city of kwinana corporate business plan

Strategic Community Plan 2019-2029 2 City of Kwinana Contents

5 Message from the Mayor

6 The City of Kwinana

8 Our Community Profile

10 Our Economic Profile

12 Our integrated planning framework

13 How decisions are made

14 The structure of the Strategic Community Plan

14 Community visioning

16 Our vision for the future

18 Aspiration 1 – Rich in spirit

22 Aspiration 2 – Alive with opportunities

26 Aspiration 3 – Surrounded by nature

28 Aspiration 4 – It’s all here

33 How will we know if the plan is succeeding?

34 Measures

Strategic Community Plan 2019-2029 3 To ensure our vision has remained in line with the growing and changing population, we have gone back to the Kwinana community and asked the question: ‘are the priorities that have been identified still a focus in the community?’.

4 City of Kwinana Message from the Mayor

Welcome to the Strategic Community Plan 2019 -2029, the guiding document for the City of Kwinana over the next 10 years.

It is with great pleasure that I present the City’s Strategic Community Plan. To ensure our vision has remained in line with the growing and changing population, we have gone back to the Kwinana community and asked the question: ‘are the priorities that have been identified still a focus in the community?’. Over 910 responses were received, helping the City to further prioritise the community aspirations you will see in this Plan: Rich in Spirit; Alive with Opportunities; Surrounded by Nature; It’s All Here.

It is an incredible responsibility to plan for the social, environmental and economic future of a whole City, a responsibility that all local governments are required to demonstrate through their Strategic Community Plan. Council must have the ability to make tough decisions between competing priorities, juggle limited resources, maintain focus on the ‘big picture’ and act for the good of the whole City. To achieve this complex task the City must have a clear direction.

This is why the Strategic Community Plan is so important. As the City’s overarching document it guides everything we do as a Council, ensuring that every step we take is a step toward achieving our community’s vision for the future.

Mayor Carol Adams

Strategic Community Plan 2019-2029 5 The City of Kwinana

The City of Kwinana is located in Perth ’s outer southern suburbs, around 35 kilometres south of the Perth CBD. The area is made up of residential, industrial and rural areas, as well as a major retail and commercial centre at the Kwinana City Centre. The City includes one of Perth’s largest employment areas in the Kwinana Industrial Area. Settlement in Kwinana dates back to the 1950s, when the Western Australian Government signed an agreement with Anglo-Persian Petroleum (now BP) to construct an oil refinery on the shores of Cockburn Sound . The development of the refinery provided the catalyst for substantial industrial development. To complement this industrial development, the State Government began construction of an initial 333 houses in the townships of Medina and Calista in 1952. The refinery itself provided employment for over 1,000 workers.

It is a unique community, set among extensive native bushland and public open space. The City is currently undergoing rapid growth in population, investment and industrial expansion. Western Australia ’s premier heavy industry zone, the Kwinana Industrial Area, continues to generate billions of dollars each year for the State’s economy.

6 City of Kwinana Strategic Community Plan 2019-2029 7 Our Community Profile AGE ata otain from ABS 2 Cn Number of residents in City of Kwinana ata otain from ABS 2 Cn tiat POPULATION int oation an oati oation foat 0-4 3,577 5-9 3,039 10-14 2,352 15-19 2,370 Percentage of 20-24 3,084 total residents 25-29 3,836 in City of Kwinana 2016 2018 2036 30-34 4,184 1.7% 0.8% 40,058 43,511 85,158 3,225 % % 35-39 3.1 % 1 2.3 % 40-44 2,831 3.8% 8.9 45-49 2,569 7.6 % % 50-54 2,104 3.8 % 55-59 1,815 4.5% 5.9 60-64 1,520 7.7 % 1,253 5.3% FAMILY COMPOSITION ata otain from ABS 2 Cn 65-69 70-74 916 9.6% Number of households City of Kwinana 75-79 667 6.4% 80-84 411 % 10.4% Over 85 305 7.1 12,892 Total 8.1%

9,774 Family households ata otain from 416 Group households COUNTRY OF BIRTH Cn 2,702 Lone person Total City of Kwinana residents born overseas 16,377

UK 2,874 % 0.7% 0.3 N 2,027 0.3% 0.4% 0.3% Philippines 1,757 1.4% Percentage of total Average houseold sie India 1,282 7.4% households in City of Kwinana in City of Kwinana South Africa 560 3.3% Germany 144 21% 2.7 Family households China 256 % Group households 3 Netherlands 104 Lone person % Sri Lanka 131 4.5% 76 5.2% Thailand 113

Note: Countries with less than 20 residents born there have not been included.

8 City of Kwinana AGE ata otain from ABS 2 Cn Number of residents in City of Kwinana ata otain from ABS 2 Cn tiat POPULATION int oation an oati oation foat 0-4 3,577 5-9 3,039 10-14 2,352 15-19 2,370 Percentage of 20-24 3,084 total residents 25-29 3,836 in City of Kwinana 2016 2018 2036 30-34 4,184 1.7% 0.8% 40,058 43,511 85,158 3,225 % % 35-39 3.1 % 1 2.3 % 40-44 2,831 3.8% 8.9 45-49 2,569 7.6 % % 50-54 2,104 3.8 % 55-59 1,815 4.5% 5.9 60-64 1,520 7.7 % 1,253 5.3% FAMILY COMPOSITION ata otain from ABS 2 Cn 65-69 70-74 916 9.6% Number of households City of Kwinana 75-79 667 6.4% 80-84 411 % 10.4% Over 85 305 7.1 12,892 Total 8.1%

Strategic Community Plan 2019-2029 9 Our Economic Profile INCOME People who work in Kwinana earn the following income: SIZE 120.01 square kilometres

Total Output in Kwinana is estimated at 10.26 billion. OUTPUT The major contributors to output are:

PLACE OF RESIDENCE

People who work in Kwinana live in the following places:

The total employment estimate for EMPLOYMENT Kwinana is 13,270 jobs. The largest contributors the following industries:

TRAVEL TO WORK

People who work in Kwinana are in the People who live in Kwinana OCCUPATION following occupations: used the following methods to get to work:

All economic data obtained from REMPLAN June 2018 Dataset.

10 City of Kwinana CK INCOME People who work in Kwinana earn the following income: SIZE 120.01 square kilometres

Strategic Community Plan 2019-2029 11 CK The Integrated Planning Framework

The Strategic Community Plan outlines the community’s long term vision and aspirations for the area, while the Corporate Business Plan details how that vision will be achieved. Both plans have been significantly influenced by the outcomes of several community visioning processes and have been reviewed against the City of Kwinana’s Long Term Financial Plan and other adopted strategies.

The objective of the Department of Local Government, Sport and Cultural Industries’ approach to Integrated Planning and Reporting is to create a process of continuous improvement. The Department of Local Government, Sport and Cultural Industries anticipates that over time, local governments will progress to an advanced level in their planning and integration. To aid the process of continuous improvement and alignment with community aspirations, the Strategic Community Plan and Corporate Business Plan must be periodically reviewed and the City’s performance regularly monitored and reported.

Figure 1 demonstrates how the Strategic Community Plan and Corporate Business Plan make up the Plan for the Future and how the Integrated Business Plans for each of the City’s business units contain actions that will deliver on the objectives and strategies of each Plan. The relationship each plan has to the various informing strategies such as the City’s Long Term Financial Plan and Workforce Plan is also shown.

The Corporate Business Plan is a more detailed document than the Strategic Community Plan as it contains information about the specific actions that will be undertaken to achieve the community’s aspirations whilst still providing essential services. To include every specific action that each service team will undertake is not the intent of the Corporate Business Plan as it would make for a very lengthy document. Instead this plan generally includes only those actions that are beyond “business as usual” or are a part on an existing strategy, those actions that are seeking to improve the services we deliver or provide new services to meet the aspirations of our community. The extensive detail of how each business unit operates and all the functions they undertake as part of their day-to-day services will be contained in their integrated business plans. All business units have a responsibility to deliver their integrated business plans and to stretch themselves to achieve the key actions identified in the Corporate Business Plan and ultimately the Strategic Community Plan.

It is through implementation of this Plan for the Future, that the City will achieve a sustainable future for the Kwinana community.

12 City of Kwinana Figure 1 – The Integrated Planning Framework

Strategic Strategic review 10+ YEARS Community Plan 2, 4 years

• Long Term Financial Plan Corporate • Asset Management Plans Business • Workforce Plan Plan • Issue or Area-specific Plans 4 YEARS

Annual Annual 1 YEAR Report Budget

Quarterly Reports

*Department of Local Government and Communities – Integrated Planning and Reporting: Framework and Guidelines, 2016 How decisions are made

The Elected Members and the City have established a strong governance structure, delivering effective decision-making processes and delegations to enable the organisation to operate effectively and efficiently. This is supported by strong policy and procedures. The Council meets on the second and fourth Wednesday of each month (except December and January). The City does not use standing committees, instead firmly believing that it has a responsibility to respond quickly and professionally to development requests and community requirements, in preference to unnecessarily delaying important projects.

Strategic Community Plan 2019-2029 13 The structure of the Strategic Community Plan

Aspirations What you want

Community Outcomes

Objectives What we will do

Strategies How we will do it

14 City of Kwinana Community visioning

The City undertakes extensive community engagement when developing the Strategic Community Plan. The following consultation has been undertaken over the last three years:

1. May 2016 Community Perceptions Survey – Engaging 603 community members 2. September to November 2016 Presence at Community Events – Engaging 156 community members 3. September to October 2016 Community Workshops – Engaging 46 community members 4. January 2017 Online Survey - Engaging 580 community members

To conduct the minor review of the Strategic Community Plan required in 2018/19, the City undertook the following community engagement:

1. October 2018 Community Services and Wellbeing Survey – Engaging 661 community members. The survey found that residents would like the City to focus on five key priorities: • Advocacy of safety and security with more action and police visibility. • Streetscapes with better maintenance and beautification. • Advocacy of public transport with more buses connecting residential estates to train stations. • Continue to provide value for money with limited rate increases and equity in spend for semi-rural areas. • Parks and reserves with better maintenance and further enhancements.

2. February 2019 Planning for the Future Survey – Engaging 250 community members. The survey found that residents would like the City to focus on five key priorities: • Improving conservation of biodiversity and protection of native vegetation whilst achieving high levels of environmental protection in new developments • Facilitating improved community safety and reduced crime levels • Ensuring residents have access to ample job opportunities locally • Ensuring the community has easy access to well equipped, quality parks and public open spaces • Ensuring the community has a choice of quality public and private facilities to meet their education and training needs throughout their lifetime

These priorities are taken into account when reviewing the Strategic Community Plan to ensure that the plan remains consistent with the community’s vision for the future of the City of Kwinana.

