additional documents - ordinary meeting of council · ordinary meeting of council wednesday 16...
TRANSCRIPT
ADDITIONAL DOCUMENTS
Ordinary Meeting of Council
Wednesday 16 December 2015, 6.00pm
TABLE OF CONTENTS
SUBJECT PAGE
SGS1512-5 MINOR AMENDMENT - ADOPTION OF THE STRATEGIC
COMMUNITY PLAN 2015-2025 SUBMITTED BY CR RACHEL PEMBERTON 3
C1512-9 LATE ATTACHMENT - DRAFT SUBMISSION – LGAB BOUNDARY CHANGE CITY OF FREMANTLE AND THE TOWN OF MOSMAN PARK SUBMITTED BY GLEN DOUGLALL, DIRECTOR CITY BUSINESS 31
C1512-9 LATE ATTACHMENT – CITY OF FREMANTLE DRAFT PROPOSAL– LGAB BOUNDARY CHANGE CITY OF FREMANTLE AND THE TOWN OF MOSMAN PARK SUBMITTED BY GLEN DOUGLALL, DIRECTOR CITY BUSINESS 1
C1512-9 LATE ATTACHMENT – LETTER TO THE LGAB PROPOSAL– LGAB BOUNDARY CHANGE CITY OF FREMANTLE AND THE TOWN OF MOSMAN PARK SUBMITTED BY GLEN DOUGLALL, DIRECTOR CITY BUSINESS 3
C1512-9 LATE ATTACHMENT – COUNCIL RESOLUTION – LGAB BOUNDARY CHANGE CITY OF FREMANTLE AND THE TOWN OF MOSMAN PARK SUBMITTED BY GLEN DOUGLALL, DIRECTOR CITY BUSINESS 4
City of Fremantle
STRATEGIC COMMUNITY PLAN 2015-25 3
SGS1512-5 MINOR AMENDMENT - ADOPTION OF THE STRATEGIC COMMUNITY PLAN 2015-2025 SUBMITTED BY CR RACHEL PEMBERTON
I propose to move the following changes in the Strategic Community Plan 2015-2025.
AMENDMENT TO OFFICER’S RECOMMENDATION Page 54 1st para - the place of the "Waylo" - I am told that it actually means "place of tears/crying" plus there is not much clarity when the word Waylo is not defined or clear. http://www.derbalnara.org.au/placenames/walyalup 4th para: Americas Cup defence (no capital for Defence?) 7th para: the four aspirational pillars are not clear and who determined these? suggest 1. eclectic and quirky 2. culturally significant 3. vibrant and prosperous 4. welcoming and inclusive Page 55 6th para: mentions that the construction of the Double Tree has commenced - but this is not true (yet)? Page 65 Outcome 1, Measures of Success #3 should read "walkability score" (not walkable) - this is a specific tool and the name is a 'walkability score' Outcome 2, Measures of success #3: should read "double the mode share of journeys to work using public transport (from the 2011 Census figures) Page 66 Outcome 1, Measures of success #1 - 3: advocate can't be a measure of anything. Suggest: - Double the portion of freight on rail by 2020 - Cap on freight through Inner Harbour implemented by 2025 - Construction commences on the Outer Harbour by 2020 Outcome 2, there are no references to parking outside the City Centre - do we want to include any? Page 67 Outcome 3, measure of success #2: should read "increase the number of external festival events held in Fremantle" page 74
City of Fremantle
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Biodiversity and Green Linkages: reference to (SWG) but not applied throughout section, therefore delete (SWG) after first mention of South West Group One Planet is repeated from page 73
REASON/S FOR CHANGE TO COMMITTEE RECOMMENDATION To ensure a clear, concise plan is adopted.
City of Fremantle
STRATEGIC COMMUNITY PLAN 2015-25 5
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Strategic Community Plan
2015-25
City of Fremantle
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Table of Content
Page No.
5
Introduction 7
Mayor’s message 9
About the Plan 10
Community Input 12
Vision for the future 14
Strategic focus areas 13
Economic development 15
Environmental responsibility 17
Transport and connectivity 19
Character, culture and heritage 21
Places for people 22
Health and happiness 23
Capability 24
Strategic projects 26
Strategic projects 27
Review and reporting 30
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Introduction
Our proud history Fremantle’s most important assets are its heritage and its people of diverse backgrounds and cultures. Its irresistible character is inviting and rich in history. Fremantle is an important place for Aboriginal people and lies within the Aboriginal cultural region of Beeliar. Fremantle is known by Whadjuk people as Walyalup, meaning it was
a place of the Walyo or Woylie, a small Brush-tailed Bettong. To the local Whadjuk people, whose heritage dates back tens of thousands of years, Fremantle is a place of ceremonies, significant cultural practices and trading. Walyalup has several significant sites and features in many traditional stories. Fremantle was established in the Walyalup area in 1829 at the time of European colonisation. The city’s early economy was driven by trade in wheat, meat and wool. By 1900 Fremantle had grown to include many of the landmarks we know today including the Fremantle Harbour, Fremantle Hospital, the Fremantle Markets and the railway between the harbour and Perth. At this time the Western Australian gold rush period had begun and Fremantle served as a gateway to people heading to the goldfields. In the lead up to World War II the main industries in Fremantle were shipbuilding, soap boiling, saw milling, smelting, iron founding, furniture making, flour milling, brewing and animal skin tanning. In the post-war period, Fremantle’s suburban areas grew and the city underwent a period of consolidation. As a result of technology advancements within the shipping industry, an ever progressive Fremantle moved to diversify its economy and evolve to create more diverse population driven industries. In 1987 Fremantle was thrust into the global spotlight when the city hosted the America’s Cup defence event, held in Gage Roads offshore from Fremantle harbour. The event saw a large public and private investment in the city and subsequent growth in retail and tourism sectors, leading to the vibrant and culturally rich Fremantle we know today.
Our city today Fremantle, which is approximately 18 kilometres southwest of the Perth CBD, is currently home to 30,883 people (ABS 2014) and includes the suburbs of Beaconsfield, Fremantle, Hilton, North Fremantle, O'Connor, Samson, South Fremantle and White Gum Valley. The Town of Fremantle was founded in 1871 and gained City status in 1929. The City of Fremantle employs more than 400 people and services more than 30,000 residents over a land area of 19 square kilometres. Bounded by the Swan River and the Indian Ocean, Fremantle is widely regarded as Perth’s second city and is still home to the State’s busiest and most important cargo port. The port, which has grown from humble trading post to 30 million tons of cargo per year, is at the beating heart of Western Australia’s economy. Fremantle's unique character is captured by its landscape, heritage architecture, music, arts, culture, festivals, retail stores, markets, cafés and restaurants, which all contribute to its village-style atmosphere. Fremantle has developed a reputation for being gritty, eclectic and quirky as well as creative, musical and artistic. It is a place to discover a wide range of hidden treasures and experience laid-back adventures. This experience is reflected in the City’s four aspirational brand pillars which include Eclectic and quirky, culturally significant, vibrant, welcoming and inclusive. According to Tourism Western Australia, Fremantle is often ranked as the state’s most visited tourist destination outside of the Perth CBD, attracting over 1.2 million* national and international tourists each year. Fremantle’s iconic Cappuccino Strip records up to 4 million** people passing by per year that include those visiting, living and working in Fremantle. In October 2015, Lonely Planet voted Fremantle as one of the top 10 cities to visit in the world for 2016.
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As Perth’s second City, Fremantle offers a diverse range of housing options, exceptional access to public transport and a dynamic economy, creating jobs and opportunities that enable Fremantle residents to live, work and play. Its character is embodied through stunning heritage buildings that house important cultural and artistic institutions including the Fremantle Arts Centre and the Shipwreck Galleries, as well as tributes to Fremantle’s iconic past including the Duyfken replica. Sunshine, combined with the swan river waterfront, beaches, public spaces and reserves means Freo’s desirable Mediterranean climate offers ideal opportunities for relaxing with family and friends, recreating, and enjoying the Swan River and Indian Ocean. Fremantle’s rich cultural history has created a city with numerous dining options, a vibrant café and bar scene, and a range of entertainment options. The arts are strikingly represented within the city, and numerous food, arts and music festivals take place in the city each year.
Our exciting future A key council focus over the last few years has been to sustainably revitalise the city centre. The strategies implemented, including innovative planning scheme amendments across key non-heritage inner-city areas, have led to a significant increase in investor confidence in Fremantle. As a result there is currently unprecedented investment and renewal underway with the combined level of public and private investment exceeding $1.3 billion including several civic, commercial, residential and retail developments. As part of this the City of Fremantle has set ambitious targets for the development of new dwellings, commercial office, and retail floor space within the city’s central area to be achieved over the next decade. The development pipeline will see the delivery of a mix of civic, commercial and retail projects spanning over the next 5-10 years. A boutique hotel was recently completed and the construction has commenced on the development of a 7 storey hotel complex that will house the international brand Hilton Double Tree Hotels. A $60 million dollar high density residential development has also commenced construction. With levels of development and investment not seen since the America’s Cup, Fremantle is on the cusp of a major period of revitalisation that will reinforce its position as a place of great significance to Western Australia, being home to modern facilities and high quality infrastructure. As Western Australia works to diversify its economy amidst a softening resources sector, it continues to investigate strong opportunities in agriculture, service industries and tourism. As the most visited destination in Western Australia outside of the Perth CBD, and the host of WA’s busiest port, Fremantle is well placed to thrive and grow as the Western Australian economy continues to diversify.
