Future of Hartfield Park Recreation Centre Study 2012 ...€¦ · Future of Hartfield Park...

Future of Hartfield Park Recreation Centre Study 2012

FINAL REPORT

January 2013

Project Details

Prepared for: Client Shire of Kalamunda

Contact Details Travis Moore,

Phone (08) 9257 9855

Email [email protected]

Prepared by: Consultant Creating Communities Australia Pty Ltd

Project Team Eden Shepherd, Director– Facilities

Address 100 Jersey Street, Jolimont WA 6014

Phone 08 9284 0910

Fax 08 9284 0912

Email [email protected]

Copyright The work is copyrighted. The Copyright Act 1968 permits fair dealing for study, research, news reporting, criticism or review. Selected passages, tables or diagrams may be reproduced for such purposes, provided acknowledgment of the source is included. Permission of any more extensive reproduction must be obtained from Creating Communities Australia on (08) 9284 0910. Disclaimer The professional analysis and advice in this report has been prepared by Creating Communities Australia for the exclusive use of the client for the purposes specified in it. This report is supplied in good faith and reflects the knowledge, expertise and experience of the consultants involved. The report must not be published, quoted or disseminated to any other party without Creating Communities’ prior written consent. Creating Communities Australia accepts no responsibility whatsoever for any loss occasioned by any person acting or refraining from action as a result of reliance on the report, other than the addressee. In conducting the analysis in this report Creating Communities Australia has endeavoured to use what it considers is the best information available at the date of publication, including information supplied by the addressee. Unless stated otherwise, Creating Communities Australia does not warrant the accuracy of any forecast or prediction in the report. Although Creating Communities Australia exercises reasonable care when making forecasts or predictions, factors in the process, such as future market behaviour, are inherently uncertain and cannot be forecast or predicted reliably. Creating Communities Australia shall not be liable in respect of any claim arising out of the failure of a client investment to perform to the advantage of the client or to the advantage of the client to the degree suggested or assumed in any advice or forecast given by Creating Communities Australia.

Creating Communities Australia of 55

Contents

1. INTRODUCTION .................................................................................................................................. 7

1.1 Study Brief ................................................................................................................................................................. 8

1.2 Methodology .............................................................................................................................................................. 8

2. BACKGROUND ................................................................................................................................... 9

3. DEMOGRAPHICS .............................................................................................................................. 10

4. TRENDS IN INDOOR RECREATION CENTRES .............................................................................. 13

4.1 Benchmarking Indoor Recreation Facilities ............................................................................................................. 13

4.2 Findings from this section ........................................................................................................................................ 15

5. HARTFIELD PARK RECREATION CENTRE IN CONTEXT ............................................................ 16

5.1 Relevant previous studies ........................................................................................................................................ 16

6. REVIEW OF EXISTING HARTFIELD PARK RECREATION CENTRE ............................................ 19

6.1 Existing Building Review ..................................................................................................................................... 19

6.2 Existing Services ................................................................................................................................................. 21

6.3 Existing Usage .................................................................................................................................................... 21

6.5 Participation rates for indoor sports ......................................................................................................................... 22

7. CONSULTATION ............................................................................................................................... 23

8. DEVELOPMENT PROPOSAL ........................................................................................................... 25

8.1 Design objectives..................................................................................................................................................... 25

8.2 Design brief ............................................................................................................................................................. 25

8.3 Option A: Design elements ...................................................................................................................................... 27

8.6 Option B: Design elements ...................................................................................................................................... 27

8.4 Option A: Design layouts ......................................................................................................................................... 28

8.5 Option B: Design layouts ......................................................................................................................................... 29

8.6 Room schedules option A and B ............................................................................................................................. 30

8.7 Evaluation of the options ......................................................................................................................................... 31


9. CAPITAL COSTS ............................................................................................................................... 32

9.1 Project Costing ........................................................................................................................................................ 32

10. DRAFT MANAGEMENT PLAN ......................................................................................................... 33

10.1 Management Structure ....................................................................................................................................... 33

10.2 Staffing requirements .......................................................................................................................................... 33

11. OPERATIONAL MANAGEMENT ...................................................................................................... 34

11.1 Revenue ............................................................................................................................................................. 34

11.2 Summary of Operational Costs ........................................................................................................................... 35

11.3 Operational cashflow 2008 to 2011 ..................................................................................................................... 35

11.4 Proposed additional programs ............................................................................................................................ 35

11.5 Indicative revenue Option A ................................................................................................................................ 36

11.6 Indicative operational cost Option A .................................................................................................................... 36

11.7 Forecast cashflow Option A ................................................................................................................................ 37

11.8 Cost of delay ....................................................................................................................................................... 37

11.9 Risk Analysis....................................................................................................................................................... 37

11.10 Third Party Funding ............................................................................................................................................ 38

11.11 Summary findings ............................................................................................................................................... 39

12. CONCLUSIONS ................................................................................................................................. 40

13. RECOMMENDATIONS ...................................................................................................................... 41

Attachment A: Information Analysis ........................................................................................................... 42

Attachment B: Summary of consultation outcomes .................................................................................. 43

Attachment C: Detailed Cost Plan ............................................................................................................... 47

Attachment D: Operating budget summary 2008 to 2012 ......................................................................... 52

Attachment E: Fees and charges ................................................................................................................. 53

Attachment F: Participation rates indoor sports ........................................................................................ 55


EXECUTIVE SUMMARY

Indoor recreation centres are in transition. The old tin shed with a kiosk that met the needs of a few sporting groups is

giving way to recreation precincts and ‘community hubs’ that provide for a broad range of community needs.

Hartfield Park Recreation Centre is located in an area of the Shire of Kalamunda that is primed for significant growth in

the short to medium term. This facility will be servicing a growing population and it will need to adapt to meet the future

needs of this community, as its population ages and new residents move into the area.

This study follows on from previous comprehensive studies commissioned by the Shire of Kalamunda. This previous

work recognises the need to find efficiencies and for potential future expansion of facilities in the Hartfield Park

Recreation Centre. This is primarily as a result of the age and design limitations of the existing facility in the context of

the localised future population growth.

In 2012 the Shire of Kalamunda commissioned Creating Communities Australia (CCA) to prepare a Needs Assessment

and Feasibility Study for the redevelopment of the Hartfield Park Recreation Centre, Forrestfield. This report outlines the

feasibility of improvements to the existing facility based on detailed consultation, previous studies and evidenced

demand to meet established user group needs.

This study reviews previous relevant work undertaken by the Shire of Kalamunda in terms of broader recreation needs

and more specifically in terms of aquatic centres and current strategic planning.

Consultation with key user groups, relevant agencies and Shire staff revealed significant support for the upgrade of

facilities at Hartfield Park Recreation Centre. Focus groups and one on one meetings formed the basis of the

consultation which was undertaken to ensure the key groups associated with the facility played a role in the development

of design concepts that will guide the redevelopment of the Recreation Centre.

Limitations of the existing building functionality and spaces are restricting growth in participation of gym membership and

programs. Addressing the space requirements for medium and long term growth and rectification of administration and

reception area design have been the focus of the design of this redevelopment project. Attracting higher participation

rates may be achieved through increasing foot traffic through the Centre, and embracing the ‘community hub’ approach

by:

considering the role Hartfield Park Recreation Centre plays in the functionality of the Hartfield Park Reserve as

a whole;

identifying and attracting community services that may respond to a need in the local market and providing

them with space; and,

exploring opportunities for complementary Shire facilities or functions to be accommodated at the Centre.

Two options were developed for changes to the Recreation Centre in response to the project brief and findings of this

study. These were then assessed against the project objectives to determine the highest performing outcome for the

project. Option A was selected on this basis, having gym facilities on the first floor above a reconfigured building entry

and administration areas. Fully upgraded and repaired facilities with an option for future expansion and potential aquatic

facilities will position the Hartfield Park Recreation Centre as an important regional and district recreation facility as

promised by the Shire’s Community Facilities Plan.

The Hartfield Park Recreation Centre redevelopment proposal is likely to attract Department of Sport and Recreation

(DSR) funding for the immediate upgrade of the courts and changerooms, with potential improvement to the entry areas

to promote universal access as a result of the existing demand for these facilities as well as the broader community

function they serve.


Other funding sources can be explored to allow shared funding of the project in conjunction with consideration of options

for privatisation of some services offered through the facility which will attract recurrent revenue for the Shire of

Kalamunda.


1. INTRODUCTION

This feasibility study forms an essential part of funding submissions to the Department of Sport and Recreation (DSR) for

capital funding through the Community Sport and Recreation Facilities Fund (CSRFF). This report has been prepared in

accordance with the guidelines set out in the DSR’s Feasibility Study Guide 2007 and provides information relative to the

project.

The purpose of this study was to:

1. Provide the Council with a detailed Needs Assessment of the current and future recreation services/programs and facility requirements at the Hartfield Park Recreation Centre.

2. Provide Council with a detailed Feasibility Study to enable informed decisions to be made based on sound strategic and sustainability outcomes.

3. Deliver a Business Plan for the proposed facility that includes conceptual designs, capital works costs, timeframes, plus identified operational budget implications and staged development options. The Business Plan would take into account the following:

improving functionality of centre in line with industry standards;

incorporating functionality of design, with maximum use of floor space;

enabling ease of management and efficient usage of staff resources, whilst considering the need for minimal staffing during low patronage periods;

facilitating ease of integration between fellow user groups; and,

delivering durability and maintenance minimisation.

The scope of this study was to:

1. Review relevant background studies.

2. Review demand characteristics for current and future population.

3. Benchmark Hartfield Park Recreation Centre against other facilities in the region.

4. Review trends for the provision of Recreation Centres.

5. Consult with key stakeholders.

6. Assess the current facilities and their suitability for expansion.

7. Assess proposed building footprint.

8. Analyse growth in use requirements by current users.

9. Assess Social Impact.

10. Review financial and capital costs.

11. Identify sources of Capital funding.

12. Review management and staffing structure.

The facility has been subject to independent investigation. Consultation with key user groups during the preparation of

this report indicates there is a latent demand and needs that would be realised through the short term commissioning of

the project. There is significant demand for the project illustrated through the results of consultation and from previous

studies.

This report includes recommended facility improvements (inclusive of draft concepts plans for review), a management

approach for the facility, estimated capital costs, potential sources of capital funds, and a review of operating costs.


1.1 Study Brief The purpose of this study is to determine the current and future recreational facility needs of the community and consider options available to modify the existing facility to meet these needs. Below is an outline of the scope of work, taken from the return brief for the project, and developed following the inception meeting for the project.

Document review

Standards review and benchmarking

Site Inspections and architectural survey

Needs Assessment and Consultation

Draft Facility Management Plans

Produce Concept Plans

Prepare Draft Feasibility Study report and Business Plan

1.2 Methodology

CCA undertook the research of community needs for the proposed sport and recreation facilities and prepared this

feasibility study report to guide the future development of facilities.

The feasibility study methodology included inspections of the Hartfield Park Recreation Centre, a community briefing

session / workshop, a workshop with key Recreation Centre staff, a focus group meeting with the Shire of Kalamunda

staff and face-to-face and phone consultation meetings with key stakeholders and permanent users of the facility.

CODA Architects provided architectural services to provide concept layout plans and front elevation options based on the

outcomes of the research and consultation, and Ralph Beattie Bosworth (RBB) Construction Cost Consultants provided

quantity surveying services. CCA prepared draft facility management plans for the facility, addressing management

structure, usage estimates, programs and services, and staff requirements.


2. BACKGROUND

A range of previous studies commissioned by the Shire of Kalamunda have identified the need for improvements to the

Hartfield Recreation Centre. These studies are covered in more detail in Section 5 of this report.

The present layout of the Recreation Centre places constraints on various aspects of the functionality and operation of

the facility. These limitations restrict the centre from maximising its potential. The following areas have been identified as

limiting factors: kiosk, facility entrance, main office, limited space in gym and an under-utilised mezzanine level.

The upstairs location of the kiosk requires duplication of staff and does not allow patrons to easily identify that the centre

actually has a kiosk. Relocating the kiosk to be a part of front reception will increase the marketability of the kiosk and

therefore will generate increased revenue.

The entrance to the facility does not create a welcoming entrance as it creates the impression of a tunnel. The entrance

leads into an open foyer area with reception as its focal point that provides passive surveillance and control of patrons.

The main office space is located behind reception and has very limited capacity for two work stations. The Recreation

Facilities Team Leader and Recreation Facilities Supervisor are located upstairs away from the main office.

The gym is currently operating at maximum capacity with over 400 monthly active members. At times, the gym is very

crowded with wait times on some equipment. The Centre’s award winning ‘Living Longer Living Stronger’ program takes

up most of the gym for approximately two hours each weekday.

The mezzanine level is an under-utilised area at present with only two pool tables rarely used for hire purposes located

in this area.


3. DEMOGRAPHICS

This summary of the demographic context for this report is drawn from the 2006 and 2011 census data, background

documentation and the Shire of Kalamunda population statistics.

In the 2011 Census there were 53,567 persons which usually reside in the Shire of Kalamunda. This includes the

extensive localities of Bickley, Canning Mills, Carmel, Forrestfield, Gooseberry Hill, Hacketts Gully, Helena Valley, High

Wycombe, Kewdale, Lesmurdie, Maida Vale, Paulls Valley, Pickering Brook, Piesse Brook, Walliston, Wattle Grove and

Kalamunda.

The Hartfield Park Recreation Centre is situated within the lower foothills region of the Shire, in the suburb of

Forrestfield. The catchment area for the recreation centre used for the purposes of this report also includes surrounding

suburbs of High Wycombe and Wattle Grove.

A total of 27,711 people reside within this catchment area, with the majority of this population being located within High

Wycombe and Forrestfield at around 12,000 residents each. Wattle Grove contains a smaller proportion of the catchment

population at just over 4,000 residents (ABS Census, 2011). Previous studies estimate the population catchment to

include over 33,000 residents within a 5km radius of the Recreation Centre (based on a 3% increase per annum from

2007).

Participation rates in sports (Census 2011, http://www.abs.gov.au)

The types of organised sports or physical recreation activities that people participated in varied. In 2009-10, organised

golf had the highest participation rate among men (3.7% of all men participated in organised golf). Organised outdoor

soccer, outdoor cricket, Australian Rules, lawn bowls, and aerobics, fitness or gym activities were other relatively

common organised activities for men, with around 2% of men having participated in each. For women, the most popular

organised activities were aerobics, fitness or gym (6.1% of all women), while netball (4.1%), dancing (2.0%) and yoga

(1.8%) were also relatively common organised activities.

Age and Gender structure

One-fifth (21%) of the population of the wider catchment area is aged 0-14 years, while 69% is of working age (15-64)

and 11% aged 65 or over. Wattle Grove has the youngest population of the three catchment suburbs for the Hartfield

Park Recreation Centre with a median age of 31.

Males and females are evenly distributed in the catchment area. The large majority (90%) of households in the wider

catchment has between one and four occupants, and two person households are the most common (35% of households

– ABS Census 2011). Women’s participation in fitness programs from 2011 census data is shown to be higher than men.

These figures indicate the high proportion of families and young children within the catchment area. Whilst participation

in organised team sports (football, soccer etc.) is lower for the 18 to 39 year age bracket than for children (0 to 17 years),

participation in fitness programs (aerobics, gym, spin class etc.) tends to be higher in the older age bracket as a result of

program design, cost and scheduling of programs.

Place of origin

The majority of the wider catchment population was born in Australia (68%). People born in the United Kingdom or New

Zealand are also relatively common and Wattle Grove is the most ethnically diverse of the three suburbs. A small

proportion (3%) of the catchment population is Aboriginal or Torres Strait Islander.

http://www.abs.gov.au/


Socio-economic profile

The Shire ranks highly on the socio-economic advantage and disadvantage Index (decile ranking 9, 10 being the

highest). The recreation centre catchment includes areas of lower socio-economic advantage than the overall Shire,

Forrestfield and High Wycombe decile ranking 3, Wattle Grove decile ranking 6. Trends suggest groups of lower socio-

economic advantage are less likely to participate in physical activity and this factor should also be considered when

determining programming and pricing structure.

Population growth

Population growth within the Hartfield Park Recreation centre catchment area has grown over the past five years at a

higher rate p/a than that of the overall Shire for both the suburbs of Wattle Grove and High Wycombe. Interestingly, the

level of growth for Forrestfield has remained steady however; extensive infill redevelopment of these areas is still in the

early stages.

The lower foothills area has been identified as having significant potential for urban infill due to large areas of under-

utilised or degraded public open space, particularly with reference to the Directions 2031, Draft Spatial Framework for

Perth and Peel, June 2009. This states a preferred option of accommodating up to 500,000 residents in a mix of infill and

new development, and ultimately identifying Kalamunda as being responsible for a large proportion of this infill due to its

relative proximity to the Perth CBD.

Forrestfield and Wattle Grove, in particular, has a range of infill redevelopment opportunities which are currently being

explored by the Shire of Kalamunda. The Shire anticipates this future development will significantly skew the growth

projections of the Shire to increase by 25-30,000 residents by 2031 (Hartfield Park Sport and Recreation Facilities

Masterplan, 2010).

Enquiries through the Shire’s Planning Department indicate a review of residential coding to increase to a higher coding

which would bring about a high density housing and urban infill with the potential for an additional 14,000 residents

(Hartfield Park Sport and Recreation Facilities Masterplan, 2010).

In light of this potential within the lower foothills area it is important to recognise that the demand for facilities in the

medium term will be significantly impacted upon and will require upfront planning to accommodate this growth.

Table 1: Population growth by catchment suburb Suburb ABS 2006 Census ABS 2011 Census Average Annual %

Growth

High Wycombe 10,447 11,781 + 2.54%

Forrestfield 11,224 11,811 + 1.04%

Wattle Grove 2,339 4,119 + 15.22%

Shire of Kalamunda 49,534 53,567 + 1.62%

Summary findings

The Shire of Kalamunda expects considerable population growth of up to 25 -30,000 additional residents over

the next 20 years, with much of this growth expected in Forrestfield and Wattle Grove (approximately 15,000)

Hartfield Park Sport and Recreation Facilities Masterplan, 2010.

High proportion of youth and younger families within the local catchment area due to the affordable price of land

being released in the Wattle Grove and Forrestfield area.

Areas of lower socio-economic advantage within the catchment of the Recreation Centre should be considered

when designing and pricing programs.


The 18 – 37 demographic represents the highest proportion of population numbers in the facility catchment and

programs offered through the facility should leverage higher participation rates of this cohort in fitness programs

and classes.

High growth is expected within the local catchment area of Forrestfield and Wattle Grove, with an addition 5000

population expected to move into the area as new land is released.

A review of residential coding is currently being undertaken to increase high density housing and urban infill

with the potential for an additional 14,000 residents.


4. TRENDS IN INDOOR RECREATION CENTRES

The design and planning of indoor sport and recreation facilities has recently undergone significant changes. Originally

designed and developed as just a ‘sports hall’ they served a narrow range of needs focused around traditional indoor

sports of basketball, netball and badminton they are now in transition to meet a broader range of needs.

In 2012, the traditional sheds are evolving as they are replaced with the development of indoor sport and recreation

venues which are ‘destination venues’ or ‘community hubs’, offering a wide range of quality services, programs and

facilities in one location. Common elements of new recreation centre planning include:

linking indoor sports halls with aquatic venues and meeting spaces to provide a ‘one stop’ service in the area of

sport and leisure services; and,

adding libraries, pools, health and fitness centres and linkages to retail precincts (shopping centres) to

community facility upgrades.

Design features of current leading edge recreation centres will aim to:

create a comfortable, inclusive and secure environment;

create a design which is responsive to the usage;

maximise the opportunities for connection and integration to the wider community through integrated site

planning and broader linkage activities;

incorporate environmentally sustainable design initiatives into the design of the building;

incorporate logical layout with excellent way finding and area efficiency;

use the ‘Shopping Centre’ model to ‘cross sell’ activities;

increase efficiencies in management & control;

incorporate zoning of operations;

be flexible for evolving uses;

allow expansion capabilities (Master Planning); and,

incorporate technology infrastructure.

