STRATEGIC COMMUNITY PLAN VISION

Contents

Message from the Lord Mayor 31. Introduction 5

1.1 Key points of the plan 51.2 Integrated Planning and Reporting Framework 61.3 The City of Perth Planning Cycle 7

2. Strategic Context 82.1 Community and Economic Profile 92.2 Strategic Issues 11

3. Community Engagement 123.1 Vision 2029+ community engagement 123.2 Other community engagement 13

4. Strategic Direction 154.1 Community Vision 154.2 City Shape and Form 164.3 Themes and Community Outcomes 184.4 Council’s Strategic Priorities 194.5 City roles and services 214.6 Council’s Decision Making Criteria 24

5. Financial implications 255.1 Ten Year Financial Profile 25

6. Performance Measures 266.1 How will we know the plan is succeeding? 26

7. Supporting documents (available on City of Perth website)City of Perth Vision 2029+ Analysis of Community EngagementCity of Perth Vision 2029+ Consultation Audit – June 2013

Message from the Lord Mayor I AM PLEASED TO PRESENT THE CITY OF PERTH’S STRATEGIC COMMUNITY PLAN – VISION 2029+.

When, back in 2008, the City of Perth undertook extensive consultation to ensure and create a truly shared vision; to listen and learn about what we all would really value for the future of our Capital City, we as a Council were so fully informed and the results were greatly appreciated. This year, we have undertaken a further consultative review of this vision to create our first Strategic Community Plan under the Integrated Planning and Reporting Framework. The review has confirmed and endorsed our vision for the future of Perth as a prosperous and highly liveable city that has a robust plan for the years ahead.

Perth has come such a long way in the past few years and there have been so many wonderful new projects and additions to our city. The city has two new underground train stations that have reshaped the CBD and created exciting and active hubs as our daily city workforce continues to grow strongly. The city’s most loved and popular Civic heart and meeting place, Forrest Place has been fully redeveloped to create a safe and stimulating central area that people can use and enjoy at all times of the day. The City has maintained a strong focus on the revitalisation and enhancement of our laneways and parks which has added a new and exciting dimension to the fabric of the city where people can re-discover and celebrate the distinctive and finer grain environment all over again. The City is very aware of creating a ‘sense of place’ and delivering better amenity with and through artworks, temporary or permanent, and even free Wi-Fi in certain locations.

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In addition to the above, construction on major precinct renewal projects like our new waterfront – Elizabeth Quay and The Link as well as Riverside is further transforming but importantly growing Perth’s capacity and vibrancy.

The numerous small yet individually significant and incremental changes over the past four years that have greatly contributed to the renewed atmosphere and vibrancy in Perth are the amazing array of new venues and markets, pop up shops, creative community events and festivals. People are strongly endorsing what they see by choosing to engage with and be a part of it and seeking more!

This Strategic Community Plan seeks to build on the immense progress we are all making and sets out a planned and clear vision for the future of our Capital City and our community.

The City of Perth has a distinct leadership role as the Capital City authority of Western Australia to ensure we continue to develop and flourish without compromising future generations.

In 2029 Perth will celebrate its 200th foundation anniversary (post our formal founding as a city in 1829 by Governor Stirling). We will proudly acknowledge how far we have come on that day but already right now we can be extremely proud of our amazing community and recognise a host of great achievements across our beloved city.

I sincerely thank all of those who contributed to this Plan by sharing opinions and thoughts, by taking part and showing interest. By doing so they are taking pride in their city and ensuring the sustainable and prosperous future of Perth. We are a Council and organisation diligently committed to listening and serving you well as our valued stakeholders to ensure Perth reaches its fullest potential.

Lisa-M. Scaffidi The Right Honourable the Lord Mayor

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1. Introduction WELCOME TO THE CITY OF PERTH’S STRATEGIC COMMUNITY PLAN – VISION 2029+.

The Strategic Community Plan is the first part of the City’s fulfilment of the Integrated Planning and Reporting Framework which requires all local governments in Western Australia to develop long-term community plans covering at least 10 years.

The Strategic Community Plan was adopted by Council at a Special Meeting on 20 June 2013. It will be in effect from 1 July 2013. The first review will be complete no later than 1 July 2016.

