PLAN FOR THE - Town of Victoria Park

Transcription

PLAN FOR THE
FUTURE
Town of Victoria Park
2011 – 2026
YOUR COUNCIL 2009 -2011
Jarrah Ward
Cr David Ashton
Deputy Mayor
Cr Vin Nairn
Cr Adam Vilaca
Cr Julie Armstrong
Banksia Ward
Cr Keith Hayes
Cr Rowena Skinner Cr Claire Anderson
Town of Victoria Plan for the Future 2011 - 2026
Cr John Bissett
Mayor’s Foreword
This is an exciting time for the Town of Victoria Park - setting our path for the next five years
and beyond.
This new Plan for the Future sets out the most important directions for the Town, particularly in
adopting an innovative program structure that focuses our efforts on achieving outcomes for the
community that will ultimately improve the Town’s quality of life.
In contrast to other plans that the Town has adopted in the past, the new Plan has identified five
key programs, each with a responsible Director and a structure aligned to ensure the objectives
are achieved.
We will continue to engage our community in the future planning of the Town, including overseeing
the achievement of the plan’s outcomes, through community focus group meetings and regular
surveys of our performance.
The new Plan also retains our connection with the history of the Town whilst recognising the pressures
for change, especially such drivers of change as government policy and developer interest.
The Town is at a huge advantage in being strategically located in the metropolitan area. We are
close to the Perth CBD, forming the eastern gateway to the city; we are close to the Perth Domestic
and International Airports and have within our boundaries the Curtin University of Technology,
Burswood Entertainment Complex, Belmont Racecourse, a significant length of the Swan
River, the Albany Highway mainstreet and the Lathlain Park Football oval and precinct.
It is no wonder with these great features that we will be - and already are - one of the most sought
after locations in the metropolitan area. We aim to be one of the most prominent towns in the
metropolitan area - our population now exceeds the mandatory number of 30,000 people required
to seek a change in status from a Town to a City. When you consider the anticipated developments
in the Town over the next five years it is expected that our population will exceed 40,000 people
by 2020.
The achievements of the Town in reaching this milestone and the development of the Plan for the
Future would not have been possible without the support of the Councillors and the staff of the
Town. Thanks also to our generous volunteers who support the efforts of the Town.
His Worship the Mayor
Trevor Vaughan
4
CEO Foreword
We are at an important stage in the future of the
Town. In recognition of this we have made some
decisions about how we meet the new challenges
we face; decisions that relate to how practically we
will deliver the outcomes contained in this Plan for
the Future for our community.
Since joining the Town as CEO in December 2009,
I have undertaken a thorough review of the strategic
level activities. I received the organisation in good
order from my predecessor and building on the
successes of the past I have restructured the
Directorates into five program areas: Community
Life, Business Life, Renew Life, Built Life and Future
Life. We have retained the ‘life’ theme that has so
successfully described the emphasis of this Council
in the past.
Directors and Executive Managers will be responsible
for delivering the program and sub-program outcomes
and projects. We have endeavoured to make this plan
as practical as possible by specifying projects under
each program area. These projects are measureable,
as will be the high level performance indicators of
the organisation. Critically, we have aligned all aspects
of the organisation to achieve the Plan for the
Future outcomes.
The development of the Plan for the Future has
been the culmination of many hours of analysis and
discussion with Elected Members and staff. It has
also involved many informal discussions I have had
with community members. I thank everyone for
their input into this process and their enthusiasm.
Progress on this Plan will be published for the
community to assess our performance - an important
measure, as ultimately our community is the most
significant stakeholder in the Town’s future.
CEO
Arthur Kyron
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CONTENT
PAGE 3 Mayor’s Foreword
PAGE 5 CEO Foreword
PAGE 8 Executive Summary
PAGE 9 Background
PAGE 11 Vision, Mission and Values
PAGE 12 Program Structure
PAGE 13 Organisational Structure
PAGE 14 Community Life
PAGE 19 Business Life
PAGE 23 Built Life
PAGE 27 Renew Life
PAGE 31 Future Life
PAGE 35 Performance Measures
PAGE 36 Plan Development and Community Consultation
PAGE 37 Core Competencies
PAGE 38 Advisory Committees of Council
PAGE 39 Fifteen Year Financial Plan
PAGE 43 Long Term Financial Plan Assumptions
7
Executive Summary
The 2011 - 2026 Plan for the Future constitutes a new direction for the organisation and the Town.
The plan focuses on the achievement of outcomes, in particular projects that will both positively
position the Town for the future and positively impact the present population’s quality of life.
The five program areas take the organisation away from the traditional functionally aligned
structure, with all its limitations, and direct the focus of the staff and Elected Members towards
outcomes and cross organisational cooperation and collaboration. The many projects under
each program area have specific senior staff allocated to them so that the performance and
achievements of the organisation are the direct responsibility of a senior officer or team.
There are a number of important projects that the Town will focus on that will act as a catalyst
in changing the profile of the Town in the Perth metropolitan area and enhance the quality of life
experiences of its residents and visitors: the Town Centre Redevelopment, with the community
benefit of not only an improved shopping and activity area but also a significant civic centre; a
Multi-Purpose Sports Facility in Lathlain; the Lathlain Park Precinct Plan; and a comprehensive
infrastructure renewal program.
In addition there will be a focus on the economic vitality of the Town through a specifically focused
Business Life program area. This program will seek to diversify revenue sources and optimise
the assets currently owned by the Town. Given our pre-eminentzn in the metropolitan area,
the significant developer demand and certain population growth, the demand for services and
infrastructure will need to be funded from sources other than the ratepayers.
This Plan proposes a restructure for results that needs to be resourced. There will be a schedule
of reviews of certain aspects of The Town’s operations. These reviews may release funds or result
in productivity improvements: there will be reviews of Council fleet, Committees, assets, key
business processes and a range of other initiatives.
In order to achieve the outcomes set in the organisation, a comprehensive corporate competencies
development program has been developed. For all staff in the organisation the competencies are:
customer service, project management, sustainability, decision making and systems thinking,
business excellence and communication. Staff performance will be aligned to the Plan for the
Future through a comprehensive performance management system.
The Plan for the Future presents a great opportunity for the Town to excel in local government and
quality of life enhancement in WA. This will not be easy but with the combined and focused efforts
of the elected members, staff, volunteers, community stakeholders and our local government
neighbours we are certain to make a positive difference.
8
Background
The Town of Victoria Park is situated on the
banks of the Swan River to the South of the
Perth CBD. The Town is boarded by the
Cities of Canning, Belmont and South Perth.
The population is over 32,000.
Key population characteristics following
the 2006 census include:
• 81.6% of the population is aged 20 years
and over
• 24.1% of the population is aged 55 years
and over
• The average age of person living in the
Town is 35 years
• 44.6% of the population was born overseas
• 9.2% of the population speak a language
other than English at home. The most
common languages other than English
spoken at home were Mandarin (711),
Italian (680), Cantonese (533), Indonesian
(387) and Arabic (188).
• The median individual weekly income is
$510 and the average household size is
2.0 people
• The Town has a transient population.
When the 2006 Census was conducted
only 35.2% were at the same address
five years prior.
