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Chief Executive’s Office Budget 2014-2015 - Draft . …

1 . …

Overview 2

Key Actions 2014-2015 3

Workforce 11

Proposed 2015 Estimates 12

Revenue and Expense Allocations 12

CEO’s Office 12

City Projects 13

Human Resources 13

Public Relations 14

Economic Development 14

Proposed Councillor Fees, Allowances and Reimbursements 15

2013-2014 Financial Year in Review 16

. .City of Armadale

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Overview

The Chief Executive’s Office reports to the City Strategy Committee and is responsible for -

Chief Executive’s Office

The administration of the Chief Executive’s Office and the members of Council, including care organisational

services, leadership and strategic direction.

City Projects

Oversight of delivery of major strategic projects for the City.

Human Resources

The administration and co-ordination of all corporate Human Resource related matters, including corporate

training, occupational safety and health advisement, and staff recruitment.

Public Relations

The corporate marketing and promotion, including newsletters, media releases, corporate image development

and marketing plans.

Economic Development

To provide a strong linkage between the City and the business community and to manage and promote economic

development and investment attraction projects within the city.

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. .City of Armadale

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Key Actions for 2014-2015

The City’s Corporate Business Plan identifies a series of Actions to be taken for each strategy and hereunder are

those Actions relevant to the CEO’s Office to be undertaken during the 2015 year.

These Actions together with the functions and activities ordinarily undertaken by the CEO’s Office on a daily basis

(referred to in the Corporate Business Plan as enabling services) collectively contribute to the Outcomes of the

Strategic Community Plan.

All of the following Actions are funded from either the estimates already included in the adopted Corporate

Business Plan or additional funds identified during the recent Councillor Workshops for consideration and

inclusion.

Outcomes and Strategies

Future

Direction

Economic Growth

Outcome 3.1 A dynamic and diverse local economy

Strategy 3.1.1 Market and promote Armadale and its potential to the business and investment

communities

Actions

Maintain and disseminate, for the information of prospective investors, key economic performance indicators

for the City of Armadale and the wider region.

Establish and maintain a published register of commercial / industrial land for the information of prospective

investors.

Advocate capabilities in the Health Care sector / the hospital. Advocate strategies to attract more health care

professionals to live and work in Armadale.

Strategy 3.1.2 Facilitate targeted economic development opportunities.

Actions

Pursue the significant opportunity to progress industrial development in the City of Armadale given the current

availability of industrial land, the good location of that land and the supportive planning policies for industrial

development in Armadale.

Advocate the promotion of the Forrestdale Business Park (West) area as a high-quality business park; attract

a greater diversity of employment-generating industry.


5 . …


Outcome 3.2 Strong and profitable local business

Strategy 3.2.1 Facilitate access to skills enhancement and business development opportunities.

Actions

Advocate with stakeholders the establishment of a program for business training, investment support,

promotion and development for local small to medium-sized enterprises (SMEs), micro-businesses and home-

based businesses.

Actively advocate the support of Indigenous enterprise, employment and training opportunities within the City

of Armadale (noting that 3% of the City’s population is Indigenous).

Assist Business Armadale in implementing specific actions as identified in their newly updated business plan

Strategy 3.2.2 Advocate public and private capital opportunities.

Actions

Work with the State Government to secure the location or relocation of selected State Government

Departments to the Armadale Strategic Metropolitan Centre.

Advocate/explore the feasibility / business case for a higher education campus (satellite / branch campus) or

University-accredited courses through the existing Polytechnic campus or a possible expanded VET and

Higher Education training facility in Armadale.

Advocate for the establishment of an integrated Justice Precinct in the Armadale City Centre.

Outcome 3.3 A skilled, mobile and diverse workforce

Strategy 3.3.1 Facilitate and advocate for provision of a full range of education and training

opportunities.

Actions

Work with training providers to facilitate local education and training programs (as established by the

Armadale Regional Workforce Development Working Group) which are responsive to current and emerging

industry requirements and opportunities in Armadale and the wider region.

. .City of Armadale

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Outcome 3.4 Local, national and international recognition

Strategy 3.4.1 Promote and support the Champion Lakes Complex and events.

Actions

Work with the MRA to consolidate Champion Lakes as a nationally significant water sports complex with

further investment in commercial facilities in and around the centre as well as the prospect for a white-water

rafting facility.

Promote Champion Lakes facility and events in City publications, in liaison with VenuesWest.

Strategy 3.4.2 Promote Armadale nationally and internationally in partnership with State and Regional tourism initiatives.