The detailed implementation for the next four years is presented in the Corporate Business Plan, 2013/14-2017/18

1.1 Key points of the plan

The Council engaged the community in setting a vision and priorities for the coming decade and beyond. In response, the Council has created a vision that highlights the elements that it will focus on and the outcomes it will contribute to. These are all detailed in the Plan.

The City of Perth is currently in a period of extraordinary growth and development. It is recognised that with this comes significant opportunity to engage with the community and stakeholders to create a remarkable and visionary Capital City. In response to this, the Strategic Community Plan highlights particular areas the City of Perth will focus on. Amongst these are:

• Proactive planning for a world class integrated transport system

• Promoting housing diversity so that a diverse range of people chose to live in the city

• Improving safety and security and creating a strong and active night time economy

At the core of this plan is the unique role of Perth as a Capital City and balancing all of the aspects and activities that come together to achieve this. The City of Perth is committed to the development of a successful and liveable Capital City, now and for generations to come.

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1.2 Integrated Planning and Reporting Framework

The Western Australian Local Government Integrated Planning and Reporting Framework is shown in the diagram below.

The intent of the Framework is to ensure that the Council’s decisions take the community’s aspirations into account to deliver the best results possible with the resources available.

The Strategic Community Plan sets the scene for the whole framework – it expresses the community’s vision for the future and shows how the Council and community intend to make progress over a ten year period.

Detailed implementation for the next four years is covered in the Corporate Business Plan. The Informing Strategies – the Long term Financial Plan, Asset Management Plans and Workforce Plan, show how the plan will be managed and resourced.

The Annual Budget relates to year one of the Corporate Business Plan, with any necessary adjustments made through the Annual Budget process.

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COMMUNITY ENGAGEMENT

MEASUREMENT AND REPORTING

ANNUAL BUDGET

CORPORATE BUSINESS PLAN

STRATEGIC COMMUNITY PLAN

INFORMING STRATEGIES

Long Term Financial Plan

Workforce Plan

Corporate Asset Management Plan

Outputs: Plan Monitoring and Annual Reporting

1.3 The City of Perth Planning Cycle

The Strategic Community Plan is a ten year plan. However; it is not fixed for ten years – it would be long out of date by then. Rather, it is a rolling plan which is reviewed every two years. The two yearly reviews alternate between a minor review (updating as needed) and a major review (seeking community input and retesting the vision. In order to come into

alignment with the electoral cycle, a major review will be completed post-Lord Mayoral election in 2015-161 and every two years thereafter.

The plan is continuously looking ahead, so each review keeps a ten year horizon. This is to ensure that the best decisions are made in the short to medium term.

1 This does not preclude a review post-election 2013/14 if the Council chooses.

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The City of Perth is the capital city of Western Australia, covering an area of 8.12 square kilometres. Being the capital city it has many unique characteristics, such as being the largest employment hub in Perth and home to international, national and local business head offices.

This role within the Perth Region and Western Australia is further reinforced by the presence of the

State Government of Western Australia head offices and many of the cultural facilities and groups of Perth such as the State Theatre, Perth Arena, Perth Concert Hall, State Library, WA Museum, WA Art Gallery, WA Opera, WA Symphony Orchestra and the Aboriginal Theatre Company Yirra Yaakin.

2. Strategic Context THIS SECTION DESCRIBES THE SOCIAL AND ECONOMIC PROFILE OF THE CITY OF PERTH AND THE STRATEGIC ISSUES FACING OUR CAPITAL CITY AND COMMUNITY.

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2.1 Community and Economic Profile

Residents

The residential population of Perth has grown significantly from 11,416 persons in 2006 to 16,720 persons in 2011, with an estimated population of 19,043 persons in 2012, representing a 46.5% increase with an average annual increase of 7.93%. This trend is expected to continue, with Perth likely to achieve a residential population of 28,500 persons by 2023.

The City of Perth includes the suburbs of Crawley (part), East Perth (part), Northbridge, Perth and West Perth (part). The major growth areas have been Perth Central which has seen a 95% increase in residents from 2,125 in 2006 to 4,147 in 2011. Similarly the southern part of East Perth centred around Hay Street and Adelaide Terrace has seen a 67% increase in residents from 2,895 in 2006 to 4,835 in 2011.

