosperous City
Making It Happen
City of Stirling Corporate Business Plan 2017/18 | 35
No.
Service Units
Services
Service Description and Current Key Levels of Service
16/17 to be continued in 17/18 – 20/21
Service Change
17/18 – 20/21
S56b Community Recreation Centres
Community Recreation Centres
The City of Stirling manages nine Stirling Community Recreation Centres to meet customers’ needs, according to recognised standards and within defined cost parameters. Community Recreation Centres include Jim Satchell – Dianella, Dryandra, Innaloo, Karrinyup, Tuart Hill, Yokine, North Beach, WK Moir Community Centre and Scarborough Amphitheatre.
Increase
The City will open and manage the operations of the new Scarborough Beach Community Centre
S56c-S56e
Stirling Leisure Centres
Stirling Leisure Centres
The City of Stirling directly manages the Mirrabooka Multicultural Centre and four sport and recreation leisure centres at Scarborough, Karrinyup, Mirrabooka and Hamersley to meet customers’ needs, according to recognised standards and within defined cost parameters.
Maintain
Stirling Leisure Centres (Aquatics) Service Unit
S57 Aquatic Centres Aquatic Centres
The City of Stirling directly manages two aquatic centres to meet customers’ needs, according to recognised standards and within defined cost parameters:
• Stirling Leisure Centres - Inglewood Terry Tyzack Aquatic Centre
• Stirling Leisure Centres - Leisurepark Balga
The Aquatic Centres include learn to swim programs and health and fitness facilities
Increase
The City is building and will open a new aquatic centre, the Scarborough Beach Pool, in early 2018
Recreation and Leisure - Service Key Performance Indicators
Service CBP KPI (City Performance)
17/18
Target
15/16
Result
14/15
Result
13/14
Result
12/13
Result
11/12
Result
Residents’ Satisfaction
Average satisfaction rating of surveyed residents for the City of Stirling’s performance in the provision of sport and recreation facilities
≥ 7.0
(Max 10)7.9 7.8 7.7 7.8 7.8
Residents’ Satisfaction
Average satisfaction rating of surveyed residents for the City of Stirling’s performance with beaches
≥ 8.0
(Max 10)8.2 8.2 8.1 8.1 8
Established and Temporary Full-time and Part-time Positions Allocated to Provide Services
Recreation and Leisure Services Business Unit FTE Budgeted FTE 17/18-20/21
Established 69.98
Temporary 50.9
Total FTE 120.88
Financial Resources Allocated to Provide Services
Recreation and Leisure Services Business Unit
17/18
Budgeted $
18/19
Forecast $
19/20
Forecast $
20/21
Forecast $Operating Budget
Direct Revenue2 $11,302,696 $11,557,007 $11,845,932 $12,142,080
Direct Expenses3 ($15,492,563) ($15,841,146) ($16,237,174) ($16,643,104)
Total Net Operating ($4,189,867) ($4,284,139) ($4,391,242) ($4,501,023)
Recreation and Leisure Services Business Unit
17/18
Budgeted $
18/19
Forecast $
19/20
Forecast $
20/21
Forecast $Capital Budget4
Total Capital (486,863) (497,817) (510,263) (523,019)
36
City of Stirling Corporate Business Plan 2017/18 | 37
2. InfrastructureThe Infrastructure Business Units and their Services Units are detailed in the table below:
INFRASTRUCTURE
City BuildingEngineering Design
Engineering Operations
Parks and Sustainability Waste and Fleet
Infrastructure Management
City Building Management
Engineering Design Management
Engineering Operations Management
Parks and Sustainability Management
Waste and Fleet Management
Property Strategy Investment Management
City Building Specialist Services
Roads Design Transport Infrastructure Maintenance and Surveying
Parks Operations Waste Management Operations
Land and Property Management
City Building Facilities Management
Rights of Way Design
Transport Infrastructure Construction
Landscape Architecture and Project Management
Fleet Management
City Building Capital Project Management
Drainage Design Parks Irrigation
Project Management
Traffic Management
Natural Areas Management
Asset Management
Special Projects and Support
Tree Services
Sustainability
Established and Temporary Full-time and Part-time Positions Allocated to Provide Services
Infrastructure Directorate FTEActual FTE 15/16 (at 30 June 2016)
Budgeted FTE 16/17
Budgeted FTE 5 17/18-20/21
Established 383.50 382.60 383.40
Temporary 32.52 32.20 29.49
Total FTE 416.02 414.80 412.89
Financial Resources Allocated to Provide Services
Infrastructure Directorate 15/16 16/176 17/18 18/19 19/20 20/21
Operating Budget
Actual $
Budgeted $
Budgeted $
Forecast $
Forecast $
Forecast $
Direct Revenue2 39,719,171 39,990,224 44,265,687 45,261,665 46,393,207 47,553,037
Direct Expenses3 (86,035,417) (90,808,645) (97,761,376) (99,961,007) (102,460,032) (105,021,533)
Total Net Operating (46,316,246) (50,818,421) (53,495,689) (54,699,342) (56,066,825) (57,468,496)
38
Infrastructure Directorate 15/16 16/177 17/18 18/19 19/20 20/21
Capital BudgetActual
$Budgeted
$Budgeted
$Forecast
$Forecast
$Forecast
$
Capital Revenue 4,268,793 4,795,865 5,837,547 5,968,892 6,118,114 6,271,067
Capital Expenditure (43,357,218) (75,279,555) (60,059,008) (61,410,336) (62,945,594) (64,519,234)
Total Capital (39,088,425) (70,483,690) (54,221,461) (55,441,444) (56,827,480) (58,248,167)
Property Strategy Investment Management and the Land and Property Management services are the direct responsibility of the Director Infrastructure:
No.
Service Units
Services
Service Description and Current Key Levels of Service
16/17 to be continued in 17/18 – 20/21
Service Change
17/18 – 20/21
Property Strategy Investment Management Service Unit
S59 Property Strategy Investment Management
Property Strategy Investment Management
The City of Stirling has developed and implements a Property Strategy to meet legislative requirements and support the City’s strategic objectives.
Maintain
Land and Property Management Service Unit
S60 Land and Property Management
Land and Property Management
The City of Stirling:
• manages land and property to meet statutory requirements
• manages and administers tenant legal documentation in compliance with legislation
Maintain
5 Note the changes to the FTE are due to the organisational restructure in 2016/17.
6 Note that the Budgeted 2016/17 Direct Revenue originally reported in the Corporate Business Plan 2016/17-2019/20 contained some errors. These have now been corrected within this Corporate Business Plan.
7 Note that the Budgeted 2016/17 Capital Expenditure originally reported in the Corporate Business Plan 2016/17-2019/20 contained some errors. These have now been corrected within this Corporate Business Plan.
City of Stirling Corporate Business Plan 2017/18 | 39
2.1 City BuildingPurpose Statement
To provide high-quality facilities, infrastructure and public spaces for the City to meet both current and future needs through best-practice project management and operational and strategic asset management.
The Business Unit provides services that are primarily delivered to support the achievement of the following vision objectives:
The Business Unit has six Service Units:
• City Building Management
• City Building Specialist Services
• City Building Facilities Management
• City Building Capital Project Management
• Project Management
• Asset Management
City Building - Service Units and Services
No.
Service Units
Services
Service Description and Current Key Levels of Service
16/17 to be continued in 17/18 – 20/21
Service Change
17/18 – 20/21
City Building Specialist Services, Facilities Management, Capital Project Management Service Units
S12,
S13,
S14
City Building City Building
The City of Stirling:
• has 232 buildings: 91% are ranked in very good condition to average condition (rating 1-3) and 9% ranked in poor to very poor condition (rating 4-5)
• delivers a planned four-year program of restorative maintenance and proactively manages reactive maintenance
• develops and implements energy and sustainability initiatives
• delivers a program of City Building works to support the City’s Disability Access and Inclusion Plan (DAIP)
• initiates and delivers building projects in line with the Project Management Framework to achieve the City’s strategic objectives
Maintain
Project Management Service Unit
S8 Major Project Management
Major Project Management
The City of Stirling:
• implements major projects in line with the City’s Project Management Framework to achieve the City’s strategic objectives
• supports the implementation of a unified project management practice across the City
Maintain
Liveable City and Thriving Neighbourhoods
Sustainable Environment
Engaged Communities
Accessible and Connected City Prosperous City
Making It Happen
40
No.
Service Units
Services
Service Description and Current Key Levels of Service
16/17 to be continued in 17/18 – 20/21
Service Change
17/18 – 20/21
Asset Management Service Unit
S58 Asset Management Asset Management
The City of Stirling:
• has in place an Asset Management Policy, as well as Strategies and Plans that meet State legislative requirements and guidelines
• reviews Asset Management Plans to improve the City’s long-term strategic and sustainable management of its assets
Maintain
City Building - Service Key Performance Indicators
Service CBP KPI (City Performance)
17/18
Target
15/16
Result
14/15
Result
13/14
Result
12/13
Result
11/12
Result
City Building Condition
% of buildings in a very good to average condition (rating 1-3)
94%
by 18/1990% N/A N/A N/A N/A
Residents’ Satisfaction
Average satisfaction rating of surveyed residents for the City of Stirling’s performance in the provision of sport and recreation facilities
≥ 7.0
(Max 10)7.9 7.8 7.7 7.8 7.8
Asset Management Framework
Asset Management Framework that meets legislative requirements and Department of Local Government, Sport and Cultural Industries guidelines
Framework in place
Framework in progress
Plans in place
Strategy in place
N/A N/A
Asset Sustainability Ratio
capital renewal and replacement expenditure
depreciation expense
* This ratio indicates whether a local government is replacing or renewing existing non-financial assets at the same rate that its overall asset stock is wearing out.
≥1.2 2.5187 2.7274 1.954 N/A N/A
Asset Consumption Ratio
depreciated replacement cost of assets
current replacement cost of depreciated assets
* This ratio measures the extent to which depreciable assets have been consumed by comparing their written down value to their replacement cost – the average proportion of ‘as new’ condition remaining for assets.
≥0.75 0.9382 0.9410 0.9105 N/A N/A
Asset Renewal Funding Ratio
assets renewals
depreciation, amortisation and impairment
* This ratio is a measure of the ability of a local government to fund its projected asset renewal/replacement in the future.
≥1.1 1.8890 1.9464 1.9868 1.4759 N/A
City of Stirling Corporate Business Plan 2017/18 | 41
Established and Temporary Full-time and Part-time Positions Allocated to Provide Services
City Building Business Unit FTE Budgeted FTE 17/18-20/21
Established 36
Temporary 9
Total FTE 45
Financial Resources Allocated to Provide Services
City Building Business Unit 17/18 18/19 19/20 20/21
Operating Budget Budgeted $ Forecast $ Forecast $ Forecast $
Direct Revenue² $6,876 $7,031 $7,207 $7,387
Direct Expenses3 ($10,831,191) ($11,074,893) ($11,351,765) ($11,635,560)
Total Net Operating ($10,824,315) ($11,067,862) ($11,344,559) ($11,628,173)
City Building Business Unit 17/18 18/19 19/20 20/21
Capital Budget Budgeted $ Forecast $ Forecast $ Forecast $
Capital Revenue 2,938,125 3,004,233 3,079,339 3,156,322
City Building Capital (13,665,914) (19,019,148) (19,494,626) (19,981,992)
Scarborough Beach Pool (4,934,719) 0 0 0
Total Net Capital (15,662,508) (16,014,915) (16,415,287) (16,825,670)
42
2.2 Engineering Design and Engineering Operations Engineering Design and Engineering Operations provide transport infrastructure assets. The tables that follow describe the assets, future commitments, any proposed service changes, key performance indicators and detail the capital budget. The FTE and operating budgets are detailed under each of the Business Units.
