Shaping Our Capital City - perth.wa.gov.au · Shaping Our Capital City Strategic Community Plan 2029 Vibrant, ... of Perth Executive Leadership Group (ELG). The Share to Shape Collaborative

City of Perth Strategic Community Plan 2029 | 1

Shaping Our Capital CityStrategic Community Plan 2029

Vibrant, connected, progressive; a friendly and beautiful place to be.

Acknowledgements

The City of Perth would like to acknowledge the efforts and contributions of the Citizens Advice Group, Industry Thought Leaders and all those who responded to Share to Shape Our Capital, assisting in the development of the Strategic Community Plan.

The City of Perth respectfully acknowledges the Traditional Owners of the south-west of Western Australia, the Noongar People (also spelt Nyoongar, Nyungar, Noongah). We pay our respects to the Elders past and present.

The City of Perth Strategic Community Plan can be downloaded or viewed at www.perth.wa.gov.au For more information contact:

City of Perth27 St Georges TerracePerth Western Australia 6000Website: www.perth.wa.gov.auPhone: 08 9461 3333 Email: [email protected]

Disclaimer

This report is provided for information and it does not purport to be complete. While care has been taken to ensure the content in the report is accurate, we cannot guarantee it is without flaw of any kind. There may be errors and omissions or it may not be wholly appropriate for your particular purposes. In addition, the publication is a snapshot in time based on historic information which is liable to change. The City of Perth accepts no responsibility and disclaims all liability for any error, loss or other consequence which may arise from you relying on any information contained in this report.

This document is available in alternate formats and languages on request.


Lord Mayor’s message 3

Shaping our capital city 5

City profile 10

Alignment to State and Federal direction 15

Trends and challenges 16

Vision 18

Making it happen 21

Risk management 34

Council decision-making framework 37

Glossary of terms 38

Contents

2 | City of Perth Strategic Community Plan 2029Cactus, 2012, by Toni Wilkinson


The Right Honourable the Lord MayorLISA-M SCAFFIDI

Lord Mayor’s message

This is the community’s vision for Perth City and we are proud to reflect this vision in our Strategic Community Plan 2029.

In 2013, the City of Perth undertook extensive consultation to develop our first Strategic Community Plan. The Strategic Community Plan now provides the blueprint for the City to achieve what the community most values in its operations.

After three years of the plan being in place, the City undertook early in 2017 to have another meaningful dialogue with the community and our stakeholders about the vision for the City. Once again, we have captured the community’s aspirations in our Strategic Community Plan, ensuring the community’s vision remains foremost in our minds as we build and enhance our Capital City.

By any measure, Perth has transformed at an exceptionally rapid pace in recent years. We have seen the development of new public spaces, revitalisation of parks and laneways, increased activation through artworks and family-friendly events, and world-class food and beverage scene continuing to offer delightful new experiences.

The City of Perth Act, which commenced on 1 July 2016, formally acknowledges the special social, economic, cultural, environmental and civic role that the City of Perth plays as the Capital City of Western Australia; and the important role that the City of Perth plays in representing the broader Perth area and the State of Western Australia on both a national and international level.

The City of Perth Act means that this Strategic Community Plan must similarly broaden the scope of the City’s focus to represent the State as a whole, and broadens the scope of the City’s stakeholders to include the State, nation and the world.

With this Strategic Community Plan, we must also and importantly turn our focus to the future. Considering the vast transformation that has occurred in just three short years since our first plan, it will be exciting to watch our cultural heritage, international profile and story as a Capital City continue to evolve.

With the input of Perth’s citizens, this Strategic Community Plan will guide the future of Perth City in the coming decade. As the Capital City Authority in Western Australia, the City of Perth will build on the progress made to date and ensure the city continues to flourish for future generations.

Thank you to everyone who has contributed to this plan. You have had a significant impact on building a sustainable future for the city and its community. At the City of Perth, we are excited to use the community’s vision as our guiding principle in the delivery of our services.

Vibrant, connected, progressive. A friendly and beautiful place to be.

4 | City of Perth Strategic Community Plan 2029


The City of Perth is working towards becoming a leader in Open Government. Actively listening and collaborating with its citizens, community and stakeholders in the development of this Strategic Community Plan is the beginning of a new paradigm in developing an open dialogue. The engagement processes that underpin the content of this plan are in line with best practice standards and mirrors the International Association of Public Participation (IAP2) guidelines.

The strategic planning process was conducted over a six (6) month period that included extensive community engagement, as well as the inclusion of a modified deliberative democracy approach.