Households

The major growth in population has been households consisting of couples and lone persons; with the predominant age profile of the city’s residents being people aged between 20 and 34. These groups have a significantly higher representation when compared to the Perth Region average as follows:

Age City of Perth Perth Region

20 to 24 13.3% 7.5%

25 – 29 20.5% 7.7%

30 – 34 13.8% 7.0%

This age profile extends into the types of dwellings in the City of Perth, with 96% of dwellings considered to be medium to high density, and the highest proportion being 2 bedroom apartments followed by one bedroom and then three bedroom apartments.

A smaller but growing number of households containing children is evident, with these households now making up 8.3% of all households in the city. Nonetheless, as a percentage of the population families with children are significantly lower than the Perth Region average.

Those aged over 60 are predicted to more than double (230%) from 1,761 persons in 2006 to 4,062 persons in 2016, slowing down to a 46.6% growth between 2016 and 2026, resulting in 5,956 people 60 plus in 2026.

Workforce

The number of people working in the City of Perth has grown 13.6% between 2006 and 2011, reaching a total of 124,679 workers. As would be expected the city is strongly represented in the professional sector and has seen a significant increase between 2006 and 2011 in the workforce associated with the mining sector.

The top seven industry sectors of the City of Perth workforce in descending order and their comparison to the Perth Region is as follows:

Sector

Comparison to Proportion in Perth Region

Professional Higher

Mining Higher

Accommodation and Food Services Higher

Health Care and Social Assistance Lower

Construction Lower

Public Administration and Safety Lower

Retail Trade Lower

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Transport

The City of Perth is the most accessible location by public transport within the Perth Region, being the hub through which all passenger train lines pass, and being a major hub for the public bus network.

This accessibility is reflected in how people travel to work, with a lower proportion of the 124,679 (47%)workers travelling by private car to work compared to the Perth Region average (67.3%). The draft Public Transport Plan 2031 released for comment by the State Government in mid 2011 anticipates that by 2031 70% of all trips to the city will be by public transport.

This accessibility is also reflected in the considerably lower car ownership of residents of the City of Perth, with 60.9% of households owning at least one car compared to the 87.5% ownership for the Perth Region. Similarly 21.7% of residents do not own a car, which is significantly higher than the 6% for the Perth Region.

Public transport within the city includes the free CAT (Central Area Transit) bus services that operate in the city, as well as a free transport zone that allows free use of all public buses and trains within the city.

These choices for the residents of the City of Perth have influenced travel to work patterns as shown in the following table. The most notable of these is the ability to walk to work.

Mode of TravelCity of Perth

ResidentPerth

Region

Private Car 36.0% 68.9%

Public Transport 19.9% 10.4%

Walk 22.8% 2.2%

Redevelopment of the City

The City of Perth is witnessing an unprecedented level of activity, which is seeing three State Government major redevelopment areas are in progress. These three areas of Elizabeth Quay, Perth City Link and Riverside, when built out over the next 15 years or so will see the introduction of 5,850 dwellings and 514,000 square metres of commercial and retail floor space as shown in the following table.

Project Area DwellingsCommercial and Retail

Elizabeth Quay 800 189,000sqm

Perth City Link 1,650 244,000sqm

Riverside 3,400 81,000sqm

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2.2 Strategic Issues

The following issues have been identified as important influencers in planning for the future of the city and therefore the community and have been taken into account in the preparation of this plan:

• Place in the global economy

• Transport and access

• Greening the City

• Social inclusion

• Accommodating the needs of the growing residential population

• Cost of living in the city

• Visible respect for Aboriginal culture

• Communication and engagement with residents

• Activities and services for young people

• Impact of resources sector construction phase ending

• Safety and security

• Stress on CBD retail sector

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3.1 Vision 2029+ community engagement

Workshops

A series of stakeholder workshops were held over April and May 2013. The workshops were based on five key themes:

• Getting Around Perth

• Perth as a Capital City

• Living in Perth

• Perth at Night

• Healthy and Active in Perth

A total of 111 participants comprising a diverse range of stakeholders were involved in this process.

At each of the workshops, two generic questions were asked:

• What are the three key elements of your vision for Perth City?

• What are the top three things you think the City of Perth should focus on in the next 10 years?

Specific questions were then asked relative to the workshop theme.

