Quarterly Report September 2013 · 2014-07-11 · 3 Highlights 2013-14 September Quarter 2013...

Quarterly Report – September 2013

Natural Connected Prosperous

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Natural Connected Prosperous

Our Vision

3

Highlights 2013-14

September Quarter 2013 Highlights Plastic fee July was held throughout the Shire

which was supported by Council

A Recovery Hike and Sundowner was held to mark the end of official recovery activities from the Margaret River Bushfire – 60 participants joined in on the 14km hike along the fire affected coast and then attended a Sundowner at Gnarabar

The Skeg Bite Premiere - 300 attendees

enjoyed the surf injury prevention film at the Cultural Centre which was a project undertaken by the Youth Advisory Council

Cowaramup Skate Park Opening – Celebrations

were held on 8 September to open the Cowaramup Skate Park which was a project initiated by the Cowaramup Lions Club and supported by the Shire and the Department of Sport and Recreation.

Count me In Crazy Hair Party – 40 participants

from the Count Me In Program enjoyed a Crazy Hair dance party at the Margaret River Recreation Centre.

Prospective Councillors Presentation was held

in August encouraging community members to consider nominating in the upcoming October Local Government elections.

Cinefest Oz screenings were held in Margaret

River and Augusta with the world premiere of ‘An Accidental Solider’ at the Cultural Centre.

The Margaret River Recreation Centre was host to the BHP Billiton Aquatic Super Series in September where Olympians Libby Trickett and Ashley Callus held a swimming clinic for children

LED lighting has been installed at the Margaret

River Recreation Centre which is anticipated to save approximately $40,000 in utility costs

The Cocoon Gallery space at the Margaret River

Library is in high demand with bookings up to July 2015

Works continue to progress at Surfers Point with the amenity buildings almost complete, rock walling is under construction and tenders closed for shelter construction.

Margaret River Town Centre works have

commenced at the north end of town with rammed earth walling being installed and drainage works to commence in October.

Works crews provided an emergency response

and have coordinated the clean-up from the flood event of July 2013 and storm event of September. Works are ongoing and both events have been proclaimed natural disasters and are eligible for WANDRRA funding.

Review and implementation of new

Development Approval and Delegation Process designed to substantially reduce processing times for 75% of planning applications by approximately 2-3 weeks.

There has been the completion of the review

into Waste Services designed to improve efficiencies and canvas a long term solution for waste management in the Shire.

A monthly Development Activity Report has

been introduced. This report provides approval and construction data with analysis and benchmarking against previous years.

Grants

Bridle Trails Feasibility Study grant of $20,000 was received from Lotterywest

$50,000 of funding from the Federal Government’s Natural Disaster Resilience Program was received to conduct a new Community Preparedness Project in conjunction with the Red Cross

WANDRRA funding applications have been

approved for both the July 2013 Flood Event and the September 2013 Storm Event which both caused significant damage in the Shire

4

Cowaramup Skate Park Opening

Skeg Bites Premiere

Recovery Walk

5

Cinefest Oz Premiere “An Accidental Solider’

Main Street Works

Surfers Point Works

6

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

Completed

Future Action

In Progress

Completed

Future Action

In Progress

Completed

Future Action

In Progress

Completed

Future Action

In Progress

7

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 to be provided to Council on outcomes on 9 October

2013.

ST x x x

CEO has met with State Treasurer, Member Warren

Blackwood, Acting Director General Department of Culture and

the Arts, CEO and Board Tourism WA, DG of Department

Regional Development and Lands, Cinefest Oz, Arts Margaret

River regarding funding opportunities as well as investigated

options for charitable philanthropic donations.

ST x x x x Meetings held as programmed

x x xCEO has made strong representation to consultants RPS to

finalise the project and deliver final report to Council on 19

November 2013

xCEO arranged Councillor Briefing and supported Margaret River

Chamber of Commerce and Industry (MRCCI) efforts

ST xCEO has requested data from Small Business Centre SW

(SBCSW)

ST x x x xMRCCI, Arts MR using facilites for meetings. Mountain biking

seminar hosted.

