a strategic community plan for 2017-2027 created with the canning community · 2019-02-08 ·...

A Strategic Community Plan for 2017-2027 created with the Canning community

yoursaycanning.com.au/our-city-our-futurecityofcanning

Message from the Mayor 5

About the City of Canning 7

Why Our City: Our Future was created 7

What is a Strategic Community Plan? 9

Canning’s future 10

How can we measure progress? Connect - An inclusive, safe and vibrant community 12

Grow - Natural areas where people and wildlife flourish. 14

Build - Accessible, pleasing urban spaces that are fit-for-purpose 16

Prosper - A thriving local economy 20

Lead- Accountable, responsible and forward-thinking administration 22

Creating Our City: Our Future 27

Implementing Our City: Our Future 30 Corporate Business Plan 31

Long Term Financial Plan 31

Workforce Plan 31

Asset Management Plans 31

Resourcing the community’s vision 33How decisions are made on behalf of the community 37

Managing and assessing risk 37

A snapshot of Canning 38

CONTENTS

Message from the MayorI am proud to present Our City: Our Future, the City of Canning’s revised Strategic Community Plan 2017 – 2027.

Our City: Our Future sets the vision for Canning for the next 10 years. It outlines the key objectives, strategies and projects which will guide the work the City undertakes to achieve the vision.

The Council has worked closely with the community to ensure we heard from as many people as possible about your thoughts and ideas for the future of Canning. The community engagement processes brought many people together from all walks of life, backgrounds, ages, and locations across Canning. We heard from people in small groups, through surveys, workshops, video, drawings, and even through song!

We heard how much you value your local community networks, services, shops, facilities, beautiful natural environment, education and employment opportunities. We also heard your ideas for ensuring there is greater focus on the natural environment, creating great destinations and community places connected by paths and cycle ways, vibrant local shops and cafes, safer roads, and visionary leadership.

On behalf of all my fellow Elected Members, I would like to thank you so much for your contributions and commitment to ensuring Canning continues to be an extraordinary place to live and do business. The community has so much enthusiasm and passion for the future of Canning. Together, I have no doubt we will ensure the future is amazing!

Paul Ng HonFSOE, HonFIPlantE, HonFIRTE (Lond) MAYOR, City of Canning July 2017

Our City: Our Future sets the vision for Canning

5Our City: Our Future, a Strategic Community Plan for 2017-2027

About the City of Canning

Why Our City: Our Future was createdThe City of Canning (City) is located in Perth’s south-eastern suburbs, about 10

kilometres from the Perth CBD and covers a total of 65km2. The City is made up of Bentley, Cannington, East Cannington, Ferndale, Lynwood, Parkwood, Queens Park, Riverton, Rossmoyne, Shelley, Welshpool, Willetton, Wilson and parts of the suburbs of St James, Canning Vale and Leeming. Canning has 90,184 residents (2016 Census Australian Bureau of Statistics), which is predicted to increase to 119,993 by 2031.

The City of Canning recognises the Whadjuk people of the Noongar nation as the Traditional Owners and Custodians of the lands in Canning. Europeans settled in this region from 1829, working in industries such as farming, market gardening and timber milling. In 2017, Canning is home to one of WA’s most culturally diverse populations, with 55% of residents born overseas and 40% speaking a language other than English at home.

Manufacturing is the City’s largest employer, generating 11,469 local jobs in 2015/16. Local businesses number 8,161, with the construction industry having the largest number of registered businesses. There are 68,412 jobs located in Canning.

Canning provides habitats to an extraordinary range of plant and wildlife as Canning’s suburbs straddle much of the exceptional Canning River Regional Park. This park was established in 1989 to protect the Canning River (Dyarlgard) wetlands.

The Canning City Centre in Cannington has been identified by the State Government as a Strategic Metropolitan Centre. The City Centre features a high performing and very popular Shopping Centre. The City of Canning has committed $70 million over ten years to upgrade and activate the Canning City Centre and connect the Cannington Train Station to the Canning River.

The Strategic Community Plan, Our City: Our Future was developed as a part of the Integrated Planning and Reporting Framework, the foundation of modern Local Government in Western Australia. The Strategic Community Plan is at the heart of this Framework (see figure 1). Our City: Our Future is created from the community’s values and ideas for the future of Canning and is the key tool guiding planning and priorities in the City 2017-2027.