Shaping our capital city

Development Timeline – Strategic Community Plan

January – February 2017

Project Scoping and

Design

Deliberation and

Preparation

Council Endorsement

Ideas Engagement

March – April 2017

May 2017

June 2017

In 2016, a new piece of legislation, the City of Perth Act 2016, was enacted that calls for the City to engage and give regard to not only its ratepayers, residents and property owners, but all citizens that visit, work or have an interest in the future of Western Australia’s capital city. The City of Perth, in response, developed its inaugural Perth City Snapshot 2016 to understand the current conditions of the city as a place, as a precursor to opening the dialogue with citizens. This paved the way for a strategic planning approach that for the first time reached beyond the local government boundaries.


The community engagement, shown in the development timeline as ‘Ideas Engagement Stage’, followed six (6) broad themes, as identified in the Perth City Snapshot. These themes were:

• People• Culture• Natural Environment• Economy• City Form• Movement

The engagement process included the ability for input into the Perth City’s vision for the future as well as its goals and priorities for the ten (10) year period.

Share to Shape Engagement Activities

Cultural Organisations

12

APR

IL

MA

RCH

Places of Spiritual Worship

Hospitality Exhibition

Conferencing

Sport Recreation

Entertainment

CulturePeople

16 17

Economy

21 22 23

City Form Movement

27 28

Schools

30 1

Local Government

3

Tertiary Education

4 5 7 8 11

Environment

Community Workshop

1

Community Workshop

2

Community Workshop

3

Culture and the

Arts

Attractor Workshops

Round Table Discussions

Themed Stakeholder Sessions

Open Workshops

Face to Face Quick Surveys

Online Engagement/Surveys

Pop-Up Conversations

The types of opportunities to get involved, through the Share to Shape Our Capital campaign included:

• stakeholder workshops• community workshops• stakeholder ‘round table’ discussions• online short survey• online extended survey• face to face surveys at City of Perth facilities• face to face intercept surveys by City of Perth staff • a pop up conversation lounge at locations across

the city

This approach and campaign was arguably the biggest community engagement process that the City of Perth has ever conducted to create its strategic direction.



Deliberative Democracy Workshop Process

Citizens Advice Group

Induction & Workshop

Council and ELG Briefing

Understand

Deepening Decision

CollaborationRefinement Validation

SCP Adoption

SCP Compilation

Synthesis Report Review

Vision Development

and Goal Areas Refinement

Goal Setting and Vision Refinement

Strategic Objectives

Development

Council Review and

Progress Performance

Measures

Completion by Project

Teams

Council Endorsement

and Group Acknowledg-

ment

MAY JUNE

At the conclusion of the engagement phase a detailed ‘Synthesis Report’ was developed, which consolidated the views of over 1900 people resulting in over 10,000 collective ideas. This synthesis report was analysed by a City of Perth assembled team, known as the ‘Share to Shape Collaboration Group’. This group was made up of seventeen (17) citizens (Citizens Advice Group) recruited independently from a random sample of the community that either lives or operates a business within the City of Perth boundaries,

the City of Perth Elected Members and the City of Perth Executive Leadership Group (ELG). The Share to Shape Collaborative Group had the purpose of working collaboratively to prepare the foundations for the new City of Perth Strategic Community Plan, which included the development of the vision, a series of goal statements and strategic objectives. This was achieved through a series of independently facilitated collaborative workshops, with the outcomes articulated in this plan by City of Perth officers.


Photos from Consultation

Photos from Consultation

City profile

Perth City lies at the heart of Greater Perth which is home to just over 2 million people or 77% of the State’s population. Greater Perth is forecast to grow to 2.9 million people by 2031 and 3.5 million people by 2050, becoming the 3rd largest city in Australia after Sydney and Melbourne.

10 | City of Perth Strategic Community Plan

Central Sub-Region

Perth City forms part of the Central Sub-Region of Greater Perth. The Central Sub-Region has a high level of amenity with the largest concentration of jobs and people. There are abundant opportunities to access community, education and cultural facilities, commercial and health services and public transport, as well as a significant network of green spaces and parks including access to the Swan River.

The Central Sub-Region is currently home to around 785,000 people or 43% of the Greater Perth population and is forecast to grow to nearly 1.2 million people by 2050 (32% of Greater Perth).

Time Zones and Flight Hours from Perth

24

20

11

12 11

13

12

1414

5

8

4

NEW YORK

LONDON

BANGALORE

DELHICHENGDU

BEIJING SEOULTOKYO

SHANGHAI

KUALA LUMPUR

HONG KONG

SINGAPORE

JAKARTA

PERTH

118

The additional 415,000 people will be housed in 215,000 new dwellings included in the State Government’s Draft Central Sub-Regional Planning Framework (May 2015).

