2015 - 2019 · 2016-02-01 · Extract from the Financial Viability Policy Shire of Augusta Margaret...

Corporate Plan2015 - 2019

Natural Connected Prosperous


Contents

Our Vision 3Our Mission 1

Our Values 1

Sustainability statement 1

Financial viability statement 2

Access and equity statement 2

Profile of townships and villages 3

Governance 5

Chief Executive’s Office 6

Executive Leadership Team 6

Services for our community 7

Business processes framework 12

Business policy framework 13

Environmental analysis 14

Emerging issues 15

Resourcing strategy 17

Our Strategic Direction 20Our strategic goals and measures 21

Goal 1: Valuing the natural environment 22

Goal 2: Welcoming and inclusive communities 27

Goal 3: Managing growth sustainably 33

Goal 4: Vibrant and diverse economy 38

Goal 5: Effective leadership and governance 41

How the documents link 51

Making it happen and reporting back 52

Delivery Program 54Introduction 55

Chief Executive’s Office 56

Directorate Corporate and Community Services 75

Directorate Sustainable Development 122

Directorate Infrastructure Services 143

Linking our goals 170

Our Vision


A prosperous and connected community that values its natural environment and character as it grows sustainably into the future.

Corporate Business Plan 2015-19 1

Our Mission

• Respect

• Honesty

• Commitment

• Courage

• Innovation

Our Values

To protect the natural Environment, strengthen our communities, foster local economic prosperity, and Responsibly manage the community’s infrastructure and assets.

“

”

The Council recognises that all life has intrinsic value, is interconnected and that biodiversity and ecological integrity are part of the irreplaceable life support systems upon which the Earth depends. Council is therefore committed to using its best endeavours to meet the needs of current and future generations through the integration of environmental protection, social advancement and economic prosperity.

Our five key objectives are:

1. To ensure an integrated proactive approach to managing population growth and providing a high quality sustainable built environment for future generations.

2. To ensure an integrated approach to protecting the natural environment that safeguards biodiversity and provides a sustainable natural environment for future generations.

3. To enhance the quality of community life in the Shire characterised by vibrant participation, cohesiveness, increased social capital and recognition of the need for social justice and community safety.

4. To foster economic prosperity in the Shire and South West Region.

5. To strengthen the Shire’s position as an innovative, independent local government achieving business excellence.

The Shire of Augusta Margaret River strives to achieve these objectives by:

1. Ensuring that the way we govern as a Council is driving the transition to a sustainable future.

2. Leading by example and playing our part in solving the global challenges of sustainability.

3. Valuing and protecting our environment and ensuring the sustainable management and use of natural resources.

4. Planning and encouraging our community to reduce its ecological footprint and enhance its quality of life at the same time.

5. Supporting our community to fully participate in achieving a sustainable future.

6. Assisting business to benefit from and contribute to sustainability.

Extract from the Sustainable Shire of Augusta Margaret River Policy 2013.

Sustainability statement

Our mission is a statement about our fundamental purpose - what we do in partnership with, and on behalf of the whole Shire of Augusta Margaret River community.

Our five core values guide our behaviour and decision making as people and as an organisation and how we strive to lead and serve our community. These are:


In carrying out its functions the Shire of Augusta Margaret River is to use its best endeavours to meet the needs of current and future generations through integration of environmental protection, social advancement and economic prosperity. (Section 1.3 of the Local Government Act).

This requires ongoing prudent financial management to achieve sustainable outcomes for the community.

The Shire of Augusta Margaret River commits to:

1. Sound fiscal management by working towards:A. Prudent management of assets and liabilities;B. ensuring that revenue and spending decisions have regard to their effect on future generations and ongoing financial sustainability.

2. Ensuring that its decisions on service delivery and the provision and maintenance of infrastructure are made with due regard to available, existing and anticipated future financial resources and competing priorities.

3. Improving its practices including strategic planning and resource sharing at local and regional levels, prudent borrowing and appropriate pricing regimes.

4. Being responsible for funding functions it chooses to undertake in an area of responsibility of other spheres of government, in addition to funding its existing core functions.

Extract from the Financial Viability Policy Shire of Augusta Margaret River 2013.

Financial viability statement

The Shire is committed to providing services to a diverse community, including people with disability, their families and carers. The Shire strives to continually improve access and inclusion for all its community members.

The Shire of Augusta Margaret River commits to –

• All events and services provided by the Shire or on behalf of the Shire being accessible and inclusive of all community members, as far as is practicable.

• Ensuring all future buildings and assets meet the Building Code of Australia which includes compliance with the Access to Premises – Building Standards (2010) under the Commonwealth Disability Discrimination Act (1992).

• Upgrading existing assets, buildings and facilities to meet the Access to Premises standard as they undergo significant refurbishment, renovation or replacement.

• Providing information in alternative formats and to provide access to public information to all members of the community upon request.

• Ensuring all staff, including those contracted, volunteers or agents working on behalf of the Shire provide the same high quality level of service to people with disability as experienced by other community members.

• Providing the same opportunities for people with disability to participate in public consultation and the opportunity to make complaints as received by other members of the community.

• The Equal Opportunities Act (1984), as well as identifying and removing barriers to employment so that people with disability can obtain and maintain employment with the Shire.

The Shire is committed to achieving the desired outcomes of its Disability Access and Inclusion Plan 2014-2016 by taking all practical measures to ensure the implementation of the Plan by its Councillors, staff, agents and contractors.

Access and equity statement


Profile of townships and villages

The Shire of Augusta Margaret River has an area of approximately 2,240 square kilometres and an extensive coastline with 120 kilometres of beaches, bays and rocky points. The Margaret River flows to the ocean at Prevelly while the Blackwood River flows to Augusta in the south.

Margaret RiverMargaret River is the name of a river, a town and a wine region. The town of Margaret River is approximately 100 kilometres south of Bunbury and 270 kilometres south of Perth and was originally developed as a rural service centre for farming in the area, especially dairying. Margaret River is now the commercial and administrative centre of the Shire and had an estimated population of over 13,168 in June 2013.

Augusta, Kudardup and KarridaleThe town of Augusta is located approximately 310 kilometres south of Perth and 42 kilometres south of Margaret River and is the most south-westerly town in Australia. It is located at the mouth of the Blackwood River on the shores of Hardy Inlet and Flinders Bay. One of Western Australia’s oldest permanent settlements (1830s) and a popular holiday destination, the population was approximately 1,400 in 2013. Kudardup is a village located about 8 kilometres north of Augusta on the Bussell Highway. Karridale is a small village located 14 kilometres north of Augusta.

CowaramupCowaramup is located approximately ten kilometres north of Margaret River on Bussell Highway. The locality got its name from the Aboriginal word for the Purple Crowned Lorikeet ‘Cowara’. In 2013 Cowaramup was a thriving village of some 950 residents and an important focus for the surrounding rural district that is fast becoming a recognised gateway to the Margaret River area.

WitchcliffeWitchcliffe village is located about eight kilometres south of Margaret River on Bussell Highway. It is a quaint village, full of old world charm with a number of unique gift stores and buildings that date back to early settlement times. Its population is currently less than 100 but significant residential growth is planned pursuant to the ‘Witchcliffe Village Strategy 2012’.

Prevelly/GnarabupPrevelly is a coastal residential area located around nine kilometres west of Margaret River on the coast. Its location is near the meeting of the Margaret River and ocean providing views of the sea and coastline. International surfers meet at the point (Main Break) for a number of annual professional surf contests. The Gnarabup subdivision is located immediately to the south of Prevelly and the population of these localities in 2013 was approximately 570.

GracetownGracetown is coastal village located on Cowaramup Bay about 12 kilometres west of Cowaramup and 16 kilometres north-west of Margaret River. Gracetown had around 152 dwellings in 2013, many of which are holiday homes.

Rosa BrookRosa Brook is located approximately 13 kilometres east of Margaret River and were some of the original settlements. It is predominantly an agricultural area of beef and dairy farms with a population over 400 people in 2011.


We are committed to using our best endeavours to meet the needs of current and future generations through integration of environmental protection, social advancement and economic prosperity.


Governance

In carrying out our functions we are required to use our best endeavours to meet the needs of current and future generations through integration of environmental protection, social advancement and economic prosperity. With the combined efforts of Council, the Chief Executive’s Office, the Executive Leadership Team and staff, we provide leadership and management of our Shire.

CouncillorsStrong civic leadership is an essential component of community governance. Our Shire is represented by seven people elected by the community every two years. Councillors represent the community’s interests, provide leadership, facilitate communication between the Council and community, and participate in the decision making process. The Shire is divided into three wards (electoral districts): Leeuwin Ward with two representatives, North Ward with three representatives and Margaret River Ward with two representatives. Councillors are elected from each ward for a term of four years.

CouncilThe Shire President and six elected Councillors form the governing body of the Shire. They establish policies and decisions that drive the strategic direction of the Shire and are accountable for delivering what the community has identified as necessary for its economic, social, environmental and cultural wellbeing. These decisions are made at Council Meetings or Committee of Council Meetings. Each incoming Council holds a ballot for the Shire President to carry out specific actions delegated to this role.

Council meetingsOrdinary meetings of the Council are held every second and fourth Wednesday of the month commencing at 5.30pm. Generally meetings are held at the Civic Administration Centre in Margaret River but

meetings are also held in Augusta and as advertised. Council Agendas and Minutes are published every fortnight and are available on the Shire website for public viewing at www.amrshire.wa.gov.au


Council

Chief Executive’s Office

Sustainable Development

Corporate and Community

Services

Governance and Marketing

Human Resources

Environmental Health and Waste Services

Community Development and Safety

Planning and Development Services

Customer and Information Services

Library Services

Sport and Recreation Services

Financial Services

Infrastructure Services

Asset Services

Works

Council

Directorate

Business Unit

Each local government employs a Chief Executive Officer to employ and manage staff and to provide advice to its Council and administer the day to day operations of the local government. Chief Executive Officers are appointed by Council. The Chief Executive Officer is the conduit between the elected members of Council and the local government staff. All staff receive their direction from and are responsible to the Chief Executive Officer. The Chief Executive Officer has three directorates managed by an executive team to oversee the functions of the local government.

The Chief Executive’s Office leads the Executive Leadership Team and is responsible for the Chief Executive’s Office and the three Directors, namely Director Corporate and Community Services, Director Sustainable Development and Director Infrastructure Services.


Executive Leadership Team


Services for our community

The Chief Executive’s Office is responsible for the management of the Shire in accordance with the strategy, policies and programs approved by Council. The Chief Executive Officer is also responsible for the employment, management, supervision and direction of all Shire employees. The following business units report directly to the Chief Executive Officer:

Governance

• Administers Council and Committee meetings and provides support to the Shire President and Councillors. Governance is also responsible for the implementation and monitoring of good governance programs at the Shire and the issuing of commercial trade permits.

Marketing

• Develops marketing strategies and plans to promote the range of facilities, programs and services delivered by the Shire while working with other government departments and industry associations to promote the Shire on tourism related projects and administering the icon event funding and sponsorship packages.

Human Resources• Human Resources provide support and advice to the organisation to

meet the current and future workforce needs. Functions include Human Resources (employment, performance, training and payroll); Occupational Safety, Health and Wellbeing; and Workforce Planning (Human Resources Information System administration and workforce planning, views and reporting).

The Corporate and Community Services Directorate is responsible for providing strategic direction, management and leadership for the directorate and providing strategic input and advice as a member of the Executive Leadership Team. The directorate undertakes the delivery of Integrated Planning and Corporate Reporting, Risk Management, strategic projects and policy and provides an interface between the Shire, elected members, media and the community.

Financial Services • Revenue calculates, administers and collects property rates while ensuring

the completeness and integrity of the Shire’s property records. In addition the business unit determines the fees and charges that apply for Shire services and facilities and raises and collects debts for sundry business services such as property leases and usage of Shire facilities.

• General Financing administers the Shire’s investment and loan portfolios and financial reserves to ensure compliance with Council policy.


Corporate and Community Services Directorate


• Finance delivers financial support and information to internal and external customers for the purpose of decision making and reporting while ensuring compliance with financial legislation and regulations. The business unit prepares the Shire’s annual budget and long term financial plan and monitors financial performance against the budget and plan targets, and calculates, reviews and analyses monthly, year to date and annual financial results.


• The Customer and Information Services business unit is responsible for the communication and information systems of the Shire and undertakes strategic planning of these systems to ensure the Shire delivers high quality customer service.

• Customer Relations – The Customer Service Centres at the Margaret River and Augusta offices deliver the Shire’s one-stop-shop counter service, respond to telephone enquiries, and provides Department of Transport licensing services. Internally, the team delivers customer service training and support, and maintains customer information and systems.

• Records - The function of the Records Business Unit is to support the Shire’s recordkeeping, including maintaining recordkeeping systems and delivering recordkeeping training. A Freedom of Information and Public Information Disclosure service is provided to external customers. The unit is also responsible for ensuring compliance with the State Record Act and other relevant legislation.

• Information and Communication Technology – Providing desktop maintenance and support for the Shire’s computers and servers including daily backup and on-demand restore services and disaster recovery planning and maintenance.

• Caravan Parks provide an affordable and quality holiday experience through caravan and camping sites and facilities in Augusta and Alexandra Bridge. There is also the provision of low cost accommodation to long term residents.


• Community Development fosters community capacity and resilience through the provision of community development practices, initiatives and information. These actions centre on youth programs and facilities, in addition to programs such as active ageing, community safety and crime prevention, disability access and inclusion, arts and culture, heritage, volunteering, community grants, minor events, advocacy, support and capacity building.

• Rangers enable and support a safer community through education, monitoring, enforcement and compliance administration of relevant local laws and state government legislation.

• Community and Emergency Services in partnership with the community, stakeholders and Department for Fire and Emergency Services aims to improve community safety practices and provide timely, quality and effective emergency services across the areas of prevention, preparedness, response, and recovery.


• Recreation Centres – The Shire is committed to providing high quality


sporting facilities which encourage community participation and the promotion of fitness and wellbeing. Two recreation centres with aquatic facilities operate in Margaret River and Augusta with gymnasiums and a variety of group fitness and court sport programs. The Margaret River Recreation Centre also operates a café and catering facility in addition to a crèche service for its patrons. The centre also manages the seasonal beach lifeguard service at the Rivermouth beach and coordinates bookings for the Gloucester Park ovals and halls.

• Childcare - Operating out of the Margaret River Recreation Centre, the crèche provides a facility to enable parents to utilise the centre while providing affordable childcare. A Kids Club operates as an accredited Out of School Hours Care and Vacation Care service for ages up to 12 years. Supplementary services include birthday parties and bouncy castle hire.

Library Services

• Providing a library and information service to the community to foster lifelong learning and support the development of literacy in our community. The Libraries serve as a community hub for all ages to meet, work, read and relax both at the regional library in Margaret River and the branch in Augusta. The library collection of reference materials, books, DVDs and CDs, magazines, newspapers and other resources meets the needs of a diverse community, including a 24/7 library service with on-line capabilities. The ‘Cocoon’ emerging artists’ gallery space and an edible community garden at the Augusta Margaret River Regional Library encourage community involvement, while programs for children and adults in partnership with other organisations, including the Curtin University Wine School, are ongoing.

The Sustainable Development Directorate is responsible for providing strategic direction, management and leadership for the directorate and providing strategic input and advice as a member of the Executive Leadership Team. A key function is the delivery of strategic projects and policy, implementing Council’s Land Asset Management Plan and providing an interface between the Shire, elected members, media and the community.

Planning and Development

• Planning and Development - To ensure appropriate management of the natural and built environment in the Shire, the Planning and Development business unit undertakes forward planning to guide growth and also implement control over development. Guidance to future development is provided through administration and review of the Shire’s Local Planning Strategy, and implementation and preparation of various planning policies, research and strategies. Sustainable development initiatives are pursued through projects undertaken by the Shire and through guidance to private development. The provision of a variety of mapping information is made available to the community through the public IntraMaps mapping service, and to the organisation through administration of the Shire’s Geographic Information Systems. Environmental protection and enhancement is progressed through initiatives such as the Shire’s Biodiversity Incentive Strategy and the Local Energy Action Plan.

• Building Services - Ensuring that buildings provide a safe, efficient and healthy environment. Building Services ensure that development meets or exceeds the requirements of the Building Code of Australia.

Sustainable Development Directorate


Infrastructure Services Directorate


• Environmental Health contributes to a healthy, safe and sustainable community by providing for the assessment of factors that may impact on health of residents and visitors to the area and developing appropriate plans, polices and strategies to prevent, correct, control and protect environmental health within the region.

• Waste Services provide a sustainable waste management service for the community through the provision and management of appropriate waste disposal facilities and services including landfill and transfer station operations, recycling, kerbside domestic and recycling collection and waste water treatment operations.

The Infrastructure Services Directorate is responsible for providing strategic direction, management and leadership for the directorate and providing strategic input and advice as a member of the Executive Leadership Team. There is responsibility for delivering strategic projects and policy and to provide and maintain Shire assets to ensure these are safe and meet the needs of the community. The directorate also provides an interface between the Shire, elected members, media and the community.

Asset Services

• The Asset Services business unit oversees the development and maintenance of asset registers and asset management plans for the Shire’s asset portfolio including roads, buildings, drainage, footpaths, bridges, airstrips, boating facilities and foreshore and recreation infrastructure. It also ensures that infrastructure provided in private developments and subdivisions meets Shire specifications. Other functions include project planning and management, administration of Shire managed land and reserves, environmental management and landcare, and the maintenance of Shire buildings.

Works

The Shire operates depots in Margaret River and Augusta.

• Works Administration – Providing administration, management and leadership for Construction, Operations, Workshop and Survey and Design Services and manages the Shire’s Capital Works Program

• Construction - Constructs new infrastructure and undertakes maintenance of roads, paths, kerbs and drainage, car parks, streetscapes and foreshore facilities. •

• Operations - Maintenance extends to roadside signage, boating facilities and airstrips. Development of the Shire’s parks, gardens, reserves and the Shire cemeteries at Karridale and Margaret River. Parks and Gardens also undertakes regular maintenance of parks, gardens, reserves, cemeteries, road reserves, dangerous trees and the recycled water system including testing. The management of fuel loads in parks and reserves is also a key function.

• Survey and Design Services and manages the Shire’s Capital Works Program Survey and Design - Undertakes surveys and engineering design for key Shire infrastructure projects.

• Workshop – Purchase and maintenance of the Shire’s vehicle and plant fleet and equipment.

We will pursue careful and balanced planning of community facilities and services to meet the demands and expectations of the community.

Business processes framework

Strategic Processes

Strategic Planning Outcomes 10 - 20 years

Council Meetings and Agendas

Maintenance

Roads

Drainage

Bridges

Paths, Walkways and Trails

Parks and Gardens

Buildings

Land Administration -

Leases and Permits

Corporate Planning Reporting Human Resources Accounting Revenue

Information Technology and Communication

Records Website Public Relations Legal Planning Legal ContractualGeographic

Information System (GIS)

Works Programming

Works Purchasing Surveying Fleet

Management

Support Services

Environmental HealthIcon EventsCultural CentreCommunity

Development

Building Licensing

Event Assessment

Economic Support

Fitness and Gym

Caravan Parks and Camping

Grounds

EnvironmentalFood Premises AssessmentRatesChildcareCemeteries

WasteRecycling

Planning ComplianceLibrariesAquaticRangers

Infrastructure Customer Advisory

Sustainability Advisory

Department of Transport Licensing

Beach Lifeguards

Fire Break Assessment

Infrastructure Subdivision and

Development Assessment

Statutory Planning

Assessment

Customer Advisory, Reception and Switch

Recreation Centres and

Sporting Group Support

Community Fire and Emergency

Services

Local Planning Scheme and Strategies Financial Planning

Corporate Planning Strategies4 years Land Asset Planning Asset Management Planning

Operational Planning - Projects, Services and Budget

1 year

Governance Framework - Policies and Delegations Workforce Planning

Customer ServicesInfrastructure Services

Construction

Roads

Drainage

Paths, Walkways and Trails

Parks and Gardens

Buildings

Risk Management


Business policy framework

Sustainable Augusta Margaret River(Overarching Sustainability Policy)

Goal 1: Valuing the natural environment

Goal 2: Welcoming and inclusive communities

Goal 3: Managing growth sustainably

Goal 4: Vibrant and diverse economy

Goal 5: Effective leadership and governance

• Waste management

• Biodiversity protection

• Water conservation and quality

• Carbon pollution reduction policies

• Parks and gardens policies

• Cultural development policies

• Recreation policies

• Emergency management policies

• Disability, youth and seniors policies

• Planning policies

• Building policies

• Asset management policies

• Infrastructure management policies

• Economic development policies

• Tourism strategy

• Events management policies

• Governance policies

• Business excellence

• Code of conduct

• Governance manual

• Customer Service Charter


Environmental analysis

The environmental analysis identifies possible or probable effects of external forces and conditions on the organisation.

The estimated resident population of the Shire was 13,600 as at June 2014, an increase of 18.89% over the 2006 population of 11,143 with an average growth rate of 2.5% over the past 4 years – Source: ABS) Table 1 summarises the estimated permanent resident population change between 1991 and 2014.

As a popular tourist destination it is important to recognise that there are a large number of transient residents and fly in fly out workers in the region which are not reflected in the Estimated Resident Population statistics. Underpinning the service population in the Shire these transient residents have been estimated in the Shire’s Local Planning Strategy

to account for an additional 30% of the permanent residential population.

Table 2 summarises the Shire population projections prepared for the Australian Government Department of Health and Ageing by the ABS in 2008, and by the WA Planning Commission in 2012. This indicates that the population of the Shire could increase to over 17,000 by 2026.

Although it is difficult to project population change in growth areas over strategic time frames, it is clear that the growth of the Shire over the next 20 years will be significant in view of the anticipated outcomes of the Super Towns initiative, the Local Planning Strategy and adopted townsite strategies.

1991 1996 2001 2006 2011 2013 2014p 20151

Shire of AMR 6,218 8,106 10,187 11,143 12,228 13,168 13,600 14,200Change - 1,888 2,081 956 1,176 940 432 600Inter-censual average annual growth rate - 5.4% 4.7% 1.8% 2% 3.8% 2.5% -

Average annual growth rate 1991-2011 3.5% - 3.8

Source: Projections reflect possible population outcomes based on recent growth indicators - a higher or lower population may be achieved (the ABS will publish preliminary 2015 ERPs in April 2016) and ABS Regional Population Growth (r: rebased) and Shire of AMR (p: preliminary).

Table 1: Estimated Resident Population 1991-2014

2011 2016 2021 2026Dept of Health and Ageing2 12,820 14,218 15,637 17,040WA Tomorrow 20123 13,000 14,400 15,800 17,200

Table 2: Shire of Augusta Margaret River – Population Projections 201-2026

Source: 1. Customised projections prepared for the Australian Government Department of health and Ageing by the ABS. The projections are not official ABS data. 2. Band ‘C’ (median) projections. Western Australia Tomorrow, WAPC, 2012.


Emerging issues

In planning to meet the needs of the community the Shire faces external pressures which impact on the ability to provide services and infrastructure.

Servicing community and visitor expectationThis area is an increasingly popular place to live and visit and there is growing pressure on the Shire and its various settlements to provide a high level of service to the community. This relates to the large range of services that the Shire provides through its various business units and includes roads, waste services, recreation and aquatic facilities, drainage, community support, planning and building, parks and reserves, libraries and many more.

The Shire is an area that attracts people from all over Australia and the world to settle and visit. This places the Shire at a considerable advantage in terms of economic growth, social diversity, vibrancy and profile. This also results in a high level of expectation in terms the level of facilities and services provided in the Shire. This level of service is also raised by the profile the Shire has both as a Super Town and as one of Australia’s premier tourist destinations.

The Shire is well placed to continue to provide high levels of service however this capacity will continually be challenged by its regional location, changing funding environment and increasing costs associated with delivering services.

Waste managementForward planning is vital for the strategic and sustainable development of the Shire’s landfill and waste management services into the future. Currently, changing state government enforced environmental compliance regimes for landfill operations has placed significant monetary burdens on regional local government authorities across the state who manage landfills. This regime change has required the Shire to review its current waste

disposal operations and services to ensure future waste service operations can be financially sustainable and environmentally compliant.

To effectively manage waste services in an economically and environmentally compliant manner both now and into the future the Shire will require an injection of funds to meet current environmental landfill standards, investigate viability options for future waste disposal services to avoid unwarranted investment, and build up reserves so that final disposal configurations can be funded without significant shortfalls.

