shire of ashburton corporate business plan
DESCRIPTION
The Corporate Business Plan is a key document for the organisation which captures the Shire’s top priorities of the first four years of the longer term 10 Year Strategic Community Plan 2012-2022. The Corporate Business Plan is reviewed every two years as priorities can change from the original longer term visioning by the community against the budget and what can be afforded.TRANSCRIPT
Prepared with the assistance of
LIVING LIFE - MAKING IT HAPPEN
2013 - 2017 CORPORATE BUSINESS PLAN
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CONTENTS
Message from the Shire President and Acting Chief Executive Officer 2
Introduction 3
Key points of the plan 3
Western Australia Local Government Integrated Planning and Reporting Framework 5
Strategic DIrection 6
Vision 6
Community Goals 6
How we contribute to the Strategic Community Plan 7
Shire’s roles 7
Council decision-making criteria 8
Assumptions 9
Our services at a glance 10
Funded strategic capital projects 11
“Active pursuit” strategic capital projects 12
“Opportunistic” strategic capital projects 13
“Advocacy” strategic capital projects 13
Council’s Focus Areas 14
Financial Profile 18
Shire of Ashburton organisational structure 35
Roles and Priorities Overview 36
Summary of our Department Service Plans 37
How We Test Our Efficiency and Effectiveness 101
Summary of our Workforce Plan 102
Summary of our Asset Management Plans 105
Strategic Risk Management 110
How Will We Know if the Plan is Succeeding 112
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MESSAGE FROM THE SHIRE PRESIDENT AND ACTING CHIEF EXECUTIVE OFFICER
We are pleased to present the Shire of Ashburton’s first Corporate Business Plan under Western Australia’s new Integrated Planning and Reporting Framework. It is the culmination of a significant effort to create a realistic four year work program that
meets the aspirations of Living Life, our Strategic Community Plan.
In developing this Plan, we have been mindful of the needs across the Shire and have taken care to take a fair and balanced approach to meeting those needs. We have also taken a long term view to ensure we are establishing a legacy for the ongoing prosperity of Ashburton which will endure beyond the current high levels of resource sector activity.
We have a number of key partners in this, especially within the resources sector and State Government. These partnerships and our relationships with the community are acknowledged in the Plan. We will be continuing to
strengthen our ability to achieve more for the community by joining forces with others for common goals.
The Plan highlights the uncertainties we are facing over the coming years, particularly in regard to our capital program. We have clearly distinguished between what is funded; what is being “actively pursued”; the opportunities we are open to; and what we are advocating for (within the primary responsibility of other parties).
There are a number of areas where we wish to undertake further analysis and consideration. For this reason, and to align the planning cycle with the electoral cycle, we will begin our first strategic review after the election in October 2013. This will enable us to improve the robustness of the Plan at an early stage as we set the compass for successful delivery of Living Life.
Kerry White Frank Ludovico Shire President Acting Chief Executive Officer
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INTRODUCTION
Welcome to the Shire of Ashburton Corporate Business Plan. The plan was adopted at an ordinary meeting of the Council on 21st August 2013. It will be updated on an annual basis and reviewed in conjunction with the strategic review of the IPR every two years, with every second review being a major review (see planning cycle diagram on page 5). On a one off basis, the first strategic review will be undertaken in 2013/14. This will enable further work on the informing strategies to be incorporated at the earliest opportunity and alignment with the electoral cycle.
Key points of the plan
The Corporate Business Plan shows the first four years of implementing Living Life, the Strategic Community Plan. The theme of the next four years is “community building – now and for the future”. This reflects the challenges and opportunities facing the Shire over the medium term. In the context of both temporary and permanent growth associated particularly with the resources sector, it is critical to build a legacy for the future, while addressing today’s pressing needs.
The Corporate Business Plan has developed priorities in six theme areas as shown below. The Plan shows how these priorities will be progressed in the context of a comprehensive approach to service delivery and asset management.
COMMUNITY INCLUSION AND PARTICIPATION
Developing the “whole of Shire” community in all its diversity – geographic, age, culture, employment arrangements etc – in a challenging context of rapid and fluctuating growth, uncertainty and risk
Community capacity building (eg strengthening community groups and clubs) Improved ways of engaging the community around meaningful options Supporting volunteerism
PROVISION OF INFRASTRUCTURE THAT ENABLES ECONOMIC AND SOCIAL VITALITY
Community assets (direct provision and/or facilitating provision by others) in priority areas including sport and recreation, aged care and medical services; and childcare
Complete Town Centre Revitalisations Drainage investigations and upgrading drainage in Paraburdoo and Tom Price Implementing bike plan
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ECONOMIC STRENGTH AND DEVELOPMENT
Land development - industrial and residential Accommodation/housing (visitor, service worker, and residential expansion) Tourism development Improved support for local business community
STAYING AHEAD OF THE GAME
Quality of communication from Elected Members to community Setting clear direction through integrated planning and reporting Reflecting on regional issues and collaborating with our neighbouring Shires for the benefit of the regional community
GOVERNANCE
Productive relationship between elected Council and Administration Stakeholder relationships (government and business) and advocacy Customer service
ORGANISATION STABILITY
Staff housing Policies and procedures and records management
The Plan is open about the uncertainties in the capital program over the coming years. In order to deal with this, while all high priority projects are included in the Plan, the four year budget (and Long Term Financial Plan) only includes capital projects where the funding is secure, whether committed from Shire funds, funding agencies, the resources sector or any combination of those sources.
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Western Australia Local Government Integrated Planning and Reporting Framework
The Integrated Planning and Reporting Framework is shown in the diagram below. The Strategic Community Plan is a ten year plan and serves as the foundation document for the whole Framework, from which all other plans and strategies must take direction. Detailed implementation for the next four years is covered in the Corporate Business Plan. The Informing Strategies set out how the plans will be managed and resourced. The Strategic Community Plan is not fixed for ten years; rather it is a “rolling” plan which is reviewed every two years as shown in the right hand diagram. The two yearly strategic reviews alternate between a mini review (updating as needed) and a major review (going through the steps again). As noted in the introduction, on a one off basis, the first strategic review will be undertaken in 2013/14. The plan is continuously looking ahead, so each review keeps a ten year horizon. This is to ensure that the best decisions are made in the short to medium term. The Corporate Business Plan is reviewed annually.
The Western Australia Integrated Planning and Reporting Framework
Annual Budget
Annual Report
Vision
Strategic Community
Plan
1-4 years
Review
Corporate Business
Plan
Long Term Financial PlanAsset Management PlansWorkforce Plan
10+ years
2, 4 yrs
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STRATEGIC DIRECTION
Vision
“The Shire of Ashburton will be a vibrant and prosperous place for work, leisure and living”
Community Goals
These are the goals and objectives that the community has identified to meet the vision for Ashburton
Vibrant and Active Communities
Connected, caring and engaged communities
Active people, clubs and associations
Quality education, healthcare, childcare, aged care and youth services
A rich cultural life
Economic Prosperity
Strong local economies Enduring partnerships
with industry and government
Well-managed tourism
Unique Heritage and Environment
Flourishing natural environments
Leading regional sustainability
Celebration of history and heritage
Distinctive and Well-serviced Places
Quality public infrastructure
Accessible and safe towns
Well-planned towns
Inspiring Governance
Custodianship Community ownership Council leadership Exemplary team and work environment
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HOW WE CONTRIBUTE TO THE STRATEGIC COMMUNITY PLAN
Shire’s roles
Local governments operate under Statute but also with some discretion. The five primary roles the Council has are:
Delivery of facilities and services This includes delivery of facilities such as parks and gardens, roads, footpaths, drainage, waste management, recreation and cultural facilities, events and social services such as childcare. Some services are based on infrastructure, such as parks and playgrounds, roads and buildings. Maintenance and renewal of infrastructure assets is a vital part of the Shire’s service delivery role. Some services are non-asset based, such as provision of events.
Regulation Local governments have specific regulatory responsibilities that are vital for community wellbeing. For example, they have a regulatory and enforcement role in public health (e.g. licensing and monitoring food premises), the appropriateness and safety of new buildings, and the use of land. These areas are subject to regulation to ensure a minimum standard is adhered to, as well as to minimise the potential to impose costs or adverse effects on others (e.g. food poisoning, injuries or hazardous activities too close to population). In many cases the rights of those wishing to operate and the rights of those who may be affected or consider themselves to be affected is a delicate balancing act. That is why local democracy is involved in deciding such matters.
Enabling/Facilitation In some cases, the Shire enables or facilitates services to be provided by others or in partnership with the Shire rather than directly provide or fund the service. This includes support for community care efforts (for example through grants programs and volunteer support programs).
Education The Shire has a role in providing information and educational campaigns that assist the community identify the healthiest, sustainable and more economical choices. Cyclone preparedness is a good example of this.
Civic Leadership and Advocacy The Council performs civic leadership with a broad and deep view of relevant trends and issues. It engages with and leads the community in its development, and undertakes wise stewardship of community assets. Influencing the decisions of others who affect community wellbeing in Ashburton is an important role. Advocacy to State Government for recognition, funding, or policy support is a good example of this role.
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Council decision-making criteria
The following table sets out the criteria Council takes into account when considering significant issues. They reflect the decision-making approach applied to developing this plan and will continue to be applied as it is implemented.
Category Criteria
Impact on Long Term
Financial Plan
Whole of Life costs to Shire of Ashburton (as applicable): construction, operations (including workforce implications), maintenance, renewal; non-rates revenue
Impacts on community goals
Vibrant and active communities
Economic prosperity
Unique heritage and environment
Distinctive and well-serviced places
Inspiring governance
How we will monitor and report the impact
Balancing needs Distribution of costs and/or benefits across the community/population now and over time (including
permanent versus temporary; community members outside main towns)
Regional impact Impact on wider regional outcomes
Community views Community feedback
Risks Assessments of risks against risk tolerance
Assessing our service delivery methods
Efficiency and effectiveness
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Assumptions
The following table shows the assumptions Council have made in developing this Plan and the strategic directions, priorities and actions set out within it. These will be reviewed on a periodic basis to ensure Council is working from up-to-date and relevant assumptions.
Item Assumption
Population Growth
Currently approx. 12,000
Projected increase of approx. 5% pa over next 10 years (note that population changes are likely to vary considerably from town to town, with the highest percentage change anticipated to be increasing population in Onslow)
Land availability will enable population growth
Full demographic spectrum in Aboriginal communities and Onslow. Other towns tend towards working age/families.
Financial Assumptions
Pilbara Local Government Cost Index average, 5% per annum
Payroll growth rate (excluding impact of workforce increase), 5% per annum
Utilities cost factor, 5% per annum
Industry The resources sector will continue to be the mainstay of the local economy, with unpredictable
fluctuations
Other Dramatic climate events will continue
Accommodation and service pressures will continue
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Our services at a glance
The Council provides a range of services that contribute towards the achievement of the vision and goals, which are outlined below. Many of the services contribute to more than one goal; indeed the goals themselves are inter-related. The Council is very mindful of this and actively seeks to achieve multiple goals where possible.
CEO
CE1 Office of CEO
CE2 Organisational Development
CE3 Business Improvement
CE4 Media and Communications
Technical Services Strategic and Economic
Development Operations Corporate Services Community Development
TS1 TS2 TS3 TS4 TS5 TS6 TS7 TS8 TS9
Engineering Services Project Management Asset Management Ranger Services Emergency Management Building Services Environmental Health Services Aboriginal Health Services Planning
SE1 SE2 SE3 SE4 SE5 SE6 SE7 SE8 SE9
Economic Development Direction Local Business Stimulation Commercial Management Heritage Strategic Direction and Planning Revitalisation Partnerships Project Governance Office Tourism Land Development
OP1 OP2 OP3 OP4 OP5 OP6 OP7 OP8
Capital Works Road Maintenance Building Maintenance Waste Operations Private Works Fleet Camps Towns, Parks and Gardens
CS1 CS2 CS3
Finance Services Information and Communication Technology Administration
CD1 CD2 CD3 CD4 CD5
Community Development Facilities Community Services (East and West) Library Services Club Development
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Funded strategic capital projects
These projects are included in this Corporate Business Plan. Funding has been confirmed for these projects and they are therefore also included in the four year budget. Capital budget references are given in brackets for ease of reference.
Paraburdoo Childcare Centre (228)
Paraburdoo Town Centre Revitalisation (260)
Paraburdoo shaded playground for under 8’s (026)
Paraburdoo library renewal (number tba)
Tom Price Area W Revitalisation (076)
Onslow basketball courts and skate park (224)
Tom Price completion of sports Pavilion (AA)
Onslow Ian Blair Memorial Boardwalk upgrade (079)
Onslow Four Mile Creek upgrade (222)
Paraburdoo paths (REBGT)
Paraburdoo and Onslow landfill rehabilitation (see 236, 237, 238, 239, 241, 252 for all capital expenditure related to Paraburdoo and Onslow waste management facilities)
Paraburdoo, Tom Price and Onslow drainage investigations and improvement program (240, 261)
Staff housing as determined (194)
All towns improved street lighting (250)
All towns playground safety upgrade (003)
Tom Price residential and industrial land development (number for residential tba, 231)
Onslow aerodrome construction (220)
Onslow ring road scope and design (243)
Onslow upgrade Ocean View Caravan Park (225)
Banjima Drive seal (259)
Onslow administration building (number tba)
Knowledge management system (AIMS) (081)
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“Active pursuit” strategic capital projects These projects are included in this Corporate Business Plan. They are under active pursuit which means that there is a firm intention to make them happen. Effort is being applied to develop the project and secure funding. They are not yet in the budget as the associated external funding is not yet secured. As soon as funding is secured, an active pursuit project will be entered into the financial forecasts. Council will then consider any consequential adjustments required to the Corporate Business Plan, Four Year Budget and Long Term Financial Plan.
Paraburdoo Additional Hub Facilities (neighbourhood centre, club rooms and storage, indoor sports court, upgrades to Ashburton Hall)
Paraburdoo ANZAC Memorial
Onslow Recreational Precinct - Swimming Pool
Onslow Town Centre Revitalisation and Foreshore Development
Onslow Commercial Centre including Shire Office/Visitors Center and Library
Onslow Business Incubators
Onslow Caravan Park Upgrade
Onslow Industrial Land Development
Onslow Waste Site
Tom Price Residential Land Development Golf Club - South/East Subdivision
Tom Price Industrial Land Development
Tom Price Peace Park (ANZAC and Memorial to the Elders)
Tom Price RFDS Airstrip
Tom Price Nintirri Childcare redevelopment
Tom Price town centre revitalisation completion (library, village green, amphitheatre, Shire office, new visitors’ centre)
Affordable Housing
Entry Statements for Tom Price, Paraburdoo and Onslow
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“Opportunistic” strategic capital projects These projects would only happen if the funding was offered and undertaking the work would not affect a higher priority. Effort is not being applied to develop the project or secure funding.
Tom Price Business Incubator Centre
Paraburdoo Waste Transfer Station
Tom Price second caravan park
Tom Price toilets on eastern side of Clem Thompson Oval
Tom Price Karratha Road (30kms)
Tom Price RV Dump facilities (Tom Price)
Aging in Place Housing
Old Onslow Revitalisation and Restoration
Onslow St Nicolas Church Restoration and Heritage Listing
Paraburdoo Camp road solar lighting
“Advocacy” strategic capital projects These projects fall within the responsibility of other parties and are not in the Corporate Business Plan. They would only happen if the relevant agency undertook them. Effort is being applied to advocate to the relevant agency.
Remainder of Tom Price Karratha Road
Onslow Wharf/Marina and boat ramp upgrade
Tom Price aged care facility
Tom Price hostel for aboriginal students (adjacent to Tom Price High School)
Pannawonica safe house for victims of domestic violence and family breakups
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Council’s Focus Areas
The Council has identified six Focus Areas for prioritisation over the four year duration of this Corporate Business Plan. The strategic priorities and key actions that will contribute to delivering these six Focus Areas are outlined below.
Strategic Priorities Key Actions 2013/14 – 2016/17
1 Community inclusion and participation
1.1
Developing the “whole of Shire” community in all its diversity – geographic, age, culture, employment arrangements etc. – in a challenging context of rapid and fluctuating growth, uncertainty and risk
Disability Access and Inclusion Multi-purpose community complexes in Tom Price, Paraburdoo, Onslow Leased premises for groups and clubs Community gardens in Onslow (existing), Tom Price (proposed support) and Paraburdoo (proposed
support) Events and cultural activities Youth services and programs; family services and programs; general programs Leaping Lizards (expanded to broader community participation) Community Sustainability (new)
1.2 Community capacity building (e.g. strengthening community groups and clubs)
Club development (new) Leased premises for groups and clubs Community Sustainability (new)
1.3 Improved ways of engaging the community around meaningful options
Community engagement in strategy development; integrated planning and reporting External communication and public relations (incl. social media strategy)
1.4 Supporting volunteerism Volunteer Hubs in Paraburdoo, Onslow and Tom Price Club development
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Strategic Priorities Key Actions 2013/14 – 2016/17
2 Provision of Infrastructure that enables economic and social vitality
2.1
Community assets (direct provision and/or facilitating provision by others):
Sport and recreation
Aged care and medical services
Childcare
Swimming Pools Tom Price, Paraburdoo (+ new playground) and Onslow (active pursuit) Water spray park Paraburdoo (new) Courts (netball, basketball, tennis) Tom Price, Paraburdoo and Onslow Useable cricket pitch and nets in Paraburdoo (new) Outdoor basketball courts in Onslow (new) Skate parks Paraburdoo (upgrade), Tom Price and Onslow (upgrade) Recreation/multi-purpose centres in Tom Price, Onslow and Paraburdoo (new) Ovals in Paraburdoo (upgrade), Tom Price (upgrade) and Onslow Playgrounds (progressive upgrades) Leased premises Aged care services Onslow (expanded) Childcare Paraburdoo (new), Tom Price (expanded) Early Years Program Onslow (new)
2.2 Complete Town Centre Revitalisations Paraburdoo, Onslow, Tom Price
2.3 Drainage investigations and upgrading drainage in Paraburdoo and Tom Price
Drainage investigations Paraburdoo, Tom Price, Onslow Drainage upgrades Paraburdoo (highest priority) and Tom Price
2.4 Implementing bike plan Progressive implementation of bike path program
3 Economic strength and development
3.1 Land development - industrial and residential
Land development plan (new) and identification of available land Deconstraining of available land Onslow: Industrial Subdivision – 55 lots of serviced industrial land at lot 16 Onslow Rd Tom Price: Stage 2 Boonderoo Rd Industrial Subdivision – 10 lots of serviced industrial land at
Southern end of Boonderoo Rd Further residential land development Tom Price and industrial land development Onslow and Tom
Price (active pursuit)
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Strategic Priorities Key Actions 2013/14 – 2016/17
3.2 Accommodation/housing (visitor, service worker, and residential expansion)
Affordable housing (active pursuit) Housing strategy (new) Caravan park Onslow (improve) and Tom Price
3.3 Tourism development
Caravan park Onslow (improve) and Tom Price Tourist Centre Tom Price (enhance) Review and refresh a clear vision for Tourism (facilitation of enhanced tourism offering and
promotion) Facilitate partnerships with tourism industry and business professionals (more targeted approach) Heritage Tourism (enhance)
3.4 Improved support for local business community
Marketing strategy – place to live, work and do business; “buy local” Relationship building (improved understanding of business issues and needs) Business showcase (minimum of 2 forums/expos per year in Tom Price and Onslow and 1 per year
in Paraburdoo) Support business sustainability (enhance support and advocacy to address issues) Facilitate access to land (enhance support to navigate requirements) Business incubators (four factory units in Onslow as an initial priority) – active pursuit
4 Staying ahead of the game
4.1 Quality of communication from Elected Members to community
Revitalisation Plans Community engagement in strategy development; integrated planning and reporting Media, external communication and public relations (incl. social media strategy)
4.2 Setting clear direction through integrated planning and reporting
Integrated Planning and Reporting (Council on a continuous improvement path) Integrated strategic projects reporting
4.3 Reflecting on regional issues and collaborating with our neighbouring Shires for the benefit of the regional community (PRC)
Economic development strategy Strategy development and implementation Consideration of regional impact in decision-making criteria Harness local and regional resources and opportunities to stimulate tourism activity
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Strategic Priorities Key Actions 2013/14 – 2016/17
5 Governance
5.1 Productive relationship between elected Council and Administration
Effective communication between CEO and Shire President and Councillors Induction Professional development Councillor support Policies and procedures
5.2 Stakeholder relationships (government and business) and advocacy
Partnership development – resources sector Facilitate partnerships with tourism industry and business professionals Advocacy for strategic capital projects and to address barriers to land release
5.3 Customer service Customer service – reception, phone, bookings, enquiries etc. Customer action requests Customer service charter (for investigation)
6 Organisational Stability
6.1 Staff housing Staff housing (additional accommodation provided)
6.2 Policies and procedures and records management
Knowledge management (complete set up and maintain a fully integrated workflow and knowledge management system)
Maintain accessible, up to date human resources and financial policies and procedures
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Financial Profile
The following table sets out the base year and forecast budget for the four year period of this Corporate Business Plan.
