Quarterly Report – December 2013 · Augusta Adventure Fest also icon events funded ... ♦...

Quarterly Report – December 2013

Natural Connected Prosperous

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Natural Connected Prosperous

Our Vision

Highlights 2013-14 December Quarter 2013 Highlights ♦ Local government elections were held in

October and the Shire welcomed new Councillors Cr Kim Hastie, Cr Felicity Haynes and Cr Kylie Kennaugh. A new Shire President was elected being Cr Mike Smart and Deputy President Cr Lynne Seventy.

♦ Thank a Volunteer Day Event, Thursday 5 December 2013 – Approx. 130 volunteers and family members attended a celebratory cocktail evening at the Civic Centre Administration Building. The event was held to acknowledge the achievements and commitment of the Shire’s dedicated volunteers over the past year. Shire staff helped serve refreshments as a way of interacting with the community and showing their appreciation. Feedback from volunteers on the evening and through feedback forms was very positive.

♦ The Community Emergency Preparedness

Project commenced – Undertaking a multi-agency and multi hazard approach to community preparedness. Key highlights include recruiting and working with volunteer facilitators, building their capacity to deliver Get Ready! Emergency Preparedness sessions to groups within our community. Other initiatives included weekly local Community Emergency Preparedness tips in the local newspaper and developing and distributing a Get Ready! flyer to all Shire property owners. There has been a strong focus on developing targeted strategies for vulnerable groups within our Shire.

♦ The Margaret River Recreation Centre recently

installed 2 heat pumps and 4 hot water units to replace the original gas hot water units. Heat pumps are energy efficient and the hot water units provide continuous hot water at the shower head increasing water efficiency. Sufficient hot water to service patrons has been an ongoing issue and there has been positive feedback to the new installation. New privacy partioning have also been installed in all female shower cubicles with new partioning to all male and female toilets

♦ Rocktober - 100 young people dressed in horror rocked out at Rocktober at the Cultural Centre in October last year. Mocktails were served as they partied the night away to the sounds of local youth bands. This evening out for our local youth provided the kids with an opportunity to have some alcohol free fun as well as for youth bands to play to their peers.

♦ MR SAM- Youth skate, art and music were on

display at the MR SAM festival at the Skate Park in December. More than 600 people came along to join in the festivities, vote for their favourite art piece, have their face painted or listen to youth bands.

♦ Photography Workshop - Local photographer Gwen Velge took the YACers on a tour of the town to teach them some photographic tricks and take snaps to respond to a brief on the things they hate. The consultative youth workshop turned out some interesting results with the kids producing photos that showed their dislike of rubbish, smoking, loneliness and the obsession some have with their mobile phones.

♦ The Margaret River Tennis Club again hosted an international tournament of the ITF Pro Tour. This year a women’s tournament was run by the club which relies on its volunteers to ensure the events success. The Shire provided $15,000 of icon event funding. The Cape to Cape MTB and Augusta Adventure Fest also icon events funded by the Shire were also held this quarter.

♦ The Shire hosted a dance party for people of all

abilities on the 6 December at the Recreation Centre. 40 people attend and this event also premiered the Count Me In video. It was very well received by participants and family members. The Count Me In video was finished and uploaded to YouTube in December. Have a look at:

http://www.youtube.com/watch?v=LOct0pcYLLE

♦ On 27 November The Ride premiere was held in Margaret River. The premiere was also an event for International Day for People with Disability (IDPwD) as well as a free seniors activity. The Shire supported this event through fee waivers and a donation to help support the Fairholme Group bring this important abilities focused message to regional WA. The turn out for the event was double what was expected.

♦

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♦ Seniors Month was held in the month of November with a series of workshops being held including a Get Ready! Bushfire preparedness workshop, Stay On Your Feet Expo, Connecting Seniors Expo, Library Services Morning Tea and Living Longer Living Stronger free sessions at the Margaret River Recreation Centre.

♦ Council adopted the Local Tourism Planning

Strategy (May 2013) including Key Tourism Sites (December 2013). This establishes key objectives, guidelines and incentives for tourism development in the Shire.

♦ Adoption of Structure Plans for future development of the Karridale and Kudardup settlements.

♦ A final position on the future location and

expansion of the Margaret River Police and Courthouse redevelopment was established.

♦ Civil works, board walk and stairs, and

landscaping works at Surfers Point reached practical completion with the shelter construction and interpretive signage to be completed by June 2014.

♦ Margaret River Town Centre works have

reached practical completion with some artwork still to be completed by April 2014.

♦ Drainage works resulting from the July 2013

flood event have been mostly competed with gravel resheeting of affected roads underway. The Warner Glen culvert has been replaced. All flood works expected to be completed by early April 2014.

♦ Removal of trees from road reserves that

were damaged during the September 2014 storm event have been mostly completed with some isolated trees still to be removed.

Grants

♦ The South West Development Commission committed $40,000 towards equipment upgrades at the Margaret River Cultural Centre as part of a Lotterywest grant application.

♦ The cat sterilisation project was supported by a $4,000 grant from the Department of Local Government and Communities.

'The Ride' Premiere

Rocktober

Main Street Works

Surfers Point Works

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Progress on Operational Plan Actions

Valuing the natural environment

Welcoming and inclusive communities

Managing growth sustainably

Vibrant and diverse economy

Effective leadership and governance

Completed

Future Action

In Progress

Ongoing

No Action

Completed

Future Action

In Progress

Ongoing

No Action

Completed

Future Action

In Progress

Ongoing

No Action

Completed

Future Action

In Progress

Ongoing

No Action

CompletedFuture ActionIn ProgressOngoingNo Action

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Chief Executive Office Chief Executive Office

Service Team Chief Executive OfficeResponsibility Chief Executive Officer

Services

Workforce

Activities and Priorities Key 1 Q 2Q 3 Q 4 Q Comment

x xReport recommendation adopted at Ordinary Council Meeting of 13 November 2013. Licence agreement with Arts Margaret River to commence 1 January 2014.

ST x x xCEO met with Department for Culture and the Arts, and Country Arts regarding funding opportunities as well as investigated options for charitable philanthropic donations.

ST x x x x Meetings held as programmed

x x x

Report from RPS presented to Council Briefing Session 19 November and onsite meeting held at Turner Caravan Park on 5 December 2013. Report to be provided to Council in February 2014.

x CEO arranged Councillor Briefing and supported Margaret River Chamber of Commerce and Industry (MRCCI) efforts

ST x Support as required

ST x x x x MRCCI, Arts MR using facilites for meetings.

1.1.1 Call for expressions of interest for management of the Cultural Centre and enter into a licence agreement for the centre for the next five years

♦ Lead the management and administration of the Shire of Augusta-Margaret River, delivering a positive and values based organisation

♦ Facilitate the decision making and leadership of Council

Indicators

Community Outcome

Challenges

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

♦ Manage the resources of the Shire to ensure sustainable performance and service delivery

♦ Provide confidential secretarial and administrative support to the Chief Executive Officer and Shire President

♦ Prepare for Australian Citizenship Ceremonies

♦ Bi-annual Community Satisfaction Report♦ Number of direct approaches to CEO and Shire President

2.2.1 Seek sponsorship and develop a funding application forfunding for Stage 1 & 2 of the Margaret River Cultural CentreRedevelopment in accordance with Council resolution of 28August 2013

Shire Strategic Response

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

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

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

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

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

1.1.4 Convene regular meetings of the Industry Leaders Group

3.3.1 Lobby the Federal Government for priority connection to theNational Broadband Network

4.2.1 Support continued operation of the Small Business Centre

4.2.2 Provide facilities to hold regular events with partners to act asa convenor of local businesses

1. Strong agriculture and viticulture sectors

3. Infrastructure for economic growth

4. Sustainable economic development

2. Liveable and well designed places

♦ Increasing visibility of Shire and demand on CEO and Shire President♦ Meeting the community’s expectations with available resources

♦ 2 FTEs

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

2.3.1 Finalise the Turner Caravan Park Business Plan andplan for the construction of chalets to commence in 2014-15using Caravan Park Reserve Funds

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ST x x x x Meeting held December 2013

x x x xSWDC has advised of successful funding towards equipment upgrades at the Cultural Centre and support of Lotterywest grant application.

x x No meetings held this quarter

ST x xDeveloping Shire promotional DVD including Asian content. Review of sister city relationship to be provided to Council in January 2014.