4.1 Benchmarking Indoor Recreation Facilities

The following table utilises the outcomes of research completed by CCA which outlines key facilities in the region that

provide a benchmark for support facilities for indoor sports centres.

Table 2: Comparable large scale indoor facilities in the region Facility (indoor sports and aquatic)

Facilities Programs / Sports

Ray Owen Sports Centre (7.9km)

6 indoor courts and 8 outdoor netball

courts

a social room for meetings or

presentations, with capacity to hold 30

people

a kiosk facility

Netball

Basketball

Belmont Oasis Leisure Centre (9km)

Health club

Aquatics (including lap pool, spa and

sauna)

Childcare

Sports

Oasis shop

Café

Court / Function room hire

Netball

Basketball

Corporate sports

Junior sports

Indoor soccer

Indoor touch

Swim school

http://www.belmontoasis.com.au/sports/netball

http://www.belmontoasis.com.au/sports/basketball_

http://www.belmontoasis.com.au/facilities/health_club

http://www.belmontoasis.com.au/facilities/aquatics

http://www.belmontoasis.com.au/facilities/childcare

http://www.belmontoasis.com.au/facilities/sports

http://www.belmontoasis.com.au/facilities/oasis_shop

http://www.belmontoasis.com.au/facilities/caf

http://www.belmontoasis.com.au/facilities/court_function_room_hire

http://www.belmontoasis.com.au/sports/netball

http://www.belmontoasis.com.au/sports/basketball_

http://www.belmontoasis.com.au/sports/corporate_sports

http://www.belmontoasis.com.au/sports/junior_sports

http://www.belmontoasis.com.au/sports/indoor_soccer

http://www.belmontoasis.com.au/facilities/swim_school


Facility (indoor sports and aquatic)

Facilities Programs / Sports

Altone Park Leisure Centre (19.2km)

Café

Crèche

Function and meeting room

Badminton courts

Basketball Courts

Netball courts

Soccer court

Gym

Swimming pool, spa, sauna

Active Kids Program - exercise program aimed at 10-

14 year olds to address childhood obesity.

Captivate Program/Toolkit Launch - toolkit for

inclusion of disabled people in all areas of leisure and

recreation.

School holiday program

Crèche & 3’s plus program

Kindy gym

Swim school

Junior sport

Cannington

Leisureplex

(16.8km) Opening winter/spring 2012

Library

Café

Gym

Function centre and meeting rooms

Crèche

Kids gym

Aquatic centre

Wellness centre

Hard courts

Not available

Kalamunda Water

Park

(12.3km)

Tube slides

An eight lane, 50 metre pool

Two children’s pools

Toddlers splash pool

YMCA AquaSafe Aquatic Education program (babies,

children and adults)

Lap swimming

Recreational swimming

Toddler pool

Aqua fitness classes

Swim squads and clubs

Water polo

BBQ facilities

Waterslides

Birthday parties and group bookings

Facility Hire

Armadale Aquatic

Centre

Seville Grove

(19.5km)

Outdoor 50m and 25m pool area

Children's wading pool

New multi-use basketball and soccer

court

Playground equipment

Picnic areas and gas barbecues

Kiosk

Learn to Swim

Aqua Aerobics

Swan Park Leisure

Centre

Midvale

(14.6km)

Three pools

A spa & sauna

A fully equipped gym

Sports courts

Cafe

Crèche

Function room hire


Table 3: Commercial Facilities Commercial Facility

Facility features Programs / Sports

Jetts Fitness Forrestfield (1.1km)

Gym Machine area Aerobics area Open 24 hours Toilets and change rooms

Personal training sessions Weights circuit

Curves Forrestfield (1.5km)

Gym Consultation rooms Toilets and change rooms

Fitness and weight loss programs

Anytime Fitness High Wycombe (7.1km)

Gym Machine area Aerobics area Open 24 hours Toilets and change rooms

Personal training sessions Weights circuit

Gym Tonic Kalamunda (12.3km)

Gym Crèche Toilets and change rooms

Spin classes Personal training sessions Weights circuit Group fitness

Vibrant Health and Fitness Walliston (12km)

Gym Toilets and change rooms

Fitness and weight loss programs

4.2 Findings from this section

The following key findings from reviewing facility trends and benchmarking regional facilities are relevant to this study:

Trends in the provision of recreation centres are evolving to consider them as ‘community hubs’ containing a

broad range of complementary uses.

Indoor sporting facilities are increasingly incorporating aquatic facilities where there is a demonstrated need in

the community.

Five out of six of the similar facilities in the region provide a combination of both dry and wet recreation facilities.

This reinforces evidence of a broader trend in Australia of co-location of these facilities.

Function rooms and programs oriented to people working or businesses based locally provide alternative

revenue streams during working hours.

Two commercial gyms based locally will increasingly compete for the same local membership. The Shire of

Kalamunda should be mindful of the socio-economic profile of the surrounding areas and target pricing

accordingly to capture this market.




5. HARTFIELD PARK RECREATION CENTRE IN CONTEXT

The Hartfield Park Recreation Centre is located in the Shire of Kalamunda and is one of its key recreation facilities. It is located on Hale Road in Forrestfield and is part of the overall Hartfield Park Masterplan area.

This multi-purpose facility currently houses two basketball courts, four squash courts, a gym facility and two group fitness rooms, along with a kiosk, catering kitchen, crèche and an older children’s workshop space.

Figure 1: Location Plan Figure 2: Local Context

5.1 Relevant previous studies

The following studies were reviewed during the preparation of this report.

Hartfield Park Master Plan (2010)

Community Facilities Plan (2011)

Shire of Kalamunda Strategic Plan (2009-14)

Details of relevant community services offered in and around the vicinity of the study area

Swimming Pool Feasibility Study (2007)

Draft SERRAG Regional Facilities Plan

Building Condition Asset Review (2009)

Table 4: Review of previous studies

Document Focus Community

consultation

Key areas relevant to Hartfield Park Recreation Centre

Hartfield Park

Sport and

Recreation

Facilities

Masterplan

Current and future

needs of the Shire

of Kalamunda and

key stakeholders.

Short and medium

Extensive

consultation

undertaken with

community, Shire

staff, user groups,

Population is growing with the Shire of Kalamunda expecting

significant growth of approximately 30,000 residents by 2031. A

significant proportion of this will be based in Wattle Grove and

Forrestfield.

HARTFIELD PARK RECREATION CENTRE

HARTFIELD PARK RECREATION CENTRE



consultation


Report

(A Balanced

View 2010)

term costed

development plan

for Hartfield Park.

Concentration on

grassed reserves

and club facilities.

neighbouring local

government

authorities, State

sporting

associations,

schools and

relevant external

agencies.

Soccer facilities are insufficient to meet club needs; new or

redeveloped clubroom facilities are needed.

Reception and administration areas are inefficient and require

internal remodelling.

Protected Bush Forever areas may be a constraint to expansion

of facilities, eg. For aquatic facilities.

Parking facilities are shared by other activities (such as soccer

and rugby) at Hartfield Park with peak demand impacting on

Recreation Centre parking facilities.

As population grows the need for expanded indoor facilities will

be required.

Aquatic Centre

Feasibility

Study

(CCS Strategic

Management,

Geoff, Ninnes,

Fong and

Partners, Peter

Hunt Architects,

Davis Langdon

2007)

Aquatic recreation

and sporting

opportunities

within the Shire of

Kalamunda and

undertaking

assessment of

future

requirements

based on existing

and proposed

facilities.

Extensive

community

hardcopy survey.

Detailed review

and on-site

inspection of

physical condition

of existing aquatic

facilities.

Facilities at Hartfield Park Recreation Centre are justified on the

basis of regional analysis of other facilities.

Recommendations include a two staged process of

redevelopment of the Hartfield Park Recreation Centre based on

increasing demand to include 482.5sqm of leisure water in three

bodies, including a Nordic lounge, gym (250m2), fitness studio

(150m2), spin studio, health suites, a three lane 25m lap pool, a

slide/splash pool and a ten lane 25m indoor heated pool.

The escalated construction costs in 2011 were $12.1 million

(Stage 1 only). The operational ongoing costs are over double

the existing costs. The expense recovery is trending downwards

with increasing subsidies required to be provided by facility

operators.

Community consultation submissions received focusing on the

Hartfield Park Recreation Centre highlighted the need to increase

the size of the gym.

Shire of

Kalamunda 25

Year Strategic

Plan

Outlines the

overarching

vision, character

and spirit of the

Shire, scenarios

for change and

challenges,

outcomes,

performance

indicator and

strategies for the

Shire.

Extensive

Community

workshops

undertaken.

Outcome areas:

Services and facilities which are planned and provided

proactively to address increasing and changing demand.

Effective partnerships to meet community needs and

aspirations and foster life skills.

Development and maintenance of physical infrastructure to

meet community needs.

High levels of involvement in community activities.

Draft SERRAG Regional Facilities Plan

Public meetings,

staff Councilors,

Local Government

interviews,

consultation with

state sporting

associations and

facility providers in

public, private and

education.

There is no specific reference to Hartfield Park Recreation

Centre. Generally notes the increased demand and need for

indoor sporting facilities in particular for netball and basketball.

Community

Facilities Plan

(2011)

Provides a

framework to

guide the

provision of

community

Workshops and

discussions with

key stakeholder

groups

District A (including High Wycombe, Maida Vale,

Forrestfield/Wattle Grove) encompasses the foothills area of the

Shire of Kalamunda, with an estimated 2010 population of

32,363. Over the next twenty years, this population is expected to

grow by 21,718 people, to a total of 54,081 people by 2031.



consultation


facilities to meet

these needs over

the next twenty

years. Primarily

open space,

courts and club

facilities.

Development of new soccer clubrooms at Hartfield Park is

recommended.

Hartfield Park Recreation Centre is classified as the District

Recreation Centre for the population of Forrestfield and Wattle

Grove.

Establishment of an aquatic centre within the Hartfield Park

Recreation Centre is planned to start in 2024.

Recreation and aquatic centres are identified as high priority

areas, through community consultation, for recreation needs.

Over $9m is allocated to implementing the Hartfield Park

masterplan between 2017 and 2022.

Shire of Kalamunda Strategic Plan

(2009-14)

A broad list of

priorities for the

Shire of

Kalamunda based

on evidence and

stakeholder

consultation.

Extensive

interviews and

workshops with

key

representatives

Outcome areas from Strategic Plan:

Outcome 1.1 Enhanced Quality of life for the aged and disabled.

Outcome 1.3 The community has access to a diverse range of

recreational opportunities.

Outcome 1.6 Inclusive intergenerational Health and Wellbeing

opportunities.

Outcome 2.3 Long term viability of infrastructure and facilities.

Outcome 5.3 Growth in innovative services; 5.3.3 Provide

modern and welcoming facilities for the use of organizational and

community needs.

Building Condition Asset Review

(2009)

Review of 220

Shire managed

buildings,

providing an

overview on

condition of each

building and

requirements for

maintenance.

Site visits and

Building

inspections.

Hartfield Park Recreation Centre to be in sound condition, with a

number of maintenance issues.

It was rated on the Moloney system at 4/10 in a scale of Long

Life Structure and Roof structure (with 0 being considered brand

new and 10 considered no longer serviceable). The mechanical

services and fit out scored 5/10.

Hartfield Park Recreation Centre has 60-70 years of lifespan

remaining.

Key points from previous studies

The following key points relevant to this study are summarised from the review of previous studies:

Intergenerational programs and facilities should be offered through community facilities.

Whilst the recreation centre buildings have a significant lifespan remaining, several significant maintenance issues require action in the short term to prevent ongoing damage and escalation of repair costs.

There is a growing demand for basketball and netball facilities and the majority of this demand is met by the recreation facility at Ray Owen Reserve.

Aquatic facilities as well as new indoor facilities will be needed to meet demand created by localised population growth in the future. Co-location of these facilities at Hartfield Park Recreation Centre would facilitate good regional distribution of aquatic facilities and achieve functional benefits of these facilities being co-located.

Bush Forever restrictions within Hartfield Park should be considered in the context of any building proposals.

Reception and administration areas of the Recreation Centre are identified as an important area for improvements with any future refurbishment works.

Any development of Hartfield Park Recreation Centre should be based on sound planning and sustainable business models.


6. REVIEW OF EXISTING HARTFIELD PARK RECREATION CENTRE 6.1 Existing Building Review The Hartfield Park Recreation Centre underwent major renovations in 2002. The renovations were undertaken to expand

existing facilities resulting in an expansion to the gym, increasing the main hall to the size of two basketball courts, and

installation of a new crèche and a kiosk upstairs. The crèche was repainted in 2009.

The Forrestfield United Soccer Club facilities adjoin the Recreation Centre to the north and have a sharing arrangement

with the toilet facilities of the Recreation Centre on the ground floor.

Table 5 below provides a review of the existing Hartfield Park Recreation Centre and outlines the condition and opportunities and constraints associated with the facility. This information summarises the findings of the facility audit undertaken as part of this study.

Table 5: Hartfield Park Recreation Centre – Review of Existing Facility

Existing Facility Condition (Poor, Average, Good)

Explanation

Ground Floor

Reception and surrounding breakout

area, staff office.

Poor The location is poor for visibility, layout and the design is not fit for

purpose. The excess area in front of the squash courts is under-

utilised.

Two indoor multi-purpose courts (i.e.

basketball, netball, volleyball,

badminton)

Poor There is flooring lifting as a result of inundation from roof overflow

and the floor surface will require replacement in the short to

medium term. Water is penetrating from below floor slab at

junction of extension and pushing up above slab.

Four squash courts Average to good This is well used. The four courts located on the western and

northern sides of the Recreation Centre act as a barrier to

expansion in these areas.

Weights room with appraisal room and

male and female toilets

Average to poor The size and position of the gym limits its ability to meet current

requirements. The toilet facilities duplicate facilities elsewhere in

the Recreation Centre. There is no natural light and water damage

to ceiling exists.

Male and female toilets / change rooms,

separate disabled toilet

Poor The internal configuration (layout) of toilet facilities is not efficient

or suitable for current purposes.

Crèche including male and female

toilets, quiet room and office

Good Entry to the crèche is inefficient being located a distance away

from the reception to the Recreation Centre.

Storage areas Good There is adequate storage distributed throughout the Recreation

Centre.

First Floor

Kiosk Average This is under-utilised, and poorly located for servicing and staffing.

Group fitness studio Average The sound system requires renewal; there is poor acoustic

separation from other areas of the Recreation Centre. The flooring

was replaced in 2012.

Breakout space at mezzanine floor Average This is a large, open and unallocated space.

RPM room Poor The small size of the space limits flexibility and suitability for

primary function.

Recreation Centre Manager’s office Average The location and sharing arrangement of office space is not

efficient in terms of the relationship with other administration areas.


Existing Facility Plan – Ground Floor

Existing Facility Plan – First Floor


Table 6: Hartfield Park Recreation Centre – Review of services, building fabric and external areas

Existing Facility - Services, building fabric and external areas

Condition (Poor, Average, Good)

Explanation

Stairs Average Used for exercise and group fitness.

5 person lift Poor The location is difficult to find from the entrance and is under-

utilised and signage poor.

Mechanical ventilation system Poor This does not operate efficiently for Recreation Centre

requirements.

Roofing Poor The 2002 extension has resulted in an internal box gutter system

that periodically floods parts of the Recreation Centre.

Entry areas Poor A line of sight is not available from external areas to Recreation

Centre reception. Way finding is limited with no supporting

signage.

Parking areas Poor Lighting and safety issues should be addressed in the future to

encourage nighttime usage by community.

Signage and presentation Poor External signage along main entry points is not adequate. The

presentation of facility to street is poor and obscured by the

landscaping and building design.

6.2 Existing Services

The existing services provided by Hartfield Park Recreation Centre include:

‘Living Longer Living Stronger’ program

Boot Camp

Personal training

Group fitness

Crèche

Junior programs and Kids Club

Senior sports team competitions

Squash

Facility hire

Kids birthday parties

6.3 Existing Usage

Usage of the facility is high with a combination of individual community members and community sporting groups using

the facility. It is estimated that over 494,000 patrons have visited the facility over the past three years (over 160,000

patrons per year on average).

Table 7: Usage of Hartfield Park Recreation Centre

User Group Frequency Area used

Tomshin Tae Kwon Do 5 Hours per week (2 days) Court 1

Tora Kempo Jujistu 2.5 hours per week (2 days) Court 1

Lotus Tai Chi 1 hour per week (1 day) Multipurpose room

WA Volleyball Association 3 hours per week (1 day) Court 2 (2 x volleyball courts)

Cheertumble’n’fly Dance 2 hours per week (1day) Court 2

Friendly Feathers badminton 2.5 hours per week (1 day) Court 1 (3 badminton courts)

Wednesday Casual Badminton 2.5 hours per week Court 2 (2 badminton courts)

Burgess Freestyle Martial Arts 1.5 hours per week Court 1

Community Health 8 hours per month (2 days) Multipurpose room


6.4 Current capacity of facilities

As noted earlier in this report the two elements of the Recreation Centre that generate the highest revenue (the gym and

exercise rooms) are at capacity during peak periods and class numbers and sizes are limited by the existing room

layouts. Table 7 below provides an indication of gym usage on a weekly basis. Areas with capacity to increase utilisation

include the indoor courts and spaces currently under-utilised.

Table 8: Gym Usage (includes both member and casual visits)

6am - 9am 9am - 12noon

12noon - 3.30pm (incl. LLLS)

3.30pm - 9.00pm

8am-4pm (incl. LLLS) 8am-12noon

Monday 17 13 41 28

Tuesday 13 10 41 35

Wednesday 19 13 31 28

Thursday 11 13 28 27

Friday 15 17 32 18

Saturday

44

Sunday

26

6.5 Participation rates for indoor sports

The following table provides a forecast of participation rates in the catchment area for the Hartfield Recreation Centre.

This forecast identifies potential growth areas within the catchment for indoor sports and can provide a guide for priorities

in Recreation Center programming and hire of courts and rooms.

Table 9: Forecast participation indoor sports

WA participation rate (%)

Males Females Shire of Kalamunda

(53,567)

Current catchment participation

estimate (27,711)

2031 catchment participation estimate

(42,711) +15,000

Cricket (indoor) 1.2 0 643 333 513

Dancing 0.9 6.8 4125 2134 3289

Gymnastics 0 0.8 429 222 342

Hockey (indoor) 0.3 0.4 375 194 299

Martial Arts 1.6 2.3 2089 1081 1666

Football (indoor) 2.2 0.4 1392 720 1110

Squash 3.8 0.8 3428 1275 1965

Source: ABS 2012

Participation rates in these sports indicate that spaces with the flexibility to accommodate dancing, martial arts, football

and squash will have the potential to capture a larger share of the market.


7. CONSULTATION

The primary objective from the consultation was to determine support for the proposed facility upgrades and Council

feedback resulted in the development and refinement of plans.

Consultation for this study was undertaken in the following forms:

a community information briefing session / workshop;

focus group sessions with staff and facility user groups;

a Shire of Kalamunda briefing session / workshop;

one-on-one meetings with DSR and Forrestfield United Soccer Club; and,

phone conversations with key stakeholders and user groups within the community.

Consultation was undertaken, seeking views and opinions on the effectiveness of the Recreation Centre in its current

state, including a critique on what areas are successful and which areas require improvement. An opportunity for

suggestions and input on how the upgrade might be reconfigured were also discussed for the facility upgrade project.

The following discussion outlines the responses received from the consultation.

Generally, it was noted that patrons of the facility thoroughly enjoyed the facility and support for the upgrade was in line

with user needs. Much of the feedback related to detailed design elements.

7.1 Stakeholder consultation

The project included consultation with the following key stakeholders:

Hartfield Park Advisory Committee.

User Groups - centre members, centre user groups, casual users and the local communities of Forrestfield,

Wattle Grove, Maida Vale and High Wycombe.