Population Change and Growth
The population of the Town is expected to
grow to 45,756 by 2031 representing a 42%
increase. A significant proportion of the
population increase will come as a result of
new developments at The Peninsula, Belmont
Park Racecourse, Burswood Station, Causeway
Precinct and the Curtin Technology Precinct.
The change in population will have an impact
on how activities and services across the Town
are delivered.
The Town’s community has historically been a
working class and ethnically diverse area.
In recent times there has been ongoing
gentrification within its residential areas and is
increasingly being sought after as a destination
for residential, commercial and leisure, with a
thriving café culture and increased investment
in development within the Albany Highway
main street, the Causeway precinct and the
Burswood Peninsula.
The Town is committed to long term
sustainability. This will be achieved through the
development of a framework that will guide the
Town’s environmental, economic and social
impact in terms of growth. This framework will
ensure there are resources to meet the needs
of our growing Town.
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10
Vision, Mission & Values
OUR VISION IS
Victoria Park - Vibrant Lifestyle
MISSION summarised through four key components:
Creative:
We will embrace creativity
Our Town will be unique, quirky and identifiable
We will be creative in all things, in the decisions we make
and the solutions we find.
Attractive:
We will attract people and businesses to our Town.
Our Town will be the destination for lifestyle, work and recreation.
Friendly:
We will be welcoming
We will listen
We will sparkle
We will make your day
Environmentally sustainable:
We will be aware of the changing environment in which we
operate, live, work and recreate.
We will make decisions on the basis of sustainability principles
by considering the environmental, economic and social
impacts of those decisions.
OUR VALUES ARE
We will be:
• Positive
• Inspirational
• Caring
We aim to live these values
We are a place “big enough to count and small enough to care”.
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Program Structure
The Town has adopted a program based structure to guide it over the next five years and will
be constantly reviewed. The five program areas focus on outcomes that will benefit the Town.
The central theme to the five program areas is LIFE. The Town has been using the LIFE theme
in various activities and facilities for a number of years; this theme will be central to everything
we do as it provides a positive message to our community and organisation.
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Program Areas
Focus
Community Life
The Community Life program will focus on the development
of a healthy community and strong neighbourhoods and build
on the high level of diversity experienced within the Town
Business Life
The Business life program will provide support and infrastructure to
ensure that the Town can accommodate growth to achieve its goals.
There will be a focus on the economic sustainability of the Town.
Built Life
The Built Life Program will promote the development of high
quality built environment in the Town, by facilitating innovation
in design and neighbourhood planning and strive for excellence
in the built environment.
Renew Life
Renew Life will enhance the infrastructure and appearance
of the Town, remedy the backlog of infrastructure maintenance
work, maximise the utilisation of the assets of Council and
provide environmental management and leadership.
Future Life
Future Life will develop and implement policies and procedures
to ensure the appropriate development of the Town to ensure
future demands are met
Organisational Structure
To ensure alignment between programs and the organisational structure the Town has restructured
the organisation to link a director to all program areas. Future reviews of the Plan for the Future
may highlight the need for increases in staff.
CHIEF EXECUTIVE OFFICER
GOVERNANCE
COMMUNICATIONS
UNIT
BUSINESS LIFE
PROGRAM
COMMUNITY
LIFE PROGRAM
DIRECTOR
BUSINESS LIFE
PROGRAM
DIRECTOR
COMMUNITY LIFE
PROGRAM
FUTURE LIFE
PROGRAM
BUILT LIFE
PROGRAM
RENEW LIFE
PROGRAM
DIRECTOR
FUTURE LIFE
& BUILT LIFE
PROGRAM
BUSINESS
PREFORMANCE
SUB PROGRAM
BUSINESS
DEVELOPMENT
SUB PROGRAM
HEALTHY LIFE
SUB
PROGRAM
EXECUTIVE
MANAGER
BUSINESS
PERFORMANCE
SUB PROGRAM
EXECUTIVE
MANAGER
BUSINESS
DEVELOPMENT
SUB PROGRAM
EXECUTIVE
MANAGER
HEALTHY LIFE
SUB PROGRAM
EXECUTIVE
MANAGER
NEIGHBOURHOOD
LIFE
SUB PROGRAM
BUSINESS
SUPPORT
UNIT
BUSINESS
PERFORMANCE
AND
DEVELOPMENT
UNIT
SPORTING
LIFE
BUSINESS
UNIT
LIFELONG
LEARNING
BUSINESS
UNIT
STRATEGIC
TOWN
PLANNING
UNIT
HEALTH &
REGULATORY
SUPPORT
UNIT
CUSTOMER
SERVICE
BUSINESS
UNIT
AQUA
LIFE
BUSINESS
UNIT
NEIGHBOURHOOD
ENRICHMENT
BUSINESS
UNIT
STRATEGIC
ASSETS
UNIT
NEIGHBOURHOOD
LIFE
SUB PROGRAM
HR & EXECUTIVE
SUPPORT
STRATEGIC
PLANNING
SUB PROGRAM
STRATEGIC
PROJECTS
SUB PROGRAM
EXECUTIVE MANAGER
SRATEGIC
PLANNING
& PROJECTS
SUB PROGRAM
PROJECT
DEVELOPMENT
AND
IMPLEMENTATION
UNIT
DIRECTOR
RENEW LIFE
PROGRAM
DEVELOPMENT
SUB PROGRAM
BUILDINGS
SUB
PROGRAM
EXECUTIVE
MANAGER
BUILT LIFE
SUB PROGRAM
URBAN
PLANNING
UNIT
BUILDING
UNIT
PARK LIFE
SUB PROGRAM
ASSETS
FOR LIFE
SUB PROGRAM
STREET LIFE
SUB PROGRAM
EXECUTIVE
MANAGER
PARKS
SUB PROGRAM
EXECUTIVE
MANAGER
ASSETS
SUB PROGRAM
EXECUTIVE
MANAGER
STREET LIFE
SUB PROGRAM
PARK
IMPROVEMENT
UNIT
PROPERTY
UNIT
STREET
IMPROVEMENT
UNIT
PARK
OPERATIONS
UNIT
ASSET
MANAGEMENT
UNIT
STREET
OPERATIONS
UNIT
ACTIVE
LIFE
BUSINESS
UNIT
BUSINESS
DEVELOPMENT
BUSINESS
PERFORMANCE
HEALTHY LIFE
FLEET
MANAGEMENT
UNIT
NEIGHBOURHOOD
LIFE
STRATEGIC
PLANNING
STRATEGIC
PROJECTS
DEVELOPMENT
BUILDING
PARKS
ASSETS
STREETS
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COMMUNITY LIFE
Sub program: Healthy Life
Business Unit: Sporting Life
Business Unit: Active Life
Business Unit: AquaLife
Sub program: Neighbourhood Life
Business Unit: Neighbourhood Enrichment
Business Unit: Lifelong Learning
The Town welcomes its very diverse community. We strive to have a harmonious, enjoyable and
active community where people have a strong sense of belonging.
The creation of this program area recognises the need for our community to be a healthy place
to live, where people of all ages are able to recreate and live safely and where the diversity of the
population is celebrated.
The previous community services function, whilst delivering many well recognised and conducted
activities, warrants a specific focus of this Council. The Town has a diverse population and range
of interests that there is a requirement to deliver services that aim to meet the needs of the population
whilst building a strong sense of community. Victoria Park people are proud and strong and feel
passionately about where they live and about the decisions that affect them. It is in the Council and
the community’s best interest to have an empowered community, where voices can be heard and
where achievements can be celebrated.