Strategic Community Plan 2019-2029 15 16 City of Kwinana Our vision for the future

Rich in spirit, alive with opportunities, surrounded by nature – It’s all here

The vision statement succinctly represents the community’s aspirations for the future and is derived directly from the community visioning priorities. It is about where the Kwinana community want to be in the year 2030 and captures the essence of what it will be like to live in Kwinana at that time.

Strategic Community Plan 2019-2029 17 Aspiration 1

Rich in spirit Community

Kwinana 2030 will be a place where the strong community spirit that has historically existed continues to thrive and develop.

The City will be alive with an assortment of community events that encourage civic participation and celebrate our cultural diversity. There will be abundant activities for families, youth and seniors as well as support programs for the vulnerable, and accessibility for all.

A range of multi-purpose community and recreation facilities will be activated by services and programs that meet community needs and provide a home to a variety of sustainable community and sporting groups. The strong sense of community and connection to place will be further strengthened by a network of volunteers and community leaders working to deliver Kwinana 2030, as well as through the promotion of the area’s arts, culture and heritage.

The spirit of Kwinana will have been preserved despite the challenges and changes brought about by its population growth. In fact, it is this unique community spirit that has been the driving force behind changing perceptions of the area and is one of the major attractions for the ever- increasing number of people choosing to make Kwinana their home. Residents enjoy a high level of community safety, especially with regard to emergency services, as well as low crime levels, with hoon driving and off road vehicle use being well controlled.

18 City of Kwinana Outcome: A unique identity OBJECTIVE STRATEGIES MEASURES 1.1 Develop and • Place Plans for City • Increase in MARKYT Performance strengthen community Areas Score for the City’s character and identity to create a • Multicultural Action identity sense of belonging Plan • Increase in MARKYT Performance • Conciliation Plan Score for cultural diversity and • Youth Strategy racial harmony • Community • Increase in MARKYT Performance Engagement Score for Aboriginal Framework reconciliation

Outcome: A City alive with activity OBJECTIVE STRATEGIES MEASURES 1.2 Inspire and • Events Strategy • Increase in MARKYT Performance strengthen community • Multicultural Action Score for festivals, events and spirit through Plan cultural activities community activities • Youth Services Team and events Business Plan • Community Engagement Team Business Plan • City Strategy Team Business Plan

Outcome: A safe and welcoming place OBJECTIVE STRATEGIES MEASURES 1.3 Facilitate improved • Community Safety and • Increase in MARKYT Performance community safety and Crime Prevention Plan Score for safety and security reduced crime levels • Welcoming Diversity Strategy • Youth Strategy

Strategic Community Plan 2019-2029 19 Outcome: Services for an active community OBJECTIVE STRATEGIES MEASURES 1.4 A healthy and active • Community • Increase in MARKYT Performance community with services Engagement Team Score for opportunities to take part for everyone’s needs Business Plan in physical activity • Children and Families • Increase in MARKYT Performance Policy Score for services and facilities for • Active Ageing Strategy youth • Activate the City’s • Increase in MARKYT Performance Community Centres Score for services and facilities for and Public Spaces families • Youth Strategy • Increase in MARKYT Performance • Multicultural Action Score for services, facilities and Plan care for seniors • Youth Services Team • Increase in MARKYT Performance Business Plan Score for health and wellbeing services • Increase in MARKYT Performance Score for access to mental health information and support • Increase in MARKYT Performance Score for library and information services • Increase in MARKYT Performance Score for Recquatic services

Outcome: Strong community leaders OBJECTIVE STRATEGIES MEASURES 1.5 Actively work with • Every Club Program • Increase in MARKYT Performance the community to build • Community Score for access to community local capacity Development Fund grants and funding • Community • Increase in MARKYT Performance Engagement Team Score for people who feel they Business Plan belong in their community • Youth Strategy • Multicultural Action Plan • Economic Development Strategy • Youth Services Team Business Plan

Outcome: A community who help each other OBJECTIVE STRATEGIES MEASURES 1.6 Increase the • Active Citizenship • Increase in MARKYT Performance prevalence of Strategy Score for volunteer support and volunteering in Kwinana • Youth Strategy recognition

20 City of Kwinana Outcome: A vibrant arts culture OBJECTIVE STRATEGIES MEASURES 1.7 Develop and • Public Art Masterplan • Increase in MARKYT Performance celebrate arts in • Multicultural Action Score for festivals, events and Kwinana Plan cultural activities • Community Engagement Team Business Plan

Outcome: A sense of place and heritage OBJECTIVE STRATEGIES MEASURES 1.8 Respect and • Municipal Heritage • Increase in MARKYT Performance promote Kwinana’s Inventory Score for how local history is unique heritage • Heritage preserved and promoted Implementation Plan

Outcome: Accessibility for everyone OBJECTIVE STRATEGIES MEASURES 1.9 Improve levels of • Access and Inclusion • Increase in MARKYT Performance disability access and Plan Score for access to service and inclusion throughout facilities for people with disabilities the community

Strategic Community Plan 2019-2029 21 Aspiration 2 Alive with opportunities Economy

In 2030 the City of Kwinana will be a place that is alive with opportunities. The continued prosperity of the local industrial, retail and business community will provide a wide range of employment options for residents.

The Kwinana Industrial Area, still a powerhouse of the State’s economy with its great transport network and attractive streetscapes, is now complemented in 2030 by the development of Latitude32 which is well underway. An efficient and affordable development approval system, integrated across government, generates increased private sector investment and is aligned with the City’s economic development and activity centres strategies.

New port and freight infrastructure has been leveraged to create further diversification of business in the area and priority projects that act as stimuli to the local economy have been facilitated.

Day or night, the City Centre is bustling with specialty shops, restaurants and family entertainment venues. Residents of all ages have access to lifelong learning opportunities with plenty of high quality public and private educational institutions and a greater variety of tertiary courses and apprentice training opportunities.

22 City of Kwinana Outcome: Varied job opportunities OBJECTIVE STRATEGIES MEASURES 2.1 Residents have access • Economic • Increase in MARKYT to ample job opportunities Development Performance Score for job locally Action Plan creation • Kwinana Outer Harbour Project • Multicultural Action Plan

Outcome: Quality education for all ages OBJECTIVE STRATEGIES MEASURES 2.2 The community has a • Lifelong • Increase in MARKYT choice of quality public and Learning Performance Score for private facilities to meet their Strategy education and training education and training needs • Multicultural opportunities throughout their life time Action Plan • Increase in MARKYT • Economic Performance Score for local primary schools Development • Increase in MARKYT Team Business Performance Score for local Plan high schools • Increase in MARKYT Performance Score for lifelong learning programs and activities

Outcome: A bustling retail scene OBJECTIVE STRATEGIES MEASURES 2.3 The City Centre is home to • Local • Increase in MARKYT a thriving range of specialty Commercial and Performance Score for how the shops, restaurant and family Activity Centres City Centre is being developed entertainment venues and Strategy • Increase in MARKYT an active night-life while Performance Score for access to goods and services in the local neighbourhood centres are area revitalised • Increase in MARKYT Performance Score for cafes and restaurants in the local area

Outcome: A powerhouse industrial area OBJECTIVE STRATEGIES MEASURES 2.4 The Western Trade Coast • Local Planning • Increase in MARKYT Precinct is developed with Strategy Performance Score for the maximum leverage being • Kwinana Outer City’s industrial area gained from investments in Harbour Project new infrastructure

Strategic Community Plan 2019-2029 23 Outcome: A thriving local economy OBJECTIVE STRATEGIES MEASURES 2.5 Stimulate economic • Economic • Increase in MARKYT development and encourage Development Performance Score for diversification Action Plan economic development • Land Optimisation Strategy • Community Development Team Business Plan

Outcome: Innovative approval system OBJECTIVE STRATEGIES MEASURES Provide a best practice • Planning and • Increase in MARKYT development approval system Development Performance Score that attracts and retains Team Business for planning and business investment in the Plan building approvals area

24 City of Kwinana Strategic Community Plan 2019-2029 25 Aspiration 3 Surrounded by nature Environment

In 2030 the City of Kwinana is still physically surrounded by nature.

This is largely thanks to the foresight and talent of WA’s first female town planner, Margaret Feilman, who designed the original town of Kwinana in the 1950’s with a significant natural buffer to the industrial area. The attractive wide tree-scaped streets, abundant public open spaces and native vegetation are also testament to her skill in landscape design.

This unique history of sensitively integrating environmental and land use planning has continued as the City has successfully minimised loss of remnant vegetation and natural systems in new developments, while still accommodating its share of Perth’s population growth and expansion of the State’s economy. A practical, affordable and sustainable balance has been achieved between protection and development. The rich biodiversity of the area has been conserved through the identification and preservation of significant natural areas as well as with the active participation of residents in a range of environmental activities. A system of well managed reserves, protected from illegal use and linked by a coordinated walk trails network makes Kwinana the ‘People’s Park’ of the southern corridor.

A robust suite of policies that address environmental management and climate change are administered by well-trained professionals at the City, achieving integration with residential areas, preservation of health and amenity, and peak environmental performance and compliance. Energy and water conservation has long been a focus of the City’s operations and the impacts and risks climate change presents are incorporated into operational plans, policies and development assessments.

26 City of Kwinana Outcome: A beautiful environment OBJECTIVE STRATEGIES MEASURES 3.1 Improve conservation of • Local Biodiversity • Increase in MARKYT biodiversity and protection Strategy Performance Score of native vegetation whilst • Natural Areas for conservation and achieving high levels of Management Plan environmental environmental protection in • Perth Natural management new developments Resource • Increase in MARKYT Management Swan Performance Score Region Strategy for animal and pest • Emergency Services control Team Business Plan 3.2 Educate and promote • Environmental • Increase in MARKYT improved environmental land Education Strategy Performance Score management for environmental land management

Outcome: An energy efficient City OBJECTIVE STRATEGIES MEASURES 3.3 Promote the use of • Revolving Energy Fund • Increase in MARKYT renewable energy within the • Climate Change Performance Score City of Kwinana and reduce Mitigation and for effort to promote energy use where possible Adaptation Plan and adopt sustainable practices

Outcome: A water-wise City OBJECTIVE STRATEGIES MEASURES 3.4 Encourage and exercise • Sustainable Water • Increase in MARKYT best practice water Management Plan Performance Score management • Groundwater for the City’s water Operating Strategy usage practices • Water Conservation Plan • City Operations Team Business Plan

Outcome: A City adapted to climate change OBJECTIVE STRATEGIES MEASURES 3.5 Understand the impacts • Kwinana Local • Increase in MARKYT of climate change and take a Emergency Performance Score risk management approach Management Plan for effort to mitigate to addressing these effects in • Community climate change future planning Emergency Services Coordinator Business Plan • Climate Change Mitigation and Adaptation Plan

Strategic Community Plan 2019-2029 27 Aspiration 4 It’s all here Infrastructure

Kwinana 2030 will see an increasing number of new community and recreation facilities, as well as significant refurbishment of current amenities.

