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City of Bayswater Town Centres Destination Marketing Strategy 2021 to 2025
City of Bayswater Town Centres Destination Marketing Strategy 2021 to 2025 City of Bayswater Destination Marketing Strategy 2021 – 2025 1 Contents Executive Summary 03 Bayswater Destination Marketing Strategy 29 Morley Destination Marketing 48 Project Methodology 05 Executive Summary 29 Strategy Executive Summary 48 History 30 History 50 Maylands Destination Marketing Strategy 06 Infrastructure 30 People 50 Executive Summary 06 Events 31 Infrastructure 50 History 08 People 31 Product 51 People 10 Product and Visitor Experience 32 Events 51 Infrastructure 10 Bayswater Identity 32 Market Segments 52 Product and Visitor Experience 11 Market Segments 33 Emerging Markets 55 Market Segments 13 Emerging markets 34 Brand Strategy 55 Emerging markets 13 Brand Strategy 34 Background. 55 Brand Strategy 16 Brand 36 Brand & Emerging Markets 56 Brand 17 Events and Activations 38 Events and Activations 57 Events and Activations 19 Visitor experience 39 Visitor Experience 58 Visitor experience 20 Partnerships 40 Partnerships 59 Partnerships 21 Marketing Plan 41 Marketing Plan 60 Marketing Plan 22 Brand 41 Brand 60 Brand 22 Marketing collateral 41 Marketing collateral 61 Marketing collateral 22 Events and activations 42 Distribution Channels 61 Events and activations 23 Distribution Channels 42 Campaigns 62 Distribution Channels 24 Campaigns 43 Implementation 62 Campaigns 24 Implementation 43 Implementation 24 Morley Strategic Pillars 63 Bayswater Strategic Pillars 44 Maylands Strategic Pillars 25 City of Bayswater Destination Marketing Strategy 2021 – 2025 02 Executive Summary The City of Bayswater Destination Marketing Strategy 2021-2025 provides a blueprint for attracting visitors to the City’s three town centres of Maylands, Bayswater and Morley over the next four years and beyond. -
10.1.1 Local Government Reform - Update
COUNCIL MEETING 15 December 2014 10.1.1 LOCAL GOVERNMENT REFORM - UPDATE ATTACHMENTS 1. Letter Local Government Advisory Board 2. Media Statement Funding Package for Reforming Local Government 3. Media Statements Landmark Reports Sets Out New Look for Metro Perth 4. Local Government Advisory Board Notice Right to Request A Poll 5. Information Sheet Proposed City of Riversea Landmark report sets out new look for metro Perth Wednesday, 22 October 2014 Release of the Local Government Advisory Board report on metropolitan local government reform Board recommends Perth’s 30 councils be reduced to 16 Minister accepts all but two of the report’s boundary recommendations in the biggest shake-up of local government in 100 years Government to introduce City of Perth Act to reflect capital’s status New local governments will have increased financial sustainability and capacity to cope with Perth’s population growth The State Government today released the Local Government Advisory Board report, which provides the framework for the most significant reform of metropolitan local government in 100 years. Of the report's boundary recommendations for metropolitan Perth, Local Government Minister Tony Simpson has accepted all but two, those for the City of Perth/City of Vincent and the proposed City of Riversea, which includes five western suburbs councils. The Minister has rejected the Board’s recommendation for the City of Perth, on the basis that key icons such as The University of Western Australia (UWA) and the Queen Elizabeth II Medical Centre (QEII), were not included. As a result of the flow-on effects from City of Perth changes, he has also rejected the recommendation for the proposed City of Riversea, which includes five western suburbs councils. -
By Jo Taylor
bushlandnews Summer 2009-2010 bushlandnews Satellite tracking Carnaby’s cockatoo By Christine Groom Issue 86 Understanding how the Winter 2013 endangered Carnaby’s cockatoo (Calyptorhynchus latirostris) Time of Makuru and Djilba in the survives in Perth’s urban Nyoongar calendar. landscape is the purpose of a PhD project being undertaken through The University of Western Australia. The study Urban Nature will investigate where Carnaby’s Update Page 2 cockatoos find food, water and Bandicoot Brook shelter (night roosts), and also Reserve Page 2 how they move in between these resources. This knowledge Weedwatch: is important to conserving the Freesia Page 3 species in the Perth area. Econote: As part of the study, satellite tracking Hibbertia Page 4 devices have been fitted to 20 TEK Noongar rehabilitated Carnaby’s cockatoos. database Page 5 Another four will be attached before A satellite tracked Carnaby's cockatoo perched on a canna lily in a Perth garden. the end of the year. This is the first You can see the tail markings, leg band and the tip of the aerial of his tracking device poking out the end of his tail feathers that identify him as a study bird. 2013 Great time such devices have been attached Photo – Christine Groom Cocky Count Page 5 to a black cockatoo species in Australia. They are providing insights the bird with the feathers. They are tail feathers coloured pink, blue or What’s on Page 6 into the daily lives of Carnaby’s programmed to switch on and off to green so they can be spotted more cockatoo that hasn’t previously been Funding extend battery life. -
