This document is available in alternative formats upon request V3.00

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Contents

Message from the Shire President 2

1. Introduction 3

Key points of the plan 3

2. Strategic Direction 4

Community Vision 4

Shire’s Roles 5

Strategic Themes 6

Council Decision-making criteria 9

Shape and Form 11

Council’s Priorities 13

Priorities for Investing in Community Facilities 17

3. Financial Implications 18

Financial Profile 18

4. Community Engagement 19

5. Strategic Context 23

Social and Economic Profile 23

Eastern Metropolitan Perth 24

Other agency strategies and plans 24

Strategic issues facing the community 26

6. How will we know if the Plan is succeeding? 27

7. Integrated Planning and Reporting Framework 28

Western Australia Local Government Integrated Planning and Reporting Framework 28

Applying the Framework to the Shire of Mundaring 29

The Planning Cycle 30

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Message from the Shire President

Welcome to the Shire of Mundaring’s draft Strategic Community Plan. It has been developed to show the community vision, our strategic direction, and priorities for action over the next 10 years.

The Council took into account feedback from community

workshops held as part of the Strategic Community Plan

process. We were also mindful of recent community

surveys and feedback on specific issues such as positive

ageing and youth.

This plan will guide our activities and decision making over

the coming decade, with regular reviews to ensure we are

still on track and adapting as needed.

The draft plan does not herald any major change in direction. While recognising the

challenges ahead, we are focused on delivering the local facilities and services that are so

vital to a thriving and liveable Shire.

However, there are some shifts in emphasis. For example, we will be giving more

prominence to our role in protecting the natural environment, including our role in supporting

community responsibility and action. The natural environment came through as the highest

priority for increased attention in the community workshops.

We are now at the point of checking back with the community. Do you think we’ve got the

strategic direction and priorities right?

On behalf of the Council I want to thank everyone who has contributed to the development

of this plan so far and encourage your continued involvement. I urge you to take this

opportunity to provide your feedback.

Cr Helen Dullard

President, Shire of Mundaring

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1. Introduction

This Plan is the first part of the Shire’s fulfilment of the Integrated Planning and Reporting Framework, implemented by the State Government’s Local Government Reform Program, see section seven. All local governments in Western Australia are required to implement this framework by 1 July 2013.

This section sets out the key points of the plan, the framework and the planning cycle.

Key points of the plan

The Council engaged the community in setting a vision and priorities for the coming decade.

While there is no major shift in direction, there are articulated priorities for service delivery and investment in community facilities.

Key points of what the plan will achieve for the community are:

Continued delivery of existing services

Promoting and supporting shared responsibility for protection of our natural environment (bush fire prevention, weed and pest control)

Balanced development (protecting environment and maintaining hills / village lifestyle)

Renewal and upgrade of community facilities at Mt Helena/Glen Forrest/Sawyers Valley/Boya Oval, Mundaring hardcourts, a Mundaring Civic Precinct masterplan and library replacements

Consideration of a community ownership / management model or disposal for Chidlow and Mahogany Creek HallsProgressive move towards locality based planning and action

Resolving sewerage capacity constraint in the Mundaring Town CentreThe expenditure implications of this plan require a minimum rates increase of 2% p.a. over and above the cost of inflation. The inflation rate that local government applies, measured by the Local Government Cost Index (LGCI), is typically higher than the Consumer Price Index (CPI).

The LGCI is assumed to be 4% p.a. for this plan. Therefore this plan is based on a 6% p.a. rates increase.

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2. Strategic Direction Community Vision

The draft community vision for the Shire of Mundaring is:

connecting community and environment

The key elements that make up this vision and the Community’s themes are:

“ ”

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Shire’s Roles

Delivery of facilities and services

This includes delivery of facilities such as parks and gardens, roads, footpaths, drainage, waste management, recreation and cultural facilities, events and social services such as childcare. Some of those services are based on infrastructure, for instance parks and playgrounds, roads and buildings. Maintenance and renewal of those infrastructure assets is a vital part of the Shire’s service delivery role. Some services are non-asset based, such as provision of events like “Trek the Trail”.

Regulation

Local governments have specific regulatory responsibilities that are vital for community wellbeing. For example, they have a regulatory and enforcement role in public health (e.g. licensing and monitoring food premises), the appropriateness and safety of new buildings, and the use of land. These areas are subject to regulation to ensure a minimum standard is adhered to, as well as to minimise the potential to impose costs or adverse effects on others (e.g. food poisoning, injuries or hazardous activities too close to population). In many cases the rights of those wishing to operate and the rights of those who may be affected or consider themselves to be affected is a delicate balancing act. That is why local democracy is involved in deciding such matters.

