2015 - 2019 · 2016-02-01 · extract from the financial viability policy shire of augusta margaret...
TRANSCRIPT
Corporate Plan2015 - 2019
Natural Connected Prosperous
Natural Connected Prosperous
Contents
Our Vision 3Our Mission 1
Our Values 1
Sustainability statement 1
Financial viability statement 2
Access and equity statement 2
Profile of townships and villages 3
Governance 5
Chief Executive’s Office 6
Executive Leadership Team 6
Services for our community 7
Business processes framework 12
Business policy framework 13
Environmental analysis 14
Emerging issues 15
Resourcing strategy 17
Our Strategic Direction 20Our strategic goals and measures 21
Goal 1: Valuing the natural environment 22
Goal 2: Welcoming and inclusive communities 27
Goal 3: Managing growth sustainably 33
Goal 4: Vibrant and diverse economy 38
Goal 5: Effective leadership and governance 41
How the documents link 51
Making it happen and reporting back 52
Delivery Program 54Introduction 55
Chief Executive’s Office 56
Directorate Corporate and Community Services 75
Directorate Sustainable Development 122
Directorate Infrastructure Services 143
Linking our goals 170
Our Vision
Natural Connected Prosperous
A prosperous and connected community that values its natural environment and character as it grows sustainably into the future.
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Our Mission
• Respect
• Honesty
• Commitment
• Courage
• Innovation
Our Values
To protect the natural Environment, strengthen our communities, foster local economic prosperity, and Responsibly manage the community’s infrastructure and assets.
“
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The Council recognises that all life has intrinsic value, is interconnected and that biodiversity and ecological integrity are part of the irreplaceable life support systems upon which the Earth depends. Council is therefore committed to using its best endeavours to meet the needs of current and future generations through the integration of environmental protection, social advancement and economic prosperity.
Our five key objectives are:
1. To ensure an integrated proactive approach to managing population growth and providing a high quality sustainable built environment for future generations.
2. To ensure an integrated approach to protecting the natural environment that safeguards biodiversity and provides a sustainable natural environment for future generations.
3. To enhance the quality of community life in the Shire characterised by vibrant participation, cohesiveness, increased social capital and recognition of the need for social justice and community safety.
4. To foster economic prosperity in the Shire and South West Region.
5. To strengthen the Shire’s position as an innovative, independent local government achieving business excellence.
The Shire of Augusta Margaret River strives to achieve these objectives by:
1. Ensuring that the way we govern as a Council is driving the transition to a sustainable future.
2. Leading by example and playing our part in solving the global challenges of sustainability.
3. Valuing and protecting our environment and ensuring the sustainable management and use of natural resources.
4. Planning and encouraging our community to reduce its ecological footprint and enhance its quality of life at the same time.
5. Supporting our community to fully participate in achieving a sustainable future.
6. Assisting business to benefit from and contribute to sustainability.
Extract from the Sustainable Shire of Augusta Margaret River Policy 2013.
Sustainability statement
Our mission is a statement about our fundamental purpose - what we do in partnership with, and on behalf of the whole Shire of Augusta Margaret River community.
Our five core values guide our behaviour and decision making as people and as an organisation and how we strive to lead and serve our community. These are:
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In carrying out its functions the Shire of Augusta Margaret River is to use its best endeavours to meet the needs of current and future generations through integration of environmental protection, social advancement and economic prosperity. (Section 1.3 of the Local Government Act).
This requires ongoing prudent financial management to achieve sustainable outcomes for the community.
The Shire of Augusta Margaret River commits to:
1. Sound fiscal management by working towards:A. Prudent management of assets and liabilities;B. ensuring that revenue and spending decisions have regard to their effect on future generations and ongoing financial sustainability.
2. Ensuring that its decisions on service delivery and the provision and maintenance of infrastructure are made with due regard to available, existing and anticipated future financial resources and competing priorities.
3. Improving its practices including strategic planning and resource sharing at local and regional levels, prudent borrowing and appropriate pricing regimes.
4. Being responsible for funding functions it chooses to undertake in an area of responsibility of other spheres of government, in addition to funding its existing core functions.
Extract from the Financial Viability Policy Shire of Augusta Margaret River 2013.
Financial viability statement
The Shire is committed to providing services to a diverse community, including people with disability, their families and carers. The Shire strives to continually improve access and inclusion for all its community members.
The Shire of Augusta Margaret River commits to –
• All events and services provided by the Shire or on behalf of the Shire being accessible and inclusive of all community members, as far as is practicable.
• Ensuring all future buildings and assets meet the Building Code of Australia which includes compliance with the Access to Premises – Building Standards (2010) under the Commonwealth Disability Discrimination Act (1992).
• Upgrading existing assets, buildings and facilities to meet the Access to Premises standard as they undergo significant refurbishment, renovation or replacement.
• Providing information in alternative formats and to provide access to public information to all members of the community upon request.
• Ensuring all staff, including those contracted, volunteers or agents working on behalf of the Shire provide the same high quality level of service to people with disability as experienced by other community members.
• Providing the same opportunities for people with disability to participate in public consultation and the opportunity to make complaints as received by other members of the community.
• The Equal Opportunities Act (1984), as well as identifying and removing barriers to employment so that people with disability can obtain and maintain employment with the Shire.
The Shire is committed to achieving the desired outcomes of its Disability Access and Inclusion Plan 2014-2016 by taking all practical measures to ensure the implementation of the Plan by its Councillors, staff, agents and contractors.
Access and equity statement
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Profile of townships and villages
The Shire of Augusta Margaret River has an area of approximately 2,240 square kilometres and an extensive coastline with 120 kilometres of beaches, bays and rocky points. The Margaret River flows to the ocean at Prevelly while the Blackwood River flows to Augusta in the south.
Margaret RiverMargaret River is the name of a river, a town and a wine region. The town of Margaret River is approximately 100 kilometres south of Bunbury and 270 kilometres south of Perth and was originally developed as a rural service centre for farming in the area, especially dairying. Margaret River is now the commercial and administrative centre of the Shire and had an estimated population of over 13,168 in June 2013.
Augusta, Kudardup and KarridaleThe town of Augusta is located approximately 310 kilometres south of Perth and 42 kilometres south of Margaret River and is the most south-westerly town in Australia. It is located at the mouth of the Blackwood River on the shores of Hardy Inlet and Flinders Bay. One of Western Australia’s oldest permanent settlements (1830s) and a popular holiday destination, the population was approximately 1,400 in 2013. Kudardup is a village located about 8 kilometres north of Augusta on the Bussell Highway. Karridale is a small village located 14 kilometres north of Augusta.
CowaramupCowaramup is located approximately ten kilometres north of Margaret River on Bussell Highway. The locality got its name from the Aboriginal word for the Purple Crowned Lorikeet ‘Cowara’. In 2013 Cowaramup was a thriving village of some 950 residents and an important focus for the surrounding rural district that is fast becoming a recognised gateway to the Margaret River area.
WitchcliffeWitchcliffe village is located about eight kilometres south of Margaret River on Bussell Highway. It is a quaint village, full of old world charm with a number of unique gift stores and buildings that date back to early settlement times. Its population is currently less than 100 but significant residential growth is planned pursuant to the ‘Witchcliffe Village Strategy 2012’.
Prevelly/GnarabupPrevelly is a coastal residential area located around nine kilometres west of Margaret River on the coast. Its location is near the meeting of the Margaret River and ocean providing views of the sea and coastline. International surfers meet at the point (Main Break) for a number of annual professional surf contests. The Gnarabup subdivision is located immediately to the south of Prevelly and the population of these localities in 2013 was approximately 570.
GracetownGracetown is coastal village located on Cowaramup Bay about 12 kilometres west of Cowaramup and 16 kilometres north-west of Margaret River. Gracetown had around 152 dwellings in 2013, many of which are holiday homes.
Rosa BrookRosa Brook is located approximately 13 kilometres east of Margaret River and were some of the original settlements. It is predominantly an agricultural area of beef and dairy farms with a population over 400 people in 2011.
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We are committed to using our best endeavours to meet the needs of current and future generations through integration of environmental protection, social advancement and economic prosperity.
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Governance
In carrying out our functions we are required to use our best endeavours to meet the needs of current and future generations through integration of environmental protection, social advancement and economic prosperity. With the combined efforts of Council, the Chief Executive’s Office, the Executive Leadership Team and staff, we provide leadership and management of our Shire.
CouncillorsStrong civic leadership is an essential component of community governance. Our Shire is represented by seven people elected by the community every two years. Councillors represent the community’s interests, provide leadership, facilitate communication between the Council and community, and participate in the decision making process. The Shire is divided into three wards (electoral districts): Leeuwin Ward with two representatives, North Ward with three representatives and Margaret River Ward with two representatives. Councillors are elected from each ward for a term of four years.
CouncilThe Shire President and six elected Councillors form the governing body of the Shire. They establish policies and decisions that drive the strategic direction of the Shire and are accountable for delivering what the community has identified as necessary for its economic, social, environmental and cultural wellbeing. These decisions are made at Council Meetings or Committee of Council Meetings. Each incoming Council holds a ballot for the Shire President to carry out specific actions delegated to this role.
Council meetingsOrdinary meetings of the Council are held every second and fourth Wednesday of the month commencing at 5.30pm. Generally meetings are held at the Civic Administration Centre in Margaret River but
meetings are also held in Augusta and as advertised. Council Agendas and Minutes are published every fortnight and are available on the Shire website for public viewing at www.amrshire.wa.gov.au
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Council
Chief Executive’s Office
Sustainable Development
Corporate and Community
Services
Governance and Marketing
Human Resources
Environmental Health and Waste Services
Community Development and Safety
Planning and Development Services
Customer and Information Services
Library Services
Sport and Recreation Services
Financial Services
Infrastructure Services
Asset Services
Works
Council
Directorate
Business Unit
Each local government employs a Chief Executive Officer to employ and manage staff and to provide advice to its Council and administer the day to day operations of the local government. Chief Executive Officers are appointed by Council. The Chief Executive Officer is the conduit between the elected members of Council and the local government staff. All staff receive their direction from and are responsible to the Chief Executive Officer. The Chief Executive Officer has three directorates managed by an executive team to oversee the functions of the local government.
The Chief Executive’s Office leads the Executive Leadership Team and is responsible for the Chief Executive’s Office and the three Directors, namely Director Corporate and Community Services, Director Sustainable Development and Director Infrastructure Services.
Chief Executive’s Office
Executive Leadership Team
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Services for our community
The Chief Executive’s Office is responsible for the management of the Shire in accordance with the strategy, policies and programs approved by Council. The Chief Executive Officer is also responsible for the employment, management, supervision and direction of all Shire employees. The following business units report directly to the Chief Executive Officer:
Governance
• Administers Council and Committee meetings and provides support to the Shire President and Councillors. Governance is also responsible for the implementation and monitoring of good governance programs at the Shire and the issuing of commercial trade permits.
Marketing
• Develops marketing strategies and plans to promote the range of facilities, programs and services delivered by the Shire while working with other government departments and industry associations to promote the Shire on tourism related projects and administering the icon event funding and sponsorship packages.
Human Resources• Human Resources provide support and advice to the organisation to
meet the current and future workforce needs. Functions include Human Resources (employment, performance, training and payroll); Occupational Safety, Health and Wellbeing; and Workforce Planning (Human Resources Information System administration and workforce planning, views and reporting).
The Corporate and Community Services Directorate is responsible for providing strategic direction, management and leadership for the directorate and providing strategic input and advice as a member of the Executive Leadership Team. The directorate undertakes the delivery of Integrated Planning and Corporate Reporting, Risk Management, strategic projects and policy and provides an interface between the Shire, elected members, media and the community.
Financial Services • Revenue calculates, administers and collects property rates while ensuring
the completeness and integrity of the Shire’s property records. In addition the business unit determines the fees and charges that apply for Shire services and facilities and raises and collects debts for sundry business services such as property leases and usage of Shire facilities.
• General Financing administers the Shire’s investment and loan portfolios and financial reserves to ensure compliance with Council policy.
Chief Executive’s Office
Corporate and Community Services Directorate
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• Finance delivers financial support and information to internal and external customers for the purpose of decision making and reporting while ensuring compliance with financial legislation and regulations. The business unit prepares the Shire’s annual budget and long term financial plan and monitors financial performance against the budget and plan targets, and calculates, reviews and analyses monthly, year to date and annual financial results.
Customer and Information Services
• The Customer and Information Services business unit is responsible for the communication and information systems of the Shire and undertakes strategic planning of these systems to ensure the Shire delivers high quality customer service.
• Customer Relations – The Customer Service Centres at the Margaret River and Augusta offices deliver the Shire’s one-stop-shop counter service, respond to telephone enquiries, and provides Department of Transport licensing services. Internally, the team delivers customer service training and support, and maintains customer information and systems.
• Records - The function of the Records Business Unit is to support the Shire’s recordkeeping, including maintaining recordkeeping systems and delivering recordkeeping training. A Freedom of Information and Public Information Disclosure service is provided to external customers. The unit is also responsible for ensuring compliance with the State Record Act and other relevant legislation.
• Information and Communication Technology – Providing desktop maintenance and support for the Shire’s computers and servers including daily backup and on-demand restore services and disaster recovery planning and maintenance.
• Caravan Parks provide an affordable and quality holiday experience through caravan and camping sites and facilities in Augusta and Alexandra Bridge. There is also the provision of low cost accommodation to long term residents.
Community Development and Safety
• Community Development fosters community capacity and resilience through the provision of community development practices, initiatives and information. These actions centre on youth programs and facilities, in addition to programs such as active ageing, community safety and crime prevention, disability access and inclusion, arts and culture, heritage, volunteering, community grants, minor events, advocacy, support and capacity building.
• Rangers enable and support a safer community through education, monitoring, enforcement and compliance administration of relevant local laws and state government legislation.
• Community and Emergency Services in partnership with the community, stakeholders and Department for Fire and Emergency Services aims to improve community safety practices and provide timely, quality and effective emergency services across the areas of prevention, preparedness, response, and recovery.
Sport and Recreation Services
• Recreation Centres – The Shire is committed to providing high quality
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sporting facilities which encourage community participation and the promotion of fitness and wellbeing. Two recreation centres with aquatic facilities operate in Margaret River and Augusta with gymnasiums and a variety of group fitness and court sport programs. The Margaret River Recreation Centre also operates a café and catering facility in addition to a crèche service for its patrons. The centre also manages the seasonal beach lifeguard service at the Rivermouth beach and coordinates bookings for the Gloucester Park ovals and halls.
• Childcare - Operating out of the Margaret River Recreation Centre, the crèche provides a facility to enable parents to utilise the centre while providing affordable childcare. A Kids Club operates as an accredited Out of School Hours Care and Vacation Care service for ages up to 12 years. Supplementary services include birthday parties and bouncy castle hire.
Library Services
• Providing a library and information service to the community to foster lifelong learning and support the development of literacy in our community. The Libraries serve as a community hub for all ages to meet, work, read and relax both at the regional library in Margaret River and the branch in Augusta. The library collection of reference materials, books, DVDs and CDs, magazines, newspapers and other resources meets the needs of a diverse community, including a 24/7 library service with on-line capabilities. The ‘Cocoon’ emerging artists’ gallery space and an edible community garden at the Augusta Margaret River Regional Library encourage community involvement, while programs for children and adults in partnership with other organisations, including the Curtin University Wine School, are ongoing.
The Sustainable Development Directorate is responsible for providing strategic direction, management and leadership for the directorate and providing strategic input and advice as a member of the Executive Leadership Team. A key function is the delivery of strategic projects and policy, implementing Council’s Land Asset Management Plan and providing an interface between the Shire, elected members, media and the community.
Planning and Development
• Planning and Development - To ensure appropriate management of the natural and built environment in the Shire, the Planning and Development business unit undertakes forward planning to guide growth and also implement control over development. Guidance to future development is provided through administration and review of the Shire’s Local Planning Strategy, and implementation and preparation of various planning policies, research and strategies. Sustainable development initiatives are pursued through projects undertaken by the Shire and through guidance to private development. The provision of a variety of mapping information is made available to the community through the public IntraMaps mapping service, and to the organisation through administration of the Shire’s Geographic Information Systems. Environmental protection and enhancement is progressed through initiatives such as the Shire’s Biodiversity Incentive Strategy and the Local Energy Action Plan.
• Building Services - Ensuring that buildings provide a safe, efficient and healthy environment. Building Services ensure that development meets or exceeds the requirements of the Building Code of Australia.
Sustainable Development Directorate
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Infrastructure Services Directorate
Environmental Health and Waste Services
• Environmental Health contributes to a healthy, safe and sustainable community by providing for the assessment of factors that may impact on health of residents and visitors to the area and developing appropriate plans, polices and strategies to prevent, correct, control and protect environmental health within the region.
• Waste Services provide a sustainable waste management service for the community through the provision and management of appropriate waste disposal facilities and services including landfill and transfer station operations, recycling, kerbside domestic and recycling collection and waste water treatment operations.
The Infrastructure Services Directorate is responsible for providing strategic direction, management and leadership for the directorate and providing strategic input and advice as a member of the Executive Leadership Team. There is responsibility for delivering strategic projects and policy and to provide and maintain Shire assets to ensure these are safe and meet the needs of the community. The directorate also provides an interface between the Shire, elected members, media and the community.
Asset Services
• The Asset Services business unit oversees the development and maintenance of asset registers and asset management plans for the Shire’s asset portfolio including roads, buildings, drainage, footpaths, bridges, airstrips, boating facilities and foreshore and recreation infrastructure. It also ensures that infrastructure provided in private developments and subdivisions meets Shire specifications. Other functions include project planning and management, administration of Shire managed land and reserves, environmental management and landcare, and the maintenance of Shire buildings.
Works
The Shire operates depots in Margaret River and Augusta.
• Works Administration – Providing administration, management and leadership for Construction, Operations, Workshop and Survey and Design Services and manages the Shire’s Capital Works Program
• Construction - Constructs new infrastructure and undertakes maintenance of roads, paths, kerbs and drainage, car parks, streetscapes and foreshore facilities. •
• Operations - Maintenance extends to roadside signage, boating facilities and airstrips. Development of the Shire’s parks, gardens, reserves and the Shire cemeteries at Karridale and Margaret River. Parks and Gardens also undertakes regular maintenance of parks, gardens, reserves, cemeteries, road reserves, dangerous trees and the recycled water system including testing. The management of fuel loads in parks and reserves is also a key function.
• Survey and Design Services and manages the Shire’s Capital Works Program Survey and Design - Undertakes surveys and engineering design for key Shire infrastructure projects.
• Workshop – Purchase and maintenance of the Shire’s vehicle and plant fleet and equipment.
We will pursue careful and balanced planning of community facilities and services to meet the demands and expectations of the community.
Business processes framework
Strategic Processes
Strategic Planning Outcomes 10 - 20 years
Council Meetings and Agendas
Maintenance
Roads
Drainage
Bridges
Paths, Walkways and Trails
Parks and Gardens
Buildings
Land Administration -
Leases and Permits
Corporate Planning Reporting Human Resources Accounting Revenue
Information Technology and Communication
Records Website Public Relations Legal Planning Legal ContractualGeographic
Information System (GIS)
Works Programming
Works Purchasing Surveying Fleet
Management
Support Services
Environmental HealthIcon EventsCultural CentreCommunity
Development
Building Licensing
Event Assessment
Economic Support
Fitness and Gym
Caravan Parks and Camping
Grounds
EnvironmentalFood Premises AssessmentRatesChildcareCemeteries
WasteRecycling
Planning ComplianceLibrariesAquaticRangers
Infrastructure Customer Advisory
Sustainability Advisory
Department of Transport Licensing
Beach Lifeguards
Fire Break Assessment
Infrastructure Subdivision and
Development Assessment
Statutory Planning
Assessment
Customer Advisory, Reception and Switch
Recreation Centres and
Sporting Group Support
Community Fire and Emergency
Services
Local Planning Scheme and Strategies Financial Planning
Corporate Planning Strategies4 years Land Asset Planning Asset Management Planning
Operational Planning - Projects, Services and Budget
1 year
Governance Framework - Policies and Delegations Workforce Planning
Customer ServicesInfrastructure Services
Construction
Roads
Drainage
Paths, Walkways and Trails
Parks and Gardens
Buildings
Risk Management
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Business policy framework
Sustainable Augusta Margaret River(Overarching Sustainability Policy)
Goal 1: Valuing the natural environment
Goal 2: Welcoming and inclusive communities
Goal 3: Managing growth sustainably
Goal 4: Vibrant and diverse economy
Goal 5: Effective leadership and governance
• Waste management
• Biodiversity protection
• Water conservation and quality
• Carbon pollution reduction policies
• Parks and gardens policies
• Cultural development policies
• Recreation policies
• Emergency management policies
• Disability, youth and seniors policies
• Planning policies
• Building policies
• Asset management policies
• Infrastructure management policies
• Economic development policies
• Tourism strategy
• Events management policies
• Governance policies
• Business excellence
• Code of conduct
• Governance manual
• Customer Service Charter
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Environmental analysis
The environmental analysis identifies possible or probable effects of external forces and conditions on the organisation.
The estimated resident population of the Shire was 13,600 as at June 2014, an increase of 18.89% over the 2006 population of 11,143 with an average growth rate of 2.5% over the past 4 years – Source: ABS) Table 1 summarises the estimated permanent resident population change between 1991 and 2014.
As a popular tourist destination it is important to recognise that there are a large number of transient residents and fly in fly out workers in the region which are not reflected in the Estimated Resident Population statistics. Underpinning the service population in the Shire these transient residents have been estimated in the Shire’s Local Planning Strategy
to account for an additional 30% of the permanent residential population.
Table 2 summarises the Shire population projections prepared for the Australian Government Department of Health and Ageing by the ABS in 2008, and by the WA Planning Commission in 2012. This indicates that the population of the Shire could increase to over 17,000 by 2026.
Although it is difficult to project population change in growth areas over strategic time frames, it is clear that the growth of the Shire over the next 20 years will be significant in view of the anticipated outcomes of the Super Towns initiative, the Local Planning Strategy and adopted townsite strategies.
1991 1996 2001 2006 2011 2013 2014p 20151
Shire of AMR 6,218 8,106 10,187 11,143 12,228 13,168 13,600 14,200Change - 1,888 2,081 956 1,176 940 432 600Inter-censual average annual growth rate - 5.4% 4.7% 1.8% 2% 3.8% 2.5% -
Average annual growth rate 1991-2011 3.5% - 3.8
Source: Projections reflect possible population outcomes based on recent growth indicators - a higher or lower population may be achieved (the ABS will publish preliminary 2015 ERPs in April 2016) and ABS Regional Population Growth (r: rebased) and Shire of AMR (p: preliminary).
Table 1: Estimated Resident Population 1991-2014
2011 2016 2021 2026Dept of Health and Ageing2 12,820 14,218 15,637 17,040WA Tomorrow 20123 13,000 14,400 15,800 17,200
Table 2: Shire of Augusta Margaret River – Population Projections 201-2026
Source: 1. Customised projections prepared for the Australian Government Department of health and Ageing by the ABS. The projections are not official ABS data. 2. Band ‘C’ (median) projections. Western Australia Tomorrow, WAPC, 2012.
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Emerging issues
In planning to meet the needs of the community the Shire faces external pressures which impact on the ability to provide services and infrastructure.
Servicing community and visitor expectationThis area is an increasingly popular place to live and visit and there is growing pressure on the Shire and its various settlements to provide a high level of service to the community. This relates to the large range of services that the Shire provides through its various business units and includes roads, waste services, recreation and aquatic facilities, drainage, community support, planning and building, parks and reserves, libraries and many more.
The Shire is an area that attracts people from all over Australia and the world to settle and visit. This places the Shire at a considerable advantage in terms of economic growth, social diversity, vibrancy and profile. This also results in a high level of expectation in terms the level of facilities and services provided in the Shire. This level of service is also raised by the profile the Shire has both as a Super Town and as one of Australia’s premier tourist destinations.
The Shire is well placed to continue to provide high levels of service however this capacity will continually be challenged by its regional location, changing funding environment and increasing costs associated with delivering services.
Waste managementForward planning is vital for the strategic and sustainable development of the Shire’s landfill and waste management services into the future. Currently, changing state government enforced environmental compliance regimes for landfill operations has placed significant monetary burdens on regional local government authorities across the state who manage landfills. This regime change has required the Shire to review its current waste
disposal operations and services to ensure future waste service operations can be financially sustainable and environmentally compliant.
To effectively manage waste services in an economically and environmentally compliant manner both now and into the future the Shire will require an injection of funds to meet current environmental landfill standards, investigate viability options for future waste disposal services to avoid unwarranted investment, and build up reserves so that final disposal configurations can be funded without significant shortfalls.
Asset managementSustainable management of Shire assets is not only a legislative requirement but also a duty of care. Changes in technology, changes in user needs and ongoing renewal require constant review of assets in respect of social, economic and environmental suitability.
The key issues facing local governments throughout Australia include:
• Ageing infrastructure requiring attention not previously needed or planned for;
• Long lived assets such as roads, drainage and buildings presenting challenges as their condition and longevity can be difficult to determine; and
• The increasing demand in terms of quality and standards.
The Shire’s present funding levels are insufficient to continue to provide existing services at desired service levels. There are risks associated with providing the service and not being able to complete
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all the identified maintenance activities such as:
• Asset failure that can result in injury to staff or public and damage to property;
• Public liability and the financial implications;
• Financial implication of unfunded and unplanned infrastructure failures requiring immediate replacement;
• Disruption of the community as well as wider social and economic impacts due to disruption or discontinuing of service;
• Non-compliance with legislative requirements;
• Increased dissatisfaction of rate payers; and
• Reputation and media reaction.
The WA’s Local Government (Administration) Regulations 1996 has been amended to require each local government to adopt a Strategic Community Plan and a Corporate Business Plan which together form a plan for the future. The asset management plan is an informing strategy to both the Strategic Community Plan and the Corporate Business Plan. The Department of Local Government has released an Advisory Standard for the key elements of integrated planning which were required to be met by 30 June 2013.
The following Key Performance indicators will be submitted:
• Asset consumption ratio – which highlights the aged condition of the Shire’s stock of physical assets;
• Asset renewal ratio – indicates whether the Shire has the financial capacity to fund asset renewal as required; and the
• Asset sustainability ratio – measures the extent to which assets are being replaced as they reach the end of their useful lives.
Increasing costs of infrastructureThe costs of providing infrastructure have risen significantly in recent years, partly driven by increasing competition in the labour market and also due to increases in the costs of materials. In particular the costs of delivering infrastructure in the Shire have increased and can be comparatively higher due to issues including:
• Increasing costs of compliance with higher standards of delivery required by legislation and standards;
• A comparatively small number of contractors available to undertake specialised infrastructure projects that are specific to the nature of services that the Shire provides;
• Remoteness from key materials and the limited economies of scale available when providing services at a distance from similar providers;
• Decreasing availability of local construction materials, particularly gravel and sand, and increasing difficulty in obtaining approvals to access these materials; and
• A large number of assets that require renewal in the life of the Long Term Financial Plan and a limited amount of financial resources available to the Shire.
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Resourcing strategy
To support the Corporate Plan, the Resourcing Strategy outlines the Shire’s capacity to manage assets and deliver services over the next ten years.