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 for

funding for Stage 1 & 2 of the Margaret River Cultural Centre

Redevelopment in accordance with Council resolution of 28

August 2013

Shire Strategic Response

1. Sense of identity and belonging1.1 Foster participation in cultural evants 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

1.1.1 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

1.1.4 Convene regular meetings of the Industry Leaders Group

3.3.1 Lobby the Federal Government for priority connection to the

National 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 as

a 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 industry2.3 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 and

plan for the construction of chalets to commence in 2014-15

using Caravan Park Reserve Funds

8

ST x x x x Meeting to be held in October 2013

x x x x

Deed for Cowaramup Resort signed and dispatched. Worked

with SWDC to convene seminar on the future of the Margaret

River Education Centre (MREC).

x x No meetings held this quarter

ST x x

Developing Shire promotional DVD including Asian content.

CEO attended anniversary celebrations at Chinese Consultate

in Perth.

ST x x x x Commencing compilation of the Regional Events Calendar

x xHave advised SWDC of review and will arrange for future

meeting of stakeholders.

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

ST x xWorked with SWDC to convene "Future Directions" seminar.

Established good working relationship with incoming Managing

Director of SWIT.

xCompleted. Meeting conducted in accordance with Department

of Local Government and Communitiies (DLGC) guideines.

x Induction program planned for 28 October 2013

x xCouncillors will be provided with WALGA training program

folowing elections

x x x xValues reinforced in selection program and in the Employee

Recognition Program

x xSelected women staff members attended LGMA Women in

Leadership Conference

xCEO, Director CCS and Manager CIS participating in

conference planning committee

xPlanned as part of induction for new Councillors and a revision

sheet will be distributed for returning Councillors

x x x xCEO is preparing report on Councillor Briefings for Council

consideration in November 2013

x x Session planned for 19 November 2013

x x x x

Three meetings have been held to look at options to reduce

expenditure with options to be presented to Council in 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

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

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 development

4.4.4 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

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x x x xEBA process has included a full staff meeting with regular

updates. End of year recognition function planned.

x xOngoing 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 Next meeting will be to receive annual audited accounts7.1.7 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 people4.4 Ensure staff are consulted and are informed of key decisions and issues within the

organisation

4.4.1 Conduct regular staff meetings

10

Governance

Service Team

Responsibility

Services

Workforce

Challenges


x To be completed in October

x Future quarter action - no reporting

x x x x Meetings held

x x Infrastructure Policies recently updated

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 leadership1.1 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

6.1 Ensure Shire services and processes meet or exceed customer needs and

recognised industry standards

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


improvement

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Marketing

Service Team

Responsibility

Services

Workforce

Challenges


x x x x

Meetings held through the Industry Leaders Meetings,

facilitated teleconference on the Broadband network for the

MRCCI and MRWIA, assisting in permit approvals for the MR

Gourmet Escape

x x x xCEO attended a workshop at MREC with the Food Innovation

Australia Ltd (FIAL) with key stakeholders

x x 2014 calendar commenced

x Under development

x x x Awaiting final report

x x x xCEO met with new AMRTA CEO. Shire is sharing promotional

material with AMRTA.

ST x x x x

Sponsored Cinefest Oz in August with premiere of "An

Acciental Soldier" screened in Margaret River plus community

screenings in Margaret River and Augusta

ST x x x x Promotional DVD under development

x x Future quarter action - no reporting

x x x xNew promotional DVD under production, Shire website being

reviewed.

Indicators

1. Strong agriculture and viticulture sectors

Marketing

Administration of icon events funding and sponsorship packages

Chief 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 national

and international audiences

2.2.1 Maintain a positive collaborative relationship with the Augusta

Margaret River Tourism Authority (AMARTA) to measure visitor

numbers 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

Busselton

2.1.2 Develop a CAPEROC events website in conjunction with the

City 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 conjunction

with 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

12

Human Resources

Workforce


x

An ongoing program is established whereby emerging leaders

are eligible for Acting higher duties positions and training and

professional development opportunities are identified

x x x xThe staff volunteerism procedure has been incorporated within

the Shire's draft EBA and bargaining process

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

xEBA negotiations are being finalised. Workforce Plan will be

reviewed alongside the LTFP review.

x x x xThe Shire's Training and Development procedure reviewed and

endorsed




x x x x Employee submissions open

x x

There has been 8 EBA bargaining group meetings since July

this year and the Shire's draft agreement has been progressed

to version 6

Manager Human Resources

Employment

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 Resources

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

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 leadership1.2 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 asset2.2 Develop long term Resourcing Strategy that is aligned to the Community Strategic