We are also a Town with a conscience; there are people who struggle every day to find a place to
live, to be clothed and to be fed. The Community Life Program recognises this need and will focus
some of its efforts to address the needs of the strugglers.
The Community Life Program aims to create a healthy community that is strong, inclusive, resilient
and sustainable by connecting people, enhancing cultural activity and giving everyone the opportunity
to reach their full potential. A healthy community is not a perfect place; rather it is in a dynamic
state of renewal and improvement. It builds a culture that supports healthy lifestyle choices and
a high quality of life.
In creating a healthy community we will ensure that the needs of our diverse population are
met by working collaboratively with the community to develop the capacities of individuals and
organisations, while fostering the unique cultural qualities that are represented within and which
are of great importance to the Town.
The Community Life Program offers:
Personal Development and Wellbeing
Place Activation
• Health and Fitness Promotion
• Events and Programs
• Community Safety
• Community Grants
• Access and Inclusion
• Public Art and Enhancement of Public Space
• Lifelong Learning
• Preservation of Cultural Heritage
• Cultural Choices
Provision of Community Facilities
• Aqualife Centre
• Leisurelife Centre
• Library Services
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Objectives
1. We will connect people to services, resources, information, facilities and experiences
that enhance their physical and social well-being.
2. We will create a vibrant Town that is a place of social interaction, creativity and vitality.
3. We will celebrate cultural diversity and promote cultural harmony.
4. We will promote access and equity in service provision for all members of the community.
5. We will promote and celebrate the rich history and heritage of the Town.
6. We will provide opportunities for lifelong learning for all sectors of the community.
Projects
HEALTHY LIFE:
Develop and Implement a Healthy Life Plan for the Town of Victoria Park.
Elements include an overarching wellness program; community based sports development plan;
active and passive recreation plan; public open space activities; review of existing Sport and
Recreation Plan. The implementation of the Plan will encourage healthier lifestyle choices in
our Town; and increase participation rates in sport and recreation through service provision
and supporting local clubs and community groups.
Develop a Leisure Facilities Master Plan focusing on future development and business
improvement.
This plan will take an integrated approach to planning and developing leisure facilities.
It will assess the future impacts of demographic changes in Victoria Park and future developments,
including facility development and respond to those anticipated changes (i.e. consideration will be
given to the existing Sport and Recreation Plan, as well as other projects within the Town that may
impact leisure facilities such as the development of the Town Centre, Edward Millen site, Lathlain
Master Precinct Plan and the Multi-Purpose Sports Facility).
Develop a Multi-Purpose Sports Facility.
The relocation of the Victoria Park Carlisle Bowling Club and the creation of a Multi-purpose
Sports Facility to accommodate various users to the benefit of the whole of the Town is essential
to enable the development of the Town Centre. Council will prepare a plan for the construction
of the facility so as to remove any impediments to the redevelopment of the Town Centre.
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NEIGHBOURHOOD LIFE:
Develop and implement a Community Life Plan.
The Community Life Plan aims to develop objectives that help to guide all sections of the
community in working together to achieve our aspirations. Consideration to be given to existing
plans e.g. Community Safety Plan; Disability Access and Inclusion Plan; to include opportunities
for the community to interact with each other - e.g. ‘Own Your Neighbourhood’ program will
include ‘Street Meet and Greets’ and ‘Storytime at the Playground’.
Target Audiences to be considered
• Residents
• Seniors
• Youth
• Culturally and Linguistically Diverse (CALD) and New Migrants
• Aboriginal and Torres Strait Islander People
• Volunteering
• Events
Encourage and promote artistic expression throughout the Town of Victoria Park.
Install art in the community in accordance with Town of Victoria Park Public Art Master Plan.
Artistic expression in the Town by means of the installation of art in public places creates a pride
of place and cultural identity in the area.
The Town of Victoria Park to be a ‘living canvas’ through the creation of opportunities for a diverse
range of creative endeavours and expressions of art e.g. fine arts, music, visual arts, literary arts,
performing arts.
Develop an Interactive History Centre and Civic Centre within the Town Centre.
Elements of the Town Centre that include the development of an Interactive History Centre and
Library redevelopment and other civic uses will be developed. Consideration to be given to the
Leisure Facilities Master Plan, Community Needs Assessment and other
developments within the Town.
Continue to implement and review the Community Safety Plan Initiatives.
The Town has developed a comprehensive Community Safety Plan. The 2010 Community
Feedback Survey indicated that the sampled population saw the Town as a safe place on the
whole. Overall, 70% of respondents feel safe living in the Town of Victoria Park (16% very safe,
54% fairly safe). We want to build on the positive movement in the safety of the Town by continuing
to implement the Community Safety Plan initiatives.
Enhanced Access and Inclusion.
We will review existing services to enhance access and implement initiatives from the Disability
and Access Inclusion Plan.
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Budget
2011/12
2012/13
2013/14
2014/15
2015/16
Operating Revenue
6,572,333
6,141,145
3,566,477
3,691,333
3,820,561
Operating Expenditure
10,195,903
10,581,605
9,529,276
9,569,747
9,866,878
Capital & Non-recurrent Expenditure
5,062,438
5,005,323
524,185
537,282
550,837
Community Life
Operating Revenue
12,000,000
10,000,000
8,000,000
6,000,000
4,000,000
2,000,000
2011/12
2012/13
2013/14
2014/15
2015/16
17
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BUSINESS LIFE
Sub program: Business Effectiveness
Business Unit: Business Support
Sub program: Economic Vitality
Business Unit: Business Performance and Development
Business Unit: Regulatory Support
This program area will ensure that the Town provides exemplary support, both externally and
internally, to the people requiring our services. It will focus on ensuring that the organisational
support activities enables the effective and efficient provision of ‘whole of organisation’ services
to our community.
The program area will focus on understanding how our business community operates and will
gather the necessary data to assist in attracting new business and investment into the Town.
The necessary systems and infrastructure will be in place to provide support to our stakeholders
and together with the development of an understanding of the business profile, the Council will
be able to ensure that our business community has the best chance to prosper and that the
Town does what it can to increase vitality through the provision of support services and public
infrastructure.
We have already commenced, or have in place, various plans/projects that support our program
and sub program areas both internally and externally. These plans/projects will assist in achieving
the following outcomes:
• Business vibrancy and overall Town-wide economic vitality
• A vibrant Town Centre
• Improved personal service
• Sound financial management
• Improved commercial/main street infrastructure
• Compliance support
• Revenue diversification
• Council business performance excellence
Objectives
1. To efficiently and effectively support the Council to achieve its optimum performance.
2. To achieve excellent business performance of Council.
3. To improve the economic vitality of the Town while maintaining the principles of
sustainability.
4. To ensure the regulatory responsibilities of the Town enhances local business
performance.
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Projects
BUSINESS EFFECTIVENESS:
Review all business performance services and systems.
Through the adoption and application of the Business Excellence Framework, we will undertake
a program of review of the services and systems of the organisation. The program will aim to
achieve a better return for the community spend.
Business Continuity plan.
Council is to prepare a business continuity plan that addresses the security of Council data and
records, as well as the on-going operation of Council business in case of a severe disruption to
the Council administration centre or other facilities.