Website

A dedicated online engagement website was established to collect information from the community. The website focussed on two key questions:

• What are the three key elements of your vision for Perth City?

• What are the top three things you think the City of Perth should focus on in the next 10 years?

A total of 59 comments were received through the website with a broader visitation from 2,140 users.

City of Perth Vision 2029+ Analysis of Community Engagement (available from the City of Perth website) provides the questions asked at the stakeholder workshops and website, along with a breakdown of participant demographics and a high level data analysis.

3. Community Engagement

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3.2 Other community engagement

An analysis of the City’s consultation activities over the past two years was undertaken to inform the review of Vision 2029+. The consultation audit sought to ensure that the Strategic Community Plan was developed using relevant information available to the City of Perth. The following consultation activities were considered as part of the audit:

• City of Perth Physical Activity Survey Results

• Environment Concerns of City of Perth Residents

• Northbridge Intercept Research – Economic Development focus

• Perth Safe City (resident and business survey)

• Homeless Response Workshop

• Growth Needs for the Future – Plot Ratio and Built Form Study

• Community Infrastructure Needs Assessment for the Central Perth Area

• Disability Access and Inclusion Consultation

• Business conditions and expectations

• Public Toilets

• Public Health Plan

• Age-friendly City – Consultation Report

City of Perth Vision 2029+ Consultation Audit – June 2013 is a full copy of the consultation audit and can be accessed on the City of Perth website.

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“Perth is renowned as an accessible city. It is alive with urban green networks that are safe and vibrant...”

4.1 Community Vision

This section describes the community’s vision for the city in 2029. It has been distilled by the Council from the community input described above. The vision is descriptive and it is acknowledged that there are many influences outside the control of the City of Perth that will ultimately determine whether this vision is realised. However, the broad vision provides direction for the outcomes and strategies on which the City will focus.

Perth is renowned as an accessible city. It is alive with urban green networks that are safe and vibrant. As a global city, there is a diverse culture that attracts visitors. It provides city living at its best. Local and global businesses thrive here. Perth honours its past, while creating a sustainable future.

In 2029, Perth is recognised as one of the safest cities in the world. The city is people-oriented, a social hub that attracts people to its heart day and night. People feel safe to visit the city after dark, promenade along its streets, visit its attractions and use its transport systems.

Movement to and within the city is efficient and easy to use. The accessibility and connected nature of the movement network encourages people to walk and cycle.

Excellent public transport services are the preferred choice of people coming into the city for all purposes. Mass transit systems such as light rail have been introduced to accommodate increased movement between major activity nodes in and around central Perth, including major medical facilities and universities.

People in the city have a clear sense of their own identity and an ability to celebrate its cultural heritage. The City of Perth is a vibrant, cosmopolitan city which respects and celebrates the diversity of its people and lifestyles. Aboriginal culture is celebrated and respected and Aboriginal people are encouraged to be involved in all facets of city life.

Perth is a place where the natural environment and built form exist in harmony.

The city has a number of distinct residential communities within the mixed use city environment in which people can live, play and shop locally.

As a result of its central location and capital city status, many major corporations have their regional or global headquarters in the Perth Central Business District. There is a diversity of activities in the resource and finance sectors. The City of Perth has successfully encouraged and cultivated new businesses with an emphasis on knowledge-based enterprises, including arts and culture.

The City of Perth Council has a distinct leadership role as the capital city of Western Australia, providing open and accountable government. The city is recognised internationally for its significance in the region and as a gateway to Australia and is a sought-after destination in which to live and work.

4. Strategic Direction

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4.2 City Shape and Form

10 years from now, central Perth will look and feel different. Several key projects will alter the shape of the city – being substantially if not fully complete, including:

• Elizabeth Quay – connecting the city to its river with an urban waterfront.

• Perth City Link – infilling over the railway tracks, improving the connection between the city and Northbridge.

• Riverside – delivering a major residential ‘gateway’ project at the eastern end of the City.

• Cathedral and Treasury Precinct – including some of Perth’s most significant historical buildings and a new City of Perth Library.

The city will be home to an increased number of inner-city residents seeking a more urban lifestyle and living in closer proximity to their work place. This will move Perth towards a more sustainable city form.