Performance measures are reported each year in the City of Canning’s Annual Report.

Every four years a major review of the Strategic Community Plan is undertaken, with a smaller review occurring every two years. Our City: Our Future represents a thorough review of the 2013 plan. Not surprisingly, the community confirmed many aspirations from 2013 remain relevant. Some new goals and improved measures have been introduced in Our City: Our Future in response to ideas submitted by the community during consultation in January – May 2017.

Our City: Our Future is created from the community’s values and ideas


What is a Strategic Community Plan?

A Strategic Community Plan captures the community’s aspirations for the region. It is the overarching and agreed vision representing the majority of views. The practical outcomes of the Strategic Community Plan result from a collaboration between Local Government and the community, along with other key stakeholders (figure 1).

A collaboration


The Vision for the City of Canning

Canning’s future

How can we measure progress?

The City has identified a range of performance indicators to provide an effective and clear way to assess outcomes achieved toward the community’s vision for Canning. One key methodology to measure success is the 2017 MARKYT Community and Wellbeing Scorecard. This is a community survey of a random and representative selection of Canning residents conducted every two years by independent consultants. The survey examines the community satisfaction across a wide range of indicators on how people feel about living in Canning, and on the City’s performance. The survey helps the City track progress towards meeting the community’s needs and wants, providing a reliable and consistent point of comparison against previous years and other local government authorities. Where possible, Our City: Our Future identifies key performance indicators from MARKYT Community and Wellbeing Scorecard to provide a consistent measure. In some cases, effective measurement of success is across a number of scores.

Some goals require help from other stakeholders to be realised. Relationship building is hard to measure and the outcomes often exceed the term of Our City: Our Future. The results of all Performance Indicators are reported in the City’s Annual Report and as a part of community consultation when Our City: Our Future is due for review.

The information provided in over 1500 responses from community distils into five principal goals which capture the majority views. The emerging goals are:

Definitions:Vision: An inspiring but achievable statement

summarising “where we want to go”

Goal: An overarching aim that moves us

closer to our Vision

Aspirations: What we want to achieve

within each Goal

Objectives: Practical directions which will

help us to tackle each Aspiration

Performance Indicators: How we measure

progress in achieving each Goal

Strategic Documents: Detailed plans and

strategies to action the Vision

Major Projects: The key projects that

will help realise the Vision for

Our City: Our Future

Potential Risks: Possible risks associated

with each Goal to be considered in our Risk

Management Plan

The first four goals contain Aspirations and Objectives; and identify potential stakeholders needed to help achieve each goal and Performance Indicators which help to evaluate our progress in realising our vision.

Lead also features Requirements as it is informed by State Government legislation in addition to community engagement, and also determines the successful delivery of the first four goals. Detail

about strategies and resourcing are contained in other City of Canning strategic documents.

Together, these five goals are encapsulated in the City’s Vision which is a cornerstone for all the City of Canning is to achieve in the next decade and beyond.

A cornerstone for all the City of Canning is to achieve

An inclusive, safe, and vibrant

community.

A thriving local

economy.

Accountable, responsible and

forward-thinking administration.

Natural areas where people

and wildlife flourish.

Accessible, pleasing urban

spaces that are fit-for-purpose.


An inclusive, safe and vibrant community

Strategic Documents • Community Engagement Strategy 2014

• Community Development Strategy 2015

• Customer Service Strategy 2015

• Customer Service Charter 2015

• Heritage Strategy 2015

• Community Organisation Audit March 2015

• Learning City Strategy 2016

• Community Safety and Crime Prevention Plan 2016-2020

• Disability Access and Inclusion Plan 2017

Potential Risks

Major Projects • Reconciliation Action Plan

• Public Health Plan

• Community integration is challenging

• Meeting community expectations for long term care services

• Meeting community safety expectations

YOU WANT...

