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Armadale, Western Australia

Armadale, Western Australia Harrisdale suburb.

A place of growth, a place of opportunity

Business View Oceania interviews representatives of Armadale, Western Australia for our focus on Economic Development in Australian Cities

Located 28km from the Perth CBD, the City of Armadale is one of the fastest growing local government areas in Western Australia. Its current population of approximately 91,700 is forecast to grow to 152,000 by 2041, paving the way for Armadale to become a major employment hub for the growing south-eastern metropolitan region. Residents and visitors enjoy the impressive scenic beauty, dining choices, boutique wineries, bush trails, shopping and exceptional aquatic and recreational facilities, there is something for everyone. With the Armadale City Centre already a designated Strategic Metropolitan Activity Centre, it represents an ideal place for growth and business opportunity.

Armadale, Western Australia Mayor, Henry Zelones

(retired) Mayor, Henry Zelones

Business View Oceania spoke with recently retired (Oct 2019) City of Armadale Mayor Henry Zelones, OAM, JP and the City’s Manager of Economic Development & Advocacy, Luis Puig, for their insights into the City’s past achievements, current projects, and future goals and initiatives. The following is an edited transcript of our conversation.

BVO: Can you give us an overview of Armadale from an economic perspective?

Zelones: “I’ve been an elected member of the City of Armadale for nearly 30 years, the last eight as Mayor. At the beginning of my term, we established for the first time an Economic Development Office led by a professionally qualified and experienced Economic Officer to provide advice to the Council, Administration and myself on all matters of economic development. We did that with the view that the City was growing very rapidly; the population over the last eight years has soared from about 60,000 to more than 90,000 residents. With additional commercial and industrial developments being built throughout the City, we needed a policy that would assist in finding jobs and satisfying the local needs. That led us to developing an economic development growth policy, an advocacy program, and the latest addition is our Business Investment Prospectus.

“The Western Australian Local Government Act requires that we develop a Community Growth Plan which has a 15-year horizon, and a Corporate Business Plan which sets out the Council’s community development projections for the next four to five years. Along with that, we’ve developed a number of other strategies to assist with our lobbying efforts with State and Federal governments for funding assistance.

“Our locality is known for its range of lifestyles, from the rural agricultural setting right through to the higher density residential areas. We’re building two new industrial estates: one is about one-third completed and some very big companies have already moved in. The Western Australian State Government is involved in developing the infrastructure through a Redevelopment Authority in that area. The estate is well located on major highways, close to the Fremantle Port, which is our main export port, and the international airport is only 20 minutes away. The second estate is still going through the planning process, but will probably be brought online in the next five to ten years.

“Our recently developed Business Investment Prospectus lays out reasons why you should be investing in the City of Armadale. We are growing; we have a diverse workforce along with diverse lifestyle choices to suit people looking to settle here in the City of Armadale. We’re only 30 minutes out of the CBD of Perth, understanding Perth is now a City of 2.5 million people, so we’re part of a much larger community, as well. The inner suburbs, inner cities, are pretty well developed, but the outer metropolitan area which we identify with is being sought after to pick up the slack. The City of Armadale is also well placed as a gateway to the fast growing region of the South West.”

Puig: “It’s a really exciting time for Armadale right now. With Henry retiring, we have a new Mayor, and a new Chief Executive Officer, and I just commenced with the City in September. So the baton is being passed and it’s time to take all of these strategies and plans that have been developed and incorporate them for the positive growth of Armadale. That’s the reason why I decided to take on this job. Having the opportunity to work on this project is incredible.”

city of armadale corporate business plan

BVO: What are the biggest challenges for Armadale?

Zelones: “The biggest issue for our growing residential areas is employment, whether they are local jobs, or those located outside of the City. Currently most work opportunities are to the north into the metropolitan area and west towards the Fremantle Port, the coast, and the huge Kwinana heavy industrial strip. So our lobbying activities have strongly focused on improving our transport infrastructure – both rail and road. Over three hundred million dollars is being spent on improving road infrastructure which will enable our residents to get to those job opportunities more quickly and efficiently.

“Because we’ve been declared a Strategic Metropolitan Regional Center, we’re going through an upgrade of our Central Business District to grow our commercial, retail and educational facilities to create more job opportunities. South of us, we have a region growing at an even faster rate, percentage wise, than we are. That means we’re going to be a central hub for providing many other services. So part of our advocacy and strategies is about how we address those issues. Those developments will create over a billion dollars worth of private and government expenditure in our area.”

Puig: “There are also challenges in terms of perception of the ‘old Armadale’ – that there’s not much exciting going on. We need to get the message out that there is a lot of opportunity in terms of growing the local economy. As part of our advocacy we’re trying to secure a higher education facility here in the city centre so young people can stay in the community after finishing high school. Also, building community facilities has been a focus for Council. Recreational facilities and sporting facilities are needed to keep up with the demand from the growing community.”

BVO: What factors are making a significant economic impact?

Zelones: “As we are rapidly approaching 100,000 residents and the region close to a population of ¼ of a million, the need for the provision of additional State Government services was identified some years ago. The decision at the last WA State election to build a new Court House and Police station precinct will see an 86 million dollar investment in our city centre, along with the relocation of a regional office by the Fire and Emergency Services Authority (FESA) that will bring an additional 350 more people to the city centre. We broke ground in October this year with completion of the complex anticipated by the end of 2020. With that in place, we’ll see more services devoted to law and order with issues related to children, crime, domestic violence that are common in any high-density modern city. That will bring in lawyers, counsellors, mental health professionals, and others, which will add to the economic impact on our CBD.

“We have a completely redeveloped public hospital with maternity, dialysis units, additional wings and all sorts of specialty services being provided there. Armadale is an established location that has grown significantly. Situated on a major highway, it serves Armadale, as well as the larger region because we sit as the gateway from the country into the Perth metro area. It’s where a lot of the rural residents come to have their babies and medical procedures. There are a lot of health-rated businesses, as well. In our business prospectus, we’re looking at 100 million dollars of investment and economic activity in the hospital and social assistance industry.”

BVO: What else is important to know about Armadale?

Puig: “We have a fantastic natural asset, the Perth Hills – a semi-rural lifestyle for people wanting to get away on the weekend. Take the family out to the bush and experience the natural beauty. It’s only a half hour drive from the metro area. That’s a compelling advantage we have developed by building partnerships with Tourism Western Australia and our Regional Tourism Organisation Destination Perth. They help us market Armadale as a destination of choice and also help businesses to develop tourism product, like B & Bs and the wonderful cideries we have popping up. In changing the perception of the old Armadale, we want to concentrate on good news stories and tourism is a great avenue for that.”

Zelones: “As a local government, we’ve taken on and fully support the state-wide policy on issues like climate change. The water table is dropping, so irrigation for our homes and recreation areas could be an issue. We’re in a dry area, some distance from the coast, so we helped facilitate the development of a wet recreation facility at Champion Lakes and a redevelopment aquatic and fitness facility to encourage residents to stay and enjoy our recreational activities.

“We take our environmental responsibilities seriously and are signatories to the single use plastic ban and the overall reduction of plastics entering the environment.  We have an established Urban Forest Strategy aimed at retaining and growing our tree canopy to address the heat island effect, but also ensuring that greener look we’ve been known for is retained. It is a unique feature for the City of Armadale. My role at the City has been very rewarding. Even though I will no longer be Mayor, I love it here and I’ll be staying active in my community for many years to come.”

Passing the torch… the City is in good hands.

In late October 2019, the City of Armadale welcomed Councillor Ruth Butterfield to her role as the new Mayor. During a speech Butterfield shared, “I would like to thank Henry for his dedication and service to the community spanning over 28 years, eight of which he served as Mayor. I would also like to thank the outgoing Councillors for their years of public service and acknowledge the invaluable contribution they made whilst representing the community. Finally, a warm welcome to the newly elected members, I look forward to working closely with a passionate, dedicated and determined team of Councillors and Administration. Together we will continue to progress the strategic direction of the City, whilst being agile and proactively seeking opportunities to improve the City of Armadale.”

Click The Cover To View Or Download The Brochure

city of armadale corporate business plan

AT A GLANCE

What: Fast growing city; population approx. 91,700

Where: Suburb of Perth, WA

Website: www.armadale.wa.gov.au

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Page 1: Corporate Business Plan - City of Armadale · The City’s Strategic Plan and Corporate Business Plan ... sustainability. ... • Corporate governance and financial

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Message from the CEO

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

R S Tame, PSM Chief Executive Officer

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

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Strategic Community PlanProvides the long term view

informed by community aspirations. Reviewed every

four years.

Corporate Business Plan Activates the Strategic

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

Reviewed annually to deliver the annual budget.

Annual Budget

Informing Strategies

Finance Plan Workforce Plan

Asset Plan Service Plans Specific Plans and Strategies

IntroductionThe City of Armadale Corporate Business Plan outlines the City’s key actions over the next five years. The Plan is informed by the Strategic Community Plan 2016 – 2031 and aims to integrate the community’s aspirations into the City’s operations.

The Plan sets out those actions that will deliver on the outcomes and strategies outlined in the Strategic Community Plan. The City’s Strategic Plan and Corporate Business Plan are linked and integrated as shown in the below diagram.

