Corporate Business Plan - City of Armadale · Actions 2017/18 2018/19 2019/20 2020/21 2021/22...

Corporate Business

Plan

2017/18 – 2021/22

2

Table of Contents

Message from the CEO 4

Introduction 5

How to Use this Corporate Business Plan 6

Key Actions 7

Future Directions, Outcomes, Strategies and Actions

- Community 8-11

- Environment 12-15

- Economy 16-19

- Leadership 20-23

Key Projects 24

1. Indoor Aquatic Centre 26

2. Armadale District Hall Upgrade 27

3. Piara Waters (South East) Community and Sporting Facility 28

4. Seville Grove Library/Champion Centre Upgrade 29

5. Wungong District Playing Fields – Stage 1 Cell A 30

6. Cross Park – Sports Pavilion 31

7. Creyk Park Pavilion Upgrade 32

8. Hilbert (South West) Sports Ground - Wungong Urban Cell J 33

9. Harrisdale (North) Community and Sporting Facility 34

10. Hilbert (West) Community Facility – Wungong Urban Cell K 35

11. Haynes District Sports Ground - Wungong Urban Cell D 36

12. Hilbert District Community Centre – Wungong Urban Cell F 37

13. Hilbert (East) Sports Ground – Wungong Urban Cell G 38

14. Forrestdale Hub – Sporting Facilities Upgrades 39

15. Hilbert (East) Community Facility – Wungong Urban Cell G 40

16. Haynes Community Centre - Wungong Urban Cell C 41

3

17. Hilbert (South East) Sports Ground - Wungong Urban Cell H 42

18. Forrestdale Hall 43

19. Hilbert District Sports Ground - Wungong Urban Cell K 44

20. Gwynne Park Upgrades – Phase 1 45

21. John Dunn Reserve – Community Building 46

22. John Dunn Reserve – BMX 47

Key Strategies

1. Workforce Planning 48

2. Asset Management Planning 49

3. Civic Precinct (Reserve Provisioning) 50

4. Specified Area Additional Services – Wungong 51

5. Harrisdale Library Service 52

6. Hilbert Library Service 53

Long Term Financial Plan 55

Appendix A – Outcomes and Strategies from the Strategic Community Plan 57

4

Message from the CEO

(Message from the CEO

To be inserted)

5

Introduction

The City of Armadale Corporate Business Plan outlines the City’s key actions over the next five

years. The Plan is informed by the Strategic Community Plan 2016 - 2031 and aims to integrate

the community’s aspirations into the City’s operations.

The Plan sets out those actions that will deliver on the outcomes and strategies outlined in the

Strategic Community Plan. The City’s Strategic Plan and Corporate Business Plan are linked and

integrated as shown in the following diagram.

6

How to Use this Corporate Business Plan

The plan follows the same “future directions” structure as provided for in the Strategic Community

Plan, which are:

• Community - The range and quality of services offered within the area plays a key role in

making Armadale a preferred place to live by fostering community pride, safety and healthy

lifestyles.

• Environment - The level of care afforded to our natural environment and the way land and

physical infrastructure is planned provided and maintained.

• Economy - A strong economy that improves employment opportunities and also provides

regional services, facilities and infrastructure.

• Leadership - Effective leadership and professional governance, together with efficient

administration of Council resources.

Outcomes and Strategies

Each Future Direction has a number of outcomes and related strategies.

The outcomes are statements that describe what the community wants to achieve, and the

strategies are the measures to achieve these outcomes.

The outcomes and strategies for each Future Direction taken from the Strategic Community Plan,

are provided at the back of this document.

7

Key Actions

To realise the outcomes and strategies, the City has identified a series of Key Actions to be taken

over the next five years.

These Key Actions combine with the City’s diverse and numerous enabling services and

programs which are critical and fundamental to the City’s future growth and sustainability.

Approximately $45m per annum is allocated from general municipal fund revenues (e.g. rates,

general purpose grants, interest on investments, etc.) to fund the City’s enabling services and

programs for example:

• Maintenance and improvement of over 742kms of road network

• Maintenance and improvement of over 1,862 hectares of parks and reserves

• Maintenance and improvement of over 150 public buildings

• Library services provision at 3 locations

• Building, health and planning services

• Cultural and community events

• Ranger and emergency services

• Recreation and leisure services

• Corporate governance and financial management services.

The link between future directions, outcomes, strategies and actions is shown as follows:

The following pages provide for each Future Direction

• A brief overview the relevant enabling services and programs;

• The Key Actions to be taken and when, over the next five years, and

• The funding to deliver both the enabling services and Key Actions.

8

Future Direction – Community

The enabling services and programs in this area include:

Community Development

Delivering the City’s Cultural and Events program, Place activation, support and capacity building

in the areas of Volunteers, Children and Families, Seniors, Access and Inclusion, Youth, &

Indigenous Development,

Community Services

Administration of the Executive Director of Community Services' Office, including specialist

projects relating to the Community Services Directorate.

Community Planning

Planning for community facilities and services including sourcing external grants and developing

partnerships to deliver facilities and services.

Public Health and Wellbeing

Inspections, operations and programs to assist in maintaining and improving the general health of

community, including supporting opportunities for residents to lead healthy and active lifestyles, the

inspection and licensing of food premises and conducting environmental health risk assessments.

Recreation Services

Administration and operation of community use buildings, sporting reserves, Aquatic Centre,

Recreation Centre and programs aimed at increasing participation in healthy recreational activity.

Libraries and Heritage

Administration and operation of local libraries, museums and historical facilities.

Rangers and Emergency

Administration and operation of fire prevention services, animal control, voluntary emergency

service groups, the control of off-road vehicles, enforcement of local laws and vehicle

impoundment.

The above enabling services and programs together with the following Key Actions will collectively,

over the next five years, contribute to the attainment of the following Community outcomes and

strategies.

9

Future

DirectionCommunity

Outcome

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

1.1.1.1 Implement a Community Development Strategy � � � � �

1.1.1.2 Facilitate networks within the community � � � � �

1.1.1.3Facilitate volunteering opportunities for the benefit of individuals,

community organisations, services and activities� � � � �

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

1.1.2.1Implement capacity building activities in local community,

sporting and recreation groups� � � � �

1.1.2.2 Facilitate bushfire awareness and emergency preparedness � � � � �

1.1.2.3 Contribute financial and in-kind support to local initiatives � � � � �

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

1.1.3.1Investigate new opportunities to collect and share the stories of

Armadale’s history� � � � �

1.1.3.2 Facilitate partnerships with the Aboriginal community � � � � �

1.1.3.3 Facilitate opportunities to showcase local culture � � � � �

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

1.1.4.1 Implement the Events Strategy � � � � �

1.1.4.2 Implement the Public Art Strategy � � � � �

Outcome

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

1.2.1.1Facilitate partnerships between groups and agencies that work

with Youth� � � � �

1.2.1.2 Implement the City of Armadale Access and Inclusion Plan � � � � �

1.2.1.3 Investigate and implement an Age-Friendly Community Strategy � � � �

1.2.1.4 Facilitate delivery of children and family programs � � � � �

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

1.2.2.1Facilitate integrated approaches to environmental and

preventative health� � � � �

1.2.2.2 Implement effective management of risk to health matters � � � � �

1.2.2.3 Investigate and implement a Recreation Services Strategy � � � � �

Strategy 1.1.4 Foster local pride

Outcome 1.1 A strong sense of community spiritStrategy 1.1.1 Provide opportunities to connect individuals to each other and the wider community

Strategy 1.1.2 Build interdependent and resilient community groups

Strategy 1.1.3 Value and celebrate our diversity and heritage

Outcome 1.2 Active community life that is safe and healthy

Strategy 1.2.1 Recognise, value and support for everyone

Strategy 1.2.2 Provide opportunities to improve health outcomes for everyone

10

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

1.2.3.1 Facilitate community safety partnerships and projects � � � � �

1.2.3.2 Activate local spaces to improve local safety � � � � �

Outcome

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

1.3.1.1 Deliver the Community Infrastructure Plan � � � � �

1.3.1.2Implement a social planning approach to advocate for funding

and services� � � � �

1.3.1.3 Deliver an all year round indoor aquatic centre � �

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

1.3.2.1 Implement the Museum Interpretation Plan � �

1.3.2.2 Implement Library Strategy � � �

1.3.2.3Deliver initiatives that respond to local law enforcement and

legislative compliance� � � � �

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

1.3.3.1 Contribute to cooperative regional emergency management � � � � �

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

1.3.4.1

Facilitate and deliver promotional initiatives to increase

awareness and participation of community and social services,

activities and facilities

� � � � �

1.3.4.2

Implement marketing and communication initiatives to ensure

the community is informed of the City's projects, activities and

services

� � � � �

Outcome

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

1.4.1.1 Deliver a Community Engagement Strategy � � � � �

1.4.1.2 Investigate online technology to support community engagement � � � � �

1.4.1.3 Implement internal training on community engagement practices � � � � �

Strategy 1.2.3 Encourage initiatives to improve perceptions of safety

Outcome 1.3 The community has the services and facilities it needs

Strategy 1.3.1 Plan for services and facilities in existing and emerging communities

Strategy 1.3.2 Deliver services

Strategy 1.3.3 Advocate and share responsibility for service delivery

Strategy 1.3.4 Promote services and facilities available in the community

Outcome 1.4 The community is engaged and understood

Strategy 1.4.1 Consult the community in diverse ways

11

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

1.4.2.1 Implement regular Community Perceptions Surveys � � �

1.4.2.2Facilitate the collection and sharing of information about the

needs of the City with community and service agencies� � � � �

Strategy 1.4.2 Identify our strengths, challenges and opportunities

Year 1 Year 2 Year 3 Year 4 Year 5

Particulars 2017/18 2018/19 2019/20 2020/21 2021/22

.

Community Development 2,429,030 2,793,590 2,680,510 2,687,600 2,794,820

Community Planning 460,840 448,020 448,310 448,600 448,890

Community Services 665,050 624,430 624,850 625,280 625,710

Health Administration 1,247,830 1,248,240 1,293,650 1,249,060 1,249,980

Recreation Services 1,162,530 1,371,660 1,132,870 1,105,120 1,083,070

Libraries and Heritage 3,180,310 3,173,880 3,179,150 3,179,420 3,179,690

Rangers and Emergency 1,448,210 1,422,880 1,423,450 1,427,620 1,422,780

.

Municipal Funds 10,593,800 11,082,700 10,782,790 10,722,700 10,804,940

12

Future Direction - Environment


Asset Management

Monitoring and recording of Council assets and infrastructure and development of plans for their

maintenance and renewal.

Building

Administration, inspection and operations concerned with application of building standards.

Civil Works

Administration, regulation, maintenance and construction of streets, roads, bridges, pathways,

drainage and associated components, under the City's control.

Environment Planning

Administration, inspection and operation of environmental concerns.

Parks

Maintenance and construction of recreation grounds, parks, gardens, streetscapes, road verges

and roundabouts.

