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The City is committed to demonstrating progressive and responsible leadership.
The Governance key result area (KRA) covers two main outcomes:
- Aligned leadership and direction
- Sustainable and optimal use of City resources.
| Objective | Measure | Target | How we are tracking |
|---|---|---|---|
| G1.1 | Percentage of community that think the City shows leadership in the community | Maintain above 50% | 65% in 2024 63% in 2023 |
| G1.1 | Percentage of community that think the City adequately communicates decisions | Maintain above 65% | 65% in 2024 60% in 2023 |
| G1.1 | Percentage of community that are satisfied with the City's understanding of community needs and prioritisation | Maintain above 62% | 65% in 2024 65% in 2023 |
| G1.2 | Percentage of community that feel appropriately informed about City services, events and activities | Maintain above 67% | 55% in 2024 57% in 2023 |
| G1.2 | Percentage of community that feel satisfied with opportunities to have a say | Maintain above 54% | 53% in 2024 49% in 2023 |
| G1.3 | Percentage of community satisfied with the City's advocacy on behalf of the community to State and Federal government | Maintain above 60% | 61% in 2024 51% in 2023 |
| G2.1 | Percentage of community satisfied with the City of Swan overall | Maintain above 72% | 88% in 2024 86% in 2023 |
| G2.1 | Percentage of community who think the City provides good value for money | Maintain above 50% | 64% in 2024 63% in 2023 |
| G2.1 | Percent of community satisfied with the City's customer service | Maintain above 65% | 79% in 2024 83% in 2023 |
| G2.1 | Financial health indicator | Maintain above 70% | Not available. |
* The Financial health indicator figure is produced by the Department of Local Government, Sport and Cultural Industries and is currently under review. The last reported figure was 91% for the 2020/21 financial year.
Aligned leadership and direction
The City of Swan aims to be a leader across local government, that is proactive and focused on improvement.
We deliver positive community outcomes through community partnerships, engagement and communication.
We strengthen service delivery through successful advocacy and ongoing collaborative partnerships with government, industry, service providers and the community.
The City’s new corporate website went live in October 2023, featuring a clean and aesthetic design, intuitive navigation, simpler language, advanced search functionality, enhanced mobile responsiveness, custom filters, self-service options and a modernised brand.
The Communications and Engagement team distributed dozens of media releases and media responses, conducted 85 consultations, held and supported a wide range of events across Swan, and welcomed more than 1,200 new Australians at our citizenship ceremonies.
In 2023/24, the City continued its service planning approach, providing simple one-page service statements for Council and the community. The City continues to review and improve these annual service plans to provide greater value and transparency to the community, particularly regarding which services and service levels are provided and how we allocate the appropriate resources.
The City completed its annual Community and Business Perceptions Survey with the support of an external market research agency. The survey sought to understand the community’s perception of City services to identify priorities for improvement. The City used the results from the survey to inform the planning process, and all business units thoroughly reviewed the comments to ensure customer feedback was implemented where possible.
In late 2023, the City engaged a consultant to undertake a detailed self-assessment. This is a regular, systematic, and comprehensive review of the City’s management processes and performance against the Australian Business Excellence Framework. The assessment helps to measure the City’s capability to achieve outcomes, clearly defines strengths, and identifies opportunities for improvement. Based on the report and corresponding recommendations by the consultant, the City developed an Organisational Improvement Plan (OIP) to be delivered over two years and is due to be completed by December 2025.
The City’s Financial Advocacy Priorities 2023/2025 list was adopted by Council in April 2024, giving us a more strategic and proactive approach to advocacy.
The Communications and Engagement team distributed dozens of media releases and media responses, conducted 85 consultations, held and supported a wide range of events across Swan, and welcomed more than 1,200 new Australians at our citizenship ceremonies.
In 2023/24, the City continued its service planning approach, providing simple one-page service statements for Council and the community. The City continues to review and improve these annual service plans to provide greater value and transparency to the community, particularly regarding which services and service levels are provided and how we allocate the appropriate resources.