Actions

Explore opportunities for short-stay accommodation in Armadale by investigating the feasibility / business case

for quality short-stay / tourist accommodation.

Strategy 3.4.3 Market and promote the locality of the City of Armadale to residents, stakeholders and the wider West Australian community.

Actions

Design, formalise and co-ordinate City-region branding, promotional materials and a communications plan.

Promote positive perceptions of Armadale will be multi-pronged and include:

- Branding the city centre to city residents,

- Branding Armadale to the wider Perth and national markets,

- Foreign direct investment (FDI) attraction strategies.

Improve perceptions of the City through development of a strong, modern and positive corporate image and

communications.

Market and promote the City through: effective and targeted distribution of engaging publications; use of

targeted advertising across a strategic marketing mix; provision and promotion of readily accessible

information (identified for expansion of marketing strategy to radio and e-media)


7 . …


Outcome 3.5 A well developed relationship with industry, commerce and government

Strategy 3.5.2 Develop and maintain intergovernmental economic development relationships.

Actions

Establish an Armadale Regional Economic Development Advisory Group, to provide a forum for Armadale City

Council, State and Federal agencies, the Metropolitan Redevelopment Authority, business representatives

and institutions to engage in communication and information exchange on the region’s economic development

matters and to agree on priorities.

Communicate with stakeholders through effective and targeted engaging publications, electronic mediums and

media opportunities.

Outcome 3.6 Infrastructure that supports sustainable economic development

Strategy 3.6.2 Advocate appropriate Information and Communications Technology (ICT)

infrastructure to support industry and business.

Actions

Facilitate rollout of the National Broadband Network (NBN).

Future

Direction

Good Governance and Management

Outcome 4.1 Good governance and leadership

Strategy 4.1.1 Strengthen the governance role of Councillors by informing, resourcing, skilling and

supporting their role

Actions

Provide councillors with meeting agendas and minutes that are on time and to a standard enabling sound

decision making

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Strategy 4.1.3 Provide leadership for the community in sustainability issues and local government

reform matters

Actions

Advocate at State and Federal level for recognition of the region and development of Armadale as a Strategic

Metropolitan Centre (See also 4.1.5)

Advocate at State &Federal level for key projects and programs important to development of the region. (See

also 4.1.5)

Maintain awareness and influence outcomes affecting local Government at both a State & Federal level

through participation in bodies such as WALGA, OMGC and NGAA. (See also 4.1.5)

Strategy 4.1.5 Support strategic alliances, stakeholder forums and advisory groups that assist

Council in policy development and service planning

Actions

Participate and contribute to the goals of the National Growth Areas Alliance

Participate and contribute to the goals of the Outer metropolitan growth councils group

Strategy 4.1.6 Ensure the corporate structure is aligned with the City’s strategic direction

Actions

Review the Strategic Community Plan (SCP), Long Term Financial Plan (LTFP), Corporate Business Plan

(CBP) and Workforce Plan (WP) at least every 4 years in accordance with the Integrated Planning Reporting

Framework. (See also 4.2.1)

Review the City's reporting framework and Corporate Structure at least every 4 years following a review of the

SCP, LTFP, CBP and WP. (See also 4.2.1)

Strategy 4.1.7 Ensure appropriate resources (including office accommodation and equipment) to

support service delivery standards

Actions

Maintain and enhance the City's Workforce Plan ensuring it links to and informs the Corporate Business Plan

and the long term financial plan

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CEO’s Office Workforce

The following Table shows the CEO’s Office current workforce, ie.

Management Area Actual 2014

- CEO’s Office 6.0

- City Projects 1.0

- Human Resources 7.4

- Public Relations 3.0

- Economic Development 1.0

Total 18.4

The CEO’s Office workforce for the 2015 year is proposed to increase by (1) FTE, ie.

- Marketing & Communications Officer (0.5)

- Economic Development Officer (0.5)

These additional resources are :-

- in response to increased activity levels occasioned primarily by the City’s ongoing growth, and

- in accordance with the City’s Workforce Plan Report which was recently resolved by Council at the

Council Meeting held on 26th May 2014 (resolution No. 175/5/14 refers and explains).


11 . …

Proposed 2015 Estimates

The 2015 estimates for each Management Area together with the current 2014 year budget and actuals, are

presented in the following pages.

Matters to note about the following financial figures include:-

The first schedule shows the Total Summary Position, ie. the total municipal funds required to fund the

enabling services and Actions within the CEO’s Office is estimated at $13,967,820.

The subsequent schedules show the breakdown of the $13,967,820 over the various Management Areas, ie.