Planning

Administration, inspection and operation of town planning and regional development services and

major planning projects.

Property

Provision and maintenance of Council's built assets such as community facilities, sporting clubs

and pavilions, public halls and toilets, and administration centres.

Support

Maintenance and provision of works depot, machinery, equipment and inventory for works.

Technical Services

Administration of the Executive Director of Technical Services' Office, including specialist projects

relating to the Technical Services Directorate.

Waste

Administration and operation of refuse collection and disposal services, including general,

recyclable and green waste collection, and associated sites.


over the next five years, contribute to the attainment of the following Environment outcomes and

strategies.

13

Future

DirectionEnvironment

Outcome

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

2.1.1.1 Implement the Wungong River Project Management Plan � � � � �

2.1.1.2 Deliver habitat/fauna sanctuary projects in natural areas � � � � �

2.1.1.3 Deliver actions of the Local Biodiversity Strategy � � � � �

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

2.1.2.1

Promote the role the City's natural environment plays in quality

of life.� � � � �

2.1.2.2Implement periodic reviews of the City’s Natural Areas Program,

including vegetation mapping� � � � �

2.1.2.3Manage the preservation of the water quality of local streams,

creeks and rivers potentially affected by development� � � � �

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

2.1.3.1 Implement the Groundwater Resource Position Paper � � � � �

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

2.1.4.1Deliver a businesss case for expansion of flaring infrastructure at

the Hopkinson Road Landfill and Recycling facility�

2.1.4.2Implement the actions of the City’s Corporate Greenhouse

Action Plan 2014/15 to 2019/20� � �

Outcome

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

2.2.1.1Deliver new and upgraded facilities that are multi-purpose where

appropriate� � � � �

2.2.1.2Facilitate the delivery of best locations for community facilities

including co-location� � � � �

2.2.1.3 Implement the Urban Forest Strategy � � � � �

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

2.2.2.1Implement, survey and define a sense of place or character for

each designated area of the City� � � � �

2.2.2.2Facilitate place making activities in localities to reinforce local

identity� � � � �

2.2.2.3Contribute to local character by understanding the history of

places and preserving locally significant sites and items� � � � �

Outcome 2.1 The natural environment is valued and conserved

Strategy 2.1.1 Preserve and improve natural areas

Strategy 2.1.2 Manage the interface between natural areas and the built environment

Strategy 2.1.3 Ensure that developments are sensitive to pre-existing environmental values

Strategy 2.1.4 Minimise the City’s carbon footprint

Outcome 2.2 Attractive and Functional Public Places

Strategy 2.2.1 Deliver attractive and functional streetscapes, open spaces, City buildings and facilities

Strategy 2.2.2 Protect and enhance the character of the City’s spaces and places

14

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

2.2.3.1Implement renewal works to have a greater impact in a

designated area� � � � �

2.2.3.2 Contribute to planning for re-invigoration of suburbs � � � � �

Outcome

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

2.3.1.1Implement a best practice project management approach to the

planning and delivery of infrastructure� � � � �

2.3.1.2Apply the latest technological advancements, and optimal

energy reduction strategies, in design criteria of facilities� � � � �

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

2.3.2.1 Review best practice maintenance activities � � � � �

2.3.2.2Ensure balance is maintained between Levels of Service and

affordability� � � � �

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

2.3.3.1Investigate future demand for infrastructure based on projected

population growth and demand� � � � �

2.3.3.2Deliver Asset Management Plans to address medium to long

term requirements for renewal and maintenance funding� � � � �

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

2.3.4.2Investigate traffic patterns to determine future road capacity

requirements�

2.3.4.3 Advocate for improved public transport services � � � � �

2.3.4.4 Investigate and implement the cycling infrastructure strategy � � � � �

Outcome

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

2.4.1.2 Investigate collection fleet requirements �

Strategy 2.3.2 Ensure maintenance activities address required levels of service

Strategy 2.2.3 Revitalise existing neighbourhoods whilst retaining the character of places

Outcome 2.3 Well Managed Infrastructure

Strategy 2.3.1 Apply best practice design and construction methodologies for the provision of

infrastructure

Strategy 2.3.3 Develop and implement asset management plans to inform long term funding

requirements

Strategy 2.3.4 Develop long term transport network planning

Outcome 2.4 Best Practice Waste Management

Strategy 2.4.1 Apply effective waste collection methodologies

15

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

2.4.2.1 Investigate construction and demolition waste recovery feasibility �

2.4.2.2 Investigate commercial and industrial waste recovery feasibility �

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

2.4.3.1 Implement a Transport Study for the Resource Recovery Facility �

2.4.3.2 Investigate the management of household hazardous waste �

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

2.4.4.1Implement advanced technologies in route planning and

management�

Outcome Outcome 2.5 Quality Development Outcomes

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

2.5.1.1

Implement the Local Planning Strategy recommendations

through amendments to TPS No.4, Structure Plans, Planning

Policies and strategies

� � � � �

2.5.1.2Implement the Developer Contribution Plan arrangements and

review as required� � � � �

2.5.1.3 Deliver key strategic planning projects and strategies � � � � �

2.5.1.4

Improve the City's regulatory environment and streamline

processes in order to facilitate businesss attraction and

investment

� � � � �

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

2.5.2.1 Implement the City's Building Certification services efficiently � � � � �

2.5.2.2 Deliver timely advice and action on building compliance matters � � � � �

Strategy 2.4.2 Maximise recycling opportunities

Strategy 2.4.3 Improve waste disposal practices

Strategy 2.4.4 Apply efficient waste administration

Strategy 2.5.1 Implement and administer the City’s Town Planning Scheme and Local Planning

Strategy to deliver quality development outcomes

Strategy 2.5.2 Implement and administer the Building Act to meet community and building industry needs


Particulars 2017/18 2018/19 2019/20 2020/21 2021/22

.

Asset Management 827,270 930,080 1,005,250 930,420 930,580

Building 863,930 864,460 765,000 665,530 649,070

Civil Works (6,324,570) (6,216,800) (6,130,500) (2,831,300) (2,755,380)

Environment Planning 1,391,110 1,347,530 1,307,660 1,335,780 1,315,900

Parks 8,782,161 8,851,430 9,117,870 9,288,390 9,527,780

Planning 2,455,670 2,651,580 2,462,490 2,473,400 2,449,310

Property 4,383,510 2,954,870 5,382,410 5,651,170 4,747,690

Support 1,992,010 2,087,700 2,087,700 2,087,700 2,087,700

Technical Services 3,506,212 3,569,380 3,569,850 3,570,320 3,570,780

Waste (1,607,950) (1,771,230) (4,636,140) (5,097,630) (4,304,350)

Municipal Funds 16,269,353 15,269,000 14,931,590 18,073,780 18,219,080

16

Future Direction - Economy


Development Services

Administration of the Executive Director of Development Services' Office, including specialist

projects relating to the Development Services Directorate.

Economic Development

Provides a strong linkage between the City and the business community and to manages several

economic development projects and manages the City’s Visitor and Information Centre.

Engineering Design

Engineering analysis and associated design of Council works, generally associated with Civil

Works, Parks and Subdivisions.

Project Management

The administration and coordination of engineering and environmental submissions associated

with new subdivisions.

Public Relations and Communications

Corporate marketing and promotion, including newsletters, media releases, corporate image

development and marketing plans. Informing the community and other stakeholders about the

decisions of Council and the impacts of those decisions.

Project Co-ordination

Administration and application of major planning projects, currently the North Forrestdale

Development Contribution Plan.

Subdivisions

Planning and engineering requirements associated with new subdivisions.

City Projects

Concept, design, funding and delivery of major strategic projects for the City.


over the next five years, contribute to the attainment of the following Economy outcomes and

strategies.

17

Future

DirectionEconomy

Outcome

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

3.1.1.1Deliver key economic information to prospective investors and

key stakeholders� � � � �

3.1.1.2

Implement and maintain a published register of commercial,

industrial and agricultural land for the information of prospective

investors.

� �

3.1.1.3Facilitate the Armadale Regional Economic Development

Advisory Group.� � � � �

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

3.1.2.1Deliver and promote the investment prospectus for the City of

Armadale� � � � �

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

3.1.3.1Facilitate attraction of key industry investment into the City's

District� � � � �

3.1.3.2Facilitate an integrated employment area on designated

industrial land at South Forrestdale – Rowley Road Precinct.� � � � �

3.1.3.3Facilitate the development of business associations within the

region� � � � �

Outcome

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

3.2.1.1Investigate transition to employment initiatives with service

providers and agencies� � � � �

3.2.1.2Implement a program for business training and development for

local micro to medium-sized enterprises� � � � �

3.2.1.3Facilitate a range of business support and advisory

organisations to the wider businesss community� � � � �

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

3.2.2.1Advocate for and facilitate new schools and expansion of

existing schools to meet community needs� � � � �

3.2.2.2Advocate for the continuation of a TAFE campus in the

Armadale District� � � � �

3.2.2.3

Investigate, promote and advocate for the establishment of a

higher education campus (satellite/branch campus) or provision

of University-accredited courses in the Armadale District

� � � � �

Outcome 3.2 Diverse Employment and Education Opportunities

Outcome 3.1 Economic Growth

Strategy 3.1.3 Develop, maintain and foster relationships with local and target industries

Strategy 3.1.2 Investigate public and private capital opportunities in the South East Metropolitan Region

Strategy 3.1.1 Promote Armadale and its potential businesss opportunities to facilitate targeted economic

development

Strategy 3.2.1 Facilitate access to business skills enhancement and development opportunities

Strategy 3.2.2 Facilitate and advocate for provision of a full range of education and training opportunities

18

Outcome

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

3.3.1.1Advocate for improvements to Armadale’s critical transport

infrastructure gaps and emerging priorities� � � � �

3.3.1.2Advocate for grade separation of railway level crossings in

Kelmscott and Armadale� � � � �

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

3.3.2.1 Facilitate a strong working relationship with the MRA to progress

the planning of key areas and timely delivery of infrastructure

� � � � �

3.3.2.2 Facilitate opportunities for transit-oriented development (TOD) � � � � �

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

*3.3.3.1 Implement the City of Armadale Digital Strategy � � � � �

3.3.3.2Advocate for and facilitate rollout of the National Broadband

Network (NBN)� �

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

3.3.4.1Advocate for an integrated Justice Precinct in the Armadale City

Centre.�

3.3.4.2

Facilitate the identification and procurement of sites for the

location or re-location of complimentary State Government

Departments to the Armadale Strategic Metropolitan Centre.� � � � �

3.3.4.3Develop alternative strategies for implementation of the Civic

Precinct Plan� � � � �

Outcome

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

3.4.1.1Deliver Major Event Sponsorship to support events attracting

visitors to the region� � � � �

3.4.1.2Facilitate improvements to the City's reputation as a visitor

destination� � � � �

3.4.1.3 Deliver the regional Spring into Armadale marketing campaign � � � � �

3.4.1.4Contribute to the visitor experience through better access,

signage and high level customer service.� � � � �

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

3.4.2.1Investigate and assist in the development of "visitor ready"

tourism products and services� � � � �

3.4.2.2Advocate the Armadale region and tourism products to key

industry stakeholders and visitor market segments� � � � �

3.4.2.3Facilitate and encourage investment of new short stay

accommodation products in the Armadale region� � � � �

Strategy 3.3.4 Identify critical infrastructure needs to facilitate growth

Outcome 3.3 Public Infrastructure that supports economic development

Strategy 3.3.1 Facilitate and advocate for an efficient movement network connecting employment and

businesss opportunities

Strategy 3.3.2 Develop and maintain intergovernmental economic development relationships

Strategy 3.3.3 Advocate appropriate information and Communications Technology (ICT) infrastructure

to support industry and businesss

Outcome 3.4 A desirable destination

Strategy 3.4.1 Promote the district and opportunities for visitors to the region

Strategy 3.4.2 Leverage existing strengths to diversify and expand tourism product in the region

19


Particulars 2017/18 2018/19 2019/20 2020/21 2021/22

.