How to use this Corporate Business Plan The plan follows the same Future Directions structure as provided for in the Strategic Community Plan, which are:

Community The range and quality of services offered within the area plays a key role in making Armadale a preferred place to live by fostering community pride, safety and healthy lifestyles.

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

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

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

Outcomes and Strategies

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

The outcomes are statements that describe what the community wants to achieve, and the strategies are the measures to achieve these outcomes.

The outcomes and strategies for each Future Direction taken from the Strategic Community Plan, are provided at the back of this document.

Future Directions

Community Environment

LeadershipEconomy

Corporate Business Plan 2017/18 – 2021/22 5City of Armadale4

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

These Key Actions combine with the City’s diverse and numerous enabling services and programs which are critical and fundamental to the City’s future growth and sustainability. Approximately $45 million per annum is allocated from general municipal fund revenues (e.g. rates, general purpose grants, interest on investments, etc.) to fund the City’s enabling services and programs for example:

• Maintenance and improvement of over 742kms of road network.

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

• Maintenance and improvement of over 150 public buildings.

• Library services provision at three locations.

• Building, health and planning services.

• Cultural and community events.

• Ranger and emergency services.

• Recreation and leisure services.

• Corporate governance and financial management services.

The link between future directions, outcomes, strategies and actions

Community The enabling services and programs in this area include:

Community DevelopmentDelivering the City’s Cultural and Events program, place activation, support and capacity building in the areas of volunteers, children and families, seniors, access and inclusion, youth and Indigenous Development.

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

Community PlanningPlanning for community facilities and services, including sourcing external grants and developing partnerships to deliver facilities and services.

Public Health and Wellbeing Inspections, operations and programs to assist in maintaining and improving the general health of community, including supporting opportunities for residents to lead healthy and active lifestyles, the inspection and licensing of food premises and conducting environmental health risk assessments.

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

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

Rangers and Emergency ServicesAdministration and operation of fire prevention services, animal control, voluntary emergency service groups, the control of off-road vehicles, enforcement of local laws and vehicle impoundment.

The above enabling services and programs together with the following Key Actions will collectively, over the next five years, contribute to the attainment of the following Community outcomes and strategies.

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

and programs.

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

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

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

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

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

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

1.1.1.1 Implement a Community Development Strategy ✓ ✓ ✓ ✓ ✓

1.1.1.2 Facilitate networks within the community ✓ ✓ ✓ ✓ ✓

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

Strategy 1.1.2 Build interdependent and resilient community groups

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

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

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

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

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

1.2.3.1 Facilitate community safety partnerships and projects  ✓ ✓ ✓ ✓ ✓

1.2.3.2 Activate local spaces to improve local safety ✓ ✓ ✓ ✓ ✓

Future Direction Community

Corporate Business Plan 2017/18 – 2021/22 9City of Armadale8

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

1.3.1.1 Deliver the Community Infrastructure Plan ✓ ✓ ✓ ✓ ✓

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

1.3.1.3 Deliver an all year round indoor aquatic centre ✓ ✓

Strategy 1.3.2Deliver services

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

1.3.3.1 Contribute to cooperative regional emergency management

Strategy 1.3.4 Promote services and facilities available in the community

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

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

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

Corporate Business Plan 2017/18 – 2021/22 11City of Armadale10

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Ongoing Services and Programs Funding

ParticularsYear 1 Year 2 Year 3 Year 4 Year 5

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

Community Development

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

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

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

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

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

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

Rangers and Emergency

1,448,210 1,422,880 1,423,450 1,427,620 1,422,780

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

Environment The enabling services and programs in this area include:

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

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

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

Environment PlanningAdministration, inspection and operation of environmental concerns.

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

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

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

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

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

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

The above enabling services and programs together with the following Key Actions will collectively, over the next five years, contribute to the attainment of the following Environment outcomes and strategies.

City of Armadale Corporate Business Plan 2017/18 – 2021/22 12 13

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Future Direction Environment

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

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

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

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

Strategy 2.1.4 Minimise the City’s carbon footprint

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

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

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

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

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

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 ✓ ✓ ✓ ✓ ✓

City of Armadale Corporate Business Plan 2017/18 – 2021/22 14 15

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

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

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

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

2.3.4.2 Investigate traffic patterns to determine future road capacity requirements

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

2.3.4.4 Investigate and implement the cycling infrastructure strategy

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

2.4.1.2 Investigate collection fleet requirements ✓

Strategy 2.4.2 Maximise recycling opportunities

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

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

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

2.5.1.1 Implement the Local Planning Strategy recommendations through amendments to TPS No.4, Structure Plans, Planning Policies and strategies

2.5.1.2 Implement the Developer Contribution Plan arrangements and review as required

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

2.5.1.4 Improve the City's regulatory environment and streamline processes in order to facilitate businesss attraction and investment

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

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

City of Armadale Corporate Business Plan 2017/18 – 2021/22 16 17

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

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

Civil Works (5,669,170) (6,216,800) (6,130,500) (2,831,300) (2,755,380)

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

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

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

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

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

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

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

Municipal Funds 16,924,753 15,269,000 14,931,590 18,073,780 18,219,080

Environment

Economy The enabling services and programs in this area include:

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

Economic DevelopmentProvides a strong linkage between the City and the business community and manages several economic development projects and the City’s Visitor and Information Centre.

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

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

Public Relations and CommunicationsCorporate marketing and promotion, including newsletters, media releases, corporate image development and marketing plans. Informing the community and other stakeholders about the decisions of Council and the impacts of those decisions.

Project Co-ordination Administration and application of major planning projects, currently the North Forrestdale Development Contribution Plan.

SubdivisionsPlanning and engineering requirements associated with new subdivisions.

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

The above enabling services and programs together with the following Key Actions will collectively, over the next five years, contribute to the attainment of the following Economy outcomes and strategies.

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Future Direction Economy

Outcome 3.1

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

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

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 

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

3.2.1.1 Investigate transition to employment initiatives with service providers and agencies

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

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

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

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

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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

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

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

Strategy 3.3.2 Develop and maintain intergovernmental economic development relationships

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

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 

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

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

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

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

Economic Development

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

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

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

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

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

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

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

LeadershipThe enabling services and programs in this area include:

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

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

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

Governance and AdministrationProvision of governance services, such as policy document preparation, statutory reviews and maintenance of registers. Also includes the administration of the corporate office requirements, including reception, record keeping, photocopying, stationery and insurance related matters.

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

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

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

The above enabling services and programs together with the following Key Actions will collectively, over the next five years, contribute to the attainment of the following Leadership outcomes and strategies.

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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

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

4.1.2.1 Implement policies and associated delegations to improve transparency of decisions

4.1.2.2 Implement the Better Business Review ✓ ✓ ✓ ✓ ✓

4.1.2.3 Implement Feasibility Studies for each of the Major Projects identified in the Community Facilities Master Planning Initiative

4.1.2.4 Implement reviews of the Strategic Community Plan ✓ ✓ ✓

4.1.2.5 Implement annual reviews of the Corporate Business Plan

Strategy 4.1.3 Support the role of the elected body

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

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

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

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

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Outcome 4.3

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

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

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

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

Strategy 4.3.3 Seek efficiencies that will reduce service delivery costs

4.3.3.1 Investigate core business systems options ✓

4.3.3.2 Implement the outcomes of core business systems review

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

Outcome 4.4

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

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

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

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

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

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

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

Governance and Administration

2,673,910 2,664,080 2,614,250 2,624,420 2,614,580

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

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

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

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

Key Projects and Strategies

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

communities and the development of new

communities

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

Our population is growing and becoming more diverse and is expected to reach 144,800 by the year 2036. The need for prudent, but innovative and sustainable, planning has never been greater. Whilst growth will bring new demands Council is also conscious of the needs of long-term residents of the region. The forecast change over the next 20 years is anticipated to be even greater as the City also responds to environmental, economic and political changes in our region.

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

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

Piara Waters Hilbert Haynes Harrisdale

2016 2021 2026 2031 2036

Growth area population projections

Key Projects

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Key Strategies

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

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

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

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

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

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

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

Indoor Aquatic Centre

Piara Waters (South East) Community and Sporting Facility

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Project Brief

The Armadale Aquatic Centre was constructed in 1979 and is one of the City’s main recreation facilities with attendances averaging 145,000 per annum. The need to upgrade the Centre and provide an indoor, year-round facility has been the subject of much discussion over the years and several Council reports. Since the closure of the Kelmscott Pool in 2003, there has been increasing public pressure to renovate Armadale pool to include a heated indoor facility.

The City undertook a comprehensive Needs Assessment and Feasibility Study which supported the need for an indoor aquatic facility to cater for the City’s growing population.

Due to the high cost of the proposed new indoor aquatic facility, and limited external funding for the project, Council was unable to afford the new facility in the short-term but determined to provide for a major upgrade of the existing Armadale Aquatic Centre facilities which was completed in 2012/13.

The concept plan for the redevelopment of the Armadale Aquatic Centre includes an indoor 25 metre pool, leisure pool, program pool with sauna and spa, foyer, meeting and function rooms, integrated gymnasium and creche service and kiosk. This concept provides a range of services to the community that will meet anticipated demand from the City’s population growth in the long term. The estimated cost of the facility is $26.4 million, staged over a two year period, with completion expected in December 2018/January 2019.

