Corporate Business Plan 2015–2019 - City of Subiaco · 2017-02-22 · Visions 6 | City of SubiaCo Corporate buSineSS plan 2014–2018 City of SubiaCo Corporate buSineSS plan 2014–2018

Corporate Business Plan 2015–2019

table of contents

Table of contents Message from the CEO

City of SubiaCo Corporate buSineSS plan 2014 – 2018 | 3 2 | City of SubiaCo Corporate buSineSS plan 2014 – 2018

message from the ceo

I’m pleased to present the City of Subiaco’s Corporate Business Plan 2015–2019.

This document is our contract with the community to deliver projects and services

for the benefit of our residents, businesses and visitors, and generations to come.

The Corporate Business Plan outlines the city’s key priorities and actions over the

next four years in six focus areas:

• Oursenseofcommunity

• Parks,openspacesandplaces

• Auniquedestination

• Thebuiltenvironment

• Aneffectiveandintegratedtransportsystem

• Council leadership

The Corporate Business Plan was initially adopted in 2012 and is reviewed and

updated annually. Its purpose is to deliver on the city’s Strategic Community Plan,

which was developed through an extensive community visioning process.

The plan is based on the city’s current state and does not respond to the state

government’s City of Perth Bill, proposed legislation to expand the City of Perth

includingthepartoftheCityofSubiacosouthofAberdareRoad.

ThecityreportsonitsprogressintheAnnualReportattheendofeachfinancial

year. Keep an eye on the city’s website and other publications for regular updates

on our work throughout the year.

I look forward to working with Council, staff and the community to help realise

our shared vision for the City of Subiaco.

Don burnett ChiefExecutiveOfficer

Message from the Ceo 3

introduction 4

How to use the Corporate business plan 5

Community and corporate visions 6

focus areas, objectives, strategies and actions 7

Focus area one :: Oursenseofcommunity 7

Focus area two :: Parks, open spaces and places 12

Focus area three :: Auniquedestination 16

Focus area four :: The built environment 20

Focus area five :: Aneffectiveandintegratedtransportsystem 23

Focus area six :: Council leadership 27

Significant projects 31

How to use the Corporate Business PlanIntroduction


existing activitiesWithin each focus area there is a list of existing activities. Existing activities are

those activities, initiatives and services that are currently in place that contribute to

the focus area.

The City of Subiaco Corporate Business Plan 2015–2019 outlines the city’s key priorities and actions over the next four years.

The plan is informed by the Strategic Community Plan and aims to integrate the community’s aspirations into the city’s

operations. It sets out the specifi c actions that will deliver on the objectives and strategies outlined in the Strategic

Community Plan.

The Strategic Community Plan is the result of eighteen months of community engagement events and activities through the

Think2030 visioning project. Think2030 was initiated with a commitment to delivering a true community plan, one that refl ects

thecommunity’spriorities,valuesandvisionforthefutureofSubiaco.Almost29 000piecesofinformationcollectedduring

Think2030 informed the development of the Strategic Community Plan.

What is integrated planning and reporting?TheStrategicCommunityPlanandtheCorporateBusinessPlanformpartoftheWesternAustralianGovernment’sintegrated

planningandreportingframework.Theframeworkrequiredalllocalgovernmentstoadopttheplansby30June2013.

TheCityofSubiacowasproudtobeoneofthefirstlocalgovernmentsinWesternAustraliatodeliveronthisrequirementand

remains committed to delivering on its part of the shared vision.

What is the relationship between the plans?The Strategic Community Plan sets the direction and priorities for the city until 2030. The Corporate Business Plan is the fi rst

step towards achieving the community plan and sets out the key actions until 2019.

Under the state government’s integrated planning and reporting framework, there are a number of strategies and plans that

arerequiredtoinformtheCorporateBusinessPlan.Theinformingplansaimtoensurethecity’sresourcecapabilitiesare

matched to the community’s needs. The informing strategies include:

• strategicfinancialplan •workforceplan •assetmanagementplan.

