2012–2016 CORPORATE BUSINESS PLAN
CORPORATE BUSINESS PLAN 2012–2016 tabLe of Contents table of contents 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 :: Our sense of community 7 Focus area two :: Parks, open spaces and places 12 Focus area three :: A unique destination 16 Focus area four :: The built environment 20 Focus area five :: An effective and integrated transport system 23 Focus area six :: Council leadership 27 32 Significant projects The City of Subiaco is committed to protecting the global environment through local action. By printing this publication on Australian made 100 per cent recycled paper, the city aims to conserve the resources of the city. The document is available via the Internet at www.subiaco.wa.gov.au. 2 | C i t y o f S u b i a C o C O r p O r at E B u s i n E s s p l a n 2 0 1 2 – 2 0 1 6 message from the CEO Message from the CEO The City of Subiaco Corporate Business Plan, together with the Strategic Community Plan, sets an exciting new direction for the city and our community. For the first time, the city has developed a Strategic Community Plan based on feedback gained through an extensive eighteen-month community visioning process. The Corporate Business Plan is the city’s contract with the community to deliver on the Strategic Community Plan. It links the city’s operations to the community’s aspirations, by outlining the specific actions the city will undertake to achieve these goals. The Corporate Business Plan identifies the priorities for the city’s operations for the next four years. Many actions involve continuing or extending current initiatives; however, others are new initiatives identified by the community – such as reviewing the supply and management of parking, or facilitating the establishment of new markets. The city will monitor its progress by reviewing the plan every two years, with a major review occurring every four years. It will also use the results of its annual Community Perceptions Survey to measure the community’s satisfaction with its services, facilities and programs. We will report progress in the Annual Report and provide updates through the city’s talk about subi newsletter and on the website. The city is looking forward to working with the community to implement the new direction and realise our community’s vision for the city. Stephen Tindale CEO C i t y o f S u b i a c o C o r p o r at e B u s i n e ss P l a n 2 0 1 2 – 2 0 1 6 | 3 introDuCtion introduction The City of Subiaco Corporate Business Plan 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 specific 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 reflects the community’s priorities, values and vision for the future of Subiaco. Almost 29 000 pieces of information collected during Think2030 informed development of the Strategic Community Plan. What is integrated planning and reporting? The Strategic Community Plan and the Corporate Business Plan form part of the Western Australian Government’s integrated planning and reporting framework. The framework requires all local governments to adopt the plans by 30 June 2013. The City of Subiaco is proud to be one of the first local governments in Western Australia to deliver on this requirement, and will remain 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 first step towards achieving the community plan and sets out the key actions until 2016. Under the state government’s integrated planning and reporting framework, there are a number of strategies and plans that are required to inform the Corporate Business Plan. The informing plans aim to ensure the city’s resource capabilities are 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. ➟ ➟ ➟ ➟ Corporate buSineSS plan ➟ StrateGiC CoMMunity plan ➟ inforMinG StrateGieS local planning Strategy Strategic financial plan asset Management plan Workforce plan operational planS finance and budget The Corporate Business Plan interacts with the strategic financial plan and the annual budget. Actions are aligned annually with the city’s budget. As this is the initial Corporate Business Plan, the costs associated with the services, operations and projects that the city will deliver over the period of the plan, will be incorporated at a later date, pending finalisation of the annual budget and the long term financial plan. 4 | C i t y o f S u b i a C o C O r p O r at E B u s i n E s s p l a n 2 0 1 2 – 2 0 1 6 hoW to use the CorPorate business PLan How to use the Corporate Business plan focus areas The 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 identified using the common themes that emerged from the 29 000 community ideas, responses and comments as part of Think2030. objectives and strategies Each focus area includes the objectives and strategies from the Strategic Community Plan. The objectives are statements that describe what the community wants to achieve and the strategies are the measures required to achieve these objectives. actions To realise the objectives and strategies, the city identified a