Corporate Business Plan - City of Armadale · Every year the City of Armadale reviews its five year...

Corporate Business PlanCity of Armadale | 2016 – 2021

Every year the City of Armadale reviews its five year Corporate Business Plan (CBP) against the City’s Strategic Community Plan (SCP) and takes into account the growth and changes that Armadale is experiencing. The City’s strategic focus is presented in four Future Directions which are the pillars of this plan – Community, Environment, Economy and Leadership. The first year of the Corporate Business Plan becomes the detailed Annual Budget.

The City’s current Strategic Community Plan 2016 – 2031 (SCP) has recently been reviewed and updated following the Growing Armadale community engagement project. The characteristics and challenges which we experience today and expect to continue into the future include:

• Armadale’s population is currently growing at 5.98% (2016) – more than double the WA state average and four times the Australian average

• 51% of our population is under 34 years old

• 0-4 years will be the largest age structure by 2036, representing 8.3% of our population

• An average of 14 people move into the City of Armadale every day of the year

• An average of 29 new homes are built in the City of Armadale every week of the year

• Over $612 million worth of projects were approved by the City in 2014/2015

• Gross Regional Product in the City of Armadale was $2.49 billion in 2014.

Council’s vision for Armadale is of a liveable city that is responsive to community values, appreciative of our natural environment, and provides a choice of lifestyle and work. This plan responds to that vision and identifies the enabling services, programs, new strategies and projects which need to be implemented in an orderly way over the next five years.

The Corporate Business Plan sets out the priorities that the City must focus on to cater for a future population of over 150,000. The strategies and projects identified in the plan include construction of new facilities, opportunities to influence the decisions of government and private enterprise to invest in our region, and efficiencies that will enable best value delivery of services. The plan also identifies key changes in the economic and political environment that may impact on the community and the City’s ability to support projects.

This publication includes the legislative structure that guides how we create the Corporate Business Plan, actions that

respond to the outcomes and strategies adopted by Council in the Strategic Community Plan. Key strategies and projects that require special funding consideration are also included. The City will need to apply clear principles, strong commitment and discipline to enable the achievement of these outcomes over time.

This Corporate Business Plan provides a framework for the City to build on the strengths of Armadale’s location and history, to revitalise assets to ensure that they remain fit for purpose and to capitalise on opportunities to become stronger and even more responsive for the future. It is exciting to see the progress we have made in implementing works from our last Corporate Business Plan and to present this new plan based on the feedback of our community.

RS Tame Chief Executive Officer

Message from the CEO

Table of ContentsMessage from the CEO 3

Introduction 4

How to use This Corporate Business Plan 5

Future Directions, Outcomes, Strategies and Actions 6

Community 7

Environment 13

Economy 19

Leadership 25

Key Projects and Strategies 31

Armadale District Hall Upgrade 34

Piara Waters (South East) Community and Sporting Facility 35

Indoor Aquatic Centre 36

Hilbert (West) Community Facility 37

Haynes District Sport Ground Wungong Urban Project Cell D 38

Wungong Regional Recreation Facility 39

Haynes Community Centre Wungong Urban Project Cell C 40

Hilbert (East) Community Facility 41

Hilbert (East) Sporting Ground 42

Harrisdale (North) Community and Sporting Facility 43

Hilbert District Community Centre 44

Hilbert South East Sports Ground Wungong Urban Project Cell H 45

Hilbert South West Sports Ground Wungong Urban Project Cell J 46

Hilbert District Sport Ground Wungong Urban Project Cell K 47

Workforce Planning 48

Asset Management Planning 49

Civic Precinct (Reserve Provisioning) 50

Specified Area Additional Services Wungong 51

Financial Plan 53

Long Term Financial Plan 54

Appendix A – Outcomes and Strategies from the Strategic Community Plan 56

Corporate Business Plan 2016 – 2021 3

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 above diagrams.

Our Future Directions These have been built around four major goals.

Community Environment

LeadershipEconomy

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 StrategiesEach 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.

4 City of Armadale Corporate Business Plan 2016 – 2021 5

To realise the outcomes and strategies, the City has identified a series of Key Actions to be taken over the next five years.

Key ActionsThese 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 such as:

• Maintenance and improvement of over 733 kms of road network

• Maintenance and improvement of over 1847 hectares of parks and reserves

• Maintenance and improvement of over 155 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 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.

Future Directions

The link between future directions, outcomes, strategies and actions

Outcomes Strategies Actions

Community The enabling services and programs in this area include:

Community DevelopmentAdministration and operation of services relating to indigenous support, volunteers, early childhood, youth, aged and disabled, families, community development and community planning. It also delivers the city’s Major Art Events Programs and supports local arts and cultural initiatives.

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

Health AdministrationInspections, operations and programs concerned with the general health of community and includes the encouragement of immunisation programs, inspection and licensing of food premises and conducting preventative service programs.

Recreation ServicesAdministration and operation of halls, outdoor sporting complexes, recreational programs, public swimming pools and indoor sporting complexes.

Libraries and Heritage Administration 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.


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 2016/17 2017/18 2018/19 2019/20 2020/21

1.1.1.1 Investigate and 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 2016/17 2017/18 2018/19 2019/20 2020/21

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 2016/17 2017/18 2018/19 2019/20 2020/21

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 2016/17 2017/18 2018/19 2019/20 2020/21

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 2016/17 2017/18 2018/19 2019/20 2020/21

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 2016/17 2017/18 2018/19 2019/20 2020/21

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 2016/17 2017/18 2018/19 2019/20 2020/21

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 2016/17 2017/18 2018/19 2019/20 2020/21

1.3.1.1 Deliver the Community Infrastructure Plan ✓ ✓ ✓ ✓ ✓

1.3.1.2 Implement a social planning approach to inform planning for appropriate services and facilities

✓ ✓ ✓ ✓ ✓

1.3.1.3 Deliver an all year round indoor aquatic centre ✓ ✓

Strategy 1.3.2Deliver services

Actions 2016/17 2017/18 2018/19 2019/20 2020/21

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 2016/17 2017/18 2018/19 2019/20 2020/21

1.3.3.1 Contribute to cooperative regional emergency management ✓ ✓ ✓ ✓ ✓

Strategy 1.3.4 Promote services and facilities available in the community

Actions 2016/17 2017/18 2018/19 2019/20 2020/21

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 2016/17 2017/18 2018/19 2019/20 2020/21

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 2016/17 2017/18 2018/19 2019/20 2020/21

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

✓ ✓ ✓ ✓ ✓


Environment The enabling services and programs in this area include:

Asset ManagementMonitoring and recording of Council assets, 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.

