CORPORATE BUSINESS PLAN 2014|2018 · 2017-03-16 · 2. Town of Cambridge – Corporate Business...

Town of Cambridge – Corporate Business Plan 2014-2018 1

2014|2018CORPORATE

BUSINESS PLAN

UPDATED AUGUST 2015

Town of Cambridge – Community Strategic Plan 2014-2018 1

ContentsIntroduction .................................................................................................................. 2

Links between plans .............................................................................................. 2

Finance and budget ............................................................................................... 2

Our Vision – Over the next decade ............................................................................ 3

Priority areas ......................................................................................................... 3

Priority Area One: Our Community Life ..................................................................... 5

Goal 1: A Sense of community pride and belonging ............................................... 5

Goal 2: Quality local parks and open spaces for the community to enjoy ................ 6

Goal 3: An active, safe and inclusive community .................................................... 7

Our services and activities which support Our Community Life ................................ 9

Priority Area Two: Our Planned Neighbourhoods ................................................... 10

Goal 4: Neighbourhoods that are well planned, attractive, respectful of the character and responsive to future needs ..................................... 10

Goal 5: Successful commercial, retail and social hubs .......................................... 12

Goal 6: Efficient transport networks .................................................................... 13

Our services and activities which support Our Planned Neighbourhoods ................ 14

Priority Area Three: Our Natural Environment ........................................................ 15

Goal 7: Council is environmentally responsible and leads by example .................. 15

Goal 8: A community that embraces environmentally responsible practices .......... 18

Our services and activities which support Our Natural Environment ....................... 19

Priority Area Four: Our Council ................................................................................. 20

Goal 9: Transparent, accountable governance ...................................................... 20

Goal 10: The Town is a proactive local government that gets things done ............ 21

Goal 11: A strong performing local government .................................................. 21

Our services and activities which support Our Council ........................................... 24

Significant Projects .................................................................................................... 25

Informing Strategies .................................................................................................. 26

Strategic Asset Management Plan ........................................................................ 26

Workforce Plan .................................................................................................... 30

Information, Communications and Technology Plan (ICT Plan) ............................... 32

Financial Plan ...................................................................................................... 34

2 Town of Cambridge – Corporate Business Plan 2014-2018

The Corporate Business Plan has been developed through dialogue with the community, elected members and the Town’s staff to determine the timing and resources required and the key indicators that will signify our progress. Our achievements in implementing the Plan are reported each year in the Town’s Annual Report.

Links between Plans

The Western Australian Government’s integrated planning and reporting framework requires all local governments to provide a number of strategies and plans that inform the Corporate Business Plan. The informing plans aim to ensure the Town’s resources are matched to the community’s needs. These documents include:

• The Financial Plan

• The Workforce Plan

• The Asset Management Plan

• The Information, Communications and Technology Plan

In addition, the Corporate Business Plan is also informed by the Town’s overarching Land Use Planning Strategy, which incorporates housing, commercial, traffic and parking, and public open space and forms the basis for the Town Planning Scheme and policies.

The Strategic Community Plan, Corporate Business Plan, operational plans and informing strategies are designed to link together, with the vision and direction set by the Strategic Community Plan.

Strategic Community Plan

Corporate Business Plan

Operational Plans

Informing StrategiesLand Use Planning Strategy

Financial Plan

Workforce Plan

Asset Management Plan

Information, Communications and Technology Plan

Finance and budget

The Corporate Business Plan is linked to the Financial Plan and the annual budget. Actions are aligned annually with the Town’s budget.

The costs associated with our services, operations and projects the Town will deliver over the life of the Plan, will be incorporated at a later date, pending finalisation of the annual budget and the long term Financial Plan.

IntroductionThe Town of Cambridge Corporate Business Plan outlines the key projects, actions and tasks the Town is planning to undertake to achieve the goals set out in the Strategic Community Plan. It is the tool that enables the translation of the community’s aspirations into real projects and actions. The Plan has a five year timeframe and provides the basis for establishing the Town’s annual plans, programs and budgets.


Our Vision

Cambridge “Over the next decade”

Cambridge is a place where things are happening. Stylish new and enhanced development will create hubs of community activity – places where families and friends get together, where business thrives and access is easy. Housing will become more diverse to accommodate people at different life stages and our suburban landscape will enhance its appeal through beautiful green and open streetscapes.

Priority Areas

The Corporate Business Plan is structured around four key priority areas from the Strategic Community Plan:

• Our Community Life

• Our Planned Neighbourhoods

• Our Natural Environment

• Our Council

Goals and Strategies

Each priority area includes goals and strategies from the Strategic Community Plan. The goals and strategies are the result of what our community would like to see in the future and the actions are the measures required to achieve these goals.

Projects and Actions

To realise the goals and strategies, the Town has identified a number of key actions and projects and each action has a timeframe for completion over the next five years.