Enabling/Facilitation

In some cases, the Shire enables or facilitates services to be provided by others or in partnership with the Shire rather than directly provide or fund the service. This includes support for community care efforts (for example through grants programs, volunteer support programs and the Hub of the Hills facility)

Education

The Shire has a role in providing information and educational campaigns that assist the community identify the healthiest, sustainable and more economical choices. Bush fire prevention is a good example of this.

Civic Leadership and Advocacy

Performing civic leadership requires a broad and deep view of relevant trends and issues. Engaging and leading the community in its development, and wise stewardship of community assets. Influencing the decisions of others who affect community wellbeing in Mundaring is an important role. Advocacy to State Government for recognition, funding, or policy support is a good example of this role.

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Strategic Themes

The following four strategic themes outline the specific activities that the Shire undertakes, followed by the main activities in each theme and how these relate to the community vision and themes. It is recognised that while the themes provide a useful means to group the Shire’s activities, they are all highly inter-related. Indeed, the Shire actively seeks to achieve multiple outcomes from its activities where possible.

Valued Natural Environment

This theme links directly to the following elements of the community vision:

Retained natural environment Sustainable living

It contributes directly to preserving and enhancing the natural environment and ensures a direct link to understanding that decisions and actions within the built environment impact on outcomes in the natural environment. Volunteering for environmental enhancement is encouraged and supported as part of recognising the collective and individual responsibility towards the natural environment.

The Valued Natural Environment theme includes the following services:

Parks, reserves and open spaces

Environmental management

Balanced Development

This theme links directly to the following elements of the community vision:

Easy to get around – within and to/from Shire Village lifestyle – with a strong town centre Balanced development – don’t lose our special character

It contributes directly to promoting and encouraging environmentally sustainable development to maintain and enhance the unique environmental characteristics of a vibrant hills lifestyle and promotes transport improvements.

The Balanced Development theme includes the following services:

Town and Regional Planning

Roads, footpaths, drainage

Street and verge maintenance

Traffic management & advocacy

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Thriving Community

This theme links directly to the following elements of the community vision:

For young and old – meets the needs across the generations Strong sense of community – engaged, connected, inclusive, learning Great outdoor places to be and play Healthy and active Appropriate local services and facilities Prepared and adaptable Known for our arts, culture and heritage Celebrate our unique features Visitors are attracted to our natural beauty and culture Our businesses reflect our identity and are thriving

It provides opportunities and support for the community to enjoy a vibrant, sustainable, rich mix of hills lifestyles. It delivers high quality accessible services and supports community wellbeing through targeted programs as well as promoting and encouraging community volunteerism. It also provides for valued community facilities, business and employment opportunities and promotes tourism growth.

The Thriving Community theme includes the following services:

Environmental Health Services

Community Ranger Services & animal control

Fire mitigation & management

Children / Youth / Seniors / Volunteer / Disability Services

Cultural Planning & Facilities

Community Development

Recreational facilities

Libraries

Community Events and Activities

Waste Management

Cemeteries

Economic Development

Tourism & Marketing

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Respected Civic Leadership

This theme links directly to the following elements of the community vision:

Strong civic leadership and trusted governance

It underpins the Shire’s activities in the other themes ensuring a broad and deep view of trends and issues, engaging with, and leading, the community in its development and undertaking wise stewardship of all community assets.

The Respected Civic Leadership theme includes the following services:

Consultation and engagement

Council decision-making

Advocacy

Regional cooperation and collaboration

Strategic and Corporate planning

Asset and financial management

HR management

Information Technology & Records Management

Governance and Risk Services

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Council Decision-making criteria

These criteria show what Council takes into account when considering significant issues. They reflect the decision-making approach applied to developing this plan and will continue to be applied as it is implemented.