Asset managementSustainable management of Shire assets is not only a legislative requirement but also a duty of care. Changes in technology, changes in user needs and ongoing renewal require constant review of assets in respect of social, economic and environmental suitability.

The key issues facing local governments throughout Australia include:

• Ageing infrastructure requiring attention not previously needed or planned for;

• Long lived assets such as roads, drainage and buildings presenting challenges as their condition and longevity can be difficult to determine; and

• The increasing demand in terms of quality and standards.

The Shire’s present funding levels are insufficient to continue to provide existing services at desired service levels. There are risks associated with providing the service and not being able to complete


all the identified maintenance activities such as:

• Asset failure that can result in injury to staff or public and damage to property;

• Public liability and the financial implications;

• Financial implication of unfunded and unplanned infrastructure failures requiring immediate replacement;

• Disruption of the community as well as wider social and economic impacts due to disruption or discontinuing of service;

• Non-compliance with legislative requirements;

• Increased dissatisfaction of rate payers; and

• Reputation and media reaction.

The WA’s Local Government (Administration) Regulations 1996 has been amended to require each local government to adopt a Strategic Community Plan and a Corporate Business Plan which together form a plan for the future. The asset management plan is an informing strategy to both the Strategic Community Plan and the Corporate Business Plan. The Department of Local Government has released an Advisory Standard for the key elements of integrated planning which were required to be met by 30 June 2013.

The following Key Performance indicators will be submitted:

• Asset consumption ratio – which highlights the aged condition of the Shire’s stock of physical assets;

• Asset renewal ratio – indicates whether the Shire has the financial capacity to fund asset renewal as required; and the

• Asset sustainability ratio – measures the extent to which assets are being replaced as they reach the end of their useful lives.

Increasing costs of infrastructureThe costs of providing infrastructure have risen significantly in recent years, partly driven by increasing competition in the labour market and also due to increases in the costs of materials. In particular the costs of delivering infrastructure in the Shire have increased and can be comparatively higher due to issues including:

• Increasing costs of compliance with higher standards of delivery required by legislation and standards;

• A comparatively small number of contractors available to undertake specialised infrastructure projects that are specific to the nature of services that the Shire provides;

• Remoteness from key materials and the limited economies of scale available when providing services at a distance from similar providers;

• Decreasing availability of local construction materials, particularly gravel and sand, and increasing difficulty in obtaining approvals to access these materials; and

• A large number of assets that require renewal in the life of the Long Term Financial Plan and a limited amount of financial resources available to the Shire.


Resourcing strategy

To support the Corporate Plan, the Resourcing Strategy outlines the Shire’s capacity to manage assets and deliver services over the next ten years.

The Resourcing Strategy is comprised of four plans, a Long Term Financial Plan, an Asset Management Plan, the Workforce Plan and the ICT strategic framework. When integrated these plans ensure that the Shire delivers the appropriate level of service to its community through the optimal utilisation of its resources.

Long Term Financial PlanThe Long Term Financial Plan outlines the Shire’s operating and capital expenditure and revenue projections for the next ten years. The Plan is predicated on the basis of a number of key assumptions regarding property growth, property rates, revenue growth, number of employees, inflationary increases to costs and changes in service levels. Key inputs to the plan are the Shire’s Asset Management Plan and the Workforce Plan.

The Plan has the objective of achieving a balanced budget position each year. This outcome anticipates any surplus funds are used for the renewal of assets and to increase reserves so new or upgraded assets can be funded in future years. A prudent and conservative financial approach has been adopted to ensure effective stewardship of the Shire’s assets.

Apart from the standard series of statutory financial statements a key outcome of the plan is the Shire’s expected performance measured in accordance with the prescribed financial management ratios. These ratios are:

• Operating surplus ratio;

• Current ratio or working capital ratio; and

• Debt service cover ratio.

The financial information is also used to calculate the

following asset management ratios:

• Asset consumption ratio;

• Asset sustainability ratio; and

• Asset renewal funding ratio.

Asset Management PlanThe overall asset management plan describes how the Shire’s infrastructure assets are used to assist with achieving the priorities established in the Community Strategic Plan and sets out plans to ensure they are managed in an effective way consistent with the Shire’s corporate objectives. While providing an overview of all Shire infrastructure assets the plan will focus on buildings, parks and ovals, transport assets and waste management assets.

The asset management plan sets out key issues and identified gaps in terms of sustainability, sufficiency and performance of the Shire’s infrastructure asset portfolio, taking account of service needs across the Shire and assessment of asset condition and investment needs. Based on these assessments, the asset management plan sets out priorities for corporate actions and investment to ensure the Shire is making best use of resources and assets are “fit for purpose.”

The aim of the plan is to:

• Demonstrate responsible stewardship of the Shire’s infrastructure assets;

• Provide the basis for compliance with legislative requirements;

• Provide a basis for customer consultation on


levels of service and price/quality trade-offs;

• Manage the social, financial and environmental risks associated with providing infrastructure assets;

• Achieve savings by optimising life cycle activities; and

• Assess key performance indicators for asset management.

The content of the plan focuses on asset management activities over the next ten years to demonstrate alignment with the Long Term Financial Plan as well as the Community Strategic Plan and Corporate Plan. This is accomplished through the inclusion of a capital works program from the Asset Management Plan into the Long Term Financial Plan.

Sustainable management of Shire assets is not only a legislative requirement but also a duty of care. Changes in technology, changes in user needs and ongoing renewal require constant review of assets in respect of social, economic and environmental suitability.

Key issues facing the Shire of Augusta Margaret River and local governments throughout Australia include:

• Ageing infrastructure requiring attention not previously planned for;

• Long lived assets such as roads, drainage and buildings presenting challenges as their condition and longevity can be difficult to determine; and

• Increasing demand in terms of quality and standards.

The Shire’s present funding levels are insufficient to continue to provide existing services at desired service levels. There are risks associated with providing the service and not being able to complete all the identified maintenance and renewal activities such as:

• Asset failure that can result in injury to Shire staff or members of the public and damage to property;

• Public liability and the associated financial implications;

• Financial implications of unfunded and unplanned infrastructure failures requiring immediate replacement;

• Disruption to the community as well as wider social and economic impacts due to disruption or discontinuing of service;

• Non-compliance with legislative requirements;

• Increased dissatisfaction of rate payers; and

• Shire’s reputation and media reaction.

The asset management plan not only looks at why and how much funding shortfall there will be but also investigates the options available to address these shortfalls which will include:

• Improving asset knowledge so that data accurately records the asset inventory, how assets are performing and when assets are not able to provide the required service levels;

• Improving efficiency in operating, maintaining, renewing and replacing existing assets to optimise life cycle costs;

• Identifying and managing risks associated with providing services from infrastructure;

• Making trade-offs between service levels and costs to ensure that the community receives the best return from infrastructure;

• Identifying assets surplus to needs for disposal to make saving in future operations and maintenance costs;

• Consulting with the community to ensure that infrastructure services and costs meet community needs and are affordable;

• Developing partnerships with other bodies, where available, to provide services;

• Seeking additional funding from governments and other bodies to better reflect a ‘whole of government’ funding approach to infrastructure services; and

• Levels of service in some areas will have to be reduced unless new sources of revenue are found.

Asset management within the Shire of Augusta Margaret River is a continuous process of improving practices in order to optimise community benefits from assets while balancing this against the community’s ability to pay for services. This will be supported by an Asset Management Improvement Program informed


by the Asset Management Improvement Strategy and the Asset Management Plan.

Workforce PlanThe Shire’s Workforce Plan has been developed to ensure the Shire has the capacity and capability to deliver our Community Strategic Plan objectives now and into the future.

Key elements of the Workforce Plan include:

• Workforce analysis and profile;

• Workforce risks;

• Workforce growth forecast;

• Critical roles and succession plans;

• Workforce strategies and action plan; and

• Workforce sustainability measures and performance.

The Shire has undertaken a comprehensive workforce analysis and has identified those factors that may impact upon the Shire’s capacity and capability to deliver services and products now and into future.

Key challenges facing the Shire are:

• Scarce resources to meet current service and project demands;

• Wage and employment conditions pressures;

• Ageing workforce;

• Skills shortage;

• Ineffective corporate systems; and

• Increases in legislative compliance requirements.

The Shire over the next four years has endorsed key initiatives to be undertaken to enhance the Shire’s capacity and capability to deliver services and products now and in future:

• Implement workforce growth of three (full time equivalents) over the next four years;

• Renew Enterprise Bargaining Agreement;

• Undertake workforce reviews;

• Develop an integrated performance management system;

• Implement emerging leadership program;

• Implement on-line training and induction program; and

• Implement career growth plans.

The Shire’s Workforce Plan has had to be significantly modified to ensure a balanced Long Term Financial Plan is achieved, that will ensure the Shire’s long term sustainability. As such this will challenge the workforce to be able to meet current and future service demands and limited workforce growth opportunities, will require the Shire to review its workforce and service models.

Information and Communications Technology Strategic FrameworkInformation is a strategic resource that underpins the key functions and decision making processes of the Shire. The way information is managed, including the technology to support it is central to business practices and enables services delivered by the Shire to best meet community needs and the priorities set by Council.

The ICT Strategic Framework allows for the effective management of information and technology to ensure that the Shire’s ICT systems are controlled and maintained and are adequate and appropriate to deliver the services required by the community.

The Shire has in place a State Records approved Recordkeeping Plan as well as an Information Technology Strategic Plan and Disaster Recovery Plan which form a part of the Framework.

Our Strategic Direction



Valuing the natural environment

KPI1: Improvement in the management and quality of the environment

KPI2: Increase in % of waste diverted from landfill

Our strategic goals and measures

Key performance measures

KPI5: Development occurs in a manner consistent with the Local Planning Strategy

KPI6: Achieve a high level of liveability for the residents in the Shire

Managing growth sustainably

Welcoming and inclusive communities

KPI3: Percentage of population using Recreation Centres

KPI4: Increased use of the Shire Libraries

Vibrant and diverse economy

KPI7: Increased participation rates at icon events

KPI8: Increase in tourist numbers visiting the Shire

Effective leadership and governance

KPI9: Financial ratios are trending positively

KPI10: Increasing satisfaction in the biennial Community Satisfaction Survey


Goal 1: Valuing the natural environmentThe community values the natural environment and unique biodiversity of the region and seeks to protect and enhance it for current and future generations. The Shire has a responsibility to protect the environment through planning for the future and to proactively respond to key environmental issues.

Community Outcome

1.1 Healthy waterways and foreshore KPI Improvement in quality of waterways

Shire Strategic Response Activities and Priorities

1.1.1 Develop partnerships to maintain and improve the quality of beaches, waterways, rivers and wetlands

1.1.1.1 Commence implementation of Hardy Inlet Water Quality Improvement Plan - Augusta townsite stormwater treatment

1.1.1.2 Implement actions from the State of the Environment Report

1.1.1.3 Implement findings of the District Water Management Strategies in conjunction with development in these areas

1.1.1.4 Maintain partnership with Cape to Cape Catchment Group

1.1.1.5 Maintain partnership with Lower Blackwood Landcare

1.1.1.6 Review the State of the Environment Report

1.1.1.7 Construct bioretention basin in Doyle Road to treat stormwater from Station Road precinct

1.1.2 Manage responsibly coastal areas under the Shire’s control

1.1.2.1 Complete construction of a trail from Flinders Bay to Augusta Boat Harbour. Apply for funding to extend trail from Augusta Boat Harbour to Ringbolt Bay

1.1.2.2 Work with Leeuwin Tourism Precinct Group to finalise the alignment of a trail/path from Flinders Bay to Cape Leeuwin

1.1.2.3 Ongoing implementation of Cape Mentelle to Gas Bay Foreshore Plan (subject to funding)

1.1.3 Implement measures to improve the quality of water entering catchments

1.1.3.1 Implement Landfill Environmental Improvement Plan and Landfill Closure Management Plan


Community Outcome

1.2 Climate change response KPI The Shire has a planned response to climate change


1.2.1 Plan proactively and respond to climate change

1.2.1.1 Develop a draft Climate Change Response Plan

1.2.1.2 Implement a Carbon Emission Monitoring Program

1.2.1.3 Implement the Local Energy Action Plan (LEAP) including tree planting and green power to offset carbon emissions, investigate LED lighting on Gloucester Park sport ovals and provision of resources support toward community wind farm

1.2.2 Reduce the Shire’s corporate carbon emissions to meet adopted targets

1.2.2.1 Monitor environmental waters (recreational) through monthly (seasonal) samplings

1.2.2.2 Implement budgeted actions from the Local Energy Action Plan

1.2.3 Assist the community to reduce their carbon emissions to meet adopted targets


1.2.3.2 Complete installation of Royal Automobile Club (RAC) electronic vehicle charging infrastructure on Shire property in accordance with funding agreement

1.2.4 Implement measures to conserve water as a precious resource

1.2.4.1 Oversee operation of the Margaret River Recycled Waste Water Scheme

1.2.4.2 Complete the waterwise landscaping project

1.2.4.3 Deliver the Public Open Space (POS) annual program on time and on budget

1.2.4.4 Deliver the annual Tree Planting Program on time and on budget

1.2.5 Encourage the adoption of renewable energy


1.3 Sustainable waste management KPI Provision of viable waste service for the Shire for the next 25 years and reduction in per person volume of waste being put in land fill

1.3.1 Reduce environmental impact of waste and maximise conservation of natural resources

1.3.1.1 Management of Shire Waste Facilities (including Transfer Stations, Landfill, Septage Plant) to DER licence requirements


Community Outcome


1.3.1.3 Implement kerbside recycling in Augusta

1.3.1.4 Progress Regional Waste Management initiatives with City of Busselton

1.3.1.5 Pursue grants to support and or expand service delivery and infrastructure development in line with strategic goals as required

1.3.1.6 Construct and open a new cell at the Davis Road Waste facility

1.3.1.7 Provide a report to Council on preferred waste disposal options for the Shire for the next 5 years and for Council to adopt a position

1.3.1.8 Development of a Davis Road Transfer Station (truck - transfer)

1.3.1.9 Manage sampling and monitoring requirements of landfill and septage plant in accordance with Department of Environment and Regulation (DER) environmental licence requirements

1.3.2 Reduce raw material use and increase materials and energy recovery

1.3.2.1 Implement Strategic Waste Management Plan

1.3.2.2 Review Strategic Waste Management Plan

1.3.3 Reduce the amount of corporate waste to landfill generated in the Shire’s operations

1.3.3.1 Develop a corporate waste reduction strategy

1.3.4 Encourage the community to reduce, reuse and recycle

1.3.4.1 Prepare a community education strategy for waste management to support the Strategic Waste Management Plan (funding dependent)

1.4 Ecology and biodiversity protection

KPI Increased areas of environmental significance are protected through zoning and/or conservation covenant

1.4.1 Collaborate with State Government to protect the biodiversity of the Shire

1.4.1.1 Prepare Management Plans for major Shire reserves

1.4.1.2 Provide environmental management and landcare services

1.4.1.3 Work with Department of Parks and Wildlife to achieve an appropriate balance between conservation and park use

1.4.1.4 Liaise with State Government on bushfire strategies and resourcing

1.4.1.5 Implement Biodiversity Incentive Strategy


Community Outcome


1.4.1.6 Implement Leeuwin Naturalist Ridge Statement of Planning Policy

1.4.1.7 Prepare environmental and sustainability strategy

1.4.1.8 Undertake detailed investigations of remnant vegetation and surface drainage areas at the Structure Plan stage, and ensure environmental improvements through the development process

1.4.1.9 Undertake targeted weed control in priority areas

1.4.1.10 Implement proposed Environmental Management Fund

1.4.2 Educate the community and visitors on environmental preservation

1.4.2.1 Establish and implement an environmental awareness program

1.5 Quality parks, gardens and green spaces

KPI Facilities provided meet the recommendations of the Public Open Space Strategy

1.5.1 Ensure green and public open spaces cater for a range of users including people with disabilities

1.5.1.1 Liaise with the community on disability access and inclusion requirements

1.5.1.2 Maintain Shire parks and gardens in accordance with service standards

1.5.1.3 Renew playground equipment throughout the Shire in accordance with annual allocation for playground equipment

1.5.1.4 Construct Swimmers Beach power supply and BBQ facilities

1.5.1.5 Deliver the Public Open Space (POS) annual program on time and on budget

1.5.1.6 Deliver the annual Tree Planting Program on time and on budget

1.5.1.7 Complete Gloucester Park Lower Western Oval drainage

1.5.1.8 Construct Gloucester Park drainage between recreation centre and bowling club

1.5.1.9 Construct Gloucester Park Lower Western Oval Field development (subject to funding)

1.5.1.10 Construct Gloucester Park mains supply extension (subject to funding)

1.5.1.11 Construct Gloucester Park roads and carparking


Community Outcome

1.6 Unique and iconic coastal and natural landscapes

KPI There is no impact on the key landscapes in the Shire


1.6.1 Plan effectively to protect coastal and other key landscapes

1.6.1.1 Implement the Leeuwin Naturalist Ridge Statement of Planning Policy

1.6.1.2 Implement the Local Planning Strategy

1.6.1.3 Present the first stage of the Climate Change Response Plan (Coastal Hazard Risk Management Adaption Plan) to Council for advertising and final adoption


Goal 2: Welcoming and inclusive communitiesStrong communities are welcoming and safe, and enjoy quality, lifestyles that celebrate their local identity, diversity and culture. The Shire fosters community resilience and wellbeing through its social planning, recreation, safety, education and preventative health strategies. Programs will foster a sense of identity and belonging, promote community interactions and equality, encourage active and healthy lifestyles, and provide information to grow resilient community groups and networks. The Shire will also ensure our preparedness to deal with emergences and natural disasters.

Community Outcome

2.1 Sense of identify and belonging KPI Number of community and cultural initiatives supported by the Shire


2.1.1 Foster participation in cultural events and activities that encourage a sense of identity and belonging

2.1.1.1 Facilitate compliance of the licence agreement for the Cultural Centre

2.1.1.2 Implement actions from the Arts and Culture Plan

2.1.1.3 Review the Arts and Culture Policy and Plan

2.1.1.4 Support Historical Groups

2.1.1.5 Manage the Community Development Fund

2.1.2 Support community celebrations, events and local festivals

2.1.2.1 Provide professional advice and support to community groups

2.1.2.2 Provide events application and approval process


Community Outcome

2.2 Equity and opportunities for all KPI Number of initiatives implemented by the Shire.


2.2.1 Provide programs and facilities that encourage resilience in seniors, young people and families

2.2.1.1 Adopt concept plans and funding strategy and seek funding for upgrades to the Margaret River Skate Park Youth Precinct

2.2.1.2 Implement actions from the Active Ageing program

2.2.1.3 Implement actions from the Youth Plan

2.2.1.4 Manage the Zone Room Youth Precinct

2.2.1.5 Review Active Ageing Plan and Policy

2.2.1.6 Review Disability Access and Inclusion Plan

2.2.1.7 Review Youth Plan and Policy

2.2.1.8 Provide Childcare services

2.2.1.9 Provide Crèche facilities in Augusta

2.2.1.10 Provide Kids Club facility

2.2.1.11 Provide Long Day Care facility

2.2.1.12 Provide transport vehicle for Out of School Hours Care and Vacation Care Program

2.2.1.13 Provide upgrades and equipment for Childcare to meet legislative requirements

2.2.1.14 Complete works at Cowaramup Skatepark

2.2.2 Ensure Shire facilities and services are accessible by all

2.2.2.1 Implement actions from the Disability Access and Inclusion Plan


Community Outcome

2.3 Strong community groups and networks

KPI Number of groups registered on Community Connect database.


2.3.1 Support and value volunteers across the Shire

2.3.1.1 Organise Thank a Volunteer Celebrations

2.3.2 Encourage community organisations and local communities to work together to be self sufficient

2.3.2.1 Facilitate the Community Connect Program

2.3.2.2 Support Hall Management Groups

2.3.2.3 Undertake a strategic review of Community Halls

2.3.2.4 Undertake a strategic review of Historical Groups

2.4 Lifelong learning in the community

KPI Increased use of the Shire Libraries

2.4.1 Provide and promote libraries as community hubs and centres of information and learning

2.4.1.1 Operate a Library Service in Margaret River and Augusta

2.4.1.2 Review and assess the long term needs of library services, in particular technological requirements

2.4.2 Promote programs that foster lifelong learning in the community

2.4.2.1 Design and implement programs for children and youth

2.4.2.2 Partner with groups to provide events that support lifelong learning

2.5 Active and healthy lifestyles KPI Percentage of population using Recreation Centres

2.5.1 Maximise participation in physical activity and promote the benefits of healthy lifestyles

2.5.1.1 Operate Recreation Centres in Margaret River and Augusta

2.5.1.2 Partner with groups to provide children’s active lifestyle programs

2.5.1.3 Provide Beach Lifeguard services during peak periods

2.5.1.4 Provide a greater range of aquatic facilities at the Margaret River Recreation Centre

2.5.1.5 Provide fitness programs that cater for seniors and persons with a disability

2.5.1.6 Provide gymnasium equipment and fitness programs that cater for the population


Community Outcome


2.5.1.7 Undertake equipment upgrades for Beach Lifeguards

2.5.1.8 Provide a Recreation Centre run Swim School for the community

2.5.1.9 Facilitate sporting events at the Shire

2.5.2 Provide the community with high standard recreational facilities and sporting grounds

2.5.2.1 Relocate Augusta gym (contingent on move of Augusta Library)

2.5.2.2 Undertake upgrades to Margaret River and Augusta Recreation Centre

2.5.2.3 Upgrade facilities at the Augusta Recreation Facility to convert an underutilised space to a recreational facility that provides disability access

2.6 Safer communities KPI Community satisfaction rates with Shire performance

2.6.1 Provide community safety through regulatory and support programs

2.6.1.1 Prepare a feasibility study for an animal management facility in Augusta

2.6.1.2 Maintain an up to date procedures manual in Rangers Services

2.6.1.3 Implement actions from the Safer Communities Plan

2.6.1.4 Provide dog exercise areas

2.6.1.5 Provide Rangers regulatory services

2.6.1.6 Review Safer Communities Plan and Policy

2.6.1.7 Revise and update local laws

2.6.1.8 Manage education, advocacy and planning campaigns for improved environmental health outcomes for the community

2.6.1.9 Provide building approvals and compliance service

2.6.1.10 Provide swimming pool compliance monitoring

2.6.1.11 Deliver the annual allocation for Cemetery works

2.6.1.12 Migrate cemeteries operations into digital format for Karridale and Margaret River Cemeteries, and Cowaramup Niche Wall


Community Outcome


2.6.1.13 Implement Dog Registration changes regarding microchipping

2.6.1.14 Implement Fuel Hazard Reduction and Firebreak Notice, including program improvements from contractor, community, BFAC and SAC feedback

2.6.1.15 Complete master plan for cemeteries

2.6.1.16 Review Shark Response Procedure and Policy

2.6.1.17 Develop Shark Response Procedure and Policy and council to adopt policy

2.6.2 Enhance the Shire’s emergency and disaster management capabilities

2.6.2.1 Prepare bushfire mitigation strategies for Shire managed land

2.6.2.2 Partner with Department of Fire and Emergency Services (DFES) and the Office of Bushfire Risk Management (OBRM) in Bushfire Risk Management in the Shire

2.6.2.3 Provide community emergency services and programs in line with DFES/Shire Business Plan

2.6.2.4 Implement bushfire mitigation programs for Shire managed land

2.6.2.5 Support Community Preparedness Initiatives

2.6.2.6 Review and update Shire Emergency Management Arrangements , Recovery Plan and Evacuation Plan

2.6.2.7 Review and update Shire Emergency Contacts and Resources list

2.6.2.8 Develop, implement and administer the Local Emergency Management Committee (LMAC) Business Plan

2.6.2.9 Review and update Volunteer Bush Fire Brigade Procedures Manual

2.6.2.10 Undertake annual table top exercise to test internal Ready Response/Recovery arrangements

2.6.2.11 Review Volunteer Bush Fire Brigade Policy

2.6.2.12 Develop a documented Environmental Health Emergency Response Support Plan for use in the event of an emergency

2.6.2.13 Respond to public health risks in the event of an emergency

2.6.2.14 Develop a Disaster Debri Management Plan, locally and regionally


Community Outcome


2.6.2.15 Maintain Disaster Debri Management Plan, locally and regionally

2.6.2.16 Develop a Disaster Response Business Continuity Plan

2.6.3 Undertake measures to ensure the protection of public health

2.6.3.1 Develop a Public Health Plan

2.6.3.2 Implement Public Health Plan

2.6.3.3 Conduct regular assessments of food premises, public buildings, caravan parks, skin penetration establishments and lodging houses (backpackers)

2.6.3.4 Undertake sampling of specified local businesses and local environments to provide information as to the current lack of risk posed by the activity (food, water, aquatic facilities and recreational waters)

2.6.3.5 Process applications for health approval to ensure dwellings, buildings and activities of local premises are compliant with relevant health standards

2.6.3.6 Maintain licensing and approval function of various activities within the Shire (caravan parks, lodging houses, food premises, offensive trades)

2.6.3.7 Respond to complaints for environmental health intervention in response to perceived or real threats to public or environmental health within the community

2.6.3.8 Manage education, advocacy and planning campaigns for improved environmental health outcomes for the community

2.6.3.9 Manage the control of vectors borne disease and pest control in the community

2.6.3.10 Management of kerbside collection contracts (domestic and recycling)



The community’s cultural values and heritage are integral to the future and are to be considered when balancing the competing demands for growth, ensuring vibrant, sustainable townships which maintain their distinctive country character. The Shire will pursue careful and balanced planning of community facilities and services to meet the demands and expectations of the community.

