Community Development - City of Stirling

City of Stirling
1999
annual report

Your City
The City of Stirling began in 1871 as the Perth Road Board,
became the Shire of Perth in 1961, and gained City status in
1971.
In 1871, when the total population of Western Australia was
only 25,000, the (Stirling) district was five times larger than now,
but the area was either rural or completely undeveloped. It then
included what are now the Cities of Wanneroo, Bayswater and
Belmont.
By 1947 Stirling’s population was 31,000. It reached 84,000 in
1961 and climbed above 160,000 in 1971 with the development
of northern areas. In 1990 it was 180,000.
The City now has an area of about 100 sq kms, and 30 suburbs
stretching from Railway Parade, Mount Lawley to the
Indian Ocean at Scarborough, Trigg, North Beach
and Waterman.
YOUR CITY’S MAKEUP:
Population: 175,569
Total area: 100 sq km
Area of parks/gardens/developed
reserves/natural areas: 977 ha
Length of roads: 1,017 km
Length of footpaths/dual use paths: 760 km
Number of rateable assessments: est 75,505
Number of non-rateable assessments: est 1,900
Number of Wards: Seven
Distance from Perth City: The Administration Centre is 8.5 kms
from Perth GPO
Child Health Centres: 14 - Alexander Park, Balcatta, Balga,
Dianella, Hamersley, Inglewood, Karrinyup, Mirrabooka,
Nollamara, Osborne, Scarborough, Trigg, Wembley Downs,
Yokine.
Senior Citizens/Autumn Centres: Seven - Balga, Dianella,
Inglewood, Nollamara, North Beach, Osborne, Scarborough.
Libraries: Six - Dianella, Inglewood, Karrinyup, Mirrabooka,
Osborne, Scarborough.
Recreation Centres: 10 - Balcatta (WK Moir), Dianella,
Hamersley, Innaloo, Karrinyup, Mirrabooka, (Herb Graham),
Nollamara, Scarborough, Tuart Hill (Grenville), Yokine.
Women’s Refuge: Stirling Women’s Refuge.
Swimming Pools: Two - Balga, Inglewood.
Museum: Mount Flora Regional Museum, Flora Terrace, North
Beach.
Golf Courses: Hamersley,
Registered dogs: 18,000 approx.
CITY OF STIRLING
ELECTORS GENERAL MEETING
PURSUANT to S5.27 of the Local Government Act 1995 and Local
Government Administration Regulations, Electors are cordially invited to
attend the Electors General Meeting for the 1998-99 Financial Year
which will be held at 7pm on Wednesday, September 29, 1999 in the
Council Reception Hall, Civic Administration Centre, Civic Place, Stirling.
The Order of Business will be:
(a) Welcome, introduction and apologies;
(b) Contents of the Annual Report for the 1998-99 Financial Year;
(c) General Business.
The draft Annual Financial Statements for the 1998-99 Financial Year are
available for perusal at the City’s Accounting Services Department at the
Main Administration Office.
M.J. WADSWORTH
Chief Executive Officer

Contents
STIRLING’S VISION, MISSION, 2
MAYOR’S REPORT 3
CHIEF EXECUTIVE’S REPORT 4
YOUR CITY’S MANAGERS 5
YOUR CITY’S COUNCILLORS 6
THE WARDS 7
COMMUNITY DEVELOPMENT 8
8-9 Leisure Services
10 Community Services
11-13 Building
13-14 Planning
15-16 Health
WORKS 18
17-18 Engineering Operations
19-20 Engineering Design
20-21 City Building
22 Waste Management
Operations
23 Parks and Reserves
HUMAN RESOURCES 24
FINANCE AND CORPORATE SERVICES 25
25 Accounting Services
26 Information Technology
27-28 Administrative Services
29 Library Services
30 Strategic Planning and
Financial Management
THE CITY’S STRATEGIC PLAN 31
FINANCIAL STATEMENTS 35
36 Statement by CEO
37 Audit Statement
38 Operating Statement
39 Financial Position
40 Changes in Equity
41 Statement of Cash Flows
42 Schedule 1 - General Purpose Income
43 Schedule 2 - Statement of Rating
Information
1

Stirling’s Vision and Mission
VISION
Our vision is a description of the future
we are aiming to achieve.
STIRLING
The City of Choice
ACHIEVING THE IDEAL COMMUNITY
MISSION
A mission statement gives an
organisation a sense of purpose
and direction. The City of Stirling’s
mission statement describes our
primary focus which is...
to provide services and facilities
which enhance the well-being
of our community
VALUES
Our values describe the things
which are important to us in
the way we do business.
We strive to display our values in all our
interactions - in Council, through
Councillors and staff, and within our
community. Our values are:
We respect people
We seek involvement from our
community and value their input
We strive for quality
We demonstrate integrity in all we do
We appreciate and recognise
the contribution of all who
work for the City
City of Stirling
Administration Offices,
Civic Place, Stirling,
Western Australia 6021
Telephone: (08) 9345 8555
Fax: (08) 9345 3073
Web site address: http://www.stirling.wa.gov.au
2

During 1998/99 the City of Stirling prepared
the framework for at least two years of major
infrastructure improvements, focusing on the
building of community facilities, important road
upgradings and the staged development of the
Stirling Civic Precinct.
This has allowed the City to continue Stirling’s
strong record of sound and successful financial
management.
Additionally, Stirling is undoubtedly among the
most stable and cohesive local government
organisations in Western Australia, with an
excellent working rapport between City
management and your elected representatives.
The local government elections in May, 1999
saw the City adopt postal voting – supervised by
the Electoral Commission – for the first time,
resulting in an outstanding fourfold increase in
voter participation, to a 37 per cent valid postal
return.
I congratulate all of the candidates for the
integrity of their campaigning, and the electors
who showed their liking for the simplicity and
convenience of the postal ballot. The results
indicated a preference for experience, with all
sitting or former Councillors who contested
elections being returned.
Following the elections I was deeply honoured
to receive the unanimous support of Council in
being returned unopposed for a second, twoyear
term as your Mayor.
Stirling is undergoing a period of economic
boom, according to the key indicator of
construction activity. The City has recorded its
fifth successive year of record building activity –
topping $250 million in building licence
approvals – driven by residential redevelopment
and expansion in the commercial sector,
particularly retail.
The City’s own community projects construction
program over the next two years will
complement private sector development.
The redevelopment of the Inglewood Swimming
Pool and the new Osborne Library and
Community Centre are but just two examples of
big ticket capital expenditure items which have
been planned with an emphasis on customer
requirements for the coming decades.
An important project which will be completed in
the coming 12 months will be relocation of
Council’s works depot within industrial land at
Balcatta. The purpose-designed depot will not
only improve the efficiency of our workforce, but
also free up valuable land on the existing Cedric
Street site for the development of the Stirling
Civic Precinct.
The long-planned development of land nearby
the Stirling Interchange will see the Precinct
blend new Civic offices and public facilities with
a mixture of quality commercial and residential
development. The conceptual focus for the
Mayor’s Report
Stirling Civic Precinct has always been to create
an identifiable heart for the City, which can take
advantage of the centralised location and the
transport infrastructure of the Freeway and Rail
Interchange.
The City’s own fragmented administration
buildings are long overdue for replacement, and
the consolidated offices will have far more
efficient – but no greater – space than the
existing premises.
The City’s communications with stakeholders on
this and other developments will be ongoing.
In the past financial year we have sharply
increased ratepayer communications, and
introduced regular Ward meetings in addition to
encouraging ratepayer and resident input into a
variety of studies.
In the special focus area of youth we have
continued our quarterly meetings with school
principals and religious leaders as well as
working closely with State Government
agencies.
The City in 1999 also began the Stirling Youth
Advisory Council to empower young people to
help us meet their needs and expectations. Their
assistance will see, for example, our first
skateboard facility built at Balga.
Our recognition of Scarborough as a key
regional asset is also recognised in the
development of a Vision for the
highly popular beach area.
Again we have been
through a period of intense
public input from the
$60,000 Scarborough
Ideas Competition.
The commitment of
Stirling employees is
heartily acknowledged, as
is the great contribution of
our hundreds of volunteer
community workers.
Extremely
important at
the same time
is the clear and
dedicated role
of my fellow
Councillors who
have set
extremely
high standards
in
carrying out
their
role as public
sector directors
of a large and
robust
organisation.
The Mayor
Cr Tony
Vallelonga JP.
3

Chief Executive
Officer M J (Mike)
Wadsworth.
Chief Executive’s Report
T
he City of Stirling consolidated its position
as a West Australian leader in local
government during the 1998/99 financial year.
Takeover bids by two small neighbouring
Councils for several of Stirling’s southern
suburbs were rejected by Local Government
Minister Paul Omodei early in the financial
year, allowing the City to renew its strong
focus on the important business of improving
the services and products provided for
ratepayers and residents.
The continuing focus on customers was
emphasised when Mr Omodei launched the
City’s inaugural Customer Service Week in
March, 1999.
The week brought to fruition the first stage of
an 18-month long strategic campaign from the
Mayor, Councillors and Executive management
to improve the way the City deals with the
public, including customer service training of
all 700 employees.
The organisation of Customer Service Week
was a joint and cooperative effort between
senior managers and frontline staff.
Activities during the week-long celebration of
customer service initiatives were: the launch of
customer service charters by the Minister, the
release of public comment and action cards,
small giveaways to customers, all senior
managers and some Councillors attending the
frontline counters, public acknowledgment of
the 10,000th customer at the Mirrabooka
Service Centre, a Community Newspaper
insert to Stirling households, customer focus
visits to all the City’s external centres, ongoing
service training for high inquiry areas and a
program to address the special needs of the
disabled.
A second Customer Service Week is
scheduled for
March, 2000.
The
commitment
to customer
service is
also
enshrined
in Stirling’s
new
Strategic
Plan,
4
which gives the City an extended “roadmap”
for the next five years.
Stirling’s Strategic Plan is a concise and easily
readable document, and is included in this
Annual Report.
The Plan recognises not only the richness of
the City’s diversity, but also the diverse role of
a large municipal authority.
Other emphasis is put on the maintenance of
core responsibilities, promotion of innovation,
improvement to community lifestyle, better
business processes, leadership in
recruitment and training, open
communication and the optimal
usage of assets and revenue.
The Plan specifically endorses the
design and construction of a multistage
Civic Centre and Civic
Precinct at Stirling, a range of large
community facility projects (such
as the Inglewood Aquatic Centre
redevelopment), the regional
significance of Scarborough
Beach, the need to be at the
forefront of technology, regional
leadership in waste management
and recycling, and the active
promotion of achievements.
The City has embarked on a
budgetary program for the coming
12 months which is dominated by
capital expenditure on
improvements to community
facilities as well as a significant
increase in road and building
upgrades.
The role and functions of local
government continues to expand as we
improve community lifestyle through new
activities such as the successful introduction
of 24-hour security patrols.
To meet the needs of our ratepayers and
residents the City in the coming years will
strive to improve public awareness of its
services, and to carefully monitor the utilisation
of our facilities so we can keep pace with
changing and new demands.
As we look to the 21st century the major issue
is what should local government be doing
now, especially in the form of capital works
infrastructure, so that our successors as
residents will commend us for our foresight.
The organisation has recently undergone a
management restructure to help us achieve
those outcomes and I am delighted to again
report the strong cooperation and support of
employees for the City’s mission and goals.
Likewise, the Executive works well and closely
with the elected Councillors whose role as
directors of the organisation guarantees
continuous public-based input to the future of
the City of Stirling.