The Strategic Community Plan, Corporate Business Plan, operational plans and informing strategies are designed to link

together, with the vision and direction set by the Strategic Community Plan.

introDuction

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local planning Strategy

Strategic financial plan

asset Management plan

Workforce plan

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focus areasThe Corporate Business Plan is structured around the six key focus areas from

the Strategic Community Plan:

• Oursenseofcommunity

• Parks,openspacesandplaces

• Auniquedestination

• Thebuiltenvironment

• Aneffectiveandintegratedtransportsystem

• Councilleadership

The focus areas were identifi ed using common themes that emerged from the

29 000 community ideas, responses and comments as part of Think2030.

objectives and strategiesEach focus area includes the objectives and strategies from the Strategic Community

Plan. The objectives are statements that describe what the community wants to

achieveandthestrategiesaremeasuresrequiredtoachievetheseobjectives.

actionsTo realise the objectives and strategies, the city identifi ed a number of key actions.

Each action has a timeframe for completion over the next four years.

hoW to use the corPorate business Plan

finance and budget TheCorporateBusinessPlaninteractswiththestrategicfinancialplanandtheannualbudget.Actionsarealignedannually

with the city’s budget.

Visions


Corporate visionThe corporate vision describes what the City of Subiaco administration strives to be in the future. The corporate vision is

intrinsically linked to the community vision.

An innovative, community-focused organisation providing strong leadership to build a unique and welcoming place.

Community visionThe community vision, as articulated in the Community Strategic Plan, describes how the community imagines the

City of Subiaco in 2030.

In 2030 the City of Subiaco is a unique, popular and welcoming place. The city celebrates its rich history, while embracing the diversity and vitality of the present. The parks, public spaces, events and recreational opportunities are easily accessible and promote a healthy and happy lifestyle for all. There is a diverse range of local businesses and entertainment that contribute to a lively atmosphere. The city faces the challenges of the future with strong leadership, an innovative approach and an emphasis on community values and voices. Sustainability, in all its forms, is at the core of the community and underpins the city’s operations.

Visions

objective one:

a sense of identity achieved through an awareness of the city’s history.

Strategy1.1.1 Ensure the community’s identity and local history is reflected through the city’s events, programs and public art.

Community outcomesAcommunitythatisaware,proudandcelebratesitshistory.

actions 2015–16 2016–17 2017–18 2018–19

Deliver a range of initiatives to celebrate local history

Secure long-term off-site storage for the city’s heritage and art collections

ProgressivelyimplementthePublicArtStrategicPlan

Focus area one :: Our sense of community

focus area one :: our sense of community



objective two:

a diverse, inclusive community where all members enjoy a sense of belonging and feel safe.

Strategy1.2.1 Create a social environment where all members enjoy a sense of belonging and feel safe.

Community outcomesAcitywherethebroadestcommunityfeelwelcome,involvedandconnectedwitheachother.

actions 2015–16 2016–17 2017–18 2018–19

Consider recommended outcomes of the the Community Facilities Concept Infrastructure Master Plan in accordance with approved priorities

Progressivelyimplementtheactionsinthecity'sDisability,AccessandInclu-sion Plan 2012–17

Deliver a range of programs to support and recognise volunteers

Provide support to build the capacity of local community groups

Provide ongoing support for the establishment of a community garden

Provide a range of support services for vulnerable people

Develop a long term vision for the library, museum, cultural activities and public art through an integrated Cultural Plan

Strategy1.2.2 Investigate and support opportunities for new and existing markets.

Community outcomesArangeofmarketswherepeoplecanmeet,socialiseandfeelpartofthecommunity.

Adiversedemographicofvisitorstothecity.

actions 2015–16 2016–17 2017–18 2018–19

Support the establishment of a range of markets that demonstrate an economic and social benefit to our community

Continue to foster partnership arrangements with current and emerging markets

Strategy1.2.3 Increase opportunities for children, teens and young adults to be part of the community.

Community outcomesArangeofplacesandactivitiesthatarespecificallyfor,andcaterto,youngerpeople.

actions 2015–16 2016–17 2017–18 2018–19

Provide a range of leadership development opportunities and activities for children and young people

Ensure young people with disabilities are involved when planning for youth activities

Provide a range of events and awards for children and young people

Strategy1.2.4 Maintain an indoor recreation facility for the community.