Community Outcome

3.1 Clearly defined areas for growth and renewal

KPI Urban development occurs as intended by the Local Planning Strategy


3.1.1 Implement Local Planning Scheme No 1 (LPS1)

3.1.1.1 Provide planning services

3.1.1.2 Review Local Planning Scheme No 1

3.1.2 Ensure new communities are developed using ecologically sustainable development principles

3.1.2.1 Finalise the Developer Contributions Policy for the whole Shire

3.1.2.2 Implement the Local Energy Action Plan (LEAP)

3.1.2.3 Implement Developer Contributions Policy (new)

3.1.2.4 Construct the finger jetty with Recreational Boating Facilities Scheme (RFFS) grant funding and apply for RBFS grant funding for construction of boat trailer parking at the Ellis Street boat ramp


Community Outcome

3.2 Liveable and well designed places

KPI Required studies and improvements are undertaken


3.2.1 Develop and implement master plans for centres, towns and villages to preserve and enhance their unique character

3.2.1.1 Commenced staged implementation of Augusta Interpretation Plan

3.2.1.2 Progress and complete Stage I, II of Margaret River Main Street Town Centre Improvements

3.2.1.3 Develop Gracetown Foreshore Master Plan in conjunction with Landcorp

3.2.1.4 Implement outcomes of business case for the Augusta Retirement Village

3.2.1.5 Implement improvements to the Town Centre Streetscape in Cowaramup

3.2.1.6 Implement Wallcliffe Road Streetscape upgrade

3.2.1.7 Complete the Annual Drainage Works program

3.2.1.8 Sell the three identified properties in the Margaret River town centre to raise revenue for the town centre upgrade

3.2.1.9 Undertake EOI process with not-for-profit providers to develop and operate a retirement village in Augusta

3.2.1.10 Work with the Minister of Regional Development and the South West Development Commission to secure Royalties for Regions (R4R) funds for upgrade of Margaret River Main Street Town Centre Improvements (in conjunction with grant for the Margaret River Perimeter Road)

3.2.1.11 Finalise the relocation of the Augusta Police Station

3.2.2 Develop and implement master plans for Shire facilities and projects so they are well designed , have aesthetic appeal and accessible by all

3.2.2.1 Develop and construct an entry statement to Margaret River

3.2.2.2 Implement actions in the Margaret River Foreshores upgrade (subject to funding)

3.2.2.3 Apply for funding from National Stronger Regions Fund (NSRF), Royalties for Regions (R4R) and other potential sources for stage I & II of Margaret River Cultural Centre.

3.2.2.4 Undertake equipment upgrades to the Margaret River Cultural Centre


Community Outcome


3.2.2.5 Investigate relocation and expansion of Augusta Library

3.2.2.6 Undertake assessment of longer term needs of libraries in Margaret River and Augusta

3.2.2.7 Develop a master plan for upgrades to the Margaret River Recreation Centre

3.2.2.8 Design Wallcliffe Road Carpark at the Margaret River Skatepark

3.2.2.9 Construct Wallcliffe Road Carpark at the Margaret River Skatepark

3.2.2.10 Seal and formalise carpark at Gracetown

3.2.2.11 Maintenance upgrades to Shire bridges

3.2.3 Address the need for affordable housing and accommodation now and in the future

3.2.3.1 Implement recommendations from the Affordable Housing Strategy

3.3 Unique natural and settlement character

KPI The community’s perception of natural character, settlement and the preservation of landscapes is maintained or enhanced

3.3.1 Protect heritage places, values and significant regional landscapes in the planning scheme

3.3.3.1 Ensure development is consistent with the landscape and character policies and provisions of the Leeuwin Naturaliste Ridge Statement of Planning Policy

3.3.3.2 Maintain the Shire’s local inventory list

3.3.3.3 Investigate suitable long term alternative locations for a beach side café in the Gnarabup and Prevelly area

3.4 Connected and safe transport network

KPI Performance of key intersections and the transport network remains at an acceptable level of service

3.4.1 Develop and maintain a high quality transport network in partnership with all levels of government

3.4.1.1 Commence staged implementation of trail along the Margaret River from Rotary Park to the Rivermouth

3.4.1.2 Implement Demand Responsive Transport recommendations subject to findings of the feasibility study

3.4.1.3 Plan and implement identified parking strategies and infrastructure

3.4.1.4 Prepare Travel Plan for key local trip generators


Community Outcome


3.4.1.5 Provide customer service for the Infrastructure Directorate

3.4.1.6 Review and investigate new bus stop facility in Charles West Avenue

3.4.1.7 Undertake a study of capacity upgrade options at the Fearn Avenue/Wallcliffe Road intersection to mitigate the impact of traffic growth

3.4.1.8 Undertake Demand Responsive Feasibility Study

3.4.1.9 Undertake quality control of developer provided assets

3.4.1.11 Upgrade Gracetown Main Beach Car Park (funded by Landcorp)

3.4.1.12 Upgrade/construct John Archibald Drive/Tingle Avenue intersection to accommodate north-south and east-west traffic when southern leg of four way intersection is constructed

3.4.1.13 Complete the annual allocation for roads program

3.4.1.14 Design Wallcliffe Road - Bussell Highway - Forrest Road roundabout

3.4.1.15 Design access road to Margaret River Airport (off Perimeter Road)

3.4.1.16 Provide survey design services

3.4.1.17 Review the need for upgrade of Boodjidup Road for increased vehicle traffic

3.4.1.18 Construct Wallcliffe Road - Bussell Highway - Forrest Road roundabout

3.4.2 Provide a network of connected cycleway and pedestrian pathways

3.4.2.1 Construct extension of Wadandi Track from Gnarrawarry Road to Witchcliffe and celebrate with an official opening

3.4.2.2 Apply for funding to construct Wadandi Track South from Redgate Road to Calgardup Road

3.4.2.3 Implement and provide for infrastructure as outlined in the Integrated Transport Strategy

3.4.2.4 Prepare Bike Plan and Route Feasibility study for the townsite and wider Shire area

3.4.2.5 Progressive implementation of trails recommended in Bridle Trails Feasibility Study (subject to funding)


Community Outcome


3.4.2.6 Promote bicycle training scheme as part of school travel planning

3.4.2.7 Provide cycle parking and define monitoring strategy for Town Centre, Station Road, Boodjidup Road and Railway Terrace

3.4.2.8 Review Path Plan 2004 in line with Townsite Strategy 2008 and Transport Strategy 2012

3.4.2.9 Support Rotary Club of Margaret River to upgrade the trail along the south side of the Margaret River from the Old Settlement to Barrett Street Weir

3.4.2.10 Design path and trail upgrades identified in the Path Plan

3.4.2.11 Construct path and trail upgrades identified in the Path Plan

3.4.2.12 Complete the annual allocation for footpaths


Goal 4: Vibrant and diverse economyThe Shire’s economic base has been built upon its natural environment, tourism, viticulture, agriculture and rural and retail sectors. Through regional economic strategies the Shire will promote a sustainable range of business and job opportunities.

Community Outcome

4.1 Strong agriculture and viticulture sectors

KPI Increase in value of product from Agricultural sector


4.1.1 Ensure Shire processes support the development of strong agricultural and viticultural sectors

4.1.1.1 Convene regular meetings of the Industry Leaders Group

4.1.1.2 Maintain a positive collaborative relationship with the Margaret River Wine Industry Association and promote the Margaret River Wine Region as Australia’s premier wine region

4.1.1.3 Maintain a positive collaborative relationship with the dairy industry and other agricultural sectors to achieve sustainable agriculture

4.2 Sustainable tourism industry KPI Increase in tourist numbers visiting the Shire

4.2.1 Work collaboratively with the tourism sector to increase visitor numbers and length of stay to the Shire

4.2.1.1 Administer the Capes Regional Organisation of Councils (CapeROC) events website in conjunction with the City of Busselton

4.2.1.2 Produce the CapeROC Calendar of Events in conjunction with the City of Busselton

4.2.2 Work collaboratively with the tourism sector to promote and develop eco-tourism

4.2.2.1 Maintain a positive collaborative relationship with the Margaret River Busselton Tourism Authority (MRBTA) to measure visitor numbers and impacts and maximise visitor benefits to the Shire

4.2.3 Provide family friendly quality caravan and camping grounds to encourage visitors to extend their stay

4.2.3.1 Provide a report to Council on any proposals for leasing or joint partnership of Turner Caravan Park for Council consideration and decision

4.2.3.2 Implement actions within Alexandra Bridge Camp Ground Business Plan - construct camp kitchen


Community Outcome


4.2.3.3 Operate caravan and camping facilities at Augusta and Alexandra Bridge

4.2.3.4 Alexandra Bridge Camp Ground - develop concept plan for camp kitchen

4.2.3.5 Alexandra Bridge Camp Ground - provide facilities that meet legislative changes, complete survey and develop concept plans for site

4.2.3.6 Alexandra Bridge Camp Ground - implementation of site concept plans

4.2.3.7 Alexandra Bridge Camp Ground - erection of small office space/shed

4.2.3.8 Flinders Bay Caravan Park - develop concept plans for camp kitchen

4.2.3.9 Flinders Bay Caravan Park - construct camp kitchen

4.2.3.10 Flinders Bay Caravan Park - construct disabled toilet facility

4.2.3.11 Flinders Bay Caravan Park - construct nature based play ground (protected from weather and enclosed)

4.2.3.12 Flinders Bay Caravan Park - connected to deep sewage at Deere Street including pump station

4.2.3.13 Flinders Bay Caravan Park - upgrade house, painting, floor coverings etc.

4.2.3.14 Flinders Bay Caravan Park - upgrade sites, soil/gravel

4.2.3.15 Flinders Bay Caravan Park - upgrade power to tent sites

4.2.3.16 Alexandra Bridge Camp Ground - formalise tent sites with numbers, barriers etc.

4.2.3.17 Develop brand/style guide for caravan parks/camp ground

4.2.4 Encourage tourism in the Shire through the development and support of iconic events

4.2.4.1 Sponsor iconic events that showcase the Shire to national and international audiences

4.3 Infrastructure for economic growth

KPI Provision of infrastructure within budget, time and required standards

4.3.1 Develop major infrastructure to cater for increased residents and visitors

4.3.1.1 Assist Main Roads WA to progress development of the Margaret River Perimeter Road

4.3.1.2 Upgrade of ablutions at caravan parks

4.3.1.3 Support the Royalties for Regions (R4R) funding application for construction of Margaret River Perimeter Road

4.3.1.4 Commence construction of John Archibald Drive in conjunction with Main Roads (subject to funding)


Community Outcome


4.3.3 Facilitate access to affordable, high speed communication networks for all residents and businesses

4.3.3.1 Lobby the Federal Government for priority connection to the National Broadband Network

4.4 Sustainable economic development

KPI ABS data indicates a diversification of the local economy

4.4.1 Ensure the Shire’s regulatory environment is business friendly and considerate of business needs

4.4.1.1 Work collaboratively with the City of Busselton for consistency and to minimise regulatory constraints

4.4.2 Retain commercial and retail activities through support programs for year-round stability

4.4.2.1 Provide facilities to hold regular events with partners to act as convenor of local business

4.4.2.2 Support development of the small business sector in the Shire

4.4.3 Ensure the Shire’s procurement policies support local businesses and help generate local employment

4.4.3.1 Obtain feedback from sample of local suppliers to identify the Shire’s impact upon their business

4.4.3.2 Review Purchasing Policy and procedures to determine equity and effectiveness

4.4.3.3 Assist with the process of improving procurement and purchasing practices to ensure uniformity and consistency

4.4.4 Foster sustainable economic growth which provides local employment

4.4.4.1 Develop and maintain a comprehensive suite of marketing materials, including foreign languages to attract business investment

4.4.4.2 Undertake reciprocal visits to Haining, and further explore the potential for international relations with Vietnam city of Dong Hoi

4.4.4.3 Work collaboratively with the South West Development Commission, key stakeholders, local peak industry bodies, other tiers of government and the community sector to maximise sustainable economic development

4.4.4.4 Finalise master plans for the Tallingup Augusta Airport and apply for Regional Airports Development Scheme (RADS) funding

4.4.4.5 Work with Cowaramup Resort Developer to facilitate establishment of a resort

4.5 Improved educational infrastructure

KPI Increase in student numbers at the Margaret River Education Campus

4.5.1 Work collaboratively with other agencies to provide enhanced tertiary education facilities

4.5.1.1 Work with Margaret River Education Campus Board to support their efforts to improve the vitality of the campus


Goal 5: Effective leadership and governanceCouncil leadership is visionary, effective, transparent and trustworthy. The local government actively engages and consults the community to understand their aspirations for the future and drives positive change and diversity, and adds measurable value.

Community Outcome

5.1 Effective governance and corporate leadership

KPI Community satisfaction rates with the Council’s performance


5.1.1 Attract and develop high quality Councillors that are able to lead and articulate the community’s aspirations

5.1.1.1 Conduct a comprehensive Councillor development and capacity building program using Western Australian Local Government Association (WALGA) modules and other identified courses

5.1.1.2 Partner with the Western Australian Electoral Commission to conduct the biennial election by postal voting

5.1.1.3 Conduct comprehensive review of the Shire’s ward system

5.1.1.4 Conduct Councillor briefing sessions prior to Ordinary Council Meetings and bring a record of briefings to Council Meetings on a quarterly basis

5.1.1.5 Conduct Strategic Planning Days with Council in November/December 2015 and February/March 2016

5.1.1.6 Host information presentation and advertising campaign for potential Councillors aimed at attracting a competitive field of high quality candidates

5.1.1.7 Conduct election of Shire President and Deputy President and appointment of Councillors to committees

5.1.1.8 Conduct comprehensive Councillor induction program following elections including training in the Rules of Conduct Regulations


Community Outcome


5.1.2 Develop staff leadership through the organisation to assist with accountable decision making

5.1.2.1 Develop the Shire as a values based and driven organisation

5.1.2.2 Facilitate staff participation in the Local Government Managers Australia (LGMA) South West Aspiring Leaders and Mentors Conference

5.1.2.3 Promote and support Women in Leadership program to foster greater participation of female Councillors and staff into leadership positions

5.1.2.4 Participate in suitable programs with a wider community benefit that demonstrate good corporate citizenship

5.1.2.5 Undertake a Shire organisational review to ensure the Shire’s workforce is sustainable and efficiently placed to be able to deliver on its strategic goals

5.1.3 Ensure Councillors and employees demonstrate the importance of ethical behaviour and compliance with codes of conduct

5.1.3.1 Complete and submit Statutory Compliance Return and remediate any errors within timeframes

5.1.3.2 Review Code of Conduct for staff

5.1.4.3 Renew Councillors delegations

5.1.4.4 Monitor Council Meeting Decision Action List

5.1.4 Provide Councillors with high quality and current information for effective decision making

5.1.4.1 Conduct open information workshops for Councillors on a monthly basis and closed strategic planning workshops at least three times annually

5.1.4.2 Convene twice monthly Ordinary Meetings of Council and Special meetings of Council as called by the Shire President, Council or 3 elected members

5.1.5 Develop effective partnerships and strategic alliances to maximise community benefits

5.1.5.1 Participate and convene CapeROC meetings and provide secretariat services in 2016, following the transfer from the City of Busselton in 2015

5.1.5.2 Hold regular meetings with Arts Margaret River

5.1.5.3 Hold regular meetings with the Art and Culture Advisory Group

5.1.5.4 Hold regular meetings with the Community Access and Inclusion Reference Group (CAIRG)

5.1.5.5 Hold regular meetings with the Community Network Group

5.1.5.6 Hold regular meetings with the Liquor Forum

5.1.5.7 Hold regular meetings with the Youth Advisory Council (YAC)


Community Outcome


5.1.5.8 Hold regular meetings with the Sport and Recreation Advisory Committee (SRAC)

5.1.5.9 Participate in environmental health regional meetings and events

5.1.5.10 Work with Reginal Public Health Units (RPHU) to reduce the spread of infections disease in the community as required infectors

5.2 Effective strategy, planning and asset management

KPI Documents developed in line with legislative requirements

5.2.1 Develop and maintain the Community Strategic Plan that sets long term directions and goals for the future of the Shire

5.2.1.1 Continue implementation of the Integrated Planning and Reporting (IPR) program, including quarterly reporting against the Operational Plan to Council

5.2.1.2 Develop Annual Operational Plan linked to Corporate Business Plan and Annual Budget

5.2.1.3 Review Business Unit plans for directorate in line with strategic direction

5.2.1.4 Undertake desktop review of the Community Strategic Plan

5.2.1.5 Undertake a desktop review of the Corporate Plan

5.2.1.6 Undertake a full review of the Corporate Plan to implement strategies outlined in the Community Strategic Plan

5.2.1.7 Undertake a full review of the Community Strategic Plan



5.2.1.10 Develop Sport and Recreation Strategic Plan

5.2.2 Develop long term Resourcing Strategy aligned to the Community Strategic Plan

5.2.2.1 Progressively implement recommendations of the Asset Management Improvement Plan

5.2.2.2 Undertake desktop review of the Asset Management Plan

5.2.2.3 Undertake desktop review of the Ten Year Capital Works Program

5.2.2.4 Undertake full review of the Asset Management Plan

5.2.2.5 Undertake a full review of the Ten Year Capital Works Program


Community Outcome


5.2.2.6 Implement Risk Management Framework

5.2.2.7 Undertake desktop review of ICT Strategic Framework

5.2.2.8 Undertake full review of the ICT Strategic Framework

5.2.2.9 Review the Long Term Financial Plan through the Chief Executive Officer appointed Internal Expenditure Review Committee and present options to Council for increasing revenue and reducing operating cost

5.2.2.10 Undertake full review with ongoing desktop review of Long Term Financial Plan

5.2.2.11 Undertake desktop review of Workforce Plan

5.2.2.12 Undertake full review of Workforce Plan

5.2.2.13 Monitor Risk Register actions and report regularly to ELT and the Audit and Risk Management Committee

5.2.2.14 Scope via the customer survey and International Association for Public Participation 2 (IAP2) Framework the requirements to develop a Stakeholder and Customer Framework and Engagement Strategy

5.2.2.15 Develop an Economic Development Strategy as identified in the Business Excellence Review

5.2.2.16 Develop an internal Business Improvement Strategy as identified in the Business Excellence Review

5.2.2.17 Develop a Strategic Waste Management Plan

5.2.3 Develop and review long term asset management and replacement plans

5.2.3.1 Conduct investigations into townsite areas and light industrial areas with inadequate stormwater

5.2.3.2 Provide asset management planning services

5.2.3.3 Provide land administration services

5.2.3.4 Undertake detailed planning of recreational renewal and maintenance requirements

5.2.3.5 Implement short term priorities of the Land Asset Management Plan

5.2.3.6 Review the Land Asset Management Plan

5.2.3.7 Implement Margaret River Depot Master Plan


Community Outcome


5.2.3.8 Develop Annual Plant Replacement Program

5.2.3.9 Undertake detailed planning of depot infrastructure renewal and maintenance requirements

5.2.3.10 Undertake detailed planning of playground and Skatepark infrastructure renewal and maintenance requirements

5.2.3.11 Implement recommendations from Sport and Recreation Strategic Plan

5.2.4 Maintain and renew Shire assets according to agreed standards

5.2.4.1 Develop annual schedules for maintenance and renewal of Shire assets

5.2.4.2 Undertake asset management at Shire Waste and Recycling Facilities (Davis Road and Wallis Road)

5.2.4.3 Implement annual Plant Replacement Program

5.2.4.4 Implement annual Light Fleet Replacement Program

5.2.4.5 Undertake annual maintenance program

5.2.4.6 Develop a 15 year strategic plan for asbestos removal from Shire infrastructure that aligns with the Long Term Financial Plan

5.2.5 Ensure the Shire’s financial performance is well managed and leads to a strong financial position

5.2.5.1 Convene tri annual meetings of the Audit and Risk Management Committee

5.2.5.2 Administering the Shire’s investment portfolio

5.2.5.3 Administering the Shire’s loan portfolio

5.2.5.4 Billing of property rates

5.2.5.5 Billing of sundry debtors

5.2.5.6 Continue to monitor and analyse monthly year to date and annual financial performance

5.2.5.7 Ensure revenue opportunities are maximised by identifying grant opportunities, additional revenue sources and cost recovery

5.2.5.8 Manage the Shire’s financial reserves

5.2.5.9 Preparation of the annual budget


Community Outcome


5.2.5.10 Manage the Shire’s financial report

5.2.5.11 Preparation of monthly management reports

5.2.5.12 Promote a whole of life assessment approach for projects

5.2.5.13 Use appropriate processes to asses the short term and long term financial viability of capital and other projects

5.3 Effective knowledge and information management

KPI Records are managed in line with legislative requirements

5.3.1 Ensure that information is managed in accordance with statutory requirements and is available for decision making

5.3.1.1 Provide recordkeeping services to the organisation

5.3.1.2 Undertake annual Records Disposal program

5.3.1.3 Develop a legislative compliance calendar

5.3.1.4 Implement legislative compliance calendar

5.3.1.5 Implement a document control system/process across the Shire

5.3.1.6 Review Recordkeeping Plan

5.3.2 Ensure information and technology systems meet corporate needs and add value to the Shire’s operations

5.3.2.1 Review the organisation’s financial and corporate software to meet the needs of the organisation

5.3.2.2 Provide Help Desk support to users

5.3.2.3 Review Information and Communication Technology Disaster Recovery Plan

5.3.2.4 Review of Information and Communication Technology Strategic Plan

5.3.2.5 Undertake personal computer refresh program

5.3.2.6 Undertake servers refresh program

5.3.2.7 Upgrade and extend software licensing to meet the needs of the organisation

5.3.2.8 Undertake hardware maintenance system

5.3.2.9 Maintain communications system


Community Outcome

5.4 Highly skilled and motivated people

KPI Employee satisfaction rates with the organisation


5.4.1 Recruit, train and retain high achieving employees

5.4.1.1 Implement employee development and growth program

5.4.1.2 Review the Shire’s training and development plans

5.4.2 Recognise and reward high achieving employees

5.4.2.1 Facilitate employee recognition program

5.4.2.2 Negotiate Enterprise Bargaining Agreement renewal

5.4.3 Ensure the Shire provides a safe and fair workplace

5.4.3.1 Implement employee health program

5.4.3.2 Implement Equal Opportunity Plan

5.4.3.3 Implement Occupational Safety and Health Management Plan

5.4.3.4 Review Occupational Safety Management system

5.4.3.5 Integrate Safe Operating Procedure (SOP) into on-line training system

5.4.3.6 Improve contractor/site induction process

5.4.3.7 Review Managers KPIs on diverse workforce and inclusive culture - employee survey

5.4.4 Ensure staff are consulted and are informed of key decisions and issues within the organisation

5.4.4.1 Conduct a minimum of two all of staff meetings per annum

5.4.4.2 Develop a workforce communication strategy

5.4.4.3 Review Shire engagement strategy

5.4.4.4 Review the workforce communication strategy

5.5 Community and customer focus KPI Community satisfaction rates with the Shire’s performance

5.5.1 Provide high quality customer and community focussed services and programs across the organisation

5.5.1.1 Review the customer service standards for Corporate and Community Services Directorate

5.5.1.2 Provide Department of Transport licensing services


Community Outcome


5.5.1.3 Provide one-stop shop customer service center

5.5.1.4 Review Customer Service Charter

5.5.1.5 Review Department of Transport licensing agreement

5.5.1.6 Review customer service standards for Infrastructure Services directorate

5.5.1.7 Review customer service standards for Sustainable Development directorate

5.5.1.8 Review the energy tender with Perth Energy

5.5.2 Communicate effectively with the community and promote the Shire’s positive image

5.5.2.1 Implement the Communication Strategy and Marketing Plan

5.5.2.2 Establish Shire’s position in the Regional Branding Project

5.5.2.3 Review the Communication Strategy and Marketing Plan

5.5.2.4 Monitor and administer functions of the Shire’s website

5.5.2.5 Review and refresh the Shire website every four years

5.6 A culture of innovation, quality and continuous improvement

KPI Increase in efficiency and effectiveness of Shire processes

5.6.1 Foster a culture of innovation and continuous improvement

5.6.1.1 Implement a continuous improvement program across the organisation

5.6.1.2 Review the Shire values to refocus the organisation on Performance, Commitment and Innovation as outlined in the 2015 Business Excellence Review

