Corporate Business Plan - City of Armadale · The City’s Strategic Plan and Corporate Business...

Corporate Business PlanCity of Armadale | 2017/18 – 2021/22

The City of Armadale Corporate Business Plan 2017/18 – 2021/22 (CBP) is updated on an annual basis and sets out how the City will progress the immediate five years of its 15 Year Strategic Community Plan (SCP).

The CBP brings together the aspirations of the community and the fiscal reality faced by the City in the immediate future.

It outlines the activities that will be conducted in each area over the next five years, and the major projects that are scheduled under the SCP.

Both Plans are expressed in terms of the City’s four Future Directions – Community, Environment, Economy and Leadership. Each Future Direction has a number of outcomes and subsequent strategies and actions.

We have a large and growing community that is culturally and linguistically diverse. With the population approaching 90,000 by the end of 2017, we continue

to welcome on average 8 new residents every day of the year. This presents both opportunities and challenges for the region when it comes to employment creation, building community infrastructure and meeting the ever evolving needs of our fast growing community (expected to reach 145,000 by the year 2036):• The City of Armadale is

growing at 4% (2015/16), which is four times the State’s growth and almost three times the growth of the nation.

• 52% of our population is under 34 years old.

• By 2036 the largest age group will be 0-4 years, representing 8.3% of our population.

• On average, 30 new homes are built in the City of Armadale every week of the year.

• In 2016 the Gross Regional Product of the City of Armadale was $2.68 billion.

While the CBP identifies exciting new projects and initiatives, much of it is made up of the day to day business of constantly renewing, reviewing, maintaining, designing and delivering the infrastructure and services essential to a modern urban community.

The south eastern sector has become the ‘go-to’ area for homebuyers in greater metropolitan Perth. Out region needs greater economic investment that will provide jobs for the population and broaden the City’s rate base, which is currently 86% residential. On your behalf we continue to advocate tirelessly with both Federal and State representatives on bringing jobs to the suburbs.

Updates on progress towards the actions and strategies listed in the CBP will be reported to Council and communicated to the community through the City’s Annual Report, quarterly City Views Newletters and social media.

Message from the CEO

Message from the CEO ...........................................3

Introduction ..............................................................4

How to use this Corporate Business Plan ..........................................................5

Key Actions ..............................................................6

Community ..............................................................7

Environment ..........................................................13

Economy .................................................................19

Leadership ..............................................................25

Key Projects and Strategies ..................................32

Indoor Aquatic Centre ........................................................34

Armadale District Hall Upgrade ..........................................35

Piara Waters (South East) Community and Sporting Facility .......................................36

Seville Grove Library/Champion Centre Upgrade .................................................................37

Wungong District Playing Fields – Stage 1 Cell A ....................................................................38

Cross Park – Sports Pavilion ..............................................39

Creyk Park Pavilion Upgrade ..............................................40

Hilbert (South West) Sports Ground – Wungong Urban Cell J .................................................... 41

Harrisdale (North) Community and Sporting Facility ................................................................42

Hilbert (West) Community Facility – Wungong Urban Project Cell K .........................................43

Haynes District Sports Ground – Wungong Urban Cell D .....................................................44

Contents

Hilbert District Community Centre – Wungong Urban Project Cell F .........................................45

Hilbert (East) Sports Ground – Wungong Urban Project Cell G ........................................46

Forrestdale Hub – Sporting Facilities Upgrades ..............47

Hilbert (East) Community Facility – Wungong Urban Project Cell G ........................................48

Haynes Community Centre – Wungong Urban Project Cell C ........................................49

Hilbert (South East) Sports Ground – Wungong Urban Cell H .....................................................50

Forrestdale Hall .................................................................51

Hilbert District Sports Ground – Wungong Urban Project Cell K .........................................52

Gwynne Park Upgrades – Phase 1 ...................................53

John Dunn Reserve – Community Building .....................54

John Dunn Reserve – BMX ...............................................55

Key Strategies ........................................................56

Workforce Planning ..........................................................57

Asset Management Planning ............................................58

Civic Precinct (Reserve Provisioning) ...............................60

Specified Area Additional Services – Wungong ..............61

Harrisdale Library Service ................................................62

Hilbert Library Service ......................................................63

Financial Plan ........................................................64

Long Term Financial Plan .....................................66

Appendix A – Outcomes and Strategies from the Strategic Community Plan ....................70

A liveable City that is responsive to community values, appreciative of our natural environment, and providing a choice of lifestyle and work.