ST x x x x Regional Events Calendar produced and distributed

x x Report to Council on progress of sister city relationship to be presented to Council in February.

x x x x Ongoing and will conduct secretariat in 2014.

ST x x

No action this quarter

x Completed

x Induction program for Councillors held 28 October 2013

x x WALGA training program to be provided

x x x x Peer recognition program implemented December 2013

x x Selected women staff members attended LGMA Women in Leadership Conference

xCEO, Director CCS and Manager CIS participating in conference planning committee and budget for staff participation

xCouncillor induction session included Code of Conduct information

x x x x Report presented to Council on 13 November 2013 for open Agenda Item Briefings

x xSession held on 19 November 2013 with an additional session to be held on 5 February 2014

x x x xMeetings have been held to review expenditure and revenue projections. Meeting with Council to review LTFP to be held 5 February 2014

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

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

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

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

1.1.3 Conduct compreshensive Councillor induction program for incoming and returning Councillors and coordinate ongoing Councillor training

2. Effective strategy, planning and asset management

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

4.4 Foster sustainable economic growth which provides local employment

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

4.4.10 Sponsor initiatives in collaboration with the City of Busselton through the Capes Regional Organisation of Councils (CAPEROC) governance structure

5.1.1 Work with Margaret River Education Campus to investigate opportunities and coordinate strategies to improve the vitality and long term viability of the campus

1.1.2 Conduct prospective Councillor information sessions prior to the opening of nominations for the 2013 elections

4.4.1 Implement actions from the Economic Development Unit

1. Effective governance and corporate leadership

1.1.4 Coordinate a comprehensive Councillor development and capacity building program using WALGA modules and other identified courses

4.4.3 Work collaboratively with the South West Development Commission (SWDC), other tiers of government and the community sector to maximise sustainable economic development4.4.4 Attend Regional Airport Steering Committee meetings convened by the City of Busselton and support funding applications

4.4.6 Foster sister city relationships with Haining and develop promotional materials in appropriate formats

2.5.14 Review the Long Term Financial Plan through the CEO appointed internal Expenditure Review Committee and present options to Council for increasing revenue and reducing operational costs

1.2.1 Develop the Shire as a values based and driven organisation

5. Improved educational infrastructure

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

1.3.2 Provide Code of Conduct training for Councillors

1.4.1 Conduct information workshops for Councillors

4.4.11 Review progress of sister city relationship in conjunction with the South West Development Commission (SWDC)

4.4.12 Participate in CAPEROC meetings and convene meetings and provide secretariat services in 2014

1.2.5 Facilitate staff participation in the LGMA 2014 Aspiring Leaders and Mentors Conference in Margaret River

1.4.3 Conduct strategic planning days with new Council in November/December 2013 following the October elections with a follow up in February 2014

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x x x xEnd of year staff recognition function held on 13 December 2013

x x Ongoing program includes Employee Recognition Awards, Innovation is included on each agenda for staff meetings.

x To be presented before end of calendar year

x x x Meeting held on 13 November 2013 to accept the Auditors Report and Annual Financial Report

7.1.7 Convene tri-annual meetings of the Audit and Risk Management Committee

6. A culture of innovation, quality and continuous improvement

7.1 Effectively measure our success and progress to a sustainable future

6.1 Foster a culture of innovation and continuous improvement

6.1.1 Implement a continuous improvement program across the organisation

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

6.2.8 Complete review of policies by Council adopting new policies in Economic Development

7. Measure and report on success and sustainability

4. Highly skilled and motivated people 4.4 Ensure staff are consulted and are informed of key decisions and issues within the organisation

4.4.1 Conduct regular staff meetings

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Governance

Service Team

Responsibility

Services

WorkforceChallenges


x Completed

x Future quarter action - no reporting

x x x x Meetings held

x x Future quarter action - no reporting

♦ Responding to increasing requirement for electronic reporting

♦ Ensuring systems and procedures are developed for compliance

♦ Responding to growing demand for permits for commercial trading

♦ Annual Statutory Compliance ReturnIndicators

♦ Number of direct approaches to CEO and Shire President

♦ 1 FTE

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

1.3.3 Complete and submit Statutory Compliance Return and remediate any errors in a timely manner

1.1.1 Conduct biennial election program by postal voting aimed at attracting a competitive field of high quality candidates

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


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


♦ Provide governance support services to the Chief Executive Officer 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

Community Outcome

Governance Chief Executive Officer

Shire Strategic Response

1.4.2 Hold meetings of Council


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Marketing

Service Team

ResponsibilityServices

WorkforceChallenges


x x x x

Invited wineries to sponsor and part-take in licensed Shire community event.

x x x xInvited local food producers to offer tastings a Shire communityevent. Sponsorship agreement established AMRTA to deliverregional producers tourism book with MRRPA.

x x 2014 calendar complete

x Under development

x x x Awaiting final report

x x x x Shire is sharing promotional material with AMRTA

ST x x x x Sponsored C2CMTB, Augusta Adventure Fest

ST x x x x Promotional DVD in final edit

x x To commence review in Quarter 3

x x x x DVD in final edit, website review continued.

Indicators

1. Strong agriculture and viticulture sectors

Marketing♦ Administration of icon events funding and sponsorship packagesChief Executive Officer

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

♦ Establishment and maintenance of Shire branding

♦ Graphic design services

♦ Community, Shire and stakeholder event organisation

♦ 1 FTE

♦ 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

♦ Public feedback to Shire and through media

2.4.1 Sponsor iconic events that showcase the Shire to nationaland international audiences

2.2.1 Maintain a positive collaborative relationship with the AugustaMargaret River Tourism Authority (AMARTA) to measure visitornumbers and impacts and maximise visitor benefits to the Shire

2.1.1 Produce the Capes Regional Organisation of Councils (CAPEROC) Calendar of Events in conjunction with the City of Busselton2.1.2 Develop a CAPEROC events website in conjunction with theCity of Busselton

1.1.3 Maintain a positive collaborative relationship with the dairy industry and other agricultural sectors

2. Sustainable tourism industry

5.2.3 Implement the Shire’s Marketing Plan

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

5.2.2 Review the Shire’s Marketing Plan

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

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

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

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

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

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

Community Outcome Shire Strategic Response

2.1.3 Participate in the Regional Branding project in conjunctionwith the Geographe Bay Tourism Association

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 premiere wine region

♦ Number of approaches by media

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Human Resources

Workforce


xLGMA Emerging Leadership program to be conducted in Margaret River for April 2014 with Shire participation and support.

x x x xShire Agreement that includes provisions for employee volunteerism has been endorsed by the majority of the workforce

x Training will take place in 2014 at an all staff meeting


x x x x Emergency response training program implemented


x OSH induction manuals have been updated


x x x x There were 11 peer recognition awards presented to staff at the December end of year function.

x xThe Shire's EBA has been approved by the majority of the workforce and it has been lodged for approval by the Fair Work Commission on the 3rd January 2014.

