strategic community plan 2011-2021 · 2019-10-23 · asset management plan, workforce plan and...

I:\COUNCIL\Strategic Plan\Quarterly Progress Reports\2012\April - June 2012.doc

Strategic Community Plan 2011-2021

(Plan For the Future)

Corporate Business Plan 2011-2016 (Strategic Plan 2011 – 2016)

Adopted at the Ordinary Meeting of Council held on 14 June 2011

I:\COUNCIL\Strategic Plan\Quarterly Progress Reports\2012\April - June 2012.doc Page 1 of 30

Foreword Vincent is a vibrant and diverse inner city community, containing within its boundaries a varied and rich history stretching back long before the settlement of the Swan River Colony. The City is situated immediately north of the City of Perth and is boredered by the City of Stirling to the north, City of Bayswater to the east and Town of Cambridge to the west. Since settlement, much of Vincent‟s rich heritage stems from the 1890s and 1900s when many community buildings were established and North Perth emerged as a suburb in its own right. More recently, as inner city living has become ever more popular, there has been a growing demand for new development and infill, and old and new can now be seen sitting side by side in the leafy suburbs. Riding in tandem with the increasing popularity of inner city living, the City‟s shopping precincts have thrived and become popular café strips for residents and visitors alike. The City‟s population has also developed into a wonderfully rich melting pot of cultures and nationalities, which has contributed to its unique diversity. But the City has also been passionate about preserving green space for the enjoyment of residents and ratepayers, and our parks and reserves provide vital oases dotted throughout the City. The popularity of the City of Vincent brings with it its own unique challenges. On a global level there is an increasing focus on climate change, environmental and sustainability issues that the community expects us to take into consideration in all our deliberations. There is also the need to consult with our very diverse community and ensure all members have the opportunity to be effective partners with us in the decision-making process. The development of the Plan for the Future has been the culmination of many of analysis by the City‟s Administration and Council Members. We have drawn on feedback from a variety of sources to prepare this Plan for the Future (Corporate Strategic Plan). That is why the Plan is so crucial to the future of the City. It provides a clear focus on the direction we should be taking in the future in all aspects of the City to make it an even better place to be. The Plan for the Future incorporates the Corporate Business Plan 2011-2016, together with the Strategic Financial Plan, Strategic Asset Management Plan, Workforce Plan and associated key strategic documents. Our sincere thanks to members of our community, Council Members and Employees who contributed to the development of this plan. With your help the City will continue to thrive and provide a safe, healthy and sustainable living and working environment, which is the envy of many other local governments.

Nick Catania John Giorgi JP Mayor Chief Executive Officer


City of Vincent – Strategic Planning Framework

Annual Plan

(Priorities, Key Projects and Capital Works Program)

Strategic Community Plan 2011-2021 Vincent Vision 2024

Corporate Business Plan

Strategic Plan 2011-2016 Local Planning Strategy Car Parking Strategy

Seniors Strategy

Disability Access and Inclusion Plan

Safer Vincent Crime Prevention Plan

Municipal Heritage Inventory

Economic Development Strategy

Sustainable Environment Strategy

Climate Change Strategy

Workforce Plan Strategic Financial Plan Strategic Asset Management Plan

Annual Corporate Priorities (Executive Management Team)

Annual Strategic Priorities (Council Members)

Annual Budget

Directorate Plans

Section Action Plans

Waste Minimisation Strategy


City of Vincent Strategic Direction Summary “Enhancing and celebrating our diverse community”

Purpose (Defines the business we are in)

To provide and facilitate

services for a safe, healthy and sustainable community

Vision (Defines what we are striving to

become)

A sustainable and caring community built with

vibrancy and diversity.

Guiding Values (Describes what values are important to us)

o Excellence and Service o Honesty and Integrity o Innovation and Diversity o Caring and Empathy o Teamwork and Commitment

Strategic Objectives

o Improve and maintain the natural and built environment and infrastructure.

o Progress economic development with adequate financial resources.

o Enhance and promote community development, safety and wellbeing.

o Ensure good strategic decision-making, governance, leadership and professional management; supported by a positive and desirable workplace.

Key Actions

Review and implement the Town Planning Scheme & policies

Enhance and maintain character and heritage.

Enhance and maintain parks and community facilities.

Enhance and maintain infrastructure.

Develop and promote environmentally sustainable practices.

Enhance centres and commercial areas.

Promote business development and the Town as a place for investment

Develop and promote partnerships and alliances.

Promote business development.

Manage car parking and its associated assets.

Identify needs and expectations of community.

Reduce reliance on rates revenue.

Provide a positive triple bottom line return.

Implement the Leederville Masterplan.

Complete and implement the West Perth Regeneration Plan.

Complete and implement Town Planning Scheme No.2.

Celebrate cultural and social diversity.

Provide a range of community programs.

Continued implementation of the principles of universal access.

Focus on community and customer needs.

Enhance community safety and security.

Develop leadership skills and behaviours.

Plan effectively for the future.

Enhance organisational business planning.

Implement and promote Vincent Vision 2024

Improve employee performance, recognition and reward.

Promote employee satisfaction and wellbeing.

Explore innovative ways of service delivery.

Enhance knowledge management.

Improve information flows to and from the community.


Overview, Key Trends and Challenges The following are identified as key issues currently challenging the City of Vincent:

Meeting community demand

Increasing community demand requires that community facilities are managed and developed to cater for the diverse needs of the community, while also considering the limited ability to increase or expand facilities.

The community also demands readily-available information through static sources or through contact with relevant council officers. The challenge is to provide an up-to-date information bureau that the community can rely on for relevant and correct information.

Economic sustainability

Cost shifting from State and Federal Governments has decreased Local Government‟s ability to provide the expected level of service and infrastructure improvements and maintenance. There has also been a reduction in Local Govt funding from the Financial Assistance Grants Program.

There is internal competition for allocation of funding and resources, and increased pressure to allocate these effectively.

The State Underground Power Program is anticipated to take in excess of 20 years. The failure of the State Government to take responsibility for this implementation places pressure on the City to co-ordinate and manage the process. Escalating costs may make the program inaccessible to the disadvantaged, placing a greater burden on the City‟s resources and those ratepayers with the ability to pay.

Asset management

To minimise the financial burden on future generations, the City has a responsibility to allocate adequate annual funding to responsible infrastructure improvements and to maintain the City's major assets to an acceptable standard.

The Leederville Masterplan will result in an upgrade of the City‟s land holdings in the Leederville commercial Centre and will act as a catalyst to re-vitalise the area. The development will deliver triple bottom line benefits, will be based on transit oriented development principles and will be undertaken in partnership with other key stakeholders.

Maintaining a unique heritage in the City of Vincent will remain an important issue for the City‟s identity and character.

Governance and statutory compliance

Local Government is facing structural reform with the potential for resource-sharing, boundary changes and amalgamations. The state government has commenced the review process that will be implemented over the next few years.

With many new reporting standards and legislation that affect the operation of the City; compliance, transparency and accountability are the key components of the City‟s governance.

Risk assessment and emergency management are key concerns of Local Government, as Australian communities become increasingly concerned, given the global increase in natural disasters and terrorist attacks. State and Federal Government are driving local authorities to undertake preparedness, response and recovery planning to ensure that emergencies can be managed appropriately.

Flexible work practices are needed to manage workload and projects to ensure work-life balance for employees. At the same time, strategies need to be developed to attract and retain a professional workforce and to mitigate skills shortage.

Sustainability

It is acknowledged that the global climate is changing, and will continue to change.This will affect affect the planning and day-to-day operations of local government in many ways. The manifestations of climate change include higher temperatures, lower rainfall patterns, a rising sea level, and more frequent or intense weather events such as heatwaves, drought and storms. The City has an important role to play in reducing greenhouse gas emissions, and will also be at the forefront of managing the impacts of unavoidable climate change.

The City has prepared a waste management strategy, aligned with the Mindarie Regional Council, state and regional requirements, to provide an improved recovery service that minimises waste to landfill and removes hazardous materials from the waste stream. The increasing cost of waste disposal is a key factor in its effective management.