These community spaces have been well planned to meet community needs and have been constructed to match population growth. They have enabled the provision of more services and activities for youth, families and seniors and have sustainable maintenance and running costs.

The whole community has access to a variety of quality parks and public areas throughout the City that have an exciting range of playground and exercise equipment. The area enjoys a wide range of government services, with particularly high standards of policing and public transport. A variety of medical services are available locally to help support a healthy lifestyle and allow residents to age in place. The City’s land use planning continues to enable a diverse range of lifestyle options and mix of densities, from semi-rural properties through to City Centre apartment living.

There is a sustainable balance of industrial, commercial and residential developments supported by vibrant activity centres with great parking and public transport. There is not only affordable housing but affordable living. The excellent transport network continues to expand with a focus on improved road safety and design, street lighting, footpaths and cycle routes. A range of utilities are provided across the district including extensive mobile coverage and high-speed broadband access. The significant levels of community pride are reflected in well maintained private properties, beautiful streetscapes and public areas.

28 City of Kwinana Outcome: Great public places OBJECTIVE STRATEGIES MEASURES 4.1 Residents are provided • Community • Increase in MARKYT with a range of multifunctional Infrastructure Plan Performance Score community places and • Asset Management for community accessible recreation facilities Services Team centres and facilities Business Plan • Increase in MARKYT • Community Performance Score Engagement Team for sport and Business Plan recreation facilities

Outcome: Well-kept green spaces OBJECTIVE STRATEGIES MEASURES 4.2 The community has easy • Parks and Reserves • Increase in MARKYT access to well equipped, Asset Management Performance Score quality parks and public open Plan for playgrounds, spaces • Depot Service Review parks and reserves Improvement Plan • Community Engagement Team Business Plan

Outcome: A well serviced City OBJECTIVE STRATEGIES MEASURES 4.3 Ensure the Kwinana • Strategic Waste • Increase in MARKYT community is well serviced Management Plan Performance Score by government and non- • Local Planning for street lighting government services Strategy • Increase in MARKYT • Land Optimisation Performance Score Strategy for waste service • Lobbying Strategy collections • Community • Increase in MARKYT Engagement Team Performance Score Business Plan for management of food, health, noise and pollution issues

Outcome: A well planned City OBJECTIVE STRATEGIES MEASURES 4.4 Create diverse places and • Local Planning • Increase in MARKYT spaces where people can Strategy Performance Score for enjoy a variety of lifestyles • Public Open Space access to housing that with high levels of amenity Standards Policy meets their needs • Parking Strategy • Town Planning Scheme • Strategic Waste Management Plan

Strategic Community Plan 2019-2029 29 Outcome: A well maintained City OBJECTIVE STRATEGIES MEASURES 4.5 Actively improve the • Works Depot Team • Increase in MARKYT appearance of public areas Business Plan Performance Score and streetscapes throughout • Engineering Team for road the City Business Plan maintenance • Public Lighting Asset • Increase in MARKYT Management Plan Performance Score for streetscapes

Outcome: A connected transport network OBJECTIVE STRATEGIES MEASURES 4.6 Provide a safe and efficient • Roads and Transport • Increase in MARKYT integrated network of roads, Asset Management Performance Score footpaths and cycles routes Plan for traffic supported by a good public • Engineering Team management on local transport system Business Plan roads • Multicultural Action • Increase in MARKYT Plan Performance Score for footpaths and cycleways • Increase in MARKYT Performance Score for access to public transport

30 City of Kwinana Strategic Community Plan 2019-2029 31 32 City of Kwinana How will we know if the plan is succeeding?

The City, in conjunction with the community, will review this plan once every two years using results gained from a bi-annual community perceptions survey. This will give life to the measures listed in this plan and provide an indication of the City’s progress towards achieving the community’s vision. In addition to the survey, the City will undertake the following reporting processes to keep the community informed:

• Quarterly Performance Report to Council • Integrated Planning Progress Report in the Annual Report • Regular updates via the City’s media channels

Strategic Community Plan 2019-2029 33 Measures

The City will utilise community perception indicators as well as several business indicators to show the overall performance of the Corporate Business Plan. This will be achieved through a detailed community perceptions survey and recording of internal business performance indicators. The last Community Perceptions Survey was undertaken in 2018 to review the community’s perception of City services, with the questions asked being specifically related to objectives the community had outlined in the formulation of the Strategic Community Plan. The results of this survey were used as guidance in prioritising areas for improvement and measuring the organisation’s success towards the community’s vision. These Key Performance Indicators are listed below next to the outcome they are applicable to:

Rich in Spirit Score Score MARKYT MARKYT MARKYT 2018 Performance Outcomes Measure 2016 Performance 2018 Industry Average Increase in MARKYT Performance 56 60 60 Score for character and identity Increase in MARKYT Performance A unique identity Score for cultural diversity and racial 56 61 55 harmony Increase in MARKYT Performance N/A 59 N/A Score for Aboriginal reconciliation Increase in MARKYT Performance A City alive with Score for festivals, events and cultural 64 71 64 activity activities A safe and Increase in MARKYT Performance 41 45 54 welcoming place Score for safety and security

34 City of Kwinana Increase in MARKYT Performance Score for opportunities to take part in physical 63 68 66 activity Increase in MARKYT Performance Score 58 70 50 for services and facilities for youth Increase in MARKYT Performance Score for 58 68 61 services and facilities for families

Increase in MARKYT Performance Score 56 61 57 Services for an for services, facilities and care for seniors active community Increase in MARKYT Performance Score for 60 65 N/A health and wellbeing services Increase in MARKYT Performance Score for access to mental health information 46 52 N/A and support Increase in MARKYT Performance 76 80 72 Score for library and information services Increase in MARKYT Performance Score N/A 76 70 for Recquatic services Increase in MARKYT Performance Score for access to community grants and funding N/A N/A N/A Strong community leaders Increase in MARKYT Performance Score for people who feel they belong in their 51 50 56 community A community who Increase in MARKYT Performance Score 61 66 62 help each other for volunteer support and recognition

A vibrant arts Increase in MARKYT Performance Score 64 71 64 culture for festivals, events and cultural activities Increase in MARKYT Performance Score A sense of place for how local history is preserved and 58 64 62 and heritage promoted Increase in MARKYT Performance Score Accessibility for for access to service and facilities for 54 62 54 everyone people with disabilities

Strategic Community Plan 2019-2029 35 Alive with opportunities Score Score MARKYT MARKYT MARKYT 2018 Performance 2018 Industry Average Outcomes Measure 2016 Performance Varied job Increase in MARKYT Performance N/A N/A N/A opportunities Score for job creation Increase in MARKYT Performance Score for education and training 49 53 49 opportunities Increase in MARKYT Performance 59 63 63 Quality education Score for local primary schools for all ages Increase in MARKYT Performance 43 47 N/A Score for local high schools Increase in MARKYT Performance Score for lifelong learning programs N/A 59 N/A and activities Increase in MARKYT Performance Score for how the City Centre is being 62 64 52 developed Increase in MARKYT Performance A bustling retail Score for access to goods and 57 61 51 scene services in the local area Increase in MARKYT Performance Score for cafes and restaurants in the 51 51 N/A local area

A powerhouse Increase in MARKYT Performance N/A N/A N/A industrial area Score for the City’s industrial area

A thriving local Increase in MARKYT Performance 43 50 45 economy Score for economic development Innovative Increase in MARKYT Performance 57 54 46 approval system Score for planning and building approvals

36 City of Kwinana Surrounded by nature Score Score MARKYT MARKYT MARKYT 2018 Performance 2018 Industry Average Outcomes Measure 2016 Performance Increase in MARKYT Performance Score for conservation and 57 64 58 environmental management A beautiful natural Increase in MARKYT Performance 54 59 55 environment Score for animal and pest control Increase in MARKYT Performance Score for environmental land N/A N/A N/A management Increase in MARKYT Performance Score An energy efficient for effort to promote and adopt 52 63 56 City sustainable practices Increase in MARKYT Performance A water-wise City Score for the City’s water usage N/AN/A N/A practices Increase in MARKYT Performance A City adapted to N/AN/A N/A climate change Score for effort to mitigate climate change

Strategic Community Plan 2019-2029 37 It’s all here Score Score MARKYT MARKYT MARKYT 2018 Performance 2018 Industry Average Outcomes Measure 2016 Performance Increase in MARKYT Performance Score 65 67 58 Great public for community centres and facilities places Increase in MARKYT Performance Score for sport and recreation facilities 66 68 65 Well-kept green Increase in MARKYT Performance Score 65 77 68 spaces for playgrounds, parks and reserves Increase in MARKYT Performance Score 54 59 56 for street lighting Increase in MARKYT Performance Score A well serviced 67 67 71 for waste service collections City Increase in MARKYT Performance Score for management of food, health, 53 59 57 noise and pollution issues Increase in MARKYT Performance A well planned Score for access to housing that meets 62 66 60 City their needs Increase in MARKYT Performance 56 64 53 A well maintained Score for road maintenance City Increase in MARKYT Performance 55 61 61 Score for streetscapes Increase in MARKYT Performance Score for traffic management on local 56 62 54 roads A connected Increase in MARKYT Performance Score transport network 54 62 54 for footpaths and cycleways Increase in MARKYT Performance 55 61 60 Score for access to public transport

38 City of Kwinana Strategic Community Plan 2019-2029 39 ADMINISTRATION Cnr Gilmore Ave and Sulphur Rd, Kwinana WA 6167 PO Box 21, Kwinana WA 6966 Telephone 08 9439 0200 [email protected]

www.kwinana.wa.gov.au

Printed: 12 July 2019

smallbusiness.wa.gov.au

The city of kwinana makes people-centred choices.

The City of Kwinana was one of twenty local governments to participate in the SBDC’s Small Business Friendly Approvals program over the past two years. Since 2021, the City has implemented the majority of reforms they identified to improve the small business experience in Kwinana.