CEO’s Office & Council Members - $1,944,930

City Projects - $9,716,240

Human Resources - $1,496,450

Public Relations - $600,130

Economic Development - $210,070

The revenue and expense descriptors are explained as follows :-

Employment - covers expenses like salaries, superannuation, compensation insurance, training, uniforms

and fringe benefits tax;

Office – covers expenses like stationary, printing, telephone, insurance, postage and equipment

maintenance;

Professional Services – covers expenses like legal fees and consultancies;

Vehicles – covers the operating, maintenance and depreciation cost of vehicles in that management area;

Other Expenses – covers all other costs not included in the above descriptors that are usually specific to that

management area. For example, in the CEO’s Office, other expenses includes member fees and allowances

and local government reform costs (for which there is a matching grant); in Human Resources it’s mainly

corporate training and development, in Public Relations it’s newsletters, promotions and publications and in

Economic Development it’s business sponsorship.

The capital expense in City Projects of $9.5m relates to the Landmark City Building Project for which there is

a matching loan borrowing.

The remaining revenue and expense descriptors are self-explanatory.

Other matters to note about the financial schedules are:-

The “YTD Actual” figures are the year to date actual revenues and expenses for the period 1st July 2013 to

the date of this Report;

The “2014 Revised Budget” figures represent the budget figures as adopted by Council in the 2014 Annual

Budget, plus or minus the budget amendments made during the year;

The “2015 Proposed Budget” figures represent the estimates as shown in the currently adopted Corporate

Business Plan for the 2015 year plus or minus the variations as workshopped with Councillors over the last

(2) months.

. .City of Armadale

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Proposed Allocation of Funds