City’s Managers
As at 30 June, 1999
North Beach
Road, Gwelup,
benefited from
Stirling’s
commitment to
improving
streetscapes.
Chief Executive Officer
- Mike Wadsworth
Deputy Chief Executive Officer
- Rod Constantine
Executive Manager Community Development
- Stuart Johnson
Executive Manager Works/Business Units
- Ross Moody
Manager Administrative Services
- Craig Watts
Manager Human Resources
- Trevor Holland
Manager City Building Operations
- Bruce McGeorge
Manager Parks and Reserves
- Sam Morrison
Principal Environmental Health Officer
- Les Float
Principal Building Surveyor
- Andre Gillot
Manager Planning Services
- Theo van Looji
Manager Leisure Services
- Fiona Strutt
Manager Community Services
- Pat Olver
Manager Accounting Services
- Bob Henderson
Manager Strategic Planning and Financial Management - Rod Watts
Manager Libraries, Art and Culture
- Kay Poustie
Manager Information Technology
- Kim Browne
Waste Operations Manager
- Brian Jones
Manager Engineering Design
- Al Valvasori
Manager Engineering Operations
- Ron Spragg
The City has
undertaken
many street
beautification
projects in the
past year to
help improve
the overall look
of Stirling.
5

■
YOUR CITY’S
COUNCILLORS
HAMERSLEY WARD
Cr G Italiano, 6 Widgeon Close, Stirling 6021. Telephone: 9446
8897, Fax: 9446 8897, Mob: 0419 240 655. Term ends 2001.
Committees: Technical Services; Town Planning and Statutory
Services.
Cr P L Rose JP, 21 Sunart Close, Hamersley, 6022. Tel: 9247 5235,
Mob: 0417 924 103. Term ends 2003. Committees: Policy,
Corporate Planning, Budget and Finance; House.
■
BALGA WARD
Cr J Copley JP (Deputy Mayor), 249 Mirrabooka Avenue, Balga
6061. Tel: 9342 6690, Fax: 9342 8855, Mob: 0419 247 606. Term
ends 2003. Committees: Technical Services; House.
Cr D Boothman, 20 Garrick Way, Balga 6061. Tel: 9247 2174, Fax:
9247 2174, Mob: 0419 047 224. Term ends 2001. Committees:
Policy, Corporate Planning, Budget and Finance.
■
INGLEWOOD WARD
Cr T J Tyzack, 23 Wordsworth Avenue, Yokine 6060,
Tel: 9444 5381, Fax: 9242 1279, Mob: 0419 045 980.
Term ends: 2001. Committees: Town Planning and
Statutory Services; Policy, Corporate Planning,
Budget and Finance.
Cr R J Daniel, 43 Sexton Road, Inglewood 6052. Tel:
9271 5242, Fax: 9272 7323. Term ends 2003.
Committees: Technical Services; House.
■
LAWLEY WARD
Cr T W Clarey, 38 Melrose Crescent, Mount Lawley
6050, Tel: 9370 2588, Fax: 9370 3896. Term ends
2003. Committees: Town Planning and Statutory
Services; Policy, Corporate Planning, Budget and
Finance.
Cr R M Willox JP, 9 Dene Street, Mount Lawley 6050.
Tel: 9271 7332, Fax: 9370 5671, Mob: 0419 249 288.
Term ends 2001. Committees: Technical Services;
Policy, Corporate Planning, Budget and Finance.
■
OSBORNE WARD
Cr A A Spagnolo JP, 21 Coatelan Drive, Stirling 6021,
Tel: 9344 2085, Fax: 9344 2739, Mob: 0419 043 174.
Term ends 2003. Committees: Town Planning and
Statutory Services; House.
Cr D C Vallelonga JP (Mayor), 8 Udall Place, Gwelup
6018. Tel: 9446 9363, Fax: 9445 3132, Mob: 0417 992
272. Term ends 2001. Committees: Technical
Services; Town Planning and Statutory Services;
Policy, Corporate Planning, Budget and Finance; House.
■
SCARBOROUGH WARD
Cr J M Camilleri OAM JP, 21 Birchwood Avenue, Woodlands 6018.
Tel: 9446 3201, Fax: 9445 3406. Term ends 2001. Committees:
Technical Services; House.
Cr B R Ham, 113 Rosewood Avenue, Woodlands 6018.
Tel: 9446 1488, Fax: 9244 7046, Mob: 0417 915 772. Term ends
2003. Committees: Town Planning and Statutory Services; Policy,
Corporate Planning, Budget and Finance.
■
COASTAL WARD
Cr W M Stewart, 60 Elsie Street, Waterman 6020.
Tel: 9448 6080, Fax: 9448 6097. Term ends 2003. Committees:
Technical Services; House.
Cr E Martin, 3a Hale Street, Waterman 6020.
Tel: 9243 1370, Fax: 9243 1370, Mob: 0419 047 126. Term ends
2001. Committees: Town Planning and Statutory Services.
COASTAL
6
Cr Bill
Stewart
Cr Eion
Martin
Cr Peter Rose
Cr Joe Camilleri OAM
HAMERSLEY
SCARBOROUGH
Cr John Italiano
Cr Brian Ham

BALGA
INGLEWOOD
Cr June Copley
Deputy Mayor
Cr David Boothman
Cr Terry Tyzack
Cr Bob Daniel
LAWLEY
Cr Trevor Clarey
OSBORNE
Cr Tony Vallelonga
Mayor
Cr Adam Spagnolo
Cr Rod Willox
7

Community Development
Leisure Services
An ever-popular
favourite,
the Inglewood
Swimming
Pool is to
undergo a $7.5
million refurbishment.
OBJECTIVES OF THE DEPARTMENT:
To plan, manage, coordinate and promote the
provision of quality, safe, recreation facilities,
services and resources in the City so that
residents and visitors can participate in a range
of leisure activities which will enhance their
quality of life.
MAJOR HIGHLIGHTS:
• Adoption of plans for the
redevelopment of Inglewood
Aquatic Centre
• Completion of the Regional
Recreation Facilities
Strategy Plan for the
North Metropolitan
Regional Recreation
Advisory Committee
• Completion of
Business Plans for
Community and
Recreation Centre
• Major
improvements in
utilisation of Yokine
and Karrinyup
Community Centres
• Appointment of a
new manager at Herb
Graham Recreation Centre
• Review of Child Services to
improve efficiency and
effectiveness
• Highly successful events program
including the Sunset Jazz concerts, with the
Jazz Divas being the undoubted showpiece in
Civic Gardens
The areas of Community Arts and Festivals
have been expanding over the last few years. It
is an exciting component of the City’s Leisure
Services Department consisting of several
budget areas and subsidiary projects including:
• Community arts
• Pageants, fairs and carnivals
• Programs in the park
• Naming reserves (subsidiary project)
• Playgrounds (subsidiary project)
The overall vision of Leisure Services Special
Projects is:
“To provide programs, one-off events, financial
assistance and professional advice to
community groups, individuals and
organisations to encourage the promotion of
arts and culture within the City of Stirling”
The subsidiary projects aim to provide
excellence, safety and recognition within, and
for, the community.
Income is generated through sponsorship and
grants from Arts funding organisations such as
Healthway, the Lotteries Commission and Arts
WA and local businesses.
COMMUNITY ARTS
The Community Arts program offered a range
of activities and projects which provided an
opportunity for groups to display their artistic
skills and for the public to view and purchase
them. Activities included:
• Craft Extravaganza – Again a successful
event which secured in-kind sponsorship for
local art and craft outlets. The event also
played host for the 1998 International Scarf
Exchange.
• “You’re Never Too Old To Be Young” Expo –
Coordinated by several departments and
held at Scarborough Civic Centre, this expo
introduced the community to seniors
information and activity-based projects.
• Mural – This project involved the application
of a mural on the top level of the Mount
Flora Regional Museum by a local artist.
Community artist
Richard Fry and
local students
worked together
to create works
of art at this
year’s
Multicultural
Family Festival.
8

Community Development
Leisure Services
• Community Centre art exhibitions – Jim
Satchell and Yokine Community Centres both
held art and craft exhibitions in which the
public was able to purchase and view local
works.
• City of Stirling Art Award – This acquisitive
art award showcased excellence in twodimensional
art at the Karrinyup Community
Centre.
PAGEANTS, FAIRS AND CARNIVALS
Community Fairs – Several community fairs
and festivals were held last year which were
predominantly free events to encourage the
public to participate and generate a sense of
community. The events included:
• Stirling Multicultural Family Festival
• Seniors Music Workshops
• Swingtime in the Park
• Daybreak 6000
• Sunset Jazz Concert Series
• Viva Latina, Scarborough Civic Centre
• Carine Community Fair
• Awesome Children’s Festival
• Intergenerational Walks
• Skate Fest
• Balga Pool Open Day
Carols by Candlelight events – Three were held
across the City ranging in size and duration.
These included:
• Christmas at Scarborough
• Carols by Candlelight at Scarborough Senior
High School
• Balga Family Celebration
PROGRAMS IN THE PARK
Participark proved successful in 1999, enabling
young people in the City to visit their local park
and enjoy free activities and entertainment.
After a review of this program it has been
agreed that Participark not be held in future
years and the Budget be deleted.
NAMING OF RESERVES
There were few naming requests this financial
year. Two requests were approved for tree
planting ceremonies in honour of local people
at Waterman Beach and Booker/Morley
Reserve, Dianella. The cost of these was met
by the family.
PLAYGROUNDS
A number of playgrounds were upgraded as
the fifth year of the City’s upgrading schedule.
This saw the completion of all regional
playgrounds and a number of major
playgrounds within each Ward. Art will be
incorporated into the regional playgrounds in
the next three to seven years, depending
on budget.
The following systems have been developed
throughout the year to improve procedures:
• Preparation of a yearly plan for Arts and
Festivals for 1999/2000 to assist with budget
preparation.
• Development of an Arts Working Group to
improve coordination between departments,
including a review of existing projects.
• Hire of Banner Poles Policy, guidelines and
fee schedule.
• Deletion of Activity H607 Programs in the
Park. As a result of the review of Arts and
Festivals by the Arts Working Group it was
agreed that Participark was to be deleted
from the program of activities, hence
enabling this activity to be deleted.
• Handing over of Youth Activity H609 to the
Youth Officer.
Major projects to be undertaken during the
1999/2000 financial year include:
• Expanding and improving on all events and
projects within the two budget areas;
Community Arts and Pageants, Fairs and
Carnivals, based on evaluations and
community/coordinator feedback.
• Development of sponsorship kits.
• Application for
outside funding
based on a
joint
submission.
The You’re Never
Too Old To Be
Young Seniors
Expo allowed
seniors to discover
new information
and a range of pursuits.
A dog wash service
on Stirling’s
beaches proved to
be highly popular.
9

Community Development
Community Services
High energy
Skate Fests
helped to
bridge the
gap between
young people
and the City
of Stirling.
OBJECTIVES OF THE DEPARTMENT
To provide a range of community services for
residents of the City of Stirling and to work in
conjunction with other City departments,
Federal, State and non-government
organisations to ensure the most efficient use
of resources by:
• Efficient management of a range of
community services for residents of the City
of Stirling.
• Maintaining buildings under the control of
the Community Services Department in
good repair.
• Maximising Government grant funding for all
departmental programs.
• Undertaking new initiatives to develop the
range of community services offered to
residents.
• Recognising the importance of our
Personnel.
MAJOR HIGHLIGHTS
• Funding Contracts
specifications have been
met and exceeded for both
output and outcome criteria.
• A grant for $52,054 has
been obtained from the
Lotteries Commission for
equipping the new
Diversional (Day) Centre at
11 Lemana Court,
Nollamara.
• The Osborne Community
Centre project has been
progressed to the point
where construction will
begin soon.
• A highly successful Seniors
Expo was held over two days which
attracted 8,000 visitors and was
supported by a wide variety of service
providers, both public and
private/commercial.
• Staff have been active in significant working
committees developing Home and
Community Care Program Policies for the
future.
• The Younger Disabled Clients of the
Diversional Services Program held several
concerts for family and friends over the year.
This new initiative was enjoyed by the
participants and very much appreciated by
their audiences.
• The City of Stirling Youth Advisory
Committee has been formed which will
provide an effective link between Council
and younger residents of the City.
MAJOR ITEMS OF EXPENDITURE
AND/OR EXPECTED OUTCOME:
• Building of new Diversional (Day) Centre
at 11 Lemana Court, Nollamara. This
project will enable the program to provide
services with easy access for clients of the
area. HACC has provided $250,000 towards
building costs and the Lotteries Commission
$52,054 to equip the centre. The City has
allocated $70,000 towards the total cost.
• Commencement of the building of a new
Community Centre to replace Osborne
Autumn Centre. This will enable a wider
variety of programs to be offered to aged
and general residents of the area and is to
be developed in conjunction with the new
Osborne Library. The facility at a total cost
of $5.26 million will be substantially
completed this financial year. A grant
application towards the costs of the
Community Centre component has been
submitted to the Lotteries Commission.
• Provision of a Food Services Facility.
Approximately $300,000 will be required to
convert an existing kitchen or other building
to replace the current facility which is to be
demolished.
• New Proposal for Corporate Action Plans.
- Autumn Centre evaluation of future trends
and requirements of older residents of the
City of Stirling.
- Aged and disabled transport review in
conjunction with HACC Pilot Transport
Brokerage project.
- Development of skateboard facilities at
Balga and Scarborough.
DIFFICULTIES/CHALLENGES AND
PROPOSED SOLUTIONS
Challenges continue to be faced due to the
“commercialisation” of many community
services, the competitive tendering
environment and “user pays” pressure from
State and Federal Governments.
Autonomy and the ability to act quickly must
be enabled within the Local Government
system if we are to compete fairly and
favourably in the new environment.
CONTINUOUS IMPROVEMENT
INITIATIVES
Staff are fully involved in the Local Area
Workplace Agreement training. This will result
in a clearer understanding of the scope of
services and the most efficient and effective
ways to deliver these services.
OTHER INFORMATION
Community Services Department staff are
enthusiastic and motivated and are influential
in spheres where future trends are discussed
and directed.
10