Plan

13

x x x xThere have been 10 safety inspections undertaken within this

quarter

x x x xThe Shire has undertaken external recruitment for 3 vacancies

within this quarter.

x x

Shire executive addressed staff on Mental Health Day re-

inforcing work-life balance and caring for oneself and other

workers

x x x x

There have been 10 OSH Management Procedures and 46 Safe

Operating Procedures that have been reviewed within this

quarter

xModule for PES has been purchased as part of the enhanced

Interplan system


xOHS Coordinator has arranged Audit to commence in October

2013

4.3 Ensure the Shire provides a safe and fair workplace

4.3.1 Implement Occupational Safety and Health Management

Plan

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


sustainability7.1 Effectively measure our success and progress to a sustainable future

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

14

Directorate of Corporate and Community Services

Corporate and Community Services

Workforce


xComplete - Financial Assistance Policy adopted at the

Ordinary Council Meeting 11 September 2013


x x x xSport & Recreation Advisory Committee Meeting held 7 August

2013

x x x xContinued contact with Arts Margaret River Operations

Manager


xOperational Plan has been developed and quarterly reporting

scheduled



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

2.1.5 Develop annual Operational Plan linked to Corporate Plan and

Annual budget

2.1.6 Review Business Unit Plans for directorate in line with

strategic direction

2.3 Develop and review long term asset management and replacement plans

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 places2.2 Develop and implement master plans for Shire facilities and projects so they are well



1.5.2 Hold regular meetings with Arts Margaret River


management

2.1 Develop and maintain the Community Strategic Plan that sets long term directions and

goals for the future of the Shire

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

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

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

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

15

x x x xPurchasing in line with 2013-14 Light Fleet Replacement

Program commenced

x x x xNew procedures and guidelines developed for the Financial

Assistance Policy

x x x x Quarterly reporting commenced



x Future quarter action - no reporting7.3.2 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


improvement


industry standards

6.2.4 Review and update procedures for Corporate and Community

Services directorate


sustainability7.2 Report on our success and sustainability to the community and stakeholders

7.2.1 Implement quarterly reporting against the Operational

Plan to 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

16

Financial Services

Workforce


x x x x Rates billed and distributed by 5 August 2013

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

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



management


financial position

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

17

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.


management


financial position

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


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 Financing


Services

Administer the Shire’s investment portfolio

Administering the Shire’s loan portfolio

Manage the Shire’s financial reserves

18

Workforce


x x Long Term Financial Plan Review Committee formed

x x x x Monthly financial reports prepared and reviewed

x x x xPerformance reviewed as part of process of preparing monthly

financial reports

x x x x Included in LTFP Review committee objectives



x x 2013/14 Budget adopted on 24 July 2013

xAudit signoff of 2012/13 Annual Financial Report expected

during the week commencing 21 October 2013

x x x xPrepared and provided to Council in accordance with statutory

requirements

x x External audit conducted from 20-22 August 2013

x Future quarter action - no reporting7.3.3 Develop financial indicators for Business Units

2.5.13 Preparation of monthly management reports


sustainability7.1 Effectively measure our success and progress to a sustainable future

7.1.3 Conduct external audit and interim audit annually and

remediate any problems within timeframes


sustainability

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 financial

performance is in accordance with budget and corporate

performance targets and initiate correct action as required.

2.5.3 Ensure revenue opportunities are maximised by identifying

grant opportunities, additional revenue sources and cost recovery

2.5.4 Use appropriate processes to assess the short and long term

financial 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


management

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 and

annual financial performance

Indicators

Balanced budget

Improvement in financial ratios

No instances of non-compliance with financial legislative requirements


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


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

Service Team Finance

19

Customer and Information Services

Workforce



x xCommenced, meeting with key stakeholders, Senior

Leadership Team (SLT) feedback received


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

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

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


management

5. Community and Customer Focus

20

Workforce


x x x x Service provision ongoing

x x x xOperations Manual complete, specialist area training in

progress

x Future quarter action - no reporting5.1.7 Renew Department of Transport licencing agreement


5. Community and customer focus5.1 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

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 Relations


21

Workforce


x Review complete and forwarded to State Records

x x x xReview of Induction Process commenced, Vital records

overview commenced

x Commenced, Shire Procedure in progress3.1.3 Undertake annual Records Disposal program


