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Annual Report 2009-10 ANNUAL REPORT The City of Subiaco is committed to protecting the global environment through local action. By printing this publication on Australian made 100 per cent recycled paper, the city aims to conserve the resources of the city. The document is available via the Internet at www.subiaco.wa.gov.au. Council MAYOR SOUTH WARD NORTH WARD EAST WARD CENTRAL WARD Cr Lynley Hewett Cr Sandra Riccelli Cr Rodney Wells Cr Judith Gedero Heather Henderson Cr Phil Jacobsen Cr Stan Lauder Cr Murray Rowe Cr Scott Arbuckle Cr Lee Hemsley Cr Loren White Cr Paul Clements Cr James Turnbull (Deputy Mayor) Strategic Management Plan Our vision Our goals A friendly inclusive community with many interests, A diverse and desirable city respecting and building on our heritage setting and a A vibrant, liveable, safe and accessible city, at the forefront of modern village lifestyle. current design, making it a desirable place for people to live, work, visit and play. Our mission An engaged and connected community To enhance the lives and wellbeing of all in the life of the An engaged and connected community, proud of its sense of City of Subiaco, by engaging the community, providing wellbeing, belonging and inclusiveness. regional leadership, stewardship, infrastructure and services A prosperous community that preserves our community sense of place and positions A thriving community where the prosperity of our businesses, it for a sustainable future. residents and institutions is maintained and enhanced. Our values A healthy and sustainable environment An innovative city that demonstrates leadership and adaptive • Honesty and integrity management to ensure the health and sustainability of its built • Respect and openness and natural environment. • Caring and empathy A city positioned for the future • Collaboration and cooperation A city positioned as a leader in taking advantage of economic, environmental, political, social and global changes and opportunities. 2 | CITY OF SUBIACO 2009-10 ANNUAL REPORT MAYOR’S REPORT I am pleased to present this year’s annual report, which Engaging our community provides a snapshot of the key milestones and achievements One of the fi ve key goals outlined in the city’s new Strategic for 2009-10. Management Plan is engaging and connecting our community. In support of this goal, the city has commenced work This year has seen many changes and challenges for the City of on developing a new community engagement strategy. Subiaco, and indeed the local government sector as a whole. Community engagement underpins the process of community Major events affecting local governments across Perth include planning. It is a bottom up approach, harnessing the the state government’s renewed focus on local government community’s knowledge and skills. Through the strategy, structural reform and the major storm event in March 2010. the city aims to develop a more participative approach to The below provides more detail on these, as well as other major its decision-making processes. The city is also looking at initiatives the council has undertaken in 2009-10. embarking on a community visioning process to develop a Local government reform community plan and a vision for the city’s future. This year, the state government put local government reform Climate change mitigation and adaptation back on the agenda. Amalgamation of local governments The city together with the Western Suburbs Regional in the western suburbs has been the subject of debate for Organisation of Councils commenced a climate change risk more than fi fty years. At its meeting on 29 June 2010, council assessment in February 2010. The importance of this project resolved to enter into a regional transition group with the was highlighted by the impact of the March 2010 storm. The City of Nedlands. As a fi rst step in this process, the city will assessment identifi ed the potential future impacts of climate explore the feasibility of the proposal through development of change in the region. By identifying the impacts, the city has a business plan. now developed an action plan to lessen the damage of extreme The feasibility study will better equip the city to evaluate weather events. whether a merger is right for our community. The state Men’s shed government is funding the development of the business plan and other structural reform initiatives. The results of In 2009-10 the city sponsored the business plan are expected to be available in early 2011. and opened the fi rst inner- city council run men’s shed in Australia, which is located in the grounds of the Tom Dadour Community Centre. The shed provides a wonderful opportunity for men from all backgrounds to come together in their own space to talk, share skills, swap ideas, solve problems or just discuss life in general. The city’s men’s shed is part of the Australian Men’s Shed Association and was made possible by a Department of Health Home and Community John Holtsbrook working at the Care grant. Subiaco men’s shed Finally, I would like to thank my fellow councillors, the CEO and city staff for their tireless efforts in guiding the city through this busy twelve-month period. The successes detailed in this report are testament to their hard work and commitment to our community. Heather Henderson Mayor Students working on the Strategic Management Plan CITY OF SUBIACO 2009-10 ANNUAL REPORT | 3 CEO’S Report The 2009-10 financial year represented a period of consolidation Process improvement and cultural change for staff at the City of Subiaco. The first In the interests of improved transparency and accountability, year of operation of Lords recreation centre was a notable decisions of the council being made behind closed doors are success and bears testimony to the ability of city staff to take now made public at the soonest opportunity. on new challenges. In response to the hail storm in early 2010, local emergency I again express my admiration, respect and deep appreciation recovery arrangements are being reviewed and a disaster for our directors, managers and staff who continue to rise to recovery centre is being established at the Palms the occasion by committing to necessary change and putting Community Centre. the council, and the community it serves, first. In this report, I provide examples of how the organisation is Measurement and control systems implementing several elements of best practice right across The city implemented a range of new measurement and the city. control systems including a fleet sustainability matrix for its fleet of vehicles, which determines vehicle purchases based on Strategic planning their overall economy, safety, greenhouse gas and particulate Earlier this year council reaffirmed the need for a emissions. The city also introduced programmed work schedules comprehensive community visioning process, which will for all technical services field staff to improve efficiencies. underpin the development of its strategic plan. To this end, the Think2030 community visioning project will be launched Change leadership in October 2010. In addition to supporting the city’s strategic With funding from the state government, the City of Subiaco plan, the results of the consultation will have a significant has joined with the City of Nedlands to undertake a feasibility influence on policy development and council decisions over the study into a possible merger of the two local governments. longer term. The results of the study will place the City of Subiaco in a Structure strong position to critically examine the pros and cons of structural reform. During the year, appointments were made to three new positions – director of land and property, coordinator of Employee empowerment community engagement and asset management officer. A The city is actively developing its staff for promotion in new position of public arts officer was also created. The city’s the face of impending labour shortages. Professional communications team is linked directly with the CEO and the development initiatives included entering a city team in the management structure at Lords recreation centre has been Local Government Managers Australia’s 2010 Management reorganised. These changes reflect a stronger commitment Challenge. The team, including staff from various branches to the management of the city’s assets and improved communication with the city’s residents and ratepayers. across the city, was the Australasian runner-up in the challenge. In addition, the manager of community services completed the 2010 Leadership WA Program. The city also created a number of cross-organisational teams to report on customer service improvements and work/life balance initiatives. I trust that the above provides a clear snapshot of where the City of Subiaco has come from and where it is headed. I look forward to another successful twelve months of working closely with council and staff to ensure we are continually improving our range of services, facilities and amenities for the benefit of our community. Stephen Tindale CEO The city’s successful 2010 LGMA Management Challenge team 4 | CITY OF SUBIACO 2009-10 ANNUAL REPORT 2009-10 HIGHLIGHTS A diverse and desirable city A vibrant, liveable, safe and accessible city, at the forefront of current design making it a desirable place for people to live, work, visit and play Library programs and initiatives To meet the growing demand for fl exible online service delivery, the city introduced a range of new online services at Subiaco Library in 2009-10. The city provided subscriptions to audio e-books accessible from home or work, as well as introducing a free wireless Internet service available at the library and outside the Subiaco Museum. The online tutoring service, yourtutor, was launched in September 2009 to provide students with live, one-to-one tutoring sessions. New online databases were added to the existing suite, including Ancestry: Library Edition and Popular magazines.
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