Community Development
Building
OBJECTIVES OF THE DEPARTMENT
To provide a Building Control Service for the City
of Stirling.
MAJOR HIGHLIGHTS
Record level of construction activity in excess of
$250 million
MAJOR ITEMS OF EXPENDITURE
AND/OR EXPECTED OUTCOME:
Major item of expenditure – salaries
DIFFICULTIES/CHALLENGES
ENCOUNTERED - PROPOSED
SOLUTIONS:
High levels of building activity resulting in staff
shortages.
CONTINUOUS IMPROVEMENT
INITIATIVES;
Improved quality control through the
assessment process
SWIMMING POOLS
The State Government promulgated legislation
under Section 245A of the Local Government
Act on January 11, 1991 requiring all local
authorities to inspect every private swimming
pool within their municipal district at least once
before July 1, 1992 and then periodically at least
once in every four-year period.
Prior to the introduction of the State
Government Legislation in Western Australia 10
deaths occurred in 1988 of children aged 0 to 4
years, five deaths in 1989 and eight more deaths
in 1990 prompting the government to amend the
Private Swimming Pool Fencing Legislation.
Statistics indicated that after implementation
and completion of the first round of private
swimming pool inspections, infant deaths in
private swimming pools reduced to only one in
1993 and three in 1994.
In the year July 1, 1998 to June 30, 1999, two
deaths occurred within the City of Stirling, the
first being an elderly gentleman and the second,
a four-year-old boy. Both cases were the subject
of a coronial investigation. Pool security was not
considered to be a contributing factor in either
of the deaths.
Two rounds of the Private Swimming Pool
Inspection Program have been completed with
the third and current round under way. This
round is scheduled to be completed on or
before June 30, 2000 and within statutory
requirements.
The third round of the Private Swimming Pool
Inspection program began on July 1, 1997 and
is due for completion by June 30, 2000.
Number of pools estimated at
commencement of the third round
of the Inspection Program 7,771
Number of new pool applications
processed 204
Number of pools removed or cancelled
(July 1, 1998 to June 30, 1999) 76
Total number of pools inspected to
June 30, 1999 5,041
Generally, problems related to the improper
maintenance of self-closing gates and difficulty
of gaining access to some properties.
A small number of owners required repeated
visits to ensure remedial works were undertaken.
For the first time, pool owners received a Pool
Inspection Levy of $10 included on their rates
notice. This fee will be charged each year over
the four-year inspection period to cover the full
cost of the inspection of $40.
This billing method has significantly reduced the
The construction
of Innaloo
Central Shopping
Centre saw
shops being
leased in record
time, continuing
Stirling’s
phenomenal
growth.
11

Community Development
Building
This represents the highest value of construction
in any single year recorded in the City’s history.
This year’s construction activity is also greater
than the building booms of 1989 and 1994.
Construction values for previous years have
been indexed to represent equivalent
construction values.
The result is even more remarkable given that
construction activity for Maylands was excluded
from this year’s figures.
The total value of building construction activity
within the City over the past five years has been
in excess of $1.1 billion.
More than 450
demolitions
were
approved in
Stirling in the
past year.
impact and opposition by pool owners and
allows them to better budget for the reduced
yearly levy rather than pay the full fee of $40
upfront as previously required.
The third round of the Private Swimming Pool
Inspection Program is presently marginally
ahead of target.
A schedule has been implemented and is
monitored regularly to ensure this program will
be effectively completed on or before June 30,
2000 in compliance with Section 245a of the
Local Government (Miscellaneous Provisions)
Act.
BUILDING
The City issued Building Licence approvals for
construction work with an estimated
construction value of $256 million – this is a
14.7% growth on last year and 24.1% on
1996/97.
While the economic climate is strong and
complemented by low interest rates, the
construction industry continues to be buoyant.
Many industry analysts are unsure as to what
impact the GST may have on the industry. Given
the cyclic nature of the industry, a downturn is
more likely than not in the medium term.
Construction activity in the City of Stirling is
somewhat unique when compared with other
expanding local authorities in WA.
Stirling’s close proximity to central Perth and the
average age of building stock, makes it ripe for
redevelopment. As a result, demand is high and
any industry downturn in the future is less likely
to have as great an impact on Stirling.
The City of Stirling issues more demolition
approvals than any other local authority in WA,
which is indicative of the standard
redevelopment profile. There were 463
demolitions in 1998/99.
SWIMMING POOL INSPECTIONS
6000
5000
4000
3000
2000
1000
0
Sep-97
Oct-97
Nov-97
Dec-97
Jan-98
Feb-98
Mar-98
Apr-98
May-98
Jun-98
Jul-98
Aug-98
Sep-98
Oct-98
Nov-98
Dec-98
Jan-99
Feb-99
Mar-99
Apr-99
May-99
Jun-99
Jul-99
12

Community Development
Building
CONSTRUCTION VALUES 1989 - 1999
300,000,000
250,000,000
Actual
200,000,000
150,000,000
100,000,000
50,000,000
Indexed to
current
building costs
Average
0
89/90 90/91 91/92 92/93 93/94 94/95 95/96 96/97 97/98 98/99
OBJECTIVES OF THE DEPARTMENT:
To plan facilities, regulate land use consistent
with identified needs, community expectations
and environmental considerations.
MAJOR HIGHLIGHTS:
• Ideas Competition for Scarborough Environs
Area Strategy.
• Design Layout Plan and Implementation
Strategy for Main Street Plaza Precinct.
• Partnership development of WA-based
computerised development approvals and
workflow system.
• Major progress in the implementation of
Town Planning Scheme No. 38.
• Production of Advertising Signs User
Manual.
• Completion of two land use studies
(Scarborough Beach Road and Main Street).
• Facilitation of the New North Project.
• Heritage Areas Study and Glendalough
Urban Design Station Study.
MAJOR ITEMS OF EXPENDITURE
AND/OR EXPECTED OUTCOME:
• District Planning Scheme Review.
Outcome: Major rewrite of scheme format to
include greater strategic direction.
This project is expected to take
longer than one year.
Planning
13
• Right Of Way Management Strategy
Outcome: Adoption of Management
Principles and Implementation
Program.
• Heritage Precincts & Municipal Inventory
Review
Outcome: Provide the City with
management tools to protect its
Heritage.
• TP38 Implementation
Outcome: Further progress implementation
(including opening of Ellen Stirling
Boulevard, subdivision of Precinct
4).
• Scarborough and Environs Area Strategy
(SEAS) Project
Outcome: Preparation and adoption of a
shared vision and Implementation
Strategy for Scarborough Beach
Precinct.
• Glendalough Station Precinct Study
Outcome: Adoption of an Urban Design
Study (incorporating development
standards and streetscape
enhancements) and preparation of
an Implementation Strategy.
• Local Agenda 21
Outcome: Reach agreement on a Local
Agenda 21 for the City of Stirling.

Community Development
Planning
Planning
continues
apace for
Stirling with
many projects,
studies and
strategies
under way.
• Flora Terrace Precinct Study
Outcome: Implementation of Study findings
(potentially including works on
private land).
• Computerised Development Approvals
System (APPROVE)
Outcome: Improved accountability/workflow
• Civic Precinct Study
Outcome: Enable redevelopment of the
Depot Site, progress relocation of
the City’s Administration Centre.
NEW PROPOSALS FOR
CORPORATE PLAN
ACTION PLANS:
• District Planning Scheme
Review.
• Comprehensive review
development control policies.
• ROW Management Strategy.
• Osborne Park Industrial
Strategy.
• Mirrabooka Regional Centre Strategy.
• Municipal Heritage Inventory Review.
• Local Agenda 21.
• Scarborough Environs Area Strategy.
• Local Commercial Centres Study.
DIFFICULTIES/CHALLENGES
ENCOUNTERED AND PROPOSED
SOLUTIONS:
CONTINUOUS IMPROVEMENT
INITIATIVES
• In conjunction with the new Development
Approvals System, develop monitoring
framework for the identified Performance
Indicators.
• Recognise and retain current staffing level
at public counter.
• Review the function and composition of the
Development Review Group.
• Continued implementation of the adopted
Strategic Development Assessment Plan.
• Ongoing consultation with Executive
Management and Councillors on major
projects.
• Facilitation of community reference groups
for major projects.
• Ongoing training/opportunities for improved
staff skills and multiskilling.
• Increase usage of GIS/GeoQ databases
and availability of information via the
Internet.
High pressure working environment and the
inability to attract experienced staff have had
a marked impact on staff morale/productivity.
The proposed solutions and initiatives will
require commitment and time to reverse this
impact.
The Takari
Primary School
benefited from a
Stirling sponsored
resources kit to
encourage local
learning.
• Increased involvement of stakeholder
groups in planning process/projects -
improve consultation processes and
negotiation.
• The consistent application of council
discretion relative to variations of
development standards - review,
simplify and clarify Policies (including
delegation of authority).
• High volume of Staff changes,
extended periods of staff shortages -
review methods of attracting and
retaining suitable staff with Human
Resources.
• High volume of applications received
and time taken for approvals - monitor
and develop agreed benchmarks and
seek improvements, implement
Approve system as matter of urgency.
• Accommodation for staff and
resources/files extremely limited -
review opportunities of redesign of
office lay-out in consultation with
interior designer.
14

Community Development
Health
OBJECTIVES OF THE DEPARTMENT:
To maintain and improve the health and well
being of the community.
MAJOR HIGHLIGHTS:
LOCAL HEALTH LAWS REVIEW
Work has begun on the complete re-write of
the City’s Local Health Laws. The style of the
legislation has been changed to a much
simplified plain English format supported by
more detailed policies and standards. It is
expected that the review will be substantially
complete by the conclusion of the 1999/2000
year.
ALCOHOL POLICY
The City’s Alcohol Policy was published and
launched in November, 1998 and has been
well received both by industry, clubs and
community groups since. The City receives
excellent co-operation from the Office of
Gaming and Liquor Licensing in its
implementation and the document has
generally proved to be very useful to people
making or modifying licensing applications.
CHILD HEALTH SERVICES
A review of the City’s Child Health Centres and
operating arrangements were undertaken by
Jo Stanton Consultancy during the latter part
of 1998. This study was jointly undertaken by
the City and the North Metropolitan Health
Service. The report found that the community
placed significant value on this service and
supported its continuation and improvement.
The purpose of the study was to determine if
the relationships between bather numbers and
tidal exchange created adverse conditions.
The overall results of the study revealed that
water quality standards along this section of
coast do meet these standards during
summertime conditions.
HEALTH PROMOTION
The Senior’s Expo was one of the City’s
promotional highlights of the year. The Expo
was held at the Scarborough Community
Centre and focussed on the needs of the
elderly in maintaining quality of life by exploring
the theme “You’re Never too Old to be Young”.
FOOD HYGIENE AND QUALITY
A total of 2,295 inspections were carried out of
the 680 food premises within the City.
Council’s Environmental Health Officers
achieved approximately
97% of the scheduled
inspection target during the
year.
The 57 food manufacturing
premises were inspected
regularly throughout the
year and those with
The You’re Never Too Old To
Be Young Seniors Expo saw
many get hooked on the
Internet.
COMMUNITY NOISE CONTROL
The City’s Health Department handles up to
200 complaints of community noise each year.
In an endeavour to improve customer service
and responsiveness a new system for handling
noise complaints was introduced. The system
was developed from data-base software and
incorporates both an action and history trail
together with reporting facilities.
CHALLENGES:
SMOKING LEGISLATION
New legislation was introduced in March to
restrict smoking in enclosed public places.
This involves a wide range of public areas
including restaurants, licensed premises,
recreation facilities and shopping centres.
Council’s Environmental Health Officers will be
involved in ensuring that the requirements of
this legislation are smoothly implemented over
the ensuing 12 months.
COASTAL WATER QUALITY SURVEY
During the period January to April, 1999, a
Water Quality Study was undertaken in the bay
beaches between Trigg Island and Waterman.
One of the
expo’s aims
was for
seniors to
take an
active role in
their physical,
mental
and social
well-being.
Expo participants had a
chance to win prizes,
such as a South-West
getaway, encouraging
them to live life to the
full.
15

