BUILT ENVIRONMENT
Our built environment has an appealing mix of places to live,
work and recreate that are accessible to all, reflect our rich heritage and character, and are
well connected by transport.
- Population growth - Changes in land use types
- Economic growth
- Lifestyle and prosperity expectations
- Advocacy for transport - Managing and
maintaining the City’s asset portfolio
- Strategic land use
planning for development - Maintaining regional identity
- Environment
- Places and urban form - Housing
- Parks, public open space and facilities
- Asset management - Infrastructure - Transport
Places and urban form - Accessibility of built environment public amenities, heritage protection, streetscapes, acknowledgment of indigenous heritage, Swan Valley planning
Housing - Diverse and sustainable housing options, appropriately planned growth
Parks, public open space and facilities - Accessible environment and amenities, improved built and natural recreation spaces, spaces and places for young people
Asset management - Appropriate maintenance of existing assets Infrastructure - Road access and traffic links improved
Transport - Increased/improved cycleways, pedestrian friendly designs, road safety improved, improved/increased public transport
NATURAL ENVIRONMENT
We conserve and manage our ecosystems and resources, embracing sustainable practices.
We value our relationship with the river and our City’s diverse
environments.
- Population growth - Lifestyle and prosperity expectations
- Climate change - Carbon tax
- Responding to impacts of pollution (environmental and health impacts) - Waste management sustainability
- Strategic land use zoning - Carbon emission
reductions
- Renewable resources - Water
- Biodiversity
- Climate change adaptation - Air and noise pollution - Carbon reduction - Waste reduction
Renewable resources - Use of renewable energy / reducing carbon footprint
Water - Protection of rivers and waterways, promotion of and access to waterways
Climate change adaptation - Water efficiency
Air and noise pollution - Reduction of pollution (including poisons/sprays) Carbon reduction - Use of renewable energy / reducing carbon footprint
Waste Reduction - Increasing recycling and sustainable waste practices
Strategic Community Plan Review
Strategic Community Plan 2012-2022 Development
Key Areas / Community Vision
SOCIAL
Our community is healthy, caring and inclusive.
We celebrate our diversity and our creative spirit and our people
feel connected and safe.
Drivers / Trends Challenges Research Priorities Community Priorities (2011)
- Population growth - Lifestyle and prosperity expectations
- Ageing in place
- Influx of young families - Maintaining
community feel - Perceptions of community safety
- Cultural diversity
- People with a disability - Ageing
- Young people (12 - 25) - Children
- Housing
- Health and wellbeing
- Safety employment, education and income
- Arts and culture
Cultural diversity - Awareness and acceptance, embracing and accepting aboriginal culture, recognising and nurturing diversity People with a disability - Inclusiveness
Ageing - Caring for the ages, ageing in place
Young people (12 - 25) - Support and services for youth, children and families
Children - Activities and services available for children Health and wellbeing - Accessibility of services
Safety - Connected communities, community safety, road safety Arts and culture - Support and assistance for local arts
- Population growth - Lifestyle and prosperity expectations
- Federal and State government reform - Financial sustainability - Community decision making processes
- Managing increased demand for services - Incorporating increased demand for community involvement in decision making
- Governance
- Public participation - Financial management
Governance - Partnerships with Indigenous and culturally diverse groups, strong community groups and networks, City as a leader in east metro
Public participation - Community and interest group consultation, developing leaders in the community, State and Federal government funding advocacy/application
Financial Management - Ethical, inclusive and transparent processes, accountability for funds management
Key Areas / Community Vision Drivers / Trends Challenges Research Priorities Community Priorities (2011)
- Lifestyle and prosperity expectations
- Business environment challenges and
opportunities
- Provision of adequate land and transport infrastructure
- Maintaining appropriate strategic land use balance - Need to grow industry diversity
- Developing regional business identity
- Jobs and skills
- Business growth and investment attraction - Land use and infrastructure
Jobs and skills - Access to appropriate education and training, access to local employment opportunities
Business growth and investment attraction - Small business support, green practices, business/community partnering, improving information technology, city-wide development of tourism,
development and marketing of the Swan Valley, promotion of viticulture, Guildford heritage tourism development
Land use and infrastructure - Appropriate land use planning, development of Midland as a regional centre
Strategic Community Plan 2012-2022 Development
ECONOMIC
Our vibrant local economy provides a foundation for sustainable growth with diverse
opportunities for learning, employment, business and
tourism in the City.
