city of stirling business plan 2017 - 2021 · city of stirling corporate business plan 2017/18 | 5....

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| 2017/18 – 2020/21

Corporate Business Plan2017/18 – 2020/21

City of Stirling Corporate Business Plan 2017/18 | 1

Contents

Message from the Mayor and the Chief Executive Officer 2

Integrated Planning and Reporting 3

About this Plan 4

Vision, Mission Statement and Values 5

Council 6

Organisational Structure 8

Themes and Aspirational Objectives 9

Theme Objectives, Services and Supporting Actions 10

Theme 1: Liveable City and Thriving Neighbourhoods 11

Theme 2: Sustainable Environment 14

Theme 3: Engaged Communities 15

Theme 4: Accessible and Connected City 16

Theme 5: Prosperous City 18

Theme 6: Making It Happen 19

City Services 21

1. Community Development 23

1.1 Community Safety 24

1.2 Community Services 27

1.3 Customer and Communications 32

1.4 Recreation and Leisure Services 34

2. Infrastructure 37

2.1 City Building 39

2.2 Engineering Design and Engineering Operations 42

2.3 Engineering Design 45

2.4 Engineering Operations 46

2.5 Parks and Sustainability 47

2.6 Waste and Fleet 51

3. Planning and Development 55

3.1 Approvals 57

3.2 City Planning 59

3.3 Health and Compliance 61

4. Corporate Services 64

4.1 Corporate Information Services 65

4.2 Finance Services 67

4.3 Human Resources 69

5. Office of the Chief Executive Officer 72

5.1 Office of the CEO – Executive Services 73

5.2 Governance and Strategy 74

Local Planning Strategy 77

Resource Plans 78

Long Term Financial Plan 78

Workforce Plan 79

Asset Management Framework 80

Risk Management 81

Reporting Progress 83

Appendix 1 84

Appendix 2 88

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Message from the Mayor and the Chief Executive OfficerThe City of Stirling is proud to present the City’s Corporate Business Plan for the next four years, which details how we plan to serve our diverse community through efficient, responsive and sustainable services. The Corporate Business Plan 2017/18 - 2020/21 was unanimously adopted by Council on 4 July 2017. The plan is reviewed annually to reflect potential new opportunities and challenges that emerge, while delivering the City’s long-term vision to be a place where people choose to live, work, visit and invest.

This plan sets out the initiatives and activities that will be implemented by the City over the next four years. The most significant will be the delivery of the Scarborough Redevelopment project and the Stirling City Centre.

The City of Stirling’s partnership with the Metropolitan Redevelopment Authority (MRA) will see over $101 million invested in the area over the next three years. In particular, the City is constructing a $26 million, 50m outdoor heated coastal pool, which is expected to open in early 2018 and will become the jewel in the crown for this iconic coastal setting. This will transform Scarborough Beach into an international tourist destination and the best beach in Western Australia for locals to live, work and play.

With this successful project well established, the City of Stirling will be working hard on our number one priority: the Stirling City Centre. The long-term vision is to create an accessible, vibrant urban centre that will reduce traffic congestion and provide more jobs and affordable

housing as well as connecting transport links from Glendalough to Scarborough Beach. In 2017/18, the City of Stirling will focus on securing funding for this significant project.

An increased emphasis on street tree planting and progress on the City’s Million Trees program, in addition to proposed changes to retain trees on private property, will support the growth of the City’s urban forest canopy into the future.

We are committed to working to deliver a sustainable and thriving City which engages the community and fosters prosperity. The Corporate Business Plan is an important part of our overall ‘Plan for the Future’ and with hard work and consistent service delivery, the future continues to be bright for the City of Stirling - the ‘City of Choice’.


Integrated Planning and Reporting

In 2011, the Western Australian State Government introduced legislation requiring local governments to prepare an Integrated Planning and Reporting Framework. The Framework requires the development of a ‘Plan for the Future’, comprising a ten-year Strategic Community Plan, a four-year Corporate Business Plan and supporting resource plans.

As part of the integrated planning process, local governments are required to consult with their communities to develop a long-term vision, examine the demographic, social, environmental and economic trends shaping the future of their area and align their activities and resources to address the community’s aspirations expressed in the vision. Measurement, assessment

and reporting are also logically part of the Framework, enabling continuous improvement and ultimately supporting progress towards the community’s vision and objectives.

The diagram below illustrates the legislated and City of Stirling’s Integrated Planning Framework.

City of Stirling Plan for the Future

Long Term Financial PlanAsset Management Plan

Workforce PlanStrategic Information

Management Plan

Strategic Community Plan

(10 year plan)

VISION

MissionValues and Sustainability

PrinciplesOBJECTIVES

Corporate Business Plan(4 year plan)

Strategies and PlansServices

Strategic Projects

Business Unit Plans(1 year plan)

Operational Service

ActivitiesPrograms and Projects

Annual Budget

Annual Plans

Measuring Progress

Community Outcomes

Service Delivery andProgram/Project Delivery

City Performance

Resource Plans

The City of Stirling’s Integrated Planning Framework

The City has in place an Integrated Planning and Reporting Framework that meets all legislative requirements.

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About this Plan

The City of Stirling adopted its first suite of Integrated Plans in 2013/14, completed a minor strategic review of its Strategic Community Plan in 2016 and has reviewed its Corporate Business Plan every year. These reviews not only meet regulatory requirements, but also ensure these Plans remain relevant and continue to support the achievement of the community’s vision. This Plan outlines the reviewed and updated Corporate Business Plan for 2017/18 - 2020/21.

In developing and reviewing the Plan, the City has undertaken an analysis of community priorities, researched changing demographics, social, economic and environmental drivers, and considered ‘best practice’ to meet new challenges and demands.

The reviewed Corporate Business Plan sets out the City’s long-term vision and objectives and details the services and activities the City will deliver over 2017/18 - 2020/21 to support their achievement. During 2016/17, the City reviewed and made changes to its organisational structure

in order to better ‘serve the City’s diverse community through delivering efficient, responsive and sustainable services’. These changes are incorporated into this reviewed Plan. In 2017/18, the City will undertake a major review of its Strategic Community Plan and Corporate Business Plan and will continue to review its services to drive ongoing improvement and ensure the City provides best value services to the community.

The Corporate Business Plan shapes how the City will use its resources over the next four years and has also been directly influenced by the City’s Long Term Financial, Asset Management, Workforce and Strategic Information Management Plans. The Corporate Business Plan, in turn, guides the development of the 2017/18 Annual Budget and Business Unit Annual Business Plans.

In everything the City does, it will make the very best use of its finite, limited resources to achieve the greatest possible benefit for the community, while growing its capacity to deliver services important to the community.

The Corporate Business Plan (2017/18 - 2020/21) outlines:

• the City’s long-term vision, mission and values

• an overview of the City and Council

• the vision themes, objectives, services and supporting projects

• service commitments, resources and key performance indicators

• an overview of the City’s Local Planning Strategy, Long Term Financial, Workforce and Asset Management Plans

• the City’s commitment to risk management

• how the City will measure and report on the City’s performance and progress

The City is confident that the Corporate Business Plan (2017/18 - 2020/21) meets all regulatory requirements and that its implementation will continue to drive improvements in service performance and contribute towards achievement of the community’s vision for the City of Stirling to be the ‘City of Choice’.

Vision, Mission Statement and Values

VisionThe City of Stirling will be a place where people choose to live, work, visit and invest. We will have safe and thriving neighbourhoods with a range of housing, employment and recreational opportunities. We will engage with our diverse community to help shape our future into the City of Stirling - City of Choice.

Mission StatementTo serve the City’s diverse community through delivering efficient, responsive and sustainable services.

ValuesThe City of Stirling’s core values are:

• Integrity

• Community Participation

• Accountability

• Respect

• Environment

• Diversity


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CouncilWith a population exceeding 228,0001 residents, the City of Stirling is the largest Council (by population) in Western Australia and the thirteenth largest Council in Australia. The City is divided into seven wards each represented by two2 Elected Members.

Hamersley WardBalcatta*CarineGwelupHamersleyKarrinyup*Stirling*

Cr Samantha Jenkinson

Cr Andrew Guilfoyle

Balga Ward BalgaMirrabookaNollamara*Westminster

Cr Keith Sargent Deputy Mayor

Cr David Boothman JP

Coastal Ward Doubleview*Karrinyup*North BeachScarboroughTriggWatermans Bay

Cr Karen Caddy

Cr Mark Irwin

Doubleview Ward ChurchlandsDoubleview*InnalooKarrinyup*WembleyWembley DownsWoodlands

Cr Elizabeth Re

Cr Stephanie Proud JP

Inglewood Ward Dianella*InglewoodYokine*

Cr Terry Tyzack

Cr David Lagan

Lawley Ward CoolbiniaDianella*Nollamara*MenoraMt LawleyYokine*

Cr Rod Willox AM JP

Cr Joe Ferrante

Osborne Ward Balcatta*GlendaloughJoondannaOsborne ParkStirling*Tuart Hill

Cr Giovanni Italiano JP Mayor

* denotes suburbs that are located in multiple wards


Council HistoryThe City of Stirling began as the Perth Road District in 1871. The District also included what are now the Cities of Belmont, Wanneroo and Bayswater and was administered by the Perth Road Board.

The Perth Road Board office was located in the City of Perth until a new administration centre was built at the current site in 1958. In 1961, the Perth Road Board became the Shire of Perth and ten years later the Shire of Perth became the City of Stirling. Since then the City of Stirling has been represented by 16 Mayors, a number of whom have held the office for more than one term.

The Role of CouncilCouncil operates under the Western Australian Local Government Act 1995. The Council is responsible for the performance of the City’s functions as well as providing leadership through:

• governing the City’s affairs

• determining the policies of the City

• overseeing the allocation of the City’s finances and resources

Council’s Governance

Council Meetings

The Council of the City of Stirling consists of 14 elected Councillors sitting as one body, with the Mayor as presiding member. Council is the policy and decision-making body for the City and meets at 7.00pm, usually on the first and third Tuesday of every month. The Chief Executive Officer and the Directors of the City’s five directorates also attend Council meetings to assist the Councillors with information as required. Members of the public

are welcome to attend Council meetings but are not permitted to take part in Council debate, although a question may be presented during Public Question Time. Minutes of Council meetings are available to the public in the week following the Council meeting.

Council Committees

Council committees generally meet once a month and consider information provided verbally and in reports by specialist City officers. Each committee then decides on a course of action and makes recommendations to be considered at the next Council meeting. There are four Council committees, being the Planning and Development Committee, the Community and Resources Committee, the Audit Committee and the Strategic Property Committee.

Planning and Development Committee

This committee meets once a month and consists of seven elected Councillors. The objective of the committee is to advise Council on matters that pertain to the Planning and Development Directorate of the City of Stirling and covers items such as development approvals, city planning, environmental health and compliance, economic development and urban regeneration and to make appropriate recommendations to Council.

Community and Resources Committee

This committee meets once a month and consists of seven elected Councillors. The objective of the committee is to advise Council on matters that pertain to waste management, engineering design,

engineering operations, recreation and leisure, parks and reserves, libraries, arts and culture, community services, transport, city building operations, human resources, governance, finance and corporate projects and to make appropriate recommendations to Council.

Audit Committee

The Audit Committee is required by legislation and is an essential element of the City’s corporate governance framework. Membership of the committee includes the Mayor, up to seven Councillors and an independent external member with financial management and audit expertise. The committee meets at least once every quarter and holds additional meetings as required.

Strategic Property Committee

The objective of the Strategic Property Committee is to provide recommendations to Council on property investment strategies and concepts, to deliver long term financial and social returns to the City in accordance with the City of Stirling Property Strategy.

Chief Executive Officer’s Performance Review Committee

The Chief Executive Officer’s Performance Review Committee consists of the 14 elected Councillors, with the Mayor as presiding member. The Committee is responsible for reviewing and evaluating the performance of the Chief Executive Officer. This Committee has delegated authority.

1 Australian Bureau of Statistics 2 The Osborne Ward currently has one vacant Elected Member position

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Organisational StructureThe City of Stirling operates across four Directorates, each of which report to the Chief Executive Officer. Each Directorate is made up of a number of Business Units, which are responsible for the delivery of City services or internal support services. The City’s services and alignment to the vision objectives are discussed in more detail in the following sections.

Community Development

Corporate Services Infrastructure

Planning and Development

Waste

and Fleet

Community Safety City Building ApprovalsCorporate Information Services

Recreation and Leisure Services

Parks and Sustainability

Customer and Communications Human Resources Health and Compliance

Engineering Operations

Community Services Finance Services

Engineering Design City Planning

Executive ServicesInternal Audit

Chief Executive Officer

Governance and Strategy


Themes and Aspirational ObjectivesSix themes, with aspirational objectives, further describe the City’s vision for the future.

Theme 1 – Liveable City and Thriving Neighbourhoods

Aspirational Objective

The City of Stirling will have beautiful streetscapes, open spaces and a range of housing choices creating a strong sense of place. People will be encouraged to be active through a variety of exciting events and recreational activities. Residents will feel safe and there will be access to quality health and care services to meet the changing needs of the community.

Theme 2 – Sustainable Environment


The City of Stirling will value, protect and improve the environment by using natural resources wisely, reducing the impact of our activities on the environment and protecting wildlife and natural habitats. The City will support and encourage everyone in the community to work for a sustainable future.

Theme 3 – Engaged Communities


The City of Stirling will be a place where people from diverse backgrounds will feel included and respected. Residents will be informed and involved in important local issues and encouraged to participate in community life.

Theme 4 – Accessible and Connected City


The City of Stirling will be accessible with sustainable transport solutions, safer roads and parking availability. Improved technology will create a connected community with many of the City’s services available online.

Theme 5 – Prosperous City


The City of Stirling will be fostering business development and employment opportunities, making it a great place to invest. Our attractions and events will stimulate tourism, increasing the number of visitors to our City.

Theme 6 – Making It Happen


The City of Stirling will continue to be recognised both regionally and nationally as a Council committed to quality services and continuous improvement. We will build on this reputation while continuing to be among the best performing local governments in Australia and beyond.

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Theme 1 Liveable City and Thriving Neighbourhoods1.1 A Strong Sense of Place

1.2 Housing Choice

1.3 Beautiful Streetscapes and Open Spaces

1.4 Safer City

1.5 Health and Wellbeing

1.6 Active and Vibrant City

Theme 2 Sustainable Environment2.1 Clean and Waste Wise City

2.2 Energy Wise City

2.3 Water Wise City

2.4 Flourishing Wildlife and Natural Habitat

Theme 3 Engaged Communities3.1 Inclusive and Harmonious City

3.2 Active Participation and Volunteering

3.3 Two Way Dialogue

Theme 6 Making It Happen6.1 Customer Focus

6.2 Good Governance

6.3 Prudent Financial Management

6.4 Investing for the Future

6.5 Employer of Choice

6.6 Integrated Planning and Reporting

6.7 Partner of Choice and Persuasive Advocate

Theme 4 Accessible and Connected City4.1 Planning for Accessibility

4.2 Travel Choice

4.3 Safer Roads

4.4 Smart Parking

4.5 Connected City

Theme 5 Prosperous City5.1 Great Place to Work, Invest

and Do Business

5.2 Destination City

Theme Objectives, Services and Supporting ActionsThe six themes and related aspirational objectives are summarised below and detailed in the following sections.

The Corporate Business Plan 2017/18 - 2020/21 reflects the City’s mission ‘to serve the City’s diverse community through delivering efficient, responsive and sustainable services’, and focusses on the services the City delivers and will continue to deliver over 2017/18 - 2020/21 to achieve the Strategic Community Plan objectives.

Each of the theme tables provides:

• a list of the services to achieve the Strategic Community Plan vision and objectives1

• a description of strategic projects and significant activities the City will undertake to expand or improve services

A summary of high level service commitments for each service area is outlined in the ‘City Services’ section and the key stakeholders and federal, state and industry strategies and plans are described in Appendix 1 of this Plan.