number of key actions. Each action has a timeframe for completion over the next four years. foCuS areaS ➟ ➟ ➟ obJeCtiVeS ➟ CoMMunity outCoMeS StrateGieS aCtionS enabling services and existing activities Within each focus area there is a list of enabling services and existing activities. Enabling services are typically facilities, branches or groups within the city that contribute to the focus area. Existing activities are those activities, initiatives and services that are currently in place that contribute to the focus area. C i t y o f S u b i a C o C o r p o r at e b u S i n e S S p l a n 2 0 1 2 – 2 0 1 6 | 5 Visions Visions Community vision The 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. Corporate vision The 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-focussed organisation providing strong leadership to build a unique and welcoming place. 6 | C i t y o f S u b i a c o C o r p o r at e B u s i n e s s P l a n 2 0 1 2 – 2 0 1 6 Focus area one :: our sense of community Focus area one :: Our sense of community Enabling services: Library Library and heritage services Museum Community development Community centres Recreation services Lords recreation centre Communications Men’s Shed Community engagement Community services Field services Objective one: A sense of identity achieved through an awareness of the city’s history. Strategy 1.1.1 Ensure the community’s identity and local history is reflected through the city’s events, programs and public art. Community outcomes A community that is aware, proud and celebrates its history Actions 2012–13 2013–14 2014–15 Re-format Subiaco Museum: redesign entry, add new display space and establish the front of the museum as interpretative space in line with Strategic Interpretation Plan Secure long-term off-site storage for the city’s heritage and art collections 2015–16 Continue to progressively implement the Public Art Strategic Plan: Laneway installations Subiaco Arts Centre sculpture art project Develop entry statements at all major points of entry to the city Develop an indigenous culture and heritage plan to celebrate Aboriginal heritage Develop and promote the trail head for the Camino Salvado Pilgrim Trail and associated heritage programs Include public art provisions within the new town planning scheme C i t y o f S u b i a c o C o r p o r at e B u s i n e ss P l a n 2 0 1 2 – 2 0 1 6 | 7 Focus area one :: our sense of community Objective two: A diverse, inclusive community where all members enjoy a sense of belonging and feel safe. Strategy 1.2.1 Create a social environment that is accessible and inclusive for everyone. Community outcomes A city where the broadest community feel welcome, involved and connected with each other. A range of services, facilities and programs that are accessible to all. Actions 2012–13 2013–14 2014–15 2015–16 Progressively implement the actions in the city’s Disability, Access and Inclusion Plan 2012–17 Continue to support community volunteering through a range of programs including Volunteer Hub, volunteer recognition activities, training and promotion of the value of volunteers Assist the Subiaco community Men’s Shed to be housed in a facility that caters to the growing membership Facilitate the establishment of a community garden 2015–16 Strategy 1.2.2 Investigate and support opportunities for new and existing markets. Community outcomes A range of markets where people can meet, socialise and feel part of the community. A diverse demographic of visitors to the city. Actions 2012–13 2013–14 2014–15 Facilitate establishment of a range of markets in accordance with the city’s market guidelines Establish necessary infrastructure for hosting markets in the Subiaco Museum precinct Progress discussions with relevant stakeholders for the establishment of markets on Subiaco Station Square Foster partnership arrangements with current and emerging markets such as Subiaco Farmers’ Market, Upmarket and Craft and Community Fair 8 | C i t y o f S u b i a c o C o r p o r at e B u s i n e s s P l a n 2 0 1 2 – 2 0 1 6 Strategy 1.2.3 Increase opportunities for children, teens and young adults to be part of the community. Community outcomes A range of places and activities that are specifically for, and cater to, younger people. Actions 2012–13 Develop Nicholson Road Reserve for youth activities including the refurbishment of the skate park 2013–14 2014–15 2015–16 Review and implement the Child Friendly City Plan Expand social media presence to engage with youth in their space Ensure children and young people with disabilities are involved when planning for children and youth activities Continue to provide a range of youth events including Ampfest, Youth Zone at the Subi Street Festival and the Shaun Tan and Tim Winton awards Strategy 1.2.4 Maintain an indoor recreation facility for the community. Community outcomes A facility which fosters a sense of community and offers a range of recreation and social amenities for all ages. Actions 2012–13 Review and upgrade