Transport Infrastructure Services
No.
Service Units
Services
Service Description and Current Key Levels of Service
16/17 to be continued in 17/18 – 20/21
Service Change
17/18 – 20/21
S15 S16
Roads and Rights of Way
Roads and Rights of Way
The City of Stirling:
• has 1,075 km of road network: 75% of the City’s road network is in a fair to very good condition (condition 1-3), 20% are in a poor condition (condition 4) and 5% are in a very poor condition (condition 5)
• designs, constructs, renews and maintains the road network, rights of way, vehicle and pedestrian bridges, roadside furniture and associated assets and infrastructure to a safe and functional standard, in accordance with Council policy, Australian and Main Roads Western Australia standards
Maintain
S17 Drainage Drainage
The City of Stirling:
• designs, constructs, renews and maintains drainage assets and infrastructure to a safe and functional standard in accordance with Council policy, Australian and Main Roads Western Australia standards
• has 735km of drainage pipes and 29,864 drainage pits and gross pollutant traps
Maintain
S18 Traffic Management
Traffic Management
The City of Stirling:
• designs, constructs, renews and maintains traffic management devices and infrastructure to a safe and functional standard in accordance with Council policy, Australian and Main Roads Western Australia standards
• completes at least 10 traffic management and black spot program projects annually to improve high-risk areas
• develops and implements strategies and initiatives to encourage and promote the safer use of the City’s local road network
Maintain
S19 Pathways Pathways
The City of Stirling:
• has 918km of pathways: 28% are in a very good condition (condition 1), 70% are in a fair to good condition (condition2-3) and 2% are in a poor to very poor condition (condition 4-5)
• designs, constructs, renews and maintains pathway assets and infrastructure to a safe and functional standard in accordance with Council policy, Australian and Main Roads Western Australia standards
Maintain
S20 Street Lighting
(City-owned and controlled)
Street Lighting (City owned and controlled)
The City of Stirling designs, constructs, renews and maintains City-owned and controlled street lighting to a safe and functional standard in accordance with Council policy, Australian and Main Roads Western Australia standards.
Maintain
S21 Parking Parking
The City of Stirling designs, constructs, renews and maintains the City’s car parks and associated infrastructure to a safe and functional standard in accordance with Council policy, Australian and Main Roads Western Australia standards.
Maintain
City of Stirling Corporate Business Plan 2017/18 | 43
Transport Infrastructure - Service Key Performance Indicators
Service CBP KPI (City Performance)
17/18
Target
15/16
Result
14/15
Result
13/14
Result
12/13
Result
11/12
Result
Residents’ Satisfaction
Average satisfaction rating of surveyed residents for the City of Stirling’s performance in the provision and maintenance of traffic calming and road safety measures
≥7.0
(Max 10)
7.0 7.0 6.7 N/A N/A
Road Condition Rating
% of the road network in a condition rating = 5
(outside intervention level)
<5% 4.09%
(May 2017)
N/A N/A 4.5% N/A
Residents’ Satisfaction
Average satisfaction rating of surveyed residents for the City of Stirling’s performance in the provision and maintenance of roads
≥7.0
(Max 10)
7.7 7.5 7.3 7.8 7.4
Residents’ Satisfaction
Average satisfaction rating of surveyed residents for the City of Stirling’s performance in the provision and maintenance of stormwater management
≥7.0
(Max 10)
7.5 7.2 7.2 7.8 7
Pathway Condition Rating
% of pathways in a condition rating = 5
(outside intervention level)
<1% 0.34% 0.36% N/A 0.01% N/A
Pathways
Kilometres of pathways constructed
13 km 13.8km 13.8km 13.6km 13km 11.5km
Residents’ Satisfaction
Average satisfaction rating of surveyed residents for the City of Stirling’s performance in the provision and maintenance of pedestrian ways
≥7.0
(Max 10)
7.4 7.1 7.0 7.0 7.5
Residents’ Satisfaction
Average satisfaction rating of surveyed residents for the City of Stirling’s performance in the provision and maintenance of cycle ways
≥7.0
(Max 10)
6.9 6.8 6.7 7.0 7.3
Residents’ Satisfaction
Average satisfaction rating of surveyed residents for the City of Stirling’s performance in the provision and maintenance of street lighting
≥ 7.0
(Max 10)
7.3 7.5 7.3 7.8 6.2
Residents’ Satisfaction
Average satisfaction rating of surveyed residents for the City of Stirling’s performance in the provision and management of parking
≥ 7.0
(Max 10)
6.8 6.8 6.6 7 N/A
44
Transport Infrastructure Capital
17/18 Budgeted
$
18/19 Forecast
$
19/20 Forecast
$
20/21 Forecast
$
Capital Revenue Roads 1,558,431 1,593,496 1,633,333 1,674,166
Capital Expenditure Roads (9,857,937) (10,079,741) (10,331,734) (10,590,027)
Total Capital Roads (8,299,506) (8,486,245) (8,698,401) (8,915,861)
Capital Revenue Pathways (and Street Furniture) 912,000 932,520 955,833 979,729
Capital Expenditure Pathways (and Street Furniture) (3,369,000) (3,444,803) (3,530,923) (3,619,196)
Total Capital Pathways (and Street Furniture) (2,457,000) (2,512,283) (2,575,090) (2,639,467)
Total Capital Drainage (5,678,034) (5,805,790) (5,950,935) (6,099,708)
Total Capital Rights of Way (3,884,000) (3,971,390) (4,070,675) (4,172,442)
Capital Revenue Traffic Management 341,333 349,013 357,738 366,682
Capital Expenditure Traffic Management (2,259,000) (2,309,828) (2,367,573) (2,426,763)
Total Capital Traffic Management (1,917,667) (1,960,815) (2,009,835) (2,060,081)
Capital Revenue Parking 0 0 0 0
Capital Expenditure Parking (344,500) (352,251) (361,058) (370,084)
Total Capital Parking (344,500) (352,251) (361,058) (370,084)
Total Capital Street Lighting (400,000) (409,000) (419,225) (429,706)
Total Net Capital (22,980,707) (23,497,773) (24,085,217) (24,687,348)
City of Stirling Corporate Business Plan 2017/18 | 45
2.3 Engineering DesignPurpose StatementTo design the infrastructure that enables a high quality of urban life and accessibility.
The Business Unit provides services that are primarily delivered to support the achievement of the following vision objectives:
The Business Unit has six Service Units:
• Engineering Design Management
• Roads Design
• Rights of Way Design
• Drainage Design
• Traffic Management
• Special Projects and Support
Established and Temporary Full-time and Part-time Positions Allocated to Provide Services
Engineering Design Business Unit FTE Budgeted FTE 17/18-20/21
Established 20.5
Temporary 1.6
Total FTE 22.1
Financial Resources Allocated to Provide Services
Engineering Design Business Unit 17/18 Budgeted
$
18/19 Forecast
$
19/20 Forecast
$
20/21 Forecast
$Operating Budget
Direct Revenue2 $1,133,550 $1,159,055 $1,188,031 $1,217,732
Direct Expenses3 ($6,617,171) ($6,766,057) ($6,935,209) ($7,108,589)
Total Net Operating ($5,483,621) ($5,607,002) ($5,747,178) ($5,890,857)
Engineering Design Business Unit 17/18 Budgeted
$
18/19 Forecast
$
19/20 Forecast
$
20/21 Forecast
$Capital Budget4
Total Capital (122,000) (124,745) (127,864) (131,060)
Liveable City and Thriving Neighbourhoods
Sustainable Environment
Engaged Communities
Accessible and Connected City Prosperous City
Making It Happen
46
2.4 Engineering OperationsPurpose Statement
To provide and maintain infrastructure for the community and enable a high-quality and safe urban life and accessibility by delivering service-focussed capital and maintenance works.
The Business Unit provides services that are primarily delivered to support the achievement of the following vision objectives:
The Business Unit has three Service Units:
• Engineering Operations Management
• Transport Infrastructure Maintenance and Surveying
• Transport Infrastructure Construction
The transport assets provided by the Transport Infrastructure Maintenance and Surveying Unit and the Transport Infrastructure Construction Unit have been described.
Established and Temporary Full-time and Part-time Positions Allocated to Provide Services
Engineering Operations Business Unit FTE Budgeted FTE 17/18-20/21
Established 84
Temporary 8.2
Total FTE 92.2
Financial Resources Allocated to Provide Services
Engineering Operations Business Unit 17/18 Budgeted
$
18/19 Forecast
$
19/20 Forecast
$
20/21 Forecast
$Operating Budget
Direct Revenue2 $507,850 $519,276 $532,258 $545,565
Direct Expenses3 ($9,295,553) ($9,504,703) ($9,742,320) ($9,985,878)
Total Net Operating ($8,787,703) ($8,985,426) ($9,210,062) ($9,440,313)
Engineering Operations Business Unit 17/18 Budgeted
$
18/19 Forecast
$
19/20 Forecast
$
20/21 Forecast
$Capital Budget4
Total Capital (1,650,600) (1,687,739) (1,729,932) (1,773,180)
Liveable City and Thriving Neighbourhoods
Sustainable Environment
Engaged Communities
Accessible and Connected City Prosperous City
Making It Happen
City of Stirling Corporate Business Plan 2017/18 | 47
2.5 Parks and SustainabilityPurpose Statement
To provide attractive, safe and well-maintained parks, public places and environment natural areas and streetscapes for passive and active recreation, that enable quality urban life while protecting and conserving the natural environment. To improve city-wide sustainability outcomes by providing services and support to the City and community.
The Business Unit provides services that are primarily delivered to support the achievement of the following vision objectives:
The Business Unit has seven Service Units:
• Parks and Sustainability Management
• Parks Operations
• Landscape Architecture and Project Management
• Parks Irrigation
• Natural Areas Management
• Tree Services
• Sustainability
Parks and Sustainability - Service Units and Services
No.
Service Units
Services
Service Description and Current Key Levels of Service
16/17 to be continued in 17/18 – 20/21
Service Change
17/18 – 20/21
All Parks and Sustainability Service Units
S25
S26
S27
S29
Parks, Reserves and Streetscapes
Parks, Reserves and Streetscapes
The City of Stirling has:
• 1,780 Ha of open space for reserves, parks, natural conservation areas and special purpose lands
• 141 Ha of regional open space: large signature reserves of high recreational leisure, social and tourist value
• 660.25 Ha of natural conservation areas
• 44 Ha of district open space: large reserves that provide for concurrent organised, formal sporting and recreation uses for surrounding suburbs
• 80 Ha of community open space: parks that serve as the recreational and social hub of a community
• 772 Ha of local open space: small parklands that service the regular low-key recreational needs of the immediate residential population
• 82 Ha special purpose open space
Maintain
Parks Operations Service Unit
S25 Parks Operations Parks Operations
The City of Stirling:
• undertakes maintenance programs to achieve appropriate standards by mowing, spraying, and landscape management and turf renovation
• maintains Hamersley Public Golf Course
• meets all playgrounds safety standards
Maintain
Liveable City and Thriving Neighbourhoods
Sustainable Environment
Engaged Communities
Accessible and Connected City Prosperous City
Making It Happen
48
No.