Our Purpose

The purpose defines the business we are in. It describes our reason for being, and the services

and products we provide. Our purpose is:

To provide and facilitate services for a safe, healthy and sustainable community

Our Vision

The vision statement is what we are striving to become, what we will look like in the future. Based on accomplishing key strategic challenges and the outcomes of Vincent Vision 2024, the Town‟s vision

is:

A sustainable and caring community built with vibrancy

and diversity

Our Guiding Values

The guiding values of the Town of Vincent are those that describe how we want to operate, and all employees are strongly encouraged to align and work to these values.

Excellence & Services

We aim to pursue and deliver the highest possible standard of service and professionalism to the

Vincent community.

Honesty & Integrity

We are honest, fair, consistent, accountable, open and transparent in our dealings with each other and are committed to building trust and mutual respect.

Caring & Empathy

We are committed to the wellbeing and needs of our employees and community and value each

others views and contributions.

Innovation & Diversity

We encourage creativity, innovation and initiative to realise the vibrancy and diversity of our vision.

Teamwork & Commitment

Effective teamwork is vital to our organisation and we encourage co-operation, teamwork and commitment within and between our employees and our business partners and community.

Honesty

&

Integrity

Excellence &

Service

Innovation &

Diversity

Teamwork &

Commitment

Caring &

Empathy


Strategic Objectives – Overview

The strategic objectives that the City of Vincent needs to achieve over the next five years to effectively contribute to the City‟s overall objectives and to the growth and sustainability of the City of Vincent are:

1. Natural and Built Environment 1.1 Improve and maintain the natural and built environment and infrastructure

1.1.1 Develop and implement a Town Planning Scheme and associated policies, guidelines and initiatives that deliver the community vision.

1.1.2 Enhance and maintain the character and heritage of the City. 1.1.3 Take action to reduce the City‟s environmental impacts and provide leadership on environmental matters. 1.1.4 Enhance and maintain the City‟s infrastructure,assets and community facilities to provide a safe,

sustainable and functional environment. 1.1.5 Take action to improve transport and parking in the City and mitigate the effects of traffic. 1.1.6 Enhance and maintain the City‟s parks, landscaping and the natural environment.

2. Economic Development 2.1 Progress economic development with adequate financial resources

2.1.1 Promote business development and the City of Vincent as a place for investment appropriate to the vision for the City.

2.1.2 Develop and promote partnerships and alliances with key stakeholders. 2.1.3 Develop business strategies that reduce reliance on rates revenue. 2.1.4 Implement the Leederville Masterplan and West Perth Regeneration Project.

3. Community Development and Wellbeing 3.1 Enhance and promote community development and wellbeing

3.1.1 Celebrate, acknowledge and promote the City‟s cultural and social diversity. 3.1.2 Promote and foster community safety and security. 3.1.3 Promote health and wellbeing in the community. 3.1.4 Continue to implement the principles of universal access. 3.1.5 Promote and provide a range of community events to bring people together and to foster a community way

of life. 3.1.6 Build capacity within the community to meet its needs.

4. Leadership, Governance and Management 4.1 Provide good strategic decision-making, governance, leadership and professional management

4.1.1 Develop leadership skills, behaviours and culture that enhance the public image of the City. 4.1.2 Manage the organisation in a responsible, efficient and accountable manner. 4.1.3 Provide Excellence in Customer Service 4.1.4 Plan effectively for the future. 4.1.5 Focus on stakeholder needs, values, engagement and involvement.

4.2 Provide a safe, positive and desirable workplace

4.2.1 Promote employee performance, recognition, reward, satisfaction and wellbeing, and provide a safe and positive workplace.

4.3 Promote and Implement Knowledge Management and Technology

4.3.1 Enhance knowledge management and promote technology opportunities to improve the City‟s business, communication, security and sustainability.

Note: The Resources, Measures/Targets and Timelines contained in this Plan are indicative and subject to annual review and change by the Council.


BACKGROUND The City of Vincent is an inner-urban local government located three kilometres from the Central Business District. The City covers an area of 11.3 square kilometres and encompasses the inner suburbs of Leederville, Highgate, North Perth, Mount Hawthorn and parts of Mount Lawley, Perth, East Perth, West Perth, Osborne Park and Coolbinia as shown in the map below:

City of Vincent Boundary

1. CURRENT AND PROJECTED POPULATION As of June 2009, the City of Vincent had an estimated resident population of approximately 30,900 residents. Since 2001, the City of Vincent has experienced an average annual growth rate of approximately 1.7%. The residential population of the City of Vincent, taken from the 2006 census was 26,904. The population is distributed across the suburbs of Highgate, Leederville, Mount Hawthorn, North Perth and parts of Mount Lawley, West Perth, Perth and East Perth, with the largest population residing in North Perth, as detailed in figure 1 below.

Figure 1 - Population Percentage by Suburb


2. POPULATION TRENDS AND FORECASTS, CITY OF VINCENT 2001 - 2030 Population projections released by the West Australian Planning Commission (2005) suggest that population growth rates in the City of Vincent will be restricted to an average annual growth rate of 0.8% until 2030. It is anticipated that by 2030 the municipal area will have a resident population of approximately 36,000, as outlined in Figure 11 below.

Figure 2 - Population Forecasts. Source: SGS Economics and Planning using WAPC WA Tomorrow, 2005 and ABS Estimated Resident Population

2001- 2009. 3. DEMOGRAPHIC STRUCTURE – AGE DISTRIBUTION The City of Vincent has a high population of young adults and more young and middle-aged adults have moved to the region since 2001. Young adults between 25 and 35 years represent the largest population demographic and the 2006 median age of Vincent residents was 35 years. As outlined in Figure 3 below, the City had an even distribution of both female and male residents, with the exception of the 75 and over demographic, where there were a greater proportion of females. It is also evident that population growth since 2001 has been evenly distributed across all demographics and the region has maintained a relatively similar age structure over the past five years.

Figure 3 – Demographic Composition Change (City of Vincent)

Source: ABS Time Series Data, cat no. 2003.0


4. OTHER DEMOGRAPHIC CHARACTERISTICS

4.1 Ethnic Diversity

Country of Birth City of Vincent % of total persons in the

City of Vincent

Australia % of total persons in

Australia

Australia 15,296 56.9% 14,072,944 70.9%

England 1,682 6.3% 856,939 4.3%

Italy 1,219 4.5% 199,121 1.0%

New Zealand 587 2.2% 389,463 2.0%

Vietnam 521 1.9% 159,850 0.8%

Scotland 303 1.1% 130,204 0.7%

ABS Census Data 2006

The statistics above illustrate that the majority of City of Vincent residents (56.9%), were born in Australia, followed by England (6.3%), Italy (4.5%), New Zealand (2.2%), Vietnam (1.9%) and Scotland (1.1%). The statistics reveal that other than Australian, the place of birth of residents in the City of Vincent illustrates a higher percentage than the Australian average.

Language Spoken

at Home

City of Vincent % of total persons in the

City of Vincent

Australia % of total persons in

Australia

English 18,690 65.5% 15,581,333 78.5%

Italian 1,769 6.6% 316,890 1.6%

Vietnamese 522 1.9% 194,855 1.0%

Cantonese 587 2.2% 244,553 1.2%

Greek 521 1.9% 252,220 1.3%

Macedonian 303 1.1% 67,836 0.3% The table above illustrates that the majority of residents (65.5%) in the City spoke English at home, with the other most common languages comprising Italian (6.6%), Vietnamese (1.9%), Cantonese (1.6%), Greek (1.5%) and Macedonian (1.1%). The statistics reveal that the most common languages spoken at home in the City, other than English, demonstrate a higher percentage than the Australian average.

