CITY OF CANNING CORPORATE BUSINESS PLANCity and the strategic plan has become Our City: Our Future. Through our Corporate Business Plan we will implement the strategies set out in

CITY OF CANNING

CORPORATE BUSINESS PLAN2018 – 2021

CONTENTSMessage from the CEO ................................................................... 2

The Canning Corporate Business Plan ............................................. 3

Our Challenge ................................................................................. 4

Our Response ................................................................................. 6

What Will We Do?............................................................................ 8

Key Projects .................................................................................. 10

Informing Plans and Strategies ...................................................... 11

Office of the CEO .......................................................................... 14

Build Canning ............................................................................... 16

Parks and Place Improvement Canning .......................................... 18

Clean Canning .............................................................................. 20

Liveable Canning ........................................................................... 22

Safe Canning ................................................................................ 24

Healthy Canning ............................................................................ 26

Enriching Canning ......................................................................... 28

Land Utilisation ............................................................................. 30

Business Canning ......................................................................... 32

Connect Canning .......................................................................... 34

Governance Canning ..................................................................... 36

People and Performance Canning .................................................. 38

Work Health and Safety ................................................................. 40

CITY OF CANNING | 1CORPORATE BUSINESS PLAN

MESSAGE FROM THE CEO

Every four years we must undertake planning for the next decade. We have undertaken a major review of our Strategic Community Plan. As a result of the community engagement and consultation, a new vision was set for the City of Canning. The vision emerged as Canning, a welcoming and thriving City and the strategic plan has become Our City: Our Future. Through our Corporate Business Plan we will implement the strategies set out in the plan for the next four years.

The Corporate Business Plan outlines how new projects and operational services will be delivered, improved and meet the challenges of our growing community. Information and communications technology will provide opportunities to deliver more efficient and new services in a rapidly changing world.

Protecting our natural environment and Canning River area remain our priority as we develop our City Centre and local community precincts. Thank you to our community who engaged in developing our City’s plans for the future. Together we have the courage to be amazing.

Athanasios (Arthur) Kyron Chief Executive Officer

July 2017

2 | CITY OF CANNING CORPORATE BUSINESS PLAN

THE CANNING CORPORATE BUSINESS PLAN

The Corporate Business Plan is how the City will achieve the goals and aspirations identified within our Strategic Community Plan – Our City: Our Future.

As a requirement of the Local Government Act to establish an Integrated Planning and Reporting Framework, the Corporate Business Plan explains how the City’s plans and specific strategies of the Strategic Community Plan (SCP) will be resourced over a four year period. The plan informs the annual planning and budgeting process along with how we will report our progress to our Community.

We will focus on key priorities to build an attractive, smart city for families supporting our local economy in a sustainable environment.

Our Corporate Business Plan (CBP) does not include all the detail, as plans, policies and actions already exist to support these priorities.

Whilst the SCP is our key informing and guiding plan, our decision making towards priorities and major new capital works will be influenced by other Federal and State government decisions, in recognition that we are not only citizens of Canning but are part of the broader Western Australian community. Integrated planning and reporting – See more at: https://www.dlgc.wa.gov.au/CommunityInitiatives/Pages/

Integrated-Planning-and-Reporting.aspx#sthash.COA9terp.dpuf

City of Canning Elected Members


The City’s population is expected to increase over the next 10 year period with a greater number of elderly residents. Growth comes from births as well as people moving here which adds to Canning’s diverse multi-cultural community. Social connection has also been identified as a challenge faced by the community as we live longer in an increasingly digital and online world.

OUR CHALLENGE

Maintaining community facilitiesAs the City’s population grows and our existing infrastructure ages, new community facilities and upgrades will be needed. Multi-purpose facilities which meet a variety of community groups needs will optimise the City’s expenditure on new buildings including the diversification of housing options of our ageing population. By making smart investments in certain infrastructure now, in a carefully planned and staged way, we can put in place the assets we need for the long term and avoid a backlog of expensive work in the next 20 – 30 years.

Transport networksThere will be increasing pressure on our road network. This requires transport options that address traffic congestion and alternative ways of safely transiting from home to work, live and recreate in the City.

Supporting local economyThe City Centre improvement project will create new opportunities for people to live and work locally. We endorse the development of a diverse range of retail, commercial and industrial activities, and encourage a broad range of hospitality, entertainment, and recreation options.

90,184POPULATION AS AT 2016 CENSUS

119,993FORECAST

POPULATION 2031

EXPECTING

8,000NEW HOUSEHOLDS AND

10,000MORE PEOPLE >65

OVER NEXT 20 YEARS


OUR CHALLENGE

Sustain service delivery in an affordable wayGrowth creates increasing demands on City services, our existing roads and community facilities like pools, playgrounds and parks. The City will be innovative as it reviews how services are delivered, using technology and best practice to maintain service standards and keep costs to a minimum.

Opportunities to develop alternative revenue streams, less pressure on ratesThe City will pursue commercial revenue opportunities from its land and property assets, with the view to increase non-rates revenue generation. Property development opportunities have the potential to provide greater returns than is currently obtained on invested funds. Retaining and acquiring a diversified land portfolio which leverages risk can lead to better use of the City’s land holdings. This will help achieve more residential care for our elderly, meet a broader range of community group needs, whilst providing increased financial capacity and sustainability for the City.

55%OF RESIDENTS BORN OVERSEAS, AND 40%

SPEAKING A LANGUAGE OTHER THAN ENGLISH

AT HOME

Solar panels installed on Civic Administration building


OUR RESPONSE

The City cannot immediately achieve all of the Community’s aspirations. Priorities have been established and this Corporate Business Plan maps out steps on how we will progress towards achieving these and others over the next four years.

The City cannot pay for everything on its own. We see the future as being about partnerships with others who also benefit from the services we provide.