ObjECTiVE PErFOrMANCE iNdiCATOrS

Varied and accessible community events, services and facilities

Flourishing local arts and culture

Aboriginal culture is respected

Diverse cultures and beliefs are respected

Improvement across a range of scores including: There is strong community spirit in my area 41 (industry standard 51); Sense of belonging 48 (industry standard 52); I enjoy interacting with people in my neighbourhood 63 (industry standard N/A); Festivals, events and cultural activities 69 (industry standard 61)*

Canning Youth Advisory Council is created

City of Canning information is accessible to all City’s website accessibility is compliant with State Government legislation

High levels of participation Maintain or improve score of 61 (WA standard 59) for % belonging to 1+ groups*

Community groups with capacity to meet members needs and grow as needed

More than 75% of eligible projects receive City of Canning grant support to better meet community needs

Collaboration and partnerships making better use of limited resources and facilities

Improvement across a range of scores, including Volunteered in the past 12 months 42 (industry standard 56)*

A connected and inclusive community where diversity is welcome

Viable community groups, clubs and organisations

A safe and healthy community

ASPirATiON

I think you need to broaden the focus of leisure

activities to better represent current leisure

interests, it seems to be all about “ovals and

playgrounds” which, while necessary, do not

cover all leisure activities.

Creating places and events

for people to meet and talk

and not so isolating.

Enhancing a

“village” feel.

The community to reflect the diversity of its

people and provide opportunities for people to

connect and feel they belong.

Clean and safe public spaces

Improved health and wellbeing

Maintain or improve range of scores including: Safety and security 61 (industry standard 55); General health 41 (industry standard 59)* *Refers to scores captured in the 2017 MARKYT Community and Wellbeing Scorecard, conducted every two years in the City of

Canning since 2011. Each score measures the respondents’ level of agreement as a percentage. The industry average allows comparison between the City of Canning and other councils. 13Our City: Our Future, a Strategic Community Plan for 2017-2027

Natural areas where people and wildlife flourish

Strategic Documents • Watercourse Reserves Management Strategies 2006

• Environment Management Strategy 2014

• Water Management Strategy 2014

• Climate Change Action Plan 2016

Potential Risks

Major Projects • Kent St Weir (Wilson)

Parkland Development

• Biodiversity Strategy (in development)

• Street Tree Strategy (in development)

• Urban Forest Strategy (in development)

• Development of Canning Strategic Waste Management Plan to retrieve resources

• Mismanagement results in degradation and loss of vegetation

• Long term viability of any new measures

YOU WANT...


Well-managed natural areas supporting recreation and biodiversity

Natural area management program implemented No overall decrease in native vegetation condition

Active volunteer environmental groups Establish baseline and maintain volunteer hours contributed by the community each year

An increase in Urban Forest (the trees growing within the City)

Implementation of City’s annual revegetation program

Increase in canopy cover from 9%

Better waste management; reduce reuse, and recycle A 50% diversion rate from landfill

Clean river, waterways and natural ecosystems Implementation of Local Water Quality Improvement Plans

Reduce reliance on fossil fuels and wasteful use of natural resources

Establish baseline and reduce City of Canning’s overall carbon footprint

Maintain Water Corporation of Western Australia endorsement as a Council demonstrating leadership in water management

Natural areas are preserved and enjoyed

Resources are managed sustainably

The community is environmentally aware

ASPirATiON

Use of renewable energy and water

technologies to help Canning become

more self-sustaining to help adapt for

the uncertainties that climate change is

placing on water and energy sources.

Expand areas of natural flora and fauna

to help manage issues such as drainage,

shading and resource management.

We need more trees. Propose a tree

planting project, including streets,

to improve street view.

A motivated and well-informed community Improve score of 59 (no industry standard) for How the community is educated about environment and sustainability*

*Refers to scores captured in the 2017 MARKYT Community and Wellbeing Scorecard, conducted every two years in the City of Canning since 2011. Each score measures the respondents’ level of agreement as a percentage. The industry average allows comparison between the City of Canning and other councils. 15Our City: Our Future, a Strategic Community Plan for 2017-2027

Accessible, pleasing urban spaces that are fit-for-purpose


Better road safety

Less traffic and congestion

Maintain or improve scores of 66 (industry standard 53) for Road maintenance; 59 (industry standard 54) for Traffic management on local roads*

Better pedestrian and cycling infrastructure At least 2km per year of new and renewed pedestrian and cycle paths

