The City of Melville Corporate Plan Working together to achieve community wellbeing for today and tomorrow

Transcription

1 The City of Melville Corporate Plan Working together to achieve community wellbeing for today and tomorrow

2 The City of Melville Corporate Plan Contents Section One: City of Melville Corporate Plan Purpose of the Corporate Plan... 1 Flow of Community Aspirations into the City of Melville s Corporate Plan... 1 City of Melville Goals and Outcomes... 2 City of Melville s Vision... 4 City of Melville s Values... 5 Section Two: The City of Melville's role in understanding and incorporating the aspirations, needs and priorities identified by stakeholders Alignment between the Strategic Community Plan Priorities and the City of Melville Corporate Plan... 8 Resident and Business Surveys Corporate Plan Development and Continuous Improvement Model Section Three: Lists of Goals, Strategies, Informing Documents Actions and Key Performance Indicators Goal: A City for People Goal: Economic Prosperity Goal: Environmental Responsibility Goal: Business Excellence Goal: Lead By Example Key Performance Indicators... 27

3 1 The City of Melville Corporate Plan Section One Purpose of the Corporate Plan This Corporate Plan outlines the strategic direction for the organisation for the next four years. The Plan includes Council s view of what the City of Melville should look and feel like. The Plan also reflects organisational values which guide City of Melville Elected Members and employees in their day-to-day work and interaction with customers and the community. These values are described on page 5. But we didn t want the conversations to stop there. From November 2011 to March 2012, the City asked our current community to confirm and clarify their priorities to ensure we are up to date with community sentiments. During the process, we also provided an update to the community about what had been achieved in response to the community plan developed five years ago. This document, the City of Melville Corporate Plan, is Council s response to the Strategic Community Plan and is our promise to the community. To ensure the Corporate Plan remains relevant during the four year period and complies with the Local Government Act 1995, it is broadly reviewed annually, with a major review every two years. Ongoing consultative processes with the community and other stakeholders contribute to these reviews. Community Vision for the Future A safe, liveable, prosperous and sustainable Melville where we enjoy high levels of health and wellbeing; where opportunities to participate in decisions are transparent and inclusive. Our communities are accountable for our actions now and in the future, our local cultures are respected and our natural spaces and built facilities are accessible to all who live, work and play in the City. (Community Vision for the Future, Strategic Community Plan). The strategic direction has been developed in consultation with the community, which has been documented in People, Places, Participation The City of Melville s first Community Plan was created five years ago by our residents and our local stakeholders, when over two years of consultation, thousands of community members told the Council what they desired for the future of the City, for themselves and future generations. This information provided a more detailed understanding of community aspirations. Flow of Community Aspirations into the City of Melville s Corporate Plan Outputs: Plan Monitoring and Annual Reporting Measuring and Reporting (eg community wellbeing, customer satisfaction and value for rates) People, Places, Participation (Strategic Community Plan) Corporate Plan Annual Budget Informing Documents Long Term Financial Plan Workforce Assets Issue Specific Plans

4 32 The City of Melville Corporate Plan City of Melville Goals and Outcomes The following five goals: A City for People; Economic Prosperity; Environmental Responsibility; Business Excellence; and Lead by Example are to achieve our desired outcome of customer satisfaction and community wellbeing.

5 3 The City of Melville Corporate Plan per cent of City of Melville residents are satisfied or delighted with their level of wellbeing (2011 Community Wellbeing Survey). Community Wellbeing refers to a multi-dimensional condition or state of flourishing. People are flourishing when they experience positive feelings in the areas of quality of life, good relationships, autonomy, competence and a sense of purpose and satisfaction. Community Wellbeing Surveys are conducted regularly and used to help improve/enhance organisational performance. 85 per cent of City of Melville residents are satisfied or delighted with the City of Melville (2012 Community Perceptions Survey). Customer Satisfaction refers to the importance that the community places on, and level of satisfaction with, the programs, services and facilities provided by the City of Melville. Customer surveys that are conducted regularly provide a Customer Satisfaction Index that is used to help improve/enhance organisational performance.

6 4 The City of Melville Corporate Plan City of Melville's Vision The vision for the City of Melville: Working together to achieve community wellbeing for today and tomorrow. The Council s desired outcome for the City of Melville: The City of Melville is a vibrant, diversified, healthy, safe and well connected community, living in a place of natural beauty and high amenity that will be maintained for future generations while evolving to meet the challenges of increasing population and ensuring sustained economic prosperity.