The Resourcing Strategy is comprised of four plans, a Long Term Financial Plan, an Asset Management Plan, the Workforce Plan and the ICT strategic framework. When integrated these plans ensure that the Shire delivers the appropriate level of service to its community through the optimal utilisation of its resources.
Long Term Financial PlanThe Long Term Financial Plan outlines the Shire’s operating and capital expenditure and revenue projections for the next ten years. The Plan is predicated on the basis of a number of key assumptions regarding property growth, property rates, revenue growth, number of employees, inflationary increases to costs and changes in service levels. Key inputs to the plan are the Shire’s Asset Management Plan and the Workforce Plan.
The Plan has the objective of achieving a balanced budget position each year. This outcome anticipates any surplus funds are used for the renewal of assets and to increase reserves so new or upgraded assets can be funded in future years. A prudent and conservative financial approach has been adopted to ensure effective stewardship of the Shire’s assets.
Apart from the standard series of statutory financial statements a key outcome of the plan is the Shire’s expected performance measured in accordance with the prescribed financial management ratios. These ratios are:
• Operating surplus ratio;
• Current ratio or working capital ratio; and
• Debt service cover ratio.
The financial information is also used to calculate the
following asset management ratios:
• Asset consumption ratio;
• Asset sustainability ratio; and
• Asset renewal funding ratio.
Asset Management PlanThe overall asset management plan describes how the Shire’s infrastructure assets are used to assist with achieving the priorities established in the Community Strategic Plan and sets out plans to ensure they are managed in an effective way consistent with the Shire’s corporate objectives. While providing an overview of all Shire infrastructure assets the plan will focus on buildings, parks and ovals, transport assets and waste management assets.
The asset management plan sets out key issues and identified gaps in terms of sustainability, sufficiency and performance of the Shire’s infrastructure asset portfolio, taking account of service needs across the Shire and assessment of asset condition and investment needs. Based on these assessments, the asset management plan sets out priorities for corporate actions and investment to ensure the Shire is making best use of resources and assets are “fit for purpose.”
The aim of the plan is to:
• Demonstrate responsible stewardship of the Shire’s infrastructure assets;
• Provide the basis for compliance with legislative requirements;
• Provide a basis for customer consultation on
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levels of service and price/quality trade-offs;
• Manage the social, financial and environmental risks associated with providing infrastructure assets;
• Achieve savings by optimising life cycle activities; and
• Assess key performance indicators for asset management.
The content of the plan focuses on asset management activities over the next ten years to demonstrate alignment with the Long Term Financial Plan as well as the Community Strategic Plan and Corporate Plan. This is accomplished through the inclusion of a capital works program from the Asset Management Plan into the Long Term Financial Plan.
Sustainable management of Shire assets is not only a legislative requirement but also a duty of care. Changes in technology, changes in user needs and ongoing renewal require constant review of assets in respect of social, economic and environmental suitability.
Key issues facing the Shire of Augusta Margaret River and local governments throughout Australia include:
• Ageing infrastructure requiring attention not previously planned for;
• Long lived assets such as roads, drainage and buildings presenting challenges as their condition and longevity can be difficult to determine; and
• Increasing demand in terms of quality and standards.
The Shire’s present funding levels are insufficient to continue to provide existing services at desired service levels. There are risks associated with providing the service and not being able to complete all the identified maintenance and renewal activities such as:
• Asset failure that can result in injury to Shire staff or members of the public and damage to property;
• Public liability and the associated financial implications;
• Financial implications of unfunded and unplanned infrastructure failures requiring immediate replacement;
• Disruption to the community as well as wider social and economic impacts due to disruption or discontinuing of service;
• Non-compliance with legislative requirements;
• Increased dissatisfaction of rate payers; and
• Shire’s reputation and media reaction.
The asset management plan not only looks at why and how much funding shortfall there will be but also investigates the options available to address these shortfalls which will include:
• Improving asset knowledge so that data accurately records the asset inventory, how assets are performing and when assets are not able to provide the required service levels;
• Improving efficiency in operating, maintaining, renewing and replacing existing assets to optimise life cycle costs;
• Identifying and managing risks associated with providing services from infrastructure;
• Making trade-offs between service levels and costs to ensure that the community receives the best return from infrastructure;
• Identifying assets surplus to needs for disposal to make saving in future operations and maintenance costs;
• Consulting with the community to ensure that infrastructure services and costs meet community needs and are affordable;
• Developing partnerships with other bodies, where available, to provide services;
• Seeking additional funding from governments and other bodies to better reflect a ‘whole of government’ funding approach to infrastructure services; and
• Levels of service in some areas will have to be reduced unless new sources of revenue are found.
Asset management within the Shire of Augusta Margaret River is a continuous process of improving practices in order to optimise community benefits from assets while balancing this against the community’s ability to pay for services. This will be supported by an Asset Management Improvement Program informed
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by the Asset Management Improvement Strategy and the Asset Management Plan.
Workforce PlanThe Shire’s Workforce Plan has been developed to ensure the Shire has the capacity and capability to deliver our Community Strategic Plan objectives now and into the future.
Key elements of the Workforce Plan include:
• Workforce analysis and profile;
• Workforce risks;
• Workforce growth forecast;
• Critical roles and succession plans;
• Workforce strategies and action plan; and
• Workforce sustainability measures and performance.
The Shire has undertaken a comprehensive workforce analysis and has identified those factors that may impact upon the Shire’s capacity and capability to deliver services and products now and into future.
Key challenges facing the Shire are:
• Scarce resources to meet current service and project demands;
• Wage and employment conditions pressures;
• Ageing workforce;
• Skills shortage;
• Ineffective corporate systems; and
• Increases in legislative compliance requirements.
The Shire over the next four years has endorsed key initiatives to be undertaken to enhance the Shire’s capacity and capability to deliver services and products now and in future:
• Implement workforce growth of three (full time equivalents) over the next four years;
• Renew Enterprise Bargaining Agreement;
• Undertake workforce reviews;
• Develop an integrated performance management system;
• Implement emerging leadership program;
• Implement on-line training and induction program; and
• Implement career growth plans.
The Shire’s Workforce Plan has had to be significantly modified to ensure a balanced Long Term Financial Plan is achieved, that will ensure the Shire’s long term sustainability. As such this will challenge the workforce to be able to meet current and future service demands and limited workforce growth opportunities, will require the Shire to review its workforce and service models.
Information and Communications Technology Strategic FrameworkInformation is a strategic resource that underpins the key functions and decision making processes of the Shire. The way information is managed, including the technology to support it is central to business practices and enables services delivered by the Shire to best meet community needs and the priorities set by Council.
The ICT Strategic Framework allows for the effective management of information and technology to ensure that the Shire’s ICT systems are controlled and maintained and are adequate and appropriate to deliver the services required by the community.
The Shire has in place a State Records approved Recordkeeping Plan as well as an Information Technology Strategic Plan and Disaster Recovery Plan which form a part of the Framework.
Our Strategic Direction
Natural Connected Prosperous
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Valuing the natural environment
KPI1: Improvement in the management and quality of the environment
KPI2: Increase in % of waste diverted from landfill
Our strategic goals and measures
Key performance measures
KPI5: Development occurs in a manner consistent with the Local Planning Strategy
KPI6: Achieve a high level of liveability for the residents in the Shire
Managing growth sustainably
Welcoming and inclusive communities
KPI3: Percentage of population using Recreation Centres
KPI4: Increased use of the Shire Libraries
Vibrant and diverse economy
KPI7: Increased participation rates at icon events
KPI8: Increase in tourist numbers visiting the Shire
Effective leadership and governance
KPI9: Financial ratios are trending positively
KPI10: Increasing satisfaction in the biennial Community Satisfaction Survey
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Goal 1: Valuing the natural environmentThe community values the natural environment and unique biodiversity of the region and seeks to protect and enhance it for current and future generations. The Shire has a responsibility to protect the environment through planning for the future and to proactively respond to key environmental issues.
Community Outcome
1.1 Healthy waterways and foreshore KPI Improvement in quality of waterways
Shire Strategic Response Activities and Priorities
1.1.1 Develop partnerships to maintain and improve the quality of beaches, waterways, rivers and wetlands
1.1.1.1 Commence implementation of Hardy Inlet Water Quality Improvement Plan - Augusta townsite stormwater treatment
1.1.1.2 Implement actions from the State of the Environment Report
1.1.1.3 Implement findings of the District Water Management Strategies in conjunction with development in these areas
1.1.1.4 Maintain partnership with Cape to Cape Catchment Group
1.1.1.5 Maintain partnership with Lower Blackwood Landcare
1.1.1.6 Review the State of the Environment Report
1.1.1.7 Construct bioretention basin in Doyle Road to treat stormwater from Station Road precinct
1.1.2 Manage responsibly coastal areas under the Shire’s control
1.1.2.1 Complete construction of a trail from Flinders Bay to Augusta Boat Harbour. Apply for funding to extend trail from Augusta Boat Harbour to Ringbolt Bay
1.1.2.2 Work with Leeuwin Tourism Precinct Group to finalise the alignment of a trail/path from Flinders Bay to Cape Leeuwin
1.1.2.3 Ongoing implementation of Cape Mentelle to Gas Bay Foreshore Plan (subject to funding)
1.1.3 Implement measures to improve the quality of water entering catchments
1.1.3.1 Implement Landfill Environmental Improvement Plan and Landfill Closure Management Plan
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Community Outcome
1.2 Climate change response KPI The Shire has a planned response to climate change
Shire Strategic Response Activities and Priorities
1.2.1 Plan proactively and respond to climate change
1.2.1.1 Develop a draft Climate Change Response Plan
1.2.1.2 Implement a Carbon Emission Monitoring Program
1.2.1.3 Implement the Local Energy Action Plan (LEAP) including tree planting and green power to offset carbon emissions, investigate LED lighting on Gloucester Park sport ovals and provision of resources support toward community wind farm
1.2.2 Reduce the Shire’s corporate carbon emissions to meet adopted targets
1.2.2.1 Monitor environmental waters (recreational) through monthly (seasonal) samplings
1.2.2.2 Implement budgeted actions from the Local Energy Action Plan
1.2.3 Assist the community to reduce their carbon emissions to meet adopted targets
1.2.3.1 Implement budgeted actions from the Local Energy Action Plan
1.2.3.2 Complete installation of Royal Automobile Club (RAC) electronic vehicle charging infrastructure on Shire property in accordance with funding agreement
1.2.4 Implement measures to conserve water as a precious resource
1.2.4.1 Oversee operation of the Margaret River Recycled Waste Water Scheme
1.2.4.2 Complete the waterwise landscaping project
1.2.4.3 Deliver the Public Open Space (POS) annual program on time and on budget
1.2.4.4 Deliver the annual Tree Planting Program on time and on budget
1.2.5 Encourage the adoption of renewable energy
1.2.5.1 Implement budgeted actions from the Local Energy Action Plan
1.3 Sustainable waste management KPI Provision of viable waste service for the Shire for the next 25 years and reduction in per person volume of waste being put in land fill
1.3.1 Reduce environmental impact of waste and maximise conservation of natural resources
1.3.1.1 Management of Shire Waste Facilities (including Transfer Stations, Landfill, Septage Plant) to DER licence requirements
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Community Outcome
Shire Strategic Response Activities and Priorities
1.3.1.3 Implement kerbside recycling in Augusta
1.3.1.4 Progress Regional Waste Management initiatives with City of Busselton
1.3.1.5 Pursue grants to support and or expand service delivery and infrastructure development in line with strategic goals as required
1.3.1.6 Construct and open a new cell at the Davis Road Waste facility
1.3.1.7 Provide a report to Council on preferred waste disposal options for the Shire for the next 5 years and for Council to adopt a position
1.3.1.8 Development of a Davis Road Transfer Station (truck - transfer)
1.3.1.9 Manage sampling and monitoring requirements of landfill and septage plant in accordance with Department of Environment and Regulation (DER) environmental licence requirements
1.3.2 Reduce raw material use and increase materials and energy recovery
1.3.2.1 Implement Strategic Waste Management Plan
1.3.2.2 Review Strategic Waste Management Plan
1.3.3 Reduce the amount of corporate waste to landfill generated in the Shire’s operations
1.3.3.1 Develop a corporate waste reduction strategy
1.3.4 Encourage the community to reduce, reuse and recycle
1.3.4.1 Prepare a community education strategy for waste management to support the Strategic Waste Management Plan (funding dependent)
1.4 Ecology and biodiversity protection
KPI Increased areas of environmental significance are protected through zoning and/or conservation covenant
1.4.1 Collaborate with State Government to protect the biodiversity of the Shire
1.4.1.1 Prepare Management Plans for major Shire reserves
1.4.1.2 Provide environmental management and landcare services
1.4.1.3 Work with Department of Parks and Wildlife to achieve an appropriate balance between conservation and park use
1.4.1.4 Liaise with State Government on bushfire strategies and resourcing
1.4.1.5 Implement Biodiversity Incentive Strategy
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Community Outcome
Shire Strategic Response Activities and Priorities
1.4.1.6 Implement Leeuwin Naturalist Ridge Statement of Planning Policy
1.4.1.7 Prepare environmental and sustainability strategy
1.4.1.8 Undertake detailed investigations of remnant vegetation and surface drainage areas at the Structure Plan stage, and ensure environmental improvements through the development process
1.4.1.9 Undertake targeted weed control in priority areas
1.4.1.10 Implement proposed Environmental Management Fund
1.4.2 Educate the community and visitors on environmental preservation
1.4.2.1 Establish and implement an environmental awareness program
1.5 Quality parks, gardens and green spaces
KPI Facilities provided meet the recommendations of the Public Open Space Strategy
1.5.1 Ensure green and public open spaces cater for a range of users including people with disabilities
1.5.1.1 Liaise with the community on disability access and inclusion requirements
1.5.1.2 Maintain Shire parks and gardens in accordance with service standards
1.5.1.3 Renew playground equipment throughout the Shire in accordance with annual allocation for playground equipment
1.5.1.4 Construct Swimmers Beach power supply and BBQ facilities
1.5.1.5 Deliver the Public Open Space (POS) annual program on time and on budget
1.5.1.6 Deliver the annual Tree Planting Program on time and on budget
1.5.1.7 Complete Gloucester Park Lower Western Oval drainage
1.5.1.8 Construct Gloucester Park drainage between recreation centre and bowling club
1.5.1.9 Construct Gloucester Park Lower Western Oval Field development (subject to funding)
1.5.1.10 Construct Gloucester Park mains supply extension (subject to funding)
1.5.1.11 Construct Gloucester Park roads and carparking
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Community Outcome
1.6 Unique and iconic coastal and natural landscapes
KPI There is no impact on the key landscapes in the Shire
Shire Strategic Response Activities and Priorities
1.6.1 Plan effectively to protect coastal and other key landscapes
1.6.1.1 Implement the Leeuwin Naturalist Ridge Statement of Planning Policy
1.6.1.2 Implement the Local Planning Strategy
1.6.1.3 Present the first stage of the Climate Change Response Plan (Coastal Hazard Risk Management Adaption Plan) to Council for advertising and final adoption
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Goal 2: Welcoming and inclusive communitiesStrong communities are welcoming and safe, and enjoy quality, lifestyles that celebrate their local identity, diversity and culture. The Shire fosters community resilience and wellbeing through its social planning, recreation, safety, education and preventative health strategies. Programs will foster a sense of identity and belonging, promote community interactions and equality, encourage active and healthy lifestyles, and provide information to grow resilient community groups and networks. The Shire will also ensure our preparedness to deal with emergences and natural disasters.
Community Outcome
2.1 Sense of identify and belonging KPI Number of community and cultural initiatives supported by the Shire
Shire Strategic Response Activities and Priorities
2.1.1 Foster participation in cultural events and activities that encourage a sense of identity and belonging
2.1.1.1 Facilitate compliance of the licence agreement for the Cultural Centre
2.1.1.2 Implement actions from the Arts and Culture Plan
2.1.1.3 Review the Arts and Culture Policy and Plan
2.1.1.4 Support Historical Groups
2.1.1.5 Manage the Community Development Fund
2.1.2 Support community celebrations, events and local festivals
2.1.2.1 Provide professional advice and support to community groups
2.1.2.2 Provide events application and approval process
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Community Outcome
2.2 Equity and opportunities for all KPI Number of initiatives implemented by the Shire.
Shire Strategic Response Activities and Priorities
2.2.1 Provide programs and facilities that encourage resilience in seniors, young people and families
2.2.1.1 Adopt concept plans and funding strategy and seek funding for upgrades to the Margaret River Skate Park Youth Precinct
2.2.1.2 Implement actions from the Active Ageing program
2.2.1.3 Implement actions from the Youth Plan
2.2.1.4 Manage the Zone Room Youth Precinct
2.2.1.5 Review Active Ageing Plan and Policy
2.2.1.6 Review Disability Access and Inclusion Plan
2.2.1.7 Review Youth Plan and Policy
2.2.1.8 Provide Childcare services
2.2.1.9 Provide Crèche facilities in Augusta
2.2.1.10 Provide Kids Club facility
2.2.1.11 Provide Long Day Care facility
2.2.1.12 Provide transport vehicle for Out of School Hours Care and Vacation Care Program
2.2.1.13 Provide upgrades and equipment for Childcare to meet legislative requirements
2.2.1.14 Complete works at Cowaramup Skatepark
2.2.2 Ensure Shire facilities and services are accessible by all
2.2.2.1 Implement actions from the Disability Access and Inclusion Plan
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Community Outcome
2.3 Strong community groups and networks
KPI Number of groups registered on Community Connect database.
Shire Strategic Response Activities and Priorities
2.3.1 Support and value volunteers across the Shire
2.3.1.1 Organise Thank a Volunteer Celebrations
2.3.2 Encourage community organisations and local communities to work together to be self sufficient
2.3.2.1 Facilitate the Community Connect Program
2.3.2.2 Support Hall Management Groups
2.3.2.3 Undertake a strategic review of Community Halls
2.3.2.4 Undertake a strategic review of Historical Groups
2.4 Lifelong learning in the community
KPI Increased use of the Shire Libraries
2.4.1 Provide and promote libraries as community hubs and centres of information and learning
2.4.1.1 Operate a Library Service in Margaret River and Augusta
2.4.1.2 Review and assess the long term needs of library services, in particular technological requirements
2.4.2 Promote programs that foster lifelong learning in the community
2.4.2.1 Design and implement programs for children and youth
2.4.2.2 Partner with groups to provide events that support lifelong learning
2.5 Active and healthy lifestyles KPI Percentage of population using Recreation Centres
2.5.1 Maximise participation in physical activity and promote the benefits of healthy lifestyles
2.5.1.1 Operate Recreation Centres in Margaret River and Augusta
2.5.1.2 Partner with groups to provide children’s active lifestyle programs
2.5.1.3 Provide Beach Lifeguard services during peak periods
2.5.1.4 Provide a greater range of aquatic facilities at the Margaret River Recreation Centre
2.5.1.5 Provide fitness programs that cater for seniors and persons with a disability
2.5.1.6 Provide gymnasium equipment and fitness programs that cater for the population
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Community Outcome
Shire Strategic Response Activities and Priorities
2.5.1.7 Undertake equipment upgrades for Beach Lifeguards
2.5.1.8 Provide a Recreation Centre run Swim School for the community
2.5.1.9 Facilitate sporting events at the Shire
2.5.2 Provide the community with high standard recreational facilities and sporting grounds
2.5.2.1 Relocate Augusta gym (contingent on move of Augusta Library)
2.5.2.2 Undertake upgrades to Margaret River and Augusta Recreation Centre
2.5.2.3 Upgrade facilities at the Augusta Recreation Facility to convert an underutilised space to a recreational facility that provides disability access
2.6 Safer communities KPI Community satisfaction rates with Shire performance
2.6.1 Provide community safety through regulatory and support programs
2.6.1.1 Prepare a feasibility study for an animal management facility in Augusta
2.6.1.2 Maintain an up to date procedures manual in Rangers Services
2.6.1.3 Implement actions from the Safer Communities Plan
2.6.1.4 Provide dog exercise areas
2.6.1.5 Provide Rangers regulatory services
2.6.1.6 Review Safer Communities Plan and Policy
2.6.1.7 Revise and update local laws
2.6.1.8 Manage education, advocacy and planning campaigns for improved environmental health outcomes for the community
2.6.1.9 Provide building approvals and compliance service
2.6.1.10 Provide swimming pool compliance monitoring
2.6.1.11 Deliver the annual allocation for Cemetery works
2.6.1.12 Migrate cemeteries operations into digital format for Karridale and Margaret River Cemeteries, and Cowaramup Niche Wall
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Community Outcome
Shire Strategic Response Activities and Priorities
2.6.1.13 Implement Dog Registration changes regarding microchipping
2.6.1.14 Implement Fuel Hazard Reduction and Firebreak Notice, including program improvements from contractor, community, BFAC and SAC feedback
2.6.1.15 Complete master plan for cemeteries
2.6.1.16 Review Shark Response Procedure and Policy
2.6.1.17 Develop Shark Response Procedure and Policy and council to adopt policy
2.6.2 Enhance the Shire’s emergency and disaster management capabilities
2.6.2.1 Prepare bushfire mitigation strategies for Shire managed land
2.6.2.2 Partner with Department of Fire and Emergency Services (DFES) and the Office of Bushfire Risk Management (OBRM) in Bushfire Risk Management in the Shire
2.6.2.3 Provide community emergency services and programs in line with DFES/Shire Business Plan
2.6.2.4 Implement bushfire mitigation programs for Shire managed land
2.6.2.5 Support Community Preparedness Initiatives
2.6.2.6 Review and update Shire Emergency Management Arrangements , Recovery Plan and Evacuation Plan
2.6.2.7 Review and update Shire Emergency Contacts and Resources list
2.6.2.8 Develop, implement and administer the Local Emergency Management Committee (LMAC) Business Plan
2.6.2.9 Review and update Volunteer Bush Fire Brigade Procedures Manual
2.6.2.10 Undertake annual table top exercise to test internal Ready Response/Recovery arrangements
2.6.2.11 Review Volunteer Bush Fire Brigade Policy
2.6.2.12 Develop a documented Environmental Health Emergency Response Support Plan for use in the event of an emergency
2.6.2.13 Respond to public health risks in the event of an emergency
2.6.2.14 Develop a Disaster Debri Management Plan, locally and regionally
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Community Outcome
Shire Strategic Response Activities and Priorities
2.6.2.15 Maintain Disaster Debri Management Plan, locally and regionally
2.6.2.16 Develop a Disaster Response Business Continuity Plan
2.6.3 Undertake measures to ensure the protection of public health
2.6.3.1 Develop a Public Health Plan
2.6.3.2 Implement Public Health Plan
2.6.3.3 Conduct regular assessments of food premises, public buildings, caravan parks, skin penetration establishments and lodging houses (backpackers)
2.6.3.4 Undertake sampling of specified local businesses and local environments to provide information as to the current lack of risk posed by the activity (food, water, aquatic facilities and recreational waters)
2.6.3.5 Process applications for health approval to ensure dwellings, buildings and activities of local premises are compliant with relevant health standards
2.6.3.6 Maintain licensing and approval function of various activities within the Shire (caravan parks, lodging houses, food premises, offensive trades)
2.6.3.7 Respond to complaints for environmental health intervention in response to perceived or real threats to public or environmental health within the community
2.6.3.8 Manage education, advocacy and planning campaigns for improved environmental health outcomes for the community
2.6.3.9 Manage the control of vectors borne disease and pest control in the community
2.6.3.10 Management of kerbside collection contracts (domestic and recycling)
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Goal 3: Managing growth sustainably
The community’s cultural values and heritage are integral to the future and are to be considered when balancing the competing demands for growth, ensuring vibrant, sustainable townships which maintain their distinctive country character. The Shire will pursue careful and balanced planning of community facilities and services to meet the demands and expectations of the community.
Community Outcome
3.1 Clearly defined areas for growth and renewal
KPI Urban development occurs as intended by the Local Planning Strategy
Shire Strategic Response Activities and Priorities
3.1.1 Implement Local Planning Scheme No 1 (LPS1)
3.1.1.1 Provide planning services
3.1.1.2 Review Local Planning Scheme No 1
3.1.2 Ensure new communities are developed using ecologically sustainable development principles
3.1.2.1 Finalise the Developer Contributions Policy for the whole Shire
3.1.2.2 Implement the Local Energy Action Plan (LEAP)
3.1.2.3 Implement Developer Contributions Policy (new)
3.1.2.4 Construct the finger jetty with Recreational Boating Facilities Scheme (RFFS) grant funding and apply for RBFS grant funding for construction of boat trailer parking at the Ellis Street boat ramp
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Community Outcome
3.2 Liveable and well designed places
KPI Required studies and improvements are undertaken
Shire Strategic Response Activities and Priorities
3.2.1 Develop and implement master plans for centres, towns and villages to preserve and enhance their unique character
3.2.1.1 Commenced staged implementation of Augusta Interpretation Plan
3.2.1.2 Progress and complete Stage I, II of Margaret River Main Street Town Centre Improvements
3.2.1.3 Develop Gracetown Foreshore Master Plan in conjunction with Landcorp
3.2.1.4 Implement outcomes of business case for the Augusta Retirement Village
3.2.1.5 Implement improvements to the Town Centre Streetscape in Cowaramup
3.2.1.6 Implement Wallcliffe Road Streetscape upgrade
3.2.1.7 Complete the Annual Drainage Works program
3.2.1.8 Sell the three identified properties in the Margaret River town centre to raise revenue for the town centre upgrade
3.2.1.9 Undertake EOI process with not-for-profit providers to develop and operate a retirement village in Augusta
3.2.1.10 Work with the Minister of Regional Development and the South West Development Commission to secure Royalties for Regions (R4R) funds for upgrade of Margaret River Main Street Town Centre Improvements (in conjunction with grant for the Margaret River Perimeter Road)
3.2.1.11 Finalise the relocation of the Augusta Police Station
3.2.2 Develop and implement master plans for Shire facilities and projects so they are well designed , have aesthetic appeal and accessible by all
3.2.2.1 Develop and construct an entry statement to Margaret River
3.2.2.2 Implement actions in the Margaret River Foreshores upgrade (subject to funding)
3.2.2.3 Apply for funding from National Stronger Regions Fund (NSRF), Royalties for Regions (R4R) and other potential sources for stage I & II of Margaret River Cultural Centre.