The City of Kwinana was selected for the Small Business Friendly Approvals Program at the start of 2021. The local government, with more than 2,200 small businesses operating within its boundaries, assigned a multi-disciplinary working group team to examine the application processes for small businesses looking to commence in the City. Chosen for their skill set, openness to driving transformational change through human-centred design thinking, and ‘can do’ attitudes, the working group immersed themselves in an intensive, full-time, 10-day workshop.

The City’s team used a human-centred design approach to define the challenges and difficulties in navigating the sometimes-complex process of meeting regulatory obligations, through the lens of a small business customer. They then used these learnings to problem-solve and develop a series of improvements to the City of Kwinana’s processes and information.

By the end of the intensive program, the working group had identified 50 high level actionable reforms, with 250 individual tasks under the five reform pillars of:

• Business support
• Streamline processes, and
• Rethinking the rules.

Like all local governments across Australia, significant resource movement across the sector impacted on the City’s ability to retain momentum in their reforms. To ensure their commitments were fulfilled, the team introduced regular ‘reset sessions’ to review reform relevance, adjust tasks and responsibilities where required, and inform ongoing project development across the organisation.

The City of Kwinana’s dedication has realised outstanding results, with 87 per cent of identified reforms implemented in the 18 months since completing the program. Examples of these reforms include:

• Developing self-help checklists and guidelines for small business applicants
• Enabling online lodgement for community food and event applications
• Reviewing local food business trading permit requirements
• Removing the requirement for a building permit for Low Risk Temporary Structures
• Repealing a local law requiring a licence for signage
• Creating and launching a Business Hub on the City of Kwinana website, that was user-tested with small business users
• Trialling a co-working space
• Preparing a new events policy and guidelines

The City of Kwinana CEO, Wayne Jack, said of the process:

“The opportunity for our dedicated team to use the human-centred design approach was one of the key factors in enabling them to identify and achieve so many reforms in such a short time.

“While we all started out wanting to create an environment in Kwinana that was conducive to starting a business, actually understanding the impact that barriers to starting and growing has on small business owners and operators was key to our officers approaching all the City’s processes with a new point of view.

“I’m very proud of the point we have arrived at, achieving nearly 90 per cent of identified reforms in our program, and confident it will help make the City of Kwinana a location of choice for small business creation and growth.”

More information

• Find out more about the SBDC's Small Business Friendly initiative .
• Read about the City of Wanneroo’s Approvals Program results .
• Learn more about how local governments are taking a customer-first approach to regulation in WA

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City of Kwinana planning information

Local planning strategy, local planning scheme 2, local planning scheme 3, structure plans, mrs amendments.

This page contains local planning schemes, strategies, structure plans and planning publications relating to this local government area.

No available local planning strategy.

Kwinana Map Index Scheme 2 (PDF, 360.07KB)

Kwinana Scheme 2 Text (PDF, 3.12MB)

Map 01 - Naval Base locality (PDF, 1.18MB)

Map 02 - Kwinana Naval Base locality (PDF, 1.03MB)

Map 03 - Wandi locality (PDF, 1.08MB)

Map 04 - Kwinana Beach locality (PDF, 1.43MB)

Map 05 - Medina locality (PDF, 1.79MB)

Map 06 - Orelia locality (PDF, 2.62MB)

Map 07 - Casuarina locality (PDF, 1.67MB)

Map 08 - Kwinana Beach locality south (PDF, 1.35MB)

Map 09 - Leda locality (PDF, 2.17MB)

Map 10 - Bertram locality (PDF, 2.07MB)

Map 11 - Wellard locality (PDF, 1.92MB)

Map 12 - Leda Nature Reserve locality (PDF, 1.67MB)

Map 13 - Wellard locality South (PDF, 794.47KB)

Map 14 - Wellard locality south east (PDF, 548.04KB)

Kwinana Map Index Scheme 3 (PDF, 149.75KB)

Kwinana Scheme 3 Text (PDF, 283.86KB)

Map 01 - Kwinana Town Centre (PDF, 552.87KB)

Anketell North SPN 0338M-6 (PDF, 37.93MB)

Casuarina Central SPN 2235 (PDF, 16.09MB)

Casuarina North SPN 2197 (PDF, 7.21MB)

Hope Valley Wattleup Redevelopment SPN 0646 (PDF, 9.78MB)

Kwinana Latitude 32 Development Area 3 SPN 0590M-1 (PDF, 4.7MB)

Kwinana Part Lot 9001 Mortimer Road and Part Lot-379 Millar Road Wellard East SPN 0711 (PDF, 1.8MB)

Lots 1, 2 and 3 Thomas Road, Anketell SPN 0295M-1 (PDF, 599.47KB)

Lot 59 Mortimer Road Wellard SPN 2002 (PDF, 3.29MB)

Lot 64 Woolcoot Road Wellard SPN 0731M-1 (PDF, 6.51MB)

Lots 500 & 501 Bertram Road Wellard Local Structure Plan Amendment No. 2 - WAPC Reference SPN 2122M-2 (PDF, 1.86MB)

Lot 502 Tamblyn Place Wellard KWIN-2015-1 (PDF, 2.13MB)

Lots 503 & 504 Tamblyn Place & Lots 505 507 & 900 Johnson Road Wellard KWIN-2015-2 (PDF, 11.18MB)

Lots 670 And 1338 Bertram Road And Reserve 50672 Wellard KWIN-2016-1 (PDF, 10.85MB)

Mandogalup East SPN 0774 (PDF, 7.46MB)

Mandogalup West SPN 0720 (PDF, 6.57MB)

Wandi North Local Structure Plan Amendment No. 8 - WAPC Reference SPN 0004M-4 (PDF, 3.66MB)

Wandi South SPN 0352M-1 (PDF, 26.28MB)

Metropolitan Region Scheme amendment 1380/57 – South-East and South-West Districts Omnibus 4

Metropolitan Region Scheme amendment 1381/57 – Part Lot 9001, Lot 9035 Lyon Road and Lot 132 Wirra Corner, Wandi

Metropolitan Region Scheme amendment 1368/57 – Wandi High School Site

Metropolitan Region Scheme amendment 1363/57 - Lots 15 and 18 Mason Road, Kwinana Beach

Metropolitan Region Scheme amendment 1350/27 - Portion of Mandogalup Precinct

Metropolitan Region Scheme amendment 1335/57 - Bush Forever Omnibus 3 (South)

Metropolitan Region Scheme amendment 1343/57 - South East and South West Districts Omnibus 3

Related Pages

• Kwinana-East Rockingham industrial area
• Wattleup and Hope Valley townsites

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Acknowledgement of Country

The Government of Western Australia acknowledges the traditional custodians throughout Western Australia and their continuing connection to the land, waters and community. We pay our respects to all members of the Aboriginal communities and their cultures; and to Elders both past and present.

Sustainable Water Management Plan - 2018-2023 November 2021 - City of ...

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Corporate Business Plan 2021-2025

Acknowledgement of Country City of Kwinana acknowledges the Traditional Custodians of the land on which we live, work and play, the Nyoongar people. We recognise their connection to the land and local waterways, their resilience and commitment to community, and pay our respect to Elders past and present.

ContentsAcknowledgement of Country 2Contents 3CEOs Message 4What is a Corporate Business Plan? 5The Foundation – what we do now 7The Future – How we will get there 10Key projects map 18How we will fund it 20How we will manage our workforce 26How we will manage our assets 27How we will manage risk 29The Destination – How will we know we are there 30Performance Reporting 37

2 3Corporate Business Plan 2021-2025City of Kwinana

INTEGRATED PLANNING AND REPORTING FRAMEWORK

Informing Plans:

Long Term Financial Plan

Workforce Plan

Infrastructure Strategy

Issue specific strategies and plans

Performance Reporting

• A Bi-Annual Performance Report to Council

• The Integrated Planning Progress Report in the Annual Report

• Regular updates via the City’s media channels

• Internal Business Reporting

Strategic Community Plan

Contains the community’s vision and priorities and is for a span of 10 years

Corporate Business Plan

Details the City’s activities that will achieve the community’s vision in the Strategic Community Plan over the next four years

Annual Business Plan and Budget

Identifies how the City’s work is resourced and paid for each year

Team Business Plans

Keeps individual service areas on track by unifying them to achieve the Community’s vision

CEOs MessageI am pleased to present the City of Kwinana’s Corporate Business Plan for 2021-2025. It provides clarity on the initiatives and services that the City is working towards over the next five years, with emphasis on the delivery of the strategic priorities outlined in our Strategic Community Plan 2021-2031 and the recovery of the City in the wake of COVID-19 impacts. To lessen the impacts of COVID-19 on the community, the City resolved to forego a rate increase for the 2020-2021 financial year. This presented the City with the familiar challenge of balancing the budget with the needs of the community, yet on a more intense scale.

Despite these challenges, the City of Kwinana is continuing to grow and evolve as it proves to be a desirable place to live, work and play. As a community, we can look forward to a promising future of prosperity, health, economic growth and sustainability.

The past few years have been an exciting time for the City of Kwinana, with a number of state-of-the art facilities such as the Edge Skatepark and the award winning Adventure Park being popular destinations not only for the community but for others who live outside of Kwinana.

The Kwinana Industrial Area’s future is looking very bright with State Government recognising the importance of the Outer Harbour and responding with the establishment of the Westport Taskforce. Additionally, interest from international investors has seen the area dubbed as ‘Lithium Valley’ as a number of large players in the lithium industry establish themselves in Kwinana. Both of these opportunities will create long-term job opportunities for our residents and will attract new families to settle within the community.

However, rapid growth brings its own set of challenges, particularly in the areas of service provision and infrastructure development, which makes our task of balancing priorities critical. Moving forward, I am confident the City will handle this task with maturity and creativity.

The Corporate Business Plan 2021-2025 gives us clear direction for delivering the services and programs our community needs in order to prosper. Our City’s workforce will strive to deliver actions from the plan, to ensure the broadest range of high quality services are provided at the lowest possible cost to meet community needs.

Long-term financial sustainability and affordability of the City’s commitments remain a primary focus for us moving forward, as we advance the future for Kwinana and its people.

I would like to thank the community for joining us on this exciting journey. We look forward to delivering on our commitments.