Services and Activities

Within each priority area there are services and activities which enable the Town to facilitate, contribute to and deliver initiatives, services, programs and projects related to the priority areas.

Priority

Goal

Projects and Actions

Strategy

Comm

unity Outcom

es

4 Town of Cambridge – Community Strategic Plan 2013-2023


Priority Area One: Our Community Life People value things to do, places to go and opportunities to interact. They place high importance on local events, and being physically active is becoming more important. The community is asking for more recreational opportunities including walking trails, cycle paths, play/activity equipment in parks. They also want to visit places that are hubs of activity – where they can meet with family and friends.

Goal 1: A sense of community pride and belonging

Our quality of life is enriched with popular places and events that draw people together to socialise, interact and participate within our community.

Strategy 1.1 Encourage and support a range of activities and events at which communities can gather and interact

Projects and Actions Plans, Policies and Programs

Budget 2015-2016

2016-2017

2017-2018

Ongoing

Plan and coordinate more local events and support major events managed by others

• Local Community Events Plan Operating

Promote more "street life" (get to know your neighbours)

• Street Party Policy New Operating

Develop Cambridge Library as a vibrant facility for the community to connect, meet and learn

• Guest Speaker Program

• Computer and Internet Training Program

• Cambridge Library Learning and Literacy Framework

Operating

Strategy 1.2 Promotion of a strong community identity


Budget 2015-2016

2016-2017

2017-2018

Ongoing

Celebrate the Town's heritage, history and culture

• Local Studies collection and Oral History program


Goal 2: Quality local parks and open spaces for the community to enjoy

Our local parks and open spaces are designed for a range of activities and are valued by our community.

Strategy 2.1 Focus on activating our major public open spaces


Budget 2015-2016

2016-2017

2017-2018

Ongoing

Develop a Recreation Activity Plan for Lake Monger

• Lake Monger Reserve Management Plan 2008-2018

Operating

Implement the Perry Lakes Management Plan

• Perry Lakes Reserve Environmental Management Plan

Capital

Complete the City Beach - beach, cafes and restaurants project

• City Beach Master Plan 2004 Capital

Revise the City Beach - Beach Master Plan

• City Beach Master Plan 2004 Operating

Implement the Lake Monger Reserve Management Plan

• Lake Monger Reserve Management Plan 2008-2018

Capital

Strategy 2.2 Improve the amenities of our local parks and sports grounds


Budget 2015-2016

2016-2017

2017-2018

Ongoing

Develop and implement park improvement plans

• Rutter Park Improvement Concept Plan.

• Playground Replacement Program.

Capital

Strategy 2.3 Improve the amenities of our bushland and coastal reserves


Budget 2015-2016

2016-2017

2017-2018

Ongoing

Develop our Open Space Management plans

Operating

Support the City Beach BioLink Project

Operating

Implement Beach Shower Facilities

• Beach Shower Facilities program Capital


Goal 3: An active, safe and inclusive community

Our community is healthy, active and engaged in a range of recreational, leisure and cultural pursuits, within a safe and secure environment.

Strategy 3.1 Create and improve the places where community groups can interact


Budget 2015-2016

2016-2017

2017-2018

Ongoing

Develop plans for our aging club facilities. This includes the Wembley Sports park pavilion, Lake Monger Recreation Club and Leederville Recreation Club

• Wembley Sports Park Master Plan, design and construct

• City Beach Surf Club Concept Plan, design and construct

Capital

Upgrade sporting facilities at the Alderbury Reserve Change Room building and investigate the establishment of a Men's Shed

• Alderbury Reserve Change Room Concept Plan 2013

Capital

Adopt and implement a Master Plan for the Quarry Amphitheatre

• Quarry Amphitheatre Draft Concept Master Plan 2013

Operating /Capital

Strategy 3.2 Deliver programs supporting local clubs and community groups’ capacity to run their community activities


Budget 2015-2016

2016-2017

2017-2018

Ongoing

Monitor the strength of our community groups and target our programs accordingly

• Club Development Program Operating

Continue with the Volunteers Support Program

• Volunteers Policy Operating


Strategy 3.3 Encourage activity that meets the needs of people of all ages, cultures and abilities


Budget 2015-2016

2016-2017

2017-2018

Ongoing

Implement the Disability Access and Inclusion Plan

• Disability Access and Inclusion Plan 2012-2015

Operating / Capital

Undertake the Bold Park Aquatic Centre refurbishment

• Asset Management Plan; Bold Park Aquatic Redevelopment Concept, Design and Construct

Capital

Provide connected paths and trails for pedestrians and cyclists

• Bike Plan 2009-2014 Capital

Develop concept plans for skate parks at Lake Monger and City Beach and implement construction plans at Perry Lakes