No “poor” or “very poor” rated hazards on existing paths

Increase proportion of travel by cycling from 2% (2031 target 6%) and walking from 10% (2031 target 14%)

Better public transport – frequent, accessible and well-linked

Maintain or improve score of 65 (industry standard 62) for Access to public transport*

Safe, well-designed and maintained roads

Integrated, accessible, and safe transport alternatives

Good amenities and lifestyle The community

is environmentally aware

ASPirATiON

Public transport integrated with housing Maintain or improve score of 65 (industry standard 62) for Access to public transport*

Public open spaces integrated into housing and urban development

Building and land use that is sustainable Continue bonus scheme rewarding sustainable development

A motivated and well-informed community Improve Scorecard Performance from 59 for education about environment and sustainability (no industry standard)


Housing that suits differing needs, including quality affordable housing

Maintain or improve score of 68 (industry standard 62) for Access to housing that meets your needs*

Housing density appropriate to the suburb and surrounding residences

Maintain or improve score of 60 (industry standard 58) for Density and design of housing in your local area*

Community consultation before any major zoning changes

Pleasing public open spaces with waterwise landscaping

Maintain Water Corporation of Western Australia endorsement as a Council demonstrating leadership in water management

Green and shady streetscapes Tree canopy cover increased by 1% per year (measured every 5 years, with next measurement due in 2020)

Over 1000 street trees planted per year

A range of housing for different lifestyles

Beautiful and green urban spaces

ASPirATiON


Strategic Documents • Kent Street Weir Local Area Management Plan 2013

• Local Housing Strategy 2014

• Draft Queens Park Regional Open Space Concept Master Plan 2014

• Public Open Space Strategy 2015

• Integrated Transport Strategy 2015

• Bentley Regeneration Structure Plan 2015

• Canning Vale Sports Master Plan 2015

• Queens Park Local Structure Plan 2016

• Cycling and Walking Plan 2017

• Local Planning Strategy 2017

• Canning City Centre Activity Centre Plan 2017

Potential Risks

Major Projects • Bentley Regeneration - Development of Queen

Street Site, Community Learning Hub

• Sevenoaks Street / Welshpool Road

• Council Building Renewal Program

• Willetton Precinct Master Plan

• Community views differ regarding density and zoning

• Built environment and the impact on resident’s quality of life

• Meeting timelines for City Centre and Bentley Redevelopment projects

• Traffic congestion

YOU WANT...

I would like the vision to include an emphasis on

an environmentally friendly built environment -

we need sustainability in the built environment.

The medium to high density

if necessary at all must be

limited to the immediate

vicinity of transportation hub,

i.e. train or bus stations.

Limit high

density housing

in the City.

Building in more cycling paths, reduce roads

for cars increase use of public transport such

as trams and buses.


A thriving local economy

ObjECTiVE PErFOrMANCE iNdiCATOrS ASPirATiON

Strategic Documents • Economic Development Strategy 2014

• Local Commercial and Activity Centres Strategy 2015

Potential Risks • Meeting business community expectations

• Managing relationships with Government

YOU WANT...

Infrastructure and Planning environments which enable diversification

Planning Schemes includes a range of permissible zones/areas in City Centre and Industrial Areas

Improve scores of 66 (no industry standard) for Your local shopping area and 57 (no industry standard) for Cafes and restaurants in the local area*

Canning businesses with capacity and capability More than 75% of businesses participating in workshops report increase in business know-how

A business-friendly environment that encourages businesses to prosper

Implement ‘Red Tape Reduction’ program. More than 60% of business surveyed report it is easy to do business with the City of Canning

Maintain or improve score of 49 (industry standard 44) for Economic development*

Revitalised City Centre Timely implementation of Phase 1 of the City Centre regeneration program

Industrial Areas of Welshpool, Canning Vale and Willetton are modern and attractive to existing and new businesses

Develop an Industrial Areas Investment Prospectus focusing on the City’s key Industrial Areas

At least 60% of business surveyed agree the City’s industrial estates are modern and attractive

Greater variety of activities, entertainment and shopping

Increased local employment and small businesses

Diverse and vibrant centres throughout the City

Improving Cannington to the City

Centre does not improve the prosperity

of the outer suburbs. We need multiple

centres within the City limits with

equal activities and development.

