corporate business plan 2017-2021 · shire of cranbrook corporate business plan 2017-2021 4...

CORPORATE BUSINESS PLAN

2017 - 2021

Shire of Cranbrook Corporate Business Plan 2017-2021 2

Contents

Planning Framework ................................................................................................. 4

Forecast Statement of Funding ................................................................................. 6

Capital Program ........................................................................................................ 7

Service Delivery ......................................................................................................... 8

Social Objective ......................................................................................................... 9

Economic Objective ................................................................................................ 11

Environment Objective ........................................................................................... 13

Leadership Objective .............................................................................................. 15

Measuring Success .................................................................................................. 17

Services and Facilities ............................................................................................. 18

Shire of Cranbrook

19 Gathorne Street

PO Box 21

Cranbrook WA 6321

P: 08 9826 1008

F: 08 9826 1090

E: [email protected]


Our Vision

“That the Shire of Cranbrook is a proactive,

sustainable, safe, friendly and prosperous

place to be.”


Planning Framework

This Corporate Business Plan 2017-2021, together with the Strategic Community Plan 2017-2027, comprise

the Shire of Cranbrook’s Plan for the Future and have been prepared to achieve compliance with the Local

Government (Administration) Regulations 1996.

Under Local Government (Administration) Regulations 1996 Regulation 19DA (3), a Corporate Business Plan

for a district is to:

a) set out, consistently with any relevant priorities in the Strategic Community Plan, a local

government’s priorities for dealing with the objectives and aspirations of the community in the

district; and

b) govern a local government’s internal business planning by expressing a local government’s priorities

by reference to operations that are within the capacity of the local government’s resources; and

c) develop and integrate matters relating to resources, including asset management, workforce

planning and long-term financial planning.

In the preparation of the annual budget the local government is to have regard to the contents of the Plan

for the Future to comply with Section 6.2(2) of the Local Government Act 1995.

Development of the Plan has also been influenced by the Department of Local Government, Sport and

Cultural Industries.

Strategic Community Plan

The Shire of Cranbrook community had a strong involvement and voice in the development of the Strategic

Community Plan. Commencing in February 2017, the community were invited to share their visions and

aspirations for the future of the Shire of Cranbrook, and the Plan has subsequently been reviewed and

updated to reflect the community aspirations.

This information provided a valuable insight into the key issues and aspirations, as held by the local

community. Importantly for the Council, these views have helped establish clear priorities and shaped the

visions, values, objectives and strategies contained within the Strategic Community Plan 2017 - 2027. The

following four key strategic objectives are defined within the Plan.

SOCIAL Be respected for its friendly, vibrant, connected and safe community

ECONOMIC To be an innovative, diverse, prosperous and growing economy

ENVIRONMENT Enhance, maintain, protect and promote our built infrastructure and natural environment

LEADERSHIP Demonstrate strong governance, leadership and organisational growth


Planning Framework (continued)

Corporate Business Plan

Achieving the community’s vision and the Shire’s strategic objectives requires the development of actions to

address each strategy contained within the Strategic Community Plan. Careful operational planning and

prioritisation is required to achieve the objectives and desired outcomes due to the limited resources

available. This planning process is formalised by the development of our Corporate Business Plan. The

Corporate Business Plan then converts the Strategic Community Plan into action through the adoption of an

Annual Budget.

Actions requiring funding will only be undertaken once approved within the statutory budget and subject to

funding availability. Along with achieving the community aspirations and objectives, the Corporate Business

Plan draws on information contained within the following strategic documents.

Asset Management Plan

The Shire has developed Asset Management Plans for major asset classes in accordance with Council’s Asset

Management Policy. The Asset Management Plans form a component of an overall Asset Management

Strategy which addresses the Shire’s current asset management processes and sets out the steps required to

continuously improve the management of Shire controlled assets.

Capital renewal estimates contained within the Asset Management Plans have been included to the extent

the financial and workforce resources are available to enable the renewals to occur.

Workforce Plan

The Workforce Plan provides the workforce management and resource strategies necessary to deliver the

objectives, outcomes and strategies of the Shire’s Strategic Community Plan.

Workforce issues have been considered during the development of this Corporate Business Plan and the

financial impacts of the Workforce Plan captured within the Long Term Financial Plan. A combination of

workforce and financial constraints has influenced the prioritisation of actions within this Plan.

Long Term Financial Plan

The Shire of Cranbrook is planning for a positive and sustainable future. The Shire seeks to maintain, and

where possible, improve service levels into the future while maintaining a healthy financial position.