4.1.3 Implement online training induction system

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

4.1.1 Implement employee development and growth program

1. Effective governance and corporate leadership 1.2 Develop staff leadership through the organisation to assist with accountable decision making

Indicators

♦ Number employees (headcount)♦ Number employment vacancies♦ Number workers compensation claims♦ Business Excellence Audit Rating – People

♦ Occupational Safety and Health Audit AS/NZS4801:2001 rating


2.2.5 Undertake desktop review of Workforce Plan


1.3.1 Provide Code of Conduct training for staff

1.2.2 Promote and support Emerging Leadership program to foster leadership

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

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

4.2.2 Negotiate a sustainable Enterprise Bargaining Agreement in accordance with Council's adopted budget for 2013-14

4.2 Recognise and reward high achieving employees

4.2.1 Facilitate employee recognition program

4.1.5 Review Shire training and development plans

4.1.4 Review induction program for new employees

Challenges

Services

Service Team

Responsibility

♦ Personnel♦ Workplace Relations♦ Occupational Safety, Health and Wellbeing

♦ Workforce Planning

♦ 5.4 FTEs

♦ 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 an 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

Human ResourcesManager Human Resources

♦ Employment

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x x x x

Fire emergency equipment inspections have been undertake and training for emergency response wardens implemented including undertaking evacuation drills.

x x x x The Shire has undertaken external recruitment for 6 vacancies and made 4 direct appointments for the quarter.

x xHealth program implemented including skin screening, plant and office ergonomic assessments.

x x x xA review of the Shire Shire's OSH management system was undertaken in accordance with AS/NSZ 4801:2001 in preparation for the OSH Audit



x Audit undertaken in November 2013 and the draft report has been submitted for review by the Shire.

4.3.4 Review Occupational Safety Management system

4.3.3 Implement employee health program

4.3.2 Implement Equal Opportunity Plan

7.1.5 Coordinate OSH Audit AS/NZS4801:2001

4.4.3 Develop an integrated performance management system



4.4.2 Coordinate the employee personnel evaluation system

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

4.3 Ensure the Shire provides a safe and fair workplace

4.3.1 Implement Occupational Safety and Health Management Plan

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Directorate of Corporate and Community Services Corporate and Community Services

Workforce


x Complete - Financial Assistance Policy adopted at the Ordinary Council Meeting 11 September 2013

x x Grant application for Lotterywest funding assistance being developed

x x x x Sport & Recreation Advisory Committee Meeting held 4 December 2013

x x x xContinued contact with Arts Margaret River Operations Manager and finalising Licence Agreement to take effect 1 January 2014


x Operational Plan has been developed and quarterly reporting for period end 30 September completed



x x x x Developed as part of the Long Term Financial Plan

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

2.1.9 Recruit a new Strategic Planning/Organisational Development Officer to manage the Integrated Planning and Reporting program

2.1.3 Undertake a desktop review of the Corporate Plan

♦ 3.5 FTEs

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♦ Integrated Planning and Reporting legislative requirements meet the basic standard♦ Dispersal of the annual round of Community Contributions and Donations requests

♦ Availability of light fleet as required by the organisation in a cost effective manner

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♦ Managing the Light Fleet Program

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

2.2.15 Undertake equipment upgrades to the Margaret River Cultural Centre

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

1.5.1 Hold regular meetings with the Sport and Recreation Advisory Committee

2.3.2 Program and fund a rolling ten year Light Fleet Replacement Program

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


1.5.2 Hold regular meetings with Arts Margaret River


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

1. Sense of identity and belonging 1.2 Support community celebrations, events and local festivals

1.2.3 Develop and implement a Donations, Sponsorships and Waiver of Fees and Charges policy

2.1.5 Develop annual Operational Plan linked to Corporate Plan and Annual budget2.1.6 Review Business Unit Plans for directorate in line with strategic direction

2.3 Develop and review long term asset management and replacement plans

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x x x x Purchasing in line with 2013-14 Light Fleet Replacement Program commenced

x x x x New procedures and guidelines developed for the Financial Assistance Policy

x x x x Quarterly report for period end 30 September 2013 adopted by Council




2.4 Maintain and renew Shire assets according to agreed standards

2.4.5 Implement the annual Light Fleet Replacement Program

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

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

7.2.1 Implement quarterly reporting against the Operational Plan to Council



6.2.4 Review and update procedures for Corporate and Community Services directorate


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

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

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

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Financial Services

Workforce


x x x x Rates instalments billed as scheduled

x x x x Sundry debtors billed in accordance with requests received

Responsibility 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

2.5.6 Billing of property rates

2.5.7 Billing of sundry debtors

♦ 2.8 FTEs

Challenges♦ Increasing revenue raised

♦ Improving rate of debtor collection

Indicators♦ Ratio of debts written off

♦ Amount of rates paid by the due date

Service Team Revenue




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Workforce


x x x xExcess funds invested in term desposits in accordance with Policy

x x x xLoan repayments processed. No new loans expected in 2013/14.

x x x xReserve balances increased and interest earned being transferred each month.

♦ 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

Service Team General FinancingResponsibility Manager Finance

Services♦ Administer the Shire’s investment portfolio♦ Administering the Shire’s loan portfolio

♦ Manage the Shire’s financial reserves



2.5.8 Administering the Shire’s investment portfolio

2.5.9 Administering the Shire’s loan portfolio

2.5.10 Manage the Shire’s financial reserves

Indicators

♦ Level of debt outstanding♦ Ratio of loan repayments to revenue♦ Amount of interest on investments earned

♦ Level of reserves compared to debt


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Workforce


x x Review commenced - historic data and 2013-14 Budget loaded and balanced

x x x x Monthly financial reports prepared and reviewed

x x x x Performance reviewed as part of process of preparing monthly financial reports

x x x x Included in LTFP Review committee objectives




x Audit signoff on 25/10/13 - unqualified Audit opinion

x x x x Prepared and provided to Council in accordance with statutory requirements

x x Audit of Annual Financial Report completed on 25/10/13


Service Team Finance

♦ 4 FTEs

Challenges

♦ Balancing the Shire’s annual budget

♦ Preparing a balanced long term financial plan

♦ Ensuring adherence to financial practices and legislation

♦ Implementing fair value accounting

Responsibility Manager Finance

Services

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

♦ 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 insurances and ensure schedules are up to date and assets are adequately insured


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

2.2.1 Undertake desktop review of the Long Term Financial Plan

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

2.5.1 Continue to monitor and analyse monthly, year to date andannual financial performance

Indicators♦ Balanced budget

♦ Improvement in financial ratios

♦ No instances of non-compliance with financial legislative requirements


2.5.13 Preparation of monthly management reports



7.1.3 Conduct external audit and interim audit annually andremediate any problems within timeframes


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

2.5.2 Ensure monthly, year to date and annual financialperformance is in accordance with budget and corporateperformance targets and initiate correct action as required.2.5.3 Ensure revenue opportunities are maximised by identifyinggrant opportunities, additional revenue sources and cost recovery2.5.4 Use appropriate processes to assess the short and long termfinancial viability of capital and other projects

2.5.5 Promote a whole of life assessment approach for projects

2.5.11 Preparation of annual budget

2.5.12 Preparation of financial reports

7.3.3 Develop financial indicators for Business Units

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Customer and Information Services

Workforce



x x New web page design and content works in progress with key 2 design

2.2 Develop long term Resourcing strategy that is aligned to the Community Strategic Plan

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

5.2.1 Review and refresh the Shire website every four years

2.2.7 Develop Information and Communication Technology (ICT)Strategic Framework


5. Community and Customer Focus

Services

♦ Maintaining customer communication systems

♦ Facilitating Light Fleet purchases

♦ Providing printing and stationary supplies

♦ Managing black power supply contract

♦ Developing and reviewing corporate policies and procedures

♦ Managing Service Teams, staffing and financials

Service Team Customer and Information Services

Responsibility Manager Customer and Information Services


♦ 1 FTE

Challenges♦ Responding to growing demand for on-line services

♦ Variable internet speed across the Shire

♦ Increasing cost of power supply

Indicators

♦ Quality checks of website undertaken

♦ Competitive Black Power Supply contract in place

♦ Increase in visitation to the Shire website

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Workforce


x x x x Service provision ongoing

x x x x Operations Manual complete, specialist area training inprogress


Services

♦ Delivering Shire one-stop-shop counter service♦ Delivering Department of Transport licencing service♦ Delivering Shire phone service♦ Delivering customer service training and support♦ Maintaining customer information and system