Service Units
Services
Service Description and Current Key Levels of Service
16/17 to be continued in 17/18 – 20/21
Service Change
17/18 – 20/21
Landscape Architecture and Project Management Service Unit
S26 Parks Landscape Architecture Design and Construction
Parks Landscape Architecture, Design and Construction
The City of Stirling:
• designs and constructs new facilities
• refurbishes existing assets according to the asset management plan and to the documented level of quality
• embeds and integrates public art and innovation into public open space
Maintain
Parks Irrigation Service Unit
S27 Parks Irrigation Parks Irrigation
The City of Stirling:
• maintains all infield irrigation systems enabling pump/electrical maintenance
• manages the 25-year asset plant program
• ensures parks and reserves are ‘fit for purpose’ and manages irrigation according to a Zone Management Plan
Maintain
Natural Areas Management Service Unit
S28 Natural Areas Management
Natural Areas Management
The City of Stirling:
• has 660.25 Ha of natural conservation areas, 616 Ha of bushland conservation areas, 28 Ha of wetlands conservation area and 16.25 Ha coastal dune rehabilitation
• manages natural areas and regionally significant conservation in accordance with the City’s Local Biodiversity Strategy and Environmental Management Plans
Maintain
Tree Services Service Unit
S29 Tree Services Tree Services
The City of Stirling:
• manages street trees (92,000) according to electricity supply regulations, thoroughfare clearances and good arboriculture practices
• plans and maintains street plantings to create attractive green and leafy streetscapes and increase the growth of the urban forest canopy
• maintains verges for sightlines, personal safety and civic amenity
Increase
The City will increase focus on the protection and management of its current tree resources and will plant more trees to achieve the City’s target of 18% tree cover by 2030.
Sustainability Service Unit
S9 Sustainability Corporate Sustainability
The City of Stirling:
• develops and implements corporate sustainability strategies and policies
• monitors the City’s environmental and social impacts, and reports to relevant stakeholders, including through the Annual Report using the Global Reporting Initiative Index
• coordinates corporate sustainability programs that reduce the City’s environmental and social impacts, increase resilience and adaptation and improve staff engagement with sustainability
Community Sustainability
The City of Stirling provides community grants, activities, awards, information and tools that support sustainable living.
Maintain
City of Stirling Corporate Business Plan 2017/18 | 49
Parks and Sustainability - Service Key Performance Indicators
Service CBP KPI (City Performance)
17/18
Target
15/16
Result
14/15
Result
13/14
Result
12/13
Result
11/12
Result
Residents’ Satisfaction
Average satisfaction rating of surveyed residents for the City of Stirling’s performance with parks and sustainability
≥ 8.0
(Max 10)8.1 7.9 8.0 8.1 8.1
Residents’ Satisfaction
Average satisfaction rating of surveyed residents for the City of Stirling’s performance with streetscapes and overall City appearance
≥ 7.0
(Max 10)7.2 7.2 7.0 N/A N/A
Playground Safety
% of bi-annual playground assets safety inspection audits passed
100% 100% 100% N/A N/A N/A
Condition of Parks and Sustainability Assets
% of playground assets at intervention level (condition rating = 5 )
<10%
1%
(May 2017)
N/A N/A N/A N/A
Condition of Parks and Sustainability Assets
% of parks furniture assets at intervention level
(condition rating = 5)
<10% 1.6% N/A N/A N/A N/A
Adherence to Department of Water and Environmental Regulation Extraction Licence Conditions
% of annual allocation of groundwater consumed
≥ 100% 85% 88% 89% 98.69% 83.57%
Infield Reticulation Systems Condition Rating
% in a very poor condition, where major work or replacement is required (condition rating = 5)
20%
21%
(May 2017)
N/A N/A N/A N/A
Residents’ Satisfaction
Average satisfaction rating of surveyed residents for the City of Stirling’s performance with beaches
≥ 8.0
(Max 10)8.2 8.2 8.1 8.1 8
Trees/Shrubs
Number of trees and shrubs planted each year (1 million by 2030)
60,000 +
per annum71,000 63,657 53,746 37,269 51,568
Residents’ Satisfaction
% of surveyed residents who agree that the City of Stirling is environmentally conscious
≥ 60% 70% 55% 54% 60% 61%
Climate Change Adaption Plan
Climate Change Adaption Plan in place and progress is monitored
Plan in place and progress is monitored
Plan in place
Plan in place
Plan in place
Plan in place
N/A
Established and Temporary Full-time and Part-time Positions Allocated to Provide Services
Parks and Sustainability Business Unit FTE Budgeted FTE 17/18-20/21
Established 150.8
Temporary 8.04
Total FTE 158.84
50
Financial Resources Allocated to Provide Services
Parks and Sustainability Business Unit 17/18 Budgeted
$
18/19 Forecast
$
19/20 Forecast
$
20/21 Forecast
$Operating Budget
Direct Revenue² $75,472 $77,170 $79,099 $81,076
Direct Expenses3 ($29,035,006) ($29,688,294) ($30,430,501) ($31,191,264)
Total Net Operating ($28,959,535) ($29,611,124) ($30,351,402) ($31,110,188)
Parks and Sustainability Business Unit 17/18 Budgeted
$
18/19 Forecast
$
19/20 Forecast
$
20/21 Forecast
$Capital Budget
Total Capital Natural Areas (2,057,054) (2,103,338) (2,155,921) (2,209,819)
Landscape Architecture and Project Management Capital Revenue
87,658 89,630 91,871 94,168
Landscape Architecture and Project Management Capital Expenditure
(4,160,800) (4,254,418) (4,360,778) (4,469,798)
Landscape Architecture and Project Management Total Capital
(4,073,142) (4,164,788) (4,268,907) (4,375,630)
Total Capital Irrigation (2,222,500) (2,272,506) (2,329,319) (2,387,552)
Total Capital Other (1,871,700) (1,913,813) (1,961,659) (2,010,700)
Total Net Capital (10,224,396) (10,454,445) (10,715,806) (10,983,701)
City of Stirling Corporate Business Plan 2017/18 | 51
2.6 Waste and FleetPurpose StatementTo provide waste collection, recycling, disposal and cleaning services for residential and non-residential premises, streets, beaches and reserves, and to manage the City’s vehicle fleet.
The Business Unit provides services that are primarily delivered to support the achievement of the following vision objectives:
The Business Unit has three Service Units:
• Waste and Fleet Management
• Waste Management Operations
• Fleet Management
Waste and Fleet - Service Units and Services
No.
Service Units
Services
Service Description and Current Key Levels of Service
16/17 to be continued in 17/18 – 20/21
Service Change
17/18 – 20/21
Waste Management Operations Service Unit
S30a Household Waste Collection
Household Waste Collection
The City of Stirling:
• has in place a household three-bin system to increase household waste recycling:
– Household garbage bins (red lid) are collected once per week.
– Household recycling bins (yellow lid) are collected every second week.
– Household garden organics bins (green lid) are collected every second week.
• collects litter and park bins
• provides an ongoing waste education program to encourage, educate and support the community to reduce, reuse and recycle more of their waste
Maintain
S30b Commercial Waste Collection
Commercial Waste Collection
The City of Stirling provides a commercial waste service for businesses within the City.
Maintain
S30c Verge Collection Verge Collection
The City of Stirling:
• provides an on demand annual verge collection service:
– 1 x annual collection of mattresses
– 1 x annual collection of white goods
– 1 x annual collection of e-waste
– 1 x annual skip bin for household junk
• provides bulk green waste verge collection.
Maintain
S31 Beach Cleaning Beach Cleaning
The City of Stirling cleans the City’s beaches on a cyclical basis.
Maintain
Liveable City and Thriving Neighbourhoods
Sustainable Environment
Engaged Communities
Accessible and Connected City Prosperous City
Making It Happen
52
No.
Service Units
Services
Service Description and Current Key Levels of Service
16/17 to be continued in 17/18 – 20/21
Service Change
17/18 – 20/21
Waste Management Operations Service Unit
S30d Recovery and Recycling
Recovery and Recycling
The City of Stirling:
• provides the Recycling Centre Balcatta for residents to drop off or purchase reusable items and dispose of recyclables, household hazardous waste, car tyres, mattresses, mixed household waste and green and inert waste
• diverted 44% household (residential) waste from landfill in 2015/16 and is working towards meeting the State Government’s target of 65% diversion from landfill by 2020
Maintain
Fleet Management Service Unit
S32 Fleet Management Fleet Management
The City of Stirling:
• manages its fleet in accordance with the City’s fleet management practice
• has a Fleet Emissions Reduction Plan in place and is implementing the Plan
Maintain
Waste and Fleet - Service Key Performance Indicators
Service CBP KPI (City Performance)
17/18
Target
15/16
Result
14/15
Result
13/14
Result
12/13
Result
11/12
Result
Residents’ Satisfaction
Average satisfaction rating of surveyed residents for the City of Stirling’s performance with waste management and recycling services
≥ 7.0
(Max 10)
8 7.3 7.3 8.0 8.3
Municipal Solid Waste Recovered
% of municipal (residential) solid waste, presented for collection, diverted from landfill
65%
(30 June 2020)
WA Waste Strategy
44% 34% 35% 63% 59%
Construction and Demolition Waste Recovered
% of construction and demolition waste, presented for collection, diverted from landfill
75%
(30 June 2020)
WA Waste Strategy
100% 100% 100% 100% 80%
Commercial and Industrial Waste Recovered
% of commercial and industrial waste, presented for collection, diverted from landfill
75%
(30 June 2020)
WA Waste Strategy
21.3% 0.1% 0.1% N/A N/A
Fleet Emissions Reduction
Tonnes of fleet CO2 emissions
Decrease to 3,250 tCO2-e by 2020
3,654 4,012 4,113 4,229 4,484
Residents’ Satisfaction
Average satisfaction rating of surveyed residents for the City of Stirling’s performance with beaches
≥ 8.0
(Max 10)
8.2 8.2 8.1 8.1 8.0
Established and Temporary Full-time and Part-time Positions Allocated to Provide Services
Waste and Fleet Business Unit FTE Budgeted FTE 17/18-20/21
Established 81
Temporary 2.5
Total FTE 83.5
City of Stirling Corporate Business Plan 2017/18 | 53
Financial Resources Allocated to Provide Services
Waste and Fleet Business Unit 17/18 18/19 19/20 20/21
Operating Budget Budgeted
$Forecast
$Forecast
$Forecast
$
Direct Revenue2 $41,215,420 $42,142,767 $43,196,336 $44,276,244
Direct Expenses3 ($39,855,995) ($40,752,754) ($41,771,573) ($42,815,863)
Total Net Operating $1,359,425 $1,390,012 $1,424,763 $1,460,382
Waste and Fleet Business Unit 17/18 18/19 19/20 20/21
Capital Budget4
Budgeted $
Forecast $
Forecast $
Forecast $
Total Capital (3,581,250) (3,661,828) (3,753,374) (3,847,208)
City of Stirling Corporate Business Plan 2017/18 | 55
3. Planning and DevelopmentThe Planning and Development Business Units and their Services Units are detailed in the table below:
PLANNING AND DEVELOPMENT
Approvals City Planning Health and Compliance
Planning and Development Management
Approvals Management City Planning Management Health and Compliance Management
Economic Development Planning Applications Strategic Land Use Planning Projects
Environmental Health
Building Applications Land Use Planning Schemes and Policies
Statutory Compliance
Established and Temporary Full-time and Part-time Positions Allocated to Provide Services
Planning and Development Directorate FTE
Actual FTE 15/16 (at 30 June 2016)
Budgeted FTE 16/17
Budgeted FTE 17/18-20/215
Established 91.90 92.00 90.20
Temporary 18.67 17.80 18.07
Total FTE 110.57 109.80 108.27
Financial Resources Allocated to Provide Services
Planning and Development Directorate 15/16
Actual $
16/176
Budgeted $
17/18 Budgeted
$
18/19 Forecast
$
19/20 Forecast
$
20/21 Forecast
$Operating Budget
Direct Revenue2 6,391,820 6,178,929 5,107,414 5,222,331 5,352,889 5,486,711
Direct Expenses3 (14,412,366) (16,658,288) (16,035,043) (16,395,831) (16,805,727) (17,225,870)
Total Net Operating (8,020,546) (10,479,359) (10,927,629) (11,173,501) (11,452,838) (11,739,159)
Planning and Development Directorate 15/16
Actual $
16/17 Budgeted
$
17/18 Budgeted
$
18/19 Forecast
$
19/20 Forecast
$
20/21 Forecast
$Capital Budget
Capital Revenue 21,906 3,290,000 0 0 0 0
Capital Expenditure (5,252,661) (14,775,772) (517,800) (529,451) (542,687) (556,254)
Total Capital (5,230,756) (11,485,772) (517,800) (529,451) (542,687) (556,254)
5 Note the changes to the FTE are due to the organisational restructure in 2016/17.6 Note that the Budgeted 2016/17 Direct Revenue originally reported in the Corporate Business Plan 2016/17-2019/20 contained some errors. These have now been corrected within this
Corporate Business Plan.