The importance of creating great streets and public spaces will be further enhanced by the influence of an increased residential population. The general move towards standardising city design elements to reinforce a Capital City image will be tempered by local place-making interventions.

The city will retain its Capital City role as a centre for business, culture, retail, and government. As the primary meeting place and centre of employment transport solutions will have been a focus for Government planning and change and will remain a central political issue as Perth continues to grow. There will be a greater emphasis on sustainable transport, in particular, Perth will have more dedicated public transport routes and an enhanced bicycle network.

Within 10 years, it is anticipated that Perth will have built the first stage of Light Rail Transit – focussed on commuter journeys to and from the city centre. The 2-way street conversion program will be complete, giving road vehicles greater legibility and permeability thereby maximising the capacity and efficiency of the road network.

However, whilst these developments will bring significant change, the Capital City possesses key defining elements that will remain unchanged. These attributes will ensure that Perth evolves as a major Australian city with its own, unique sense of place and identity, including:

• It’s setting on the Swan River and its relationship with the elevated Kings Park that orientates the city in an east-west direction along a natural ridge.

• The city grid that gives order to high-rise architecture.

• The public use of city streets, laneways and squares that celebrate the interactions of city life and urban vitality.

• It’s foreshore and parks that counterbalance urbanity and allow people in Perth to be ‘outdoors’ enjoying Perth’s fine weather.

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“10 years from now, central Perth will look and feel different.”

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4.3 Themes and Community Outcomes

Getting Around Perth Perth as a Capital City Living in Perth

An effective pedestrian friendly movement system integrating transport modes to maintain a high level of accessibility to and within the city.

The City is recognised internationally as a city on the move and for its liveability talented people, centres of excellence and business opportunities.

The City is a place where a diverse range of people choose to live for a unique sustainable urban lifestyle and access to government and private services.

Perth at Night Healthy and Active in PerthCapable and Responsive Organisation

A City that has a vibrant night time economy that attracts new innovative businesses and events and where people and families feel safe.

A city with a well-integrated built and green natural environment in which people and families choose a lifestyle that enhances their physical and mental health and take part in arts, cultural and local community events.

A capable, flexible and sustainable organisation with a strong and effective governance system to provide leadership as a capital city and provide efficient and effective community centred services.

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4.4 Council’s Strategic Priorities

Council’s overall strategies as they relate to the themes and community outcomes are as follows:

ThemeCommunity Outcome

Strategy Reference number (S) Strategy (10 years)

Major strategic investments

The planning and integration of major infrastructure and developments to maximise their net benefit and minimise risk and future costs to the City.

S1 Ensure that major developments effectively integrate into the city with minimal disruption and risk.

S2 Maximise the commercial and community outcomes within the property portfolio and commercial enterprises

Getting Around Perth

An effective pedestrian friendly movement system integrating transport modes to maintain a high level of accessibility to and within the city.

S3 Proactive planning for an integrated transport system, including light rail, that meets community needs and makes the sustainable choice the easy choice

S4 Enhanced accessibility in and around the City including parking

Perth as a Capital City

The City is recognised internationally as a city on the move and for its liveability, talented people, and centres of excellence and business opportunities.

S5 Increased place activation and use of under-utilised space

S6 Maintain a strong profile and reputation for Perth as a city that is attractive for investment

S7 Collaborate with private sector to leverage city enhancements

S8 Contribute to a strong service culture and an “attitude of gratitude” in the private sector

Living in Perth The City is a place where a diverse range of people choose to live for a unique sustainable urban lifestyle and access to government and private services.

S9 Promote and facilitate CBD living

S10 Improve the diversity in housing stock

S11 Increase community awareness of environmentally sustainable ways of living

S12 Provide facilities to cater for the growth of the residential community

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ThemeCommunity Outcome

Strategy Reference number (S) Strategy (10 years)

Perth at Night A City that has a vibrant night time economy that attracts new innovative business’ and events and where people and families feel safe.

S13 Development of a healthy night time economy

S14 Further improve safety and security

Healthy and Active in Perth

A city with a well-integrated built and green natural environment in which people and families chose a lifestyle that enhances their physical and mental health and take part in arts, cultural and local community events.