During the development of this Corporate Business Plan, the Long Term Financial Plan was updated to

confirm the financial capability to undertake the planned actions and ensure integration. The results of this

update are reflected within the forecast financial estimates on the following pages.

Review of Plan

In accordance with statutory requirements, the Corporate Business Plan is reviewed and updated annually

to assess the progress of projects and realign the Plan’s actions and priorities based on current information

and available funding. The review of this Plan occurred following a major review of the Strategic Community

Plan in 2017.


Forecast Statement of Funding

The following Forecast Statement of Funding (operations) is extracted from the Long Term Financial Plan to

provide an indication of the net funding available from operational activities. The forecast statement should

be read in conjunction with the Long Term Financial Plan document and its underlying assumptions and

predictions.

2017-18 2018-19 2019-20 2020-21 $ $ $ $ FUNDING FROM OPERATIONAL ACTIVITIES

Revenues

Rates 2,353,853 2,424,469 2,497,203 2,572,119

Operating grants, subsidies and contributions 1,831,848 1,868,484 1,905,850 1,943,966

Profit on asset disposal 0 0 0 0

Fees and charges 379,395 386,981 394,720 402,611

Interest earnings 32,597 33,259 24,273 23,877

Other revenue 2,805 2,861 2,918 2,976

4,600,498 4,716,054 4,824,964 4,945,549

Expenses

Employee costs ( 1,281,082) ( 1,313,107) ( 1,345,931) ( 1,379,580)

Materials and contracts ( 1,029,980) ( 1,050,577) ( 1,071,579) ( 1,093,008)

Utility charges (electricity, gas, water etc.) ( 148,858) ( 151,831) ( 154,867) ( 157,965)

Depreciation on non-current assets ( 2,774,229) ( 2,929,322) ( 3,039,935) ( 3,180,250)

Loss on asset disposal 0 0 0 0

Interest expense ( 22,307) ( 23,337) ( 23,336) ( 16,751)

Insurance expense ( 159,989) ( 163,187) ( 166,453) ( 169,783)

Other expenditure ( 108,572) ( 110,744) ( 112,959) ( 115,217)

( 5,525,017) ( 5,742,105) ( 5,915,060) ( 6,112,554)

( 924,519) ( 1,026,051) ( 1,090,096) ( 1,167,005)

Funding Position Adjustments

Depreciation on non-current assets 2,774,229 2,929,322 3,039,935 3,180,250

Net Funding From Operational Activities 1,849,710 1,903,271 1,949,839 2,013,245

FUNDING FROM CAPITAL ACTIVITIES

Inflows

Proceeds on disposal 377,400 384,947 392,649 400,501

Non-operating grants, subsidies and contributions 4,241,433 3,463,668 2,629,333 2,035,666 Outflows Purchase of property plant and equipment ( 3,653,356) ( 1,922,894) ( 1,557,701) ( 1,046,877) Purchase of infrastructure ( 2,682,424) ( 4,622,000) ( 3,316,000) ( 3,219,000)

Net Funding From Capital Activities ( 1,821,953) ( 1,716,947) ( 2,696,279) ( 1,851,719)

FUNDING FROM FINANCING ACTIVITIES

Inflows

Transfer from reserves 845,065 652,767 72,555 0

New borrowings 0 300,000 0 0 Outflows

Transfer to reserves ( 889,050) ( 53,664) ( 46,232) ( 89,471)

Repayment of past borrowings ( 88,778) ( 106,095) ( 124,443) ( 94,064)

Net Funding From Financing Activities ( 21,757) ( 132,763) 793,008 ( 98,120)

Estimated Surplus/Deficit July 1 B/Fwd 0 0 0 0

Estimated Surplus/Deficit June 30 C/Fwd 0 0 0 0


Capital Program

A number of projects are forecast to be undertaken during the life of the Plan which result in capital

expenditure. The activities are summarised below along with an indication of the forecast capital expenditure

extracted from the Long Term Financial Plan.

Action Project 2017-18 2018-19 2019-20 2020-21

1.1.3.1

Playground upgrades to Frankland River, Cranbrook and Lake Poorrarecup 750,000 250,000

Tenterden Tennis Club Ablution Block 100,000

Sukey Hill Walking Trail - Lookout 100,000 100,000

Lake Improvements 100,000

Frankland River Dam Upgrade 170,600

1.3.1.4 Construction of five Independent Living Units for Aged Accommodation 800,000 500,000

3.1.4.1 Installation of Water Tanks to Public Buildings 50,000

3.2.1.1 Plant Replacement 1,072,000 872,894 757,701 746,877

Various Roadworks 2,256,224 2,897,000 2,566,000 2,344,000

3.2.1.2

Works Depot Upgrade and Expansion 600,000 300,000 300,000

Airstrip Improvements 100,000 100,000

Footpath Expansion 375,000

3.2.1.4 Streetscape Improvements 125,000 250,000

3.2.1.6 Motocross Development 250,000 500,000 500,000

Grand Total 4,548,824 6,194,894 4,873,701 4,215,877


Service Delivery

The Shire of Cranbrook delivers services to its community in line with its mission, values and the four key

strategic objectives set out within the Strategic Community Plan.

