corporate business plan city of stirling

The West Australian

• Breaking News
• Western Australia

City of Stirling adopts 2024-25 budget with 2.95 per cent increase to rates

The City of Stirling has adopted a revised corporate business plan and a $350 million annual budget for 2024-25, including a 2.95 per cent rates rise.

The corporate business plan was approved at last month’s council meeting 13-1, while the annual budget was passed 11-3.

The city is boasting one of the lowest average residential rate increases of 2.95 per cent, equating to a $37.22 rise on average per resident, mirroring the neighbouring City of Joondalup’s rate increase of 2.9 per cent.

Two major City of Stirling projects are expected to be completed in 2024-25, with the Terry Tyzack Aquatic Centre outdoor pool redevelopment in Inglewood expected to open in mid-2024 and the Hamersley Public Golf Course redevelopment expected to be finished in summer 2024.

The city will also invest $3 million for the redevelopment of the Recycling Centre Balcatta, with further investment planned in future years to ensure best practice in waste reduction.

Mayor Mark Irwin said the city’s 2024-28 corporate business plan would deliver local priorities and essential services while focusing on upgrades to community infrastructure, funding for strategic priority areas and investment in environmental sustainability.

“Council is conscious of the pressures facing local families and households and we have responded by adopting one of the lowest average residential rate increases in the Perth metropolitan area,” he said.

“The city’s careful long-term financial planning has meant that large-scale projects can be funded from reserves, enabling the city to remain debt-free as we continue to provide essential services while keeping rates comparatively low.

“Alongside a capital works program of $74.3 million, we are investing $1.1 million for our community grants program, $620,000 in event sponsorships to attract world-class events, $560,000 for renewable energy generation and funding for Christmas lights in key precincts and new community learning trails.

“Recognising that community safety is a priority for our community, we will continue to invest in visible and responsive community safety patrols, mobile and fixed CCTV infrastructure, and other safety initiatives to help prevent crime, reduce antisocial behaviour and help to create a safer city, with the Safer Suburbs Rebate also being extended.

“The city is also funding initiatives that will help to enhance our built environment.

“This includes an extension of Hutton Street to Walters Drive, funding to progress advertising on our new Local Planning Scheme No. 4 and to commence the preparation of our updated planning strategy, and site investigation and monitoring at Hertha Reserve to determine the potential of this strategically located site within Stirling City.”

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• Stirling’s New Economic Strategy

Councillors have backed a new economic strategy for Stirling

Approved at a meeting of Full Council, the plans dovetail with the Council’s  10-Year Thriving Stirling  strategy and set out a bold, shared vision for the future of our economy.

Structured around three core themes of supporting an economy that is thriving, sustainable and inclusive, the strategy’s overarching objectives are to:

• Support local businesses to grow
• Attract jobs and investment
• Tackle inequality
• Support the transition to net zero

Supporting communities and businesses

Council Leader, Cllr Scott Farmer, said: “There have been a number of significant developments in the economic and social context locally, nationally and internationally since the last strategy was developed and implemented in 2015.

“We’ve seen the UK’s exit from the European Union, clear recognition of the climate emergency and the COVID-19 pandemic. The Stirling and Clackmannanshire City Region Deal was also agreed in early 2020, and will see over £90M invested in skills, innovation and infrastructure projects in the City Region over the next decade.

“Through setting out our shared vision, priorities and actions, and by pooling our skills and resources where appropriate, Stirling Council, our community planning partners and all our stakeholders will support our communities and businesses to thrive, driving sustainable and inclusive growth in the local and regional economy.” Cllr Scott Farmer, Council Leader

A strategy for the whole of Stirling

While Stirling Council has led on the development of the Economic Strategy, a wide range of public, private and third sector stakeholders also had input, pitching the strategy as one for the whole of Stirling.

A comprehensive action plan for 2022-23 underpins the new strategy, with Key Performance Indicators, such as Total Number of Jobs and Number of New Businesses, allowing the Council to track its success.