Community Development
Health
A water quality
study found
national guidelines
were met
for recreational
waters along
Stirling’s coast.
established food safety plans were audited.
Twenty-nine of the food manufacturers now
have established food safety plans (Quality
Assurance Programs) in place and operating.
A survey was undertaken during the year to
examine pesticide residues in locally-grown
produce. Although there are just 11 growers
left in the district, a wide range of produce is
still grown. Of 20 produce samples submitted
for analysis none was shown to exceed the
maximum residue levels permitted under the
current legislation.
CARAVAN PARKS
A full compliance survey was undertaken of all
three caravan parks within the City to
determine their conformity with the Caravan’s
& Camping Ground Act. This was a complex
and detailed task involving officers from the
City’s Health, Building and Planning
Departments.
AEROBIC TREATMENT UNITS
Aerobic Treatment Units have been utilised for
residential development since 1992. These
systems differ from conventional septic
systems in that they involve mechanical
equipment and the treated effluent is disposed
of above-ground on garden areas. This year
the City undertook an audit of established
systems to determine their continuing
compliance with installation and operating
guidelines.
NEW PROPOSALS:
DISASTER RECOVERY PLAN
It has been recognised that the City’s current
Emergency Response Plan does not include
an adequate recovery strategy. An interdepartmental
approach will be taken to
developing an appropriate Recovery Plan and
this will include an environmental health
component.
HEALTH PROMOTION
Childhood drownings continue to be
associated with private pool ownership and
the presence of pre-school aged children.
Subject to availability of funding, a CPR
Training Program has been proposed for
private pool owners for the coming summer.
The program concept is to deliver CPR
instruction within a domestic environment to
small groups of parents and pool owners.
PEST CONTROL
The City will continue its program of mosquito
monitoring in local wetlands and freshwater
lakes and will also participate in the
development of a Local Authorities control
group so as to better integrate monitoring and
control strategies in the northern sububs.
IMMUNISATION
The City’s Immunisation Section will undertake
a Customer Survey of the 63 primary schools
it services with the objective of making its
schools program more efficient and better
focussed.
Opportunistic immunisation has been found to
be an effective way of keeping adult
immunisation up-to-date. It is planned to hold
at least one adult immunisation clinic at one of
the major regional shopping centres in the year
during late night shopping.
FOOD HYGIENE AND SAFETY
Several initiatives are planned for the coming
year, including a survey on bulk food quality
including handling facilities and equipment,
participation in the 1999/2000 Food Monitoring
(Health Department of WA), the development
of a data-base for food complaints and a
whole of centre promotion for the FoodSafe
Food Handler Safety Program.
16

Works
Engineering Operations
OBJECTIVES OF THE DEPARTMENT:
To construct and maintain facilities and
services within the road reserve which
provides safety, ease of access and improve
the amenity of the locality.
MAJOR HIGHLIGHTS:
Completion of:
• Reconstruction of Royal Street between
Flinders Street and Wanneroo Road.
• Traffic management projects in the
Inglewood Ward.
• Road upgrading and resurfacing of:
- Rosewood Avenue, between Pearson and
Sydenham Streets
- Odin Road, between Scarborough Beach
Road and Cedric Street
• Traffic management projects in the Yokine
Ward.
for 1999/2000 in line with other
departments.
• Development of strategy for replacing
existing/new bus shelters with a more
modern and aesthetic design is complete.
Contract has been let.
MAJOR ITEMS OF EXPENDITURE
AND/OR EXPECTED OUTCOME:
• Complete $6.7 million worth of road
resurfacing works.
• Complete $1.7 million worth of path
reconstruction work upgrading from slab
paths to insitu concrete. This should
complete the City’s five-year program of
replacing all slab paths.
• Commencement of Precinct work on Main
Street, between Hutton and Eldorado Streets.
Far left: Night
work in
Stirling has
helped to
minimise traffic
disruption
and reduce
safety risks.
• Drainage system upgrade in Castle Road.
• Major drainage works in Barnes Road.
• Major drainage works in Dryandra Drive.
• Path reconstruction work upgrading from
slab paths to insitu concrete paths to value
of $1.84 million.
• Road resurfacing works to the value of $3.7
million.
Substantial completion of road upgrading and
resurfacing works in North Beach Road,
Balcatta Road to Marmion Avenue.
CORPORATE PLAN PERFORMANCE:
Progress during the year:
• Slab and bitumen paths to be replaced with
insitu paths or paving bricks by June 30,
2000 is 80% complete.
• Modelling of infrastructure assets
maintenance is 65% complete. This has
now been reassigned as a new Action Plan
Left: More
than $1.8 million
was
spent on
upgrading
slab paths to
concrete or
paving brick
paths.
17

Works
Engineering Operations
• Commencement of work associated with
retaining walls, on-street parking, dual-use
path and general streetscape on West
Coast Drive, north of Bailey Street.
• Complete major drainage system upgrade
in:
- Powell Street (Stage 2).
- Minilya Street.
• Complete construction of extension of
Dolomite Court to Pearson Street.
NEW PROPOSALS FOR CORPORATE
PLAN ACTION PLANS
The development of the new Strategic Plan
and consequent Corporate Plan have meant
the assignment of the following Action Plans:
• Drainage sumps beautification/upgrade.
• Engineering Operations Asset Management.
The City’s
enhancement
of streets and
verges has
beautified many
commercial
areas.
• Commencement of road upgrading,
resurfacing and car parking for the Main
Street Plaza, between Federal and Cape
Streets.
• Complete drainage works in Powell Street.
• Commence traffic management works in
the West Carine area.
• Complete major intersection modification
work at the corner of Hutton and Hector
Streets.
• Complete major road upgrading and
resurfacing of:
- Flinders Street from Wiluna to Cape
Street.
- Royal Street from Main Street East.
• Commencement of work by Main Roads
Western Australia on the Reid Highway
extension from the Mitchell Freeway to
Marmion Avenue.
DIFFICULTIES/CHALLENGES
ENCOUNTERED AND PROPOSED
SOLUTIONS
Capital Works Program
• Cancellation of major works in Hutton
Street ($1 million) and delays to Main
Street Precinct work meant scheduling
difficulties to overcome this work
shortfall.
• Some staff required to take leave to
overcome work shortage.
• Development of procedures to do work at
night to minimise affect on businesses.
• Design Department will seek tenders from
consultants to assist with their design
program.
Road Rehabilitation Program
• Appointed consultant to provide a
pavement management bureau service.
• Consultant has provided a program for
rehabilitation and maintenance of the
road pavement asset over the years 1999
to 2004 enabling the value of the asset to
improve by 5% and the network
maintained at 85% of its maximum value.
CONTINUOUS IMPROVEMENT
INITIATIVES
• Development of Customer Service Works
Request tracking system (Corporate
Projects assistance).
• Development of procedures,
competitiveness, benchmarks through the
DEBA training process.
Engineering Operations will move into a new
depot in Delawney Street, Balcatta in the
financial year 2000/2001, presently scheduled
for July, 2000.
18

Works
Engineering Design
OBJECTIVES OF THE DEPARTMENT:
• To improve facilities and services within the
road reserve which promotes safety, ease
of access and improve the amenity of the
locality.
• To carry out engineering design work in a
professional, efficient and cost-effective
manner.
MAJOR HIGHLIGHTS:
Design of major road
construction/reconstruction projects
including:
• Main Street Precinct, Stage 1 $0.95m.
• Rosewood Avenue, Pearson Street to
Queenscliffe Road $0.48m.
• Odin Road, Cedric Street to Scarborough
Beach Road $0.45m.
• Wiluna Street, Wanneroo Road to Nangar
Street $0.23m.
• Royal Street, Wanneroo Road to Flinders
Street $0.25m.
• North Beach Road, Balcatta Road to
Marmion Ave $0.36m.
• Main Street Plaza, Cape Street to Federal
Street $0.95m.
Design of Traffic Management Projects
including:
• Coolbinia Primary School, major
parking/pedestrian and traffic safety
improvements $0.08m.
• Hamer Parade, parking and traffic safety
works $0.12m.
Design of Major Regional Drainage
Schemes including:
• Castle Road, Woodlands $0.24m.
• Powell Street, Osborne
Park $0.15m.
Greening initiatives including:
• Dianella Industrial
Precinct Works.
• Street landscaping and roundabout
landscape upgrading.
• Stirling Civic Gardens car park.
• Trigg car parks Stage 2.
• Corporate Entry Statements.
• Infrastructure planning for State
Underground Power Project for Woodlands
and Doubleview.
MAJOR ITEMS OF EXPENDITURE
AND/OR EXPECTED OUTCOME:
• Design and implementation of
Menora/Mount Lawley, West Carine and
Yokine Local Area Traffic Management
studies $0.3m.
• Design for upgrading of Flinders Street
between Wiluna Street and Cape Street for
four lanes with median $0.7m.
• Design works for Royal Street, east of Main
Street additional lanes for turning
movements $0.3m.
• Stage 4 works for major upgrading for
Coastal Promenade path for West Coast
Drive northwards from Bailey Street
$0.35m.
• Stage 3 Local Bicycle Routes in
conjunction with Bikewest for safe bike
routes away from major roads $0.05m.
• Major drainage design works to overcome
flooding in Minilya Street, Innaloo and
Powell Street, Joondanna $0.4m.
• Urban design and streetscape
enhancement works for commercial centres
as a Citywide project $0.12m.
• Major refurbishment for Flora Terrace
Shopping Precinct $0.33m.
• Road construction works to link Dolomite
Court, Churchlands with Pearson Street
$0.3m.
Facilities and services
within the road reserve
continue to be improved
by Engineering Design.
19

Engineering Design
Works
City Building
NEW PROPOSALS FOR CORPORATE
PLAN ACTION PLANS:
• Development of Policy on Traffic
Management to identify criteria and
strategies for situations where improvement
measures are warranted.
• Development of bus shelter installation
guidelines to operate in conjunction with all
new replacement shelter installations to be
undertaken.
DIFFICULTIES/CHALLENGES
ENCOUNTERED AND PROPOSED
SOLUTIONS:
• Striving to maintain the high level of
commitment for public consultation on all
projects prior to the design and
construction period in accordance with our
Customer Service Charter.
• Successful completion of trial closure of
Everingham Street, Carine as planning for
Reid Highway extension.
CONTINUOUS IMPROVEMENT
INITIATIVES:
• To review soakwell standards criteria for
unit developments with on site storage and
develop water sensitive design options for
those sites.
• Office-based design target and design
costing system monitors progress on all
projects from time sheet data.
• Comprehensive review of corporate
subdivisional design criteria.
• Review to update traffic management plan
undertaken.
• Further enhancement of engineering
drawing standards for design and
construction requirements.
• Investigation for Federal Office of Road
Safety Black Spot intersection safety
improvements.
• Development of term consultancy
framework to increase design lead times to
construction and ability to meet
performance demands for additional works.
• Active role in safety audit teams for Stage
three and five audits with Main Roads WA
consultants and other local authorities.
• On-going training for staff for specialised
technical design software.
• Improved pavement management data from
computer program “Roman” with input data
from specialist consultants pavement
analysis.
• Further development and tuning of asset
management software system on behalf of
the Works Division.
OBJECTIVES OF THE DEPARTMENT
To manage the design, development and
construction of the City’s Capital Works
Building Program and to maintain the City’s
building assets.
MAJOR HIGHLIGHTS
Completion of the following:
Construction of:
• Dianella Library - Alterations and additions
to existing library.
• Nollamara Autumn Centre - New front entry
porch.
• West Stirling Baseball Club - New storage
facility.
• Balga Cricket Club - Alterations and
additions to existing facilities.
• Innaloo Sports Club - Refurbishment of
existing toilets.
• Scarborough Cricket Club - Alterations and
additions.
• Balcatta Transfer Station - New gate house
and paint collection/ disposal facility.
• Tee Ball Association of WA - Alterations and
additions to existing facilities.
Design, Development and Documentation:
• Mount Lawley Bowling Club - Refurbishment
and upgrading of existing bowling club.
• East Stirling Day centre - new centre.
Major Maintenance Works:
• Jim Satchell Recreation Centre - Kitchen
refurbishment.
• Yokine Community Recreation Centre -
Replacement of kitchen cupboards.
• Scarborough Civic Centre - Repaint covered
walkways.
• Scarborough Surf Life Saving Club -
Refurbishment of covered walkway and
replacement of aluminium doors/windows.
• Hamersley Public Golf Course - Repainting
of main buildings.
• Repainting of exteriors of major sporting
clubs on reserves.
Re-Roofing Program:
• Amelia Heights Scout Hall.
• Hancock Street Guide Hall.
• Nollamara Scout Hall.
• Glendale Pre-school.
CORPORATE PLAN PERFORMANCE
Completion of the following action plans:
• City Buildings Asset Management and
Maintenance Plan.
• Installation of Residual Current Devices into
all City buildings to comply with Worksafe
regulations.
20