The most common languages other than English spoken at home reflect the migrant patterns experienced by the City, particular the European migrants during the Post World War Two period, and the influx of Vietnamese migrants in the 1970s following the Vietnam War. 4.2 Household Income

The figure below, illustrates that since 2001, there has been substantial growth in the proportion of high income households and a decline in the proportion of lower income households. The number of residents in the bottom income quintile (<$499) has declined from 39% to 23% of all households. Conversely, the proportion of households in the fourth income quintile ($1,200- $1,999) has grown from 16% to 21% and in the top income quintile (>$2,000) the proportion of households grew from 6% to 16% over the five year period.

The median weekly household income for the City of Vincent grew over 36% from $678/week in 2001 to $925/week in 2006.

Weekly Household Income, City of Vincent, 2001 & 2006:

Figure 4 - Weekly Household Income, Source: ABS Time Series Profile


4.3 Education Qualification

A higher proportion of the City of Vincent working age population (aged 15 and over) has a tertiary qualification when compared with the central Metropolitan and Inner Perth regions (50.6%, compared with 50.3% and 46.5% respectively). This level of education is an asset to the City‟s workforce and businesses, and can be used as an indicative proxy for higher relative wages and levels of innovation.

In considering the distribution of tertiary qualifications, the City of Vincent has a relatively similar profile when compared with the other regions, however is more closely aligned with the Inner Perth profile than the Central Metropolitan profile.

Figure 5 - Tertiary Qualification Distribution

Source: ABS Census of Population and Housing, 2006 4.4 Current and Projected Household Composition

In 2006, approximately 55% of all The City of Vincent households were „family households‟ with the majority (72%) living in separate dwellings. Lone person households represented 35% of the total with the remaining 10% of homes occupied by group households. Unsurprisingly, lone person households occupied a greater number of flats, units or apartments in comparison to other household types. Approximately 60% of all flats, units or apartments were occupied by lone persons in the City of Vincent whilst the occupancy of semi-detached, row or townhouses was distributed proportionately between all three household types.

Figure 6 – Household Type by Dwelling Structure

Source: ABS Census of Population and Housing - Time Series Profiles

The number of group households and lone person households remained relatively stable over the five year period whilst the number of semi-detached, row or townhouses and flats, units or apartments grew by 236 and 317 respectively. These findings suggest that more families moving into the City of Vincent are occupying either flats, units or apartments or semi-detached, row or townhouses.


4.5 Household Size The average household size in the City of Vincent has remained stable between 2001 and 2006 at 2.1 residents per household. This is slightly below the 2.3 residents per household for both Inner Perth and Central Metropolitan regions over the same years. 5. CURRENT AND PROJECTED HOUSING DENSITY 5.1 Housing Density The residential density per hectare varies throughout the City, which is reflective of the historical development patterns, the access to services, infrastructure and amenity and resultant of the zoning allocations assigned through City Planning Scheme provisions. The total number of dwellings in the City as of 2008 was 13,822. Statistics indicate that between 1996 and 2006, there was an increase of 3034 dwellings in the City of Vincent, which on average represents an additional 300 dwellings per year. As an average, the dwelling density per residential hectare in the City of Vincent is 17.0. In comparison to the other local government areas within the Central Sub-Region, the City of Vincent is comparatively high second only to the City of Perth (34.5 per residential hectare) and the City of Subiaco (18.5 per residential hectare), and is above the average dwelling density of 11.5 for the Central Sub-Region. As a further comparison, the residential densities of the Local Government Authorities bordering the City are as follows: the Town of Cambridge (10.2 dwellings per hectare); the City of Bayswater (11.1 dwellings per hectare); and the City of Stirling (11.9 dwellings per hectare) (Directions 2031 - Central Sub-Regional Strategy 2010). 5.2 Projected Residential Density Directions 2031, states that the central sub-regional population is projected to grow by approximately 29 per cent from 705,000 to at least 910,000 people, requiring at least 121,000 new dwellings to be constructed over the 19 local governments within the central metropolitan sub-region. With respect to the City of Vincent, the projected housing target for the City is to accommodate an increase of 5,000 dwellings by 2031, which is also supported by the projections of WA Tomorrow. This equates to a growth of approximately an additional 238 dwellings per year. In addition, the Housing Industry Association demand forecast has predicted a 10 year housing demand growth for the City of Vincent to be 2,019 dwellings. Based on the above projections and the planned urban growth areas identified in the Directions 2031 Central Sub-Regional Strategy, the following statistics have been developed, which detail estimated calculations of the projected density within the City of Vincent. The dwelling forecasts have been based on the following elements: Forecast A - Targeted growth in key planned growth areas Forecast B - Targeted growth along the City's identified urban corridors / major roads Forecast C - Estimated number of additional dwellings which would reasonable occur within the residential areas of

the City each year to 2031. Forecast A - Targeted growth Targeted growth in the following key planned growth areas: 1. Leederville Masterplan 2. West Perth Regeneration Plan 3. Glendalough Train Station (District Centre/Transit Orientated Development) 4. Claisebrook Train Station (Transit Orientated Development) 5. Oxford Street Activity Corridor 6. East Parade Regeneration Plan 7. East Perth Power Station (EPRA) The following figure illustrates the areas in the City designated for planned urban growth, which largely correlate with Directions 2031, with the exception of the East Perth Transit Orientated Development and the Mount Lawley Transit Orientated Development, not being included and the addition of the Oxford Street Urban Corridor. The seven (7) areas have been recognised as being highly accessible by public transport and present ideal opportunities for an increase in dwelling density.


Figure 7 - Planned Urban Growth Areas in the City of Vincent

It is envisaged that multiple dwellings will be the predominant development type in these areas. With the introduction of the Multi Unit Housing Code being incorporated into the Residential Design Codes and the removal of the minimum site area requirement, a formula for calculating the development potential of sites has been prepared. 5.3 Current and Projected Housing Type In 2006, there were 12,417 occupied dwellings in the City of Vincent, an increase of around 7% from the 11,603 dwellings in 2001. Separate dwellings are the most common dwelling type found in the City of Vincent with 7,143 separate homes in 2006, representing approximately 58% of the total. Flats, units and apartments showed the greatest growth in dwelling type with a 27% increase on 2001 levels.

Figure 8 - City of Vincent Dwelling Structure; Source: ABS Census of Population and Housing - Time Series Profile


This trend toward higher density housing form is generally consistent with that of other central metropolitan regions, as shown in the following figure. The City of Vincent, however, exhibited a substantially higher growth in the number of semi-detached, row or townhouses and flats and apartments, when compared with the Inner Perth and Central Metropolitan SSD regions.

Figure 9 - Number of Dwellings Growth; Source: ABS Census of Population and Housing - Time Series Profile

6. CURRENT CITY STATISTICS – SUMMARY Statistics at a Glance

Area 11.3 square km

Population 30,870*

Median age 37.55 years*

Rateable Properties 15,852

Number of Electors 19,252

Number of Council Employees 196 (FTE)

Number of Wards Two

Total Budget $30,461,322

Number of Council Members Mayor and eight Councillors

Distance from Perth City The Administration and Civic Centre is 3km from Perth GPO

Area of Parks and Gardens 106.4 hectares

Length of Roads and Sealed Rights of Ways

175km

Suburbs and Localities Highgate, Leederville, Mount Hawthorn, North Perth and parts of East Perth, West Perth, Perth City, Mount Lawley, Osborne Park and Coolbinia

(*Source: ABS Regional Population Growth as at March 2010)


No. 1: City of Vincent Strategic Plan 2011 – 2016

Key Result Area One:-Natural and Built Environment Objectives:

We will:

1. Develop and implement a Town Planning Scheme and associated policies, guidelines and initiatives that deliver the community vision. 2. Enhance and maintain the character and heritage of the City. 3. Take action to reduce the City‟s environmental impacts and provide leadership on environmental matters. 4. Enhance and maintain the City‟s infrastructure, assets and community facilities to provide a safe, sustainable and functional environment. 5. Take action to improve transport and parking in the City and mitigate the effects of traffic. 6. Enhance and maintain the City‟s parks, landscaping and the natural environment.