In the first instance Council need to answer the following questions which immediately indicate whether the issue will progress to the next stage in the decision-making process:

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Step 2: Assessment

Category Criteria

Implications for Long Term Financial Plan and affordability for community

Lifecycle costs to Shire of Mundaring (as applicable): construction, operations (including workforce implications), maintenance, renewal; non-rates revenue

Impacts on community outcomes (costs and benefits)

Balanced Development Built environment Ease of getting around and to/from Shire

Valued Natural Environment Natural environment Environmental management

Thriving Community Accessibility of services/facilities Local economy Heritage and local identity Community health and fitness Community vitality and connectedness Community safety and security Disaster prevention/preparedness and community resilience

Fairness

Distribution of costs and/or benefits across the community/population now and over time

Community views

Community feedback

Risks

Financial Impact

People (Health and Safety of staff and public)

Reputation (Social / Community)

Compliance (i.e. Changes in State policy)

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Shape and Form

The shape and form of urban development in the Shire is dictated by a range of factors, including topography and environment, infrastructure, statutory planning and community expectations.

The Shire’s Local Planning Strategy, recently adopted by Council for final approval, recommends retention of the existing pattern of development of the hills portion of the Shire in the form of a series of discrete villages separated by rural buffers. This is for several reasons, including preservation of visual amenity, landscape values and the “hills lifestyle”, reinforcing the identity of each village and addressing the issues of bushfire hazard and biodiversity protection. To improve the self-sufficiency of individual towns/villages in the hills portion of the Shire, incremental expansion of some towns/villages is recommended where suitable adjacent land exists.

On the coastal plain, the Local Planning Strategy recommends increasing residential densities where reticulated sewerage is available, and in close proximity to public transport, shops, schools, employment and other facilities. Investigation of land in Bellevue and Helena Valley for possible future residential development is also recommended.

To promote a more sustainable form of rural residential development, the Local Planning Strategy recommends that additional rural residential subdivision in the Shire should be concentrated in relatively close proximity to existing towns/villages, commercial facilities, schools and employment sources.

The map below is from the Draft Local Planning Strategy as at 21 September 2012. It is possible, though not anticipated, that changes may be required before the Minister signs off on Local Planning Scheme No 4 which provides the statutory planning framework for the Shire.

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Council’s Priorities

As part of the community engagement workshops participants were asked to select a maximum of three service areas (from a list of 31) that should have higher priority from the Shire of Mundaring than they do at present.

In order to have some meaningful prioritisation a “critical few” need to be identified. To help select the priorities the top 10 services from the workshops have been selected as the starting point and considered along with the key results of the Community Perceptions Survey March 2011, the linkage to the strategic themes and community vision as well as demographic projections.

The table below shows the top 10 service areas identified through the workshop process with the corresponding percentage vote for the service to be prioritised. The link to the strategic themes and community vision elements has also been included.

Service area - Workshop %

Selected Strategic Theme and Community Vision Links

Sustaining the natural environment 33% Valued Natural Environment

“Retained natural environment”

Community facilities, halls, buildings for community groups

18%

Thriving Community

“Strong sense of community – engaged, connected, inclusive, learning” Appropriate local services and facilities”

Advocacy for public transport 18% Balanced Development

“Easy to get around – within and to/from Shire”

Facilitation of medical services and aged care 17%

Thriving Community

“For young and old – meets the needs across the generations”

Services for seniors and people with disability

17% Thriving Community

“For young and old – meets the needs across the generations”

Land use planning and development approvals

17% Balanced Development

“Balanced development – don’t lose our special character”

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Service area - Workshop %

Selected Strategic Theme and Community Vision Links

Community safety and security 17% Thriving Community

“Prepared and adaptable”

Bushfire and emergency management 17% Thriving Community

“Prepared and adaptable”

Business, employment and tourism development

16%

Thriving Community

“Our businesses reflect our identity and are thriving” “Visitors are attracted to our natural beauty and culture”

Sporting facilities, ovals and aquatic centres

15%

Thriving Community

“Great outdoor places to be and play” “Healthy and active”

The Community Perceptions Survey of March 2011 identified three key areas for improvement which were:

Road maintenance and street lighting

Streetscapes, playgrounds, parks and sporting grounds

Bushfire prevention and control

The secondary priorities for improvement were:

How the community is consulted and informed

Sport and recreation facilities

Services and facilities for children and youth (all ages)

Access to public transport

Planning and building approvals

Verge-side bulk rubbish collections

Paths and trails

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The table below describes why each of these service areas has been selected as one of the key priorities for greater focus over the next 10 years.