Works
City Building
The Inglewood
Swimming
Pool, first built
in 1966, will get
a new lease of
life, thanks to
the City of
Stirling — and
many other
new building
projects have
the green light,
such as the
Osborne Park
Library and
Community
Centre.
• Replacement of majority of old gas hot
water systems within buildings with new
systems to comply with Alinta Gas
regulations.
• City Buildings re-keying program Stage 5.
MAJOR ITEMS OF EXPENDITURE AND
EXPECTED OUTCOMES
Completion of the following:
Construction of:
• Mount Lawley Bowling Club.
• East Stirling Day Centre.
• Henderson Resource Centre - New
community resource centre.
• Trigg Beach Facility - New
toilets and changerooms.
• North Beach Soccer
Club - toilets and
changerooms.
• Balcatta Cricket
Club - Alterations
and additions to
existing facilities.
Design,
Development And
Documentation:
• City of Stirling Works
and Services Depot - New
depot.
• Inglewood Aquatic Centre -
Refurbishment and upgrading of
existing aquatic centre.
• Osborne Park Library and Community
Centre - Redevelopment of existing Library
and Autumn Centre.
• Dryandra Community Centre - Alterations,
additions and upgrading of existing
community centre.
Progress of the following:
Construction in progress:
• City of Stirling Works and Services Depot.
• Inglewood Aquatic Centre.
• Osborne Park Library and Community
Centre.
• Dryandra Community Centre.
Design, Development and Documentation:
• City of Stirling - New Administration and
Civic Centre.
• Wembley Downs Tennis Club -
Refurbishment and upgrading of existing
facilities.
• Stirling Panthers Soccer Club -
Refurbishment and upgrading of
existing facilities.
Major City Building Maintenance
Works:
• Dianella Library -
Upgrade
airconditioning and
building signage.
• North Beach
Jetty -
Replacement of
handrails and
decking.
• Coastal toilets and
changerooms -
Refurbish and upgrade
high priority facilities.
• City of Stirling Building and
Health Departments - Upgrade
customer service counters.
• Dianella Autumn Centre House - Refurbish
and upgrade existing facilities.
Re-Roofing of City Buildings Program:
• Jim Satchell Recreation Centre
• Nollamara Gym
• Nollamara Scout Hall
• Nollamara Bowling Club
• North Beach Bowling Club
21

Works
Waste Management
OBJECTIVES OF THE DEPARTMENT
• To provide an effective and efficient waste
collection service for residential and
commercial properties. To divert a
significant percentage of waste from landfill
subject to financial constraints and to
dispose of waste in an environmentally safe
manner.
• To provide a beach and public toilet cleaning
service that maintains the beaches and
toilets in a clean and safe condition and to
provide and service litter bins on roads and
reserves.
MAJOR HIGHLIGHTS
• Scheduled collections undertaken within
specified timeframes 99.9 per cent of the
time with missed services collected within
24 hours of being notified 99.99 per cent of
the time.
• Major revision of collection rounds following
the transfer of Maylands without interruption
in service resulting in a reduction in the
number of administrative staff and the
number of trucks required to undertake
collections.
• Replacement of waste compactors to ensure
improved availability and improved service.
• Implemented seasonal verge pick-up
program with greenwaste collections
scheduled when most required during spring
and autumn.
replacement
program with
additional
front lift truck
and rear
compactors
for verge
collections
replacing
open tippers.
• Stage Two of
street litter bin
replacement
program (250 street litter bins) and
Stage One reserve litter bins (237 bins)
replacement program.
DIFFICULTIES/CHALLENGES
• The secondary treatment of 62,500 tonnes
of waste from residential households has
been suspended pending tests being
undertaken to satisfy the Department of
Environmental Protection’s licence
conditions. Currently all waste is being
taken to landfill putting pressure on the
Mindarie Regional Council site at Tamala
Park and stalling recycling initiatives which
need to be implemented to meet Council’s
diversion of waste targets.
• The reduction in the number of Class Two
landfill sites in the metropolitan area and
increasing haul distances will result in
substantial cost increases and sustainable
solutions need to be found.
• The greenwaste recycling program has
resulted in more than 20,000 cubic metres of
mulch being produced and a long-term use
for this material needs to be developed.
CONTINUOUS IMPROVEMENT
INITIATIVES
• Ongoing analysis of existing processes and
procedures is occurring with measures
introduced to improve plant utilisation and
reduce operational costs. Benchmarking
with others in the industry and with the
private sector.
Many of
Stirling’s open
steel bins
were replaced
with moulded
plastic bins,
helping to
improve waste
management.
Stirling’s innovative
waste
management
strategy scored
the City a top
award.
• Implemented Stage One of street litter bin
replacement program with 120 litre lidded
moulded plastic bins replacing the 60 litre
open steel cans.
• Revision of toilet cleaning procedures and
cleaning rounds with a substantial
improvement in the overall level of
cleanliness.
YEAR’S FORECAST
• Expansion of bulk bin commercial
collections. Completion of waste compactor
NEW PROPOSALS
• Investigation into the costs of implementing
two greenwaste collections per year to each
household to reduce the quantity of
greenwaste being deposited in the domestic
waste bin.
• Investigation into subsidising the cost of
compost bins for households to enable
household organic waste to be converted
into compost.
• Development of calendars to advise
residents of bulk verge collection dates in
advance of pamphlet delivery.
22

Works
Parks and Reserves
OBJECTIVES OF THE DEPARTMENT
To provide with the spatial makeup of the City’s
Parks and Reserves, services and facilities to
accommodate the open air recreational
expectations of all members of the community.
To plan, develop and manage parks and
reserves associated with recreation facilities to
a standard and to satisfy individuals need for
recreation and leisure.
MAJOR HIGHLIGHTS
• Redevelopment of Copley Park, Mount
Lawley, to include a total revamp of the
reserve to include a new playground, seating
areas, paths and ramps and a new irrigation
system. The redesign and construction has
been carried out in-house in conjunction
with the Ward councillors.
• New irrigation system at Balga pool and
surrounds. This 4ha site included installation
of a new bore pump and cubicle.
• Ongoing median development including Hale
Road, Mirrabooka Avenue and entry
statements at West Coast Highway (North
and South).
• Ongoing playground development including
complementary landscaping of regional
playgrounds at Dianella ROS and Carine
ROS.
• Activity-based costing of the Maintenance
Budget, enabling the breakdown of budgets
and expenditure to sub-operation code level
to enable true financial and operational
analysis.
• Finalisation of the plans and funding
arrangements with the Lotteries Commission
for the construction of Henderson Resource
Centre, to be built during the 1999/2000
financial year.
• Completion of the firebreaks and track
consolidation at both Memory Place and
Cottonwood Crescent bushlands. The
newest
bushland areas
to be placed
under the
control of City
of Stirling
Parks
Department.
MAJOR ITEMS
OF
EXPENDITURE
AND/OR
EXPECTED
OUTCOME:
• $100,000 Balga
Pool - Irrigation
• $150,000 CIMS
- Irrigation Control System
• $526,499 Playgrounds (14) throughout the
city including three new Regional
Playgrounds at Dianella ROS, Carine ROS
and Brian Burke.
NEW PROPOSALS FOR CORPORATE
PLAN ACTION PLANS:
• Review of Ground Usage on Active
Reserves.
DIFFICULTIES/CHALLENGES
ENCOUNTERED AND PROPOSED
SOLUTIONS:
• Ever-increasing ground usage especially on
reserves used by junior sports groups. The
solution to this problem is to be determined
during the next financial year.
CONTINUOUS IMPROVEMENT
INITIATIVES:
• Review of the Parks Maintenance Budget,
which has been based on activity-based,
costings principals and currently consists of
over 6000 individual accounts. This enables
the department to review processes and
costings for operations section.
• Review and redefining department after
organisational change and amalgamation.
Extensive
street pruning
helped maintain
the overall
look of
Stirling’s
streets and
prevent problems
in stormy
weather.
Ongoing maintenance of
playgrounds and reserves
has ensured fun and leisure
activities remain at a premium.
23

Human Resources
OBJECTIVES OF THE DEPARTMENT:
To provide efficient and effective human
resource safety and industrial relations support
services in recognition of the fact that staff are
our most valuable resource.
MAJOR HIGHLIGHTS:
• 130 permanent new employees recruited.
• Over 100 students offered work experience.
• Customer Service Charters established for
each department and a Customer Service
Week held involving all staff at the City.
Customer Service training continued to be
conducted for all new employees.
• The City won 24 IFAP safety awards for the
year.
• Conducted a bi-annual job evaluation to
ensure that salaries were commensurate
with the market place.
• Implementation of a new HR/Payroll system
which is Year 2000 compliant, replacing a
system that was 18 years old. This included
the implementation of the Occupational
Health and Safety component.
• Worker’s Compensation claims reduced by
15% which resulted in the best result ever.
• Lost time injuries were reduced by 20%.
• All worker’s compensation claims prior to
June, 1997 have been finalised.
Stirling’s 1999
Employee of the
Year, Claire Evans
was recognised for
her commitment to
customer service.
MAJOR ITEMS OF EXPENDITURE
AND/OR EXPECTED INCOME:
• Training this year will concentrate on further
customer service training, safety, team
building, Internet and email training and
conflict resolution.
• In order to facilitate enterprise bargaining
negotiations, training will be provided to staff
to assist in improving the efficiency and
effectiveness of each department and
improve the overall competitiveness of the
City.
DIFFICULTIES/CHALLENGES
ENCOUNTERED AND PROPOSED
SOLUTIONS:
• A difficult challenge encountered was the
ability to identify and measure productivity
savings in order to provide a salary increase
to salaried staff. This year any new
Enterprise Bargaining Agreement must be
introduced with upfront productivity savings.
CONTINUOUS IMPROVEMENT
INITIATIVES:
• Following the introduction of the new
HR/Payroll system the City will implement
web kiosks to all managers and nominated
staff to enable restricted access to staff
records. This will considerably reduce the
number of queries currently received by
Human Resources and Payroll.
• The City will raise the profile of all safety
representatives throughout the City as part
of the ongoing reduction of
accidents/incidents throughout the
organisation. In addition, safety
representatives will be given the opportunity
to be involved in the construction of the new
Depot.
• In promoting the City of Stirling as the “City
of Choice” initiatives will be
implemented to promote the
City as a “preferred
employer”.
24