• Lake Monger Recreation Activity Plan; Perry Lakes Management Plan; Perry Lakes Skate Park Concept, Design and Construct

Operating/ Capital

Develop and Implement Youth Service Strategy Plan

• Youth Service Strategy 2014-2017

Strategy 3.4 Create and maintain safe environments


Budget 2015-2016

2016-2017

2017-2018

Ongoing

Implement the Community Safety and Crime Prevention Plan

• Crime deterrent programs (graffiti removal, Beat initiatives); Community Safety and Crime Prevention Plan 2014-2016

Operating

Implement the Public Health Plan

Operating

Plan for recovery operations in the event of a local emergency

• Service Area Recovery Plans Operating

Monitor, inform and educate the community on community safety and compliance issues

• Rangers Public Education Program

• Compliance Public Education Program

• Swimming Pool Program

• Beach Services Program

Operating


Our services and activities which support Our Community LifeFacilities

• Cambridge Library

• Wembley Community Centre

• Quarry Amphitheatre

• Wembley Golf Course (including driving range, Golf Shop and hospitality)

• Bold Park Aquatic Centre

• The Boulevard Centre

• No. 86 Youth Centre

• Bowling/croquet facilities (4)

• AFL/Cricket/Hockey/Netball Pavillions and courts (5)

• Surf clubrooms (2)

• Tennis clubrooms and courts (4)

• Sports grounds (9)

• Skate park

• Parks (71)

• Playgrounds (47)

• Restaurant/Café/Kiosk (3)

• Ocean groynes

• Swimming and dog beaches

Services

• Community planning (including infrastructure planning)

• Seniors services (including Home and Community Care)

• Disability, Access and Inclusion Planning

• Venue hire for events and functions, etc

• Local Studies

• Club Development

• Beach Lifeguard Service

• Teaching (Swimming and Golf)

• Health Regulatory Services (including food safety)

• Emergency Management Planning

• Ranger Services

• Management and maintenance of sports grounds, parklands, lakes, coastal reserves, beaches and public open space

• Property Management and Leasing

• Project Management

• Beach and groyne activity Services

• Youth Services

• Library Services

Programs

• Community Festivals and events

• Community funding

• Arts and culture (including annual Arts Award)

• Community and Child Safety

• Volunteers

• Graffiti Removal

• Community well-being

• Early Years Development

• Personal Development

• Playground Inspection Program

• Turf Management Program

• Swimming and dog beaches Maintenance Program

• Beach shower facilities Implementation Program

• Ocean Groynes Management Program

10 Town of Cambridge – Community Strategic Plan 2013-2023

Priority Area Two: Our Planned Neighbourhoods Our residents enjoy their locale for its character - from the eclectic, inner city feel of West Leederville and Wembley to the wide, open, green spaces of Floreat and City Beach. The Plan aims to ensure the character of our neighbourhoods is not diminished and aims to keep our suburbs ‘green and pleasant’.

Goal 4: Neighbourhoods that are well planned, attractive, respectful of the character and responsive to future needs

Our planning facilitates a range of housing types for different life stages and creates pleasant streetscapes.

Strategy: 4.1 Create opportunities for housing options to suit community needs


Budget 2015-2016

2016-2017

2017-2018

Ongoing

Promote a range of housing types in existing suburbs

• Housing Strategy

• Housing Options Study

• West Leederville Activity Centre Plan

• Area G Structure Plan

• Nursery Site Structure Plan

Operating

Enable mixed use, high density housing in areas close to train stations, shops and businesses

Operating

Plan for more dwellings in appropriate locations. This includes the former Nursery site in Wembley and vacant urban zoned land in Mt Claremont

Operating


Strategy: 4.2 Guide new development which is in harmony with the surrounding areas and retains a sense of place


Budget 2015-2016

2016-2017

2017-2018

Ongoing

Revise the Town Planning Scheme to align to land use strategies of the Town

• Housing Strategy

• Housing Options Study


• Area G Structure Plan

• Nursery Site Structure Plan

Capital

Strategy: 4.3 Make our neighbourhoods green and pleasant


Budget 2015-2016

2016-2017

2017-2018

Ongoing

Increase the visual appeal of our street landscapes and verges

• Cambridge High Street Plan

• Streetscape Plan

Operating /Capital

Increase the overall tree canopy in our streets

• Treescape Plan

• Management of Street Tree Policy

• Tree Planting Programs

Operating

Pursue underground power in the remaining areas of the Town in partnership with state government

Capital


Goal 5: Successful commercial, retail and social hubs

We visualise lively and active precincts, which attract people to work, shop and socialise.