Each of the four objectives has several outcomes the Shire seeks to achieve over the 10+ years of the Strategic

Community Plan. For each objective, one or more desired outcomes has been defined along with strategies

to achieve these outcomes.

The outcomes were developed after considering the community engagement process and other external

factors such as the available plans published by other government agencies.

The table below summarises the desired outcomes under each of the four key themes and strategic

objectives.

SOCIAL Be respected for its

friendly, vibrant, connected and safe

community 1

Outcome 1.1 An engaged, supportive and inclusive community

Outcome 1.2 A safe place to live

Outcome 1.3 A healthy place to grow and age

Outcome 1.4 A place to learn and develop

ECONOMIC To be an innovative,

diverse, prosperous and growing economy 2

Outcome 2.1 A diverse, prosperous economy Outcome 2.2 A progressive, vibrant sustainable agricultural industry Outcome 2.3 An active, innovative tourism industry Outcome 2.4 Reliable and efficient supply of energy, water and communication infrastructure

ENVIRONMENT Enhance, maintain, protect

and promote our built infrastructure and natural

environment 3

Outcome 3.1 A protected, diverse, healthy natural environment Outcome 3.2 A built infrastructure servicing the needs of the community

LEADERSHIP Demonstrate strong

governance, leadership and organisational growth 4

Outcome 4.1 Excellence in governance, compliance, regulation and reporting Outcome 4.2 Demonstrate strong leadership and civic responsibility


Social Objective

Be respected for its friendly, vibrant, connected and safe community

The following tables reflect the future actions to be undertaken for each strategy. The prioritisation of the

actions is reflected by a square indicating when the action is planned to be undertaken.

Outcome 1.1 An engaged, supportive and inclusive community

Strategy Action No. Actions 2017-18 2018-19 2019-20 2020-21 2021

Onwards

Welcoming to all

residents, celebrating

cultural and social

diversity

1.1.1.1 Continue to improve welcome packs for

new residents

1.1.1.2 Investigate opportunities to increase

public art in the district

Facilitate, encourage and

support community

groups, events and

initiatives

1.1.2.1 Celebrate community achievements and

host community events and functions

1.1.2.2 Encourage community participation in

community groups and Council events

1.1.2.3 Support community groups in facilitating

community events

1.1.2.4 Support and encourage community group

leadership and succession planning

Provide, maintain and

improve community

facilities within available

resources

1.1.3.1 Maintain and improve community facilities

in line with asset management plans

Outcome 1.2 A safe place to live


Onwards

Retain a strong focus on

community safety and

crime prevention

1.2.1.1 Continue to lobby for local police presence

1.2.1.2 Seek funding and support community

safety programs and infrastructure

Advocate and actively

support emergency

management and

services

1.2.2.1 Continue to support emergency service

volunteers

1.2.2.2 Lobby on behalf of emergency

management groups


Social Objective (continued)