More food events would be good at

different locations. Riverton foreshore or

Kent Street Weir would be good locations

for pop up events.Major Projects • Canning City Centre – Transit

Orientated Development and Cecil Avenue


Accountable, responsible and forward-thinking administration


Comply with legal requirements Number of non-compliance issues in Compliance Audit Returns

Number of significant fines and monetary sanctions for non-compliance with laws and regulations

Elected Members continuing education program

Elected members and staff practice high ethical standards

Number of in-house governance education sessions

Open and transparent to the community and stakeholders

Improve score of 38 (industry standard 39) for The City has developed and communicated a clear vision for the area*

Prudent financial management and long term financial sustainability

Ensure operating revenue exceeds operating expenditure (positive operating surplus ratio)

Maintain sufficient short term assets to pay short term liabilities (current ratio of >=1)

A well-informed Council Maintain or improve scores of 56 (industry standard 51) for Council’s leadership within the community; 32 (industry standard 40) for Elected Members have good understanding of community needs*

Effective communication between City and community Improve scores of 33 (industry standard 34) for The City clearly explains the reasons for its decisions and how residents’ views have been taken into account; 38 (industry standard 39) for The City has developed and communicated a clear vision for the area*

Maximise community involvement in key decisions affecting Canning’s future direction

Maintain or improve score of 52 (industry standard 47) for How community is consulted about local issues*

Customer satisfaction Maintain or improve scores of 71 (industry average 65) for Overall performance; 57 (industry average 47) for Value for money from Council rates; 64 (industry average 58) for Customer Service*

Effective leadership and good governance

Represents broader community of Canning in all decision-making

rEqUirEMENT ObjECTiVE PErFOrMANCE iNdiCATOrS

The City of Canning is well-positioned to meet future needs

Collaborative relationships with stakeholders

Implement: Land Utilisation strategies and policies maximising use of land assets; Digital Strategy; and Learning City

Maintain or improve scores across a range of measures including 55 (industry standard 48) for Advocacy and lobbying on behalf of community to influence decisions, support local causes, etc.*

Effective policy development and implementation Maintain or improve scores across a range of measures including 64 (industry standard 56) for The City of Canning as the organisation that governs the local area*

Ongoing improvement of governance framework and processes

Annual review of delegations; Council review and update of key governance documents; policies reviewed by due date

Innovation, flexibility, and resilience

ASPirATiON


Strategic Documents • Recordkeeping Plan 2014

• Asset Management Strategy 2015-2018

• Land Asset Strategy 2016

YOU WANT...I would like to see more

Councillors available

for questioning and for

carrying out promises.

Listen to the people and make it easier to

obtain their views. Don’t expect people with

jobs and children to be available to attend

council meetings.

Potential Risks • Council’s ability to meet community

expectations

• Catastrophic event affecting operations

• City’s ageing infrastructure

I would like to be made aware of what my Ward

is, who my Councillor is, and how I can contribute

my opinion to decision making processes. The only

contact I have ever made with Councillors was when

I was on the P & C of my children’s then primary

school and one of them used to attend meetings.

Respond and ACT on

the community’s needs

in all decision making.Major Projects • Core Enterprise System (application software

package that supports business processes, information flows, reporting, and data analytics, including performance management)

• Digital Strategy (update of the Information, Communications and Technology Strategic Plan)


Over 60,000 people engaged with each other’s ideas

Creating Our City: Our Future The process of Community Engagement

Between January and May 2017, the community was invited to participate in creating a vision for a future Canning. Input could be provided in a range of ways to suit a variety of different interests:

• Your Say Canning website was at the centre of community consultation, providing information and asking for input through online surveys. The draft plan was also available for review prior to endorsement by Council mid-2017.

• Customer Service Centre invited customers to answer a short phone survey or directed them to the online survey.

• Community and Wellbeing Scorecard (formerly the Community Perceptions Survey) has been undertaken by the City since 2011. A representative sample of residents is randomly selected to represent all suburbs and different demographics. Different residents are surveyed every two years. The results are benchmarked against earlier years in Canning and against other local governments in Western Australia.

• Visioning Workshop provided an opportunity for community members to go into more depth and detail on the City’s vision, values, and priorities with the assistance of professional facilitation.

