chief executive office - draft budget 2016 final · chief executive’s office budget 2015-2016 ......

Annual Budget 2015/16

DRAFTChief Executive’s Office

www.armadale.wa.gov.au

Available in alternative formats on request

Chief Executive’s Office Budget 2015-2016 - Draft . …

1 . …

Directorate Overview 2

Key Directorate Actions 2015 - 2016 3

Directorate Workforce 10

Proposed Directorate Estimates Explained 11

Proposed Directorate Estimates 12

Proposed Councillor Fees, Allowances and Reimbursements 15

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Directorate Overview

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

Chief Executive’s Office

• The administration of the Chief Executive’s Office and the members of Council, including core

organisational services, leadership and strategic direction.

City Projects

• The concept, design, funding and delivery of major strategic projects for the City.

Human Resources

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

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

Public Relations

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

development and marketing plans.

Economic Development

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

economic development and investment attraction projects within the city.


3 . …

Key Directorate Actions for 2015-2016

The following is commentary on the key Actions to be undertaken by the Chief Executive’s Office in delivering on

the City’s Strategic Community Plan.

The links between the Strategic Community Plan, the Corporate Business Plan and the informing Strategies, such

as the Workforce Plan, Asset Management Plan and Strategic Financial Plan are shown as follows.

The City’s Strategic Community Plan under the future direction heading of Good Governance and Management,

identifies a series of Outcomes and Strategies relevant to the operations and responsibilities of the Chief

Executive’s Office.

Looking Forward

Strategic Community Plan

Corporate Business Plan

Annual Budget & Operational

Plans

Informing Strategies

Eg. Strategic Financial Plan,

Workforce Plan, Asset

Management Plan, etc.

Outcomes

Strategies

Actions

Community Outcomes

Future Directions

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

those Actions relevant to the Chief Executive’s Office Directorate to be undertaken during the 2015-2016 year.

These Actions together with the functions and activities ordinarily undertaken by the Directorate on a daily basis

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

Strategic Community Plan.

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

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

inclusion.

Outcomes and Strategies

Future

Direction

Enhanced Natural and Built Environments

Outcome 2.7 Assets and infrastructure managed over the long term

to meet current and future needs

Strategy 2.7.3 Maintain effective liaison with other levels of government and regional bodies to ensure

coordinated provision of regional infrastructure

Actions

Advocate the City’s case for policy shift and funding support as part of the outer growth area forums

Future

Direction

Economic Growth

Outcome 3.1 A dynamic and diverse local economy

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

communities

Actions

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

for the City of Armadale and the wider region.

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

investors.

Establish and promote a formal investment attraction strategy and prospectus material for the City of Armadale, anchored by the City’s new positioning statement and image / logo.

Advocate capabilities in the Health Care sector / the hospital. Advocate strategies to attract more health care professionals to live and work in Armadale.


5 . …


Strategy 3.1.2 Facilitate targeted economic development opportunities

Actions

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

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

development in Armadale.

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

a greater diversity of employment-generating industry.

Outcome 3.2 Strong and profitable local business

Strategy 3.2.1 Facilitate access to skills enhancement and business development opportunities

Actions

Advocate with stakeholders the establishment of a program for business training, investment support, promotion and development for local small to medium-sized enterprises (SMEs), micro-businesses and home-based businesses.

Actively advocate the support of Indigenous enterprise, employment and training opportunities within the City of Armadale (noting that 3% of the City’s population is indigenous).

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

Strategy 3.2.2 Advocate public and private capital opportunities

Actions

Work with the State Government to secure the location or relocation of selected State Government Departments to the Armadale Strategic Metropolitan Centre.

Advocate/explore the feasibility / business case for a higher education campus (satellite / branch campus) or University-accredited courses through the existing Polytechnic campus or a possible expanded VET and Higher Education training facility in Armadale.

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

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Outcome 3.3 A skilled, mobile and diverse workforce

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

opportunities

Actions

Work with training providers to facilitate local education and training programs (as established by the Armadale Regional Workforce Development Working Group) which are responsive to current and emerging industry requirements and opportunities in Armadale and the wider region.