R S Tame, PSM Chief Executive Officer

Corporate Business Plan 2017/18 – 2021/22 3City of Armadale2

Strategic Community PlanProvides the long term view

informed by community aspirations. Reviewed every

four years.

Corporate Business Plan Activates the Strategic

Community Plan, integrates other plans for specific outcomes and sets out the resource strategies.

Reviewed annually to deliver the annual budget.

Annual Budget

Informing Strategies

Finance Plan Workforce Plan

Asset Plan Service Plans Specific Plans and Strategies

IntroductionThe 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 below diagram.

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.

Future Directions

Community Environment

LeadershipEconomy


Key ActionsTo 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 $45 million 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 three 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

Community The enabling services and programs in this area include:

Community DevelopmentDelivering 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 and Indigenous Development.

Community ServicesAdministration of the Executive Director of Community Services’ Office, including specialist projects relating to the Community Services Directorate.

Community PlanningPlanning 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 ServicesAdministration and operation of community use buildings, sporting reserves, Aquatic Centre, Recreation Centre and programs aimed at increasing participation in healthy recreational activity.

Libraries and HeritageAdministration and operation of local libraries, museums and historical facilities.

Rangers and Emergency ServicesAdministration 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.

Future Directions

Outcomes

Strategies

Actions

The following pages provide, for each Future Direction: • A brief overview of the relevant enabling services

and programs.

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

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

The link between Future Directions, outcomes, strategies and actions is shown as follows:

City of Armadale Corporate Business Plan 2017/18 – 2021/22 6 7

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

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 ✓ ✓ ✓ ✓ ✓

1.1.1.3 Facilitate volunteering opportunities for the benefit of individuals, community organisations, services and activities

✓ ✓ ✓ ✓ ✓

Strategy 1.1.2 Build interdependent and resilient community groups

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

1.1.2.1 Implement 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 1.1.3 Value and celebrate our diversity and heritage

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

1.1.3.1 Investigate 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 1.1.4 Foster local pride

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 1.2 Active community life that is safe and healthyStrategy 1.2.1 Recognise, value and support for everyone

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

1.2.1.1 Facilitate 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 1.2.2 Provide opportunities to improve health outcomes for everyone

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

1.2.2.1 Facilitate 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 1.2.3 Encourage initiatives to improve perceptions of safety

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 ✓ ✓ ✓ ✓ ✓

Future Direction Community


Outcome 1.3 The community has the services and facilities it needsStrategy 1.3.1Plan for services and facilities in existing and emerging communities

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

1.3.1.1 Deliver the Community Infrastructure Plan ✓ ✓ ✓ ✓ ✓

1.3.1.2 Implement a social planning approach to advocate for funding and services

✓ ✓ ✓ ✓ ✓

1.3.1.3 Deliver an all year round indoor aquatic centre ✓ ✓

Strategy 1.3.2Deliver services

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 ✓ ✓ ✓

1.3.2.3 Deliver initiatives that respond to local law enforcement and legislative compliance

✓ ✓ ✓ ✓ ✓

Strategy 1.3.3 Advocate and share responsibility for service delivery

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

1.3.3.1 Contribute to cooperative regional emergency management

✓ ✓ ✓ ✓ ✓

Strategy 1.3.4 Promote services and facilities available in the community

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 1.4 The community is engaged and understood Strategy 1.4.1 Consult the community in diverse ways

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 1.4.2 Identify our strengths, challenges and opportunities

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

1.4.2.1 Implement regular Community Perceptions Surveys ✓ ✓ ✓

1.4.2.2 Facilitate the collection and sharing of information about the needs of the City with community and service agencies

✓ ✓ ✓ ✓ ✓


Ongoing Services and Programs Funding

ParticularsYear 1 Year 2 Year 3 Year 4 Year 5

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

Community

Environment The enabling services and programs in this area include:

Asset ManagementMonitoring and recording of Council assets and infrastructure and development of plans for their maintenance and renewal.

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

Civil WorksAdministration, regulation, maintenance and construction of streets, roads, bridges, pathways, drainage and associated components, under the City’s control.

Environment PlanningAdministration, inspection and operation of environmental concerns.

ParksMaintenance and construction of recreation grounds, parks, gardens, streetscapes, road verges and roundabouts.

PlanningAdministration, inspection and operation of town planning and regional development services and major planning projects.