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

Service Team Records


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

22

Workforce




x x xCommenced, key stakeholder feedback, phone requirements

currently out with all staff




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 Disaster

Recovery plan

3.2.4 Undertake phone system refresh program

3.2.6 Upgrade and extend software licensing to meet the needs of

the 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 Communication

Technology Strategic Plan

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

Service Team Information and Communication Technology


Services

Desktop support for 150+ computers

Maintenance and support of 15+ servers

Daily backup and on-demand restore services

Disaster recovery planning and maintenance

23

Community Development and Safety

Workforce


x x x x Support services ongoing





x

Annual Report completed and forwarded to Commission.

Review plan developed but review deferred to 3rd quarter due to

competing demands

x x x x Count Me In disco party held. ACROD project completed

x x Consultation undertaken and draft plan developed

x x x x

Cowaramup Skatepark opening held. Skeg Bite premier held.

Art Mural EOI advertised. Advanced planning commenced for

second quarter activities.

2. Equity and opportunities for all2.1 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 Inclusion

Plan

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 and Cultural Policy

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


5. Quality parks, gardens and green spaces5.1. 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 inclusion

requirements

1. Sense of identity and belonging1.1 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

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 and

community 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

Responsibility 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

Service Team Community Development

24

x x x x Reviewed and streamlined Zone Room Bookings procedure

x x x x Successfully applied for a grant for Seniors Week

ST x x x Draft Concept Design developed and review currently undeway

x x x xStaff inductions held. Liaising with Infrastructure on upcoming

projects.

xSuccessfully applied for a grant for Thank a Volunteer

celebrations

x x x xCommunity Connect portal established and procedures

developed


x x Consultation undertaken and draft plan developed

x x x x Local Drug Action Group training undertaken

xFinal Recovery event held and Recovery brought to a close with

the exception of some minor projects requiring finalisation

x x x x Meeting held during first quarter



x x x x Meetings held monthly

x x x x Meetings held during first 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

2.1.5 Manage the Zone Room Youth Precinct

2.1.6 Implement actions from the Active Ageing program

2.1.7 Develop Skate Park Precinct Plan (Margaret River) for

Council 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 Inclusion

Plan

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 Group

1.5.4 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 Crime

Prevention 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


improvement


industry standards

25

Responsibility

Workforce



x x x xExercise areas provided. Signage installed in Augusta and

Cowaramup.

x x Tender successfully awarded and building works commenced6.1.10 Develop and construct an animal management facility

in Margaret River



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

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

Service Team Rangers

Manager 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

26

Responsibility

Workforce


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



x x x Future quarter action - no reporting

x x xCommunity Preparednesss program commenced in partnership

with Red Cross

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

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

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


Service Team Community and Emergency Services


Services

Maintain effective current local emergency management arrangements and test plan effectiveness

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

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

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

town sites

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

Respond to emergency incidents

27

Responsibility

Workforce





x x x xCapital works and maintenance commenced so works

completed by peak period

2.3.11 Undertake detailed planning of caravan park infrastructure

renewal and maintenance requirements

2. Sustainable tourism industry2.3 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 Bridge

2.3.3 Develop and construct a new office at Flinders Bay Caravan

Park

2.3.4 Implement actions within Alexandra Bridge Camp Ground

Business Plan


management2.3 Develop and review long term asset management and replacement plans

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

Service Team Caravan Parks


Services

Operation of:

– Turner Caravan Park

– Flinders Bay Caravan Park

– Alexandra Bridge Camping Ground

28

Sport and Recreation Services

Workforce


x x x x Performance reviewed and continally monitored

x x xSeason to commence late December 2013 to complete April

2014

x x x x Kidsport program ongoing

x x x xLiving Longer, Living Stronger and Count Me In programs

running successfully

x x x x Ongoing review of group fitness programming

x x x Tender awarded and surface being manufactured

x x x xIncluded in LTFP Review, ongoing


2.3.9 Undertake detailed planning of recreation infrastructure

renewal and maintenance requirements


improvement


industry standards


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



5. Active and healthy lifestyles5.1 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

programs

5.1.6 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


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

Service Team Recreation Centres

Responsibility Recreation Operations Manager

29

Workforce

Challenges


x x x x Service provision ongoing.

x x x x

National Quality Standard met as part of recent National

Quality Standard Assessment & Rating Audit in Element:

Physical Environment, Design and Location of the Premises

being appropriate.

