{"id":7583,"date":"2020-02-08T00:00:00","date_gmt":"2020-02-08T00:00:00","guid":{"rendered":""},"modified":"2025-04-15T08:46:25","modified_gmt":"2025-04-15T08:46:25","slug":"marketing-audit-of-the-city-of-wanneroo","status":"publish","type":"post","link":"https:\/\/www.ukessays.com\/essays\/accounting\/marketing-audit-of-the-city-of-wanneroo.php","title":{"rendered":"Marketing Audit of the City of Wanneroo"},"content":{"rendered":"

\n\t\t\t\tExecutive Summary<\/a>
\n\t\t\t<\/h2>\n

\n\t\t\t\tThe city of Wanneroo continues to be one of the largest and fastest growing local government authorities in WA.  The rapid growth rate has a significant impact on the City\u2019s finances and resources.  It is vital to plan for the future through long-term planning and robust asset management practices.  Processes should be in place to ensure the timely maintenance and upgrades of current assets and construction of new facilities for the fast-growing population.  <\/a>\n\t\t\t<\/p>\n

\n\t\t\t\tThe City continues to illustrate a positive financial performance by managing the debt, controlling the expense and managing to keep the rates increase to a minimum.  The City has an operating surplus result that  increased with 37% over the past three years.  Due to the decline in State and Federal grants, the City has to seek alternative income sources to continue to be financially viable.  The City has an estimated replacement cost of $2.6 billion for depreciable assets.\n\t\t\t<\/p>\n

\n\t\t\t\t
Introduction<\/a>\n\t\t\t<\/p>\n

\n\t\t\t\tThe City of Wanneroo (COW) Council is providing services to one of the largest and fastest growing local governments in Western Australia, with Perth\u2019s next major Strategic Metropolitan Centre at Yanchep currently being developed.  The City has a population of 199,882 (Australian Bureau of Statistics and 2018 Forecast ID) with an average annual increase of more than 6% in population growth has occurred over the past decade. The population growth is expected to increase by 95% in 2041. \n\t\t\t<\/p>\n

\n\t\t\t\tThe Council consists of 15 elected members including the Mayor and a workforce of 766 full-time equivalent (FTE).\n\t\t\t<\/p>\n

\n\t\t\t\tThe City\u2019s core function is to deliver a range of services to its customers, the residents within the City of Wanneroo across three wards and 36 suburbs.  The majority of these services are provided through physical assets such as community buildings, facilities, roads, footpaths and open spaces.\n\t\t\t<\/p>\n

\n\t\t\t\t\"\"\n\t\t\t<\/p>\n

\n\t\t\t\tSource: City of Wanneroo Annual Report 2017\/18<\/em>\n\t\t\t<\/p>\n

\n\t\t\t\tThe City\u2019s vision: \u2018Inspired by our past, working to create a vibrant, progressive City, providing opportunity and investment to enable our growing communities to prosper\u2019<\/em> and values: \u2018Customer focussed, Improvement, Accountability, Collaboration and Respect\u2019 <\/em>were revised during 2016\/17 as part of the major review of the Strategic Community Plan (Strategic Direction). \n\t\t\t<\/p>\n

\n\t\t\t\tCouncil has set key community outcomes and Council strategies to achieve the vision.  Delivering service excellence (Customer focused) is a major focus for the Council and part of the values and community outcomes.  A customer-focused approach is when a business developed their marketing plan with the main focus being the customer outcomes, described by Kotler et al. 2013, p. 36.\n\t\t\t<\/p>\n

\n\t\t\t\t\"\"\n\t\t\t<\/p>\n

\n\t\t\t\tThe City\u2019s economic growth for the future includes nine new major activity centres and an industrial area. One of the most significant community outcomes, apart from the development and activation of major activity centres and the Neerabup industrial area, is to create distinctive places based on each area\u2019s identity through area based planning.  Hill et al. 2018, p. 38 describes this approach as geographic segmentation when a market is divided into various geographical entities.   \n\t\t\t<\/p>\n