Description 2012/13 Budget
2012/13 Actuals
13/14 Forecast
14/15 Forecast
15/16 Forecast
16/17 Forecast
10 – OFFICE OF CEO 6,109,894 6,224,771 4,841,080 5,210,119 6,148,757 8,784,328
100 - Office of CEO -87,710 449,798 561,152 618,151 648,975 681,341
1000 + Office of CEO -87,710 449,798 561,152 618,151 648,975 681,341
Operating Expenditure 517,290 449,798 561,152 618,151 648,975 681,341
Operating Income -605,000 0 0 0 0 0
105 - Councillor Support 1,889,461 2,732,102 2,736,819 2,743,062 2,886,672 2,993,041
1051 + Members Of Council 731,023 880,269 1,057,501 1,061,540 1,126,628 1,152,877
Operating Expenditure 731,023 880,269 1,057,501 1,061,540 1,126,628 1,152,877
1052 + Other Governance 1,158,438 1,851,833 1,679,318 1,681,523 1,760,044 1,840,164
Operating Expenditure 1,438,438 1,901,240 1,693,252 1,696,153 1,775,406 1,856,294
Operating Income -280,000 -49,408 -13,934 -14,630 -15,362 -16,130
110 - Organisational Development & Human Resources 3,904,983 2,621,469 881,258 1,156,923 2,201,665 4,678,011
1101 + Human Resources -5,320 113,475 -2,760 -2,840 -3,240 -2,430
Operating Expenditure 9,680 137,997 36,090 37,952 39,592 42,543
Operating Income -15,000 -24,522 -38,850 -40,793 -42,832 -44,974
1102 + Staff Housing 3,910,303 2,507,994 884,018 1,159,763 2,204,906 4,680,441
Operating Expenditure 365,290 548,873 524,209 480,669 488,174 492,516
Operating Income -22,400 -276,771 -752,365 -242,454 -254,717 -267,389
Capital Expenditure 1,746,913 1,846,913 811,674 277,316 766,977 765,344
Capital Income -300,000 0 -2,100,000 0 0 0
Asset Renewal 480,500 361,942 300,500 644,232 1,204,471 1,189,970
Asset New 1,640,000 27,037 2,100,000 0 0 2,500,000
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Description 2012/13 Budget
2012/13 Actuals
13/14 Forecast
14/15 Forecast
15/16 Forecast
16/17 Forecast
115 - Business Improvement 181,190 213,324 464,577 484,880 194,125 203,831
1151 + Business Improvement 181,190 213,324 464,577 484,880 194,125 203,831
Operating Expenditure 181,190 213,324 176,077 184,880 194,125 203,831
Asset New 0 0 288,500 300,000 0 0
120 - Media 221,970 208,079 197,274 207,102 217,321 228,105
1201 + Media 221,970 208,079 197,274 207,102 217,321 228,105
Operating Expenditure 276,970 211,933 202,162 212,234 222,709 233,763
Operating Income -55,000 -3,855 -4,888 -5,132 -5,389 -5,658
20 – COMMUNITY DEVELOPMENT 10,186,967 9,871,896 9,595,334 9,401,871 9,861,084 10,039,188
200 - Community Development 819,381 448,103 590,077 602,511 630,376 644,638
2000 + Office of EM of Community Development 744,471 390,668 567,873 579,197 605,896 618,934
Operating Expenditure 779,471 390,668 567,873 579,197 605,896 618,934
Operating Income -35,000 0 0 0 0 0
2052 + Care Of Families And Children 74,910 57,434 22,204 23,314 24,480 25,704
Operating Expenditure 74,910 57,434 22,204 23,314 24,480 25,704
Operating Income 0 0 -1,500,000 -2,969,702 0 0
Asset New 0 0 1,500,000 2,969,702 0 0
205 - Community Services (East) 124,050 369,689 627,970 662,549 689,689 717,852
2053 + Cultural Activities (East) 137,660 284,349 536,700 567,999 590,674 614,376
Operating Expenditure 1,060,840 398,510 753,875 767,982 791,506 816,100
Operating Income -943,180 -133,386 -234,175 -234,984 -235,832 -236,725
Asset New 20,000 19,224 17,000 35,000 35,000 35,000
2101 + Youth Services (East) -13,610 85,340 91,270 94,550 99,015 103,476
Operating Expenditure 91,390 85,340 91,270 94,550 99,015 103,476
Operating Income -105,000 0 0 0 0 0
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Description 2012/13 Budget
2012/13 Actuals
13/14 Forecast
14/15 Forecast
15/16 Forecast
16/17 Forecast
210 - Community Services (West) 519,571 545,716 560,396 649,349 616,690 712,408
2102 + Youth Services (West) -190,219 225,617 99,312 104,530 109,498 114,540
Operating Expenditure 509,781 352,060 435,312 457,338 479,942 503,443
Operating Income -700,000 -190,307 -336,000 -352,808 -370,444 -388,904
Asset New 0 63,864 0 0 0 0
2103 + Maternal And Infant Health 53,210 52,124 0 0 0 0
Operating Expenditure 53,210 52,124 0 0 0 0
2104 + Cultural Activities (West) 656,580 267,974 461,085 544,819 507,192 597,869
Operating Expenditure 888,580 502,861 638,085 826,619 698,933 891,697
Operating Income -232,000 -234,887 -177,000 -281,800 -191,741 -293,828
215 - Community Facilities 5,178,235 5,702,075 4,807,504 4,333,876 4,621,877 5,060,532
2151 + Public Halls - Civic Centres, Pavilions 469,277 547,850 611,238 501,946 469,544 504,183
Operating Expenditure 419,277 509,642 465,352 483,825 530,003 568,402
Operating Income -61,000 -80,312 -75,468 -78,879 -82,459 -86,219
Capital Income -31,000 -31,000 0 0 0 0
Asset Renewal 142,000 149,520 221,355 97,000 22,000 22,000
2152 + Swimming Pool – Tom Price 592,161 540,976 555,733 542,854 614,728 597,841
Operating Expenditure 512,561 484,852 612,939 641,862 673,602 706,824
Operating Income -80,400 -99,878 -94,575 -99,208 -104,074 -109,183
Asset Renewal 80,000 74,843 37,369 200 200 200
Asset New 80,000 81,160 0 0 45,000 0
2153 + Foreshore Areas - Onslow 111,104 -164,085 141,552 126,913 133,092 139,542
Operating Expenditure 109,004 89,344 141,552 126,913 133,093 139,542
Operating Income -500,000 -467,170 -704,800 0 0 0
Asset Renewal 2,100 2,637 500,000 0 0 0
Asset New 500,000 211,104 204,800 0 0 0
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Description 2012/13 Budget
2012/13 Actuals
13/14 Forecast
14/15 Forecast
15/16 Forecast
16/17 Forecast
2154 + Swimming Pool - Paraburdoo 490,247 526,542 471,302 691,152 516,471 541,908
Operating Expenditure 469,707 538,143 529,710 554,375 581,646 610,181
Operating Income -52,460 -57,219 -60,713 -63,223 -65,175 -68,273
Asset Renewal 18,000 13,500 2,305 0 0 0
Asset Expansion/Upgrade 55,000 32,119 0 200,000 0 0
2155 + Rec Centre Tom Price 93,070 58,471 88,914 89,265 91,391 93,583
Operating Expenditure 81,089 50,675 76,076 75,512 76,662 77,812
Operating Income -16,500 -20,685 -17,325 -18,191 -19,101 -20,056
Capital Expenditure 28,481 28,481 30,162 31,944 33,830 35,827
2156 + Onslow MPC 178,669 134,758 181,771 188,935 209,716 207,921
Operating Expenditure 227,819 189,684 216,421 225,318 247,918 248,033
Operating Income -49,150 -54,926 -34,650 -36,383 -38,202 -40,112
2157 + Other Recreation & Sport 2,842,274 4,805,388 275,061 1,750,622 2,170,054 2,538,036
Operating Expenditure 1,471,306 1,286,277 1,482,535 1,517,229 1,591,991 1,670,319
Operating Income -4,789,032 -15,803 -4,006,292 -6,606 -6,937 -7,283
Capital Expenditure 1,511,158 1,511,158 0 0 0 0
Capital Income -4,288,000 -4,776,493 -972,538 0 0 0
Asset Renewal 173,842 108,348 224,080 130,001 585,000 875,000
Asset Expansion/Upgrade 3,618,000 116,644 99,775 109,999 0 0
Asset New 5,145,000 6,575,257 3,447,500 -1 0 0
2158 + Public Toilets 87,804 83,941 85,004 134,255 93,717 98,403
Operating Expenditure 75,804 75,400 85,004 89,255 93,717 98,403
Asset Renewal 0 0 0 45,000 0 0
Asset Expansion/Upgrade 12,000 8,541 0 0 0 0
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13/14 Forecast
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15/16 Forecast
16/17 Forecast
2159 + Malls 131,199 -907,581 2,234,203 268,671 282,104 296,207
Operating Expenditure 218,299 253,495 225,876 237,170 249,029 261,480
Operating Income -1,137,100 -1,856,428 -285,000 0 0 0
Capital Expenditure 0 0 684,000 0 0 0
Capital Income -2,100,000 -228,593 -30,000 0 0 0
Asset Expansion/Upgrade 2,850,000 923,945 1,589,326 1 1 -1
Asset New 300,000 0 50,000 31,500 33,075 34,729
2160 + Other Community Amenities 182,430 75,816 162,726 39,263 41,059 42,907
Operating Expenditure 36,430 35,388 39,226 39,264 41,060 42,907
Operating Income -1,000 0 0 0 0 0
Asset Expansion/Upgrade 40,000 0 20,000 0 -1 0
Asset New 107,000 40,428 103,500 0 0 0
220 - Parks & Ovals 2,537,505 2,040,669 2,163,662 2,231,666 2,369,524 1,847,045
2201 + Parks 1,836,699 1,433,165 1,487,914 1,553,395 1,465,503 1,039,650
Operating Expenditure 600,199 722,568 750,414 788,271 827,621 868,875
Operating Income -600,000 -536,145 -100,000 -2,000,000 -1,350,000 0
Asset Renewal 394,000 393,507 55,000 0 1 0
Asset Expansion/Upgrade 154,000 19,904 252,500 205,124 247,882 160,774
Asset New 1,288,500 833,331 530,000 2,560,000 1,739,999 10,000
2202 + Ovals 700,806 607,505 675,748 678,271 904,021 807,395
Operating Expenditure 594,006 574,426 667,332 701,034 736,022 772,697
Operating Income -14,700 -22,407 -21,584 -22,763 -24,001 -25,301
Asset Renewal 15,000 16,003 30,000 0 12,000 0
Asset Expansion/Upgrade 106,500 39,483 0 0 180,000 60,000
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13/14 Forecast
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225 - Libraries 696,179 526,580 675,403 700,648 722,787 836,376
2251 + Library - Tom Price 167,632 133,186 176,663 188,788 192,131 190,848
Operating Expenditure 149,682 126,004 171,947 192,079 185,587 194,477
Operating Income -1,050 -3,994 -3,134 -3,291 -3,456 -3,628
Asset Renewal 19,000 11,176 7,850 0 10,000 0
2252 + Library - Onslow 162,187 65,663 115,182 117,475 123,003 128,763
Operating Expenditure 148,487 65,852 115,386 117,690 123,229 129,001
Operating Income -300 -188 -205 -215 -225 -237
Asset Renewal 14,000 0 0 0 0 0
2253 + Library - Paraburdoo 242,884 216,417 239,964 247,057 253,313 355,089
Operating Expenditure 228,134 205,711 216,805 239,540 235,421 246,801
Operating Income -1,250 -1,996 -964 -1,012 -1,063 -1,116
Asset Renewal 16,000 12,702 24,123 8,529 18,955 109,403
2254 + Library - Pannawonica 123,476 111,314 143,595 147,329 154,338 161,675
Operating Expenditure 124,026 111,575 143,703 147,442 154,458 161,801
Operating Income -550 -261 -108 -114 -119 -125
235 - Aged Care 84,215 52,195 63,700 90,911 94,489 99,235
2351 + Other Housing 84,215 52,195 63,700 90,911 94,489 99,235
Operating Expenditure 68,215 54,581 82,700 84,911 88,991 93,234
Operating Income -20,000 -19,196 -19,000 -19,000 -19,501 -18,999
Asset Renewal 36,000 16,809 0 25,000 25,000 25,000
240 - Community Liaison 81,500 59,031 0 0 0 0
2401 + Community Liaison 81,500 59,031 0 0 0 0
Operating Expenditure 81,500 59,031 0 0 0 0
Operating Expenditure 0 0 200,000 0 0 0
Operating Income 0 0 -200,000 0 0 0
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Description 2012/13 Budget
2012/13 Actuals
13/14 Forecast
14/15 Forecast
15/16 Forecast
16/17 Forecast
520 - Visitor Centre 146,331 127,839 106,621 130,362 115,651 121,101
5201 + Visitors Centre – Tom Price 146,331 127,839 106,621 130,362 115,651 121,101
Operating Expenditure 337,431 321,852 347,776 363,575 381,524 400,268
Operating Income -226,100 -223,847 -241,155 -253,212 -265,873 -279,167
Asset Expansion/Upgrade 35,000 29,834 0 20,000 0 0
30 – CORPORATE SERVICES -30,796,190 -22,059,203 -30,044,435 -30,732,394 -30,823,930 -32,375,990
300 - Corporate Services 319,935 273,984 257,032 267,146 278,403 289,992
3000 + Office of EM of Corporate Services 319,935 273,984 257,032 267,146 278,403 289,992
Operating Expenditure 319,935 273,984 257,032 267,146 278,403 289,992
305 - Financial -11,553,075 -13,452,739 -18,033,232 -19,005,670 -20,173,048 -21,527,709
3051 + Rate Revenue -13,352,915 -12,778,342 -15,649,466 -16,995,514 -18,064,136 -19,315,415
Operating Income -13,352,915 -12,778,342 -15,649,466 -16,995,514 -18,064,136 -19,315,415
3052 + Other General Purpose Funding 1,799,840 -665,020 -2,383,766 -2,010,155 -2,108,912 -2,212,293
Operating Expenditure 156,140 176,026 148,180 148,140 154,595 161,079
Operating Income -2,606,300 -4,742,118 -2,731,946 -2,401,351 -2,518,715 -2,641,341
Capital Expenditure 4,250,000 3,901,072 200,000 243,056 255,209 267,969
3053 + Salaries And Wages 0 -31,970 0 0 0 0
Operating Expenditure 0 -510 23,319 23,532 23,873 24,942
Operating Income 0 -31,459 -23,319 -23,533 -23,874 -24,942
3054 + Materials In Store 0 22,593 0 0 0 0
Operating Expenditure 0 22,593 0 0 0 0
310 - Administration -87,276 -426,838 -660,092 -724,634 -760,350 -790,784
3101 + Admin General - Tom Price and Paraburdoo -173,793 -654,905 -762,922 -832,971 -874,104 -910,226
Operating Expenditure -207,093 -611,611 -728,326 -798,897 -839,627 -875,325
Operating Income -94,700 -76,816 -75,096 -76,149 -78,206 -80,367
Asset Renewal 10,000 2,367 3,000 3,000 3,000 3,000
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Description 2012/13 Budget
2012/13 Actuals
13/14 Forecast
14/15 Forecast
15/16 Forecast
16/17 Forecast
Asset Expansion/Upgrade 6,000 0 0 0 0 0
Asset New 112,000 31,154 37,500 39,075 40,729 42,465
3102 + Western Operations Administration 15,550 143,445 74,784 78,888 82,833 86,975
Operating Expenditure -3,550 40,116 74,111 79,224 83,177 87,328
Operating Income -5,000 -282,294 -360,562 -335 -344 -353
Asset Renewal 3,500 373,870 361,235 0 0 0
Asset Expansion/Upgrade 6,600 0 0 0 0 0
Asset New 14,000 11,752 0 0 0 0
3103 + Cemeteries 70,967 84,622 28,047 29,449 30,921 32,467
Operating Expenditure 34,267 34,167 33,139 34,796 36,536 38,363
Operating Income -3,300 -5,465 -5,093 -5,347 -5,614 -5,895
Asset Expansion/Upgrade 40,000 55,921 0 0 0 0
315 - ICT 588,960 281,085 47,240 47,159 46,560 47,780
3151 + Information Technology 588,960 281,085 47,240 47,159 46,560 47,780
Operating Expenditure 43,960 -10,750 -2,760 -2,840 -3,440 -2,220
Asset New 545,000 291,835 50,000 50,000 50,000 50,000
900 - Balance Sheet -20,064,734 -8,734,695 -11,655,383 -11,316,396 -10,215,495 -10,395,269
9001 + Current Assets 0 7,538,844 0 0 0 0
Assets 0 7,538,844 0 0 0 0
9002 + Current Liabilities 0 -7,509,173 0 0 0 0
Liabilities 0 -7,509,173 0 0 0 0
9003 + Non-Current Assets 0 -7,857,440 0 0 0 0
Assets 0 -7,857,440 0 0 0 0
9004 + Non-Current Liabilities 0 974,218 0 0 0 0
Liabilities 0 974,218 0 0 0 0
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Description 2012/13 Budget
2012/13 Actuals
13/14 Forecast
14/15 Forecast
15/16 Forecast
16/17 Forecast
9006 + Reserve Accumulation Account 0 -1,881,144 0 0 0 0
Capital Expenditure 0 5,531,086 0 0 0 0
Capital Income 0 -7,412,230 0 0 0 0
9050 + Chameleon Budget Balancing -20,064,734 0 -11,655,383 -11,316,396 -10,215,495 -10,395,269
Assets -20,064,734 0 -11,655,383 -11,316,396 -10,215,495 -10,395,269
9101 + Trust Function 0 -0 0 0 0 0
Liabilities 0 34,480 0 0 0 0
Assets 0 1,463 0 0 0 0
Capital Expenditure 0 -35,944 0 0 0 0
40 - OPERATIONS 2,308,296 -3,284,227 1,302,720 2,750,498 296,990 -1,500,683
405 - Depots 515,044 404,386 259,082 228,625 240,056 252,058
4051 + Depots 515,044 404,386 259,082 228,625 240,056 252,058
Operating Expenditure 254,004 210,825 217,737 228,624 240,056 252,058
Asset Expansion/Upgrade 261,040 193,562 41,345 0 0 0
410 - Road Plant 3,307,280 2,251,195 1,571,575 2,464,559 1,826,617 1,148,440
4101 + Road Plant Purchases 3,307,280 2,251,195 1,571,575 2,464,559 1,826,617 1,148,440
Operating Expenditure 14,500 62,530 71,661 19,559 20,537 21,564
Operating Income 0 -103,232 -60,564 0 0 0
Capital Expenditure 400,000 400,000 0 0 473,080 453,877
Capital Income -480,000 -480,000 0 0 0 0