Service Team Customer RelationsResponsibility Manager Customer and Information Services


5. Community and customer focus 5.1 Provide high quality customer and community focussed services and programs across the organisation

5.1.5 Provide Department of Transport licencing services

5.1.6 Provide one-stop shop customer service centre

♦ 6 FTEs

Challenges♦ Responding to growing demand for on-line services♦ Variable internet speed across the Shire♦ Increasing cost of power supply

Indicators

♦ Number of customer complaints outstanding year to date♦ Percentage of complaints resolved within timeframe ♦ Percentage of new employees completed Customer Relations induction♦ Department of Transport Licencing Services contract in place

5.1.7 Renew Department of Transport licencing agreement

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Workforce


x Complete - forwarded to State Records

x x x xReview of Induction Process completed: Vital records overviewcommenced: Self checkout of Records Files by staffimplemented.

x Complete - January Destruction

Service Team RecordsResponsibility Manager Customer and Information Services

Services

♦ Delivering recordkeeping service to internal customers

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

♦ Maintaining recordkeeping systems♦ Ensuring compliance with legislation


3. Effective knowledge and information management

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

3.1.1 Undertake review of Recordkeeping Plan in line with legislative requirements

3.1.2 Provide recordkeeping service to the organisation

♦ Delivering recordkeeping training and support

♦ 2 FTEs

Challenges♦ Changing technologies and capturing appropriate records

♦ Meeting legislative requirements in a digital environment

Indicators

♦ Number of outstanding records year to date♦ Percentage of records actioned within timeframe♦ Percentage of FOIs and PIDs actioned within timeframe

♦ Percentage of new employees completed Customer Relations induction

3.1.3 Undertake annual Records Disposal program

21

Workforce




x x In progress expected implementation February 2014




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

♦ 2 FTEs

Challenges♦ Regional power infrastructure reliability♦ Specialised skill area

♦ Changing technical environment

Indicators

♦ Availability of network infrastructure during business hours♦ Average outstanding Help Desk support requests♦ Success of full monthly data backup

♦ Percentage of new employees completed ICT induction

3.2.7 Provide Help Desk support to users

3.2.8 Connect the Cultural Centre to fibre optic

3.2.2 Review Information and Communication Technology DisasterRecovery plan

3.2.4 Undertake phone system refresh program

3.2.6 Upgrade and extend software licensing to meet the needs ofthe organisation


3. Effective knowledge and information management

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

3.2.1 Undertake review of Information and CommunicationTechnology Strategic Plan

22

Community Development and Safety

Workforce


x x x x Support services ongoing


x Draft Art Policy referred to ELT. Draft Cultural Plan 95% complete



xAnnual Report completed and forwarded to Commission. Review plan developed but review deferred to 3rd quarter due to competing demands

x x x x International Day of Disabilities Movie night held, Count Me In Video developed, 2nd Disco party held

x x Draft Plan finalised. Out for review with YAC

x x x xSuccessful events held: Rocktober, MR SAM, 3 x Art workshops, Art Mural completed. Planning for YAC Camp underway

x x x x New fridge purchased. Housekeeping of Zone Room undertaken

Service Team Community DevelopmentResponsibility Manager Community Development and Safety

Services

♦ Bushfire recovery coordination and support♦ Youth, including coordination of Youth Advisory Council and operation of Zone Room facility♦ Community safety and crime prevention♦ Disability access and inclusion♦ Arts and culture♦ Heritage♦ Community grants

Challenges

♦ Increasing requirements and expectations of Access and Inclusion Standards♦ An ageing population, increased demand for youth activities and an increasing FIFO population♦ Decreasing amount of funding from State Government, increased demand to provide more community services, with a lack of some health andcommunity services in the local area♦ Cost of insurance in relation to community group activities♦ Increased cost of living including housing and availability♦ Costs associated with asset management

♦ Community capacity building♦ Augusta Historical Museum♦ Minor events♦ Community development advice, advocacy and support♦ Managing service teams, financials and staffing♦ 3.1 FTEs and 1 Trainee


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

5.1.5 Liaise with the community on disability access and inclusionrequirements

1. Sense of identity and belonging 1.1 Foster participation in cultural events and activities that encourage a sense of identify and belonging

Indicators

♦ Number of youth initiatives implemented♦ Number of young people attending Shire programs and activities♦ Level of occupancy of Zone Room♦ Number of Disability Access and Inclusion programs implemented♦ Number of community safety and crime prevention initiatives implemented♦ Level of customer satisfaction with Shire services

2. Equity and opportunities for all 2.1 Provide programs and facilities that encourage resilience in seniors, young people and families

2.1.1 Review Disability Access and Inclusion Plan

2.1.2 Implement actions from the Disability Access and InclusionPlan

2.1.3 Review Youth Plan

2.1.4 Implement actions from the Youth Plan

1.1.2 Manage the Community Development Fund

1.1.3 Implement Arts Policy and Cultural Plan

1.1.4 Support Historical groups

1.2 Support community celebrations, events and local festivals

1.2.2 Provide professional advice and support to community groups

2.1.5 Manage the Zone Room Youth Precinct

23

x x x x Ongoing

ST x x x Concept design finalised.

x x x x Ongoing

x Successful function held and acquittal complete

x x x x Community Portal implemented and ongoing maintenance now required.


x x Draft Plan under review.

x x x x Ongoing

x Two art projects to be finalised.

x x x x Meeting held during second quarter

x x x x Meetings held subject to receival of public art proposals; Distribution of artwork for banner designs.

x x x x Meeting held during second quarter

x x x x Meetings held monthly

x x x x Meetings held during second quarter


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

3.1.1 Organise ‘Thank a Volunteer’ celebrations

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

3.2.1 Facilitate the ‘Community Connect’ program

2.1.6 Implement actions from the Active Ageing program

2.1.7 Develop Skate Park Precinct Plan (Margaret River) forCouncil adoption and identify funding sources

2.2 Ensure Shire facilities and services are accessible by all

2.2.1 Implement actions from the Disability Access and InclusionPlan

6.2.2 Facilitate Bushfire Recovery Program

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

1.5.3 Hold regular meetings with the Community Access and Inclusion Reference Group1.5.4 Hold regular meetings with the Art and Culture Advisory Group

1.5.5 Hold regular meetings with the Community Network Group

3.2.2 Support Hall Management groups

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

6.1.1 Review Community Safety and Crime Prevention Plan

6.1.2 Implement actions from the Community Safety and CrimePrevention Plan

6.2 Enhance the Shire’s emergency and disaster management capabilities

1.5.6 Hold regular meetings with the Youth Advisory Council

1.5.7 Hold regular meetings with the Liquor Forum

6.2.9 Complete review of policies by Council adopting new policies in Community Development



24

Responsibility

Workforce



x x x x Exercise areas provided. Signage installed in Augusta andCowaramup.

x x Tender successfully awarded and building works commenced

Service Team RangersManager Community Development and Safety

Services

♦ Community education♦ Regulatory service: dogs, camping, parking, abandoned vehicles, wandering stock♦ Administer cemeteries and niche walls♦ Animal management and stock control

Challenges

♦ Meeting levels of servicing due to tourism, community expectations, population growth and environmental sensitivities♦ High level of transient / seasonal / tourist population resulting in responsible camping issues♦ Competing interests during peak tourism periods impacting on current resources eg parking, camping, fire break inspections, dog exercise areas♦ Increased levels of compliance / requirement regarding fuel hazard reduction and fire break inspections♦ Implementation of Cat Act in November 2013

♦ Shark response♦ Act as Fire Control Officers and support to fire response requirements♦ Provide support to animals during emergency recovery♦ Administer the Fines Enforcement Registry♦ Administer and implement the Fuel Hazard Reduction and Fire Break Notice