1 Services are listed against the objectives that align to their primary purpose for delivery. While these services may also have secondary impacts and support progress towards a number of

other City objectives, for practical purposes services are not listed against these objectives.


Theme 1: Liveable City and Thriving Neighbourhoods

The City of Stirling will have beautiful streetscapes, open spaces and a range of housing choices creating a strong sense of place. People will be encouraged to be active through a variety of exciting events and recreational activities. Residents will feel safe and there will be access to quality health and care services to meet the changing needs of the community.

Services to Achieve Strategic Community Plan Objectives

Service Commitments and Strategic Projects 17

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1.1 A Strong Sense of Place

Our suburbs will have their own unique character based on the heritage, high-quality built infrastructure and a strong sense of community in each neighbourhood.

S3, S4

Land Use Planning

Deliver service commitments Ongoing City Planning

• Develop and implement the Local Planning Strategy • Develop the Scarborough Beach West Activity

Corridor Plan

• Develop the Mirrabooka Activity Centre Structure Plan • Complete a feasibility study for Flora Terrace • Complete the Main Street Corridor Urban Design

Study

• Review Local Planning Scheme 3, in accordance with legislated requirements

S5 Heritage Conservation


S1, S2

Statutory Planning and Building

Deliver service commitments Ongoing Approvals

S11, S23

Statutory Compliance

Deliver service commitments Ongoing Health and Compliance

1.2 Housing Choice

There will be a choice of housing size, style and price to meet the needs of our residents and infill development will be managed to preserve amenity within the City of Stirling.

S3, S4

Land Use Planning


• Complete the Better Suburbs Project - Place based planning for Balga, Westminster, Nollamara, to improve built form outcome

• Review parking ratios for local centres to ensure the City meets future needs

S6 Economic Development

• Implement the Affordable Housing Project Planning and Development Administration

S1, S2

Statutory Planning and Building

Deliver service commitments Ongoing Approvals

S11, S23



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1.3 Beautiful Streetscapes and Open Spaces

There will be well-designed, clean and maintained streets, tree canopy cover will be valued and there will be ready access to parks and open space, creating a welcoming, attractive environment that supports the wellbeing of the community.

S25- S29

Parks, Reserves, Natural Areas and Streetscapes

Deliver service commitments Ongoing Parks and Sustainability• Develop and implement an Urban Forest Strategy

• Progress the Million Trees program to plant one million trees and other plants by 2030

S3, S4 Land Use Planning


• Develop a comprehensive Tree Protection Planning Framework within the City’s Local Planning Scheme

S25- S29


• Develop, review and implement a rolling Parks and Reserves four-year capital development program


• Develop, review and implement the Integrated Pest Management Framework

S52- S57

Recreation and Leisure

Deliver service commitments Ongoing Recreation and Leisure Services

• Review and implement the City’s Public Open Space Strategy to meet community demands for activities, functions, cultural and events bookings

• Implement the Dianella Regional Open Space Master Plan

• Implement the Inglewood Oval/ Hamer Park Development Plan

• Implement the Yokine Reserve Master Plan • Establish a forward plan for the expenditure of cash-

in-lieu funds based on public open space needs and identified opportunities

1.4 Safer City

The City will be a leader in community safety, addressing crime and antisocial behaviour and working with the community to make people feel safer living, visiting and working in the City of Stirling.

S33 Community Safety

Deliver service commitments Ongoing Community Safety

S24 Emergency Management

Deliver service commitments Ongoing

1.5 Health and Wellbeing

The City will promote public health and wellbeing and there will be a range of quality health and care services to meet the changing needs of our community.

S10 Environmental Health

Deliver service commitments Ongoing Health and Compliance• Prepare and implement a Local Public Health Plan

S11, S23



S52- S57



S35- S46

Community Services

Deliver service commitments Ongoing Community Services




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1.6 Active and Vibrant City

There will be a choice of sport, leisure, lifelong learning, arts and events for everyone in the City of Stirling.

S52- S57



• Build the Scarborough Beach Pool City Building

S12- S14

City Building Deliver service commitments Ongoing City Building

S47 Library and Information Services

Deliver service commitments Ongoing Community Services• Develop and implement the Strategic Plan for Library

Services

• Develop Local Area Hubs concept and implement at libraries/City facilities as appropriate

• Introduce RFID technology to City’s libraries for improved circulation and security of library book stock

S48 Stirling History Collection and Mount Flora Museum


S51 Arts and Events Deliver service commitments Ongoing Customer and Communi-cations

• Partner with the Metropolitan Regional Authority to implement the Scarborough Beach Public Art Plan

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Theme 2: Sustainable EnvironmentThe City of Stirling will value, protect and improve the environment by using natural resources wisely, reducing the impact of our activities on the environment and protecting wildlife and natural habitats. The City will support and encourage everyone in the community to work for a sustainable future.



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2.1 Clean and Waste Wise City

The impact of waste on the environment will be minimised through the provision of effective and innovative waste and recycling services and the community will be working together to reduce, reuse and recycle.

S30 Waste Management

Deliver service commitments Ongoing Waste and Fleet• Develop, revise, review and implement the City’s

Strategic Waste Minimisation Plan (2013-2018)

• Implement Stage 3 of the Recycling Centre Development

2.2 Energy Wise City

The City’s energy use and greenhouse gas emissions will be reduced and the community will be supported and encouraged to do the same.

S9 Sustainability Deliver service commitments Ongoing Parks and Sustainability• Develop and implement Sustainability Strategy:

Energy Wise City

2.3 Water Wise City

Innovative solutions will be implemented to reduce our water use and the City will be working with our community to reduce water consumption through education and advice.

S25- S29


Deliver service commitments Ongoing Parks and Sustainability

S9 Sustainability Deliver service commitments Ongoing

• Develop and implement Sustainability Strategy: Water Wise City

2.4 Flourishing Wildlife and Natural Habitat

Our wildlife and natural habitats will be protected and enhanced and the community will be supported to protect and preserve the City’s biodiversity.

S25- S29


Deliver service commitments Ongoing Parks and Sustainability• Review and implement the City’s Local Biodiversity

Strategy to improve natural area condition, native flora and wildlife habitation

S31 Beach Cleaning Deliver service commitments Ongoing Waste and Fleet

S9 Sustainability • Develop and implement Sustainability Strategy: Adaptive City



Theme 3: Engaged CommunitiesThe City of Stirling will be a place where people from diverse backgrounds will feel included and respected. Residents will be informed and involved in important local issues and encouraged to participate in community life.



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3.1 Inclusive and Harmonious City

The City will be a place where diversity is celebrated, people live together in harmony and there is universal access to services.

S35- S46

Community Services

Deliver service commitments Ongoing Community Services• Develop and implement a Youth Engagement

Framework for the City of Stirling

3.2 Active Participation and Volunteering

The City will be a place where people of all ages and diverse backgrounds can pursue their interests, there will be more opportunities to volunteer and the contribution of volunteers will be recognised and celebrated.

S35- S46

Community Services


3.3 Two Way Dialogue

The City will be in touch with local residents, listen to what people have to say and offer many ways for residents to provide feedback and participate in decision making.

S49 Marketing Deliver service commitments Ongoing Customer and Communications• Develop a new website to improve information

quality and customer engagement

S50 Stakeholder Engagement


All City Services Deliver service commitments Ongoing All Business Units

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Theme 4: Accessible and Connected CityThe City of Stirling will be accessible with sustainable transport solutions, safer roads and parking availability. Improved technology will create a connected community with many of the City’s services available online.



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4.1 Planning for Accessibility

People will be able to meet their education, employment, recreation, service and consumer needs within a reasonable distance of their home.

S3, S4 Land Use Planning Deliver service commitments Ongoing City Planning

• Finalise and implement the Herdsman/Glendalough Structure Plan

• Work with State Government on proposed light rail networks and advancement to existing public transport networks

4.2 Travel Choice

Accessibility for pedestrians, cyclists and public transport users will be improved.

S3, S4

Land Use Planning • Review and implement an Integrated Transport Strategy

X City Planning

S22 Transport Infrastructure and Traffic Management

Deliver service commitments Ongoing Engineering Design and Engineering Operations

• Develop and implement the Bike Route Development Plan

Engineering Design

S3, S4 Land Use Planning • Develop a City Deal for Application for Federal Funding for SBR Light Rail

X City Planning

4.3 Safer Roads

Travelling on the City’s roads will be safer, more reliable and convenient.



• Implement the Doubleview Commercial Centre Road Upgrade Project

Engineering Design

• Implement the Rights of Way Program Engineering Design and Engineering Operations

S11, S23






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4.4 Smart Parking

Parking space will be well managed to meet the current and future demands of a growing and prosperous City.



• Develop the Ellen Stirling Boulevard Car Park

S34 Parking Services Deliver service commitments OngoingCommunity Safety• Develop and implement the smart parking

technology plan

4.5 Connected City

Accessing the City’s services online will be user-friendly and straightforward.

S61- S66

Corporate Information Services

Deliver service commitments Ongoing Corporate Information Services

• Review and implement the City’s Strategic Information Management Plan

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Theme 5: Prosperous CityThe City of Stirling will be fostering business development and employment opportunities, making it a great place to invest. Our attractions and events will stimulate tourism, increasing the number of visitors to our City



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5.1 Great Place to Work, Invest and Do Business

The City will be facilitating business development and employment opportunities, making it an investment location of choice.

S6, S7 Economic Development

Deliver service commitments Ongoing Planning and Development Administration

• Implement the Economic and Tourism Development Strategy

S7 Urban Regeneration

• Assist the Metropolitan Redevelopment Authority to implement the Scarborough Redevelopment Project

City Building

• Implement the Mirrabooka Regional Centre Improvement Strategy

S3, S4 Land Use Planning • Implement the Stirling City Centre Project City Planning

5.2 Destination City

The City will be promoting visitor attractions and conducting events to enhance tourism in the area.

S6, S7 Economic Development

Deliver service commitments Ongoing Planning and Development Administration

S51 Arts and Events Deliver service commitments Ongoing Customer and Communications


Theme 6: Making It HappenThe City of Stirling will continue to be recognised both regionally and nationally as a Council committed to quality services and continuous improvement. We will build on this reputation while continuing to be among the best performing local governments in Australia and beyond.



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6.1 Customer Focus

The City will be providing consistent, dedicated and efficient customer services.

S82 Customer Service

Deliver service commitments Ongoing Customer and CommunicationsS82 • Develop and implement a Customer Service

Strategy

S82 • Implement the Customer Relationship Management System Project

S83 Professional Standards

Deliver service commitments Ongoing Governance and Strategy

6.2 Good Governance

The City will comply with legal requirements, observe high ethical standards in all it does and be open and transparent to the community and other stakeholders.

S80- S85

Governance Deliver service commitments Ongoing Governance and Strategy

S86 Information Management


S76 Corporate Risk Management


S79 Internal Audit Deliver service commitments Ongoing Executive Services

S8 Major Project Management

• Develop and implement a Corporate Project Management Framework

City Building

6.3 Prudent Financial Management

The City will use its financial resources prudently and plan for the long-term financial sustainability of the City.

S67- S71

Financial Management

Deliver service commitments Ongoing Finance Services• Review and implement the Long Term Financial

Plan

• Further integrate the City’s Long Term Financial Plan and Annual Budget with the City’s Integrated Planning Framework

• Implement Stirling Transformational Enterprise Procurement (STEP) program

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6.4 Investing for the Future

The City’s assets will be managed in an efficient and coordinated manner, providing consistency and value for money. Standards will be applied to all assets with the impacts on the natural environment, amenity and the health and safety of the community taken into account.

S58 Asset Management

Deliver service commitments Ongoing City Building

• Develop, review and implement the Asset Management Framework

S59 Property Strategy Investment Management

Deliver service commitments Ongoing Infrastructure Administration• Review and implement the Property Strategy

S60 Land and Property Management


S32 Fleet Management

Deliver service commitments Ongoing Waste and Fleet

6.5 Employer of Choice

The City will invest in its workforce to attract, develop and retain employees to meet the community’s current and future needs.

S72- S75, S87

Human Resource Management

Deliver service commitments Ongoing Human Resources

• Review and implement the City’s Workforce Plan

S75 Occupational Safety and Health


6.6 Integrated Planning and Reporting

The City will plan for the future, implement its plan, manage its resources and measure its progress toward the achievement of the community's vision, aspirations and objectives.

S78 Integrated Planning and Reporting


• Develop and review the Strategic Community Plan and Corporate Business Plan in accordance with legislative requirements and through the process set out in the City’s Integrated Planning and Reporting Process Plan

Governance and Strategy

• Implement the agreed outcomes of the Service and Organisational Review, including a City services and structural review to determine the most effective and efficient way of delivering services and achieving the objectives of the Strategic Community Plan

Office of the CEO

6.7 Partner of Choice and Persuasive Advocate

The City will work with and influence others for the benefit of the City of Stirling.


Deliver service commitments Ongoing Customer and Communications• Prepare a Stakeholder Management Plan

S77 Advocacy, Partnerships and Alliances

• Deliver service commitment Ongoing Office of the CEO


City ServicesDuring 2016/17, the City reviewed and made changes to its organisational structure in order to more efficiently and effectively deliver its services. These changes are reflected in the Directorate and Business Unit structures outlined in this section. Due to the difficulties of comparing historical resource allocations with current and proposed future resource allocations, the historical allocations are provided at the Directorate level only and not at the Business Unit level.

The services delivered to achieve the Strategic Community Plan vision and objectives have been clearly identified in the preceding tables. In the following sections, these services are described in more detail, including summary service level commitments for the next four years, resources budgeted to meet these commitments and service key performance indicators.

Throughout this City Services section:

2 Direct Revenue refers to all sources of funding that contribute to the City’s operating budget, including revenue from rates, waste service charges, grants and fees, and charges for services.

3 Direct Expenses refers to operating costs without activity cost-based allocations.

4 Business Unit Capital refers to minor capital items such as fleet, IT and replacement capital.



1. Community Development

The Community Development Business Units and their Services Units are detailed in the table below:

Community Development

Community Development Management

Community Safety Community ServicesCustomer and Communications

Recreation and Leisure Services

Community Safety Management

Community Services Management

Customer and Communications Management

Recreation and Leisure Services Management

Community Safety Operations Community Services and Development

Marketing Leisure Planning and Projects

Parking Services Aged and Disability Care Services

Stakeholder Engagement Club Development

Cultural Diversity and Community

Arts and Events Direct Managed Recreation Facilities

Library Services Customer Services Stirling Leisure Centres (Aquatics)

Established and Temporary Full-time and Part-time Positions Allocated to Provide Services

Community Development Directorate FTE

Actual FTE 15/16 (at 30 June 2016)

Budgeted FTE 16/17

Budgeted FTE 17/18-20/215

Established 267.01 268.30 299.31

Temporary 86.45 80.50 90.60

Total FTE 353.46 348.80 389.91

Financial Resources Allocated to Provide Services

Community Development Directorate

15/16 Actual

$

16/176 Budgeted

$

17/18 Budgeted

$

18/19 Forecast

$

19/20 Forecast

$

20/21 Forecast

$Operating Budget

Direct Revenue² 26,141,704 24,940,418 26,907,198 27,512,610 28,200,425 28,905,435

Direct Expenses3 (41,604,547) (44,077,020) (50,571,848) (51,709,715) (53,002,458) (54,327,519)

Total Net Operating (15,462,843) (19,136,602) (23,664,651) (24,197,105) (24,802,033) (25,422,084)

Community Development Directorate

15/16 Actual

$

16/17 Budgeted

$

17/18 Budgeted

$

18/19 Forecast

$

19/20 Forecast

$

20/21 Forecast

$Capital Budget

Total Capital (1,120,221) (2,611,920) (2,189,268) (2,238,527) (2,294,490) (2,351,852)

5 Note the changes to the FTE are due to the organisational restructure in 2016/17 and the establishment of the new aquatic facility, the Scarborough Beach Pool, which will open in early 2018.