• Cuppa and chat was a hosted conversation between service providers, community groups and individuals and City of Canning staff.

• Share Your Vision Postcards offered a no-fuss way to provide quick feedback, and the postcards promoted the link to the online survey.

• Children’s Art Project was a joint effort between the City and local schools for children to have their say by drawing their vision for the future.

• Social media enabled the community to share each other’s ideas. Video interviews with community at City of Canning events and workshops captured people’s values, vision and priorities, with views totalling more than 60,000.

In total the City received over 1500 responses with over 880 people involved, and over 60,000 people engaged with each other’s ideas for Canning in some way.


Factors external to Canning

There are a number of state, national and global issues outside of Our City: Our Future which impact the community’s goals and how they can be achieved. Some of the external policies and programs which should be considered and are available online for public view include:

• Perth and Peel @ 3.5 million

• Perth Transport Plan @ 3.5 million

• Perth Green Growth Plan

• State Planning Strategy 2050

• Directions 2031 and Beyond Central Metropolitan Sub-Regional Strategy

• Affordable Housing Strategy 2010-2020

• An Age Friendly WA – The Seniors Strategic Planning Framework

• Public Transport for Perth in 2031 – Mapping out the Future for Perth’s Public Transport Network

• Count Me In – Disability Future Directions Strategy.

Additionally, a number of issues affecting the world have been identified by leading international thinkers. These challenges are also considered in Our City: Our Future so short term gains are balanced against providing for Canning’s long term needs.

• Climate change

• Limited water and energy resources

• Social connection and inclusion

• Rapid changes in technology

• An increasing population and its diversity

• A constantly changing economy

• An ageing population

• Housing affordability.

During the recent consultation the community identified these three challenges facing Canning (in decreasing order of importance):

• Social connection and inclusion

• An ageing population

• An increasing population and its diversity.

Factors internal to Canning

The community also identified a number of priorities specific to Canning. Other issues were also raised to a lesser extent and will remain part of the City’s ongoing work.

• Social connection

• Playgrounds, parks and reserves

• Safety and security

• Traffic management

• Trees

• Footpaths and cycle ways

• Economic development

The community was able to identify features which set Canning apart from other places and help to create a sense of local identity.

• Our diverse cultural heritage – One of the most culturally diverse regions in WA

• Canning River Regional Park – A beautiful natural asset and wildlife habitat

• Strategic Metropolitan Centre – Canning City Centre (Cannington)

• Two major industrial hubs – Welshpool and Canning Vale

• Locational Advantage – Close to Perth CBD and Curtin University and major arterial transport networks.

Short term gains

long term needs


implementing Our City: Our Future The Strategic Community Plan, Our City: Our Future, is at the heart of a bigger picture, the Integrated Planning and Reporting Framework. Our City: Our Future captures the overarching vision for Canning expressed by the community. The detail of how Our City: Our Future is achieved is to be found in a range of other plans, budgets and strategies which together form the Integrated Planning and Reporting Framework (see overview in Figure 2).

For example, the Corporate Business Plan details the specific strategies and actions related to the goals. The Long Term Financial Plan will ensure the City has sufficient resources, the Workforce Plan sets out the internal staffing requirements and the Asset Management Plans ensure the City’s assets align to sustainable delivery.

All these plans and informing strategies are linked and each plays a part in realising the goals expressed in Our City: Our Future.

Significantly, many of the community’s aspirations cannot be achieved by the City of Canning alone. The City works with other local, state and federal government, agencies, and organisations on infrastructure and services that impact all Western Australians. Importantly, it is the contribution to be made by the Canning community over the coming decade that will realise the community’s vision for the future of Canning.

Our City: Our Future 2017-2027Strategic Community PlanWhat the community wants Canning to be • Vision • Goals• Objectives• Performance Measures

10 years +Reviewed every 2-4 years Strategic Documents

Plans and strategies which detail delivery of the community’s vision - Our City: Our Future

• Long Term Financial Plan

• Asset Management Plan

• Workforce Plan

• Digital Strategy

• Local Planning Strategy

• Risk Management

Corporate Business PlanHow the City will work with community to achieve the community’s vision.• Actions• Service and Programmes• Corporate Key Performance Indicators

4 years Reviewed every year

Annual Budget and Annual ReportResourcing and reporting on the community’s vision for Canning.• Projects• Yearly

Figure 2: Integrated Planning and Reporting Framework31Our City: Our Future, a Strategic Community Plan for 2017-2027

Corporate Business Plan

The Corporate Business Plan is the City’s key four year Planning document underpinning Our City: Our Future. The role of this plan is to transform the community aspirations and objectives into strategies and actions. This plan also directs resources, assets and funding towards City projects and programs which are shaped by the community’s vision for Canning.