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

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

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

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

Renewal Allocation 0 0 0 807,300 807,300 807,300 807,300 807,300

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

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

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

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

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

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

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

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

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

Total2025/26 2026/27 2027/28 2028/29 2029/30 2030/31 2031/32

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

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

Renewal Allocation 807,300 807,300 807,300 807,300 807,300 807,300 807,300 9,687,600

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

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

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

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

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

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

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

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

Funding Details

Armadale District Hall Upgrade

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

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

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

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

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

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

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

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

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

Capital Allocation 0 0 0 0 0 0 0 4,185,000

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

Renewal Allocation 105,000 105,000 105,000 105,000 105,000 105,000 105,000 1,365,000

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

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

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

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

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

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

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

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

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This is one of nine senior-size sporting grounds required in the North Forrestdale Development area, and includes a senior-sized playing field and a modest pavilion facility. It is a shared site between the City of Armadale and the Department of Education.

The site comprises public open space co-located with a school site to create a land parcel large enough to accommodate the proposed grounds and facilities. Responsibility for the

operation and maintenance of the site will be shared between the City and the Department of Education through a site-specific agreement, which should result in cost savings to each party in these areas.

It is anticipated that funding for the development will be sourced through Development Contributions, Department of Education and Training and external grants.

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

Seville Grove Library/Champion Centre Upgrade

This is one of the major projects in the Bob Blackburn Reserve Master Plan comprising a significant upgrade of the Champion Centre and Seville Grove Library. The project has received significant support through a $4 million grant from Lotterywest.

The components of the project are:• Upgrade of the Champion Centre

– improve the internal design and enhance access.

• Enhanced access to bushland and functional outdoor areas.

• Repurposing of the Seville Grove Library.

• Two community art works.

It is anticipated the upgrades will be complete in time for the reopening of the City’s Aquatic Centre following the major upgrade of that facility.

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

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

Renewal Allocation 0 111,300 111,300 111,300 111,300 111,300 111,300 111,300

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

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

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

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

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

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

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

Operational Allocation 133,500 133,500 133,500 133,500 133,500 133,500 133,500 1,869,000

Renewal Allocation 111,300 111,300 111,300 111,300 111,300 111,300 111,300 1,558,200

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

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

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

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

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

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

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

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

Renewal Allocation 0 47,600 47,600 47,600 100,900 100,900 100,900 100,900

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

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

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

Capital Allocation 0 0 0 0 0 0 0 3,785,000

Operational Allocation 121,100 121,100 121,100 121,100 121,100 121,100 121,100 1,503,700

Renewal Allocation 100,900 100,900 100,900 100,900 100,900 100,900 100,900 1,252,700

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

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

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

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Wungong District Playing Fields – Stage 1 Cell A

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

Operational Allocation 0 0 367,800 367,800 367,800 367,800 367,800 367,800

Renewal Allocation 0 0 306,500 306,500 306,500 306,500 306,500 306,500

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

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

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

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

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

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

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

Operational Allocation 367,800 367,800 367,800 367,800 367,800 367,800 367,800 4,781,400

Renewal Allocation 306,500 306,500 306,500 306,500 306,500 306,500 306,500 3,984,500

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

Interest Expense 90,500 82,000 73,100 63,800 53,900 43,600 32,700 1,139,300

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

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

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

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

Cross Park – Sports Pavilion

A new pavilion to house the Roleystone Cricket and Netball Clubs as identified in the Cross Park Master Plan. Detailed feasibility analysis is underway on a final configuration for this facility which is anticipated to be reported to be considered by Council in mid-2017.

The project was identified as a priority by stakeholders and seen as an opportunity to share resources between sporting groups and upgrade ageing infrastructure.

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

Operational Allocation 0 0 23,100 23,100 23,100 23,100 23,100 23,100

Renewal Allocation 0 0 19,300 19,300 19,300 19,300 19,300 19,300

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

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

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

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

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

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

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

Renewal Allocation 19,300 19,300 19,300 19,300 19,300 19,300 19,300 250,900

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

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

Principal 0 0 0 0 0 0 0 270,000

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

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

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

The district component will be delivered in two stages; the first stage which is this project is to be delivered in year two, and comprises two playing fields and an associated sporting/community facility. The second stage which is a larger set of two playing fields and a larger sporting/community facility is envisaged to be delivered sometime in years 16 – 20 when the population

will be large enough to support such a facility and after additional funding can be secured to complete the project.

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Creyk Park Pavilion UpgradeProject Brief

A major project identified as part of the Creyk Park Master Plan which will improve the internal and external aesthetics including additional storage and improved access through upgrades to the kitchen and toilets as well and associated internal/external reconfiguration.

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

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

Renewal Allocation 0 0 0 39,200 39,200 39,200 39,200 39,200

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

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

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

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

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

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

Operational Allocation 33,600 33,600 33,600 33,600 33,600 33,600 33,600 403,200

Renewal Allocation 39,200 39,200 39,200 39,200 39,200 39,200 39,200 470,400

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

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

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

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

Funding Details Funding Details

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

One of the five shared School/Community sites in the Metropolitan Redevelopment Authority’s Wungong Urban Project. This project comprises a senior-sized playing field and a modest sporting facility co-located with a Primary School.

Funding for the project will be sourced through Development Contributions, Department of Education and Training funding, external grants and loan funds.

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

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

Renewal Allocation 0 0 0 119,400 119,400 119,400 119,400 119,400

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

Interest Expense 0 0 0 46,800 37,800 28,400 18,500 8,000

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

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

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

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

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

Operational Allocation 143,300 143,300 143,300 143,300 143,300 143,300 143,300 1,719,600

Renewal Allocation 119,400 119,400 119,400 119,400 119,400 119,400 119,400 1,432,800

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

Interest Expense 0 0 0 0 0 0 0 139,500

Principal 0 0 0 0 0 0 0 979,000

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

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

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

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Harrisdale (North) Community and Sporting FacilityProject Brief

The City’s Community Infrastructure planning work has identified the need for nine (9) senior-sized playing fields in the North Forrestdale Development area to allow for the development of organised sporting and recreation activity.

Through a joint arrangement with the Department of Education, public open

space has been co-located with a public Primary School site to enable a senior-sized playing field and a modest pavilion facility to be developed.

Responsibility for the operation and maintenance of the site will be shared between the City and the Department of Education through a site-specific agreement, with one of the objectives

being a reduction in costs to both parties in providing these facilities.

Funding for the development is expected to occur via Development Contributions, the Department of Education and Training and external grants.

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

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

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

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

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

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

Capital Allocation 0 0 0 0 0 0 0 3,530,000

Operational Allocation 87,000 87,000 87,000 87,000 87,000 87,000 87,000 957,000

Renewal Allocation 73,000 73,000 73,000 73,000 73,000 73,000 73,000 803,000

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

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

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

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

Forming part of an overall requirement for four community use sites in the Wungong Urban development area, this facility is an 800 square metre local level Community Centre.

Final usage and design of the planned community use facility will be determined closer to the construction date, however it is important that

projects such as this are provided for in the City’s Forward Plans to ensure that community needs can be catered for in the future.

Funding for the project will be sourced through Development Contributions, external grants and loan funds.

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

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

Renewal Allocation 0 0 0 0 94,200 94,200 94,200 94,200

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

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

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

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

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

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

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

Operational Allocation 113,000 113,000 113,000 113,000 113,000 113,000 113,000 1,243,000

Renewal Allocation 94,200 94,200 94,200 94,200 94,200 94,200 94,200 1,036,200

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

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

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

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

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

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

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Haynes District Sports Ground – Wungong Urban Cell DProject Brief

One of nine shared sites in the City’s high growth areas, this project is a partnership between the City, Metropolitan Redevelopment Authority (MRA) and the Department of Education. The sports ground and associated facility will be co-located with a High School and Primary School forming a significant community hub for Wungong residents.

Funding for this project is through the Wungong Developer Contribution Scheme, external grants, loan proceeds and contributions from the Department of Education.

The City’s partnership with the Department of Education presents an excellent opportunity to provide and maintain much needed community facilities in an efficient cost effective way.

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

Hilbert District Community Centre – Wungong Urban Project Cell FProject Brief

Identified though joint work between the City and Metropolitan Redevelopment Authority, this is a district level community centre of around 1,650 square metres to be located in the Hilbert town centre. It envisaged a new library service will commence operating from the Centre in 2025 to serve the emerging Wungong community.

Funding for this facility will be sourced through Development Contributions, external grants and loan funds.

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

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

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

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

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

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

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

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

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

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

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

Renewal Allocation 0 0 0 0 0 185,400 185,400 185,400

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

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

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

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

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

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

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

Operational Allocation 209,000 209,000 209,000 209,000 209,000 209,000 209,000 2,090,000

Renewal Allocation 174,000 174,000 174,000 174,000 174,000 174,000 174,000 1,740,000

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

Interest Expense 50,600 44,200 37,300 30,200 22,700 14,800 6,500 394,100

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

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

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

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

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

Operational Allocation 222,500 222,500 222,500 222,500 222,500 222,500 222,500 2,225,000

Renewal Allocation 185,400 185,400 185,400 185,400 185,400 185,400 185,400 1,854,000

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

Interest Expense 54,800 47,800 40,400 32,700 24,500 16,000 7,000 426,400

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

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

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

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

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

The Hilbert (East) Sports Ground is located in the Metropolitan Redevelopment Authority’s Wungong Urban project area. This sports ground will be part of a significant Community Hub comprising a new Primary School, the existing Evelyn Gribble Community Centre and a new district level Community Centre.