Strategies and Action Plans Timeframe Resources Action Officer Comments/Status Report

OBJECTIVE 1.1: IMPROVE AND MAINTAIN THE NATURAL AND BUILT ENVIRONMENT AND INFRASTRUCTURE

1.1.1 Develop and implement a Town Planning Scheme and associated policies, guidelines and initiatives that deliver the community vision

(a) Review the City of Vincent Town Planning Scheme No. 1 within an agreed timeframe; and deliver a new Town Planning Scheme and associated documents in accordance with the outcomes of Vincent Vision 2024.

2011-2016 $70,000/year In-house $50,000 specially for North Perth Master Plan

MSPSHS Part Completed. Draft Local Planning Strategy, draft Town Planning Scheme No.2 Text and Maps and associated Precinct Policies were endorsed by Council at its Ordinary Meeting on 11 October 2011. The matter was subsequently reviewed by the Council following the Local Government elections and readopted on 20 December 2011 and forwarded to the WAPC to seek consent to advertise. Awaiting consent to advertise.

Part Completed: Consultants, Hames Sharley have been engaged to undertake North Perth Master Plan. Draft Master Plan presented to Council Member Forum on 13 December 2011, advertising has been completed, including a dedicated Open Day. Matter is being presented to Council Member Forum on 17 July 2012, prior to being forward to Council for endorsement.

(b) Implement and promote planning policies and guidelines to enhance sustainability, amenity, universal access, neighbourhood interaction and crime prevention.

2011-2016 Operating Budget In-house

MSPSHS New Precinct Policies have been prepared as part of Town Planning Scheme Review and have been forwarded to the WAPC as part of the Town Planning Scheme No.2.

Overall comprehensive review of Planning and Building Policy Manual currently being undertaken with the view of streamlining and reducing the Planning Policies that currently apply. To be reported to Council in stages from April 2012 onwards.

(c) Continue to implement Vincent Vision 2024 objectives.

2011-2016 $30,000/year MSPSHS Incorporated into Town Planning Scheme Review.

(d) Implement the City‟s Affordable Housing Policy and encourage affordable housing in partnership with the State Government and other Agencies.

2011-2016 In-house/ External

MSPSHS Incorporated into Town Planning Scheme Review and Policy Review.



1.1.2 Enhance and maintain the character and heritage of the City

(a) Continue to implement and promote the Heritage Strategic Plan and Heritage Management policies and promote the Municipal Heritage Management Inventory.

2011-2016 In-house Operating Budget Grant Funding

MSPSHS Key initiatives of Heritage Strategic Plan recently being completed, and or undertaken include: Heritage Assistance Fund, Heritage Walks, Heritage Workshops and Heritage Calendar. Part Completed. Heritage Policies currently been reviewed and reported to Council for endorsement on 10 July 2012. Investigation into Heritage Areas currently being undertaken.

1.1.3 Take action to reduce the City’s environmental impacts and provide leadership on environmental matters.

(a) Regularly review, update and implement the Sustainable Environment Strategy 2011-2016 and ensure the City acts in an environmentally sustainable manner in all of its operations.

2013 and every two years thereafter

Operating Budget SWG EMT CEO

Completed. The Sustainable Environment Strategy 2011-2016 was adopted by the Council at OMC 28 June 2011. The Implementation Plan to implement the high priority actions in the Strategy was reported to OMC 10 July 2012.

(b) Contribute to cleaner air by encouraging the use of and promoting alternative modes of transport (other than car use).

2011-2016 Operating Budget DPS DTS

In progress. A consultant has been engaged to develop a new City of Vincent Local Bicycle Plan including a proposed budgetary and implementation schedule (refer also 1.1.5 (d))

Appointment of a TravelSmart Officer in progress who‟s primary tasks will be to promote the use of alternative transport and behaviour change (both internally and externally) and to coordinate the development of the Local Bicycle Plan.

(c) Promote and implement initiatives to reduce non-renewable energy use and increase the use of renewable energy sources.

2011-2016 Operating Budget DCorpS DTS DPS

In progress. The City has hosted two Living Smart programs in the 2011-12 financial year. The program assists participants to reduce their energy use and promotes renewable energy alternatives.

The Switch Your Thinking (SYT!) program‟s Rebates for Residents promotion started in January 2012. It provides the City‟s residents with rebates on solar panels and energy saving devices. SYT also offers Photo Voltaics for Households and Photo Voltaics for Strata Owners workshops, which are to be promoted and hosted by the City.

As part of the current redevelopment of the Beatty Park Leisure Centre, geothermal energy will be used to heat the Centre‟s pools and will significantly reduce the Centre‟s use of non-renewable energy. Solar panels are also being included in the redevelopment for power use.

The City is continuing to look at other options for renewable energy, possibly through Low Carbon Australia.

(d) Ensure effective and efficient management and use of water and encourage water minimisation.

2011-2016 Operating Budget DTS MPPS

Ongoing training is provided to Parks & Property Services staff in regard to incorporating or utilising water efficiency measures in day to day operations or projects.

The City‟s Water Conservation Plan (WCP) and Operating Strategy outlines objectives and actions required in relation to the irrigation of the City‟s Parks & Reserves.



A Central Control Irrigation System is being installed and the successful tenderer has been awarded the contract and installation will commence within the next month.

(e) Protect and improve the quality and dependent ecosystems of surface and ground water resources within the City.

2011-2016 Operating Budget DTS MPPS

In progress/Ongoing. A Catchment Management Plan has been being drafted for the Hyde Park Catchment and following comments received from various stakeholders will be presented to the Council for endorsement. In due course a City Wide Catchment Management Plan will be produced.

Various works have been undertaken around existing water bodies to replace exotic vegetation, and to improve the overall design and function of wetlands.

In accordance with the City‟s WCP monitoring of all bores located within the City is undertaken annually. This includes testing of pH, electrical conductivity and static water levels to ensure water quality remains suitable for irrigation purposes and vegetation changes are noted should water acid levels fluctuate.

(f) Encourage the reduction of waste within the City and promote recycling.

2011-2016 Operating Budget DTS The Waste Management Officer is continuing to promote the reduction in paper use in the City‟s Administration. Tablet computers to Council Members to reduce the amount of paper used to print Council Meeting Agendas has been implemented.

The reduction of waste generation by individuals is not solely a local government function. Packaging is waste is a major contributor to waste generation as is electronic waste etc. Extended producer Responsibility (EPR) needs to be legislated/promoted by the state/federal governments. The City can promote smaller reciprocals however there is currently no mechanism whereby residents can receive a reduced rate charge as an incentive (no separate rubbish charge currently in place).

(g) Create, promote and facilitate more efficient management of waste.

2011-2016 Operating Budget DTS MADS MEO

In accordance with the Waste Avoidance and Resource Recovery Act 2007 to contribute to sustainability, and the protection of human health and the environment. Waste Audits are being conducted (funded by the Waste Management Board) of all MRC member Council‟s waste to enable better waste collection strategies to be developed and implemented in the region.

(h) Reduce the use of toxic, hazardous materials (including E-waste), and promote the proper disposal of such materials.

2011-2016 Operating Budget DTS MADS MEO

Household hazardous waste collection days for 2012/2013 still being explored through the MRC Waste Education Group. Bulk verge collection contractor collected E-waste as part of the general junk collection and MRC funded the disposal.

1.1.4 Enhance and maintain the City’s infrastructure, assets and community facilities to provide a safe, sustainable and functional environment.

(a) Continue to install outdoor exercise equipment in parks, reserves and at other strategic locations in the City, in accordance with the Council's Policy and Implementation Plan.

2011-2016 In-house External Funding TBA

DTS MPPS MADS MEO

Part Completed/ Ongoing. Twenty eight (28) items of exercise equipment have recently been installed throughout the City and additional parks furniture, exercise and playground equipment will be installed in accordance with the Council‟s adopted programs.



Parks & Reserves five (5) year Development Plan

Playground Upgrade Program Additional fitness equipment is proposed for Weld Square as part of Stage III of the redevelopment works commencing in July 2012.