The Corporate Business Plan is supported by the Long Term Financial Plan, Asset Management Plan, Workforce Plan and issue-specific plans such as the Digital Strategy, Risk Management, and Land Asset Strategy.

Long Term Financial Plan

The Long Term Financial Plan is the forward estimate and projection for operating revenues, expenditures, capital works and cash backed reserves. This plan spans 10 years and is supported by informing strategies which aim to deliver upon Our City: Our Future.

The Long Term Financial Plan guides the City’s financial management, keeping rates aligned with our community’s needs, maintaining adequate financial reserves, and ensuring the City’s financial viability.

Workforce Plan

The Workforce Plan determines the people and resources needed to address the goals and priorities of Our City: Our Future and includes the following:

• Current capacity and capability;• Gaps, challenges, and risks;• Strategies to address future needs;• A review of organisational structure;• An innovative and efficient workforce design; and• Outcomes, accountability and performance measures.

Asset Management Plans

The Asset Management Plans guide the effective and sustainable management of the City’s assets including roads, buildings, parks and infrastructure. Robust asset management planning helps the City achieve maximum benefit while minimising any negative outcomes.

Financial Snapshot 2012/13$ Million

2016/17 $ Million

Budget

Rates 42.8 59.1

Financial Assistance Grants 3.1 3.2

Other Grants 18.7 14.4

Capital Expenditure 22.6 27.6

Operating Expenditure 101.9 117.1

Value of Assets

Replacement Cost 916.1 1,166.4

Depreciation 317.8 422.9

Written Down Value 598.3 743.5

More detailed information is available at www.canning.wa.gov.au/en/Community/Strategic-Community-Plan

Resourcing the community’s vision


FY 12/13 Actual Asset Value (Written Down) FY 16/17 Actual Asset Value (Written Down)

Actual Asset ValueThis is the value of City’s assets after allowing for depreciation (wear and tear of asset)

These pie charts show comparisons between the financial years 2012/2013 and 2016/2017. These years represent the previous Strategic Community Plan and the current Strategic Community Plan, Our City: Our Future

These pie charts show comparisons between the financial years 2012/2013 and 2016/2017. These years represent the previous Strategic Community Plan and the current Strategic Community Plan, Our City: Our Future

More detailed information is available at www.canning.wa.gov.au/en/Community/Strategic-Community-Plan

2016/17 Budget2012/13 Budget

Operating ExpenditureThis is the budget used in day to day operations of the City

2016/17 Budget

2016/17 Budget

2012/13 Budget

2012/13 Budget

Capital ExpenditureThis is the budget used for investment in the CIty’s infrastructure and facilities

Operating RevenueThis is the City’s annual income from recurring sources

Employee Costs

Materials and Contracts

Depreciation

Utility Charges

Insurance Expenses

Interest Expenses

Loss on Asset Disposals

Other Expenses

Infrastructure Assets

Land and Buildings

Plant & Equipment

Recreation Facilities

Furniture and Equipment

Intangibles

Rates

Fees and Charges

Operating Grants, Subsidies and Conts

Service Charges

Interest Earnings

Profit on Asset Disposals

Other Revenue

Roads

Buildings

Land

Recreation Facilities

Plant and Equipment

Furniture and Fittings

Intangibles


How decisions are made on behalf of the community

Elected Members make decisions at Council meetings which represent the community’s goals and aspirations, informed by reports which align with Our City: Our Future. The Council reports are prepared by City staff and contain detailed information to assist in decision making, including:

• Legislation which may impact the Council’s decision;

• Council policies with a bearing on the matter;

• The financial impact on the City’s finances now and in the future;

• The impact on management of the City’s assets;

• Relevance to the City’s sustainability policy; and

• A risk table which assesses opportunities and risks associated with the decision.