PropertyProvision and maintenance of Council’s built assets such as community facilities, sporting clubs and pavilions, public halls and toilets, and administration centres.

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

Technical ServicesAdministration of the Executive Director of Technical Services’ Office, including specialist projects relating to the Technical Services Directorate.

WasteAdministration and operation of refuse collection and disposal services, including general, recyclable and green waste collection, and associated sites.

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 Environment outcomes and strategies.


Future Direction Environment

Outcome 2.1 The natural environment is valued and conserved Strategy 2.1.1 Preserve and improve natural areas

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 2.1.2 Manage the interface between natural areas and the built environment

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

✓ ✓ ✓ ✓ ✓

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

✓ ✓ ✓ ✓ ✓

2.1.2.3 Manage the preservation of the water quality of local streams, creeks and rivers potentially affected by development

✓ ✓ ✓ ✓ ✓

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

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

2.1.3.1 Implement the Groundwater Resource Position Paper ✓ ✓ ✓ ✓ ✓

Strategy 2.1.4 Minimise the City’s carbon footprint

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

2.1.4.1 Deliver a businesss case for expansion of flaring infrastructure at the Hopkinson Road Landfill and Recycling facility

✓

2.1.4.2 Implement the actions of the City’s Corporate Greenhouse Action Plan 2014/15 to 2019/20

✓ ✓ ✓

Outcome 2.2 Attractive and Functional Public Places Strategy 2.2.1 Deliver attractive and functional streetscapes, open spaces, City buildings and facilities

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

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

✓ ✓ ✓ ✓ ✓

2.2.1.2 Facilitate the delivery of best locations for community facilities including co-location

✓ ✓ ✓ ✓ ✓

2.2.1.3 Implement the Urban Forest Strategy ✓ ✓ ✓ ✓ ✓

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

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

2.2.2.1 Implement, survey and define a sense of place or character for each designated area of the City

✓ ✓ ✓ ✓ ✓

2.2.2.2 Facilitate place making activities in localities to reinforce local identity

✓ ✓ ✓ ✓ ✓

2.2.2.3 Contribute to local character by understanding the history of places and preserving locally significant sites and items

✓ ✓ ✓ ✓ ✓

Strategy 2.2.3 Revitalise existing neighbourhoods whilst retaining the character of places

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

2.2.3.1 Implement renewal works to have a greater impact in a designated area

✓ ✓ ✓ ✓ ✓

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


Outcome 2.3 Well Managed Infrastructure Strategy 2.3.1 Apply best practice design and construction methodologies for the provision of infrastructure

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

2.3.1.1 Implement a best practice project management approach to the planning and delivery of infrastructure

✓ ✓ ✓ ✓ ✓

2.3.1.2 Apply the latest technological advancements, and optimal energy reduction strategies, in design criteria of facilities

✓ ✓ ✓ ✓ ✓

Strategy 2.3.2 Ensure maintenance activities address required levels of service

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

2.3.2.1 Review best practice maintenance activities ✓ ✓ ✓ ✓ ✓

2.3.2.2 Ensure balance is maintained between Levels of Service and affordability

✓ ✓ ✓ ✓ ✓

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

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

2.3.3.1 Investigate future demand for infrastructure based on projected population growth and demand

✓ ✓ ✓ ✓ ✓

2.3.3.2 Deliver Asset Management Plans to address medium to long term requirements for renewal and maintenance funding

✓ ✓ ✓ ✓ ✓

Strategy 2.3.4 Develop long term transport network planning

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

2.3.4.2 Investigate 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 2.4 Best Practice Waste ManagementStrategy 2.4.1 Apply effective waste collection methodologies

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

2.4.1.2 Investigate collection fleet requirements ✓

Strategy 2.4.2 Maximise recycling opportunities

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 2.4.3 Improve waste disposal practices

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 2.4.4 Apply efficient waste administration

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

2.4.4.1 Implement advanced technologies in route planning and management

✓

Outcome 2.5 Quality Development OutcomesStrategy 2.5.1 Implement and administer the City’s Town Planning Scheme and Local Planning Strategy to deliver quality development outcomes

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

✓ ✓ ✓ ✓ ✓

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

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

✓ ✓ ✓ ✓ ✓




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 (5,669,170) (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 16,924,753 15,269,000 14,931,590 18,073,780 18,219,080

Environment

Economy The enabling services and programs in this area include:

Development ServicesAdministration of the Executive Director of Development Services’ Office, including specialist projects relating to the Development Services Directorate.