Asset Renewal 2,053,880 1,208,845 1,385,479 2,444,999 1,333,000 673,000
Asset New 1,318,900 1,163,052 175,000 0 -1 -1
420 - Private Works -1,104,671 -3,743,229 -1,081,972 -1,039,929 -1,733,205 -2,432,009
4201 + Private Works -1,104,671 -3,743,229 -1,081,972 -1,039,929 -1,733,205 -2,432,009
Operating Expenditure 12,228,669 7,279,796 9,171,102 8,725,070 9,161,323 9,619,388
Operating Income -13,333,340 -8,109,538 -11,418,470 -10,930,394 -11,477,226 -12,051,397
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Description 2012/13 Budget
2012/13 Actuals
13/14 Forecast
14/15 Forecast
15/16 Forecast
16/17 Forecast
Capital Expenditure 0 582,698 1,165,396 1,165,396 582,698 0
Capital Income 0 -3,496,184 0 0 0 0
430 - Public Works Over head 12,000 -839,600 0 16,636 24,638 25,754
4301 + Public Works Over Head 12,000 -839,600 0 16,636 24,638 25,754
Operating Expenditure 0 -842,363 0 16,636 24,639 25,753
Asset Renewal 12,000 2,763 0 0 0 0
435 - Plant Operations Cost -106,243 -134,595 -294,000 94,926 99,574 104,395
4351 + Plant Operation Costs -106,243 -134,595 -294,000 94,926 99,574 104,395
Operating Expenditure -21,243 400,697 72,987 480,262 504,177 529,228
Operating Income -85,000 -535,292 -366,987 -385,336 -404,603 -424,833
640 - Sanitation -315,114 -1,222,385 848,034 985,681 -160,691 -599,321
6401 + Sanitation General Refuse -275,722 -1,199,928 865,856 1,010,927 -133,919 -570,722
Operating Expenditure 2,566,778 2,472,141 2,918,189 2,989,065 2,759,126 2,895,476
Operating Income -3,638,500 -3,792,659 -3,171,084 -3,328,138 -3,493,045 -3,666,198
Asset Renewal 6,000 3,950 8,750 0 0 0
Asset Expansion/Upgrade 540,000 92,708 950,000 950,000 500,000 200,000
Asset New 250,000 23,931 160,000 400,000 100,000 0
6402 + Sanitation Commercial -39,392 -22,456 -17,822 -25,246 -26,772 -28,599
Operating Expenditure 580,608 477,908 507,178 526,004 552,041 579,154
Operating Income -620,000 -500,364 -525,000 -551,250 -578,813 -607,753
50 – STRATEGIC AND ECONOMIC DEVELOPMENT 1,771,777 -1,695,478 2,506,645 1,001,719 822,004 1,038,603
230 - Heritage 0 0 0 100,000 -50,000 0
2301 + Heritage 0 0 0 100,000 -50,000 0
Operating Expenditure 10,000 0 120,000 200,000 50,000 100,000
Operating Income -10,000 0 -120,000 -100,000 -100,000 -100,000
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Description 2012/13 Budget
2012/13 Actuals
13/14 Forecast
14/15 Forecast
15/16 Forecast
16/17 Forecast
500 - Strategic Services 514,160 447,466 512,011 532,994 547,610 573,446
5000 + Office of EM Strategic & Econ. Development 514,160 447,466 512,011 532,994 547,610 573,446
Operating Expenditure 514,160 447,466 512,011 532,994 547,610 573,446
505 - Area Promotion 693,525 -92,930 322,099 210,420 281,225 -170,792
5051 + Tourism & Area Promotion Eastern 152,249 28,980 171,255 46,655 48,488 49,512
Operating Expenditure 97,249 48,342 88,486 87,160 91,018 95,069
Operating Income -50,000 -28,806 -37,231 -40,504 -42,530 -45,556
Asset New 105,000 9,443 120,000 0 0 0
5052 + Tourism & Area Promotion - Onslow 16,779 73,246 29,663 84,874 46,687 63,834
Operating Expenditure 109,779 111,307 139,662 164,875 156,687 183,834
Operating Income -100,000 -47,365 -110,000 -100,000 -110,000 -120,000
Asset Renewal 7,000 9,304 0 20,000 0 0
5053 + Tourism & Area Promotion - Pannawonica 3,600 846 1,098 1,303 1,508 1,713
Operating Expenditure 5,600 3,531 4,248 4,610 4,981 5,359
Operating Income -2,000 -2,685 -3,150 -3,308 -3,473 -3,647
5054 + Museums 9,995 21,241 7,376 7,746 8,133 8,540
Operating Expenditure 24,995 15,688 7,377 7,746 8,133 8,539
Operating Income -20,000 0 -100,000 0 0 0
Asset Renewal 5,000 5,552 100,000 0 0 1
5055 + Old Onslow 0 -11,605 0 0 0 0
Operating Expenditure 50,000 44,050 60,000 60,000 60,000 60,000
Operating Income -50,000 -55,654 -60,000 -60,000 -60,000 -60,000
5056 + Area Promotion - General 47,060 6,481 28,138 22,503 28,209 23,925
Operating Expenditure 72,060 17,990 42,838 37,938 44,416 40,942
Operating Income -25,000 -11,509 -14,700 -15,435 -16,207 -17,017
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Description 2012/13 Budget
2012/13 Actuals
13/14 Forecast
14/15 Forecast
15/16 Forecast
16/17 Forecast
5057 + Ocean View Caravan Park 463,842 -212,119 84,569 47,338 148,200 -318,316
Operating Expenditure 650,842 651,702 799,005 832,618 804,270 790,557
Operating Income -792,000 -1,044,860 -957,886 -1,005,780 -1,056,069 -1,108,873
Asset Expansion/Upgrade 605,000 181,039 243,450 220,500 400,000 0
510 - Land Development 161,090 -5,335,965 695,094 587,885 422,898 243,314
5101 + Tom Price Industrial Land Development 132,910 -2,370,706 222,002 204,516 177,410 185,693
Operating Expenditure 132,910 102,255 222,002 204,516 177,409 185,693
Capital Income -1,150,000 -2,611,395 -931,500 0 0 0
Asset New 1,150,000 138,433 931,500 0 0 0
5102 + Onslow Residential Development 0 -3,846 0 0 0 0
Operating Income 0 -3,846 0 0 0 0
5103 + Tom Price Residential Land Development 28,180 -3,078,392 41,370 233,370 235,489 47,621
Operating Expenditure 28,180 35,885 41,370 73,370 75,490 47,620
Operating Income 0 -3,160,071 0 0 -1 1
Capital Income -650,000 0 -650,000 0 0 0
Asset New 650,000 45,794 650,000 160,000 160,001 0
5104 + Onslow Industrial Development 0 116,979 77,000 150,000 10,000 10,000
Operating Expenditure 0 0 30,000 10,000 10,000 10,000
Capital Income -240,000 0 -240,000 0 0 0
Asset New 240,000 116,979 287,000 140,000 -1 -1
5105 + Land Sales Other 0 0 354,722 0 0 0
Operating Expenditure 0 0 13,350 0 0 0
Operating Income 0 0 -4,158,628 0 0 0
Capital Expenditure 0 0 4,500,000 0 0 0
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Description 2012/13 Budget
2012/13 Actuals
13/14 Forecast
14/15 Forecast
15/16 Forecast
16/17 Forecast
515 - Economic Development 65,530 149,631 49,712 46,197 52,758 49,395
5152 + Television & Radio Rebroadcasting 40,530 139,968 23,347 24,515 25,740 27,027
Operating Expenditure 41,530 33,280 24,607 25,838 27,129 28,486
Operating Income -1,000 -1,200 -1,260 -1,323 -1,389 -1,459
Capital Income -118,000 0 0 0 0 0
Asset Renewal 118,000 107,887 0 0 0 0
5153 + Economic Development - General 25,000 9,664 26,365 21,683 27,018 22,368
Operating Expenditure 25,000 9,664 26,365 21,683 27,018 22,368
525 - Airports -943,668 2,586,238 280,985 -1,125,690 -1,103,326 -359,966
5251 + Onslow Airport -943,668 2,586,238 280,985 -1,125,690 -1,103,326 -359,966
Operating Expenditure 616,977 572,740 1,356,125 1,024,373 904,380 935,340
Operating Income -35,088,641 -24,593,425 -16,362,718 -3,715,762 -2,077,941 -1,370,387
Capital Expenditure 57,490 57,490 61,457 65,699 70,234 75,081
Asset New 33,470,506 26,549,433 15,226,121 1,500,000 1 0
530 - Rural Services 11,030 7,877 -1,225 -1,265 -1,339 -1,400
5301 + Rural Services 11,030 7,877 -1,225 -1,265 -1,339 -1,400
Operating Expenditure 41,030 27,835 9,275 9,760 10,237 10,755
Operating Income -30,000 -19,958 -10,500 -11,025 -11,576 -12,155
535 - Major Projects 1,026,610 363,425 537,042 560,953 577,444 605,135
5351 + Major Projects 421,610 419,415 558,122 584,675 602,583 631,862
Operating Expenditure 421,610 419,415 558,122 584,675 602,583 631,862
5352 + Town Site Revitalisation - Eastern 605,000 -55,990 -21,080 -23,722 -25,139 -26,727
Operating Expenditure 506,000 153,673 496,339 526,318 553,904 581,191
Operating Income 0 -302,500 -552,419 -555,291 -584,555 -613,706
Asset New 99,000 92,838 35,000 5,250 5,513 5,788
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Description 2012/13 Budget
2012/13 Actuals
13/14 Forecast
14/15 Forecast
15/16 Forecast
16/17 Forecast
540 - Strategic Planning 223,500 167,008 90,177 68,435 71,857 75,451
5401 + Strategic Planning 223,500 167,008 90,177 68,435 71,857 75,451
Operating Expenditure 223,500 167,008 90,177 68,435 71,857 75,451
545 - Risk Management 20,000 11,771 20,750 21,788 22,877 24,021
5451 + Risk Management 20,000 11,771 20,750 21,788 22,877 24,021
Operating Expenditure 20,000 11,771 20,750 21,788 22,877 24,021
60 – TECHNICAL SERVICES 10,664,263 10,942,241 11,798,656 12,368,188 13,695,096 14,014,553
415 - Parking Facilities 62,300 67,412 70,949 74,496 78,221 82,132
4151 + Parking Facilities 62,300 67,412 70,949 74,496 78,221 82,132
Operating Expenditure 62,300 67,412 70,949 74,496 78,221 82,132
600 - Technical Services 333,085 339,073 502,214 525,434 551,848 579,540
6000 + Office of EM Technical Services 333,085 339,073 502,214 525,434 551,848 579,540
Operating Expenditure 333,085 339,073 502,214 525,434 551,848 579,540
605 - Emergencies Services 146,343 130,935 155,709 156,173 163,710 171,415
6051 + Fire Prevention 144,090 127,770 146,312 146,308 153,360 160,538
Operating Expenditure 137,590 127,770 146,417 146,418 153,475 160,660
Operating Income -4,000 0 -105 -110 -116 -122
Asset New 10,500 0 0 0 0 0
6052 + Fire Brigades -2,312 -4,413 2,777 2,915 3,061 3,214
Operating Expenditure 18,268 16,167 22,487 23,611 24,791 26,031
Operating Income -20,580 -20,580 -19,710 -20,696 -21,730 -22,817
6053 + State Emergency Services 4,565 7,578 6,620 6,951 7,290 7,662
Operating Expenditure 34,055 37,068 35,420 37,190 39,050 41,003
Operating Income -29,490 -29,490 -28,800 -30,240 -31,760 -33,340
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Description 2012/13 Budget
2012/13 Actuals
13/14 Forecast
14/15 Forecast
15/16 Forecast
16/17 Forecast
610 - Ranger Services 708,797 698,430 805,165 684,631 717,498 751,727
6101 + Animal Control Eastern 243,404 187,082 107,418 111,982 117,348 122,894
Operating Expenditure 295,404 236,567 163,243 172,811 181,068 189,651
Operating Income -60,000 -52,342 -61,225 -66,649 -69,981 -73,481
Asset Expansion/Upgrade 8,000 2,857 5,400 5,820 6,261 6,724
6102 + Animal Control Western 195,788 180,963 316,029 214,486 224,138 234,189
Operating Expenditure 198,288 181,421 208,054 216,691 226,453 236,620
Operating Income -2,500 -458 -2,025 -2,205 -2,315 -2,431
Asset Expansion/Upgrade 0 0 110,000 0 0 0
6103 + Other Law, Order, Public Safety 269,605 330,384 381,718 358,163 376,012 394,644
Operating Expenditure 239,597 294,489 345,277 360,037 377,980 396,710
Operating Income -6,000 -650 -1,785 -1,874 -1,968 -2,066
Capital Expenditure 36,008 36,546 38,226 0 0 0
615 - Statutory Services -175,208 444,558 -244,798 -246,819 -262,015 -279,660
6151 + Health Inspection & Administration 457,167 390,621 470,455 506,288 531,160 557,147
Operating Expenditure 522,167 475,100 588,460 603,834 633,584 664,692
Operating Income -67,000 -84,479 -118,006 -97,547 -102,424 -107,545
Asset Renewal 2,000 0 0 0 0 0
6152 + Health - Aboriginal Health 13,772 135,946 54,391 55,399 57,812 60,253
Operating Expenditure 180,772 190,511 174,391 181,398 190,113 199,168
Operating Income -167,000 -87,030 -120,000 -126,000 -132,300 -138,915
Capital Income 0 -15,000 0 0 0 0
Asset Renewal 0 47,465 0 0 0 0
6153 + Health - Pest Control 61,987 21,231 34,554 36,282 38,096 40,000
Operating Expenditure 61,987 21,231 34,554 36,282 38,096 40,000
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Description 2012/13 Budget
2012/13 Actuals
13/14 Forecast
14/15 Forecast
15/16 Forecast
16/17 Forecast
6154 + Building Control -568,128 -530,271 -1,082,751 -1,140,224 -1,198,350 -1,259,513
Operating Expenditure 441,272 491,719 453,981 473,344 495,897 519,447
Operating Income -1,013,400 -1,022,392 -1,536,732 -1,613,567 -1,694,247 -1,778,959
Asset Renewal 4,000 401 0 -1 0 -1
6155 + Town Planning / Regional Development -140,006 427,031 278,553 295,437 309,267 322,452
Operating Expenditure 762,094 920,584 981,144 1,023,157 863,374 904,263
Operating Income -902,100 -493,553 -702,591 -727,720 -554,106 -581,811
620 - Drainage 1,134,849 504,053 963,601 1,447,374 1,762,242 1,777,853
6201 + Urban Stormwater Drainage 1,134,849 504,053 963,601 1,447,374 1,762,242 1,777,853
Operating Expenditure 324,849 252,241 293,601 297,374 312,243 327,855
Operating Income -50,000 0 0 0 0 0
Asset Renewal 600,000 199,149 670,000 1,150,000 1,450,000 1,450,000
Asset New 260,000 52,662 0 0 -1 -1
625 - Roads 7,486,705 8,045,368 8,623,889 8,727,282 9,647,959 9,858,427
6251 + Construction Streets, Roads, Bridges, Depots 7,991,960 7,928,506 9,021,329 9,088,605 10,051,332 10,267,625
Operating Expenditure 4,877,460 5,288,621 5,583,737 5,860,742 6,153,554 6,460,884
Operating Income 0 0 -500,000 -15,000 -20,000 0
Capital Expenditure 0 0 0 0 473,080 453,877
Asset Renewal 414,500 80,654 470,000 489,999 673,000 600,000
Asset Expansion/Upgrade 2,500,000 2,518,724 2,787,592 2,552,865 2,571,699 2,552,865
Asset New 200,000 40,506 680,000 199,999 199,999 199,999
6252 + Maintenance Streets, Roads, Bridges, Depots -505,255 116,863 -397,439 -361,323 -403,373 -409,197
Operating Expenditure 1,860,570 2,075,330 2,419,220 2,188,846 2,275,587 2,404,994
Operating Income -2,365,825 -1,958,468 -2,826,660 -2,550,169 -2,678,960 -2,814,191
Asset Renewal 0 0 10,000 0 0 0
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Description 2012/13 Budget
2012/13 Actuals
13/14 Forecast
14/15 Forecast
15/16 Forecast
16/17 Forecast
630 - Boat Ramps 47,800 53,687 56,270 59,083 62,037 65,139
6301 + Water Transport Facilities 47,800 53,687 56,270 59,083 62,037 65,139
Operating Expenditure 47,800 53,687 56,270 59,083 62,037 65,139
645 - Protection of Environment 0 -50,000 0 0 0 0
6451 + Protection of Environment 0 -50,000 0 0 0 0
Operating Expenditure 0 0 150,000 0 0 0
Operating Income 0 -50,000 -150,000 0 0 0
650 - Footpaths 298,582 211,936 324,584 384,097 390,802 397,845
6501 + Footpaths 298,582 211,936 324,584 384,097 390,802 397,845
Operating Expenditure 165,392 211,936 191,394 165,598 173,878 182,571
Operating Income -1,029,580 0 -1,029,580 -31,500 -33,075 -34,729
Asset New 1,162,770 0 1,162,770 249,999 249,999 250,002
655 - Asset Management 621,010 496,789 541,074 556,438 582,794 610,136
6551 + Asset Management 621,010 496,789 541,074 556,438 582,794 610,136
Operating Expenditure 621,010 496,789 541,074 556,438 582,794 610,136
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Shire of Ashburton organisational structure
Note that the structure is in transition and subject to review upon commencement of the new permanent CEO
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Roles and Priorities Overview
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Summary of our Department Service Plans
STRATEGIC AND ECONOMIC DEVELOPMENT
Economic Development Direction Local Business Stimulation Commercial Management Heritage Strategic Direction and Planning Revitalisation Partnerships Project Governance Office Tourism Land Development
4 Year Strategic Priorities
No. Service Description Current Level of Service
(2012/13)
Service Level Change - 4 Yrs
Level of Service Change
over 4 years
(2013/14 - 2016/17)
SE1 Economic Development Direction
SE 1.1
Analysis of local economy
To undertake analysis of the local economy.
This is a new service (encompassing some existing activities) to provide a robust knowledge base to underpin the economic development strategy and its implementation.