Finance and Corporate Services
OBJECTIVES OF THE
DEPARTMENT
Administer the provision of financial
services and reporting in accordance with
statutory and Council directives for the
benefit of the community and the
corporation.
Accounting Services
MAJOR HIGHLIGHTS
• Renumbering of approximately 80,000
rate files to match the Valuer-
General’s new Valuation Entity
Number (VEN).
• 97.58% of rates collected - only
marginally down on last year’s
97.63% best ever result.
• Three-yearly revaluation of the City’s
75,500 rateable assessments.
• Interfacing of the rates system with
Challenge Bank desk bank system
for greater efficiency in rate
payment processing and
reconciliation.
• Implemented the electronic
payment of PAYE and prescribed
tax to the Australian Taxation
Office.
• The stores direct entry processing
system became fully operational.
• The first stage of the implementation of an
integrated Human Resources and Payroll
System was completed in time to
commence payment of staff from July 1.
MAJOR ITEMS OF EXPENDITURE
AND/OR EXPECTED OUTCOME:
• Preparation for the introduction of a Goods
and Services Tax.
• Preparation to allocate Fringe Benefits to
employees and include on group certificates.
• Implement a system which permits the direct
entry of creditor data.
• Review all land exempt from rates to ensure
that revenue is received when appropriate.
• Review of land register to integrate with the
General Accounting System.
NEW PROPOSALS FOR CORPORATE
PLAN ACTION PLANS:
• Goods and Services Tax impact.
• Property system electronically available.
• Relocation of purchasing and stores to new
works depot.
Budget and rates highlights
were given in a mail-out from
Mayor Vallelonga, also giving
ratepayers the opportunity to
win prizes.
• Automate the allocation of Activity Based
Costing overheads
• Review of investment policy
DIFFICULTIES/CHALLENGES
ENCOUNTERED AND PROPOSED
SOLUTIONS:
• The allocation of activity-based costing
overheads is completed manually and is very
time consuming. It is proposed to
implement an electronic solution.
CONTINUOUS IMPROVEMENT
INITIATIVES:
• Data processing reconciliation.
• Creditors direct processing.
• Labour direct processing.
25

Finance and Corporate Services
OBJECTIVES OF THE DEPARTMENT:
To ensure the coordinated introduction and
application of Information Technology to
support the corporate objectives of the City.
MAJOR HIGHLIGHTS:
• Internet and Intranet facilities continue to
expand. Major enhancements included the
addition of the Dog Pound and Security
Services pages.
• A new Human Resources and Payroll system
installed.
• Libraries received more than 90 new PC’s
ready for their new system.
• Year 2000 compliance upgrades are well
underway.
• A new payment system was installed to
facilitate the underground power initiative
Information Technology
MAJOR ITEMS OF EXPENDITURE
AND/OR EXPECTED OUTCOME:
• Central Network and Server
Upgrades - $100,000: Analysis and
implementation of upgrades to ensure
adequate response times and the
integrity of corporate data.
• Central data server - $120,000: To
centralise data storage, improve file
access performance along with
increased backup and disaster
recovery options.
• Server and Desktop Operating
System upgrades - $150,000: To offer
a standard operating environment for
all users while improving security and
user functionality.
• Consultancy contracts - $142,500: To
provide technical expertise on
database administration and
development, Open VMS Operating
System, Internet Development and
Network Administration.
CONTINUOUS IMPROVEMENT
INITIATIVES;
• In order to be competitive and operate with
the minimum number of support staff,
Systems Management Software will be
implemented to simplify the rollout of new
software and any software upgrades also
improving helpdesk activities and hardware
inventory cataloguing.
Mayor Vallelonga and
Energy Minister Colin
Barnett signing an
agreement on the
State Underground
Power Project.
26

Finance and Corporate Services
Administrative Services
OBJECTIVES OF THE DEPARTMENT:
The Administrative Services Department has a
wide variety of responsibilities covering many
disciplines making management of the roles
and responsibilities a challenge. This can be
demonstrated through the following broad
nature of activities.
• Administrative Services - corporate support
and councillor services.
• Catering and functions - hospitality, food and
beverage.
• Cleaning - maintenance of clean working
environment on campus.
• Rangers Services - animal control, parking
control, off road vehicles, fire prevention,
litter control.
• Records - maintenance of corporate memory
resource.
• Security Services - promote and provide
enhanced community security in conjunction
with WA Police Service.
Each section has key objectives ranging from
statutory obligations to internal servicing of
corporate needs. Supervisors and staff have
worked diligently throughout the year to
ensure that these key objectives were
achieved successfully. Staff members within
the department recognise the value of team
work and the values of customer service.
This has contributed to the success of the
department in the last financial year
• The City of Stirling provided a service to
residents which enabled coatings to be
applied to private fences using resources
from the Stirling Area Graffiti Campaign.
• A new format was adopted to provide a
more personalised service to residents.
Stirling’s inaugural
Customer Service Week
was a resounding success.
MAJOR HIGHLIGHTS:
• A full complement of 18 security patrol
officers under the supervision of the
Security Services Administrator, began full
patrols of the City in December. As a
result of the introduction of the service a
number of perpetrators of petty crimes
have been successfully brought to task for
their actions.
• The Stirling Area Graffiti Taskforce began
work in November, 1997 as a joint initiative
with the State Government. In June, 1998,
80% of all graffiti had been removed “free of
charge” for residents and businesses, and by
June, 1999 it was estimated that the City
was 99% graffiti-free.
• Records Management continued to undergo
a shift to the electronic distribution of
documentation using state-of-the-art imaging
and workflow technology. Coupled with this
the section has had to grapple with the Y2K
issue and evaluate upgraded software.
• The City launched an initiative to publish the
details of the impounding register on the
City’s website. This enables the public to
view all dogs held in the pound. This
initiative has led to an increase in the return
and re-homing of dogs.
About 1000 people
each year attend
Stirling’s citizenship
ceremonies,
reflecting the City’s
ethnic diversity.
Eighteen security patrol
officers continue to keep a
check on crime in Stirling.
27

Finance and Corporate Services
Administrative Services
Stirling’s top
student
scholarships
rewarded
another 10
students,
recognising
community
involvement
as well as
academic
excellence.
Rangers have been assigned individual
areas and are responsible for day-to-day
duties within the particular area.
• 1300 telephone number initiated.
• The Security Services Section received an
award for “Advancement in Quality
Innovation” from the Western Australian
Municipal Association Awards for Best
Practice in Local Government.
• Scarborough Beach Precinct security audit
conducted.
• Holiday watch service implemented.
• The Security Service began a trial camera
surveillance project in June, 1999 targeting
the area of The Esplanade where anti-social
behavior occurs and preliminary results are
positive.
• Increased awareness in the service
promoted through Community Newspapers,
Web Page and mobile display.
• Conducted the May, 1999 Biennial Election
by post, using the services of the WAEC.
• Completed a review of the City’s Policy
Manual, Register of Delegations of Authority
and continued a review of the City’s Local
Laws.
• Completed upgrade of telephone system
adding additional features and ensuring Y2K
compliance.
MAJOR ITEMS OF EXPENDITURE
AND/OR EXPECTED OUTCOME:
• Provision for the installation of security
cameras in commercial areas.
• Continued commitment to removal of all
graffiti.
• Ongoing development of Records Imaging
and Workflow.
• Commitment to continue improving
customer service and marketing of the City.
• Upgrade security access for staff to the old
and new administration buildings.
• Upgrade of the City’s voicemail system.
NEW PROPOSALS FOR CORPORATE
PLAN ACTION PLANS:
It is not proposed that any new action plans
be introduced again in the next 12 months.
This decision has been made on the basis that
until a high level of satisfaction is obtained in
the areas of Imaging/Workflow and Customer
Service. All resources will be required for these
items.
DIFFICULTIES/CHALLENGES
ENCOUNTERED AND PROPOSED
SOLUTIONS:
• Introduction of workflow difficult and it is
proposed that a more comprehensive
training session be provided to key users to
overcome these problems.
CONTINUOUS IMPROVEMENT
INITIATIVES:
• Focus on customer service by all sections.
• Monthly meetings with section supervisors
to identify possible improvement.
• Continued review of Ranger/Security Patrol
Officer’s roster hours to ensure maximum
benefit/productivity.
• Address possible improvements to agenda
and minute production and presentation.
• Monitor success of Ranger and Security
Patrol Precincts Initiative.
• Consider means by which workflow
applications can be implemented throughout
the organisation
• Conduct internal customer satisfaction
survey for users of any service provided
within Administration Services portfolio.
• Use specification training to improve
efficiencies within the department.
• Continuous improvement to agenda and
minute production method, in line with Best
Practice recommended by DLG.
Ratepayers
meetings
helped further
the City of
Stirling’s
commitment
to customer
service.
28

Finance and Corporate Services
Library Services
OBJECTIVES OF THE DEPARTMENT:
To provide and actively promote an efficient,
effective and equitable library and information
service to enrich and extend the educational,
cultural, personal development, social and
recreational needs of the Stirling community.
MAJOR HIGHLIGHTS:
• Increased library usage by 4.859% to
2,198,612 loans per annum despite losing
Maylands Library.
• Prepared detailed specifications for a new
automated library management system.
• Tendered for and evaluated tender responses
for a new automated library management
system with Cities of Joondalup and
Wanneroo and the Shire of Swan.
• Installed PCs in all libraries to replace the
“dumb” terminals in readiness for the new
system.
• Worked with the architect, Manager Building
Operations and Manager Community
Services to develop and prepare plans and
specifications for the new Osborne Library
and Community Centre.
• Prepared grant application for and received
$28,000 from Lotteries Commission and
Office of Multicultural Interests to purchase
English as a Second Language resource for
Dianella, Inglewood, Scarborough and
Mirrabooka and Linguaphone resources for
Karrinyup.
• Prepared grant application and received
$51,000 from the Federal Government
Federation Community Grants to scan and
catalogue historic photographs that will be
accessible through the new library
automated system.
• Ran a successful Multicultural Festival.
• Ran the City’s Open Art Prize which attracted
243 entries.
• Participated in the Senior’s Expo with Seniors
On The Net programs.
• Trained 455 people at the Internet Training
Centre.
• Ran successful school holiday program in
each library.
• Ran a two-week celebration of Children’s
Book Week attended by 4041 students from
schools across the City.
• All library staff attended change management
workshops in preparation for the new library
system.
MAJOR ITEMS OF EXPENDITURE
AND/OR EXPECTED OUTCOME:
• Implementation of the new automated library
management system strategy, with the end
result of Year 2K compliance, access to
library catalogues through the World Wide
Web to enable users to browse catalogues
and place requests from home PCs, search
catalogues of neighbouring local authorities,
LISWA and tertiary institutions.
• Move Osborne Library to the Grenville Hall
and relocate again to the completed facility.
• Completion and fit out of the new Osborne
Library and Community Centre.
• Develop a strategic action plan for Karrinyup
Library and Community Centre.
• Update the Library Corporate plan.
• Formation of Customer Focus Groups.
• Publication of the City history.
• Develop and implement Library Web Page.
• Install e-mail kiosks in each library.
• Run a full range of festivals and arts events
including Multicultural Festival, Art Award,
Craft Award, Youth Festival, Jazz Concerts,
Scarborough Christmas event and
sandcastle competition.
NEW PROPOSALS FOR CORPORATE
PLAN ACTION PLANS:
• Monitor Karrinyup Library and Community
Centre development in relation to the
developments at the shopping centre under
new owners.
• Prepare a 5-10 year scenario for the future of
library services.
CONTINUOUS IMPROVEMENT
INITIATIVES:
• The implementation of the new library
automated management system will enable
staff to serve library clients much more
efficiently and effectively.
• E-mail kiosks will enable the City to provide
e-mail facilities for the public at a charge,
leaving Internet terminals available for
information and educational use.
• Library staff at all levels have workshopped
to develop lists of tasks that can be dropped
to create better productivity in the library
back room procedures, creating more
customer service time.
• The transfer of staff from the Leisure Services
Department to work on the festivals, culture
and events portfolio has ensured that this
area can be provided for more effectively.
Principal
librarian Kay
Poustie and
Member for
Stirling Jann
McFarlane
MP examine
historical
photographs
and illustrations
to be
electronically
preserved.
29