S15 Reflect and celebrate the diversity of Perth

S16 Increase accessibility to green networks in the city

S17 Recognition of Aboriginal culture and strong relationships with the Aboriginal community

Capable and Responsive Organisation

A capable, flexible and sustainable organisation with a strong and effective governance system to provide leadership as a capital city and deliver efficient and effective community centred services.

S18 Strengthen the capacity of the organisation

S19 Improve the customer focus of the organisation

S20 Meaningful and contemporary community engagement and communications

The above Community Outcomes and Strategies set the framework for the future of Perth over the coming 10 year period. In order to achieve these outcomes a suite of Implementation Priorities for the City of Perth organisation have been identified and are contained in the Corporate Business Plan. These Implementation Priorities are the City of Perth’s direct contribution towards the broad outcome statements and strategies.

4.5 City roles and services

It is recognised that the City of Perth alone cannot deliver the vision for the city. The realisation of the shared vision outlined in this Plan is reliant on the collective actions of those concerned, including the City of Perth, residents, business, workers, visitors, community organisations and all levels of government. It is important that we capitalise on the human and creative resources of all those people who make up our city. We also aim to work closely with the State and Federal Governments to gain maximum benefit from all the opportunities that are available to the city.

4.5.1 City roles

In the context of the above, the following section outlines some of the key roles that the City of Perth plays in the realisation of the Strategic Community Plan and the vision.

Delivery of facilities and services

This includes delivery of facilities such as parks and gardens, roads, footpaths, drainage, waste management, recreation and cultural facilities, events and social services such as childcare. Some of those services are based on infrastructure, for instance parks and playgrounds, roads and buildings. Maintenance and renewal of those infrastructure assets is a vital part of the City’s service delivery role. Some services are non-asset based, such as provision of events, management of waste and delivery of social services such as childcare, aged care and library services.

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Regulation

Local governments have specific regulatory responsibilities that are vital for community wellbeing. For example, they have a regulatory and enforcement role in public health (e.g. licensing and monitoring food premises), the appropriateness and safety of new buildings, and the use of land. These areas are subject to regulation to ensure a minimum standard is adhered to, as well as to minimise the potential to impose costs or adverse effects on others (e.g. food poisoning, injuries or hazardous activities too close to the population). In many cases the rights of those wishing to operate and the rights of those who may be affected or consider themselves to be affected is a delicate balancing act. That is why local democracy is involved in deciding such matters.

Facilitation

In some cases, the City enables or facilitates services to be provided by others or in partnership with the City rather than directly provide or fund the service. This includes support for community care efforts (for example through grants programmes, volunteer support programmes, etc).

Education

The City has a role in providing information and educational campaigns that assist the community identify the healthiest, sustainable and more economical choices. Waste reduction programmes are an example of this.

Advocacy

Influencing the decisions of others who do or can contribute to positive community outcomes in Perth is an important role, particularly as a Capital City Council. Advocacy to State Government for recognition, funding, or policy support is a good example of this role.

Strategic Planning

Robust strategic planning ensures that the City continues to develop and thrive in pursuit of its community vision, as efficiently as possible.

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4.5.2 City Services at a Glance

Executive Support

City Infrastructure and Enterprises

City Planning and Development

City Services

Corporate Services

• Local, State, Federal, International Collaboration, Co-operation and Relations, CCLM Support

• Organisational Support

• Community Facilities – City presentation

• Street and Reserve Lighting

• Parks, Landscapes, Streetscapes – Provision

• Waste Management

• Footpaths

• Roads

• Drainage

• On Street Parking – Signage and Line Marking

• Off Street Parking

• Traffic Management – Sign Writing

• Events – Christmas Decorations

• Economic Development – Banner Installation

• Asset Management

• Organisational Support – Tender and Contract Management

• Vehicle, Plan, Stores and Stock Management

• Strategic Town Planning

• Heritage Conservation

• Development Management

• Building Control

• Parks, Landscapes, Streetscapes – Arboriculture Advice

• Environment

• On Street Parking – Amendments and Permits

• Traffic Management – Permits, Applications and Closures

• Transport Planning

• Social and Community Planning

• Events – Applications

• Environmental Health – Applications and Licenses

• Economic Development

• Local, State, Federal, International Collaboration, Co-operation and Relations –