Shire of Kalamunda staff including : Director Corporate and Community Services, Manager Community

Development, Coordinator Recreation Services, Recreation Centres Coordinator, Building Maintenance

Coordinator, Manager Technical Services and Manager Strategic Planning.

Foothills Information and Referral Service, Hartfield Park Recreation Centre, Disability Services Commission,

OIC Forrestfield Police Station and Department of Sport and Recreation.

Shire staff, Hartfield Park Recreation Centre users and local community members and representatives of local sporting

clubs were invited to attend a workshop on Monday, 19 March, 2012. The following table summarises the key issues

and needs raised at the meetings (see Attachment A for complete meeting notes) by each stakeholder group.


Table 10: Summary of feedback from stakeholder meetings.

Stakeholder Feedback

Ad

vis

ory

Co

mm

itte

e

Sh

ire

Sta

ff

Use

r

Gro

up

s

Oth

er

Demand and usage

The centre is a key community hub and is a social meeting point.

The centre is currently closed after 9.00pm. This time frame does not meet the needs of

Pennants and Supper for Squash teams and other indoor sports timetables.

The Recreation Centre is currently used to capacity between 4pm and 9pm Monday to

Friday. There is a need to explore corporate memberships with surrounding

commercial and industrial businesses that maximise usage of the facility during the day.

Community usage of the facility could be increased through a Shire hosted on-line

booking system for programming and promoting activities.

Design and specification

The front façade required to be more attractive and inviting.

The entry of the crèche poorly located and it is not easy for users to access when time

poor and attending fitness classes with children.

The roof over courts is constantly leaking.

Improvement of pedestrian safety within the car park area is required through paving treatments, signage, lighting and landscaping.

Upgrades to ensure occupational health and safety require prioritising immediately.

All toilets require repainting and retiling. Shared toilets with Soccer Club need to be

reconfigured to improve functionality.

The ceiling above gym leaks and requires repair.

The gym / weights room requires larger space and needs to be repainted.

There is poor ventilation and natural light within gym / weights room.

Flooring in the court area and Group Fitness Room needs to be replaced as it is

causing minor injuries.

The group fitness rooms require a larger area.

The location of the kiosk is not appropriate and it is not well utilised.

Management and maintenance

The existing management agreement is flexible enough to be ongoing post the

proposed development, particularly in light of the requirement to maintain current staff

numbers and utilise these efficiently.

Staffing levels between 10am and 3.30pm are low in the gym / weights room to assist

with appropriate use of equipment.

The ongoing cost of maintaining the facilities will need to be carefully considered by

Council. Policy is to apply 2% depreciation over 50 years (estimated life of the facility).

Installation of turnstiles will improve staff efficiency.

General Comments

Forrestfield United Soccer Club – potential growth of clubrooms and grandstand to the north of the Recreation Centre.

Forrestfield United Soccer Club – unsightly signage across the front façade of the clubroom / change room extension.

Connection of the Hartfield Park Recreation Centre to deep sewer, as is currently run on a septic system.

Opportunities for utilisation of environmentally sustainable technology / solutions such as photovoltaic panels, solar hot water

systems, heat pumps, rainwater tanks and water efficient toilets / tap ware.

Management of charity bins in the carpark area that are left in an unsightly manner.


8. DEVELOPMENT PROPOSAL

The upgrade of the Hartfield Park Recreation Centre is anticipated, but need not be limited to include reconfiguration of

the internal layout to: increase the size of the gym, improve the entrance layout, relocate the reception desk and kiosk to

a visually prominent location, and improve general connectivity between the crèche and the centre, along with flooring,

painting and wet area improvements.

8.1 Design objectives

The following objectives were adopted by the project team from the Shire’s briefing for the project:

improving functionality of centre in line with industry standards;

incorporating functionality of design, with maximum use of floor space;

enabling the ease of management and efficient usage of staff resources, whilst considering the need for

minimal staffing during low patronage periods;

facilitating the ease of integration between fellow user groups; and,

delivering durability and maintenance minimisation.

The design objectives were used to guide research, consultation, concept design and decision making in relation to the

redevelopment of Hartfield Park Recreation Centre.

8.2 Design brief

The design brief for the upgrade of facilities at Hartfield Park Recreation Centre is based on feedback through:

review of previous studies and reports;

analysis of demographic data to identify facility requirements now and in the future;

consultation with Shire staff, the community and user groups; and,

review of existing facilities and industry trends in the provision of indoor recreation facilities.

The following criteria were used to define the design brief for improvements to Hartfield Park Recreation Centre:

Table 11: Design Brief.

Lit

Revie

w

Ben

ch

mark

ing

Co

ns

ult

ati

on

Fu

nc

tio

n a

nd

co

nd

itio

n

Funding and revenue

positioning a café placed in a prominent location on ground floor;

incorporating small private office spaces that can be privately rented (i.e. physio) –

preferably with external access;

providing community function/meeting room and/or after hour’s child minding room

which can be privately rented or hired; and,

increasing revenue by capitalising on the popularity of the gym membership

program (‘Living Longer, Living Stronger’) and group fitness classes by providing

increased floor area to accommodate additional patrons.

Space efficiency and functionality

increasing efficiency and usage of the two indoor sports courts;

positioning key uses i.e. gym, group fitness, café and seating, community meeting

rooms at the front of the Recreation Centre through positioning activated uses at

the front of the facility i.e. gym, group fitness;


Lit

Revie

w

Ben

ch

mark

ing

Co

ns

ult

ati

on

Fu

nc

tio

n a

nd

co

nd

itio

n

providing an additional Group Fitness room for an additional activity i.e. Pilates /

yoga / boxing;

utilising existing space for indoor football, dancing and martial arts;

increasing size and relocation of gym to enable future expansion;

providing a staff room;

maintaining squash courts and increase the use of them through offering corporate

memberships during off peak hours etc;

co-locating outdoor alfresco dining with a café to invite social behaviour and create

a community meeting point; and,

including communal commercial grade kitchen to be utilised by the crèche and the

community meeting room.

Ease of management

locating reception within close proximity to the entry, café and potential pro-shop to

ensure efficient staff utilisation;

providing two offices for staff and managers; and,

locating entry of the crèche within close proximity to the reception area, to ensure

ease of patrons utilising the crèche and facility, and ensure safety of children

through adequate monitoring of crèche entry / exit points.

Ease of integration between user groups

improving integration with the Forrestfield United Soccer Club to encourage its

members to use of the facilities;

creating acoustic separation required between group fitness rooms and other

areas; and,

designing and locating storage areas to support primary users.

Durability and maintenance

rectifying roof and drainage problems; and,

upgrading the toilet and change facilities.

Building presentation and wayfinding

improving / modernising the front façade of the recreation centre to provide a

clearly visible and inviting entry;

improving safety and security between the carpark and the entry to Recreation

Centre; and,

improving signage and wayfinding between the street entry points and the entry to

building.

Environmental concerns

understanding environmental constraints posed by Bush Forever designated

vegetation areas; and,

incorporating the best practice environmentally sustainable design principles in the

design of refurbishment works.

Future Development

incorporating the future location for an aquatic facility at Hartfield Park, the need for

which has confirmed through previous studies and consultation. Council’s

Community Facility Plan identifies that a feasibility study is required in 2029/2030

to determine the scope and need for this facility. New development should

consider the reporting requirements associated with Bush Forever designated land.

Two design concepts were prepared for the facility responding to preferred elements raised through consultation.


8.3 Option A: Design elements

Reception and administration

relocating the reception to a central location to be visible from the entry;

locating the consulting room next to the entry with access to the reception area and private external access;

locating the café and indoor seating at the ground floor and adjacent to the reception (ensure efficient staffing);

locating the outdoor alfresco area next to the entry and in close proximity to the café (providing a sense of

vibrancy and surveillance from street / carpark); and,

including large office admin areas at the ground floor which can be split into separate offices for key staff.

Ground floor

increasing the size of the crèche and providing an access hallway to the reception / entry;

including a commercial grade kitchen to be shared between the crèche and the community room;

adding a community meeting room on the ground floor next to the crèche with access internally and externally,

to allow for dual use (possibly install bi-fold doors between rooms etc.);

retaining two multi-use courts and squash courts;

installing a large gym / weights room with an appraisal office as a first floor and tying it into the existing

mezzanine, providing visual surveillance over carpark and an opportunity to create new modern façade;

including a sauna / steam room and additional storage in close proximity to the current change rooms and

future aquatic area; and,

refurbishing and increasing the size of the current change rooms with the uptake of soccer club change rooms

and creating a wider corridor for universal access.

Access and carparking

maintaining the lift and stairs in the same location;

improving the signage at key entry points from the road; and,

improving parking layouts and pedestrian access to encourage safety and security.

First floor

increasing the current group fitness room size on the first floor;

providing two additional group fitness rooms and a spin room on the first floor;

creating an area on the first floor landing for viewing the Squash courts by umpires; and,

examining male and female toilets on the first floor in place of the previous kiosk and above the existing change

rooms to use existing plumbing locations.

Future development

allowing for the future development of including an aquatic facility to be located to the east of the existing

recreation centre.

8.6 Option B: Design elements

Only the differences between Option A and Option B are noted here.

Reception and administration

Two admin offices will be included at ground floor to be utilised by key staff.

Ground floor

Two consulting rooms will be located at the south of the centre with access to reception area via a hallway past

the crèche and community room (admin purposes) and private external access.

The large gym / weights room with appraisal office will be installed on the north of the existing building.

First floor

The first floor landing will contain water and a rest area for patrons.

8.4 Option A: Design layouts


8.5 Option B: Design layouts

8.6 Room schedules option A and B

Table 12 below provides a breakdown of the space allocation for each option. It illustrates the existing provision of

space and compares both Options developed in consultation with Council staff.

Table 12: Indicative space allocation

Quantities in m2

Room Schedule Existing Option A Option B

1 Soccer Club 400 400 400

2 Squash 260 260 260

3 Gym/Weights 168 280 240

4 Office 35 32 90

5 Consulting - 40 200

6 Reception 165 80 80

7 Entry 32 14 14

8 Café/kiosk 2.4 60 60

Café outdoor space - 100 100

Kid's toilet 15 - -

9 Men’s Change 7.5 7.5 7.5

10 Female Change 7.5 7.5 7.5

11 Staff Toilet - 7.5 7.5

12 Creche 120 120 120

13 Community Room - 180 72

14 Male Change Room 70 70 70

15 Female Change Room 70 70 70

16 Community Room 72 72 18

17 Store 140 150 176

18 Kitchen 21 27 27

19 Assessment Room - 50 -

20 Sports Courts 1600 1600 1600

21 Spin Room 25 80 80

22 Group Fitness 136 245 170

23 Lift

24 Void

25 First Aid Staff 10

26 Staff Room 25

Office first floor 16

Circulation space 170 60 60

3532.4 4047.5 3929.5


8.7 Evaluation of the options

The following assessment was undertaken of the options against the project objectives. Each option is scored against

the objectives on the basis of 0 (little or no performance) to 5 (optimal performance against the criteria).

Table 13: Evaluation of options Function Management Integration Maintenance Overall Score

Option A 4 4 4 4 16

Option B 4 4 3 4 15

Explanation of scoring

Option A was generally ranked higher against the functionality and management criteria. Council officers indicated a

preference for Option A as a result of these factors.

Table 14: Explanation of evaluation Criterion Notes

Function Option A more optimal position of the gym and better zoning of uses in relation to other parts of the recreation centre. Greater activation of front elevation facing carpark. Larger additional floor area. Floor separation of gym and ground floor not a desirable aspect of Option A. Consultation rooms in Option B considered a strength of this design.

Management Both options have centralized management from the reception area.

Integration Option A preferred integration with the Soccer Club more optimal, as it does not require relocation of the club facilities.

Maintenance Both options address existing building defects and upgrade significant items (such as roofing) to provide renewed life cycle of these elements.


9. CAPITAL COSTS

9.1 Project Costing The following summary of cost estimates for Option A provides an order of magnitude assessment based on the design

brief and concept designs. A more detailed cost plan is available in Attachment B.

These costs have not allowed for any significant costs associated with remedial structural works. Discussions with

maintenance staff at the Shire of Kalamunda have indicated that there may be subsidence issues associated with the

2002 extension to the playing courts. The extent of this problem has not been determined as part of this study.

Independent advice should be sought in relation to this issue to determine the extent and cost of rectification works.

These factors should be considered in the context of cost benefit of retaining the existing extension.

Table 15: Hartfield Park Recreation Centre redevelopment Option A (short to medium term (years 5 to 10))

Item

Total Cost

Demolition $234,280.00

Building $5,644.000.00

External services $80,000.00

Contingency $791,720.00

Professional Fees $825,000.00

Total

$7,725.000.00

Exclusions

GST Escalation

Loose furniture and equipment AV and IT equipment

Bad founding ground and soil remediation Major services upgrade

Staging of works and temporary facilities

Works to squash courts and adjacent change rooms,

clubrooms, kitchenette etc.

Repainting

Temporary facilities

Removal of hazardous material

Mechanical ventilation playing courts

Professional Fees

Additional items have been highlighted below require further investigation, no costs have been provided for these items

to date.

Long term cost (10 to 20 years) for the aquatic centre expansion have escalated construction costs in 2011 of

$12.1 million (for stage 1 only Aquatic Centre Feasibility Study 2007).

The replacement of box gutters at the front of the building.

The replacement of skylights in the main hall.

The replacement of the floor in the group fitness studio. (completed in 2012)

The replacement of the carpets in the foyer, mezzanine and crèche.

The addressing of the moisture issue on the floor of Court 2.

The replacement of the main hall floor.

The replacement of the existing evaporative air conditioners in the group fitness room, the gym and the

mezzanine levels.


10. DRAFT MANAGEMENT PLAN

10.1 Management Structure

The redevelopment of Hartfield Park Recreation Centre will require a continuation of the existing management structure

over proposed additional facilities. The organisational chart below illustrates the current Recreation Centre management

structure. Throughout the process of redevelopment of the recreation centre, proposed in this report, changes to the

current management structure will be required to meet the changing service requirements of the facility.

10.2 Staffing requirements

In general terms, staffing would be expected to remain steady or reduce over time as administration efficiencies are

found as a result of changes to reception and administration areas.

In the long term, with the arrival of aquatic facilities at Hartfield Park Recreation Centre, an additional branch of the

management structure would be needed to provide the specialist requirements of staffing and operating the aquatic

centre component of the facility. Additional time will be required in programming and expanding the number of programs

and the growth in gym membership.

Facility Management

Recreation Facilities Team Leader

Programs

Recreation Facilities Supervisor

Creche

Creche Supervisor

Creche

Creche Attendants

Leisure Programs

Coaches/Instructors

Gym

Gym Instructors

Sports Programs

Umpires

Group Fitness

Instructors

Gym

LLLS Instructors

Centre Administration

Recreation Facilities Administrator


Recreation Facilities Booking officer


Recreation Facilities Attendants


11. OPERATIONAL MANAGEMENT

Full summaries of the operating revenue and expenditure are included in Attachment C. Relevant excerpts from this

information are included below to provide a picture of the ongoing costs and projected revenue associated with the

upgrades to Hartfield Park Recreation Centre proposed in the report. Costs and revenue in this section are calculated

on an order of magnitude basis, calculated on actual trends.

11.1 Revenue

The following excerpt from the annual budget for the Hartfield Park Recreation Centre provides an indication of trends

and current revenue attracted through the facility.

Table 16: Actual YTD Operating Revenue 2008 to 2011

Item 2008/09 2009/10 2010/11 2011/12 Change 08/12 Trend

Contributions - General - -

Fees - Crèche $6,748 $7,427 $11,408 $16,263 240% increase

Fees - Gym $175,051 $181,690 $141,024 $152,780 87% variable

Fees - Programs $131,158 $165,733 $197,855 $206,079 157% increase

Hire - Equipment $3,557 $4,411 $2,830 $2,595 73% variable

Hire - Halls and Building $111,263 $115,810 $117,877 $124,148 112% increase

Sale of Goods $51,314 $52,176 $59,730 $42,080 82% variable

Total Revenue $479,092 $527,247 $530,724 $543,945 114% increase

Over the majority of operating revenue categories there are trends of increasing revenue. Decreases have occurred,

during this period, in gym memberships and equipment hire. Declines in gym membership have been attributed to the

opening of commercial gyms nearby, (Anytime Fitness, Jetts Fitness and Curves Forrestfield). These facilities have

newer equipment; infrastructure and two are open 24 hours/day.

Table 17: Proportion of total revenue 2008 to 2011

Item 2008/09 2011/12

Contributions - General -

Fees - Crèche 1% 3%

Fees - Gym 37% 28%

Fees - Programs 27% 38%

Hire - Equipment 0.7% 0%

Hire - Halls and Building 23% 23%

Hire - Reserves - -

Sale of Goods 11% 8%

100% 100%

Table 17 above illustrates the change-over between program fee revenue and gym membership revenue between 2008

and 2012 as a proportion of total revenue. With the downward trend in gym memberships and increasing fee revenue

through programs, the Hartfield Park Recreation Centre is naturally positioning itself as a destination for recreation

programs. This natural trend should be leveraged in any future decisions about investment in improvement to facilities

as programs can be delivered out of flexible space with lower costs for investment in equipment.

Change-over of proportional value contribution to annual revenue.


11.2 Summary of Operational Costs

The following excerpt from the annual budget for the Hartfield Park Recreation Centre provides an indication of current

operational cost attributed to the facility. These figures have been grouped through consultation with Shire staff on the

following basis. More detailed summaries and groupings are provided in Attachment C.

Table 18: Relevant data from Operating Expenditure 2008 to 2012

Operating Expenditure* 2008/09 2009/10 2010/11 2011/12

Depreciation and maintenance ($434,562) ($494,709) ($499,950) ($477,638)

Staffing ($499,594) ($583,328) ($621,709) ($675,086)

Administration ($59,077) ($135,071) ($250,417) ($196,229)

Marketing ($9,092) ($8,033) ($12,319) ($11,082)

Total ($1,002,325) ($1,221,136) ($1,384,396) ($1,362,038)

Operating expenditure reporting during this period has varied, this accounts for some variation in costs against certain

line items. Notably casual staffing costs have decreased whilst there has been a corresponding increase in permanent

staffing costs. Overall staffing costs have increased significantly during this period, as have administration costs.

11.3 Operational cashflow 2008 to 2011

The following recurrent revenue and operational expenditure represents historic data in relation to the Recreation Centre

operational cost and revenue streams.

Table 19: Revenue vs. expenditure 2008 to 2012

Recurrent revenue and expenditure 2008/09 2009/10 2010/11 2011/12

Revenue $479,092 $528,913 $530,724 $543,945

Operating Expenditure ($1,002,325) ($1,221,136) ($1,384,396) ($1,362,038)

Operating deficit ($523,233) ($692,223) ($853,672) ($818,093)

Notably, there is an upward trend in operational deficit associated with the facility to 2011 with a reduction in the 2011/12

financial year; this reinforces findings in the Kalamunda Aquatic Centre Feasibility Study that trends associated with

declining usage are not being matched by increasing participation or fees. This is in some part due to the inclusion of

depreciation costs in the accounting for each facility. These costs range from $289,916 (2008/09 financial year) to

$316,493 (2010/11 financial year), representing a quarter of total operational cost in each year.

11.4 Proposed additional programs

The Hartfield Park Recreation Centre has a number of potential income streams from additional recreation programs.

Table 20: Proposed programs New program Justification

Increased dancing and indoor martial

arts;

Flexible program can be hosted on indoor courts, growth in participation

(ABS).

Indoor Futsal; Growth sport, higher income generation.

Indoor hockey; Consultation indicated potential for providing a venue for indoor hockey.

Corporate Squash competitions; Limited facilities available within the region, some interest generated

through consultation.

Sports for disabilities; and, Limited facilities available within the region.

Indoor Soccer / practice. Growth sport within Shire of Kalamunda, leverage existing adjacency of

Forrestfield United Soccer Club.