5.6.2 Ensure Shire services and processes meet or exceed customer needs and recognised industry standards

5.6.2.1 Conduct comprehensive review of Standing Orders every four years, early in the election years

5.6.2.2 Conduct comprehensive review of Shire policies over a three year period

5.6.2.3 Review and update procedures for Corporate and Community Services directorate

5.6.2.4 Measure and report on administration of Customer and Information Services

5.6.2.5 Complete review of policies by Council adopting new policies in Infrastructure


Community Outcome


5.6.2.6 Review and update procedures for Infrastructure Services directorate

5.6.2.7 Adopt new policies for Recreation Services

5.6.2.8 Review and update procedures for Sustainable Development

5.6.2.9 Review the Community Consultation Policy (non planning matters)

5.7 Measure and report on success and sustainability

KPI Shire financial indicators are tracking positively

5.7.1 Effectively measure our success and progress to a sustainable future

5.7.1.1 Benchmark Shire services against other WA local government e.g. financial benchmarks

5.7.1.2 Conduct internal Audit of Shire’s Financial Processes to include internal controls and risk management

5.7.1.3 Undertake community satisfaction survey (every four years)

5.7.1.4 Conduct Business Excellence Review (every four years)

5.7.1.5 Conduct external audit and interim audit annually and remediate any problems within timeframes

5.7.1.6 Coordinate Best Employer Survey

5.7.1.7 Coordinate OSH Audit AS/NZS4801:2001

5.7.1.8 Implement key actions identified in the 2015 Australian Business Excellence Framework (ABEF) review

5.7.1.9 Scope for what is required to review and develop comprehensive service level costings for all business units in the Shire to also include service level expectation from community

5.7.1.10 Review workforce performance measures and systems for capturing performance data

5.7.1.11 Arrange review of financial systems to comply with Financial Management Regulation 5(2)©

5.7.1.12 Arrange review of internal controls, legislative compliance and risk management to comply with Audit Regulation 17

5.7.2 Report on our success and sustainability to the community and stakeholders

5.7.2.1 Implement Annual Reports consistent with the guidelines for the Department of Local Government and Communities Integrated Planning and Reporting Framework


Community Outcome


5.7.2.2 Prepare and advertise quarterly reports of the Community Strategic Plan

5.7.2.3 Undertake Food Act Reporting

5.7.2.4 Complete Local Government data collection and reporting requirements for environmental health and waste services

5.7.2.5 Complete State Government data collection and reporting requirements

5.7.3 Develop indicators and measure the performance of the Shire and the success in achieving its vision

5.7.3.1 Measure and report on Key Performance Indicators in the Community Strategic Plan

5.7.3.2 Measure and report on Key Performance Indicators in the Corporate Plan

5.7.3.3 Develop financial indicators for Business Units

How the documents link

Resourcing Strategy 10 years

The Resourcing Strategy is used to test and inform the long-term aspirations of the Community Strategic Plan and to guide the deliverables which can be achieved in the Corporate Plan and Operational Plan

Operational Plan

1 year

Corporate Plan

4 years

Community Strategic Plan

20 years

Vision

Strategic Directions

Outcomes, Strategies, Targets

Major Projects

Programs and Services

Corporate Indicators

4 Year Financials

Annual Projects, Programs and Services

Service KPIs

Annual Budget

Revenue Details

Part 1: Long Term Financial Plan

Part 4: ICT Strategic Framework

Part 3: Workforce Plan

Part 2: Asset Management Plan


Making it happen and reporting back

The Community Strategic Plan is a new approach towards planning for the future of the Shire of Augusta Margaret River.

As a local government organisation, the Shire is governed by the requirements of the Local Government Act (1995) and Regulations, and other relevant legislative provisions and is responsible for administering its local government area.

The Local Government Act identifies the matters the Shire needs to consider when carrying out its responsibilities. The Shire has a range of roles – as a leader, service provider, regulator, advocate, facilitator and educator. The Shire has a responsibility to formulate and pursue their community’s aspirations, provide civic leadership, deliver key services and express local ideas and concerns about important issues to other levels of government.

There are services that all local governments must provide, and some they may choose to make available. There are new policy approaches by state and federal governments that influence or direct local government responses, and legislation that affects the provision of current services. The Shire’s role extends beyond the direct provision of services to advocating for an equitable allocation of resources from the state and federal governments.

A new mandatory integrated planning and reporting framework for Western Australian Local Government was introduced in 2013 by the WA State Government as shown in the diagram below.

Reporting on progressDuring the year the Shire’s Chief Executive Officer is required to report quarterly to Council on progress in implementing actions in the Operational Plan. Each

year the Annual report will provide a full report on progress and will help identify whether a change in direction is necessary based on the results. The Community Strategic Plan is reviewed with the community every four years.

InputsSuperTowns Growth PlanCommunity engagementVisionMissionValuesGoalsOutcomesStrategies

InputsLegislative changesCouncil resolutions

ImplementationThe Shire is responsible for implementing actions in line with the annual budget

Issue specific strategies and plans

Key Services

Information Communication Technology Strategy

Workforce Plan

Asset Management Plan

Long Term Financial Plan

Resourcing Strategy 10 years

Community Strategic Plan

20 years

Corporate Plan 4 years

Operational Plan and Budget

1 year

Business Unit Plans

Ongoing monitoring and review framework

Annual Report

Contents

Our Delivery Program 54

Introduction 55

Chief Executive’s Office 56Chief Executive’s Office 56Governance 62Marketing 66Human Resources 70

Directorate Corporate and Community Services 75Corporate and Community Services 75Revenue 81General Financing 83Finance 85Customer and Information Services 88Customer Relations 90Records 92Information and Communication Technology 94Caravan Parks 96Community Development 99Rangers 105Community and Emergency Services 109Recreation Centres 112Childcare 117Library Services 119

Directorate Sustainable Development 122Sustainable Development 122Planning Services 125Building Services 131Environmental Health and Events 133Waste Services 138

Directorate Infrastructure Services 143Infrastructure Services 143Asset Services 146Works Administration 156Construction 158Operations 162Survey and Design 166Workshop 168

Linking our goals 170

Our Delivery Program Our Delivery ProgramOur Delivery Program


A collaborative approach effectively manages and resources, improvements and maintenance, to the health of our waterways


Introduction

The four year delivery program represents the commitment made by Councillors and staff to work towards the community aspirations included in the Community Strategic Plan.

Each of the Shire’s Business Units has its section which tells you the activities that will be undertaken, when they will occur and identifies priorities. It also lists indicators we will use to measure our success and the challenges we face in achieving our programs. A Workforce Plan and budget is aligned to each Team. The delivery program shows all activities the Shire undertakes, including those

that are currently unfunded. These items will make an important contribution towards achieving our goals, but which the Shire cannot currently resource. They are included in the delivery program in case funding sources are identified during the four year term of the program which will allow them to proceed.

KeyThe Business Units are linked back to the Key Goals in the Community Strategic Plan through the use of Goal Icons. While one Business Unit may undertake

work primarily linked to one Goal, others may link to several Goals.

Goal 1: Valuing the natural environment


Goal 2: Welcoming and inclusive communities

Goal 4: Vibrant and diverse economy

Goal 5: Effective leadership and governance

Indicates an activity that is currently unfunded or part funded and will not be included in the relevant year/s Operational Plan unless the necessary funding becomes available

$

Indicates an activity that has been identified as a priorityBOLD

Indicates a new or upgraded service

Indicates an activity or task to be completed within the specific year

Indicates an ongoing operational activity

Corporate Business Plan 2015-19 56 Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/Unfunded



Service Team Chief Executive’s OfficeResponsibility Chief Executive’s Office

Services ♦ Lead the management, administration and day to day operations of the Shire of Augusta Margaret River, delivering a positive and values based organisation

♦ Ensure quality advice and information is available to the Council to facilitate informed decision making and legislative compliance

♦ Ensure Council decisions are implemented in a timely manner

♦ Promote sound governance, community leadership and ethical behaviour by elected members

♦ Create and support productive and strategic relationships with the community and key stakeholder groups

♦ Manage the human, physical and financial resources of the Shire to ensure sustainable performance and service delivery

♦ Confidential secretarial, governance and administrative support services support the Council, Shire President and Chief Executive Office

♦ Convene and conduct Australian Citizenship Ceremonies according to law and in a timely manner

Workforce ♦ 2 FTEs

Challenges ♦ Meeting the increasing communities expectations with available resources

♦ Meeting the increasing compliance requirements being imposed on local government

♦ Increasing visibility of Shire and demand on Chief Executive Officer (CEO) and Shire President

Business Unit Target Source Reporting Frequency

Indicators ♦ CEO Performance Targets adopted by Council ♦ 100% ♦ CEO Performance Targets ♦ Annual

♦ Four yearly Community Satisfaction survey is conducted and results are reported to Council and the community ♦ 100% ♦ Customer Satisfaction Survey ♦ 4 yearly

♦ Civic and Citizen Ceremonies conducted ♦ Trend ♦ Excel ♦ Annual

Ongoing Completed that year New/upgraded service BOLD CEO Priority 14/15 $ Part/UnfundedCorporate Business Plan 2015-19 57

Community Outcome Shire Strategic Response

2. Liveable and well designed places

2.2 Develop and implement master plans for Shire facilities and projects so they are well designed, have aesthetic appeal and are accessible by all

Activities and Priorities Responsibility Stakeholders Budget 2015-2016 2016-2017 2017-2018 2018-2019

3.2.2.3

Apply for funding from National Stronger Regions Fund (NSRF), Royalties for Regions (R4R) and other potential sources for stage I & II of Margaret River Cultural Centre.

Chief Executive Officer SWDC, Community, StakeholderWorking Group: MRBTA Chamber of Commerce, Wine Industry Leaders, Arts MR

Asset upgrade

1. Strong agriculture and viticulture sectors

1.1 Ensure Shire processes support the development of strong agricultural and viticultural sectors

4.1.1.1Convene regular meetings of the Industry Leaders Group

Chief Executive Officer Wine, Dairy and Agriculture Industry leaders Operating

4.1.1.3 Maintain a positive collaborative relationship with the dairy industry and other agricultural sectors to achieve sustainable agriculture

Chief Executive Officer Dairy and Agricultural Industry Leaders Operating

3. Infrastructure for economic growth

3.3 Facilitate access to affordable, high speed communication networks for all residents and businesses

4.3.3.1Lobby the Federal Government for priority connection to the National Broadband Network

Chief Executive Officer State and Federal Ministers Operating

4. Sustainable economic development 4.2 Retain commercial and retail activities through support programs for year-round stability

4.4.2.1Provide facilities to hold regular events with partners to act as a convenor of local businesses

Chief Executive Officer Local business, Internal Staff Operating

4.4.2.2Support development of the small business sector in the Shire

Chief Executive Officer Local business, MR Chamber of Commerce and Industry

Operating




4.4 Foster sustainable economic growth which provides local employment

4.4.4.2

Undertake reciprocal visits to Haining, and further explore the potential for international relations with Vietnam city of Dong Hoi

Chief Executive Officer Ministerial officials in Vietnam,Haining Officials Operating

4.4.4.3

Work collaboratively with the South West Development Commission, key stakeholders, local peak industry bodies, other tiers of government and the community sector to maximise sustainable economic development

Chief Executive Officer SWDC, MRBTA, Chamber of Commerce and Industry,Wine, Dairy and Agricultural industry leaders,

Operating

5. Improved educational infrastructure 5.1 Work collaboratively with other agencies to provide enhanced tertiary education facilities

4.5.1.1Work with Margaret River Education Campus Board to support their efforts to improve the vitality of the campus

Chief Executive Officer MR Education Campus Board members Operating

1. Effective governance and corporate leadership

1.1 Attract and develop high quality Councillors that are able to lead and articulate the community’s aspirations

5.1.1.1

Conduct a comprehensive Councillor development and capacity building program using Western Australian Local Government Association (WALGA) modules and other identified courses

Chief Executive Officer Council, WALGA, Internal staff Operating

5.1.1.3Conduct a statutory review of the Shire’s Ward System

Chief Executive Officer Council,Community Operating

5.1.1.4Conduct Councillor briefing sessions prior to Ordinary Council Meetings and bring a record of briefings to Council Meetings on a quarterly basis

Chief Executive Officer Council, Internal staff Operating




5.1.1.5Conduct Strategic Planning Days with Council in November/December 2015 and February/March 2016

Chief Executive Officer Council, Internal staff, Expert presenters if identified

Operating

5.1.1.6

Host information presentation and advertising campaign for potential Councillors aimed at attracting a competitive field of high quality candidates

Chief Executive Officer Council, Community, Internal staff, Local newspapers

Operating

5.1.1.7Conduct election of Shire President and Deputy President and appointment of Councillors to committees

Chief Executive Officer Shire President, Shire Deputy President, Council, Chief Executive Officer

5.1.1.8

Conduct comprehensive Councillor induction program following elections including training in the Rules of Conduct Relations

Chief Executive Officer Council, Internal staff

1.2 Develop staff leadership through the organisation to assist with accountable decision making

5.1.2.1Develop the Shire as a values based and driven organisation

Chief Executive Officer Internal staff, Chief Executive Officer Operating

5.1.2.2 Facilitate staff participation in the Local Government Managers Australia (LGMA) South West Aspiring Leaders and Mentors Conference

Chief Executive Officer Internal staff, LGMA Operating

5.1.2.3Promote and support Women in Leadership program to foster greater participation of female Councillors and staff into leadership positions

Chief Executive Officer Internal staff, LGMA Operating

5.1.2.5

Undertake a Shire organisational review to ensure the Shire’s workforce is sustainable and efficiently placed to be able to deliver on its strategic goals

Chief Executive Officer Chief Executive Officer, Internal Staff, Learning Horizons Operating




1.4 Provide Councillors with high quality and current information for effective decision making

5.1.4.1Conduct open information workshops for Councillors on a monthly basis and closed strategic planning workshops at least three times annually

Chief Executive Officer Council, Internal staff Operating

1.5 Develop effective partnerships and strategic alliances to maximise community benefits

5.1.5.1Participate in CapeROC meetings and provide secretariat services in 2016, following transfer from City of Busselton

Chief Executive Officer CapeROC,City of Busselton, MRBTA

Operating

2. Effective strategy, planning and asset management 2.2 Develop a long term Resourcing Strategy aligned to the Community Strategic Plan

5.2.2.15Develop an Economic Development Strategy internally with consultant input

Chief Executive Officer Internal StaffOperating

5.2.2.16Develop an internal Business Improvement Strategy as identified in the Business Excellence Review


2.5 Ensure the Shire’s financial performance is well managed and leads to a strong financial position

5.2.5.1Convene tri annual meetings of the Audit and Risk Management Committee

Chief Executive Officer Internal Staff,A&RM Committee, External Auditors

Operating



4. Highly skilled and motivated people

4.4 Ensure staff are consulted and are informed of key decisions and issues within the organisation


5.4.4.1 Conduct a minimum of two all of staff meetings per annum


6. A culture of innovation, quality and continuous improvement 6.1 Foster a culture of innovation and continuous improvement

5.6.1.1Implement a continuous improvement program across the organisation


5.6.1.2

Review Shire values to refocus the organisation on Performance, Commitment and Innovation as outlined in the Business Excellence Review

Chief Executive Officer/Corporate Planner

Internal Staff

Operating

5.1.2.4Participate in suitable programs with a wider community benefit that demonstrate good corporate citizenship

Chief Executive Officer CommunityOperating

7. Measure and report on success and sustainability 7.1 Effectively measure our success and progress to a sustainable future

5.7.1.1Benchmark Shire services against other WA local government e.g. financial benchmarks

Chief Executive Officer Local GovernmentsOperating

5.7.1.2Conduct internal audit of Shire’s Financial Processes to include internal controls and risk management

Chief Executive Officer External AuditorsOperating

5.7.1.3Undertake community satisfaction survey every four years

Chief Executive Officer CommunityOperating


Governance

Service Team GovernanceResponsibility Chief Executive’s Office

Services ♦ Provide governance support services to the Chief Executive’s Office and Council

♦ Prepare agendas and record and distribute minutes relating to Council and Committee Meetings

♦ Liaise with members of the community and other government agencies relating to Council meeting matters

♦ Coordinate compliance process and maintain and review governance registers in accordance with relevant legislation

♦ Provision of commercial trading permits

Workforce ♦ 1 FTE

Challenges ♦ Responding to increasing requirements for electronic reporting

♦ Ensuring systems and procedures are developed for compliance

♦ Provision of commercial trading permits



Indicators ♦ Council agendas and minutes distributed and posted on the

Shire web-page on time with Councillors receiving the agenda simultaneously

♦ 100% ♦ Local Government Act 1995 ♦ Quarterly

♦ Annual Statutory Compliance Audit Report is completed and lodged within statutory time frames ♦ 100% ♦ Local Government Audit

Regulations 1996 ♦ Annual

♦ Agendas delivered before three working days before the Ordinary Council meeting ♦ 100% ♦ Local Government Audit

Regulations 1996 ♦ Annual

♦ Compliance with governance registers ♦ 100% ♦ Synergy ♦ Annual

♦ Council decisions actioned within three months ♦ 100% ♦ Council Minutes ♦ Quarterly

♦ Council recommendations proposed ♦ Trend ♦ Council Minutes ♦ Annual

♦ Councillor satisfaction with support services ♦ 100% ♦ Councillor Survey ♦ Annual

♦ Customer satisfaction with the permit process ♦ 100% ♦ Customer Survey ♦ 4 yearly

♦ Ordinary and Special Council meetings held ♦ 100% ♦ Council Minutes ♦ Annual

♦ Officer Recommendations adopted ♦ Trend ♦ Council Minutes ♦ Annual

♦ Total local reserve permit applications assessed ♦ Trend ♦ Synergy ♦ Annual

♦ Total commercial trading permits issued ♦ Trend ♦ Synergy ♦ Annual

♦ Local reserve permit applications assessed ♦ Trend ♦ Synergy ♦ Annual




1.1 Attract and develop high quality Councillors that are able to lead and articulate the community’s aspirations


5.1.1.2Partner with Western Australian Electoral Commission to conduct the biennial election program by postal voting

Governance Officer Western Australian Electoral Commission, Council

Operating

1.3 Ensure Councillors and employees demonstrate the importance of ethical behaviour and compliance with codes of conduct

5.1.3.1Complete and submit Statutory Compliance Return and remediate any errors within timeframes

Governance Officer Department of Local Government and Communities (DLGC)

Operating

1.4 Provide Councillors with high quality and current information for effective decision making

5.1.4.2

Convene twice monthly Ordinary Meetings of Council and Special meetings of Council as called by the Shire President, Council or 3 elected members

Chief Executive Officer Council, Chief Executive Officer Operating

5.1.4.3Review Councillors delegations Governance Officer Chief Executive Officer,

Council Operating

5.1.4.4Monitor the Council Meeting Decisions Action List Council Minutes and

Agenda’s OfficerCouncil, Internal Staff Operating

6.2 Ensure Shire services and processes meet or exceed customer needs and recognised industry standards

5.6.2.1Conduct comprehensive review of Standing Orders every four years, early in the election years

Governance Officer Council, Internal Staff Operating

5.6.2.2 Conduct comprehensive rolling review of Shire policies over a three year period

Governance Officer Internal Staff Operating



3 Effective knowledge and information management

3.1 Ensure that information is managed in accordance with statutory requirements and is available for decision making


5.3.1.3Develop a legislative compliance calendar Governance Officer Internal Staff

Operating

5.3.1.4Implement legislative compliance calendar Governance Officer Internal Staff

Operating


Marketing

Service Team MarketingResponsibility Chief Executive’s Office

Services ♦ Administration of icon events funding and sponsorship packages

♦ Establishment and maintenance of Shire branding

♦ Management, production and monitoring of Shire media, promotions and advertising

♦ Monitor and administer functions of the Shire’s website

♦ Graphic design services

♦ Community, Shire and stakeholder event organisation

Workforce ♦ 1 FTE

Challenges ♦ Responding to increasing media requests as a result of wider distribution

♦ Creating media to appeal to highly varying demographics

♦ Responding to social changes in consumption of news, media and advertising

♦ Maintaining knowledge and awareness of policy and activities across Shire business units



Indicators ♦ Total media releases compiled ♦ Trend ♦ Synergy ♦ Annual

♦ Total photo shoots ♦ Trend ♦ Synergy ♦ Annual

♦ Total radio interviews ♦ Trend ♦ Synergy ♦ Annual

♦ Total print ads compiled ♦ Trend ♦ Synergy ♦ Annual

♦ Total community events and official functions ♦ Trend ♦ Synergy ♦ Annual

♦ Total icon event sponsorship agreements ♦ Trend ♦ Synergy ♦ Annual

♦ Total community event sponsorship agreements ♦ Trend ♦ Synergy ♦ Annual

♦ Total collateral compiled ♦ Trend ♦ Synergy ♦ Annual

♦ Search engine click through rates ♦ Trend ♦ Google Analytics ♦ Annual

♦ Visitation types to the website ♦ Trend ♦ Google Analytics ♦ Annual



1. Strong agriculture and viticulture sectors

1.1 Ensure Shire processes support the development of strong agricultural and viticultural sectors


4.1.1.2

Maintain a positive collaborative relationship with the Margaret River Wine Industry Association and promote the Margaret River Wine Region as Australia’s premier wine region

Marketing and Events Officer

MRBTAMargaret River Wine Industry Operating

2. Sustainable tourism industry 2.1 Work collaboratively with the tourism sector to increase visitor numbers and length of stay to the Shire

4.2.1.1Administer the Capes Regional Organisation of Councils (CapeROC) events website in conjunction with the City of Busselton


CapeROCCity of Busselton Operating

4.2.1.2Produce the Capes Regional Organisation of Councils (CapeROC) Calendar of Events in conjunction with the City of Busselton


CapeROCCity of Busselton Operating

2.2 Work collaboratively with the tourism sector to promote and develop eco-tourism

4.2.2.1

Maintain a positive collaborative relationship with the Margaret River Tourism Association Tourism (MRBTA) to measure visitor numbers and impacts and maximise visitor benefits to the Shire


MRBTA

Operating

2.4 Encourage tourism in the Shire through the development and support of iconic events

4.2.4.1Sponsor iconic events that showcase the Shire to national and international audiences


CommunityEvent Organisers Operating



4. Sustainable economic development 4.4 Foster sustainable economic growth which provides local employment


4.4.4.1Develop and maintain a comprehensive suite of marketing materials, including foreign languages to attract business investment


Internal Staff Operating

2. Community and customer focus 5.2 Communicate effectively with the community and promote the Shire’s positive image

5.5.2.1Implement the Communication Strategy and Marketing Plan



5.5.2.3Review the Communication Strategy and Marketing Plan



5.5.2.4Monitor and administer functions of the Shire’s website


Internal Staff, Community Operating

5.5.2.5Review and refresh the Shire website every four years


External ProviderOperating


Human Resources

Service Team Human ResourcesResponsibility Manager Human Resources

Services ♦ Employment

♦ Personnel

♦ Workplace Relations

♦ Occupational Safety, Health and Wellbeing

♦ Workforce Planning

Workforce ♦ 5.4 FTE

Challenges ♦ Ability to meet growing service demands with limited resources

♦ Continual increase in the level of workforce legislative and reporting requirements

♦ Labour market skills shortage

♦ Declining employee health associated with an ageing workforce

♦ Lack of efficient and effective Human Resources Information System

♦ Increase in demand for flexible working arrangements and career growth opportunities

♦ Diminishing level of supervisory and leadership experience within the workforce