This represents 57% of all additional dwellings required to accommodate the growth of Greater Perth to 3.5 million people by 2050.

The Central Sub-Region currently provides 546,000 jobs or 64% of all jobs in Greater Perth and is forecast to grow to around 786,000 jobs by 2050. Around 42% of Perth City’s workers currently live in the Central Sub-Region.


Perth City

Perth City is just under 14 square kilometres in area (land only) and located on the northern banks of the Swan River with over 11 kilometres of river frontage. It includes the suburbs or parts thereof of Crawley, East Perth, Nedlands, Northbridge, Perth and West Perth.

On 1 July 2016, the City of Perth local government area expanded to include Kings Park (400 hectares), the University of Western Australia, Queen Elizabeth II Medical Centre, residential and commercial areas around Hampden Road and Broadway, and the Matilda Bay foreshore in Crawley and Nedlands.

Perth City houses international consulates, the State Parliament of Western Australia and key Federal and State judicial institutions, and has the largest concentration of jobs, services, education and cultural and leisure activities in Greater Perth.

Perth City Suburbs

Kings Park

Crawley

Nedlands

West PerthNorthbridge

East PerthCBDThomas S

t

Newcastle St

Broa

dway

City of Perth boundary 19.34 sq km


Perth City:

• generates $41.8 billion or 26% of Greater Perth’s Gross Regional Product (2013-14).

• contains 5.6 million square metres of business and institutional floorspace, compared with a total of 1.7 million square metres across all other Strategic Regional Centres in Greater Perth (2015).

• is home to around 14,000 registered businesses with 5,500 providing employment for 134,500 workers; 53% of workers are 25 to 44 years of age (2015).

• attracts around 205,750 workers and visitors to the CBD and over 25,000 to the University of Western Australia and Queen Elizabeth II precinct during a typical week day (2015).

• is home to 24,244 residents (2015 Estimated Resident Population) and is forecast to grow to 50,000 residents by 2050, representing an additional 25,800 residents in 16,000 new dwellings over the next 34 years.

• has a median resident age of 31 years (2011).

• has 1.83 people per household (average) with 33% of households being lone persons and 26% being couples with no children (2011).

• has 21.5% of households who do not own a vehicle (2011).

• has 53% of residents born overseas, from 54 countries and 33% who can speak another language other than English (2011).

• has 29% of dwellings either owned or being purchased and 56% being private rentals (2011).

• has an estimated 38,000 students enrolled in 108 education organisations, with an estimated 13,800 students attending the CBD on a daily basis (2015).

• has just over 3,551 tertiary students living in the City (or 18% of total residents) (2011).

For these and many other reasons Perth City plays a unique and important role in contributing to the economic prosperity and quality of life of many Western Australians.



To assist in the development of the City of Perth Strategic Community Plan, it is important to be aware of and have consideration to other organisations’ views and objectives that have an impact on Perth as a place. A brief summary below has been collated to acknowledge these Federal and State Government plans and strategies that have the potential to impact on City of Perth strategic objectives. Whilst the list is not comprehensive, it does provide an understanding of what strategies and plans the City of Perth must be aware of. This list has informed the creation of this plan.

Australian Infrastructure Audit Organisation: Infrastructure Australia Version: May 2015

Infrastructure Priority List Organisation: Infrastructure Australia Version: February 2017

Strategic Plan Organisation: Department of Culture and the Arts Version: 2016

National Waste Policy - Less Waste, More Resources Organisation: Department of the Environment, Water, Heritage and the Arts Version: November 2009

Smart Cities Plan Organisation: Department of the Prime Minister and Cabinet Version: 2016

The Australian Government’s Action on Climate Change Organisation: Department of the Environment and Energy Version: 2017

Public Transport for Perth in 2031 Organisation: Department of Transport Version: July 2011

Water Forever - Towards Climate Resilience Organisation: Water Corporation Version: October 2009

Western Australian Waste Strategy Organisation: Waste Authority Version: March 2012

Australian Infrastructure Plan Organisation: Infrastructure Australia Version: February 2016

Western Australian Bicycle Network Plan Organisation: Department of Transport Version: 2014-2031

Metronet – Connecting Perth’s Suburbs Organisation: WA Labor Party Version: 2017

Opening Doors to Affordable Housing - Strategic Plan 2020 Organisation: Government of Western Australia - Housing Authority Version: 2015

State Government Strategy for Tourism in Western Australia 2020 Organisation: Tourism Western Australia Version: 2010

Transport @ 3.5 Million Perth & Peel Transport Plan for 3.5 Million People and Beyond Organisation: Department of Transport Version: December 2016