Strategy 5.1 Facilitate commercial development within the Town


Budget 2015-2016

2016-2017

2017-2018

Ongoing

Develop a commercial centres strategy

• Activity Centres Policy Operating

Promote economic development opportunities in the Town

• Leederville Link Development Concepts

New Operating

Develop a public parking strategy

• Planning Policy

• Public Parking Strategy

Operating

Assemble land to facilitate development where opportunities arise


• Former Nursery Site Outline Development Plan

Capital

Strategy 5.2 Ensure high standard of public infrastructure in our main precincts across the Town


Budget 2015-2016

2016-2017

2017-2018

Ongoing

Develop a street furniture and amenities design manual to guide the appearance of our main precincts and reflect the character of the area

Operating


Goal 6: Efficient transport networks

We work with government to facilitate better use of public transport and provide alternatives to using cars.

Strategy 6.1 Work towards improving public transport


Budget 2015-2016

2016-2017

2017-2018

Ongoing

Develop an integrated transport plan in response to population growth

• Bicycle Network Plan

• Travel Smart Work Plan

Operating

Implement initiatives to motivate people to use public transport

• Work Place Travel Plan Operating

Strategy 6.2 Reduce car dependency


Budget 2015-2016

2016-2017

2017-2018

Ongoing

Encourage people to use alternatives to cars by providing and improving safe bicycle and pedestrian links and facilities

• Local Travel Smart Plan Guide

• Bicycle Plan

Operating


Assets

• Roads and traffic control devices

• Paths

• Drainage

• Street trees

• Street furniture

• Verges

• Park Trees

• Strategic land holdings

Services

• Strategic land use planning (housing, commercial centres, transport and public open space)

• Development liaison and advice

• Heritage information and advice

• Building development assessment and approval

• Economic development activities

• Residential parking permits

• Signage control

• Verge landscaping

• Asset Management

• Street lighting

• Street and Park Trees Management

Programs

• Community Safety and Crime Prevention Program

• Road, footpath and drainage maintenance

• Shared Path Program

• Street Tree Pruning and Planting Program

• Park Tree Planting Program

• Swimming Pool Inspection Program

• Travel Smart Program

Our services and activities which support Our Planned Neighbourhoods


Priority Area Three: Our Natural Environment The community prioritised water conservation and biodiversity as the most important environmental issues. However, the underlying message was to continue to focus on all areas of environmental sustainability and provide opportunities for the community to participate through education and incentives. For this reason, the Plan aims for proactive environmental leadership which will see the Town taking action to improve its energy and water efficiency, reducing waste and looking after its native plants and animals. It also aims to educate and inform the local community on how to increase their participation in environmentally responsible behaviours.

Goal 7: Council is environmentally responsible and leads by example

We continue to strive for smart solutions to improve our energy and water efficiency, reduce waste and care for our flora and fauna.

Strategy 7.1 Care for and conserve our flora and fauna


Budget 2015-2016

2016-2017

2017-2018

Ongoing

Continue to implement the Biodiversity Action Plan and Coastal Natural Areas Management Plan

• Biodiversity Action Plan

• Coastal Natural Areas Management Plan

Operating

Develop a rehabilitation plan and rehabilitate the lakes at Perry Lakes

• Perry Lakes Reserve Environmental Management Plan 2001

Capital


Strategy 7.2 Optimise our use of ground water and improve the efficiency of our clean water consumption


Budget 2015-2016

2016-2017

2017-2018

Ongoing

Continue to implement the Water Conservation Plan

• Waterwise Council Program

• Water Conservation Plan 2007-2008

Operating / Capital

Reduce water consumption throughout all of the Town's buildings and implement a Water Management Plan

• Water Management Plan Capital

Strategy 7.3 Improve our energy efficiency


Budget 2015-2016

2016-2017

2017-2018

Ongoing

Implement an energy efficiency program, including replacing aging and inefficient building plant and equipment

• Energy Efficiency Program Operating / Capital

Strategy 7.4 Minimise waste to landfill and increase recycling


Budget 2015-2016

2016-2017

2017-2018

Ongoing

Continue with the Town's Waste Minimisation Program

• Strategic Waste Management Plan

• Waste Education Program

Operating / Capital

Establish a storage area to hold the Town's recyclable material for road construction

• Strategic Waste Management Plan Capital

Strategy 7.5 Prepare for the effects of climate change


Budget 2015-2016

2016-2017

2017-2018

Ongoing

Complete the climate change Adaptation Action Plan to guide the Town’s response

• WESROC Regional Climate Change and Adoption Plan

Operating


Strategy 7.6 Promote our environmental achievements


Budget 2015-2016

2016-2017

2017-2018

Ongoing

Communicate our sustainability activities and performance to the community

• Communication Strategy

• Travel Smart Awards Program

Operating


Goal 8: A community that embraces environmentally responsible practices

We aim to increase community awareness of local and global environmental issues and encourage lifestyle changes.