Service Area from workshop Rationale for Services for greater focus

Sustaining the natural environment

Top priority in workshop with a third of participants selecting this as their top priority for greater focus; aligns with strategic theme; and links to community vision elements

Community facilities, halls, buildings for community groups

Joint second priority from workshop, strong community sentiment for facilities; aligns with strategic theme and links to community vision elements; has been expanded to include playgrounds and sporting facilities as identified through Community Survey

Advocacy for public transport Joint second priority from workshop and low survey satisfaction rating; aligns with strategic theme; and links to community vision elements

Facilitation of medical services and aged care Joint third priorities from workshops and over 65’s expected to increase by 47% from 4831

to 7096 residents by 2022; aligns with strategic theme and community vision elements. Has been expanded to include youth services as identified through Community Survey Services for seniors and people

with disability

Bushfire and emergency management

This received the joint third highest priority through the workshops and was identified as one of the top three key areas for improvement in the Community Perceptions Survey; aligns with strategic theme; and links to community vision elements

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In consideration of all of the feedback received from the community, Council has considered and endorsed the following four draft priorities to receive greater focus over the next 10 years:

The natural environment

Community & sporting facilities, playgrounds, halls & buildings for community groups

Improved community outcomes in the areas of public transport, services for seniors, youth and people with a disability

Bushfire and emergency management

These priorities are accommodated within the financial profile in section three. Most items will be pursued through advocacy, facilitation or community education and partnerships.

There is a significant program of capital investment in community assets proposed over the coming decade. These are shown in the table overleaf.

The highest priority for greater focus to come out of the community workshops was “sustaining the natural environment”. Council was keen to explore this further so included it in their workshop with the representatives from the community workshops. What emerged were the following key points:

The community places a very high value on the natural environment

There is strong support for direct Council action to protect the natural environment

There is an understanding that decisions and actions regarding the built environment area impact on outcomes in the natural environment

There is recognition of “whole of community” responsibility and Council’s roles in education, regulation, incentivising etc.

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Priorities for Investing in Community Facilities

Type Item Yr 1 Yr 2 Yr 3 Yr 4 Yr 5 Yr 6 Yr 7 Yr 8 Yr 9 Y10

BuildingsMt Helena Oval (Elsie Austin) construct social room (seek 1/3

funds)$0.36m

BuildingsConsider community ownership/management model or

disposal for Chidlow Hall$0.02m

Reserves Develop Sculpture Park (seek matching grant) $0.5m

Reserves Lake Leschenaultia caretaker accommodation $0.35m

Bridges

Morrison Road pedestrian tunnel link on Railway Reserves

Heritage Trail - Subject to funding from State government.

Amount of Shire funds depends on available State funding.

$0.85m

Buildings Glen Forrest Oval replace toilet block $0.15m

BuildingsConsider community ownership/management model or

disposal for Mahogany Creek Hall$0.04m

Buildings Sawyers Valley Oval replace toilet block $0.14m

ReservesBilgoman pool major refurbishment / new waterplay area (seek

grant)$1.8m

BuildingsMundaring Civic Precinct masterplan development

(Jacoby/Craig/Mund Weir Rd)$0.15m

ReservesMundaring Hardcourts construct Roof Cover (seek matching

grant)$1.1m

ReservesMundaring Hardcourts court area extension (seek matching

grant)$0.04m

Buildings Construct replacement Mundaring Library in the Civic Precinct

Buildings

$7.3m

Construct Community Hub including replacement library,

community meeting space, hall and recreation facilities on

Boya Oval site. Costs to be offset by income from external

grants and property management.

$8.1m

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3. Financial Implications

Financial Profile

The financial profile assumes that the Shire of Mundaring will face an inflation level of 4%, which is slightly below the average Local Government Cost Index over the past ten years.

-

10,000,000

20,000,000

30,000,000

40,000,000

50,000,000

60,000,000

70,000,000

2010/11 Budget Forecast 2012/13 2013/14 2014/15 2015/16 2016/17 2017/18 2018/19 2019/20 2020/21 2021/22 2022/23

Shire of Mundaring Long Term Financial Plan Estimates (6%)

Operating Expenditure

Loan Taken

Capital Expenditure

Rates Income

Other Income

Cash

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4. Community Engagement The Shire of Mundaring has undertaken extensive community engagement that along with the strategic context in section five has helped to shape and inform this plan.

Specific engagement for this plan consisted of seven workshops held over June and July. Six of them were by invitation – households were selected at random so the participants would reflect the broad community as closely as possible. This was to maximise representativeness.