Indicators ♦ Number of employees (FTE) ♦ 168.00 ♦ Workforce Plan ♦ Annual

♦ Staff turnover rate % ♦ <10 ♦ Separation Matrix ♦ Annual

♦ Number of employment vacancies ♦ <41 ♦ Recruitment Matrix ♦ Annual

♦ Number of workers compensation claims ♦ <10 ♦ LGIS CATS Report ♦ Annual

♦ Occupational Safety and Health Audit AS/NZS4801:2001 rating ♦ >80 ♦ LGIS Audit Report ♦ 4 yearly

♦ Employee Engagement Hewitt Survey Score ♦ 50% ♦ Survey Report ♦ 4 yearly

♦ DLGC Workforce Plan legislative compliance rating ♦ Basic standard ♦ DLGC ♦ 5 yearly

♦ EEO listed in recruitment processes ♦ 100% ♦ DAIP ♦ Annual

♦ Advertisements lodged within deadlines ♦ 100% ♦ Workforce Plan ♦ Annual

♦ Vacancy Duration Rate ♦ 50 days ♦ Recruitment Matrix ♦ Annual

♦ Employment offers completed within deadlines ♦ 100% ♦ Workforce Plan ♦ Annual

♦ Accident/incidents investigations assessed with two days upon being received ♦ 100% ♦ OSH Plan ♦ Annual

♦ Workers compensation claims lodged within three days ♦ 100% ♦ WC matrix ♦ Annual

♦ Customer satisfaction ♦ Satisfied ♦ Customer Satisfaction Survey ♦ Annual

♦ Staff OSH inductions conducted within five days ♦ 100% ♦ OSH Plan ♦ Annual

♦ Adjustments (Payroll) Annually ♦ 6 ♦ Payroll matrix ♦ Annual

♦ Payroll EFT produced to deadline ♦ 100% ♦ Payroll matrix ♦ Annual

♦ Staff issues investigated within five days ♦ 90% ♦ Investigation matrix ♦ Annual




1.3 Ensure Councillors and employees demonstrate the importance of ethical behaviour and compliance with codes of conduct


5.1.3.2 Review Code of Conduct for staffManager Human Resources

Chief Executive OfficerInternal staff, External legal entity

Operating


5.2.2.11 Undertake desktop review of Workforce Plan

Manager Human Resources

Strategic Performance Improvement Working Group (SPIWG), ELT, Internal staff, External training providers

Operating

5.2.2.12 Undertake full review of Workforce Plan


Strategic Performance Improvement Working Group (SPIWG), ELT, Internal staff, External training providers

Operating

4. Highly skilled and motivated people 4.1 Recruit, train and retain high achieving employees

5.4.1.1Implement employee development and growth program


Internal staff, External training providers Operating

5.4.1.2Review the Shire’s training and development plans Manager Human

ResourcesInternal staff

Operating

5.4.1.3Review employee higher duties and secondment system


Internal staff, External training providers Operating




4.2 Recognise and reward high achieving employees

5.4.2.2Negotiate Enterprise Bargaining Agreement renewal


Internal staff, External bargaining representatives, Unions

Operating

5.4.2.1Facilitate employee recognition program Manager Human


Operating

4.3 Ensure the Shire provides a safe and fair workplace

5.4.3.1Implement employee health program Manager Human

ResourcesInternal staff, External health providers, LGIS

Operating

5.4.3.2Implement Equal Opportunity Plan Manager Human

ResourcesInternal Staff, Peer support staff Operating

5.4.3.3 Implement Occupational Safety and Health Management Plan


Internal staff, OSH committee, Safety representatives, Emergency Response Volunteers, LGIS

Operating

5.4.3.4 Review Occupational Safety Management system


Internal staff, OSH committee, Safety representatives, Emergency Response Volunteers, LGIS

Operating

5.4.3.5Integrate Safe Operating Procedure into on-line training system


Internal staffOperating




5.4.3.6Improve contractor/site induction process Manager Human

ResourcesOSH committee

Operating

5.4.3.7Review Managers KPIs on diverse workforce and inclusive culture - Employee Survey



4.4 Ensure staff are consulted and are informed of key decisions and issues within the organisation

5.4.4.2Coordinate the employee personnel evaluation system



5.4.4.3Develop a workforce communication strategy Manager Human


Operating

5.4.4.4Review Shire Engagement Strategy Manager Human


Operating

5.4.4.5Review the workforce communication strategy Manager Human


Operating


5.7.1.6Coordinate Best Employer Survey Manager Human

ResourcesInternal Staff, Survey provider Operating

5.7.1.7Coordinate OSH Audit AS/NZS4801:2001 Manager Human

ResourcesInternal staff, LGIS Operating

5.7.1.10Review workforce performance measures and systems for capturing performance data


Internal StaffOperating


Directorate Corporate and Community Services

Corporate and Community Services

Service Team Corporate and Community Services Responsibility Director Corporate and Community Services

Services ♦ Providing strategic direction, management and leadership for Financial Services, Customer and Information Services, Community Development and Safety, Sport

and Recreation Services and Library Services

♦ Providing corporate and administrative support

♦ Undertaking Integrated Planning and Corporate reporting

♦ Providing strategic input and advice as a member of the Executive Leadership Team

♦ Delivering strategic projects and policy

♦ Administering community contributions and donations

♦ Community Grants, Thank Volunteer and minor event coordination

♦ Risk Management

♦ Providing an interface between the Directorate, elected members, media and community


Challenges ♦ Changing legislation in regards to corporate planning and reporting ♦ Lack of efficient and integrated corporate software system ♦ Competing demands of community groups



Indicators ♦ Annual Report meets legislative requirements and timeframes ♦ 100% ♦ Local Government Act 1995 ♦ Annual

♦ Integrated Planning and Reporting legislative requirements meet the basic standard ♦ 100% ♦ Integrated Planning and

Reporting Framework ♦ Annual

♦ Dispersal of the annual round of Community Contributions and Donations requests ♦ 100% ♦ Financial Assistance Policy ♦ Annual

♦ Actions against Operational Plan are on track ♦ 100% ♦ Interplan ♦ Quarterly

♦ Corporate Business Plan actions completed ♦ 100% ♦ Interplan ♦ Annual

♦ Grant administration is in line with acquittal funding agreements ♦ 100% ♦ Financial Assistance

Agreement ♦ Annual

♦ Meeting Statutory requirements in conducting committees and meetings ♦ 100% ♦ Local Government Act 1995 ♦ Annual

♦ Terms of Reference are met for committee and meetings ♦ 100% ♦ Sport and Recreation Advisory Committee ♦ Annual

♦ Risk Management actions completed ♦ 100% ♦ Risk Management Framework ♦ Annual



1. Sense of identity and belonging

1.1 Foster participation in cultural events and activities that encourage a sense of identity and belonging


2.1.1.5 Manage the Community Development Fund Director Corporate and

Community ServicesCommunity

Operating

3. Strong community groups and networks 3.1 Support and value volunteers across the Shire

2.3.1.1Organise Thank a Volunteer Celebrations Director Corporate and

Community ServicesCommunity

Operating

4. Sustainable tourism industry 2.3 Provide family friendly quality caravan and camping grounds to encourage visitors to extend their stay

4.2.3.1

Provide report to Council on any proposals for leasing or joint partnership of Turner Caravan park for Council consideration and decision

Director Corporate and Community Services

Augusta community, Caravan park short and long term agreement holders, Local business

Operating

1. Effective governance and corporate leadership 1.5 Develop effective partnerships and strategic alliances to maximise community benefits

5.1.5.8 Hold regular meetings with the Sport and Recreation Advisory Committee


Sport and Recreation Advisory Committee Operating




2. Effective strategy, planning and asset management

2.1 Develop and maintain the Community Strategic Plan that sets long term directions and goals for the future of the Shire

5.2.1.1

Continue implementation of the Integrated Planning and Reporting (IPR) program, including quarterly reporting against the Operational Plan to Council

Corporate Planner Internal staff,Council

Operating

5.2.1.2Develop the Annual Operational Plan linked to Corporate Plan and Annual Budget

Corporate Planner Internal staffOperating

5.2.1.3Review Business Unit plans for directorate in line with strategic direction



5.2.1.4Undertake a desktop review of the Community Strategic Plan

Corporate Planner Internal staffOperating

5.2.1.5Undertake a desktop review of the Corporate Plan Corporate Planner Internal staff

Operating

5.2.1.6Undertake a full review of the Corporate Plan to implement strategies outlined in the Community Strategic Plan

Corporate Planner Internal staff, Council,Community

Operating

5.2.1.7

Undertake full review of Community Strategic Plan Corporate Planner Community, Local business, Internal staff, Bang The Table

Operating

5.2.1.10Develop Sport and Recreation Strategic Plan Director Corporate and

Community ServicesInternal Staff

Operating

2.2 Develop long term Resourcing Strategy aligned to the Community Strategic Plan

5.2.2.6Implement Risk Management Framework Director Corporate and

Community ServicesInternal Staff

Operating




5.2.2.13Monitor Risk Register actions and report regular to ELT and the Audit and Risk Management Committee



5.2.2.14

Scope via the customer survey and International Association for Public Participation 2 Framework (IAP2) the requirements to develop a Stakeholder and Customer Framework and Engagement Strategy

Corporate Planner Internal Staff, External Stakeholders, International Association for Public Participation Operating

3. Effective knowledge and information management

3.2 Ensure information and technology systems meet corporate needs and add value to the Shire’s operations

5.3.2.1Review organisations financial and corporate software to meet the needs of the organisation



5. Community and customer focus

5.1 Provide high quality customer and community focused services and programs across the organisation

5.5.1.1Review customer service standards for Corporate and Community Services directorate



6. A culture of innovation, quality and continuous improvement 6.2 Ensure Shire processes meet or exceed needs and recognised industry standards

5.6.2.3Review and update procedures for Corporate and Community Services directorate



5.6.2.9Review the Community Consultation Policy (non planning matters)

Corporate Planner Internal StaffOperating





5.7.1.4Conduct Business Excellence Self-Guided Assessment (every four years)

Corporate Planner Internal staff, Learning Horizons, SAI Global

Operating

5.7.1.8Implement key actions identified in the 2015 Australian Business Excellence Framework (ABEF) review


5.7.1.9

Scope what is required to review and develop comprehensive service level costings for all business units in the Shire to also include service level expectations from community

Corporate Planner Other Local Governments, Auditors, Internal Staff Operating

7.2 Report on our success and sustainability to the community and stakeholders

5.7.2.1

Implement Annual Reports consistent with the guidelines for the Department of Local Government and Communities Integrated Planning and Reporting Framework

Corporate Planner Internal Staff, Department of Local Government and Communities, Community, All stakeholders

Operating

5.7.2.2Prepare and advertise quarterly reports of the Community Strategic Plan

Corporate Planner CommunityOperating

7.3 Develop indicators and measure the performance of the Shire and the success in achieving its vision

5.7.3.1Measure and report on Key Performance Indicators in the Community Strategic Plan


5.7.3.2Measure and report on Key Performance Indicators in the Corporate Plan



Financial Services

Service Team RevenueResponsibility Manager Finance

Services ♦ Calculating, administering and collecting property rates ♦ Ensuring the completeness and integrity of the Shire’s property records ♦ Determining the fees and charges that apply for Shire services and facilities ♦ Raising and collecting debts for sundry business services such as property leases and usage of Shire facilities

Workforce ♦ 2.8 FTEs

Challenges ♦ Increasing revenue raised ♦ Improving rate of debtor collection


Indicators ♦ Amount of debts written off ♦ < Budget target ♦ Monthly financial report balance of Account RA55 ♦ Monthly

♦ Rates outstanding at the end of the financial year ♦ <2% ♦ Monthly Rates Comparison

spreadsheet stored in Revenue

♦ Monthly

♦ Sundry Debtors (by number) to be outstanding more than 90 days ♦ <10 ♦ Sundry Debtors Aged Trial

Balance ♦ Quarterly

♦ Revenue to be raised from rates to increase by at least the increase in the Perth CPI for the 12 months ending 31 March ♦ > Perth CPI ♦ Australian Bureau of Statistics ♦ Annual






5.2.5.4Billing of property rates Manager Finance Ratepayers

Operating

5.2.5.5Billing of sundry debtors Manager Finance Debtors

Operating


Service Team General FinancingResponsibility Manager Finance

Services ♦ Administer the Shire’s investment portfolio ♦ Administer the Shire’s loan portfolio ♦ Manage the Shire’s financial reserves

Workforce ♦ Included in Finance FTEs

Challenges ♦ Complying with investment guidelines

♦ Maximising return on investment

♦ Obtaining most favourable loan borrowing rate possible

♦ Increasing the balance of the Shire’s reserves


Indicators ♦ Level of outstanding debt ♦ No set amount ♦ Monthly financial report ♦ Monthly

♦ Debt Service Cover Ratio ♦ >5 is the

advanced standard

♦ Annual Financial Report ♦ Annual

♦ Amount of interest on investments earned ♦ No set amount ♦ Monthly financial report ♦ Monthly

♦ Level of reserves compared to debt ♦ Not set,

comparison of amounts

♦ Monthly financial report ♦ Monthly

♦ Rate of interest earned on investments exceeds the Reserve Banks cash rate at the start of the month

♦ > Reserve Bank cash rate

♦ Monthly investment spreadsheet stored in Finance ♦ Monthly






5.2.5.2Administering the Shire’s investment portfolio Manager Finance Chief Executive Officer,

Council Operating

5.2.5.3Administering the Shire’s loan portfolio Manager Finance Chief Executive Officer,

Council Operating

5.2.5.8Manage the Shire’s financial reserves Manager Finance Chief Executive Officer,

Council Operating


Service Team FinanceResponsibility Manager Finance

Services ♦ Preparing the Shire’s annual budget and long term financial plan and monitoring financial performance against budget and plan targets

♦ Recognition of assets on the basis of their value in each class on a three year cycle

♦ Calculating, reviewing and analysing monthly, year to date and annual financial results

♦ Ensuring compliance with financial legislation and regulations

♦ Assisting the organisation with general financial matters

♦ Review the Shire’s insurance and ensure schedules are up to date and assets are adequately insured


Challenges ♦ Balancing the Shire’s annual budget

♦ Preparing a balanced long term financial plan that integrates with the Asset Management Plan, Workforce Plan and informs the annual budget

♦ Ensuring adherence to financial practices and legislation

♦ Implementing fair value accounting


Indicators ♦ A balanced budget is prepared ♦ Balanced position ♦ Annual Budget ♦ Annual

♦ Financial ratios reported in the Annual Financial Report that exceed the targets of the Department of Local Government and Communities

♦ Advanced standard ♦ Annual Financial Report ♦ Annual

♦ Compliance with all legislative requirements for budgets and financial reporting

♦ No non-compliance matters ♦ Compliance Audit Return ♦ Annual

♦ Draft management reports are distributed to business units by the 3rd working day of the new month ♦ 100% ♦ Monthly financial report ♦ Monthly

♦ Explanations of variations > than 10% and $10,000 received from business units ♦ 100% ♦ Monthly financial report ♦ Monthly

♦ Management report is presented to Council the month after the end of the month to which the results refer ♦ 100% ♦ Council Minutes ♦ Monthly



4. Sustainable economic development

4.3 Ensure the Shire’s procurement policies support local businesses and help generate local employment


4.4.3.1Obtain feedback from sample of local suppliers to identify the Shire’s impact upon their business

Manager Finance Local business owners Operating

4.4.3.2Review Purchasing Policy and procedures to determine equity and effectiveness

Manager Finance Internal StaffOperating

4.4.3.3Assist with the process of improving procurement and purchasing practices to ensure uniformity and consistency

Manager Finance Internal StaffOperating


5.2.2.9

Review and update the Long Term Financial Plan through the Chief Executive Officer appointed Internal Expenditure Review Committee and present options to Council for increasing revenue and reducing operating cost

Manager Finance Internal staff, Chief Executive OfficerCouncil

Operating

5.2.2.10Undertake full review with ongoing desktop review of Long Term Financial Plan

Manager Finance Internal staff Operating


5.2.5.6Continue to monitor and analyse monthly, year to date and annual financial performance

Manager FinanceOperating

5.2.5.7Ensure revenue opportunities are maximised by identifying grant opportunities, additional revenue sources and cost recovery





5.2.5.9Preparation of annual budget Manager Finance Internal staff,

Chief Executive OfficerCouncil

Operating

5.2.5.10Preparation of annual financial report Manager Finance Audit and Risk

Management Committee Operating

5.2.5.11Preparation of monthly management reports Manager Finance Internal staff

Operating

5.2.5.12Promote a whole of life assessment approach for projects


5.2.5.13Use appropriate processes to assess the short and long term financial viability of capital and other projects



5.7.1.5

Conduct external audit and interim audit annually and remediate any problems within timeframes

Manager Finance Audit and Risk Management Committee, Internal Staff, Auditors

Operating

5.7.1.11Arrange review of financial systems to comply with Financial Management Regulation 5(2)(c)

Manager Finance Audit and Risk Management CommitteeAuditors

Operating

5.7.1.12Arrange review of internal controls, legislative compliance and risk management to comply with Audit Regulation 17

Manager Finance Audit and Risk Management CommitteeAuditors

Operating

7.3 Develop indicators to measure the performance of the Shire and the success in achieving its vision

5.7.3.3Develop financial indicators for Business Units Manager Finance

Operating


Service Team Customer and Information ServicesResponsibility Manager Customer and Information Services

Services ♦ Maintaining customer communication systems

♦ Providing printing and stationery supplies

♦ Managing black power supply contract

♦ Developing and reviewing corporate policies and procedures

♦ Managing service teams, staffing and financials


Challenges ♦ Responding to growing demand for on-line services

♦ Variable internet speed across the Shire

♦ Increasing cost of power supply


Indicators ♦ Competitive Black Power Supply contract in place ♦ 100% ♦ Synergy ♦ Annual

♦ Total customer complaints/requests outstanding ♦ Trend ♦ Synergy ♦ Annual

♦ Total PIDS actioned ♦ Trend ♦ Synergy ♦ Annual

♦ Total PIDS received ♦ Trend ♦ Synergy ♦ Annual




2. Effective strategy, planning and asset management 2.2 Develop long term Resourcing strategy aligned to the Community Strategic Plan


5.2.2.7Undertake desktop review of ICT Strategic Framework

Manager Customer and Information Services


5.2.2.8Undertake full review of ICT Strategic Framework Manager Customer and

Information ServicesInternal Staff

Operating


3. 1 Ensure that information is managed in accordance with statutory requirements and is available for decision making

5.3.1.5Implement a document control system/process across the Shire





5.5.1.8Review the energy tender with Perth Energy Manager Customer and

Information ServicesPerth Energy

Operating


Service Team Customer RelationsResponsibility Manager Customer and Information Services

Services ♦ Delivering Shire one-stop-shop counter service

♦ Delivering Department of Transport licensing service

♦ Delivering Shire phone service

♦ Delivering customer service training and support

♦ Maintaining customer information and system


Challenges ♦ Responding to growing demand for on-line services

♦ Variable internet speed across the Shire

♦ Increasing cost of power supply


Indicators ♦ Complaints resolved within timeframes ♦ 100% ♦ Synergy ♦ Annual

♦ New employees completed Customer Relations induction ♦ 100% ♦ HR ♦ Annual

♦ Department of Transport Licensing Services contract in place ♦ 100% ♦ DoT ♦ Annual

♦ Shire transactions/FTE ♦ Trend ♦ Synergy ♦ Annual

♦ Shire transactions/service location ♦ Trend ♦ Synergy ♦ Annual

♦ Total DoT transactions/service location ♦ Trend ♦ Synergy ♦ Annual

♦ Total DoT transactions/FTE ♦ Trend ♦ Synergy ♦ Annual






5.5.1.2Provide Department of Transport licensing services Manager Customer and

Information ServicesDoT, Community, Internal staff

Operating

5.5.1.3Provide one-stop shop customer service centre Manager Customer and

Information ServicesCommunity, Internal staff Operating

5.5.1.4Review Customer Service Charter Manager Customer and


Operating

5.5.1.5Review Department of Transport licensing agreement


DoTOperating

6. A culture of innovation, quality and continuous improvement


5.6.2.4Measure and report on administration of Customer and Information Services




Service Team RecordsResponsibility Manager Customer and Information Services

Services ♦ Delivering recordkeeping to internal customers

♦ Providing Freedom of Information (FOI) and Public Interest Disclosure (PID) service to external customers

♦ Maintaining recordkeeping systems

♦ Ensuring compliance with legislation

♦ Delivering recordkeeping training and support


Challenges ♦ Changing technologies and capturing appropriate records

♦ Meeting legislative requirements in a digital environment


Indicators ♦ Number of outstanding records year to date ♦ <500 ♦ Synergy ♦ Quarterly

♦ Records actioned within timeframe ♦ 95% ♦ Synergy ♦ Quarterly

♦ FOIs actioned within timeframe ♦ 100% ♦ Excel ♦ Annual

♦ New employees completed Records induction ♦ 100% ♦ HR ♦ Annual

♦ Approved Recordkeeping Plan in place ♦ 100% ♦ Synergy ♦ Annual

♦ System adequacy to legislation ♦ 100% ♦ Synergy ♦ Annual

♦ Total FOIs actioned ♦ Trend ♦ Synergy ♦ Annual

♦ Total FOIs received ♦ Trend ♦ Synergy ♦ Annual




3.1 Ensure that information is managed in accordance with statutory requirements and is available for decision making


5.3.1.1Provide recordkeeping service to the organisation Manager Customer and


Operating

5.3.1.2Undertake annual Records Disposal program Manager Customer and


Operating

5.3.1.6Review Recordkeeping Plan Manager Customer and


Operating


Service Team Information and Communication TechnologyResponsibility Manager Customer and Information Services

Services ♦ Desktop support for 150+ computers

♦ Maintenance and support of 15+ servers

♦ Daily backup and on-demand restore services

♦ Disaster recovery planning and maintenance


Challenges ♦ Regional power infrastructure during business hours

♦ Specialised skill area

♦ Changing technical environment


Indicators ♦ Availability of network infrastructure during business hours ♦ 100% ♦ Network ♦ Quarterly

♦ Average outstanding Help Desk support requests ♦ <10 ♦ Intranet ♦ Quarterly

♦ Success of full data backup ♦ 100% ♦ VEEAM/AVAMAR DataDomain ♦ Monthly

♦ New employees completed ICT induction ♦ 100% ♦ HR ♦ Annual




3.2 Ensure information and technology systems meet corporate needs and add value to the Shire’s operations


5.3.2.2Provide Help Desk support to users Manager Customer and

Information ServicesInternal staff

Operating

5.3.2.3Review Information and Communication Technology Disaster Recovery Plan



5.3.2.4Review of Information and Communication Technology Strategic Plan



5.3.2.5Undertake personal computer refresh program Manager Customer and

Information ServicesInternal staff Asset

Renewal

5.3.2.6Undertake servers refresh program Manager Customer and

Information ServicesInternal staff Asset

renewal

5.3.2.7Upgrade and extend software licensing to meet the needs of the organisation


External software providers, Internal Staff

Operating

5.3.2.8Undertake hardware maintenance program Manager Customer and


Operating

5.3.2.9Maintain communications system Manager Customer and


Operating


Service Team Caravan ParksResponsibility Manager Customer and Information Services

Services ♦ Operation of: Turner Caravan Park, Flinders Bay Caravan Park and Alexandra Bridge Camping Ground

♦ Develop and implement business plans to ensure the future sustainability of Shire operated Caravan Parks and Camping Grounds

♦ Develop and implement annual small capital works improvement programs


Challenges ♦ Increase in aged Australian population using caravanning for extended periods

♦ Pressures on Local Government to sustain infrastructure and deal with infrastructure backlog

♦ Changing requirements in the management of caravan parks

♦ Increased cost of utilities

♦ Capacity to improve business processes and procedures

♦ Patronage dependent on weather

♦ Ongoing difficulty in attracting and retaining skilled staff

♦ Changes to legislation and impact on facilities


Indicators ♦ Level of occupancy ♦ >5% ♦ RMS ♦ Annual ♦ Level of customer service satisfaction ♦ 90% ♦ Customer Surveys ♦ 4 yearly ♦ Revenue generated from operations ♦ >5% ♦ Financial Reports ♦ Annual ♦ Total revenue generated from operations ♦ Trend ♦ Synergy ♦ Annual ♦ Total occupancy during shoulder periods ♦ Trend ♦ Synergy ♦ Annual



4. Sustainable tourism industry 2.3 Provide family friendly quality camping grounds to encourage visitors to extend their stay


4.2.3.2Implement actions within Alexandra Bridge Camp Ground Business Plan - Construct camp kitchen


Internal staff, Construction services, Community

New asset$50K

4.2.3.3Operate caravan and camping facilities at Augusta and Alexandra Bridge


CommunityOperating

4.2.3.4Alexandra Bridge Camp Ground - Develop concept plan for camp kitchen



4.2.3.5Alexandra Bridge Camp Ground Provide facilities that meet legislative changes - Complete survey and develop concept plans for site.