Each of these activities has the potential to attract additional revenue.

11.5 Indicative revenue Option A

The following tables provide a summary of potential revenue streams based on the configuration of the Recreation

Centre in Option A.

Table 21: Indicative use and revenue existing indoor courts Rate item Rate Hours per

court

# courts #

days/nights

Units/

week

Hours/

annum

Annual revenue

Off peak $40.00 1 2 5 10 400 $16,000

Peak: Mon to Fri $53.00 5 2 4 40 1600 $84,800

Weekends $40.00 5 2 1 10 400 $16,000

Total potential court revenue $116,800

The revenue associated with “Off Peak - Mon to Fri”, “Peak - Mon – Fri” and “Weekends” has been developed based on

activity for 40 weeks per annum in line with contemporary delivery of sporting based competitions.

Table 17 below provides a summary of estimated annual revenue. As indicated previously revenue generated from gym

memberships has reduced as a result of local competition with local commercial gyms, the estimate provided below is

highly sensitive to this trend. The figures provided below are based on trends in actual revenue generation from the

existing facility (Table 12), where available.

Table 22: Indicative revenue Option A post completion

2008/2009 2009/2010 2010/2011 2011/2012 Multiplier Option

A1

Revenue estimate Option A

Fees - Gym $175,051 $181,690 $141,024 $152,780 1.6 (80% take up) $195,5582

Fees – Programs $131,158 $165,733 $197,855 $206,079 2 $412,1582

Crèche $6,748 $7,427 $11,408 $16,263 1.5 $24,3903

Building Hire $111,263 $115,810 $117,877 $124,148 1.24 $148,977

4

Sale of goods $51,314 $52,176 $59,730 $42,080 25 $102,650

5

Total potential revenue Option A $883,733 1 Multiplier is calculated on basis of proportion of additional space (based on existing floorspace) provided in Option A for these facilities.

2 Based on average revenue over the past four financial years. Adjusted where indicated to reflect participation rate.

3 Based on 2011/12 financial year revenue.

4 Including new community room hire and consulting room lease revenue (based on 2011/12 revenue).

5 Including café takings.

The total potential revenue provides an indication of the potential for increased revenue associated with the

redevelopment of Hartfield Park Recreation Centre illustrated in Option A.

11.6 Indicative operational cost Option A

The operational cost associated with Option A is calculated below. These costs are based on the operating expenditure

summarised in Table 14. Escalation has not been applied to the operating expenditure as historic trends do not provide

a clear indication of percentile values for escalation. On this basis average operational cost over the past four financial

years is used to calculate forecast depreciation and maintenance and marketing costs for Option A. As staffing and

administrative costs have steadily increased over this period, the 2011/12 financial year cost is used as the basis for the

forecast.


Table 23 Forecast operational cost Option A

Operating Expenditure

Base operational

cost

Justification Working

operational cost

Depreciation and maintenance ($476,715) Multiplier of 1.15 to account for additional floorspace and redevelopment of facilities.

($548,222)

Staffing ($675,086) Staffing levels reduced casual staffing increase, no change.

($675,086)

Administration ($196,229) Administration cost remains constant, no change. Efficiencies created through redevelopment.

($196,229)

Marketing ($10,132) Increase in marketing to support additional programs and services, double allowance.

($20,000)

Total ($1,358,162) ($1,439,537)

11.7 Forecast cashflow Option A

The following forecast revenue and operational expenditure for Option A is calculated on the basis of summaries outlined

in Table 22 and 23.

Table 24 Forecast operating deficit Option A

Forecast revenue and expenditure Post commissioning of Option A

Revenue $883,733

Operating Expenditure ($1,439,537)

Forecast operating deficit ($555,804)

Based on this estimated operating deficit there would be a $262,289 positive adjustment to the 2011/12 operating deficit

achieved through the implementation of Option A. This represents just over a 30% reduction from the 2011/12 operating

deficit as a result of redeveloping the facility.

11.8 Cost of delay

The cost per annum of delaying the redevelopment of Hartfield Park Recreation Centre based on the 3% escalation is

outlined in Table 25 below.

Table 25 Cost of delay Option A 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18

Escalated cost of redevelopment works (3% per annum)

$7,725,000* $7,956,750 $8,195,452.50 $8,441,316 $8,694,555 $8,955,392

Additional cost per annum for delay to commencement of works.

$231,750 $470,452 $716,316 $969,555 $1,230,392

*Construction cost from Table 11

The combined cost of delaying the redevelopment of Hartfield Park Recreation Centre (including operating deficit

adjustment and escalation cost) is significant; being over $500K in 2013/14, and four years later being in excess of

$1.5million (2017/18).

11.9 Risk Analysis

The Department of Sport and Recreation provide guidelines for assessing risk in relation to community organisations.

The steps involved in this process include:

1. Establish the context 2. Identify risk


3. Assess Risks 4. Treat risks 5. Ongoing monitoring and review

Managing risk “is simply good management practice. It also provides structure and form to your decision-making

processes.” Can You Risk It? An Introduction to Risk Management for Community Organisations (DSR 2007). Risk

management plans should accompany any significant capital projects such as the construction phase of the

redevelopment of Hartfield Park Recreation Centre as well as its operational phase. A full risk assessment should be

conducted during the detailed design phase for the redevelopment project High level risks identified in relation to this

feasibility stage of the redevelopment project include:

Table 26 Risk analysis A Risk Likelihood Consequence Treatment Risk rating

Delay in commissioning of redevelopment

works causes significant escalation in cost

of construction.

Almost

certain

Major Allow for cost escalation in annual

budget. Seek third party funding

commission project as early as possible.

Extreme

Lack of space for growth of fitness classes

causes migration of current gym and fitness

group members to commercial gyms or

alternative venues.

Likely Major Use indoor courts in interim until

additional group fitness areas can be

provided. Create additional quality

group fitness space to cater for growing

market.

High

Lack of ongoing maintenance results in

escalation of cost of repairs.

Possible Major Continue maintenance regimes allow for

significant maintenance works to fix roof

drainage in forward budget planning.

High

Negative impact on Shire’s reputation as a

result of standard of facilities at Hartfield

Park.

Possible Minor Adopt and communicate plans for

redevelopment of Hartfield Park

Recreation Centre. Communicate plans

with local communities.

Medium

Cost of staffing increases, causing staffing

numbers to reduce and compromising level

of service.

Unlikely Minor Consolidate administration areas to

maximise staffing efficiencies.

Low

Risk Rating

Extreme: Immediate action required by EM or Executive Management.

High: Senior management attention needed.

Medium: Managed by specific monitoring or response procedures.

Low: Manage by routine procedures, unlikely to need specific application of resources.

11.10 Third Party Funding

The following funding sources are available to the Shire to attract third party funding to the facility upgrade projects.

Table 27: Third party funding sources Funding source Name of grant Criteria Amount

Lotterywest Service accommodation and

Community Facilities Grants

Deliver broad base access to

community overall.

Co-location and shared

accommodation.

Over $1000

Australian Sports

Foundation Ltd

Sport Incentive Program Range of infrastructure, training and

events.

No maximum

Department of Sport

and Recreation (DSR)

Community Sporting and

Recreation Facilities Fund

Increase physical activity and levels of

participation. Range of infrastructure,

multi-marked courts, indoor courts,

lighting, pools, tennis courts, pavilions

facilities and bowling greens.

Forward planning grants go

up to $600k over three

years with no more than

50% of total project cost.


11.11 Summary findings

The following are the summary findings from this section:

Hartfield Park Recreation Centre has an operational deficit of approximately $818,093 for the 2011/12 financial

year.

Expansion of facilities as proposed in Option A could reduce the operating deficit by over 40% per annum.

Costs associated with delaying the redevelopment project are significant ranging from $500k to $1.5 million

over the next 5 years.

Revenue associated with programs, memberships, court hire and admissions has been increasing, however

this has not been keeping pace with the increasing operational costs.

The revenue generated from gym memberships has been falling. This has been associated with the recent

advent of commercial gyms within one kilometre of the Centre. Consideration should be given to areas such as

fitness programs and Shire coordinated competitive indoor sports programs, as these are service areas in

which commercial gyms will find hard to compete with the Shire.

The pricing of programs should reflect the socio-economic context of the surrounding community. Pricing to

accommodate the range in income of the surrounding areas could have a direct impact on visitation numbers.

A greater diversity of programs will extend the visitation numbers for the indoor courts during peak periods to

boost numbers throughout the day.

DSR have indicated that funding will only be made available for the immediate upgrade of the courts and

changerooms, with potential improvement to the entry areas to promote universal access.


12. CONCLUSIONS

The following table provides a summary of this report’s conclusions in relation to each facility upgrade proposal.

Table 28: Summary findings of report Facility upgrade proposal Previous studies Participation

rates

Consultation Operation/Cost Community

benefit

Recreation Centre

extension

Supported Supported Generally supported.

DSR will consider

refurbishment of the

courts and

changerooms for

funding.

High Primarily

sport/recreation

Community

meeting place

Health/fitness

As indicated above the proposal to upgrade of the Hartfield Recreation Centre is supported by a range of previous

studies. This support is generally specified as being on the basis of the need for the facility being triggered by a

combination of fast population growth within the surrounding region and the distribution of other indoor sport facilities.

The condition and range of services at Hartfield Park Recreation Centre, when compared to other facilities within the

region, limits its capacity to compete for and attract the growing market people accessing indoor sports facilities. The

longer the upgrade of the Centre is delayed the greater this impact will be felt in terms of declining visitation rates and

migration of existing members away from the facility. This should be a critical factor in determining when to proceed with

the upgrade works.

The design for the facility upgrade (Option A) has been reviewed and amended as a result of this study. Some items

require further consideration prior to advancing to detailed feasibility and design development of the proposal:

Revenue associated with programs, memberships, court hire and admissions has been increasing, however

this has not been keeping pace with the increasing operational costs. There has been a significant and growing

operational deficit associated with this facility.

Intensification and more efficient delivery of services through the facility can play a part in reducing operational

deficit. So too can finding non-traditional forms of offsetting operational costs by creating new revenue streams,

such as offering commercial leases. This strategy would be in line with growing trends in the provision of these

facilities of co-location of a range of services in one place.

Considering recreation centres as ‘community hubs’ can broaden the range of services offered through

community facilities. Finding complementary services that together make facilities commercially sustainable is

a key challenge for local government in the provision of recreation facilities.

Overall, the concept of upgrading the Hartfield Park Recreation Centre is supported by previous studies, by

decisions made by the Shire and by consultation with key user groups.

Out of the two options considered in this report, Option A provides the optimal solution to achieve greater

efficiencies in management, use and integration of the needs of the user groups.

The centre currently has an operational shortfall of $818,093. The significant level of investment needed to

build the extensions should be considered in the context of revenue generation associated with increasing the

gym area and group fitness spaces and other programming.


13. RECOMMENDATIONS

It is recommended that the Shire of Kalamunda:

- receive the Hartfield Park Recreation Needs and Feasibility Study Report;

- consider the staged development plans for the Hartfield Park Recreation Centre redevelopment contained in

this report as a guide for the future development of the facilities; and,

- further investigate and develop aquatic design layouts for long term requirements.

- Undertake further investigation in subsidence issues prior to any redevelopment works occurring.


Attachment A: Information Analysis

Table A below provides an analysis of the research information gathered to date. This identifies recurrent items that

have been raised throughout the preparation of this report and serves as a guide for items to be considered by the

redevelopment of the Recreation Centre.

Table A: Research Information Analysis

Key issues and findings

Lite

ratu

re R

evie

w

Be

nchm

ark

ing

Exe

rcis

e

Re

vie

w o

f exis

ting

facili

ty (

Sectio

n 6

.1)

Sta

ke

ho

lde

rs

Fa

cilit

y d

esig

n a

nd

layo

ut

The flooring is in critical need of repair for Group Fitness room and

courts resulting in accidents and injuries.

The roofing / ceiling in critical need of repair due to excessive leaking

and compromising the efficacy of programs being run within the court

space.

The poor quality air conditioning and ventilation system resulting in

extreme temperatures within the court space area and unsafe conditions

The gym / weights room is an inefficient size and requires additional

space.

The group fitness room an inefficient size and requires additional space.

Inefficient air conditioners require immediate upgrade to improve energy

efficiency and utility costs as well as users comfort levels.

A general interior upgrade is required to give the facility a fresh and

clean updated finish.

Ma

nag

em

en

t an

d

us

e

Maintain and maximise popularity of squash courts as a wider

community attractor.

Community usage of the facility could be increased through a Shire

hosted online booking system for programming and promoting activities.

Maximise the high level memberships of the Forrestfield United Soccer

Club through providing incentives to use the indoor courts for practice

and discounted fees for the gym / weights room.

Dem

an

d

an

d u

se The Recreation Centre is currently used to capacity between 4pm and

9pm Monday to Friday. There is a need to explore corporate

memberships with surrounding commercial and industrial businesses

that maximise usage of the facility during the day.

The centre is currently closed after 9.00pm. This time frame is not

compatible with the time requirements for Pennants and Supper for

Squash teams and other indoor sports timetables. Consideration to

exploring longer staff hours may be appropriate.

Su

pp

ort

The proposal to extend the Hartfield Park Recreation Centre is supported.

Users of the facility are loyal and with improvements made to facility will

naturally grow businesses and redirect activities to the Hartfield Park

Recreation Centre.


Attachment B: Summary of consultation outcomes

Summary of Outcomes of Stakeholder Meetings.

Meeting Type Date Attendees Outcomes/ Key Issues

1: Community Information Briefing

19/03/12 Users of Hartfield Park Recreation Centre, sporting clubs and community groups

The briefing attracted over 30 community members.

The centre is a key community hub and is a social

meeting point.

A ‘love’ of the facility exists with a strong connection to it.

The facility is light and bright with positive energy.

The staff are fantastic.

The ‘Living Longer Living Stronger’ program is very

popular and has elevated levels of community spirit and

health.

There is long term community loyalty to the facility.

There is a critical need for flooring in the courts area and

group fitness room to be replaced as it is causing minor

injuries.

There is a critical need to repair the roof over the courts

as it is constantly leaking.

There is a critical need to repair the roof and guttering

above the gym due to leaks.

The group fitness rooms are too small.

The entry of the crèche is not appropriate and not easy

for users to access when time poor and attending fitness

classes with children.

The crèche is very popular with young children.

The location of kiosk is not appropriate and not well used.

The small size of the gym / weights room is not

appropriate and requires a larger space.

There is a lack of ventilation and natural light within the

gym / weights room.

There are poor quality air conditioners within the group

fitness room and the gym / weights room.

Four squash courts are very important for the wider

community and the WA Squash members.

Interest in incorporating rehabilitation programs such as

Pilates within the centre exists.

The television channels within the gym are not

appropriate.

The music speaker (in the group fitness area) is of poor

quality and irritating.

There is limited staff within the gym / weights room to

ensure appropriate use of equipment.

The front façade is ugly.

Pedestrian safety within the car park is of concern as

there is no dedicated pedestrian walkway.

There is poor external lighting.

There is poor external and internal signage.

The use of the lift is very rare and was thought to be for

staff only.

2: Shire of Kalamunda staff focus group meeting

20/03/12 The Community Hub feel should be maintained.

There is a preference to explore co-located community

facilities.

Staff numbers should be sustainable within the facility

and reducing need for the co-location of administration.

There is a desire for a more aesthetically pleasing front

façade which is inviting and attractive to new users of the



facility.

Front façade has to incorporate visuals that advertises

the facilities within such as the café / alfresco kiosk and

the gym / weights room.

Income generation could be increased by the use of the

café placed in a prominent location on ground floor.

Income could be increased through incorporating small

private office spaces, that can be privately rented (i.e.

physio) – preferably with external access.

Income generation could be increased by providing a

community function / meeting room and / or afterhours

child minding room which can be privately rented/hired.

Income generation could be increased by capitalising on

the popularity of the gym membership program (living

longer, living stronger) and the group fitness classes by

providing increased floor area to accommodate additional

patrons.

3: Hartfield Park Recreation Centre staff focus group meeting

21/03/12 Turnstiles in reception would be appropriate for members

and would aid staff.

There is no staff room.

The computer administration system is slow.

The front façade is ugly.

Pedestrian safety is of concern as there is no dedicated

pedestrian walkway within the car park.

The external lighting is poor.

There is poor signage.

The storage next to the Squash courts has an inefficient

layout.

The toilets could be located at the first floor for staff and

users of group fitness between classes

There are no staff offices.

The use of the lift is very rare.

The stairs are incorporated within the group fitness

classes.

The toilets and change rooms are of very poor quality and

require painting and additional space.

The toilets are often overflowing.

The toilets should be replaced to be water efficient.

The septic tank should be replaced.

The male toilet has an entry door in an incorrect position.

The lack of natural light within the facility results in a high

usage of artificial lighting throughout the day.

The inefficient lighting configuration on switches results in

excessive light use at one point and it could be

reconfigured to save energy.

The location of the Crèche entry is confusing from the

front façade.

The informal rear entry point used for accessing crèche

from within the facility is not well located or in close

proximity to the reception.

The entry doors as sliding / automated doors are

potentially not safe as children are running from inside the

crèche and outside the building.

The spatial layout is inefficient with excess space in the

reception and the upstairs café / kiosk area and

mezzanine and a lack of space within the group fitness

rooms and the gym / weights room.

The small size for group fitness results in patrons being



turned away from the facility.

The back room adjacent to the toilets is under-utilized and

is of poor quality.

The section upstairs becomes an informal waiting area for

Group fitness users between classes and requires more

space and potentially a seating / resting area and a water

tap cooler.

The ceiling is in need of repair within the Spin room.

The cleaning quality is very poor.

There is no interest in holding sporting competitions

within the facility.

The new refurbishment should be energy efficient and

water efficient.

4: Consultation meeting with Department of Sport and Recreation.

04/05/12 Kent Burton, Manager,

DSR. The DSR will only focus funding on the areas which will

improve physical activity i.e. upgrading of the courts.

5: Consultation meeting with Forrestfield United Soccer Club.

05/05/12 Forrestfield United

Soccer Club,

Travis Moore – Shire of

Kalamunda

John Langley – Shire of

Kalamunda

The Club is willing to work together with HPRC to explore

opportunities of members using the gym / weights room.

The toilets and change rooms are of very poor quality and

require painting and additional space.

The FUSC is currently in a changeover of managers.

6: Dance Cheer TumbleFly

03/05/12 Mim Longo. The recreation Centre has a great feeling about it.

Martial arts are currently conducted within the large

courts area.

Major issues exist with the constant leaking roof.

A major issue with temperature control exists due to no

air conditioning (extreme heat in summer and extreme

cold in winter). There is also no ventilation.

20% of business and classes is conducted within the

HPRC and 80% within the Queens Park Recreation

Centre, which is due to be upgraded.

The Queens Park Recreation Centre upgrade will require the

business to have $10 million in Public Liability Insurance and

will ultimately result in the financial inability for CheerTumblFly

to run as a business. It therefore wants to locate 100% of

classes at HPRC.

It would benefit from a room which had the ability to be

closed off from other classes and had a mirror wall.

7: Volleyball WA 03/05/12 Representative The teams can grow from 12 to 14 (of six) and this will be

dependent on the quality of the flooring as this has

impacted on the ability to attract players at the facility.

8: WA Squash 03/05/12 Sue Hilier Increased interest from other Squash groups in being

located at the facility exists, however the opening and

closing times for the facility are not compatible with the

hours required as Pennants are usually held late into the

evening, with supper served afterwards.

It would benefit from direct access to a kitchen or room

after 10.00 / 11.00pm which could be closed off from the

rest of the rec centre.

This opportunity would increase the attractiveness of the

facility to junior clubs (three people deep).

The spectator area should be adjacent to the Courts.

A small area for umpires to view the Squash courts from

above is needed.