State Planning Strategy 2050 Organisation: Western Australian Planning Commission Version: June 2014

Western Australian Innovation Strategy Organisation: Office of the Government Chief Information Officer Version: 2016

Alignment to State and Federal direction


Trends and challenges

There are considerable trends and challenges that have the potential to impact the City’s strategic direction and as such should be considered as part of forward planning. Through the strategic planning process the following trends and challenges were identified by stakeholders and community:

An ageing population

Rise in population density

Reduction in activity levels

Homelessness increasing

Recognising Aboriginal culture

Greater demand on cultural experience

Increased event scope

Increased connection to the global community

Changes to education

Small population

Social challenges

Lack of after-hours activity and amenity

City not a desirable cultural and shopping destination

The need for natural spaces and shade

Climate change

Change in spirituality connection

Greater demand for green spaces

Climate change and its impacts

Technology and its impacts

Changing employment trends

Diversity in building mix

Urban sprawl

Alternative forms of transport

Increased congestion

Economic downturn and fluctuating economic conditions

Lack of economic diversity

Lack of connection between disparate parts of the city

Lack of unique and place-based developments

Expensive parking

Lack of alternative transport



Whilst Perth has a rich history as an older civilisation, as a city it is young in comparison to other capital cities throughout the world. The feedback from the City’s citizens indicated that they want Perth to be a city that is a great place for people to live, work and visit. Citizens want it to be seen as a beautiful connected city that provides vibrant, diverse and friendly experiences. Perth should be seen not only as a city that is bold and progressive in its way of life but should also have a sense of distinctiveness that people can confidently promote – a community that knows itself and one that delivers a unique experience that is Perth.

Vision


THE VISION FOR PERTH IS:

Vibrant, connected, progressive; a friendly and beautiful place to be.



Making it happen

The Strategic Community Plan sets out the goals and aspirations of our community, and is the key driver in the City of Perth’s Integrated Planning and Reporting Framework. The Strategic Community Plan will be subjected to biennial reviews, alternating between a minor and major review. The intent of the framework is to

ensure the priorities and services provided by the City of Perth are aligned with community needs and aspirations, within organisational resource constraints. The below model is the City of Perth’s Integrated Planning Framework.

City of Perth Integrated Planning and Reporting Framework

PERTH CITY SNAPSHOT & COMMUNITY

ENGAGEMENT

RESOURCE ENABLING PLANS

FOCUS AREAS STRATEGIES

Workforce Plan

• Operational and Executive Strategy

• Council Policy• Issue Specific

Strategy

Long Term Financial Plan

Corporate Asset Management Plan

CORPORATE BUSINESS PLAN (CBP)

(Medium term – 4 years)

STRATEGIC COMMUNITY PLAN (SCP)

(Long term – 10+ years)

ANNUAL OPERATIONAL PLANS AND BUDGET

(Short term – 1 to 4 years)

ENTERPRISE PERFORMANCE MONITORING AND REPORTING

Purpose Visioning and strategic direction setting

Purpose Short term delivery and resource planning

Purpose Short to medium term actions and resource planning

A plan, without accountabilities through measurement, is nothing but a host of good intentions. Therefore each goal has been developed with numerous strategic objectives that measure its success, with each strategic objective having measurable progress targets. This framework is designed to ensure that with the delivery of the plan’s strategic objectives, the goals are met and in turn the

vision for the city is realised. It is believed that this approach, with measures, will assist in the alignment and focus of efforts.

Through the deliberative democracy process, which included the Citizens Advice Group, City of Perth Elected Members and the City of Perth Executive Leadership Group, the following aspirational goals were created, each with a descriptor to articulate its intent.


Vision and Goals

Vibrant, connected,

progressive; a friendly and

beautiful place to be

A city connected to

its natural beauty

A future focused and resilient city

A prosperous

city

A city that celebrates its

diverse cultural identity

A city for people

An exceptionally well designed, functional and accessible city

An open and engaged city

A city that delivers for its

community


A city for people

A city that is diverse and community orientated; one in which all people want to live, work and visit.

An exceptionally well designed, functional and accessible city

As the city grows it is exceptionally well designed with accessible public and private spaces. Development emphasises Perth’s unique location. The ability to move freely and easily throughout the city, in a safe and efficient manner, creates a strong sense of place that can be enjoyed by all.

A city connected to its natural beauty

A city that protects and enhances the environment, emphasising the natural beauty of the river and parks. It incorporates native flora to protect and connect green corridors throughout the city.