Internal staff, Community Operating

$50K

4.2.3.6Alexandra Bridge Camp Ground - implementation of site concept plans



Operating

4.2.3.7Alexandra Bridge Camp Ground - erection of small office space/shed



New asset$20k

4.2.3.8Flinders Bay Caravan Park - Develop concept plans for camp kitchen


Internal staff, Community Operating

4.2.3.9Flinders Bay Caravan Park - Construct camp kitchen



New asset$60k

4.2.3.10Flinders Bay Caravan Park - Construct disabled toilet facility



New asset$50k

4.2.3.11Flinders Bay Caravan Park - Nature based play ground (protected from weather and enclosed)


Internal staff, Construction services, community

New asset$50k



4.2.3.12Flinders Bay Caravan Park -Connect to deep sewage at Deere Street including pump station


Internal staff, Maintenance services, Community

Asset Upgrade $200k

4.2.3.13Flinders Bay Caravan Park - Upgrade house - painting, floor coverings, etc.



Asset Upgrade $30k

4.2.3.14Flinders Bay Caravan Park - Upgrade sites - soil/gravel



Upgrade Asset $10k $10k $10k

4.2.3.15Flinders Bay Caravan Park - Upgrade power to tent sites



New asset$15k $15k $15k

4.2.3.16Alexandra Bridge camp Ground - Formalise tent sites with numbers, barriers etc.



Operating

4.2.3.17Develop brand/style guide for Caravan Parks/Camp ground


Internal Staff, Marketing services, Community

Operating

4.2.3.18Turner Caravan Park - Install Quantam hot water system



New asset$50k

4.2.3.19Turner Caravan Park - Complete road resurfacing Manager Customer and

Information ServicesInternal staff, Construction services, community

Asset upgrade $50k

4.2.3.20Turner Caravan Park - Complete scheduled infrastucture works



Asset upgrade $30k

4.2.3.21Turner Caravan Park - Upgrade works on Dekkers Amenity Block



Asset upgrade $25k


Service Team Community DevelopmentResponsibility Manager Community Development and Safety

Services ♦ Emergency Recovery Coordination and Ready Response Support

♦ Youth, including coordination of Youth Advisory Council and operation of Zone Room facility

♦ Community safety, crime prevention, injury prevention

♦ Disability access and inclusion

♦ Arts and culture

♦ Age friendly communities

♦ Support Augusta Historical Museum and Old Settlement Precinct

♦ Minor events, community development advice, advocacy and support

♦ Managing service teams, financial and staffing

♦ Community capacity building including volunteerism, community preparedness, resilience and sector development

Workforce ♦ 3.1 FTEs and 1 Trainee

Challenges ♦ An ageing population leading to greater demand for associated services,

♦ Increased demand for youth activities and impacts of Fly In Fly Out population on families and wider community

♦ Decreasing funding from State Government

♦ Increasing social issues e.g. mental health, drug and alcohol, homelessness, and pressure for local government to engage these areas in more depth

♦ Cost of insurance in relation to community group activities

♦ Increased cost of living including housing and availability

♦ Meeting statutory requirements in relation to access and inclusion and ensuring services are accessible

♦ Expanding migration from the city brings more demand for resources and facilities, and a growing tourist population brings more demand in peak seasons

♦ Population increase combined with growing community expectation of Shire services/roles vs reduction in Shire Community Development resources




Indicators ♦ Number of Youth Plan initiatives completed ♦ 85% ♦ Youth Plan ♦ Annual

♦ Number young people attending Shire programs and activities ♦ 500 ♦ Attendance count ♦ Quarterly

♦ Level of occupancy of Zone Room ♦ >120 hours/ quarter ♦ Usage statistics ♦ Quarterly

♦ Disability Access and Inclusion Programs (DAIP) implemented ♦ 85% ♦ DAIP ♦ Annual

♦ Safer Community Plan initiatives implemented ♦ 85% ♦ Safer Communities Plan ♦ Annual

♦ Customer satisfaction with Shire services ♦ 85% ♦ Customer Satisfaction Survey ♦ 4 yearly

♦ Age Friendly Initiatives completed ♦ 85% ♦ Age Friendly Plan ♦ Annual

♦ Arts and Cultural Plan initiatives completed ♦ 85% ♦ Arts and Cultural Blueprint ♦ Annual

♦ KPI's met by Arts Margaret River related to AMRS License Agreement ♦ 100% ♦ Licence Agreement ♦ Annual



5. Quality parks, gardens and green spaces

5.1 Ensure green and public open spaces cater for a wide range of users including people with a disability


1.5.1.1Liaise with the community on disability access and inclusion requirements

Community Development Officer

CAIRG,People with disabilities Operating

1. Sense of identity and belonging

1.1 Foster participation in cultural events and activities that encourage a sense of identity and belonging

2.1.1.1Facilitate compliance of the license agreement for the Cultural Centre

Manager Community Development and Safety

Arts Margaret RiverOperating

2.1.1.2 Implement actions from Arts and Culture Plan

Senior Community Development Officer

Arts Margaret River, MRBTA, Local artists, Arts and Cultural Working Group

Operating

2.1.1.3 Review the Arts and Culture Policy and Plan


Arts Margaret River, MRBTA, Local artists, Arts and Cultural Working Group

Operating

2.1.1.4 Support Historical Groups


Margaret River Districts Historical Society, Augusta Historical Society / Historical Museum

Operating

1.2 Support community celebrations, events and local festivals

2.1.2.1Provide professional advice and support to community groups


Community Groups, NGO’s, Volunteers,

Operating



2. Equity and opportunities for all

2.1 Provide programs and facilities that encourage resilience in seniors, young people and families


2.2.1.1

Adopt concept plan and funding strategy and seek funding for upgrades to the Margaret River Skate Park Youth Precinct


Lotterywest, Department of Sport and Recreation, Community, Margaret River Lions

Operating

2.2.1.2Implement actions from the Active Ageing program Community Development

OfficerSeniors, seniors groups, Service Providers Operating

2.2.1.3 Implement actions from the Youth Plan Senior Community Development Officer

Margaret River Youth Advisory Council, Local Artists, Youth Service Providers, Local High Schools

Operating

2.2.1.4 Manage the Zone Room Youth Precinct Senior Community Development Officer

Margaret River Youth Advisory Council, Artsability, Leo Lions, Boogie Babes, External service providers, Community

Operating

2.2.1.5 Review Active Ageing Plan and Policy Community Development Officer

South West Development Commission, Seniors, Seniors groups, DSC, Service Providers, NDIS providers

Operating

2.2.1.6 Review Disability Access and Inclusion Plan Community Development Officer

People with disabilities, Carers, DSC, NDIS providers

Operating

2.2.1.7Review Youth Plan and Policy Senior Community

Development OfficerMargaret River Youth Advisory Council, youth service providers

Operating



2.2 Ensure Shire facilities and services are accessible by all


2.2.2.1

Implement actions from the Disability Access and Inclusion Plan


People with disabilities, Carers, DSC, NDIS providers, Shire internal teams

Operating

3. Strong community groups and networks

3.2 Encourage community organisations and local communities to work together to be self sufficient

2.3.2.1Facilitate the Community Connect program Community Development

OfficerLocal community groups

Operating

2.3.2.2Support Hall Management groups Community Development

OfficerCommunity Hall Management Committees Operating

2.3.2.3Undertake a strategic review of Community Halls Manager Community

Development and SafetyHall Management Groups

Operating

2.3.2.4Undertake a strategic review of Historical Groups Manager Community

Development and SafetyAugusta Historical Museum, Margaret River Historical Society

Operating

6. Safer communities 6.1 Provide community safety through regulatory and support programs

2.6.1.3Implement actions from the Safer Communities Plan


Community Operating

2.6.1.6Review Safer Communities Plan and Policy Senior Community

Development OfficerCommunity

Operating



6.2 Enhance the Shire’s emergency and disaster management capabilities


2.6.2.5 Support Community Preparedness Initiatives Community Development Officer

Community, DFES, DCPFS, Red Cross, SES, SEMC,

Operating



3.2.2.4Undertake equipment upgrades to the Margaret River Cultural Centre


Arts Margaret River Asset upgrade


5.1.5.2Hold regular meetings with Arts Margaret River Manager Community

Development and SafetyArts Margaret River

Operating

5.1.5.3Hold regular meetings with the Arts and Culture Advisory Group


Arts and Cultural Advisory Group Operating

5.1.5.4Hold regular meetings with the Community Access and Inclusion Reference Group


CAIRGOperating

5.1.5.5Hold regular meetings with the Community Network Group


Social and Human Services Representatives Operating

5.1.5.6

Hold regular meetings with the Liquor Forum Senior Community Development Officer

Local licenses premises, WA Police, Drug and Alcohol office, Liquor Licensing Department, Security

Operating

5.1.5.7Hold regular meetings with the Youth Advisory Council


Youth Advisory CouncilOperating


Service Team RangersResponsibility Manager Community Development and Safety

Services ♦ Community education

♦ Regulatory service: dogs, cats, camping, parking, abandoned vehicles, wandering stock, littering

♦ Administer cemeteries and niche walls

♦ Administer the Animal Management Facility

♦ Shark response

♦ Act as Fire Control Officers and support to fire response requirements

♦ Provide assistance in emergency situations, logistics and animal related matters

♦ Administer Fines Enforcement Registry

♦ Administer and implement the Fuel Hazard Reduction and Fire Break Notice


Challenges ♦ Meeting levels of service due to tourism, community expectations, population growth and environmental sensitivities

♦ Responsible camping issues due to high transient/seasonal/tourist populations

♦ Peak tourism periods impacting on current resources e.g. parking, camping, firebreak inspections, dog exercise areas

♦ Increased levels of compliance/requirements regarding fuel hazard reduction and fire break inspections

♦ Implementation of new legislation and local laws



Indicators ♦ Total Warnings issued ♦ 200 ♦ Synergy ♦ Annual

♦ Total Infringements issued ♦ 350 ♦ Synergy ♦ Annual

♦ Total Infringements withdrawn ♦ <10% ♦ Synergy ♦ Annual

♦ Fire Break Inspections completed ♦ 4500 ♦ Synergy ♦ Annual

♦ Total number of burials for all cemeteries ♦ 15 ♦ Synergy ♦ Annual

♦ Total number of interments for all niche walls ♦ 8 ♦ Synergy ♦ Annual

♦ Total number of job sheets completed by Rangers ♦ 800 ♦ Synergy ♦ Annual

♦ Total number of Dogs registered ♦ 1100 ♦ Synergy ♦ Annual



6. Safer communities 6.1 Provide community safety though regulatory and support programs


2.6.1.1Prepare a feasibility study for an animal management facility in Augusta

Coordinator Ranger Services

Community, Shire,Internal teams,

Operating

2.6.1.2Maintain an up to date procedures manual in Rangers Services


Rangers team, WARA Operating

2.6.1.4Provide dog exercise areas Coordinator Ranger

ServicesRangers, Community Operating

2.6.1.5

Provide Rangers regulatory services Coordinator Ranger Services

Community,WARA, Rangers, Shire Internal teams

Operating

2.6.1.7Revise and update Local Laws Coordinator Ranger

ServicesRangers, Legal Profession, community

Operating

2.6.1.12Migrate cemeteries operations into digital format for Karridale and Margaret River Cemeteries, and Cowaramup Niche Wall.


WA Cemeteries Board, Survey and Design Team, Synergysoft, Rangers

Operating

2.6.1.13Implement Dog Registration changes regarding microchipping


Rangers, Customer Services, local vets, community

Operating

2.6.1.14

Implement annual Fuel Hazard Reduction and Firebreak Notice, including program improvements from contractor, community, BFAC and SAC feedback.


Rangers, BFAC, Sustainability Advisory Committee, Community, DFES, Shire Internal Teams

Operating




2.6.1.15 Complete Master Plan for Cemeteries Manager Community Development and Safety

Cemeteries Board of WA, Local Historical Societies, Religious / Faith organisations, Community

Operating

2.6.1.16 Review Shark Response Procedure and Policy Coordinator Ranger Services

Rangers,WA Police, DoF, DPaW, SLSWA, Community

Operating

2.6.1.17Develop Shark Response Policy and Proceedure and present to Council for adoption


Rangers,Council Operating


Service Team Community and Emergency ServicesResponsibility Manager Community Development and Safety

Services ♦ Maintain effective current local emergency management arrangements and test plan effectiveness

♦ Maintain a strong well prepared and responsive network of volunteer Bush Fire Brigades

♦ Provide strategic advice on sub-division planning and fire protection standards

♦ In partnership with Department of Fire and Emergency Services (DFES), develop and implement emergency risk mitigation strategies for local town sites

♦ Maintain a strong Local Emergency Management Committee in compliance with the Emergency Management Act

♦ Respond to emergency incidents

Workforce ♦ 1FTE

Challenges ♦ Increased sensitivities regarding fire prevention and preparedness

♦ Increased demands on Fire Services due to climate change

♦ Maintain an active, trained volunteer Bush Fire Brigade network in a climate of diminishing volunteer support

♦ Consistent Emergency Services Levy operating funding source (DFES)

♦ Managing the responsibilities of the role within a limited resource capacity on 24/7 requirements

♦ Growing level of Shire role in emergency management



Indicators ♦ Number of incidents attended - CESM ♦ 28 ♦ Incident Reports ♦ Annual

♦ Number of hours at incidents - CESM ♦ 108 ♦ Incident Reports ♦ Annual

♦ Number of Bush Fire Brigade volunteers ♦ 550 ♦ Brigade Memberships ♦ Annual

♦ Number of new volunteers trained ♦ 25 ♦ Training Registrations ♦ Annual

♦ Number of incident reports lodged by Bush Fire Brigades ♦ 90 ♦ Brigade Reports ♦ Annual

♦ Number of multi Bush Fire Brigade bushfire training exercises ♦ 1 ♦ BFAC ♦ Annual

♦ BRMP completed as per schedule ♦ 100% ♦ BRMP Report ♦ Annual

♦ Community satisfaction with Bush Fire Brigades ♦ 85% ♦ Community Satisfaction Survey ♦ 4 yearly

♦ Loss time injuries in fire bridges ♦ 0 ♦ Accident Incident Reports ♦ Annual

♦ Number of planning applications reviewed for bushfire risk ♦ 12 ♦ Planning Applications ♦ Annual

♦ Conduct one local emergency management exercise ♦ 1 ♦ LEMC minutes ♦ Annual



4. Ecology and biodiversity protection 4.1 Collaborate with State Government to protect the biodiversity of the Shire


1.4.1.5

Liaise with State Government on bushfire strategies and resourcing


DFES, DPaW, OBRM, BFB’s, Community, Water Corporation, Western Power

Operating

6. Safer communities 6.2 Enhance the Shire’s emergency and disaster management capabilities

2.6.2.2

Partner with Department of Fire and Emergency Services and the Office of Bushfire Risk Management (OBRM) in Bushfire Risk Management in the Shire


DFES, OBRM, DPaW, Community

Operating

2.6.2.3Provide community emergency services and programs in line with DFES / Shire Business Plan

Community Emergency Services Manager

Community, Internal Staff Operating

2.6.2.6Review and update Shire Emergency Management Arrangements, Recovery Plan and Evacuation Plan


Community, Internal Staff, LEMC, BFAC

Operating

2.6.2.7Review and update Shire Emergency Contacts and Resource List


Community, Internal Staff, LEMC, BFAC

Operating

2.6.2.8Develop, implement and administer the LEMC Business Plan


Shire ,LEMC Operating

2.6.2.9Review and update Volunteer Bush Fire Brigade Procedures Manual


Shire,BFAC Operating

2.6.2.10Undertake annual table top exercise to test internal Ready Response / Recovery arrangements


Shire and LEMCOperating

2.6.2.11Review Volunteer Bush Fire Brigade Policy Community Emergency

Services ManagerBFAC, Bush Fire Brigades, DFES Operating


Service Team Recreation CentresResponsibility Recreation Operations Manager

Services ♦ Manage centre facilities in Margaret River and Augusta utilised by community groups, schools, members, health workers and visitors

♦ Manage indoor aquatic centre in Margaret River and hydrotherapy pool at Augusta

♦ Manage gymnasium and group fitness facilities

♦ Facilitate and schedule community health and sport programs and private swim schools

♦ Manage beach lifeguards

♦ Provide café and catering services

♦ Manage hire of rooms and facilities by users

♦ Support and manage Gloucester Park oval bookings and scheduling


Challenges ♦ Availability of trained umpires

♦ Seasonal variations with high demand/overuse and under use/low demand

♦ Lack of space

♦ Age of infrastructure and building maintenance requirements and associated rise in energy costs

♦ Better returns for usage on room hire

♦ Access to qualified and multi-skilled staff



Indicators ♦ Percentage of population using the Shire’s Recreation

Centres ♦ Trend ♦ Centaman ♦ Quarterly

♦ Percentage of annual active members of the Shire’s Recreation Centres ♦ Trend ♦ Centaman ♦ Monthly

♦ Number of sporting events and carnivals held ♦ Trend ♦ Oval Bookings ♦ Quarterly

♦ Shire facilities and sporting grounds meet the needs of sporting groups and the community ♦ 25 ♦ Training Registrations ♦ Annual

♦ Customer satisfaction in Sport and Recreation Facilities ♦ Trend ♦ Customer Satisfaction Survey ♦ 4 Yearly

♦ Pool compliance with Department of Health Standards ♦ 100% ♦ Department of Health Report ♦ Annual

♦ Visits to the aquatic centre ♦ Trend ♦ Centaman ♦ Quarterly

♦ Royal Life Safety Audit ♦ 100% ♦ Royal Life Report ♦ Annual

♦ Total recreation members ♦ Trend ♦ Centaman ♦ Annual




5. Active and healthy lifestyles 5.1 Maximise participation in physical activity and promote the benefits of healthy lifestyles


2.5.1.1Operate Recreation Centres in Margaret River and Augusta

Recreation Operations Manager

CommunityOperating

2.5.1.2Partner with groups to provide children’s active lifestyle programs


CommunityOperating

2.5.1.3

Provide Beach Lifeguard services during peak periods


State and local government agencies, Surf Life WA , St John, Community

Operating

2.5.1.4Provide a greater range of aquatic facilities at the Margaret River Recreation Centre


CommunityOperating

2.5.1.5Provide fitness programs that cater for seniors and persons with a disability


State and local government agencies Operating

2.5.1.6

Provide gymnasium equipment and fitness programs that cater for the population


State and local government agencies,St John, Community, Royal Lifesaving WA

Asset upgrade

2.5.1.7Undertake equipment upgrades for Beach Lifeguard service


Internal Staff Asset upgrade

2.5.1.8Provide a Recreation Centre run Swim School for the community


Current providers, Swim teachers, Internal staff

Operating




2.5.1.9Facilitate sporting events in the Shire Recreation Operations

ManagerNumerous state, National and international stakeholders

Operating

5.2 Provide the community with high standard recreational facilities and sporting grounds

2.5.2.2Undertake upgrades to Margaret River and Augusta Recreation Centre


Department of Sport and Recreation Asset

upgrade

2.5.2.3

Upgrade facilities at the Augusta Recreation Facility to convert under utilised space to a recreational facility that provides disability access


Internal Staff, Building Supervisor, Construction Services Asset

Upgrade


2.2 Develop and implement Master plans for Shire facilities and projects so they are well designed, have aesthetic appeal and accessible by all

3.2.2.7Develop a Master Plan for upgrades to the Margaret River Recreation Centre

Recreation Operations Manager Operating

2. Effective strategy, planning and asset management 2.3 Develop and review long term asset management and replacement plans

5.2.3.4

Undertake detailed planning of recreational infrastructure renewal and maintenance requirements


Department of Health

Operating

5.2.3.11Implement recommendations from Sport and Recreation Strategic Plan


Internal Staff, Building Supervisor, Construction Services

Operating






5.6.2.7Adopt new policies for Recreation Services Recreation Operations

Manager Operating


Service Team ChildcareResponsibility Recreation Operations Manager

Services ♦ Crèche

♦ Out of School Hours Care (OSHC)

♦ Vacation Care

♦ Birthday Parties

♦ Bouncy Castles

Workforce ♦ Included in Recreation Centres FTEs

Challenges ♦ Access to qualified and multi-skilled staff

♦ Changes to legislation and regulation


Indicators ♦ Number of school aged children registered for After Hours

School Care ♦ Trend ♦ Quickkids/Department of Education ♦ Quarterly

♦ Number of school aged children registered for Vacation Care ♦ Trend ♦ Quickids ♦ Quarterly

♦ Number of children attending Crèche services ♦ Trend ♦ Centaman ♦ Monthly

♦ Compliance with Department of Child Services Framework ♦ 100% ♦ Centaman ♦ Annual

♦ Customer satisfaction with Childcare services ♦ Trend ♦ Community Satisfaction Survey ♦ 4 yearly



2. Equity and opportunities for all



2.2.1.8 Provide Childcare services Recreation Operations Manager

Local Schools, TAFE Other childcare centre, Disability Services Commission

Operating

2.2.1.9 Provide Crèche facilities in Augusta Recreation Operations Manager

Augusta Community Operating

2.2.1.10 Provide Kids Club facility Recreation Operations Manager

State funding bodies, Australian Government: Department of Family and Children Services, Childcare Australia

Operating

2.2.1.11Provide Long Day Care facility Recreation Operations

ManagerAustralian Bureau of Statistics Operating

2.2.1.12

Provide transport for Out of School Hours Care and Vacation Care Program


Community, Schools, Internal staff, Sporting clubs,

New asset

2.2.1.13

Provide upgrades and equipment for Childcare to meet legislative requirements


Cape to cape Catchments Group, Disability Services Commission

Asset upgrade


Library Services

Service Team Library ServicesResponsibility Manager Library Services

Services ♦ Provide a community hub for all ages in which to meet, work, read and relax in Margaret River and Augusta

♦ Provide a collection that meets the needs of a diverse community

♦ Provide a Partnership with Curtin University of Technology Wine School

♦ Provide a 24/7 on-line library service

♦ Provide direct community involvement through the ‘Cocoon’ emerging artists’ gallery space and an edible community garden

♦ Provide programs for children and adults, and in partnership with other organisations

♦ Provide resources for community groups e.g. Historical Society

♦ Provide printing facilities


Challenges

♦ Changing demographics

♦ Changing technological environment

♦ Ageing infrastructure at Augusta

♦ Changes to State Government funding stream

♦ Increasing utilities charges

♦ Variable internet speeds and IT infrastructure across the Shire

♦ Meeting growing demands of community with limited resources



Indicators ♦ Percentage of annual active members ♦ Trend ♦ Interplan ♦ Annual

♦ Number of participants for school holiday programs ♦ Trend ♦ Interplan ♦ Annual

♦ Number of participants for children’s programs ♦ Trend ♦ Interplan ♦ Annual

♦ Increase in visitation to the library websites ♦ Trend ♦ Interplan ♦ Annual

♦ Customer satisfaction with library services ♦ Trend ♦ Community Satisfaction Survey ♦ 4 yearly

♦ Door count for libraries ♦ Trend ♦ Interplan ♦ Monthly



4. Lifelong learning in the community 4.1 Provide and promote libraries as community hubs and centres of information and learning


2.4.1.1Operate a Library Service in Margaret River and Augusta

Manager Library ServicesOperating

2.4.1.2Review and assess the long term needs to library services, in particular technological requirements


4.2 Promote programs that foster lifelong learning in the community

2.4.2.1Design and implement programs for children and youth


2.4.2.2Partner with groups to provide events that support lifelong learning



2.2 Develop and implement master plans for Shire facilities and projects so they are well designed, have aesthetic appeal and accessible by all

3.2.2.5Investigate relocation and expansion of Augusta library

Manager Library Services Augusta Residents, Internal staff

3.2.2.6Undertake assessment of longer term needs of libraries in Margaret River and Augusta



Directorate Sustainable Development

Sustainable Development

Service Team Sustainable DevelopmentResponsibility Director of Sustainable Development

Services ♦ Provide strategic direction, management and leadership for Planning and Development Services, Environmental Health and Waste Services Business Units

♦ Provide corporate, legal and administrative support

♦ Provide strategic input and advice as a member of the Executive Leadership Team