the Lords’ parking area Develop a long term plan for the future of Lords recreation centre and precinct Replacement of Lords’ roof (pending outcome of long term plan for the future of Lords) 2013–14 2014–15 2015–16 C i t y o f S u b i a c o C o r p o r at e B u s i n e ss P l a n 2 0 1 2 – 2 0 1 6 | 9 Focus area one :: our sense of community Strategy 1.2.5 Create and maintain a safe environment for the community. Community outcomes A feeling of safety at all times throughout the city. A sense of being looked out for by the community. Actions 2012–13 2013–14 2014–15 2015–16 Progressively implement the recommendations of the city’s Community Safety and Crime Prevention Plan 2011 Finalise installation of a secure taxi rank Continue to implement the street lighting improvement program Maintain graffiti removal program Enhance emergency management and recovery capacity 10 | C i t y o f S u b i a c o C o r p o r at e B u s i n e s s P l a n 2 0 1 2 – 2 0 1 6 Existing activities that support our sense of community focus area: • Subiaco Library open seven days a week providing a range of library services including 200 000 issues and renewals per year • Library activities including Baby Rhyme Time, Sue Bee for young readers, philosophy club, book club, author and artist talks, with 8500 attendees per year • Subiaco Museum open six days a week • Heritage services including exhibitions, walking maps, management and display of museum and city art collections • Children and youth community activities and programs including school holiday programs, Children’s Adventure Map, Race around Subi, achievement grants for young people, support to Subiaco Voice of Youth committee • Photographic Award and Local History Award • Community group and organisation support through grants, training and education programs, networking events, volunteer support • Funding and education seminars for local community groups/organisations • Awareness and education programs on community safety • Management of dangerous dogs; coordination of emergency management; participation in Eyes on the street program • Sporting club development program including training and education seminars, identification of funding opportunities, and management and allocation of playing grounds • Public art activities including sculptures, interpretive lighting, murals, artwork and banners • Approximately 20 000 meals prepared and delivered each year • Approximately 9500 occasions of in-home support service for personal care, domestic assistance, gardening and general maintenance and social support • Seniors centre based activities, community lunches and film clubs • Coordination and facilitation of the Disability and Access Inclusion Committee • Services for people with disabilities including management of parking (ACROD) • Management of Lords recreation centre, which includes 3200 Lord memberships, 4000 group fitness classes per year, 450 sporting team registrations per season, 500 000 visitors to the centre per year • Graffiti removal C i t y o f S u b i a c o C o r p o r at e B u s i n e ss P l a n 2 0 1 2 – 2 0 1 6 | 11 FOCUS AREA TWO :: PARKS, OPEN SPACES AND PLACES Focus area two :: Parks, open spaces and places Enabling services: Twenty-eight passive recreation areas and two active recreation areas (sporting areas) that include: • JH Abrahams Reserve • Cliff Sadlier Reserve • Mabel Talbot Park • Mueller Park • Subiaco Common • Theatre Gardens • Rosalie Park • Nicholson Road Reserve • Seventeen local and pocket parks Parks and environment services Infrastructure services Waste and fleet services Community development 12 | C i t y o f S u b i a c o C o r p o r at e B u s i n e s s P l a n 2 0 1 2 – 2 0 1 6 Objective one: A sustainable environment that is green and leafy. Strategy 2.1.1 Preserve and maintain valued street trees. Community outcomes Streets that are lined with a variety of well maintained and appropriate tree species. Actions 2012–13 2013–14 2014–15 2015–16 Develop a significant street tree register Develop a significant park tree register Develop a management plan for trees that have the potential to outgrow their environment 2012–13 2013–14 2014–15 2015–16 Continue the verge development assistance program Continue the native plant subsidy scheme Participate in National Tree Day community verge planting Promote the annual Sustainable Verge and Garden Awards 2014–15 2015–16 Continue cyclical tree audits and maintenance Strategy 2.1.2 Continue to be the forefront of supporting sustainable verges. Community outcomes Verges that contribute to the sustainability of the city. Actions Strategy 2.1.3 Manage the city’s parks and greenery in a way that is waterwise. Community outcomes Confidence that the city’s water allocation is being used in a sustainable and future-focused way. Actions 2012–13 Implement the city’s Public Open-space Management in a Drying Environment Policy Implement hydrozoning program at Dom Serra Park and Mueller Park Audit light industry environmental impacts (groundwater decontamination program) Establish a local aquifer recharge program 2013–14 C i t y o f S u b i a c o C o r p o r at e B u s i n e ss P l a n 2 0 1 2 – 2 0 1 6 | 13 FOCUS AREA TWO :: PARKS, OPEN SPACES AND PLACES Objective two: A wide range of well used parks, open spaces and public places. Strategy 2.2.1 Ensure that parks, open spaces and public places are developed and utilised to maximum benefit for current and future community members. Community outcomes A broad range of parks, open spaces and public places that meet and adapt to community needs. Actions Develop a children’s playspace plan 2012–13 2013–14 2014–15 2015–16 Develop management plans for JH Abrahams and Mabel Talbot reserves Implement a management plan for JH Abrahams Bushland Bush Forever Site 402 Redevelop Lake Jualbup and surrounding parkland Implement a local greening plan to create green corridors Develop a wildlife enhancement plan Create innovative areas of green vegetation on under-utilised areas Install more seating for public use in parks and major streets 2013–14 2014–15 2015–16 Strategy 2.2.2 Promote active and passive recreation opportunities for all ages. Community outcomes A variety of accessible recreation opportunities and activities. Actions 2012–13 Develop a public open space plan Develop a sustainable model for sporting clubs’ use of Rosalie Park facilities Establish a city wide sport and recreation committee Develop a community-based Subiaco active program that provides a range of activities for all ages and abilities at Lords recreation centre 14 | C i t y o f S u b i a c o C o r p o r at e B u s i n e s s P l a n 2 0 1 2 – 2 0 1 6 Existing activities that support the parks, open spaces and places focus area: • Comprehensive parks maintenance program including: • 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 • Street tree planting and renewal program • Ten year asset management plans, which provide for new play equipment, park furniture and reticulation as part of the parks improvements program • Rosalie Park Advisory Committee • Sustainable park lighting strategy to meet security, aesthetic and recreational needs and improve energy use efficiency • Fortnightly cyclical area maintenance • On demand kerbside green waste collection • Mosquito management programs • Streetscapes with 92 kilometres of road reserves including cul-de-sacs and roundabouts • Approximately 11 000 street trees, 278 items of park furniture, 128 pieces of play equipment • Twenty-four bores and pumps and thirty-seven reticulation systems • Sixteen tennis courts and a clay wicket facility • Verge parking and parking on reserves • Dog exercise facilities and areas • Commitment to the following regional and national programs: • Swan-Canning River Management Plan • Waterwise Council program • Western Suburbs Regional Organisation of Councils and The University of Western Australia (UWA) real time monitoring system for the Swan River • Mounts Bay Catchment Water Quality Improvement Plan • UWA turf research program C i t y o f S u b i a c o C o r p o r at e B u s i n e ss P l a n 2 0 1 2 – 2 0 1 6 | 15 FOCUS AREA THREE :: A UNIQUE DESTINATION Focus area three :: A unique destination Enabling services: Economic development Planning services City business Field services Community development Communications Environmental health services Pro Subi Building services Objective one: A wide variety of accessible entertainment and hospitality options. Strategy 3.1.1 Encourage a variety of entertainment options for the broadest community. Community outcomes The opportunity to attend local events, festivals and other forms of entertainment at a variety of venues. A thriving nightlife that is not just based on bar culture. Actions Make Market Square suitable for entertainment events that have a community benefit (e.g. food and wine festival) 2012–13 2013–14 2014–15 2015–16 Work with the Perth Theatre Trust to explore the use of the Subiaco Arts Centre to house theatre or performance art organisations as shared space Investigate the option of hosting a major annual or bi-annual event to be held in the city Further develop partnerships with arts organisations such as Barking Gecko, Perth International Arts Festival – Writers Festival and Catch Music Continue to provide arrangements to support events at Subiaco Oval 2012–13 2013–14 2014–15 2015–16 Strategy 3.1.2 Support a diverse range of dining and drinking venues, both indoors and outdoors. Community outcomes A choice of venues offering different social environments. Actions Continue to facilitate the licensed premises working group Review the city’s Liquor Licensing Policy Establish a food safety education program (for hospitality workers) 16 | C i t y o f S u b i a c o C o r p o r at e B u s i n e s s P l a n 2 0 1 2 – 2 0 1 6 Objective two: A diverse range of businesses that meets the needs of a changing and growing population. Strategy 3.2.1 Support the development of a diverse range of shopping options, including markets. Community