Community outcomesAfacilitywhichfostersasenseofcommunityandoffersarangeofrecreationandsocialamenitiesforallages.

actions 2015–16 2016–17 2017–18 2018–19

Implement recommendations from the Lords review in accordance with established priorities

Provide a diverse range of indoor recreation and social programs that are accessible to all


existing activities that support our sense of community focus area:

• SubiacoLibraryopensevendaysaweekprovidingarangeoflibraryservices

• Museumservicesincludingexhibitions,walkingmaps,managementanddisplay

of museum and city art collections, children and youth community activities and

programs including school holiday programs

• Managementofdangerousdogs;coordinatingofemergencymanagement;

participation in Eyes on the Street program

• Sportingclubdevelopmentandmanagement/allocationofplayinggrounds

• Publicartactivitiesincludingsculptures,interpretivelighting,murals,artwork

and banners

• Mealspreparedanddeliveredeachyear

• CoordinationandfacilitationoftheDisabilityAccessandInclusionCommittee

•ManagementofLordsRecreationCentre

• Graffitiremoval

• Arangeofgrantsandfundingtosupportcommunityinitiatives

• Providearangeofsocial,culturalandeducationalprograms,activitiesandevents

that foster a sense of community including:

• special needs groups

• children and literacy programs

• youth services and programs

• local community groups

• culture and arts including public art activities

• positive ageing programs

• volunteer support

• walking maps and active programs

• exhibitions, management and display of museum and city art collection

• awards

• Providearangeofsupportprogramsandservicesforseniorsandpeoplewith

disabilities including:

• meals

• in-home services

• centre-based activities

• FacilitationofSubiacoVoiceofYouth(SVY)andtheSubiacoKidsCrew(SKC)

Strategy1.2.5 Create and maintain a safe environment for the community.

Community outcomesAfeelingofsafetyatalltimesthroughoutthecity.

Asenseofbeinglookedoutforbythecommunity.

actions 2015–16 2016–17 2017–18 2018–19

Progressively implement the recommendations of the city’s Community Safety and Crime Prevention Plan

Continue to implement the street lighting improvement program

Maintain graffiti removal program

Enhance emergency management and recovery capacity


Focus area two :: Parks, open spaces and places


objective one:

a sustainable environment that is green and leafy.

Strategy2.1.1 Preserve and maintain valued street trees.

Community outcomesStreets that are lined with a variety of well maintained and appropriate tree species.

actions 2015–16 2016–17 2017–18 2018–19

Maintain a significant street tree register

Implement Town Centre Streetscape Plan

Continue cyclical tree audits and maintenance

Develop an urban forest strategy

Strategy2.1.2 Continue to be at the forefront of supporting sustainable verges.

Community outcomesConfidence that the city’s water allocation is being used in a sustainable and future-focused way.

actions 2015–16 2016–17 2017–18 2018–19

Continue the verge development assistance program

Continue the native plant subsidy scheme

Participate in National Tree Day community verge planting

PromotetheannualSustainableVergeandGardenAwards

Strategy2.1.3 Manage the city’s parks and greenery in a way that is waterwise.

Community outcomesConfidence that the city’s water allocation is being used in a sustainable and future-focused way.

actions 2015–16 2016–17 2017–18 2018–19

Implementthecity’sPublicOpenSpaceManagementinaDryingEnvironment Policy

Aquiferrecharge–implementstormwaterinfiltrationprogram

Thecityhasthirty-fiveparks,reservesandpublicopenspaces,includingtwoactiverecreationareasforsportswhichareRosalie

ParkandNicholsonRoad.

There are seven district parks:

• ChinaGreen

• JHAbrahamsReserve

• LakeJualbup

• MuellerPark

• RankinGardens

• StationSquare

• TheatreGardens

The rest of the city’s public open spaces are neighbourhood and local parks.

focus area tWo :: ParKs, oPen sPaces anD Places


objective two:

a wide range of well used parks, open spaces and public places.

Strategy2.2.1 Ensure that parks, open spaces and public places are developed and utilised to maximum benefit for current and

future community members.

