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Corporate Business Plan

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Corporate Business Plan CORPORATE BUSINESS PLAN 2020/21 – 2023/24 Acknowledgement of Country The City of Vincent acknowledges the Traditional 14 35 54 Owners of the land, the CORONAVIRUS (COVID-19): SERVICE AREAS ENGINEERING Whadjuk people of the VINCENT REBOUND PLAN Noongar nation and pay our CONTENTS 36 56 respects to Elders past, present 16 CORPORATE STRATEGY WASTE & RECYCLING and emerging. SCP IMPLEMENTATION & GOVERNANCE 4 THROUGH CBP 58 We recognise the unique and CEO’S MESSAGE 38 BEATTY PARK LEISURE CENTRE incomparable contribution the 18 HUMAN RESOURCES Whadjuk people have made RISK MANAGEMENT and continue to make to our 6 60 culture and in our community. THE INTEGRATED PLANNING & 40 CUSTOMER & LIBRARY SERVICES We will continue to seek the REPORTING FRAMEWORK 19 INFORMATION & input of the Traditional Owners. ORGANISATIONAL STRUCTURE COMMUNICATIONS TECHNOLOGY 62 8 & OBJECTIVES MARKETING & PARTNERSHIPS The land on which we live, HOW WE IMPLEMENT IPRF 42 meet and thrive as a community 20 POLICY & PLACE 66 always was and always will be 9 WORKFORCE PROFILE FINANCIAL SERVICES Noongar land. OUR STRATEGIC 44 COMMUNITY PLAN 21 BUILT ENVIRONMENT & FINANCIAL SUMMARY WELLBEING 10 STATEMENT OF 23 48 STRATEGIC INTENT FINANCIAL SUMMARY BY DEVELOPMENT & DESIGN CITY SERVICE AREA 11 50 STRATEGIC FOCUS 26 RANGER SERVICES AREAS FOR 2020/21 STRATEGIC PROJECTS 52 12 32 PARKS THE CITY OF CEO KEY PERFORMANCE VINCENT PROFILE INDICATORS 2 | CITY OF VINCENT CORPORATE BUSINESS PLAN 2020/21 – 2023/24 | 3 CEO’S MESSAGE This has been the most challenging year for us It was most difficult for us to temporarily close This annual update to our Corporate Business Plan The City is also committed to managing our long-term finances and assets in a sustainable manner for current as a community and as an organisation since the our doors at the Library and Beatty Park Leisure reflects the financial constraint that COVID-19 and future generations. City of Vincent was established in 1994. Centre and cancel many of the planned events placed on our revenue sources. that bring us together. We commence the financial year with a renewed sense of purpose and commitment to serving the community. The coronavirus pandemic triggered a public health The City froze total rate revenue to less than we emergency and quickly became an economic But through this dark time we found new and received last financial year along with freezing our I would like to thank Mayor Cole, Councillors and all staff for their support and dedication during this and social crisis impacting all members of our sometimes better ways of delivering our services. fees and charges. unprecedented year – and I look forward to us working together to deliver on the commitments in community in different ways. this Corporate Business Plan 2020/21 – 2023/34. The experience also enabled us to re-connect with The focus for this financial year will be to support It was incredible to see how quickly our Council, our neighbours and community, which revealed our community and local businesses to recover community and staff came together to respond to what we most love about the City of Vincent. through our Rebound Plan. COVID-19 with a focus on keeping everyone safe and keeping our services running for customers And that is the strong sense of community we are We will continue to deliver projects and maintain and ratepayers. creating together in our town centres, streets, parks core City services and a substantial four-year capital David MacLennan and community facilities. works program during what we hope will be a CEO strong economic rebound phase. 4 | CITY OF VINCENT THE INTEGRATED PLANNING AND REPORTING FRAMEWORK COMMUNITY VISION & ASPIRATIONS INFORMING STRATEGIES & PLANS Documents endorsed by Council that guide STRATEGIC COMMUNITY PLAN the implementation of the priorities of the Strategic Community Plan to achieve Local Governments are required to plan What is a CBP? Establishes the community’s vision and aspirations for the longer term (10+ years). community vision. Include: for the future in accordance with section A Corporate Business Plan (CBP) is an internal business planning document that translates the Council’s SCP Reviewed and updated every two years, with formal 5.56 (1) of the Local Government Act priorities, as set out in the City’s Strategic Community Plan 2018-2028 ( ), into outcomes within the LONG TERM FINANCIAL PLAN (LTFP) (Act). The Integrated Planning and resources available to the City. community consultation every four years. 