Two workshops were offered to all comers – although there was only take up for one – to encourage any interested person to participate. This was to maximise inclusiveness.

There was a mixture of times (day and evening) and locations (Civic Administration in Mundaring and the Swan View Youth Centre).

300 participated from across the Shire, which is 6% of the invited households; this was the upper end of what the Shire was hoping for.

As can be seen from the diagram below, the age profile of the workshop participants was older than the community as a whole. The 35-54 age group was about the same, with the age groups below under represented and the age groups above over represented.

The selection of participants was based on the 2006 population data for each suburb, with a corresponding percentage of invitations being sent, the actual attendance from each suburb was recorded. This data is displayed in the graphs below.

0%1% 4%

12%

19%

25%

28%

11%

0%

Participants

0 - 14

15 - 24

25 - 34

35 - 44

45 - 54

55 - 64

65 - 74

75 - 84

85 +

20%

13%

10%

16%

16%

13%

7%

4% 1%

Community

0 - 14

15 - 24

25 - 34

35 - 44

45 - 54

55 - 64

65 - 74

75 - 84

85 +

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The graph below shows by suburb the percentage of population in 2006, the percentage of invitations that were sent and the percentage of attendance at each workshop by suburb.

0.0%

2.0%

4.0%

6.0%

8.0%

10.0%

12.0%

14.0%

16.0%

% Population 2006

% Invitations Sent

% Attended by Suburb

Comparison of Population / Invitations / Attendance by suburb

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The following graph shows the percentage attendance by suburb at each workshop series, the Mundaring workshop numbers one, two and four, the Swan View workshop numbers three, five and six and finally the “all-comers” workshop number seven held in Mundaring.

The workshops covered:

critical issues;

vision;

service priorities;

investment priorities for community facilities.

The feedback from these workshops in conjunction with the Community Perceptions Survey March 2011 has helped shape and inform this Strategic Community Plan.

DarlingtonGlen

ForrestGreenmou

nt

HelenaValley /

Boya

Midvale /Bellevue

MountHelena

Mundaring/Mahogan

y Creek

OuterEasternRegion

ParkervilleStoneville

HoveaSwan View

Notcaptured

% Mundaring Attendance 7.8% 7.8% 1.8% 0.0% 0.0% 18.0% 26.3% 17.4% 19.8% 0.0% 1.2%

% Swan View Attendance 11.2% 7.1% 8.2% 19.4% 5.1% 1.0% 3.1% 3.1% 9.2% 31.6% 1.0%

% Mundaring Attendance (allcomers) 1.8% 0.0% 0.0% 0.0% 0.0% 1.2% 6.6% 5.4% 0.6% 0.0% 5.4%

0.0%

5.0%

10.0%

15.0%

20.0%

25.0%

30.0%

35.0%

% Workshop Attendance by Suburb

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In addition, the Shire of Mundaring has undertaken significant community engagements in recent times. Feedback gathered from the community over this period has also been considered in the development of this plan. The following summarises these engagements:

Date Subject Participation

Dec 2011 Tourism Strategy 28 people

Nov-Dec 2011 Positive Ageing Plan 88 survey responses

112 attended café events

Late 2011 Environmental Management Plan

Environmental Advisory Committee (12 people)

Sept – Nov 2011 Youth Consultation 337 young people

March 2011 Community Perceptions Survey

402 residents

Feb – Mar 2011 Local Planning Strategy

90 people attended 3 presentations

6 people deputation

30 people attended 2 information evenings

254 submissions from landowners

Numerous front counter visits

Oct 2010 – May 2011

Access & Inclusion Plan

IDAAC members

Community questionnaire directed at people with a disability

Key agencies

Disability Services Commission

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5. Strategic Context

This section lays out the social and economic profile of Mundaring, other agency strategies and plans that have a bearing on the future of Mundaring, and strategic issues facing the community.

Social and Economic Profile

At the 2011 ABS Census, Mundaring had an Estimated Resident Population of 38,448. 51.4% are male, 48.6% are female. The population is projected to increase by approximately 13.8% over the next 10 years.

19.1% of the Mundaring population is under 15 years of age, which is similar to the Perth average (19%). 13.2% of the population is over 65 years of age, compared to 12.5% for metropolitan Perth. The median age of people in the Shire of Mundaring is 40 years, compared to 36 years for the whole of Perth.