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Mayor’s message It’s been a busy five years since the previous 2010-15 Strategic Plan was adopted. With a number of economic challenges at a local level and a state government directive to increase population density in key transit locations across the metropolitan area, the revitalisation of Fremantle became a key council focus.
At the core of this focus was attracting more people living, working, shopping and recreating in Fremantle as well as generating increased investor interest. The aim has and always will be to retain Fremantle’s unique heritage and character while transitioning to become a more liveable and vibrant modern city.
I am pleased to say that the hard work is paying off. With a development pipeline currently in excess of $1.3b, increasing numbers of new residents and tourists and a number of innovative strategies in motion including the One Planet Strategy, Integrated Transport Strategy, Economic Development Strategy and Freo 2029 Transformational Moves, Fremantle has a lot to look forward to.
The Fremantle 2029 Community Visioning Project conducted during 2013-14 underpins all of this with the community’s vision for Fremantle the cornerstone of the new 10 year plan.
The vision for Fremantle is clear: a city that embraces culture and heritage, thrives on diversity and innovation and dares to be different. This Strategic Community Plan 2015-25 outlines how we will deliver this vision through our strategic focus areas:
- Economic development - Environmental responsibility and sustainability - Transport and connection between the Fremantle CBD, outer suburbs and key
transit areas - Use and creation of public space - Heritage conservation and its balance with new development - Art and cultural activities
Building on the initiatives and opportunities brought about by the previous plan, this new strategic plan will enhance Fremantle’s status as a diverse and sustainable community for residents, industry and visitors and will confirm Fremantle as Perth’s undisputed second city. Dr Brad Pettitt Fremantle Mayor
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About the plan
The 2015-25 Strategic Community Plan is the overarching document that sets out the vision, aspirations and objectives of the local community for the next ten years. The State Government has legislated a new Integrated Planning and Reporting Framework for local government. This framework requires all local governments to consult with their communities to develop a vision for the future in a number of integrated plans. It expects all local governments to examine the demographic, social, environmental and economic trends shaping the future of their area and align their activities and resources to the community’s needs and aspirations. The framework also requires local governments to manage their financial, infrastructure and human resources effectively and efficiently to ensure the sustainable delivery of high-quality services into the future. The City has developed a Corporate Planning Framework (Figure 1) which contains a number of key strategic documents to guide its planning, development and service delivery into the future. While the Strategic Community Plan identifies ‘what’ the City is seeking to achieve, the City’s Corporate Business Plan outlines ‘how’ it will achieve this. At an operational level, the business plans are a direct link to the City’s annual budget process.
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Figure 1: City of Fremantle Corporate Planning Framework
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Community input As a way of guiding the new strategic plan the City embarked on an extensive community visioning initiative aimed at getting to the core of community visions and values for Fremantle, now and into the future. The Fremantle 2029: Community Visioning Project was an innovative, professional and interactive community engagement exercise which involved a wide range of Fremantle people including those who are not normally engaged in the future of Fremantle. Close to 1,000 people attended five major workshops and three stakeholder forums during 2013-14. The visioning made the most of Fremantle’s extraordinary local talent and knowledge among the presenters and the participants to reach a diverse group of stakeholders in the community. The interactive workshops enabled participants to have their say on key Fremantle issues and to be informed about the long-term strategic issues facing council. The issues most frequently mentioned by participants during the workshops included:
slowing traffic and making the city better for pedestrians, cyclists and improving public transport
supporting independent small business and the creative sector
protecting and enhancing the natural environment, green spaces and heritage features of the city
improving the connectivity around Fremantle, especially to the waterfront.
The following six key themes were distilled from the various discussions, ideas and priority issues identified by participants throughout the visioning process.
Fremantle 2029 Community Visioning Themes 1. People: A welcoming place for all 2. Plan: A liveable city that serves its residents needs and values heritage 3. Prosper: A diverse and unique local economy and a recognised centre of excellence 4. Green: A city that values its environment 5. Create: A dynamic innovative city with a strong knowledge economy and arts sector 6. Decide: A collaborative and connected community with a shared vision and good
governance The themes and actions that emerged from this visioning process have been used to inform the council’s long term strategic planning and priority projects.
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Strategic focus areas
The six themes provided through the Community Visioning process have been considered by Council when identifying the following strategic focus areas for the 2015-25 Strategic Community Plan.
Strategic Focus Areas
• Diversify and strengthen Fremantle’s economic capacity.
Economic Development
2. Prosper
• Develop environmentally sustainable solutions for the benefit of current and future generations.
Environmental Responsibility
4. Green
• Enhance the connectivity throughout the City of Fremantle and other strategic economic hubs and population centres.
Transport and connectivity
3. Plan
• Sustain and grow arts and culture and preserve the importance of our social capital, built heritage and history.
Character, Culture and Heritage
5. Create
• Create great spaces for people through innovative urban and suburban design.
Places for people
1. People
• Creating an environment where it is easy for people to lead safe, happy and healthy lives.
Health and happiness
1. People
• Provide strong leadership through good governance, effective communication and excellence in delivery.
Capability
6. Decide
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Vision for the future
Fremantle: a destination city A city that is clever and creative, inspiring and inclusive. A city that welcomes and celebrates all people, all cultures. A city that encourages innovation, prosperity and achievement. A compassionate city that cares for the wellbeing of our people and the environment we share. A city that thrives on diversity, that dares to be different - and delivers on its promises.
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ECONOMIC DEVELOPMENT
Diversify and strengthen Fremantle’s economic capacity
Outcome More people live in, work in and visit Fremantle.
Objective Greater opportunities for businesses to attract customers.
Improve the number and range of employment opportunities available in Fremantle.
Improve the resilience of the weekday economy and maintain a strong weekend economy.
Measure of success
Increase the number of people living in Fremantle (up to 10% by 2020).
Increase the number of people working in Fremantle (up to 7% by 2020).
Increase the number of visitors to Fremantle (average of 3 million per year)
Increase employment within the city by 2,500 by 2020.
Increase in commercial and retail development within 800 metres of Fremantle train station.
Outcome Fremantle welcomes investment and is an attractive destination for high-quality development.
Objective Improve investment confidence and support private sector investment in Fremantle.
Increase the number of sustainable, intensive and higher value land uses.
Measure of success
Growth in the total value of development investment (based on building approvals).
Increase the net lettable area of A-Grade and B-Grade office space by at least 70,000m2 over 2015.
Increase the net lettable area of retail space by at least 20,000m2 over 2015.
Decrease in number of times a development application is assessed by the Design Advisory Committee.
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Outcome A shared vision with the business community that clearly differentiates Fremantle’s economic offer.
Objective Lower retail vacancy rates in Fremantle.
A more resilient, self-sufficient and sustainable economy.
Increase the variety of businesses and expand activity in the creative economy.
Greater collaboration for more effective problem solving
Measure of success
Increase the number of desirable population-driven businesses opening in Fremantle.
Retail vacancy rate sufficient to allow active business growth.
Growth in local knowledge-based industries above 2015 level.
Improve customer satisfaction survey results for business sentiment to exceed the industry average.
Increase in the range and availability of retail product/merchandise mix.
Outcome Fremantle is recognised as Perth’s “second city”.
Objective Fremantle achieve recognition as second city by private and government sector.
Measure of success
Increase in the value of State and Federal Government investment in Fremantle.
Economic development
Diversify and strengthen Fremantle’s economic capacity
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Outcome All City controlled buildings, activities and public places will be more energy efficient and energy will increasingly be delivered by renewable technology.
Objective Continue carbon neutral status with less reliance on offsets.
Promote building energy efficiency and deliver energy with renewable technologies.
Measure of success
All buildings, structures (including street lighting and stationary energy sources), and activities within the operational control of the City of Fremantle will be ‘net zero carbon’ by 2025 with a substantially reduced reliance on offsets.
Outcome The City will reduce and optimise water usage in its buildings, facilities and public open space.
Objective Manage water usage through minimization and reuse strategies.
Measure of success
Measured improvements in water use at City of Fremantle facilities by 2020.
Implementation of ‘fit for purpose’ water supply options for the City’s green spaces.
Outcome The City will reduce waste, reusing where possible, and ultimately sending zero waste to landfill.
Objective Develop and implement a Strategic Waste Management Plan to reduce and reuse waste effectively that includes a waste transfer station and a three bin system.
Measure of success
At least 80% of the City of Fremantle residential waste will be recycled or reused by 2020.
A waste transfer station will be operational by 2020.
A three bin system will be implemented for domestic waste.
Outcome Better quality natural habitat with space for endemic biodiversity.
Objective Protect and enhance the City’s natural landscapes and biodiversity.
Measure of success
Maintain and upscale 1,000 new trees per year program.
A 10% increase year on year of native verge gardens.
ENVIRONMENTAL RESPONSIBILITY
Develop environmentally sustainable solutions modelled on the principles of the One Planet Strategy for the benefit of current and future generations
Environmental responsibility
Develop environmentally sustainable solutions modelled on the principles of the One Planet Strategy for the benefit of current and future generations
Environmental responsibility
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Outcome The City will have walkable access to green spaces for recreation.