Community outcomesAbroadrangeofparks,openspacesandpublicplacesthatmeetandadapttocommunityneeds.

actions 2015–16 2016–17 2017–18 2018–19

Implement the play space renewal program

DevelopmanagementplansforJHAbrahamsandMabelTalbotreserves

DevelopmentofamanagementplanforLakeJualbup,ShentonPark

RedevelopLakeJualbupandsurroundingparkland

Implement a local greening plan to create green corridors

Implement a wildlife enhancement plan

Create innovative areas of green vegetation and revitalise under-utilised areas

Install more seating for public use in parks and major streets

Strategy2.2.2 Promote active and passive recreation opportunities for all ages.

Community outcomesAvarietyofaccessiblerecreationopportunitiesandactivities.

actions 2015–16 2016–17 2017–18 2018–19

With the support of a working group, develop a Master Plan for the RosalieParkprecinct

ProgressivelyimplementtheRosalieParkManagementPlan

Deliver a range of active recreation programs for all ages and abilities

existing activities that support the parks, open spaces and places focus area:

• Comprehensiveparksmaintenanceprogramincluding:

• a water conservation plan and operating strategy

• installation of flow meters to all of the city’s bores

• installation of soil moisture monitors across fourteen parks

• telemetric irrigation control for rain or fault shut down

• regular application of wetting agents

• Streettreeplantingandrenewalprogram

• Tenyearassetmanagementplans,whichprovidefornewplayequipment,park

furniture and reticulation as part of the parks improvements program

• Sustainableparklightingstrategytomeetsecurity,aestheticandrecreational

needs and improve energy use efficiency

• Fortnightlycyclicalareamaintenance

• Ondemandkerbsidegreenwastecollection

• Mosquitomanagementprograms

• Streetscapeswith92kilometresofroadreservesincludingcul-de-sacsand

roundabouts

• Approximately11000streettrees,278itemsofparkfurniture,128pieces

ofplayequipment

• Twenty-fourboresandpumpsandthirty-sevenreticulationsystems

• Vergeparkingandparkingonreserves

• Dogexercisefacilitiesandareas

• Commitmenttothefollowingregionalandnationalprograms:

• Swan-CanningRiverManagementPlan

• Waterwise Council program

• WesternSuburbsRegionalOrganisationofCouncilsandTheUniversityof

WesternAustralia(UWA)realtimemonitoringsystemfortheSwanRiver

• Mounts Bay Catchment Water Quality Improvement Plan

• UWAturfresearchprogram

• RecreationWatersMonitoringProgram–assistancetoDepartment

ofHealth

focus area tWo :: ParKs, oPen sPaces anD Places


focus area three :: a uniQue Destination

Focus area three :: A unique destination

objective one:

a wide variety of accessible entertainment and hospitality options.

Strategy3.1.1 Encourage a variety of entertainment options for the broadest community.

Community outcomesThe opportunity to attend local events, festivals and other forms of entertainment at a variety of venues.

Athrivingnightlifethatisnotjustbasedonbarculture.

actions 2015–16 2016–17 2017–18 2018–19

Deliver and support a range of arts and cultural activities and events

ContinuetoprovidearrangementstosupporteventsatSubiacoOval

Developastrategytoleveragethenight-timeeconomy(5pmtomidnight)

Strategy3.1.2 Support a diverse range of dining and drinking venues, both indoors and outdoors.

Community outcomesAchoiceofvenuesofferingdifferentsocialenvironments.

actions 2015–16 2016–17 2017–18 2018–19

Continue work with licensed premises through the Town Centre Network

objective two:

a diverse range of businesses that meet the needs of a changing and growing population.

Strategy3.2.1 Support the development of a diverse range of shopping options, including markets.

Community outcomesSupport the development of a diverse range of shopping options, including markets.

actions 2015–16 2016–17 2017–18 2018–19

Implement a long-term economic development plan focusing on market-ingofthecity,supporttosmallbusiness/retail,eventsandfestivals,marketdevelopment and town centre activation

Strategy3.2.2 Support and encourage both new and existing locally-owned businesses to remain in the city.