\n\t\t\t\tThis report is divided into four main sections:\n\t\t\t<\/p>\n

    \n
  1. \n\t\t\t\t\tInternal Company Analysis;\n\t\t\t\t<\/li>\n
  2. \n\t\t\t\t\tMicro Environment Analysis;\n\t\t\t\t<\/li>\n
  3. \n\t\t\t\t\tMacro Environment Analysis;\n\t\t\t\t<\/li>\n
  4. \n\t\t\t\t\tStrength, Weakness, Opportunities and Threats Analysis\n\t\t\t\t<\/li>\n<\/ol>\n

    <\/p>\n

    \n\t\t\t\t1.   Current Market Situation<\/a>
    \n\t\t\t<\/h2>\n

    \n\t\t\t\t1.1.           Internal Business Analysis<\/a>
    \n\t\t\t<\/h3>\n

    \n\t\t\t\tThe City\u2019s long and short term strategic direction is set out in the Strategic Community Plan and aligned to the vision.  Detail can be found in the appendixes.\n\t\t\t<\/p>\n

    \n\t\t\t\tThe key focus for the next ten years is to invest in its rapid growing community through the delivery of infrastructure, programs and services to create more vibrant, progressive, connected, active and inclusive communities.\n\t\t\t<\/p>\n

    \n\t\t\t\t\"\"\n\t\t\t<\/p>\n

    \n\t\t\t\tThe key levels and components of the City\u2019s strategic direction are driven by the Integrated Planning and Reporting Framework that are depicted below:\n\t\t\t<\/p>\n

    \n\t\t\t\t\"\"\n\t\t\t<\/p>\n

    \n\t\t\t\tThe City has a total asset value of $2.7 billion as at June 2018 of which 86% are infrastructure assets, 13% land and 1% IT and plant & equipment.  It is expected that the asset portfolio will grow to $3.5 billion by 2028. \n\t\t\t<\/p>\n

    \n\t\t\t\tA positive operating surplus result is evident in the City\u2019s Long Term Financial Plan and the Audited Financial Statements 2017\/18.  This is due to the City\u2019s high own source operating revenue that covers the overall expenses.  An increase of 35% on the operating surplus result has occurred in the last three years.\n\t\t\t<\/p>\n

    \n\t\t\t\tThe following image illustrates the City\u2019s workforce profile (766 FTE) performance over the past two years:\n\t\t\t<\/p>\n

    \n\t\t\t\t\"\"\n\t\t\t<\/p>\n

    \n\t\t\t\tAustralasian Local Government Performance Excellence Benchmarking Program<\/em>\n\t\t\t<\/p>\n

    \n\t\t\t\tThe City tests its market on a biennial basis and the last results of the community satisfaction\/perception survey highlighted 6 key focus areas which are being addressed through the strategic planning process to ensure improvement in these areas:\n\t\t\t<\/p>\n

      \n
    1. \n\t\t\t\t\tPlaygrounds, parks and reserves\n\t\t\t\t<\/li>\n
    2. \n\t\t\t\t\tStreetscapes\n\t\t\t\t<\/li>\n
    3. \n\t\t\t\t\tSafety and security\n\t\t\t\t<\/li>\n
    4. \n\t\t\t\t\tTraffic management\n\t\t\t\t<\/li>\n
    5. \n\t\t\t\t\tFootpaths and cycleways\n\t\t\t\t<\/li>\n
    6. \n\t\t\t\t\tManagement and control of traffic on local roads\n\t\t\t\t<\/li>\n
    7. \n\t\t\t\t\tSport and recreation facilities\n\t\t\t\t<\/li>\n<\/ol>\n

      \n\t\t\t\t1.2.           External Business Analysis<\/a>
      \n\t\t\t<\/h3>\n

      \n\t\t\t\t\n\t\t\t<\/p>\n

      \n\t\t\t\t1.3.           Micro Environment Analysis<\/a>
      \n\t\t\t<\/h3>\n

      \n\t\t\t\tThe City\u2019s key customers and stakeholders are grouped in the list below:\n\t\t\t<\/p>\n