(b) Continue to implement both minor and major improvements in public open spaces and progressively extend the wetlands heritage trail/greenway and develop a City "Greening Plan" including the continual beaufication and landscaping of public open space, roads and carparks, and other City owned land.


DTS MPPS MEO

Improvements/infrastructure items will be listed for consideration in annual draft budgets and implemented in accordance with the City‟s. Five (5) year Parks and Reserves Development Plan. Wetlands Heritage Trail/Greenway link through Beatty Park listed for completion in 2011/12 budget, however works will be carried forward in lieu of the Beatty Park Redevelopment project and this impact on the adjacent parkland. Eco-zoning of parks (Stage 1) has commenced in accordance with Council‟s adopted implementation plan. Keith Frame Reserve and Loftus Street median completed.

(c) Investigate options for the HQ Youth Facility and Skate Park.

2011-2016 In-house External Lessees

DComS MCD

MSPSHS

Being considered as part of the review of the Leederville Master Plan and preparation of Activity Centre Structure Plan.

(d) Pursue options and funding for undergrounding of power throughout the City.

2011- 2016 In-house/ External consultant/ Office of Energy

MADS DTS

The City is currently awaiting further advice from the (former) Office of Energy as to the success, or otherwise, of the City‟s Round 5 Localised Enhancement Project (LEP) submissions including that of the Brookman/Moir LEP. Further, the State Government is yet to announce the new schedule, criteria and funding levels for future State Underground Power Program Major Residential Projects (MRPs).

(e) Implement the redevelopment of the Beatty Park Leisure Centre.

2011-2014 Operating Budget/ Grants/ Loan

CEO DCorpS MBPLC

Part Completed. $17.065 million dollar redevelopment approved at OMC 23 August 2011.

Work commenced on site mid September 2011.

The work is progressing on schedule to date. (completion date of December 2012).

Monthly progress reports being submitted to the Council.

(f) Investigate office building options and redevelop the Leederville Early Childcare Centre site with the aim of building a new and larger Childcare Centre on an alternative site.

2014-2016 (Amended OMC 14/02/12 Item 9.5.3)

In-house External Funding TBA

EMT Not in period of review.

(g) Finalise the lease of the Stadium to the State Government.

2011 In-house/ External consultant/ Govt funding

CEO Completed. The Lease was signed on 13 March 2012 and the City received $5 million on 15 March 2012. Reported to OMC 27 March 2012.

(h) Investigate the construction of a new Home and Community Care Centre in the City.


MCD DComS

MSPSHS

Part Completed / In progress. No. 81 Angove Street existing building leased to GROW WA for three year period.



Following the OMC held on 27 March 2012 resolution in relation to the future management of No. 81 Angove Street, a Draft Business Plan has been prepared with various options for consideration. The options are to be agreed upon by the internal Angove Street Police Station Working Group and EMT, prior to be considered by the Council and the engagement of a consultant to undertake a feasibility study on the various options.

(i) Review the City‟s Laneway / Right of Way Strategy and Management Plan.

2013/2014 Operating Budget DTS MADS

Not in period of Review.

1.1.5 Take action to improve transport and parking in the City and mitigate the effects of traffic.

(a) Implement the City‟s Car Parking Strategy and associated Precinct Parking Management Plans.

2011-2013 External consultants/ In-house Funding TBA

MRCSS MSPSHS

Part Completed. Key initiatives implemented recently include amendments to the Parking and Parking Facilities Local Law, the advertising and approval to install new areas of paid parking and streamlining existing areas of paid parking, together with the advertising and approval of new areas of time restrictions around the City‟s Activity Centres. The Way Finding Signage was adopted by Council on 10 July 2012 and the review of the Parking and Access Policy No. 3.7.1 and reviewing the concept of „Parking Benefit Districts‟ is currently being undertaken.

(b) Investigate the City's existing landholding and car parks for multi-use purposes.

2011-2016 In-house Eternal Consultants Funding TBA

MSPSHS MRCSS

Medium and Long Term management of the Public Car Parks within the Leederville Master Plan being considered as part of the review of the Leederville Master Plan and preparation of Activity Centre Structure Plan. Review of other car parks being investigated for multi-deck parking as per Council resolution of 8 November 2011.

(c) Continue to investigate and implement Local Area Traffic Management in collaboration with the Integrated Transport Advisory Group.

2011-2016 Varies, up to $150,000/ annum

DTS MADS

Ongoing/regular meeting to be held. Residents and other stakeholders invited to attend when required.

(d) Promote alternative methods of transport and including to continue to seek State Government funding to improve the Perth Bicycle Network.


DTS MADS

In progress. The City has installed electric vehicle charging points in The Avenue and Barlee St carparks on a 12 month trial basis. Electricity for charging the vehicles is free of charge to City residents. A consultant has been engaged to develop a new City of Vincent Local Bicycle Plan including a proposed budgetary and implementation schedule (refer also 1.1.5 (d)) Appointment of a TravelSmart Officer is in progress who‟s primary tasks will be to promote the use of alternative transport and behaviour change (both internally and externally) and to coordinate the development of the Local Bicycle Plan.

(e) Work with State Government to improve public transport within the City, including the Scarborough Beach Road Activity Corridor Project and the Central Northern Corridor Project along Fitzgerald Street.

2011-2016 In-house External

DTS MADS

MSPSHS

In progress. The Scarborough Beach Road Activity Project is near completion, with the City‟s Urban Design Framework adopted by Council at its Ordinary Meeting on 27 September 2011. The City remains in liaison with the Department of Planning, the Department of Lands and Regional Development and the City of Stirling with respect



to road reservations of the Metropolitan Region Scheme. The overarching Scarborough Beach Road Activity Corridor Strategy is anticipated to be completed by the Department of Planning by September 2012. The Central Northern Corridor Project along Fitzgerald Street is currently being advertised for comments as part of the State Government Pubic Transport Plan 2031. This is also being incorporated into the North Perth Masterplan.

(f) In partnership with the State Government and stakeholders, investigate options for a light rail system in the City, or alternative similarly dedicated service, to increase „cross town‟ public transport.


DTS MADS

MSPSHS

In progress. This is being considered as part of the Scarborough Beach Road Activity Corridor and the Central Northern Corridor Project outlined above. This is also being considered as part of the joint Leederville Link Project with the Town of Cambridge, of which has been completed and now awaiting funding sources for the concept design phase. The matter is also being considered as part of the Inter-Governmental Working Group which has recently been established comprising representatives from the City of Vincent, Subiaco and Perth, the Town of Cambridge, the Department of Transport, the Department of Planning, Main Roads WA, Western Power and Water Corporation.

(g) As part of the Strategic Transport Agreement with the City of Perth progressively revert change Beaufort, William and Brisbane Streets from „one way‟ to „two way‟ traffic in liaison with all stakeholders including Main Roads WA and Public Transport Authority.


DTS MADS

In progress. Design being progressed in consultation with major stakeholders. On-going discussions with PTA and MRWA in regards bus routes and lane widths potentially requiring significant additional works, with contributory costs to be determined. City of Perth has tentatively scheduled the changeover for April/May 2013.

1.1.6 Enhance and maintain the City’s parks, landscaping and the natural environment.

(a) Implement the Hyde Park Lakes Restoration Masterplan.

2011-2012 Operating Budget

In-house

External funding

External Consultants

$300,000

DTS MPPS

Part Completed / In progress. Golder Associates finalised the tender documentation and plans in May 2012 and a tender for the Restoration of Hyde Park Lakes (Construction) was advertised on 26 May 2012.

At a Special Meeting of Council held on Wednesday 20 June 2012 the tender was awarded to Advanteering Civil Engineers. Preliminary meetings with the company are being arranged to discuss variations to the scope of works and the timeline for the commencement of the project.

Milestone 3 report completed and forwarded to the Federal Govt (National Water Securities Branch) on 30 May 2012. $500,000 payment now confirmed with a further $500,000 to be received within the next month.

(b) Implement the upgrade plan for Weld Square.

2011-2014 In-house DTS MPPS MEO

Part Completed / In progress. Stage I & II completed, other than works that are on hold pending designs from Central Tafe students which are expected to be submitted to the Council in July 2012.