Develop a revenue diversification plan.
The entire burden for maintaining the infrastructure of Council should not fall on the shoulders
of present day community members. Council must diversify its revenue sources if it is to remain
financially sustainable. We will develop ways of generating revenue from diverse sources so as to
reduce the reliance on rates.
Tamala Park Development Investment plan.
The development of Tamala Park presents an excellent opportunity for maximising the return
from sales for future generations in the Town. The development and sale of residential units will
generate millions of dollars that will be re-invested in current infrastructure needs and also for the
purposes of wealth creation for Council.
ECONOMIC VITALITY:
Prepare a Town-wide economic development strategy.
The economic vitality of the Town has benefits for the whole community. We will focus on the
economic development of the Town and encourage a diverse business mix in our main street.
We will do this in ways that encourages creativity, attractiveness and a friendly and sustainable
environment in our business districts.
Develop and implement the Albany Highway main street plan.
The main street of Victoria Park is Albany Highway. We will continue to improve on the main street
initiatives already implemented in our part of Albany Highway. We will also seek to make our laneways
adjacent to Albany Highway attractive so as to enhance the possibility of them being places that
attract businesses and activity.
Implement the Town of Victoria Park Business Access Project (You’re Welcome).
The Town will implement the Disability Services Strategic Plan, “Count Me In”, initiatives. One
of the initiatives is You’re Welcome, a strategy to assist people with disabilities obtain accurate
access information to businesses and facilities in the Town. In addition to this the Town will
implement other strategies contained in the “Count Me In” plan.
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Develop marketing initiatives to attract tourists.
There are aspects of the Town that have yet to be fully promoted. The educational, recreational,
sporting, event, culinary, shopping and various cultural features of the Town warrant promotion.
We are going to take a more dynamic approach to the promotion of the Town as a destination
of choice.
Complete the Town Centre Redevelopment to construction stage.
The Town owns a large area of land bordered by Albany Highway, Sussex, Kent and Gloucester
Streets. The development of the Town Centre presents a great opportunity for the Town to maximise
the community benefits of the development by seeking to complement the proposed shopping
centre redevelopment through the development of a community focused hub and residences in
the locality so as to make the area more people friendly and active.
Budget
2011/12
2012/13
2013/14
2014/15
2015/16
Operating Revenue
2,635,475
2,715,263
2,707,418
2,903,312
3,018,793
2,655,659
2,610,739
2,864,545
3,332,723
3,114,513
1,487,667
10,612,420
16,937,389
10,950,614
2,586,319
Business Life
18,000,000
Operating Revenue
16,000,000
14,000,000
12,000,000
10,000,000
8,000,000
6,000,000
4,000,000
2,000,000
2011/12
2012/13
2013/14
2014/15
2015/16
21
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BUILT LIFE
Sub program: Development
Business Unit: Urban Planning
Sub program: Building
Business Unit: Building
Background
The role of the Built Life program is to encourage a range of high quality developments based on
urban design outcomes that are visually attractive, safe, provide for a high degree of amenity,
are sustainable and promote the Town as a desirable place for residents, businesses and visitors.
The Built Life Program area consists of the sub-program areas of Urban Planning and Building.
The Urban Planning Unit provides the following services:
• Assess and determine planning applications for the use and development of land.
• Provide comment and recommendations on the subdivision of land.
• Provide information and advice to Elected Members, stakeholders and the community
in relation to planning matters
• Review and amend the Town Planning Scheme so it reflects the latest views with respect
to planning principles and the Town’s Objectives.
• Ensure land is used and developed in compliance with the provisions of the Town Planning
Scheme.
To ensure that existing and new buildings in the Town are safe by meeting the prescribed standards,
the Building Unit provides the following services:
• Assess and issue licences for building applications to ensure compliance with
prescribed standards.
• Undertake assessments of buildings, fences, private pools, signs and other building structures
for compliance with prescribed standards.
• Issues clearances and certificates for buildings completed in accordance with the relevant
approvals.
• Provide advice and comment on building issues associated with planning
applications.
Built Life program has the important role of ensuring that new development within the Town is
compatible with existing development, is integrated in such a way that it is sympathetic to the
character of the Town and meets the desired outcomes for the future development of the Town.
Built Life also ensures that buildings are safe, liveable, accessible, and sustainable and meet
statutory requirements.
Objectives
1. Ensure that development within the Town strives for excellence in the built environment, integrates
sympathetically with the existing and desired character of the Town, is safe, and results in a
high level of amenity for the Town community.
2. Facilitate appropriate development in the Town by working collaboratively with applicants.
3. Ensure land is used and developed in accordance with approvals and Council requirements.
4. Ensure local planning schemes provide incentives for development and investment to occur
in the Town.
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Projects
URBAN PLANNING:
Review the Development function of Council, its processes, policies and Local Laws.
The efficient and effective operation of our processes is essential in order to ensure services meet
or exceed expectations. The council will be reviewing its processes through the application of the
Business Excellence framework.
Prepare a development application self assessment checklist.
The best way to ensure that developers and owners of property achieve their goals to build in the
Town is to enable them to manage the application process. To enable this, we will as a part of our
review of the development application system, consider a self assessment checklist for applicants.
Establish a Town exhibition area project to showcase preferred housing designs for the
Town.
With the impending development of the Burswood Peninsula and in particular the Belmont Park
Racecourse, there is a great opportunity to make this an exhibition site of state-of-the-art
sustainable design.
In addition the preparation of a virtual exhibition area will identify how new environmentally
sustainable buildings can be integrated into project design within existing streetscapes in the
established areas of the Town.
BUILDING:
Review building services function of Council, its processes, policies and Local Laws.
Efficient and effective operation of our processes is essential in order to ensure services meet or
exceed expectations. The council will be reviewing its processes through the application of the
Business Excellence framework.
Prepare a building application self-assessment checklist.
The best way to ensure that developers and owners of property achieve their goals to build in the
Town is to enable them to manage the application process. To enable this we will, as a part of our
review of the development application system, consider a self-assessment checklist for applicants.
Work with other program areas to enhance access in the Town.
We want to make the Town one of the most accessible areas in WA. To this end we wish to
coordinate our efforts across the organisation to enhance universal access to our homes, parks,
streets, businesses and facilities.
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Budget
2011/12
2012/13
2013/14
2014/15
2015/16
742,826
768,825
795,734
823,585
852,410
2,020,777
2,102,084
2,198,926
2,324,391
2,405,226
189,405
196,034
202,895
209,997
217,347
Built Life
Operating Revenue
Operating Revenue
3,000,000
2,500,000
2,000,000
1,500,000
1,000,000
500,000
2011/12
2012/13
2013/14
2014/15
2015/16
25
26
RENEW LIFE
Sub program: Park Life
Business Unit: Park Improvement
Business Unit: Park Operations
Sub program: Street Life
Business Unit: Street Improvement
Business Unit: Street Operations
Sub program: Assets for Life
Business Unit: Property
Business Unit: Fleet Management
Business Unit: Asset Management
To ensure that the Town progresses at the pace that will be required in the future as a result of
significant urban growth, the Town must plan and provide for its future needs and maximise the
assets it currently manages. The Town has had a focus on providing new and renewed infrastructure
in certain areas like facilities and footpaths, since the Town’s inception. But now the Town has
major infrastructure improvements required in other asset categories such as roads and drainage,
as well as having to deliver and manage new infrastructure that will be provided as a result of
additional urban development.