7 The City of Melville Corporate Plan City of Melville's Values In everything we do, we seek to adhere to our values that guide our attitudes and behaviours. They are: Relationships Vibrancy Excellence Wellbeing

8 6 The City of Melville Corporate Plan Section Two The City of Melville's role in understanding and incorporating the aspirations, needs and priorities identified by our stakeholders. While every member of our community influences the quality of life in the City of Melville, we take a leadership role in ensuring that a high level of quality of life is achieved and maintained for those who live in, work in, invest in, or visit the City. Providing the community with access to accurate information and education on local issues that affect their lives is another important service provided by the City of Melville. The City of Melville also identifies and works with internal and external partners within a common framework for action. Understanding that there are over 100,000 Melville stakeholders with a diverse range of views, the City of Melville has a process to consider the complexity of views and impacts and take a strategic course of action that balances the needs and priorities of all our stakeholders including the benefits, costs and risks associated with any course of action. Roles that the City of Melville fulfils include: Regulator has statutory responsibilities and directs these activities as required. Monitor Advocator Facilitator Funder gathers information and checks on progress. promotes the interests of the City of Melville community to other decisionmaking organisations such as the State and Federal Governments. encourages others to be involved in activities that enhance the quality of life in the City of Melville. provides grants to community organisations. Partner Provider works collaboratively with others to deliver products and services. responsible for direct service delivery. The Local Government Act 1995 requires local governments to provide for the good government of persons in its district. In carrying out its functions a local government is to use its best endeavours to meet the needs of current and future generations through an integration of environmental protection, social advancement and economic prosperity. It is important to understand the difference in the business model between Local Government and the private sector. The private sector creates assets to earn revenue to create profit/equity for shareholders. Assets Revenue Profit/Equity Whereas Local Government raises revenue to create assets to provide services for stakeholders. * Revenue Assets Services *A Stakeholder is any person, group or organisation who can be positively or negatively impacted by, or cause an impact on, the actions, directions or decisions of the City of Melville, either directly or indirectly.

9 The City of Melville Corporate Plan The diagram below illustrates the process that will be adopted should any issues arise during the life of this Corporate Plan. Inform What Stakeholders and External Partners Need to be Involved Consider Provisions of Local Government Act and Other Legislative Requirements Identify Role of City of Melville: Regulator Monitor Advocator Facilitator Funder Partner Provider Consult Take Appropriate Action

10 8 The City of Melville Corporate Plan Alignment between the Strategic Community Plan Priorities and the City of Melville Corporate Plan This table demonstrates the alignment between the community s priority aspirations and the goals and strategies in the City of Melville Corporate Plan. Community Key Priorities were identified during extensive community consultation over and documented in People, Places, Participation Document: People Place Participation Alignment between Priorities from the Community and Goals and Strategies from the City of Melville Community Aspirations Safety and Security Accessible and Inclusive Social and Cultural Wellbeing Sustainable and Connected A Sense of Community Transport Healthy Lifestyles Involved and Engaged Involved and Engaged Growth and Prosperity Liveable Built Environment Clean and Green Environment Document: City of Melville Corporate Plan City of Melville Goals and Strategies Goal: A City for People and Lead by Example Key Strategies: Contribute to a safe and secure community Contribute to a healthy and active community Contribute to community resilience Contribute to a vibrant and connected community Activating commercial and public places to foster and promote vibrancy and amenity Lead the industry through excellence in stewardship Visible leadership throughout the community Goal: A City for People and Lead by Example Key Strategies: Contribute to achieving sustainable, high quality and connected transport Facilitate opportunities for public participation to engage and participate in the City s decision making Lead the industry through excellence in stewardship Visible leadership throughout the community Goal: Economic Prosperity and Lead by Example Key Strategies: Promote economic development, business growth and skilled employment opportunities Facilitate vibrant and diverse commercial and activity centres Achieve effective return on investment on City owned property for the benefit of the community, to be less reliant on rate income Lead the industry through excellence in stewardship Visible leadership throughout the community Goals: Environmental Responsibility and Lead by Example Key Strategies: Preserve and enhance natural areas Promote and develop a liveable and sustainable urban environment Promote environmental responsibility and positive impacts on our City s environment Adapt to climate change Lead the industry through excellence in stewardship Visible leadership throughout the community