Finance and Corporate Services
Strategic Planning and Financial Management
OBJECTIVES OF THE DEPARTMENT:
The branch is responsible for the budget
function in the City along with the strategic
planning process.
Specifically, the budgetary process includes
co-ordination of the annual budget process,
quarterly budget reviews and budgetary
control measurement.
The strategic planning function includes
preparation of the five-year Strategic Plan,
developing corporate intentions for the coming
12 months in consultation with management,
and the documentation of corporate intentions
in the Corporate Plan.
Monitoring of the Corporate Plan for timeliness
and objectives being met is done quarterly.
Economic evaluation of major undertakings is
also undertaken when required.
The branch also provides economic updates in
the form of a newsletter ‘Insight’.
MAJOR HIGHLIGHTS:
• The rationale used for Activity Based
Costing has been improved by simplifying
the format and reducing cost driver numbers
significantly.
• A comprehensive computer-based model
has been developed to consolidate financial
data from Activity Position Statements that
will allow for a consistent format for
reporting financial data in budget papers, the
Principal Activity Plan and the Corporate
Plan. The format will also provide for
adherence to recognised accounting
standards and the Local Government Act;
and
• A review of budgetary control processes.
CONTINUOUS IMPROVEMENT
INITIATIVES:
• Further evaluation of the capital rationing
model developed by Curtin University for
potential use by the City.
• A major study of management information
systems and information technology
systems in the City. The outcome of the
study will include a five-year information
technology strategy plan.
• Undertake a study on key performance
indicators, including a joint study with the
Department of Local Government.
• A full study on Activity Based Costing (ABC)
in concert with Accounting Branch to further
simplify the process, while at the same time
producing relevant and reasonable cost
allocations.
• Review budgetary control processes and
organisational management accounting.
MAJOR PROJECTS FOR 1999/2000
• Development and documentation of the
Corporate Plan for 1999/2000, including
major corporate intentions, critical deadlines
and a set of financial statements. An
extension to this process will include
quarterly reports on the actual progress of
corporate initiatives compared to those set
in the Corporate Plan.
• Preparation of the Principal Activity Plan
(PAP) for the four-year period 1999/2000 to
2002/2003.
• Completion of Activity Position Statements,
which will be used to form the basis for
input to the PAP, Corporate Plan and
forecast financial statements.
• Further evaluation of the capital rationing
model developed by Curtin University, for
potential use by the City.
• Preparation and documentation of the
1999/2000 Budget, including preparation of
financial statements in accordance with
contemporary reporting practices.
• Preparation of Budget Reviews in October,
1999, February, 2000 and May, 2000.
• A major study of management information
systems and information technology
systems in the City. The outcome of the
study will include a five-year information
technology strategy plan.
• Undertake a study on key performance
indicators, including a joint study with the
Department of Local Government.
• A full study on Activity Based Costing (ABC)
in concert with Accounting Branch, including
recommendations to simplify cost drivers (in
the longer term) and to include both actual
and budgeted ABCs in the accounting
system (in the shorter term).
• Review budgetary control processes and
organisational management accounting –
preliminary analysis to the Information
Technology Strategy Study.
30

Strategic
Plan
YOUR CITY’S ‘ROADMAP’ FOR
THE NEXT FIVE YEARS
31

Strategic Plan
A MESSAGE FROM THE MAYOR
The strategic plan has been written as a “roadmap” for the City of Stirling over the five
year period 1999/2000 to 2003/2004.
Our City has enormous potential and we are committed, as your Council, to fulfilling the
goals set out in the strategic plan.
By doing so we will enhance the City of Stirling in a variety of ways both externally in the
City’s environment and resources, and internally with enhanced communication,
streamlined procedures and continued responsible financial management.
Your councillors have great hopes for the City of Stirling and, as our Vision indicates, we
are keen to achieve here, the ideal community.
We authorise the Chief Executive Officer to carry out the plan on behalf of the Councillors
and, working together, we look forward to an exciting era for the City of Stirling.
VISION
Our vision is a description of the future
we are aiming to achieve.
STIRLING
The City of Choice
ACHIEVING THE IDEAL COMMUNITY
MISSION
A mission statement gives an
organisation a sense of purpose
and direction. The City of Stirling’s
mission statement describes our
primary focus which is...
to provide services and facilities
which enhance the well-being
of our community
VALUES
Our values describe the things
which are important to us in
the way we do business.
We strive to display our values in all our
interactions - in Council, through
Councillors and staff, and within our
community. Our values are:
We respect people
We seek involvement from our
community and value their input
We strive for quality
We demonstrate integrity in all we do
We appreciate and recognise
the contribution of all who
work for the City
■ Overview of the
strategic plan
The strategic plan has been written to provide a
broad direction for the City of Stirling over the
next five years. In developing the plan, four key
aspects of our future are embraced. These are:
• Customers
• Internal business processes
• Learning and growth
• Financials
We recognise that each area is inter-related and
that the work we do in one area will necessarily
have an impact on the others.
Within each area, we have defined a strategic
intent (or broad focus) and several specific
strategies which we are committed to achieving
within the time frame. In order to achieve the
goals set out in the following pages we recognise
the need to develop specific action plans which
have clearly articulated steps, time lines and
responsibilities.
■ Customers
STRATEGIC INTENT
The City of Stirling is enriched by its diversity.
Within our boundaries we have a variety of
people at different life stages and an enormous
mix of interests including religious, sporting,
cultural, business and a wide tourist/visitor
appeal. We are aware that our customer base has
differing needs and by understanding and
optimising the fulfilment of these needs we strive
to make Stirling truly the City of Choice.
STRATEGIES
We recognise our core responsibilities and
commit to continuing to provide traditional local
government services at an optimum level, while
monitoring ratepayers’ changing needs and
preferences.
In doing so we will focus on
• Service quality and quantity
• Cost control – value for money
• Community consultation and Communication
Responsibility: Councillors and CEO
To create a significant centre for the City which
would provide citizens with a base for social,
cultural, commercial and civic endeavours.
32

Strategic Plan
Stirling understands the
differing needs of its diverse
customer base.
We endorse the design and
construction of a multistage
civic centre and civic
precinct.
Priority will be given to the
community facilities, while
coordinating the
development of other
precincts. The project will
include the following
stages:
• Feasibility study
• Design phase –
community input
• Selection of appropriate
design
• Project plan
• Staged construction
• Promotion/opening etc
Responsibility: Overseeing by the Stirling Civic
Precinct Committee
We promote innovation in the provision of new
and existing services
Examples of innovative services for investigation
include:
• Easier access to customer services
• Localised services
• Remote access
• Electronic commerce
• Ratepayer credit cards
• Longer hours for Council operation
• Council as agents for collection of accounts
including State and Federal
Government collections
(possibly co-located with
library services)
• Other projects as
identified
Responsibility: CEO
Within the normal
constraints of budget and
community need, we
actively endorse the
continued improvement of
our city, the lifestyles of its
ratepayers and the
provision of community
facilities.
Projects include:
• Completion of Inglewood Aquatic Centre
• Development of Mirrabooka Regional Centre
• Significant upgrading of streetscapes
including medians, furniture and parking
• Beautification of drainage compensation
basins
• Maintenance of security (and modification
where necessary)
Responsibility: CEO
To enhance the natural assets of the city we
advocate the development of the Scarborough
Beach area. We believe this project should be
viewed as a regional development attracting
Federal and State funding.
To maintain its effectiveness,
Stirling constantly revises its
internal processes to deliver
the best service.
Action: Using the outcomes of the
Scarborough and Environs Area
Strategy competition, develop a
concept plan for a staged development
of the area.
Note: This project should be conducted
in parallel with the Coastal Ocean
Management Plan
Responsibility: CEO
■ Internal Business
Processes
STRATEGIC INTENT
The City of Stirling enjoys a stable,
committed Council, a high level of
infrastructure and positive relationships
with other levels of government. To
ensure that our Council and our
administrative officers continue to work
effectively it is important to assess and
review the way we do business. We
strive to provide the best and most
efficient service possible.
STRATEGIES
In a climate of continuing technological
change, we must ensure that our
information systems will keep us at the
forefront of technology (within six
months).
Action: Appoint an independent arbiter
to assess the current situation and
prepare a five-year Information
Technology Strategic Plan for the City,
including an evaluation of out-sourcing
and in-sourcing opportunities.
Responsibility: CEO
Taking a regional leadership role, we
need to develop and implement a fiveyear
waste management plan
encompassing best practice and
recycling mechanisms, where necessary,
with regional partners.
Responsibility: CEO
We need to ensure that the organisation
structure and design is conducive to
achieving the objectives of the Council
and meeting the needs of the City. It is
assumed that an appropriate structure
will be in place to implement the
strategic plan and that, as a result of the
strategic plan outcomes, the structure
will be altered from time to time.
Associated issues for action following
the restructure of the organisation
include:
• Review the appropriateness and
number of Council policies and
administrative delegations to
streamline decision-making (within six
months).
• Establish project/planning teams to
co-ordinate issues/projects with input
from all affected parties within
Community
Services
Recreation
& Reserves
Library &
Information
Services
Building
Planning &
Health
Works
33

Strategic Plan
Council at the beginning of
the process.
• Participate in the
Department of Local
Government’s
benchmarking review and
have the results of this
review customised for the
City of Stirling by
appropriate experts for use
as internal performance
indicators.
Responsibility: CEO
■ Learning
and growth
STRATEGIC INTENT
To remain at the forefront of local government, it
is important for Councillors and Council
Executive and staff to continue to work in a
learning environment where personal growth
and training is encouraged and fostered. We are
committed to continued learning and growth;
recognition and reward for outstanding service
and innovation; and celebrating our successes.
Personal growth and training
are rewarded among
Stirling’s staff to create an
innovative local government.
STRATEGIES
We recognise the work done to date in
customer service training. Since customer focus
is the lifeblood of good service we endorse the
next stage of customer service training for city
staff. (Within six months).
Training issues include:
• One-stop interface for
customers
• Community feedback
• Project management for
both employees and
Councillors including
project allocations, value
for money, ability to “spot”
savings in projects etc.
• Integrated projects –
completeness, continuation
etc
Responsibility: CEO
We understand the
importance of
acknowledging exceptional
work, leadership and innovation and endorse
the development of a reward and recognition
scheme.
Examples include:
• Above average performance of staff
• Innovation
• Recognition of community contribution
• Incentives for volunteer participation
Responsibility: Councillors and CEO
While the City has achieved a great deal over
the last few years, little of this has been
broadcast to the community. We believe we
should actively enhance the promotion of these
achievements through media, static displays,
and ratepayer presentations.
Responsibility: Councillors and CEO
The City is committed to
wise use of its assets for
financial independence and
security.
■ Financials
STRATEGIC INTENT
Over the years, Councillors and staff
have worked hard to ensure the City of
Stirling’s financial independence and
security. In the future, we are
committed to the wise stewardship of
Council funds and the optimum use of
our funds and assets.
STRATEGIES
To optimise return on our investments
we approve the development of an
asset management plan to be compiled
by a suitably qualified project manager.
This plan should include:
• An evaluation of current assets
• An evaluation of asset utilisation
• Development of a program for the
preservation of assets
• Development of an asset disposal
program
• Ability to evaluate lease/ownership
options for future needs
• Examine options to encourage
heavy traffic to use roads designed
for this purpose.
Responsibility: CEO
To enhance the decision-making ability
of Councillors
Actions:
• Introduce “user friendly” financial
reports which include economic
evaluation of projects and feedback
on project expenditure
• Include executive summaries with all
Council submissions (where
appropriate)
Responsibility: Councillors and CEO
Capital works and other
entrepreneurial activities within the City
should be considered on merit and
prioritised for approval in terms of need
and capacity to produce an income
stream. Where considered appropriate,
funds generated by the sale, lease or
investment of Council assets or by
specific borrowings should be used to
fast-forward these projects.
Responsibility: Councillors and
CEO
To assist in the promotion and
expansion of the City we should
employ (within six months) a
business development officer to:
• Promote the City to the business
community
• Attract business, services and new
residents to the City
• Develop other entrepreneurial
activities in the City
• Attract funds for City projects
• Be receptive to business
opportunities
Responsibility: CEO
Sanitation
Administrative
Services
Information
Technology
Rates & Accounts
Human Resources
34

Financial
Statements
For the year ended 30 June, 1999
These Financial Statements and specific
disclosures have been derived from the City of
Stirling’s Financial Report.
The Concise Financial Report cannot be
expected to provide as full an understanding of
the financial performance, financial position and
financial and investing activities of the City of
Stirling as the Financial Report.
Further financial information can be obtained
from the Financial Report which is available,
free of charge, on request to the City of Stirling.
■ See Page 44
35

Statement by Chief Executive Officer
For the year ended 30 June 1999
CITY OF STIRLING
STATEMENT BY CHIEF EXECUTIVE OFFICER
The attached financial report of the City of Stirling being
the annual financial report and supporting notes and
other information for the financial year ended 30 June
1999 are, in my opinion, properly drawn up to present
fairly the financial position of the City of Stirling at 30
June 1999 and the results of the operations for the
financial year then ended in accordance with Australian
Accounting Standards (except to the extent that these
have been varied in the Statement of Accounting Policies
required by Australian Accounting Standard AAS 6
“accounting Policies” and the accompanying notes to the
annual financial report) and comply with the provisions of
the Local Government Act 1995 and the regulations
under the Act.
Signed on the 16th day of September 1999
.....................................................
Chief Executive Officer
M J (Mike) WADSWORTH
CHIEF EXECUTIVE OFFICER
36