3.2.2.4 Undertake equipment upgrades to the Margaret River Cultural Centre
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Community Outcome
Shire Strategic Response Activities and Priorities
3.2.2.5 Investigate relocation and expansion of Augusta Library
3.2.2.6 Undertake assessment of longer term needs of libraries in Margaret River and Augusta
3.2.2.7 Develop a master plan for upgrades to the Margaret River Recreation Centre
3.2.2.8 Design Wallcliffe Road Carpark at the Margaret River Skatepark
3.2.2.9 Construct Wallcliffe Road Carpark at the Margaret River Skatepark
3.2.2.10 Seal and formalise carpark at Gracetown
3.2.2.11 Maintenance upgrades to Shire bridges
3.2.3 Address the need for affordable housing and accommodation now and in the future
3.2.3.1 Implement recommendations from the Affordable Housing Strategy
3.3 Unique natural and settlement character
KPI The community’s perception of natural character, settlement and the preservation of landscapes is maintained or enhanced
3.3.1 Protect heritage places, values and significant regional landscapes in the planning scheme
3.3.3.1 Ensure development is consistent with the landscape and character policies and provisions of the Leeuwin Naturaliste Ridge Statement of Planning Policy
3.3.3.2 Maintain the Shire’s local inventory list
3.3.3.3 Investigate suitable long term alternative locations for a beach side café in the Gnarabup and Prevelly area
3.4 Connected and safe transport network
KPI Performance of key intersections and the transport network remains at an acceptable level of service
3.4.1 Develop and maintain a high quality transport network in partnership with all levels of government
3.4.1.1 Commence staged implementation of trail along the Margaret River from Rotary Park to the Rivermouth
3.4.1.2 Implement Demand Responsive Transport recommendations subject to findings of the feasibility study
3.4.1.3 Plan and implement identified parking strategies and infrastructure
3.4.1.4 Prepare Travel Plan for key local trip generators
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Community Outcome
Shire Strategic Response Activities and Priorities
3.4.1.5 Provide customer service for the Infrastructure Directorate
3.4.1.6 Review and investigate new bus stop facility in Charles West Avenue
3.4.1.7 Undertake a study of capacity upgrade options at the Fearn Avenue/Wallcliffe Road intersection to mitigate the impact of traffic growth
3.4.1.8 Undertake Demand Responsive Feasibility Study
3.4.1.9 Undertake quality control of developer provided assets
3.4.1.11 Upgrade Gracetown Main Beach Car Park (funded by Landcorp)
3.4.1.12 Upgrade/construct John Archibald Drive/Tingle Avenue intersection to accommodate north-south and east-west traffic when southern leg of four way intersection is constructed
3.4.1.13 Complete the annual allocation for roads program
3.4.1.14 Design Wallcliffe Road - Bussell Highway - Forrest Road roundabout
3.4.1.15 Design access road to Margaret River Airport (off Perimeter Road)
3.4.1.16 Provide survey design services
3.4.1.17 Review the need for upgrade of Boodjidup Road for increased vehicle traffic
3.4.1.18 Construct Wallcliffe Road - Bussell Highway - Forrest Road roundabout
3.4.2 Provide a network of connected cycleway and pedestrian pathways
3.4.2.1 Construct extension of Wadandi Track from Gnarrawarry Road to Witchcliffe and celebrate with an official opening
3.4.2.2 Apply for funding to construct Wadandi Track South from Redgate Road to Calgardup Road
3.4.2.3 Implement and provide for infrastructure as outlined in the Integrated Transport Strategy
3.4.2.4 Prepare Bike Plan and Route Feasibility study for the townsite and wider Shire area
3.4.2.5 Progressive implementation of trails recommended in Bridle Trails Feasibility Study (subject to funding)
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Community Outcome
Shire Strategic Response Activities and Priorities
3.4.2.6 Promote bicycle training scheme as part of school travel planning
3.4.2.7 Provide cycle parking and define monitoring strategy for Town Centre, Station Road, Boodjidup Road and Railway Terrace
3.4.2.8 Review Path Plan 2004 in line with Townsite Strategy 2008 and Transport Strategy 2012
3.4.2.9 Support Rotary Club of Margaret River to upgrade the trail along the south side of the Margaret River from the Old Settlement to Barrett Street Weir
3.4.2.10 Design path and trail upgrades identified in the Path Plan
3.4.2.11 Construct path and trail upgrades identified in the Path Plan
3.4.2.12 Complete the annual allocation for footpaths
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Goal 4: Vibrant and diverse economyThe Shire’s economic base has been built upon its natural environment, tourism, viticulture, agriculture and rural and retail sectors. Through regional economic strategies the Shire will promote a sustainable range of business and job opportunities.
Community Outcome
4.1 Strong agriculture and viticulture sectors
KPI Increase in value of product from Agricultural sector
Shire Strategic Response Activities and Priorities
4.1.1 Ensure Shire processes support the development of strong agricultural and viticultural sectors
4.1.1.1 Convene regular meetings of the Industry Leaders Group
4.1.1.2 Maintain a positive collaborative relationship with the Margaret River Wine Industry Association and promote the Margaret River Wine Region as Australia’s premier wine region
4.1.1.3 Maintain a positive collaborative relationship with the dairy industry and other agricultural sectors to achieve sustainable agriculture
4.2 Sustainable tourism industry KPI Increase in tourist numbers visiting the Shire
4.2.1 Work collaboratively with the tourism sector to increase visitor numbers and length of stay to the Shire
4.2.1.1 Administer the Capes Regional Organisation of Councils (CapeROC) events website in conjunction with the City of Busselton
4.2.1.2 Produce the CapeROC Calendar of Events in conjunction with the City of Busselton
4.2.2 Work collaboratively with the tourism sector to promote and develop eco-tourism
4.2.2.1 Maintain a positive collaborative relationship with the Margaret River Busselton Tourism Authority (MRBTA) to measure visitor numbers and impacts and maximise visitor benefits to the Shire
4.2.3 Provide family friendly quality caravan and camping grounds to encourage visitors to extend their stay
4.2.3.1 Provide a report to Council on any proposals for leasing or joint partnership of Turner Caravan Park for Council consideration and decision
4.2.3.2 Implement actions within Alexandra Bridge Camp Ground Business Plan - construct camp kitchen
Corporate Business Plan 2015-19 39
Community Outcome
Shire Strategic Response Activities and Priorities
4.2.3.3 Operate caravan and camping facilities at Augusta and Alexandra Bridge
4.2.3.4 Alexandra Bridge Camp Ground - develop concept plan for camp kitchen
4.2.3.5 Alexandra Bridge Camp Ground - provide facilities that meet legislative changes, complete survey and develop concept plans for site
4.2.3.6 Alexandra Bridge Camp Ground - implementation of site concept plans
4.2.3.7 Alexandra Bridge Camp Ground - erection of small office space/shed
4.2.3.8 Flinders Bay Caravan Park - develop concept plans for camp kitchen
4.2.3.9 Flinders Bay Caravan Park - construct camp kitchen
4.2.3.10 Flinders Bay Caravan Park - construct disabled toilet facility
4.2.3.11 Flinders Bay Caravan Park - construct nature based play ground (protected from weather and enclosed)
4.2.3.12 Flinders Bay Caravan Park - connected to deep sewage at Deere Street including pump station
4.2.3.13 Flinders Bay Caravan Park - upgrade house, painting, floor coverings etc.
4.2.3.14 Flinders Bay Caravan Park - upgrade sites, soil/gravel
4.2.3.15 Flinders Bay Caravan Park - upgrade power to tent sites
4.2.3.16 Alexandra Bridge Camp Ground - formalise tent sites with numbers, barriers etc.
4.2.3.17 Develop brand/style guide for caravan parks/camp ground
4.2.4 Encourage tourism in the Shire through the development and support of iconic events
4.2.4.1 Sponsor iconic events that showcase the Shire to national and international audiences
4.3 Infrastructure for economic growth
KPI Provision of infrastructure within budget, time and required standards
4.3.1 Develop major infrastructure to cater for increased residents and visitors
4.3.1.1 Assist Main Roads WA to progress development of the Margaret River Perimeter Road
4.3.1.2 Upgrade of ablutions at caravan parks
4.3.1.3 Support the Royalties for Regions (R4R) funding application for construction of Margaret River Perimeter Road
4.3.1.4 Commence construction of John Archibald Drive in conjunction with Main Roads (subject to funding)
Corporate Business Plan 2015-19 40
Community Outcome
Shire Strategic Response Activities and Priorities
4.3.3 Facilitate access to affordable, high speed communication networks for all residents and businesses
4.3.3.1 Lobby the Federal Government for priority connection to the National Broadband Network
4.4 Sustainable economic development
KPI ABS data indicates a diversification of the local economy
4.4.1 Ensure the Shire’s regulatory environment is business friendly and considerate of business needs
4.4.1.1 Work collaboratively with the City of Busselton for consistency and to minimise regulatory constraints
4.4.2 Retain commercial and retail activities through support programs for year-round stability
4.4.2.1 Provide facilities to hold regular events with partners to act as convenor of local business
4.4.2.2 Support development of the small business sector in the Shire
4.4.3 Ensure the Shire’s procurement policies support local businesses and help generate local employment
4.4.3.1 Obtain feedback from sample of local suppliers to identify the Shire’s impact upon their business
4.4.3.2 Review Purchasing Policy and procedures to determine equity and effectiveness
4.4.3.3 Assist with the process of improving procurement and purchasing practices to ensure uniformity and consistency
4.4.4 Foster sustainable economic growth which provides local employment
4.4.4.1 Develop and maintain a comprehensive suite of marketing materials, including foreign languages to attract business investment
4.4.4.2 Undertake reciprocal visits to Haining, and further explore the potential for international relations with Vietnam city of Dong Hoi
4.4.4.3 Work collaboratively with the South West Development Commission, key stakeholders, local peak industry bodies, other tiers of government and the community sector to maximise sustainable economic development
4.4.4.4 Finalise master plans for the Tallingup Augusta Airport and apply for Regional Airports Development Scheme (RADS) funding
4.4.4.5 Work with Cowaramup Resort Developer to facilitate establishment of a resort
4.5 Improved educational infrastructure
KPI Increase in student numbers at the Margaret River Education Campus
4.5.1 Work collaboratively with other agencies to provide enhanced tertiary education facilities
4.5.1.1 Work with Margaret River Education Campus Board to support their efforts to improve the vitality of the campus
Corporate Business Plan 2015-19 41
Goal 5: Effective leadership and governanceCouncil leadership is visionary, effective, transparent and trustworthy. The local government actively engages and consults the community to understand their aspirations for the future and drives positive change and diversity, and adds measurable value.
Community Outcome
5.1 Effective governance and corporate leadership
KPI Community satisfaction rates with the Council’s performance
Shire Strategic Response Activities and Priorities
5.1.1 Attract and develop high quality Councillors that are able to lead and articulate the community’s aspirations
5.1.1.1 Conduct a comprehensive Councillor development and capacity building program using Western Australian Local Government Association (WALGA) modules and other identified courses
5.1.1.2 Partner with the Western Australian Electoral Commission to conduct the biennial election by postal voting
5.1.1.3 Conduct comprehensive review of the Shire’s ward system
5.1.1.4 Conduct Councillor briefing sessions prior to Ordinary Council Meetings and bring a record of briefings to Council Meetings on a quarterly basis
5.1.1.5 Conduct Strategic Planning Days with Council in November/December 2015 and February/March 2016
5.1.1.6 Host information presentation and advertising campaign for potential Councillors aimed at attracting a competitive field of high quality candidates
5.1.1.7 Conduct election of Shire President and Deputy President and appointment of Councillors to committees
5.1.1.8 Conduct comprehensive Councillor induction program following elections including training in the Rules of Conduct Regulations
Corporate Business Plan 2015-19 42
Community Outcome
Shire Strategic Response Activities and Priorities
5.1.2 Develop staff leadership through the organisation to assist with accountable decision making
5.1.2.1 Develop the Shire as a values based and driven organisation
5.1.2.2 Facilitate staff participation in the Local Government Managers Australia (LGMA) South West Aspiring Leaders and Mentors Conference
5.1.2.3 Promote and support Women in Leadership program to foster greater participation of female Councillors and staff into leadership positions
5.1.2.4 Participate in suitable programs with a wider community benefit that demonstrate good corporate citizenship
5.1.2.5 Undertake a Shire organisational review to ensure the Shire’s workforce is sustainable and efficiently placed to be able to deliver on its strategic goals
5.1.3 Ensure Councillors and employees demonstrate the importance of ethical behaviour and compliance with codes of conduct
5.1.3.1 Complete and submit Statutory Compliance Return and remediate any errors within timeframes
5.1.3.2 Review Code of Conduct for staff
5.1.4.3 Renew Councillors delegations
5.1.4.4 Monitor Council Meeting Decision Action List
5.1.4 Provide Councillors with high quality and current information for effective decision making
5.1.4.1 Conduct open information workshops for Councillors on a monthly basis and closed strategic planning workshops at least three times annually
5.1.4.2 Convene twice monthly Ordinary Meetings of Council and Special meetings of Council as called by the Shire President, Council or 3 elected members
5.1.5 Develop effective partnerships and strategic alliances to maximise community benefits
5.1.5.1 Participate and convene CapeROC meetings and provide secretariat services in 2016, following the transfer from the City of Busselton in 2015
5.1.5.2 Hold regular meetings with Arts Margaret River
5.1.5.3 Hold regular meetings with the Art and Culture Advisory Group
5.1.5.4 Hold regular meetings with the Community Access and Inclusion Reference Group (CAIRG)
5.1.5.5 Hold regular meetings with the Community Network Group
5.1.5.6 Hold regular meetings with the Liquor Forum
5.1.5.7 Hold regular meetings with the Youth Advisory Council (YAC)
Corporate Business Plan 2015-19 43
Community Outcome
Shire Strategic Response Activities and Priorities
5.1.5.8 Hold regular meetings with the Sport and Recreation Advisory Committee (SRAC)
5.1.5.9 Participate in environmental health regional meetings and events
5.1.5.10 Work with Reginal Public Health Units (RPHU) to reduce the spread of infections disease in the community as required infectors
5.2 Effective strategy, planning and asset management
KPI Documents developed in line with legislative requirements
5.2.1 Develop and maintain the Community Strategic Plan that sets long term directions and goals for the future of the Shire
5.2.1.1 Continue implementation of the Integrated Planning and Reporting (IPR) program, including quarterly reporting against the Operational Plan to Council
5.2.1.2 Develop Annual Operational Plan linked to Corporate Business Plan and Annual Budget
5.2.1.3 Review Business Unit plans for directorate in line with strategic direction
5.2.1.4 Undertake desktop review of the Community Strategic Plan
5.2.1.5 Undertake a desktop review of the Corporate Plan
5.2.1.6 Undertake a full review of the Corporate Plan to implement strategies outlined in the Community Strategic Plan
5.2.1.7 Undertake a full review of the Community Strategic Plan
5.2.1.8 Review Business Unit plans for directorate in line with strategic direction
5.2.1.9 Review Business Unit plans for directorate in line with strategic direction
5.2.1.10 Develop Sport and Recreation Strategic Plan
5.2.2 Develop long term Resourcing Strategy aligned to the Community Strategic Plan
5.2.2.1 Progressively implement recommendations of the Asset Management Improvement Plan
5.2.2.2 Undertake desktop review of the Asset Management Plan
5.2.2.3 Undertake desktop review of the Ten Year Capital Works Program
5.2.2.4 Undertake full review of the Asset Management Plan
5.2.2.5 Undertake a full review of the Ten Year Capital Works Program
Corporate Business Plan 2015-19 44
Community Outcome
Shire Strategic Response Activities and Priorities
5.2.2.6 Implement Risk Management Framework
5.2.2.7 Undertake desktop review of ICT Strategic Framework
5.2.2.8 Undertake full review of the ICT Strategic Framework
5.2.2.9 Review the Long Term Financial Plan through the Chief Executive Officer appointed Internal Expenditure Review Committee and present options to Council for increasing revenue and reducing operating cost
5.2.2.10 Undertake full review with ongoing desktop review of Long Term Financial Plan
5.2.2.11 Undertake desktop review of Workforce Plan
5.2.2.12 Undertake full review of Workforce Plan
5.2.2.13 Monitor Risk Register actions and report regularly to ELT and the Audit and Risk Management Committee
5.2.2.14 Scope via the customer survey and International Association for Public Participation 2 (IAP2) Framework the requirements to develop a Stakeholder and Customer Framework and Engagement Strategy
5.2.2.15 Develop an Economic Development Strategy as identified in the Business Excellence Review
5.2.2.16 Develop an internal Business Improvement Strategy as identified in the Business Excellence Review
5.2.2.17 Develop a Strategic Waste Management Plan
5.2.3 Develop and review long term asset management and replacement plans
5.2.3.1 Conduct investigations into townsite areas and light industrial areas with inadequate stormwater
5.2.3.2 Provide asset management planning services
5.2.3.3 Provide land administration services
5.2.3.4 Undertake detailed planning of recreational renewal and maintenance requirements
5.2.3.5 Implement short term priorities of the Land Asset Management Plan
5.2.3.6 Review the Land Asset Management Plan
5.2.3.7 Implement Margaret River Depot Master Plan
Corporate Business Plan 2015-19 45
Community Outcome
Shire Strategic Response Activities and Priorities
5.2.3.8 Develop Annual Plant Replacement Program
5.2.3.9 Undertake detailed planning of depot infrastructure renewal and maintenance requirements
5.2.3.10 Undertake detailed planning of playground and Skatepark infrastructure renewal and maintenance requirements
5.2.3.11 Implement recommendations from Sport and Recreation Strategic Plan
5.2.4 Maintain and renew Shire assets according to agreed standards
5.2.4.1 Develop annual schedules for maintenance and renewal of Shire assets
5.2.4.2 Undertake asset management at Shire Waste and Recycling Facilities (Davis Road and Wallis Road)
5.2.4.3 Implement annual Plant Replacement Program
5.2.4.4 Implement annual Light Fleet Replacement Program
5.2.4.5 Undertake annual maintenance program
5.2.4.6 Develop a 15 year strategic plan for asbestos removal from Shire infrastructure that aligns with the Long Term Financial Plan
5.2.5 Ensure the Shire’s financial performance is well managed and leads to a strong financial position
5.2.5.1 Convene tri annual meetings of the Audit and Risk Management Committee
5.2.5.2 Administering the Shire’s investment portfolio
5.2.5.3 Administering the Shire’s loan portfolio
5.2.5.4 Billing of property rates
5.2.5.5 Billing of sundry debtors
5.2.5.6 Continue to monitor and analyse monthly year to date and annual financial performance
5.2.5.7 Ensure revenue opportunities are maximised by identifying grant opportunities, additional revenue sources and cost recovery
5.2.5.8 Manage the Shire’s financial reserves
5.2.5.9 Preparation of the annual budget
Corporate Business Plan 2015-19 46
Community Outcome
Shire Strategic Response Activities and Priorities
5.2.5.10 Manage the Shire’s financial report
5.2.5.11 Preparation of monthly management reports
5.2.5.12 Promote a whole of life assessment approach for projects
5.2.5.13 Use appropriate processes to asses the short term and long term financial viability of capital and other projects
5.3 Effective knowledge and information management
KPI Records are managed in line with legislative requirements
5.3.1 Ensure that information is managed in accordance with statutory requirements and is available for decision making
5.3.1.1 Provide recordkeeping services to the organisation
5.3.1.2 Undertake annual Records Disposal program
5.3.1.3 Develop a legislative compliance calendar
5.3.1.4 Implement legislative compliance calendar
5.3.1.5 Implement a document control system/process across the Shire
5.3.1.6 Review Recordkeeping Plan
5.3.2 Ensure information and technology systems meet corporate needs and add value to the Shire’s operations
5.3.2.1 Review the organisation’s financial and corporate software to meet the needs of the organisation
5.3.2.2 Provide Help Desk support to users
5.3.2.3 Review Information and Communication Technology Disaster Recovery Plan
5.3.2.4 Review of Information and Communication Technology Strategic Plan
5.3.2.5 Undertake personal computer refresh program
5.3.2.6 Undertake servers refresh program
5.3.2.7 Upgrade and extend software licensing to meet the needs of the organisation
5.3.2.8 Undertake hardware maintenance system
5.3.2.9 Maintain communications system
Corporate Business Plan 2015-19 47
Community Outcome
5.4 Highly skilled and motivated people
KPI Employee satisfaction rates with the organisation
Shire Strategic Response Activities and Priorities
5.4.1 Recruit, train and retain high achieving employees
5.4.1.1 Implement employee development and growth program
5.4.1.2 Review the Shire’s training and development plans
5.4.2 Recognise and reward high achieving employees
5.4.2.1 Facilitate employee recognition program
5.4.2.2 Negotiate Enterprise Bargaining Agreement renewal
5.4.3 Ensure the Shire provides a safe and fair workplace
5.4.3.1 Implement employee health program
5.4.3.2 Implement Equal Opportunity Plan
5.4.3.3 Implement Occupational Safety and Health Management Plan
5.4.3.4 Review Occupational Safety Management system
5.4.3.5 Integrate Safe Operating Procedure (SOP) into on-line training system
5.4.3.6 Improve contractor/site induction process
5.4.3.7 Review Managers KPIs on diverse workforce and inclusive culture - employee survey
5.4.4 Ensure staff are consulted and are informed of key decisions and issues within the organisation
5.4.4.1 Conduct a minimum of two all of staff meetings per annum
5.4.4.2 Develop a workforce communication strategy
5.4.4.3 Review Shire engagement strategy
5.4.4.4 Review the workforce communication strategy
5.5 Community and customer focus KPI Community satisfaction rates with the Shire’s performance
5.5.1 Provide high quality customer and community focussed services and programs across the organisation
5.5.1.1 Review the customer service standards for Corporate and Community Services Directorate
5.5.1.2 Provide Department of Transport licensing services
Corporate Business Plan 2015-19 48
Community Outcome
Shire Strategic Response Activities and Priorities
5.5.1.3 Provide one-stop shop customer service center
5.5.1.4 Review Customer Service Charter
5.5.1.5 Review Department of Transport licensing agreement
5.5.1.6 Review customer service standards for Infrastructure Services directorate
5.5.1.7 Review customer service standards for Sustainable Development directorate
5.5.1.8 Review the energy tender with Perth Energy
5.5.2 Communicate effectively with the community and promote the Shire’s positive image
5.5.2.1 Implement the Communication Strategy and Marketing Plan
5.5.2.2 Establish Shire’s position in the Regional Branding Project
5.5.2.3 Review the Communication Strategy and Marketing Plan
5.5.2.4 Monitor and administer functions of the Shire’s website
5.5.2.5 Review and refresh the Shire website every four years
5.6 A culture of innovation, quality and continuous improvement
KPI Increase in efficiency and effectiveness of Shire processes
5.6.1 Foster a culture of innovation and continuous improvement
5.6.1.1 Implement a continuous improvement program across the organisation
5.6.1.2 Review the Shire values to refocus the organisation on Performance, Commitment and Innovation as outlined in the 2015 Business Excellence Review
5.6.2 Ensure Shire services and processes meet or exceed customer needs and recognised industry standards
5.6.2.1 Conduct comprehensive review of Standing Orders every four years, early in the election years
5.6.2.2 Conduct comprehensive review of Shire policies over a three year period
5.6.2.3 Review and update procedures for Corporate and Community Services directorate
5.6.2.4 Measure and report on administration of Customer and Information Services
5.6.2.5 Complete review of policies by Council adopting new policies in Infrastructure
Corporate Business Plan 2015-19 49
Community Outcome
Shire Strategic Response Activities and Priorities
5.6.2.6 Review and update procedures for Infrastructure Services directorate
5.6.2.7 Adopt new policies for Recreation Services
5.6.2.8 Review and update procedures for Sustainable Development
5.6.2.9 Review the Community Consultation Policy (non planning matters)
5.7 Measure and report on success and sustainability
KPI Shire financial indicators are tracking positively
5.7.1 Effectively measure our success and progress to a sustainable future
5.7.1.1 Benchmark Shire services against other WA local government e.g. financial benchmarks
5.7.1.2 Conduct internal Audit of Shire’s Financial Processes to include internal controls and risk management
5.7.1.3 Undertake community satisfaction survey (every four years)
5.7.1.4 Conduct Business Excellence Review (every four years)
5.7.1.5 Conduct external audit and interim audit annually and remediate any problems within timeframes
5.7.1.6 Coordinate Best Employer Survey
5.7.1.7 Coordinate OSH Audit AS/NZS4801:2001
5.7.1.8 Implement key actions identified in the 2015 Australian Business Excellence Framework (ABEF) review
5.7.1.9 Scope for what is required to review and develop comprehensive service level costings for all business units in the Shire to also include service level expectation from community
5.7.1.10 Review workforce performance measures and systems for capturing performance data
5.7.1.11 Arrange review of financial systems to comply with Financial Management Regulation 5(2)©
5.7.1.12 Arrange review of internal controls, legislative compliance and risk management to comply with Audit Regulation 17
5.7.2 Report on our success and sustainability to the community and stakeholders
5.7.2.1 Implement Annual Reports consistent with the guidelines for the Department of Local Government and Communities Integrated Planning and Reporting Framework
Corporate Business Plan 2015-19 50
Community Outcome
Shire Strategic Response Activities and Priorities
5.7.2.2 Prepare and advertise quarterly reports of the Community Strategic Plan
5.7.2.3 Undertake Food Act Reporting
5.7.2.4 Complete Local Government data collection and reporting requirements for environmental health and waste services
5.7.2.5 Complete State Government data collection and reporting requirements
5.7.3 Develop indicators and measure the performance of the Shire and the success in achieving its vision
5.7.3.1 Measure and report on Key Performance Indicators in the Community Strategic Plan
5.7.3.2 Measure and report on Key Performance Indicators in the Corporate Plan
5.7.3.3 Develop financial indicators for Business Units
How the documents link
Resourcing Strategy 10 years
The Resourcing Strategy is used to test and inform the long-term aspirations of the Community Strategic Plan and to guide the deliverables which can be achieved in the Corporate Plan and Operational Plan
Operational Plan
1 year
Corporate Plan
4 years
Community Strategic Plan
20 years
Vision
Strategic Directions
Outcomes, Strategies, Targets
Major Projects
Programs and Services
Corporate Indicators
4 Year Financials
Annual Projects, Programs and Services
Service KPIs
Annual Budget
Revenue Details
Part 1: Long Term Financial Plan
Part 4: ICT Strategic Framework
Part 3: Workforce Plan
Part 2: Asset Management Plan
Corporate Business Plan 2015-19 52
Making it happen and reporting back
The Community Strategic Plan is a new approach towards planning for the future of the Shire of Augusta Margaret River.
As a local government organisation, the Shire is governed by the requirements of the Local Government Act (1995) and Regulations, and other relevant legislative provisions and is responsible for administering its local government area.
The Local Government Act identifies the matters the Shire needs to consider when carrying out its responsibilities. The Shire has a range of roles – as a leader, service provider, regulator, advocate, facilitator and educator. The Shire has a responsibility to formulate and pursue their community’s aspirations, provide civic leadership, deliver key services and express local ideas and concerns about important issues to other levels of government.
There are services that all local governments must provide, and some they may choose to make available. There are new policy approaches by state and federal governments that influence or direct local government responses, and legislation that affects the provision of current services. The Shire’s role extends beyond the direct provision of services to advocating for an equitable allocation of resources from the state and federal governments.
A new mandatory integrated planning and reporting framework for Western Australian Local Government was introduced in 2013 by the WA State Government as shown in the diagram below.
Reporting on progressDuring the year the Shire’s Chief Executive Officer is required to report quarterly to Council on progress in implementing actions in the Operational Plan. Each
year the Annual report will provide a full report on progress and will help identify whether a change in direction is necessary based on the results. The Community Strategic Plan is reviewed with the community every four years.