11 9 The City of Melville Corporate Plan This table illustrates products and services provided by the City of Melville that support achieving community aspirations. People, Places, Participation Goal: A City for People Goal: Environmental Responsibility Goal: Economic Prosperity Goal: Lead by Example Goal: Business Excellence Safe and Secure Animal and Feral Wildlife Control; Fire Breaks; Security Patrols and Graffiti Removal; Street Lighting; Vandalism and Abandoned Vehicle Response Midge and Mosquito Management; Neighbourhood Development; Noise Control; Pest Control; Weed Control Crime Prevention; Graffiti Removal Hotline; Security Patrols; State Emergency Service; Traffic Management Emergency Management; Liquor Licensing; Neighbourhood Development; Planning Services; Town Planning Scheme Building Maintenance; Community Safety and Security; Emergency Management; Risk Services; State Emergency Service Partnership Healthy Lifestyles Food Safety Inspections; Immunisation; Midge and Mosquito Management; Parks, Reserves and Gardens; Recreation Centres and Support to Sporting Groups Air Quality Management; Black and Grey Water System Approval; Contaminated Site Monitoring; Noise Control; Parks, Reserves and Gardens Air Quality Management; Contaminated Site Monitoring; Liquor Licensing; Neighbourhood Development; Noise Control Community Planning Scheme; Liquor Licensing; Neighbourhood Development Accreditation to AS/NZS 4801: Occupational Health and Safety; Environmental Aspect and Impact Register; Staff Wellness Program Accessible and Inclusive Community Funding for Organisations Supporting People with a Disability; English and Computer Classes; Senior Assistance Funding; Universal Access and Sensory Playgrounds Bidi Katitjiny Aboriginal Women s Trail; Environmental Education Services; Environmental Services; Resource Centre; Planning Services Employment; English and Computer Classes; Translating and Interpreting Services; Melville Volunteer Resource Centre Disability Access and Inclusion Planning; Enforcing ACROD Carparking; Planning Services; Reconciliation Action Plan; Youth Advisory Council City of Melville Website (Text and Contrast); Community Engagement and Online Forums; Disability Access and Inclusion Planning; Employment Policies; Staff Bilingual Register Sense of Community Citizenship Ceremonies; Community Art, Community Centres, Events and Grants; Emergency Relief and Financial Counselling; Libraries; Local History; Neighbourhood Watch Environmental Education Services; Environmental Services; Environmental Friends of Groups; Melville Volunteer Resource Centre; Neighbourhood Development Computer Classes; Emergency Relief and Financial Counselling; English Classes; Strategic Urban Planning Melville Cockburn Chamber of Commerce; Neighbourhood Development; Neighbourhood Watch; Strategic Urban Planning; Town Planning Scheme Community Engagement; Community Partnership Funding; Elections; Employment; Scheme Amendments Involved and Engaged Community Centres; Community Events; Community Art; Libraries; Local History; Melville Volunteer Resource Centre; Youth Advisory Council Friends of Groups (Environmental); Environmental Education Services; Environmental Services; Piney Lakes Environmental Education Centre; Planning Scheme Business Perceptions Survey; Emergency Relief and Counselling; Grants; Melville Volunteer Resource Centre; Website Sharing Demographic Information and Forecasts Community Engagement; Council/ Committee Meetings; Elections; Grants; Youth Advisory Council Accreditation to ISO 9001: Quality Management Systems; Community Engagement; Community Partnership Funding; Elections; Staff Engagement Activities Liveable Built Environment Building Control; Illegal Structure Investigation; Landscapes and Streetscapes; Street Lighting; Underground Power Scheme Engineering and Design Services; Parks, Reserves and Gardens; Storm Water Management; Streetscape Management; Weed Control Parking; Planning Services; Road Maintenance; Sign Maintenance and Licensing; Town Planning Scheme Building Applications and Approvals; Planning Services; Pool Inspections; Scheme Amendments and consultation; Strategic Urban Planning Maintenance of City of Melville Infrastructure Assets (e.g. Community Buildings, Roads); Planning Scheme; Planning Services; Strategic Urban Planning Clean and Green Environment Drainage Maintenance and Storm Water Management; Illegal Dumping Response; Parks, Reserves and Gardens; Streetscape Management; Waste Management and Verge Collections Black and Grey Water System Approval; Foreshore Rehabilitation; Parks, Reserves and Gardens; Waste Management and Recycling Collection; Weed Control Air Quality Management; Storm Water Management; Streetscape Management; Vandalism Response; Waste Management and Collection Environmental Education Services; Environmental Friends of Groups Accreditation to ISO 14001: Environmental Management Systems; Environmental Aspect and Impact Register; Staff Green Team; Green Purchasing and Procurement Sustainable and Connected Transport Community Transport; Parking; Road Construction and Maintenance; Traffic Management; TravelSmart Programs Advocating at State and Commonwealth Levels for High Quality Transit Network through the City; Community Transport; Road Maintenance Community Transport; Parking; Footpath Maintenance; Road Maintenance; Traffic Management Public Transport Education for Seniors; Safe Speed Promise; Traffic Road Counts; TravelSmart Programs Bus Passes for Staff Travel; Main Roads Grants; Purchasing Policy for City of Melville Vehicles; Safe Speed Promise Growth and Prosperity English Classes; Neighbourhood Development; Planning Scheme Environmental Services; Strategic Urban Planning; Traffic Management Liquor Licensing; Neighbourhood Development; Strategic Urban Planning Melville Cockburn Chamber of Commerce; Planning Scheme; Strategic Urban Planning Community Engagement; Community Planning Scheme; Elections; Melville Cockburn Chamber of Commerce

12 The City of Melville Corporate Plan Resident and Business Surveys The graphs on the following pages illustrate Business and Community satisfaction across a range of services and facilities provided by the City of Melville. Of the 21 Local Government Authorities (LGAs) that participate in the survey, the City of Melville set three industry standard in the areas of: Services that are a focus for improvement are noted in the Focus (bottom right) area of each diagram. Services that residents and businesses believe the City of Melville are doing particularly well in, are in the celebrate (top left) area. Graffiti removal services This survey information is collected regularly on behalf of the City of Melville by an external consultant and the results contribute to the development of strategies in the Corporate Plan. This 2012 Community Perceptions Survey indicates that 85 per cent of residents are satisfied overall with the City of Melville as a governing organisation and 95 per cent of residents are satisfied with the City of Melville as a place to live. The 2011 Community Wellbeing Survey further indicates that 96 per cent of City of Melville residents are satisfied or delighted with their personal level of wellbeing (overall quality of life). Health and community services Access to education and training opportunities With respect to businesses, the City of Melville also set industry standards in six areas: Overall satisfaction with the area as a place to operate a business Efforts to promote the area as a desirable place to do business Traffic management Street lighting Public transport Safety and security Note Industry Standards can only be determined when three or more LGAs have asked the same or similar question over the past two years.

