Integrated Planning Framework
Overall, the City works to an internal Integrated Planning Framework, which aligns the City’s strategic priorities to its planned activities and resourcing requirements. This Framework also builds in reporting requirements to ensure transparency and the demonstration of planned achievements.
The City’s Corporate Business Plan flows out from the Joondalup 2022 and demonstrates the operational capacity of the City to achieve its aspirational outcomes and objectives over the medium-term.
All operational planning and reporting is conducted quarterly and annually through the City’s Annual Reports to ensure priorities are achievable and effectively timed, while the financing is detailed within the City’s Annual Budget.
Other City of Joondalup planning documents can be found in Publications. These documents ensure the City fulfils the requirements of the Department of Local Government’s Integrated Planning and Reporting Framework.
Developing a new Strategic Community Plan 2022 – 2032
2017 Major Review
At its 2017 July Council Meeting (CJ119–07/17 refers), Council considered the outcome of major review process for Joondalup 2022.
The 2017 major review assessed Joondalup 2022’s current structure and relevance in line with community aspirations, and assess whether the Plan is progressing towards its vision, priorities and aspirations. The major review also evaluated the City’s strategic objectives and initiatives by highlighting the major achievements since the Plan’s development, provided progress updates against the transformational projects, and reviewed the City’s strategic key performance indicators for their continued appropriateness and accuracy.
Council subsequently endorsed the revised Joondalup 2022 following community consultation at its 2018 April Council Meeting (CJ062–04/18 refers).
A preliminary assessment had not revealed the need for significant amendments to the document, with the City’s general strategic direction and transformational projects remaining relevant. However, there was a need to adjust some of the City’s strategic KPIs. These adjustments were considered minor in nature, as they did not alter the overall intent or delivery of the plan’s strategic direction.