To ensure our services and infrastructure meet the needs of our City, are affordable and managed in a financially sustainable way, we will:

Review our servicesMeeting our Community’s needs comes first and we will assess our performance for improvements through alternative structures, processes or provider arrangements. We are making changes to our Care and Disability Services to ensure the best, affordable services are delivered. We are preparing our future Waste Management and Recycling Strategy. The City’s leisureplexes and Whaleback golf course will be reviewed to improve financial performance and improve access for all our community.

Look after our assetsThe City has assets with a replacement value of $1.2 billion and maintaining these is a top priority. Further developing our asset management planning will help determine the best time to invest in renewing and upgrading these, so we get the most out of our assets and only spend when we need to, not before.

LEAD – accountable, responsible and forward-thinking administration

GROW – natural areas where people and wildlife flourish

BUILD – accessible, pleasing urban spaces that are fit-for-purpose

PROSPER – a thriving local economy

The Corporate Business Plan aligns with goals identified in the Strategic Community Plan – Our City: Our Future. The goals contain aspirations and objectives with performance measures which help to evaluate our progress in realising our vision. Individual business plans have accompanying key performance measures aligned to their services.

CONNECT – an inclusive, safe and vibrant community


OUR RESPONSE

LIVEABILITY IS IMPORTANT. WHERE THERE IS ROOM IN THE BUDGET, WE ARE INVESTING IN COMMUNITY ASSETS SUCH AS PARKS, PLAYGROUNDS, GARDENS, ARTS, CULTURAL, AND SPORTING FACILITIES.

Make use of available technologyWe are implementing new systems at the City’s leisureplexes and libraries to replace manual tasks and paperwork. We have a new website supported by our award winning customer service team. We are making changes so the community can interact simply and easily for the services they need.

Better our CommunityHaving a well connected, inclusive, safe and vibrant community is important. We will invest in community assets such as parks, playgrounds, cultural events and sporting facilities.


WHAT WILL WE DO?

OUR PRIORITIES Balance our booksEach year we aim for our revenue to exceed our expenses, creating a surplus to fund new projects, and repaying loans borrowed for new infrastructure such as the City Centre and other future works which meet our policy on borrowings. The City’s finances will target the seven financial ratios which comprise Local Government’s Financial Health Indicator (FHI) within our Long Term Financial Plan. Our performance will consider other factors including the range of services offered, the efficiency of services delivered and community satisfaction.

Strong community groups, clubs and organisationsWe will promote and support our community groups, clubs and organisations to be sustainable and independent. They create a strong sense of community and encourage social connections, health and wellbeing.

Artist’s impression of the new Canning City Centre


WHAT WILL WE DO?

Our natural areasWe will protect, preserve and promote our natural places, undertaking restoration projects in the Canning River Regional Park and progressing the Kent Street Weir recreational space. The City’s urban tree canopy will be extended into our built up areas along with new parks, shade and further improvements.

City amenities and lifestyleThe City’s facilities must be suitable for our residents and community groups safe enjoyment. Our assets and infrastructure will be managed for our growing population.

Integrated transport networkThe City will have well-designed and maintained roads which are safe and accessible. A network of bike paths will be established as an alternative and sustainable transport option.

Range of housing for different lifestylesThrough the review of our town planning schemes and implementing the City’s adopted Local Housing Strategy, we will work to ensure appropriate densities are applied to suburbs and surrounds. Working together, developers can be encouraged to include affordable housing and a range of options that suit our City’s growth.

Greater variety of entertainment, activities and shoppingThe City will establish a City Centre by facilitating planning and infrastructure works to create an active commercial area that will have a greater variety of entertainment, activities and shopping. We will undertake works to create our local precincts as distinctive suburban villages which will promote diversity and vibrancy throughout the City.

Govern effectivelyCarry out effective leadership which focuses on our community’s vision for the City’s future. Our decision making is to be transparent and supported by a sound policy basis.


KEY PROJECTS

2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 2026 2027 2028

$19.6m

$8.4m

$1.4m

$29.0m

$6.5m

$4.4m

$74.2m

$28.5m

$5.5m

$88.7m

$6.7m

$6.0m

$20.3m

City Centre Phase 1

Bentley Regeneration Community Hub

Clifton Park Changerooms

Bentley Regeneration – Parks Upgrade

Kent Street Weir Park

Buildings – New and Renewals

Parks – New and Renewals

TechnologyOne System

Ranford Road Bus LanesShelley Underground Power

Road - New and Renewals

Sevenoaks Street Dual Carriageway

Welshpool Road Dual Carriageway

City Centre Phase 2

City Centre Phase 3

$4.0m

$3.9m


INFORMING PLANS AND STRATEGIES

Integrated Planning and Reporting (IPR) FrameworkThe Integrated Planning and Reporting (IPR) Framework and Guidelines were introduced by the State Government as part of the Local Government Reform Program.

It provides information necessary to assess resourcing requirements that will go to achieve long term community objectives in a financially sustainable manner. The assumptions are estimates only and provide an overview of possible outcomes.

Changes in the City’s operations may result in changes to the CBP, requiring updates in the LTFP. The CBP is maintained as a separate tool, as it is dynamic and requires regular updating.

Annual BudgetThe annual budgeting process is governed by the strategic and business planning activities of the City, and is developed and aligned with strategic objectives. It is incorporated into the CBP through allocation of accounts to the SCP. This is the fifth year of the Annual Budget linked to the CBP. It enables detailed analysis of all the City’s allocated accounts. This annual budget process is reviewed annually and triggers updates to the CBP.

All local governments were required to have a Strategic Community Plan (10+ years) and Corporate Business Plan (4 years) adopted by 1 July 2013. Included in the framework were the informing strategies of the Long Term Financial Plan, Workforce Plan and Asset Management Plans.

Strategic Community Plan (SCP) 2017-2026The Strategic Community Plan – Our City: Our Future is the City’s long-term strategic planning document. It is one of many tools that will guide the future direction of our City. The plan looks beyond ten years, is broad and has a strong emphasis on our community’s visions, goals and strategies.