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


2. Equity and opportunities for all2.1 Provide programs and facilities that encourage resilience in seniors, young people

and families

2.1.8 Provide Childcare services

Service Team Childcare

Responsibility Recreation Operations Manager

Services

Crèche

Out of School Hours Care (OSHC)

Vacation Care

Birthday Parties

30

Library Services

Workforce


x x x x

Author Annabel Smith visited the Margaret River Library on 16

July. Annabel spoke about the process of writing her book

'Whiskey Charlie Foxtrot' and attendees enjoyed a chat with

Annabel and refreshments afterwards. Library staff are

continuing to teach new members how to use the online and

automated services, and assisting with Wifi and internet

access. Ongoing informal training sessions are also provided to

teach patrons to effectively search the online catalogue and

make use of online services such as downloadable e-audio and

audio books. Staff are also responding to regular requests for

assistance from patrons who lack the skills required to

effectively navigate the internet, with the most common

requests being for help to retrieve and print emails, and help to

access and print forms from government websites.

Statistics show that increasing numbers of patrons are

accessing the online services, including catalogue searches,

viewing the blog, and browsing the library website. New large

print and audio books have been added to the collection to

enhance the services to seniors.

x x x x

All schools have now been visited and presentations given for

Reading Rabbits Year 1 reading rewards program. Over 170

children were given Reading Rabbits packs and many are

already participating with 43 children taking part to date.

x x x xTwo very successful author nights have been held in

conjunction with local publishers Margaret River Press

x x x x Included in LTFP Review, ongoing

4.2.2 Partner with groups to provide events that support lifelong

learning



6.5 FTE

Challenges

Changing demographics

Service Team Library Services

2.3.10 Undertake detailed planning of library infrastructure renewal

and maintenance requirements

4. Lifelong learning in the community4.1 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


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

Responsibility Manager Library Services

31

Directorate of Sustainable Development

Sustainable Development

Workforce

Indicators


ST xA preferred site for the facility has been finalised via Council

resolution. Project Complete.

x Stage 1 finalised and policies adopted

x x Report to Council in November 2013 to finalise Strategy

x x Review commenced

x Most short term actions commenced

x Commencement due in December 2013

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

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.



management



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

Working Group formed and have met. Investigations on

preferred sites commenced.

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

Service Team Sustainable Development

Responsibility Director Sustainable Development

3. Sustainable waste management3.1 Reduce environmental impact of waste and maximise converstional 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

32

x

Draft Local Laws advertised and to be reported back to Council

later in year. Workshop on Extractive Industry Local Law to be

facilitated prior.

xDAU, delegation and planning application assessment levels

reviewed and implemented

6.2.3 Complete review of local laws and adopt remaining

local laws where relevant to the Shire's needs

6.2.5 Review and update procedures for Sustainable Development

directorate


improvement


industry standards

33

Planning and Development

Workforce


x x xInitial meetings held with Sustainability Advisory Committee

(SAC), scope and project plan prepared. Grant funding sought.

x x x

Monitoring program established with Planet Footprint. To be

further reviewed following December quarter reporting under

Planet Footprint.

x x Follows from LEAP review to be concluded early 2014


ST x x xInitial meetings held with SAC and further consultation

undertaken with key stakeholders



x x x x Ongoing

x x x x Ongoing

x x x x Ongoing

ST x x x x Ongoing

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

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


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

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 Services

Responsibility Manager Planning and Development Services

34

ST x x x x Draft strategy prepared. Internal review being undertaken.

x x x x Ongoing

x x x x Ongoing

x x x x Ongoing

x x x x Project plan prepared

x x x x Follows from LEAP review to be concluded early 2014

ST x x x xProject plan prepared, initial contact made with key

stakeholders

ST x x x xProject plan prepared, meetings held with government

agencies, scope of works for business case established

x x x Draft advertised, to be reported to Council in before 2014

x x x x Ongoing

x Ongoing

x x x x Project plan prepared

x x x xScheme changes arising from cojoint policy/scheme provision

review have been incorporated into draft scheme amendment

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

1.1.5 Provide planning services


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 Council

2.1.2 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

landscapes6.1 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 spaces5.1 Ensure green and public open spaces cater for a range of users including people with

disabilities

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 network4.1 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 development4.1 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