Development Services 577,490 577,750 578,000 578,260 578,520

Economic Development 931,740 902,030 907,330 902,620 932,900

Engineering Design 1,067,430 994,460 1,035,000 995,530 996,070

Project Management 137,100 137,220 137,350 137,470 137,590

Public Relations 802,370 822,490 829,840 837,480 845,440

Subdivisions 600,830 601,320 601,810 602,290 602,780

City Projects 281,230 281,490 281,750 282,010 282,270

.

Municipal Funds 4,398,190 4,316,760 4,371,080 4,335,660 4,375,570

20

Future Direction - Leadership


Chief Executive’s Office

Administration of the Chief Executive's Office and the Members of Council, including core

organisational services, leadership and strategic direction.

Corporate Services

Administration of the Executive Director of Corporate Services' Office, including specialist projects

relating to the Corporate Services Directorate.

Finance

Administration and operation of all corporate finance related matters, including cash receipting,

billing, funds investment, creditor payment and corporate finance systems.

Governance and Administration

Provision of governance services, such as policy document preparation, statutory reviews and

maintenance of registers. Also includes the administration of the corporate office requirements,

including reception, record keeping, photocopying, stationery and insurance related matters.

Human Resources

Administration and co-ordination of all corporate Human Resource related matters, including

corporate training, occupational safety and health advisement, and staff recruitment.

IT Services

Provision, operation and maintenance of core computer systems, software and hardware

management, printing and consumables, telephones and communications networks.

Rates

Administration, and maintenance, of rate records and rating valuations.


over the next five years, contribute to the attainment of the following Leadership outcomes and

strategies.

21

Future

Direction

Outcome

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

4.1.1.1Inform other tiers of government about local concerns and needs

for service� � � � �

4.1.1.2Contribute to the advocacy programs of the National Growth

Areas Alliance (NGAA) and Growth Areas Perth & Peel (GAPP)� � � � �

4.1.1.3 Investigate and implement the Armadale Advocacy Plan � � � � �

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

4.1.2.1Implement policies and associated delegations to improve

transparency of decisions� � � � �

4.1.2.2 Implement the Better Business Review � � � � �

4.1.2.3Implement Feasibility Studies for each of the Major projects

identified in the Community Facilities Master Planning Initiative� � � � �

4.1.2.4 Implement reviews of the Strategic Community Plan � � �

4.1.2.5 Implement annual reviews of the Corporate Business Plan � � � � �

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

4.1.3.1Deliver local government elections every two years in conjunction

with the Western Australian Electoral Commission� � �

4.1.3.2Deliver to Councillors appropriate training and development

opportunities� � � � �

4.1.3.3

Advocate and support Councillor engagement in outside bodies

and events to maintain awareness and enhance the City's

knowledge base� � � � �

4.1.3.4 Implement a review of Council election ward boundaries � �

Outcome

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

4.2.1.1 Deliver identified training and development programs for all staff � � � � �

4.2.1.2Facilitate the recruitment of high calibre candidates for positions

identified in the Workforce Plan� � � � �

Outcome 4.2 An innovative and progressive organisation

Leadership

Outcome 4.1 Visionary Civic leadership and sound governance

Strategy 4.1.2 Make decisions that are sound, transparent and strategic

Strategy 4.1.3 Support the role of the elected body

Strategy 4.1.1 Foster and advocate strategic alliances that promote local and regional development

Strategy 4.2.1 Recruit and develop a skilled and competent workforce

22

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

4.2.2.1

Investigate and advocate for improvements in the regulatory

framework to improve land development processes and

outcomes

� � � � �

4.2.2.2 Implement ICT system improvements � � � � �

4.2.2.3Investigate organisational resources having regard to community

needs and expectations�

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2020/21

4.2.3.1Facilitate greater collaboration between teams within the

organisation� � � � �

4.2.3.2Facilitate on-line capabilities that are responsive to customer

needs� � � � �

4.2.3.3Investigate and implement customer service standards that align

to customer expectations, needs and industry best practice� � � � �

Outcome

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

4.3.1.1Implement the Annual Budget as derived from the Corporate

Business Plan� � � � �

4.3.1.2 Implement annual reviews of the long term financial plan � � � � �

4.3.1.3 Investigate, monitor and report on key financial ratios � � � � �

Strategy Strategy 4.3.2 Pursue non-rates revenue opportunities

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

4.3.2.1

Investigate opportunities for grants, contributions and

partnerships from Government, Not for Profit and Commercial

Agencies� � � � �

4.3.2.2Implement reviewed principles for setting fees and charges for

community facilities�

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

4.3.3.1 Investigate core business systems options �

4.3.3.2 Implement the outcomes of core business systems review � � �

4.3.3.3Investigate ways that assets service levels can be matched to

long term funding capablility� � � � �

Strategy 4.2.2 Implement businesss plans and practices that improve service delivery

Strategy 4.2.3 Foster a positive and responsive “can do” approach

Outcome 4.3 Financial Sustainability

Strategy 4.3.1 Prepare and implement short to long term financial plans

Strategy 4.3.3 Seek efficiencies that will reduce service delivery costs

23

Outcome

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

4.4.1.1Facilitate improvements to the City's corporate identity, brand

and reputation.� � � � �

4.4.1.2 Contribute to positive media coverage of Armadale. � � � � �

4.4.1.3Implement marketing and promotion of the City through

publications, online opportunities, strategic marketing and PR.� � � � �

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

4.4.2.1

Implement and maintain various mediums of two-way

communication with the community and stakeholders, including

new technologies

� � � � �

4.4.2.2Implement high quality corporate documents, targeted to

appropriate audiences.� � � � �

Strategy

Actions 2017/18 2018/19 2019/20 2020/21 2021/22

4.4.3.1

Advocate the City's services and facilities to the community

through targeted distribution of publications, advertising and

media opportunities� � � � �

4.4.3.2Investigate opportunities to showcase the City's achievements

through awards for excellence and national recognition� � � � �

Strategy 4.4.1 Market the City’s brand and tell the positive stories of Armadale

Outcome 4.4 Effective Communications

Strategy 4.4.2 Ensure effective communication with the community and stakeholders

Strategy 4.4.3 Promote and celebrate the City’s achievements


Particulars 2017/18 2018/19 2019/20 2020/21 2021/22

.

Chief Executive Office 2,197,170 2,020,460 2,257,750 2,001,030 2,218,320

Corporate Services 833,620 834,110 834,550 835,030 835,550

Finance 1,051,110 1,051,280 1,051,450 1,051,620 1,051,780

Governance and Administration 2,673,910 2,664,080 2,614,250 2,624,420 2,614,580

Human Resources 1,677,110 1,677,400 1,677,690 1,676,980 1,677,270

IT Services 5,585,530 5,096,560 4,083,000 4,089,620 4,096,430

Rates 109,730 109,730 249,730 9,730 9,730

.

Municipal Funds 14,128,180 13,453,620 12,768,420 12,288,430 12,503,660

24

Key Projects and Strategies

The City of Armadale today is changing rapidly with changes to existing communities and the

development of new communities. Our population is growing and becoming more diverse and is

expected to reach 144,800 by the year 2036. The need for prudent, but innovative and sustainable,

planning has never been greater. Whilst growth will bring new demands Council is also conscious

of the needs of long-term residents of the region. The forecast change over the next 20 years is

anticipated to be even greater as the City also responds to environmental, economic and political

changes in our region.

Accordingly, the Plan is based on those population estimates, which have a flow-on effect in

determining rating estimates for residential (primarily), commercial and industrial areas. Over the

past 15 years, the City has invested heavily in strategies that will bring growth and investment. The

result is two major growth areas – Piara Waters/Harrisdale and the Haynes/Hilbert areas - both of

which are west of the current significant population areas. The population estimates for these two

regions are shown below broken up into their respective significant land development areas.

Growth Area Population Projections

Piara Waters, Harrisdale, Haynes and Hilbert

0

10,000

20,000

30,000

40,000

50,000

60,000

70,000

2011 2016 2021 2026 2031 2036

Piara Waters

Hilbert

Haynes

Harrisdale

25

Having secured guaranteed growth, the City is better placed to create economies of scale and roll

out improved services across its entire population. The following pages provide details of the key

projects and strategies (listed below) which are planned for delivery over the next 15 years.

Key Projects

1. Indoor Aquatic Centre

2. Armadale District Hall Upgrade

3. Piara Waters (South East) Community and Sporting Facility

4. Seville Grove Library/Champion Centre Upgrade

5. Wungong District Playing Fields – Stage 1 Cell A

6. Cross Park – Sports Pavilion

7. Creyk Park Pavilion Upgrade

8. Hilbert (South West) Sports Ground - Wungong Urban Cell J

9. Harrisdale (North) Community and Sporting Facility

10. Hilbert (West) Community Facility – Wungong Urban Cell K

11. Haynes District Sports Ground - Wungong Urban Cell D

12. Hilbert District Community Centre – Wungong Urban Cell F

13. Hilbert (East) Sports Ground – Wungong Urban Cell G

14. Forrestdale Hub – Sporting Facilities Upgrades

16. Hilbert (East) Community Facility – Wungong Urban Cell G

15. Haynes Community Centre - Wungong Urban Cell C

17. Hilbert (South East) Sports Ground - Wungong Urban Cell H

18. Forrestdale Hall

19. Hilbert District Sports Ground - Wungong Urban Cell K

20. Gwynne Park Upgrades – Phase 1

21. John Dunn Reserve – Community Building

22. John Dunn Reserve – BMX

Key Strategies

1. Workforce Planning

2. Asset Management Planning

3. Civic Precinct (Reserve Provisioning)

4. Specified Area Additional Services – Wungong

5. Harrisdale Library Service

6. Hilbert Library Service

26

Key Projects

1. Indoor Aquatic Centre

Project Brief The Armadale Aquatic Centre was constructed in 1979 and is one of the City's main recreation facilities with attendances averaging 145,000 per annum. The need to upgrade the Centre and provide an indoor, year-round facility has been the subject of much discussion over the years and several Council reports. Since the closing of the Kelmscott Pool in 2003, there has been increasing public pressure to renovate Armadale pool to include a heated indoor facility. The City undertook a comprehensive Needs Assessment and Feasibility Study which supported the need for an indoor aquatic facility to cater for the City's growing population. Due to the high cost of the proposed new indoor aquatic facility, and limited external funding for the project, Council was unable to afford the new facility in the short-term but determined to provide for a major upgrade of the existing Armadale Aquatic Centre facilities which was completed in 2012/13. The concept plan for the redevelopment of the Armadale Aquatic Centre includes an indoor 25

metre pool, leisure pool, program pool with sauna and spa, foyer, meeting and function rooms,

integrated gymnasium and creche service and kiosk. This concept provides a range of services to

the community that will meet anticipated demand from the City’s population growth in the long

term. The estimated cost of the facility is $26.4 million, staged over a two year period, with

completion expected in December 2018/January 2019.