56
The Economic Development service is the direct responsibility of the Director Planning and Development:
No.
Service Units
Services
Service Description and Current Key Levels of Service
16/17 to be continued in 17/18 – 20/21
Service Change
17/18 – 20/21
Economic Development Service Unit
S6a Economic Development
Economic Development
The City of Stirling:
• has an Economic and Tourism Development Strategy (2013-2023) in place to guide development
• provides assistance to business support providers to make tools, training and business incubator services available to local businesses
• promotes commercial investment and provides quality streetscapes in the City’s urban regeneration projects at Mirrabooka, Scarborough and Stirling City Centre
• facilitates the supply of affordable housing within the City’s Activity and Town Centres
Increase
The City has prioritised the implementation of the Economic and Tourism Development Strategy and will increase focus on facilitating the supply of affordable housing.
S6b Tourism Development
Tourism Development
The City of Stirling:
• implements tourism initiatives as identified in relevant plans and strategies
• promotes City tourism events and the City as a quality tourism destination in tourism publications and on the City’s website
• promotes commercial tourism development opportunities
• facilitates the improvement of tourism infrastructure, including short-stay accommodation
• collaborates with relevant agencies to lobby state and federal governments for funding for tourism projects
Economic Development - Service Key Performance Indicators
Service CBP KPI (City Performance)17/18 Target
15/16 Result
14/15 Result
13/14 Result
12/13 Result
11/12 Result
Economic and Tourism Development Strategy
Economic and Tourism Development Strategy in place and progress is monitored.
Strategy in place and progress monitored
Strategy in place
Strategy in place
Strategy in place
N/A N/A
City of Stirling Corporate Business Plan 2017/18 | 57
3.1 ApprovalsPurpose StatementTo facilitate development within the City and enhance the quality of the built form by providing an effective, prompt and efficient approvals service.
The Business Unit provides services that are primarily delivered to support the achievement of the following vision objectives:
The Business Unit has three Service Units:
• Approvals Management
• Planning Application
• Building Applications
Approvals - Service Units and Services
No.
Service Units
Services
Service Description and Current Key Levels of Service
16/17 to be continued in 17/18 – 20/21
Service Change
17/18 – 20/21
Planning Applications Service Unit
S1 Planning Applications
Planning Applications
The City of Stirling:
• assesses and processes development applications in terms of legislated standards and within regulated time frames
• has available a variety of methods for the lodgement of development applications, including e-lodgement
• provides comment on sub-division proposals for the West Australian Planning Commission (WAPC) in terms of legislated standards and within regulated time frames
Maintain
Building Applications Service Unit
S2 Building Applications
Building Applications
The City of Stirling:
• assesses and processes building applications in terms of legislated standards and within regulated time frames
• has available a variety of methods for lodgement of building applications, including e-lodgement
Maintain
Approvals - Service Key Performance Indicators
Service CBP KPI (City Performance)17/18 Target
15/16 Result
14/15 Result
13/14 Result
12/13 Result
11/12 Result
Development Application Processing
% of development applications processed within regulatory time frames
100% 84% 66% N/A N/A N/A
Building Permit Processing (Certified and Uncertified)
% of building permit applications processed within regulatory time frames (certified and uncertified)
100% 99.95% Certified99.54% Uncertified
99.3% 98.5% N/A N/A
Liveable City and Thriving Neighbourhoods
Sustainable Environment
Engaged Communities
Accessible and Connected City Prosperous City
Making It Happen
58
Service CBP KPI (City Performance)17/18 Target
15/16 Result
14/15 Result
13/14 Result
12/13 Result
11/12 Result
Customer Satisfaction
Average satisfaction rating of surveyed residents for the City of Stirling’s performance in providing the building or planning approvals service
≥ 6.0
(Max 10)
5.9 5.7 5 6 6
Established and Temporary Full-time and Part-time Positions Allocated to Provide Services
Approvals Business Unit FTE Budgeted FTE 17/18-20/21
Established 38.5
Temporary 11.1
Total FTE 49.6
Financial Resources Allocated to Provide Services
Approvals Business Unit 17/18 Budgeted
$
18/19 Forecast
$
19/20 Forecast
$
20/21 Forecast
$Operating Budget
Direct Revenue2 $3,947,832 $4,036,658 $4,137,575 $4,241,014
Direct Expenses3 ($6,013,638) ($6,148,945) ($6,302,668) ($6,460,235)
Total Net Operating ($2,065,806) ($2,112,286) ($2,165,093) ($2,219,221)
Approvals Business Unit 17/18 Budgeted
$
18/19 Forecast
$
19/20 Forecast
$
20/21 Forecast
$Capital Budget4
Total Capital (93,000) (95,093) (97,470) (99,907)
City of Stirling Corporate Business Plan 2017/18 | 59
3.2 City PlanningPurpose StatementTo create liveable communities and places through strategic land use planning.
The Business Unit provides services that are primarily delivered to support the achievement of the following vision objectives:
The Business Unit has three Service Units:
• City Planning Management
• Strategic Land Use Planning Projects
• Land Use Planning Schemes and Policies
City Planning - Service Units and Services
No.
Service Units
Services
Service Description and Current Key Levels of Service
16/17 to be continued in 17/18 – 20/21
Service Change
17/18 – 20/21
Strategic Land Use Planning Projects Service Unit
S3 Strategic Land Use Planning
Strategic Land Use Planning
The City of Stirling:
• has a draft Local Planning Strategy, which is under review by the Western Australian Planning Commission (WAPC), who will propose amendments for update over 2017/18
• develops land use strategies and plans, structure plans and policies, in accordance with statutory requirements, the City’s strategic direction, or as a response to private sector initiatives
• facilitates and coordinates the City’s responses to State Government and private sector initiatives
• identifies and prioritises centres and corridors for place-making activities
• manages and maintains corporate planning-related databases
Maintain
S7 Urban Regeneration
Urban Regeneration
The City of Stirling identifies, prioritises and develops funding strategies for urban regeneration projects.
Maintain
Liveable City and Thriving Neighbourhoods
Sustainable Environment
Engaged Communities
Accessible and Connected City Prosperous City
Making It Happen
60
No.
Service Units
Services
Service Description and Current Key Levels of Service
16/17 to be continued in 17/18 – 20/21
Service Change
17/18 – 20/21
Land Use Planning Schemes and Policies Service Unit
S4 Land Use Planning Schemes and Policies
Local Planning Schemes and Policies
The City of Stirling:
• prepares, reviews and amends the Local Planning Scheme and Local Planning policies to ensure the quality of planning schemes and planning outcomes
• administers the City’s Street Naming and House Numbering Policy and provides timely response to requests for changes
Maintain
S5 Heritage Conservation
Heritage Conservation
The City of Stirling:
• has in place a Heritage Strategy to guide the promotion of the conservation of the built environment, streetscape and heritage within the City
• promotes heritage conservation through implementing the Heritage Strategy, biennial Heritage Awards Program and the Annual Heritage List Incentives - Grants Program
Maintain
City Planning - Service Key Performance Indicators
Service CBP KPI (City Performance)
17/18
Target
15/16
Result
14/15
Result
13/14
Result
12/13
Result
11/12
Result
Local Planning Strategy (LPS)
A LPS in place that meets legislative requirements and has been endorsed by Council and the Western Australian Planning Commission (WAPC)
Local Planning Strategy endorsed by WAPC in place
Draft LPS
Draft LPS with WAPC
Draft LPS with WAPC
Draft LPS
N/A
Residents’ Satisfaction
Average satisfaction rating of surveyed residents with their local neighbourhood overall
≥ 7.0
(Max 10)
8 N/A 7.7 8 N/A
Established and Temporary Full-time and Part-time Positions Allocated to Provide Services
City Planning Business Unit FTE Budgeted FTE 17/18-20/21
Established 12
Temporary 3.32
Total FTE 15.32
Financial Resources Allocated to Provide Services
City Planning Business Unit 17/18 18/19 19/20 20/21
Operating Budget Budgeted
$Forecast
$Forecast
$Forecast
$
Direct Revenue2 $50,000 $51,125 $52,403 $53,713
Direct Expenses3 ($3,404,933) ($3,481,544) ($3,568,582) ($3,657,797)
Net Operating ($3,354,933) ($3,430,419) ($3,516,179) ($3,604,084)
City Planning Business Unit 17/18 18/19 19/20 20/21
Capital Budget4
Budgeted $
Forecast $
Forecast $
Forecast $
Total Capital (118,000) (120,655) (123,671) (126,763)
City of Stirling Corporate Business Plan 2017/18 | 61
3.3 Health and CompliancePurpose StatementTo provide effective and efficient regulatory and compliance services for the benefit of the community.
The Business Unit provides services that are primarily delivered to support the achievement of the following vision objectives:
The Business Unit has three Service Units:
• Health and Compliance Management
• Environmental Health
• Statutory Compliance
Health and Compliance - Service Units and Services
No.
