2 3

Strategic Community Plan 2027

4 5

Our Vision: Claremont will develop as a harmonious cosmopolitan town creating opportunities for community

well-being, the environment and business prosperity; whilst respecting and celebrating the past.

Our Mission: We exist to deliver quality services for Claremont today and to build the foundation for the future.

Claremont Park

ContentsFrom the Mayor’s Desk 4

Elected Members 4

Message from the CEO 5

Community Profile 7

Stakeholder Engagement 9

Resource Capacity 11

Claremont Ahead 12

Vision & Mission 15

Strategic Direction 17

Leadership & Governance 18

Liveability 20

People 22

Environmental Sustainability 24

Local Prosperity 26

7

From the Mayor’s Desk

I am proud to present the Town’s Strategic Community Plan, Claremont Ahead 2027, our blueprint for the future which will guide our decisions and priorities for the next four years.

The process of review, as set out by the Department of Local Government, requires consultation with the community to ensure that the previously established priorities and aspirations are kept current and relevant. This, together with a review of our internal and external plans and policies, has provided the opportunity to assess our progress on the plan we adopted in 2013.

I am delighted to report that we have achieved some significant milestones over the past four years. In November 2014 we officially opened the new Council Chambers and Administration building, on time and importantly, on budget. The building will be a community asset for years to come; a multi-purpose space that can be used for events and civic functions. The north east precinct development Claremont on the Park is also on track, bringing new life to this area. Our roads, facilities and assets are in good order and in the future will see even greater improvements. We have streamlined many of our processes, including applications for Planning and Development, as we strive toward improving every customer experience with us.

Community consultation undertaken as part of the review was positive and supportive of the direction in which we are heading. While it is difficult to mention all the areas we will be focusing on, I am pleased to see that the extensive work on our natural community assets, including Lake Claremont, parks and playgrounds, has been reaffirmed by your feedback indicating their importance and our management is appreciated. Your feedback also indicated the need to continually look at how we engage with you, how we facilitate and improve the traffic issues around our Town, and improving our streetscapes with lighting and footpaths. Together with my fellow Elected Members I look forward to delivering on these priorities.

Jock Barker Mayor

from the CEOWith the threat of amalgamations firmly behind us, in August 2015 I announced to staff that, as an organisation, we were about to undergo some significant change. I set a goal that within two years we would be able demonstrate we are a best practice boutique local government; in touch and responsive to our community.

Community research we had undertaken indicated the Town of Claremont is highly valued. Of those surveyed, overall 94% are satisfied with the Town as a place to live with 81% satisfied with the Town as a governing organisation. While these figures are good, I believe we have a responsibility to do better.

To improve the customer experience we are continually reviewing and improving the way we do business and we are listening to you to better understand your needs. Our ‘Your Community Your Say’ program identifies and creates opportunities for community input into matters affecting community way of life. We have a strong commitment to engage and consult with our community. We will continue to look for ways in which we can seek your involvement and input to the way we do business.

Stephen Goode CHIEF EXECUTIVE OFFICER

Elected Members

L to R: Cr Alastair Tulloch, Cr Karen Wood, Cr Chris Mews, Cr Peter Edwards, Cr Paul Kelly, Mayor Jock Barker, Cr Jill Goetze, Deputy Mayor Cr Peter Browne JP, Cr Kate Main, Cr Bruce Haynes

Bay View Terrace

8 9Bay View Terrace

Community Profile – Who are we?*Established in 1898, the Town of Claremont is the hub of the western suburbs of Perth. Situated just 9km from the Perth CBD, our elegant town centre is a harmonious blend of heritage and modern architecture. Comprising a large shopping centre and surrounding streets of boutiques, restaurants and cafes with convenience of easy access to public transport and a pedestrian friendly high street, Claremont is a popular visitor destination for shopping and leisure. Covering an area of 3.6km2 the tree-lined streets of the suburbs of Claremont and part of Swanbourne are home to around 10,000 residents and is forecast to grow to 14, 408 by 2036.

The Town’s median age is 39 with a higher proportion of people holding formal qualifications (43.7%) compared to Greater Perth (19.6%). This is reflected in the higher than average number of professionals and a higher than average weekly income (see graph below, Weekly Income). Our household and family structure differs slightly from Greater Perth with around 24.7% of households being couples with children compared with 31.6% for Greater Perth. Other household types are on par with the rest of Perth with 24% being couples without children and approximately 30% living alone.

With the completion of the Claremont on the Park development and pending the outcome of the Stirling Highway Density Study, our demographic profile is changing. Our role in future will be to ensure we plan for the demand for services and facilities in relation to age and household type.

Residential development forecasts (undertaken in 2015) assume the number of dwellings in Town of Claremont will increase by an average of 86 dwellings per annum to 6,599 in 2036.