Strategy 8.1 Encourage the community to self manage minimising energy consumption, water use and waste


Budget 2015-2016

2016-2017

2017-2018

Ongoing

Effective use of the Town’s resources to educate the community on the environment and promote behaviour change

• Waste Education Program

• Living Smart Program

• Switch Your Thinking Program

• School Education Program

• Sustainable Spring and Autumn Programs

Operating


Our services and activities which support Our Natural Environment

Assets

• Natural Areas and Coastal Reserves

• Lake Monger and Perry Lakes Reserves

• Waste Recovery Facility (Mindarie, joint owner)

• Waste bins

• Wembley Golf Course Environmental Management System

Services

• Waste collection, recycling and disposal

• Sustainable Living Guide

• Biodiversity Management and Planting

• Community plantings

• Water Quality Management (lakes)

Programs

• Towards Carbon Neutral

• Living Smart/Switch your Thinking

• Climate Change Adaptation

• Sustainable Living Guide

• Waste Education Program (including Schools)

• Arbor Day

• Water Conservation Plan and Action Implementation Program

• Wembley Golf Course Environmental Management Program

• Lake Monger Management Plan Implementation Program

• Perry Lakes Environmental Management Plan Implementation Program

• Biodiversity Action Plan Implementation Program

• Ecozone Implementation Program

• Coastal Natural Areas Management Plan Implementation Program.


Priority Area Four: Our Council From a governance perspective, the community sought two deliverables. The first is to ensure they are regularly involved and consulted in the significant decisions of the local government, particularly where it affects their local area. Secondly, they want to see the Council as efficient and not overly bureaucratic. Both these objectives are contained within the Plan.

Goal 9: Transparent, accountable governance

Our governance systems ensure decision making is accountable, participative and ethical.

Strategy 9.1 Implement initiatives that strengthen governance skills and knowledge


Budget 2015-2016

2016-2017

2017-2018

Ongoing

Provide professional development opportunities for elected members and develop a knowledge base to support their roles and responsibilities

• WALGA endorsed training for Elected Members

Operating

Implement a corporate professional development program

• Workforce Plan Operating

Strategy 9.2 Keep the community informed and consult on local matters that affect them


Budget 2015-2016

2016-2017

2017-2018

Ongoing

Revise the Communication Strategy and adapt to current trends and technologies

• Communication Strategy Operating

Deliver an ongoing program of Community Engagement

• Community Consultation Policy Operating


Goal 10: The Town is a proactive local government that gets things done

In the future, new assets and services are provided which add to the community’s quality of life.

Strategy 10.1 Ensure appropriate resources are allocated to our strategies and projects


Budget 2015-2016

2016-2017

2017-2018

Ongoing

Develop a program to deliver the Town’s major strategies and projects

• Major Projects Plan

• Corporate Business Plan

• Financial Plan

Operating

Develop a land and property strategy for the Town’s landholdings

• Financial Plan Operating

Goal 11: A strong performing local government

The Town will continue to be responsive to community needs and manage its people, finances and assets in a sustainable and responsible manner.

Strategy 11.1 Invest our wealth wisely so that current and future generations benefit


Budget 2015-2016

2016-2017

2017-2018

Ongoing

Incorporate wealth management strategy in the Town's long term Strategic Financial Plan

• Wealth Management Strategy

• Financial Plan

Operating

Invest in the Wembley Golf Course

• Hospitality Development

• Miniature golf course

• Hospitality and Miniature Golf Construction Plan

Capital

Develop a business plan for the Golf Course

• Financial Plan New Operating


Strategy 11.2 Align our human resources to the priorities of the Town and attract, develop and retain highly skilled and committed staff


Budget 2015-2016

2016-2017

2017-2018

Ongoing

Review and implement the Town’s Workforce Plan

• Workforce Plan Operating

Strategy 11.3 Build capacity to maintain assets to an acceptable standard


Budget 2015-2016

2016-2017

2017-2018

Ongoing

Improve our asset systems and processes through the Asset Management Plan

• Asset Management Plan 2013-2018

Operating

Ongoing Maintenance of Town’s Infrastructure

• Five Year Program; Road resurfacing, road improvement, drainage, footpath works, laneway upgrade

Operating

Increase the amount of rate funding directed towards asset renewal

• Financial Plan Operating

Strategy 11.4 Develop and embed a systems based approach to risk


Budget 2015-2016

2016-2017

2017-2018

Ongoing

Implement a risk management framework and associated systems to support business continuity

• Risk Management Framework

• Business Continuity Plan

• Information Technology Disaster Recovery Plan

Operating /Capital

Strategy 11.5 Continuously strive to improve services delivered to the community


Budget 2015-2016

2016-2017

2017-2018

Ongoing

Undertake a systematic business process review to improve business efficiency

• Business Excellence Framework Operating



Budget 2015-2016

2016-2017

2017-2018

Ongoing

Implement an Information, Communication and Technology Plan that enables the Town to adopt new technologies and business solutions