Objective Ensure best practice open space design is applied in an integrated way for existing and new public open space.
Measure of success
Improve resident and worker access to functional public open space within a walkable catchment by 2020.
Outcome Prepare for and adapt to the impact of climate change.
Objective A city that supports quality of life while respecting the limits of the planet on which we live.
A city that can adapt to impacts of climate change and help its community adapt.
Measure of success
Protect current tree canopy cover in Fremantle.
Increase tree canopy cover by 20% each year to address urban heat island effect in Fremantle.
Impacts understood and measures to deal with climate change are incorporated into appropriate documents including the impacts of rising sea levels on the West End.
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Outcome Fremantle is recognised as a pedestrian and cycle friendly City.
Objective Support active transport to enhance walking and cycling in Fremantle.
Improve pedestrian connections throughout the city, waterfront and key activity areas.
Improve way-finding throughout the city.
Create shared streets and pedestrian friendly zones in key activity areas in the CBD and local centres.
City will ensure the cycling network is safe, enjoyable and well connected with a completed network of separated bike lanes and a legible cycling environment which is clearly marked and has signed cycle routes.
Plan and provide improved “end of trip” facilities.
Measure of success
Improve community satisfaction for footpaths and cycleways to exceed the industry average.
Increase in pedestrian counts in CBD and on recreational paths.
Achieve a walkability score over 90.
Increase mode share for walking within City of Fremantle.
Increased cycling rates from 2.9% to 5.8% by 2018.
Increased annual expenditure on the Bike Plan.
Outcome Public transport is a preferred method of transport.
Objective Improve public transport options (including the pursuit of light rail), facilities and amenities for the efficient movement of people so there is less reliance on private transport and better connections to suburbs.
Measure of success
Rezoned land to support the development of public transport routes.
Developed preferred routes and case for light rail.
Double the mode share of journeys to work undertaken using public transport (from 2011 Census figures).
TRANSPORT AND CONNECTIVITY
Enhance the connectivity between all areas of Fremantle, the city and other strategic economic hubs and population centres
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Outcome An economically efficient, environmentally and socially sustainable freight network.
Objective Achieve a port and freight network that suits Fremantle and the greater metropolitan area.
Measure of success
Advocate for effective and sustainable freight links with the port.
Advocate for a sustainable, viable and active port.
Advocate for the development of an alternative harbour.
Outcome A city that provides a range of parking options that support community and visitor needs, in balance with other land use and transport requirements.
Objective Improve parking options on the periphery of the city centre and appropriately focused parking options in the CBD.
Measure of success
Improve community satisfaction on parking within the City Centre.
Create new off-street parking on the periphery of the City Centre.
Transport and connectivity
Enhance the connectivity between all areas of Fremantle, the city and other strategic economic hubs and population centres
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Outcome Fremantle provides a social environment that supports arts and culture.
Objective Attract and retain diverse quality arts organisations and artists.
Develop and support curated quality arts events and cultural experiences.
Incubate, support and develop a vibrant arts community.
Support innovative housing options for artists.
Measure of success
Arts organisations operating in Fremantle report increased support and development.
Fremantle is recognised as a hub for arts and culture.
Increase the number of City of Fremantle curated, external performing arts, visual arts and cultural events.
Increase the number of artists and arts organisations successfully accessing funding from all levels of government.
Fremantle offers mentoring and a support role for leveraging funding.
The economic benefit of arts and culture to Fremantle is measured.
Outcome Fremantle celebrates its history and heritage through active renewal.
Objective Strengthen sense of place, history and heritage.
To be recognised as a city with an emphasis on strong heritage interpretation and design excellence.
Measure of success
Achieve State heritage registration for the West End area.
Improve community satisfaction of local history and heritage.
Outcome Fremantle is recognised locally, nationally and internationally for its festivals and street life.
Objective Promote Fremantle as a leading edge destination to attract vibrant festivals and street life.
Measure of success
Increase the number of businesses taking an active role in festivals.
Increase the number of external festival events held in Fremantle.
Increase in visitor and participant numbers.
Character, culture and heritage
Sustain and grow arts and culture and preserve the importance of our social capital, built heritage and history
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Outcome Fremantle provides more affordable living opportunities.
Objective Increase affordable, adaptive, accessible and diverse housing.
Measure of success
Provide for and seek to increase the number and diversity of residential dwellings in the City of Fremantle.
Outcome Fremantle has high quality urban and suburban environments for everyone to enjoy.
Objective Places and spaces are designed to be actively used throughout the day and night by everyone.
Measure of success
Invest in ways to deliver high quality public spaces for multiple uses.
Outcome Activate urban spaces through increased numbers of people within Fremantle.
Objective Create interesting and diverse activities to encourage people to stay longer in Fremantle.
Improved density in urban centres and transit corridors.
Redeveloped urban density to be achieved with improvement to green spaces.
Measure of success
An increase in the number of programmed events and activities in public spaces.
Increase the number of additional dwellings provided in the city centre over 2015 levels.
Improved urban/suburban amenity with green spaces.
Outcome Fishing Boat Harbour Precinct redevelopment – expanding a much loved visitor precinct.
Objective An expanded harbour area will provide a variety of marine, entertainment, recreational and tourism related uses that are well linked to the city centre via Bathers Beach, a potential new ocean pool, the Esplanade Reserve and an extension of Norfolk Street across the rail line.
Measure of success
Develop proposal for an ocean pool at Bathers Beach.
Esplanade Master Plan will be implemented by 2020.
Places for people
Create great spaces for people through innovative urban and suburban design
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Extension of Norfolk Street will be implemented by 2020.
Outcome Fremantle is a welcoming, safe and caring community.
Objective Create an environment where people feel safe.
Fremantle’s public spaces encourage people to linger and interact (social connectivity).
Measure of success Improve community satisfaction of community safety to exceed the industry average.
Reduce the amount of anti-social related incidents in CBD.
Outcome A city that celebrates and actively supports diversity.
Objective Improve community inclusiveness and participation.
Measure of success
Increased participation in community life for all.
Outcome A healthy and active environment for the community to enjoy.
Objective Enhance the health and wellbeing of people who live, work and visit Fremantle.
Support formal and informal sporting activities.
Measure of success
Improve community satisfaction of sporting and recreational facilities provided by the City of Fremantle to exceed industry average.
Parks and open spaces are within walking distance for all residents.
There is a diverse range of parks and open spaces provided.
Health and happiness
Creating an environment where it is easy for people to lead safe, happy and healthy lives
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Outcome A transparent and responsive organisation.
Objective Provide greater opportunities for the community to participate in decision-making
processes.
Improve the quality of community engagement.
Improve community access to information to ensure they are well informed of council activities.
Maintain a high standard of corporate governance.
Encourage active civic participation through the precinct groups, online engagement tools, social media, events and other means.
Measure of success
Community satisfaction survey results to exceed industry average.
Increase the number of interactions and participants by using “My Say” and other engagement strategies.
Active precinct groups in each ward or suburb.
Outcome Effective leadership.
Objective Effectively communicate the City’s vision and position on strategic matters and projects both internally and externally.
Build understanding and support for the vision.
Measure of success
Improve community satisfaction survey results to exceed industry average.
Capability
Provide strong leadership through good governance, effective communication and excellence in delivery
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Outcome A sustainable organisation with the capacity to deliver and respond to customer needs.
Objective Ensure organisational alignment with the Community Strategic and Corporate Plans.
Continue to develop a strong achievement culture.
Strengthen the City's organisational and financial resilience.
Create an organisational culture of innovation and excellence.
Measure of success
Improve community perception survey results.
Improve Employee Engagement results to exceed the industry benchmark.
Undertake an organisational audit to inform a process of organisational reform
Implemented appropriate reporting measures for financial resilience.
Outcome A strong and collaborative regional leader.
Objective Improve local regional state and national political relationships.
Measure of success
Increase participation in state and regional forums.
Significant and appropriate investment from federal and state government
Outcome A city that maintains its assets to meet the needs of its community
Objective Improve the City’s asset management practices.
Measure of success
Undertake/prepare a facilities core strategy
Review the asset management strategy
Meet or exceed financial ratios for each of the nine asset classes.
Capability
Provide strong leadership through good governance, effective communication and excellence in delivery
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Strategic projects
Strategic projects are large-scale, high-impact projects aimed at delivering on multiple components of the strategic plan. Strategic projects often comprises a number of interrelated operational projects
Below is a list of some of the key strategic projects the City will be working to develop and support over the life of the new strategic plan and beyond.
Kings Square redevelopment – rejuvenating the central hub
The Kings Square Project is an integrated redevelopment of key sites in Fremantle’s Kings Square Precinct. The project includes the redevelopment or refurbishment of a number of properties currently owned by the City of Fremantle and the former Myer building owned by Sirona Capital Management.
The objectives of the project are to: Create a community, civic, retail and commercial centre reflecting Kings Square’s
unique place as the traditional ‘centre’ of Fremantle and a vibrant, active and safe place for visitors and citizens alike; and
Develop a landmark precinct that attracts and retains more people within Fremantle’s city centre including office workers, retailers. Shoppers, hotel guests and residents.
