2023 - Town of Claremont · It gives me great pleasure to present Claremont Ahead 2023, the Town of Claremont Strategic Community Plan for 2013-2023. The Council has worked diligently

2023claremont ahead

StRategic Community Plan

Our Vision‘Claremont will develop as a harmonious cosmopolitan town creating opportunities for community wellbeing and business prosperity; whilst respecting and celebrating the past.’

contents

Mayor’s Message 4

Elected Members 5

CEO’s Message 5

Integrated Planning Process 6

What Is A Strategic Community Plan 7

Our Community 8

Community Engagement 10

Community Aspirations 11

Resource Capacity 12

Claremont Ahead 14

Strategic Directions 15

Vision & Mission 16

Values 17

Liveability 18

Prosperity 20

People 22

Environment 24

Governance & Leadership 26

4 | claremont ahead 2023

mayor’s message

It gives me great pleasure to present Claremont Ahead 2023, the Town of Claremont Strategic Community Plan for 2013-2023.

The Council has worked diligently with the community to gather their thoughts and aspirations for the future of Claremont. The process has been a very positive experience and one which I have enjoyed immensely.

The Town received various forms of input from more than 600 residents through reply paid postcards, in-depth surveys and stakeholder forums. The range of ideas and suggestions we received were way beyond our expectations and it is great to know that the community spirit is alive and well in Claremont.

We are sincerely grateful to the community for the input we received.

Claremont Ahead 2023, I am proud to say belongs to all of us, it is a true reflection of our community’s expectations for the future and provides a clear vision of our priorities for the next decade. On behalf of my fellow Elected Members, we look forward to working with the community to fulfil these aspirations.

JOCK BARKERMAYOR

claremont ahead 2023 | 5

CEO’s MESSAGE

“Town of Claremont is committed to engaging the community on decisions which will affect their future, including this ten year plan. We strive to deliver excellent customer service and I welcome suggestions, comments and feedback, whether positive or negative.”

STEPHEN GOODE CEO

Elected Members

DEPUTY MAYOR CR BRUCE HAYNES East Ward

CR ALASTAIR TULLOCHEast Ward

CR ANITA LORENZEast Ward

STEPHEN GOODEChief Executive Officer

CR JILL GOETZESouth Ward

CR PAUL KELLYSouth Ward

CR CHRIS MEWS South Ward

CR K AREN WOODWest Ward

CR PETER EDWARDSWest Ward

CR PETER BROWNE, JPWest Ward


Strategic Community Plan10 Year Time Frame

Provides the long term view informed by community aspirations and is reviewed

every 4 years.

Integrated Planning Process

Corporate Business Plan4 Year Time Frame

Activates the Strategic Community Plan, integrates other plans for specific outcomes

and sets out the resource strategies. Reviewed annually to deliver the annual budget.

Annual Operational Budget1 Year Time Frame

Outlines progress towards the achievement of priorities established through

the Corporate Business Plan.


what is a strategic community plan

Under the Local Government Act (1995) all local governments are required to develop and adopt two key documents by 30 June 2013; a Strategic Community Plan and a Corporate Business Plan. The information gathered from the community engagement process ‘Jump in and Have Your Say’ along with existing Town plans and policies, and relevant external organisations’ plans have been used to guide the development of these two documents.

In creating the Strategic Community Plan the Town has had regard to:

1. The capacity of its current resources and the anticipated capacity of its future resources

2. Strategic performance indicators and ways of measuring its strategic performance by applying those indicators

3. Demographic trends

This Community Strategic Plan is the highest-level plan that the Town of Claremont will prepare and has been informed by the community’s main priorities and aspirations for the future. These aspirations and priorities have been considered incorporating the resources available.

A number of strategies have been created to provide direction to achieve these goals.

The Strategic Community Plan is supported by a number of other Council plans, which include;

CORPORATE BUSINESS PLAN

A four year plan that activates the 10 Year Strategic Community Plan (Claremont Ahead 2023). This document integrates other plans for specific outcomes, and sets out the resource strategies through the following:

• Workforce Plan

• Asset Management Plan

• Long Term Financial Plan

ANNUAL OPERATIONAL BUDGET

This plan contains a high level of detail of Council’s budget, actions and projects for each financial year.

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Claremont

Western Australia


Our Community

OUR PEOPLE

Situated half way between Perth and Fremantle, the Town of Claremont is a small local government authority comprising parts of the leafy, well established suburbs of Claremont and Swanbourne. Covering approximately 5km2 the area is home to almost 10 000 residents. The Town’s median age is 41 and the weekly income is just slightly higher than the national average. Age grouping is also interestingly dispersed with the Town having higher than the WA average of residents aged 15 to 25 and 60+.