13 11 The City of Melville Corporate Plan Community Priorities Indicator Resident Resident Satisfaction with Services and Facilities provided by the City of Melville (April 2012) (compiled from responses of 401 City of Melville residents) Survey Questions Q. Which areas would you most like the City of Melville to focus on improving? MULTIPLE RESPONSES ALLOWED Q. How satisfied are you with [READ OUT AREA]? 10 = totally satisfied; 0 = totally dissatisfied.

14 12 The City of Melville Corporate Plan Community Priorities Indicator Business Business Satisfaction with Services and Facilities provided by the City of Melville (April 2012) (compiled from responses of 85 business located at commercial premises within the City of Melville) Survey Questions Q. Which areas would you most like the City of Melville to focus on improving? MULTIPLE RESPONSES ALLOWED Q. How satisfied are you with [READ OUT AREA]? 10 = totally satisfied; 0 = totally dissatisfied.

15 13 The City of Melville Corporate Plan Corporate Plan Development and Continuous Improvement Model The model on the right illustrates the process used to develop the Corporate Plan.

16 14 The City of Melville Corporate Plan Section Three This section further explains each goal. It also lists all the strategies and key actions that we take to achieve our goals. The publicly available documents from the City of Melville, the South-West Group, State Government and Federal Government are also listed as Key Informing Documents. Goals The City of Melville goals are also aligned with corporate and community sustainability principles. These translate into the following responsibilities; 1. A City for People = Social-Cultural responsibility 2. Economic Prosperity = Economic responsibility 3. Environmental Responsibility = Environmental responsibility 4. Business Excellence = Governance responsibility 5. Lead by Example = Governance responsibility

17 15 The City of Melville Corporate Plan Goal Strategy Key Informing Documents Key Actions Onwards A City for People Contribute to a City of Melville documents: Overview: healthy and active Public Health and Wellbeing Plan and Policy community In this goal, the outcome is to ensure Physical Activity Policy that citizens can lead a safe, healthy, Neighbourhood Development Policy fulfilling and active life with opportunities Implement Public Health and Wellbeing Plan: to participate and support others in social Bike Plan and cultural activities. Areas covered include: State Government documents: WA Bicycle Network Plan Accessibility and inclusiveness Western Australian Sport and Recreation Industry social and support networks, Strategic Direction community spirit, diversity, age friendly Healthy lifestyles physical, emotional, spiritual health and wellbeing, access to health care, environmental health Involvement and engagement community involvement and engagement in decision making, including use of digital technology Safety and security road safety, crime prevention, accidents and injury, security and personal safety Sense of community arts and culture, local history, heritage, volunteering Community resilience literacy and lifelong learning, capacity to adapt and be productive, access to information and resources Contribute to a safe and secure community Active Living for All: A Framework for Physical Activity in Western Australia City of Melville documents: Community Safety and Crime Prevention Plan Crime Prevention through Environmental Design of Buildings Policy Graffiti Management Plan Local Emergency Management Plan Crime Prevention through Environmental Design (CPTED) Policy Progress long term strategic planning for community facilities infrastructure (indoor and outdoor recreation facilities, passive recreation open space, libraries and museums, and general community facilities) which includes focus on strengthening community hubs. Develop an alcohol management plan and policy for Council owned facilities; Implement graffiti intervention resource to educate young people addressing mental health issues; Develop food safety presentation resource for food businesses; and Commence review of Public Health and Wellbeing Plan. Act on requirements for the City s contaminated sites in response to DEC recommendations to monitor and mitigate future contamination of ground water. Implement the TravelSmart program and Bike Plan to ensure residents have access to alternative modes of transport that are safe and accessible. Implement and review the Community Safety and Crime Prevention Plan, including vandalism reduction measures and implement the City of Melville Graffiti Management Plan. Carry out legislative requirements through education, discussion and enforcement: (Dog Act, Local Government Act, Bush Fires Act, Emergency Management Act, Building Act). Annually test the Local Emergency Management Plan to ensure compliance and effectiveness. Ensure community facilities and infrastructure are well designed, maintained and meet both community and technical levels of service. Ensure urban environments and developments provide a sense of safety and security.