The project will create the opportunity for further significant private sector investment through the facilitation of public-private partnerships and attraction of new major investors. The resultant increase in population and activity within the city centre will provide opportunities to attract large private enterprises as well as develop industry clusters that contribute toward the sustained growth of local businesses. When completed the $220 million project will likely be the biggest single development project undertaken in Fremantle since the creation of Fremantle Port itself, with 16000 square metres of retail space and 30,000 square metres of high quality office space. Station Precinct redevelopment – connecting the railway to the city centre
Relocation of the bus interchange entry to Queen Street will remove buses from in front of the railway station and enable development of a new public square and significantly improved pedestrian connections between the city centre, rail station and waterfront. Fishing Boat Harbour Precinct redevelopment – expanding a much-loved visitor precinct
An expanded harbour area will provide a variety of marine, entertainment, recreational and tourism related uses that are well linked to the city centre via Bathers Beach, the Esplanade Reserve and an extension of Norfolk Street across the rail line. Fremantle Oval Precinct redevelopment – better utilising a key city facility
Major public facilities in close proximity to the city core will be undergoing major change in coming years. Options for the oval following relocation of the Fremantle Football Club away from Fremantle include shared use by the South Fremantle and East Fremantle Football Clubs. Redevelopment options for the former Stan Reilly site includes affordable housing including student accommodation. Northern Gateway – a bold entry statement
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Upgrading our river crossings, activating Cantonment Hill and enhancing access to the waterfront will create a strong sense of arrival and reinforce Fremantle’s status as a waterfront city. Rejuvenation of the northern end of Queen Victoria Street into a vibrant, attractive and sustainable high-density residential neighbourhood will create a new community within a walkable distance of the Fremantle city centre that is supported by hub of complementary local commercial and community services.
Strategic projects Cantonment Hill The Cantonment Hill Master Plan project offers the opportunity to activate a significant yet under-utilised site within central Fremantle. The site requires extensive upgrades and investment to achieve its rightful position as a sustainable place of interest for both visitors and locals. Victoria Quay – reconnecting the port to the city
Facilitated by the Fremantle Ports, The Victoria Quay Commercial Precinct Plan along with the Fremantle Station and Pioneer Park Precinct Plans aim to create an integrated urban form that provides multiple connections from the Fremantle CBD to the Victoria Quay waterfront and Fremantle Railway Station.
It will provide new and re-activated destinations that enhance the identity, culture and history of the area through well designed and high quality urban spaces that are safe, inclusive and inviting. The vision is to open the way for revitalising the Victoria Quay Commercial Precinct, the Fremantle Railway Station area and Pioneer Park as a vibrant quarter of Fremantle embracing its heritage, improving connections between the waterfront and the city centre and enabling sustainable economic, social and environmental outcomes. Plans for this redevelopment are currently lodged with the Western Australian Planning Commission awaiting comment. Light rail – connecting Fremantle with regional growth areas
Quality rapid transit to link the city centre with the surrounding growing regional centres in an efficient and sustainable way is essential for Fremantle’s long-term growth. It will also be a catalyst for higher density development and investment along the whole transit corridor, not just within the city centre. Greater Fremantle parking plan
A plan for public parking will be progressively implemented that locates major new carparks on the periphery of the city core to achieve the right balance between access to the city centre and minimising excessive car use in the centre of the city. The car parks will be located with efficient access from major approach roads while convenient, safe and attractive pedestrian routes will connect carparks to the pedestrian priority city core. One Planet annual review – results-driven sustainability
In September 2014 council adopted a One Planet Strategy to help deliver on Fremantle’s bold sustainability objectives. The strategy outlines overarching targets which in turn rive an
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operational action plan. The plan will be reviewed on an annual basis, enabling us to quickly adapt and evolve to meet community expectations and industry best practice. Integrated Road Hierarchy – a focus on safety and shared-use
In keeping with the hierarchy of transport priorities, active and public transport has a major role to play in linking the wider Fremantle area to the services located within the central city. A framework for an Integrated Road Hierarchy that captures the need to refocus our transport to more sustainable friendly modes will be prepared to support active and public transport. Over time the streets of the city core will be progressively upgraded as high priority areas for walking and where streets are designed to be shared in a safe, attractive and low speed environment. Urban Forest Strategy The Urban Heat Island Effect (UHIE), defined as an urban area being hotter (sometimes by several degrees) than surrounding rural areas, is contributing to higher temperatures in our cities. An effective way of combating UHIE is to promote the greening of our cities, particularly through tree canopy cover which provides shade and an evapotranspiration cooling effect. The city will develop and implement an Urban Forest Strategy which will provide a framework for conserving and building on the vegetation across the city and including private property.
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Strategic projects Biodiversity and green linkages – Reconnecting the environment
The City took part in the Western Australian Local Government Association Local Biodiversity Program and is working with the South West Group (SWG) to determine how best to protect and enhance our natural landscapes. Through the SWG, the City actively engages with other local governments, State government and non-government organisations on opportunities and programs to retain and attract local flora and fauna to the area. The City is now working to develop green links that increase the amount of flora/vegetation cover and increase habitats for native fauna and encourage their movement between green spaces. The City is also member Council of the Perth Natural Resources Management group which provides a Coastcare facilitator who coordinates with the Parks and Landscapes team to install thousands of plants and dune rehabilitation each year by volunteers. The City also participates in the SWG which works to plan and gain funds for regionally significant biodiversity projects such as the green links. They also provide a regional Green Army, training and many other programs of benefit to the City. Green spaces
Understanding how POS and other green spaces are used is important to enable planning for redevelopment of existing POS and where the provision of new POS will be required in the future. The City has committed through the Green Plan to providing our community with access to functional open space within a five (5) minute walk i.e. 400m. Alternative and innovative methods such public access to private open space and creative use of underutilised public lands will be considered. Climate Change Adaptation Framework
Local government and planning authorities are at the forefront of dealing with impacts resulting from predicted changes in climate and coastal processes. The City is taking steps to better understand the impacts of climate change on our environment, assess the risks and identify possible adaptation measures with our community. The City is part of the Cockburn Sound Coastal Alliance which is delivering the Cockburn Sound Coastal Vulnerability and Flexibility Adaptation Pathways project and has recently been successful in securing grant funding to extend this investigation to Port and Leighton Beaches. This work along with a review of the Climate Change Adaptation Plan will form part of the City’s Climate Change Adaptation Framework. Fremantle Energy Plan
The City operates under a policy of carbon neutrality and we have implemented a range of efficiency measures that best 'fit' the organisational mandate across all business units. The Fremantle Energy Plan will bring together existing initiatives, increase community engagement around emissions reduction programs and help to measure carbon emissions from all our operations and facilities. Strategic Waste Management Plan
The City is a member of the Southern Metropolitan Regional Council which has implemented a regional waste management strategy. Locally the City is working on a program to reduce the amount of waste diverted to landfill. Changing the mindset of what is 'rubbish' and what
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is 'resource' is part of this process towards waste efficiency as too is the development and implementation of our own strategic waste management plan.
Review and reporting The Strategic Community Plan is based on public consultation and evidence gathered during the 2013-2015 Community Visioning process. The plan sets out priorities for the future based on what was said and agreed upon during this process. Inevitably, new issues will emerge and community values and expectations will change over time. Fresh solutions will often be needed to meet these challenges. To make sure the plan aligns with the changing needs and values of the community, the City will undertake a minor review of the plan every two years with a full review every four years. As part of the review process the City will amend the plan if necessary. The actions to deliver the vision and priorities in this plan will be reviewed annually and endorsed by council in its Corporate Business Plan, which will also drive the setting of the annual budget. The City will measure success and progress of the plan through the following mechanisms:
- Customer perception survey undertaken every two years. - Delivery of projects on time and within budget. - Regular progress reporting through council. - Progress on the delivery of the plan will be reported in the City’s annual report.
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C1512-9 LATE ATTACHMENT - DRAFT SUBMISSION – LGAB BOUNDARY CHANGE CITY OF FREMANTLE AND THE TOWN OF MOSMAN PARK SUBMITTED BY GLEN DOUGLALL, DIRECTOR CITY BUSINESS
Draft Submission to the Local Government Advisory Board
Petitioners’ Proposal to Transfer from the City of Fremantle to the Town of Mosman Park
December 2015
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Table of Contents Key Points ...................................................... 33
Community of Interest .............................. 33 Demography .............................................. 33 Planning .................................................... 33 Economic Development ............................ 33 Physical and Topographic Features/ Transport and Communication ................. 33 Effective delivery of local government services ...................................................... 34 Local Government Capacity ...................... 34 History ....................................................... 34
Background ................................................... 34 Previous Inquiries ...................................... 34
Community of Interest .................................. 36 Key Point ................................................... 36 Respecting Suburban Boundaries ............. 36
Response to the Petitioners’ Proposal ..... 36 Demographic Character ................................ 38
Key Points ................................................. 38 Current Situation ...................................... 38 Future Growth .......................................... 38 Response to Petitioners’ Proposal............ 38
Planning Is Important ................................... 40 Key Points ................................................. 40 City’s Planning Capacity ............................ 41 Response to Petitioners’ Proposal............ 43
Economic Development ............................... 44 Key Points ................................................. 44 Response to Petitioners’ Proposal............ 44
Physical and Topographic Features/ Transport and Communication ..................................... 46
Key Points ................................................. 46
Maintaining the Port Buffer Zone ............. 46 Response to Petitioners’ Proposal ............ 47
Effective delivery of local government services ....................................................................... 50
Key Points .................................................. 50 Responses to the Petitioners’ Proposal .... 52
Local Government Capacity .......................... 53 Key Points .................................................. 53 Organisation Capacity ............................... 53
History ........................................................... 54 Key Point ................................................... 54
Alternative Proposal ...................................... 55 Conclusion ..................................................... 56
STRATEGIC COMMUNITY PLAN 2015-25 33
Key Points The City of Fremantle does not support this boundary change proposal for a number of reasons based on the Board’s Guiding Principles:
Community of Interest 1. The Petitioner’s Proposal divides the
existing suburb of North Fremantle
Demography 1. The demographic character of North
Fremantle is more like the City of Fremantle than the Town of Mosman Park.