InputsSuperTowns Growth PlanCommunity engagementVisionMissionValuesGoalsOutcomesStrategies
InputsLegislative changesCouncil resolutions
ImplementationThe Shire is responsible for implementing actions in line with the annual budget
Issue specific strategies and plans
Key Services
Information Communication Technology Strategy
Workforce Plan
Asset Management Plan
Long Term Financial Plan
Resourcing Strategy 10 years
Community Strategic Plan
20 years
Corporate Plan 4 years
Operational Plan and Budget
1 year
Business Unit Plans
Ongoing monitoring and review framework
Annual Report
Contents
Our Delivery Program 54
Introduction 55
Chief Executive’s Office 56Chief Executive’s Office 56Governance 62Marketing 66Human Resources 70
Directorate Corporate and Community Services 75Corporate and Community Services 75Revenue 81General Financing 83Finance 85Customer and Information Services 88Customer Relations 90Records 92Information and Communication Technology 94Caravan Parks 96Community Development 99Rangers 105Community and Emergency Services 109Recreation Centres 112Childcare 117Library Services 119
Directorate Sustainable Development 122Sustainable Development 122Planning Services 125Building Services 131Environmental Health and Events 133Waste Services 138
Directorate Infrastructure Services 143Infrastructure Services 143Asset Services 146Works Administration 156Construction 158Operations 162Survey and Design 166Workshop 168
Linking our goals 170
Our Delivery Program Our Delivery ProgramOur Delivery Program
Natural Connected Prosperous
A collaborative approach effectively manages and resources, improvements and maintenance, to the health of our waterways
Corporate Business Plan 2015-19 55
Introduction
The four year delivery program represents the commitment made by Councillors and staff to work towards the community aspirations included in the Community Strategic Plan.
Each of the Shire’s Business Units has its section which tells you the activities that will be undertaken, when they will occur and identifies priorities. It also lists indicators we will use to measure our success and the challenges we face in achieving our programs. A Workforce Plan and budget is aligned to each Team. The delivery program shows all activities the Shire undertakes, including those
that are currently unfunded. These items will make an important contribution towards achieving our goals, but which the Shire cannot currently resource. They are included in the delivery program in case funding sources are identified during the four year term of the program which will allow them to proceed.
KeyThe Business Units are linked back to the Key Goals in the Community Strategic Plan through the use of Goal Icons. While one Business Unit may undertake
work primarily linked to one Goal, others may link to several Goals.
Goal 1: Valuing the natural environment
Goal 3: Managing growth sustainably
Goal 2: Welcoming and inclusive communities
Goal 4: Vibrant and diverse economy
Goal 5: Effective leadership and governance
Indicates an activity that is currently unfunded or part funded and will not be included in the relevant year/s Operational Plan unless the necessary funding becomes available
$
Indicates an activity that has been identified as a priorityBOLD
Indicates a new or upgraded service
Indicates an activity or task to be completed within the specific year
Indicates an ongoing operational activity
Corporate Business Plan 2015-19 56 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Chief Executive’s Office
Chief Executive’s Office
Service Team Chief Executive’s OfficeResponsibility Chief Executive’s Office
Services ♦ Lead the management, administration and day to day operations of the Shire of Augusta Margaret River, delivering a positive and values based organisation
♦ Ensure quality advice and information is available to the Council to facilitate informed decision making and legislative compliance
♦ Ensure Council decisions are implemented in a timely manner
♦ Promote sound governance, community leadership and ethical behaviour by elected members
♦ Create and support productive and strategic relationships with the community and key stakeholder groups
♦ Manage the human, physical and financial resources of the Shire to ensure sustainable performance and service delivery
♦ Confidential secretarial, governance and administrative support services support the Council, Shire President and Chief Executive Office
♦ Convene and conduct Australian Citizenship Ceremonies according to law and in a timely manner
Workforce ♦ 2 FTEs
Challenges ♦ Meeting the increasing communities expectations with available resources
♦ Meeting the increasing compliance requirements being imposed on local government
♦ Increasing visibility of Shire and demand on Chief Executive Officer (CEO) and Shire President
Business Unit Target Source Reporting Frequency
Indicators ♦ CEO Performance Targets adopted by Council ♦ 100% ♦ CEO Performance Targets ♦ Annual
♦ Four yearly Community Satisfaction survey is conducted and results are reported to Council and the community ♦ 100% ♦ Customer Satisfaction Survey ♦ 4 yearly
♦ Civic and Citizen Ceremonies conducted ♦ Trend ♦ Excel ♦ Annual
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 57
Community Outcome Shire Strategic Response
2. Liveable and well designed places
2.2 Develop and implement master plans for Shire facilities and projects so they are well designed, have aesthetic appeal and are accessible by all
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
3.2.2.3
Apply for funding from National Stronger Regions Fund (NSRF), Royalties for Regions (R4R) and other potential sources for stage I & II of Margaret River Cultural Centre.
Chief Executive Officer SWDC, Community, StakeholderWorking Group: MRBTA Chamber of Commerce, Wine Industry Leaders, Arts MR
Asset upgrade
1. Strong agriculture and viticulture sectors
1.1 Ensure Shire processes support the development of strong agricultural and viticultural sectors
4.1.1.1Convene regular meetings of the Industry Leaders Group
Chief Executive Officer Wine, Dairy and Agriculture Industry leaders Operating
4.1.1.3 Maintain a positive collaborative relationship with the dairy industry and other agricultural sectors to achieve sustainable agriculture
Chief Executive Officer Dairy and Agricultural Industry Leaders Operating
3. Infrastructure for economic growth
3.3 Facilitate access to affordable, high speed communication networks for all residents and businesses
4.3.3.1Lobby the Federal Government for priority connection to the National Broadband Network
Chief Executive Officer State and Federal Ministers Operating
4. Sustainable economic development 4.2 Retain commercial and retail activities through support programs for year-round stability
4.4.2.1Provide facilities to hold regular events with partners to act as a convenor of local businesses
Chief Executive Officer Local business, Internal Staff Operating
4.4.2.2Support development of the small business sector in the Shire
Chief Executive Officer Local business, MR Chamber of Commerce and Industry
Operating
Corporate Business Plan 2015-19 58 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Community Outcome Shire Strategic Response
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
4.4 Foster sustainable economic growth which provides local employment
4.4.4.2
Undertake reciprocal visits to Haining, and further explore the potential for international relations with Vietnam city of Dong Hoi
Chief Executive Officer Ministerial officials in Vietnam,Haining Officials Operating
4.4.4.3
Work collaboratively with the South West Development Commission, key stakeholders, local peak industry bodies, other tiers of government and the community sector to maximise sustainable economic development
Chief Executive Officer SWDC, MRBTA, Chamber of Commerce and Industry,Wine, Dairy and Agricultural industry leaders,
Operating
5. Improved educational infrastructure 5.1 Work collaboratively with other agencies to provide enhanced tertiary education facilities
4.5.1.1Work with Margaret River Education Campus Board to support their efforts to improve the vitality of the campus
Chief Executive Officer MR Education Campus Board members Operating
1. Effective governance and corporate leadership
1.1 Attract and develop high quality Councillors that are able to lead and articulate the community’s aspirations
5.1.1.1
Conduct a comprehensive Councillor development and capacity building program using Western Australian Local Government Association (WALGA) modules and other identified courses
Chief Executive Officer Council, WALGA, Internal staff Operating
5.1.1.3Conduct a statutory review of the Shire’s Ward System
Chief Executive Officer Council,Community Operating
5.1.1.4Conduct Councillor briefing sessions prior to Ordinary Council Meetings and bring a record of briefings to Council Meetings on a quarterly basis
Chief Executive Officer Council, Internal staff Operating
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 59
Community Outcome Shire Strategic Response
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
5.1.1.5Conduct Strategic Planning Days with Council in November/December 2015 and February/March 2016
Chief Executive Officer Council, Internal staff, Expert presenters if identified
Operating
5.1.1.6
Host information presentation and advertising campaign for potential Councillors aimed at attracting a competitive field of high quality candidates
Chief Executive Officer Council, Community, Internal staff, Local newspapers
Operating
5.1.1.7Conduct election of Shire President and Deputy President and appointment of Councillors to committees
Chief Executive Officer Shire President, Shire Deputy President, Council, Chief Executive Officer
5.1.1.8
Conduct comprehensive Councillor induction program following elections including training in the Rules of Conduct Relations
Chief Executive Officer Council, Internal staff
1.2 Develop staff leadership through the organisation to assist with accountable decision making
5.1.2.1Develop the Shire as a values based and driven organisation
Chief Executive Officer Internal staff, Chief Executive Officer Operating
5.1.2.2 Facilitate staff participation in the Local Government Managers Australia (LGMA) South West Aspiring Leaders and Mentors Conference
Chief Executive Officer Internal staff, LGMA Operating
5.1.2.3Promote and support Women in Leadership program to foster greater participation of female Councillors and staff into leadership positions
Chief Executive Officer Internal staff, LGMA Operating
5.1.2.5
Undertake a Shire organisational review to ensure the Shire’s workforce is sustainable and efficiently placed to be able to deliver on its strategic goals
Chief Executive Officer Chief Executive Officer, Internal Staff, Learning Horizons Operating
Corporate Business Plan 2015-19 60 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Community Outcome Shire Strategic Response
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
1.4 Provide Councillors with high quality and current information for effective decision making
5.1.4.1Conduct open information workshops for Councillors on a monthly basis and closed strategic planning workshops at least three times annually
Chief Executive Officer Council, Internal staff Operating
1.5 Develop effective partnerships and strategic alliances to maximise community benefits
5.1.5.1Participate in CapeROC meetings and provide secretariat services in 2016, following transfer from City of Busselton
Chief Executive Officer CapeROC,City of Busselton, MRBTA
Operating
2. Effective strategy, planning and asset management 2.2 Develop a long term Resourcing Strategy aligned to the Community Strategic Plan
5.2.2.15Develop an Economic Development Strategy internally with consultant input
Chief Executive Officer Internal StaffOperating
5.2.2.16Develop an internal Business Improvement Strategy as identified in the Business Excellence Review
Chief Executive Officer Internal StaffOperating
2.5 Ensure the Shire’s financial performance is well managed and leads to a strong financial position
5.2.5.1Convene tri annual meetings of the Audit and Risk Management Committee
Chief Executive Officer Internal Staff,A&RM Committee, External Auditors
Operating
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 61
Community Outcome Shire Strategic Response
4. Highly skilled and motivated people
4.4 Ensure staff are consulted and are informed of key decisions and issues within the organisation
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
5.4.4.1 Conduct a minimum of two all of staff meetings per annum
Chief Executive Officer Internal StaffOperating
6. A culture of innovation, quality and continuous improvement 6.1 Foster a culture of innovation and continuous improvement
5.6.1.1Implement a continuous improvement program across the organisation
Chief Executive Officer Internal StaffOperating
5.6.1.2
Review Shire values to refocus the organisation on Performance, Commitment and Innovation as outlined in the Business Excellence Review
Chief Executive Officer/Corporate Planner
Internal Staff
Operating
5.1.2.4Participate in suitable programs with a wider community benefit that demonstrate good corporate citizenship
Chief Executive Officer CommunityOperating
7. Measure and report on success and sustainability 7.1 Effectively measure our success and progress to a sustainable future
5.7.1.1Benchmark Shire services against other WA local government e.g. financial benchmarks
Chief Executive Officer Local GovernmentsOperating
5.7.1.2Conduct internal audit of Shire’s Financial Processes to include internal controls and risk management
Chief Executive Officer External AuditorsOperating
5.7.1.3Undertake community satisfaction survey every four years
Chief Executive Officer CommunityOperating
Corporate Business Plan 2015-19 62 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Governance
Service Team GovernanceResponsibility Chief Executive’s Office
Services ♦ Provide governance support services to the Chief Executive’s Office and Council
♦ Prepare agendas and record and distribute minutes relating to Council and Committee Meetings
♦ Liaise with members of the community and other government agencies relating to Council meeting matters
♦ Coordinate compliance process and maintain and review governance registers in accordance with relevant legislation
♦ Provision of commercial trading permits
Workforce ♦ 1 FTE
Challenges ♦ Responding to increasing requirements for electronic reporting
♦ Ensuring systems and procedures are developed for compliance
♦ Provision of commercial trading permits
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 63
Business Unit Target Source Reporting Frequency
Indicators ♦ Council agendas and minutes distributed and posted on the
Shire web-page on time with Councillors receiving the agenda simultaneously
♦ 100% ♦ Local Government Act 1995 ♦ Quarterly
♦ Annual Statutory Compliance Audit Report is completed and lodged within statutory time frames ♦ 100% ♦ Local Government Audit
Regulations 1996 ♦ Annual
♦ Agendas delivered before three working days before the Ordinary Council meeting ♦ 100% ♦ Local Government Audit
Regulations 1996 ♦ Annual
♦ Compliance with governance registers ♦ 100% ♦ Synergy ♦ Annual
♦ Council decisions actioned within three months ♦ 100% ♦ Council Minutes ♦ Quarterly
♦ Council recommendations proposed ♦ Trend ♦ Council Minutes ♦ Annual
♦ Councillor satisfaction with support services ♦ 100% ♦ Councillor Survey ♦ Annual
♦ Customer satisfaction with the permit process ♦ 100% ♦ Customer Survey ♦ 4 yearly
♦ Ordinary and Special Council meetings held ♦ 100% ♦ Council Minutes ♦ Annual
♦ Officer Recommendations adopted ♦ Trend ♦ Council Minutes ♦ Annual
♦ Total local reserve permit applications assessed ♦ Trend ♦ Synergy ♦ Annual
♦ Total commercial trading permits issued ♦ Trend ♦ Synergy ♦ Annual
♦ Local reserve permit applications assessed ♦ Trend ♦ Synergy ♦ Annual
Corporate Business Plan 2015-19 64 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Community Outcome Shire Strategic Response
1. Effective governance and corporate leadership
1.1 Attract and develop high quality Councillors that are able to lead and articulate the community’s aspirations
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
5.1.1.2Partner with Western Australian Electoral Commission to conduct the biennial election program by postal voting
Governance Officer Western Australian Electoral Commission, Council
Operating
1.3 Ensure Councillors and employees demonstrate the importance of ethical behaviour and compliance with codes of conduct
5.1.3.1Complete and submit Statutory Compliance Return and remediate any errors within timeframes
Governance Officer Department of Local Government and Communities (DLGC)
Operating
1.4 Provide Councillors with high quality and current information for effective decision making
5.1.4.2
Convene twice monthly Ordinary Meetings of Council and Special meetings of Council as called by the Shire President, Council or 3 elected members
Chief Executive Officer Council, Chief Executive Officer Operating
5.1.4.3Review Councillors delegations Governance Officer Chief Executive Officer,
Council Operating
5.1.4.4Monitor the Council Meeting Decisions Action List Council Minutes and
Agenda’s OfficerCouncil, Internal Staff Operating
6.2 Ensure Shire services and processes meet or exceed customer needs and recognised industry standards
5.6.2.1Conduct comprehensive review of Standing Orders every four years, early in the election years
Governance Officer Council, Internal Staff Operating
5.6.2.2 Conduct comprehensive rolling review of Shire policies over a three year period
Governance Officer Internal Staff Operating
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 65
Community Outcome Shire Strategic Response
3 Effective knowledge and information management
3.1 Ensure that information is managed in accordance with statutory requirements and is available for decision making
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
5.3.1.3Develop a legislative compliance calendar Governance Officer Internal Staff
Operating
5.3.1.4Implement legislative compliance calendar Governance Officer Internal Staff
Operating
Corporate Business Plan 2015-19 66 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Marketing
Service Team MarketingResponsibility Chief Executive’s Office
Services ♦ Administration of icon events funding and sponsorship packages
♦ Establishment and maintenance of Shire branding
♦ Management, production and monitoring of Shire media, promotions and advertising
♦ Monitor and administer functions of the Shire’s website
♦ Graphic design services
♦ Community, Shire and stakeholder event organisation
Workforce ♦ 1 FTE
Challenges ♦ Responding to increasing media requests as a result of wider distribution
♦ Creating media to appeal to highly varying demographics
♦ Responding to social changes in consumption of news, media and advertising
♦ Maintaining knowledge and awareness of policy and activities across Shire business units
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 67
Business Unit Target Source Reporting Frequency
Indicators ♦ Total media releases compiled ♦ Trend ♦ Synergy ♦ Annual
♦ Total photo shoots ♦ Trend ♦ Synergy ♦ Annual
♦ Total radio interviews ♦ Trend ♦ Synergy ♦ Annual
♦ Total print ads compiled ♦ Trend ♦ Synergy ♦ Annual
♦ Total community events and official functions ♦ Trend ♦ Synergy ♦ Annual
♦ Total icon event sponsorship agreements ♦ Trend ♦ Synergy ♦ Annual
♦ Total community event sponsorship agreements ♦ Trend ♦ Synergy ♦ Annual
♦ Total collateral compiled ♦ Trend ♦ Synergy ♦ Annual
♦ Search engine click through rates ♦ Trend ♦ Google Analytics ♦ Annual
♦ Visitation types to the website ♦ Trend ♦ Google Analytics ♦ Annual
Corporate Business Plan 2015-19 68 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Community Outcome Shire Strategic Response
1. Strong agriculture and viticulture sectors
1.1 Ensure Shire processes support the development of strong agricultural and viticultural sectors
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
4.1.1.2
Maintain a positive collaborative relationship with the Margaret River Wine Industry Association and promote the Margaret River Wine Region as Australia’s premier wine region
Marketing and Events Officer
MRBTAMargaret River Wine Industry Operating
2. Sustainable tourism industry 2.1 Work collaboratively with the tourism sector to increase visitor numbers and length of stay to the Shire
4.2.1.1Administer the Capes Regional Organisation of Councils (CapeROC) events website in conjunction with the City of Busselton
Marketing and Events Officer
CapeROCCity of Busselton Operating
4.2.1.2Produce the Capes Regional Organisation of Councils (CapeROC) Calendar of Events in conjunction with the City of Busselton
Marketing and Events Officer
CapeROCCity of Busselton Operating
2.2 Work collaboratively with the tourism sector to promote and develop eco-tourism
4.2.2.1
Maintain a positive collaborative relationship with the Margaret River Tourism Association Tourism (MRBTA) to measure visitor numbers and impacts and maximise visitor benefits to the Shire
Marketing and Events Officer
MRBTA
Operating
2.4 Encourage tourism in the Shire through the development and support of iconic events
4.2.4.1Sponsor iconic events that showcase the Shire to national and international audiences
Marketing and Events Officer
CommunityEvent Organisers Operating
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 69
Community Outcome Shire Strategic Response
4. Sustainable economic development 4.4 Foster sustainable economic growth which provides local employment
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
4.4.4.1Develop and maintain a comprehensive suite of marketing materials, including foreign languages to attract business investment
Marketing and Events Officer
Internal Staff Operating
2. Community and customer focus 5.2 Communicate effectively with the community and promote the Shire’s positive image
5.5.2.1Implement the Communication Strategy and Marketing Plan
Marketing and Events Officer
Internal Staff Operating
5.5.2.3Review the Communication Strategy and Marketing Plan
Marketing and Events Officer
Internal Staff Operating
5.5.2.4Monitor and administer functions of the Shire’s website
Marketing and Events Officer
Internal Staff, Community Operating
5.5.2.5Review and refresh the Shire website every four years
Marketing and Events Officer
External ProviderOperating
Corporate Business Plan 2015-19 70 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Human Resources
Service Team Human ResourcesResponsibility Manager Human Resources
Services ♦ Employment
♦ Personnel
♦ Workplace Relations
♦ Occupational Safety, Health and Wellbeing
♦ Workforce Planning
Workforce ♦ 5.4 FTE
Challenges ♦ Ability to meet growing service demands with limited resources
♦ Continual increase in the level of workforce legislative and reporting requirements
♦ Labour market skills shortage
♦ Declining employee health associated with an ageing workforce
♦ Lack of efficient and effective Human Resources Information System
♦ Increase in demand for flexible working arrangements and career growth opportunities
♦ Diminishing level of supervisory and leadership experience within the workforce
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 71
Business Unit Target Source Reporting Frequency
Indicators ♦ Number of employees (FTE) ♦ 168.00 ♦ Workforce Plan ♦ Annual
♦ Staff turnover rate % ♦ <10 ♦ Separation Matrix ♦ Annual
♦ Number of employment vacancies ♦ <41 ♦ Recruitment Matrix ♦ Annual
♦ Number of workers compensation claims ♦ <10 ♦ LGIS CATS Report ♦ Annual
♦ Occupational Safety and Health Audit AS/NZS4801:2001 rating ♦ >80 ♦ LGIS Audit Report ♦ 4 yearly
♦ Employee Engagement Hewitt Survey Score ♦ 50% ♦ Survey Report ♦ 4 yearly
♦ DLGC Workforce Plan legislative compliance rating ♦ Basic standard ♦ DLGC ♦ 5 yearly
♦ EEO listed in recruitment processes ♦ 100% ♦ DAIP ♦ Annual
♦ Advertisements lodged within deadlines ♦ 100% ♦ Workforce Plan ♦ Annual
♦ Vacancy Duration Rate ♦ 50 days ♦ Recruitment Matrix ♦ Annual
♦ Employment offers completed within deadlines ♦ 100% ♦ Workforce Plan ♦ Annual
♦ Accident/incidents investigations assessed with two days upon being received ♦ 100% ♦ OSH Plan ♦ Annual
♦ Workers compensation claims lodged within three days ♦ 100% ♦ WC matrix ♦ Annual
♦ Customer satisfaction ♦ Satisfied ♦ Customer Satisfaction Survey ♦ Annual
♦ Staff OSH inductions conducted within five days ♦ 100% ♦ OSH Plan ♦ Annual
♦ Adjustments (Payroll) Annually ♦ 6 ♦ Payroll matrix ♦ Annual
♦ Payroll EFT produced to deadline ♦ 100% ♦ Payroll matrix ♦ Annual
♦ Staff issues investigated within five days ♦ 90% ♦ Investigation matrix ♦ Annual
Corporate Business Plan 2015-19 72 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Community Outcome Shire Strategic Response
1. Effective governance and corporate leadership
1.3 Ensure Councillors and employees demonstrate the importance of ethical behaviour and compliance with codes of conduct
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
5.1.3.2 Review Code of Conduct for staffManager Human Resources
Chief Executive OfficerInternal staff, External legal entity
Operating
1. Effective strategy, planning and asset management 2.2 Develop a long term Resourcing Strategy aligned to the Community Strategic Plan
5.2.2.11 Undertake desktop review of Workforce Plan
Manager Human Resources
Strategic Performance Improvement Working Group (SPIWG), ELT, Internal staff, External training providers
Operating
5.2.2.12 Undertake full review of Workforce Plan
Manager Human Resources
Strategic Performance Improvement Working Group (SPIWG), ELT, Internal staff, External training providers
Operating
4. Highly skilled and motivated people 4.1 Recruit, train and retain high achieving employees
5.4.1.1Implement employee development and growth program
Manager Human Resources
Internal staff, External training providers Operating
5.4.1.2Review the Shire’s training and development plans Manager Human
ResourcesInternal staff
Operating
5.4.1.3Review employee higher duties and secondment system
Manager Human Resources
Internal staff, External training providers Operating
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 73
Community Outcome Shire Strategic Response
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
4.2 Recognise and reward high achieving employees
5.4.2.2Negotiate Enterprise Bargaining Agreement renewal
Manager Human Resources
Internal staff, External bargaining representatives, Unions
Operating
5.4.2.1Facilitate employee recognition program Manager Human
ResourcesInternal staff
Operating
4.3 Ensure the Shire provides a safe and fair workplace
5.4.3.1Implement employee health program Manager Human
ResourcesInternal staff, External health providers, LGIS
Operating
5.4.3.2Implement Equal Opportunity Plan Manager Human
ResourcesInternal Staff, Peer support staff Operating
5.4.3.3 Implement Occupational Safety and Health Management Plan
Manager Human Resources
Internal staff, OSH committee, Safety representatives, Emergency Response Volunteers, LGIS
Operating
5.4.3.4 Review Occupational Safety Management system
Manager Human Resources
Internal staff, OSH committee, Safety representatives, Emergency Response Volunteers, LGIS
Operating
5.4.3.5Integrate Safe Operating Procedure into on-line training system
Manager Human Resources
Internal staffOperating
Corporate Business Plan 2015-19 74 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Community Outcome Shire Strategic Response
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
5.4.3.6Improve contractor/site induction process Manager Human
ResourcesOSH committee
Operating
5.4.3.7Review Managers KPIs on diverse workforce and inclusive culture - Employee Survey
Manager Human Resources
Internal staffOperating
4.4 Ensure staff are consulted and are informed of key decisions and issues within the organisation
5.4.4.2Coordinate the employee personnel evaluation system
Manager Human Resources
Internal staffOperating
5.4.4.3Develop a workforce communication strategy Manager Human
ResourcesInternal staff
Operating
5.4.4.4Review Shire Engagement Strategy Manager Human
ResourcesInternal staff
Operating
5.4.4.5Review the workforce communication strategy Manager Human
ResourcesInternal staff
Operating
7. Measure and report on success and sustainability 7.1 Effectively measure our success and progress to a sustainable future
5.7.1.6Coordinate Best Employer Survey Manager Human
ResourcesInternal Staff, Survey provider Operating
5.7.1.7Coordinate OSH Audit AS/NZS4801:2001 Manager Human
ResourcesInternal staff, LGIS Operating
5.7.1.10Review workforce performance measures and systems for capturing performance data
Manager Human Resources
Internal StaffOperating
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 75
Directorate Corporate and Community Services
Corporate and Community Services
Service Team Corporate and Community Services Responsibility Director Corporate and Community Services
Services ♦ Providing strategic direction, management and leadership for Financial Services, Customer and Information Services, Community Development and Safety, Sport