♦ Deliver strategic projects and policy

♦ Implement Council’s Land Asset Management Plan

♦ Provide an interface between Directorate, elected members, media and community


Challenges

♦ Changing legislative framework for statutory processes and waste management

♦ Balancing growth with retention of community values

♦ Establishing a sustainable waste service for the Shire


Indicators ♦ Delivering strategic projects in accordance with established

timeframes and CEO Priorities ♦ 100% ♦ CEO Priorities ♦ Annual

♦ Average turnaround time for all Directorate applications ♦ Trend ♦ Interplan ♦ Annual

♦ Customer satisfaction with all Directorate service applications ♦ Trend ♦ Customer Satisfaction Survey ♦ 4 yearly




2.1 Develop and implement master plans for centres, towns and villages to preserve and enhance heir unique character


3.2.1.8Sell the three identified properties in the Margaret River town centre to raise revenue for the town centre upgrade

Director Sustainable Development Operating

3.2.1.9Undertake an EOI process with not-for-profit providers to develop and operate a retirement village in Augusta


4. Sustainable economic development 4.4 Foster sustainable economic growth which provides local employment

4.4.4.4Finalise master plans for the Tallingup Augusta Airport and apply for Regional Airports Development Scheme (RADS) funding


4.4.4.5Work with Cowaramup Resort Developer to facilitate establishment of a resort






2.3 Develop and review long term asset management and replacement plans

5.2.3.5Implement short term priorities of the Land Asset Management Plan


5.2.3.6Review the Land Asset Management Plan Director Sustainable

Development Operating




5.1 Provide high quality customer and community focuses services and programs across the organisation


5.5.1.7Review customer service standards for Sustainable Development directorate



6.2 Ensure Shire services and process meet or exceed customer needs and recognised industry standards

5.6.2.8Review and update procedures for Sustainable Development directorate



Service Team Planning ServicesResponsibility Manager Planning and Development Services

Services ♦ Development control through implementation, monitoring and review of the Shire’s Local Planning Scheme No. 1 and associated policy

♦ Research and evaluation of development and growth issues, and preparation of local government responses to ensure appropriate environmental outcomes

♦ Liaison and partnership with State and Federal Government agencies on policy, plans and legislative change

♦ Guidance and advice to the community and broader stakeholders in relation to development, subdivision, environmental protection and enhancement

♦ Preparation and implementation of strategic goals and projects to encourage and provide sustainable environmental outcomes

♦ Provision of Geographic Information Systems (GIS) service to the organisation, administration of the Intramaps public information system and preparation of plans and spatial data


Challenges ♦ Managing the impacts of population growth and retention of the character and values of the Shire

♦ Increasing legislative and community requirements for greater rigour in development assessment and devolution of assessment matters (such as environmental and heritage assessment) to local government

♦ Balancing competing expectations of appropriate responses to growth with economic development within the Shire


Indicators ♦ Average number of days for determining major and minor

development applications ♦ Trend ♦ Synergy ♦ Quarterly

♦ Total number of planning and subdivision applications received ♦ Trend ♦ Synergy ♦ Quarterly

♦ Percentage of planning and subdivision applications determined within statutory timeframes ♦ 80% ♦ Synergy ♦ Quarterly

♦ Timely implementation of strategic programs and business unit priorities ♦ 100% ♦ Interplan ♦ Annual

♦ Delivering strategic projects in accordance with established timeframes and CEO Priorities ♦ 100% ♦ CEO Priorities ♦ Annual

♦ Customer satisfaction with all Planning Business Unit tasks ♦ Trend ♦ Customer Satisfaction Survey ♦ 4 yearly



2. Climate change response 2.1 Plan proactively and respond to climate change


1.2.1.1

Develop a draft Climate Change Response Plan Manager Planning and Development Services

Community, Landowners, Environmental groups, Department of Planning

Operating

1.2.1.2Implement a Carbon Emission Monitoring program Manager Planning and

Development Services Operating

1.2.1.3

Implement the Local Energy Action Plan (LEAP) including tree planting and green power to offset carbon emissions, investigate LED lighting on Gloucester Park sport ovals and provision of resource support toward community wind farm feasibility study

Manager Planning and Development Services

Operating

2.2 Reduce the Shire’s corporate carbon emissions to meet adopted targets

1.2.2.2Implement budgeted actions from the Local Energy Action Plan


Asset upgrade

2.3 Assist the community to reduce their carbon emissions to meet adopted targets

1.2.3.1Implement budgeted actions from the Local Energy Action Plan


Asset upgrade

1.2.3.2

Complete installation of Royal Automobile Club (RAC) electronic vehicle charging infrastructure on Shire property in accordance with funding agreement


RAC

New asset




2.5 Encourage the adoption of renewable energy

1.2.5.1Implement budgeted actions form the Local Energy Action Plan


Asset upgrade

3. Sustainable waste management 3.3 Reduce the amount of corporate waste to landfill generated in the Shire’s operations

1.3.3.1Develop a Corporate Waste Reduction Strategy Manager Planning and

Development Services Internal staff

Operating

4. Ecology and biodiversity protection 4.1 Collaborate with the State Government to protect the biodiversity of the Shire

1.4.1.5 Implement Biodiversity Incentive Strategy Manager Planning and Development Services

Internal staff, External contractors, Department of Planning, Development community Environmental groups and agencies.

Operating

1.4.1.6Implement Leeuwin Naturaliste Ridge Statement of Planning Policy


Department of Planning, Developers, Community

Operating

1.4.1.7Prepare environmental and sustainability strategy Manager Planning and


1.4.1.8

Undertake detailed investigations of remnant vegetation and surface drainage areas at the Structure Plan stage, and ensure environmental improvements through the development process


Department of Planning, Development community Environmental groups and agencies.

Operating



6. Unique and iconic coastal and natural landscapes 6.1 Plan effectively to protect coastal and other key landscapes


1.6.1.1Implement the Leeuwin Naturaliste Ridge Statement of Planning Policy


Department of Planning, Developers, Community

Operating

1.6.1.2Implement the Local Planning Strategy Manager Planning and

Development Services Department of Planning

Operating

1.6.1.3

Present the first stage of the Climate Change Response Plan (Coastal Hazard Risk Management Adaption Plan) to Council for advertising and final adoption


Operating

1. Clearly defined areas for growth and renewal 1.1 Implement Local Planning Scheme No.1 (LPS1)

3.1.1.1Provide planning services Manager Planning and


3.1.1.2Review Local Planning Scheme No 1 Manager Planning and

Development Services Most government agencies, servicing authorities, Community,local authorities.

Operating

3.1.1.3Review the East Margaret River Structure Plan Manager Planning and


1.2 Ensure new communities are developed using ecologically sustainable development principles

3.1.2.1Finalise the Developer Contributions Policy for the whole Shire


Internal staff,Community Operating

3.1.2.2Implement Local Energy Action Plan Manager Planning and

Development Services Asset

upgrade




3.1.2.3Implement Developer Contributions Policy (new) Manager Planning and

Development Services Development community

Operating


2.1 Develop and implement Masterplans for centres, towns and villages to preserve and enhance their unique character

3.2.1.3Monitor Council resolutions of Gracetown Landcorp Development at Gracetown and pursue foreshore upgrades


Gracetown Progress Association,Landcorp.

Operating

3.2.1.4

Implement outcomes of business case for the Augusta Retirement Village


Potential housing providers and funding bodies, including the South West Development Commission.

Operating

3.2.1.7

Review landscape and visual management guidelines to ensure amenity of the local environment is preserved


Development community, City of Busselton, Landowners, Department of Planning.

Operating

3.2.1.10

Work with the Minister of Regional Development and the South West Development Commission to secure Royalties for Regions (R4R) funds for upgrade of Margaret River Main Street Town Centre Improvements (in conjunction with grant funding for the Margaret River Perimeter Road)


Minister of Regional Development, South West Development Commission

Operating

2.3 Address the need for affordable housing and accommodation now and in the future

3.2.3.1Implement recommendations from the Affordable Housing Strategy (new)


Department of Housing, Key community members. Operating



3. Unique natural and settlement character

3.1 Protect heritage places, values and significant regional landscapes in the planning scheme


3.3.1.1Ensure development consistent with the landscape and character policies and provisions of the Leeuwin Naturaliste Ridge Statement of Planning Policy

Manager Planning and Development Services Operating

3.3.1.2Maintain the Shire’s local inventory list Manager Planning and


3.3.1.3Investigate suitable long term alternative locations for a beach side café in the Gnarabup and Prevelly area


Gnarabup and Prevelly community members and business owners

Operating

3. Infrastructure for Economic Growth 3.1 Develop major infrastructure to cater for increased residents and visitors

4.3.1.3Support the Royalties for Regions (R4R) funding application for construction of Margaret River Perimeter Road


South West Development Commission, Minister for Regional Development

Operating

4. Sustainable economic development

4.1 Ensure the Shire’s regulatory environment is business friendly and considerate of business needs

4.4.1.1Work collaboratively with the City of Busselton for consistency and to minimise regulatory constraints


City of BusseltonOperating


Service Team Building ServicesResponsibility Manager Planning and Development Services

Services ♦ Ensuring building are safe, appropriate and compliant for use in accordance with the Building Code of Australia

♦ Providing professional advice regarding compliance with relevant legislation

♦ Certification of building applications as a permit authority under the Building Act


Challenges ♦ Changes in legislation including the introduction of the Building Act 2011 and subsequent private certification and permit process

♦ Increasing complexities in the assessment process, including addressing the implications of Bushfire Risk assessment

♦ Ongoing up-skilling of staff to ensure knowledge of continuous evolution of the building approvals framework


Indicators ♦ Percentage of applications determined within the statutory

timeframe ♦ 100% ♦ Synergy ♦ Quarterly

♦ Total number of applications received ♦ Trend ♦ Synergy ♦ Quarterly

♦ Building searches completed within 10 working days ♦ 90% ♦ Synergy ♦ Annual

♦ All applications meet Building Compliance Australia (BCA) which includes Access to Premises Standard 2011 ♦ 100% ♦ Interplan ♦ Annual

♦ Customer satisfaction with all Building Business Unit tasks ♦ Trend ♦ Customer Satisfaction Survey ♦ 4 yearly





2.6.1.9 Provide building approvals and compliance serviceManager Planning and Development Services

Community, Commercial owners Operating

2.6.1.10 Provide swimming pool compliance monitoringManager Planning and Development Services

Community, Pool owners Operating



Service Team Environmental Health and Events Responsibility Manager Environmental Health and Waste Services

Services ♦ Ensuring risks to health through unsafe food supply and manufacture is effectively managed

♦ Ensuring risks to health from unsafe accommodation, building and public events are effectively managed

♦ Manage health risks through ensuring safe recreational and drinking waters

♦ Managing health risks posed by biological hazards in the community through vector borne disease control and infectious disease control

♦ Minimising pollution and contamination to ensure the protection and management of public and environmental health. To include management of wastewater, air pollution, pesticides, noise, smoking regulations, contaminated sites and waste ♦ Land use planning and development which encompasses the assessment of plans to ensure the safety of proposals for development of the natural or built

environment ♦ Planning for and managing potential disasters and emergencies and developing appropriate responses to minimise the negative impacts on public and or

environmental health and safety

♦ Ensuring safe events within the Shire that comply with legislative requirements


Challenges ♦ Limited resources to fulfil all areas of responsibility

♦ Increasing breadth and complexity of Environmental Health legislation and Codes of practice to be implemented by Shire Environmental Health staff

♦ Meeting community expectation for Environmental Health Officers to be technical specialist over this diverse and evolving field

♦ Meeting level of servicing due to tourism, community expectations population growth and environmental sensitivities

♦ High level of transient/seasonal/tourism population resulting in significant increase in workloads

♦ Competing interest during peak tourism periods impacting on current resources e.g. complaints, inspections, sampling

♦ Increasing numbers of events within the region place substantial strain on Shire to ensure all events meet minimum regulatory requirements



♦ Percentage of inspections completed as scheduled ♦ 100% ♦ Synergy ♦ Quarterly

♦ Percentage of samples completed as scheduled ♦ 100% ♦ Synergy ♦ Quarterly

♦ Number of compliance measures implemented ♦ Trend ♦ Synergy ♦ Quarterly

♦ Percentage compliance with Health Standards ♦ 100% ♦ Synergy ♦ Annually

♦ Number of applications received for environmental health approval ♦ Trend ♦ Synergy ♦ Quarterly



1. Healthy waterways and foreshores 1.3 Implement measures to improve the quality of water entering catchments


1.2.2.1Monitor environmental waters (recreational) through monthly (seasonal) sampling

Coordinator Environmental Health and Events

Community, Internal Staff, Visitors

Operating

1. Sense of identity and belonging 1.2 Support community celebrations, events and local festivals

2.1.2.2 Provide Events application and approval process Coordinator Environmental Health and Events

Community, Internal Staff, FESA, Police, Hospitals, Visitors

Operating


2.6.1.8Manage education, advocacy and planning campaigns for improved environmental health outcomes for the community


Community, Shire, Visitors

Operating


2.6.2.12Develop a documented Environmental Health Emergency Response Support Plan for use in the event of an emergency


Community, Shire, emergency management stakeholders

Operating

2.6.2.13

Respond to public health risks in the event of an emergency


Community, Shire, Emergency management Stakeholders

Operating



6.3 Undertake measures to ensure the protection of public health


2.6.3.1 Develop Public Health PlanManager Environmental Health and Waste Services

Community, Shire, Business owners, Visitors, Hospitals, Public health groups

Operating

2.6.3.2 Implement Public Health Plan Coordinator Environmental Health and Events

Community, Shire, Business owners, Visitors, Hospitals, Public health providers

Operating

2.6.3.3

Conduct regular assessments of food premises, public buildings, caravan parks, skin penetration establishments, lodging houses (backpackers)


Community, Shire, Business owners, Visitors

Operating

2.6.3.4

Undertake sampling of specified local businesses and local environments to provide information as to the current level of risk posed by the activity.(food, water, aquatic facilities and recreational waters)


LHAAC, Community, Shire, Business owners, Visitors

Operating

2.6.3.5Process applications for health approval to ensure dwellings, buildings and activities of local premises are compliant with relevant health standards .



Operating

2.6.3.6

Maintain licensing and approval function of various activities within the Shire (caravan parks, lodging houses, food premises, offensive trades)



Operating

2.6.3.7Respond to complaints for EH intervention in response to perceived or real threats to public or environmental health within the community.


Community, Shire, Business owners,Visitors

Operating




2.6.3.8Manage education, advocacy and planning campaigns for improved environmental health outcomes for the community


Community, Shire Operational

2.6.3.9Manage the control of vector bourne disease and pest control in the community



Operational


5.1.5.9

Participate in environmental health regional meetings and events



Operating

5.1.5.10Work with Regional Public Health Units (RPHU) to reduce the spread of infectious disease in the community


Community,Shire, Visitors

Operational

7. Measure and report on success and sustainability 7.1 Effectively measure and report on success and sustainability

5.7.2.3Undertake Food Act Reporting Coordinator Environmental

Health and EventsShire, Department of Health Operating

5.7.2.4Complete Local Government data collection and reporting requirements

Manager Environmental Health and Waste Services

Community,Internal Staff Operating


Service Team Waste ServicesResponsibility Manager Environmental Health and Waste Services

Services ♦ Provide a safe sustainable waste management service for the Shire

♦ Provide waste disposal facilities management consisting of landfill operations, recycling operations, transfer station operations, waste water treatment plant

♦ Manage the waste disposal facilities and operations and services to acceptable Council standards and Department of Environmental Regulation licence requirements

♦ Coordinate resource recovery and recycling services including processing, transport and sales of recovered waste materials

♦ Manage the development and construction of new assets and/or upgrading of existing facilities to meet the needs of current and future generations

♦ Community education

♦ Manage kerbside domestic and recycling collection contracts and their programming and delivery within the Shire


Challenges ♦ State waste strategies and legislation aimed at moving to a low waste society within the next decade through best practice, continuous improvements and waste

diversion target setting

♦ Increasing waste volumes - growth and tourism, impacting on operations without increases in staffing levels

♦ Need for long term waste management planning at both local and state level

♦ Waste generated from significant tourism numbers places an operational and financial burden on the Shire and rate payers to fund

♦ Access to confident data sets to underpin the measurement of strategies and services

♦ Dirty recyclables becoming more and more common as a result of insufficient opportunity to educate the community on correct recycling requirements

♦ Site viability - lack of airspace could force closure on the landfill facility within 12 months

♦ Seasonal impacts and high tourist numbers are placing unprecedented pressure on existing waste management systems

♦ Transport costs, lack of economies of scale, lack of access to end markets and limited capacity to generate funds place financial burdens upon the Shire with regard to recycling operations ♦ Cost of landfill relatively low compared to the cost of recovery operations, while cost of landfill remains low it will undermine the economic viability of preferred

uses, such as recycling and hinders the achievements of the waste strategy and targets ♦ Communications, engagement and education programs to ensure industry, community and government entities essential to reduce waste generation. There is a

need to invest in education and promotion to limit long term staffing costs through increases waste loads

♦ Waste policy and compliance changes

♦ Labour market skills shortage - difficult to attract staff and an ageing workforce

♦ Community acceptance of user pays and polluter pays



Indicators ♦ Recyclables generation - tonnes per capita per annum ♦ Trend ♦ DER Waste Census ♦ Annual

♦ Total amounts of waste received at landfill per capita ♦ Trend ♦ DER Waste Census ♦ Annual

♦ Kerbside recycling collection participation rate ♦ 100% ♦ Contractor Reporting ♦ Annual

♦ Total waste diverted from landfill ♦ Trend ♦ Waste Disposal Records ♦ Annual

♦ Delivering strategic projects in accordance with established timeframes and CEO Priorities ♦ 100% ♦ CEO Priorities ♦ Annual



1. Healthy waterways and foreshores 1.3 Implement measures to improve the quality of water entering catchments


1.1.3.1Implement Landfill Environmental Improvement Plan and Landfill Closure Management Plan

Coordinator Waste Services

Residents,Ratepayers Operating

3. Sustainable waste management

3.1 Reduce the environmental impact of waste and maximise conservation of natural resources

1.3.1.1

Management of Shire Waste facilities (including Transfer Stations, Landfill, Septage plant) to DER license requirements


Residents, Ratepayers, Department of Environment and Regulation

Operating

1.3.1.3Implement kerbside recycling in Augusta

Manager Environmental Health and Waste

Contractor, Residents, Ratepayers, Internal staffCity of Busselton

Operating

1.3.1.4

Progress Regional Waste Management Initiatives with City of Busselton


Contractor, Residents, Ratepayers, Internal Staff

Operating

1.3.1.5Pursue grants to support and or expand service delivery and infrastructure development in line with strategic goals as required


State Government, Shire Operating

1.3.1.6Construct and open a new cell at the Davis Road Waste Facility


Contractor, internal staff, Residents and Ratepayer Asset

upgrade

1.3.1.7

Provide a report to Council on preferred waste disposal options for the Shire for the next 5 years and for Council to adopt a position


Council, Internal Staff

Operating




1.3.1.8 Development of Davis Road Transfer Station (truck - transfer)


Department of Environment and Regulation, Operating

1.3.1.9

Manage sampling and monitoring requirements of landfill and septage plant in accordance with Department of Environment and Regulation (DER) Environmental License requirements


Department of Environment and Regulation, Shire, Community Operating

3.2 Reduce raw material use and increase materials and energy recovery

1.3.2.1 Implement Strategic Waste Management Plan Manager Environmental Health and Waste

Residents, Ratepayers Operating

1.3.2.2 Review Strategic Waste Management Plan Manager Environmental Health and Waste

Internal staff Operating

4. Ecology and biodiversity protection 3.4 Encourage the community to reduce, reuse and recycle

1.3.4.1Prepare a community education strategy for waste management to support the Strategic Waste Management Plan




2.6.2.14Develop Disaster Debri management plan - locally and regionally


Shire, community, other LGAS surrounding Operating

2.6.2.15 Maintain Disaster Debri management plan - locally and regionally

Coordinator Waste ServicesW w


2.6.2.16Develop a Disaster Response Business Continuity Plan






6.3 Undertake measures to ensure the protection of public health

2.6.3.10Management of kerbside collection contracts (domestic and recycling)


Shire, Community, Contractors

Operating

2. Effective strategy, planning and asset management 2.2 Develop long term Resourcing Strategy aligned to the Community Strategic Plan

5.2.2.17Develop a Strategic Waste Management Plan


Residents, Ratepayers,Internal staff

Operating

2.4 Maintain and renew Shire assets according to agreed standards

5.2.4.2Undertake asset management at Shire waste and recycling facilities (Davis Road and Wallis Road)


Residents, Ratepayers,Internal staff

Asset renewal

7. Measure and report on success and sustainability 7.1 Measure and report on success and sustainability

5.7.2.5

Complete State Government data collection and reporting requirements


Waste census, NPI reporting, Department of Environment and Regulation licensing reporting

Operating


Directorate Infrastructure Services

Infrastructure Services

Service Team Infrastructure ServicesResponsibility Director Infrastructure Services

Services ♦ Provide strategic direction, management and leadership for Asset Services and Works Business Units

♦ Provide corporate and administrative support

♦ Provide strategic input and advice as a member of the Executive Leadership Team

♦ Delivery strategic projects and policy

♦ Provide an interface between the Directorate, elected members, media and community


Challenges

♦ Ensuring that the Shire’s infrastructure and other assets are manages to provide an appropriate level of service to the community

♦ Ensure that the Shire’s infrastructure and other assets are maintained in accordance with sound asset management principles

♦ Ensuring that the effectiveness of the Directorate is maximised through the development of appropriate procedures

♦ Ensuring that the Directorate’s capacity and capability meet strategic, customer and operational needs


Indicators ♦ Projects are delivered on time, within budget and to quality

standards ♦ 100% ♦ Annual Finance Report ♦ Annual

♦ High level of customer satisfaction ♦ Trend ♦ Customer Satisfaction Survey ♦ 4 Yearly

♦ Total responses to customer requests relating to maintenance and construction of infrastructure and other assets. ♦ Trend ♦ Customer Complaints System ♦ Quarterly




2.1 Develop and implement master plans for centres, towns and villages and enhance their unique character


3.2.1.2Progress and complete Stage I, II of Margaret River Main Street Town Centre Improvements

Director Infrastructure Services

South West Development Commission

Asset upgrade $7.49M

3.2.1.11Finalise the relocation of the Augusta Police Station


CommunityOperating

3. Infrastructure for economic growth 3.1 Develop major infrastructure to cater for increased residents and visitors

4.3.1.1Assist Main Roads WA to progress development of the Margaret River Perimeter Road


Margaret River Chamber of Commerce and IndustryMain Roads WA

Operating

4.3.1.4Commence construction of John Archibald Drive in conjunction with Main Roads (subject to funding)


South West Development CommissionMain Roads WA

New Asset $2.69M

$2.69M








5.5.1.6Review customer service standards for Infrastructure Services directorate






6.2 Ensure Shire services and process meet or exceed customer needs and recognised industry standards


5.6.2.5Complete review of policies by Council adopting new policies in Infrastructure



5.6.2.6Review and update procedures for Infrastructure Services directorate




Asset Services

Service Team Asset ServicesResponsibility Manager Asset Services

Services ♦ Undertaking asset management

♦ Undertaking assessment of infrastructure aspects of subdivision and development

♦ Undertaking project planning and management for Shire projects

♦ Administering land tenure and management

♦ Providing customer service and technical advice

♦ Providing environmental management and Landcare services

♦ Preparing and implementing building maintenance and inspection programs


Challenges ♦ Ageing infrastructure nearing the end of its economically useful life

♦ Increasing cost to manage Shire assets at current service levels

♦ Improving asset management practices

♦ Managing future asset demand and lifecycle cost

♦ Community expectations of limited rate rises but maintenance or improvement of service levels

♦ Declining availability of grant funding



Indicators ♦ Asset consumption ratio ♦ >50% ♦ DLGC ♦ Annual

♦ Asset sustainability ratio ♦ >90% ♦ DLGC ♦ Annual

♦ Asset renewal ratio ♦ 75%-95% ♦ DLGC ♦ Annual

♦ Capital works completed on time ♦ 100% ♦ Capital Works Program ♦ Annual

♦ Capital works completed in budget ♦ 100% ♦ Capital Works Program ♦ Annual

♦ National Assessment Framework Score ♦ Progressive Improvement

♦ Asset Management Self Assessment Workshop ♦ Annual



1. Healthy waterways and foreshore

1.1 Develop partnerships to maintain and improve the quality of beaches, waterways, rivers and wetlands


1.1.1.1Commence implementation of Hardy Inlet Water Quality Improvement Plan - Augusta townsite stormwater treatment