Long Term Financial Plan (LTFP)The LTFP details the City’s costs to deliver the CBP. It projects financial information beyond the course of the CBP to cover operations for 10 years and to provide an indicative position of financial sustainability in the forward years. The LTFP enables analysis trends over a 10 year period on a range of assumptions.

10+ Years

QuarterlyReport

AnnualReport

AnnualBudget

Vision

CorporateBusiness Plan

4 Years

1 Year

Long Term Financial PlanAsset Management Plans

Workforce PlanIssue or Area Specific Plans

StrategicCommunity

Plan

StrategicReview

2,4 years

The illustration below shows the cycle of the IPR process.


Workforce Plan (WFP)The WFP details our resources required to deliver the CBP and the strategies to be implemented to address the challenges facing our workforce. The WFP provides a strategic approach to addressing current and future needs in the organisation. The objectives of the WFP are to identify:• Internal and external challenges facing our

workforce

• Critical skills and positions within the organisation

• Gaps between our current and future workforce

• Strategies to address the gaps in resources, mitigate risks and address the challenges.

A summary of key workforce implications is referenced in the People and Performance summary (page 39).

• A “whole of life” approach is taken to operational, maintenance, renewal and acquisition plans and funding levels ensuring that assets deliver the required levels of service are identified and reported;

• Levels of service and risks are taken into account in the development of operational, maintenance, renewal, acquisition plans and the performance of assets is measured and reported as appropriate; and

• Assets are accounted for in accordance with the requirements of the applicable Australian accounting standards and reporting requirements.


Asset Management Plans (AMP)The AMPs identify the status of the City’s infrastructure assets. The AMPs identify the required asset renewals in order to maintain and/or increase the City’s level of service to the community. The plans span 10 years, the first four years being within the CBP.

A summary of key asset management implications demonstrate that:– We take care of the assets we have

– Not replace all existing facilities, optimise with multi-purpose

– Seek 50% support from Federal and State Government towards new community facilities.

The City’s Asset Management Policy and Strategy provides a consistent framework that is aligned and integrated with the City’s business practices and is consistent with the Integrated Planning and Reporting requirements such that:• Assets are managed in accordance with the

requirements of relevant legislation, best practice and affordability;



RiskThe City has in place a Risk Framework which follows the International Standard for Risk Management AS/NZS ISO31000:2009. The framework is proactive to ensure the quality of service delivery is not adversely affected. Risk management is integrated into our business planning process to ensure exposure to risk is minimised.

The City’s risks are managed at the Program and Sub Program level. Sub Program risks are informed by the Program risks and they are closely aligned with the initiatives of the City’s Corporate Business Plan.

The City has a dedicated risk management team responsible for the maintenance of the Risk Framework and standards, staff education, the coordination and facilitation of risk management activities.

Digital StrategyA Digital Strategy is being prepared to replace the current Information Communications and Technology (ICT) Strategic Plan. The Digital Strategy is essentially a road map of the City’s approach to digital transformation – both within the organisation and how we engage externally with the community and in delivery of our services. This will incorporate all City processes, outlining how a digital approach can harness technology to meet clear and prioritised benefits for our community.

Sub Program PlansEach of the City’s Sub Programs have established service specific business plans which in turn inform and implement the CBP. Each Sub Program plan contains resource allocations and key performance indicators for the Sub Program, along with controls identified in the business plans’ operational risk register.


OFFICE OF THE CEOWHAT WE DOEconomic Development, Strategic Community Planning and Engagement, Integrated Planning, Project Management, Legal Counsel, Public Relations and Marketing

This includes: High level planning, policy and project delivery Driving the development, review and

implementation of the City’s Strategic Community Plan

Provide practical legal advice Plan, develop and implement marketing

communications, promotions and manage public relations

Oversee and guide engagement with the community and business

Oversee, guide, monitor and report on projects

We are responsible for serving the City in varied strategic activities.

Our teams focus on:Positioning and branding the City as a Leader and effectively manage high level project delivery;

Economic development to attract investment, retain and grow business, engage and advocate for partnerships that support the vision and objectives of the City;

Project management systems and processes to support, plan, track and execute our program of works;

Public relations and marketing to promote and market strategic and operational initiatives;

Strategic planning programs which align with legislated frameworks; and

Legal counsel which covers the main practice areas of regulatory, statutory, general and commercial law to protect the City’s interests.

2021202020192018

Operating Expenditure

OperatingIncome

Capital Expenditure

0.03 0.03 0.03 0.03

5.0

3.5

4.4

4.7

0.3 0.2 0.1 0

$ Millions

WHAT IT WILL COST


OFFICE OF THE CEOOUR PLANSAs our City grows, we will need to position ourselves to anticipate and meet the demands of the community and business, and their aspirations outlined in the City’s revised Strategic Community Plan: Our City: Our Future.

The Community can expect:Strategic management that serves the objectives of the community and delivers on the aspirations of the SCP Target

Performance Measures 2018 2019 2020 2021

Complete organisation restructure to program based management

Compliance and completion of Integrated Planning and Reporting Framework documents

% of projects completed 85% 90% 90% 90%

Complete City branding project

Implement priorities in Council’s Economic Development Plan

Agreed priorities in the SCP are implemented in accordance with budget

Council meets statutory requirements of the Local Government Act 1995

Minimise City’s legal exposure

What this tells us We are on track in transforming the City by meeting the goals in the Strategic Community Plan for 2017-2027.


BUILD CANNINGWHAT WE DODesign and Contract Management, Transport Engineering and Project Construction

This includes:

WHAT IT WILL COST

Design and Contract Management – Architectural

The core services provided include design, project management, contract and construction management in relation to the following built assets:Civic and community facilities Recreation and sporting facilities Library facilities; and Ancillary structures such as bridges, gazebos and

sports courts.