A future focused and resilient city

A city that is committed to sustainable principles that promote social, economic and environmental resilience for current and future generations. A focus on equity, social inclusion, economic prosperity and environmental integrity builds the city’s resilience levels.

A prosperous city

A city that is recognised internationally and locally as a leader in the Indian Ocean Rim for diversity and excellence in business, tourism, education, technology and trade. It uses its competitive advantage to cultivate innovation and creativity, enhancing the city’s resilience. It is a city with a vibrant and diverse economy.

A city that celebrates its diverse cultural identity

A city that has a diverse choice of formal and informal places that showcase and celebrate its heritage, identity and cultural narrative. The city is lively and creative which encourages participation and celebrates inclusion. The people are connected to the place through the use of arts, heritage and cultural experiences.

An open and engaged city

A city that involves community, citizens and stakeholders in its future direction. Citizens have trust in the City of Perth and comfort knowing they collaborate with community, governments and businesses alike, working in an open and transparent manner. People feel connected, listened to and engaged with their city.

A city that delivers for its community

A city that is focused on the needs of its communities. Recognised as a city that is committed to quality services and continuous improvement, placing its community first. A city that builds effective partnerships between its community, business and government bodies to create a great place to be.

2GOAL

7GOAL

8GOAL

3GOAL

4GOAL

5GOAL

6GOAL

1GOAL


While the City of Perth commits to working towards the achievement of these goals, it only has a certain degree of influence. It is prudent to identify the City of Perth’s role in delivery against these goals, acknowledging that in some instances it can only advocate on behalf of its community.

The following section identifies the strategic objectives that work towards achieving the goals, with a clear indication of its measure of progress as well as the role the City of Perth plays to make it happen. The role of the City of Perth, as an organisation, can be shown as:

Lead

The City of Perth will play a lead role in the delivery of services and programs to meet this objective.

Partner

The City of Perth will build partnerships with others to assist in the delivery of services and programs to meet this objective.

Advocate

The City of Perth will advocate on behalf of its community to influence the delivery of services and programs to meet this objective.

The below resource table gives clarity to the City of Perth’s current capacity to work towards the delivery of the following strategic objectives and should be viewed as a baseline only.

Resource Amount Data Validation (Year)

City of Perth Employees 706 FTE 2017

Rates $85,143,608 2016/17

Capital Expenditure $62,731,135 2016/17

Operational Expenditure $195,882,431 2016/17

Value of Assets $1,211,904,848 2015/16

For the City of Perth to work toward obtaining the desired and identified aspirations, consideration needs to be given to employee numbers as well as financial resource allocations. These considerations are made during the integrated planning process to develop the City of Perth’s Corporate Business Plan and resource enabling plans.



A city for people A city that is diverse and community orientated; one in which all people want to live, work and visit.

V I B R A N T, C O N N E C T E D, P RO G R E S S I V E ; A F R I E N D LY A N D B E AU T I F U L P L AC E TO B E .


Objective Key Measure Progress Measure 2021 Role

A range of educational facilities in the city

Community Perception Survey Greater than 75% satisfaction

Number of enrolled students in the City Desired trend: Increase to 42,800

Increased housing choice to meet the needs of a diverse population

Percentage of two bedroom dwellings within housing stock

Desired trend: Maintain at 41%

Percentage of 3 or more bedroom dwellings within housing stock

Measure to be determined

A safe and secure city Community Perception Survey Greater than 75% satisfaction

Vulnerable people with diverse social needs are supported


Increase the amount with people that live, work, visit and stay in the city developing a strong sense of neighbourhood in the community


Residents (ERP) in Perth City Desired trend: Increase to 28,700

People visiting Perth CBD on daily basis Desired trend: Increase from 205,750

1

Lead Partner Advocate




Places and Open or Green Spaces throughout the city for the community


Integrate and increase usage and range of public transport into and throughout the city including the river


People of all ability can move into and throughout the city to access and use public spaces and places


Connect the community together & within the residential spaces


Public and private spaces support hospitality and vibrant activity


A beautiful city built on exceptional architecture & infrastructure


A city uninhibited by regulation


An exceptionally well designed, functional and accessible cityAs the city grows it is exceptionally well designed with accessible public and private spaces. Development emphasises Perth’s unique location. The ability to move freely and easily throughout the city, in a safe and efficient manner, creates a strong sense of place that can be enjoyed by all.

V I B R A N T, C O N N E C T E D, P R O G R E S S I V E ; A F R I E N DLY A N D B E AU T I F U L P L AC E TO B E .

2



A city connected to its natural beautyA city that protects and enhances the environment, emphasising the natural beauty of the river and parks. It incorporates native flora to protect and connect green corridors throughout the city.