Ongoing Services and Programs Funding

ParticularsYear 1 Year 2 Year 3 Year 4 Year 5

2016/17 2017/18 2018/19 2019/20 2020/21

Community Development

3,066,290 3,045,210 3,269,910 3,157,120 3,164,500

Community Services 433,570 413,820 434,730 415,150 415,580

Health Administration 1,120,420 1,105,830 1,106,240 1,151,650 1,107,060

Recreation Services 1,243,160 1,248,920 1,388,460 1,149,670 1,121,920

Libraries and Heritage 3,033,840 3,035,010 3,035,280 3,040,550 3,040,820

Rangers and Emergency Services

1,394,040 1,367,310 1,380,980 1,379,550 1,383,720

Municipal Funds 10,291,320 10,216,100 10,615,600 10,293,690 10,233,600

Community


Future Direction Environment

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

Actions 2016/17 2017/18 2018/19 2019/20 2020/21

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 2016/17 2017/18 2018/19 2019/20 2020/21

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 2016/17 2017/18 2018/19 2019/20 2020/21

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

Strategy 2.1.4 Minimise the City’s carbon footprint

Actions 2016/17 2017/18 2018/19 2019/20 2020/21

2.1.4.1 Deliver a business 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 2016/17 2017/18 2018/19 2019/20 2020/21

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 2016/17 2017/18 2018/19 2019/20 2020/21

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 2016/17 2017/18 2018/19 2019/20 2020/21

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 2016/17 2017/18 2018/19 2019/20 2020/21

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 2016/17 2017/18 2018/19 2019/20 2020/21

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 2016/17 2017/18 2018/19 2019/20 2020/21

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 2016/17 2017/18 2018/19 2019/20 2020/21

2.3.4.2 Investigate traffic patterns to determine future road capacity requirements

✓ ✓

2.3.4.3 Advocate for improved public transport services ✓ ✓ ✓ ✓ ✓

2.3.4.3 Investigate and implement the Cycling Infrastructure Strategy ✓ ✓ ✓ ✓ ✓

Outcome 2.4 Best Practice Waste ManagementStrategy 2.4.1 Apply effective waste collection methodologies

Actions 2016/17 2017/18 2018/19 2019/20 2020/21

2.4.1.1 Investigate alternate verge collection methodologies ✓

2.4.1.2 Investigate collection fleet requirements ✓

Strategy 2.4.2 Maximise recycling opportunities

Actions 2016/17 2017/18 2018/19 2019/20 2020/21

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 2016/17 2017/18 2018/19 2019/20 2020/21

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 2016/17 2017/18 2018/19 2019/20 2020/21

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 2016/17 2017/18 2018/19 2019/20 2020/21

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 business attraction and investment

✓ ✓ ✓ ✓ ✓

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

Actions 2016/17 2017/18 2018/19 2019/20 2020/21

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

✓ ✓ ✓ ✓ ✓




2016/17 2017/18 2018/19 2019/20 2020/21

Asset Management 995,140 920,310 920,480 995,650 920,820

Building 596,100 596,630 597,160 597,700 598,230

Civil Works (6,509,235) (4,667,995) (3,638,997) (3,333,400) (2,432,900)

Environment Planning 1,178,790 1,283,310 1,308,930 1,269,060 1,297,180

Parks 7,689,300 8,653,000 9,054,390 9,475,950 9,777,150

Planning 2,225,260 2,213,170 2,289,080 2,219,990 2,230,900

Property 4,289,400 4,790,800 3,017,000 5,347,900 5,544,700

Support 2,959,270 1,696,000 1,696,000 1,696,000 1,696,000

Technical Services 3,417,250 3,467,710 3,518,180 3,518,650 3,519,120

Waste (1,049,050) (3,098,130) (1,771,211) (4,636,140) (5,097,630)

Municipal Funds 15,792,225 15,854,805 16,991,012 17,151,360 18,053,570

Environment

EconomyThe 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. Manages the City’s Visitor and Information Centre.

Engineering DesignEngineering analysis and associated design of Council works, generally associated with Civil Works, Parks and Subdivisions.

Project ManagementThe administration and coordination of engineering and environmental submissions associated with new subdivisions.

Public Relations and CommunicationCorporate 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 CoordinationAdministration 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 business opportunities to facilitate targeted economic development

Actions 2016/17 2017/18 2018/19 2019/20 2020/21

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 2016/17 2017/18 2018/19 2019/20 2020/21

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 2016/17 2017/18 2018/19 2019/20 2020/21

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 2016/17 2017/18 2018/19 2019/20 2020/21

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 business community

✓ ✓ ✓ ✓ ✓

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

Actions 2016/17 2017/18 2018/19 2019/20 2020/21

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

✓ ✓ ✓ ✓ ✓

Corporate Business Plan 2016 – 2021 2120 City of Armadale

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 2016/17 2017/18 2018/19 2019/20 2020/21

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

✓ ✓ ✓ ✓ ✓

3.3.1.2 Advocate for elimination of level crossings in Kelmscott to be replaced with grade separation access across the railway line

✓ ✓ ✓ ✓ ✓

Strategy 3.3.2 Develop and maintain intergovernmental economic development relationships

Actions 2016/17 2017/18 2018/19 2019/20 2020/21

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 2016/17 2017/18 2018/19 2019/20 2020/21

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 2016/17 2017/18 2018/19 2019/20 2020/21

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 2016/17 2017/18 2018/19 2019/20 2020/21

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 2016/17 2017/18 2018/19 2019/20 2020/21

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

✓ ✓ ✓ ✓ ✓



2016/17 2017/18 2018/19 2019/20 2020/21

Development Services 566,430 566,690 566,950 567,200 567,460

Economic Development 911,250 891,540 861,830 867,130 862,420

Engineering Design 854,900 855,430 855,960 856,500 857,030

Project Management 172,780 132,900 133,020 173,150 133,270

Public Relations 759,800 764,470 771,590 778,940 786,580

Subdivisions 527,530 528,020 528,510 529,000 529,480

City Projects 1,066,070 276,630 276,890 277,150 277,410

Municipal Funds 4,858,760 4,015,680 3,994,750 4,049,070 4,013,650

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 coordination 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 2016/17 2017/18 2018/19 2019/20 2020/21

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 2016/17 2017/18 2018/19 2019/20 2020/21

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 Investigate priorities for works identified in the Community Facilities Master Planning

✓

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 2016/17 2017/18 2018/19 2019/20 2020/21

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 2016/17 2017/18 2018/19 2019/20 2020/21

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 2016/17 2017/18 2018/19 2019/20 2020/21

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 2016/17 2017/18 2018/19 2019/20 2020/21

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 2016/17 2017/18 2018/19 2019/20 2020/21

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 2016/17 2017/18 2018/19 2019/20 2020/21