18 16 The City of Melville Corporate Plan Goal Strategy Key Informing Documents Key Actions Onwards A City for People (continued) Contribute to City of Melville documents: Implement Age-Friendly Directions from Seniors to ensure focus and response a vibrant and for our ageing community: Directions from Young People connected Review Age-Friendly Strategy; and community Directions from Seniors (Age Friendly Strategy) Maintain WHO Global Network Age-Friendly Communities accreditation. Implement Directions from Young People to ensure focus and response for young people: Disability Access and Inclusion Plan and Policy (DAIP) The four Neighbourhood Plans (North East, North West, South East and South West) Future Plan for Libraries, Museums and Local History Melville to 2050: Intergenerational Local Government Cultural Vitality Plan Reconciliation Action Plan Volunteer Management Plan Local Housing Strategy Partnering with key health providers (mobile FreoDoctor); PHAZE project; and Relaunch of The Scene, community and youth space. Investigate social/community enterprise models and identify the City s current contribution to such enterprises. Implement Volunteer Management Plan to support City of Melville and community volunteering. Implement Reconciliation Action Plan to progress a positive shared future between Aboriginal and Torres Strait Islander peoples and other Australians grounded in respect and strong relationships. Implement Disability Access and Inclusion Plan as per legislative requirements. Manage Community Partnership Funding to support community activities. Progress integrated place planning for Canning Bridge, Murdoch Activity Centre, Riseley Centre, Willagee and Booragoon Activity Centre (Garden City and surrounds). Implement the Cultural Vitality Plan. Implement and periodically review Neighbourhood Plans to understand and promote local priorities. Contribute to community resilience City of Melville documents: The four Neighbourhood Plans (North East, North West, South East and South West) Future Plan for Libraries, Museums and Local History Volunteer Management Plan Implement Future Plan for Libraries, Museums and Local History: Continue upgrade of Wireless Hill Museum; Capture and preserve local history; Refurbishment of Civic Square Library; and Complete implementation of the RFID Self Serve Technology. Deliver a Digital Hub to increase digital literacy skills and enable participation in the NBN-enabled economy. Implement Volunteer Management Plan to support City of Melville and community volunteering.

19 17 The City of Melville Corporate Plan Goal Strategy Key Informing Documents Key Actions Onwards A City for People (continued) Activating City of Melville documents: commercial and Neighbourhood Development Policy public places to foster and promote Municipal Heritage Inventory vibrancy and Reserves and Public Open Space Strategy amenity Streetscape Strategy Future Plan for Libraries, Museums and Local History Finalise Local Commercial and Activity Centre Strategy. Finalise Local Parking Strategy. Cultural Vitality Plan Asset Management Plan State Government document: SPP4.2 Activity Centres Policy Review and implement the Public Open Space Strategy. Progress long term strategic planning for community facilities infrastructure (indoor and outdoor recreation facilities, passive recreation open space, libraries and museums, and general community facilities) which includes focus on strengthening community hubs. Develop an Infrastructure Strategy to prioritise future infrastructure requirements and development opportunities. Progress integrated place planning for Canning Bridge, Murdoch Activity Centre, Riseley Centre, Willagee and Booragoon Activity Centre (Garden City and surrounds). Implement the Streetscape Strategy to ensure the preservation and enhancement of the streetscape environment and maintain a high level of natural amenity. Develop and implement a Commercial Centres Streetscape Strategy to enhance the natural amenity and provide attractive setting that encourages economic development. Develop acquired public open space (including Mount Pleasant and Carawatha) to ensure residents have access to quality public open space that promotes physical activity and quality of life. Contribute to achieving sustainable, high quality and connected transport City of Melville documents: Directions from Seniors (Age Friendly Strategy) Directions from Young People Asset Management Plans State Government documents: Directions 2031 and Beyond SPP4.2 Activity Centres Policy Moving Freight and Moving People Perth 2031 Public Transport Plan Review and implement TravelSmart and road safety initiatives to encourage alternative transport options, promote active transport, reduce congestion and develop a high quality transport network. Develop an integrated people movement and transport strategy linked to Local Planning Scheme 6. Advocate at State and Commonwealth levels for a high quality transport network for the City (Roe Highway extension to Stock Road) to reduce traffic congestion, improve connectivity between activity centres and stimulate economic development.