Community outcomesThe ability to own and run a local business.

Arangeoflocally-ownedbusinessestofrequent.

actions 2015–16 2016–17 2017–18 2018–19

Promote and market the town centre to the widest range of potential visitors, including tourists

Provide streetscape improvements in the town centre in accordance with the public realm and streetscape master plan


objective three:

a city that is frequented by local residents, workers and visitors.

Strategy3.3.1 Ensure that the community is informed about what is available and what there is to do in the city.

Community outcomesAhighawarenessofservices,facilitiesandeventsonoffer.

actions 2015–16 2016–17 2017–18 2018–19

Develop and maintain the city’s online communication tools including the website, social media and e-newsletters

Promote city events, facilities, services and programs through a wide range of communication mediums including marketing collateral and media relations

Develop and implement a marketing and tourism plan for the city

Strategy3.3.2 Work towards establishing the Subiaco town centre as a destination of choice.

Community outcomesAtowncentrethathashighvisitationtoarangeofshoppingandentertainmentopportunities,culturalactivities

and tourist attractions.

actions 2015–16 2016–17 2017–18 2018–19

Implement marketing and promotion activities to target increased visits and spend in the retail and hospitality sectors

Facilitate the co-ordinated development of the Subiaco town centre through the Place Development Team.

Develop and implement an activity centre structure plan to guide the character and built form of the town centre

Ensure waste collection in the town centre meets the expectations of businessesandthecommunity(frequency,binplacement)

Increasefrequencyofhighpressurebinandpavementcleaning

InvestigatetheopportunityforfreeparkingduringthemonthofJanuaryinthe city’s Town Centre shopper car parks

Investigate opportunities to create Wi-Fi umbrellas in city parks and develop a map of Wi-Fi hotspots in the town centre

Support and encourage a range of community based events and activities to facilitate activity within the town centre

focus area three :: a uniQue Destination

Strategy3.3.3 Encourage a broad range of hospitality, entertainment and recreation

options for workers in the city.

Community outcomesAthrivingeconomy,increasedvisitationandanenhancedatmosphere.

actions 2015–16 2016–17 2017–18 2018–19

Develop specific marketing and promotion activities to inform workers on hospitality, entertainment and recreation options

Under the city's marketing and tourism plan, develop specific ongoing communication strategies to inform workers about city events and facilities

Provide a range of opportunities at Lords that are inclusive of workers in Subiaco

existing activities that support a unique destination focus area:• Supportandencouragethedevelopmentofmarketswithinthecity

• Promoteandmarketthetowncentre

• PromotionofSubiacomarketsandevents

• PiecesofPerth

• Collectandanalysedataonbusinessesinthecity

• Promotionofcityevents,facilities,servicesandprogramsthroughadvertising,

Facebook, publications, newsletters and the website

• Supportopportunitiesfordevelopmentoflocalbusiness

• Regularlyinspectandmonitorover300registeredfoodbusinesses

• PlanandassistwitheventmanagementatSubiacoOval

• Improveduseofnewmobilephonetechnologyforbusinesses


focus area four :: the built enVironment

Focus area four :: The built environment

objective one:

a built form with heritage value that is recognised and protected.

Strategy4.1.1 Identify and protect significant heritage buildings.

Community outcomesConfidence that heritage buildings and the character of the city will be protected.

actions 2015–16 2016–17 2017–18 2018–19

Develop appropriate scheme provisions and policies to guide future development

Implement a capital maintenance program for city-owned heritage listed buildings

Identify and record significant places

Make available incentives for owners to preserve and restore heritage buildings

Strategy4.1.2 Ensure new developments consider and respect the built heritage and the character of the streetscapes.

Community outcomesNew developments that respect and enhance the existing built form and streetscapes.

The character of the city will be reflected in new developments.

actions 2015–16 2016–17 2017–18 2018–19

Manage the city's property portfolio to ensure new developments consider and respect built heritage

Formulate policies and scheme provisions to provide appropriate controls recognising built heritage and streetscape character

objective two:

a sustainable city that accommodates the increasing population, whilst maintaining the valued character.