Annual Audit Statement
For the year ended 30 June 1999
37

Operating Statement (By Program)
For the year ended 30 June 1999
1998/99 1999 1998
BUDGET $ $
EXPENSES
GENERAL PURPOSE FUNDING 1,846,690 1,836,749 1,822,139
GOVERNANCE 2,942,450 1,625,098 2,353,893
LAW, ORDER, PUBLIC SAFETY 4,033,524 3,727,789 2,815,073
HEALTH 1,483,939 1,502,241 1,418,953
EDUCATION & WELFARE 4,752,313 5,021,182 4,912,467
COMMUNITY AMENITIES 11,836,600 12,107,108 11,073,014
RECREATION AND CULTURE 18,672,284 21,991,308 20,160,109
TRANSPORT 7,353,953 21,573,825 23,150,991
ECONOMIC SERVICES 1,542,524 1,206,634 1,259,169
OTHER PROPERTY AND SERVICES 4,338,181 5,660,478 4,370,352
TOTAL EXPENSES 58,802,458
––––––––––––
76,252,413
––––––––––––
73,336,161
––––––––––––
REVENUE
GENERAL PURPOSE FUNDING 52,658,263 51,704,882 52,665,280
GOVERNANCE 251,582 305,410 558,693
LAW, ORDER, PUBLIC SAFETY 1,396,812 1,574,799 326,039
HEALTH 101,471 205,225 130,853
EDUCATION & WELFARE 3,226,740 2,945,989 3,024,596
COMMUNITY AMENITIES 9,557,395 10,480,234 9,643,122
RECREATION AND CULTURE 3,968,239 7,436,457 5,533,602
TRANSPORT 2,543,499 1,868,094 2,273,825
ECONOMIC SERVICES 2,163,031 1,189,458 1,179,522
OTHER PROPERTY AND SERVICES 3,275,216 1,174,766 1,319,472
TOTAL REVENUE 79,142,248
––––––––––––
78,885,314
––––––––––––
76,655,003
––––––––––––
CHANGE IN NET ASSETS
RESULTING FROM OPERATIONS
BEFORE ABNORMAL ITEMS
AND RESTRUCTURING OF LOCAL
GOVERNMENT 20,339,790
––––––––––––
2,632,901
––––––––––––
3,318,843
––––––––––––
ABNORMAL ITEMS 5,000,000 7,277,006 6,173,249
CHANGE IN NET ASSETS
RESULTING FROM OPERATIONS
BEFORE LOSS ON RESTRUCTURING 25,339,790
––––––––––––
9,909,907
––––––––––––
9,492,092
––––––––––––
LOSS ON RESTRUCTURING 756,375 41,562,416
CHANGE IN NET ASSETS RESULTING
FROM OPERATIONS AFTER LOSS
ON RESTRUCTURING 24,583,415 (31,652,509) 9,492,092
–––––––––––– –––––––––––– ––––––––––––
38

Statement of Financial Position
As at year ended 30 June 1999
1999 1998
$ $
CURRENT ASSETS
Cash 1,366,269 1,370,914
Investments 36,096,152 43,603,070
Receivables 16,134,302 10,796,497
Prepayments 525,853 35,703
Stock on hand 257,895
–––––––––––––
249,900
–––––––––––––
TOTAL CURRENT ASSETS 54,380,471
–––––––––––––
56,056,084
–––––––––––––
CURRENT LIABILITIES
Borrowings 4,741,977 6,666,370
Creditors and provisions 6,738,384
–––––––––––––
8,775,703
–––––––––––––
TOTAL CURRENT LIABILITIES 11,480,361
–––––––––––––
15,442,073
–––––––––––––
NET CURRENT ASSETS 42,900,110 40,614,011
NON-CURRENT ASSETS
Receivables 2,437,828 2,645,715
Work in Progress 360,762 563,760
Property plant and equipment 662,725,397
–––––––––––––
696,281,340
–––––––––––––
TOTAL NON-CURRENT ASSETS 665,523,987
–––––––––––––
699,490,815
–––––––––––––
NON-CURRENT LIABILITIES
Creditors and provisions 186,107
–––––––––––––
214,327
–––––––––––––
TOTAL NON-CURRENT LIABILITIES 186,107
–––––––––––––
214,327
–––––––––––––
NET NON-CURRENT ASSETS 665,337,879 699,276,487
NET ASSETS 708,237,989 739,890,498
––––––––––––– –––––––––––––
EQUITY
Accumulated Surplus 688,419,064 722,421,601
Reserves 19,818,925
–––––––––––––
17,468,897
–––––––––––––
TOTAL EQUITY 708,237,989 739,890,498
––––––––––––– –––––––––––––
39

Statement of Changes in Equity
For the year ended 30 June 1999
1999 1998
$ $
RESERVES - CASH BACKED
Balance at beginning of reporting period 17,468,897 19,212,449
Amount transferred from accumulated surplus 4,381,278 2,265,334
Amount transferred to accumulated surplus (2,031,250)
–––––––––––––
(4,008,886)
–––––––––––––
Balance at end of reporting period 19,818,925
–––––––––––––
17,468,897
–––––––––––––
ACCUMULATED SURPLUS
Balance at beginning of reporting period 722,421,601 675,651,282
Adjustment due to compliance with a new accounting standard 0 35,534,675
Change in net assets resulting from operations (31,652,509) 9,492,092
Transfers to reserves (4,381,278) (2,265,334)
Transfers from reserves 2,031,250
–––––––––––––
4,008,886
–––––––––––––
Balance at end of reporting period 688,419,064
–––––––––––––
722,421,601
–––––––––––––
TOTAL EQUITY 708,237,989 739,890,498
––––––––––––– –––––––––––––
40

Statement of Cash Flows
For the year ended 30 June 1999
1999 1998
$ $
CASH FLOWS FROM OPERATING ACTIVITIES
Payments
Staff Expenses (23,524,600) (21,663,856)
Accommodation Expenses (2,895,473) (2,909,890)
Office Equipment, Plant & Vehicles (765,297) (619,802)
Sanitation (3,183,992) (4,261,331)
Maintenance of Comm. Infrastructure (2,272,782) (4,674,017)
Stock Purchases (1,970,637) (2,076,546)
Activity Functional Operating Expense (25,997,703)
–––––––––––––
(21,405,498)
–––––––––––––
(60,610,483) (57,610,939)
Receipts
Rates 44,571,639 44,604,934
Fees from Regulatory Services 1,478,900 1,455,752
User Charges 16,486,638 15,803,395
Interest Earned 1,542,803 2,816,053
Other Grants & Contrib. 821,844 827,786
Activity Functional Operating Revenue 5,686,296
–––––––––––––
8,723,189
–––––––––––––
70,588,120 74,231,107
NET CASH FROM OPERATING ACTIVITIES 9,977,637 16,620,168
CASH FLOWS USED IN INVESTING ACTIVITIES
New & Redevelopment of Comm. Infrastructure (17,008,492) (20,789,315)
Payments for purchase of property, plant & equipment (6,742,629) (8,093,107)
Proceeds from sale of property, plant & equipment 1,569,643 8,098,562
Transfer to/from trust
–––––––––––––
(7,508,850)
–––––––––––––
NET CASH USED IN INVESTING ACTIVITIES (22,181,478) (28,292,710)
CASH FLOWS FROM GOVERNMENT
Government Grants 4,692,949 5,371,381
Subsidies 2,177,908 2,104,233
Capital Expenditure-Specific Gov't Grants (254,187)
–––––––––––––
(549,140)
–––––––––––––
NET CASH PROVIDED BY GOVERNMENT 6,616,670 6,926,475
NET INCREASE/(DECREASE) IN CASH HELD (5,587,171) (4,746,067)
CASH AT BEGINNING OF REPORTING PERIOD 38,307,615 43,053,682
––––––––––––– –––––––––––––
CASH AT END OF REPORTING PERIOD 32,720,444 38,307,615
––––––––––––– –––––––––––––
41

SCHEDULE 1
General Purpose Revenue
For the year ended 30 June 1999
1999 1998
$ $
General Rate
GRV Rate in $ 35,035,474 34,536,422
Specificed Area Rate
GRV Rate in $1.505 5,380 3,010
Minimum Rate
GRV Number of Assessments 24,393 at $368.00 each 8,976,624 9,612,225
Interim Rates
GRV Rate in $ 316,652
–––––––––––––
825,873
–––––––––––––
Total General Rates Levied 44,334,130 44,977,530
Plus - Late Payment Penalties 270,587 218,693
Plus - Installment charges & interest 228,216 231,575
Plus - Arrears Rates 104,580
–––––––––––––
327,155
–––––––––––––
Total Amount made up from Rates 44,937,513 45,754,953
General Purpose Grant 3,750,824 3,861,382
Pensioner Deferred Rates Interest Grant 118,246 152,722
Other General Purpose Revenue 2,898,300
–––––––––––––
2,896,223
–––––––––––––
TOTAL GENERAL PURPOSE REVENUE
SHOWN ON OPERATING STATEMENT 51,704,882 52,665,280
––––––––––––– –––––––––––––
42

SCHEDULE 2
Statement of Rating Information
For the year ended 30 June 1999
Rateable Property Rate in $ Minimums
Value Numbers (cents) Rate Yield No. Yield $ TOTAL $
GENERAL
RATE-GRV
Residential 327,442,434 47,537 7.36773 24,125,074 24,119 8,875,792 33,000,866
Commercial 75,299,314 909 6.07590 4,575,111 150 55,200 4,630,311
Industrial 88,416,972 1,971 7.16524 6,335,288 124 45,632 6,380,920
Interim Rates 316,652 316,652
–––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––––
TOTAL GRV 491,158,720 50,417 35,352,126 24,393 8,976,624 44,328,750
TOTAL SPECIFIED AREA RATE-GRV 5,380
—————
TOTAL RATES LEVIES - as per Schedule 1 44,334,130
—————
43

Concise Financial Report
INFORMATION TO ASSIST IN THE UNDERSTANDING
OF THE CONCISE FINANCIAL REPORT OF THE CITY OF STIRLING.
PROFIT AND LOSS STATEMENT
• Trends over time indicate that revenue from grants is declining slowly, revenue from rates is being
held at or below the Consumer Price Index and other revenue fluctuates according to business
activity in the sector it represents.
• A minor restructuring of the City of Stirling resulted in an area approximately represented by the
boundaries of the suburb of Maylands being transferred to the City of Bayswater. This was
accompanied by a transfer of Property, Plant, Equipment and Cash to the value of $41,562,416.
• Cost of operations is largely reflective of the scope of works undertaken. However, performance
measurements have been introduced throughout the organisation to ensure effective control of
resources.
BALANCE SHEET
• There has been no significant changes in the composition of Property, Plant and Equipment.
• The City has no long-term debt only that required for efficient control of short-term cash flow.
• Debtors have increased substantially this year as a result of the issue of accounts for
contributions by owners to the Stirling Centre Town Planning Scheme No. 38.
CASH FLOWS
For the year ended 30 June 1999
• There has been no significant changes in cash flow terms.
• Capital programs have been financed from revenue sources.
• The City has no long-term debt or debt servicing requirements.
SIGNIFICANT FINANCIAL RATIOS ARE AS FOLLOWS.
(a) the current ratio
- to assess ability to meet current commitments
1999 1998 1997 1996 1995
current assets minus restricted assets
current liabilities minus liabilities
associated with restricted assets
3.7723 2.8016 3.3481 3.6013 3.1656
(b) the debt ratio
- to identify the exposure of the City to debt as an indicator of the solvency of the City
total liabilities
total assets
0.0162 0.0207 0.0163 0.0866 0.1044
(c) the rate coverage ratio
- to assess the dependence on non rate revenue sources
net rate revenue
operating revenue
0.5007 0.5307 0.5655 0.5673 0.5744
(d) outstanding rates ratio
-to assess the rate collection performance
rates outstanding
rates collectable
0.0675 0.0681 0.0778 0.0760 0.0769
Designed and produced by Spencer Group Media
Photographs: Motive Audio Visual, RCM Visuals and Bill Davis.
Typesetting, Pre-press and Printing: Vanguard Press
44

Annual Report Cover
Stirling has initiated many new
projects including, from top,
Council’s new works depot ($6.5
million); Osborne Library and
Community Centre ($5 million); the
Inglewood Swimming Pool
redevelopment ($7.5 million) and the
Henderson Eco-Discovery Centre
($500,000).