and Recreation Services and Library Services
♦ Providing corporate and administrative support
♦ Undertaking Integrated Planning and Corporate reporting
♦ Providing strategic input and advice as a member of the Executive Leadership Team
♦ Delivering strategic projects and policy
♦ Administering community contributions and donations
♦ Community Grants, Thank Volunteer and minor event coordination
♦ Risk Management
♦ Providing an interface between the Directorate, elected members, media and community
Workforce ♦ 3 FTEs
Challenges ♦ Changing legislation in regards to corporate planning and reporting ♦ Lack of efficient and integrated corporate software system ♦ Competing demands of community groups
Corporate Business Plan 2015-19 76 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Business Unit Target Source Reporting Frequency
Indicators ♦ Annual Report meets legislative requirements and timeframes ♦ 100% ♦ Local Government Act 1995 ♦ Annual
♦ Integrated Planning and Reporting legislative requirements meet the basic standard ♦ 100% ♦ Integrated Planning and
Reporting Framework ♦ Annual
♦ Dispersal of the annual round of Community Contributions and Donations requests ♦ 100% ♦ Financial Assistance Policy ♦ Annual
♦ Actions against Operational Plan are on track ♦ 100% ♦ Interplan ♦ Quarterly
♦ Corporate Business Plan actions completed ♦ 100% ♦ Interplan ♦ Annual
♦ Grant administration is in line with acquittal funding agreements ♦ 100% ♦ Financial Assistance
Agreement ♦ Annual
♦ Meeting Statutory requirements in conducting committees and meetings ♦ 100% ♦ Local Government Act 1995 ♦ Annual
♦ Terms of Reference are met for committee and meetings ♦ 100% ♦ Sport and Recreation Advisory Committee ♦ Annual
♦ Risk Management actions completed ♦ 100% ♦ Risk Management Framework ♦ Annual
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 77
Community Outcome Shire Strategic Response
1. Sense of identity and belonging
1.1 Foster participation in cultural events and activities that encourage a sense of identity and belonging
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
2.1.1.5 Manage the Community Development Fund Director Corporate and
Community ServicesCommunity
Operating
3. Strong community groups and networks 3.1 Support and value volunteers across the Shire
2.3.1.1Organise Thank a Volunteer Celebrations Director Corporate and
Community ServicesCommunity
Operating
4. Sustainable tourism industry 2.3 Provide family friendly quality caravan and camping grounds to encourage visitors to extend their stay
4.2.3.1
Provide report to Council on any proposals for leasing or joint partnership of Turner Caravan park for Council consideration and decision
Director Corporate and Community Services
Augusta community, Caravan park short and long term agreement holders, Local business
Operating
1. Effective governance and corporate leadership 1.5 Develop effective partnerships and strategic alliances to maximise community benefits
5.1.5.8 Hold regular meetings with the Sport and Recreation Advisory Committee
Director Corporate and Community Services
Sport and Recreation Advisory Committee Operating
Corporate Business Plan 2015-19 78 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Community Outcome Shire Strategic Response
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
2. Effective strategy, planning and asset management
2.1 Develop and maintain the Community Strategic Plan that sets long term directions and goals for the future of the Shire
5.2.1.1
Continue implementation of the Integrated Planning and Reporting (IPR) program, including quarterly reporting against the Operational Plan to Council
Corporate Planner Internal staff,Council
Operating
5.2.1.2Develop the Annual Operational Plan linked to Corporate Plan and Annual Budget
Corporate Planner Internal staffOperating
5.2.1.3Review Business Unit plans for directorate in line with strategic direction
Director Corporate and Community Services
Internal staffOperating
5.2.1.4Undertake a desktop review of the Community Strategic Plan
Corporate Planner Internal staffOperating
5.2.1.5Undertake a desktop review of the Corporate Plan Corporate Planner Internal staff
Operating
5.2.1.6Undertake a full review of the Corporate Plan to implement strategies outlined in the Community Strategic Plan
Corporate Planner Internal staff, Council,Community
Operating
5.2.1.7
Undertake full review of Community Strategic Plan Corporate Planner Community, Local business, Internal staff, Bang The Table
Operating
5.2.1.10Develop Sport and Recreation Strategic Plan Director Corporate and
Community ServicesInternal Staff
Operating
2.2 Develop long term Resourcing Strategy aligned to the Community Strategic Plan
5.2.2.6Implement Risk Management Framework Director Corporate and
Community ServicesInternal Staff
Operating
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 79
Community Outcome Shire Strategic Response
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
5.2.2.13Monitor Risk Register actions and report regular to ELT and the Audit and Risk Management Committee
Director Corporate and Community Services
Internal StaffOperating
5.2.2.14
Scope via the customer survey and International Association for Public Participation 2 Framework (IAP2) the requirements to develop a Stakeholder and Customer Framework and Engagement Strategy
Corporate Planner Internal Staff, External Stakeholders, International Association for Public Participation Operating
3. Effective knowledge and information management
3.2 Ensure information and technology systems meet corporate needs and add value to the Shire’s operations
5.3.2.1Review organisations financial and corporate software to meet the needs of the organisation
Director Corporate and Community Services
Internal StaffOperating
5. Community and customer focus
5.1 Provide high quality customer and community focused services and programs across the organisation
5.5.1.1Review customer service standards for Corporate and Community Services directorate
Director Corporate and Community Services
Internal StaffOperating
6. A culture of innovation, quality and continuous improvement 6.2 Ensure Shire processes meet or exceed needs and recognised industry standards
5.6.2.3Review and update procedures for Corporate and Community Services directorate
Director Corporate and Community Services
Internal StaffOperating
5.6.2.9Review the Community Consultation Policy (non planning matters)
Corporate Planner Internal StaffOperating
Corporate Business Plan 2015-19 80 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Community Outcome Shire Strategic Response
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
7. Measure and report on success and sustainability 7.1 Effectively measure our success and progress to a sustainable future
5.7.1.4Conduct Business Excellence Self-Guided Assessment (every four years)
Corporate Planner Internal staff, Learning Horizons, SAI Global
Operating
5.7.1.8Implement key actions identified in the 2015 Australian Business Excellence Framework (ABEF) review
Corporate Planner Internal StaffOperating
5.7.1.9
Scope what is required to review and develop comprehensive service level costings for all business units in the Shire to also include service level expectations from community
Corporate Planner Other Local Governments, Auditors, Internal Staff Operating
7.2 Report on our success and sustainability to the community and stakeholders
5.7.2.1
Implement Annual Reports consistent with the guidelines for the Department of Local Government and Communities Integrated Planning and Reporting Framework
Corporate Planner Internal Staff, Department of Local Government and Communities, Community, All stakeholders
Operating
5.7.2.2Prepare and advertise quarterly reports of the Community Strategic Plan
Corporate Planner CommunityOperating
7.3 Develop indicators and measure the performance of the Shire and the success in achieving its vision
5.7.3.1Measure and report on Key Performance Indicators in the Community Strategic Plan
Corporate Planner Internal StaffOperating
5.7.3.2Measure and report on Key Performance Indicators in the Corporate Plan
Corporate Planner Internal StaffOperating
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 81
Financial Services
Service Team RevenueResponsibility Manager Finance
Services ♦ Calculating, administering and collecting property rates ♦ Ensuring the completeness and integrity of the Shire’s property records ♦ Determining the fees and charges that apply for Shire services and facilities ♦ Raising and collecting debts for sundry business services such as property leases and usage of Shire facilities
Workforce ♦ 2.8 FTEs
Challenges ♦ Increasing revenue raised ♦ Improving rate of debtor collection
Business Unit Target Source Reporting Frequency
Indicators ♦ Amount of debts written off ♦ < Budget target ♦ Monthly financial report balance of Account RA55 ♦ Monthly
♦ Rates outstanding at the end of the financial year ♦ <2% ♦ Monthly Rates Comparison
spreadsheet stored in Revenue
♦ Monthly
♦ Sundry Debtors (by number) to be outstanding more than 90 days ♦ <10 ♦ Sundry Debtors Aged Trial
Balance ♦ Quarterly
♦ Revenue to be raised from rates to increase by at least the increase in the Perth CPI for the 12 months ending 31 March ♦ > Perth CPI ♦ Australian Bureau of Statistics ♦ Annual
Corporate Business Plan 2015-19 82 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Community Outcome Shire Strategic Response
2. Effective strategy, planning and asset management
2.5 Ensure the Shire’s financial performance is well managed and leads to a strong financial position
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
5.2.5.4Billing of property rates Manager Finance Ratepayers
Operating
5.2.5.5Billing of sundry debtors Manager Finance Debtors
Operating
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 83
Service Team General FinancingResponsibility Manager Finance
Services ♦ Administer the Shire’s investment portfolio ♦ Administer the Shire’s loan portfolio ♦ Manage the Shire’s financial reserves
Workforce ♦ Included in Finance FTEs
Challenges ♦ Complying with investment guidelines
♦ Maximising return on investment
♦ Obtaining most favourable loan borrowing rate possible
♦ Increasing the balance of the Shire’s reserves
Business Unit Target Source Reporting Frequency
Indicators ♦ Level of outstanding debt ♦ No set amount ♦ Monthly financial report ♦ Monthly
♦ Debt Service Cover Ratio ♦ >5 is the
advanced standard
♦ Annual Financial Report ♦ Annual
♦ Amount of interest on investments earned ♦ No set amount ♦ Monthly financial report ♦ Monthly
♦ Level of reserves compared to debt ♦ Not set,
comparison of amounts
♦ Monthly financial report ♦ Monthly
♦ Rate of interest earned on investments exceeds the Reserve Banks cash rate at the start of the month
♦ > Reserve Bank cash rate
♦ Monthly investment spreadsheet stored in Finance ♦ Monthly
Corporate Business Plan 2015-19 84 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Community Outcome Shire Strategic Response
2. Effective strategy, planning and asset management
2.5 Ensure the Shire’s financial performance is well managed and leads to a strong financial position
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
5.2.5.2Administering the Shire’s investment portfolio Manager Finance Chief Executive Officer,
Council Operating
5.2.5.3Administering the Shire’s loan portfolio Manager Finance Chief Executive Officer,
Council Operating
5.2.5.8Manage the Shire’s financial reserves Manager Finance Chief Executive Officer,
Council Operating
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 85
Service Team FinanceResponsibility Manager Finance
Services ♦ Preparing the Shire’s annual budget and long term financial plan and monitoring financial performance against budget and plan targets
♦ Recognition of assets on the basis of their value in each class on a three year cycle
♦ Calculating, reviewing and analysing monthly, year to date and annual financial results
♦ Ensuring compliance with financial legislation and regulations
♦ Assisting the organisation with general financial matters
♦ Review the Shire’s insurance and ensure schedules are up to date and assets are adequately insured
Workforce ♦ 4 FTEs
Challenges ♦ Balancing the Shire’s annual budget
♦ Preparing a balanced long term financial plan that integrates with the Asset Management Plan, Workforce Plan and informs the annual budget
♦ Ensuring adherence to financial practices and legislation
♦ Implementing fair value accounting
Business Unit Target Source Reporting Frequency
Indicators ♦ A balanced budget is prepared ♦ Balanced position ♦ Annual Budget ♦ Annual
♦ Financial ratios reported in the Annual Financial Report that exceed the targets of the Department of Local Government and Communities
♦ Advanced standard ♦ Annual Financial Report ♦ Annual
♦ Compliance with all legislative requirements for budgets and financial reporting
♦ No non-compliance matters ♦ Compliance Audit Return ♦ Annual
♦ Draft management reports are distributed to business units by the 3rd working day of the new month ♦ 100% ♦ Monthly financial report ♦ Monthly
♦ Explanations of variations > than 10% and $10,000 received from business units ♦ 100% ♦ Monthly financial report ♦ Monthly
♦ Management report is presented to Council the month after the end of the month to which the results refer ♦ 100% ♦ Council Minutes ♦ Monthly
Corporate Business Plan 2015-19 86 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Community Outcome Shire Strategic Response
4. Sustainable economic development
4.3 Ensure the Shire’s procurement policies support local businesses and help generate local employment
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
4.4.3.1Obtain feedback from sample of local suppliers to identify the Shire’s impact upon their business
Manager Finance Local business owners Operating
4.4.3.2Review Purchasing Policy and procedures to determine equity and effectiveness
Manager Finance Internal StaffOperating
4.4.3.3Assist with the process of improving procurement and purchasing practices to ensure uniformity and consistency
Manager Finance Internal StaffOperating
2. Effective strategy, planning and asset management 2.2 Develop a long term Resourcing Strategy aligned to the Community Strategic Plan
5.2.2.9
Review and update the Long Term Financial Plan through the Chief Executive Officer appointed Internal Expenditure Review Committee and present options to Council for increasing revenue and reducing operating cost
Manager Finance Internal staff, Chief Executive OfficerCouncil
Operating
5.2.2.10Undertake full review with ongoing desktop review of Long Term Financial Plan
Manager Finance Internal staff Operating
2.5 Ensure the Shire’s financial performance is well managed and leads to a strong financial position
5.2.5.6Continue to monitor and analyse monthly, year to date and annual financial performance
Manager FinanceOperating
5.2.5.7Ensure revenue opportunities are maximised by identifying grant opportunities, additional revenue sources and cost recovery
Manager FinanceOperating
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 87
Community Outcome Shire Strategic Response
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
5.2.5.9Preparation of annual budget Manager Finance Internal staff,
Chief Executive OfficerCouncil
Operating
5.2.5.10Preparation of annual financial report Manager Finance Audit and Risk
Management Committee Operating
5.2.5.11Preparation of monthly management reports Manager Finance Internal staff
Operating
5.2.5.12Promote a whole of life assessment approach for projects
Manager FinanceOperating
5.2.5.13Use appropriate processes to assess the short and long term financial viability of capital and other projects
Manager FinanceOperating
7. Measure and report on success and sustainability 7.1 Effectively measure our success and progress to a sustainable future
5.7.1.5
Conduct external audit and interim audit annually and remediate any problems within timeframes
Manager Finance Audit and Risk Management Committee, Internal Staff, Auditors
Operating
5.7.1.11Arrange review of financial systems to comply with Financial Management Regulation 5(2)(c)
Manager Finance Audit and Risk Management CommitteeAuditors
Operating
5.7.1.12Arrange review of internal controls, legislative compliance and risk management to comply with Audit Regulation 17
Manager Finance Audit and Risk Management CommitteeAuditors
Operating
7.3 Develop indicators to measure the performance of the Shire and the success in achieving its vision
5.7.3.3Develop financial indicators for Business Units Manager Finance
Operating
Corporate Business Plan 2015-19 88 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Service Team Customer and Information ServicesResponsibility Manager Customer and Information Services
Services ♦ Maintaining customer communication systems
♦ Providing printing and stationery supplies
♦ Managing black power supply contract
♦ Developing and reviewing corporate policies and procedures
♦ Managing service teams, staffing and financials
Workforce ♦ 1 FTEs
Challenges ♦ Responding to growing demand for on-line services
♦ Variable internet speed across the Shire
♦ Increasing cost of power supply
Business Unit Target Source Reporting Frequency
Indicators ♦ Competitive Black Power Supply contract in place ♦ 100% ♦ Synergy ♦ Annual
♦ Total customer complaints/requests outstanding ♦ Trend ♦ Synergy ♦ Annual
♦ Total PIDS actioned ♦ Trend ♦ Synergy ♦ Annual
♦ Total PIDS received ♦ Trend ♦ Synergy ♦ Annual
Customer and Information Services
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 89
Community Outcome Shire Strategic Response
2. Effective strategy, planning and asset management 2.2 Develop long term Resourcing strategy aligned to the Community Strategic Plan
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
5.2.2.7Undertake desktop review of ICT Strategic Framework
Manager Customer and Information Services
Internal StaffOperating
5.2.2.8Undertake full review of ICT Strategic Framework Manager Customer and
Information ServicesInternal Staff
Operating
3. Effective knowledge and information management
3. 1 Ensure that information is managed in accordance with statutory requirements and is available for decision making
5.3.1.5Implement a document control system/process across the Shire
Manager Customer and Information Services
Internal StaffOperating
5. Community and customer focus
5.1 Provide high quality customer and community focused services and programs across the organisation
5.5.1.8Review the energy tender with Perth Energy Manager Customer and
Information ServicesPerth Energy
Operating
Corporate Business Plan 2015-19 90 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Service Team Customer RelationsResponsibility Manager Customer and Information Services
Services ♦ Delivering Shire one-stop-shop counter service
♦ Delivering Department of Transport licensing service
♦ Delivering Shire phone service
♦ Delivering customer service training and support
♦ Maintaining customer information and system
Workforce ♦ 6 FTEs
Challenges ♦ Responding to growing demand for on-line services
♦ Variable internet speed across the Shire
♦ Increasing cost of power supply
Business Unit Target Source Reporting Frequency
Indicators ♦ Complaints resolved within timeframes ♦ 100% ♦ Synergy ♦ Annual
♦ New employees completed Customer Relations induction ♦ 100% ♦ HR ♦ Annual
♦ Department of Transport Licensing Services contract in place ♦ 100% ♦ DoT ♦ Annual
♦ Shire transactions/FTE ♦ Trend ♦ Synergy ♦ Annual
♦ Shire transactions/service location ♦ Trend ♦ Synergy ♦ Annual
♦ Total DoT transactions/service location ♦ Trend ♦ Synergy ♦ Annual
♦ Total DoT transactions/FTE ♦ Trend ♦ Synergy ♦ Annual
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 91
Community Outcome Shire Strategic Response
5. Community and customer focus
5.1 Provide high quality customer and community focused services and programs across the organisation
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
5.5.1.2Provide Department of Transport licensing services Manager Customer and
Information ServicesDoT, Community, Internal staff
Operating
5.5.1.3Provide one-stop shop customer service centre Manager Customer and
Information ServicesCommunity, Internal staff Operating
5.5.1.4Review Customer Service Charter Manager Customer and
Information ServicesInternal Staff
Operating
5.5.1.5Review Department of Transport licensing agreement
Manager Customer and Information Services
DoTOperating
6. A culture of innovation, quality and continuous improvement
6.2 Ensure Shire services and processes meet or exceed customer needs and recognised industry standards
5.6.2.4Measure and report on administration of Customer and Information Services
Manager Customer and Information Services
Internal StaffOperating
Corporate Business Plan 2015-19 92 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Service Team RecordsResponsibility Manager Customer and Information Services
Services ♦ Delivering recordkeeping to internal customers
♦ Providing Freedom of Information (FOI) and Public Interest Disclosure (PID) service to external customers
♦ Maintaining recordkeeping systems
♦ Ensuring compliance with legislation
♦ Delivering recordkeeping training and support
Workforce ♦ 2 FTEs
Challenges ♦ Changing technologies and capturing appropriate records
♦ Meeting legislative requirements in a digital environment
Business Unit Target Source Reporting Frequency
Indicators ♦ Number of outstanding records year to date ♦ <500 ♦ Synergy ♦ Quarterly
♦ Records actioned within timeframe ♦ 95% ♦ Synergy ♦ Quarterly
♦ FOIs actioned within timeframe ♦ 100% ♦ Excel ♦ Annual
♦ New employees completed Records induction ♦ 100% ♦ HR ♦ Annual
♦ Approved Recordkeeping Plan in place ♦ 100% ♦ Synergy ♦ Annual
♦ System adequacy to legislation ♦ 100% ♦ Synergy ♦ Annual
♦ Total FOIs actioned ♦ Trend ♦ Synergy ♦ Annual
♦ Total FOIs received ♦ Trend ♦ Synergy ♦ Annual
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 93
Community Outcome Shire Strategic Response
3. Effective knowledge and information management
3.1 Ensure that information is managed in accordance with statutory requirements and is available for decision making
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
5.3.1.1Provide recordkeeping service to the organisation Manager Customer and
Information ServicesInternal Staff
Operating
5.3.1.2Undertake annual Records Disposal program Manager Customer and
Information ServicesInternal Staff
Operating
5.3.1.6Review Recordkeeping Plan Manager Customer and
Information ServicesInternal Staff
Operating
Corporate Business Plan 2015-19 94 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Service Team Information and Communication TechnologyResponsibility Manager Customer and Information Services
Services ♦ Desktop support for 150+ computers
♦ Maintenance and support of 15+ servers
♦ Daily backup and on-demand restore services
♦ Disaster recovery planning and maintenance
Workforce ♦ 2 FTEs
Challenges ♦ Regional power infrastructure during business hours
♦ Specialised skill area
♦ Changing technical environment
Business Unit Target Source Reporting Frequency
Indicators ♦ Availability of network infrastructure during business hours ♦ 100% ♦ Network ♦ Quarterly
♦ Average outstanding Help Desk support requests ♦ <10 ♦ Intranet ♦ Quarterly
♦ Success of full data backup ♦ 100% ♦ VEEAM/AVAMAR DataDomain ♦ Monthly
♦ New employees completed ICT induction ♦ 100% ♦ HR ♦ Annual
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 95
Community Outcome Shire Strategic Response
3. Effective knowledge and information management
3.2 Ensure information and technology systems meet corporate needs and add value to the Shire’s operations
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
5.3.2.2Provide Help Desk support to users Manager Customer and
Information ServicesInternal staff
Operating
5.3.2.3Review Information and Communication Technology Disaster Recovery Plan
Manager Customer and Information Services
Internal staffOperating
5.3.2.4Review of Information and Communication Technology Strategic Plan
Manager Customer and Information Services
Internal staffOperating
5.3.2.5Undertake personal computer refresh program Manager Customer and
Information ServicesInternal staff Asset
Renewal
5.3.2.6Undertake servers refresh program Manager Customer and
Information ServicesInternal staff Asset
renewal
5.3.2.7Upgrade and extend software licensing to meet the needs of the organisation
Manager Customer and Information Services
External software providers, Internal Staff
Operating
5.3.2.8Undertake hardware maintenance program Manager Customer and
Information ServicesInternal staff
Operating
5.3.2.9Maintain communications system Manager Customer and
Information ServicesInternal staff
Operating
Corporate Business Plan 2015-19 96 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Service Team Caravan ParksResponsibility Manager Customer and Information Services
Services ♦ Operation of: Turner Caravan Park, Flinders Bay Caravan Park and Alexandra Bridge Camping Ground
♦ Develop and implement business plans to ensure the future sustainability of Shire operated Caravan Parks and Camping Grounds
♦ Develop and implement annual small capital works improvement programs
Workforce ♦ 6.6 FTEs
Challenges ♦ Increase in aged Australian population using caravanning for extended periods
♦ Pressures on Local Government to sustain infrastructure and deal with infrastructure backlog
♦ Changing requirements in the management of caravan parks
♦ Increased cost of utilities
♦ Capacity to improve business processes and procedures
♦ Patronage dependent on weather
♦ Ongoing difficulty in attracting and retaining skilled staff
♦ Changes to legislation and impact on facilities
Business Unit Target Source Reporting Frequency
Indicators ♦ Level of occupancy ♦ >5% ♦ RMS ♦ Annual ♦ Level of customer service satisfaction ♦ 90% ♦ Customer Surveys ♦ 4 yearly ♦ Revenue generated from operations ♦ >5% ♦ Financial Reports ♦ Annual ♦ Total revenue generated from operations ♦ Trend ♦ Synergy ♦ Annual ♦ Total occupancy during shoulder periods ♦ Trend ♦ Synergy ♦ Annual
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 97
Community Outcome Shire Strategic Response
4. Sustainable tourism industry 2.3 Provide family friendly quality camping grounds to encourage visitors to extend their stay
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
4.2.3.2Implement actions within Alexandra Bridge Camp Ground Business Plan - Construct camp kitchen
Manager Customer and Information Services
Internal staff, Construction services, Community
New asset$50K
4.2.3.3Operate caravan and camping facilities at Augusta and Alexandra Bridge
Manager Customer and Information Services
CommunityOperating
4.2.3.4Alexandra Bridge Camp Ground - Develop concept plan for camp kitchen
Manager Customer and Information Services
Internal staffOperating
4.2.3.5Alexandra Bridge Camp Ground Provide facilities that meet legislative changes - Complete survey and develop concept plans for site.
Manager Customer and Information Services
Internal staff, Community Operating
$50K
4.2.3.6Alexandra Bridge Camp Ground - implementation of site concept plans
Manager Customer and Information Services
Internal staff, Construction services, Community
Operating
4.2.3.7Alexandra Bridge Camp Ground - erection of small office space/shed
Manager Customer and Information Services
Internal staff, Construction services, Community
New asset$20k
4.2.3.8Flinders Bay Caravan Park - Develop concept plans for camp kitchen
Manager Customer and Information Services
Internal staff, Community Operating
4.2.3.9Flinders Bay Caravan Park - Construct camp kitchen
Manager Customer and Information Services
Internal staff, Construction services, Community
New asset$60k
4.2.3.10Flinders Bay Caravan Park - Construct disabled toilet facility
Manager Customer and Information Services
Internal staff, Construction services, Community
New asset$50k
4.2.3.11Flinders Bay Caravan Park - Nature based play ground (protected from weather and enclosed)
Manager Customer and Information Services
Internal staff, Construction services, community
New asset$50k
Corporate Business Plan 2015-19 98 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
4.2.3.12Flinders Bay Caravan Park -Connect to deep sewage at Deere Street including pump station
Manager Customer and Information Services
Internal staff, Maintenance services, Community
Asset Upgrade $200k
4.2.3.13Flinders Bay Caravan Park - Upgrade house - painting, floor coverings, etc.
Manager Customer and Information Services
Internal staff, Maintenance services, Community
Asset Upgrade $30k
4.2.3.14Flinders Bay Caravan Park - Upgrade sites - soil/gravel
Manager Customer and Information Services
Internal staff, Maintenance services, Community
Upgrade Asset $10k $10k $10k
4.2.3.15Flinders Bay Caravan Park - Upgrade power to tent sites
Manager Customer and Information Services
Internal staff, Construction services, Community
New asset$15k $15k $15k
4.2.3.16Alexandra Bridge camp Ground - Formalise tent sites with numbers, barriers etc.