9: Tamshin Taekwondo

03/05/12 Tanya Tomshin Oneill There is a critical need for new flooring in the courts area

and the Group fitness room to be replaced due to

significant injuries. Recently, a woman fell and fractured

an elbow.

The standard of the courts is a potential liability.

The leaking roof is a significant hindrance to the adequate

functioning of classes.

A major issue with temperature control exists due to no

air conditioning (extreme heat in summer and extreme

cold in winter). There is also no ventilation.

Heat extremes have resulted in loss of members that

cannot conduct exercise in extreme temperatures.

It was recommended that an exploration of an area where

parents can congregate and view and or wait for their

children whilst attending a class (possibly selling coffee or

tea) would be very appropriate and successful as some

parents are travelling a distance and do not have a

suitable area to wait.

10: Community Physiotherapy WA

03/05/12 The location of HPRC is not successful for programs that

have been held within the facility in the past as a result of

the distance that the patients are required to travel.

11: Review of User Feedback File – Hartfield Park Recreation Centre

03/05/12 Incidents are occurring within the carpark due to the lack

of lighting

There is a critical need for flooring repair

The quality of cleaning was highlighted as an issue.


Attachment C: Detailed Cost Plan


Attachment D: Operating budget summary 2008 to 2012


Attachment E: Fees and charges


Attachment F: Participation rates indoor sports

WA participation Rate (%) Population participation count

Males

Shire of Kalamunda (53,567)

Current catchment total participation estimate (27,711)

30 year catchment participation estimate (based on 15,000 growth increase in pop. =42,711)

Cricket (indoor) 1.2 643 332 513

Dancing 0.9 482 249 384

Gymnastics 0 0 0 0

Hockey (indoor) 0.3 161 82 128

Martial Arts 1.6 857 443 683

Football (indoor) 2.2 1178 610 940

Squash 3.8 2036 1054 1623

Females

Cricket (indoor) 0 0 0 0

Dancing 6.8 3643 1884 2904

Gymnastics 0.8 429 221 342

Hockey (indoor) 0.4 214 110 171

Martial Arts 2.3 1232 638 982

Football (indoor) 0.4 214 110 171

Squash 0.8 429 221 342

Persons (Total)

Cricket (indoor)

643 333 513

Dancing

4125 2134 3289

Gymnastics

429 222 342

Hockey (indoor)

375 194 299

Martial Arts

2089 1081 1666

Football (indoor)

1392 720 1110

Squash

3428 1275 1965

1 | P a g e

KALAMUNDA ADVANCING:STRATEGIC COMMUNITY PLAN TO 2023

A Plan to shape our united & sustainable future

KALAMUNDA ADVANCING: STRATEGIC COMMUNITY PLAN TO 2023A Plan to shape our united & sustainable future

2 | P a g e

Message from the Shire President

As a long and proud serving member on the Shire of Kalamunda Council I have never beenmore inspired by what the future holds for this beautiful and historic Shire.

In developing a long term vision to guide the future of the Shire over the next decade I amdeeply moved by the passion of the people who have made the Shire their home and thedeep connection they have with the environmental and cultural heritage of the region.

It is for these reasons that the Shire’s Strategic Community Plan is focussed on AdvancingKalamunda as a leader in community capacity building, creating a place for people toprosper in their lives and a community that lives in harmony with its natural environment.

Reflecting on the past we have seen a Shire that has evolved as three communities ofinterest, one in the hills, one on the escarpment and one in the foothills. The future, Ibelieve, we now need to create is one that is united in its endeavours. I am of the opinionthat this is the most appropriate future for the Shire to pursue.

Over the next decade the Shire’s aim is to reconcile ‘uphill downhill’ attitudes, celebrate ourwonderful diversity and bring together the three communities as one united force.

A hundred years ago the Shire was young and emerging. A hundred years on we are againreinventing ourselves from our rural upbringings to a new modern, liveable community. Wemust share our scarce resources equitably and ensure we continue to care for ourenvironmental and cultural heritage.

It gives me great pleasure to release the vision of KALAMUNDA ADVANCING:STRATEGIC COMMUNITY PLAN TO 2023 - A Plan to shape our united and sustainablefuture.


3 | P a g e

Contents

1. INTRODUCTION...................................................................................................................4

2. COMMUNITY PROFILE ........................................................................................................5

3. DEVELOPMENT OF THE STRATEGIC COMMUNITY PLAN..................................................10

4. STRATEGIC ALIGNMENT....................................................................................................15

5. INFORMING STRATEGIES ..................................................................................................16

6. COMMUNITY ASSETS ........................................................................................................17

7. OUR VISION.......................................................................................................................18

8. OUR VALUES .....................................................................................................................19

9. STRATEGIC PRIORITIES, SERVICES, OBJECTIVES, STRATEGIES AND OUTCOMES ..............20

Strategic Priority 1: Kalamunda Cares: Looking after our people ....................................21

Strategic Priority 2: Kalamunda Interacts: Providing our people with enjoyment ..........26

Strategic Priority 3: Kalamunda Clean and Green: Caring for the natural environment .30

Strategic Priority 4: Kalamunda Develops: Using our land and assets diversely andeffectively..........................................................................................................................35

Strategic Priority 5: Kalamunda Employs: Supporting our industries and businesses .....40

Strategic Priority 6: Kalamunda Leads: Providing good government...............................45

10. IMPLEMENTATION AND REVIEW......................................................................................52


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1. INTRODUCTION

The Strategic Community Plan is the highest level plan a Council will prepare. The purposeof the Plan is to identify the community's main priorities and aspirations for the future and toplan strategies for achieving them. In doing this, the planning process will consider theissues and pressures that may affect the community and the level of resources that willrealistically be available to achieve its aims and aspirations. While a Council has a custodialrole in initiating, preparing and maintaining the Strategic Community Plan, on behalf of thecommunity, it is not wholly responsible for its implementation. Other partners, such as Stateagencies and community groups, may also be engaged in delivering the long-termobjectives of the plan.

It is easier to focus on the present rather than our future. The present is much easier tograsp, however the challenge is for our community to look toward the future and use ourcombined mind power to create and design our own future and destiny.

The Shire’s community has long recognised it has three distinct communities of interest, aneastern hills, escarpment community and foothills community. It is imperative that long termplans strive to achieve recognition of the needs of the three distinct communities whilst alsoendeavouring to find a harmonious balance between them. The Shire must ensure it makesservices and infrastructure provision decisions that reflect equity through the entire Shire.The delivery of services must be articulated and communicated to the community so itbecomes apparent to the three communities of interests that an even balance is beingstruck.

The Shire must look toward a future that embraces many cultures and in doing so mustalways remember and acknowledge its oldest culture - the aboriginal traditional owners ofthe land.

KALAMUNDA ADVANCING: STRATEGIC COMMUNITY PLAN TO 2023 is designed tomove the Shire from the present state to its desired future state. It describes how wecollectively hope Kalamunda will look and feel in 2023 and will guide strategic decisionmaking to our desired future.

“The future belongs to us if we plan and prepare for ittoday.”

“Equity for all our citizens is a core value in ourcommunity”


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2. COMMUNITY PROFILE

The Shire of Kalamunda is located approximately 24 kilometres east of Perth, along theDarling Scarp. Geographically, the Shire of Kalamunda has three distinct areas: The Foothills/Plains: Forrestfield, High Wycombe, Maida Vale and Wattle Grove The Escarpment: Lesmurdie, Kalamunda and Gooseberry Hill. The Eastern Rural Districts: Walliston, Bickley, Carmel, Pickering Brook, Piesse

Brook, Paulls Valley, Hacketts Gully and Canning Mills

The population density of the Shire is 174persons/km2, with the highest density occurringwithin the Foothills area. The far eastern areas of the Shire have a much lower populationdensity by comparison, as most of this land is national parks and reserves. The 2011 censusshowed population as 56,462 with a population growth from 2001 to 2011 of 16.1%. Theshort term population growth projected for Kalamunda indicates a 2% growth rate perannum.

Figure 1 - Kalamunda Estimated Resident Population and Projection 2008-2016Source: ABS Census Population & Housing 2011 & WA Tomorrow.

The Shire of Kalamunda is a residential and rural area, with some industrial areas. The Shirecomprises an area of 324 square kilometres, the majority of which is made up State Forest,National Parks, Regional Open Space and water catchment area. The balance is available forrural and urban purposes.

The Shire includes rapidly growing urban areas in the foothills, such as High Wycombe,Maida Vale and Wattle Grove. Rural land is used mainly for orchards, horticulture, grazing,animal agistment, sawmills and poultry farming.

The Foothills area contains a mixture of new and older housing developments, rapidlygrowing urban areas, light industry and special rural or country living development, includinghobby farms. It includes the localities of Maida Vale, High Wycombe, Forrestfield and WattleGrove.

53,697

54,659

55,70756,462

56,94957,437

57,92558,412

58,900

51,000

52,000

53,000

54,000

55,000

56,000

57,000

58,000

59,000

60,000

2008 2009 2010 2011 2012 2013 2014 2015 2016

Estimated Resident Population


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Figure 2 - Map showing the Shire of Kalamunda within Perth’s Eastern Region

The most significance driver of change in the next decade will be the release of newindustrial land in Forrestfield. The Shire of Kalamunda is shown in the State’s Economic andEmployment Lands Strategy: Non-heavy Industrial for Perth and Peel 2012 which recognisesthe strategic importance of the Perth Airport and identifies Forrestfield as a key futureindustrial area. This area is seen by the Shire as being a major development opportunitythat will bring significant economic benefit to the Shire as well as a significant challenge tomanage with minimum impact on residents and the environment.

This opportunity also poses significant challenges; the Shire will need to manage thesedevelopments so there is minimal impact on the natural environment and on current andfuture residents. A major objective will be to ensure the remnant bushland that currentlyexist in the industrial area is protected to bring amenity to these new emerging areas.

The Shire of Kalamunda currently contributes an estimated $2 billion of Gross RegionalProduct a year to the Western Australian economy and generates an estimated total outputof $5billion.

The major industry contributors to output in the Shire of Kalamunda are manufacturing,transport and storage, property and business services and construction. Industry sectorsexperiencing high growth include mining, construction, agriculture, forestry andcommunication services. The state’s grain terminal is also located in Forrestfield.

The local agricultural industries include intensive horticulture and agricultural activities suchas orchards, vineyards, nurseries, grazing, animal agistment, minor sawmills, poultry. Thereis indication from landowners that some of the orchard industries are starting to show signsof decline as competition with foreign imports increase, rainfall levels decline andurbanisation encroaches.


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The following table shows the breakdown of industries contributing to the economic successof the Shire.

Summary Output$M

Jobs Wages &Salaries$M

LocalSales$M

RegionalExports$M

LocalExpenditure$M

RegionalImports$M

Value-Added$M

Agriculture,Forestry & Fishing

$100.07 303 $14.39 $20.63 $62.13 $30.56 $28.16 $41.35

Mining $286.71 164 $28.66 $32.93 $244.66 $54.72 $76.87 $155.12

Manufacturing $1,514.66 1,473 $166.59 $416.21 $854.54 $403.48 $815.72 $295.47

Electricity, Gas,Water & WasteServices

$120.96 116 $21.88 $41.91 $31.82 $36.85 $29.85 $54.25

Construction $468.37 912 $70.46 $146.69 $61.28 $231.19 $93.66 $143.52

Wholesale Trade $242.46 447 $70.63 $108.90 $21.93 $76.31 $55.66 $110.50

Retail Trade $176.36 1,321 $69.50 $32.93 $5.03 $41.15 $34.64 $100.57

Accommodation &Food Services

$100.14 578 $25.32 $16.97 $10.24 $28.30 $32.32 $39.52

Transport, Postal &Warehousing

$649.28 1,411 $140.74 $128.74 $447.01 $206.64 $139.53 $303.11

Information Media&Telecommunications

$24.80 37 $3.78 $14.39 $0.70 $6.88 $7.10 $10.82

Financial &Insurance Services

$125.66 151 $43.93 $81.93 $1.98 $24.22 $13.54 $87.90

Rental, Hiring &Real Estate Services

$681.94 288 $36.22 $112.01 $51.60 $108.66 $112.50 $460.79

Professional,Scientific &Technical Services

$169.51 483 $56.98 $135.71 $7.65 $50.52 $41.78 $77.21

Administration &Support Services

$79.26 243 $33.74 $73.83 $1.36 $24.02 $16.87 $38.36

PublicAdministration &Safety

$83.17 324 $39.64 $11.81 $1.68 $20.52 $14.33 $48.32

Education &Training

$187.59 1,250 $119.91 $9.32 $19.79 $27.27 $24.94 $135.39

Health Care & SocialAssistance

$131.61 975 $88.05 $1.60 $0.85 $15.61 $11.14 $104.87

Arts & RecreationServices

$27.98 117 $7.03 $3.84 $1.59 $9.08 $7.70 $11.20

Automotive Repair& Maintenance

$30.06 121 $6.47 $19.03 $0.02 $12.02 $7.72 $10.32

Other Repair &Maintenance

$18.99 93 $4.40 $12.81 $4.16 $8.66 $4.75 $5.58

Other Services $14.85 59 $6.77 $0.65 $0.01 $3.16 $2.46 $9.23

Personal Services $19.22 185 $8.01 $2.86 $1.99 $5.87 $4.66 $8.70

Total $5,253.65 11,051 $1,063.08 $1,425.68 $1,832.02 $1,425.68 $1,575.89 $2,252.09

Source: REMPLAN: 2006, ABS, Census JTW Employment Data: 2007 / 2008, ABS, National Input Output Tables: June 2011, ABS, Gross StateProduct


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Major Industry Segments – Source ABS 2011

The eastern hills area has integrated rural and sub-urban small holdings with an extensiveblock of State forest and water catchment area. The main rural activity is orcharding,centred on Piesse Brook, Walliston, Bickley, Carmel and Pickering Brook. The western part ofthe Hills area includes the Kalamunda town centre, the urban localities of Gooseberry Hill,Kalamunda and Lesmurdie as well as significant areas of national park, State forest andwater catchment. The natural assets that the Shire cares for are among south west WesternAustralia’s and Perth’s finest, including wetlands of national and international environmentalsignificance. These and the areas of aboriginal cultural significance all require preservationif these assets are to survive. The Shire and its community has a long and prominent trackrecord for caring, protecting and enhancing these natural assets and the water catchmentarea that feeds the major rivers in the coastal plains.

The Shire is also part of the south west bio-region which is listed as a world-classbiodiversity hotspot, containing rare flora and fauna unique to the area, some of which arethreatened with extinction. The Shire has a global responsibility to ensure it protects andenhances its natural environment so this rich array of rare flora and fauna is conserved forfuture generations to enjoy.

Manufacturing27%

Rental, Hiring &Real Estate

10%

Transport,Postal &

Warehousing15%

Construction11%

Mining5%

Wholesale Trade4%

Education &Training

4%

Retail Trade4%Other

20%

Gross Output (%)


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The key characteristics of the Shire are summarised below:

• Containing important natural assets including bushland and wetlands of national andinternational environmental and aboriginal cultural significance;

• A biodiversity hotspot needing conservation;• Important areas of industrial and residential growth in Forrestfield, High Wycombe

and Wattle Grove;• Important areas for rural and agricultural industries;• Well-established and strong community networks;• Strong cultural and heritage values;• An ageing population, particularly in the Hills area, which is growing at a rate 15%

higher than the greater metropolitan area;• The Shire is recognised for its strategic potential to be part of a growing region that

provides important industrial and transport services to Perth and beyond.

The Shire of Kalamunda has long been recognised as a tourism destination and continues tohave a growing tourism sector with a number of significant attractions. These includeLesmurdie Falls, the Northern Terminus of the Bibbulmun Track, Munda Biddi Trail, thePerth Observatory, the Kalamunda History Village, Kanyana Wildlife Rehabilitation Centre,Bickley Reservoir, the Zig Zag Scenic Drive and Mundaring Weir all integrated with ahistorical town centre that provides for social interaction through its eateries, parks andweekend markets.

The Shire of Kalamunda’s budget shows that $24 million of rate revenue was raised in 2012;the total operating expenditure was $47.4 million. In 20102 the local government employeda workforce comprising of 253 fulltime equivalents.

41%

31%

4%

20%

1% 1% 2%

Operating Exepnditure 2011/12Employee Costs

Materials and Contracts

Utility Charges

Depreciation on Non-Current Assets

Interest Expenses

Insurance Expenses


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3. DEVELOPMENT OF THE STRATEGIC COMMUNITY PLAN

Over the past three years the Shire of Kalamunda has engaged its community in developingstrategic directions for the next 10 – 20 years. The engagement and consultation processeshave been targeted to ensure the community gave input to all aspects of Shire services andprograms.

Key Community Engagement Inputs:

Community Engagement Processes Undertaken NumbersCommunity Forums – The future and LG Reform - 2011 70Community Satisfaction Survey – 2011 500Local Planning Strategy Workshops and Consultation – 2011 1060Community facilities planning consultation – 2011 100Youth Consultation 2011 500Community Advisory Groups - Ongoing 250Recreation facilities planning consultation - Ongoing 100Seniors consultation - Ongoing 150People with Special Needs consultation - ongoing 50FIFO Families consultation - 2012 100Volunteers - Ongoing 100Number of population engaged 29802980 Represents 5.3 percent of the total population

The key outputs from these community consultations resulted in the Shire’s adoption of arange of informing strategies that are linked through the strategies within StrategicCommunity Plan.

What Is Most Important to Our Community

During the 2011 Community Satisfaction Survey 500 residents were randomly surveyed andasked to indicate which top three areas they would like to see the Shire spend more moneyon. The breakdown is as follows –

Aged Care Facilities 16%Recreation Facilities 12%Roads 12%Community Safety 12%Protection of the Environment 9%Community Events & Programmes 9%

Parks & Landscaping 9%Car Parking 7%Promotion of Tourism 5%Economic Development 5%Waste Collection 4%


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What Our Community Told Us

The following themes resonated from the community engagement processes with ourcommunity. The themes are not in order of priority:-

Recognition that the Shire is entering a growth stage in its development and itneeded to position itself to enable the delivery of State and Federally funded highorder infrastructure and services expected in a growing community.

Land use was seen as needing to be more diverse, catering for a wider range ofdemographic needs and higher in density to facilitate service delivery.

The community recognised a growing need for caring for an ageing population and isexpecting the Shire to show leadership in ensuring aged accommodation andservices are maintained and increased.

The community expressed its desire to see a range of community services that weretargeted to the diverse needs and different demographic groups of the growingpopulation.

The community voiced its desire to ensure growth is carefully guided in a mannerthat protects the deep cultural and environmental values held by the people whohave lived in the Shire for a long time.

The community clearly indicated it wanted to provide local employment opportunitiesto its future local community to ensure economic prosperity and also to retain theyounger demographic in the region through providing them with a broad range ofrecreational, educational and employment opportunities.

The youth and families of Kalamunda value their sporting clubs and recreationalactivities and expect these facilities to be high in quality.

Seniors are very active in the Shire and enjoy the many social activities the Shireprovides in many of the community venues. This aspect of Kalamunda life must beenhanced in the future.

The community expressed its identity as being one that is immersed in the cultureand arts, as well as a place of worship and a place for visitors to enjoy the manyauthentic tourist attractions, such as wineries.

The community wants a local government that is very transparent and flexible andwilling to listen and work closely with its community.

A ‘can do” attitude is required by the Shire if it is to live up to the standards expectedby an engaged community.


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Key Issues and TrendsThe following are the Key Strategic Issues that have emerged from the research andconsultation undertaken over the past two years:-

Population Projections and Future Growth: Existing population projections forthe Shire prepared by the Department of Planning, although out of date, indicateapproximately 20,000 additional people in the Shire by 2031.

Aged Accommodation: The ageing of the population and in particular the ‘BabyBoomers’ will impact on available housing. Between 2006 and 2011 the over 65population of Perth grew 15%. In Kalamunda it grew 25%, highlighting the impactof the large baby boomer generation present in the Shire beginning to transition toretirement. Approximately 94 percent of the housing in the Shire is single residentialhousing on large lots. By 2031, 1 in 3 people will be over 55 years of age and morethan half of them will be over 70 years of age. There is an urgent need to diversifythe housing stock in the Shire to include more compact housing for older people sothey can age in place.