Service Units
Services
Service Description and Current Key Levels of Service
16/17 to be continued in 17/18 – 20/21
Service Change
17/18 – 20/21
Environmental Health Service Unit
S10 Environmental Health
Environmental Health
The City of Stirling:
• undertakes cyclical inspections of premises to ensure legislated requirements are met
• responds to residents’ complaints in accordance with the Customer Charter
• issues certifications, licences and registrations in accordance with City policy and legislation
• undertakes health education through health services and promotional materials
• is prepared to respond to health-related emergencies
Maintain
Statutory Compliance Service Unit
S11 Statutory Compliance
Statutory Compliance
The City of Stirling:
• assesses and determines unauthorised planning and building applications in accordance with applicable legislation and timeframes
• undertakes responsive enforcement activities to protect public health and public safety
• assesses and determines environmental health and compliance applications in accordance with applicable legislation and timeframes
Maintain
S23 Road Reserve Compliance
Road Reserve Compliance
The City of Stirling:
• promotes, manages and enforces requirements for verge treatments, crossovers in accordance with legislation, local laws and council policies
Maintain
Liveable City and Thriving Neighbourhoods
Sustainable Environment
Engaged Communities
Accessible and Connected City Prosperous City
Making It Happen
62
Health and Compliance - Service Key Performance Indicators
Service CBP KPI (City Performance)
17/18
Target
15/16
Result
14/15
Result
13/14
Result
12/13
Result
11/12
Result
Residents’ Satisfaction
Average satisfaction rating of surveyed residents for the City of Stirling’s performance with managing pollution or noise complaints
≥ 7.0
(Max 10)
7.1 7.0 6.7 7.2 7.4
Statutory Inspection Requirements
% of inspections conducted within statutory timeframes
100% 100% 100% 100% 100% 100%
Statutory Inspection Requirements
% of applications processed in legislated timeframes
100% 100% 100% 100% N/A N/A
Statutory Inspection Requirements
% of swimming pools and spas inspected for barrier compliance under legislated requirements
100% 100% 100% 100% 100% 100%
Established and Temporary Full-time and Part-time Positions Allocated to Provide Services
Health and Compliance Business Unit FTE Budgeted FTE 17/18-20/21
Established 35
Temporary 3.65
Total FTE 38.65
Financial Resources Allocated to Provide Services
Health and Compliance Business Unit 17/18 Budgeted
$
18/19 Forecast
$
19/20 Forecast
$
20/21 Forecast
$Operating Budget
Direct Revenue2 $1,109,582 $1,134,548 $1,162,911 $1,191,984
Direct Expenses3 ($5,108,411) ($5,223,350) ($5,353,934) ($5,487,782)
Total Net Operating ($3,998,829) ($4,088,803) ($4,191,023) ($4,295,798)
Health and Compliance Business Unit 17/18 Budgeted
$
18/19 Forecast
$
19/20 Forecast
$
20/21 Forecast
$Capital Budget4
Total Capital (251,800) (257,466) (263,902) (270,500)
64
4. Corporate ServicesThe Corporate Services Business Units and their Services Units are detailed in the table below:
CORPORATE SERVICES
Corporate Services Management
Corporate Information Services Finance Services Human Resources
CIS Management Finance Services Management Human Resources Management
CIS Service Desk Expenditure Services Employee Relations and Resourcing
Technology Services Revenue and Investments Corporate Learning and Development
CIS Project and Systems Rates and Receivables Payroll and Superannuation
Management Accounting Occupational Safety and Health
Purchasing, Procurement and Contract Management
Established and Temporary Positions Allocated to Provide Services
Corporate Services Directorate FTE
Actual FTE 15/16 (at 30 June 2016)
Budgeted FTE 16/17
Budgeted FTE 17/18-20/215
Established 107.17 108.30 86.70
Temporary 17.70 12.90 9.20
Total FTE 124.87 121.20 95.90
Financial Resources Allocated to Provide Services
Corporate Services Directorate
15/16 Actual
$
16/176
Budgeted $
17/18 Budgeted
$
18/19 Forecast
$
19/20 Forecast
$
20/21 Forecast
$Operating Budget
Direct Revenue2 3,690,542 2,739,469 1,143,111 1,168,831 1,198,052 1,228,004
Direct Expenses3 (19,958,966) (20,751,007) (18,006,509) (18,411,656) (18,871,947) (19,343,746)
Total Net Operating (16,268,424) (18,011,537) (16,863,398) (17,242,824) (17,673,895) (18,115,742)
Corporate Services Directorate
15/16 Actual
$
16/17
Budgeted $
17/18 Budgeted
$
18/19 Forecast
$
19/20 Forecast
$
20/21 Forecast
$Capital Budget
Total Capital (1,099,435) (1,586,994) (1,026,000) (1,049,085) (1,075,312) (1,102,195)
5 Note the changes to the FTE are due to the organisational restructure in 2016/17.6 Note that the Budgeted 2016/17 Direct Revenue originally reported in the Corporate Business Plan 2016/17-2019/20 contained some errors. These have now been corrected within this
Corporate Business Plan.
City of Stirling Corporate Business Plan 2017/18 | 65
4.1 Corporate Information ServicesPurpose StatementTo manage the City’s information and communication technology.
The Business Unit provides services that are primarily delivered to support the achievement of the following vision objectives:
The Business Unit has four Service Units:
• CIS Management
• CIS Service Desk
• Technology Services
• CIS Projects and Systems
Corporate Information Services - Service Units and Services
No.
Service Units
Services
Service Description and Current Key Levels of Service
16/17 to be continued in 17/18 – 20/21
Service Change
17/18 – 20/21
All CIS Service Units
S61- S63
Information and Communication Technology (ICT)
Information and Communication Technology (ICT)
The City of Stirling:
manages information and communication technology to securely and effectively support the delivery of services and the achievement of the City’s corporate objectives
has an Information Management Plan in place
Maintain
Corporate Information Services - Service Key Performance Indicators
Service CBP KPI (City Performance)
17/18 Target
15/16 Result
14/15 Result
13/14 Result
12/13 Result
11/12 Result
Strategic Information Management Plan
Information Management Plan (IMP) is in place
Information Management Plan in place
Strategic Information Management Plan
(2013-2017) updated
Strategic Information Management Plan
(2013-2017) maintained
Strategic Information Management Plan
(2013-2017) developed
Strategic Information Management Plan
(2013-2017) maintained
Strategic Information Management Plan
(2013-2017) developed
Established and Temporary Full-time and Part-time Positions Allocated to Provide Services
Corporate Information Services Business Unit FTE Budgeted FTE 17/18-20/21
Established 30.6
Temporary 2.6
Total FTE 33.2
Liveable City and Thriving Neighbourhoods
Sustainable Environment
Engaged Communities
Accessible and Connected City Prosperous City
Making It Happen
66
Financial Resources Allocated to Provide Services
Corporate Information Services Business Unit 17/18 18/19 19/20 20/21
Operating Budget Budgeted
$Forecast
$Forecast
$Forecast
$
Direct Revenue2 $4,500 $4,601 $4,716 $4,834
Direct Expenses3 ($7,395,772) ($7,562,177) ($7,751,232) ($7,945,013)
Total Net Operating ($7,391,272) ($7,557,576) ($7,746,516) ($7,940,178)
Corporate Information Services Business Unit 17/18 18/19 19/20 20/21
Capital Budget4
Budgeted $
Forecast $
Forecast $
Forecast $
Total Capital (865,000) (884,463) (906,574) (929,238)
City of Stirling Corporate Business Plan 2017/18 | 67
4.2 Finance ServicesPurpose StatementTo manage the City’s finances prudently, to maintain the City’s financial wellbeing and to achieve value for money in the City’s purchasing and procurement.
The Business Unit provides services that are primarily delivered to support the achievement of the following vision objectives:
The Business Unit has six Service Units:
• Finance Services Management
• Expenditure Services
• Revenue and Investments
• Rates and Receivables
• Management Accounting
• Purchasing, Procurement and Contract Management
Finance Services - Service Units and Services
No.
Service Units
Services
Service Description and Current Key Levels of Service
16/17 to be continued in 17/18 – 20/21
Service Change
17/18 – 20/21
All Finance Services Service Units
S67- S71
Financial Management
Financial Management
The City of Stirling:
• effectively manages of the City’s financial activities through appropriate financial systems and processes
• provides effective and efficient financial management that meets all legislative requirements
• has in place a Long Term Financial Plan based on legislated Integrated Planning and Reporting requirements
• prepares and adopts an Annual Budget as per Section 6.2 of the Local Government Act 1995
Maintain
Purchasing, Procurement and Contract Management Service Unit
S71 Purchasing, Procurement and Contract Management
Purchasing, Procurement and Contract Management
The City of Stirling purchases, procures and manages contracts in compliance with legislation.
Maintain
Finance Services - Service Key Performance Indicators
Service CBP KPI (City Performance)
17/18
Target
15/16
Result
14/15
Result
13/14
Result
12/13
Result
11/12
Result
Long Term Financial Plan
A Long Term Financial Plan (LTFP) that meets the Department of Local Government, Sport and Cultural Industries guidelines is in place.
LTFP in place
LTFP is in place
LTFP is in place
LTFP is in place
N/A N/A
Liveable City and Thriving Neighbourhoods
Sustainable Environment
Engaged Communities
Accessible and Connected City Prosperous City
Making It Happen
68
Service CBP KPI (City Performance)
17/18
Target
15/16
Result
14/15
Result
13/14
Result
12/13
Result
11/12
Result
Financial Management
The annual financial report presents fairly the financial position of the City of Stirling and complies with Australian Accounting Standards.
Unqualified Audit
Unqualified Audit
Unqualified Audit
Unqualified Audit
Unqualified Audit
Unqualified Audit
Current Ratio
current assets minus restricted current assets
current liabilities minus liabilities associated with restricted assets
* This is a modified commercial ratio designed to focus on the liquidity position of a local government that has arisen from past years’ transactions.
>=1.5 3.0831 2.9252 2.4041 2.7306 3.5718
Operating Surplus Ratio
operating revenue minus operating expense
own source operating revenue
* This ratio is a measure of a local government’s ability to cover its operational costs and have revenue available for capital funding or other purposes.
0.01 - 0.15 0.0500 0.1039 0.0583 0.0913 0.1069
Own Source Revenue Coverage
own source operating revenue
operating expenses
* This ratio is the measurement of a local government’s ability to cover its costs through its own revenue efforts.
>=0.9 1.0713 1.1252 0.9811 0.9876 0.9911
Debt Service Cover Ratio
annual operating surplus before interest and depreciation
principal and interest
* This ratio is the measurement of a local government’s ability to cover its costs through its own revenue efforts.
0.0000 0.0000 0.0000 0.0000 0.0000 0.0000
Financial Health Score >=70 94 97 95 N/A N/A
Established and Temporary Full-time and Part-time Positions Allocated to Provide Services
Finance Services Business Unit FTE Budgeted FTE 17/18-20/21
Established 39.5
Temporary 3.4
Total FTE 42.9
Financial Resources Allocated to Provide Services
Finance Services Business Unit 17/18 18/19 19/20 20/21
Operating Budget Budgeted
$Forecast
$Forecast
$Forecast
$
Direct Revenue2 $1,087,100 $1,111,560 $1,139,349 $1,167,832
Direct Expenses3 ($6,975,594) ($7,132,545) ($7,310,858) ($7,493,630)
Total Net Operating ($5,888,494) ($6,020,985) ($6,171,510) ($6,325,797)
Finance Services Business Unit 17/18 18/19 19/20 20/21
Capital Budget4 Budgeted $
Forecast $
Forecast $
Forecast $
Total Capital (35,000) (35,788) (36,682) (37,599)
City of Stirling Corporate Business Plan 2017/18 | 69
4.3 Human ResourcesPurpose Statement
To provide a range of operational, advisory and strategic human resource services and programs which enable the City to attract, develop and retain employees to support the City in meeting its vision and mission.
The Business Unit provides services that are primarily delivered to support the achievement of the following vision objectives:
The Business Unit has five Service Units:
• Human Resources Management
• Employee Relations and Resourcing
• Corporate Learning and Development
• Payroll and Superannuation
• Occupational Safety and Health
Human Resources - Service Units and Services
No.