4.3.2.1 Investigate opportunities for grants, contributions and partnerships from Government, Not for Profit and Commercial Agencies

✓ ✓ ✓ ✓ ✓

4.3.2.2 Investigate and implement reviewed principles for setting fees and charges for community facilities

✓

Strategy 4.3.3 Seek efficiencies that will reduce service delivery costs

Actions 2016/17 2017/18 2018/19 2019/20 2020/21

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 capablility

✓ ✓ ✓ ✓ ✓

Outcome 4.4

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

Actions 2016/17 2017/18 2018/19 2019/20 2020/21

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 2016/17 2017/18 2018/19 2019/20 2020/21

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 2016/17 2017/18 2018/19 2019/20 2020/21

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

✓ ✓ ✓ ✓ ✓



2016/17 2017/18 2018/19 2019/20 2020/21

Chief Executive’s Office 2,080,540 2,250,820 2,081,110 2,311,400 2,081,680

Corporate Services 812,340 812,820 813,310 813,750 814,230

Finance 988,540 988,710 988,880 989,050 989,220

Governance and Administration

2,557,640 2,527,810 2,517,980 2,468,150 2,478,320

Human Resources 1,568,320 1,567,610 1,567,900 1,568,190 1,569,480

IT Services 5,326,140 5,520,330 5,031,360 4,017,800 4,024,420

Rates 194,730 (45,270) (45,270) 194,730 (45,270)

Municipal Funds 13,528,250 13,622,830 12,955,270 12,363,070 11,912,080

Leadership

Ongoing Services and Programs Funding Key Projects

and Strategies


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

Piara Waters Hilbert Haynes Harrisdale

Our population is growing and becoming more diverse and is expected to reach 144,000 by the year 2036.

The need for prudent, but innovative and sustainable, planning has never been greater. Whilst growth will bring new demands Council is also conscious of the needs of long-term residents of the region. The forecast change over the next 20 years is anticipated to be even greater as the City also responds to environmental, economic and political changes in our region.

Accordingly, the Plan is based on those population estimates, which have a flow-on effect in determining rating estimates for residential (primarily), commercial and industrial areas. Over the past 15 years, the City has invested heavily in strategies that will bring growth and investment. The result is two major growth areas – Piara Waters/Harrisdale and the Haynes/Hilbert areas – both of which are west of the current significant population areas. The population estimates for these two regions are shown below broken up into their respective significant land development areas.

Having secured guaranteed growth, the City is better placed to create economies of scale and roll out improved services across its entire population. The following pages provide details of the key projects and strategies (listed below) which are planned for delivery over the next 15 years.

• Armadale District Hall Upgrade• Piara Waters (South East) Community and

Sporting Facility• Indoor Aquatic Centre• Hilbert (West) Community Facility• Haynes District Sport Ground – Wungong Urban

Project Cell D• Wungong Regional Recreation Facility• Haynes Community Centre – Wungong Urban Project

Cell C• Hilbert (East) Community Facility• Hilbert (East) Sporting ground• Harrisdale (North) Community and Sporting Facility• Hilbert District Community Centre• Hilbert South East Sports Ground – Wungong Urban

Project Cell H• Hilbert South West Sports Ground – Wungong

Urban Project Cell J• Hilbert District Sport Ground – Wungong Urban

Project Cell K• Workforce Planning • Asset Management Planning • Civic Precinct (reserve provisioning) • Specified Area Services – Wungong

20110

10,000

20,000

30,000

40,000

50,000

60,000

70,000

2016 2021 2026 2031 2036

Growth area population projections


Project Brief

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

The upgrade, scheduled for 2016/17 will retain and restore the heritage value of the Hall while ensuring it provides contemporary amenities and services.

Armadale District Hall Upgrade

Armadale District Hall

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

2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24

Capital Allocation 3,150,000 525,000 0 0 0 0 0 0

Operational Allocation 0 0 96,000 96,000 96,000 96,000 96,000 96,000

Renewal Allocation 0 0 80,000 80,000 80,000 80,000 80,000 80,000

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 (490,000) 0 0 0 0 0 0 0

Municipal Funds 0 341,300 637,200 637,300 637,100 637,100 637,200 517,300

Armadale District Hall

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

Total2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31

Capital Allocation 0 0 0 0 0 0 0 3,675,000

Operational Allocation 96,000 96,000 96,000 96,000 96,000 96,000 96,000 1,248,000

Renewal Allocation 80,000 80,000 80,000 80,000 80,000 80,000 80,000 1,040,000

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 (490,000)

Municipal Funds 517,200 517,200 517,300 176,000 176,000 176,000 176,000 6,300,200

Funding Details

Piara Waters (South East) Community & Sporting FacilityProject Brief

This is one of nine senior-sized sporting grounds required in the North Forrestdale Development sector, 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 and Training.

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 funding and other government grants.

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

Piara Waters (South East) Community and Sporting Facility


2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24

Capital Allocation 250,000 4,198,500 0 0 0 0 0 0

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

Renewal Allocation 0 0 111,200 111,200 111,200 111,200 111,200 111,200

Loan Proceeds 0 (438,500) 0 0 0 0 0 0

Interest Expense 0 0 21,500 19,700 17,900 15,900 13,900 11,800

Principal 0 0 34,800 36,500 38,400 40,300 42,400 44,500

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

Capital Grants (250,000) (3,760,000) 0 0 0 0 0 0

Municipal Funds 0 0 256,000 255,900 256,000 255,900 256,000 256,000

Piara Waters (South East) Community and Sporting Facility


Total2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31




Loan Proceeds 0 0 0 0 0 0 0 (438,500)

Interest Expense 9,500 7,100 4,700 2,000 0 0 0 124,000

Principal 46,700 49,100 51,600 54,200 0 0 0 438,500

Revenue Other (45,000) (45,000) (45,000) (45,000) (45,000) (45,000) (45,000) (585,000)

Capital Grants 0 0 0 0 0 0 0 (4,010,000)

Municipal Funds 255,900 255,900 256,000 255,900 199,700 199,700 199,700 3,158,600

Funding Details


Indoor Aquatic Centre

Project Brief

The Armadale Aquatic Centre was constructed in 1979 and is one of the City’s main recreation facilities with attendances averaging 145,000 per annum. The need to upgrade the Centre and provide an indoor, year-round facility has been the subject of much discussion over the years and several Council reports.

Since the closing of the Kelmscott pool in 2003, there has been increasing public pressure to renovate the 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, 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 four year period, commencing 2018/19.