Future of the Special Rural Areas: The Shire contains large areas of Special RuralZoned land, particularly in the foothills, that is coming under development pressureowing to their close proximity to the Perth CBD, State planning policies and localfreight industrial uses. This pressure is evident with commercial uses such as truckparking, machine storage and builders yards being allowed to encroach on SpecialRural areas. The quality of rural residential uses is declining in some areas and willundergo transformation to future industrial.

Future Land Uses in the Orchard Areas: The Shire is under continual pressure toreduce the size of lots in the orchard areas as a number of social, economic andenvironmental factors are forcing land owners into other occupations and no longerhave time to devote to working the orchards. The parties involved (i.e. the growers,the Shire and the State) will need to find the balance or compromise between thebroader food security issues and land owners needs and rights.

Industrial Growth and Employment: The rapid growth and development of themining industry is having a direct impact on the Shire and will bring challenges aswell as opportunities. The Forrestfield industrial area has developed rapidly over thepast few years and there are currently expansion plans in place for more industrialland to be released to the market. The Shire must ensure that industry, residentialcommunity and the environment can coexist sustainably.

Perth Airport Growth and Expansion: Perth Airport is the fastest growing airportin Australia. In addition to aviation expansion the Westralia Airport Corporation PtyLtd is rapidly expanding the non-aviation sector. The inevitable increase in both airand road traffic in and around the airport will present challenges for the Shire andthe community.


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Changing Rate Base: The proximity of the foothills suburbs to the airport has seenrapid increase in demand for accommodation by FIFO workers. This has causedrental values to increase significantly as the suburbs of High Wycombe, Maida Valeand Forrestfield have become sought after suburbs.

Housing Development: With the current growth in the rate of employment inindustry, freight and airport staff the rate of housing development in the Shire hasbeen rapid. In comparison with higher value land in coastal locations developableland in the Foothills is relatively more affordable. During the recent worldwideeconomic recession over 550 new houses were constructed in the Shire.

Sustainable Development Based on the Shire’s Biodiversity Strategy: TheShire has a significant role to play in preserving the rapidly dwindling Forrestfieldvegetation complex, with less than 7% remaining in the Foothills. Whilst theescarpment and the ranges have relatively high percentage of remnant vegetationand natural areas compared with most local governments in the metro area the Shiremust approach development sustainably within the guidelines established in theShire’s Biodiversity Strategy.

Public Transport: The Shire has relatively poor public transport service to Perthand its neighbouring regional centres. The Shire has been working with the State toplan for a rail link from the airport to a park and ride station in Forrestfield.Alignment planning has commenced and the Shire will continue its advocacy role inthe future to secure improved bus services.

Alternative Transport Modes: Cycling and walking are two very prominentactivities in the Shire and infrastructure to assist in increased facilitation of healthylifestyles and healthier air quality through using alternative modes of transport isessential.

Facilitation of Tourism Development Opportunities: The Shire has a numberof tourism development opportunities that should be enhanced to improve the touristvisitations to the Shire. The challenge will be to engage effectively with Tourism WAto look for marketing priorities to increase visitation opportunities and productdevelopment.

Provision of Community Infrastructure and Facilities in Established andNewly Developed Areas: The Shire maintains and enhances communityinfrastructure and facilities in established and newly developed areas. Future growthwill place greater demand on existing and new facilities.

Optimisation and Rationalisation of Land Asset and CommunityInfrastructure and Facilities: The Shire has an extensive land and propertyportfolio which in itself is not sustainable in terms of the levels of future fundingneeded to maintain and renew these assets. The Shire will embark on a program ofoptimisation and rationalisation over the next decade to assess and preserve assetswhere it provides a benefit to the broader community.


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Urban Design and Streetscape: There is an urgent need to lift the appearance ofthe Shire’s activity centres particularly at Kalamunda, Forrestfield and High Wycombethrough improved urban design and streetscape, with an emphasis on street trees,street furniture and public art.


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4. STRATEGIC ALIGNMENTThe Shire recognises that it must operate within a legislative framework and within thecontext of Federal and State Government Policy frameworks. The KALAMUNDAADVANCING: STRATEGIC COMMUNITY PLAN TO 2023 is constructed against thisbackground and many of the strategic initiatives being pursed are aligned with broaderstrategic priorities that impact on the local community.

The following diagram identifies major plans at the Federal, State and Regional Governmentlevels that have an influence over the Shire’s strategic direction.

Australia to 2050 Sustainable Australia - Sustainable Cities Our Cities our Future Clean Energy Future Plan Australian Biodiversity Conservation Strategy Live Longer Live Better Aged Care Strategy

State Planning Policy 4.2 – Activity Centres for Perth andPeel

Directions 2031 and beyond Outer Metropolitan Perth and Peel Subregional Strategy State of Environment Report WA 2007 Economic and Employment Lands Strategy: non-heavy

industrial - Perth and Peel region 2012 100 Year Biodiversity Conservation Strategy for Western

Australia 2010 State Planning Policy 2.8 - Bushland Policy for the Perth

Metropolitan Region State Water Plan 2007 Better Urban Water Management Framework 2008 Public Transport Plan for Perth in 2031 Public Health Plan (in development) Economic and Employment Lands Strategy – Non heavy

Industrial 2012

• KALAMUNDA ADVANCING: STRATEGIC COMMUNITYPLAN TO 2023

Federal

State

Local

Regional

Eastern Catchment Management Plan 2013 (Draft) Strategic Waste Management Plan (EMRC) 2008 Kewdale Hazelmere Integrated Master Plan 2006 Perth Airport Master Plan 2010 Regional Integrated Transport Strategy (EMRC) 2010 Regional Environmental Strategy (EMRC) 2011 Regional Bike Plan (EMRC) 2011 Local Government Guidelines for bushland management

WALGA (2009) Regional Economic Development Strategy (EMRC) 2011


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5. INFORMING STRATEGIESOver the past two years the Shire has been undertaking intensive planning and communityengagement in order to bring together a suite of informing strategies and plans that willcreate the blueprint for future planning and service delivery.

Informing strategies like an Asset Management Strategy tell the local governmenthow capable it is of delivering the services and assets required by the community,and informing strategies about specific issues, e.g. Disability Support Strategies alsoassist the local government to deliver the services, assets and projects required bythe community.

Informing strategies allow a local government to set its priorities within its resourcingcapacity and deliver short, medium and long term community priorities andaspirations.

Informing strategies can inform other strategies, be informed by other componentsand be continually developed after other components are finalised.

The following list of informing strategies will coexist to build a rich picture of what the Shireneeds to do over the next decade and beyond in all its major areas of service delivery to thecommunity. These currently include:-

Shire of Kalamunda Informing Strategies Review Due Community Engagement Strategy 2012 Local Planning Strategy 2012 Community Facilities Plan 2011 Economic Development Strategy 2009 District Conservation Strategy ( will be reviewed and replaced

by a Local Environmental Strategy) Local Biodiversity Strategy 2008 Local Climate Change Adaptation Action Plan 2013 Asset Management Strategy 2012 Disabilities Access and Inclusion Plan 2012-2016 Cultural Plan 2006 Youth Plan 2011 Local Bike Plan 2010 Regional Bike Plan 2011 Aged Accommodation Strategy 2008 Community Safety & Crime Prevention Plan 2007 - 2010 HACC Business Plan 2008 - 2013 Land and Property Assessment Strategy 2010 Long Term Financial Plan 2013- 2023 Strategic Workforce Plan 2013 -2023 Risk Management Plan 2012 Local Water Action Plan 2009 Weed Control Strategy Wildlife Corridor Strategy

20222017202220142014201820232022201620132016202020212014201220132014201620162016201420142015


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6. COMMUNITY ASSETSThe Shire has a total infrastructure asset stock worth almost $685 million. The diagrambelow shows how this is distributed between the major asset categories. With the vital roadand transportation infrastructure representing 50% of the asset value, the Shire sees long-term planning as critical to managing its significant asset base.

Source - Shire of Kalmunda Asset Mangement Strategy , Replacement Cost Estimated 2010

The Shire has an extensive and impressive array of community assets, however the keyissue for the majority of community facilities across the Shire is their ageing state and thelack of renewal funding that has been allocated over the past two decades to their upkeep.This has left a significant funding legacy that will need to be addressed in future years.

In 2011 a major review of the state of community facilities was undertaken. This resulted inthe Community Facilities Plan (CFP) being developed which lays out a program of capitalworks based on the growth and the needs of the projected future population of the Shireover the next 20 years. It also identified backlog works that should have been funded inpast years and will need to be the focus of budget allocations in the next 5-10 years.

The Community Facilities Plan schedule of backlogs works was endorsed by Council in 2011and is currently being implemented. The CFP is reviewed annually and budgets areallocated in line with the Plan. The CFP indicates $166 million will be required to address thecommunity facility needs of the current and future population.

Community Facilities Plan – 20 YearCapital Expenditure Summary 2011-

2031

Total Estimated Cost Amount of BacklogWorks Required

Parks 22,000,000 5,300,000Sports Grounds and Facilities 40,200,000 7,400,000Recreation Centres 17,000,000 0Aquatic Centres 14,500,000 0Community Centres 56,000,000 11,300,000Libraries and Performing Arts Centre 16,300,000 0Total $166,000,000 $24,000,000

Note *Backlog works are also included in the Total Cost of $166million

$231 mil$ 36mil

$148 mil

$112 mil$5.9 mil

$39 mil

Road

Footpath

Buildings

Drainage

Car parks

Parks andReserve


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7. OUR VISION

The Shire will have a diversity of lifestyles and people. It will take pride in caring

for the natural, social, cultural and built environments and provide opportunities

for people of all ages.

Our Vision Story

Our history is steeped in pioneers that have left a very clear imprint on the landscape of theShire of Kalamunda. The foothills and the hills over the past 40 years to a large extent havebeen overlooked by development but this era is about to change.

By the Year 2022:-

Our people live in harmony in diverse, healthy and connected communities.

We celebrate our rich cultural creativity and the heritage that defines us.

Our town centres are being revitalised and are distinctive and inviting.

Our residential areas are safe and built with quality.

We have protected and enhanced the remnant bushland responsibly for future

generations to enjoy.

Our local economy is strong and offers a wide range of employment choice and

access to education opportunities for all those wishing to acquire skills.

We have learned to use all our resources wisely, we always listen to our community

and we lead openly and ethically.

We have a deeply engrained progressive attitude to all we do and we will build

infrastructure that is state of the art.

We are a sought after eco-tourism destination and our small businesses are thriving.

We are all proud to be citizens of Kalamunda.

We are living sustainably.


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8. OUR VALUES

Core Values

Service

We deliver excellent service by actively engaging and listening to each other.

Respect

We trust and respect each other by valuing our difference, communicating openlyand showing integrity in all we do.

Diversity

We challenge ourselves by keeping our minds open and looking for all possibilitiesand opportunities.

Ethics

We provide honest, open, equitable and responsive leadership by demonstrating highstandards of ethical behaviour.

Aspirational Values

Creativity

We create and innovate to improve all we do.

Courage

We take risks that are calculated to lead us to a bold new future.

Prosperity

We will ensure our Shire has a robust economy through a mixture of industrial andcommercial development

Harmony

We will retain our natural assets in balance with our built environment

Our simple guiding principle will be to ensure everything we do willmake Kalamunda socially, environmentally and economically

sustainable.


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9. STRATEGIC PRIORITIES, SERVICES, OBJECTIVES, STRATEGIESAND OUTCOMES

The following Strategic Priority Areas will provide the framework for the delivery of servicesto the community. Each Strategic Priority Area provides overarching concepts that togetherarticulate the scope from which the Shire will operate. The Strategic Priority Areas are notindependent of each other they are intrinsically interrelated and interdependent upon eachother for success to be achieved. Each Strategic Priority Area is of equal importance.

For the purpose of a framework the Shire chooses to state each area so that services andprojects can be aligned and measured with greater ease and clarity. The Strategic Prioritiesthat will guide the Shire through the next ten years will be:-

SP 1 - Kalamunda Cares Looking after our people

SP 2 - Kalamunda Interacts Providing our people with social andcultural enjoyment

SP 3 - Kalamunda Clean and Green Ensuring the sustainability and theintegrity of the natural environment

SP 4 - Kalamunda Develops Using our land and assets diversely andeffectively

SP 5 - Kalamunda Employs Supporting our industries and businessesto facilitate local employment for ourpeople

SP 6 - Kalamunda Leads Providing good government

“The whole is greater than the sum of its parts”


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Strategic Priority 1: Kalamunda Cares: Looking after our people Inclusive communities Healthy communities Safe and secure communities Sustainable Quality facilities

Our people are our future. Healthy, happy, connected and socially robust communities willbe core in achieving the future vision for Kalamunda. Kalamunda Cares will be a priority areathat represents how critically important it is to get services right for the many, and varied,demographic groups and diverse communities that exist within the Shire.

It is through the ongoing delivery of high quality sustainable community facilities andservices that the Shire will meet its obligations under the priority area of Community Cares.

The Shire has a diverse range of community programs and services that target the differentdemographic cohorts within the community having the greatest need. These include ouryouth, our elderly, our families and our people with disabilities. The Shire has a strongvolunteering sector, currently 32% of the population volunteer their time to the localcommunity. The challenge will be to find ways to engage our youth in volunteering pursuits.

The next ten years will be extremely challenging for the Shire as it works toward renewaland optimisation of its community facilities to provide adequate accommodation for all itscommunity groups and community care services.

The Shire has many ageing community facilities in need of renewal as well as an underprovision of community facilities in the foothills growth area.

Over the next decade the Shire will place its focus on the renewal and activation of newcommunity facilities in the foothills district. The Shire will work towards developing futurefocussed digital community hubs. These centres will be developed as sustainable ‘multi-purpose hubs’ or precincts, servicing a wide range of community groups. The activities andfacilities planned for each of the three hubs will be different yet complement each other. Atthe same time the hubs will work together collaboratively to provide the best possible rangeof community-accessible support services, particularly for the expanding suburbs ofForrestfield, High Wycombe, Wattle Grove and Maida Vale.

It is vitally important that the Shire focuses its attention over the next decade on ensuring itcan provide the community services that will be relevant to the emerging modern familyunits such as FIFO families who are now locating to the foothills districts. As the foothillsuburbs renew their housing stock the emergence of young families will place greateremphasis on recreational activities and services.

Challenges for our residents living in the eastern hills region are also significant as changingland use patterns impact upon traditional lifestyles such as orcharding and we start to seean increase of self-funded retirees heading away from suburbia for the ‘tree change’ or forthe “ sustainable hobby farm” lifestyles. As a result new services will emerge.


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The Shire will grow and expand on its successful aged care, seniors and disabilitiesprograms. Making the Shire more accessible for the elderly will be a major challenge as ourpopulation ages. It will be a critical decade for the transformation of the Shire’s facilities tobecome ‘Baby Boomer’ ready.

The Shire will continue its strong commitment to community safety through the provision ofhigh quality emergency, fire and ranger services and will work to establish new programs orservices to enhance community safety, reduce crime and reduce the impact of antisocialbehaviour.

The Shire will see a trend toward making places accessible and more highly valued so theyare better utilised and protected through increased patronage and visitation. We willendeavour to design our places so that crime is minimised through the collective effort ofthe community and the Shire working closely to find new solutions to old problems.

Objective Strategies

1.1 To be a communitythat cares for its agedand frail and those lessfortunate.

1.1.1 Continue to deliver, expand and improve aged careservices through effective business planning andmanagement.

1.1.2 Continue to deliver relevant and effective programsto our elderly so they can feel socially connected andsupported from within the community.

1.1.3 Plan for and provide ongoing support for peoplewith disabilities to feel included within the community.

1.1.4 Monitor trends and reform in aged care includingfunding opportunities.

1.2 To ensure the ageingpopulation has housingchoice.

1.2.1 Collaborate with residential care providers toincrease the number of residential care places within theShire

1.2.2 Advocate and facilitate large parcels of land withinthe Shire to be established for aged care facilities..

1.3 To be a communitythat listens to, engageswith and involves itsyoung people in decisionmaking.

1.3.1 Endeavour to involve young people in the planningand delivery of activities, in line with the Shire’s YouthPlan.

1.3.2 Ensure youth friendly spaces are considered anddesigned within new and existing facilities.

1.4 To ensure thecommunity has theresilience to respond andprotect itself from dangerand disasters.

1.4.1 The Shire is well prepared and has plans andresources ready to responds to any disaster or dangerthat may confront its community.


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1.5 To provide a safeenvironment for theentire community toenjoy.

1.5.1 Provide support for community safety througheducation, awareness raising programs and a responsiveranger service.

1.5.2 Develop, implement and review the Shire’sCommunity Safety and Crime Prevention Plan.

1.5.3 Work in partnerships with the community andother levels of government to achieve lastingimprovements in community safety.

1.6 To ensure the Shireis free of anti socialgraffiti vandalism.

1.6.1 Provide a responsive graffiti management service.

1.6.2 Promote and support positive urban art programswithin the Shire.

1.7 Create healthyenvironments andlifestyles for thecommunity.

1.7.1 Develop, implement and review a Local CommunityHealth and Wellbeing Plan.

1.7.2 Integrate the Healthy Communities Program intomain stream community services within the Shire.

1.8 Support localcommunity groups togrow, prosper and shapethe future of Kalamunda.

1.8.1 Provide leadership and assistance to localcommunity groups and organisations.

1.8.2 Identify and partner funding opportunities tosupport the financial sustainability of local communitygroups.

1.8.3 Proactively investigate opportunities that facilitatethe establishment and/or growth of local communitygroups.

1.8.4 Support and encourage opportunities to increasevolunteering within the Shire.

1.8.5 Provide recognition for the contribution thatvolunteers make to the community.

1.8.5 Provide developmental programs and initiatives tosupport community leadership and sustainability ofcommunity groups.

1.9 To provide highquality communityfacilities to meet theneeds of our current andour future community.

1.9.1 Support and deliver a long term approach tocommunity facilities planning.

1.9.2 Investigate and identify the potential for jointventures or partnerships in the provision of communityfacilities.

1.9.3 Investigate and plan for high quality district


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community hubs and facilities that are modern andfunctional.

1.9.4 Optimise community facilities through theestablishment of multifunctional facilities and co-locationof user groups where applicable.

1.9.5 Rationalise community facilities that are surplus tothe needs of the community after extensive communityconsultation has been undertaken.

1.10 Support familieswith young children

1.10.1 Establish support networks in the community toenable families with young children to be sociallyconnected.

1.10.2 Plan local parks and facilities (where appropriate)so they are family friendly and relevant to youngchildren.

1.10.3 Support Early Years groups and playgroups withinthe community to establish and grow.

Outcome:

Our people will live in harmony and thrive in diverse, safe, healthy, caring andinclusive communities.


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Measuring the Success of Strategic Priority 1 - KalamundaCares: Looking after our people

In order to assess the Shire’s success of the following outcome –

Our people will live in harmony and thrive in diverse, safe, healthy, caring andinclusive communities.

The following indicators will be measured annually and reported in the Shire’s annual report

Indicator Baseline data TargetSatisfaction of users with agedcare & seniors programs

To be developed To be able to measuresatisfaction levels bienniallyfrom 2014

Satisfaction with youthinitiatives


Community Safety perception In 2011 66% of thecommunity felt safe

To increase percentageincrementally over time

The level of satisfaction withsupport given to communitygroups


Number of people volunteering In 2011 32% of thecommunity volunteered


The level of satisfaction with thestandard of community facilities

In 2011 59% of thecommunity were satisfied


Satisfaction with services forpeople with disabilities

In 2011 the result was28%


I am proud to be a resident ofthe Shire of Kalamunda

In 2011 the result was87%.


I consider I have a high qualityof life living in the Shire

In 2011 the result was82%.