Chief Executive Officer

What is a Corporate Business Plan?The City of Kwinana uses the Integrated Planning and Reporting Framework outlined in by the Local Government Act 1995 and the Local Government (Administration) Regulations 1996. These detail that a local government must have a “Plan for the Future”. The plan for the future is to comprise of two important documents, a Strategic Community Plan and a Corporate Business Plan. The SCP sets out the “what” the community would like their local government to achieve and the CBP outlines how the local government will go about achieving it. To remain consistent with the SCP, the CBP undergoes an internal review every year, with a major review scheduled every two years to coincide with reviews of the SCP.

The Corporate Business Plan activates the Strategic Community Plan by detailing the actions, projects and programs that the City will undertake to achieve the community’s vision. It is the key point at which the City’s operational activities are aligned to community priorities. To ensure that these activities can be undertaken, the Corporate Business Plan is informed by the Long Term Financial Plan, Asset Management Strategy, Workforce Plan and issue specific strategies and plans. The CBP and its role in the Integrated Planning and Reporting Framework can be seen below:

4 5Corporate Business Plan 2021-2025City of Kwinana

The Corporate Business Plan aligns with and activates the strategic direction from the Strategic Community Plan in the table below:

Our visionA unique and liveable City, celebrated for and connected by its diverse community, natural

beauty and economic opportunitiesOur outcomes1 A naturally

beautiful environment that is enhanced and protected

2 A resilient and thriving economy with exciting opportunities

3 Infrastructure and services that are affordable and contribute to health and wellbeing

4 A unique, vibrant and healthy City that is safe, connected and socially diverse

5 Visionary leadership dedicated to acting for its community

Our strategic objectives1.1 Retain and

improve our streetscapes and open spaces, preserving the trees and greenery that makes Kwinana unique

2.1 Enable a thriving and sustainable local economy that supports and sustains quality jobs and economic opportunities

3.1 Develop quality, affordable infrastructure and services designed to improve the health and wellbeing of the community

4.1 Create, activate and manage places and local centres that are inviting, unique and accessible

5.1 Model accountable and ethical governance, strengthening trust with the community

3.2 Provide for an accessible and well-connected City by integrating public transport and improving safe streets for driving, walking and cycling

4.2 Improve Kwinana’s perception by leveraging and promoting the unique attributes of the area and supporting feelings of safety and security in community

5.2 Develop strong community engagement through strong partnerships with the community

1.2 Maintain and enhance our beautiful, natural environment through sustainable protection and conservation

2.2 Create strong regional connections that will improve the ability for residents to access jobs, training and goods and services

3.3 Maintain infrastructure, playgrounds, parks and reserves to a high standard through sustainable asset maintenance and renewal

4.3 Enhance opportunities for community to meet, socialise, recreate and build local connections

5.3 Provide a high standard of customer service with the community as priority

4.4 Develop wellbeing programs and implement physical recreation that is culturally appropriate for Kwinana’s community

5.4 Establish a culture of continuous improvement, achieving high levels of business excellence

The Foundation – what we do now For the most part, the City undertakes its day to day operations as usual, providing many important services to the community. Aligning these services with our new strategic direction helps us to define the important key services which support the achievement of the plan. Through the City’s reporting mechanisms and engagement with the community, the level of service the City provides to the community has been deemed adequate and no changes to current services have been identified for the life of this plan. This provides a stable foundation for the City to build its financial sustainability going forward.

Community Outcome Key City Services Responsible Team

1 A naturally beautiful environment that is enhanced and protected

• Animal and feral wildlife control • Coastal planting • Contaminated site monitoring • Environmental education programs • Environmental health services • Environmental subsidies and rebates • Litter and illegal dumping management • Mosquito management • Noise control • Urban forest management • Verge collections • Waste and recycling management

Environment and Health

• Dog and cat control City Assist

• Emergency management • Fire breaks• Volunteer bushfire services

Emergency Services

• Graffiti removal • Maintenance of natural areas and parks City Operations

• Landscape design and construction • Stormwater construction, maintenance

and management • Streetscape design and maintenance

Engineering

6 7Corporate Business Plan 2021-2025City of Kwinana

• Business events and support• Grants and funding • Economic planning

Economic Development and Advocacy

• Activity centre planning • Local development plans • Planning applications• Strategic urban planning

Planning and Development

• Building applications Building Services

• Building renewal projects Engineering

• Facility and venue hire • Volunteer resource centre Community Centres

• Library Education Programs Library

• Financial management and planning Finance

• Asset management planning• Street lighting

Asset Management Services

• Engineering design and construction Engineering

• Waste Management Environment and Health

• Infrastructure Maintenance City Operations

• Capacity development for community organisations

• Community safety education programs and resources

• Disability access and inclusion planning • Events, grants and funding • Health and wellbeing Services • Kids and early years services• Kids programs • Local history • Place activation • Playgrounds • Public art, exhibitions and awards• Reconciliation action planning • Senior services • Youth services, scholarships and awards

Community Engagement

• Citizenship ceremonies Governance

• City Assist Services• Crime prevention • Vandalism and abandoned vehicles

City Assist

• Communications and stakeholder engagement

Marketing and Communications

• Community centres and libraries• Crèche services • Recquatic centre• Swim programs • Volunteer resource centre

Community Centres

• Pool applications and fencing requirements Building Services

• Governance Services Governance

• Lobbying and AdvocacyElected Members and Economic Development

• Continuous Improvement and Business Excellence

• Strategy and Plan Development

City Strategy and Improvement

• Customer Service Customer Services

• Community Engagement Planning Community Engagement

• Workforce Planning Human Resources

8 9Corporate Business Plan 2021-2025City of Kwinana

The Future – How we will get there

A unique and liveable City, celebrated for and connected by its diverse community, natural beauty and economic opportunities

10 City of Kwinana

Community Outcome Strategic Objectives Key Actions Type 21/22 22/23 23/24 24/25 Budget

Type Responsibility

1.1 Retain and improve our streetscapes and open spaces, preserving the trees and greenery that makes Kwinana unique

Implement the Landscape Strategy Program Operating Engineering

Implement the City Operations Annual Maintenance Program

Program Operating City Operations

Implement the Kwinana Adventure Park Management Plan

Develop the Urban Forest Plan Program Operating Planning and

Development

Develop a Local Biodiversity Strategy Project Operating Planning and

Review the Natural Areas Management Plan Program Operating City Operations

Implement the Local Planning Strategy Program Operating Planning and

Prepare the Local Planning Scheme

Major Project Operating Planning and

Upgrade the Kwinana Loop Trail

Major Project Capital Community

Implement the Environmental Education Plan

Program Operating Environment and Health

Implement the Waste Education Plan Program Operating Environment

Implement the Waste Plan Program Operating Environment and Health

Implement the Climate Change Plan Program Operating Environment

Implement the Sustainable Water Management Plan Program Operating Environment

Develop an Energy Sustainability Plan Project Operating Environment

Implement the Mosquito and Midge Management Plan

11Corporate Business Plan 2021-2025

2 A resilient and thriving economy and exciting opportunities

Develop a Local Economic Development Strategy Project Operating

Review the Local Commercial and Activity Centres Strategy

Program Operating Planning and Development

Develop a Pathways to Employment Plan Project Operating

Develop a Small Business Friendly Approval System Project Operating

City Development and Sustainability

Review Advocacy and Investment Plans Project Operating

Attract a Mini Golf provider to Kwinana Project Operating

Contribute to the development of an Economic and Spatial Governance Plan

Project OperatingEconomic Development and Advocacy

12City of Kw

Review the Community Infrastructure Plan Project Operating Community

Develop a Sustainability Strategy Project Operating Environment

Implement the Asset Management Strategy Program Operating

Implement the Buildings Asset Management Plan Program Operating

Implement the Long Term Financial Plan Program Operating Finance

Implement the Bike and Walk Plan Program Operating City

Infrastructure

Implement the Roads and Transport Asset Management Plan

Program OperatingAsset Management Services

Implement the Public Lighting Asset Management Plan

Implement Parks Upgrade Strategy Program Operating Community

13Corporate Business Plan 2021-2025

Implement the Parks and Reserves Asset Management Plan

Implement the Drainage Asset Management Plan Program Operating

14City of Kw

Implement the Social Strategy Program Operating Community

Develop Place Plans Project Operating Community Engagement

Project Operating Planning and Development

Implement the Public Art Masterplan Program Operating Community

Implement the Heritage Implementation Plan Program Operating Community

Review the Emergency Services Delivery Model Project Operating Emergency

Implement the Local Economic Development Strategy

Program OperatingEconomic Development and Advocacy

15Corporate Business Plan 2021-2025

Implement the Innovate Reconciliation Action Plan Program Operating Community

Implement the Disability Access and Inclusion Plan Program Operating Community

Construct a Children’s Safety Bike Track Project Operating Engineering

Develop the Kwinana Healthy Lifestyles Program Project Operating Community

Review the Public Health Plan Project Operating Community

16City of Kw

Implement the Strategic Community Plan and Corporate Business Plan

Program Operating City Strategy and Improvement

Implement the Infrastructure Strategy Program Operating

Develop a Strategic Procurement Plan Annually

Project Operating Contracts and Procurement

Implement the Community Engagement Strategy Program Operating Community

Implement the Customer Service Strategy Program Operating Marketing and

Communications

5.4 Establish a culture of continuous improvement achieving high levels of business excellence

Develop the Business Excellence Framework Project Operating City Strategy

Implement the Workforce Plan Program Operating Human

Implement he Corporate Business System Project

Major Project Operating

Corporate Business System Project Team

17Corporate Business Plan 2021-2025

NAVAL BASE HOPE

MANDOGALUPMANDOGALUPWANDIWANDI

KWINANA BEACH

POSTANSPOSTANS THE SPECTACLES

THE SPECTACLES

ANKETELLANKETELL

CASUARINACASUARINA

PARMELIAPARMELIA

WELLARDWELLARD

KWINANAKWINANA

ORELIAORELIAMEDINAMEDINA

CALISTACALISTA

BERTRAMBERTRAM

Key Projects:

Kwinana Loop Trail Upgrade Short Mini Golf Short Junior Safety Bike Track Short Proposed Activity Centres Short, Medium and Long Proposed Recreation Facilities Short, Medium and Long Proposed Community Facilities Short, Medium and Long Proposed Train Station Long Proposed Schools Long Westport Long Waste to Energy Plant Medium Future Urban Long Planting Program Short and Medium Existing Projects - Service Commercial

Existing Infrastructure:

Community Facilities – Kwinana Adventure Park Community Facilities – The Edge Skatepark Existing Activity Centres Train Stations Recreation Facilities

Key ‘All of Kwinana’ Projects:

Implementing the Safety and Crime Prevention Plan Short, Medium and LongImplementing the Local Planning Strategy Short, Medium and LongImplementing the Streetscape Strategy Short, Medium and LongImplementing the City Operations Annual Works Program Short, Medium and Long

Community Facilities Schools Local Parks Primary Roads Railway Line

Key projects map

18 19Corporate Business Plan 2021-2025City of Kwinana

How we will fund itThe implementation plan above has been aligned with our Long Term Financial Plan, the forecasts indicate how and when the City intends to fund certain activities.