2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24

Capital Allocation 1,000,000 0 0 25,410,000 0 0 0 0

Operational Allocation 0 0 0 581,400 1,574,570 1,298,460 1,298,460 1,298,460

Renewal Allocation 0 0 0 0 792,300 792,300 792,300 792,300

Loan Proceeds (1,000,000) 0 0 (24,235,220) 0 0 0 0

Interest Expense 0 49,600 48,000 46,500 1,250,900 1,212,400 1,172,000 1,129,600

Principal 0 30,000 31,600 33,100 759,700 798,200 838,500 881,000

Employee Costs 0 0 0 164,220 705,840 2,147,100 2,147,100 2,147,100

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

Revenue Other 0 0 0 0 (1,000,000) (2,425,000) (2,425,000) (2,425,000)

Municipal Funds 0 79,600 79,600 0 4,083,310 3,823,460 3,823,360 3,823,460



Total2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31


Operational Allocation 1,298,460 1,298,460 1,298,460 1,298,460 1,298,460 1,298,460 1,298,460 15,140,570


Loan Proceeds 0 0 0 0 0 0 0 (25,235,220)

Interest Expense 1,085,000 1,038,100 988,900 937,200 882,800 825,700 825,700 11,492,400

Principal 925,600 972,400 1,021,700 1,072,800 1,127,800 1,184,800 1,184,800 10,862,000

Employee Costs 2,147,100 2,147,100 2,147,100 2,147,100 2,147,100 2,147,100 2,147,100 22,341,060

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

Revenue Other (2,425,000) (2,425,000) (2,425,000) (2,425,000) (2,425,000) (2,425,000) (2,425,000) (25,250,000)

Municipal Funds 3,823,460 3,823,360 3,823,460 3,822,860 3,823,460 3,823,360 3,823,360 42,476,110

Funding Details

Hilbert (West) Community FacilityProject Brief

As part of an overall requirement to establish four community use sites in the Wungong Urban development area, as recommended by the State Government Liveable Neighbourhoods Sustainable Cities initiative, this proposed facility is a 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, and adequate asset management, can be catered for in the future.

It is anticipated that funding for the strategic project will be sourced through Development contributions, government grants and loan funds.


Hilbert (West) Community Facility


2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24

Capital Allocation 0 300,000 3,245,000 0 0 0 0 0

Operational Allocation 0 0 0 106,400 106,400 106,400 106,400 106,400

Renewal Allocation 0 0 0 88,600 88,600 88,600 88,600 88,600

Loan Proceeds 0 0 (649,000) 0 0 0 0 0

Interest Expense 0 0 0 31,800 29,200 26,500 23,600 20,600

Principal 0 0 0 51,400 54,100 56,800 59,700 62,700

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

Capital Grants 0 (300,000) (2,596,000) 0 0 0 0 0

Municipal Funds 0 0 0 253,200 253,300 253,300 253,300 253,300

Hilbert (West) Community Facility


Total2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31




Loan Proceeds 0 0 0 0 0 0 0 (649,000)

Interest Expense 17,400 14,100 10,600 6,900 3,000 0 0 183,700

Principal 65,900 69,200 72,700 76,400 80,200 0 0 649,100

Revenue Other (25,000) (25,000) (25,000) (25,000) (25,000) (25,000) (25,000) (300,000)

Capital Grants 0 0 0 0 0 0 0 (2,896,000)

Municipal Funds 253,300 253,300 253,300 253,300 253,200 170,000 170,000 2,872,800

Funding Details


Haynes District Sports Ground Wungong Urban Project Cell D

Haynes District Sport Ground – Wungong Urban Project Cell D


2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24

Capital Allocation 0 300,000 6,861,000 0 0 0 0 0



Loan Proceeds 0 0 (1,364,400) 0 0 0 0 0


Principal 0 0 0 108,200 113,600 119,400 125,400 131,800

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

Capital Grants 0 (300,000) (5,496,600) 0 0 0 0 0

Municipal Funds 0 0 0 508,900 508,800 508,900 508,800 508,900

Haynes District Sport Ground – Wungong Urban Project Cell D


Total2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31




Loan Proceeds 0 0 0 0 0 0 0 (1,364,400)

Interest Expense 36,600 29,600 22,200 14,500 6,400 0 0 386,200

Principal 138,500 145,500 152,800 160,600 168,700 0 0 1,364,500

Revenue Other (60,000) (60,000) (60,000) (60,000) (60,000) (60,000) (60,000) (720,000)

Capital Grants 0 0 0 0 0 0 0 (5,796,600)

Municipal Funds 508,900 508,900 508,800 508,900 508,900 333,800 333,800 5,756,300

Funding Details

Project Brief

One of nine shared sites in the City’s high growth areas, this project is a partnership between the City, Metropolitan Redevelopment Authority (MRA) and the Department of Education which will comprise a High School, Primary School with co-located sporting grounds and community facilities. A final design for the project will be determined

following joint studies between the City, MRA and Department of Education.

Capital funding for this project is anticipated 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, which will realise a total of nine shared use sites in the City’s growth areas, presents an excellent opportunity to provide and maintain much needed community facilities in an efficient cost effective way.

Wungong Regional Recreation FacilityProject Brief

Situated in the Metropolitan Redevelopment Area of Wungong, the Regional Recreation Reserve will be the City’s most significant recreation and community asset. The City is currently undertaking joint planning work with the Metropolitan Redevelopment Authority to ensure the reserve will accommodate a wide range of community and sports based activities.

Stage 1 of the project, which is scheduled to commence construction in 2018/19 will comprise approximately 12 hectares of sporting and community grounds and facilities. Capital funding for this project will be through the Wungong Developer Contribution Scheme, external grants and loan funds.

Construction for future stages of the Recreation Reserve will be scheduled in line with population growth in the area and the availability of funding. When complete the Regional Recreation Reserve will cover approximately 40 hectares.

Wungong Regional Recreation Facility


2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24

Capital Allocation 0 0 13,230,000 0 0 0 0 0



Loan Proceeds 0 0 (2,646,000) 0 0 0 0 0


Principal 0 0 0 122,000 128,200 134,700 141,500 148,700

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

Capital Grants 0 0 (10,584,000) 0 0 0 0 0

Municipal Funds 0 0 0 895,450 895,450 895,450 895,450 895,450

Wungong Regional Recreation Facility


Total2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31




Loan Proceeds 0 0 0 0 0 0 0 (2,646,000)

Interest Expense 96,600 88,700 80,400 71,700 62,500 52,900 42,700 1,084,400

Principal 156,200 164,100 172,400 181,200 190,400 200,000 210,100 1,949,500

Revenue Other (30,000) (30,000) (30,000) (30,000) (30,000) (30,000) (30,000) (360,000)

Capital Grants 0 0 0 0 0 0 0 (10,584,000)

Municipal Funds 895,450 895,450 895,450 895,550 895,550 895,550 895,450 10,745,700

Funding Details


Haynes Community Centre Wungong Urban Project Cell CProject Brief

One of four community centres to be established in the Wungong Urban Development, this will be a 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 Developer Contribution Scheme, external grants and loan funds.