Planning 1. The North Fremantle development sites
make a significant contribution towards the State’s Infill Housing Targets1.
2. The City of Fremantle has a far greater capacity to manage urban planning and redevelopment on brownfields sites. This is discussed in greater detail in the Section
1 Infill housing targets are identified in WAPC documents
Directions 2031 and Perth and Peel Towards 2 million
on matters affecting the viability of local government.
3. Potential developers require certainty, particularly when dealing with costly long-term projects.
4. It is important to recognise that existing zonings and approvals would remain in place and transfer with the land. The Town of Mosman Park could not revoke a current approval. It would also need to amend the current Local Planning Scheme if it wished to reduce overall densities (which appears to be the expectation of the petitioners’). There is no guarantee that the WAPC would support a down coding of the area – in fact it is highly unlikely to.
5. From an integrated planning perspective McCabe Street is not an appropriate boundary. The boundary will split this development node with two local governments managing this interface. Examples of the problems that this causes can be seen along Hampden Road and Broadway (currently the boundary between the Cities of Nedlands and Subiaco).
Economic Development 1. The City of Fremantle has a well-
considered and defined Economic Development Strategy (2015 – 2020) along with an implementation plan that establishes actions and targets for the four program areas program areas.
2. The Town of Mosman Park does not appear to have any strategic focus on economic development.
3. The City has an Economic Development Team to support the implementation of its Strategy.
Physical and Topographic Features/ Transport and Communication 1. If the Port expands its operations
northward, the Petitioners’ Proposal may result in the further fragments the Port of Fremantle Buffer Zone.
2. It also fragments the management of Stirling Highway (creating an east west divide as well as the current north south divide).
3. It compromises the integrated planning of the McCabe Street node by using this as a boundary.
4. The proposal does not include the ocean beach (Leighton) and associated foreshore
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and rail reserves that are traditionally associated with the area.
Effective delivery of local government services 1. Contrary to statements made in the
Petitioners’ Proposal. Residents of North Fremantle are significant users of the City’s facilities.
2. The City has continued to provide for the maintenance and upgrade of key open space sites in North Fremantle. These sites generally have foreshore and regional significance as well as local importance.
Local Government Capacity 1. The City of Fremantle will forgo some
$886,000 in rate revenue. 2. The City has a much greater organisational
capacity than the Town 3. The Town has previously had difficulty
funding its commitments
History 1. North Fremantle has never been part of
the Town of Mosman Park.
Background The Local Government Advisory Board has received a proposal from a group of North Fremantle residents to transfer part of North Fremantle form the City of Fremantle to the Town of Mosman Park. On the 8th October 2015, the Board resolved to hold a formal inquiry into the proposal.
Previous Inquiries The City of Fremantle notes that this is not the first time that there have been inquiries to transfer all or part of North Fremantle to the Town of Mosman Park. The most recent of those inquiries, resulting from the Board’s reform proposal, saw the Town of Mosman Park propose), amongst other things, that part of the suburb of North Fremantle be transferred to the Town of Mosman Park. The Board’s response to this was: The Board considered that the inclusion of North Fremantle was unsupportable, but recommended a minor amendment to the existing southern boundary in the vicinity of McCabe Street where it cuts through residential developments and industrial buildings. The Board proposes an alternative
southern boundary of McCabe Street to Stirling Highway, south along Stirling Highway to the Leighton Railway Overpass and then west to the Indian Ocean.2 This proposal, although generated by local residents, establishes essentially the same northern boundary for the City of Fremantle that was rejected by the Board in 2014. It is also noted that there has been at least one other proposal to change the northern boundary that was rejected by the Board.
2 Local Government Advisory Board (2014) Metropolitan
Local Government District Inquiries Report (p.642)
STRATEGIC COMMUNITY PLAN 2015-25 35
STRATEGIC COMMUNITY PLAN 2015-25 36
Community of Interest
Key Point 1. The Petitioner’s Proposal divides the
existing suburb of North Fremantle
Respecting Suburban Boundaries The Board identifies the following in its comments on its Guiding Principle - Community of Interest:
“The external boundaries of a local government need to reflect distinct communities of interest wherever possible. Neighbourhoods, suburbs and towns are important units in the physical, historical and social infrastructure and often generate a feeling of community and belonging. The Board believes that wherever possible, it is inappropriate to divide these units between local governments.”
The Petitioners’ Proposal splits the Suburb of North Fremantle.
Response to the Petitioners’ Proposal3 The proposal enhances the “community’s
common interests and community
structures… and provides greater
opportunities to become part of the
Mosman Park community and become
legitimately involved in its existing
community groups.
This proposal does not add to the ability of the “community” to contribute and take the opportunity to be legitimately involved in its existing community groups. This already exists. It may improve the capacity for the Mosman Park Council to apply part of the resident’s rates to funding the cost of the maintenance, upgrade and running cost of these Mosman Park Council funded facilities. However the reverse is also true. This proposal detracts from the ability of the City of Fremantle to apply part of the resident’s rates to funding the cost of the maintenance,
3 Please note, we have responded to the points made in
the Petitioners’ Proposal under the headings that they appear in their Proposal. We do not necessarily agree that each of the comments belong under the headings they have used. This applies to all sections.
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upgrade and running cost of the Fremantle Council funded facilities. The facilities residents choose to use are a matter for individual choice.
The current fragmented administration of
the McCabe Street precinct by two local
government authorities is likely to hinder
the area’s potential to achieve optimal
planning and amenity for new residents
and for residents adjoin the area.
There is some logic in this argument and would support the view that a decision on boundaries should be made in relation to which local government is best resourced to provide the expertise to address the planning issues. It should be noted that, under the current boundary, the Town of Mosman Park has only 5% of McCabe Street.
A well -defined vision and strategy for
the area, as well as policy consistency
and integrated planning are essential
and more easily accomplished by the
Town of Mosman Park.
There is no evidence to support this assertion
and it could be argued that the City of
Fremantle has a larger and better resourced
planning department and greater expertise in
considering complex issues than the Town of
Mosman Park.
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Demographic Character
Key Points 1. The demographic character of North
Fremantle is more like the City of Fremantle than the Town of Mosman Park.
Current Situation The Suburb of North Fremantle is recognised as a gazetted locality. It has a population of 2,724 that is 10.2% of the City’s population. There are 1,480 private dwellings, 11.0% of the private dwellings in the City. The demographic character of the North Fremantle is similar to that of the City. It has a higher median age and a balance of males to females. The Town of Mosman Park is generally younger, with significantly more females to males and more children per household (Table 1).
Future Growth Based on population forecasts developed by iD Forecasts4 for the City of Fremantle, the City’s population will grow from 28,650 in 20155 to 43,840 in 2036 (an increase of over 50%). North Fremantle’s population is forecast to grow from 2,950 to 5,230 residents in 2036 (also an increase of more than 50%). Most of this growth will occur over the 10-year period between 2016 and 2026. This
4 iD Forecasts (2015) Population Forecasts for the City of
Fremantle 5 ABS Estimated Resident Population
period of growth is associated with the greater densification along Stirling Highway and McCabe Street. The relative importance (as a proportion of the City’s population) of North Fremantle increases from 10% in 2011 to 12% in 2036 (Table 2).
Response to Petitioners’ Proposal Community’s situation in proximity to the
border between Mosman Park and
Fremantle are developing a solid
community of interest, based on similar
socio –economic demographics and
values and centred on a shared
community infrastructure and a vision for
the area.
Demographics would indicate that there is
just as much similarity between the
residents in the proposed area as are in
the rest of Fremantle. However if the
statement is taken as a perception of
where these residents’ interests lay then
this argument has some value and both
Councils should consider how the
interaction and connection can be
improved between these two
communities.
STRATEGIC COMMUNITY PLAN 2015-25 39
Table 1 Comparison of demographic characteristics
Characteristics North Fremantle City of Fremantle Town of Mosman Park
People 2,724 26,582 8,598 Male 1,360 49.9% 13,004 48.9% 3,943 45.9% Female 1,364 50.1% 13,578 51.1% 4,655 54.1% Median age 43 41 38 Families 671 6,740 2,058 Average children per family 1.6 1.7 1.9 All private dwellings 1,480 13,460 3,988 Average motor vehicles per dwelling 1.6 1.6 1.6 Source: ABS 2011 Census QuickStats
Table 2 Population Forecasts for the City of Fremantle (and associated Suburbs)
2011 2036
Area Population % of the City’s Population
Population % of the City’s Population
Total change Avg. annual % change
City of Fremantle 28,651 42,839 +14,188 1.6
Beaconsfield 4,993 17% 7,151 17% +2,158 1.4
Fremantle 8,298 29% 16,210 38% +7,912 2.7
Hilton - O'Connor 4,182 15% 4,714 11% +532 0.5
North Fremantle 2,949 10% 5,227 12% +2,278 2.3
Samson 2,046 7% 2,094 5% +48 0.1
South Fremantle 3,222 11% 4,026 9% +804 0.9
White Gum Valley 2,961 10% 3,418 8% +457 0.6 Source: id (2015) Population Forecasts for the City of Fremantle
STRATEGIC COMMUNITY PLAN 2015-25 40
Planning Is Important
Key Points 1. The North Fremantle development sites
make a significant contribution towards the State’s Infill Housing Targets6.