• Information, Communication and Technology Strategic Plan

Operating /Capital

Maintain a high level of customer service

• Customer Service Framework

• Customer Service Charter

Operating

Improve the integration of our strategic business planning

• Strategic Community Plan

• Corporate Business Plan

• Service Area Management Plan

• Workforce Plan

• Financial Plan

• Information, Communications and Technology Strategic Plan

Operating

Strategy 11.6 Actively pursue local government reform in the best interest of our community


Budget 2015-2016

2016-2017

2017-2018

Ongoing

Submit a boundary change proposal that reflects communalities of interest in our area

Operating

Strategy 11.5 Continuously strive to improve services delivered to the community (continued)


Our services and activities which support Our Council

Assets

• Administration and Civic Building

• Information, Communications and Technology systems including the website

• Land and Property Holdings

Services

• Governance advice and support

• Information Services (including Customer Service and website)

• Community Consultation and Engagement

• Financial Management

• Asset Management

• Workforce Management

• Property Management

• Rates, fees and charges imposition

• Local Law Policy reviews

Programs

• Elected member Induction

• Internal and External Audit/Compliance Audit

• Risk Management

• Strategic Planning

• Integrated Planning

• Business Excellence


Significant ProjectsThe projects listed below showcase the major projects being undertaken by the Town which may have a significant interest to the community. This list does not represent all of the Town’s projects for the life of the Corporate Business Plan. It simply showcases projects of interest over the five year period.

Major Projects and Strategies 2014/15 2015/16 2016/17 2017/18 Ongoing

Area G Residential Lot Structure Plan

Bold Park Aquatic Centre Redevelopment

Cambridge High Street Plan

City Beach Surf Club and Commercial Development Constuction Plan

Community Safety and Crime Prevention Plan

Develop a Public Parking Strategy

Develop and Implement a Commercial Centre Strategy

Develop and Implement a Housing Strategy

Develop and Implement a Local Transport Strategy

Develop and Implement Lake Monger Recreation Activity Plan

Develop and Implement Local Climate Change Adaptation Plan

Develop and Implement Streetscape Plan

Development of a Perimeter Safety Plan - Wembley Golf Course

Former Nursery Site Residential Structure Plan

Local Community Events Plan

Local Studies Collection and Oral History Program

Perry Lakes Skate Park Concept Plan

Public Parking Strategy

Quarry Amphitheatre Concept Master Plan

Review the Town Planning Scheme

Strategic Waste Minimisation Plan

Treescape Plan

Pursue underground power in the remaining areas of the Town in partnership with state government

Wembley Golf Course Hospitality and Miniature Golf Development

Wembley Sports Park Master Plan 2013

West Leederville Activity Centre Plan


Informing StrategiesThe Corporate Business planning process links together the key strategies, projects and actions of the Asset Management Plan; Information, Communications and Technology Plan; the Workforce Plan; and the Financial Plan. The integration helps determine the priorities for each year and allocates the resources, both human and financial, to the associated actions. The informing plans themselves contain further information with respect to actions and tasks, service levels, costs and performance indicators.

The following sections capture the actions and tasks of the informing strategies.

Strategic Asset Management PlanThe Strategic Asset Management Plan 2013-2018 is the overarching document which guides the Town’s asset management process, including ancillary enabling documents such as the Asset Management Policy, individual asset improvement plans and individual asset service delivery plans.

Asset Management Plan

Asset Plan Strategies:

Roads and Laneways Infrastructure

Review outcomes of 4th year review of Strategic Community Plan to ascertain any impacts on road asset plans.

Develop ‘fair value’ concept for road assets in conjunction with the Town’s Financial Plan.

Review Road Condition Monitoring System and capital plans linked to this system.

Consolidate, if possible, road condition monitoring and asset management into the AssetFinda system.

Undertake road condition survey and updated 25 year road and kerb program.

Update GIS System with road condition.

Update AssetFinda for new roads from Perry Lakes Subdivision and update the AssetFinda system for lanes.


Buildings Review outcomes of 4th year review of Strategic Community Plan to ascertain any impacts on building asset plans.

Undertake a review of the first 5 years implementation of the Community Leasing Policy to ascertain sufficient funding and assumed intervention frequency for sub systems is fit for needs. Review process for building condition assessments and implement necessary improvements.

Identify changing needs for disability access for community buildings and recommend changes to Building Renewal Program.

Revalue all buildings using ‘Fair Value’ accounting techniques from market valuation based evidence.

Review the existing level of ecological sustainable design initiatives within the Town’s portfolio. Assess how initiatives can be incorporated into both existing buildings and new building projects.