Design and Contract Management – Architectural is responsible for designing and managing the construction and delivery of built assets (new and renewed). We offer professional, expert advice in architecture and construction. We assess, rationalise, renew, adapt and develop existing and new built assets to meet the needs, demands and expectations of internal and external stakeholders, with a strong focus on asset sustainability.

Design, Contract Management and Traffic– Engineering and Project ConstructionThe core services provided by this service include road reserve maintenance, road reserve renewal, road reserve new and management in relation to the following assets: Roads, Footpaths and shared paths, Drainage, Street lighting, Street furniture, and Traffic management systems.

Design, Contract Management and Traffic – Engineering and Project Construction is responsible for the care, control and management of road reserves within the City. The development, enhancement and maintenance of these reserves have been the key function of the City since the creation of the Canning District Road Board in 1871.

The Plan provides for the ongoing maintenance of the existing infrastructure while allowing for improvements to meet the community needs and expectations in a cost effective and timely manner.

Of particular importance over the period of the Plan are the proposals in respect to the preservation of the road reserve infrastructure.

2021202020192018


OperatingIncome

Capital Expenditure

0.3 0.3 0.6 0.3

15.6 15.416.1 15.7

19.5

16.8

22.8

14.5

$ Millions


BUILD CANNINGOUR PLANSDesign and Contract Management – ArchitecturalWe will build the new sporting change rooms at Clifton Park Reserve.

We will deliver on a significant capital renewal program which includes: Roof replacementAsbestos removalBuilding condition upgrade and accessibility

improvements.

Design, Contract Management and Transport Engineering and Project Construction – Engineering

Together with our Project Construction team, we will deliver on our program of works and carry out investigations, planning and design of road, footpath and drainage systems.

Our focus will be on the Sevenoaks Street and Welshpool Road upgrade projects.

A new proposed road, Southern Link Road connecting Leige Street with the Gerard St Bridge (Westfield Carousel) will be considered.

The Community can expect:Well designed, constructed and managed built facilities and amenities. Well designed, constructed and managed road reserve infrastructure. Target


Design and Contract Management – Architecture

85% of new capital and capital renewal programme completed on time and on budget

85% implementation of improvements in built assets as identified from auditing programmes

Design, Contract Management and Transport Engineering and Project Construction – Engineering

85% percent of new capital, capital renewal and scheduled maintenance programmes completed on time in accordance with the annual program

85% percent of new capital, capital renewal and scheduled maintenance programmes completed within budget estimates

85% percent completion rate on customer service requests in alignment with service level agreements

2021202020192018


OperatingIncome

Capital Expenditure

0.3 0.3 0.6 0.3

15.6 15.416.1 15.7

19.5

16.8

22.8

14.5


PARKS AND PLACE IMPROVEMENT CANNING

WHAT WE DONatural Area Management and Conservation, Landscape and Parks Operations

This includes:

Managing the City’s outdoor places for the community’s health, pleasure and recreation.

Places such as: Parks and streetscapes Sports grounds and spaces Playgrounds Recreation and nature spaces Remnant bushland and wetlands Watercourses and irrigations systems Urban forest

We manage natural areas, parks and streetscapes. We are responsible for the planning, development, maintenance and upgrading of the City’s outdoor places to meet the needs of the current and future community.

We undertake planning and analysis which is forward looking and cross disciplinary, designing places which are responsive to users needs.

We take care of scarce natural resources, trees and water, and practice responsible, reliable management of the City’s parklands, remnant bushland and wetlands, streetscapes and gardens. We manage mosquito and pest control for the health and safety of the community.

WHAT IT WILL COST

2021202020192018


OperatingIncome

Capital Expenditure

0.3 0.4 0.4 0.4

15.7 15.616.1 16.4

2.2 2.4

4.0

5.7

$ Millions


PARKS AND PLACE IMPROVEMENT CANNING

OUR PLANSNatural Area Management and ConservationWe will plan measures to increase the urban canopy, and to protect and enhance the City’s natural spaces.

We will develop the Kent Street Weir Parkland foreshore, upgrade Sill Park and Bannister Reserve landscapes, develop detailed plans for Queens Park Regional Open Space, complete the Biodiversity Strategy, Play Provision Strategy and the Street Tree Strategy.

Landscape Operations and Park OperationsWe will continue to manage and improve the street environment, linking parklands and providing shade in streets for comfortable journeys. We provide services to give the community access to sustainable, healthy, attractive open spaces for leisure and recreation.

The community can expect: High quality parklands, streetscapes and natural spaces, and an increase in the size and health of the urban forest. Target


Increased tree canopy cover +1% +1% +1% +1%

Numbers of street trees planted +1000 +1000 +1000 +1000

Satisfaction with recreation facilities 80% 80% 85% 85%

What this tells us That we are meeting our targets for increasing the urban canopy, improving shade in the street environment, and providing sports fields, parks and playgrounds that our community enjoys.


CLEAN CANNING

This includes:

Waste and recycled materials collection Transfer station facility management Fleet, plant and equipment management

We provide all residential properties with a complete waste collection, recycling and disposal service. We operate the Ranford Road Waste Transfer Station and manage the City’s fleet, plant and equipment.

Environmentally sustainable facilities cleaning

Best practice facilities maintenance services

We deliver best practice facility maintenance and environmentally friendly cleaning services for the City’s buildings, boardwalks, barbeques gazebos and bridges so that users can enjoy clean, safe and well presented facilities.

WHAT WE DOWaste and Plant Management, Facility Maintenance and Cleaning

WHAT IT WILL COST

2021202020192018


OperatingIncome

Capital Expenditure

16.9

18.1 18.6

19.318.5

20.220.9

21.9

8.0

6.0 5.8

9.2

$ Millions


CLEAN CANNING

Waste and Fleet ManagementWe are developing the City’s Strategic Waste Management Plan which will help guide our waste management techniques in order to reach our landfill diversion targets.

We will replace the weighbridge software and parts so that we can gather reliable detailed data to meet reporting requirements and enable us to model waste recovery scenarios.