Manager Customer and Information Services
Internal staff, Construction services, community
Operating
4.2.3.17Develop brand/style guide for Caravan Parks/Camp ground
Manager Customer and Information Services
Internal Staff, Marketing services, Community
Operating
4.2.3.18Turner Caravan Park - Install Quantam hot water system
Manager Customer and Information Services
Internal staff, Construction services, community
New asset$50k
4.2.3.19Turner Caravan Park - Complete road resurfacing Manager Customer and
Information ServicesInternal staff, Construction services, community
Asset upgrade $50k
4.2.3.20Turner Caravan Park - Complete scheduled infrastucture works
Manager Customer and Information Services
Internal staff, Construction services, community
Asset upgrade $30k
4.2.3.21Turner Caravan Park - Upgrade works on Dekkers Amenity Block
Manager Customer and Information Services
Internal staff, Construction services, community
Asset upgrade $25k
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 99
Service Team Community DevelopmentResponsibility Manager Community Development and Safety
Services ♦ Emergency Recovery Coordination and Ready Response Support
♦ Youth, including coordination of Youth Advisory Council and operation of Zone Room facility
♦ Community safety, crime prevention, injury prevention
♦ Disability access and inclusion
♦ Arts and culture
♦ Age friendly communities
♦ Support Augusta Historical Museum and Old Settlement Precinct
♦ Minor events, community development advice, advocacy and support
♦ Managing service teams, financial and staffing
♦ Community capacity building including volunteerism, community preparedness, resilience and sector development
Workforce ♦ 3.1 FTEs and 1 Trainee
Challenges ♦ An ageing population leading to greater demand for associated services,
♦ Increased demand for youth activities and impacts of Fly In Fly Out population on families and wider community
♦ Decreasing funding from State Government
♦ Increasing social issues e.g. mental health, drug and alcohol, homelessness, and pressure for local government to engage these areas in more depth
♦ Cost of insurance in relation to community group activities
♦ Increased cost of living including housing and availability
♦ Meeting statutory requirements in relation to access and inclusion and ensuring services are accessible
♦ Expanding migration from the city brings more demand for resources and facilities, and a growing tourist population brings more demand in peak seasons
♦ Population increase combined with growing community expectation of Shire services/roles vs reduction in Shire Community Development resources
Community Development and Safety
Corporate Business Plan 2015-19 100 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Business Unit Target Source Reporting Frequency
Indicators ♦ Number of Youth Plan initiatives completed ♦ 85% ♦ Youth Plan ♦ Annual
♦ Number young people attending Shire programs and activities ♦ 500 ♦ Attendance count ♦ Quarterly
♦ Level of occupancy of Zone Room ♦ >120 hours/ quarter ♦ Usage statistics ♦ Quarterly
♦ Disability Access and Inclusion Programs (DAIP) implemented ♦ 85% ♦ DAIP ♦ Annual
♦ Safer Community Plan initiatives implemented ♦ 85% ♦ Safer Communities Plan ♦ Annual
♦ Customer satisfaction with Shire services ♦ 85% ♦ Customer Satisfaction Survey ♦ 4 yearly
♦ Age Friendly Initiatives completed ♦ 85% ♦ Age Friendly Plan ♦ Annual
♦ Arts and Cultural Plan initiatives completed ♦ 85% ♦ Arts and Cultural Blueprint ♦ Annual
♦ KPI's met by Arts Margaret River related to AMRS License Agreement ♦ 100% ♦ Licence Agreement ♦ Annual
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 101
Community Outcome Shire Strategic Response
5. Quality parks, gardens and green spaces
5.1 Ensure green and public open spaces cater for a wide range of users including people with a disability
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
1.5.1.1Liaise with the community on disability access and inclusion requirements
Community Development Officer
CAIRG,People with disabilities Operating
1. Sense of identity and belonging
1.1 Foster participation in cultural events and activities that encourage a sense of identity and belonging
2.1.1.1Facilitate compliance of the license agreement for the Cultural Centre
Manager Community Development and Safety
Arts Margaret RiverOperating
2.1.1.2 Implement actions from Arts and Culture Plan
Senior Community Development Officer
Arts Margaret River, MRBTA, Local artists, Arts and Cultural Working Group
Operating
2.1.1.3 Review the Arts and Culture Policy and Plan
Senior Community Development Officer
Arts Margaret River, MRBTA, Local artists, Arts and Cultural Working Group
Operating
2.1.1.4 Support Historical Groups
Senior Community Development Officer
Margaret River Districts Historical Society, Augusta Historical Society / Historical Museum
Operating
1.2 Support community celebrations, events and local festivals
2.1.2.1Provide professional advice and support to community groups
Senior Community Development Officer
Community Groups, NGO’s, Volunteers,
Operating
Corporate Business Plan 2015-19 102 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Community Outcome Shire Strategic Response
2. Equity and opportunities for all
2.1 Provide programs and facilities that encourage resilience in seniors, young people and families
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
2.2.1.1
Adopt concept plan and funding strategy and seek funding for upgrades to the Margaret River Skate Park Youth Precinct
Manager Community Development and Safety
Lotterywest, Department of Sport and Recreation, Community, Margaret River Lions
Operating
2.2.1.2Implement actions from the Active Ageing program Community Development
OfficerSeniors, seniors groups, Service Providers Operating
2.2.1.3 Implement actions from the Youth Plan Senior Community Development Officer
Margaret River Youth Advisory Council, Local Artists, Youth Service Providers, Local High Schools
Operating
2.2.1.4 Manage the Zone Room Youth Precinct Senior Community Development Officer
Margaret River Youth Advisory Council, Artsability, Leo Lions, Boogie Babes, External service providers, Community
Operating
2.2.1.5 Review Active Ageing Plan and Policy Community Development Officer
South West Development Commission, Seniors, Seniors groups, DSC, Service Providers, NDIS providers
Operating
2.2.1.6 Review Disability Access and Inclusion Plan Community Development Officer
People with disabilities, Carers, DSC, NDIS providers
Operating
2.2.1.7Review Youth Plan and Policy Senior Community
Development OfficerMargaret River Youth Advisory Council, youth service providers
Operating
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 103
Community Outcome Shire Strategic Response
2.2 Ensure Shire facilities and services are accessible by all
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
2.2.2.1
Implement actions from the Disability Access and Inclusion Plan
Community Development Officer
People with disabilities, Carers, DSC, NDIS providers, Shire internal teams
Operating
3. Strong community groups and networks
3.2 Encourage community organisations and local communities to work together to be self sufficient
2.3.2.1Facilitate the Community Connect program Community Development
OfficerLocal community groups
Operating
2.3.2.2Support Hall Management groups Community Development
OfficerCommunity Hall Management Committees Operating
2.3.2.3Undertake a strategic review of Community Halls Manager Community
Development and SafetyHall Management Groups
Operating
2.3.2.4Undertake a strategic review of Historical Groups Manager Community
Development and SafetyAugusta Historical Museum, Margaret River Historical Society
Operating
6. Safer communities 6.1 Provide community safety through regulatory and support programs
2.6.1.3Implement actions from the Safer Communities Plan
Senior Community Development Officer
Community Operating
2.6.1.6Review Safer Communities Plan and Policy Senior Community
Development OfficerCommunity
Operating
Corporate Business Plan 2015-19 104 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Community Outcome Shire Strategic Response
6.2 Enhance the Shire’s emergency and disaster management capabilities
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
2.6.2.5 Support Community Preparedness Initiatives Community Development Officer
Community, DFES, DCPFS, Red Cross, SES, SEMC,
Operating
2. Liveable and well designed places
2.2 Develop and implement master plans for Shire facilities and projects so they are well designed, have aesthetic appeal and are accessible by all
3.2.2.4Undertake equipment upgrades to the Margaret River Cultural Centre
Manager Community Development and Safety
Arts Margaret River Asset upgrade
1. Effective governance and corporate leadership 1.5 Develop effective partnerships and strategic alliances to maximise community benefits
5.1.5.2Hold regular meetings with Arts Margaret River Manager Community
Development and SafetyArts Margaret River
Operating
5.1.5.3Hold regular meetings with the Arts and Culture Advisory Group
Senior Community Development Officer
Arts and Cultural Advisory Group Operating
5.1.5.4Hold regular meetings with the Community Access and Inclusion Reference Group
Community Development Officer
CAIRGOperating
5.1.5.5Hold regular meetings with the Community Network Group
Senior Community Development Officer
Social and Human Services Representatives Operating
5.1.5.6
Hold regular meetings with the Liquor Forum Senior Community Development Officer
Local licenses premises, WA Police, Drug and Alcohol office, Liquor Licensing Department, Security
Operating
5.1.5.7Hold regular meetings with the Youth Advisory Council
Senior Community Development Officer
Youth Advisory CouncilOperating
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 105
Service Team RangersResponsibility Manager Community Development and Safety
Services ♦ Community education
♦ Regulatory service: dogs, cats, camping, parking, abandoned vehicles, wandering stock, littering
♦ Administer cemeteries and niche walls
♦ Administer the Animal Management Facility
♦ Shark response
♦ Act as Fire Control Officers and support to fire response requirements
♦ Provide assistance in emergency situations, logistics and animal related matters
♦ Administer Fines Enforcement Registry
♦ Administer and implement the Fuel Hazard Reduction and Fire Break Notice
Workforce ♦ 4.4 FTEs
Challenges ♦ Meeting levels of service due to tourism, community expectations, population growth and environmental sensitivities
♦ Responsible camping issues due to high transient/seasonal/tourist populations
♦ Peak tourism periods impacting on current resources e.g. parking, camping, firebreak inspections, dog exercise areas
♦ Increased levels of compliance/requirements regarding fuel hazard reduction and fire break inspections
♦ Implementation of new legislation and local laws
Corporate Business Plan 2015-19 106 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Business Unit Target Source Reporting Frequency
Indicators ♦ Total Warnings issued ♦ 200 ♦ Synergy ♦ Annual
♦ Total Infringements issued ♦ 350 ♦ Synergy ♦ Annual
♦ Total Infringements withdrawn ♦ <10% ♦ Synergy ♦ Annual
♦ Fire Break Inspections completed ♦ 4500 ♦ Synergy ♦ Annual
♦ Total number of burials for all cemeteries ♦ 15 ♦ Synergy ♦ Annual
♦ Total number of interments for all niche walls ♦ 8 ♦ Synergy ♦ Annual
♦ Total number of job sheets completed by Rangers ♦ 800 ♦ Synergy ♦ Annual
♦ Total number of Dogs registered ♦ 1100 ♦ Synergy ♦ Annual
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 107
Community Outcome Shire Strategic Response
6. Safer communities 6.1 Provide community safety though regulatory and support programs
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
2.6.1.1Prepare a feasibility study for an animal management facility in Augusta
Coordinator Ranger Services
Community, Shire,Internal teams,
Operating
2.6.1.2Maintain an up to date procedures manual in Rangers Services
Coordinator Ranger Services
Rangers team, WARA Operating
2.6.1.4Provide dog exercise areas Coordinator Ranger
ServicesRangers, Community Operating
2.6.1.5
Provide Rangers regulatory services Coordinator Ranger Services
Community,WARA, Rangers, Shire Internal teams
Operating
2.6.1.7Revise and update Local Laws Coordinator Ranger
ServicesRangers, Legal Profession, community
Operating
2.6.1.12Migrate cemeteries operations into digital format for Karridale and Margaret River Cemeteries, and Cowaramup Niche Wall.
Coordinator Ranger Services
WA Cemeteries Board, Survey and Design Team, Synergysoft, Rangers
Operating
2.6.1.13Implement Dog Registration changes regarding microchipping
Coordinator Ranger Services
Rangers, Customer Services, local vets, community
Operating
2.6.1.14
Implement annual Fuel Hazard Reduction and Firebreak Notice, including program improvements from contractor, community, BFAC and SAC feedback.
Coordinator Ranger Services
Rangers, BFAC, Sustainability Advisory Committee, Community, DFES, Shire Internal Teams
Operating
Corporate Business Plan 2015-19 108 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Community Outcome Shire Strategic Response
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
2.6.1.15 Complete Master Plan for Cemeteries Manager Community Development and Safety
Cemeteries Board of WA, Local Historical Societies, Religious / Faith organisations, Community
Operating
2.6.1.16 Review Shark Response Procedure and Policy Coordinator Ranger Services
Rangers,WA Police, DoF, DPaW, SLSWA, Community
Operating
2.6.1.17Develop Shark Response Policy and Proceedure and present to Council for adoption
Coordinator Ranger Services
Rangers,Council Operating
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 109
Service Team Community and Emergency ServicesResponsibility Manager Community Development and Safety
Services ♦ Maintain effective current local emergency management arrangements and test plan effectiveness
♦ Maintain a strong well prepared and responsive network of volunteer Bush Fire Brigades
♦ Provide strategic advice on sub-division planning and fire protection standards
♦ In partnership with Department of Fire and Emergency Services (DFES), develop and implement emergency risk mitigation strategies for local town sites
♦ Maintain a strong Local Emergency Management Committee in compliance with the Emergency Management Act
♦ Respond to emergency incidents
Workforce ♦ 1FTE
Challenges ♦ Increased sensitivities regarding fire prevention and preparedness
♦ Increased demands on Fire Services due to climate change
♦ Maintain an active, trained volunteer Bush Fire Brigade network in a climate of diminishing volunteer support
♦ Consistent Emergency Services Levy operating funding source (DFES)
♦ Managing the responsibilities of the role within a limited resource capacity on 24/7 requirements
♦ Growing level of Shire role in emergency management
Corporate Business Plan 2015-19 110 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Business Unit Target Source Reporting Frequency
Indicators ♦ Number of incidents attended - CESM ♦ 28 ♦ Incident Reports ♦ Annual
♦ Number of hours at incidents - CESM ♦ 108 ♦ Incident Reports ♦ Annual
♦ Number of Bush Fire Brigade volunteers ♦ 550 ♦ Brigade Memberships ♦ Annual
♦ Number of new volunteers trained ♦ 25 ♦ Training Registrations ♦ Annual
♦ Number of incident reports lodged by Bush Fire Brigades ♦ 90 ♦ Brigade Reports ♦ Annual
♦ Number of multi Bush Fire Brigade bushfire training exercises ♦ 1 ♦ BFAC ♦ Annual
♦ BRMP completed as per schedule ♦ 100% ♦ BRMP Report ♦ Annual
♦ Community satisfaction with Bush Fire Brigades ♦ 85% ♦ Community Satisfaction Survey ♦ 4 yearly
♦ Loss time injuries in fire bridges ♦ 0 ♦ Accident Incident Reports ♦ Annual
♦ Number of planning applications reviewed for bushfire risk ♦ 12 ♦ Planning Applications ♦ Annual
♦ Conduct one local emergency management exercise ♦ 1 ♦ LEMC minutes ♦ Annual
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 111
Community Outcome Shire Strategic Response
4. Ecology and biodiversity protection 4.1 Collaborate with State Government to protect the biodiversity of the Shire
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
1.4.1.5
Liaise with State Government on bushfire strategies and resourcing
Manager Community Development and Safety
DFES, DPaW, OBRM, BFB’s, Community, Water Corporation, Western Power
Operating
6. Safer communities 6.2 Enhance the Shire’s emergency and disaster management capabilities
2.6.2.2
Partner with Department of Fire and Emergency Services and the Office of Bushfire Risk Management (OBRM) in Bushfire Risk Management in the Shire
Manager Community Development and Safety
DFES, OBRM, DPaW, Community
Operating
2.6.2.3Provide community emergency services and programs in line with DFES / Shire Business Plan
Community Emergency Services Manager
Community, Internal Staff Operating
2.6.2.6Review and update Shire Emergency Management Arrangements, Recovery Plan and Evacuation Plan
Community Emergency Services Manager
Community, Internal Staff, LEMC, BFAC
Operating
2.6.2.7Review and update Shire Emergency Contacts and Resource List
Community Emergency Services Manager
Community, Internal Staff, LEMC, BFAC
Operating
2.6.2.8Develop, implement and administer the LEMC Business Plan
Community Emergency Services Manager
Shire ,LEMC Operating
2.6.2.9Review and update Volunteer Bush Fire Brigade Procedures Manual
Community Emergency Services Manager
Shire,BFAC Operating
2.6.2.10Undertake annual table top exercise to test internal Ready Response / Recovery arrangements
Community Emergency Services Manager
Shire and LEMCOperating
2.6.2.11Review Volunteer Bush Fire Brigade Policy Community Emergency
Services ManagerBFAC, Bush Fire Brigades, DFES Operating
Corporate Business Plan 2015-19 112 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Service Team Recreation CentresResponsibility Recreation Operations Manager
Services ♦ Manage centre facilities in Margaret River and Augusta utilised by community groups, schools, members, health workers and visitors
♦ Manage indoor aquatic centre in Margaret River and hydrotherapy pool at Augusta
♦ Manage gymnasium and group fitness facilities
♦ Facilitate and schedule community health and sport programs and private swim schools
♦ Manage beach lifeguards
♦ Provide café and catering services
♦ Manage hire of rooms and facilities by users
♦ Support and manage Gloucester Park oval bookings and scheduling
Workforce ♦ 19 FTEs
Challenges ♦ Availability of trained umpires
♦ Seasonal variations with high demand/overuse and under use/low demand
♦ Lack of space
♦ Age of infrastructure and building maintenance requirements and associated rise in energy costs
♦ Better returns for usage on room hire
♦ Access to qualified and multi-skilled staff
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 113
Business Unit Target Source Reporting Frequency
Indicators ♦ Percentage of population using the Shire’s Recreation
Centres ♦ Trend ♦ Centaman ♦ Quarterly
♦ Percentage of annual active members of the Shire’s Recreation Centres ♦ Trend ♦ Centaman ♦ Monthly
♦ Number of sporting events and carnivals held ♦ Trend ♦ Oval Bookings ♦ Quarterly
♦ Shire facilities and sporting grounds meet the needs of sporting groups and the community ♦ 25 ♦ Training Registrations ♦ Annual
♦ Customer satisfaction in Sport and Recreation Facilities ♦ Trend ♦ Customer Satisfaction Survey ♦ 4 Yearly
♦ Pool compliance with Department of Health Standards ♦ 100% ♦ Department of Health Report ♦ Annual
♦ Visits to the aquatic centre ♦ Trend ♦ Centaman ♦ Quarterly
♦ Royal Life Safety Audit ♦ 100% ♦ Royal Life Report ♦ Annual
♦ Total recreation members ♦ Trend ♦ Centaman ♦ Annual
Corporate Business Plan 2015-19 114 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Sport and Recreation Services
Community Outcome Shire Strategic Response
5. Active and healthy lifestyles 5.1 Maximise participation in physical activity and promote the benefits of healthy lifestyles
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
2.5.1.1Operate Recreation Centres in Margaret River and Augusta
Recreation Operations Manager
CommunityOperating
2.5.1.2Partner with groups to provide children’s active lifestyle programs
Recreation Operations Manager
CommunityOperating
2.5.1.3
Provide Beach Lifeguard services during peak periods
Recreation Operations Manager
State and local government agencies, Surf Life WA , St John, Community
Operating
2.5.1.4Provide a greater range of aquatic facilities at the Margaret River Recreation Centre
Recreation Operations Manager
CommunityOperating
2.5.1.5Provide fitness programs that cater for seniors and persons with a disability
Recreation Operations Manager
State and local government agencies Operating
2.5.1.6
Provide gymnasium equipment and fitness programs that cater for the population
Recreation Operations Manager
State and local government agencies,St John, Community, Royal Lifesaving WA
Asset upgrade
2.5.1.7Undertake equipment upgrades for Beach Lifeguard service
Recreation Operations Manager
Internal Staff Asset upgrade
2.5.1.8Provide a Recreation Centre run Swim School for the community
Recreation Operations Manager
Current providers, Swim teachers, Internal staff
Operating
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 115
Community Outcome Shire Strategic Response
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
2.5.1.9Facilitate sporting events in the Shire Recreation Operations
ManagerNumerous state, National and international stakeholders
Operating
5.2 Provide the community with high standard recreational facilities and sporting grounds
2.5.2.2Undertake upgrades to Margaret River and Augusta Recreation Centre
Recreation Operations Manager
Department of Sport and Recreation Asset
upgrade
2.5.2.3
Upgrade facilities at the Augusta Recreation Facility to convert under utilised space to a recreational facility that provides disability access
Recreation Operations Manager
Internal Staff, Building Supervisor, Construction Services Asset
Upgrade
2. Liveable and well designed places
2.2 Develop and implement Master plans for Shire facilities and projects so they are well designed, have aesthetic appeal and accessible by all
3.2.2.7Develop a Master Plan for upgrades to the Margaret River Recreation Centre
Recreation Operations Manager Operating
2. Effective strategy, planning and asset management 2.3 Develop and review long term asset management and replacement plans
5.2.3.4
Undertake detailed planning of recreational infrastructure renewal and maintenance requirements
Recreation Operations Manager
Department of Health
Operating
5.2.3.11Implement recommendations from Sport and Recreation Strategic Plan
Recreation Operations Manager
Internal Staff, Building Supervisor, Construction Services
Operating
Corporate Business Plan 2015-19 116 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Community Outcome Shire Strategic Response
6. A culture of innovation, quality and continuous improvement
6.2 Ensure Shire services and processes meet or exceed customer needs and recognised industry standards
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
5.6.2.7Adopt new policies for Recreation Services Recreation Operations
Manager Operating
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 117
Service Team ChildcareResponsibility Recreation Operations Manager
Services ♦ Crèche
♦ Out of School Hours Care (OSHC)
♦ Vacation Care
♦ Birthday Parties
♦ Bouncy Castles
Workforce ♦ Included in Recreation Centres FTEs
Challenges ♦ Access to qualified and multi-skilled staff
♦ Changes to legislation and regulation
Business Unit Target Source Reporting Frequency
Indicators ♦ Number of school aged children registered for After Hours
School Care ♦ Trend ♦ Quickkids/Department of Education ♦ Quarterly
♦ Number of school aged children registered for Vacation Care ♦ Trend ♦ Quickids ♦ Quarterly
♦ Number of children attending Crèche services ♦ Trend ♦ Centaman ♦ Monthly
♦ Compliance with Department of Child Services Framework ♦ 100% ♦ Centaman ♦ Annual
♦ Customer satisfaction with Childcare services ♦ Trend ♦ Community Satisfaction Survey ♦ 4 yearly
Corporate Business Plan 2015-19 118 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Community Outcome Shire Strategic Response
2. Equity and opportunities for all
2.1 Provide programs and facilities that encourage resilience in seniors, young people and families
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
2.2.1.8 Provide Childcare services Recreation Operations Manager
Local Schools, TAFE Other childcare centre, Disability Services Commission
Operating
2.2.1.9 Provide Crèche facilities in Augusta Recreation Operations Manager
Augusta Community Operating
2.2.1.10 Provide Kids Club facility Recreation Operations Manager
State funding bodies, Australian Government: Department of Family and Children Services, Childcare Australia
Operating
2.2.1.11Provide Long Day Care facility Recreation Operations
ManagerAustralian Bureau of Statistics Operating
2.2.1.12
Provide transport for Out of School Hours Care and Vacation Care Program
Recreation Operations Manager
Community, Schools, Internal staff, Sporting clubs,
New asset
2.2.1.13
Provide upgrades and equipment for Childcare to meet legislative requirements
Recreation Operations Manager
Cape to cape Catchments Group, Disability Services Commission
Asset upgrade
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 119
Library Services
Service Team Library ServicesResponsibility Manager Library Services
Services ♦ Provide a community hub for all ages in which to meet, work, read and relax in Margaret River and Augusta
♦ Provide a collection that meets the needs of a diverse community
♦ Provide a Partnership with Curtin University of Technology Wine School
♦ Provide a 24/7 on-line library service
♦ Provide direct community involvement through the ‘Cocoon’ emerging artists’ gallery space and an edible community garden
♦ Provide programs for children and adults, and in partnership with other organisations
♦ Provide resources for community groups e.g. Historical Society
♦ Provide printing facilities
Workforce ♦ 6.7 FTE
Challenges
♦ Changing demographics
♦ Changing technological environment
♦ Ageing infrastructure at Augusta
♦ Changes to State Government funding stream
♦ Increasing utilities charges
♦ Variable internet speeds and IT infrastructure across the Shire
♦ Meeting growing demands of community with limited resources
Corporate Business Plan 2015-19 120 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Business Unit Target Source Reporting Frequency
Indicators ♦ Percentage of annual active members ♦ Trend ♦ Interplan ♦ Annual
♦ Number of participants for school holiday programs ♦ Trend ♦ Interplan ♦ Annual
♦ Number of participants for children’s programs ♦ Trend ♦ Interplan ♦ Annual
♦ Increase in visitation to the library websites ♦ Trend ♦ Interplan ♦ Annual
♦ Customer satisfaction with library services ♦ Trend ♦ Community Satisfaction Survey ♦ 4 yearly
♦ Door count for libraries ♦ Trend ♦ Interplan ♦ Monthly
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 121
Community Outcome Shire Strategic Response
4. Lifelong learning in the community 4.1 Provide and promote libraries as community hubs and centres of information and learning
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
2.4.1.1Operate a Library Service in Margaret River and Augusta
Manager Library ServicesOperating
2.4.1.2Review and assess the long term needs to library services, in particular technological requirements
Manager Library ServicesOperating
4.2 Promote programs that foster lifelong learning in the community
2.4.2.1Design and implement programs for children and youth
Manager Library ServicesOperating
2.4.2.2Partner with groups to provide events that support lifelong learning
Manager Library ServicesOperating
2. Liveable and well designed places
2.2 Develop and implement master plans for Shire facilities and projects so they are well designed, have aesthetic appeal and accessible by all
3.2.2.5Investigate relocation and expansion of Augusta library
Manager Library Services Augusta Residents, Internal staff
3.2.2.6Undertake assessment of longer term needs of libraries in Margaret River and Augusta
Manager Library ServicesOperating
Corporate Business Plan 2015-19 122 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Directorate Sustainable Development
Sustainable Development
Service Team Sustainable DevelopmentResponsibility Director of Sustainable Development
Services ♦ Provide strategic direction, management and leadership for Planning and Development Services, Environmental Health and Waste Services Business Units
♦ Provide corporate, legal and administrative support
♦ Provide strategic input and advice as a member of the Executive Leadership Team
♦ Deliver strategic projects and policy
♦ Implement Council’s Land Asset Management Plan
♦ Provide an interface between Directorate, elected members, media and community
Workforce ♦ 5.3 FTEs
Challenges
♦ Changing legislative framework for statutory processes and waste management
♦ Balancing growth with retention of community values
♦ Establishing a sustainable waste service for the Shire
Business Unit Target Source Reporting Frequency
Indicators ♦ Delivering strategic projects in accordance with established
timeframes and CEO Priorities ♦ 100% ♦ CEO Priorities ♦ Annual
♦ Average turnaround time for all Directorate applications ♦ Trend ♦ Interplan ♦ Annual
♦ Customer satisfaction with all Directorate service applications ♦ Trend ♦ Customer Satisfaction Survey ♦ 4 yearly
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 123
Community Outcome Shire Strategic Response
2. Liveable and well designed places
2.1 Develop and implement master plans for centres, towns and villages to preserve and enhance heir unique character
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
3.2.1.8Sell the three identified properties in the Margaret River town centre to raise revenue for the town centre upgrade
Director Sustainable Development Operating
3.2.1.9Undertake an EOI process with not-for-profit providers to develop and operate a retirement village in Augusta
Director Sustainable Development Operating
4. Sustainable economic development 4.4 Foster sustainable economic growth which provides local employment
4.4.4.4Finalise master plans for the Tallingup Augusta Airport and apply for Regional Airports Development Scheme (RADS) funding
Director Sustainable Development Operating
4.4.4.5Work with Cowaramup Resort Developer to facilitate establishment of a resort
Director Sustainable Development Operating
2. Effective strategy, planning and asset management
2.1 Develop and maintain the Community Strategic Plan that sets long term directions and goals for the future of the Shire
5.2.1.9Review Business Unit plans for directorate in line with strategic direction
Director Sustainable Development Operating
2.3 Develop and review long term asset management and replacement plans
5.2.3.5Implement short term priorities of the Land Asset Management Plan
Director Sustainable Development Operating
5.2.3.6Review the Land Asset Management Plan Director Sustainable
Development Operating
Corporate Business Plan 2015-19 124 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Community Outcome Shire Strategic Response
5. Community and customer focus
5.1 Provide high quality customer and community focuses services and programs across the organisation
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
5.5.1.7Review customer service standards for Sustainable Development directorate
Director Sustainable Development Operating
6. A culture of innovation, quality and continuous improvement
6.2 Ensure Shire services and process meet or exceed customer needs and recognised industry standards
5.6.2.8Review and update procedures for Sustainable Development directorate
Director Sustainable Development Operating
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 125
Service Team Planning ServicesResponsibility Manager Planning and Development Services
Services ♦ Development control through implementation, monitoring and review of the Shire’s Local Planning Scheme No. 1 and associated policy
♦ Research and evaluation of development and growth issues, and preparation of local government responses to ensure appropriate environmental outcomes
♦ Liaison and partnership with State and Federal Government agencies on policy, plans and legislative change
♦ Guidance and advice to the community and broader stakeholders in relation to development, subdivision, environmental protection and enhancement
♦ Preparation and implementation of strategic goals and projects to encourage and provide sustainable environmental outcomes
♦ Provision of Geographic Information Systems (GIS) service to the organisation, administration of the Intramaps public information system and preparation of plans and spatial data
Workforce ♦ 9.6 FTEs
Challenges ♦ Managing the impacts of population growth and retention of the character and values of the Shire
♦ Increasing legislative and community requirements for greater rigour in development assessment and devolution of assessment matters (such as environmental and heritage assessment) to local government
♦ Balancing competing expectations of appropriate responses to growth with economic development within the Shire
Business Unit Target Source Reporting Frequency
Indicators ♦ Average number of days for determining major and minor
development applications ♦ Trend ♦ Synergy ♦ Quarterly
♦ Total number of planning and subdivision applications received ♦ Trend ♦ Synergy ♦ Quarterly
♦ Percentage of planning and subdivision applications determined within statutory timeframes ♦ 80% ♦ Synergy ♦ Quarterly
♦ Timely implementation of strategic programs and business unit priorities ♦ 100% ♦ Interplan ♦ Annual
♦ Delivering strategic projects in accordance with established timeframes and CEO Priorities ♦ 100% ♦ CEO Priorities ♦ Annual
♦ Customer satisfaction with all Planning Business Unit tasks ♦ Trend ♦ Customer Satisfaction Survey ♦ 4 yearly
Corporate Business Plan 2015-19 126 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Community Outcome Shire Strategic Response
2. Climate change response 2.1 Plan proactively and respond to climate change
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
1.2.1.1
Develop a draft Climate Change Response Plan Manager Planning and Development Services
Community, Landowners, Environmental groups, Department of Planning
Operating
1.2.1.2Implement a Carbon Emission Monitoring program Manager Planning and
Development Services Operating
1.2.1.3
Implement the Local Energy Action Plan (LEAP) including tree planting and green power to offset carbon emissions, investigate LED lighting on Gloucester Park sport ovals and provision of resource support toward community wind farm feasibility study
Manager Planning and Development Services
Operating
2.2 Reduce the Shire’s corporate carbon emissions to meet adopted targets
1.2.2.2Implement budgeted actions from the Local Energy Action Plan
Manager Planning and Development Services
Asset upgrade
2.3 Assist the community to reduce their carbon emissions to meet adopted targets
1.2.3.1Implement budgeted actions from the Local Energy Action Plan
Manager Planning and Development Services
Asset upgrade
1.2.3.2
Complete installation of Royal Automobile Club (RAC) electronic vehicle charging infrastructure on Shire property in accordance with funding agreement
Manager Planning and Development Services
RAC
New asset
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 127
Community Outcome Shire Strategic Response
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
2.5 Encourage the adoption of renewable energy
1.2.5.1Implement budgeted actions form the Local Energy Action Plan
Manager Planning and Development Services
Asset upgrade
3. Sustainable waste management 3.3 Reduce the amount of corporate waste to landfill generated in the Shire’s operations
1.3.3.1Develop a Corporate Waste Reduction Strategy Manager Planning and
Development Services Internal staff
Operating
4. Ecology and biodiversity protection 4.1 Collaborate with the State Government to protect the biodiversity of the Shire
1.4.1.5 Implement Biodiversity Incentive Strategy Manager Planning and Development Services
Internal staff, External contractors, Department of Planning, Development community Environmental groups and agencies.