Increase
Analysis of the local economy of sufficient quality to support economic development strategy and its implementation.
1.3
3.2
4.1
4.3
SE 1.2
Economic Development Strategy
To support Council to develop an Economic Development Strategy, including land development plan and affordable housing strategy.
This is a new service to support Council to set the course for its economic development efforts in partnership with relevant stakeholders.
Increase
Economic development strategy being implemented and regularly reviewed and refreshed.
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4 Year Strategic Priorities
No. Service Description Current Level of Service
(2012/13)
Service Level Change - 4 Yrs
Level of Service Change
over 4 years
(2013/14 - 2016/17)
SE 1.3
Legacy development
To support Council to establish an environment for legacy development over short term transportable, interim investment measures.
Work with a host of public and private partners to encourage large scale redevelopment projects that transform our neighbourhoods, create jobs for local residents, and stimulate economic activity that benefits the State of WA.
Increase All large-scale development is legacy development.
3.4 SE 1.4
Marketing Strategy
To support Council to develop a strategy to market the Shire as a positive place to live and do business.
This is a new service to market the Shire more effectively as positive place to live and develop a business and to encourage "buy local".
Increase
High quality marketing collateral and a "buy local" strategy in conjunction with business groups/ Chamber.
SE 2 Local Business Stimulation
3.4 SE 2.1
Relationship Building
To listen and understand needs of local businesses.
Establish lines of communication and two-way feedback to be able to hear the needs of the business community.
Increase Strong alliance with local business groups and Chamber of Commerce.
3.4 SE 2.2
Business Showcase
To facilitate Industry Forums/ business expo's to help local business showcase their ability and resources.
Facilitate Industry Forums / business expo's to help local business showcase their ability and resources.
Increase
A minimum of 2 forums/ Expos a year in Tom Price, Onslow and 1 a year in Paraburdoo.
3.4 SE 2.3
Support Business Sustainability
To support and lobby for businesses to overcome challenges and issues.
Ad hoc support. Increase
Business community receive valued support from the Shire to address issues and challenges that are within the scope of its influence.
3.4 SE 2.4
Facilitate access to land
To support / help businesses to navigate approvals, community consultation, access land to be able to invest in region.
Ad hoc support. Increase
Potential investors receive valued support from the Shire to navigate requirements.
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4 Year Strategic Priorities
No. Service Description Current Level of Service
(2012/13)
Service Level Change - 4 Yrs
Level of Service Change
over 4 years
(2013/14 - 2016/17)
3.4 SE 2.5
Business incubators
To support small business to access premises at an affordable rate to establish themselves (given the current land environment in Pilbara).
This is a new service to provide business incubators. Increase
Development of four factory units in Onslow to support local small business (initial priority).
SE 3 Commercial Management
SE 3.1
Aerodrome Operations
To manage the Onslow Aerodrome to meet the needs of the community and provide a return to Council.
Charter service to meet resource sector and RFDS needs. RPT Terminal facilities, low level general aviation area and hangerage. Aircraft type restrictions due to airport classification Undergoing $32 million development to allow Jet Services and community RPT access. Business planning to be able to operate a regional aerodrome that can process 100 passenger seat Jet Services.
Increase
Code 3C aerodrome - servicing minimum 7 planes a week. RPT capable airport with passenger screening equipment and departure baggage conveyor system. General aviation area accommodating light to medium aircraft includes sealed/ unsealed apron, aviation support facilities and hangerage.
SE 3.2
Commercial Leases
To ensure statutory compliance and appropriate returns to Council whilst stimulating development in the Shire.
Assist in the provision of commercial opportunities for local business. Provide an industry standard commercial service to local business. Manage commercial leases:
- Sun Chalets
- Tom Price Caravan Park
- Paraburdoo offices.
Increase Improved social and financial return on commercial leases.
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4 Year Strategic Priorities
No. Service Description Current Level of Service
(2012/13)
Service Level Change - 4 Yrs
Level of Service Change
over 4 years
(2013/14 - 2016/17)
3.3 SE 3.3
Caravan Park
To manage the Ocean View Caravan Park to support local tourism, meet the needs of the community and provide a return to Council.
Maintain tourism services for the peak winter tourist season. Support the community and affordable housing in the community by maintaining 40 permanent bays. Provide clean and tidy services.
Increase
Council operates a 4 Star Caravan park that has a high standard of amenity, is compliant with the caravan and camping act and maintains 73% occupancy.
3.3 SE 3.4
Tourist Centre
To manage the Tom Price Tourism Centre to support local tourism and provide a return to council.
The Community Development team currently run the Tourist Centre. It is planned during 2014 to incorporate the business into the Tourism Strategy area under the Strategic and Economic development department.
Increase
Centralised booking agent, comprehensive and interactive tourist centre. Facilitates product development and works with local tourism providers to market products and Shire’s Tourism strategy.
SE 4 Heritage
1.3 SE 4.1
Heritage Strategy
To support Council to develop a Heritage Strategy for the preservation and appropriate use/re-use of buildings and areas of heritage significance throughout the Shire of Ashburton.
This is a new service to support Council to set the course for its heritage efforts in partnership with relevant stakeholders.
Increase Heritage strategy being implemented and regularly reviewed and refreshed.
3.3 SE 4.2
Education, promotion and access
To promote the Shire's Aboriginal and European heritage and facilitate increased access for the local community and tourism.
This is a new service to increase the value and appreciation of heritage in conjunction with key stakeholders in accordance with the new strategy, once developed.
Increase Effective education, promotion and access to heritage.
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4 Year Strategic Priorities
No. Service Description Current Level of Service
(2012/13)
Service Level Change - 4 Yrs
Level of Service Change
over 4 years
(2013/14 - 2016/17)
SE 4.3
Old Onslow Listed Heritage Site
To manage the site to meet the needs of the community, ensure appropriate conservation and interpretation in conjunction with Key stakeholders.
Limited service currently Increase Expanded service that maximises funding opportunities.
SE 5 Strategic Direction and Planning
1.3
4.3
SE 5.1
Strategy development and implementation
To support Council to develop key strategies and policy to articulate direction and determine priorities.
Limited service currently – schedule to be agreed with Council
Increase
Council able to work through a program of strategic policy development to set direction and priorities.
1.3
4.2
SE 5.2
Integrated Planning and Reporting
To support Council to progress its standard of Integrated Planning and Reporting (IPR) in accordance with the Department’s practice standards.
This is a new service to continue implementation of the new IPR framework
Increase
Council on a continuous improvement path for high quality planning and reporting.
SE 5.3
Strategic Risk Management
To lead the Shire in planning, monitoring and reporting strategic risks.
This is a new service to continually improve strategic risk management as part of implementation of the IPR framework
Increase Improved strategic risk identification and mitigation
SE 6 Revitalisation Partnership
5.2 SE 6.1
Partnership development
To work with the key resource companies partnering with the Shire to revitalise its communities to ensure consistent vision and a clear understanding of outcomes.
Establishment phase Increase Maturing partnerships
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4 Year Strategic Priorities
No. Service Description Current Level of Service
(2012/13)
Service Level Change - 4 Yrs
Level of Service Change
over 4 years
(2013/14 - 2016/17)
1.3
4.1
SE 6.2
Revitalisation plans
To lead the development of master plans and work with the communities to understand needs and vision.
Revitalisation plans in progress Increase
Developing plans, implementation mechanisms and communication
SE 6.3
Leverage funding for revitalisation projects
To establish funding sources, work with identified funders to secure funding for key strategic projects.
Significant focus on this Maintain n/a
SE 6.4
Project manage selected Revitalisation Projects
To manage and deliver selected projects through to operations
Support delivery of projects through sound project management
Increase Continuous improvement (see SE7)
SE 7 Project Governance Office
SE 7.1
Project methodology
To establish clear project processes, documentation and guidelines to standardise project delivery in the Shire. (Note this includes working with departments to ensure appropriate marketing, communication, recognition of funders and political platform are considered in all media/communications)
New service to establish business processes Increase
Document transparent and consistent business processes for high quality and trusted project delivery
SE 7.2
Allocate project responsibilities
To ensure clear responsibilities and well managed handovers etc through the life-cycle of major strategic projects
New service to establish a robust process for clear allocation of project responsibilities
Increase
Document transparent and consistent business processes for high quality and trusted project delivery
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4 Year Strategic Priorities
No. Service Description Current Level of Service
(2012/13)
Service Level Change - 4 Yrs
Level of Service Change
over 4 years
(2013/14 - 2016/17)
SE 7.3
Establish and ongoing support governance committee
To facilitate the development of the committee, establish terms of reference and provide executive support
New service to establish appropriate internal governance oversight
Increase
Document transparent and consistent business processes for high quality and trusted project delivery
4.2 SE 7.4
Integrated Strategic Projects Reporting
To establish the framework and linkages to IPR framework and report regularly to Council and the community, ensuring consistency across all projects.
New service to establish effective and transparent reporting
Increase
Document transparent and consistent business processes for high quality and trusted project delivery
SE 8 Tourism
1.3
3.3
SE 8.1
Establish a clear vision for Tourism
To support the Council to review and refresh its vision and priorities for tourism development, working with business and State Government to align strategic priorities and opportunities for tourism
Current vision requiring review Increase Tourism vision being pursued and regularly reviewed and refreshed
3.3
3.4
5.2
SE 8.2
Facilitate partnerships with tourism industry and business professionals
To harness local and regional resources and opportunities to stimulate tourism activity.
Current approach ad-hoc Increase
Targeted approach to working with stakeholders to better use collective resources
1.3
3.3
SE 8.3
Tourism Marketing Strategy
Make the Shire of Ashburton a tourist destination using the accommodation, tour operators, islands, Karijini, aboriginal art etc (in conjunction with SE 1.4)
Current approach ad-hoc Increase
High quality tourism marketing approach followed by all concerned to maximise impact.
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4 Year Strategic Priorities
No. Service Description Current Level of Service
(2012/13)
Service Level Change - 4 Yrs
Level of Service Change
over 4 years
(2013/14 - 2016/17)
3.3 SE 8.4
Heritage Tourism
To work with Tourism operators to identify heritage products that enhances visitation and engages the local business, traditional owners and the community as a whole
Minimal Increase Facilitation of enhanced tourism offering and promotion
SE 9 Land Development
SE 9.1
Identification of available land
To work with State and local communities to understand and identify land development needs and opportunities.
Ongoing efforts to identify land development needs and opportunities and engage with the community and key stakeholders to realise those opportunities.
Maintain n/a
SE 9.2
Deconstraining of available land
To work to deconstrain land and unlock future opportunities in an effort to achieve affordable accommodation and have land delivered to the market.
Facilitate land release actively or through advocacy, encourage and lobby for adequate servicing to enable increased industrial and residential land availability.
Increase
Onslow: Onslow Industrial Subdivision – design, development, subdivision and sale of approx 55 lots of serviced industrial land at lot 16 Onslow Road
Tom Price: Stage 2 Boonderoo Road Industrial Subdivision – development and sale of 10 lots of serviced industrial land at Southern end of Boonderoo Road.
SE 9.3
Project management of in-house land development
To take responsibility where required to steer projects through to development.
Support delivery through sound project management Increase Continuous improvement (see SE7)
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4 Year Strategic Priorities
No. Service Description Current Level of Service
(2012/13)
Service Level Change - 4 Yrs
Level of Service Change
over 4 years
(2013/14 - 2016/17)
SE 9.4
Management of Shire Land
Management of Shire owned freehold land and Reserve Management Orders.
Effective management provided Maintain n/a
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COMMUNITY DEVELOPMENT
Community Development Facilities Community Services (East and West) Library Services Club Development
4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
CD1 Community Development
CD 1.1
Public Art
To develop and maintain quality public art that reflects the culture, history and spirit of local communities and environments.
No service currently in place Increase
New entry statement signage that welcomes visitors and residents, and reflects the culture, history and spirit of local communities and surrounding environment.
1.1 CD 1.2
Disability Access and Inclusion
To ensure that the needs of people with disabilities, their families and carers, are addressed with respect to the facilities, functions and services provided by the Shire.
This Plan is required under the Disability Services Act. It is reported on annually and reviewed every 5 years. This Plan will be reviewed in 13/14. All new buildings and significant upgrades will have appropriate planning and/or modifications to ensure their accessibility and usability for those with disabilities.
Maintain n/a
CD2 Facilities
2.1 CD 2.1
Swimming Pools and Aquatic Facilities
To provide pool and facilities that are operated to high health and safety standards for use by patrons
Swimming Pool - Tom Price
The centre has a fully functional learn to swim area, beach walk in entry and water features in the babies pool. It also has a playground, park volleyball area and basketball hoop shooting space. The babies pool is completely covered by shade sails and the main pool is covered from the shallow end to the mid section.
Increase
Paraburdoo
Install a playground for children under 8 years of age, secured by a “child proof” fence with a “soft fall’ type surface, covered by a shade structure which
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
Open from 1 October to 30 April, hours of operation are: 8am to 8pm
Swimming Pool - Paraburdoo
The centre has a six lane 50m pool ranging from 1.1m deep at the shallow end to 1.8m at the deep end and a substantial baby pool with a uniform depth of 150mm. A sunshade covers the baby pool and half the main pool. Open from 1 October to 30 April, hours of operation are: 8am to 8pm
blocks out at least 85% of the UV light floodlit by LED lights. It will allow children to run and play in safety as the playground will be of a “free range” type rather than a constrictive modular multi-purpose single unit of play equipment.
Onslow (Active Pursuit)
New Swimming Pool (2016)
CD 2.2
Public Halls, Civic Centres and Pavilions
To provide venues which are appropriately cleaned and maintained for each individual booking
Tom Price
Community Centre can fit 200 people into its hall and has a stage area
Sports Pavilion is currently being redeveloped and is scheduled for opening in September 2013
The Civic Centre can fit 262 people and has a soft floor suitable for playgroups, gymnastics, boxing etc
Paraburdoo
Ashburton Hall can fit a capacity of 300 people. It has a stage area and an outdoor area with BBQ facilities and toilets. Inside the hall there are also kitchen facilities that are available
Lesser Hall is situated inside the Ashburton Hall and has its own separate entrance and air conditioner. The room can hold 77 people and is used for smaller functions such as meetings and conferences
The Sports Pavilion can hold 73 people in the main hall area with a maximum capacity of 25 people in a meeting sized room.
Increase
Tom Price
Completion of Sports Pavilion which will include 4 club and 4 storage rooms.
Onslow
New Shire Hall/Function Centre at Onslow (part of commercial centre)
Paraburdoo
Upgrades will include new/replaced air-conditioning, new BBQ structure in rear courtyard, new seating and shade structures in rear courtyard and upgraded electrical wiring.
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
2.1 CD 2.3
Courts and Other Playground Surfaces
To provide courts and other playground surfaces which are well maintained and clean in accordance with sporting requirements.
Tom Price
Netball/Basketball Courts contain 3 full size courts. The courts are lined for Netball and Basketball. The lights are on a timer system and will only be turned on for bookings made through the Shire Office.
Tennis Courts are operated by the Tom Price Tennis Association and keys can be obtained from the club. The lights are operated by a coin box.
Paraburdoo
The Courts can be used for basketball, netball and tennis. The basketball/netball lights are on a timer system and will only be turned on for bookings made through the Shire Office. Bookings need to be made 7 days in advance and during Shire Office hours. The Tennis Courts lights turn on using a coin operated system.
The Enclosed Cricket Pitch is currently unusable, however plans are underway to redevelop the area in the 2013/14 financial year.
Onslow
The Courts have interchangeable goals and are marked to accommodate both basketball and netball. There are adjacent change rooms and toilets. The change rooms/toilets are locked and a key can be obtained from the Shire Office upon hiring the courts. The lights will be turned on for bookings made through the Shire office
The Shire manages the tennis courts and keys can be obtained from there. The lights are operated by a coin box. One of the courts is synthetic and the other is paved.
Increase
Paraburdoo
Cricket pitch near the Oval Change Rooms with useable nets, suitable playing surface and lighting allowing for night training.
Onslow
Provision of 3 outdoor basketball courts and skate park (part of the Sporting Precinct Upgrade).
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
CD 2.4
Onslow Foreshore Areas
To ensure beach front areas are clean and tidy to facilitate access by the community
Onslow "front" beach with BBQ and outdoor gym facilities
Onslow "back" beach with Boardwalk, BBQ facilities and public toilet
4 Mile Creek with fishing facilities
Increase
4 Mile Creek to have BBQ facilities, seating and shade structures, fish cleaning facilities and public toilets
Upgrade of Ian Blair Memorial Boardwalk; replacement of wooden boards, with integrated shade and interpretive panels highlighting native fauna in partnership with Thalanjyi-Onslow.
1.1
2.1
CD 2.5
Recreation and Sporting Venues
To provide venues which are appropriately cleaned and maintained for each individual booking
Tom Price Community Recreation Centre
Featuring a performing arts theatre, green room, meeting room, commercial kitchen, multipurpose sports hall and a crèche room
Onslow Multi Purpose Centre
Featuring an indoor multi-purpose sports hall, commercial kitchen, meeting rooms, gym and day care centre.
Increase
Paraburdoo
A multi-user community complex that offers a variety of sport, recreation, neighbourhood, meeting rooms, function centres, community support services to the community.
Onslow
Rock Climbing Wall (Active Pursuit).
CD 2.6
Malls, Town Centres and Surrounds
To ensure facilities are well maintained, clean and tidy (rubbish free)
Tom Price Town Centre
Newly developed walkways, water play area, seating and shade structures. A new Exeloo toilet is also situated at the end of the shopping area.
Increase
Tom Price
To include an amphitheatre, village green, new Library, Visitors Centre and Shire Office.
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
Paraburdoo Town Centre
A small playground and some grassed areas. Extensive car parking with little or no landscaping and poor public amenity
Paraburdoo
Resurfacing of car parking and the introduction of shade structures and landscaping, dog exercise area, water play area and new skate park
2.1 CD 2.7
Ovals and Training Fields
To provide ovals and training fields that are serviced in accordance with sporting requirements
Tom Price
Clem Thompson Memorial Oval: A full sized football stadium, lights on a timer system booked through the Shire office. The oval includes a cricket pitch and cricket practice nets. The oval is often used for large scale events such as festivals.
Tjiluna Oval: A smaller size oval consisting of a diamond and a permanent safety fence around the diamond. These features make it particularly attractive for softball and baseball through the year. Lights are on a timer system booked through the Shire Office.
Lights at both ovals are only turned on for bookings made through the Council Office.
Minna Oval: The oval has a cement path around the outside and this path is classed as an off lead dog area for Tom Price residents. Dogs are not allowed to walk on the oval itself. As the oval has no lighting towers it is primarily used for sports which do not require evening games such as cricket, tee ball and soccer.
Increase
Tom Price
Clem Thompson Oval –
Oval substantially completed by September 2013. Upgraded amenities include new reticulation and turf, a practice field, new goal posts and cricket nets, fencing, car parking, lighting, seating and shade structures
Area W Oval -
Concept plan still to be finalised but likely to include a playground (suitable 12-15yrs), BBQ, shaded areas, chilled water unit, lighting around picnic area, walking paths, exercise areas. Improved aesthetics and flood prevention - a park-like area
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
Paraburdoo
Peter Sutherland Oval: The oval is used by football and softball. There are four large light towers which allow night games. These are on a timer system, which is programmed to come on if bookings are made through the Customer Service Officer at the Shire Office.