Haynes Community Centre - Wungong Urban Project Cell C


2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24

Capital Allocation 0 0 300,000 3,243,300 0 0 0 0

Operational Allocation 0 0 0 0 106,300 106,300 106,300 106,300

Renewal Allocation 0 0 0 88,600 88,600 88,600 88,600

Loan Proceeds 0 0 0 (708,700) 0 0 0 0

Interest Expense 0 0 0 0 33,900 27,400 20,600 13,400

Principal 0 0 0 0 128,100 134,600 141,400 148,500

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

Capital Grants 0 0 (300,000) (2,534,600) 0 0 0 0

Municipal Funds 0 0 0 0 336,900 336,900 336,900 336,800

Haynes Community Centre - Wungong Urban Project Cell C


Total2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31



Renewal Allocation 88,600 88,600 88,600 88,600 88,600 88,600 88,600 974,600

Loan Proceeds 0 0 0 0 0 0 0 (708,700)

Interest Expense 5,900 0 0 0 0 0 0 101,200

Principal 156,100 0 0 0 0 0 0 708,700

Revenue Other (20,000) (20,000) (20,000) (20,000) (20,000) (20,000) (20,000) (220,000)

Capital Grants 0 0 0 0 0 0 0 (2,834,600)

Municipal Funds 336,900 174,900 174,900 174,900 174,900 174,900 174,900 2,733,800

Funding Details

Hilbert (East) Community FacilityProject Brief

The new community building facility is located in the Metropolitan Redevelopment Authority’s Wungong Urban Redevelopment Project 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.

It is located in the Cell G structure plan area in the eastern part of Hilbert, close to the rapidly growing Sienna Woods development and adjacent to the existing suburb of Brookdale.

No structure plan has been approved for this area, however new residential development is progressing within 400 metres of the site, in the Sienna Wood

estate. The community facility will also increase the capacity for future services and activities for the existing and future community.

Hilbert (East) Community Facility

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

2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24




Loan Proceeds 0 0 0 (1,260,000) 0 0 0 0


Principal 0 0 0 0 99,900 104,900 110,300 115,800

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

Capital Grants 0 0 (250,000) (5,040,000) 0 0 0 0

Municipal Funds 0 0 0 0 488,700 488,600 488,700 488,600

Hilbert (East) Community Facility

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

Total2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31




Loan Proceeds 0 0 0 0 0 0 0 (1,260,000)

Interest Expense 40,000 33,800 27,300 20,500 13,400 5,900 0 356,600

Principal 121,700 127,900 134,300 141,100 148,300 155,800 0 1,260,000

Revenue Other (20,000) (20,000) (20,000) (20,000) (20,000) (20,000) (20,000) (220,000)

Capital Grants 0 0 0 0 0 0 0 (5,290,000)

Municipal Funds 488,700 488,700 488,600 488,600 488,700 488,700 327,000 5,213,600

Funding Details


Hilbert (East) Sporting GroundProject Brief

The Hilbert (East) Sports Ground is located in the Metropolitan Redevelopment Authority’s Wungong Urban Redevelopment Project area. It has been identified in the MRA’s developer contribution scheme as part of the joint City and MRA development of the Community Infrastructure Plan for the Wungong Project area.

It is located in the Cell G structure plan area in the eastern part of Hilbert on Ninth Road, behind the existing Evelyn Gribble Community Centre. No structure plan has been approved for this area, however new residential development is progressing within 400 metres of the site, in the Sienna Wood estate.

The sports ground is a shared facility, co-located with the future Primary School, Evelyn Gribble Community Centre and Hilbert (East) Community Centre to provide an active hub for existing and future residents.

Hilbert (East) Sporting Ground


2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24




Loan Proceeds 0 0 0 (212,000) 0 0 0 0


Principal 0 0 0 0 16,800 17,700 18,600 19,500

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

Capital Grants 0 0 (250,000) (1,848,000) 0 0 0 0

Required Funds 0 0 0 0 124,200 124,200 124,200 124,200

Hilbert (East) Sporting Ground


Total2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31


Operational Allocation 69,000 69,000 69,000 69,000 69,000 69,000 69,000 759,000


Loan Proceeds 0 0 0 0 0 0 0 (212,000)

Interest Expense 6,700 5,700 4,600 3,500 2,200 1,000 0 59,900

Principal 20,500 21,500 22,600 23,700 24,900 26,200 0 212,000

Revenue Other (30,000) (30,000) (30,000) (30,000) (30,000) (30,000) (30,000) (330,000)

Capital Grants 0 0 0 0 0 0 0 (2,098,000)

Required Funds 124,200 124,200 124,200 124,200 124,100 124,200 97,000 1,338,900

Funding Details

Harrisdale (North) Community & Sporting Facility

Project Brief

The City’s Community Infrastructure planning work has identified the need for nine 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 and Training, 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 and Training 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 other government grants.


Harrisdale (North) Community and Sporting Facility


2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24

Capital Allocation 0 0 0 250,000 2,650,000 0 0 0

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

Renewal Allocation 0 0 0 0 0 73,000 73,000 73,000

Loan Proceeds 0 0 0 0 (595,000) 0 0 0

Interest Expense 0 0 0 0 0 29,200 26,800 24,300

Principal 0 0 0 0 0 47,200 49,600 52,100

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

Capital Grants 0 0 0 (250,000) (2,055,000) 0 0 0

Municipal Funds 0 0 0 0 0 191,400 191,400 191,400

Harrisdale (North) Community and Sporting Facility


Total2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31


Operational Allocation 87,000 87,000 87,000 87,000 87,000 87,000 87,000 870,000


Loan Proceeds 0 0 0 0 0 0 0 (595,000)

Interest Expense 21,600 18,900 16,000 12,900 9,700 6,300 6,300 172,000

Principal 54,700 57,500 60,400 63,400 66,600 70,000 70,000 591,500

Revenue Other (45,000) (45,000) (45,000) (45,000) (45,000) (45,000) (45,000) (450,000)

Capital Grants 0 0 0 0 0 0 0 (2,305,000)

Municipal Funds 191,300 191,400 191,400 191,300 191,300 191,300 191,300 1,913,500

Funding Details


Hilbert District Community CentreProject Brief

The City has undertaken considerable Community Planning work to identify community infrastructure requirements for the western growth areas of Forrestdale and Wungong Urban development areas. This work has identified the need for two district level and two local level community use facilities to help meet the needs of the Wungong Urban Water Development sector.

The State Government has set guidelines for the establishment of

facility types and sizes based on population and demographics and this facility is consistent with the Liveable Neighbourhoods Sustainable Cities initiative.