Outcome 3.4 Local, national and international recognition

Strategy 3.4.1 Promote and support the Champion Lakes Complex and events

Actions

Work with the MRA to consolidate Champion Lakes as a nationally significant water sports complex with further investment in commercial facilities in and around the centre as well as the prospect for a white-water rafting facility.

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

Strategy 3.4.2 Promote Armadale nationally and internationally in partnership with State and

Regional tourism initiatives

Actions

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

Strategy 3.4.3 Market and promote the locality of the City of Armadale to residents, stakeholders and

the Wider West Australian community.

Actions

Design, formalise and co-ordinate City-region branding, promotional materials and a communications plan. Promote positive perceptions of Armadale will be multi-pronged and include: - Branding the city centre to city residents, - Branding Armadale to the wider Perth and national markets, - Foreign direct investment (FDI) attraction strategies.

Market and promote the City through: effective and targeted distribution of engaging publications; use of targeted advertising across a strategic marketing mix; provision and promotion of readily accessible information Promote the role the City's natural environment plays to quality of life

Build the City's brand reputation to drive consideration as a visitor destination.


7 . …


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

Strategy 3.5.2 Develop and maintain intergovernmental economic development relationships.

Actions

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

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

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

matters and to agree on priorities.

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

media opportunities.

Outcome 3.6 Infrastructure that supports sustainable economic development

Strategy 3.6.2 Advocate appropriate Information and Communications Technology (ICT)

infrastructure to support industry and business.

Actions

Facilitate rollout of the National Broadband Network (NBN).

Develop a City of Armadale Digital Strategy.

Future

Direction

Good Governance and Management

Outcome 4.1 Good governance and leadership

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

supporting their role

Actions

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

Reinstatement of Function Area on first floor of Administration Centre

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

reform matters

Actions

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

Metropolitan Centre (See also 4.1.5)

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

also 4.1.5)

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

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

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

Council in policy development and service planning

Actions

Participate and contribute to the goals of the National Growth Areas Alliance (NGAA)

Participate and contribute to the goals of the Outer Metropolitan Growth Councils Group (OMGC)

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

Actions

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

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

Framework. (See also 4.2.1)

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

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

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

support service delivery standards

Actions

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

and the long term financial plan

Improve integration and coordination of communications: - Review and publish marketing communication end to end process to enable clarity of role and assist with inter/intra team collaboration - Make logo, imagery and style elements available to relevant staff and suppliers/contractors - Encourage and train content creators to write user-friendly and easy to read content


9 . …


Outcome 4.3 An informed and engaged community

Strategy 4.3.1 Ensure there is effective two way communications with the local community

Actions

Undertake community perceptions surveys every 2 years to assist in informing service provision and delivery options and standards

Develop channels for open two-way conversation with the community and stakeholders, through various

electronic mediums (consulting allowance for social media strategy, workforce plan proposal - alternative to in-

house)

Market and communicate initiatives that improve community wellbeing

Strategy 4.3.2 Promote and celebrate the organisation, its services and achievements.

Actions

Promote the City of Armadale and its services to the community through effective and targetted distribution of engaging publications and advertising, and media opportunities

Proactively manage media relations to maximise positive media coverage of Armadale.

Outcome 4.4 Professional and motivated staff in a safe and supportive environment

Strategy 4.4.1 Ensure Human Resource planning, policies and procedures support effective and safe

Council service delivery

Actions

Review every year, as part of the Corporate Business Plan review process, the City's Workforce Plan

Undertake reviews (not less than once in every 2 financial years) of the appropriateness and effectiveness of the human resources systems and procedures and report to Council the results of those reviews

Strategy 4.4.2 Create a culture of team work, creativity and self empowerment

Actions

Develop and implement HR systems and processes promote skill development at all levels.