Top Oval: The top oval is not a full size oval and is used by groups such as tee ball. This oval is used for day games, as there is no lighting available. Bookings must be made through the Shire Office.
Onslow
Thalanyji Oval: The oval is reticulated and includes light towers which are token operated. Tokens are purchased at the Shire Office. There are goalposts, a cricket pitch, children's playground and a BBQ area. The oval will include a cricket net practice area during 2014
Paraburdoo
Peter Sutherland Oval
Upgrade to be specified, community request for walking tracks and outdoor exercise equipment
CD 2.8
Parks and Public Amenities
To provide public amenities that are clean, safe and well maintained for public use
Tom Price
Doug Talbot Park includes a small playground and is situated across from the local hotel/motel. The area consists of a BBQ, tables and public toilets.
Lions Park is fully fences and includes are large playground, BBQ facilities and chilled water fountain. The playground, BBQ and seating area are under light during the evenings for night time use of the area. The playground is sheltered by a large metal roof with public toilets also available.
Dog Park is an enclosed off-leash dog exercise area. 40% of the area is reticulated and includes a small shade canopy, LED lighting, dog watering tap and bowl.
Anzac Park is a reticulated war memorial area.
Increase
Tom Price
Upgraded Anzac Memorial Park will include walkways, a memorial alter with a water feature and 15 meter memorial structures, Aboriginal medicine garden, entry gates and fencing
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
Paraburdoo
Meeka Park is fully fenced, reticulated and includes a single unisex toilet, bbq facilities and playground. The playground has lights for evening use of the facility.
Lions Park is on the edge of Peter Sutherland Oval. It consists of a large playground with two playground areas suited for younger and older children.
Anzac Park is a beautiful, reticulated war memorial park.
Onslow
Onslow Foreshore is the beached area in the centre of Onslow. It includes a boat ramp, bbq facilities, exercise equipment and a beautiful sand beach.
Ian Blair Boardwalk connects Onslow Foreshore and Anzac Memorial to Sunset Beach.
Sunset Beach is a small park area with a beautiful sandy beach. It contains a bbq area and a unisex toilet. The area is used to water the Onslow Salt loading the larging ships for export.
4 Mile Creek is a bbq area located 16kms from Onslow town centre. The area is under redevelopment and will be open to the public during 2013/14 financial year.
Beadon Creek consists of a dirt car park, fish filleting bench and offal trap.
Other - All 3 towns
All dry parks, reserves and verges are included in this area.
Paraburdoo
Upgraded Anzac Memorial Park and public meeting space
Onslow
Passive family recreation area
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
2.1 CD 2.9
Water Spray Park
To ensure water spray park is operated to high health and safety standards for use by patrons
Onslow
Onslow Water Spray Park is located on the edge of Thalanyji Oval. It is operational 24 hours per day all year round. The water spray park water fountains, water guns and other water play equipment.
Increase
Paraburdoo
Addition of water play area, timeframe, location and facilities yet to be decided
2.1 CD
2.10
Playgrounds
To provide playgrounds which are safe in accordance with the Australia Standards
Tom Price
Lions Park Playground is the largest of playgrounds in Tom Price and is fully fenced to increase the safety of the children.
Doug Talbot Park Playground is a smaller playground which is also utilised by families when hiring the Community Centre as the playground is located at the rear of the building
Tjiluna Oval Playground is located near the oval club rooms and toilets. It consists of a swing and rocker.
Vic Hayton Memorial Swimming Pool Playground is located within the swimming pool complex. It is heavily used by patrons using the babies pool and for children birthday parties.
Town Mall Playground is a small rope design to entertain young children whilst in the town centre. It is located next to the water play area.
Clem Thompson Oval Playground has recently been removed due to the redevelopment of the oval. In future years the Shire aims to install a new one.
Paraburdoo
Lions Park/Peter Sutherland Oval Playground is located on the edge of the oval. It is the largest playground in Paraburdoo and is used frequently by
Increase
Compliance with Australian Standards for playgrounds with regards to height of fall, choking points and hazards, compliant soft fall zones and distance away from hazards
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
spectators and sporting events, birthday parties and general trips to the park.
Meeka Park Playground is located on the edge of the township of Paraburdoo and is covered by lovely Poinciana trees.
Town Centre Playground is at the entrance of Paraburdoo Shopping Centre. It is a small hut sized playground suitable for young children.
Onslow
Thalanyji Oval playground is used extensively by the youth of Onslow and is the largest play area in town. The Onslow Water Spray Park is also in the same area.
Foreshore Exercise Equipment is located on the main beach area in Onslow. It is used for those that wish to undertake a exercise in the form of a strength training circuit.
The Day Care Centre Playground at the Multi Purpose Centre has a small outside playground area for sole use by the day care.
2.1 CD
2.11
Skate Parks
To provide skate parks which are cleaned as required to meet user expectations
Tom Price
The facility is now regarded as one of the best Skate Parks in WA by Skateboarding Australia. It has a variety of ramps and skate areas to cater to different skill levels and has unrestricted access
Increase
Onslow
Various skill level skate ramps and jumps, seating with shade structures, and water fountain (possible lighting, softfall and bbq areas; this is dependent on overall funding obtained as to what final structure can include)
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
Paraburdoo
The skate park is located next to the Enclosed Cricket Nets and the Netball/Basketball Courts. The skate park has a chilled water fountain located close by. The park has been earmarked for redevelopment over the next year.
Paraburdoo
Various skill level skate ramps and jumps, seating with shade structures, water fountain (Possible lighting, softfall and bbq areas; this is dependent on overall funding obtained as to what final structure can include).
1.1
1.2
2.1
CD 2.12
Leased Premises (bowling clubs, sports clubs, gyms, BMX etc.)
To ensure Shire leased facilities are maintained and cleaned to an appropriate standard
The Shire of Ashburton leases a number of buildings, facilities and reserves to community groups to increase community sustainability and connectedness. The groups are required to ensure that facility is appropriately cleaned and maintained and must be available for all residents and visitors to the Shire.
Increase
The Shire will support Men's Sheds through the provision of lease over a suitable parcel of land (if required)
Community Gardens in Paraburdoo and Tom Price, supply of leased land to enable Community to design, construct and build a community garden
2.1 CD
2.13
Aged Care Services (Onslow)
To ensure housing is maintained at a safe and reasonable standard, suitable for the elderly and those with disabilities
Onslow
Ten subsidised housing units available for rental by elderly community members with disabilities.
Increase
New housing units (as part of Aged Care Strategy) incorporating high and low care - combination of private and Shire run (final details to be developed)
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
CD 3
Community Services (East and West)
1.1 1.2
CD 3.1
Events and Cultural Activities
To provide cultural opportunities that are accessible to all
The Shire manages, executes and forms partnerships to ensure a minimum of 7 cultural activities occur in each of its townships. These include, but are not limited to official national holidays and cultural days of recognition such as; Anzac Day, Australia Day, NAIDOC Week. In addition, the Shire also manages several large scale festivals and sporting events with annually or bi-annually and seeks external Grants to fund these events. All activities and events aim promote community relationships and economic prosperity and are inclusive of all members of the community including; residents, FIFO, Aboriginal, tourists and local business
Increase
New programs will be offered as external funding becomes available/ accessible for these and/or as community groups pick up and run some of the current program enabling the Shire to provide events that are not currently being offered. Events may change from year to year but overall seeking to develop more programs and events, and/or enlarge the events currently provided
1.2 CD 3.2
Youth services and programs
To provide youth specific programs that engage the young people across the Shire of Ashburton and connect them with the wider community
A variety of youth programs are offered across the Shire. They are tailored to meet specific needs in each town. School Holiday Activities are facilitated by professional external facilitators such as dancers, circus performers and athletes or sports professionals to ensure the programs are high quality and offer participants to opportunity to increase skills.
After school program in Onslow
Funded by the Department of Child Protection, available for all children, activities offered 1-2 days a week after school hours throughout the year, various hours of operation and number of children dependent on the facilitator.
Increase
Tom Price
Expanded childcare, youth centre and parent support facility with increased capacity, quality, services and programs
Onslow
Proposed after hours youth centre run by VSwans (the old "Powerhouse" building in Second Ave). The Shire is currently negotiating with VSwans to run an after-
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
Note: the youth centre in Paraburdoo is provided by Rio Tinto
hours drop in centre until the new youth centre is built as part of recreation and aquatic centre)
Plans for a custom built youth centre as part of Onslow Aquatic and Recreational precinct (the operating model is yet to be finalised)
1.1 2.1
CD 3.3
Family Services and Programs
To provide family orientated programs that engage families contribute to a sense of community within the Shire of Ashburton
Onslow
Early Learning Centre - capacity for 19 children, 4 places for children under the age of 2 years - Monday to Friday 8am to 4.30pm. Delivered by a private provider (CSSU). The Shire provides the building on a lease basis. The Shire maintains close partnerships and relationships in other towns with organisations such as Nintirri, Karingal and local schools to promote and support programs for children's and families.
Increase
Paraburdoo
Purpose built Childcare Centre with 74 places including after-school care (the management model to be finalised i.e. Shire run or private organisation)
1.1 CD 3.4
General Programs
To provide an innovative and diverse range of one off and regular programs that engage the wider community, including FIFO and temporary workers, that enhance lifestyle and wellbeing
The Shire seeks to support local groups in their activities (not to compete against them), such activities as; Men's Health Week, Mothers’ Day, Fathers’ Day, Great Australian Clean Up, local triathlons, Movember etc.
Maintain n/a
1.1 CD 3.5
Leaping Lizards Program
To engage young people in Onslow through healthy eating and lifestyle programs to increase community and individual health outcomes
The Shire manages the Onslow Leaping Lizards program which is to improve the health and wellbeing of people within the community both physically and emotionally. The School Garden is a primary focus which brings children, teachers and families together to plant, grow, harvest and cook. The garden
Increase
Expanded beyond current major focus on the school and school garden - more community type activities and events e.g. adult cooking classes
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
promotes good nutrition and healthy weight. The Leaping Lizards Program includes the school breakfast program ensuring that all students start the day with good nutrition; the Fish 2 Feed Program held every month. This includes children and families coming together to fish; clean and cook their catch. This program also leads into an end of year reward camp and students must have attended school for 80% of the time. All events and activities encourage active participation, sun smart messages, healthy eating and lifestyles and sustainability
3.3 CD 3.6
Visitor Centre - Tom Price
To provide a professional, courteous and accurate information service for the residents of and visitors to Tom Price
The Visitors Centre in Tom Price provides information, brochures and souvenirs for tourists and local residents about local attractions and tours. The visitors centre also offers a booking service for Karijini and Tom Price Mine Tours and provides education and passes for the Karratha-Tom Price Access Road.
Maintain n/a
1.4 CD 3.7
Volunteer Hubs
To increase community connectedness and sense of wellbeing through volunteerism
No service currently in place Increase
New service in 2013. Volunteer Hubs in each town to allow the Shire and local not-for-profit/ community organisations to recruit local volunteers. Likely to be based in local libraries. Groups will be able to upload current volunteer vacancies to allow those looking for volunteer week to have a central location to access volunteering opportunities in each town.
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
2.1 CD 3.8
Early Years Program (from 2013 in Onslow)
To improve literacy, numeracy and lifestyle factors for (primarily but not exclusively) Aboriginal children and families in the Onslow area, through the use of structured and unstructured play and peer mentors.
No service currently in place Increase
The Early Years Program is to provide resources and information to help educate and build strong foundations for effective parenting/caring. To provide equal access to the above for all families and caregivers. Strategies are to provide some centre based activities but also outreach program (one single centre can exclude others) e.g.: workshops; playgroups; playgrounds; front lawns; Bindi Bindi Community; community garden etc. The program will include: Nutrition and health; drug and alcohol education; effective parenting skills; homemaker education; encouraging play; numeracy and literacy. Establish solid relationships with other key stakeholders and engage in program delivery
1.1 1.2
CD 3.9
Community Sustainability (2013/14)
To actively engage the local community and build their capacity and sustainability to create towns with long and prosperous lives
No service currently in place Increase
To allow sustainable community development practices to be integrated across the Shire and the community, the roles will
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
undertake activates and events to integrate new and existing residents, including FIFO and tourists into the towns. They will be responsible for shaping and focusing the community culture in each town to create a forward thinking, solution focused culture of inclusivity and sustainability. They will work closely with the Club Development and Community Services Teams to achieve these outcomes.
CD4 Library Services
CD 4.1
Tom Price Library
To provide innovative and community orientated library programs, including books clubs, seniors programs, story time and book launches
Membership of the libraries is free.
6 items per person, includes 3 videos per household items are loaned for 2 weeks.
Inter-library loan service that is available to order from the State Library or other libraries in WA.
Foreign literature books are available.
All libraries have a collection of reference material
All donations from the community are welcome
Opening times are as follows:
Mon/Tues/Thurs/Fri 9.00am to 4.00pm
Saturday 9.00am to 12.00 noon
Weds/Sun/Public Hols Closed
Increase
Increase Indigenous sections of the libraries
Increase local history area of libraries
Review all programs annually and revise/develop 2 new programs per year
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
In addition the following services are available:
Photocopying
Laminating
Internet Access - $3.00 0-15 mins/ $5.00 15-30min / $8.00 30- 1hr
DVD Cleaning
Council meeting minutes available on request
Story time session - Mon and Fri morning at 11.00am
Book Club meets once a month
CD 4.2
Paraburdoo Library
To provide innovative and community orientated library programs, including books clubs, seniors programs, story time and book launches
Membership of the libraries is free.
6 items per person, includes 3 videos per household items are loaned for 2 weeks.
Inter-library loan service that is available to order from the State Library or other libraries in WA.
Foreign literature books are available.
All libraries have a collection of reference material
All donations from the community are welcome
Opening times are as follows:
Mon/Tues/Thurs/Fri 9.00am to 4.00pm
Saturday 9.00am to 12.00 noon
Weds/Sun/Public Hols Closed
The library has a collection of approximately 6000 items, including adult and junior fiction and non-fiction books, audio cassettes language tapes, DVDS and videos.
The library also has internet access, photocopying, laminating and faxing facilities for a small charge.
Increase
Increase Indigenous sections of the libraries
Increase local history area of libraries
Review all programs annually and revise/develop 2 new programs per year
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
An area of the room provides the perfect nook and cranny for kids who want to colour in or watch a movie on the TV as parents browse the library shelves.
Story-time provides a great introduction to the library for young children. Come along.
Story time sessions – Tuesday at 9.00am and Thursday at 10.00am
Book Club meets once a month. The Paraburdoo Library has two book clubs
In addition the following services are available:
Photocopying
Laminating
Internet Access - $3.00 0-15 mins/ $5.00 15-30min / $8.00 30- 1hr
DVD Cleaning
Council meeting minutes available on request
CD 4.3
Onslow Library
To provide innovative and community orientated library programs, including books clubs, seniors programs, story time and book launches
Membership of the libraries is free.
6 items per person, includes 3 videos per household items are loaned for 2 weeks.
Inter-library loan service that is available to order from the State Library or other libraries in WA.
Foreign literature books are available.
All libraries have a collection of reference material
All donations from the community are welcome
Opening times are as follows:
Monday - Friday 9.00am to 4.00pm
Saturday and Sunday Closed
Increase
Increase Indigenous sections of the libraries
Increase local history area of libraries
Review all programs annually and revise/develop 2 new programs per year
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
In addition the following services are available:
Photocopying
Laminating
DVD Cleaning
Council meeting minutes available on request
CD 4.4
Pannawonica Library
To provide innovative and community orientated library programs, including books clubs, seniors programs, story time and book launches
Membership of the libraries is free. 6 items per person, includes 3 DVDs per household
items are loaned for 2 weeks.
Inter-library loan service that is available to order from the State Library or other libraries in WA.
Foreign literature books are available.
All libraries have a collection of reference material
All donations from the community are welcome
Opening times are as follows:
Monday 10:00am to 4:00pm
Tuesday 10:00am to 4:00pm
6.30 pm – 8.30 pm
Wednesday/Thursday 1:00pm to 4:00pm
Friday 10:00am to 1:00pm
Weekends/Public Hols Closed
Story time – Tuesdays at 10.00am and 10.30am
Book club – meets once a month
In addition the following services are available: Photocopying Faxing Laminating Internet Access - $3.00 0-15 mins/ $5.00 15-30min
/ $8.00 30- 1hr
Increase
Increase Indigenous sections of the libraries
Increase local history area of libraries
Review all programs annually and revise/develop 2 new programs per year
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
Dog registrations Building applications Caravan park bookings Tourist information Council meeting minutes available on request Issuing of Pilbara Rail Permits for Rail Access
Roads Road condition reports
CD5 Club Development
1.2 1.4
CD 5.1
Club Development (2013/14)
To encourage community sustainability through the support of local clubs and associations
No service currently in place Increase
Contribution to development and sustainability of community groups and sporting clubs through professional advice and support such as professional services to assist with governance and other support functions. Develop, or assist clubs to develop and/or expand, the leisure, recreation and sporting activities available to meet community needs
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TECHNICAL SERVICES
Engineering Services Project Management Asset Management Rangers Emergency Management Building Services Environmental Health Services Aboriginal Health Services Planning
4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
TS1 Engineering Services
TS 1.1
Roads
To assess the existing condition of Council's road network, plan the maintenance and upgrade work to improve the quality of roads and implement new road links as and when required.
Roads are safe, accessible and provide year round access and are maintained to provide a good reliable condition. CAR forms are responded to in a timely manner.
Increase
Construct Onslow Ring Road. Reseals are completed as per financial plan. 10 - 20SLK of Banjima drive is sealed. Rural roads maintained from a forward planning maintenance plan.
2.4 TS 1.2
Footpaths
To develop and provide an integrated path network designed to make travelling safer. To provide a quality path network that improves connectivity to town facilities.
The current footpath network is in fair to good condition to meet community needs and expectations, especially in high pedestrian areas.
Increase
Additional footpaths in all towns and improved maintenance and upgrade program will deliver improved standard of existing footpaths, including implementation of the Bike Plan path programme
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
2.3 TS 1.3
Drainage
To install and maintain safe, efficient and purpose built effective drains that are designed to minimise flooding and flood damage, and the risk of water pollution.
Current condition of drainage is unsatisfactory and failing in many areas. Currently providing more of a reactive maintenance service. Though some new drainage has been implemented.
Increase
Undertake drainage investigations in all towns to establish capacity and condition of drainage system to enable prioritisation of maintenance/ replacement program to deliver a fully functional drainage providing sufficient capacity to prevent flooding.
TS 1.4
Bridges
To provide functional, safe, reliable bridges.
Maintained and inspected to provide safe and reliable bridge facilities to MRWA standards.
Maintain n/a
TS 1.5
Parking Facilities
To provide adequate parking facilities to service community amenities, town parking and tourist parking areas for safe and serviceable parking.
Currently maintained at a good serviceable level with sufficient parking for the town mall in Tom Price. Paraburdoo town centre parking is being upgraded and will offer an excellent facilities. Some facilities need more parking allocations.
Maintain n/a
TS 1.6
Crossovers
To process applications and make inspections of works to ensure they meet Council's approved standards.
Inspections are made during laydown and cement pours and on completion. Bond administration is completed on approval of final inspection.
Increase
Improved application/bond process and works assessment will enable faster processing of crossover applications. Online applications process and information to be available.
TS 1.7
Street Lighting
To maintain and improve existing lighting, public lighting and increase coverage where appropriate.