Funding for the sports ground is through the Wungong Development Contribution Scheme, Department of Education, external grants and loan funds.

Forrestdale Hub – Sporting Facilities UpgradesProject Brief

As part of the Forrestdale Hub Master Plan, this project was originally intended to bring together the Forrestdale Sports Pavilion and Ian Pratt Change Rooms. However the impending Armadale Road widening project has resulted in the need to undertake more detailed analysis of how the facilities on the site should be configured and accessed.

This further analysis will also include implications for the Forrestdale Hall.

While the exact configuration of the upgrades is yet to be determined, funding has been allocated through the City’s Long Term Financial Plan. It is envisaged the outcome will be a significantly enhanced suite of facilities for the local and broader community.

Capital Allocation 0 0 0 0 4,034,000 0 0 0

Operational Allocation 0 0 0 0 0 121,000 121,000 121,000

Renewal Allocation 0 0 0 0 0 110,900 110,900 110,900

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

Interest Expense 0 0 0 0 0 119,300 109,500 99,300

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

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

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

Capital Allocation 0 0 0 0 3,080,000 0 0 0

Operational Allocation 0 0 0 0 0 55,000 55,000 55,000

Renewal Allocation 0 0 0 0 0 46,000 46,000 46,000

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

Interest Expense 0 0 0 0 0 25,300 23,200 21,000

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

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

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

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

Capital Allocation 0 0 0 0 0 0 0 4,034,000

Operational Allocation 121,000 121,000 121,000 121,000 121,000 121,000 121,000 1,210,000

Renewal Allocation 110,900 110,900 110,900 110,900 110,900 110,900 110,900 1,109,000

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

Interest Expense 88,500 77,200 65,300 52,800 39,600 25,800 11,300 688,600

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

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

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

Capital Allocation 0 0 0 0 0 0 0 3,080,000

Operational Allocation 55,000 55,000 55,000 55,000 55,000 55,000 55,000 550,000

Renewal Allocation 46,000 46,000 46,000 46,000 46,000 46,000 46,000 460,000

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

Interest Expense 18,800 16,400 13,800 11,200 8,400 5,500 2,400 146,000

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

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

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

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

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

This community building is located in the Metropolitan Redevelopment Authority’s Wungong Urban area. It has been identified in the MRA’s Developer Contribution Scheme and the City’s Community Infrastructure Plan as a significant facility that will assist in meeting the needs of a rapidly growing population.

This community facility will be part of a significant Community Hub comprising a new Primary School, the existing Evelyn Gribble Community Centre and a sports ground.

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

Haynes Community Centre – Wungong Urban Project Cell C Project Brief

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

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

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

Renewal Allocation 0 0 0 0 0 0 0 94,200

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

Interest Expense 0 0 0 0 0 0 0 36,000

Principal 0 0 0 0 0 0 0 136,200

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

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

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

Capital Allocation 0 0 0 0 7,095,000 0 0 0

Operational Allocation 0 0 0 0 0 213,000 213,000 213,000

Renewal Allocation 0 0 0 0 0 177,000 177,000 177,000

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

Interest Expense 0 0 0 0 0 69,600 63,900 57,900

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

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

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

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

Operational Allocation 113,000 113,000 113,000 113,000 113,000 113,000 113,000 904,000

Renewal Allocation 94,200 94,200 94,200 94,200 94,200 94,200 94,200 753,600

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

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

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

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

Capital Allocation 0 0 0 0 0 0 0 7,095,000

Operational Allocation 213,000 213,000 213,000 213,000 213,000 213,000 213,000 2,130,000

Renewal Allocation 177,000 177,000 177,000 177,000 177,000 177,000 177,000 1,770,000

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

Interest Expense 51,600 45,000 38,100 30,800 23,200 15,100 6,600 401,800

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

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

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

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

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

One of the five shared School/Community sites in the Metropolitan Redevelopment Authority’s Wungong Urban area. This project comprises a senior-sized playing field and a modest sporting facility co-located with a Primary School.

Funding for the project will be sourced through Development Contributions, Department of Education, external grants and loan funds.

Forrestdale Hall

A significantly upgraded or replaced Forrestdale Hall is identified as a major component of the Forrestdale Hub Master Plan. Further analysis is underway on the exact nature of this project in the context of the widening of Armadale Road and the impact of that project on the facilities on the site. The further work also takes in to account the Forrestdale Sports facilities upgrades.

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

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 (1,700,000)

Interest Expense 0 0 0 0 0 0 0 0

Principal 0 0 0 0 0 0 0 0

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

Revenue Other 0 0 0 0 0 0 0 0

Municipal Funds 0 0 0 0 0 0 0 0

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

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

Renewal Allocation 0 0 0 0 0 0 0 119,400

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

Interest Expense 0 0 0 0 0 0 0 46,700

Principal 0 0 0 0 0 0 0 177,000

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

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

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

Operational Allocation 90,000 90,000 90,000 90,000 90,000 90,000 90,000 630,000

Renewal Allocation 105,000 105,000 105,000 105,000 105,000 105,000 105,000 735,000

Interest Expense 83,300 76,500 69,300 61,800 53,900 45,600 36,900 427,300

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

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

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

Operational Allocation 143,300 143,300 143,300 143,300 143,300 143,300 143,300 1,146,400

Renewal Allocation 119,400 119,400 119,400 119,400 119,400 119,400 119,400 955,200

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

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

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

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

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Hilbert District Sports Ground – Wungong Urban Project Cell KProject Brief

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

Gwynne Park Upgrades – Phase 1Project Brief

A significant component of the Gwynne Park Master Plan this phase comprises; • Integration of the Armadale Arena

and Badminton Centre into one Sport and Recreation facility.

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

• Enhanced gateway signage.

• Improved skateable landscape.• Integration of car parking accessible

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

This project is part of a large scale, two staged redevelopment involving (in the long term) a relocation of the bowling club and development of an all-ages playground in a central area.

This first stage is designed to significantly improve the functionality of the site in preparation for the more substantial second phase.

Capital Allocation 0 0 0 0 0 0 0 0

Loan Proceeds 0 0 0 0 0 0 0 0

Capital Grants 0 0 0 0 0 0 0 0

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

Operational Allocation 0 0 0 0 123,600 123,600 123,600 370,800

Renewal Allocation 0 0 0 0 143,500 143,500 143,500 430,500

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

Interest Expense 0 0 0 0 154,700 150,000 145,000 449,700

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

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

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

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

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

Operational Allocation 0 0 0 0 185,800 185,800 185,800 557,400

Renewal Allocation 0 0 0 0 154,900 154,900 154,900 464,700

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

Interest Expense 0 0 0 0 60,300 48,800 36,600 145,700

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

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

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

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

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John Dunn Reserve – Community Building Project Brief

One of the elements of the John Dunn Master Plan is the potential for a new community use building on the site. The motivation behind this project is to facilitate more daytime use and provide additional passive surveillance to the primary reserve entrance. Further feasibility analysis will be undertaken to determine the exact nature of this project.

John Dunn Reserve – BMXProject Brief

This project is part of the John Dunn Master Plan. A BMX facility was previously located in the eastern corner of the reserve and was decommissioned in 2012. Feasibility analysis of this project is currently underway; more detailed information about the exact nature of this project will be reported back to Council later in 2017.

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

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

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

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

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

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

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1. Workforce Planning

2. Asset Management Planning

3. Civic Precinct (Reserve Provisioning)

4. Specified Area Additional Services – Wungong

5. Harrisdale Library Service

6. Hilbert Library Service

Workforce Planning

The City has undertaken extensive Workforce Planning. This is a structured ‘business thinking process’ to ensure that the actions in our Corporate Business Plan can be delivered on time, within budget and at a standard in-line with community expectations. It considers all potential resourcing options, direct employment, contracting out, partnerships and changing business activities to recruit the types of talent required.

The Workforce Planning process informs the Corporate Business Plan which is linked to the City’s Strategic

Community Plan. It identifies the talent needs created by our continued growth and our key projects and strategies. Once the business initiatives are recognised, the attention turns to schedule and timing.

By understanding the number and types of roles required to meet future demands, Workforce Planning can also inform other management imperatives for example office accommodation needs, vehicle numbers and types, communications and related information technologies.

The following estimates provide for:• Five full time positions for the next

two years, seven full time positions each year for the next four years, and four full time positions each year for the remaining years.

• Up to three new vehicles every year.

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

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

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

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

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

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

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

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Asset Management PlanningProject Brief

Asset Management Plans (AMPs) have been developed for the five major asset classes as follows; roads, stormwater drainage, pathways, buildings and public open spaces.

Asset Management is the ‘combination of management, financial, economic, engineering and other practices applied to physical assets with the objective of providing the required level of service in the most cost-effective manner’.

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

The funding provided over the next 15 years in the major asset classes for capital new (the creation of a new asset, in a location where that asset type has not existed before) and renewal/upgrade (periodically required

expenditure which is capitalised and then depreciated as it renews / replaces component or sub component parts of an infrastructure asset) is as follows.

(NB: that Civil includes roads, stormwater drainage and pathway assets.)