STATEMENT OF FINANCIAL ACTIVITY/RATE SETTING STATEMENT (BY NATURE OR TYPE) Note: figures are 000’s

2022 2023 2024 2025$ $ $ $

Opening Funding Surplus (Deficit) 500 0 0 0

Revenue from operating activitiesRates 42,035 43,991 46,001 48,066 Operating Grants, Subsidies & Contributions 6,895 6,976 7,073 7,185 Fees & Charges 12,975 12,389 12,574 12,800 Interest Earnings 689 690 692 693 Other Revenue 413 418 424 431 Revenue from operating activities 63,008 64,465 66,764 69,175

Expenditure from operating activitiesEmployee Costs (26,993) (27,155) (27,561) (27,975)Materials & Contracts (24,704) (24,909) (25,278) (25,658)Utilities (2,804) (2,903) (3,004) (3,109)Depreciation (16,537) (16,702) (16,869) (17,038)Interest Expenses (829) (695) (581) (468)Insurance Expenses (614) (622) (630) (640)Other Expenditure (312) (316) (320) (324)Expenditure from operating activities (72,793) (73,301) (74,244) (75,214)

Operating activities excluded from budgetAdd back Depreciation 16,537 16,702 16,869 17,038 Other non-cash movements (2,957) (424) 1,266 (364)Amount attributable to operating activities 3,795 7,442 10,656 10,635

New Operating ProposalsNew Employment Expenses (286) (485) (492) (694)New Service/Changes to Services Proposals (864) (788) (686) (725)New Operating Proposals (1,150) (1,273) (1,179) (1,420)

Amount available for capital and other commitments 3,145 6,169 9,477 9,216

Investing activitiesGrants, Subsidies and Contributions 17,010 14,915 3,232 6,032 Proceeds from Self Supporting Loan 18 18 19 20 New / Upgrade Asset Expenditure (18,313) (15,008) (2,805) (5,447)Renewal Asset Expenditure (5,675) (6,378) (6,870) (8,050)Amount attributable to investing activities (6,961) (6,453) (6,424) (7,445)

Financing ActivitiesRepayment of Debentures (4,602) (2,262) (2,241) (2,341)Proceeds from New Debentures 2,500 0 0 0 Transfer to Reserves (11,289) (15,906) (8,039) (10,471)Transfer from Reserves 17,207 18,452 7,226 11,041 Amount attributable to financing activities 3,815 284 (3,053) (1,771)

Closing Funding Surplus (Deficit) 0 0 0 0

NEW OPERATING EXPENSES Note: Figures are 000’s

2022 2023 2024 2025 Directorate Team New Operating Item $ $ $ $Office of CEO

Contracts & TendersTechOne E-portal 56 16

Economic DevelopmentJoint Community and Economic Development Plan 20 40

GovernanceBi-annual Elections 110 56 56 57 Internal Audit 45 46 46 47

HRMEBA Negotiations 25 26 Classification Project 15 Legal Expenses 5 5 5 5

Marketing & CommunicationsCommunity Perception Survey 32 33

City InfrastructureAsset Management

Consultancy 90 78 46 52

City OperationsNew Estates 42 97 104 168 Infra audit footpath defects 5 5 5 Tactile renewal Project (Across the City) 10 10 10 10 Road Patching Work (contractor cost) 10 10 12 15 Bushland weed and condition mapping 20 20 21 New Natural Area Reserves 30 30 31 31 Loop Trail maintenance 18 19

City LifeCommunity Engagement

Healthy Lifestyles Programs and Activities 68 69 69 71 Reinstatement of Event budget 250 253 257 261

Community ServicesProgram income (1) (3) (4)Increase to hire fees (55) (60) (66) (72)Commission payable - Online booking system 32 35 37 39

Family DaycareFamily Day Care Australia Conference 9 9

RecquaticSpin bike lease 6 6 6 6 Room hire (once Stirling Skills lease has ceased) (10) (21) (31)Standard Aquatic Membership - 15%, $10,500 (11) (22) (33)Junior Aquatic Membership - 5%, $6,500 (7) (13) (20)Premium Aquatic Membership 20%, $14,000 (14) (29) (44)Creche Memberships - 10%, $7,000 (7) (14) (22)Premium Recquatic Membership - 30%, $21000 (21) (43) (66)Standard Fitness Membership - 20% (14) (29) (44)Court Hire (3) (7) (10)

20 21Corporate Business Plan 2021-2025City of Kwinana

2022 2023 2024 2025 Directorate Team New Operating Item $ $ $ $

City Development and SustainabilityEnvironmental Health Services

Energy Audits 10 10 10 10 Revolving Energy Fund 7 7 7 7 Feasibility Study 3rd bin 76 Waste Education Plan & Waste Plan Review 52 Review of Public Health Plan 21 Review of the Mosquito and Midge Management Plan 5 Relief for staff 5 5 5 5 SMRC Exit Costs 60 Reserve Funded (60) (76) (52)

Essential ServicesDFES funding for Bushfire Risk Management Plan (80) Bushfire Risk Management Plan 80 LEMA’s and Community Emergency Risk Management Plans

Infringement & reporting system software subscription

City BusinessFinance

GRV Valuation Year 85 86 87 89 Incentives/Prize Draw 5 5 5 5 Fair Value Asset Valuations 20 21 Financial Management Review 20

Grand Total 864 788 686 725

NEW WORKFORCE PLAN EXPENSES Note: Figures are 000’s

2022 2023 2024 2025New positions $ $ $ $CITY DEVELOPMENT AND SUSTAINABILITYBuilding Control/Approvals

Building Cadet 73 74 75 76 Building Surveyor 50

Environmental Health Services(Existing) ENV8 Sustainability Officer 38 38 39 39

CITY LIFECommunity Engagement

Active Kwinana Program Officer 87 88 89 90

Community ServicesDCA 10 - Local Community Centre StaffDCA 8 - Local Community Centre StaffDCA 9 - Local Community Centre (large Scale)District A - Youth CentreDistrict A & B Branch LibraryDistrict A & B Dry Recreation CentreDistrict B Community Centre StaffDistrict B Youth CentreLocal Community Centre/Clubroom District B (Wellard West)

CITY INFRASTRUCTURECity Operations

Technical Officer - Natural Areas 38 38 39 39 Supervisor Parks Occurring outside of 4 years but

within the Strategic Community Plan span of 10 years

Mechanical Apprentice 41 42 43

Engineering ServicesETO Traffic 97 ETO Design 97 ETO Project Management Occurring outside of 4 years but

CITY BUSINESSIT

Spatial Data Analyst 112 113 115 TechOne & HR Software Analyst 94 95 97

Grand Total 286 485 492 694

Occurring outside of 4 years but within the Strategic

Community Plan span of 10 years

22 23Corporate Business Plan 2021-2025City of Kwinana

CAPITAL EXPENDITURE Note: Figures are 000’s

2022 2023 2024 2025Project Name $ $ $ $

Renewal 5,675 6,378 6,870 8,050 Buildings 1,120 921 1,139 1,668

Building Contingency 100 101 103 104 Building Renewals 420 769 985 1,564 Operations Centre Extension 550 Administration Building 50 51 51

Bus Shelters 18 22 26 30 Bus Shelters Renewal 18 22 26 30

Car Parks 50 57 65 76 Car Park Renewal 50 57 65 76

Computing Infrastructure 152 154 156 Corporate Business System Renewal - Transfer to Reserve 152 154 156

Drainage 18 23 26 30 Drainage Renewals per Asset Management Plan 18 23 26 30

Footpaths 110 136 153 177 Footpath Renewals 110 136 153 177

Furniture & Equipment 20 152 46 82 Furniture and Fittings Renewal 20 20 21 21 Recquatic - Furniture & Equipment renewal 101 Community Resource Centres Equipment Renewal 26 17 Self Check outs 30 23 Community resource centres plant and equipment renewal 21

Motor Vehicles 350 354 359 365 Plant Replacement Program - Light Fleet 350 354 359 365

Parks & Reserves 698 867 1,020 1,182 Public Open Space/Parks & Reserves Renewals 698 867 1,020 1,182

Roads 2,834 3,277 3,443 3,865 MRRG Road Renewals and whether escalate funding 1,294 1,125 1,125 1,125 Road Reseal Renewals - Roads to Recovery 480 498 498 498 Muni Funded Road Renewals 1,060 1,654 1,820 2,242

Street Lighting 19 24 28 33 Street Lighting Renewal per Asset Management Plan 19 24 28 33

Plant & Equipment 439 393 410 386 Plant Replacement Program - Plant & Equipment 370 374 380 386 Recquatic Plant renewal 27 19 Recquatic Equipment renewal 30 31 City Assist - Enclosures 12

New/Upgrade 18,313 15,008 2,805 5,447 Buildings 4,351 137 221 2,489

DCA 12 - Local Sporting Ground with Community Centre / Clubroom - Wellard West

DCA 9 - Local Sports Ground Clubroom - Honeywood 3,718 Operations Centre Extension 550

2022 2023 2024 2025Project Name $ $ $ $Administration Building 50 51 51 Rhodes Park Accessible Public Toilet 61 Solar & Efficiency Equipment 8 25 15 42 Additional works around the Kwinana South VBFB 25

Bus Shelters 12 12 Bus Shelters New 12 12

Computing Infrastructure 535 Corporate Business System 455 City Website Redevelopment Occurring outside of 4 years but

Infringement System 80

Drainage 683 506 1,432 229 DCA 3 - Peel Sub P Drain - Anketell Sth & Casuarina 1,175 Drainage New 250 257 229 DCA 1 - Stormwater Management Infrastructure 433 Drainage New - Tanson Road upgrade 506

Footpaths 1,032 536 499 281 Footpaths New Gilmore Ave Shared path Construction - Chisham Ave to Wellard Rd 499 Gilmore Ave Shared path Construction - Thomas Rd to Chisham Ave

Parmelia Ave Shared path Construction - Sulphur Rd to Tunnicliffe St

Parmelia Ave Shared path Construction - Tunnicliffe St to Wellard Rd

Footpaths New - Infrastructure Boost 292

Land 1,809 DCA 2,3,4,5,6,7 - Branch Library Land 629 DCA 4,5 - Local Community Centre Land 393 DCA 4,5,6 - District Youth Centre Land 786

Parks & Reserves 985 11,879 498 2,301 Urban Tree Planting 255 187 190 193 Streetscape Strategy 220 172 154 94 Parks Upgrade Strategy 160 152 154 156 DCA 2,3,4,5,6,7 - District Sporting Ground 1,858 DCA 6 - Mandogalup Public Open Space 11,014 Kwinana Loop Trail Upgrade 350 354

Roads 10,540 101 103 104 Road & Path Upgrades - Infrastructure Boost 960 Black Spot Wellard Road & Henley Boulevard Pre-deflection 470 Traffic Management Projects 100 101 103 104 DCA 3,4 - Thomas Road 9,010

Street Lighting 175 40 41 42 Challenger Ave Street light construction - Warner to Bertram Road 135 Street Lighting New 40 40 41 42

Grand Total 23,988 21,386 9,675 13,497

24 25Corporate Business Plan 2021-2025City of Kwinana

How we will manage our assetsThe City’s infrastructure assets represent a significant investment, over many generations. Millions of dollars are spent annually managing and maintaining this infrastructure, and it is imperative that we utilise the best management skills and practices to ensure related services are delivered economically and sustainably. To manage this, the City will implement and continuously monitor its Infrastructure Strategy.