20 18 The City of Melville Corporate Plan Goal Strategy Key Informing Documents Key Actions Onwards Economic Properity Promote economic City of Melville documents: Finalisation of the draft Local Planning Strategy and Local Planning Scheme 6 Overview: development, to provide clear long term strategic direction in land use planning in response to Community Planning Schemes business growth demographic trends and State Government planning policy. In this theme, the outcome is to have and skilled Local Planning Strategy Structure planning for activity centres and redevelopment areas including: a strong, vibrant and diversified local employment Melville to 2050: Intergenerational Local and regional sustainable economy with opportunities Canning Bridge Activity Centre; Government an increasing range of business and Murdoch Activity Centre; employment opportunities. State Government documents: Willagee Redevelopment Area; Areas covered include: Directions 2031 and Beyond Riseley Activity Centre; Education, training and skills SPP4.2 Activity Centres Policy Booragoon Activity Centre (Garden City and surrounds); and Employment employment self Economic and Employment Land Strategy Bull Creek Activity Centre containment*, job availability, Economy Federal Government document: business and industry, economic growth, to enhance community amenity, create vibrancy, manage growth and minimise tourism, diversified economy (rate base) Jandakot Airport Master Plan rate increases. Prepare a Local Economic Development Strategy to facilitate investment and diversify business growth. *Definition: Employment Self-Containment is the total number of working residents who work locally as proportion of total number of working residents (for the City of Melville this is approximately 40 percent) Facilitate vibrant and diverse commercial and activity centres City of Melville documents: Local Commercial Strategy and Centre Plans Riseley Centre Plans and vision Melville City Centre Plan Neighbourhood Development Policy Joint State and City of Melville documents: Canning Bridge Precinct Vision Murdoch Activity Centre Structure Plan State Government documents: Moving Freight and Moving People SPP4.2 Activity Centres Policy Economic and Employment Land Strategy Outline development plans and design guidelines Seek to have Police Department permanently locate in to Melville as suggested by State Government. Prepare a Local Economic Development Strategy to facilitate investment and diversify business growth and maximise opportunities with the National Broadband Network (NBN). Review of the City s Commercial Centres Strategy with a view to promoting diversified business mix and synergies. Finalise Local Parking Strategy to preserve amenity and to ensure sustainability of commercial centres. Develop a Local Housing Strategy to promote diversification and affordability of housing stock in the appropriate areas and retain amenity. Prepare a developer contribution policy linked to the Community Planning Scheme 5 / Local Planning Scheme 6 to equitably distribute the cost of providing infrastructure. Develop an Integrated Transport and Land Use Plan, including transport linkages between activity centres. Review the City s approach to place-making to provide vibrancy and high amenity at the local level.

21 19 The City of Melville Corporate Plan Goal Strategy Key Informing Documents Key Actions Onwards Economic Properity (continued) Achieve effective City of Melville document: Continue to progress City strategic land projects: return on Land and Property Retention, Disposal and John Connell Reserve; investment on City Acquisition Policy owned property for Tompkins Park; the benefit of the State Government document: Carawatha; community, to be Local Government Act less reliant on rate Canning Highway/Stock Road; income Canning Highway/Applecross; Baden-Powell Ardross site; Kishorn Road/The Esplanade site; Deep Water Point site; and Booragoon Activity Centre (Garden City and surrounds). Progress Land Asset Management Plan to ensure best return on investment. Strategic purchases of income producing properties so as to reduce reliance on rates. Explore opportunities for land exchange with State Government-Ken Hurst Park.

22 20 The City of Melville Corporate Plan Goal Strategy Key Informing Documents Key Actions Onwards Environmental Responsibility Preserve and City of Melville documents: Overview: enhance natural Streetscape Strategy areas To promote shared environmental Reserves and Public Open Space Strategy responsibility and ensure the preservation and enhancement of the Natural Area Asset Management Plan (NAAMP) natural environment, and amenity of our neighbourhoods, while providing opportunities for sustainable growth and development of the City. Areas covered include: Clean and Green Environment: Biodiversity, Water, Climate change, Pollution and Natural resource management Sustainable development Liveable urban environment City operations impact on the environment Promote environmental responsibility and positive impacts on our City s environment City of Melville documents: Waste Minimisation Policy Strategic Waste Management Strategy (SMRC) State Government document: Western Australian Waste Strategy: Creating the Right Environment Implement the Natural Area Asset Management Plan (NAAMP) to ensure the long term sustainability and enhancement of the natural environment and minimise degradation. Review, update and implement the Storm Water Management Strategy to ensure sufficient drainage capacity, prevent flooding and improve water quality. Implement the Foreshore Restoration Strategy to protect against further foreshore erosion and habitat loss. Work in conjunction with Friends Groups to manage and enhance the City s natural areas. Seek alternative funding sources for natural resource management to further progress environmental initiatives. Endeavour to achieve cost effective compliance with State Government targets for diversion of Municipal Solid Waste (MSW) from landfill to reduce our impact on the environment. Reduce energy consumption by five percent from baseline 2010/11 by June 2015 and consider the installation of alternative energy systems in high energy use locations (the organisation s own use of energy). Develop and implement City Water Rationalisation Plan (the organisation s own use of water) to ensure compliance with water allocations and provide quality public open spaces. Develop robust sustainability measures and reporting to monitor and reduce our impact on the environment. Develop behavioural change programs linked to environmental sustainability to promote environmental sustainability and reduce environmental impacts where possible. Implement the Environmental Improvement Plan to manage and mitigate the environmental impact of the City s operations. Act on requirements for the City s contaminated sites in response to DEC recommendations to monitor and mitigate future contamination of ground water. Investigate increasing waste collection and recycling opportunities from small business to increase recycling rates within the commercial sector.