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

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

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

Public Open Space

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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Specified Area Additional Services – Wungong

Civic Precinct (Reserve Provisioning)

The purpose of this strategy is to levy a Specified Area Rate (SAR), pursuant to the Local Government Act 1995, on a specified area. In this case it is the Wungong Urban development area, which is to maintain and enhance the Public Open Space (POS) amenity of this new residential estate by way of increased and improved service levels in comparison to POS service levels provided throughout the remainder of the City.

The service to be provided and funded by the SAR will generally entail increased levels of maintenance and operations.

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

With the projected population growth within the City expected to reach nearly 145,000 by 2036, it is expected that the current civic precinct and administration facilities will not provide the level of amenity and service required by residents.

The rapidly growing community of Armadale has a right to expect a civic precinct and administration complex that provides the breadth and range of services required of a prosperous regional centre.

This strategy contains provision for a major expansion project, still to be defined, that will provide an appropriate civic precinct.

Funding DetailsFunding Details

Operational Allocation 0 62,600 125,500 188,900 263,800 374,300 499,000 628,800

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

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

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

From Reserve 0 0 0 0 0 0 0 0

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

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

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

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

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

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

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Hilbert Library Service

Harrisdale Library Service

In order to serve the growing populations of Hilbert and Haynes, the option of a public library of approximately 750 square metres located in or adjacent to the Hilbert District Community Centre is being considered. This proposed facility, estimated to be operating by 2026, will be able to accommodate a wide range of library and community based programs and activities.

The Library Strategic Development Plan 2012 recommends that: • Council investigates the provision of

a library within the community facility site in the Wungong Urban District Centre, to serve the residents of the localities of Hilbert and Haynes.

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

In order to serve the growing populations of Piara Waters and Harrisdale, the option of a public library of approximately 1,000 square metres located in or adjacent to the Harrisdale Shopping Centre is being considered. This proposed facility, estimated to be operating by 2021, will accommodate a wide range of library and community based programs and activities. The specific concept and design of this facility is yet to be determined.

The Library Strategic Development Plan 2012 recommends that: • Council co-locates its public libraries

with other facilities by preference in or immediately adjacent to shopping centres.

Capital Allocation 0 0 2,470,000 0 0 0 0 0

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

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

Interest Expense 0 0 0 122,100 116,300 110,300 103,900 97,200

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

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

Capital Allocation 0 0 0 0 0 0 0 720,000

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

Capital Allocation 0 0 0 0 0 0 0 2,470,000

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

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

Interest Expense 90,200 82,800 75,000 66,900 58,300 49,300 39,900 1,012,200

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

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

Operational Allocation 400,000 800,000 800,000 800,000 800,000 800,000 800,000 5,200,000

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

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

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

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Financial Plan

Assumptions and Methodologies Key Elements of the Financial Plan

All revenues and expenditures contained in this Plan are indicative only and should not be construed that the figures contained herein will automatically be allocated exactly as shown, nor will they automatically be funded exactly as described.

Financial projections are reviewed regularly, and take into account many factors including economic conditions, community expectations and estimated population and development rates. The annual review is an ongoing part of Council’s sound financial management process.

Consequently, new initiatives may be added or planned initiatives may be deferred, or even deleted, according to the priorities established by Council each annual review. Methods to fund the initiatives are also reviewed in order to demonstrate affordability within the region for proposed initiatives.

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

The Plan has been prepared on the basis of each year of the Plan returning a balanced year-end financial position, i.e. the sum of the revenues equals the sum of the expenditures, with minimal or no forecast year-end surplus or deficit positions.

A Future Planning rate increase index factor of 1% has been applied every year of the Plan to fund new expenditure initiatives considered essential to the City’s future economic prosperity and sustainability, and the shortfall in day to day actual costs increases that are not adequately measured by any Cost Indexes that may be used.

A Managed Loan Borrowing Program that restricts loan borrowings to purposes of asset and infrastructure creation and contains loan repayments as a percentage of ordinary revenue (more commonly referred to as the debt service ratio) to not more than 10% is in place.

Recognition of the City’s future asset renewal requirements and funding allocations over the life of the Plan are recognised in two ways. The first being part of any new initiative included within the Plan where it is that the initiative will have some need in the future for renewal. The second being the key project/strategy called Asset Management Planning which relates to existing infrastructure assets.

Recognition of future rate revenues arising from projected new residential development is included within the Rates Revenue estimates. It is assumed that approximately 1,500 new residential properties will be developed each year.

Other points to note include:• All $ values are in 2017/18 dollars.• Revenue is expressed as a negative value.• Expense is expressed as a positive value.• Rounding errors may occur.

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

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

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

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

Corporate Funds

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

Forrestdale Hall 0 0 0 0 0 0 0

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

Gwynne Park Upgrades – Phase 1 0 0 0 0 0 0 0

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

John Dunn Reserve – BMX 0 0 0 0 0 0 0

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

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

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

0 0 0 0 0 0 0 0 0

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

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

0 403,100 403,100 403,100 403,100 403,100 403,100 403,100 2,821,700

0 0 0 0 0 569,300 569,300 569,300 1,707,900

0 0 0 0 0 500,400 500,500 500,500 1,501,400

8,799,700 9,043,200 8,936,600 9,047,600 8,618,200 9,304,800 9,262,500 9,165,700 105,212,800

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

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

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

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

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

Hilbert Library Service 0 0 0 0 0 0 0

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

Ongoing Services and Programs

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

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

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

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

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

5,164,500 5,613,600 6,069,300 6,521,700 6,974,100 7,399,400 7,851,800 8,304,200 72,123,800

14,831,430 14,871,136 16,675,495 16,676,995 17,801,704 16,524,354 13,576,260 14,363,260 234,058,770

1,900,200 888,100 573,900 395,200 429,300 0 0 0 16,205,000

440,200 526,800 605,100 682,600 756,500 821,300 886,300 856,000 6,634,600

1,616,000 1,616,000 1,616,000 1,616,000 1,616,000 1,616,000 1,616,000 1,616,000 18,702,000

0 564,600 964,600 964,600 964,500 964,500 800,000 800,000 6,022,800

23,952,330 24,080,236 26,504,395 26,857,095 28,542,104 27,325,554 24,730,360 25,939,460 353,746,970

10,675,790 10,780,560 10,747,550 10,726,540 10,629,260 10,694,310 10,667,610 10,667,610 161,164,180

18,353,610 18,487,110 18,258,120 18,280,160 18,205,390 18,159,080 20,879,068 19,909,510 270,686,990

4,419,720 4,436,560 4,467,700 4,484,960 4,493,500 4,500,300 4,507,000 4,507,000 66,451,680

12,311,710 12,807,790 12,330,070 12,641,570 12,389,360 12,619,780 12,396,450 12,638,450 190,403,600

45,760,830 46,512,020 45,803,440 46,133,230 45,717,510 45,973,470 48,450,128 47,722,570 688,706,450

Long Term Financial Plan 2017/18 – 2031/32

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

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

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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?

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

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

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

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

Source: Community Perceptions Survey

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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

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

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

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

Target: Local jobs numbers improvedSource: Economy ID

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

Corporate Business Plan 2017/18 – 2021/22 73City of Armadale72

Page 38: Corporate Business Plan - City of Armadale · The City’s Strategic Plan and Corporate Business Plan ... sustainability. ... • Corporate governance and financial

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

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

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

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

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

Effective leadership and professional governance, together

with efficient administration of Council resources

City of Armadale Corporate Business Plan 2017/18 – 2021/22 74 75

Page 39: Corporate Business Plan - City of Armadale · The City’s Strategic Plan and Corporate Business Plan ... sustainability. ... • Corporate governance and financial

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Page 1: Strategic Community Plan - City of Armadale · 2019-03-29 · The Strategic Community Plan 2016 – 2031 provides the framework within which the Corporate Business Plan will set out

Strategic Community

Plan2016 – 2031

Reviewed Version 2018

Page 2: Strategic Community Plan - City of Armadale · 2019-03-29 · The Strategic Community Plan 2016 – 2031 provides the framework within which the Corporate Business Plan will set out

Our ValuesHonestyWe are honest, consistent, open and transparent in our dealings with our stakeholders and are committed to building mutual trust and respect.

AccountabilityWe set high performance expectations and hold ourselves accountable for the quality of our work and the results we achieve as individuals, as team members and as an organisation.

RespectWe are sincere, fair and forthright, treating others with dignity and respecting their individual differences, feelings and contributions.

ProfessionalismWe show pride, enthusiasm and dedication in everything that we do. We are committed to delivering high quality service and advice.

Community Vision Armadale: A liveable city that is responsive to community values, appreciative of our natural environment, and provides a choice of lifestyle and work.

2 City of Armadale

Page 3: Strategic Community Plan - City of Armadale · 2019-03-29 · The Strategic Community Plan 2016 – 2031 provides the framework within which the Corporate Business Plan will set out

The City of Armadale Strategic Community Plan 2016 – 2031 is a blueprint for the future direction of the City and its community members. It represents a shared community vision and sets out long term strategies designed to strengthen and build on Armadale’s unique assets. The Strategic Community Plan will help guide the City’s policies and actions as it seeks to meet the needs of the current and future population.

The community’s goals and aspirations for the City of Armadale are integral to the development and implementation of the Strategic Community Plan. More than 3000 people from a wide cross-section of the community contributed views and ideas through the Growing Armadale campaign and regular community perceptions surveys.