Strategy4.2.1 Identify appropriate locations for increased density, and plan effectively in order to accommodate the 3600 new

dwellingsrequiredbyDirections2031.

Community outcomesNew developments are integrated with, and make positive contribution to, the city.

Confidence that the city can appropriately plan for the projected population growth.

actions 2015–16 2016–17 2017–18 2018–19

Develop a new City of Subiaco Local Planning Scheme No. 5

Encourageprovisionofhighqualitypublicopenspacesintheapprovalofbuilding developments

Ensure the new local planning scheme includes provisions to enhance sustainable building design and construction


objective one:

a road management system that meets the needs of all users.

Strategy5.1.1 Manage and plan our road networks to reduce congestion, while incorporating the increasing population and major

developments.

Community outcomesReducecongestionandincreasedsafetyonourroadsforallusers.

actions 2015–16 2016–17 2017–18 2018–19

Develop and implement a city-wide traffic management plan

Continue maintenance and improvements through initiatives such as the Black Spot Program

Investigate opportunities to reduce congestion through the construction, improvement and maintenance of infrastructure

Investigate the opportunity for the possible introduction of solar smart road technology

Strategy5.1.2 Reducetheimpactoftrafficonlocalroads.

Community outcomesReducecongestionandincreasedsafetyonourroadsforallusers.

actions 2015–16 2016–17 2017–18 2018–19

Addresshighrisklocationsthroughlocalareatrafficmanagementtreatments

Operatewastefleetandotherservicevehiclesattimesthatleastimpactroad users

focus area four :: the built enVironment

Strategy4.2.2 Work to ensure appropriate infrastructure exists to support increased density.

Community outcomesInfrastructure provision which meets the entire community’s needs.

actions 2015–16 2016–17 2017–18 2018–19

Ensure pedestrian and cycling infrastructure is considered in new developments

Implement the stormwater drainage plan

Strategy4.2.3 Investigate and consider opportunities for the development of affordable and diverse housing.

Community outcomesAdiverserangeofhousingoptionsforthebroadcommunity.

Adiversepopulationresidinginthecity.

actions 2015–16 2016–17 2017–18 2018–19

Promote best practice sustainable design and construction

existing activities that support the built environment focus area:• Implementationofstategovernmentstrategies(Directions2031)

• IdentifysignificantbuildingsandareasandrecordthemintheLocalGovernmentInventoryandupdatetheSchemeRegister

ofHeritagePlacesasappropriate

• Workwithindustrytoensureconstructiontechniquesandmaterialsmeetrelevantbuildingstandardsandrespect

heritage values

• Wasteservicesandrecycling

• Manageapproximately300buildingapplications(licencesanddemolitions)peryear

Focus area five :: An effective and integrated transport system

focus area fiVe :: an effectiVe anD integrateD transPort system



objective two:

a range of sustainable and accessible transport options.

Strategy5.2.1 Investigate opportunities for regular public transport services that are free for users.

Community outcomesKnowledge of the potential to bring such services to Subiaco.

actions 2015–16 2016–17 2017–18 2018–19

Liaise with the state government regarding the Public Transport Plan

Strategy5.2.2 Work to ensure that the proposed light rail system services and benefits the city.

Community outcomesLight rail connections which enhance access to, from and around the city.

actions 2015–16 2016–17 2017–18 2018–19

Support state government initiatives for light rail transport

Strategy5.2.3 Improve the public transport system that services the city.

Community outcomesImproved public transport accessibility and linkages.

actions 2015–16 2016–17 2017–18 2018–19

ReviewandsupporttheIntegratedTransportPlanandworkwiththestategovernment to assist implementation

Strategy5.2.4 Improve and enhance the city’s pedestrian and cycle networks.

Community outcomesThe ability to walk and cycle in and around the city.

actions 2015–16 2016–17 2017–18 2018–19

Progressively implement cycling projects and initiatives in accordance with Cycling Plan and Integrated Transport Strategy

Maintain and improve existing pedestrian infrastructure

objective three:

an effective parking system that is accessible to all users.

Strategy5.3.1 Develop a comprehensive parking system that considers both the supply and management of parking.