Over the next 10 years, the under 15 age group is forecast to increase by 1774 (25%) and the over 65 age group by 2265 (47%).

Shire of Mundaring Age Profile

There are 12,943 households in Mundaring. The average household size is 2.97 persons per household. 35.9% of homes are owned outright, 44.4% are owned with a mortgage and 12.9% are being rented (the remaining 6.8% are under alternate arrangements). Of the 1669 separate houses being rented in Mundaring, over 11.6% of them are being rented at more than $450 per week, which is the current Perth rental average.

20%

13%

10%

16%

16%

13%

7%

4% 1%

Community

0 - 14

15 - 24

25 - 34

35 - 44

45 - 54

55 - 64

65 - 74

75 - 84

85 +

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The median household income is $1,531 weekly, compared to $1,459 for the whole of Perth. The median mortgage repayment is $1,842 monthly, compared to $2,000 for the whole of Perth.

The largest industry is manufacturing (24%), followed by rental, hiring and real estate services (15%), and construction (11%). The largest employment sectors are education (13.7%), retail (13.6%) and manufacturing (10.6%).

For more information on the makeup of the Mundaring community, see the detailed profile: http://profile.id.com.au/Default.aspx?id=301

Eastern Metropolitan Perth

The Shire of Mundaring is a member of the Eastern Metropolitan Regional Council (EMRC), which is a progressive and innovative regional local government working on behalf of six member councils located in Perth's eastern suburbs: Town of Bassendean, City of Bayswater, City of Belmont, Shire of Kalamunda, Shire of Mundaring and the City of Swan.

Providing services in waste management, environmental management and regional development, EMRC is a model of successful collaboration that has initiated projects delivering real benefits to the region. Key operations include the Redhill Landfill facility and Hazelmere Recycling Centre. In the next 10 years it is planned to construct a secondary waste facility, potentially costing in the order of $100 million, for the region’s waste disposal.

Other agency strategies and plans

There are a host of strategies and plans by government agencies that have an impact on the future of Mundaring. The most significant ones are outlined briefly below:

Directions 2031

Directions 2031, released in August 2010, is a document that establishes a vision for future growth of metropolitan Perth (including the Peel region) and that provides a framework to guide detailed planning and delivery of housing, infrastructure and services to accommodate future population growth. Directions 2031 assumes that by 2031, the population of Perth (including Peel) will be between 2.2 million and 2.88 million. However, the document assesses the land required to accommodate a future Perth population of 3.5 million.

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Some of the recommendations of Directions 2031 that are most relevant to the Shire of Mundaring include:

existing Urban and Urban Deferred zoned land should be prioritised for urban development;

average residential density of development on the urban fringe must increase from the current 10 to 11 dwellings per gross hectare (i.e. includes parks, roads, schools and other facilities) to an average of at least 15 dwellings per gross hectare;

North-East sub-region (which includes Shires of Mundaring and Kalamunda and the City of Swan) is anticipated to increase in population from 189,000 in 2008 to 258,000 in 2031 – requiring an additional 40,000 dwellings and an additional 42,000 jobs within the sub-region over that time.

Outer Metropolitan Perth and Peel Sub-regional Strategy

The Outer Metropolitan Perth and Peel Sub-regional Strategy was released in August 2010, in conjunction with Directions 2031.

In the North East sub-region (Shires of Mundaring and Kalamunda and the City of Swan), 400 ha of land is identified as urban expansion areas and another 600 ha as investigation areas. However, of this land, only 22 ha are located within the Shire of Mundaring (22 ha of land in Bellevue identified as an urban investigation area). Importantly, the strategy recognises that the Shire of Mundaring’s Local Planning Strategy indicates several areas for minor, incremental urban growth and that these areas are not shown in the draft urban expansion plan. Without this recognition, the document could severely constrain future urban development in the Shire of Mundaring.

The strategy estimates that between 3950 and 4970 additional dwellings can be built in the Shire of Mundaring based on currently identified infill opportunities, existing Urban and Urban Deferred zoned land and urban investigation areas.

More detailed guidance will be given in the North East Sub-region Structure Plan, which is currently under preparation and is due to be released in 2013.

Transport

Perth’s eastern region is the major air, rail and road transport hub servicing the passenger and freight demands for the state of Western Australia with the Perth to Adelaide Highway (currently Great Eastern Highway and Roe Highway) running through the Shire of Mundaring.