Street lighting is currently owned by Rio Tinto in Tom Price and Paraburdoo. Discussion of ownership has been initiated. There is demand for an increase of street lighting especially in high pedestrian areas.
Increase
Improved community safety and public amenity through additional lighting in black-spot areas and areas of high pedestrian activity.
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
TS2 Project Management
TS 2.1
Tender/Contract Management/Consultancy
To manage the tendering and contract process and ensure compliance with legislative requirements and Council policy, and to act as a consultant for the Shire for tenders and contract administration.
Tenders are advertised and placed online. Contracts are written. Enquiries are addressed and relevant information is given as required. Other departmental queries are responded to.
Maintain n/a
TS 2.2
Construction Project Management/Consultancy
To manage projects owned by Technical Services to ensure they are completed on time and within budget to a desired standard, and monitor works undertaken by contractors to ensure compliance with specifications.
Projects are inspected through the works procedure until completion to ensure they are up to standard and tender contract obligations are met. Budgets are monitored and acquitted to ensure costs are kept within budget. Consultancy for other projects is offered when required.
Maintain n/a
TS3 Asset Management
TS 3.1
Asset Data Management
To manage and update the asset database to capture changes to the management and or value of assets to enable accurate and timely reporting into associated plans (eg Asset Management Plans and Long Term Financial Plan).
Asset register updated daily and within 6 monthly audits. Draft documents have been produced for the Asset Management Plans status. Asset Management Strategy is being developed in coordination with the Corporation Business Plan and Integrated Planning requirements.
Increase
Improved asset management processes to ensure capture of all works data, which in turn improves the reliability of the asset management data register
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
TS 3.2
GIS
To provide integrated mapping system that link to Council's rating and asset data to deliver ready available, relevant and updated information.
Currently rolling out Council’s GIS mapping system, updating information and adding new data and photos
Increase
GIS used Shire-wide to improve knowledge and response times to queries and enquiries, specifically for development plans. Improve level of mapping providing.
TS 3.3
Coordination of implementation of asset management Shire-wide
To facilitate the internal Asset Management Working Group and work with the asset custodians to implement asset management.
This is a new service to develop asset management strategy and capability.
Increase
Improve asset data management processes and staff training to improve forward planning and understanding of assets
TS4 Rangers
TS 4.1
Animal Control
To serve as an authorised pound officer and perform pound keeping duties as required; including the day to day operations of the dog and cat pound, the release or destruction of impounded dogs and cats, and the collection of pound and registration fees where appropriate
On receipt of complaints, Ranger Services visit the dog's owners and explain the problem. The regulations have clear provisions for non-compliance and Rangers make judgment calls for imposing penalties on individual basis. Rangers can declare dogs as dangerous and give restrictions/regulations to owners. They can also impose further restrictions, such as requiring the dog be kept on a leash when in dog exercise areas or that it be excluded from specified areas. Patrols of all areas of the district are made on a regular basis and where appropriate impound dogs and cats, issue warning and infringement notices on offending dog and cat owners, investigate dog and cat attacks on persons and other animals, and any other matters under the Dog Act 1976 and Local Law relating to the control of cats.
Increase Administer and enforce the new Cat Act and proposed changes to the Dog Act
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
Dog attacks are taken very seriously and are investigated as soon as possible after being reported. Town patrols are made on a daily basis. Impounded dogs/cat owners are contacted as soon as identification is made. The Ranger is an authorised officer under the Animal Welfare Act 2002 who is able to act on information received and can investigate reports of sick or injured and neglected animals and commence court action against the offender.
TS 4.2
Boarding Kennel (Dogs)
To provide a kennelling facility to the community
Ensure that the pound and kennels are kept in a clean and tidy state that all animals are provided for in a fit and healthy manner. Open from 9am-10am, 4pm to 5pm seven days a week and serviced twice daily. Bookings are made from Tom Price Shire main offices.
Increase
Onslow
6 new kennels with concrete floors, appropriate drainage, self-watering system and an exercise area. To be used for boarding purposes for the community and tourists. The kennel facility will include a storage shed for pound consumables and other ranger products like cat and dog traps.
Paraburdoo
Upgrade pound, erect shade
TS 4.3
Parking
To manage parking to maximise parking availability and maintain street amenity and safety. Initiate legal proceedings for breach of relevant laws and Local Laws under the direction of a supervisory officer. Give evidence in Court as required.
Regular town patrols are made and infringements are made for offences. Reported offences are investigated. Disputes are dealt with in a timely manner.
Maintain n/a
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
TS 4.4
Off road vehicles
To serve as an authorised Officer to investigate any complaints relating to off-road vehicles and to take the necessary action (i.e. infringement notices, etc.) in accordance with the relevant Act.
Depending on what time/type of complaints are received immediately - 24 hrs.
Maintain n/a
TS 4.5
Caravan and Camping
To initiate legal proceedings for the breach of relevant laws and Local Laws under the direction of a supervisory officer and attend Court to give evidence as required.
Remove illegal campers upon notification. Maintain n/a
TS 4.6
Litter
To serve as an authorised Officer under the Litter Act 1979 and issue warnings and infringement notices to offending persons as and when the need arises.
Depending on what time/type of complaints are received immediately - 24 hours depending on priority and ranger availability
Maintain n/a
TS5 Emergency Management
TS 5.1
Emergency Management
To comply with legislation involving the Council’s role in emergency management. Initiate, prepare, implement and maintain emergency management documentation, with particular emphasis on tropical cyclones, wildfires and floods; Educate staff and the community on their roles in relation to emergency management. Represent Council at Local Emergency
Proactively organises Shire's activities associated with the prevention, preparedness, response and recovery of emergencies and natural disasters including but not exclusively cyclones, wildfires and floods. Manages Council's obligations with respect to community safety particularly having regard to the State and Local Laws. Promotes and develops Council Risk Management Plans.
Maintain n/a
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
Management Advisory Committees (LEMAC’s) and District Emergency Management Advisory Committees (DEMC). Ensure where possible Council’s operations contribute towards emergency prevention, preparedness as well as emergency response and recovery. Assume a leadership role in emergencies to effect control of emergency situations unless control is legislated to another authority. Be the Chief Bush Fire Control Officer for the Shire of Ashburton.
TS 5.2
Firebreak Management
To liaise with the Volunteer Fire Brigades and Department of Conservation and Land Management in the control, suppression and extinguishing of bush fires.
Firebreaks and property inspections carried out from October to April. Sec 33 Notice issued. Grandfather Tom fire Prevention education Program. Send out to pastoralists and Camps Prepare Act Survive information and Bush fire Management Plan prior to Fire Season (Oct)
Maintain n/a
TS 5.3
Volunteer Bush Fire Brigade
To ensure equipment is adequately serviced and prepared for use and there is sufficient provisions for use.
To comply with legislation involving the Shire’s role in fire prevention.
To ensure the fire brigades area is well resourced and runs efficiently to provide a high level of service to the communities within the Shire.
To plan and review the Brigades ESL Operating budget which is used to purchase maintain equipment
The Shire of Ashburton has restricted burning all year round.
The community receives a well-trained, fully equipped bush fire brigade. Tom Price Volunteer Bush Fire Brigade is located in Tom Price at Boonderoo Rd and services the whole Shire
Maintain n/a
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
TS 5.4
State Emergency Services (SES)
To make grant applications for SES, to plan and review budget for grant allocations Acquits SES grants for funding for emergency services, and to use the grant money to purchase and maintain/service equipment.
Community receives a skilled, well-equipped, funded and competent State Emergency Service
Maintain n/a
TS6 Building Services
TS 6.1
Building / Demolition Permits
To assess Building/Demolition Permit applications within regulatory and mandatory time frames - a certified application within ten (10) business days, an uncertified application within twenty five (25) business days
An average of forty-two (42) Building/Demolition Permit applications are received and processed a month while an average of thirty-seven (37) Building/Demolition Permits issued a month since the new Building Act commenced in April 2012.
Maintain n/a
TS 6.2
Issue of Certificates (CBC) BA18
To inspect existing buildings or unauthorised buildings (ADHOC) against the BCA and any related associated Australian Standards, with the aim of issuing a Certificate of Building Compliance, which accompanies an application for a Building Approval Certificate or an Occupancy Permit. The Certificate of Building Compliance confirms that there are no obvious departures from the original building approval, and that it is safe to occupy.
There is no mandatory time frame set by legislation, however the Shire endeavours to provide a CBC as quickly as our current resources will allow. Four (4) CBC's have been issued since the new Building Act commenced in April 2012.
Maintain n/a
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
TS 6.3
Certificates of Construction Compliance (CCC) BA17
To inspect newly completed buildings against the BCA and any related associated Australian Standards, with the aim of issuing a Certificate of Construction Compliance, which accompanies an application for an Occupancy Permit for a Class 2 to 9 building but can can also accompany an application for a Building Approval Certificate for new Class 1 and 10 buildings. The CCC certifies that the building has been constructed in accordance with the Certificate of Design Compliance, the Building Permit, all associated plans, specifications and conditions and that the building is safe to occupy, and certifies that all tests and inspections have been undertaken.
There is no mandatory time frame set by legislation, however the Shire endeavours to provide a CCC as quickly as our current resources will allow
Maintain n/a
TS 6.4
Certificates of Design Compliance (CDC) BA3
The Shire provides applicants with a Certificate of Design Compliance after completing a Building Code of Australia (BCA) assessment of finalised plans and further documents that detail compliance with the Building Code of Australia. A Certificate of Design Compliance is required as part of the Building application approval process
An average of twenty-six (26) CDC's are issued a month since the new Building Act commenced in April 2012. There is no mandatory time frame set by legislation, however the Shire endeavours to provide a CDC as quickly as our resources will allow
Maintain n/a
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
TS 6.5
Occupancy Permits
To assess Occupancy Permit applications with the aim of issuing permits in accordance with regulatory and mandatory time frames. An Occupancy Permit is required to be obtained by an owner of all Class 2 to 9 buildings as defined under the BCA, before occupancy can occur. The Shire has twenty five business days (25) to either issue or refuse an application for an Occupancy Permit of which we are meeting.
An average of three (3) Occupancy Permits applications are issued a month since the new Building Act commenced in April 2012.
Maintain n/a
TS 6.6
Private swimming pool and spa inspections
All private swimming pools, above ground pools and spas require a building permit before commencement of construction. Legislation requires that the pool be adequately fenced including self-closing and latching gates. Mandatory four yearly inspections are carried out on all private residential swimming pools/spa pools in compliance with Australian Standards
700 pools/spas in the Shire. Mandatory Inspections are carried out every four (4) years. Private swimming pool/spa owners are contacted to arrange inspections before due dates. Swimming pool/spa Information including regulatory requirements and inspections, is readily available on the shires website
Maintain n/a
TS7 Environmental Health Services
TS 7.1
Food safety
To undertake inspections of food premises to determine the compliance with the Health Act and relevant regulations and local laws, issues rectification notices when necessary
Food premises are inspected and there is a current lack of inspections for food stalls at events.
Increase Undertake inspections of food stalls at events
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
To ensure that plans and building applications for food premises, public buildings, dwellings and other buildings comply with provisions of the Health Act and relevant regulations and local laws
TS 7.2
Public swimming pool inspections
To ensure all Shire swimming pool centres are regularly inspected. Councils environmental health officer rendomly tests pools to ensure water quality is in compliance with the prescribed levels providing a facility that is of a high standard, safe, hygienic and enjoyable for the users
Swimming pools inspected monthly when operational. Maintain n/a
TS 7.3
Environmental Pollution
To monitor and respond to activities which cause environmental pollution to minimise the impact on the environment
Regular inspections are undertaken. Quick response to complaints depending on their urgency.
Maintain n/a
TS 7.4
Asbestos
To ensure the safe removal and disposal of asbestos within the Shire to protect the health of the Community
Council has a stringent asbestos policy in place that establishes a framework for the safe removal and disposal of asbestos within the Shire area, in line with industry standards and community expectations. Advice is given in respect of asbestos removal.
Maintain n/a
TS 7.5
Mosquito Monitoring Control
To minimise mosquito breeding through monitoring and treatment program
Blood samples are obtained from the Shires flock of chickens fortnightly and analysed for the presence of Murray Valley Encephalitis and Kunjin Virus. Should any positive results occur, the Department of Health issues media releases warning both residents and visitors to the region of the presence of the disease and reminders to reduce exposure. The Shire's environmental health
Maintain
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
service participates in the Sentinel Chicken Bleeding program which is part of a state wide program administered by the Department of Health and UWA. The Shire surveys and treats mosquito breeding areas on a regular basis. The Shire has a proactive mosquito control program which involves pre-treating areas which may become inundated during rainfall events. Where possible, the Shire applies target specific products which have minimal effect on the environment.
TS 7.6
Pest Control
To reduce and minimise the risk of pest outbreaks across the Shire, identify pest problem and notify public/agencies.
Environmental Health Officers provide prompt expert advice and experience.
Maintain n/a
TS 7.7
Effluent Disposal Applications and Regulations
To assess, approve and inspect effluent disposal systems and ensure waste management meets the relevant laws and is to health standards.
Tanks are inspected and approved at time of installation. A Hazardous Waste Disposal Permit must be issued for all hazardous waste which is available from the Shire. Sewerage systems are owned and operated by Rio Tinto. The Shire acts as an advisory and checking service and responds promptly to complaints ensuring proper measurements are taken.
Maintain n/a
TS 7.8
Issue health permits / approvals
- Stallholders / Traders
To ensure that premises have obtained all necessary local government planning and health approvals.
Permits are issued on application compliance and inspections are made when stalls/traders are in the Shire areas.
Maintain n/a
TS 7.9
Public Buildings and Events
To enable the recognition of health risks associated with, and reduce the risks to public health from Public Buildings.
Permits and inspections are given when applications are received.
Maintain n/a
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
TS
7.10
Noise Regulation and Complaints
To investigate, regulate and manage noise Complaints are dealt with promptly and investigated. Maintain n/a
TS
7.11
Infectious Disease Notifications and Investigations
To work with other agencies as requested/ advised to minimise spread of reportable diseases.
Act as agency/contact in cases of reportable diseases and carry out investigations as required.
Maintain n/a
TS
7.12
Caravan and Camping Grounds Regulation
To cover approvals of all types of temporary accommodation, which includes back packers, caravan parks, hotel and motels, construction camps, and short stay apartments. These premises are routinely inspected and licensed annually by Environmental Health Services.
Annual inspections and licencing are undertaken. Maintain n/a
TS
7.13
Water Sampling
To ensure water efficiencies and quality is to health standards.
Samples of water from private sources are sometimes taken to determine suitability for human consumption. Non scheme water supplies used by the public are monitored to ensure they are safe for human consumption (includes roadhouses and National Parks).
Sewage effluent is sampled and tested to ensure that the effluent is in accordance with Health Department criteria for utilisation schemes. Samples may also be taken to establish origin and makeup of water source.
Water used in the Shires' public swimming pools, (including holiday accommodation such as motels and caravan parks), is tested on a regular basis for chemical, bacterial and amoebic levels.
Maintain n/a
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
TS8 Aboriginal Health Services
TS 8.1
Water
To ensure water efficiencies and quality is to health standards.
Water quality and chemical survey testing is completed twice a year at each community. This service is provided as a backup to the water service provider. Responds to all complaints received within 24hours. Conduct tests and inspections on water supplies, include pump condition, seals around pipes, storage tanks condition, infrastructure security, water chemistry, microbial quality, palatability, treatment process and apparatus maintenance.
Maintain n/a
TS 8.2
Waste
To ensure waste management meets the relevant laws and is to health standards.
Waste is collected weekly at Bellary and Whakathuni. A garbage collection survey is completed at each community three times a year. There is a community clean up twice a year at each community. Solid waste pits are checked at each community monthly. Sewage and effluent surveys are completed three times a year at each community. Sewage inspections include septic tank conditions, leach of drains, grey water disposal. Garbage disposal inspections include condition of bins.
Maintain n/a
TS 8.3
Housing
To ensure housing facilites are to health and safety standards.
House maintenance survey is completed four times a year at each community. Minor maintenance to housing is completed three times a year to each community. House hygiene surveys are completed twice a year at each community. Housing inspections include structural maintenance, toilets, showers, hot water, kitchens, electrical, fire requirements, disability requirements, access and landings, single men's units
Maintain n/a
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
TS 8.4
Community Safety
To ensure the safety of the communities to meet relevant legislative requirements.
Disease control investigations are conducted twice a year at each community and include investigations, referrals and contact control. Dust control surveys three times a year at each community. Health education programmes are delivered every month at each community plus a twice yearly radio broadcast health programme. Health education includes household education, group health education, public including radio and school education literature distributed. Food health and safety inspections at communities, including food preparation, storage, preservation, hygiene and nutrition. Other community areas that are inspected during visits are play areas, power generators, power security, emergency awareness and infrastructure planning.
Maintain n/a
TS 8.5
Dog Health
Ensure dog health meets the relevant laws and standards.
A dog health programme is delivered four times a year and a dog population count three times a year at each community. Animal management includes dog population, culling, euthanasia, rehoming, desexing and dog drenching/dosing with cydectine and covinan.
Maintain n/a
TS 8.6
Pests
Ensure pest control is to relevant laws and health standards.
Pest controls four times a year at each community and include dwellings treated, cockroach, fly, rodent, bed bugs, lice, ticks, ants and mosquito infection level control
Maintain n/a
TS9 Planning
TS 9.1
Development Application
To encourage the orderly economic development of the Shire in accordance with accepted town planning practices, the relevant Town Planning Schemes and the Council’s controls, policies and practices
Process up to 5% of planning applications within 20 days. Process 95% of planning applications within statutory time frames being 90 days for advertised planning applications and 60 days for planning applications not requiring advertising.
Increase Process more applications within the 20 day timeframe.
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
TS 9.2
Statutory Planning
To ensure that the provision of a well-functioning, natural and built environment are compliant with statutory regulations.
Maintain Town Planning Scheme No. 7 as changes are approved. Progress the town planning scheme within the Shire. Review of policies and strategic planning is ongoing. Currently reactive response to state government initiatives. Subdivision processing within 42 days and Scheme Amendment applications within 42 days.
Increase Process applications faster
TS 9.3
Municipal Inventory of Historic Places
To protect heritage through relevant strategies and update of the Municipal Inventory.
Currently maintain a heritage inventory, which needs to be updated.
Increase Update Heritage inventory annually and review every two years thereafter
TS 9.4
Environment Protection Authority referrals
To maintain and enhance the Shire’s character through good planning and managed environmental protection services.
Currently delivering services in accordance with the Shire's standards.
Maintain n/a
TS 9.5
State Land Services Notifications
To manage current practices and procedures relating to Crown Land.
Currently delivering within the State Lands Acts and regulations. Planning applications are referred to SLS regularly.
Maintain n/a
TS 9.6
Assessment of Department of Mines and Petroleum Clearance Applications To promote environmental management practices by delivering environmental regulatory policies to maximise the development of the States' mineral and petroleum resources.
Environmental approvals are granted in accordance with the Mining Act 1978 (WA), Petroleum and Geothermal Energy Resources (Environment) Regulations 2012 (WA), Petroleum Pipelines (Environment) Regulations 2012 (WA) and Petroleum (Submerged Lands) (Environment) Regulations 2012 (WA).
Maintain n/a
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
TS 9.7
Permanent road closures
To allow Council to practice its rights and obligations to close, and subsequently re-open any road under its responsibility in accordance with provisions of the Local Government Act 1995, and the Local Government (Functions and General) Regulations 1996.