Funding Details

Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7 Year 8

Particulars 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25

.

Capital Allocation 8,894,000 16,516,000 0 0 0 0 0 0

Operational Allocation 0 672,990 1,570,180 1,593,920 1,565,370 1,557,140 1,477,110 1,527,280

Renew al Allocation 0 0 0 807,300 807,300 807,300 807,300 807,300

Loan Proceeds (5,644,000) (8,266,000) 0 0 0 0 0 0

Interest Expense 49,600 328,200 728,200 705,000 680,600 654,900 627,900 599,500

Principal 30,000 201,200 459,600 482,900 507,300 533,100 560,100 588,400

Employee Costs 0 848,600 2,390,500 2,390,500 2,390,500 2,390,500 2,390,500 2,390,500

Capital Grants (2,750,000) (8,250,000) 0 0 0 0 0 0

Regional Recreation Trust (500,000) 0 0 0 0 0 0 0

Revenue Other 0 (1,107,290) (3,300,080) (3,290,820) (3,281,370) (3,271,740) (3,261,910) (3,251,880)

.

Municipal Funds 79,600 943,700 1,848,400 2,688,800 2,669,700 2,671,200 2,601,000 2,661,100

Year 9 Year 10 Year 11 Year 12 Year 13 Year 14 Year 15 Total

Particulars 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32

.

Capital Allocation 0 0 0 0 0 0 0 25,410,000

Operational Allocation 1,581,250 1,464,110 1,564,870 1,510,410 1,523,410 1,560,410 1,560,410 20,728,860

Renew al Allocation 807,300 807,300 807,300 807,300 807,300 807,300 807,300 9,687,600

Loan Proceeds 0 0 0 0 0 0 0 (13,910,000)

Interest Expense 569,800 538,500 505,500 471,000 434,700 396,600 356,500 7,646,500

Principal 618,200 649,500 682,400 716,900 753,100 791,300 831,400 8,405,400

Employee Costs 2,390,500 2,390,500 2,390,500 2,390,500 2,390,500 2,390,500 2,390,500 31,925,100

Capital Grants 0 0 0 0 0 0 0 (11,000,000)

Regional Recreation Trust 0 0 0 0 0 0 0 (500,000)

Revenue Other (3,241,650) (3,231,210) (3,220,570) (3,209,710) (3,209,710) (3,209,710) (3,209,710) (43,297,360)

.

Municipal Funds 2,725,400 2,618,700 2,730,000 2,686,400 2,699,300 2,736,400 2,736,400 35,096,100

27

2. Armadale District Hall Upgrade

Project Brief

Throughout 2014/15 and 2015/16 the City has undertaken extensive consultation to determine how the Heritage Listed District Hall can be upgraded to meet current and future needs of the community.

The upgrade which will commence in 2017 will retain and restore the heritage value of the Hall while ensuring it provides contemporary amenities and services. Funding Details


Particulars 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25

.

Capital Allocation 3,660,000 525,000 0 0 0 0 0 0

Operational Allocation 0 0 126,000 126,000 126,000 126,000 126,000 126,000

Renew al Allocation 0 0 105,000 105,000 105,000 105,000 105,000 105,000

Loan Proceeds (2,660,000) (525,000) 0 0 0 0 0 0

Interest Expense 0 130,400 144,800 128,800 111,900 94,200 75,700 57,700

Principal 0 210,900 316,400 332,500 349,200 366,900 385,500 283,600

Capital Grants (1,000,000) 0 0 0 0 0 0 0

Revenue Other 0 0 (40,000) (40,000) (40,000) (40,000) (40,000) (40,000).

Municipal Funds 0 341,300 652,200 652,300 652,100 652,100 652,200 532,300


Particulars 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32

.


Operational Allocation 126,000 126,000 126,000 126,000 126,000 126,000 126,000 1,638,000


Loan Proceeds 0 0 0 0 0 0 0 (3,185,000)

Interest Expense 43,300 28,200 12,400 0 0 0 0 827,400

Principal 297,900 313,000 328,900 0 0 0 0 3,184,800

Capital Grants 0 0 0 0 0 0 0 (1,000,000)

Revenue Other (40,000) (40,000) (40,000) (40,000) (40,000) (40,000) (40,000) (520,000).

Municipal Funds 532,200 532,200 532,300 191,000 191,000 191,000 191,000 6,495,200

28

3. Piara Waters (South East) Community and Sporting Facility

Project Brief

This is one of nine senior-size sporting grounds required in the North Forrestdale Development area, and includes a senior-sized playing field and a modest pavilion facility. It is a shared site between the City of Armadale and the Department of Education. The site comprises public open space co-located with a school site to create a land parcel large enough to accommodate the proposed grounds and facilities. Responsibility for the operation and maintenance of the site will be shared between the City and the Department of Education through a site-specific agreement, which should result in cost savings to each party in these areas. It is anticipated that funding for the development will be sourced through Development contributions, Department of Education and external grants. The specific concept and design of this facility is yet to be determined.

Funding Details


Particulars 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25

.

Capital Allocation 1,655,000 0 0 2,130,000 0 0 0 0

Operational Allocation 0 57,200 57,200 57,200 121,100 121,100 121,100 121,100

Renew al Allocation 0 47,600 47,600 47,600 100,900 100,900 100,900 100,900

Revenue Other 0 (6,000) (6,000) (6,000) (13,000) (13,000) (13,000) (13,000)

Capital Grants (1,655,000) 0 0 (2,130,000) 0 0 0 0

.

Municipal Funds 0 98,800 98,800 98,800 209,000 209,000 209,000 209,000


Particulars 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32

.




Revenue Other (13,000) (13,000) (13,000) (13,000) (13,000) (13,000) (13,000) (161,000)

Capital Grants 0 0 0 0 0 0 0 (3,785,000)

.

Municipal Funds 209,000 209,000 209,000 209,000 209,000 209,000 209,000 2,595,400

29

4. Seville Grove Library/Champion Centre Upgrade

Project Brief

This is one of the major projects in the Bob Blackburn Reserve Master Plan comprising a

significant upgrade of the Champion Centre and Seville Grove Library. The project has received

significant support through a $4 million grant from Lotterywest.

The components of the project are:

• Upgrade of the Champion Centre - improve the internal design and enhance access

• Enhanced access to bushland and functional outdoor areas

• Repurposing of the Seville Grove Library

• Two community art works

It is anticipated the upgrades will be complete in time for the reopening of the City’s Aquatic Centre

following the major upgrade of that facility.

Funding details


Particulars 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25

.

Capital Allocation 4,450,000 0 0 0 0 0 0 0


Renew al Allocation 0 111,300 111,300 111,300 111,300 111,300 111,300 111,300

Loan Proceeds (350,000) 0 0 0 0 0 0 0

Interest Expense 0 17,200 15,800 14,300 12,700 11,100 9,400 7,600

Principal 0 27,700 29,200 30,600 32,200 33,800 35,500 37,300

Capital Grants (4,100,000) 0 0 0 0 0 0 0

Revenue Other 0 (27,000) (27,000) (27,000) (27,000) (27,000) (27,000) (27,000).

Municipal Funds 0 262,700 262,800 262,700 262,700 262,700 262,700 262,700


Particulars 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32

.




Loan Proceeds 0 0 0 0 0 0 0 (350,000)

Interest Expense 5,700 3,700 1,600 0 0 0 0 99,100

Principal 39,200 41,200 43,300 0 0 0 0 350,000

Capital Grants 0 0 0 0 0 0 0 (4,100,000)

Revenue Other (27,000) (27,000) (27,000) (27,000) (27,000) (27,000) (27,000) (378,000).

Municipal Funds 262,700 262,700 262,700 217,800 217,800 217,800 217,800 3,498,300

30

5. Wungong District Playing Fields – Stage 1 Cell A

Project Brief

Forming part of the proposed 40 ha Wungong Regional Facility that will ultimately serve an area beyond the City’s boundaries, the district playing fields component (16ha) will comprise the equivalent of 4 senior playing fields and associated facilities that will serve the immediate catchment of the Wungong Urban community. The district component will be delivered in 2 stages; the first stage which is this project is to be delivered in year 2, and comprises 2 playing fields and an associated sporting/community facility. The second stage which is a larger set of 2 playing fields and a larger sporting /community facility is envisaged to be delivered sometime in years 16 – 20 when the population will be large enough to support such a facility and after additional funding can be secured to complete the project.

Funding Details


Particulars 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25

.

Capital Allocation 0 13,500,000 0 0 0 0 0 0



Loan Proceeds 0 (2,700,000) 0 0 0 0 0 0

Interest Expense 0 0 133,500 127,200 120,500 113,600 106,300 98,600

Principal 0 0 124,500 130,800 137,500 144,400 151,700 159,400

Revenue Other 0 0 (30,000) (30,000) (30,000) (30,000) (30,000) (30,000)

Capital Grants 0 (10,800,000) 0 0 0 0 0 0

.

Municipal Funds 0 0 902,300 902,300 902,300 902,300 902,300 902,300


Particulars 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32

.




Loan Proceeds 0 0 0 0 0 0 0 (2,700,000)


Principal 167,500 176,000 184,900 194,200 204,100 214,400 225,300 2,214,700

Revenue Other (30,000) (30,000) (30,000) (30,000) (30,000) (30,000) (30,000) (390,000)

Capital Grants 0 0 0 0 0 0 0 (10,800,000)

.

Municipal Funds 902,300 902,300 902,300 902,300 902,300 902,300 902,300 11,729,900

31

6. Cross Park – Sports Pavilion

Project Brief

A new pavilion to house the Roleystone Cricket and Netball Clubs as identified in the Cross Park

Master Plan. Detailed feasibility analysis is underway on a final configuration for this facility which

is anticipated to be reported to be considered by Council in mid-2017.

The project was identified as a priority by stakeholders and seen as an opportunity to share

resources between sporting groups and upgrade ageing infrastructure.

Funding details


Particulars 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25

.