Economic DevelopmentProvides a strong linkage between the City and the business community and manages several economic development projects and 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 CommunicationsCorporate 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.

SubdivisionsPlanning and engineering requirements associated with new subdivisions.

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

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 Economy outcomes and strategies.


Future Direction Economy

Outcome 3.1

Economic GrowthStrategy 3.1.1 Promote Armadale and its potential businesss opportunities to facilitate targeted economic development

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

3.1.1.1 Deliver 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

✓ ✓

3.1.1.3 Facilitate the Armadale Regional Economic Development Advisory Group

✓ ✓ ✓ ✓ ✓

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

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

3.1.2.1 Deliver and promote the investment prospectus for the City of Armadale

✓ ✓ ✓ ✓ ✓

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

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

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

✓ ✓ ✓ ✓ ✓

3.1.3.2 Facilitate an integrated employment area on designated industrial land at South Forrestdale – Rowley Road Precinct

✓ ✓ ✓ ✓ ✓

3.1.3.3 Facilitate the development of business associations within the region

✓ ✓ ✓ ✓ ✓

Outcome 3.2

Diverse Employment and Education OpportunitiesStrategy 3.2.1 Facilitate access to business skills enhancement and development opportunities

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

3.2.1.1 Investigate transition to employment initiatives with service providers and agencies

✓ ✓ ✓ ✓ ✓

3.2.1.2 Implement a program for business training and development for local micro to medium-sized enterprises

✓ ✓ ✓ ✓ ✓

3.2.1.3 Facilitate a range of business support and advisory organisations to the wider businesss community

✓ ✓ ✓ ✓ ✓

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

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

3.2.2.1 Advocate for and facilitate new schools and expansion of existing schools to meet community needs

✓ ✓ ✓ ✓ ✓

3.2.2.2 Advocate 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 3.3

Public Infrastructure that supports economic developmentStrategy 3.3.1 Facilitate and advocate for an efficient movement network connecting employment and business opportunities

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

3.3.1.1 Advocate for improvements to Armadale’s critical transport infrastructure gaps and emerging priorities

✓ ✓ ✓ ✓ ✓

3.3.1.2 Advocate for grade separation of railway level crossings in Kelmscott and Armadale

✓ ✓ ✓ ✓ ✓

Strategy 3.3.2 Develop and maintain intergovernmental economic development relationships

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 3.3.3 Advocate appropriate Information and Communications Technology (ICT) infrastructure to support industry and business

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

3.3.3.1 Implement the City of Armadale Digital Strategy ✓ ✓ ✓ ✓ ✓

3.3.3.2 Advocate for and facilitate rollout of the National Broadband Network (NBN)

✓ ✓

Strategy 3.3.4 Identify critical infrastructure needs to facilitate growth

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

3.3.4.1 Advocate 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

✓ ✓ ✓ ✓ ✓

3.3.4.3 Develop alternative strategies for implementation of the Civic Precinct Plan

✓ ✓ ✓ ✓ ✓

Outcome 3.4

A desirable destinationStrategy 3.4.1 Promote the district and opportunities for visitors to the region

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

3.4.1.1 Deliver Major Event Sponsorship to support events attracting visitors to the region

✓ ✓ ✓ ✓ ✓

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

✓ ✓ ✓ ✓ ✓

3.4.1.3 Deliver the regional Spring into Armadale marketing campaign

✓ ✓ ✓ ✓ ✓

3.4.1.4 Contribute to the visitor experience through better access, signage and high level customer service

✓ ✓ ✓ ✓ ✓

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

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

3.4.2.1 Investigate and assist in the development of ‘visitor ready’ tourism products and services

✓ ✓ ✓ ✓ ✓

3.4.2.2 Advocate the Armadale region and tourism products to key industry stakeholders and visitor market segments

✓ ✓ ✓ ✓ ✓

3.4.2.3 Facilitate and encourage investment of new short stay accommodation products in the Armadale region

✓ ✓ ✓ ✓ ✓



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

Economy


LeadershipThe enabling services and programs in this area include:

Chief Executive’s OfficeAdministration of the Chief Executive’s Office and the Members of Council, including core organisational services, leadership and strategic direction.

Corporate ServicesAdministration of the Executive Director of Corporate Services’ Office, including specialist projects relating to the Corporate Services Directorate.

FinanceAdministration and operation of all corporate finance related matters, including cash receipting, billing, funds investment, creditor payment and corporate finance systems.