The Town has been under-spending on infrastructure renewal for some time, a situation similar to
most other Local Governments in Western Australia. Our challenge now is to increase expenditure
on renewal, whilst minimising the impact on the community of the Town. New funding streams
need to be developed and implemented as well as maximising the current assets owned and
managed by the Town, which will require a change of focus to achieve a more commercial return
on those assets.
The Renew Life Program area manages the Town’s street, parkland and natural area assets within
the public realm to ensure that they remain attractive and safe for community use. The program
also provides waste management, design and facility management services.
A sustainable Victoria Park needs to proactively manage assets so as to ensure dividends are
delivered to the community, but this will require a change in the delivery of projects and services.
Objectives
1. Improve and provide infrastructure, services and environmental leadership that focuses on the
public domain and which is delivered to a standard that meets community expectations and
contributes to a Vibrant Lifestyle in Victoria Park.
2. We will ensure parks and natural areas are provided to the best standard.
3. We will effectively manage, maintain and renew the Town’s assets.
4. We will ensure residents have safe, clean and attractive streetscapes.
5. We will provide leadership on environmental matters.
27
Projects
PARK LIFE:
Develop a Town Greening Plan.
We need to develop a comprehensive greening plan and strategy to ‘green’ the town. The plan
will need to explore sustainable street tree and parks management and improvement strategies
to enable the development of the plan.
Our street trees play a major role in making our streetscapes look green, cool and encourage
people to enjoy the amenity of the neighbourhood. They also help in the process of encouraging
more people on the streets to engage in interaction and build a strong sense of neighbourhood.
Our street tree master plan will form part of the Greening Plan.
Parks are a great place for people to gather and recreate. They are an asset that needs to be
continually improved. We need to encourage people to use the parks to improve levels of activity
thus having a positive effect on health generally.
Complete the Lathlain Precinct Master Plan.
Lathlain Park is a significant recreation area of the Town. Apart from housing the Perth Football
Club it is also a landholding the Town has that can use to deliver a significant dividend to the
Victoria Park community. There are a number of complementary uses in the area that would also
benefit from the planned recreational development of the precinct. The area should become a
major green area in the Town where people can undertake passive or active recreational pursuits.
Review and complete the McCallum Park Master Plan projects.
The McCallum Park Master plan is now complete. The implementation of the plan is the next
stage. The McCallum Park project will be a major Swan River activation strategy in Victoria Park.
Develop a GO Edwards Concept Plan.
GO Edwards Park is a major gateway statement into the Town and the Perth CBD. We will enhance
the Park through a comprehensive renewal plan and implementation strategy.
Develop a Foreshore Access / Management Plan.
The Town’s connection to the river by land places a special need on management of water quality,
vegetation, fauna and physical access to the foreshore. The Town does not have access to all
parts of the foreshore due to private or government ownership and jurisdiction but it is critical that
access is not only maintained but enhanced. To ensure consistency in management and equitable
access for the community the Town should take a leadership role in the development of this plan.
Develop an Environmental Plan.
A comprehensive Environmental Plan will be developed that will focus on few but high leverage
initiatives to address our environmental obligations. This plan will implement strategies that focus
on the river foreshore (in conjunction with the foreshore and access management plan), land uses
adjoining sensitive areas, our bushland sites (inclusive of Kensington, Hillview and renewal of the
Kent Street sand pit), areas for remediation as well as improving the community’s understanding
of its role in protecting the environment.
The Environmental Plan will have four key focus areas which are Natural Area Management and
enhancement, Water, Biodiversity, energy efficiency and Waste Management.
28
STREET LIFE:
Develop a streetscape beautification and traffic management plan and undertake entry point
projects to reinforce the Town’s identity
The presentation of our streets and the effective management of traffic flow helps to make our
neighbourhoods attractive, improve the value of people’s investment in the community and
fostering a sense of pride in our Town.
Complete the Integrated Transport Management Plan and Parking Strategy.
The effective and efficient flow of traffic in and through the Town and the optimum availability
of parking has a major role to play in how enjoyable life experiences will be in the community.
By virtue of our location we have a large amount of traffic to contend with that travels through
to other destinations and we also, by virtue of our retail, recreation and event choices attract
a number of vehicles to the Town. We will be developing a comprehensive plan to address the
traffic and parking needs both for the present and future. The transport plan will also deliver a
multi-modal approach to shift from motor vehicle to other modes of transport use in the Town.
Complete the Storm Water Management strategy.
The management of storm water has the benefit of ensuring we do not spread pollutants into
the Swan River as well as protecting the assets owned by the people who reside in the Town
and the Council. The storm water management strategy will produce a comprehensive approach
to managing - and where possible - harvesting water for future use.
Prepare the Town of Victoria Park Light Rail plan.
Light Rail is one of the modes of transport we want to create in the Town that will link us, in a
sustainable way, to other places in Perth. The Light Rail Plan will link the Town to Curtin University
in the south and to the University of WA in the west of Perth as well as push through the centre of
the Town and tie in the businesses along the rail route.
Develop Business Cases for Waste Management.
As the Town grows and waste management becomes more costly, there is a need to explore
a business to manage waste within the Town in a manner which would minimise the continued
impact on the community.
ASSETS FOR LIFE:
Prepare asset management plans for key assets.
The Town has many assets that can either maximise returns for the Town or be used to leverage
other developments by the Town. We do not presently have a comprehensive asset management
plan. The development of the plan will enable us to measure what we have and the possible
returns from better utilising the assets.
Review the Renew Life functions, systems, policies and Local Laws.
Through the adoption and application of the Business Excellence Framework we will undertake
a program of review of the services and systems of the organisation. The program will aim to
achieve a better return for the community spend.
29
Prepare a building management system.
The built assets of Council should be maintained to the best standards possible within resource
constraints. The preparation of a built assets management system will ensure that there is a
systematic way of managing these assets. The system will involve a review of the Town leases.
Optimise fleet management.
The fleet of the Town is extensive. We will ensure there is a fleet management plan that optimises
the fleet.
Develop 10 year works programs and financial reporting systems for all key assets.
The Town will develop a works program for the assets of the Town that will set out our obligations
for managing the assets. This will involve maintenance as well as an assets renewal plan.
Commence the infrastructure implementation for the Causeway Precinct.
The Causeway area is undergoing major development demand. The infrastructure in the area
should be an exemplar of what we seek in the Town. To this end we will develop an infrastructure
standards framework that sets out our expectations for the various developments anticipated in
the area.
Budget
2011/12
2012/13
2013/14
2014/15
2015/16
1,826,148
2,275,656
2,705,902
2,746,584
2,845,704
15,165,584
15,801,387
16,693,894
18,313,575
19,091,943
7,716,170
12,224,428
9,634,641
11,841,006
11,558,219
Renew Life
Operating Revenue
Operating Revenue
25,000,000
20,000,000
15,000,000
10,000,000
5,000,000
2011/12
30
2012/13
2013/14
2014/15
2015/16
FUTURE LIFE
Sub program: Strategic Planning
Business Unit Strategic Town Planning
Business Unit Strategic Assets
Sub program: Strategic Projects
Business Unit Project Development
and Implementation
The Town is in the maelstrom of developer interest and activity. This interest is going to continue
for many years to come. The Town’s location close to the Perth CBD, Perth International and
Domestic Airports, the Burswood Entertainment Complex, Belmont Race Course, Curtin University
and the Albany Highway main street makes the Town a sought after place for developers and
people seeking a place with a vibrant lifestyle.