Capital Allocation 0 770,000 0 0 0 0 0 0



Loan Proceeds 0 (270,000) 0 0 0 0 0 0

Interest Expense 0 0 12,900 10,400 7,800 5,100 2,200 0

Principal 0 0 48,800 51,300 53,900 56,500 59,500 0

Capital Grants 0 (500,000) 0 0 0 0 0 0.

Municipal Funds 0 0 104,100 104,100 104,100 104,000 104,100 42,400


Particulars 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32

.

Capital Allocation 0 0 0 0 0 0 0 770,000

Operational Allocation 23,100 23,100 23,100 23,100 23,100 23,100 23,100 300,300

Renew al Allocation 19,300 19,300 19,300 19,300 19,300 19,300 19,300 250,900

Loan Proceeds 0 0 0 0 0 0 0 (270,000)

Interest Expense 0 0 0 0 0 0 0 38,400

Principal 0 0 0 0 0 0 0 270,000

Capital Grants 0 0 0 0 0 0 0 (500,000).

Municipal Funds 42,400 42,400 42,400 42,400 42,400 42,400 42,400 859,600

32

7. Creyk Park Pavilion Upgrade

Project Brief

A major project identified as part of the Creyk Park Master Plan which will improve the internal and

external aesthetics including additional storage and improved access through upgrades to the

kitchen and toilets as well and associated internal/external reconfiguration.

Funding details


Particulars 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25

.

Capital Allocation 0 0 1,120,000 0 0 0 0 0

Operational Allocation 0 0 0 33,600 33,600 33,600 33,600 33,600


Loan Proceeds 0 0 (620,000) 0 0 0 0 0

Interest Expense 0 0 0 30,400 27,900 25,300 22,500 19,700

Principal 0 0 0 49,100 51,600 54,300 57,000 59,900

Capital Grants 0 0 (500,000) 0 0 0 0 0.

Municipal Funds 0 0 0 152,300 152,300 152,400 152,300 152,400


Particulars 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32

.




Loan Proceeds 0 0 0 0 0 0 0 (620,000)

Interest Expense 16,600 13,400 10,100 6,600 2,900 0 0 175,400

Principal 62,900 66,100 69,400 73,000 76,700 0 0 620,000

Capital Grants 0 0 0 0 0 0 0 (500,000).

Municipal Funds 152,300 152,300 152,300 152,400 152,400 72,800 72,800 1,669,000

33

8. Hilbert (South West) Sports Ground - Wungong Urban Cell J

Project Brief

One of the five shared School/community sites in the Metropolitan Redevelopment Authority’s Wungong Urban Project. This project comprises a senior-sized playing field and a modest sporting facility co-located with a Primary School. Funding for the project will be sourced through Development contributions, Department of Education and Training funding, external grants and loan funds.

Funding Details


Particulars 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25

.


Operational Allocation 0 0 0 143,300 143,300 143,300 143,300 143,300


Loan Proceeds 0 0 (979,100) 0 0 0 0 0


Principal 0 0 0 177,000 185,900 195,300 205,200 215,600

Revenue Other 0 0 0 (28,000) (28,000) (28,000) (28,000) (28,000)

Capital Grants 0 0 (4,416,400) 0 0 0 0 0

.

Municipal Funds 0 0 0 458,500 458,400 458,400 458,400 458,300


Particulars 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32

.




Loan Proceeds 0 0 0 0 0 0 0 (979,100)


Principal 0 0 0 0 0 0 0 979,000

Revenue Other (28,000) (28,000) (28,000) (28,000) (28,000) (28,000) (28,000) (336,000)

Capital Grants 0 0 0 0 0 0 0 (4,416,400)

.

Municipal Funds 234,700 234,700 234,700 234,700 234,700 234,700 234,700 3,934,900

34

9. Harrisdale (North) Community and Sporting Facility

Project Brief

The City's Community Infrastructure planning work has identified the need for nine (9) senior-sized

playing fields in the North Forrestdale Development area to allow for the development of organised

sporting and recreation activity.

Through a joint arrangement with the Department of Education, public open space has been co-

located with a public primary school site to enable a senior-sized playing field and a modest

pavilion facility to be developed.

Responsibility for the operation and maintenance of the site will be shared between the City and

the Department of Education through a site-specific agreement, with one of the objectives being a

reduction in costs to both parties in providing these facilities.

Funding for the development is expected to occur via Development contributions, the Department

of Education and external grants.

Funding Details


Particulars 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25

.

Capital Allocation 0 0 250,000 3,280,000 0 0 0 0

Operational Allocation 0 0 0 0 87,000 87,000 87,000 87,000

Renew al Allocation 0 0 0 0 73,000 73,000 73,000 73,000

Revenue Other 0 0 0 0 (6,000) (6,000) (6,000) (6,000)

Capital Grants 0 0 (250,000) (3,280,000) 0 0 0 0

.

Municipal Funds 0 0 0 0 154,000 154,000 154,000 154,000


Particulars 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32

.




Revenue Other (6,000) (6,000) (6,000) (6,000) (6,000) (6,000) (6,000) (66,000)

Capital Grants 0 0 0 0 0 0 0 (3,530,000)

.

Municipal Funds 154,000 154,000 154,000 154,000 154,000 154,000 154,000 1,694,000

35

10. Hilbert (West) Community Facility – Wungong Urban Cell K

Project Brief

Forming part of an overall requirement for four community use sites in the Wungong Urban development area, this facility is an 800 square metre local level Community Centre. Final usage and design of the planned community use facility will be determined closer to the construction date, however it is important that projects such as this are provided for in the City's forward Plans to ensure that community needs can be catered for in the future. Funding for the project will be sourced through Development contributions, external grants and loan funds.

Funding Details


Particulars 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25

.

Capital Allocation 0 0 0 3,767,500 0 0 0 0



Loan Proceeds 0 0 0 (753,500) 0 0 0 0

Interest Expense 0 0 0 0 36,900 33,900 30,700 27,400

Principal 0 0 0 0 59,700 62,800 65,900 69,300

Revenue Other 0 0 0 0 (25,000) (25,000) (25,000) (25,000)

Capital Grants 0 0 0 (3,014,000) 0 0 0 0

.

Municipal Funds 0 0 0 0 278,800 278,900 278,800 278,900


Particulars 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32

.




Loan Proceeds 0 0 0 0 0 0 0 (753,500)

Interest Expense 23,900 20,200 16,300 12,300 8,000 3,500 0 213,100

Principal 72,800 76,500 80,300 84,400 88,700 93,200 0 753,600

Revenue Other (25,000) (25,000) (25,000) (25,000) (25,000) (25,000) (25,000) (275,000)

Capital Grants 0 0 0 0 0 0 0 (3,014,000)

.

Municipal Funds 278,900 278,900 278,800 278,900 278,900 278,900 182,200 2,970,900

36

11. Haynes District Sports Ground – Wungong Urban Cell D

Project Brief

One of nine shared sites in the City’s high growth areas, this project is a partnership between the City, Metropolitan Redevelopment Authority (MRA) and the Department of Education. The sports ground and associated facility will be collocated with a High School and Primary School forming significant community hub for Wungong residents. Funding for this project is through the Wungong Developer Contribution Scheme, external grants, loan proceeds and contributions from the Department of Education. The City’s partnership with the Department of Education presents an excellent opportunity to provide and maintain much needed community facilities in an efficient cost effective way.

A final design for the project will be determined following joint studies between the City, MRA and

Department of Education.

Funding Details


Particulars 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25

.

Capital Allocation 0 0 0 0 8,035,500 0 0 0

Operational Allocation 0 0 0 0 0 222,500 222,500 222,500

Renew al Allocation 0 0 0 0 0 185,400 185,400 185,400

Loan Proceeds 0 0 0 0 (1,507,100) 0 0 0

Interest Expense 0 0 0 0 0 73,900 67,800 61,500

Principal 0 0 0 0 0 119,500 125,500 131,900

Revenue Other 0 0 0 0 0 (60,000) (60,000) (60,000)

Capital Grants 0 0 0 0 (6,528,400) 0 0 0

.

Municipal Funds 0 0 0 0 0 541,300 541,200 541,300


Particulars 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32

.




Loan Proceeds 0 0 0 0 0 0 0 (1,507,100)


Principal 138,600 145,600 152,900 160,700 168,800 177,400 186,300 1,507,200

Revenue Other (60,000) (60,000) (60,000) (60,000) (60,000) (60,000) (60,000) (600,000)

Capital Grants 0 0 0 0 0 0 0 (6,528,400)

.

Municipal Funds 541,300 541,300 541,200 541,300 541,200 541,300 541,200 5,412,600

37

12. Hilbert District Community Centre – Wungong Urban Cell F

Project Brief

Identified though joint work between the City and Metropolitan Redevelopment Authority, this is a district level community centre of around 1,650sqm to be located in the Hilbert town centre. It envisaged a new library service will commence operating from the Centre in 2025 to serve the emerging Wungong community. Funding for this facility will be sourced through Development contributions, external grants and loan funds.

Funding Details


Particulars 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25

.




Loan Proceeds 0 0 0 0 (1,392,600) 0 0 0


Principal 0 0 0 0 0 110,400 116,000 121,900

Revenue Other 0 0 0 0 0 (25,000) (25,000) (25,000)

Capital Grants 0 0 0 0 (5,570,400) 0 0 0

.

Municipal Funds 0 0 0 0 0 536,700 536,700 536,700


Particulars 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32

.




Loan Proceeds 0 0 0 0 0 0 0 (1,392,600)


Principal 128,000 134,500 141,300 148,500 156,000 163,900 172,200 1,392,700

Revenue Other (25,000) (25,000) (25,000) (25,000) (25,000) (25,000) (25,000) (250,000)

Capital Grants 0 0 0 0 0 0 0 (5,570,400)

.

Municipal Funds 536,600 536,700 536,600 536,700 536,700 536,700 536,700 5,366,800

38

13. Hilbert (East) Sports Ground – Wungong Urban Cell G

Project Brief

The Hilbert (East) Sports Ground is located in the Metropolitan Redevelopment Authority’s

Wungong Urban project area. This sports ground will be part of a significant Community Hub

comprising a new Primary School, the existing Evelyn Gribble Community Centre and a new

district level Community Centre.

Funding for the sports ground is through the Wungong Development Contribution Scheme,

Department of Education, external grants and loan funds.

Funding Details


Particulars 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25

.




Loan Proceeds 0 0 0 0 (616,000) 0 0 0


Principal 0 0 0 0 0 40,900 43,000 45,200

Revenue Other 0 0 0 0 0 (13,000) (13,000) (13,000)

Capital Grants 0 0 0 0 (2,464,000) 0 0 0

.

Municipal Funds 0 0 0 0 0 154,200 154,200 154,200


Particulars 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32

.




Loan Proceeds 0 0 0 0 0 0 0 (616,000)


Principal 47,400 49,800 52,400 55,000 57,800 60,700 63,800 516,000

Revenue Other (13,000) (13,000) (13,000) (13,000) (13,000) (13,000) (13,000) (130,000)

Capital Grants 0 0 0 0 0 0 0 (2,464,000)

.