6 Note that the Budgeted 2016/17 Direct Revenue originally reported in the Corporate Business Plan 2016/17-2019/20 contained some errors. These have now been corrected within this Corporate Business Plan.

24

1.1 Community SafetyPurpose Statement

To provide services and work with others to make the City a safer place and implement the City’s paid parking program. The Business Unit provides services that are primarily delivered to support the achievement of the following vision objectives:

The Community Safety Business Unit has three Service Units:

• Community Safety Management

• Community Safety Operations

• Parking Services

Community Safety - Service Units and Services

No.

Service Units

Services

Service Description and Current Key Levels of Service

16/17 to be continued in 17/18 – 20/21

Service Change

17/18 – 20/21

Community Safety Management Service Unit

S24 Emergency Management

Emergency Management

The City of Stirling:

• has emergency management and recovery management arrangements in place and communicates these to relevant stakeholders

• manages community recovery after emergencies or disasters within the district

• works with relevant stakeholders to improve the City’s resilience to emergencies or disasters

Maintain

Community Safety Operations Service Unit

S33a Security Services Technical Security Services

The City of Stirling maintains the City’s CCTV camera network in identified sites and provides CCTV footage to support investigations and WA Police operations.

Security Patrol Services


• provides a responsive security service that is available 7 days a week, 24 hours a day on call; conducts regular random patrols; and offers a holiday watch service

• provides a security service for departments and service units within the City in accordance with annually agreed Service Level Agreements

Maintain

Maintain

Liveable City and Thriving Neighbourhoods

Sustainable Environment

Engaged Communities

Accessible and Connected City Prosperous City

Making It Happen


No.

Service Units

Services



Service Change

17/18 – 20/21

S33b Ranger Services Ranger Services

The City of Stirling:• provides ranger services daily, from 7am to 8pm, and responds to a

range of issues including animal control, parking and litter

• enforces relevant animal legislation, including registration, control requirements and permits

• enforces safe and legal parking

• completes an annual schedule of community events and engagements to educate the community on programs associated with safe parking, responsible animal ownership and general community safety

Maintain

S33c Animal Management

Animal Care Facility


• provides an animal care facility in Balcatta to house lost and stray dogs

• provides an adoption service for unclaimed dogs

Companion Animal Management


• provides access to discounted sterilisation and micro-chipping services

• manages dog and cat registrations and relevant permits

Cease

The pet funeral and animal cremation service will cease operating in June 2017.

Maintain

Parking Services Service Unit

S34 Parking Services Parking Services


• implements the City’s paid parking program

• enforces safe and legal parking

Maintain

Community Safety - Service Key Performance Indicators

Service CBP KPI (City Performance)

17/18

Target

15/16

Result

14/15

Result

13/14

Result

12/13

Result

11/12

Result

Residents’ Satisfaction

Average satisfaction rating of surveyed residents for the City of Stirling’s performance with security patrol

≥ 7.0(Max 10)

7.4 7.6 6.8 7.4 7.7


Average satisfaction rating of surveyed residents for the City of Stirling’s performance with ranger services

≥ 7.0(Max 10)

7.2 7.5 7.1 7.5 7.9

Emergency and Recovery Management Arrangements

Emergency and recovery management arrangements are in place, up-to-date and comply with State Emergency Management policy requirements

Full adherence

Full adherence

Full adherence

Full adherence

Full adherence

Full adherence


Average satisfaction rating of surveyed residents for the City of Stirling’s performance in the provision and management of parking

≥ 7.0(Max 10)

6.8 6.8 6.6 7 N/A

26


Community Safety Business Unit FTE Budgeted FTE 17/18-20/21

Established 55.08

Temporary 4.6

Total FTE 59.68


Community Safety Business Unit 17/18 Budgeted

$

18/19 Forecast

$

19/20 Forecast

$

20/21 Forecast

$Operating Budget

Direct Revenue2 $5,606,614 $5,732,763 $5,876,082 $6,022,984

Direct Expenses3 ($7,202,069) ($7,364,116) ($7,548,219) ($7,736,924)

Total Net Operating ($1,595,456) ($1,631,353) ($1,672,137) ($1,713,941)

Community Safety Business Unit 17/18 Budgeted

$

18/19 Forecast

$

19/20 Forecast

$

20/21 Forecast

$Capital Budget4

Total Capital (261,000) (266,873) (273,544) (280,383)


1.2 Community ServicesPurpose Statement

To serve the City’s diverse community through delivering efficient, responsive and sustainable services. The Business Unit provides services that are primarily delivered to support the achievement of the following vision objectives:

The Community Services Business Unit has five Service Units:

• Community Services Management

• Community Services and Development

• Aged and Disability Care Services

• Cultural Diversity and Community

• Library Services

Community Services - Service Units and Services

No.

Service Units

Services



Service Change

17/18 – 20/21

Community Services and Development Service Unit

S35 Community Centres

Community Centres


• manages eleven Community Centres: Balga, Bob Daniel, Dianella, Dianella House, Kevin Smith, Inglewood Children’s Centre, Nollamara, North Beach, Osborne, Scarborough, Wadjak Resource Centre

• Community Centres:

– support a wide range of programs and services, including local community and sporting groups, Autumn/Senior Citizen’s Clubs and the City of Stirling’s Stirling Silver Program

– enable a variety of programs and services, for example yoga and dance classes, arts and crafts, indoor bowls and billiards/snooker

– provide halls and meeting rooms of various sizes (available for hire)

Maintain

S36 Disability, Access and Inclusion Coordination

Disability, Access and Inclusion Coordination


• adheres to legislated Disability Access and Inclusion planning review and reporting requirements

• has a Disability, Access and Inclusion Plan (2015 - 2020) in place

• implements the Plan and submits a progress report to the Department of Community Services by 31 July each year

Maintain



Engaged Communities


Making It Happen

28

No.

Service Units

Services



Service Change

17/18 – 20/21

S37 Volunteer Services Volunteer Services


• undertakes volunteer recruitment and retention programs

• identifies and develops volunteering opportunities through the provision of services to the community, including young people and families, Aboriginal and Torres Strait Islander (ATSI) communities, culturally and linguistically diverse (CaLD) communities, seniors and people with disabilities

• builds networks with other service providers to identify volunteering opportunities

• has a well-trained pool of about 500 volunteers who support the delivery of City services

Maintain

S38 Men’s Shed Men’s Shed

The City of Stirling provides the Community Men’s Shed, which offers a workshop facility for men aged 55+ to do wood work and other activities, such as gardening and computer workshops, with other men (membership fees apply).

Maintain

S39 Home and Community Care (HACC) Regional Assessment

Home and Community Care (HACC) Regional Assessment Cease

The City of Stirling HACC Regional Assessment Service for Aged Care will cease operating in June 2017 (existing Service users will be directed to another relevant Regional Assessment Service).

Aged and Disability Care Services Service Unit

S40 Home and Community Care Program

Home and Community Care Programs


• provides in-Home Support Services to seniors and people with a disability

• provides Home and Community Care (HACC) services to over 2800 clients across 12 service types

Change

Major reform is currently underway within the Aged Care industry and the City of Stirling will be negotiating these changes to ensure the best possible outcomes for the City’s clients.


No.

Service Units

Services



Service Change

17/18 – 20/21

S41 Day Clubs Stirling Day Clubs

The City of Stirling has three Day Clubs located in Nollamara, Stirling and a Centre for people with intellectual disabilities in Scarborough.

HACC eligible clients, mainstream frail aged, people with intellectual disabilities and people from culturally and linguistically diverse backgrounds are able to access these services (fees may be applicable).

Programs at the Day Clubs focus on wellness, life skills, educational activities and opportunities to support clients in maintaining their independence

Maintain

S42 Transport Services Transport Services


• provides transport options on weekdays for a wide range of activities to eligible residents

• transport services are available to HACC eligible clients (fees may be applicable)

Maintain

S43 Food Services Food Services

The City of Stirling offers a Meals on Wheels program which provides fresh, nutritious two-course meals on weekdays to eligible residents (fees are applicable, but residents who are assessed as HACC eligible clients receive reduced fees)

Maintain

Cultural Diversity and Community Service Unit

S44 Family Services Family Services

The City of Stirling offers a range of services for families, including:• activities for resident families that promote social connections,

strengthen families and/or promote health and wellbeing

• support for community organisations to implement activities that promote social connections, strengthen families and/or promote health and wellbeing

Maintain

Culturally Diverse Community Services


• offers a range of services and programs to support the City’s culturally and linguistically diverse communities (CaLD) including:

– a number of CaLD communities are provided capacity building support

– activities that engage CaLD communities

– community events and activities that celebrate cultural diversity and acknowledge Aboriginal heritage

– activities to engage Aboriginal community members.

• has a Service Agreement with the Department of Social Services to November 2018, to provide a range of programs and activities to the City’s culturally and linguistically diverse community

Maintain

S45 Domestic Violence and Crisis Accommodation

Domestic Violence and Crisis Accommodation


• provides crisis accommodation and domestic violence support services, including outreach services to women and children experiencing or at risk of family and domestic violence

• provides these services through the Stirling Women’s Centre

• has a Service Agreement with the Department of Community Services to provide the Women’s Centre (Service Agreements will be renegotiated with the Department in the next 12 months)

Maintain

30

No.

Service Units

Services



Service Change

17/18 – 20/21

S46 Children’s Services Children’s Services


• provides out-of-school-hours care services at Balga, Hamersley, Scarborough and Inglewood

• provides vacation care programs for children, from pre-primary through to 15-year-olds

• childcare services meet all legal requirements for the provision of childcare, and services are provided in accordance with the Education and Care Regulatory Unit (Department of Local Government, Sport and Cultural Industries) and the National Quality Framework

Maintain

Library Services Service Unit

S47 Library and Information Services

Library and Information Services


• has six libraries: Inglewood, Mirrabooka, Osborne and Scarborough open six days, and Karrinyup and Dianella open seven days. The City’s libraries provide:

o a large range of traditional print materials and e-resources for all ages, for loan

o a wide range of programs for youth and adults focussing on literacy, lifelong learning, and digital literacy including:

youth programs – story-time, school holiday programs, early childhood literacy programs, Children’s Book Week, special programs

adult programs - adult presenter events; adult book clubs; clubs for chess, scrabble, knitting and conversational English

books on wheels service for housebound residents

• offers a wide range of services at the City’s libraries, including free access to information via public internet; word processing and email PCs; printing and photocopying; request and information service; Tax Help volunteers; and IT technology literacy events

Maintain

S48 Stirling History Collection and Mount Flora Regional Museum

Stirling History Collection and Mount Flora Regional Museum


• provides the Mount Flora Regional Museum which offers a look into the region’s past through photographs and artefacts, and is generally open on Sundays, by appointment and via a virtual tour

• manages a local history collection stored at the City’s administration centre, with the majority of photographs available for public viewing via the library online catalogue

• houses small history collections specific to the local area at each branch library

Maintain


Community Services - Service Outcome Key Performance Indicators


17/18

Target

15/16

Result

14/15

Result

13/14

Result

12/13

Result

11/12

Result

Service User Satisfaction

Average user satisfaction rating for the City of Stirling’s performance with services for people accessing community centres

80% 89% 88% N/A N/A N/A

Adherence to Department of Community Services’ Requirements

Adherence to Disability Access and Inclusion planning review and reporting cycle

(Plan reviewed every five years and report submitted annually)

Full adherence


Average user satisfaction rating for the City of Stirling’s performance with services for seniors and people with disabilities

80% 86% 87% N/A N/A N/A


Average user satisfaction rating for the City of Stirling’s performance with services and programs for families and children

80% 96% 96% N/A N/A N/A


Average user satisfaction rating for the City of Stirling’s performance with services and programs supporting our culturally diverse community

80% 97% 96% N/A N/A N/A


Average satisfaction rating of surveyed residents for the City of Stirling’s performance in the provision of libraries

≥ 8.0

(Max 10)8.6 8.3 8.1 8.4 8.9

Library Book Stock Loans and Renewals

Library book stock loans (all formats) plus renewals1.8million 1.81m 1.89m 1.88m 1.98m 1.95m

Local History

Number of photos in Stirling history collection1050 1,000 950 N/A N/A N/A

Local History

Number of photos available online in Stirling history collection

700 560 300 N/A N/A N/A


Community Services Business Unit FTE Budgeted FTE 17/18-20/21

Established 133.08

Temporary 33.05

Total FTE 166.13


Community Services Business Unit 17/18 Budgeted

$

18/19 Forecast

$

19/20 Forecast

$

20/21 Forecast

$Operating Budget

Direct Revenue2 $9,931,238 $10,154,690 $10,408,558 $10,668,772

Direct Expenses3 ($21,097,148) ($21,571,833) ($22,111,129) ($22,663,908)


Community Services Business Unit 17/18 Budgeted

$

18/19 Forecast

$

19/20 Forecast

$

20/21 Forecast

$Capital Budget4

Total Capital (1,061,405) (1,085,287) (1,112,419) (1,140,229)

32

1.3 Customer and CommunicationsPurpose StatementTo ensure the City engages with stakeholders, ensuring the City understands and responds to the views of the community and the City’s places and spaces are vibrant and lively. Manages the communication and marketing of the City’s projects, initiatives and services, and creates a customer-focussed organisation. Leads the digital transformation of the City to enhance efficiency and the customer experience.

The Business Unit provides services that are primarily delivered to support the achievement of the following vision objectives:

The Customer and Communications Business Unit has five Service Units:

• Customer and Communications Management

• Marketing

• Stakeholder Engagement

• Arts and Events

• Customer Services

Customer and Communications - Service Units and Services

No.

Service Units

Services



Service Change

17/18 – 20/21

Marketing Service Unit

S49 Marketing Marketing

The City of Stirling keeps the community informed about important issues, City projects, initiatives, events and developments, in a variety of ways, including City publications, digital and social channels and printed material.

Increase

The City will be developing a new website to improve the way it provides information and markets its services.

Stakeholder Engagement Service Unit


Stakeholder and Community Engagement


• has a Community Consultation Policy in place

• assists internal business units with various community consultation activities

• completes market and customer research projects as required

Increase

The City has centralised Stakeholder Management and Community Engagement to improve coordination and increase effectiveness.

Communications

The City of Stirling provides important and timely information to the media and community by responding to media inquiries, generating media releases and producing regular newsletters.

Maintain



Engaged Communities


Making It Happen


No.

Service Units

Services



Service Change

17/18 – 20/21

Arts and Events Service Unit

S51 Arts and Events Event Management

The City of Stirling provides an annual calendar of free or low-cost community events and activities for people of all ages.

Increase

Place activation has been centralised to enable greater integration of this function with the City’s other services.

Culture and Art

The City of Stirling supports arts and culture through funding, workshops, displays of public artwork, developing the City’s own art collection, and through awards and competitions, including a biennial Art Award and Exhibition.

Maintain

Customer Services Service Unit

S82 Customer Service Customer Service

The City of Stirling provides effective, informative and efficient frontline customer service, and supports customer service delivery across the organisation in line with the Customer Service Charter and Customer Service Standards

Maintain

Customer and Communications - Service Key Performance Indicators


17/18

Target

15/16

Result

14/15

Result

13/14

Result

12/13

Result

11/12

Result


Average satisfaction rating of surveyed residents for the City of Stirling’s performance in keeping residents informed about important issues and developments

≥ 7.0

(Max 10)

6.8 6.6 6.5 7.1 N/A


Average satisfaction rating of surveyed residents for the City of Stirling’s performance in the provision of community events and cultural activities

≥ 7.0

(Max 10)

7.6 7.5 7.5 7.5 7.2


Customer and Communications Business Unit FTEBudgeted FTE

17/18-20/21

Established 38.99

Temporary 2.05

Total FTE 41.04


Customer and Communications Business Unit 17/18 18/19 19/20 20/21

Operating Budget Budgeted $ Forecast $ Forecast $ Forecast $

Direct Revenue2 $66,650 $68,150 $69,853 $71,600

Direct Expenses3 ($6,296,483) ($6,438,154) ($6,599,108) ($6,764,086)


Customer and Communications Business Unit 17/18 18/19 19/20 20/21

Capital Budget4 Budgeted $ Forecast $ Forecast $ Forecast $

Total Capital (325,000) (332,313) (340,620) (349,136)

34

1.4 Recreation and Leisure ServicesPurpose Statement

To provide and facilitate a wide range of sport, recreation and healthy lifestyle opportunities for the community through the delivery of strategic infrastructure planning, facility management, club development, beach services and leisure programming.