Revenue and Expense Allocations

Chief Executive's Office 2014 2015

Summary Total C/Fwds Revised Total YTD Proposed

Budget Budget Budget Actual Budget

Required Municipal Funds

4,123,800 15,402,700 19,526,500 9,662,706 13,967,820

Revenue -2,732,100 -7,233,900 -9,966,000 -1,859,647 -508,600

Rate Revenue 0 0 0 0 0

Grants / Contributions 0 -5,000 -5,000 -6,030 -505,000

Capital Funding -2,732,100 -7,225,300 -9,957,400 -1,851,816 0

Fees and Charges 0 -1,000 -1,000 0 -1,000

Revenue Other 0 -2,600 -2,600 -1,800 -2,600

Expense 232,800 5,381,400 5,614,200 3,652,190 5,018,420

Employment 0 2,210,200 2,210,200 1,818,186 2,396,970

Office 0 405,500 405,500 406,868 431,300

Professional Services 162,500 267,500 430,000 146,953 542,500

Vehicles 0 92,000 92,000 68,128 92,000

Facilities 0 800,000 800,000 0 0

Other Expense 70,300 1,606,200 1,676,500 1,212,055 1,555,650

Capital Expense 6,623,100 17,255,200 23,878,300 7,870,163 9,458,000

Land / Buildings 2,581,200 12,745,600 15,326,800 6,778,889 9,458,000

Furniture / Equipment 0 6,000 6,000 382 0

Parks 4,041,900 4,503,600 8,545,500 1,090,892 0

Chief Executive Officer 2014 2015

Chief Executive's Office C/Fwds Revised Total YTD Proposed



81,100 1,953,200 2,034,300 1,774,926 1,944,930

Revenue 0 -3,600 -3,600 -1,800 -503,600

Grants / Contributions 0 0 0 0 -500,000

Fees and Charges 0 -1,000 -1,000 0 -1,000

Revenue Other 0 -2,600 -2,600 -1,800 -2,600

Expense 81,100 1,954,800 2,035,900 1,769,107 2,399,630

Employment 0 708,400 708,400 587,560 763,180

Office 0 121,700 121,700 123,571 121,700

Professional Services 63,400 32,500 95,900 38,072 527,500

Vehicles 0 33,600 33,600 24,172 33,600

Other Expense 17,700 1,058,600 1,076,300 995,732 1,002,550

Capital Expense 0 2,000 2,000 0 0



13 . …



City Projects 2014 2015

City Projects C/Fwds Revised Total YTD Proposed



3,891,000 11,202,600 15,093,600 6,278,105 9,716,240

Revenue -2,732,100 -7,225,300 -9,957,400 -1,851,816 0

Capital Funding -2,732,100 -7,225,300 -9,957,400 -1,851,816 0

Expense 0 1,178,700 1,178,700 260,140 258,240

Employment 0 196,900 196,900 169,040 200,640

Office 0 2,300 2,300 1,893 28,100

Professional Services 0 165,000 165,000 77,887 15,000

Vehicles 0 14,500 14,500 11,321 14,500

Facilities 0 800,000 800,000 0 0

Capital Expense 6,623,100 17,249,200 23,872,300 7,869,781 9,458,000

Land / Buildings 2,581,200 12,745,600 15,326,800 6,778,889 9,458,000

Parks 4,041,900 4,503,600 8,545,500 1,090,892 0

Human Resources 2014 2015

Human Resources C/Fwds Revised Total YTD Proposed



0 1,396,800 1,396,800 1,116,800 1,496,450

Revenue 0 -5,000 -5,000 -6,030 -5,000

Grants / Contributions 0 -5,000 -5,000 -6,030 -5,000

Expense 0 1,399,800 1,399,800 1,122,830 1,501,450

Employment 0 912,100 912,100 727,270 1,013,750

Office 0 277,700 277,700 277,608 277,700

Vehicles 0 25,000 25,000 15,133 25,000

Other Expense 0 185,000 185,000 102,819 185,000



. .City of Armadale

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Public Relations 2014 2015

Public Relations C/Fwds Revised Total YTD Proposed



67,000 592,700 659,700 324,822 600,130

Expense 67,000 590,700 657,700 324,440 600,130

Employment 0 264,300 264,300 222,851 288,230

Office 0 2,800 2,800 2,349 57,800

Professional Services 28,000 0 28,000 22,575 0

Vehicles 0 8,500 8,500 8,491 8,500

Other Expense 39,000 315,100 354,100 68,174 245,600



Economic Development 2014 2015

Economic Development C/Fwds Revised Total YTD Proposed



84,700 257,400 342,100 168,054 210,070

Expense 84,700 257,400 342,100 168,054 210,070

Employment 0 128,500 128,500 111,465 131,170

Office 0 1,000 1,000 1,446 1,000

Professional Services 71,100 70,000 141,100 8,419 0

Vehicles 0 10,400 10,400 9,012 10,400

Other Expense 13,600 47,500 61,100 37,712 67,500


15 . …

Proposed Councillor Fees, Allowances and Reimbursements

The Proposed Councillor Fees, Allowances and Reimbursements for the 2015 year are as follows-

Details Budget 2014 Proposed 2015

Annual Attendance fees Mayor 45,000 45,000

Councillors

($30,000 / Cr) 390,000 390,000

Annual Local Government Allowance Mayor 85,000 85,000

Deputy Mayor

(25% of Mayor’s

allowance)

21,250 21,250

ICT Allowance

(Information, Communications & Technology)

Councillors

($3500 / Cr) 49,000 49,000

Travelling reimbursement Councillors 10,500 10,500

Communications reimbursement Councillors 15,000 15,500

Child care reimbursement Councillors

($25 / hr) 5,000 5,000

Mayoral Vehicle operation 12,000 12,000

Plus an allowance for the pending review

determination by the Salaries & Allowances Tribunal - 21,300

Total $632,750 $654,550

Notes to the above Table –

1. The Annual Attendance fees and Annual Local Government Allowances are in accordance with levels as

prescribed for Band 1 Local Governments like the City of Armadale.

2. The Child Care Reimbursement and ICT Allowance are in accordance with the prescribed amounts.

3. The proposed Travelling reimbursement estimate of $10,500 is based on kilometres travelled in the course of

Councillors duties multiplied by an agreed kilometre rate.

4. The proposed Communications reimbursement of $1,110 per annum / per Councillor includes a 2.5%

increase and is administered in accordance with Council Policy and Management Practice.

5. The vehicle for the Mayor’s position is provided in accordance with Council Policy and Management Practice

with Council to be reimbursed for any private use of the vehicle.

. .City of Armadale

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2014-2015 Financial Year in Review

Achievements

As outlined below the Chief Executive’s Office continues to deliver key objectives identified in the Strategic

Community Plan:–

Recruitment and Retention

Recruitment continues to be a key focus for Human Resources. Issues impacting on the level of recruitment

include continued growth, additional services, retirements, resignations and the seasonal operations of some

facilities.

Training and Development

Training and development was another major activity for 2013-14. Programs are targeted at the key training and

development needs identified in each Directorate. The City also launched a Diploma in Management for

Supervisors and Coordinators with a focus on preparing for Change.

Workforce Plan

The Workforce Plan, introduced as part of the Integrated Planning Framework, assesses resource needs of the

organisation and determines what the affordable staff establishment will be for the coming years. The

forthcoming Budget will identify the specific positions funded for the coming year.