♦ 4.4 FTEs



6.1.3 Provide Rangers regulatory service

6.1.4 Provide dog exercise areas

Indicators

♦ Number of warnings issued♦ Number of infringements issued♦ Number of withdrawals♦ Number of firebreak inspections completed♦ Number of burials

6.1.10 Develop and construct an animal management facilityin Margaret River

25

Responsibility

Workforce


x x x x Shire awarded grant to undertake bushfire risk management


x Acitivties coordinated with the Community PreparednessProgram

x x xMOU currently being developed with pilot program tocommence in Q3

x x x Community Preparednesss program commenced in partnershipwith Red Cross

Service Team Community and Emergency ServicesManager 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 localtown sites

♦ Maintain a strong Local Emergency Management Committee in compliance with the Emergency Management Act ♦ Respond to emergency incidents♦ 1 FTE

Challenges

♦ Increased sensitivities regarding fire prevention and preparedness♦ Increased demands on Fire Services due to climate change♦ Maintaining 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 a 24 hours 7 days a week requirement♦ Growing level of Shire role in emergency management


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

4.1.4 Liaise with State Government on bushfire strategies and resourcing

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

Indicators

♦ Number of incidents attended♦ Number of hours at incidents♦ Number of Bush Fire Brigade volunteers♦ Number of new volunteers trained♦ Number of hectares managed via fuel hazard reduction methods

6.2.1 Provide community emergency services and programs

6.2.7 Facilitate the grant funded Community Preparedness Program

6.2.3 Implement Emergency Preparedness Program

6.2.6 Partner with Department of Fire and Emergency Services (DFES) and the Office of Bush Fire Risk Management in Bush Fire Risk Management planning in the Shire

26

Responsibility

Workforce



x x x Office plans completed and tender documentation being prepared

x x Amenities block and BBQ shelter on order

x x x x Capital works and maintenance commenced so works completed by peak period

Service Team Caravan ParksManager Community Development and Safety

Services

♦ Operation of:– Turner Caravan Park– Flinders Bay Caravan Park– Alexandra Bridge Camping Ground

♦ Ongoing difficulty in attracting and retaining skilled staff

Indicators♦ Level of occupancy♦ Level of customer service♦ Revenue generated from operations


♦ 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♦ 6.6 FTEs

Challenges

♦ Increase in aged Australian population using caravanning for extended periods♦ Pressures on LG 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 dependant on weather

2.3.11 Undertake detailed planning of caravan park infrastructure renewal and maintenance requirements

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

2.3.2 Operate caravan and camping facilities at Augusta and Alexandra Bridge2.3.3 Develop and construct a new office at Flinders Bay Caravan Park2.3.4 Implement actions within Alexandra Bridge Camp Ground Business Plan



27

Sport and Recreation Services

Workforce


x x x x Performance reviewed and continally monitored

x x x Service currently operating and monitored

x x x x Program ongiong

x x x x Performance reviewed and continally monitored for service provision

x x x x Performance reviewed and continally monitored

x x x In Progress

x x x x Included in LTFP Review, ongoing


Service Team Recreation CentresResponsibility Recreation Operations Manager

♦ 19 FTEs

Challenges

♦ Availability of trained umpires♦ Seasonal variations with high demand/overuse and underuse/low demand♦ Lack of space♦ Age of infrastructure and building maintenance requirements♦ Better returns for usage on room hire♦ Access to qualified staff

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♦ Facilitate private swim schools♦ Manage seasonal beach lifeguards♦ Provide café and catering services♦ Manage hire of rooms and facilities by users♦ Support Cultural Centre management group

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

5.1.2 Operate Recreation Centres in Margaret River and Augusta

5.1.3 Provide beach lifeguard services during peak periods

5.1.5 Partner with groups to provide children’s active lifestyle programs5.1.6 Provide fitness programs that cater for seniors and persons with a disability

Indicators

♦ Percentage of the population using the Shire’s Recreation Centres♦ Percentage of annual active members of the Shire’s Recreation Centres♦ Number of sporting events and carnivals held♦ Shire facilities and sporting grounds meet the needs of sporting groups and the community




6.2.10 Complete review of policies by Council adopting new policies in Recreation

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

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

5.2.7 Complete Cowaramup Bowling Club synthetic green upgrade



2.3.9 Undertake detailed planning of recreation infrastructure renewal and maintenance requirements

28

WorkforceChallenges


x x x x Performance reviewed and continually monitored for service provision

x x x x Completed Audit /reviewed and continually monitored for requirements

Service Team ChildcareResponsibility Recreation Operations Manager

Services

♦ Crèche♦ Out of School Hours Care (OSHC)♦ Vacation Care♦ Birthday Parties


2. Equity and opportunities for all 2.1 Provide programs and facilities that encourage resilience in seniors, young people and families

2.1.8 Provide Childcare services

2.1.12 Provide upgrades and equipment for Childcare to meet legislative requirements

♦ Bouncy Castles♦ Included in Recreation Centres FTEs♦ Access to qualified staff

Indicators♦ Number of families and children registered for After Hours School Care♦ Number of families and children registered for Vacation Care♦ Number of children attending Crèche service

29

Library Services

Workforce


x x x x

Visits to the library blog have increased this quarter by 28%. The Library Services blog effectively acts as a newsletter, communicating the latest library news while offering links to the catalogue and online services. The blog now has over 240 followers (people who receive an email of each new post as it becomes available) and registered over 700 visits during the last quarter. Total online visits this quarter decreased slightly compared to the same period last year and may reflect the large amount of advertising and promotion of web services (both within the libraries and in newspaper ads) that took place in 2012. This was part of the communication of the closure and re-opening of Augusta Margaret River Regional Library and management of the extension building process. Library staff reports an increase in the number of local members using wifi at the Margaret River Library. Staff provides as-needed assistance for patrons who are new to wifi, and find that most patrons no longer need assistance once they have connected the first time. Regular software updates and ongoing training for staff is enabling the Library Service to deliver an appropriate and relevant service to the community, in a rapidly-changing technological environment.

x x x x

During the October school holidays over 50 children attended a workshop at both library branches with the Junkadelic band. In the workshops children learned about the different sounds in each instrument, how to make a shaker and then how to play with the band whilst performing spectacular dance moves. A photo frame decorating session also attracted 20 children at Margaret River Library and children enjoyed decorating pre-made frames with stickers, foam and sequins. Over 75 children visited Margaret River library in this quarter including a child care centre for storytime session and more than 20 students for a year one reading rewards program Reading Rabbits, final end of year party. Also Cowaramup Pre-Primary visited the library to receive Better Beginnings packs.

Responsibility Manager Library Services

♦ Changing technical environment♦ Ageing infrastructure at Augusta♦ Changes to funding stream by State Government

Services

♦ Provide a community hub for all ages in which to meet, work, read & 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 library services including on-line services♦ 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 organisation

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

4.1.1 Operate a library service in Margaret River and Augusta

4.2 Promote programs that foster lifelong learning in the community

4.2.1 Design and implement programs for children and youth

Indicators

♦ Percentage of annual active members♦ Number of participants for school holiday programs♦ Number of participants for children’s programs♦ Increase in visitation to the library websites


♦ 6.5 FTE

Challenges

♦ Changing demographics

Service Team Library Services

30

x x x x

Weaving demonstration; The Margaret River Library hosted a weaving event by local artisan Cynamon Aeria on 24 November 2013. 12 people attended the demonstration and then joined in with some weaving using local plants and recycled material. Very positive feedback was received for this event with a number of attendees requesting more similar events. The library service particpated in the annual Senior's Expo in November.

x x x x Included in LTFP Review, ongoing2.3.10 Undertake detailed planning of library infrastructure renewal and maintenance requirements

4.2.2 Partner with groups to provide events that support lifelong learning



31

Directorate of Sustainable Development Sustainable Development

Workforce

Indicators


ST x Project Complete

x Stage 2 of the review has commenced

x xStrategy referred to the WAPC for endorsement and changes to LPS1 being considered in January as part of the secondomnibus amendment

x x Review complete

x Ongoing

x To be reported to Council in March 2014

Service Team Sustainable DevelopmentResponsibility Director Sustainable Development

3. Sustainable waste management 3.1 Reduce environmental impact of waste and maximise conservation of natural resources

♦ 4.5 FTE

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

Services

♦ Provide strategic direction, management and leadership for Planning and Development Services, Environmental Health and Waste Services Business Units♦ Provide corporate 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 the Directorate, elected members, media and community

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


2.3.6 Implement the Land Asset Management Plan

2.3.7 Review the Land Asset Management Plan

♦ Delivering strategic projects in accordance with established timeframes♦ Efficient implementation of statutory processes and consistent decision making

♦ Effective implementation of statutory, strategic and policy requirements.