outcomes Support the development of a diverse range of shopping options, including markets. Actions Introduce a long-term economic development plan focusing on marketing of the city, support to small business/retail, events and festivals, market development and town centre activation 2012–13 2013–14 2014–15 2015–16 Strategy 3.2.2 Support and encourage both new and existing locally-owned businesses to remain in the city. Community outcomes The ability to own and run a local business. A range of locally-owned businesses to frequent. Actions 2012–13 2013–14 2014–15 2015–16 Promote and market the town centre to the widest range of potential visitors, including tourists Establish a dedicated page on the city’s website and an e-newsletter that provides information and resources for SMEs (small and medium enterprises) Provide streetscape improvements in the town centre C i t y o f S u b i a c o C o r p o r at e B u s i n e ss P l a n 2 0 1 2 – 2 0 1 6 | 17 FOCUS AREA THREE :: A UNIQUE DESTINATION Objective three: A city that is frequented by local residents, workers and visitors. Strategy 3.3.1 Ensure that the community is informed about what is available and what there is to do in the city. Community outcomes A high awareness of services, facilities and events on offer. Actions 2012–13 2013–14 2014–15 2015–16 Develop the city’s online communication tools such as website, Facebook, Twitter, e-newsletters, online forums and a mobile application for the city Promote city events and programs through a wide range of communication mediums including print advertising, newsletters, brochures, posters, banners and media relations Develop and implement a marketing and tourism plan for the city Strategy 3.3.2 Work towards establishing the Subiaco town centre as a destination of choice. Community outcomes A town centre that has high visitation to a range of shopping and entertainment opportunities, cultural activities and tourist attractions. Actions 2012–13 2013–14 2014–15 2015–16 Implement marketing and promotion activities to target increased visits and spend in the retail and hospitality sectors 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 businesses and the community (frequency, bin placement) Increase frequency of high pressure bin and pavement cleaning 18 | C i t y o f S u b i a c o C o r p o r at e B u s i n e s s P l a n 2 0 1 2 – 2 0 1 6 Strategy 3.3.3 Encourage a broad range of hospitality, entertainment and recreation options for workers in the city. Community outcomes A thriving economy, increased visitation and an enhanced atmosphere. Actions 2012–13 2013–14 2014–15 2015–16 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 programs at Lords for workers in Subiaco Existing activities that support a unique destination focus area: • Wayfinding signage, public art and landscape for identified nodes of interest in the town centre • Market development • Funding to Pro Subi Ltd to promote and market the town centre • Subi Street Festival • Subiaco visitor maps • Tourism promotions – advertisements in Hello Perth, Urban Walkabout’s Subiaco guide • Business tenancy mix audit (biannual survey) • Festive decorations program • Promotion of city events and programs through advertising, Facebook, publications, newsletters and the website • Liaison with, and training opportunities for, local business • Sponsorships and partnerships such as Subiaco Farmers’ Market and Subiz Awards • Regularly inspect and monitor 306 registered food businesses • Plan and assist with event management at Subiaco Oval C i t y o f S u b i a c o C o r p o r at e B u s i n e ss P l a n 2 0 1 2 – 2 0 1 6 | 19 FOCUS AREA four :: The built environment Focus area four :: The built environment Enabling services: Environmental health services Planning services Waste and fleet services Building services Objective one: A built form with heritage value that is recognised and protected. Strategy 4.1.1 Identify and protect significant heritage buildings. Community outcomes Confidence that heritage buildings and the character of the city will be protected. Actions 2012–13 2013–14 Develop appropriate scheme provisions and policies to guide future development Formulate programs to raise awareness of built heritage in the city (e.g. heritage awards) Develop a capital maintenance program for city-owned heritage listed buildings Identify and record significant places Develop policies to assist landowners in the restoration and preservation of buildings and places Consider incentives for owners to preserve and restore heritage buildings 2014–15 2015–16 Strategy 4.1.2 Ensure new developments consider and respect the built heritage and the character of the streetscapes. Community outcomes New developments that respect and enhance the existing built form and streetscapes. The character of the city will be reflected in new developments. Actions 2012–13 2013–14 2014–15 2015–16 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 20 | C i t y o f S u b i a c o C o r p o r at e B u s i n e s s