Mini basketball court recently installed. Co-naming approved by Council and submitted to Geographic Naming committee for their approval. Reply received. Report to OMC 24 July 2012.

Stages III works proposed for inclusion are likely to be presented to a Council forum in late 2012.

(c) Finalise, adopt and Implement a Masterplan for Britannia Reserve.


DTS MPPS MEO

In progress. Request for Quotation (RFQ) has bee approved by the Council, advertised and is closing on Wednesday 4 July 2012. Further meeting of working group to be held on 20 July 2012 to assess submissions received.

(d) Prepare a Masterplan for land adjoining the Swan River, Banks Reserve and Walters Brook.


DTS MPPS MADS

In progress. Walters Brook - Funding listed in draft 2012/2013 budget for consideration to commence on ground works and undertake a Section 18 approval. Various grant applications submitted to assist in funding this project.

(e) Implement the Parks and Reserves Strategy and the Ecozoning Parks and Reserves Implementation Plan.

2011-2016 Operating Budget Funding TBA

MPPS Part Completed. Plan approved at OMC held on 8 February 2011. Actions outlined within Parks & Reserves Strategy have or are currently being implemented. Year one (1) of eco-zoning implementation plan (Keith Frame Reserve and Loftus Median island) completed.


Key Result Area Two:-Economic Development Objectives:

We will:

1 Promote business development and the City of Vincent as a place for investment appropriate to the vision for the City. 2 Develop and promote partnerships and alliances with key stakeholders. 3. Develop business strategies that reduce reliance on rates revenue. 4. Implement the Leederville Masterplan and West Perth Regeneration Project.


OBJECTIVE 2.1: PROGRESS ECONOMIC DEVELOPMENT WITH ADEQUATE FINANCIAL RESOURCES

2.1.1 Promote business development and the City of Vincent as a place for investment appropriate to the vision for the City

(a) Implement the City's Economic Development Strategy 2011-2016.

2011-2016 In-house Funding TBA/ External consultants

DPS In progress. Dedicated Economic Development Officer commenced with the City, whose key role is to implement the City‟s Economic Development Strategy 2011 – 2016. The City has become a member of the Australian Business Register. A new Business Liaison and Economic Development Advisory Group has been created. The Economic Development Officer is also progressing various other initiatives of the Economic Development Strategy.

(b) Capitalise on the City‟s strategic location, its centres and commercial areas and ensure appropriately located and adaptable centres of economic activity within the City that provide a complimentary range of business opportunities and services for the community.

2011-2016 Operating Budget/ Private enterprise

DPS Being considered as part of Town Planning Scheme Peer Review. The consultants‟ contract was extended to provide further economic analysis and forecasting to include in Local Planning Strategy and to inform Town Planning Scheme No. 2 and associated Policies.

This is also been developed further through a Retail Needs Assessment to be prepared for Leederville Town Centre, and through other initiatives being developed by the City‟s Economic Development Officer.

(c) Facilitate cooperative approaches to marketing of the Centres and encouraging the local business community to maintain the momentum of growth.

2011-2016 Consultants/ In-house/ Private enterprise

DPS In progress. Dedicated Economic Development Officer commenced with the City, whose key role is to implement the City‟s Economic Development Strategy 2011 – 2016. The City has become a member of the Australian Business Register. Dedicated Business Liaison and Economic Development Advisory Group has been created.

The Economic Development Officer is also progressing various other initiatives of the Economic Development Strategy through business liaison.

(d) Finalise and implement new Entry Statement Signage.

2011-2012 In-house $95,000

CEO DCorpS

Completed. Council resolved to discontinue with the Entry Statement Project. A Deed of Surrender was signed by the Artist and the City on 17 April 2012. Matter resolved to the satisfaction of both parties on 18 April 2012.

(e) Promote tourist activity with the City and review the City's facilities in terms of attracting regional events and programmes.

2011-2016 External consultant/ In-house

DCorpS DPS

Opportunities to promote the City as a destination are explored as they arise (with cost vs potential benefit analysis) and undertaken where feasible. This is being investigated by the City‟s Economic Development Officer.



(f) Investigate and prepare a strategy to encourage greater home occupation/business uses.

2011-2016 In-house Funding TBA

MSPSHS This has been incorporated into Town Planning Scheme No.2, Local Planning Strategy and Policy Review.

2.1.2 Develop and promote partnerships and alliances with key stakeholders

(a) Establish public/private/government alliances and partnerships to attract external funding and investment to enhance the strategic direction of the City.

2011-2016 In-house/ Consultants

EMT Opportunities are always explored, as they arise. The matter is also being considered as part of the Inter-Governmental Working Group which has recently been established comprising representatives from the City of Vincent, Subiaco and Perth, the Town of Cambridge, the Department of Transport, the Department of Planning and Main Roads WA.

(b) Work with State Government to encourage and promote more Government Office accommodation in the City.


DPS DCorpS

CEO

This has been incorporated into the Town Planning Scheme Review through the additional forecasting and economic analysis which has been incorporated into the Local Planning Strategy to inform the Town Planning Scheme No. 2 and associated Policies.

(c) Work with East Perth Redevelopment Authority to ensure the EP Power Station site future redevelopment is sympathetic to the City.


DPS CEO

No development proposals received from EPRA.

2.1.3 Develop business strategies that reduce reliance on rates revenue

(a) Identify and develop opportunities to, pursue other income streams to increase the overall revenue of the City to reduce the City‟s reliance on rates income.

2011-2016 External consultants/ In-house

DCorpS MFS

Officers are cognisant of ensuring the City recovers costs for the services provided and introduce new fees where possible. The City continues to seek external funding and third party contributions to increase revenue.

(b) Investigate strategies to encourage local businesses to contribute to the local community.

2011-2016 Operating Budget/ In-house

CEO DCorpS

DPS

In progress. The new Economic Development and Business Liaison Advisory Group will consider this matter.

(c) Continue to review leases and commercial contracts to ensure the best return for the City, whilst being cognisant of its community service obligations.

2011-2016 Operating Budget/ In-house/ External consultant

DCorpS MFS

On-going. Each lease is reviewed when it expires to ensure the City is receiving the appropriate return taking cognisance of the status of the lessee.

2.1.4 Implement the Leederville Masterplan and West Perth Regeneration Project

(a) Implement the Leederville Masterplan and ensure it achieves triple bottom line objectives.

2011-2016 Operating Budget/ In-house/ External consultant/ Private partnership grants

DPS In progress. A structure plan is being prepared in house in accordance with Directions 2031.

(b) Finalise and implement the West Perth Regeneration Project, in accordance with the Council‟s adopted timeframe.

2013-2016 Operating Budget/ In-house/ External consultant/ Private partnership grants Funding TBA

DPS Project Deferred. Council has resolved to hold this in abeyance at its Ordinary Meeting on 12 June 2012.


Key Result Area Three:-Community Development and Wellbeing Objectives:

We will:

1. Celebrate, acknowledge and promote the City‟s cultural and social diversity. 2. Promote and foster community safety and security. 3. Promote health and wellbeing in the community. 4. Promote and implement the principles of universal access. 5 Promote and provide a range of community events to bring people together and to foster a community way of life.


OBJECTIVE 3.1: ENHANCE AND PROMOTE COMMUNITY DEVELOPMENT AND WELLBEING

3.1.1 Celebrate, acknowledge and promote the City’s cultural and social diversity

(a) Develop an Arts and Culture Plan. 2011-2012 In-house MCD In progress. Arts Plan (2012 – 2017) will be submitted to OMC in August 2012 for endorsement. Position of Arts & Creativity Officer currently being advertised.

(b) Encourage and promote cultural and artistic expression throughout the City.


MCD In progress. Cultural and Artistic Expression is actively encouraged throughout the City including the Creative Conversation Programme and other proposed programmes /policies such as Artist in Residence and Mural‟s Policy.

(c) Adopt and implement strategies that respects and recognises Aboriginal Culture, including the adoption of a Reconciliation Plan.