The City completed its annual Community and Business Perceptions Survey with the support of an external market research agency. The survey sought to understand the community’s perception of City services to identify priorities for improvement. The City used the results from the survey to inform the planning process, and all business units thoroughly reviewed the comments to ensure customer feedback was implemented where possible.
In late 2023, the City engaged a consultant to undertake a detailed self-assessment. This is a regular, systematic, and comprehensive review of the City’s management processes and performance against the Australian Business Excellence Framework. The assessment helps to measure the City’s capability to achieve outcomes, clearly defines strengths, and identifies opportunities for improvement. Based on the report and corresponding recommendations by the consultant, the City developed an Organisational Improvement Plan (OIP) to be delivered over two years and is due to be completed by December 2025.
The City’s Financial Advocacy Priorities 2023/2025 list was adopted by Council in April 2024, giving us a more strategic and proactive approach to advocacy.
| Objective | Measure | Target | How we are tracking |
|---|---|---|---|
|
G1.1 |
Percentage of community that think the City shows leadership in the community |
Maintain above 50% |
65% in 2024 63% in 2023 |
| G1.1 | Percentage of community that think the City adequately communicates decisions |
Maintain above 65% |
65% in 2024 60% in 2023 |
|
G1.1 |
Percentage of community that are satisfied with the City's understanding of community needs and prioritisation |
Maintain above 62% |
65% in 2024 65% in 2023 |
| G1.2 | Percentage of community that feel appropriately informed about City services, events and activities |
Maintain above 67% |
55% in 2024 57% in 2023 |
|
G1.2 |
Percentage of community that feel satisfied with opportunities to have a say |
Maintain above 54% |
53% in 2024 49% in 2023 |
| G1.3 | Percentage of community satisfied with the City's advocacy on behalf of the community to State and Federal government | Maintain above 60% | 61% in 2024 51% in 2023 |
We will continue to monitor our performance through the Community and Business Perceptions Survey and respond accordingly.
The City is processing the actions highlighted in the Organisational Improvement Plan, due for completion by December 2025.
The City is processing the actions highlighted in the Organisational Improvement Plan, due for completion by December 2025.
Sustainable and optimal use of City resources
The City provides good governance, which is displayed through our accountable, transparent and financially responsible management of competing community demands.
The Customer Experience team has undergone a significant transformation, expanding from a traditional Monday-to-Friday, 8am-5pm operation, to a comprehensive 24/7 service. This transition represents a considerable enhancement in our ability to support residents around the clock, ensuring that assistance is available at any time.
The City’s Financial Services and Rates team continues to provide financial accountability and the provision of finance-related services internally to the City, including:
The City’s Financial Services and Rates team continues to provide financial accountability and the provision of finance-related services internally to the City, including:
- Successfully completing the 2024/25 budget to allocate resources, putting the City’s Strategic Community Plan (SCP) into action
- A long-term financial plan endorsed by the Council, to ensure the City’s long-term financial sustainability
- Successfully delivering modest increases of 3.5 per cent in the 2023/24 budget to align with the priorities stated in the SCP
- Continuing the administration and annual cost reviews of the seven gazetted Developer Contribution Plans (DCPs) and developing three new DCPs
- Unqualified financial audit for the 2022/23 financial year, completed in November 2023 by the Office of the Auditor General.
| Objective | Measure | Target | How we are tracking |
|---|---|---|---|
|
G2.1 |
Percentage of community satisfied with the City of Swan overall |
Maintain above 72% |
88% in 2024 86% in 2023 |
| G2.1 | Percentage of community who think the City provides good value for money |
Maintain above 50% |
64% in 2024 63% in 2023 |
|
G2.1 |
Percent of community satisfied with the City's customer service |
Maintain above 65% |
79% in 2024 83% in 2023 |
| G2.1 | Financial health indicator | Maintain above 70% | Not available. |
We will continue to focus on responsible oversight of City resources, with particular attention to sound customer service and financially responsible management.