The Town is also prominently located to take advantage and be a leader in the development of
light rail in Perth and to be the new east gateway city. We are potentially the new ‘down-town’
of Perth; we can take the opportunity to be the new “eat street”, a place that attracts people from
all over the city and from other states and internationally to enjoy the diverse food and cultural
experiences that Victoria Park offers.
The challenges for the Town cannot be managed within the current paradigm of operations, so it
has become necessary to develop a specifically focussed unit to assist the Town to manage and
to position it for the future.
The Services offered under the Future Life Program will be:
• Strategic Town Planning
• Transport Planning
• Sustainability
• Project Development
• Project Management
• Strategic Property Asset Planning
Objectives
1. To provide an integrated comprehensive direction for the future development of the Town.
2. To optimise the use of the Town’s property assets
3. To implement projects to achieve the desired future character of the Town.
31
The following diagram highlights the areas of activity for the next 5 years.
32
Projects
STRATEGIC PLANNING:
Complete the Local Planning Strategy and Town Planning Scheme projects.
The LPS and TPS are essential documents that will guide our response and strategic approach
to demographic and development pressures on the Town. We are a location in great demand.
This is especially the case with the State Government’s release of the Directions 2031 Plan for
WA. The Town needs to align the LPS to the Plan .
Detailed Structure Planning including design guidelines as required, for Special Areas:
Peninsula South
Town Centre
Albany Highway
Railway Mixed Use
The Town Centre and Albany Highway will be first priority and should be commenced and
completed within the Plan for the Future period. Peninsula South will be commenced with
both this and the Railway Mixed Use Plan dependent on the Department of Transport in
regard to Railway Station upgrade/relocation and state government initiatives generally.
Preparation of a virtual 3D model of the ultimate build out of the special areas of the Town,
including indicative artist impressions.
This vision will be a single coherent and visual representation of how we want the Town to look in
the future. It will be a finished image we will be proud of and will act as a template for all our urban
design decisions.
Affordable Housing Position.
Council not be directly involved in provision of Affordable Housing but seeks to have a position
on encouraging the provision of affordable housing within the Town.
Develop and implement a Sustainability Framework for the Town.
Sustainability - defined as Meeting the needs of current generations without compromising the
ability of future generations to meet their own needs (Brundtland 1987) - is a significant and
growing issue and opportunity for Local Government. The Town’s commitment to the development
and implementation of a Sustainability Framework consolidates its position of securing greater
sustainability into the future.
The Framework is part of an adaptive process and is deliberately flexible to accommodate new
opportunities for future sustainability initiatives. The Framework makes sustainability part of
everything we do. It is not an ‘add on’ and should be viewed as an integral part of business
that is managed in a similar way to occupational health and safety or risk.
Sustainability involves the consideration of environmental, social, cultural and economic impacts
of decision-making. Sustainability needs to be included in branding, networking and education
and to merge with integrated strategic initiatives. The development and implementation of a
Sustainability Framework is essential.
STRATEGIC ASSETS:
Review Town land assets and prepare a guide to optimise their use, taking into account strategic
project delivery.
33
In conjunction with the Renew Life Program area, the Future Life Program area will be developing
an asset optimisation plan to realise the best use of the Council’s many land assets. This will be
achieved after a Strategic Asset Review has been undertaken by the Renew Life Program area.
STRATEGIC PROJECTS:
Develop stakeholder partnerships to win support for implementing the Town’s vision:
• Project Management and participation in projects
• Partnerships with state government and private sector
The Town has been developing plans for the future that have yet to be fully implemented or started
in some cases. We will be seeking to win support from various sectors for the implementation of
the plans so that the progressive work of Town is realised.
Implementation of Strategic Projects identified by the Town as its priorities including;
• Burswood Station with Department of Planning & Department of Transport
• Capital City Planning Framework
• Affordable housing position for the Town
• Edward Millen House project
• Other strategic projects as approved by Council
Budget
2011/12
2012/13
2013/14
2014/15
2015/16
0
0
21,425
21,425
450,000
250,103
263,267
291,398
377,098
402,806
190,000
510,500
846,113
631,868
321,368
Future Life
Operating Revenue
Operating Revenue
900,000
800,000
700,000
600,000
500,000
400,000
300,000
200,000
100,000
2011/12
34
2012/13
2013/14
2014/15
2015/16
Performance Measures
It is important to track our performance on an ongoing basis. We intend to do this in a number
of ways:
1. We will establish community feedback forums to gather qualitative information directly from
residents and business owners to gauge the Town’s performance.
2. Town-wide community feedback surveys will be conducted every 12 - 24 months.
3. On-going point of service surveys. This will operate by way of a request to people who experience
services from our Town, to complete a short on-line survey about the service experience.
4. Reports against corporate performance indicators as below:
BUILT LIFE
The extent to which:
1. Planning applications regularly
meet desired outcomes identified
in the local planning scheme and
policies of Council.
COMMUNITY LIFE
1. Participation increases in
facilities and the community.
2. The community feel satisfied
with the community services
of Council.
2. The community is satisfied with the
standard of development achieved.
FUTURE LIFE
1. Major strategic directions
are anticipated.
3. Innovative developments
take place in Victoria Park.
4. Building License applications are
processed according to statutory
time frames and meet regulatory
requirements.
5. Buildings comply with approvals.
2. Strategic projects meet
Council time frames.
3. Actions result in increased
regional cooperation.
4. Land users and owners
to implement sustainable
practices.
BUSINESS LIFE
1. Council’s performance
meets/exceeds expectations.
2. The ratepayers are satisfied with
Council’s services.
3. Businesses grow as measured
by levels of satisfaction and
optimism for the future.
4. Staff are satisfied with the
support from the Program Area.
RENEW LIFE
1. Assets are maximised.
2. The community are satisfied with the amenity
character and appearance of the Town.
3. We implement programmed Infrastructure
maintenance.
5.The systems provided assist
the staff in doing their work
35
Plan Development & Community Consultation
The Plan for the Future was developed through an interactive process that involved Elected
Members and staff of the Town.
The planning process was complemented by information obtained from the first community
feedback survey conducted by the Town. As stated, there will be the on-going community
consultation that will be used to adjust the Plan for the Future to ensure it stays current
and relevant.
The final aspect of the development of the Plan for the Future is for the community to be
given an opportunity to comment on the direction of the Town this will be done through;
• Advertisement in the local media.
• Copies of the plan at customer service centres for public to access.
• A copy on the Town’s website
• Written comments from the public through the provision of a brief comment sheet
at the customer service desk and on the website.
• Information stall at a local shopping centre occupied by the CEO where the public
can “ask the CEO” about the Plan
• Comment via the Town’s May 2010 edition of Life in The Park e-newsletter and the
BookMark Library newsletter.
The comments from the public have been considered by Council prior to the plan’s adoption.