Governance and AdministrationProvision 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 ResourcesAdministration and co-ordination of all corporate Human Resource related matters, including corporate training, occupational safety and health advisement, and staff recruitment.

IT ServicesProvision, operation and maintenance of core computer systems, software and hardware management, printing and consumables, telephones and communications networks.

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

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 Leadership outcomes and strategies.


Future Direction Leadership

Outcome 4.1

Visionary Civic leadership and sound governanceStrategy 4.1.1 Foster and advocate strategic alliances that promote local and regional development

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

4.1.1.1 Inform other tiers of government about local concerns and needs for service

✓ ✓ ✓ ✓ ✓

4.1.1.2 Contribute 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 4.1.2 Make decisions that are sound, transparent and strategic

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

4.1.2.1 Implement policies and associated delegations to improve transparency of decisions

✓ ✓ ✓ ✓ ✓

4.1.2.2 Implement the Better Business Review ✓ ✓ ✓ ✓ ✓

4.1.2.3 Implement 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 4.1.3 Support the role of the elected body

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

4.1.3.1 Deliver local government elections every two years in conjunction with the Western Australian Electoral Commission

✓ ✓ ✓

4.1.3.2 Deliver 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 4.2

An innovative and progressive organisationStrategy 4.2.1 Recruit and develop a skilled and competent workforce

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

4.2.1.1 Deliver identified training and development programs for all staff

✓ ✓ ✓ ✓ ✓

4.2.1.2 Facilitate the recruitment of high calibre candidates for positions identified in the Workforce Plan

✓ ✓ ✓ ✓ ✓

Strategy 4.2.2 Implement business plans and practices that improve service delivery

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 ✓ ✓ ✓ ✓ ✓

4.2.2.3 Investigate organisational resources having regard to community needs and expectations

✓

Strategy 4.2.3 Foster a positive and responsive ‘can do’ approach

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

4.2.3.1 Facilitate greater collaboration between teams within the organisation

✓ ✓ ✓ ✓ ✓

4.2.3.2 Facilitate on-line capabilities that are responsive to customer needs

✓ ✓ ✓ ✓ ✓

4.2.3.3 Investigate and implement customer service standards that align to customer expectations, needs and industry best practice

✓ ✓ ✓ ✓ ✓


Outcome 4.3

Financial SustainabilityStrategy 4.3.1 Prepare and implement short to long term financial plans

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

4.3.1.1 Implement 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 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

✓ ✓ ✓ ✓ ✓

4.3.2.2 Implement reviewed principles for setting fees and charges for community facilities

✓

Strategy 4.3.3 Seek efficiencies that will reduce service delivery costs

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

✓ ✓ ✓

4.3.3.3 Investigate ways that assets service levels can be matched to long term funding capability

✓ ✓ ✓ ✓ ✓

Outcome 4.4

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

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

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

✓ ✓ ✓ ✓ ✓

4.4.1.2 Contribute to positive media coverage of Armadale ✓ ✓ ✓ ✓ ✓

4.4.1.3 Implement marketing and promotion of the City through publications, online opportunities, strategic marketing and PR

✓ ✓ ✓ ✓ ✓

Strategy 4.4.2 Ensure effective communication with the community and stakeholders

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

✓ ✓ ✓ ✓ ✓

4.4.2.2 Implement high quality corporate documents, targeted to appropriate audiences

✓ ✓ ✓ ✓ ✓

Strategy 4.4.3 Promote and celebrate the City’s achievements

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

✓ ✓ ✓ ✓ ✓

4.4.3.2 Investigate opportunities to showcase the City's achievements through awards for excellence and national recognition

✓ ✓ ✓ ✓ ✓



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

Leadership


Key Projects and Strategies

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

communities and the development of new

communities


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 (to the right) broken up into their respective significant land development areas.

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 to right) which are planned for delivery over the next 15 years.