• Project Management

• Community Facilities – Provision

• On Street Parking – Provision

• Social and Community Development

• Children and Youth

• Seniors

• Library

• Art and Culture (development)

• Events -delivery

• Environmental Health

• Community Safety

• Emergency Management

• Economic Development – Destination Marketing

• Customer Service

• Community Consultation and Communication

• Property Management

• Events – Civic Services

• Governance

• Strategic Corporate Management

• Financial Management

• Human Resource Management

• Information Technology and Records Management

• Organisational Support – Internal Printing

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4.6 Council’s Decision Making Criteria

These criteria show what Council takes into account when considering significant issues. They reflect the decision-making approach applied to developing this plan and will continue to be applied as it is implemented.

What does the community think?

Have we collected community feedback and input to inform the decision?

How well does it fit our strategic direction?

How well does the option fit with our vision, community outcomes and strategic priorities (see section 4.1, 4.2 and 4.6).

Guiding Principles

Is it consistent with the City’s Guiding Principles?

• Sustainable development

Perth must develop in a way that meets the needs of the present without compromising the needs of future generations, through the integration of environmental protection, social advancement and economic prosperity, to build a sustainable future for the city.

• Evidence based

Decisions must be based on evidence, be adaptable to change and continuously reviewed.

• Strong leadership

The City will take a leadership role to ensure decisions consider the best possible outcome and be proactive in the global recognition of the City of Perth.

• People first

People will be given precedence in the city’s public spaces and roads.

• Minimum sufficient regulation

Minimal and flexible regulation will encourage and support a diverse, vibrant and progressive city.

• Fair funding

Decisions will consider aspects of just funding across our rate base. Partnerships and joint ownership will be used to maximise desired outcomes.

• Interagency collaboration

A resilient and sustainable capital city will require contributions and partnerships with stakeholders and collaboration with all levels of government.

Can we afford it?

How well does the option fit within our long term financial plan? What do we need to do to manage the costs over the lifecycle of the asset / project / service?

Does it involve a tolerable risk?

What level of risk is associated with the option? How can it be managed? Does the residual risk fit within our risk tolerance level?

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5.1 Ten Year Financial Profile

The essence of the ten year financial plan is to set priorities in accordance with financial reserves and to measure and ensure the financial sustainability of the City is maintained.

Reserves diminish during the course of the ten year period of the plan but they will be at a level to meet the forecasted needs of the City.

Refer to the Long Term Financial Plan (Forecast of the City’s Financial Position over the next ten years to 30 June 2023).

5. Financial implications

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6.1 How will we know the plan is succeeding?

Council is committed to monitoring progress towards achievement of the Vision 2029+ Strategic Community Plan. A full Performance Management Framework (PMF) will be developed as part of the Organisation Development Plan (contained within the Corporate Business Plan 2013/14-2017/18). The new framework will be incorporated into the Integrated Planning and Reporting suite of plans and ongoing processes. The current strategic performance measures listed below will be considered for inclusion in the PMF:

Economy and City Vibrancy

• Number and value of planning applications

• Number and value of building licenses

• Average office rent

• Number of residential strata units

Community

• Number of contacts with Ranger Services

• Environmental Health Services complaints

• Number of event license approvals

• Number of events sponsored by the City

Urban and Environment Outcomes

• Use of City of Perth car parks

• City population

• Tonnes of waste

• Tonnes of recycled materials

Corporate

• Percentage of capital works projects completed on time and budget

• Actual capital works expenditure compared to budget

• Total rates revenue increase compared to CPI

• Staff turnover

• Quality of work experience survey

• Number of service complaints

• Customer satisfaction survey

Performance measures will include the use of a community survey to assess perceptions of business and residents. Interim measures have been identified to achieve compliance with the financial and asset management ratios required by the Department of Local Government and are contained within the Corporate Business Plan 2013/14-2017/18

6. Performance Measures

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Copyright © City of Perth 2013

A PDF and accessible version of this document can be viewed and downloaded from the City of Perth website or by calling +61 8 9461 3333

While the City of Perth makes every effort possible to publish full and correct credits for each work included in this volume, errors of emission or commission may

sometimes occur. For this we are regretful, but hereby must disclaim any liability.

City of Perth 27 St Georges Terrace

Perth WA 6000 9461 3333

www.cityofperth.wa.gov.au