City of Stirling Submission
Reducing the Regulatory Burden on Business Taskforce Inquiry City of Stirling Submission In cooperation with the Stirling Business Association JOHN McILHONE Economic Development Business Analyst November 2005 Administration Centre 25 Cedric Street Stirling WA 6021 www.stirling.wa.gov.au Tel. 08 9345 8599 Mob. 0419 195 715 Email. [email protected] BACKGROUND The City of Stirling is the largest Local Authority Council in Western Australia by population. It covers an area of approximately 100 km² in metropolitan Perth and lies about 8 Kilometres North of the Perth CBD. Stirling has key industrial areas at Balcatta, Herdsman and Osborne Park with 11,500 small businesses located within the City, representing 11% of the State's small business, a significant concentration of employment and employers. All these areas are well serviced by major arterial roads with links to the Mitchell Freeway providing easy access to the Perth CBD, Perth Airport and Fremantle as well as the main highways leading north, south and east of the State. The northern suburban rail service from Perth, which runs up the centre of the freeway, passes through the City with stations at Glendalough — servicing Osborne Park and Scarborough Beach; Stirling — servicing the strategic regional centre and complemented by links to an extensive suburban bus network. Warwick station is another well patronised rail inter-change on the northern boarder of the City's boundary. The City is well serviced by regional shopping centres at Karrinyup and Mirrabooka. These centres serve both the local and wider community in the Perth northern corridor. The City also boasts a wide choice of residential areas, from the coastal suburbs of Waterman’s Bay, North Beach, Trigg and Scarborough through to the heritage areas of Mt. -
City of Joondalup Local Emergency Management Arrangements
City of Joondalup Local Emergency Management Arrangements Including the Local Recovery Handbook and Local Recovery Plan Version 1 PUBLIC VERSION joondalup.wa.gov.au 1 City of Joondalup Local Emergency Management Arrangements Local Emergency Management Arrangements These arrangements have been produced and issued under the authority of S. 41(1) of the Emergency Management Act 2005, endorsed by the Wanneroo - Joondalup Local Emergency Management Committee and the Council of the City of Joondalup. The Arrangements have been tabled for noting with the North Metropolitan District Emergency Management Committee and State Emergency Management Committee. The City of Joondalup Local Emergency Management Arrangements has been structured in three (3) distinct parts (including annexures); • The Local Emergency Management Arrangements (the whole document), • The Local Recovery Handbook, and • The City of Joondalup Local Recovery Plan. The purpose is to provide the overarching legislative requirements (the Local Emergency Management Arrangements), the legislative context for recovery (the Local Recovery Handbook) and an operational guide for the recovery phase of an emergency (the Local Recovery Plan). ____________________________________________________________________ __________________________________ Chair Date Wanneroo – Joondalup Local Emergency Management Committee ____________________________________________________________________ __________________________________ Endorsed by City of Joondalup Date City of Joondalup Local Emergency Management -
The Complete Process for Building and Upgrading Roads in Western Australia And; Roads in the Southern River Electorate
Arteries of Life: The Complete Process for Building and Upgrading Roads in Western Australia and; Roads in the Southern River Electorate By Gary Payne Prepared for Peter Abetz Executive Summary The purpose of this report was to examine the process for building and upgrading roads in Metropolitan Western Australia, and to review previous road projects in the Southern River Electorate on certain roads. Research for this report included a review of current literature from a number of sources, as well as two interviews of key persons in the road building industry and a number of email inquiries to road building authorities. In Part A, all of these findings have been organised into a road building process. The initial idea for a road project can come from a great many sources, but these are often confined to government and intergovernmental bodies. A road is legally planned by an amendment of the Metropolitan Regional Planning scheme, and Local Planning Schemes. The process for amending the schemes differ with the size of a road project. But a project needs to be funded if it is to become reality. There are processes in place to ensure that money is redistributed from those people who use the system, to those that maintain it. There are a number of strategies to deliver a project, but most use the private sector in some way. To fairly include and harness these contractors, a tendering process has been set up by Main Roads and Local Government. The design of a project is massively important to eventually assess its success. -
SERCUL SME Report Summary – the Drain Is Just for Rain