Media

The City continually seeks opportunities for local and state-wide news channels to publish positive news stories to

the benefit of the district. Success has been achieved with stories appearing on various radio programs, in The

West Australian newspaper and various industry, arts and events publications. The City also works very hard with

affiliated organisations to ensure articles are published promoting the district and its community. This has been

particularly successful with multiple economic development articles published in the business section of The West

Australian. The City continues to maintain close liaison with local media outlets, to encourage stories that inspire

positive community sentiment, regardless of whether the City is directly involved. This vigilance is necessary to

balance outdated stereo-types and present Armadale’s modern urban image.

The City’s Marketing and Communications team provide vital support to the Mayor and CEO as in their respective

roles representing the City. The media regularly seeks interview and photograph opportunities to add value to

stories of interest to the community, ensuring valuable local news coverage. Media training for Councillors is

another key service, ensuring elected members are aware of this role and confident in their position as

representatives of the community.


17 . …


Achievements

Marketing and Communications Plan

The City’s Communications and Marketing Strategy originally prepared in 2005 underwent an extensive review in

2013-2014. A consultant was engaged to draft a new Marketing and Communications Plan for the City informed

by the Strategic Community Plan and the community research undertaken to inform that document, and the City’s

existing Economic Development Strategy and Tourism Destination Marketing Strategy. The Plan was then

adopted by Council in April 2014, following extensive consultation with staff, MANEX and Councillors. Other

matters considered involved an audit of existing communications and processes, investigation of the City’s

demographic information and evaluation of relevant WALGA research.

The new Plan, and the Tasks List generated, provide a framework to guide the Marketing and Communications

activities of the entire City for the coming two to three years, with ongoing review to ensure continuous

improvement and adaptability to trends and community preferences.

Advertising

The City promotes Armadale programs, projects, achievements and events in many ways. One of the most

common ways is direct advertising. The appropriate avenue for any particular message is evaluated on a case by

case basis, and is dependent on the message, the audience and the budget.

Advertising options the City has employed this year include in local newspapers, cinemas, the West Australian,

school and developer newsletters, specialised industry publications, a special interest publications and

magazines, community radio station sponsor agreements, newspaper publications distributed outside the City,

and online opportunities. Each individual measure is reviewed and its effectiveness assessed.

Style Guide

A review of the City’s Style Guide was undertaken with a refreshed publication style developed to ensure the

organisation’s communications continue to present a modern, positive, professional and commercially competitive

image to all stakeholders. A concise Style Guide informing all communications by City staff and contractors is an

essential operational tool in any modern business.

The refreshed Style Guide encompasses publications, leaflets, posters, presentations, electronic media, website

and signage.

Piara Waters (North) Community and Sporting Facility

Stage two of the playing field and community sporting facility in Harrisdale is scheduled for completion in June

2014. The 750m2 sport and community pavilion boasts a 200m2 main hall, 50m2 meeting room, kitchen and

servery, as well as four change rooms. A large alfresco area and an iconic shade structure complete the

pavilion. Stage two works are valued at just over $3 million.

. .City of Armadale

.18


Achievements

Landmark Building

Construction is well under way on the $20 million dollar four-storey office complex at the corner of Jull Street and

Orchard Avenue in the city centre. The new building has been designed to achieve a four star green star rating

and four and a half star NABERS rating for building environmental performance. Construction is expected to be

complete in time for Christmas 2014.

Business Investment Prospectus

In March 2014, the City developed its first Business Investment Prospectus. The focus of the prospectus is to

promote business and investment opportunities in Armadale, and provides a range of data and information about

the City. It was supported with a new fact sheet on Forrestdale Business Park to showcase businesses who have

invested and taken advantage of the growth and development opportunities within the City.

The Prospectus was distributed to over 500 key decision makers including Federal and State politicians, state

government departments, real estate agents, property developers, industry bodies and businesses in key industry

sectors.

Business Armadale Business Plan

The City provided funding to engage AEC Group to develop a Business Plan for Business Armadale (Armadale

Regional Business Association). The plan was completed in April 2014 and includes a range of strategies and

actions that can be implemented by Business Armadale to achieve future financial sustainability through

achievement of projected growth targets over the next 5 years.

Other Economic Development Activities

Other major activities during 2013/14 included the development and promotion of key economic data / indicators

for the City, identification of key business opportunities within the City, engaging with various industry sectors of

the City’s business community and the reestablishment of the Armadale City Centre Liaison Group.

www.armadale.wa.gov.au | [email protected] Orchard Avenue Armadale Western Australia 6112

Locked Bag 2 Armadale Western Australia 6992Ph (08) 9399 0111 | Fax (08) 9399 0184

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