We will continue to review and optimise the usage of our fleet of vehicles and plant.

Facilities MaintenanceWe are removing and replacing asbestos materials including roofs and fences at City properties, improving accessibility to City buildings and installing fittings to decrease energy and water use, such as LED light fittings and low flow plumbing fixtures and fittings.

The community can expect: Facilities which are well maintained, clean and safe to use; more waste diverted from landfill and recycled; an efficient well managed fleet. Target


Municipal Waste Recovery (Landfill Diversion) 30% 35% 40% 50%

Fleet Availability 95% 95% 98% 98%

Completion of Operational Expenditure program on time and on budget

Customer Satisfaction above 85% 90% 95% 100% 100%

What this tells us We are meeting our targets for waste recovery, that our community is satisfied with our waste collection services, that our staff have access to vehicles to do their work efficiently and that we are delivering our cleaning and facility maintenance services effectively.

OUR PLANS


LIVEABLE CANNING

We are responsible for delivering innovative, contemporary and sustainable strategic and statutory planning services that drive the development of a diverse range of built form and land use outcomes.

Strategic Planning involves the development of local planning frameworks and strategic planning projects within the City. In addition, it progresses redevelopment works within the City Centre and Bentley regeneration areas.

Strategic Sustainability works with members of the community and organisations to support and enable action to imbed sustainable principles and practices with the City of Canning and its systems.

Statutory planning involves the assessment and determination of applications for development approval, subdivisions and amendments to planning schemes across our community.

This includes: Development and implementation of the

“Imagine Canning” program Finalisation of the Local Planning Scheme

and related plans Progressing the Bentley and Canning City

Centre regeneration programs Implementing the City’s Sustainability

program Assessment of planning applications

including development and subdivision of land

Development of local planning policies

WHAT IT WILL COST

2021202020192018


OperatingIncome

Capital Expenditure

1.0 1.0 1.0

3.1

1.1

3.23.3

3.4

0000

$ Millions

WHAT WE DOStrategic and Statutory Planning


LIVEABLE CANNINGOUR PLANSAs our community grows, we need to ensure our strategic and statutory planning principles and practices enable the development of a diverse range of built form and land use outcomes that meet the needs and desires of our community. We will continue to review and develop our local planning framework, support and enable sustainable actions within our community and organisation.

To ensure City services are delivered efficiently and meet community expectations, we will continue to develop and implement service delivery reviews to ensure our services are innovative and efficient. Statutory planning services will be enhanced with new online technology to deliver faster approvals. Our policies will be reviewed in order to reduce red tape in the approval processes.

Strategic planning’s key projects for the next four years include the finalisation of a new local planning strategy and local planning scheme, and commencing construction of the City Centre main street works along Cecil Avenue.

The community can expect: Efficient, professional and customer focused service Target


Number of new ideas investigated, researched and tested with “Imagine Canning”

Count Count Count Count

Participation in community education programs about the environment and sustainability

Count Count Count Count

Implement appropriate housing density in zoning scheme

Adoption Adoption – –

Development applications to be processed within the statutory (60 or 90 day) timeframe

80% 80% 85% 85%

Development and review of local planning policies to improve built form and reduce red tape

Ongoing Ongoing Ongoing Ongoing

What this tells us These measures provide information about how well the City’s strategic and statutory planning teams are responding to customer needs. These measures are addressing services aimed at improving the development approval service and reducing unnecessary regulation.


SAFE CANNINGWHAT WE DORanger and Community Safety Services, Emergency ManagementThis includes: Community Patrols Security of City facilities and reserves Holiday Watch Patrol Program Responding to customer requests Animal management Parking compliance Fire Hazard Compliance Program Local law compliance

We are responsible for providing an efficient 24 hour service to our community, responding to over 10,000 customer requests per year. All Ranger and Community Safety Service Officers hold security licenses and conduct patrols of the City in clearly marked vehicles in an effort to provide peace of mind to our residents. Officers observe, monitor and report suspicious behaviour and provide a holiday watch patrol service for resident’s properties while they are away.

Officers also assist the community with matters relating to legislation and local laws applicable to the control of animals, parking, litter, abandoned vehicles, and off road vehicles.

The Safe Communities team deliver proactive and strategic programs and plans dedicated to enhancing the safety of our community. Officers work to build and maintain vital partnerships between the community and key stakeholders to achieve our vision of a safe, secure and connected Canning for everyone.

WHAT IT WILL COST

2021202020192018


OperatingIncome

Capital Expenditure

0.1 0.0 0.10.1

3.73.6

3.5

3.3

3.02.8

2.7

2.5

$ Millions


SAFE CANNINGOUR PLANSWith a growing and increasingly diverse population, the City is focused on working together for a safe community.

The City’s Community Safety and Crime Prevention Plan 2016 – 2020 will continue to guide the delivery of innovative services and programs that promote a safe, liveable and resilient community.

To achieve the above we will deliver on the key goals of the Community Safety and Crime Prevention Plan and we will develop a Local Emergency Management Support Plan.

The community can expect: Efficient, professional and customer focused safety and emergency services Target


Development of Local Emergency Management Support Plan for our vulnerable communities

Delivery of the Community Safety and Crime Prevention Plan Key Actions

Customer satisfaction above 80% 85 85 90 90

What this tells us These measures indicate how well the Safe Canning team are responding to customer needs. These measures are aimed at improving the Ranger and Community Safety Service , effectively delivering the Key Goals of the Community Safety and Crime Prevention Plan and enhancing the City’s Emergency Management responsibilities.


HEALTHY CANNINGWHAT IT WILL COSTWHAT WE DO

Environmental Health, Compliance and Building Services

This includes: Statutory and Public Health responsibilities Food Safety Assessments Mosquito Management Public Health Planning Environmental and Public Health impact

assessments Complaint Investigations (Health and

Amenity Issues) Building Approvals and Occupancy Permits Audit of Approvals (Building and Planning)

We are responsible for:Delivering Building Approvals, Environmental Health and Compliance Services to the City’s customers which create a high quality environment that achieves the expectations of residents, visitors and those working in the area.