Over 70% of the population of the Town is of English (42.2%) or Australian (30.7%) ancestry. Of the population aged 15 and over, 59.2% hold educational qualifications. 96% of the Town’s labour force of 4296 people are employed in either a full or part time capacity.

Based on an increase of over 1,300 households the Town’s population is expected to increase by approximately 2,700 people to 12,240 by 2021. This will pose new challenges for infrastructure and transport.

Information for data and graphs sourced from Profile.id.com.au/wesroc

AGE

The Town has a higher than WA average of population aged between 15 to 25 and 60+.

vOLUNTEER WORK

Contribution to the community is demonstrated with 26% of the population reported as doing some voluntary work.


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HOUSEHOLD TYPES EDUCATION

Over 50% of the Town’s population are tertiary qualified.

WEEKLY INCOMEANCESTRY

Over 70% of the Town’s population is of English or Australian ancestry.


Community Engagement

The Town embarked on an extensive and successful community engagement strategy from March to May 2012 called ‘Jump in and Have Your Say’.

The strategy targeted ratepayers, residents, businesses, volunteers and elected members through a range of activities and created a number of opportunities for people to jump in and have their say.

The level of engagement, the strategy employed and the outcome of each is detailed in the table to the right.

Level of Engagement Strategy Outcome

Inform Media releases, print advertisements, Town Talk newsletter, Town website, direct mail outs and flyers

Reach of approximately 10,000 people (the population of the ToC)

Consult Postcard delivered to every household in the Town (5000 households)

447 postcards returned

Involve Community Cafe – Facilitated Workshop with stakeholders

45 attendees

Involve Listening Booths at 2 x community events 21 in-depth interviews

Consult Online Survey 54 responses

Involve Workshop for Young People 30 attendees

Involve Elected Members & Staff Workshops 30 attendees

claremont Ahead 2023 | 11

COMMunIty ASPIRAtIOnS: FREQUENT COMMENTS

Traffic management is an important issue

Maintain our heritage and a village atmosphere

More community events and festivals

Parking appears inadequate

Revive, rejuvenate, create atmosphere in Bay View Terrace.

A better place for culture – embrace arts and music

Cleanliness is important to maintain and improve

Public open space, green and (street) trees are highly valued

Keep character and ambiance (leafy feel)

Integrate recreation & leisure in a sustainable way

Address the needs of an ageing population

Allow those who ‘can’ help to those who ‘can’t’

Greater community spirit and community activities

Safe and social

Keep people connected and involved

Take leadership

Communicating and implementing strategic plan/vision is vital

Sound planning and financial management to meet current

and emerging trends

Proactive, constructive and

cooperative customer service


RESOuRCE CAPACIty

The table below highlights the trend in the population and resourcing position of the Town of Claremont over the 6 year period between 2006-07 and 2011-12, including the last two Census years 2006 and 2011.

RESOURCE PROFILE

2006-07 2011-12

Population 9,471 9,891

Number of Electors

6,371 6,561

ToC Employees

48 Full Time

72 Part Time/Casual

72 FTE

44 Full Time

68 Part Time/Casual

69 FTE

Budget $8,295,809 $20,648,269

Rates $5,990,395 $10,757,701

Financial Assistance Grants

$236,344 $221,212

Other Grants

$628,905 $1,911,151

Capital Expenditure

$2,384,200 $7,026,013

Operational Expenditure

$8,936,145 $14,420,150

Value of Assets

$30,085,685 $47,891,087


RESOURCE CAPACITY

The Town of Claremont’s population growth from 2006 to 2011, while lower than the Western Australian average, reflects the commencement of residential infill within the town. Demand for provision of increased residential accommodation is being driven through the State Government’s “Directions 2031” objective, specifically targeting increased density along significant transport corridors. This included completion of a number of significant mixed-used developments within the town centre providing an additional 80 residential units together with the Town’s own Lakeway development converting an unused site into 39 premium residential lots. This objective will continue as the Town initiated Landcorp ‘Claremont on the Park’ development commences over the next five years yielding an anticipated additional 740 residential units.

The Town’s financial position remains strong reflecting growth in revenues across rate income, proceeds of land developments and diversified fee income. The increased rate revenue represents both an increase in rateable properties arising from development completed during the 6 year period together with a rating policy which balances community expectations and capacity.