2011-2013 In-house MCD In progress. Reconciliation Event carried out on 27 May 2012 at Banks Reserve. Initial planning stages to begin in July 2012 and report to Council in late 2012.

(d) Develop and implement a Multicultural Plan.

2011-2012 Operating Budget MCD In progress. Planning and developing process has begun in late June 2012. Plan expected to be completed in late 2012 with a report to Council is expected in late 2012.

(e) Investigate and develop a “Volunteers Plan” to promote volunteers in the City

2011-2012 In-house MCD Completed. Volunteer Plan (2012 – 2017) was adopted in principle at the OMC on 12 June 2012.

3.1.2 Promote and foster community safety and security

(a) Implement and promote the Safer Vincent Crime Prevention Plan with particular emphasis on addressing vandalism, graffiti and anti-social behaviour within the City.

2011-2016 Operating Budget MRCSS Ongoing. The Safety Plan 2011 – 2016 was adopted by the Council on 25 October 2011.

(b) Continue to promote, coordinate and review the Vincent Accord and Vincent Accord Strategy.

2011-2016 Operating Budget/ Grant Funding

MHS MRCSS

Ongoing. Strategy currently under review. Subcommittee was established in December 2011 to provide greater input from external stakeholders in review of the strategy.

(c) Review and update the City‟s Emergency Management Plan.

2011-2014 Operating Budget/ Grant/ FESA Funding TBA

MRCSS Ongoing. FESA have recently released new guidelines for Local Emergency Management Arrangements and these are currently being considered by the LEMC “Arrangements sub-committee”, to confirm compliance. However, some anomalies were identified and the WC LEMC is seeking clarification, before proceeding. The review of Arrangements is pending a working group being set up to progress further.



(d) Promote development strategies that incorporate crime prevention through environmental design principles.

2011-2016 In-house TBA

MSPSHS MADS

MRCSS

Being considered as part of Town Planning Scheme Review and Policy preparation, and as part of the City of Vincent Safety and Crime Prevention Plan.

3.1.3 Promote health and wellbeing in the community

(a) Development and implement a Healthy Lifestyle Plan to promote the health and wellbeing of the City of Vincent Residents.

2011-2013 Grant Funding/ Operating Budget

MHS In progress. Stoneham and Associates were appointed in June 2012 to commence development of the City‟s Public Health Plan/Healthy Lifestyle Plan. In progress – 12 month project.

(b) Review and update the Seniors Strategy. 2011-2012 Operating Budget MCD Seniors Outings programme underway. Other initiatives ongoing.

(c) Implement the outcomes of the Youth Needs Study.

2011-2016 Operating Budget MCD The Youth Needs Study is completed. Presentation by consultant at Forum in February 2012. Meeting with Council members to develop new strategies. School Holiday activity and National Youth Week activity being promoted. New initiatives being developed e.g. monthly youth events, „V-Lounge‟.

(d) Implement the Physical Activity Plan. 2011-2016 Operating Budget Funding TBA

MCD The recommendations of the Physical Activity Plan are progressively being implemented with progress being reported to Council.

3.1.4 Continue to implement the principles of universal access

(a) Continue to implement the Disability Access and Inclusion Plan.

2011-2016 Operating Budget MCD, Property section, Parks, Tech services CO, Library, All Sections

Part Completed / In progress. Statutory DAIP review underway and the draft DAIP reported to OMC 10 July 2012. A second community consultation will be carried-out in August 2012 before it‟s finally adopted by Council and Disability Services Commission by 31 August 2012.

Parks & Property Services implementing as/when required and in accordance with Council adopted programs.

The Library implements the Plan in building design and layout; provides stock and events to meet Plan standards.

Accessibility matters are addressed in the Corporate Style Guide and Communications Strategy.

(b) Ensure community programs are accessible and inclusive of people with disabilities.

2011-2016 Operating Budget MCD MBPLC MLLHS

In progress. BPLC promotes disabled access and inclusion through its Angelfish learn to swim programme which is currently being operated at the Aqualife Centre in Vic Park. Gym equipment is available for people with special needs.

Library staff ensure all community programs are inclusive and invite and encourage participation.

All community events are accessible plus facilities such as toilets and parking being provided.

You‟re Welcome information available through GIS on City‟s website. Additional sites currently being measured and recorded.

Example: Festivals organised with accessible toilets.



3.1.5 Promote and provide a range of community events to bring people together and to foster a community way of life

(a) Organise and promote community events, programs and initiatives that engage the community and celebrate cultural and social diversity of the City, including the development of a program for the holding of an event in each of the City's main commercial centres and develop an Annual Program of events.

2011-2016 Operating Budget Funding TBA

MCD MBPLC MLLHS

Part Completed / In progress. Festival Policy updated as per Notice of Motion.

Festival programme prepared for each year to engage the community in the commercial centres.

2012/2013 Event programme and budget approved in OMC 26 June.

The Library promotes and holds a strong program of events that engages all sections of the community.

(b) Deliver a range of leisure programs to encourage structured and unstructured recreation in the community.

2011-2016 Operating Budget MCD MBPLC MLLHS

In progress. BPLC continues to offer a wide range of dry based programs during the redevelopment which are reviewed on a quarterly basis.

The Library runs regular events and services that address and encourage community recreation; the library actively supports promotion of events and activities.

Dog walking group formed with ongoing dog training sessions.

General walking group established.

Physical Activity Plan being progressed.

(c) Promote the Citys Local History Centre to encourage local history and community participation.

2011-2016 In-house MLLHS MCD HO

In progress. The Library is committed to promoting the Local History Centre and encourages community participation and appreciation.

The Local History & Heritage Advisory Group supports this goal.

CD liaises with the Local History Centre on projects including ANZAC Day and Wetlands Heritage Trail.

3.1.6 Build capacity within the community for individuals and groups to meet their needs and the needs of the broader community

(a) Build the capacity of individuals and groups within the community to initiate and manage programs and activities that benefit the broader community, such as the establishment of “men‟s sheds”, community gardens, toy libraries and the like.

2011-2016 In-house External funding

All Managers & Directors

In progress. The Library provides informal learning opportunities to support personal development of community members.

Community Development is progressing projects from community consultation for a Men‟s Shed, Toy Library projects and Community Garden as approved by Council.


Key Result Area Four:-Leadership, Governance and Management Objectives: We will; 1. Provide good strategic decision-making, governance, leadership and professional management 2. Develop leadership skills, behaviours and culture that enhance the public image of the City. 3. Manage the organisation in a responsible, efficient and accountable manner. 4. Plan effectively for the future. 5. Focus on stakeholder needs, values, engagement and involvement. 6. Promote employee performance, recognition, reward, satisfaction and wellbeing, and provide a safe and positive workplace. 7. Enhance knowledge management and promote technology opportunities to improve the City‟s business, communication and systems.


OBJECTIVE 4.1: PROVIDE GOOD STRATEGIC DECISION-MAKING, GOVERNANCE, LEADERSHIP AND PROFESSIONAL MANAGEMENT

4.1.1 Develop leadership skills, behaviours and culture that enhance the public image of the City

(a) Foster a professional, harmonious and effective working relationship between Council Members and Employees that contributes positively towards the achievement of the City‟s adopted strategic goals.

2011-2016 In-house Council Members

CEO EMT

Part Completed / Ongoing. Positive relationship is maintained. No issues identified, to date. Several Councillors have completed training at WALGA.

(b) Maintain high standards of Council Member induction, training and knowledge

2011-2016 In-house/ External consultant

CEO Completed. Induction of new Council Members was carried out following the October 2011 election. Council members are encouraged to attend WALGA training. Training provided to DAP representatives.

4.1.2 Manage the organisation in a responsible, efficient and accountable manner

(a) Continue to adopt best practise to ensure the financial resources and assets of the City are responsibly managed and the quality of services, performance procedures and processes is improved and enhanced.