Dependant on the progression of the Wungong Urban Development, the Hilbert District Community Centre, to be located in the new town centre, is likely to be the first of four community sites developed in this growth area to service the needs of an anticipated population of over 35,000. This proposed facility

is a District level facility of 1,650 square metres that will be able to accommodate a wide range of community based programs and activities.

At this stage it is anticipated that funding for this facility will be sourced through Development contributions and external grants.


Hilbert District Community Centre


2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24

Capital Allocation 0 0 0 250,000 6,300,000 0 0 0

Operational Allocation 0 0 0 0 0 197,000 197,000 197,000

Renewal Allocation 0 0 0 0 0 164,000 164,000 164,000

Loan Proceeds 0 0 0 0 (1,260,000) 0 0 0

Interest Expense 0 0 0 0 0 61,800 56,700 51,400

Principal 0 0 0 0 0 99,900 104,900 110,300

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

Capital Grants 0 0 0 (250,000) (5,040,000) 0 0 0

Municipal Funds 0 0 0 0 0 497,700 497,600 497,700

Hilbert District Community Centre


Total2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31




Loan Proceeds 0 0 0 0 0 0 0 (1,260,000)

Interest Expense 45,800 40,000 33,800 27,300 20,500 13,400 13,400 364,100

Principal 115,800 121,700 127,900 134,300 141,100 148,300 148,300 1,252,500

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 (5,290,000)

Municipal Funds 497,600 497,700 497,700 497,600 497,600 497,700 497,700 4,976,600

Funding Details

Hilbert South East Sports Ground Wungong Urban Project Cell HProject 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 and other government grants.

Hilbert South East Sports Ground – Wungong Urban Project Cell H


2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24

Capital Allocation 0 0 0 0 0 0 0 300,000

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 0

Interest Expense 0 0 0 0 0 0 0 0

Principal 0 0 0 0 0 0 0 0

Revenue Other 0 0 0 0 0 0 0 0

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

Required Funds 0 0 0 0 0 0 0 0

Hilbert South East Sports Ground – Wungong Urban Project Cell H


Total2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31

Capital Allocation 3,900,000 0 0 0 0 0 0 4,200,000

Operational Allocation 0 126,000 126,000 126,000 126,000 126,000 126,000 756,000

Renewal Allocation 0 105,000 105,000 105,000 105,000 105,000 105,000 630,000

Loan Proceeds (680,000) 0 0 0 0 0 0 (680,000)

Interest Expense 0 32,500 26,300 19,700 12,900 5,600 0 97,000

Principal 0 122,900 129,100 135,700 142,500 149,800 0 680,000

Revenue Other 0 (45,000) (45,000) (45,000) (45,000) (45,000) (45,000) (270,000)

Capital Grants (3,220,000) 0 0 0 0 0 0 (3,520,000)

Required Funds 0 341,400 341,400 341,400 341,400 341,400 186,000 1,893,000

Funding Details


Hilbert South West Sports Ground Wungong Urban Project Cell JProject Brief

Another 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.


Hilbert South West Sports Ground – Wungong Urban Project Cell J


2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24

Capital Allocation 0 0 0 0 0 0 0 300,000





Principal 0 0 0 0 0 0 0 0


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

Municipal Funds 0 0 0 0 0 0 0 0

Hilbert South West Sports Ground – Wungong Urban Project Cell J


Total2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31

Capital Allocation 3,900,000 0 0 0 0 0 0 4,200,000



Loan Proceeds (680,000) 0 0 0 0 0 0 (680,000)

Interest Expense 0 32,500 26,300 19,700 12,900 5,600 0 97,000

Principal 0 122,900 129,100 135,700 142,500 149,800 0 680,000

Revenue Other 0 (45,000) (45,000) (45,000) (45,000) (45,000) (45,000) (270,000)

Capital Grants (3,220,000) 0 0 0 0 0 0 (3,520,000)

Municipal Funds 0 341,400 341,400 341,400 341,400 341,400 186,000 1,893,000

Funding Details

Hilbert District Sport Ground - Wungong Urban Project Cell K


2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24

Capital Allocation 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

Municipal Funds 0 0 0 0 0 0 0 0

Hilbert District Sport Ground - Wungong Urban Project Cell K


Total2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31

Capital Allocation 0 0 0 0 300,000 6,861,000 0 7,161,000

Operational Allocation 0 0 0 0 0 0 214,800 214,800

Renewal Allocation 0 0 0 0 0 0 179,000 179,000

Loan Proceeds 0 0 0 0 0 (1,364,400) 0 (1,364,400)

Interest Expense 0 0 0 0 0 0 100,000 100,000

Principal 0 0 0 0 0 0 75,000 75,000

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

Capital Grants 0 0 0 0 (300,000) (5,496,600) 0 (5,796,600)

Municipal Funds 0 0 0 0 0 0 508,800 508,800

Funding Details

Hilbert District Sports Ground Wungong Urban Project Cell KProject Brief

A substantial shared School/Community site in the Metropolitan Redevelopment Authority’s Wungong Urban Project comprising a Senior playing field and a sporting/community facility co-located with a Secondary School.



Workforce Planning

Project Brief

The City has undertaken 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 commensurate 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:-

• 10 full time positions for the next two years, seven full time positions each year for the next five years, and four full time positions each year for the remaining years, and

• three new vehicles every year

and are separate to additional resources funded through external grants, increased fees/charges and by programs and projects.

Workforce Plan


2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24

Employee Cost 840,000 1,960,000 2,828,000 3,612,000 4,396,000 5,180,000 5,964,000 6,496,000

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

Municipal Funds 915,000 2,035,000 2,903,000 3,687,000 4,471,000 5,255,000 6,039,000 6,571,000

Workforce Plan


Total2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31

Employee Cost 6,944,000 7,392,000 7,840,000 8,288,000 8,736,000 9,156,900 9,604,900 89,237,800

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

Municipal Funds 7,019,000 7,467,000 7,915,000 8,363,000 8,811,000 9,231,900 9,679,900 90,362,800

Funding Details

Asset Management PlanningProject Brief

Asset Management Plans (AMP’s) 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, and engineering and other practices applied to physical assets with the objective of

providing the required level of service in the most cost-effective manner’.

The purpose of the AMP’s is to identify Levels of Service that the community needs and can afford and develop the necessary funding plans to provide the services.

The funding provided over the next 15 years in the major asset classes for

capital new (the creation of a new asset, in a location where that asset type has not existed before) and renewal/upgrade (periodically required expenditure which is capitalised and then depreciated as it renews / replaces component or sub component parts of an infrastructure asset) is as follows. (NB: that Civil includes roads, stormwater drainage and pathway assets.)