36
Core Competencies
The success of the new programs and structure is to an extent dependent on the staff achieving
a high level of ability in six core organisational competencies.
The six core competencies form the main elements of the Town’s development plan for staff and
elected members. They are also the main organisational processes upon which we will base our
day to day work and future planning.
The first 12 month corporate training calendar is based on the core competencies:
JULY
AUGUST
SEPTEMBER
OCTOBER
NOVEMBER
DECEMBER
JANUARY
FEBRUARY
MARCH
APRIL
MAY
JUNE
JULY
PROJECT
MANAGEMENT
DECISION MAKING
& SYSTEMS
THINKING
TRAINING &
DEVELOPMENT
BUSINESS
EXCELLENCE
TRAINING &
DEVELOPMENT
COMMUNICATION
TRAINING &
DEVELOPMENT
CUSTOMER
SERVICE
TRAINING &
DEVELOPMENT
TRAINING &
DEVELOPMENT
SUSTAINABILITY
TRAINING &
DEVELOPMENT
CORE COMPETENCIES
EXECUTIVE MANAGEMENT GROUP
EXECUTIVE MANAGERS
OPERATIONAL MANAGERS
SUPERVISORS
OPERATIONAL STAFF
37
Advisory Committees of Council
It is proposed to review the committee structure of Council. In the interim an additional committee
will be established.
For the purpose of co-ordination, a committee which is to be titled the Executive and Audit
Committee is to be established. The purpose of this committee will comprise:
• Audit
• CEO Performance Review
• Strategic Plan Progress Review
• Policy and Local Law Review
Executive support will be provided to the committee by officers designated by the CEO.
The existing committee structure is diagrammatically presented below with the new Executive
and Audit Committee added to the committee structure.
Committees of Council
EXECUTIVE & AUDIT COMMITTEE
BUSINESS LIFE
PROGRAM
COMMUNITY LIFE
PROGRAM
FUTURE & BUILT LIFE
PROGRAM
RENEW LIFE
PROGRAM
COMMITTEES
COMMITTEES
COMMITTEES
COMMITTEES
Business Liason
Committee
1. Art & Cultural Advisory
Committee
Edward Millen
Committee
1. Community
Environmental
Advisory Committee
2. Local History Advisory
Committee
3. Community Safety
Committee
4. Disability Access
Advisory Committee
2. Lathlain Precinct
Committee
3. Integrated Transport
Advisory Committee
5. Multi-Purpose Sports
Advisory Committee
6. Sport & Recreation
Advisory Committee
Note: The Design Review Committee is an established Committee
of Council but has planning and architectural professional
members appointed to provide Council on structure plans
and major development applications.
38
Fifteen Year Financial Plan
Summary Net Operating Requirements
2011/12
2012/13
2013/14
2014/15
2015/16
Operating Revenue (Excluding Rates)
742,826
768,825
795,734
823,585
852,410
Less Operating Expenditure
2,020,777
2,102,084
2,198,926
2,324,391
2,405,226
Net Operating Expenditure - Built Life
1,277,951
1,333,259
1,403,192
1,500,806
1,552,816
2,635,475
2,715,263
2,707,418
2,903,312
3,018,793
2,655,659
2,610,739
2,864,545
3,332,723
3,114,513
Net Operating Expenditure - Business Life
20,184
(104,523)
157,126
429,411
95,720
6,572,333
6,141,145
3,566,477
3,691,333
3,820,561
10,195,903
10,581,605
9,529,276
9,569,747
9,866,878
4,440,460
5,962,799
5,878,413
6,046,317
Built Life
Business Life
Community Life
Net Operating Expenditure - Community Life 3,623,570
Future Life
0
0
21,425
21,425
450,000
250,103
263,267
291,398
377,098
402,806
Net Operating Expenditure - Future Life
250,103
263,267
269,973
355,674
(47,194)
1,826,148
2,275,656
2,705,902
2,746,584
2,845,704
15,165,584
15,801,387
16,693,894
18,313,575 19,091,943
Net Operating Expenditure - Renew Life
13,339,436
13,525,731
13,987,993
15,566,992 16,246,239
1,087
1,125
1,164
1,205
1,247
2,175,513
2,256,233
2,340,243
2,427,691
2,519,038
Net Operating Expenditure - Governance
2,174,426
2,255,108
2,339,079
2,426,486
2,517,791
Rates Revenue
26,250,572
28,410,618
30,913,780
33,452,555 36,734,578
Operating (Surplus)/Deficit
(5,564,902)
(6,697,316)
(6,793,618)
(7,294,773) (10,322,889)
Renew Life
Governance
Equates to Change in Net Assets Resulting from Operations
39
Summary Non-Operating Requirements
2011/12
2012/13
2013/14
2014/15
2015/16
Built Life
189,405
196,034
202,895
209,997
217,347
Business Life
1,487,667
10,612,420
16,937,389
10,950,614
2,586,319
Community Life
5,062,438
5,005,323
524,185
537,282
550,837
Future Life
190,000
510,500
846,113
631,868
321,368
Governance
1,035
1,071
1,109
1,148
1,188
Renew Life
7,716,170
12,224,428
9,634,641
11,841,006
11,558,219
28,549,778
28,146,331
24,171,914
15,235,276
Total Capital & Non-recurrent Expenditure 14,646,715
Reconciliation of Net Cash Equivalent Position
2011/12
2012/13
2013/14
2014/15
2015/16
Built Life
(805,336)
(833,523)
(862,696)
(892,891)
(924,142)
Business Life
(28,979,532)
(31,162,638)
(33,426,229)
(36,075,121)
(38,839,683)
Community Life
(4,852,931)
(5,022,784)
(3,596,196)
(3,722,063)
(3,852,335)
Future Life
0
(60,000)
(295,113)
(384,394)
(1,020,965)
Governance
(1,087)
(1,125)
(1,164)
(1,205)
(1,247)
Renew Life
(1,873,325)
(2,316,234)
(2,630,000)
(2,690,765)
(2,753,656)
TOTAL OPERATING REVENUE
(36,512,211)
(39,396,304)
(40,811,400)
(43,766,439)
(47,392,028)
Built Life
2,020,777
2,102,084
2,198,926
2,324,391
2,405,226
Business Life
2,655,659
2,610,739
2,864,545
3,332,723
3,114,513
Community Life
10,195,903
10,581,605
9,529,276
9,569,747
9,866,878
Future Life
250,103
263,267
291,398
377,098
402,806
Governance
2,175,513
2,256,233
2,340,243
2,427,691
2,519,038
Renew Life
15,165,584
15,801,387
16,693,894
18,313,575
19,091,943
TOTAL OPERATING EXPENDITURE
32,463,539
33,615,315
33,918,282
36,345,225
37,400,405
Sub-total
(4,048,672)
(5,780,988)
(6,893,117)
(7,421,214)
(9,991,623)
Built Life
62,510
64,698
66,962
69,306
71,732
Business Life
93,485
96,757
100,144
103,649
107,277
Community Life
30,598
31,638
29,719
30,730
31,775
Renew Life
97,177
100,578
104,099
107,742
111,513
TOTAL LOSS ON DISPOSAL OF ASSETS
283,771
293,672
300,924
311,427
322,296
Operating Revenue
Loss on Disposal of Assets
40
Reconciliation of Net Cash Equivalent Position (cont.)