The plan has been developed in response to the requirements of the WA Local Government Integrated Planning and Reporting Framework. This structure enables local governments to establish local priorities and link this information directly to operational functions. Structured around four forward directions, it provides a framework to direct resourcing and funding

decisions, assisting the City to deliver beneficial and affordable outcomes for the community in the long term.

The City of Armadale Strategic Community Plan identifies shared community objectives and priorities, taking into account current and expected changes in community demographics, social issues and local, national and global influences. These values reflect what is important to the City’s residents as they live, work and play in our vibrant and diverse region.

The Strategic Community Plan will be the roadmap ensuring Armadale remains a highly liveable, progressive and supportive City for its residents, businesses and visitors.

The City is required to review its Strategy Community Plan two years after its adoption in accordance with State Government’s Integrated Planning and Reporting Framework. Council adopted its Strategic Community Plan in March 2016 and the review was undertaken in August 2018. In addition to updating demographic/economic information and the Influencing Strategies and Plans, plus some minor grammatical text changes, the review identified the need to modify the Economy Goal to reflect the Economic Development Strategy 2018 - 2022 which was adopted by Council in April 2018.

The outcomes of the review were subsequently reported to Council in September 2018 and released for public comment to meet community consultation requirements, no responses were received. Council then adopted the modified Strategic Community Plan 2016 - 2031 in November 2018.

The City will undertake a Major review of the Strategic Community Plan as required by the State Government’s Integrated Planning and Reporting Framework commencing in late 2019 with the intention of Council adopting a new Strategic Community Plan in 2020.

November 2018

Strategic Community Plan Minor Review

Strategic Community Plan 2016 – 2031 3

Page 4: Strategic Community Plan - City of Armadale · 2019-03-29 · The Strategic Community Plan 2016 – 2031 provides the framework within which the Corporate Business Plan will set out

The Armadale City Centre is conveniently located at Perth’s major gateway crossroads of Albany and South Western Highways and Armadale Road in Perth’s south- east. Perth’s rail network links Armadale to the Perth CBD about 28 kilometres away.

Profile Areas City of Armadale

The City spans 545 square kilometres and includes 19 suburbs and localities and 1431 hectares of parks and reserves providing a range of lifestyles from the coastal plain suburbs to the picturesque spacious hills environment.

The City of Armadale is experiencing sustained rapid growth. The estimated population for 2018 is 91,668, and is forecast to grow to 141,805 by 2036. The City is home to a growing and increasingly diverse population, welcoming a large number of new residents who were born overseas and speak languages other than English at home. The City has a growing Aboriginal population and a proud cultural heritage. There are a large proportion of young families settling in the City, particularly in the newly developed. The City’s median age is 33, three years younger than the Greater Perth.

The City of Armadale’s Gross Regional Product is estimated at $2.71 billion. Major local industries include health care and social assistance, retail, education and training, construction and manufacturing. There are approximately 20,985 local jobs, more than 41,389 employed residents and approximately 4,550 local businesses with the largest industry sector being health care and social assistance.

The Western Australian Planning Commission has released a number of strategic documents which will guide the development or reinvigoration of residential areas in the Perth Metropolitan Area, including the City of Armadale. These include Directions 2031 and Beyond, Perth and Peel at 3.5 million and the South Metropolitan and Peel Sub-Regional framework (released in March 2018).

Critically, Armadale as a Strategic Metropolitan Centre has been identified as an area of significant growth and infrastructure investment. The availability of affordable land has driven the creation of new housing subdivisions that will ultimately house almost half the City’s population. The education and employment needs of this population have a high priority in order to reduce travel times to school and work, improving quality of life for residents.

Surrounding Councils are also experiencing growth and Armadale participates with the City of Cockburn and Shire of Serpentine Jarrahdale amongst other Outer Metropolitan Growth Councils on joint projects to research and advocate for improved investment and community outcomes.

Armadale Now and in the Future

Forecast Population City of Armadale

Forecast year (ending June 30)

2016 2021 2026 2031 2036

4 City of Armadale

Page 5: Strategic Community Plan - City of Armadale · 2019-03-29 · The Strategic Community Plan 2016 – 2031 provides the framework within which the Corporate Business Plan will set out

City of Armadale Greater Perth Western Australia Australia

Non-English speaking backgrounds 18% 19.3% 16.6% 17.9%

University attendance 3.4% 5.1% 4.3% 5%

Bachelor or Higher degree 16% 22.9% 20.5% 22%

Vocational qualification 23.6% 19.4% 20.4% 18.8%

Public transport (to work) 8.1% 10.3% 9.2% 11.4%

Unemployment 9.2% 8.1% 7.8% 6.9%

SEIFA index of disadvantage 994 1026 1015 1001.9

Key socio-economic characteristics of the population from 2016 census data include:

The City’s median age is 33, three years

younger than the Greater Perth and Western Australian

Underpinning Council’s Strategic Community Plan is the City’s 15 Year Long Term Financial Plan (LTFP).

The LTFP:• Provides indicative future year

estimates of revenues and expenses (operating and capital) considered necessary to deliver the City’s strategic outcomes

• Spans a period of 15 years with each year’s estimates (expressed in current $value terms) balanced to avoid future year deficits

• Is suitably linked and informed by the City’s Asset Management and Workforce Plans which are also key inputs to the future success of the City.

The major elements of the LTFP include:1. Rates – rates make up just under half of the City’s revenue with the balance coming from fees, charges, grants and other sources. Each year a proportion of the new rate is allocated to future growth initiatives that ensure the City’s prosperity continues with the addition of over 1500 new residential lots each year over the next 15 years.

2. New and Upgraded Community Infrastructure – in the new growth areas of Harrisdale/Piara Waters and Haynes/Hilbert provision is made for the construction of 11 new sporting grounds with associated pavilions and four new community centres at an estimated capital cost of $66 million. Another $30 million is provided to upgrade the Armadale District Hall and convert the Aquatic Centre into an all year round facility.

3. Workforce Plan – commensurate with the City’s population growth is an estimated increase in the workforce of 75 full time equivalent positions at an estimated cost of $73.2 million over the life of the LTFP.

4. Asset Management Plan – $213 million is allocated to upgrade and renew the City’s current infrastructure (buildings, roads, pathways, drainage and parks/reserves valued at $1.3 billion – current replacement value) thereby ensuring that service levels are maintained at acceptable standards.

5. Enabling Services and Programs – the estimated funding to provide the many and diverse day to day services and facilities is approximately $45 million every year.

Strategic Community Plan 2016 – 2031 5

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Informing and Resource Plans• Long Term Financial Plan• Workforce Plan• Asset Management Plan• Issue Specific Strategies

Community Engagement

Performance Measurement and Reporting

Corporate Business

Annual Budget

The City utilises an Integrated Planning and Reporting Framework mandated by the State Government to ensure its activities are informed by the community, focused on key priorities and are sustainable.

This diagram illustrates the relationship between different elements of the Integrated Planning and Reporting Framework. The following sections outline how the City of Armadale has responded to each part of the framework and provides details of where further information can be located.

In response to this statutory framework the City of Armadale has reviewed its resourcing capacity, developed a 15 year Long Term Financial Plan, Workforce Plan, Asset Management Plan and Information Communication Technology (ICT) Plan.

Elements of the Integrated Planning and Reporting Framework

6 City of Armadale

Page 7: Strategic Community Plan - City of Armadale · 2019-03-29 · The Strategic Community Plan 2016 – 2031 provides the framework within which the Corporate Business Plan will set out

The Strategic Community Plan 2016 – 2031 provides the framework within which the Corporate Business Plan will set out the key priorities, projects, services and activities that the City will implement to achieve the outcomes of the Strategic Community Plan. The Corporate Business Plan is informed by key strategies and plans such as the City’s Workforce Plan, Asset Management Plan and 15 Year Long Term Financial Plan. It documents resources required and timeframes for delivery of the plan. Council will allocate funds and resources through its Corporate Business Plan to ensure that its Strategic Community Plan and the community’s aspirations are realised. The Council adopts an Annual Budget, being the first year of the Corporate Business Plan, to provide clarity around the expectations of service delivery and to inform rate setting in order to achieve the level of funding required to pay for these services.

The City of Armadale Strategic Community Plan 2016 – 2031 is a dynamic document that will be monitored to assess its performance and modified if necessary. Reviews of the plan will be conducted by the City every two years and a full review every four years, with progress reports provided to the community. The City of Armadale’s Corporate Business Plan will be a five year document that relates directly to the outcomes and strategies of the Strategic Community Plan. Together these documents provide the strategic and financial direction used to frame the City’s annual budget.

Performance measures have been identified for the Outcome Statements in this Plan and will be reported against annually in the Annual Report and to the community.

Corporate Business Plan

Reviews of the plan will be conducted by

the City every two years and a full review every four years, with

progress reports provided to

the community.

Strategic Community Plan 2016 – 2031 7

Page 8: Strategic Community Plan - City of Armadale · 2019-03-29 · The Strategic Community Plan 2016 – 2031 provides the framework within which the Corporate Business Plan will set out

Long Term Financial PlanThe Long Term Financial Plan is a 15 year rolling plan that informs the Corporate Business Plan in the activation of Strategic Community Plan priorities. From these planning processes, annual budgets that are aligned with strategic objectives can be developed.