Ensure the following maintenance plans are integrated within the AssetFinda system:

• Reactive maintenance

• Planned maintenance

• Cyclic maintenance

Review information flow requirements from financial systems to asset management systems for:

• Asset renewals and acquisitions

• Recording new assets in the asset register

• Recognising new assets in the financial system

• Recording planned maintenance work activities

• Recording reactive maintenance work activity

• Transferring information from the technical asset register(s) to the financial asset register, where relevant

• Implement flowcharts and process improvements

Review the CT Management Maintenance and Renewal Schedule Report together with ‘Whole of Life’ costs associated with new buildings. Develop a revised 10 year asset management programme and review these costs in comparison to current budget allocation.

Review ageing Depot/Shed assets which attract a condition rating above a fair index and the necessity of the facilities which no longer serve the public.


Parks Develop a Park Activity Plan specifically for Perry Lakes Reserve, incorporating Alderbury Reserve.

Update the City Beach Master Plan 2004 to City Beach Activity Plan as a result of the planned improvements to City Beach hospitality.

Develop a Park Activity Plan for Lake Monger including the needs for a hospitality facility and Lake Monger Recreation Club.

Implement the Ecozone Implementation Program.

Paths Replace remaining 16km of slab paths with concrete.

Expand shared path network in accordance with Bicycle Plan.

Enhance commercial areas with brickpaving.

Drainage Create drainage system information within GIS.

CCTV inspection completed for drainage system.

Revise and finalise program for drainage replacements.

Finalise location and condition audit of all drainage pits and update the AssetFinda system.

Plant and Equipment Review condition of vehicles older than four years old.

Assess the retention periods of assets within plant and equipment group and review against typical design life.


Asset Systems and Processes.

Review Asset Management Policy and seek Council endorsement.

Implement Asset Condition Monitoring within the AssetFinda system.

Develop and implement process improvement plans for asset management programs for the following Town facilities – Wembley Golf Course, Bold Park Aquatic Centre, The Boulevard Centre and Cambridge Library.

Develop and implement process improvement plans for asset management programs for the following Town facilities – Quarry Amphitheatre, Wembley Community Centre, No 86 Youth Centre and Leederville Town Hall.

Undertake annual review of the Asset Management Plan.

Fully review the developed 10 year asset renewal program to ensure consistency with both the Financial and Workforce Plans.

Development and implement routine maintenance schedules and processes for assets maintained in the AssetFinda system.

Develop and implement interface between Customer Service corrective action/faults requests and works order systems for maintenance staff.

Develop and implement hand held device interfaces to the AssetFinda system for field staff to efficiently log works on assets.

Improve the capital works budgeting process to identify the proportion of new works that fall into renewal, upgrade and new asset works.

Finalise the production of optimised capital works forecasts for asset renewal.


Workforce PlanThe Workforce Plan has three broad priority areas – Skills and Talent; Organising to Deliver; and Organisational Performance. The Plan examines market place influences, key indicators, structure, employee costs and the number of full time equivalent employees.

Workforce Plan Workforce Plan Strategies:

Securing key personnel

Develop strategic alliances (universities, Central Tafe, business networks, etc).

Target local talent, semi-retired, part time professionals and students.

Review remuneration and benefits of key specialist and business critical positions to ensure market competitiveness.

Develop a ‘brand’ for the Cambridge workplace that represents the attractive “points-of-difference” over other employers.

Continuously improve our recruitment process.

Foster workplace flexibility.

Nurturing skills and talent

Develop and facilitate a leadership and governance program for the professional development of elected members and management team.

Conduct annual Training skills analysis to identify skills gaps and identify “best fit” skills.

Map and articulate career paths. Deliver innovative training programs to foster succession.

Develop and foster partnerships with training providers.

Develop critical management skills – embracing:

• Strategic thinking

• Project management

• Leadership capability

• Technological understanding.

Aligned structure with corporate goals

Undertake a biannual review of structure and positions following the Corporate Business Plan review, to ensure alignment of positions to strategic and service delivery objectives.

Empowered work teams

Formalise and resource dynamic work teams that operate across the organisation.

• Identify work teams

• Develop terms of reference, objectives and team structures

Introduce ‘cross pollination’ of divisional skills and job sharing.


Business Continuity Undertake contingency plan for critical positions and “difficult to recruit roles” to develop mitigation strategies.

Develop succession plans.

Develop collaborative partnerships between neighbouring councils.

Aligned Culture Conduct an evaluation of the workplace culture and develop a change management program to embed constructive behaviours that enhance performance.

Address any workplace norms that do not align to the desired culture.

Maintain and enhance well-being programs to reflect a supportive and nurturing working environment.

Rewards Formalise a reward system to motivate, recognise and celebrate the achievement of the organisation’s strategic objectives.

Measurement Improve the data set used to measure employee performance.