The Recreation and Leisure Services Business Unit has five Service Units:

• Recreation and Leisure Services Management

• Leisure Planning and Projects

• Club Development

• Direct Managed Recreation Facilities

• Stirling Leisure Centres (Aquatics)

Recreation and Leisure Services - Service Units and Services

No.

Service Units

Services



Service Change

17/18 – 20/21

Leisure Planning and Projects Service Unit

S52 Leisure Planning Leisure Planning

The City of Stirling forward plans the provision, development and management of public open spaces and other community infrastructure in response to community demands, industry trends and population growth.

Maintain

S53 Beach Services Beach Services

The City of Stirling provides beach safety services and enforces local laws along the City’s coastline, including Brighton, Scarborough, Trigg and Watermans beaches, through the provision of beach inspectors and professional lifeguards, in partnership with volunteer surf lifesaving clubs where relevant.

Maintain

Club Development Service Unit

S54 Club Development Club Development, Active Reserves and Sporting and Community Group Buildings


• provides ongoing support to sport, recreation and community groups to ensure their sustainability and responsiveness to community requirements

• manages usage of public open spaces by sport, recreation and community groups

• directly manages 51 active reserves and 106 sporting/community group buildings

Maintain

Direct Managed Recreation Facilities Service Unit

S56a Hamersley Public Golf Course

Hamersley Public Golf Course

The City of Stirling directly manages Hamersley Public Golf Course to meet customers’ needs, according to recognised standards and within defined cost parameters.

Maintain



Engaged Communities


Making It Happen


No.

Service Units

Services



Service Change

17/18 – 20/21

S56b Community Recreation Centres

Community Recreation Centres

The City of Stirling manages nine Stirling Community Recreation Centres to meet customers’ needs, according to recognised standards and within defined cost parameters. Community Recreation Centres include Jim Satchell – Dianella, Dryandra, Innaloo, Karrinyup, Tuart Hill, Yokine, North Beach, WK Moir Community Centre and Scarborough Amphitheatre.

Increase

The City will open and manage the operations of the new Scarborough Beach Community Centre

S56c-S56e

Stirling Leisure Centres

Stirling Leisure Centres

The City of Stirling directly manages the Mirrabooka Multicultural Centre and four sport and recreation leisure centres at Scarborough, Karrinyup, Mirrabooka and Hamersley to meet customers’ needs, according to recognised standards and within defined cost parameters.

Maintain

Stirling Leisure Centres (Aquatics) Service Unit

S57 Aquatic Centres Aquatic Centres

The City of Stirling directly manages two aquatic centres to meet customers’ needs, according to recognised standards and within defined cost parameters:

• Stirling Leisure Centres - Inglewood Terry Tyzack Aquatic Centre

• Stirling Leisure Centres - Leisurepark Balga

The Aquatic Centres include learn to swim programs and health and fitness facilities

Increase

The City is building and will open a new aquatic centre, the Scarborough Beach Pool, in early 2018

Recreation and Leisure - Service Key Performance Indicators


17/18

Target

15/16

Result

14/15

Result

13/14

Result

12/13

Result

11/12

Result


Average satisfaction rating of surveyed residents for the City of Stirling’s performance in the provision of sport and recreation facilities

≥ 7.0

(Max 10)7.9 7.8 7.7 7.8 7.8


Average satisfaction rating of surveyed residents for the City of Stirling’s performance with beaches

≥ 8.0

(Max 10)8.2 8.2 8.1 8.1 8


Recreation and Leisure Services Business Unit FTE Budgeted FTE 17/18-20/21

Established 69.98

Temporary 50.9

Total FTE 120.88


Recreation and Leisure Services Business Unit

17/18

Budgeted $

18/19

Forecast $

19/20

Forecast $

20/21

Forecast $Operating Budget

Direct Revenue2 $11,302,696 $11,557,007 $11,845,932 $12,142,080

Direct Expenses3 ($15,492,563) ($15,841,146) ($16,237,174) ($16,643,104)


Recreation and Leisure Services Business Unit

17/18

Budgeted $

18/19

Forecast $

19/20

Forecast $

20/21

Forecast $Capital Budget4

Total Capital (486,863) (497,817) (510,263) (523,019)


2. InfrastructureThe Infrastructure Business Units and their Services Units are detailed in the table below:

INFRASTRUCTURE

City BuildingEngineering Design

Engineering Operations

Parks and Sustainability Waste and Fleet

Infrastructure Management

City Building Management

Engineering Design Management

Engineering Operations Management

Parks and Sustainability Management

Waste and Fleet Management

Property Strategy Investment Management

City Building Specialist Services

Roads Design Transport Infrastructure Maintenance and Surveying

Parks Operations Waste Management Operations

Land and Property Management

City Building Facilities Management

Rights of Way Design

Transport Infrastructure Construction

Landscape Architecture and Project Management

Fleet Management

City Building Capital Project Management

Drainage Design Parks Irrigation

Project Management

Traffic Management

Natural Areas Management

Asset Management

Special Projects and Support

Tree Services

Sustainability


Infrastructure Directorate FTEActual FTE 15/16 (at 30 June 2016)

Budgeted FTE 16/17

Budgeted FTE 5 17/18-20/21

Established 383.50 382.60 383.40

Temporary 32.52 32.20 29.49

Total FTE 416.02 414.80 412.89


Infrastructure Directorate 15/16 16/176 17/18 18/19 19/20 20/21

Operating Budget

Actual $

Budgeted $

Budgeted $

Forecast $

Forecast $

Forecast $

Direct Revenue2 39,719,171 39,990,224 44,265,687 45,261,665 46,393,207 47,553,037

Direct Expenses3 (86,035,417) (90,808,645) (97,761,376) (99,961,007) (102,460,032) (105,021,533)


38

Infrastructure Directorate 15/16 16/177 17/18 18/19 19/20 20/21

Capital BudgetActual

$Budgeted

$Budgeted

$Forecast

$Forecast

$Forecast

$

Capital Revenue 4,268,793 4,795,865 5,837,547 5,968,892 6,118,114 6,271,067

Capital Expenditure (43,357,218) (75,279,555) (60,059,008) (61,410,336) (62,945,594) (64,519,234)

Total Capital (39,088,425) (70,483,690) (54,221,461) (55,441,444) (56,827,480) (58,248,167)

Property Strategy Investment Management and the Land and Property Management services are the direct responsibility of the Director Infrastructure:

No.

Service Units

Services



Service Change

17/18 – 20/21

Property Strategy Investment Management Service Unit

S59 Property Strategy Investment Management

Property Strategy Investment Management

The City of Stirling has developed and implements a Property Strategy to meet legislative requirements and support the City’s strategic objectives.

Maintain

Land and Property Management Service Unit

S60 Land and Property Management

Land and Property Management


• manages land and property to meet statutory requirements

• manages and administers tenant legal documentation in compliance with legislation

Maintain

5 Note the changes to the FTE are due to the organisational restructure in 2016/17.

6 Note that the Budgeted 2016/17 Direct Revenue originally reported in the Corporate Business Plan 2016/17-2019/20 contained some errors. These have now been corrected within this Corporate Business Plan.

7 Note that the Budgeted 2016/17 Capital Expenditure originally reported in the Corporate Business Plan 2016/17-2019/20 contained some errors. These have now been corrected within this Corporate Business Plan.


2.1 City BuildingPurpose Statement

To provide high-quality facilities, infrastructure and public spaces for the City to meet both current and future needs through best-practice project management and operational and strategic asset management.


The Business Unit has six Service Units:

• City Building Management

• City Building Specialist Services

• City Building Facilities Management

• City Building Capital Project Management

• Project Management

• Asset Management

City Building - Service Units and Services

No.

Service Units

Services



Service Change

17/18 – 20/21

City Building Specialist Services, Facilities Management, Capital Project Management Service Units

S12,

S13,

S14

City Building City Building


• has 232 buildings: 91% are ranked in very good condition to average condition (rating 1-3) and 9% ranked in poor to very poor condition (rating 4-5)

• delivers a planned four-year program of restorative maintenance and proactively manages reactive maintenance

• develops and implements energy and sustainability initiatives

• delivers a program of City Building works to support the City’s Disability Access and Inclusion Plan (DAIP)

• initiates and delivers building projects in line with the Project Management Framework to achieve the City’s strategic objectives

Maintain

Project Management Service Unit

S8 Major Project Management

Major Project Management


• implements major projects in line with the City’s Project Management Framework to achieve the City’s strategic objectives

• supports the implementation of a unified project management practice across the City

Maintain



Engaged Communities


Making It Happen

40

No.

Service Units

Services



Service Change

17/18 – 20/21

Asset Management Service Unit

S58 Asset Management Asset Management


• has in place an Asset Management Policy, as well as Strategies and Plans that meet State legislative requirements and guidelines

• reviews Asset Management Plans to improve the City’s long-term strategic and sustainable management of its assets

Maintain

City Building - Service Key Performance Indicators


17/18

Target

15/16

Result

14/15

Result

13/14

Result

12/13

Result

11/12

Result

City Building Condition

% of buildings in a very good to average condition (rating 1-3)

94%

by 18/1990% N/A N/A N/A N/A


Average satisfaction rating of surveyed residents for the City of Stirling’s performance in the provision of sport and recreation facilities

≥ 7.0

(Max 10)7.9 7.8 7.7 7.8 7.8

Asset Management Framework

Asset Management Framework that meets legislative requirements and Department of Local Government, Sport and Cultural Industries guidelines

Framework in place

Framework in progress

Plans in place

Strategy in place

N/A N/A

Asset Sustainability Ratio

capital renewal and replacement expenditure

depreciation expense

* This ratio indicates whether a local government is replacing or renewing existing non-financial assets at the same rate that its overall asset stock is wearing out.

≥1.2 2.5187 2.7274 1.954 N/A N/A

Asset Consumption Ratio

depreciated replacement cost of assets

current replacement cost of depreciated assets

* This ratio measures the extent to which depreciable assets have been consumed by comparing their written down value to their replacement cost – the average proportion of ‘as new’ condition remaining for assets.

≥0.75 0.9382 0.9410 0.9105 N/A N/A

Asset Renewal Funding Ratio

assets renewals

depreciation, amortisation and impairment

* This ratio is a measure of the ability of a local government to fund its projected asset renewal/replacement in the future.

≥1.1 1.8890 1.9464 1.9868 1.4759 N/A



City Building Business Unit FTE Budgeted FTE 17/18-20/21

Established 36

Temporary 9

Total FTE 45


City Building Business Unit 17/18 18/19 19/20 20/21

Operating Budget Budgeted $ Forecast $ Forecast $ Forecast $

Direct Revenue² $6,876 $7,031 $7,207 $7,387

Direct Expenses3 ($10,831,191) ($11,074,893) ($11,351,765) ($11,635,560)


City Building Business Unit 17/18 18/19 19/20 20/21

Capital Budget Budgeted $ Forecast $ Forecast $ Forecast $

Capital Revenue 2,938,125 3,004,233 3,079,339 3,156,322

City Building Capital (13,665,914) (19,019,148) (19,494,626) (19,981,992)

Scarborough Beach Pool (4,934,719) 0 0 0

Total Net Capital (15,662,508) (16,014,915) (16,415,287) (16,825,670)

42

2.2 Engineering Design and Engineering Operations Engineering Design and Engineering Operations provide transport infrastructure assets. The tables that follow describe the assets, future commitments, any proposed service changes, key performance indicators and detail the capital budget. The FTE and operating budgets are detailed under each of the Business Units.

Transport Infrastructure Services

No.

Service Units

Services



Service Change

17/18 – 20/21

S15 S16

Roads and Rights of Way

Roads and Rights of Way


• has 1,075 km of road network: 75% of the City’s road network is in a fair to very good condition (condition 1-3), 20% are in a poor condition (condition 4) and 5% are in a very poor condition (condition 5)

• designs, constructs, renews and maintains the road network, rights of way, vehicle and pedestrian bridges, roadside furniture and associated assets and infrastructure to a safe and functional standard, in accordance with Council policy, Australian and Main Roads Western Australia standards

Maintain

S17 Drainage Drainage


• designs, constructs, renews and maintains drainage assets and infrastructure to a safe and functional standard in accordance with Council policy, Australian and Main Roads Western Australia standards

• has 735km of drainage pipes and 29,864 drainage pits and gross pollutant traps

Maintain

S18 Traffic Management

Traffic Management


• designs, constructs, renews and maintains traffic management devices and infrastructure to a safe and functional standard in accordance with Council policy, Australian and Main Roads Western Australia standards

• completes at least 10 traffic management and black spot program projects annually to improve high-risk areas

• develops and implements strategies and initiatives to encourage and promote the safer use of the City’s local road network

Maintain

S19 Pathways Pathways


• has 918km of pathways: 28% are in a very good condition (condition 1), 70% are in a fair to good condition (condition2-3) and 2% are in a poor to very poor condition (condition 4-5)

• designs, constructs, renews and maintains pathway assets and infrastructure to a safe and functional standard in accordance with Council policy, Australian and Main Roads Western Australia standards

Maintain

S20 Street Lighting

(City-owned and controlled)

Street Lighting (City owned and controlled)

The City of Stirling designs, constructs, renews and maintains City-owned and controlled street lighting to a safe and functional standard in accordance with Council policy, Australian and Main Roads Western Australia standards.

Maintain

S21 Parking Parking

The City of Stirling designs, constructs, renews and maintains the City’s car parks and associated infrastructure to a safe and functional standard in accordance with Council policy, Australian and Main Roads Western Australia standards.

Maintain


Transport Infrastructure - Service Key Performance Indicators


17/18

Target

15/16

Result

14/15

Result

13/14

Result

12/13

Result

11/12

Result


Average satisfaction rating of surveyed residents for the City of Stirling’s performance in the provision and maintenance of traffic calming and road safety measures

≥7.0

(Max 10)

7.0 7.0 6.7 N/A N/A

Road Condition Rating

% of the road network in a condition rating = 5

(outside intervention level)

<5% 4.09%

(May 2017)

N/A N/A 4.5% N/A


Average satisfaction rating of surveyed residents for the City of Stirling’s performance in the provision and maintenance of roads

≥7.0

(Max 10)

7.7 7.5 7.3 7.8 7.4


Average satisfaction rating of surveyed residents for the City of Stirling’s performance in the provision and maintenance of stormwater management

≥7.0

(Max 10)

7.5 7.2 7.2 7.8 7

Pathway Condition Rating

% of pathways in a condition rating = 5

(outside intervention level)

<1% 0.34% 0.36% N/A 0.01% N/A

Pathways

Kilometres of pathways constructed

13 km 13.8km 13.8km 13.6km 13km 11.5km


Average satisfaction rating of surveyed residents for the City of Stirling’s performance in the provision and maintenance of pedestrian ways

≥7.0

(Max 10)

7.4 7.1 7.0 7.0 7.5


Average satisfaction rating of surveyed residents for the City of Stirling’s performance in the provision and maintenance of cycle ways

≥7.0

(Max 10)

6.9 6.8 6.7 7.0 7.3


Average satisfaction rating of surveyed residents for the City of Stirling’s performance in the provision and maintenance of street lighting

≥ 7.0

(Max 10)

7.3 7.5 7.3 7.8 6.2


Average satisfaction rating of surveyed residents for the City of Stirling’s performance in the provision and management of parking

≥ 7.0

(Max 10)

6.8 6.8 6.6 7 N/A

44

Transport Infrastructure Capital

17/18 Budgeted

$

18/19 Forecast

$

19/20 Forecast

$

20/21 Forecast

$

Capital Revenue Roads 1,558,431 1,593,496 1,633,333 1,674,166

Capital Expenditure Roads (9,857,937) (10,079,741) (10,331,734) (10,590,027)

Total Capital Roads (8,299,506) (8,486,245) (8,698,401) (8,915,861)

Capital Revenue Pathways (and Street Furniture) 912,000 932,520 955,833 979,729

Capital Expenditure Pathways (and Street Furniture) (3,369,000) (3,444,803) (3,530,923) (3,619,196)

Total Capital Pathways (and Street Furniture) (2,457,000) (2,512,283) (2,575,090) (2,639,467)

Total Capital Drainage (5,678,034) (5,805,790) (5,950,935) (6,099,708)

Total Capital Rights of Way (3,884,000) (3,971,390) (4,070,675) (4,172,442)

Capital Revenue Traffic Management 341,333 349,013 357,738 366,682

Capital Expenditure Traffic Management (2,259,000) (2,309,828) (2,367,573) (2,426,763)

Total Capital Traffic Management (1,917,667) (1,960,815) (2,009,835) (2,060,081)

Capital Revenue Parking 0 0 0 0

Capital Expenditure Parking (344,500) (352,251) (361,058) (370,084)

Total Capital Parking (344,500) (352,251) (361,058) (370,084)

Total Capital Street Lighting (400,000) (409,000) (419,225) (429,706)



2.3 Engineering DesignPurpose StatementTo design the infrastructure that enables a high quality of urban life and accessibility.