“This strategy has been developed taking full account of relevant current and emerging regional and national strategies, which will position us well to support increased collaboration in economic development locally, regionally and nationally. Cllr Chris Kane, Depute Leader

“This joined-up approach is enshrined in the vision and priorities set out, which are based on extensive consultation and reflect the views of employers, education providers, community and third sector organisations, and local and national elected officials.

“Stirling’s strategic economic direction will be directed by these plans in the long term, but it’ll also be a continually evolving document that will be reviewed and refreshed annually. This gives us core guiding principles, as well as the flexibility to respond and react to future changes.”

Economic Strategy

Service updates

Policy and strategy documents

Official council documents about how we plan and deliver services.

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British Sign Language (BSL) Plan, 2018–24

English language version of Stirling Council's BSL plan

British Sign Language (BSL) Plan, 2024-30

Delivering Equality Outcomes and Mainstreaming Report 2023

Diversity Charter

Our commitment to promoting fairness, dignity, respect and equality of opportunity.

Equal Pay Statement, 2023

How we support the principle of equal pay for work of equal value.

Equality Outcomes, 2021–25

The outcomes we're working towards, and how they relate to the public sector equality duty.

Equality Outcomes, 2021–25 — Equality Impact Assessment

Policy Officer's assessment of our proposed equality outcomes for the period 2021 to 2025.

Five-Year Business Plan, 2019–24

How we'll work to enable all our citizens and communities to be prosperous, healthy, achieving and resilient.

Mainstreaming Report on Employment, 2021

Official report on how we meet our equality obligations as an employer.

Mainstreaming Report on Service Delivery, 2021

Official report on how we're embedding equality in the delivery of our services.

City of Stirling Corporate Business Plan

Reporting performance

Reporting progress towards the achievement of the objectives in the Corporate Business Plan and the Strategic Community Plan is an integral part of the City’s Integrated Planning and Reporting Framework. The City uses quarterly and annual reports to measure achievement and progress. The City of Stirling has adopted a ‘balanced scorecard’ approach to measure the progress, performance and quality of the planned projects and services that are outlined in the Corporate Business Plan. This balanced scorecard will measure the City’s service performance across four key areas:

Customer Service Indicators will be used to measure customer and community satisfaction through independent surveys and internal analysis of efficiencies when dealing with customer correspondence.

Financial Standard accounting practice indicators such as budget variances will be used to measure the performance

of revenue, operational expenditure and capital expenditure.

Human Resources Indicators will be used to measure employee turnover, occupational safety and health, annual leave planning and individual officer performance appraisals.

Quality Using unique service-specific key performance indicators, services will be measured to reflect the overall quality of each service.

The City of Stirling’s performance in service delivery and progress against project milestones will be reported to the Council and the City’s Executive team each quarter. This will provide greater accountability and transparency and improve efficiency and effectiveness across the organisation. Further detail on the City’s balanced scorecard is outlined in the City of Stirling’s Performance Evaluation Framework.

Corporate Business Plan 2021 – 2025 | 7

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As per the scheme of amalgamation, GSPC shareholders will get 10 equity shares of ₹2 each in Gujarat Gas for every 305 equity shares of ₹1 each held in the company. In a similar way, Gujarat State Petronet shareholders will receive 10 equity shares of ₹2 each in Gujarat Gas for every 13 equity shares of ₹10 held.

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(DISCLAIMER: The views and opinions expressed by investment experts on fortuneindia.com are either their own or of their organisations, but not necessarily that of fortuneindia.com and its editorial team. Readers are advised to consult certified experts before taking investment decisions.)