Our services extend to:Delivery of the City’s statutory requirements under the Public Health Act 2016, Building Act 2011 and Local Government Act 1995.

Delivering regulatory programs that contribute to a clean and healthy Canning environment, such as Mosquito Management, Food Safety Assessments and Complaint Investigations (noise, dust, odour, dangerous buildings, condition of dwellings, pest management, mosquitoes, sanitation, infectious diseases).

Providing Building Approval Services.2021202020192018


OperatingIncome

Capital Expenditure

1.5 1.5 1.51.6

3.2 3.2 3.23.3

––0.00.0

$ Millions


HEALTHY CANNINGOUR PLANSAs our community grows, and we build more dwellings we will need to provide environmental health, compliance and building services to maintain a high quality environment. A high level of community safety, health and wellbeing, provides for a range of housing for different lifestyles and protects and enhances the amenity and lifestyle within the City.

Traditional health protection services, such as Food Business Assessments, food sampling, responding to food complaints and investigation of community complaints (noise, odour, dust, pests, pollution, dangerous buildings and dwellings) will continue to be delivered to ensure we have a high quality environment within which to live.

A new Public Health Plan for Canning will be developed to deliver new cost effective services and initiatives that encourage healthy lifestyles. The City’s Mosquito Management Plan will be reviewed and enhanced.

Building approval services will be enhanced with new online technology to deliver faster approvals.

The community can expect: Efficient, Professional and Customer focused environmental health and building services Target


Annual Funding and Reporting Submission Completed to enhance Mosquito Control

Public Health Plan Developed

Customer satisfaction above 80%

New Local Laws to enhance the City and reduce unnecessary regulation

What this tells us These measures provide information about how well the City’s Regulatory Services are responding to customer needs. The measures are addressing services that are aimed at improving the building approvals, enhancing the City’s mosquito management responsibilities, delivering a new Public Health Plan and reducing unnecessary regulation.


ENRICHING CANNINGWHAT WE DOCommunity Learning, Caring Canning, Community and Place ActivationThis includes: Lifelong Learning Community Events and Cultural

Development Local History and Heritage Library and Technology Services Sports and Recreation, and Club

Development Youth Engagement Residential Aged Care Supported Accommodation Family Respite Disability Services

We are responsible for fostering an inclusive, connected, innovative and vibrant community.

We embrace lifelong learning and seek to support the Canning Community to access a range of learning programs and services to meet their own needs and aspirations.

We work with local communities to deliver projects, programs and events, and to build their capacity to determine their own future.

We seek to enhance independent living for the aged and people with disabilities within the Canning community, including offering family respite and supported community living opportunities.

We oversee the operations of four library facilities, Canning River Eco Education Centre (CREEC), Canning Lodge, two retirement villages, seven cluster housing facilities and six disability housing facilities.

WHAT IT WILL COST

2021202020192018


OperatingIncome

Capital Expenditure

0.50.7

2.0

0.4

14.013.5

13.2

20.2

6.4 6.25.9

13.6

$ Millions


ENRICHING CANNINGOUR PLANSCare ServicesWe will: Complete the transfer of services to Silver Chain as per

Council Resolution; and Enhance clinical governance for residents at Canning

Lodge and ensure future reliability of the service Delivery of outcomes in accordance with the Disability

Action Inclusion Plan

Community Learning Our Learning City Strategy provides an Action Plan

outlining how we will support Canning residents to live rich, enjoyable and fulfilling lives through the embrace of lifelong learning. The Action Plan has 3 priority areas that will govern deliverables which are– Foster a culture of lifelong learning and community

connection– Facilitate an inclusive, vibrant and connected community– Facilitate creative development and expression in

a collaborative environment

Community and Place Activation Deliver the City’s Reconciliation Action Plan Deliver high quality engaging community events

The community can expect: Support services, access to a variety of lifelong learning programs and services, social wellbeing and belonging. Target


Care Services – Customer satisfaction above 85%

85% 86% 87% 88%

Community Learning – Increase attendance at Extension (Learning) Services and Programs

2% 2% 2% 2%

Increase Patron attendance at Libraries and CREEC 1% 1% 1% 1%

Disabilities and Families – Customer satisfaction above 80%

80% 81% 82% 83%

Occupation of Disability Accommodation above 80%

80% 81% 82% 83%

What this tells us Canning residents are accessing City services and facilities to meet their ongoing learning and information needs as well as experiencing high levels of social capital and wellbeing.


LAND UTILISATIONWHAT IT WILL COSTWHAT WE DO

Lease, Management and Acquisition of Land HoldingsThis includes: Develop and manage the City’s landholdings Investigate land asset opportunities Manage leases and licences

We are responsible for providing land administration services to community and sporting groups, land developers, State Government and commercial entities.

We maximise the use of the City’s landholdings through a comprehensive land audit, identification of surplus land with development potential, prioritising objectives and implementation of City’s strategy.

We adopt a proactive approach to the identification of public open space, land required for the upgrade of roads, closure of pedestrian access ways and right of ways and land investment opportunities. This is undertaken to meet the broader land asset needs of the City.

Working with our lease holders we negotiate new lease and licence agreements. We coordinate lease and licence obligations and carry out annual lease inspections.

2021202020192018


OperatingIncome

Capital Expenditure

–0.00.1

0.7 0.7

0.8

0.6

0.5

2.6

2.2

1.6

1.3

$ Millions


LAND UTILISATION

The community can expect: Efficient and effective service delivery Target


Sale agreement is endorsed by City for Transit Oriented Development (T.O.D.) site in Cannington

City endorse ment

Funds received

Develop Occupy

Complete the development of Main Roads land – Corner of John Street and Albany Highway, Bentley

Purchase Design Develop Occupy

What this tells us We are generating improved useage of the City’s land holdings to enhance service delivery

OUR PLANSOur plans include undertaking a comprehensive land audit, seeking the City’s position and implementing their decisions.