Grants/Contributions for the Development of Assets
Community Life
(1,750,000)
(1,150,000)
0
0
0
Future Life
0
0
(21,425)
(21,425)
(450,000)
Renew Life
(50,000)
(60,000)
(180,000)
(163,561)
(203,561)
TOTAL GRANTS/CONTRIBUTIONS FOR
THE DEVELOPMENT OF ASSETS
(1,800,000)
(1,210,000)
(201,425)
(184,986)
(653,561)
Change in Net Assets Resulting from
Operations
(5,564,902)
(6,697,316)
(6,793,618)
(7,294,773)
(10,322,889)
Opening (Surplus)/Deficit
(500,000)
(7,259,236)
(15,727,153)
(2,662,105)
(16,472,651)
Proceeds on Disposal of Assets
(13,331,170)
(25,027,706)
(512,228)
(34,055,756)
(1,564,711)
Transfers from Reserves
(385,000)
(3,141,850)
(620,403)
(625,947)
(2,199,066)
Loan Proceeds
0
0
(5,360,613)
0
0
Depreciation Written Back
(4,105,156)
(4,248,201)
(4,237,278)
(4,385,063)
(4,538,003)
Loss on Disposal of Assets
(283,771)
(293,672)
(300,924)
(311,427)
(322,296)
Sub-total
(18,605,096)
(39,970,665)
(26,758,598)
(42,040,297)
(25,096,726)
Built Life
189,405
196,034
202,895
209,997
217,347
Business Life
1,487,667
10,612,420
16,937,389
10,950,614
2,586,319
Community Life
5,062,438
5,005,323
524,185
537,282
550,837
Future Life
190,000
510,500
846,113
631,868
321,368
Governance
1,035
1,071
1,109
1,148
1,188
Renew Life
7,716,170
12,224,428
9,634,641
11,841,006
11,558,219
TOTAL CAPITAL & NON-RECURRENT
EXPENDITURE
14,646,715
28,549,778
28,146,331
24,171,914
15,235,276
Transfer to Reserves
1,458,431
1,535,992
1,836,226
2,366,605
2,596,473
Principal Loan Repayments
805,616
855,059
907,554
6,323,901
1,022,464
Sub-total
2,264,047
2,391,051
2,743,780
8,690,506
3,618,937
TOTAL (SURPLUS)/DEFICIT FOR THE
YEAR
(7,259,236)
(15,727,153)
(2,662,105)
(16,472,651)
(16,565,402)
ADD:
LESS:
41
Reserve Fund
ected Reserve Balances
30/06/2011
30/06/2012
30/06/2013
30/06/2014
30/06/2015 30/06/2016
Edward Millen
927,553
1,253,587
1,620,814
1,963,085
2,387,122
2,880,199
Community Art
628,822
656,471
354,910
285,081
216,830
150,735
Lathlain Park
82,213
87,146
92,375
97,917
103,792
110,020
Peninsula Infrastructure
Replacement & Maintenance
7,624
69,881
140,818
221,351
368,305
529,424
Mayors Emergency Relief Fund
1,500
1,590
1,685
1,787
1,894
2,007
Information Technology
50,731
156,775
269,181
388,332
514,632
648,510
Community Safety
0
0
0
0
0
0
Leisure Facilities
213,829
144,259
152,914
162,089
171,814
182,123
Lt Col Christian Garden
Competition
25,290
26,807
28,416
30,121
31,928
33,844
Infrastructure Improvement
0
0
0
0
0
0
ROW Construction
6,263
6,639
7,037
7,459
7,907
8,381
Land Aquisition and Road
Widening
111,143
117,812
124,880
132,373
140,315
148,734
Footpath Replacement
0
0
0
0
0
0
Drainage Improvement
8,424
8,929
9,465
10,033
10,635
11,273
Building Improvement
53,705
56,927
60,343
63,964
67,801
71,869
Harold Hawthorne Senior
Citizens Centre & Memorial Hall
1,019
1,080
1,145
1,214
1,286
1,364
Hubert Street Car Park
Improvement
128,537
136,249
144,424
153,090
162,275
172,012
Westminster Parking
178,325
189,025
200,366
210,138
220,418
191,320
Public Open Space Development 136,127
144,295
152,952
162,129
171,857
182,169
Underground Power
2,777,560
3,277,685
1,262,740
1,734,327
2,269,351
1,504,176
Plant & Equipment
37,630
39,888
42,281
44,818
47,507
50,357
Waste Management Reserve
0
0
0
0
0
0
Alternative Modes of Transport
0
74,681
102,440
113,959
137,972
143,364
0
0
0
99,303
290,625
524,322
5,376,295
6,449,726
4,769,187
5,882,570
7,324,269
7,546,204
Projected Balance
of Reserves
New Reserves
Causeway Precinct
42
Long Term Financial Plan Assumptions
2010/11
2011/12
2012/13
2013/14
2014/15
2015/16
CPI Forecast
3.50%
3.50%
3.50%
3.50%
3.50%
3.50%
EBA Increase
3.40%
5.00%
4.00%
4.00%
4.00%
4.00%
Superannuation
13.00%
13.00%
13.00%
13.25%
13.50%
14.00%
Workers Compensation
3.50%
3.50%
3.50%
3.50%
3.50%
3.50%
Employee On-costs
10.00%
10.00%
10.00%
10.00%
10.00%
10.00%
Administration Costs
1.00%
1.00%
1.00%
1.00%
1.00%
1.00%
Rates Growth - Yield
8.00%
8.00%
8.00%
8.00%
8.00%
8.00%
Rate of Borrowing
6.25%
6.25%
6.25%
6.25%
6.25%
6.25%
Return on Investment
6.00%
6.00%
6.00%
6.00%
6.00%
6.00%
The figures used for the growth in expenditure due to inflation (as measured by the Perth Consumer
Price Index) are as at June 2010. The September quarter annual Consumer Price Index was 3.1%
for Perth. Employee Costs are based on the Town’s current Enterprise Bargaining Agreement.
Rates Revenue has been estimated to increase by 8% pa based on a combination of CPI increases
and past growth.
The Rate of Borrowing has been set at 6.25% in line with the interest rate prediction provided by
the financial consultant for inclusion in the Project Definition Plan for the Town Centre Redevelopment,
November 2010.
The Plan includes Tamala Park distributions resulting from land sales of subdivided lots for 2011/12
($2,083,000) and 2012/13 ($5,750,000) to fund infrastructure assets for the period 2011/12 to
2013/14. Future Revenue from Tamala Park has not been identified in the plan beyond 2012/13.
The Plan includes a 5% pa decrease in operating expenditure and a 5% pa increase in non-rate
revenue after inflation of 3.5% pa has been applied. It is the Town’s intention to diversify its sources
for revenue, including the introduction of parking fees to the Town’s parking hotspots and specified
area rate levies.
Some of the projects included in this Plan will require more detailed costing. As a result the Plan
will be reviewed annually to ensure it reflects current funding and expenditure requirements.
43
Town of Victoria Park
Administration Centre
99 Shepperton Road
Victoria Park
t: 9311 8111
e: [email protected]
www.victoriapark.wa.gov.au
This information is available in an alternative format to people with a disability on request to 9311 8132
100% recycled

PLAN FOR THE - Town of Victoria Park

Transcription

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