GOVERNANCE
Community networks, community leaders and the City work together, communicating openly and effectively to enable informed
decision making and to promote
the development of future leaders.
BUILT ENVIRONMENT
Our built environment has an appealing mix of places to live,
work and recreate that are accessible to all, reflect our rich heritage and character, and are
well connected by transport.
NATURAL ENVIRONMENT
We conserve and manage our ecosystems and resources, embracing sustainable practices.
We value our relationship with the river and our City’s diverse
environments.
Strategic Community Plan Review
Strategic Community Plan 2012-2022 Implementation
Key Areas / Community Vision
SOCIAL
Our community is healthy, caring and inclusive.
We celebrate our diversity and our creative spirit and our people
feel connected and safe.
What the City has done
- DAIP Action Plan rolled out across city - Ageing Plan endorsed by Council July 2015 - Health Plan in development 2015
- Youth Strategy developed - NAIDOC week celebrations
- CCTV Program and rollout 2015 - 2017
- Middle and Early Years Strategies being developed - Continued advocacy for State and Federal services - Community Safety Plan 2014-2018
- Hosted Midlandia
- Population growth and change
- Improved health, prosperity and quality of life
- Promoting a healthy and inclusive community
- Promoting safe communities
- Celebrating a culturally rich community
Drivers/Trends Challenges Research Priorities
Strategic Community Plan 2017-2027 Review
- Older people - Aboriginal people
- Cultural and linguistic diversity - Children, youth and families - People with a disability - Poverty and low income - Housing and homelessness - Mental health
- Physical activity - Volunteering
- Learning in community - Community safety
- Emergency management
- Environmental Management Plan developed - Carbon Management Plan developed
- Biodiversity Plan deployment - Water Action Plan developed
- Installation of solar panels on City buildings
- Environmental Sensitivity Induction for Operations Staff developed 2015 - 2016
- Foreshore Management Plans under development - Emu Lake restoration
- Carbon policy
- Climate change
- Natural resource consumption
- Carbon and emission legislation - Water consumption
- Biodiversity loss - Climate change
- Noise and air pollution - Waste and recycling
- Carbon reduction - Water efficiency/quality
- Biodiversity retention and management - Climate change adaptation
- Waste reduction and management - Pollution management
- Dayton Open Space planning initiated - Ellenbrook District Open Space - Ellenbrook Recreation Centre - Transport Strategy
- Lloyd Street underpass/extension - Ellenbrook Bridge
- Gnangara Road upgrade
- Lord Street intersection upgrade
- Aveley Community Centre and Playing Field - Caversham Community Centre pre-planning - Place Service Hubs
- Local Area Traffic Management Studies - Swan Riverside Regional Park
- Percy Cullen Pavilion - Gidgegannup Skate Park - Ellenbrook BMX track - Aveley Skate Park
- Charlotte’s Vineyard Pavilion
- Community Infrastructure Plans written (ongoing)
- Land use and suburb design
- Urban growth
- Community facility expectations
- Traffic congestion
- Road and path access
- Public transport
- Housing diversity
- Increased infrastructure due to growth
- Whole of life asset management - Accessible and sustainable transport solutions
- Public transport advocacy - Developer contributions for infrastructure
- Land use and infrastructure planning
ECONOMIC
Our vibrant local economy provides a foundation for sustainable growth with diverse
opportunities for learning, employment, business and
tourism in the City.
- Development of Sale Trails
- Dedicated Commercial & Economic Development Business unit created
- Direct assistance provided to business
- Midland Activation plan developed and proceeding - Midland Oval redevelopment
- Commercialisation Policy approved by Council
- Economic growth
- Job prospect expectations
- Population growth and change
- Infrastructure and transport provision
- Regional identity - Appropriate land usage
- Land use and infrastructure planning - Tourism marketing
- Attracting business investment
- Capability Plan developed
- Social Media Policy approved by Council
- Improved Organisational Performance (as measured by a facilitated Organisational Self Assessment under the Australian Business Excellence Framework)
- LGIS Gold Star Safety qualification eligibility
- FTE growth targets set low and attached to Urban Growth Models
- Rate increases below local government average - Rollout of Leadership Development Course - Development and implementation of the Place Approach
- Changing role of government
- Community participation expectations
- Technological and communication advances
- Financial sustainability
- Community engagement and decision making
- Communication with stakeholders
- Better use of technology and communication
- Governance and statutory requirements - Public participation
- Financial management and planning for sustainability