The EMRC and its member Councils are committed to seeing the creation of a regional transport network that is efficient, safe and integrates all modes of transport. The Regional Integrated Transport Strategy and its action plan will provide the direction and guidance to ensure that this commitment becomes reality.

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Bushfire and Emergency Management

Bushfire risk is a responsibility shared by the Shire, FESA, DEC and other government agencies, residents and landowners. The Shire is actively managing risk by:

Developing and implementing extensive bushfire hazard reduction and bushfire mitigation plans

Continual engagement, planning and exercising with FESA and other hazard management agencies

Active coordination of, and involvement in, local, district and state emergency management and recovery planning and capacity building

Review of the structure of metropolitan local government

An independent panel was appointed to examine the social, economic and environmental challenges facing metropolitan Perth and make recommendations on the future of metropolitan local government. The panel concluded its work in July 2012 and has provided its final report to the Minister. The response from the Minister and the State Government is awaited.

Strategic issues facing the community

The following issues have been identified as particularly significant challenges for the community over the coming years. These have been taken into account in preparing this draft Plan.

Ageing population and other demographic changes: impact on demand for services and infrastructure (e.g. health services and housing for seniors, activities and services for youth, public transport)

Affordability: cost of living (housing, transport etc.) and ability to afford facilities/services/amenities (existing and additional)

Sustainable development: opportunities for economic development while retaining the special character of Mundaring’s natural and built environment

Differences in the community: urban/rural resources, views on land use

Residents’ preparedness and resilience: addressing the reality of living in the hills

Climate change: mitigation and adaptation

Infrastructure constraints: e.g. Mundaring Town site sewerage constraints

Local government review: how strong local identity is retained and the voice of the community is heard in the event of local government restructure

Community safety and security

Mobile phone coverage and broadband

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6. How will we know if the Plan is succeeding?

Council is committed to monitoring progress towards achieving the vision and goals in this plan. We will develop a community monitoring report, to be prepared every two years, which will track our progress as a community as well as monitor the success of this plan.

The report will include indicators in the areas of our strategic priorities:

The natural environment

Community & sporting facilities, playgrounds, halls & buildings for community groups

Improved community outcomes in the areas of public transport, services for seniors, youth and people with a disability

Bushfire prevention and emergency management

A biennial community survey will be a key input to the report.

We will also include measures of the quality of our performance in:

Financial management

Asset management

Community engagement and partnerships

Council is developing indicators and we welcome your input to this process. The indicators will be added when the Strategic Community Plan is updated and officially adopted for the first year of fully implementing the new framework, beginning 1 July 2013.

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7. Integrated Planning and Reporting Framework

Western Australia Local Government Integrated Planning and Reporting Framework

The Western Australian Integrated Planning and Reporting Framework is shown in the diagram below. The idea behind the framework is to ensure that the Council’s decisions take the community’s aspirations into account and deliver the best results possible with the available resources.

The Strategic Community Plan sets the scene for the whole framework – it expresses the community’s vision and priorities for the future and shows how the Council and community intend to make progress over a ten year period.

Detailed implementation for the next four years is covered in the Corporate Business Plan (which will be developed by June 2013). The Informing Strategies – particularly the Long Term Financial Plan, Asset Management Plans and Workforce Plan – show how the Plan will be managed and resourced. The Annual Budget relates to that year’s “slice” of the Corporate Business Plan, with any necessary adjustments made through the Annual Budget process.

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Applying the Framework to the Shire of Mundaring

The Corporate Business Plan will translate the Strategic Plan priorities into specific services, operations and projects to be delivered over the four year period of the plan. The plan will clarify what will be implemented from the existing issue specific plans and use long term strategies related to Finances, Assets and Workforce to assist in the plan development. Year one of the Corporate Business Plan becomes the annual plan. The annual budget is based on the annual plan and corresponds to year one of the long term financial plan.

The integration of all these plans will ensure that each iteration of the Strategic Plan will deliver an improved and more robust plan.

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The Planning Cycle

The Strategic Community Plan is a 10 year plan. However, it is not fixed for 10 years – it would be long out of date by then. Rather, it is a “rolling” plan which is reviewed every two years, as shown in the diagram below. The two yearly reviews alternate between a minor review (updating as needed) and a major review (going through the steps again).

The plan is continuously looking ahead, so each review keeps a 10 year horizon. This is to ensure that the best decisions are made in the short to medium term.