We will identify new land asset opportunities to meet the City’s and community’s future needs and continue efficient tenancy management of our facilities.

We will develop a new leasing policy to provide consistency in leasing opportunities.

We will work with the State Government to achieve land requirements to facilitate major projects and road works.


BUSINESS CANNINGWHAT IT WILL COSTWHAT WE DO

Financial Services, Asset Management and Leisure Facilities

This includes: Budgeting and financial reporting Treasury, revenue collection and payables Payroll and insurance services Asset management Aquatic facilities, health and fitness Indoor playgrounds and function facilities Café and retail Whaleback golf course

We are responsible for managing the City’s finances with annual budgeting, cost containment and annual reporting of our performance to the community. The budget process aims for consistency with the Strategic Community Plan and other informing strategies adopted by City, whist addressing individual community needs and expectations as they arise.

Our Long Term Financial Plan over the next 10 years is for $1.4 billion in service delivery and infrastructure spending to meet our residents needs. The City has near $1.2 billion in assets delivering these important community services. Their effective management is crucial to the sustainable delivery of services to meet community expectations, requiring careful planning towards the expenditure required to maintain their effectiveness and suitability.

We are also responsible for providing aquatic and recreational services at the City’s Riverton and Cannington leisureplexes and Whaleback Golf Course in Parkwood.

2021202020192018


OperatingIncome

Capital Expenditure

0.90.90.90.5

15.615.614.9

15.3

10.910.5

9.99.8

$ Millions


BUSINESS CANNING

The community can expect: Prudent financial management and long term financial sustainability; quality, well maintained recreation facilities that meet community needs Target


Customer satisfaction for participation and utilisation of facilities is above 80%

80% 82% 84% 85%

Achieving and maintaining asset renewal funding ratio of greater than 1

>= 1 >= 1 >= 1 >= 1

What this tells us Finance and Asset Management: means we are getting the most out of our assets and investing only when we need to, not before.

Leisure Facilities: This means we are ensuring a sustainable service is provided for present and future generations, which includes a world class driving range and quality aquatic facilities.

OUR PLANSAs our City grows, we will need to invest in and renew existing infrastructure to ensure our services are delivered efficiently. We will continue developing Asset Management Plans for key facilities and across asset classes, establishing a strategic Asset Management Policy to help guide decision making on replacing or upgrading community buildings and infrastructure.

To ensure City services are delivered efficiently and meet community expectations, we will undertake a rolling program of service delivery reviews to ensure our services are innovative, cost effective and meet community needs.

This will commence at our leisureplexes and golf course operations with the view to operate these services like businesses which return a dividend to our ratepayers.

A master plan for Whaleback Golf Course will be developed to meet a variety of community needs, that guides the future development of facility and site for the next 10 to 20 years.


CONNECT CANNINGWHAT IT WILL COSTWHAT WE DO

Customer Service, Digital, Spatial Systems, Business Systems, ICT, Information Management

This includes: Customer service contact centre Corporate networks and public Wi-Fi Online business systems Publicly accessible spatial systems (GIS) Information management Digital strategies

We are responsible for delivering world class customer service that is sensitive to customer needs, is of real value and is of the highest possible standard. We will achieve our mission by providing timely, courteous and professional service at each and every customer contact.

We provide the digital systems and lead strategies to ensure information is readily available, making it easier for employees to provide a fast customer service and for our customers to find the information they are looking for.

In addition, we are responsible for enhancing efficiency, improving customer service, and better meeting employee expectations and needs. This will ultimately enable our staff to better serve our community. 2021202020192018


OperatingIncome

Capital Expenditure

1.1 0.9

1.8

3.7

8.78.68.68.5

1.0 1.1 1.00.7

$ Millions


CONNECT CANNING

The community can expect: World class customer service Target


Achieve an overall handling rate 95% 95% 95% 95%

% of calls answered within 30 seconds 90% 90% 90% 90%

Customer satisfaction on Customer satisfaction surveys

90% 90% 90% 90%

OneCouncil project implementation 72% 90% 95% 100%

What this tells us These measures provide a clear indication we are providing our international award winning customer service to the community and meeting the City’s expectations of continuous improvement.

OUR PLANSThrough efficient use of the City’s digital resources we will facilitate continuous improvement in the performance of the organisation and ensure we are an easy City to communicate and deal with.

Implement the OneCouncil project to position the City for the continuous improvement of business processes, information flows, reporting and data analytics, including performance management.


GOVERNANCE CANNINGWHAT IT WILL COSTWHAT WE DO

Governance Support, Quality and Assurance, Risk Management, Contracts and Procurement

This includes: Governance Compliance Risk management Business continuity management Internal audit services Contracts and procurement

Our services enable the effective operation of the City, promote organisational integrity, consistency in decision making and enable prudent risk management.

We are responsible for:Assisting the City with governance related matters and ensuring compliance with the Local Government Act 1995.

Facilitating and enabling strategic and operational risk management.

Enabling the organisation to respond to a crisis and continue core services with minimal interruptions.

Executing the annual internal audit plan, four yearly review and the biennial review for the CEO.

Providing advice, guidance and facilitation of procurement and contractual matters, while also identifying areas where the City can gain efficiencies within its supply chain.

2021202020192018


OperatingIncome

Capital Expenditure

0.01 0.020.0

0.1

1.3 1.3

1.21.3

– – – –

$ Millions


GOVERNANCE CANNING

The community can expect: High quality governance systems and procedures, which are acknowledged as leading practice Target


75%+ satisfaction rating for individual audits (Survey completed by auditee)

75%+ 75%+ 75%+ 75%+

An annual procurement plan, which informs the market of what the City is expecting to purchase

What this tells us The City has mature governance processes and systems, which enables the delivery of its goals and objectives in an open, accountable and efficient manner.