Give local public notice in district and state newspapers. Give written notice to each land owner/occupier likely to be affected by the proposal to close such road. Invite public comment. Road closures are made effective by the Minister at the request of the Shire.
Maintain n/a
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OPERATIONS
Capital Works Road Maintenance Building Maintenance Waste Operations Private Works Fleet Camps Towns, Parks and Gardens
4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
OP1 Capital Works
OP 1.1
Sealed Road Construction
To improve road conditions and lower the life cycle costs of maintenance
To construct to AusRoads rural roads standards (Tech services specification)
Maintain n/a
OP 1.2
Unsealed Road Construction
To improve road conditions and improve safety and rideability
Tech services specification Maintain n/a
2.4 OP 1.3
Footpath Construction
5 year capital footpath program Tech services specification Maintain n/a
OP 1.4
Kerb Construction
5 yr capital kerb program Tech services specification Maintain n/a
OP 1.5
Carpark Construction
Associated with projects such as town centre upgrades, sports facilities etc.
Tech services specification Maintain n/a
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
OP 1.6
Oval Construction
Associated with projects e.g. town centre upgrades, sports facilities etc.
WAFL or External Consultant specifications adopted (Community Development specification)
Maintain n/a
OP 1.7
Special projects
Includes projects such as Onslow social infrastructure program, waste transfer stations, Private works Great Northern Highway, aerodrome construction, project management (contract supervision)
Determined on an individual basis Maintain n/a
OP2 Road Maintenance
OP 2.1
Sealed Roads
To maintain roads to an acceptable level of safety and accessibility generally in accordance with Austroads design guidelines
Roads are driveable, safe and provide continuous access, requests reported as a safety issue in urban areas will be inspected within 5 working hours (potholes, pavement surface, cracked edging, drainage/kerb cleaning, service pit covers, signage, guard rails, vegetation obscuring sight lines, and kerbing). Assessed high priority items will be made safe between 1 - 30 days
Maintain n/a
OP 2.2
Unsealed Roads
To maintain roads to an acceptable level of safety and accessibility generally in accordance with Austroads design guidelines
Roads are driveable, safe and provide access, reported potholes assessed as high priority (affecting vehicle rideability) made safe with 5 days and repaired within 10-40 days
Maintain n/a
2.4 OP 2.3
Footpaths
To maintain roads to an acceptable level of safety and accessibility generally in accordance with Austroads design guidelines
Footpaths are smooth, safe and accessible Maintain n/a
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
OP 2.4
Kerbs
To maintain roads to an acceptable level of safety and accessibility generally in accordance with Austroads design guidelines
Kerbs are safe and well maintained Maintain n/a
OP 2.5
Carpark Maintenance
To maintain roads to an acceptable level of safety and accessibility generally in accordance with Austroads design guidelines
Car parks are safe and accessible with well-maintained surfaces
Maintain n/a
OP 2.6
Street Sweeping
To maintain roads to an acceptable level of safety and accessibility generally in accordance with Austroads design guidelines
Urban roads are well maintained and free of debris Maintain n/a
OP 2.7
Traffic Management
To maintain roads to an acceptable level of safety and accessibility generally in accordance with Austroads design guidelines
Roads maintained to an acceptable level of safety and accessibility in accordance Austroads traffic management guidelines
Maintain n/a
OP3 Building Maintenance
6.1 OP 3.1
Staff housing
To undertake upgrades, renewals and preventative maintenance works on all Shire buildings
To maintain staff houses to a suitable standard, including upgrading some facilities as required. Prompt response to any maintenance issues and CAR forms that arise.
Increase
Trailer mounted accommodation unit including fuel and water storage facilities for works in remote areas
2.1 OP 3.2
Community facilities (current and new)
To undertake upgrades, renewals and preventative maintenance works on all Shire buildings
To maintain community facilities to a suitable standard, including upgrading some facilities as required. Prompt response to any maintenance issues and CAR forms that arise.
Maintain n/a
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
OP 3.3
Workshops, depots, offices
To undertake upgrades, renewals and preventative maintenance works on all Shire buildings
To maintain workshops, depots and offices to a suitable standard, including upgrading some facilities as required. Prompt response to any maintenance issues and CAR forms that arise.
Maintain n/a
OP4 Waste Operations
OP 4.1
Waste Site - Tom Price
To provide domestic, commercial and street waste collections. Recycling . Wastesites, waste transfer stations and liquid waste facilities operations.
Monday: Closed
Tues – Sat: 7.30am to 3.30pm
Sunday: 7.30am to 12.30pm
Closed Public Holidays
Maintain n/a
OP 4.2
Collections (Domestic, Commercial and Street) - Tom Price
To provide domestic, commercial and street waste collections. Recycling . Wastesites, waste transfer stations and liquid waste facilities operations.
Town, every Wednesday
North Rd, Every Thursday
Area W, Every Thursday
Maintain n/a
OP 4.3
Waste Site – Paraburdoo
To provide domestic, commercial and street waste collections. Recycling . Wastesites, waste transfer stations and liquid waste facilities operations.
Monday: Closed
Tues – Sat: 7.30am to 3.30pm
Sunday: 7.30am to 12.30pm
Closed Public Holidays
Maintain n/a
OP 4.4
Collections (Domestic, Commercial and Street) – Paraburdoo
To provide domestic, commercial and street waste collections. Recycling . Wastesites, waste transfer stations and liquid waste facilities operations.
All houses, every Tuesday Maintain n/a
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
OP 4.5
Waste Site – Onslow
To provide domestic, commercial and street waste collections. Recycling . Wastesites, waste transfer stations and liquid waste facilities operations.
Monday – Saturday 8.00am to 3.00pm
Closed Sundays and Public Holidays Maintain n/a
OP 4.6
Collections (Domestic, Commercial and Street) – Onslow
To provide domestic, commercial and street waste collections. Recycling . Wastesites, waste transfer stations and liquid waste facilities operations.
All areas, every Tuesday Maintain n/a
OP 4.7
Waste Site – Pannawonica
To provide domestic, commercial and street waste collections. Recycling. Waste sites, waste transfer stations and liquid waste facilities operations.
All hours Maintain n/a
OP 4.8
Collections (Domestic, Commercial and Street) – Pannawonica
To provide domestic, commercial and street waste collections. Recycling . Wastesites, waste transfer stations and liquid waste facilities operations.
East – Every Monday
West – Every Tuesday Maintain n/a
OP 4.9
Recycling
To provide domestic, commercial and street waste collections. Recycling . Wastesites, waste transfer stations and liquid waste facilities operations.
Tom Price "E- Pod" - Willow Road (Collected Monday, Wednesday and Friday)
Paraburdoo "E-Pod" - Shopping Centre, Ashburton Ave (Collected Tuesday and Thursday)
These facilities can recycle cardboard and paper; plastics; aluminium and steel cans; glass
Maintain n/a
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
OP5 Private Works
OP 5.1
Private works
To undertake private works on behalf of major commercial clients. Can be Shire assets funded by private clients or on client owned assets.
Limited automotive private works.
Undertaken to customers specifications Maintain
Upgrade of intersection Great Northern Highway / Coondewanna (BHP Billiton Iron Ore) - 2013
OP6 Fleet
OP 6.1
Maintenance
To manage and maintain plant, equipment and vehicles to meet operational needs
Scheduled maintenance of plant and equipment
Response maintenance Maintain n/a
OP 6.2
Repairs
To manage and maintain plant, equipment and vehicles to meet operational needs
Timeframe for repairs varies and is dependent on work schedules, operational requirements and part availability. Optimal timeframe for light vehicle repairs is 1-2 working days.
Maintain n/a
OP 6.3
Capital Renewal / Fleet Management
To manage and maintain plant, equipment and vehicles to meet operational needs
Light vehicles - 80k or 3 years
Heavy Plant 7,000 hours or maximum of 10 years Maintain n/a
OP7 Camps
OP 7.1
Bookings and Client Liaison
To manage worker and contractor accommodation including client liaison and enquiries, bookings, requisitions, purchase orders
A high level of service in terms of prompt and professional response to enquiries, emails and booking requests.
Maintain n/a
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
OP 7.2
Cleaning and General Maintenance
To manage worker and contractor accommodation including cleaning and maintenance
A high level of service in terms of unit and camp cleanliness and standard of facilities. Prompt and professional check in service and response to customer requests or maintenance requests
Maintain n/a
OP8 Towns, Parks and Gardens
OP 8.1
Litter
To provide safe, well-maintained and useable Towns, parks and gardens and public spaces
Remove rubbish from parks and garden bins within the set schedule Monday-Friday and also reactively remove any rubbish that may be seen in any public spaces on a daily basis.
Maintain n/a
OP 8.2
Gardening
To provide safe, well-maintained and useable gardens areas in public spaces
Provide safe and weed free garden areas that are fit to be used by the public for recreational usage and provide a focal point for the community and visitors to utilise.
Maintain n/a
OP 8.3
Irrigation
To provide safe, well-maintained and useable Towns, parks, gardens and public spaces
Provide adequate and even water application to grassed and garden areas in public spaces to ensure safe and green public spaces.
Maintain n/a
OP 8.4
Turf management
To provide safe, well-maintained and useable grassed and garden areas in public spaces
Provide clean and safe well-manicured turfed areas for both open spaces and playing surfaces for general public and team sports to utilise.
Maintain n/a
OP 8.5
Weeds management
To provide safe, well-maintained and useable Towns, parks and gardens areas also manage remote areas including national parks
Proactively manage known weeds to public areas (especially parks and gardens) and also research weeds and set management procedures and controls for introduced weed species that may invade the shire boundaries.
Maintain n/a
OP 8.6
Pruning
To provide safe, well-maintained and useable Towns, parks, gardens and public spaces
Inspect trees annually pre-storm season and prune as required to maintain healthy structure and also remove dead or dying branches and limbs as required.
Maintain n/a
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
OP 8.7
Verges
To provide safe, well-maintained and useable verges
Provide safe, clean and clear open areas. Maintain n/a
OP 8.8
Open drains
To provide safe, well-maintained and useable open drains through drainage corridors
Keep open drains clean, safe and clear of debris so that proper water flow can be maintained during rain and storm events to help prevent flooding or water surges.
Maintain n/a
OP 8.9
Emergency response
To provide safe, well-maintained public spaces
Provide labour and machinery for emergency responses as deemed required.
Maintain n/a
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OFFICE OF THE CEO
Office of the CEO Organisational Development Business Improvement Media and Communication
4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
CE1 Office of the CEO
5.1 CE 1.1
Elected Members To maintain effective communication with Shire President and Councillors and serve as the principal point of contact between the elected members and organisation.
The CEO is the principal point of contact between the elected and the organisation, to ensure that elected members have the information they need to fulfill their governance role and that issues and questions are responded to in a timely way.
Increase
Election cycle will mean training and inducting new Councillors
Opportunities exist for Councillors to engage in professional development
CE 1.2
Organisation Leadership Engage with internal stakeholders; lead, influence and mentor staff to achieve the Shire's vision for the future; ensure business excellence, integrity, corporate governance and accountability.
1. The CEO is the Shire's principal negotiator with external stakeholder (Govt., resource industry, local business, and community groups including Aboriginal community) 2. The CEO provides leadership and mentorship to the whole organisation promoting the Shire's vision as set out in the Strategic Community Plan
3. The CEO ensures the highest level of business excellence, integrity, corporate governance and accountability, which is demonstrated within an environment of transparency, trust, openness, honesty and fairness for all.
Maintain n/a
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
CE 1.3
Executive and Administration Support To provide co-ordination and executive support to CEO and liaison with business units
Ensures clear communications are maintained with external stakeholders and business units. Ensures CEO's activities are highly organised and that time frames are met.
Maintain n/a
5.1 CE 1.4
Councillor Support To support Councillors and Council Meeting process through accurate and timely management of agendas, minutes, workshops, forums and briefings
Advice / information provided accurately in a timely manner through agendas, minutes, workshops, forums, briefings. This includes administrative support of elected members as required. Councillors have been provided with up-to-date technology to assist communications in a geographically spread Shire.
Maintain n/a
CE 1.5
Special Projects Manages Wittenoom and other Legal Claims, Native Title Claims and Annual Audit
The CEO responds to legal and Native Title claims as they arise.
Increase The potential for legal claims is ever increasing.
CE2 Organisational Development
CE 2.1
Strategic Human Resources
To develop and maintain the HR framework that supports the organisation, including the workforce plan, organisation development practices and industrial relations
Developing the HR framework that supports the organisation and its employees; includes a strategic approach to recruitment and retention
Maintain n/a
CE 2.2
Operational Human Resources
To support the workforce in recruitment, induction, performance management, policy development, employee/industrial relationships and workforce training and development
Recruitment and Induction: Timely recruitment and induction supported by formal clear specification of jobs and formal handover processes
Performance Management: Formal online performance management system supported by dedicated training, coordination and
Maintain n/a
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
reporting
Policy Development:
Annual review of all OD related policies and procedures
Ensuring legislative compliance and consistency with modern OD trends
Roll out and communication to ensure employee awareness
Employee / Industrial Relations: Ensure awards and agreements are kept up to date and undertake negotiations accordingly
Workforce Training and Development: Recognising training and development needs of the organisation and individuals in it, identify training opportunities to meet needs, developing individual training and development plans for employees linked to PDs and performance system
6.1 CE 2.3
Staff Housing
To manage Councils housing assets in line with the workforce needs of the organisation ensuring that suitable housing is provided to staff now and in the future, and includes planning for additional accommodation to meet needs.
Suitable housing is provided to staff
Advise on upgrade, renewal, expansion and disposal of housing stock
Houses are inspected biannually
Increase Additional accommodation provided
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
CE 2.4
Safety and Wellbeing
To safeguard health and wellbeing of employees through the development and management of an effectively fully compliant health and safety system
Management of the Health and Safety system including OSH Committee and workers compensation program.
Employees receive annual skin checks, physicals and education regarding health and safety.
Safety month run annually
5% of OD budget allocated to safety training and initiatives
Maintain n/a
CE3 Business Improvement
CE 3.1
Business Improvement
To support the continuous process of identifying and implementing process and practice changes to improve our efficiency and effectiveness, including the identification, management and delivery of business improvement projects
To assist with the continuous improvement process, responsible for the identification and delivery of projects to improve business processes and knowledge management including workflow processes
Maintain n/a
6.2 CE 3.2
Knowledge Management
To capture and maintain knowledge and information across the organisation enabling sharing and collaboration
Beginning the process of identifying and capturing institutional knowledge of the organisation. Project managing the design, development and delivery of an integrated workflow and Knowledge Management system.
Completion of the AIMS project to provide a centralized single point of truth for Shire wide information, document and record management and enables all staff to collaborate and access accurate and current information in a timely way.
Increase
Captures, protects and makes available the institutional knowledge of the organisation.
Ongoing maintenance of a fully integrated workflow and Knowledge Management system.
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
CE4 Media and Communication
4.1 CE 4.1
Media
To be the point of contact and liaison for press and media. Produce media releases and develop media strategies, consultation and support to departments where required. Production of Shire wide publications such as the 'Inside Ashburton', and oversee the quality control and function of the Shire's website.
Media communication, production and advice provided in a timely manner
Maintain n/a
1.3 CE 4.2
External Communication
Monitor and produce information and content on a regional level, to be distributed and communicated to the public. Using resources and digital media platforms such as the website, social media and print publications such as the 'Inside Ashburton'
Information and content checked and edited for appropriate media platform and distributed to the community in a professional manner.
Information and content checked and edited for appropriate media platform and distributed to the community in a professional manner.
Monitor the standards and provide support to the community officers in producing communication and marketing materials for the public including leaflets and posters.
Increase
Develop creative media content to communicate more effectively to the community.
Examples include developing video content, engaging and being more interactive with the community; utilising online and digital resources, including social media and mobile phone technologies.
Develop in-house design and marketing facilities to assist the community development staff in promoting the shire events and services.
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
CE 4.3
Internal Communications
To provide timely and clear communication to all stakeholders and to identify communication needs and respond accordingly
Identifying the inter-departmental communication needs and develop internal communication strategies and facilitation to address the needs and requirements (under development).
Increase Improved internal communication
CE 4.4
Corporate Image and Brand Management
Ensure all official articles, media releases, marketing and advertising are checked to ensure consistency of corporate identity, adhere to professional standards and organisational stability.
Includes the usage of the Reef to Range logo and consistency of corporate identity.
Standardised and consistent corporate identity and communication material.
Decrease
Media department to only supply artwork and check the correct technical use of the Reef to Range logo.
CE 4.5
Marketing
To develop a marketing campaign in support of department needs and broaden positive coverage of the Shire of Ashburton
Marketing strategy and campaign to be developed Increase
Initiate and project manage the development of the Marketing Strategy and associated campaign(s)
1.3 4.1
CE 4.6
Public Relations
To develop, establish and maintain positive Public Relations (PR) with the community, local organisations, and to strengthen the channels of communication
In development:
1) Engaging media and communications intiatives and strategies. Includes Social Media Strategy, and digital media integration. Better Content Management so the public has easy access to information.
Not yet developed:
2) Statewide coverage and exposure to support and promote the community, major project initiatives and developments of the Shire of Ashburton e as one of WA's leading local government organisations.
Increase
Integrated media strategies in place, utilising digital media to strengthen the Shire's communication with the public; encourage participation in collective leadership and decision-making for the future, including the Community Strategic Plan.
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CORPORATE SERVICES
Finance Services Information Communication Technology Administration
4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
CS1 Finance Services
CS 1.1
Internal Controls
To ensure financial processes are compliant, current and documented for all elected members and staff.
Finance Policies and procedures are regularly reviewed, updated when necessary and disseminated to elected members and staff
Increase
The Shire will have a stronger focus on compliance issues and a better platform to keep all elected members and staff informed (AIMS).
CS 1.2
Compliance and Statutory Reporting – Strategic
To ensure the appropriate staff fully understand and are accountable for the various areas that integrate into the Long Term Financial Plan and act as the co-ordinating department.
Finance staff assist the Executive Team in preparation and management of Strategic Reports
Increase
Develop a timetable for input and review to ensure processes in place to provide timely reporting
CS 1.3
Compliance and Statutory Reporting – Management
To ensure the appropriate staff fully understand and are accountable for the various areas that integrate into the Long Term Financial Plan and act as the co-ordinating department.
Finance staff assist the Executive Team in preparation and management of Management Reports
Increase
Develop a timetable for input and review to ensure processes in place to provide timely reporting
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
CS 1.4
Budgeting
To co-ordinate and prepare the Annual Budget for incorporation in the CBP, including detailed statutory financial requirements
Provide high level support to the Executive Team and assist and coordinate Directorates input into budget. Review and workshop with EMT and Council for adoption of Budget in June each year in conjunction with CBP process
Maintain n/a
CS 1.5
Rating
To review and model rates on an annual basis and assist in making recommendations for rate setting.
Timely and accurate raising and collection of Rates for the whole Shire
Maintain n/a
CS 1.6
Payroll
To manage the timely and accurate payment of staff salaries
Salaries are paid to all staff fortnightly Maintain n/a
CS 1.7
Accounts
To co-ordinate the weekly payment of creditors and issue of invoices for debtors.
Finance staff work collaboratively with all sections to ensure creditors are paid and debtors invoices raised on a weekly basis.