Piara Waters Hilbert Haynes Harrisdale

20110

10,000

20,000

30,000

40,000

50,000

60,000

70,000

2016 2021 2026 2031 2036

Growth area population projections

Key Projects and Strategies

Key Projects

Indoor Aquatic Centre .............................................34

Armadale District Hall Upgrade ..............................35

Piara Waters (South East) Community and Sporting Facility ...........................36

Seville Grove Library/ Champion Centre Upgrade .....................................37

Wungong District Playing Fields – Stage 1 Cell A..........................................................38

Cross Park – Sports Pavilion ..................................39

Creyk Park Pavilion Upgrade ..................................40

Hilbert (South West) Sports Ground – Wungong Urban Cell J .........................................41

Harrisdale (North) Community and Sporting Facility ......................................................42

Hilbert (West) Community Facility – Wungong Urban Project Cell K ...............................43

Haynes District Sports Ground – Wungong Urban Cell D ...........................................44

Hilbert District Community Centre – Wungong Urban Project Cell F ...............................45

Hilbert (East) Sports Ground – Wungong Urban Project Cell G...............................46

Forrestdale Hub – Sporting Facilities Upgrades.....47

Hilbert (East) Community Facility – Wungong Urban Project Cell G...............................48

Haynes Community Centre – Wungong Urban Project Cell C ...............................49

Hilbert (South East) Sports Ground – Wungong Urban Cell H ...........................................50

Forrestdale Hall .......................................................51

Hilbert District Sports Ground – Wungong Urban Project Cell K ...............................52

Gwynne Park Upgrades – Phase 1 .........................53

John Dunn Reserve – Community Building ............54

John Dunn Reserve – BMX .....................................55

Key Strategies

Workforce Planning .................................................57

Asset Management Planning ..................................58

Civic Precinct (Reserve Provisioning) .....................60

Specified Area Additional Services – Wungong .....61

Harrisdale Library Service ......................................62

Hilbert Library Service ............................................63

Our population is growing and becoming more diverse and is expected to reach 144,800 by the year 2036

Indoor Aquatic Centre

Piara Waters (South East) Community and Sporting Facility


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 closure 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.

Indoor Aquatic Centre

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

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

Renewal 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

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

Total2025/26 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

Renewal 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

Funding Details

Armadale District Hall Upgrade


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

Renewal 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


Total2025/26 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

Funding Details

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 the 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.


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 Training and external grants.

The specific concept and design of this facility is yet to be determined.

Funding Details

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.


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

Operational Allocation 0 133,500 133,500 133,500 133,500 133,500 133,500 133,500

Renewal 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


Total2025/26 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

Funding Details


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


Renewal 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


Total2025/26 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


Wungong District Playing Fields – Stage 1 Cell A


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


Total2025/26 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

Funding Details

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.


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


Total2025/26 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

Renewal 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

Funding Details

Project Brief

Forming part of the proposed 40 hectare Wungong Regional Facility that will ultimately serve an area beyond the City’s boundaries, the district playing fields component (16 hectare) will comprise the equivalent of four senior-sized playing fields and associated facilities that will serve the immediate catchment of the Wungong Urban community.

The district component will be delivered in two stages; the first stage which is this project is to be delivered in year two, and comprises two playing fields and an associated sporting/community facility. The second stage which is a larger set of two 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.


Creyk Park Pavilion UpgradeProject 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.


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


Total2025/26 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

Funding Details Funding Details

Hilbert (South West) Sports Ground – Wungong Urban Cell JProject 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.


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


Total2025/26 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


Harrisdale (North) Community and Sporting FacilityProject 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 Training and external grants.


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

Renewal 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


Total2025/26 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


Hilbert (West) Community Facility – Wungong Urban Project Cell KProject 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.


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


Total2025/26 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


Haynes District Sports Ground – Wungong Urban Cell DProject 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 co-located with a High School and Primary School forming a 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.


Hilbert District Community Centre – Wungong Urban Project Cell FProject Brief

Identified though joint work between the City and Metropolitan Redevelopment Authority, this is a district level community centre of around 1,650 square metres 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.


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

Capital Allocation 0 0 0 0 6,963,000 0 0 0

Operational Allocation 0 0 0 0 0 209,000 209,000 209,000

Renewal Allocation 0 0 0 0 0 174,000 174,000 174,000

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

Interest Expense 0 0 0 0 0 68,300 62,700 56,800

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


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




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


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


Total2025/26 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


Total2025/26 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


Hilbert (East) Sports Ground – Wungong Urban Project Cell GProject 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.


Forrestdale Hub – Sporting Facilities UpgradesProject 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.


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


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


Total2025/26 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


Total2025/26 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


Hilbert (East) Community Facility – Wungong Urban Project Cell GProject 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.


Haynes Community Centre – Wungong Urban Project 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.


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

Renewal 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


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


Total2025/26 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


Total2025/26 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


Hilbert (South East) Sports Ground – Wungong Urban Cell HProject 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.


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.