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Strategic Priority 2: Kalamunda Interacts: Providing our people withenjoyment Vibrant and fun events

Activated cultural facilities

Expression through the Arts

Connection through history and education

Fit and healthy people

The Shire of Kalamunda is a community that prides itself on its cultural attributes andconnectedness. This is now a way of life for the community and it includes art, theatre,music, language, customs, food, fashion, historic heritage, architecture, sport, recreation,events, natural environments and built environments. A community’s culture is formedfrom shared values, perceptions, attitudes and aspirations. It is both what defines acommunity’s identity and the means by which that identity is expressed.

It is through ongoing interaction within the community that community cultural developmentwill be pursued. Together we will seek to enshrine our cultural values through communityarts and develop new and exciting ways to express and enhance our culture.

The Shire of Kalamunda already has a deep soul which makes it a unique place to live.Being situated within a rich array of cultural and recreational assets that are highly valuedby the community presents the Shire with a well-developed base from which to deliveropportunities for great enjoyment and pleasure to its community.

Within the town site of Kalamunda exists cultural assets that no other metropolitan town sitecan boast. The Kalamunda Performing Arts Centre, the Heritage buildings, the KalamundaDramatic Society, the Zig Zag Cultural Centre, a library, a History Village Museum and thenorthern terminus for the Bibbulmun Track provide a rich culturally diversity setting that isbound by nature’s glory. These assets are given vibrancy through the connections within thetown site to the eateries, picnic areas, weekend markets and general aesthetics andquaintness of the Kalamunda Town site.

In order to capitalise and leverage off these wonderful attractions the Shire will work inpartnership with its community cultural groups and develop community action plans tomaximise the utility of these assets.

The key areas for community cultural development will be through enhancements of:

Arts: Arts are an expression of culture and refer to the full range of creativeexpression. This includes but is not limited to, drama, visual arts, performance,music, film, literature, dance, crafts, community arts and community entertainment.

Heritage: Encompasses a community’s evolving history, both oral and material. Itincludes stories, architecture, artefacts, events, way of life, documents and land use.It refers not only to the past but aspects of present day life.


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Recreational: Diverse recreational opportunities are encouraged and promotedthrough development of public initiatives and facilities and the appropriate regulationof private operations. A range of active and passive recreational opportunities arepursued to support our diverse community and visitor base.

Education and Life Long Learning: Providing opportunities that will encourageand stimulate people to acquire knowledge and skills throughout their lives.


2.1 To stimulateactive participationof the broadercommunity inartistic practicethroughcollaborativeculturaldevelopment.

2.1.1 Ensure the Zig Zag Cultural Centre is a focal point forcommunity cultural development to grow and thrive.

2.1.2 Ensure the Kalamunda Performing Arts Centre is promotedand well utilised by local and regional patrons through theprovision of a diverse range of entertainment programs.

2.1.3 Support existing cultural activities and provide opportunitiesto establish new initiatives for community cultural activities inpartnership with community groups, arts groups and networks.

2.1.4 Review and implement the Shire’s Cultural Plan to ensurecultural development is pursued through a guiding long term plandeveloped in partnership with the community.

2.2 To providehigh quality andage appropriateentertainment forthe benefit andhappiness of ourcommunity

2.2.1 Continue to provide a range of events and festivals thattarget the many different demographics and interest groupswithin the community.

2.2.2 Investigate funding opportunities and partnerships toenhance existing events and festivals or facilitate theestablishment of new events and festivals.

2.2.3 Provide high quality community recognition events andcitizenship ceremonies.

2.2.4 Annually review the program of events and festivals andensure evaluations are demonstrating value and the desiredeffect is being achieved.

2.3 To encourageand facilitatehealthy lifestylesthrough regularparticipation inrecreational andleisure orientedactivities.

2.3.1 Provide a range of recreational and healthy lifestyleprogram opportunities to maximise utilisation of community andrecreational facilities in a cost effective manner.

2.3.2 Undertake effective public open space planning to ensurean appropriate balance exists between active and passiverecreation space provision.

2.3.3 Plan for the improvement and expansion of the existingshared pathways network to ensure a high quality and consistentnetwork is provided for walking, cycling and recreational hiking.


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2.4 To be acommunity thatvalues lifelonglearning.

2.4.1 Provide modern, relevant and quality library facilities andservices to support the pursuit of lifelong learning for thecommunity.

2.4.2 Undertake active engagement with library users and non-library users to identify a range of programs and contemporaryservices to increase utilisation of our libraries.

2.4.3 Interact with other education providing services to identifysynergies and partnership opportunities.

Outcome

A community that is enriched and deeply connected through a diverse range of culturalopportunities, experiences, events and lifelong learning.


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Measuring the Success of Strategic Priority 2: KalamundaInteracts: Providing our people with enjoyment

In order to assess the Shire’s success of its outcome:-

A community that is enriched and deeply connected through a diverse range ofcultural opportunities, recreational experiences, events and lifelong learning.

The following set of indicators will be measured and reported in the Annual report.

Indicator Baseline data TargetParticipation and usage ofkey community facilities

To be set in by 2014 To be able to measureutilisation levels of Cultural,Recreation and Libraryfacilities annually from 2014

Participation at Shire heldevents

To be set in by 2014 To improve on baseline levelsincrementally

Satisfaction withcommunity facilities

Baseline data from 2011Community Satisfaction survey

To improve on baseline levelsincrementally

Satisfaction with programsand activities

Baseline data from 2011Community Satisfaction survey

To improve on baseline levelsincrementally


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Strategic Priority 3: Kalamunda Clean and Green: Caring for thenatural environment Biodiversity conservation leadership Community involvement Environmental sustainability Modern waste management Low carbon efficient energy

The Shire is in the South-West bioregion of Western Australia, which is Australia’s onlyglobally recognised Biodiversity Hotspot. This truly ancient landscape supports at least 5,000species of locally endemic species of vascular plants. Some of these species are now rapidlydeclining in their distribution and abundance over the landscape due to land clearing andother human activities. Unless action is taken to restore the ecosystems these speciesinhabit many of them face an uncertain future and possible extinction.

The Shire contains fourteen different identified vegetation complexes each with their ownrepresentative soils, flora and fauna some of which are under excessive pressure due toincreasing amounts of urban encroachment. The Forrestfield and Southern River vegetationcomplexes are both classified as being locally and regionally rare as a result of developmentencroachment.

The protection of natural resources that are already rare and in danger of becoming extinctfrom the impact of unsustainable development is a driving factor in the Shire’s land useplanning strategy. Kalamunda is recognised for its protection, management and promotionof the natural environment to ensure a lasting legacy for future generations. Whilst it isrecognised that the Shire must grow and develop, it is also recognised that there will be asignificant challenge in the near future to ensure natural resources are not further reducedin both quality and area and development a fair balance between environmentalconservation and development is achieved through adequate offsetting.

The Shire has shown strong environmental management credentials and the next decadewill require even stronger commitment to find the compromise between the retention ofnatural areas and the ability to develop sustainably. For example, the need for thepreservation of wetlands and vegetation dependent on the water table in the face of climatechange and human consumption is significant. This can be achieved through; WaterSensitive Urban Design (harvesting stormwater to replenish aquifers); limiting the draw ofgroundwater from bores; and stopping the clearing, draining and filling of wetlands. Howwell these compromises are managed will depend on sound strategies, robust environmentalassessments, effective decision making frameworks and innovative environmentalrecommendations.

The provision of adequate waste disposal in the future is a challenge for the Shire, and forall local governments. As landfills become undesirable and the cost of high-tech disposalsolutions are highly geared and risky the Shire will need to be very careful in how it workswith its fellow regional council members through the Eastern Metropolitan Regional Council(EMRC), to ensure a good result for the community.


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Reuse and recycling will inevitably become even more prolific in the next decade. The Shirewill need to be proactive in ensuring it can facilitate recycling stations for the many andvaried products that will emerge and create new recycling markets.

The Shire contains several former landfill sites which are classified as suspectedcontaminated sites requiring further investigation. The Shire will need to implement a longterm strategy to address the issues pertaining to these sites.


3.1 To clearly identify the Shire’s role inprotecting, promoting and enhancingthe environmental values andbiodiversity of the Shire in partnershipwith the community.

3.1.1 Develop and implement an overarchingLocal Environmental Strategy that can guide theShire’s decisions on environmentalmanagement and protection.

3.1.2 Support, facilitate and engage withenvironmental community groups and friends ofbushland groups.

3.1.3 Identify collaborative on-ground projectsthat can be achieved in partnership with thecommunity.

3.1.4 Continue regional collaboration throughthe EMRC to deliver regional scaleenvironmental projects.

3.1.5 Continue to improve environmental valuesin the region through the implementation ofeducation programs.

3.2 To protect and enhance the Shire’slocal bushland reserves,Local Natural Areas and BiodiversityConservation areas.

3.2.1 Implement and regularly review theShire’s Biodiversity Strategy.

3.2.2 Continue planting local provenancespecies in road reserves and wildlife corridors tomaintain the biodiversity conservation values ofthe Shire.

3.2.3 Implement effective land managementpractices for pest management, fire weedcycles and the control of invasive weeds.

3.2.4 Ensure appropriate environmentalcontrols are implemented throughout any landdevelopment process and policies andguidelines are developed to assist in theseprocesses.

3.2.5 Ensure the Shire has well developedenvironmental offsetting strategy in place tomaintain the level of biodiversity within theShire.


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3.3 To reduce the Shire’s carbonfootprint and prepare the Shire foradapting to the impacts of climatechange.

3.3.1 Monitor power and fuel usage from theShire’s operations and activities and developactions that can minimise usage levels.

3.3.2 Actively investigate and encourage theuse of alternative renewable energy for Shireowned buildings, facilities and equipment.

3.3.3 Review, implement and monitor local andregional plans and initiatives to assist the Shireto mitigate and adapt to climate changeimpacts.

3.3.4 Educate all staff and contractors aboutthe importance and benefits of caring for theenvironment and sustainable practices.

3.4 To manage the use of watersustainably within the Shire.

3.4.1 Ensure water reserves in the catchmentareas are protected through the preparation ofan overarching drainage strategy to improvewater quality.

3.4.2 Investigate and implement waterharvesting, and other such means of providingalternative water supplies for the Shire.

3.4.3 Develop a public open space strategy thatidentifies opportunities to reduce consumptionof bore and scheme water.

3.4.4 Ensure the adoption of water sensitivetechnologies and practices in Shire ownedbuildings and facilities and new developments.

3.4.5 Undertake retrofitting to existingdevelopments to address erosion issues andreusing stormwater.

3.4.6 Investigate and develop an action plansto reduce the impact of erosion occurringthroughout the Shire.

3.4.7 Provide community education thatencourages water wise gardens in the Shire.

3.5 To reduce the amount of wasteproduced and increase the amount ofreuse and recycling of waste.

3.5.1 Provide regular and reliable resourcerecovery collection services to the community.

3.5.2 Identify initiatives and encourageresidents to minimise waste generation and


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support resource recovery rather thantraditional waste disposal.

3.5.3 Participate in ongoing recycling and wasteminimisation and resource recovery initiatives inpartnership with the regional council.

3.6 To ensure the Shire’s contaminatedsites are reclassified to enable futureland uses.

3.6.1 Develop strategies for reclassifyingcontaminated sites to enable land use planningto occur.

Outcomes

Greater protection and enhancement of bushland reserves, local natural areas andoverall biodiversity conservation

Decreasing energy consumption Sustainable water management A reduction in per capita waste produced A decrease in the production of greenhouse gas emissions


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Measuring the Success of Strategic Priority 3 – KalamundaClean and Greens: Caring for the natural environment

In order to assess the Shire’s success of the following outcomes –

Greater protection and enhancement of bushland reserves, local natural areas andoverall biodiversity conservation

Decreasing energy consumption Sustainable water management A reduction in per capita waste produced A decrease in the production of greenhouse gas emissions

The following Indicators will be Measured annually and reported in the Shires annualreport

Indicator Baseline data TargetBiodiversity ratio To be established by 2014 To be maintained

Energy consumption To be established by 2014 To be reduced annually

Water consumption To be established by 2014 To be reduced annually

Waste Diversion To be established by 2014 To be increased annually

Greenhouse Gas Level To be established by 2014 To be reduced annually

Satisfaction with Shire'sperformance inenvironmental matters

Baseline data from 2011Community Satisfaction survey was46%.

To improve on baselinelevels

Satisfaction withDomestic RubbishCollection


To maintain or improveon baseline levels

Satisfaction withRecycling Services


To maintain or improveon baseline levels

91% of respondents were satisfied with the standard of domestic rubbish collection


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Strategic Priority 4: Kalamunda Develops: Using our land and assetsdiversely and effectively High quality built environment Accessible and modern public open spaces Activity centres activated and modernised Town centres are improved and developed Rural areas have clarity about future development

The Shire of Kalamunda’s role in facilitating the built environment will be to develop and putin place planning measures to support the sustainable growth of the Shire and encourageinvestment in industry. Development decisions will seek to encourage innovative andenvironmentally sensitive design, ensure infrastructure and open spaces are linked withfunctional pedestrian, vehicle and bicycle networks to ensure the future needs of thecommunity are met to a high standard.

The Shire prides itself on being environmentally friendly. It understands it has a significantrole in ensuring the interface between urban growth and the natural environment is carefullyplanned and managed in a balanced fashion. The Shire will continue to ensure a high levelof well-maintained and accessible public open space is provided to the community. TheShire’s Local Planning Strategy will guide Council in determining the vision and strategic landuse direction over the next twenty years in line with State policy - Directions 2031 andbeyond.

The Shire’s projected population profile suggests that by 2031 one third of the populationwill be over 55 years of age. The existing housing in the Shire was not intended for this andthe Shire will need to facilitate the provision of affordable housing, independent living andaged care facilities otherwise the Shire will have a shortfall in aged accommodation andresidential care places.

The future of the Special Rural areas of the Shire is increasingly under economic pressureowing to its close proximity to the Perth CBD and the encroachment of ‘urban’ uses. There isa growing need for well located industrial land to serve the expanding freight industry andprovide employment for the residents of the Shire. Rapid growth on Perth Airport land ishaving an impact on the Shire and the Shire needs to facilitate the changes to takeadvantage of the employment opportunities that are projected.

In the eastern hills region the future of the orchard areas needs to be reviewed in the lightof social economic and environmental pressures. Any change in land use will be a challengefor the Shire and the State Government alike as fertile growing land comes under pressurefrom landowners who want to subdivide and/or retire their orchards. The Shire will need tofind the balance in this region over the next decade.


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In alignment with State Government direction to increase densities in urban areas, the Shireneeds to improve the urban design and streetscape qualities particularly within the Shire’sactivity centres to make them more attractive. Activity centres are core to attracting qualityurban infill housing.

The Shire throughout its foothills suburbs will need to focus on facilitating urban infill inorder to regenerate and turnover the housing stock that currently exists. The Shire has awindow of opportunity in this decade to progress this goal as the foothill suburbs are incloser proximity to the CBD than outer metro green field sites of the northern and southerncorridors of the metropolitan area.

Managing the Shire’s assets will be paramount in the next decade. The Shire has anoversupply of extremely old infrastructure and has accrued a significantly largeinfrastructure backlog due to investment in assets not keeping abreast of asset deteriorationin the past two decades. In order to fund the asset backlog and future community facilitiesthe Shire will pursue its land development strategy and sale of surplus to requirement landto raise funds for infrastructure development.

Public transport from the Shire to the Perth CBD is another key issue. Bus services need tobe improved with the introduction of rapid transit buses into the City as well as additionallocal north-south bus connections to adjoining activity centres such as Midland andCannington. The recent announcement about a rail link to Forrestfield has been welcomed.Planning for the rail corridor has begun and the Shire will continue to advocate for thisproject to be fully funded and delivered expeditiously.

Promoting alternative modes of transport is another important matter. The Shire is adestination for cyclists and walkers who come for recreational pursuits. The challenge will beto increase active participation in cycling and walking within our local community. This goalwill need to be supported by high quality and safe infrastructure.


4.1 To ensure land use plans providelong term sustainable populationgrowth.

4.1.1 Develop, implement and review strategicland-use plans and policies which guide the locationand sustainability of industrial, commercial andresidential areas within the Shire.

4.1.2 Continue to pursue opportunities for newdevelopment and streetscape outcomes throughthe implementation of Town Centre ImprovementPlans

4.1.3 Implement and review structure plans toconsolidate Shire services in key activity centres inForrestfield and Kalamunda.

4.1.4 Facilitate the development of industrial landwithin the Shire.

4.1.5 Pursue integrated land use planning so that


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alternative transport modes are incorporated intothe structure Plan process.

4.1.6 Continue to work collaboratively with Stategovernment and agencies to deliver strategic landuse plans, policies and initiatives.

4.2 To effectively plan for the diverserange of housing stock that will berequired to meet the social andeconomic needs of the Shire’schanging demographics.

4.2.1 Facilitate the delivery through strategies andpolicy development of a diverse range of housingwithin the Shire to ensure inclusiveness inpopulation accommodation.

4.2.2 Facilitate the delivery of suitable housingoptions for the aged population and people withspecial needs through a range of smaller andaffordable homes and unit dwellings.

4.2.3 Engage with stakeholders to determine themost appropriate land use strategy for the future ofthe Hills Orchard Region.

4.3 To ensure the Shire’s developmentis in accord with the Shire’s statutoryand legislative obligations andaccepted urban design planningstandards.

4.3.1 Provide efficient building and developmentapproval services to the community.

4.3.2 Undertake efficient monitoring andcompliance of building developments within theShire.

4.3.3 Monitor trends in environmentally sustainabledevelopment and wherever possible implement orencourage use of passive solar design, water re-use and alternative energies.

4.3.4 Encourage the establishment of smart hi techbuilding development within the Shire to prepareour community for a digital future.

4.3.5 Incorporate best practice principles fordesigning out crime and encourage privatedevelopers and owners to do the same

4.4 To enhance and protect thehistoric heritage of the Shire.

4.4.1 Continue to support the preservation ofhistoric sites and buildings through the ongoingreview and maintenance of the Shire’s MunicipalInventory Register.

4.5 To create a desirable andrecognisable image for the Shire.

4.5.1 Support the creation and ongoingmaintenance of quality streetscapes particularly atShire entry points and along major arterial roads.

4.5.2 Review the Shire’s approach to signage and


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develop and implement a signage strategy andguidelines.

4.6 To ensure the optimalmanagement of assets deliverscontinuity of services to thecommunity.

4.6.1 Ensure the Shire has long term asset plansfor each of its asset categories and these plans arereviewed regularly.

4.6.2 Develop financially sustainable fundingmodels to ensure the Shire can adequately fund itsasset plans.

4.6.3 Seek funding opportunities wherever possibleto increase asset stock within the Shire eitherthrough public private partnership or governmentand agencies funding.

4.7 To ensure the selection,maintenance, inspection, renewal anddisposal of all categories of assetswithin the Shire is managedefficiently.

4.7.1 Maintain, refurbish or upgrade existinginfrastructure, including public buildings, parks,reserves, local roads, footpaths, cycle ways, vergesand drainage networks to encourage increasedutilisation and extension of asset life.

4.7.2 Ensure adequate processes and proceduresare in place to measure and achieve efficiency inasset management.

Outcome

A built environment of high quality and maximum utility for the current and futurecommunity to enjoy.


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Measuring Success Strategic Priority 4: Kalamunda Develops:Using our land and assets effectively

In order to assess the Shire’s success of its outcome:-

a built environment of high quality and maximum utility for the current and futurecommunity to enjoy


Indicator Baseline data TargetSupply ofResidential Land

Land identified in Directions 2031 and beyondand outer growth metropolitan strategy forresidential greenfield and infill development

Rezone land forresidential use

Supply ofIndustrial Land

Industrial Land identified in the EconomicDevelopment Lands Strategy for IndustrialDevelopment

Rezone land forindustrial use

Landscapes andStreetscapes

The Local Housing Strategy outlines an increasein the provision of street trees to existing andplanned urban centres

Number increased

Lands SalesIndicator

Budgeted sales per annum Sales occur within85% of projections

Asset SustainabilityRatio

The ratio demonstrates that capital renewal andreplacement expenditure exceeds depreciationexpense or the consumption of non-currentassets. Baseline to be set in 2013.