2011-2016 In-house DCorpS EMT

In progress. The City adopts best practise in Financial Management as set out in the guidelines from the Local Government Department. The City continues to be part of the WAAMI programme for Asset Management. NAMs Plus has been purchased as the template for Asset Management. Asset Management Plans to be finalised by 31 October 2012.

(b) Implement the Council‟s Risk Management Strategy throughout the organisation.


EMT Part Completed. Local Government Insurance Services (LGIS) have completed Stage 1 and Stage 2.

(c) Review the Council‟s Advisory Groups. 2011 In-house CEO Completed. Reported to OMC 14/06/2011 and 11 October 2011.

(d) Finalise and adopt a Business Continuity Plan for the Organisation.


CEO Completed. Local Government Insurance Services have been engaged to review and update the City‟s current Plan, as part of the City‟s Corporate Risk Management Strategy. Plan adopted at OMC 22 May 2012.



(e) Continue to Implement an Asset Management Program.

2011-2016 In-house/ External consultant/ IT provider

MFS DCorpS

DTS MADS

In progress. Asset Management Policy adopted. Strategic Asset Strategy completed. Building condition assessment report completed. Footpath condition assessment completed. ROMANII implementation in progress. NAMs Plus procured as a template for Asset Management Plans. Asset Management Plans to be completed by the end of October 2012.

4.1.3 Provide Excellence in Customer Service

(a) Review the City‟s Customer Service Charter to ensure excellent customer service is provided.

2011-2012 In-house CEO MHR

Completed. Adopted at OMC 22 May 2012.

(b) Maximise the City‟s business systems to improve Customer Service

2011-2016 In-house CEO EMT

All Managers

In progress. The placement of the City‟s forms and applications on the website is now complete. The City uses all appropriate systems to maximise customer service opportunities. Electronic system for patrons to scan their own books is working well, with investigations under way for the next stage in this service. The library has applied for funds in the 2012-2013 Budget for automated reserved items shelf, and a hand-held scanning device.

The Near Me functionality for the website is to go live in August 2012.

4.1.4 Plan effectively for the future

(a) Review and update the City‟s Long-Term Financial Plan to ensure the long-term financial sustainability of the City.


CEO EMT

Part Completed. Update of Long Term Financial Plan has commenced, A workshop is to be held with Councillors in September/ October to obtain their input. Long Term Financial Plan reported to OMC 12 June 2012.

(b) Prepare an Investment Plan for the proceeds generated from the Tamala Park Redevelopment.

2012-2013 In-house CEO EMT

Part Completed. Now that the Tamala Park structure plan has been approved and site works commenced, the predicted cashflow has been revised. Reported to OMC 12 June 2012.

(c) Conduct a Climate Change Risk Assessment.


DPS EMT

In progress. The City is has completed a Climate Change Risk Assessment project in partnership with the City of Perth and the Metropolitan Redevelopment Authority (formerly East Perth Redevelopment Authority). The final report has been submitted by the Consultants and will be reported to the Council by September 2012.

(d) Prepare and implement a Climate Change Adaptation Plan.


DPS EMT

In progress. The Climate Change Risk Assessment and Analysis has been completed along with the generic adaptation plan. The Climate Change Adaptation Plan will now be prepared for the City.

4.1.5 Focus on stakeholder needs, values, engagement and involvement

(a) Ensure stakeholders are effectively engaged on issues that may affect them.

2011-2016 In-house EMT Managers

CO

In progress. Stakeholder relations are addressed in the Communications Strategy and included in all communications activities.

(b) Increase and promote community participation in City activities, promote

2011-2016 In house EMT CEO

In progress. Stakeholder/community engagement is addressed in all communications activities.



business and industry associations and foster improved liaison between community groups, precinct groups, the City and other relevant stakeholders.

CO

(c) Improve information flows to and from the community.

2011-2013 In-house EMT CEO CO

In progress. Communications efforts are designed to engage the community. Policies have been reviewed to address community engagement (such as Community Consultation) and programmes and activities initiated, such as a new website, to facilitate the two-way flow of information. Web-site to be further enhanced on an on-going basis.

OBJECTIVE 4.2: PROVIDE A SAFE, POSITIVE AND DESIRABLE WORKPLACE

4.2.1 Promote employee performance, recognition, reward, satisfaction and wellbeing, and provide a safe and positive workplace

(a) Finalise, adopt and implement a Workforce Plan.

2011-2016 In-house/ External consultant $5,000

CEO MHR

In progress. Investigations have commenced. To be progressed as part of the review of the City's Strategic Community Plan.

(b) Ensure the organisation enhances and promotes Employee satisfaction, health, safety and wellbeing and promotes strategies to attract and retain employees and encourage career development.

2011-2016 In-house/ External consultant $10,000

All MHR

Part Completed and On-going. Transition to new Award satisfactorily completed in 2011 with no employee objections. No employee was disadvantaged in the process.

(c) Review and continue to implement the City‟s Occupational Safety and Health Plan.


Completed (although not in period of review). The Plan was adopted by the Council at the OMC 28 February 2012.

(d) Review and continue to implement the City‟s Equal Employment Plan.


Completed (although not in period of review). The Plan was adopted by the Council at the OMC 28 February 2012.

(e) Seek opportunities to employ disadvantaged members of the community such as Aboriginal youth or people with disabilities.


On-going.

OBJECTIVE 4.3: PROMOTE AND IMPLEMENT KNOWLEDGE MANAGEMENT AND TECHNOLOGY

4.3.1 Enhance knowledge management and promote technology opportunities to improve the City’s business communications, security and sustainability

(a) Prepare an E-commerce Strategy which identifies opportunities to increase the use of online services for the Community and enhance customer service.

2012-2013 In-house DCorpS MIT

Part Completed. The project to have all the City‟s forms available online is now complete.

(b) Promote the City‟s website and maintain it to enhance and improve online access and functionality for the community.

2011 In-house/ External

DCorpS MIT CO

Completed. New website went “live” on 1 July 2011. The website address is promoted on all printed/electronic materials and the community/stakeholders are regularly directed to pages on the website for information. Website is updated daily and has new features/functionality that enables two-way communication. Additional features/functionality is explored and implemented as required. The near me function is soon be implemented.

(c) Upgrade the City‟s Electronic Document Management System.


DCorpS MIT

Funds are listed for consideration on 2012/13 Budget to upgrade the current system.



(d) Review and upgrade the City‟s telecommunication systems.

2016 In-house/ External consultant

DCorpS MIT

Project not in period of review.

(e) Review and update the City‟s Information Technology Strategic Plan.

2014 In-house/ External consultant

DCorpS MIT

Project not in period of review.

(f) Develop and maintain a Corporate System in line with industry best practice and technology advancements.


DCorpS MIT

This item is on-going. Areas for improvements are identified changes are made accordingly. Examples to date are the on-going enhancements made to the City‟s GIS (mapping) system and the two way integration with the corporate Authority system.

Authority system to be upgraded to Version 6 in September 2011, providing web enablement.

BIS reporting system to implemented in August 2012.

Mobile Computing module implemented in Health Service to allow inspections to be downloaded directly to the Corporate System.


DEFINITIONS/ABBREVIATIONS

Definition/Abbreviation Description

BPLC Beatty Park Leisure Centre

CCS Co-ordinator Customer Service

CO Communications Officer

CD Community Development

CEO Chief Executive Officer

DComS Director Community Services

DCorpS Director Corporate Services

DPS Director Planning Services

DTS Director Technical Services

EMT Executive Management Team

MBPLC Manager Beatty Park Leisure Centre

MCD Manager Community Development

MADS Manager Asset and Design Services

MEO Manager Engineering Operations

MFS Manager Financial Services

MHR Manager Human Resources

MHS Manager Health Services

MIT Manager Information Technology

MLLHS Manager Library and Local History Services

MPBS Manager Planning and Building Services

MPPS Manager Parks and Property Services

MRCSS Manager Ranger and Community Safety Services

MSPSHS Manager Strategic Planning, Sustainability and Heritage Services

strategic community plan 2011-2021 · 2019-10-23 · asset management plan, workforce plan and...

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