Council, through the development and sale of the Lakeway subdivision, commenced an asset renewal program leveraging proceeds to address some infrastructure backlog while adding to the asset base. In addition to the significant upgrade to areas of the road network, Lake Claremont reserve, Bay View Terrace precinct, and refurbishment of the Claremont Community Hub & Library, Council also purchased a significant Stirling Highway commercial site providing both control of this strategic site and an alternate income source. It is anticipated that targeted future infrastructure provision will continue to be supported through the proceeds of this land sale.

While the Town of Claremont’s total workforce has declined marginally over the six year period, staffing requirements increased at times during the period to resource renewal projects. It is anticipated a modest increase in staff numbers in the short to medium term will be required to manage increased demands on local government and increasing demand on services through a growing population. It is expected that workforce growth will be offset by increased revenue and/or accommodated within the existing operating budget.

The Town’s Corporate Business Plan 2013-14 to 2016-17 details the actions aligned to the strategies outlined in this document. The associated operational and capital expenses and revenues have been identified over the 4 year period of the Corporate Business Plan and the 10 year period of the Long Term Financial Plan. This confirms that the strategic directions outlined can be appropriately funded through the Corporate Business Plan and the Long Term Financial Plan and will be underpinned by the Town’s Asset Management Plan and the Workforce Plan.


Claremont Ahead

Concept Design for the new Town of Claremont Administration and Council Chambers incorporating sustainability initiatives. (Image courtesy of MPS Architects)

Concept Design for Claremont on the Park (North East Precinct Development) will provide a range of dwelling types currently not available in Claremont.

Proposed Concept Design for redevelopment of Claremont Aquatic Centre/Recreational Precinct. (Image courtesy of Donovan Payne Architects)

Concept design for Mulder Park. (Image courtesy S. Deering)


prosperity

liveability environment

people

leadership & governance

Strategic Directions

The feedback gathered during ‘Jump in and Have Your Say’ provided essential information that was combined and considered with the Town’s existing internal and external plans and policies in particular ‘Plan for the Future 2008 – 2013’, demographic trends and resources. This led to the identification of 5 key areas.

RELEvANT PLANS & DOCUMENTS

• Plan for the Future 2008-2013

• Claremont North East Precinct Structure Plan

• Asset Management Plan/Workforce Plan

• Community Safety and Crime Prevention Plan

• Streets and Laneways Activation Plan

• Community Development Plan 12/13

• Long Term Financial Plan

• Disability Access and Inclusion Plan

• Parking Strategy

• Stirling Highway Access Corridor Study

• Claremont Pool Master Plan

• Creating an Age-friendly Community

• TPS3/LPS/Housing Capacity

• Municipal Inventory

• Tree Master Plan

• Lake Claremont Plan

• State Government Report - Health Profile of North Metropolitan Area Health Service

Our Vision‘Claremont will develop as a harmonious cosmopolitan town creating opportunities for community wellbeing and business prosperity; whilst respecting and celebrating the past.’

Our MISSIONWe exist to deliver quality services for Claremont today and to build the foundation for the future.


OUR VALUESIntegrity We are open, accountable and honest.

Quality Communication We demonstrate our respect for our community and each other through timely, accurate and understandable communication.

Customer Service Every contact with a customer is important and an opportunity to demonstrate our commitment.

Excellence Our focus is quality outcomes achieved on time and on budget.



Photo: Eva Fernandez Artwork: Peter Knight

LIVEABILIty

We are an accessible community, with well maintained and managed assets. Our heritage preserved for the enjoyment of the community.

• Clean, usable, attractive, accessible streetscapes and public spaces

• Balancing the Town’s historical character with complementary, well designed development

• Develop the public realm as gathering spaces for participation and enjoyment

• Maintain and upgrade infrastructure for seamless day to day usage

• Provide a responsible and well managed urban environment, with sustainable development outcomes


PERFORMANCE INDICATORS

• Compliance with the annual maintenance program

• Compliance with the Street Sweeping Frequency Program

• Asset Management Plan Implemented

• Compliance with DAIP requirements

• Results from Town Centre car parking survey

• Compliance with parking ‘dwell’ times measured by infringement notices

• 308 completed and heritage facade restored

• Community satisfaction with Council’s conservation of heritage

• Satisfaction and usage of public open spaces, streets and parks revealed through annual customer survey

• Aquatic Centre Asset Management Plan completed

• Percentage of all applications processed within statutory requirements (not including applicant delays)

• Omnibus review of major issues

• Town Planning Scheme Review prepared

• Local Planning Scheme Amendments


PROSPERIty

Our businesses are thriving and integrated into the life of the Claremont community, and the town centre is known as a premier retail destination.