Operating
1.4.1.6Implement Leeuwin Naturaliste Ridge Statement of Planning Policy
Manager Planning and Development Services
Department of Planning, Developers, Community
Operating
1.4.1.7Prepare environmental and sustainability strategy Manager Planning and
Development Services Operating
1.4.1.8
Undertake detailed investigations of remnant vegetation and surface drainage areas at the Structure Plan stage, and ensure environmental improvements through the development process
Manager Planning and Development Services
Department of Planning, Development community Environmental groups and agencies.
Operating
Corporate Business Plan 2015-19 128 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Community Outcome Shire Strategic Response
6. Unique and iconic coastal and natural landscapes 6.1 Plan effectively to protect coastal and other key landscapes
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
1.6.1.1Implement the Leeuwin Naturaliste Ridge Statement of Planning Policy
Manager Planning and Development Services
Department of Planning, Developers, Community
Operating
1.6.1.2Implement the Local Planning Strategy Manager Planning and
Development Services Department of Planning
Operating
1.6.1.3
Present the first stage of the Climate Change Response Plan (Coastal Hazard Risk Management Adaption Plan) to Council for advertising and final adoption
Manager Planning and Development Services
Operating
1. Clearly defined areas for growth and renewal 1.1 Implement Local Planning Scheme No.1 (LPS1)
3.1.1.1Provide planning services Manager Planning and
Development Services Operating
3.1.1.2Review Local Planning Scheme No 1 Manager Planning and
Development Services Most government agencies, servicing authorities, Community,local authorities.
Operating
3.1.1.3Review the East Margaret River Structure Plan Manager Planning and
Development Services Operating
1.2 Ensure new communities are developed using ecologically sustainable development principles
3.1.2.1Finalise the Developer Contributions Policy for the whole Shire
Manager Planning and Development Services
Internal staff,Community Operating
3.1.2.2Implement Local Energy Action Plan Manager Planning and
Development Services Asset
upgrade
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 129
Community Outcome Shire Strategic Response
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
3.1.2.3Implement Developer Contributions Policy (new) Manager Planning and
Development Services Development community
Operating
2. Liveable and well designed places
2.1 Develop and implement Masterplans for centres, towns and villages to preserve and enhance their unique character
3.2.1.3Monitor Council resolutions of Gracetown Landcorp Development at Gracetown and pursue foreshore upgrades
Manager Planning and Development Services
Gracetown Progress Association,Landcorp.
Operating
3.2.1.4
Implement outcomes of business case for the Augusta Retirement Village
Manager Planning and Development Services
Potential housing providers and funding bodies, including the South West Development Commission.
Operating
3.2.1.7
Review landscape and visual management guidelines to ensure amenity of the local environment is preserved
Manager Planning and Development Services
Development community, City of Busselton, Landowners, Department of Planning.
Operating
3.2.1.10
Work with the Minister of Regional Development and the South West Development Commission to secure Royalties for Regions (R4R) funds for upgrade of Margaret River Main Street Town Centre Improvements (in conjunction with grant funding for the Margaret River Perimeter Road)
Manager Planning and Development Services
Minister of Regional Development, South West Development Commission
Operating
2.3 Address the need for affordable housing and accommodation now and in the future
3.2.3.1Implement recommendations from the Affordable Housing Strategy (new)
Manager Planning and Development Services
Department of Housing, Key community members. Operating
Corporate Business Plan 2015-19 130 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Community Outcome Shire Strategic Response
3. Unique natural and settlement character
3.1 Protect heritage places, values and significant regional landscapes in the planning scheme
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
3.3.1.1Ensure development consistent with the landscape and character policies and provisions of the Leeuwin Naturaliste Ridge Statement of Planning Policy
Manager Planning and Development Services Operating
3.3.1.2Maintain the Shire’s local inventory list Manager Planning and
Development Services Operating
3.3.1.3Investigate suitable long term alternative locations for a beach side café in the Gnarabup and Prevelly area
Manager Planning and Development Services
Gnarabup and Prevelly community members and business owners
Operating
3. Infrastructure for Economic Growth 3.1 Develop major infrastructure to cater for increased residents and visitors
4.3.1.3Support the Royalties for Regions (R4R) funding application for construction of Margaret River Perimeter Road
Manager Planning and Development Services
South West Development Commission, Minister for Regional Development
Operating
4. Sustainable economic development
4.1 Ensure the Shire’s regulatory environment is business friendly and considerate of business needs
4.4.1.1Work collaboratively with the City of Busselton for consistency and to minimise regulatory constraints
Manager Planning and Development Services
City of BusseltonOperating
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 131
Service Team Building ServicesResponsibility Manager Planning and Development Services
Services ♦ Ensuring building are safe, appropriate and compliant for use in accordance with the Building Code of Australia
♦ Providing professional advice regarding compliance with relevant legislation
♦ Certification of building applications as a permit authority under the Building Act
Workforce ♦ 2.4 FTEs
Challenges ♦ Changes in legislation including the introduction of the Building Act 2011 and subsequent private certification and permit process
♦ Increasing complexities in the assessment process, including addressing the implications of Bushfire Risk assessment
♦ Ongoing up-skilling of staff to ensure knowledge of continuous evolution of the building approvals framework
Business Unit Target Source Reporting Frequency
Indicators ♦ Percentage of applications determined within the statutory
timeframe ♦ 100% ♦ Synergy ♦ Quarterly
♦ Total number of applications received ♦ Trend ♦ Synergy ♦ Quarterly
♦ Building searches completed within 10 working days ♦ 90% ♦ Synergy ♦ Annual
♦ All applications meet Building Compliance Australia (BCA) which includes Access to Premises Standard 2011 ♦ 100% ♦ Interplan ♦ Annual
♦ Customer satisfaction with all Building Business Unit tasks ♦ Trend ♦ Customer Satisfaction Survey ♦ 4 yearly
Corporate Business Plan 2015-19 132 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Community Outcome Shire Strategic Response
6. Safer communities 6.1 Provide community safety through regulatory and support programs
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
2.6.1.9 Provide building approvals and compliance serviceManager Planning and Development Services
Community, Commercial owners Operating
2.6.1.10 Provide swimming pool compliance monitoringManager Planning and Development Services
Community, Pool owners Operating
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 133
Environmental Health and Waste Services
Service Team Environmental Health and Events Responsibility Manager Environmental Health and Waste Services
Services ♦ Ensuring risks to health through unsafe food supply and manufacture is effectively managed
♦ Ensuring risks to health from unsafe accommodation, building and public events are effectively managed
♦ Manage health risks through ensuring safe recreational and drinking waters
♦ Managing health risks posed by biological hazards in the community through vector borne disease control and infectious disease control
♦ Minimising pollution and contamination to ensure the protection and management of public and environmental health. To include management of wastewater, air pollution, pesticides, noise, smoking regulations, contaminated sites and waste ♦ Land use planning and development which encompasses the assessment of plans to ensure the safety of proposals for development of the natural or built
environment ♦ Planning for and managing potential disasters and emergencies and developing appropriate responses to minimise the negative impacts on public and or
environmental health and safety
♦ Ensuring safe events within the Shire that comply with legislative requirements
Workforce ♦ 5.3 FTEs
Challenges ♦ Limited resources to fulfil all areas of responsibility
♦ Increasing breadth and complexity of Environmental Health legislation and Codes of practice to be implemented by Shire Environmental Health staff
♦ Meeting community expectation for Environmental Health Officers to be technical specialist over this diverse and evolving field
♦ Meeting level of servicing due to tourism, community expectations population growth and environmental sensitivities
♦ High level of transient/seasonal/tourism population resulting in significant increase in workloads
♦ Competing interest during peak tourism periods impacting on current resources e.g. complaints, inspections, sampling
♦ Increasing numbers of events within the region place substantial strain on Shire to ensure all events meet minimum regulatory requirements
Corporate Business Plan 2015-19 134 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Business Unit Target Source Reporting Frequency
♦ Percentage of inspections completed as scheduled ♦ 100% ♦ Synergy ♦ Quarterly
♦ Percentage of samples completed as scheduled ♦ 100% ♦ Synergy ♦ Quarterly
♦ Number of compliance measures implemented ♦ Trend ♦ Synergy ♦ Quarterly
♦ Percentage compliance with Health Standards ♦ 100% ♦ Synergy ♦ Annually
♦ Number of applications received for environmental health approval ♦ Trend ♦ Synergy ♦ Quarterly
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 135
Community Outcome Shire Strategic Response
1. Healthy waterways and foreshores 1.3 Implement measures to improve the quality of water entering catchments
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
1.2.2.1Monitor environmental waters (recreational) through monthly (seasonal) sampling
Coordinator Environmental Health and Events
Community, Internal Staff, Visitors
Operating
1. Sense of identity and belonging 1.2 Support community celebrations, events and local festivals
2.1.2.2 Provide Events application and approval process Coordinator Environmental Health and Events
Community, Internal Staff, FESA, Police, Hospitals, Visitors
Operating
6. Safer communities 6.1 Provide community safety through regulatory and support programs
2.6.1.8Manage education, advocacy and planning campaigns for improved environmental health outcomes for the community
Coordinator Environmental Health and Events
Community, Shire, Visitors
Operating
6.2 Enhance the Shire’s emergency and disaster management capabilities
2.6.2.12Develop a documented Environmental Health Emergency Response Support Plan for use in the event of an emergency
Coordinator Environmental Health and Events
Community, Shire, emergency management stakeholders
Operating
2.6.2.13
Respond to public health risks in the event of an emergency
Coordinator Environmental Health and Events
Community, Shire, Emergency management Stakeholders
Operating
Corporate Business Plan 2015-19 136 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Community Outcome Shire Strategic Response
6.3 Undertake measures to ensure the protection of public health
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
2.6.3.1 Develop Public Health PlanManager Environmental Health and Waste Services
Community, Shire, Business owners, Visitors, Hospitals, Public health groups
Operating
2.6.3.2 Implement Public Health Plan Coordinator Environmental Health and Events
Community, Shire, Business owners, Visitors, Hospitals, Public health providers
Operating
2.6.3.3
Conduct regular assessments of food premises, public buildings, caravan parks, skin penetration establishments, lodging houses (backpackers)
Coordinator Environmental Health and Events
Community, Shire, Business owners, Visitors
Operating
2.6.3.4
Undertake sampling of specified local businesses and local environments to provide information as to the current level of risk posed by the activity.(food, water, aquatic facilities and recreational waters)
Coordinator Environmental Health and Events
LHAAC, Community, Shire, Business owners, Visitors
Operating
2.6.3.5Process applications for health approval to ensure dwellings, buildings and activities of local premises are compliant with relevant health standards .
Coordinator Environmental Health and Events
Community, Shire, Business owners, Visitors
Operating
2.6.3.6
Maintain licensing and approval function of various activities within the Shire (caravan parks, lodging houses, food premises, offensive trades)
Coordinator Environmental Health and Events
Community, Shire, Business owners, Visitors
Operating
2.6.3.7Respond to complaints for EH intervention in response to perceived or real threats to public or environmental health within the community.
Coordinator Environmental Health and Events
Community, Shire, Business owners,Visitors
Operating
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 137
Community Outcome Shire Strategic Response
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
2.6.3.8Manage education, advocacy and planning campaigns for improved environmental health outcomes for the community
Coordinator Environmental Health and Events
Community, Shire Operational
2.6.3.9Manage the control of vector bourne disease and pest control in the community
Coordinator Environmental Health and Events
Community, Shire, Business owners, Visitors
Operational
1. Effective governance and corporate leadership 1.5 Develop effective partnerships and strategic alliances to maximise community benefits
5.1.5.9
Participate in environmental health regional meetings and events
Coordinator Environmental Health and Events
Community, Shire, Business owners, Visitors
Operating
5.1.5.10Work with Regional Public Health Units (RPHU) to reduce the spread of infectious disease in the community
Coordinator Environmental Health and Events
Community,Shire, Visitors
Operational
7. Measure and report on success and sustainability 7.1 Effectively measure and report on success and sustainability
5.7.2.3Undertake Food Act Reporting Coordinator Environmental
Health and EventsShire, Department of Health Operating
5.7.2.4Complete Local Government data collection and reporting requirements
Manager Environmental Health and Waste Services
Community,Internal Staff Operating
Corporate Business Plan 2015-19 138 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Service Team Waste ServicesResponsibility Manager Environmental Health and Waste Services
Services ♦ Provide a safe sustainable waste management service for the Shire
♦ Provide waste disposal facilities management consisting of landfill operations, recycling operations, transfer station operations, waste water treatment plant
♦ Manage the waste disposal facilities and operations and services to acceptable Council standards and Department of Environmental Regulation licence requirements
♦ Coordinate resource recovery and recycling services including processing, transport and sales of recovered waste materials
♦ Manage the development and construction of new assets and/or upgrading of existing facilities to meet the needs of current and future generations
♦ Community education
♦ Manage kerbside domestic and recycling collection contracts and their programming and delivery within the Shire
Workforce ♦ 8.9 FTEs
Challenges ♦ State waste strategies and legislation aimed at moving to a low waste society within the next decade through best practice, continuous improvements and waste
diversion target setting
♦ Increasing waste volumes - growth and tourism, impacting on operations without increases in staffing levels
♦ Need for long term waste management planning at both local and state level
♦ Waste generated from significant tourism numbers places an operational and financial burden on the Shire and rate payers to fund
♦ Access to confident data sets to underpin the measurement of strategies and services
♦ Dirty recyclables becoming more and more common as a result of insufficient opportunity to educate the community on correct recycling requirements
♦ Site viability - lack of airspace could force closure on the landfill facility within 12 months
♦ Seasonal impacts and high tourist numbers are placing unprecedented pressure on existing waste management systems
♦ Transport costs, lack of economies of scale, lack of access to end markets and limited capacity to generate funds place financial burdens upon the Shire with regard to recycling operations ♦ Cost of landfill relatively low compared to the cost of recovery operations, while cost of landfill remains low it will undermine the economic viability of preferred
uses, such as recycling and hinders the achievements of the waste strategy and targets ♦ Communications, engagement and education programs to ensure industry, community and government entities essential to reduce waste generation. There is a
need to invest in education and promotion to limit long term staffing costs through increases waste loads
♦ Waste policy and compliance changes
♦ Labour market skills shortage - difficult to attract staff and an ageing workforce
♦ Community acceptance of user pays and polluter pays
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 139
Business Unit Target Source Reporting Frequency
Indicators ♦ Recyclables generation - tonnes per capita per annum ♦ Trend ♦ DER Waste Census ♦ Annual
♦ Total amounts of waste received at landfill per capita ♦ Trend ♦ DER Waste Census ♦ Annual
♦ Kerbside recycling collection participation rate ♦ 100% ♦ Contractor Reporting ♦ Annual
♦ Total waste diverted from landfill ♦ Trend ♦ Waste Disposal Records ♦ Annual
♦ Delivering strategic projects in accordance with established timeframes and CEO Priorities ♦ 100% ♦ CEO Priorities ♦ Annual
Corporate Business Plan 2015-19 140 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Community Outcome Shire Strategic Response
1. Healthy waterways and foreshores 1.3 Implement measures to improve the quality of water entering catchments
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
1.1.3.1Implement Landfill Environmental Improvement Plan and Landfill Closure Management Plan
Coordinator Waste Services
Residents,Ratepayers Operating
3. Sustainable waste management
3.1 Reduce the environmental impact of waste and maximise conservation of natural resources
1.3.1.1
Management of Shire Waste facilities (including Transfer Stations, Landfill, Septage plant) to DER license requirements
Coordinator Waste Services
Residents, Ratepayers, Department of Environment and Regulation
Operating
1.3.1.3Implement kerbside recycling in Augusta
Manager Environmental Health and Waste
Contractor, Residents, Ratepayers, Internal staffCity of Busselton
Operating
1.3.1.4
Progress Regional Waste Management Initiatives with City of Busselton
Manager Environmental Health and Waste
Contractor, Residents, Ratepayers, Internal Staff
Operating
1.3.1.5Pursue grants to support and or expand service delivery and infrastructure development in line with strategic goals as required
Manager Environmental Health and Waste
State Government, Shire Operating
1.3.1.6Construct and open a new cell at the Davis Road Waste Facility
Manager Environmental Health and Waste
Contractor, internal staff, Residents and Ratepayer Asset
upgrade
1.3.1.7
Provide a report to Council on preferred waste disposal options for the Shire for the next 5 years and for Council to adopt a position
Manager Environmental Health and Waste
Council, Internal Staff
Operating
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 141
Community Outcome Shire Strategic Response
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
1.3.1.8 Development of Davis Road Transfer Station (truck - transfer)
Manager Environmental Health and Waste
Department of Environment and Regulation, Operating
1.3.1.9
Manage sampling and monitoring requirements of landfill and septage plant in accordance with Department of Environment and Regulation (DER) Environmental License requirements
Manager Environmental Health and Waste
Department of Environment and Regulation, Shire, Community Operating
3.2 Reduce raw material use and increase materials and energy recovery
1.3.2.1 Implement Strategic Waste Management Plan Manager Environmental Health and Waste
Residents, Ratepayers Operating
1.3.2.2 Review Strategic Waste Management Plan Manager Environmental Health and Waste
Internal staff Operating
4. Ecology and biodiversity protection 3.4 Encourage the community to reduce, reuse and recycle
1.3.4.1Prepare a community education strategy for waste management to support the Strategic Waste Management Plan
Manager Environmental Health and Waste
Internal staffOperating
6. Safer communities 6.2 Enhance the Shire’s emergency and disaster management capabilities
2.6.2.14Develop Disaster Debri management plan - locally and regionally
Manager Environmental Health and Waste
Shire, community, other LGAS surrounding Operating
2.6.2.15 Maintain Disaster Debri management plan - locally and regionally
Coordinator Waste ServicesW w
Shire, community, other LGAS surrounding Operating
2.6.2.16Develop a Disaster Response Business Continuity Plan
Manager Environmental Health and Waste
Shire, community, other LGAS surrounding Operating
Corporate Business Plan 2015-19 142 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Community Outcome Shire Strategic Response
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
6.3 Undertake measures to ensure the protection of public health
2.6.3.10Management of kerbside collection contracts (domestic and recycling)
Manager Environmental Health and Waste
Shire, Community, Contractors
Operating
2. Effective strategy, planning and asset management 2.2 Develop long term Resourcing Strategy aligned to the Community Strategic Plan
5.2.2.17Develop a Strategic Waste Management Plan
Manager Environmental Health and Waste
Residents, Ratepayers,Internal staff
Operating
2.4 Maintain and renew Shire assets according to agreed standards
5.2.4.2Undertake asset management at Shire waste and recycling facilities (Davis Road and Wallis Road)
Coordinator Waste Services
Residents, Ratepayers,Internal staff
Asset renewal
7. Measure and report on success and sustainability 7.1 Measure and report on success and sustainability
5.7.2.5
Complete State Government data collection and reporting requirements
Manager Environmental Health and Waste
Waste census, NPI reporting, Department of Environment and Regulation licensing reporting
Operating
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 143
Directorate Infrastructure Services
Infrastructure Services
Service Team Infrastructure ServicesResponsibility Director Infrastructure Services
Services ♦ Provide strategic direction, management and leadership for Asset Services and Works Business Units
♦ Provide corporate and administrative support
♦ Provide strategic input and advice as a member of the Executive Leadership Team
♦ Delivery strategic projects and policy
♦ Provide an interface between the Directorate, elected members, media and community
Workforce ♦ 2 FTEs
Challenges
♦ Ensuring that the Shire’s infrastructure and other assets are manages to provide an appropriate level of service to the community
♦ Ensure that the Shire’s infrastructure and other assets are maintained in accordance with sound asset management principles
♦ Ensuring that the effectiveness of the Directorate is maximised through the development of appropriate procedures
♦ Ensuring that the Directorate’s capacity and capability meet strategic, customer and operational needs
Business Unit Target Source Reporting Frequency
Indicators ♦ Projects are delivered on time, within budget and to quality
standards ♦ 100% ♦ Annual Finance Report ♦ Annual
♦ High level of customer satisfaction ♦ Trend ♦ Customer Satisfaction Survey ♦ 4 Yearly
♦ Total responses to customer requests relating to maintenance and construction of infrastructure and other assets. ♦ Trend ♦ Customer Complaints System ♦ Quarterly
Corporate Business Plan 2015-19 144 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Community Outcome Shire Strategic Response
2. Liveable and well designed places
2.1 Develop and implement master plans for centres, towns and villages and enhance their unique character
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
3.2.1.2Progress and complete Stage I, II of Margaret River Main Street Town Centre Improvements
Director Infrastructure Services
South West Development Commission
Asset upgrade $7.49M
3.2.1.11Finalise the relocation of the Augusta Police Station
Director Infrastructure Services
CommunityOperating
3. Infrastructure for economic growth 3.1 Develop major infrastructure to cater for increased residents and visitors
4.3.1.1Assist Main Roads WA to progress development of the Margaret River Perimeter Road
Director Infrastructure Services
Margaret River Chamber of Commerce and IndustryMain Roads WA
Operating
4.3.1.4Commence construction of John Archibald Drive in conjunction with Main Roads (subject to funding)
Director Infrastructure Services
South West Development CommissionMain Roads WA
New Asset $2.69M
$2.69M
2. Effective strategy, planning and asset management
2.1 Develop and maintain the Community Strategic Plan that sets long term directions and goals for the future of the Shire
5.2.1.8Review Business Unit plans for directorate in line with strategic direction
Director Infrastructure Services
Internal StaffOperating
5. Community and customer focus
5.1 Provide high quality customer and community focused services and programs across the organisation
5.5.1.6Review customer service standards for Infrastructure Services directorate
Director Infrastructure Services
Internal StaffOperating
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 145
Community Outcome Shire Strategic Response
6. A culture of innovation, quality and continuous improvement
6.2 Ensure Shire services and process meet or exceed customer needs and recognised industry standards
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
5.6.2.5Complete review of policies by Council adopting new policies in Infrastructure
Director Infrastructure Services
Internal StaffOperating
5.6.2.6Review and update procedures for Infrastructure Services directorate
Director Infrastructure Services
Internal StaffOperating
Corporate Business Plan 2015-19 146 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Asset Services
Service Team Asset ServicesResponsibility Manager Asset Services
Services ♦ Undertaking asset management
♦ Undertaking assessment of infrastructure aspects of subdivision and development
♦ Undertaking project planning and management for Shire projects
♦ Administering land tenure and management
♦ Providing customer service and technical advice
♦ Providing environmental management and Landcare services
♦ Preparing and implementing building maintenance and inspection programs
Workforce ♦ 7.8 FTE
Challenges ♦ Ageing infrastructure nearing the end of its economically useful life
♦ Increasing cost to manage Shire assets at current service levels
♦ Improving asset management practices
♦ Managing future asset demand and lifecycle cost
♦ Community expectations of limited rate rises but maintenance or improvement of service levels
♦ Declining availability of grant funding
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 147
Business Unit Target Source Reporting Frequency
Indicators ♦ Asset consumption ratio ♦ >50% ♦ DLGC ♦ Annual
♦ Asset sustainability ratio ♦ >90% ♦ DLGC ♦ Annual
♦ Asset renewal ratio ♦ 75%-95% ♦ DLGC ♦ Annual
♦ Capital works completed on time ♦ 100% ♦ Capital Works Program ♦ Annual
♦ Capital works completed in budget ♦ 100% ♦ Capital Works Program ♦ Annual
♦ National Assessment Framework Score ♦ Progressive Improvement
♦ Asset Management Self Assessment Workshop ♦ Annual
Corporate Business Plan 2015-19 148 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Community Outcome Shire Strategic Response
1. Healthy waterways and foreshore
1.1 Develop partnerships to maintain and improve the quality of beaches, waterways, rivers and wetlands
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
1.1.1.1Commence implementation of Hardy Inlet Water Quality Improvement Plan - Augusta townsite stormwater treatment
Senior Environment / Landcare Officer
Department of Water Asset upgrade
1.1.1.2 Implement actions from the State of the Environment Report
Senior Environment / Landcare Officer
Cape to Cape Catchments Group, DPaW, LCDC, DER,Lower Blackwood Catchment
Operating
1.1.1.3
Implement recommendations of the Margaret River Townsite District Water Management Strategy in conjunction with development in this area
Manager Asset Services Department of Water, Water Corporation, Developers, Consultants
Operating
1.1.1.4Maintain partnership with Cape to Cape Catchment Group
Senior Environment / Landcare Officer
Cape to Cape Catchments Group Operating
1.1.1.5Maintain partnership with Lower Blackwood Catchment Landcare Conservation District Committee
Senior Environment / Landcare Officer
Lower Blackwood Catchment LCDC Operating
1.1.1.6 Review the State of the Environment Report Senior Environment / Landcare Officer
Cape to Cape Catchments Group, LCDC, DPaW, DER,Lower Blackwood Catchment
Operating
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 149
Community Outcome Shire Strategic Response
1.2 Manage responsibly coastal areas under the Shire’s control
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
1.1.2.1
Complete construction of a trail from Flinders Bay to Augusta Boat Harbour. Apply for grant funding to extend trail from Augusta Boat Habour to Ringbolt Bay