Asset Management


2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24

Civil

New 4,923,600 3,979,500 4,354,500 4,854,500 3,125,500 3,125,500 2,812,500 2,812,500

Upgrade 5,186,550 4,918,200 4,240,000 4,240,000 4,736,200 4,768,200 4,801,200 4,835,200

Renew 2,619,165 2,646,795 2,060,797 1,405,000 1,905,000 1,905,000 1,905,000 1,905,000

Public Open Space

New 1,698,000 1,137,500 587,000 492,000 492,000 542,000 492,000 542,000

Upgrade 65,000 80,000 80,000 80,000 80,000 80,000 80,000 80,000

Renew 2,985,000 2,214,000 1,517,200 1,481,200 1,429,800 1,429,800 1,429,800 1,429,800

Buildings

New 383,500 0 180,000 305,000 220,000 170,000 190,000 190,000

Upgrade 1,364,000 580,000 1,445,000 173,600 203,000 120,000 175,000 1,345,000

Renew 1,069,790 1,288,000 2,622,600 1,544,000 1,499,600 2,687,600 1,652,600 1,612,600

Municipal Funds 20,294,605 16,843,995 17,087,097 14,575,300 13,691,100 14,828,100 13,538,100 14,752,100

Asset Management


Total2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31

Civil

New 2,812,500 2,812,500 2,812,500 2,812,500 2,812,500 2,812,500 2,812,500 49,675,600

Upgrade 4,870,200 4,906,200 4,943,200 4,981,200 4,981,200 4,981,200 4,981,200 72,369,950

Renew 1,905,000 1,905,000 1,905,000 1,905,000 1,905,000 1,905,000 1,905,000 29,686,757

Public Open Space

New 492,000 492,000 622,000 492,000 492,000 492,000 492,000 9,556,500

Upgrade 80,000 80,000 80,000 80,000 80,000 80,000 80,000 1,185,000

Renew 1,429,800 1,429,800 1,429,800 1,429,800 1,429,800 1,429,800 1,429,800 23,925,200

Buildings

New 275,000 297,600 297,600 190,000 190,000 190,000 290,000 3,368,700

Upgrade 115,000 85,000 85,000 865,000 2,095,000 865,000 865,000 10,380,600

Renew 1,527,600 1,685,000 2,595,000 1,707,760 1,607,760 1,607,760 1,507,760 26,215,430

Municipal Funds 13,507,100 13,693,100 14,770,100 14,463,260 15,593,260 14,363,260 14,363,260 226,363,737

Funding Details


Civic Precinct Reserve ProvisioningProject Brief

With the projected population growth within the City expected to reach nearly 144,000 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 in a prosperous regional centre.

This strategy contains provisioning for a major expansion project, still to be defined, that will provide an appropriate civic precinct. Reserve funds will most likely be adjusted to also include borrowings (within the City’s borrowing strategy constraints).

Civic Precinct Provisioning


2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24

To Reserve 0 0 1,000,000 1,500,000 2,500,000 2,500,000 2,500,000 2,500,000

From Reserve 0 0 0 0 0 0 0 0

Municipal Funds 0 0 1,000,000 1,500,000 2,500,000 2,500,000 2,500,000 2,500,000

Civic Precinct Provisioning


Total2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31

To Reserve 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 30,000,000

From Reserve 0 0 0 0 0 0 0 0

Municipal Funds 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 30,000,000

Funding Details

Specified Area Additional Services WungongProject Brief

The purpose of this strategy is to levy a Specified Area Rate, pursuant to the Local Government Act 1995, on a specified area. In this case the Wungong Urban water area, which is to maintain and enhance the Public Open Space (POS) amenity of this

new residential estate by way of increased and improved service levels in comparison to POS service levels provided throughout the remainder of the City.

The service to be provided and funded by the Specified Area Rate will generally

entail increased levels of maintenance, operations, and renewals.

Works to be included, but not limited to, are turf surfaces, garden beds, park infrastructure, irrigation systems, park lighting, collection of litter and contract management.

Specified Area Services – Wungong


2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23 2023/24



Rates 0 (101,500) (204,100) (309,200) (465,600) (635,000) (814,500) (994,000)

Municipal Funds 0 40,000 80,000 120,000 160,000 232,800 317,500 407,300

Specified Area Services – Wungong


Total2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31

Operational Allocation 752,600 864,400 975,100 1,080,700 1,173,300 1,266,100 1,237,500 9,492,600

Renewal Allocation 892,500 1,011,000 1,131,000 1,230,600 1,330,400 1,430,000 1,330,400 11,094,500

Rates (1,148,100) (1,301,300) (1,455,400) (1,583,600) (1,711,900) (1,840,100) (1,711,900) (14,276,200)

Municipal Funds 497,000 574,100 650,700 727,700 791,800 856,000 856,000 6,310,900

Funding Details


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.

Financial Plan

Assumptions and MethodologiesAll 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.

It is important to note that an initiative is not ultimately approved, nor automatically included, in any budget simply because it is considered and included in any Corporate Business Plan produced by Council.

Key Elements of the Financial PlanThe Plan has been prepared on the basis that each year of the Plan will return a balanced year-end financial position, ie. the sum of the revenues equals the sum of the expenditures, with minimal or no forecast year-end surplus or deficit positions.

A rate growth factor of 2% in year 2016/17, 1.5% in years 2017/18 and 2018/19 and thereafter 1% each year, has been applied. This will fund new expenditure initiatives considered essential to the City’s future economic prosperity and sustainability.

A Managed Loan Borrowing Program has been established, which restricts loan borrowings to purposes of asset and infrastructure operation and requires that loan repayments not exceed 10% of the City’s operating revenue.

Recognition of the City’s future asset renewal requirements over the life of the Plan are recognised in two ways. The first is that where a new initiative requires renewal within the life of the Plan, then that renewal is funded at the appropriate year of the Plan. The second is in the key project/strategy called Asset Management Planning which relates to renewal of 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 2016/17 dollars• Revenue is expressed as a negative value, expense is

expressed as a positive value• Rounding errors may occur.