OUR PLANSWe plan to deliver high quality governance support and solutions.

We will maintain a strategic risk profile which is up-to-date and informs the Sub Program risks.

We will have a properly skilled crisis response team trained in dealing with crises, with recovery plans available for key sites.

We will provide an effective internal audit service, which adds value and identifies improvement opportunities.

We will actively assist the City to deliver effective and efficient procurement and contract management solution.


PEOPLE AND PERFORMANCE CANNING

WHAT IT WILL COSTWHAT WE DOOrganisational Development, Human Resources, Business Improvement, Injury Management and Wellbeing

This includes: Create a pipeline of talent for the future

needs of the City Cultivate a high performance culture Develop and grow capability Operational effectiveness through

performance optimisation Protect and enhance the City’s reputation

through compliance obligations

Ensure we have the right people in the right roles with the right capability.

Ensure that our people have the right capabilities for the City to be successful.

Develop a desired culture within the City to ensure success including accurate and timely communications.

Ensure that we have the right systems and frameworks to support our priorities.

Ensure the performance of our people is a focus supported with leadership and coaching programs, cross Program and functional teams and development programs.

Listen to our staff through our Employee Engagement Survey.

Reward and recognise actions and behaviours aligned to our Values and, importantly, exceptional performance.

Ensure that all People and Performance practices are underpinned by the City’s Vision and Values.

2021202020192018


OperatingIncome

Capital Expenditure

– – – –

2.01.9

1.91.8

0.020.020.020.02

$ Millions


PEOPLE AND PERFORMANCE CANNING

The community can expect: A workforce who are highly skilled, innovative, motivated and responsive to the needs of the Community and, who deliver the outcomes in a cost effective manner. Target


The three Phases of the City’s Program based restructure

Cultural change through the Cultural Optimisations Groups (COG)

ongoing ongoing ongoing ongoing

The City’s Performance Optimisation Program 70% 100%

What this tells us We are meeting our objective of transforming the City towards a flexible, innovative Program based organisation which is positioned and is responsive to the environment and economic influences and the changing needs of the Community.

OUR PLANSOur Plan positions the City to meet the increasing changes in community expectations by supporting the City with contemporary, practical, flexible and responsive services and programs. Our work will focus on the areas of:

Talent and CapabilityWe will implement a Talent Management Strategy to meet the increasing changes in community expectations of our workforce. We will define and build internal capability through a competency framework outlining the essential skills to be developed in all our employees. We are enhancing our recruiting processes by identifying high-quality talent to join our organisation so we can meet current and future business strategies.

Performance and CultureThe City recognises high performance and supports the development by optimising an employee’s individual skills, knowledge and experience. We will do this through our Performance Optimisation and Cultural Optimisation Programs.

Systems and Digital DevelopmentWe will implement contemporary, practical, flexible and responsive People and Performance policies and systems that support our community priorities. Technological solutions through our OneCouncil enterprise system will improve the efficiency of existing processes.


WORK HEALTH AND SAFETYWHAT IT WILL COSTWHAT WE DO

Work Health and Safety (WHS) Advice, Support and Improvement

This includes: WHS advice and support Building a positive safety culture Consultation and active participation of

workers in WHS matters Hazard identification and risk assessment Design, develop and deploy safe systems of

work WHS plans, programs, and training Emergency planning, preparation and

response WHS auditing for compliance and

improvement Incident reporting, investigation, analysis,

and improvement actions WHS monitoring and reporting

The City has a statutory obligation under the Occupational Safety and Health Act 1984 to provide and maintain a working environment where workers, visitors and members of the public are not exposed to hazards created by the work activities undertaken by the City.

We help the City to build capability and capacity for managing workplace hazards and their risks by providing professional WHS advice and support to our customers; enabling them to eliminate hazards where practicable and to reduce the risk of injury or illness to our employees, volunteers, contractors, visitors, clients, and members of our community.

We strengthen our ability to consistently deliver improved WHS performance by implementing and continuously improving the City’s Work Health and Safety Management System. 2021202020192018


OperatingIncome

Capital Expenditure

0 0 0 0 0 0 0 0

0.3 0.3 0.3 0.3

$ Millions


WORK HEALTH AND SAFETY

The community can expect: A workforce who are highly skilled, innovative, motivated and responsive to the needs of the Community and, who deliver the outcomes in a cost effective manner. Target


Implement Sub Program WHS Improvement Plans >50% >75% >90% 100%

Deliver WHS Training >70% >80% >85% >90%

Increase Hazard/Near Miss Reporting +10% +10% +10% +10%

Reduce Lost Time Injury Frequency -10% -10% -10% -10%

What this tells us Health and Safety is a high priority within the City. We aim to proactively manage our hazards to ensure that the City is a safe place to work, live and visit.

OUR PLANSThe City plans to be a safety leader within Local Government by creating a safe work environment and continuously improving our Work Health and Safety performance.

We will achieve this through a robust Work Health and Safety management system benchmarked against industry standards. This system will provide WHS information, instruction and training and communicate our policies, procedures and safe work practices.

We will inspect our worksites, investigate incidents, and audit our activities to assure compliance with legislative requirements and we will encourage reporting hazard and near-miss incidents to improve our systems.

We will develop improvement plans that guide how each Sub Program will systematically enhance their proficiency for managing hazards and risks. We will utilise our enhanced WHS capacity and capability to reduce workplace injuries and illness.


www.canning.wa.gov.au

T 1300 422 664

F 08 9458 2353

E [email protected]

Civic & Administration Centre

1317 Albany Highway, Cannington

Correspondence to:

Locked Bag 80 Welshpool WA 6986

canning.wa.gov.au

cityofcanning

cityofcanning

Documents

CITY OF CANNING CORPORATE BUSINESS PLANCity and the strategic plan has become Our City: Our Future. Through our Corporate Business Plan we will implement the strategies set out in