Community outcomesParking options that are easy to access, flexible and appropriate for all users.

actions 2015–16 2016–17 2017–18 2018–19

Implement the parking plan

Investigate the possibility of developing a multi-level car park in the town centre

Manage the city's economic property portfolio to identify opportunities to increase parking bay supply


Strategy5.3.2 Ensureflexibilityforcommercialparkingrequirementsinthecity.

Community outcomesFlexibilityinparkingrequirementsthatencouragebusinessestocometothecity.

actions 2015–16 2016–17 2017–18 2018–19

Develop parking strategy to identify unused city-owned land for consideration to accommodate parking demand where possible

existing activities that support an effective and integrated transport system focus area:• Communitytransportserviceforseniorsandpeoplewithdisabilities

• Partnerinprovisionofthenumber97SubiacoShuttleBus

• ParticipationonWesternSuburbsRegionalOrganisationofCouncils’TransportForum

• Liaisonwithstateagenciesregardingtransportoptionsandimprovementtoinfrastructure

• Manageapproximately8000residentialparkingpermits

• Manageanestimated15 000parkingspaces

• Manageandmaintain117kilometresofsealedroads

• Buildmulti-levelcarparkfacilityinthetowncentre

• Trafficmanagement

• Drainagemanagement


Focus area six :: Council leadership

objective one:

a leading council that is supported by an excellent organisation.

Strategy6.1.1 The mayor and councillors are representative of the community and provide strong and visionary leadership.

Community outcomesCommunity confidence and trust in council.

actions 2015–16 2016–17 2017–18 2018–19

Provide ongoing training to councillors on governance matters, including code of conduct, roles and responsibilities and conflict of interest

Reviewcodeofconductpolicy

Develop a kit for residents and businesses to promote candidacy and voting in council elections

Strategy6.1.2 Activelyengagewiththecommunitytoinformdecision-making.

Community outcomesBeing able to make an informed contribution to local issues.

Aknowledgeofhowandwhenthecommunitycanengageincitymatters.

Opennessandtransparencyincouncildecisions.

actions 2015–16 2016–17 2017–18 2018–19

Continue to implement the community engagement handbook to ensure staff are able to engage with the community in the most relevant and appropriate way

Design appropriate community engagement activities including writing surveys, workshops, information sessions and events to enable broad community participation

Undertake a major review of the Strategic Community Plan every four years

focus area six :: council leaDershiP



Strategy6.1.3 Be innovative, responsive and maintain a strong customer focus.

Community outcomesAhighlevelofsatisfactionwiththeCityofSubiaco’sservices.

The ability to easily and effectively communicate with the city.

actions 2015–16 2016–17 2017–18 2018–19

Undertake the Community Perception Survey in order to measure community satisfaction with the City of Subiaco

Redevelopthecity'swebsitetobemobilefriendly

Implementation of mobile technology tools for senior staff, councillors and identified field staff

Ensure the city is continually improving its communication with the communitythroughahighqualitycommunicationsplan

ImplementGISmappingtooltoprovidecurrentinformationonarangeofcouncil services

Make available online lodgement and tracking of building and planning applications(e.g.CouncilsOnline)

Develop a mobile application for the city to provide information such as event listings, opening hours, building locations and locations of public facilities

DevelopanintegratedCRMsystemtostreamlineapplications,processesandservicerequests

Strategy6.1.4 Maintain a resilient and independent city.

Community outcomesAsustainable,progressiveandindependentlocalgovernment.

actions 2015–16 2016–17 2017–18 2018–19

Provide relevant and timely information to the community on structural reform

Develop relationships with other local governments and the Western AustralianLocalGovernmentAssociation(WALGA)

Foster shared service arrangements with other local governments and agencies

Strategy6.1.5 Create organisational and community culture that is underpinned by sustainable practice.