The Drain is just for Rain Light industrial Small and Medium Enterprise environmental management for the protection of stormwater quality Summary report June 2008 Paul Lock and Eugene Olman Acknowledgements The authors gratefully acknowledge the assistance from the participating LGAs, without which this research would not have been possible. We would like to thank the following staff in particular; City of Canning Peter Morrison and John Howell City of Armadale Peter Meyrick, Ron van Delft and David Bond Town of Kwinana Peter McKenzie, Nick Jones, Karl Posa City of Rockingham Rod Fielding, Emma Lambert and Jon Palfreyman City of Cockburn John Harding and Rob Biddiscombe Our grateful thanks also goes to the owners and managers of the light industrial premises that participated in the surveys, audits and inspections. We hope that we have adequately and fairly presented the information that you so readily shared with us. A special thank you to Julie Robert and Pat Hart at SERCUL for your guidance, unfaltering support, and encouragement during all stages of planning, funding, conducting and reporting on this research. Your help was invaluable. And finally our thanks goes to Dr. Catherine Baudains and Allan Johnstone from Murdoch University who provided invaluable assistance throughout 2007 in the production of Paul’s Honours thesis, upon which this report is based. The research conducted for the preparation of this report was initially made possible by funding from the Natural Heritage Trust Fund administered via the Swan Catchment Council. The completion of the project was made possible with funding from the Swan River Trust and the South East Regional Centre for Urban Landcare (SERCUL). -
Bennett Brook
March 2011 5. Monitoring and review Coastal Catchments Initiative 1. Existing activities Local Water Quality Improvement Plan What are we doing to improve water quality? Bennett Brook Catchment In June 2006 the Swan Canning river system was nutrient levels in the river system using scientific Local WQIPs link to existing projects and programs The research also indicated that the pearl cichlid was Strategy Implementation Lead Supporting Timing identified as a hotspot for water quality issues as part models and decision support tools prepared under this in the catchment. They draw together activities breeding during much of the year and had established organisations partners of the Australian Government’s Coastal Catchments new initiative. contributing to improved water quality and target a self-sustaining population. The results of the study Initiative (CCI). The Trust was responsible for preparing future investments for optimal water quality outcomes. suggest that the potential for this species to spread How do we • Organise initial stakeholder meeting Trust, CoS WC, DoP, DEC, Starting Integrating science and management actions, an the regional Water Quality Improvement Plan for the Projects are based on partnerships with local throughout the Swan Canning Riverpark is high. measure our to determine Key Performance PRNRM, DoW 2010 accredited WQIP will underpin a long-term investment Swan Canning river system. government, community and shared stakeholders. success? Indicators (KPIs) and annual reviews strategy to improve water quality in known hotspots Partners: Murdoch University, Perth Region NRM to assess progress on KPIs; identify funding opportunities; and determine The regional WQIP provides a roadmap for reducing such as the Swan Canning river system. -
THE LOCAL GOVERNMENT POLICY AWARDS CHILDREN • ENVIRONMENT • HEALTH 2019 SHOWCASE Images Courtesy Of: PHAIWA This Work Is Copyright
THE LOCAL GOVERNMENT POLICY AWARDS CHILDREN • ENVIRONMENT • HEALTH 2019 SHOWCASE Images courtesy of: PHAIWA This work is copyright. Apart from any use as permitted under the Copyright Act 1968, no part may be reproduced by any process without prior written permission from PHAIWA. To obtain further copies of this publication you can contact the following: PHAIWA GPO Box U1987 Perth WA 6845 Website: www.phaiwa.org.au Email: [email protected] Phone: (08) 9266 2489 Note the document may be accessed electronically from: www.phaiwa.org.au © November 2019 Public Health Advocacy Institute WA Acknowledgements PHAIWA would like to thank The Minister for Local Government; Heritage; Culture and the Arts, Healthway, the WA Local Government Association, the Commissioner for Children and Young People WA, Cancer Council WA and The Alcohol and Drug Foundation for their support and financial contributions towards the development and implementation of the Local Government Policy Awards. Finally, PHAIWA would like to sincerely thank all Local Government Officers and representatives for their outstanding nominations. THE LOCAL GOVERNMENT POLICY AWARDS CHILDREN • ENVIRONMENT • HEALTH 2019 SHOWCASE CONTENTS A NOTE FROM OUR SUPPORTERS 2 THE POLICY AWARDS 4 ABOUT THE PUBLIC HEALTH ADVOCACY 4 INSTITUTE WA BACKGROUND TO THE CHILDREN’S ENVIRONMENT 4 AND HEALTH LOCAL GOVERNMENT POLICY AWARDS CATEGORIES 4 WHY A REPORT CARD? 4 NUMBER OF SUBMISSIONS 5 CITY OF SWAN OVERALL WINNER 7 CITY OF BUSSELTON REGIONAL WINNER 8 OVERALL CATEGORY WINNERS 10 ABORIGINAL CHILD HEALTH -
Emergency Recovery Plan 2016 (Public Version)