1995 Ten year rolling plan that sets out how the Reporting Framework (IPRF) provides City will deliver on the SCP priorities and an integrated approach to planning The CBP is a rolling four-year plan that informs the annual budget and is reviewed and updated annually in CBP actions. and ensures community priorities order to ensure it aligns with the City’s Long-Term Financial Plan (LTFP). and aspirations are translated into ASSET MANAGEMENT PLAN operational objectives by the City. The The below is a high-level financial snapshot aligned with the City’s LTFP. Provides guidance on service provision and IPRF incorporates the City’s current whole of life-cycle asset management to Strategic Community Plan and Corporate CORPORATE BUSINESS ANNUAL BUDGET Based on the projected costing of support the City’s financial sustainability and Business Plan and creates a clear COST PLAN (CBP) the related year of the CBP and key service levels. vision for the future, including financial 2020/21 2021/22 2022/23 2023/24 local require and associated regulations Internal business planning tool that informed by the LTFP. implications, of the City. WORKFORCE PLAN Operating Revenue $48,184,176 $56,312,832 $60,907,582 $63,415,518 translates Council priorities into Identifies the workforce requirements to deliver actions within the resources available. on the SCP priorities and CBP actions. Non-operating Grant $1,538,483 $1,040,595 $907,599 $929,653 FRAMEWORK LEGISLATIVE Includes the governments to plan for the future. Capital Works Program. REVENUE TOTAL $49,722,659 $57,353,427 $61,815,181 $64,345,171 ICT STRATEGIC FRAMEWORK Employee Costs $22,859,760 $24,585,510 $25,830,363 $26,624,571 Core service delivery $31,410,608 $33,387,265 $34,269,385 $34,564,461 Local Government Act 1995 Quarterly reviews reported to Council, Quarterly reviews reported to Council Annual review and report to Council Operating projects $1,331,250 $1,165,325 $1,311,159 $1,473,182 The monthly internal reviews OPERATING EXPENSES TOTAL $55,601,618 $59,138,100 $61,410,907 $62,662,214 Capital Projects $9,134,788 $11,934,746 $ 12,321,319 $11,487,846 PERFORMANCE REPORTING Feedback and updating of documents. 6 | CITY OF VINCENT CORPORATE BUSINESS PLAN 2020/21 – 2023/24 | 7 HOW WE IMPLEMENT THE IPRF INPUTS PRODUCT OUTPUTS OUR STRATEGIC COMMUNITY PLAN OUR VISION 10 year horizon | Reviewed every 2 years In October 2018, the City adopted its SCP. The SCP established six priority areas to guide the delivery of the City’s projects, STRATEGIC COMMUNITY PLAN External orientation | Sense of direction | ANNUAL Sense of purpose | Defined Priorities OUR PURPOSE • Annual Report programs and services over a 10-year period. The six priority areas were a result of a robust community consultation and represent the community’s vision and aspirations. OUR PRIORITIES • Budget • CEO KPIs OUR ASPIRATIONS • Compliance Return • Financial & OUR COMMITMENTS ENHANCED ACCESSIBLE CONNECTED THRIVING SENSITIVE INNOVATIVE & ENVIRONMENT CITY COMMUNITY PLACES DESIGN ACCOUNTABLE Performance Audit • Internal Audit Plan COMMUNITY ENGAGEMENT OUR ANNUAL GOALS LONG TERM FINANCIAL PLAN • 10 year horizon (annual review) & IMAGINE VINCENT OUR CORPORATE PRIORITIES • Forecasting Implementation of Strategic Community Plan OUR COMMITMENTS & DELIVERABLES CORPORATE BUSINESS PLAN MONTHLY • 4 year horizon • Project Reporting EXTERNAL • Focuses on Actions • Social Economic OUR BUDGET • Delivery Plan to achieve SCP • CBP Progress Environmental & reporting ENHANCED ACCESSIBLE CONNECTED THRIVING SENSITIVE INNOVATIVE & Demographic Trends OUR ANNUAL TEAM STRATEGIES TEAM BASED PERFORMANCE • Performance • Strategic Risks • 12 month horizon analysis and • Directorate alignment to the Corporate ENVIRONMENT CITY COMMUNITY PLACES DESIGN ACCOUNTABLE Business Plan reporting • Implementation of corporate strategies SITUATION ASSESSMENT SITUATION and deliverables CITY STRATEGIES & PLANS The natural environment We are diverse, Our vibrant places and Design that ‘fits in’ to The City of Vincent • Core business commitments ASSESSMENT PERFORMANCE We want to be a leader • Local Planning Strategy OUR KEY PROJECTS, PROGRAMS & SERVICES and performance contributes greatly to our in making it safe, easy, welcoming and engaged spaces are integral to our neighbourhoods is has a significant role to • Economic Development AND REFINE MONITOR INDIVIDUAL ACTION PLANS PLACE PLANS inner-city community. environmentally friendly community. We want to our identity, economy important to us. play in supporting our • Sustainability • 12 month horizon • Mount Hawthorn • Specific and Performance Based and enjoyable to get celebrate what makes and appeal. community to realise its • Waste • Individual work program aligned to team • Leederville We want to protect We want to see • Public Open Space strategy and business plan us unique and connect vision. To achieve this, INDIVIDUAL PERFORMANCE & DEVELOPMENT • West Perth and enhance it, making around Vincent. We want to create, unique, high quality • Asset Management • Mount Lawley/ with those
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