Long Term Financial Plan 2016/17 – 2030/31 Particulars

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

2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23

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

Corporate Funds

Corporate Funds (3,553,500) (4,081,400) (4,312,100) (9,048,400) (4,693,000) (4,994,300) (5,216,600)

Leasing (1,486,975) (1,589,175) (1,646,675) (1,706,275) (1,768,275) (1,961,675) (2,423,575)

Loans (57,200) 2,064,900 3,079,800 8,754,600 3,694,400 3,569,500 3,108,700

Rate Revenue (60,432,200) (63,624,018) (66,875,700) (70,286,064) (73,692,601) (77,144,573) (80,642,241)

Reserve Funds (150,285) 4,180,384 3,155,146 5,995,899 3,840,712 5,021,088 9,663,806

Net Effect – Corporate Funds (65,680,160) (63,049,309) (66,599,529) (66,290,240) (72,618,764) (75,509,960) (75,509,910)

Key Projects

Armadale District Hall Upgrade 0 341,300 637,200 637,300 637,100 637,100 637,200

Piara Waters (South East) Community and Sporting Facility 0 0 256,000 255,900 256,000 255,900 256,000

Indoor Aquatic Centre 0 79,600 79,600 0 4,083,310 3,823,460 3,823,360

Wungong Regional Recreation Facility 0 0 0 895,450 895,450 895,450 895,450

Haynes District Sport Ground – Wungong Urban Project Cell D 0 0 0 508,900 508,800 508,900 508,800

Hilbert (West) Community Facility 0 0 0 253,200 253,300 253,300 253,300

Haynes Community Centre – Wungong Urban Project Cell C 0 0 0 0 336,900 336,900 336,900

Hilbert (East) Community Facility 0 0 0 0 488,700 488,600 488,700

Hilbert (East) Sporting Ground 0 0 0 0 124,200 124,200 124,200

Harrisdale (North) Community and Sporting Facility 0 0 0 0 0 191,400 191,400

Hilbert District Community Centre 0 0 0 0 0 497,700 497,600

Hilbert South East Sports Ground – Wungong Urban Project Cell H 0 0 0 0 0 0 0

Hilbert South West Sports Ground – Wungong Urban Project Cell J 0 0 0 0 0 0 0

Hilbert District Sport Ground – Wungong Urban Project Cell K 0 0 0 0 0 0 0

Net Effect – Key Projects 0 420,900 972,800 2,550,750 7,583,760 8,012,910 8,012,910

Key Strategies

Workforce Planning 915,000 2,035,000 2,903,000 3,687,000 4,471,000 5,255,000 6,039,000

Asset Management 20,294,605 16,843,995 17,087,097 14,575,300 13,691,100 14,828,100 13,538,100

Civic Precinct Provisioning 0 0 1,000,000 1,500,000 2,500,000 2,500,000 2,500,000

Specified Area Services – Wungong 0 40,000 80,000 120,000 160,000 232,800 317,500

Net Effect – Key Strategies 21,209,605 18,918,995 21,070,097 19,882,300 20,822,100 22,815,900 22,394,600

Ongoing Services and Programs

Community 10,291,320 10,216,100 10,615,600 10,293,690 10,233,600 10,315,840 10,249,740

Environment 15,792,225 15,854,805 16,991,012 17,151,360 18,053,570 18,191,440 18,624,670

Economy 4,858,760 4,015,680 3,994,750 4,049,070 4,013,650 4,073,560 4,059,110

Leadership 13,528,250 13,622,830 12,955,270 12,363,070 11,912,080 12,100,310 12,168,880

Net Effect – Ongoing Services and Programs 44,470,555 43,709,415 44,556,632 43,857,190 44,212,900 44,681,150 45,102,400

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

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

2023/24 2024/25 2025/26 2026/27 2027/28 2028/29 2029/30 2030/31

0 0 0 0 0 0 0 0 0

(5,579,200) (5,936,700) (6,222,700) (6,541,500) (6,887,100) (6,957,600) (7,028,300) (7,098,000) (88,150,400)

(2,472,975) (2,524,375) (2,577,875) (2,633,475) (2,691,275) (2,751,375) (2,744,375) (2,744,375) (33,722,725)

2,991,400 2,577,200 2,169,500 2,063,300 1,871,700 1,756,800 1,657,200 1,502,400 40,804,200

(84,200,466) (87,820,212) (91,502,242) (95,247,418) (99,056,806) (102,931,171) (106,851,379) (110,858,695) (1,271,165,786)

11,877,731 17,118,347 19,356,047 22,318,443 26,240,401 29,167,876 34,207,904 38,212,160 230,205,659

(77,383,510) (76,585,740) (78,777,270) (80,040,650) (80,523,080) (81,715,470) (80,758,950) (80,986,510) (1,122,029,049)

517,300 517,200 517,200 517,300 176,000 176,000 176,000 176,000 6,300,200

256,000 255,900 255,900 256,000 255,900 199,700 199,700 199,700 3,158,600

3,823,460 3,823,460 3,823,360 3,823,460 3,822,860 3,823,460 3,823,360 3,823,360 42,476,110

895,450 895,450 895,450 895,450 895,550 895,550 895,550 895,450 10,745,700

508,900 508,900 508,900 508,800 508,900 508,900 333,800 333,800 5,756,300

253,300 253,300 253,300 253,300 253,300 253,200 170,000 170,000 2,872,800

336,800 336,900 174,900 174,900 174,900 174,900 174,900 174,900 2,733,800

488,600 488,700 488,700 488,600 488,600 488,700 488,700 327,000 5,213,600

124,200 124,200 124,200 124,200 124,200 124,100 124,200 97,000 1,338,900

191,400 191,300 191,400 191,400 191,300 191,300 191,300 191,300 1,913,500

497,700 497,600 497,700 497,700 497,600 497,600 497,700 497,700 4,976,600

0 0 341,400 341,400 341,400 341,400 341,400 186,000 1,893,000

0 0 341,400 341,400 341,400 341,400 341,400 186,000 1,893,000

0 0 0 0 0 0 0 508,800 508,800

7,893,110 7,892,910 8,413,810 8,413,910 8,071,910 8,016,210 7,758,010 7,767,010 91,780,910

6,571,000 7,019,000 7,467,000 7,915,000 8,363,000 8,811,000 9,231,900 9,679,900 90,362,800

14,752,100 13,507,100 13,693,100 14,770,100 14,463,260 15,593,260 14,363,260 14,363,260 226,363,737

2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 2,500,000 30,000,000

407,300 497,000 574,100 650,700 727,700 791,800 856,000 856,000 6,310,900

24,230,400 23,523,100 24,234,200 25,835,800 26,053,960 27,696,060 26,951,160 27,399,160 353,037,437

10,333,080 10,159,690 10,264,460 10,231,450 10,210,440 10,113,160 10,178,210 10,151,510 153,857,890

18,699,840 19,017,470 19,386,310 19,523,080 19,848,600 19,768,540 19,644,850 19,426,740 275,974,512

4,049,550 4,055,210 4,072,050 4,080,690 4,097,950 4,106,490 4,113,290 4,119,990 61,759,800

12,177,530 11,937,360 12,406,440 11,955,720 12,240,220 12,015,010 12,113,430 12,122,100 185,618,500

45,260,000 45,169,730 46,129,260 45,790,940 46,397,210 46,003,200 46,049,780 45,820,340 677,210,702

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

58 City of Armadale

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