Municipal Funds 154,200 154,200 154,200 154,200 154,200 154,200 154,200 1,542,000

39

14. Forrestdale Hub – Sporting Facilities Upgrades

Project Brief

As part of the Forrestdale Hub Master Plan, this project was originally intended to bring together

the Forrestdale Sports Pavilion and Ian Pratt change rooms. However the impending Armadale

Road widening project has resulted in the need to undertake more detailed analysis of how the

facilities on the site should be configured and accessed. This further analysis will also include

implications for the Forrestdale Hall.

While the exact configuration of the upgrades is yet to be determined, funding has been allocated

through the City’s Long Term Financial Plan. It is envisaged the outcome will be a significantly

enhanced suite of facilities for the local and broader community.

Funding details


Particulars 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25

.




Loan Proceeds 0 0 0 0 (2,434,000) 0 0 0


Principal 0 0 0 0 0 193,000 202,700 213,000

Capital Grants 0 0 0 0 (1,600,000) 0 0 0.

Municipal Funds 0 0 0 0 0 544,200 544,100 544,200


Particulars 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32

.




Loan Proceeds 0 0 0 0 0 0 0 (2,434,000)


Principal 223,800 235,100 247,000 259,500 272,600 286,400 300,900 2,434,000

Capital Grants 0 0 0 0 0 0 0 (1,600,000).

Municipal Funds 544,200 544,200 544,200 544,200 544,100 544,100 544,100 5,441,600

40

15. Hilbert (East) Community Facility – Wungong Urban Cell G

Project Brief

This community building is located in the Metropolitan Redevelopment Authority’s Wungong Urban

area. It has been identified in the MRA’s developer contribution scheme and the City’s Community

Infrastructure Plan as a significant facility that will assist in meeting the needs of a rapidly growing

population.

This community facility will be part of a significant Community Hub comprising a new Primary

School, the existing Evelyn Gribble Community Centre and a sports ground.

Funding for this centre is through the Wungong Development Contribution Scheme, external grants and loan funds.

Funding Details


Particulars 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25

.




Loan Proceeds 0 0 0 0 (1,419,000) 0 0 0


Principal 0 0 0 0 0 112,500 118,200 124,200

Revenue Other 0 0 0 0 0 (20,000) (20,000) (20,000)

Capital Grants 0 0 0 0 (5,676,000) 0 0 0

.

Municipal Funds 0 0 0 0 0 552,100 552,100 552,100


Particulars 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32

.




Loan Proceeds 0 0 0 0 0 0 0 (1,419,000)


Principal 130,500 137,100 144,000 151,300 158,900 167,000 175,500 1,419,200

Revenue Other (20,000) (20,000) (20,000) (20,000) (20,000) (20,000) (20,000) (200,000)

Capital Grants 0 0 0 0 0 0 0 (5,676,000)

.

Municipal Funds 552,100 552,100 552,100 552,100 552,100 552,100 552,100 5,521,000

41

16. Haynes Community Centre – Wungong Urban Cell C

Project Brief

One of four community centres to be established in the Wungong Urban development, this will be an 800 square metre local level Community facility. Establishing centres such as these is essential in providing facilities from which community groups can develop and begin providing activities and services for the City’s emerging communities. Funding for this centre is through the Wungong Development Contribution Scheme, external grants and loan funds.

Funding Details


Particulars 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25

.

Capital Allocation 0 0 0 0 0 0 3,767,500 0

Operational Allocation 0 0 0 0 0 0 0 113,000

Renew al Allocation 0 0 0 0 0 0 0 94,200

Loan Proceeds 0 0 0 0 0 0 (753,500) 0


Principal 0 0 0 0 0 0 0 136,200

Revenue Other 0 0 0 0 0 0 0 (20,000)

Capital Grants 0 0 0 0 0 0 (3,014,000) 0

.

Municipal Funds 0 0 0 0 0 0 0 359,400


Particulars 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32

.




Loan Proceeds 0 0 0 0 0 0 0 (753,500)

Interest Expense 29,100 21,900 14,200 6,200 0 0 0 107,400

Principal 143,100 150,300 157,900 165,900 0 0 0 753,400

Revenue Other (20,000) (20,000) (20,000) (20,000) (20,000) (20,000) (20,000) (160,000)

Capital Grants 0 0 0 0 0 0 0 (3,014,000)

.

Municipal Funds 359,400 359,400 359,300 359,300 187,200 187,200 187,200 2,358,400

42

17. Hilbert (South East) Sports Ground - Wungong Urban Cell H

Project Brief

One of the five shared School/community sites in the Metropolitan Redevelopment Authority’s Wungong Urban area. This project comprises a senior-sized playing field and a modest sporting facility co-located with a Primary School. Funding for the project will be sourced through Development contributions, Department of Education, external grants and loan funds.

Funding Details


Particulars 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25

.

Capital Allocation 0 0 0 0 0 0 5,395,500 0

Operational Allocation 0 0 0 0 0 0 0 143,300

Renew al Allocation 0 0 0 0 0 0 0 119,400

Loan Proceeds 0 0 0 0 0 0 (979,100) 0


Principal 0 0 0 0 0 0 0 177,000

Revenue Other 0 0 0 0 0 0 0 (28,000)

Capital Grants 0 0 0 0 0 0 (4,416,400) 0

.

Municipal Funds 0 0 0 0 0 0 0 458,400


Particulars 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32

.




Loan Proceeds 0 0 0 0 0 0 0 (979,100)

Interest Expense 37,800 28,400 18,500 8,100 0 0 0 139,500

Principal 185,900 195,300 205,200 215,600 0 0 0 979,000

Revenue Other (28,000) (28,000) (28,000) (28,000) (28,000) (28,000) (28,000) (224,000)

Capital Grants 0 0 0 0 0 0 0 (4,416,400)

.

Municipal Funds 458,400 458,400 458,400 458,400 234,700 234,700 234,700 2,996,100

43

18. Forrestdale Hall

Project Brief

A significantly upgraded or replaced Forrestdale Hall is identified as a major component of the

Forrestdale Hub Master Plan. Further analysis is underway on the exact nature of this project in

the context of the widening of Armadale Road and the impact of that project on the facilities on the

site. The further work also takes in to account the Forrestdale Sports facilities upgrades.

While the exact configuration of the upgrades is yet to be determined, funding has been allocated

through the City’s Long Term Financial Plan. It is envisaged the outcome will be a significantly

enhanced suite of facilities for the local and broader community.

Funding details


Particulars 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25

.


Operational Allocation 0 0 0 0 0 0 0 0

Renew al Allocation 0 0 0 0 0 0 0 0

Loan Proceeds 0 0 0 0 0 0 0 (1,700,000)

Interest Expense 0 0 0 0 0 0 0 0

Principal 0 0 0 0 0 0 0 0

Capital Grants 0 0 0 0 0 0 0 (1,300,000)

Revenue Other 0 0 0 0 0 0 0 0.

Municipal Funds 0 0 0 0 0 0 0 0


Particulars 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32

.




Loan Proceeds 0 0 0 0 0 0 0 (1,700,000)


Principal 134,800 141,600 148,800 156,300 164,200 172,500 181,200 1,099,400

Capital Grants 0 0 0 0 0 0 0 (1,300,000)

Revenue Other (10,000) (10,000) (10,000) (10,000) (10,000) (10,000) (10,000) (70,000).

Municipal Funds 403,100 403,100 403,100 403,100 403,100 403,100 403,100 2,821,700

44

19. Hilbert District Sports Ground - Wungong Urban Cell K

Project Brief

A substantial shared School/Community site in the Metropolitan Redevelopment Authority’s Wungong Urban area comprising a Senior playing field and a sporting/community facility co-located with a Secondary School. Funding for the project will be sourced through Development contributions, Department of Education, external grants and loan funds.

Funding Details


Particulars 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25

.

Capital Allocation 0 0 0 0 0 0 0 0



Loan Proceeds 0 0 0 0 0 0 0 0


Principal 0 0 0 0 0 0 0 0

Revenue Other 0 0 0 0 0 0 0 0

Capital Grants 0 0 0 0 0 0 0 0

.



Particulars 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32

.

Capital Allocation 0 0 0 6,814,500 0 0 0 6,814,500



Loan Proceeds 0 0 0 (1,262,900) 0 0 0 (1,262,900)


Principal 0 0 0 0 228,300 239,800 252,000 720,100

Revenue Other 0 0 0 0 (60,000) (60,000) (60,000) (180,000)

Capital Grants 0 0 0 (5,551,600) 0 0 0 (5,551,600)

. 0

Municipal Funds 0 0 0 0 569,300 569,300 569,300 1,707,900

45

20. Gwynne Park Upgrades - Phase 1

Project Brief

A significant component of the Gwynne Park Master Plan this phase comprises;

• Integration of the Armadale Arena and Badminton Centre into one Sport and Recreation

facility

• Consolidated access to the current Arena and Badminton Centre carpark by removal of

the secondary access point

• Enhanced gateway signage

• Improved skateable landscape

• Integration of carparking accessible from Forrest Road and Townley St to enhance

accessibility through the precinct

This project is part of a large scale, 2 staged redevelopment involving (in the long term) a

relocation of the bowling club and development of an all-ages playground in a central area. This

first stage is designed to significantly improve the functionality of the site in preparation for the

more substantial second phase.

Funding details


Particulars 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25

.






Principal 0 0 0 0 0 0 0 0

Capital Grants 0 0 0 0 0 0 0 0

Revenue Other 0 0 0 0 0 0 0 0.



Particulars 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32

.

Capital Allocation 0 0 0 4,117,000 0 0 0 4,117,000



Loan Proceeds 0 0 0 (3,117,000) 0 0 0 (3,117,000)


Principal 0 0 0 0 93,600 98,400 103,400 295,400

Capital Grants 0 0 0 (1,000,000) 0 0 0 (1,000,000)

Revenue Other 0 0 0 0 (15,000) (15,000) (15,000) (45,000).

Municipal Funds 0 0 0 0 500,400 500,500 500,500 1,501,400

46

21. John Dunn Reserve – Community Building

Project Brief

One of the elements of the John Dunn Master Plan is the potential for a new community use

building on the site. The motivation behind this project is to facilitate more daytime use and

provide additional passive surveillance to the primary reserve entrance. Further feasibility analysis

will be undertaken to determine the exact nature of this project.

Funding details


Particulars 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25

.



Capital Grants 0 0 0 0 0 0 0 0.



Particulars 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32

.

Capital Allocation 0 0 0 0 0 0 1,010,000 1,010,000

Loan Proceeds 0 0 0 0 0 0 (710,000) (710,000)

Capital Grants 0 0 0 0 0 0 (300,000) (300,000).


47

22. John Dunn Reserve – BMX

Project Brief

This project is part of the John Dunn Master Plan. A BMX facility was previously located in the

eastern corner of the reserve and was decommissioned in 2012. Feasibility analysis of this project

is currently underway; more detailed information about the exact nature of this project will be

reported back to Council later in 2017.