V I B R A N T, C O N N E C T E D, P RO G R E S S I V E ; A F R I E N DLY A N D B E AU T I F U L P L AC E TO B E .



Beautiful green spaces are enhanced & activated without compromising environmental integrity


Ecosystem Services ranking as 'high' Desired trend: Increase to 6

Trees and plantings are protected and increased maximising biodiversity resilience

Number of WA tree native species Desired trend increase measure TBD

Percentage of tree canopy cover Desired trend: greater than 15% increase

Number of Weeds of National significance Desired trend: Decrease to 0

The percentage of WA native flora species within green spaces in the city

Desired trend: Increase to 60%

The Swan River water quality is improved


Green networks link across the City

Number of connected green corridors Desired trend: Increase to 2

Resources are used efficiently

Volume of potable water consumption use in City operations

Desired trend: Decrease to 41000kL

Water sourced from alternative sources Desired trend: Decrease to 220500kL

Kilolitres used per person in the city per year

78kL/annum

% of municipal solid waste recovered 65%

% of commercial and industrial waste recovered

70%

% of construction and demolition waste recovered

75%

There is connection between the river, the city and Kings Park

Community & Visitors Perception Surveys Greater than 75% satisfaction

Places along the riverfront are accessed and used


.

3



V I B R A N T, CON N E C T E D, P R O G R E S S I V E ; A F R I E N DLY A N D B E AU T I F U L P L AC E TO B E .

A future focused and resilient cityA city that is committed to sustainable principles that promote social, economic and environmental resilience for current and future generations. A focus on equity, social inclusion, economic prosperity and environmental integrity builds the city’s resilience levels.



Sustainable principles are understood and practised

Number of people accessing and engaging with information about sustainability per year

Desired trend: Increase to 100,000

A city that responds to climate change


Promote and invest in the use of renewable and emerging sustainable technologies

% of city-wide energy use from renewable or low carbon sources by 2021

Desired trend: Increase to 25%

Social enterprises are supported in the city

Number of social enterprises in the city Desired trend: Increase to 40

4



A prosperous cityA city that is recognised internationally and locally as a leader in the Indian Ocean Rim for diversity and excellence in business, tourism, education, technology and trade. It uses its competitive advantage to cultivate innovation and creativity, enhancing the city’s resilience. It is a city with a vibrant and diverse economy.

V I B R A N T, CON N E C T E D, P R O G R E S S I V E ; A F R I E N DLY A N D B E AU T I F U L P L AC E TO B E .



Technology & Infrastructure facilitates business growth & innovation

Business Perception Survey Greater than 75% satisfaction

GRP GRP at $40b

An ambitious business environment for education, research & flagship businesses

Perception Business Survey Greater than 75% satisfaction

GP Innovation Index Desired trend: Increase rating position to 100

Diversity Index Desired trend: Increase rating position to 45th percentile

Economic Output Education Desired trend: Increase to $1.64b

Economic Output Science Desired trend: Increase to $10.95b

Unique Retail Experience

Perception Shoppers Survey Greater than 75% satisfaction

Local & Diverse Entrepreneurialism at Neighbourhood Level


Number of Businesses 1-4 employees Desired trend: Increase to 3,940

Number of Businesses 5-19 employees Desired trend: Increase to 1,896

Tourist Destination that uses uniqueness that attracts visitors

Perception Visitor Survey Greater than 75% satisfaction

International Visitors per day Desired trend: Increase to 25,000

National Visitors per day Desired trend: Increase to 8,400

Local Visitors per day Desired trend: Increase to 9,575

5



V I B R A N T, C O N N E C T E D, P R O G R E S S I V E ; A F R I E N D LY A N D B E AU T I F U L P L AC E TO B E .

A city that celebrates its diverse cultural identityA city that has a diverse choice of formal and informal places that showcase and celebrate its heritage, identity and cultural narrative. The city is lively and creative which encourages participation and celebrates inclusion. The people are connected to the place through the use of arts, heritage and cultural experiences.



Art and culture create activation in unused spaces


Formal and informal places and spaces to celebrate culture along the river


Celebrate Indigenous culture

Traditional Owners & Indigenous Stakeholders Perception Survey

Greater than 75% satisfaction

Number of activities, events and new facilities celebrating Indigenous culture


Built & Social Heritage that is protected, enhanced and developed, that showcases the City's story


6





Community is involved and has trust in government


Open government is achieved through accountable decision making and reporting


Thriving neighbourhoods and communities are created by collaboration


An open and engaged cityA city that involves community, citizens and stakeholders in its future direction. Citizens have trust in the City of Perth and comfort knowing they collaborate with community, governments and businesses alike, working in an open and transparent manner. People feel connected, listened to and engaged with their city.