2. The City of Fremantle has a far greater capacity to manage urban planning and redevelopment on brownfields sites. This is discussed in greater detail in the Section on matters affecting the viability of local government.
3. Potential developers require certainty, particularly when dealing with costly long-term projects.
4. It is important to recognise that existing zonings and approvals would remain in place and transfer with the land. The Town of Mosman Park could not revoke a current approval. It would also need to amend the current Local Planning Scheme if it wished to reduce overall densities (which appears to be the expectation of the petitioners’). There is no guarantee that the WAPC would support a down
6 Infill housing targets are identified in WAPC documents
Directions 2031 and Perth and Peel Towards 3.5 Million
coding of the area – in fact it is highly unlikely to.
5. From an integrated planning perspective McCabe Street is not an appropriate boundary. The boundary will split this development node with two local governments managing this interface. Examples of the problems that this causes can be seen along Hampden Road and Broadway (currently the boundary between the Cities of Nedlands and Subiaco).
Current status The area proposed for transfer comprises four distinct zones within the City of Fremantle Local Planning Scheme No. 4 (LPS4) as follows:
The area north of Craig Street and south of Coventry Parade zoned Mixed Use and containing medium density housing and some commercial uses;
The area south of McCabe Street and east of Thompson Road adjoining the Swan River foreshore, zoned Residential and comprising comparatively new, larger single lot houses;
Former industrial sites on the north and south sides of McCabe Street, zoned Development Area (DA18), which are at various stages of transition to higher density, mainly multiple-dwelling format residential use in accordance with planning instruments approved or currently under consideration by the City of Fremantle.
Land west of Stirling Highway, which comprises reserves under the Metropolitan Region Scheme for a mixture of Primary Regional Road, Railway, and Parks & Recreation (coastal foreshore) purposes.
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With the exception of the McCabe Street development area, the pattern of urban development within the area is well established and is unlikely to undergo significant change in the foreseeable future. A few new residential lots remain to be developed, but otherwise limited potential exists for significant redevelopment. Development Area 18 mainly comprises three large land parcels as follows:
9-15 McCabe Street (generally known as the Tasker site), which has buildings, recently completed or under construction to provide multi-storey residential apartments in accordance with an approved structure plans and approved development applications. On completion of all stages of development, the site will provide 110 dwelling units.
140 Stirling Highway (generally known as the One Steel site) which is the subject of an approved structure plan providing for multi-storey residential development yielding approximately 230 dwelling units. A number of major developers are currently actively interested in acquiring and developing the site.
130 Stirling Highway (generally known as the Matilda Bay Brewery site). A structure
plan is currently being prepared for the site and is expected to be submitted to the City of Fremantle in early 2016. It is anticipated that the structure plan will propose a mix of multi-storey residential and some commercial development, with a residential component of up to 350-400 dwellings.
Collectively, these three sites represent a significant opportunity to deliver higher density infill development in a manner that will contribute to achievement of strategic planning objectives of both the City of Fremantle and the Western Australian Planning Commission. The City has consistently maintained, for a number of years, a position that the most appropriate strategic approach to facilitating additional housing supply to meet targets identified in Directions 2031 and Beyond and related WAPC strategic spatial planning documents is to concentrate higher density new development in selected locations that are relatively well served in terms of access to public transport, services in local centres or the city centre and recreational amenities such as foreshore and other open space reserves. Directions 2031
supports a targeted approach to higher density development in appropriate locations, including key public transport corridors. Stirling Highway, which Development Area 18 directly adjoins, is explicitly identified in Directions 2031 as a key public transport corridor, being one of the top 20 high-frequency bus routes in the metropolitan area.
City’s Planning Capacity The City of Fremantle has the technical and political capacity to put in place and maintain a comprehensive planning framework to support the zoning of the land in Development Area 18 in order to guide appropriate development outcomes consistent with its own, and the State Government’s, strategic planning objectives
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regarding urban infill and consolidation. To this end the City has already dealt with structure plans to guide development on the Taskers and One Steel sites, and is currently in pre-submission discussions with the owners of the Matilda Bay Brewery site who are expected to lodge a structure plan in the next 2-3 months. Additionally the City has adopted a comprehensive guidelines document to inform the content of a structure plan for the Matilda Bay site, and has adopted a detailed local planning policy dealing with maximum building heights and other built form issues to aid the assessment of structure plans and development applications across all three of the major sites in Development Area 18 to ensure coordinated and consistent development outcomes.
These planning documents provide direction and certainty to owners and developers of these sites as well as to the local community regarding the development outcomes that can reasonably be expected to eventuate on these sites over a number of years. The owners and developers of these sites have emphasised, in consultation processes with the City of Fremantle, that certainty regarding the form and density of development that might reasonably be expected to receive approval based on compliance with the adopted planning framework is critical to them as they are faced with making decisions about committing tens of $millions to undertaking development over a number of years. These owners have repeatedly advised the City that the possibility of significant change in the existing adopted planning framework for the area would represent a significant risk to their ability to proceed with planned and in some cases already approved development, because it could prejudice investment and funding arrangements.
Table 3 Projected future additional dwelling yields in area proposed for transfer
Development Number of Dwellings
Thompson Rd/Lime St subdivision 16 14 Lime St (match development) 11 Minim Cove – remaining undeveloped single house lots
33
Minim Cove – multiple dwelling lot (approved DA)
22
Taskers site (all stages) 110 One Steel site (estimate based on approved structure plan)
230
Matilda Bay Brewery site (estimate) 350-400 Total 772-822
Estimated additional population based on average North Fremantle household size of 2.13 persons per dwelling (2011 census) = 1644-1750 persons; say 1700.
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Response to Petitioners’ Proposal
Residential High –Rise Development
The petitioners are seeking a long-term
vision for redevelopment for industrial
sites in the area. They consider that
Mosman Park has a greater exposure to
the outcomes of such development and
are better equipped to address the
implications of traffic flow…
There is no evidence to support this
assertion and the LGAB could make a
logical assessment of the capacities within
the two local governments about which is
best equipped to deal with the
redevelopment of industrial sites.
Removing these development sites from
the jurisdiction of the City of Fremantle
ignores the fact that the majority of the
negative impacts of these developments
in terms of traffic will impact on the rest
of North Fremantle. The City would be left
with the problem of resolving these issues
without any capacity to plan the
redevelopment.
The Town of Mosman Park has a good
track record in economic, social and
environmental analysis. Such planning
decisions are not distorted by minority
pressure groups or parochial stances
which have seemingly influence planning
decisions taken by City of Fremantle with
regard to the area, the subject of the
petition.
The argument about the Town of Mosman
Park having a good track record in
economic, social and environmental
analysis can be as equally applied to City
of Fremantle and can be assessed in a
logical manner.
There is no evidence that the Town of Mosman Park has the capacity and sophistication of the City of Fremantle when developing a strategic direction.
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Economic Development
Key Points 1. The City of Fremantle has a well-
considered and defined Economic Development Strategy (2015 – 2020) along with an implementation plan that establishes actions and targets for the four program areas program areas. This is supported by
2. The Town of Mosman Park does not appear to have any strategic focus on economic development.
3. The City has an Economic Development Team to support the implementation of its Strategy.
The City of Fremantle defines economic development as the activities a City undertakes to improve the economic, political and social wellbeing of its people. It results in a stronger city, culturally and socially with lasting prosperity that improves the overall quality of living. The City’s economic development team is responsible for implementing the City of Fremantle Economic Development Strategy 2015-20 aimed at improving Fremantle's economic prosperity through an increase in the number of people living in, working in and visiting Fremantle. The strategy is broken down into four program areas that the City will be focusing its economic development
efforts on for the next five years.
Response to Petitioners’ Proposal There are an estimated 25 businesses
operating in the petition area…. The
Mosman Park Town Council appears to
have greater administrative capacity to
do this planning.
The argument contained in this item is about comparing the relative resources available to each Council to deal with planning and administrative matters. The City of Fremantle has an Economic Development Team and an Economic Development Strategy and Implementation Plan. The capacity of the
Figure 1 Economic Development Program Areas
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two Councils to resource such matters should be easy enough for the LGAB to assess in a comparison of numbers, qualifications and experience in the staff of the two councils.
The Town of Mosman Park is a member
of WESROC with other Western Suburbs
Councils.
This justification is irrelevant. However if
it were to be considered as part of the
proposal the same can be said of City of
Fremantle as a member of the South West
Groups which covers a much larger
population, much greater geographic area
and is much better resourced.
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Physical and Topographic Features/ Transport and Communication
Key Points 1. If the Port expands its operations
northward, the Petitioners’ Proposal may result in the further fragments the Port of Fremantle Buffer Zone.