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Directorate Workforce

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

Management Area Actual 2014/15

- CEO’s Office 6.0

- City Projects 1.0

- Human Resources 7.4

- Public Relations 3.5

- Economic Development 1.5

Total 19.4

The Directorate’s workforce for 2015-16 is proposed to increase by 2 full time employees.

Additional resource requirements are in response to growth based activities in the operational areas Human

Resources, Economic Development and Public Relations. In order to meet these higher demands the CEO’s

Office requires additional resources to the meet the objectives of the Strategic Community Plan and the Corporate

Business Plan.

The following positions have been approved in the Chief Executive Officer’s Workforce Plan Report 2015-16 as

resolved at the Council meeting on 28 April 2015 (resolution C131/4/15)

Department Position

Economic Development Economic Development Officer

Human Resources Workplace Health and Safety Officer


11 . …

Proposed Directorate Estimates Explained

The 2015-16 estimates for each Management Area together with the current 2014-15 year budget and actuals,

are presented in the following pages.

Matters to note about the following financial figures include:-

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

enabling services and Actions within the CEO’s Office is estimated at $5,135,550.

• The subsequent schedules show the breakdown of the $5,135,550 over the various Management Areas, ie.

− CEO’s Office & Council Members - $2,194,090

− City Projects - $519,510

− Human Resources - $1,472,630

− Public Relations - $671,240

− Economic Development - $278,080

The revenue and expense descriptors are explained as follows :-

Expenses

Employment Covers expenses like salaries, superannuation, compensation insurance, training,

uniforms and fringe benefits tax;

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

equipment maintenance;

Professional Services covers expenses like legal fees and consultancies;

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

that management area. For example, in the CEO’s Office, other expenses includes

member fees and allowances and election costs; in Human Resources it’s mainly

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

and publications and in Economic Development it’s business sponsorship.

Other matters to note about the financial schedules are:-

− The “YTD Actual” figures are the year to date actual revenues and expenses for the period 1st July 2014 to

31st May 2015;

− The “2014/15 Revised Budget” figures represent the budget figures as adopted by Council in the 2014-15

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

− The “2015/16 Proposed Budget” figures represent the estimates as shown in the currently adopted Corporate

Business Plan for the 2015-16 year plus or minus the variations as workshopped with Councillors over the

last (2) months.

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Proposed Directorate Estimates