*Information for data and graphs has been sources from Profile.id.com using 2011 Census data and 2015 Forecast data.

10 11

Table 2: Stakeholder Engagement StrategyLake Claremont

Stakeholder Engagement The table below details the stakeholder engagement undertaken as part of the review process for the new Strategic Community Plan.

Level of Engagement

Strategy Methodology Outcome

Engagement 2 x Community Forums

Recruitment of community members for forums:− Direct email to 1800 residents;− Print advertisements in the Post & Western Suburbs Weekly;− Feature article in Town Talk Newsletter;− Website/Facebook promotion.

Attended by 28 residents

Involve Survey Developed & promoted in conjunction with the recruitment campaign. Chance to win a $250 voucher offered as incentive.

50 responses

Involve Survey Postal survey (with an online option) posted to all Town of Claremont households.

550 responses

Engage Youth Forum Students from Shenton College were invited to attend a 2 hour forum. 12 students aged between 12 and 16 attended.

Engage Youth Workshops Two fun and engaging youth events were created to encourage input into ideas and thoughts for relevant youth spaces.

400 youth attended two events.

Engage Councillor Forum A facilitated 1 hour workshop. Full Council (10 attendees)

Engage Staff Workshops 3 x 2 hour workshops with internal staff. 20 staff attended

12 13St Quentins Avenue

RESOURCE PROFILE 2014 - 2015 2015 - 16 2016 - 17

Population 10,410 10,546 10,855

Number of Electors 6,988 7,223 7,146

ToC Employees 73.37 70.94 70.99

Revenue $19,287,388 $21,067,532 $18,665,450

Rates $12,717,913 $13,266,156 $13,886,445

Financial Assistance Grants $480,960 $152,706 $313,788

Other Grants $352,229 $640,740 $268,042

Capital Expenditure $5,203,253 $4,034,491 $4,580,260

Operational Expenditure $16,925,624 $18,516,109 $18,789,913

Value of Assets $112,525,612 $112,344,778 $113,278,282

Resource Capacity

GOLF COURSE A significant upgrade has been undertaken to support the social and financial viability of the facility for the future. The upgrade includes redesign of the course clubhouse and carpark and other minor works. The redeveloped facility will be managed by a private operator, attracting new patronage, reducing the annual ratepayer subsidy and lifting the amenity of the precinct.

CUSTOMER EXPERIENCE The Town is committed to delivering a customer experience that exceeds expectations and demonstrates good practice. This is measured by our customer experience charter.

AQUATIC CENTRE An $8.5M project, plans include an indoor heated pool, new change rooms, a water playground, a meeting/function room, enhanced café facilities and improved parking. The existing 50m and 25m outdoor pools and shaded green open spaces around the pools have been identified as high priorities to be retained.

CLAREMONT ON THE PARK LandCorp’s Claremont on the Park is proudly supported by the Town. The development includes 850 new homes providing a mix of living and business opportunities. The project also includes the redevelopment of the Claremont Football Club rooms to create a state of the art club and facility.

FRESHWATER BAY MUSEUM The Town’s Freshwater Bay Museum is undergoing a redevelopment to provide greater access to heritage, education and culture for the community.

16 17

RELEVANT PLANS & DOCUMENTSCommunity Scorecard 2017Asset Management PlanWorkforce PlanLong Term Financial PlanRecreational Facility Needs StudyDisability Access & Inclusion PlanPrecinct Parking PlanRisk Management PlanClaremont North East Structure PlanStreets and Laneways Activation PlanStirling Highway Local Development PlanClaremont Pool Master PlanFuture Directions 2016-2021 Freshwater Bay Museum Freshwater Bay Museum Management PlanTown Planning Scheme No.3Local Planning StrategyHousing Capacity StudyHeritage ListStreet Tree Master PlanLake Claremont Management PlanForeshore Management PlanWESROC Climate Change Risk Assessment and Adaptation Plan 2010

St Quentins Avenue

Vision & MissionOUR VISION Claremont will develop as a harmonious cosmopolitan town creating opportunities for; community well-being, business prosperity and sustainable living while respecting and celebrating the past.

OUR MISSION We exist to deliver quality services for Claremont today and to build the foundation for the future.

OUR VALUES Respect – We are responsible for how we behave in our workplace and will show respect and courtesy to all of customers and colleagues.

Integrity - We are open, accountable and honest.

Quality Communication - We demonstrate our respect for our community and each other through timely, accurate and understandable communication.

Customer Service - Every contact with a customer is important and an opportunity to demonstrate our commitment.

Excellence – Our focus is quality outcomes achieved on time and on budget.

18 19Avion Way

People

LEADERSHIP & GOVERNANCELiveability Environmental

Sustainability

Strategic Directions Feedback received during the stakeholder engagement process has confirmed the need to continue to focus on these five key areas; Leadership & Governance, Local Prosperity, Environmental Sustainability, Liveability and People.