2. It also fragments the management of Stirling Highway (creating an east west divide as well as the current north south divide).
3. It compromises the integrated planning of the McCabe Street node by using this as a boundary.
4. The proposal does not include the ocean beach (Leighton) and associated foreshore and rail reserves that are traditionally associated with the area.
Maintaining the Port Buffer Zone The Port of Fremantle is a key piece of State economic structure. The State Government is currently considering the sale of the Port. Whether the Port continues under State or private sector control it is essential that the buffer zone remain primarily within one local government. The Port buffer area provisions in the current City of Fremantle LPS4 and associated local planning policy provide both the Port Authority and the local government with certainty regarding the type of development and land uses that will or will not be permitted in proximity to the Port. It provides for a consistent approach to development control decisions made by the local government, the WAPC in respect of Metropolitan Region Scheme reserved land, or the relevant Development Assessment Panel. This enables the Port Authority to undertake its operations in the Inner Harbour with confidence that those operations are not at risk of being unduly constrained by land uses outside of the Port’s direct control, and gives the local government a statutory ability to require the design standards of new development near to the Port to incorporate
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features that ensure occupants’ amenity and safety is not compromised by operations and materials handled within the Port. The buffer zones denote areas within which applications for development approval or amendments to the local planning scheme
shall be referred to the Port Authority for comment, to ensure that the policy objectives of the buffer area as outlined above are met and urban development compatible with efficient Port operations can continue into the future.
Whilst the area identified in the Petitioners’ Proposal is in the Boundary of the buffer zone, the City of Fremantle is aware that the Port may extend northwards, as will the associated buffer zone.
Response to Petitioners’ Proposal The proposal promotes the
indigenous cultural significance of the
foreshore by amalgamating the northern
foreshore under one local government …
the Mosman Park Council is significantly
more transparent in its regard for this
treasured heritage.
The proposal provides no evidence that
this is the case. The Fremantle City Council
has both the experience and the
structures in place to promote and receive
Indigenous advice on the cultural
significance of the foreshore. These
structures include an Aboriginal advisory
group and protocols for advice on
indigenous heritage. There is no evidence
to suggest that Mosman Park is any more
transparent than the City of Fremantle in
regard to the foreshore. The argument for
amalgamating the northern foreshore
”under one local government” can be just
as easily reversed to argue that the City of
Fremantle should be that local
government.
A fire management strategy is required
for the area from South Mosman Park to
the adjoining North Fremantle foreshore
within the Rocky Bay area. This is best
managed by the Town of Mosman Park
Monitoring Strategy, to note changes and
adjust management strategies
accordingly.
This refers to a Mosman Park Monitoring
Strategy which is not available on the
Mosman Park website so it is difficult to
know what this refers to. Currently the
City of Fremantle has a North Fremantle
Foreshore Management plan last revised
in 2013, which deals in part with fire
management. It is not correct to assert
Figure 2 Fremantle Port Buffer Zones
City of Fremantle
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that “a fire management strategy is
required for this area” as it already exists.
The proposal is for clearly defined boundaries along major roads and a pathway between the City of Fremantle and the Town of Mosman Park.
i. The Proposal further fragments the Stirling Highway Activity Corridor in an east west direction.
ii. Using MaCabe Street as a boundary compromises the integrated planning of this development node.
iii. The proposal does not include the coastal beach (Leighton) and foreshore that is traditionally associated with this area.
Peak hour traffic on Stirling Highway and
McCabe Street is tending more towards all day intense traffic density and requires greater council involvement with Main Roads.
Traffic management in the area will not be
improved by using Stirling Highway and
McCabe Street as boundaries as this will
require both the Town of Mosman Park
and the City of Fremantle to liaise with
Main Roads over the same intersection.
In February/March 2015 the City of Fremantle commissioned from specialist transport consultants Cardno an independent traffic study of the existing and potential future traffic movements affecting the local road network in the area around McCabe Street, Thompson Road and connecting streets. Specifically, the study: 1. Analysed the existing performance of
McCabe Street, Coventry Parade and Thompson Road/Craig Street, including intersections with Stirling Highway;
2. Estimated future traffic generation volumes (post-redevelopment) from the large development sites in Development Area 18 adjacent to McCabe Street, and their impact on the performance of the local road network;
3. Analysed three different scenarios for the extension of McCabe Street/McCabe Place to connect to Thompson Road through the site of No. 130 Stirling Highway, and recommended a preferred option for such an extension.
The outcomes of the traffic study were reported to Council in May 2015. In response to the outcomes of the study, Council resolved that City staff should further investigate traffic safety and vehicle flow issues that currently exist and could be exacerbated by further development in the area, and specifically address any hazardous situations apparent on the section of McCabe Street between the Stirling Highway intersection and the boundary between the City and the Town of Mosman Park. This work is currently ongoing and some short term safety measures are being programmed for implementation in the current financial year whilst more comprehensive, longer term measures are designed to enable cost estimates to be prepared for consideration as part of the budget process for 2016/17 onwards.
The North Fremantle area under
consideration does not appear to the
focus of the administration of the City of
Fremantle.
It is untrue to suggest that the area has not been the focus of the City and the amount of planning along Stirling Highway and McCabe Street would attest to the
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City’s interest in the area. However, McCabe Street in North Fremantle until very recently has had (and still has) minimal pedestrian traffic and therefore footpaths may have not been maintained as they should have been.
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Effective delivery of local government services
Key Points 1. Contrary to statements made in the
Petitioners’ Proposal. Residents of North Fremantle are significant users of the City’s facilities.
2. The City provides for the maintenance and upgrade of key and local facilities within the North Fremantle area. Below is a list of key local and key capital works undertaken over the past two years.
The City of Fremantle provides a wide range of services and facilities that are utilised by the residents of North Fremantle. As can be seen in Table 4 residents of North Fremantle make good use of the City’s facilities. In addition, North Fremantle has seven parks/playgrounds a Football ground and, a cricket club, a community centre and a bowling club, a surf life- saving club, a heritage trail, three river swimming beaches and an extensive ocean beach.
Table 4 North Fremantle Use of Services
Area Active Library Members Swimming Multi Visit Passes Centre Membership Podiatry Transport
North Fremantle (residents and % of total resident members/users)
702 10.2% 51 12.0% 35 10.8% 4 4.2% 5 7.8%
Fremantle resident members
6,882 425 325 95 64
Source: City of Fremantle
STRATEGIC COMMUNITY PLAN 2015-25 51
Table 5 North Fremantle Capital Works Plan 2014/15 to 2015/16
Description 2014/15 2015/16
Roads
Queen Victoria St upgrade 22,290 $441,146
Harvest Rd upgrade $54,000
Northern Corridor Bike Study 25,000
Footpaths
Pearse St $17,831
Shared Path Tydeman and Stirling Hwy $301,500
Harvest Rd Streetscape 20,000
Open Spaces
Harvey Beach Wall repairs $93,000
Nth Fremantle Foreshore vegetation improvements $55,000
North Fremantle Dinghy Storgae $33,000
Leighton Beach Landscaping $582,000
Leigthon Beach Car Park (Wave Pool) 45,000 $400,000
Alfred Rd Park upgrade $50,000
North Fremantle Bowling Club Fence 10,000
Alfred Rd Park BBQ 12,000
Building Assets
Leighton Beach Kiosk and Changerooms $1,222,370
Gil Fraser Grandstand Repairs $188,012
Gil Fraser Fence repairs $41,300
Leighton Beach Grey Water Treatment $15,000
North Fremantle Bowling Club Electrical Board Upgrade 43,023
Gilbert Fraser Reserve Gym Re-roof 30,250
TOTAL CAPITAL EXPENDITURE 207,563 $3,494,159
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Responses to the Petitioners’ Proposal Residents of North Fremantle area also
enjoying the facilities provided in
Mosman Park such as shopping facilities
and schooling together with new and
established recreational activities: such
opportunities are not easily accessed in
the City of Fremantle.
This argument is about ease of access to
facilities and choice not whether or not
they are provided by a municipality. It can
be argued the North Fremantle Primary
School is just as accessible as schools in
Mosman Park. The matter of schooling is a
one of choice not proximity. While it may
be slightly more difficult to access
facilities in Fremantle it is dependent on a
host of factors about traffic volumes and
times of access.
Mosman Park provides such facilities
with far greater accessibility to the
petitioning North Fremantle residents
than does the petitioning North
Fremantle residents than does the City of
Fremantle.
Residents of North Fremantle … are
actively participating in activities in
Mosman Park due to the lack of
availability of infrastructure in their
immediate locality which has not been
adequately provide by the City of
Fremantle nor planned for the future.
Without specification of what infrastructure is referred to this argument is difficult to address. However, there is evidence that North Fremantle residents are significant users of Fremantle’s facilities and services (Table 4).
In addition, without considering the rest of Fremantle, North Fremantle has 7 parks/playgrounds a Football ground and, a cricket club, a community centre and a bowling club, a surf life- saving club, a heritage trail, three river swimming beaches and an extensive ocean beach. In fact the longest running football club in WA is the North Fremantle Magpies.
Beyond this the future redevelopment of
the area will provide even more
community infrastructure in the area.
The Southern part of North Fremantle is
regarded as a “heritage area” for
planning considerations by the City of
Fremantle… planning and development
applications have also been constrained
in time and cost to applicants by having
to conform with heritage considerations
requests which are generally not relevant
to this area.