P l a n 2 0 1 2 – 2 0 1 6 Objective two: A sustainable city that accommodates the increasing population, whilst maintaining the valued character. Strategy 4.2.1 Identify appropriate locations for increased density, and plan effectively in order to accommodate the 3600 new dwellings required by Directions 2031. Community outcomes New developments are integrated with, and make positive contribution to, the city. Confidence that the city can appropriately plan for the projected population growth. Actions 2012–13 2013–14 Finalise and adopt the City of Subiaco Local Planning Strategy as a local response to Directions 2031 Develop a new City of Subiaco Local Planning Scheme No. 5 Formulate an appropriate policy to guide character and heritage matters Establish a design review panel to provide expert independent design and architectural input Encourage provision of high quality public open spaces in the approval of building developments Ensure the new local planning scheme includes provisions to enhance sustainable building design and construction 2014–15 2015–16 C i t y o f S u b i a c o C o r p o r at e B u s i n e ss P l a n 2 0 1 2 – 2 0 1 6 | 21 FOCUS AREA four :: The built environment Strategy 4.2.2 Work to ensure appropriate infrastructure exists to support increased density. Community outcomes Infrastructure provision which meets the entire community’s needs. Actions 2012–13 2013–14 2014–15 2015–16 Ensure the activity centre structure plan includes infrastructure planning Ensure pedestrian and cycling infrastructure is considered in new developments Ensure planning and resourcing for stormwater drainage, road capacity and pedestrian and cycling infrastructure is sufficient Complete underground power program Strategy 4.2.3 Investigate and consider opportunities for the development of affordable and diverse housing. Community outcomes A diverse range of housing options for the broad community. A diverse population residing in the city. Actions 2012–13 2013–14 2014–15 2015–16 Recognise best practice sustainable design and construction through the establishment of an ongoing award Create an affordable housing award Accommodate social housing developments on city-owned land if viable Develop statutory controls to encourage affordable housing in the city Existing activities that support the built environment focus area: • Implementation of state government strategies (Directions 2031) • Identify significant buildings and areas and record them in the Local Government Inventory and update Scheme Register of Heritage Places as appropriate • Work with industry to ensure construction techniques and materials meet relevant building standards and respect heritage values • Waste services and recycling • Manage approximately 360 building applications (licences and demolitions) per year 22 | C i t y o f S u b i a c o C o r p o r at e B u s i n e s s P l a n 2 0 1 2 – 2 0 1 6 FOCUS AREA five :: An effective and integrated transport system Focus area five :: A n effective and integrated transport system Enabling services: On-street parking Off-street parking Infrastructure services Field services Objective one: A road management system that meets the needs of all users. Strategy 5.1.1 Manage and plan our road networks to reduce congestion, while incorporating the increasing population and major developments. Community outcomes Reduce congestion and increased safety on our roads for all users. Actions 2012–13 2013–14 2014–15 2015–16 Develop and implement a city wide-traffic management plan Continue maintenance and improvements through initiatives such as the Black Spot Program Reduce congestion through construction, improvement and maintenance of infrastructure 2012–13 2013–14 2014–15 2015–16 Address high risk locations through local area traffic management treatments Operate waste fleet and other service vehicles at times that least impact road users Strategy 5.1.2 Reduce the impact of traffic on local roads. Community outcomes Reduce congestion and increased safety on our roads for all users. Actions C i t y o f S u b i a c o C o r p o r at e B u s i n e ss P l a n 2 0 1 2 – 2 0 1 6 | 23 FOCUS AREA five :: An effective and integrated transport system Objective two: A range of sustainable and accessible transport options Strategy 5.2.1 Investigate the opportunities for regular public transport services that are free for users. Community outcomes Knowledge of the potential to bring such services to Subiaco. Actions 2012–13 2013–14 2014–15 2015–16 2012–13 2013–14 2014–15 2015–16 Continue to participate in the Department of Transport working group – Inner City Light Rail Project Support the Committee for Perth initiative for light rail transport 2012–13 2013–14 2014–15 2015–16 Liaise with the state government regarding the Public Transport Plan Prepare a report for council on the extension of bus services linking Subiaco to Perth Strategy 5.2.2 Work to ensure that the proposed light rail system services and benefits the city. Community outcomes Light rail