Outcome 1.3 A healthy place to grow and age


Onwards

Facilitate community

health and wellbeing and

support provision of

services to the

community

1.3.1.1 Continue to support

medical and allied and mental health

service providers and programs

1.3.1.2 Advocate for increased medical and allied

health services

1.3.1.3 Continue to support and lobby on behalf

of aged service providers

1.3.1.4 Continue to support Darwinia in the

provision of aged appropriate housing

1.3.1.5 Continue to consider the aged and

disadvantaged in design and operation of

community facilities

Support a healthy,

sporting and active

community

1.3.2.1 Investigate funding opportunities for new

sports and activities

1.3.2.2 Facilitate well-being services and

programs for the community

1.3.2.3 Lobby for continued provision and funding

for local community based sport and

programs

1.3.2.4 Continue to support local sporting clubs

1.3.2.5 Continue to engage with community in

relation to provision of sporting

infrastructure

Outcome 1.4 A Place to learn and develop


Onwards

Provide youth and early

childhood development

opportunities

1.4.1.1 Improve and encourage youth

engagement and participation

1.4.1.2 Support the provision of early childhood

and education services

Support current and new

technologies and provide

learning opportunities for

the community

1.4.2.1 Lobby for improved and new technologies

1.4.2.2 Collaborate with education providers and

agencies for increased provision of

learning opportunities


Economic Objective

To be an innovative, diverse, prosperous and growing economy



Outcome 2.1 A diverse, prosperous economy


Onwards

Support local business

and promote further

investment in the district,

including opportunities

for industry growth and

development

2.1.1.1 Develop and implement an Economic

Development Strategy

2.1.1.2 Facilitate additional land for industrial,

commercial and residential purposes

2.1.1.3 Release industrial land

2.1.1.4 Investigate opportunities for

development of aviation services

2.1.1.5 Maintain strong relationships with

government agencies and regional

service providers

2.1.1.6 Advocate for traineeships and other

education opportunities

2.1.1.7 Actively promote investment in the

district

Continue to advocate for

the Southern Link

Transport Hub (SLTH) and

other innovative

opportunities

2.1.2.1 Continue to liaise with stakeholders and

lobby for the development of the SLTH

2.1.2.2 Investigate additional commercial

opportunities arising from the

development of the SLTH


Economic Objective (continued)

Outcome 2.2 A progressive, vibrant sustainable agricultural industry


Onwards

Maintain strong

relationship with CBH and

support future expansion

2.2.1.1 Actively engage with CBH

Actively engage and

support local agricultural

and allied industries

2.2.2.1 Continue to support viticulture and

general agricultural industries

2.2.2.2 Continue to support research initiatives

Outcome 2.3 An active, innovative tourism industry


Onwards

Promote the hidden

treasures and natural

attractions of the Shire of

Cranbrook

2.3.1.1 Continue to support and participate in

Hidden Treasures

2.3.1.2 Participate in regional marketing events

and initiatives

2.3.1.3 Continue to promote our natural

attractions (including lakes)

2.3.1.4 Promote and encourage local tourism

2.3.1.5 Market the Shire and explore partnership

opportunities

2.3.1.6 Maintain and review informative signage

across the Shire

2.3.1.7 Continue collaboration on Maalak tourism

project

Outcome 2.4 Reliable and efficient supply of energy, water and

communication infrastructure


Onwards

Advocate for reliable and

sufficient power, water

and communication

services for industry and

the community

2.4.1.1 Continue to lobby for appropriate power

and water supplies

2.4.1.2 Promote and advocate for efficient

utilisation of water and power in the Shire

of Cranbrook

2.4.1.3 Lobby for reliable communication services

throughout the district

Crab Creek


Environment Objective

Enhance, maintain, protect and promote our built infrastructure and natural

environment



Outcome 3.1 A protected, diverse, healthy natural environment


Onwards

Promote, enhance and

maintain our natural

attractions, parks and

reserves

3.1.1.1 Enhance and maintain Shire controlled

parks and reserves in line with asset

management plans

3.1.1.2 Promote and develop natural attractions

within the district

Support community

environmental

organisations, groups and

individuals

3.1.2.1 Ongoing support for the Gillamii Centre

and other local environmental groups

and individuals

Maintain best practice

waste management

3.1.3.1 Develop and implement Waste

Management Plan

3.1.3.2 Maintain waste transfer stations to

environmental standards

3.1.3.3 Explore opportunities for waste

minimization including e-waste

opportunities

3.1.3.4 Continue to provide litter and waste

services

Promote reduced

environmental impact

from activities within the

Shire of Cranbrook

3.1.4.1 Support and encourage best practice

water utilization management

3.1.4.2 Work with stakeholders to promote

reduced environmental impact from

activities within the district


Environment Objective (continued)

Outcome 3.2 A built infrastructure servicing the needs of the community


Onwards

Maintain and enhance

our roads, built

infrastructure, parks and

reserves

3.2.1.1 Continue to provide roads and road

infrastructure in line with asset

management plans

3.2.1.2 Continue to maintain and enhance

building and other infrastructure in line

with asset management plans

3.2.1.3 Review and plan for additional

community, sporting and tourism

infrastructure

3.2.1.4 Maintain and enhance our townscapes,

parks, reserves and cultural attractions

3.2.1.5 Provide appropriate public facilities

3.2.1.6 Continue development of recreational and

tourism facilities across Shire (including

regional motocross facility)