• Engineering Design Management

• Roads Design

• Rights of Way Design

• Drainage Design

• Traffic Management

• Special Projects and Support


Engineering Design Business Unit FTE Budgeted FTE 17/18-20/21

Established 20.5

Temporary 1.6

Total FTE 22.1


Engineering Design Business Unit 17/18 Budgeted

$

18/19 Forecast

$

19/20 Forecast

$

20/21 Forecast

$Operating Budget

Direct Revenue2 $1,133,550 $1,159,055 $1,188,031 $1,217,732

Direct Expenses3 ($6,617,171) ($6,766,057) ($6,935,209) ($7,108,589)


Engineering Design Business Unit 17/18 Budgeted

$

18/19 Forecast

$

19/20 Forecast

$

20/21 Forecast

$Capital Budget4

Total Capital (122,000) (124,745) (127,864) (131,060)



Engaged Communities


Making It Happen

46

2.4 Engineering OperationsPurpose Statement

To provide and maintain infrastructure for the community and enable a high-quality and safe urban life and accessibility by delivering service-focussed capital and maintenance works.


The Business Unit has three Service Units:

• Engineering Operations Management

• Transport Infrastructure Maintenance and Surveying

• Transport Infrastructure Construction

The transport assets provided by the Transport Infrastructure Maintenance and Surveying Unit and the Transport Infrastructure Construction Unit have been described.


Engineering Operations Business Unit FTE Budgeted FTE 17/18-20/21

Established 84

Temporary 8.2

Total FTE 92.2


Engineering Operations Business Unit 17/18 Budgeted

$

18/19 Forecast

$

19/20 Forecast

$

20/21 Forecast

$Operating Budget

Direct Revenue2 $507,850 $519,276 $532,258 $545,565

Direct Expenses3 ($9,295,553) ($9,504,703) ($9,742,320) ($9,985,878)


Engineering Operations Business Unit 17/18 Budgeted

$

18/19 Forecast

$

19/20 Forecast

$

20/21 Forecast

$Capital Budget4

Total Capital (1,650,600) (1,687,739) (1,729,932) (1,773,180)



Engaged Communities


Making It Happen


2.5 Parks and SustainabilityPurpose Statement

To provide attractive, safe and well-maintained parks, public places and environment natural areas and streetscapes for passive and active recreation, that enable quality urban life while protecting and conserving the natural environment. To improve city-wide sustainability outcomes by providing services and support to the City and community.


The Business Unit has seven Service Units:

• Parks and Sustainability Management

• Parks Operations

• Landscape Architecture and Project Management

• Parks Irrigation

• Natural Areas Management

• Tree Services

• Sustainability

Parks and Sustainability - Service Units and Services

No.

Service Units

Services



Service Change

17/18 – 20/21

All Parks and Sustainability Service Units

S25

S26

S27

S29

Parks, Reserves and Streetscapes

Parks, Reserves and Streetscapes

The City of Stirling has:

• 1,780 Ha of open space for reserves, parks, natural conservation areas and special purpose lands

• 141 Ha of regional open space: large signature reserves of high recreational leisure, social and tourist value

• 660.25 Ha of natural conservation areas

• 44 Ha of district open space: large reserves that provide for concurrent organised, formal sporting and recreation uses for surrounding suburbs

• 80 Ha of community open space: parks that serve as the recreational and social hub of a community

• 772 Ha of local open space: small parklands that service the regular low-key recreational needs of the immediate residential population

• 82 Ha special purpose open space

Maintain

Parks Operations Service Unit

S25 Parks Operations Parks Operations


• undertakes maintenance programs to achieve appropriate standards by mowing, spraying, and landscape management and turf renovation

• maintains Hamersley Public Golf Course

• meets all playgrounds safety standards

Maintain



Engaged Communities


Making It Happen

48

No.

Service Units

Services



Service Change

17/18 – 20/21

Landscape Architecture and Project Management Service Unit

S26 Parks Landscape Architecture Design and Construction

Parks Landscape Architecture, Design and Construction


• designs and constructs new facilities

• refurbishes existing assets according to the asset management plan and to the documented level of quality

• embeds and integrates public art and innovation into public open space

Maintain

Parks Irrigation Service Unit

S27 Parks Irrigation Parks Irrigation


• maintains all infield irrigation systems enabling pump/electrical maintenance

• manages the 25-year asset plant program

• ensures parks and reserves are ‘fit for purpose’ and manages irrigation according to a Zone Management Plan

Maintain

Natural Areas Management Service Unit

S28 Natural Areas Management

Natural Areas Management


• has 660.25 Ha of natural conservation areas, 616 Ha of bushland conservation areas, 28 Ha of wetlands conservation area and 16.25 Ha coastal dune rehabilitation

• manages natural areas and regionally significant conservation in accordance with the City’s Local Biodiversity Strategy and Environmental Management Plans

Maintain

Tree Services Service Unit

S29 Tree Services Tree Services


• manages street trees (92,000) according to electricity supply regulations, thoroughfare clearances and good arboriculture practices

• plans and maintains street plantings to create attractive green and leafy streetscapes and increase the growth of the urban forest canopy

• maintains verges for sightlines, personal safety and civic amenity

Increase

The City will increase focus on the protection and management of its current tree resources and will plant more trees to achieve the City’s target of 18% tree cover by 2030.

Sustainability Service Unit

S9 Sustainability Corporate Sustainability


• develops and implements corporate sustainability strategies and policies

• monitors the City’s environmental and social impacts, and reports to relevant stakeholders, including through the Annual Report using the Global Reporting Initiative Index

• coordinates corporate sustainability programs that reduce the City’s environmental and social impacts, increase resilience and adaptation and improve staff engagement with sustainability

Community Sustainability

The City of Stirling provides community grants, activities, awards, information and tools that support sustainable living.

Maintain


Parks and Sustainability - Service Key Performance Indicators


17/18

Target

15/16

Result

14/15

Result

13/14

Result

12/13

Result

11/12

Result


Average satisfaction rating of surveyed residents for the City of Stirling’s performance with parks and sustainability

≥ 8.0

(Max 10)8.1 7.9 8.0 8.1 8.1


Average satisfaction rating of surveyed residents for the City of Stirling’s performance with streetscapes and overall City appearance

≥ 7.0

(Max 10)7.2 7.2 7.0 N/A N/A

Playground Safety

% of bi-annual playground assets safety inspection audits passed

100% 100% 100% N/A N/A N/A

Condition of Parks and Sustainability Assets

% of playground assets at intervention level (condition rating = 5 )

<10%

1%

(May 2017)

N/A N/A N/A N/A

Condition of Parks and Sustainability Assets

% of parks furniture assets at intervention level

(condition rating = 5)

<10% 1.6% N/A N/A N/A N/A

Adherence to Department of Water and Environmental Regulation Extraction Licence Conditions

% of annual allocation of groundwater consumed

≥ 100% 85% 88% 89% 98.69% 83.57%

Infield Reticulation Systems Condition Rating

% in a very poor condition, where major work or replacement is required (condition rating = 5)

20%

21%

(May 2017)

N/A N/A N/A N/A



≥ 8.0

(Max 10)8.2 8.2 8.1 8.1 8

Trees/Shrubs

Number of trees and shrubs planted each year (1 million by 2030)

60,000 +

per annum71,000 63,657 53,746 37,269 51,568


% of surveyed residents who agree that the City of Stirling is environmentally conscious

≥ 60% 70% 55% 54% 60% 61%

Climate Change Adaption Plan

Climate Change Adaption Plan in place and progress is monitored

Plan in place and progress is monitored

Plan in place

Plan in place

Plan in place

Plan in place

N/A


Parks and Sustainability Business Unit FTE Budgeted FTE 17/18-20/21

Established 150.8

Temporary 8.04

Total FTE 158.84

50


Parks and Sustainability Business Unit 17/18 Budgeted

$

18/19 Forecast

$

19/20 Forecast

$

20/21 Forecast

$Operating Budget

Direct Revenue² $75,472 $77,170 $79,099 $81,076

Direct Expenses3 ($29,035,006) ($29,688,294) ($30,430,501) ($31,191,264)


Parks and Sustainability Business Unit 17/18 Budgeted

$

18/19 Forecast

$

19/20 Forecast

$

20/21 Forecast

$Capital Budget

Total Capital Natural Areas (2,057,054) (2,103,338) (2,155,921) (2,209,819)

Landscape Architecture and Project Management Capital Revenue

87,658 89,630 91,871 94,168

Landscape Architecture and Project Management Capital Expenditure

(4,160,800) (4,254,418) (4,360,778) (4,469,798)

Landscape Architecture and Project Management Total Capital

(4,073,142) (4,164,788) (4,268,907) (4,375,630)

Total Capital Irrigation (2,222,500) (2,272,506) (2,329,319) (2,387,552)

Total Capital Other (1,871,700) (1,913,813) (1,961,659) (2,010,700)



2.6 Waste and FleetPurpose StatementTo provide waste collection, recycling, disposal and cleaning services for residential and non-residential premises, streets, beaches and reserves, and to manage the City’s vehicle fleet.



• Waste and Fleet Management

• Waste Management Operations

• Fleet Management

Waste and Fleet - Service Units and Services

No.

Service Units

Services



Service Change

17/18 – 20/21

Waste Management Operations Service Unit

S30a Household Waste Collection

Household Waste Collection


• has in place a household three-bin system to increase household waste recycling:

– Household garbage bins (red lid) are collected once per week.

– Household recycling bins (yellow lid) are collected every second week.

– Household garden organics bins (green lid) are collected every second week.

• collects litter and park bins

• provides an ongoing waste education program to encourage, educate and support the community to reduce, reuse and recycle more of their waste

Maintain

S30b Commercial Waste Collection

Commercial Waste Collection

The City of Stirling provides a commercial waste service for businesses within the City.

Maintain

S30c Verge Collection Verge Collection


• provides an on demand annual verge collection service:

– 1 x annual collection of mattresses

– 1 x annual collection of white goods

– 1 x annual collection of e-waste

– 1 x annual skip bin for household junk

• provides bulk green waste verge collection.

Maintain

S31 Beach Cleaning Beach Cleaning

The City of Stirling cleans the City’s beaches on a cyclical basis.

Maintain



Engaged Communities


Making It Happen

52

No.

Service Units

Services



Service Change

17/18 – 20/21

Waste Management Operations Service Unit

S30d Recovery and Recycling

Recovery and Recycling


• provides the Recycling Centre Balcatta for residents to drop off or purchase reusable items and dispose of recyclables, household hazardous waste, car tyres, mattresses, mixed household waste and green and inert waste

• diverted 44% household (residential) waste from landfill in 2015/16 and is working towards meeting the State Government’s target of 65% diversion from landfill by 2020

Maintain

Fleet Management Service Unit

S32 Fleet Management Fleet Management


• manages its fleet in accordance with the City’s fleet management practice

• has a Fleet Emissions Reduction Plan in place and is implementing the Plan

Maintain

Waste and Fleet - Service Key Performance Indicators


17/18

Target

15/16

Result

14/15

Result

13/14

Result

12/13

Result

11/12

Result


Average satisfaction rating of surveyed residents for the City of Stirling’s performance with waste management and recycling services

≥ 7.0

(Max 10)

8 7.3 7.3 8.0 8.3

Municipal Solid Waste Recovered

% of municipal (residential) solid waste, presented for collection, diverted from landfill

65%

(30 June 2020)

WA Waste Strategy

44% 34% 35% 63% 59%

Construction and Demolition Waste Recovered

% of construction and demolition waste, presented for collection, diverted from landfill

75%

(30 June 2020)

WA Waste Strategy

100% 100% 100% 100% 80%

Commercial and Industrial Waste Recovered

% of commercial and industrial waste, presented for collection, diverted from landfill

75%

(30 June 2020)

WA Waste Strategy

21.3% 0.1% 0.1% N/A N/A

Fleet Emissions Reduction

Tonnes of fleet CO2 emissions

Decrease to 3,250 tCO2-e by 2020

3,654 4,012 4,113 4,229 4,484



≥ 8.0

(Max 10)

8.2 8.2 8.1 8.1 8.0


Waste and Fleet Business Unit FTE Budgeted FTE 17/18-20/21

Established 81

Temporary 2.5

Total FTE 83.5



Waste and Fleet Business Unit 17/18 18/19 19/20 20/21

Operating Budget Budgeted

$Forecast

$Forecast

$Forecast

$

Direct Revenue2 $41,215,420 $42,142,767 $43,196,336 $44,276,244

Direct Expenses3 ($39,855,995) ($40,752,754) ($41,771,573) ($42,815,863)

Total Net Operating $1,359,425 $1,390,012 $1,424,763 $1,460,382

Waste and Fleet Business Unit 17/18 18/19 19/20 20/21

Capital Budget4

Budgeted $

Forecast $

Forecast $

Forecast $

Total Capital (3,581,250) (3,661,828) (3,753,374) (3,847,208)


3. Planning and DevelopmentThe Planning and Development Business Units and their Services Units are detailed in the table below:

PLANNING AND DEVELOPMENT

Approvals City Planning Health and Compliance

Planning and Development Management

Approvals Management City Planning Management Health and Compliance Management

Economic Development Planning Applications Strategic Land Use Planning Projects

Environmental Health

Building Applications Land Use Planning Schemes and Policies



Planning and Development Directorate FTE


Budgeted FTE 16/17


Established 91.90 92.00 90.20

Temporary 18.67 17.80 18.07

Total FTE 110.57 109.80 108.27


Planning and Development Directorate 15/16

Actual $

16/176

Budgeted $

17/18 Budgeted

$

18/19 Forecast

$

19/20 Forecast

$

20/21 Forecast

$Operating Budget

Direct Revenue2 6,391,820 6,178,929 5,107,414 5,222,331 5,352,889 5,486,711

Direct Expenses3 (14,412,366) (16,658,288) (16,035,043) (16,395,831) (16,805,727) (17,225,870)


Planning and Development Directorate 15/16

Actual $

16/17 Budgeted

$

17/18 Budgeted

$

18/19 Forecast

$

19/20 Forecast

$

20/21 Forecast

$Capital Budget

Capital Revenue 21,906 3,290,000 0 0 0 0

Capital Expenditure (5,252,661) (14,775,772) (517,800) (529,451) (542,687) (556,254)

Total Capital (5,230,756) (11,485,772) (517,800) (529,451) (542,687) (556,254)

5 Note the changes to the FTE are due to the organisational restructure in 2016/17.6 Note that the Budgeted 2016/17 Direct Revenue originally reported in the Corporate Business Plan 2016/17-2019/20 contained some errors. These have now been corrected within this

Corporate Business Plan.