Senior Environment / Landcare Officer

Department of Water Asset upgrade

1.1.1.2 Implement actions from the State of the Environment Report


Cape to Cape Catchments Group, DPaW, LCDC, DER,Lower Blackwood Catchment

Operating

1.1.1.3

Implement recommendations of the Margaret River Townsite District Water Management Strategy in conjunction with development in this area

Manager Asset Services Department of Water, Water Corporation, Developers, Consultants

Operating

1.1.1.4Maintain partnership with Cape to Cape Catchment Group


Cape to Cape Catchments Group Operating

1.1.1.5Maintain partnership with Lower Blackwood Catchment Landcare Conservation District Committee


Lower Blackwood Catchment LCDC Operating

1.1.1.6 Review the State of the Environment Report Senior Environment / Landcare Officer

Cape to Cape Catchments Group, LCDC, DPaW, DER,Lower Blackwood Catchment

Operating



1.2 Manage responsibly coastal areas under the Shire’s control


1.1.2.1

Complete construction of a trail from Flinders Bay to Augusta Boat Harbour. Apply for grant funding to extend trail from Augusta Boat Habour to Ringbolt Bay


Leeuwin Tourism Precinct Group, Department of Transport New asset

1.1.2.2

Finalise the alignment of a trail/path from Flinders Bay to Cape Leeuwin


Leeuwin Tourism Precinct Group, DER, DPaW, Community

Operating

1.1.2.3Ongoing implementation of Cape Mentelle to Gas Bay Foreshore Plan (subject to funding)

Manager Asset Services Margaret River Coastal Residents Association

New asset/Asset

Upgrade

4. Ecology and biodiversity protection 4.1 Collaborate with the State Government to protect the biodiversity of the Shire

1.4.1.1Prepare Management Plans for major Shire reserves


Community, Reserve users,Community groups,

Operating

1.4.1.2Provide environmental management and landcare services


CommunityOperating

1.4.1.3Work with Department of Parks and Wildlife to achieve an appropriate balance between conservation and park use


DPaWOperating

1.4.1.9 Undertake targeted weed control in priority areas Senior Environment / Landcare Officer

Cape to Cape Catchments Group, LCDC,Lower Blackwood Catchment

Operating




1.4.1.10 Implement projects in the Environmental Management Fund


Cape to Cape Catchments Group,LCDC, DPaW, DER, Lower Blackwood Catchment Community groups

Operating

4.2 Educate the community and visitors on environmental protection

1.4.2.1 Establish and implement an environmental awareness program


Cape to Cape Catchments Group, LCDC, DPaW, DER, Lower Blackwood Catchment Community groups

Operating


2.6.2.4Prepare bushfire mitigation strategies for Shire managed land

Manager Asset Services DPaW, DFES Operating

1. Clearly defined areas for growth and renewal

1.2 Ensure new communities are developed using ecologically sustainable development principles

3.1.2.4

Construct the finger jetty with Recreational Boating Facilities Scheme (RBFS) grant funding and apply for RBFS grant funding for construction of boat trailer parking at the Ellis Street boat ramp

Manager Asset ServicesRBF, Augusta Community, Internal Staff

New asset




2.1 Develop and implement master plans for centres, towns and villages to preserve and enhance their unique character


3.2.1.1

Commence staged implementation of Augusta Interpretation Plan (subject to funding)

Manager Asset Services Augusta Chamber of Commerce, MRBTA, Augusta Community Development Association, Augusta History Museum

New asset


3.2.2.1

Develop and construct an entry statement to Margaret River

Manager Asset Services Main Roads WA, MRBTA,Margaret River Chamber of Commerce and Industry, Arts Margaret River

New asset

3.2.2.2Implement actions in the Margaret River Foreshores upgrade (subject to funding)


Community groups Asset upgrade

4. Connected and safe transport network

4.1 Develop and maintain a high quality transport network in partnership with all levels of government

3.4.1.1

Commence staged implementation of trail along the Margaret River from Rotary Park to the Rivermouth (subject to funding)


Friends of the Cape to Cape Track, Margaret River Off Road Cycling Association

New asset

3.4.1.2Implement Demand Responsive Transport recommendations subject to findings of the feasibility study

Manager Asset ServicesOperating

3.4.1.3Plan and implement identified parking strategies and infrastructure

Manager Asset Services Margaret River Chamber of Commerce and Industry

Asset upgrade




3.4.1.4Prepare Travel Plan for key local trip generators Manager Asset Services Margaret River Chamber of

Commerce and Industry Operating

3.4.1.5Provide customer service for the Infrastructure Directorate

Technical Officer - Asset Services

CommunityOperating

3.4.1.6Review and investigate new bus stop facility in Charles West Avenue

Manager Asset Services Bus operators, MRBTA Operating

3.4.1.7

Undertake a study of capacity upgrade options at the Fearn Avenue/Wallcliffe Road intersection to mitigate the impact of traffic growth

Manager Asset Services

Operating

3.4.1.8Undertake Demand Responsive Transport Feasibility Study

Manager Asset Services Department of TransportOperating

3.4.1.9 Undertake quality control of developer provided assets

Technical Officer - Developments

Developers, Consultants, Contractors, WAPC, Department of Planning, Main Roads WA

Operating

3.4.1.11Upgrade Gracetown Main Beach Car Park (funded by Landcorp)

Asset Services Landcorp, Gracetown Progress Association

Asset upgrade

3.4.1.12

Upgrade/construct John Archibald Drive/Tingle Avenue intersection to accommodate north-south and east-west traffic when southern leg of four way intersection is constructed

Manager Asset Services Main Roads WA, developers New asset

3.4.1.17Review need for upgrade of Boodjidup Road for increased vehicle traffic

Manager Asset Services Asset upgrade



4.2 Provide a network of connected cycleways and pedestrian pathways


3.4.2.1Complete extension of Wadandi Track from Gnarawarry Road to Witchcliffe and celebrate with an official opening

Manager Asset Services Witchcliffe Progress Association, Lotterywest

New asset

3.4.2.2Apply for funding to construct Wadandi Track South from Redgate Road to Calgardup Road

Manager Asset Services Witchcliffe Progress Association, Land owners

New asset

3.4.2.4Prepare Bike Plan and Route Feasibility Study for the townsite and wider Shire area


3.4.2.5Progressive implementation of trails recommended in Bridle Trails Feasibility Study (subject to funding)

Manager Asset Services South West Capes Bridle Trails Association New asset

3.4.2.6Promote bicycle training scheme as part of school travel planning


3.4.2.7Provide cycle parking and define monitoring strategy for Town Centre, Station Road, Boodjidup Road and Railway Terrace


3.4.2.8Review Path Plan 2004 in line with Townsite Strategy 2008 and Transport Strategy 2012

Manager Asset Services Path usersOperating

3.4.2.9Support Rotary Club of Margaret River to upgrade the trail along the south side of the Margaret River from the Old Settlement to Barrett Street Weir

Senior Environment/Landcare Officer

Rotary Club of Margaret River Asset

upgrade



5 Effective strategy, planning and asset management 2.2 Develop a long term Resourcing Strategy aligned to the Community Strategic Plan


5.2.2.1Progressively implement recommendations of the Asset Management Improvement Plan

Coordinator Asset Management Operating

5.2.2.2Undertake desktop review of Asset Management Plan


5.2.2.3Undertake desktop review of Ten Year Capital Works Program


5.2.2.4Undertake full review of Asset Management Plan 2013-2023


5.2.2.5Undertake full review of Ten Year Capital Works Program


2.3 Develop and review long term asset management and replacement plans

5.2.3.1Conduct investigations into townsite areas and light industrial areas with inadequate stormwater


5.2.3.2Provide asset management planning services Coordinator Asset

Management Operating

5.2.3.3Provide land administration services Technical Officer - Assets

and Land Administration Operating



2.4 Maintain and renew Shire assets according to agreed standards


5.2.4.1Develop annual schedules for maintenance of Shire assets


5.2.4.6

Develop a 15 year strategic plan for asbestos removal from Shire infrastructure that aligns with the Long Term Financial Plan

Building Asset and Maintenance Coordinator

Department of Health, building managers and users Operating


Works Services

Service Team Works AdministrationResponsibility Manager Works

Services ♦ Providing administration, management and leadership for Construction, Operations, Workshop and Survey and Design Services ♦ Management of the Shire’s Capital Works Program ♦ Undertaking project planning and management for Shire projects ♦ Management and purchasing of the Shire’s fleet program ♦ Provision of customer service internal and external stakeholders ♦ Contribute towards and ensure the safe operation of the Shire’s Works Business Unit with respect to Safe Operating Procedures, risk assessments and

analyses and legislative requirements


Challenges ♦ Balancing increasing community demand and the cost of providing new infrastructure and whilst reducing ongoing maintenance to a sustainable level ♦ Increasing cost to manage Shire assets at the desired service levels ♦ Managing risk


Indicators ♦ Capital works completed on time ♦ 100% ♦ Capital Works Program ♦ Annual ♦ Capital works completed in budget ♦ 100% ♦ Capital Works Program ♦ Annual ♦ Capital works completed against the program ♦ 100% ♦ Capital Works Program ♦ Annual



2. Effective strategy, planning and asset management 2.3 Develop and review long term asset management and replacement plans


5.2.3.7Implement Margaret River depot Masterplan Manager Works Internal staff Asset

renewal $15K $7K $30K $60K

5.2.3.8Develop the Annual Plant Replacement Program Manager Works Internal staff

Operating

5.2.3.9Undertake detailed planning of Depot infrastructure renewal and maintenance requirements

Manager Works Internal staffOperating

5.2.3.10Undertake detailed planning of playground and skate park infrastructure renewal and maintenance requirements

Manager Works Community Asset renewal


Service Team ConstructionResponsibility Manager Works

Services ♦ Constructing infrastructure including roads, paths, kerbs and drainage, car parks, streetscapes, aerodromes and foreshore facilities

♦ Respond to customer queries in the field and prepare cost estimates

♦ Provide final trim grader operations

♦ Liaise & coordinate resources of plant, labour and materials to deliver the defined service standards and/or undertake capital works programs in accordance ♦ current engineering and industry standards ♦ Liaise with ratepayers, residents and external stakeholders with respect to works that directly affect them, so to minimise disruption to their activities, and provide

positive public relations towards works being undertaken

♦ Implement and coordinate public notification and consultation for construction projects and adapt works periods and methodologies where required

♦ Contribute towards and ensure the safe operation of the Shire’s Works Business Unit with respect to Safe Operating Procedures, risk assessments and analyses and legislative requirements

Workforce ♦ 18 FTE

Challenges

♦ Balancing increasing community demand and the cost of providing new infrastructure and whilst reducing ongoing maintenance to a sustainable level

♦ Increasing cost to manage Shire assets at the desired service levels

♦ The shortage of key construction resources

♦ Applying and adapting existing work practices to new industry standards, legislative requirements and expectations

♦ Managing risk


Indicators

♦ Capital works completed against the budget ♦ 100% ♦ Capital Works Program ♦ Annual

♦ Capital works completed against the program ♦ 100% ♦ Capital Works Program ♦ Annual

♦ Customer satisfaction with capital works delivery ♦ Trend ♦ Customer Satisfaction Survey ♦ 4 yearly



1. Healthy waterways and foreshore

1.1 Develop partnerships to maintain and improve the quality of beaches, waterways, rivers and wetlands


1.1.1.7Construct bioretention basin in Doyle Road to treat stormwater from Station Road precinct

Manager Works Margaret River Senior High School New asset

5 Quality parks, gardens and green spaces

5.1 Ensure green and public open spaces cater for a wide range of users including people with a disability

1.5.1.3Renew playground equipment throughout the Shire in accordance with the annual allocation for playground equipment

Manager Works Community Asset Renewal $60k $60k $60k $60k

1.5.1.4Gracetown Swimmers Beach Power Supply and BBQ facilities

Manager Works Community, Landcorp

Asset upgrade $25K

1..5.1.7Complete Gloucester Park Lower Western Oval drainage

Manager Works Sport and Recreation Advisory Committee New asset

$250K

1.5.1.8Construct Gloucester Park drainage between Recreation Centre and Bowling Club

Manager Works Sport and Recreation Advisory Committee

Asset upgrade

1.5.1.9Gloucester Park Lower Western Field Development (subject to funding)

Manager Works DSCNew asset

$250K $510K

1.5.1.10Construct Gloucester Park mains supply extension (subject to funding)

Manager Works Western Power Asset upgrade

1.5.1.11Construct Gloucester Park roads and car parking Manager Works Sport and Recreation

Advisory CommitteeAsset

upgrade $250K

2 Equity and opportunities for all


2.2.1.14Complete works at Cowaramup Skate park Manager Works Cowaramup community,

YAC Operating



2 Liveable and well designed spaces

2.1 Develop and implement master plans for centres, towns and villages to preserve and enhance their unique character


3.2.1.5Implement improvements to the Town Centre Streetscape in Cowaramup

Manager Works Cowaramup community Asset renewal

3.2.1.6Implement Wallcliffe Road Streetscape upgrade Manager Works Community Asset

renewal

3.2.1.7Complete the Annual Drainage Works program Manager Works Community Asset

upgrade $330K $330K $330K $330K


3.2.2.9Construct Wallcliffe Road car park at the Margaret River Skatepark

Manager Work Community YAC $150K

3.2.2.10Seal and formalise carpark at Gracetown Main Beach

Manager Works Gracetown community, Landcorp Operating

$285K

4 Connected and safe transport network


3.4.1.13Complete the annual allocation for roads program

Manager Works Community Operating

$3,005K $2,461K

$2,347K $3,115K

3.4.1.18Construct Wallcliffe Road - Bussell Highway - Forrest Road roundabout

Manager Works Internal StaffOperating





3.4.2.11Construct path and trail upgrades identified in Path Plan

Manager Works Community Asset upgrade

3.4.2.12Complete annual allocation for footpaths Manager Works Community Asset

upgrade $300K $300K $300K $300K

3 Infrastructure for economic growth 3.1 Develop major infrastructure to cater for increased residents and visitors

4.3.1.2Upgrade of ablutions at caravan parks Manager Asset Services Caravan residence,

Internal staff Assets upgrade $150K


Service Team OperationsResponsibility Manager Works

Services ♦ Coordinate maintenance and parks and gardens services

♦ Maintaining infrastructure including roads, paths, kerbs and drainage, car parks, streetscapes, aerodromes and foreshore facilities

♦ Install and repair street, directional and informational street signage and guide posts

♦ Undertake turf and garden maintenance, reticulation installation, maintenance and repairs and the application of pesticides, herbicides and fertilisers

♦ Propagation and establishment of native and exotic plants in Shire nursery

♦ Investigate, make recommendations to and implement works according to work requests submitted by internal and external clients and customers.

♦ Operate a variety of heavy plant and equipment to complete projects, and/or maintenance tasks in a safe and efficient manner

♦ Provide comprehensive carpentry and/or general maintenance service on a day to day basis and assist with new works as required

♦ Implement programmed works in an effective and efficient manner, whilst keeping within deadlines, budgetary constraints and quality levels

♦ Labouring tasks ranging from fabrication, installation and preventative works to all Shire infrastructure as required

♦ Undertake playground inspections and monitoring in order to develop prioritised repairs and maintenance

♦ Monitoring, testing, sampling and reporting of the Shire’s recycled water scheme, and liaise with external stakeholders to ensure compliance with health and industry standards

♦ Assist in the annual construction and resealing programmes and undertake reinstatements to work sites where required

♦ Contribute towards and ensure the safe operation of the Shire’s Works Business Unit with respect with Safe Operating Procedures, risk assessments and analyses and legislative requirements

Workforce ♦ 21 FTE

Challenges ♦ Balancing increasing community demand and the cost of providing new infrastructure and whilst reducing ongoing maintenance to a sustainable level



♦ Managing risk



Indicators ♦ Customer satisfaction with road and drainage maintenance ♦ Trend ♦ Customer Satisfaction Survey ♦ 4 yearly

♦ Parks and gardens Capital Works Program completed on time and on budget ♦ 100% ♦ Capital Works Program ♦ Annual

♦ Parks and gardens capital works projects completed against the program ♦ 100% ♦ Capital Works Program ♦ Annual

♦ Customer satisfaction with Public Open Space management ♦ Trend ♦ Customer Satisfaction Survey ♦ 4 yearly



2 Climate change response 2.4 Implement measures to conserve water as a precious resource


1.2.4.1Oversee operation of the Margaret River Recycled Waste Water Scheme

Manager Works Water CorporationOperating

1.2.4.2Complete the waterwise landscaping project Manager Works Community

Operating

5 Quality parks, gardens and green spaces

5.1 Ensure green and public open spaces cater for a range of users including people with disabilities

1.5.1.2Maintain Shire parks and gardens in accordance with service standards

Manager Works Community Asset maintenance

1.5.1.5Deliver the Public Open Space annual program on time and on budget


1.5.1.6Deliver the Annual Tree Planting Program on time and on budget


6 Safer communities 6.1 Provide community safety through regulatory and support programs

2.6.1.11Deliver the Annual allocation for Cemetery Works Manager Works Community

Operating


2.6.2.6Implement bushfire mitigation programs for Shire managed land

Manager Works BFAC, internal staff, Operating




2.2 Develop and implement master plans for Shire facilities and projects so they are well designed, have aesthetic peal and are accessible by all


3.2.2.11Maintenance upgrades to Shire bridges in accordance with the LTFP

Manager Works Main Roads WANew asset

$657K $120K $150K $300K



3.4.1.23Undertake safety upgrade of Margaret River Airport Manager Works

Operating

2. Effective strategy, planning and asset management 2.4 Maintain and renew Shire assets according to agreed standards

5.2.4.5Undertake annual maintenance program Manager Works Internal Staff

Operating


Service Team Survey and DesignResponsibility Manager Works

Services ♦ Undertaking surveys and engineered designs for key infrastructure

♦ Collect survey data of existing site features, interpret information, make assessments/design decisions and create design plans including quantity surveying

♦ Prepare accurate drawing, works schedules, estimates and technical specification for all projects including road works, drainage works, traffic management and other civil works

♦ Assist in project managing construction works within the yearly capital works program

♦ Conduct investigations and inspections into infrastructure and design problems of projects as required

♦ Participate in continuous improvement initiatives, through the development of policies and procedures to ensure that infrastructure projects are delivered to a high standard

♦ Preparation of budget estimates for future construction projects

♦ Provide input into the preparation of scoping documents for consideration in future budgets

♦ Provide engineering and technical support to other business units


Workforce ♦ 3 FTE

Challenges ♦ Balancing increasing community demand and the cost of providing new infrastructure and whilst reducing ongoing maintenance to a sustainable level



♦ Managing risk


Indicators ♦ Projects completed on time, in budget and to quality standards ♦ 100% ♦ Works Program ♦ Annual






3.2.2.8 Design Wallcliffe Road carpark at the Margaret River Skatepark

Manager Works Community, YAC New asset



3.4.1.14Design Wallcliffe Road - Bussell Highway - Forrest Road roundabout

Manager Works CommunityNew asset

3.4.1.15Design access road to Margaret River Airport (off Perimeter Road)


3.4.1.16Provide survey design services Manager Works Internal Staff

Operating


3.4.2.10Design path and trail upgrades identified in Path Plan



Service Team WorkshopResponsibility Manager Works

Services ♦ Purchasing of small plant and equipment

♦ Assisting in management and purchasing of the Shire’s fleet program

♦ Maintenance of the Shire’s vehicle and plant fleet and equipment - regular scheduled servicing and mobile and isolated plant callouts to the entire Shire fleet



Challenges ♦ Funding of the Shire’s fleet

♦ Optimising fleet utilisation

♦ Reducing downtime

♦ Managing risk


Indicators ♦ Plant utilisation rates ♦ Trend ♦ Fleetman ♦ Annual

♦ Plant program completed against budget ♦ 100% ♦ Capital Works Program ♦ Annual



2 Effective strategy, planning and asset management 2.4 Maintain and renew Shire assets according to agreed standards


5.2.4.3Implement annual Plant Replacement program Manager Works Internal staff

Operating

5.2.4.4Implement annual Light Fleet Replacement program Manager Works Internal staff

Operating


Linking our goals

Published DocumentsArts and Culture Plan p p

Asset Management Plan NEWp p p p p

Augusta Streetscape Plan 2010 p

Augusta Townsite Strategy p

Biodiversity Incentive Strategy p

Hardy Inlet Water Quality Improvement Plan p

Cape Leeuwin Tourism Precinct Concept Plan p

Capes Region Boating Strategy 2011 p

Capes Regional Economic Development Strategy p

Capital Works Plan 2015 - 2016 NEWp p p p p

Chapman Brook Action Plan p

Communication Strategy 2008-2013 p

Community Infrastructure Plan p p p

Cowaramup Streetscape Plan p

Community Survey Research Report 2011 p

Crime Prevention and Safety Plan 2007-2010 p p

CSIRO Sustainable Future 2005 p

Culturally Active Communities Policy p p

Disability Access and Inclusion Plan 2014-2016 NEWp p p p

East Margaret River Structure Plan p

Equal Opportunity Plan p

Governance Charter p

Gloucester Park Master Plan p

Integrated Transport Strategy p

Kudardup Hamlet Strategy p

Karridale Hamlet Strategy p

Local Emergency Management Arrangements p

Local Energy Action Plan p p p p p

Local Planning Strategy p

Local Planning Scheme 1 p

Local Profile p p p p p

Local Heritage Inventory 2012 p

Long Term Financial Plan 2015-2025 NEWp p p p p

Local Tourism Strategy p p p

Margaret River Action Plan p

Margaret River Mainstreet Design Improvement p

Margaret River Townsite District Water Management Strategy p


Margaret River Townsite Strategy p

Occupational Health and Safety Plan p

Public Open Space Strategy (DRAFT) 2013 p p p

Redevelopment of Margaret River Townsite 2011 p

Rivermouth to Gas Bay Concept Plans p

Aged Friendly Community Study p

Strategic Waste Management Plan p

Transport Plan p

Wallcliffe Road Streetscape Plan p

Witchcliffe Village Strategy p

Women in Leadership Program 2009-2011 p

Workforce Plan 2014-2018 NEWp p p p p

Youth Plan 2014-2018 NEWp

Organisational DocumentsBusiness Continuity Plan p

Business Excellence Report p

Communications Strategy p

Customer Service Charter p

Customer Service Plan p

Information Community Technology Strategy p

Library Redevelopment Business Plan p

Recordkeeping Plan p

State DocumentsActive Living for All 2012-2016 NEW

p

Integrated Planning and Reporting Advisory Standard 2010 NEWp p p p p

Liveable Neighbourhoods 2008 p

Leeuwin Naturaliste Ridge Statement of Planning Policy 1998 p

Regional Centres Development Plan (SuperTowns) Framework 2011-2012

p p

South West Tourism Development Priorities 2010-2015 p

South West Action Statement 2010 p

State Coastal Planning Policy 2006 p

State Library Framework Agreement 2010-2015 p

State Planning Strategy 2050 p

SD5: Strategic Directions for the WA Sport and Recreation Industry 2011-2015 NEW

p

WA Waste Strategy 2012 p


Business UnitsDirectorate Executive Services p p p

Human Resources p

Governance and Marketing p p p p p

Directorate Corporate and Community Services p p p p

Financial Services p

Customer and Information Services p p

Community Development and Safety p p p p

Sport and Recreation Services p p

Library Services p p

Directorate Sustainable Development p p p p

Planning and Development Services p p p

Environmental Health Services p p p p

Waste Services p p p

Directorate Infrastructure Services p p p p

Assets Services p p

Works p p p p

Shire of Augusta Margaret RiverMain Administration Office41 Wallcliffe Road (PO Box 61)Margaret River WA 6285

P: 08 9780 5255F: 08 9757 2512Office Hours: Mon to Fri, 9am – 4pmPhone Enquiries: 8am – 4.30pm

Augusta Administration Office66 Allnutt TerraceAugusta WA 6290

P: 08 9780 5660F: 08 9758 0033Office Hours: Mon to Fri, 9am – 4pm(closes for lunch 12pm – 1pm)Phone Enquiries: 8am – 4.30pm

[email protected]

If you are deaf, or have a hearing impairmentor speech impairment, contact us through the National Relay Service:

• TTY users phone 133 677 then ask for 08 9780 5255

• Speak and Listen users phone 1300 555 727 then ask for 08 9780 5255

• Internet relay users connect to the NRS (www.relayservice.com.au) then ask for 08 9780 5255

2015 - 2019 · 2016-02-01 · Extract from the Financial Viability Policy Shire of Augusta Margaret...

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Transcript of 2015 - 2019 · 2016-02-01 · Extract from the Financial Viability Policy Shire of Augusta Margaret...