Chief Executive's Office 2014/15 2015/16

Summary Total

C/Fwds Revised Total YTD Proposed

Budget Budget Budget Actual Budget

Required Municipal Funds

3,088,980 14,025,410 17,114,390 12,845,703 5,135,550

Revenue -6,900,000 -60,600 -6,960,600 -799,141 -8,600

Grants / Contributions 0 -56,000 -56,000 -795,991 -5,000

Capital Funding -6,900,000 0 -6,900,000 0 0

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

Revenue Other 0 -3,600 -3,600 -3,150 -2,600

Expense 1,269,680 4,912,010 6,181,690 4,527,176 4,879,150

Employment 0 2,688,000 2,688,000 2,319,400 2,510,840

Office 0 418,060 418,060 474,813 434,860

Professional Services 184,080 132,300 316,380 143,552 117,500

Vehicles 0 92,000 92,000 79,215 92,000

Facilities 800,000 0 800,000 40,027 0

Other Expense 285,600 1,581,650 1,867,250 1,470,169 1,723,950

Capital Expense 8,719,300 9,174,000 17,893,300 9,117,668 265,000

Land / Buildings 1,319,300 9,098,000 10,417,300 8,358,156 265,000

Parks 7,400,000 76,000 7,476,000 759,512 0

Chief Executive Officer 2014/15 2015/16

Chief Executive's Office




18,100 2,313,110 2,331,210 1,959,694 2,194,090

Revenue 0 -4,600 -4,600 -51,800 -3,600

Grants / Contributions 0 0 0 -50,000 0

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

Revenue Other 0 -3,600 -3,600 -1,800 -2,600

Expense 18,100 2,317,710 2,335,810 2,011,494 2,197,690

Employment 0 1,036,360 1,036,360 861,749 802,340

Office 0 125,900 125,900 129,040 121,700


Vehicles 0 33,600 33,600 30,590 33,600

Other Expense 10,600 1,029,550 1,040,150 973,159 1,137,550


13 . …


City Projects 2014/15 2015/16

City Projects




2,687,300 9,383,140 12,070,440 8,700,588 519,510

Revenue -6,900,000 -51,000 -6,951,000 -741,909 0

Grants / Contributions 0 -51,000 -51,000 -741,909 0

Capital Funding -6,900,000 0 -6,900,000 0 0

Expense 868,000 260,140 1,128,140 324,829 254,510

Employment 0 202,540 202,540 188,991 196,910

Office 0 3,100 3,100 3,853 28,100


Vehicles 0 14,500 14,500 11,237 14,500

Facilities 800,000 0 800,000 40,027 0

Other Expense 8,000 0 8,000 11,200 0

Capital Expense 8,719,300 9,174,000 17,893,300 9,117,668 265,000

Land / Buildings 1,319,300 9,098,000 10,417,300 8,358,156 265,000

Parks 7,400,000 76,000 7,476,000 759,512 0

Human Resources 2014/15 2015/16

Human Resources




17,000 1,438,830 1,455,830 1,287,128 1,472,630

Revenue 0 -5,000 -5,000 -5,433 -5,000

Grants / Contributions 0 -5,000 -5,000 -4,083 -5,000

Revenue Other 0 0 0 -1,350 0

Expense 17,000 1,443,830 1,460,830 1,292,561 1,477,630

Employment 0 956,130 956,130 826,341 963,930

Office 0 277,700 277,700 328,799 277,700

Vehicles 0 25,000 25,000 19,067 25,000

Other Expense 17,000 185,000 202,000 118,354 211,000

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Public Relations 2014/15 2015/16

Public Relations




250,000 640,690 890,690 619,000 671,240

Expense 250,000 640,690 890,690 619,000 671,240

Employment 0 325,930 325,930 291,936 355,180

Office 0 6,660 6,660 8,239 4,660

Vehicles 0 8,500 8,500 7,403 8,500

Other Expense 250,000 299,600 549,600 311,423 302,900

Economic Development 2014/15 2015/16

Economic Development




116,580 249,640 366,220 279,292 278,080

Expense 116,580 249,640 366,220 279,292 278,080

Employment 0 167,040 167,040 150,383 192,480

Office 0 4,700 4,700 4,883 2,700

Professional Services 116,580 0 116,580 57,075 0

Vehicles 0 10,400 10,400 10,918 10,400

Other Expense 0 67,500 67,500 56,033 72,500


15 . …

Proposed Councillor Fees, Allowances and Reimbursements

The Proposed Councillor Fees, Allowances and Reimbursements for the 2015-16 year are as follows -

Details Budget

2014/15

Proposed

2015/16

Annual Attendance fees Mayor 46,350 46,350

Councillors

($30,900 / Cr) 401,700 401,700

Annual Local Government Allowance Mayor 87,550 87,550

Deputy Mayor

(25% of Mayor’s

allowance)

21,890 21,890

ICT Allowance

(Information, Communications & Technology)

Councillors

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

Travelling reimbursement Councillors 10,500 10,500

Communications reimbursement Councillors 15,540 15,876

Child care reimbursement Councillors

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

Mayoral Vehicle operation 12,000 12,000

Plus an allowance for the pending review

determination by the Salaries & Allowances Tribunal 0 8,490

Total $649,530 $658,356

Notes to the above Table –

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

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

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

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

Councillors duties multiplied by an agreed kilometre rate of 66 cents / km.

4. The proposed Communications reimbursement of $1,134 per annum / per Councillor includes a 2.2%

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

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

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

Annual Budget 2015/16

DRAFTChief Executive’s Office

www.armadale.wa.gov.au

Available in alternative formats on request

chief executive office - draft budget 2016 final · chief executive’s office budget 2015-2016 ......

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