V I B R A N T, C O N N E C T E D, P R O G R E S S I V E ; A F R I E N D LY A N D B E AU T I F U L P L AC E TO B E .

7



A city that delivers for its communityA city that is focused on the needs of its communities. Recognised as a city that is committed to quality services and continuous improvement, placing its community first. A city that builds effective partnerships between its community, business and government bodies to create a great place to be.

V I B R A N T, CON N E C T E D, P R O G R E S S I V E ; A F R I E N D LY A N D B E AU T I F U L P L AC E TO B E .



Service delivery is of a high quality and focused on the needs of the City’s Community, Businesses & Visitors

Community, Business & Citizen Perceptions Surveys

Greater than 75% satisfaction

Leadership is held to a high ethical standard

Community Perceptions Survey Greater than 75% satisfaction

City’s financial resources respond prudently to challenging economic conditions

Operating Surplus Ratio Greater than or equal to 5% (0-15%)

Current Ratio Greater than or equal to ratio of 0.7 (1)

Debt Service Cover Ratio Greater than or equal to ratio of 2

Own Source Revenue Coverage Ratio 100%

Great people are attracted, developed and retained to meet and exceed community expectations

Turnover rate 10%

Staff perception on Organisational Culture Survey


Assets are planned, coordinated and managed to deliver the best value for the community

Asset Consumption Ratio 60%

Asset Sustainability Ratio 97%

Asset Renewal Funding Ratio 100%

Business activities are aligned and compatible with the Strategic Community Plan, being continuously improved based on community feedback

Community Perceptions Survey Greater than 75% satisfaction

8



The City’s Risk Management Framework sets out the key principles that guide how risk management is embedded within the City of Perth operations, to provide assurance in delivering community needs. The Framework, as shown below, outlines how the City will ensure that risk is managed effectively and appropriately.

City of Perth Risk Management Framework

Risk management

RISK PROFILES

CITY OF PERTH RISK MANAGEMENT FRAMEWORK

RISK MANAGEMENT STANDARDS

POLICIES AND PROCEDURES

RISK REPORTING CORPORATE OSH & RISK COMMITTEE

AUDIT & RISK COMMITTEE

Risk Management Policy

Quarterly Internal Risk Reporting

Risk Management System

Risk Management Framework and Procedures

Biennial Report• Risk Management• Internal Controls• Legislative Compliance

Business Continuity Framework and Plans

• Human Resources• Finance• Procurement• Occupational Safety and Health• Emergency Management• Asset Management• Governance• Other relevant policies,

operational procedures and standards

Risk Management Standard

AS/NZ ISO 3100:2009Risk Management – Principles

and Guidelines

Regulation 17

Appropriateness and Effectiveness

• Risk Management• Internal Controls• Legislative Compliance




The strategic decision making criteria have been determined by Council as fundamental for considerations when determining significant issues and strategic priorities. These criteria are:

What does the community think? Have we collected community feedback and input to inform the decision?

How well does it fit our strategic direction?How well does the option fit with the City’s vision, community outcomes and strategic priorities?

Guiding Principles.

Is it consistent with the City’s Guiding Principles?

i. Sustainable development Perth must develop in a way that meets the needs of the present without compromising the needs of future generations, through the integration of environmental protection, social advancement and economic prosperity, to build a sustainable future for the city.

ii. Evidence based Decisions must be based on evidence, be adaptable to change and continuously reviewed.

iii. Strong leadership The City will take a leadership role to ensure decisions consider the best possible outcome and be proactive in the global recognition of the City of Perth.

iv. People first People will be given precedence in the city’s public spaces and roads.

v. Minimum sufficient regulation Minimal and flexible regulation will encourage and support a diverse, vibrant and progressive city.

vi. Fair funding Decisions will consider aspects of just funding across our rate base. Partnerships and joint ownership will be used to maximise desired outcomes.

vii. Interagency collaboration A resilient and sustainable capital city will require contributions and partnerships with stakeholders and collaboration with all levels of government.

Can we afford it? How well does the option fit within our long term financial plan? What do we need to do to manage the costs over the lifecycle of the asset /project /service?

Does it involve a tolerable risk? What level of risk is associated with the option? How can it be managed? Does the residual risk fit within our risk tolerance level?

Council decision making framework


Glossary of Terms

Asset Consumption Ratio An indicator that highlights the aged condition of a local government’s physical assets.

Asset Renewal Funding Ratio An indicator that shows whether the local government has the financial capacity to fund asset renewal at existing revenue and service levels.