23 21 The City of Melville Corporate Plan Goal Strategy Key Informing Documents Key Actions Onwards Environmental Responsibility Adapt to climate City of Melville document: (continued) change Climate Change Adaptation Plan Implement the Climate Change Adaptation Plan to ensure community preparedness of global climate change. Continue participation in the underground power program and advocate for enhanced State Government funding to ensure improved amenity within the streetscape and ensure reliability of electricity supply. Ensure Local Planning Scheme provides for ground floor levels for new developments that are suitable for climate change scenarios. Seek additional funding to improve Melville s 18 kilometres of foreshore. Promote and develop a liveable and sustainable urban environment City of Melville documents: Local Planning Strategy Local Planning Scheme Reserves and Public Open Space Strategy Sustainable Living Manual Sustainable Residential Design Policy and Guidelines Streetscape Strategy State Government documents: Building Code of Australia Energy Efficiency Provisions Directions 2031 and Beyond Moving Freight and Moving People Public Transport for Perth 2031 WA Bicycle Network Plan Manage population growth impacts by considering the options for increasing residential density at transit oriented development nodes, activity centres and along major public transport corridors. Review and implement the Reserves and Public Spaces Strategy to reduce impacts on the Long Term Financial Plan. Develop an integrated people movement and transport strategy, including light rail, to encourage alternative transport options, minimise congestion and energy use and maximise efficient movement of people. Finalisation of the draft Local Planning Strategy and Local Planning Scheme 6 to provide clear long term strategic direction in land use and transport planning in response to demographic trends and State Government planning policy. Continue to invest in existing infrastructure assets to minimise whole of life costs. Investigate the application of an Environmental Levy, developer contributions and environmental offsets. Implement the Streetscape Strategy to ensure the preservation and enhancement of the streetscape environment and maintain a high level of natural amenity with a view to progressively increase annually the number of street trees allocated to residents to increase the City s green canopy. Seek State and Federal funding to mitigate the impacts of growth through enhanced transport infrastructure.

24 22 The City of Melville Corporate Plan Goal Strategy Key Informing Documents Key Actions Onwards Business Excellence Ensure long City of Melville documents: Overview: term financial Annual Budget sustainability In this theme, the outcome is to create an Long Term Financial Plan environment for organisational business Audit Plan excellence and continuous improvement. Melville to 2050: Intergenerational Local Government This means demonstrating financial sustainability, governance and leadership in operating the organisation by engaging our community and employees in order to ensure the ongoing delivery of quality products and services that meet the needs of our community and stakeholders. Areas covered include: Financial performance, governance and asset management Planning, managing and improving organisational performance Managing and building community and stakeholder relationships Productivity and process improvement Attracting, retaining and developing employees Identifying and managing risk Ensure long term asset sustainability City of Melville documents: Neighbourhood Development Policy Building Asset Management Plan Infrastructure Management Plans Land Asset Management Plan Community Infrastructure Strategy Adoption of Long Term Financial Plan by the Council so as to understand the financial sustainability of current practices and provide improved guidance to decision making regarding the future provision of services or assets. Develop current and alternative funding sources; through actions including activity based costing of fees and charges, innovative practices, diversifying land use, partnerships and grants. Implement strong financial management and cost control: Implement enterprise asset management system; Value for money audits; Public benefit tests of products and services; and Benchmark service delivery. Progress long term strategic planning for community facilities infrastructure (indoor and outdoor recreation facilities, passive recreation open space, libraries and museums, and general community facilities) which includes focus on strengthening community hubs. Review and update asset management plans to ensure all assets remain fit for use, are maintained in accordance with technical and community levels of service and rationalised where appropriate. Progress development of user pay model for community and sporting facilities. Progress intergenerational financial planning for all community infrastructure assets through the Long Term Financial Plan. Maximise external funding opportunities such as State, Federal, private and community partnerships where appropriate so as to reduce direct costs to ratepayers. Ensure effective strategy and planning City of Melville document: People, Places, Participation State Government document: Integrated Planning and Reporting Framework and Guidelines Implement the City s Risk Management Framework to mitigate risks and minimise costs to residents. Deploy vision statement for the City in conjunction with the Corporate Plan so there is stakeholder understanding of planned actions to assist achieving community aspirations. Continue to implement and enhance the integrated planning framework (including Strategic Community Plan, Corporate Plan, Long Term Financial Plan, Workforce and Asset Plans and annual budgets) to ensure effective long term success and sustainability of the City. Develop and test the Business Continuity Plan to improve the City s preparedness in the event of a business disruption so citizens are not inconvenienced.