Funding details


Particulars 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25

.



Capital Grants 0 0 0 0 0 0 0 0.



Particulars 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32

.

Capital Allocation 0 0 0 0 0 0 430,000 430,000

Loan Proceeds 0 0 0 0 0 0 (290,000) (290,000)

Capital Grants 0 0 0 0 0 0 (140,000) (140,000).


48

Key Strategies

1. Workforce Planning

Project Brief

The City has undertaken extensive Workforce Planning. This is a structured “business thinking process” to ensure that the actions in our Corporate Business Plan can be delivered on time, within budget and at a standard in line with community expectations. It considers all potential resourcing options, direct employment, contracting out, partnerships and changing business activities to recruit the types of talent required. The Workforce Planning process informs the Corporate Business Plan which is linked to the City’s Strategic Community Plan. It identifies the talent needs created by our continued growth and our key projects and strategies. Once the business initiatives are recognised, the attention turns to schedule and timing. By understanding the number and types of roles required to meet future demands, Workforce Planning can also inform other management imperatives for example office accommodation needs, vehicle numbers and types, communications and related information technologies. The following estimates provide for: • (5) full time positions for the next two years, (seven) full time positions each year for the

next four years, and (four) full time positions each year for the remaining years, and • Up to (Three) new vehicles every year and are separate to additional resources funded through external grants, increased fees/charges and by programs and projects.

Funding Details


Particulars 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25

.

Employee Cost 424,100 989,600 1,724,800 2,516,500 3,308,200 4,099,900 4,637,100 5,089,500

Vehicles 75,000 75,000 75,000 75,000 75,000 75,000 75,000 75,000

.

Municipal Funds 499,100 1,064,600 1,799,800 2,591,500 3,383,200 4,174,900 4,712,100 5,164,500


Particulars 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32

.

Employee Cost 5,538,600 5,994,300 6,446,700 6,899,100 7,324,400 7,776,800 8,229,200 70,998,800

Vehicles 75,000 75,000 75,000 75,000 75,000 75,000 75,000 1,125,000

.

Municipal Funds 5,613,600 6,069,300 6,521,700 6,974,100 7,399,400 7,851,800 8,304,200 72,123,800

49

2. Asset Management Planning

Project Brief

Asset Management Plans (AMPs) have been developed for the 5 major asset classes as follows – roads, stormwater drainage, pathways, buildings and public open spaces. Asset Management is the “combination of management, financial, economic, engineering and other practices applied to physical assets with the objective of providing the required level of service in the most cost-effective manner”. The purpose of the AMP’s is to identify Levels of Service that the community needs and can afford and develop the necessary funding plans to provide the services. The funding provided over the next (15) years in the major asset classes for capital new (the creation of a new asset, in a location where that asset type has not existed before) and renewal/upgrade (periodically required expenditure which is capitalised and then depreciated as it renews / replaces component or sub component parts of an infrastructure asset) is as follows. (NB: that Civil includes roads, stormwater drainage and pathway assets.)

Funding Details


Particulars 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25

Civil

New 1,000,800 2,129,500 2,142,000 1,913,000 1,913,000 2,595,000 2,595,000 2,595,000

Upgrade 8,716,920 8,716,010 9,376,000 5,906,000 5,936,000 4,801,200 4,835,200 4,870,200

Renew 4,142,840 2,272,800 2,226,990 2,268,000 2,220,090 2,780,230 2,113,300 3,627,100

Public Open Space

New 253,800 487,000 392,000 492,000 542,000 492,000 542,000 492,000

Upgrade 705,000 80,000 80,000 80,000 80,000 80,000 80,000 80,000

Renew 869,500 550,120 525,590 1,075,260 1,296,300 942,960 1,610,820 1,576,740

Buildings

New 0 180,000 50,000 220,000 170,000 440,000 190,000 275,000

Upgrade 1,118,000 1,470,000 193,760 223,160 145,160 200,160 1,370,160 140,160

Renew 988,000 2,444,600 1,371,840 1,184,440 1,779,840 1,859,650 1,283,140 1,175,230

Municipal Funds 17,794,860 18,330,030 16,358,180 13,361,860 14,082,390 14,191,200 14,619,620 14,831,430


Particulars 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32

Civil

New 2,595,000 2,595,000 2,595,000 2,595,000 2,595,000 2,595,000 2,812,500 35,265,800

Upgrade 4,906,200 4,943,200 4,981,200 4,981,200 4,981,200 4,981,200 4,981,200 87,912,930

Renew 2,695,896 3,777,762 3,885,937 3,096,838 3,743,520 2,031,500 1,905,000 42,787,803

Public Open Space

New 492,000 622,000 492,000 492,000 492,000 492,000 492,000 7,266,800

Upgrade 80,000 80,000 80,000 80,000 80,000 80,000 80,000 1,825,000

Renew 1,769,940 1,698,930 1,448,850 1,452,780 1,462,720 753,800 1,429,800 18,464,110

Buildings

New 297,600 297,600 190,000 190,000 190,000 290,000 290,000 3,270,200

Upgrade 110,160 116,003 895,000 2,125,000 895,000 895,000 865,000 10,761,723

Renew 1,924,340 2,545,000 2,109,008 2,788,886 2,084,914 1,457,760 1,507,760 26,504,408

Municipal Funds 14,871,136 16,675,495 16,676,995 17,801,704 16,524,354 13,576,260 14,363,260 234,058,774

50

3. Civic Precinct (Reserve Provisioning)

Project Brief

With the projected population growth within the City expected to reach nearly 145,000 by 2036, it is expected that the current civic precinct and administration facilities will not provide the level of amenity and service required by residents. The rapidly growing community of Armadale has a right to expect a civic precinct and administration complex that provides the breadth and range of services required of a prosperous regional centre. This strategy contains provision for a major expansion project, still to be defined, that will provide an appropriate civic precinct.

Funding Details


Particulars 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25

.

To Reserve 0 1,000,000 1,435,300 2,500,000 2,500,000 2,500,000 2,083,000 1,900,200

From Reserve 0 0 0 0 0 0 0 0

.

Municipal Funds 0 1,000,000 1,435,300 2,500,000 2,500,000 2,500,000 2,083,000 1,900,200


Particulars 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32

.

To Reserve 888,100 573,900 395,200 429,300 0 0 0 16,205,000

From Reserve 0 0 0 0 0 0 0 0

.

Municipal Funds 888,100 573,900 395,200 429,300 0 0 0 16,205,000

51

4. Specified Area Additional Services – Wungong

Project Brief

The purpose of this strategy is to levy a Specified Area Rate, pursuant to the Local Government Act 1995, on a specified area. In this case it is the Wungong Urban development area, which is to maintain and enhance the Public Open Space (POS) amenity of this new residential estate by way of increased and improved service levels in comparison to POS service levels provided throughout the remainder of the City. The service to be provided and funded by the Specified Area Rate will generally entail increased levels of maintenance and operations. Works to be included, but not limited to, are turf surfaces, garden beds, park infrastructure, irrigation systems, park lighting, and collection of litter and contract management.

Funding Details


Particulars 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25

.


Rates 0 (18,800) (37,700) (56,700) (79,100) (112,300) (149,700) (188,600)

.

Municipal Funds 0 43,800 87,800 132,200 184,700 262,000 349,300 440,200


Particulars 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32

.

Operational Allocation 752,600 864,400 975,100 1,080,700 1,173,300 1,266,100 1,266,100 9,521,200

Rates (225,800) (259,300) (292,500) (324,200) (352,000) (379,800) (379,800) (2,856,300)

.

Municipal Funds 526,800 605,100 682,600 756,500 821,300 886,300 856,000 6,664,900

52

5. Harrisdale Library Service

Project Brief

In order to serve the growing populations of Piara Waters and Harrisdale, the option of a public

library of approximately 1,000 sqm located in or adjacent to the Harrisdale Shopping Centre is

being considered. This proposed facility, estimated to be operating by 2021, will accommodate a

wide range of library and community-based programs and activities. The specific concept and

design of this facility is yet to be determined.

The Library Strategic Development Plan 2012 recommends that:

• Council co-locates its public libraries with other facilities.. by preference in or immediately

adjacent to shopping centres

• A well designed library with flexible layout solutions in the right location will meet the needs

of the catchment population.

Funding details


Particulars 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25

.


Operational Allocation 0 0 0 690,000 1,380,000 1,380,000 1,380,000 1,380,000

Loan Proceeds 0 0 (2,470,000) 0 0 0 0 0


Principal 0 0 0 113,900 119,700 125,700 132,100 138,800

.

Required Municipal Funds 0 0 926,000 1,616,000 1,616,000 1,616,000 1,616,000


Particulars 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32

.


Operational Allocation 1,380,000 1,380,000 1,380,000 1,380,000 1,380,000 1,380,000 1,380,000 15,870,000

Loan Proceeds 0 0 0 0 0 0 0 (2,470,000)


Principal 145,800 153,200 161,000 169,100 177,700 186,700 196,100 1,819,800

.

Required Municipal Funds1,616,000 1,616,000 1,616,000 1,616,000 1,616,000 1,616,000 1,616,000 18,702,000

53

6. Hilbert Library Service

Project Brief

In order to serve the growing populations of Hilbert and Haynes, the option of a public library of

approximately 750 sqm located in or adjacent to the Hilbert District Community Centre is being

considered. This proposed facility, estimated to be operating by 2026, will be able to

accommodate a wide range of library and community-based programs and activities.

The Library Strategic Development Plan 2012 recommends that:

• Council investigates the provision of a library within the community facility site in the

Wungong Urban District Centre, to serve the residents of the localities of Hilbert and

Haynes

• A well designed library with flexible layout solutions in the right location will meet the needs

of the catchment population.

Funding details


Particulars 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24 2024/25

.



Loan Proceeds 0 0 0 0 0 0 0 (720,000)


Principal 0 0 0 0 0 0 0 0

.



Particulars 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32

.



Loan Proceeds 0 0 0 0 0 0 0 (720,000)

Interest Expense 34,400 27,900 20,900 13,600 6,000 0 0 102,800

Principal 130,200 136,700 143,700 150,900 158,500 0 0 720,000

.

Municipal Funds 564,600 964,600 964,600 964,500 964,500 800,000 800,000 6,022,800

54

Financial Plan

Assumptions and Methodologies

All revenues and expenditures contained in this Plan are indicative only and should not be

construed that the figures contained herein will automatically be allocated exactly as shown, nor

will they automatically be funded exactly as described.

Financial projections are reviewed regularly, and take into account many factors including

economic conditions, community expectations and estimated population and development rates.

The annual review is an ongoing part of Council's sound financial management process.

"Consequently, new initiatives may be added or planned initiatives may be deferred, or even

deleted, according to the priorities established by Council each annual review. Methods to fund

the initiatives are also reviewed in order to demonstrate affordability within the region for proposed

initiatives."

It is important to note that an initiative is not ultimately approved, nor automatically included, in any

budget simply because it is considered and included in any Corporate Business Plan produced by

Council.