This Infrastructure Strategy identifies how the City plans to transition from a traditional approach to providing infrastructure, where a small group of experts applied their knowledge within their own area of expertise to determine what needed to be done, to a collaborative and strategic approach across the whole organisation. This will ensure a well-informed understanding of stakeholder requirements obtained through appropriate engagement and will be supported by data-based analysis of asset condition and performance, and will result in the provision of appropriate and effective assets to the community in the most efficient means practicable.

The drive to improve the City’s strategic management encompasses infrastructure and activities across the whole of the organisation. Specific initiatives associated with Infrastructure include (but is not limited to):

• Continue the development and implementation of best practise Asset Management Strategy and Framework aligned with ISO 55000.

• Develop and implement of a fit for purpose Project Management Framework and associated documentation

• Improved Health and Safety policy with respect to contractor engagement and management with respect to all works.

• Development and implementation of a Corporate Business Systems with regard to Asset Management and Project and Operational Management.

• Development of a Sporting and Recreation Plan

• Process development and documentation

How we will manage our workforceTo continue to provide the best possible level of service to the community, we have identified five strategic priorities to develop our workforce. These priorities were developed to align with the community outcomes of the Strategic Community Plan and the community’s vision for the City.

Our strategic priorities:

1. Aligned and active leadership

2. Right people right behaviour

3. All working together as one team

4. Empowered and effective teams

5. Systems and processes

After consideration of the City’s new strategic direction, the City will instead focus on providing a consistent level of service without increasing staff levels where possible.

26 27Corporate Business Plan 2021-2025City of Kwinana

These strategies will further inform our needs in both the short and longer term, and how we set our priorities in conjunction with affordability.

The City will seek to further clarify and define the requirements for service delivery as a separate function from asset management and project delivery, and allocate accountability and responsibility for those functions to specific roles within the organisation. It is envisaged this will give a sharper focus on ensuring appropriate service delivery supported by appropriate assets.

In the short term (0-5 years) the infrastructure strategy will strive to maintain the existing assets at the current Levels of Service (LoS) and address the known or identified major issues (e.g. high risk or regulatory compliance). However due to the chronic underfunding of asset renewals, the LoS will drop. During this time, non-urgent capital projects that are not likely to directly impact on the LoS in the short to medium term, should be prioritised or deferred.

In the medium term, (5-10 years) LoS will continue to drop, until we start investing enough to maintain the condition of assets.

In the longer term (10-15 years) with the forecast new investments, the decline in LoS will slow, until it stabilises in year 11, and slowly increases, on average, through the provision of new assets.

The Asset Sustainability Ratio shows current performance is at 22%, which is 68% below the required range of 90% to 100%. This is due to the City’s proportion of expenditure on existing capital assets being insufficient when compared to the annual consumption of assets. As a consequence, the City is in effect asking future generations to fund the lifestyle of the current generation. The plan is to steadily increase renewal expenditure to improve the Asset Sustainability Ratio with a target of 80% within 10 years.

How we will manage riskThe implementation of any plan comes with risks, so the City has put measures in place to ensure that risks are managed effectively. The City’s Risk Management Strategy outlines the City’s approach to risk, which is aligned to the AS/NZS ISO 31000:2018 Risk Management - Guidelines.

The Risk Management Strategy confirms the City’s commitment to improving its capability to identify and manage risks as an integral part of business practices.

The following risk management objectives have been identified for the City:

1. Minimise the occurrence of serious injury or loss of life

2. Protect assets and resources, including natural and cultural

3. Meet legislative and compliance requirements

4. Minimise legal liability

5. Minimise disruption to operations and services

6. Minimise financial loss, including through theft or fraud

7. Improve the City’s governance, management capability and accountability; Ensure an effective response to critical incidents effecting services and operations

8. Effective emergency response and event recovery

9. Minimise potential damage to reputation

Risks are constantly monitored by the City and are reported to the Audit and Risk Committee every quarter.

28 29Corporate Business Plan 2021-2025City of Kwinana

The Destination – How will we know we are thereThe City, in conjunction with the community, will review this plan once every two years using results gained from a bi-annual community perceptions survey. This will give life to the measures listed in this plan and provide an indication of the City’s progress towards achieving the community’s vision. In addition to the survey, the City will undertake the following reporting processes to keep the community informed:

• Quarterly Performance Report to Council

• Integrated Planning Progress Report in the Annual Report

The City will utilise community perception indicators as well as several business indicators to show the overall performance of the Strategic Community Plan (shown in the tables above). This will be achieved through a detailed community perceptions survey and recording of internal business performance indicators. The last Community Perceptions Survey was undertaken in 2020 to review the community’s perception of City services, with the questions asked being specifically related to objectives the community had outlined in the formulation of the Strategic Community Plan. The results of this survey were used as guidance in prioritising areas for improvement and measuring the organisation’s success towards the community’s vision.

*Community satisfaction indicators with TBC as a current performance measure will receive a benchmark during the next community services and wellbeing surveys as MARKYT measure

30 City of Kwinana

Community Outcome

UN Sustainability Goal Performance Measure

Current Performance (2020 unless specified)

Target Frequency

Maintain community satisfaction with streetscapes

60% 1-10% variance

Every 2 Years

Maintain community satisfaction with verge side bulk rubbish collections

67% 1-10% increase

Improve community satisfaction with conservation, land and environmental management

60% 1-10% increase

Maintain community satisfaction with efforts to adopt sustainable practices and

59% 1-10% increase

Maintain community satisfaction with water resource management

Maintain community satisfaction with general waste and recycling collection services

65% 1-10% increase

Maintain community satisfaction with animal and pest control

58% 1-10% increase

Maintain community satisfaction with management of food, health, noise pollution issues

56% 1-10% increase

Increase percentage of green canopy coverage

8% (between 2016 and 2020)

9% (between 2020 and 2024)

Decrease average household waste generated per year

1,204 kg/hhl/year (2018/19)

1 % decrease per year

Retain water-wise accreditation Accredited Accredited Annual

31Corporate Business Plan 2021-2025

Improve community satisfaction with Economic Development – what the City is doing to attract investors, attract and retain businesses and create more job opportunities

48% 1-10% increase

Improve community satisfaction with efforts to attract goods and services in the local area

TBC 1-10% increase

Maintain community satisfaction with planning and building approvals

53% 1-10% variance

Maintain community satisfaction with access to housing that meets community needs

64% 1-10% variance

Maintain community satisfaction with how the industrial area is being developed

57% 1-10% variance

Increase number of residents employed in the SW metro region

TBC TBC Annual

Increase in number of new businesses locally TBC TBC Annual

Develop and adopt a Local Economic Development Strategy

N/A Within 4 years

Develop the Local Planning Strategy and adopt by WAPC

32City of Kw

Improve the Asset Consumption Ratio 77% TBC Annual

Improve the Asset Sustainability Ratio 27% 80% Annual

Improve the Asset Renewal Funding Ratio 30% TBC Annual

Improve the Operating Surplus Ratio (0.20) TBC Annual

Improve the Current Ratio or Working Capital Ratio

33% TBC Annual

Improve the Debt Service Cover Ratio 234% TBC Annual

Improve the Own Source Revenue Ratio 75% TBC Annual

Maintain community satisfaction with road maintenance

Maintain community satisfaction with traffic management on local roads

Maintain community satisfaction with footpaths and cycleways

62% 1-10% variance

Improve community satisfaction with playgrounds

Improve community satisfaction with parks and reserves

Improve community satisfaction with community centres

33Corporate Business Plan 2021-2025

Improve community satisfaction with festivals, events

63% 1-10% increase

Maintain community satisfaction with access to community grants and funding

55% 1-10% variance

Maintain community satisfaction with access to health and wellbeing services, including mental health

52% 1-10% variance

Maintain community satisfaction with access to services and facilities for people with a disability

58% 1-10% variance

Maintain community satisfaction with community centres and facilities

67% 1-10% variance

Maintain community satisfaction with facilities, services and care available for seniors

Improve community satisfaction with cultural services

Maintain community satisfaction with how local history is preserved and promoted

Maintain community satisfaction with Kwinana Recquatic

74% 1-10% variance

Maintain community satisfaction with library and information services

78% 1-10% variance

Maintain community satisfaction with lighting of streets and public places

34City of Kw

Maintain community satisfaction with multiculturalism and racial harmony

56% 1-10% variance

Improve community satisfaction with opportunities to take part in physical activity

62% 1-10% increase

Improve community satisfaction with safety and security

42% 1-10% increase

Improve community satisfaction with services and facilities for families

Maintain community satisfaction with services and facilities for youth

66% 1-10% variance

Maintain community satisfaction with sport and recreation facilities

Improve community satisfaction with the area’s character and identity

Maintain community satisfaction with volunteer support and recognition

Percentage of population participating in physical activity through City programs

35Corporate Business Plan 2021-2025

Maintain community satisfaction with Council’s leadership within the community

Maintain community satisfaction with the City’s vision for the future

44% 1-10% variance

Maintain community satisfaction with how open and transparent Council processes are

50% 1-10% variance

Maintain community satisfaction with the City providing reasons for its decisions and how residents’ views have been taken into account

33% 1-10% variance

Maintain community satisfaction with how the community is engaged about local issues

48% 1-10% variance

Maintain community satisfaction with Elected members (the Councillors) having a good understanding of community needs

32% 1-10% variance

Maintain community satisfaction with being informed about what’s happening in the local area (including local issues, events, services and facilities)

Maintain community satisfaction with the City’s newsletter (The Spirit)

Maintain community satisfaction with the City’s social media presence (Facebook etc.)