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New Corporate Plan and balanced budget for 2022/23

The City of Stirling has adopted a revised Corporate Business Plan (CBP) 2022-2026 and annual budget for 2022/23 which is balanced, debt-free and designed to chart a path for success in the delivery of the City’s new vision into the future. An increase in the average rate of 3.75 per cent is one of the lowest across metropolitan local governments and follows a 0.9 per cent increase over the past two financial years. The City’s responsible budget seeks to rebuild the reserves used to support our community during COVID-19, while still supporting the delivery of key services and projects that will benefit the community. Council’s intention is to absorb the higher costs of delivering services and projects and avoid passing on the full impact of that to ratepayers, which we hope will blunt the harshest impacts of the current cost of living crisis at the same time as sustainably correcting the City’s budgetary position to a more ‘normal’ place after several years of stimulus. Mayor Mark Irwin said Council had made a significant effort this year to identify ways to keep the increase to ratepayers as low as possible, but that an increase was unavoidable for the City to maintain current service levels. “We have carefully reviewed our plan and budget to ensure we can deliver those critical services and key projects our community expects. However, with inflation predicted to be much higher and following two years with little to no rate increases, we have made a modest adjustment to our rates this year to ensure our operations remain sustainable.” This rate increase will equate to an average of $42 above the previous year’s rates and remains one of the lowest rating increases in the metropolitan area. At $893, the City’s minimum rate amount also remains competitive with other local governments.

Mayor Mark Irwin said it was the City’s solid financial position and debt free status that allowed Council to keep rates low, despite the 7.6 per cent state inflation rate and building cost increases of 14.5 per cent. “We have made some tough decisions to make sure we do the right thing by our ratepayers and keep increases to a minimum.

"Major construction projects such as the redevelopment of the Recycling Centre Balcatta and the Hamersley Public Golf Course have been put on hold while the cost of building and construction continues to rise. We will continue to review and adjust our approach to capital works so we can deliver better value for money for our ratepayers and community in the midst of inflated construction costs.” During 2022/23, the City will fund the maintenance and improvement of its infrastructure. This includes:

• $18.6 million on roads, drainage and footpaths
• $2.9 million on rights of way
• $19.2 million of capital building works
• $12.9 million on parks and reserves.

There are a number of major projects in the pipeline next financial year including:

• $3.7 million for Terry Tyzack Aquatic Centre outdoor pool redevelopment
• $950,000 for the renewal of the North Beach Soccer Club – funded through the Federal Government’s Local Roads Community Infrastructure program (LRCI)
• $940,382 for the design and construction of a new facility for the Carine Cats Ball Club (with $300,000 provided by the Federal Government)
• $700,000 in drainage works for Weaponess Road – highlighted for priority following severe storm and flood damage in 2021
• $600,000 for additional solar panel installations as part of the City’s Solar Escalation Program to bring investments in line with achieving our 2030 renewable energy targets.

The City will also invest in a range of other projects to support the community and create a sustainable future. These include support for homelessness, public art projects, and a plan for community infrastructure in the Stirling City Centre.

For the first time in several years, the Security Charge will increase by $5 to attract and retain high performing staff, increase foot and vehicle patrols and enable investment in CCTV towers to enhance community safety across the City. Grants will be provided to support business innovation and sponsorship for major events to attract visitors and create activity in our local centres. “The Corporate Business Plan 2022-2026 and the 2022/23 Budget maps out how the City will achieve the vision and priorities set out in the new Strategic Community Plan and will ensure that we create a bright future for everyone living, working and enjoying the City of Stirling – the City of Choice.”

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City of Stirling kaadatj Nyoongar moort Nyoongar boodja-k Wadjak boodja-k. Ngalak kaadatj Nyoongar nedingar wer birdiya koora koora wer yeyi. Baalabang koondarm, malayin wer nakolak baalap yang ngalany-al. Ngalak dandjoo barn wer kaaratj bandang boodja-k.

The City of Stirling acknowledges the traditional custodians of this land, the Wadjak people of the Nyoongar Nation, and pays respect to the Elders both past and present for they hold the memories, the traditions, the culture and hopes of Aboriginal Australia.

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