Local Prosperity

20 21

STRATEGY - Create an environment to support and develop our staff

Performance Indicators• Employee turnover rate stable at less than 16% per annum• Approximately 1% of employee costs committed to staff

training annually• Internal survey results indicate 65% of employees satisfied• EBA negotiations completed within the set timeframe• Annual Performance Reviews undertaken for all staff• Annual staff recognition function held• A minimum of 4 Health, Safety and Wellbeing committee

meetings held annually• Development and implementation of the Town’s Worforce Plan

STRATEGY - Provide the best possible customer experience throughout every interaction we have with our customers

Performance Indicators• Measured through monthly reporting via Council First• Community Perceptions Scorecard

Leadership & Governance ASPIRATIONAL OUTCOME We are an open and accountable local government; a leader in community service standards.

Performance Indicators• Compliance with the Consultation Policy• 9 monthly and 4 quarterly community newsletters

distributed per annum • Community Scorecard Survey undertaken every 3 years

results in above industry average for leadership • A fair balance of publicity on local issues• Reduction in number of complaints relating to inadequate

consultation

STRATEGY - Our stakeholders are well informed and we provide opportunities for community engagement

Performance Indicators• Records management system meets statutory

requirements• Strategy Community Plan meets with the Department of

Local Government standards• The Local Government Compliance Framework

requirements are met• Equal Opportunity Employee Survey completed annually

STRATEGY - Demonstrate a high standard of governance, accountability, management and strategic planning

Performance Indicators• Claremont Way initiatives implemented annually • Industry benchmarking• Employee satisfaction level

STRATEGY - Continually assess our performance and implement initiatives that drive continuous improvement

Performance Indicators• Alternative revenue streams investigated. • Percentage of grant funds per annum no less than 10%

of revenue where Federal and State Government priorities align with the Town

• Rates increase maintained at CPI + 1%• A minimum of four meetings of the Audit and Risk

Management Committee to be held each year

STRATEGY - Manage our finances responsibly and improve financial sustainability

Performance Indicators• Number of partnerships

STRATEGY - Develop and build partnerships that support the Town’s vision

22 23

ASPIRATIONAL OUTCOME We are an accessible community with well maintained and managed assets. Our heritage is preserved for the enjoyment of the community.

Liveability

STRATEGY - Provide clean, usable, attractive and accessible streetscapes and public spaces

Performance Indicators• Underground Power – consultation completed and

community expectation met• Compliance with the Street Sweeping Program• Adherence to the Graffiti Management Policy• Compliance with Litter Act• Adherence to Street Tree Master Plan• Lake Claremont Management Plan implemented annually• Foreshore Management Plan implemented annually• Public Art Policy implemented annually

Performance Indicators• Street Cleaning and Maintenance Program implemented• Claremont Park Master Plan to be reviewed consulted

& modified• Road refurbishment & footpath replacement plan

implemented in line with the Asset Management Plan

STRATEGY - Maintain and upgrade the Town’s asset’s for seamless day to day usage

Performance Indicators• Develop the Bike Plan by 2018• Road refurbishment & footpath replacement plan

executed in line with the Asset Management Plan• Implementation of the Precinct Parking Plan• Sustainability Strategy developed by 2018• Traffic Management Plans developed for all private

schools by 2020

STRATEGY - Promote and support initiatives that improve traffic flow

Performance Indicators• Civic Design Awards, held every two years to reward and

recognise those that contribute to the Town’s historical character

• Provide funding for Mike Balfe Heritage Maintenance Grants

• The Heritage Design Guidelines for new developments are adhered to

• Development applications are assessed with consideration to the requirements of the Australian Heritage Council and National Trust, where applicable

• Local Government Inventory and Heritage List is maintained in accordance the Heritage of Western Australia Act 1990

STRATEGY - Balance the Town’s historical character with complementary, well designed development

Performance Indicators• Claremont Park Master Plan implemented by 2018-19• Town Centre Activity Plan developed by July 2018• Loch Station Precinct Study Plan completed by December 2017• Swanbourne Station Study completed by December 2017• Lake Claremont Parkland consultation and plan completed

by 2018• Freshwater Bay Museum Master Plan Stage 1 implemented

by 2019

STRATEGY - Develop the public realm as gathering spaces for participation, prosperity and enjoyment

24 25

STRATEGY - Facilitate opportunities for social participation, health, learning and inclusion through programmed activities and events

Performance Indicators• Festivals, events & cultural activities - Increase on

Community Scorecard performance rating from 2017• CCH & Library - Increase on Community Scorecard

performance rating from 2017• Museum – Increase on Community Scorecard

performance rating from 2017• Aquatic Centre - Increase on Community Scorecard

performance rating from 2017• Playgrounds, Parks & Reserves - Increase on Community

Scorecard performance rating from 2017

PeopleASPIRATIONAL OUTCOME We live in an accessible and safe community that welcomes diversity, enjoys being active and has a strong sense of belonging.