• Further develop and implement the principles of the Business Improvement District Policy to support local and new businesses

• Reduce unnecessary barriers to new business and support the success of existing local businesses

• Assist in creating local employment opportunities through a strong local economy

Photo: Eva Fernandez Artwork: Peter Knight



Developed and monitored indicators of local economic health within the retail sections based on:

• Feedback from business community regarding retail activity

• Increase in the number of new businesses and decreased vacancy rates

• Maintain or increase annual local spend

• Increased number of Claremont businesses involved in Town opportunities (collaborative partnerships)

• Specified Area Rates collected and dispersed


PEOPLE

We live in an accessible and safe community that welcomes diversity, enjoys being active and has a strong sense of belonging.

• Maintain, effectively manage and enhance the Town’s community facilities in response to a growing community

• Create opportunities for and access to social participation and inclusion in support of community health and wellbeing

• Play an integral role in local safety and crime prevention

• Develop a strategy for services and facilities for an ageing population

• Improve the capacity of local community groups

• Recognise and celebrate the Town’s history and culture through arts and events programs



• Recreation Precinct needs study completed

• Increased number of visitors to the library and resources borrowed

• Number of visitors to the museum

• Number of visitors to the Aquatic Centre

• Community rating on the age-friendliness of the Town

• Community satisfaction with “Get into the Claremont Life” program

• Number of people at civic events

• Annual Vibrant Community Funding budget acquitted

• Creative Centre Feasibility Study undertaken

• Community safety statistics from police

• Number of partnerships that support the Town’s vision maintained

• Increase opportunities for people with a disability


EnVIROnMEnt

We are a leader in responsibly managing the built and natural environment for the enjoyment of the community and continue to provide sustainable, leafy green parks, streets and outdoor spaces.

• Strive for innovative environmental design practices in new developments and redevelopments

• Create opportunities for varied transport options that reduce carbon emissions and other impacts of a growing town

• Constantly seek and implement best options for waste management and water usage

• Provide education and communication on leading practices to the community

• Implement sound environmental practices as reflected in the WESROC Climate Change Risk Assessment Project



• Sustainability initiatives implemented in the Administration and Council Chamber

• Progressively implement sustainable lighting options to all ToC buildings over the next four years

• Mode share study to determine percentage use of each transport type completed

• Amount of greenhouse gas emissions offset through carbon neutral buy back scheme or similar

• Waste tonnage reduction

• No issue of non-compliance with water usage by the ToC

• Number of street trees planted or percentage of the Tree Master Plan implemented

• Percentage of actions completed in the Lake Claremont Management Plans

• Increase number of community based environmental programs

• Maintenance of parks, foreshore and public sporting grounds

• Foreshore maintained in line with expectations and requirements

• Waterwise status maintained


GOVERnAnCE & LEADERSHIP

We are an open and accountable local government that encourages community involvement and strives to keep its community well informed.

• Identify strategic partnerships that align with the Town’s vision

• Provide and maintain a high standard of governance, accountability, management and strategic planning

• Focus on improved customer service, communication and consultation

• Maintain long term financial stability and growth

• Create an environment to support and develop our staff

• Provide responsive and responsible leadership on emerging community issues



• Reform for Claremont at a local scale

• Western suburbs partnership continues and budget expended

• Additional number of cooperative activities with WESROC

• Meeting legislative requirements to local emergency management

• Increase in the number of people who participate in online community engagement activities

• Customer satisfaction results with the Town’s services and the opportunities to be involved in the consultative process

• Increase in non-core revenue

• Annual external auditing process completed

• Increase in grant funding as percentage of operating revenue

• Delivery of completed projects on time and within budget

• Community perception on leadership through survey results

STATION MASTE R’S HOUSE

39 Gugeri StreetClaremont WA 60109285 4300 | www.claremont.wa.gov.au

This document is available in alternative formats upon request.

Development of this plan has been supported by the Department of Local Government and funding from the Local Government

Reform Fund, which is administered by the Australian Government’s Department of Regional Australia, Local Government and Arts.

Adopted June 2013.

Documents

2023 - Town of Claremont · It gives me great pleasure to present Claremont Ahead 2023, the Town of Claremont Strategic Community Plan for 2013-2023. The Council has worked diligently