connections which enhance access to, from, and around the city. Actions Strategy 5.2.3 Improve the public transport system that services the city. Community outcomes Improved public transport accessibility and linkages. Actions Audit existing public transport options to gain a clear understanding of existing service levels Review and support the Integrated Transport Plan and work with the state government to ensure implementation 24 | C i t y o f S u b i a c o C o r p o r at e B u s i n e s s P l a n 2 0 1 2 – 2 0 1 6 Strategy 5.2.4 Improve and enhance the city’s pedestrian and cycle networks. Community outcomes The ability to walk and cycle in and around the city. Actions Participate in the WA Bicycle Network Plan implementation 2012–13 2013–14 2014–15 2015–16 Develop a pedestrian and cycling facility plan Implement a four year plan for construction, improvement and maintenance of pedestrian and cycling infrastructure Objective three: An effective parking system that is accessible to all users. Strategy 5.3.1 Develop a comprehensive parking system that considers both the supply and management of parking. Community outcomes Parking options that are easy to access, flexible and appropriate for all users. Innovative management of the city’s parking facilities. Actions Develop a parking strategy and parking plan for the city 2012–13 2013–14 Implement the parking plan Manage the city’s economic property portfolio to identify opportunities to increase parking bay supply 2014–15 2015–16 C i t y o f S u b i a c o C o r p o r at e B u s i n e ss P l a n 2 0 1 2 – 2 0 1 6 | 25 FOCUS AREA five :: An effective and integrated transport system Strategy 5.3.2 Ensure flexibility for commercial parking requirements in the city. Community outcomes Flexibility in parking requirements that encourage businesses to come to the city. Actions 2012–13 2013–14 Identify unused city-owned land for consideration to accommodate parking demand where possible Amend Town Planning Scheme to give flexibility in applying car parking standards to commercial developments 2014–15 2015–16 Existing activities that support an effective and integrated transport system focus area: • Community transport service for seniors and people with disabilities • Partner in provision of the number 97 Subiaco Shuttle Bus • Participation on Western Suburbs Regional Organisation of Councils’ Transport Forum • Liaison with state agencies regarding transport options and improvement to infrastructure • Manage approximately 8000 residential parking permits • Manage an estimated 15 000 parking spaces • Manage and maintain 117 kilometres of sealed roads 26 | C i t y o f S u b i a c o C o r p o r at e B u s i n e s s P l a n 2 0 1 2 – 2 0 1 6 FOCUS AREA six :: council leadership Focus area six :: Council leadership Enabling services: Economic development Field services Finance City business Communications Information services Community development People and organisational development Parks and environment services Environmental health services Community engagement Waste and fleet services Building services Administrative services Land and property Planning services Objective one: A leading council that is supported by an excellent organisation. Strategy 6.1.1 The mayor and councillors are representative of the community and provide strong and visionary leadership. Community outcomes Community confidence and trust in council. Actions 2012–13 2013–14 2014–15 2015–16 Provide ongoing training to councillors on governance matters, including code of conduct, roles and responsibilities and conflict of interest Develop new local law and guidelines for meeting procedures Review code of conduct policy Develop a kit for residents and businesses to promote candidacy and voting in council elections Strategy 6.1.2 Actively engage with the community to inform decision-making. Community outcomes Being able to make an informed contribution to local issues. A knowledge of how and when the community can engage in city matters. Openness and transparency in council decisions. Actions 2012–13 2013–14 2014–15 2015–16 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 strategies, including writing surveys, questionnaires, workshops, information sessions and events to enable broad community participation Review the Strategic Community Plan every two years, with a major review every four years C i t y o f S u b i a c o C o r p o r at e B u s i n e ss P l a n 2 0 1 2 – 2 0 1 6 | 27 FOCUS AREA six :: council leadership Strategy 6.1.3 Be innovative and responsive, and maintain a strong customer focus. Community outcomes A high level of satisfaction with the City of Subiaco’s services. The ability to easily and effectively communicate with the city. Actions 2012–13 2013–14 2014–15 2015–16 Make available online lodgement and tracking of building and planning applications (e.g. Councils Online) Develop a mobile application for the city to provide information such as events listings, opening hours, building locations and locations of