3.1.1 Progress the Regional Landfill Facility project by implementing the recommendations of CAPEROC as follows:• Participate in a Rgional Landfill Working Froup comprising key officers from both local govenments•Undertake more detailed and onsite assessment of the preferred sites identified in the CAPEROC Regional Landfill Study Report and further investigate governance, management, financial and tenure options for a Regional Landfill Facility• Convene a workshop involving CAPEROC members and the working group as part of the further investigations on or before October 2013• Report back to CAPEROC prior to March 2014 detailing the outcomes of the further investigations and recommending a preferred site/s and governance model

ST x x x

A report is being prepared to go to the January 2014 CAPEROC meeting to identify a preferred site.

1. Clearly defined areas for growth and renewal 1.1 Implement Local Planning Scheme No.1 (LPS1)

1.1.7 Finalise Stage 1 and commence Stage 2 of the Planning Policy review

1.1.2 Finalise a preferred long term location for the Margaret River Police and Courthouse

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

4.4.9 Implement actions from the Tourism Strategy

32

xWorkshop regarding the Extractive Industry law to be convenedin January with a report to Council in February

x Project Complete



6.2.5 Review and update procedures for Sustainable Development directorate

6.2.3 Complete review of local laws and adopt remaining local laws where relevant to the Shire's needs

33

Planning and Development

Workforce


x x x Further consultation undertaken, awaiting response to grant application - due mid to late January

x x x Awaiting response from December quarter

x x LEAP review to be reported to Council March 2014


ST x x x LEAP review to be reported to Council March 2014



x x x x Ongoing

x x x x Ongoing

x x x x Appointed properties to Stewardship and Grants program November 2013

ST x x x x Ongoing

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 System (GIS) services to the organisation, administration of the Intramaps public information system, and preparation of plans and spatial data

Service Team Planning ServicesResponsibility Manager Planning and Development Services


2. Climate change response 2.1 Plan proactively and respond to climate change

2.1.1 Develop a draft Climate Change Response Plan

2.1.2 Establish a Carbon Emission Monitoring program

♦ 9.6 FTEs

Challenges

♦ Managing the impacts of population growth and retention of the character and values of the Shire♦ Increasing legislative and community requirements for greater rigour in development assessment, and devolution of assessment matters (such as environmental and heritage assessment) to local government♦ Balancing competing expectations of appropriate responses to growth with economic development within the Shire

Indicators♦ Average number of days for determining major and minor development applications♦ Percentage of applications determined within statutory timeframes♦ Timely implementation of strategic programmes and Business Unit priorities

2.3.1 Implement actions from the Local Energy Action Plan

2.5 Encourage the adoption of renewable energy




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


2.2.2 Review the Local Energy Action Plan and present to Council for adoption

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

4.1.5 Implement the Local Planning Strategy

4.1.6 Implement the Leeuwin Naturaliste Ridge Statement of Planning Policy

4.1.7 Implement the Biodiversity Incentive Strategy

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

34

ST x x x x Draft adopted by Council December 2013

x x x x Ongoing

x x x x Ongoing

x x x x Ongoing

x x x x Initial identification of projects undertaken

x x x x LEAP review to be reported to Council March 2014

ST x x x x Met with some stakeholders, internal meetingts scheduled for January

ST x x x x Reviewing quotations

x x xPreliminary concepts adopted December 2013. Further refinement required.

x x x x Ongoing

x Ongoing

x x x x Preliminary review undertaken. Further internal review required.

x x x x First round of changes built into Omnibus Amendment to be reported to Council end of January.

ST x x x x Awaiting receipt of signed deed of agreement

3. Unique natural and settlement character 3.1 Protect heritage places, values and significant regional landscapes in the planning scheme

3.1.1 Maintain the Shire’s local inventory list

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

1.1.6 Finalise a Developer Contributions Plan

1.2 Ensure new communities are developed using ecologically sustainable development principles

1.2.1 Implement Local Energy Action Plan

2. Liveable and well designed places 2.1 Develop and implement master plans for centres, towns and villages to preserve and enhance their unique character

2.2.17 Finalise concept plan for Council adoption and seek funding from the Regional Boating Facilities Fund for staged implementation of the Ellis Street Jetty Concept Plan

4.4 Foster sustainable economic growth which provides local employment

4.4.8 Work with Cowaramup Resort developer to facilitate establishment of a resort

4. Connected and safe transport network 4.1 Develop and maintain a high quality transport network in partnership with all levels of government

4.1.15 Review of the parking standards within the Local Planning Scheme No 1

4. Sustainable economic development 4.1 Ensure the Shire’s regulatory environment is business friendly and considerate of business needs

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

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

1.1.5 Provide planning services

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

2.1.1 Develop a Masterplan for the Augusta Civic and Recreation Precinct for adoption by Council2.1.2 Prepare a business case and seek joint venture interest for development of the Augusta Retirement Village

5.1.1 Scope additional playground requirements and distribution through preparation of a Public Open Space Strategy

6. Unique and iconic coastal and natural landscapes

6.1 Plan effectively to protect coastal and other key landscapes

6.1.1 Implement the Local Planning Strategy

6.1.2 Implement the Leeuwin Naturaliste Ridge Statement of Planning Policy

1. Clearly defined areas for growth and renewal 1.1 Implement Local Planning Scheme No.1 (LPS1)

5. Quality parks, gardens and green spaces

35

Workforce

Indicators



x x To be undertaken late 2013/early 2014

Service Team Building ServicesResponsibility Manager Planning and Development Services

♦ Percentage of applications determined within the statutory timeframe



6.1.5 Provide building approvals and compliance service

Services♦ Ensuring buildings 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♦ 1.9 FTEs

Challenges♦ Changes in legislation including the introduction of the Building Act (2011) and subsequent private certification and permit process♦ Increasing complexities in the assessment process, including addressing the implications of Bushfire Risk assessment♦ Ongoing up skilling of staff to ensure knowledge of continuous evolution of the building approvals framework

6.1.6 Provide swimming pool compliance monitoring

36

Environmental Health and Waste Services

Service Team

Responsibility

Workforce


x x x x Ongoing








Environmental HealthManager Environmental Health and Waste Services

Services

♦ Manage health risks through ensuring food manufactured, supplied and consumed within the Shire is safe♦ Ensuring risks to health from unsafe accommodation, buildings 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. It includes wastewater management, air pollution management, pesticide management, noise management, smoking regulations, contaminated sites management and waste management

♦ Land use planning & 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♦ 5.3 FTEs

Challenges

♦ Limited resources to fulfil all areas of responsibility♦ Increasing breadth and complexity of Environmental Health legislation and Codes of Practice to be implemented by Shire Environmental Health staff♦ Meeting community expectation for Environmental Health Officers to be technical specialists over this diverse and evolving field♦ Meeting levels of servicing due to tourism, community expectations, population growth and environmental sensitivities♦ High level of transient / seasonal / tourist population resulting in significant increase in workloads