56

The Economic Development service is the direct responsibility of the Director Planning and Development:

No.

Service Units

Services



Service Change

17/18 – 20/21

Economic Development Service Unit

S6a Economic Development

Economic Development


• has an Economic and Tourism Development Strategy (2013-2023) in place to guide development

• provides assistance to business support providers to make tools, training and business incubator services available to local businesses

• promotes commercial investment and provides quality streetscapes in the City’s urban regeneration projects at Mirrabooka, Scarborough and Stirling City Centre

• facilitates the supply of affordable housing within the City’s Activity and Town Centres

Increase

The City has prioritised the implementation of the Economic and Tourism Development Strategy and will increase focus on facilitating the supply of affordable housing.

S6b Tourism Development

Tourism Development


• implements tourism initiatives as identified in relevant plans and strategies

• promotes City tourism events and the City as a quality tourism destination in tourism publications and on the City’s website

• promotes commercial tourism development opportunities

• facilitates the improvement of tourism infrastructure, including short-stay accommodation

• collaborates with relevant agencies to lobby state and federal governments for funding for tourism projects

Economic Development - Service Key Performance Indicators

Service CBP KPI (City Performance)17/18 Target

15/16 Result

14/15 Result

13/14 Result

12/13 Result

11/12 Result

Economic and Tourism Development Strategy

Economic and Tourism Development Strategy in place and progress is monitored.

Strategy in place and progress monitored

Strategy in place

Strategy in place

Strategy in place

N/A N/A


3.1 ApprovalsPurpose StatementTo facilitate development within the City and enhance the quality of the built form by providing an effective, prompt and efficient approvals service.



• Approvals Management

• Planning Application

• Building Applications

Approvals - Service Units and Services

No.

Service Units

Services



Service Change

17/18 – 20/21

Planning Applications Service Unit

S1 Planning Applications

Planning Applications


• assesses and processes development applications in terms of legislated standards and within regulated time frames

• has available a variety of methods for the lodgement of development applications, including e-lodgement

• provides comment on sub-division proposals for the West Australian Planning Commission (WAPC) in terms of legislated standards and within regulated time frames

Maintain

Building Applications Service Unit

S2 Building Applications

Building Applications


• assesses and processes building applications in terms of legislated standards and within regulated time frames

• has available a variety of methods for lodgement of building applications, including e-lodgement

Maintain

Approvals - Service Key Performance Indicators


15/16 Result

14/15 Result

13/14 Result

12/13 Result

11/12 Result

Development Application Processing

% of development applications processed within regulatory time frames

100% 84% 66% N/A N/A N/A

Building Permit Processing (Certified and Uncertified)

% of building permit applications processed within regulatory time frames (certified and uncertified)

100% 99.95% Certified99.54% Uncertified

99.3% 98.5% N/A N/A



Engaged Communities


Making It Happen

58


15/16 Result

14/15 Result

13/14 Result

12/13 Result

11/12 Result

Customer Satisfaction

Average satisfaction rating of surveyed residents for the City of Stirling’s performance in providing the building or planning approvals service

≥ 6.0

(Max 10)

5.9 5.7 5 6 6


Approvals Business Unit FTE Budgeted FTE 17/18-20/21

Established 38.5

Temporary 11.1

Total FTE 49.6


Approvals Business Unit 17/18 Budgeted

$

18/19 Forecast

$

19/20 Forecast

$

20/21 Forecast

$Operating Budget

Direct Revenue2 $3,947,832 $4,036,658 $4,137,575 $4,241,014

Direct Expenses3 ($6,013,638) ($6,148,945) ($6,302,668) ($6,460,235)


Approvals Business Unit 17/18 Budgeted

$

18/19 Forecast

$

19/20 Forecast

$

20/21 Forecast

$Capital Budget4

Total Capital (93,000) (95,093) (97,470) (99,907)


3.2 City PlanningPurpose StatementTo create liveable communities and places through strategic land use planning.



• City Planning Management

• Strategic Land Use Planning Projects

• Land Use Planning Schemes and Policies

City Planning - Service Units and Services

No.

Service Units

Services



Service Change

17/18 – 20/21

Strategic Land Use Planning Projects Service Unit

S3 Strategic Land Use Planning

Strategic Land Use Planning


• has a draft Local Planning Strategy, which is under review by the Western Australian Planning Commission (WAPC), who will propose amendments for update over 2017/18

• develops land use strategies and plans, structure plans and policies, in accordance with statutory requirements, the City’s strategic direction, or as a response to private sector initiatives

• facilitates and coordinates the City’s responses to State Government and private sector initiatives

• identifies and prioritises centres and corridors for place-making activities

• manages and maintains corporate planning-related databases

Maintain

S7 Urban Regeneration

Urban Regeneration

The City of Stirling identifies, prioritises and develops funding strategies for urban regeneration projects.

Maintain



Engaged Communities


Making It Happen

60

No.

Service Units

Services



Service Change

17/18 – 20/21

Land Use Planning Schemes and Policies Service Unit

S4 Land Use Planning Schemes and Policies

Local Planning Schemes and Policies


• prepares, reviews and amends the Local Planning Scheme and Local Planning policies to ensure the quality of planning schemes and planning outcomes

• administers the City’s Street Naming and House Numbering Policy and provides timely response to requests for changes

Maintain

S5 Heritage Conservation

Heritage Conservation


• has in place a Heritage Strategy to guide the promotion of the conservation of the built environment, streetscape and heritage within the City

• promotes heritage conservation through implementing the Heritage Strategy, biennial Heritage Awards Program and the Annual Heritage List Incentives - Grants Program

Maintain

City Planning - Service Key Performance Indicators


17/18

Target

15/16

Result

14/15

Result

13/14

Result

12/13

Result

11/12

Result

Local Planning Strategy (LPS)

A LPS in place that meets legislative requirements and has been endorsed by Council and the Western Australian Planning Commission (WAPC)

Local Planning Strategy endorsed by WAPC in place

Draft LPS

Draft LPS with WAPC

Draft LPS with WAPC

Draft LPS

N/A


Average satisfaction rating of surveyed residents with their local neighbourhood overall

≥ 7.0

(Max 10)

8 N/A 7.7 8 N/A


City Planning Business Unit FTE Budgeted FTE 17/18-20/21

Established 12

Temporary 3.32

Total FTE 15.32


City Planning Business Unit 17/18 18/19 19/20 20/21


$Forecast

$Forecast

$Forecast

$

Direct Revenue2 $50,000 $51,125 $52,403 $53,713

Direct Expenses3 ($3,404,933) ($3,481,544) ($3,568,582) ($3,657,797)

Net Operating ($3,354,933) ($3,430,419) ($3,516,179) ($3,604,084)

City Planning Business Unit 17/18 18/19 19/20 20/21

Capital Budget4

Budgeted $

Forecast $

Forecast $

Forecast $

Total Capital (118,000) (120,655) (123,671) (126,763)


3.3 Health and CompliancePurpose StatementTo provide effective and efficient regulatory and compliance services for the benefit of the community.



• Health and Compliance Management

• Environmental Health

• Statutory Compliance

Health and Compliance - Service Units and Services

No.

Service Units

Services



Service Change

17/18 – 20/21

Environmental Health Service Unit

S10 Environmental Health

Environmental Health


• undertakes cyclical inspections of premises to ensure legislated requirements are met

• responds to residents’ complaints in accordance with the Customer Charter

• issues certifications, licences and registrations in accordance with City policy and legislation

• undertakes health education through health services and promotional materials

• is prepared to respond to health-related emergencies

Maintain

Statutory Compliance Service Unit

S11 Statutory Compliance



• assesses and determines unauthorised planning and building applications in accordance with applicable legislation and timeframes

• undertakes responsive enforcement activities to protect public health and public safety

• assesses and determines environmental health and compliance applications in accordance with applicable legislation and timeframes

Maintain

S23 Road Reserve Compliance

Road Reserve Compliance


• promotes, manages and enforces requirements for verge treatments, crossovers in accordance with legislation, local laws and council policies

Maintain



Engaged Communities


Making It Happen

62

Health and Compliance - Service Key Performance Indicators


17/18

Target

15/16

Result

14/15

Result

13/14

Result

12/13

Result

11/12

Result


Average satisfaction rating of surveyed residents for the City of Stirling’s performance with managing pollution or noise complaints

≥ 7.0

(Max 10)

7.1 7.0 6.7 7.2 7.4

Statutory Inspection Requirements

% of inspections conducted within statutory timeframes

100% 100% 100% 100% 100% 100%


% of applications processed in legislated timeframes

100% 100% 100% 100% N/A N/A


% of swimming pools and spas inspected for barrier compliance under legislated requirements

100% 100% 100% 100% 100% 100%


Health and Compliance Business Unit FTE Budgeted FTE 17/18-20/21

Established 35

Temporary 3.65

Total FTE 38.65


Health and Compliance Business Unit 17/18 Budgeted

$

18/19 Forecast

$

19/20 Forecast

$

20/21 Forecast

$Operating Budget

Direct Revenue2 $1,109,582 $1,134,548 $1,162,911 $1,191,984

Direct Expenses3 ($5,108,411) ($5,223,350) ($5,353,934) ($5,487,782)


Health and Compliance Business Unit 17/18 Budgeted

$

18/19 Forecast

$

19/20 Forecast

$

20/21 Forecast

$Capital Budget4

Total Capital (251,800) (257,466) (263,902) (270,500)

64

4. Corporate ServicesThe Corporate Services Business Units and their Services Units are detailed in the table below:

CORPORATE SERVICES

Corporate Services Management

Corporate Information Services Finance Services Human Resources

CIS Management Finance Services Management Human Resources Management

CIS Service Desk Expenditure Services Employee Relations and Resourcing

Technology Services Revenue and Investments Corporate Learning and Development

CIS Project and Systems Rates and Receivables Payroll and Superannuation

Management Accounting Occupational Safety and Health

Purchasing, Procurement and Contract Management

Established and Temporary Positions Allocated to Provide Services

Corporate Services Directorate FTE


Budgeted FTE 16/17


Established 107.17 108.30 86.70

Temporary 17.70 12.90 9.20

Total FTE 124.87 121.20 95.90


Corporate Services Directorate

15/16 Actual

$

16/176

Budgeted $

17/18 Budgeted

$

18/19 Forecast

$

19/20 Forecast

$

20/21 Forecast

$Operating Budget

Direct Revenue2 3,690,542 2,739,469 1,143,111 1,168,831 1,198,052 1,228,004

Direct Expenses3 (19,958,966) (20,751,007) (18,006,509) (18,411,656) (18,871,947) (19,343,746)


Corporate Services Directorate

15/16 Actual

$

16/17

Budgeted $

17/18 Budgeted

$

18/19 Forecast

$

19/20 Forecast

$

20/21 Forecast

$Capital Budget

Total Capital (1,099,435) (1,586,994) (1,026,000) (1,049,085) (1,075,312) (1,102,195)

5 Note the changes to the FTE are due to the organisational restructure in 2016/17.6 Note that the Budgeted 2016/17 Direct Revenue originally reported in the Corporate Business Plan 2016/17-2019/20 contained some errors. These have now been corrected within this



4.1 Corporate Information ServicesPurpose StatementTo manage the City’s information and communication technology.


The Business Unit has four Service Units:

• CIS Management

• CIS Service Desk

• Technology Services

• CIS Projects and Systems

Corporate Information Services - Service Units and Services

No.

Service Units

Services



Service Change

17/18 – 20/21

All CIS Service Units

S61- S63

Information and Communication Technology (ICT)

Information and Communication Technology (ICT)


manages information and communication technology to securely and effectively support the delivery of services and the achievement of the City’s corporate objectives

has an Information Management Plan in place

Maintain

Corporate Information Services - Service Key Performance Indicators


17/18 Target

15/16 Result

14/15 Result

13/14 Result

12/13 Result

11/12 Result

Strategic Information Management Plan

Information Management Plan (IMP) is in place

Information Management Plan in place


(2013-2017) updated


(2013-2017) maintained


(2013-2017) developed


(2013-2017) maintained


(2013-2017) developed


Corporate Information Services Business Unit FTE Budgeted FTE 17/18-20/21

Established 30.6

Temporary 2.6

Total FTE 33.2



Engaged Communities


Making It Happen

66


Corporate Information Services Business Unit 17/18 18/19 19/20 20/21


$Forecast

$Forecast

$Forecast

$

Direct Revenue2 $4,500 $4,601 $4,716 $4,834

Direct Expenses3 ($7,395,772) ($7,562,177) ($7,751,232) ($7,945,013)


Corporate Information Services Business Unit 17/18 18/19 19/20 20/21

Capital Budget4

Budgeted $

Forecast $

Forecast $

Forecast $

Total Capital (865,000) (884,463) (906,574) (929,238)


4.2 Finance ServicesPurpose StatementTo manage the City’s finances prudently, to maintain the City’s financial wellbeing and to achieve value for money in the City’s purchasing and procurement.



• Finance Services Management

• Expenditure Services

• Revenue and Investments

• Rates and Receivables

• Management Accounting

• Purchasing, Procurement and Contract Management

Finance Services - Service Units and Services

No.

Service Units

Services



Service Change

17/18 – 20/21

All Finance Services Service Units

S67- S71




• effectively manages of the City’s financial activities through appropriate financial systems and processes

• provides effective and efficient financial management that meets all legislative requirements

• has in place a Long Term Financial Plan based on legislated Integrated Planning and Reporting requirements

• prepares and adopts an Annual Budget as per Section 6.2 of the Local Government Act 1995

Maintain

Purchasing, Procurement and Contract Management Service Unit

S71 Purchasing, Procurement and Contract Management

Purchasing, Procurement and Contract Management

The City of Stirling purchases, procures and manages contracts in compliance with legislation.

Maintain

Finance Services - Service Key Performance Indicators


17/18

Target

15/16

Result

14/15

Result

13/14

Result

12/13

Result

11/12

Result

Long Term Financial Plan

A Long Term Financial Plan (LTFP) that meets the Department of Local Government, Sport and Cultural Industries guidelines is in place.

LTFP in place

LTFP is in place

LTFP is in place

LTFP is in place

N/A N/A



Engaged Communities


Making It Happen

68


17/18

Target

15/16

Result

14/15

Result

13/14

Result

12/13

Result

11/12

Result


The annual financial report presents fairly the financial position of the City of Stirling and complies with Australian Accounting Standards.

Unqualified Audit

Unqualified Audit

Unqualified Audit

Unqualified Audit

Unqualified Audit

Unqualified Audit

Current Ratio

current assets minus restricted current assets

current liabilities minus liabilities associated with restricted assets

* This is a modified commercial ratio designed to focus on the liquidity position of a local government that has arisen from past years’ transactions.

>=1.5 3.0831 2.9252 2.4041 2.7306 3.5718

Operating Surplus Ratio

operating revenue minus operating expense

own source operating revenue

* This ratio is a measure of a local government’s ability to cover its operational costs and have revenue available for capital funding or other purposes.

0.01 - 0.15 0.0500 0.1039 0.0583 0.0913 0.1069

Own Source Revenue Coverage

own source operating revenue

operating expenses

* This ratio is the measurement of a local government’s ability to cover its costs through its own revenue efforts.

>=0.9 1.0713 1.1252 0.9811 0.9876 0.9911

Debt Service Cover Ratio

annual operating surplus before interest and depreciation

principal and interest

* This ratio is the measurement of a local government’s ability to cover its costs through its own revenue efforts.