Maintain n/a
CS 1.8
Grants Acquittals
To assist grants and acquittals process by providing account codes and reporting.
Finance staff assist staff involved in grants to ensure accurate information and reporting is provided to assist with the acquittal process.
Maintain n/a
CS 1.9
Financial Information and Assistance to Departments
To provide current financial information to relevant staff when requested.
Finance staff respond to requests for financial information. Staff are able to request financial information and reports as required.
Maintain n/a
CS
1.10
Asset Register
To maintain the Asset Register in consultation with Asset Managers to ensure correct depreciation costs can be calculated.
Finance staff will work collaboratively with Asset Manager to ensure the Asset Register is kept current at all times
Maintain n/a
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
CS2 Information Communication Technology
CS 2.1
Planning and Consultancy
To assist departments with IT infrastructure planning and implementation for major projects
IT staff make themselves available for project planning meetings and research IT solutions whenever required
Maintain n/a
CS 2.2
Computer Hardware
To supply shire employees with the IT equipment necessary for their roles
IT staff maintain a list of hardware currently used and keep themselves up to date on current hardware trends for future use
Maintain n/a
CS 2.3
Software Licencing
To ensure necessary software is available and licensed properly
IT staff purchase software in accordance with user needs and also maintain current software licenses
Maintain n/a
CS 2.4
Network and IT Infrastructure
To develop and maintain the IT infrastructure necessary to allow all IT systems to perform at their peak
IT staff monitor the IT infrastructure and make changes/upgrades as necessary to maintain/improve proper functioning of equipment/network
Maintain n/a
Cs 2.5
Communications
To maintain communications between Shire sites and constantly look at ways to improve speed and reliability
IT staff stay abreast of changes in communications to take advantage of any possible improvements
Maintain n/a
CS 2.6
Helpdesk
To help Shire employees with any and all issues in regards to their use of the IT systems
IT staff utilise help desk software to stay informed of and track user's problems, ensuring that issues are given the proper priority levels an acted on accordingly
Maintain n/a
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
CS3 Administration
5.3 CS 3.1
Customer Service
To provide front counter and telephone customer service to residents, ratepayers and other stakeholders
Reception Facilities operate Monday to Friday 9am to 4pm at all centres
Maintain n/a
5.3 CS 3.2
Complaints System
To enter all Customer Action Requests into Assetic system and provide regular monitoring reports to the Executive Manager Corporate Services
Administration staff are the primary contact points for internal and external Customer Action Requests and provide reporting to Executive Manager Corporate Services
Maintain n/a
CS 3.3
Cemeteries
To oversee the arrangement of funerals and management of cemeteries in Tom Price and Onslow
The current level of service responds to requests; in Onslow this is approximately 4 funerals per year and in Tom Price approximately 2 funerals per year.
Maintain n/a
5.1 CS 3.4
Policies and Procedures
To manage the underlying framework (policies and delegations) and ensure that all staff understand and respect the priority of compliance in all areas of operations
To ensure all staff understand and respect the priority of compliance in all areas of operations
Increase n/a
CS 3.5
Management of Administration Offices
To oversee the Administration Offices
Oversight of Administration Offices, including maintenance, office allocations to various departments, minor refurbishments and replacement/new office furniture and fittings.
Maintain n/a
CS 3.6
Travel Management
To arrange travel for Shire staff and contractors, and manage a system for cost effective business travel.
Current travel bookings are made on an ad hoc basis in each individual department, with no centralised system and few controls.
Increase n/a
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4 Year Strategic Priorities
No. Service Description Current Level of Service (2012/13)
Service Level Change - 4 Yrs
Level of Service Change over 4 years (2013/14 - 2016/17)
CS 3.7
Business Continuity Planning
To ensure the Shire has plans in place in the event of an emergency.
To develop plans in collaboration with the Executive Team to ensure the Shire
Increase n/a
CS 3.8
Records
To provide recordkeeping and mail processing to aid delivery of services, and provide assistance, training and advice to all staff on records management.
All incoming mail is processed into Records and distributed from Central Records in Tom Price. Records staff provide assistance, training, advice to all staff.
Increase n/a
CS 3.9
Insurance
To manage the Shire’s insurance schedules and insurance claims to ensure best outcomes
Annual review of the Shire's insurance schedules and day-to-day management of insurance claims
Maintain n/a
CS
3.10
Statutory Services
To manage the tenders registration process, contracts register and statutory management of delegations to ensure full compliance.
These services are vital to enable the Annual Compliance Audit Return to be completed.
Increase n/a
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HOW WE TEST OUR EFFICIENCY AND EFFECTIVENESS
RECENT IMPROVEMENTS
Significantly enhanced community services Improved responsiveness to customer complaints Enhanced customer service eg Corporate Services and Community Development worked together to streamline facility bookings into a
single point process (from a dual point process), improving the customer experience Information technology and communication investments to improve efficiency (cheaper telecommunications) and effectiveness (video
rather than telephone for remote communication) Improved workplace productivity eg optimising workstation layout, job sharing and flexible hours, opportunities for work review and staff input PLANNED IMPROVEMENTS
AIMS and smarter handovers when new staff come on board Asset management improvement plan Project and contract management
Improved practices and compliance as a local government Better information and support for Elected Members in their decision-making and communication with the community Utilise staff across boundaries within the organisation (eg utilise cleaning staff for activities and events)
AREAS FOR INVESTIGATION
Economic development Tourism Heritage
Customer service charter Methods of community engagement, including online engagement
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SUMMARY OF OUR WORKFORCE PLAN
The Shire of Ashburton had substantially completed its Workforce Plan (WFP) 2013-2017 at the time of adopting this Corporate Business Plan. The WFP outlines the current organisational structure, describes the profile of the organisation in terms of staff turnover and workforce diversity and outlines the Shire’s approach to training and development and data management. It has been developed in conjunction with the Shire’s Integrated Planning suite of plans.
The tables in the Corporate Business Plan detail the services delivered by the Shire, per Directorate, in support of the vision and goals set out in the Strategic Community Plan, along with the service level changes that will be delivered over the next four years. The proposed workforce changes to deliver the Plan are summarised at a Directorate level in the table below.
These changes have been costed and incorporated into the Long Term Financial Plan and the Four Year Budget that forms part of this Corporate Business Plan. Note that the focus for this Corporate Business Plan is on known changes beginning in 2013/14. Changes in the out-years are subject to uncertainty relating to external funding (for capital expenditure with workforce implications and/or staff costs for programs) and have therefore not been included in the four year budget at this stage.
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PROPOSED WORKFORCE CHANGES (2013-2017)
Department FTE
Security Officer 3
CEO DEPT Security Officer/Airport Reporting Officer 1
Media and Communications Officer 1 Airport Reporting Officer 2
Total 1 Ground Handing 1.5
CORPORATE Cleaner Aerodrome 1
Travel Coordinator 0.75 Administration Assistant 1
Governance and Policy Development Officer 0.75 Administration Assistant (Revitalisation West) 1
Total 1.5 Revitalisation Manager West 1
COMMUNITY DEVELOPMENT Cleaner Caravan Park 0.5
Activities Officer Paraburdoo 0.5 Total 14
Cleaner Onslow 0.75 TECHNICAL
Facilities Officer ( Tom Price) 0.5 Engineering Manager 1
Cleaner (Tom Price) 0.375 Compliance Officer 1
Pool Lifeguard (TP) 0.875 Cadet Building Surveyor 1
Pool Lifeguard (PARA) 0.875
Library Officer (Onslow) 0.5 Total 3
Community Development positions -0.5 OPERATIONS
Total 1.9 Town Maintenance Officer – Tom Price 1
STRATEGIC Aerodrome Camp Maintenance Groundsman 1
Economic Development and Tourism Manager 1 Total 2
Aerodrome Manager 1 OVERALL TOTAL 23.4
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The Shire will implement a number of strategies and activities to fill the gaps and further develop capability of the workforce to deliver the Corporate Business Plan programs as summarised below. Note: Some of these positions are dependent on external funding and will only go ahead if the funding is obtained.
Strategy Key Elements
Strategy 1 – Acquiring desired workforce Housing Strategy
Integrated Workforce Plan
Staff housing leases
Recruitment and Retention strategies
Strategy 2 – Engage the workforce Health and Wellbeing Program
Performance Management Project - Salmac 21
Induction process review and relaunch
EBA
Strategy 3 – Create a learning organisation Training and development
Strategy 4 – Facilitate cultural change Supervisor development
Review of current Safety System
Formal safety investigation procedure and training
Exit interviews
Annual Staff surveys
Organisational Health
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SUMMARY OF OUR ASSET MANAGEMENT PLANS
ASSET MANAGEMENT STATUS – POLICY, STRATEGY AND PLANS
Council adopted an Asset Management Policy on 17 August 2011, to guide the development of its asset management practices to a level that
would be recognised as contemporary ‘best practice’. This means supporting the provision, maintenance and renewal of its assets in an optimal, cost effective manner, that satisfies the service needs of the community. The Shire of Ashburton recognises asset management as a
core activity and accordingly every Department of the shire is either directly or indirectly involved in the managing of the Shire’s assets. The policy also ensures that when Council attains a new asset, it is taken into account the full cost of acquisition, operation, maintenance, renewals and disposal over the asset’s life cycle.
An Asset Management Strategy is currently under development in-house, which includes the Asset Management Improvement Plan. This gives a clear snapshot of the current position of Asset Management within the Shire of Ashburton and also clear direction on the way forward to implement and improve asset management processes shire wide (see below).
Asset Management Plans are being developed for the following categories:
Roads
Drainage
Footpaths
Buildings (including Publicly Accessed and Staff Housing)
Fleet
Public Open Space
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SUMMARY OF STATE OF ASSETS
The following table gives an outline of the current state of our assets and what they will be like at the end of 4 years.
Location Current State Future State (at planned
expenditure over next 4 yrs) Critical
Uncertainties/Comments
Roads - Sealed
Tom Price Sealed Roads in Tom Price have remained in reasonable condition for the past 2 years (since last lot of reseals). Majority of Tom Price sealed roads would rate approx. condition 2*. Recent modelling indicates that current expenditure will enable the roads to remain in the current state for the next 4 years.
Remain the same Heavy rainfall and extreme heat in summer period may affect the condition of roads more rapidly. 3 yearly revaluation/ condition audits are planned.
Paraburdoo Sealed Roads in Paraburdoo have remained in reasonable condition for the past 2 years (since the last lot of reseals). Majority of Paraburdoo sealed roads would rate approx. condition 2*. Recent modelling indicates that current expenditure will enable the roads to remain in the current state for the next 4 years.
Remain the same Heavy rainfall and extreme heat in summer period may affect the condition of roads more rapidly. 3 yearly revaluation/ condition audits are planned.
Onslow Sealed Roads in Onslow have remained in a reasonable condition for the past 2 years (since the last lot of reseals). Majority of Onslow sealed roads would rate approx. condition 2*. Recent modelling indicates that current expenditure will enable the roads to remain in the current state for the next 4 years.
Remain the same Heavy rainfall and extreme weather conditions during the cyclone season may affect the condition of the roads more rapidly. 3 yearly revaluation/ condition audits are planned.
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Location Current State Future State (at planned
expenditure over next 4 yrs) Critical
Uncertainties/Comments
Roads - Unsealed
All Towns The average condition of the unsealed road network is fair. Modelling has indicated that if current funding is distributed slightly differently (increase % on renewals and slightly decrease % on maintenance) then it will be possible to achieve a small improvement in average condition. Reactive maintenance occurs following heavy rainfalls which cause flooding of some roads.
Slight increase in average condition
Heavy rainfalls and flood damage - increasing required maintenance. Increase in mine operations resulting in increasing vehicle access to mine sites.
Footpaths
All Towns Generally the condition of the footpaths across all towns are very good with over 75% of the footpath area being assessed as near new/good. Continuation of the current maintenance program will ensure the paths are kept at a similar state. The Bike Plan outlines future proposed footpaths to improve safety and accessibility to town amenities and promote the use of shared paths.
Condition of existing assets remain the same, with new paths to improve safety and accessibility
4 yearly condition audits and revaluations are planned.
Drainage
Tom Price The condition of the Tom Price stormwater drainage system is uncertain but given its age, is likely to be quite poor. Drainage investigations will be undertaken to determine capacity and condition of the network and plan renewal and maintenance programs.
Council has budgeted capital renewals on the drainage network for the next 4 years, therefore improving the state of its drainage assets dramatically. The results of the drainage investigations will also give Council a clearer picture on the renewals requirements for years 4-10.
The uncertainty of the actual condition of the Shire's drainage network is a concern.
Paraburdoo The Paraburdoo stormwater drainage system is understood to be in rather poor condition based on its age and recent failures in the network. Drainage investigations will be undertaken to determine capacity and condition of the network and plan renewal and maintenance programs.
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Location Current State Future State (at planned
expenditure over next 4 yrs) Critical
Uncertainties/Comments
Onslow The current state of Onslow stormwater drainage system is also uncertain. Based on age and climatic conditions it is assumed the majority of this network would be in fair to poor condition. Drainage investigations will be undertaken to establish capacity and condition of the network and plan renewal and maintenance programs.
Buildings – publicly accessed
All Towns 160 publicly accessed buildings: Libraries, Council offices and depots, community halls and sporting pavilions. These were recently assessed at component level (e.g floors, walls, roof, floor coverings, air conditioning). 70% of were rated as new, near new or in good condition; 23% as fair; and a small percentage as requiring action. Recent modelling has shown that planned expenditure will maintain the current condition for the coming years.
Remain the same. Demand for facilities will fluctuate with population, which is highly dependent on the fortunes of the resources sector. 3-4 yearly condition audits and revaluations are planned.
Buildings – staff housing
All Towns 41 residences across all 3 towns, used to provide senior Staff members with housing as part of their renumeration to facilitate attraction and retention of locally based staff. Almost 40% have been rated as fair. The plan sees a significant portion of the housing portfolio upgraded over the next few years to ensure these buildings meet modern expectations and functionality.
Staff housing is expected to be at a very good standard as a result of the planned upgrades. It is also expected that maintenance costs will reduce as a result.
There is some uncertainty regarding the standard of housing that will be acceptable in the job market. 3-4 yearly condition audits and revaluations are planned.
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Location Current State Future State (at planned
expenditure over next 4 yrs) Critical
Uncertainties/Comments
Public Open Space
Tom Price Fair to average facilities. Minna oval suffering short term adverse impacts due to current capital works upgrades at Clem Thompson Oval.
Rise to condition level 2 with current 4 year plan capital upgrades and renewals, including playground upgrades.
Seasonal and unseasonable weather condition play a constant variation to ground condition and maintenace requirements. Up-grading maintenance equipment with new technolegy will greatly lift the level of service and reduce labour cost.
Paraburdoo Fair to average condition faciltiies. Turf on both sports fields require renovations and a capital upgrade is also required to the netball/basketball courts.
Onslow Limited range of recreation facilities in a fair condition. Significant increase to services due to completion of foreshore and sports precinct, including playground upgrades.
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STRATEGIC RISK MANAGEMENT
Risk Category (where risk arises)
Risk Description Controls
Financial Increased capital costs above assumption LTFP and budget process Asset Management Plans Rigour of project management
Financial Employee cost rises above assumption LTFP Workforce Plan (WFP) Operational reviews
Financial Reduction in external funding – government and/or industry*
LTFP Budget process Advocacy and partnership development Evaluation / accreditation Integrated Planning and Reporting Communication Plan
Political Core changes to Local Government - rating powers
Long Term Financial Plan Advocacy Community Engagement Strategy
Human Resources Lack of available skilled staff Workforce Plan (including staff housing provision)
Human Resources Lack of available skilled contractors/suppliers Tender and Procurement Process Workforce Plan
Human Resources Lack of volunteers for key service delivery Workforce Plan Volunteer recruitment, support and recognition
Political / Management Interface
Breakdown in relationship between governance and management
Regular meetings CEO / Shire President CEO performance review process Code of Conduct and relevant policies Councilor training and induction
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Risk Category (where risk arises)
Risk Description Controls
Social Pandemic/flu outbreaks Local Emergency Management Arrangements Business Continuity Plan Local Health Plan
Property and Systems
Loss of Administration Centre functions
Business Continuity Plan Insurance Corporate Business Plan Asset Management Plan
Environment Natural/man-made disaster – cyclone (Coastal) and fire (Coastal or inland)
Local Emergency Management Arrangements Business Continuity Plan Local Health Plan
Economic Major economic downturn (*note potential link) Long Term Financial Plan
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HOW WILL WE KNOW IF THE PLAN IS SUCCEEDING
The following measures will be used to monitor the success of the Plan. Progress will be monitored in the Annual Report.
LIVING LIFE AND CORPORATE BUSINESS PLAN KEY PROGRAMME/ SERVICE INDICATORS
Success measures from Living Life
1. Conduct an annual community survey tracking progress of desired outcomes and community satisfaction (in services delivered)
2. Conduct stakeholder and community review workshops to evaluate and revise the ‘Living Life’ plan biannually
3. Track the delivery of operational projects, asset management projects and infrastructure projects
4. Tracking the level of delivery and costs for community services
5. Embed the community goals in the integrated plans and budgeting processes.
Performance Measures Baseline Desired Trend
Progress toward strategic outcomes
Annual community survey tracking progress of desired outcomes
TBC Increasing
Community satisfaction
Annual community survey tracking satisfaction with services delivered
TBC Increasing
Delivery of operational, asset management and infrastructure projects
Major operational projects completed on time and within budget TBC Target met
Major asset management projects completed on time and within budget TBC Target met
Major infrastructure projects completed on time and within budget TBC Target met
Delivery and costs of community services
% of community services delivered at agreed service levels
TBC
Target met
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Performance Measures Baseline Desired Trend
Cost of delivering community services is monitored and within budget TBC Target met
Drainage
% of drainage in a 'satisfactory' condition
TBC
Increasing
Footpaths and Cycleways
New pathways program implementation TBC Target met
Street Lighting
Additional street lighting installed
TBC
Target met
Land Development
Number of residential and industrial lots released meets annual target
TBC
Target met
FINANCIAL MANAGEMENT
Financial Management Indicators Desired Trend/Target
Operating Surplus Ratio
The extent to which revenues raised cover operational expense only or are available for capital funding purposes.
10% or greater
Current Ratio
The liquidity position of a local government that has arisen from the past years transactions.
1:1 or greater
Debt Service Cover Ratio
The ratio of cash available for debt servicing to interest, principal and lease payments.
2 or greater
Own Source Revenue Coverage Ratio
An indicator of a local government’s ability to cover its costs through its own revenue efforts.
Between 40% and 60%
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ASSET MANAGEMENT
Asset Management Indicators Desired Trend/Target
Asset Consumption Ratio
The ratio highlights the aged condition of the local government’s stock of physical assets.
50% or greater
Asset Sustainability Ratio
This measures the extent to which assets managed by the local government are being replaced as they reach the end of their useful lives.
90% or greater
Asset Renewal Funding Ratio
This indicates whether the local government has the financial capacity to fund asset renewal as required, and can continue to provide existing levels of services in future, without: - additional operating income; - reductions in operating expenses; or - increase in net financial liabilities above that currently projected.
Between 75% - 95%.
WORKFORCE MANAGEMENT
Workforce/ HR Management Indicators Desired Trend/Target
Length of service Increasing
Loss time incidents Reducing
Recruitment turnover times Reducing
Staff satisfaction Increasing
Take up staff wellbeing initiatives Target met