Performance Indicators• Decrease in the percentage of people concerned about

safety in their neighbourhood as indicated the rating for 2017

• Safety Plan Developed by 2018

STRATEGY - Support local safety and crime prevention

Performance Indicators• Freshwater Bay Museum Management Plan implemented• Aquatic Centre Master Plan implemented• Leases managed and maintained

STRATEGY - Effectively manage and enhance the Town’s community facilities in response to a growing community

Performance Indicators• Get into Health event held annually• Access to Aquatic Centre and parks• Development of an annual Community Health and

Wellbeing Plan• Implementation of the Bike Plan• Upgrade and replacement of footpaths for improved

walkability

STRATEGY - Promote and encourage an active lifestyle through supporting local community clubs, groups and recreation and leisure facilities

Performance Indicators• Annual program of community events and activities

implemented• Community Scorecard results from 2017 improved• Satisfaction level at events greater than 70%

STRATEGY - Recognise and celebrate the Town’s history and culture through arts and events

Performance Indicators• Provide information on clubs on the Town’s website• 85% of the Town’s Community Grants aquitted• Financial support for reserves and clubs maintained

STRATEGY - Provide opportunities for local community groups that supports their capacity and ongoing sustainability

Performance Indicators• Improve the Community Scorecard Performance rating for

services and facilities for young people from 2017• Youth Strategy developed and approved by 2018• Senior Strategy developed and approved by 2019

STRATEGY - Develop and implement a strategy that supports services for seniors and youth

26 27

Environmental SustainabilityASPIRATIONAL OUTCOME We are a leader in responsibly managing the built and natural environment for the enjoyment of the community and continue to demonstrate diligent environmental practices.

Performance Indicators• Develop a Environmentally Sustainable Plan by June 2018• Reduce paper usage through technology• Participate in the Carbon Neutral buy back scheme in

relation to the Town’s fleet vehicles• Adopt a 3 bin recycling system by 2020• Provide community accessible recycling stations batteries

and fluorescent bins at Town facilities by 2020• Facilitate a minimum of 6 community environmental

sustainability themed education sessions including the annual Celebrate Lake Claremont event

• From 2017 all Town buildings and developments to meet the requirements of the National 6 Star Energy Rating

• Celebrate Lake Claremont held annually with Gold Ranking for waste minimalisation

STRATEGY - Take a leadership in the community in environmental sustainability

Performance Indicators• High standard of maintenance to improve efficiency

and water wastage of Town owned reticulation systems through the Asset Management Plan

• Use less water than our permitted allocation as indicated by the Department of Water

• Installation of low water flow devices in all Town facilities by 2018

STRATEGY - Aim for best practice in water usage and waste minimalisation in line with community expectations

Performance Indicators• Annual implementation of the Lake Claremont

Management Plan• Annual implementation of the Foreshore Management Plan• Facilitate a minimum of 3 Lake Claremont Advisory

Committee Meetings per annum• Facilitate a minimum of 3 Foreshore Management

Committee Meetings per annum

STRATEGY - Protect and conserve the natural flora and fauna of Lake Claremont and the Foreshore

28 29

Performance Indicators• Business Incubator Hub research completed by 2018• 4x Business newsletters per annum• 4x Business networking events per annum• Continue to meet the requirements of the ‘Small

Business Friendly’ status at stipulated by the Small Business Development Corporation (WA)

• Facilitate minimum of 4 Claremont Town Centre Advisory Committee Meeting per annum

• Create and initiate opportunities for engagement with local businesses to determine their needs

• Work with the Small Business Development Corporation to implement initiatives and programs that support small business

STRATEGY - Support new and existing local small business and entrepreneurial activity

ASPIRATIONAL OUTCOME Our businesses are thriving and integrated into the life of the Claremont community, and the town centre is known as a premier visitor destination.

Local Prosperity

STRATEGY - Raise profile of the Claremont Town Centre as a visitor destination

Performance Indicators• Maintain and enhance the Claremont Town Centre

online and social media platforms by weekly posting and campaigns to continuously build following

• Marketing budget for Claremont Town Centre expended• Implement the Claremont Town Centre Action Plan

2017/18 and 2018/19

Performance Indicators• Swanbourne Precinct Study completed by December 2018• Loch Street Study completed by December 2017• Town Centre Activity Plan completed by December 2017• Appropriate and sufficient infrastructure (wifi, seating,

amenities, cleanliness, parking) to appeal to customers

STRATEGY - Plan for the development of attractive and thriving activity nodes to support small local business