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

Renewal 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


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

Renewal 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


Total2025/26 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


Total2025/26 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


Hilbert District Sports Ground – Wungong Urban Project Cell KProject 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.


Gwynne Park Upgrades – Phase 1Project 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 car parking accessible

from Forrest Road and Townley Street to enhance accessibility through the precinct.

This project is part of a large scale, two 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.


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

Capital Grants 0 0 0 0 0 0 0 0




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





Total2025/26 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


Total2025/26 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)

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


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.


John Dunn Reserve – BMXProject 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.


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






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






Total2025/26 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)



Total2025/26 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)



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

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:• Five 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.

• 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


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


Total2025/26 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


Asset Management PlanningProject Brief

Asset Management Plans (AMPs) have been developed for the five 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 AMPs 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.)



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


Total2025/26 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


Specified Area Additional Services – Wungong

Civic Precinct (Reserve Provisioning)

Project Brief

The purpose of this strategy is to levy a Specified Area Rate (SAR), 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 SAR 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.

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 DetailsFunding Details


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


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


Total2025/26 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


Total2025/26 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


Hilbert Library Service

Harrisdale Library Service

Project Brief

In order to serve the growing populations of Hilbert and Haynes, the option of a public library of approximately 750 square metres 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.

Project Brief

In order to serve the growing populations of Piara Waters and Harrisdale, the option of a public library of approximately 1,000 square metres 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.



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

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


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



Total2025/26 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

Municipal Funds 1,616,000 1,616,000 1,616,000 1,616,000 1,616,000 1,616,000 1,616,000 18,702,000


Total2025/26 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


Financial Plan

Assumptions and Methodologies Key Elements of the Financial Plan

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.

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. The first 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. The second 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.


Long Term Financial Plan 2017/18 – 2031/32 Particulars

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

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

Gwynne 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

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

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


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

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

Long Term Financial Plan 2017/18 – 2031/32


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

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

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

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


Appendix A –

Outcomes and Strategies from the Strategic Community Plan

CommunityThe 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.

Outcomes – what will it look like? Strategies – how will we get there?

1.1 A strong sense of community spirit

1.1.1 Provide opportunities to connect individuals to each other and the wider community1.1.2 Build inter-dependent and resilient community groups1.1.3 Value and celebrate our diversity and heritage1.1.4 Foster local pride

1.2 Active community life that is safe and healthy

1.2.1 Recognise, value and support everyone1.2.2 Provide opportunities to improve health outcomes for everyone1.2.3 Encourage initiatives to improve perceptions of safety

1.3 The community has the services and facilities it needs

1.3.1 Plan for services and facilities in existing and emerging communities1.3.2 Deliver services1.3.3 Advocate and share responsibility for service delivery1.3.4 Promote services and facilities available in the community

1.4 The community is engaged and understood

1.4.1 Consult the community in diverse ways1.4.2 Identify our strengths, challenges and opportunities

Outcomes – what will it look like? Measures – how will you measure our progress?

1.1 A strong sense of community spirit

Target: Improving overall satisfaction with Armadale as a place to liveSource: Community Perceptions Survey

1.2 Active community life that is safe and healthy

Target: Implement the Key Actions of the Health and Wellbeing Plan Source: City of Armadale Health Services Annual Report to State GovernmentTarget: Improve resident satisfaction with Safety and SecuritySource: Community Perceptions Survey

1.3 The community has the services and facilities it needs

Target: New City facilities and services establishedSource: City of Armadale Community Infrastructure Plan

1.4 The community is engaged and understood

Target: Increasing satisfaction with how the community is consulted about local issues

Source: Community Perceptions Survey


EnvironmentThe level of care afforded to our natural environment and the way land and physical infrastructure is planned, provided and maintained.


2.1 The Natural Environment is valued and conserved

2.1.1 Preserve and improve natural areas2.1.2 Manage the interface between natural areas and the built environment2.1.3 Ensure that developments are sensitive to pre-existing environmental values2.1.4 Minimise the City’s carbon footprint

2.2 Attractive and Functional Public Places

2.2.1 Deliver attractive and functional streetscapes, open spaces, City buildings and facilities2.2.2 Protect and enhance the character of the City’s spaces and places2.2.3 Revitalise existing neighbourhoods whilst retaining the character of places

2.3 Well Managed Infrastructure 2.3.1 Apply best practice design and construction methodologies for the provision of infrastructure2.3.2 Ensure maintenance activities address required levels of service2.3.3 Develop and implement asset management plans to inform long term funding requirements2.3.4 Develop long term transport network planning