1. Healthy waterways and foreshores 1.3 Implement measures to improve the quality of water entering catchments

1.3.1 Participate in Department of Health recreational water quality monitoring program

1.3.2 Administer approval process for effluent disposal systems

♦ Competing interests during peak tourism periods impacting on current resources eg complaints, inspections, sampling.♦ Increasing numbers of events within the region place substantial strain on the Shire to ensure all events meet minimum regulatory requirements

Indicators

♦ Number of applications for environmental health approval♦ Number of environmental samples taken♦ Number of health risk assessments achieved♦ Number of communicable disease notifications within the Shire of August Margaret River♦ Number of Event applications processed by the Shire

6.1.8 Provide caravan park and camping grounds compliance service

6.1.9 Provide environmental health services

6.3 Undertake measures to ensure the protection of public health

6.3.1 Provide environmental health programs

6.3.2 Develop and implement Regional Public Health Plan

1. Sense of identity and belonging 1.2 Support community celebrations, events and local fesitvals

1.2.1 Administer events application and approval process


6.1.7 Provide events application and approval service

37

Workforce


x Complete

ST x x Awaiting response DER

x x x x Service Provision ongoing

x x Request for quotation developed


x RFQ released and consultant appointed

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 Environment and Conservation 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♦ 8.9 FTEs

♦ 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

♦ Labour market skills shortage – difficult to attract staff, and aging workforce♦ Significant technical and specific landfill management skills required to manage landfill operations

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

3.1.4 Undertake a comprehensive community survey for waste management options and provision in the Shire and report findings to Council

3.1.6 Undertake a viability assessment of Davis Road waste facility to determine the whole of life disposal costs to continue landfilling on the site and compare with alternative waste disposal options

3.1.5 Prepare a report to Council on the future options including the costs of licencing requirements and ongoing operations, service levels, cost recovery improvements and framework for the Shire Waste Transfer Stations

♦ Community acceptance of user pays and polluter pays

Indicators

♦ Recyclables generation – tonnes per capita per annum♦ Domestic waste generation– tonnes per capita per annum♦ Total amounts of waste received at landfill♦ Kerbside collection participation rate♦ Recycling contamination rate♦ Municipal solid Waste - % waste diversion from landfill

Challenges

♦ Site viability – lack of airspace could force closure of 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 local government 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 increased waste loads

♦ Waste policy and compliance changes

3.1.2 Prepare an application and seek works approval from the Department of Environmental Regulation for expansion of the Davis Road Waste Facility3.1.3 Manage Davis Road Waste Management facility to best practice requirements


2. Climate change response 2.2 Reduce the Shire’s corporate carbon emissions to meet adopted targets

2.2.3 Undertake data collection of Shire landfill facilities carbon emissions

3. Sustainable waste management

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x x x x New contracts commenced July 2013

x x x x Ongoing

x x x x Included in LTFP, ongoing

x x x x Ongoing



2.3.8 Undertake detailed planning of waste infrastructure renewal and maintenance requirements



2.4.3 Develop annual schedules for maintenance and renewal of Shire Waste Services assets

6. Safer communities 6.3 Undertake measures to ensure the protection of public health

6.3.3 Maintain kerbside collection contracts for waste collection and disposal

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

2.2.13 Implement strategies to determine expansion and infrastructure requirements for waste management

3.2 Reduce raw material use and increase materials and energy recovery

3.2.1 Review Strategic Waste Management Plan

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Directorate of Infrastructure Services Infrastructure Services

Service Team

Responsibility

Services

WorkforceChallenges

Indicators


ST x x x Main Street project completed. Some artworks to be installed in January 2014.

ST x x x

Project substantially completed and open for public use. Some outstanding works and a number of defects to be completed in Q3. Shelter and signage delayed as a result of CLGF funding release.

x x Review commenced

x x Review commenced

x x Policies adopted at the Ordinary Council meeting on 13 November 2013

Infrastructure ServicesDirector Infrastructure Services

♦ Provide strategic direction, management and leadership for Asset Services and Works Business Units♦ Provide corporate and administrative support

♦ 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♦ Projects are delivered on time, within budget and to appropriate standards♦ High level of customer satisfaction


♦ Provide strategic input and advice as a member of the Executive Leadership Team♦ Deliver strategic projects and policy♦ Provide an interface between the Directorate, elected members, media and community♦ 2.8 FTEs♦ Ensuring that the Shire’s infrastructure and other assets are managed to provide an appropriate level of service to the community♦ Ensuring that the Shire’s infrastructure and other assets are maintained in accordance with sound asset management principles



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



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


2.1.4 Progress and complete Stage I of Margaret River Main Street Town Centre Improvements


2.2.9 Complete Surfers Point Precinct in line with staged construction works

6.2.6 Review and update procedures for Infrastructure Services directorate

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Asset Services

Service Team

Responsibility

Services

WorkforceChallenges

Indicators


ST x x x SOE report to be reviewed in Q3

ST x x x x Awaiting annual report before donation is paid. Partnership is ongoing.

ST x x x x Annual donation paid. Partnership is ongoing.

ST x x x No action required due to low level of development activity

ST x x To be undertaken in Q3

x x x x Provided input to regional landfill study and managed erosion rehabilitation works at Gnarabup Beach


x x x xLiaison conducted as required. Awaiting release of management plan for Capes Region parks ansd reserves before future collaraborative projects are discussed.

ST x x x x Pyp weed control and erosion control works undertaken at Riflebutts


x x x Project on hold pending resolution of terms of reference andfunding with DFES

Asset ServicesManager Asset Services

♦ Undertaking asset management♦ Undertaking development assessment ♦ Undertaking project planning and management for Shire projects ♦ Administering land tenure and management♦ Providing customer service and technical advice

♦ Asset consumption ratio♦ Asset renewal ratio

♦ Asset sustainability ratio


♦ Coordinating the development of reserve management plans and their implementation

♦ Preparing and implementing building maintenance and inspection programs

♦ 8.7 FTE

♦ Ageing infrastructure nearing the end of its economically useful life♦ Increasing cost to manage Shire assets at the desired service levels♦ Improving asset management practices

♦ Managing future asset demand and lifecycle cost

1.2 Manage responsibly coastal areas under the Shire’s control

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


4.1.1 Provide environmental management and landcare services

1. Healthy waterways and foreshores 1.1 Develop partnerships to maintain and improve the quality of beaches, waterways, rivers and wetlands

1.1.1 Implement actions from the State of the Environment Report

1.1.3 Maintain partnership with Lower Blackwood Landcare

1.1.4 Maintain partnership with Cape to Cape Catchment Group

1.1.5 Implement findings of the District Water Management Strategies


6.2.4 Prepare bushfire mitigation strategies for Shire managed land

4.1.2 Prepare management plans for major Shire reserves

4.1.3 Work with Department of Environment and Conservation to achieve an appropriate balance between conservation and park use

4.1.10 Implement rehabilitation of areas affected by November 2011 bushfire events

4.2 Educate the community and visitors on environmental preservation

4.2.1 Establish and implement an environmental awareness program

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ST x x Project underway, will be completed in Q3

ST x x Feedback provided to MRWA on design prepared for John Archibald Drive

x Submission lodged with MRWA for Regional Road Group funding to upgrade intersection in 2014/15. Funding approved.

x Future quarter action - no reporting. Outcome of current DA forhangars may obviate need for masterplan in 2013/14.

x x x x Responded to several customer requests in a proactive and timely manner

x x x x Assessed and approved plans for next stages of Brookfield and Rapids Landing

ST x x Future quarter action - no reporting.

x x Community survey conducted and desired riding areas identified. Preparation of draft plan underway.

x xLiaising with DPaW over remaining environmental issues. Bridge and culvert costings being prepared. Business Case to be prepared.

x x x x Staff member seconded as Clerk of Works. Support provided to Stakeholder and Community Reference Groups.

ST x x x x Support provided to Community Reference Group.