Service Units
Services
Service Description and Current Key Levels of Service
16/17 to be continued in 17/18 – 20/21
Service Change
17/18 – 20/21
All Human Resources Service Units
S72- S74
Human Resource Management
Human Resource Management
The City of Stirling:
• provides human resource services and programs that meet statutory requirements
• has in place a Workforce Plan that outlines how the City will manage and invest in its workforce to meet the City’s strategic objectives
Maintain
Occupational Safety and Health Service Unit
S75 Occupational Safety and Health (OSH)
Occupational Safety and Health (OSH)
The City of Stirling:
• has a corporate Occupational Safety and Health System aligned with the AS/NZS4801:2001
• has achieved a Local Government Insurance Scheme (LGIS) Silver Award for alignment to AS/NZS4801:2001
Maintain
Human Resources - Service Key Performance Indicators
Service CBP KPI (City Performance)
17/18
Target
15/16
Result
14/15
Result
13/14
Result
12/13
Result
11/12
Result
Workforce Plan
A Workforce Plan (WFP) that meets the Integrated Planning and Reporting Advisory Standard is in place.
WFP in place WFP in place WFP in placeWFP in place
N/A N/A
Employee Turnover
% annual employee turnover≤15% 9.9% 10.7% 11.9% 11.2% 12.9%
Liveable City and Thriving Neighbourhoods
Sustainable Environment
Engaged Communities
Accessible and Connected City Prosperous City
Making It Happen
70
Service CBP KPI (City Performance)
17/18
Target
15/16
Result
14/15
Result
13/14
Result
12/13
Result
11/12
Result
Occupational Safety and Health System Accredited
The City is accredited for Occupational Safety and Health System in terms of the AS/NZS 4801:2001 standard.
Accreditation Working towards accreditation
Working towards accreditation
N/A N/A N/A
Lost Time Injury Frequency Rate*
(Number of lost time injuries in accounting period)---------------------------x 1,000,000(Total hours worked in accounting period) *A lost-time injury is defined as an occurrence that resulted in a fatality, permanent disability or time lost from work of one day/shift or more.
Decrease 15.48 5.75 N/A N/A N/A
Established and Temporary Full-time and Part-time Positions Allocated to Provide Services
Human Resources Business Unit FTE Budgeted FTE 17/18-20/21
Established 15
Temporary 3.2
Total FTE 18.2
Financial Resources Allocated to Provide Services
Human Resources Business Unit 17/18 Budgeted
$
18/19 Forecast
$
19/20 Forecast
$
20/21 Forecast
$Operating Budget
Direct Revenue2 $51,511 $52,670 $53,987 $55,337
Direct Expenses3 ($3,207,461) ($3,279,629) ($3,361,620) ($3,445,660)
Total Net Operating ($3,155,950) ($3,226,959) ($3,307,633) ($3,390,323)
Human Resources Business Unit 17/18 Budgeted
$
18/19 Forecast
$
19/20 Forecast
$
20/21 Forecast
$Capital Budget4
Total Capital (68,000) (69,530) (71,268) (73,050)
72
5. Office of the Chief Executive OfficerThe Office of the Chief Executive Officer includes the Business Units and Services Units detailed in the table below:
OFFICE OF THE CHIEF EXECUTIVE OFFICER
Executive Services Governance and Strategy
Office of the CEO Management and Executive Services Governance and Strategy Management
Internal Audit Governance
Corporate Compliance
Strategic and Business Planning
Established and Temporary Full-time and Part-time Positions Allocated to Provide Services
Office of CEO FTEActual FTE 15/16 (at 30 June 2016)
Budgeted FTE 16/17
Budgeted FTE 17/18-20/215
Established 44.96 52.51 32.11
Temporary 5.25 4.80 3.23
Total FTE 50.21 57.31 35.34
Financial Resources Allocated to Provide Services
Office of CEO 15/16 Actual
$
16/176 Budgeted
$
17/18 Budgeted
$
18/19 Forecast
$
19/20 Forecast
$
20/21 Forecast
$Operating Budget
Direct Revenue2 509,899 466,350 471,950 482,569 494,633 506,999
Direct Expenses3 (8,021,627) (9,692,353) (8,566,325) (8,759,067) (8,978,044) (9,202,495)
Total Net Operating (7,511,728) (9,226,003) (8,094,375) (8,276,498) (8,483,411) (8,695,496)
Office of CEO 15/16 Actual
$
16/176 Budgeted
$
17/18 Budgeted
$
18/19 Forecast
$
19/20 Forecast
$
20/21 Forecast
$Capital Budget4
Total Capital (211,848) (765,365) (320,000) (327,200) (335,380) (343,765)
5 Note the changes to the FTE are due to the organisational restructure in 2016/17. 6 Note that the Budgeted 2016/17 Direct Revenue originally reported in the Corporate Business Plan 2016/17-2019/20 contained some errors. These have now been corrected within this
Corporate Business Plan.
City of Stirling Corporate Business Plan 2017/18 | 73
5.1 Office of the CEO – Executive ServicesPurpose StatementTo provide high level support to the Chief Executive Officer, the Executive Team and the Mayor. To provide an internal audit function.
The Business Unit provides services that are primarily delivered to support the achievement of the following vision objectives:
The Business Unit has two Service Units:
• Office of the CEO Management and Executive Services
• Internal Audit
Office of the CEO - Service Units and Services
No.
Service Units
Services
Service Description and Current Key Levels of Service
16/17 to be continued in 17/18 – 20/21
Service Change
17/18 – 20/21
Office of the CEO Management and Executive Services Service Unit
S77 Advocacy, Partnerships and Alliances
Advocacy, Partnerships and Alliances
The City of Stirling advocates and develops partnerships and alliances to achieve the priorities and objectives set out in the Strategic Community Plan.
Maintain
Internal Audit Service Unit
S79 Internal Audit Internal Audit
The City of Stirling:
• has an Audit Committee in place in accordance with legislation
• develops and implements an Annual Internal Audit Plan and a Strategic Audit Plan that takes account of the City’s key risks and regulatory compliance requirements
Maintain
Office of the CEO - Internal Audit: Service Key Performance Indicators
Service CBP KPI
(City Performance)
17/18
Target
15/16
Result
14/15
Result
13/14
Result
12/13
Result
11/12
Result
Annual and Strategic Audit Plan
An Annual and Strategic Audit Plan is endorsed and progress against the Plans are monitored by the Audit Committee and Council.
Plans endorsed and monitored
Plans endorsed and monitored
Plans endorsed and monitored
Plans endorsed and monitored
Plans endorsed and monitored
Plans endorsed and monitored
Residents’ Satisfaction
% of surveyed residents who agree that the City of Stirling is accountable for its actions
≥ 60% 58% 58% 50% 60% 74%
Liveable City and Thriving Neighbourhoods
Sustainable Environment
Engaged Communities
Accessible and Connected City Prosperous City
Making It Happen
74
5.2 Governance and StrategyPurpose StatementTo support the Council’s decision making process and ensure compliance with statutory requirements. Manage the City’s complaints handling process across the organisation and manage the City’s information management practices to ensure compliance with legislative requirements. Coordinate the delivery of civic hospitality. Manage the City’s corporate risks and manage the City’s business and strategic planning processes.
The Business Unit provides services that are primarily delivered to support the achievement of the following vision objectives:
The Business Unit has four Service Units:
• Governance and Strategy Management
• Governance
• Corporate Compliance
• Strategic and Business Planning
Governance and Strategy - Service Units and Services
No.
Service Units
Services
Service Description and Current Key Levels of Service
16/17 to be continued in 17/18 – 20/21
Service Change
17/18 – 20/21
Governance Service Unit
S80 Governance Governance
The City of Stirling:
• provides governance services that meet Council and statutory requirements
• provides high quality Elected Member support
• provides Citizenship ceremonies
Maintain
S85 Civic and Hospitality
Civic and Hospitality
The City of Stirling:
• provides high quality civic hospitality
• provides catering and hospitality
Maintain
Corporate Compliance Service Unit
S81 Corporate Compliance
Corporate Compliance
The City of Stirling continually and proactively evaluates corporate compliance to ensure the City meets legal and ethical compliance.
Maintain
S83 Professional Standards
Professional Standards
The City of Stirling:
• provides leadership, direction, education and mentoring to all Business Units on the City’s complaints-handling process, multiple responses and ‘mystery shopping’ feedback
• drives proactive change to minimise complaints and maximise customer satisfaction
Maintain
Liveable City and Thriving Neighbourhoods
Sustainable Environment
Engaged Communities
Accessible and Connected City Prosperous City
Making It Happen
City of Stirling Corporate Business Plan 2017/18 | 75
No.
Service Units
Services
Service Description and Current Key Levels of Service
16/17 to be continued in 17/18 – 20/21
Service Change
17/18 – 20/21
S76 Corporate Risk Management
Corporate Risk Management
The City of Stirling:
• has a Corporate Risk Management Framework and Policy that is aligned with AS/NZS ISO 31000:2009 Risk Management - Principles and Guidelines
• has a Business Continuity Plan to ensure that key services continue to operate in the event of a disaster
Maintain
S86 Information Management
Information Management
The City of Stirling manages the City’s records in accordance with the State Records Act 2000 and the City’s Record Keeping Plan.
Maintain
Strategic and Business Planning Service Unit
S78 Integrated Planning and Reporting
Integrated Planning and Reporting
The City of Stirling:
• has in place a Strategic Community Plan and Corporate Business Plan that meet legislative and regulatory requirements
• reports progress against the Strategic Community Plan and the Corporate Business Plan in the Annual Report
Maintain
Governance and Strategy - Service Key Performance Indicators
Service CBP KPI (City Performance)
17/18
Target
15/16
Result
14/15
Result
13/14
Result
12/13
Result
11/12
Result
Risk Management Policy and Framework
Risk Management Framework and Policy aligned to AS/NZS ISO 31000:2009 is in place.
In place In place In place In place In place In place
Record Keeping Plan
Adherence to Legislated Record Keeping Plan review cycle (every 5 years)
Full adherence
Full adherence
Full adherence
Full adherence
Full adherence
Full adherence
Record Keeping Plan
Adherence to the State Records Commission Standard 2, Principal 6 requirements (State Records Commission Standard 2, Record Keeping Plans, 2002)
Full adherence
Full adherence
Full adherence
Full adherence
N/A N/A
Compliance Audit Return
Number of non-compliance issues in compliance audit return
0 0 0 2 1 4
Strategic Community Plan and Corporate Business Plan
A Strategic Community Plan and Corporate Business Plan have been adopted, modified or updated by an absolute majority of Council.
Full adherence
Full adherence
Full adherence
Full adherence
Full adherence
N/A
Established and Temporary Full-time and Part-time Positions Allocated to Provide Services
Governance and Strategy Business Unit FTE Budgeted FTE 17/18-20/21
Established 27.01
Temporary 3.23
Total FTE 30.24
76
Financial Resources Allocated to Provide Services
Governance and Strategy Business Unit 17/18 18/19 19/20 20/21
Operating Budget Budgeted
$Forecast
$Forecast
$Forecast
$
Direct Revenue2 $471,950 $482,569 $494,633 $506,999
Direct Expenses3 ($6,867,447) ($7,021,964) ($7,197,513) ($7,377,451)
Total Net Operating ($6,395,497) ($6,539,395) ($6,702,880) ($6,870,452)
Governance and Strategy Business Unit 17/18 18/19 19/20 20/21
Capital Budget4
Budgeted $
Forecast $
Forecast $
Forecast $
Total Capital (255,000) (260,738) (267,256) (273,937)
City of Stirling Corporate Business Plan 2017/18 | 77
Local Planning Strategy
The City’s draft Local Planning Strategy provides a strategic guide for the future spatial development of the City.