The agenda and minutes for Council meetings are available for the community to view on the City’s website.

Managing and assessing risk

Risk Framework

Risks occasionally arise which impact the City’s ability to achieve the strategies outlined in the Corporate Business Plan. The City has in place a framework (which follows the International Standard for Risk Management: AS/NZS ISO 31000:2009 Risk Management – Principles and Guidelines) to proactively manage these risks to ensure the quality of service is not adversely affected. The framework comprises of four key levels:

Oversight: Council and the Audit & Risk Committee provide oversight of the City’s risk management process. Council is the highest policy setting body and focuses on strategic risks.

Lead: The Executive Team, which comprises the CEO and the Directors, sets standards and provides guidance for developing, implementing and maintaining risk management in the City. This management layer has the overall accountability for organisational risks.

Operate: Subprogram Executive Managers and the risks owners are responsible for managing, monitoring and reporting day-to-day operational risks. They design action plans to mitigate these risks.

Assurance: The City’s assurance function provides independent assurance for risks and controls. Risk assurance is the primary means by which Council, the Audit and Risk Committee and the City gain confidence as to the effectiveness of overall risk management processes and that material risks are being managed.

The City has a dedicated risk management function, which is responsible for the maintenance of the risk framework and standards, coordination and monitoring of risk management activities, consolidation and analysis of risk information.


Largest age group (Age: 20 to 24) 9,130 8,294 9% (836)

Employed population 9,975 11,791 18% (1,816)

Total dwellings 33,562 35,658 6% (2,096)

Most common household size 2.7 2.8 3.7%

Number of people attending a tertiary institution 7,543 8,088 7% (545)

Total persons needing assistance with core activities 2,853 3,174 11% (321)

Largest age group of persons who need assistance with core activities (age: 85 and over)

638 705 10% (67)

2011

2011

2011

2016

2016

2016

Precentage Change 2011 to 2016



POPULATiON

PEOPLE

UNPAid WOrK

Did unpaid domestic work (last week) 48,969 51,125 4% (2,156)

Cared for child/children (last two weeks) 18,149 19,901 9% (1,752)

Provided unpaid assistance to a person with a disability (last two weeks)

6,621 7,571 14% (950)

Did voluntary work through an organisation or group (last 12 months)

11,676 14,490 24% (2,814)

A snapshot of CanningThe City uses census data to examine trends to forecast Canning’s needs in planning for the future. Here is an overview of the information currently available about Canning.

85,514 90,184 5% (4670)

2011 2016

2011

2011

2011

2016

2016

2016

Percentage Change 2011 to 2016




LANGUAGES SPOKEN AT HOME, top responses

rELiGiOUS AFFiLiATiON, top responses

COUNTrY OF birTH

CHANGiNG POPULATiON bY AGE

English only 54,551 50,086 8% (-4465)

Mandarin 5,540 8,588 55% (3048)

Cantonese 2,988 2,945 1% (-43)

Indonesian 1,535 1,624 6% (89)

Punjabi 763 1,610 111% (847)

No religion 18,747 25,218 35% (6,471)

Catholic 19,057 17,860 6% (-1,197)

Anglican 11,997 8,751 27% (-3,246)

Not stated 6,366 7,458 17% (1,092)

Buddhism 5009 5,275 5% (266)

Islam 4587 5193 13% (606)

Australia 42,100 40,310 4% (-1,790)

India 3,490 5,541 59% (2,051)

Malaysia 5,040 5,451 8% (411)

UK 6,940 5,403 22% (-1,537)

China 2,960 4,573 54% (2,051)

0-4 years 4,788 5,085 6% (297)

20-24 years 9,130 8,294 9% (-836)

60-64 years 4,501 4,636 3% (135)

85 years and over 1,287 1,549 20% (262)

Population (ABS Place of Usual Residence)


Thank you to the many people who have contributed to Our City: Our Future, helping to make Canning a welcoming and thriving city.

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Address: 1317 Albany Highway, Cannington, Western Australia, 6107Postal: Locked Bag 80, Welshpool, Western Australia, 6986 | Phone: 1300 422 664Facsimile: +61 8 9458 2353 | Email: [email protected]