The Long Term Financial Plan is a key element of the Integrated Planning and Reporting Framework that enables local governments to set priorities, based on their resourcing capabilities, for the delivery of short, medium and long term community priorities. It is also an indicator of a local government’s long term financial sustainability and allows early identification of financial issues and their longer term impacts. The Long Term Financial Plan highlights linkages between specific plans and strategies and enhances the transparency and accountability of the council to the community.

Asset Management PlanThe effective management of local government assets is crucial to the sustainable delivery of those services to meet the current and future needs of the community. Local governments typically manage a large stock of long-lived assets. As at 30 June 2017 the fair value of non-current assets (written down value) was approximately $1.12 billion. Asset management planning is therefore essential to ensure that assets are maintained and replaced at appropriate intervals to ensure continuity of services in line with community expectations.

Workforce PlanA coordinated approach addressing the human resourcing requirements to deliver local government operations. This is achieved by undertaking a workforce analysis, identify and assess the risks that are currently facing the workforce, forecasting how the workforce will need to change over time to deliver

Informing and Resourcing Plans

the strategies and actions in the Corporate Business Plan. Ultimately a strategy needs to be developed to identify how the local government will build workforce capability to deliver the Corporate Business Plan (with the view to achieving long term community priorities).

Information Communication Technology (ICT) PlanThe ICT Strategic Framework sets out the key components that need to be considered in managing a local government’s information resources. It represents the key elements, and their relationships, that might be expected in an ‘ideal’ environment. It recognises that there will be differing capacity with the local government sector to implement ICT and to manage it in line with the IPR Framework. The ICT Framework is not a compliance requirement. It is a resource that local governments can use to plan for, manage and review their information and technology assets.

8 City of Armadale

Page 9: Strategic Community Plan - City of Armadale · 2019-03-29 · The Strategic Community Plan 2016 – 2031 provides the framework within which the Corporate Business Plan will set out

Influencing Strategies and PlansWork within the City of Armadale does not happen in isolation, but within the context of what is happening in the wider region, the state and the nation. The following plans and strategies all influence the way in which new initiatives and services can be considered.

Advocacy Strategy 2018

Corporate Business Plan 2017 - 2022

Town Planning Scheme No.4 2005

Local Planning Strategy 2016

Economic Development Strategy 2018 - 2022

Community Development Strategy 2017 - 2021

Community Engagement Strategy 2018

Armadale Strategic Metropolitan City Centre Structure Plan (draft)

Housing Strategy

Municipal Heritage Inventory 2011 (review in progress 2018)

Activity Centres Strategy 2012

Biodiversity Strategy 2009

State of the Environment Report 2011

Urban Forest Strategy 2014

Corporate Greenhouse Action Plan 2014/15 to 2019/20

Disability Access and Inclusion Plan 2016 - 2021

Public Health and Wellbeing Plan 2014 - 2017

Age Friendly Communities Strategy 2018 - 2023

Public Art Strategy 2016

Local Emergency Management Arrangements 2011

Community Hubs Master Planning Initiative 2017

Armadale City Centre Activation Plan 2018 - 2020

Library Strategic and Development Plan Review and Update 2016

Community Infrastructure Plan 2011 - 2031

Tourism Destination Marketing Strategy 2010

Enterprise Agreement 2016

Digital Strategy 2017 - 2022

Museum Interpretation Plan Review 2016

Smart Cities Plan 2016

State Planning Strategy 2050

State Planning Policies

Metropolitan Redevelopment Act (2011)

Directions 2031 and Beyond

Perth and Peel @ 3.5 million (March 2018)

South Metropolitan Peel Sub-Regional Framework (March 2018)

Perth and [email protected] - Transport Network

Metropolitan Region Scheme

Liveable Neighbourhoods 2015 (draft)

Armadale Redevelopment Scheme 2 (2017)

National Growth Areas Alliance

Community Connect South

Vision 2015 Framework for Strategic Action Public Library Services in WA (WALGA doc)

Sports Dimensions Guidelines for Playing Areas 2016

State Emergency Management Policies

Middle Canning Surface Water Area Allocation Plan 2012

METRONET Rail Extension to Byford

Wungong Urban Developer Contribution Scheme

North Forrestdale Developer Contribution Scheme

The Long Term Financial Plan is a

15 year rolling plan that informs the Corporate Business Plan in the

activation of Strategic Community Plan

priorities.

Strategic Community Plan 2016 – 2031 9

Page 10: Strategic Community Plan - City of Armadale · 2019-03-29 · The Strategic Community Plan 2016 – 2031 provides the framework within which the Corporate Business Plan will set out

In late 2015 the City of Armadale conducted an extensive Community Engagement program to capture the views and aspirations of residents, business and visitors. In particular the City sought to hear from ‘hard to reach’ groups within the community who might otherwise find it difficult to make their voices heard. This project, called Growing Armadale, included focus groups, in-depth interviews and over 3,000 people responded to an online and postcard survey.

Target groups included young people, new residents, young families, youth, seniors, people from different cultural backgrounds, people with a disability and their carers as well as business owners and local service providers. All residents were encouraged to contribute through an online survey, postcards at City service outlets and a staff team with computer tablets who attended shopping facilities, public events and programs to encourage participation.

Critically the project sought to understand points of pride about Armadale, and challenges and improvements that could be addressed. In all suburbs residents spoke about the positive level of community spirit that exists in Armadale and the friendly people that make this a great place to live. They are proud to live in Armadale and want the media to carry positive stories about this district. “Beautify the streetscapes to improve the City’s image, the Armadale brand and the overall sense of pride in the community about where we live.”

Parks and natural spaces are highly valued, with many residents placing a high value on easy access to nature as well as city amenity in Armadale suburbs. “For me it is the community spirit which is the backbone of the area. It’s so very very special. I think it is wonderful that the City of Armadale has such a diverse range of environments, from becoming a beautiful city centre to the wonderful green of the hills.” “Armadale still has the feeling of city living/country style. Plenty of open spaces, decent shopping and the train line runs right through.”

There was concern expressed about safety in public spaces and railway stations. Antisocial behaviour is a deterrent to visiting these locations. “Unfortunately there still seems to be many undesirable people who frequent the area making people feel unsafe. Although only a few, they do ruin it for everyone.”

Key aspirations included value for money for rates, year round access to an indoor swimming facility, optimum quality of life for all citizens and improvements to parks and streetscapes. The need for improved services and facilities for young people was a recurring theme that also encouraged Council to consider the employment and education needs of future generations.

“We badly need a swimming complex that we can use all year round, including a crèche with quality carers to look after the kids at affordable rates would be a lot of benefit to average people who would love to get more exercise but can’t due to financial strain.”

“I love the changes that are taking place that make things look nicer, for example the lovely park in Armadale near Big W, Champion Lakes for cycling, walking, park run event every Saturday, Araluen Botanical Gardens, Araluen Country Club. Keep working on making our city a beautiful place and lovely people will come.”

“The progress City of Armadale has made over the last 10 years. I grew up in Armadale and remember not feeling safe or excited to live here. The safety has improved a great deal and the parks are more exciting to be in. Great work.”

“There is so much growth slated for the area; I have the sense the City is pretty switched on… I believe it has an opportunity to do something differently, not accept the status quo, to re-invent itself.”

Community Aspirations – Growing Armadale Community Engagement

“There is so much growth slated for the

area; I have the sense the City is pretty switched

on… I believe it has an opportunity to do

something differently, not accept the status quo,

to re-invent itself.”

10 City of Armadale

Page 11: Strategic Community Plan - City of Armadale · 2019-03-29 · The Strategic Community Plan 2016 – 2031 provides the framework within which the Corporate Business Plan will set out

Our Future DirectionsThese have been built around four major goals.

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.

EconomyA strong economy that improves employment

opportunities and also provides regional services, facilities and

infrastructure.

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

LeadershipEffective leadership and

professional governance, together with efficient

administration of Council resources.

Strategic Community Plan 2016 – 2031 11

Page 12: Strategic Community Plan - City of Armadale · 2019-03-29 · The Strategic Community Plan 2016 – 2031 provides the framework within which the Corporate Business Plan will set out

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?