CITY OF STIRLING EMERGENCY RECOVERY PLAN 2016 (PUBLIC VERSION) 2016 RECOVERY PLAN( Public Version ) Page 1 CITY OF STIRLING EMERGENCY RECOVERY PLAN 2016 (PUBLIC VERSION) This page left blank intentionally 2016 RECOVERY PLAN( Public Version ) Page 2 CITY OF STIRLING EMERGENCY RECOVERY PLAN 2016 (PUBLIC VERSION) Disclaimer The City of Stirling, Emergency Management Australia and the Australian Government make no representations about the suitability of the information contained in this document or any material related to this document for any purpose. The document is provided ‘as is’ without warranty of any kind to the extent permitted by law. The City of Stirling, The Attorney Generals Department (Emergency Management), W.A. State Emergency Management Committee Secretariat, WALGA EM, the Australian Government and the State of Western Australia hereby disclaim all warranties and conditions with regard to this information, including all implied warranties and conditions of merchantability, fitness for particular purpose, title and non-infringement. In no event shall the City of Stirling, The Attorney General’s Department (Emergency Management), W.A. State Emergency Management Committee Secretariat, the W.A. Local Government Association, the Australian Government and the State of Western Australia be liable for any special, indirect or consequential damages or any damages whatsoever resulting from the loss of use, data, or profits, whether in an action of contract, negligence or other tortuous action, arising out of or in connection with the use of information available in this document. This document or material related to this document or referred to by this document could include technical inaccuracies or typographical errors. Acknowledgements The City of Stirling acknowledges the use of material provided by Emergency Management Australia (EMA) and SEMC. -
Recognising Local Government Leaders and Representatives For
Honours 2020 Recognising Local Government leaders and representatives for their considerable contributions to the sector and their communities Local Government Honours 2020 2020 Honours Recipients 3 Mayor Tracey Roberts JP President WA Local Government Association In a year such as 2020 – when tragic world events I’d like to acknowledge our Local Government have dominated our news feed – the value of Medal recipient Lynne Craigie OAM who has “community” has never been more important. given many years of service to both the WA During these unprecedented times, strong and Local Government Association and also to her committed community leadership has become local community of East Pilbara. Lynne’s inclusive critical in the efforts to expedite business and leadership style has been an inspiration to many economic recovery at the local level. of us, and her ability to negotiate with all levels of government has seen numerous major financial Despite the widespread impact of the COVID-19 windfalls for individual Local Governments, pandemic, we have seen stories appear everywhere particularly in regard to road funding. demonstrating the compassion of our neighbours in helping those less fortunate. Congratulations to our four Eminent Service Award winners Frank Cvitan, Barry Sammels, We are incredibly fortunate in Local Government to Norm Trenfield and Olwen Searle. All of you are have always had a high calibre of people working outstanding examples of community leaders who to improve our quality of life in so many ways, every have dedicated many years to improving the lives day, both before and during this pandemic. of others. The 2020 Honours Program recognises our Our Local Government Distinguished Officers leaders who, through many years of hard work and Award winners John Beaton, Gail Ipsen Cutts and personal commitment, have created communities Jim Epis have all worked above and beyond the that thrive and prosper, even in the face of global call of duty to improve opportunities and facilities adversity. -
City of Belmont Environment and Sustainability Strategy 2016-2021 Are Outlined Below
CITY OF BELMONT ENVIRONMENT AND SUSTAINABILITY STRATEGY 2016-2021 Prepared by the City of Belmont Tel: (08) 9477 7222 Fax: (08) 9478 1473 Email: [email protected] Website: www.belmont.wa.gov.au 1 Environment and Sustainability Strategy Endorsement Prepared by: Parks & Environment Department Environment Section Authorised by Director: Alan Sheridan Commitment by CEO: John Christie Date Finalised: 14 July 2016 Date Last Revised: 25 March 2019 Date Adopted by Council: 27 July 2016 Revised Strategy Adopted 16 April 2019 by Council: 2 TABLE OF CONTENTS ACKNOWLEDGEMENTS ....................................................................................... 4 EXECUTIVE SUMMARY ........................................................................................ 5 PART I .............................................................................................................................. 7 INTRODUCTION .................................................................................................... 7 SCOPE OF ENVIRONMENT AND SUSTAINABILITY STRATEGY ........................ 7 LINKS TO THE CITY OF BELMONT’S STRATEGIC COMMUNITY PLAN 2016- 2036 ........................................................................................................................ 8 RELEVANT CORPORATE DOCUMENTS AND KEY RELATIONSHIPS ................ 9 PREVIOUS ACHIEVEMENTS .............................................................................. 10 KEY STAKEHOLDERS FOR THE CITY OF BELMONT ........................................ 12 ENVIRONMENTAL