The draft Local Planning Strategy is intended to provide the strategic basis for the current and future Local Planning Schemes, as well as guide and manage future development in the City. The Local Planning Strategy is a statutory document and provides a link between state and regional strategic planning policies and local interests. It is a requirement of the Planning and Development Act and seeks to respond to the goals/targets identified in various state, regional and local planning documents. The objectives of the draft Local Planning Strategy and the Corporate Business Plan are aligned.
The draft Local Planning Strategy objectives focus on land use planning, built form and how the City can best represent local community values while planning for growth.
To help achieve these objectives, the draft Local Planning Strategy focusses on:
• planning for most population growth to occur along transport corridors and around town centres
• �aking way for the development of the Stirling City Centre, to deliver Perth’s second Central Business District
• zoning land appropriately to ensure the ongoing economic development of the City
• facilitating the transition from retail-focussed centres to diverse mixed-use activity centres
• integrating transport and land use planning within the City
• promoting choice, sustainability, high-quality design and sense of place within the built environment
• fostering optimum use and the benefit of existing and future infrastructure
• protecting the built and cultural heritage of the City
The draft Local Planning Strategy Map outlines strategic opportunities for current and future spatial development.
78
Resource Plans
Long Term Financial PlanThe Long Term Financial Plan is a rolling ten-year plan that outlines the City’s future financial plan to progress the objectives of the Strategic Community Plan and implement the Corporate Business Plan. The Long Term Financial Plan informs and is informed by the strategic direction of the Strategic Community Plan and the priorities set out in the Corporate Business Plan.
The Long Term Financial Plan outlines the City’s financial policies and strategies to enable the City to remain financially sustainable over the long term. These financial policies and strategies are underpinned by the following core principles:
• achieving a fully-funded operating position through the collection of sufficient revenue to fund operational expenditures, debt repayment and depreciation
• maintaining sufficient cash reserves to ensure that Council can meet its short-term working capital requirements
• establishing a fully-funded capital program that identifies and secures funding sources for capital maintenance, renewal and new capital works
• maintaining or improving service efficiencies and service level standards
• maintaining a fair and equitable rating structure
The City’s ten-year Long Term Financial Plan includes the City’s strategic capital projects (outlined in the Corporate Business Plan) and is listed in the table below with their four-year budgets.
Four Year Strategic Capital Projects
17/18 Budget
$’m
18/19 Budget
$’m
19/20 Budget
$’m
20/21 Budget
$’m
Dianella ROS Master Plan implementation 1.1 0.5 0.7 -
Inglewood Oval/Hamer Park Development Plan implementation
– 0.3 3.1 0.1
Yokine Reserve Master Plan implementation 0.2 – – –
Scarborough Redevelopment 1.4 – – –
Scarborough Beach Pool 4.9 – – –
Rights of Way 3.6 4.4 4.3 3.2
Doubleview Commercial Centre (road network) – 0.8 1.5 1.6
Recycling Centre Development – – 5.1 9.7
Ellen Stirling Boulevard Car Park Project 5.1 – – –
The City’s services, service levels and associated budgeted direct costs for the four-year period are detailed in the services section of the document. The annual budget and the proposed impact on rates are detailed in the Rate Setting Statement attached as Appendix 2.
The City’s Long Term Financial Plan will be reviewed in conjunction with the major review of the Strategic Community Plan and Corporate Business Plan during 2017/18.
City of Stirling Corporate Business Plan 2017/18 | 79
Workforce PlanThe City of Stirling’s workforce is one of its most valuable resources.
The Corporate Business Plan describes the current and future workforce required to deliver the planned services over the next four years.
During 2016/17, the City reviewed and made changes to its organisational structure in order to more efficiently and effectively deliver these services. These organisational changes are reflected in the Plan. The City will continue to
review its services over 2017/18 to enable ongoing improvement and to ensure that the City provides best-value services to the community. The total number of FTE to deliver the City’s services is outlined in the table below
City of Stirling Total Number of Established and Temporary FTE
City of Stirling FTE
Budgeted FTE
15/16
Budgeted FTE
16/17
Budgeted FTE
17/18 – 2020/21
Established FTE 910.2 896.1 891.7
Temporary FTE 149.2 148.1 150.6
Total FTE 1,059.4 1,044.2 1,042.3
The City’s Workforce Plan outlines how the City of Stirling will further develop its workforce capability to deliver the Corporate Business Plan and progress the long-term priorities of the community set out in the Strategic Community Plan. The City has assessed the challenges and has developed strategies to build the capability of the workforce to continue to deliver high-quality services to meet the community’s needs now and into the future. These initiatives are detailed in the table below.
Focus Areas Initiatives
Recruitment and Talent Management
The City will attract and retain the best people and ensure that its recruitment and talent management processes are inclusive and fit for purpose.
• Continually improve the end-to-end recruitment process
• Continue to develop the way the City collects and analyses human resource information to ensure it understands the City’s workforce
• Continue to improve the City’s new employee on-boarding experience
• Ensure the City is an Equal Opportunity Employer
Reward and Recognition
The City will recognise and reward exceptional performance to ensure it remains a competitive employer.
• Continue to improve and promote the City’s existing reward and recognition framework
Leadership
The City will identify and develop leadership potential and capacity and ensure that its leaders consistently demonstrate the City’s leadership behaviours.
• Develop a fit for purpose Leadership Development Program
Performance
The City’s workforce will be results-driven, responsible and accountable.
• Continue to improve the City’s existing Performance Development Review process
• Continue to effectively manage underperformance, grievances and misconduct
Learning and Development
The City’s workforce will have the capabilities to achieve its strategic direction and priorities.
• Understand the City’s current skill base and map development and career pathways
• Implement the Learning and Development Framework
Diversity
The City will ensure that it is an equitable and diverse workplace.
• Continue to improve the understanding of equity and diversity across the City
• Increase the participation of minority groups in the workforce
Safety, Health and Wellbeing
Through leadership and individual commitment, the City will continue to place a high priority on safety.
• Continue to implement best practice Occupational Safety and Health Management Systems to ensure the City is compliant with Australian Standard 4801
• Continue to improve the City’s Injury Management System
• Continue to implement the City’s Health and Wellbeing Plan
Engagement
The City will facilitate workforce engagement and a culture that fosters and promotes the understanding of Team Stirling.
• Continue to create a Team Stirling culture
80
The Workforce Implementation Plan outlines the actions to support these initiatives, with the actions updated as part of the annual Corporate Business Plan review process. The overall progress of the Workforce Implementation Plan is monitored throughout the year and reported in the City’s Annual Report.
The City’s Workforce Plan will be reviewed in conjunction with the major review of the Strategic Community Plan and Corporate Business Plan during 2017/18.
Asset Management FrameworkThe City of Stirling delivers more than 200 products and services to its community and many of these services rely on City infrastructure assets. It is imperative that the City manages the full life cycle of these assets in the most cost effective manner. As a result, the provision and maintenance of infrastructure assets and associated services is at the heart of the City’s long-term commitment to its community.
Infrastructure assets such as roads, stormwater drainage, buildings, parks infrastructure and pathways present particular challenges as they have long lives and high values. Long term financial forecasts are significant and require planning for peaks and troughs in expenditure to ensure the City has the available funds to renew and replace such assets. The demand for new and improved services from these existing assets adds to the complexity of planning and financial forecasting.
The creation of new assets also presents challenges in terms of the additional funding required for the ongoing operating and replacement costs necessary to provide the required level of service over the assets’ full life cycle.
The goal of the City’s Asset Management Framework is to address these challenges and provide an appropriate level of service for present and future customers through the development of skills, governance, processes, systems, data, productive use of resources and the management of assets in the most cost effective manner.
The City’s Asset Management Framework has been prepared under the guidance of the ISO 55000 International Standards for Asset Management, the City’s Strategic
Community Plan and the Corporate Business Plan. As a result, the Framework is well aligned to deliver the City’s vision, objectives and strategies in providing cost-effective, transparent, quality and affordable service levels in accordance with community expectations.
The City has developed an Asset Management Policy that broadly outlines the principles and requirements for undertaking asset management across the City in a systematic and coordinated way, consistent with the City’s Strategic Community Plan. During 2015/16, the City developed a draft Asset Management Strategy. The draft Strategy is a ‘higher level’ enabling document (with a detailed four-year implementation plan) that underpins the Asset Management Policy.
The City has developed Transport, Drainage and Building Asset Management Plans that outline the asset activities and programs for each service area and resources applied to provide a defined level of service in the most cost effective manner. The City is in the process of finalising its Parks Asset Management Plan.
The City’s Asset Management Framework will be reviewed in conjunction with the major review of the Strategic Community Plan and Corporate Business Plan during 2017/18.
In summary, the integrated planning mechanism adopted by the City links all its service delivery options to the Strategic Community Plan vision and objectives and the Corporate Business Plan.
City of Stirling Corporate Business Plan 2017/18 | 81
Risk Management
In the process of carrying out the responsibilities of a local government in a changing environment, the City faces a broad range of risks from both external and internal sources. To effectively manage these risks, the City has adopted a Risk Management Policy and Framework that aligns with the Australian/New Zealand Standard AS/NZS ISO 31000: 2009 Risk Management – Principles and Guidelines.
The City’s approach to risk management is that it is an integral part of the management function in the organisation and is the responsibility of all employees, with Business Unit Managers having overall responsibility and accountability for assessing and managing risk within the context of their business environments. Business Units are supported in this role through the development, maintenance and continual improvement of an active risk management
culture that acknowledges the need for assessment and management of risk in all functions and processes.
The City assesses and manages risk both at a corporate level (top-down) and business unit level (bottom-up). The City maintains a corporate risk register, which is closely aligned with the objectives and initiatives of the City’s Corporate Business Plan and highlights key risks to the achievement of its objectives. Business Units maintain risk registers relevant to their functions, services and projects.
Oversight of the Risk Management Framework sits with the Corporate Risk Management Group, which reports to the Executive Team and through the Executive Team to the Audit Committee in respect of the requirements of the Local Government (Audit) Regulations 1996 regulation 17.
82
City of Stirling Corporate Business Plan 2017/18 | 83
Reporting Progress
Measurement, assessment and reporting are logically part of the Western Australian Local Government Integrated Planning and Reporting (IPR) Framework. The primary purpose of measuring progress and performance is to ensure continuous improvement, improve the delivery of services and
ultimately enable progress towards the community outcomes expressed in the Strategic Community Plan.
The interrelationships between the City’s strategic plans and the intended results and outcomes are illustrated in the diagram below. The diagram reflects
how the City’s strategic plans link and roll down and how achievement rolls up, with success at each level ultimately enabling progress towards community outcomes, the objectives and the vision described in the City’s Strategic Community Plan.