0.0000 0.0000 0.0000 0.0000 0.0000 0.0000

Financial Health Score >=70 94 97 95 N/A N/A


Finance Services Business Unit FTE Budgeted FTE 17/18-20/21

Established 39.5

Temporary 3.4

Total FTE 42.9


Finance Services Business Unit 17/18 18/19 19/20 20/21


$Forecast

$Forecast

$Forecast

$

Direct Revenue2 $1,087,100 $1,111,560 $1,139,349 $1,167,832

Direct Expenses3 ($6,975,594) ($7,132,545) ($7,310,858) ($7,493,630)


Finance Services Business Unit 17/18 18/19 19/20 20/21

Capital Budget4 Budgeted $

Forecast $

Forecast $

Forecast $

Total Capital (35,000) (35,788) (36,682) (37,599)


4.3 Human ResourcesPurpose Statement

To provide a range of operational, advisory and strategic human resource services and programs which enable the City to attract, develop and retain employees to support the City in meeting its vision and mission.


The Business Unit has five Service Units:

• Human Resources Management

• Employee Relations and Resourcing

• Corporate Learning and Development

• Payroll and Superannuation

• Occupational Safety and Health

Human Resources - Service Units and Services

No.

Service Units

Services



Service Change

17/18 – 20/21

All Human Resources Service Units

S72- S74




• provides human resource services and programs that meet statutory requirements

• has in place a Workforce Plan that outlines how the City will manage and invest in its workforce to meet the City’s strategic objectives

Maintain

Occupational Safety and Health Service Unit

S75 Occupational Safety and Health (OSH)

Occupational Safety and Health (OSH)


• has a corporate Occupational Safety and Health System aligned with the AS/NZS4801:2001

• has achieved a Local Government Insurance Scheme (LGIS) Silver Award for alignment to AS/NZS4801:2001

Maintain

Human Resources - Service Key Performance Indicators


17/18

Target

15/16

Result

14/15

Result

13/14

Result

12/13

Result

11/12

Result

Workforce Plan

A Workforce Plan (WFP) that meets the Integrated Planning and Reporting Advisory Standard is in place.

WFP in place WFP in place WFP in placeWFP in place

N/A N/A

Employee Turnover

% annual employee turnover≤15% 9.9% 10.7% 11.9% 11.2% 12.9%



Engaged Communities


Making It Happen

70


17/18

Target

15/16

Result

14/15

Result

13/14

Result

12/13

Result

11/12

Result

Occupational Safety and Health System Accredited

The City is accredited for Occupational Safety and Health System in terms of the AS/NZS 4801:2001 standard.

Accreditation Working towards accreditation

Working towards accreditation

N/A N/A N/A

Lost Time Injury Frequency Rate*

(Number of lost time injuries in accounting period)---------------------------x 1,000,000(Total hours worked in accounting period) *A lost-time injury is defined as an occurrence that resulted in a fatality, permanent disability or time lost from work of one day/shift or more.

Decrease 15.48 5.75 N/A N/A N/A


Human Resources Business Unit FTE Budgeted FTE 17/18-20/21

Established 15

Temporary 3.2

Total FTE 18.2


Human Resources Business Unit 17/18 Budgeted

$

18/19 Forecast

$

19/20 Forecast

$

20/21 Forecast

$Operating Budget

Direct Revenue2 $51,511 $52,670 $53,987 $55,337

Direct Expenses3 ($3,207,461) ($3,279,629) ($3,361,620) ($3,445,660)


Human Resources Business Unit 17/18 Budgeted

$

18/19 Forecast

$

19/20 Forecast

$

20/21 Forecast

$Capital Budget4

Total Capital (68,000) (69,530) (71,268) (73,050)

72

5. Office of the Chief Executive OfficerThe Office of the Chief Executive Officer includes the Business Units and Services Units detailed in the table below:

OFFICE OF THE CHIEF EXECUTIVE OFFICER

Executive Services Governance and Strategy

Office of the CEO Management and Executive Services Governance and Strategy Management

Internal Audit Governance

Corporate Compliance

Strategic and Business Planning


Office of CEO FTEActual FTE 15/16 (at 30 June 2016)

Budgeted FTE 16/17


Established 44.96 52.51 32.11

Temporary 5.25 4.80 3.23

Total FTE 50.21 57.31 35.34


Office of CEO 15/16 Actual

$

16/176 Budgeted

$

17/18 Budgeted

$

18/19 Forecast

$

19/20 Forecast

$

20/21 Forecast

$Operating Budget

Direct Revenue2 509,899 466,350 471,950 482,569 494,633 506,999

Direct Expenses3 (8,021,627) (9,692,353) (8,566,325) (8,759,067) (8,978,044) (9,202,495)


Office of CEO 15/16 Actual

$

16/176 Budgeted

$

17/18 Budgeted

$

18/19 Forecast

$

19/20 Forecast

$

20/21 Forecast

$Capital Budget4

Total Capital (211,848) (765,365) (320,000) (327,200) (335,380) (343,765)

5 Note the changes to the FTE are due to the organisational restructure in 2016/17. 6 Note that the Budgeted 2016/17 Direct Revenue originally reported in the Corporate Business Plan 2016/17-2019/20 contained some errors. These have now been corrected within this



5.1 Office of the CEO – Executive ServicesPurpose StatementTo provide high level support to the Chief Executive Officer, the Executive Team and the Mayor. To provide an internal audit function.


The Business Unit has two Service Units:

• Office of the CEO Management and Executive Services

• Internal Audit

Office of the CEO - Service Units and Services

No.

Service Units

Services



Service Change

17/18 – 20/21

Office of the CEO Management and Executive Services Service Unit

S77 Advocacy, Partnerships and Alliances

Advocacy, Partnerships and Alliances

The City of Stirling advocates and develops partnerships and alliances to achieve the priorities and objectives set out in the Strategic Community Plan.

Maintain

Internal Audit Service Unit

S79 Internal Audit Internal Audit


• has an Audit Committee in place in accordance with legislation

• develops and implements an Annual Internal Audit Plan and a Strategic Audit Plan that takes account of the City’s key risks and regulatory compliance requirements

Maintain

Office of the CEO - Internal Audit: Service Key Performance Indicators

Service CBP KPI

(City Performance)

17/18

Target

15/16

Result

14/15

Result

13/14

Result

12/13

Result

11/12

Result

Annual and Strategic Audit Plan

An Annual and Strategic Audit Plan is endorsed and progress against the Plans are monitored by the Audit Committee and Council.

Plans endorsed and monitored







% of surveyed residents who agree that the City of Stirling is accountable for its actions

≥ 60% 58% 58% 50% 60% 74%



Engaged Communities


Making It Happen

74

5.2 Governance and StrategyPurpose StatementTo support the Council’s decision making process and ensure compliance with statutory requirements. Manage the City’s complaints handling process across the organisation and manage the City’s information management practices to ensure compliance with legislative requirements. Coordinate the delivery of civic hospitality. Manage the City’s corporate risks and manage the City’s business and strategic planning processes.


The Business Unit has four Service Units:

• Governance and Strategy Management

• Governance

• Corporate Compliance

• Strategic and Business Planning

Governance and Strategy - Service Units and Services

No.

Service Units

Services



Service Change

17/18 – 20/21

Governance Service Unit

S80 Governance Governance


• provides governance services that meet Council and statutory requirements

• provides high quality Elected Member support

• provides Citizenship ceremonies

Maintain

S85 Civic and Hospitality

Civic and Hospitality


• provides high quality civic hospitality

• provides catering and hospitality

Maintain

Corporate Compliance Service Unit

S81 Corporate Compliance

Corporate Compliance

The City of Stirling continually and proactively evaluates corporate compliance to ensure the City meets legal and ethical compliance.

Maintain

S83 Professional Standards

Professional Standards


• provides leadership, direction, education and mentoring to all Business Units on the City’s complaints-handling process, multiple responses and ‘mystery shopping’ feedback

• drives proactive change to minimise complaints and maximise customer satisfaction

Maintain



Engaged Communities


Making It Happen


No.

Service Units

Services



Service Change

17/18 – 20/21

S76 Corporate Risk Management

Corporate Risk Management


• has a Corporate Risk Management Framework and Policy that is aligned with AS/NZS ISO 31000:2009 Risk Management - Principles and Guidelines

• has a Business Continuity Plan to ensure that key services continue to operate in the event of a disaster

Maintain

S86 Information Management

Information Management

The City of Stirling manages the City’s records in accordance with the State Records Act 2000 and the City’s Record Keeping Plan.

Maintain

Strategic and Business Planning Service Unit

S78 Integrated Planning and Reporting

Integrated Planning and Reporting


• has in place a Strategic Community Plan and Corporate Business Plan that meet legislative and regulatory requirements

• reports progress against the Strategic Community Plan and the Corporate Business Plan in the Annual Report

Maintain

Governance and Strategy - Service Key Performance Indicators


17/18

Target

15/16

Result

14/15

Result

13/14

Result

12/13

Result

11/12

Result

Risk Management Policy and Framework

Risk Management Framework and Policy aligned to AS/NZS ISO 31000:2009 is in place.

In place In place In place In place In place In place

Record Keeping Plan

Adherence to Legislated Record Keeping Plan review cycle (every 5 years)

Full adherence

Full adherence

Full adherence

Full adherence

Full adherence

Full adherence

Record Keeping Plan

Adherence to the State Records Commission Standard 2, Principal 6 requirements (State Records Commission Standard 2, Record Keeping Plans, 2002)

Full adherence

Full adherence

Full adherence

Full adherence

N/A N/A

Compliance Audit Return

Number of non-compliance issues in compliance audit return

0 0 0 2 1 4

Strategic Community Plan and Corporate Business Plan

A Strategic Community Plan and Corporate Business Plan have been adopted, modified or updated by an absolute majority of Council.

Full adherence

Full adherence

Full adherence

Full adherence

Full adherence

N/A


Governance and Strategy Business Unit FTE Budgeted FTE 17/18-20/21

Established 27.01

Temporary 3.23

Total FTE 30.24

76


Governance and Strategy Business Unit 17/18 18/19 19/20 20/21


$Forecast

$Forecast

$Forecast

$

Direct Revenue2 $471,950 $482,569 $494,633 $506,999

Direct Expenses3 ($6,867,447) ($7,021,964) ($7,197,513) ($7,377,451)


Governance and Strategy Business Unit 17/18 18/19 19/20 20/21

Capital Budget4

Budgeted $

Forecast $

Forecast $

Forecast $

Total Capital (255,000) (260,738) (267,256) (273,937)


Local Planning Strategy

The City’s draft Local Planning Strategy provides a strategic guide for the future spatial development of the City.

The draft Local Planning Strategy is intended to provide the strategic basis for the current and future Local Planning Schemes, as well as guide and manage future development in the City. The Local Planning Strategy is a statutory document and provides a link between state and regional strategic planning policies and local interests. It is a requirement of the Planning and Development Act and seeks to respond to the goals/targets identified in various state, regional and local planning documents. The objectives of the draft Local Planning Strategy and the Corporate Business Plan are aligned.

The draft Local Planning Strategy objectives focus on land use planning, built form and how the City can best represent local community values while planning for growth.

To help achieve these objectives, the draft Local Planning Strategy focusses on:

• planning for most population growth to occur along transport corridors and around town centres

• �aking way for the development of the Stirling City Centre, to deliver Perth’s second Central Business District

• zoning land appropriately to ensure the ongoing economic development of the City

• facilitating the transition from retail-focussed centres to diverse mixed-use activity centres

• integrating transport and land use planning within the City

• promoting choice, sustainability, high-quality design and sense of place within the built environment

• fostering optimum use and the benefit of existing and future infrastructure

• protecting the built and cultural heritage of the City

The draft Local Planning Strategy Map outlines strategic opportunities for current and future spatial development.

78

Resource Plans

Long Term Financial PlanThe Long Term Financial Plan is a rolling ten-year plan that outlines the City’s future financial plan to progress the objectives of the Strategic Community Plan and implement the Corporate Business Plan. The Long Term Financial Plan informs and is informed by the strategic direction of the Strategic Community Plan and the priorities set out in the Corporate Business Plan.

The Long Term Financial Plan outlines the City’s financial policies and strategies to enable the City to remain financially sustainable over the long term. These financial policies and strategies are underpinned by the following core principles:

• achieving a fully-funded operating position through the collection of sufficient revenue to fund operational expenditures, debt repayment and depreciation

• maintaining sufficient cash reserves to ensure that Council can meet its short-term working capital requirements

• establishing a fully-funded capital program that identifies and secures funding sources for capital maintenance, renewal and new capital works

• maintaining or improving service efficiencies and service level standards

• maintaining a fair and equitable rating structure

The City’s ten-year Long Term Financial Plan includes the City’s strategic capital projects (outlined in the Corporate Business Plan) and is listed in the table below with their four-year budgets.

Four Year Strategic Capital Projects

17/18 Budget

$’m

18/19 Budget

$’m

19/20 Budget

$’m

20/21 Budget

$’m

Dianella ROS Master Plan implementation 1.1 0.5 0.7 -

Inglewood Oval/Hamer Park Development Plan implementation

– 0.3 3.1 0.1

Yokine Reserve Master Plan implementation 0.2 – – –

Scarborough Redevelopment 1.4 – – –

Scarborough Beach Pool 4.9 – – –

Rights of Way 3.6 4.4 4.3 3.2

Doubleview Commercial Centre (road network) – 0.8 1.5 1.6

Recycling Centre Development – – 5.1 9.7

Ellen Stirling Boulevard Car Park Project 5.1 – – –

The City’s services, service levels and associated budgeted direct costs for the four-year period are detailed in the services section of the document. The annual budget and the proposed impact on rates are detailed in the Rate Setting Statement attached as Appendix 2.

The City’s Long Term Financial Plan will be reviewed in conjunction with the major review of the Strategic Community Plan and Corporate Business Plan during 2017/18.


Workforce PlanThe City of Stirling’s workforce is one of its most valuable resources.

The Corporate Business Plan describes the current and future workforce required to deliver the planned services over the next four years.

During 2016/17, the City reviewed and made changes to its organisational structure in order to more efficiently and effectively deliver these services. These organisational changes are reflected in the Plan. The City will continue to

review its services over 2017/18 to enable ongoing improvement and to ensure that the City provides best-value services to the community. The total number of FTE to deliver the City’s services is outlined in the table below

City of Stirling Total Number of Established and Temporary FTE

City of Stirling FTE

Budgeted FTE

15/16

Budgeted FTE

16/17

Budgeted FTE

17/18 – 2020/21

Established FTE 910.2 896.1 891.7

Temporary FTE 149.2 148.1 150.6

Total FTE 1,059.4 1,044.2 1,042.3

The City’s Workforce Plan outlines how the City of Stirling will further develop its workforce capability to deliver the Corporate Business Plan and progress the long-term priorities of the community set out in the Strategic Community Plan. The City has assessed the challenges and has developed strategies to build the capability of the workforce to continue to deliver high-quality services to meet the community’s needs now and into the future. These initiatives are detailed in the table below.

Focus Areas Initiatives

Recruitment and Talent Management

The City will attract and retain the best people and ensure that its recruitment and talent management processes are inclusive and fit for purpose.

• Continually improve the end-to-end recruitment process

• Continue to develop the way the City collects and analyses human resource information to ensure it understands the City’s workforce

• Continue to improve the City’s new employee on-boarding experience

• Ensure the City is an Equal Opportunity Employer

Reward and Recognition

The City will recognise and reward exceptional performance to ensure it remains a competitive employer.

• Continue to improve and promote the City’s existing reward and recognition framework

Leadership

The City will identify and develop leadership potential and capacity and ensure that its leaders consistently demonstrate the City’s leadership behaviours.

• Develop a fit for purpose Leadership Development Program

Performance

The City’s workforce will be results-driven, responsible and accountable.

• Continue to improve the City’s existing Performance Development Review process

• Continue to effectively manage underperformance, grievances and misconduct

Learning and Development

The City’s workforce will have the capabilities to achieve its strategic direction and priorities.

• Understand the City’s current skill base and map development and career pathways

• Implement the Learning and Development Framework

Diversity

The City will ensure that it is an equitable and diverse workplace.