Key Elements of the Financial Plan

The Plan has been prepared on the basis of each year of the Plan returning a balanced year-end

financial position, i.e. the sum of the revenues equals the sum of the expenditures, with minimal or

no forecast year-end surplus or deficit positions.

A ‘Future Planning’ rate increase index factor of 1% has been applied every year of the plan to

fund new expenditure initiatives considered essential to the City's future economic prosperity and

sustainability, and the shortfall in day-to-day actual costs increases that are not adequately

measured by any Cost Indexes that may be used.

A Managed Loan Borrowing Program that restricts loan borrowings to purposes of asset and

infrastructure creation and contains loan repayments as a percentage of ordinary revenue (more

commonly referred to as the debt service ratio) to not more than 10% is in place.

Recognition of the City's future asset renewal requirements and funding allocations over the life of

the Plan are recognised in two ways, one being part of any new initiative included within the Plan

where it is that the initiative will have some need in the future for renewal and two, being the key

project/strategy called Asset Management Planning which relates to existing infrastructure assets.

Recognition of future rate revenues arising from projected new residential development is included

within the Rates Revenue estimates. It is assumed that approximately 1,500 new residential

properties will be developed each year.

Other points to note include –

• All $ values are in 2017/18 dollars

• Revenue is expressed as a negative value, expense is expressed as a positive value

• Rounding errors may occur

55

Long Term Financial Plan

City of Armadale

Financial Summary

(All values stated as net Municipal Funds)

Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Year 7

Particulars 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24

Opening Balance ((Surplus) / Deficit) 0 0 0 0 0 0 0

Corporate Funds

.

Corporate Funds (3,084,840) (4,132,900) (8,874,100) (4,545,500) (4,801,400) (5,050,100) (5,408,600)

Leasing (1,589,170) (1,646,670) (1,706,270) (1,768,270) (1,961,670) (2,423,570) (2,472,970)

Loans 1,457,500 2,711,400 8,445,600 3,501,800 3,381,900 3,203,200 2,864,000

Rate Revenue (63,921,200) (66,459,320) (69,835,220) (73,261,020) (76,745,520) (80,289,420) (83,893,420)

Reserve Funds 2,719,230 3,320,480 5,566,430 5,821,060 6,613,750 7,507,060 11,274,550

.

Net Effect - Corporate Funds (64,418,480) (66,207,010) (66,403,560) (70,251,930) (73,512,940) (77,052,830) (77,636,440)

Key Projects

.

Indoor Aquatic Centre 79,600 943,700 1,848,400 2,688,800 2,669,700 2,671,200 2,601,000

Armadale District Hall Upgrade 0 341,300 652,200 652,300 652,100 652,100 652,200

Piara Waters (South East) Community and Sporting Facility 0 98,800 98,800 98,800 209,000 209,000 209,000

Seville Grove Library/Champion Centre Upgrade 0 262,700 262,800 262,700 262,700 262,700 262,700

Wungong District Playing Fields – Stage 1 Cell A 0 0 902,300 902,300 902,300 902,300 902,300

Cross Park – Sports Pavilion 0 0 104,100 104,100 104,100 104,000 104,100

Creyk Park Pavilion Upgrade 0 0 0 152,300 152,300 152,400 152,300

Hilbert (South West) Sports Ground - Wungong Urban Cell J 0 0 0 458,500 458,400 458,400 458,400

Harrisdale (North) Community and Sporting Facility 0 0 0 0 154,000 154,000 154,000

Hilbert (West) Community Facility – Wungong Urban Cell K 0 0 0 0 278,800 278,900 278,800

Haynes District Sport Ground - Wungong Urban Cell D 0 0 0 0 0 541,300 541,200

Hilbert District Community Centre – Wungong Urban Cell F 0 0 0 0 0 536,700 536,700

Hilbert (East) Sporting Ground – Wungong Urban Cell G 0 0 0 0 0 154,200 154,200

Forrestdale Hub – Sporting Facilities Upgrades 0 0 0 0 0 544,200 544,100

Hilbert (East) Community Facility – Wungong Urban Cell G 0 0 0 0 0 552,100 552,100

Haynes Community Centre - Wungong Urban Cell C 0 0 0 0 0 0 0

Hilbert (South East) Sports Ground - Wungong Urban Cell H 0 0 0 0 0 0 0

Forrestdale Hall 0 0 0 0 0 0 0

Hilbert District Sport Ground - Wungong Urban Cell K 0 0 0 0 0 0 0

Gw ynne Park Upgrades – Phase 1 0 0 0 0 0 0 0

John Dunn Reserve – Community Building 0 0 0 0 0 0 0

John Dunn Reserve – BMX 0 0 0 0 0 0 0

.

Net Effect - Key Projects 79,600 1,646,500 3,868,600 5,319,800 5,843,400 8,173,500 8,103,100

Key Strategies

.

Workforce Planning 499,100 1,064,600 1,799,800 2,591,500 3,383,200 4,174,900 4,712,100

Asset Management Planning 17,794,860 18,330,030 16,358,180 13,361,860 14,082,390 14,191,200 14,619,620

Civic Precinct Provisioning 0 1,000,000 1,435,300 2,500,000 2,500,000 2,500,000 2,083,000

Specified Area Services - Wungong 0 43,800 87,800 132,200 184,700 262,000 349,300

Harrisdale Library Service 0 0 0 926,000 1,616,000 1,616,000 1,616,000

Hilbert Library Service 0 0 0 0 0 0 0

.

Net Effect - Key Strategies 18,293,960 20,438,430 19,681,080 19,511,560 21,766,290 22,744,100 23,380,020

Ongoing Services and Programs

.

Community 10,593,800 11,082,700 10,782,790 10,722,700 10,804,940 10,738,840 10,849,180

Environment 16,924,753 15,269,000 14,931,590 18,073,780 18,219,080 18,427,540 18,309,200

Economy 4,398,190 4,316,760 4,371,080 4,335,660 4,375,570 4,423,620 4,414,060

Leadership 14,128,180 13,453,620 12,768,420 12,288,430 12,503,660 12,545,230 12,580,880

.

Net Effect - Ongoing Services and Programs 46,044,923 44,122,080 42,853,880 45,420,570 45,903,250 46,135,230 46,153,320

Closing Balance ((Surplus) / Deficit) 0 0 0 0 0 0 0

56

Year 8 Year 9 Year 10 Year 11 Year 12 Year 13 Year 14 Year 15 Total

2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32

0 0 0 0 0 0 0 0 0

(5,748,000) (6,053,700) (6,351,500) (6,723,800) (6,740,000) (6,879,100) (6,866,000) (6,918,600) (88,178,140)

(2,524,370) (2,577,870) (2,633,470) (2,691,270) (2,751,370) (2,744,370) (2,744,370) (2,744,370) (34,980,050)

2,395,200 2,044,300 1,936,900 1,878,500 1,699,900 1,712,600 1,613,700 1,445,900 40,292,400

(87,558,720) (91,285,920) (95,076,020) (98,929,920) (102,848,420) (106,812,520) (110,863,220) (114,981,420) (1,322,761,280)

14,923,030 18,237,730 20,879,655 24,428,561 27,762,080 32,119,570 36,416,900 40,370,760 257,960,850

(78,512,860) (79,635,460) (81,244,435) (82,037,929) (82,877,810) (82,603,820) (82,442,990) (82,827,730) (1,147,666,220)

2,661,100 2,725,400 2,618,700 2,730,000 2,686,400 2,699,300 2,736,400 2,736,400 35,096,100

532,300 532,200 532,200 532,300 191,000 191,000 191,000 191,000 6,495,200

209,000 209,000 209,000 209,000 209,000 209,000 209,000 209,000 2,595,400

262,700 262,700 262,700 262,700 217,800 217,800 217,800 217,800 3,498,300

902,300 902,300 902,300 902,300 902,300 902,300 902,300 902,300 11,729,900

42,400 42,400 42,400 42,400 42,400 42,400 42,400 42,400 859,600

152,400 152,300 152,300 152,300 152,400 152,400 72,800 72,800 1,669,000

458,300 234,700 234,700 234,700 234,700 234,700 234,700 234,700 3,934,900

154,000 154,000 154,000 154,000 154,000 154,000 154,000 154,000 1,694,000

278,900 278,900 278,900 278,800 278,900 278,900 278,900 182,200 2,970,900

541,300 541,300 541,300 541,200 541,300 541,200 541,300 541,200 5,412,600

536,700 536,600 536,700 536,600 536,700 536,700 536,700 536,700 5,366,800

154,200 154,200 154,200 154,200 154,200 154,200 154,200 154,200 1,542,000

544,200 544,200 544,200 544,200 544,200 544,100 544,100 544,100 5,441,600

552,100 552,100 552,100 552,100 552,100 552,100 552,100 552,100 5,521,000

359,400 359,400 359,400 359,300 359,300 187,200 187,200 187,200 2,358,400

458,400 458,400 458,400 458,400 458,400 234,700 234,700 234,700 2,996,100

0 403,100 403,100 403,100 403,100 403,100 403,100 403,100 2,821,700

0 0 0 0 0 569,300 569,300 569,300 1,707,900

0 0 0 0 0 500,400 500,500 500,500 1,501,400

0 0 0 0 0 0 0 0 0

0 0 0 0 0 0 0 0 0

8,799,700 9,043,200 8,936,600 9,047,600 8,618,200 9,304,800 9,262,500 9,165,700 105,212,800

5,164,500 5,613,600 6,069,300 6,521,700 6,974,100 7,399,400 7,851,800 8,304,200 72,123,800

14,831,430 14,871,136 16,675,495 16,676,995 17,801,704 16,524,354 13,576,260 14,363,260 234,058,770

1,900,200 888,100 573,900 395,200 429,300 0 0 0 16,205,000

440,200 526,800 605,100 682,600 756,500 821,300 886,300 856,000 6,634,600

1,616,000 1,616,000 1,616,000 1,616,000 1,616,000 1,616,000 1,616,000 1,616,000 18,702,000

0 564,600 964,600 964,600 964,500 964,500 800,000 800,000 6,022,800

23,952,330 24,080,236 26,504,395 26,857,095 28,542,104 27,325,554 24,730,360 25,939,460 353,746,970

10,675,790 10,780,560 10,747,550 10,726,540 10,629,260 10,694,310 10,667,610 10,667,610 161,164,180

18,353,610 18,487,110 18,258,120 18,280,160 18,205,390 18,159,080 20,879,068 19,909,510 270,686,990

4,419,720 4,436,560 4,467,700 4,484,960 4,493,500 4,500,300 4,507,000 4,507,000 66,451,680

12,311,710 12,807,790 12,330,070 12,641,570 12,389,360 12,619,780 12,396,450 12,638,450 190,403,600

45,760,830 46,512,020 45,803,440 46,133,230 45,717,510 45,973,470 48,450,128 47,722,570 688,706,450

0 0 0 0 0 0 0 0 0

57

Appendix A – Outcomes and Strategies from the Strategic Community Plan

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