This is incorrect – heritage status attaches to properties or landmarks and not specific areas. Properties in the area the subject of the proposal such as the Old Ford Factory site are also subject to heritage considerations.
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Local Government Capacity
Key Points 4. The City of Fremantle will forgo some
$886,000 in rate revenue. 5. The City has a much greater organisational
capacity than the Town 6. The Town has previously had difficulty
funding its commitments
The City of Fremantle does not believe that changing the northern boundary to include North Fremantle in Mosman Park will improve the situation for either the Town of Mosman Park or the residents of North Fremantle. It is not of such a scale to improve the financial position of the Town of Mosman Park but it will create complications and costs associated with changing this boundary. The City will lose rate revenue of some $886,000. This is associated with 246 rateable properties in the area: Commercial properties 5 Industrial properties 25 Residential properties 187 Vacant residential 31 Whilst this level of revenue loss may be managed by the City of Fremantle, it will not make a significant difference to the capacity of Mosman Park.
Organisation Capacity The petitioners continually refer to the greater capacity of the Town of Mosman Park to provide strategic, economic and social planning for the area. However, this is not
borne out by a more detailed examination of the structures and staffing numbers of the two organisations. Nor is it supported when considering the key strategic documents that support the Council’s activities. The City has or is working on, a number of key strategic documents to support its activities including:
Strategic plan 2015-20
Economic Development Strategy
Freo 2029: Transformational Moves
Green Plan
Integrated Transport Strategy
One Planet Fremantle Strategy
Greater Fremantle Parking Plan
Local Planning Strategy
Urban Forest Strategy
Biodiversity Linkages The organisational charts of both local governments can be seen at Attachments 1 and 2. It is apparent from these two charts that where the City has divisions and service areas looking after its various activities, the Town has individual officers performing its key functions and activities. Whilst the City has in-house expertise to develop its strategic documents, the Town relies on consultants to
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54
fulfil these functions (for example its Local Planning Scheme and Strategy).
Capacity of the Town of Mosman Park The Town of Mosman Park has previously had difficulties meeting some of its strategic plans. As nothing has changed since the problem cited in the Western Suburbs Weekly, it is likely that these problems persist.
History
Key Point 2. North Fremantle has never been part of
the Town of Mosman Park.
The Town of Fremantle was created on March 10, 1871 By 1895, the Town of North Fremantle had been created with the Town of East Fremantle being created in 1897. The Town of Fremantle was designated as a City in 1929. The Local Government Act (1961) saw the amalgamation of a number of local governments including that of the City of Fremantle with the Town of North Fremantle. The Town of East Fremantle remained a separate local government.
Figure 3 Newspaper Article on Town of Mosman Park
Source: Western Suburbs Weekly June 10, 2014
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Alternative Proposal The City of Fremantle will be lodging an alternative proposal with the LGAB. This proposal will result in the consolidation of all of the industrial land in the City of Fremantle and facilitating a coordinated approach to the planning and development of this strategic redevelopment area. The City has demonstrated that it has the capacity to plan for this area The City notes that the Board proposed: “…an alternative southern boundary of McCabe Street to Stirling Highway, south along Stirling Highway to the Leighton Railway Overpass and then west to the Indian Ocean.7” This boundary is not supported as it fragments the industrial redevelopment area. Maintaining the boundary along the rear of the industrial land north of McCabe Street ensures the consolidation of the redevelopment land.
7 Local Government Advisory Board (2014) Metropolitan
Local Government District Inquiries Report (p.642)
Figure 4 Alternative Boundary Proposal
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Conclusion The City opposes the North Fremantle residents’ proposal for a boundary change. There are no clear benefits to the residents, and there are doubts about the Town of Mosman Park’s capacity to deliver services and maintain assets in the area. In addition, the City is concerned about the impact that the transfer would have on the long term planning for the industrial redevelopment area and the Stirling Highway Activity Corridor. These projects make a significant contribution to the WAPC’s infill housing targets and the City is in the best position to facilitate development in these areas. The North Fremantle area will see major changes over the next decade with an influx of new residents and associated infrastructure and services to support the increase in density. The City has a long-term vision for this area and cannot support a proposal that compromises the development of this area.
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Attachment 1 City of Fremantle Organisational Structure
City of Fremantle
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Attachment 2 Town of Mosman Park Organisational Structure
Additional Documents - Ordinary Meeting of Council <Date: D MMMM YYYY>
Page 1
C1512-9 LATE ATTACHMENT – CITY OF FREMANTLE DRAFT PROPOSAL– LGAB BOUNDARY CHANGE CITY OF FREMANTLE AND THE TOWN OF MOSMAN PARK SUBMITTED BY GLEN DOUGLALL, DIRECTOR CITY BUSINESS
Requirements for Making a Proposal to the LGAB Schedule 2.1 of the Local Government Act states: (2) A proposal is to—
a) set out clearly the nature of the proposal, the reasons for making the proposal and the effects of the proposal on local governments; and
b) be accompanied by a plan illustrating any proposed changes to the boundaries of a district; and
c) comply with any regulations about proposals. The requirements of the Act will be met if a proposal contains the information outlined below.
The nature of the proposal A proposal must identify clearly how local government districts, or areas of local government districts, are proposed to be created, abolished or have their boundaries changed. For clarity, the proposal should also identify the essence of the proposal - whether it contemplates boundary changes; an amalgamation of existing local government districts; a combination of boundary changes and amalgamation; and so on. A “boundary change” is where the boundary of one existing local government is intended to be extended to encompass either the whole of another local government, or a part of another local government. An “amalgamation” is where two or more existing local governments are abolished and a new local government is created within the boundaries of the former local governments. A “combination” is where two or more local governments are to be abolished to create a new local government and a boundary is extended to encompass the whole or a part(s) of another local government(s).
The reasons for making the proposal The Act requires that the proposal include the reasons for making the proposal. It is suggested that these reasons be framed around the proposal's beneficial impacts on operational efficiency, effectiveness and improved service delivery. As examples, such benefits may include improved financial viability; a broader rate base; improved economies of scale; reduced duplication; better use of resources and facilities; a broader range of services for the community; expanded organisational capacity; improved career paths for staff; greater ability to plan and implement major projects; and improved capacity to partner with other levels of government.
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The effect of the proposal on the local governments As required by the Act, the proposal should describe the anticipated outcome or results of the proposal for the local government(s). Any other issues which might be relevant to the proposal should also be identified.
A plan illustrating the proposed changes It is a requirement of the Act that a map or plan showing the proposed boundaries be submitted to the LGAB as part of the proposal.
Endorsement Proposals to the LGAB must be endorsed by the relevant Council(s). For a proposal from an individual local government, it is that local government’s Council. For a joint proposal, it is the Council of each local government. The City of Fremantle, being an affected local government within the meaning of Schedule 2.1 of the Local Government Act 1995 (LGA), resolves to submit a proposal to the Local Government Advisory Board, pursuant to clause 2 (1) of Schedule 2.1 of the LGA, that orders be made by the Governor under Section 2.1 of the LGA which would change the boundaries of the districts of the City of Fremantle and Town of Mosman Park in accordance with the attached plan illustrating the proposed changes to those boundaries.
Additional Documents - Ordinary Meeting of Council <Date: D MMMM YYYY>
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C1512-9 LATE ATTACHMENT – LETTER TO THE LGAB PROPOSAL– LGAB BOUNDARY CHANGE CITY OF FREMANTLE AND THE TOWN OF MOSMAN PARK SUBMITTED BY GLEN DOUGLALL, DIRECTOR CITY BUSINESS
Chairman Local Government Advisory Board GPO Box R1250 PERTH WA 6844 Dear Cr Congerton (is he still a Councillor?) LOCAL GOVERNMENT ACT 1995 – PROPOSAL (Schedule 2.1) At the Council meeting held on dd/mm/yyyy the City of Fremantle resolved to submit a proposal to the Local Government Advisory Board pursuant to clause 2 (1) of Schedule 2.1 of the Local Government Act 1995 (a copy of which is attached). The City also attaches the following, pursuant to clause 2 (2) the City also attaches a copy of its Proposal that outlines the: 1. Nature of the Proposal; 2. Reason for making the Proposal; 3. Effect of the Proposal; 4. Map of the Proposal area Please contact the Chief Executive Officer if you require any further information. Needs to be signed by CEO and Mayor
Additional Documents - Ordinary Meeting of Council <Date: D MMMM YYYY>
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C1512-9 LATE ATTACHMENT – COUNCIL RESOLUTION – LGAB BOUNDARY CHANGE CITY OF FREMANTLE AND THE TOWN OF MOSMAN PARK SUBMITTED BY GLEN DOUGLALL, DIRECTOR CITY BUSINESS
I propose to move Part 2 of the Officer’s Recommendation to include the following wording as shown in bold and italics: Council Resolution The City of Fremantle, being an affected local government within the meaning of Schedule 2.1 of the Local Government Act 1995 (LGA), resolves to submit a proposal to the Local Government Advisory Board, pursuant to clause 2 (1) of Schedule 2.1 of the LGA, that orders be made by the Governor under Section 2.1 of the LGA which would change the boundaries of the districts of the City of Fremantle and Town of Mosman Park in accordance with the attached plan illustrating the proposed changes to those boundaries.