Community outcomesAcommitmentfromthecouncilandthecommunitytoasustainablefuture.

actions 2015–16 2016–17 2017–18 2018–19

Manage the city's commercial property portfolio to produce a sustainable income stream

Develop a strategic land use planning framework model to guide appropriate future development within the city

DevelopandimplementtheAssetManagementFrameworktoensurethecity reduces the asset management funding gap

MeetrequirementsoftheIntegratedPlanningandReportingFramework,including developing and implementing the following informing strategies:

•StrategicFinancialPlan•AssetManagementPlan•WorkforcePlan•ICTPlan

Implement a business planning framework for the city to support the review of the Strategic Community Plan and Corporate Business Plan and the development of branch plans

ImplementandundertakeabiannualreviewoftheGovernanceFrameworkto improve how the city does its business

Throughthecity'sAuditCommittee–reviewthecity'sinternalauditprogram processes and reporting

Develop and implement a risk management framework across the city that incorporates risk management into decision making processes

Ensure the city is resourced to meet its statutory obligations in the fields of environmental health, building, planning and other legislation

Continue to work towards employee turnover rates below industry standard

Develop an event management guide to support the coordination of city events

Strategy6.1.6 Be proactive and innovative in its approach to environmental sustainability and climate change, especially resource

conservation, recycling and green energy.

Community outcomesAcommitmentfromthecouncilandthecommunitytoasustainablefuture.



actions 2015–16 2016–17 2017–18 2018–19

Implement the Environment Enhancement Plan

ImplementtheLocalClimateChangeAdaptationStrategyandActionPlan

Implement the Strategic Waste Minimisation Plan

Install a recycling station area for public use and facilitate a collection service

Increase sustainability initiatives, including green energy to buildings, stormwater infiltration and implementing water sensitive urban design (WSUD)principles

Increase use of renewable energy in buildings, car parks and reserves

Increase stormwater harvesting and pollution control

Progress carbon credit and offset initiatives, electric vehicle trial and use of solarpoweredelectricrechargeequipment

Enhance information and communication technology tools to reduce reliance on paper

existing activities that support the council leadership focus area:• Councilmeetingsadvertisedwidely

• Councildecisionscommunicatedtothecommunity

• Residentandbusinessnewsletter,Talk about Subi, produced eleven times per year

• InformationprovidedweeklythroughSubiaco scene in The POST Newspaper

• ProductionoftheCityofSubiacoAnnualReport

• Communityengagementhandbookandtrainingforstaff

• CollectionpointsformobilephonesandbatteriesatSubiacoLibraryandLordsRecreationCentre

• WesternSuburbsRegionalOrganisationofCouncilsregionalprojects

• Websitewithmapping

The project list includes projects being undertaken by the city that are likely to be of high interest to the community.

While the following project list does not represent all city projects over the four year period of the Corporate Business Plan,

it highlights some of the projects of interest, in addition to the action items provided under each focus area.

Significant projects

significant Projects

project 2015–16 2016–17 2017–18 2018–19

RokebyRoadstreetscapeandenhancementofstreetlightswithenergyefficient principles

Implement Town Centre Streetscape Plan

RedevelopLakeJualbupandsurroundingparkland

Park Street precinct upgrade

Develop heritage policy and incentives program

Town Planning Scheme review

Drainage upgrade throughout the city

StirlingHighwayintersectionupgrade–Blackspotandbusprioritylane

Reviewanddeveloptheintegratedtransportplan

Investigate the possibility of a multi-purpose facility

Carter Lane precinct subdivision and development

ReplaceSubiacoCommonlakeliner

ForrestStreet(Square)carparkredevelopment

MarketsonRokeby

Branding of Subiaco

SubiacoOval

HayStreettwoway

Civic and Cultural Precinct development

241 Rokeby Road SUBIACO WA 6008PO Box 270 SUBIACO WA 6904

Phone: 08 9237 9222 Fax: 08 9237 9200Email: [email protected] Website: www.subiaco.wa.gov.au

The City of Subiaco is committed to protecting the global environment through local action. By printing this publication onAustralianmade100percentrecycledpaper,thecityaims to conserve the resources of the city. The document is available via the Internet at www.subiaco.wa.gov.au.

This information can be provided in alternative formatsuponrequest.

Documents

Corporate Business Plan 2015–2019 - City of Subiaco · 2017-02-22 · Visions 6 | City of SubiaCo Corporate buSineSS plan 2014–2018 City of SubiaCo Corporate buSineSS plan 2014–2018