2.4 Best Practice Waste Management

2.4.1 Apply effective waste collection methodologies2.4.2 Maximise recycling opportunities2.4.3 Improve waste disposal practices2.4.4 Apply efficient waste administration

2.5 Quality Development Outcomes 2.5.1 Implement and administer the City’s Town Planning Scheme and Local Planning Strategy to deliver quality development outcomes2.5.2 Implement and administer the Building Act to meet community and building industry needs


2.1 The Natural Environment is valued and conserved

Target: Satisfaction with conservation and environmental management is improvedSource: Community Perceptions Survey

2.2 Attractive and Functional Public Places

Target: Satisfaction with Parks and Streetscapes is improvedSource: Community Perceptions Survey

2.3 Well Managed Infrastructure Target: Consistent upward trend in three year rolling averages in Asset-related Financial Ratios

Source: City of Armadale Annual Financial Statements

2.4 Best Practice Waste Management

Target: Diminishing percentage of collected waste deposited in landfill (towards zero)Source: City of Armadale Annual Report

2.5 Quality Development Outcomes Target: Improve the regulatory framework and timeframes for applicationsSource: City of Armadale records

EconomyA strong economy that improves employment opportunities and also provides regional services, facilities and infrastructure.


3.1 Economic Growth 3.1.1 Promote Armadale and its potential business opportunities to facilitate targeted economic development3.1.2 Investigate public and private capital opportunities in the South East Metropolitan Region3.1.3 Develop, maintain and foster relationships with local and target industries

3.2 Diverse Employment and Education Opportunities

3.2.1 Facilitate access to business skills enhancement and development opportunities3.2.2 Facilitate and advocate for provision of a full range of education and training opportunities

3.3 Public Infrastructure that supports Economic Development

3.3.1 Facilitate and advocate for an efficient movement network connecting employment and business opportunities3.3.2 Develop and maintain intergovernmental economic development relationships3.3.3 Advocate appropriate information and Communications Technology (ICT) infrastructure to support industry and business3.3.4 Identify critical infrastructure needs to facilitate growth

3.4 A Desirable Destination 3.4.1 Promote the district and opportunities for visitors to the region3.4.2 Leverage existing strengths to diversify and expand tourism product in the region


3.1 Economic Growth Target: Increasing trend in the three year rolling average of Gross Regional Product per head of population

Source: Economy ID

3.2 Diverse Employment and Education Opportunities

Target: Local jobs numbers improvedSource: Economy ID

3.3 Public Infrastructure that supports Economic Development

Target: Number of businesses in the City of Armadale maintained or improvedSource: Economy ID

3.4 A Desirable Destination Target: Annual visitation numbers to the Armadale Visitor Centre are improvedSource: Visitor Centre daily data collection


LeadershipEffective leadership and professional governance, together with efficient administration of Council resources.


4.1 Visionary Civic leadership and sound Governance

4.1.1 Foster and advocate strategic alliances that promote local and regional development4.1.2 Make decisions that are sound, transparent and strategic4.1.3 Support the role of the elected body

4.2 An innovative and progressive organisation

4.2.1 Recruit and develop a skilled and competent workforce4.2.2 Implement business plans and practices that improve service delivery4.2.3 Foster a positive and responsive ‘can do’ approach

4.3 Financial Sustainability 4.3.1 Prepare and implement short to long term financial plans 4.3.2 Pursue non-rates revenue opportunities4.3.3 Seek efficiencies that will reduce service delivery costs

4.4 Effective Communications 4.4.1 Market the City’s brand and tell the positive stories of Armadale4.4.2 Ensure effective communication with the community and stakeholders4.4.3 Promote and celebrate the City’s achievements


4.1 Visionary Civic leadership and sound Governance

Target: Satisfaction with Council’s leadership within the community is improvedSource: Community Perceptions Survey

4.2 An innovative and progressive organisation

Target: Agreement that staff at the City of Armadale have a good understanding of residents’ needs is improved

Source: Community Perceptions Survey

4.3 Financial Sustainability Target: Maintain our Local Government Financial Sustainability score above 70Source: Department of Local Government & Communities

4.4 Effective Communications Target: Increasing satisfaction with how the community is informed about local issuesSource: Community Perceptions SurveyTarget: Increasing number of positive stories published in all mediaSource: Media monitoring and City records

Effective leadership and professional governance, together

with efficient administration of Council resources


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