Information, Communications and Technology Plan (ICT Plan)The Information, Communications and Technology Plan (ICT Plan) has been developed aligned with the tenets of the Department of Local Government Integrated Planning and Reporting ICT Strategic Framework baseline standard. The key objectives of the ICT Plan are to document the current business and ICT issues impacting Information Technology advancement at the Town; document the vision, principles and strategic themes which guide the Information Technology (IT) service area at the Town; and develop a road map of key projects and actions to be undertaken within the next five years.


Strategies:

Review the Communication Strategy and adapt to current trends and technologies

Improve communication to the community via ongoing review and development of the Town’s main website.

Utilise social media to target specific demographics.

Move towards electronic communications as the main form of corresponding with the Community’s including personalisation.

Provide an ongoing program of community engagement

Engage with the community via development of the Town’s website to include information and functionality to facilitate community dialogue on specific issues.

Develop a program to deliver the Towns major strategies and projects

Establish a formal and consistent project management methodology for all major projects across the Town; this should include a project approval process and project status reporting format.

Implement a new Human Resources system with self service capability.

Implement a Risk Management Framework and associated systems to support business continuity

Assist every business area to develop an individual Business Continuity Plan to improve the Town’s preparedness in the event of a business disruption.

Regularly review and update the Town’s IT DRP (Information Technology Disaster Recovery Plan) to ensure that the core ICT systems can be recovered at the Town’s recovery centre in a timely and accurate manner, in the event of a disaster.

Integrate and regularly test the business areas’ individual business continuity plans and support systems with the IT DRP.

Undertake a systematic business process review to improve business efficiency

Employ business analysts to work with the business areas to review current business processes and recommend actions to remove, replace or streamline all processes aligned with current and future Information Technology systems.



Strategies:

Implement an Information, Communications and Technology plan that enables the Town to adopt new technologies and business solutions

Document, budget, plan, resource and implement the key ICT technical infrastructure projects and initiatives to be undertaken over the next five years aligned with the known strategic business direction of the Town.

Maintain a high level of customer service

Implement a Customer Service Framework linked to the Town’s Customer Charter. Utilise the Town’s Intranet as a delivery medium.

Implement a CRM (Customer Relationship System) that is utilised by all staff, is measurable and integrated with core business systems.

Establish a Knowledge Management Framework to improve customer service by providing informed consistent information to the community.

Improve the integration of our strategic and business planning

Establish Interplan as the primary repository of Integrated Planning information.

Develop the Town’s main website to include specific Integrated Planning and Reporting Framework planning cycle deliverables (e.g. Strategic Community Plan, Corporate Business Plan, Annual plan and budgets) together with performance indicators and current status demonstrating achievements.


Financial PlanThe Financial Plan is segregated into a long term 10 year plan and a more detailed five year plan. It incorporates the major projects that the council intends to activate over the period of the plan and identifies the sources of funds for those projects. The Town’s asset programs are also incorporated, allowing scenarios to be generated on the effect on the ‘bottom line’ resulting from the asset strategies. Service projects are made, reflecting the actions of the Corporate Business Plan and changes/growth in service levels and capacity.

Financial Plan Financial Plan Strategies:

Wealth Management Balance the application of the Town’s wealth in income producing assets and community assets, ensuring the Town’s net operating position and equity do not diminish.

Implement a Wealth Management Policy that sets aside investment earnings for part reinvestment and part transfer to cash reserves for utilisation. This ensures intergenerational equity of wealth distribution.

Alternative Revenue Sources

Invest in the Wembley Golf Course to increase the dividend returned to the Town.

Investigate the provision of public car parks as a business case.

Maximise the return for the Town’s commercial property portfolio.

Asset Management Ensure that the application of rates funding to asset maintenance and renewal is at least equal to the asset depreciation, based on replacement value.

Increase the amount of rates allocated to asset maintenance and renewal.

Prioritise the allocation of rates funds to capital works in the following order:

• Maintain

• Upgrade

• Renew/New

Rates Growth Normalise rate increase between 5% - 6% and utilise rate growth from additional residential and commercial development to contribute to expanded or new services and facilities.

Borrowings Utilise borrowing to funds income procuring or capital growth assets only.


Indicators Utilise the following measures to indicate the prudent management of the Town’s Financial resources:

• Current > 1.0

• Untied Cash to Unpaid Trade Creditors > 1.0

• Debt and Debt Service < 0.1

• Gross Debt to Revenue < 0.6

• Gross Debt to Economically Realisable Assets < 0.3

• Rate Coverage > 0.4

• Outstanding Rates < 0.05

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Administration/Civic Centre 1 Bold Park Drive, Floreat WA 6014Monday to Friday 8.00am to 5.00pm

PO Box 15 FLOREAT 6014 T: 08 9347 6000 F: 08 9347 6060

[email protected] www.cambridge.wa.gov.au

CORPORATE BUSINESS PLAN 2014|2018 · 2017-03-16 · 2. Town of Cambridge – Corporate Business...

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