public facilities Improve ratings in the annual Community Perceptions Survey Redevelop the city’s website to provide readily accessible services and information to the community Develop a social media plan, embracing new technology to increase responsiveness and two-way communication Develop a communications plan to ensure the city is continually improving its communication with the community Implement GIS mapping tool to provide current information on a range of council services Develop an integrated system to streamline applications, processes and service requests Strategy 6.1.4 Maintain a resilient and independent city. Community outcomes A sustainable, progressive and independent local government. Actions 2012–13 2013–14 2014–15 2015–16 Provide relevant and timely information to the community on structural reform Develop relationships with other local governments and Western Australian Local Government Association Foster shared services arrangements with other local governments and agencies 28 | C i t y o f S u b i a c o C o r p o r at e B u s i n e s s P l a n 2 0 1 2 – 2 0 1 6 Strategy 6.1.5 Create organisational and community culture that is underpinned by sustainable practice. Community outcomes A commitment from the council and the community to a sustainable future. Actions 2012–13 2013–14 2014–15 2015–16 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 Reduce the asset management funding gap Meet requirements of the integrated planning and reporting framework, including developing the following informing strategies: • Strategic Financial Plan • Asset Management Plan • Workforce Plan • ICT Plan • Local Planning Strategy. Establish a business planning framework for the city to support the review of the Strategic Community Plan and Corporate Business Plan and the development of directorate and branch plans Maximise external grant funding opportunities Ensure the city is resourced to meet its statutory obligations in the fields of environmental health, building, planning and other legislation Ensure employee turnover rates remain below industry standard Strategy 6.1.6 Be proactive and innovative in its approach to environmental sustainability and climate change, especially resource conservation, recycling and green energy. Community outcomes A commitment from the council and the community to a sustainable future. C i t y o f S u b i a c o C o r p o r at e B u s i n e ss P l a n 2 0 1 2 – 2 0 1 6 | 29 FOCUS AREA six :: council leadership Actions 2012–13 2013–14 2014–15 2015–16 Update the Environment Enhancement Plan Develop and implement a Local Climate Change Adaptation Action Plan 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 Investigate carbon credit and offset initiatives, electric vehicle trial and use of solar powered electric recharge equipment Enhance information and communication technology tools to reduce reliance on paper Existing activities that support the council leadership focus area: • Council meetings advertised widely • Resident and business newsletter, talk about subi, produced eleven times per year • Information provided weekly through Subiaco Scene in the POST Newspaper • Production of the City of Subiaco Annual Report • Community engagement handbook and training for staff • Collection point for mobile phones and batteries at Subiaco Library • Western Suburbs Regional Organisation of Councils regional projects 30 | C i t y o f S u b i a c o C o r p o r at e B u s i n e s s P l a n 2 0 1 2 – 2 0 1 6 significant projects Significant projects The project list includes those project 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. Project 2012–13 2013–14 2014–15 2015–16 Lake Jualbup – build and maintain a constructed lake Drainage upgrade throughout the city Parking strategy Complete underground power program Market sites development at Station Square and outside the Subiaco Museum Rokeby Road streetscape and enhancement of street lights with energy efficient principles Hampden Road streetscape and enhancement of street lights with energy efficient principals Carter Lane precinct subdivision and redevelopment Develop and Implement Local Climate Adaptation Strategy Dom Serra Park sustainable park development Local Planning Strategy and Town Planning Scheme review Museum enhancement and storage for collections Develop interactive website Nicholson Road Reserve (Palms) upgrade and masterplan for youth precinct (including PCYC) Economic development plan Develop heritage policy and incentives program Develop and implement an activity centre structure plan for the town centre Forrest Walk car park redevelopment Homebase redevelopment Aquifer recharge – stormwater infiltration program Develop integrated transport plan C i t y o f S u b i a c o C o r p o r at e B u s i n e ss P l a n 2 0 1 2 – 2 0 1 6 | 31 241 Rokeby Road SUBIACO WA 6008 PO Box 270 SUBIACO WA 6904 Phone: 08 9237 9222 Fax: 08 9237 9200 Email: [email protected] Website: www.subiaco.wa.gov.au
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