Senior Environment / Landcare Officer
Leeuwin Tourism Precinct Group, Department of Transport New asset
1.1.2.2
Finalise the alignment of a trail/path from Flinders Bay to Cape Leeuwin
Senior Environment / Landcare Officer
Leeuwin Tourism Precinct Group, DER, DPaW, Community
Operating
1.1.2.3Ongoing implementation of Cape Mentelle to Gas Bay Foreshore Plan (subject to funding)
Manager Asset Services Margaret River Coastal Residents Association
New asset/Asset
Upgrade
4. Ecology and biodiversity protection 4.1 Collaborate with the State Government to protect the biodiversity of the Shire
1.4.1.1Prepare Management Plans for major Shire reserves
Senior Environment / Landcare Officer
Community, Reserve users,Community groups,
Operating
1.4.1.2Provide environmental management and landcare services
Senior Environment / Landcare Officer
CommunityOperating
1.4.1.3Work with Department of Parks and Wildlife to achieve an appropriate balance between conservation and park use
Senior Environment / Landcare Officer
DPaWOperating
1.4.1.9 Undertake targeted weed control in priority areas Senior Environment / Landcare Officer
Cape to Cape Catchments Group, LCDC,Lower Blackwood Catchment
Operating
Corporate Business Plan 2015-19 150 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Community Outcome Shire Strategic Response
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
1.4.1.10 Implement projects in the Environmental Management Fund
Senior Environment / Landcare Officer
Cape to Cape Catchments Group,LCDC, DPaW, DER, Lower Blackwood Catchment Community groups
Operating
4.2 Educate the community and visitors on environmental protection
1.4.2.1 Establish and implement an environmental awareness program
Senior Environment / Landcare Officer
Cape to Cape Catchments Group, LCDC, DPaW, DER, Lower Blackwood Catchment Community groups
Operating
6. Safer communities 6.2 Enhance the Shire’s emergency and disaster management capabilities
2.6.2.4Prepare bushfire mitigation strategies for Shire managed land
Manager Asset Services DPaW, DFES Operating
1. Clearly defined areas for growth and renewal
1.2 Ensure new communities are developed using ecologically sustainable development principles
3.1.2.4
Construct the finger jetty with Recreational Boating Facilities Scheme (RBFS) grant funding and apply for RBFS grant funding for construction of boat trailer parking at the Ellis Street boat ramp
Manager Asset ServicesRBF, Augusta Community, Internal Staff
New asset
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 151
Community Outcome Shire Strategic Response
2. Liveable and well designed places
2.1 Develop and implement master plans for centres, towns and villages to preserve and enhance their unique character
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
3.2.1.1
Commence staged implementation of Augusta Interpretation Plan (subject to funding)
Manager Asset Services Augusta Chamber of Commerce, MRBTA, Augusta Community Development Association, Augusta History Museum
New asset
2.2 Develop and implement master plans for Shire facilities and projects so they are well designed, have aesthetic appeal and are accessible by all
3.2.2.1
Develop and construct an entry statement to Margaret River
Manager Asset Services Main Roads WA, MRBTA,Margaret River Chamber of Commerce and Industry, Arts Margaret River
New asset
3.2.2.2Implement actions in the Margaret River Foreshores upgrade (subject to funding)
Senior Environment / Landcare Officer
Community groups Asset upgrade
4. Connected and safe transport network
4.1 Develop and maintain a high quality transport network in partnership with all levels of government
3.4.1.1
Commence staged implementation of trail along the Margaret River from Rotary Park to the Rivermouth (subject to funding)
Senior Environment / Landcare Officer
Friends of the Cape to Cape Track, Margaret River Off Road Cycling Association
New asset
3.4.1.2Implement Demand Responsive Transport recommendations subject to findings of the feasibility study
Manager Asset ServicesOperating
3.4.1.3Plan and implement identified parking strategies and infrastructure
Manager Asset Services Margaret River Chamber of Commerce and Industry
Asset upgrade
Corporate Business Plan 2015-19 152 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Community Outcome Shire Strategic Response
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
3.4.1.4Prepare Travel Plan for key local trip generators Manager Asset Services Margaret River Chamber of
Commerce and Industry Operating
3.4.1.5Provide customer service for the Infrastructure Directorate
Technical Officer - Asset Services
CommunityOperating
3.4.1.6Review and investigate new bus stop facility in Charles West Avenue
Manager Asset Services Bus operators, MRBTA Operating
3.4.1.7
Undertake a study of capacity upgrade options at the Fearn Avenue/Wallcliffe Road intersection to mitigate the impact of traffic growth
Manager Asset Services
Operating
3.4.1.8Undertake Demand Responsive Transport Feasibility Study
Manager Asset Services Department of TransportOperating
3.4.1.9 Undertake quality control of developer provided assets
Technical Officer - Developments
Developers, Consultants, Contractors, WAPC, Department of Planning, Main Roads WA
Operating
3.4.1.11Upgrade Gracetown Main Beach Car Park (funded by Landcorp)
Asset Services Landcorp, Gracetown Progress Association
Asset upgrade
3.4.1.12
Upgrade/construct John Archibald Drive/Tingle Avenue intersection to accommodate north-south and east-west traffic when southern leg of four way intersection is constructed
Manager Asset Services Main Roads WA, developers New asset
3.4.1.17Review need for upgrade of Boodjidup Road for increased vehicle traffic
Manager Asset Services Asset upgrade
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 153
Community Outcome Shire Strategic Response
4.2 Provide a network of connected cycleways and pedestrian pathways
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
3.4.2.1Complete extension of Wadandi Track from Gnarawarry Road to Witchcliffe and celebrate with an official opening
Manager Asset Services Witchcliffe Progress Association, Lotterywest
New asset
3.4.2.2Apply for funding to construct Wadandi Track South from Redgate Road to Calgardup Road
Manager Asset Services Witchcliffe Progress Association, Land owners
New asset
3.4.2.4Prepare Bike Plan and Route Feasibility Study for the townsite and wider Shire area
Manager Asset ServicesOperating
3.4.2.5Progressive implementation of trails recommended in Bridle Trails Feasibility Study (subject to funding)
Manager Asset Services South West Capes Bridle Trails Association New asset
3.4.2.6Promote bicycle training scheme as part of school travel planning
Manager Asset ServicesOperating
3.4.2.7Provide cycle parking and define monitoring strategy for Town Centre, Station Road, Boodjidup Road and Railway Terrace
Manager Asset ServicesOperating
3.4.2.8Review Path Plan 2004 in line with Townsite Strategy 2008 and Transport Strategy 2012
Manager Asset Services Path usersOperating
3.4.2.9Support Rotary Club of Margaret River to upgrade the trail along the south side of the Margaret River from the Old Settlement to Barrett Street Weir
Senior Environment/Landcare Officer
Rotary Club of Margaret River Asset
upgrade
Corporate Business Plan 2015-19 154 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Community Outcome Shire Strategic Response
5 Effective strategy, planning and asset management 2.2 Develop a long term Resourcing Strategy aligned to the Community Strategic Plan
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
5.2.2.1Progressively implement recommendations of the Asset Management Improvement Plan
Coordinator Asset Management Operating
5.2.2.2Undertake desktop review of Asset Management Plan
Coordinator Asset Management Operating
5.2.2.3Undertake desktop review of Ten Year Capital Works Program
Manager Asset ServicesOperating
5.2.2.4Undertake full review of Asset Management Plan 2013-2023
Coordinator Asset Management Operating
5.2.2.5Undertake full review of Ten Year Capital Works Program
Manager Asset ServicesOperating
2.3 Develop and review long term asset management and replacement plans
5.2.3.1Conduct investigations into townsite areas and light industrial areas with inadequate stormwater
Manager Asset ServicesOperating
5.2.3.2Provide asset management planning services Coordinator Asset
Management Operating
5.2.3.3Provide land administration services Technical Officer - Assets
and Land Administration Operating
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 155
Community Outcome Shire Strategic Response
2.4 Maintain and renew Shire assets according to agreed standards
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
5.2.4.1Develop annual schedules for maintenance of Shire assets
Coordinator Asset Management Operating
5.2.4.6
Develop a 15 year strategic plan for asbestos removal from Shire infrastructure that aligns with the Long Term Financial Plan
Building Asset and Maintenance Coordinator
Department of Health, building managers and users Operating
Corporate Business Plan 2015-19 156 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Works Services
Service Team Works AdministrationResponsibility Manager Works
Services ♦ Providing administration, management and leadership for Construction, Operations, Workshop and Survey and Design Services ♦ Management of the Shire’s Capital Works Program ♦ Undertaking project planning and management for Shire projects ♦ Management and purchasing of the Shire’s fleet program ♦ Provision of customer service internal and external stakeholders ♦ Contribute towards and ensure the safe operation of the Shire’s Works Business Unit with respect to Safe Operating Procedures, risk assessments and
analyses and legislative requirements
Workforce ♦ 5.83 FTE
Challenges ♦ Balancing increasing community demand and the cost of providing new infrastructure and whilst reducing ongoing maintenance to a sustainable level ♦ Increasing cost to manage Shire assets at the desired service levels ♦ Managing risk
Business Unit Target Source Reporting Frequency
Indicators ♦ Capital works completed on time ♦ 100% ♦ Capital Works Program ♦ Annual ♦ Capital works completed in budget ♦ 100% ♦ Capital Works Program ♦ Annual ♦ Capital works completed against the program ♦ 100% ♦ Capital Works Program ♦ Annual
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 157
Community Outcome Shire Strategic Response
2. Effective strategy, planning and asset management 2.3 Develop and review long term asset management and replacement plans
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
5.2.3.7Implement Margaret River depot Masterplan Manager Works Internal staff Asset
renewal $15K $7K $30K $60K
5.2.3.8Develop the Annual Plant Replacement Program Manager Works Internal staff
Operating
5.2.3.9Undertake detailed planning of Depot infrastructure renewal and maintenance requirements
Manager Works Internal staffOperating
5.2.3.10Undertake detailed planning of playground and skate park infrastructure renewal and maintenance requirements
Manager Works Community Asset renewal
Corporate Business Plan 2015-19 158 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Service Team ConstructionResponsibility Manager Works
Services ♦ Constructing infrastructure including roads, paths, kerbs and drainage, car parks, streetscapes, aerodromes and foreshore facilities
♦ Respond to customer queries in the field and prepare cost estimates
♦ Provide final trim grader operations
♦ Liaise & coordinate resources of plant, labour and materials to deliver the defined service standards and/or undertake capital works programs in accordance ♦ current engineering and industry standards ♦ Liaise with ratepayers, residents and external stakeholders with respect to works that directly affect them, so to minimise disruption to their activities, and provide
positive public relations towards works being undertaken
♦ Implement and coordinate public notification and consultation for construction projects and adapt works periods and methodologies where required
♦ Contribute towards and ensure the safe operation of the Shire’s Works Business Unit with respect to Safe Operating Procedures, risk assessments and analyses and legislative requirements
Workforce ♦ 18 FTE
Challenges
♦ Balancing increasing community demand and the cost of providing new infrastructure and whilst reducing ongoing maintenance to a sustainable level
♦ Increasing cost to manage Shire assets at the desired service levels
♦ The shortage of key construction resources
♦ Applying and adapting existing work practices to new industry standards, legislative requirements and expectations
♦ Managing risk
Business Unit Target Source Reporting Frequency
Indicators
♦ Capital works completed against the budget ♦ 100% ♦ Capital Works Program ♦ Annual
♦ Capital works completed against the program ♦ 100% ♦ Capital Works Program ♦ Annual
♦ Customer satisfaction with capital works delivery ♦ Trend ♦ Customer Satisfaction Survey ♦ 4 yearly
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 159
Community Outcome Shire Strategic Response
1. Healthy waterways and foreshore
1.1 Develop partnerships to maintain and improve the quality of beaches, waterways, rivers and wetlands
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
1.1.1.7Construct bioretention basin in Doyle Road to treat stormwater from Station Road precinct
Manager Works Margaret River Senior High School New asset
5 Quality parks, gardens and green spaces
5.1 Ensure green and public open spaces cater for a wide range of users including people with a disability
1.5.1.3Renew playground equipment throughout the Shire in accordance with the annual allocation for playground equipment
Manager Works Community Asset Renewal $60k $60k $60k $60k
1.5.1.4Gracetown Swimmers Beach Power Supply and BBQ facilities
Manager Works Community, Landcorp
Asset upgrade $25K
1..5.1.7Complete Gloucester Park Lower Western Oval drainage
Manager Works Sport and Recreation Advisory Committee New asset
$250K
1.5.1.8Construct Gloucester Park drainage between Recreation Centre and Bowling Club
Manager Works Sport and Recreation Advisory Committee
Asset upgrade
1.5.1.9Gloucester Park Lower Western Field Development (subject to funding)
Manager Works DSCNew asset
$250K $510K
1.5.1.10Construct Gloucester Park mains supply extension (subject to funding)
Manager Works Western Power Asset upgrade
1.5.1.11Construct Gloucester Park roads and car parking Manager Works Sport and Recreation
Advisory CommitteeAsset
upgrade $250K
2 Equity and opportunities for all
2.1 Provide programs and facilities that encourage resilience in seniors, young people and families
2.2.1.14Complete works at Cowaramup Skate park Manager Works Cowaramup community,
YAC Operating
Corporate Business Plan 2015-19 160 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Community Outcome Shire Strategic Response
2 Liveable and well designed spaces
2.1 Develop and implement master plans for centres, towns and villages to preserve and enhance their unique character
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
3.2.1.5Implement improvements to the Town Centre Streetscape in Cowaramup
Manager Works Cowaramup community Asset renewal
3.2.1.6Implement Wallcliffe Road Streetscape upgrade Manager Works Community Asset
renewal
3.2.1.7Complete the Annual Drainage Works program Manager Works Community Asset
upgrade $330K $330K $330K $330K
2.2 Develop and implement master plans for Shire facilities and projects so they are well designed, have aesthetic appeal and are accessible by all
3.2.2.9Construct Wallcliffe Road car park at the Margaret River Skatepark
Manager Work Community YAC $150K
3.2.2.10Seal and formalise carpark at Gracetown Main Beach
Manager Works Gracetown community, Landcorp Operating
$285K
4 Connected and safe transport network
4.1 Develop and maintain a high quality transport network in partnership with all levels of government
3.4.1.13Complete the annual allocation for roads program
Manager Works Community Operating
$3,005K $2,461K
$2,347K $3,115K
3.4.1.18Construct Wallcliffe Road - Bussell Highway - Forrest Road roundabout
Manager Works Internal StaffOperating
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 161
Community Outcome Shire Strategic Response
4.2 Provide a network of connected cycleways and pedestrian pathways
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
3.4.2.11Construct path and trail upgrades identified in Path Plan
Manager Works Community Asset upgrade
3.4.2.12Complete annual allocation for footpaths Manager Works Community Asset
upgrade $300K $300K $300K $300K
3 Infrastructure for economic growth 3.1 Develop major infrastructure to cater for increased residents and visitors
4.3.1.2Upgrade of ablutions at caravan parks Manager Asset Services Caravan residence,
Internal staff Assets upgrade $150K
Corporate Business Plan 2015-19 162 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Service Team OperationsResponsibility Manager Works
Services ♦ Coordinate maintenance and parks and gardens services
♦ Maintaining infrastructure including roads, paths, kerbs and drainage, car parks, streetscapes, aerodromes and foreshore facilities
♦ Install and repair street, directional and informational street signage and guide posts
♦ Undertake turf and garden maintenance, reticulation installation, maintenance and repairs and the application of pesticides, herbicides and fertilisers
♦ Propagation and establishment of native and exotic plants in Shire nursery
♦ Investigate, make recommendations to and implement works according to work requests submitted by internal and external clients and customers.
♦ Operate a variety of heavy plant and equipment to complete projects, and/or maintenance tasks in a safe and efficient manner
♦ Provide comprehensive carpentry and/or general maintenance service on a day to day basis and assist with new works as required
♦ Implement programmed works in an effective and efficient manner, whilst keeping within deadlines, budgetary constraints and quality levels
♦ Labouring tasks ranging from fabrication, installation and preventative works to all Shire infrastructure as required
♦ Undertake playground inspections and monitoring in order to develop prioritised repairs and maintenance
♦ Monitoring, testing, sampling and reporting of the Shire’s recycled water scheme, and liaise with external stakeholders to ensure compliance with health and industry standards
♦ Assist in the annual construction and resealing programmes and undertake reinstatements to work sites where required
♦ Contribute towards and ensure the safe operation of the Shire’s Works Business Unit with respect with Safe Operating Procedures, risk assessments and analyses and legislative requirements
Workforce ♦ 21 FTE
Challenges ♦ Balancing increasing community demand and the cost of providing new infrastructure and whilst reducing ongoing maintenance to a sustainable level
♦ Increasing cost to manage Shire assets at the desired service levels
♦ The shortage of key construction resources
♦ Managing risk
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 163
Business Unit Target Source Reporting Frequency
Indicators ♦ Customer satisfaction with road and drainage maintenance ♦ Trend ♦ Customer Satisfaction Survey ♦ 4 yearly
♦ Parks and gardens Capital Works Program completed on time and on budget ♦ 100% ♦ Capital Works Program ♦ Annual
♦ Parks and gardens capital works projects completed against the program ♦ 100% ♦ Capital Works Program ♦ Annual
♦ Customer satisfaction with Public Open Space management ♦ Trend ♦ Customer Satisfaction Survey ♦ 4 yearly
Corporate Business Plan 2015-19 164 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Community Outcome Shire Strategic Response
2 Climate change response 2.4 Implement measures to conserve water as a precious resource
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
1.2.4.1Oversee operation of the Margaret River Recycled Waste Water Scheme
Manager Works Water CorporationOperating
1.2.4.2Complete the waterwise landscaping project Manager Works Community
Operating
5 Quality parks, gardens and green spaces
5.1 Ensure green and public open spaces cater for a range of users including people with disabilities
1.5.1.2Maintain Shire parks and gardens in accordance with service standards
Manager Works Community Asset maintenance
1.5.1.5Deliver the Public Open Space annual program on time and on budget
Manager Works Community Operating
1.5.1.6Deliver the Annual Tree Planting Program on time and on budget
Manager Works Community Operating
6 Safer communities 6.1 Provide community safety through regulatory and support programs
2.6.1.11Deliver the Annual allocation for Cemetery Works Manager Works Community
Operating
6.2 Enhance the Shire’s emergency and disaster management capabilities
2.6.2.6Implement bushfire mitigation programs for Shire managed land
Manager Works BFAC, internal staff, Operating
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 165
Community Outcome Shire Strategic Response
3 Liveable and well designed spaces
2.2 Develop and implement master plans for Shire facilities and projects so they are well designed, have aesthetic peal and are accessible by all
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
3.2.2.11Maintenance upgrades to Shire bridges in accordance with the LTFP
Manager Works Main Roads WANew asset
$657K $120K $150K $300K
4 Connected and safe transport network
4.1 Develop and maintain a high quality transport network in partnership with all levels of government
3.4.1.23Undertake safety upgrade of Margaret River Airport Manager Works
Operating
2. Effective strategy, planning and asset management 2.4 Maintain and renew Shire assets according to agreed standards
5.2.4.5Undertake annual maintenance program Manager Works Internal Staff
Operating
Corporate Business Plan 2015-19 166 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Service Team Survey and DesignResponsibility Manager Works
Services ♦ Undertaking surveys and engineered designs for key infrastructure
♦ Collect survey data of existing site features, interpret information, make assessments/design decisions and create design plans including quantity surveying
♦ Prepare accurate drawing, works schedules, estimates and technical specification for all projects including road works, drainage works, traffic management and other civil works
♦ Assist in project managing construction works within the yearly capital works program
♦ Conduct investigations and inspections into infrastructure and design problems of projects as required
♦ Participate in continuous improvement initiatives, through the development of policies and procedures to ensure that infrastructure projects are delivered to a high standard
♦ Preparation of budget estimates for future construction projects
♦ Provide input into the preparation of scoping documents for consideration in future budgets
♦ Provide engineering and technical support to other business units
♦ Contribute towards and ensure the safe operation of the Shire’s Works Business Unit with respect to Safe Operating Procedures, risk assessments and analyses and legislative requirements
Workforce ♦ 3 FTE
Challenges ♦ Balancing increasing community demand and the cost of providing new infrastructure and whilst reducing ongoing maintenance to a sustainable level
♦ Increasing cost to manage Shire assets at the desired service levels
♦ The shortage of key construction resources
♦ Managing risk
Business Unit Target Source Reporting Frequency
Indicators ♦ Projects completed on time, in budget and to quality standards ♦ 100% ♦ Works Program ♦ Annual
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 167
Community Outcome Shire Strategic Response
2 Liveable and well designed spaces
2.2 Develop and implement master plans for Shire facilities and projects so they are well designed, have aesthetic appeal and are accessible by all
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
3.2.2.8 Design Wallcliffe Road carpark at the Margaret River Skatepark
Manager Works Community, YAC New asset
4 Connected and safe transport network
4.1 Develop and maintain a high quality transport network in partnership with all levels of government
3.4.1.14Design Wallcliffe Road - Bussell Highway - Forrest Road roundabout
Manager Works CommunityNew asset
3.4.1.15Design access road to Margaret River Airport (off Perimeter Road)
Manager Works Community Asset upgrade
3.4.1.16Provide survey design services Manager Works Internal Staff
Operating
4.2 Provide a network of connected cycleways and pedestrian pathways
3.4.2.10Design path and trail upgrades identified in Path Plan
Manager Works Community Asset upgrade
Corporate Business Plan 2015-19 168 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded
Service Team WorkshopResponsibility Manager Works
Services ♦ Purchasing of small plant and equipment
♦ Assisting in management and purchasing of the Shire’s fleet program
♦ Maintenance of the Shire’s vehicle and plant fleet and equipment - regular scheduled servicing and mobile and isolated plant callouts to the entire Shire fleet
♦ Contribute towards and ensure the safe operation of the Shire’s Works Business Unit with respect to Safe Operating Procedures, risk assessments and analyses and legislative requirements
Workforce ♦ 3.21 FTEs
Challenges ♦ Funding of the Shire’s fleet
♦ Optimising fleet utilisation
♦ Reducing downtime
♦ Managing risk
Business Unit Target Source Reporting Frequency
Indicators ♦ Plant utilisation rates ♦ Trend ♦ Fleetman ♦ Annual
♦ Plant program completed against budget ♦ 100% ♦ Capital Works Program ♦ Annual
Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 169
Community Outcome Shire Strategic Response
2 Effective strategy, planning and asset management 2.4 Maintain and renew Shire assets according to agreed standards
Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019
5.2.4.3Implement annual Plant Replacement program Manager Works Internal staff
Operating
5.2.4.4Implement annual Light Fleet Replacement program Manager Works Internal staff
Operating
Corporate Business Plan 2015-19 170
Linking our goals
Published DocumentsArts and Culture Plan p p
Asset Management Plan NEWp p p p p
Augusta Streetscape Plan 2010 p
Augusta Townsite Strategy p
Biodiversity Incentive Strategy p
Hardy Inlet Water Quality Improvement Plan p
Cape Leeuwin Tourism Precinct Concept Plan p
Capes Region Boating Strategy 2011 p
Capes Regional Economic Development Strategy p
Capital Works Plan 2015 - 2016 NEWp p p p p
Chapman Brook Action Plan p
Communication Strategy 2008-2013 p
Community Infrastructure Plan p p p
Cowaramup Streetscape Plan p
Community Survey Research Report 2011 p
Crime Prevention and Safety Plan 2007-2010 p p
CSIRO Sustainable Future 2005 p
Culturally Active Communities Policy p p
Disability Access and Inclusion Plan 2014-2016 NEWp p p p
East Margaret River Structure Plan p
Equal Opportunity Plan p
Governance Charter p
Gloucester Park Master Plan p
Integrated Transport Strategy p
Kudardup Hamlet Strategy p
Karridale Hamlet Strategy p
Local Emergency Management Arrangements p
Local Energy Action Plan p p p p p
Local Planning Strategy p
Local Planning Scheme 1 p
Local Profile p p p p p
Local Heritage Inventory 2012 p
Long Term Financial Plan 2015-2025 NEWp p p p p
Local Tourism Strategy p p p
Margaret River Action Plan p
Margaret River Mainstreet Design Improvement p
Margaret River Townsite District Water Management Strategy p
Corporate Business Plan 2015-19 171
Margaret River Townsite Strategy p
Occupational Health and Safety Plan p
Public Open Space Strategy (DRAFT) 2013 p p p
Redevelopment of Margaret River Townsite 2011 p
Rivermouth to Gas Bay Concept Plans p
Aged Friendly Community Study p
Strategic Waste Management Plan p
Transport Plan p
Wallcliffe Road Streetscape Plan p
Witchcliffe Village Strategy p
Women in Leadership Program 2009-2011 p
Workforce Plan 2014-2018 NEWp p p p p
Youth Plan 2014-2018 NEWp
Organisational DocumentsBusiness Continuity Plan p
Business Excellence Report p
Communications Strategy p
Customer Service Charter p
Customer Service Plan p
Information Community Technology Strategy p
Library Redevelopment Business Plan p
Recordkeeping Plan p
State DocumentsActive Living for All 2012-2016 NEW
p
Integrated Planning and Reporting Advisory Standard 2010 NEWp p p p p
Liveable Neighbourhoods 2008 p
Leeuwin Naturaliste Ridge Statement of Planning Policy 1998 p
Regional Centres Development Plan (SuperTowns) Framework 2011-2012
p p
South West Tourism Development Priorities 2010-2015 p
South West Action Statement 2010 p
State Coastal Planning Policy 2006 p
State Library Framework Agreement 2010-2015 p
State Planning Strategy 2050 p
SD5: Strategic Directions for the WA Sport and Recreation Industry 2011-2015 NEW
p
WA Waste Strategy 2012 p
Corporate Business Plan 2015-19 172
Business UnitsDirectorate Executive Services p p p
Human Resources p
Governance and Marketing p p p p p
Directorate Corporate and Community Services p p p p
Financial Services p
Customer and Information Services p p
Community Development and Safety p p p p
Sport and Recreation Services p p
Library Services p p
Directorate Sustainable Development p p p p
Planning and Development Services p p p
Environmental Health Services p p p p
Waste Services p p p
Directorate Infrastructure Services p p p p
Assets Services p p
Works p p p p
Shire of Augusta Margaret RiverMain Administration Office41 Wallcliffe Road (PO Box 61)Margaret River WA 6285
P: 08 9780 5255F: 08 9757 2512Office Hours: Mon to Fri, 9am – 4pmPhone Enquiries: 8am – 4.30pm
Augusta Administration Office66 Allnutt TerraceAugusta WA 6290
P: 08 9780 5660F: 08 9758 0033Office Hours: Mon to Fri, 9am – 4pm(closes for lunch 12pm – 1pm)Phone Enquiries: 8am – 4.30pm
If you are deaf, or have a hearing impairmentor speech impairment, contact us through the National Relay Service:
• TTY users phone 133 677 then ask for 08 9780 5255
• Speak and Listen users phone 1300 555 727 then ask for 08 9780 5255
• Internet relay users connect to the NRS (www.relayservice.com.au) then ask for 08 9780 5255