ST x x x x Completed ParkCheck process, provided input to POS strategy.

x x x xNegotiating Waddington Road encroachment, native title (Treeton Road/Augusta Golf Course) and Yacht Club access matters.

ST x Future quarter action - no reporting.

x x x Commenced preparation of gravel roads strategy, timberstructures maintenance plan and roads condition assessment.


4.1.2 Progress detailed Bussell Highway street designs for Perimeter Road Stage I, II construction

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

2.2.7 Finalise planning and programming for Margaret River Foreshores upgrades

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

4.2.11 Finalise Rails to Trails Master Plan and obtain environmental approval

3. Infrastructure for economic growth 3.1 Develop major infrastructure to cater for increased residents and visitors

3.1.1 Assist Department of Transport to deliver Augusta Boat Harbour Stage I3.1.2 Provide any assistance required by Main Roads WA to progress development of the Margaret River Perimeter Road

4.1.3 Undertake study of upgrade options at Station Road – Wallcliffe Road intersection

4.1.12 Prepare master plan for Augusta Airport

4.1.16 Provide customer service for the Infrastructure Directorate

4.1.17 Undertake quality control of developer provided assets

4.2 Provide a network of connected cycleways and pedestrian pathways

4.2.9 Conduct bridle trails feasibility study

2.3.3 Provide asset management planning services

2.3.4 Provide land administration services

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


2.4.1 Develop annual schedules for maintenance and renewal of Shire assets


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

2.2.3 Undertake desktop review of the Asset Management Plan

2.2.10 Undertake desktop review of Ten Year Capital Works Program


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ST x x Future quarter action - no reporting

ST x x Main Roads WA engaged consultant to complete the John Archibald Drive design and Stage II of the Perimeter Road



x x x x Responded to several customer requests in a proactive and timely manner

x x x x Conducted inspections of constructed crossovers and battleaxes in the Kiewa Road East Stucture Plan Area


x x Community Reference Group formed with two meetings held and community survey underway

x x Community consultation conducted. Liaising with DPaW regarding environmental issues.

x x x x Staff member seconded as Clerk of Works.

ST x x x x Providing support for Community Reference Group



ST x x x x Commenced Asset Management Improvement Strategy, compiled Parks inventory (Parkcheck)

x x x x Negotiating Waddington Road, native title (Treeton Road/Augusta Golf Course) and Yacht Club access matters

ST x Future quarter action - no reporting

x x x Future quarter action - no reporting


4.1.2 Progress detailed Bussell Highway street designs for Perimeter Road Stage I, II construction

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

2.2.7 Finalise planning and programming for Margaret River Foreshores upgrades

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

4.2.11 Finalise Rails to Trails Master Plan and obtain environmental approval

3. Infrastructure for economic growth 3.1 Develop major infrastructure to cater for increased residents and visitors

3.1.1 Assist Department of Transport to deliver Augusta Boat Harbour Stage I3.1.2 Provide any assistance required by Main Roads WA to progress development of the Margaret River Perimeter Road

4.1.3 Undertake study of upgrade options at Station Road – Wallcliffe Road intersection

4.1.12 Prepare master plan for Augusta Airport

4.1.16 Provide customer service for the Infrastructure Directorate

4.1.17 Undertake quality control of developer provided assets

4.2 Provide a network of connected cycleways and pedestrian pathways

4.2.9 Conduct bridle trails feasibility study

2.3.3 Provide asset management planning services

2.3.4 Provide land administration services

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


2.4.1 Develop annual schedules for maintenance and renewal of Shire assets


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

2.2.3 Undertake desktop review of the Asset Management Plan

2.2.10 Undertake desktop review of Ten Year Capital Works Program


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Works

Service Team

Responsibility

Services

WorkforceChallenges

Indicators


x xCoastwest grant application was unsuccessful. No funding toundertake works.




ST x Council resolved to withdraw instrument approach rather thanundertake major upgrading works

x x x x Final designs for 2013/14 construction program mostly completed

x x Ellenbrook Road 90% completed



x xTender advertised for construction of fire separation wall, shed for metal fabrication and oil store with tender to be awarded in Feburary 2014

♦ Balancing increasing community demand and the cost of providing new infrastructure and ongoing maintenance♦ The shortage of key construction resources

♦ Managing risk

♦ Projects completed within budget, on time and to required standards


Design, Construction & MaintenanceManager Works

♦ Undertaking surveys and engineering design for key infrastructure

♦ Constructing and maintaining infrastructure including roads, paths, kerbs and drainage, car parks, streetscapes, aerodromes and foreshore facilities

♦ Undertaking regular maintenance of roads, paths, drainage, roadside signage, car parks, boating facilities, foreshores and airstrips

♦ 40 FTEs

2.1.9 Implement Stage 2 of improvements to the Town Centre Streetscape in Cowaramup (drainage and landscaping)


2.2.10 Prepare and implement public facility improvements in the Shire vested land at Gracetown in consultation with Department of Environment and Conservation, Landcorp and the community


1. Healthy waterways and foreshores 1.2 Manage responsibly coastal areas under the Shire’s control

1.2.2 Commence staged implementation of access, car parking and picnic faciliites at Ringbolt Bay, subject to receiving Coastwest grant funding


2.1.5 Construct two disabled parking bays in Blackwood Avenue (Augusta Town Centre Streetscape improvements)

4.1.10 Undertake safety upgrade of Margaret River Airport

4.1.23 Complete the 2013-14 reseal/overlay program



2.3.12 Undertake detailed planning of depot infrastructure renewal and maintenance requirements

2.4.6 Undertake depot upgrades Stage 2

4.1.13 Provide survey design services

4.1.22 Complete widening/upgrading of 1200m on Ellenbrook Road and 3500m on Fisher Road


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Service Team

Responsibility

Services

WorkforceChallenges

Indicators


x x x x Undertook weed control in fire affected areas

x x Installed playground equipment at Flinders Bay

x x x x Continued summer maintenance program including mulching gardening beds, some planting and pruning

x x x x Working with FESA, identified high risk reserves were cleared


Parks and GardensManager Works

♦ Developing the Shire’s parks, gardens, reserves and cemeteries♦ Undertaking regular maintenance of parks, gardens, reserves, cemeteries, road reserves, trees and recycled water system including testing♦ Managing fuel loads in parks and reserves♦ 11 FTEs

4.1.8 Undertake targeted weed control in priority areas

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

5.1.3 Install playground equipment throughout the Shire

5.1.4 Maintain Shire parks and gardens


♦ Balancing increasing community demand and the cost of providing parks and gardens and maintenance♦ Managing risk♦ Projects completed within budget, on time and to required standards



6.2.5 Implement bushfire mitigation strategies for Shire managed land



2.3.13 Undertake detailed planning of playground and skate park infrastructure renewal and maintenance requirements

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Workforce


x Developed as part of the Long Term Financial Plan

x x x Ongoing bushfire and construction plant and equipment maintenance

x x x x Purchased Izuzu truck (previously leased) in October and loader skid steer in December

Manager Works

Services♦ Purchase of the Shire’s vehicle and plant fleet and equipment♦ Maintenance of the Shire’s vehicle and plant fleet and equipment♦ 3 FTEs

Service Team Workshop


2.4.2 Undertake annual maintenance and renewal works of Shire assets

2.4.4 Implement annual Heavy Plant Replacement Program

♦ Flat rate repair times




2.3.1 Program and fund a rolling ten year Heavy Plant Replacement Program

Challenges♦ Funding of the Shire’s fleet♦ Optimising fleet utilisation♦ Reducing downtime

Indicators

♦ Fleet utilisation♦ Optimum replacement♦ Whole of life cost♦ Downtime♦ Maintenance failure

Responsibility

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Shire of Augusta-Margaret River Main Administration Office 41 Wallcliffe Road (PO Box 61)

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Quarterly Report – December 2013 · Augusta Adventure Fest also icon events funded ... ♦...

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