3.2.1.7 Support, develop and protect cultural and

heritage infrastructure


Leadership Objective

Demonstrate strong governance and leadership



Outcome 4.1 Excellence in governance, compliance, regulation and reporting


Onwards

Maintain a high level of

corporate governance,

responsibility and

accountability

4.1.1.1 Maintain effective policies, procedures

and practices

4.1.1.2 Effectively manage risk

4.1.1.3 Develop and maintain strategic plans

4.1.1.4 Provide high quality regulatory services

4.1.1.5 Seek a high level of legislative compliance

and effective internal controls

4.1.1.6 Seek to deliver best practice services and

outcomes within resource capabilities

4.1.1.7 Demonstrate sound financial planning

and management

Maintain organisational

policies and strategies for

the attraction and

retention of quality

employees

4.1.2.1 Review and maintain effective workforce

planning

4.1.2.2 Ensure implementation and commitment

to continual workplace health and safety

improvement

4.1.2.3 Provide opportunities for training and

development for staff


Leadership Objective (continued)

Outcome 4.2 Demonstrate strong leadership and civic responsibility


Onwards

Provide leadership to the

community, staff and

wider region

4.2.1.1 Effectively represent and promote the

Shire of Cranbrook

4.2.1.2 Ongoing meaningful communication and

engagement with residents and ratepayers

of the Shire of Cranbrook

4.2.1.3 Identify and encourage opportunities for

leadership roles

4.2.1.4 Provide opportunities for training and

development for elected members

4.2.1.5 Collaborate with regional partners and

other organisations

4.2.1.6 Support the CEO and provide strategic

direction for service delivery

4.2.1.7 Ensure delivery, monitoring, evaluation

and reporting of strategic planning

outcomes


Measuring Success

The intended outcome of this Plan is to align the community’s visions and aspirations for the future of the

Shire of Cranbrook to the Shire’s objectives. Success will be measured by both quantifiable and non-

quantifiable outcomes.

Strategic performance indicators provide an indication of whether the Shire is meeting the objectives and

will be monitored and reported. The strategic performance indicators and desired trend for each objective

are provided in the table below.

SOCIAL

Be respected for its friendly, vibrant, connected and safe community

Performance Indicator Desired Trend

Social media activity Maintain level of posts and engagement rates

Community participation levels in activities and events

Increase number of participants | attendees

Crime statistics Maintain low crime rate

Participation levels in community education programs

Increase in participants

ECONOMIC

To be an innovative, diverse, prosperous and growing economy


Population statistics Stable / increasing population base

No. of development approvals Increase

No. of building approvals Increase

ENVIRONMENT

Enhance, maintain, protect and promote our built infrastructure and natural environment

Performance Indicators Desired Trend

Statutory asset management ratios

Maintain healthy ratios

Patronage of natural attractions

Increase

LEADERSHIP

Demonstrate strong governance, leadership and organisational growth


Statutory financial ratios Maintain healthy ratios

Employee retention rates Maintain / increase


Services and Facilities

Services and facilities provided by the Shire have been linked with the relevant strategies in the Plan in the

following table. The table provides a connection between the services and facilities and the desired outcomes

and community vision for the Shire of Cranbrook.

INFRASTRUCTURE

Strategic Reference

Drainage | storm water 3.2.1

Employee housing 3.2.1

Quality of town centre 3.2.1

Roads | verges | footpaths 3.2.1

Street lighting 3.2.1

Waste facilities 3.2.1

COMMUNITY

FACILITIES

Strategic Reference

Caravan parks 1.1.3 | 3.2.1

Cemeteries 3.2.1

Community | town halls 1.1.3 | 3.2.1

Lakes | boat ramps 1.1.3 | 3.2.1

Libraries 1.1.3 | 3.2.1

Public toilets 1.1.3 | 3.2.1

Sporting facilities 1.1.3 | 3.2.1

SHIRE SERVICES

Strategic Reference

Affordable housing 2.1.1

Building approval process 4.11

Community engagement 1.4.1 | 4.2.1

Council's customer service 4.1.1

Economic development 2.1.1 | 2.1.2

Emergency services 1.2.1 | 1.2.2

Environmental initiatives 2.4.1 | 3.1.3 | 3.1.4

Financial management 4.1.1

General garbage collection 3.1.3

Health administration | inspection 4.1.1

Long term planning 2.1.1

Parks | gardens 1.1.3 | 3.1.1

Pest control 4.1.1

Ranger services 4.1.1

Recycling 3.1.3 | 3.1.4

Regional collaboration 2.1.1 | 2.3.1 | 4.2.1

Safety | crime prevention 1.2.1

Support for volunteers 1.1.2 | 1.2.2 | 1.3.2

Tourism 2.3.1 | 3.1.1 | 3.2.1

Town planning 4.1.1

For further details on the Corporate Business Plan please contact

Shire of Cranbrook

19 Gathorne Street

PO Box 21

Cranbrook WA 6321

P: 08 9826 1008

F: 08 9826 1090

E: [email protected]

corporate business plan 2017-2021 · shire of cranbrook corporate business plan 2017-2021 4...

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