Maintain community satisfaction with the City’s customer service

63% 1-10% variance

Maintain community satisfaction with the City’s website

Note: All community satisfaction measures are a MARKYT Performance Score. Community satisfaction indictors with TBC as a current performance measure will receive a benchmark during the next community services and wellbeing surveys as MARKYT measure

36City of Kw

Performance ReportingThe City will review this plan every year. This will provide an indication of the City’s progress towards achieving the community’s vision. The City will also keep track of business performance measures internally and some of these measures are listed in this plan. City performance will be reported back to the community in the form of:

37Corporate Business Plan 2021-2025

Notes38 39Corporate Business Plan 2021-2025City of Kwinana

w w w . k w i n a n a . w a . g o v . a u

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• Register Your Interest
• Kwinana Major Projects Conference 2024
• Accelerating decarbonisation by developing clean energy supply chains & critical mineral manufacturing in the region

20-21 August 2024 | Esplanade Hotel Fremantle by Rydges

2023 Speakers

2023 sponsors, sponsorship & exhibition opportunities, sustainability, when & where.

• Conferences
• Energy & Utilities

The Kwinana Major Projects Conference will be exploring investment opportunities, major projects, and economic growth in the Kwinana region.

The event will be held at the Esplanade Hotel Fremantle by Rydges and bring the regions senior industry, investors, businesses, community, and government representatives together for this unique networking and shared learning opportunity. Providing the perfect opportunity to hear about major project and development updates & emerging project briefs.

Key topics to be discussed include:

• Kwinana’s role in achieving net zero by 2050
• The Kwinana Strategic Industrial Area (SIA) – A Vision for the future
• Decarbonising Kwinana – A collective exercise
• Developing Lithium Valley, WA to facilitating and enabling the development of secondary and tertiary processing of lithium and critical raw materials
• Freight & Logistics – Updates on Westport & Fremantle Port
• The new $750 million Resources Community Investment Initiative in WA
• Case studies from companies accelerating decarbonisation by driving domestic value-add manufacturing, refining production and processing in the region
• West Australia’s future as a part of the global battery value chain
• Strategic development and emerging industries driving economic growth
• Plans for new Kwinana Energy Transformation Hub (KETH)
• Growth of offshore wind– how this green energy can be used to decarbonise industrial operations in Kwinana
• Setting up a Renewable Industry Precinct (REIP) in Kwinana – what’s involved, and what are we seeing across Australia
• Skilling and training for a rapidly developing region

Hon Roger Cook MLA

Premier of Western Australia; Minister for State and Industry Development, Jobs and Trade; Public Sector Management; Federal-State Relations and Member for Kwinana

The Hon Madeleine King MP

Minister for Resources; Minister for Northern Australia, Federal Member for Brand

Chris Oughton

Director, Kwinana Industries Council (KIC)

Martin Staples

VP Technical Services, Wyloo Metals

Michael Glenny

Manager, bp Kwinana energy hub

Cr Carol Adams OAM

Mayor, City of Kwinana

Izzi Messina

Vice President, Consulting- Growth & Development- APAC, wood.

CEO, Rockingham Kwinana Chamber of Commerce

Frank Smith

CEO, Avertas Energy

Colleen Yates

CEO, RDA Perth

Raj Surendran

Chief Executive Officer, Tianqi Lithium Energy Australia

Jason Froud

General Manager Strategy Acceleration, Synergy

Mark Edwards

Chief Operating Officer, Hazer Group

Simona Chady

CEO, Kwinana Energy Transformation Hub

Nicole Roocke

Principal Consultant, ALARP Solutions

Dr Rodney Thiele

Education and Training Manager, Future Battery Industries Cooperative Research Centre

Business Development, Tesla

Chris Kearney

Chief Executive Officer, Wind With Purpose

Chairman, Pilot Energy

Patrick Seares

Managing Director, Westport Program

General Manager, Strategy, Planning and Performance, Fremantle Port

Kevin Fitzgerald

Whadjuk Elder

Christopher Merrick

Managing Director, Sea-Quester

2023 Exhibitors

Reconnect and re-engage with your industry peers at the Kwinana Major Projects Conference.

There are many opportunities for networking including social events such as networking drinks, refreshment breaks and lunches, making this not just a conference… but an all encompassing industry “experience”.

Event sponsorship or exhibiting will allow your organisation to:

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• Close sales in a more personal manner than via phone
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To see what is on offer please contact:

Megan Rogulski Sponsorship Manager E:  [email protected] T: +61 421 048 191

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The CEO and Founder of Praava Health on Reimagining Care in an Emerging Market

• Sylvana Quader Sinha

The author set a new and high standard for health care in Bangladesh and achieved it.

Although the author’s grandfather founded the oldest pharmaceutical company in Bangladesh, she never expected to follow in his footsteps. Raised in Roanoke, Virginia, she studied international development and law before working first as a corporate lawyer and then in the Obama administration. But when her mother fell seriously ill during a family wedding in Bangladesh—and Sinha discovered how difficult it was to get access to quality health care in that country even for well-off, well-connected families—she found a new mission. She developed a business plan for a state-of-the-art, full-service primary-care facility in Dhaka, Bangladesh’s capital city, and moved there—where she’d never lived before—to launch it. She focused on hiring a great team and building a culture around the distinctive service they would offer. Five years later, Praava Health has served 600,000 patients, is nearly cash-flow positive, and continues to grow.

My obsession with health care in Bangladesh started with my mother’s appendicitis.

• SS Sylvana Quader Sinha is the CEO and founder of Praava Health.

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Draft Local Planning Strategy 2021 - 2036

The City of Kwinana is seeking feedback on the Draft Local Planning Strategy (LPS) which will guide the growth and development of the City over the next 10 - 15 years.

The Draft Local Planning Strategy is an integrated approach to planning across all areas of the City, including consideration of social, environmental, economic and infrastructure issues and also reflects the aims of City’s Strategic Community Plan.

A range of matters were considered in preparing the Draft Local Planning Strategy, including:

• housing diversity and choice
• community infrastructure and facilities
• public transport
• economic growth and employment
• distribution of retail, commercial and industrial land
• environmental protection
• protecting rural character
• heritage matters

5 minute Summary Papers

The following of 5 minute Summary Papers have been prepared to provide an outline of the key issues that the City is seeking feedback on.

• Community - Summary of Directions and Actions
• Economy - Summary of Directions and Actions
• Environment - Summary of Directions and Actions
• Infrastructure - Summary of Directions and Actions

Progressing the Draft Local Planning Strategy will involve the following steps:

• Formal advertising of draft Local Planning Strategy between 22 May 2023 until 30 June 2023 .
• Consideration of submissions received during the advertising period by the City of Kwinana
• Consideration of draft Local Planning Strategy (and the submissions) by Council
• Referral to WAPC for final endorsement

How to make a submission

There are a number of ways to make a submission - choose the one that is most convenient for you.

Make a submission below

By email: [email protected]

Your feedback will help inform any modifications to the Draft Local Planning Strategy before it is returned to the Western Australian Planning Commission for final consideration.

• Survey & Submissions

Make a Submission

Please use this section to leave a submission

Local Planning Strategy Survey

Thank you for taking the time to complete the Local Planning Strategy Survey.  We value your feedback.

Apr 2019 Preliminary consultation with stakeholders

This consultation is open for contributions.

1 May, 2020 Prepare draft Local Planning Strategy

The final outcomes of the consultation are documented here. This may include a summary of all contributions collected as well as recommendations for future action.

24 Mar, 2021 Draft Local Planning Strategy (2021-2036) adopted by Council and documents forwarded to the Western Australian Planning Commission

Contributions to this consultation are closed for evaluation and review. The project team will report back on key outcomes.

Dec 2022 Western Australian Planning Commission certifies the draft Local Planning Strategy for the purpose of undertaking public consultation

22 may, 2023 start of community engagement and stakeholder consultation, 1 jun, 2023 draft local planning strategy engagement session - ken jackman hall, darius wells resource centre, 3.30pm-7.30pm, 6 jun, 2023 draft local planning strategy engagement session - wisteria room - wellard square; 3.30pm - 7.30pm, 11 jun, 2023 draft local planning strategy engagement session - casuarina wellard community hall; 2.00pm - 6.00pm, 15 jun, 2023 draft local planning strategy engagement session - wandi community hall; 3.30pm - 7.30pm, 30 jun, 2023 close of community engagement and stakeholder consultation, 1 july 2023 collation and consideration of submissions, follow project.

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Draft Local Planning Strategy 2021-2036 Video

• Close of community engagement and stakeholder consultatio 30 June 2023
• Draft Local Planning Strategy Engagement Session - Wandi Community Hall; 3.30pm - 7.30pm 15 June 2023
• Draft Local Planning Strategy Engagement Session - Casuarina Wellard Community Hall; 2.00pm - 6.00pm 11 June 2023
• Draft Local Planning Strategy Engagement Session - Wisteria Room - Wellard Square; 3.30pm - 7.30pm 06 June 2023
• Draft Local Planning Strategy Engagement Session - Ken Jackman Hall, Darius Wells Resource Centre, 3.30pm-7.30pm 01 June 2023
• Start of community engagement and stakeholder consultation 22 May 2023
• Western Australian Planning Commission certifies the draft Local Planning Strategy for the purpose of undertaking public consultation December 2022
• Prepare draft Local Planning Strategy 01 May 2020
• Draft Local Planning Strategy (2021-2036) adopted by Council and documents forwarded to the Western Australian Planning Commission 24 March 2021
• Preliminary consultation with stakeholders April 2019

Who's Listening

Senior Strategic Planner

City of Kwinana

Coordinator Strategic Planning

Manager Planning and Development

Administrative Support

City Of Kwinana

• What is a Local Planning Strategy?
• What does a Local Planning Strategy do?
• Why do we need a Local Planning Strategy
• How can I comment on the draft Local Planning Strategy?

Draft Local Planning Strategy (text, appendices and plan)

Other Relevant Planning Strategies and Policies

Advertising brochures/ postcards.