To be abovebenchmark of 1annually

Asset ConsumptionRatio

This ratio highlights the aged condition of a localGovernment’s physical assets.Baseline to be set in 2013

To be abovebenchmark annually

Asset RenewalFunding Ratio

The ratio is a measure of an unfunded gapbetween planned capital expenditure over thenext 10 years with the required capitalexpenditure over the next 10 years to sustainassets. This baseline will be set in 2013.

To reduce the gapannually

Satisfaction withstandard ofmaintenance ofparks in the Shire.

Baseline data from 2011 Community Satisfactionsurvey was 69%.

To maintain orimprove on baselinelevels

Satisfactionmaintenance ofverges in theShire.



Satisfaction withmaintenance ofroads in the Shire.



Satisfactionmaintenance ofcommunitybuildings.




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Strategic Priority 5: Kalamunda Employs: Supporting our industriesand businesses Modern industrial precincts A state of the art business activity centre Thriving eco-tourism destination The home of boutique and specialised retailing and franchises A collaborative and active business community

The purpose of strong local economic development is to build up the economic capacity of alocal area to improve the economic lives of local people. It is a process by which the public,business and the non-governmental sector partners work collectively to create betterconditions for economic growth and employment generation. A strong local economy willprovide the economic wellbeing that underpins the long term sustainability of a community.

Economic Development requires a business friendly environment where investors feelconfident their business ventures will thrive. The Shire over the next decade will have itsgreatest ever opportunity to facilitate and nurture its local economy through thedevelopment of new and innovative industrial precincts.

Over the past three years, the Shire has strategically assessed the potential land holdingswithin the Shire in light of a number of related strategic planning documents in particularthe Economic and Employment Land Strategy produced by the State Government, theWestralian Airport Corporation as well as the Shire’s recently approved Local PlanningStrategy. These strategies and studies have duly recognised the potential, proximity andaccessibility of the land in the Forrestfield /High Wycombe Industrial area to the extent thatit can no longer be ignored. If developed correctly, this land will be significantly importantto the economy of the State. The Shire is proactively taking action toward bringing this landto market in the next few years.

This region east of the Perth Airport will not only provide affordable and sustainableresidential housing options within a 20-30 minute journey to Perth CBD, it will also deliveran employment and industry servicing hub to support the future demands of the State’sresource sector over the next 50 years.

Public transport infrastructure, including the mooted rail link from the Airport intoForrestfield will be a key contributor for the creation of a Transport Oriented Development.The Shire envisions a new ‘Business Activity Centre’ to emerge to service the resource sectorin the Forrestfield area. The Shire seeks to establish within this area a commercial zone toact as headquarters to attract resource sector corporations. It is envisaged this hub will beco-located with commercial services, retail and transport in close proximity to a diversemixed range of affordable housing options in the surrounding suburbs of High Wycombe,Forrestfield, Maida Vale, Wattle Grove, Lesmurdie and Kalamunda.


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Another key industry sector for the Shire is the ongoing development of the Perth Hillstourism brand. With its national parks, rolling valleys and delightful village centres, includingGooseberry Hill, Kalamunda Town Centre, Bickley and Pickering Brook the Perth Hills offeran enticing getaway for day-trippers and weekend visitors.

Growth of the tourism industry is currently restricted due to the hills region being within awater catchment area. This limits the ability of tourism operators to dispose of largequantities of waste water without being connected to deep sewage. The Department ofWater will not support septic systems in the water catchment region and require operatorsto install advanced alternative treatment units. If tourism growth is to be encouraged theShire will need to investigate opportunities for addressing the current waste water disposalissue to make it more attractive for operators to expand.

The Zig Zag Cultural Centre provides a starting point for visitors to gather information beforeexploring the natural beauty of the native jarrah and marri forests in the national parks,admiring seasonal wildflowers and the flowing creeks and waterfalls. Capitalising on itsnatural assets, the Shire needs to promote and nurture its fledgling hospitality industry andattract greater tourism investment into the Perth Hills. Destination marketing and productdevelopment will be focal points for the Shire and its tourism stakeholders.


5.1 To create a world class precinct forindustrial and commercial landdevelopment.

5.1.1 Proactively work with the Perth Airport toleverage opportunities for the Shire in relation tothe expansion of the airport.

5.1.2 Develop and regularly update a profile ofthe Shire to assist in the attraction of companiesto the new industrial precincts.

5.1.3 Encourage new commercial development tolocate in the Shire to provide local employmentopportunities for knowledge workers living withinthe Shire.

5.1.4 Promote the Shire’s new industrial landreleases as a hub for high tech or resource sectorinvestment.

5.1.5 To provide proactive business advice andinformation support services for businesseslocated in the Shire’s industrial and commercialprecincts.

5.2 To deliver alternative fundingstrategies through propertydevelopment to fund future investments

5.2.1 Implement a strategic and measuredprocess to ensure that the Shire is transparentand accountable in all land asset acquisitions,transfers and disposals.


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in community infrastructure.5.2.2 Continue to pursue the Shire’s land assetrationalisation and development strategy withoutcompromising environmental and social values.

5.2.3 Assess and preserve land reserved forpublic purpose where it provides a benefit to thebroader community.

5.2.4 Prepare a Public Open Space Strategy toensure equitable balance between developmentand public purpose land is maintained.

5.3 To facilitate increased economicactivity within the Shire.

5.3.1 Support initiatives and partnerships withservice providers and agencies to assist in theprovision of access to employment, education andtraining.

5.3.2 Proactively engage and partner with localand regional businesses to support furthereconomic development.

5.4 To be recognised as an excellenttourism destination with high levels ofpatronage.

5.4.1 Develop and establish the Shire with arecognised brand through the cross promotion offestivals and activities occurring in the Shire.

5.4.2 Ensure tourism development is integratedinto land use planning in regards to the PerthHills.

5.4.3 Continue to support and develop the ZigZag Cultural Centre as a key attractor for visitorsto the Shire.

5.4.4 Identify funding and project opportunitiesto enhance the Shire both for residents and as adestination for visitors.

5.4.5 Investigate opportunities to address thecurrent restrictions and barriers facing tourismdevelopments.

5.4.6 Work closely with Tourism WA and theregion’s local authorities and to leverageopportunities to expand the Shire tourismproduct.


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5.5 To be courageous and tenacious inthe pursuit of benefits from the Stateand Federal Government througheffective advocacy.

5.5.1 Continue to advocate to all levels ofgovernment for the delivery of appropriate publictransport options including cycling and walkwaysfor the Shire and the region.

5.5.2 Work with relevant State Governmentagencies to facilitate the delivery of industrialland areas in the foothills areas of the Shire.

5.5.3 Actively seek opportunities to advocate forthe delivery of improved high speed high techcommunication infrastructure.

5.5.4 Maintain strong and effective links with allother levels of Government and leverageopportunities as they arise.

5.6 To foster regional collaborationwithin Perth’s Eastern Region

5.6.1 Through the regional council undertakeplanning within a regional context for high orderinfrastructure and major transport links.

5.6.2 Investigate opportunities for regionalcollaboration to deliver services.

Outcomes

The Shire is a new hub for business investment in the Perth metropolitan area. The Shire has global companies operating from its new industrial precincts. The Shire has a very high level of employment self-sufficiency and employment self-

containment. The Shire is recognised as a tourism destination.


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Measuring the Success of Strategic Priority 5: KalamundaEmploys: Supporting our industries and Businesses

In order to assess the Shire’s success of its outcomes:-

The Shire is a new hub for business investment in the Perth metropolitan area. The Shire has global companies operating from its new industrial precincts. The Shire has a very high level of employment self-sufficiency and employment self-

containment. The Shire is recognised as an eco-tourism destination.


Indicator Baseline data TargetBusiness investment Gross regional Domestic Product $5.3

billion in 2011.To see an increase ateach census.

Rate revenue fromcommercial and industrysectors

Annual analysis of the rates budgetedfor commercial and industrial. Baselineat 2012 was $4.3million.

To increase annually

Employment selfsufficiency

The number of jobs available in theShire divided by the number of peoplewanting to work in the Shire will bemeasured at each census.

Increasing every fiveyears

Employment self-containment

The number of jobs occupied by aperson living in the Shire will bemeasured at each census.

Increasing every fiveyears

Visitation The numbers of visitors to the Visitor’sCentre per annum.

Increasing annually

Satisfaction the Shire isplacing enoughemphasis onencouraging investmentin the local economy

In 2011 36% of community surveyedwere satisfied

Increasingincrementally

Satisfaction with theShire’s support for smallbusiness



Satisfaction with theShire’s support fortourism industries




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Strategic Priority 6: Kalamunda Leads: Providing good government

• Participative democracy• Corporate capacity and capability• Outstanding leadership• Wide and diverse representation

The Shire of Kalamunda is committed to delivering the best governance it can to itscommunity. In the pursuit of this goal the Council and the Administration have adoptedeight key principles to guide the best practice governance outcomes within the Shire.

The Principles are outlined as follows;

Principle 1: The Shire’s administration relationship with the Council is clear.

Principle 2: The Shire’s management and oversight is accountable and clearlydefined.

Principle 3: The Shire plans its operations to achieve its goals.

Principle 4: Ethics and integrity are embedded in the organisation's values andoperations.

Principle 5: The organisation safeguards financial integrity and accountability.

Principle 6: The Shire communicates in a way that is accessible, open andresponsive.

Principle 7: The Shire identifies and manages its risks.

An important organisational focus for the Shire of Kalamunda is ensuring services respond tolocal needs and are maintained at a high standard. Global, national, regional and localchanges, whether environmental, economic, social or political require continuedreassessment of all services and infrastructure in meeting the community’s needs.

Central to responsiveness is ensuring services are of a high standards, that service-usersknow what to expect and the Shire meets those expectations and standards consistently.

While some Shire services are used by most residents – like waste management or roads –many others are focused on particular groups such as seniors or children’s services. It isimportant there is clear information, readily available, outlining the services Council providesand how they can be accessed.

There is also a clear expectation the Shire will engage the community in both shaping anddesigning its services, as well as seek regular feedback on how well those services areperforming.


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There has been declining State and Commonwealth funding to local government, withgrants not keeping up with real-cost increases and economic growth. Additionally, in manyareas there has been a continued issue of cost-shifting: where existing funding agreementsfail to keep up with rising service costs, or responsibility is placed on the Shire with no, orinadequate, resources to support this. As a consequence local communities are spendingmore to maintain existing services or meet obligations.

As the Shire needs to deliver more efficient, effective and responsive services to meetchanging expectations over the next decade there will be a focus on improving theprocesses, systems and staff capability to provide leading services. Furthermore, the Shirewill look to new sources of funding such as its land and asset rationalisation program. TheShire will continue to develop freehold land and bring these parcels to the market. Therevenue derived from these funding sources will be reallocated directly into infrastructureprojects.

Over the next decade the Shire will focus on the strategic development of its technologicalsystems. Emerging technologies such a mobile devices, web and cloud computing will leadto significant efficiencies in hardware costs. Investment in software technology will continueto be pivotal in ensuring the Shire and its staff have the best tools for doing their jobs.


6.1 To ensure a highly effective andstrategic thinking Council setsdirection and works for the greatergood of the community at all times.

6.1.1 Implement strategies to promote andattract a diverse representation to the Council.

6.1.2 Develop and implement a governanceframework to ensure the elected body has avery clear understanding of its role andresponsibilities.

6.1.3 Increase advocacy efforts to influenceState and Federal policy to achieve improvedlocal outcomes.

6.1.4 Foster strategic partnerships andalliances and represent the community onexternal bodies to deliver key projects andinitiatives.

6.2 To ensure local laws areupheld.

6.2.1 Develop, implement and monitor all locallaws across the Shire to ensure they arerelevant and realistic.

6.3 To lead, motivate and advancethe Shire of Kalamunda.

6.3.1 Develop and implement a wide variety ofinforming strategies and plans which benefitthe community socially, economically andenvironmentally.

6.3.2 Regularly review and develop the Shire'sintegrated planning framework.


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6.3.3 Regularly review the organisation'sstructure, policies and procedures in responseto changing circumstances.

6.4 To engage regularly andproactively with the community

6.4.1 Implement and continually improve theShire’s Community Engagement Strategy.

6.4.2 Implement and continually improve theShire’s Communications Strategy, marketingand public relations processes.

6.4.3 Regularly refresh and enhance theShire’s website and embrace opportunities tocommunicate with the community using socialmedia and technology.

6.4.4 Provide a media and communicationsservice that promotes and protects the Shire’sreputation.

6.4.5 Ensure information from the Shire can beeasily accessed in a range of formats.

6.5 To ensure a quality experiencefor every interaction with ourcommunity.

6.5.1 Ensure consistency in the level andquality of service to all customers

6.5.2 Develop, implement and regularly reviewthe Shire’s customer service charter andimprovement action plan.

6.5.3 Regularly monitor the quality of thedelivery of customer services throughout theShire

6.6 To ensure excellent information,technology and communicationsservices are being consistentlydelivered.

6.6.1 Provide a records information systemthat is compliant with the State Record Act2000.

6.6.2 Develop, implement and review astrategic information technology plan thatidentifies the ongoing technology needs andfunding for the Shire over the next decade.

6.6.3 Investigate and continually improvecommunications and technology for the Shire.

6.7 To provide a businessenvironment that strives forcontinuous improvement throughthe use of highly effective business

6.7.1 Encourage a work ethic ofresponsiveness and decisiveness at all times.

6.7.2 Regularly review services, business


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systems and processes. processes and standards offered by the Shireto ensure they meet community needs.

6.7.3 Implement best practice initiatives andplans through benchmarking, networking andscans of the external environment.

6.7.4 Develop and maintain informationsystems to capture monitor and comparecorporate data and performance.

6.8 To ensure financialsustainability through theimplementation of effectivefinancial management, systems andplans.

6.8.1 Develop and regularly review the LongTerm Financial Plan for the Shire.

6.8.2 Ensure financial sustainability throughthe diversification of funding sources to reducereliance on the current rates base.

6.8.3 Access maximum levels of grants fundingavailable through government and non-government sources.

6.8.4 Provide effective financial services tosupport the Shire’s operations and to meetsustainability planning, reporting andaccountability requirements.

6.9 To provide a risk minimised andsafe working environment in everyaspect of the Shire’s business.

6.9.1 Ensure disaster recovery, businesscontinuity and risk management plans are inplace and reviewed regularly.

6.9.1 Implement processes that ensurecompliance with Occupational Safety andHealth legislation.

6.10 To build a high performing andmotivated workforce.

6.10.1 Develop and implement a workforceplan that guides all human resource processesas well as staff development and futureemployment requirements for the Shire.

6.10.2 Monitor, review and evaluate employeesatisfaction levels and emerging workforcetrends.


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Outcomes

The Shire’s Elected Members and staff act with integrity and in the best interests ofthe community.

The Shire provides effective leadership to its community.

The Shire operates with clear understanding of the wishes of its community.

Highly efficient and cost effective Council and administration that the communitytrusts and respects.


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Measuring the Success of Strategic Priority 6: KalamundaLeads: Providing good government

In order to assess the Shire’s success of the following outcomes –

The Shire’s Elected Members and staff act with integrity and in the best interests ofthe community

The Shire provides effective leadership to its community The Shire operates with clear understanding of the wishes of its community. A highly efficient and cost effective Council and administration that the community

trusts and respects

The following Indicators will be measured annually and reported in the Shire’s annual report

Indicator Baseline data TargetGovernance Compliance with the Local Government Act is

measured annually via the Compliance AnnualReturn. In 2012 the Shire reported no issues ofnon-compliancy.

No issues reportedannually

InformationProvision

The Shire will measure in its 2013 CommunitySatisfaction Survey: Community Satisfactionwith the Shire’s ability to provide the public withbalanced and objective information. A Baselinewill be set in 2013.

Improve on thebaselineincrementally.

Leadership The Shire’s ability to obtain community feedbackon proposals and or decisions on strategic plans,directions, issues, priorities, services, communityprojects and improvement plans. A Baseline willbe set in 2013.


CommunityEngagement

The Shire will seek community input on mattersof a strategic or political nature.This will be guided by the Shire’s CommunityEngagement Strategy.


Budget Variance The Shire is required to maintain its year-endfinancial result within a 10 percent variation ofthe adopted budget. In 2012 the budgetvariance was $2.3million or 0.096%.

Year end result iswithin 10 percent ofthe adoptedbudget.

Current ratio A measure of a local government’s liquidity andits ability to meet its short term financialobligations from unrestricted current assets.In 2012 the Current ratio was 0.853.

To be above 1.0annually

Debt Ratio Total liabilities over total assets. If the ratio isgreater than 0.5 most of the company's assets

To be less than 0.1


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Indicator Baseline data Targetare financed through debt. In 2012 the ratiowas 0.052.

Rates coverageratio

This is an indicator of whether a localgovernment is able to cover its own expenditurethrough its own tax revenue efforts. Thepreferred benchmark is >40%. This should beachievable. In 2012 it was 0.462.

To be greater than40% annually

Risk Mitigation The number of identifies risks that were notmitigated.

To be less than 3

OccupationalHealth and Safety

The Number if lost time to Injury in 2011/12was 11.

To be less than 5each year

Staff Satisfaction Staff satisfaction is measured annually. In 2011the percentage of very staff satisfied with theirrole at the Shire of Kalamunda was 85%.

To maintain orincrease staffsatisfaction above85% per year.

Staff turnover rate In 2011 the turnover rate was 16.6% To be less than 12percent per year


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10. IMPLEMENTATION AND REVIEW

The Strategic Community Plan will be implemented using the Shire’s Integrated PlanningFramework.

INTEGRATED PLANNING FRAMEWORK

The Corporate Business Plan will articulate key actions required across a four year timeframe needed to achieve or progress the strategies outlined in the Strategic CommunityPlan.

INPUTS

Community EngagementInforming StrategiesCommunity Surveys

Workshops

Local PlanningStrategy,

Asset ManagementStrategy,

Workforce Plan,Plus All Issue Specifc

Plan etc.

Corporate BusinessPlan,

Long Term FinancialPlan

PLANS

10 Year StrategicCommunity Plan

4 year CorporateBusiness Plan

10 Year Long TermFinancial Plan

Annual BusinessPlans

AnnualBudget

OUTPUTS

ANNUAL REPORTKPIs REPORTED

QUARTERLYPROGRESS REPORT

KPIs REPORTED

MONTHLYREPORTS

KPIs REPORTED

MONTHLYFINANCIAL REPORT

KPIs REPORTED


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The Workforce Plan and the Long Term Financial Plan will identity the human and financialresources needed to achieve the actions. Resources will be allocated annually through theannual budget process.

The Shire’s Interplan system will allow for actions to be reported against and for monthlyand quarterly (every three months) progress report to be generated for the Community tokeep abreast of achievements.

Successes in the achievement of the Shire’s Strategic Community Plan outcomes will beascertained through:

Annual Customer Satisfaction Survey results Timely delivery of projects in line with the Annual Plan and Budget Annual statistical data comparisons Key Performance Indicators and financial reporting and ratios

To ensure transparency is achieved the Shire’s Annual Report will detail the yearly

achievements. The Annual Report is a public document that is accessible to all.

The Shire’s Strategic Community Plan will be reviewed in the year following localgovernment elections.

A desk-top review of the Strategic Community Plan shall be undertaken every two years.

A full review and renewed long term visioning process shall be conducted every four years.

This will ensure that community priorities and aspirations are kept up-to-date and remainrelevant.

Review Level YearMajor Review 2012Desk top review 2014Major Review 2016Desk top review 2018Major Review 2020Desk top review 2022Major Review 2024

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