• Continue to improve the understanding of equity and diversity across the City

• Increase the participation of minority groups in the workforce

Safety, Health and Wellbeing

Through leadership and individual commitment, the City will continue to place a high priority on safety.

• Continue to implement best practice Occupational Safety and Health Management Systems to ensure the City is compliant with Australian Standard 4801

• Continue to improve the City’s Injury Management System

• Continue to implement the City’s Health and Wellbeing Plan

Engagement

The City will facilitate workforce engagement and a culture that fosters and promotes the understanding of Team Stirling.

• Continue to create a Team Stirling culture

80

The Workforce Implementation Plan outlines the actions to support these initiatives, with the actions updated as part of the annual Corporate Business Plan review process. The overall progress of the Workforce Implementation Plan is monitored throughout the year and reported in the City’s Annual Report.

The City’s Workforce Plan will be reviewed in conjunction with the major review of the Strategic Community Plan and Corporate Business Plan during 2017/18.

Asset Management FrameworkThe City of Stirling delivers more than 200 products and services to its community and many of these services rely on City infrastructure assets. It is imperative that the City manages the full life cycle of these assets in the most cost effective manner. As a result, the provision and maintenance of infrastructure assets and associated services is at the heart of the City’s long-term commitment to its community.

Infrastructure assets such as roads, stormwater drainage, buildings, parks infrastructure and pathways present particular challenges as they have long lives and high values. Long term financial forecasts are significant and require planning for peaks and troughs in expenditure to ensure the City has the available funds to renew and replace such assets. The demand for new and improved services from these existing assets adds to the complexity of planning and financial forecasting.

The creation of new assets also presents challenges in terms of the additional funding required for the ongoing operating and replacement costs necessary to provide the required level of service over the assets’ full life cycle.

The goal of the City’s Asset Management Framework is to address these challenges and provide an appropriate level of service for present and future customers through the development of skills, governance, processes, systems, data, productive use of resources and the management of assets in the most cost effective manner.

The City’s Asset Management Framework has been prepared under the guidance of the ISO 55000 International Standards for Asset Management, the City’s Strategic

Community Plan and the Corporate Business Plan. As a result, the Framework is well aligned to deliver the City’s vision, objectives and strategies in providing cost-effective, transparent, quality and affordable service levels in accordance with community expectations.

The City has developed an Asset Management Policy that broadly outlines the principles and requirements for undertaking asset management across the City in a systematic and coordinated way, consistent with the City’s Strategic Community Plan. During 2015/16, the City developed a draft Asset Management Strategy. The draft Strategy is a ‘higher level’ enabling document (with a detailed four-year implementation plan) that underpins the Asset Management Policy.

The City has developed Transport, Drainage and Building Asset Management Plans that outline the asset activities and programs for each service area and resources applied to provide a defined level of service in the most cost effective manner. The City is in the process of finalising its Parks Asset Management Plan.

The City’s Asset Management Framework will be reviewed in conjunction with the major review of the Strategic Community Plan and Corporate Business Plan during 2017/18.

In summary, the integrated planning mechanism adopted by the City links all its service delivery options to the Strategic Community Plan vision and objectives and the Corporate Business Plan.


Risk Management

In the process of carrying out the responsibilities of a local government in a changing environment, the City faces a broad range of risks from both external and internal sources. To effectively manage these risks, the City has adopted a Risk Management Policy and Framework that aligns with the Australian/New Zealand Standard AS/NZS ISO 31000: 2009 Risk Management – Principles and Guidelines.

The City’s approach to risk management is that it is an integral part of the management function in the organisation and is the responsibility of all employees, with Business Unit Managers having overall responsibility and accountability for assessing and managing risk within the context of their business environments. Business Units are supported in this role through the development, maintenance and continual improvement of an active risk management

culture that acknowledges the need for assessment and management of risk in all functions and processes.

The City assesses and manages risk both at a corporate level (top-down) and business unit level (bottom-up). The City maintains a corporate risk register, which is closely aligned with the objectives and initiatives of the City’s Corporate Business Plan and highlights key risks to the achievement of its objectives. Business Units maintain risk registers relevant to their functions, services and projects.

Oversight of the Risk Management Framework sits with the Corporate Risk Management Group, which reports to the Executive Team and through the Executive Team to the Audit Committee in respect of the requirements of the Local Government (Audit) Regulations 1996 regulation 17.


Reporting Progress

Measurement, assessment and reporting are logically part of the Western Australian Local Government Integrated Planning and Reporting (IPR) Framework. The primary purpose of measuring progress and performance is to ensure continuous improvement, improve the delivery of services and

ultimately enable progress towards the community outcomes expressed in the Strategic Community Plan.

The interrelationships between the City’s strategic plans and the intended results and outcomes are illustrated in the diagram below. The diagram reflects

how the City’s strategic plans link and roll down and how achievement rolls up, with success at each level ultimately enabling progress towards community outcomes, the objectives and the vision described in the City’s Strategic Community Plan.

City of Stirling Plan for the Future

Long Term Financial PlanAsset Management Plan

Workforce PlanStrategic Information

Management Plan

Strategic Community Plan

(10 year plan)

VISION

MissionValues and Sustainability

PrinciplesOBJECTIVES

Corporate Business Plan(4 year plan)

Strategies and PlansServices

Strategic Projects

Business Unit Plans(1 year plan)

Operational Service

ActivitiesPrograms and Projects

Annual Budget

Annual Plans

Measuring Progress

Community Outcomes • Community Outcome

Indicators• City Performance

Indicators

Service Delivery andProgram/Project Delivery

• Input, Output and Ef�ciency Indicators

City Performance• Service Effectiveness and Outcome Indicators• Financial Management

Indicators• Asset Management

Indicators• Workforce Management

Indicators• Good Governance

Indicators

Resource Plans

City of Stirling Integrated Planning and Reporting Framework

The City of Stirling measures, assesses and reports on progress using the types of measures and key performance indicators identified in the diagram above. These measures and key performance indicators are detailed in the City’s Strategic Community Plan, Corporate Business Plan and

annual Business Unit Plans. The Organisational Measurement and Reporting Framework describes the principles, guidelines and approach to measurement and reporting at the City of Stirling. This Framework outlines the City’s regular in-year cycle of monthly and quarterly reporting and

annual reporting through the City of Stirling Annual Report. This regular cycle of measurement, assessment and reporting not only meets regulatory requirements, but also upholds accountability and supports the realisation of the Corporate Business Plan and Strategic Community Plan.

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Appendix 1 Key Stakeholders by Strategic Community Plan Theme

Stakeholder Live

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Sus

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Eng

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mun

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Acc

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and

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ity

Pro

sper

ous

C

ity

Community

City of Stirling Community: Residents, ratepayers and local businesses

Interest Groups: Arts, culture, environment, education and sports groups

State Government Agencies

Department of Biodiversity Conservation and Attractions

Department of Community Services

Department of Education

Department of Health

Department of Jobs, Tourism, Science and Innovation

Department of Justice

Department of Local Government, Sport and Cultural Industries

Department of Planning, Lands and Heritage

Department of Transport

Department of Water and Environmental Regulation

Fire and Emergency Services Authority of Western Australia

Main Roads Western Australia

Metropolitan Redevelopment Authority

Office of the Government Architect, Department of Finance

Public Transport Authority

Road Safety Commission

Small Business Development Corporation

State Library of Western Australia

Water Corporation of Western Australia

Western Australia Police

Western Australian Planning Commission

Federal Government Agencies

Clean Energy Regulator

Council of Australian Governments

Department of Communications and the Arts

Department of Health

Department of Human Services

Department of Immigration and Border Protection

Department of Infrastructure and Regional Development

Department of Social Services

Department of the Environment and Energy

Department of the Prime Minister and Cabinet


Stakeholder Live

able

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Eng

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and

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Pro

sper

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C

ity

Local and Regional Government Agencies

Eastern Metropolitan Regional Council

Mindarie Regional Council

Neighbouring Councils

Western Metropolitan Regional Council

Industry Associations

Australian Institute of Building Surveyors

Australian Parking Association

Bicycling Western Australia

Housing Industry Association

Institute Public Works Engineering Australasia

International Association of Public Participation Australasia

International Council for Local Environment Initiatives

Local Government Planners Association

Master Builders Association

Metropolitan Migrant Resource Centre

Municipal Waste Advisory Council

Museums Australia

National Coalition for Dialogue and Deliberation

Parks and Leisure Australia

Planning Institute of Australia

Property Council of Australia

Royal Automobile Club of Western Australia

SDERA Educating for Smarter Choices

Smart Cities Council

Tourism Council of WA

Volunteering WA

Waste Authority

West Australian Council of Social Service

Western Australian Local Government Association

Western Australian Rangers Association

Local Business Associations

Stirling Business Centre

Stirling Business Association

Scarborough Beach Association

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Strategies and Plans Live

able

Cit

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Pro

sper

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Cit

y

Federal Government Agencies

Advancing Australia as a Digital Economy: An Update to the National Digital Economy Strategy, Department of Communications and the Arts

Australian Government Black Spot Program, Department of Infrastructure and Regional Development

Corporate Plan 2016-20, Department of Communications and the Arts

Emissions Reduction Fund, Department of the Environment and Energy

National Greenhouse and Energy Reporting Scheme, Clean Energy Regulator

National Indigenous Reform Agreement (Closing the Gap), Council of Australian Governments

National Sport and Active Recreation Policy Framework, Department of Health

National Television and Computer Recycling Scheme (EPR), Department of the Environment and Energy

National Waste Policy, Department of the Environment and Energy

Renewable Energy Target, Clean Energy Regulator

Smart Cities Plan, Department of the Prime Minister and Cabinet


Active Living for All: A Framework for Physical Activity in WA 2012-2016, Department of Local Government, Sport and Cultural Industries

Affordable Housing Strategy 2010 – 2020 Opening Doors to Affordable Housing, Department of Community Services

An Age-friendly WA: The Seniors Strategic Planning Framework 2012-2017, Department of Local Government, Sport and Cultural Industries

Classification Framework for Public Open Space: Building stronger, healthier, happier and safer communities, Department of Local Government, Sport and Cultural Industries

Constable Care Program, Constable Care Child Safety Foundation, WA Police

Count Me In: A Better Future for Everyone, Department of Community Services

Directions 2031 and Beyond: Metropolitan Planning Beyond the Horizon, Department of Planning, Lands and Heritage, Western Australian Planning Commission

Draft Central Sub-Regional Planning Framework Towards Perth and Peel @ 3.5 million May 2015, Department of Planning, Lands and Heritage, Western Australian Planning Commission

Draft Perth and Peel @ 3.5 million May 2015, Department of Planning, Lands and Heritage, Western Australian Planning Commission

Frontline 2020 Reform Program, WA Police

Implementing the Principles of Multiculturalism Locally - A Planning Guide for Western Australian Local Governments, Department of Local Government, Sport and Cultural Industries

Keeping the Bush in the City - Bush Forever Volumes 1 and 2, Department of Planning, Lands and Heritage

Local Government Enhanced Speed Enforcement Program, WA Police


Strategies and Plans Live

able

Cit

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hriv

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N

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hbo

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Eng

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mun

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Acc

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and

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Pro

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Cit

y


Public Transport for Perth in 2031, Mapping out the Future for Perth’s Public Transport Network, Draft for Consultation, Department of Transport

Scarborough Master Plan, Metropolitan Redevelopment Authority

SD 6: Strategic Directions for the WA Sport and Recreation Industry 2016-2020, Department of Local Government, Sport and Cultural Industries

Small Business Friendly Local Governments Initiative, Small Business Development Corporation

State Government Strategy for Tourism in Western Australia 2020, Department of Jobs, Tourism, Science and Innovation

State Planning Strategy 2050, Planning for Sustained Growth and Prosperity, Department of Planning, Lands and Heritage, Western Australian Planning Commission

Strategic Directions Framework 2015-2030 for Arts and Culture in WA, Department of Local Government, Sport and Cultural Industries

Towards Zero, Road Safety Strategy to Reduce Road Trauma in Western Australia 2008- 2020, Road Safety Commission

Transport @ 3.5 million. Perth & Peel Transport Plan for 3.5 million People and Beyond, Department of Transport

Vital Volunteering 2011-2016, Department of Local Government, Sport and Cultural Industries

WA Container Deposit Scheme, Department of Biodiversity Conservation and Attractions

WA Police Tough on Graffiti Strategy 2015-2017, WA Police

Water Forever, Whatever the Weather – Drought-proofing Perth, Water Corporation of Western Australia

Water Forever Towards Climate Resilience, Water Corporation of Western Australia

Waterwise Councils Program, Water Corporation of Western Australia

Western Australian Bicycle Network Plan 2014-2031, Department of Transport

Western Australian Health Promotion Strategic Framework 2012-2016, Department of Health

Western Australian Health Promotion Strategic Framework 2017-2021, Draft for Consultation September 2016, Department of Health

Western Australian State CCTV Strategy, WA Police

Western Australian Waste Strategy Creating the Right Environment, Waste Authority

Industry Associations

Framework Agreement between State and Local Government for the Provision of Public Library Services in Western Australia, Western Australian Local Government Association

Local Government Biodiversity Planning Guidelines

Western Australian Local Government Association

IAP2 Core Values of Public Participation, International Association of Public Participation Australasia

Core Principles for Public Engagement 2009, National Coalition for Dialogue and Deliberation

Blessing of the Roads, Roadwise Campaign, Western Australian Local Government Association

Smart Steps Road Safety Program for Children, SDERA Educating for Smarter Choices

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Appendix 2 City of Stirling Summarised Rate Setting Statement

Forecast Rate Setting Statement

Budget ($) Budget ($) Budget ($) Budget ($) Budget ($)

2016/2017 2017/2018 2018/2019 2019/2020 2020/2021

Operating Revenue 96,350,892 87,355,508 97,830,561 102,026,048 108,960,374

Less: Operating Expenditure (211,585,777) (217,706,989) (227,061,230) (234,326,522) (241,198,744)

Sub Total Operating (115,234,885) (130,351,481) (129,230,670) (132,300,474) (132,238,370)

Add

Capital Grants and Contributions 8,120,286 5,234,412 5,352,186 5,485,991 5,623,141

Proceeds from Sale of Assets 3,563,520 2,753,230 2,850,453 2,921,820 2,994,858

Depreciation Written Back 29,545,412 28,969,043 26,913,634 26,389,841 25,386,077

Loss Written Back 1,009,412 963,568 975,675 1,000,102 1,025,103

Sub Total (72,996,255) (92,431,228) (93,138,721) (96,502,720) (97,209,192)

Less Capital Expenditure (95,019,606) (47,484,543) (48,647,392) (49,881,547) (51,128,906)

Sub Total (168,015,861) (139,915,771) (141,786,113) (146,384,268) (148,338,098)

Less

Profit on Disposal Written Back (352,745) (299,667) (308,264) (315,382) (323,881)

Transfers to Reserves (25,009,260) (13,211,588) (9,186,323) (9,224,393) (16,466,545)

Transfers to Town Planning Schemes (47,245) (40,000) (41,207) (29,844) (16,279)

Loan Repayment (0) (0) (0) (133,560) (3,327,740)

Sub Total (193,425,111) (153,467,026) (151,321,907) (156,087,447) (168,472,543)

Add Funding Sources

Reserves Utilised 58,459,418 10,848,899 532,723 616,601 (0)

Loans (0) (0) 3,180,000 6,290,000 (0)

Opening Funds 7,100,000 7,000,000 (0) (0) (0)

Shortfall to be made up from Rates ($) 127,865,693 135,618,127 147,609,184 149,180,845 168,472,542

Rate Increase (%) 1.75% 1.75% 2.50% 2.50% 2.50%

Administration Centre 25 Cedric Street Stirling WA 6021Telephone (08) 9205 8555 | Email [email protected] | Web www.stirling.wa.gov.au | /citystirlingwa

This information is available in alternative formats on request. Please contact the Stirling Customer Contact Centre on (08) 9205 8555

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