25 23 The City of Melville Corporate Plan Goal Strategy Key Informing Documents Key Actions Onwards Business Excellence (continued) Ensure effective information and knowledge management and decision making City of Melville document: Record Keeping Plan Deploy appropriate software applications to enable the City to effectively store data and records, provide information, manage projects, assets, customer relationships, revenues and costs. Undertake a refresh of the City s Core IT Network Infrastructure and Server Environment so as to ensure that the IT systems that are required for the effective and efficient delivery of the City s products and services are available as and when required and that data is secured. Maintain accreditation to Quality, Safety and Environmental Standards to continually enhance systems and processes to reduce system errors and enhance customer service. Deploy Information and Knowledge Management Framework to enhance the City s ability to make informed consistent decisions. Improve utilisation of Interplan performance management and reporting to effectively plan and monitor performance. Seek business opportunities to achieve revenue for Council intellectual property. Create a great place to work and build organisational capacity City of Melville internal document: Corporate Workforce Plan Continue to implement Business Excellence Frameworks which promote and reinforce organisational values and the desired culture for maximising effectiveness and customer satisfaction. Review and enhance the recognition approach based on Staff Satisfaction Survey results to enhance staff satisfaction and retention. Implement a Safety Perception Survey to enable evaluation and improvement of the effectiveness of the safety culture to enhance staff wellbeing. Implement Workforce Plan to enhance organisational capability and effectiveness, including: Progress Volunteer Management Plan; Development of competency training approach; Development of online competency based learning system; Promoting diversity of the workforce; and Promoting graduate and traineeship opportunities within existing structure.

26 24 The City of Melville Corporate Plan Goal Strategy Key Informing Documents Key Actions Onwards Business Excellence (continued) Manage risk and improve outcomes through continuous productivity improvement of processes and systems City of Melville internal document: Internal documents and Continuity Plans Implement organisational frameworks; including promote and support the use of Continuous Improvement Team structures, tools and methodologies to continually enhance systems and processes for maximising effectiveness and to deliver customer satisfaction and wellbeing. Deploy Integrated Project Management (IPM) through the organisation to enhance project success and corporate learning. Establish a safe, secure and robust IT disaster recovery centre and update the IT Disaster Recovery Plan, so as to ensure that the core IT systems and software applications used to assist in the delivery of City services will remain available in the event of a disaster. Implement internal audit schedule to ensure effectiveness of the City. Maintain accreditation to Quality, Safety and Environmental Standards to continually enhance systems and processes to reduce system errors and enhance customer service. Implement Customer Service Framework, including: Ensuring customer service systems are integrated and measured over the whole of the organisation; Undertaking external benchmarking such as satisfaction and wellbeing surveys, mystery shoppers, quality audits etc; and Maintaining accreditation to International Customer Service Standards so as to ensure that a continued focus on improving customer service is maintained. Implement and continuously improve community engagement processes and be consistent in application.

27 25 The City of Melville Corporate Plan Goal Strategy Key Informing Documents Key Actions Onwards Lead by Example Maintain and City of Melville documents: Overview: enhance our Code of Conduct and Standing Orders positive reputation The outcome we continually strive to and standing as City of Melville values achieve is to be a positive role model a high performing and high performing steward*. We aim organisation to provide highly visible and strong leadership that builds capacity in the community, and develops best practice in service delivery through positive and City of Melville internal documents: inclusive solution-focused behaviour, Stakeholder Relationships Policy action and decisions that support and live the organisational values. Development of Community Database; *Local government stewardship is leadership that embodies responsible planning to meet the needs of current and future generations through integration of environmental protection, social advancement and economic prosperity. Areas covered include: Visible leadership within the organisation and the community Able to engage the community to mutually develop, communicate and work towards a clear, agreed vision Being consistent and being accountable to our values Evidence based decision making within the context of a long term strategic plan and value for money Identifying and developing leaders within the organisation and in the community Facilitate opportunities for public participation to engage and participate in the City s decision making Visible leadership throughout the organisation in harmony with its Council Visible leadership throughout the community City of Melville documents: Code of Conduct and Standing Orders Discretionary Services Policy City of Melville documents: Neighbourhood Development Policy Melville to 2050: Intergenerational Local Government Community and Business Perceptions Surveys Wellbeing survey State Government document: Directions 2031 and Beyond Implement a digital hub at Canning Bridge Library Lounge to promote, educate and maximise opportunities from the National Broadband Network (NBN) for the community. Develop and communicate key messages for the City to promote stakeholder understanding of organisational approach to achieving community aspirations. Ongoing benchmarking and best practice to continually enhance systems and processes for maximising effectiveness and customer satisfaction. Progress the Stakeholder Engagement Framework to manage community expectations as to their level of involvement in decision making, including: Stakeholder Engagement Advisory Panel for internal quality assurance for engagement; Internal training in engagement; Exploring the use of digital technology for community engagement; and Progress a Centre of Excellence for Stakeholder Engagement in the City. Implement participatory funding trial to test level of community decision making. Ongoing culture and work environment surveys to identify strengths and improvement opportunities. Designate traineeship positions to enhance diversity within the workplace so it more strongly reflects the community demographics. Implement the leadership program to enhance the culture and capability of the workforce and Council. Finalise Local Planning Scheme 6, the Local Planning Strategy and Strategic Development Area Plans for Canning Bridge, Murdoch Activity Centre, Willagee, Riseley Centre, Booragoon Activity Centre (Garden City and surrounds) and Bull Creek, to guide City development. More strongly identify strategic partnerships (e.g. SMRC, WA Police) and involvement with State Government and industry wide bodies (e.g. Local Government Reform issue). Ensure intergenerational equity in financial asset planning for current and future communities through the application of Long Term Financial Planning to afford future generations the opportunities of today.