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

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

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

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

Source: Community Perceptions Survey

12 City of Armadale

Page 13: Strategic Community Plan - City of Armadale · 2019-03-29 · The Strategic Community Plan 2016 – 2031 provides the framework within which the Corporate Business Plan will set out

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

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

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

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

Strategic Community Plan 2016 – 2031 13

Page 14: Strategic Community Plan - City of Armadale · 2019-03-29 · The Strategic Community Plan 2016 – 2031 provides the framework within which the Corporate Business Plan will set out

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

3.1 Encourage Infrastructure and Investment

3.1.1 Advocate for infrastructure and policy developments3.1.2 Encourage and facilitate public and private sector investment3.1.3 Support deployment of digital infrastructure

3.2 Promote and Market Armadale 3.2.1 Develop and maintain a suite of marketing materials3.2.2 Broadly promote Armadale as a place of business and investment3.2.3 Identify and engage with prospective investors

3.3 Support Businesses 3.3.1 Engage with local businesses3.3.2 Support local business development programs3.3.3 Encourage start-ups and entrepreneurship

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

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

Source: Economy ID

3.2 Promote and Market Armadale Target: Number of businesses in the City of Armadale maintained or improved Source: Economy ID

3.3 Support Businesses Target: Local job numbers improvedSource: Economy ID

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

14 City of Armadale

Page 15: Strategic Community Plan - City of Armadale · 2019-03-29 · The Strategic Community Plan 2016 – 2031 provides the framework within which the Corporate Business Plan will set out

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

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

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

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

Strategic Community Plan 2016 – 2031 15

Page 16: Strategic Community Plan - City of Armadale · 2019-03-29 · The Strategic Community Plan 2016 – 2031 provides the framework within which the Corporate Business Plan will set out

armadale.wa.gov.au

Noise Management Plan - City of Armadale · 2017-10-18 · Noise Management Plan Waste Collection (Class 2 Works) City of Armadale TE17027 - City of Armadale Noise Management Plan.1a

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Strategic Plan/Unit Plan

Armadale Masters Swimming Club

Public Environmental Review Keane Road Strategic Link€¦ · Keane Road Strategic Link PER – City of Armadale REPORT DETAILS Project Number: C02-J01 Report Name: Keane Road Strategic

Strategic Plan - Irish Hospice Foundationhospicefoundation.ie/.../06/...Foundation-Strategic-plan-2012-2015.pdf · Strategic plan 11 Our strategic foundations 12 Our strategic objectives

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ARMADALE AUSSI SWIMMING CLUB

STRATEGIC PLAN 2018-2022 - WASPA Strategic Plan 2018-2022.pdf · Strategic Plan 2018-2022 STRATEGIC PLAN 2018-2022 Advocating for Quality Water Services. Supported by: Strategic Plan

ARMADALE PRIMARY SCHOOL - armadaleps.vic.edu.auarmadaleps.vic.edu.au/app/webroot/uploaded_files/media/3... · ARMADALE PRIMARY SCHOOL Densham Road Armadale 3143 Phone: 9822 7003 Fax:

2013-2016 Strategic Plan...2013-2016 STRATEGIC PLAN 2013-2016 Strategic Plan Board Approved 06.04.2013

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November 2016 Armadale City News · 2016-11-11 · November 2016 Community Calendar 12 NOV Skateboarding WA Clinic 10 Armadale Skatepark NOV Armadale Early Childhood Sustainability

ARMADALE PRIMARY

ARMADALE PRIMARY SHOOL - armadaleps.vic.edu.au · ARMADALE PRIMARY SHOOL Newsletter No. 34 1 November 2018 Address: Densham Road, Armadale 3143 ... We have all forgotten at some point

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ARMADALE PRIMARY SHOOL - armadaleps.vic.edu.au€¦ · 1 ARMADALE PRIMARY SHOOL Newsletter No. 30 20 September 2018 Address: Densham Road, Armadale 3143 School Phone: 03 9822 7003

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Changes From Strategic Plan to Strategic Plan

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Strategic Planning ProcessAlumni Association Strategic Planning Committee Representation Strategic Plan Strategic Plan Administrative Council Campus Feedback Strategic Planning Committee

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COMMENTS

  1. PDF Corporate Business Plan

    The City of Armadale Corporate Business Plan 2017/18 - 2021/22 (CBP) is updated on an annual basis and sets out how the City will progress the immediate five years of its 15 Year Strategic Community Plan (SCP). The CBP brings together the aspirations of the community and the fiscal reality faced by the City in the immediate future.

  2. PDF Corporate Business Plan

    5 City of Armadale Corporate Business Plan Corporate Business Plan | 2022/23 - 2025/26 2020 - 2025 6. Strategically located at the centre of Perth's south eastern corridor, the City of Armadale is home to some of the largest growing suburbs in WA, offering a unique lifestyle for those who want to live,

  3. PDF City of Armadale Corporate Business Plan 2015

    Corporate Business Plan 2015 - 2020 1 In this time of rapid progress it is important that each year's budget and five year Corporate Business Plan (CBP) are reviewed against the backdrop of the City's Strategic Community Plan (SCP). All your Council's decision making is made with a vision of Armadale as a bustling and prosperous City in mind.

  4. Corporate business plan : City of Armadale 2016-2021 / City of Armadale

    Corporate business plan : City of Armadale 2016-2021 / City of Armadale. Request Order a copy. Bib ID: 7283893 Format: Book Author: Armadale (W.A. : Municipality). Council, author Online Version: Access plan online. Broken link? let us search Trove, the Wayback Machine, or Google for you.

  5. Corporate business plan : City of Armadale 2016-2021 / City of Armadale

    Available in the National Library of Australia collection. Author: Armadale (W.A. : Municipality). Council; Format: Book, Online; 58 pages : colour illustrations ; 30 cm

  6. Plans and strategies

    Church Health and Welcome Plan 2021 - 2024: Population Infrastructure Plan 2021-2037: Community Perceptions 2018: 1.49 MB : Corporate Corporate Plan 2022/23 - 2025/26: 5.79 MB : Digital Our 2017- 2022: 13.28 MB : Library Strategic Plan 2019 - 2026: 3.43 MB : Museum Interpretation Plan plus Style Guide 2008: 1.49 MB

  7. City of Armadale corporate business plan 2013

    City of Armadale corporate business plan 2013 - 2018 / City of Armadale. Request Order a copy. Bib ID: 6490906 Format: Book Author: Armadale (W.A. : Municipality). Council, author Online Version: Online version. Broken link? let us search Trove, the Wayback Machine, or Google for you.

  8. City of Armadale Strategic Community Plan 2013

    City of Armadale Strategic Community Plan 2013 - 2028

  9. City of Armadale corporate business plan 2013

    Author: Armadale (W.A. : Municipality). Council; Format: Book, Online; 65 pages : colour illustrations ; 30 cm City of Armadale corporate business plan 2013 - 2018 / City of Armadale | National Library of Australia

  10. (PDF) Corporate Business Plan

    Corporate Business Plan City of Armadale | 2016 - 2021 Every year the City of Armadale reviews its five year Corporate Business Plan (CBP) against the City's Strategic…

  11. Corporate Business Plan 2018

    Corporate Business Plan 2018 - 2023 Corporate Business Plan 2018 - 2023 You are here. Home; Corporate Business Plan 2018 - 2023

  12. Corporate Business Plan.

    Order. You can order a copy of this work from Copies Direct. Copies Direct supplies reproductions of collection material for a fee. This service is offered by the National Library of Australia

  13. How the City of Armadale transformed its workspaces.

    Published Mar 3, 2023. + Follow. The City of Armadale underwent a renovation project to transform its workspaces into comfortable and efficient areas that prioritize employee wellness and ...

  14. City of Armadale

    Cost: Free Delivery type: In person services, Phone services Service area: City of Armadale Find out more Phone: 08 9394 5000 Email: [email protected] Address: 7 Orchard Street, Armadale, Western Australia Website: City of Armadale Was this page helpful? Yes No You don't have to do it alone - get advice from an expert.

  15. Corporate Business Plan.

    Order. You can order a copy of this work from Copies Direct. Copies Direct supplies reproductions of collection material for a fee. This service is offered by the National Library of Australia

  16. Armadale, Western Australia

    Business View Oceania spoke with recently retired (Oct 2019) City of Armadale Mayor Henry Zelones, OAM, JP and the City's Manager of Economic Development & Advocacy, Luis Puig, for their insights into the City's past achievements, current projects, and future goals and initiatives. The following is an edited transcript of our conversation.

  17. Text of Corporate Business Plan

    Corporate Business Plan City of Armadale | 2017/18 - 2021/22 The City of Armadale Corporate Business Plan 2017/18 - 2021/22 (CBP) is updated on an annual basis and sets…

  18. Head of Environment & Sustainability

    As the City of Armadale is one of the fastest growing local governments, you will have an opportunity to plan and deliver services to meet the City's statutory requirements, strategic aspirations, objectives and plans including our converting from landfill to resource recovery, while transitioning to Australia's first large-scale 400,000 ...

  19. Plans and strategies

    Access the Corporate Business Plan, Strategic Community Plan and other strategies and plans.

  20. Strategic Community Plan

    Strategic Community Plan - City of Armadale · 2019-03-29 · The Strategic Community Plan 2016 - 2031 provides the framework within which the Corporate Business Plan will set out; of 16 /16. Match case Limit results 1 per page. Strategic Community Plan 2016 - 2031 Reviewed Version 2018 . Post on 22-Jul-2020. 2 views.

  21. Retirement plan pension fintech Smart USA cuts jobs at U.S

    A British-based technology company has shrunk the Nashville office designated as its U.S. headquarters, where it once pledged to hire 130 people. Smart USA Co. announced the cuts in a Feb. 9 email ...

  22. Corporate business plan

    Strategic documents and policies. Corporate business plan. City of Fremantle Corporate Business Plan 2019-20-2022-23. City of Fremantle Annual Report. City of Fremantle Corporate Business Plan progress reports.

  23. PDF Strategic Community Plan

    Professionalism We show pride, enthusiasm and dedication in everything that we do. We are committed to delivering high quality service and advice. The City of Armadale Strategic Community Plan 2016 - 2031 is a blueprint for the future direction of the City and its community members.

  24. Corporate Business Plan

    The Corporate Business Plan maps out how the City will deliver programs, services and capital projects to Edmontonians over the next 4 years. It responds to the evolving needs of our community and prioritizes this important work using 3 corporate objectives: Transforming for the Future. Our strategic objective is to make transformational ...