3. Unique natural and settlement character3.1 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 places2.1 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

35

Environmental Health and Waste Services

Service Team

Responsibility

Workforce


x x x x Ongoing








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

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

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


Environmental Health

Manager 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

36

Workforce


x Complete

ST x xWorks approval submitted to DER and currently awaiting

response





3.1.2 Prepare an application and seek works approval from

the Department of Environmental Regulation for expansion of

the Davis Road Waste Facility

3.1.3 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 management3.1 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

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

Service Team Waste Services

Responsibility 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

37


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



management2.4 Maintain and renew Shire assets according to agreed standards

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 places2.2 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

38

Directorate of Infrastructure Services

Infrastructure Services

Service Team

Responsibility

Services

Workforce

Challenges

Indicators


ST x x xAwarded contract for storm water, roadworks and paths

reduced scope of works

ST x x xLandscaping works commenced in July 2013. Remaining works

on schedule for completion by January 2014.



x xPolicies reviewed. Consultation period for policies closing on 4

October 2013.


management



2.1.8 Review Business Unit plans for directorate in line with

strategic direction


improvement


industry standards


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

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

Infrastructure Services

Director 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

39

Asset Services

Service Team

Responsibility

Services

Workforce

Challenges

Indicators


ST x x x Future quarter action - no reporting

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

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

ST x x x Future quarter action - no reporting

ST x x Future quarter action - no reporting

x x x x Undertook weed control in fire affected areas


x x x xLiaising with Department Parks and Wildlife (DPaW) in relation

to rail trail, bridle trails study and Kilcarnup area

ST x x x xUndertook revegetation and erosion control at Prevelly and

Gracetown




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

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 Cate

Leeuwin


4.1.1 Provide environmental management and landcare services

1. Healthy waterways and foreshores1.1 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

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

Asset Services

Manager 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

40


ST x xMain Roads WA engaged consultant to complete the John

Archibald Drive design and Stage II of the Perimeter Road



x x x xResponded to several customer requests in a proactive and

timely manner

x x x xConducted inspections of constructed crossovers and

battleaxes in the Kiewa Road East Stucture Plan Area


x xCommunity Reference Group formed with two meetings held

and community survey underway

x xCommunity 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 xCommenced Asset Management Improvement Strategy,

compiled Parks inventory (Parkcheck)

x x x xNegotiating Waddington Road, native title (Treeton

Road/Augusta Golf Course) and Yacht Club access matters

ST x Future quarter action - no reporting



government

4.1.2 Progress detailed Bussell Highway street designs for

Perimeter Road Stage I, II construction

2. Liveable and well designed places2.2 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 I

3.1.2 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


management2.2 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


41

Works

Service Team

Responsibility

Services

Workforce

Challenges

Indicators







x x x xDesigns for 2013/14 construction program are well advanced

with all projects having at least draft design complete

x x Clearing of vegetation to commence in late October




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 & Maintenance

Manager 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


government

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


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


42

Service Team

Responsibility

Services

Workforce

Challenges

Indicators


x x x x Undertook weed control in fire affected areas


x x x xWinter maintenance program completed including mulching

gardening beds, planting and pruning

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


Parks and Gardens

Manager 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 spaces5.1 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

43

Workforce


x Developed as part of the Long Term Financial Plan

x x xBushfire and construction plant and equipment maintenance

completed during winter months

x x x x Specifications for plant being replaced have been developed

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 Manager Works

44

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

http://intranet/Logos/Forms/AllItems.as

45

Margaret River 6285 P: 08 9780 5255, F: 08 9757 2512 Office Hours: Mon to Fri, 9am – 4pm Phone enquiries: 8am – 4.30pm Augusta Administration Office 66 Allnutt Terrace Augusta 6290 P: 08 9780 5660, F: 08 9758 0033 Office Hours: Mon to Fri, 9am – 4pm (closes for lunch 12pm — 1pm) Phone enquiries 8am – 4.30pm

www.amrshire.wa.gov.au [email protected]

http://www.amrshire.wa.gov.au/

mailto:[email protected]

Quarterly Report September 2013 · 2014-07-11 · 3 Highlights 2013-14 September Quarter 2013...

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Transcript of Quarterly Report September 2013 · 2014-07-11 · 3 Highlights 2013-14 September Quarter 2013...