Asset Sustainability Ratio An indicator of the extent to which assets managed by a local government are being renewed or replaced as they reach the end of their useful lives.

Business Perception Survey The survey conducted by the City of Perth assessing business perceptions of performance on reaching the strategic objectives & goals.

Central Sub Region The central planning sub-region within Greater Perth as defined by the Western Australian Planning Commission.

Citizen All people that visit or have any interest in the activities of the City.

Citizen Perception Survey The survey conducted by the City of Perth assessing Citizen perceptions of performance on reaching the strategic objectives & goals.

Citizens Advice Group The group of citizens independently recruited to work as part of the Share to Shape Collaboration Group.

City of Perth The local government organisation.

City of Perth Act Western Australian Legislation that guides the City of Perth as a Local Government organisation.

Commercial & Industrial Waste Solid waste arising from the activities within commercial and industrial sites, including but not limited to offices, retail outlets, restaurants, factories and institutions.

Community Residents, businesses and workers that are located in the local government area.

Community Perception Survey The survey conducted by the City of Perth assessing community perceptions of performance on reaching the strategic objectives & goals.

Construction & Demolition Waste Waste debris from the construction or demolition of a building.

Current Ratio A measure of a local government’s liquidity and its ability to meet its short term financial obligations from unrestricted current assets.


Debt Service Cover Ratio An indicator of a local government’s ability to generate sufficient cash to cover its debt payments.

Diversity Index Hachman economic diversity index measuring the mix of industries, sectors, skills and employment levels.

Economic Output Quantity of goods and services produced in a given time.

Ecosystem Services Benefits provided to humans by goods and services delivered by ecosystems.

ERP Estimated Residential Population.

Greater Perth Includes Perth and Peel Metropolitan regions.

Green Corridors A thin strip of land that provides sufficient habitat to support wildlife.

Green Space Protected areas of undeveloped landscape.

Gross Regional Product (GRP) The market value of all final goods and services produced within a metropolitan area in a given period of time.

IAP2 Guidelines International member association guidelines that promote and improve the practice of public participation or community engagement.

Innovation Index Measures the innovation performance across 162 indicators of cultural assets, human infrastructure and networked markets by the global innovation agency 2thinknow.

Municipal Solid Waste Waste type consisting of everyday items that are discarded by the public.

Open Government Transparent and accountable government in which citizens are empowered to generate public value.

Operating Surplus Ratio An indicator of the extent to which revenue raised not only covers operational expenses, but also provides for capital funding.

Own Source Revenue An indicator of a local government’s ability to cover its costs Coverage Ratio through its own revenue efforts.

Perth City The local government area.

Perth City Snapshot 2016 Strategic analysis of city life — people and culture, economy, natural environment, built form and movement — to inform planning and decision-making.


Potable Water Water that is safe to drink or to use for food preparation, without risk of health problems.

Renewable Sources Energy from a source that is not depleted when used.

Low Carbon Sources Energy produced with lower amounts of carbon dioxide emissions than conventional fossil fuel generation.

Share to Shape The group made up of Community Members, Councillors and Collaboration Group Executive that worked through the deliberative democracy process.

Shoppers Perception Survey The survey conducted by the City of Perth assessing Shoppers perceptions on performance on reaching strategic objectives & goals.

Social Enterprises Organisations that apply commercial strategies to maximise improvements in human and environmental well-being.

Stakeholders Businesses, agencies and special interest groups that are located or operate in the local government area.

Sustainable Principles Principles on which sustainable living are based (ie meet the needs of the present without compromising the ability of future generations to meet their own needs).

Synthesis Report The report that provides analysis of community & stakeholder feedback from the Share to Shape Our Capital Engagement Program.

Traditional Owners & Indigenous The survey conducted by the City of Perth assessing perceptions Stakeholders Perception Survey of performance on reaching the strategic objectives & goals.

Tree Canopy Cover The percentage of urban land covered by tree canopy when viewed from above.

Visitor People that live outside the local government area but come into the city.

Visitors / Tourists Per Day Tourism Research Australia estimated numbers of people visiting the Inner Perth area.

Visitors Perception Survey The survey conducted by the City of Perth assessing Visitor perceptions of performance on reaching the strategic objectives & goals.

WA Native Trees Plants indigenous to Western Australia.

Weeds of National Significance A list of the most problematic plant species in Australia as determined by the Federal Government.



Documents

Shaping Our Capital City - perth.wa.gov.au · Shaping Our Capital City Strategic Community Plan 2029 Vibrant, ... of Perth Executive Leadership Group (ELG). The Share to Shape Collaborative