City of Stirling Plan for the Future
Long Term Financial PlanAsset Management Plan
Workforce PlanStrategic Information
Management Plan
Strategic Community Plan
(10 year plan)
VISION
MissionValues and Sustainability
PrinciplesOBJECTIVES
Corporate Business Plan(4 year plan)
Strategies and PlansServices
Strategic Projects
Business Unit Plans(1 year plan)
Operational Service
ActivitiesPrograms and Projects
Annual Budget
Annual Plans
Measuring Progress
Community Outcomes • Community Outcome
Indicators• City Performance
Indicators
Service Delivery andProgram/Project Delivery
• Input, Output and Ef�ciency Indicators
City Performance• Service Effectiveness and Outcome Indicators• Financial Management
Indicators• Asset Management
Indicators• Workforce Management
Indicators• Good Governance
Indicators
Resource Plans
City of Stirling Integrated Planning and Reporting Framework
The City of Stirling measures, assesses and reports on progress using the types of measures and key performance indicators identified in the diagram above. These measures and key performance indicators are detailed in the City’s Strategic Community Plan, Corporate Business Plan and
annual Business Unit Plans. The Organisational Measurement and Reporting Framework describes the principles, guidelines and approach to measurement and reporting at the City of Stirling. This Framework outlines the City’s regular in-year cycle of monthly and quarterly reporting and
annual reporting through the City of Stirling Annual Report. This regular cycle of measurement, assessment and reporting not only meets regulatory requirements, but also upholds accountability and supports the realisation of the Corporate Business Plan and Strategic Community Plan.
84
Appendix 1 Key Stakeholders by Strategic Community Plan Theme
Stakeholder Live
able
Cit
y an
d T
hriv
ing
N
eig
hbo
urho
od
s
Sus
tain
able
E
nvir
onm
ent
Eng
aged
C
om
mun
itie
s
Acc
essi
ble
and
C
onn
ecte
d C
ity
Pro
sper
ous
C
ity
Community
City of Stirling Community: Residents, ratepayers and local businesses
Interest Groups: Arts, culture, environment, education and sports groups
State Government Agencies
Department of Biodiversity Conservation and Attractions
Department of Community Services
Department of Education
Department of Health
Department of Jobs, Tourism, Science and Innovation
Department of Justice
Department of Local Government, Sport and Cultural Industries
Department of Planning, Lands and Heritage
Department of Transport
Department of Water and Environmental Regulation
Fire and Emergency Services Authority of Western Australia
Main Roads Western Australia
Metropolitan Redevelopment Authority
Office of the Government Architect, Department of Finance
Public Transport Authority
Road Safety Commission
Small Business Development Corporation
State Library of Western Australia
Water Corporation of Western Australia
Western Australia Police
Western Australian Planning Commission
Federal Government Agencies
Clean Energy Regulator
Council of Australian Governments
Department of Communications and the Arts
Department of Health
Department of Human Services
Department of Immigration and Border Protection
Department of Infrastructure and Regional Development
Department of Social Services
Department of the Environment and Energy
Department of the Prime Minister and Cabinet
City of Stirling Corporate Business Plan 2017/18 | 85
Stakeholder Live
able
Cit
y an
d T
hriv
ing
N
eig
hbo
urho
od
s
Sus
tain
able
E
nvir
onm
ent
Eng
aged
C
om
mun
itie
s
Acc
essi
ble
and
C
onn
ecte
d C
ity
Pro
sper
ous
C
ity
Local and Regional Government Agencies
Eastern Metropolitan Regional Council
Mindarie Regional Council
Neighbouring Councils
Western Metropolitan Regional Council
Industry Associations
Australian Institute of Building Surveyors
Australian Parking Association
Bicycling Western Australia
Housing Industry Association
Institute Public Works Engineering Australasia
International Association of Public Participation Australasia
International Council for Local Environment Initiatives
Local Government Planners Association
Master Builders Association
Metropolitan Migrant Resource Centre
Municipal Waste Advisory Council
Museums Australia
National Coalition for Dialogue and Deliberation
Parks and Leisure Australia
Planning Institute of Australia
Property Council of Australia
Royal Automobile Club of Western Australia
SDERA Educating for Smarter Choices
Smart Cities Council
Tourism Council of WA
Volunteering WA
Waste Authority
West Australian Council of Social Service
Western Australian Local Government Association
Western Australian Rangers Association
Local Business Associations
Stirling Business Centre
Stirling Business Association
Scarborough Beach Association
86
Strategies and Plans Live
able
Cit
y an
d T
hriv
ing
N
eig
hbo
urho
od
s
Sus
tain
able
E
nvir
onm
ent
Eng
aged
C
om
mun
itie
s
Acc
essi
ble
and
C
onn
ecte
d C
ity
Pro
sper
ous
Cit
y
Federal Government Agencies
Advancing Australia as a Digital Economy: An Update to the National Digital Economy Strategy, Department of Communications and the Arts
Australian Government Black Spot Program, Department of Infrastructure and Regional Development
Corporate Plan 2016-20, Department of Communications and the Arts
Emissions Reduction Fund, Department of the Environment and Energy
National Greenhouse and Energy Reporting Scheme, Clean Energy Regulator
National Indigenous Reform Agreement (Closing the Gap), Council of Australian Governments
National Sport and Active Recreation Policy Framework, Department of Health
National Television and Computer Recycling Scheme (EPR), Department of the Environment and Energy
National Waste Policy, Department of the Environment and Energy
Renewable Energy Target, Clean Energy Regulator
Smart Cities Plan, Department of the Prime Minister and Cabinet
State Government Agencies
Active Living for All: A Framework for Physical Activity in WA 2012-2016, Department of Local Government, Sport and Cultural Industries
Affordable Housing Strategy 2010 – 2020 Opening Doors to Affordable Housing, Department of Community Services
An Age-friendly WA: The Seniors Strategic Planning Framework 2012-2017, Department of Local Government, Sport and Cultural Industries
Classification Framework for Public Open Space: Building stronger, healthier, happier and safer communities, Department of Local Government, Sport and Cultural Industries
Constable Care Program, Constable Care Child Safety Foundation, WA Police
Count Me In: A Better Future for Everyone, Department of Community Services
Directions 2031 and Beyond: Metropolitan Planning Beyond the Horizon, Department of Planning, Lands and Heritage, Western Australian Planning Commission
Draft Central Sub-Regional Planning Framework Towards Perth and Peel @ 3.5 million May 2015, Department of Planning, Lands and Heritage, Western Australian Planning Commission
Draft Perth and Peel @ 3.5 million May 2015, Department of Planning, Lands and Heritage, Western Australian Planning Commission
Frontline 2020 Reform Program, WA Police
Implementing the Principles of Multiculturalism Locally - A Planning Guide for Western Australian Local Governments, Department of Local Government, Sport and Cultural Industries
Keeping the Bush in the City - Bush Forever Volumes 1 and 2, Department of Planning, Lands and Heritage
Local Government Enhanced Speed Enforcement Program, WA Police
City of Stirling Corporate Business Plan 2017/18 | 87
Strategies and Plans Live
able
Cit
y an
d T
hriv
ing
N
eig
hbo
urho
od
s
Sus
tain
able
E
nvir
onm
ent
Eng
aged
C
om
mun
itie
s
Acc
essi
ble
and
C
onn
ecte
d C
ity
Pro
sper
ous
Cit
y
State Government Agencies
Public Transport for Perth in 2031, Mapping out the Future for Perth’s Public Transport Network, Draft for Consultation, Department of Transport
Scarborough Master Plan, Metropolitan Redevelopment Authority
SD 6: Strategic Directions for the WA Sport and Recreation Industry 2016-2020, Department of Local Government, Sport and Cultural Industries
Small Business Friendly Local Governments Initiative, Small Business Development Corporation
State Government Strategy for Tourism in Western Australia 2020, Department of Jobs, Tourism, Science and Innovation
State Planning Strategy 2050, Planning for Sustained Growth and Prosperity, Department of Planning, Lands and Heritage, Western Australian Planning Commission
Strategic Directions Framework 2015-2030 for Arts and Culture in WA, Department of Local Government, Sport and Cultural Industries
Towards Zero, Road Safety Strategy to Reduce Road Trauma in Western Australia 2008- 2020, Road Safety Commission
Transport @ 3.5 million. Perth & Peel Transport Plan for 3.5 million People and Beyond, Department of Transport
Vital Volunteering 2011-2016, Department of Local Government, Sport and Cultural Industries
WA Container Deposit Scheme, Department of Biodiversity Conservation and Attractions
WA Police Tough on Graffiti Strategy 2015-2017, WA Police
Water Forever, Whatever the Weather – Drought-proofing Perth, Water Corporation of Western Australia
Water Forever Towards Climate Resilience, Water Corporation of Western Australia
Waterwise Councils Program, Water Corporation of Western Australia
Western Australian Bicycle Network Plan 2014-2031, Department of Transport
Western Australian Health Promotion Strategic Framework 2012-2016, Department of Health
Western Australian Health Promotion Strategic Framework 2017-2021, Draft for Consultation September 2016, Department of Health
Western Australian State CCTV Strategy, WA Police
Western Australian Waste Strategy Creating the Right Environment, Waste Authority
Industry Associations
Framework Agreement between State and Local Government for the Provision of Public Library Services in Western Australia, Western Australian Local Government Association
Local Government Biodiversity Planning Guidelines
Western Australian Local Government Association
IAP2 Core Values of Public Participation, International Association of Public Participation Australasia
Core Principles for Public Engagement 2009, National Coalition for Dialogue and Deliberation
Blessing of the Roads, Roadwise Campaign, Western Australian Local Government Association
Smart Steps Road Safety Program for Children, SDERA Educating for Smarter Choices
88
Appendix 2 City of Stirling Summarised Rate Setting Statement
Forecast Rate Setting Statement
Budget ($) Budget ($) Budget ($) Budget ($) Budget ($)
2016/2017 2017/2018 2018/2019 2019/2020 2020/2021
Operating Revenue 96,350,892 87,355,508 97,830,561 102,026,048 108,960,374
Less: Operating Expenditure (211,585,777) (217,706,989) (227,061,230) (234,326,522) (241,198,744)
Sub Total Operating (115,234,885) (130,351,481) (129,230,670) (132,300,474) (132,238,370)
Add
Capital Grants and Contributions 8,120,286 5,234,412 5,352,186 5,485,991 5,623,141
Proceeds from Sale of Assets 3,563,520 2,753,230 2,850,453 2,921,820 2,994,858
Depreciation Written Back 29,545,412 28,969,043 26,913,634 26,389,841 25,386,077
Loss Written Back 1,009,412 963,568 975,675 1,000,102 1,025,103
Sub Total (72,996,255) (92,431,228) (93,138,721) (96,502,720) (97,209,192)
Less Capital Expenditure (95,019,606) (47,484,543) (48,647,392) (49,881,547) (51,128,906)
Sub Total (168,015,861) (139,915,771) (141,786,113) (146,384,268) (148,338,098)
Less
Profit on Disposal Written Back (352,745) (299,667) (308,264) (315,382) (323,881)
Transfers to Reserves (25,009,260) (13,211,588) (9,186,323) (9,224,393) (16,466,545)
Transfers to Town Planning Schemes (47,245) (40,000) (41,207) (29,844) (16,279)
Loan Repayment (0) (0) (0) (133,560) (3,327,740)
Sub Total (193,425,111) (153,467,026) (151,321,907) (156,087,447) (168,472,543)
Add Funding Sources
Reserves Utilised 58,459,418 10,848,899 532,723 616,601 (0)
Loans (0) (0) 3,180,000 6,290,000 (0)
Opening Funds 7,100,000 7,000,000 (0) (0) (0)
Shortfall to be made up from Rates ($) 127,865,693 135,618,127 147,609,184 149,180,845 168,472,542
Rate Increase (%) 1.75% 1.75% 2.50% 2.50% 2.50%
Administration Centre 25 Cedric Street Stirling WA 6021Telephone (08) 9205 8555 | Email [email protected] | Web www.stirling.wa.gov.au | /citystirlingwa
This information is available in alternative formats on request. Please contact the Stirling Customer Contact Centre on (08) 9205 8555